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 16 NOVEMBER 2009 AT 7:36PM

PRESENT

His Worship the Mayor Councillor Kevin Crameri OAM, Councillors Jim Aitken OAM, Kaylene Allison, Robert Ardill, Greg Davies, Mark Davies, Ross Fowler OAM, Jackie Greenow, Prue Guillaume, Marko Malkoc, Karen McKeown, Kath Presdee and John Thain.

APOLOGIES

PRC 106? RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor John Thain that apologies be accepted for Councillors Ben Goldfinch and Tanya Davies.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 19 October 2009

PRC 107? RESOLVED on the MOTION of Councillor Jim Aitken OAM seconded Councillor Ross Fowler OAM that the minutes of the Policy Review Committee Meeting of 19 October 2009 be confirmed.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 21 October 2009

PRC 108? RESOLVED on the MOTION of Councillor Prue Guillaume seconded Councillor Kath Presdee that the minutes of the Policy Review Committee Meeting of 21 October 2009 be confirmed.

DECLARATIONS OF INTEREST

Councillor Kath Presdee declared a Non-Pecuniary Conflict of Interest ? Less than Significant in Item 2 ? Penrith City Children?s Services Cooperative Ltd as she is a member of the Werrianda Children?s Centre Parent Advisory Committee.

DELIVERY PROGRAM REPORTS

A City of Opportunities

4??????? Penrith Business Alliance Limited Strategic and Business Plans

????????? Director Craig Butler introduced the report on Penrith Business Alliance Limited Strategic and Business Plans and welcomed the Chairman Paul Brennan who gave a presentation.

Councillor Jim Aitken OAM left the meeting, the time being 7:51pm.

Councillor Jim Aitken OAM returned to the meeting, the time being 7:52pm.

Councillor Prue Guillaume left the meeting and did not return the time being 8:03pm.?????????????????????????

PRC 109? RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Marko Malkoc

That:

1.???? The information contained in the report on the Penrith Business Alliance Limited Strategic and Business Plans be received

2.???? Council agree to the initial payment of $308,390 to the Penrith Business Alliance.

3.???? The Penrith Business Alliance Business Plan for 2009-10 be reported to a future Council meeting for consideration and approval.

Councillor Mark Davies left the meeting, the time being 8:10pm.

Councillor Greg Davies left the meeting, the time being 8:10pm.

A Leading City

1??????? Westpool

Chairperson of Westpool, Deputy Mayor Councillor Ross Fowler OAM, introduced the report and welcomed Andrew Armistead from Westpool who gave a presentation.

Councillor Mark Davies returned to the meeting, the time being 8:13pm.

Councillor Greg Davies returned to the meeting, the time being 8:15pm.

Councillor John Thain left the meeting, the time being 8:37pm.

Councillor John Thain returned to the meeting, the time being 8:38pm.??????????????????????????????????????????????

PRC 110? RESOLVED on the MOTION of Councillor Marko Malkoc seconded Councillor Greg Davies that the information contained in the report on Westpool be received.

A City of Opportunities

2??????? Penrith City Children's Services Cooperative Ltd

Children?s Services Manager, Janet Keegan introduced the report and welcomed Chairperson Max Friend, who gave a presentation on the Penrith City Children?s Services Cooperative Ltd.

Councillor Marko Malkoc left the meeting and did not return the time being 8:46pm.????????????????????????

PRC 111? RESOLVED on the MOTION of Councillor Jim Aitken OAM seconded Councillor John Thain

That:

1.???? The information contained in the report on Penrith City Children's Services Cooperative Ltd be received

2.???? Council agree to underwrite the operation of Penrith City Children?s Services Cooperative Ltd until the presentation to Council of the Penrith City Children?s Services Cooperative Ltd Annual Report for 2009/10.

3.???? Council write to Linda Newman recognising her service on the Board of Directors since inception and thanking her for her contribution over many years.

3??????? Penrith Whitewater Stadium - Annual Report and Board of Directors

Chairperson, Penrith Whitewater Stadium, Deputy Mayor Councillor Ross Fowler OAM, welcomed Stadium Manager, Jack Hodge who gave a presentation on the Penrith Whitewater Stadium ? Annual Report and Board of Directors.???????

PRC 112? RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Jackie Greenow

That:

1.???? The information contained in the report on Penrith Whitewater Stadium - Annual Report and Board of Directors be received

2.???? Council agree to underwrite the operation of the Penrith Whitewater Stadium Limited until the presentation to Council of the Penrith Whitewater Stadium Limited Annual Report for 2009-10.

3.???? Council note and support the Board?s nomination of Councillor Ross Fowler OAM as a continuing Director of Penrith Whitewater Stadium.

There being no further business the Chairperson declared the meeting closed the time being 9:21pm.

????

*Policy Review Committee Meeting*	*7 December 2009*
*A Leading City*

Review of 2005-2009 Strategic Program???

Compiled by:??????????????? Graham Pares, Senior Strategic Planner

Authorised by:???????????? Craig Butler, Director ??

Strategic Objective: We demonstrate leadership, and plan responsibly for now and the future

Strategic Direction: We share aspirations for our region?s future, and achieve them through collaboration

?????

Executive Summary

For more than a decade, the management planning of Penrith Council has been guided by the development of long term Strategic Plans.? This approach has assisted in maintaining our profile as a progressive, contemporary and strategic Council.?

The 2005-09 phase of Council?s Strategic Plan, ?The Competitive Edge? came to a conclusion in July 2009, whereupon the new community Strategic Plan 2031 came into effect.? This latter document sets the direction for the City into the future.

Through the course of the 2005-09 Strategic Plan, the Council proved itself to be progressive, proactive and willing to take on new challenges, and able to ?get the job done?.? The Plan provided the focus for the organisation.

?The Competitive Edge? reflected the commitment of the previous Councillors to positioning the City as a desirable place to live, work, play and invest.?? It served well in attracting jobs and employment to the City, fostering partnerships and delivering services to the community.

Whilst not all term achievements were completed during the 2005-09 term, significant progress was made on all longer term goals.? In some circumstances it was recognised that the longer term goal would not be able to be achieved through Council?s own efforts and that the issue may have to wait until other partners were ready to come on board. This had been taken into consideration with the preparation of the new strategic plan with longer term goals in this category feeding into the development of the Strategic Objectives in Strategic Plan 2031.? This ensures a continuum of focus on key issues over long time periods as must be the case when managing major cities such as Penrith.

The progress on delivering ?The Competitive Edge? was reported in each of the Annual reports prepared during the 2005-09 term however it was considered appropriate to distil these in a simple summary report of outcomes from the period.? A published and on-line document will be made available that, in conjunction with the Annual report, will stand as a record to acknowledge the efforts and achievements of the Councillors, staff and the community in the guidance of the City during this period.

Background

This report has been prepared to address the overall achievements of Council during the period July 2005- June 2009.? Activity undertaken during this period was guided by the strategic direction established in the Strategic Plan 2005-09 ?The Competitive Edge?.? Information relating to the progress on longer term goals established in the Plan was used to guide the development of the next phase document - Strategic Plan 2031.?

The Strategic Plan 2005-09 ?The Competitive Edge? was adopted in July 2005 as the principal policy document to guide Council in delivering the City that would match the present and future needs of its ?residents?.? The Plan was expressed as six Master Programs which constitute a conceptual model of the City.

The six Master Programs were:

???? The City in its Broader Context

???? The City as a Social Place

???? The City in Its Environment

???? The City as an Economy

???? The City supported by Infrastructure

???? Leadership and Organisation

To support the Strategic Plan, a Strategic Program was developed from which annual management plans were derived?? A hierarchy of action was established to enable the focus of each Master program to be broken down through key issues to a series of critical actions to be undertaken each year in the following manner;

?? Master Program

? Issue ? Longer Term Goals

? Term Achievements

?? Critical Actions

They expressed the priorities that the Council wanted addressed to enhance the abilities of Penrith to grow in a sustainable manner, responsive to the needs of the community.? Progress on each of the longer term goals and term achievements was reported every six months and at the end of each year as part of the Annual report for the duration of the Plan.

Progress on Longer Term Goals

Attachment 1 to this report provides a summary of the overall progress on pursuing the longer term goals.? Each term achievement, underpinning a longer term goal, has been assigned one of the following ratings;

Rating	Criteria
Achieved	All critical actions supporting this Term Achievement were completed
Significant Progress	The majority of critical actions were completed or key steps were completed and contribution from other organisation eg. State Government were required to complete the outcome
Not Achieved	The majority of Critical actions were not completed

There was no Term Achievement with a rating of Not Achieved, whilst 41 (51%) of the Term Achievements were rated as Achieved.? 39 (49%) were rated as Significant progress, which was anticipated early in the Strategic program given that they were the tasks relying upon securing contributions from partnerships and organisations such as State and Federal government.? These tasks were recognised as potentially having a life beyond the terms of ?The Competitive Edge? and carry through to Strategic Plan 2031.

This result represents an excellent achievement and is testimony to the commitment of staff and Councillors to the strategic direction for the City established within that Plan.?

Key Achievements ? 2005-09

While the annual reports and presentations that were made during the journey of ?The Competitive Edge? highlighted our staged progression through the term achievements, there are several significant key achievements that should be recognised. These include:-

Designation as Regional City

A major highlight came when Penrith was designated a Regional City under the State Government?s Metropolitan Strategy. This recognises Penrith as a major residential and economic centre, and should ensure greater access to health, education and recreation services for our City now and in years to come.

This recognition of Penrith?s significance in the region was a result of the targeted work in several of the Master Programs, and demonstrates how the Master Programs worked together to deliver a higher level result.?

Hosting important visits

Penrith?s reputation as a centre of regional significance was further enhanced with the number of premier events that were hosted throughout the 2005-09 period:

In welcoming Prime Minister Kevin Rudd to Penrith in April 2008, history was made when for the first time Federal Cabinet was held outside a Federal Government building, in the Council Chambers. The opportunity for 500 western Sydney locals to also see and hear the Prime Minister and Ministers at Jamison High School was significant and demonstrates that Penrith is well and truly on the national agenda.

In 2006 the City was chosen as the first Australian community to welcome the Queen?s Baton Relay, part of the Commonwealth Games celebrations, and the focus of a nationally-televised event at the International Regatta Centre.

The State Government has held two State Cabinet meetings here at the Civic Centre in June 2005 and May 2006, and the State Plan Regional Consultation was hosted in June 2008.

The City also hosted the Ulysses Club AGM in 2009. This drew almost 4,000 visitors to the City for a week of festivities.

Economic Development and City Marketing

Council finalised an employment strategy which set a target of 40,000 jobs ? exceeding the State Government?s target for Penrith of 28,000 new jobs by 2031.

Already employment for some 2700 people has been created at Erskine Business Park, well on the way to the goal of 6000 for the employment area. More than 35 companies have been established in the Business Park. Around $570 million worth of development has been approved by Council and the Department of Planning and another $50 million is currently under consideration.

The State Government built a $60million office block in the Penrith CBD - the result of Council?s willingness to identify and capitalise on opportunities for the City via its property portfolio.

The Penrith Valley Home Based Business Website was launched in March 2007. This collaborative project between Council and several local organisations, including Penrith Valley Home Based Business Network and Penrith Valley Chamber of Commerce, has helped support and encourage home based businesses in our City. The Buy Penrith Valley campaign, launched in June 2008, reaped real benefits for the whole of Penrith City.

The role of events in marketing the City has grown significantly, with major events such as the Canoe Slalom World Cup, the annual Solar Boat Challenge, World Dragon Boat Championships and National Rowing Championships providing important opportunities to showcase Penrith Valley.

The Visitor Information Centre moved into a new and much larger building in 2006. This is an example of a very successful collaboration with our business community and has allowed Penrith Valley to be showcased to visitors much more effectively.

Sustainability

Real progress has been made during the term of this Strategic Plan in incorporating sustainability across all of Council?s activities and services.

In May 2008, Penrith was awarded the final Milestone for its participation in the International Council for Local Environmental Initiatives (ICLEI) Water Campaign. During the program Council reduced its ongoing water consumption by 35% and implemented several significant actions including retrofitting Council facilities and developing recycled water schemes for some of the City?s open spaces and playing fields.

Council?s 2005 Carbon Neutral plan established strategies and targets for reducing carbon emissions, and included a commitment to reducing Council and community carbon emissions by 25% before 2015.

In 2006-07, for the first time, the Annual Report incorporated a Sustainability Report, reporting on some 80 sustainability indicators and global reporting initiatives ? evidence of Council?s commitment to both sustainability and open and transparent reporting.

The Sustainability Revolving Fund continued to fund numerous sustainability initiatives, including the establishment of an energy performance contract for the Civic Centre building.? Energy and cost savings of over $254,000 per year, and reduction in our greenhouse gas emissions by approximately 1930 tonnes per annum have been achieved through the Energy Performance Contract and other projects.

Started in 2009, another significant initiative is a complete organic recycling program that is expected to reduce the amount of waste being sent to landfill by over 26,000 tonnes and produce 14,000 tonnes of high grade compost.? Council will then ?close the loop? and give this compost back to the community by using 7,000 tonnes of this product on our sporting fields, greatly improving their quality.

