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 22 AUGUST 2011 AT 7:40PM

Prior to the commencement of the Policy Review Committee meeting, the General Manager advised that the Deputy Mayor, Councillor Jim Aitken had tendered his apology for tonight?s meeting and therefore Council would need to nominate a Councillor to Chair the meeting.?

PRC 42? RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Kaylene Allison that Councillor John Thain Chair the Policy Review Committee Meeting of 22 August 2011.

PRESENT

Councillor John Thain, Councillors Kevin Crameri OAM, Kaylene Allison, Greg Davies (Arrived 7:43pm), Mark Davies, Ben Goldfinch, Jackie Greenow, Prue Guillaume, Marko Malkoc, Karen McKeown (Arrived 7:46pm) and Kath Presdee.

LEAVE OF ABSENCE

Leave of Absence was previously granted to Councillor Ross Fowler OAM for the period 19 August 2011 to 4 September 2011 inclusive.

PRC 43? RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Ben Goldfinch that Leave of Absence be granted to Councillor Robert Ardill for the period 22 August 2011 to 24 August 2011 inclusive.

APOLOGIES

PRC 44? RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Marko Malkoc that an apology be received from the Deputy Mayor, Councillor Jim Aitken OAM and Councillor Tanya Davies.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 1 August 2011

PRC 45? RESOLVED on the MOTION of Councillor Marko Malkoc seconded Councillor Mark Davies that the minutes of the Policy Review Committee Meeting of 1 August 2011 be confirmed.

DECLARATIONS OF INTEREST

NIL

DELIVERY PROGRAM REPORTS

A LIVEABLE CITY

Procedural Motion

PRC 46? RESOLVED on the MOTION of Councillor Kath Presdee seconded Councillor Marko Malkoc that Item 5 ? Proposed Development of Andrews Road Baseball Facility be dealt with first.

5??????? Proposed Development of Andrews Road Baseball Facility

Councillor Greg Davies left the meeting, the time being 7:44pm.

Councillor Greg Davies returned to the meeting, the time being 7:45pm.

A MOTION was moved by Councillor Jackie Greenow seconded Councillor Marko Malkoc that the information contained in the report on Proposed Development of Andrews Road Baseball Facility be received.

An AMENDMENT was moved by Councillor Ben Goldfinch seconded by Councillor Kath Presdee

That:

1.??????????????? The information contained in the report on Proposed Development of?? ????????? Andrews Road Baseball Facility be received.

?????????????????? 2.?????? Funding for the proposed works be provided equally from all three ward ???????????????????????? voted works.

Councillor Greg Davies foreshadowed a further AMENDMENT

That:

1.??????????????? The information contained in the report on Proposed Development of?? ????????? Andrews Road Baseball Facility be received.

?????????????????? 2.?????? Council guarantee funding to Penrith Baseball Club and a further urgent ?????? ?????????????????? report be brought to the next Ordinary Council meeting discussing the most ????????????????????? appropriate method of funding.

The Chairperson deferred consideration of the item to allow Council Officers to discuss options with a representative of the Penrith Baseball Club.

A Leading City

1??????? Penrith City Council Community Survey 2011

Councillor Karen McKeown left the meeting, the time being 8:11pm.

Councillor Karen McKeown returned to the meeting, the time being 8:16pm.

Councillor Mark Davies left the meeting, the time being 8:36pm.

Councillor Mark Davies returned to the meeting, the time being 8:38pm.

Councillor Greg Davies left the meeting, the time being 8:44pm.

Councillor Greg Davies returned to the meeting, the time being 8:54pm.

Management Planning Co-ordinator, Ken Lim introduced the report and invited Simon Pomfret from IRIS Research who gave a presentation on the results of the Penrith City Council Community Survey 2011.

PRC47? RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Mark Davies that the information contained in the report on Penrith City Council Community Survey 2011 be received.

After a deferment for consideration of Item 5, it was then reconsidered.

5??????? Proposed Development of Andrews Road Baseball Facility

PRC 48? As previously foreshadowed, a further AMENDMENT was moved by Councillor Greg Davies seconded by Marko Malkoc

That:

1.??????????????? The information contained in the report on Proposed Development of?? ????????? Andrews Road Baseball Facility be received.

?????????????????? 2.?????? Council guarantee funding to Penrith Baseball Club and a further urgent ????????????????????????? report be brought to the next Council meeting discussing the most ???????????????????????????????????? appropriate method for this funding.

The mover and seconder of the original AMENDMENT agreed to the further AMENDMENT and withdrew their amendment.

The further AMENDMENT became the SUBSTANTIVE MOTION.

The MOTION was PUT.

The MOTION was carried.

2??????? National Growth Areas Alliance Status Report

Director, Craig Butler introduced the report and provided a brief overview on the National Growth Areas Alliance.

?????????

PRC 49? RESOLVED on the MOTION of Councillor Marko Malkoc seconded Councillor Ben Goldfinch

That:

1.???? The information contained in the report on National Growth Areas Alliance Status Report be received

2.???? Council continue to brief local Members of Parliament about the outcomes NGAA is seeking and request their support.

A Green City

3??????? Draft Water Efficiency Plan ????????????????????????????????????????????????????????????????????????????????????????????

PRC50? RESOLVED on the MOTION of Councillor Karen McKeown seconded Councillor Greg Davies

That:

1.???? The information contained in the report on Draft Water Efficiency Plan be received.

2.???? The draft Water Efficiency Plan be adopted.

3.???? Council?s Sustainability and Planning Manager be authorised to make any minor changes to the Plan if required by the NSW Office of Environment and Heritage.

A Liveable City

4??????? Parks and Leisure Association Conference?????????????????????????????????????????????????????????????????????

PRC51? RESOLVED on the MOTION of Councillor Kevin Crameri OAM seconded Councillor Prue Guillaume that the information contained in the report on Parks and Leisure Association Conference be received.

There being no further business the Chairperson declared the meeting closed the time being 9:13pm.

????

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A Leading City

Draft Policy on the Payment of Expenses and Provision of Facilities to Mayor, Deputy Mayor and Councillors???

Compiled by:?????????????? Adam Beggs, Governance Officer

Authorised by:??????????? Glenn Schuil, Senior Governance Officer ??

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

Section 252 of the Local Government Act 1993 (the Act) requires Council to adopt a Policy on the payment of expenses and provision of facilities to the Mayor, Deputy Mayor and Councillors (252 Policy), within 5 months of the end of each financial year.? Section 253 of the Act requires that the Council must give at least 28 days? public notice of its intention to adopt or amend the policy, unless it is of the opinion that the proposed amendment (s) are not substantial.? Council must comply with these provisions of the Act each year, even if it proposes to adopt a Policy that is the same as its existing Policy, or if the proposed amendments are not substantial.

Council reviews the Policy based on guidelines and circulars issued by the Division of Local Government (DLG) and others areas that officers deem appropriate. The changes that have been made are provided in Attachment 1 and are highlighted as follows:

1.?? Existing policy largely consistent with previous guidelines are in normal text

2.?? Proposed deletions are in bold and underlined text

3.?? Proposed additions are in bold and italicised text

The report highlights the proposed changes that have been made in response to the information provided by the DLG. The review of the policy this year has only resulted in a small number of proposed amendments. The majority of changes to the policy relate to updating of figures, costs and refinement of text. The most significant change to the policy is implementing the DLG recommendation of setting specific limits for expenses. To this end a table is now included at the end of the policy which sets these limits.

This report recommends that Council?s current Policy be amended to ensure that it is? consistent with the Guidelines issued by the DLG, and that the amended Policy is advertised for 28 days in accordance with the Act notifying the public of the Council?s intention to adopt the amended Policy.

Council officers will review the draft Policy again after the notification period has concluded, and submit any feedback or substantial changes which may occur back to a Council meeting in November before submitting the policy with the DLG by the due date.

Current Situation

Council is required to adopt its Policy on the Payment of Expenses and Provision of Facilities to Mayor, Deputy Mayor and Councillors by 30 November 2011.

The Act provides that the Director General of the DLG may issue Guidelines in relation to the review and adoption of Council?s Section 252 Policy. Advice has been received from the DLG that Council?s current policy is a good policy which is largely consistent with the legislation and guidelines. Two particular areas that were highlighted by the DLG for improvement were the setting of specific limits and the provision for a dispute resolution process. Both of these elements are incorporated in the amended policy.

The Guidelines and the advice from the DLG have been examined to identify how they may affect Council?s current policy.? A draft Policy that complies with the Guidelines and the DLG advice can be found in Attachment 1 to tonight?s business paper.? The provisions of Council?s existing 252 Policy were already largely consistent with the Guidelines and are provided in normal text, proposed deletions are bold and underlined, and proposed additions are in bold and italics. The proposed changes are not seen to be major additions to the existing Policy. Some of the more significant changes are outlined below, the remainder are highlighted in the attachment but are considered minor. ?

Changes made as a direct result of DLG guidelines

???? Setting of specific expense limits (comparable to other similar sized councils or in accordance with mid range tax determinations)

???? A dispute resolution process in regards to the policy

Furthermore there were several other issues which were raised for consideration by Council?s staff to ensure the Policy remains contemporary. The following points highlight the changes proposed:

???? Clarification of costs pertaining to reimbursement of legal expenses

???? A statement inserted advising Councillors to contact Information Technology Staff before any overseas travel regarding the cost of mobile telephones

???? Process concerning cab charge cards

???? Clauses inserted to Councillor Fees section, concerning payment of fees should the Mayor or Deputy Mayor not be able to undertake their roles for a period of time.

Next Steps

Should Council resolve to adopt the Draft policy it will be placed on public exhibition for 28 days. At the conclusion of this exhibition period, any submission received will be examined and a report will be submitted to the Council?s Ordinary Meeting on 21 November 2011. Any costs subject to inflation in the draft Policy will be increased inline with the 30 September 2011 CPI increase and incorporated into the Draft Policy advertised.

Conclusion

The Council?s 252 Policy must be reviewed within 5 months of the end of each financial year. Given that Council must give at least 28 days? public notice of its intention to adopt or amend its Policy, it is considered prudent that Council approves the draft policy, and then a 28-day public exhibition period will commence.

RECOMMENDATION

That:

1.???? The information contained in the report on Draft Policy on the Payment of Expenses and Provision of Facilities to Mayor, Deputy Mayor and Councillors be received

2.???? Council advertise for 28 days a public notice of its intention to adopt the amended Policy on the Payment of Expenses and Provision of Facilities to Mayor, Deputy Mayor and Councillors.

ATTACHMENTS/APPENDICES

1. View

Draft Policy on the payment of expenses and provision of facilities to the Mayor, Deputy Mayor and Councillors

21 Pages

Attachment

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A Leading City

Insurance Bonds???

Compiled by:?????????????? Andrew Moore, Financial Services Manager

Authorised by:??????????? Vicki O?Kelly, Group Manager - Finance ??

Objective	We demonstrate accountability, transparency and ethical conduct
Community Outcome	A Council that manages its finances, services and assets effectively (4)
Strategic Response	Deliver services for the City and its communities, and maintain our long term financial sustainability (4.1)

???????

Executive Summary

Council is in receipt of a request to accept an Insurance Bond in lieu of a Bank Guarantee from a developer with the Glenmore Park Stage 2 Release Area.? All Council?s current Developer Contributions Plans and Voluntary Planning Agreements detail that security to be provided for outstanding works would take the form of either a cash bond or a suitable bank guarantee.? Following the Global Financial Crisis the climate has changed in terms of the type of bonds and surety that are available as they provide very different cost and reporting implications for the contractors involved.

There are a number of differences between an Insurance Bond and a Bank Guarantee and these are detailed on the next page however Insurance Bonds provide a similar level of protection to Council as Bank Guarantees with the main distinguishing feature being the credit risk of the organisation issuing the Insurance Bond.? Currently all four major banks within Australia have very strong Credit Ratings of AA issued by Standard & Poors and acceptance of Bank Guarantees from these Financial Institutions pose very little credit risk with the rating asserting that the subject has a ?Very strong capacity to meet financial commitments?.

It is suggested to mitigate exposure from Insurance Bonds that acceptance of Insurance Bonds is restricted to those issued by Financial Institutions with a minimum Standard & Poors Credit Rating of A+ (with a Positive or Stable Outlook), restricting the value to which an Insurance Bond can provide surety and that the bond is approved by the Australian Prudential Regulation Authority (APRA).?

