Local government is often described as purpose-driven work, but at Hornsby Shire Council, it’s paired with something equally important – a workplace culture that genuinely supports people to do their best work.
Located on Sydney’s northern edge, Hornsby Shire Council covers a large and diverse local government area, from urban centres to bushland, waterways, and rural communities. For a workforce of around 723 people across permanent, fixed-term and casual roles, that diversity translates into a level of responsibility that genuinely punches above its weight.
Susan Delfini, People and Culture Business Partner at Hornsby Shire Council comments, “For the size of our workforce, the scale and variety of what we look after is significant,” she adds, “It means the work is rarely the same from one day to the next”.
A workplace shaped by place and variety
Hornsby Shire Council’s operations are spread across multiple locations, reinforcing the breadth of roles available. Alongside the main administrative building in Hornsby, the council operates a depot at Thornleigh, with outdoor teams often starting and finishing at worksites or the depot depending on their role. Libraries, aquatic centres, and community facilities add further variety to where and how people work.
This geographic spread is also reflected in the workforce catchment. While many employees live locally, the council also attracts a strong contingent from the Central Coast, roughly an hour’s commute via the motorway. This broader catchment has become an important part of the council’s attraction strategy, particularly in a competitive labour market.
Values that are lived
Over the past year, Hornsby Shire Council has reviewed its purpose, values, and behaviours, reaffirming four core values: serve, trust, respect and innovate.
The values were made action-oriented and embedded into everyday processes. “We’ve shifted from just having values as words, to framing them as actions,” Susan explains. “They’re part of recruitment, performance conversations, and how we expect people to show up, not just something that sits on a wall.”
Susan consistently links the council’s positive culture to leadership. She describes an executive team that is approachable, supportive, and visible. “It really does start at the top,” she says. “Our leaders genuinely walk the talk, and that sets the tone across the organisation.”
An EVP grounded in real employee experience
Hornsby Shire Council’s Employee Value Proposition was developed through extensive focus groups across the organisation, including separate sessions for new starters and longer-tenured employees. The goal was simple – understand what genuinely sets the council apart.
What emerged was a consistent theme. “People were often surprised by how welcoming and friendly everyone is,” Susan says. “They talked about how comfortable they felt asking questions, even outside their own branch, and how supported they felt.”
Importantly, that feeling did not fade over time. Feedback from longer-tenured staff mirrored what new starters experienced. “I’ve heard people say they feel like they’ve found their place here, that they can be their whole self at work,” Susan says.
The EVP is anchored by four pillars: workplace culture, professional development, work-life balance, and reputation. Together, they form a practical promise that reflects how work is actually experienced.
Wellbeing built on trust and peer support
Wellbeing is an area where Hornsby Shire Council has placed significant focus. The My Wellbeing Matters program reflects a growing emphasis on wellbeing and psychological safety at work. But its success has been driven by culture rather than compliance.
At the centre of the program is MindMates, a peer support network made up of 14 staff from across the organisation, including office-based and outdoor roles. All MindMates are trained in Mental Health First Aid and act as a first point of contact for colleagues seeking support.
“People can look at our internal page, read a short blurb about each MindMate and choose who they feel comfortable reaching out to,” Susan explains. “It makes support feel human and accessible.”
The program has seen strong uptake. It began with an “accidental counsellor” style course, after several staff volunteered immediately to become MindMates. There is now a waitlist, with the council prioritising continuity in the role due to the investment in training and development.
Susan notes that while she is careful not to claim a direct link, EAP usage has reduced since MindMates was introduced. What also stood out, she says, was the organisational response. “There was no pushback at all. Just support. That, in itself, says a lot about the culture here.”
Developing leaders at every level
Looking ahead, a major focus for Hornsby Shire Council is its Leadership Development Framework, designed internally by the organisational development team and supported by some external facilitation.
The framework offers staged learning pathways, from self-leadership through to senior leadership, and is positioned as an opportunity staff are encouraged to take up, not something they need to justify. “Development here isn’t something you have to fight for,” Susan says. “It’s expected, structured and supported.”
That focus on leadership as a set of everyday behaviours is reinforced through initiatives like the Respect at HSC workshop, a mandatory, organisation-wide session that translates the council’s respect value into practical, shared expectations across all roles.
Flexibility that reflects operational reality
Hornsby Shire Council takes a transparent approach to flexibility. Hybrid work, typically around a 60/40 split, is available where roles allow. For many roles, particularly outdoor teams, libraries and aquatic centres, flexibility looks different.
“For our outdoor workforce, flexibility shows up in earlier starts and finishes, RDO arrangements and where people start and finish their day,” Susan explains. “We’re upfront about what’s possible and what isn’t.”
The council has also introduced concessional days over the Christmas and New Year period for its outdoor workforce, recognising the different demands of frontline roles.
A reputation built on service and pride
Reputation is the fourth pillar of Hornsby’s EVP, and it shows up in everyday interactions. Susan describes a service-first mindset where residents receive responses from real people, complete with names and phone numbers, rather than automated systems.
“Our people are trained to explain the why, even in challenging situations,” she says. “It keeps things human.”
While some council functions inevitably attract frustration, the intent remains consistent: respectful communication, accountability, and service. Susan speaks openly about her pride in working for Hornsby Shire Council. “I never hesitate to say where I work,” she says. “I know concerns will be taken seriously, and that matters.”
Why people choose Hornsby Shire Council
For candidates considering their next step, Hornsby’s message is clear. It is a smaller team operating within a large, complex local government area, where individuals can see the impact of their work.
“Innovation is encouraged, change is part of the environment, and you really can make a difference here,” Susan says.
Combined with a strong people-centred culture and the lifestyle benefits of working in one of Sydney’s most naturally diverse regions, Hornsby Shire Council continues to position itself as an employer of choice in local government.
Why not explore where your skills could make a difference at Hornsby Shire Council? Check out the roles available right now!
