The Hills Shire Council Annual report 2024-25 by thehillsshirecouncil

Introduction

Acknowledgement of Country

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

We also acknowledge the service and sacrifice of all veterans, past and present who have defended this Country.

Front cover: Box Hill residential development; Far right: NAIDOC Week celebrations ‘Yarn at the Farm’ event at Bella Vista Farm Park

About this report

This report is prepared in accordance with our obligations under section 428 of the Local Government Act 1993, the Local Government (General) Regulation 2021, Integrated Planning and Reporting Guidelines and other relevant legislation.

Purpose of this report

The Annual Report is an essential tool to inform all stakeholders of who we are, what we do and the services we have provided over the past 12 months. We highlight specific achievements related to our key strategies and actions set out in our Community Strategic Plan - Hills Future.

In addition, we aim to demonstrate the value generated through our initiatives, as well as identify future opportunities and challenges that will impact the delivery of our services in the future.

Audience for this report

Our Annual Report informs the Parliament, Minister for Local Government, New South Wales, the community and other stakeholders including residents, ratepayers, local businesses, visitors, prospective staff, other government agencies and other interested groups.

It also provides Council staff with organisational performance information and how their efforts have contributed to achieving the vision and what to expect in the coming year.

Accessing

this report

This report is available on our website www.thehills.nsw.gov.au/annualreport

Tell us what you think about this report

Your comments, thoughts and feedback on our approach or on any aspect of our Annual Report are welcome. See (p 181) for all the options on how to provide your feedback.

The Hills Shire Council Annual Report 2024-25

Our theme

‘A Fairer

Hills Future’

The Hills Shire is one of Australia’s fastestgrowing Local Government Areas (LGAs).

Like our neighbours in Blacktown, we have been tasked by successive state governments with being the engine room for Sydney’s housing growth.

Rapid population growth, increasing housing density and planning policies introduced by the NSW Government have placed significant pressure on existing infrastructure, particularly in western border communities like Bella Vista, Kellyville, North Kellyville, Box Hill and Gables.

The Hills Shire Council approved 25,180 homes between 2016-2024. In that period, 17,578 homes were completed.

In 2024-25 Council has and continues to advocate for urgent infrastructure investment. We launched a petition with the Parliament of NSW to ensure The Hills Shire receives the funding and support it deserves. This includes lobbying the NSW Government to commit to delivering essential services alongside the housing growth that they approved.

Address: 3 Columbia Court, Norwest PO Box 7064, Norwest BC NSW 2153

Phone: +61 2 9843 0555 | Email: council@thehills.nsw.gov.au | www.thehills.nsw.gov.au

To contact the Mayor or Councillors follow the link at thehills.nsw.gov.au

Translations and accessibility

For non-English speakers, phone interpretation services are available - TIS National on 13 14 50 For hearing impaired and deaf people contact us through the National Relay Service 1300 555 727

Vision and values

Staff values

Community vision

Build a vibrant community and prosperous economy

Proactive leadership

Shaping growth

Delivering and maintaining infrastructure

Valuing our surroundings.

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.

values

Our community’s aspirations for the Hills Shire local area are described by the following values:

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.

Our performance at a glance

Improving customer experience

87% of the community satisfied with Council's overall performance

98.56% of customer enquiries resolved at first contact. This is a 16% improvement on the 2023-24 result

60.6% of the community satisfied with Council's decision making

Delivering on our long term strategies

94% of key performance indicators achieved in the Operational Plan

84% of actions completed in The Hills Delivery Program

62%

community satisfaction with long term planning for The Hills Shire

Investing in the community

$0.30 billion increase in total value of assets

$348.9 million spent delivering services across The Shire and renewal of existing infrastructure and building new assets

98.6% of road assets rated in satisfactory condition

Message from the Mayor

“The NSW Government has set us the highest housing target in the state and we are living through the most transformational period in the Shire’s history”

Community advocacy

It is my privilege to present The Hills Shire Council’s 202425 Annual Report, a reflection of a year defined by bold action, community advocacy and significant investment in our future.

As your Mayor, I am deeply honoured to serve this vibrant and growing community again.

In 2025, we launched the Fight for a Fairer Hills Future campaign, our strongest call yet for urgent investment in the infrastructure our growing community desperately needs. With the NSW Government setting the highest housing targets in the state for The Hills, our roads, schools and sporting fields are under immense pressure. More than 20,000 people signed the petition, sending a clear signal to the NSW Government that cannot be ignored.

This campaign is not about politics - it’s about ensuring that the 23,300 new homes forecast for our Shire over the next five years are matched with the infrastructure to support them. We’ve identified 45 priority road upgrades and we continue to advocate for 14 new schools, 40 sports fields and funding to address the $207 million infrastructure shortfall in Box Hill (p 88).

Securing funding commitments

Our advocacy has started to deliver results:

• $220 million in Federal funding to upgrade Windsor Road, along with additional commitments for planning studies and future upgrades to Old Windsor Road.

• $14.9 million in funding from the NSW Government, which includes:

• $7.6 million for construction of The Water Lane Road, Box Hill

• $3.5 million for land acquisition towards a new fire station in Box Hill

• $2.6 million for planning and design of the Terry Road Upgrade, Box Hill

• $1.2 million for Rainforest Street Reserve, Box Hill.

While we welcome these commitments as positive steps forward, they only begin to address the growing infrastructure demands in our region.

Thank you to every resident, business and community group who stood with us and said, “enough is enough.” Your voice matters and together, we are being heard.

Delivering on our core commitments

We’ve continued to deliver on our core commitments:

• $308.5 million invested in delivering and maintaining infrastructure

• major upgrades to roads, including Terry, Annangrove, Withers, Barry and Hezlett Roads (p 114)

• completion of Stringer Road Reserve, North Kellyville

• expansion of inclusive spaces like Livvi’s Place.

Planning Towards Hills 2050

We are planning for the future, with a strong focus on sustainability and responsible financial stewardship, ensuring we live within our means.

This year marked the launch of our new Towards Hills 2050 Community Strategic Plan, a bold, long-term vision shaped by extensive community engagement. This plan sets out 5 strategic directions: enriched lifestyles, connected people and places, a valued and nurtured environment, a growing shire and economy and proactive leadership.

It reflects our shared aspirations for a sustainable, inclusive and well-connected future and guides every decision we make, from infrastructure planning to environmental stewardship and community wellbeing.

As Mayor, I am deeply grateful to our residents, Councillors and Council staff for your passion, resilience and commitment to making The Hills a better place. Together, we are not just planning for growth, we are shaping a fairer, stronger and more connected future.

Dr Michelle Byrne

Mayor

Message from the General Manager

“We are growing fast and our services aim to support the quality of life for our residents. Our focus is on creating a Shire that works for everyone.”

The Hills Shire Council’s 2024-25 Annual Report reflects a year defined by strong operational delivery, strategic foresight and an unwavering commitment to our community.

Operationally, we delivered a $132 million capital works program, including major upgrades to roads in our growth areas of Box Hill and North Kellyville, projects essential to supporting our expanding population and improving daily life for our residents.

Community at our core

• $43.6 million invested in sustainable waste and recycling, with a strong focus on landfill diversion

• ongoing care and planning for 338 parks and reserves and 98 playing fields, ensuring safe, accessible and well-utilised green spaces

• our Customer Contact Centre responded to over 188,000 enquiries, reflecting our commitment to responsive, people-first service delivery.

Investing in community infrastructure

• $26.3 million in park projects, including $1.9 million for the expansion of Livvi’s Place (p 82)

• $4.1 million for new footpaths, bridges and shared cycleways

• $54.4 million for libraries, childcare, aged and disability services, aquatic centres and emergency services.

Strategic planning for the future

Towards Hills 2050 sets out the strategic directions that influence every part of what we do at Council. It’s a key document that outlines the community’s aspirations and sets a shared vision for the Shire across a multi-decade horizon. By looking ahead to 2050, we’ve set new goals and will work with residents, government, businesses and community groups to enhance the Shire’s liveability, resilience and inclusiveness for generations to come.

Advocacy and infrastructure equity

We also supported the Fight for a Fairer Hills Future campaign with robust data, planning insights and operational expertise. Our teams identified 45 priority road upgrades, mapped future school and sports field needs and quantified infrastructure gaps in high-growth areas like Box Hill.

At every level of service, our focus has been on delivering safe, reliable and responsive outcomes for our community. This commitment is reflected in our achievement of the lowest Lost Time Injury Frequency Rate (LTIFR) in 9 years, a testament to the professionalism and care of our workforce (pp 67-68). Our commitment to safety is unwavering and every employee takes a proactive approach to ensure we all arrive home safely.

This year, our Council has invested in enhancing our IT capabilities. This project will enhance customer service opportunities, improve information delivery, allow us to monitor service and facility performance and automate more processes. Technology upgrades are the cornerstone of improved productivity to allow us to focus on other important tasks.

Looking ahead

Council will continue to remain focused on continuous improvement, financial sustainability and operational excellence, ensuring The Hills Shire continues to thrive.

Thank you to our dedicated staff, Councillors and community partners for your hard work and collaboration. Together, we are building a resilient, responsive and future-ready Shire.

Michael Edgar

General Manager

We are The Hills Shire Council

We represent the interests of the Hills community and deliver essential local services and infrastructure

Council provides a wide range of services that impact your daily life, from the roads you drive on and the footpaths you walk along, to the household waste you generate and the public spaces you enjoy. Additionally, Council is responsible for managing millions of dollars in infrastructure and public assets within your community.

We are one of the fastest growing local government areas in Australia

The closest level of government to the community

As the third tier of government, local government is responsible for ensuring local communities run as smoothly and efficiently as possible, with citizens able to access the services and programs they need to live safe and healthy lives (p 40).

The Hills have been chosen by various state governments to support much of Sydney’s housing growth. In 2024-25, the State electorate of Castle Hill was no. 1 and the neighbouring electorate of Hawkesbury was no. 3 on the NSW Government Housing League table. Over the last 10 years, more than 30,000 dwellings have been approved in The Hills Shire.

3,613 dwellings approved in 2024-25 Building a vibrant community

• 1,056 km of roads

• 836 km of footpaths and cycleways

• 338 parks and reserves

• 98 playing fields

• 170 playgrounds

• 11 off-leash dog parks

• 45 tennis courts

• 60 community venues.

• 188,059 customer interactions across the contact centre and venue bookings

• 124,819 pieces of outgoing mail

• 5,756 applications received, receipted and lodged

• 9 ‘Have Your Say’ e-newsletters sent to 1,200 registered and active members.

• Recovered 84 tonnes of chemicals and other hazardous materials - Chemical CleanOut event

• 7,993 trees planted on National Tree Day

• Council coordinates 28 bushcare groups made up of community volunteers

• 22 waste education programs/workshops.

Performance summary

“The Hills Shire Council’s 2025 Community Satisfaction Index 65.3 % ranked 3rd in NSW and 12th nationally.”

(the top rating was 67.4%)

2025 Snap Send Solve, Community Satisfaction Index

This section provides a summary of our efforts to implement the actions in our Delivery Program, our financial performance, Council’s achievements, awards and highlights of how we celebrated our community this year.

For a more detailed report on our progress against all actions and key performance indicators, refer to from p 75 in the performance against Delivery Program section of this report. Additionally, full financial results can be found in Appendix 1 - Financial Statements for the year ending 30 June 2025.

Overview of our performance outcomes

Achievements

Building a vibrant community and prosperous economy

• Upgraded the automated book return system at Castle Hill Library (p 76)

• Orange Blossom Festival (pp 71, 77)

• NAIDOC Week activities (July) (pp 3, 38)

• 884 new Australian citizens welcomed (p 38, 124)

• Castle Hill Library celebrated 20 years (p 76)

• Friends of The Hill Library celebrated 30 years (p 76)

• The Waves Bookshelf - a new way to borrow library books (p 76)

• Illuminate The Hills at Queen Elizabeth II Memorial Rose Garden

• The Hills Shire’s Seniors Festival - free events for seniors

• Celebrated Australia Day with a range of activities and events including citizenship ceremony and Australia Day Awards (p 20)

• Lunar New Year Lantern Festival

• Youth Week activities 12-17 April 2025 (pp 70, 77, 139)

• Distributed more than $150,000 in community grants (p 77)

• 2 new community vaults at Castle Hill Cemetery.

Proactive leadership Achievements

• Lost time injury frequency rate of 5.61 - the lowest in 9 years (pp 67-68)

• New Mayor and Councillors were publicly sworn in at Council’s Chambers on 3 October 2024 (p 91)

• 8th consecutive year to produce draft Financial Statements within 10 working days of end of financial year

• Council’s 2023-24 Annual Report - 8th consecutive Gold Award (ARA) (p 21)

Outcomes - what we aim to achieve

• A connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing

• Attract investment to our Shire - the vibrant key business centre in the region

• (pp 75-87).

Looking ahead

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

• Investigate future library needs including funding models and update Council’s Library Strategy

• Undertake a review of Waves Fitness and Aquatic Centre operations

• Investigate emergency dashboard requirements and functionalities for an emergency dashboard, analyse costs and benefits

• Review of the Purple Flag program and if applicable to areas within the Shire.

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

Outcomes - what we aim to achieve

• Sound governance that values and engages our customers and is based on transparency and accountability

• Prudent management of financial resources, assets and people for long term sustainability

• (pp 89-99).

• Council continues to be debt-free and in a strong financial position

• Towards Hills 2050 Community Strategic Plan developed and adopted

• Council participated in the NSW Government Fresh Start Program with an Apprentice Horticulturist, Apprentice Mechanic and Cadet Engineer

• Implementation of the Technology One ‘OneCouncil System’ to maximise efficiencies in Council’s operations (Enterprise Resource Planning) (p 90)

• Three eligible employees selected to participate in the Postgraduate Certificate in Business (Grad Cert) for employees in local government

• Reduced development application lodgement time to below the state mandated average

• Delivered tailored, in-house customer experience training to frontline teams, enhancing service quality and consistency across key customer touchpoints

• Replaced desktops with laptops to enable remote work capability and better business continuity

Achievements

Shaping growth

• Council officially submitted feedback on the proposed ‘mini-city’ development at Bella Vista and Kellyville Metro stations (p 14)

• Norwest Strategic Centre Precinct Plan adopted

• Progressed a draft Voluntary Planning Agreement relating to government-owned land within the Bella Vista and Kellyville Precincts

• Review of car parking policy for retail and commercial development in centres and EV readiness (pp 104, 106)

• Council surveyed drivers utilising Council’s rural road network to understand behaviours during flood events

• Secured $3.2 million for Box Hill infrastructure projects as part of Round 4 of the State VPA Program (pp 149-151)

• Launched the Fight for a Fairer Hills Future campaign, calling on the NSW Government to urgently fund critical local infrastructure (pp 16, 22, 34, 36, 54, 88, 122)

• Council called for expressions of interest for a long-term premier football partner for Caddies Creek Reserve

• Council invited feedback on the proposed naming of the Sensory Garden at Balcombe Heights Estate (p 35)

• Council considered the outcomes of the public exhibition of a review of contributions Plan No.15 (CP15) Box Hill and submitted the draft Plan to IPART for assessment (p 102)

• Exhibited draft Affordable Housing Contribution Scheme and Distribution Policy for Kellyville and Bella Vista TOD precincts

• Finalised a regional traffic and transport study.

• Developed and implemented an Information Security Policy (pp 53, 91).

Looking ahead

• Investigate future new website solutions, along with the viability and financial implications of developing a Council App

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

• Maintaining operating surplus to build future capacity and capability of Council.

Outcomes - what we aim to achieve

• Well planned and liveable neighbourhoods that meet growth targets and maintain amenity

• Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle

• (pp 101-113).

Looking ahead

• Assess existing bus services, focusing on linkages to Metro stations and advocate as appropriate

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

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

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

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

• Include a review of parking needs and requirements in the Bella Vista Master Plan update

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

Achievements

Delivering and maintaining infrastructure

• Livvi’s Place playground extension officially opened 15 April 2025 (pp 35, 82)

• Essential road works on River Road, Lower Portland

• Stringer Road Reserve completed (p 13)

• Flood warning infrastructure installed (p 13)

• Council opened our first dedicated hockey facility in The Hills at Gables Central Playing Fields (pp 13, 117)

• Opened Rugby League Centre of Excellence in Kellyville (p 108)

• Rejuvenation of Cockyane Reserve - part of the Cattai Creek Corridor Master Plan (p 117)

• Upgraded intersection at Withers/Hezlett/Barry Roads, North Kellyville (p 114).

Achievements

Valuing our surroundings

• 1,185 Development Applications (not including modifications) were determined (p 125)

• 7,993 trees and grass planted on National Tree Day (p 124)

• Council celebrated Platypus Month during August (pp 125, 126)

• e-Waste Plus events (p 126)

• Chemical CleanOut event (p 126)

• Plastic-free July

• FOGO survey launched (pp 34, 127)

• Clean Up Australia Day at Crestwood Reserve (p 126).

Outcomes - what we aim to achieve

• Our community infrastructure is attractive, safe and well maintained

• Infrastructure meets the needs of our growing Shire

• (pp 115-121).

Looking ahead

• New Anthony Skarrat Reserve, Box Hill under construction (p 13)

• Construction of a new cycleway bridge over Smalls Creek from Farmer Circuit, Beaumont Hills to Curtis Road, North Kellyville

• Annangrove Road upgrade approval and construction

• Fred Caterson Reserve expansion (including 3 new playing fields), Castle Hill

• Construction of The Water Lane Reserve, Box Hill

• Road upgrades for 2 intersections at Box Hill, Terry Road and Old Pitt Town Road

• Intersection upgrades at The Water Lane, Box Hill

• Withers Road upgrade, Box Hill

• Boundary Road upgrade, Box Hill.

Outcomes - what we aim to achieve

• Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

• Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste

• (pp 123-133).

Looking ahead

• Investigate a potential grant funded project along with neighbouring councils to support a reuse, repair, redesign and recycling hub for the region

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

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

Key projects and achievements

Recreation facilities and infrastructure

Stringer Road Reserve

Livvis Place allabilities playground extension at Bernie Mullane Reserve in Kellyville

Stringer Road Reserve in North Kellyville officially opened in November 2024. The reserve features 4 multi-purpose natural turf sports fields which can be reconfigured into 2 ovals, 4 cricket practice nets, 2 full-sized basketball courts, 1.25km of shared pathways and a children’s playground. There is also an amenities building with accessible toilets, changing rooms, a kiosk, a referee room and storage facilities. Additional highlights include a 250-space car park, specialist LED sports field lighting, an advanced water management system to support sustainable operations and more.

Hockey’s home in The Hills

On 16 March, Council opened our first dedicated hockey facility in The Hills in partnership with Stockland. Gables Central Playing Fields, a state-of-the-art sports precinct spanning 4.5 hectares, is located in the heart of Gables.

The complex features the first dedicated hockey facility in the Hills, a skate park, rock climbing structure, children’s play equipment, multipurpose sports fields for soccer and rugby, as well as full-sized basketball courts for basketball, netball, tennis and futsal. There is also a dog-off leash area.

Anthony Skarratt Reserve

The construction of Anthony Skarratt Reserve is progressing. The concrete slab has been poured and the roof of the new community centre has been installed. The structural steel frame has also been established.

Once complete, the community centre will include:

• Satellite library, activity rooms and a function room

• dedicated playgroup space complete with an outdoor play area

• parking area with 187 spaces including 2 EV charging stations

• roundabout at the intersection of Nelson Road and Box Road

• bus bay and pavement.

Once all stages of construction have been completed, Anthony Skarratt Reserve will also include 4 football fields,

• $2 million upgrade and extension

• Funded by the NSW Government’s Western Sydney Infrastructure Grants (WSIG) Program in partnership with Council

• (pp 35, 82).

2 baseball fields, 6 multi-purpose courts, cricket practice nets and a playground. Following community consultation, 2 synthetic cricket pitches, an outdoor gym and a baseball batting practice tunnel were also added to the Master Plan.

This project is made possible in part by funding from the NSW Government’s Public Spaces Legacy Program. Stage one of construction is expected to be completed by late 2025, weather permitting.

Annangrove/Edwards Road roundabout

The upgrade of the intersection of Annangrove and Edwards Roads in Box Hill to a roundabout has been completed.

Works included the construction of traffic management and controls, relocation of service utilities, new stormwater drainage, pavement widening, line marking and more.

Flood warning infrastructure

Following the 2021 flood events, a need was identified to upgrade existing infrastructure surrounding low-level bridges to ensure motorists have sufficient notice of flood waters ahead and opportunities to safely turn around.

Flood warning infrastructure has been installed at 5 key sites in the Rural North along Cattai Ridge Road, McClymonts Road, Blue Gum Road and 2 locations on Pitt Town Road.

This upgrade included the installation of signage, new floodgates and a new flood warning station. New sensors will monitor water levels, support Council’s efforts to close flood impacted roads and provide timely notice to residents of road closures during severe weather events.

This project has been funded thanks to the NSW Government’s Western Sydney Infrastructure Grants Program in partnership with Council.

Upgraded intersection at Withers/ Hezlett/Barry Roads, North Kellyville (p

114).

Advocating to government

Campaign launched

Council urges state government to stop rushing ‘mini city’

Council has officially submitted its feedback on the proposed ‘mini city’ development at Bella Vista and Kellyville Metro stations, urging the NSW State Government to reconsider its rushed plans and adopt a more measured approach to ensure the project’s success.

During the Council meeting on 13 August 2024, Councillors unanimously backed a submission to the NSW Department of Planning, Housing and Infrastructure, raising significant concerns about the proposed rezoning of land around the Kellyville and Bella Vista Metro stations.

This submission was prompted by the Department’s exhibition of its Transport Oriented Development (TOD) plan for the Bella Vista and Kellyville Metro stations, which are open for public comment until 23 August 2024.

Council’s submission highlights serious issues with the proposal, including inadequate infrastructure, insufficient road upgrades, environmental impacts and increased flooding risks. These concerns are particularly pressing given that if these plans are approved, these precincts would have the capacity to be home to 100,000 additional people. This population is more than some of Sydney’s Local Government Areas.

Funding shortfall under contributions plan No. 15 Box Hill precinct

CP15 enables Council to levy development within the Box Hill Release Area to contribute towards the provision of essential local infrastructure, including transport, open space and water management facilities. Contributions are collected gradually as development occurs and pooled until there are sufficient funds to deliver a whole infrastructure item such as a road or park.

Council reviewed contributions Plan No.15 (CP15) and the draft plan was progressed to public exhibition. The draft amendments seek to ensure that CP15 includes the most up to date information available and ensure that the most accurate contributions are collected from remaining development within the precinct (p 102).

• 45 major road and intersection upgrades have been identified by Council as major priorities for NSW Government funding

• urgent funding for new schools, sporting fields and local infrastructure

• (pp 16, 22, 34, 36, 54, 88, 122).

Recent issues in the Box Hill precinct have highlighted flaws in the current infrastructure contributions system, which prevents Council from effectively managing risks or fully funding local infrastructure through development contributions.

Council is actively seeking grant funding whenever opportunities arise, particularly to address the funding gap in CP15. Additionally, Council continues to advocate for the State Government to honour its commitment to cover the difference between historically capped contribution rates and the actual rates that were applicable at that time, including adjustments for inflation (p 88).

Strategic planning

A new term of Council commenced after the local government elections held on 14 September 2024. During the first weekend in November, Councillors and executive members dedicated time to working on strategic priorities. At the beginning of a new Council term, it is essential to update Council’s policies and documents that make up the integrated planning framework (p 73). One of the top priorities is revising Council’s Community Strategic Plan (CSP), which must encompass at least a 10-year horizon. The CSP was first developed in 2007 and it set the Strategic Direction to 2026, which been reviewed over this period. This term of Council has set the Strategic Direction to 2050.

The Hills Towards 2050 vision provided stakeholders with opportunities to contribute to the Shire’s strategic direction through participation, education and engagement.

Along with the CSP, a 4-year delivery program and an annual operational plan and a resourcing strategy has been prepared as required by Integrated Planning and Reporting guidelines. This process is how Council sets its priorities and allocates resources to achieve its objectives.

Challenges Managing unprecedented growth

Since 2021, our local area has experienced sustained population growth rates ranging from 3.24% to 4.35%, significantly outpacing Sydney’s growth of -0.64% to 2.71% over the same period. Over the past 4 years, our population has increased by approximately 23% and at the end of June 2025, we anticipate a further increase of around 7,000 residents in just one year.

This rapid growth presents considerable challenges for both Council and the State Government. Keeping pace with such change requires timely land acquisitions, comprehensive design and approval processes and substantial investment in essential infrastructure. These are complex undertakings that cannot always match the speed of population growth.

Despite these pressures, Council continues to play a proactive role in managing this expansion. We have consistently acquired land, progressed design and approval processes and leveraged developer contributions and grant funding to deliver the local infrastructure our community depends on.

Looking ahead, growth is expected to continue and potentially accelerate. The NSW Government forecasts 23,500 new dwellings to be approved in our area over the next 5 years, an increase of 8,000 compared to the previous 5-year period. If realised, this will have a significant impact, especially in comparison to neighbouring areas such as Blacktown City and Hawkesbury City.

These challenges will affect our entire community and Council remains committed to ensuring that growth is managed responsibly, sustainably and with the needs of our residents at the forefront.

Other challenges

• Traffic congestion and managing parking for commuters, residents and employees around Norwest, Castle Hill and Rouse Hill town centres

• managing waste and resource recovery processing and disposal services in a market with limited competition and infrastructure availability

• managing the impact of a changing climate, especially increased temperatures and flood risks, on the community and The Shire’s infrastructure

• economic and technological changes

• ever evolving risks around cybersecurity

• ensuring the safe, ethical and responsible use of artificial intelligence (AI)

• retaining the corporate knowledge of an ageing workforce

• recruiting and retaining highly skilled, experienced staff to meet the demands of a growing population and its associated workload

• managing financial sustainability in the long term.

You can read more about what Council is doing to address these challenges throughout this report.

Morning peak traffic Samantha Riley Drive, Kellyville

Fight for a fairer Hills future

We passed the 20,000 signature goal on 11 August 2025

campaign launched 31 March 2025

“The

campaign, urges the Hills community to sign our petition calling on the NSW Government to urgently fund critical road upgrades, new schools, sporting fields and local infrastructure.”

Background

The Hills Shire is currently facing the challenges of rapid population growth and the most significant increase is yet to come.

Over the next 20 years, the total number of homes in The Hills Shire is projected to rise to 127,700. This represents an 88% increase from our current total of 68,000 homes. According to population forecasts by the NSW Government, The Hills will have approximately 326,725 residents by 2046, which is a 49.7% increase from our current population of around 218,264.

Our roads, schools, sports facilities and community amenities are already stretched thin and will continue to struggle with the increasing demand.

For decades, The Hills Shire has been one of Australia’s fastestgrowing Local Government Areas (LGAs). Council has proactively planned for sustainable growth by implementing infrastructure improvements to support both current and future residents. However, recent planning policies introduced by the NSW Government have overridden Council’s Local Environmental Plan (LEP), leading to accelerated high-density development in areas historically suited for family living.

These changes include the establishment of Transport-Oriented Development (TOD) precincts at Kellyville and Bella Vista, which are driving an unprecedented surge in both residential and commercial growth. This area alone could accommodate 11,600 homes, resulting in a population of over 23,000 people within just 1.04 km². This makes it larger than Sydney’s Central Business District (CBD), which has a residential population of 18,818 people spread over 2.97 km².

Box Hill

3 primary schools

2 K-12 schools

(one to be delivered by private education)

Gables

1 primary school

Castle Hill / Cherrybrook

2 primary schools

1 high school

Bella Vista / Kellyville

1 primary school

1 high school

Norwest / Hills Showground

2 primary schools

1 high school

Sustainability

The Hills Shire Council is dedicated to the principles of sustainability and continuous improvement. We understand that our commitment is fulfilled through our people and our practices. Our approach integrates environmental, social, governance and economic factors into our policies, planning, decision-making and operational activities. Council aims to balance short-term priorities with long-term needs. Sustainability means respecting our community, caring for our environment and providing services that enhance the well-being and livability of our Shire now and in the future.

Responding to a changing climate

Council recognises the risk that changes in climatic conditions pose to residents and the wider global community. It also recognises the NSW Government’s Climate Change (Net Zero Future) Act 2023, which aims to give effect to the international commitment made under the 2015 Paris Agreement to address global warming.

Like every responsible organisation, addressing known, emerging and potential risks is essential for successful performance.

Council completed a climate change risk assessment on 2 February 2023, through our insurance partner Statewide Mutual. Understanding the climate scenarios and what the LGA might be exposed to (currently or in the future), places Council in a better position to make informed decisions and implement risk adaptation strategies concerning Council assets.

Our staff work outdoors and our assets must perform reliably in a range of environmental conditions. Over the past decade, we’ve seen firsthand the impact that drought and flooding can have on these assets.

This assessment has helped Council in developing a climate change adaptation and mitigation strategy, while acknowledging that Council’s current funding model limits significant investment in alternative technologies and processes until they become more cost-effective. The strategy outlines how Council can adapt to and prepare for, the impacts of a changing climate within its available resources.

Environmental Sustainability

The Integrated Planning and Reporting Framework includes environmental reporting into our corporate planning processes.

Council is committed to sensibly integrating sustainability principles into all aspects of our work, including sustainable planning, transport, design, food production, waste management, bushfire management and protection and our business practices.

We will also continue to review options around energy sources, water use, implement our Resource Recovery Delivery Program 2022-2027 and identify opportunities to plant trees and restore sensitive vegetation where possible.

For further information on how Council is building the health and long-term sustainability of the natural and built environment in The Hills Shire refer to Theme 5 - Valuing Our Surroundings - (pp 123-133) of this Annual Report. This section highlights how Council values, maintains and enhances the natural surroundings while managing impacts through education and regulatory measures.

Social sustainability - equity, access, participation, equal rights

Council is committed to fostering communities that are equitable, diverse, connected and democratic, all of which contribute to a high quality of life. Social cohesion and confidence in Council is important.

We are actively developing processes and infrastructure that address the current needs of the community while also considering those of future generations. Council offers various initiatives to build a vibrant community and prosperous economy (pp 75-87) and the Cultural Action Plan on our website.

Our policies, strategies and programs aim to support the Shire’s ageing population, enhance inclusiveness, increase physical activity, promote public health, improve food hygiene and prevent violence against women and children.

The diversity of the Hills community is expanding. Between 2016 and 2021, the largest changes in reported ancestries in this area included: Chinese (+8,311 persons); Indian (+7,505 persons); Australian (+2,817 persons); Filipino (+1,911); English (+1,231 persons).

The organisation’s success depends on maintaining a safe and healthy work environment for staff. Council aims to provide a healthy work/life balance and offers flexible work options. Policies and procedures are in place to support

A sensory sensitive space at the Mayor’s Children’s Christmas Party

health and well-being, learning and development, diversity and inclusion, equal employment opportunity and codes of conduct (pp 63-66).

The Hills Shire continues to have high volunteering and civic participation rates - 13.7% as compared to 11.6% for Greater Sydney (as per 2021 Census data) (pp 70-71).

Disability inclusion

Our Disability Inclusion Action Plan (DIAP) represents Council’s commitment to welcoming, accepting and respecting individuals with disabilities in our community. This plan was developed in consultation with the wider community to guide decisions on making the services and facilities provided by Council as accessible and suitable for people with disabilities as possible.

Several initiatives support and encourage individuals with disabilities in The Hills community. These initiatives focus on enhancing the inclusivity of open spaces, recreational facilities and sporting opportunities.

DIAP Reference Group

Council has successfully launched the Disability Inclusion Action Plan Reference Group. This group consists of community members who are either people with disabilities, carers, or professionals with expertise in the disability sector. The group meets bi-monthly to collaborate with Council on achieving the goals of the Disability Inclusion Action Plan and making Council more accessible for people with disabilities.

Social inclusion

• Introduced the Disability Inclusion Award Category to the Sydney Hills Local Business Awards

• upgraded the most inclusive playground in The Hills, Livvi’s Place

• continued to run Sensitive Library and Sensitive Storytime sessions at libraries across The Hills

• created a separate one-hour session at the Mayor’s Children’s Christmas Party for neurodivergent children.

From July 2024 until October 2025, Council has organised school holiday sporting workshops held for children and young people with disability. For the first instalment in July 2024, Western Sydney Wanderers ran two specific soccer sessions for neurodivergent children and young people. The Hills School Holiday Sport Program was possible thanks to Council being awarded a $31,000 Play Well Participation Grant from the Australian Sports Commission.

To learn more about how Council is working to create a safe, inclusive and equitable community, please refer to the Disability Inclusion Action Report 2024-25.

Domestic violence prevention and support for survivors

The Hills Shire Council supports and promotes local initiatives that challenge disrespectful behaviours. We strive to foster the elimination of abuse and promote respectful relationships. These include:

• Being an active member of the Hills Domestic Violence Prevention Network. Council participates in all the Network’s annual events which focus on education, awareness raising and acknowledging those lost to domestic and family violence

• providing financial support to local and front-line not-for-profit organisations. Specifically for programs aimed at reducing rates of domestic violence. In 2024, Council awarded $70,000 to The Sanctuary and the Lisa Harnum Foundation. The grant was for their work in supporting those facing domestic and family violence in our local community.

Economic sustainability

Council is committed to promoting the economic sustainability of the local economy and ensuring the financial stability of The Hills Shire Council. We have a range of strategies and programs in place that address sustainable growth, infrastructure, housing and business development.

The Hills Shire Plan guides Council and the community in managing rapid population growth. Our core value of connected people and places aims to enable people to work close to where they live, enjoy plenty of things to do and foster both personal and economic connections.

Thriving local businesses are the backbone of a productive economy and with a wider range of jobs across traditional and emerging industries, more individuals can find local employment. Through our Economic Growth Plan, we continue to create opportunities for more people. Council also supports the visitor economy and encourages new investment and job opportunities for both current and future generations.

Additionally, Council is also committed to its own financial sustainability and applies sustainability principles to procurement, financial planning and asset management. This includes implementing policies and strategies that ensure the long-term viability of our organisation. Council’s operations are driven by the value of keeping rates as low as possible while providing the local government service that our residents expect.

Further information about Council’s financial sustainability efforts can be found in the Financial Report, which is available for download on Council’s website.

Awards and recognition

honouring our local legends

Local heroes whose selfless efforts have transformed lives were celebrated during The Hills Shire Council’s Australia Day Awards at the Pioneer Theatre on Wednesday 22 January 2025.

“Their remarkable efforts reflect the true essence of Australian values and the spirit of mateship. They remind us of the power of community and inspire each of us to make a meaningful difference.” Mayor of The Hills Shire, Dr Michelle Byrne

Community Group of the Year: Bears of Hope

The Castle Hill organisation offers support and resources for families who have lost a baby during pregnancy, birth, or infancy. They provide free counselling, support groups, community events and education for hospitals, as well as bears and cuddle cots for grieving families.

Environmental Citizen of the Year: Patrick Shirvington

Patrick is a renowned landscape artist and multimedia creator from the Hills, recognised globally for his work as an illustrator, including children’s books like Can You Find Me and Can You Find 12 Busy Bees. He is passionate about the local environment, working as a bush regenerator for the National Trust and leading nature journaling workshops for The Hills Shire Council. Patrick has been an artist-in-residence at various locations, focusing on landscapes and environmental art.

Young Citizen of the Year: Megan Sutton

Megan is a dedicated advocate for disability awareness and a committed volunteer, serving as Run Director for the Rouse Hill Parkrun for over 8 years and assisting more than 130 occasions. Living with a disability herself, she supports initiatives like the Hidden Disabilities Sunflower Scheme to promote understanding for those with non-visible disabilities. Additionally, Megan is involved in the Duke of Edinburgh Award program and has been recognized with the Youth Community Award from the Order of Australia for her extensive volunteering, including one-on-one support for children with additional needs at Camp Kedron.

