Agenda of Ordinary Meeting

UNCONFIRMED MINUTES

OF THE ORDINARY MEETING OF PENRITH CITY COUNCIL HELD IN THE

COUNCIL CHAMBERS

ON MONDAY 27 MAY 2013 AT 7:47PM

NATIONAL ANTHEM

The meeting opened with the National Anthem.

STATEMENT OF RECOGNITION

His Worship the Mayor, Councillor Mark Davies read a statement of recognition of Penrith City’s Aboriginal and Torres Strait Islander Cultural Heritage.

PRAYER

The Council Prayer was read by the Rev Neil Checkley.

PRESENT

His Worship the Mayor, Councillor Mark Davies, Deputy Mayor, Councillor Ross Fowler OAM and Councillors Bernard Bratusa, Prue Car, Marcus Cornish, Greg Davies, Maurice Girotto, Ben Goldfinch, Jackie Greenow, Tricia Hitchen, Karen McKeown, John Thain and Michelle Tormey.

LEAVE OF ABSENCE

Leave of Absence was previously requested by Councillors Jim Aitken OAM and Kevin Crameri OAM to allow them to attend the Floodplain Management Association Conference, to be held in Tweed Heads from 28 May 2013 to 31 May 2013.

123 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor John Thain that Leave of Absence be granted to Councillors Jim Aitken OAM and Kevin Crameri OAM to allow them to attend the Floodplain Management Association Conference, to be held in Tweed Heads from 28 May 2013 to 31 May 2013.

APOLOGIES

There were no apologies.

CONFIRMATION OF MINUTES - Ordinary Meeting - 29 April 2013

124 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish that the minutes of the Ordinary Meeting of 29 April 2013 be confirmed.

DECLARATIONS OF INTEREST

Councillor Jackie Greenow declared a Non-Pecuniary Conflict of Interest – Significant in Committee of the Whole Item 4 – Commercial Matter - High Street, Penrith as she has a personal relationship with a person who may be associated with the matter.

SUSPENSION OF STANDING ORDERS

125 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Karen McKeown that Standing Orders be suspended to allow members of the public to address the meeting, the time being 7:47 pm.

Suzy Bechaye

Item 4 – Development Application DA 12/0721 for a Child Care Centre at Lot B DP 389004 & Lot A DP 389004, (No. 168-170) Stafford Street, Penrith

Ms Bechaye, an affected person, spoke in opposition to the recommendation for approval of the development application. Ms Bechaye noted a lack of car parking spaces in the area and suggested that the application does not address this issue in line with the DCP and that the waiting list may not be accurate. Ms Bechaye also cited a number of petitions that have been signed for limiting child care centres within certain areas from service operators and residents.

Councillor Karen McKeown left the meeting, the time being 7:56 pm.

Councillor Karen McKeown returned to the meeting, the time being 7:58 pm.

Mario Pace

Item 14 – Community Building Partnership 2012-2013

Mr Pace, representing the Berkshire Park, Llandilo and Shanes Park Community Action Group, spoke to the report, requesting Council fund the shortfall of $31,000 for the construction of a netball court and ½ basketball court in the area.

Mr Pace stated that the facility would benefit the community greatly, especially teenagers and young adults, enabling them to participate in team sports. Mr Pace also stated that only a modest facility that would last a number of years, would be required.

Catherine O’Farrell

Item17 – Residents’ concerns – Hornseywood Avenue, Penrith

Ms O’Farrell, an affected resident, spoke to the report, stating that no notice was given to residents of the work scheduled to take place in Hornseywood Avenue on service pits and that no representative of Council has met with residents to advise them of what would take place.

Ms O’Farrell also stated that, even though Workcover recognised asbestos was present, the hygienist employed by Service Stream did not handle the asbestos appropriately.

126 RESOLVED on the MOTION of Councillor Prue Car seconded Councillor Greg Davies that an extension of time be granted at 8:08pm to Ms O’Farrell to enable her to conclude her address.

Ms O’Farrell claimed the asbestos was still present and Telstra had not carried out due diligence and that young families in the area and residents have now been exposed to asbestos.

Ms O’Farrell asked what protocol Council has in place for dealing with asbestos related issues.

Matthew O’Farrell

Item17 – Residents’ concerns – Hornseywood Avenue, Penrith

Mr O’Farrell, an affected resident, spoke to the report, citing incorrect practices where work was being carried out on the pits, and advised that he had contacted Workcover, who inspected the area and confirmed that asbestos had been spread wide around the area surrounding the pits. Mr O’Farrell also stated that he considered there had been no support from Council, Telstra or Service Stream in this regard and that asbestos can still be seen lying around the area.

Ann-Louise Dampney

Item17 – Residents’ concerns – Hornseywood Avenue, Penrith

Ms Dampney, an affected person, spoke to the report, expressing concerns around the awareness by Council staff regarding asbestos disposal and asking if Council has an asbestos register. Ms Dampney asked if Council had any protocols and procedures in place for dealing with asbestos related enquiries.

Troy Lancaster

Item17 – Residents’ concerns – Hornseywood Avenue, Penrith

Mr Lancaster, an affected person, spoke to the report, stating that residents were not notified of work to be carried out on the service pits. Mr Lancaster also stated that workers were not wearing protective clothing. Mr Lancaster stated that families will be affected by asbestos being spread onto properties and vehicles and that there could be a number of other pits where this same effect has occurred.

Barry Robson

Item17 – Residents’ concerns – Hornseywood Avenue, Penrith

Mr Robson, representing Asbestos Disease Foundation Australia, spoke to the report, stating that on Saturday he viewed the asbestos debris that had been created by the pit works and that fibres were still present a week after the incident. Mr Robson suggested that all residents in the area be tested by the Dust Board. Mr Robson requested that Council write to Telstra, strongly demanding that the Residents Action Plan provided be implemented. Mr Robson concluded by saying that when any further remediation plans are carried out that every measure is taken to ensure residents are notified.

RESUMPTION OF STANDING ORDERS

127 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Michelle Tormey that Standing Orders be resumed, the time being 8:41 pm.

Mayoral Minute

1 The passing of Ronda Hopkins

Councillors Jackie Greenow, John Thain, Greg Davies and Prue Car spoke in support of the Mayoral Minute.

128 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Jackie Greenow that the Mayoral Minute on The passing of Ronda Hopkins be received.

The meeting observed a minute’s silence at 8:51pm.

Reports of Committees

1 Report and Recommendations of the Access Committee meeting held on 10 April 2013

129 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Michelle Tormey that the recommendations contained in the Report and Recommendations of the Access Committee meeting held on 10 April, 2013 be adopted.

2 Report and Recommendations of the Local Traffic Committee meeting held on 6 May 2013

130 RESOLVED on the MOTION of Councillor Marcus Cornish seconded Councillor Maurice Girotto that the recommendations contained in the Report and Recommendations of the Local Traffic Committee meeting held on 6 May, 2013 be adopted.

3 Report and Recommendations of the Policy Review Committee meeting held on 13 May 2013

131 RESOLVED on the MOTION of Councillor Karen McKeown seconded Councillor Jackie Greenow that the recommendations contained in the Report and Recommendations of the Policy Review Committee meeting held on 13 May, 2013 be adopted.

DELIVERY PROGRAM REPORTS

A LIVEABLE CITY

Councillor Marcus Cornish left the meeting, the time being 8:52 pm.

Councillor Marcus Cornish returned to the meeting, the time being 8:53 pm.

132 RESOLVED on the MOTION of Councillor Prue Car seconded Councillor Karen McKeown that item 17 be dealt with first.

17 Residents' concerns - Hornseywood Avenue, Penrith

133 RESOLVED on the MOTION of Councillor Prue Car seconded Councillor Karen McKeown

That:

1. The information contained in the report on Residents' concerns - Hornseywood Avenue, Penrith be received.

2. Council write to Telstra, seeking a response to the residents’ action plan and requesting that when and if works recommence, residents be advised in writing and door knocked.

3. Council write to State and Federal Members of Parliament seeking their support in bringing Telstra to action to assist the residents of Hornseywood Avenue, Penrith.

A Leading City

2 Local Government Remuneration Tribunal Determination for Mayor and Councillors for 2013/2014

134 RESOLVED on the MOTION of Councillor Karen McKeown seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Local Government Remuneration Tribunal Determination for Mayor and Councillors for 2013/2014 be received.

2. The fees payable to the Mayor and Councillors for 2013/2014 be set at the maximum level permitted.

Councillor Prue Car left the meeting, the time being 9:04 pm.