This report recommends that Council authorise the interpretation and acceptance of Insurance Bonds, approved by APRA, from Financial Institutions with a Standard & Poors local long term credit rating of A+ (with a Positive or Stable Outlook) or greater to the limit of $1.5m as a suitable bank guarantee or an appropriate form of Surety for outstanding works and associated maintenance periods for works completed in accordance with Council?s Development Contribution Plans and Voluntary Planning Agreements.

Background

Council?s current Developer Contributions Plans and Voluntary Planning Agreements allow for the acceptance of suitable bank guarantees and cash bonds for security over any outstanding works, contributions or maintenance requirements of Developers in fulfilling their obligations.? An alternative form of security available is the provision of Insurance Bonds.?

Council Officers have received a request from a developer in Glenmore Park Stage 2 to accept an Insurance Bond in lieu of a Bank Guarantee.

Current situation

An Insurance Bond or Surety Bond is a form of security issued by Financial Institutions, generally Insurance Companies, and protects the principal, in this case Council, from any default on the obligations of the contractor (developer) set out by the Contract.? An Insurance Bond could be issued to cover the obligations of developers arising from Development Contributions Plans and Voluntary Planning Agreements.

An Insurance Bond will provide Council with a similar level of security as a Bank Guarantee however the following differences are noted:

-???? Bank Guarantees issued to Penrith City Council have traditionally been provided by the four major banks that all hold Standard & Poors credit ratings of AA.? Insurance Bonds if accepted by Council may be issued by Financial Institutions with lower credit ratings, increasing the credit risk being accepted by Council.

-???? Bank Guarantees, once called upon, provide direct payment of the amount specified in the Bank Guarantee.? An Insurance Bond would firstly provide the issuer the option to undertake the outstanding obligations of the developer under the contract themselves or then pay out the insured sum.? While both forms of security will ensure that the obligations are fulfilled the Insurance Bond may be more cumbersome and less timely in its resolution to default by a developer.

-???? Insurance Bonds are issued for a maximum period of five years.? It is proposed that the acceptance of an Insurance Bond would necessitate a further contract with the Developer that would require a replacement Insurance Bond to be provided three months prior to the expiration of the Insurance Bond if all obligations had not been met.? Failure to provide the replacement Insurance Bond will trigger Council calling on the Insurance Bond with the developer deemed to be in default of the contract.

Acceptance of Insurance Bonds will allow Developers to access substantially cheaper security.? In addition Insurance Bonds are assessed against the Developer?s capacity to fulfil the obligations of the contract and do not require tangible assets to be held as security. Given the changed climate in financial markets and the expected increase in development activity throughout the City it is anticipated that further requests to accept Insurance Bonds will be received from Developers in the future.

Proposed parameters for acceptance of Insurance Bonds

It is proposed that Council place limitation on Insurance Bonds accepted in relation to obligations under Development Contribution Plans and Voluntary Planning Agreements.? These limitations are chiefly designed to mitigate the increased credit risk associated with accepting an Insurance Bond in lieu of a Bank Guarantee issued by one of the major Banks.

Standard & Poors, an internationally recognised Credit Rating Agency have issued a Long Term Local Credit Rating of AA to each of the four major Australian Banks.? This rating provides that in Standard & Poors opinion that they have a ?Very strong capacity to pay?.? It is proposed that the credit risk associated with accepting Insurance Bonds from other Financial Institution be in part mitigated by limiting the acceptance to issuers with a Standard & Poors Long Term Local Credit Rating of A+ (with a Positive or Stable Outlook). The increase in the credit risk by reducing the credit rating from AA to A+, allowing a number of major insurance companies to issue insurance bonds, represents a marginal increase in the credit risk exposure to Council. A credit rating of A is Standard & Poors opinion that the issuer has a ?Strong capacity to meet financial commitments, but somewhat susceptible to adverse economic conditions and changes in circumstances?.? The Credit Rating of the Issuer of any Insurance Bond accepted by Council will be reviewed annually. Any downgrading of the Issuers rating below the accepted rating detailed in this report will require that alternative complying security be immediately provided by the Developer.

It is further proposed that the Insurance Bond issued by an appropriately rated Financial Institution is also approved by APRA and that the maximum value of the bonds provided by a single developer be capped to $1.5m.

Senior Legal Officer?s Comment

An Insurance Bond carries almost the same level of security as a bank guarantee. The level of security is dependant on the credit risk of the institution providing the Insurance Bond. Therefore, if you are satisfied with the credit rating of the institution then the level of security provided by that institution will have the same benefit as a bank guarantee.

If the developer defaults on its obligations and the security is called upon by the Council, then the Surety will have the option to either pay the funds or fulfil the legal obligations of the developer themselves. This is the major distinguishing feature of the Insurance Bond compared to a Bank Guarantee.

An Insurance Bond does not present a major obstacle to the Developer unlike a bank guarantee. The developer needs to have tangible security available to be able to obtain a bank guarantee whereas the Surety assesses the developer?s ability to fulfil its contractual performance obligations as a key underwriting element. Thus, the Surety will normally support the obligations of the developer without tangible security. This allows the contractor to free up funds or reduce debt subject to the company meeting underwriting criteria. By comparison, financial institutions place more emphasis on assessing the value of the collateral/tangible security to support guarantee facilities.

Conclusion

To enable Council to adapt to the changing climate for which the City?s developers are now operating in post the Global Financial Crisis and ensure that the City continues to grow, it is recommended that Council authorise the interpretation and acceptance of Insurance Bonds, approved by APRA, from Financial Institutions with a Standard & Poors local long term credit rating of A+ (with a Positive or Stable Outlook) or greater to the limit of $1.5m as a suitable bank guarantee or an appropriate form of Surety for outstanding works and associated maintenance periods for works completed in accordance with Council?s current Development Contribution Plans and Voluntary Planning Agreements as outlined in the report.

RECOMMENDATION

That:

1.???? The information contained in the report on Insurance Bonds be received

2.???? Council authorise the interpretation and acceptance of Insurance Bonds, approved by APRA, from Financial Institutions with a Standard & Poors local long term credit rating of A+ (with a Positive or Stable Outlook) or greater to the limit of $1.5m as a suitable bank guarantee or an appropriate form of Surety for outstanding works and associated maintenance periods for works completed in accordance with Council?s current Development Contribution Plans and Voluntary Planning Agreements.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A City of Opportunities

Wentworth Community Housing and Project 40???

Compiled by:?????????????? Vesna Kapetanovic, Community Projects Officer?

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

Requested By:???????????? Councillor John Thain

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:????????? Nick Sabel, Executive Officer, Wentworth Community Housing

??????????????????????????? Stephanie Brennan, Community Services Manager, Wentworth Community Housing

Executive Summary

Wentworth Community Housing (Wentworth) is a not for profit community housing provider that operates across the Penrith, Blacktown, Hawkesbury and the Blue Mountains Local Government Areas. Wentworth is committed to delivering high quality, professional housing services to their tenants and applicants and is a recognised leader in developing community housing initiatives. Wentworth is one of a number of community housing providers across NSW.

Wentworth is the lead agency of the Project 40 Supportive Housing Service, which targets chronically homeless and highly vulnerable people in the Blacktown, Penrith, Blue Mountains and Hawkesbury Local Government Areas. Project 40 is based on the innovative Housing First model of service delivery that aims to end chronic homelessness through providing a home first and then connecting people with appropriate services for as long as necessary.

Background

Wentworth Community Housing (Wentworth) is a provider of community housing in the outer-western Sydney local government areas of Penrith, Blacktown, Hawkesbury and the Blue Mountains. Wentworth supplies rental properties and housing services to people on low to moderate incomes and to people who are homeless. Properties are owned by the NSW Government or rented from private owners with government funding.

Wentworth has grown substantially in recent years to become one of the largest community housing providers in NSW. Between 2005 ? 2011, Wentworth?s property portfolio under management has expanded from 575 homes to nearly 2,000, with an annual operating budget of more than $20 million. In addition to providing enhanced housing options, this growth has attracted significant investment to outer Western Sydney including Penrith City through supporting local businesses and employment.

Housing Affordability and Housing Stress

The provision of affordable housing is one of the biggest challenges facing many local areas across Australia. The Penrith Local Government Area is categorised by the NSW Government as a high need area for affordable housing.

Using 2009 Centrelink data, Housing NSW has calculated what proportion of people on low incomes in the private rental market and in receipt of Commonwealth Rent Assistance are paying more than 30% of their income as an indicator of housing stress.? Penrith has 8,814 residents receiving Commonwealth Rent Assistance (CRA) and 38% are in housing stress.? This represents an increase in both the number in receipt of CRA and the proportion in stress since 2006.? Single person households form by far the largest number and proportion of households in housing stress in Penrith, comprising 58% of all those in 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.? This is impacting on older renters as well, (with 14% in receipt of the Aged Pension and a further 18% with a disability) at a time when it is important for them to remain close to social and support networks, as well as a range of services.

From the 2006 Census, 48% (or 3,841 households) of all low and moderate income households renting in the private rental market in Penrith are in housing stress.? Low income households are those whose income is under 80% of the median household income ($1,147). Moderate income households are those whose income is between 80% and 120% of the median household income ($1,147). While the Penrith figure of 48% is below the average of 56% across the Greater Metropolitan Region (GMR), it is increasing (and it is increasing at a much faster rate than the average for the GMR).?

Also from the 2006 Census, the proportion of low and moderate income households in Penrith who are purchasing and are in housing stress is 59% (5,125 households).? This is an increase of 22.5% from the 2001 Census.? Penrith has a slightly lower proportion of low and moderate income households purchasing and in housing stress than the average for Sydney (61%) but the number in stress is increasing at a faster rate.

A shortage of affordable housing has adverse impacts on both the individual household and the community as a lack of affordable housing puts more households at risk of homelessness, over-crowding or poor housing quality.

Wentworth is aiming to increase the overall supply of local affordable housing and is growing its affordable housing portfolio to over 200 properties in the next 2 years.

Wentworth manages properties constructed through Blue CHP and other developers and also plans to construct and acquire its own properties through National Rental Affordability Scheme (NRAS) projects in the near future. Wentworth also works with other not for profit companies such as the National Housing Company to manage affordable housing complexes purchased under NRAS.

Profile

Wentworth is a not for profit company and has deductible gift recipient status for income tax purposes. As a public benevolent institution and registered charity, Wentworth is exempt from a range of taxes including income tax, payroll tax and fringe benefits tax (to a capped maximum) and a number of state duties such as stamp duty. These exemptions enable Wentworth to be more competitive in attracting staff to the Company as well as providing significant advantages when Wentworth commences a program of property acquisition and development in the coming year.

The work of 55 staff in three offices (Penrith, Katoomba and Windsor) is overseen by a Chief Executive Officer and a senior management team with business units covering Housing, Community Services, Assets and Finance & Corporate Services.

Funding is provided by the NSW Department of Family and Community Services (Housing NSW; Community Services; Ageing, Disability and Home Care) as well as philanthropic organisations.

Wentworth is accredited for three years against National Community Housing Standards (last awarded in September 2010) and has a Class 2 Registration with the NSW Registrar of Community Housing (2011). This grade is the highest grade Wentworth can attain based on current operating capacity and indicates that the company is able to demonstrate high quality performance in service delivery, governance and financial management.

Wentworth has delivered property and tenancy management services in outer Western Sydney for over 20 years. These services are summarised below.

Property management

Diverse portfolio management including upgrades and repairs of:

???? Individual cottages and larger complexes of units

???? Dwellings in Estates (Cranebrook and Mt Druitt)

???? Dwellings in areas (South Windsor and Riverstone) with a significant proportion of social housing.

Helping people

Support is delivered to sustainable tenancies which encourage people to participate in their communities. Specialist staff deliver homelessness services and complex tenancy management for high-needs residents with projects such as Nurreen and Project 40.

Nurreen works with women and children in the Hawkesbury who are escaping domestic violence and at risk of homelessness. Services include short-term accommodation, advocacy, referral and help with living skills.

Wentworth is the lead agency for Project 40 supportive housing, a collaboration of more than 80 organisations that houses people who are chronically homeless. This new project is showing strong results with high tenant retention rates. Project 40 represents a new approach to responding to homelessness which is cost-effective ? the principle being that a stable, healthy tenant costs significantly less than providing crisis accommodation, emergency health and/or psychiatric care.

Property development

Wentworth?s partnership with the affordable housing development company Blue CHP has facilitated the development and purchase of properties for affordable housing, particularly through Wentworth?s success in recent NRAS tenders. Further information on Blue CHP is provided below.