City Operations

Over the term of the Strategic Plan Council has invested more than $11 million in building maintenance, $90 million in roads, drainage, car parks, traffic facilities and footpath maintenance and construction and $41 million in parks construction and maintenance.

More than 226 km of roads have been resurfaced and more than 66 km of new footpaths have been constructed. In 2007-08 a record $2 million was spent on 30km of footpaths in response to feedback about the important role they play in mobility and the health and well being of the community.

Parks Construction and Maintenance

The extension of the reclaimed water scheme at Hickey?s Lane enabled irrigation of the Rugby Union Stadium, baseball fields and the Greygums AFL fields. An automatic irrigation system was installed to three soccer fields at Cook Park.? Several fields, including the main soccer field at Parker Street and field No. 5 at Jamison Park, had lighting installed or upgraded to competition level.

Ongoing support was given to the Penrith Valley Sports Foundation and several new amenities have been constructed for the benefit of sporting groups, including a new amenities building for the Colyton/ St Clair Baseball Club. Fencing has been installed at several locations.

Additional shade structures and new BBQ facilities at Tench Reserve, and additional and upgraded play equipment was installed at several local parks including Mulgoa Park, Mulgoa and Poplar Park, Oxley Park.

Public Domain Amenity and Safety

Almost $13 million has been directed to Community Safety and Public Domain maintenance, with a particular emphasis on graffiti minimisation in partnership with the community. The increase in well maintained areas has contributed to community perceptions of safety across the City.

Recreation

The strategic decision to support and leverage the presence of world class facilities including the International Regatta Centre and Penrith Whitewater Stadium, along with hosting numerous state, national and world championships, in sports ranging from rowing to netball, speed skating to model boat racing has assisted in Penrith being a nationally and internationally recognised centre of excellence for sport and culture.

Following the success of the Jamison Skate Park facility, new skate facilities at Glenmore Park and St Clair are proving extremely popular.

Stage 1 of the Great River Walk was officially opened in February 2007, and Stage 2 in June 2008. It has already begun making the fantastic views and landscapes along the river more accessible for the widest possible range of users, including walkers and cyclists, and will play an important role in raising awareness of the need to care for this great natural resource.

Health and Well Being

Initiatives included health promotion programs addressing obesity and smoking, in partnership with Sydney West Area Health Service. Health and nutrition education programs were run at schools and childcare centres to promote healthy food choices.

Council was Highly Commended for ?Programs and Policies that Reduce Exposure to Tobacco? at the Heart Foundation Local Government Week 2008 Awards in July. This was in recognition of Council?s Smoke-free Playgrounds and Sporting Fields program, based on the Smoke Free Outdoor Areas Policy adopted by Council in July 2007.

City Centres

Planning of the City Centres was a high priority within the Strategic Plan. The Penrith City Centres Plan was launched in November 2006. The Penrith Local Environmental Plan 2008 (Penrith City Centre), developed by the Department of Planning together with Council, was gazetted by the NSW Minister of Planning in February 2008. The plan provides a strategic framework for improving the quality and sustainability of development across the City. Council can now move forward with a range of development initiatives which will boost job, business, housing and lifestyle opportunities. This plan, together with the Penrith City Centre Vision, Development Control Plan and Civic Improvements Plan, is part of the NSW Government?s vision to create a strong network of vibrant regional cities outside the Sydney CBD.

New Release Areas and Established Areas

Considerable effort has been directed toward planning for the City?s ten new urban release areas to ensure they can offer sustainable, safe and satisfying living and working environments. Development is now under way in Erskine Park Business Park, Waterside (Lakes Environs) and Claremont Meadows Stage 2.?

The needs of residents in older areas of the City are being addressed through the Asset Renewal and Established Areas Strategy (AREAS) project which started in the 2006-2007 Management Plan year. Improvements in physical amenity and construction have occurred and some great work is being done through consultation and community liaison to address social and economic issues.

The Magnetic Places program, part of Council?s Neighbourhood Renewal Program, has paved new ground in creating activities and projects for the community and bringing community meeting places to life. The pilot 2007-2008 Magnetic Places Community Cultural Grants Program proved successful in supporting and generating creative activities, events and programs that bring to life our community meeting places, celebrating the culture and pride in established neighbourhoods across the City.

Community and Cultural Development

The City has continued to develop its reputation as a centre of cultural excellence and diversity, supported by the integration of the City?s principal cultural facilities into the Penrith Performing and Visual Arts Ltd in 2006.

The Joan Sutherland Performing Arts Centre extensions, opened in August 2005, have proved a valuable addition to the cultural assets and development of Western Sydney. The $1.4 million capital improvements to Penrith Regional Gallery and Lewers Bequest were also completed and officially opened in August 2007.

The development of the Penrith Valley Cultural Precinct has taken many forward steps. In September 2007 the St Marys Arts and Crafts Studio was opened, and February 2008 saw the official reopening of the refurbished former St Marys Council Chambers building. Work is now well underway on the Memorial Hall refurbishment and the construction of the Community Square.

In February 2006 the Penrith City Centre Access Map was launched, the latest in a series of projects by Council to improve access to services for all.

In July 2006 the Youth Website, a great source of information about jobs, apprenticeships, courses, recreation activities, school issues, training and youth services for young people and their families was launched.

A number of neighbourhood centres have been opened and upgraded, including the new North St Marys Neighbourhood Centre opened in August 2005, and the Claremont Meadows Community Centre upgrade in 2007.

Council continued to build on its partnerships with Aboriginal community-controlled organizations and was presented with an award by the NSW Local Government Aboriginal Network in 2006 for its excellent partnership relations. Council?s NAIDOC Week celebrations continue to grow with the annual community gathering drawing well over 2000 participants. Council together with its Aboriginal partner organisations also completed the Indigenous Homelessness Action Research project which resulted in a number of innovative service improvements for Aboriginal people at risk of homelessness.

Children?s Services

The innovative management structure of the Penrith City Children?s Services Cooperative, established under the previous Council continues to perform very well. The Cooperative currently manages 17 long day care centres, 9 before and after school care centres, 7 centre-based and 1 mobile pre-school, 6 vacation care centres and 1 mobile play van.

Council has dedicated $3.8 million over the course of the Strategic Plan to capital improvements to Children?s Services. The Grays Lane Children?s Centre (May 2006), Erskine Park Out of School Hours Centre (May 2007) and Tamara Children?s Centre (April 2008) all reopened during this Council?s term after successful extension and upgrade works.

Library

Penrith Library was upgraded in May 2008, with improvements including new self-serve check-in facilities; realignment of shelving to make better use of available space; display area for local community groups; new carpet and furniture, and repainting and cleaning; and a more dynamic children?s area, including new CDs, computers and DVDs.

Financial Management

During the term of the last strategic Plan Council was able to continue to deliver key services and make further commitments to ongoing asset management programs to address the asset infrastructure backlog.? Council successfully applied for a special rate Variation in 2006 to fund a 10 year Asset Renewal and Established Areas Strategy.

There were a number of challenges facing both Council and the broader community over the past 4 years however Council has maintained a healthy financial position through responsible financial management. This was acknowledged by the international credit rating agency - Standard and Poor?s. Council?s credit rating was upgraded to AA+ (from AA) in 2007 and confirmed as that in July 2008.? The rating was voluntarily withdrawn by Council in 2009.

Council won the prestigious NSW Local Government Annual Financial Statement Award for 2005-2006 and for 2006-2007 - the first time any Council has won the award for a second time.

Council?s key financial indicators remain at or above industry benchmarks.? More detailed commentary on Council?s financial performance can be found in the Annual Financial Statements.

Awards and Reputation

In 2007, Council received a Gold Award for Penrith?s new Management Plan model - Integrating Strategy, Sustainability and Services at the annual Sydney Morning Herald Local Government Management Excellence Awards. It was the third year running that Council had won gold at those awards.

Council?s effectiveness, strong management, and commitment to continuous improvement and responsible local government were also acknowledged in 2005-2006 and 2006-2007 when we were Highly Commended in the esteemed A.R.Bluett Memorial Awards.

Partnerships

If a partnership can benefit Penrith, Council has been keen to explore it. Fostering and developing partnerships between the City?s key stakeholders has been a key element of the strategic program.

Excellent progress was made in maintaining and establishing strategic alliances with organisations such as the University of Western Sydney, TAFE, the Sydney West Area Health Service, Department of Housing, local Chambers of Commerce, Panthers and the City Town Centre Associations.?

$15 million in Federal and State Government funding has been secured to upgrade Penrith Stadium including the western grandstand and playing field. Council and Panthers worked closely, both in lobbying for the funding and then through a working party, to achieve the best outcome from the funds. Council has long had a master plan for the stadium and a view that the facility could be used for more than rugby league. In keeping with our Regional City status, Penrith Stadium is evolving into a venue that has the potential to attract quality outdoor entertainment, and sporting events from soccer to tennis.

Friendship relationships and International links

A range of mutually beneficial programs and activities have continued between Penrith and our international links in Japan, China, Korea and England. These have included cultural and sporting programs; student exchanges; and business and economic development programs.

A Friendship Agreement was signed with Lachlan Shire in August 2006.? The strengthening of ties has brought benefits for both communities as our two very different local government areas work together, helping and supporting each other and sharing ideas and expertise. A range of activities and exchanges in the sporting, education, business and cultural fields have already been enjoyed as both communities embrace the partnership with great enthusiasm.

Council to Council activities have included a successful staff exchange program and the secondment of a Penrith Council employee to Lachlan as Acting General Manager.

Penrith further demonstrated its willingness to help other organisations through the secondment of a staff member to act as General Manager at Brewarrina Shire Council for seven months and as Acting General Manager of the Hawkesbury River County Council.

Civic functions and community events

Council events such as Open Day, Activate, and Australia Day celebrations have continued to grow in popularity, quality and reputation.

Annual Mayoral balls have raised over $90,000 for local charities, and the Open Day Mayor for a Day competition has been expanded to include 14 junior Councillors, who take part in a mock Council meeting.

Council?s Wall of Achievement program has recognised 83 outstanding individuals for their personal contributions to our City?s community, with more and more people nominated each year.

Moving forward from ?The Competitive Edge?

Penrith Council has a long tradition of preparing strategic plans that build upon the key strategic directions established by previous Councils.? This helps to build continuity, ownership and confidence in a shared vision for the future of the City.?

The development of the Community Strategic Plan 2031 was no different, with the work carried out under ?The Competitive Edge? integral to the information collated and shared at engagement opportunities held to shape the new Plan.? In this manner, the progress made in pursuing the longer term goals will be the foundations for actions undertaken over the term of the current Council.

The detail in this report and its attachment will be collated and published in both a final hardcover volume and as an on-line document.? In conjunction with the annual reports published to cover this period, they will stand as a record to acknowledge the efforts and achievements of the Councillors, staff and the community in the guidance of the City during the period 2005-2009.

RECOMMENDATION

That:

1.???? The information contained in the report on Review of 2005-2009 Strategic Program be received.

2.???? A copy of this report, together with a letter of appreciation, be forwarded to the Councillors who served on the Council during the implementation of the Strategic Plan 2005-2009 ?The Competitive Edge?.

ATTACHMENTS/APPENDICES

1. View

2005-2009 Strategic Program Term Achievement Ratings

12 Pages

Appendix

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 1 - 2005-2009 Strategic Program Term Achievement Ratings*