Councillor Prue Car left the meeting, the time being 9:06 pm.

3 Summary of Investments & Banking as at 30 April 2013

135 RESOLVED on the MOTION of Councillor Karen McKeown seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Summary of Investments & Banking as at 30 April 2013 be received.

2. The Certificate of the Responsible Accounting Officer and Summary of Investments and Performance for the period 1 April 2013 to 30 April 2013 be noted and accepted.

3. The graphical investment analysis as at 30 April 2013 be noted.

1 Organisational Performance Report - Quarterly Review March 2013

136 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Karen McKeown

That:

1. The information contained in the report on Organisational Performance Report - Quarterly Review March 2013 be received.

2. The Organisational Performance Report - Quarterly Review March 2013 as at 31 March 2013, including the revised estimates outlined in this report and detailed in Attachment 1 – Organisational Performance Report – Quarterly Review March 2013 be adopted.

A City of Opportunities

4 Development Application DA12/0721 for a Child Care Centre at Lot B DP 389004 & Lot A DP 389004, (No. 168-170) Stafford Street, Penrith Applicant: Nor'side Investments Pty Ltd; Owner: Nor'side Investments Pty Ltd

137 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Development Application DA12/0721 for a Child Care Centre at Lot B DP 389004 & Lot A DP 389004, (No. 168-170) Stafford Street, Penrith be received.

2. Consideration of this item be deferred to allow for an on-site meeting and discussion of a number of issues including car parking, access and vacancy numbers.

In accordance with Section 375A of the Local Government Act 1993, a DIVISION was then called with the following result:

For	Against
Councillor Greg Davies
Councillor John Thain
Councillor Karen McKeown
Councillor Michelle Tormey
Councillor Jackie Greenow
Councillor Maurice Girotto
Councillor Ross Fowler OAM
Councillor Ben Goldfinch
Councillor Tricia Hitchen
Councillor Bernard Bratusa
Councillor Prue Car
Councillor Marcus Cornish
Councillor Mark Davies

Councillor Ben Goldfinch left the meeting, the time being 9:19 pm.

Councillor Tricia Hitchen left the meeting, the time being 9:19 pm.

A Liveable City

5 Implementation of the Penrith Litter Management Strategy

138 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Karen McKeown that the information contained in the report on Implementation of the Penrith Litter Management Strategy be received.

12 NSW Local Infrastructure Fund

139 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Karen McKeown

That:

1. The information contained in the report on NSW Local Infrastructure Fund be received.

2. The General Manager be authorised to negotiate an amendment to the agreement for the Local Infrastructure Loan with the Department of Planning and Infrastructure.

3. The General Manager be authorised to enter into an agreement with Urban Growth NSW for the use of the Local Infrastructure Loan to forward fund the construction of O’Connell Lane and a section of Caddens Road at Kingswood.

4. Council write to the State Government to express appreciation for their support with this initiative as it will bring forward much needed housing for the city.

13 Tender Reference 12/13-03 Provision of Hired Plant & Equipment

140 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Karen McKeown

That:

1. The information contained in the report on Tender Reference 12/13-03 Provision of Hired Plant & Equipment be received.

2. A new three (3) year contract with the option to extend for a further two (2) x one (1) year periods (subject to satisfactory performance) be awarded to the companies for the specified services, listed in Table 1 – Preferred panel of contractors contained in Tender Reference 12/13-03 Report to Council 27 May 2013, in accordance with the terms and conditions of the Tender.

15 Aquatics Joint Governance - Constitution for Company

141 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Karen McKeown

That:

1. The information contained in the report on Aquatics Joint Governance - Constitution for Company be received.

2. The proposed changes by the Board to the Constitution of City of Penrith Regional Indoor Aquatic and Recreation Centre Limited be endorsed.

6 Penrith City Centre Public Domain Masterplan

142 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Penrith City Centre Public Domain Masterplan be received.

2. Consideration of this matter be deferred to a future Councillor Briefing.

7 Funding for Playgrounds in South Penrith and Jamisontown

143 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Bernard Bratusa

That:

1. The information contained in the report on Funding for Playgrounds in South Penrith and Jamisontown be received.

2. Consideration of this item be deferred to the next Ordinary Meeting of Council.

Councillor Ben Goldfinch returned to the meeting, the time being 9:22 pm.
Councillor Tricia Hitchen returned to the meeting, the time being 9:22 pm.

8 Playground Equipment in Applegum Reserve, Glenmore Park

144 RESOLVED on the MOTION of Councillor Bernard Bratusa seconded Councillor Karen McKeown

That:

1. The information contained in the report on Playground Equipment in Applegum Reserve, Glenmore Park be received.

2. A further report be presented to Council on the 10 year playground equipment program and the option of bringing Applegum Reserve forward into the 2015/2016 program.

9 NSW Bike Plan "River Cities Program" - Additional Funding from Roads & Maritime Services for 2012/13

145 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Marcus Cornish

That:

1. The information contained in the report on NSW Bike Plan "River Cities Program" - Additional Funding from Roads & Maritime Services for 2012/13 be received.

2. Council write to the Minister for Roads and the Local Members expressing appreciation of the funding offer and requesting their continued financial support.

Councillor Michelle Tormey left the meeting, the time being 9:26 pm.

10 Woodriff Street, Penrith - Safety Concerns with Pedestrian Refuge

146 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Ben Goldfinch

That:

1. The information contained in the report on Woodriff Street, Penrith - Safety Concerns with Pedestrian Refuge be received, and Council note the information provided.

2. Consideration of this item be deferred to the next Ordinary Meeting of Council.

Councillor Michelle Tormey returned to the meeting, the time being 9:28 pm.

11 Proposed Road Link between Kurrajong Avenue in the Blacktown Local Government Area & Kurrajong Road, St Marys

147 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Proposed Road Link between Kurrajong Avenue in the Blacktown Local Government Area & Kurrajong Road, St Marys be received.

2. The Blacktown City Council proposal for the connection of a road link between Kurrajong Avenue, Mt Druitt, in the Blacktown Local Government Area, and Kurrajong Road in St Marys not be supported.

3. Council advise Blacktown City Council of its decision to not support the proposal at this time.

14 Community Building Partnership 2012-2013

148 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded John Thain

That:

1. The information contained in the report on Community Building Partnership 2012-2013 be received.

2. Council write to the Member for Londonderry seeking funding for the balance of this project and if funds are not available, a further report be presented to Council detailing alternate potential funding options.

3. Council write to the Member for Penrith, seeking funding should the budget shortfall to realise the community partnership project at Dukes Oval occur.

Councillor Ross Fowler OAM left the meeting, the time being 9:30 pm.

A Vibrant City

16 Mondo Community Safety and Youth Engagement Project - funding opportunity

149 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Michelle Tormey

That:

1. The information contained in the report on Mondo Community Safety and Youth Engagement Project - funding opportunity be received.

2. Council endorse the submission of the new expanded Mondo project proposal as outlined in this report for funding under the National Crime Prevention Fund.

3. Council congratulate all staff involved in the Youth Engagement Project.

Councillor Ross Fowler OAM returned to the meeting, the time being 9:38 pm.

REQUESTS FOR REPORTS AND MEMORANDUMS

RR 1 Child Care Centre - Glenmore Park

Councillor Bernard Bratusa requested a briefing for South Ward Councillors and other interested Councillors to discuss the proposed high density developments and child care centre for Glenmore Park (Bangally Parade, Glengarry Drive), with a view to holding a public meeting to allow both residents and proponents the opportunity to express their views on the developments.

RR 2 Naming of Pathway between St Marys and Penrith

Councillor Jackie Greenow requested a report to Council exploring the possibility of naming the pathway between St Marys and Penrith the ‘Ronda Hopkins Walkway’.

RR 3 Committee of the Whole - Nepean River Green Bridge

Councillor John Thain advised that he had a matter of a confidential nature to be considered concerning the Nepean River Green Bridge and requested that it be considered in Committee of the Whole for the following reason:

This item has been referred to Committee of the Whole as the report refers to information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business and discussion of the matter in open meeting would be, on balance, contrary to the public interest.

RR 4 Expressions of Interest - Thornton Hall, Penrith

Councillor John Thain requested that representations be made on behalf of Nepean Historical Society regarding the expressions of interest for Thornton Hall.

RR 5 Historical Significance - Castlereagh Road/Birdseye Corner

Councillor John Thain requested that representations be made on behalf of Nepean Historical Society regarding Castlereagh Road/Birdseye Corner and the historical significance of the area.