Community partnerships

Extensive regional partnerships support Wentworth to deliver more than 140 units of supported housing and related community development projects. Partners include charities, the community sector and local and state government agencies.

Awards and Achievements

The NSW Federation for Housing Associations holds the NSW Awards for Excellence in Community Housing every two years to recognise the achievements of the community housing sector and to encourage excellence. Wentworth received 2 awards at the 2010 awards:

???? Excellence in Partnerships for? Project 40 Supportive Housing Service

???? Highly Commended - Overall Excellence in Community Housing.

Blue CHP Limited

Wentworth is a member of Blue CHP Limited which was established in 2008 as a consortium with four other housing associations (Argyle Community Housing Ltd, Hume Community Housing Association Co Ltd, Southern Cross Community Housing, and The Women?s Housing Company) for the purpose of the development of housing projects and opportunities.

Blue CHP was established to take advantage of the significant changes taking place in the Affordable Housing sector. It has developed significant expertise in the National Rental Affordability Scheme (NRAS), i.e. applications and usage, raising debt and other capital to take advantage of new forms of stimulus and more market-based development projects

As professional property finance and asset portfolio development community housing managers, Blue CHP members utilise new and innovative strategies to increase the supply, sustainability and profitability of the various types of affordable housing. Blue CHP encourages strong partnerships with property institutions, lenders, government, investors and other community organisations to reach their goals through mutually beneficial endeavours. Blue CHP aims to improve the sustainability of community housing within financial, social and environmental contexts.

Federal and State Policy and Regulatory Context

???? Planning for the Future, a five-year community housing strategy developed in 2007 by Housing NSW and endorsed by the NSW government, establishes a target for community housing growth from 15,000 to 30,000 properties statewide.

???? Growth for community housing will largely occur through property transfers from public to community housing management; management of new housing delivered by Housing NSW largely as a result of the Nation Building and Economic Stimulus Plan (NBESP); and through affordable housing initiatives such as the National Rental Affordability Scheme (NRAS) which provides a government cash incentive per property for 10 years to assist the development of up to 50,000 new affordable housing dwellings nationally.

???? The main benefits to the growth of the community housing sector are the reduced costs to government of delivering social housing; the community housing sector?s capacity to leverage private investment to grow affordable and social housing; and the social benefits offered by community housing in terms of housing management and strengthening local communities.

???? In NSW, community housing providers must be registered to receive assistance from Housing NSW. Registration involves an annual assessment against performance outcomes defined in the regulatory code and Housing Act (2001).

Housing Pathways

Wentworth is also a partner under the new Housing Pathways system. The Housing Pathways system streamlines the social housing application process through the establishment of a common application form and one housing register. Social housing applicants were previously required to complete a 10 page form with Housing NSW and then undertake similar processes with several community housing providers.

Social Housing Partnerships

A few examples of Wentworth?s social housing partnerships are summarised below.

???? Nurreen Women?s Accommodation and Support Services is auspiced by Wentworth and provides a range of housing and support services to women and children in the Hawkesbury who are homeless or at risk of homelessness. Services are available to all women living, working or studying in the Hawkesbury.

???? Wentworth?s Housing Resource Worker provides information, referral, advocacy and case management to eligible clients, relating to housing and homelessness issues. The service covers the Penrith, Blue Mountains and Hawkesbury Local Government Areas (LGAs).

???? Two Aboriginal Specialist Workers are employed by Wentworth to work with the Aboriginal community to improve access to housing and to facilitate partnerships with the Aboriginal community that respond to homelessness and overcome social exclusion and disadvantage.

The Nepean-Blacktown Regional Taskforce on Homelessness

Wentworth is the Convenor of the Nepean-Blacktown Regional Taskforce on Homelessness. This Taskforce was established in October 2009 to provide a forum for Federal, State and Local Government (Penrith, Blue Mountains, Hawkesbury and Blacktown Councils), the community sector and corporate sector to develop and implement strategies and initiatives to solve, rather than manage homelessness.

Penrith Council became a signatory to the Memorandum of Understanding for the Regional Taskforce on Homelessness in September 2009 and Councillor Karen McKeown is Council?s representative on this Taskforce.

Recent activities of the Taskforce include the inaugural regional Street Count of rough sleepers, homelessness outreach service hubs and the development of a regional service resource card to support information provision to people experiencing homelessness.

Upcoming activities include the regional homelessness research project partnership with the University of Western Sydney, community consultations regarding the development of the 10 year plan to end homelessness and training seminars delivered on the Vulnerability Index survey tool.?

Project 40

Project 40 is based on the innovative Housing First model of service delivery that aims to end chronic homelessness through providing a home first and then connecting people with appropriate services for as long as necessary. The Housing First model has reduced chronic homelessness as it challenges the conventional thought that homeless people need a progression of services starting with shelter or treatment, and must first somehow prove their readiness for housing. International evidence demonstrates that people who are homeless have a greater chance of success when they have a home before anything else.

The outcomes of the Housing First model are wide reaching and include the following:

?????? Effective care for the most vulnerable homeless

?????? Removing pressure and demand from emergency systems

?????? Redirecting public and community resources to be spent on services that prevent homelessness and shorten peoples? experience of homelessness

?????? Offering effective housing and support services to a wider group of non-chronically homeless people out of the savings achieved.

The Project 40 Supportive Housing service is funded under the NSW Homelessness Action Plan, a reform initiative which is aimed at improving the sector?s response to homelessness through the integration of the work of a range of stakeholders? efforts. Commonwealth and State Government provide joint funding of reform projects for 3 years with the State Government responsible for contract management and strategic oversight.

Project 40 is a unique collaboration of more than 80 services working to end homelessness. Members include youth and adult homelessness services, churches and charities, government agencies, support services (family, women, disability, Aboriginal), Councils, and housing and employment agencies.

Project 40 will deliver 60 permanent supportive houses for the chronically homeless by 2013, with approximately 15 supportive housing packages being located in the Penrith LGA. At least 30% of these will be for Aboriginal people, 25% designated for rough sleepers and the remainder for vulnerable families and children.

Project 40 initiatives include:

???? Assertive outreach

Workers visit rough sleepers on their home turf ? a squat, a cafe or a park ? to encourage engagement with local services. This flexible approach has proved effective in reaching people who are isolated from the mainstream.

???? Homelessness outreach hubs

Regular one-stop-shops link rough sleepers with housing, health and Centrelink services, and offer hot food, medical checks and personal services such as hair cuts. Hubs are centrally located, often in churches or public halls, and can be the first step in applying for a permanent home.

???? Community outreach hubs

Similar to homeless outreach hubs but for other groups such as families who are at risk of being homeless.

???? Peer support

Help and advice from former street sleepers who are trained to work as advocates and educators under Wentworth?s CHA CHEE program (Consumer Advocacy, Empowerment & Education).

???? Prevention and rapid rehousing

For people with good tenancy records who are temporarily homeless, short-term accommodation and support is followed by rapid re-housing, including brokerage to resolve their recent housing crisis. This new approach represents an alternative to the State Government?s Temporary Accommodation program and is being piloted by Wentworth in partnership with community stakeholders.

???? Integrated service hubs for women affected by violence

Crisis accommodation, transitional housing with day programs, permanent supportive housing and affordable housing. Support includes rehabilitation and employment training.

???? Assertive community treatment teams

Intensive support from clinicians, case workers, peer specialists, health providers, employment providers and cultural specialists to help Project 40 tenants sustain their tenancies. Many services are provided in the tenant?s home, neighbourhood or workplace. Tenants set goals that will lead to meaningful community participation and reduce isolation.

Challenges

Wentworth and other community housing providers in coming years face a number of challenges including policy challenges. These include:

???? Continuing to make a contribution to meet the increasing demand for affordable and supportive accommodation through innovative partnerships;

???? There is action underway to work to develop a National Regulatory code to promote prudential supervision and regulation of housing providers across Australia with the aim to assist providers grow across jurisdictions, ensure tenants are protected and assist the sector to attract private investment;

???? Transfer of title is seen as a key driver for the sector to support future growth (affordable and community housing) utilising the sector?s capacity to leverage the asset base (enter into debt financing) and charity status to create more cost effective social and affordable housing.

Conclusion

Wentworth Community Housing (Wentworth) is a recognised leader in delivering high quality, professional housing services to their tenants and applicants. Wentworth is a great asset to Penrith City and the region as a leading community housing organisation that works with government agencies, community partners and local government to deliver a range of housing options that respond to the diverse needs of residents experiencing significant housing stress and challenges, including homelessness.?

RECOMMENDATION

That the information contained in the report on Wentworth Community Housing and Project 40 be received.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A City of Opportunities

Penrith Business Alliance (PBA) Limited 2011-2012 Business Plan???

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

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

Requested By:???????????? Councillor John Thain

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, Chairman, Penrith Business Alliance Limited ?2011-2012 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 funded by Council to meet this challenge for the City.

The PBA Business Plans focus on the strategic imperatives required to attract investment and employment opportunities, and promote the growth of Penrith as a Regional City.? The Plans identify specific actions to achieve the strategic imperatives.? This report overviews the PBA?s key achievements over the past 12 months, and recommends that Council agree to the 2011-2012 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 present the Alliance?s 2011-2012 Business Plan.? Dr Paul Wakefield and Ben Artup will also be in attendance.? The Chairman will also brief Councillors on the status of the Penrith Health and Education Precinct, a significant project that builds upon the employment opportunities in the City.

A copy of the PBA?s 2011-2012 Business Plan, and the draft Financial Report (prepared by PBA?s auditor) for the 2010-2011 financial year, are attached for the information of Councillors.? The draft Financial Report will be presented for adoption to the PBA Board on 25 October 2011.? The covering letter from the PBA, requesting funding in accordance with the Deed of Agreement, is appended to this report.

Background

In July 2007, Council established a Councillor Working Party to undertake a review of options available to Council to deliver citywide economic development and employment services.? The review examined the roles and functions of Council?s Economic Development Department and the Penrith Valley Economic Development Corporation (PVEDC).? The PVEDC and the Centre Associations participated in the review.? The Working Party was supported by Council?s Internal Auditor and advised by Associate Professor John Gray, Director of Engagement at the University of Western Sydney, to support the research role with a focus on how economic development is practised internationally.

The Working Party assessed the key attributes of a number of local and international economic development models, and examined both in-house and external models, including an example of an outsourced model adopted by Wagga Wagga City Council.? The Working Party consulted extensively with local economic partners, as well as a range of external partners, such as the (then) Department of State and Regional Development, and received strong support for the review process.

The Working Party noted the independent advice provided by Associate Professor John Gray that local economic and social conditions and challenges often determined the model most appropriate for communities that wished to engage in economic development.? It was recognised at the outset that the key challenge facing Penrith was job creation and that this objective would be best served by creating a single external entity that combined the functions of the PVEDC and Council?s Economic Development Department.

The Working Party also noted that for the entity to be successful in delivering jobs outcomes it must have the guidance and contribution of our business leaders, who are better attuned to market conditions and the investment climate, and can bring contemporary knowledge and experience to Council?s leadership role in economic development.

The entity that was established in 2009, following this review, is the Penrith Business Alliance.? The PBA 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 Craig Butler, Director.

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.

In this current financial year (2011-2012), the first two items total $542,626 (excluding GST).? During 2011-2012, an employment contribution of $210,053 is also expected from developers through the Glenmore Park Stage 2 Voluntary Planning Agreement (VPA).

The Deed of Agreement broadly outlines the ?deliverables? the PBA is funded to achieve, with a particular focus on the creation of 40,000 jobs by 2031.? The Deed, between Council and the PBA, requires submission to and agreement by Council to the PBA?s annual Business Plan.? The Deed makes provision for half of the funding ($271,313) to be paid when Council endorses the Business Plan, with the balance paid in 6 months.

The Deed of Agreement also requires the PBA to report its performance against the annual Business Plan to be reported to Council, to support its request for funding.

Performance in 2010-2011

The Deed of Agreement with Council requires the PBA to prepare an annual 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 2010-2011 Business Plan focused on initiating the findings of the four key studies undertaken on behalf of the PBA, and targeted the five specific activities:

1.??? Implementing the Penrith Business Development and Relocation Program

2.??? Finalising the Penrith Health and Education Precinct Strategic Vision

3.??? Preparing the Penrith CBD Optimisation Plan

4.??? Completing the Penrith Valley Economic Corridor Report, and

5.??? Conducting marketing, public relations, enterprise development, international engagement, and partnership development activities.

