|
Ordinary Meeting
|
23
June 2008
|
|
Leadership and Organisation
|
|
Mayoral Minute
General
Manager Alan Travers Retires
Strategic Program Term Achievement: Council
values its staff and its workforce culture is adaptable, harmonious, flexible
and conducive to high levels of innovation, empowerment, motivation and
productivity.
Council’s General
Manager, Alan Travers, retires on July 2 after 10 years steering Penrith City as General Manager, 20 years’
employment with Penrith City Council, and four decades of distinguished and
dedicated service to local government.
Since moving to this
City some 35 years ago, Alan has lived and breathed Penrith. No doubt he’ll
find a new avenue for that extraordinary energy in his retirement but we will
sorely miss his legendary enthusiasm, vigour and passion for all that is
Penrith.
Alan started his career
in local government in 1968 at Prospect County Council. In 1970 he was
appointed to Fairfield Council, where he held various finance roles culminating
in his appointment as City Treasurer in 1978. Alan came to Penrith as Financial
Services Manager in 1988.
It was a significant
time in Penrith’s history. Massive urban development was underway, and Council
was grappling with major issues relating to financing the capital improvements
and infrastructure needed to cater for our rapidly expanding city. It was a
crucial time that was ‘make or break’ for Penrith. Alan brought his considerable
financial experience to the table, and was able to put into place a strategy
and program that funded and managed significant infrastructure investment.
Alan introduced new
philosophies into Council’s operating culture – making financial matters open
and transparent to all councillors and staff, demystifying processes and
changing thinking. He encouraged budgeting, forward planning, financial
modelling, prudent use of debt and fiscal management on a level never seen
before at Penrith, and ensured everyone was both informed and accountable, not
only those working in finance.
Today, Council is
considered a well managed, financially sound organisation, with an AA+ Standard
and Poors Credit rating, the international tick of approval of the organisation’s
credit worthiness. Alan Travers can take a lion’s share of credit for that
status.
Alan has always strived
to ensure Penrith actively takes matters into its own hands, rather than
sitting back and waiting for good things to come its way. Property development
is one area where he has always asked: can we do better? what next? what can
happen here? The site next to the tax office, where a major state government
office complex is now under construction, is an example where there was a plan
in place, just waiting for the right opportunity. Alan realised the potential.
Alan’s vision of Penrith
as a City with a can-do attitude was very evident through the Olympic period.
Alan led a program that saw the City step up and embrace the Olympic spirit. We
all remember many international teams training pre-Olympics, the magnificent
Torch relay, the splashes of colour across the City and best of all the Penrith
spirit. A wonderful time - and Penrith continues to benefit, through the legacy
of two world-class venues, the Whitewater Stadium and the Regatta Centre.
Alan’s social
conscience, his concern for the grassroots and those less fortunate than
himself, is unwavering. His push for a Co-operative to provide childcare
services in Penrith
City, thus creating a Board
of Directors with a direct focus on tackling the opportunities and challenges
for this large and important operation of Council, is just one example of this
in action.
Alan is a hard task
master – to those who work with him and particularly to himself. There’s no
cutting corners when it comes to delivering for Penrith. His knowledge and
insight are invaluable – I can’t recall ever raising an issue affecting Penrith
with him that he didn’t have at least some knowledge of. Considering the scope
of Council’s activities, this is strong testament to his commitment, interest
and intellect.
Alan insists those
working for and with him have regard for both the short and long term
implications of their decisions. The current Directors and management team,
including Alan’s successor, Director City Strategy Alan Stoneham, have met that
standard and Council will continue its steady course under their capable
leadership.
Alan has a passion for
serving others – he is the epitome of a model public servant and has served the
City of Penrith
with vigour and integrity. I believe this is also an appropriate opportunity to
recognise Alan’s wife Wanda and their children and their longstanding support
of Alan. They say that alongside every great man is a great partner and spouses
and families have to be particularly supportive to any of us involved in public
life. Wanda is well known and liked throughout the City and so often is at
Alan’s side attending events, championing the benefits of, and taking an
interest in all things Penrith.
Alan is down to earth,
approachable and everywhere - he doesn’t sit in his office, he’s out meeting
and talking to the people, and his office door is always open. I know he’ll
often stop and talk to staff mowing, building and cleaning - he strongly
believes every person who works for Council is “building a city”, making a
difference to the community, no matter what their role.
Alan has a genuine
interest in staff, and a deep commitment to seeing them succeed, develop and
make the most of opportunities. Alan has always demonstrated this commitment
and encouraged the personal and professional growth of staff and councillors.
How many times have we heard him say the words ‘employer of choice’? That is
exactly what Penrith City Council has become.
During his years as
General Manager, our Council has regularly exceeded the benchmarks set for
local government administration. The organisation is widely respected in local
government around Australia
and widely regarded as a strategically focussed Council. It is a testament to
Alan’s abilities that the Department of Local Government in the recent Better
Practice Review stated, in part, that Council is a well managed organisation,
enjoying excellent community and employee satisfaction, has strong and clear leadership
and is well positioned to address the future needs of the LGA.
We are seen as
progressive and willing to take on new challenges. Alan’s forward thinking and
planning helped position Penrith to play a leadership role within the Region.
Under Alan’s
ambassadorship, Penrith was recognised as one of five Regional Cities under the
State Government’s Metropolitan Strategy in 2005. This important designation is
in large part thanks to his financial management and strategic leadership and
will ensure Penrith has greater access to health, education, recreation
services and employment now and in years to come.
His commitment to the
betterment of Western Sydney is surpassed only by his zeal for Penrith, and the
entire western Sydney region is all the better for Alan’s involvement in local
government over the past four decades.
Through the Western
Sydney Regional Organisation of Councils (WSROC), of which Council is a key
member, Alan has tirelessly represented the interests of Penrith and the
region. He is widely respected by the industry and in senior government circles
at all levels. He’s also a committed member of Westpool – the mutual risk
management and insurance organisation where he’s long been a driving force
behind many improvements, directly benefiting the communities it serves.