RR 6 Asbestos Emergencies

Councillor Prue Car requested a report to Council reviewing Council’s policies and processes relating to responding to asbestos emergencies, dealing with enquiries and assisting with removal.

URGENT BUSINESS

UB 1 Melrose Hall, Dukes Oval

Councillor Marcus Cornish requested that an amount of $35,000 be allocated equally from each Ward’s voted works to provide a covered area with barbecue facilities, behind Melrose Hall at Dukes Oval.

150 RESOLVED on the MOTION of Councillor Marcus Cornish seconded Councillor John Thain that the matter be brought forward and dealt with as a matter of urgency.

His Worship the Mayor, Councillor Mark Davies, ruled that the matter was urgent and should be dealt with at the meeting.

151 RESOLVED on the MOTION of Councillor Marcus Cornish seconded Councillor John Thain that an amount of $35,000 be allocated equally from each Ward’s voted works to provide a covered area with barbecue facilities, behind Melrose Hall at Dukes Oval.

Councillor John Thain left the meeting, the time being 9:46 pm.

Councillor John Thain returned to the meeting, the time being 9:46 pm.

Committee of the Whole

152 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Ross Fowler OAM that the meeting adjourn to the Committee of the Whole to deal with the following matters, the time being 9:43 pm.

1 Presence of the Public

CW1 RESOLVED on the motion of Councillor Jackie Greenow seconded Councillor Ross Fowler OAM that the press and public be excluded from Committee of the Whole to deal with the following matters:

A Leading City

2 Commercial Matter - Council Property - Leasing of Suite 1 at Community Connections Nos. 114-116 Henry Street, Penrith to Gametraders Live

3 Commercial Matter - Lease of Shop 1 140 Henry Street, Penrith (Allen Arcade)

This item has been referred to Committee of the Whole as the report refers to commercial information of a confidential nature that would, if disclosed (i) prejudice the commercial position of the person who supplied it; or (ii) confer a commercial advantage on a competitor of the Council; or (iii) reveal a trade secret and discussion of the matter in open meeting would be, on balance, contrary to the public interest.

4 Commercial Matter - High Street, Penrith

5 Personnel Matter - Structure of Penrith City Council

This item has been referred to Committee of the Whole as the report refers to personnel matters concerning particular individuals and discussion of the matter in open meeting would be, on balance, contrary to the public interest.

6 Commercial Matter – Nepean River Green Bridge

The meeting resumed at 10:42pm and the General Manager reported that the Committee of the Whole met at 9:43 pm on 27 May 2013, the following being present

and the Committee of the Whole excluded the press and public from the meeting for the reasons set out in CW1 and that the Committee of the Whole submitted the following recommendations to Council.

CONFIDENTIAL BUSINESS

2 Commercial Matter - Council Property - Leasing of Suite 1 at Community Connections Nos. 114-116 Henry Street, Penrith to Gametraders Live

RECOMMENDED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish

CW2 That:

1. The information contained in the report on Commercial Matter - Council Property - Leasing of Suite 1 at Community Connections Nos. 114-116 Henry Street, Penrith to Gametraders Live.

2. Council grant a three year lease with a three year option to Gametraders Live in accordance with the terms and conditions as outlined in the report.

3. The Common Seal of the Council of the City of Penrith be placed on all necessary documentation.

3 Commercial Matter - Lease of Shop 1 140 Henry Street, Penrith (Allen Arcade)

RECOMMENDED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish

CW3 That:

1. The information contained in the report on Commercial Matter - Lease of Shop 1 140 Henry Street, Penrith (Allen Arcade) be received.

2. Council grant Mr & Mrs Geras (trading name to be confirmed) a new 5+5+5 year lease in accordance with the terms and conditions outlined in the report.

3. The Common Seal of the Council of the City of Penrith be placed on all necessary documentation.

Having previously declared a Non-Pecuniary Conflict of Interest - Significant, Councillor Jackie Greenow left the meeting, the time being 9:47 pm.

4 Commercial Matter - High Street, Penrith

RECOMMENDED on the MOTION of Councillor Bernard Bratusa seconded Councillor Marcus Cornish

CW4 That:

1. The information contained in the report on Commercial Matter – High Street, Penrith be received.

2. Council endorse the proposal outlined in this report.

Councillor Jackie Greenow returned to the meeting, the time being 9:52 pm.

6 Commercial Matter - Nepean River Green Bridge

RECOMMENDED on the MOTION of Councillor John Thain seconded Councillor Ross Fowler OAM

CW6 That the information be noted.

5 Personnel Matter - Structure of Penrith City Council

RECOMMENDED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marcus Cornish

CW5 That:

1. The information contained in the report on Personnel Matter - Structure of Penrith City Council be received.

2. The proposed structure is endorsed.

3. The proposed structure come into effect 1 July 2013.

4. Further information be provided to Councillors by memorandum, on the role and responsibilities of the management team.

ADOPTION OF Committee of the Whole

153 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Ross Fowler that the recommendations contained in the Committee of the Whole and shown as CW1, CW2, CW3, CW4, CW5 and CW6 be adopted.

There being no further business the Chairperson declared the meeting closed the time being 10:45pm.

Ordinary Meeting 24 June 2013

A Liveable City

REPORT AND RECOMMENDATIONS OF THE
Local Traffic Committee MEETING

HELD ON 3 June, 2013

PRESENT

Michael Alderton – Road Network Services Engineer (Chairperson), Wayne Mitchell – Group Manager City Infrastructure, Adam Wilkinson – Engineering Services Manager, Councillor Marcus Cornish, Mr Mark Holmes – Representative for the Member for Mulgoa, Acting Sergeant Bill Pearson – Penrith Police, Daniel Davidson – Road Safety Co‑ordinator, David Drozd – Senior Traffic Engineer, Ruth Byrnes - Senior Traffic Officer Martin Warda – Trainee Engineer.

IN ATTENDANCE

Steven Purvis – Senior Ranger.

APOLOGIES

Apologies were accepted from Senior Constable Mark Elliott – St Marys Police, Councillor Jackie Greenow and Councillor Karen McKeown.

CONFIRMATION OF MINUTES - Local Traffic Committee Meeting – 6 May 2013

The minutes of the Local Traffic Committee Meeting of 6 May 2013 were confirmed.

DECLARATIONS OF INTEREST

There were no declarations of interest.

DELIVERY PROGRAM REPORTS

A Liveable City

1 Sydney Street, Oxley Park - Provision of Pedestrian Facility

RECOMMENDED

That:

1. The information contained in the report on Sydney Street, Oxley Park - Provision of Pedestrian Facility be received.

2. The project for modifying the northern splinter island of the roundabout at the intersection of Sydney and Adelaide Streets, Oxley Park into a pedestrian refuge facility be entered into Council’s Traffic Facilities Prioritisation Process. When the project receives priority against other listed sites, Council’s Design Co‑ordinator be requested to prepare a design for the facility, with a further report submitted to the Local Traffic Committee for design plan finalisation and endorsement.

3. Council’s City Works Department be requested to consider provision of a footpath on the western side of Sydney Street, Oxley Park, from Adelaide Street to Hobart Street.

4. The resident and Mrs Tanya Davies MP, Member for Mulgoa be advised of Council’s resolution.

2 Old Castlereagh Road, Castlereagh - Proposed Provision of Traffic Calming Measures

RECOMMENDED

That:

1. The information contained in the report on Old Castlereagh Road, Castlereagh - Proposed Provision of Traffic Calming Measures be received.

2. Installation of speed humps on Old Castlereagh Road, Castlereagh not be supported due to compulsory acquisition of the road reserve by the NSW Department of Planning.

3. The affected resident and the Castlereagh Academy be advised of Council’s resolution.

3 Derby Street, Kingswood - Request for Provision of Pedestrian Crossing

RECOMMENDED

That:

1. The information contained in the report on Derby Street, Kingswood - Request for Provision of Pedestrian Crossing be received.

2. A concept design plan for the provision of a raised marked pedestrian crossing on the eastern side of the roundabout on Derby Street, Kingswood, approximately 150m from Parker Street, be prepared and consultation be conducted with Nepean Hospital regarding access for both pedestrians and emergency service vehicles. Any substantial objections be referred back to the Committee.

3. Subject to no substantial objections, the project for a pedestrian crossing on Derby Street, Kingswood be entered into Council’s Traffic Facilities Prioritisation Process. When the project receives priority against other listed sites, Council’s Design Co‑ordinator be requested to prepare a detailed design for the facility, with a further report submitted to the Local Traffic Committee for design plan finalisation and endorsement.