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

The CEO of the PBA, Bijai Kumar, has advised that objectives of the 2010-2011 Business Plan have been largely achieved.? The key outcomes are discussed under each focus area in the attached PBA report.? In summary, the PBA?s key achievements for 2010-2011 are:

Specific Activities 2010-2011	Status	CEO Comments
1.? Implementing the Penrith Business Development and Relocation Program	?	The PBA?s Business Development and Relocation Program was completed, and is now used widely by all commercial real estate agents for promoting Penrith.? The study drove the subsequent development of marketing material ?Driving Sydney?s Growth?, which identified Penrith?s competitive strengths and investment opportunities in the health and wellbeing, advanced manufacturing, transport and logistics, and professional services sectors.
2.? Finalising the Penrith Health and Education Precinct Strategic Vision	?	The Strategic Vision for the Penrith Health and Education Precinct was completed, in partnership with the State Government.? To implement the Strategic Vision a number of projects have commenced, including establishing the Precinct Development Advisory Group; seeking the State Government?s agreement to recognise the Precinct as ?State significant?; analysing potential demand for the Innovation Campus; and pursuing the establishment of the Nepean Medical Research Institute.
3.? Preparing the Penrith CBD Optimisation Plan	?	Over the past twelve months, the PBA has considered options for the revitalisation of the Penrith City Centre, in partnership with Council.? The subsequent Kerr Partnering work has now commenced.
4.? Completing the Penrith Valley Economic Corridor Report	?	The Penrith Valley Economic Corridor Report has been completed, and has become a key tool for marketing Penrith?s diverse strengths, based on the concept of an economic corridor stretching from North Werrington to the River.
5.? Conducting marketing, public relations, enterprise development, international engagement, and partnership development activities.	?	Over the past twelve months an Advocacy Program, and a Business Case for the creation of a Transport and Logistics Business Services Hub, were developed.? Training was funded for senior management in small to medium business enterprises (SMEs), and the PBA Board participated in a business delegation to China and Korea.

Penrith Business Alliance 2011-2012 Business Plan

According to PBA research, the professional services, health and wellbeing, advanced manufacturing, and transport and logistics sectors will be best placed to contribute towards the creation of 40,000 new jobs in Penrith City by 2031.

In Penrith, the largest creator of new jobs over the next 20 years is expected come from the health and wellness industry, including some 13,000 estimated jobs with the development of the Penrith Health and Education precinct.? The Professional/Business Services industry is also expected to play a growing role in contributing to the creation of new jobs in Penrith.

A focus for this type of employment is expected to occur in the Penrith City Centre with PBA studies indicating that the current target of 11,000 new jobs in the centre can be accommodated.? This jobs target also includes non professional services employment in the Centre, such as retail.

Notwithstanding population driven employment growth in local sectors such as retail and construction, the remainder of the jobs challenge for Penrith will be achieved through Advanced Manufacturing and Transport & Logistics sectors.

The 2010 ? 2011 Business Plan focuses on six main areas:

1.?? Penrith Health and Education Precinct

2.?? CBD revitalisation

3.?? Business development and relocation

4.?? Advocacy / marketing

5.?? Enterprise development and business innovation

6.?? International relations.

Tonight?s presentation to Council of the PBA?s 2011-2012 Business Plan also provides an opportunity to update Councillors on the status of the Penrith Health and Education Precinct.

Penrith Health & Education Precinct

In response to the Western Sydney Jobs Summit, the (then) NSW Premier announced in May 2010 that the Penrith Business Alliance (PBA) would lead the development of a strategy to establish the Penrith Health and Education Precinct (PH&EP).? The strategy seeks to build on existing health and education assets in Penrith to attract health professionals, health businesses and research facilities to the locality.

The Vision for the Precinct was subsequently developed by a Taskforce of representatives from business, research, health, education, planning, and industry organisations, together with Council staff.? The Vision for the PH&EP is ?to become one of Australia?s premier destinations for health, education, medical research and related industry over the next 10 years?.

The Vision incorporates a Precinct Structure Plan that builds upon existing assets in health services, education facilities, research and innovation, health industries and associated living and accommodation facilities.? The Structure Plan guides the scope of the Vision for the precinct and how the component parts will, together, create a world leading destination for health, education, medical research and related industry over the next 10 years.? The Strategic Vision was completed and launched at Council on 15 March 2011.? It was forwarded to the then Premier, and to the current Government after the State elections.? The Precinct?s significance has been acknowledged through its identification as a ?potential specialised centre? in the Metropolitan Plan for Sydney 2036.

This approach has seen Penrith?s health and education assets now bundled together to market new opportunities for investment and jobs creation (12,000-13,000 new jobs by 2036) in this important and growing employment sector.? A copy of the Penrith Health and Education Structure Plan is appended to this report.

Implementing the Vision requires the commitment of all business, community and government stakeholders.? A partnership approach is the key to obtaining and retaining stakeholder commitment.? The PBA is examining the range of planning and management structures available to deliver the Vision, and to secure the stakeholder and government commitment, infrastructure delivery and investment opportunities necessary for successful and timely development of the Precinct.

Council?s formal submission to the ?Metropolitan Strategy Review ? Sydney Towards 2036? suggested the planning and delivery of this Precinct would provide an opportunity for a ?pilot project? developed in partnership with Council and the Metropolitan Development Authority.? This suggestion recognised that the timely and coordinated delivery of the Precinct requires the focus of all spheres of government, service authorities, private industry and communities.

The PBA is advocating that the State Government declare the site to be of ?state significance? and lead delivery of the Precinct.? Such a suggestion accords with Council?s Metropolitan Strategy Review submission, which argued that the Government should play a lead role in the planning and delivery of this key employment precinct.

Conclusion

Successively, the PBA?s Business Plans have identified the strategic imperatives required to attract investment and employment opportunities to the City, and then focussed on implementing a number of agreed initiatives.? The 2011-2012 Business Plan identifies the key directions for the organisation over this current year.

The PBA?s report demonstrates that the specific activities in the 2010-2011 Business Plan have largely been achieved.? The 2011-2012 Business Plan appropriately reflects the functions that are defined for the PBA through the Deed of Agreement.

Accordingly, it is recommended that Council endorse the Penrith Business Alliance 2011-2012 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 (PBA) Limited 2011-2012 Business Plan be received

2.???? Council agree to the PBA Business Plan for 2011-2012, and provide funding through two separate six-monthly payments of $271,313 in accordance with the provisions of the Deed of Agreement

3.???? Council support the Penrith Business Alliance in seeking ?State significant? status for the Penrith Health and Education Precinct.

ATTACHMENTS/APPENDICES

1. ?	Letter from PBA requesting funding	1 Page	Appendix
2. ?	Penrith Health & Education Precinct Structure Plan	1 Page	Appendix
3. View	Penrith Business Alliance Business Plan 2011-2012	20 Pages	Attachment
4. View	Draft Financial Report 2010-11	21 Pages	Attachment

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A City of Opportunities

Penrith City Children's Services Cooperative Ltd???

Compiled by:?????????????? Janet Keegan, Children's Services Manager Operations

Marlene Cauchi, Management Accountant - Children's Services

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

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)

???????

Presenter:?????????? Max Friend ? Chairperson, Penrith City Children?s Services Cooperative Ltd

Executive Summary

This report provides information on the operations of the children?s services auspiced by Council and managed by the Penrith City Children?s Services Cooperative (PCCSC) for the period July 2010 to June 2011. The report includes information on the financial operations of the services managed by the Cooperative. The report recommends that the information be received and that Council underwrite the operations of the PCCSC for a further period of 12 months.

Background

The PCCSC became effective from 1 January 2003 and was created to manage a number of children?s services on Council?s behalf including long day care, preschool, before and after school and vacation care.? In 2008, the Board also took on the management of St Marys Occasional Children?s Centre following its co-location with St Marys Children?s Centre. The structure of the Cooperative is a Board of 15 Directors including seven parent representatives, three Councillors, one staff representative, three community representatives and a representative of the General Manager. The Board meets on a bi-monthly basis and operates under Council delegation as a non-trading entity. The Board looks at broad policy matters, sets the direction for children?s services and makes major decisions that affect the provision of children?s services. Parent Advisory Committees, elected annually at each site, provide valuable input into the operational aspects of individual services.?

On Council?s behalf, the Board manages 26 facilities encompassing 17 long day care, six preschools, nine before and after school care services, six vacation care and one occasional care service.? Over 4,000 children aged 0-12 years attend the services annually with approximately 300 staff employed in centre-based service delivery including permanent, temporary and casual employees working in full-time and part-time capacities. .

Children?s Services sits within the City of Opportunities theme in Council?s Strategic Plan for the City, under the People and Places group with a broad activity to deliver high quality children?s services that are affordable, accessible and viable. Linked to this activity are the four major goals in the Board?s Strategic Plan (2009-2012) ? being a leader in quality, sound financial management, enabling a skilled workforce and being known and respected as a provider of high quality not-for-profit services. It is pleasing that a number of key strategies within these goals have been implemented during the period of review. Following the previous year?s favourable operational financial outcome, this year Children?s Services has focussed on consolidating service delivery to the high levels expected by the community. In an effort to address some of the challenges faced during the year, the Board, along with the leadership and management team, have focussed attention on a variety of initiatives, a snapshot of which are highlighted in this report. The following comments provide information on some of the operational aspects of the children?s services managed by the Cooperative, as well as a summary of the financial reports for the period July 2010 to June 2011.

The Children?s Services Program?

The Children?s Services program is focused on delivering high quality children?s services that are affordable, accessible and viable. There were 4,118 children who utilised the services during the year with an increase of 103 new families, indicating rising popularity. For the cumulative period for the year July 2010 to June 2011, of the six components of children?s services, three have achieved better than projected utilisation targets (before school care, preschool, occasional care), one was on target (vacation care) and two achieved utilisation below their target (long day care and after school care). It is important to note that the long day care component was only 1% below its target without any negative financial impact as minor rectification was taken through the reporting period when required. During this period, a comprehensive marketing and promotions plan has been completed which will inform marketing and promotions of Children?s Services in the short and long term.

Annual Customer Survey

The children?s services annual customer satisfaction survey was undertaken in September/October 2010, the results of which have been analysed. Parents were asked to identify their satisfaction and perception in a number of key areas including rating their centre in 26 areas, rating the quality and their confidence in the service. Parents were also invited to make suggestions for improvement. In summary, services were rated excellent to good with particular feedback made about the high quality of the centre staff. There are always opportunities to improve the way in which services are delivered and the Children?s Services Coordination Unit is working with the staff to identify strategies to continue to support and develop our number one resource, the staff. In addition, work is being progressed on ways to improve communications between parents, staff and children.

Building and Playground Upgrades

Children?s Services continuously strives to maintain services as aesthetically pleasing and safe environments for children, families and staff. To this end a number of building and playground upgrades have been completed during the financial year being reported on. Shade audits and associated rectification work was also undertaken across a number of sites, some of which has been progressed with funds under the federal Regional and Local Community Infrastructure Program.??

Enrolment of Children from an Aboriginal Background and Children with Disabilities

Of particular note during this reporting period is the increased and sustained enrolment of children from an Aboriginal background across Children?s Services. Compared to the same period last year, there has been a 143% increase in enrolments (now 73 children) with the support of the SAACS (supporting Aboriginal access to children?s services) project. The SAACS worker is the first point of contact for Aboriginal parents and this is then followed up with assistance through the enrolment process and liaison with the family some weeks after enrolment. The SAACS worker has also been working with centres to build their capacity to include families from an Aboriginal background.?

Support to improve access for children with ongoing high support needs has been provided by the commonwealth funded Inclusion Support Subsidy (ISS). This program builds the capacity of services through the development of service support plans to include children with ongoing high support needs into mainstream services. ISS funding enables services to engage an additional staff member but there is a significant shortfall in the funding received and the cost of employing additional staff which needs to be met by services. It is this gap in funding that is provided by Council to the Cooperative?s operations. With the assistance of external funding (including ISS funding), Council?s children?s services enrolled 94 children with ongoing high support needs and disabilities during this reporting period across the services managed by the Cooperative.?