Further afield, Alan was
a driving force in our friendship with Lachlan Shire, which has seen many
benefits for both Penrith and Lachlan and
enriched the lives of all involved. Alan saw not just an opportunity and responsibility
to work with our country cousins, but the opportunity for our own staff to gain
a new perspective on issues and experiences.
Globally, since signing
the first agreement with Fujieda, Japan in 1984, Penrith City has gradually
expanded its international links program to include two sister cities, two
mutual co-operation agreements and two friendship cities. You may recall we
recently celebrated the 10th anniversary of our Mutual Co-operation
Agreement with Xicheng District,
China. These
agreements have brought many benefits to Penrith City
and Alan has always been a passionate advocate for ongoing investment and
development of these partnerships.
Alan’s approach in this
and other contexts demonstrates his belief that if knowledge is power, sharing knowledge
is more powerful. In local government, we’re not competing against each other
and networks and knowledge sharing are vital tools in a council’s armoury for
serving our ratepayers, residents and stakeholders.
This impressive
building, our Civic Centre, stands as a physical testament of Penrith City’s
progressive, dynamic and evolving character and to the vision of people like
Alan.
It’s an understatement
to say Penrith will lose one of its finest assets with Alan’s retirement. He’s
a visionary, a big man with even bigger ideas and Penrith is a better place in
so many ways thanks to his outstanding service – his enthusiasm, passion, and
dedication over the past 20 years.
In leaving Penrith
Council, Alan takes with him irreplaceable experience, knowledge and expertise,
but he leaves with us many great things – a vibrant, dynamic and respected City
that, despite its already significant regional status and importance, is poised
for even greater opportunities.
I wish Alan all the best
in his retirement, and express the City’s sincerest gratitude for his
significant involvement and dedication over the past 20 years.
Greg Davies
Mayor
|
RECOMMENDATION
That the Mayoral
Minute on General Manager Alan
Travers Retires be
received.
|
|
Ordinary Meeting
|
23
June 2008
|
|
Leadership and Organisation
|
|
Leadership and Organisation
|
1
|
2008-2009
Management Plan
|
|
Compiled by: Geraldine Brown, Budget Accountant
Ken Lim, Management Planning
Co-ordinator
Authorised by: Vicki O’Kelly,
Financial Services Manager
Ross Kingsley, Corporate Development
Manager
Strategic Program Term Achievement: A
commonly shared long-term vision for the City underpins strategic collaboration
and community engagement.
Critical Action: Prepare, implement and review Strategic
Plans and processes.
Purpose:
To identify matters arising during the
exhibition of the Draft 2008-2009 Management Plan, which closed on Tuesday 10
June 2008, and to propose certain responses and actions be endorsed and where
required, incorporated into the Management Plan. The report recommends the adoption of
Council's 2008-2009 Management Plan.
Background
The 2008-2009 Management Plan provides for the delivery of the final
instalment of Council’s four year program within its Strategic Plan, Penrith City: the Competitive Edge.
In accordance with the Local Government Act 1993, the annual responses
to Council’s Strategy for the City and the requirements and performance
measures for each of Council’s Services which are contained in the Plan form
Council’s principal activities up to 30 June 2009. Listed tasks and projects
provide details of particular actions required of the organisation in the
coming year.
The Management Plan brings together in a framework endorsed by Council
three key adopted policy settings:
· The complete content of Council’s Strategic
Program 2005-2009
· The internationally recognised United Nations
Environment Program (UNEP) Principles for Sustainable Cities, together with
those Objectives which have been developed as a basis for Council’s particular
response to the principles - together known as Penrith’s Principles for a
Sustainable City
· The approved specifications and service
levels of each of Council’s 62 Services.
The Plan
The
Management Plan comprises three documents. These are:
· Part
A - a Strategic
Overview of the Management Plan including the full Strategic Program
content and relevant 2008-09 Tasks as well as Service and Project links, shaped
around the Principles for a Sustainable
City
· Part
B - the
Operational Plan and Budget based on
the specified Services through which Council’s operations are conducted and
providing particular tasks for the period 2008-09 and performance indicators,
the Revenue Policy including information about rates, charges and borrowing and
a detailed operating and capital budget for 2008-09 including projects and
works programs to be undertaken
· Part
C - a
complete listing of Council’s Fees and Charges for 2008-09 and the basis
for pricing.
Focus of the
Plan
Council has previously confirmed the key objectives that the Plan will
seek to achieve. These are to:
· Address
essential operating costs, including significant variations due to external
factors
· Maintain
existing service provision at current levels, except as may be directed by
Council
· Maintain
the priority given to asset management and continue to increase allocations in
this area to meet the identified needs of the City
· Maintain
a level of expenditure similar to recent years on new capital works; and
· Make
a comprehensive and effective address of the requirements for the coming year
set out by Council in its Strategic Plan and four-year program.
Based on these objectives, the Draft Plan has been drawn up to deliver:
· Council’s annual program of works
and services for 2008-2009; and
· through the critical actions and proposed set of
strategic tasks, as well as through the delivery of Council’s 62 ongoing
services, complete as far as possible the directions laid down by Council’s
Strategic Program for 2005-2009.
Public
Consultation
An extensive process of
public consultation was undertaken for the Draft Management Plan. The key
actions undertaken are outlined below.
1. Public Notification of the Draft
Management Plan
This included:
· two advertisements in each local
newspaper
· advice provided to all residents
and businesses through Council’s quarterly Community Newsletter in May
· information provided through the
official Council News column of local newspapers
· a notice on the homepage of
Council’s Website
· display material provided at the
exhibition points (see below).
2. Public Exhibition
The
documents were publicly exhibited at over 90 locations for 29 days, from Monday
12 May to Tuesday 10 June 2008. The exhibition points included the Civic
Centre, Queen St Centre, all Libraries, all Post Offices in the City, the
Visitor Information Centre, Youth Centres, Neighbourhood and Community Centres,
Council’s Children’s Centres and Recreation Centres. In addition, copies of the
documents were provided to cultural centres, senior citizens and other centres,
and local State and Federal Members of Parliament.
