Agenda of Policy Review Committee Meeting

2010 MEETING CALENDAR

February 2010 - December 2010

(adopted by Council on 9/11/09 and amended by Council on 19/4/10)

TIME

FEB

MAR

APRIL

MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DEC

Mon

Ordinary Council Meeting

7.30pm

16#

11?

(7.00pm)

22#

24#

21*

27^

(7.00pm)

Policy Review Committee

7.30pm

13@

29@

Operational Plan Public Forum

6.00pm

v	Meeting at which the Draft Operational Plan for 2010/2011 is adopted for exhibition
*	Meeting at which the Operational Plan for 2010/2011 is adopted
#	Meetings at which the Operational Plan quarterly reviews are presented
@	Delivery Program progress reports
^	Election of Mayor/Deputy Mayor
?	Meeting at which the 2009/2010 Annual Statements are presented
?	Meeting at which any comments on the 2009/2010 Annual Statements are presented

- Extraordinary Meetings are held as required.

- Members of the public are invited to observe meetings of the Council (Ordinary and Policy Review Committee).

Should you wish to address Council, please contact the Acting Executive Officer, Glenn Schuil.

UNCONFIRMED MINUTES

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

ON MONDAY 30 AUGUST 2010 AT 7:34PM

PRESENT

His Worship the Mayor Councillor Kevin Crameri OAM, Kaylene Allison, Robert Ardill, Greg Davies, Mark Davies, Tanya Davies, Ross Fowler OAM, Ben Goldfinch, Jackie Greenow, Prue Guillaume, Marko Malkoc and Kath Presdee.

LEAVE OF ABSENCE

Leave of Absence was previously granted to Councillor Karen McKeown for the period 17 August 2010 to 20 September 2010 inclusive.

APOLOGIES

PRC 49? RESOLVED on the MOTION of Councillor Marko Malkoc seconded Councillor Prue Guillaume that apologies be received for Councillor Jim Aitken OAM and Councillor John Thain.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 9 August 2010

PRC 50? RESOLVED on the MOTION of Councillor Ben Goldfinch seconded Councillor Marko Malkoc that the minutes of the Policy Review Committee Meeting of 9 August 2010 be confirmed.

DECLARATIONS OF INTEREST

There were no declarations of interest.

DELIVERY PROGRAM REPORTS

A City of Opportunities

1??????? Paint the Town REaD

Children?s Services Development Officer, Karen Van Woundenberg introduced the report and invited Barbie Bates & Julie Jasprizza-Laus from Mission Australia, who gave a brief presentation on the initiative and sought Council?s support in partnering the program.?????????????????????????????????????????????????????????????????????????

PRC 51? RESOLVED on the MOTION of Councillor Tanya Davies seconded Councillor Kath Presdee

That:

1.???? The information contained in the report on Paint the Town REaD be received

2.???? Council support the initiative ?Paint the Town REaD? within existing resources available including the Annual Reading Day.

2??????? Youth Action Plan 2010-2013 - Outcome of Further Consultations

Community Programmes Co-ordinator, Tracy Leahy gave a brief introduction to the report and took questions from the Councillors.????????????????????????????????????????????????????????????????????????????????????????????????????????

PRC 52? RESOLVED on the MOTION of Councillor Kaylene Allison seconded Councillor Greg Davies

That:

1.???? The information contained in the report on Youth Action Plan 2010-2013 - Outcome of Further Consultations be received

2.???? Council endorse the Youth Action Plan 2010?2013 at Attachment 1 for implementation.

A Liveable City

3??????? Draft Public Spaces Closed Circuit Television (CCTV) - Code of Practice????????????????????

PRC 53 ?RESOLVED on the MOTION of Councillor Ben Goldfinch seconded Councillor Kath Presdee

That:

1.???? The information contained in the report on Draft Public Spaces Closed Circuit Television (CCTV) - Code of Practice be received.

2.???? Council adopt the Draft Public Spaces Closed Circuit Television (CCTV) Program Code of Practice.

3. All CCTV cameras under the ownership and operation of Penrith City Council be operated in accordance with the Public Spaces Closed Circuit Television (CCTV) Program Code of Practice.

4. A further report be prepared detailing the:

? Current annual cost of the existing Public Space CCTV Program.

? Cost of the relocation of hard-drives, used to record and store camera footage to a central location within the Civic Centre, including upgrade of system infrastructure.

? Feasibility of,? and costs involved, with the retention of all CCTV camera footage from all sites.

? Possibility of further sites in the Penrith LGA, including cameras at the War Memorial sites, determine costs and develop a prioritised implementation program.

? Use of Mobile CCTV Cameras at identified hot spots.

There being no further business the Chairperson declared the meeting closed the time being 8:27pm.

????

*Policy Review Committee Meeting*	*13 September 2010*
*A Leading City*

Delivery Program 6 Month Progress Report????

Compiled by:??????????????? Wendy? Connell, Planner (Engagement)

Authorised by:???????????? Ruth Goldsmith, Group Manager - Leadership ??

Objective	We plan responsibly for now and the future
Community Outcome	A Council that plans responsibly for a sustainable future (3)
Strategic Response	Build our City's future on the principles of sustainability (3.1)

???????

Executive Summary

This report outlines Council?s progress towards implementing its four-year Delivery Program.? The enclosure provides information on progress and achievements in each of Council?s programs, and identifies highlights of the six-months from January 2010 to June 2010.? This report is based on the Delivery Program that was in place for the reporting period, and not the Delivery Program which was recently adopted by Council.? The report recommends that the information be received.

Reporting Framework

The new Integrated Planning and Reporting legislation requires that the Strategic Plan must be reviewed every four years, including a report from the outgoing Council on the implementation and effectiveness of the Plan in achieving its objectives over the past four years.? Progress reports on the Delivery Program must be provided to Council at least every 6 months, and reports every 3 months on the implementation of the Operational Plan.

The framework outlined below aims to simplify Council?s reporting process, whilst ensuring we comply with the legislation.

Strategic Plan

}? Progress against the objectives of the Strategic Plan is reported in the Annual Report

}? Progress is measured by strategic indicators which are included in the recently adopted Strategic Plan 2031

Delivery Program

}? Progress, activities and highlights for each of Council?s 21 programs are reported in a booklet enclosed with the Business Paper, and challenges will be identified in the report

}? Progress is measured by program indicators, which are included in the recently adopted Delivery Program 2009-2013, and achievement of program milestones

Operational Plan

}? Progress and challenges (by exception) for each of Council?s 48 services are reported in the Business Paper

}? Progress measured by service indicators, which are included in the adopted Operational Plan 2010-2011, and achievement of project milestones

Delivery Program Progress and Challenges ? January to June 2010

Enclosed separately for the information of Councillors is the six monthly Delivery Program Progress Report.? The report encompasses all of Council?s 21 programs and provides information on the key achievements of each program, from January 2010 to June 2010, together with key program highlights.? A summary of expenditure (budgeted and actual) is also provided.? Council?s 21 programs are:

}? Children?s Services

}? Community Facilities

}? Community Information and Events

}? Community Wellbeing

}? Corporate Finance

}? Corporate Governance

}? Corporate Support

}? Corporate Workforce

}? Development Applications

}? Environmental and Health Management

}? Libraries

}? Major Infrastructure Projects and Design

}? Parks

}? Planning and Advocacy

}? Public Spaces and Community Safety

}? Roads, Footpaths and Buildings

}? Sport and Recreation

}? Strategic Planning

}? Sustainability

}? Traffic, Parking and Drainage

}? Waste Management and Community Protection.