Curriculum Implementation

Curriculum implementation is a critical indicator of the high quality of service delivery across the children?s services sector. During this reporting period, the Children?s Services Curriculum Renewal Group has continued to provide ongoing training and support to services to understand the principles and practices of the Early Years Learning Framework and how this relates to their everyday practice. In addition, one of our early childhood educators has provided tailored support to each service which has substantially escalated the engagement and understanding of staff teams in the new curriculum. Our staff teams have made a great deal of progress in their understanding of the new framework and are gaining confidence, not only in using it in their work with children but in articulating it to others. It has placed our children?s services in a position of strength as they begin to engage with the requirements of the National Regulations and Quality Standards which come into effect in 2012.

There are a number of ways that children?s centres have added value to the curriculum and program provided for children. Munch and Move is a healthy lifestyle program for children up to five years of age attending preschools or long day care centres in NSW. The program focuses on supporting the development of fundamental movement skills, encouraging healthy eating and reducing time spent on small screen activities. The program is a joint initiative of the NSW Department of Health, Community Services and the University of Sydney. Over the last three years Council?s Children?s Services have been highly involved in this program with all services attending the roll-out of staff training and completing a manual that supports service delivery on a day-to-day basis with children and families. Preventing children from becoming overweight and promoting healthy eating and active lifestyles is a high priority for the NSW Government as the research clearly states that by the time children reach Kindergarten 18% are either overweight or obese. Children?s Services continues to work with all of our curriculum facilitators to ensure they have the Munch and Move program embedded into their daily practices and their framework for early learning.

Synergising with Munch and Move for the younger age group is the Active After School (AAS) initiative for children of school age attending children?s services. This initiative aims to enhance the physical level of Australian primary school children and operated at all of our school age care services during this reporting period for two afternoons a week. Activities are chosen by the children and have included circus skills, oztag and soccer. It is funded by the Australian Sports Commission.

The Paint Penrith REaD (PPR) project, supported by Council and the Board, and lead locally by Mission Australia, has substantially increased its profile during this reporting period. The focus of the project is on promoting the importance of reading to children from birth as the research clearly shows this has positive literacy outcomes for later life. All of Council?s children?s centres and libraries participated in National Simultaneous Storytime in May this year, with an additional 50 copies of the nominated book given away free to members of the community. A pyjama party at the library and various functions and events for families have been very successful, as well as the Panthers wearing red socks and the naming of ?Reading Street? locally.? Council?s children?s centres are ?thinking smarter? about literacy initiatives at each site and branding activities under PPR.??

Workforce Professional Development

Children?s Services has worked with FAMS (NSW Family Services Inc.) during this period, on a federally funded project aimed at improving collaboration and referral between early childhood and family support services. This is particularly important given changes to the child protection (Keep Them Safe) legislation where there is increasing onus on childcare centres to support families who fall under the threshold for risk of significant harm. For our staff, outcomes have been in increased confidence in supporting vulnerable families, knowing when to offer help, knowledge of family support services and staff ability to make effective referrals. Other professional development and training for the cohort of children?s services staff has continued, building the capacity of the services to be responsive and meet the needs of customers. Of particular note is the high number of children?s services staff accessing Council?s Educational Assistance program and the Board?s Tertiary Bonus Scheme for tertiary training. Other training accessed by staff has included Keep Them Safe and training associated with children with additional needs.

Funding for Child Care Links

During this reporting period, advice was received that funding for the Child Care Links (CCL) program (federally funded) has been extended for three years to June 2014. It is now funded under the Family Support Program umbrella and the outcomes changed to focus on service delivery to the most vulnerable sections of the community including a strong focus on Aboriginal families as part of the Federal Government?s commitment to the Closing the Gap initiative. Through CCL funding, a supported playgroup has been developed in St Clair Primary School targeting families from Pacific Islander and other CALD communities, many of whom have been identified by the school community as not accessing early childhood education before school. It is ultimately planned for staff from Stepping Stones Early Learning Centre to co-facilitate these sessions to build a relationship with local families and the school. The Links project has also worked with other key stakeholder agencies in St Marys towards the development of a therapeutic playgroup for children experiencing speech delays as this was identified as a high need in the St Marys area. It is intended that this will be accompanied by training workshops for early childhood and school staff in identifying and supporting children with speech delays in those environments and information on activities and teaching strategies.?

Children?s Services Audit and Business Approach

An audit of Children?s Services was conducted during this reporting period (May 2011) by an external consultant. The audit report found controls supported by comprehensive policies, checklists and managerial review. The auditor made three low risk recommendations which is an excellent result for Children?s Services.

During the year, children?s services has strengthened its business model approach to the management of centres. The appointment of a Business Coordinator dedicated to Children?s Services has further strengthened and streamlined business practices across all services managed by the Cooperative. Regular reviews of centre performance have been undertaken with swift rectification action as required. Significant attention has been paid to the issue of fee payment and billing and management of debt and there has been substantial improvement in these areas. Productivity initiatives have included upgrades to the software for the management of children?s enrolments, attendance and family fees as well as efficiencies from centralised financial systems.

Financial Results

The services managed by the Cooperative reported an operating surplus from ordinary activities of $290,000 for the 2010/11 year. This surplus was achieved from revenues of $16,067,000 with expenses for the same period being $14,962,000. This surplus result is after a contribution from Council of $220,000 as well as transfers from Cooperative services to a number of operational reserves of $1,035,000. These reserves include provision for playground/building upgrades, bus replacement, centre equipment, advertising and marketing.

Income derived from the provision of childcare, as represented by child care fees and child care benefit (CCB) was $13,973,000 which is an increase of 3.9%. The attainment of this income is essentially attributed to the favourable utilisation rates achieved by the Cooperative?s various service types. Grant funding of $1,943,000 was provided by both the State and Federal Governments. This increase of 19.3% demonstrates the Cooperative?s strong commitment to lobbying for additional grant funding and the achievement of some very tangible results in the reporting year.

Employee costs for 2010/11 were $13,052,000 which is an increase of 4.5%. Reflective of the industry within which the Cooperative operates, employee costs account for the largest category of expenditure and comprise 81.6% of the total cost of the Cooperative?s operations. Expenditure on materials, contracts and other expenses were $1,910,000 which is a decrease of 0.6% upon last year?s result. This was largely the result of a conservative approach to expenditure in the current year, particularly in response to slightly lower than expected utilisation levels for the Cooperative?s Long Day Care services.

Council is committed to financially supporting the initiatives undertaken by the Cooperative which is reflected by the subsidy provided the Cooperative of $220,000 (2009/10 $229,000).? This subsidy provides essential funding for the Inclusion Support Program, St Marys Occasional Care and the Cooperative?s Vacation Care services. Council makes significant other financial contributions to children?s services overall which is outlined through the annual Operational Plan. The financial outcome for the services managed by the Cooperative for the financial year 2010/11 is considered a good result and is testament to the strong financial management of the Cooperative?s services. For the children?s services managed by the Cooperative, the maintenance of utilisation levels is critical to their financial viability and the external grant funding is of high importance to be able to sustain service delivery at current high levels.

Conclusion

The establishment of the Penrith City Children?s Services Cooperative in 2003, has proved to be an effective management model for the children?s services sponsored by Council. The favourable outcome for the 2010/11 financial year is an excellent achievement given the current financial environment, and provides some necessary equity to better position the services for the coming years. The Board of Directors is well aware of the complexities of the operation of children?s services and the challenges that this brings and maintaining a balance between services that are viable, accessible and affordable is high on the Board?s agenda. Sustaining the quality of service provision for which Council?s services are known is a key driver.

The Penrith City Children?s Services Cooperative is strongly committed to the provision of quality not-for-profit services for children. Affordability continues to be the driving factor for utilisation levels across all service types and balancing this with viability is a key priority.? Lobbying and advocacy continue in an attempt to ensure that issues related to children?s services, and particularly issues related to the not-for-profit sector, are raised and have a high profile. Continued compliance with Licensing Regulations and Accreditation Standards is testament to the skill, motivation and dedication of the children?s services staff and the support provided by the Internal Coordination Unit.

The Board is under no illusion that the year ahead will hold many challenges in its quest to ensure the children?s services remain viable within a climate of increased competition, legislation and regulation requirements and the maintenance of a skilled workforce. Some of the known challenges for children?s services for the year ahead include the National Quality Framework, changes to external funding, maintaining ageing assets, marketing and promotions and maintaining utilisation. Children?s services and the Board will need to keep abreast of emerging issues so that sound change management practices are adopted and the high quality of service provision is sustained.?

During the financial year 2010/2011, there were no significant changes in the state of affairs of the Cooperative. The Annual General Meeting of the Cooperative is scheduled for 27 October 2011 following which the annual report will be provided to Council including any changes of Board Directors.?

RECOMMENDATION

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 2011/12.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A City of Opportunities

Child Friendly City Strategy???

Compiled by:?????????????? Karen van Woudenberg, Children's Services Development Officer

Authorised by:??????????? Erich Weller, Community and 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)

???????

Executive Summary

The draft Child Friendly City Strategy aims to apply child friendly principles to a number of Council?s current strategic planning priorities and identifies areas where Council can add value to and build on current child friendly city practices and service delivery. The Strategy is focused on children aged 0-12 years. It is proposed that the Strategy be implemented and advanced over the 2011-2015 period.

A child friendly city seeks to engage with children to encourage the development of future leaders, support opportunities to be the best they can be, provide them with a clean, green, city, have safe accessible ways to move around the city and enjoy our public spaces and community diversity.

A draft Child Friendly City Strategy has been developed to assist Council to provide a framework for authentic engagement and consultation with children about activities and places that influence their lives. The framework highlights the many contributing factors that assist children to develop into competent and capable citizens, and provides best practice examples and case studies of activities or initiatives where children have been consulted about their city, educated children as future citizens, and provided children with opportunities to contribute to the enhancement of their neighbourhood environment. These best practice examples also include some initiatives undertaken in Penrith City.

Currently, Council provides direct services to children and families through the provision of childcare services to over 3,000 families. Council?s Children?s Services Cooperative is recognised as a provider of high quality education, learning and care services.

This Strategy does not cover Council?s direct children?s service delivery role. Rather the Strategy complements this direct service role by enhancing a number of other Council services that have a role in contributing to a child friendly city. These services include parks and reserves, community and cultural development, city planning and events.

The Strategy recognises that the main responsibility for funding child and family services rests with the State and Commonwealth Governments. There are also many community organisations in the City providing child and family support services. The focus of the Strategy is on Council?s existing roles and responsibilities.? It is recognised that Local Government can play an important leadership and coordination role and that it can also ensure that Council?s own services, facilities and infrastructure are appropriate for, and responsive to, the needs of children and families in Penrith. The examples of best practice from Penrith City in the Strategy illustrate Council has made progress in implementing child friendly city principles.

Examples include Paint Penrith REaD, the community and children?s engagement that was the basis for the development of the local playground opposite Kingswood Park Primary School, the Enviro Adventure program with primary schools, Council?s Library Service toy library sessions, and the Mobile Playvan.? Summaries of these are provided in the draft Strategy.

The Strategy is intended to further assist Council to enhance its capacity to effectively plan for children aged 0-12 years and their families in the Penrith community.? It is expected to influence the broad range of planning and advocacy that Council undertakes to promote the wellbeing of children and families in Penrith.? The framework will provide a focus for Council?s response to planning for children and their families in the Penrith community.

The draft Child Friendly City Strategy was the subject of a Councillor Briefing on 11 July 2011.? This report seeks endorsement from Council to place the draft Child Friendly City Strategy on public exhibition for six weeks to enable stakeholders to provide comment.? The opportunity to comment on the Strategy will be widely promoted to government agencies, community partners and through providers of child care.

A copy of the draft Child Friendly City Strategy is provided separately for the information of Councillors.

The report recommends that the information contained in the report be received and that Council endorse placing the Child Friendly City Strategy on public exhibition for six weeks for public comment.

Background

It is widely recognised that the early years of a child?s life are critical to their development into healthy and responsible adults.? Access to child care, health services, education, nutritious food, quality built and natural environments, coupled with supportive, caring relationships with adults are essential to children?s health and wellbeing.

Children help us to think and care about the future.? In many ways they crystallise the often abstract discussions we have about sustainability, liveability and related concepts about the current and future state of our community.?

Children are a big part of the community of Penrith.? Penrith is known as an area that is popular with families and as a good place to bring up children. In this strategy Council explores how Penrith can continue to be, and improve on, its place as a child friendly city.