4. Sydney West Area Health Service be advised of Council’s resolution.

4 Somerset Street, Kingswood - Request for Provision of Pedestrian Crossing

RECOMMENDED

That:

1. The information contained in the report on Somerset Street, Kingswood - Request for Provision of Pedestrian Crossing be received.

2. The provision of a pedestrian crossing on Somerset Street, Kingswood, near the Nepean Hospital entrance, not be supported.

3. Sydney West Area Health Service be advised of Council’s resolution.

5 High Street, Penrith - Installation of "School Zone" Flashing Lights

RECOMMENDED

That:

1. The information contained in the report on High Street, Penrith - Installation of "School Zone" Flashing Lights be received.

2. Council note the information.

6 Doonmore Street & Stafford Street, Penrith - Proposed Roundabout

RECOMMENDED

That:

1. The information contained in the report on Doonmore Street & Stafford Street, Penrith - Proposed Roundabout be received.

2. Design Plan AD 129 (dated 25/03/13) for a roundabout at the intersection of Doonmore Street and Stafford Street, Penrith be endorsed for construction.

3. Affected residents be notified of the roundabout and proposed changes to the “No Stopping” restrictions in Doonmore Street and Stafford Street, Penrith, and any substantial objections to be referred to the Local Traffic Committee.

4. Council’s Public Domain Amenity & Safety Department be requested to conduct a lighting assessment for the proposed roundabout.

GENERAL BUSINESS

GB 1 DEFQON.1 Music Festival – Sydney International Regatta Centre on Saturday 14 September 2013 (Raised Council)

The purpose of this item is to consider the traffic management arrangements for the proposed DEFQON.1 Music Festival to be held on Saturday 14 September 2013 at the Sydney International Regatta Centre (SIRC). It is recommended that the Traffic Management Plan be endorsed.

Council has received a request from Event and Sports Projects Australia Pty Ltd (ESPA) for endorsement of the traffic management arrangements for the DEFQON.1 Music Festival event to be held on Saturday 14 September 2013 at the SIRC. The event is proposed to commence at 11:00am and conclude at 10:00pm (“soft” gate opening at 10:30am and egress will continue until approximately midnight).

DEFQON.1 is a dance festival which originates from the Netherlands and attracts crowds of over 40,000 people. The event has been held at the SIRC since 2009 and it is proposed to hold DEFQON.1 in Australia for the fifth time. This event is expected to attract an attendance of 25,000-30,000 people, with a split of 65% males and 35% females in the age bracket of 18 to 26 years. Attendance at the event has grown steadily since 2009. Table 1, below, indicates the attendance since the first event held at SIRC.

Table 1
Event Attendance

Event Date	Attendance
Saturday 19 September 2009	15,000
Saturday 18 September 2010	18,000
Saturday 17 September 2011	20,000
Saturday 15 September 2012	22,000
Saturday 14 September 2013	Expected 25,000-30,000

In 2010, the applicant applied for a Development Application consent for the event through Penrith City Council, which was approved. Subsequently, the applicant applied for an S96 modification for an annual approval for the event for a five-year period. Consent was granted and the event was approved to be held annually until 16 August 2015.

Conditions 27, 28, 29 and 30 of Council’s consent relate to traffic management, and state:

“27. The transport management plan for the class 2 event be endorsed subject to the event obtaining appropriate Roads and Maritime Services and Police Approval, with subsequent Traffic Management Plans being resubmitted to the Local Traffic Committee a minimum of three months ahead of each annual event.

28. Q-dance Australia shall submit the Transport Management Plan for the event to the Roads and Maritime Services for approval prior to the event.

29. The organisers submit a final Traffic Management Plan to Council, the Roads and Maritime Services and Police for information purposes a minimum of 6 weeks prior to the event being held.

30. The organisers obtain separate Roads and Maritime Services approval.”

In accordance with condition 27, a Traffic, Transport and Pedestrian Management Plan has been submitted to Council by ESPA on behalf of Q-Dance Australia.

The Traffic Management Plan (TMP) advises that the majority of patrons attending the event are expected to travel by train, as a train and bus ticket is included in the event ticket price, with a small portion (approximately 1,500 cars) expected to drive and park at the venue. Patrons who wish to drive will pay a flat rate for parking of $20 per vehicle. There will not be any pre-booking discounts available, with the flat rate being applied to each vehicle at the entry to the car park.

A venue control point will be established on Old Castlereagh Road, at Leland Street, for both pedestrians and vehicles. This point will act as a hold point for pedestrians, where they will be collected by a mini-loop bus service and taken to the event. Pedestrian access will be restricted on Old Castlereagh Road. The applicant has requested three temporary “Bus Stops” for the mini-loop service. These temporary “Bus Stops” are also proposed with complimentary lighting for passengers. The applicant will be conditioned to provide appropriate facilities for people with disabilities at these points and ensure that lighting is for pedestrian purposes and does not affect vehicles on the adjacent public roads.

Patrons who have driven to the event will park in the SIRC car parks P5 or P6 and enter via Gate C. Private charter buses will also be used and will be parked at the venue.

Those who travel by train will be able to utilise a shuttle bus service between Penrith Railway Station and the venue. It is expected that 36-40 buses will be required for ingress from Penrith Railway Station to the venue. Furthermore, it is expected that 80 buses will be required for the egress of the event in order to move some 22,000 patrons back to Penrith Railway Station. Additionally, the event shuttle bus will continue to operate throughout the day and into the evening to cater for patrons who leave the event early. Buses will take approximately two minutes to load and one minute to unload. It is expected that each bus will be able to make four trips per hour between SIRC and Penrith Railway Station.

The number of buses has increased since last year’s event to cater for the increase in patrons for 2013.

The event organiser has requested exclusive use of the car park on the northern side of Penrith Railway Station for bus ranking, pick-up and drop-off. Last year, due to the construction works in this area, it was recommended that this request not be supported at that time. It was recommended that the applicant be advised that a further detailed plan was required closer to the event that detailed the areas to be used.

This year, however, the construction works have been completed on the at-grade and multi-deck car parks on the northern side of Penrith Railway Station, and the car park has been handed over to Transport for NSW (TfNSW) and RailCorp as the operators. In this regard, the applicant will require a separate approval from TfNSW and RailCorp for exclusive use of the car park for the proposed event. A detailed communication strategy will be required for commuters, advising them well in advance of the event that they will need to park on the southern side of Penrith Railway Station to catch a train.

The proposed bus route from Penrith Railway Station to SIRC is proposed as:

1. exit Penrith Railway Station (north side commuter car park)

2. left onto Coreen Avenue

3. right onto Castlereagh Road at roundabout

4. left into Old Castlereagh Road at roundabout

5. right into Gate A at SIRC.

The applicant has proposed the temporary closure of egress vehicles from Mullins Road onto Castlereagh Road from 10:00am to 2:00pm to assist in efficiencies for buses to and from the Station. Consultation will be required with affected businesses regarding this proposal.

The route from SIRC to Penrith Railway Station is proposed as:

1. exit from Gate B

2. left onto Old Castlereagh Road

3. right onto Castlereagh Road at roundabout (this movement will have priority over vehicles exiting the site as they will be exiting at McCarthys Lane)

4. left into Coreen Avenue at roundabout

5. right into Penrith Railway Station north side commuter car park.

At 8:30pm, event management will commence set up of managed traffic conditions on Castlereagh Road and McCarthys Lane, Castlereagh Road/Andrews Road/Old Castlereagh Road roundabout, Gate E and McCarthys Lane and Old Castlereagh Road between Castlereagh Road and Leland Street.

Variable Message Signs (VMS) will be utilised in the following locations to assist with traffic

management before, during and after the event:

· VMS No.1: Castlereagh Road (100m south of roundabout at Andrews Road)

· VMS No.2: Castlereagh Road (150m north of roundabout at Andrews Road)

· VMS No.3: Andrews Road (150m east of roundabout at Castlereagh Road)

· VMS No.4: Old Castlereagh Road (at Gate C directing patrons to parking)

·VMS No.5: Castlereagh Road/Old Castlereagh Road roundabout (west side of roundabout on Old Castlereagh Road)

· VMS No.6: Castlereagh Road (north of Waterside Boulevard)

· VMS No.7: SIRC inside Gate A (near the bike track)

· VMS No.8: Castlereagh Road (50m south of Jane Street intersection)

· VMS No.9: The Northern Road (150m north of Andrews Road)

· VMS No.10: The Northern Road (150m south of Coreen Avenue).

