13 February 2008
Dear Councillor,
In pursuance of the provisions of the Local Government
Act, 1993 and the Regulations thereunder, notice is hereby given that a POLICY REVIEW COMMITTEE MEETING of
Penrith City Council is to be held in the Passadena Room, Civic Centre,
Attention is directed to the statement accompanying
this notice of the business proposed to be transacted at the meeting.
Yours
Faithfully
Alan Travers
General Manager
BUSINESS
1. APOLOGIES
2. LEAVE OF ABSENCE
Councillor David Bradbury
has requested Leave of Absence for the period 18 to 22 February 2008 inclusive.
3. CONFIRMATION OF MINUTES
Policy Review Committee
Meeting - 10 December 2007.
4. DECLARATIONS OF INTEREST
Pecuniary Interest (The Act requires Councillors who
declare a pecuniary interest in an item to leave the meeting during discussion
of that item)
Non-Pecuniary Interest
5. ADDRESSING THE MEETING
6. MAYORAL MINUTES
7. NOTICES OF MOTION
8. ADOPTION OF REPORTS AND RECOMMENDATION OF COMMITTEES
9. MASTER PROGRAM REPORTS
10. URGENT REPORTS (to be dealt with in the master program to which the
item relates)
11. QUESTIONS WITHOUT NOTICE
12. COMMITTEE OF THE WHOLE
Monday 18 February 2008
table of contents
meeting calendar
confirmation of minutes
master program reports
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MEETING CALENDAR
February 2008 - December 2008
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TIME |
FEB |
MAR |
APRIL |
MAY |
JUNE |
JULY |
AUG |
SEPT |
OCT |
NOV |
DEC |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
||
Ordinary
Meetings |
7.30 pm |
4 |
10 |
7 |
5v |
2 |
14 |
4 |
1ü |
13^ |
10 |
1 |
25 |
|
21 |
|
23* |
|
|
22 |
20 |
|
15 |
||
Policy
Review Committee |
7.30 pm |
18#+ |
3 |
28 |
19# |
16 |
7 |
18#+ |
15@ |
|
17# |
8 |
|
31@ |
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28 |
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|
|
# Meetings
at which the Management Plan ¼ly
reviews are presented. |
^ Election
of Mayor/Deputy Mayor [only business] |
#+ General
Manager’s presentation – half year and end of year review |
@ Strategic
Program progress reports [only business] |
v Meeting at which the Draft Management Plan
is adopted for exhibition |
ü Meeting at which the 2007/2008 Annual
Statements are presented |
*
Meeting at which the
Management Plan for 2008/2009 is adopted |
|
-
Council’s Ordinary
Meetings are held on a three-week cycle where practicable.
-
Extraordinary Meetings
are held as required.
-
Policy Review Meetings
are held on a three-week cycle where practicable.
-
Members of the public
are invited to observe meetings of the Council (Ordinary and Policy Review
Committee). All meetings start at
7:30pm.
-
Should you wish to
address Council, please contact the Public Officer, Glenn McCarthy on 47327649
OF THE POLICY REVIEW COMMITTEE
MEETING OF
ON MONDAY 10 DECEMBER 2007 AT 7:37PM
PRESENT
His Worship the Mayor Councillor Greg Davies, Councillors Jim Aitken OAM (arrived 7:40pm), Kaylene Allison, Lexie Cettolin (arrived 7:40pm), Kevin Crameri OAM, Ross Fowler, Jackie Greenow, Garry Rumble, Pat Sheehy AM, Steve Simat (arrived 7:49pm) and John Thain.
APOLOGIES |
PRC 129 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Garry Rumble that apologies be received and accepted from Councillors David Bradbury, Mark Davies, Steve Simat, Lexie Cettolin and Jim Aitken OAM. |
LEAVE OF ABSENCE
Leave of Absence
was previously granted to Councillor Karen McKeown for the period 10 December
2007 to 11 December 2007 inclusive.
Leave of Absence was previously granted to Councillor Susan Page for the period 5 November 2007 to 17 December 2007 inclusive.
Councillor Kevin Crameri OAM left the meeting, the time being 7:38pm.
Councillor Kevin Crameri returned to the meeting the time being 7:40pm.
CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 19 November 2007 |
PRC 130 RESOLVED on the MOTION of Councillor Ross Fowler seconded Councillor Pat Sheehy AM that the minutes of the Policy Review Committee Meeting of 19 November 2007 be confirmed. |
DECLARATIONS OF INTEREST
There were no declarations of interest.
MASTER PROGRAM REPORTS
The City in its
Broader Context
Councillor Jim Aitken OAM arrived, the time being 7:40pm.
Councillor Lexie Cettolin arrived, the time being 7:40pm.
1 Proposed draft Penrith Local
Environmental Plan 2008 (Stage 1A) - Land in the vicinity of |
PRC 131
RESOLVED on the MOTION of Councillor Ross Fowler seconded Councillor
Kaylene Allison That: 1. The information contained in the report
on Proposed draft Penrith
Local Environmental Plan 2008 (Stage 1A) - Land in the vicinity of 2. Pursuant to section 54 of the
Environmental Planning and Assessment Act 1979, and Regulations 2000, Council
prepare a draft Local Environmental Plan to rezone the land within the South
Creek Corridor, Werrington and 3. The applicants are requested to provide the information identified in this report, including a draft Development Control Plan, and information that reflects the intent of the 1997 ‘Best Practice Guidelines’ for the preparation of Local Environmental Plans. 4. Councillors be briefed on the progress of the proposals, and comments from the public agencies, in early 2008, to enable consideration of the issues prior to advancing the preparation of the draft Local Environmental Plan. |
2 Required Amendments to draft Penrith
Local Environmental Plan 2008 (Stage 1) |
PRC 132
RESOLVED on the MOTION of Councillor Ross Fowler seconded Councillor
Kaylene Allison That: 1. The information contained in the report
on Required Amendments to
draft Penrith Local Environmental Plan 2008 (Stage 1) be received 2. Council endorse the changes to draft Penrith Local Environmental Plan 2008 (Stage 1) as outlined in this report, and support continuation of the dialogue, regarding any further changes to the draft LEP, between Council officers and the Department of Planning. |
The
Councillor Jim
Aitken OAM left the meeting, the time being 7:41pm.
3 Penrith City District Open Space
Facilities Development Contributions Plan |
PRC 133
RESOLVED on the MOTION of Councillor Pat Sheehy AM seconded Councillor
Garry Rumble That: 1. The information contained in the report
on Penrith City District Open
Space Facilities Development Contributions Plan be received 2. Council adopt the draft District Open Space Facilities Development Contributions Plan 3. A further report be submitted to Council on the implications of the new Department of Planning circular on infrastructure contributions. |
5 |
PRC 134
RESOLVED on the MOTION of Councillor Pat Sheehy AM seconded Councillor
Garry Rumble That: 1. The information contained in the report
on Glenmore Park Stage 1
Development Contributions Plan Review be received 2. Council publicly exhibit an amended draft Glenmore Park Stage 1 Development Contributions Plan incorporating allocation of available funds to the Eastern Hamlets Child and Family Precinct project as outlined in the report 3. A further report be brought back to Council following the exhibition period. |
7 Deferred Lands Local Environmental
Plan No.188 - |
PRC 135
RESOLVED on the MOTION of Councillor Pat Sheehy AM seconded Councillor
Garry Rumble That: 1. The information contained in the report
on Deferred Lands Local
Environmental Plan No.188 - 2. That Council forward a Section 68 submission to the Department of Planning requesting the deferred lands in Glenmore Park Stage 1 release under LEP 188 be zoned 2 (Urban). |
Councillor Jim Aitken OAM returned to the meeting, the time being 7:42pm.
4 Implementation of the Smoke Free
Outdoor Areas Policy |
PRC 136 RESOLVED on the MOTION of Councillor Garry
Rumble seconded Councillor Jim Aitken OAM That 1.
The
information contained in the report on Implementation of the Smoke Free Outdoor Areas Policy be received 2.
Both
playgrounds in Tench Reserve be included under the policy and officers in the
Environmental Health Department determine where the signs are to be placed in
the playgrounds that are covered by the policy. |
6 Waterside Estate - Request to vary
landscaped open space requirements |
PRC 137
RESOLVED on the MOTION of Councillor Kevin Crameri OAM seconded
Councillor Ross Fowler That: 1. The information contained in the report
on Waterside Estate - Request
to vary landscaped open space requirements be received 2. Council progress amendment of the landscaped open space requirements
for single storey dwellings in Waterside via Penrith Development Control Plan
2008, as outlined in the report 3. Council advise Stockland that pending incorporation of the amended landscaped open space requirements within Penrith Development Control Plan 2008, Council will support proposals to vary the landscaped open space requirement when considering development applications for single storey dwellings. |
8 Affordable Housing |
PRC 138
RESOLVED on the MOTION of Councillor Ross Fowler seconded Councillor
Pat Sheehy AM That: 1. The information contained in the report
on Affordable Housing be
received 2. Council endorse the partnership with the NSW Centre for Affordable Housing to progress affordable rental housing outcomes as outlined in this report 3. Council endorse the additional clause to the Affordable Housing section of the Sustainability Blueprint as outlined in this report 4. Council Officers be congratulated for the clarity of the report. |
The City In Its
Environment
9 South Creek Corridor Precinct Plan and
the Gipps St site Master Plan |
PRC 139
RESOLVED on the MOTION of Councillor Pat Sheehy AM seconded Councillor
Kaylene Allison That: 1. The information contained in the report
on South Creek Corridor
Precinct Plan and the Gipps St site Master Plan be received 2. Council adopt the South Creek Corridor Precinct Plan and the Gipps St site Master Plan. |
The City Supported
by Infrastructure
Councillor Steve
Simat arrived, the time being 7:49pm.
10 Penrith Fire District Boundaries |
PRC 140
RESOLVED on the MOTION of Councillor Ross Fowler seconded Councillor
Kevin Crameri That: 1. The information contained in the report
on Penrith Fire District
Boundaries be received 2. The Waste & Community Protection Manager writes to both the NSW Fire Brigades and NSW Rural Fire Service advising that Council has no objections to the proposed changes, as identified on Map 086/07/1, to the Penrith Fire District 3. A further report be provided to Council clarifying the Fire District Boundary surrounding the Penrith Whitewater Stadium area 4. A further report be provided to Council on the progress of the Dunheved Fire Station relocation. |
Leadership and
Organisation
13 Preparations and Financial Settings for
the 2008-2009 Management Plan |
PRC 141
RESOLVED on the MOTION of Councillor Garry Rumble seconded Councillor
Steve Simat That: 1. The information contained in the report
on Preparations and Financial
Settings for the 2008-2009 Management Plan be received 2. Council make initial identification of particular matters to be considered in the preparation of the Draft 2008-2009 Management Plan 3. Preparation of the Draft 2008-2009 Management Plan continue in the terms discussed in this report. |
11 Proposed Policy on 'Advertising on
Council Premises' |
PRC 142
RESOLVED on the MOTION of Councillor Pat Sheehy AM seconded Councillor
Ross Fowler That: 1. The information contained in the report
on the proposed policy relating to ‘Advertising on Council Premises’ be received 2. The draft policy be supported in principle and a further report be submitted to a future Policy Review Committee meeting to allow the draft policy to be amended to make it clear that parks and road reserves are excluded from the policy. |
12 Strategic Plan Preparations and
Community Engagement |
PRC 143
RESOLVED on the MOTION of Councillor John Thain seconded Councillor
Garry Rumble That: 1. The information contained in the report
on Strategic Plan Preparations
and Community Engagement be received 2. Preparation
of the Strategic Plan and the proposed arrangements continue in the terms
discussed in this report 3. Further
reports be provided to Council at each appropriate stage of the Strategic
Plan preparations 4. A
further report be provided to Council on the development of enhanced
community engagement approaches outlined in the report. |
There being no further business the Chairperson declared the meeting closed the time being 8:04pm.
Item Page
Leadership
and Organisation
1 2007-2008
Management Plan - December Quarter Review
The
2 Penrith
Performing and Visual Arts Ltd - Annual Report and Board of Directors
3 Memorandum
of Understanding with Sydney West Area Health
4 Modification,
Extension or issue of Operational Consents for Deferred Commencement
Determinations of Development Consents that were determined by the Ordinary
Council Meeting
The
City In Its Environment
5 Biodiversity
Action Plan
Leadership
and Organisation
6 Proposed
Policy on 'Advertising on Council Premises'
7 2008
Local Government Remuneration Tribunal Review
THIS
PAGE HAS BEEN LEFT BLANK INTENTIONALLY
Leadership
and Organisation
Item Page
1 2007-2008
Management Plan - December Quarter Review
18
February 2008 |
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Leadership and Organisation |
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Leadership and Organisation
1 |
2007-2008
Management Plan - December Quarter Review
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Compiled by: Ken Lim, Management Planning Co-ordinator
Vicki O’Kelly, Financial Services
Manager
Authorised by: Alan Travers,
General Manager
Barry Husking, Chief Financial
Officer
Strategic Program Term Achievement: Council's
operating culture is flexible, efficient, integrated and aligned to Council's
strategic objectives and program delivery.
Critical Action: Prepare, implement and review management
plans and processes aligned to and consistent with Council’s Strategic Plan and
Program.
Presenters: Alan
Travers, General Manager; Barry Husking, Chief Financial Officer - Penrith City
Council - 2007-08 Management Plan December Review
Purpose:
To present the December
Quarter progress report on Council's 2007-2008 Management Plan. The report recommends
that the review be adopted, including revised estimates and expenditures as
detailed within the report.
Background
In accordance with the Local Government Act 1993, the Management Plan Progress Report for the period ending 31 December 2007 is presented tonight for Council’s consideration.