Young Citizen of the Year: Ashleen Khela

At 12-years-old, Ashleen is one of Australia’s youngest-ever female published authors. She has released her fiction book 17 Stories at just 11 years old, with proceeds being donated to Australian charities and to support aid programs in developing nations. She self-funded the production of the book through creative efforts like recycling bottles, selling backyard plants and using her savings.

Senior Citizen of the Year: Alan Grady Alan has been a member of Rotary for 50 years and actively participates in the Norwest Sunrise Rotary Club and the Wesley Castle Hill Uniting Church. A charter member of the Hills Older Men’s Network, he eagerly volunteers for projects, including selling Rotary Christmas trees to support various charitable causes. For the past 20 years, Alan has worked in the Rotary Warehouse, packing donated medical and school supplies for overseas shipments.

Citizen of the Year: Katherine Kirk

Katherine is a dedicated mother of 5 and the president of the Castle Hill High School Parents and Citizens Association, where she organises fundraisers and collaborates to enhance the learning environment. She is also the Vice President at Northmead CAPA High School and supports local sporting clubs, notably ensuring the new women’s team at Hills Spirit FC received uniforms. Additionally, she volunteers with Castle Hill RSL Sub-Branch, helping organise events for veterans and their families and contributing to the sport and recreation program that earned an award at the RSL NSW Congress in 2024.

australia day awards

Awards and recognition

The

following are some key awards that demonstrate The Hills Shire Council’s leadership in local government.

Australasian Reporting Awards

The Hills Shire Council achieved an eighth consecutive Gold Award at the Australasian Reporting Awards (ARA) for accessible and transparent reporting.

The ARAs provide organisations with the opportunity to benchmark their reports against world best practice. They are open to all private sector, public sector and not-for-profit sector organisations in the Asia Pacific and recognise excellence in annual and financial reporting standards.

2025 Local Government Professionals Australia, NSW Excellence Awards - ‘People, Workplace, Wellbeing’

Council was a finalist in these prestigious awards for our Safety Day initiative. Safety Days are full-day events where our outdoor staff come together to participate in targeted activities centered around key safety initiatives. These include hands-on practical demonstrations and assessments, alongside checks of our fleet’s safety systems and equipment. The day is primarily organised by our small in-house team with contributions from external service providers and registered training organisations when appropriate.

The awards shine a spotlight on the extraordinary contributions of local government professionals and the innovation driving change across the sector.

While we may not have won the award we are proud to share an exceptional safety achievement for FY24–25: a Lost Time Injury Frequency Rate (LTIFR) of 5.61, well below our target of 7.5 and the lowest LTIFR recorded in the past 9 years (p 67). .

Fire safety training at Council’s annual Safety Day

Council’s achievements

Accelerated growth

The Facts

“There are 68,000 homes in The Hills. The NSW Government has set us a housing target of 23,000 homes to be built in the next 5 years.”

1. The #1 growth council in NSW – The NSW Government has designated The Hills Shire as the fastest growth council in the state - with a target of 23,300 new homes in the next 5 years.

2. Massive population growth – The number of homes in The Hills will increase from 68,000 to 127,700 over the next 20 years. This means an additional 59,700 homes are coming to The Hills, an 88% surge in housing.

3. The NSW Government’s population forecasts – It’s predicted The Hills Shire will be home to 328,600 people by 2041. That’s a 71% increase in our population.

4. Box Hill’s infrastructure crisis – A $207 million shortfall is delaying roads, parks, drainage and sports fields.

5. Transport-Oriented Development (TOD) precincts – 11,600 new homes are planned for Kellyville and Bella Vista, but the NSW Government has failed to commit to essential infrastructure in this area.

6. Castle Hill Showground Precinct expansion – The NSW Government has uncapped housing limits from 5,000 to 9,500 homes yet still hasn’t secured land for a new school.

Community financial report

The following provides a plain English explanation of Council’s financial statements and financial sustainability measures for readers with no financial background.

A key achievement is our strong financial position, as confirmed by TCorp. We need to be able to retain that strong position and balance this against the changing needs of the community, societal trends and the potential of new technology. Maintaining our strong finances ensures Council has legitimate strategic capacity to provide for its residents. With careful planning and resource allocation, the community can be assured that The Hills Shire has the necessary resources to achieve its objectives set out in the Community Strategic Plan, Towards Hills 2050.

In

a nutshell . . . .

• Council is debt free and has been since 2002

• $417.5 million in operating revenue

• $221.1 million in operating expenditure

• $38.3 million other current assets

• $6,166.8 million in non-current assets (excluding cash)

• $159.5 million in total liabilities

• $6,622.2 million net assets/ equity

• Nil in borrowing.

$32.1 million

Budget surplus

Managing the money

During the 2024-25 financial year, Council spent $348.90 million to provide direct services to the community, internal services to support and run Council and additional services that benefit the community and renewal of existing infrastructure and new assets.

Council manages $5.95 billion worth of assets infrastructure including roads, bridges, halls, land, recreation and leisure facilities, drains, libraries and parks.

$196.4 million Operating surplus*

Money

comes in

Money comes in from rates on property, government grants, interest on investments, user charges and fees and sometimes from Council’s own businesses.

Money goes out

Money goes out for construction, maintenance of roads, parks and buildings and many other services to the community like libraries, child care, waste management, bush regeneration and tree improvement programs. * includes capital grants and contributions

$576.6 million

Cash and investments

Comparisons

Council has achieved an operating surplus for more than 20 years. Day-to-day costs incurred by The Hills Shire Council are less than the total revenue received. This means Council has been able to keep on top of the capital works program while also addressing infrastructure needs. (see Chief Financial Officer’s Report p 2 Financial Statements).

Opening of the sensory garden at Balcombe Heights

Financial performance measures

Operating performance ratio

This ratio continues to exceed the benchmark and shows Council’s ability to contain operating expenditure within operating revenue.

Achieved a strong operating result

Own source operating revenue ratio

Council’s inability to meet the OLG’s 60% benchmark is due to ongoing rapid growth and significant income from developer contributions (S7.11), Voluntary Planning Agreements (VPAs) and non-cash subdivider dedications. These factors will continue to influence financial ratios over the next 10 to 20 years.

When these contributions are excluded, Council’s adjusted ratio is 82.55%, well above the benchmark.

Did not meet industry benchmark

Own source operating revenue ratio excl. contribution plans, VPA and subdivider dedications

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources. As The Hills is a growing Council, most funding comes from developer contributions. This ratio is well above the benchmark when you exclude S7.11, VPA and subdivider dedications.

Achieved WELL

Unrestricted current ratio

This assesses the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council. This ratio continues to be well above the industry benchmark of 1 indicating sound liquidity.

Debt service cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments.

Council has no external borrowing and remains debt free since 2002. As a result of Accounting Standard AASB 16 leases, Council is required to report leases (where Council is the lessee).

Maintained debt-free status

Rates, annual charges, interest and extra charges outstanding ratio (%)

This assesses the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts. This ratio has slightly missed the industry benchmark due to the current economic climate.

Did not meet the industry benchmark

Cash expense ratio (months)

This liquidity ratio indicates the number of months a council can continue paying for its immediate expenses without additional cash flow. Council is well above the benchmark of 3 months.

Achieved well above benchmark

Infrastructure renewals ratio

This ratio compares the proportion of funds spent on infrastructure asset renewals and the deterioration of assets measured by their accounting depreciation. Council is renewing its assets greater than the rate it is depreciating. It is above the benchmark of 100 percent and Council continues to keep its infrastructure backlog to zero.

Council is renewing its assets greater than the rate it is depreciating

Infrastructure backlog ratio

This ratio shows what proportion the backlog is against the total value of Council’s infrastructure. Council adopted a funding strategy in 2011 to address the infrastructure backlog of $52 million using Council’s reserve funds. The backlog was reduced to zero in June 2016.

Asset maintenance ratio

This ratio indicates that Council is spending greater than what is required in order to maintain assets in a satisfactory condition. This is also well above the benchmark as Council simultaneously addresses and stops a backlog from growing.

Here’s the breakdown . . . .

Your rates help to make The Hills Shire the place we love. They build local roads, footpaths and bike trails. They maintain sports facilities and parks. Rates support the places where our community comes together - libraries, community centres and shopping villages. They fund the collection and processing of household rubbish and recycling, and make sure lost pets make it home. Rates help support the older, vulnerable members of our community, children and young people.

For every $1,000 of your rates council invests in the community to deliver facilities, programs and services.

About The Hills

We are located 30km to the Northwest of the Sydney CBD

SYDNEY

About The Hills

Who we are 4.36% Population growth 2022-23 only 2.77% for Greater Sydney 115,081 new residents, or 54.37% growth, between 2024 and 2046

218,264

People living in The Shire 2025

326,725

Forecast population by 2046

Volunteers 13.7% proportion of residents who do some form of voluntary work - higher than the Greater Sydney average 9TH

Households

52.1%

couples with children much higher than the Greater Sydney average of 34.4% 3.11 2.68

Average number of people per household The Hills LGA Greater Sydney average

Dwellings

74,776 in 2025

Country of birth 40.4% of residents were born overseas, with a large proportion of these people born in India and China

Language 38.8%

The Hills Shire’s position in the Index of Relative Socio-economic Advantage and Disadvantage (SEIFA) for all NSW LGAs. of residents speak a language other than English at home

Our economy Employment

Local jobs

88,518

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

Unemployment 2.7% in 2024

Greater Sydney average 33.4%

Businesses

24,755 in 2023

Economy (GRP)

$14.86 billion in 2023

Economic output

$24,851.6 million

2% contribution to the state’s overall GSP

construction ($6,184 million) the highest contributor

All data from .idCommmunity and .id forecasts (https://profile.id.com.au/the-hills) and based on ABS Census and National Institute of Economic and industry Research (NIEIR) data

About The Hills

our history

40,000 BCE

Dharug Aboriginals inhabited the Shire until the early 1800s. 1791

Governor Phillip journeyed to The Shire in April.

1794

Hawkesbury Road (Old Windsor Road) was built from Toongabbie Government Farm to the Hawkesbury River. William Joyce received the first land grant in The Shire. 1799

1804

The convicts rebelled on 4 March and made a stand for freedom at the Battle of Vinegar Hill on 5 March.

1902

Joseph Foveaux was granted 300 acres which he sold to John Macarthur in 1801. John and Elizabeth Macarthur farmed sheep on this property before establishing them at Camden. Part of this land was later acquired by the Pearce family and became known as ‘Bella Vista Farm’.

1807

George Suttor of ‘Chelsea Farm’ Baulkham Hills, was the first person in the colony to produce oranges commercially.

Tram from Parramatta to Baulkham Hills commenced with an extension to Castle Hill opening in 1910. This accelerated the subdivision of old estates adjacent to the railway into residential blocks. 1906

Baulkham Hills Shire Council was created on 6 March via the Local Government Act of 1906. The first meeting was held on 16 June at James Pearce’s Baulkham Hills residence. 1920s

Poultry and egg production replaced citrus and stone fruits as the main industry. 1923

A train service from Westmead to Castle Hill replaced the tram. It was extended to Rogans Hill in 1924.

1932

The railway closed mainly due to the advent of the combustion engine used in trucks, cars and buses that, in turn, needed a wider main road.

1979

1961

Population of The Shire was 23,643. Urban development has accelerated from this time.

The first stage of Castle Towers Shopping Centre commenced with additions in 1982, 1989, 1993, 1999, 2001 & 2019 1980

1982

The population of the Shire was 90,000. NSW Department of Environment and Planning began looking at the development of the Rouse Hill area.

Council moves into its administration building on Showground Road, Castle Hill. 2008

Council’s name changed to The Hills Shire Council in November. 2012

State government purchases Showground Road Council administration building and surrounds for Sydney Metro Northwest rail. 2013

Council’s administration building, 3 Columbia Court, Baulkham Hills, officially opens 15 December.

2016

Suburbs south of the M2 Motorway that were part of The Hills Shire Council are incorporated as part of City of Parramatta. 2019

Australia’s biggest public transport project, the Sydney Metro Northwest, officially opened to customers on Sunday 26 May.

Our key stakeholders

who we engage with

Council exists to serve the people of The Hills Shire. We value input from our community and involve stakeholders in decisions that shape the future of our area. We stay connected by responding to requests for information and services, conducting community engagement activities and building relationships with the community. For more on our community engagement efforts, (pp 33-35).

How we engage

Residents and ratepayers

• public meetings

• publications

• website

• social media

• rates notices

• community meetings

Business

• information display or kiosk

• public exhibition

• Annual Report

• phone surveys

• focus groups and workshops

• publications

• website • social media

Community groups and volunteers

• focus groups and workshops

• committees

Visitors

• events

• website

• published information

Customers

• customer satisfaction measurements

• customer care and service

• website

• publications

• fact sheets

• feedback forms

Employees and their representatives

• staff portal

• briefings and onsite meetings

• employee survey

• exit surveys

• interviews

• emails

• newsletter

Partners regional/national

• contract management - account management relationships

• regular engagement through site visits

Other levels of government

• formal meetings

• briefings

• networks

Supplier

• correspondence

• one-on-one meetings

• contract management - account management relationships (pp 161-169)

Media

• media releases

• briefings

• interviews

• social media

Why our stakeholders are important

Provide guidance, values, engagement and feedback.

Why we are important to our stakeholders

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

Build capacity and drive the local economy.

Build trust and bridges to local communities through services.

Provide economic benefits, generate employment opportunities and financial viability.

Provide us with feedback and utilise the services and products.

Provide and promote business.

Provide support and partnerships.

Provide products, services and facilities.

Provide products and services of good value and quality.

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

Provide shared knowledge, cultural experience, knowledge and resources.

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

Provide good value and quality products and services.

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

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

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

Provide local strategies, partnerships and networks.

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

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

Community engagement

connecting

We continually strive to improve our services. This involves encouraging active participation from residents and the wider community to establish needs and wants. Our community engagement methods and strategy are referred to as 'Have Your Say'.

Community consultation is how Council understands what matters to the community. Council consults and engages with the community on relevant projects, plans, policies and documents. This helps to inform and involve the community in the decision-making process.

The community engagement and online services team supports other teams across Council to run community engagement activities.

Council has a Community Strategic Plan (CSP) as part of the NSW Integrated Planning and Reporting Framework. The CSP includes Council’s Community Participation Plan (CPP). The CPP tells the community how and when they can take part in planning matters that affect them. The CPP is required by the Environmental Planning and Assessment Act 1979.

The Local Government Act 1993 also requires Council to have a Community Engagement Strategy. The CSP and CPP are part of this strategy. The strategy guides Council on how to engage with the community when developing its plans, policies, programs and activities (except for routine administrative matters).

Community consultation occurs through online platforms, advisory groups, community surveys, questionnaires, focus groups, feedback, submissions, public forums and individual consultations.

Have your say online

Council’s key online tools for community consultation include the 'Hills Have Your Say’ subsite supplying information on current projects, proposed development and changes to key documents and policies (resident feedback is collected via interactive engagement tools).

The Hills Have Your Say website was launched in April 2024, replacing the former have your say section on Council’s main website. This new community engagement platform aims to build a more cohesive community with better opportunities for interactive online engagement.

Public exhibitions and consultations are typically advertised for 28 days, allowing residents the opportunity to provide feedback. The same opportunity is given to residents within the vicinity of a development proposal, where they have a chance to make a formal submission during the notification period. Residents are notified via letters and signs at the development site.

In 2024-25 Council hosted a total of 80 open-to-public consultations. 3 were consultations conducted by other organisations but promoted on Hills Have Your Say. One closed consultation (only available to affected residents) for parking restrictions along Bella Vista Drive.

Council’s ‘Hills Have Your Say’ e-newsletter keeps the community up to date on current and future community consultations and is sent to subscribers periodically (9 newsletters were sent out in the 2024-25) to ensure they are aware of the timing and/or progress of an exhibition and that they can provide feedback.

The e-newsletter informs subscribers of changes to legislation or infrastructure such as the announcement of traffic changes or planned major roadworks. Hills Have Your Say currently has 1,200 registered and active members.

The larger projects presented to the community for feedback are detailed on the next 2 pages.

Hills Have Your Say

We’ve detailed the major topics involving community engagement in 2024-2025 below:

Community consultations 2024-2025

Fight for a Fairer Hills Future - campaign and community petition

Council called on the Hills community to sign our ePetition calling on the NSW Government to provide urgent funding for critical infrastructure for our booming population. We need 20,000 signatures for the petition to be debated in parliament. (pp 16, 22, 34, 36, 54, 88, 122)

Community Strategic PlanTowards Hills 2050

Community comments inform the 2050 Community Strategic Plan (CSP). While 2050 may seem a long time away, we need to plan now to make sure we continue to support an inclusive, sustainable and healthy community into the future. The CSP is our guide to help us to anticipate, manage and act on the issues that need longer-term solutions (p 92).

Draft 2025-2026 Hills Shire Plan

18,200 petition signatures

• Goal of 20,000 signatures achieved by 11 August 2025

March 2025 - September 2025

Council conducted the following engagement activities:

2 online surveys

• 63 responses

2 community workshops

• 17 participants Engagement with children

• 38 responses

This 5-part document provides the framework by which the organisation plans to progress the strategic objectives set out in Hills Future during the next financial year. Residents were invited to provide written submissions either online or via mail.

10 submissions received

The future of waste in The Hills: FOGO your way

Council is preparing to introduce a Food Organics and Garden Organics (FOGO) waste collection service for all households. This service will allow food waste to be recycled via the green bin instead of being sent to landfill through the red bin.

To support a smooth rollout, Council gathered community feedback to better understand how residents prefer to engage and to shape an effective

education program. This input is helping Council design a FOGO campaign that reflects local needs and encourages participation.

The NSW Government has mandated a Food Organics and Garden Organics (FOGO) service to all households by 1 July 2030. The new FOGO service is planned to roll out in the next waste contracts which commence on 1 October 2027 (p 127).

1,454 survey participants

We conduct regular surveys and other engagement activities around annual operational plans, our local strategic planning statement, precinct studies and Hills Performance Sentiment Index. These give us a picture of what people think.

Tell us about your experience with Livvi’s Place

As part of a Monitoring and Evaluation Plan for the Livvi’s Place All-abilities Playground extension project, Council will collect and analyse data across the project lifecycle. This helps Council to understand how effectively the extension project achieves its intended outputs and outcomes (p 82).

58 survey participants

• Survey conducted 18 September – 6 November 2024

Have your say on the upgrading of flood warning infrastructure

Council is interested in understanding current road user behaviours during extreme weather (flooding) events in The Hills LGA. The survey invited drivers who utilise Council’s rural road network to reflect broadly on their experiences interacting with Council’s flood warning and gauging infrastructure and the use of existing bridge crossings across the Shire (pp 13, 116).

24 survey participants

• Survey conducted 30 August – 27 September 2024

New playground - Kellyville Memorial Park

The community were encouraged to have their say on the playground design to be located at the south-eastern end of Kellyville Memorial Park along Stone Mason Drive. Council has reviewed all feedback received during the community consultation period and will proceed with the playground work as planned.

7 submissions

• Survey conducted 18 November – 9 December 2024

Have your say on renaming the Balcombe Heights Estate

Sensory Garden

4 submissions received

• Survey conducted 28 February – 28 March 2025

Council exhibited an intention to name the sensory garden within Balcombe Heights Estate in Baulkham Hills ‘The Connie Anne Keith Sensory Garden’ in honour of Connie’s contributions in the creation of the sensory garden and the shire. Following the community consultation the official renaming of the garden was celebrated on Monday, 19 May 2025.

Fund our sportsfields

40 new sports fields are required to meet demand

New sporting teams in Box Hill are being forced to play home games in Berala because the local sporting field network cannot cope with the booming Northwest Sydney population. Council is calling on the NSW Government to provide urgent assistance.

The Hills region currently lacks enough sports fields to serve its rapidly growing population, which is projected to increase by an additional 140,000 people by 2041. This growth is due to the significant supply of housing coming into our growth centres, including Box Hill and North Kellyville and around our stations, including Kellyville and Bella Vista.

To meet the demands of this expanding population, The Hills Shire requires an additional 40 playing fields, equivalent to 70 hectares of public parkland. Currently, 31 sports fields have partial funding, while another 9 fields across Cherrybrook, Castle Hill, Norwest, Bella Vista, Kellyville, Rouse Hill and Baulkham Hills have no funding at all.

Without Government funding, children may miss out on organised sports at a time when families are moving to apartments or homes with smaller backyards.

“We want parks and sporting fields that can accommodate current and future generations of Hills juniors.”

Dr Michelle Byrne, Mayor

Stringer Road Reserve, North Kellyville

Hills sporting clubs unite with Council to campaign for more fields

Communication

and media coverage

Digital platform growth

Platform

Top content: Fight for a Fairer Hills Future views: 194,355 | 437 likes | 2,534 link clicks | 324

Top image post: A pop-up high school is not enough (Fight for a Fairer Hills Future campaign) Reach: 31.2k | 30 shares | 46 likes

Top video post: New citizens waving flags on Australia Day Views: 26.2k | 49 shares | 244 likes

(followers)

Calendar of events

The Hills Shire Council recognises the pivotal role community events play in a vibrant and prosperous Shire.

We are committed to having a connected and inclusive community, working with event promoters to attract significant events to Council owned facilities in The Shire.

The Shire is host to an array of events that range from markets to multicultural festivals, local sporting events, music performances, movie nights and community events.

July 2024

NAIDOC Week Event - Yarn at The Farm

National Tree Day planting event at Wheelie Park, Gables

Outdoor Movie event

August 2024

Free child restraint fitting day

September 2024

Local Government elections

Orange Blossom Festival

OBF Night Markets

OBF Community Parade

Run for The Hills

A Taste of Wisemans

Kenthurst Fair

Rotary Club of Hills-Kellyville Garden Competition

Jazz at The Pines

e-waste plus drop off event

October 2024

Grandparents Day movie event

November 2024

Remembrance Day Commemoration

Volunteer Christmas Party

Stringer Road Reserve opening

Free child restraint fitting day

December

2024

International Day for People with a Disability event

Mayor’s Community Christmas Party

Mayor’s Children’s Christmas Party

Household Chemical CleanOut

January

2025

Australia Day Pool Party at Waves

Australia Day at Bella Vista Farm

Australia Day Awards

Australia Day Citizenship Ceremony

Outdoor Movie event

February

2025

Hills Lunar Festival

Free child restraint fitting day

e-waste plus drop off event

March 2025

Clean-Up Australia Day, Crestwood Reserve

Growing Food for Wildlife working bee

Citizenship Ceremony

Seniors Festival

April 2025

Youth Week

Mayor’s Easter Egg Hunt

ANZAC Day Dawn Service at Kellyville Park

Livvi’s Place All-abilities Playground opening

May

2025

Connie Keith Sensory Garden official opening

Rugby League Centre of Excellence – Parramatta Eels HQ in Kellyville officially opens

Heritage Festival Bella Vista Farm

Reboot Your Business - Digital Business Advisor

Growing Food for Wildlife - working bee

Free child restraint fitting day

Citizenship Ceremony

Volunteer Thank you event

June 2025

Bike Drop Off and Check and Tune

Youth on Track initiative, supported by The Hills Police Area Command

On a monthly basis

Council facilitates various bushcare groups across The Shire

Council’s Community Environment Centre in Annangrove runs free interactive workshops regularly throughout the year, exploring a range of topics.

The Hills Shire Library Service runs a plethora of events for all ages

Bella Vista Farm hosts an open day on the first Sunday of every month

Community leadership

This section outlines Council‘s democratic and corporate governance frameworks and how we engage with and deliver services to our community. It also includes information and key statistics about elected members.

How Council

Local government in Australia is also known as the third tier of government behind the federal and state/territory governments.

Every state is part of Australia

Federal parliament, led by the prime minister, makes laws for all of Australia.

Federal matters:

• security

• defence

• immigration

• Medicare

• environment

• foreign affairs

Raises money through taxing people and businesses.

Every local community is part of a state

The premier (or chief minister in the 2 territories) is the head of the state government.

State matters:

• public hospitals

• public schools

• police and ambulance service

• fire brigades

• prisons

• public transport

• state roads

Raise more than half their money from the federal government and also collect taxes.

Local government elections and voting

In Australia, it is compulsory for citizens over the age of 18 to enrol and vote in federal, state and local government elections. This requirement extends to byelections and referendums. The purpose of voting is to elect representatives who will make decisions on behalf of the citizens. The Australian Electoral Commission (AEC) oversees each election to ensure compliance with electoral laws and maintains a politically neutral stance. The AEC also implements measures to protect the integrity of the election process.

In NSW, local government elections occur every 4 years. On Saturday, 14 September 2024, residents and ratepayers of The Hills Shire voted to elect 12 Councillors and the Mayor. Voters select a candidate for the mayoral position for a full 4-year term, while 3 Councillors are elected from each ward. The position of Deputy Mayor is elected by Councillors at a special Council meeting held after a local government election and then every 12 months throughout the 4 year term.

Every person is part of the local community

Local councils are led by mayors or shire presidents. The governing body of councillors oversees and manages the affairs of council, while the general manager is responsible for day-to-day operations.

In Australia, there are over 550 local councils, including 128 councils, 9 county councils and 13 joint organisations of councils in New South Wales. Each council is unique in terms of size and location, as they manage different assets and provide various services to their communities.

Local council services:

• rubbish collection and recycling

• sewage management

• maintaining parks

• sports fields

• swimming pools

• pet control

• town planning

• parking management

• local road maintenance

Collect rates from all local property owners and receive funding from both state and federal governments.

Also called shires or municipalities.

The role of Council

The Hills Shire Council exists as a body politic under the Local Government Act 1993 (NSW). The Councillors and popularly elected Mayor must act in accordance with this act and the associated state and federal legislation.

Councillors are elected to:

• Represent the interests of electors, ratepayers and residents of the Shire

• provide leadership and guidance to the community

• facilitate communication between the community and Council

• participate in the local government’s decision-making processes at Council and committee meetings.

Being an elected community representative requires many hours of commitment at Council meetings, task groups, community consultation, civic ceremonies and public meetings.

The General Manager is responsible for implementing Council decisions promptly and manages the day-to-day operations of Council.

Wards

The Hills Shire geographic area is divided into 4 wards. Each ward is represented by 3 Councillors. Ward boundaries are decided by population, to enable equal representation across the Shire.

Council term

The Councillors listed on (pp 42-46) were elected 14 September 2024. The Mayor and Councillors took an Oath of Office on 3 October 2024 and participated in a 3-week induction program which culminated in the strategic workshop held in November 2024.

This is the third term that Council has a Mayor elected by the people rather than by fellow Councillors. This is following the results of a constitutional referendum in 2012.

Council’s main administration building at Columbia Court Norwest

The Hills Shire Council Mayor

Dr Michelle Byrne

elected to Council in 2024 and 2008-2021

0427 451 201

Mayor.byrne@thehills.nsw.gov.au

About the Mayor

Dr Michelle Byrne has led a distinguished career in both the public and private sectors.

She has approached all her roles with the ethos of service, dedication and persistence.

Michelle was first elected to The Hills Shire Council at the 2008 local government elections and by 2011 was Deputy Mayor.

The youngest ever female Mayor of The Hills Shire, she was elected to that role in September 2012 at age 33.

She was re-elected to the role of Deputy Mayor in 2014 following two years as Mayor and in 2017 became the first directly-elected Mayor of The Hills Shire, holding that position until 2021.

Michelle returned to local government in September 2024 as the directly elected Mayor of The Hills Shire and will serve a 4-year term.

Michelle is passionate about education and life-long learning. She holds a Bachelor of Medical Science with first class honours and a Ph.D., whose thesis researched the overcoming of cancer cellular resistance to chemotherapy drugs. She worked in medical research for a number of years at the University of Technology, Sydney.

She also holds a Bachelor of Laws and a Graduate Diploma of Legal Practice and was admitted by the Supreme Court of New South Wales in 2018.

Ever dedicated to community service, Michelle has served on a number of boards and executive committees of local and national not-for-profit and community organisations and sporting clubs.

She is the founder of The Hills Winter Sleepout and co-founder of the Hills Community March for change and also serves as Patron to a number of charities and organisations including Hills Community Aid and Hills relay for Life, just to name a few.

Michelle is also a member of a number of community groups including the Castle Hill Sub-Branch of the Returned Services League and is a proud Lion, Soroptimist and Rotarian.

Michelle is an active community advocate and is passionate about raising awareness of mental health issues, domestic and family violence as well as homelessness.

As Mayor, she enjoys connecting with the community and her vision is to create an excellent quality of life for those who live in The Hills.

The Mayor is the spokesperson for the Council and the leader of the community, acting as the public face of the planning process. The Mayor is empowered by the Local Government Act 1993 (section 226) to perform civic and ceremonial functions of the Mayoral office, which include presiding over Council meetings.

Dr Michelle Byrne is popularly elected and will remain in office until the elections in September 2028. The Councillors elect a Deputy Mayor (in September each year) to act in the Mayor’s absence eg. chairing meetings and representing the Mayor at ceremonies.

The role of Mayor

Our elected representatives

Clr Frank De Masi GAICD

Clr Rosemarie Boneham Deputy Mayor West Ward

Elected to Council 2017 0439 013 343 clr.demasi@thehills.nsw.gov.au

Frank has been a proud resident of The Hills Shire for 27 years, has served as Councillor since 2017 and has been heavily involved in advocating for the community. He championed the construction of the new Waves Fitness and Aquatic Centre and proposed the renaming of the Roxborough Park Rose Gardens at AH Whaling Reserve to the Queen Elizabeth II Memorial Rose Garden.

This term he plans to focus on reducing the cost of waste in the area and will call on the NSW Government to build a waste-toenergy facility in Sydney.

Frank has been an award-winning small business owner in The Hills Shire for more than 18 years.

He has a Bachelor of Business majoring in Human Resource Management and an advanced certificate in Management. He is also a Graduate of The Australian Institute of Company Directors.

Elected to Council 2021 0400 551 435

clr.boneham@thehills.nsw.gov.au

Rosemarie has lived in Northwest Sydney for 29 years and is honoured to serve her second consecutive term on Council. She believes family is the core of society, which drives her support for Hills families. She values health and wellbeing and prioritises housing and infrastructure improvements to benefit families. She advocates for more open spaces, sports fields, community centres, libraries and affordable access to activities and venues where residents can build friendships, learn life skills and avoid social isolation – a side effect of fast-paced lifestyles.

Aware of the impact of development on The Hills’ natural beauty, Rosemarie is committed to prioritising quality housing design. She wants vibrant, accessible town centres and will work to preserve The Hills as the Garden Shire while opposing the pressures of over development.

As a small business owner with her husband, she aims to create diverse opportunities for businesses to thrive locally, reducing commutes and easing road congestion. A longtime volunteer and board member in marriage and parent education and an SRE teacher, Rosemarie has supported children and families through pastoral care, mentoring and sports team management.

In her spare time, she enjoys baking bread and is an enthusiastic novice in edible gardening.

Immanuel Selvaraj

Elected to Council 2024 0400 223 546

clr.selvaraj@thehills.nsw.gov.au

Immanuel has been a Hills Shire resident for 17 years and was elected to The Hills Shire Council for the first time in September 2024. He has actively served the community by supporting the success of small businesses, serving as president of The Hills District Toastmasters between 2023 and 2025.

Immanuel has held executive positions in the digital sector for 25 years and is also a small business owner. Since 2019, he has been the President of the Greater Cumberland Chamber of Commerce and through this role, has continued to support small businesses in the Greater Western Sydney area.

During his term, Immanuel aims to act as a voice for local small businesses. He also wants to advocate for much-needed infrastructure improvement, explore strategies to ease traffic congestion, organise events to improve the reading habits of school kids and explore effective ways to improve residents’ physical and mental health. Immanuel has a Master of Business Administration and a Master of Information Systems.

Clr

Elected to Council 2021 0400 449 324

clr.blue@thehills.nsw.gov.au

Mitchell has lived in The Hills Shire for nearly his entire life and remains deeply committed to the community. He proudly served as a North Ward Councillor from 2021 to 2024, during which he was a strong advocate for North Ward residents affected by flooding and an active representative of our rural communities. Mitchell is a volunteer with the NSW Rural Fire Service and the current chair of The Hills Bush Fire Management Committee. He is a recipient of the National Emergency Medal.

Mitchell holds an Advanced Diploma in Civil Engineering and is a graduate of the Australian Institute of Company Directors. He is passionate about ensuring that The Hills Shire remains a great place to live, work and volunteer. A key priority for Mitchell is community engagement, which is why he strongly supported the introduction of Council’s new Community Engagement Strategy during his previous term of Council.

Mitchell also understands the environmental and community significance of the Hawkesbury River and continues to advocate for its long-term health and sustainability. He stands for good governance, financial prudence and being a representative who listens and provides residents with a voice.

Elected to Council 2024 0428 924 211

clr.jackson@thehills.nsw.gov.au

Jacob has been a Hills resident for more than 15 years and is serving his second term on Council. He is a recipient of the Public Service Medal, having been recognised for his work during the COVID-19 pandemic.

He believes in a lean government that minimises interference in residents’ daily lives and maximises individual and private sector initiatives. In this term, he is focused on minimising over-development in the Hills, maximising much-needed infrastructure, increasing open space for sporting and leisure, preserving rural areas and making flood-prone areas more resilient.

Jacob is a Registered Psychologist with extensive qualifications, including a Master of Public Leadership and Policy, a Master of Applied Health and Business Psychology, a Graduate Certificate in Emergency and Disaster Management and a Graduate Certificate in Cyber Security. He has previously served on the Hills Youth Suicide Task Force, demonstrating his commitment to local community challenges.

He spends his free time as a sports, music and taxi Dad for his 3 young children with his wife Jean, enjoying activities with his church community and listening to as many podcasts as he can. He looks forward to supporting North Ward and the broader Hills community over the next 4 years.

Elected to Council 2021 0400 597 538 clr.kasby@thehills.nsw.gov.au

Clr Dr Kasby is the first Greens Councillor elected to the Hills Shire. Mila grew up in the Hills, attending Baulkham Hills North Primary and Castle Hill High before completing years 11 and 12 at James Ruse Agricultural High School.

Mila is a veterinarian with a keen interest in the welfare of pets and their families. After working overseas for 5 years, she returned to the Hills with her husband and 2 daughters.

Her love for animals led her to volunteer for the RFS as a bushfire fighter, not only to help protect the local community but also to rescue injured wildlife caught in bushfires. She is studying for a Diploma in Conservation. She is focused on preserving the natural assets (bushland, wetlands, waterways, wildlife and green spaces) that are so vital to our health and wellbeing here in the Hills.

She has a creative streak and a love for the arts, enjoying camping, cycling and exploring wild places.

This is Mila’s second term as a Councillor and she’s keen to help build a resilient, sustainable community and prepare the Hills for future climate-related challenges - heat waves, bushfires and floods. She is working to strengthen connections with First Nations communities, supporting opportunities to embrace indigenous wisdom and culture and encouraging our multicultural community to connect through a shared love of nature, food and art.

Clr Jacob Jackson PSM

Clr Mitchell Blue

Clr Dr Mila Kasby

North Ward

Elected to Council 2017

0412 341 161

clr.jethi@thehills.nsw.gov.au

Clr. Reena Jethi is a long-time Hills resident, mother of 2 and passionate community advocate. She holds dual postgraduate degrees, a Master of Arts and a Master of Education and has 15 years of experience as a high school teacher.

Currently serving her third consecutive term on the Council, Reena is honored to continue representing the community she deeply cares about. She made history as the first Councillor of Indian descent in The Hills and received the prestigious Ministers’ Award for Women in Local Government in 2019.

As a small business owner in Castle Hill, Reena understands the challenges local entrepreneurs face and supports policies that drive economic resilience and growth. Reena is committed to making The Hills not just a great place to live and work, but a vibrant, inclusive community where families and businesses can truly thrive. Her vision for the region includes:

- Empowering women: Advocating for educational and mentorship programs to help women achieve independence.

