Agenda of Policy Review Committee Meeting

UNCONFIRMED MINUTES

OF THE POLICY REVIEW COMMITTEE MEETING OF PENRITH CITY COUNCIL HELD IN THE PASSADENA ROOM, PENRITH

ON MONDAY 17 NOVEMBER 2008 AT 7:32PM

PRESENT

Deputy Mayor, Councillor Ross Fowler OAM, Councillors Kaylene Allison, Robert Ardill, Kevin Crameri OAM, Greg Davies, Mark Davies, Tanya Davies, Ben Goldfinch, Jackie Greenow, Prue Guillaume, Marko Malkoc, Karen McKeown, Kath Presdee, and John Thain.

APOLOGIES

PRC 93 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Jackie Greenow that an apology be received for His Worship the Mayor, Councillor Jim Aitken OAM.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 20 October 2008

PRC 94 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Mark Davies that the minutes of the Policy Review Committee Meeting of 20 October 2008 be confirmed.

DECLARATIONS OF INTEREST

Councillor Kevin Crameri OAM declared a Non Pecuniary Less than Significant Conflict of Interest in Item 5 – 2008/2009 Heritage Assistance Fund as he is related by marriage to Sister Mary Louise Petro, Chief Executive Officer of Mamre Plains Ltd based at Mamre House, which is one of the projects recommended for funding. Furthermore, Councillor Kevin Crameri OAM declared that Dean Newbold handed out election material for him 2 elections ago and that Mrs Cox who is associated with Combewood is a friend. Councillor Kevin Crameri OAM also declared that his horse is currently being agisted on the “Mamre House” property.

Councillor Kath Presdee declared a Non Pecuniary Less than Significant Conflict of Interest in Item 4 – Now Mow Zones as she resides in a street which has a designated No Mow Zone close by.

MASTER PROGRAM REPORTS

Leadership and Organisation

1 2008-2009 Management Plan - September Quarter Review

PRC 95 RESOLVED on the MOTION of Councillor Tanya Davies seconded Councillor Ben Goldfinch

That:

1. The information contained in the report on the 2008-2009 Management Plan - September Quarter Review be received

2. The 2008-2009 Management Plan Review as at 30 September 2008, including the revised estimates identified in the recommended budget, be adopted

3. The recommended reallocations to projects and amendments to Key Performance Indicators, Strategic Tasks and Service Improvements detailed in the report be adopted.

The City as a Social Place

3 Penrith Regional City Garden Feasibility Study

PRC 96 RESOLVED on the MOTION of Councillor Kevin Crameri OAM seconded Councillor Greg Davies

That:

1. The information contained in the report on Penrith Regional City Garden Feasibility Study be received

2. Council endorse seeking opportunities in our negotiations on the future planning of Penrith Lakes and the Riverlink Precinct for consideration to be given to the potential establishment of components of a Penrith Regional City Garden.

3. A copy of the report and presentation be forwarded to former Councillor Garry Rumble.

4. Ms Oi Choong and Professor Helen Armstrong be thanked for their presentation.

The City In Its Environment

4 No Mow Zones

PRC 97 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Jackie Greenow

That:

1. The information contained in the report on No Mow Zones be received.

2. Extensive Community Consultation be undertaken before implementation at specific sites, including notification in the Mayoral Column.

3. A review of the Asset Protection Zones be undertaken at individual sites.

Councillor Kevin Crameri OAM left the meeting, the time being 8:27pm.

The City as a Social Place

Councillor Kevin Crameri OAM returned to the meeting, the time being 8:31pm.

Councillor Karen McKeown left the meeting, the time being 8:35pm

Councillor Karen McKeown returned to the meeting, the time being 8:36pm.

2 Draft Alcohol Free Public Spaces Policy

PRC 98 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Jackie Greenow

That:

1. The information contained in the report on Draft Alcohol Free Public Spaces Policy be received

2. The Draft Alcohol Free Public Spaces Policy be adopted to support the establishment, suspension and/or cancellation of Alcohol Free Areas and Alcohol Free Zones in designated areas in the Penrith Local Government Area.

3. When adopted, public awareness of the Alcohol Free Public Spaces Policy is to be undertaken through use of the Council’s website and Mayoral Column and also to stakeholders, such as sporting clubs, park users and community groups who utilise facililties that adjoin these areas.

The City In Its Environment

5 2008/2009 Heritage Assistance Fund

PRC 99 RESOLVED on the MOTION of Councillor Robert Ardill seconded Councillor Karen McKeown

That:

1. The information contained in the report on 2008/2009 Heritage Assistance Fund 2008/2009 be received

2. Council approve the recommended funding allocations as provided in this report.

6 Creation of an Urban Design Review Panel

PRC 100 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor John Thain

That:

1. The information contained in the report on the establishment of an Urban Design Review Panel be received

2. The “in house” Urban Design Review Panel be composed of one senior environmental planner, one internal architect, one internal landscape architect and one external architect

3. The appointment of the external architect be either by Expressions of Interest or via written invitation from the Department of Commerce’s list of consulting local architects.

4. The Urban Design Review Panel be evaluated within 6 months from the date of its establishment and reported back to the Policy Review Committee.

Leadership and Organisation

7 Inquiry into NSW Planning Framework

PRC 101 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Kath Presdee

That:

1. The information contained in the report on the Submission to the State Government Standing Committee on State Development Inquiry into NSW Planning Framework be received.

2. Council make a submission to the NSW Legislative Council Standing Committee on State Development Inquiry into the New South Wales planning framework based on the commentary and recommendations outlined in the report.

3. A copy of previous report submitted to Policy Review Committee Meeting, 10 December 2007 – Affordable Housing be distributed to all Councillors.

8 Annual Report 2007-2008

PRC 102 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Mark Davies

That:

1. The information contained in the report on Annual Report 2007-2008 be received.

2. The draft 2007-2008 Annual Report be endorsed and submitted to the Department of Local Government.

3. A congratulatory letter be sent to each staff member involved in the production of the 2007-2008 Annual report.

QUESTIONS WITHOUT NOTICE

QWN 1 Castlereagh Road, Road Works

Councillor Kevin Crameri OAM requested a memo reply outlining the current road works that are being undertaken on Castlereagh Road, which are causing major traffic issues for Parker Street. Councillor Kevin Crameri OAM would like the phasing of the traffic lights to be investigated and to know how long the works are envisaged to take.

There being no further business the Chairperson declared the meeting closed the time being 9:15pm.

*Policy Review Committee Meeting*	*16 February 2009*
*Leadership and Organisation*

Leadership and Organisation

2008-2009 Management Plan - December Quarter Review

Compiled by: Vicki O’Kelly, Group Manager- Finance

Ken Lim, Management Planning Co-ordinator

Authorised by: Alan Stoneham, General Manager

Barry Husking, Director

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: Vicki O'Kelly & Ken Lim - Penrith City Council - December Quarter Review - 2008-09 Management Plan

Purpose:

To present the December Quarter progress report on Council's 2008-2009 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 2008 is presented tonight for Council’s consideration.