Copies
of the document in printed form and on CD-Rom could be obtained by the public
from the Civic Centre and Queen Street Centre and all Libraries, and were
available at the public meeting and consultative forums, as well as by request.
The full documents were available to view or download throughout the exhibition
period on Council’s website and the ‘Bang the Table’ website (see below).
3. Public Meeting and Consultative Forums
The
total attendance of the formal consultative forums on the Draft Management Plan
was 38 members of the public, compared to 69 in last year’s process. The
consultations are detailed below.
A
Public Meeting and Consultative Forum on the Draft Management Plan was held at
the Civic Centre at 7.00pm on Monday 2 June and was attended by 37 members of
the public (compared to 29 attendees at this event in 2007). The event was
notified to the public through advertisements in all local newspapers,
information in the Community Newsletter, and by direct invitations issued to
approximately 600 organisations and individuals from previous consultation
mailing lists.
The
arrangements for the Public Meeting are considered to have been successful, and
feedback from attendees was generally very positive.
A
Children’s Services Forum (arranged in conjunction with the Board of the
Penrith City Children’s Services Cooperative) held on Thursday 29 May was
attended by 25 people including 1 parent, 4 centre representatives, 7 Board
members, 3 Councillors and 10 other staff members (compared to 22 in 2007).
While
it had been intended to arrange a City Partners forum during the exhibition
period, this was foregone as a meeting of key City Partners with Council was
scheduled for 20 June.
4. Online Community Consultation
For
the first time, an interactive and specially-designed website for community
consultation (provided by expert consultants Bang the Table Pty Ltd) was
provided for the Draft Management Plan. Council’s website continued to be used
for the provision of information, documents and to provide the opportunity for
submissions.
The online forum was seen as a means of
generating additional awareness of and comment on the exhibition and on the
priority of particular issues. It was hoped that this approach may encourage
members of the community (including young people and those not easily reached
through more traditional forms of consultation) to engage more extensively with
the process and Council’s planning for the City. The website was operated
independently by the consultants at ‘arms length’ from Council (but with any
inappropriate/offensive comments immediately removed). Officers monitored the
site and had the opportunity to clarify some statements of fact.
As members of the public were able to browse
the website or register to provide comments without submitting their details to
Council, it was determined by Council for this exhibition that comments made
through the site would not be treated as formal submissions. Rather, a report would
be made on the usage and findings of the website consultation, which could be
considered, in the context of submissions received, as part of the overall public
response to the Draft Management Plan.
Details
of the results of this initiative are provided in Appendix 4 to this report. Overall, the trial is judged to have
been successful and consideration is being given to further use of this
approach in Council’s upcoming Strategic Plan process, as well as more
particular projects where appropriate.
Results of
Consultation
A total of 38 public
submissions were received (19 written/e-mail submissions) and 19 verbal
submissions at consultative meetings).According to Council’s established practice,
particular matters raised at the consultative meetings have in each case also
been treated as submissions. This compares to a total of 31 submissions
received in regard to exhibition of the Draft 2007-2008 Management Plan.
A summary of the matters
raised in each submission on the Draft Management Plan has been provided in the
Appendices to this report.
All people and groups
who made submissions were sent acknowledgement letters. The acknowledgement of
submissions also indicated that a further detailed written reply would be
provided. Where appropriate, this will be carried out immediately following
Council’s consideration of the issues reported tonight, and Council’s adoption
of its Management Plan for 2008-2009.
Some operational matters
raised regarding Council’s existing policies and services, requests for
specific actions, or requests for further information, have already been
responded to. In other cases, further
actions and the provision of further information by relevant officers will be
undertaken. Other key matters raised in submissions or issues requiring
Council’s consideration are commented on in more detail in the remainder of
this report.
Budgetary
Matters
The financial estimates
included in the Draft Management Plan placed on exhibition are based on the
information that is available at the time. During the exhibition period further
budget adjustments have been required as a result of Council decisions or as
additional information has emerged.
The exhibition document
of the Draft 2008-09 Management Plan presented an operational surplus of
$143,753. During the exhibition period a
small number of adjustments have been made resulting in a revised surplus for
2008-09 of $190,522, if Council adopts all the proposed recommendations contained
in this report. It is proposed that the surplus be left unallocated and
consideration be given to holding it in reserve until 2009-10 when modelling
indicates that there will be a number of pressures to deliver a balanced
budget.
At the Ordinary Meeting
of 19 May 2008, revotes relating to the March Quarterly Review were adopted and
these are now included in the Draft Management Plan. The March revotes totalled
$2.6m for capital works and $1.3m for operational projects and the 2008-09
budget now incorporates these revotes.
There were no other resolutions made by Council during the exhibition
period with a financial impact on the 2008-09 Budget. The final 2008-09 budget
will be adjusted to reflect the outcomes of any Council resolutions that may be
made tonight.
Part B ~ Operational Plan and
Budget matters
Provided
in Appendix 1 is
a complete list of budget changes during the exhibition period. The more significant changes to the budget
are detailed below with their impact on the budget surplus, favourable (F) or
unfavourable (U), indicated where applicable.
Employee Costs
$41,384
F
During the exhibition period further review
continued to ensure that all staff positions were correctly allocated in the
Draft 2008-09 budget and as part of this process a correction was
required. In addition budget adjustments
have been made to reflect upgraded positions approved during the exhibition
period. The net effect of these changes
has been an increase in the surplus of $41,384.
Healthy People Partnership - Employee Costs
This is a temporary
position that has been operating for several years funded 50:50 through an
agreement with Sydney West Area Health Report and Council with funding for this
position provided until December 2008 in the Draft 2008-09 Budget. Alternative
methods of funding have been investigated with SWAHS and others, but these have
been unsuccessful. However, analysis of grant funds received to date has
determined a balance of $26,013 is available which combined with short term
funding from the EEP reserve now provides funding for a full 12 months in
2008-09.