This is the second of the 6 monthly progress reports which covers the year from July 2009 to June 2010.? The report provides information, for Council and our communities, on our progress towards implementing the four-year Delivery Program 2009-2013.

Challenges

The enclosed Delivery Program Progress Report focuses on the highlights and achievements made in implementing each of Council?s programs.? A key element in reviewing our progress is identifying any issues that might affect our capacity to implement Council?s agreed priorities and program milestones.

This September is two years into Councillors? elected four-year term.? It provides a constructive ?mid-term? opportunity to consider the issues that challenge the implementation of Council?s adopted Delivery Program 2009-2013 and its agreed priorities.

The mid term review process is identifying significant issues and challenges, and exploring practical responses, through a series of management workshops.? Responses may include prioritising programs or projects to allow a focus on specific outcomes, changing work practices and improving systems to increase efficiency, and investigating alternative sources of revenue, including a special rate variation.? A workshop with Councillors, to discuss the identified issues and potential responses, is planned for 22 September 2010.? To date, some of the issues include:

}? responding to external factors that Council cannot control, such as changes to development levies, cost shifting, resourcing implications of new legislation, and the need for advocacy

}? identifying a more focussed list of priorities

}? better integrating and streamlining existing business systems and processes

}? investigating new sources of revenue, and increasing service efficiency

}? managing existing and new assets, including the backlog of asset renewal work

}? managing community expectations of the level of service that Council can provide

}? workforce management, including staff retention, succession planning, skills shortages.

The challenges facing Penrith, as a City and a Council, are not unique.? Councils across the state are struggling to balance community expectations with resourcing and funding capacity.? The new Integrated Planning and Reporting Legislation, particularly the requirements for a Resource Strategy and regular reporting, will highlight ongoing issues of asset management, community expectations and limited funding which affect most local councils.? Our responses to these challenges must be practical and sustainable in the longer-term.? Some may take time to implement.

Conclusion

This report outlines Council?s progress towards its four-year Delivery Program.? Challenges which will impact on Council?s ability to deliver on the agreed priorities and the remaining program milestones are being identified, and practical responses are being explored through the current mid term review process.

The enclosure provides information on progress and achievements in each of Council?s programs, and identifies highlights for the six-months from January 2010 to June 2010.

RECOMMENDATION

That the information contained in the report on Delivery Program 6 Month Progress Report? be received.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

*Policy Review Committee Meeting*	*13 September 2010*
*A City of Opportunities*

Access Committee - Highlights 2008-2010???

Compiled by:??????????????? Joe Ibbitson, Acting Community & Cultural Development Manager

Authorised by:???????????? Joe Ibbitson, Acting Community & Cultural Development Manager ??

Objective	We have access to what we need
Community Outcome	A City with equitable access to services and facilities (7)
Strategic Response	Base the provision of services and facilities on principles of social justice and equity (7.1)

Presenters:?????????????????? Denise Heath, CEO Nepean Area Disabilities Organisation Inc (NADO) - Access Committee Copmmunity Member - Highlights 2008-2010??????

Executive Summary

This report presents an overview of the highlights of the Access Committee over the past two year period, 2008-2010. The primary achievement has been the guidance and support provided by the Committee to enable the completion of the Penrith Inclusion Plan ? People with Disability 2009-2013. This project commenced in early 2007 and has been a comprehensive and sustained process leading to the launch of the final plan at International Day for People with Disability 2009.

The Access Committee has been involved in a diverse range of matters from strategic planning and policy advice to the detailed consideration of major development proposals across the City.

Denise Heath, CEO of the Nepean Area Disabilities Organisation Inc who has been serving on the Access Committee as a community member since 2008 will make a brief presentation on some of the achievements during the two year period (2008-2010).

His Worship the Mayor, Councillor Kevin Crameri, OAM will present Certificates of Appreciation to the community members on the Access Committee in recognition of their work on Council?s Access Committee over the period 2008-2010.

The key challenge for Council and the Access Committee over the next four years will be to promote the effective implementation of the Penrith Inclusion Plan ? People with Disability 2009-2013.

Background

The two year current term 2008-2010 of the community representatives on the Access Committee will be completed in October 2010. Council officers are now in the process of seeking Expressions of Interest for the appointment of community members for a new two year term on the Committee from late 2010 to 2012.

The community members of Access Committee over the 2008-2010 period were:

????? John Farragher

????? Denise Heath

????? Sherille Stephens

????? Ronda Hopkins

????? Michael Morris

????? Tricia Hitchen

The committee includes three Councillor representatives; Cr Jackie Greenow, Cr Robert Ardill and Cr Prue Guillaume.

The current members of the Access Committee had an opportunity to reflect on the achievements and highlights over the past two years at a recent Access Committee meeting on 4 August 2010.

Access Committee 2008-2010

In August 2008, the Committee decided to change its name from the Disability Access Committee to the Access Committee to reflect a broader access and inclusion agenda.

At the same time, some minor changes were made to the Terms of Reference of the Committee which identify ?a universally accessible environment and socially inclusive community? and ?the highest possible standard of access? as the primary vision and aim of the Committee. The objectives make reference to policies, procedures and legislative requirements; links to people in the community with disability; and consulting, educating and informing the broader community. The detailed objectives and strategies of the Committee are identified in the documentation distributed with the Business Paper for Access Committee meetings.

During the 2008-2010 term, a particular emphasis has been to focus the activities of the Committee at a strategic level.? The Committee has had primary responsibility for guiding the development of the ?Penrith Inclusion Plan ? People with Disability 2009-2013?. This plan, Council?s second disability action plan, is the primary instrument to drive the implementation, over the next four year period, of Council strategies and actions to make Penrith City more inclusive and accessible. The Inclusion Plan was completed in late 2009 and a Mayoral launch was organised as part of the celebrations for the International Day of People with Disability (IDPWD) on Thursday 3 December at the Penrith Regional Gallery and Lewers Bequest.

2008-2010 Highlights

The following list highlights some of the projects and activities which have been undertaken with the support, advice and assistance of the Access Committee over the 2008-2010 period:

???? Finalising the ?Penrith Inclusion Plan ? People with Disability 2009-2013? - over 80 individual actions and strategies to make Penrith more accessible and inclusive;

???? Disability Access Improvement Program ? annual list of projects to make Council services and facilities more accessible includes: ramps, accessible toilets, pathways, hearing loops, City Access website, access maps and disability awareness training for Council staff and Councillors;

???? Policy advice on the new Penrith Local Environmental, Development Control and City/Town Centre Plans to incorporate universal design principles and accessible paths of travel;

???? Submissions and feedback to the National Disability Arts Strategy process and the Access to Premises Standards inquiry;

???? Input to Development Applications for major developments in the City including the Penrith CUA Stadium, Panthers extensions, parks, hotels/clubs;

???? Celebrations and events ? Nepean Disability Expo and International Day for People with Disability ? collaborative projects with a range of local disability organisations;

???? Implementation of MLAK ? a Master Lock Access Key system to control access to Council?s accessible toilet facilities;

???? Improvements to the Penrith Swimming Pool ? accessible change facilities and installation of a pool hoist;

???? Disability, Sport and Physical Activity forum ? making sports activities more inclusive through sports ability programs, come and try sessions;

???? Arts and cultural activities ? arts and cultural activities including the Disability, Arts and Culture Forum held in conjunction with the IDPWD 2009 celebrations;

???? Preliminary City Access web pages placed on Council?s website.