- Inspiring youth: Encouraging young women to pursue careers in STEM and leadership.

- Sustainable growth: Supporting development that respects the area’s family-friendly character.

- Connected communities: Promoting The Hills as a ‘20-minute city’ for convenient living.

- Essential infrastructure: to deliver more schools, essential services and critical road upgrades to meet the region’s future needs.

- Backing small business: Advocating for initiatives that support local enterprises.

Elected to Council 2024

0400 499 157

clr.cox@thehills.nsw.gov.au

Jerome is a local small business owner with a lifelong association to The Hills Shire.

He was elected to his second consecutive term in September 2024 and previously served on Hornsby Shire Council from 20122017. He has also served on the boards of several associations, clubs and as a community representative on a local planning panel.

Jerome served on the Hawkesbury River County Council from 2022 to 2024 and was elected its Chair from 20232024.

Jerome is most proud of pushing to maintain weekly red bin collections during the previous term of Council.

As a former student of Castle Hill’s Kung Fu Academy and Redfield Old Boys Rugby player, Jerome is passionate about Council’s huge sporting infrastructure program and is eager to see the vision for more sporting fields in Fred Caterson Reserve come to fruition.

He’s also keen to continue the fight against over development, particularly around the Metro stations and maintaining the social fabric of the Shire.

Jerome enjoys fishing, bushwalking and spending time with his wife and 4 children. He holds certificates in Mortgage Broking and Governance.

Elected to Council 2024

0477 645 950

clr.cartwright@thehills.nsw.gov.au

Tina is a first-term Councillor who has lived in The Hills Shire for more than 20 years with her husband and 2 children.

She volunteers for numerous organisations including Castle Hill Rotary and Disability Trytime Rugby League, raising awareness and support for causes like homelessness, the prevention of domestic violence and disability inclusion.

Tina’s priorities on Council include advocating for better infrastructure and services for The Hills Shire, strong environmental management, improved local transport, safety around schools, waste management and support for people with disabilities.

Tina is committed to transparency and inclusion to ensure that constituents view their local Council in The Hills Shire with integrity and trust.

Tina enjoys cooking, gardening, furniture painting and spending time with her family.

She is currently studying for a Bachelor of Nursing degree from Western Sydney University.

Clr Reena Jethi BA, BEd, MA, MEd

Clr Tina Cartwright

Clr Jerome Cox

Central Ward

East Ward

Elected to Council 2024 0436 481 369

clr.uno@thehills.nsw.gov.au

Samuel Uno is a long-standing resident of The Hills Shire, where he has lived for over 35 years and now raises his family with his wife, Bianca. He served on The Hills Shire Council from 2017 to 2021, including a term as Deputy Mayor. During this time, he championed the redevelopment of the Waves Fitness and Aquatic Centre, an award-winning facility that significantly enhanced local health and wellbeing infrastructure.

Samuel is the President of Hills Community Aid, contributing financial and governance expertise to one of Western Sydney’s key community service organisations.

Professionally, Samuel is a Chartered Accountant and mortgage broker with a Bachelor of Commerce (Accounting), Diploma of Mortgage Broking and Graduate of the Australian Institute of Company Directors. As a local small business owner in the finance sector, he brings a strategic, fiscally responsible approach to both commercial and community initiatives.

Samuel’s board contributions focus on ensuring sustainable budgeting, transparent governance and delivering measurable community impact. His experience across local government, financial services and the not-for-profit sector underpins his strong commitment to responsible infrastructure investment and supporting vulnerable communities across the Hills district.

Elected to Council 2024

0437 144 392

clr.haselden@thehills.nsw.gov.au

Alan has been a Hills Shire resident for more than 3 decades, living in West Pennant Hills with his wife Valerie, where they raised their 2 children.

Alan has previously served two terms on Council from 2012 to 2021. He was most proud of Council’s reform of tree modification regulations, striking the right balance between conserving tree canopy and protecting the property rights of residents. He also pushed for increased oversight of Council’s tendering process to ensure better value for ratepayers.

Alan is a non-executive director of a company in the fluid power industry and sits on the board of the National Space Society of Australia. He also enjoys doing volunteer work, teaching ethics to students at a local primary school. Prior to Council, he spent 16 years as the Managing Director of Asia-Pacific for an American multinational company.

Alan is keen to explore new and innovative ways to tackle the growing waste problem while pushing for sensible development that will help accommodate Sydney’s booming population and maintain all that we love about The Hills Shire.

Alan has a Bachelor of Engineering, a Masters of Business Administration and is a diploma graduate of the Australian Institute of Company Directors.

Elected to Council 2024

0437 938 380

clr.grevtseva@thehills.nsw.gov.au

Jane has been a proud resident of the Hills Shire since 2013. Elected to the Council in September 2024, Jane is deeply committed to serving her community with integrity and dedication. Her active involvement in local shelters and various community service initiatives highlights her passion for social justice and community wellbeing.

With over a decade of professional experience as a statutory auditor and certified practicing accountant, Jane brings a wealth of knowledge and expertise to her role. Her background in accounting and auditing ensures that she upholds the highest standards of transparency and accountability within Council.

Jane’s vision for her term on Council includes several key objectives. She aims to enhance community safety, preserve the natural environment and promote sustainability and innovation. Jane is also focused on fostering partnerships that benefit The Hills Shire, ensuring that the community’s needs and concerns are effectively addressed.

Living in Baulkham Hills with her husband and their 2 boys, Jane is deeply invested in the future of her community. Jane’s dedication to her community is evident in her efforts to provide a voice for all residents, advocate for their needs and work tirelessly to enhance the quality of life in The Hills Shire.

Clr Alan Haselden

Clr Samuel Uno

Clr Jane Grevtseva

Council governance

Council meetings

Council is the policy and decision-making body for The Hills Shire.

Council normally holds meetings on the 2nd and 4th Tuesday of each month, except for December and January. The meetings start at 7pm in the Council chamber at 3 Columbia Court, Norwest. Council meetings are open to the public and residents can find the schedule, agendas and minutes on Council’s website. On the first Tuesday of each month, Councillors have a workshop with Council staff to discuss issues in a casual setting. These workshops are not decision-making forums. Council meetings held outside of the normal schedule are called extraordinary meetings. There were no extraordinary meetings during the reporting period.

Attendance at Council meetings and task groups 2024-25

Committees

Councillors serve on both external and internal committees, as well as attend Council meetings. These committees offer Councillors an extra chance to voice their opinions on issues that are important to their communities.

External committees with The Hills Shire Council representatives:

• Hawkesbury/Nepean Local Government Advisory Group

• Hills Relay for Life

• Hills Community Aid

• The Hills Mental Health Inter-agency

• The Hills Domestic Violence Prevention Committee

• Hills Youth Services Inter-agency

• Hills Multicultural Network

• The Hills Community Safety Precinct Committee

• The Hills Accord

• NSW Public Libraries Association

• The Hills Bushfire Management Committee

• Western Sydney Academy of Sports Advisory Committee

• NSW Cancer Council

• Business and Professional Women’s Group

• Floodplain Management Australia

• Greater Sydney Local Land Services.

Council also had delegates or directors elected/appointed to the boards and/or the committees of:

• Hawkesbury River County Council

• NSW Government Joint Regional Planning Panel Sydney West Region.

Internal committees with Councillor representatives:

• Audit Risk and Improvement Committee (p 51)

• Local Traffic Committee.

Having your say

Residents and stakeholders in The Hills Shire can have a say in how the area is run by:

• Voting for Councillors every 4 years in the local government election

• arranging to speak at a Council meeting about items on the agenda

• writing to or calling elected Council members

• connecting with Council on social media, such as Facebook, Twitter, Instagram, LinkedIn and YouTube

• giving feedback on Council’s Hills Shire Plan when it is reviewed annually

• providing input on other major projects or notified consents that are consulted or advertised throughout the year.

The Hills Shire Council is committed to involving its residents, stakeholders and Council staff in developing policies, plans and delivering services for the community.

In the 2024-25 financial year:

• 298 reports were considered at Council meetings

• 25 workshop reports

• 16 reports to ARIC

• only 5 items on a Council meeting agenda were for confidential items.

Councillors and the Mayor, Dr Michelle Byrne with the General Manager, Michael Edgar at the swearing-in ceremony (absent - Clr Jane Grevtseva)

Legislative reporting

Details of overseas visits by Councillors, Council staff or other people representing Council (including visits sponsored by other organisations) - Section 428(4)(b), cl217 (1)(a)

There were no overseas visits representing Council during 2024-25.

Provision of equipment and facilities for Councillorscl 217(1)(a1)

Council Governance Code of conduct

Councillors must adhere to a Code of Conduct (Policy 2/2024-28) to act in the best interests of The Shire and its residents. This code sets high ethical standards, defines roles and outlines procedures for handling code breaches, promoting public confidence in the Council.

Councillor’s seminars and conference expenses

cl217(1)(a1) (part)

Council can choose Councillors to go to conferences and seminars. Council pays for all the costs like registration fees, travel, accommodation and a sustenance allowance. Councillors go to these events to stay up to date on information about local government, town planning, governance, infrastructure, the community and the environment.

*includes election costs

Fees paid to Councillors on boards/trusts

Councillors have been appointed to represent Council on the following boards or trusts:

^newly elected Clrs from September 2024

The total of $103,135 by Councillors on conferences, seminars and education included an amount of approximately $10,050 for interstate visits by Councillors to attend conferences and seminars.

Corporate Governance

Our governance framework ensures we operate efficiently, ethically and transparently and in the best interest of our community.

Our Governance Framework

Council must follow the rules of the Local Government Act 1993 and other relevant laws to be accountable to stakeholders such as residents, ratepayers, businesses and government. This means giving the Minister for Local Government detailed reports, including an annual report, budget, Council plan and strategic resource plan.

Code of conduct

Our Code of Conduct is designed to help staff, Councillors and delegates in the following ways:

• Promote actions that enhance customer and public confidence in the Council

• navigate ethical dilemmas effectively

• understand the standards of conduct and ethics necessary to maintain integrity and fairness in dealings.

This Code is grounded in the Model Code of Conduct for Local Councils in NSW. In the financial year 2024-25, The Hills Shire Council received 3 complaints regarding an elected member. The outcome of these complaints is they were dealt with and referred to another authority when required.

To ensure that all employees are well-informed about the Code, the requirements are included in induction programs for new employees. Additionally, ongoing e-learning training is provided throughout their employment at Council. Staff completed refresher training online in March.

Strategic risks

Strategic risks are those internal or external events that could hinder Council from achieving the goals outlined in the Towards Hills 2050 Community Strategic Plan. These risks include political, economic, environmental, climatic, social and technological factors, as well as competition, demand and economic conditions.

Risk management

Council is committed to embedding risk management as a core component of all business practices and decision-making processes. Council’s Enterprise Risk Management (ERM) Framework applies across all levels of the organisation, including Council staff, management, volunteers, Councillors, key stakeholders, contractors and service providers.

This Framework is based on the principles of ISO 31000:2018 and

• covers all current and future strategic and operational activities, business practices, policies, strategies, plans and procedures

• supports the evaluation of new opportunities for both the organisation and the community.

To ensure continuous improvement the maturity of Council’s framework is externally assessed on a 5-yearly basis (last review 2023).

Key elements of Council’s framework include a Council approved:

• Risk management policy

• Risk appetite statement.

In addition, Council maintains:

• Risk management procedures

• Strategic, operational and fraud and corruption risk registers.

The risks identified in Council’s risk registers are those that have the potential to impact Council’s governance strategy, service delivery, business and operating model.

Currently Council’s key organisational risks, as recorded in the risk registers, include:

• Reduction and/or change to government funding priorities

• cyber-attacks

• major disasters with increased severity and occurrence

• changes to regulations and legislation that impact Council operations

• infrastructure risks

• financial risk due to investments

• disruption to Council services, delivery of Council’s capital works program and advances in technology.

These registers are reviewed periodically by Council’s Executive. As part of this process, the Executive also reviews the treatment plans identified and implemented to mitigate the identified risk.

In addition to the Executive’s review, Council’s risks and ERM framework are also reported to and reviewed by Council’s Audit Risk and Improvement Committee.

Council’s risk management function is also responsible for:

• the placement and management of Council’s insurance portfolio via the Council being a member of Statewide Mutual

• insurance claims management

• maintenance of Council’s Business Continuity Plan (BCP), including scenario training.

Internal audit

Council has maintained an in-house internal audit function since 2005.

This function provides advice to the Council, General Manager and ARIC about Council’s governance processes, risk management and control frameworks and its external accountability obligations. It also assists Council to improve its business performance.

The adopted Internal Audit Charter outlines the purpose, authority and responsibility of internal audit. It is reviewed annually by the Council and the ARIC and reflects the requirements of the OLG and the Institute of Internal Auditors (IIA).

To ensure that the activities of the Internal Audit function reflect the required IIA and OLG standards, an external independent quality review is undertaken on a 5-yearly basis, with the last conducted by the Institute of Internal Auditors and presented to the ARIC in April 2024. The next planned external review is for 2028-29.

Internal Audit works to a 4-year Strategic Internal Audit Plan (SIAP) and an annual plan, which is reviewed by the ARIC annually and was last reviewed and endorsed by the ARIC in September 2024.

The endorsed SIAP is focused on the areas of high strategic, operational and fraud and corruption risk and provides coverage of the Council’s key frameworks on a cyclical basis.

In the 2024-2025 period, the following assurance activities were undertaken:

• Procurement and accounts payable

• use and management of consultants

• contract management

• VPA – systems review

• delegations

• bushland management and maintenance

• gap analysis: ICAC investigation report (Operation Mantis).

Other activities conducted:

• Annual review of Risk Culture 2024

• annual Council-wide Governance Health Check 2024-25

• annual Fraud and Corruption Staff Survey and implementation of fraud and corruption mitigation

activities outlined in the Fraud and Corruption Control Plan 2024

• Transport for NSW HVSOIP Conformance Audit 2024

• Transport for NSW DRIVES Conformance Audit 2024

• follow-up of the 2024 Fraud and Corruption Framework: Maturity Assessment findings (2025)

• ongoing review of the THSC Dam Safety Management System 2024-25

• review and update of the IA Charter (2025)

• ongoing monitoring and implementation of the OLG guidelines.

Audit Risk and Improvement Committee (ARIC)

Council’s Audit Risk and Improvement Committee was established in June 2022 to reflect the governance mechanism legislated by the Local Government Act 1993, the Local Government (General) Regulation 2021 and the OLG Guidelines (Risk Management and Internal Audit for local government in NSW). This Committee replaced the ‘Audit and Risk Committee’ that the Council had had in place since 2004.

The committee currently comprises 3 independent voting members (including the Chair) and 1 non-voting Councillor member. The Committee has a strong mix of skills, who all challenge management as necessary and contribute to the discussion of committee business during meetings.

The ARIC works under terms of reference that align with the Office of Local Government Guidelines and is approved by the Council. It is an advisory committee which independently reviews and advises Council on the following aspects of its operations, including:

• Compliance

• risk management

• fraud control

• financial management

• governance

• implementation of the strategic plan, delivery program and strategies

• service reviews.

The committee also provides information to Council to improve Council’s performance of its functions and provides advice on Council’s internal audit activities.

The committee meets at least 4 times a year. Additional meetings can be scheduled if necessary.

During the 2024-25 period, the committee met 4 times on specific dates. The Audit, Risk and Improvement Committee Annual Report, available on the THSC website, provides details of the committee meeting dates and member profiles. The membership and the number of meetings attended by each member in 2024-25 are as follows (see over page):

Key activities 2024-25

The activities of the ARIC in 2024-25 are detailed in the Audit, Risk and Improvement Committee Annual Report, available on Council’s website. In summary, key actions presented and reviewed by the ARIC include:

• Activities of the Internal Audit and Risk Management functions

• THSC – draft Statutory Financial Statements 2023-24 including Audit Office Engagement Closing Report ended 30 June 2024

• statewide continuous improvement projects 2024

• ARIC and Internal Audit Strategic Plan and Adopted Charter

• statewide insurance arrangements 2024

• asset management River Road

• work health and safety – psychosocial risk

• procurement strategy domestic waste management contracts.

Delegation of authority

Council staff and other authorised bodies can carry out various functions under the Local Government Act 1993 and related laws. The current delegations and authorisations granted by the elected Council are outlined in the delegations register, available on Council’s website.

According to Section 377 of the Act, the elected council can delegate authority to the general manager to make most decisions and perform most functions for daily Council operations. The general manager is then authorised to further delegate these functions to Council staff or other qualified individuals.

Statement of business ethics

The Hills Shire Council has a proud history of being a professional, friendly and ethical organisation. Council works with private, public and non-profit sectors to provide a diverse range of services to the community. Our community expects many things from its Council, including leadership and vision. Above all, it expects high ethical standards in the provision of those services and in everything we do.

Our Statement of Business Ethics is designed to assist businesses dealing with The Hills Shire Council in knowing Council’s ethical standards and requirements. The principles outlined in this statement reflect Council’s Code of Conduct.

Information management

Council deals with a large volume of sensitive, confidential and commercial information, making responsible information management and disclosure essential to our commitment to open and transparent government.

Access to information collected and held by Council is governed by the Government Information (Public Access) Act 2009 (the GIPA Act).

This Act creates an enforceable right to information except in cases where there is an overriding public interest against disclosure. It provides 4 ways for making information available to the public:

• Mandatory disclosure of ‘open access information’

• proactive release of information

• informal release of information

• through a formal access application.

Most of our information is stored in an electronic document management system, which enables efficient retrieval, management and editing of information. The system also allows the electronic assignment of documents and requests to the appropriate officer.

For documents that cannot be stored electronically, Council follows the continuum theory of recordkeeping and proactively manages its archival holdings.

Our approach to cyber security

In 2024-25 Council maintained its focus on cybersecurity as a critical part of our corporate governance framework. Acknowledging the increasing sophistication and frequency of cyber threats, we have worked hard to secure our digital infrastructure and protect sensitive information in this constantly evolving threat.

Electronic devices, email and internet usage

In July 2024, we revised our internal policy to reinforce the ethical, effective and efficient use of Council-issued electronic devices, internet and email systems by all staff. This update aligns with the principles outlined in Council’s adopted Code of Conduct and supports staff in fulfilling their duties responsibly.

Embracing artificial intelligence in the workplace

With the growing adoption of Artificial Intelligence (AI) technologies, more staff are looking at ways to safely leverage AI tools to support research, analysis, deliver process improvements and report writing in their daily work. In response to this increased usage, Council introduced the ‘Use of Generative Artificial Intelligence (AI) – Internal Policy’, providing employees with clear principles and practical guidance on the responsible use of AI in the workplace. The policy outlines key ‘do’s’

and ‘don’ts’, along with real-world use case examples to help staff understand how to use AI tools effectively and ethically.

To further support staff, the IT team is developing tailored training materials focused on Copilot chat functionality, ensuring employees are equipped with the knowledge and skills to make the most of AI in their roles.

Information security

Information is a strategic asset that underpins many of Council’s core functions. Protecting this information is vital to enabling Council to deliver services that are not only efficient and effective, but also forward-thinking and responsive to the needs of our community.

In February 2025, Council introduced a suite of internal policies to strengthen information security management. At the core of this framework is the Information Security Policy, which serves as the highest-level directive guiding Council’s approach to information security.

The information security objectives, as outlined in the policy, establish the purpose, goals and responsibilities of the framework. These objectives are reviewed at least annually, with updates made to the policy and supporting statements as needed to ensure continued relevance and effectiveness.

The following 4 policy statements underpin the Hills Shire Council’s Information Security Policy and support its implementation across the organisation.

1. All Staff - Information Security Statement

2. Information Technology - Information Security Statement

3. Information Management - Information Security Statement

4. Building Operations - Information Security Statement.

The Information Security Policy Statement applies to all individuals who use information technology to procure, process, store, or transmit digital information on behalf of Council. This includes Hills Shire Council employees, contractors, third-party providers and Councillors.

The policy ensures that all users understand their responsibilities in maintaining the confidentiality, integrity and availability of Council’s digital assets (p 91).

Councillor and staff interaction policy

This policy supports a constructive and respectful working relationship between Councillors, elected to represent the community and Council staff, who are responsible for delivering operational services. It provides clear guidance on appropriate interactions to help both parties perform their duties professionally, ethically and respectfully. The policy also reinforces Council’s commitment to transparent decision-making and strong governance practices.

Main customer service area at Council’s administration building, Columbia Court, Norwest

Metro missing link

Advocating for the Tallawong–St Marys Metro Link

For several years, Council has actively lobbied both the NSW Government and the Australian Federal Government to prioritise construction of the missing Metro link between Tallawong and St Marys.

This critical connection would integrate Western Sydney International Airport with key residential and commercial hubs across Northwest Sydney, including Rouse Hill, Norwest, Castle Hill, Macquarie Park and Sydney CBD. Without it, hundreds of thousands of residents, business owners and employees will be left without direct, efficient access to the airport, as well as to vital employment and education opportunities in the southwest.

Western Sydney International Airport represents one of the most transformative infrastructure investments of our generation. However, its full potential will not be

“Transport with no development will be unused, and development without sufficient transport will be slow and inconvenient.”

University of Sydney Transport Professor, David Levinson (Daily Telegraph, 2 June 2024).

realised unless the Metro line is extended beyond St Marys to connect with the Northwest.

The Hills Shire alone is projected to grow by over 100,000 residents by 2036. This figure does not include the rapidly expanding communities within the Blacktown LGA, particularly in Schofields, Riverstone, Vineyard and Marsden Park. Together, these areas form a thriving quadrant of Northwest Sydney, home to the skilled workforce essential to the success of the future aerotropolis.

As our population continues to surge, the case for a direct north–south rail link becomes increasingly urgent. Investing in accessible public transport to the airport is not just a matter of convenience, it is a cornerstone for sustainable economic growth and the long-term success of Sydney’s second airport.

Aerial view of Tallawong Station

Our organisation

This section provides oversight into how our organisation is structured to effectively deliver services to the community and achieve our goals. It highlights Council‘s responsibility across a diverse range of functions and activities, providing statistics about the executive management and staff. It also contains information about our workplace health and safety and our Council volunteers.

Organisational

Employee Relations

Recruitment Services

Work Health and Safety

Organisational

Public Officer Procurement

Debt Recovery Revenue and Expenditure

Councillor and GM Support

Council Meetings

Policies and Delegations Printing

LEP and DCP Development and Management

Planning Instrument Management and Rezoning Applications

Heritage Assessment

Land Information System

Release and Precinct Planning

Developer Contributions

Asset Management, Waterways and Parks

Asset Systems Management and Audits

Capital Works and Maintenance Planning

Recreational

Waterways and Stormwater Planning

Financial Management

Budget Reviews

Statutory Financial Statements

Integrated Planning and Reporting

Salary Structure

Capital Works Review and Reporting

Mayor and Councillors [Governing Body]

General Manager

Group Manager Infrastructure and Works

Internal Audit and Risk

Shire Presentation and Fleet

Waste and Cleansing

Shire Presentation and Construction

Fleet and Workshop

Building Maintenance

Group Manager

Customer, Community Services

Customer Services and Venues Communications and Community

Customer Contact Centre

Records and Information Management

Community and Recreation Facility

Operation

Hall Booking, Venue Hire

Cemetery Services

Media Relations Community Engagement and Online Services Public Relations

and

Events

Control of Unauthorised Development

Development Monitoring Fire Safety Inspections

Swimming Pool Safety

Extractive Industry

Building Certificate Applications

Parking and Vehicle Enforcement

Companion

Animals Control

Drainage (Private Property)

Civil Works Vegetation Works Capital Works

Planned Civil Maintenance

Trades Maintenance

Earth Moving and Haulage

Road Restorations and Maintenance Planning

Inspections and Solutions

Resource Recovery

Parks and Open Space Vegetation Maintenance

Tree Planting and Maintenance

Bushland Maintenance

Community Nursery

Capital Works Delivery

Project Supervision

Tender Evaluation and Contract Administration

Technical Review and Advice

Food Premises/ Public Health Regulations

Environmental Monitoring and Regulation

Trees and Bushland Management (Private)

Sustainability

Environmental Education and Projects

Group Manager Development and Compliance

Waste Contract Management/ Contaminations

Management/ Illegal Dumping

Subdivision and Development Certification Development Assessment

Subdivision Applications Assessment

Subdivision

Construction Plan Assessment and Inspections

Release of

Subdivision

Certificates (Linen Plans)

Construction Certificate and Complying

Development

Certificate Assessment

Building Inspections (Certification)

Occupation

Certificates for Building

Development Application Assessment

Construction Certification Assessment (Dwellings and Ancillary Buildings)

General Manager

B App Sci (ENV HLTH), Att.BLD insp GAICD

Michael commenced his local government career in 1986 as a Trainee Health and Building Surveyor. He holds a Bachelors Degree in Applied Science.

Michael has also been involved in academic roles with the University of Western Sydney, Western Sydney Institute of TAFE and the University of Technology related to local government and construction.

Michael joined The Hills Shire Council in July 2005.

Michael was appointed General Manager, 14 July 2017.

Chandi Saba Group Manager, Finance and Corporate Strategy

Michael Edgar Aneesh Zahra Chief Financial Officer

CPA, CIMA(London),

Chandi was appointed to the role of Group Manager – Finance and Organisational Performance in 2018 and has gradually built her career in local government since commencing with The Hills in 1989 as Management Accountant. In 1994, Chandi was promoted to Manager - Financial Planning and Internal Audit and further promoted to Corporate Strategist in 1998.

In 2014, Chandi’s role grew to be Chief Financial Officer and part of Council’s executive team.

The role of general manager

The General Manager conducts the day-to-day management of Council following the strategic plans, programs, strategies and policies. He ensures that Council’s decisions are turned into action.

The General Manager is responsible for employing all the other Council staff and ensures the money that Council receives is accounted for. The General Manager employs group managers who look after specific groups within Council. Each group is responsible for a range of Council services and activities.

The General Manager is responsible to the Councillors. Each group manager is accountable to the General Manager and each staff member is responsible to a group manager.

B Comm (Accounting Law); MCommerce (Accounting Finance) CPA

Aneesh has extensive experience in strategy, finance and local government. She will help guide the organisation through its next phase of growth and make sure it's valuable for our community in the long term. Aneesh previously worked for The Hills, starting in 1996 when it was called Baulkham Hills Shire Council. She has also worked for Randwick and Ryde Councils and most recently, she was the CFO for the City of Ryde, starting in 2022. Aneesh is a dedicated and ethical leader. She has a deep understanding of complex financial data, strategies, policies, systems, controls and processes.

Senior staff total remuneration

The executive management team consists of 6 senior staff. Each person receives a remuneration package comprising of salary, superannuation and motor vehicle costs. The total remuneration packages for Council’s senior staff for the period 1 July 2024 - 30 June 2025 was $2,951,577. (*The executive figure includes Council’s Chief Financial Officer and General Counsel, noting that the General Counsel resigned part-way through the year.)

GM $489,247

Executive $2,462,330*

TOTAL $2,951,577

Mark Colburt Group Manager, Shire Strategy

B App Sci (ENV HLTH), Grad Dip Local Gov. Management

Mark commenced his local government career at The Hills Shire Council in 1997 as a Trainee Health and Building Surveyor. Mark has held a number of positions within Council’s planning area including Health and Building Surveyor, Senior Environmental Officer and in 2004 was appointed as Sustainability Program Co-ordinator. He was promoted to ManagerEnvironment and Health in 2009.

Mark was appointed to the position of Group Manager Infrastructure and Works, August 2018 and in November 2023 he was appointed Group Manager Shire Strategy.

Chris Ireland Group Manager, Customer and Community Services

Business Administration. MBA

Chris commenced at Council in July 2024. He has 20 years of experience in local government and the not-for-profit sector, having held management positions at Whitsunday Shire Council, City of Gold Coast, Rockhampton Regional Council and Livingstone Shire Council. His responsibilities have included a diverse range of areas such as Development, Environment, Community Services, Facilities, Communication, Cultural Services, Parks and Open Spaces, Disaster Management and Economic Development.

Throughout his career, Chris has successfully led key projects in various local governments, such as Rockhampton’s Bravus mining deal, negotiations and delivery of aged care reforms and the coordination of city-wide events.

Cameron McKenzie Group Manager, Development and Compliance

B. Arts (Major Human Geography) Dip Ed. Grad Dip Urban & Regional Planning

Cameron commenced his local government career in 1991 as a Town Planner. In 1998 Cameron was appointed to the position of Town Planning Coordinator at The Hills Shire Council. Cameron was promoted to ManagerDevelopment Control in 2001.

In July 2009, Cameron was appointed to the position of Group Manager Environment and Planning. Cameron was appointed Group Manager Development and Compliance 1 July 2018.

Stephen Cullen Group Manager, Infrastructure and Works

Stephen commenced with Council in 2006 and has led many distinguished projects including Vinegar Hill Memorial Library, the purchase and fit out of Council's administration building at Columbia Court and the knock down and rebuilding of the awardwinning Waves Fitness and Aquatic Centre.

Stephen has considerable local government experience at other councils as well as roles with the Olympic Coordinating Authority for approvals relating to the Sydney 2000 Olympics, private enterprise roles in building product and systems accreditation and in the delivery of major telco and fibre networks for Optus and Telstra.

Stephen was appointed Group Manager Infrastructure and Works in April 2024.

Our organisation

We serve over 200,000 residents, visitors and workers each day. Our staff play a crucial role in delivering essential services and infrastructure for our growing shire. They work in a variety of fields.

(see organisational structure pp 56-57)

Council’s commitment to staff and community

Council is dedicated to ensuring all staff have equitable access to opportunities across the organisation, including learning and development, career development and wellbeing initiatives.

Notably, 34% of Council staff are also residents of the local area, engaging in the community daily. This close connection helps Council stay attuned to community expectations and emerging issues, enabling responsive and informed decision-making.

Council strives to maintain a high quality of life for residents by planning effectively, managing the local environment and maintaining infrastructure. These efforts are guided by a strong governance framework that prioritises openness, transparency and accountability.

Review of Council’s organisational structure

In accordance with the Local Government Act, Council is required to periodically review its organisational structure, particularly within the first 12 months following an ordinary election.

The most recent ordinary election was held in September 2024. Following this, the current organisational structure (pp 56-57) was reviewed in consultation with staff. The new structure reflects Council’s commitment to efficiency and effectiveness and acknowledge the growth being experienced across the Shire.

How Council’s structure operates

The Hills Shire Council is a public statutory body governed by Councillors under the Local Government Act 1993 (NSW). Councillors act as a governing body, similar to a board of independent directors - but is a body politic.

Operational responsibilities lie with the General Manager, who ensures Council decisions are implemented. The General Manager oversees all Council staff, manages financial accountability and appoints group managers responsible for specific service areas. Each group manager reports to the general manager and staff members report to their respective group managers (pp 58-59).

Delegation of authority

Council may delegate certain decision-making powers and functions to the general manager under sections 377–381 of the Local Government Act 1993 (NSW). The General Manager can further delegate responsibilities to designated employees, empowering them to carry out their roles efficiently, enforce regulations and manage matters within Council-approved parameters. These delegations are formally recorded in the Corporate Delegations Register.

Council’s workforce is one of our greatest assets. Our people are passionate, skilled and committed to delivering the high-quality services our community expects.

Workforce profile

Council’s diverse and highly skilled workforce collaborates across all areas of the organisation to deliver exceptional services to our community. We remain committed to attract and retain individuals with the right capabilities and we continuously evolve to meet the changing needs of our workforce. Through innovative work practices and a focus on adaptability, we aim to position Council as an employer of choice.

To align resources with organisational priorities, Council regularly reviews their allocation and use. Alongside permanent staff, we engage contractors to manage seasonal demands and workload fluctuations, ensuring a flexible, responsive approach to community needs.

Figure 2 shows the age distribution of Council’s workforce, ranging from 20 to over 65 years. This diversity reflects our inclusive culture and the value we place on varied experiences and perspectives. With an average age of 46, our team brings significant depth and expertise to the organisation.

Figure 2 - Permanent staff – age profile as of 30 June 2025

3 - Gender breakdown

Figure 4 - Generational distribution

36% of staff live within The Hills Shire

1 Castle Hill and Baulkham Hills 2 Kellyville

We proudly recognise and celebrate staff who reach significant service milestones.

Length of employment

Council benefits from a highly experienced workforce. As of this year, 31% of staff have served for more than 15 years and 47% have been with Council for 6 years or more (see Figure 5).

Celebrating significant service milestones

Attracting and retaining talented staff is a challenge for any organisation and Council deeply values those who have dedicated many years of service. Their experience and knowledge is essential to our continued success.

Each year, we proudly celebrate employees who have reached 15, 20, 25, 30, 35 and even 45 years of continuous service with Council. These milestones reflect not only longevity but also a strong commitment to our community and organisation.

Employee turnover

Council has made significant strides in improving employee retention, falling to 11.43% from highs of 15% over the last few years. Staff turnover continues to be a challenge for the local government sector as a whole. Data from LGNSW’s 2022-23 HR Metrics survey of councils found the total staff turnover rate was 18% which is above a generally healthy range of 9-12%.

Our retention strategies deliver measurable outcomes, with attrition rates now showing signs of stabilisation. While turnover remains a challenge in specialised areas such as Development Assessment, we have implemented targeted initiatives and action plans to address these pressures and support long-term workforce sustainability.

Figure 5 - Active employees by years of service 2025

Celebrating years of service milestones of long-serving staff

Succession planning

Council remains firmly committed to proactive succession planning for key senior roles, ensuring leadership continuity and readiness for future growth.

In 2024-25, we successfully navigated the retirement and planned departure of several senior personnel. Strategic workforce planning is underway, with a strong focus on:

• Succession pathways for critical roles

• targeted training and development initiatives

• strengthening financial leadership across the organisation.

These efforts position Council to meet evolving community needs with confidence.

HR and Wellbeing Strategy

Council’s 4-year Workforce Strategy is a key component of the Resourcing Strategy and is aligned with the goals of the Towards Hills 2050 Community Strategic Plan. It outlines how we will continue to serve our community effectively by ensuring the right people are in the right roles.

The strategy provides a framework for managing staff costs, enhancing engagement and responding to the evolving needs of both our workforce and the community. It is a dynamic document, regularly reviewed and refined to remain responsive to changing priorities and expectations.

Employee engagement

In 2024, Council conducted its annual Employee Engagement Survey to better understand staff experiences and identify opportunities for improvement. We’re grateful for the valuable feedback received, which helps shape a stronger, more inclusive workplace.

We’re pleased to report an overall engagement score of 73%, up from 69% in 2023, reflecting the positive impact of our efforts to build a supportive and high-performing culture.

Council remains committed to creating a workplace where people feel valued, heard and empowered.

Staff highlighted several areas of strength:

• Managers are seen as caring role models

• employees feel productive and understand how their work contributes to Council’s goals

• staff feel equipped to succeed in their roles.

Opportunities for growth include:

• Enhancing communication across teams

• improving feedback and recognition

• ensuring timely follow-up on staff input.

Next steps

The results of the Employee Cultural Survey are communicated to all team members and feedback is invited to identify focus areas for improvement. We use the survey results and feedback to develop and implement action plans to enhance our culture and achieve our strategic goals.

Enterprise Agreement

Council staff have worked under an Enterprise Agreement since 2009. It provides staff with working benefits beyond those covered by the Local Government (State) Award. The ongoing EAs aim to:

• Improve customer service

• 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 participate with voluntary emergency management activities; purchased leave; and to and from work journey cover; as well as other benefits.

In exchange for these benefits staff have been asked to provide increased efficiencies and safety.

The agreement is due to be renegotiated in 2027.

Human resources activities S428(2)(M)

Equal employment opportunity

Council is committed to fostering a diverse, inclusive and respectful workplace. We value the unique backgrounds, experiences and perspectives of our staff and uphold a zero-tolerance approach to unlawful discrimination, harassment and bullying.