Glenmore Park Child and Family Precinct
A separate report to
tonight’s meeting provides an update on the progress of this project including
a review of available funding. Based on the latest information the budget for
this project that was included in the Draft 2008-09 budget has been increased
by $2,438,353. The original amount included in the Draft budget was an interim
figure pending the finalisation of the quantity surveyors report and the
resolution of a number of other issues and is in line with the December 2007
memo provided to Councillors updating them as to project progress. This
increase to the project budget is funded by $672,735 from s94 Glenmore Park
Stage 1 funding, $420,000 from the Property Development Reserve, and $1,345,618
from loan funding which is to be repaid from Glenmore Park Stage 2 s94 Plan.
Property
Development
A review of the timing
of land purchases included in the Draft 2008-09 budget as part of the Property Development Reserve has led to the
transfer of $2.3m land purchases (loan funded) from 2008-09 to 2007-08. In
addition the budget has been adjusted by $75,750 for rental income not included
in the draft budget with a corresponding increase in the transfer to Property
Development Reserve. This has no impact on the budgeted position.
RID Squad Motor
Vehicle Changeover
The budget for the
purchase of motor vehicles for the RID squad has been adjusted downwards by
$234,000 to reflect current mileage travelled, number of vehicles expected to
be changed over, and vehicle replacement cost.
Sale
proceeds have also been adjusted accordingly with the predicted shortfall to be
drawn from the RID squad reserve. This has no impact on the budgeted position.
Stormwater Infrastructure Projects (EEP)
Further refinement of all 2008-09 Enhanced
Environmental Program (EEP) projects, funded under the 2002-03 Special Rate
Rise, has occurred during the exhibition period. The budget for this project
has been increased by $20,000 to allocate all the reserve funds available for
2008-09. In addition, there has been a reallocation of $214,936 from the above
project to the following:
· Release Area Resourcing (50/50 EEP) - $7,500
· Maintenance of EEP Constructions (EEP) - $82,120
· Implement Plans of Management (EEP) - $35,000
· Peachtree Creek Assessment (EEP) - $11,610
· Stormwater Policy (EEP) - $59,500
· Catchment Audit Team (EEP) - $14,578
· Return to EEP Reserve - $4,628
Rehabilitation Section of Jamison Creek
This project has been reduced in 2008-09 by an amount of $19,400 (grant
funded) due to additional works now proposed to be brought forward and
undertaken in the current financial year.
Council Election 2008
The 2008-09 budget for
this project has been reduced by $10,000 to cover the cost of advertising,
candidate seminar, some labour costs related to an additional day per week for
one part-time staff in developing the Councillor orientation program as these
tasks are being completed in the current year. This amount is proposed to be
transferred to the current financial year together with the associated reserve
funding.
Penrith Stadium Stage 2 – Administration
Costs
As this construction
project will continue into 2008-09 there was a need to provide a small
administration budget of $10,000 to cover Council’s quantity surveyor and any
legal costs relating to the finalisation of the project. Funding is to be provided from rental income
received from the Stadium.
Litter Blitz- Cars, Paths and Parks
Advice of a grant
approved for $10,000 from the Department of Environment and Climate Change has
been received. The “litter blitz” campaign is intended to be implemented from
the 1st July through to December 2008 with Council Ranger’s being the primary
enforcement authority responsible for distribution of the material. Council’s
waste education officer will also provide additional resources. The aim of the
campaign is to increase awareness within the community of the environmental
impact of litter, the visual amenity within their community, and the reduction
of litter in public areas. The campaign will focus on educating the
local community through the following: advertisements in the local media, post
card deliveries to residential properties that have a high incidence of litter
within their area, schools groups using school information boards and
school information letters, and the RTA using electronic message display
signs advertising litter prevention messages.
Gipps St
Rehabilitation
An amount of $200,000
from the s94 District Open Space Plan has been provided in 2008-09 to prepare
detailed plans for Stage One of the recreational facilities identified in the
Gipps Street Masterplan. The Gipps
Street Masterplan was completed and adopted by Council on 17 December 2007. The
next step to progress the development of the Gipps Street site is the preparation of
detailed designs for Stage One of the Masterplan. This detailed design will
allow development applications to be submitted and will provide a more accurate
costing for the future implementation of Stage One. At this stage funding for
this project has been allocated from s94 funds in anticipation that this Plan
will not be impacted by s94 legislation amendments that are pending.
Strategic
Plan – Additional Temporary Staff Resources
It has been identified that the effective completion of the program for
Council’s next Strategic Plan and Program requires additional temporary resourcing.
This is directed to the strengthening of ownership and shared vision through an
enhanced community, partners and staff engagement program as well as to
effective management and administration of all elements of the process. An
arrangement involving a temporary secondment and temporary administrative
support has occurred commencing June 2008 and finishing March 2009 with the
total cost of approximately $100,000. At
the present time it is expected that this arrangement can be funded in 2008-09
from organisational salary savings due to vacancies and this will be addressed
within the quarterly review process.
Other minor variations
totalling a surplus of $5,385 make up the balance of the revised surplus for
2008-09 of $190,522.
Further Review
of Exhibited Documents
During the exhibition
period the opportunity has been taken to correct formatting, duplications and
typographical errors. In addition certain minor changes to Parts A, B and C
arising from the further review by officers are also recommended, as detailed
below:
Part A ~
Strategic Overview
The following amendment
is proposed:
§ On page 28, delete Strategic task “Complete the City’s Planning for an Ageing Community”
Comment:
This Strategic Task is already reflected on page 35 “Finalise the Planning for an Ageing Community Strategy” under
Critical Action 7.2B.
Part B ~
Operational Plan and Budget
The Service Budgets in
the finalised Plan will reflect up to date information including full time
equivalent staff numbers and adjustments arising from the March Quarterly
Review and amendments proposed in this report subject to Council’s endorsement.