It was with great anticipation that Councillor Jackie Greenow was selected as one of three finalists in the Local Government category of the National Disability Awards 2009. This is in recognition of Councillor Greenow?s strong commitment and efforts as a champion of people with disability in Penrith City and the wider region.

Penrith continues to face many issues in providing access and social inclusion for people with disability. The key challenge for Council and the Access Committee will be to promote the effective implementation, over the next four year period, of the Penrith Inclusion Plan ? People with Disability 2009-2013.

Conclusion

The completion of the two year term 2008-2010 of the community representatives on the Access Committee provides an opportunity to reflect on the achievements and highlights over this period.

The primary achievement has been the guidance and support provided by the Committee to enable the completion of the Penrith Inclusion Plan ? People with Disability 2009-2013. The Access Committee has also been involved in a diverse range of matters from strategic planning and policy advice to the detailed consideration of major development proposals across the City.

The key challenge for Council and the Access Committee over the next four years will be to ensure the effective implementation of the recently adopted Penrith Inclusion Plan ? People with Disability 2009-2013.

RECOMMENDATION

That:

1.???? The information contained in the report on Access Committee - Highlights 2008-2010 be received.

2.???? The Committee members be thanked for their participation on and
contribution to Council?s Access Committee during the 2008-2010 period.

3.???? Certificates of Appreciation be presented to the community members of the Access Committee for the period 2008-2010.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

*Policy Review Committee Meeting*	*13 September 2010*
*A City of Opportunities*

Amendments to the Waterside Estate Planning Controls???

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

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

Objective	We have access to what we need
Community Outcome	A City with lifestyle and housing choice in our neighbourhoods (8)
Strategic Response	Encourage housing that provides choice, achieves design excellence, and meets community needs (8.1)

??????

Procedural note: Section 375A of the Local Government Act 1993 requires that a division be called in relation to this matter.

Executive Summary

Council resolved at the Policy Review Committee Meetings of 10 December 2007 and 10 May 2010 to amend the Development Control Plans applying to the Waterside Estate to:

?????? reduce the landscaped open space requirements for single storey dwellings, and

?????? include acoustic terrace housing as an option for providing the required acoustic buffer to noise from nearby industrial development.

Two Development Control Plans apply to different components of the Waterside Estate. Penrith Development Control Plan 2006 deals with the residential component of the estate. Draft Penrith Development Control Plan 2008 applies to the employment component of the estate.

The amendments to both DCPs were exhibited from 3 August to 1 September 2010. Residents and property owners within and adjoining the Waterside Estate were notified of the proposed amendments and invited to comment. A submission was received from Stockland, requesting further relaxation of the landscaped open space requirements.?

The report recommends that Council adopt the draft amendments to Penrith Development Control Plan 2006 and Draft Penrith Development Control Plan 2008 as exhibited, with the inclusion of the landscape open space requirements requested by Stockland.

A copy of Stockland?s submission is appended to this report.? A copy of the amended DCPs are enclosed separately for the information of Councillors.

Background

Waterside is a new urban area located between Penrith Lakes and Cranebrook, currently being developed by Stockland. The estate comprises a residential area on the northern part of the site and an employment area (Waterside Corporate) fronting the northern side of Andrews Road.? Residential development commenced at Waterside in 2006.

Development within the employment zone fronting Andrews Road was originally envisaged to provide the required acoustic buffer for housing on the southern part of the residential estate from noise generated by industrial development on the southern side of Andrews Road. For a number of reasons, employment development of the required height and scale has not and is not likely to occur in the foreseeable future.

Development of the residential estate has reached the stage that a delay in constructing the necessary acoustic buffer will impact the timely and continued delivery of housing within the estate.

Public Exhibition

Exhibition of the draft amendments to Penrith DCP 2006 and draft Penrith DCP 2008 was notified in the Penrith Press and made available for public comment from 3 August until 1 September 2010. Exhibition material was provided at Council?s Penrith Civic Centre and St Marys Queen Street Centre and was also available on Council?s website. A copy of the exhibition material was also available for viewing at the Waterside Estate on-site Sales and Information Centre during this period. Residents and property owners within and adjoining the Waterside Estate were notified in writing of the proposed amendments and invited to comment.

One submission has been received from Stockland during the exhibition period, requesting a reduction in the landscaped open space from 35% to 30% for dwellings on lots between 200m² and 300m² in area.? This matter is discussed in more detail in the following sections of the report.

Proposed Amendments

The draft Amendments to Penrith Development Control Plan 2006 and Draft Penrith Development Control 2008 seek to:

???? facilitate acoustic terrace housing along the southern boundary of the residential estate to buffer industrial noise from development on the southern side of Andrews Road, and

???? reduce the landscaped open space requirement for single storey dwellings on lots between 300m² and 550m² in area.

Acoustic Terrace Housing

Development within the employment zone fronting Andrews Road was originally envisaged to buffer houses on the southern portion of the residential estate from noise generated by industrial development on the southern side of Andrews Road.

Construction of housing is progressing on the northern part of the site and will need to move south to maintain the supply and delivery of housing.? For a number of market influenced reasons, development in the employment zone has not and is not likely to commence in the short term.

Acoustic consultants engaged by Stockland and local industry representatives have recommended the construction of ?acoustic housing? along the southern boundary of the residential estate and an amendment to the residential estate layout (masterplan) as an alternative acoustic buffer to industrial noise.? Development within the employment zone would not be required to act as an acoustic buffer.? Nonetheless, it will make a positive contribution to the aural and visual amenity of the locality.

The proposed location of the ?acoustic housing? was originally intended for apartment dwellings.? The change in dwelling type will reduce the number of apartment dwellings and responds to the change in the housing market and the acoustic characteristics of the site.

The Waterside sections of Draft Penrith Development Control Plans 2006 & 2008 are proposed to be amended to include this acoustic strategy. Draft Penrith Development Control Plan 2006 guides residential development within Waterside. Draft Development Control Plan 2008 guides employment land development within Waterside Corporate.

The key development controls relating to ?acoustic housing? (known as Type E dwellings) have been included in Section 6.7 of DCP 2006. These controls relate to establishing the scale, form, required car parking provision, and landscaped and private open space requirements for these dwellings.

Landscaped Open Space

It has been recognised that the existing Landscape Open Space (LOS) controls are inhibiting the development of suitably designed single storey dwellings on smaller allotments in the Waterside estate.? Single storey dwellings are highly sought after as they are an affordable form of housing and suit the needs of older or less mobile persons.

The proposed amendments seek to moderately reduce the amount of LOS (% of site area), as indicated in the following table:

Lot Size	Current LOS Requirement		Proposed LOS Requirement
Storeys	2 storey	1 storey	2storey	1 storey
Lots greater than 550m²	50%	50%	50%	50%
Lots between 550m² and 450m²	50%	50%	50%	40%
Lots between 450m² and 300m²	40%	40%	40%	30%

Amending the Landscape Open Space requirements as detailed in the above table was considered and endorsed by Council at the Policy Review Committee Meeting of 10 December 2007.? Council resolved to:

1.??? progress amendment of the landscaped open space requirements for single storey dwellings in Waterside when amending the Development Control Plan applying to the estate; and

2.??? during the interim, support proposals to vary the landscaped open space requirement when considering development applications for single storey dwellings.

The proposed amendments to DCP 2006 implement this resolution.

Stockland?s submission seeks to extend this principle to include lots between 200m² and 300m², the smallest lots in the estate. Currently, dwellings on these size lots are required to retain 35% of the lot for landscaped open space. Stockland requests this standard be relaxed to 30% for both single and two storey dwellings.