If emergency access is required during the event, emergency vehicles will be directed to McCarthys Lane and through Gate E. This access will be marshalled during the event to ensure access is maintained.

The TMP also addresses the following points:

(i) staff parking

(ii) taxi arrangements and hire vehicles (limousines)

(iii) mini buses and coaches

(iv) private vehicle pick-ups and drop-offs

(v) emergency services.

The organisers of the event have advised that there are a number of key agencies that have been involved in the planning of this event, including Q-Dance Australia, SIRC, NSW Police, RailCorp, Roads and Maritime Services, Department of Transport, I-Sec Security and Ticketek.

There is an overnight camping component to the event for this year, however this is not expected to have any significant impact on traffic managements.

The event has been run in 2009, 2010, 2011 and 2012 and issues relating to traffic management as part of these events have been addressed in the 2013 TMP.

RECOMMENDED

That:

The Traffic Management Plan for the Class 2 Special Event pursuant to Roads and Maritime Services Guidelines for Special Events Version 3.4 August 2006, for the DEFQON.1 Music Festival to be held on Saturday 14 September 2013 be endorsed, subject to the following conditions:

(a) The event applicant be advised that this is a Class 2 Event under the Roads and Maritime Services “Guide to Traffic and Transport Management for Special Events” and that all conditions and requirements specified in the Guide must be complied with prior to the event.

(b) Approval be given for the temporary closures of roads listed in the Traffic Management Plan (with the exception of Mullins Road), subject to Roads and Maritime Services approval as required.

(c) Community consultation be conducted by the applicant with affected businesses on Mullins Road regarding the proposed closure for exiting vehicles from Mullins Road onto Castlereagh Road. Should any objections be received from businesses they shall be referred to Council for consideration (note this may result in the closure not being approved by Council). Subject to no objections from the community consultation process, approval be given for the temporary closures of Mullins Road from 10:00am to 2:00pm subject to Roads and Maritime Services approval as required.

(d) A Traffic Management Plan including a Risk Management Plan be lodged by the event applicant with the Roads and Maritime Services for approval, prior to the event. A copy of the Roads and Maritime Services approval must be submitted to Council prior to the event.

(e) The event applicant obtain separate approval from the NSW Police and submit a Schedule 1 Form under the Summary Offences Act to the NSW Police prior to the event. A copy of the NSW Police approval must be submitted to Council prior to the event.

(f) A detailed Traffic Control Plan shall be prepared by a qualified and certified professional and submitted to Council, the Roads and Maritime Services and NSW Police prior to the event. The Traffic Control Plan shall detail how a minimum 4.0m emergency lane is maintained at all times during the event.

(g) The event applicant arrange to place barricades and provide Roads and Maritime Services accredited Traffic Controllers where required by the approved Traffic Management Plan. Where the Traffic Management and Traffic Control Plan indicate Traffic Controllers are to be used, all Traffic Controllers must have current Roads and Maritime Services certification.

(h) The event applicant must provide advice to Council prior to the event that the event addresses all requirements of the NSW Occupational Health & Safety Act 2000 and the NSW Occupational Health & Safety Regulations 2001.

(i) The event applicant advertise the proposed temporary road closures in local newspapers a minimum of two weeks prior to the event and provide Variable Message Signs (VMS) in appropriate locations a minimum of one week prior to the event, with the locations of the VMS boards submitted to Council for endorsement prior to their erection. VMS boards should be located in accordance with the Roads and Maritime Services’ Technical Direction TDT2002/11c.

(j) The event applicant deliver an information letterbox drop and personal communication to all business proprietors, property owners/tenants, residents and other occupants in the affected streets two weeks prior to the event. Any concerns or requirements must be resolved by the applicant or referred back to Council for consideration. Satisfactory arrangements must be made to address such concerns to allow the event to proceed.

(k) The event organiser notify ambulance and fire brigades (NSW Fire Brigade and RFS) and State Emergency Services of the proposed event and submit a copy of the notification to Council prior to the event.

(l) The event applicant notify private bus companies of the proposed event and submit a copy of the notification to Council prior to the event. Bus companies shall be requested to advertise the changed route for affected buses at least one week prior to, and during, the event.

(m) Should the consultation process resolve to temporarily relocate bus stops or bus routes that were not indicated in the original Traffic Management Plan, a further report will be required to be submitted to the next available Local Traffic Committee meeting. Temporary mini-loop bus service stops on public roads shall be approved by the Roads and Maritime Services. In addition, lighting at these bus stops must be for pedestrian purposes and not affect drivers’ vision on adjacent public roads. All proposed bus stops shall have appropriate facilities for people with disabilities.

(n) The event applicant shall ensure that noise control measures are in place as required by the Protection of the Environment Operations (Noise Control) Regulation 2000.

(o) The event applicant shall ensure that participants obey road rules and Police directions during the event.

(p) The event applicant obtain separate approval from Transport for NSW and RailCorp for exclusive use of the car park on the northern side of Penrith Railway Station. If approved, a comprehensive communications strategy must be prepared that details how commuters will be advised of the closure of the car park. The strategy must be endorsed by Transport for NSW and RailCorp and a copy of all approvals and endorsements must be submitted to Council for information.

(q) Council reserves the right to cancel this approval at any time.

(r) The event organisers be advised of Council’s resolution.

GB 2 Gipps Street, Claremont Meadows – Proposed Speed Limit Change (Raised Roads & Maritime Services)

The Roads and Maritime Services (RMS) has conducted a speed limit review on Gipps Street, between Great Western Highway and Caddens Road, Claremont Meadows.

The speed limit on Gipps Street will be increased from 50km/h to 60km/h for a length of 1.05 kilometres between the Great Western Highway and 160 metres south of Sunflower Drive, Claremont Meadows.

The speed limit change is proposed based on the semi-rural nature of the road, lack of direct residential access, minimal roadside development, pavement width and condition, and is consistent with the speed limit on similar local roads in the area.

The 60km/h speed limit between 160 metres south of Sunflower Drive through to the intersection of Caddens Road will be retained. The speed limit change will be implemented conditionally, with the installation of advanced intersection warning signs at both entrances to Sunflower Drive, to be carried out by the RMS.

It is expected that speed limit and advance intersection warning signs will be installed on Gipps Street from 27 June 2013 (weather permitting).

LTC Comment

Councillor Marcus Cornish noted that a recent request from Council to increase the speed limit on Russell Street, Emu Plains, from Old Bathurst Road to the railway bridge was not supported by the Roads and Maritime Services.

RECOMMENDED

That:

1. The information be received.

2. Council write to the Roads and Maritime Services and request a review of the speed limit on Russell Street, Emu Plains, between Old Bathurst Road and the railway overpass, with the view to increasing from 50km/h to 60km/h.

GB 3 The Lakes Drive, Glenmore Park & The Northern Road, Luddenham – Fatal Traffic Accidents (Raised Penrith Police representative)

The Penrith Police representative advised that there have been two recent fatal traffic accidents in the Penrith area. One accident occurred on The Lakes Drive, Glenmore Park and another on The Northern Road, Luddenham. A Fatal Incident Response Strategy Team report is being prepared for a future Local Traffic Committee meeting.

RECOMMENDED

That the Committee note the information.

GB 4 Oxford Street, St Marys – Proposed Provision of Bus Shelter (Raised Councillor Cornish)

Councillor Marcus Cornish requested advice regarding the provision of a bus shelter at 56 Oxford Street, Cambridge Park. Council’s Road Network Services Engineer advised that Council had received representations from Councillor Marcus Cornish and the Deputy Mayor, Councillor Fowler OAM, on behalf of residents, and the matter would be reported to the Local Traffic Committee at the next available meeting.

RECOMMENDED

That the information be noted.

GB 5 M4/The Northern Road, Penrith – Eastbound Off-Ramp Lane Extension (Raised Councillor Marcus Cornish)

Councillor Marcus Cornish raised concerns regarding the eastbound off-ramp for the M4 at The Northern Road interchange. Councillor Cornish advised that the lane lines on the off-ramp require an extension to cater for the length of queue. In addition, Councillor Cornish requested that an investigation be conducted with regard to the left-turn from the off-ramp onto The Northern Road, to potentially allow a filter turn or left-turn permitted after stopping.

The Committee noted that both The Northern Road and M4 are State roads under the control and management of the Roads and Maritime Services.

RECOMMENDED

That Council write to the Roads and Maritime Services and request that the matter be investigated.