THE CITY? IN ITS BROADER CONTEXT
? Issue 1: ?????????????????? Penrith Valley?s Recognition
Longer Term Goal	Term Achievement	Status
Penrith Valley is recognised and distinguished nationally and internationally	1.1??? A decision has been secured from relevant groups to develop a nominated institution or event that has the status to cause Penrith Valley to be widely recognised locally, throughout the State, nationally and throughout the world.	Significant Progress
	1.2??? Penrith Lakes is developing and being used in a way that establishes it as a principal Sydney destination.	Achieved
	1.3??? Penrith Valley is recognised locally and throughout Sydney as vibrant, innovative and attractive, distinguished from the rest of Sydney, with a range of services and experiences complemented by those available in the Blue Mountains and Hawkesbury.	Achieved
? Issue 2: ?????????????????? Penrith City Centre?s Metropolitan Role
Longer Term Goal	Term Achievement & Strategic Program Statement	Status
Penrith City Centre is the principal urban centre of Outer Western Sydney as reflected in its economic, cultural and social diversity.	2.1??? Penrith City Centre provides a comprehensive range of economic and human and lifestyle services to Outer Western Sydney and Central Western New South Wales.	Significant Progress
	2.2??? A component of a Citywide land use and transport plan addressing Penrith City Centre and nearby places of regional importance or attraction is being implemented.	Significant Progress
? Issue 3: ?????????????????? St Marys? Regional Role
Longer Term Goal	Term Achievement & Strategic Program Statement	Status
St Marys offers a broad range of district level retail and service businesses and a lively urban village lifestyle reflective of its historic traditions.	3.1??? A component of a Citywide land use and transport plan addressing St Marys Town Centre is being implemented.	Significant Progress
	3.2??? The Penrith Valley Cultural Precinct is completed and contributing to a vibrant urban village lifestyle in St Marys.	Significant Progress
	3.3??? St Marys offers a range of district level retail and service businesses to its surrounding localities.	Significant Progress
? Issue 4: ?????????????????? Regional Growth
Longer Term Goal	Term Achievement & Strategic Program Statement	Status
The City positively influences policy and decisions on metropolitan and regional growth and development that affects it.	4.1??? The community and City organisations are informed on issues relevant to metropolitan growth and development that affect the City and the reasons for Council?s response to them.	Significant Progress
	4.2??? Joint responses and initiatives are regularly developed with neighbouring Councils and regional organisations around metropolitan and regional issues.	Significant Progress
	4.3??? Agreement has been reached with State Government agencies to provide mutually agreed services and facilities to the City consistent with its growing requirements	Significant Progress
	4.4??? Council?s preferred positions and priorities relevant to Western Sydney growth and development are considered by governments, regional forums and regional organisations in their own policy development.	Significant Progress
	4.5???? Council?s agreed strategies, where they relate to planning provisions, are implemented through the new Citywide Penrith Local Plan and Penrith Development Control Plan.	Significant Progress
? Issue 5: ?????????????????? Access To and Equity Of Services
Longer Term Goal	Term Achievement & Strategic Program Statement	Status
Access to services in the City is equivalent to or better than that in other areas of Sydney.	5.1??? A plan, as a component of Council?s overarching agreement with Government, is in place as the basis of Council?s advocacy for service equity.	Achieved
? Issue 6: ?????????????????? Sustainable Rural Lands
Longer Term Goal	Term Achievement & Strategic Program Statement	Status
Council?s strategy to achieve sustainable, productive use of rural lands and preservation of the City?s rural qualities is secured.	6.1??? Council?s adopted strategy is being implemented as the basis for future rural land use decisions.	Achieved
	6.2??? The City?s rural lands are valued by the City?s communities for the natural and landscape values they contribute to the City?s character.	Achieved
	6.3??? A network is advancing best practice commercial rural land use.	Significant Progress

THE CITY AS A SOCIAL PLACE
? Issue 7: ?????????????????? Community Well Being and Social Justice
Longer Term Goal	Term Achievement	Status
The social well being and health of individuals and communities within the City has been maintained and improved.	7.1??? Effective responses are made to the social impacts of growth, redevelopment and change.	Achieved
	7.2??? Strategies are in place to respond to the social and health needs of the community.	Achieved
	7.3??? Council continues to offer leadership in developing a better understanding of and cooperation with Aboriginal and Torres Strait Islander organisations and people.	Achieved
	7.4??? Access has increased for communities that face barriers to using social services and facilities.	Achieved
? Issue 8: ?????????????????? Cultural Development
Longer Term Goal	Term Achievement	Status
The City of Penrith is the cultural hub of Western Sydney.	8.1??? The City is widely recognised as a centre of cultural diversity, excellence and access.	Achieved
	8.2??? The cultural assets of the City have been integrated to establish its reputation as a creative place.	Achieved
? Issue 9: ?????????????????? Recreation and Leisure
Longer Term Goal	Term Achievement	Status
Accessible and usable recreation facilities and services meet the needs of the community.	9.1??? The City?s recreation and leisure facilities and services meet its needs and are optimally used.	Significant Progress
? Issue 10:???????????????? Planning and Providing for the Needs of Children
Longer Term Goal	Term Achievement	Status
Families and children are valued and supported to enable them to contribute to the economic and social well being of the City.	10.1?? Services are provided to meet the diverse needs of families and to support the development of children.	Achieved

THE CITY AS A SOCIAL PLACE
? Issue 11: ??????????????? Community Safety
Longer Term Goal	Term Achievement	Status
Communities feel confident about their safety.	11.1?? A community safety plan, building on a partnership with police, the community and other stakeholders is in place and supported by Council?s programs.	Achieved
? Issue 12: ??????????????? Magnetic Places
Longer Term Goal	Term Achievement	Status
Town Centres, local centres and community meeting places are attractive and vibrant.	12.1?? Penrith City Centre and St Marys Town Centre are appealing places to people seeking satisfying social and cultural experiences.	Achieved
	12.2?? Local centres, community meeting places and prominent meeting places are increasingly valued and recognised by communities as a focus of their neighbourhoods, or as a feature of the City.	Significant Progress
? Issue 13: ??????????????? Established Neighbourhoods
Longer Term Goal	Term Achievement	Status
Established neighbourhoods are revitalised and people have pride in the community in which they live.	13.1?? A program of renewal for selected neighbourhoods that contributes to a sense of community identity and cohesiveness is being implemented.	Significant Progress
? Issue 14: ??????????????? Managing Redevelopment
Longer Term Goal	Term Achievement	Status
Quality outcomes are achieved in the redevelopment of our established suburbs and local centres.	14.1?? Redevelopment of existing areas contributes to safe, sustainable, affordable and satisfying living environments and cohesive communities.	Significant Progress
	14.2?? New housing in established areas is coordinated by comprehensive neighbourhood plans of management developed in partnership with the local community and development industry.	Significant Progress
	14.3 New housing in established areas is coordinated by comprehensive neighbourhood plans developed in partnership with the local community and development industry	Significant Progress
? Issue 15: ??????????????? New Release Areas
Longer Term Goal	Term Achievement	Status
New areas provide well planned, serviced and cohesive living and working environments.	15.1?? Cohesive communities are formed based on sustainable, safe and satisfying living and working environments.	Significant Progress
	15.2?? Strategies are in place for new release areas to deliver jobs that match incoming workforce participant numbers.	Significant Progress
	15.3?? New release areas provide for a diversity of housing opportunities, including affordable housing consistent with emerging community needs and which facilitates the development of diverse neighbourhoods.	Significant Progress
	15.4?? Timely delivery of services to new release areas is being secured.	Significant Progress

THE CITY IN ITS ENVIRONMENT
? Issue 16: ??????????????? Natural Catchment Assets

Longer Term Goal	Term Achievement	Status
Natural areas are protected and rehabilitated as viable environments and the Hawkesbury ? Nepean River Catchment is restored to health.	16.1?? The City?s biological diversity is being protected and conserved through the implementation of a biodiversity conservation and bushland management strategy.	Significant Progress
	16.2?? The health of the river system is being improved through the implementation of a comprehensive catchment management strategy.	Achieved
	16.3?? Effective land use management policies, regulatory practices and controls are being implemented to protect the environment.	Achieved
? Issue 17: ??????????????? Sustainable Resource Management
Longer Term Goal	Term Achievement	Status
The City conducts itself as a leading environmental practitioner through prudent consumption of resources and reduced resource disposal.	17.1?? Water and energy conservation strategies are being implemented	Achieved
	17.2?? Waste to landfill and indiscriminate dumping are significantly reduced and resource recovery is being optimised.	Achieved
	17.3?? Council leads our City by example and through advocacy in implementing sustainability initiatives.	Achieved
? Issue 18: ??????????????? Built Environment
Longer Term Goal	Term Achievement	Status
The built environment delivers quality living and working environments with ecological responsibility.	18.1?? The City?s heritage is being protected and conserved	Significant Progress
	18.2?? Development is designed, constructed and maintained to deliver improved sustainability outcomes.	Significant Progress
	18.3?? A floodplain management policy to protect the built environment is being implemented by Council consistent with Government guidelines	Achieved

? Issue 19: ??????????????? The Look of The City
Longer Term Goal	Term Achievement	Status
The City of Penrith is recognised for its attractiveness.	19.1?? Council?s planning policies, land use, regulatory controls and asset management practices enhance the visual amenity of the City.	Significant Progress
	19.2?? Key agencies, institutions, landholders and the community are cooperatively engaged in enhancing the visual amenity of the City.	Significant Progress

THE CITY AS AN ECONOMY
? Issue 20: ??????????????? Access to Quality Employment Opportunities
Longer Term Goal	Term Achievement	Status
Access is available within reasonable distance to a wide range of jobs suitable to residents? needs and skills.	20.1?? Sufficient constraint-free serviced employment lands are available to meet the City?s business development and investment needs.	Significant Progress
	20.2?? Businesses intending to relocate from other parts of Sydney are systematically identified and are being encouraged to locate to the City, or nearby.	Significant Progress
	20.3?? The City is recognised as an attractive business and investment location.	Significant Progress
? Issue 21: ??????????????? Partnering for Economic Growth
Longer Term Goal	Term Achievement	Status
Business, institutions and Council are working cooperatively around agreed initiatives to strengthen the City?s economic base.	21.1?? The City?s business community, learning institutions and training institutions are working in an integrated way to strengthen and develop the City?s local economic base.	Significant Progress
	21.2?? Networks and clusters of similar economic activity are developing in areas where the City and nearby locations have a competitive advantage.	Significant Progress
? Issue 22: ??????????????? Growing Economic Centres
Longer Term Goal	Term Achievement	Status
Penrith City Centre and St Marys Town Centre are strong, viable, populated economic entities.	22.1?? Policies are in place as the basis for directing private and public investments in the centres of Penrith and St Marys.	Significant Progress
? Issue 23: ??????????????? Visitors to the City
Longer Term Goal	Term Achievement	Status
Economic benefits are generated by visits to the City from a variety of domestic and international market sectors.	23.1?? Programs are attracting domestic and international visitors to the City for access to cultural and sporting exchange and experiences and language, education and training.	Achieved
	23.2?? Programs are in place that target international trade and business services.	Significant Progress

THE CITY SUPPORTED BY INFRASTRUCTURE

THE CITY SUPPORTED BY INFRASTRUCTURE
? Issue 24: ??????????????? Accessible Public Transport and Regional Road Network
Longer Term Goal	Term Achievement	Status
An accessible public transport and regional road network exists.	24.1?? An integrated land use and transport plan is being implemented.	Significant Progress
	24.2?? A program of prioritised works has been developed and is being implemented in partnership with the State Government to maintain the efficiency of major roads as demand grows.	Significant Progress
	24.3?? A plan is being implemented for the provision of public transport facilities and services that reasonably matches the travel needs of the community for access to employment centres, education facilities and other activity centres.	Significant Progress
? Issue 25: ??????????????? Local Road Network
Longer Term Goal	Term Achievement	Status
The City has a safe, efficient and effective local road network.	25.1?? Road network capacity, safety and efficiency are improved and traffic congestion is reduced.	Significant Progress
	25.2?? A parking management plan addressing the provision and utilisation of improved parking within the centres and other key locations is being implemented.	Significant Progress
	25.3?? A plan is being implemented for bus shelters, cycleways and footpath networks having regard for the access, health and recreational needs of the community.	Achieved
? Issue 26: ??????????????? Civil Infrastructure Management
Longer Term Goal	Term Achievement	Status
Civil infrastructure is secured, maintained and used to optimum benefit.	26.1?? An asset management strategy is in operation for civil infrastructure that optimises its use and maintains it to agreed standards fit for its contemporary purpose.	Achieved

? Issue 27: ??????????????? Buildings, Parks and Open Space Maintenance
Longer Term Goal	Term Achievement	Status
Council?s buildings, parks and open space assets are maintained to a standard fit for their contemporary purpose.	27.1?? A building asset maintenance strategy is in operation that maintains those assets to appropriate standards fit for their contemporary purpose and addresses the increased costs of maintaining additional buildings.	Achieved
	27.2?? A parks and open space maintenance strategy is in operation that maintains those assets to appropriate standards fit for their contemporary purpose and addresses the increased costs of maintaining additional areas.	Achieved
? Issue 28: ??????????????? Emergency Management
Longer Term Goal	Term Achievement	Status
Risk to life and property from emergency events is minimised.	28.1?? Plans are developed and implemented in partnership with emergency service agencies to provide emergency services and facilities to the City.	Achieved

LEADERSHIP AND ORGANISATION

LEADERSHIP AND ORGANISATION
? Issue 29: ??????????????? Leadership
Longer Term Goal	Term Achievement	Status
Council leads the City and community by influencing and participating in policy development to the benefit of the City through partnerships and alliances with government, regional interests, City groups and communities.	29.1?? A commonly shared long-term vision for the City underpins strategic collaboration and community engagement.	Achieved
	29.2?? A targeted program of advocacy and policy discussion is being conducted with the active cooperation of other benefiting interests around social, environmental, economic and infrastructure priorities.	Achieved
? Issue 30: ??????????????? Governance
Longer Term Goal	Term Achievement	Status
The integrity of Council is maintained and enhanced through its leadership, community engagement and collaboration with others.	30.1?? Council has implemented leading practice ethical and corporate governance standards.	Achieved
	30.2?? Council has reviewed its own role and operations and has adopted contemporary practices to best discharge its charter.	Achieved
	30.3?? A contemporary system of risk management and internal control is operating.	Achieved
	30.4?? The organisation is managing its statutory requirements and the needs of a participatory community in a transparent and balanced way.	Achieved
		Achieved

? Issue 31: ??????????????? Program Selection and Delivery
Longer Term Goal	Term Achievement	Status
Council provides, consistent with available resources and priorities, quality services most relevant to the City?s identified needs and preferences.	31.1?? Services and programs that Council provides are determined based on equity, customer requirements and community benefits and best value.	Achieved
? Issue 32: ??????????????? Providing Capacity
Longer Term Goal	Term Achievement	Status
Council is capable of effectively delivering its Strategy and Program.	32.1?? Council provides adequate resources to deliver its program and has introduced measures to increase its capacity.	Achieved
	32.2?? A sound long-term financial position is maintained	Achieved
? Issue 33: ??????????????? Management of the Organisation
Longer Term Goal	Term Achievement	Status
The organisation is recognised for and distinguished by its management, innovation and customer service.	33.1?? Council?s operating culture is flexible, efficient, integrated and aligned to Council?s strategic objectives and program delivery.	Achieved
	33.2?? The principles of sustainability are central to Council?s decision-making systems and processes and its operations.	Achieved
	33.3?? The organisation embraces new technology, systems and processes to improve efficiency and effectiveness.	Significant Progress

? Issue 34: ??????????????? Workforce Planning and Workplace
Longer Term Goal	Term Achievement	Status
Council?s workforce and workplace match contemporary and emerging organisational needs and requirements.	34.1?? Council provides a safe, supportive, equitable, and appropriately equipped workplace environment.	Achieved
	34.2?? Council values its staff and its workforce culture is adaptable, flexible and conducive to high levels of innovation, empowerment, motivation and productivity.	Achieved
	34.3?? Council?s workforce is appropriately planned and skilled and Council is an attractive employment choice for talented people.	Achieved

*Policy Review Committee Meeting*	*7 December 2009*
*A Leading City*

Penrith Regional City Infrastructure Strategy???