Lot Size	Current LOS Requirement		Proposed LOS Requirement
Storeys	2 storey	1 storey	2 storey	1 storey
Lots between 200m² and 300m²	35%	35%	30%	30%

Stockland contends this amendment will enable more efficient housing designs, improve affordability and enhance housing diversity, with negligible impact on the landscape amenity of the estate.

The smaller lots in the estate accommodate the more affordable housing component of estate development. The requested variation (30%) is identical to that proposed for single storey development on the slightly larger lots between 300m² and 450m². The requested variation supports design flexibility and continued delivery of affordable housing product within this award winning estate.

Conclusion

Construction of housing is progressing on the northern part of the Waterside Estate and will need to move south to maintain the supply and delivery of housing.?

Acoustic consultants engaged by Stockland and industry representatives (O-I & Crane Metals) have recommended the construction of ?acoustic terrace housing? as an alternative acoustic buffer to industrial noise. The parties acknowledge the suitability of the proposition in terms of acoustic compliance, design outcome, economic feasibility and estate delivery.

The exhibited and requested amendments to the landscaped open space requirements are considered to encourage housing diversity and affordability within the estate.

The Waterside components of Penrith DCP 2006 and draft Penrith DCP 2008 have been amended to reflect these outcomes and are recommended for Council?s endorsement.

RECOMMENDATION

That:

1.???? The information contained in the report on Amendments to the Waterside Estate Planning Controls be received.

2.???? In accordance with the Environmental Planning and Assessment Act 1979 and Regulations 2000, Council adopt the amendments to Penrith Development Control Plan 2006 and draft Penrith Development Control Plan 2008 as attached to this report.

ATTACHMENTS/APPENDICES

1. View

Waterside - Stockland Submission

1 Page

Appendix

*Policy Review Committee Meeting*	*13 September 2010*
*A City of Opportunities*

Penrith Business Alliance Limited 2010 - 2011 Business Plan???

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

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

Objective	We have access to what we need
Community Outcome	A City with a strong local economy and access to jobs (6)
Strategic Response	Facilitate a diverse economy, sustainable businesses and secure employment base (6.1)

Presenters:?????????????????? Paul Brennan - Penrith Business Alliance Limited? - 2010 - 2011 Business Plan??????

Executive Summary

Council?s vision for Penrith is one of a sustainable and prosperous region with a harmony of urban and rural qualities. Continued and sustainable economic growth is a key component in the delivery of this vision. The Penrith Business Alliance Limited (PBA) is one of the principal delivery vehicles for meeting this challenge.

The PBA Business Plans focus on the strategic imperatives required to attract the investment and employment opportunities necessary to promote the growth of Penrith as a Regional City.? The Plans identify specific actions to achieve the strategic imperatives.? The report overviews the key outcomes of the organisation over the past 12 months and recommends that Council agree to the 2010 ? 2011 Business Plan and provide funding in accordance with the Deed of Agreement.

Paul Brennan, Chairman and Bijai Kumar, Chief Executive Officer of the PBA will be in attendance to present the Alliance?s 2010 ? 2011 Business Plan.

A copy of the PBA Business Plan 2010 ? 2011 and the PBA audit accounts for the 2009 ? 2010 financial year are enclosed with the Business Paper for the information of Councillors.? Their covering letter requesting funding is appended to this report.

Background

Council is aware that the Penrith Valley Economic Development Corporation was reviewed and the Penrith Business Alliance established in 2009.

A new Board was formed with broad representation from a range of key employment and development sectors.? Council?s representatives on the Board are Councillors Jim Aitken OAM and Ross Fowler OAM, and Director ? Craig Butler.

The PBA mission is:

?To promote sustainable economic growth for Penrith as a Regional City through innovation, strategic alliances, enterprise development and investment attraction.?

The PBA is funded from:

1.?? a transfer of funds previously allocated to Council?s Economic Development Department

2.?? a special rate targeted at economic development; and

3.?? future developer contributions.

These funds total $624,308 (excluding GST) in 2010 ? 2011.

The deliverables required in return for this funding are broadly outlined in a Deed of Agreement between Council and the PBA, with a particular focus on the creation of 40,000 jobs by 2031.? The Deed requires the preparation of an annual Business Plan, its submission to and agreement by Council, and makes provision for half of the annual funding ($312,155) to be provided at the time Council endorses the Business Plan, with the balance to be paid in 6 months.

The Deed of Agreement also requires that performance against the Business Plan be reported to Council in association with a request for funding.

2009 ? 2010 PBA Business Plan

The Deed of Agreement with Council requires the PBA to prepare a Business Plan identifying its strategic directions, programs, projects, initiatives, performance measures and budget that will promote and lead to achieving jobs in the City.

The PBA?s 2009 ? 10 Business Plan was presented to Council last year and focused on the following 6 key strategic imperatives for the City:

1.?? organisational capacity

2.?? analytical capacity and knowledge build up

3.?? enterprise development

4.?? investment attraction

5.?? Regional City initiatives, and

6.?? performance measures.

Key Achievements

The key performance indicator for the PBA is creating 40,000 additional jobs in Penrith by 2031. This represents more than a 75% increase in the total number of local jobs compared to 2006.

PBA analysis has identified the following jobs growth targets through to 2031:

PBA studies indicate the Professional Services, Health and Wellbeing, Advanced Manufacturing and Transport and Logistics industry sectors as the best local opportunities for contributing to the required quantum of new jobs in Penrith by 2031.

The PBA 2010 ? 2011 Business Plan details the key achievements in attracting investment and jobs over the past 12 months. Outcomes of note include the following:

??????? demonstration of a capacity to create strong partnerships to deliver key projects that will create economic activity and jobs, for example the Nepean Health and Education Precinct;

??????? establishment of an interactive website which provides information on the City?s key industries and businesses, investment opportunities, partner services and Regional City initiatives;

??????? acquisition of? REMPLAN, a contemporary analytical tool used to assess the economic and job impacts of key developments in the City;

??????? securing State Government? commitment and funding to develop a strategic vision for a Nepean Health and Education Precinct, focused on the Nepean public and private hospitals, to attract health professionals, health businesses and research facilities to the City;

??????? obtaining support from key institutions, business partners and developers to create a Penrith Economic Corridor and aggressively market the key economic, education and cultural assets and associated development opportunities of the City;

?????? conducting a business forum in partnership with key State and Federal Agencies, UWS & TAFE, attended by some 80 local businesses, that identified the following constraints to development and growth of business:

o? access to funds to finance growth

o? succession planning and management training

o? better understanding and access to government grants and services, and

o? business mentoring and one on one coaching;

?????? commissioning the following key studies to underpin a strategic program to create business investment and economic activity in the city:

o? Penrith Business Development and Relocation Program

o? Health and Well-Being Strategy for the City

o? Penrith CBD Optimisation Plan (revitalisation of the CBD), and

o? The Penrith Valley Economic Corridor;

?????? presentation of a business case to the Shadow Treasurer and the Department of State and Regional Development for the establishment of a Regional Transport and Logistic Services Hub in the Penrith CBD; and

??????? partnering the NSW Premier?s Department in providing a Regional City briefing to senior representatives of key State Government Departments and Agencies.

2010 ? 2011 PBA Business Plan

The 2010 ? 2011 Business Plan focuses on initiating the findings of the four key studies currently being undertaken on behalf of the PBA and highlights the following specific activities:

Penrith Business Development and Relocation Program

???? conducting regular industry forums

???? identifying prospective investors

???? marketing the regional profile through trade shows, publications and news outlets, and

???? connecting local businesses with government assistance programs.