This is the second quarterly review of Council’s 2008-09 Management Plan, which is the final 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 2008-09.

The Group Manager- Finance report is also contained within the review document, and includes information on budget performance, significant issues and proposed variances.

Format of the Quarterly Review

The 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 Group Manager - Finance 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 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:

· Strategic Tasks which link Services to Council’s four year Strategic Program

· Service Improvements identified through means including ongoing Services Review

· Key Performance Indicators (KPIs) for ongoing requirements of the Service

· 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 2008-09. 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

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. The budget scale is adapted from that used in the monthly Financial Health monitoring by the organisation. The rating scales are explained in table 1 below.

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.

Table 1. 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).

Overall Performance Summary

From the statements provided by the responsible Managers against the deliverables as explained above, the results for the quarter are as identified in the Table 2.

It is pleasing to note that in the six-months from 1 July to 31 December 2008, all Council’s services received a “GREEN” traffic light for overall performance showing that, in general, performance targets were met and programs delivered as required.

Table 2. Overall Performance Summary for the Organisation ~ December Quarter

SERVICE PERFORMANCE SUMMARY	Completed	GREEN	AMBER	RED	Totals
SERVICES OVERALL		58	-	-	58
Strategic Tasks (ST)	3	115	3	-	121
Service Improvements (SI)	9	240	9	3	261
Key Performance Indicators (KPIs)	N/A	185	7	1	193

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)

Specific reporting on the progress of each of these initiatives will be presented to Council, the community and the Department of Local Government through the end-of-year Management Plan review 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 June review booklet will detail the annual progress of these programs and outcomes achieved. Relevant elements of the progress of these programs is also reported within the normal services and projects formats.

Financial Position

The cumulative result for the year is essentially a balanced budget. There is a small surplus of $29,000 after allowing for a number of recommended variations and revotes including a transfer of $400,000 to the Asset Construction Reserve. These together with minor variations and reallocations, are discussed in detail in the Group Manager- Finance report in the summary review document. Commentary is provided below on the more significant issues in the review.

Original Surplus		$190,523

1^st Quarter Council approved variations:		$0

September Review variations		($143,246)

2^nd Quarter Council approved variations		$0

December Review variations		($18,207)

Revised Surplus		$29,070

The more significant variations (F – favourable, U- unfavourable) for the quarter include:

$’000

Salary Saving (0.17% of total employee budget)	117.3	F
Rates	787.4	F
Legal Costs	(150.0)	U
Printing Costs recovered (38% under recouped)	(85.0)	U
Agency Fees and Merchant Fees(8% saving)	33.2	F
Diesel Fuel (27% variation)	(180.0)	U
Compliance and Construction Certificate (24% decrease)	(43.8)	U
S149 Certificate income (23% decrease)	($78.3)	U
Transfer to Reserve	(400.0)	U

Rates net increase of $787,400

There are a number of factors that have contributed to the net increase in this area totalling $787,400. The large increase in non residential rates has been partially offset by variations to the budget for increases to abandonments, net pensioner subsidy ($13,500 U), Valuation Fees($22,200 F), interest on outstanding rates ($156,000 F) and legal costs associated with pursuing outstanding rates ($34,000 U). Additional information is provided below on the rates growth and abandonments.

Rates Growth - $818,700 additional income (1.2%)

As noted in the September review predicting future development and associated income growth in the current economic environment is proving to be an extremely difficult task. Broadly speaking Council is not currently experiencing a high volume of property development however there has been some development taking place in Erskine Business Park.

Predicting rate income growth for the Erskine Business Park has been particularly difficult as with the large land area involved it is difficult to predict the number of lots being created, the registration dates for those lots and the valuation amounts which are later determined by the Valuer General. The value of industrial land has risen steeply over recent years and this trend appears to be continuing. Erskine Business Park is delivering unprecedented land sale prices for the Penrith Local Government Area. Valuations for newly created properties are being closely monitored by Council officers for any discrepancies in the values provided by the Valuer General. A recent subdivision was expected to increase rates by $307,000 in Erskine Business Park however has actually resulted in an additional $708,826 in rates once the valuation was received. Another property subdivided into 2 lots has seen a gain of $231,487 in rates.

Abandonments of $230,000

A recent valuation objection lodged by Council resulted in the land valuation increasing from $13,750,000 to $63,720,000.The property, in Erskine Business Park, is currently rated as Farmland. The increase in valuation saw the rates increasing from $27,658 to $128,172 for 2007-08 and $28,583 to $132,461 for 2008-09. Due to legislation which does not permit farmland rates increasing more than 20% each year (this particular legislation ceases at the end of this financial year) the rate increase for the ratepayer was $7,942 and the remaining balance of the rates totalling $196,451 is required to be written off. The $196,451 is able to be caught up in next year’s rates across the City. A resolution by Council to abandon these rates is required as well as the adjustment to the St Mary’s Town Centre of $55,596 as reported in the September review.

Salary Savings of $117,300 (0.17%)

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. A short term commitment of staff to sustainability programs and the strategic planning process has impacted the bottom line by $81,000.

S149 Certificate Income– decrease of $78,300 (23%)

This variance relates to the reduced demand for s149 Certificates caused by a slow-down in the property market, due to the current economic climate.

Legal Costs – additional $150,000 (46%)

Council had sustained significant legal cost over a number of years relating to a Court action in relation to the Whitewater Stadium Café. As a result, the current year’s legal budget was reduced by $100,000 to fund the final legal costs of that court case last year.

In addition to this there have been a number of Court actions and projects that have impacted on the legal budget. Council has received a number of appeals one of which relates to the Anglican Primary School in Mulgoa Valley. The nature of this argument resulted in a 5 day hearing in the Land and Environment Court. Council has also taken action in respect of the development of a golf course located within and adjacent to Peachtree Creek at the rear of Panthers World of Entertainment. Council took action because it alleged the developer did not construct the golf course in accordance with the approved plans and environmental harm had occurred. This matter was settled within the course of a 4 day hearing in the Land and Environment Court. There have been a number of other smaller appeals.

It was expected that we would be able to settle a number of our appeals prior to the matter being listed for hearing. Despite all efforts the matters have not settled prior to the hearings which have subjected Council to the cost of preparing its case.

There have been a number and various planning agreements matters that have also impacted on the budget. The increased litigation and request for additional advice can also be linked to a down turn in the economy where developers progress their more problematic matters in anticipation of better economic conditions.

Despite this Council’s legal costs will not be high in comparison with other Councils of similar size.