As part of Council?s 2005-2009 Strategic Plan Council made a commitment to develop a city wide strategy for children. Council has a commitment to completing the Strategy and commencing implementation as part of the current four year delivery program. In 2008 a scoping paper was developed by Urbis Consultants to research and explore possible directions for a Children?s Strategy. The recommendation from Urbis was for Council to pursue a Child Friendly City Framework to utilise available international benchmarking and leading practice examples that support child friendly outcomes. A Child Friendly City Framework would also seek to influence practice across the whole organisation to ensure children were an integral part of planning and consultation processes, and were provided with opportunities in the city to develop as competent and active citizens. In 2008/09 Elton Consulting was engaged to develop a draft Child Friendly City Strategy.

Introduction

The most commonly cited and respected understanding of a child friendly city is derived from work undertaken by the United Nations International Children?s Emergency Fund (UNICEF).? UNICEF defines a child friendly city as ?a local system of good governance committed to fulfilling children's rights?^{^[1]}.? UNICEF has identified the following widely cited principles, conceiving of a child friendly city as a place where children:

???? Influence decisions about their city and express their opinion on the city they want

???? Participate in family, community and social life including cultural and social events

???? Receive basic services such as health care, education and social support services

???? Are protected from exploitation, violence and abuse

???? Walk safely in the streets on their own

???? Meet friends and play

???? Have green spaces to play in nature with plants and animals

???? Live in an unpolluted environment

???? Are an equal citizen of their city with access to every service, regardless of ethnic origin, religion, income, gender or disability

???? Drink safe water and have access to proper sanitation.

These principles have been modified and adapted to align with Council?s Community Strategic Plan 2031.

Child friendly communities are communities that work and cater for a variety of community members.? Characteristics such as safety, mobility, and connection are the basis of well functioning and supportive communities.? It is also important to recognise that creating a child friendly city involves a wide range of partners including children and families, community organisations and services, care and education providers and all levels of government ? Local, State and Commonwealth.

The draft Child Friendly City Strategy recognises that the main responsibility for funding child and family services rests with the State and Commonwealth Governments. The focus of this strategy is on Council?s existing, and potential, roles and responsibilities.? It is recognised that Local Government can play an important leadership and coordination role and that it can also ensure that Council?s own services, facilities and infrastructure are appropriate for, and responsive to, the needs of children and families in Penrith.

One of the key challenges for Penrith in supporting a child friendly city involves considering children?s needs across the full range of Council functions including social planning, community and cultural development, neighbourhood renewal, mobility and access, traffic management, open space and recreation planning, environmental planning, public health, the provision of services including child care, libraries, recreation and events. Penrith Council has a long history of supporting families through the provision of childcare and other child friendly activities and some of these have been highlighted in the draft Strategy as best practice examples.

Consultation

In the development of this document a series of consultations took place with children between the ages of 3 and 12. Twenty-five children in preschools across Penrith Council?s Children?s Services were given disposable cameras and asked to take photos over a weekend, including activities and places in their community that they enjoyed and places that they didn?t enjoy. The photos were then developed and discussed with the children and their commentary recorded. Some children also produced drawings to supplement the discussion.

Older primary school children were engaged through IT classes in five local schools for years 4, 5 and 6. These children were provided with a link to an online survey completed in their computer class time with some supporting discussion with the classroom teacher beforehand.

Consultations also took place with children in Vacation Care centres over one holiday period and with internal and external service providers that work with families, children and the community.

This information provided us with a view of Penrith through children?s eyes. We found out what they valued in their neighbourhoods and what they didn?t like about the areas they live in. We have recorded their views throughout the draft Strategy and Council officers have also developed a children?s version of the strategy which provides clear, concise information for children about the recommendations in the Strategy. When the draft Strategy goes on public exhibition these children will be given the opportunity to provide feedback on Council?s proposed response to the matters they raised.

The recommended actions in the draft Strategy have been aligned with Penrith Council?s strategic planning themes to ensure that relevance and consistency is maintained. Pages 10-13 of the Child Friendly City Strategy provide an overview of Council?s Strategic Plan and how the strategy can translate into child friendly outcomes.

The Child Friendly City Strategy

The Child Friendly City Strategy is based on the five themes in Council?s Community Strategic Plan 2031:

???? a leading city

???? a city of opportunities

???? a green city

???? a liveable city

???? a vibrant city.

Table 1 below illustrates how child friendly outcomes (developed for the NSW Commission for Children and Young people by Woolcock and Steele) align with Council?s strategic plan themes and objectives.

Table 1:????????? How the outcomes for children fit in with the Penrith Community Strategic Plan 2031 themes

Outcomes
	Strategic Plan themes
	Leading	Opport-unities	Green	Liveable	Vibrant
Children in Penrith are respected and valued
Penrith City Council and other agencies authentically involve children in decision making
Children in Penrith experience a sense of belonging and connection to their community
Children and families have access to facilities, services, programs and activities to meet their needs
Children are encouraged to have a sense of agency and influence over the future
Penrith is a place where children can lead healthy and active lives
Children are independently mobile and able to move safely around their neighbourhoods
Neighbourhoods in Penrith provide opportunities for exploratory and imaginative play
Children in Penrith have access to nature and green spaces
Penrith City Centre and its neighbourhoods are safe and secure environments for children

A copy of the draft Child Friendly City Strategy is provided separately for the information of Councillors.

Section 5 (page 14 following) to Section 9 of the Strategy deal with each of the five themes in Council?s Community Strategic Plan 2031 and summarise how each of these themes relates to a child friendly city.? Each section provides:

???? an overview of the connection between the strategic plan theme and a child friendly city

???? a summary of what children in Penrith say about the strategic plan theme

???? an overview of some best practice examples relevant to each strategic plan theme, including Penrith City examples

???? and what Council is going to do to respond to the strengths and issues identified through the consultant?s research and Council officer review and assessment.

Section 10 of the draft Child Friendly City Strategy (pages 44-45) is titled Putting the Framework into Action.? This section lists the proposed actions that Council officers will advance from 2011 as well as the identified outcomes for children.

There is also a short children?s version of the strategy that has been designed to be distributed to schools and children?s centres to provide a stimulus for discussion and consultation with children and to assist teachers in engaging with key curriculum areas around citizenship, child friendly environments and community participation.

Implementation of the Strategy

The Strategy will be implemented during the period 2011-2015.? It is however important to keep in mind that the proposed actions are broadly framed and support an enhanced way to deliver some key Council services.? The emphasis is on a number of Council services that are most relevant to children.

The actions in the draft Strategy have also been framed in a context of limited available resources while at the same time being alert to existing and potential future opportunities to add value to Council?s strategic program priorities.? This includes the significant investment in assets that Council proposes to make in coming years.

The role of the Community and Cultural Development Manager, Children?s Services Development Officer, and the Managers with action responsibilities in the Strategy will be to maximise the child friendly outcomes that can be achieved from implementation.? Council?s Children?s Services Development Officer is also a participant in the NSW Child Friendly City Network which meets a number of times each year.? This network shares resources, information and funding opportunities to advance child friendly city initiatives in local government.?

Also as the leading practice examples in the draft Strategy illustrate, Council has advanced a number of child friendly initiatives over a number of years (examples include the Library Services toy library, the Mobile Playvan, a number of neighbourhood renewal children?s engagement and implementation initiatives, as well as the more recent Paint the Town REaD).

The draft Child Friendly City Strategy builds on a number of these exciting initiatives as well as provides a structured framework, principles and outcomes to give added focus to advancing Penrith as a child friendly city.

Next Steps

This report seeks Council endorsement to place the strategy on public exhibition for six weeks.

The public exhibition will provide an opportunity for stakeholders including government agencies, services providers and families to comment on the strategy. Where possible, children in those centres and programs that were involved in the initial strategy consultations will also be provided with opportunity to comment on the summary children?s version of the strategy.

It is expected that a report will be presented to an Ordinary meeting of Council in late 2011 or early 2012 which will summarise any comments received as well as make changes if required to the draft strategy. This report will also seek Council endorsement of the Child Friendly City Strategy.

After further copies have been printed (including on disc) it is proposed that the strategy will be launched as part of a community fun day in partnership with Mission Australia, Council?s partner in Paint the Town REaD.

The process of becoming a child friendly city takes many years and requires genuine acknowledgement of children?s right to participate as active agents in their world.? Implementation of child friendly principles and outcomes contributes towards a richer city that recognises all members of the community can make a contribution to their neighbourhood including children.? This approach will also result in more inclusive, cohesive and respectful communities.

The draft Child Friendly City Strategy builds on Council?s existing child friendly achievements and provides added focus and emphasis on child friendly outcomes for Penrith City.

RECOMMENDATION

That:

1.???? The information contained in the report on Child Friendly City Strategy be received.

2.???? Council endorse placing the Child Friendly City Strategy on public exhibition for six weeks for public comment.

ATTACHMENTS/APPENDICES

There are no attachments for this report ?

Policy Review Committee Meeting?????????????????????????????????????????????????????????????????? 26 September 2011

Appendix 1 - Penrith Valley Cemeteries Management Policy

Large_Council_Brand ???????? DRAFT

?? POLICY DOCUMENT

POLICY NAME:	Penrith Valley Cemeteries Policy	Policy No:? ?
Adopted by Council:		Minute No: ?
Review:	??	File No:?
Relevant Legislation: (if applicable)??????		Responsible Department: Public Domain Amenity & Safety

1.???????????? Purpose:? ?????

???????????????? The Cemeteries Service is responsible for the management and maintenance of Council controlled cemeteries within the Penrith Local Government Area and the preservation and conservation of heritage elements within Penrith, St Marys, Emu Plains, St Stephen ? the Martyr and Castlereagh Cemeteries.

????????????????

???????????????? This policy will assist in the administration, management and maintenance of the ?? Penrith Valley Cemeteries. It will provide effective guidelines that will assist in ensuring the objective functions of the cemeteries are carried out in accordance with statute and common law, regulation and National Standards that guide the management and operation of cemeteries.

???????????????? The policy has been formulated to provide safe, consistent and socially acceptable standards and practices, for the benefit of workers, administrators, clients and the general public. It will also ensure the conduct of those entering the cemeteries is in accordance with reasonable and practical standards.

1.1???????? Commencement

1.1.1? This Policy is to commence as of ??????????.

1.2???????? Application

1.2.1? This Policy applies to all cemeteries, controlled, managed, administered, operated and maintained by Penrith City Council.

1.3???????? Definitions

1.3.1? Applicant means the person making an application;

a.? To obtain a Burial Licence;

b.? To obtain a work permit or other Council consent; or

c.? To have the body of a deceased buried;

d.? To have the remains of a cremated body interred in the cemeteries;

e.? To have a deceased person commemorated in a cemetery; or

f.? For any other bereavement service provided by the Council and that is subject to an application process.

1.3.2????? AS-4204 means the Australian Standards Association?s Standard ?AS4204-1994 Headstones and Cemetery Monuments?.

1.3.3????? Burial means the act of burying or interring the remains of a deceased person.

1.3.4????? Burial Site/Plot means a grave or plot, or other place for the disposition of human remains, whether cremated or not.

1.3.5????? Burial Licence means the grant by Penrith City Council of an exclusive right to bury human remains in a burial place.

1.3.6????? Holder in relation to a burial or niche licence, means the person recorded, in the register kept by Penrith City Council, as the holder of the burial or niche licence.

1.3.7????? Casket is a general term to describe coffins and containers used to hold human remains.

1.3.8????? Cemetery or Cemeteries mean an area containing one or more burial sites and in this case is administered and controlled by Penrith City Council.

1.3.9????? Council means Penrith City Council.

1.3.10??? Crown Land means land owned by government. In NSW the nominal owner is the Minster for Lands. In this context the lands are allocated to Trusts and Local Councils and are dedicated as cemeteries.

1.3.11??? Exhumation means the removal of the remains of a dead person or stillborn child from a burial site.

1.3.12??? Funeral Director means an individual or business carrying out funeral services.

1.3.13??? Monument means any structure, plaque, headstone, masonry, metal work, casting or item placed over, in or around a burial site.

1.3.14??? Monumental Mason is a tradesman, mason or person possessing the skills to carry out Monumental Masonry work.

1.3.15??? Pre Purchase/Pre Need means a service or licence purchased in advance of actual need.

1.3.16??? Public Health Regulation means the ?Public Health Regulation (Disposal of Bodies) Act 2002?.

1.3.17??? Register means Councils formal data repository containing all the required details relating to burials, cremations, memorial sites, interment right or burial licence.

1.3.18??? Reservations means a pre need burial site/plot.