Penrith Health and Well-Being Strategy

???? finalisation of a strategic vision for the Nepean Health and Education Precinct

???? promoting investment in the Precinct, including:

o a Medi-Hotel and commercial space for medical specialists

o development of NSW Health owned lands within the Precinct

o development of a Penrith Medical Research Institute, and

o establishment of a Penrith SME Health Innovation Network, and

???? development of a business model for an E-Health / Community Triage facility to be potentially established on UWS lands.

Penrith CBD Optimisation Plan

???? site and precinct specific information memorandums to be prepared for the market as part of a CBD Investment Prospectus (feasibilities, opportunities, project modelling)

???? preparation of a business precinct development plan in partnership with Landcom to realise the employment objectives for North Penrith Urban Area, and

???? contribute to Council?s master planning processes for key sites within the CBD, such as around Council?s former chamber site that could lead to the development of public amenities needed to stimulate economic activity.

Penrith Valley Economic Corridor

The final report for this project is yet to be received, however it will:

???? identify in general the characteristics of a successful economic development corridor in a Regional City

???? devise arguments for the development of a Penrith Valley Economic Corridor, and

???? develop the broad spatial dimensions of a Penrith Valley Economic Corridor.

Other Activities

???? marketing and public relations

???? enterprise development

???? international engagement, and

???? partnership development.

Conclusion

The 2008 ? 2009 Business Plan identified the strategic imperatives required to attract investment and employment opportunities to the City.? The 2010 ? 2011 Business Plan is informed by the 4 major studies undertaken over the past year and focuses on the key initiatives to attract investment and employment opportunities to the City. It is expected that next year?s Business Plan will report on specific investment and employment activities arising from these initiatives.

The activities and achievements of the PBA demonstrate the objectives of the 2009 ? 2010 Business Plan have largely been achieved. The 2010 ? 2011 Business Plan has been reviewed and it appropriately reflects the functions which are required of the PBA through the Deed of Agreement.

Accordingly, it is recommended that Council endorse the 2010 ? 2011 PBA Business Plan and provide funding in accordance with the provisions of the Deed of Agreement.

RECOMMENDATION

That:

1.???? The information contained in the report on Penrith Business Alliance Limited 2010 - 2011 Business Plan be received.

2.???? Council agree to the PBA Business Plan for 2010 ? 2011 and provide funding in accordance with the provisions of the Deed of Agreement.

ATTACHMENTS/APPENDICES

1. View

PBA Covering letter

1 Page

Appendix

*Policy Review Committee Meeting*	*13 September 2010*
*A Vibrant City*

Penrith and St Marys Centres Associations - Annual Business Plans for 2010-11 and the Proposed Review of the Centres Management???

Compiled by:??????????????? Terry Agar, Acting Centres Co-ordinator

Authorised by:???????????? Roger Nethercote, Group Manager - People and Places ??

Objective	We play an active role in our communities
Community Outcome	A City with opportunities to engage, participate and connect (23)
Strategic Response	Enhance community strengths and capacity by supporting collaborative networks and partnerships (23.1)

Presenters:?????????????????? Gladys Reed - Penrith City Centre Association - Business Plan 2010-11

????????????????????????????????????? Peter Jackson-Calway - St Marys Town Centre Managment Inc - Business Plan 2010-11??????

Executive Summary

The Penrith City Centre Association and the St Marys Town Centre Association have been established to actively promote business activity in the City?s two principal centres.? The report outlines the Associations? 2010-11 Business Plans and their 2009-10 key achievements and recommends that funding be endorsed for the Penrith City Centre Association and the St Marys Town Centre Association for their 2010-11 operations.

The report also proposes a review of the management regime for the centres to ensure that contemporary best practice is being implemented, and suggests how that review may move forward.? Discussions with the Associations have elicited initial support for the review.? The report recommends that Council support the review advancing, with further dialogue with the Associations occurring on funding and other review arrangements.

ANNUAL BUSINESS PLANS & 2009-10 ACHIEVEMENTS

Background

The Associations were established in the late 1990s as incorporated bodies to fundamentally work to promote the Penrith City Centre and St Marys Town Centre.? The Associations have operated to improve business activities as well as the experience for visitors when shopping in the City and to enhance the vitality and appearance of the Centres.

The Associations are overseen by executive management committees made up of representatives of land owners, retailers, businesses and Council along with the Centre Manager.? Council staff have continued to liaise with the Associations on specific issues including safety and security matters, street cleaning programs, Centre strategies and special events and the identification of capital works improvements that enhance the physical appearance of the Centres and emphasise what they have to offer.

Regular management and community meetings are co-ordinated by the Associations to ensure a range of stakeholder inputs and the sharing of information.

The Penrith City Centre Association and the St Marys Town Centre Association are required to prepare an annual Business Plan for Council?s endorsement and report on key performance indicators.? Copies of the 2010-11 Business Plans for each association are attached to this report.?

This report summarises the key achievements of each association during the 2009-10 financial year and outlines their Business Plans for the 2010-11 year.

Representatives from both Associations will tonight each give a short presentation on their achievements during the 2009-10 financial year and their proposed business plans for the current year.

2009-10 Key Achievements

Penrith City Centre Association

During the 2009-10 year the Penrith City Centre Association achievements include the following:

???? 2010 Penrith City Centre Festival

???? Christmas Spectacular event

???? Installation of High Street music system

???? Sunday High Street Markets

???? Free Christmas Shuttle Bus service

???? New Website Launch

These achievements were in accordance with the association?s 2009-10 Business Plan.

St Marys Town Centre Association

During the 2009-10 year the St Marys Town Centre Association achievements include the following:

???? Regular Newsletters

???? Christmas promotion

???? Annual Country Music Event

???? Shop locally promotions

???? Shopfront shutter mural painting

2009-10 Financial Statements

Audited financial statements for the 2009-10 year have not yet been presented to the respective boards of each association.? It is anticipated the statements will be presented shortly to the Boards and will be subsequently made available to Council?s Financial Services Manager for review.

In addition to the direct business subcategory rate funding, Council also provided $20,000 funding to the Penrith City Centre Association to assist in its running of the 2010 Penrith Festival.

2010-11 Business Plans

The Business Plans provide information on Management Committee membership, key objectives, 2009-10 highlights, promotion and marketing activities, business and economic development initiatives, centre improvement initiatives and key performance indicators.

Penrith City Centre Association (PCCA)

The principle objective of the PCCA 2010-11 Business Plan is:

?To improve business in the Penrith City Centre and the experience of people shopping in, and visiting the City.?

The 2010-11 business sub-category rate allocation for the PCCA is $304,970.

The PCCA?s Business Plan intends to deliver a range of programs and activities for the improvement of the physical environment and the fostering of business enterprise in the City centre.

There are four programs within the Plan:

1.?? Promotional and Marketing

2.?? Business Development

3.?? CBD Physical Environment & Services

4.?? Service Operation

Each of these programs identifies a range of proposed activities and a range of performance indicators to measure their achievement.? A budget is allocated to each program.

Key focus areas for 2010-11 include:

???? Support and development of the Sunday High Street Markets

???? Christmas promotion including the Charity Santa Fun Run

???? Training programs for business owners and employees

???? Partnership projects with the Penrith Business Alliance

???? Monthly and seasonal promotions

???? Supporting improvements to access, transport and car parking

???? Increasing shopper activity through website and internet traffic building

St Marys Town Centre Association (SMTCA)

The objective of the SMTCA is to revitalise the Town Centre through engagement with businesses and the community.