Reduction in Printing Costs Recovered $85,000 (38%)

Council’s in-house printing services have been equipped with new colour production and finishing machinery that enables Council to meet nearly all printing requirements internally. During the first six months of 2008-2009 not all printing was performed in-house due to the fact that there was time needed to learn the operation of the new machines and the sourcing of appropriate recycled / sustainably produced paper and finishing material. It is expected that usage of the new equipment will increase during the last six months of 2008-2009 but not to the initial budget figure

Compliance and Construction Certificate Income - $43,881 decrease (24%)

This variance reflects the general slow down of activity in the housing and subdivision sector for the six months to December 2008. Sales of these certificates will continue to be monitored over the coming months

Diesel Fuel $180,000 increase (27%)

An additional $85,000 was added in the September Review to fund the over-expenditure of plant diesel fuel which has increased steadily from $1.20 per litre in September 2007 to $1.44 in May 2007, $1.54 in June 2007 and $1.64 in July 2007. With prices decreasing slightly to $1.50 p/l in October an average price of $1.58p/l was used to calculate the 1^st quarter variance.

Whilst diesel fuel prices have reduced from the $1.64 high to around $1.36 per litre, the cost is still much higher than the original budget. Using the current diesel price it is estimated that an additional $180,000 will be required to fund the over-expenditure to the end of June 2009. The shortfall has occurred as the budget had been increased only by CPI, the 2009/10 budget has addressed the significant rise in fuel prices.

Transfer to Asset Construction Reserve - $400,000

Further proposed allocation of surplus funds as at December 2008 to reserve to fund the general revenue component of key projects in 2009-10 as modelling and preliminary budget calculations indicate a challenge in preparing a balanced budget with the current level of service delivery. This recommended transfer is in addition to the $624,974 already in the reserve for this purpose.

Revotes

There are two small adjustments to planned capital works and operating projects proposed for adoption this quarter.

Penrith CBD Traffic Study - $120,000 – funded $60,000 EEP and $60,000 General Revenue (Revote Reserve)

Project delayed due to the need to resolve floorspace projections. The project will now extend into 2009-10. It is expected that $100,000 will be spent in 2008-09.

RFS Purchase Local Items – Water Tanks - $30,000 Grant Funded

Installation of two water tanks at Wallacia and Llandilo will not be completed in 2008-09 due to impending modifications to brigade stations. $100,023 to be spent in 2008-09 on installation of water tanks at other brigade stations.

Other variations with no impact on the Surplus

Property Development Reserve $1.295m reduction in income

The Property Model’s major changes in December relate to reduction in Property Development income of $1.295m, which includes:

· Two parcels of land are still on the market for sale at Kaloona Ave Emu Plains but one has been deferred until next year 2009-10 due to current market conditions.

· Council is entitled to compensation from Sydney Water for the compulsory acquisition of part of the land in Woodriff Gardens for the upgrade of the sewerage pumping station. The expected compensations has been decreased by $250,000 due to the recent Court case in the Land & Environment Court, but no decision has been made by the judge at this stage as to the final outcome.

· Lenore Lane, Erskine Park road closure & sale is now not occurring in the current year. This parcel of land relates to the road closure of a section of road within the Erskine Park Employment Area. It is zoned Industrial and the applicant wished to include part of the road closure within land he has agreed to purchase from an existing owner. Whilst the applicant has exchanged contracts with the existing owner, he is unable to proceed with this purchase. Consequently, the procedure to implement the actual road closure will not be progressing.

· The above variations were offset slightly by a $35,000 sale of land subject to road closure at Melville Rd, St Clair

These adjustments to the scheduled disposal of property assets result in an anticipated deficit for the Reserve at 30 June 2009 of $540,900. Modelling indicates that the Reserve will again be in a surplus position in 2009-10 following the sale of a key development site which is currently being reviewed and will be reported to Council for consideration at a future briefing. The optimum timing for the sale or development of other key sites in the city will also be brought to Council for discussion. The Property Development Reserve continues to make a significant contribution toward the asset management costs of Council owned properties.

Developer Contributions

The economic climate has a direct impact on anticipated s94 income. Other considerations such as securing the necessary planning permissions together with a review of the most effective timing for completion of the individual components of the plan have a potential impact on timing of expenditure thus adjustments to budgeted s94 income and expenditure happen at regular intervals.

S94 Contributions - reduction in income of $5m

As the current economic slump has affected rates of development in the City a revision of expected s94 contributions has occurred and it is now expected that contributions across a number of plans will be reduced in the current year. The most significant adjustments are to:

· Erskine Business park $3.55m

· Penrith District Open Space $0.45m

· Claremont Meadows $0.47m

Land Acquisition $2.7m increase in expenditure

The current year’s planned expenditure in Erskine Business Park S94 for land acquisition for Lenore Drive is proposed to be increased by $2.7m. A reconciliation of Works in Kind and Land Acquisition compared to the contributions received from a developer has resulted in the purchase of land from the developer for road widening.

Lambridge Estate Loan – adjustment to loan funds of $477,000

As the drainage works have been completed a reconciliation of total project costs has determined that the amount originally borrowed for this project is able to be reduced. The excess loan funds will be transferred to the current year’s infrastructure borrowing program reducing it by $477,000.

Rural Roads Widening Program - Luddenham Rd - Savings of $100,000

This project has been completed within budget. The savings are due to the reuse of available road profile material from other roads projects. Completion of the Luddenham Road road widening project was accelerated by accessing an internal loan for part of the funding to be repaid to the Roads Reconstruction project in 2009-10 but also had $724,000 of general revenue from recurrent programs as per the report to the Ordinary Meeting of Council 5 November 2007. It is recommended that the remaining funds be transferred to drainage and kerb and gutter capital works projects, further details of these projects are provided below.

Urban Drainage Construction $120,000 increase in project

A transfer of funds from Luddenham Rd is recommended as additional funds are required for drainage projects at Chapman Gardens, Kingswood and Christie St, Dunheved. At Chapman Gardens the original concept design was estimated as $25,000 to provide an earth levy mound around an existing GPT. Final detailed design after the study of the catchment size has required an increase to the size of earth mound, additional drainage facilities, retaining walls on pier foundations which require additional funds of $70,000. Works at Christie Street were originally estimated at $170,000. Council has since carried out the design and estimate and it is now expected to cost approximately $400,000. The remaining savings from Luddenham Road will partly fund this project in this financial year and it can be staged for completion in next financial year from the 2009-10 Urban Drainage program.

Cranebrook Cycleway – New Project - $250,000 (S94)

This is the final outstanding project in the North Cranebrook Developer Contribution Plan which had been awaiting the completion of a study to determine the preferred route. Work has commenced on the project and it will be completed in the current financial year.

Path Paving Program 2008-09 – Savings of $150,000 returned to loan

Competitive tender rates have ensured that the savings that materialised last financial year in Stage 1 of the two year $4m paving program are again evident. It is recommended that the $150,000 saving so far identified is transferred to Reserve and be accessed in 2009-10 to extend the footpath program. Further savings in this year’s program may eventuate when the adopted program of works is completed and these will be reported to Council for consideration.

Plant Replacement – Increase in project of $169,900

An additional transfer from reserve for this program is recommended to allow for the overall increase in cost of plant items scheduled for replacement this year. This is funded from the proceeds from sales in the previous year that exceeded budget expectations.