Our employment practices, covering recruitment, selection, training, development, succession planning and conditions of employment, are guided by the principles of equal opportunity. We are dedicated to ensuring that every current and future employee has access to a fair, rewarding and discrimination-free career.

Council’s Equal Employment Opportunity (EEO) Policy and Guidelines clearly outline our objectives, responsibilities and actions as an EEO employer. These documents also ensure staff are aware of their rights and obligations in maintaining a respectful and inclusive workplace.

The General Manager oversees the implementation of the Equal Employment Opportunity Management Plan, which includes strategies focused on:

• Promoting EEO and diversity principles

• maintaining workplaces free from discrimination, harassment and bullying

• ensuring policies and procedures are accessible

• providing clear grievance procedures.

Number of staff who accessed: Council’s Health and Wellbeing Expo

Wellbeing in the workplace

Employee Assistance Program (EAP)

a free heart health check

Council supports the mental health of its workforce through yearround health and wellbeing initiatives. Our free, confidential Employee Assistance Program (EAP), delivered by Converge International, is available to all staff and their immediate families. EAP counsellors assist with a wide range of issues, including personal and work-related stress, family matters, sleep and nutrition, grief, mental health, trauma and financial coaching.

Health and wellbeing expo

The Health and Wellbeing Expo was held in November 2024. This popular initiative provides staff with onsite wellbeing activities and an opportunity to reconnect.

Other initiatives available throughout the year, include skin cancer screening, flu vaccination, Hepatitis vaccinations for staff exposed to potential Hepatitis A and B hazards and Fitness Passport.

Smoke free workplace

Council is a smoke-free workplace to protect the health, safety and welfare of staff and others. Smokers may only smoke/ vape in designated smoking areas.

Drug and alcohol testing

Council is a drug and alcohol-free workplace. To ensure the safety and wellbeing of workers and others, Council conducts random drug and alcohol testing, reasonable suspicion testing and incident testing.

RUOK? Day

Council supports and promotes RUOK? Day each year in September. The day is a timely reminder to have genuine conversations about mental health and ask people if they’re okay.

Building connections beyond the workplace

Council’s Social Club is a staff-led initiative that plays a key role in fostering a positive and connected workplace culture. Funded by employee contributions, the Club is managed by a committee of 10 representatives from across the organisation.

Throughout the year, the Club organises a variety of social events and networking opportunities that bring colleagues together, strengthen relationships and enhance staff wellbeing. free flu vaccinations

Keeping our staff informed

Our monthly staff newsletter continues to be a valued communication channel, highlighting the stories, initiatives and accomplishments of our people. Delivered as a digital flipbook, it keeps staff informed and engaged with current developments.

The newsletter is warmly received, with an average of 450 reads per edition and an impressive average reading time of 9 minutes, reflecting strong interest and meaningful engagement from staff across all departments.

Entitlements Leave

Employees are entitled to:

• 20 days annual leave

• 15 days annual sick leave

• 2 days of health and wellbeing leave

• long service leave after 5 years of continuous service in local government

• other leave, eg military leave to attend training or duty with the Australian Defence Forces and Rural Fire Service.

Average number of days lost to absences

Since the COVID-19 pandemic; the monthly number of Australians absent from work due to illness or injury has averaged 25% higher than before COVID-19 began. Our rate has been fairly stable over the last few years (see Figure 6).

Remuneration

Staff are paid weekly under the NSW Local Government (State) Award, with additional conditions set by a collaboratively negotiated Enterprise Agreement.

We offer a range of benefits that promote wellbeing, connection and professional growth, including:

• Modern office with free parking

• flexible leave options

• active Social Club

• learning and development programs

• wellbeing initiatives

• discounted aquatic and fitness centre membership, including Fitness Passport

• cycling facilities with lockers and showers.

These benefits reflect our commitment to a positive and supportive workplace culture.

Staff incentives

In accordance with Council’s Enterprise Agreement EA6, individual goals and targets have been established and set for staff which are linked to organisational and individual performance bonuses.

Council will continue to review initiatives focused on attracting and retaining staff and promoting the many benefits of working in local government.

Helping clients board the bus for an outing to Wisemans FerryKim, our Social Day Program coordinator at Hills Community Care

Figure 6 - Average number of days lost to absences

Challenges

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

Council continues to face challenges in attracting and retaining skilled staff, particularly in the context of rapid urban growth across our LGA.

Competitive market remuneration, limited availability of qualified candidates and geographic factors contribute to ongoing labour shortages, especially in roles such as engineers, planners, surveyors, project managers and labourers.

Succession and knowledge management

With 40% of our workforce aged 50 and above, Council is prioritising succession planning and knowledge transfer. Over the next four years, we will implement strategies to attract a diverse workforce and preserve critical organisational knowledge.

Learning and development

Council supports staff in their professional growth through access to short courses, seminars, conferences and educational assistance for formal qualifications. Flexible learning options, including e-learning, are being expanded to meet evolving workplace needs.

Employment costs

Employment-related expenses will be managed in line with Council’s Long Term Financial Plan. Beyond wages, investment in training and development remains essential to ensure the right skills are available across the organisation.

Learning and development

Council is committed to staff development, demonstrated through ongoing initiatives like the Education Assistance Program, trainee and apprentice opportunities and annual training needs analysis.

Staff benefit from a wide range of learning options, including short courses, professional conferences, industry seminars and support for achieving formal qualifications.

Training is delivered through a blend of face-to-face sessions and flexible, innovative e-learning platforms, ensuring accessibility and relevance across roles.

Overall, each employee averaged 17.09 hours of training in 2024-25.

Leadership development

Council employees were invited to submit Expressions of Interest for the Graduate Certificate in Business program, delivered in partnership with WSROC and Western Sydney University. We were encouraged by the strong response and impressed by the high calibre of submissions. Following a rigorous selection process, three applicants were successfully chosen to participate in this valuable development opportunity.

Servicing more residents, more efficiently, using less staff

Between 2020 and June 2024, Council’s full-time equivalent (FTE) staffing (excluding the impact of Waves), increased from 579 to 640.5, supporting a population that grew from 186,622 to 215,612.

This represents a:

• 15.5% increase in population

• 10.6% increase in FTE staffing.

While growth has not been strictly linear, the trend reflects a considered approach to scaling our workforce in line with community demand. Council achieves this level of efficiency by engaging contractors for tasks that are more cost effective or outside its core capabilities.

With the addition of 37.45 FTE due to the construction and operation of Waves, our staff growth has been appropriately aligned with the increasing population. Community satisfaction with our facilities and services remains high, which is especially encouraging as we continue to introduce new assets, sometimes even ahead of the population growth needed to support them.

Workplace

health and safety

Council remains deeply committed to the safety and wellbeing of our staff, contractors and community. This commitment is reflected in our proactive approach to fostering safe, supportive work environments, preventing harm and providing early intervention to reduce risk.

“We look out for the physical and psychological safety of each other.”

We continue to invest in staff capability through targeted training and development, ensuring our workforce is equipped to meet the evolving needs of our organisation and community. Key safety statistics

years

COVID years

Our lowest result in 9 years!

Local Government Industry results - LTIFR

COVID years

Safety

management framework

Council’s safety strategic objectives include:

• Our managers take responsibility for ensuring the safety of their teams

• our workplace is psychologically healthy

• our staff are engaged in protecting the safety and well-being of themselves and each other

• our managers are actively engaged in reducing incidents in the workplace and getting injured staff back to work quickly.

Council also provides a safe operating environment for its visitors and is focused on improving its safety record. The safety management system has identified priority areas. While Council is proud of its safety record, the hard work of all needs to continue to always ensure the safety of all staff and customers.

Safety is promoted within the organisation by:

• Employees being aware of their role and responsibility under Council’s policies and relevant legislation

• individual acceptance of accountability and responsibility for safe conditions and behaviour

• effective identification of risks

• Council wide safety targets are being identified and agreed

• safeguarding the health and safety of our workforce and communities - flu vaccinations.

Safety

performance

As an organisation, statistics show that we have become more proactive in submitting hazard and incident reports. Although there has been an increase in reporting, there still has been an overall reduction in serious injuries/ workers compensation claims. It is evident that we are continually assessing risks and taking responsibility and accountability to act on these.

COVID

The LTIFR (Loss Time Injury Frequency Rate) for 2024-25 is 5.61% which is an incredible positive result for Council and the lowest percentage in 9 years. Trends show that we are continuing to strengthen and build a safety conscious culture within the workplace.

Our online WHS system, WHS Monitor is accessed through the staff portal or via the app which staff can download to their phone or iPad. This is the most efficient way to report an incident, register a hazard or complete a risk assessment.

External safety audit

We are proud to report that our recent external Safety Audit scored 77.5%. This marks a significant improvement from our previous score of 67%, highlighting the ongoing improvement of our workplace safety and health practices. This result reflects our collective commitment to maintaining high standards of safety and compliance.

Worker’s compensation

Council utilises a proactive case management approach through early intervention and working closely with the injured workers/treatment providers to facilitate return to work plans for staff and provide suitable duties through temporary workplace adjustments. In addition, fostering a more collaborative working relationship with staff to proactively identify and address WHS hazards, enhance knowledge around injury prevention and promote WHS awareness has contributed to improved outcomes in the area of workers’ compensation.

Joint Consultative Committee

The Joint Consultative Committee (JCC) addresses both workplace health and safety concerns as well as supporting consultation between workers and management on staff policy and people management issues. The committee promotes a safe and positive working environment, encourages performance improvement and helps ensure that the rights of all team members are upheld.

The JCC consists of staff representatives, union delegates and management representatives who work together to

address issues affecting the workplace. The committee meets monthly to collaborate on functions outlined in the Workplace Health and Safety Act 2011, the Local Government Award and Council’s enterprise agreement. The JCC plays an active role in the negotiation of the enterprise agreement.

Proactive WH&S measures

Regular proactive measures help to minimise the probability of an incident taking place. These include ergonomic assessments, SPOT checks, SWAT checks, toolbox talks, quarterly workplace inspections, Safe Work Method Statements (SWMS) and risk assessment reviews, chemical audits, first aid checks and reviewing of policies and procedures. There has been a marked increase in proactive measures across the board.

Safety day

Our annual Safety Day provides a practical learning opportunity for our operations workers. These sessions are crucial for keeping safety top of mind, reminding us to be proactive in identifying risks and finding solutions. It shows that building safety awareness through targeted training and regular, ongoing SPOT checks has resulted in continued positive progress in this area (p 67).

Building a healthier workplace: psychosocial hazards training

Understanding and addressing psychosocial hazards, such as stress, bullying, poor communication and unrealistic workloads, is vital to maintaining a safe and supportive workplace. In April 2025, Council launched a new training program to help employees and leaders identify, manage and prevent these risks. The program is now being rolled out across the organisation.

Additional funding approved for silica testing Council has strengthened its health monitoring protocols to better safeguard workers exposed to silica-related risks. These enhancements demonstrate our proactive stance on workplace safety and reinforce our commitment to continuous improvement and employee wellbeing.

Safety Day at Castle Hill Showground - driver awareness training

Looking ahead

“We will strive to be a responsible employer. We will effectively manage and develop our staff, attracting the right people with the right skills providing opportunities for continuous improvement to meet the needs of our growing Shire.”

Community

Strategic Plan | Towards Hills 2050

Wellbeing safety and development

Council is committed to fostering growth and ensuring that team members stay motivated and focused on their important roles.

The wellbeing, safety and development initiatives for 2025 aim to actively involve and engage team members in strategies that support their wellbeing, enhance safety and provide development opportunities. These efforts are designed to build capability and confidence in a complex and busy work environment.

Council will continue to invest in initiatives that recognise safety and wellbeing as shared responsibilities. Programs such as wellbeing and performance planning check-ins will help ensure that individual contributions are acknowledged and where possible, integrated into our practices.

The HR and Wellbeing Strategy is linked to the Community Strategic Plan through: Proactive Leadership and Governance. See the table below for the principal activities Council plans to deliver over the next 4 years.

Strategies

What will we do to get there?

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

Actions

The principal activities Council plans to deliver over the next 4 years

PLG1.5.1 Develop and implement people management strategies to support all groups to deliver community outcomes

PLG1.5.2 Provide a safe and healthy environment for staff, contractors and the community

Emily, Team Leader - Public Cleansing, at Hills Centenary Park, Commercial Road, Rouse Hill

Volunteering

in The Hills

Registered Council volunteers 2024-25

"In The Hills, our volunteers give their time and energy not for recognition, but out of a genuine desire to make a difference."

Hills Youth Ambassadors

According to 2021 Census data, Hills residents volunteer more than the Greater Sydney average (13.7% of Hills residents are volunteers compared with 11.6% of Greater Sydney residents). Each year volunteers with Council and across The Hills community perform a wide range of tasks across many different organisations. Volunteering opportunities are available with Council for those aged 16 years and over.

The Hills Shire Council volunteers support a range of services including:

• Justices of the Peace

• Friends of the Hills Libraries

• The Hills Youth Army

• S355 Advisory committee members

• Bushcare, community nursery and environment centre

• Hills Community Care

• Council events.

The Sydney Hills Youth Ambassador Program is open to young people aged 15 to 24 who live in The Hills Shire.

The Youth Ambassadors actively participate in community events, speak at Council functions, guide The Hills Youth Army, promote youth opportunities and represent Council at relevant events throughout their 12-month ambassadorship.

In 2023-24, The Hills Shire Youth Ambassadors were Krish Nair and Shivani Sundaranathan.

“As a Youth Ambassador, I aim to bridge the gap between young people and Council, advocating for their needs and aspirations. ” Krish Nair.

The Hills Youth Army

The Hills Youth Army is dedicated to empowering young people aged 15-24 through volunteer opportunities and connections with their local community. The Hills Youth Army assists with a range of local events and fundraising activities such as Orange Blossom Festival, NAIDOC Week, Youth Week and Clean Up Australia Day. Council offers educational opportunities and mentorship programs for all members.

* Council’s volunteer numbers have declined compared to previous years, primarily due to the implementation of a new registration process introduced in April 2025. This process requires all new and existing volunteers to re-register with Council to ensure compliance with updated policies and procedures. As the new system was introduced shortly before the end of the financial year, the full impact on volunteer numbers is not yet reflected in the data. However, Council anticipates a steady increase in registrations as volunteers continue to transition to the new system.

Volunteers help to care for the Roxborough Park Rose Garden at Alfred Henry Whaling Memorial Reserve, Baulkham Hills

Volunteer training

Council provides training opportunities for volunteers and aims to grow volunteerism across The Hills Shire. The program allows volunteers to choose what they would like to participate in across 8 streams, including visitor services and Hills Youth Army.

Volunteers have access to free training courses and classes including first aid and CPR courses, yoga and aqua aerobics classes at Council’s Waves venue.

Recognition

Council proudly recognised the invaluable contributions of its volunteers to The Hills community through a series of celebratory events in May. On Monday 19 May, volunteers were treated to a complimentary screening of The Salt Path at Event Cinemas, Castle Hill. The celebrations continued on Tuesday 20 May with the 2025 Volunteer Awards Ceremony at the Norwest Council Chambers, where awards were presented to individuals who reached significant milestones in their volunteering journeys.

Events

Volunteers can assist with stage management, logistics, theming, set up, staging, merchandising, customer services, providing information and coordinating entertainment. Major events can include Australia Day and Orange Blossom Festival.

Aged Care services

Council’s Hills Community Care provides important services to the aged in The Hills Shire. Volunteers assist with:

• Food services (Meals on Wheels) - preparing and delivering meals to elderly and frail-aged people

• home maintenance - assisting elderly people in maintaining their garden by doing tasks such as pruning bushes and mowing the lawn

• community transport - providing transport assistance to elderly or frail aged people either by car or as a bus driver on Council’s community transport bus.

Environment

The Hills Shire Council operates a Community Environment Centre that is open on Thursdays and Saturdays. The centre holds workshops and events during the week and on weekends. Volunteers are needed to help with the vegetable garden, waterwise native garden site, workshops, events, providing visitors with advice, community outreach and other environmental projects.

Bushcare groups

Bushcare volunteers are protectors of our fragile bushland environment and preserve natural flora and fauna and remove harmful elements. No experience is necessary as volunteers receive on-site training for weed removal, planting and seed collection. It’s a hands-on role.

Bidjiwong Community Nursery

The Council managed nursery is a place where volunteers can learn about the native flora of The Hills Shire, participate in propagating native plants and attend environmental workshops. Volunteers receive training and

experience in all aspects of nursery work including seed saving, propagation of indigenous plants and work health and safety.

Section 355 Advisory Committees

Council has given delegated authority to a number of committees to advise on some of Council’s facilities and reserves, including, Balcombe Heights Estate; Castle Hill Showground and Heritage Park.

"I absolutely love it. It’s so rewarding to see the impact of our efforts and how the community enjoys the environment,"

Gloria

Brown (pictured with her husband Les), long time bushcare volunteers at Eric Mobbs Reserve

Performance against the Delivery Program

This section of the report outlines Council’s Integrated Planning and Reporting Framework and our approach to strategic and corporate business planning. We report on Council’s progress and performance for each outcome area as outlined in the Hills Future Community Strategic Plan 2025-2050.

Our integrated planning and reporting framework

Under the NSW Local Government Act 1993, all councils are required to adopt a comprehensive approach to strategic planning, financial management and statutory reporting. The legislation outlines an Integrated Planning and Reporting (IP&R) framework designed to link various plans and foster better collaboration between Council, the community and our partners.

The diagram below illustrates how the Annual Report fits into this framework. All of Council’s plans can be viewed on our website

State plans and strategies

Relevant regional plans and priorities

Joint Organisation statement of strategic regional priorities plan

Other Council strategies and plans

Community Strategic Plan (CSP)

Highest level plan that Council prepares. The purpose of this plan is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving these goals

4 year Delivery Program

Resourcing Strategy

Contains the Long Term Financial Plan, Asset Management Strategy and Workforce Strategy

Community Engagement

Identifies community needs and priorities and informs the development of Council’s plans

Annual Report

Highlights specific achievements for the financial year, related to our key strategies and actions in the CSP

The principal activities that Council will deliver to the community during the Council term

1 year Operational Plan

The details of the Delivery Program - the individual projects, activities and budget for the financial year

Reports on actions in the community strategic plan at the end of a council term

Our outcomes

The CSP is the highest-level strategic document Council prepares with its community.

Hills 2026: Looking Towards the Future – was adopted in 2008 following broad consultation. Now known as Hills Future, it has guided Council’s direction across 5 key themes and 10 community outcomes. This is the last year of reporting on this document.

Looking Ahead

For 2025-26 we have built on the foundation of Hills Future and with community feedback have developed Towards Hills 2050. This Plan responds to The Shire’s evolving needs and reaffirms long-term community aspirations through 3 key focus areas: enriched lifestyles, connected people and places and proactive leadership and governance.

Building a vibrant community and prosperous economy

Proactive leadership

Shaping growth

Delivering and maintaining infrastructure

Valuing our surroundings

• A connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing

• Attract investment to our Shire - the vibrant key business centre in the region

• Sound governance that values and engages our customers and is based on transparency and accountability

• Prudent management of financial resources, assets and people for long term sustainability

• Well planned and liveable neighbourhoods that meet growth targets and maintain amenity

• Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle

• Our community infrastructure is attractive, safe and well maintained

• Infrastructure meets the needs of our growing Shire

• Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

• Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste

Building a vibrant community and prosperous economy

1. A connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing 2. Attract investment to our Shire - the vibrant key business centre in the region

Outcome area 1

Ensure a connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing Delivery Program strategies that contributed to the overall achievement of outcome area 1:

1.1 Provide quality library resources, programs and facilities for leisure, cultural and education opportunities.

1.2 Through strong partnerships provide and support safety activities in relation to bush fire management and other emergency services to foster a safe community.

1.3 Facilitate the provision of services across the community.

1.4 Recognise and value our community’s local heritage and culture.

What have we done towards achieving our actions?

1.1.1 Providing quality library resources, programs and facilities

The libraries run by Council provide high-quality contemporary services and welcoming public spaces. They offer access to information, knowledgeable staff, promote social inclusion, help in bridging the digital divide, encourage lifelong learning and serve as meeting places for a wide range of community activities. The 4 libraries offer extensive physical and online collections, programs and events for all ages, home library services, Council services, local studies, family history and books in community languages.

921,545 in-person visits were made to our libraries in 2024-25, an 8.08% increase from 2023-24.

We loaned 1.587 million items and continued to engage online with our digital visitation and engagement, with 168,264 visits to the library website.

Castle Hill Library celebrated 20 years since its doors first opened in 2004. Over the past 20 years the library has attracted award winning authors such as Nicholas Sparks, Markus Zusak, Paullina Simons and Andy Griffiths. The library celebrated with a series of special events arranged to engage the community and reflect upon how far the library has come.

1.1.2 Providing a diverse program of library services to encourage lifelong learning

The libraries welcomed 33,758 attendees at 1,067 inperson and outreach programs and events including author talks, school holiday programs, English conversation, craft and book groups. Children’s early literacy sessions, including storytimes, baby bounce, toddler time and sensitive sessions are held regularly at all branches.

The Year One Reading Club is designed to help students in Year One improve their overall reading skills and encourages them to become habitual readers. 623 children in Year One participated in the program in 2024.

Friends of The Hills Library celebrate 30 years

The Friends of The Hills Library celebrated 30 years of volunteering on Saturday 27 July with an event at Castle Hill Library where they presented a plaque commemorating their anniversary and a donation of $2,000, from recent fundraising activities. Members of the group assist with the Bricks in the Library program and volunteer their time as part of a reading group for local residential care facilities.

1.1.3 Implement leading edge technologies to support the provision of a range of library and multimedia resources and services

At Castle Hill Library, Council upgraded the automated book return system, significantly improving the speed and efficiency of returns. Additionally, with funding support from the State Library of New South Wales, new afterhours return chutes were installed across the library service. These improvements have helped reduce waiting times and streamline the return process, saving customers time and improving their overall experience.

To meet the growing demand in Rouse Hill, new clickand-collect lockers have been introduced at our Vinegar Hill Memorial Library. These lockers join the already popular click-and-collect lockers available at Baulkham Hills Library and the Library bookshelf at Waves Fitness and Aquatic Centre. This expansion provides convenient options for borrowing outside of regular library hours, improving access for all members of the community.

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

Emergency management is a legislative requirement for local government. The Hills Local Emergency Management Committee is responsible for the preparation of plans in relation to the prevention of, preparation for, response to and recovery from emergencies in The Hills Shire LGA. Council provides regular updates on our website regarding road closures due to storm activity and flooding.

Council’s Bush Fire Prone Land mapping designates areas (vegetation) within The Hills that are considered to be of higher bush fire risk for development control purposes. It triggers planning for bushfire protection

requirements when development is proposed and is required to be reviewed every 5 years. Council sought the recertification of The Hills Bush Fire Prone Land Map following a review of the map by the NSW Rural Fire Service. The review proposed minor amendments to reflect recent and future development activity more accurately as well as vegetation clearing and regrowth since the last review. The map was recertified in March 2025.

1.3.1 Provide quality and cost effective long day early learning services for children, at no cost to Council Council owns and operates 5 not-for-profit long day early learning services for children aged 6 weeks to 5 years. Our services are rated as either exceeding or meeting the National Quality Standard.

The children’s services program achieved year to date occupancy of 91%, despite reduced demand for services at Ellerman Child Care Centre. Strong customer satisfaction results of 95% are testament to the service’s excellent reputation in the community.

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

Hills Community Care provides aged care services funded by the Australian Department of Health and Aged Care. The service caters to an average of 2,000 clients each year providing home delivered meals, in-home respite care, house cleaning, gardening, lawn mowing, community transport, centre based day respite, social support groups, home modifications, maintenance and allied health services.

Council‘s Hills Shire Disability and Inclusion Reference Group informs Council on how to ensure our services, infrastructure and facilities are as accessible and welcoming as possible.

1.3.3 Provide skills to volunteers and sports clubs to enable them to have increased opportunities to participate in community programs

Volunteers have access to free training courses and classes including first aid and CPR courses, yoga and aqua aerobics classes at Council’s Waves venue (p 82).

Young people in The Hills celebrated Youth Week 2025 with art and technology workshops, designed to empower, engage and showcase young people’s talents. Running from 12-17 April, this year’s Youth Week theme highlighted the strengths of young people aged 12 to 24, recognising their ability to lead, influence and shape their communities.

1.3.4 Provide annual grants for organisations that address events that connect the community; domestic violence prevention and recovery; mental health and suicide prevention and community participation opportunities in The Hills Shire

The Annual Community Grants Program provides funding between $2,501 and $25,000 and is broadly focused on providing grants for community services in the following priority areas:

• Events, concerts, theatre and arts programs designed to engage key community members that entertain the broader community

• domestic violence prevention and recovery

• mental health and suicide prevention and

• disability, youth, seniors and cultural projects that support community participation opportunities.

More than $150,000 in funding from The Hills Shire Council’s Annual Community Grants Program was dispersed among 16 deserving organisations who successfully applied for grants of up to $15,000. The community groups receiving this round of funding provide services for women and children experiencing domestic violence, services for CALD (culturally and linguistically diverse) residents, neurodivergent families and people of all abilities. We also have groups who foster musical talent, organise events for our community and provide information to rural residents.

1.4.1 Work with event promoters to attract significant events to Council owned facilities in The Hills Shire

Council is partnering with Dural-based international events company Laservision to deliver The Hills’ firstever immersive sound and light experience as part of the 2025 Orange Blossom Festival. Held nightly from Friday 5 September to Monday 6 October at Bella Vista Farm, the event will feature a futuristic retelling of the site’s rich history, celebrating its origins in the 1700s and its status as a nationally significant cultural landmark.

Bella Vista Farm

This year, Council replaced the deteriorating roof of the weatherboard Shop building, which now serves as an office for the Friends of Bella Vista Farm and a Devonshire Tea outlet on Open Days. Special thanks to the Friends of Bella Vista, dedicated volunteers who continue to preserve this important piece of Hills history for future generations.

Heritage study

A budget allocation has been provided for the completion of a review of the 1993–1994 Heritage Study and update to Schedule 5 of the LEP. This work is currently underway during the 2025-26 Financial Year.

Outcome area 2

Attract investment to our Shire - the vibrant key business centre in the region

Delivery Program strategies that contributed to the overall achievement of outcome area 2:

2.1 Promote an awareness of the region’s business opportunities and provide information and support to attract new investment and jobs.

2.2 Support existing businesses and business networks to increase business capacity and capabilities to grow jobs.

2.3 Supporting visitor economy in The Sydney Hills for planned growth.

What have we done towards achieving our actions?

2.1.1 Promote The Sydney Hills as a business location to support an increase in local employment opportunities for residents

Council continued to strengthen The Sydney Hills‘ reputation as a prime business destination, supporting job creation and business growth through strategic partnerships, events and promotional activities.

The Hills Business Summit drew strong attendance from industry leaders and local enterprises, fostering dialogue on investment, workforce trends and innovation. Business Leadership Forums, delivered in partnership with the region’s peak industry body, enabled strategic discussions on emerging challenges and strengthened cross-sector connections.

Council also supported future workforce development through initiatives like the Careers Expo and Generation STEM Program, introducing students to high-growth industries. Business excellence was celebrated at the Sydney Hills Local Business Awards, with Council’s support of the Disability Inclusion Award reinforcing its commitment to inclusive employment.

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

Council remained committed to supporting local businesses with practical tools and insights to help them start, grow and succeed. The Business Help Desk continued to provide tailored support to both start-ups and established enterprises. As part of the Whole of Council project, a new Business Resource Kit was launched, offering guides, checklists and streamlined access to Council services.

The Hills Business PSI Survey again captured valuable economic data, helping to shape Council’s business programs and initiatives.

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

Council delivered over 25 workshops and training events, supporting local businesses through education, mentoring and networking. The Business Education Series covered key topics including digital innovation, cyber security, HR, finance and customer engagement.

The Connect and Thrive In 2025 event brought business owners together for networking and strategic insights. Council also partnered with government agencies to offer free advisory sessions and webinars. New partnerships, including with the Hills Business Women’s Network, empowered female entrepreneurs through tailored programs and events.

2.3.2 Work with local and regional tourism bodies to implement destination management plan outcomes

Council continued working with regional partners to position The Hills as a premier visitor destination. Roughley House – ‘The Pines’ and the Visitor Interpretation Centre remained key attractions, offering guided tours, immersive history experiences and monthly open days.

Through the NSW First Program, Council partnered with Destination NSW to help local tourism operators enhance their digital presence and visitor offerings. Ongoing collaboration with neighbouring councils supported crossregional initiatives and joint promotional campaigns.

Council also progressed the Sydney Hills Brand Review to strengthen the region’s appeal for tourism, investment and economic growth.

Challenges

• Tapping into the skills and ideas of Council’s volunteers for the benefit of the community.

• Facilitating community services to tackle the community changes and issues prevalent.

• Ensuring existing and potential Hills companies are fully informed about local business opportunities and the suite of business intelligence Council offers can assist with their business growth and site location decisions.

• Encourage event promoters to hold major events and support community events for residents to enjoy.

• Continuing to develop media strategies that include all methods of communication - print, social media, online etc.

Service reviews

Council has identified the following services related to, building a vibrant community and prosperous economy, for review in 2025-2029:

• Child Care

• Hills Community Care

Each service review will result in an improvement plan when adjustments to service levels are necessary or efficiency opportunities are identified.

Looking Ahead

Our reportable actions as per the Delivery Program 2025-2029.

EL1.1.11 Provide a briefing to Councillors on more options to engage with young people in the Shire by working with youth stakeholders and Hills PAC along with any financial impacts.

EL1.1.12 Investigate locations for a new library, funding model and update Council’s Library Strategy and provide a briefing to Council.

EL1.1.13 Undertake a review of Waves Fitness and Aquatic Centre operations and provide a briefing to Councillors.

EL1.2.2 Investigate emergency dashboard requirements and functionalities for an emergency dashboard, analyse costs and benefits and provide a briefing to Council.

EL1.4.2 Review of the Purple Flag program and if applicable to areas within the Shire, present findings to a Councillor workshop.

EL1.4.3 Review the current CCTV network and coverage and partner with local policing authority to implement a CCTV surveillance network around high traffic areas such as Metro stations and shopping centres.

Nurturing nature: children planting in the edible garden at Ellerman Child Care Centre

Building a vibrant community and prosperous economy

How we progressed our 4 year actions

on track

To achieve our strategy of building a vibrant community and prosperous economy - we focused on the following actions: complete

Action

Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy

Investigate the feasibility of providing a performing arts centre

Progress

The Aquatic Centre feasibility study has been received from the consultant and an internal review is currently underway.

High level feasibility of a multi-purpose arts and culture venue will be presented to Councilors at an upcoming workshop.

Performance

Undertake a feasibility study on child care centre operations

Prepare a brief including updating the 2014 Cultural Strategy and consideration of a site for a permanent stage and crowd capacity aligned with LGA population growth expectations and then provide a briefing to a future Councillor workshop

A briefing on sites and costs for upgraded signage on the heritage of an area or asset will be provided to a future Councillor workshop

Provide support for youth activations around Metro stations and youth hotspots with $30k funding from the donations budget

Undertake further investigation for the approval process and estimated cost for a commemorative statue and a briefing will be provided to a future Councillor workshop

Investigate with Reconciliation Australia the steps to develop a project plan and resourcing

The feasibility study is now complete and planning advice has been received for the planning and design stage.

High level feasibility of a multi-purpose arts and culture venue will be presented to Councilors at an upcoming workshop.

A report detailing the sites and associated costs for upgrading heritage signage will be presented at an upcoming Council Workshop. Audits have been completed for 3 heritage-listed parks and the signage format and content are currently under review.

Council is currently piloting a series of activations at Arthur Whitling Reserve after school every Wednesday. The term 3 activation is a weekly touch footy game run by the Paramatta Eels NRL.

A briefing was provided to Councillors on 16 July 2024. Approval was provided for the proposed statue and a purchase order has been arranged for the purchase.

The report was presented at the July Councillor Workshop, with no further action required at this stage. Staff will review the Local Government NSW toolkit once it becomes publicly available.

Building

Operational performance results

Case study

Livvi’s Place is officially open

after a $2

million

revamp and upgrade!

The newly extended playground officially opened on 15 April with a fun park party. The reviews from our youngest residents are in and if the excitement at the opening day event is any indication, the new equipment and play areas are a big hit.

This is a stellar example of a Livvi’s Place with a range of new inclusive equipment, including an accessible swing and flying fox, as well as the newly constructed accessible amenities building, featuring a ‘Changing Places’ room equipped with an overhead hoist, shower, toilet and ambulant unisex cubicles.

The space also boasts an impressive multi-storey play tower, slides, ramps and swings designed for toddlers and older children.

These upgrades were made possible through the $1.1 million Western Sydney Infrastructure Grant, with Council contributing the rest of the funds.

“Such a wonderful space for everyone of all abilities and great to see more accessible and inclusive equipment,”

commented one resident at

the

opening event.

Building a vibrant community and prosperous economy

Operational performance results

Community Venues

Economic Development

Fire Control

Building a vibrant community and prosperous economy

Measuring quality of life

not available

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

• Number of participants in library events and programs

• Number of identified neighbourhood safer places

• Community satisfaction with emergency services

• Community satisfaction with children and youth services and facilities

1. Ensure a connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing

NSW State Plan Priorities

• Safer Communities

• Better Service

• Protecting the vulnerable

• Increasing cultural participation

• Community satisfaction with services and facilities for older people

• Per capita voluntary participation

Building a vibrant community and prosperous economy

Strategic actions

1.1 Provide quality library resources, programs and facilities for leisure, cultural and education opportunities

1.2 Through strong partnerships provide and support safety activities in relation to bush fire management and other emergency services to foster a safe community

1.3 Facilitate the provision of services across the community

Current actions

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

1.1.1 Continue to develop the libraries as customer service centres providing local, face-to-face access and point of delivery for Council services

1.1.2 Provide a diverse program of library services to encourage lifelong learning and support community needs

1.1.3 Implement leading edge technologies to support the provision of a range of library and multimedia resources and services

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

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

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

1.3.3 Provide skills to volunteers and sports clubs to enable them to have increased opportunities to participate in community programs

1.3.5 Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy

1.3.6 Investigate the feasibility of a performing arts centre

1.3.7 Undertake a feasibility study on child care centre operations

1.3.8 Prepare a brief including updating the 2014 Cultural Strategy and consideration of a site for a permanent stage and crowd capacity aligned with LGA population growth expectations and then provide a briefing to a future Councillor workshop

1.3.9 Provide support for youth activations around Metro stations and youth hotspots with $30k funding from the donations budget

Building a vibrant community and prosperous economy

Measuring quality of life

41.0

• % of people who agree or strongly agree that they have easy access to entertainment/ cultural facilities

• Community satisfaction - heritage buildings - protection of heritage values and buildings

n/a* $15.99B $14.84B $13.33B • Gross regional product

1. Ensure a connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing (continued)

n/a*

• % of population

and working in The Hills Shire n/a*

• Number of visitors to The Sydney Hills

#this number has increased due to the inclusion of international visitor data *data not available at time of publication

2. Attract investment to our Shire - the vibrant key business centre in the region

NSW State Plan Priorities

• Strong Budget and Economy

• Making it easier to start a business

• Encouraging business investment

Building a vibrant community and prosperous economy

Strategic actions

1.4 Recognise and value our community’s local heritage and culture

2.1 Promote an awareness of the region’s business opportunities and provide information and support to attract new investment and jobs

KEY

Current actions

 Reportable actions (new as of 1 July 2024)  Reportable action (as of 31 December 2023)

1.4.1 Work with event promoters to attract significant events to Council owned facilities in The Shire

1.4.2 Undertake further investigation for the approval process and estimated cost for a commemorative statue and a briefing will be provided to a future Councillor Workshop

1.4.3 Investigate with Reconciliation Australia the steps to develop a project plan and resourcing

1.4.4 A briefing on sites and costs for upgraded signage on the heritage of an area or asset will be provided to a future Councillor Workshop

2.1.1 Promote The Sydney Hills as a business location to support an increase in local employment opportunities for residents

2.2 Support existing businesses and business networks to increase business capacity and capabilities to grow jobs

2.3 Supporting the visitor economy in The Sydney Hills for planned growth

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

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

2.3.2 To work with local and regional tourism bodies to implement destination management plan outcomes

Funding shortfall

a Fairer Hills Future - Box Hill

The Box Hill Precinct was rezoned for urban development by the NSW Government in 2013. While Council plays a role in managing development, it is important to note that for larger or more complex proposals, Council is not the consent authority. These decisions are typically made by State and Local Planning Panels or the Department of Planning, Housing and Infrastructure.