2.?????????? Management of Cemeteries

2.1???????? Compliance with Crown Lands Act 1989 and By-Laws there under;

2.1.1????? This policy is aligned with the ?Crown Lands (General Reserve) By-Law 2006? ? and the ?Crown Lands (General Reserves) Amendment (Sustainable Burial) By-law 2011? to ensure that the Crown Land Cemeteries administered by Penrith City Council work within a recognised legal framework.

2.1.2 ???? Planning, Conduct and Maintenance of Cemeteries

??????? Council may make such provisions as it considers necessary for the following;

2.1.2.1 ? ?The setting aside of sections for different types and classes of burials and ????????????????? ?ashes placements.

2.1.2.2??? The size, multiple use and location of burial sites.

2.1.2.3?? The carrying out of work by funeral directors in the cemeteries.

2.1.2.4?? The carrying out of work by monumental masons, grave diggers and other contractors in the cemeteries.

2.1.2.5 ? The establishment of standards of construction and design for monuments and ????????? structures

2.1.2.6 ? The qualifications required by, and the application fees to be lodged by, ?? monumental masons and other contractors;

2.1.2.7 ??The improvement and maintenance of all cemeteries;

2.1.2.8 ? The placing of vases, statuettes, jars, bottles or other items of embellishment on ???????? or near burial sites, monuments or wall and garden niches and the removal of ??? same.

2.1.2.9?? The supply of goods and services incidental to the conduct of burials and other matters relating to cemeteries;

2.1.2.10 The conduct of religious or other ceremonies of burial, disposition or ???????? commemoration;

2.1.2.11 The disposition and memorialisation of cremated human remains;

2.1.3? Burial Sites

2.1.3.1??????? Pre Purchase/Reservation of Burial Sites

2.1.3.1.1?? All remaining burial sites at Penrith, St Marys and Emu Plains Cemeteries are ????????? allocated ?at need? by Penrith City Council Cemetery Operations.

2.1.3.1.2?? The provision of pre-purchase of an adjoining burial site will only be available to ?????? families of a deceased at time of a burial. The family of a deceased can ? purchase an adjoining burial site, only if available. A burial licence will be issued ? by Council for this adjoining burial site.

2.1.4 ???? Burial Licence

2.1.4.1 ? Council may grant a burial licence in respect of a burial site in a cemetery.

2.1.4.2 ? A burial licence may be granted to one or two or more persons as joint ????????????? holders.

2.1.4.3 ? Council will not grant a burial licence to a person if the granting of the licence will result in the person holding (including jointly holding) burial licences for more than two (2) burial sites/plots in the cemeteries administered by Council.

2.1.4.4 ? A burial licence entitles the person or persons to whom it is granted an exclusive entitlement to inter or immure the remains of a deceased person in the burial site/plot in respect of which it is granted.

2.1.4.5 ? Council will issue to the owner of a burial licence a ?Burial Licence ? Certificate? in ????? relation to the burial site concerned.

2.1.4.6 ? A Certificate under this clause is to be in such form as the Council may from ??? time to time determine.

2.1.5? Transfer of a burial licence to person other than Council

2.1.5.1?? The Council may on application from the licence holder, transfer a burial licence from one or more persons to one or more persons as joint holders.

2.1.5.2?? An application for the transfer of a burial licence may only be made by the holder of the burial licence concerned, or if the burial licence is held by joint holders, by all of the joint holders.

2.1.5.3?? If the original holder is deceased, the application may only be made by the Executor of the estate of the deceased holder or their authorised Legal Representative.

2.1.5.4?? The transfer must state the name & address of the person/s to whom the burial licence is to be transferred, and must include a copy of any relevant legal documents supporting the application, such as wills or letters of administration and must have the signature of a witness.

2.1.6? Transfer of burial licence to Council

2.1.6.1?? Council may enter into arrangements with the holder of a burial licence for the sale of the licence back to Council.

2.1.6.2?? Purchase price to be offered for re-purchase of burial licence is in accordance the table listed below;

Table 1

Percentage of current Purchase Price to be offered

for re-purchase of a burial right (grave site)

	Easily accessible grave dug by machine	Somewhat accessible grave dug possibly by machine	Not easily accessible Grave dug by hand
High Demand Primary burial area	70%	60%	50%
High Demand Secondary burial area	60%	50%	40%
Low demand primary burial area	50%	40%	30%
Low demand secondary burial area	40%	30%	20%

Table 2

Examples of Sections in relation to purchase price to be offered

	Easily accessible grave dug by machine	Somewhat accessible grave dug possibly by machine	Not easily accessible grave dug by hand
High demand Primary burial area Eg. Penrith Lawn 1 & 3, St Marys Lawn 2, Catholic, Greek Orthodox, Coptic Orthodox	?? Newest rows in which most recent burials are occurring ?? All Lawn sites	?? Rows adjacent to rows in which????????????? most recent burials??? are occurring	?????? Rows well inside in which most recent burials are occurring
High demand secondary burial area Eg. Penrith Lawn 1, & older catbolic St Marys Lawn & older catholic Emu Plains Anglican	?? All Lawn sites ?? Outside rows, graves adjacent to roadways etc	?? Rows adjacent to rows in which most recent burials are occurring	?????? Rows well inside in which most recent burials are occurring
Low demand primary burial area Eg. St Marys Lutheran, Penrith Presbyterian and Uniting	?? Outside rows, graves adjacent to roadway etc	?? Rows adjacent to rows in which most recent burials are occurring	?????? Rows will inside in which most recent burials are occurring
Low demand secondary burial area Eg. Penrith Anglican	?? Outside rows, graves adjacent to roadways etc	?? Rows adjacent to rows in which most recent burials are occurring	?????? Rows well inside in which most recent burials are occurring

2.1.7? Grant of Burial Licence may be refused;

2.1.7.1??????? The Council may refuse to grant or transfer a burial licence to any person if, in the opinion of Council the grant or transfer create a monopoly or encourage dealing in burial licences.

2.1.8? Burial licence to pass to surviving holder

2.1.8.1?? On the death of a joint holder of a burial licence, the remaining joint holder is, or joint holders are, entitled to the burial licence.

2.1.9? Burial licences may be bequeathed;

2.1.9.1?? The holder of a burial licence may bequeath the licence as if it were part of the holder?s personal estate.

2.1.9.2?? A person to whom a burial licence devolves as a result of a bequest does not become the holder of the licence until the cemetery register is amended to indicate the fact.

2.1.9.3?? An application under this clause must be in the form approved by Council.

2.1.10??? Burials in burial places in respect of which burial licences have been granted;

2.1.10.1 The remains of a deceased person may not be buried in a burial place in respect of which a burial licence has been granted unless:

a.??? The person was the holder of the licence immediately before he or she died, or the holder of the licence gives written consent to the person?s remains being buried in the burial place, and

b.??? Where another person is already buried in the burial place, the burial place has been dug to a depth to accommodate the remains of another person.

2.1.10.2 Once a burial has occurred in a burial place, the burial licence devolves to the estate of the deceased whose remains were buried in the burial site/plot, except when there are joint holders.

2.1.10.3 The applicant for the burial shall be regarded as the person representing the estate of the deceased person whose remains are buried in the burial site/plot.

2.1.10.4 When there are two or more burials in a burial site/plot, the burial licence will devolve to the estate of the last deceased person to be buried in the burial site/plot.

2.1.10.5 On the death of a spouse or a child of the holder of the burial licence, the remains of the spouse or child may be buried in the burial site/plot to which the right relates without written consent of the holder of the burial licence if Council is satisfied;

a.??? That the holder is not available to give consent to the burial and

b.??? That consent to the burial would be given if the holder were available, and

c.??? Where another person is already buried in the burial site/plot, the burial site/plot has been dug to a depth to accommodate the remains of another deceased person.

2.1.11??? Register of Burial Sites

2.1.11.1 Under the Public Health (Disposal of Bodies) Regulation 2002, it is a requirement by Council to maintain a register of burial. This register must be kept in respect of all burial sites in all cemeteries under councils care and control.

2.1.11.2 A register of reserved burial licences must be maintained but no details of the holder of a burial licence shall be made public unless required to be made available under any relevant legislation.

2.1.11.3 The register may be kept in electronic or written form but in either case the location of each burial site must be identified on a plan or map that shows sections, rows and burial site numbers or other locations of remains.

2.1.11.4 The register must contain the name and address of the holder of the burial licence granted in relation to the burial site.

2.1.11.5 Council must, immediately after a burial in a burial site, ensure the details of the deceased are entered in the register for that burial site.

2.1.11.6 The council may amend its register from time to time so as to remove any inaccuracies contained in it and to record any changes to burial licences as a result of transfer, revocation or death of the holder of a burial licence.

2.1.12??? Burial Sites

2.1.12.1 The size of a burial site/plot in all operational cemeteries under care and control of Council shall be surveyed as being 1100mm long x 2400mm wide.

2.1.12.2 All burial sites/plots for the first interment of a coffin or casket shall be excavated to a depth of 1.8 metres/1800mm (double depth).

2.1.12.3 All burial sites/plots in the cemeteries will accommodate two coffins or caskets and up to six ashes containers. A separate fee shall apply for each interment or ashes placement.

2.1.12.4 The maximum permissible size of a coffin or casket for each burial site/plot shall be 762mm, this includes any wrapping.

2.1.12.5 If the width of a coffin or casket exceeds 762mm width, two burial plots must be purchased.

2.1.12.6 Two standard re-opens may still occur in these two plots.

2.1.12.7 Where subsidence is evident, Council will fill and compact ground around burial site/plot.

2.1.13??? Orders for Burials

2.1.13.1 Burial are not to take place except at such times as the Council may from time to time determine.

2.1.14??? Hours of Burials and Exhumations

2.1.14.1 Burials and exhumations shall take place only during the hours approved by Council.

2.1.15??? Booking a Burial Service

2.1.15.1??? A booking for a burial service can only be accepted from a Funeral Director.

2.1.15.2 ?? A burial request confirmation form is to be completed by Council and faxed or emailed to the Funeral Director and Gravedigger.

2.1.15.3 ?? An interment fee is payable upon each interment in the cemeteries.

2.1.15.4 ?? A fee for burial permit does not apply for the burial of a child or baby under fifteen years.

2.1.15.5 ?? The General Manager has the authority to waive cemetery fees for burial sites and interment fees in cases of extreme hardship or extraordinary circumstances by up to 50%.

2.1.15.6 ?? Bookings must be made 48 hours prior to the desired date and time of the burial service or at the discretion of Council in extraordinary circumstances.

2.1.15.7??? Funeral Directors must ensure sufficient staff are provided to lift and lower all coffins or caskets, including oversize coffins.

2.1.16?????? Out of Area Surcharge for Burial Sites

2.1.16.1 ?? ?Out of Area? is classified as outside the local government boundaries of the Penrith Local Government Area. The charge applies to residents outside of these boundaries wanting to purchase a burial site in Penrith City Council cemeteries.

2.1.16.2 ?? The ?out of area? surcharge does not apply if the owner/holder of the burial licence or the deceased is a resident of Penrith Local Government Area. Address must be supplied. (Burial paperwork will be forwarded to owner?s address.) Proof of residence of the deceased may be requested.

2.1.16.3 ?? The ?out of area? surcharge does not apply if the deceased was in care or a resident of a nursing home outside the city but their last address is in the Penrith Local Government Area. Proof of residency may be requested.

2.1.17??? Exhumations

2.1.17.1 Exhumations are not to take place unless;

a. ?? Prior written consent has been obtained from the Director-General of the Department of Health (NSW)

b. ?? Council has been informed of the request and determined the appropriate time and day for the exhumation.

2.1.17.2 ???? This clause does not apply if an exhumation has been ordered by a Court.

2.1.17.3 ???? An exhumation shall be performed under the direction of NSW Department of Health staff. Council representative shall also be in attendance.

2.1.17.4 ???? All cost incurred in carrying out an exhumation shall be paid by the applicant.

2.2???? COLUMBARIA PRECINCT

2.2.1????? COLUMBARIUM WALLS AND ASHES GARDEN

?????????????

2.2.1.1?? Reservation of a site in the columbarium walls and ashes gardens may be pre-purchased for the placement of ash remains at a later date.

2.2.1.2?? Upon payment, a ?Niche Licence/Certificate? will be forwarded to the niche licence holder.

2.2.1.3?? If a niche or site is a paid reservation, the payment to be made when ashes are to be placed is the full current amount (which includes the cost of the niche or garden site, plaque, installation & permit) less the current cost of a niche or garden site.