This is the second quarterly review of Council’s 2007-2008 Management Plan, which is the third year of Council’s Strategic Plan for the City of Penrith 2005-2009, Penrith City: the Competitive Edge.
Managers have provided details of progress in accordance with their assigned accountabilities. This includes delivery of the ongoing requirements of services, progress of annual tasks and projects and performance against budget. Commentary has also been provided on key achievements for the year to date, as well as issues arising that have impacted on the delivery of the annual program.
The General Manager’s report in the document includes comments on key results and issues arising over the first half of the year and indicates the focus of organisational efforts for the remainder of 2007-08.
The Financial Services Manager’s report is also contained within the review document, and includes information on budget performance, significant issues and proposed variances.
Financial
Position
The cumulative result for the year is essentially a balanced budget. There is a small surplus of $25,000 after allowing for a number of recommended variations and revotes. These together with minor variations and reallocations, are discussed in detail in the Financial Services Manager’s report in the summary review document. Commentary is provided below on the more significant issues in the review.
Original Surplus |
$15,200 |
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1st Quarter Council approved variations: |
$49,700 |
|
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|
|
December Review variations |
($39,900) |
|
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|
|
Revised Surplus |
$25,000 |
The more significant variations (F – favourable, U- unfavourable) for the quarter include:
$’000
Salary
Saving (0.75% of total employee budget) |
460.0 |
F |
Review of Bonds and Deposits |
44.0 |
F |
Contribution to NSW Fire Brigade (3.3% saving) |
35.1 |
F |
Adjustment to funding S94 Reserve |
(395.6) |
U |
Children’s Services Co-operative |
(220.0) |
U |
Other minor variations |
36.6 |
U |
Salary Savings
A total of $237,600 of salary savings was identified in the September quarter and this was transferred to the Employee Leave Entitlements Reserve in anticipation of the impact that the expected resignations of a number of long serving staff will have on the Reserve. The reserve balance and the impact of employee movements continue to be monitored closely. It is expected that the planned transfers in the 2008-09 and 2009-10 Management Plans will provide funding in the Reserve in line with adopted parameters. Therefore it is recommended that the salary savings of $460,000 (0.75% of the total original budgeted employee costs) identified in the December review are taken to the bottom line. These savings have eventuated due to vacancies across a number of departments. Most vacant positions are in the process of being filled. Some other identified salary savings are recommended to be retained in the individual departments to enable the engagement of consultants or temporary staff to ensure delivery of some key Management Plan tasks and projects.
Review of
Bonds and Deposits
The annual review of the monies held in trust as bonds or deposits has identified amounts totalling $43,841 that can now be recognised as income.
Contribution
to NSW Fire Brigade $35,160 F (3.3%)
Advice of Council’s contribution for 2007-08 has been received and is $35,160 less than the original estimate. The calculation is based on a 5 year moving average of the value of the rateable land of individual councils and is impacted by changes in land values across all councils and also the valuation cycle.
Transfer
to/from s94 Reserves
Recent analysis of s94 plans has highlighted an over-funding of debt servicing for the loan in relation to the s94 Cultural Facilities Plan in both 2006-07 ($208,030) and 2007-08 ($207,873). The incorrect treatment of the debt servicing has resulted in more monies transferred from the s94 plan than was correct. This Reserve has now been adjusted to reflect the correct balance available.
In addition, this analysis also identified that the Recreation Strategy ($20,279) previously funded by general revenue should more appropriately have been funded from s94 and as such this reserve balance has also been adjusted in the Review.
As mentioned in the September Quarterly review report, a request from the Board of the Penrith City Children’s Services Co-operative has been received for a contribution of $220,000. This will redress the negative reserves for some centres that arose from losses for 2006-07 being offset against accumulated reserves. This is in addition to the $69,000 allocated from general revenue in the 2006-07 Management Plan. As previously reported disappointing utilisation levels particularly in Long Day Care and Pre schools led to a number of centres reporting a loss for the year. The net result for the Co-operative’s operations for the year was a deficit of $413,000. $193,000 of the losses was able to be funded from reserves centres had built up from a number of years’ profits. The balance ($220,000) was also offset against the relevant reserve accounts however for these centres it resulted in a negative reserve balance. It is recommended that a one-off allocation of $220,000 be made to restore the equity position for the affected centres. It is expected that the 2007-08 result will be in line with budgeted projections and there will be no additional call on Council.
Revotes
There are five adjustments to planned capital works and one operating project proposed for adoption this quarter.
The tender for construction work on St Marys
Memorial Hall and
Final documentation for the tender is nearing
completion and the tender will be advertised in early March with a twenty week
construction period once a tenderer has been selected by Council.
Civic
Centre Extensions ($2,950,000 reserve funded)
Tenders for the construction of this project closed in December and a recommended builder will be reported to the Ordinary Meeting of 25 February 2008. Works are expected to commence in March with completion by the end of December 2008.
These projects experienced delays as there were protracted negotiations with Sydney Water to move two large water mains. These negotiations are now complete and the works will commence in April. It is anticipated that the re-location of the water mains will be completed in July and then the construction of the culverts and the road upgrade can commence. The anticipated completion date of the culverts and road upgrade is 4 months from commencement.
Penrith
Football stadium ($2,000,000 Grant funded)
When the grant was received, the Working Party was in the process of determining how the oversight of the project and the transfer of the funding was to be handled. As approved by Council at the Ordinary meeting on 15 October 2007, the grant funds will be transferred progressively to Penrith Rugby League Club upon completion of works, to be verified by an independent quantity surveyor. The DA has been lodged (the exhibition period is 20 February to 5 March) and the project is scheduled for completion by October 2008 in time for the Rugby League World Cup.
Additional
Item –recommended for funding
There is an urgent matter that has recently been identified as needing funding. It is the provision of a shade structure at Emu Village Child Care Centre following removal of a hazardous tree which previously provided shade for the play area. A quote of $27,300 has been obtained and investigations into other possible funding sources have not been successful. It is recommended that this project be funded from the existing surplus and any additional savings identified over the next quarter.
Format of the
Quarterly Review
The new reporting approach which was introduced in the September
Quarter Review aims to provide greater clarity and accountability to Council
and the public on the annual delivery of Council’s program through its approved
services and their required goals. This reflects both the service
specifications in a highly practical way and how the strategy for the City
which Council has set is being delivered by the organisation.
The quarterly Management Plan report to Council and the community is now clearly based on performance of the specified services through which Council’s operations are conducted, together with the usual financial statements and other required information.
The Quarterly Review provides a comprehensive progress report on the performance of all Council’s external and internal services (with the exception of the three controlled entities which have separate reporting requirements).
Reporting is based on the delivery of the annual program of activities, tasks and projects which was adopted by Council for each service through the Management Plan. The report contains:
· An ‘executive summary’ of the quarter’s progress with commentary provided by the General Manager and Financial Services Manager together with key results and identification of any service areas requiring greater focus
· A report on the overall performance, key performance indicators and tasks deliverable for each service, together with a formal budget statement for that service
· Capital and operating projects progress (similar to previous reports but now arranged to align with the services)
· Detailed financial statements and summaries.
The new services performance report, which provides much of the basis
of the review, details the progress of the ongoing and annual deliverables of
that service, with the exception of the capital and operating projects which
are fully reported elsewhere in the document.
It is important to note that the simple expenditure budget snapshot provided under services is supplemented for each service by a fully detailed budget which includes any proposed variations.
Performance
Assessment
The review documents
incorporate detailed reporting on the year to date performance of each of the
services from several principal aspects. These form the basis of the Overall Performance
assessment of that service for the year to date. To that is added a Budget
Performance snapshot as explained above.
The normal expected overall service performance for the first half of the year is 50%. However, note that some services (such as in the Operations Directorate) are more dependent on the completion of particular projects or works programs, which will strongly influence the result. The model for service reporting is detailed in the review document.
The
reportable elements of the Service from which its performance is assessed
include:
· Key
Performance Indicators (KPIs) for ongoing
requirements of the Service
· Strategic
Tasks which link Services to Council’s
four year Strategic Program
· Service
Improvements identified through means
including ongoing Services Review
· Capital
and Operating Projects funded in the annual
program
(NB not
all Services contain all of these elements)
In addition to the particular KPIs and annual targets which Council adopted in the Management Plan, additional measures have been added to ensure that all the important ongoing activities of service specifications are incorporated. These more generic KPIs for the service have a set target of 100% of ongoing requirements. This approach was initiated in the September review and has been further developed and refined with Managers.
All reporting is in
terms of year to date progress to fulfil the annual requirements
of Council’s program. Where actions have
a life of more than one year, the report is on the performance for 2007-08
only. Those tasks and projects scheduled to commence after the second
quarter are listed in the report but are not included in the performance
ratings.
Management
Plan Performance
From the statements provided by the responsible Managers against the
deliverables as explained above, the results for the quarter are as identified
in the following table.
Table 1. Service Performance
Summary ~ December Quarter
SERVICE PERFORMANCE SUMMARY |
Completed |
GREEN |
AMBER |
RED |
Not Yet Due to Start |
Totals |
SERVICES OVERALL (Service
Profile) |
|
62 |
- |
- |
- |
62 |
Key Performance Indicators (KPIs) |
|
202 |
20 |
2 |
- |
224 |
Strategic Tasks (ST) |
- |
82 |
9 |
1 |
- |
92 |
Service Improvements (SI) |
- |
42 |
11 |
1 |
1 |
55 |
Capital Projects |
44 |
122 |
19 |
13 |
4 |
202 |
Operating Projects |
24 (20%) |
94 (76%) |
4 (3%) |
1 (1%) |
- |
123 |
The progress of Council’s program is expressed through the use of percentages and ‘traffic light’ indicators. These are based on the responsible Manager’s statement of the delivery of the annual requirements for that item.
Council has, for a number of years, used a traffic light rating scale for reporting on the performance of Management Plan deliverables. This is supplemented in the new report format by an appropriate rating scale for the expenditure budget performance of services. This new budget scale is adapted from that used in the monthly Financial Health monitoring by the organisation. The rating scales are explained in the table below.
Table 2.
Guidelines for ‘Traffic Light’ Status Indicators
[Green] |
General Performance: Progress for the Year To Date is on target for annual
requirements/completion of the relevant action. Normally indicates completion
of 90%+ of the scheduled requirements. Budget Performance: Expenditure for the Year To Date is under budget by <=15% or
over budget by <=5%. |
[Amber] |
General Performance: Progress is marginal and extra attention is needed. Normally
indicates completion of 75%-89% of the scheduled requirements Year To Date. Budget Performance: Expenditure for the Year To Date is under budget by >15% or
over budget by 6-15%. |
[Red] |
General Performance: Progress is not on target and requirement may not be delivered.
This should be addressed by the Manager’s commentary. Performance is normally
rated as less than 75% of the scheduled requirements Year To Date. Budget Performance: Expenditure for the Year To Date is over budget by >=16%. |
|
Completed (usually applies
to Capital & Operating Projects with defined target dates). |
Proposed
Amendments to Tasks
To deliver the annual requirements of the operational Management Plan,
Council adopted as part of the service program a more detailed set of tasks and
KPIs. It is normally the case that a quarterly review, with its comprehensive
assessment of service performance, will identify a small number of proposed
revisions to the detailed annual program. Any such proposals with a budget
impact are directly addressed by the financial statements and commentary
provided.
In the present review, a number of additions and amendments to the
Strategic Tasks for 2007-08 are suggested, in order to update some annual
requirements and reflect others more recently added by Council. Subject to
Council’s endorsement, these changes will be incorporated in the Management
Plan from 1 January and reflected in the next review. These proposed amendments
are detailed in Appendix A to this report.
Further Service Improvements which are identified through ongoing
review and alignment of services, or through the adoption of new policies or
plans by Council, will continue to be brought forward for confirmation in
subsequent reports.
Alignment of
the Organisation
During the first quarter of the present year, Council received two reports from the General Manager on alignment of the organisation and endorsed a number of changes to accountabilities and service and departmental arrangements. As previously advised, those new arrangements were reflected in the September review as far as possible, however more settled information is included in the present report.
The most significant impact of these changes is in regard to the City Operations directorate. The new departments of City Works, Public Domain Amenity and Safety and Recreation, and the service responsibilities of the relevant Manager positions, are incorporated in the report.
A new approach being taken to the management of certain major projects, as discussed with Council in the organisational alignment reports, sees a number of projects (Penrith Valley Cultural Precinct, Londonderry Neighbourhood Centre, Penrith Football Stadium, Civic Centre Extensions) now being identified within the Project Management & Advice Service with delivery accountabilities assigned to the Design & Technical Advice Manager.
Special
Initiatives
The 10-year special initiative, Asset Renewal and Established Areas (AREAS) Strategy, commenced on 1 July 2006. The AREAS funding from additional rate revenue approved by the Minister for Local Government, is for additional infrastructure renewal and public domain maintenance (which includes roads, buildings, graffiti removal and cleaning) as well as greater attention to the needs of our older neighbourhoods.
Council also continues to advance three 10-year special initiatives which commenced in 2002-2003, for which additional rate revenue was also approved by the Minister. These are:
· Enhanced Environmental Program (EEP)
· Community Safety and Neighbourhood Renewal
Program
· Economic Development and Tourism - support
for Penrith Valley Economic Development Corporation (PVEDC)
As previously agreed by Council, specific reporting on the progress of each of these initiatives is presented to Council, the community and the Department of Local Government at six-monthly intervals, through the half-year and end-of-year Management Plan reviews and the Annual Report. In addition, more detailed reports on key aspects of the programs are provided to Council by the relevant Managers at appropriate intervals during each year.
A section of the review booklet accordingly details the progress of these programs and outcomes being achieved.
Relevant elements of the progress of these programs is also reported within the normal services and projects formats.