CS108 Inclusion Support Agency (ISA)

The original budget allocation was based on only 6 months as the agreement between Council and the Federal Department of Education, Employment and Workplace Relations (DEEWR) for the ISA was due to end in December 2008. The Department has since signed a new funding agreement with Council, meaning the Inclusion Support Agency project and related staff continue to be funded for the period 1 January 2009 to 30 June 2012 therefore an additional salaries budget allocation of $110,000 is required to be made.

Conclusion

The review indicates substantial progress to meeting Council’s challenging annual program. In keeping with Council’s established practice the Group Manager Finance and the Management Planning Co-ordinator will make a brief 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 2008-2009 Management Plan - December Quarter Review be received.

2. The 2008-2009 Management Plan Review as at 31 December 2008, including the revised estimates identified in the recommended budget, be adopted.

3. Abandonments for 2008-2009 of $230,000 be written off

4. The recommended reallocations to projects and amendments to Key Performance Indicators, Strategic Tasks and Service Improvements detailed in the report be adopted.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

*Policy Review Committee Meeting*	*16 February 2009*
*The City in its Broader Context*

The City in its Broader Context

Women's Services Sector Advocacy Strategy

Compiled by: Teresa Luk-Leung, Senior Social Planner

Authorised by: Erich Weller, Community and Cultural Development Manager

Strategic Program Term Achievement: A plan as a component of Council’s overarching agreement with Government is in place supporting Council’s claim for service equity for the City.

Critical Action: Develop strategies as a component of Council’s over-arching agreement with Government to support advocacy for service equity.

Presenters: Erich Weller - Community and Cultural Development Manager; Jeni Pollard - Neighbourhood Renewal Co-ordinator

Purpose:

To inform Council of the development of the Women's Services Sector Advocacy Strategy and Action Plan. The report recommends that Council endorse the Action Plan for implementation with community partners.

Background

Council’s Strategic Plan 2005-2009 identifies as a key issue that many women in the Penrith LGA experience barriers to accessing services. To effectively address these barriers and constraints, an Advocacy Strategy has been developed that provides the framework and scope to improve women’s access to services and support the organisations that provide services to women in Penrith City.

The Department of Local Government General Regulation 2005 also requires all Councils to consider the social and related needs of seven population target groups in service planning and delivery. This is a mandatory requirement. These target groups are women, older people, young people, children, people from culturally and linguistically diverse backgrounds (CALD), Aboriginal and Torres Strait Islander people and people with a disability.

The Women’s Services Sector Advocacy Strategy provides a structured approach to responding to some of the priority social needs of women as well as complements some existing partnership initiatives between Council and government agencies and community organisations. The Strategy is provided as Attachment 1 to this report. The Action Plan to support the Strategy is Section 5 at pp 39-44 of the Advocacy Strategy.

The Advocacy Strategy is based upon a women’s rights framework where it is recognised that women generally do not have equal access to power or resources in the community. The Advocacy Strategy will contribute to addressing these structural and societal differences that women experience in many aspects of life from a fundamental rights perspective.

This Strategy recognises the fundamental right of women to make decisions about their lives without paternalism or stereotyping, and their legitimate right to advocate to achieve outcomes supported by Australia as a signatory of the United Nation’s Convention on the Elimination of all Forms of Discrimination against Women as well as Australian and NSW legislation.

Australia signed the United Nations’ Convention on the Elimination of all forms of Discrimination against Women (CEDAW) in July 1980 and ratified it in July 1983.

“The Convention provides the basis for realising equality between women and men through ensuring women's equal access to, and equal opportunities in, political and public life ... including the right to vote and to stand for election … as well as education, health and employment. State parties agree to take all appropriate measures, including legislation and temporary special measures, so that women can enjoy all their human rights and fundamental freedoms.

“The Convention is the only human rights treaty which affirms the reproductive rights of women and targets culture and tradition as influential forces shaping gender roles and family relations.”^{^[1]} http://www.un.org/womenwatch/daw/cedaw/

It is important to note that the local Community Forum that was held in May 2007 to assist Council in developing the Strategy was strongly of the view that the proposed Advocacy Strategy should be based on this rights framework. More information on this Community Forum is provided on pages 2-3 of this report.

The Women’s Services Sector Advocacy Strategy will complement other Citywide Strategies currently being finalised. This includes the Planning for an Ageing Community Strategy and the Citywide Children’s Strategy that aim to support the multiple roles that many women have within the family and community spheres.

The timeline below summarises the stages in the development of the Women’s Services Sector Advocacy Strategy and Action Plan.

November 2006		Formation of internal Community and Cultural Development working party to develop research brief

February 2007		Consultant engaged to undertake literature review including census and other data, and facilitate consultation

May 2007		Community Forum with 36 participants from local community services and government agencies

August 2007		Review of Consultant’s Draft Strategy and Action Plan

September 2007		Internal Council consultations to further define actions in Action Plan

October 2007		Final Draft Strategy and Action Plan received

April 2008		Briefing of earlier Community Forum participants on proposed Action Plan

June 2008		Updating of ABS Census data in Strategy to 2006 data

We are here

February 2009		Report on Women’s Services Sector Advocacy Strategy to Council’s Policy Review Committee

March 2009-2012		Implementation

Broad Objective of the Strategy

The objective of the Women’s Services Sector Advocacy Strategy is to promote a more inclusive community by identifying and advocating responses by Council, other agencies and services, to the needs and diversity of local women in a women’s rights framework and in accordance with social justice principles.

It is intended that this Strategy will enhance community wellbeing by contributing to the quality of life for women, especially those who are experiencing disadvantage. The actions in the strategy will bring together organisations, sectors and individuals to further enable the development of effective ways to address this disadvantage through strategic and strong partnerships

This innovative Advocacy Strategy promotes fairness in the distribution of resources and aims to contribute to women having access to the resources and services that are important to meet some of their social, economic and health needs. The strategy also promotes enhanced opportunities for genuine participation and consultation about decisions affecting their lives.

Strategy Development and Process

Development of the Women’s Services Sector Advocacy Strategy commenced in November 2006 with the formation of an internal staff working party to discuss the development of the Strategy in terms of expectations, direction and content. This working party concluded that research and consultation was required to accurately describe the concerns and issues affecting local women in relation to services for women and women’s access to services.

A research brief was developed that specified the necessary aspects of the research which included a combination of a literature review, a demographic profile and community forum.

The Community Forum was held on 22 May 2007. This Forum was held specifically for local service providers, Community Organisations, and Government Departments and Agencies. Thirty-six key participants from various service sectors attended the Forum and they contributed to the development of the Strategy by identifying many of the issues and barriers that women face in accessing services.

Organisations that participated in the Community Forum included local community development projects such as SPYNS, North St Marys Neighbourhood Centre, and Erskine Park Neighbourhood Development Team. Organisations that work with Aboriginal communities and culturally diverse communities participated in the Forum, as did services such as the Penrith Women’s Health Centre and Penrith Women’s Refuge. Representatives from government departments and agencies also provided input into the Strategy, including Centrelink, Sydney West Area Health Service and Housing NSW.