The 2010-11 business sub-category rate allocation for the SMTCA is $228,789.

The SMTCA?s Business Plan intends to deliver a range of activities for the improvement of Queen Street and the fostering of business enterprise.

There are two programs within the Plan:

1.?? Promotions and Marketing; and

2.?? Business Development

Key focus areas for 2010-11 include:

???? Monthly and seasonal promotions

???? Seeking desirable new businesses and retail mix

???? Communication with major stakeholders via regular newsletters

???? Conduct seminars and forums on marketing and advertising

CITY CENTRES MANAGEMENT REVIEW

Background

The Associations were established in 1998 as incorporated bodies to promote the economic development and interests of the businesses in the Penrith City Centre and St Marys Town Centre.? Under the terms of the deed of agreement with Council, the Associations are funded through a Business sub-category rate and are essentially self governing with minimal Council oversight. The Associations have operated to promote the Centres with the aims of bringing more business and enhancing their vitality and appearance.

Review of the Associations

Since the inception of the Associations, a review of the management arrangements for the Centres has not been undertaken.? Both the Penrith City Centre and the St Marys Town Centre are planned to grow considerably in the next 10-15 years. We need to be well placed and have sufficient capacity to effectively activate and manage business growth in the centres into the future. A strong focus is now being applied by Council to effectively ?place manage? the centres, and develop the means for a wide ranging civic improvement strategy to be implemented to support the growth and vitality of the Centres.

Under these circumstances, it is timely to reflect on how the current approach to the centre management is advancing and whether the Associations are positioned to meet the challenges ahead.

It is also noted the agreements with the Penrith and St Marys Associations are now 12 years old. In concert with a broad review of centre management arrangements and opportunities, a review of the objectives, structure, function and operation of the Associations is felt to be worthwhile, particularly in contemporising operational arrangements. This would also include an assessment of whether the Associations are pursuing ?best practice? in centre management and whether there are other models or initiatives that could be implemented.

It is also important to ensure that given the Centres promotion is funded through property rates, that best value for money is being achieved.

It is considered to be good practice for all businesses and organisations to periodically review their performance to ensure that it meets the expectations of their clients and the community.? There are many business association entities across Australia promoting their centres.? The proposed review would compare and contrast the operations of our centre management arrangements to ensure that they are adopting best practice and are robust and effective into the future. This is particularly so when contemplating how the centres will grow in coming years, and the need for their management to have sufficient capacity to effectively respond.

Examples of important elements which the review should consider include:

???? to assess the performance of the current centres management model in comparison to other contemporary centre management structures.

???? to determine whether the terms of the original agreements with the Associations are operating effectively and how those agreements should be contemporised.

???? to consider how the outcomes from the Associations? activities can remain effective, appropriately respond to stakeholder expectations and align with centre strategic directions.

???? to assess the area of influence, adequacy of the current resourcing and areas of responsibility of the Associations.

???? to identify opportunities to enhance the relationships, administrative links and communication between Council and the Associations.

These issues would need to be fleshed out in dialogue with the Associations to form the terms of reference for the review.

It is considered important that the review should be undertaken independently to ensure that it is open and transparent and that it incorporates a balanced consideration of all stakeholder viewpoints.? This will ensure that all findings and recommendations made are based on sound principles.

To undertake an independent review, a consultant with expertise in reviewing economic promotion entities and centre place management is required. Canvassing a range of consultancies with such expertise has suggested that the review would cost about $35,000. The review would involve extensive interviews with the members of each Association Committee, the Penrith Business Alliance, Penrith Valley Chamber of Commerce, business property owners, Council and other stakeholders. It is intended that a steering committee would be formed to finalise the brief and consultant arrangements and to oversight the review. The steering committee would comprise both Council and Associations? representatives.

Funding of a Review

Funds for a review of the role and responsibilities of the associations are not currently included in Council?s 2010-11 Operational Plan. Since the associations are funded through a business subcategory rate levied on property owners, an option exists for this source of funds to be utilised for the review.? This would be done on a proportional basis given the relative difference in size of the business subcategory rate levied on each centre. This would result in a contribution of $15,000 from the St Marys centre and $20,000 from the Penrith centre.?

Discussions with the Associations

Discussions over the review process have commenced with both Associations. As a result, the St Marys Association resolved on 26 August 2010 to support the review in principle and to provide $15,000 to fund it.

The Penrith City Centre Association resolved on 2 September 2010 that it welcomes the opportunity to review and evaluate the performance of the Association. The Association has however, requested further discussion and information about the terms of reference for the review, how the costs of the review should be met and the structure, role and responsibilities of the Steering Committee overseeing the review. It would be appropriate to continue dialogue with the Associations to resolve these issues.

Financial Services Manager?s Comment

Council?s adopted 2010-11 Operational Plan has provision for contributions to the Penrith City Centre Association and the St Marys Town Centre Association of $304,970 and $228,789, respectively.? These contributions are raised through two business sub-category rates which encompass businesses within the Penrith City Centre and St Marys Town Centre.

Following receipt of the audited 2009-10 Financial Statements, the funds may be advanced to each Association on a quarterly basis. It is noted that first quarter funds have already been advanced to enable the Associations to continue to operate.

There is no current funding opportunity identified in the 2010-11 budget to accommodate the estimated $35,000 for the proposed review. The only immediate option would be to utilise the business subcategory rate made available to the Associations if Council was supportive of the review moving forward. Given that the business subcategory rate contributed by the property owners in each of the centres is specifically generated for the continuous operations and activities conducted by the associations, it is not considered unreasonable for these funds to be utilised for the proposed review.

Conclusion

The Associations have prepared ambitious business plans to meet their objectives for the 2010-11 financial year.? The initiatives outlined in the Business Plans appear to be appropriately directed and will contribute towards meeting the broad objective of actively promoting business activity in the Centres and in ensuring they are attractive places to visit.? Accordingly it is recommended that Council endorse the required funding allocations.

A review of the current centre management arrangements is an important measure to ensure that the operation and administration of the centres, their promotion and enhancement are representative of best practice, are contemporary and effective. This is particularly so when contemplating how the centres will grow in coming years and the need for their management to have sufficient capacity to effectively respond. An independent review by a suitably experienced consultant is considered the most open and transparent way of determining how best to allocate and manage resources.?

Funding of the review through the business subcategory rate provided from the two centres is in our view a reasonable proposition, however it is noted that the Penrith City Centre Association has requested further consideration of this and other aspects of the review. Given that, it is considered appropriate that further dialogue occur with both Associations on the scope, funding arrangements, terms of reference and process for undertaking the review.

However, as there is general support from both Associations for a review being conducted of centre management arrangements, it is recommended Council support the review advancing. A further report will be presented to Council on the review process following further discussions with the Associations.

RECOMMENDATION

That:

1.???? The information contained in the report on Penrith and St Marys Centres Associations - Annual Business Plans for 2010-11 and the Proposed Review of the Centres Management be received

2.???? Council support the advancement of the review of the Penrith and St Marys Centres management arrangements and a report be presented to Council for consideration following further discussions with the Associations on the details of the review process

3.???? Funding for the Penrith City Centre Association be endorsed in the amount of $304,970 and funding for the St Marys Town Centre Association be endorsed in the amount of $228,789, for the 2010-11 financial year

4.???? Following the receipt of the audited 2009-10 Financial Statements from each Association, the endorsed funding be paid in instalments at the beginning of each quarter.