Conclusion
The review indicates substantial progress to meeting Council’s
challenging annual program. In keeping with Council’s established practice the
General Manager and Chief Financial Officer will make a presentation at this
time on the performance of the Management Plan and key matters for the
attention of Council. The opportunity is available for Council tonight to seek
clarification or elaboration on particular matters in any section of the
Progress Report.
The review documents will be placed, in full, on Council’s website, as
well as being made available to the public in hard copy and CD versions on
request, and through the Civic Centre, Queen St Centre and all libraries.
That : 1. The
information contained in the report on the 2007-2008 Management Plan - December Quarter Review be received 2. The 2007-2008 Management Plan Review as at 31 December 2007, including revised estimates identified in the recommended budget, be adopted 3. The proposed budget reallocations and amendments to tasks detailed in the report be adopted |
1. View |
Proposed Amendments to Strategic Tasks
2007-08 |
1 Page |
Appendix |
18 February 2008 |
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Appendix
1 - Proposed Amendments to Strategic Tasks 2007-08 |
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PAGE HAS BEEN LEFT BLANK INTENTIONALLY
The City in its Broader Context
There were no reports under this Master
Program when the Business Paper was compiled
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The
Item Page
2 Penrith
Performing and Visual Arts Ltd - Annual Report and Board of Directors
3 Memorandum
of Understanding with Sydney West Area Health
4 Modification,
Extension or issue of Operational Consents for Deferred Commencement
Determinations of Development Consents that were determined by the Ordinary
Council Meeting
18
February 2008 |
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The City as a Social Place |
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The City as a
2 |
Penrith
Performing and Visual Arts Ltd - Annual Report and Board of Directors |
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Compiled by: Stephen Britten, Legal and Governance Manager
Diana Tuckwell, Recreation Manager's
Secretary
Authorised by: Steve Hackett,
Director - City Services
Strategic Program Term Achievement: The
cultural assets of the City have been integrated to establish its reputation as
a creative place.
Critical Action: Further integrate the City’s principal
cultural facilities to maximise community benefit.
Presenters: Mr Peter Anderson AM -
Chairman, Penrith Performing & Visual Arts Ltd - Annual Report
Mr
John Kirkman - CEO - Penrith Performing & Visual Arts Ltd - Annual Report
Purpose:
To provide details to Council
following the second Annual General Meeting of Penrith Performing and Visual
Arts Ltd. The Chairman and Chief
Executive Officer will be making a brief presentation to this meeting. The report recommends that the information be
received, that certain Directors be re-appointed, and that Council underwrite
the operations of the Company for a further period of 12 months.
Background
For the period
of July 2005 to June 2006, the Joan Sutherland Performing Arts Centre (JSPAC)
and
The Board of
the Penrith Performing and Visual Arts Ltd held their second Annual General
Meeting over two dates on 28 November 2007 (to receive a presentation on the
Civic/Arts Precinct) and 18 December 2007.
The Chairman
of the Board and the Chief Executive Officer will be in attendance tonight to
make a short presentation which will focus on:
· The Past Year
- Highlights
- Financial
position
- Issues
arising
· The Year Ahead
Following are
their reports extracted from the Annual Reports
Penrith Performing and Visual Arts Ltd
Chairman’s Report
The past year has been
one of challenges as we moved towards the integration of
The physical and legal integration will now permit a restructuring of both staffing and operations that will provide significant enhancements to the functioning of PP&VA.
All of the above is of course dependent upon the continuation and level of funding available to PP&VA from traditional sources as well as pursuing opportunities for funding from new avenues.
I wish to thank the CEO
and staff, my Board colleagues and Council for their continued and invaluable
support. In particular I wish to place on record the appreciation of all
concerned to
CEO Report
2006-07 has been a year of growth, review and challenge for PP&VA. Major focus for the year included:
- Revitalisation of Joan Sutherland Performing Arts Centre cultural programs
- Expansion of JSPAC education programs
- PP&VA financial and resource management
- Completion of
- Railway Street Theatre Company integration.
Specifically…
JSPAC
Revitalisation of JSPAC cultural programs resulted in varied patterns of growth. Much focus throughout the year was given to the development of new music and theatre performance initiatives (and related education programs). Projects focusing on regional artists and ensembles proved to be successful. Similarly, the growth of education based audiences (and projects) was spectacular.
Of particular concern is the level of resources required to produce, present and promote the performing arts. Our audiences are selective and sophisticated, and rightly expect the best. However, the fact remains that cultural costs are high with JSPAC competing against heavily subsidised cultural institutions e.g.
- Campbelltown City Council subsidy for the Campbelltown Arts Centre (includes regional gallery and 220 seat theatrette) is $1.3 million (plus all maintenance, cleaning, garden, postage, IT and security costs)
- Liverpool
City Council subsidy for Casula Powerhouse Arts Centre and
- Parramatta City Council subsidy for Parramatta Riverside is $1.1 million (three theatre spaces) plus (special marketing and promotion initiatives, Festival of Sydney program and capital maintenance costs).
2006-07 JSPAC Performances Indicators illustrate both growth and continued challenge i.e.
- 53% increase in JSPAC education programs
- 110% increase in JSPAC education program participants
- 41% increase in JSPAC performances
- 12% increase in JSPAC Box Office sales
- 24.6% increase in JSPAC venue bookings
- 25.5% increase in JSPAC visitors.
Of particular note is
the exceptional performance of PP&VA marketing and promotion initiatives.
In particular,
Performance indicators for PP&VA marketing indicate that the ‘spend’ increased by 50.3%, with a resulting 355% increase in media editorial achieved.
PP&VA Financial and Resource Management
The 2006-07 audit indicates a loss of $288,969 for the year. On first glance this indicates a very poor performance. However, the following amounts of expenditure were required. Had these not been required the financial result would have been positive i.e.
- $62,700 for PRG&TLB capital works
- $20,767 JSPAC air-conditioning repairs
- $2,000 for PRG&TLB conservation costs (capital works program)
- $28,000 towards Railway Street Theatre Company integration
- $17,264 for PCC rental waiver
- $5,250 for PCC community tickets
- $47,500 towards costs of PCC Japan exhibition and performance programs
- $7,000 for JSPAC storm damage
- $9,414 for replacement of JSPAC sound desk (RBCH)
- ($101,354 for Depreciation)
Total $301,249
In terms of facility maintenance and operation, 2006-07 was characterised by difficulty and concern i.e.
- Resources required to maintain PP&VA infrastructure in premium condition (particularly air-conditioning, lifts, plumbing, sound, lighting and electrics). (See above).
- Reliance on JSPAC and PRG&TLB subsidies to cover ‘landlord’ capital replacement and maintenance costs
The need for capital replacement and improvements (See above) e.g.
1. PRG&TLB air-conditioning and heating systems
2. Richard Bonynge Concert Hall air-conditioning system
3. Richard Bonynge Concert Hall sound and lighting systems
4. Richard Bonynge Concert Hall seating
5. PRG&TLB parking amenity
6. Richard Bonynge Concert Hall plumbing/sewage
7. PRG&TLB plumbing/sewage
8. Penrith Regional Gallery & The Lewers Bequest cafe.
Of great concern was the fact that the Gallery was forced to pay for the re-instatement of essential capital items deleted from the capital works program. Paid for from operational budgets, such items included exhibition systems, security lighting, signage and garden works. This adversely affected the resourcing of the Gallery’s exhibition and conservation program, and ultimately the PP&VA end of year financial result.
Railway Street Theatre Company
Integration of Railway Street Theatre Company has now been completed. Much time, energy and resources were required throughout 2006-07 to enable this to occur. The process was slow, careful and at times challenging. However, under a new management and creative team the theatre company (now reverting to its original name – the Q Theatre Company) is well positioned to grow and prosper.
2006-07 PP&VA Highlights
- Completion of
- Completion of Railway Street Theatre Company integration.
- Expanded JSPAC education programs.
- Integrated JSPAC-PRG&TLB education programs.
- Joint JSPAC, RG&TLB and RST performance programs.
- New JSPAC marketing print materials.
- Integrated JSPAC & PRG&TLB integrated promotional print materials.
- JSPAC and PRG&TLB Disability Programs.
- Increased levels of positive print and electronic media coverage.
Future PP&VA Challenges
- Facility maintenance.
- Amount of subsidy required to maintain buildings.
- Capital replacement.
- Cost of producing Penrith based cultural programs.
- Costs of presenting premiere cultural organisations.
- Levels of subsidy for regional cultural competitors.
- Uncertain ArtsNSW funding.
In conclusion I would very much like to thank the PP&VA staff, PP&VA Board and Penrith City Council for their continued commitment to producing and presenting cultural and educational programs of excellence for the people of Penrith and the region. Penrith remains an exemplar of national and international cultural best practice, and provides invaluable opportunity for performers, artists and audiences alike. The Arts are the core of a community’s soul – PP&VA provides a beating heart.
The following report outlines, in detail, PP&VA performance for 2006-07.
Penrith Performing & Visual Arts Ltd
2006- 07 Financial Operations
In 2006-07 PP&VA financial operations focused on the following core activities:
- Setting up integrated financial operations and reporting systems
- Integrating JSPAC, PRG&TLB and PCoM financial systems and procedures
- PP&VA Board and Sub committee financial reporting
- JSPAC, PRG&TLB and Railway Street Theatre Company audits
- Budget reports for all grant applications and acquittals
- Overseeing Box Office and Conservatorium financial procedures.
Highlights
- Employment of Financial Officer Mrs. Lois Fisher
- Integration of PP&VA financial systems
- Assistance from PCC financial officers.
Future Challenges
- Integration of RST financial operation and procedures
- Need to employ clerical assistant to assist Financial Officer.
Joan Sutherland Performing Arts Centre
2006-07 was characterised by growth in the areas of program, operations and staff and. In particular, JSPAC underwent performance program revitalisation. Programs were reviewed in terms of artistic excellence, audience relevance and resonance. For the first time JSPAC delivered comprehensive and integrated performance and education programs.
2006-07 saw considerable expansion of the Centre’s education programs. The employment of a specialist Education Officer (Theatre and Music), and the development of education performances, workshops and lectures reaped exceptional dividend for the Centre.
In 2006-07 JSPAC implemented a range of initiatives to develop new audiences. Particular focus was given to new repertoires and young people in an attempt to build the Centre's diminishing demographic of 'aging' patrons. This strategy focused on the presentation of contemporary and popular music forms. This will be further expanded in the next financial year.
In 2006-07 JSPAC initiated a range of new strategic media and marketing programs. The aim of which was to enable JSPAC to compete in a heavily competitive and subsidised market. The strategy used education and community development programs as leverage and foundation for expanding JSPAC market share and profile. This proved to be very successful.
Focus was also given to the development of cross-artform projects offering parallel music, education and performance programs. This a unique area of operation. With a view to future resourcing of this area JSPAC prepared and submitted a comprehensive range of funding submissions.
In 2006-07 the PCoM
teaching program was expanded. A
highlight of the year was the collaboration with the Sydney Conservatorium of
Music re the delivery of western
Joan Sutherland Performing Arts
2006- 07 Box Office Report
In 2006-07 JSPAC Box Office operations focused on the following core activities
- Research and purchase of new ticketing system
- Training of casual and relief Box Office staff
- Integration of Railway Street Theatre tickets sales
- Organising theatre and music show ticketing and subscriptions
- Database entry and reporting.
Highlights
- Install of CCTV security monitoring system
- Employment of casual and relief staff.
Statistics
2,513 Hours open
11,804 Enquiries
$666,700 Total Box Office sales (includes JSPAC and Q Theatre Company)
Future Challenges
- Satisfy customer demand for technologically advanced ticketing
- Satisfy customers who are resistant technologically based ticketing
- Servicing an expanding and complex data base.
Joan Sutherland Performing Arts Centre
2006-07 Performance Program
The JSPAC Exhibition Program aims to present performance programs of excellence across a range of repertoires, styles and arts practice.
Program Outline
- Fine Music Program:
Presenting performers, ensembles and orchestras of excellence including: Roger Woodward (recital and Masterclass); SSO Discovery Program; OzOpera; Aurora Festival; Australian Brandenburg Orchestra; Mad Scenes concert; Hitler & Us' recital.
- Six Sundays In Winter:
A
recital program with a western
- Morning Melodies :
Monthly concerts for Seniors.
- Community Music Programs:
Including: Seniors
Choir, Penrith City Choir, Penrith Valley Concert Band, Penrith Symphony
Orchestra, NSW Brass Bands Competition; San Luis Obispo Orchestra (USA); New
Moon Children’s Chorus (
Highlights
- Performances by Australian
- Mad Scenes concert and inaugural Aurora Festival
- Two ABC Classic FM broadcasts
- International performance programs.
Statistics
112 Performances Presented
44,659 Tickets sold
1,149 Professional and Community Artists
Future Challenges
- Prohibitive costs of presenting premiere orchestras e.g. Sydney Symphony and Australian Chamber Orchestra
- Prohibitive costs of presenting popular music and performance acts e.g. The Wiggles, John Williamson, Guy Sebastian
- Saturated (and subsidised) regional classical music performances
- Need to re-vamp the Richard Bonynge Concert Hall.
Joan Sutherland Performing Arts Centre
2006-07 Education Program
The JSPAC Education Program aims to enrich and enhance the JSPAC and Q Theatre Company performance programs.
Schools Programs:
The 2006-07 Program
- Provided focus for school students across a range of areas, including: music appreciation, choral music, Australian theatre practice, Shakespearean theatre, musical theatre, literacy development, and world history.
- Offered special matinee performances, education enrichment workshops and lectures, work experience opportunities, photographic exhibitions, tours and syllabus specific study materials.
- Assisted teachers through the production and hosting of Professional Development Days and education kits, including English, Dance, Drama and Music.
- Produced music and drama festivals to enable the development of choral and theatrical skills, tied to syllabus outcomes.