In addition the
following amendment is proposed:
§ Page 4, Delete Strategic task “Complete the City’s Planning for an Ageing
Community”
Comment:
This is already covered in another Strategic Task also on page 4 “Finalise the Planning for an Ageing
Community Strategy”.
Part C ~
Fees and Charges
A number of changes to
the Draft 2008-09 Fees and Charges have been proposed during the exhibition
period. The majority of these changes
relate to the mapping/geographical information area which has undertaken a
major review of fees. This has resulted
in the reduction of some fees and the introduction of new fees to reflect the
range of services now offered. Provided in Appendix 2 is a complete list of all proposed changes to
Part C ~ Fees and Charges.
Key Matters
arising from the Public Exhibition
A summary of the matters
raised in each public submission on the Draft Management Plan has been provided
in Appendix 3. Most of the matters raised at either the
public forums or in writing were able to be responded to by the relevant
Manager or in terms of current policy.
The issues reported
below in more detail relate to specific matters in the Management Plan. The
proposed response by the responsible Manager(s) and recommended action is
indicated in each case.
___________________________________________________________________________
Mental Health Services and Services to the Homeless
Matter:
A representative of the Aboriginal Catholic Ministry (ACM) raised
concerns regarding the adequacy of services for young people with mental health
issues and homeless people in the City and queried how Council is approaching
securing more services for the community.
Response by the Community and Cultural Development Manager:
Council has consistently made representations itself or assisted other
organisations in making representations to other levels of government regarding
the adequacy of Federal and State government funding for the delivery of key
health, social and related human services. For a number of years Council has
advocated to local State members and relevant Ministers for increased funding
allocations for local accessible youth services. This advocacy has largely been
unsuccessful.
Sydney West Area Health Service is principally responsible for the
provision of adolescent mental health services.
There are waiting lists for these services.
Recently the Richmond Fellowship was successful in receiving Western
Sydney Area Assistance Scheme funds for a Dual Diagnosis project to support
young women with mental health and other support needs. This is a time-limited project.
Through auspicing the Indigenous Homelessness Action Research Project
between 2002-2006, Council together with its community partners, was able to
deliver service enhancements for Aboriginal people at risk of homelessness,
including young people. This included
additional emergency medium term accommodation.
Also in relation to homelessness,
Homelessness NSW and the Nepean Youth Accommodation Interagency Network
recently held forums on the Federal Government Green paper on
homelessness. Council provided support
to these consultations and the date and venue of the forums were provided to
the representative from the ACM.
Council will continue to advocate to
government on behalf of the City and its residents for the range of
services and facilities it requires as a growing metropolitan centre.
Recommended
Action:
Advice on these matters
be forwarded to the Aboriginal Catholic
Ministry.
___________________________________________________________________________
Local Theatre
Funding and Productions
A representative of
Penrith Eisteddfod raised concerns with the absence of local theatre
productions since the dissolution of the Railway Street Theatre Company and the
effect on the Q Theatre and the local theatre community.
Response
by the Community and Cultural Development Manager
This issue needs to be
addressed by the State Government, which has failed to make an announcement of
funding for the Q Theatre over the last 12 months. Council has made
representations to the Government to reinstate this funding so that local
theatre productions are again developed and performed in the Q Theatre.
This issue will be
forwarded to the PPVA Ltd for a more detailed response.
Recommended Action
1. Initial advice
on this matter be forwarded to the group who made the submission.
2. Further
information be provided to Council and relevant stakeholders following response
from the PPVA Ltd.
___________________________________________________________________________
Affordable
Theatre/Performance Space
A representative of
Penrith Eisteddfod raised concerns about the affordability of the JSPAC for
community cultural groups and the Q Theatre for local theatre groups leading to
reduced utilisation of the facility.
Response
from Community & Cultural Development Manager
The
Joan Sutherland Performing Arts Centre and the Q Theatre are both managed under
the Board of the PPVA Ltd. This matter will be forwarded to the Board for a
more detailed response.
It
is worthy of note that the refurbishment of the Memorial Hall in the Penrith
Valley Cultural Precinct will provide an additional and more affordable
alternative for many amateur musical, dance and theatre groups.
Council
has also noted a number of enquiries from cultural groups wishing to use
Memorial Hall as a performance space. As
the Memorial Hall project progresses a marketing and promotional strategy will
be finalised and implemented to maximise usage of the refurbished hall.
Recommended Action
1. Initial
advice on this matter be forwarded to the groups who made submissions.
2. Further
information be provided to Council and relevant stakeholders following response
from the PPVA Ltd.
___________________________________________________________________________
Community and
Public Transport
A representative of St
Marys Combined Pensioners Association (CPA) queried the availability of a
community bus for activities at St Marys Senior Citizens Centre and urged
Council to put in place transport strategies to support older residents to
engage in community activities.
Response
from Community & Cultural Development Manager and Major Projects Manager
Council has two
community buses which are available for community groups to hire. Specific
information will be provided to the St Marys CPA.
The broader issue raised
came up in the recently held consultation process to assist Council in
developing an Ageing Strategy for the City. A briefing has been provided to
Councillors on the results of that consultation and the draft Strategy is now
being progressed.
On the question of
enhanced public bus transport, Council recently endorsed the Penrith Integrated
Transport and Land Use Strategy (PITLUS) following public exhibition. A range
of transport needs, including the need to make public transport more responsive
and assist people in accessing community facilities were identified. Council
will use this Strategy to advocate to State Government to address this issue.
Advice has recently been
received regarding an upcoming review of bus services in the City by the
Ministry of Transport. This review will provide a particular lobbying
opportunity for community and business organisations as well as Council itself.
Information on this review will be widely advertised by the Ministry and
additional publicity will be undertaken by Council.
Recommended Action
Advice on this matter be
forwarded to the St Marys Combined Pensioners Association.