Compiled by:??????????????? Paul Battersby, Senior Environmental Planner

Authorised by:???????????? Paul Grimson, Sustainability & Planning Manager ??

Strategic Objective: We demonstrate leadership, and plan responsibly for now and the future

Strategic Direction: We work together to grow Penrith as a Regional City

Presenters:?????????????????? Chris Wajzer - SGS Economics & Planning - Penrith Regional City Infrastructure Strategy????

Executive Summary

This report details the outcomes of the Penrith Regional City Infrastructure Strategy.? Chris Wajzer, Senior Consultant, SGS Economics and Planning will be providing a presentation on the approach taken in development of the Strategy, the Strategy outcomes and options for funding key infrastructure over the long term.

In 2005 the State Government released the Metropolitan Strategy to guide the growth and economic development of Sydney. The six growth area councils in Western Sydney, namely Blacktown, Baulkham Hills, Liverpool, Camden, Campbelltown and Penrith are targeted to contribute 43% of the dwellings and 41% of the jobs required by the Metro Strategy. This highlights the need to identify, fund and deliver the infrastructure necessary to meet these urban growth targets.? Implicit in this is the recognition that Council?s continuing support for new urban growth to occur within the City must be predicated on reaching appropriate agreements with Government over infrastructure and service delivery.

Council appointed SGS Economics and Planning (in collaboration with Maunsell Australia) to prepare an Infrastructure Strategy for the City.? The Strategy:

???????? Identifies the critical ?higher order? infrastructure required to address past growth and underpin the City?s planned growth;

???????? Recommends the preparation of a Structure Plan for Western Sydney as the most appropriate means of obtaining Government and other infrastructure providers? commitment to the delivery of the identified regional infrastructure;

???????? Provides a financial model to monitor and update the Strategy and forecast future infrastructure funding requirements

???????? Identifies alternative funding mechanisms for the delivery of local and district infrastructure.

The consultants have identified alternative funding structures for the delivery of local and district infrastructure.? However, it would not be prudent for Council to alter those arrangements until the current review of Council?s Section 94 Plans has been completed, IPART finalised their review into the revenue framework for local government and the State Government expresses a willingness to change the current rating arrangements.? This aspect of the Strategy will be reported back to Council upon completion of these reviews and their consideration by State Government.

It is recommended that:

Council:

???????? Endorse the Penrith Regional City Infrastructure Strategy as a platform for advocating the infrastructure needs of the City with the State and Federal Governments and the service authorities.

???????? Request the Premier of NSW, via the Department of Premier and Cabinet, to auspice the preparation of a Structure Plan for Western Sydney to define, fund, co-ordinate and deliver the physical and social infrastructure required to meet the objectives of the Metropolitan and Subregional Strategies for Western Sydney.

???????? Seek the support of the member Councils of WSROC, the NGAA, the Urban Development Institute of Australia (UDIA), the Property Council of Australia, the Planning Institute of Australia (PIA) and the Australian Institute of Urban Studies (AIUS) for the preparation of a Structure Plan for Western Sydney through similar representations to the Premier.

???????? Approach the respective Western Sydney members of State and Federal Parliaments seeking their support for the preparation of a Structure Plan for Western Sydney.

and that:

???????? A further report on alternative arrangements for the funding of local and district infrastructure be presented to Council upon finalisation of the State Government review of Council?s Section 94 Plans and the IPART review into the revenue framework for local government.

Background

Penrith has a vital metropolitan role to play as a Regional City nominated in the State Government?s Metropolitan Strategy for Sydney, and as such will gain importance as the principal centre servicing the North West Sydney Subregion.? To optimise this opportunity, the City will need to continue to seek equity with more established parts of the Metropolitan Region.? This amplifies the importance of ensuring that there is adequate infrastructure delivered to our City to meet its urban growth requirements, both in its ?established? and ?new? places.

The Metropolitan Strategy and the North West Subregional Strategy project growth of 25,000 new dwellings and 28,000 additional jobs for Penrith by 2031.? This growth compels a new consideration of infrastructure requirements and achieving greater understanding of the different requirements of both established and newly forming communities at the local and regional level.

Local infrastructure related to new urban development is primarily advanced through Section 94 developer contributions and planning agreements with land owner/developer groups.? Regional infrastructure is advanced through State Infrastructure Contributions (SIC).? However, there are limits to the extent to which the private sector can fund the delivery of infrastructure and this has manifest in a growing concern over the general affordability of new housing in Western Sydney due to rising land prices and the extent of infrastructure charges being levied on development.? The State Government is responding through reductions in SICs and their review of Section 94 Developer Contribution Plans that together exceed a contribution of $20,000 per lot/dwelling.

It is common ground that there needs to be a continued focus on ensuring housing affordability is retained in our region and that there is a positive climate for job creation.? There is however, a growing debate over the appropriateness of the current distribution of infrastructure costs between the three tiers of government and the private sector.? Accordingly, there is a need to explore alternative opportunities for funding infrastructure in its widest sense to support expected future growth of our City.? In this regard, Local Government will need to take the initiative to have a solid policy debate with both the State and Federal Governments.

Relevantly, the Federal Government has provided a number of significant initiatives which recognise it has a substantial role in assisting urban and regional development and growth in the major cities around Australia.? Those include the establishment of Infrastructure Australia and a Major Cities Unit within the Federal Department of Infrastructure, Transport, Regional Development & Local Government, the establishment of a $20 billion ?Building Australia Fund?, $10 billion ?Education Investment Fund? and a $10 billion ?Health and Hospital Fund?.

Consideration of these challenges requires a clear strategy for the City which:

????? identifies the required major infrastructure elements critical to support urban growth;

????? addresses the backlog in infrastructure required to support past growth; and

????? identifies the means by which it can be best delivered.?

The Penrith Regional City Infrastructure Strategy addresses essential existing, emerging and predicted social and physical needs of the City.? It also provides a range of mechanisms for advocating the timely delivery of key services and facilities to match those requirements.

Objectives of the Strategy

The Strategy has 4 principal objectives:

1.? ???????????? Identification of critical ?higher order? infrastructure to underpin the City?s Growth;

2.?????????????? Development of a strategy for advocating the infrastructure needs of the City;

3.?????????????? Development of a mechanism for monitoring and updating infrastructure needs; and

4.?????????????? Development of a sustainable funding strategy to deliver identified infrastructure.

Having identified the key infrastructure elements required to support the City?s future growth, a fundamental output is the development of an advocacy strategy which identifies the measures Council needs to pursue to establish support for infrastructure needs, including the establishment of partnerships and opportunities to secure support from non-government sources.

The Strategy has identified the critical ?higher order? infrastructure required to meet planned growth and incorporates a financial model for enabling the ongoing monitoring and updating of the infrastructure program to respond to changing circumstances.? This model can

accommodate:

????? Changing service benchmarks;

????? Variations in standards across the state/metropolitan area (where benchmarks may vary according to region?s needs and State budgets are adjusted accordingly); and

????? Varied growth scenarios.

1.?? Identification of critical ?high order? infrastructure to underpin the City?s Growth

1.1???? Infrastructure Backlog

The consultants have used a benchmark approach to identify the adequacy of current infrastructure provision in the City.? The service benchmarks are based on those used by the Growth Centres Commission and a compendium of comparative standards from local government areas (LGAs) in Western Sydney and around the country.

The assessment has highlighted that existing State and Commonwealth funded social infrastructure is generally adequate for the current population, with the exception of Penrith Police Station which, it is understood, requires upgrading to meet operational needs.

The consultants noted that there is an acute need for additional youth and senior citizen services in the City.? This shortage has been recognised by Council and 2 major multipurpose facilities that cater for these needs have been included in the draft Penrith City Centre Civic Improvement Plan.

Their assessment of existing civil infrastructure indicates that there are:

????? Significant improvements required to the Arterial Road system to improve the efficiency of the existing network and meet the traffic demands of planned future development within the City and the region.? Congestion in peak periods is being experienced on the M4 freeway, M2 motorway and the broader arterial road network across Western Sydney.? This congestion will be exacerbated by planned growth and limited public transport alternatives.? Increasing levels of road freight associated with existing and planned employment areas will heighten pressure on the road network.

????? A backlog of road improvements, predominantly along the north/south routes located in the central area of the LGA.? These works consist of widening and intersection improvements to Castlereagh Road, Cranebrook Road, Gipps Street and Mamre Road;

????? Inadequate public transport connections between existing and new areas, discouraging the use of public transport;

????? Inadequate local level bus services with no bus service to almost half of the City and little bus priority on the local road system;

????? Overcrowded rail services in the peak periods;

????? Adequate electricity, gas, and water services available to meet the current needs of the City; and

????? A number of existing regional, district and local bikeways in the City.? However, these networks need to be integrated to connect key nodes of activity, educational, community and recreational facilities across the City and region.? Better integration of the RTA and Council cycleway network is required to enhance accessibility in the region.

1.2???? Future Infrastructure Needs

The consultants indicate that the urban growth identified for Penrith in the State Government?s Metro and North West Subregional Strategies will generate a demand for additional infrastructure to meet the needs of the incoming population.

Their assessment of future social infrastructure needs indicates the need for additional:

????? Childcare centres, multipurpose centres, library services, other recreation facilities and open space enhancements.

????? Primary schools, high schools, community health centres and an ambulance station.

These facilities are additional to those already identified above as infrastructure backlogs and those included in existing Section 94 Plans and Council?s Major Projects Strategy.

The consultants? assessment of future physical infrastructure needs indicates that:

????? Road improvements will be required predominantly along arterial routes through the City, including sections of Andrews Road, Dunheved Road, The Northern Road, Christie Street, the Werrington Arterial and Lenore Lane;

????? The existing bus/rail transport interchanges at St Marys and Penrith need to be improved to enhance their operation and amenity;

????? Bus services will need to be extended into new urban release areas (residential & employment);

????? Integrated intra-regional transport networks, such as strategic bus corridors and transit ways, are required to improve the connectivity of Penrith with the surrounding sub-regions and the growth centres;

????? Expansion of the rail network and ongoing capacity improvements to support access to the metro labour market, access to key economic infrastructure and facilitate efficient non-intrusive freight movement across the region;

????? The current upgrading of Penrith Electricity Substation will address the requirements of future urban growth; and

????? Sydney Water and Alinta Gas are undertaking investigations to ascertain their requirements to meet future urban growth commitments.

The following table illustrates that the total capital expenditure needed to deliver the baseline infrastructure for the future growth of Penrith Regional City is in excess of $3 Billion

(Note: Council funded items comprise alterations and additions to Londonderry Neighbourhood Centre, refurbishment of St Marys Memorial Hall, extensions to the Civic Centre and the Ripples St Marys Leisure centre asset renewal program.)

2.?? Development of an Infrastructure Delivery Strategy

The State Government?s Metro and Subregional Strategies have a strong emphasis on requiring Councils to pursue population and employment targets but little emphasis on infrastructure requirements.? The growth planned for Western Sydney, which includes in-fill development in established areas and the North West and South West Growth Centres, is approximately twice the size of Canberra.? The majority of that growth is to occur outside the Growth Centres in the surrounding LGAs, yet the integrated planning process undertaken for the Growth Centres has not been replicated outside those Centres.? In particular, there is a specific lack of detailed planning to identify and fund the regional infrastructure required to meet planned growth.

The consultants are of the view that the Subregional Plans recently prepared by the DoP should be supported by:

????? A Structure Plan to deal with urban capability, the location, type and form of desired land uses and the infrastructure necessary to service the expected urban outcomes.? The Structure Plan would define the nature of the place to be created and the physical and social infrastructure required to meet the objectives of the Subregional Strategies; and

????? A formal mechanism to foster cooperation between State and Local Government for the coordination and delivery of necessary infrastructure.