Seniors Programs:
The 2006-07 Program
- Developed the Penrith Seniors Choir.
- Provided regular performances through the ‘Morning Melodies’ program.
- Hosted Seniors’ Day.
Disability Programs:
The 2006-07 Program
- Hosted International Day for People with a Disability.
- Provided opportunities for tours of the Joan for disability groups.
- Provided additional access facilities for people living with disabilities.
Youth Programs:
The 2006-07 Program
- Provided performance opportunities, as well as weekly music and theatre skill development courses.
- Provided school holiday workshop programs, particularly in the development of instrumental skills.
Highlights:
- Inaugural International
- Teacher development workshop for
2007 International
- The Song Room free performances for 2,000 disadvantaged students.
- Founding of Penrith Seniors’ Choir.
- High Schools Drama Festival and Hatched Festival performances.
2006-07Statistics:
Education Programs
8,445 Participants
14 Programs
40 Secondary Schools
32 Primary Schools
Performances
20 Performances
50 Performers (professional)
1,045 Performers (community)
Workshops
1,940 Participants
249 Workshops
31 Tutors Employed
Seniors
2 Programs
900 Participants
Disability
2 Programs Delivered
150 Participants
Youth
120 Sessions
160 Participants
Festivals
4 Music and Drama Festivals
1,200 Tickets Sold.
Future Challenges:
- Uncertain ArtsNSW funding.
- Expanding school holiday programs.
- Expanding opportunities for seniors and people living with disabilities.
- Further strengthening relationships with leading institutions e.g. NIDA.
- Securing funding for outreach programs.
- Providing opportunities for our region’s emerging writers, actors and directors.
Joan Sutherland Performing Arts
2006- 07 Venue Report
In 2006-07 JSPAC venue operations focused on the following core activities:
- Establishing new venue fees and charges
- Review of FOH cost centres and charges
- Development of function and conference packages
- Security
- Managing performances, function and events.
2006-07 Venue and Visitation Highlights
- 2006 Blue Mountains
- 2007 Senior’s Day event
- Western Sydney Industry Awards
- 2007
- 2007
- New venue brochure
Venue Statistics
2,451 Venue Enquiries
1,448 Venue bookings
26 Civic Events
$225,725 Venue Revenue
$190,107 Community Rental Subsidy
182,822 Visitors
Future Challenges
- Limited staff levels.
- Hosting corporate clients after 4pm.
- Lack of specialist technical equipment for conferences.
- Regional competition for events, functions and conferences.
Joan Sutherland Performing Arts
2006- 07 Facilities Report
In 2006-07 JSPAC Facilities operation focused on the following core activities
- Air-conditioning maintenance and repairs
- Plumbing maintenance and repairs
- Cleaning
- Security
- Q Theatre handrails
- Richard Bonynge Concert Hall sound system
- Electrical repairs and replacement.
2006-07 Facilities Highlights
- Installation of CCTV security system
- Renovation of JSPAC bars
- Renovation of Allan Mullins Hall
- Replacement of RBCH stage floor.
2006-07 Facilities Spend
- $47,959 Cleaning
- $47,367 Air-conditioning
- $2,772 Plumbing
- $47,965 Electricity
- $2,963 Security
- $29,432 Maintenance
- $5,499 Painting
- $4,125 Signage
- $6,693 Storm Damage
- $44,096 Insurance
- $20,361 Phone
- $4,320 Information Technology
- $11,137 Equipment Replacement
57.07% Subsidy spent on Facility Maintenance and Operations.
Future Challenges for Facilities Operations
- Poor plumbing sewage systems
- Ad hoc maintenance
- Need to replace RBCH air-conditioning and seating systems
- Leaking roofs
- Need to re-paint RBCH, and replace seating.
Joan Sutherland Performing Arts Centre
2006-07 Penrith Conservatorium of Music Report
The Penrith Conservatorium of Music aims to provide a first class teaching venue with fully accredited teachers.
Throughout 2006-07 the Penrith Conservatorium of Music focused on the following key areas of activity:
- PCoM teaching sessions
- Extending PCoM teaching programs (particularly Early Childhood music programs)
- Developing teaching and performance partnerships
- Development of PCoM percussion programs
- Establishment of off-site performances for PCoM students and tutors.
Highlights
- Performance in
- Establishing collaborative programs with Sydney Conservatorium of Music
- Establishing Penrith Conservatorium Seniors and Youth Choirs
- PCoM Disability and Early Childhood Music programs
- PCoM students concerts
- Increased use of JSPAC as HSC, AMEB and ANZCA exam centre.
Statistics
16,800 Teaching sessions
400 Students
28 Tutors
$89,675 Revenue
28 Student Concerts
1,680 Attending
19 Staff Performances
19 Master Classes
36 Seniors Classes
48 Disability Classes
384 Early Childhood Music Sessions
3,783 Attending Regional Exams.
Future Challenges
- Limited staff and financial resources to enable increased teaching and performance programs
- No percussion studio in JSPAC
- No digital teaching facilities and program at JSPAC
- Limited advertising and promotions budget
- Increased regional competition.
Joan Sutherland Performing Arts Centre
2006-7 Marketing and Promotion Programs
In 20006-07 JSPAC marketing and promotion programs focused on the following core activities:
- Marketing and promotion of JSPAC performance and education program
- Design and production of performance and education marketing collateral
- Development of regional media advertising
- Commenced re-construction of website.
Highlights
- Development and distribution of PP&VA music and education program collateral
- Development and distribution of JSPAC concert program collateral
- Development and distribution of early childhood music collateral
- Increased editorial in Penrith and regional print media
- Sydney Morning herald stories for For Matthew & Others concert program
and exhibitions
- ABC TV stories on For Matthew & Others concert program and exhibitions.
- ABC National feature on For Matthew & Others project.
Statistics
$79,946 Marketing and promotion spend
$1,174,000 Editorial received.
Future Challenges
- Cost of quality print material design and printing
- Need to initiate and integrate on-line and digital marketing programs and systems
- Regular editorial in regional press dependant on buying ads
- Quality of regional press arts coverage
- Building and maintaining efficient database
- Inconsistent branding by JSPAC hirers.
PRG&TLB closed for capital works in March 2006 and re-opened in late November of that year. Whilst closed PRG&TLB continued to develop and deliver exhibition and education programs.
Completed capital works delivered a revitalised facility - new entry canopy and walkways; covered courtyard function area; kitchen servery facility; improved public amenities; renovation of all four exhibition areas; conservation of heritage structures, gardens and artworks (including sculptures, mosaics, fountains and design features). Justifiably the exceptional architectural work of Andrew Andersons has been rewarded with peer, industry and visitor praise.
It should be noted that the Gallery was forced to cover, from its operational budget, a range of essential capital items deleted from the capital works budget. These included exhibition systems, signage, garden works and security lighting.
The Gallery now delivers a superb cultural facility for Penrith and the region. The challenge is to maintain it. Similarly, following implementation of the Heritage Garden Conservation and Maintenance Report the Galleries committed and talented gardening team have restored the gardens to pristine heritage condition. The gardens are exquisite.
In 2006/07 exhibitions
and project partnerships delivered exceptional visitor and promotional results
for the Gallery. Indeed, the Gallery continued to maintain its exceptional
reputation for imaginative and innovative exhibition and education programs.
The
The Gallery also
continued its commitment to delivering quality international exhibition
programs on behalf of Penrith City Council by presenting the Tracksuits of St Marys exhibition in
Penrith Regional Gallery & The Lewers Bequest
2006-07 Exhibition Program
PRG&TLB exhibition programs aim to present engaging innovative, high quality exhibitions and programs for the people of Penrith and the region.
2006-07 Exhibitions:
- Operation Art (22 June - 20 August 2006)
- For Matthew & Others: Journeys with
Schizophrenia (22 Sept – 21
Oct 06) (NB venue: Joan Sutherland Performing Arts Centre)
- Yours, Mine and Ours: 50 years of ABC TV (25 Nov 06 – 29 Jan 07)
- Tracksuits of St Marys (10 Feb – 8 Apr 07) - Penrith
- Knockout! and Ricky Emmerton (10 Feb – 8 Apr 07)
- Tracksuits of St Marys (Mar – May) –
- Highlights from the Collection (14 Apr – 14 May 07)
- Vivienne Binns (19 May – 24 Jun 07)
- Pearls of Arts Project
- Mothers’ Cookbooks (19 May – 24 Jun 07)
- Operation Art (30 June -12 August 2007)
Program Highlights:
All exhibitions have been praised for their
attractiveness and relevance. Highlights include:
- Operation Art.
- For Matthew & Others: Journeys with Schizophrenia
raised community awareness
of a very debilitating condition.
- Tracksuits of St Marys which received phenomenal levels of
local, national and international press coverage. Japan visitation excellent.
- Ricky Emmerton showcased
a local Indigenous artist of extraordinary ability.
- Vivienne Binns and Pearls of Arts Projects attracted Sydney Morning Herald art
review.
- Partnerships with ABC TV
- For Matthew and Others: Journeys with
Schizophrenia education kit
(awarded Museums Australia Publication and Design Award for best education kit
(category b)
- Yours, Mine and Ours: 50 years of ABC TV (website) (awarded Museums Australia
Publication and Design Award for best website (category b).
Exhibition Statistics:
- 16 Exhibitions presented
- 30,416 Visitors to Gallery programs (Penrith)
- 29,853
Visitors to For Matthew & Others travelling
exhibition (
- 17,500 Visitors to Gallery programs (Japan)
- 100 Artists exhibited
- 3 Collection based exhibitions.
Future Challenges:
- Poor signage.
- Poorly maintained air-conditioning
systems.
- Ad hoc maintenance.
- Gallery Café facility required to service visitor expectation.
- Impacts on heritage site and
facility from increased growth.
- Poor parking amenity.
Penrith Regional Gallery & The Lewers Bequest
2006-07 Education Program
The Education Program aims to enrich the exhibition program to diverse gallery audiences; these include school students, youth and family audiences, Seniors groups, disability organisations, tertiary students and the general public.
School Programs:
The 2006-7 Program
- Provided focus for school students across a range of program areas: art appreciation, art criticism, art making and art history
- Offered study days, curator led exhibition tours, forums and syllabus specific study packs.
- Assisted teachers in the classroom with syllabus specific education kits and exhibition notes across a range of syllabi including: Visual Arts, PDHPE, Legal studies and English.
- Offered practical art making opportunities linked to the exhibition program
- Offered media specific studio days with contemporary artists.
Seniors Programs:
The 2006-7 Program
- Developed community based projects as part of the exhibition program
- Offered Seniors Gallery tours, morning teas and slide shows.
Disability Programs:
The 2006-7 Program
- Welcomed Visitors with disabilities by providing wheelchair accessible, disabilities parking and helpful visitors’ services staff
- Offered art making workshops for visitors with a disability working with contemporary artists e.g. Sensory painting workshop for International Day for People With a Disability
- Offered sensory tours to all exhibitions (including interpretative strategies that use the sense of touch, smell and sound as well as sight)
- Presented song and sound making workshop for people with a disability.
Youth and Family Programs:
The 2006-7 Program included
- School holiday workshop programs and creative arts workshops for the under 5s, infants and primary school children and teenagers
- Family Performance days. e.g. Playschool Crafts and Storytelling day with Angela Moore presenter from ABC playschool
- Playgroup mornings which include art making and garden activities.
2006-07 Education Program Highlights
2006-07 Statistics
Education Programs:
4,980 Participants
72 Programs delivered
Workshops:
2,036 Participants
24 Primary schools participating
6 Secondary schools participating
128 Tutors employed
Seniors:
52 Seniors Programs delivered
923 Participants
Disability:
80 Disability Programs
2,407 Disability Visitors
Youth & Family Programs:
41 Programs
2,036 Participants
12,382 Total Participants
244 Total Programs.
Future Challenges:
- Limited funds for school excursions
- Poor public transport links.
- Expanding opportunities for seniors and people living with disabilities.
- Securing funding for outreach programs.
2006-07 Conservation & Collection Program
The Program aims to care for and conserve the Gallery’s Collection.
2006-07 Conservation & Collection Programs
- During Gallery closure the Collection was only accessible for routine assessment of climatic conditions.
- Art works in the garden were protected for the duration of the renovation. Large works were wrapped and fenced off to prevent damage, while smaller works were stored within the Collection area. These works were restored to exhibition condition.
- Artworks conserved include:
1. Darani Lewers, Untitled 1964, (copper down pipe, located on the Ancher House verandah).
2. Margo Lewers, Untitled (no date) (cork board cupboard) was relocated to the opposite end of the main room in Ancher House, following structural changes designed to accommodate direct access to the room as a gallery space.
3. Gerald Lewers, Untitled 1956 (copper down pipe, located on the lounge verandah)
4. Margo Lewers, Various Colours 1971, in preparation for Highlights from the Collection 14 April – 14 May 2007.
5. Margo Lewers Untitled 1956 (hanging mosaic) was relocated to a prominent position in the newly renovated courtyard.
6. Gerald Lewers, Firebird (no date) was conserved for installation in the Gallery grounds.
7. Gerald Lewers, Coca Cola fountain
8. Gerald Lewers, Fountain.
Collection – Exhibition Highlights
- Highlights from the Collection exhibition 14 April – 14 May 2007.
- An untitled exhibition selected from the Gallery Collection displayed at the Joan Sutherland Performing Arts Centre September – November 2006.
Future Challenges
- To facilitate greater access to the Collection.
- To progress the update of the electronic cataloguing system.
Conservation & Collection Statistics:
- 8 works conserved
- 2 Collection exhibitions
- 205 works exhibited.
2006- 07 Venue Report
In 2006-07 the Gallery’s venue operations focused on the following core activities
- Re-establishing the venue following re-opening after renovations
- Setting up the new function kitchen to professional standard
- Re-establishing venue profile post renovation.