2.2.1.4?? Ashes are placed by Council staff. Families and loved ones can be present at the placement.

2.2.1.5?? Ashes may be removed from the Walls or gardens after prior approval from Council.

2.2.1.6?? All columbaria and ashes garden plaques are supplied by Penrith City Council.

2.2.1.7?? Two persons can be memorialised on each site/plaque but only one ashes container can be placed in the each niche or garden site.

2.2.1.8?? Memorialisation can also occur when there are no ashes to be placed.

2.2.1.9?? No vases, glass jars or objects are to be placed at the base of the memorial walls. Items are not to be glued to the plaques or memorial walls.

2.2.1.10 Spiked vases are to be used in the ashes gardens. No plants or objects are to be placed on the garden sites.

2.3???????? Permitted Works in Council Cemeteries

2.3.1????? Only appropriately insured and approved organisations/individuals can undertake work in Council cemeteries, including Funeral Directors, Monumental Masons and other contractors.

2.3.2????? The level of public liability insurance and professional indemnity insurance required be that determined by Council?s Risk Coordinator.

2.4???????? Monuments

2.4.1????? An application to erect a headstone and/or monument in Penrith City Council cemeteries must be completed and submitted to council for approval with the current fee.

2.4.2????? The applicant must adhere to all the conditions set out in the application form.

2.4.3????? Work must not commence until confirmation/approval by letter (work permit) from council is received by the applicant.

2.4.4????? The applicant must contact council, giving 36 hours notice for suitable appointment for a site visit. This visit will confirm the site and the nature of the work to be carried out.

2.4.5????? The permit must be carried by the monumental mason at all times whilst in the cemeteries.

2.4.6????? Monuments and the like can only be constructed by appropriately insured companies and individuals.

2.4.7????? When working in council cemeteries, providers are not considered to be employees of Council; they are still subject to a statutory duty (Occupational Health & Safety Act2000, Section 8(2)) of care and the maintenance of Occupational Health & Safety legislation.

2.4.8????? All monuments/headstones are to be conducted to Australian Standards 4204, Monuments and Headstones in Cemeteries. (if an individual cannot construct a permanent monument to this standard, then that individual will not be permitted to do so). All work must be conducted in a professional, safe and tradesperson like manner.

2.4.9????? All refuse pertaining to the construction or repair of monuments and headstones must be removed from the cemeteries by the monumental mason.

2.4.10??? Monumental Lawn Section headstone monuments must be no higher than one metre in height (measured from ground level).

2.4.11??? Council reserves the right to remove, demolish or alter, or require the removal, demolition or alteration of any structure that is not approved.

2.4.12??? Council exempt the Commonwealth War Graves Commission from the payment of monumental fees on memorials erected on the burial sites/plots of eligible ex-servicemen and ex-servicewomen.

2.5???????? Maintenance of Monuments, Structures or landscaping.

2.5.1????? The ownership right of monuments or other structures is deemed to be with the person or persons of the burial licence who authorised the monument, structure or plant to be constructed.

2.5.2????? The council shall not be responsible for the upkeep, maintenance, repair etc of any monument, structure or landscaping on burial sites/plots.

2.5.3????? The owner of the burial licence is responsible for the upkeep, maintenance and repair of any monument, structure or landscaping on the burial site/plot.

2.6???????? Miscellaneous

2.6.1????? A person must not do any of the following within cemeteries under care and control of Penrith City Council;

a.?????? Damage, deface, interfere with or alter burial places;

b.?????? Damage, deface, interfere with or alter monuments;

c.?????? Bury, inter or exhume any human remains, whether cremated or not;

d.?????? Cause or permit an animal that is under the person?s control to enter or remain in a cemetery. This does not prevent a person from leading a dog on a leash;

e.?????? Distribute any circulars, advertisements, paper drawn or photographic material without prior Council consent;

f.??????? Bring or leave any rubbish, refuse, scrap metal (including remains of vehicles), rock, soil, sand,? or any other substance;

g.?????? Engage in trade or commerce without Council?s written consent;

h.?????? Plant any tree, shrub, herbage or any other plant without prior council consent

i.???????? Camp or reside on any Cemetery land;

j.???????? Bury a pet.

Policy Review Committee Meeting ?????????????????????????????????????????????????????????????? 26 September 2011

A Vibrant City

Penrith and St Marys Centres Associations - Annual Business Plans for 2011-12???

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:???????? Owen Rogers ? Penrith City Centre Association?Business Plan 2011-12

Executive Summary

The Penrith City Centre Association and the St Marys Town Centre Association were established in 1998 to market and promote the City Centres.? Both associations are required to prepare an annual Business Plan for Council?s endorsement and report on key performance indicators.? The Penrith Association has submitted its Business Plan 2011-2012 and its audited Financial Statement for the year ended 30 June 2011.? The St Marys Association has not submitted equivalent documents and it is not known when it will do so.

An update on the Penrith City Centre and St Marys Town Centre Management Reviews is also provided.? It notes that the implementation of the recommendations should be in place for the commencement of the next financial year. The implementation of a new management model for the centres will improve the delivery of services to the owners and businesses in a more transparent way.

The report recommends that the Penrith City Centre Association receive full funding for the 2011-12 financial year.? It also recommends that funding for the St Marys Town Centre Association beyond the 31 December 2011 be contingent upon the submission to Council of a satisfactory business plan and audited financial statement for the year ended 30 June 2011.

Background

The Penrith City Centre Association and the St Marys Town Centre Association were established in 1998 to market and promote the City Centres. The Associations have operated to improve business activities and enhance the vitality of the centres thereby improving the experience of people shopping and accessing services.

The Associations are overseen by executive management committees made up of representatives of land owners, retailers, businesses and Council.? Each is normally supported by a manager.? At present, the St Marys Association does not have a manager as he retired in September 2010 and has not yet been replaced.? The Penrith?s Associations manager retired in June 2011 and is currently contracted to work part-time.? Council?s representative on the committees provides advice and information on Council?s policies and actions.

Both associations are required to prepare an annual Business Plan for Council?s endorsement and report on key performance indicators.? The Penrith Association has submitted its Business Plan 2011-2012 and audited Financial Statement for the year ended 30 June 2011.? The St Marys Association has not submitted equivalent documents and it is not known when it will do so and when received will be reported to Council.

This report reviews the Penrith City Centre Association Business Plan 2011-12 and their achievements during 2010-11. The Penrith City Centre Association will tonight give a short presentation on its achievements during 2010-11 and its proposals for 2011-12.

Penrith City Centre Association Achievements 2010-11

The Associations Business Plan 2010-11 described 4 programs each with objectives, a range of activities and specific performance indicators.? A budget allocation for each program was also allocated.?

The overall budget for the year was $304,970 and the Association actually spent $306,001.? Other investment funds were drawn on to make up the small loss of $1,031.

The Association has described its achievements during 2010 in Appendix No. 1.? It is acknowledged that the Association achieved a lot during the 2010-11 financial year, with a range of activities undertaken across the 3 major program areas. However, in future reporting, it would be preferable for a detailed assessment of the achievement of performance indicators to be provided so that a more accurate assessment of the organisation?s performance can be reported to Council.

Similarly, future reporting on the budget performance for different activities would be better integrated with the Business Plan budget allocations and the end of year financial statement.? This would enable an assessment of the actual cost of an activity and the whether or not it was cost effective in achieving its performance target. ?

This issue of reporting standards and consistency is a matter that will be addressed in the review of the management of the city centres.?

As previously mentioned an audited Financial Statement for the year ended 30 June 2011 has been submitted for Council?s consideration.? The Financial Services Department has assessed the Statement and deemed it to be satisfactory.?

Penrith City Centre Association Business Plan 2011-12

The PCCA states that the principle objective of its Business Plan 2011-12 is:

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

The 2011-12 business sub-category rate allocation for the PCCA is $313,509.

The 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.

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

The Centre Management Review?s timing and required negotiation for implementation of the recommendations suggests that it is unlikely that any new arrangements would be put in place before 1 July 2012. For these reasons, it is recommended that the funding be made available for the full period.

A summary of the activities to be undertaken in the programs are provided on page 2 of the Business Plan 2011-12 and listed in Appendix No. 2.?

The Penrith and St Marys Centres Management Review will address the issue of what the objectives of a centre management entity should be and its roles and responsibilities.? The review is nearing finalisation and councillors will be briefed on its findings and recommendations shortly.? Pending the outcome of the review, it is not proposed at this time to suggest major changes to the Association?s current Business Plan 2011-12.

St Marys Town Centre Association

The St Marys Town Centre Association has not submitted a business plan for this year or a Financial Statement for the year ended 30 June 2011.? The Association has not had an executive officer since he retired in September 2010.? The Acting President has previously advised that the Association was reluctant to appoint a new executive officer until the recommendations of the Penrith and St Marys Management Review had been implemented.

The 2011-12 business sub-category rate allocation for the SMTCA is $242,059.

Funding of the Association for the first two quarters of this financial year has been agreed with the Association. Further funding beyond 31 December 2011 should, however, be contingent upon the submission to Council of a new business plan and an audited financial statement for the year ended 30 June 2011.

City Centres Management Review

Council has been assisting the two centre associations in their marketing and promotion of the centres since 1998 with the collection of a business sub-category rate for both of the centres. In that time, some $5.69 m has been passed onto the centre associations for that purpose.? Council delivers a range of important services and infrastructure to the centres and it is important that the best framework is in place for delivery of the adopted Centre Strategies.

Council has resolved to undertake a review of the management arrangements for both the Penrith City Centre and the St Marys Town Centre.? This will ensure that a contemporary management regime is in place which obtains best value for ratepayers? money and ensures the expectations of businesses, property owners and other key stakeholders are met. Importantly, the management arrangements should promote the ongoing vitality and viability of the centres.

Council has appointed Jo Kelly, of People Place & Partnership Pty Ltd to undertake a review of the Management of the Penrith and St Marys Centres. Ms Kelly has considerable Australian and International expertise in assessing the performance of town centre management entities and making recommendations for change.

The Review commenced in late June initially focussing on consultation with all stakeholders such as the Penrith and St Marys Centres Associations, the Penrith Business Alliance, the Penrith Valley Chamber of Commerce and Council.? In parallel with the consultation, the consultant has assessed the current management performance, the available resources and relationships between key stakeholders. The review is nearing finalisation with the draft report due in the next month and Council will be briefed on its findings.

Conclusion

The review of the management regime for the Penrith and St Marys centres will lead to recommendations that ensure that contemporary, best practice, marketing, management and business stimulus initiatives are pursued.? This will place the centres in the best possible position to respond to future growth demands.

In the meantime, the Penrith and St Marys associations will continue to provide management to market and promote their respective centres for the remainder of this financial year.? It is envisaged that the implementation of Council?s preferred management model will be in place for the commencement of the next financial year.

The St Marys Town Centre Association achievements and financial statement for 2010-11 and its Business Plan 2011-12 will be reported to Council following receipt.

RECOMMENDATION

That:

1.???? The information contained in the report on Penrith and St Marys Centres Associations - Annual Business Plans for 2011-12 be received

2.???? Funding for the Penrith City Centre Association be endorsed in the amount of $313,509 and be paid in instalments at the beginning of each quarter

3.???? Funding for the St Marys Town Centre Association be endorsed for the amount of $121,029 being the first 2 quarterly instalments for the 2011-12 financial year

4.???? The St Marys Town Centre Association be invited to provide a presentation to Council on its 2010-11 achievements and Business Plan 2011-12.

ATTACHMENTS/APPENDICES

1. ?	Penrith City Centre Association 2010-11 Program Achievements	1 Page	Appendix
2. ?	Penrith City Centre Association Business Plan 2011-12 Program Activities	1 Page	Appendix
3. View	Penrith City Centre Association Business Plan 2011-12	15 Pages	Attachment
4. View	Penrith City Centre Association Financial Statement 10-11	17 Pages	Attachment

[1]? UNICEF, Child Friendly Cities, www.childfriendlycities.org

?v	Meeting at which the Draft Operational Plan for 2011-2012 is adopted for exhibition
?*	Meeting at which the Operational Plan for 2011-2012 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 2010-2011 Annual Statements are presented
?∞	Meeting at which any comments on the 2010-2011 Annual Statements are presented

Objective	Our public spaces encourage safe and healthy communities
Community Outcome	A City with safe, inviting parks and public spaces (18)
Strategic Response	Provide safe, well-maintained public spaces and parks (18.1)