The consultants recommend that Council, in conjunction with other Western Sydney Growth Area Councils, prepare the Structure Plan as the basis of a Local Government infrastructure advocacy strategy and a mechanism to foster cooperation with State and Federal Government.? Preparation of the Plan would require the appointment of a dedicated project management team, comprising at a minimum:

????? An experienced project manager

????? A planner

????? A communications officer

????? Technical support

????? Administration support.

The team would require funding and accommodation, the cost of which would be borne by the sponsor organisation(s).? Its personnel could be drawn from any of these contributors, with outside appointments where necessary.

Preparation of the Structure Plan raises consideration as to:

????? The appropriate organisation to auspice the Plan;

????? The ability to obtain State Government, Federal Government and service authorities? commitment to the outcome; and

????? The burdens associated with administration, management and funding of the project.

Generally, State Agencies have been reluctant to accept the outcomes of studies/strategies prepared by local government such as the Penrith Arterial Roads Study (PARS) and the Penrith Integrated Transport and Land Use Strategy (PITLUS), notwithstanding their participation/partnership in the planning process.

The NSW Government has prepared the State Plan, the Metropolitan Strategy and the Sub-regional Strategies. These documents set the context for and details of planned urban growth in the Sydney Region. The State Government has, through the development of the State Infrastructure Strategy, accepted the challenge and the responsibility for the co-ordination and delivery of infrastructure necessary to meet the needs of this planned growth. The suggested Structure Plan is required to deal with urban capability, the location, type and form of desired land uses and the infrastructure necessary to service the expected urban outcomes.

Preparation and implementation of the Structure Plan will require a ?whole of government? approach to the planning and delivery process.? In particular, State Government ownership of the Structure Plan is essential in ensuring that infrastructure agencies ?buy in? to the process, are accepting of the outcome and the necessary infrastructure is included in the State Infrastructure Strategy (SIS) and subsequent State Government budgetary processes.

State Government ownership is more likely if the exercise is conducted by a government department.? The consultants acknowledge the DoP, as the principal government agency vested with the responsibility for strategic land use planning in the State, is the proper body to auspice the required Structure Plan.? However the DoP, despite representations by local government and its representative bodies, has not taken up this challenge to date. It would appear necessary to appeal directly to the Premier, via the Department of Premier and Cabinet for the preparation of a Structure Plan for Western Sydney.

Preparation of the Structure Plan should not only engage Western Sydney councils but also the relevant State and Commonwealth departments and service agencies, the Western Sydney Regional Organisation of Councils (WSROC), the National Growth Areas Alliance (NGAA), industry groups such as the Urban Development Institute of Australia (UDIA), and the Property Council of Australia and professional bodies such as the Planning Institute of Australia (PIA) and the Australian Institute of Urban Studies (AIUS).? Their support and participation in this initiative should be sought in any approach to State Government.

3.?? Develop a Mechanism for Monitoring and Updating the Strategy

The consultants have developed a financial model for monitoring and updating the Strategy to respond to changing circumstances.? The model can accommodate:

????? Changing service benchmarks;

????? Variations in standards across the state/metropolitan area (where benchmarks may vary according to region?s needs and State budgets are adjusted accordingly); and

????? Varied growth scenarios.

The model includes all infrastructure items linked to a cash flow model.? Assets can be displayed in an ?asset list? or on an ?asset map?.? The map is interactive and displays the location of the different assets.? Data can be filtered and displayed by funding source (Commonwealth, State, Council & development contributions); timeline (backlog, current & future), or category (social services, health services, cultural services, emergency services, education services, recreation services, environmental management, utility services, civil infrastructure and schedule 7 items).? Assets can be edited, added or deleted from the infrastructure inventory.

The model can produce cash flow reports with graphs in a number of formats, for example, by:

????? Funding responsibility (e.g. Council, State Government, Commonwealth Government or development contributions);

????? Asset type (e.g. roads or childcare centres);or

????? Timeline (existing, backlog, or future).

The model will be used by Council?s financial department to inform Council?s 10 year financial model.

A comprehensive infrastructure database and a forecasting model of the type developed for the Penrith Regional City Infrastructure Strategy will be an essential planning tool in the preparation of the recommended Western Sydney Structure Plan.

4.??? Develop a sustainable funding strategy to deliver identified infrastructure

The Strategy has identified shortfalls in infrastructure delivery in many areas of the City which have experienced past growth, i.e. backlog services and facilities, as well as the infrastructure necessary to underpin future planned urban growth.? Current infrastructure funding mechanisms are struggling to meet the financial commitments of urban growth.? A better balance of infrastructure costs (capital, operating and maintenance) is required across the three tiers of government and the development sector.

Local and district infrastructure is primarily delivered by local government.? Local Government?s income is derived from rates, fees and charges, grants and contributions (including S94) and income/reserves such as asset returns.? The State Government currently ?pegs? rate increases, the effect of which is that rates per person in NSW were 15% below the national average in 2005-2006.? In NSW the rates per person have not increased in real terms from 1999 to 2006.? Over the same period Victoria?s have increased by 37.6%.?

Recently, the State Government has turned its attention to restricting opportunities for Councils to derive funding from Section 94 development contributions in the interests of reducing the costs of development and maintaining housing affordability.? Whilst the underlying principle behind this is agreed to, this move has not been accompanied by elaboration as to how the gap created in funding for local infrastructure will be addressed.

The disadvantages of the current rate pegging model in New South Wales were recently highlighted in the Productivity Commission?s research paper ?Assessing Local Government Revenue Raising Capacity? and may provide the catalyst for discussion and a potential review of the current rating arrangements.

The Productivity Commission has promoted the principle that the preferred method of charging for infrastructure is via user charges over time (e.g., rates).? However, the Commission acknowledged there is a role for upfront charges (e.g., S94 contributions) in situations where the type and cost of infrastructure varies between locations.

The consultants have explored the principles of local infrastructure funding with a view to providing alternative mechanisms that may more equitably distribute the costs of infrastructure delivery, recognising the different demands of urban growth requirements in established and new release areas.

They note that public infrastructure can be divided into social and physical facilities. Social public infrastructure includes those facilities and services that the market will not provide but government (community) sees merit in their provision.? Cultural, recreational, social support and environmental protection facilities are included in this category.? While social public infrastructure has a physical dimension, its primary purpose is to provide services to people.

Physical public infrastructure includes those facilities and services that the market provides, notwithstanding that government has a role in planning and delivering such facilities where land owners are unable to act in the community interest.? Facilities such as roads, drainage and utility services fit into this category.? Physical public infrastructure provides services to property.

The consultants suggest moving away from the current funding mechanisms for local and district infrastructure, which have significant reliance on S94 Developer Contributions Plans, and advocating for a new approach to rating so as to fund:

????? All required local social infrastructure and servicing debt for same;

????? All required district physical infrastructure and servicing debt for same;

????? Backlog local physical and social infrastructure and servicing debt for same; and

????? Operating and maintaining local social and physical infrastructure assets.

In May 2008 the State Government commissioned the Independent Pricing and Regulatory Tribunal (IPART) to review the local government revenue framework.? IPART released their draft report, titled ?Review of the Revenue Framework for Local Government? on 23 July 2009.? In essence IPART recommends greater transparency in the setting of the annual rate increase and the prospect of increased autonomy for local communities in setting their rates.? Council has expressed conditional ?in principle? support of the IPART recommendations and through Council?s submission has suggested a number of minor improvements to enhance the workability of the proposed framework.

The consultant?s recommendations require a significant change to Council?s current local infrastructure funding arrangements and they acknowledge it is not possible for Council to act alone.? It would be necessary for such significant changes to be implemented across local government.? As such, it would not be prudent for Council to change the current mechanisms for funding local and district infrastructure until the review of Council?s Section 94 Plans has been completed, IPART finalise their review into the revenue framework for local government and the State Government expresses a willingness to change the current rating arrangements.

Local infrastructure is only part of the entire infrastructure needs of the City. There are significant backlog and future regional and state services and facilities required to address past and planned growth in the City. Alterations to local infrastructure funding arrangements should only advance alongside State Government actions to fund the regional and state infrastructure needs identified by this Strategy.

The Penrith Regional City Infrastructure Strategy provides a platform for further dialogue with Government and other relevant stakeholders to advocate alternative funding mechanisms that deliver a better balance of infrastructure costs (capital, operating and maintenance) across the three tiers of government and the development sector.

Conclusion

The Penrith Regional City Infrastructure Strategy has established a solid framework for Council?s ongoing delivery of required infrastructure for the City and advocacy to State and Federal Governments, the private sector and other stakeholders who have an interest/responsibility in Penrith and its emerging regional city role.

The Strategy has:

?????? Identified the backlog of facilities and services experienced from past growth and the critical ?higher order? infrastructure required to underpin the City?s planned growth;

?????? Recommends the preparation of a Structure Plan for Western Sydney as the most appropriate means of obtaining Government and other infrastructure providers commitment to the delivery of the identified regional infrastructure;

?????? Developed a financial model to monitor and update the Strategy and forecast future infrastructure funding requirements.? The modelling:

1.?? provides broad estimates of the future infrastructure capital expenditure demands on Council and on the State Government;

2.?? enables estimates of future recurrent expenditure associated with additions to the infrastructure inventory; and

3.?? indicates the financial implications of? alternative options for the funding of infrastructure

????? Identified alternative funding mechanisms for the delivery of local and district infrastructure.

The preparation of the recommended Structure Plan for Western Sydney is best auspiced by State Government for the reasons outlined in this report.? Progressing the preparation of the Structure Plan will require the support of the other Western Sydney Councils in particular the growth area Councils (Blacktown, Liverpool and Baulkham Hills).? Support should also be sought from other stakeholders such as WSROC, NGAA, the development industry, industry groups and respective State and Federal Members of Parliament.

The consultants have identified alternative funding structures for the delivery of local and district infrastructure.? However, it would not be prudent for Council to alter those arrangements until the current review of Council?s Section 94 Plans has been completed, IPART finalise their review into the revenue framework for local government and the State Government expresses a willingness to change the current rating arrangements.? This aspect of the Strategy will be reported back to Council upon completion of these reviews and their consideration by State Government.

Meanwhile, the Penrith Regional City Infrastructure Strategy will inform Council?s Strategic and Management Plans and provides the evidence base for identifying, substantiating and advocating for the delivery of critical infrastructure for the City with the State and Federal Governments and infrastructure service authorities.

RECOMMENDATION

That:

1.???? The information contained in the report on Penrith Regional City Infrastructure Strategy be received.

2.???? Council endorse the Penrith Regional City Infrastructure Strategy as a platform for advocating the infrastructure needs of the City with the State and Federal Governments and the service authorities.

3.???? Council request the Premier of NSW, via the Department of Premier and Cabinet, to auspice the preparation of a Structure Plan for Western Sydney to define, fund, co-ordinate and deliver the physical and social infrastructure required to meet the objectives of the Metropolitan and Subregional Strategies for Western Sydney.? In pursuing this initiative Council:

(a)???? seek the support of the member Councils of WSROC, the NGAA, the Urban Development Institute of Australia (UDIA), the Property Council of Australia, the Planning Institute of Australia (PIA) and the Australian Institute of Urban Studies (AIUS) for the preparation of a Structure Plan for Western Sydney through similar representations to the Premier; and

(b)???? approach the respective Western Sydney members of State and Federal Parliaments seeking their support for the preparation of a Structure Plan for Western Sydney.

4.???? A further report on alternative arrangements for the funding of local and district infrastructure be presented to Council upon finalisation of the State Government review of Council?s Section 94 Plans and the IPART review into the revenue framework for local government.

ATTACHMENTS/APPENDICES

There are no attachments for this report. ?

*Policy Review Committee Meeting*	*7 December 2009*
*A City of Opportunities*

Youth Speak Out and Youth Leadership Summit???

Compiled by:??????????????? Tracy Leahy, Community Programs Co-ordinator

Authorised by:???????????? Erich Weller, Community and Cultural Development Manager ??

Strategic Objective: We play an active role in our communities

Strategic Direction: Our capacity and wellbeing is enhanced through the support of collaborative networks and partnerships

Presenters:?????????????????? Tracy Leahy, Katerina Tahija - Community and Cultural Development Department - Youth Summit Report????

Executive Summary

Council has consistently been of the view that consultation with and contributions by young people to decision making processes are most effective on matters of particular and often immediate relevance to young people. Thus Council, together with its partners has organised many consultations with young people over the last few years. This best practice model was adopted as a result of the Youth Needs Audit that was endorsed by Council in 2002.

In 2008 the Federal Government convened the 2020 Summit to debate issues of national concern. Running concurrently was the 2020 Youth Summit and Schools Summit that gave children and young people the opportunity to voice their thoughts on a variety of issues.

A report to Council?s Ordinary Meeting in July 2008 titled Youth Advisory Committees proposed to use a similar model to compliment its existing youth participation and consultation strategy and hold a Youth Summit. To ensure that the Youth Summit provided an opportunity for a diverse range of young people to participate it was decided to hold two forums. The Youth Speak Out forum would target young people who may not be in mainstream education including early school leavers and a Youth Leadership Summit targeting high school students.