The qualitative data provided by participants at the Forum was grouped into six themes. These are:

· A viable and effective Women’s Services Sector

· Vulnerable Groups of Women

· Violence against Women

· Health and Wellness

· Economic Participation

· Representation and Equity

Once the themes were determined, the broad direction for the Strategy was confirmed and the issues identified in research and by the Forum for advocacy were organised within the relevant theme.

Some of barriers and issues that were identified and noted in the Advocacy Strategy are pertinent to the work of other departments within Council. The Community and Cultural Development Department consulted with the various Managers to increase cross-departmental involvement and commitment to the Strategy.

Upon completion of the internal consultation, a further meeting was held in April 2008 with many of Council’s community partners that attended the initial Community Forum to provide them with an update of the progress of the draft Strategy and an opportunity to feedback on the proposed actions in the Advocacy Strategy. The draft strategy was strongly supported by the external service providers and the commitments that community partners will contribute towards the Strategy.

Format and Content of the Strategy

The Strategy incorporates a literature review, a demographic profile and an advocacy and action plan that coordinates responses by Council and other agencies and services to the needs and diversity of local women consistent with the rights based framework. The full Strategy is provided at Attachment 1.

The Strategy includes:

· Executive Summary

· Literature review - Provides a summary of the various frameworks of anti-discrimination legislation, strategies and programmes at International, Commonwealth, and State levels to advance and protect the rights of women. This information is vital in ensuring women’s rights and informs action on important social and economic issues relevant to women – Section 2 of the Strategy report.

· The demographic profile of women in the Penrith LGA - features data from the Australian Bureau of Statistics 2001 and 2006 Census and identifies issues and trends that are impacting upon women and may limit their access to services and restrict participation in social and economic life – Section 3 of the Strategy report.

· Report - Summarises the information gathered at the Forum and provides a structure for this information within the six themes. – Section 4 of the Strategy report.

· Action Plan – This section presents the issues or priorities that require advocacy within the six themes and outlines the proposed actions to respond to identified concerns and issues – Section 5 of the Strategy report.

As outlined in the Background to this report Community Forum participants emphasised the importance of positioning the Strategy within a Women’s Rights Framework including the application of gender analysis and identified this approach as fundamental to improving the social and economic wellbeing of women.

As discussed in further detail in the Strategy Report, gender is a significant issue in understanding the social and economic context in which policies, programs and legislation are constructed.

Increasing gender equity relies on careful consideration of the differences in women’s and men’s lives and recognition that different responses or actions may be required to produce equitable outcomes.

The Six Themes

As indicated above in the section of this report on Strategy Development and Process, the six themes provide the structure for the Action Plan and clearly demonstrate areas and actions for advocacy within a collaborative framework.

The following sub sections of this report summarise the six themes and the principal concerns and issues that are covered by each theme.

A viable and effective women’s service sector

A viable and effective women’s services sector is critical to the delivery of accessible services for women in Penrith City. Social change rarely occurs without co-ordinated effort and actions. The sector has been long recognised as the voice for women’s rights and one of the means by which a woman’s right to appropriate, safe and confidential support is met.

Recognition and support to vulnerable groups of women

The Forum identified that within the general female population there are a number of groups who are more vulnerable. Many women in these groups experience more barriers than the general female population in the achievement of access and equity. These groups include:

· Women subject to violence and assault

· Women and mental illness

· Drug and alcohol affected women.

· Women with dual diagnosis of drug and alcohol, mental illness and/or intellectual disability.

· Young women.

· Isolated women.

· Women with a disability – physically and/or intellectually.

· Aboriginal and Torres Strait Islander women.

· Emerging groups of culturally and linguistically diverse and refugee women.

· Same sex attracted (SSA) women.

Violence against women

Domestic violence is a major issue for women irrespective of social and economic status or cultural background. The impacts of domestic violence on mental, emotional and physical health of many women are serious and often debilitating. Violence prevents and restricts a woman’s participation in every day activities, in family life and in the work force.

Health and wellness

This theme focuses on the health issues impacting upon vulnerable groups of women and includes collaborative strategies and health promotion activities to address these health issues. Penrith Women’s Health Centre and Sydney West Area Health are key partners in addressing this theme.

Economic participation

Economic participation is one means by which women can make choices and gain some control over their life directions. This includes increasing their ability to provide for themselves and their family. Many women encounter barriers, such as access to information, transport and affordable child care, which restrict access to economic participation opportunities.

Representation and equity

It is recognised that there is a need for more women to be represented at all levels of government, on Company Boards and in senior management. This includes increasing opportunities and supporting women within the workplace and political arena. This Strategy complements the National Framework for Women in Local Government and aims to provide increased opportunities for women employed within local government to develop their skills and career paths, and for female Councillors to be well supported within their elected roles.

The Implementation of the Women’s Services Sector Advocacy Action Plan

The role of Council is to lead and co-ordinate the implementation of the Action Plan included in this Strategy by supporting partnerships with the organisations that provide services to women. The implementation of this Action Plan will in many cases involve advocacy on issues and challenges through an integrated approach with some of Council’s community partners.

The community service sector has made a significant contribution to the development of this Strategy and is supportive of the implementation of the Plan. It is important to note the contribution of The Richmond Fellowship of NSW and Great Community Transport in terms of their contribution to specific strategies within the Plan.

Council’s Community and Cultural Development Department has overall responsibility to progress this Strategy. However it is critical to note the contributions that other Council Departments have made to this Strategy through agreed commitment to items in the Action Plan. The respective Managers in these Departments have all been consulted and agreed to the actions in the Plan that are relevant to their responsibilities. These Departments are Legal and Governance/Executive Services, Local Economic Development, Public Domain Amenity and Safety, Environmental Health and Workforce Development/Personnel Services.

It is also important to note that a number of priorities in the Advocacy Strategy and Action Plan have already been progressed. For example in relation to Theme 3, Violence Against Women, Council officers are participating in and providing leadership for a NSW Government Western Sydney Human Services Senior Officers Group Taskforce focusing on reducing domestic and family violence. The taskforce is developing and introducing better coordinated and multi-agency responses to domestic and family violence in the Penrith LGA. Government agencies involved include the Department of Community Services, Penrith and St. Marys Police Local Area Commands, Corrective Services, Western Sydney Area Health Service and the Premier’s Department. A number of community organisations in the City are also partners in this taskforce.

Also in the theme area of Violence Against Women, Penrith Women’s Health Centre have been successful in obtaining Western Sydney Area Assistance Scheme funding for two years to implement a Bridges project. This project will develop systems, referral procedures and agreed support mechanisms for women who are victims of domestic violence on their initial contact with the police.

Council’s Public Domain Amenity and Safety Manager has also submitted a grant application to the Western Sydney Area Assistance Scheme for a 12 month project to co-ordinate training on leading practice domestic violence client support for referral agencies and community organisations.