ATTACHMENTS/APPENDICES

1. ?	Penrith City Centre Association Business Plan	12 Pages	Attachment
2. ?	St Marys Annual Report	13 Pages	Attachment

???

*Policy Review Committee Meeting - Urgent Report*	*13 September 2010*
*A Leading City*

50:50 Vision - Councils for Gender Equity???

Compiled by:??????????????? Ruth Goldsmith, Group Manager - Leadership

Vicki O?Kelly, Group Manager - Finance

Authorised by:???????????? Ruth Goldsmith, Group Manager - Leadership

Vicki O?Kelly, Group Manager - Finance ??

Objective	We demonstrate accountability, transparency and ethical conduct
Community Outcome	A Council that behaves responsibly and ethically (5)
Strategic Response	Champion accountability and transparency, and responsible and ethical behaviour (5.1)

???????

Executive Summary

As part of the Year of Women in Local Government (YoWILG), a national program has been launched to increase the levels of participation of women in local government at both elected and senior management levels.? Penrith City Council is very proud to have Councillor Karen McKeown as one of the national ambassadors for the YoWILG.

The national awards and accreditation program, called 50:50 Vision ? Councils for Gender Equity, has three levels: Bronze, Silver and Gold.? The first Bronze Awards will be presented at the Australian Local Government Women?s Association National Conference at Ryde in November 2010, for those councils that registered their interest in accreditation prior to 17 September 2010.

This report recommends that Penrith City Council commit to the national program, and apply for the Bronze Award.

Background

Local decision making and policy positions should be representative of our communities, and strengthened through collaboration with all groups and individuals.? To achieve this, local councils need to ensure that both management and elected representatives reflect the gender balance and diversity found within their communities.

The Hon. Anthony Albanese MP, Minister for Infrastructure, Transport, Regional Development and Local Government, called for all Australian councils to better reflect the communities they seek to represent when he officially launched the 2010 Year of Women in Local Government in Sydney on Wednesday, 20 January 2010.

The need to recognise, value and promote women in senior management and leadership roles within local government is as great as ever.? With more and more baby boomers set to retire over the next decade, the participation of women in local government will become increasingly critical.? Without women in the workforce and as elected representatives, the local government sector simply does not have the depth of talent, experience and skills to take over from those who will retire.

50:50 Vision ? Councils for Gender Equity

The Australian Local Government Women?s Association has launched a national program in conjunction with the Australian Centre of Excellence for Local Government.? The program, 50:50 Vision ? Councils for Gender Equity, is available to all councils that choose to apply for accreditation.

The Australian Local Government Women?s Association (ALGWA) is the peak body representing the interests of women in local government as officers or elected members.? Penrith City Council has a long standing commitment to supporting both Councillors and officers in playing prominent roles within this organisation, as well as providing opportunities each year for female staff to attend the annual ALGWA Conference.? On Saturday 6 March 2010, Councillor Karen McKeown was re-elected unopposed as President of ALGWA?s New South Wales Branch.? Councillor Jackie Greenow and Council staff members Bev Spearpoint and Helen Cooper were also re-elected to the Executive Committee, despite strong competition from council representatives across the state.

The national steering committee for this program includes members from state and federal agencies, Local Government Managers Association (LGMA) and the Australian Local Government association (ALGA).? The 50:50 Vision ? Councils for Gender Equity program aims to increase women?s participation in local government, at both elected and senior management levels.? The strategy is to develop a nationally consistent approach to:

?? support goals and initiatives to enhance women?s participation in local government

?? develop a database of women?s participation in local government

?? incorporate women?s participation in the national local government workforce strategy

?? support the establishment of a national awards and accreditation program, and

?? support 2010 as the Year of Women in Local Government.

The national awards and accreditation program has three levels: Bronze, Silver and Gold.? The Bronze Award is the entry level and is free.? To achieve a Bronze Award, councils must:

?? conduct an audit of staff/representative gender ratios

?? provide evidence of a Council-endorsed statement of commitment to address gender equity issues

?? outline one project the organisation will undertake to address gender equity issues

?? nominate a Gender Equity Champion in the organisation to have carriage of the program.

To achieve the Silver Award councils must complete the Bronze level and:

?? achieve certification in

o commitment and leadership

o nomination and recruitment

o remuneration, recognition and training

o work and family balance

?? complete an online benchmark Supportive Culture staff survey.

Councils will be eligible to apply for a Gold Award when they have completed the Bronze and Silver Levels.? A peer reviewed Gold Award is awarded to organisations and initiatives that display excellence and innovation in the pursuit of gender equity.

Current Situation

On 4 February 2008, Council received a report on the review of the National Framework for Women in Local Government.? The Framework recommended six strategies to assist all levels of government support the broader participation of women, ten more targeted strategies to support women Councillors, and seven specific strategies to support women working in local government.? The report provided information on Council?s actions, which showed positive responses to most of the Framework?s strategies.

On 21 June 2010 Council adopted its new suite of strategic planning documents, including the Community Strategic Plan, Council Delivery Program and Operational Plan, Council Resource Strategy and Community Engagement Strategy.? The adopted Resource Strategy includes a Workforce Plan (together with a long term Financial Plan and an Asset Management Plan) for the organisation.? The Workforce Plan summarises Council?s objectives and priorities for the next four years.? It focuses actions around three key elements to guide the development of Council?s workforce in the future:

?? Sustainability ? planning responsibly to ensure a sustainable workforce for the future

?? Wellbeing ? supporting the health and wellbeing of our workforce

?? Governance ? ensuring our workforce and workplace policies, practices and procedures are transparent, efficient and effective.

The Workforce Plan identifies key objectives and actions within each element that Council will undertake to ensure its Delivery Program can be resourced and implemented.? Section 3.2 Sustainability is introduced with the following statement:

Council?s most significant asset is its stable and skilled workforce.? Economic and demographic conditions in the future will mean that maintaining our workforce will become more challenging.? Without a strong workforce we cannot achieve the communities? priorities and aspirations for the future.

Council supports training, education and development programs that foster the skills and strengths of our staff.? We are developing programs that provide incentives to attract and retain talented staff of all ages, particularly in identified areas of skills shortage.

Council is recognised as an employer with a range of development opportunities and flexible work practices.? These attributes will help Council enhance the diversity of our workforce, to better reflect that of our communities.? There will be a focus on increasing the representation of women in senior management roles.

Council understands the important role it plays in supporting the health, safety and wellbeing of all staff.? It will continue to work in partnership with other stakeholders to conserve and share resources and support one another with the workforce challenges ahead.

Specific actions in 3.2 Sustainability that support women in the organisation include:

Actions	Timeframes
S2.???? Implement programs that provide training, and opportunities for skills development and career progression	ongoing
S3.???? Promote opportunities for staff to re-train in areas of skills shortage	ongoing
S5.???? Develop and implement a Mentoring Program	develop 2010-2011 implement - ongoing
S6.???? Promote increased representation of women in Council, particularly at management level, and remove barriers to participation	ongoing
S7.???? Encourage participation in the ?Springboard? mentoring program for women	ongoing (bi-annual program)
S8.???? Continue the Leadership and Management Development Program	annual program
S9.???? Review and implement flexible employment policies that support career, family and life aspirations	review 2010-2011 implement - ongoing

These actions have been developed in response to feedback through staff forums and surveys.? Mentoring and targeted training were identified as two responses that particularly helped women achieve their goals.? Council delivers a number of existing initiatives that focus on opportunities for women employed within Council to develop leadership and decision making skills, including the following programs.