2006-07 Venue Highlights
- Gallery received Heritage Award in Penrith Excellence in Design Awards
- Design and print of new venue brochure
- Launch of Gallery capital works
- The Acting Factory’s production of Alice in Wonderland
- Hosted PCC Penrith Excellence in Design Awards.
2006-07 Venue Statistics
90 Venue enquiries
31 Venue bookings
$22,484 Venue revenue.
Future Challenges for Venue Operations
- Impact of large scale venue bookings on the site
- Regional competition for venue bookings
- Facilities maintenance
e.g. the impacts on parking and toilets for medium to large scale bookings
- Need for venue specific staff.
2006-7 Marketing and Promotion
In 2006-07 the Gallery’s marketing and promotion programs focused on:
- Increasing audience awareness and attendance following capital works closure
- Both re-establishing and forging new direct and personal relationships with the media after capital works closure
- Establishing
regular advertising presence in the
- Maximising digital technologies for cost effective marketing.
2006-07
Marketing and Promotion Highlights
- 7 ABC Television productions featuring Yours Mine and Ours. 50 Years of ABC TV, Tracksuits of St Marys, and For Matthew and Others exhibitions.
- Television coverage across news and current affairs as well as arts featuring the 7.30 Report and Sunday Arts for Tracksuits of St Marys, and For Matthew and Others.
- 1 Channel 9 production for the Today Show for Tracksuits of St Marys.
- Television publicity evaluation $3,417,000
- 8 radio interviews featuring Tracksuits of St Marys publicity value $648,000
- Average 2 radio features per month
- Average 7 local press articles per month
- 2 Sydney Morning Herald art reviews in April and June featuring Tracksuits St Marys and Pearls of Arts Project exhibitions
- Viral Marketing successes such as the Tracksuits of St Marys face book blog. Viral marketing facilitates and encourages people to pass along a marketing message voluntarily in various formats such as word of month, video clips, websites or text messages.
Marketing and Promotion Statistics
- 2006-07
Marketing Spend @ $58,678
- 2006-07
Publicity valuation @ $6,318,583
Future Challenges for Marketing and Promotion
- Establishing successful guerrilla marketing initiatives.
- Developing further audience evaluation methods.
- Further development in Viral Marketing targeting key individual and networks to filter information.
2006- 07
In 2006-07 the Gallery’s Heritage Garden Program focused on the following core activities:
- Maintaining and incorporating the Gardens ongoing diversity and character
- Rebuilding pathways (both foot and car)
- Reintroducing specific annual gardens
- Promoting the gardens general health so to combat harsh summer and winter
climate with good organic garden foundations.
2006-07 Garden Highlights
- Witnessing the health and vigour of the garden come to fruition.
- New driveway installed (paid from Gallery operations budget).
- Grading and re-turfing of Gallery lawns (paid from Gallery operations budget).
- Drainage rectified in forecourt garden (paid from Gallery operations budget).
- New garden established in Regional Gallery courtyard (paid from Gallery operations budget).
- Garden security lighting system installed
- Seeing out the establishment of re-introduced plants.
- Noticing the positive reactions of the general public and artists alike.
- Increased functions and events in the garden.
- Building working relationships with other significant gardens e.g. Royal Botanic Gardens, Historic Houses Trust.
2006-07 Garden Statistics
2,584 Gardening staff hours
28 Garden events/functions
2 Fountains conserved
4 Outdoor artworks conserved.
Future Challenges for the
- Impact of
internal car parks on health of trees.
- OH&S
resulting from dying trees (see previous point).
- To maintain
optimum health of the plants and trees relative to the environment
and climate.
2006- 07 Facilities Report
In 2006-07 PRG&TLB Facilities operation focused on the following core activities
- Completion of capital works
- Catch up maintenance
- Garden conservation
- Re-commencement of facilities operation following capital works
- Installation of security lighting system
- Air conditioning maintenance
- Lighting maintenance
- Plumbing maintenance
- Rectification of incomplete capital works
2006-07 Facilities Highlights
- Completion of capital works
- Garden conservation.
- Gallery re-opening.
2006-07 Facilities Statistics
$14,157 Cleaning
$1,249 Air-conditioning
$18,565 Exhibition Systems
$929 Plumbing
$22,546 Electricity
$2,845 Lighting
$6,643 Security Lighting
$6,918 Maintenance
$5,655 Painting
$14,056 Signage
$22,357 Insurance
$8,385 Phone
$3,375 Information Technology
$1,607 Equipment Replacement
$10,521 Garden Maintenance
21% Subsidy spent on Facility Maintenance and Operations
NB: Gallery open for 7.5 months only
Future Challenges for Facilities Operations
- Limited budget allocations for maintenance
- Poor and ad hoc maintenance
- Malfunctioning plumbing and drainage systems
- Substandard air conditioning systems
- Poor office accommodation (including
heating and air conditioning).
2006-07 Margaret Farm Program
The Margaret Farm Program aims to contribute to arts practice in
2006-07 Margaret Farm Residencies
- Brook Andrew (Australia/Indigenous/Visual arts)
- Vivienne Binns (Australia/Visual arts)
- Sylvie Blocher (France/Visual arts)
- Charles Cooper (Australia/Visual arts)
- Graham Doyle, Sandy Jeffs and Geoff Prince (Australia/Visual artist and poet)
- Melinda Harper (Australia/Visual arts)
- Jeanne van Heeswijk (Netherlands/Visual arts)
- Toni Lamond (Australia/Performer)
- Richard MacLean (Australia/Visual artist and author)
- Jock McQueenie (Australia/Visual arts)
- Tyran Parke (Australia/Performer)
- Matthew Prest (Australia/Performer/ theatre maker)
- Papunya artists (Australia/Indigenous/Visual arts)
- Javier Tellez (Venezuela/Visual arts)
- The Song Room Company (Australia/Performers)
- Craig Walsh (Australia/Visual arts)
- Warburton Community artists (Australia/Indigenous/Visual arts)
Program Highlights
- The use of Margaret Farm by prominent international artists.
- Facilitating the opportunity for local artists to meet international artists.
- Collaboration with Museum of Contemporary Art, College of Fine Arts, Panthers World of Entertainment, Casula Powerhouse Arts Centre, ABC TV, Blacktown Arts Centre, College of Fine Arts, Campbelltown Arts Centre, Ivan Dougherty Gallery, National Arts School, University of Western Sydney.
Margaret Farm Statistics:
19 Residency projects
38 Australian artists
3 International artists
12 Project partners.
Future Challenges
- Uncertain funding from ArtsNSW.
- To further develop the momentum and number of residencies.
- To increase artist and community awareness of the residency program, both local and international.
- To further develop website information and records of residency outcomes.
Q Theatre Company
Throughout 2006/07 the Q continued to present and produce quality theatre entertainment for Penrith and the region. Particular highlights include Carmen (OzOpera), The Merchant of Venice (Bell Shakespeare) and Six Dance Lessons in Six Weeks (Ensemble Theatre) and Sunday in the Park with George..
A major area of focus
was the continued development of Q Theatre education performances. Highlights
include For Matthew & Others, When Vegetables Attack (Water Closet
Productions), Six Dance Lessons in Six
Weeks and The Warbles Go To The
Opera.
The Q also presented a range of performance related workshop programs. Particular emphasis was given to the Sunday in the Park with George and Six Dance Lessons in Six Weeks productions.
In 2006-07 the Q continued to produce new theatre work of excellence. The highlight of the year was the Australian premier production of Sunday in the Park with George which received exceptional critical and promotional acclaim. The Q continued its work to increase skills and standards, and provide employment opportunities, in the region, for professional writers and performers. This area of activity included projects with local writers and performers from the Acting Factory, Green Room, and Weatherboard Theatre.
In 2006-07 PP&VA assisted the Q with substantial financial and staff resources to market and promote its program (particularly Sunday in the Park with George). This assistance was intended to enable the Q to effectively compete in a heavily competitive and subsidised market.
Finally, a major focus of 2006/07 was completing the integration of the Railway Street Theatre Company in to the PP&VA structure. This proved to be a slow, careful and at times challenging process. However, this process has now been completed with the Q positioned for a productive and rejuvenated future.
It should be noted that the ArtsNSW Theatre Committee indicated its wish to reduce funding for the Q. This situation is of great concern, and is against the spirit and substance of previous agreements between PCC, the NSW Ministry for the Arts and Premier Bob Carr. This situation will need to be monitored carefully.
Q Theatre Company
2006-07 Program and Operations
The Q aims to
- Be a ‘flagship’ for professional performing arts in Penrith and western Sydney
- Entertain through the presentation and creation of outstanding performing arts activity
- Facilitate performing arts education programs
- Nurture cultural exchange
- Facilitate creative endeavour – accessible, resonant, vibrant, innovating, stimulating
- Engage
with and celebrate our local and regional communities.
The 2006-07 Program
Subscription Season:
- Carmen. OzOpera, 22 August 06
- The Merchant of
- Sunday in the Park with George. RSTC production, March 8-31 07
- Times of My Life. Christine Dunstan Productions, 2-5 May 07
- Six Dance Lessons in Six Weeks. Ensemble Theatre production, May 30-2 June
Education Performances:
- For Matthew & Others. Performance for secondary students, 22 Sept 06
- The Merchant of
- When Vegetables Attack. Water Closet Productions, 10 May 07
- Six Dance Lessons in Six Weeks. Schools performance, 31 May 07
- The Warbles Go To The Opera. Free performances, 24 May 07.
Education Workshops:
- Sunday in the Park with George. Workshops in production, art criticism and pointillist painting, 13 March 07.
- Six Dance Lessons in Six Weeks. Teachers Workshop, 31 May 07
- Six Dance Lessons in Six Weeks. Students Workshop with Todd McKenney and Nancye Hayes, 31 May 07.
Program Highlights
- Establishment of integrated performance and education programs involving RST, JSPAC and PRG&TLB
- Completion
of RST – PP&VA integration process
- Establishment
of new (interim) management, administration and programming structure
- Establishment
of new creative development structure and processes
- Completion
of RST review for ArtsNSW
Statistics
45 Performances
70 Performers
6,427 Tickets Sold
1,614 Subsidised Tickets
821 Subscribers
4 Youth Drama Festivals
1,200 Tickets Sold
249 Drama Workshops
1,940 Kids
31 Tutors Employed
$67,591 Spent on Marketing and Promotion
$882,000 Editorial Received
40% Audience from Penrith
40% Audience from
6% Audience from Hawkesbury
2% Audience from Sydney Metro.
Future Challenges
- Uncertain ArtsNSW funding
- Strong local and regional entertainment competition.
PP&VA
PERFORMANCE STATISTICS
PP&VA CULTURAL PROGRAMS
|
05/06 |
06/07 |
07/08 Target |
JSPAC
Performances |
79 |
112 |
125 |
JSPAC
Artists |
810 |
1,149 |
1,387 |
JSPAC
Tickets Sold |
36,272 |
44,659 |
50,000 |
PRG
& TLB Exhibitions |
22 |
19 |
21 |
PRG
& TLB Artists |
126 |
141 |
150 |
PRG
& TLB Visitors (Penrith) |
30,515 |
30,416 |
42,000 |
PRG
& TLB Visitors (Traveling) |
12,360 |
47,353 |
N/A |
Q
Performances |
135 |
145 |
155 |
Q Performers |
75 |
70 |
80 |
PP&VA EDUCATION PROGRAMS
|
05/06 |
06/07 |
07/08 Target |
JSPAC
Programs |
185 |
391 |
400 |
JSPAC
Participants |
6,000 |
12,640 |
13,000 |
JSPAC
Schools |
45 |
72 |
75 |
JSPAC
Tutors |
18 |
31 |
32 |
PRG
& TLB Programs |
410 |
244 |
260 |
PRG
& TLB Participants |
6,907 |
12,382 |
15,000 |
PRG
& TLB Schools |
24 |
30 |
36,000 |
Q
Programs |
321 |
353 |
380 |
Q
Participants |
1,860 |
1,940 |
2,100 |
Q Tutors |
27 |
31 |
34 |
PP&VA - PENRITH CONSERVATORIUM of MUSIC
|
05/06 |
06/07 |
07/08 Target |
Teaching
Sessions |
14,663 |
17,251 |
18,000 |
Tutors |
28 |
28 |
30 |
Students |
340 |
400 |
440 |
Concerts |
45 |
47 |
50 |
Attending Regional
Exams |
3,405 |
3,783 |
4,000 |
PP&VA MARKETING & PROMOTIONS
|
05/06 |
06/07 |
07/08 Target |
JSPAC
Spend |
$36,380.00 |
$79,946 |
80,000 |
JSPAC
Result |
$469,590 |
$1,174,000 |
$1,310,000 |
PRG
& TLB Spend |
$53,500 |
$58,678 |
$58,000 |
PRG
& TLB Result |
$1,062,975 |
$6,318,538 |
$6,000,000 |
Q
Spend |
$47,321 |
$67,591 |
$75,000 |
Q Result |
$342,800 |
$882,000 |
$1,000,000 |
PP&VA VENUE & VISITATIONS
|
05/06 |
06/07 |
07/08 Target |
JSPAC
Venue Bookings |
1,162 |
1,448 |
1,610 |
JSPAC
Civic Events |
11 |
26 |
30 |
JSPAC
Visitors |
145,655 |
182,822 |
210,000 |
PRG
& TLB Venue Bookings |
30 |
31 |
45 |
PRG
& TLB Civic Events |
4 |
5 |
10 |
PRG & TLB
Visitors |
31,000 |
30,416 |
42,000 |
PP&VA INCOME
|
05/06 |
06/07 |
07/08 Target |
Penrith
City Council - JSPAC |
$500,000 |
$700,000 |
$721,000 |
Penrith
City Council – PRG & TLB (+ other) |
$835,876 |
$674,955 |
$695,200 |
JSPAC
– Box Office |
$591,319 |
$663,317 |
$737.018 |
JSPAC
- Venue |
$222,780 |
$225,725 |
$250,805 |
JSPAC
– Education Programs |
N/A |
$100,395 |
$110,000 |
Penrith
Conservatorium of Music |
$80,333 |
$89,675 |
$104,423 |
PRG
& TLB - Venue |
N/A |
$22,484 |
$50,000 |
PRG
& TLB – Education Programs |
N/A |
$15,846 |
$25,000 |
Q –
Education Programs |
$25,419 |
$30,515 |
$33,000 |
Community Subsidy |
$113,157 |
$190,107 |
$205,000 |
PP&VA OPERATIONS
|
05/06 |
06/07 |
07/08 Target |
Salaries
|
$466,232* |
$993,244 |
$1,566,871 |
Cleaning |
$48,411* |
$62,116 |
90,000 |
Air
Conditioning |
$21,055* |
$48,616 |
63,700 |
Electricity |
$75,628* |
$70,511 |
$88,150 |
Repairs
& Maintenance |
$98,116* |
$62,764 |
$60,000 |
Phone |
$21,230* |
$28,746 |
$36,000 |
Insurance |
$34,173* |
$66,453 |
$68,500 |
Information
Technology |
$4,383* |
$7,695 |
$10,000 |
Capital Equipment
and Replacement |
$55,367* |
$58,978 |
$45,000 |
NB: *JSPAC only
Financial Accountant – Entities Comment
2006/07 saw the amalgamation of the Joan Sutherland Performing Arts Centre (JSPAC), Q Theatre and The Penrith Regional Gallery and Lewers Bequest (PRG) under the control of a single company structure, Penrith Performing and Visual Arts Limited (PPVA).
