11 February 2009
Dear Councillor,
In pursuance of the provisions of the Local Government
Act, 1993 and the Regulations thereunder, notice is hereby given that a POLICY REVIEW COMMITTEE MEETING of
Penrith City Council is to be held in the Passadena Room, Civic Centre,
Attention is directed to the statement accompanying
this notice of the business proposed to be transacted at the meeting.
Yours
faithfully
Alan Stoneham
General Manager
BUSINESS
1. LEAVE OF ABSENCE
2. APOLOGIES
3. CONFIRMATION OF MINUTES
Policy Review Committee Meeting - 17 November 2008.
4. DECLARATIONS OF INTEREST
Pecuniary Interest (The Act requires Councillors who
declare a pecuniary interest in an item to leave the meeting during discussion
of that item)
Non-Pecuniary Conflict of Interest – Significant and
Less than Significant (The Code of Conduct requires Councillors who declare
a significant non-pecuniary conflict of interest in an item to leave the
meeting during discussion of that item)
5. ADDRESSING THE MEETING
6. MAYORAL MINUTES
7. NOTICES OF MOTION
8. MASTER PROGRAM REPORTS
9. URGENT REPORTS (to be dealt with in the master program to which the
item relates)
10. CONFIDENTIAL BUSINESS
Monday 16 February 2009
table of contents
meeting calendar
confirmation of minutes
master program reports
2009 MEETING CALENDAR
February 2009 - December
2009
|
TIME |
FEB |
MAR |
APRIL |
MAY |
JUNE |
JULY |
AUG |
SEPT |
OCT |
NOV |
DEC |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
Mon |
||
Ordinary Council Meetings |
7.30 pm |
2 |
|
6 |
4v |
|
13 |
3 |
7ü |
12 |
9 |
14 |
23 |
23 |
|
25 |
22* |
|
24 |
28^ |
|
30 |
|
||
Policy Review Committee |
7.30 pm |
|
9 |
|
|
15 |
6 |
|
14@ |
|
|
7 |
16#+ |
30@ |
27 |
18# |
|
|
17#+ |
|
19 |
16# |
|
||
Councillor Briefing / Working Party / Presentation |
7.30 pm |
9 |
2 |
|
11 |
1Y |
|
10 |
|
|
2 |
|
|
16< |
20< |
|
29 |
27 |
31 |
21 |
|
23 |
|
# 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 |
|
-
Council’s Ordinary Meetings are held on a three-week
cycle where practicable.
-
Extraordinary Meetings are held as required.
-
Policy Review Meetings are held on a three-week cycle
where practicable.
-
Members of the public are invited to observe meetings of
the Council (Ordinary and Policy Review Committee). Should you wish to address
Council, please contact the Public Officer, Glenn McCarthy on 4732 7649.
OF THE POLICY REVIEW COMMITTEE
MEETING OF
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.
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
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
3 |
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 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 Councillor Kevin Crameri OAM left the meeting, the time being 8:27pm. |
The
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 3. A copy of previous report submitted to |
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 |
Councillor Kevin Crameri OAM requested
a memo reply outlining the current road works that are being undertaken on |
There being no further business the Chairperson declared the meeting closed the time being 9:15pm.
Item Page
Leadership and Organisation
1 2008-2009 Management Plan - December Quarter Review
The City in its Broader Context
2 Women's Services Sector Advocacy Strategy
The
URGENT
4 City of
Leadership and Organisation
3 Advertising Working Party
THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY
Leadership and Organisation
Item Page
1 2008-2009 Management Plan - December Quarter Review
16
February 2009 |
|
Leadership and Organisation |
|
Leadership and Organisation
1 |
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 |
|
|
|
|
1st Quarter Council approved variations: |
$0 |
|
|
|
|
September Review variations |
($143,246) |
|
|
|
|
2nd 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
Predicting rate income
growth for the
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
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
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 1st 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
·
· The above variations were offset
slightly by a $35,000 sale of land subject to road closure at
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
·
Land
Acquisition $2.7m increase in expenditure
The current year’s
planned expenditure in Erskine Business Park S94 for land acquisition for
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 -
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
Urban
Drainage Construction $120,000 increase in project
A transfer of funds from
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.
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. |
There are no attachments for this report.
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The
City in its Broader Context
Item Page
2 Women's Services Sector Advocacy Strategy
16
February 2009 |
|
The City in its Broader Context |
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The City in its Broader
Context
2 |
Women's
Services Sector Advocacy Strategy |
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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
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
“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 |
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Formation of internal Community and Cultural Development working party to develop research brief |
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February 2007 |
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Consultant engaged to undertake literature review including census and other data, and facilitate consultation |
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May 2007 |
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Community Forum with 36 participants from local community services and government agencies |
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August 2007 |
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Review of Consultant’s Draft Strategy and Action Plan |
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September 2007 |
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Internal Council consultations to further define actions in Action Plan |
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October 2007 |
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Final Draft Strategy and Action Plan received |
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April 2008 |
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Briefing of earlier Community Forum participants on proposed Action Plan |
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June 2008 |
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Updating of ABS Census data in Strategy to 2006 data |
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We are here |
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February 2009 |
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Report on Women’s Services Sector Advocacy Strategy to Council’s Policy Review Committee |
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March 2009-2012 |
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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
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
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.
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. |
Women's Services
Sector Advocacy Strategy |
47 Pages |
Attachment |
The
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4 City of
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The City
In Its Environment
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The
City as an Economy
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The
City Supported by Infrastructure
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Leadership
and Organisation
Item Page
3 Advertising Working Party
16
February 2009 |
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Leadership and Organisation |
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Leadership and Organisation
3 |
Advertising
Working Party |
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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.
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. |
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Urgent Reports
MASTER PROGRAM REPORTS
CONTENTS
Item Page
THE
4 City of
16
February 2009 |
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The City as a Social Place |
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The City as a
4 |
City
of |
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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
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,
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
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.
That: 1. The information contained in the report
on City of 2. Council agree to underwrite the operations
of the City of 3. Council congratulate the Board of the City
of |
There are no attachments for this report.
ATTACHMENTS
Date of
Meeting: Monday 16 February 2009
Master Program: The City in its Broader Context
Issue: Access to and Equity
of Services
Report Title: Women's Services Sector Advocacy
Strategy
Attachments: Women's
Services Sector Advocacy Strategy