___________________________________________________________________________
Public
Transport / Connections with Blue Mountains
Area
A representative of Blue
Mountains Commuter and Transport Users Association raised a number of issues
regarding the PITLUS, the potential for coordination between Penrith and Blue
Mountains public transport services and the need for an upgraded road access
across the Blue Mountains
Response
from Major Projects Manager
Council As noted in
response to another submission (above), the Ministry of Transport (MoT) is
about to conduct the major Area 1 review of bus services. Specific local
reviews will not be undertaken while a major review is pending. This review with begin over the next couple
of months. The overlap of the two areas raised in the submission can be raised
as a connection.
There are opportunities
for direct bus services to TAFE, UWS and Nepean
Hospital for Blue
Mountains residents as part of the MoT review. These matters have already been raised by
Council in advocacy on public transport services and can also be raised with
Blue Mountains City Council. The community group will be encouraged to also
contact Blue Mountains City Council.
As Council is aware, several major studies have been done looking at a
freeway-class road over the Blue Mountains. All have identified exorbitant costs of such
a project, as well as other adverse impacts. While alert to the issues raised
in the submission, Council does not have a position to support the measure
suggested.
Recommended Action
Advice on these matters be forwarded to Blue Mountains Commuter and
Transport Users Association.
___________________________________________________________________________
Commuter Parking at Penrith Station
Two submissions were received relating to
this matter.
(i) A representative of the Blue Mountains
Commuter and Transport Users Association questioned why the commuter car
parking on the North
Penrith Army
Land and commercial
centre car parking had not been upgraded.
(ii) A representative of Muru Mittigar,
Aboriginal Cultural & Education Centre stated that parking on the northern
side of Penrith Railway Station is inadequate and more parking is required for
commuters.
Response from Major Projects
Manager
The current Federal
Government has committed to a 1,000 space commuter car park to be provided by
the purchaser of the land. There is no
purchaser as yet. Council is discussing with the Government options to bring
this forward.
Council is also
negotiating with the Ministry of Transport to explore opportunities to provide
this facility at the earliest possible date.
The City Centres
Strategy recognises a multi-deck parking facility either in Judges Place or Union Road car parks. Car parks such as these, cost in the order of
$18-20million. Discussions are currently
taking place to determine future car parks.
Council has, and will
continue to encourage State Rail and the Ministry of Transport to provide bus
services to stations as opposed to commuters driving to railway stations.
Recommended Action
Advice on this matter be forwarded to the groups who made the
submissions.
___________________________________________________________________________
Path Paving
Program
A number of submissions
were received from residents requesting particular path paving works.
Response
by City Works Manager
Council adopted a 10 year path paving
construction program in September 2001. For the 2007-08 and 2008-09 Management
Plans, Council more than doubled the previous funding level to $2 million per
annum to accelerate the completion of footpaths on this program by 30 June
2009.
Commentary
is provided below on the status of each particular matter raised.
(i) Western side of Russell St, Emu Plains between the
Highway and M4
This footpath was included in the adopted 10
year Path Paving Program. Works were deferred pending the investigation of
various designs to ensure the accessibility of the footpath due to the large
level differences. This has been resolved and is included in the 2008-2009
program as listed in Part B of the Draft Plan on page 158 as “Russell St Forbes
to Existing” and “GWH to Forbes”.
(ii) Northern
side of Jacka St, St Marys to enable visually impaired and incapacitated
resident access
Instructions have been issued to
have trees trimmed along Jacka
Street to allow easier pedestrian access along the
footway. Under the Roads Act 1993, vehicular access to properties is the
responsibility of the adjacent property owner.
Jacka Street
between Morris Street and Fleming Street (north side) has been reassessed and
included in the selection list for consideration in future path paving
programs, following the completion of the 2008-09 path paving construction
program.
It is worthy of note also that Jacka Street is included in the draft
2008-09 road resurfacing program.
(iii) Gough St and Troy St, Emu Plains, for
children attending Emu
Plains Public
School
(iv) Northern side of Tukara Rd, South Penrith,
between Fragar Rd & Jason Ave, to connect with existing footpaths which
lead to Mary MacKillop Catholic School and York Public School
(v) Algie
Crescent, Kingswood
The provision of the footpaths
raised in the submissions was not on the adopted 10 year path paving
construction program. However, the provision of these paths will be assessed
and included in the selection list for consideration in future path paving
programs, following the completion of the 2008-2009 path paving construction
program.
Recommended Actions
1. In formation
be provided to the residents making the submissions.
2. Those path
paving works not currently included in Council’s adopted program (to be
completed in 2008-09) be assessed as indicated for further programs.
___________________________________________________________________________
Rowing Facility at Weir Reserve
Matter:
A representative of NSW Rowing queried the progress of the proposal for a
rowing facility at Weir Reserve.
Response by the Recreation Manager:
Council adopted a Plan
of Management for Weir Reserve in 2006 which included provision for a potential
Rowing Development Centre to be operated by NSW Rowing. NSW Rowing have now
completed concept design plans and are currently consulting with stakeholders
to confirm their support which was established while the Plan of Management was
being prepared.
Once
the consultation is completed a report will be submitted to Council, followed
by the submission of a Development Application. A goal of 2010 has been
established for commencement of operations from the Rowing Development Centre.
NSW Rowing is committed to the provision of rowing programmes and facilities
for both the local community as well as the sport of rowing as a whole..
Recommended
Actions:
1. Further report
be made to Council on this matter following the stakeholder consultation.
2. Advice
on this matter be forwarded to NSW
Rowing.
___________________________________________________________________________
Penrith Hockey
Centre
The General Manager of
Penrith Hockey Centre (located in the grounds of UWS) raised a number of
concerns regarding the tenure and financial viability of the centre and the
need for upgrade of the facility.
Response
from Recreation Manager
While
the Penrith Hockey Centre is not owned or operated by Council, it is a
significant City facility. The Strategic Plan commits Council to seek to ensure
that the City’s recreation and leisure facilities meet its needs and are
optimally used. Recreation needs within the City are addressed via the Recreation
Action Plan, including pursuing co-location and best fit for shared facilities
where relevant.