Once land is rezoned, inadequate infrastructure (e.g. roads, schools, parks) is not sufficient grounds to refuse development. Appeals to the NSW Land and Environment Court often result in approvals, increasing housing supply without matching infrastructure.

Council is advocating for $207 million to address Box Hill’s infrastructure shortfall and deliver the remaining projects in the Box Hill Contributions Plan (CP15). This funding is essential to support the growing community with:

• Roads

• schools

“To support the growing population and ensure quality of life for residents, Council is actively campaigning for $207 million in funding to address the infrastructure shortfall in Box Hill.”

• parks and playgrounds

• sports fields

• drainage and footpaths.

With this funding, Council can deliver:

• 16 playing fields

• 7 local parks

• 7 drainage basins

• 14 traffic signals

• 10 roundabouts

• 3 vehicular bridges

• 2 pedestrian bridges

• 13 km of local roads

• 10.4 km of shared paths.

Council supports new housing but insists that growth must be matched by infrastructure. Without investment, Box Hill and nearby areas will continue to face major shortfalls in essential services.

Council urges the NSW Government to prioritise infrastructure funding in high-growth areas like Box Hill.

Box Hill housing density

Proactive leadership

Theme 2

3. Sound governance that values and engages our customers and is based on transparency and accountability

4. Prudent management of financial resources, assets and people for long term sustainability

Outcome area 3

Sound governance that values and engages our customers and is based on transparency and accountability

Delivery Program strategies that contributed to the overall achievement of outcome area 3:

3.1 Facilitating strong 2-way relationships and partnerships with the community, involve them in local planning and decision making and actively advocate community issues to other levels of government.

3.2 Provide prompt, complete, friendly and helpful advice and information to the community and respond in a timely manner meeting service standards for all service requests.

3.3 Ensure Council is accountable to the community and meets legislative requirements and support Council’s elected representatives for their role in the community.

What have we done towards achieving our actions?

3.1.1 Continue to apply The Shire’s Community Engagement Strategy

Council’s Community Engagement Policy and Strategy were revised and adopted in late 2024. Council’s online community engagement platform, Hills Have Your Say, has grown by 69% since 2023-2024. Several campaigns took place over the past year, including the Fight for a Fairer Hills Future which involved numerous in-person engagement sessions at local shopping centres, sports fields and community facilities. See p 33 for more details on how Council engages with the community, including the key community consultations conducted in the past year.

3.1.2 Improve the delivery of Council’s communication to the community

Council has produced an increasingly diverse range of communication assets including reels, tiles, graphics, out of home advertising, flyers in the rates notice and a rebrand of Council’s magazine to Hills Shire News. In addition, Council has prioritised the use of plain English across all its communication channels.

3.1.3 Identify other major infrastructure needs and start lobbying various levels of government

See (p 16) for information about Council‘s Fight for a Fairer Hills Future campaign and also (pp 102-105) regarding Council‘s advocacy to government.

3.2.1 Provide integrated technologies to improve customer services across the organisation and enhance e-requests

Transforming the way we work - OneCouncil system Council is overhauling its Enterprise Resource Planning capabilities through the implementation of the Technology One ‘OneCouncil System’ to maximise efficiencies in Council’s operations. This massive project will enhance customer service opportunities, improve information delivery, allow us to monitor service and facility performance and automate more processes.

This automation will free up time for us to focus on other important tasks. The long-term benefits will be substantial.

3.2.2 Provide quality localised customer services to all residents

Customer Services and Venue Bookings recorded 188,059 customer interactions. 124,819 pieces of outgoing mail processed, 5,756 applications received, receipted and lodged, 305,450.25 hours booked at community venues and 189 burials across Castle Hill and Sackville cemeteries.

3.2.3 Provide timely and comprehensive information to residents on Council decisions, activities and its products and services

Communications, marketing and engagement activities are delivered through a variety of traditional and digital platforms to ensure important information reaches our community about Council activities, services, events, programs and Council decisions to encourage awareness and participation. While advances in technology have opened up a multitude of channels allowing us to communicate with our community, there is still demand for printed communications across The Shire. Subsequently we sent out 3 editions of the Hills Focus magazine to provide relevant local information to residents.

3.3.1 Review and maintain an effective risk management strategy (pp 50-53)

3.3.2 Implement an internal audit program (p 51)

3.3.3 Provide effective contract management and procurement management

During 2024-25 Council awarded 20 tenders with a total value of $23.3 million (contract value only minus contingency. One tender is based on schedule of rates, contract value not included in total value above).

Our in-house procurement workflow maintains a decentralised procurement model that involves experts in the procurement process while incorporating governance checks and approval gateways to ensure appropriate controls and oversight are in place (pp 161-169).

3.3.4 Represent Council in any court matters and ensure all activities carried out by Council are in accordance with legislation (pp 170-173)

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

3.3.6 Provide good governance and administrative support for Councillors and Council meetings

Transparent and ethical governance contributes to public trust and confidence in Council decision making and Council is committed to this process.

All Council and committee meeting minutes and agendas were made available ahead of their target deadlines with Council achieving 100% compliance with statutory requirements for the signing of minutes.

Council ensured that 100% of committee and Council agendas were available to the public 72 hours prior to each relevant meeting.

Council ensured that 100% of committee and Council minutes were available on Council’s website within 5 working days.

In September 2024, Council held its general election for the Mayor and 12 Councillors, who took the Oath of Office on 3 October. A 3-week induction followed, concluding with a strategic workshop in November. Several Councillors also completed further training, including the in-house AICD Company Directors Course in January 2025, supporting strong governance and effective decision-making.

Challenges

• Maintaining financial sustainability in the long term.

• Continuing to inform and educate the community about the significant changes occurring in and around the Sydney Hills including the impacts of population growth and the Sydney Metro Northwest.

• Planning Council’s workforce to better match resources to workload and deal with the additional work an increasing population generates.

• Adapting to new ways of working.

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

To address the risks associated with cyber attacks, an Information Security Policy was developed and implemented. This policy is designed to minimise the chances of data breaches, cyber attacks and other security threats and provides a framework for safeguarding sensitive information from unauthorised access, alteration, or destruction.

The policy establishes the rules and guidelines the organisation follows to safeguard its information assets. It outlines the principles, procedures and practices that employees, contractors and other stakeholders must adhere to ensure the confidentiality, integrity, protection and availability of data. To meet evolving compliance requirements and expectations around security and privacy, we must continue to strengthen our capabilities and address risks associated with our IT systems and processes.

This ongoing task is significant as it involves a new property and rating, asset management and project management system that will integrate with an improved financial and procurement system.

This change involves mapping current processes to understand various business practices across the organisation to ensure that when we go live, we maintain improved performance and accuracy while also maintaining the controls that are in place to manage fraud and corruption risks (p 53).

Strengthening Information Governance

An internal Information Governance Working Group was established, comprising representatives from Customer Services, Legal, IT and Governance. Meeting fortnightly, the group has actively led a series of initiatives aimed at enhancing information management practices and strengthening privacy safeguards across the organisation.

Looking ahead

Our reportable actions as per the Delivery Program 2025-2029.

PLG1.3.4 Investigate and provide a briefing to Councillors on future new website solutions, along with the viability and financial implications of developing a Council App.

PLG1.6.5 Provide a report to Council on changing Council’s rating structure for consideration to implement by July 2026.

Outcome area 4

Prudent management of financial resources, assets and people for long term sustainability Delivery Program strategies that contributed to the overall achievement of outcome area 4:

4.1 Council has a clear strategic direction that guides its decision making and creates a safe and skilled workforce that delivers high quality services and products.

4.2 Maintain a strong financial position that supports the delivery of services and strategies and ensures long term financial sustainability.

What have we done towards achieving our actions?

4.1.1 Apply IP&R Guidelines and monitor progress of The Hills Strategic Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan

Community Strategic Plan Towards Hills 2050

At the start of each Council term, it is essential to update the policies and documents that form Council’s integrated planning framework. A key priority this term has been the revision of the Community Strategic Plan (CSP), which now sets the strategic direction to 2050, building on the original 2007 plan that extended to 2026.

The updated vision, The Hills Towards 2050, invited broad community participation through engagement, education and consultation. This input shaped not only the CSP but also, the supporting 4-year Delivery Program, annual Operational Plan and Resourcing Strategy, in line with Integrated Planning and Reporting guidelines.

Community feedback revealed a deep appreciation for The Hills Shire’s natural beauty, inclusive spirit and strong sense of community. Common themes included:

• Connection to nature – residents value green spaces for recreation and relaxation

• sense of belonging – a welcoming atmosphere and desire to maintain community ties

• awareness of growth – concerns about development, infrastructure and preserving the “Garden Shire” identity.

These insights informed the CSP’s priorities: protecting green spaces, fostering community connection and guiding sustainable growth. The community’s hopeful outlook and active engagement reflect a shared commitment to shaping a vibrant and resilient future for The Hills Shire.

These important themes have been captured in the plan’s values and strategic directions being:

• Enriched lifestyles

EL1. A vibrant community

EL2. A valued and nurtured environment

• Connected people and places CPP1. A growing Shire and economy

CPP2. Timely provision and maintenance of infrastructure

• Proactive leadership and governance PLG1. Proactive leadership.

Annual Report

Council has received its 8th consecutive Gold Award for the 2023-2024 Annual Report in the 2025 Australasian Reporting Awards (ARA). These awards allow us to benchmark our report against those of our peers in the local government sector. The annual report showcases our work and performance, telling our story from the year past. It is wonderful to see that our annual report consistently meets the gold standard.

4.1.2 Develop and implement people management strategies to support all groups to deliver community outcomes (p 63)

Employee Engagement

The Employee Engagement survey was distributed to staff to complete. The survey provides important insights into what staff think and feel, about working at Council. The results of the survey help Council to understand ways to improve staff working environments with the end goal to have a fully engaged and motivated workforce (p 63).

Health and Wellbeing Week

Health and Wellbeing Week was held in November 2024. Staff participated in initiatives focused on highlighting the importance of their wellbeing like heart health checks, sleep consultations, lifestyle consultations, core stability and strategies to support mental health.

Safety Day: strengthening our safety culture

Safety remains a core priority, with ongoing investment in culture, systems, training and continuous improvement. As of May 2025, our Lost Time Injury Frequency Rate (LTIFR) stands at 5.61, well below the Local Government benchmark of 15.2 (FY 2022-23). Days lost to injury have also improved significantly, 257 days compared to 429 during the same period last year (pp 68-69).

Our annual Safety Day for outdoor workers continues to play a key role in these results. This year, we recorded our lowest LTIFR in 6 years, reflecting the collective commitment to safety across the organisation. Initiatives like Safety Day help identify risks, share solutions and reinforce our proactive safety culture (pp 67-68).

4.2.1 Manage Council finances and provide financial services to ensure long term financial sustainability and the long term financial planning that supports Council’s asset management strategies and overall performance

General and Special Purpose Financial Statements

Our finance team’s hard work is extremely important to our Council. It has helped us achieve positive financial results and complete the financial statements on time.

4.2.2 Identify potential development opportunities to generate additional income to support the funding of major projects

Council continues to explore new avenues for income generation that can supplement its core funding. This strategy is designed to support the financing of significant future projects, ensuring sustainable growth and development. This is evident in Council’s strategic land acquisitions and projects.

4.2.3 Manage the property leasing activities to generate a recurrent source of income

This is achieved by actively marketing available opportunities to attract reliable tenants and negotiating favourable lease terms to ensure long-term occupancy. Additionally, implementing effective property management practices that help maintain the value of the assets and maximise rental income over time.

Council’s strategic property portfolio plays a crucial role in ensuring the longterm financial sustainability of Council and has been developed over an extended period. Beyond capital growth, Council benefits from ongoing income in the form of lease and rental payments. The acquisition of Castle Mall was a strategic move to enable the Council to reshape the Castle Hill precinct for the community’s benefit. In the short to midterm, Castle Mall serves as an incomegenerating asset, with plans for it to be integrated into a Master Plan for the precinct in the long term.

Tenders have been issued to commence civil works for the Council-owned Hill Street site in West Pennant Hills. These include a plan for an 11 lot residential subdivision. Council’s operational

property portfolio is valued at $440 million, with a significant portion, (67% of these assets) earmarked for future development. Strategic advice has been provided by Deloitte, taking into account short-term (0-4 years), mid-term (5-10 years) and long-term (>10 years) perspectives.

Council’s operational land holdings generate an income of approximately $8,371,493 per annum.

Council

Proactive leadership

How we progressed our 4 year actions

To achieve our strategy of proactive leadership - we focused on the following actions:

A briefing on community engagement and communications will be provided to a future Councillor workshop

Proactive leadership

A briefing on Community Engagement and Communications was presented at the June Councillor workshop.

Operational performance results

on track action required

Proactive leadership

Operational performance results

How are we addressing performance?

Average number of business days taken to process formal GIPA applications This target was not met due to the complexity of the formal GIPA applications received. Each request is unique and some involve complex issues that require extended processing times. To better reflect the nature of these requests, the performance indicator has been revised to a 15-day timeframe in the 2025-26 Hills Shire Plan.

Average number of days lost to absences (Ex) Since the pandemic, the monthly number of Australians absent from work due to illness or injury has averaged 25% higher than before COVID-19 began. While we did not meet the target, our rate has been fairly stable over the last few years.

Percentage of staff retained (Ex) Staff turnover continues to be a challenge for Council consistent with the local government sector as a whole. Data from LGNSW’s 2022-23 HR Metrics survey of councils found the total staff turnover rate was 18% which is above a generally healthy range of 9-12%. Council’s turnover rate of 11.43% falls within the generally healthy range of 9-12%.

Measuring quality of life

• Community satisfaction - people who agree there are opportunities to have a ‘real say’ on issues

3. Sound governance that values and engages our customers and is based on transparency and accountability

NSW State Plan Priorities

• Better Government digital services

Strategic actions

3.1.1 Continue to apply The Shire’s Community Engagement Strategy

3.1.2 Improve the delivery of Council’s communication to the community

3.1.3 Identify other major infrastructure needs and start lobbying various levels of government

3.1.4 Undertake a review of the Community Engagement Strategy along with any budget implications as part of the next Delivery Program with any identified actions then being able to be considered for future budget allocations as required

3.1.5 A briefing on community engagement and communications will be provided to a future Councillor Workshop

3.2 Provide prompt, complete, friendly and helpful advice and information to the community and respond in a timely manner meeting service standards for all service requests

3.3 Ensure Council is accountable to the community and meets legislative requirements and support Council’s elected representatives for their role in the community

3.2.1 Provide integrated technologies to improve customer services across the organisation and enhance e-requests

3.2.2 Provide quality localised customer services to all residents

3.2.3 Provide timely and comprehensive information to residents on Council decisions, activities and its products and services

3.3.1 Review and maintain effective risk management strategy

3.3.2 Implement an internal audit program

3.3.3 Provide effective contract management and procurement management

3.3.4 Represent Council in any court matters and ensure all activities carried out by Council are in accordance with legislation

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

3.3.6 Provide good governance and administrative support for Councillors and Council meetings

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

Measuring quality of life

Prudent management of financial resources, assets and people for long term sustainability

State Plan Priorities Strong Budget & Economy • Protecting our credit rating • Delivering strong budgets

Proactive Leadership

Strategic actions

4.1 Council has a clear strategic direction that guides its decision making and creates a safe and skilled workforce that delivers high quality services and products

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

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

4.2 Maintain a strong financial position that supports the delivery of services and strategies and ensures long term financial sustainability

4.2.2 Identify potential development opportunities to generate additional income to support the funding of major projects

4.2.3 Manage the property leasing activities to generate a recurrent source of income

Infrastructure upgrades

Annangrove Road and Edwards Road roundabout construction, Box Hill/Rouse Hill

Upgrading roads and intersections to service our growing population is of the highest priority to Council and the Box Hill projects are amongst some of the most important to the local community.

Council has upgraded the intersection of Edwards and Annangrove Roads, located in Box Hill/Rouse Hill. Traffic volumes in Annangrove Road result in significant delays for motorists exiting Edwards Road, with a large number of unsafe vehicle manoeuvres observed at the intersection.

The traffic volumes at this intersection did not meet the criteria set by Transport for NSW (TfNSW) for installing traffic control signals. As a result, Council decided to construct an interim upgrade by creating a roundabout. This upgrade aims to alleviate current traffic congestion, meaning a safer and smoother commute for motorists.

“The roundabout is already making a difference, resulting in better traffic flow in and out of Box Hill.”

The roundabout work included:

• Upgrading the intersection to a 4-way roundabout

• pavement widening, draining and kerb and gutter work

• relocation of services

• the roundabout central island and splitter islands.

Construction commenced in March 2024 and completed early June 2025. Extensive relocation and adjustments to existing service utilities included potable and recycled water, wastewater, Telstra, NBN, gas and electrical services. The relocation of the services is designed to sustain further intersection upgrades. Longer term upgrades such as traffic signals can be completed without having to relocate again.

The roundabout is already making a difference, resulting in better traffic flow in and out of Box Hill.

Upgrades continue to be required to many local roads and intersections.

5. Well planned and liveable neighbourhoods that meets growth targets and maintains amenity 6. Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle

Outcome area 5

Well planned and liveable neighbourhoods that meet growth targets and maintains amenity.

Delivery Program strategies that contributed to the overall achievement of outcome area 5:

5.1 The Shire’s natural and built environment is well managed through strategic land use and urban planning that reflects our values and aspirations.

What have we done towards achieving our actions?

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

Contributions Plan No. 15 – Box Hill Precinct Council publicly exhibited amendments to Draft Contributions Plan No. 15 – Box Hill Precinct (CP15) in late 2024 – early 2025 and in March resolved to forward the Draft CP to the Independent Pricing and Regulatory Tribunal (IPART) for review, incorporating minor postexhibition amendments.

IPART released its Final Assessment Report for Draft Contributions Plan No. 15 – Box Hill Precinct on 14 July 2025. Following the issue of formal advice from the Minister for Planning and Public Spaces, Council will consider a further report on this matter with a view to enabling adoption of the final Contributions Plan.

Council officers continue to seek grant funding opportunities as they arise to assist in offsetting the existing funding gap within the Plan (pp 14, 88).

5.1.2 Development proposals are assessed and respond to Council‘s strategic policy as contained within the LEP and DCP

Council is actively reviewing planning proposals to amend the Local Environmental Plan (LEP). This process takes into account various adopted policies, including the Local Strategic Planning Statement, relevant studies and the specific precinct plans for different growth areas. The objectives and actions outlined in these policies are also represented in the submissions and advocacy efforts of the Council in response to State Government reforms and State Significant Development Applications.

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

Council‘s framework includes local strategies and plans that ensure there is an adequate supply of land for new housing. It also addresses other important goals related to the economy and livability, such as job creation, economic productivity, connectivity, environmental considerations,

and the necessary local and state infrastructure to support growth. The Castle Hill Precinct Plan, Rouse Hill Precinct Plan and Norwest Precinct Plan provide a framework for significant growth in housing, employment and retail development within the Council‘s 3 Strategic Centres.

Council approved and adopted its Public Domain Strategy. This strategic document is intended to drive better placemaking and public domain outcomes. It provides a clear and consolidated set of objectives, principles and best practice guidance that will inform development plans and Council’s decision making with respect to the public domain.

Council has been investigating opportunities for limited residential expansion in rural villages in line with the criteria recommended in the Rural Strategy 2019

A budget allocation has been provided for the completion of these investigations with respect to Glenorie Rural Village in the 2024-25 Financial Year. Consultants have been engaged to complete a number of technical investigations which will inform further work and consultation throughout 2025.

Agritourism

A Planning Proposal and Draft DCP for Agritourism in Rural Areas was finalised. The changes simplify the process for owners of properties classified as ‘farmland’ in rural areas under the Local Government Act 1995 to use their land for small-scale agricultural development and agritourism. For instance, they can use it to start or expand their business to provide farm stays, retreats and other activities. The adjustments can also help to promote tourism in the area, showcasing the best of The Hills.

Affordable housing

Council exhibited a draft Affordable Housing Contributions Scheme and Distribution Policy for the Bella Vista and Kellyville Transit Oriented Development (TOD) Precincts to establish an appropriate governance, management and distribution framework for affordable housing contributions that will be received from development in the precincts (noting the requirement was included in Council’s LEP as part of the finalisation of the TOD Program in November 2024).

Council officers are now progressing with further financial investigations with respect to different ownership and management models and review of submissions received prior to further consideration by Council.

Norwest is one of Council’s Strategic Centres

Outcome area 6

Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle Delivery Program strategies that contributed to the overall achievement of outcome area 6:

6.1 Strategically plan for the Northwest sector growth through the development and construction of transport infrastructure, integrated local roads, parks and other civil infrastructure.

What have we done towards achieving our actions?

6.1.1 Provide safe and orderly vehicular, pedestrian and bicycle traffic throughout The Hills Shire

Regional Traffic and Transport Study

Given the magnitude of residential and employment growth projected to occur within The Hills Shire under State Government policies and targets, Transport for NSW (TfNSW) funded a Traffic and Transport Study for the Castle Hill and Norwest Strategic Centres. The primary function of the Study has been to quantify the impacts from planned residential and employment growth and provide recommendations to mitigate and alleviate impacts and enhance connectivity. The Study assists Council in achieving strategic priorities and informs activities such as the assessment of planning proposals, ongoing master planning work, preparation of contributions plans for each precinct and other development-related funding agreements.

Parking policy

Amendments were made to Council’s Development Control Plan (DCP) to implement policy positions and decisions of Council in relation to the provision of car parking in new development and Station Precincts. Specifically, amendments were made to apply reduced parking rates for retail and commercial development within Council’s Strategic Centres and Baulkham Hills Town Centre and include new provisions relating to the provision of electric vehicle (EV) charging infrastructure and car sharing spaces within new development. Council adopted the amendments at its meeting of 13 August 2024.

Roads

Regional roads around and through new release areas such as Box Hill, Box Hill North and North Kellyville continue to be upgraded in accordance with the relevant development control plans and contributions plans.

6.1.2 Prepare asset management plans for all classes of assets in order to maintain a satisfactory condition Asset Management Plans have been developed for civil assets (road infrastructure, footpaths, bridges), buildings, open space and stormwater. The Asset Management Plans outline the strategy for managing Council’s assets in a sustainable and satisfactory condition by considering lifecycle costs, levels of service and risk for existing and new infrastructure assets in the Shire.

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

Councils’ asset systems provide accurate and current data, enabling informed decision-making and efficient resource allocation. Asset condition audits, useful life reviews and asset revaluation activities have contributed to maintaining the accuracy and completeness of information within the asset system.

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

Master Plans are reviewed and updated to reflect changing uses of facilities and ensure they are relevant for the future. During the process, Council engages with the respective facility user groups including 355 Advisory Committees and sporting clubs, as well as the general community, through notifications, website links and information sessions, to receive feedback and input. Council is currently undertaking a review and update of Master Plans for Bella Vista Farm Park, Centenary of ANZAC Reserve and part of Crestwood Reserve.

A brand-new parkland (Water Lane Reserve) is in the works for Box Hill, with around 11.1 hectares set to undergo a transformation into one of the area’s premier green spaces, making it a central hub for sport and recreation. Water Lane Reserve will provide 2 natural turf fields, a children’s playground, pathways, a car park and amenities block with accessible toilets, changing rooms and a canteen.

Works commenced in August 2025 with an estimated completion in late 2026, weather permitting.

6.1.5 Work with the NSW State Government to finalise the timeframe for the major road arterial upgrade Council has continued to advocate for the NSW State Government to address the timely funding and delivery of necessary infrastructure to support residential growth, particularly regional transport upgrades and school infrastructure. (A key campaign in 2025 is “Fight for a Fairer Hills Future” pp 16, 22, 34, 36, 54, 88, 122).

Advocacy includes:

• A mass transit link between Norwest and Parramatta

• connection of the North South rail link to Tallawong Station and St Marys

• regional transport upgrades in the Baulkham Hills Town Centre

• bus priority measures from Castle Hill to Parramatta

• plan for and seek support for grade separation at the intersection of Old Northern Road/Seven Hills and Windsor Road, Baulkham Hills.

• Council continues to advocate for an upgrade of Annangrove Road and a bypass at Round Corner.

Transport for NSW have advised they have no current plans, proposals or investigations for a regional bypass.

Council has also continued to advocate for a planning framework that responds to market and community needs and expectations, particularly through its submissions on the state government’s suite of housing reforms.

Council received $1.88 million through the Australian Government’s Local Road and Community Infrastructure (LRCI) Phase 4 Program to fast-track 18 infrastructure projects. A substantial portion of the Phase 4 funding was allocated specifically for road projects, addressing the impacts of high rainfall in recent years. In particular this funding was utilised to address multiple embankment failures along Chapel Hill Road in Sackville North.

Council officers continued to collaborate with NSW Government, as part of the Regional Traffic Modelling project, to assess capacity for growth and potential upgrades required within the Castle Hill and Norwest Strategic Centres.

6.1.6 Prepare an implementation program based on development activity for the development of critical road projects for new release and older urban areas Council’s precinct plans identify a suite of required regional road upgrades for the Rouse Hill, Norwest and Castle Hill Strategic Centres. However, the delivery of the upgrades would primarily be the responsibility of the NSW Government.

Regional roads around and through new release areas such as Box Hill, Gables and North Kellyville continue to be upgraded in accordance with the relevant development control plans, contributions plans and as NSW State Government funding is made available.

A new roundabout has been constructed at the Edwards Road and Annangrove Road intersection to help address current and ongoing traffic congestion and road safety issues. Works will start in 2025-26 on the upgrade of Annangrove Road between Windsor Road and Edwards Road to 2 lanes in each direction.

Artists impression of Castle Hill Town Centre

Shaping growth

How we progressed our 4 year actions

To achieve our strategy of shaping growth - we focused on the following actions:

Action Progress

Undertake an affordable housing review with the scheduled review of the LSPS and Housing Strategy

Undertake a review of public arts in The Shire along with any budget implications

An affordable housing review and viability assessment for land within The Hills Shire was completed by HillPDA in October 2024. Council received a briefing on this at the Councillor Workshop on 4 March 2025. Council considered a report detailing the outcomes and recommendations of this review on 22 April 2025.

A review of public arts in The Shire was undertaken as part of the Public Domain Audit and Analysis completed by Aspect Studies in January 2021. A number of recommendations were made which were considered during the preparation of and subsequently incorporated into, Council‘s Public Domain Strategy, which was finalised and adopted by Council on 26 March 2024. These recommendations will now flow through into further work in the preparation of Public Domain Plans for individual centres as these respective projects progress. Public Art is also being considered as part of the preparation of a draft Arts and Culture Strategy.

Performance

Develop a project plan, underlying resource plan and timeframe for the further development of the Terminus Street site

A briefing on new depot options will be provided to a future Councillor workshop

A briefing will be provided to a future Councillor workshop to include the pinch point items in section S7.11 after TfNSW traffic modelling is complete

Advice on options and initial planning for the site has been completed. Project status and feedback was presented at a workshop in February 2025.

Preliminary site investigations have commenced.

On 4 February 2025, a briefing report and presentation were given to Councillors during a workshop regarding the outcomes of the Regional Traffic Modelling Study for Castle Hill, Hills Showground, Norwest and Bella Vista station precincts. Council officers are currently working on implementing the recommendations from this study, which includes identifying appropriate funding sources for the necessary road upgrades. This process may result in future amendments to the relevant Section 7.12 and/or Section 7.11 Plans to incorporate new and updated traffic and transport infrastructure items. Any changes will be reported to Council separately.

A briefing discussing potential options to encourage developers to allocate transitional housing for domestic violence victims will be provided to a future Councillor workshop

Develop car parking policy for Council centres (Castle Hill, Rouse Hill, Baulkham Hills)

A briefing report on this matter was provided to Councillors at the November strategic workshop.

At its meeting of 13 August 2024, Council resolved to adopt draft amendments to The Hills Development Control Plan 2012 (DCP 2012) implementing revised parking rates for commercial and retail development in centres as well as controls relating to car share spaces and electric vehicle (EV) readiness. These changes came into force on 19 August 2024.

Action

Provide a briefing to a future Councillor workshop when information is available for Council to consider updating the Recreation Strategy which includes tracks and trails and water based nature play

Conduct a traffic count on Annangrove Road usage and provide a briefing to a future Councillor workshop on the impact of the North Connex on Pennant Hills Road

Progress

The Open Space Team is continuing to collect and collate the necessary data to support the decision-making process for updating the Recreation Strategy. A briefing will be provided at a future Councillor workshop.

Performance

The report and information relating to the impact of the North Connex on Pennant Hills Road will be presented at the Councillor workshop in October 2025. The report and briefing will detail the traffic counts, findings from the TfNSW post opening impact study and changes in traffic patterns over time.

Challenges

• Improving transport links in the Shire.

• Responding to ongoing reform of the NSW planning systems and the significant impacts of decisions and approvals through government-led rezonings, the Housing Delivery Authority and State Significant Development Applications.

• Supporting sustainable housing and job growth that balances economic, community and environmental needs. Ensuring the preservation of adequate land to sustain long-term job growth in The Hills.

• Providing sufficient active open space across the Shire to accommodate population growth.

• Continuing to work with state and federal governments around infrastructure and transport needs to manage projected growth.

Looking ahead

Our reportable actions as per the Delivery Program 2025-2029.

CPP1.4.2 Undertake assessment of existing bus services, focusing on linkages to Metro stations and advocate as appropriate.

CPP1.4.3 Council to advocate to the NSW State Government to plan the road corridor between Richmond Road and the Central Coast with a commitment to fund this project in the short to medium term.

CPP1.4.4 Prepare a concept plan and cost estimates for the future transport connection between Windsor Road and Carrington Road, in accordance with Council’s adopted Norwest Precinct Plan, to assist with advocating TfNSW for funding as well as applying for relevant grants and provide a briefing to Councillors.

CPP1.4.5 Review and update Council’s Integrated Transport and Land Use Strategy as part of the Local Strategic Planning Statement. The review of the statement should also include strategies to encourage modal shift and improve walkable catchments, connections to transport nodes and enhanced public transport priorities and provide a briefing to Councillors.

CPP1.5.4 Advocate for solutions to address the Box Hill Contribution Plan funding gap.

CPP1.6.2 Include a review of parking needs and requirements in the Bella Vista Master Plan update.

Case study

Eels massive training facility

$70 million Centre of Excellence in Kellyville

Over the last few years, Kellyville Memorial Park has been transforming into a Premier Rugby League Facility. The $70 million Centre of Excellence officially opened on 22 May 2025 and is the first gender-equal rugby league facility in Australia. It was funded by the NSW and Federal Governments, The Hills Shire Council and Parramatta Leagues Club.

Our region is home to more than 1,500 amateur footballers, and these upgrades, as well as the licence agreement with the Parramatta Eels, will provide these players with quality rugby league training and playing facilities in our Shire. It will also give them a pathway to play at some of the highest levels in rugby league.

Council is proud of its role in the delivery of this precinct, completing 5 playing fields, a 250-space car park and a new access road from Stone Mason Drive.

Council also contributed to the development of the onsite community centre.

The Centre also includes a 1,500-seat grandstand, multipurpose function and community education rooms, gym, match day media rooms, change rooms, a kiosk and much more.

“Council entered into a licence agreement with the Eels for the joint redevelopment and use of Kellyville Memorial Park as a Premier Rugby League Facility.”

Opening of the Eels Centre of Excellence at Kellyville Memorial Park

Shaping growth

Operational performance results

How are we addressing performance?

Design projects completed on time and on budget - stormwater Design project completion fell slightly short of target due to delays from external consultants and limited access to privately owned properties (yet to be acquired by Council), required for site assessments.

Development application advice provided within 21 calendar days - stormwater Initial delays were caused by limited team familiarity with the Pathway system and slow applicant responses to requests for information. Following targeted training, the team now consistently meets the 21-day turnaround target.

Shaping growth

Measuring quality of life

Community satisfaction - streetscape appearance 5. Well planned and liveable neighbourhoods that meets growth targets and maintains amenity

Shaping growth

Strategic actions

5.1 The Shire’s natural and built environment is well managed through strategic land use and urban planning that reflects our values and aspirations

Current actions

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

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

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

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

5.1.4 Provide a briefing to a future Councillor Workshop when information is available on options for the SES Headquarters site

5.1.5 Undertake an affordable housing review with the scheduled review of the LSPS and Housing Strategy

5.1.6 Prepare Draft Precinct Plan for Terminus Street site

5.1.7 Undertake a review of public arts in The Shire along with any budget implications

5.1.8 Complete development of a Public Domain Strategy

5.1.9 Develop a project plan, underlying resource plan and timeframe for the further development of the Terminus Street site

5.1.10 A briefing on new depot options will be provided to a future Councillor Workshop

5.1.11 A briefing will be provided to a future Councillor Workshop to include the pinch point items in section 7.12 CP after TfNSW traffic modelling is complete

5.1.12 A briefing discussing potential options to encourage developers to allocate transitional housing for domestic violence victims will be provided to a future Councillor Workshop

Shaping growth

Measuring quality of life

n/a* n/a* n/a*

• Population who walk, cycle or use public transport to get to work

• Kilometres of dedicated walking and cycling trails constructed per year

6. Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle

NSW State Plan Priorities

• Building Infrastructure - improving road travel reliability

• Road traffic major injuries per 100,000 population

• Pedestrian injuries and fatalities, per 100,000 population

Shaping growth

Strategic actions

6.1 Strategically plan for the Northwest Sector growth through the development and construction of transport infrastructure, integrated local roads, parks and other civil infrastructure

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

6.1.1 Provide safe and orderly vehicular, pedestrian and bicycle traffic throughout The Hills Shire

6.1.2 Prepare Asset Management Plans for all classes of assets in order to maintain a satisfactory condition

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

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

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

6.1.6 Prepare an implementation program based on development activity for the development of critical road projects for new release and older urban areas

6.1.7 Develop car parking policy for Council centres (Castle Hill, Rouse Hill, Baulkham Hills)

6.1.8 Provide a briefing to a future Councillor Workshop on neurodiverse facilities incorporated into the design of parks and playgrounds

6.1.9 Provide a briefing to a future Councillor Workshop when information is available for Council to consider updating the Recreation Strategy which includes tracks and trails and water based nature play

6.1.10 Undertake a review of the location of existing community amenities and advocate as appropriate

6.1.11 Conduct a traffic count on Annangrove Road usage and provide a briefing to a future Councillor Workshop on the impact of the North Connex on Pennant Hills Road

Intersection upgrades

Switching on the new upgraded intersections of Withers, Hezlett and Barry Roads, North Kellyville

A new fully signalised 4-way intersection became operational in June 2025 at the junction of Withers, Hezlett, and Barry Roads, replacing the previous 3-way roundabout. Additionally, new traffic lights have been activated at the Hezlett/Barry Road intersections, which are also connected to the newly constructed Barry Road Bypass.

These upgrades, delivered on time by Council, are helping to ease traffic congestion and reduce travel times while making our roads safer and more userfriendly for both drivers and pedestrians.