GB 6 M4/The Northern Road, Penrith – Traffic Safety (Raised Penrith Police)

The Penrith Police representative advised that there have been 19 tow-away and eight injury accidents associated with the M4/The Northern Road interchange (south bound left turn slip lane) listed in their system for the period from 1 June 2012 to 1 June 2013.

The Police representative raised concerns about the number of crashes occurring for southbound vehicles queuing along The Northern Road, waiting to access the M4 (heading east).

Police advised they are in the process of preparing a complete file to the Roads and Maritime Services via their Command/Region regarding a request for a lighting review of The Northern Road between the M4 interchange and Frogmore Road/Tukara Road intersections, as well as left-turn traffic signal phasing on both on and off-ramps, together with any other strategies to reduce accidents at the interchange and both northbound and southbound lanes of The Northern Road.

Police also advised that The Northern Road and M4 interchange is their critical roadway in relation to recorded deaths in the last five years, and is unfortunately also the highest roadway for crash data relating to injury/non-injury accidents.

The Committee noted that both The Northern Road and the M4 are State roads under the control and management of the Roads and Maritime Services.

RECOMMENDED

That the Committee note the information and request that a copy of the submission being prepared by Penrith Police be submitted to the Local Traffic Committee.

GB 7 Stafford Street/Evan Street, Penrith – Request for Accident Statistics (Raised on behalf of Councillor Bernard Bratusa)

Council’s Senior Traffic Engineer raised a request on behalf of Councillor Bernard Bratusa, for a report on the number of accidents at the intersection of Stafford Street and Evan Street, Penrith. The Senior Traffic Engineer advised that there have been four cross-traffic accidents in the past five years, however it should be noted that the dates for this five-year accident data straddle the time from when the roundabout was built at this intersection (as part of Black Spot funded improvements) and that the accident history is improving since the roundabout construction.

RECOMMENDED

That the information be noted.

GB 8 Glenmore Parkway, Glenmore Park – Proposed Transverse Linemarking (Raised Council)

Council’s Senior Traffic Engineer raised concerns regarding Glenmore Parkway, Glenmore Park, adjacent to Kyarra Terrace. This matter was investigated following representations from Mrs Tanya Davies, Member for Mulgoa on behalf of a local resident. A plan was tabled proposing 30m of transverse linemarking on the Glenmore Parkway, adjacent to the Kyarra Terrace service road. Council’s Senior Traffic Engineer advised that the Roads and Maritime Services had reviewed the plan and had no objections to the proposal. The plan represents an extension of similar linemarking schemes associated with adjoining sections of Glenmore Parkway.

RECOMMENDED

That 30m of transverse lines be provided in Glenmore Parkway, Glenmore Park, adjacent to Kyarra Terrace.

There being no further business the Chairperson declared the meeting closed, the time being 10:35am.

RECOMMENDATION

That the recommendations contained in the Report and Recommendations of the Local Traffic Committee meeting held on 3 June, 2013 be adopted.

Ordinary Meeting 24 June 2013

A Liveable City

REPORT AND RECOMMENDATIONS OF THE
Penrith Community Safety Partnership MEETING

HELD ON 5 June, 2013

PRESENT

Councillor Karen McKeown; Katie Mason, Department Juvenile Justice; Nerida Silver, Nepean Community and Neighbourhood Services; Gina Field, Penrith Valley Chamber of Commerce; Gai Hawthorn, Penrith City Centre Association; Ken Innes, Glenmore Park Action Group; Kylie Chang, St Marys Local Area Command; Ray Filewood, St Marys Local Area Command; Grant Healey, Penrith Local Area Command; Ben Feszczuk, Penrith Local Area Command; Katerina Tahija, Penrith City Council; David Burns, Penrith City Council; Yvonne Perkins, Penrith City Council; Julie Page, Needle and Syringe Program; Dietmar Almer, St Marys Local Area Command; Allison Kyriakakis, Penrith City Council; Erin Davidson, Penrith City Council.

APOLOGIES

His Worship the Mayor Councillor Mark Davies; Glenn Cooper, University Western Sydney; Christine Donzow, Department Juvenile Justice; Stephen Cole, Penrith Youth Interagency, Jeni Pollard, Penrith City Council, Murray Halls, Penrith City Council; Tracy Leahy, Penrith City Council, Julie Graham, Penrith Local Area Command.

CONFIRMATION OF MINUTES - Penrith Community Safety Partnership Meeting - 6 March 2013

The minutes of the Penrith Valley Community Safety Partnership Meeting of 6 March 2013 were confirmed.

DECLARATIONS OF INTEREST

Nil.

DELIVERY PROGRAM REPORTS

A Liveable City

1 Draft Penrith Community Safety Plan 2013-2016

Allison Kyriakakis advised that the Penrith Community Safety Plan 2013 – 2016 is now in draft format. The Plan is based on guidelines set by the Crime Prevention Division of the NSW Attorney General’s Department. If endorsed by the Attorney General’s Department, Council is eligible to apply for NSW crime prevention grants as funding rounds are announced.

Allison acknowledged and thanked Olivia Kidon for all of her work on the development of the Draft Plan as she is now on maternity leave.

Yvonne thanked those members of the group who attended the workshop on 6 May to provide input into the draft Plan. The workshop identified opportunities to utilise new and emerging styles of media communication, such as podcasts. It was acknowledged that there is a need to target audiences by different means other than the usual fact sheet, brochure or website.

Allison presented an electronic version of the Draft Plan and outlined the community safety projects and strategies to be implemented by the Partnership over the next three (3) years, under (3) key areas: Public Space Offences; Domestic and Family Violence and Malicious Damage. These areas were identified following an analysis of local crime data and community consultations regarding local crime and safety issues for people living and working in the City of Penrith.

Allison advised that the Plan focuses on strategies where Council is best placed to play a leading role, including Crime Prevention through Environmental Design (CPTED) strategies such as lighting and landscaping, and education and community awareness programs.

David Burns advised that with support of the Partnership, the Draft Community Safety Plan 2013 – 2016 will be presented to the Policy Review Committee meeting on 8 July 2013.

David also acknowledged the work that the Community Safety team has put into the development of the Draft Community Safety Plan 2013 – 2016.

RECOMMENDED

That:

1. The information contained in the report on Draft Community Safety Plan 2013 – 2016 be received.

2. The Partnership support the Draft Plan for presentation to a Policy Review Committee meeting of Council.

David Burns took the opportunity to acknowledge that this will be the last Partnership meeting for Ben Feszczuk, Penrith Local Area Commander and Ray Filewood, St Marys Local Area Commander, as they are both retiring.

David acknowledged the value of the ongoing support, time and commitment from both Commands which has contributed to a successful Partnership.

A Civic Reception will be held in September and all Partnership members will be invited to attend.

Regular Items

A) Penrith Local Area Command Crime Statistics – March 2013 to May 2013

Crime Category	March 2013	April 2013	May 2013
Assault	83	62	63
Robbery	6	5	7
Break & Enter	65	47	40
Stealing	164	141	160
Steal Motor Vehicle	19	14	30
Malicious Damage	105	108	117
Drug Detection	22	21	33
Traffic Offences	430	330	512
Motor Vehicle Accident	68	58	66

Penrith LAC Crime Statistics

B) St Marys Local Area Command Crime Statistics - March 2013 to May 2013

Crime Category	March 2013	April 2013	May 2013
Assault	107	60	86
Robbery	10	8	9
Break & Enter	54	49	76
Stealing	109	133	107
Steal Motor Vehicle	31	28	26
Malicious Damage	139	121	144
Drug Detection	37	20	28
Traffic Offences	692	591	559
Motor Vehicle Accident	81	73	87

St Marys LAC Crime Statistics

Detective Inspector Dietmar Almer advised that robberies are centralised around the rail corridor and that St Clair, Cambridge Gardens and St Marys are current hot spots for break and enter offences. Malicious damage offences are on the increase and are becoming an issue.

What’s in the Media?

March – May 2013

GENERAL BUSINESS

GB 1 David Burns – Mondo Project Award

David Burns advised that the Mondo Community Safety and Youth Engagement Project received a National Local Government Award in the Youth Engagement and Participation Category.

Councillor Karen McKeown advised that the Mondo project was a great example of what good community partnerships can achieve and acknowledged the work of all staff involved.

There being no further business the Chairperson declared the meeting closed the time being 4.30pm.

RECOMMENDATION

That the recommendations contained in the Report and Recommendations of the Penrith Community Safety Partnership meeting held on 5 June, 2013 be adopted.