The Action Plan will be implemented over the period 2009 – 2012 and will generate action that complements the agenda outlined by various other plans, including the NSW State Plan. Progress reports on implementation of the Women’s Services Sector Action Plan will be provided to Council on at least an annual basis. These progress reports will be co-ordinated by the Community and Cultural Development Department and will assist Council and community partners in evaluating the success of the Strategy and Action Plan.

Council Resourcing

The proposed Women’s Services Sector Advocacy Strategy and Action Plan has been developed in the context of available resources. Certainly the action of securing appropriate accommodation for office and program delivery (Theme 1 Action 4), has already been flagged in Council’s Penrith City Centre planning. It is being investigated along with a number of other City Centre infrastructure priorities.

The Action Plan also in Theme 1 commits Council to explore the creation of a designated women’s service community development officer within Council. This could be a time-limited commitment or alternatively it may not be from Council’s perspective a high priority compared to other priorities.

In summary the Action Plan is achievable without significant additional resources.

It is also expected that the Penrith Services for Women Network (Theme 1, Action 2) will together identify further initiatives and projects that respond to the social and related needs of women in the City.

Summary

Amongst Councils in metropolitan Sydney, Penrith Council has undertaken a leading role in addressing the issue of gender equity in our society. The development of the Women’s Services Sector Advocacy Strategy aims at promoting a more inclusive and fairer society by addressing the special and diverse needs of women living in the Penrith Local Government Area. Most importantly the Strategy and Action Plan are based on a rights framework.

The implementation of the Women’s Services Sector Advocacy Strategy will increase women’s access to services. The quantitative and qualitative data collected in the development of the Strategy will become a valuable tool for advocacy as it clearly provides an overview of the current social and economic positions of women in our City.

The development of this Strategy also complements the National Framework for Women in Local Government and other strategies being developed by Council i.e. the Ageing Strategy and the City wide Strategy for Children.

The proposed Strategy has received wide support from community services who participated in the initial Community Forum in May 2007 and a subsequent briefing meeting in April 2008. A number of these services have also shown commitment to implementing actions which fall within their areas of responsibility. The Community and Cultural Development Department will continue to play a lead and co-ordinating role in implementing the Action Plan and will report to Council annually on progress with implementation. Progress will also be reported to the Penrith Services for Women Network.

RECOMMENDATION

1. That the information contained in the report on Women's Services Sector Advocacy Strategy be received.

2. Council endorse the Women’s Services Sector Action Plan for implementation over the period 2009 – 2012.

ATTACHMENTS/APPENDICES

Women's Services Sector Advocacy Strategy

47 Pages

Attachment

*Policy Review Committee Meeting*	*16 February 2009*
*Leadership and Organisation*

Leadership and Organisation

Advertising Working Party

Compiled by: Adam Beggs, Administration Officer - Policy and Council Support

Authorised by: Glenn McCarthy, Executive Officer

Strategic Program Term Achievement: The organisation is managing its statutory requirements and the needs of a participatory community in a transparent and balanced way.

Critical Action: Develop, review and monitor policies and procedures to enable the organisation to engage more effectively with the community while meeting its statutory and public interest obligations.

Purpose:

To report to Council on the constitution and membership of the Advertising Working Party . The report recommends that Council reconvene the Advertising Working Party and appoint four (4) Councillors to the working party.

Background

At its Ordinary meeting of 29 September 2008, Council resolved that:

“A report be presented to the Policy Review Committee on the constitution and membership of the Advertising Working Party.”

The Advertising Working Party, formerly known as the Local Newspaper Advertising Working Party, was originally established on the 16 December 1996 to consider certain aspects of Council’s newspaper advertising including the review of tenders.

At that time, Council’s advertising was placed with a number of local weekly newspapers on a needs basis. This resulted in duplication of work as every advertisement needed to be proof read and authorised by Council staff for each publication. Furthermore, there was no consistency as to the position the advertisements would be placed within the paper. Council believed this to be an inefficient and disjointed approach to advertising.

In late 2001 Council resolved that tenders be called for Local Newspaper Advertising, with the objective being to move to a single supplier.

As a result of the tender process and a thorough evaluation from the Tender Assessment Panel, consensus was reached that an advertising agency would provide the most advantageous service to Council.

It is important to recognise the role of an advertising agency in Council’s advertising functions. An agency facilitates the entire advertising process and negotiates on behalf of Council the fees and charges for advertising. It is accepted that advertising agencies have better buying power then if Council was to deal direct with the various publications. Also, an agency has the ability to call on a team of experts in advertising, copywriting, graphic design and advertisement placement, and also assists by providing free training to Council in advertisement construction. Furthermore the use of an agency provides Council with an online advertisement placement system which enables staff to easily submit advertisements and to also record archival records for retrieval at a later date.

Advertising agencies provide a professional, cost effective and efficient all inclusive advertising service. These services are all provided at a cost which would be significantly less then what it would cost to provide the services in-house.

Council resolved in April 2002 to accept a tender for advertising agency services for a period of twelve months, with a twelve month option. The preferred tenderer was Leonard Holt Robb (LHR). The contract commenced on 29 July 2002. At its meeting of 21 July 2003, Council resolved to exercise the twelve month option, and the contract was extended until 29 July 2004. A new tender was called and closed on 30 June 2004. At its meeting of 15 November 2004, Council resolved to decline to accept any tenders, and to establish a Working Party to consider the advertising process.

The Advertising Working Party resolved at its meeting of 2 March 2005 to call Tenders for Advertising Services. Tenders were called and closed on 30 March 2005. The Working Party, at its meeting of 18 May 2005, recommended that LHR Pty Ltd be appointed Councils agency for the provision of advertising services for a two-year period. A report was presented to an Ordinary Meeting of Council on 6 June 2005 and Council resolved to appoint LHR Pty Ltd as its agency for the provision of advertising services for a period of two years.

An Expression of Interest process was commenced during 2007 but not completed due to staff turnover in the Executive Services department. LHR continue to provide Council with advertising services on a month-by-month basis under the terms of the previous contract.

Councils are no longer required to undertake a tender for advertising agency services or advertising media as these are covered under Clause 163 of the Local Government (General) Regulation 2005 and Local Government Procurement (LGP) contracts.

LGP has been established to provide a fully integrated procurement service to councils in NSW. LGP has been prescribed under s55 of the Local Government Act 1993, allowing councils to use supply arrangements coordinated by LGP without the need to go to tender in their own right. The agencies on the current LGP panel are Leonard Holt Robb and TMP Worldwide. The method of procurement is a matter that the Working Party will need to consider and make recommendations to the Council.

Current Situation

An opportunity to move to a full page colour format for Council’s News Page was investigated in late 2007 and subsequently this commenced in the Penrith Press and Mt Druitt/St Marys Standard from 12 February 2008. This has proved a successful move with Council committing to a guaranteed weekly placement which in turn provides Council with certainty as to where the News Page will appear. Council also placed the Mayoral Message with the Western Weekender each week until recently when that newspaper ceased to be published. A letter has recently been received from the General Manager of MediaView Pty Ltd advising that ‘The Weekly View’ has been established to effectively replace the Western Weekender. The letter requests that the Mayoral Column and other Council advertising be continued in the new publication. This proposal is currently being discussed with LHR.