Withers Road, Barry Road and Hezlett Road, North Kellyville

Infrastructure meets the needs of our growing Shire

Outcome area 7

Our community infrastructure is attractive, safe and well maintained

Delivery Program strategies that contributed to the overall achievement of outcome area 7:

7.1 Provide and maintain sustainable infrastructure and assets that enhance the public domain, improve the amenity and achieve better outcomes for the community.

7.2 Manage and maintain a diverse range of safe, accessible and sustainable open spaces and provide recreation, sporting and leisure activities and facilities.

What have we done towards achieving our actions?

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

Council completed a culvert drainage structure to upgrade Terry Road in Box Hill (p 118).

In addition, 5 flood-prone road crossings in The Hills’ rural north have been upgraded to improve public safety, reduce the risk of vehicles entering floodwater and enhance The Hills Shire Council’s real-time response during storm events.

The upgrades include the installation of advanced flood warning sensors, improved flood gates and new warning signage (p 35).

Following the floods events in 2021, 2022 and 2024, Council has completed 14 flood road restoration projects. These projects have included embankment stabilisation, pavement rehabilitation, drainage improvements and guardrail installation. These flood recovery works have restored Council’s damaged infrastructure assets and enhanced their resilience to future flood events.

7.1.2 Our community buildings, parks, gardens and bushland are safe and maintained to agreed standards Council-managed buildings are proactively maintained to extend their lifespan, ensure compliance with current regulations, and meet evolving community expectations. Our strategic approach prioritises the preservation of assets for future generations while upholding operational efficiency, safety, and accessibility.

Key initiatives include:

• Preventive and compliance-based maintenance Regular maintenance programs are implemented across all Council facilities, including fire safety systems, childcare centres, libraries, and community hubs, to ensure safe, compliant, and accessible environments for all users.

• Access control system upgrades

Council has begun transitioning to keyless access control systems across various sites, including community centres and operational sheds. This initiative enhances security, reduces administrative overhead, and improves operational efficiency.

• Heritage asset preservation

Buildings of national and cultural significance are maintained in accordance with Council policies and budget allocations. These efforts safeguard historical integrity and cultural value for future generations.

• Customer-focused service delivery

Maintenance services are delivered with a strong focus on technical excellence and customer satisfaction. This supports community wellbeing and ensures facilities remain functional, safe, and ready for seamless transfer to future custodians.

• Seasonal and weather preparedness

Targeted initiatives, such as preparing Rural Fire Stations for fire seasons and adverse weather conditions, ensure Council buildings remain resilient and responsive to environmental challenges.

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

Council continues to closely monitor field utilisation and ground conditions and is working collaboratively with sports clubs to maintain field suitability and ensure the long-term sustainability of facilities.

This approach aims to achieve the highest possible utilisation of the facilities while ensuring their maximum sustainable use throughout the seasonal rotation of sporting codes.

Outcome area 8

Infrastructure meets the needs of our growing Shire

Delivery Program strategies that contributed to the overall achievement of outcome area 8:

8.1 Provide new and refurbished infrastructure in a timely manner that meets the needs of our growing Shire.

What have we done towards achieving our actions?

8.1.1 Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater Off-leash dog parks

Council added a new off-leash dog park during the 202425, bringing the total to 11. The new dog park is located at Gables Central Playing Fields, Gables.

Stringer Road Reserve

In November 2024, Council opened Stringer Road Reserve in North Kellyville, the largest sports complex in the suburb, which features four multi-purpose natural turf sports fields which can be reconfigured into 2 ovals, 4 cricket practice nets, 2 full-sized basketball courts, 1.25km of shared pathways and a children’s playground. Additional highlights include an amenities building, a 250-space car park and specialist LED sports field lighting (p 13).

Gables Central Playing Fields

Gables Central Playing Fields, a state-of-the-art sports precinct spanning 4.5 hectares, is located in the heart of Gables.

The complex features the first dedicated hockey facility in the Hills, a skate park, children’s play equipment, sports fields as well as full-sized basketball and tennis courts (p 13)

Rugby League Centre of Excellence

In May 2025, Council opened The Hills Shire’s first rugby league Centre of Excellence – Parramatta Eels HQ and Kellyville Memorial Park Community Centre in Kellyville. The new facility is the largest rugby league training precinct in the world, features five full-sized rugby league fields and is the first gender-equal elite facility in Australia with all training facilities replicated for men and women across NRL, NRLW and Elite Pathways programs. The Community Centre will be part of an international standard match venue with a 1,500-seat grandstand and multipurpose function and community education rooms to enable the Club to expand its community programs and initiatives (p 108).

New playgrounds constructed and opened at:

• Livvi’s Place at Bernie Mullane Reserve, Kellyville

• Stringer Road Reserve, North Kellyville

• Kellyville Memorial Park

• Cockayne Reserve, Castle Hill (x2) as part of the Cattai Creek Corridor revitalisation project.

Park rejuvenation

Refurbished playgrounds:

• Bernie Mullane Reserve (Stage 1), Kellyville

• George Thornton Reserve, West Pennant Hills (playground attached to the West Pennant Hills Community Centre playgroup)

• George Thornton Reserve, West Pennant Hills (outdoor gym)

• Coolong Reserve, Castle Hill

• Rochester Grove Reserve, Castle Hill

• Ted Schwebel Park Reserve, Glenorie

• Bundara Way Reserve, Baulkham Hills

• Mullane Avenue Reserve, Baulkham Hills

• Templeton Cresent Reserve, Baulkham Hills

• Caddies Creek Park Reserve, Rouse Hill

• Connie Lowe Reserve, Rouse Hill

• McGilvray Place Reserve, Rouse Hill

• William Harvey Reserve, Rouse Hill.

Cockayne Reserve in Castle Hill

We’ve completed 2 new playgrounds, 2 pedestrian bridges, an exercise station, a picnic shelter, seating areas and a network of connected shared pathways – perfect for cycling, walking, or running. The project is an essential part of the Cattai Creek Corridor Master Plan which will eventually transform the under-utilised space between Middleton Avenue to Showground Road into a scenic and enjoyable open space for the community.

The new pathways, seating and pedestrian connections not only make our Hills community a more connected and walkable place but also draws attention to the beautiful creek line. The NSW Government contributed to this project.

George Thornton Reserve field extension – West Pennant Hills

Completed in March 2025, this project expanded the western portion of the reserve to accommodate an additional full-sized sports field. The upgrade resulted in 3 senior-sized natural turf rectangular playing fields and a premier-standard cricket ground. Works also included the resizing, realignment and renovation of the 2 existing fields, installation of a new synthetic cricket pitch and practice nets, upgraded irrigation and drainage systems with an additional water harvesting tank, new sportsfield lighting across all fields, ball stop fencing and extensive planting and bush regeneration.

Stormwater (p 140)

Delivering and maintaining infrastructure

How we progressed our 4 year actions

To achieve our strategy of delivering and maintaining infrastructure - we focused on the following actions:

Action Progress

To conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to Council

Performance

A briefing report regarding the sportsfields review was presented to the 7 November 2023 Councillor workshop. It was agreed further research into expenditure modelling may be needed to inform future fees and charges with the next Council.

Roads and road related improvements

Edwards and Annangrove Road, Rouse Hill/Box Hill roundabout

To improve traffic flow and safety, the existing T-intersection was upgraded to a single-lane roundabout. Completed in June 2025, the project also included new lighting, drainage enhancements and pavement upgrades.

Terry Road, Box Hill culvert construction

This project addressed frequent flooding issues along Terry Road by upgrading stormwater infrastructure. Completed in October 2024, the works involved constructing a reinforced concrete culvert beneath the road, raising the road surface level and upgrading the section to meet urban road design standards.

Chapel Hill Road, Sackville North - stabilisation

Completed in March 2025, this project stabilised failing roadside embankments at eight locations along Chapel Hill Road. Works included embankment reinforcement

using various stabilisation techniques, improved drainage, pavement upgrades and road widening to provide passing bays.

Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill, intersection upgrade

Council is upgrading this key intersection to a signalised layout with road widening to improve traffic flow and safety. The project supports current and future growth in the Box Hill Precinct and is scheduled for completion in October 2025.

Road resurfacing program – Hills Shire wide

More than $12 million was invested in resurfacing projects across The Hills Shire to improve road quality, safety and durability. A variety of resurfacing methods were used to ensure long-term performance of the road network.

Flood warning infrastructure project

Work was completed in February 2025 (p 13).

Gables Central Playing Fields, Gables

Delivering and maintaining infrastructure

Operational performance results

Civil Works

time taken to clean pits/pipes (days)

time taken to patch and repair potholes (days) < is

customer requests completed on time

Response time to customers for asset inspection requests (days)

Parks and Bushland Maintenance

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

Project Delivery

works completed on time (number of jobs)

Shire Presentation and Fleet Scheduled plant maintenance completed on time

Challenges

• Improving pedestrian and cycleway links to the new railway station precincts.

• Managing demand for commuter parking around the new railway stations and major bus stops.

• Managing demand for employee and resident parking around the Castle Hill and Rouse Hill town centres.

• Delivering transport related infrastructure and new recreational facilities within the new residential land release areas in a timely manner.

• Balancing demands for on-street parking in local streets with concerns about safety.

• Community expectations have increased against a backdrop of exponential population and asset growth, skilled labour constraints and multiple adverse weather events.

Looking ahead

Our reportable actions as per the Delivery Program 2025-2029.

CPP1.6.3 Council to prepare a signage strategy addressing potential advertising opportunities, including sponsorship advertising signage by clubs and Council on open space land.

Delivering and maintaining infrastructure

Measuring quality of life

62.0

98.5

75.8

89.0

213.0

• Community satisfaction - people satisfied with condition of residential roads surfaces

• Road assets rated in satisfactory condition

• Footpaths rated in satisfactory condition

• Community satisfaction with footpaths/cycleways

• Community satisfaction with public toilets

• Community satisfaction with quality of parks and gardens

• Community satisfaction with playgrounds and play equipment

• Community satisfaction with ovals and sporting facilities

• Community satisfaction with community centres and halls

• % of people who agree or strongly agree they have easy access to sporting facilities

• % people who feel safe in public places during the day

• Community satisfaction - lighting of public areas

• Buildings rated in satisfactory condition

• Number of crimes reported per 100,000 people - malicious damage to property

7. Our community infrastructure is attractive, safe and well maintained

NSW State Plan Priorities

• Building Infrastructure

8. Infrastructure meets the needs of our growing Shire

Delivering and maintaining infrastructure

Strategic actions

7.1 Provide and maintain sustainable infrastructure and assets that enhance the public domain, improve the amenity and achieve better outcomes for the community

7.2 Manage and maintain a diverse range of safe, accessible and sustainable open spaces and provide recreation, sporting and leisure activities and facilities

8.1 Provide new and refurbished infrastructure in a timely manner that meets the needs of our growing Shire

Current actions

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

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

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

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

7.2.2 To conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to Council

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

Building a fairer future

: better roads, better transport, better lives

Getting around our city is becoming increasingly difficult as the population rapidly grows. Congested roads make travel times unpredictable, not just during peak hours, but throughout the day.

In contrast, the Metro offers reliability and consistency and its popularity proves how much people value it. However, its success has created new challenges. Commuter car parks fill up by 7am, forcing people to park in suburban streets or drive directly to their destination. Limited bus services, especially from suburbs like Box Hill, make it even harder for commuters to access Metro stations.

“The

NSW Government’s

response to the housing crisis is resulting in rushed decisions and delays in delivering essential

infrastructure. Our community is already at breaking point, with severely congested roads - 45 key regional routes urgently require upgrades.”

The Hills is one of Australia’s fastest-growing LGAs. With the highest housing targets in the State, we expect 140,000 more residents to call the Hills home by 2041.

‘Fight for a Fairer Hills Future’ is a campaign demanding our fair share of infrastructure to support this growth. We’re calling for upgraded roads, more frequent bus services, the missing Tallawong-St Mary’s link and better connectivity to Metro stations.

Valuing our surroundings

9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

10. Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste

Outcome area 9

Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

Delivery Program strategies that contributed to the overall achievement of outcome area 9:

9.1 Effective regulatory strategies, local laws and compliance programs, manage public health and the impact of new and existing development on the community.

9.2 Demonstrate leadership in sustainable environmental performance and manage environmental risks and impacts responsibly and provide education and regulatory actions.

9.3 Manage new and existing development with a robust framework of policies, plans and processes that is in accordance with community needs and expectations.

What have we done towards achieving our actions?

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

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

See legislative reporting (pp 135-173) Council has worked hard to increase canopy cover through various initiatives including:

• 204 local volunteers planted 7,993 at Wheelie Park in Gables to celebrate National Tree Day.

Residents planted native grasses and trees to increase canopy cover and provide greater habitat for wildlife in our new release areas.

• Council‘s Bidjiwong Community Nursery produces local native plants for re-vegetation projects in parks and reserves across The Hills. The nursery also has a small permaculture garden.

While the nursery does not sell plants, residents are able to claim 4 free plants for their yards per year. These plants are native to Australia and local to the Hills Shire, making them suitable for our conditions, soil and local wildlife.

The community nursery grows more than 60,000 plants each year to give away at citizenship ceremonies and other giveaways including our nursery giveaway program for ratepayers. We also plant trees in bushland reserves and donate to schools. All stock is grown in our nursery from seeds and cuttings collected by the staff.

• 1,196 trees were planted across 2024-25 in Council‘s street planting program.

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

The climate presents challenges for our Shire, affecting not only our residents and businesses but also the delicate balance of our natural ecosystems. Council is responding proportionally in response to State and Federal commitments. We are focussed on responsible ways to both mitigate and adapt. With a clear understanding of the implications, we will enhance our existing initiatives aimed at reducing electricity, fuel, water and waste consumption. These efforts also include measures to protect biodiversity and implement adaptive strategies for disaster response, business continuity and strategic infrastructure improvements.

9.2.2 Implement initiatives to decrease the energy and water use by Council’s infrastructure

Council recognises that our major sources of greenhouse gas emissions come from street lighting, electricity usage in buildings and sports fields, transportation and natural gas consumption. Energy, water and emissions have become a key focus for State and Federal Governments which flow on to Council. In response, we have focused on enhancing energy and water efficiency.

Installing solar panels on our buildings has been a key initiative. We have upgraded our drainage systems and implemented water recycling for field irrigation. Additionally, we have chosen more resilient plant species for landscaping and prioritised increasing tree cover for more shade in our public spaces.

A significant project has been the transition of our street lighting to energy-saving LED bulbs, along with upgrading lighting in sports fields and buildings to be more efficient. Council has proactively invested in replacing outdated lighting with more energy-efficient options and has made strides in retrofitting our buildings for better heating, cooling and overall operation, including installing more efficient hot water systems.

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

Council’s Environment Strategy is a comprehensive plan that aims to protect areas of high environmental importance. It emphasises the crucial role of biodiversity and seeks to improve habitat connectivity and water quality, while also providing valuable recreational and educational experiences for the community.

We endeavour to enrich our open spaces with natural landscaping that harmoniously blends with the local environment. To achieve this, we are working on integrating a biodiversity strategy with the Environment Strategy, which will involve recognising the importance of biodiversity, identifying its values, pinpointing threats and determining areas for protection and revegetation. The strategy will outline actionable steps that Council can take and will articulate a long-term vision for preserving significant public and private vegetation areas in a growing Shire and a growing Sydney that will naturally develop more of our natural areas.

To preserve The Shire’s biodiversity, we are committed to ensuring that endangered ecological communities and threatened species receive strong protection or appropriate compensatory measures.

Protecting areas of high environmental value and significance

In collaboration with other adjoining councils, The Hills Shire Council has proposed the implementation of a Hawkesbury River Water Quality Monitoring Program, under the Hawkesbury Nepean Coastal Management Program (HNCMP). This is ongoing, noting that the HNCMP is still under development and is anticipated to be put on public exhibition in 2026.

Deliver a range of environmental learning opportunities for the diverse groups within the Shire Council continued to support environmental education through a diverse program of free workshops at the Community Environment Centre in Annangrove. Covering topics such as gardening, native wildlife care, biodiversity and sustainable living, these workshops are held regularly and open to all Hills Shire residents, fostering environmental awareness and community engagement. highlights include:

Hands-on sustainability workshops

• Living with less plastic

• Sustainable shopping

• Recycled Christmas card making and making a native Christmas wreath

• Cheese making

• Eco-friendly living workshops

• Cooking using native edibles

• Christmas pickling and preserving

• Plastic free living and beeswax wraps

• Create your own recycled kitchen garden.

Nature and wildlife education

• Do you know that bird? - bird id and photography

• Platypus discovery in The Hills - taking action

• Beneficial insects in the garden

• Caring for native wildlife.

Plant propagation

• Seasonal gardening

• Backyard permaculture

• Using recycled materials - no dig garden.

Working bees

Council continues to support the Growing Food for Wildlife project at the Annangrove Community Environment Centre, in collaboration with its founder and the local wildlife rehabilitation network. Monthly working bees engage the community in maintaining planting plots, supporting rescued wildlife and learning about indigenous gardening and local biodiversity.

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

In 2024-25, Council determined 209 subdivisions and small lot housing development applications, approving the creation of 944 lots (excluding strata title). 1,785 lots were created at subdivision certificate stage.

The team completed 1,151 internal referrals for development applications. As of 27 June 2025, the number of outstanding referrals was 57, down from a peak of 166 in July 2023.

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

1,185 Development Applications (not including modifications) were determined with an estimated development cost in excess of $3 billion.

A total of 1,317 Development Applications (not including modifications) were lodged with Council for assessment with an estimated development cost in excess of $3.20 billion.

As reported (p 129), Council exceeded the targets for the KPIs relating to development assessments.

Outcome area 10

Services, information and education are provided to facilitate resource recovery, minimise waste and assist people to live sustainably

Delivery Program strategies that contributed to the overall achievement of outcome area 10:

10.1 Provide services, infrastructure, information and education that facilitate resource recovery and encourage commercial and residential waste minimisation.

What have we done towards achieving our actions?

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

Domestic waste service

Council provides all residents with a residual waste (red-lidded bin), recycling (yellow-lidded bin) and bulky waste (clean-up). Urban residents also receive a garden organics collection service (green bin). Additionally, Council provides various free resource recovery services and programs.

E-Waste Plus drop-off event

Hills residents continue to show strong support for the recycling initiatives led by Council.

This drop-off program includes soft plastic, hard plastic, polystyrene and textiles in addition to old, unwanted, or broken electronic items (excluding whitegoods).

In February, over 58 tonnes of electronic waste were collected at Council’s E-waste Plus event, which attracted a record attendance of 1,654 residents. This was an increase from the previous event in September 2024, which had 1,340 attendees.

Resource recovery and waste management improvements at Columbia Court

In collaboration with Buildings Operations, Resource Recovery conducted a comprehensive waste review at Columbia Court to improve bin systems and waste disposal practices. As part of this initiative, new signage was installed in kitchen areas and on waste bins to guide staff in correctly sorting and disposing of waste.

Proper waste disposal is essential for managing disposal costs and reducing the volume of waste sent to landfill. Council maintains multiple contracts to ensure the separate collection, recycling and composting of all waste streams, except for general garbage, which is directed to landfill. Materials such as paper, cardboard, printer cartridges and batteries from resource rooms are also recycled through dedicated systems.

To further promote community engagement in sustainable practices, Council has a new Community Recycling Hub located near concierge. The hub now accepts a wider range of items for recycling, including blister packs, eyeglasses, x-ray films, dental products, small e-waste, coffee pods and pens and markers. These additions complement the existing collection of batteries, mobile phones, DVDs, CDs and VHS tapes.

10.1.2 Manage hazardous waste to minimise environmental harm

Recycling events

Hills residents continue to show strong support for the recycling initiatives led by Council.

The annual Chemical CleanOut event is held at Castle Hill Showground. During the weekend of 30 November to 1 December, Council successfully recovered 84 tonnes of chemicals and other hazardous materials in partnership with the NSW Environment Protection Authority (EPA).

40,970 kg of paint was collected, enough to fill over 1.5 Olympic sized swimming pools!

There were also 7,546kg of batteries, 2,888kg of pesticides and 2,032kg of smoke detectors, fire extinguishers and aerosols collected and disposed safely.

Additionally, in June 2025, Council partnered with Revolve Recycling to host a Bike Drop-Off and Check and Tune event at Castle Hill Showground. Donated bikes are recycled or used to benefit disadvantaged children. This event is an initiative by NSW Environment Protection Authority’s Waste and Sustainable Materials Strategy, funded from the waste levy.

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

Clean Up Australia Day

50 volunteers came together to remove litter from Crestwood Reserve, Baulkham Hills in honour of Clean Up Australia Day on Sunday 2 March 2025.

About 7 bags of rubbish and several bulky items were removed from the beautiful reserve including metal and wooden signs, scooters, soccer balls, garden ornaments, traffic bollards and cones.

The volunteers received a special talk from Dr Michelle Ryan of Western Sydney University, who spoke about the need to keep our waterways free from debris to protect the local platypus population and other native wildlife.

Crestwood Reserve is home to Toongabbie Creek, which serves as a vital water source for the critically endangered Sydney Turpentine-Ironbark Forest. The reserve also provides habitat for native wildlife, including blue-tongue lizards, tawny frogmouths, rosellas and bearded water dragons.

Garage Sale Trail

Held across 2 weekends in November 2024, with garage sales across the nation. Over 700,000 usable items were sold and reused, thus saved from landfill. Hills residents participated in the event with an estimated 7,000 items reused rather than sent to landfill. In 2024, the average household garage sale made $478.

Community workshops

Council held 22 workshops to educate the community on how best to avoid and reduce waste. Topics included living with less, de-cluttering, pickling and preserving and composting.

Waste calendar

Council's annual waste and recycling calendar provides residents with a handy reference of the waste collection schedule and helpful tips to encourage waste avoidance and recycling.

10.1.4 Develop and implement a Resource Recovery Strategy

The Resource Recovery Delivery Program 2022-2027 was adopted by Council and is currently being implemented.

10.1.5 Investigate opportunity for the development of waste processing infrastructure in the Northwest region

In partnership with regional councils, Council investigated suitable sites for establishing waste processing infrastructure. This study aimed to identify locations that would optimise environmental and operational efficiency for future waste management facilities.

Challenges

10.1.5 Investigate regionally based resource recovery solutions

In collaboration with regional councils, a report was developed to evaluate regional waste contracting options. Council is actively exploring a variety of regionally focused resource recovery solutions.

10.1.7 Investigate feasibility to co-collect food and garden organics (FOGO)

The NSW State Government has legislated a state-wide mandate for Food Organics and Garden Organics (FOGO) recycling , requiring local councils to provide households with FOGO collection services by July 2030.

Council sought feedback to better understand our community’s engagement preferences and to guide the education program development for the new Food Organics and Garden Organics (FOGO). The survey was conducted over December 2024 - January 2025 with feedback helping us design a successful FOGO implementation campaign that aligns with community needs. Previous community consultation and research have helped inform the future FOGO service model.

• Managing the risks of changes in climatic conditions on the community and The Shire’s infrastructure and amenity.

• Managing the pressure on our natural and built environments as a result of rapid ongoing urban growth and development and changes in climatic conditions throughout our Shire and Greater Sydney generally.

Looking ahead

Our reportable actions as per the Delivery Program 2025-2029.

EL2.2.3 Investigate and report to Council a water quality monitoring and testing program for waterways in The Shire.

EL2.2.4 Investigate and report to Council on a biodiversity strategy to guide and enable strategic growth and development while conserving biodiversity values.

EL2.5.7 Investigate a potential grant funded project along with neighbouring councils to support a reuse, repair, redesign and recycling hub for the region at Hawkesbury’s Waste Management Facility.

Valuing our surroundings

How we progressed our 4 year actions

To achieve our strategy of valuing our surroundings - we focused on the following actions:

Action

Update current DCP to include Public Domain and Character Controls

Progress

Council adopted its Public Domain Strategy for The Shire on 26 March 2024 and Precinct Plans for Norwest, Castle Hill and Rouse Hill in 2023 and 2024. The Public Domain Strategy sets the framework for planning for the public domain across the Shire. The process of preparing Public Domain Plans for strategic centres and complementary review of The Hills DCP to give weight to these will be ongoing as the actions from Council’s Precinct Plans and Public Domain Strategy are implemented.

Performance

Undertake a review and provide a briefing of Council’s DCP to consider provision of EV charging capability for residential development and develop guidelines to ensure providers are aware of Council’s requirement when EV infrastructure is proposed

A briefing on climate change and biodiversity will be provided to a future Councillor workshop

A briefing on water quality monitoring and testing in our streams to be provided to a future Councillor workshop

During a Council meeting on 13 August 2024, Council resolved to adopt draft amendments to The Hills Development Control Plan 2012, which included new controls to ensure that all new developments are ‘EV Ready’. This means they must be able to efficiently accommodate the installation of electric vehicle (EV) chargers to meet future demand, without incurring significant costs associated with retrofitting or upgrading electrical capacity. These amendments took effect on 19 August 2024.

A briefing on climate change was provided to the Councillors Workshop on 6 May 2025 and a briefing on biodiversity was provided to the Councillors Workshop on 3 June 2025.

A briefing on water quality monitoring was provided to the Councillors Workshop on 6 May 2025.

How are we addressing performance?

% of advice on development applications (part files) processed within 21 days - subdivision and development certification - In this quarter, 305 part files were completed, with 55.75% completed within 21 days. The median period was also 21 days. The number of pending engineering referrals has decreased to 47, down from a peak of 160 in June 2023. Currently, there are no overdue applications, a significant reduction from a peak of 125 during the same period. This demonstrates substantial improvement in this critical area, indicating that the Key Performance Indicator (KPI) is projected to be achieved in the 2025-26 FY.

Valuing our surroundings

Operational performance results

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

Valuing our surroundings

Measuring quality of life

*not available at this time

• Number of health standard violations in food outlets

• Proportion of registered premises (hairdressers, food shops etc) inspected annually

• Customer requests for animal control responded to within service standards

• Emissions from Council (CO2-e tonnes) diverted from landfill

• Total direct and indirect Greenhouse gas from Council (CO2-e tonnes)

• Total energy consumption by Council (gigajoules) including street lights

• Total water consumption by Council (kL)

• % of days that air pollution index is in the poor - hazardous range (%)

• Number of noise complaints received by Council

• Number of threatened entities known in The Shire

• Number of water pollution complaints received and actioned by Council

• Total potable water consumption for the entire Shire (kL)

• % of development applications determined within 40 days (less STC days)

• % of subdivision development applications processed within 60 days (less STC days)

• % of subdivision certificates processed within 14 days (less STC days)

9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

NSW State Plan Priorities

• Keeping our environment clean

Valuing our surroundings KEY

Strategic actions

9.1 Effective regulatory strategies, local laws and compliance programs, manage public health and the impact of new and existing development on the community

9.2 Demonstrate leadership in sustainable environmental performance and manage environmental risks and impacts responsibly and provide education and regulatory actions

9.3 Manage new and existing development with a robust framework of policies, plans and processes that is in accordance with community needs and expectations

Current actions  Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

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

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

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

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

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

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

9.2.5 Update current DCP to include Public Domain and Character Controls

9.2.6 Undertake a review and provide a briefing of Council’s DCP to consider provision of EV charging capability for residential development and develop guidelines to ensure providers are aware of Council’s requirement when EV infrastructure is proposed

9.2.7 A briefing on climate change and biodiversity will be provided to a future Councillor workshop

9.2.8 A briefing on water quality monitoring and testing in our streams to be provided to a future Councillor workshop

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

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

Valuing our surroundings

Measuring quality of life

3.9 3.7

• Average amount of waste generated per household per week (kg)

• Average amount of recyclables generated per household per week (kg)

9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action

NSW State Plan Priorities

• Keeping our environment clean

•

• Community satisfactiondomestic garbage collection

Case study

‘Home owners transitioning their household to clean local power’

More than 3.6 million households in Australia have taken control of their energy bills by installing solar panels on their roofs. The average household with solar power saves over $1,500 each year!

Several standout suburbs are leading the way in rooftop solar capacity, with Box Hill, located in The Hills, ranking as the top suburb in Australia. According to The Climate Council’s report from September 2024, Box Hill installed 27.69 MW of rooftop solar capacity in the past 12 months. This substantial amount of energy could power approximately 8,300 homes!

Kellyville, also a suburb in the Hills, ranks fifth for adding 16.08 MW of rooftop solar capacity during this period.

Residential rooftop solar installations in Box Hill

Valuing our surroundings

Strategic actions

10.1Provide services, infrastructure, information and education that facilitates resource recovery and encourages commercial and residential waste minimisation

Reportable actions (new as of 1 July 2024)

Reportable action (as of 31 December 2023)

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

10.1.2 Manage hazardous waste to minimise environmental harm

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

10.1.4 Develop and implement a Resource Recovery Strategy

10.1.5 Investigate opportunity for the development of waste processing infrastructure in the Northwest region

10.1.6 Investigate regionally based resource recovery solutions

10.1.7 Investigate feasibility to co-collect food and garden organics

Case study

‘EV uptake in The Hills Shire’

The Hills Shire has the highest number of battery electric vehicles (BEVs) registered in NSW, with 3,648 BEVs as of June 2024. However, due to the large number of total registered vehicles in the area, The Hills ranks 12th in BEV penetration (percentage of BEVs relative to total vehicles).

In November 2022, Council installed 2 public EV charging stations at its Administration Building in Norwest, plus 2 more in the secure carpark for staff and tenants. Additional stations were also installed at the Waves Fitness and Aquatic Centre in Baulkham Hills.

These installations were supported by a $30,000 grant from the Australian Government’s Local Roads and Community Infrastructure Program.

e-waste plus household recycling event at Castle Hill Showground

Local government requirements

This 2024-25 Annual Report was completed prior to 30 November 2025 and submitted to the Minister of Local Government by that date.

Council is legally required to provide the community with specific information. This section of the Annual Report adds to the information presented in the document and offers a clear overview of the Council’s activities. In this report, ‘section’ refers to the Local Government Act 1993 (the Act), while ‘clause’ refers to the Local Government (General) Regulation 2021 (the Regulations). The Act’s general reporting requirements are explained in section 428 and the Regulations in Clause 217(1). Copies of the Act and the Regulations can be found at www.legislation.nsw.gov.au

Integrated Planning and Reporting Guidelines

A report on Council’s performance for 2024-25 using outcomes from the Hills Shire Council’s Delivery Plan 2024-25 is presented in the section ‘Our performance against the delivery plan’ (p 72).

Service reviews

We have committed to the following service reviews in the 2025-2029 Delivery Program.

1. Child Care: We wish to review the effectiveness and efficiencies of Council operated centres.

2. Hills Community Care: We are expecting significant policy and funding changes which will require a review of our operating model.

3. Parks and reserves: A benchmarking exercise facilitated through the Local Government Professionals Association and Morrison & Low.

4. Property and rating system implementation (this will involve the reconfiguration and reengineering of more than 200 business processes) including the following:

• Development Assessment

• Development Monitoring

• Subdivision

• Compliance

1.1 Stakeholder engagement

What steps did your entity take to engage with stakeholders during this reporting period in relation to modern slavery?

Did you engage with external stakeholders on modern slavery risks in this reporting period?

• Health and Environment

• Rates and Waste Management

• Land Information Services

• Customer requests

• Receipt and debtors’ management.

Audited financial reports

Council’s audited financial reports have been prepared in accordance with the Local Government Code of Accounting Practice and Financial Reporting and are included as an attachment to this report.

Modern slavery

Significant operational issues (section 31(1)(a) of the Modern Slavery Act 2018 (NSW))

There were no ‘significant operational issues’ identified to Council during the reporting period by the NSW Antislavery Commissioner.

Procurement spend details

Total procurement spend in this reporting period - $125 million was spent on goods and services.

Reasonable steps

Describe the steps taken to ensure that goods and services procured by and for the entity during the reporting period were not the product of modern slavery.

• Training was provided to the capital works team within Council about modern slavery processes.

• Council staff attended conferences and networking events to stay up to date with modern slavery developments.

• Yes.

1.2 Identify salient risks at the organisational level

What steps did your entity take to identify salient modern slavery risks at the organisational level (i.e. across all operational and procurement activities) during this reporting period?

Did you conduct or update a salient modern slavery risk assessment in this reporting period?

1.3 Modern slavery policy

What steps did your entity take to adopt a modern slavery policy during this reporting period?

• We have added a questionnaire on modern slavery to the tender response schedule for respondents to complete. This is reviewed by the evaluation team as part of the assessment process.

• The request for tender and request for quotation documents have clauses relating to modern slavery.

• All of these documents make up the contract pack at the time of awarding the contract.

• Modern slavery statements are also in Council’s Statement of Business Ethics and Supplier Code of Conduct.

• No, this will be part of our next steps.

• Council’s Draft Modern Slavery Policy is being finalised, supported by a risk assessment framework and procedural guidelines.

Do you have a modern slavery policy, approved by your senior governing body (e.g. agency head/ secretary), in place?

• No, however this is one of our priority action items for the next reporting period.

1.3 Modern Slavery Risk Management Plan

What steps did your entity take to adopt a modern slavery risk management plan during this reporting period?

Do you have a modern slavery risk management plan, approved by your senior management, in place?

2. Plan

• Council’s Draft Modern Slavery Policy includes a risk assessment framework, which involves identifying risk categories as low, moderate or high. Moderate and high risks will require proactive and timely risk management.

• No, however, a risk assessment framework is being developed as part of our modern slavery policy.

2.1 Identify and map your supply-chain risks for each procurement

What steps did your entity take to identify and map your modern slavery risks at the supply-chain level during this reporting period?

Mandatory

• Modern slavery clauses have been added to RFQ/RFT documents and to the response schedule as a questionnaire.

• Staff have been advised to take the responses into account when selecting preferred suppliers.

• Our next step is to map out our supply chain. Mandatory

2.2 Develop a risk-reducing sourcing strategy

What steps did your entity take to develop a modern slavery riskreducing sourcing strategy during this reporting period?

3. Source

3.1 Select appropriate suppliers

What steps did your entity take to address modern slavery risks when selecting suppliers during this reporting period?

• We ensured that all modern slavery questionnaires and responses were reviewed as part of all tenders.

Mandatory

• A mandatory modern slavery questionnaire has been implemented. The risks are mitigated by having staff assess the modern slavery responses prior to selecting suppliers. Mandatory

3.2 Adopt a shared responsibility approach to contracting

What steps did your entity take to adopt a shared responsibility approach to modern slavery risks, in contracting during this reporting period?

4. Manage

• Awareness training on modern slavery is being provided to staff as required.

• Information on modern slavery is added to monthly reports to Executives.

4.1 Monitor and evaluate supplier performance

What steps did your entity take to monitor and evaluate supplier performance relating to modern slavery, during this reporting period?

Has your entity required any of your Tier 1 suppliers to undergo an audit addressing modern slavery risks in this reporting period?

4.2 Develop supplier capabilities

What steps did your entity take to develop supplier capabilities relating to modern slavery risks during this reporting period?

5. Remedy

Mandatory

• The questionnaire on modern slavery in the response schedule is reviewed as part of the tender evaluation process. Mandatory

• No Mandatory

• Only Council staff have undertaken modern slavery training, but we aim to review and strengthen our documentation that is provided to suppliers that deals with modern slavery. Mandatory

5.1 Provide or enable access to effective grievance mechanisms

What steps did your entity take to provide or enable access to effective modern slavery grievance mechanisms during this reporting period?

• No mechanisms specifically for modern slavery concerns but Council’s formal grievance mechanisms are available to all staff and suppliers.

Mandatory

5.2 Take safe immediate steps to remedy harm

What steps did your entity take to safely and immediately remedy modern slavery harms to which you were connected during this reporting period?

• No steps were required to be taken as no instances of modern slavery were connected to Council. Mandatory

5.3 Use leverage to remediate deficient practices

What steps did your entity take to use leverage to remediate deficient modern slavery risk management practices during this reporting period?

5.4 Withdraw responsibly

What steps did your entity take to withdraw responsibly during this reporting period, in connection to modern slavery risks?