Ordinary Meeting 24 June 2013

A Leading City

Outcomes of public exhibition of draft Corporate Planning Documents

Compiled by: Geraldine Brown, Budget Accountant

Tanya Jackson, Acting Corporate Development and Sustainability Manager

Andrew Moore, Financial Services Manager

Authorised by: Vicki O’Kelly, Acting Director/Chief Financial Officer

Ruth Goldsmith, Group Manager - Leadership

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

Executive Summary

Council is required to prepare and adopt the Community Plan and associated documents by 30 June 2013.

The draft documents were endorsed by Council for public exhibition on 29 April 2013, and exhibited between Friday 3 May and Friday 31 May 2013. A total of 7 submissions were received with the issues generally addressed through existing strategies and service activities. Other minor changes were made to the corporate planning documents to improve clarity.

There were however a small number of budget adjustments required to be made to the Delivery Program 2013-17 (incorporating the Operational Plan 2013-14) such as the inclusion of the March 2013 revotes and the fine tuning of a number of budget assumptions and allocations that have been confirmed during the exhibition period. The more significant budget adjustments are detailed later in this report and a complete listing is provided in Appendix 1. After incorporating these adjustments a balanced budget is proposed for 2013-14.

This report seeks Council’s adoption of the draft Community Plan, Delivery Program 2013-17 (incorporating the Operational Plan 2013-14 and the Fees and Charges), Community Engagement Strategy, Resourcing Strategy and City Strategy. These documents have been provided under separate cover to Councillors, and will be presented at tonight’s meeting. This report also seeks approval for the expenditure of the budget as outlined in the Delivery Program 2013-17 (incorporating the Operational Plan 2013-14).

Draft corporate planning documents

The Integrated Planning and Reporting (IPR) framework for local government was introduced in 2009 as an amendment to the Local Government Act 1993. The IPR framework consists of a hierarchy of documents including a long-term Community Strategic Plan, a Community Engagement Strategy, a Resourcing Strategy, a Delivery Program and Operational Plans for each elected Council term. It was introduced to assist councils in improving the strategic planning for their community, and financial, workforce and asset management.

1. Community Engagement Strategy

The Community Engagement Strategy outlines how Council will engage with its community, key partners and stakeholders in the development and review of the Community Plan. During 2012 Council undertook an extensive community engagement program that involved a City-wide survey, listening posts, target group consultations and a Resident Focus Group and an online forum to review Council’s current Community Strategic Plan. The proposed community engagement program was outlined at a Councillor Briefing Session on 27 February 2012 and the draft Community Engagement Strategy was publicly exhibited from 16 March to 30 March 2012.

Two Councillor Workshops were also held in November 2012 and February 2013. The specific projects and initiatives identified by Councillors in those workshops are listed in Appendix 2. The table shows the community outcome and strategy under which each of the projects will be implemented, and the relevant service activity.

The results from the City-wide survey and discussions guided development of the 7 draft outcomes and supporting strategies for the new Community Plan. These outcomes reflect the community aspirations for the future of our City. The table below demonstrates how the messages from the community have shaped the 7 draft community outcomes and strategies that respond.

Community messages	Draft Community Outcomes
Provide jobs, education and training opportunities close to home, particularly for business groups, community groups, young people and Aboriginal groups. The opportunity to live and work local was a key factor in retaining local residents.	Outcome 1 We can work close to home
Provide the infrastructure and services that are needed to support growth. Better community services such as health, transport, aged care and housing options were particularly issues for older people and community groups in the City.	Outcome 2 We plan for our future growth
Improve roads, public transport, footpaths and cycleways. Young people and Aboriginal groups identified improvements to public transport and infrastructure as a priority. People with disability also emphasised the importance of linked shared pathways and access improvements. Public transport and improving rural roads were priorities for the CALD communities.	Outcome 3 We can get around the City
Provide clean, safe, attractive public spaces and places. The GenYQ Network and Business Groups identified improved attractiveness, parking and pedestrian accessibility in the Penrith City Centre.	Outcome 4 We have safe, vibrant places
Look after our environment by protecting the bushland, rivers, creeks and waterways; encouraging people to use resources wisely; managing illegal dumping; supporting local food production and protecting Penrith’s unique scenery and its mix of urban and rural landscapes	Outcome 5 We care about our environment
Encourage health and wellbeing. Access to outdoor areas, sport and recreational opportunities was important, particularly for children and young people. Community, social and cultural services and facilities were also priorities. People enjoy living and working in the City, and felt there was a sense of community spirit.	Outcome 6 We’re healthy and share strong community spirit
A responsible Council in managing its finances, maintaining assets and public areas, and delivering value for money. Providing opportunities for the community to participate in decision making about the City and its future was also important.	Outcome 7 We have confidence in our Council

Table 1 – draft Community Outcomes and links to the community engagement process

2. Community Plan

The Community Plan identifies the long term aspirations our community want to see delivered in the City over the next 20 years. The Community Plan is built around 7 outcomes that describe what we are working towards to achieve the long-term vision for our City. Each community outcome will be delivered through a number of strategies. The key elements of the Community Plan are summarised below.

Community Plan	Key elements	Description
Identifies the long term aspirations our community want to see delivered in the City over the next twenty years	Vision	A statement that describes our community’s image of the City’s future.
	Community Outcomes	The 7 outcomes that summarise our community’s aspirations and describe what will be achieved. These were confirmed by our community through the engagement activities.
	Community Indicators	How progress towards the community outcomes will be measured.
	Strategies	How the community outcomes will be achieved.

Table 2 – Community Plan key elements

As the ‘big picture’ plan for the City, the Community Plan identifies some outcomes that are beyond Council’s responsibilities. The Community Plan recognises that others in our community (individuals, businesses, governments, community organisations and agencies) also contribute to future outcomes and are key partners in delivering the outcomes the community would like to see. It is through collaboration that we can achieve a coordinated approach and value for money in meeting our community’s needs and priorities.

3. Delivery Program 2013-17 (incorporating the Operational Plan 2013-14)

The Delivery Program 2013-17 sets out Council’s work program over the next four years. It outlines the service activities and actions Council will implement, within its responsibilities and capacity, to achieve the outcomes in the Community Plan. The Delivery Program 2013-17 includes Council’s annual Operational Plan and budget.

Delivery Program	Key elements	Description
Details the four year work program that Council will implement, within its responsibilities and capacity, to contribute to the community outcomes. It includes the 1 year Operational Plan.	Community Outcomes	The 7 outcomes in the Community Plan are repeated in the Delivery Program to provide a simple and clearly linked framework.
	Strategies	The strategies in the Community Plan are repeated in the Delivery Program to provide a simple and clearly linked framework.
	Performance Measures	Measures the effectiveness of the activities each service delivers. It also measures Council has progressed in implementing the strategies.
	Service Activities	These are the ‘business as usual’ activities that each Council service delivers every year.
	Actions	An action or project that will generally be completed in a 1-2 year timeframe.

Table 3 – Delivery Program 2013-17 key elements

The Delivery Program 2013-17 also sets out Council’s financial intentions for the next four years, as well as more detailed financial information for 2013-14, including:

· a funding summary for 2013-17

· detailed financial information by service for 2013-14

· graphs showing where the money will come from and where it will be spent

· the basis for Council’s rates and domestic waste charges for 2013-14

· long term funding projections (and assumptions)

· reserve movements for 2013-14

· a detailed list of capital and operating projects (by service) and program of works

· special initiative programs.

The Fees and Charges 2013-14 is also part of the Delivery Program 2013-17, and is provided as a separate document.

4. Resourcing Strategy and City Strategy

The Community Plan and Delivery Program 2013-17 are supported by two key information documents – the Resourcing Strategy and City Strategy.

The Resourcing Strategy outlines Council’s capacity to manage its assets and deliver services over the next ten years. It includes three key elements - a Workforce Plan, an Asset Management Plan, and a long term Financial Plan. The current documents will meet the statutory IPR requirements, and has been prepared in the context of our current organisational capacity. Over the next year, however, we propose to develop a more robust Resourcing Strategy through a more detailed analysis of Council’s assets and workforce. Council will be requested to consider and adopt the revised Resourcing Strategy next year. Whilst the IPR guidelines require the preparation of a Resourcing Strategy, the guidelines do not require it to be publicly exhibited.