The Youth Speak Out Forum attracted over 50 young people and their parents, carers and representatives from local youth services. The Youth Leadership Summit attracted over 75 students and teachers from local high schools and 5 young people from Lachlan Shire Council. The Mayor attended both events and Councillor Ardill and Councillor Guillaume were guest speakers at the Youth Leadership Summit. Both events were facilitated by the community organisation Information and Cultural Exchange. The events were photographed and filmed to enable a short 5-7 minute DVD to be presented as a summary of the events. This DVD will be distributed to all participating organisations including schools.? During both events young people participated in small groups to enable the discussion of a number of themes important to young people. These themes included:

???? consultation with young people;

???? cultural experiences and opportunities;

???? communication and promotional strategies;

???? accessibility of services to young people;

???? education, training and employment opportunities;

???? transport;

???? public space issues;

???? Safety and public amenities.

The issues raised were prioritised and developed into a two year Youth Action Plan 2010-2012.? The Youth Action Plan will direct the priorities for Council when working with young people over the next two years. The Action Plan is provided at Appendix 5 to this report.

The report recommends that the information be received, that Council reconfirm its present best practice model in consulting and engaging with young people, and that Council endorse the Youth Action Plan 2010-2012 for implementation.

Background

A report was provided to Council?s Ordinary Meeting on 10 March 2008 titled Consulting with Young People - WSROC Regional Advisory Committee. The purpose of this report was to provide Councillors with an update on Council?s current practice of consulting with young people and to advise Council of processes for youth representation on advisory committees. This report was requested after the Western Sydney Regional Organisation of Councils (WSROC) resolved to further investigate how it might work with member Councils to establish a Regional Youth Advisory Committee. WSROC has not proceeded with the establishment of a Regional Youth Advisory Committee.

This report also reiterated Council?s preferred model for consultation with and the contribution by young people to the priorities of Council and the future directions of the City. This best practice model was adopted as a result of the outcomes of the Youth Needs Audit and endorsed by Council in 2002 after extensive consultation with young people.?

During these consultations the responses of young people clearly stated that consultations with young people need to:

???? include a diverse representation of young people;

???? be held in their own communities, including at schools and youth centres;

???? be accessible;

???? be advertised where young people would access information;

???? be communicated in youth friendly language.

The preferred method of consultations, as discussed by young people at the Youth Needs Audit consultations, were:

???? small focus groups;

???? forums where young people could meet elected representatives and discuss issues that are relevant to young people?s lives.

Council has consistently been of the view that consultation with and contributions by young people to decision making processes are most effective on matters of particular and immediate relevance to young people. Thus Council, together with its partners has organised many consultations with young people over the last few years.

Council officers are regularly coordinating or participating with community and government partners in consultations with young people in the City. In some cases these will be project based consultations with the aim to ensure that a project is responsive to young people?s need and aspirations. In other cases it may be to ensure that Council and other partner decision making processes take into account the views of young people and facilitate outcomes that do not adversely impact on young people. Council has actively engaged with young people in a variety of forums and processes including:

???? consulting young people on Council?s four skate parks where innovative and creative consultation was used with the young people to enable them to have input into the design of the skate parks;

???? consulting young people in Kingswood Park, Londonderry and Oxley Park in the development of Local Neighbourhood Action Plans for these suburbs;

???? supporting government and community partners to consult with a group of Sudanese young people on a variety of issues including health, culture and settling in Australia.

Examples of ongoing consultation with young people include:

???? consultation and participation in all Youth Week funded projects;

???? engagement of young people through local youth services;

???? ongoing? visits to all youth facilities;

???? ongoing support of networks with schools, training organisations, government services and youth projects to assist these agencies to maintain strong links and connections with young people including school leavers.

Consultation and education programs that target young people and coordinated by other Departments within Council include:

???? Public Domain, Amenity and Safety Department - graffiti education program targeting years 5 and 8;

???? Waste Management and Community Protection Department - organic education program which is available on request to local high schools for years 7-10;

???? Environmental Health Department - Enviro Adventures targeting young people in year 5 and 6.

This approach to consultation and participation by young people in Council processes is in line with Council?s Participation Policy and Manual. In particular, Council?s approach to consultation and participation by young people emphasises involvement and collaboration, utilising a variety of adaptable consultation mechanisms to best target a diverse range of youth.

Council continues to review and reflect on engagement and consultation processes to ensure best practice as recommended in the Best Practice Principles for Youth Participation, Premier?s Memorandum No. 2007-07 to all Ministers and Chief Executives on youth strategy and participation. The principles recognise young people?s rights to participate in developing government programs that impact on them and promotes the establishment of strong relations between government and young people which builds young people?s knowledge and skills. Importantly the principles emphasises the role of government to develop inclusive participation strategies which take into account the capacity and interests of young people.

A further report was provided to Council?s Ordinary Meeting on 28 July 2008 titled Youth Advisory Committees. At the this meeting Council endorsed holding a Youth Summit to enable Council to provide further opportunities for consultation and participation by young people in Council processes

Cranebrook Skate Park Consultation 2007

There is common agreement that youth participation in local government processes and decision making is important in contributing to a responsive Council and inclusive City. Council?s approach to consulting and involving young people continues to be responsive, flexible and effective. Different methods of consultation need to be used to engage different youth age groups, subcultures, interests and priorities.

Planning for the Youth Consultation Process

In 2008 the Federal Government convened the 2020 Summit, which drew many of Australia?s important thinkers to Canberra to debate issues of national concern. Running concurrently was the 2020 Youth Summit and the 2020 Schools Summit. The Youth and Schools Summit gave children and young people an opportunity to voice their thoughts on a variety of issues including for example democratic processes and a long term national health strategy.

The report to Council?s Ordinary Meeting in July 2008 proposed to use a similar model to complement its existing youth participation and consultation strategies and hold a Penrith Youth Summit to be convened and coordinated by Council. It was proposed that the summit would feature key speakers on leadership, information regarding Councils broader strategic directions that are relevant to young people and facilitate debate to identify key issues of concern to young people. This approach was endorsed by Council.

To ensure that the Penrith Youth Summit provided an opportunity for a diverse range of young people to participate it was decided to hold two consultations and participation forums. The Youth Speak Out forum would target young people who may not necessarily be in mainstream education and/or have contact with youth services, for example the Department of Human Services ( Community Services), The Warehouse Youth Health Centre and Nepean Youth Accommodation Service. Secondly a Youth Leadership Summit targeting high schools was also organised to enable young people in schools to contribute their voice.

The Former Mayor Cr Jim Aitken OAM and Young People at the Youth Speak out Forum 17 March 2009

Youth Speak Out and Schools Youth Leadership Summit

The Youth Speak Out Forum and the Youth Leadership Summit were held on 17 March and 26^th May 2009 respectively. Each event targeted different groups of young people to ensure Council gauged the views of young people from diverse backgrounds (Appendix 1 and Appendix 2 to this report provide the promotional flyers for these two forums)

There were a number of common elements to both youth forums. These included:

???? Both events were held in Council premises;

???? The then Mayor, Councillor Jim Aitken OAM opened the events and encouraged young people to have their say and speak out;

???? The community organisation, Information and Cultural Exchange facilitated the events;

???? Vox pops were used ( which are short interactive one on one interview?s)? to encourage? young people?s opinions and thoughts about what the young people like about living in Penrith and what they thought could be improved;

???? Young people took part in facilitated small groups in which there was a dialogue on some key questions on issues young people are interested in;

???? The events were photographed and filmed to enable a short 5-7 minute DVD to be presented as a summary of the events.

Youth Speak Out Forum

This evening event attracted over 50 young people as well as parents, carers and representatives from youth services (Appendix 3 to this report provides the attendance list of services that were represented at this forum). The theme ?Speak Out? was encouraged throughout the evening as many of the young people attending the event may not normally have the opportunity to participate in this type of consultation. There was some lively discussion and debate around the themed topics from the smaller group sessions.

Young People and Council Officers at the Youth Speak Out Forum March 2009

Schools Youth Leadership Summit

This all day event attracted over 75 young people as well as teachers and a Department of Education representative who noted there were very few opportunities to bring together students from the public and private schools. Students also attended from Lachlan Shire, Councils Friendship City, with a teacher and youth worker (Appendix 4 to this report provides a list of the schools that were represented at the Summit).?

The Former Mayor Cr Jim Aitken OAM, Cr Ardill

and Cr Guillaume attending the Youth Summit May 2009

The theme of the forum was ?Leadership?. The young people had the opportunity to hear Councillor Ardill and Councillor Guillaume share their inspiring journeys of leadership within their communities as the youngest members of Penrith Council.

There was also the opportunity to take part in an interactive presentation ?You at the Wheel? facilitated by the FRANK team. The scenarios for example explored the theme of leadership in everyday life and how people have control over decisions that they make. Students from a local high school provided catering for the event.

Young people attending the Schools Leadership Summit May 2009

Priority Matters Raised at the Two Forums

A diverse range of young people at both the Speak Out and Summit raises a broad range of issues during the focus groups and the Vox Pops, one on one interviews. Below is a summary of the matters and issues raised and a number of quotes from young people and teachers attending the forums. The quotes are noted in italics.

Recreation opportunities

???? young people wanted safe spaces for young people to meet;

???? young people find it difficult to access information regarding local services and facilities, particularly non structured recreation.

Access to youth services

???? young people said they had little or no knowledge of services, or if they do there are often long waiting lists;

???? more support is needed for young people who have a disability, drug and alcohol issue as well as more services for young gay and lesbians in Penrith.

Employment and transition to work

???? young people want local jobs and need advice and support finding out what is available;

???? young people would like work experience options expanded and more career expos as young people find them really useful.

?need to send someone to schools to help you find a job?

Services provided by Council

???? there was little understanding of Councils role and the services Council provide;

???? young people would like Council to make better use of online technology including face book, my space, you tube and blogs.

????

Transport

???? there was a general view of not feeling safe on buses, trains and at stations, particularly at night;

???? young people stated that the bus services were too infrequent especially to the outlying suburbs of Penrith;

???? young people said that they can?t use bus passes outside of school hours and this had an influence on whether they attended after school activities including attending the library;

???? bus services finished early and they can?t get home after work or after a youth activity or party;

???? overcrowding on school buses.

?need to up transport, buses trains etc?

Public Space

???? discussion focussed on the ?Mondo? or Civic space between Council, the JSPAC and Penrith Plaza, with young people strongly expressing? the view that they liked hanging out at these places and did not want to be moved on by? security guards;

???? other places where young people congregate include the river, the stairs at the Hoyts cinema and the skate parks.

Creativity and Culture

???? young people want more music events including band nights to support emerging talent and local bands, as well as? under 18?s dance parties;

???? young people wanted more concerts and festivals;

???? there was an interest in greater opportunities for creative expression and events including visual arts and theatre.

?activities we would like to see are drama and performances, exhibitions for art and music gigs?

Other important issues

???? more police presence to feel safe;

???? young people do not like to be judged;

???? more youth friendly spaces;

???? recognition of young peoples differences e.g. different social circumstances, caring responsibilities, sexual orientation.

Young people attending the forums were given the opportunity to take part in? Vox pops (one on one? interviews)to record their thoughts about living in Penrith and why they attended the forums. The following is a snap shot of the feedback.

What do you like about Penrith?

???? interesting people

???? home

???? skate parks

???? plaza,

???? excellent- I live here!

???? country atmosphere

???? low density

???? diversity

???? casual and relaxed

???? entertainment

???? opportunities

???? friendly people

???? Mondo, outside area where youth can hang out and get together and catch up.

What could be improved?

???? graffiti

???? crowded

???? Council being in touch with what young people want.

Why are you here?

???? to broaden my leadership perspective

???? ideas we have that they actually listen to

???? see what I can do to help my community

General comments and feed back from the two forums

???? to be a leader you have to inspire people and you have to get people to follow what you are saying

???? I really enjoyed it and got a lot out of it

???? I learnt to have a go

???? I really enjoyed it, I got a lot out of it, and I hope we can do it again

???? it has been a wonderful event and a great experience that the girls will take home and value forever (comment by a teacher from Lachlan Shire)

Young People and Council Officers discussing Youth Issues ? Youth Summit - May 2009

Youth Action Plan

The Youth Speak Out forum and Youth Leadership Summit provided Council with information regarding important issues and concerns to young people. Council officers have prioritised the information received from these forums and developed a Youth Action Plan to be implemented by Council over two years (2010-2012) (Appendix 5 to this report provides the Youth Action Plan 2010-2012).

It is envisaged that the Youth speak out and Youth Summit report and action plan will be launched by the Mayor of Penrith at Youth Week with representatives from both forums invited to the event.

Resourcing the Implementation of the Youth Action Plan

Council officers from the Community and Cultural Development Department have met with a with a range of Council officers from across Departments to discuss resource implications to progress the actions in the Youth Action Plan. Further resources required to progress the Youth Action Plan include:

???? Youth Development officer and other Council officers;

???? Penrith Youth Interagency, an interagency that represents the youth sector in the Penrith LGA. This interagency works closely with Council to produce an annual plan that directs the priorities of the interagency for the year. Penrith Youth Interagency worked with Council to facilitate the Penrith Youth Speak out and has prioritised some of the actions in the Youth Action Plan? for its annual work plan;

???? grant funding;

???? other government and community partners.