6. Report

• No deficient practices were identified. Mandatory

• Council was not required to withdraw from any relationship in connection to a modern slavery risk. Mandatory

6.1 Establish a victim-centred reporting protocol

What steps did your entity take to establish a victim-centred modern slavery reporting protocol during this reporting period?

Do you have a modern slavery reporting protocol in place that prioritises the interests of the victim/ survivor?

• This is part of our next steps for the next reporting period. Mandatory

• As above, this is part of our next steps for the next reporting period. Mandatory

6.2 Report on your modern slavery risk management efforts

What steps did your entity take to report on your modern slavery risk management efforts during this reporting period?

Did your entity report on modern slavery in its prior Annual Report?

During the period, did your entity comply with its obligations to report heightened modern slavery due diligence procurements valued at $150,000 (inc. GST) or more within 45 days?

7. Improve

• Council has and will continue to report annually on modern slavery risk management efforts. Mandatory

• Yes Mandatory

7.1 Learn lessons from your performance and others’

What steps did your entity take to learn lessons from your modern slavery performance and others’ during this reporting period?

Has your entity updated its modern slavery policies or procedures based on stakeholder feedback or lessons from a grievance mechanism during this period?

7.2 Train your workforce

What steps did your entity take to learn lessons from your modern slavery performance and others’ during this reporting period?

What percentage of your workforce received modern slavery training in the period?

• Council is working on developing its modern slavery policy targets and developing a more sophisticated modern slavery framework Mandatory

• No, these are being updated in line with the Guidance on Reasonable Steps (GRS).

• Council is working on developing its modern slavery policy targets and developing a more sophisticated modern slavery framework.

• Approximately 2%.

7.3 Cooperate with the Anti-slavery Commissioner

What steps did your entity take to cooperate with the Anti-slavery Commissioner during this reporting period?

• Council was not required to cooperate with or respond to the Anti-slavery Commissioner in connection with any matters.

• We have the model clauses in our tender documents.

• We comply with local government procurement guidelines.

A full copy of Council’s Modern Slavery Statement can be found on Council’s website - Modern Slavery Statement (nsw. gov.au) | Statement of Business Ethics

External bodies, companies and partnerships

Statement of all external bodies that exercised function delegated by Council Council did not delegate any function to an external body in 2024-25.

Hawkesbury River County Council undertakes the eradication of noxious weeds within The Hills Shire. Council has a service agreement with the Rural Fire Service outlining roles and responsibilities of the respective parties.

Annual Report on Council’s website

www.thehills.nsw.gov.au/Council/Documents-ReportsRegisters-and-Policies/The-Hills-Shire-Council-AnnualReport-Archive

Environmental upgrade agreements

Council did not enter into any environmental upgrade agreements in 2024-25.

Special rate variation

Council did not levy any special rate variation in 2024-25.

Amounts and charges written off during 2024-25

To comply with the Local Government Act 1993, Local Government (General) Regulation 2021 and Council’s Pensioner Rebate Scheme, Council is required to report on rates and charges written off.

The value of rates and charges written of during 20242025 was as follows:

• Rates and Charges written off $27,205

• Section 575 of the Local Government Act 1993: pensioner rebate concession $1,367,742

• Section 582 of the Local Government Act 1993: Council voluntary pensioner rebate concession $3,288

• Section 595 of the Local Government Act 1993: postponed rates on properties which are zoned for a higher use than their actual use $11,935.

Audit and Improvement Committee Reg s 216T (Act s 428(4)(b)) (p 51)

Professional development of Mayor and Councillors

Councillors seminars and conference expenses cl217(1)(a1) (part) (p 49)

Overseas visits (p 49)

Provision of equipment and facilities for Councillors - cl 217(1)(a1) (p 49)

Fees paid to Councillors on boards / trusts (p 49)

Supplier expenditure greater than $150,000 cl 217(1)(a2) (pp 161-169)

Legal proceedings Cl 217(1)(A3) (pp 170-173)

Resolutions for work carried out on private land

Council did not carry out work on private land during the 2024-25 financial year.

Contributions to financially assist others

In 2024-25 Council provided $224,419 in grants and donations to community groups, individuals and organisations.

Sponsorship received by Council: $4,924 (Youth Week grant).

Controlling interest in companies

Council did not hold a controlling interest in any company either alone or in conjunction with other councils.

Statement of all corporations, partnerships, trusts, joint ventures, syndicates, or other bodies in which Council participated Council was involved in the following relationships in 2024-25:

• Local Government NSW (LGNSW)

• Hawkesbury River County Council

• NSW Rural Fire Service

• The Hills Bushfire Management Committee

• RID Squad

• Greater Western Sydney Business Connection

• Floodplain Management Authorities

• Western Sydney Academy of Sport Advisory Forum

• NSW Public Libraries Association (NSWPLA)

• The Hills Community Safety Precinct Committee

• Hawkesbury-Nepean Local Government Advisory Group

• The Hills Accord

• Local Traffic Committee

• The Urban Development Institute of Australia (UDIA)

• Parramatta River Catchment Group

• Local Planning Panel.

Statement of activities to implement its equal employment opportunity management plan

(p 64)

Total remuneration of General Manager and senior staff

(p 58)

Labour statistics

Wednesday 4 December 2024 has been chosen as the ‘relevant day’ for councils to report on their labour statistics in their annual reports under Section 127 of the Local Government (General) Regulation 2021 (the Regulation). For our Council, the numbers of people directly employed on Wednesday 4 December 2024 are:

Stormwater management services and charges reg cl

The Waterways Team has accomplished the following in 2024-25:

• Completed CCTV inspection of 15 km of pipes and 700 pits

• audited 82 gross pollutant traps (GPT) sites

• responded to 19,022 Before You Dig Australia (BYDA) enquiries

• surveillance inspection of 2 declared dams (monthly) and 25 detention basins (half-yearly)

• completed 60 DA part referrals (flood impact assessment reviews)

• responded to/ addressed 43 customer service requests

• provided 400 flood information plans (FIP)

• provided 150 hydrologic and hydraulic (H&H) models

• provided 2500 verbal flooding information and advice

• responded to 120 flood control determinations in response to new subdivision certificates

• completed 2 flood planning area projects

• draft final report for Hawkesbury Nepean Coastal Management Program (CMP) completed.

Completed the following construction projects:

• Terry Road CR-B culvert crossing

• Wrights Road rehabilitation works

• Alan Pearce basin rehabilitation works

• fencing works: Lyndhurst Court, Henry Curtis and Gooden Drive basin.

Achieved progress on the following design projects:

• Annangrove Road, Box Hill, GPT and raingardens detailed design – 100% complete

• Mason Road BH02 detention basin system services approvals – 80% complete

• Hedgewood Drive BH01 detention basin system detailed design – 45% complete

• Hynds Road KC01 & KC02 detention basin system concept design – 95% complete

• Mt Carmel Drive CR-A culvert crossing detailed design – 95% complete.

• Samantha Riley Drive Reserve basins detailed design – 80% complete

• Blinkhorn Circuit Reserve basin detailed design –50% complete

• Currawong Reserve Creek rehabilitation detailed design – 90% complete

• O’Regan Reserve Creek rehabilitation detailed design – 100% complete, awaiting Sydney Water approvals.

Progress achieved on the following drainage asset upgrade investigation studies:

• Castle Hill North – 90% complete

• Wiseman Road catchment – 40% complete

• Parsonage Road catchment – 50% complete.

Companion Animals Act 1988 and Regulation 2018

The Hills Shire Local Government area has a rapidly growing population and a high rate of companion animal ownership. See the table below:

Companion animals identified by microchips as residing in The Hills Shire

New registrations within The Hills Shire 2024-25

Companion animal management

Pets contribute positively to the wellbeing of our community, offering joy, companionship and emotional support to many residents across the Shire. Council recognises the importance of balancing the needs of pet owners with the rights and safety of the wider community. This balance is achieved through dedicated policies, programs and services.

Under the provisions of the Companion Animals Act 1998, Hills Shire Council’s Community Safety Officers are authorised to manage companion animal-related issues. Their responsibilities include:

• Investigating dog attacks and nuisance animal complaints

• conducting public area patrols to monitor leashing and waste collection compliance

• monitoring declarations of menacing or dangerous dogs.

Council prioritises the timely and professional handling of animal-related enquiries to ensure community safety and promote responsible pet ownership.

Compliance and enforcement

Council’s Regulatory Services Team includes specialised officers who deliver field-based companion animal services, supported by a Group Support Officer who oversees registration and record management.

To maintain effective coverage, officers operate on a rotating roster that includes early mornings, evenings and weekends. In emergencies, such as dog attacks, rangers are available after hours and may assist police or other authorities when needed.

Council remains committed to providing high-quality services that meet both statutory requirements and community expectations. Where breaches of the Act occur, enforcement actions may include:

• Issuing penalty notices or nuisance orders

• declaring dogs menacing or dangerous

• prosecuting serious offences through the local court system.

Community education and engagement

Proactive education is key to fostering safe and responsible pet ownership. Hills Shire Council engages the community through awareness initiatives, aiming to improve understanding of companion animal responsibilities in public spaces.

Responsible owners:

• Microchip and register their pets

• keep contact details up to date

• ensure pets are under effective control at all times.

From 1 July 2024, amendments to the NSW Companion Animals Regulation 2018 require all dogs to be registered by 12 weeks of age. Additional fees apply if a dog is not desexed by six months of age. To assist residents, Council distributes monthly mail-outs with clear guidance on registration, microchipping and ownership transfers. These efforts help ensure lost pets can be safely reunited with their families.

Off-leash

exercise areas

Recognising the need for dogs to exercise freely, Council maintains multiple off-leash areas across local parks. These zones are clearly marked with signage and bollards and some feature time restrictions to minimise impact on nearby residents.

Providing safe and accessible free-run spaces is just one way Council supports pet-friendly environments while upholding public amenity.

The Hills Shire Council off-leash dog areas can be found at:

• Balcombe Heights Reserve, Seven Hills Road, Baulkham Hills (within the fenced area)

• Bernie Mullane Sports Complex, Marella Avenue, Kellyville (within the fenced area)

• Colbarra Place Reserve, Colbarra Place, West Pennant Hills (within the fenced area)

• Connie Lowe Reserve, Adelphi Street, Rouse Hill (within the fenced area)

• Coolong Reserve, Coolong Street, Castle Hill (within the fenced area)

• Crestwood Reserve, Peel Road, Baulkham Hills (within the fenced area)

• Castle Hill Showground (lower dog arena) - please note the lower dog arena is always generally offleash for all dogs. However, when formal training or competitions organised by Clubs or Associations are taking place, only participating dogs may be off-leash

• Indwarra Avenue Reserve in North Kellyville - 200m north of North Kellyville Square shopping centre and is ideal for smaller dogs

• Parraweena Avenue Reserve, Parraweena Avenue, Baulkham Hills (between the hours of 4pm and 7pm, seven days per week) - currently closed for remediation works

• Rutherford Avenue Reserve, Rutherford Avenue, North Kellyville (within the fenced area)

• Gables Central Playing Fields Gables (within the fenced area).

In all other parks and public areas across The Hills Shire, dogs are required to remain on-leash at all times, unless within a designated off-leash zone.

Within off-leash areas, dogs must still be under supervision. The supervising person must:

• Be at least 16 years old

• demonstrate control of the dog(s) via voice command

• remove and properly dispose of dog waste

• manage no more than four dogs at once

• ensure that restricted breeds or dogs declared dangerous do not enter off-leash zones.

These standards ensure that public spaces remain safe, clean and accessible for all residents.

Restricted areas for dogs

Under the Companion Animals Act 1998, dogs are restricted from certain public locations, regardless of whether they are leashed or otherwise controlled. These include:

• Children’s play areas

• food preparation or consumption zones

• school grounds and child care centres

• shopping centres (excluding those that permit entry)

• areas with prominently displayed signage prohibiting dogs

• wildlife protection areas designated for conservation purposes by local authorities.

These exclusions help maintain hygiene, protect native fauna and ensure the safety and enjoyment of communal spaces.

Impounding services and shelter partnerships Council contracts impounding and shelter services through Hawkesbury City Council and the Blue Mountains Animal Care Centre. These facilities provide essential care and housing for lost or surrendered animals.

To support prospective pet owners, Council distributes educational brochures covering responsible pet care and preparation for pet adoption. As part of its commitment to animal welfare, mandatory de-sexing is enforced for all animals adopted from the partnered shelters.

Pound operations and reporting

Monthly statistics on pound operations, including intake, adoptions, returns and euthanasia, are compiled and

submitted annually to the Office of Local Government. The following table summarises the data collected for the 20242025 financial year: (see below)

• Note: 3 cats (4.41%) and 2 dogs (2.13%) remain at the pound at the end of the FY24-25

• As part of our reporting requirements, the above information is lodged annually with the Office of Local Government NSW.

All attempts are made to re-home suitable animals. Only dangerous/restricted, ill or unadoptable dogs or cats are euthanized. All rehoused pets are de-sexed, registered, vaccinated and micro chipped.

Enforcement

Council must report dog attacks to the Office of Local Government within 72 hours. In FY23-24, Council received 139 dog attack incidents. After investigation, 75 of these incidents were confirmed as dog attacks and Council took action by reporting them to the Office of Local Government.

Council’s Community Safety Officers issued nuisance, menacing and dangerous dog declarations for dog attack and nuisance dog complaints in 2023-24.

penalty infringement notices were issued for breaches of the Companion Animals Act, 1998 of which:

impact the amenity of a neighbourhood. For a dog to be classified as a nuisance, Council officers must determine that the animal’s noise, whether barking or otherwise, occurs to such an extent that it unreasonably disrupts the peace, comfort, or convenience of individuals in surrounding premises.

To assess complaints efficiently and accurately, Council continues to utilise specialised electronic noise monitoring technology. The Noise Net device has substantially improved response times by providing swift and reliable indicators of whether barking reaches nuisance thresholds. This technology has enabled a reduction in monitoring durations and supports early intervention.

Data collected via Noise Net assists Council officers in engaging constructively with pet owners to resolve complaints collaboratively. In the 2024–25 period, Council received 432 barking dog complaints. Notably, no nuisance orders were issued, reflecting Council’s proactive and solution-focused approach in working with residents to resolve concerns without formal enforcement.

Community education

Throughout the year, Council’s Community Safety Officers actively engaged with residents at several high-profile events to promote pet welfare and responsible ownership. This included appearances at the Orange Blossom Festival and the official opening of the Stringer Road Complex in North Kellyville.

These community events drew large crowds, with the team hosting interactive education stalls that offered:

• Free dog leads to encourage safe walking in public spaces

• custom-engraved pet tags to promote animal identification

• pet toys to support positive play and reduce unwanted behaviours like excessive barking.

More than 300 dogs were scanned on-site to verify microchip details, ensuring ownership records were accurate and current. A significant number of dogs collected and transported to shelters are found without upto-date microchip information or visible identification. The Council’s outreach efforts play a vital role in reuniting lost pets with their owners, alleviating distress and reducing shelter intake. Microchip scans performed by veterinary clinics and concerned neighbours also contribute to this process.

Under the Companion Animals Act, it is a legal requirement for dogs in public places to wear a collar and attached name tag displaying the owner’s contact details. Failure to comply may result in an offence.

Promoting compliance in public reserves

Excessive barking remains one of the most commonly reported animal behaviour issues. While barking is a natural trait in dogs, persistent barking can significantly

In response to complaints regarding dogs off-leash and owners not cleaning up after pets, the Community Safety and Compliance Team implemented a visual education initiative by installing decal stickers on pathways at key reserve entry points. These decals serve as reminders for:

• Keeping dogs on a lead

• cleaning up after pets.

Locations include:

• Bella Vista Farm

• Balmoral Reserve

• Castle Hill Heritage Park

• Bernie Mullane Reserve.

These high-visibility decals are not only effective in routine education but can also be deployed reactively in areas identified through nuisance complaints.

Dog safety program in schools

The Hills Shire Council continues to foster safe and positive child-pet interactions through its Dog Safety Program, delivered to primary schools across the local government area. Aimed at children aged 4–12 years, the program educates young residents on how to interact safely with dogs, both at home and in the community, helping to reduce incidents and prevent avoidable dog attacks. Feedback has been overwhelmingly positive, with numerous requests for return sessions.

Online resources

Residents are encouraged to visit Council’s website for educational materials on important topics such as animal registration, microchipping and the benefits of desexing.

Review of NSW Companion Animal Laws

In 2025, the Office of Local Government commenced a comprehensive review of the Companion Animals Act 1998 and the Companion Animals Regulation 2018 by releasing a discussion paper. This review aims to modernise existing legislation to promote responsible pet ownership, safeguard community wellbeing and enhance outcomes for companion animals across New South Wales.

In response, Council resolved at its Ordinary Meeting on 22 April 2025 to submit detailed feedback addressing the key questions raised in the discussion paper. Council’s submission highlighted:

• Impounding and animal management as major concerns, especially the pressure placed on Council resources

• support for legislative reforms that place greater responsibility on dog owners to manage and care for their pets

• the urgent need to assess the impact of the Companion Animals Amendment (Rehoming Animals) Act 2022 on shelter operations and local government finances.

Shelter capacity challenges

The 2022 Amendment prescribes actions that Councils must undertake when rehoming companion animals. These new protocols have significantly extended detention periods for cats and dogs and contributed to escalating costs.

Estimated annual holding costs at Hawkesbury City Council have risen sharply from $30,000 in 2023 to over $130,000 in 2025.

The strain on shelter resources is being felt acutely, with Hawkesbury facilities regularly reaching full capacity.

In instances where Hawkesbury cannot accept new impounded animals, Council has entered into an agreement with the City of Blue Mountains Council, incurring additional costs to secure temporary housing for animals.

Although the Blacktown Animal Rehoming Centre (BARC), constructed in 2023 and touted as the largest facility of its kind in the Southern Hemisphere, offers substantial infrastructure, it too has reached operational limits. Combined with overcrowding at Hawkesbury Animal Shelter, this presents a growing challenge for animal management across the region.

Council supports legislative reform that acknowledges these real-world operational pressures and encourages cost-effective, humane and accountable approaches to companion animal care.

Funding

Funding for Council’s Companion Animal Management Program is allocated through the Community Safety and Compliance team budget, supporting key initiatives that promote responsible pet ownership and safeguard community wellbeing.

Enforcements and rangers $417,693.81

Services - (eg. dog off-leash park maintenance) $155,224.95

Administration (incl. staffing) $83,743.00

Council also received $112,038.96 from the NSW Companion Animals Fund during the 2024-25 period. While this contribution supports the program, it does not fully offset the cost of service delivery.

Infrastructure investments: new off-leash parks

Council remains committed to enhancing public amenities for pet owners. In 2024-25, 2 new off-leash dog parks were delivered:

• Colbarra Reserve, West Pennant Hills – completed in May 2024

Investment: $294,372.00

• Gables Central Playing Fields (fenced off-leash zone) – opened in March 2025

Investment: $246,099.52

These projects, funded through the Asset Works and Project Team budget, represent a combined investment of $540,471.52 in community infrastructure designed to support safe, enjoyable pet exercise and recreation.

Report on capital works projects

(p 25) - top significant projects.

Carer’s Recognition Act - Carers Recognition Act 2010, s 8(2)

The Carer Recognition Act 2010 promotes greater awareness and acknowledgement of the vital role carers play in supporting individuals with disability, chronic medical conditions, mental illness, or those who are frail aged. In alignment with this legislation, Council remains committed to fostering a workplace culture that supports carers and recognises their contributions.

Council offers a range of internal programs and initiatives aimed at supporting employees who have caring responsibilities: (p 64-65)

• Employee Assistance Program: providing confidential support and counselling services

• RUOK? Day: encouraging mental health conversations and peer support in the workplace

• Annual Health and Wellbeing Expo: promoting physical and mental health awareness across staff. Additionally, employees are supported through access to flexible working arrangements and remote work options, enabling staff to better balance work commitments with family and carer responsibilities.

Council continues to review and enhance these offerings to ensure alignment with best practices in workplace wellbeing and legislative obligations.

Disability Inclusion Action Plan 20222026 - Disability Inclusion Act 2014, s 13(1)

Council is committed to building a socially just and inclusive community where everyone has equitable access to essential services and opportunities to enjoy a decent quality of life. We recognise that some individuals require additional support to overcome barriers and participate fully in community life.

To this end, our Disability Inclusion Action Plan was developed to improve accessibility across Council services and facilities, ensuring they are easier to navigate and more inclusive for all.

For a detailed overview of our progress, download the full Disability Inclusion Action Plan Report 2024-25

Swimming Pools Act and Regulations

- Swimming Pools Act 1992 (SP Act), s 22F(2) Swimming Pools Regulation 2018 (SP Reg) cl 23

Swimming pools

The Hills Shire Council’s Swimming Pool Inspection Program aims to reduce drownings and near-drownings in private backyard swimming pools, including spa pools, across New South Wales. The program is dedicated to ensuring the highest level of safety for young children in and around swimming pools.

To provide optimal protection for children, it is crucial that they are actively supervised whenever they are using swimming pools. Additionally, swimming pool barriers and fences must be compliant at all times. This inspection program is designed to identify non-compliant swimming pools, ensure necessary upgrades are conducted and raise awareness about swimming pool safety.

Swimming pool inspection program

The Swimming Pool Act 1992 mandates inspections of certain swimming pools and the establishment of a locally appropriate and affordable risk-based inspection program. Under this Act, it is the statutory obligation of Council to inspect swimming pools within its jurisdiction in accordance with the adopted swimming pool inspection program. This program applies to all swimming pools regulated under the Swimming Pools Act 1992, including spa pools.

The Hills Shire Council originally adopted its Swimming Pool Inspection Program in 2013. On March 25, 2025, a report was presented to Council with recommendations for the adoption of an updated swimming pool inspection program. During that meeting, Council resolved to place the inspection program on public exhibition. Following the provisions of the Local Government Act 1993, the program was exhibited and no submissions were received. As a result, the Swimming Pool Inspection Program was officially adopted.

The program requires Council staff to inspect properties with swimming pools and spas under specific circumstances:

1. Inspection as a result of a complaint

2. inspection at the request of a pool owner

3. inspection at the request of a pool owner – sale or lease

4. inspection of a tourist, visitor, multi occupancy development

5. inspection of development applications which have not been finalised

6. referral of complaints from Council’s internal staff

7. inspection of a child care centre / family day care premises

8. referral of complaints from private certifiers.

There are 21,777 registered pools in the Shire. Of these, 9,786 pools, which is 44.93%, have been inspected for compliance by either Council or a private certifier since the NSW Register was introduced in April 2016. Among the inspected pools, 3,874 were assessed by Council, giving Council a market share of 39.58%.

The

Legislation impacts

The current legislative process mandates that noncompliant swimming pools be reported to the relevant councils either 6 weeks after the certifier’s inspection, if the required works have not been completed, or immediately if a significant risk is identified.

In NSW, the laws governing pool fencing and childresistant barriers differ based on the construction date of the pool and its location. There are 3 different pool safety

standards that apply in NSW, depending on when the pool was constructed:

• AS 1926-1986, fences and gates for private swimming pools, which apply to pools constructed before 30 August 2008

• AS 1926.1 - 2007, swimming pool safety, part 1 safety barriers for swimming pools, which applies to pools constructed between 1 September 2008 and 30 April 2013

• AS1926.1 - 2012, swimming pool safety, part 1 safety barriers for swimming pools constructed after 1 May 2013.

The Act intends to promote the safety of young children by mandating the fencing of swimming pools. It requires pool owners to fence their pool and the immediate surrounding areas. The existence of 3 sets of standards, based on the construction date of the pool raises concerns. Our organisation has previously submitted feedback on several reviews of the Swimming Pools Act, highlighting that these varying standards create confusion among property owners and certifiers alike. In our view, they do not align with the intent of the Act or foster a clear understanding of pool safety. Additionally, allowing exemptions solely based on the construction date does not fulfill the Act’s purpose or, more importantly, guarantee the highest level of safety for the occupants of the premises.

The NSW Department of Fair Trading has advised pool inspectors that all pools must be assessed under the current Australian Standard AS 1926.1 – 2012, unless the inspecting certifier has documentary evidence of a pool and barrier in place and being compliant on or before 31 August 2008. If a barrier is found to be non-compliant with this standard during an inspection, a Certificate of Compliance cannot be issued even if rectifying the noncompliance does not require substantial alterations to the barrier.

In September 2024, we received correspondence from the NSW Building Commission in relation to the application of AS 1926.1- 1986 when assessing the Certificate of Compliance. He advised:

1. “If you cannot in detail demonstrate (by documentary evidence) what pool and barrier was existing in place on 31 August 2008 and show that it was on that date fully compliant with AS1926 (1986) and Part 2 of SP Regulation 1998, you must not issue the Certificate of Compliance.

2. If you do not meet A) above, it will also be impossible for you at the inspection to compare the 2008 barrier with the current barrier and you must not issue a Certificate of Compliance

3. If at your inspection you find the barrier has a noncompliance with AS1926 (1986) or Part 2 of SP Regulation 1998, you must not issue a Certificate of Compliance. This applies even if fixing the barrier’s non-compliance does not involve the barrier being substantially rebuilt or altered.”

“If, after considering the above, you decide to issue a Certificate of Compliance per ‘Complied with AS1926 (1986)’, under Requirement 9 of the Code of Conduct you will need to as a certifier have documented your reasons and fully explained your decision to do so.”

In summary, if a swimming pool does not comply with the current standards, or if it failed to meet the 1986 standard at the time of inspection, a compliance certificate must not be issued. Instead, an upgrade to the current standard is required. This has led to a significant increase in the number of pools needing upgrades.

Certifiers are following the recommendations from NSW Fair Trading and are identifying a higher number of swimming pools as ‘significant risk’ or non-compliant with older standards and subsequently requiring upgrades to the current 2012 standard. According to current legislative processes, non-compliant swimming pools must be reported to the relevant councils 6 weeks after the certifier’s inspection if the necessary work has not been completed, or immediately when significant risk is identified. As a result of this advice from NSW Fair Trading, The Hills Shire Council continues to see an increase in referral reports from private certifiers of ‘significant risk’ pools.

The industry has been advocating for a unified approach that would enforce a single standard, leading to greater consistency among inspectors and other officials. Given NSW Fair Trading’s documented interpretation of the swimming pool standards regarding significant risk, it would be advisable for the NSW Government to consider updating relevant laws, including AS1926, as well as the Swimming Pools Act and Regulation.

The General Manager has written to the Commissioner of Fair Trading several times expressing concerns about the 3 different pool fence standards for AS 1926.1, the

advice given to private certifiers as to what represents a ‘significant risk’ and the impact on Council when pools categorised as a ‘significant risk’ are referred for investigation and enforcement. The Commissioner has acknowledged multiple versions of the pool fencing standard and has indicated that this issue will be considered in future reviews of the Swimming Pools Act 1992.

Outstanding pools

Due to an increase in inspections and enhanced enforcement procedures, the number of outstanding pools that Council staff are addressing has decreased by 40 compared to the previous financial year.

New

Australian Standard – AS 1926.1 – 2024

AS 1926.1 -2024 has been released but has not been adopted in NSW as yet. It is likely to be adopted in 2025 and will have some positive impacts on the team with clearer definitions, diagrams and changes in relation to vegetation and non-climbable zones. Unfortunately, this will now mean that staff will have to contend with 4 different pool standards.

Education

The implementation of the swimming pool inspection program has been supported by various educational opportunities, including information sessions, local community meetings and media releases.

The implementation of the swimming pools inspection program has been underpinned by various educational opportunities, including the dissemination of information through information sessions, local community meetings and media releases.

In line with the Royal Life Saving Society ‘Keep Watch’ campaign, Council’s Regulatory Services Team has developed a range of resources and public awareness materials to assist in raising awareness among backyard swimming pool owners and the broader community. Council’s website has been updated to provide current information on the changes to the swimming pool laws along with direct links to relevant websites, including the State Government Swimming Pool Register (www. swimmingpoolregister.nsw.gov.au), fact sheets and swimming pool checklists. Additionally, information has been shared with the community through local media outlets.

Council staff have also prepared pamphlets promoting Council’s Swimming Pool Team and the range of services they offer.

Mapping of data

Current data, sourced from Council licence records and the NSW Swimming Pools Register, is routinely processed to create a mapping layer. This layer clearly identifies the location of swimming pools on properties and indicates whether these pools are registered with Council.

Aerial identification of swimming pools has been compared with specific addresses in the NSW Register and Council’s pool licence database. This analysis revealed a significant number of pools that are either unregistered or not known to The Hills Shire Council.

Resourcing and audit

The Hills Shire local government area has one of the highest rates of pool/spa ownership in NSW, with an estimated 1 in 3 properties having a pool or spa. Since the establishment of the NSW Swimming Pool register in 2016, Council’s 3 full-time inspectors, along with external private certifiers, have conducted inspections on 9,786 pools and spas. Council’s 3 inspectors are supported by a team of group support officers and they implement Council’s adopted policies and procedures based on a risk assessment approach. Due to the high volume of inspections, the service provided is primarily reactive.

The prompt follow-up and rectification of non-compliant pools present a significant reputational risk for Council. As a result, an audit was included in the Audit Program in December 2021 to address the inherent risks associated with this process.

An internal audit was also conducted in April 2025 to evaluate the activities and operations of the swimming pool team. The audit revealed that Council has systems and processes in place for the management of Council’s Swimming Pool Inspection Program and its swimming pool compliance activities. While there are many swimming pools identified as non-compliant, Council staff have implemented measures to minimise the associated risks.

Making information availableGovernment Information (Public Access) Act 2009, s 125(1) Government Information (Public Access) Regulation 2018, cl 8, Schedule 2

The Government Information (Public Access) Act (GIPA), is NSW Government legislation that requires councils to have ‘Open Access Information’ available on their websites so that members of the public can easily access council documents and information. This information includes most documents created by Council and information supplied to Council by external organisations or individuals.

Not all information can be disclosed. Some information may be protected by the Privacy and Personal Information Protection Act 1998 (PPIPA), which regulates how personal information is collected, used and disclosed by public authorities. Other information may be exempt from disclosure if there is an overriding public interest against it. The GIPA Act provides a framework for balancing the right to information with the need to protect sensitive or confidential information.

Public interest disclosure (PID) - Public Interest Disclosures Act 1994,

s 31 Public Interest Disclosures Regulation 2011, cl 4 (p51)

The Public Interest Disclosures Act 1994 (PID Act) is another NSW legislation that encourages public officials to report serious wrongdoing in the public sector. It applies to all public authorities in NSW, including government departments, agencies, corporations, councils, land councils, schools, universities and hospitals.

All public authorities are required to have a policy that explains how they will receive, assess and handle public interest disclosures (PIDs) under the PID Act.

The PID Act protects public officials who make public interest disclosures (PIDs) from reprisal or detrimental action. It also requires public authorities to have a policy and a system for receiving, assessing and handling PIDs. A PID is a report of serious wrongdoing, such as corruption, maladministration, serious waste of public money, breach of public trust, or danger to public health or safety.

Planning agreements - Environmental Planning and Assessment Act 1979, S 7.5(5)

There are a number Voluntary Planning Agreements to which Council is a party. A Voluntary Planning Agreement (VPA) is an agreement entered into by a planning authority and a developer. Under an agreement a developer agrees to deliver public benefits. These can include the dedication of land to Council, monetary contributions, construction of public infrastructure (including traffic and transport works), community facilities, affordable housing, any other material public benefit or any combination of these.

VPAs cannot be entered into unless public notice has been given and an explanatory note is made available for inspection for at least 28 days. The Environmental Planning and Assessment Regulation 2001 requires that Council maintain a planning agreement register for public inspection. The register must include:

• A short description of any VPA that applies to the area of Council

• the date the agreement was entered into

• the names of the parties

• the land to which it applies.

Particulars of compliance with and effect of planning agreements in force during 2024-25 (see table below).

VPA

3/2018/ VPA 10 Jan 17 Castle TowersShowground Road upgrade (6-14 Castle Street, Castle Hill)

4/2018/ VPA 12 Mar 15 Box Hill North Precinct

5/2018/ VPA 19 Jun 18 Hills of Carmel Estate, Box Hill Precinct

Monetary contribution of $15,000,000 to be paid to TfNSW along with dedication of the relevant land and creation of an easement towards Showground Road upgrade works.

Construction and dedication of all infrastructure items listed in CP16 Box Hill North Precinct totalling $220,035,736 in lieu of S7.11 contribution payments.

Construction and dedication (including land) of various traffic and drainage works within CP15 totalling $43,928,088 in lieu of S7.11 contribution payments.

Benefits not yet delivered. Monetary contributions have been made to TfNSW.

Works and land totalling $135,401,360 delivered as of 30 June 2025.

Works and land totalling $46,448,085.5 (indexed value) delivered as of 30 June 2025.

7/2018/ VPA 13 Aug 13 64 Mackillop Drive, Norwest

Monetary contribution of $742,000 towards drainage works and bioretention; construction and dedication (including land) of a local park with the on-site stormwater detention tank.

9/2018/ VPA 28 Feb 17 7 Maitland Place, Norwest

11/2018/ VPA 25 Jul 17 Lot 5 Commercial Road, Rouse Hill

12/2018/ VPA 11 Sep 18 582 and 582A Old Northern Road, Dural

Monetary contribution of $4,532,719; construction and dedication (including land) of new local road connection through the site.

Monetary contributions of $1,998,000 towards active open space; construction and dedication (including land) of an extension of Green Hills Drive and turfing of a new pocket park.

Monetary contribution of $1,086,000 comprising $1,026,000 towards local infrastructure upgrades and $60,000 towards local pedestrian access improvements.

Monetary contribution of $798,096 (indexed value) paid and basin land dedicated as of 30 June 2025. Park is yet to be constructed.

Benefits not yet delivered.

VPA No. Date VPA name

13/2018/ VPA May 2019 8 Solent Circuit, Norwest

14/2018/ VPA 21 Aug 19 93-107 Cecil Avenue and 9-10 Roger Avenue, Castle Hill

Description of benefits (calculation based on maximum lots per agreement excluding indexation) Status as of 30 June 2025

Monetary contribution of $1,200,000 towards local public infrastructure improvements.

The total quantum of the monetary contribution will be calculated once the development has development consent and the configuration of units is known.

Unit rate: 1-bedroom $25,000, 2-bedroom $32,092, 3-bedroom $36,525, commercial $150/ m2; construction and dedication (including land) of the public pedestrian right of way.

Benefits not yet delivered.

16/2018/ VPA 18 Mar 20 40 Solent Crescent, Norwest

1/2022/ VPA 7 Sep 21 Circa Precinct, Bella Vista

Monetary contribution valued at $16,142,200; plus land easement of public access land, works towards Norwest Lake lighting and security ($1,000,000) and Solent Circuit (East) and Norwest Boulevard traffic lights ($1,500,000).

Benefits not yet delivered.

2/2022/ VPA 8 Sep 21 2-4 Burbank Place, Norwest

3/2022/ VPA 4 Nov 21 25-31 Brookhollow Avenue, Norwest

4/2022/ VPA 21 Feb 22 Mackillop Drive, Norwest (5/2018/ PLP)

1/2023/ VPA 22 Aug 22 21-23 Lexington Drive, Bella Vista

Monetary contribution of $3,340,223 (indexed value) paid and traffic lights of $1,500,000 delivered as of 30 June 2025.

Land Dedication of $5,600,000 and monetary contribution of $1,000,000 for open space link to Bella Vista Farm Park. Plus, developer contributions payable as a % of capital investment value of any development application. Monetary contribution of $1,000,000 (indexed value) paid and land of $5,600,000 dedicated as of 30 June 2025.

Total monetary contributions payable at 3% of the construction cost of proposed development towards local infrastructure and public domain improvements:

- 2% within the precinct and its vicinity

- 1% within immediate proximity to the land including Strangers Lake and Burbank Place.