Council will play a
facilitation role if required to ensure stakeholders involved with the
operation, maintenance, and ownership, of the UWS hockey facility continue to
liaise. Consultation will continue with UWS as part of the WELL Precinct
planning program, and also through the Recreation Manager and Recreation
Planner in relation to sports programmes and services of mutual benefit
provided by both UWS and Council, as well as the wider recreation strategic
planning context for the City..
Recommended Actions
1. Initial advice on this
matter be forwarded to the Penrith Hockey Centre.
2. Further
report be provided to Council at the appropriate time on the status of the
facility.
___________________________________________________________________________
Little
Athletics Facilities
Following a meeting with
officers requested by Little Athletics groups, a number of submissions were
received from several Little Athletics Clubs and Little Athletics NSW
requesting particular works and enhancements at each of the City’s Little
Athletics facilities.
Response
from Recreation Manager
It is intended that
during the course of the 2008-09 Management Plan, site inspections will be
undertaken and an agreed program of works, timescales for delivery and budget
will be identified with the Little Athletics clubs. Projects will be prioritised through
consultation with the clubs, at the Little Athletics Zone meetings.
Some of the matters
raised by the clubs are already in train and it is anticipated that some
further work can be undertaken from existing programs and review of existing
operations without impact on other Council priorities, within the next year.
A report will be
submitted to Council once a delivery program has been established.
Development of a
masterplan for Jamison
Park is part of a task in
the Draft Management Plan. Jamison Little Athletics as well as other users of
the facility will be consulted as part of this process.
Recommended Actions
1. Advice on these matters be forwarded to
each Little Athletics Club and Little Athletics NSW.
2. Further reports be
provided to Council once a delivery program has been established and also at
the appropriate time on the status of each facility.
Cumberland
Plain Corridor
A representative of the
ADI Residents Action Group and Western Sydney Conservation Alliance stated that
there was nothing in the Management Plan referring to the $15 million Federal
Government Cumberland plain conservation corridor program of the Federal
Government commitment to acquiring land to form a major “green corridor” in
Penrith/Western Sydney.
Response
from Environmental Health Manager
The commitment made
prior to the Federal Election primarily relates to the protection and
rehabilitation of the Shane’s Park site and the Orchard Hills site as
conservation reserves. It is our understanding that funding has been secured
for this purpose under the “Caring for Country” Program. The delivery of this
commitment is currently being negotiated between the State and Federal
Governments. The NSW Government will be responsible for the management of these
sites in the future. No further details
are available at this time, however Council will monitor progress on this
matter.
Recommended Actions
1. Advice on this
matter be forwarded to the groups who made the submission.
2. Further
information be provided to Council and stakeholders when available.
___________________________________________________________________________
Other Key
Issues
Commentary is provided
below on a number of other key issues without a budgetary implication for the
2008-09 Management Plan at this point. The recommended action is indicated in
each case.
· Enhanced Public Domain Maintenance
This
matter was discussed with Council in the Management Plan workshop process.
Through the AREAS initiative which commenced in 2006-07, Council made a
substantial increase to the level and range of public domain maintenance in the
Penrith and St Marys town centres and local neighbourhoods, as well as
initiating a major anti-graffiti strategy. Additional crews, plant and contract
resources were provided.
These
increased service levels have had demonstrable effects in improving the
appearance and amenity of the City for residents and visitors. Challenges
remain, however in regard to the appropriate and desirable standard of
maintenance in high-profile locations of the City, key community precincts and
industrial areas. Tasks were therefore included in the Draft Management Plan to
further develop strategies in regards to these matters.
Further
investigation has been undertaken to determine whether funds could be
identified to enable a staged implementation of this enhanced service level.
When the Public Domain Maintenance Service Specification was adopted, it
included an allowance for the increase in its allocated budget due to an
increase in the asset base being maintained. For 2007-08 and 2008-09 this
results in a $150,428 increase over two years.
It is
proposed that these funds be allocated for an additional 2-person public domain
maintenance unit and the required plant and equipment. This additional unit
will be allocated to the maintenance of key City locations and precincts
including the Penrith Valley Cultural Precinct and Glenmore Park Child &
Family Precinct due for completion in 2008-09; Community Precincts, e.g.,
Namatjira, Emu Plains, St Clair, Erskine
Park; and entry points to
the City.
Recommended Action
That
an increase in the staff establishment be made within the draft budget to allow
for an additional 2-person Public Domain Maintenance crew.
· Resourcing
Urban Release Areas / Metropolitan and Regional Planning
The
Residential Strategy (1997) identified 7 release areas programmed for planning
and delivery, with the objective of increasing housing supply to the City. In
2001, Council authorised the resourcing of this urban release area program,
with the immediate introduction of 5.5 FTE additional positions across a range
of planning and technical areas required.
This
purpose was also a key priority identified for the Enhanced Environmental Program
(EEP) from the special rate rise funding which commenced in 2002-03. Council at
that time authorised the addition of a further 6 FTE resources on the basis
that a number of the staff appointed would be permanent, while their particular
roles would be subject to review according to the completion of components.
This
arrangement was reviewed in 2005, where it was agreed to continue the release
area planning resourcing arrangements to enable the projects to be advanced to
finalisation.
With
the emerging two new urban areas (South Werrington Urban Village and Glenmore
Park Stage 2) and four major employment areas (WELL, Erskine Business Park,
Western Sydney Employment Hub and Western Sydney Employment Hub Extension) as
well as the need to ‘re-plan’ some areas (North Penrith Army Lands, Werrington
Mixed Use Area and Penrith Lakes), this program has now almost doubled.
The
endorsed resourcing arrangement has seen the employment of 11 staff engaged in
the Release Area Planning Program. These
resources cover a range of professional and technical areas and are also
contributing to recent demands for Metropolitan and Regional Planning responses
to State government. The resourcing
arrangements are fully utilised with the required planning processes now underway
to complete the planning for the remaining identified release areas to enable
development applications to be considered.