In summary Council, together with its partners has the available resources to implement the Youth Action Plan 2010-2012 provided at Appendix 5 to this report. A report providing progress on the implementation of the Action Plan will be presented to Council in early 2011.

Conclusion

Council takes a proactive stance in developing strategies to respond to youth needs in the City. Council?s best practice consultation and participation model when engaging with young people provides opportunities for young people to contribute to the future direction of the city. In response to the report to Council?s Ordinary Meeting on 28 July 2008, Youth Advisory Committees, Council endorsed to hold a Youth Summit to provide a further opportunity to consult with a diverse range of young people.

The Youth Speak Out and Youth Leadership Summit were held earlier in the year. These events provided an opportunity to consult young people on relevant issues for young people and Council. The Mayor attended both events. Councillor Ardill and Councillor Guillaume spoke about their journey of leadership at the Youth Leadership Summit. At both forums young people were able to discuss a wide range of issues in smaller facilitated groups as well as take part in Vox Pops one on one interviews.

A number of issues and ideas were identified at the forums. These issues and ideas have been developed into a Youth Action Plan 2010-2012. This Youth Action Plan will direct the priorities for Council when working with young people for the next two years.

RECOMMENDATION

That:

1.???? The information contained in the report on Youth Speak Out and Youth Leadership Summit be received.

2.???? Council reconfirm its present best practice model to consult and engage with young people.

3.???? Council endorse the Youth Action Plan 2010-2012 for implementation.

ATTACHMENTS/APPENDICES

1. View	Youth Speakout Flyer	1 Page	Appendix
2. View	Youth Leadership Flyer	1 Page	Appendix
3. View	Attendance List for Youth Speakout	1 Page	Appendix
4. View	Attendance List Youth Summit	1 Page	Appendix
5. View	Youth Action Plan 2010 - 2012	5 Pages	Appendix

Organisation	Contact Phone Number
Fusion	0432 786 324
Fusion	0423 247 376
Werrington Youth Centre	9623 9254
Werrington Youth Centre	9673 5493
Werrington Youth Centre	9673 5493
Werrington Youth Centre	0422 473 765
SCYNT	9834 2708
Young Carer Program - Anglicare	4732 8399
WCPI	9673 6133
NOTEP	9834 3006
Warehouse FPNSW	4749 0504
The Warehouse	4749 0516
The Warehouse	9213 7172
The Warehouse	0415 900 581
The Warehouse	0403 565 106
SCYNT	9834 2708
SCYNT	9834 2708
SCYNT	9834 2708
Fusion	0404 253 541
Nepean Adol. & Family Service	4721 8070
The Warehouse (Penrith)	9835 2048
DoCS	4729 0297
DoCS	4722 7300 (4731 6222)

School
Mamre Anglican School
Caroline Chisholm School
Penrith High School
Cranebrook High School
Colyton High School
Penrith Anglican College
St Dominics High School
Erskine Park High School
McCarthy College
St Marys Senior High School
St Pauls Grammar
Nepean Christian School
Lachlan (Condobolin) High School
Glenmore Park High School
Cambridge Park High School
Jamison High School
Kingswood High School
Xavier College
Penrith Christian School

*Policy Review Committee Meeting*	*7 December 2009*
*A Green City*

State Environmental Planning Policy (Affordable Rental Housing) 2009???

Compiled by:??????????????? Allison Cattell, Environmental Planner

Authorised by:???????????? Paul Lemm, Development Services Manager ??

Strategic Objective: We use our resources wisely, and take responsibility for our levels of consumption

Strategic Direction: ?We respond to the impacts of climate change, and support the principles of sustainability

?????

Executive Summary

State Environmental Planning Policy (SEPP) (Affordable Rental Housing) 2009 provides for new and existing affordable rental housing in the form of dwelling houses, dual occupancies, secondary dwellings and multi-dwelling housing including residential flat buildings, boarding houses and apartments.

The SEPP provides a consistent planning regime for the provision of affordable rental housing.? In order to facilitate the delivery of new affordable rental housing, incentives by way of expanded zoning permissibility, floor space ratio bonuses and non-discretionary development standards are established.?? The provisions of the policy prevail in the event of any inconsistency with any Environmental Planning Instrument (EPI) including Local Environmental Plans (LEP?s).

Background

Commencing on 31 July 2009, the SEPP (Affordable Rental Housing) 2009 (referred to as ?the SEPP?) was introduced to enable the roles of Federal, State and Local Government as well as housing providers (both private and community) to provide affordable rental housing initiatives.

The policy has been released expeditiously. The introduction of the SEPP enables NSW to have a planning policy framework consistent with the Federal Government?s affordable rental housing policy direction and related funding programs. For example, one objective of the SEPP is to facilitate the delivery of Federal Government social housing funding under the Federal economic stimulus packages as well as the National Rental Affordability Scheme (NRAS).

This report has been prepared in consultation with Council?s Sustainability and Planning Department and the Community and Cultural Development Department.?

Affordable Housing Need and Penrith

According to the report published by Housing NSW in 2008 entitled ?Information on Penrith Housing Market?, Penrith has a significant number of residents receiving Commonwealth Rent Assistance through Centrelink.? This document reports single person households form the largest number and proportion of households in housing stress (paying more than 30 percent of their income as rent) in Penrith, comprising 57 percent (approximately 2, 425 people) of all those in housing stress. Further, 48 percent (approximately 2,042 people) of all low to moderate income households renting in the private rental market in Penrith are in housing stress. This data indicates that the private rental market in Penrith is not providing sufficient affordable private rental accommodation, particularly catering for the needs of smaller lower income households in the private rental market.

There has been a slight decline in the supply of the social housing stock in Penrith between the period of 2001 and 2006 according to the Australian Bureau of Statistics (ABS) Census data. According to Housing NSW, there are currently around 3,250 social housing dwellings in Penrith which represents 4.3% of all housing in Penrith compared to an average of 4.8% for the Greater Metropolitan Region.? It is acknowledged there is a significant waiting list for public housing in Penrith City. The inadequate supply of social housing in Penrith has become an issue for many low income families who are unable to afford private rental accommodation.?

Affordable Housing

The Environmental Planning and Assessment Act 1979 defines affordable housing as:

??housing for very low income households, low income households or moderate income households.?

The SEPP aims to provide a consistent planning regime for the provision of affordable rental housing.? In order to facilitate the delivery of new affordable rental housing, incentives by way of expanded zoning permissibility, floor space ratio bonuses and non-discretionary development standards are established.??

The SEPP makes provision for the following new categories of development:

? Affordable In-fill Housing

? Secondary Dwellings

? Boarding Houses

? Supportive Accommodation

? Residential Flat Buildings

? Residential Development by Land and Housing Corporation

? Group Homes.

Affordable Infill Housing

The SEPP establishes a clear planning mechanism which encourages the private and community housing sectors to work together in providing new affordable housing.? It also supports new housing projects that contain a mix of both private market and affordable housing.? This allows affordable housing to be integrated into existing suburbs and assists workers on moderate incomes to find accommodation closer to major employment centres.

Low rise housing

The SEPP allows developments up to 8.5m in height (low-rise) in all urban residential zones as long as they are close to public transport and contain 50 per cent affordable housing.

Affordable infill housing is to be located within 800 metres walking distance of a public entrance to a railway station or 400 metres walking distance of a bus stop.? The bus stop is to be used by regular bus services that have at least one bus per hour servicing the bus stop between 6am and 9pm every day.? A restriction will be registered under the Conveyancing Act 1919 on the land and reference made within a Section 149 certificate to ensure the 50 per cent affordable housing test is met for ten years.?

The SEPP provides standards for floor space levels, landscaped area and deep soil zone sizes, minimum solar access to apartments, parking levels and individual dwelling sizes.? Should these standards be met, the consent authority cannot refuse the application on these grounds.? Conditions relating to privacy and overshadowing issues can be imposed by the consent authority to assist neighbouring property owners.?

These developments are not permitted in scenic protection areas unless two-storey development is already permitted there, and the SEPP does not override any existing relevant heritage restrictions.??

Residential Flat Buildings

Where residential flat buildings are already permissible within Penrith, the SEPP now allows developers to apply for a floor space bonus provided at least 20 per cent of the flats are affordable rental housing for a period of ten years. The floor space bonus is additional to the permissible floor space ratio (FSR) and increases proportionate to the percentage of dwellings that are proposed to be used for affordable housing. Where the permissible FSR is 2.5:1 or less, the maximum floor space bonus would result in a FSR of 3:1. A maximum bonus of an additional 20 percent of the permissible FSR is offered as an incentive where the permissible FSR is greater than 2.5:1.

Again, to secure the desired outcomes, restrictions relating to this will be registered under the Conveyancing Act 1919 and this information will be placed on any Section 149 certificate.?

The floor space bonus can also increase as more affordable housing is provided within the development.? In circumstances where State Environmental Planning Policy 65 (SEPP 65) - Design Quality of Residential Flat Development applies to the development, these provisions will continue to apply.?

Secondary dwellings

The SEPP supports the development of secondary dwellings which are commonly known as ?granny flats?. The SEPP makes secondary dwellings permissible in all residential zones nominated in the Integrated Local Plan.? Where land is not zoned under this policy, equivalent zones have been established by the Department of Planning to assist in applying new policies during the transition period.

A secondary dwelling is permitted as long as it meets the following requirements:

???? There is only one resultant principal dwelling and one secondary dwelling on the lot;

???? The combined floor area of the resultant principal dwelling house and the granny flat complies with the floor space area controls in the relevant environmental planning instrument;

???? The maximum floor area of the secondary dwelling is 60 square metres or the maximum floor area prescribed by the council in the Local Environmental Plan;

???? The lot is not subdivided; and

???? The secondary dwelling meets the requirements of the BCA;

In some case, land that is between 450 and 650 square metres will now be eligible for a second dwelling where previously not permitted and in a form previously not supported.? It is envisaged this category of development will be embraced by the residential community as a means of responding to their own particular household needs.? This is expected as there is no requirement or expectation that this type of development be used for the provision of true ?affordable housing? as defined earlier in this report.

There is no requirement for additional parking spaces to be provided and the secondary dwelling does not need to be managed by a registered community housing provider.? Council is unable to refuse a development application for this type of affordable housing on grounds of site area or car parking provision if the site is at least 450 square metres.

Ten day approval options

The SEPP provides a number of mechanisms for people to seek ten-day (complying development) approvals with a Certifying Authority (either privately or with Council) and contains standard conditions of consent in those instances.

A new attached or detached ?secondary dwelling? can proceed as complying development if:

???? The lot size is at least 450 metres;

???? It does not involve new basement or roof terrace space or alterations to existing ones;

???? It is not on land excluded from the operation of the NSW Housing Code, for instance land which is environmentally sensitive, bushfire-prone, is listed scenic or foreshore areas or contains a heritage items; and

???? Satisfies development standards outlined in the SEPP including, but not limited to rear and side setbacks, privacy measures, minimum landscaped and private open space area, earthworks and drainage and maximum floor area for both the principal and secondary dwelling.

There are separate requirements if the proposed secondary dwelling is entirely within an existing dwelling house.

Boarding houses

A boarding house is defined as a building that is wholly or partly let in lodgings and provides lodgers with a principal place of residence for 3 months or more. Whilst there are development standards for boarding houses, they are largely similar to those of permissible development in the zone (being commercial or residential).

The SEPP permits boarding house development in all residential and appropriate business zones which will typically require council consent.? Standards in relation to height, floor space and car parking are established by the SEPP, which if met, cannot be the basis for council or another consent authority refusing the application.? Floor space bonuses are also provided in the SEPP to encourage boarding houses in areas where zones permit residential flat buildings and heritage items are not identified on the site which would otherwise not be economical to develop. The floor space bonus is an additional FSR of 0.5:1 to the maximum floor space ratio for any form of residential accommodation permitted on the land where the maximum is 2.5:1 or less. Where this maximum is greater than 2.5:1, a maximum floor space bonus of 20 percent is permitted.

This new provision will be of benefit to Penrith as boarding houses have traditionally provided affordable private rental housing to predominately single people on low incomes. Encouraging the development of more modern designed boarding houses at Penrith will assist in meeting some of the housing needs of some single people on low incomes who are currently struggling in the private rental market in Penrith.

Supportive Accommodation

Supportive accommodation includes the use of an existing building (residential flat building or boarding house) for the long term accommodation for people who need support services. The use of the existing building does not require consent if building work is not required.? Strata and community title subdivision is not permitted.

This category is intended to allow for developments of the ?Common Ground? model where support services are located in the residential building itself, rather than off site.

The Common Ground model is seen as an effective way of ending people?s chronic homelessness by making available long term independent housing with the appropriate support services to sustain people in that housing.??

Encouraging development of this type of supportive accommodation in Penrith can assist those who have been struggling with homelessness on a chronic level. Available evidence indicates that the Common Ground model does contribute to breaking the cycle of homelessness.