This new structure achieved an operational loss for 2006-07 of $288,969 after receiving a $1.3m contribution from Council. This compared to a combined loss of $179,881 (JSPAC (197,472) and PRG 17,591) after a Council contribution of $1.15m for the separate companies for the 2005-06 financial year. The 2006-07 loss has reduced the Net Assets (Equity) for the PPVA to $141,145. A similar loss for 2007-08 would place the company into a negative Net Assets position. The operation of the centre for the 2007-08 financial year to December 2007 has not met their year to date budget expectations. Council’s Financial Services staff will continue to work closely with the PPVA to ensure that the most effective financial management practices are in place.
The Chief Executive Officer in his report identifies a number of items which have contributed to this seemingly poor result, these items generally relate to minor capital works and maintenance issues for the centres, he also identifies these as an ongoing threat to the centres operations. The operations of the new company were also impacted by the renovation works at the Regional Gallery which was closed for part of the year and reopened in November 2006.
Provision of quality
cultural facilities to a city the size of Penrith entails a commitment from
Council for continued financial support.
The Chief Executive Officer also identifies by way of comparison a
number of similar cultural facilities in Campbelltown, Liverpool and
The finance staffing structure of the new company, now that the integration of both the Gallery and the Railway Street Theatre Company (RSTC (2007-08)) has been completed, is extremely important for the decision making process of the PPVA Board to ensure that quality relevant and timely financial information is available. The Board has recently made temporary appointments to address this issue and an evaluation of these positions and finalisation of a permanent solution should be a high priority.
Penrith
Performing and Visual Arts Ltd – Board of Directors
The
Articles of Association of the above Company provide, in part, that
1. To
provide continuity the members of the Board of Directors, except for the
General Manager or his/her nominee, shall retire on a rotating basis. At the
first Annual General Meeting after 1 July 2006, five (5) directors shall retire
(including one (1) Councillor). At the second Annual General Meeting after 1
July 2006 five (5) Directors shall retire (including one (1) Councillor). At the third Annual General Meeting after 1
July 2006 five (5) Directors shall retire. Thereafter the members of the Board
of Directors, shall retire after they have served on the Board of Directors for
three (3) years after appointment or re-appointment to the Board of Directors.
2. All
retiring Directors shall be eligible for re-appointment.
Council should
note that, as per the Articles of Association, Councillors Jackie Greenow and
Karen McKeown, John Mullane, Dennis Rice and Fiona Steel resigned at the second Annual General Meeting
of Penrith Performing and Visual Arts Ltd held on 18 December 2007 and
nominated for re-appointment. It was
resolved, at the second Annual General Meeting of Penrith Performing and Visual
Arts Ltd, that Penrith City Council be requested to endorse the appointment of
Councillors Jackie Greenow and Karen McKeown, John Mullane, Dennis Rice and
Fiona Steel as Directors of Penrith Performing and Visual Arts Ltd.
Council’s Director-City Services, Mr Steve Hackett, is the General
Manager’s representative and Company Secretary.
Peter Anderson was re-appointed Chairman and John Mullane as Deputy
Chairman.
That: 1. The information contained in the report
on Penrith Performing and
Visual Arts Ltd - Annual Report and Board of Directors be received 2. Councillors Jackie Greenow and Karen McKeown, John Mullane, Dennis Rice and Fiona Steel be appointed to fill vacancies that occurred at the second Annual General Meeting of the Penrith Performing and Visual Arts Ltd. 3. Council agree to underwrite the operation of Penrith Performing and Visual Arts Ltd until the presentation to Council of the Penrith Performing and Visual Arts Ltd Annual Report for 2007/08. 4. Council congratulate the Board of Penrith Performing and Visual Arts Ltd on their success and achievements over the twelve months to the end of June 2007. |
There are no attachments for this report.
18
February 2008 |
|
The City as a Social Place |
|
The City as a
3 |
Memorandum
of Understanding with Sydney West Area Health |
|
Compiled by: Wayne Mitchell, Environmental Health Manager
Authorised by: Wayne Mitchell,
Environmental Health Manager
Strategic Program Term Achievement: Effective
responses are made to the social impacts of growth, redevelopment and change.
Critical Action: Assess the social impacts of urban change in
both new release areas, established areas and rural areas..
Purpose:
To inform Council of a
proposal to enter into a formal Memorandum of Understanding with the Sydney
West Area Health Service (Centre for Population Health, Primary Care and Community
Health Services). This Memorandum
enhances the existing partnership between our organisations and provides a
formal framework within which existing and new projects can be further
developed and progressed. The report
recommends that Council endorse the Memorandum of Understanding.
Background
Council has worked closely with the Sydney West Area Health Service (SWAHS) and its predecessor, the Wentworth Area Health Service for many years on joint projects and programs. A primary example has been the Penrith Food Project which evolved into the current Healthy People Partnership Project. We share many common objectives around improving the health of our communities through health promotion and intervention programs.
Examples of current partnership programs include strategies to reduce smoking of tobacco and education about healthy weight. Council’s Healthy People Partnership Officer works closely with SWAHS Population Health team and receives extensive support and advice.
The Memorandum
of Understanding
The Memorandum of Understanding (MOU) for the Strategic Partnership Agreement between Sydney West Area Health Service and Council is attached. The purpose of the MOU is to formalise the existing collaborative arrangements between Council and SWAHS, and provide a basis for agreement and implementation of projects of common interest. This formality is consistent with our approach with other key strategic partners in the City such as the NSW Department of Housing.
The objectives of the MOU include:
1. Develop joint understanding of health needs in communities in the Penrith LGA.
2. Develop the capacity within both organisations to make the MOU effective by setting up the structure and roles for coordinating and implementing projects of the partnership.
3. Develop joint plans and policies that contribute to the improved health and wellbeing of the local community that strengthen the positive influences on good health and minimise the negative influences.
4. Prioritise partnership projects according to the strategic priorities of both organisations
5. Establish operational agreements between SWAHS, Council, other agencies and local communities that make prevention everybody’s business by supporting communities and organisations to protect, promote and maintain health and reduce health inequities.
6. Collaborate on community participation strategies to strengthen the consultative relationship between the community, Council and SWAHS.
7. Engage other State Government Departments and identified Non Government Organisations as required to address priority health issues
The Memorandum defines health as a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity. Health is also a resource for everyday life, a positive concept emphasising social and personal resources as well as physical capabilities. The fundamental conditions and resources for health are peace, shelter, education, food, income, a stable eco-system, sustainable resources, social justice and equity. Improvement in health requires a secure foundation in these basic prerequisites (WHO 1986).
The
Partnership
The Partnership will be based on a two tiered structure made up of a Steering Group and the Partnership Team. All meetings will be co-convened by officers of both organisations.
The Steering Group may establish teams to deliver specific benefits on behalf of the Partnership.
A review will be conducted over 24 months to evaluate the achievement of objectives in the MOU and the effectiveness of the working relationship.
The principles of the Partnership include:
(i) Sponsorship by the executive leadership in Population Health and Council;
(ii) A long term view built upon a shared understanding of issues;
(iii) Interdependence that recognises the interests, rights and responsibilities of both parties in addressing the needs of their stakeholders;
(iv) Openness that keeps each other informed of the other’s intentions, direction and way of working to maximise health outcomes and avoid missed opportunities;
(v) Development of trust through support mechanisms and adherence to agreed decisions;
(vi) Flexibility to adapt to changes through dialogue and respond to the requirements of elected representatives and to changes in policies.
Initial Projects
Potential projects that have been identified for consideration by the Steering Group include:
· Development of health indicators and health data for the Penrith Local Government Area
· Development of health impact assessment policies and procedures used in Strategic Planning for new Urban areas
· A project related to healthy weight objectives
· A project related to tobacco control objectives
Signatories to
the Agreement
It is proposed that the Executive Director Population Health and Strategic Direction sign the agreement on behalf of Sydney West Area Health Service and the Mayor and General Manager on behalf of Penrith City Council.
Conclusion
The proposed Memorandum of Understanding between Sydney West Area Health Service (Centre for Population Health and Primary Care and Community Health Services) provides an important opportunity to better formalise our long-standing partnership. The MOU establishes ways for working in partnership on joint ventures in the City. The MOU recognises that there are significant benefits to be gained through the development of a collaborative approach to protecting and promoting the health of people and to prevent illness, injury and disability.
That: 1. The information contained in the report
on Memorandum of Understanding
with Sydney West Area Health be
received 2. Council endorse the Memorandum of Understanding for the Strategic Partnership Agreement between Sydney West Area Health Service and Penrith City Council. |
1. View |
Draft Memorandum of Understanding |
4 Pages |
Appendix |
18 February 2008 |
|
Appendix
1 - Draft Memorandum of Understanding |
|
|
|
|
|
DRAFT
Memorandum of Understanding
Between Penrith City Council and Sydney West Area Health Service Centre
for Population Health & Primary Care & Community Health Services (
based in Penrith LGA)
FORMAL AGREEMENT
Rationale for MOU
Penrith City Council and the Sydney West Area Health Service (SWAHS) recognise
that there are significant benefits to be gained through the development of a
collaborative approach to protecting and promoting the health of people and to
prevent illness, injury and disability. The Memorandum of Understanding (MOU)
establishes ways for working in partnership on joint ventures in the Penrith
LGA and outlines the principles
and priorities that together form the basis of a strategic partnership
agreement
Partners for the MOU
The MOU is between Penrith City Council and SWAHS Population Health and
Primary Care Community Health Services as they pertain to the Penrith Local
Government Area (LGA).
..
Strategic Intent
Both partners bring to this MOU their long term plans and aspirations
for the future that make up their strategic intent as set out within SWAHS HEALTHFIRST, HEALTHY PEOPLE, PLACES AND
COMMUNITIES“Sydney West Area Healthcare Services Plan 2005 - 2010” and Penrith
City Council Strategic Plan 2005-2009 “The Competitive Edge” sets out draft
destinations for the city and residents of the Local Government Area. Both
organisations recognise that collaboration provides greater opportunities to
achieve these strategic results.
Definition of Terms in MOU
For the purpose of the MOU, health is defined as a state of complete
physical, mental and social well-being and not merely the absence of disease or
infirmity. Health is also a resource for everyday life, a positive concept
emphasising social and personal resources as well as physical capabilities. The
fundamental conditions and resources for health are peace, shelter, education,
food, income, a stable eco-system, sustainable resources, social justice and
equity. Improvement in health requires a secure foundation in these basic
prerequisites (WHO 1986).
Partnership Agreement
The Strategic Partnership Agreement sets out the aim, objectives,
principles and governance of the strategic partnership.
AIM OF THE MOU
The aim of the Strategic Partnership is to improve the health of the
population, create healthy environments, enable individuals and communities to
make healthy choices and reduce differences in the health status that exists
between groups. The MOU establishes effective ways for both organisations to
work together.
The partners aim to share knowledge of the environmental, behavioural,
and social factors that have an effect on the community’s health, address
health issues by joint planning and to coordinate services to achieve better
health outcomes.
OBJECTIVES
1. Develop
joint understanding of health needs in communities in the Penrith
LGA..
2. Develop
the capacity within both organisations to make the MOU effective by setting
up the structure and roles for coordinating and implementing projects of the
partnership.
3. Develop
joint plans and policies that contribute to the improved health and
wellbeing of the local community that
strengthen the positive influences on good health and minimise the negative
influences.
4. Prioritise
partnership projects according to the strategic priorities of both
organisations
5. Establish
operational agreements between SWAHS, Council, other agencies and local
communities that make prevention everybody’s business by supporting communities
and organisations to protect, promote and maintain health and reduce health
inequities.
6. Collaborate
on community participation strategies to strengthen the consultative
relationship between the community, Council and SWAHS.
7. Engage other State Government Departments and identified Non Government
Organisations as required to address priority health issues
STATUS OF THIS DOCUMENT
This document is a statement of intent only and not intended to operate
as a binding legal document on the parties or to create legal relationships
between them.