To achieve our targets the current resourcing arrangement needs to be
extended.
The Corporate Management Team
has re-assessed and endorsed the case for the continuation of the current
release area planning team (11.5 FTE positions, involving a temporary increase
on the previous staff establishment of 4 positions) for the next 2 year period.
CMT will receive 6 monthly reviews to ensure that the
resources are best aligned to priorities and transferred to implementation as
the program advances. Planning and
implementation teams are now established and resources are aligned to
support the programmed roll-out of release areas. Resourcing for this program has to date been
provided through the EEP Program, developer contributions and general revenue,
as well as individually negotiated contributions from developers for studies
and staff time. These arrangements are
expected to continue with no further budgetary implications expected.
Recommended Action
That
the current planning resourcing and budgetary arrangements be extended for two
years, including the temporary staff establishment increase of 4 positions.
· Other
Priority Staff Resource Proposals
By
policy, any increase in the staff establishment requires approval by Council.
As endorsed to Council in its adoption of the Draft Management Plan, a small
number of initiatives in the 2008-09 program involve an increase to the
establishment. These are:
o Enhanced
Public Toilet Cleaning (2-person crew, general revenue funded)
o Penrith
Valley Cultural Precinct Coordinator (general revenue funded)
o Environmental Health Officer (funded
from the Environmental Reserve)
A
small number of other proposals considered to be of high merit were further
reviewed by the relevant Directors and Managers during the exhibition period.
Given the need to rigorously assess any staff establishment increase and with
the budget parameters applying to
2008-09, any opportunities to appropriately deliver the service outcome within
available means were to be given priority.
Commentary
on each of these matters and the recommendation endorsed by the Corporate
Management Team is provided below.
· Healthy
People Partnership Officer
This temporary position has been funded for several
years 50:50 by a contribution from Sydney West Area Health Service (SWAHS) and
Council (through EEP). The SWAHS contribution has been discontinued and despite
intensive discussions at officer level and investigation of alternative funding
sources, no external funding is available in 2008-2009.
The role is an agreed high priority and some short term options for
savings within existing budget areas have been identified to continue the
position for the next full year. Adoption of Council's Health Strategy towards
the end of 2008 and the Strategic Plan development will provide opportunities
for establishment of a permanent resource to be further considered.
Recommended Action
That
this temporary position be retained for 2008-09, funded within existing
programs and further consideration to be given to the possible establishment of
a permanent position.
· Additional Environmental
Health Officer
In
addition to the position to be funded from the Environmental Reserve, noted
above, a further proposal was made for an additional position reflecting
increasing workloads in the Environmental Protection and Health Services in
keeping with reports made to Council in the past year.
A number
of options have been considered including the potential reallocation of some
related work areas with the Animal Control function. Sufficient funds have been
identified within existing budgets to employ a professional trainee as an
alternative to go part way towards resourcing the additional workload
identified in the service review. This option appears to be the best and most
flexible solution.
Recommended Action
A professional trainee position
be added to the staff establishment for this purpose, funded from within
existing programs.
· Additional
Companion Animals Officer
An
additional temporary position was authorised as a trial for 2007-08 following
legislative changes entailing additional workloads. This role has proved its
value and a review is presently being conducted within the Waste &
Community Protection department to identify opportunities to retain the
resource within available means. This will be further reported to the Corporate
Management Team in the first instance.
Recommended Action
Further
report be made on this matter when appropriate.
· Planning
Systems Officer
Consideration
has been given to extending this temporary position which has funded by savings within existing budgets and
ends in late 2008. The role is essential for delivering the Planning Online
systems and due to the implications of the planning
reforms on systems including DA tracker, Department of Planning reporting,
Proclaim and the transition of DAs from print-based to electronic. Potential
savings from related functions are being examined to fund the position.
Recommended Action
That this temporary position be
retained for 2008-09, with funding sources to be finalised within existing
programs and further consideration to be given to the possible establishment of
a permanent position.
The Making of Rates and Charges
This matter is addressed
in a separate report in tonight’s business paper.
Conclusion
The Draft 2008-2009
Management Plan, as directed by Council, represents a comprehensive address to
the final year of the Strategic Program set by this Council, as well as providing
for the future needs of the City.
After consideration of
the submissions made in respect to the Draft Management Plan, and of the
proposed variations, Council needs to adopt its Management Plan and Revenue
Policy for 2008-2009, including such variations to that originally exhibited as
it decides on, to comply with the legislative requirements under the Local
Government Act 1993.
|
RECOMMENDATION
That:
1. The information contained in the report
on the 2008-2009 Management
Plan be received.
2. The recommended
actions, including changes to the draft budget, staff establishment and tasks
as detailed in the report be adopted, and those which relate to variations to
the exhibited draft plan be incorporated into the Management Plan.
3. The 2008-2009
Management Plan, as amended, be formally adopted..
4. Council
approve for expenditure the budget as detailed in the 2008-2009 Management
Plan, and on that basis formally vote these funds for the 2008-2009 financial
year.
5. Those
individuals and organisations who made submissions on Council’s Draft
Management Plan be thanked for their input and advised of Council’s decision.
6. Those
projects in the 2007-2008 Management Plan, which were approved by Council in
the March Quarter Review 2008 to be carried forward, be added to the adopted
Management Plan and Budget for 2008-2009.
|
ATTACHMENTS/APPENDICES
|
1. View
|
Draft 2008-09 Management Plan - proposed
amendments to exhibited Budget
|
2 Pages
|
Appendix
|
|
2. View
|
Draft 2008-09 Fees & Charges - proposed
amendments to exhibited document
|
4 Pages
|
Appendix
|
|
3. View
|
Public Submissions Received
|
5 Pages
|
Appendix
|
|
4. View
|
Online Consultation Results
|
6 Pages
|
Appendix
|