The Advertising Working Party last met on 20 August 2007. The Advertising Working Party can be reconvened with, say, four (4) Councillor representatives. The suggested Terms of Reference for the Working Party are:

• Oversee the Expressions of Interest Process for the selection of an Advertising Agency

• Review the Strategic Approach to Council’s Advertising

• Consider the Strategic Placement of Council’s Advertising

It is suggested that the first meeting of the Advertising Working Party be held before the Councillor Briefing on 16 March 2009 from 5.30-6.30pm subject to Councillor availability.

RECOMMENDATION

That:

1. The information contained in the report on Advertising Working Party be received

2. Council reconvene the Advertising Working Party.

3. Council appoint four (4) Councillor representatives to the Advertising Working Party.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

*Policy Review Committee Meeting - Urgent Report*	*16 February 2009*
*The City as a Social Place*

The City as a Social Place

City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd - Annual Report and Board of Directors

Compiled by: Glenn Schuil, Senior Governance Officer

Erik Henricksen, Pools Superintendent

Authorised by: Stephen Britten, Group Manager - Legal & Governance

Strategic Program Term Achievement: The City’s recreation and leisure facilities and services meet its needs and are optimally used.

Critical Action: Ensure facilities and services reflect the City's diverse current and future recreation and leisure needs.

Presenters: Councillor Greg Davies - Penrith Regional Indoor Aquatic and Recreation Centre Ltd - Chairman's Report

Erik Henricksen - Penrith Regional Indoor Aquatic and Recreation Centre Ltd - General Manager's Report

Purpose:

To provide Council with details following the fourteenth Annual General Meeting of the City of Penrith Regional Indoor and Aquatic Recreation Centre Ltd. The Chairman of the Board and the Acting General Manager will make a short presentation. The report recommends that the information be received and the Council agree to underwrite the Company for a further period of 12 months.

Background

This report to Council follows the Fourteenth Annual General Meeting of the Company held on 25 November 2008, for the trading period 1 July 2007 to 30 June 2008. A

The Chairman of the Board and the General Manager 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 the reports extracted from the Annual Report. A full copy of the Annual Report can be made available to interested Councillors upon request.

Chairman’s Report

I am pleased to present the Chairman’s Report to the Fourteenth Annual General Meeting of the City of Penrith Regional Indoor Aquatic and Recreation Centre Limited.

In doing so may I thank the Management and Staff of Ripples and the Board of Directors for their efforts to see the centre remain a key outlet for:

1. Recreation activities

2. A facility that assists local residents to keep fit

3. Giving opportunities for local children to learn to swim

4. Encouraging and providing competition to enhance the abilities of those who wish to go further in the sport.

This year has been one of change and again many challenges. Utilisation figures and income for the centre continue to be a difficult area to overcome. With the current economic outlook being grim and the family budget under pressure it is a situation that will continue to confront us.

We are not alone here and I think many other gyms and fitness centres may well have seen the bubble burst. In our favour is the fact that we will continue to be around to provide the community service needed and recognised in our charter of operations.

Having said that, I would like to congratulate our new General Manager, Erik Henricksen for what he has brought to the business in a short period of time. The changes introduced by Erik have seen a great improvement in presentation of the centre and a new and much more positive outlook from our dedicated staff.

I congratulate all the staff for their acceptance and help with the changes and to their continuing commitment to Ripples and our community over the past 12 months.

I also pass on my thanks to Penrith Council staff for all their assistance. With the working relationship between our General Manager and Council we have seen Ripples transformed into a facility that we can be justifiably proud of.

The major capital cost items for the centre, the roof etc are still items that need to be addressed, but with the ongoing assistance from Penrith Council, I am confident that a solution is not far away.

Operating figures for the Company are detailed elsewhere in the business paper for Councillor’s information.

My congratulations to all the Board members for their ongoing input and commitment and many thanks to outgoing Board members, Councillor John Thain and James Hill for their input and knowledge during their terms of office.

May I welcome the new members of the Board and I look forward to your participation and fresh ideas that you will bring to the meetings.

Once again can I thank Erik and all of his staff for their efforts over the past year and I have no doubt that this will continue into the future.

Again to all Board members, many thanks for a job well done and I look forward to working with all members over the next twelve months.

Ripples General Manager’s Report

I am pleased to present the General Manager’s report for the financial year ending June 2008. I take the opportunity to thank the Board of Directors for appointing me to the General Manager’s role and also Penrith City Council (PCC) for facilitating the transition upon Geoff Yates’s resignation in April last year.

The year certainly provided us with a number of challenges not the least being the coldest, wettest summer period for decades which saw attendance levels severely affected, school carnivals washed out and program participation patronage fall. This drop in attendance levels, unfortunately, is reflected in reduced revenue streams in most areas of our operations. There has been a concerted effort to reduce costs in order to offset the downturn in revenue.

One of the more positive outcomes for the year has been the strong performance of the Learn to Swim Dep’t. which has produced above budget figures and continues to do so.

The Gym and Fitness area continued to struggle to meet members’ expectations. Out dated equipment, poor presentation, the ongoing issues with leaks has not provided a suitable environment with which to maintain existing clientele or stimulate new membership resulting in a reduced membership base. Initiatives such as “Boot Camps” for kids and adults, plus the introduction of a ‘Membership Liaison Officer’ in addition to alternative fitness classes such as ‘Salsafit’ and RPM, in combination with promotion of the scheduled upgrade of the Gym and its equipment in September, has helped to stabilise the membership in recent months. An ‘Open Day’ was held in early November 2008 to gain added exposure of the revamped facilities and generate new memberships.

Financial Overview

Overall revenue was down for the year which reflected the reduced patronage levels caused by the poor summer weather conditions.

On a positive note, Hydrotherapy revenue increased by a further 27% (15% 06-07) as a direct result of increased programming and marketing activities.

A comprehensive report is contained within the accounts and notes to the financial statements.

Personnel

This year saw two significant staff replacements. The previous General Manager, Geoff Yates resigned in April 2008 with the subsequent secondment of myself to that role in May 2008. Also, Head Coach Dan Ronan accepted an offer to move back to his hometown, Newcastle, to coach and Jennifer Pilgrim was appointed to the position of Senior Coach.

There were several other staff movements over the course of the year which is synonymous with the transient nature of personnel in the Industry. The staff compliment remains at 113 (118 - 06/07).

Highlights

· Completed upgrade of the chemical storage and handling area.

· Landscape overhaul of all grounds at both Ripples and Ripples Hydro.

· Backwash reuse system installed and commissioned.

· Commenced scheduled program of works/upgrades in conjunction with PCC.

· Commenced Gym and Fitness area improvements.

· Instigated the emptying of the water from the Hydro Pool to facilitate the cleaning and maintenance of the facility in conjunction with the NSW Fire Brigade transferring water from the Hydro Pool to Ripples outdoor pool and back. This exercise was a great training opportunity for the Fire Brigade which at the same time led to an excellent outcome for the facility.