The statutory and consent requirements of either organisation are not
affected by this MOU.
PRINCIPLES OF PARTNERSHIP
The underlying principles that sustain the strategic partnership between
the partners include:
(i) Sponsorship by the executive leadership in Population
Health and Council;
(ii) A long
term view built upon a shared understanding of issues;
(iii) Interdependence that recognises the interests, rights and
responsibilities of both parties in addressing the needs of their stakeholders;
(iv) Openness that keeps each other informed of the other’s
intentions, direction and way of working to maximise health outcomes and avoid
missed opportunities;
(v) Development of trust through support mechanisms and
adherence to agreed decisions;
(vi) Flexibility to adapt to changes through dialogue and respond
to the requirements of elected representatives and to changes in policies.
STRUCTURE OF THE STRATEGIC
PARTNERSHIP
The Partnership will be based on a two tiered structure made up of a
Steering Group and the Partnership Team. All meetings of these groups will be
co-convened by officers of XYZ City Council and the SWAHS.
The Steering Group may establish Teams to deliver specific benefits on
behalf of the Partnership.
Information shared at the Steering Group shall be
considered confidential unless released by the owner of the information for
public distribution.
A separate document will outline the terms of
reference for the operation of the Steering Group and Partnership Team.
A review will be conducted after 24 months to
evaluate the achievement of objectives in the MOU and the effectiveness of the
working relationships.
STEERING GROUP
The Steering Group, made up of Executive and Managers from both
organisations, will:
§ Establish the strategic context and provide policy direction;
§ Support the achievement of the health outcomes of both parties;
§ Support the delivery of projects and address any constraints;
§ Respond in a timely manner to address any problems around issue
management.
The Steering Group will meet at least twice a year. Other meetings can be held as needed or
requested by the Director / Deputy Centre for Population Health SWAHS or the
Director City Planning at Penrith Council
Steering Group Membership:
SWAHS § Executive
Director Population Health & Strategic Direction § Manager
Health Promotion § Group
Manager Penrith LGA Primary Care and Community Health Services § Manager
Healthier Environment Program |
XYZ City Council § General
Manager § § Manager
Environment and Health § Manager
Community and Cultural Development |
PARTNERSHIP TEAM
The Partnership Team:
§ Puts forward strategic issues for consideration and direction by the
Steering Group;
§ Proposes strategies for health improvements through programs and
projects with measurable indicators for approval by the Steering Committee;
§ Coordinates the implementation of decisions by the Steering Committee;
§ Reports on progress and measurable indicators for programs and projects.
The Partnership Team is made up of two officers
from both organisations and will meet quarterly or as required. To facilitate continuity some core members of
the Partnership Team are part of the Steering group.
SCOPE OF THE WORK
The draft scope of the work to be undertaken by the
partnership is outlined in a separate document. The Steering Committee will
consider the draft scope of work at their initial meeting and decide on
priorities and resources for the body of work to be done.
Reference
WHO
18
February 2008 |
|
The City as a Social Place |
|
The City as a
4 |
Modification,
Extension or issue of Operational Consents for Deferred Commencement
Determinations of Development Consents that were determined by the Ordinary
Council Meeting |
|
Compiled by: Peter Wood, Development Assessment Coordinator -
North
Authorised by: Paul Lemm,
Development Services Manager
Strategic Program Term Achievement: Redevelopment
of existing areas contributes to safe, sustainable, affordable and satisfying
living environments and cohesive communities.
Critical Action: Formulate and implement social and cultural
strategies for redeveloping established areas that support cohesive
communities.
Purpose:
To seek Council's endorsement
of proposed procedures for determination of applications for proposals
previously reported to Council. This report is further to the Development
Regulation Working Party report of 11 December 2007. The report recommends that the proposed procedures
be endorsed by Council.
Background
At Council’s meeting of 3 December 2007, Councillor Thain brought to Councillors’ attention the issue of some applications for modification or extension of consent, where the original application was determined by full Council, being determined under delegation without Councillors being made aware of the proposal. As reported to the Development Regulation Working Party (DRWP) on 11 December 2007, the Development Services Manager has reviewed the current procedure, agreed that it needs to change and proposes new procedures to address current inconsistencies.
Current Procedure
The Development Services
Department’s Procedures Manual
contains a Development Approvals Practice
Note for applications considered under Delegated Authority (G1 attached to
this report). This provides that all
applications for extension of consent are reported for peer review to Council’s
delegated Assessment Team which consists of an area Co-ordinator, a
Clause B18A of Penrith Development Control Plan 2006 – Section 2.7 “Notification and Advertising (DCP),” provides however that Councillors shall be notified of an application for modification if the original development application was determined at a Council meeting or the application has been lodged under Section 96AA of the Environmental Planning and Assessment Act, 1979, where the original consent was issued by the Land and Environment Court.
There have been some recent examples of applications for modification or extension of consents which have not followed one or more of the above procedures. This is also the case for some applications where a “deferred commencement” consent has been determined by full Council yet the “operational consent” has been issued under delegation where the deferred items have been satisfied. Although this does not cast any doubt on the legitimacy of legal process followed, it does raise issues in terms of Council’s accepted process for taking decisions on matters which were previously in the public arena.
New Procedures
As advised in the DRWP report of 11 December 2007, the Manager of Development Services proposes the following new procedures for applications for modification or extension of development consent where the original application was determined by full Council:
· The Manager of Development Services will determine what these applications will be reported to Council based on the extent of public interest surrounding the development application and the nature of the development proposal; and
· All applications for modification of development consent, extension of development consent and issue of an operational consent for deferred commencement determinations will be reported to Councillors via memorandum when an application is received.
A new Practice Note (G3 see attached copy) has been prepared which provides a background to existing procedures and outlines the above procedures for reference for any relevant future applications.
That: 1. The information contained in the report
on Modification, Extension or issue of Operational Consents for Deferred
Commencement Determinations of Development Consents that were determined by
the Ordinary Council Meeting be
received. 2. The new procedures outlined commence immediately, as reflected in the new practice note and incorporated into the community consultation section of the draft City Wide DCP 2008. |
1. View |
New Development Approvals Practice Note -
G3 |
1 Page |
Appendix |
2. View |
Development Approvals Practice Note - G1 |
2 Pages |
Appendix |
3. View |
Development Approvals Practice Note - G2 |
2 Pages |
Appendix |
18 February 2008 |
|
Appendix
1 - New Development Approvals Practice Note - G3 |
|
|
|
Development
Approvals Practice Note G3
Date: 11 February 2008 Compiled:
Peter Wood Authorised: Paul Lemm
Subject: Determination of Applications for Modification, Extension or
Operation of Deferred Commencement Development Consents where the Development
Application was determined by Full Council.
Development Approvals Practice Notes G1 & G2 detail procedures for determining applications under
Delegated Authority or preparing reports to Council. G1 provides that all applications for extension of consent are
reported for peer review to Council’s delegated Assessment Team which consists
of an area Co-ordinator, a
Clause
B18A of Penrith Development Control Plan 2006 – Section 2.7 “Notification and Advertising (DCP),” provides however that
Councillors shall be notified of an application for modification if the
original development application was determined at a Council meeting or the
application has been lodged under Section 96AA of the Environmental Planning
and Assessment Act, 1979, where the original consent was issued by the Land and
Environment Court.
In order
to clarify the above requirements as they relate to all subsequent applications
where the original determination is made by full Council the following
procedure is to be followed:
· The Manager of Development Services will
determine what applications should be reported to Council based on the extent
of public interest that was generated by the development application and the
nature of the development; and
· All applications for modification of
development consent, extension of development consent and issue of an
operational consent for deferred commencement determinations will be reported
to Councillors via memorandum when an application is received.
18 February 2008 |
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Appendix
2 - Development Approvals Practice Note - G1 |
|
|
|
18 February 2008 |
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Appendix
3 - Development Approvals Practice Note - G2 |
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THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY
The City In Its Environment
Item Page
5 Biodiversity
Action Plan
18
February 2008 |
|
The City in its Environment |
|
The City in its Environment
5 |
Biodiversity
Action Plan |
|
Compiled by: Hamish Robertson, Natural Resources Management
Officer
Anthony Price, Environmental Health
Co-ordinator
Authorised by: Wayne Mitchell,
Environmental Health Manager
Strategic Program Term Achievement: The
City’s biological diversity is being protected and conserved through the implementation
of a biodiversity conservation and bushland management strategy.
Critical Action: Undertake biodiversity conservation and
protection and pursue the effective management of natural areas.
Purpose:
To provide Council with
information on the Biodiversity Action Plan that has been developed to progress
the implementation of the Penrith Biodiversity Strategy. The report recommends that the information be
received.
Introduction
The conservation of biodiversity is a major challenge and Penrith City Council has a fundamental role to play. Penrith has a diverse range of native species and ecological communities many of which are listed for protection under the Threatened Species Conservation Act 1995 and the Environment Protection and Biodiversity Conservation Act 1999. The majority of these rare species are primarily confined to remnant patches of native vegetation occurring on private land outside conservation reserves.
In response to this
challenge the Penrith Biodiversity Strategy was adopted by Council in May 2004.
The Strategy outlines the Council’s commitment to conserving and maintaining
biological diversity. It is aligned with The National Strategy for the
Conservation of
Biodiversity
Action Plan
The Penrith Biodiversity Strategy was recently reviewed with the aim of determining the most suitable method of conserving Penrith’s Biodiversity and progressing the good work that has already commenced in this area.
An internal working group that includes members from variety of Council departments with an interest in biodiversity conservation outcomes has been established to progress the implementation of the Strategy. This group played an important role in the development of the Biodiversity Action Plan and will also be involved in monitoring the plans implementation.
The Plan builds on the objectives of the Strategy with specific actions assigned to address the Strategy goals for Biodiversity Conservation and Protection, Integrating Biodiversity Conservation and Natural Resource management, Managing Threatening Processes, Improving Our Knowledge and Community Involvement.
The Biodiversity Action Plan will also focus and build on core vegetation and habitat linkages identified by National Parks and Wildlife mapping in 2002, Flora and Fauna Corridor Study 1997, Conservation Significance Assessment 2005, and 100m Connectivity Analysis 2005.
The Plan provides for a “priority system” to manage actions and to ensure that maximum benefit can be achieved with the resources allocated for its implementation. It is also an intention of the Plan for higher priority actions to be incorporated into Council Management Plan. Performance will be reviewed throughout the year with a more detailed annual assessment of the actions. This review will allow flexibility to modify the Plan to adapt to changing priorities and organisational needs. Council’s established reporting processes will be utilised to report on the performance and progress of the Action Plan.
The following table provides some examples of the higher priority items that are recommended for action in the next management plan year. Further details are provided on these actions in the attached Biodiversity Action Plan. It is important to note that some of the more significant actions will require more than a 12 month period to complete and others will be ongoing.
Actions |
Comments |
Develop
a biodiversity GIS layer based on existing information (public &
private). |
Upgrade existing GIS maps by developing mapping layers showing vegetation corridors, riparian corridors, surrounding land uses & stormwater treatment systems. Overlay layers with aerials and zones to identify gaps, key threatening processes and prioritise management actions to protect and enhance biodiversity assets. |
Collect
data from local surveys, Flora & Fauna Reports and integrate DBMS with
GIS. |
Investigate systems for biodiversity data capture, storage and display. Data from local surveys, Flora & Fauna Reports (DA’s) and sighting will be stored in an Access database and displayed on GIS. |
|
Review and if appropriate implement the recommendations of Threat Abatement Plans for species and communities listed under the Threatened Species Conservation Act 1995 and the Environment Protection and Biodiversity Conservation Act 1999. |
Secure biodiversity outcomes through the Release Area planning process. |
Explore opportunities to conserve biodiversity through the release Area planning process, including the implementation of the Sustainability Blueprint for Urban Release Areas. |
Asset Management projects and maintenance practices to consider biodiversity. |
Review Asset Management procedures for environmentally sensitive areas including the completion of a REF for all activity types. |
Ensure development assessment procedures consider biodiversity conservation. |
Review development assessment practice notes to ensure they are up to date and consistent with relevant legislation and current best practice. |
Assist relevant authorities to control noxious weeds. |
Identify the priority weed threats and work with Hawkesbury River County Council and other relevant authorities to control those outbreaks. |
Monitor the impacts of pollutants on biodiversity in particular on aquatic systems. |
Develop and implement a Water Health Strategy that monitors impacts on biodiversity and in particular aquatic environments. |
Promote
community participation via the internet and local newspaper. |
Biodiversity represented in the Council network news paper and website. Publish regular article outlining biodiversity issues & actions. |
Create
a community resource on Penrith’s biodiversity. |
Liaise with the library to establish a biodiversity resource section in the technical library and ensure the Council website has resources for community use. |
Identify
and support businesses, Landcare or similar Community groups by providing
equipment, materials and knowledge to promote and conserve biodiversity. |
Identify and list active community organisations and inform them of funding opportunities by way of the PCC website, email shots, and offering assistance. Work with the HNCMA to encourage the formation of community groups for areas high in biodiversity or resilience. |
Prepare and distribute educational material at various public events. |
Create a calendar of events to target education and awareness efforts throughout the year such as: Threatened Species Day, Biodiversity Month, National Tree Day, Council Open Day etc. |
Continue Council Parks Construction & Maintenance
staff training in bushland maintenance. |
Create
procedure for establishing 'no mow' zones to
protect regeneration work and to allow for recruitment of native species in
parkland. Procedure for ‘no mow’ zones to be reinforced with a bushland
friendly maintenance manual. Rotate Parks Construction & Maintenance staff with bushland
regeneration team. |
Biodiversity
Working Group to facilitate internal training and
awareness programs. |
Biodiversity Working Group will be used to initiate training ideas and programs for greater awareness of biodiversity issues and biodiversity knowledge. |
The Biodiversity Action Plan has been developed
using a nationally recognised framework called Benchmarking Biodiversity
Conservation. The benchmarking
system allows for the comparison of progress across local governments
throughout
· Commit to Change
· Establish a Baseline Position
· Develop a Strategic Approach
· Implement and Monitor, and
· Review and Evaluate.