Monetary contribution calculated at 2.5% of the proposed cost of the proposed development plus $1,201,950 of works comprising $924,000 towards public plaza embellishment and $277,950 towards traffic and pedestrian upgrade along Brookhollow Avenue.

Monetary contribution of $3,077,725 towards public domain ($700,000), active open space ($800,000), traffic within Norwest ($400,000) and other local infrastructure ($1,177,725); additional contributions of $26,275.51 per dwelling applies above the 270th dwelling; plus, land dedication of $1,350,000 and works totalling $2,000,000 towards various specific embellishments and public access provisions.

Monetary contribution calculated at 2.8% of the estimated construction cost for any portion of GFA over and above 20,400m2 approved in the existing DA towards local infrastructure and public domain improvements within the precinct and its vicinity.

Benefits not yet delivered.

VPA No. Date VPA name

2/2023/ VPA 31 Oct 22 14-16 Brookhollow Avenue, Norwest

3/2023/ VPA 20 Oct 22 55 Coonara Avenue, West Pennant Hills

Description of benefits (calculation based on maximum lots per agreement excluding indexation) Status as of 30 June 2025

Total monetary contributions payable at 3% of the construction cost of proposed development towards local infrastructure and public domain improvements:

- 2% within the precinct and its vicinity

- 1% within the immediate proximity to the land along Brookhollow Avenue.

Total monetary contribution of $2 million (based on 417 dwellings) and is to be calculated at $4,796.17 per dwelling.

4/2023/ VPA 3 Oct 23 346-350 Old Northern Road, Castle Hill

1/2024/ VPA 6 Nov 23 Gables – Central Playing Fields embellishment

Total monetary contribution of $690,000 towards upgrade of Palisander Place Reserve ($180,000) and other local infrastructure ($510,000); constructions comprise a 60m deceleration lane on Old Northern Road ($100,000) and provision of a 1.2m wide concrete footpath ($90,000).

The developer will deliver a premier-level hockey facility in lieu of the base level facility as per the original VPA. Council to reimburse the developer up to a maximum value of $11.248 million, using the State VPA funding received by Council (subject of a separate agreement between Council and State Government).

Benefits not yet delivered.

Monetary contribution of $2,033,173 (indexed value) paid as of 30 June 2025.

Benefits not yet delivered.

2/2025/ VPA 3 Sep 24 7-15 Columbia Way, Norwest

Monetary contribution calculated at 2.8% of the development cost offset by the value of works; Plus, land dedication and works towards full road construction ($4,839,443) or half width road reconstruction ($3,995,938.08) of Columbia Way and a new local road ($755,000).

The work is delivered as of 30 June 2025.

Benefits not yet delivered. Note: VPA document is executed, however, it is currently operating as a Deed and will become a VPA once rezoning occurs.

Environment Planning and Assessment Regulation 2021 cl 218A(1) Reg 218A (2)(a),(b),(c),(d),(e),(f),(g) Refer to Note F3 of the Financial Statements. Under section 218A of the Environmental Planning and Assessment Regulation 2021, Council must disclose, in its annual report, h ow development contributions and development levies have been used or expended under each contribution plan, including a detailed breakdown of contributions expenditure by project . FY 2024-2025

North Kellyville CP13NKNR04 Barry Road (bypass) and Withers Road intersection

(West) upgradedesign

North Kellyville CP13NKT02 Withers/Barry bypasstraffic signals

CP15Box Hill Precinct CP15ANNAGROVERD Annangrove Road, Rouse Hilldesign

CP15Box Hill Precinct CP15BH01A Caspian and Yakut Streets basin design (BH01A)

CP15BH01B Memsie and Hedgewood Streets basin design (BH01B)

CP15BH01C Meydan and Hedgewood Streets basin design (BH01C)

CP15BH02A Terry Road, Box Hill-basin, raingarden, drainage

CP15BH02B Terry Road, Box Hillbasin, raingarden, drainage

CP15BH03B Combined basin, raingardens and drainage structures

Box Hill Precinct

CP15

CP15Box Hill Precinct

CP15Box Hill Precinct CP15LOCALBHLP01 Hannaford Avenue Reserve

CP15Box Hill Precinct CP15LOCALBHLP02 Stockhorse Reservedesign

CP15Box Hill Precinct CP15BHNR01A New Main RoadMt Carmel RoadWindsor Road to KCP

CP15Box Hill Precinct CP15BHNR06A Water LaneHynds Road to Aurora (new road)

CP15Box Hill Precinct CP15BHNR09 New RoadTown Centre Road between Terry and Mason Roads

CP15Box Hill Precinct CP15BHPF02 Hereford Reserve, Box Hilldesign

CP15Box Hill Precinct CP15BHPF03 Playing fieldsSunnyhill Parkway Sports Complex

CP15Box Hill Precinct CP15BHR05 Mt Carmel Drive/Valetta Drive/OPTintersection

Box Hill Precinct CP15BHR06 Boundary Road and George Street intersection signal

CP15Box Hill Precinct CP15BHR07 Intersection upgrade Boundary, Brahma Road

CP15Box Hill Precinct Land Only item2 Lot 3 DP 237578, 37 Terry Road

CP15Box Hill Precinct CP15BHRU06B Mason Road, Box Hill Road upgrade design

CP15Box Hill Precinct CP15CYCLEWAYS001 Anthony Skarratt Reservecycleways

CP15Box Hill Precinct CP15HWLR Half-width Road construction adjoining nondevelopable land

CP15HWLRWIK0201 WIK offset 52A Terry Road, Box Hill

CP15Box Hill Precinct CP15HWLRWIK0501 WIK Reimb 273283 Annangrove Road, Box Hill

CP15Box Hill Precinct CP15HWLRWORK001 Anthony Skarratt

CP15LOCALBHLP08 Rainforest Street ReserveThe Water Lane and Grandhill Parkway

CP15RGSPC03 Annangrove Road (opposite house no 342) raingarden

Box Hill

Old Castle Hill Road and Gilham Street

State funded capital works

The following infrastructure and capital works projects have been proudly funded by the NSW State Government.

Project

Castle Hill Showground, Castle Hill - pedestrian bridge design

Box Hill Fire Station - facilities and tanker bay upgrades (RFS)

Sackville North Training Centre phase 2 (RFS)

Bella Vista Community Centre early design works and concept plan

Castle Hill Showground - renew dog ring amenities building

Castle Hill Showground - refurbish external pavilion (old laundry)

The Water Lane Reserve, Box Hill - playing fields

Anthony Skarratt Reserve, Box Hill - play space

Cattai Creek corridor revitalisation

Bernie Mullane Sports Complex, Kellyville - Livvi's Playground upgrades

Fred Caterson Reserve, Castle Hill - fields 1, 2& 3 upgrade and refurbishment

Central Playing Fields, Gables - hockey complex

William Harvey Reserve - basketball shooting circle (LSCA582)

Arnold Avenue Reserve, Kellyville - cycleway loop (LSCA580)

AH Whaling Reserve - pathway link (LSCA578)

Castle Hill Heritage Park - long hut seating (LSCA573)

George Thornton Reserve, West Pennant Hills - drinking fountains (LSCA572)

Bernie Mullane Sports Complex, Kellyville - install seating near dam and off leash areas (LSCA581)

Coolong Reserve, Castle Hill - shade for playground

Bundara Way Reserve, Baulkham Hills - playground renewal

Norwest Boulevard from Windsor Road to Old Windsor Road - shared pedestrian/cycleway

Castle Hill Public School redevelopment works

Baker Crescent Shops, Baulkham Hills - design and rejuvenation of street/shop fronts including McBurney Reserve

Annangrove Road, Rouse Hill between Windsor Road and The Water Lane/Withers Road - design for reconstruction works

Samantha Riley Drive, Kellyville - street tree planting scheme

Relocation of 2 bus stop shelters - Windsor Road, Baulkham Hills

Pages Wharf Road, Sackville North - embankment reconstruction

Mitchells Road, Sackville North - embankment stabilisation

Chapel Hill Road, Sackville North - embankment stabilisation

River Road embankment stabilisation and drainage work along various sections of River Road 16 sites

River Road AGRN1025 DRFA embankment stabilisation works at site 2 CH15692

Green Road, Castle Hill - from Cattai Creek Drive to Samantha Riley Drive - mill and fill and kerb and guttering renewals

Annangrove Road and Edwards Road - roundabout - construction

Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill - signalised intersection

Mason Road/Old Pitt Town Road/Nelson Road, Box Hill - roundabout

continued over page

Project

Blue Gum Road, Kenthurst - between Shoplands Road to Pitt Town Road - install guideposts, edge line, roadside barriers and signage

Annangrove Road and Edwards Road - roundabout construction

Mount Carmel Drive, Box Hill - signalised intersection at Old Pitt Town Road/Valletta Drive

Sanctuary Drive, Rouse Hill - road safety improvements

Foxall Road street lighting upgrade and raised wombat crossing upgrade

Dorrigo Road/Barry Road/Greenmount Street intersection, North Kellyville - roundabout construction

Terry Road, Box Hill - basin, raingarden and drainage structure - D&C

Terry Road, Box Hill - culvert crossing B

Upgrade of flood warning infrastructure - various locations

The following infrastructure and capital works projects have been proudly funded by the NSW State Government in association with The Hills Shire Council.

Project

Green Road, Castle Hill - from Cattai Creek Drive to Samantha Riley Drive - mill and fill and kerb and gutter renewals

Bundara Way Reserve, Baulkham Hills - playground renewal

Upgrade of flood warning infrastructure - various locations

Crown Land funding grants

• Department of Planning and Environment: Crown Reserves Improvement Fund - $9,823 (incl GST) (The Deep Hole Reserve, Kenthurst).

Supplier expenditure greater than $150,000 cl 217(1)(a2)

Samantha Riley Drive streetscaping

Legal proceedings Cl 217(1)(A3)

The table below summarises the amounts incurred by Council during the year in relation to legal proceedings taken by or against it.

Description

Total costs expended

Total spending on all legal proceedings

$655,433.87

Total costs recovered -$226,971.12

Total costs incurred

$428,462.75

The table below is a summary of the major litigation proceedings involving Council and the result. This comprises Class 1 Development Application Appeals in the NSW Land and Environment Court to which The Hills Shire Council has been a party during the period 1 July 2024 and ending 30 June 2025.

The table does not include legal proceedings under insurance arrangements, related to worker’s compensation or industrial relation matters and other legal proceedings involving The Hills Shire Council such as Local Court matters.

Class 1 proceedings

Matter Description

Property – 5 Rembrandt Drive, Baulkham Hills

Property – 39-43 Highbury Road, North Kellyville

Property – 582 and 582A Old Northern Road, Dural

Appeal against the actual refusal of Development Application No.1339/2022/HA for the demolition of all existing structures inorder to construct a 2-storey ‘Centre-Based Child Care Facility’ catering for 52 children with parking for 16 vehicles within a basement level.

Appeal against the actual refusal of Development Application No. 548/2023/HA for a 106 place ‘Centre-Based Child Care Facility’.

Appeal against the deemed refusal of Development Application No. 256/2023/HC for the demolition of existing structures and construction of a torrens title/community title subdivision to create 27 residential lots with detached dwellings and associated works. The proposal is defined as Integrated Development under the provisions of Section 4.46 of the Environmental Planning and Assessment Act, 1979, as approval is required from the Rural Fire Service under the provisions of the Rural Fires Act, 1997.

Status of proceedings and result (if finalised)

Matter resolved

Property – 14 Telfer Road, Castle Hill

Property – 38-40 Kathleen Avenue, Castle Hill

Property – 34-36 Terry Road, Box Hill

Property – 513 Wisemans Ferry Road, Cattai

Property – 123 Arnold Avenue, Kellyville

Appeal against the deemed refusal of Development Application No. 872/2023/ZA for an infill subdivision creating 6 residential lots including new road, demolition and landslide risk stabilisation.

Appeal against the deemed refusal of Development Application No. 1139/2023/HA for a terrace style residential development comprising 32 terraces with basement parking.

Appeal against the deemed refusal of Development Application No. 1625/2022/JP for the construction of 8 residential flat buildings containing 637 apartments over basement car parking over two development lots on the land.

Appeal against the actual refusal of Development Application No. 1522/2023/ZD for carrying out of a subdivision creating 5 community title rural residential lots and one association lot (rural cluster).

Appeal against the deemed refusal of Development Application No.1587/2023/HA for the demolition of existing structures and identified trees and construction of a 2-storey 90 placed childcare centre with car parking over basement level.

Matter resolved

Matter Description

Property – 257 McClymonts Road, Kenthurst

Property – 29 Annabelle Crescent, Kellyville

Property – 25 Astoria Park Road, Baulkham Hills

Property – 47A Blue Gum Road, Kenthurst

Appeal against the actual refusal of Development Application No. 806/2023/ZD for subdivision creating five community title rural residential lots and one association lot including demolition of some existing structures and dam dewatering (rural cluster).

Appeal against the deemed refusal of Development Application No.1301/2023/HA seeking consent for the demolition of existing structures and construction of a 2-storey 58 place centre-based childcare facility with basement parking for 20 vehicles.

Appeal against the actual refusal of Development Application No. 89/2024/HA for the demolition of existing structures and constructions of a 50-place centre-based childcare facility.

Appeal against the refusal by the Local Planning Panel of Development Application 1227/2023/HA on 19 July 2023 for the construction of a new mobile telecommunications facility comprising a monopole, antennas, remote radio units, ancillary equipment and equipment shelter.

Status of proceedings and result (if finalised)

Matter resolved

Property –116 Old Pitt Town Road, Box Hill

Property – 119-121 Showground Road and 11-13 Sexton Avenue, Castle Hill

Property – 1-19 Hughes Avenue, 20-36 Middleton Avenue and 34 Dawes Avenue, Castle Hill

Property – 81 Castle Hill Road, West Pennant Hills

Property – 12 Pearce Street, Baulkham Hills

Property – 79 Showground Road, Castle Hill

Property – 564 Cliftonville Road, Lower Portland

Appeal against the deemed refusal of Development Application No. 503/2024/HA for centre based childcare facility for 135 children.

Appeal against the deemed refusal of Development Application No. 357/2024/HA demolition of existing structures, lot consolidation, tree removal and construction of a part 8, part 9 storey residential flat building containing 68 apartments over basement parking with associated landscaping, public domain works and stratum subdivision.

Appeal against the actual refusal of Development Application No. 717/2023/JP for the demolition of existing structures, consolidation of land, construction of 4 residential flat buildings consisting of 350 units, basement parking, landscaping, stormwater drainage and site works.

Appeal against the deemed refusal of Development Application No. 893/2024/LD for the construction of a 3-storey dwelling with an inground swimming pool and external landscaping.

Appeal against the actual refusal of Development Application No. 221/2024/HA for the demolition of existing structures and construction of a centre based childcare facility for 82 children.

Appeal against the Development Control Order – stop work order – Order No. 2 issued on 4 July 2024.

Appeal against the actual refusal of Modification Application No. 1598/2019/ZD/A seeking modification to conditions under Section 4.55 (1) to a subdivision creating 5 community title rural residential lots and one association lot (rural cluster) to reduce the number of trees to be removed, amend Condition 16 relating to Biodiversity Offsetting to reduce the number of credits required and remove the building platform restriction under Condition 62 in relation to the subject property.

Matter resolved

Property – 52-60 Fairway Drive, Norwest

Appeal against the deemed refusal of Development Application No. 23/2025/ZD for the staged subdivision of Lots 11, 14, 15 and 16 in DP 1198944 and Lot 11 in DP 1285723 to create 1 torrens title residential lot, seven community title lots and one community association lot over two stages including vegetation removal, bulk earthworks, new roads including a bridge, drainage and the installation of utility services at the subject property.

Matter resolved

Matter resolvedappeal dismissed

Matter resolved

Matter discontinued

Matter

Property – 143 Glenhaven Road, Glenhaven

Property – 2 & 3 Ross Place, North Kellyville

Property – 116 Annangrove Road, Annangrove

Property – 67-69 Stringer Road, North Kellyville

Description

Appeal against the Development Control Order – stop work order – Order No. 2 issued on 2 August 2024 regarding works being carried out contrary to an approved Complying Development Certificate.

Appeal against refusal of Development Application No. 938/2023/ ZD for the subdivision of a community title subdivision of 14 residential lots, 1 association lot and associated road construction and civil works.

Appeal against Development Control Order No. 1 – stop using premises in contravention of a planning approval, recreation facility (indoor) at the subject property.

Appeal against deemed refusal of Development Application No. 739/2024/ZD for the demolition of existing structures and removal of vegetation, community title subdivision of land to create 22 residential lots and 1 community lot, with construction of roads and civil works.

Status of proceedings and result (if finalised)

Matter resolved

Property – 17 Hilda Road, Baulkham Hills

Property – 126A Cattai Ridge Road, Glenorie

Property – 197-199 Old Northern Road, Castle Hill

Property – 24 Oakes Road, West Pennant Hills

Property – 38-46 Orange Grove, Castle Hill

Appeal against deemed refusal of Development Application No. 453/2025/HA for demolition of existing buildings and ancillary structures and construction of a 68-place childcare centre on the land.

Appeal against Development Control Order No. 1 – stop use and No. 10 restore works issued on 17 October 2024 regarding unauthorised moveable dwellings and to stop use of the subject premises as a multi dwelling housing estate.

Appeal against actual refusal of Development Application No. 1409/2023/HA which seeks consent for demolition of existing structures and construction of a multi dwelling housing development containing 10 units.

Appeal against Development Control Order No. 3 – demolish works order dated 19 November 2024 concerning a concrete block retaining wall and associated fill constructed at the subject property.

Appeal against refusal of Development Application No. 485/2025/ HA – seeking consent for the consolidation of 5 lots into 1 and construction of 10 attached 2-storey, multi-dwelling units, 10 attached 3-storey multi-dwelling units, basement parking and associated landscaping.

Matter ongoing

Property – 13 Terry Road, Box Hill

Property – 9 Ashford Avenue, Castle Hill

Property – 301 Samantha Riley Drive, Kellyville

Property – 85 Windsor Road, Norwest

Appeal against the deemed refusal of Development Application No. 856/2025/JP seeking modification of an application concerning a residential flat building.

Appeal against the deemed refusal of Development Application No. 991/2025/HA seeking consent for the demolition of existing buildings and the construction of a 7-storey co-living development.

Appeal against the deemed refusal of Development Application No. 699/2025/JP seeking consent for the construction of a mixeduse development, comprising 6 buildings including residential flat buildings, childcare and shop top housing and associated works including landscaping, roads, carparking and a playground.

Appeal against the deemed refusal of Development Application No. 681/2025/ZE seeking consent for a small lot housing development and subdivision.

Matter resolved

Matter ongoing

Matter resolved

Matter ongoing

Matter discontinued

Matter ongoing

Matter discontinued

Matter ongoing

Matter Description

Property – 87 Windsor Road, Norwest

Property – 48 Pitt Town Road, Kenthurst

Property – 9 Cook Street, Baulkham Hills

Property – 52-60 Fairway Drive, Norwest

Appeal against the deemed refusal of Development Application No. 601/2025/ZE seeking consent for a small lot housing development and subdivision.

Appeal against the deemed refusal of Development Application No. 981/2022/HA/B seeking modification to the approved demolition of existing structures and construction of a 2-storey dwelling, swimming pool, illuminated tennis court, detached garage, shed and use of existing dwelling as a secondary dwelling.

Appeal against the deemed refusal of Development Application No. 879/2025/HA for the demolition of existing structures, removal of trees and the construction of a 100-place centre based childcare facility.

Appeal against the refusal of Development Application No. 23/2025/ZD on 15 November 2024 seeking development consent for staged subdivision of Lots 11, 14, 15 and 16 in DP1198944 and Lot 11 in DP1285723 to create torrens title lots, community title lots, tree removal, bulk earthworks, new roads including a bridge, drainage and the installation of utility services.

Status of proceedings and result (if finalised)

Matter ongoing

Property – 85 Kemp Place, Glenorie

Property – 7 Wychwood Place Castle Hill

Property – 205 Maguires Road, Maraylya

Appeal against the deemed refusal of Development Application No. 1030/2025/ZD for the Subdivision to create 4 rural residential community lots and one community association lot (rural cluster).

Appeal against the deemed refusal of Development Application No. 1469/2025/LD lodged on 2 April 2025 for the demolition of existing structures and construction of a 2-storey dwelling with basement parking, in-ground swimming pool and associated works for the property.

Appeal against the deemed refusal of Development Application No. 40/2025/ZB for the subdivision to create 8 rural residential lots including demolition, vegetation removal, earthworks and basin for the property.

Matter ongoing

Cockyane Reserve, Castle Hill

Navigational information

This section includes indexes, a glossary and contact information.

Global Reporting Initiative index

Disclosure

Organisational profile

Location

2-1 Organisation details (name, ownership and legal form, location, country) p 4, pp 29-30

2-2 Entities included in the organisation’s sustainability reporting The Hills Shire Council

2-3 Reporting period, frequency and contact point p 4 About this report

2-4 Restatements of information (errors from last year) NIL

2-5 External assurance

Activities and workers

Financial statements

2-6 Activities, value chain and other business relationships pp 10-12, p 32

2-7 Employees pp 56-62

2-8 Workers who are not employees pp 70-71

Governance

2-9 Governance structure and composition pp 47-53

2-10 Nomination and selection of the highest governance body pp 40-53

2-11 Chair of the highest governance body pp 41-42

2-12 Role of the highest governance body in overseeing the management of impacts pp 40-41

2-13 Delegation of responsibility for managing impacts pp 47-53

2-14 Role of the highest governance body in sustainability reporting

Council endorsement of Annual Report

2-15 Conflicts of interest pp 49, 50

2-16 Communication of critical concerns p 47

2-17 Collective knowledge of the highest governance body p 47

2-18 Evaluation of the performance of the highest governance body pp 50-53

2-19 Remuneration policies p 65

2-20 Process to determine remuneration p 65 Strategy, policies and practices

2-22 Statement on sustainable development strategy pp 17-19

2-23 Policy commitments p 41

2-24 Embedding policy commitments pp 73-74

2-25 Process to remediate negative impacts pp 47-53

2-26 Mechanisms for seeking advice and raising concerns pp 33, 47

2-27 Compliance with laws and regulations p 135 onwards

2-28 Membership associations p 140

Stakeholder engagement

2-29 Approach to stakeholder engagement pp 32-33

2-20 Collective bargaining agreements

Economic performance

EA6 p 63

201-1 Direct economic value generated and distributed pp 23-28; Financial statements

201-2 Financial implications and other risks and opportunities due to climate change pp 23-28

201-3 Defined benefit plan obligations and other retirement plans

Financial statements

201-4 Financial assistance received from the government pp 23-28; pp 159-160

Disclosure

Indirect economic impacts

203-1 Infrastructure investments and services supported pp 74-133

203-2 Significant indirect economic impacts pp 23-28

Procurement practices

204-1 Proportion of spending on local suppliers pp 161-169

Anti-corruption

205-1 Operations assessed for risks related to corruption pp 47-53

205-2 Communication and training about anti corruption policies and procedures pp 50-51

205-3 Confirmed incidents of corruption and actions taken NIL

Anti-competitive behaviour

206-1 Legal actions for anti-competitive behaviour, anti-trust and monopoly practices NIL

Energy

302-1 Energy consumption within the organisation p 130

302-2 Energy consumption outside the organisation p 130

302-4 Reduction of energy consumption p 130

Water

303-3 Water withdrawal p 130

303-5 Water consumption p 130

Biodiversity

304-2 Significant impacts of activities, products and services on biodiversity pp 123-133

304-3 Habitats protected or restored pp 123-133

304-4 ICUN Red List species and national conservation list species with habitats in areas affected by operations pp 123-133

Emissions

305-2 Energy indirect (Scope 2) GHG emissions

pp 123, 130

305-5 Reduction of GHG emissions pp 123, 130

Waste

306-1 Waste generation and significant waste-related impacts

pp 123, 130 pp 126-127

306-3 Waste generated pp 123, 130 pp 126-127

306-4 Waste diverted from disposal pp 123, 130 pp 126-127

306-5 Waste directed to disposal pp 123, 130 pp 126-127

Employment

401-1 New employee hires and employee turnover pp 60-62

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

401-3 Parental leave

Occupational health and safety

Local Government (State) Award

403-1 Occupational health and safety management system pp 67-68

403-2 Hazard identification, risk assessment and incident investigation pp 67-68

403-3 Occupational health services pp 67-68

403-4 Worker participation, consultation and communication on occupational health and safety pp 67-68; JCC -p68

403-5 Worker training on occupational health and safety pp 67-68

403-6 Promotion of worker health p 64

Disclosure

403-8 Workers covered by an occupational health and safety management system pp 67-68

403-9 Work-related injuries pp 67-68

403-10 Work-related ill health pp 67-68

Training and education

404-1 Average hours of training per year, per employee by gender and by employee category 17.09 hours p 66

404-3 Percentage of employees receiving regular performance and career development reviews 98.77%

Diversity and equal opportunity

405-1 Diversity of governance bodies and employees pp 42-46, pp 61-64

Child labour

408-1 Operations and suppliers at significant risk for incidents of child labour pp 136-139

Forced or compulsory labour

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour pp 136-139

Local communities

413-1 Operations with local community engagement, impact assessments, and development programs pp 32-36

Public policy

415-1 Political contributions p 139

Customer privacy

418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data NIL

Current strategies and plans

• Asset Management Strategies

• Bike Plan

• Castle Hill Precinct Plan

• Child Safe Policy

• Code of Conduct

• Community Engagement Strategy

• Communications and Marketing Strategy

• Community Participation Plan

• Community Safety Plan

• Contributions Plan

• Cultural Action Plan

• Development control plans

• Disability Inclusion Action Plan (DIAP)

• Economic Growth Plan

• Environment Strategy

• Footpath Strategy

• Positive Ageing Strategy

• Housing Strategy

• Internal Audit Plan

• Integrated Transport and Land Use Strategy

• Library Services Strategy

• Local Environment Plan 2019

• Local Strategic Planning Statement

• Norwest Precinct Plan

• Plans of Management

• Privacy Management Plan

• Productivity and Centres Strategy

• Public Domain Strategy

• Recreation Strategy

• Resource Recovery Delivery Program

• Rouse Hill Precinct Plan

• Rural Strategy

• Smart Places Strategic Framework

• WH&S Management Plan

The Hills Shire Plan:

Community Strategic Plan - Towards Hills 2050

• Delivery Program

• Resourcing Strategy:

• Asset Management Strategy

• Workforce Management Plan

• Long Term Financial Plan

• Operational Plan

• Fees and Charges

Enjoying the newly opened off-leash dog park at Gables Central Playing Fields

Glossary

ABS Australian Bureau of Statistics.

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

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

ARA Australasian Reporting Awards.

ARIC Audit, Risk and Improvement Committee - an advisory committee to Council.

Asset Management the process by which Council collects and maintains a comprehensive database of asset conditions to prioritise works funding and maintain existing assets at desired condition levels.

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

Capital works projects to either renew, upgrade, or construct assets owned by The Hills Shire community. Civil assets includes roads, drainage systems, bridges, traffic facilities, footpaths, cycleways, signs and street furniture.

Community Strategic Plan (CSP) identifies the long-term aspirations our community want to see delivered in The Hills Shire over the next 20 years. The ‘big picture’ plan for the Shire.

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

DA Development Application - a formal application seeking permission to carry out a new development.

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

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

Dharug the traditional custodians of The Hills Shire area.

DIAP Disability Inclusion Action Plan - identifies strategies and actions to help make The Hills Shire more accessible and inclusive as required by the Disability Inclusion Act 2014 (NSW).

EEO Equal Employment Opportunity is the principle that everyone should have equal access to employment opportunities based on merit.

Financial year we are reporting on - the period 1 July 2024 to 30 June 2025.

FTE Full-time equivalent (relating to staff numbers).

FOGO Food organics and garden organics.

GIPA Government Information (Public Access) Act 2009 (NSW).

GST Goods and Services Tax.

ICAC Independent Commission Against Corruption.

IPART Independent Pricing and Regulatory Tribunal.

IP&R Integrated Planning and Reporting legislation and framework.

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

LGA Local Government Area.

LSPS Local Strategic Planning Statement - the 20-year vision for land use in The Hills Shire LGA.

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

Metropolitan fringe councils form part of Greater Sydney and have similar characteristics to metropolitan councils such as high density and high population growth. The majority of the state-planned growth areas are in the metropolitan fringe LGAs.

OBF Orange Blossom Festival.

Operational Plan a document with a 1 year outlook outlining the key activities to achieve the outcomes set in the CSP.

PIDs Public Interest Disclosures.

Purple Flag Program is an internationally recognised accreditation program that celebrates vibrant, diverse and well-managed night-time precincts.

RFS Rural Fire Service.

SES State Emergency Service.

TfNSW Transport for NSW.

THSC The Hills Shire Council.

TOD Transport Oriented Development.

VPA Voluntary Planning Agreement - an agreement between a planning authority (such as Council) and a person or developer.

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

Index to this report

A, B

Access and inclusion 4, 17, 19, 7678, 82, 145

Acknowledgement of country 2

Artificial Intelligence (AI) 15, 52-53

Asset management 91, 93, 109, 113, 116

Audit and risk committee 51-52

Australia Day 10, 20, 28, 37, 38, 71

Awards 20-21, 71, 78, 92

Biodiversity 8, 12, 123-134

Bullying 64, 68

Bushcare 8, 38, 70, 71

Business continuity 11, 51, 124

C

Calendar of events 38

Case studies 16, 22, 36, 54, 82, 88, 100, 108, 114, 122, 132, 133 Cemetery 10, 57, 83

Challenges 15, 66, 79, 91, 107, 119, 127, 144

Climate 15, 17, 124, 128, 131, 132

Code of conduct 49, 50, 52, 147, 177 Committees 48, 71

Community engagement 32-35, 90, 94

Community funding/donations 80, 81, 139

Continuous improvement 7, 17, 50, 52, 68, 69, 92

Contracts and procurement 19, 51, 52, 90-91, 136-139, 161-169

Council meetings 41, 42, 47, 48, 91

Customer service 11, 90, 91, 94, 96, 109

Cyber security 52, 78

D, E

Dharug 2, 31

Delegations 51, 52, 60

Deputy Mayor 40, 42, 43, 47, 49

Disability 7, 19, 20, 38, 77, 78, 145

Diversity 17, 60-64

Economic development 28, 78, 83

EAP 64

Elections 14, 40, 42

Emergency management 63, 76, 109

Enterprise agreement 63, 65, 68

Environmental management 71, 123133

Equal employment opportunity 64

Events 38, 70-71, 76-78

Executive 58-59

F

Financial performance 23-28

Fraud and corruption 50-51, 91

G

General Manager 7, 41, 58, 60

GIPA 52, 94, 95, 148

Global Reporting Initiative index 175177

Governance 47-53

Grants 10, 11, 13, 23, 24, 77, 81, 85, 107, 109, 160

H, I

Heritage 38, 71, 76, 77, 80, 86, 87

History 31

Human resources 60-69

Inclusion 17, 19, 76-78,145

Information management 52, 53, 91 Injuries 67-68, 98, 112

Integrated Planning Framework 14, 73, 92

Internal audit 51-52, 95, 97, 148

J, K, L

Key projects and achievements 13-15

Legal 170-173

Legislative requirements 49, 51, 58, 135-173

Libraries 19, 75, 76, 84, 181

Local environment plan 177, 179 Locations (Council facilities) 4, 22, 29, 41, 181

M, N, O

Map 22, 29, 41

Mayor 6, 10, 19, 20, 36, 38, 40, 41, 42, 47, 49, 91

Media 32, 37, 79, 81, 147

Meeting attendance 47

Modern slavery 136-139

Operational plan 5, 14, 73, 92

Organisational structure 56-57

P

Partnerships 32, 78, 139, 140, 142

Public interest disclosures 148

Population 14, 15, 16, 22, 30, 31, 36, 66, 86, 122, 148

Privacy 91, 148

Q, R

Rates 23, 24, 27, 28, 32, 94, 139

Recruitment and retention 61-64

Recycling 7, 12, 124, 126, 127, 133, 134

Remuneration 49, 58, 65, 66

Resource recovery 12, 15, 17, 74, 123, 126, 127, 129, 133

Risk management 21, 50, 51, 52, 83, 95, 97, 98, 137, 138

Rural Fire Service 65, 77, 140

S

Safety 21, 63, 64, 67-69, 91, 92, 94

Social media 32, 37, 79, 81

Service locations 181

Stakeholders 32

Statutory information 49, 51, 58, 135-173

Stormwater 13, 109, 112, 140-141

Strategic planning 7, 11, 14, 49, 73

Sustainability 17-19, 23, 63, 93, 116, 125, 129

T

Training 11, 21, 50, 53, 63, 64, 65, 66, 68, 71, 77, 78, 83, 91, 92

U, V

Values 5

Vision 5

Volunteers 20, 30, 32, 50, 70-71, 77, 79, 83, 124, 126

Voluntary Planning Agreements 26, 149-151

W

Wards 41

Waste 7, 8, 12, 15, 17, 34, 38, 123127, 129, 132, 133, 134

Waves 10, 28, 38, 66, 71, 76, 77, 79, 83, 181

Website 37, 81, 89, 91

Western Sydney Infrastructure Grants 13, 82, 109

Workers compensation 67, 68

Workplace health and safety 67-68

Workforce profile 60

X, Y, Z

Your say 8, 33, 34-35, 48, 90

Youth 10, 20, 38, 48, 70-71, 77, 80, 84

Our facilities

For further assistance or information on a service or facility not listed, simply contact us via one of the following easy ways. We’d also love to hear your feedback.

Council’s main administration building

3 Columbia Court, Norwest

open 8.30am - 4.30pm Monday - Friday (excluding public holidays)

Website

www.thehills.nsw.gov.au

E-request

24hr online customer request

Telephone

+61 2 9843 0555

Email council@thehills.nsw.gov.au

Social Media

Facebook, X (formerly Twitter), Instagram and LinkedIn, YouTube

Post

The Hills Shire Council, PO Box 7064, Norwest BC 2153 DX 9966 Norwest

Bidjiwong Community Nursery

Ted Horwood Reserve, Renown Road, Baulkham Hills by appointment

+61 2 9843 0555

Community Environment Centre

Currie Avenue, off Annangrove Road, Annangrove

Thursday 9am-4pm and Saturday 10am-2pm

+61 2 9654 3571 (during operating hours) | +61 2 9843 0533 (outside operating hours)

Waves Fitness and Aquatic Centre

44 Mileham Avenue, Baulkham Hills

Monday to Thursday 6am-9pm

Friday 6am-8pm Weekends 7am-7pm

Public Holidays 8am-6pm (closed Christmas Day and Good Friday)

+61 2 8848 6789

The Hills Shire Library Service +61 2 9761 4520

Baulkham Hills Library

Railway Street, Baulkham Hills

Castle Hill Library

Cnr Castle and Pennant Streets, Castle Hill

Dural Library

Pellitt Lane, Dural

Vinegar Hill Memorial Library

29 Main Street, Rouse Hill Town Centre, Rouse Hill

Hills Community Care

3 Columbia Court Norwest +61 2 9761 7600

Building 15, Balcombe Heights Estate, Baulkham Hills

Long Day Early Learning Centres

+61 2 9761 5703

Ellerman

cnr Pellitt Lane and Kenthurst Road, Round Corner, Dural

Balcombe Heights

92 Seven Hills Road, Baulkham Hills

Castle Glen

22 Gilbert Road, Castle Hill

Eurambie Park

41 Coonara Avenue, West Pennant Hills

Excelsior Avenue

189 Excelsior Avenue, Castle Hill

The Hills Shire community centres

There are 60 community centres in The Hills Shire, which provide residents with a range of hire facilities, as well as several ongoing community educational and recreational programs.

Visit www.thehills.nsw.gov.au/ Venues for more information.

@thehillsshirecouncil

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.