· Excellent performance in Learn to Swim Dep’t maintaining almost capacity numbers throughout the winter period.

Ripples Hydrotherapy Centre

Steadily increasing patronage in all area - Workers’ Compensation; E.P.C.P.; DVA; Diabetes Program, Private Members, Disabled LTS, Classes and “Mums & Bubs” LTS Classes.

New Initiatives for 2007/2008

· E.P.C.P. (Enhanced Primary Care Plan)- referrals from G.P.’s for Medicare funded programs for chronic diseases.

· DVA (Department of Veteran Affairs) – referrals from G.P.’s for DVA/Medicare funded programs for all muscul oskeletal/chronic injuries plus chronic diseases.

· Diabetes Program: Natalie Delana was employed in January 2008 to reinstate the Medicare funded diabetes program here at the Hydrotherapy Centre. This program allows for up to 8 “group” sessions or classes and patients are referred by local G.P.’s

· Arthritis Classes: Two weekly 1 hour arthritis classes have been introduced to meet a need in this area.

· Gentle Exercise Class: 1 weekly class for clients requiring low intensity hydrotherapy program.

· Disabled LTS: This program was introduced to cater for a specialised group of clients identified in our current LTS program at the main centre. This program has 3 part time teachers and operates daily.

· “Mums & Bubs” LTS Classes: at the Hydrotherapy Centre. These classes were operating on a smaller scale at the main centre – but were moved over to the hydro centre, and a number of new classes have been initiated.

· “Wellness Program” Program for clients to continue after they have completed medicare programs. Includes use of both facilities and is payable by direct debit.

· Workcover NSW: Both exercise physiologists gained Workcover NSW accreditation and provider numbers and are therefore recognised as preferred providers by Workcover NSW.

· Disabled Group: 6 new groups now attend the Hydrotherapy Centre on a regular basis with their carers and staff.

Strategy

Continue to work with PCC, in particular their City Works Dep’t., to implement the scheduled program of works and upgrades. We plan to assess the practicalities, advantages and economic impact of proposed Energy Performance Contract designed to upgrade Pool plant, heating and air handling equipment.

Continue to implement other facility upgrades in line with asset renewal program.

Work with PCC to strategically align “Ripples” and other PCC recreational facilities in the region.

Introduce new and improved services and service delivery which will re-establish Ripples as the leading provider of Health, Leisure and Fitness services in the region.

Acknowledgements

Firstly, Chairman Greg and the Board of Directors for their support, co-operation and encouragement. Very much appreciated and certainly ensured a smooth transition and continuity of purpose.

PCC Officers - David Thorpe and Andrew Moore - Finance, Mathew Stewart, Graham Howe and Glen Tuckwell - Bldg Projects and Maintenance, Raphael Collins (retired), Greg Butchard and Mark Leitch. Parks Const. and Maintenance and Andrew Robinson, Recreation. My personal thanks along with that of the Board, Management Team and staff for your efforts and assistance in helping Ripples achieve its objectives.

My personal thanks also to the Ripples Management Team for their acceptance of change, patience, perseverance and commitment which is vital to their leadership role.

To all the Ripples Staff my congratulations on their response to numerous challenges throughout the year as they perform their duties under what has often been ‘trying’ conditions.

As I have alluded to before, no matter what cosmetic, aesthetic or operational changes we make to the facility, Ripples performance will always be measured by the performance of its staff.

A committed, co-operative enthusiastic and friendly attitude by all of us all of the time is essential in delivering the level of service I expect, but more importantly the level of service our community expect from us.

Board of Directors

The Articles of Association of the Company provide, in part, that:

1. To provide continuity the members of the Board shall resign on a rotating basis. At the First Annual General Meeting, three (3) Directors (including one (1) Councillor) shall resign. At the Second Annual General Meeting, three (3) members shall resign (including one (1) Councillor). Thereafter, the members of the Board, except the Council officer, shall resign after they have served on the Board for three (3) years after appointment or re-appointment to the Board.

2. All retiring Directors shall be eligible for re-appointment.

Council should note that, as per the Articles of Association, Councillor John Thain and James Hill resigned as Director at the Annual General Meeting of the Company, held on 25 November 2008 and did not seek reappointment. Councillor Ben Goldfinch and Councillor Marko Malkoc were nominated to the Board by Penrith City Council. It was resolved that Councillor Ben Goldfinch and Councillor Marko Malkoc be appointed as Directors.

Council’s Director, Mr Craig Butler, remains on the Board as Council’s General Manager’s representative and Company Secretary.

Councillor Greg Davies and Mr John Cottee were elected Chairman and Deputy Chairman respectively.

Financial Accountant – Entities Comment

The City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd posted an operating surplus to June 30 2008 of $58,038 (2007 $242,108). This surplus included a subsidy from Council of $790,257 (2007 $825,070), the subsidy consisted of $577,000 cash paid directly to the company, $87,396 in Workers Compensation premiums paid on behalf of the company and $125,861 in debts not recovered from the company. Without the subsidy from Council the Company would have incurred a deficit of $732,219 (2007 $582,962) this continues the trend of pre subsidy deficits in previous years of 2006 $113,025 and 2007 316,769. The combined pre subsidy result for the past four years has been a $1,744,975 deficit. Council has provided for a $470,000 subsidy for the 2008-09 financial year.

Previous reports have highlighted the impact upon ‘discretionary spending’ for the leisure market due to the economic climate. The recent global financial crisis will add increasing pressure to this market. The recent history of the company together with the present financial climate will place the company under considerable financial strain into the future.

Council has also appointed a Recreation Working Party charged with identifying and evaluating all options open to Council for the future management and development of Ripples St Marys Aquatic and Hydrotherapy Centre, Penrith War Memorial Swimming Pool, St Clair Leisure Centre and Penrith Whitewater Stadium.

The Recreation Working Party has met on a number of occasions and it is expected that the recommendations coming from the Working Party will be finalised by June 2009.

RECOMMENDATION

That:

1. The information contained in the report on City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd - Annual Report and Board of Directors be received.

2. Council agree to underwrite the operations of the City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd until the presentation to Council of the City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd Annual Report for 2008/09.

3. Council congratulate the Board of the City of Penrith Regional Indoor Aquatic and Recreation Centre on their success and achievements over the 12 months to the end of June 2008.

ATTACHMENTS/APPENDICES

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# Meetings at which the Management Plan ¼ly reviews are presented	^ Election of Mayor/Deputy Mayor
#+ General Manager’s presentation – half year and end of year review	@ Strategic Program progress reports [only business]
< Briefing to consider Draft Management Plan for 2009/2010	ü Meeting at which the 2008/2009 Annual Statements are presented
v Meeting at which the Draft Management Plan is adopted for exhibition	Y Management Plan Councillor Briefings/Public Forum (June)
* Meeting at which the Management Plan for 2009/2010 is adopted

*Policy Review Committee Meeting*	*16 February 2009*
*Attachment 1 - Women's Services Sector Advocacy Strategy*