Penrith has addressed the “Commit to Change” and “Develop a Strategic Approach” benchmark steps through developing the Penrith Biodiversity Strategy and now the accompanying Biodiversity Action Plan. Utilising the management plan process to monitor and report on action progress, reviewing internal policies and practices, facilitating access and distributing educational material and exploring funding opportunities will all assist progress toward addressing the remaining benchmark steps in the model.
Conclusion
The Penrith Biodiversity Action Plan provides practical actions developed to meet the objectives of the Penrith Biodiversity Strategy. The Plan provides a system of prioritising actions to ensure that maximum benefit can be achieved with the resources allocated for its implementation. It is intended that higher priority actions will be incorporated into Council’s Management Plan and the established monitoring and reporting processes will be utilised to assess the Plans progress. The performance of the Plan will also be reviewed annually. This review will allow flexibility to modify the Plan if needed to adapt to changing priorities and organisational needs.
That the information contained in the report on
the Biodiversity Action Plan
be received. |
Biodiversity Action Plan |
11 Pages |
Attachment |
The City as an Economy
There were no reports under this Master
Program when the Business Paper was compiled
THIS
PAGE HAS BEEN LEFT BLANK INTENTIONALLY
The City Supported by Infrastructure
There were no reports under this Master
Program when the Business Paper was compiled
THIS
PAGE HAS BEEN LEFT BLANK INTENTIONALLY
Leadership and Organisation
Item Page
6 Proposed
Policy on 'Advertising on Council Premises'
7 2008
Local Government Remuneration Tribunal Review
18
February 2008 |
|
Leadership and Organisation |
|
Leadership and Organisation
6 |
Proposed
Policy on 'Advertising on Council Premises'
|
|
Compiled by: Stephen Pearson, Executive Services Officer
Authorised by: Glenn McCarthy,
Executive Officer
Requested
By: Councillor Ross Fowler OAM
Strategic Program Term Achievement: Council
has reviewed its own role and operations and has adopted contemporary practices
to best discharge its charter.
Critical Action: Review current structures and procedures
supporting Council and Councillors responsibilities.
Purpose:
To gain Council approval for a
policy on political and general advertising on Council premises. The report
recommends that the proposed Policy relating to 'Advertising on Council
Premises' be adopted.
Background
In Questions Without Notice at the Ordinary Council Meeting held on 13 August 2007, Councillor Ross Fowler requested a report on the formulation of a policy covering political, and other, advertising on Council premises.
Councillor Fowler has indicated that the reason for requesting this policy is that there have been occasional instances in the past of unauthorised political advertising on Council premises. He considers that there is a need for Council to adopt an appropriate policy so that it can control this sort of advertising, so that Council is seen as being impartial and not seen as promoting any political ideology or commercial product.
A draft policy was submitted to the Policy Review Committee on 10 December 2007. The Committee’s recommendation to receive the report and to re-submit it to a future Policy Review Committee Meeting to allow the draft policy to be amended to exclude parks and road reserves from the policy, was adopted by Council on 17 December 2007.
Proposed Amended Draft Policy
The draft policy has now been amended to exclude parks and road reserves by altering the definition of ‘Council premises’ to read as follows (the added words appear in bold):
‘Council premises’ includes the public areas of all Council
owned buildings and buildings of which the Council is the lessee, and the land
on which those buildings are located. This Policy does not extend to Council owned and controlled open space,
recreation and public road reserves, nor to buildings and land which
Council has leased to a third party.
That: 1. The information contained in the report
on the proposed policy relating to ‘Advertising on Council Premises’ be received 2. The proposed policy relating to ‘Advertising on Council Premises’, as shown in the Amended Draft Policy Document appended to this report, be adopted 3. The managers of all Council controlled premises, including section 377 Committees, be informed of Council’s policy relating to ‘Advertising on Council Premises’ |
1. View |
Draft Policy relating to 'Advertising on
Council Premises' |
1 Page |
Appendix |
18 February 2008 |
|
Appendix
1 - Draft Policy relating to 'Advertising on Council Premises' |
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|
|
POLICY DOCUMENT
POLICY NAME: |
ADVERTISING ON COUNCIL PREMISES |
Policy No: |
Adopted by
Council: |
|
Minute No: |
Review: |
|
File No: |
Relevant
Legislation: (if applicable) |
|
Responsible
Department: Legal &
Governance |
Policy Statement:
That Council
premises not be used for Political Advertising and other General Advertising,
nor for the handing out of Political Advertising and General Advertising
material.
Why this policy is required
Council should be seen within its community
to be impartial and not acting in the interests of any particular individual or
organisation.
Definitions
‘Council premises’ includes the public
areas of all Council owned buildings and buildings of which the Council is the
lessee, and the land on which those buildings are located. This Policy does not
extend to Council owned and controlled open space recreation and public road
reserves, nor to buildings and land which Council has leased to a third party.
‘General Advertising’ includes
advertisements, posters, photographs, notices, signs, structures, banners,
leaflets, pamphlets, handbills, cards, balloons, public address or use of loud
speakers, used or intended to influence the public to buy a product or use a
service.
‘Political Advertising’ includes how to
vote material, advertisements, posters, photographs, notices, signs,
structures, banners, leaflets, pamphlets, handbills, cards, balloons, public
address or use of loud speakers, used or intended to promote a particular
candidate, political party or non-political party or political cause.
Exceptions to Policy
This Policy applies, with the exception
that Political and other General Advertising is permitted in the following
circumstances:
1. where the General Advertising comprises a
product that is part of a display on Council premises to educate and inform the
public;
2. where the Council premises is a Council
hall or similar venue which has been hired to the general public for a private
social activity, event, conference or meeting and the advertising cannot be
viewed from a public place;
3. where the Council premises is being used
for electoral purposes for Commonwealth, State or local elections on polling
day or for pre-poll voting and the advertising is in accordance with the
relevant NSW or Commonwealth electoral legislation;
4. where the Council has specifically resolved
that the advertising be allowed;
5. where the General Manager has sanctioned
the General Advertising.
18
February 2008 |
|
Leadership and Organisation |
|
Leadership and Organisation
7 |
2008
Local Government Remuneration Tribunal Review |
|
Compiled by: Stephen Pearson, Executive Services Officer
Authorised by: Glenn McCarthy,
Executive Officer
Strategic Program Term Achievement: Council
has reviewed its own role and operations and has adopted contemporary practices
to best discharge its charter.
Critical Action: Review current structures and procedures
supporting Council and Councillors responsibilities.
Purpose:
To advise Council of the
current review into the fees payable to Councillors and Mayors for the 2008
Determination, to take effect from 1 July 2008. The report recommends that
Council support the submission made by the Local Government and Shires
Associations of NSW.
Background
The Local Government Remuneration Tribunal (the Tribunal) was established under the Local Government Act, 1993 (the Act) to make an annual determination of the minimum and maximum fees payable to councillors and mayors for each category of council. The determination must be made by 30 April each year.
Current Review
The Tribunal has commenced its review for the 2008 determination and any increase in fees applied will take effect from 1 July 2008.
The Tribunal has written to Council seeking submissions for the review. It would welcome a submission in regard to the quantum and/or structure of fees.
In accordance with Section 239 of the Act, the Tribunal is required to determine the categories of councils at least every three years. Categories of councils were last determined by the Tribunal in 2006. As outlined in the report and determination of 19 April 2006, the Tribunal determined that Category 5 councils should be merged with Category 4 councils and that Category 5 would be abolished. The Tribunal found that the remaining existing categories were still appropriate and determined no further changes.
The Tribunal has advised that it does not intend to undertake a further review of categories during the 2008 review. The Tribunal will review the categories of councils again as part of the 2009 review. Until then the Tribunal would not expect to move councils within categories unless there is a significant change in the role and responsibilities of individual councils.
Local
Government and Shires Associations of New South Wales 2008 Submission to the
NSW Local Government Remuneration Tribunal
A copy of the Local Government and Shires Association’s 2008 submission to the NSW Local Government Remuneration Tribunal is appended to this report.
The Associations are asking the Tribunal to consider:
· their previous 2007 submission which was based on the findings of the Independent Inquiry into the Financial Sustainability of NSW Local Government and Mastertek Consultants, both of which considered the roles and responsibilities of councillors and concluded that councillors’ remuneration levels should be increased
· the changing nature of the role and responsibilities of councillors and mayors in regard to:
- Governance
- Environment and Natural Resource Management, including Water Management and Ecologically Sustainable Development and Climate Change
- Social Policy Matters, including:
~ Planning for population ageing
~ Cultural Planning Guidelines
~ Maintaining Local Government Child Care
~ Protecting Aboriginal Heritage
~ The New Food Safety Regime
~ Planning for a New Public Health Threat: Influenza Pandemic
~ Managing Alcohol and other Community Drug Problems
~ Negotiating Government and Non-Government demands on tobacco smoking
~ Water and Sewerage issues for Discrete Aboriginal Communities
- Local Government Finances
· the comparison of Councillors with Members of Parliament and still advocating the mayor and councillor remuneration rates suggested in their submission of 1 February 2007, namely:
- a benchmark rate of 80% of a
State Members of Parliament salary for mayors of category 1A (Blacktown &
Penrith) and S2 (
- councillors fee for these councils set at 50% of the mayoral fee, or 40% of a State Members of Parliament salary
- fees for mayors and councillors in other categories would then be established against these benchmarks.
Penrith City
Council’s Current Situation
Council successfully
argued in 2001 and 2002 for the establishment of a new Category – Category 1A –
to distinguish those particular aspects of large, mainly urban councils,
located at the fringe of urban areas. The Tribunal concluded that Penrith
warranted inclusion in Category 1A because of its regional significance in
outer western
The current Tribunal
approved remuneration for 2007 for Categories S1 (
Current Fees
for Councillors and Mayors for Category S1, S2 and 1A Councils
|
Councillor/Member 2007 Annual Fee |
Mayor/Chairperson 2007 Additional Fee* |
||
|
Minimum |
Maximum |
Minimum |
Maximum |
S1 |
19,830 |
29,080 |
121,305 |
159,620 |
S2 |
13,215 |
21,805 |
28,090 |
63,560 |
Category
1A |
13,215 |
21,805 |
28,090 |
63,560 |
* This fee must be paid in addition to
the fee paid to the Mayor/Chairperson as a Councillor/Member (s.249(2)).
Penrith City Council has adopted the maximum annual fee and its current fees paid to the Mayor and Councillors for the financial year ending 30 June 2008 are structured as follows:
1. Councillors
$21,805
2. Mayor – $21,805 +
$50,848 (which is 80% of max Mayoral allowance) = $72,653
3. Deputy Mayor -
$21,805 + $12,712 (which is 20% of max Mayoral allowance) = $34,517
If the recommendations in
the Local Government and Shires Association’s 2008 submission were agreed to by
the NSW Local Government Remuneration Tribunal:
1. the fees payable
for a Category 1A Council (
|
Councillor/Member Annual Fee |
Mayor/Chairperson (including
Councillor fee) |
||
|
Minimum |
Maximum |
Minimum |
Maximum |
Category
1A |
30,418 |
50,696*1 |
60,836 |
101,393*2 |
*1
Maximum based on 40% of State MP
*2
Maximum based on 80% of State MP
2. In keeping with Council’s established
practice of providing an additional fee to recognise of the role of the Deputy
Mayor, the difference between the Mayoral Fee and Councillor Fee could be split
80/20. The maximum fees payable to the
Mayor, Deputy Mayor and Councillors would become:
· Councillors $50,696
· Mayor – $50,696 + $40,557.60 (80% of difference to Mayoral Fee) = $91,253.60
· Deputy Mayor - $50,696 + $ 10,139.40 (20% of difference to Mayoral Fee) = $60,835.40
Financial
Services Manager’s Comment
Council’s current practice is to remunerate the Mayor and Councillors at the maximum fee level as determined by the Tribunal. While the above proposed fee allocation differs from the proposed allocation by the LGSA, which does not recognise the role of the Deputy Mayor, the overall costs of the two structures is the same. If the LGSA proposal is adopted by the Tribunal, and Penrith Council continues to pay fees at the maximum level, it would represent a total annual increase in expenditure to Council of $420,502. As this additional amount is not included in the 2008-09 Management Plan currently being compiled the impact of the potential increase would then need to be assessed against the effect on other adopted policies and programs.
Conclusion
Council’s regional role has been officially recognised by
the State Government as a
On this basis, it is suggested that the Local Government
Remuneration Tribunal be informed that Penrith City Council supports the Local
Government and Shires Associations of New South Wales submission to the
Tribunal for the 2008 Review on remuneration levels of mayors and councillors.
That: 1. The information contained in the report
on 2008 Local Government
Remuneration Tribunal Review be received 2. A submission be made to the Local Government Remuneration Tribunal supporting the Local Government and Shires Association of NSW submission on the 2008 review of fees payable to mayors and councillors. |
LGA submission to Remuneration Tribunal
2008 |
8 Pages |
Attachment |
ATTACHMENTS
Date of Meeting: Monday
18 February 2008
Master Program: The
City in its Environment
Issue: Natural
Catchment Assets
Report Title: Biodiversity
Action Plan
Attachments: Biodiversity
Action Plan
ATTACHMENTS
Date of Meeting: Monday
18 February 2008
Master Program: Leadership
and Organisation
Issue: Governance
Report Title: 2008
Local Government Remuneration Tribunal Review
Attachments: LGA
submission to Remuneration Tribunal 2008