Residential Flat Buildings

There are separate requirements for residential flat buildings where social housing providers, public authorities and joint ventures are involved.

A site compatibility certificate from the Director-General of the NSW Department of Planning is required to be submitted to allow for consideration of surrounding land uses. At least fifty percent of the building will be required to be used for affordable housing for a minimum of 10 years and is to be managed by a registered community housing provider, except in the case of land owned by the NSW Land and Housing Corporation or a development application made by or on behalf of a public authority.

Residential Development (NSW Land and Housing Corporation)

Some forms of residential development are permitted to be undertaken by the NSW Land and Housing Corporation without consent. This is subject to written notice being given to Council and adjoining land owners and taking into account any reply made within 21 days to that notice. This does not extend to include residential flat buildings as are referred to immediately above.

Group Homes

Permanent and transitional group homes provide household accommodation for people who require a refuge during rehabilitation from drug, alcohol or a disability or those who have a disability, formerly lived in an institution or are socially disadvantaged. Such development is permitted in most residential zones, mixed use, special activities and infrastructure zones and where dwellings, dwelling houses and multi unit housing is permitted.

Group homes may be carried out by public authorities as exempt or complying development and the SEPP sets out relevant criteria for this category of development.?? Consent is required where the development is not carried out by a public authority.

Implications for Penrith

Viability and location

It is generally considered the opportunities within the SEPP may be more attractive for developers within the dense built areas such as the inner city.? This is because projects may become feasible even after providing fifty per cent of the newly created housing for low rental.

It should be noted that under the Australian Government?s National Rental Affordability Scheme (NRAS), a subsidy of $8,000 per dwelling is granted to housing providers each year for 10 years on the condition that the dwelling is rented to eligible low and moderate income households for at least 20 percent below market rates. This opportunity will be quite attractive to the social housing providers.

Suitability of the site

There is potential for compatibility and amenity issues to arise in circumstances where floor space bonuses are established by the SEPP.? The same issues will also be highlighted by making some forms of development permissible by the SEPP where they are currently prohibited.?

Council may not get the opportunity to assess the suitability of site for proposed development under the SEPP as some categories of development will become exempt or complying development. This includes development proposed by the NSW Land and Housing Corporation where greater provision for exempt and complying development is given under this SEPP.

Community response to the new forms of development that are encouraged and permitted under the SEPP may present some challenges for Council in the future.?

Developer Contributions

Retention of existing affordable housing

During the assessment of certain forms of development and subject to the building being considered low-rental residential buildings as at 28 January 2000, consideration is to be given to the reduction in the availability of affordable housing and levying any contributions for affordable housing.

A contribution for development is able to be levied where the consent authority is satisfied that the proposed development will or is likely to reduce the availability of affordable housing within the area. A portion of the contributions levied would be sent to the Director-General for Housing NSW to contribute towards the Boarding House Financial Assistance Program. This does not apply to development by social housing providers as there is a Planning Circular that waives contributions in those circumstances.

Affordable housing in the planning of new suburbs within Penrith Local Government Area will continue to be guided by the requirements of Council?s adopted Sustainability Blueprint for Urban Release Areas. This, amongst other things, requires:

?the provision of affordable housing opportunities across the site (with a minimum of 3% of all residential allotments to be provided for the purpose of affordable housing).?

This policy will continue to provide for developer contributions in the form of affordable housing provision for new suburbs, particularly those developments that are not made under this SEPP.

Secondary dwellings

It is expected that some areas of Penrith where land sizes are small and dual occupancy development is currently not permissible, may now be able to build a ?secondary dwelling?.? Further, there may be some cases where the scale of a second dwelling that is permissible under the relevant environmental planning instrument also meets the size requirements of the SEPP.

The Department of Planning has clarified in verbal consultation that it is not their intention to make secondary dwellings exempt from paying developer contributions, rather to allow for individual Councils to make that decision. A review of the Development Contributions Plans by the Environmental Planning Department is likely to align with the exhibition of the draft Penrith Local Environmental Plan 2008 which is envisaged to be resolved within the next 12 months. It is recommended this report be referred to the Environmental Planning Department for their consideration of this policy in their review.

Relationship to Existing Policy

The Penrith Urban Study and draft Strategy encourages higher density development within 800 metres walking distance of a railway station except where it is environmentally constrained.?

Most low density areas within Penrith are serviced by a bus with a frequency of at least one bus per hour servicing the area between 6am and 9pm.? The SEPP will enable development of multi unit housing within any proposed R2 - Low Density Residential zone where they may otherwise be prohibited (if they are within 400 metres of a bus stop).? This will be in conflict with the mandated objectives of the zone.?

In areas where residential flats are already permissible under local or other State instruments, the SEPP allows developers to apply for a floor space bonus provided at least 20 per cent of the flats are provided as affordable rental housing. The bonus will increase as more affordable rental housing is provided in the development. This additional floor space may be a matter of concern relating to the amenity of that area as previously discussed.

The Community Guide accompanying the SEPP states that ?Council height and private open space controls will still apply while the NSW Government?s State-wide design quality guidelines which apply to buildings three storeys or higher, under SEPP 65 (Design Quality of Residential Flat Development), must also be followed?. It is unclear how the increase in floor space will be achieved if height limits and open space requirements still apply.

Despite some expected differences in existing and imminent planning policy arising from the SEPP, local policy development need not align with the state policy as the SEPP will override local policy to serve its purpose in facilitating state-wide change. This is not dissimilar to the operation of other SEPP?s where local policies are equally inconsistent.

Conclusion

With the introduction of the SEPP, which provides a number of planning incentives to the developers and community housing providers, the mechanism will now exist to facilitate the increase in supply of more affordable rental housing in Penrith in a variety of ways.

It is unsure how well secondary dwellings will be received by residents however it is expected this form of development will relieve housing supply shortages in general.

The policy raises issues for consideration during Council?s preparation of the Integrated Local Plan and the review of the Development Contributions Plans which have been identified within this report.

Penrith is in need of more diversity of housing stock, in particular one bedroom, studio dwellings and boarding house accommodation to meet the needs of single person households, in particular, the lower income earners in the private rental market.?

The planning initiative which allows flats to be built on centrally located land where they are not otherwise zoned if the flats are for social housing, is likely to increase the supply of the social housing stock in Penrith in the long term.

RECOMMENDATION

That:

1.???? The information contained in the report on State Environmental Planning Policy (Affordable Rental Housing) 2009 be received.

2.???? The information contained in this report be provided to the Environmental Planning Department for consideration in the next review of the Development Contribution Plans and to the Local Plan Team for their consideration in the preparation of the Integrated Local Plan.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

*Policy Review Committee Meeting*	*7 December 2009*
*A Green City*

Swimming Pools Register and Compliance System???

Compiled by:??????????????? Steve Barratt, Building Regulatory Coordinator

Authorised by:???????????? Paul Lemm, Development Services Manager ?

Requested By:???????????? Councillor Robert Ardill

Strategic Objective: We use our resources wisely, and take responsibility for our levels of consumption

Strategic Direction: We respond to the impacts of climate change on Council?s assets and workplaces

???????

Executive Summary

This report has been prepared in response to a request from Councillor Robert Ardill in regard to the feasibility of developing a register of swimming pools in the Penrith Local Government Area (LGA). The report recommends an education program to raise the awareness of pool owners regarding their responsibilities towards pool safety be implemented.

At the Council meeting held on 12 October 2009, Councillor Ardill requested that a report be prepared for Council to consider the implementation of a register for backyard pools. This register would be used to ensure that the fencing of swimming pools remains compliant. It was requested that a certificate based approach using contractors to undertake fencing inspections, be investigated.

In a submission prepared in response to the State Government?s invitation to comment on the proposed changes to the Swimming Pools Act, it was suggested that like the current system of ensuring that fire safety systems in buildings are maintained, a similar system could be adopted for swimming pool safety barriers.

This would involve the development of a database from existing approvals for swimming pools and by using aerial photographs for others. Pool owners could then be invited to submit compliance statements completed by accredited contractors on a regular basis. The database would be utilised to send reminder letters to pool owners to submit the compliance statement and to educate them with information sheets about pool safety issues. We also suggested that a certificate of compliance for the pool be obtained when properties were sold and that this certificate form part of the conveyancing documents provided to new owners of the properties.

Recent amendments to the Swimming Pools Act have not adopted the suggestions in our submission. There are no requirements for registers or an inspection program for existing pools and we currently undertake inspections of pools that are being constructed to ensure that they comply with the fencing requirements before they are ready for use. This does not alter Council?s current compliance program.

Amendments to Legislation

On 27 November 2009, amendments to the Swimming Pool Act were enacted by the NSW Parliament. These amendments:

???? Remove automatic exemptions for providing full isolation fencing around swimming pools for large (two hectares and over), small (less than 230m²) and waterfront properties. If there are specific circumstances that justify an exemption from these requirements such as the need for disability access, pool owners must apply to Council for a specific exemption based on the merits of the case. The removal of the automatic exemption will operate from 1 July 2010

???? Increase the maximum on-the-spot fine for pool owners if their backyard pool fence fails to meet safety requirements from $220 to $550 with the maximum court-imposed penalty increasing from $1100 to $5500

???? Allow Councils to urgently fix pool fencing where there is an immediate risk to public safety and the owner either refuses or is unable to do the work. Council must serve a notice of its intention to do the work and must seek the concurrence of the occupier before undertaking the work. The Council may recover any reasonable costs

???? Require investigation by Councils of any complaint received about a potential breach of backyard pool safety. The investigation must be commenced, as far as is practicable, within 72 hours of receipt of the complaint. The only exemption to this is if the complaint is vexatious, misconceived, frivolous or lacking substance

???? Prohibit Councils from issuing a direction on a pool owner unless a notice of its intention to serve the direction has been served on an owner at least 14 days before issuing the direction. The only exemption to this is when the Council considers that the safety of a person would be at risk

The Government will also be examining ways to have pools that currently have exemptions from four sided fences, such as those built prior to 1990, to become compliant in the future.

It is difficult to contemplate any circumstances where a non-complying pool safety barrier would not constitute a risk to the safety of a person. It is therefore expected that very few notices of intention to serve a direction will be issued. Regardless, the requirements of the legislation will be observed in any decision to serve a notice or direction.

At this stage, the Government considers that a mandatory registration and inspection program for pools is not warranted due to the cost that this would impose on pool owners. If the registration and inspections are not mandatory cost recovery for the service is not available and the effectiveness is questionable. Further the amendments to the Act do not permit cost recovery for a pool registration or inspection program.

The decision not to have mandatory registration and inspection implies that the Government considers that the pool owners are responsible to ensure that their pool fencing is compliant. Council could support these owners by using the local media and internet to inform them of the current pool fencing requirements. The information on Council?s web page is being updated to reflect the changes to the legislation and will be available for the implementation of any awareness raising program.

The changes to the fencing requirements are not retrospective. Enforcement action can only require that pool fencing complies with the standards that were in force at the time that the pool was built or approved.

Financial considerations

The development of a database for a swimming pool register could be accommodated on Council?s current computer system without additional licensing fees. Resourcing would be needed to document and build the system, identify properties with pools, enter these properties on the system, contact property owners and update the database.

Given that there are at least 20,000 pools in the Penrith LGA and that normally an average of three inspections would be required to secure compliant fencing, this would be a major undertaking. Cost recovery for the development and maintenance of the database is not available.

Conclusion

The development of a contemporary swimming pools register would provide an efficient means of educating pool owners regarding potential hazards and their responsibilities in regards to the maintenance of pool safety barriers. It is unlikely that pool owners would volunteer to engage contractors to prepare compliance statements for submission to Council.

Council officers could use the register to progressively undertake compliance audits of pools. To be effective, this would require significant resourcing.

The costs involved in developing and implementing this proposed program are not included in the current budget. The State Government has announced that a mandatory registration and inspection program for swimming pools will not be included in the new Swimming Pools Act. Recovery of costs is not available.

While it is recognised that the proposed pools register has merit, it is not sustainable due to the lack of an avenue to recover costs from pool owners. An alternative option is to implement an awareness program to pool owners.

RECOMMENDATION

That:

1.???? The information contained in the report on Swimming Pools Register and Compliance System be received.

2.???? A program to raise the awareness of pool owners in regard to their responsibilities for maintaining barriers around their pools be implemented.

ATTACHMENTS/APPENDICES

There are no attachments for this report. ?

#??? Meetings at which the Management Plan 1/4ly reviews are presented	^? Election of Mayor/Deputy Mayor (meeting to commence at 7:00 pm)
<??? Briefing to consider Draft Management Plan for 2009/2010	@? Strategic Program progress reports [only business]
v? Meeting at which the Draft Management Plan is adopted for exhibition	?? Meeting at which the 2008/2009 Annual Statements are presented
*??? Meeting at which the Management Plan for 2009/2010 is adopted.	Y? Management Plan Councillor Briefings/Public Forum (June)

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 1 - Youth Speakout Flyer*

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 2 - Youth Leadership Flyer*

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 3 - Attendance List for Youth Speakout*

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 4 - Attendance List Youth Summit*

*Policy Review Committee Meeting*	*7 December 2009*
*Appendix 5 - Youth Action Plan 2010 - 2012*