1.?????? The Leadership Management Development Program

The Leadership Management Development Program provides training for management levels from supervisors to senior executives.? The program focuses on four key competencies of leadership, being Self Management, Relationship Management, Working in the Business and Working on the Business.? In reviewing these competencies the program aims to identify strengths and opportunities for individual improvement, and strategies for improvement ?in the business?.? During 2010, 16 women have undertaken this program.

2.?????? Certificate IV in Frontline Management

Certificate IV in Frontline Management is a nationally accredited qualification.? The purpose of this course is to provide learning in the areas of:

?? project management

?? team leadership and effectiveness

?? analysing and presenting research

?? continuous improvement

?? monitoring workplace safety

?? customer service strategies

?? building effective business relationships and strategies.

13 women have completed this training between February 2009 and May 2010.

3.?????? Springboard Women?s Development Program

The Springboard Women?s Development Program is a unique program that aims to provide women with tools that will assist them to develop and build on both their careers and personal development.? The program has been developed primarily for women who are not at the top of their organisation.? Over that past year, 12 women from Council have completed this program.

4.?????? Higher Duties Opportunities

Council supports the ongoing learning and development of staff through a number of initiatives, including the opportunity to relieve in positions that are at a higher level in the salary system.? These opportunities provide practical experience for employees and also help to strengthen the organisation?s knowledge base.? Over the year, 94 women acted in ?higher duties?.

5.?????? Local Government Women?s Association

In July 2010, the Local Government Women?s Association Women?s Forum was held in Gunnedah.? The forum aimed to build a framework for women wanting to gain practical knowledge and skills to advance their career in local government.? The forum also endeavoured to raise awareness and educate key decision makers on the value and contribution of women in the workplace, and within elected roles within Councils.? Council provided the opportunity for 4 women to attend.

6.?????? Targeted training

In September 2010, the ?She means Business? seminar was facilitated for women in Council.? It focused on critical management and communication issues for female business professionals. A total of 65 women attended this seminar.

7.?????? Future initiatives ? where to from here?

Council delivers services to our communities through 21 significantly diverse programs.? Outdoor, indoor and childcare staff have diverse work environments, different professional responsibilities, and a range of operational structures.? Whilst some actions can be effective across the organisation, there is a need to understand the issues and opportunities that women are experiencing in each specific area of Council?s workforce.? This suggests the need for a specific forum to facilitate debate, discussions and an agreed set of actions for the future.

The Bronze Award

To apply for the Bronze Award, Council needs to audit staff/representative gender ratios, endorse a statement of commitment to address gender equity issues, detail a project the organisation will undertake to address gender equity issues, and nominate a Gender Equity Champion to have carriage of the program.

1.?????? Audit

Council has adopted sustainability indicators for Council and the City.? Each year, Council reports on the gender ratios of both elected representatives and staff in its Annual Report.? There are also indicators relating to salaries, performance reviews, programs for skills management, and the percentage of staff who are permanent.? Last year, the following information was provided.? It is currently being updated in preparation for this year?s Annual Report.

Governance Bodies (permanent positions)	Male	Female
Councillors	9 (60%)	6 (40%)
Corporate Management Team	9 (82%)	2 (18%)
Joint Consultative Committee	11 (69%)	5 (31%)

Female employees make up 54% of the permanent workforce with a heavier concentration in the traditional occupational categories of clerk, customer relations officer, administrative officer, para-professional and professional specialist, while men continue to dominate in the areas of field operator, trade officer and management.

Council largely has a middle aged and older workforce with 47% of permanent employees falling within the age range of 30 - 50 years, and 33% aged over 50 years.? 19% of Council's permanent workforce are aged under 30 years.

Overall, people with a disability make up just over 4% of our permanent workforce, with a spread across all occupational categories.? Aboriginal and Torres Strait Islander (ATSI) people are employed by Council, making up just over 1% of our workforce.? People with an ethnic background comprise more than 11% of our workforce with a good spread across all occupational categories.

This reporting period has seen significant changes to the make up of both Council and the Corporate Management Team (CMT).? A new Council was elected in September 2008 comprising six newly elected Councillors. ?This new Council has a slightly different composition with six female and nine male Councillors, compared to five females and 10 males on the previous Council.? Importantly the age breakdown of the Councillors now better reflects the community with 27% of Councillors under 35 years of age.

CMT has changed composition significantly as a result of a restructure.? Previously CMT included the General Manager, four Directors and the Chief Financial Officer with a total of six members.? The size of CMT has grown significantly and now comprises 11 members including the General Manager, two Directors and eight Group Managers.? Of these 11 CMT members, two are female which is now 18% of the senior management team (an increase from 0%).

There are no significant trends or changes relating to the make up of our permanent workforce in terms of gender, age group, minority group membership or Aboriginal and Torres Strait Islander people.

Previous reporting for this Indicator focussed on diversity across the organisation as a whole.? This year Council has taken a closer look at the composition of our senior management, and has identified that although there has been an increase in the number of women in senior positions over the reporting period from 0% to 18% that there is still the opportunity for significant improvement in this area.? In response to this Council has established a working group to identify strategies to improve opportunities for women in senior management, and is initiating a range of leadership programs targeting women.

2.?????? Statement of Commitment to address gender issues

The following statement is suggested for Council?s consideration:

We will work towards increasing the representation of women in local government, both as elected members and senior managers and professionals.

We will undertake ongoing reviews of policies and practices to remove barriers to women?s participation and to engender safe, supportive working and decision-making environments that encourage and value a wide range of views.

3.?????? Nominated Project

To deliver an effective program that encourages the participation of women across the organisation, including Councillors, the specific issues and barriers need to be understood.? Our nominated project is therefore a Forum for women in the organisation, similar to Council?s very successful Workforce Forums, to identify issues and brainstorm strategies for addressing the current gender inequity.? Ideas and actions from the Forum will form the basis of an Action Plan that has been developed by and for those who will participate in its successes.? This program will provide a springboard into the application for a Silver Award.

4.?????? Champion

The General Manager will be nominated as the Gender Equity Champion, to ensure that there is organisational-wide understanding of, and commitment to, this initiative and the actions that emerge from the Forum.

Conclusion

As a leading Regional City Council, we must continue to demonstrate our commitment to equity and good governance.? The Women?s Forum will identify the issues and actions needed to develop a targeted Action Plan and, as Gender Equity Champion, the General Manager will direct its successful implementation throughout the organisation.

This awards and accreditation program provides us with an opportunity to demonstrate our commitment through a transparent national program.? The Bronze Award application will be submitted before the closing date of 17 September 2010, based on the information in tonight?s report.

RECOMMENDATION

That:

1.???? The information contained in the report on 50:50 Vision - Councils for Gender Equity be received

2.???? Council endorse a statement of commitment as follows:

We will work towards increasing the representation of women in local government, both as elected members and senior managers and professionals.

ATTACHMENTS/APPENDICES

There are no attachments for this report. ?

*Policy Review Committee Meeting*	*13 September 2010*
*Appendix 1 - Summary of Investments*

*Policy Review Committee Meeting*	*13 September 2010*
*Appendix 1 - Waterside - Stockland Submission*

*Policy Review Committee Meeting*	*13 September 2010*
*Appendix 1 - PBA Covering letter*

*Policy Review Committee Meeting*	*13 September 2010*
*Attachment 1 - Penrith City Centre Association Business Plan*

*Policy Review Committee Meeting*	*13 September 2010*
*Attachment 2 - St Marys Annual Report*