Agenda of Policy Review Committee Meeting

*Policy Review Committee Meeting*	*18 February 2008*
*Leadership and Organisation*

Leadership and Organisation

2007-2008 Management Plan - December Quarter Review

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

1^st Quarter Council approved variations:		$49,700

December Review variations		($39,900)

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.

Penrith City Children’s Services Co-operative

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.

Penrith Valley Cultural Precinct ($1,000,000 Grant and Reserve funded)

The tender for construction work on St Marys Memorial Hall and Community Square was advertised on 11 December and assessment of the tenders is nearing completion. A recommendation will be made to the Ordinary Meeting of 25 February to appoint a builder. The anticipated building schedule is commencement in mid to late March with a 6 month construction timeframe.

Londonderry Neighbourhood Centre Additions and Alterations ($450,000 Grant and Reserve funded)

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.

Caddens Rd Upgrade ($450,000 - s94 funded) and Caddens Rd Culverts ($150,000 - s94 funded)

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 (90%)	20 (9%)	2 (1%)	-	224
Strategic Tasks (ST)	-	82 (89%)	9 (10%)	1 (1%)	-	92
Service Improvements (SI)	-	42 (76%)	11 (20%)	1 (2%)	1 (2%)	55
Capital Projects	44 (22%)	122 (61%)	19 (9%)	13 (6%)	4 (2%)	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.

RECOMMENDATION

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

ATTACHMENTS/APPENDICES

1. View

Proposed Amendments to Strategic Tasks 2007-08

1 Page

Appendix

*Policy Review Committee Meeting*	*18 February 2008*
*The City as a Social Place*

The City as a Social Place

Penrith Performing and Visual Arts Ltd - Annual Report and Board of Directors

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 Penrith Regional Gallery and Lewers Bequest (PRG) operated as separate entities under the direction of their respective Boards and Staff Structures. Concurrently with that, Council was also working towards the integration of both of these significant cultural facilities into a single entity. That work concluded in July 2006. Council, at its meeting on 3 July 2006, adopted the Constitution of the new Company, ‘Penrith Performing and Visual Arts Ltd’, and approved the new Board members. The first meeting of that new cultural entity occurred on 9 August 2006.

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 Railway Street theatre Company into PP&VA. That integration had been expected to have been completed a year earlier and the additional delay in successfully completing the “merge” of the three cultural entities meant the benefits from that process are still to be fully realised.

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 John Mullane for his tireless efforts in achieving the integration of RST with PP&VA.

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 Penrith Regional Gallery & The Lewers Bequest capital works

- 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 Liverpool Museum (includes regional gallery, 330 seat theatre, museum and heritage house) is $2.5 million (plus all cleaning, heritage maintenance, phone, security and IT costs)

- 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, Penrith Regional Gallery & The Lewers Bequest (PRG&TLB) again achieved extraordinary media response to its exhibition program. Importantly, media response to JSPAC and Q produced programs was most encouraging. It is evident that strategic marketing initiatives are working and position PP&VA well for the future.

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.

Penrith Regional Gallery & The Lewers Bequest

Penrith Regional Gallery & The Lewers Bequest re-commenced operations in mid November 2006. Despite being open for only 7.5 months the Gallery’s performance for the year was excellent. In particular, the Gallery’s decision to deliver off-site exhibition and education programs during capital works paid incredible dividend e.g. PRG&TLB curated/produced exhibition programs delivered at venues in Sydney, Melbourne and Japan.

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.

Penrith Regional Gallery & The Lewers Bequest Performance Indicators reveal an increase of 81% in overall Gallery visitation, plus a 79.3% increase in Penrith Regional Gallery & The Lewers Bequest education programs. However, the challenge for the forthcoming financial year will be to lift Gallery venue income to pre-capital works levels.

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 Penrith Regional Gallery & The Lewers Bequest capital works.

- 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 Sydney based master class, education and concert programs. The PCoM continues to be a major examination venue for music, speech & drama examinations including AMEB, A&NZ and Trinity College.

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 Sydney focus.

- 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 (China); Yokahama International School (Japan).

Highlights

- Performances by Australian Brandenburg Orchestra and Sydney Symphony Discovery Program

- 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 Battle of the Choirs.

- Teacher development workshop for 2007 International Battle of the Choirs.

- 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 Nepean Dance Festival

- 2007 Senior’s Day event

- Western Sydney Industry Awards

- 2007 Nepean TAFE Graduations

- 2007 Western Sydney Regional Music Festival

- 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 Hakusan City

- 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.

Penrith Regional Gallery & The Lewers Bequest

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 Penrith Regional Gallery & The Lewers Bequest is rightly considered one of Australia’s finest regional galleries and leaders in curatorial best practice.

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 Japan.

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) – Japan

- Highlights from the Collection (14 Apr – 14 May 07)

- Vivienne Binns (19 May – 24 Jun 07)

- Pearls of Arts Project Australia: Stuart Purves Collection (19 May – 24 Jun 07)

- 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 (Australia)

- 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.

Penrith Regional Gallery & The Lewers Bequest

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.

Penrith Regional Gallery & The Lewers Bequest

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.

Penrith Regional Gallery & The Lewers Bequest

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 Blue Mountains and Penrith media

- 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.

Penrith Regional Gallery & The Lewers Bequest

2006- 07 Heritage Garden Program

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 Heritage Garden

- 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.

Penrith Regional Gallery & The Lewers Bequest

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).

Penrith Regional Gallery & The Lewers Bequest

2006-07 Margaret Farm Program

The Margaret Farm Program aims to contribute to arts practice in Western Sydney by hosting a range of national and international artist residency programs.

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 Venice. Bell Shakespeare production, 26-30 September 06

- 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 Venice Workshop, 27 Sept 06

- 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 Blue Mountains

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 Parramatta which receive subsidies similar to, or in excess of, those provided to PPVA.

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.

RECOMMENDATION

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.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

# 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

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

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.
Support State government actions to monitor and evaluate listed Threatened Species and Ecological Communities.	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.

POLICY NAME:	ADVERTISING ON COUNCIL PREMISES	Policy No:
Adopted by Council:		Minute No:
Review:		File No:
Relevant Legislation: (if applicable)		Responsible Department: Legal & Governance

	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

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 1 - Proposed Amendments to Strategic Tasks 2007-08*

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 1 - Draft Memorandum of Understanding*

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 1 - New Development Approvals Practice Note - G3*

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 2 - Development Approvals Practice Note - G1*

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 3 - Development Approvals Practice Note - G2*

*Policy Review Committee Meeting*	*18 February 2008*
*The City in its Environment*

*Policy Review Committee Meeting*	*18 February 2008*
*Appendix 1 - Draft Policy relating to 'Advertising on Council Premises'*

*Policy Review Committee Meeting*	*18 February 2008*
*Attachment 1 - Biodiversity Action Plan*

*Policy Review Committee Meeting*	*18 February 2008*
*Attachment 1 - LGA submission to Remuneration Tribunal 2008*