The City Strategy examines the long term issues facing our City and community, and outlines how Council will respond to achieve a sustainable future for the City. It integrates a significant number of Council’s adopted and draft planning strategies and action plans. The City Strategy addresses seven themes – housing, jobs and economy, transport and access, infrastructure delivery, community wellbeing, the environment and places. The issues and policy responses in the City Strategy inform the Community Plan and Council’s 4 year Delivery Program. There are some issues (such as public transport) on which Council can advocate, inform and influence, but are not within Council’s direct control. The City Strategy defines Council’s role for each of the issues.

To ensure a transparent and simple framework into the future, it is recommended that Council’s existing strategies and studies become ‘background’ material (these are listed in Appendix 2 of the City Strategy). A second reference document, with the same chapter headings as the City Strategy, will be collated later this year so that any significant reference material from the strategies and studies is retained and accessible.

Performance measurement and reporting

Council has developed community indicators to measure progress towards the outcomes in the Community Plan, and performance measures to measure progress toward the strategies. Some of the indicators are based on data that can be collected regularly, however, the timeframes for collection (such as the census) do not always align with our statutory reporting requirements. Information is also collected through an independent community survey that Council carries out every year.

For each community outcome, Council will set out where we have been, where we are headed, and what success looks like. The performance measures and community indicators help us understand if we’re heading in the right direction, and future reporting will indicate those trends. It recognises that our partners and government also contribute to implementing the Community Plan.

Every four years, the IPR framework requires Council to present an ‘End of Term’ report to its last meeting prior to the local government election. This report summarises progress towards the outcomes in the Community Plan, and identifies significant achievements and challenges.

Each year, Council’s Annual Report provides a summary of our progress towards an environmentally, socially and economically sustainable City, and Council’s performance in managing its budgets and delivering programs and services. At the Delivery Program level, progress in implementing the agreed service activities and actions will be reported to Council every 6 months. Both reporting periods will include an exception report identifying any project, service activity or action that requires attention or at risk of not being delivered, and any variances to the budget. A status report on budget will be reported to Council every 3 months.

This reporting framework also ensures that Council regularly monitors progress, and has a sound basis to review the four year work program (the Delivery Program, including the Operational Plan) each year. In some cases actions may need to be amended or timeframes modified in response to changing circumstances. The reporting framework below builds a picture of Council’s performance and progress, over time, in working towards achieving the community outcomes.

Document	What does it measure?	How is it reported and what period does it cover?
Community Plan
Community indicators	Outcomes – progress towards achieving the community outcomes	End of Term Report – a progress report is prepared by the outgoing Council every 4 years
Delivery Program (including the Operational Plan)
Performance measures	These assess the effectiveness of the activities each Council service delivers. All services will report on: - % of service activities completed each year - % of budget variance reported (5%) It also measures Councils’ contribution towards the strategies that help achieve the community outcomes.	Annual Report – a progress report for the financial year (July-June) is prepared by Council every year
		Six Monthly Performance Report – a progress report for each 6 months (July-December and January-June) is presented to Council
		Quarterly Performance Report – a status report on the budget for each 3 months (July-September, October-December, and January-March) is presented to Council

Table 4 – Framework and program of reporting

Public Exhibition

As previously mentioned, the community engagement program that informed the development of the corporate planning documents was extensive. This public exhibition process has therefore focused on reconfirming strategic directions with individuals and groups who participated earlier, as well as inviting broader community participation. Information regarding the exhibition is outlined below.

1. Internet access – Council website

The draft Community Plan, Delivery Program 2013-17 (incorporating the Operational Plan 2013-14 and the Fees and Charges) were available on Council’s website. Supporting information including the report on Survey results, Resident Focus Group report and link to the youth engagement video on YouTube were available. A dedicated email address for submissions or questions was set up at ourfuture@penrithcity.nsw.gov.au.

2. Exhibition points and targeted presentations

Copies of the draft documents were available in the Civic Centre at Penrith and Queen Street Centre, St Marys and all libraries. Council officers presented to the Community Networking Breakfast on 15 May 2013, again providing information on the documents and answering questions. This consultation opportunity was highly successful, with over 65 community sector representatives attending the Community Networking Breakfast.

The Corporate Development team worked closely with the Communications team which used a variety of media channels to encourage the community to be involved with the consultation process. A media release resulted in 8 articles in local media; radio advertisements were aired over 2 weeks; and mentions were made in Corporate News Page stories, Mayoral columns, Community Newsletter and on the Corporate Facebook and Twitter accounts. Advertisements and information were also provided in the Council News section of the Western Weekender.

A key part of the engagement program to review the current Community Plan was the City-wide survey of residents undertaken during 2012, which enabled residents to indicate if they were interested in finding out more information. As part of the public exhibition of the draft documents, where contact details were available, an email and summary of the draft Community Plan and links to the community engagement process was sent to these residents to:

- thank them for participating in the Community Plan survey, forums or focus groups undertaken over the past 12 months to review our Community Plan; and

- advise them that the documents were on public exhibition and available for comment.

An email and summary document were also sent to our key partners in the City, including those partners that attended the City Partners Forum on 11 April 2013.

Despite our best efforts to engage and communicate broadly over the past 18 months, however, the Penrith Lakes Development Corporation (PLDC) has recently advised that it was not aware of Council's corporate planning processes and could not provide a submission within the exhibition timeframes. As a key partner who is contributing to our City's future, we value PLDC's involvement and will continue to work with them on the long term planning for the City.

Submissions Received

A total of 7 submissions were received in response to the exhibition. As would be expected, given the documents on exhibition, the submissions covered a range of issues and varied significantly in detail. Some related to specific issues or requests for information, while others were broader in nature. All submissions received on the draft documents will be provided with a detailed response that reflects Council’s established policy or Council’s determination of the specific issues.

A summary of the submissions and responses are outlined below. It is not considered that any changes need to be made to the Community Plan or Delivery Program / Operational Plan in response to six of the seven submissions. The submission from the Penrith Performing and Visual Arts (PP&VA) Ltd suggested changes to the Community Plan to better recognise its role, some of which have been incorporated.

Submission	Suggested response
1. A local resident requested a footpath to be constructed in the near future along Grandview Street, South Penrith as it is used by school students and would assist residents walking to and from the local Southlands Shopping Centre.	Council’s adopted Future Footpath Delivery Program provides for new paths at identified missing links within the existing footpath network, which were selected through a detailed assessment process. Construction of a footpath along Grandview Street, South Penrith has not been identified and is not included in future City works programs. The request will be retained to help inform the next footpath delivery program. The estimated completion time frame for the existing Future Footpath Delivery Program is greater than four years if current funding levels are maintained. (City Works Manager)
2. A local resident requested a playground facility, such as the amazing playgrounds in Olympic Park, Yamble Reserve Ryde and Rouse Hill. The playground would benefit the whole community and make a great contribution to a place such as the Regatta Centre.	Council has 125 playgrounds in the City, which vary in style, age and general condition. In the past five years, 37 playgrounds have been replaced at a cost of $1.702 million as part of Council’s Asset Renewal Program. New, high quality play facilities are being provided at North Penrith (including inclusive and water play) and Jordan Springs. The potential for significant play spaces will also be explored in developing a masterplan for Tench Reserve and the Nepean River. (City Parks Manager)
3. A local resident suggested a water park using recycled water, near the Nepean River, similar to the one in Darling Harbour.	A new water play facility has recently opened at North Penrith. This facility incorporates ‘all inclusive’ play elements designed to be used by all community members. The facility is fully fenced and available for community use. At this stage Council has no plans to construct a water park, however the suggestion can be explored in developing a masterplan for Tench Reserve and the Nepean River. (City Parks Manager)
4. The submission sought more support from Council for facilities and equipment for volunteer emergency services such as the State Emergency Service (SES) and the NSW Rural Fire Service (RFS). It also suggested there needed to be forward planning by Council to ensure these facilities could be provided in the future.	Council makes a significant financial contribution, in addition to its statutory contributions, towards the operational costs of volunteer based emergency service agencies in the City. These costs include building maintenance and repair, construction of new facilities, vehicle purchase and maintenance costs. In the case of the RFS, some of these costs are reimbursable. However, the operational costs for the Penrith SES unit are the responsibility of Council, in addition to its statutory financial contribution. A comprehensive review of the NSW RFS Cumberland Zone Strategy, currently being undertaken by the RFS Cumberland Zone Senior Management Group, will address the needs of the Service well into the future. Council staff meet regularly with the Senior Management Group of the NSW Rural Fire Service and the Region and Local Controllers of the NSW State Emergency Service to plan for the future needs of their respective agencies. Council is strongly committed to supporting the emergency service agencies within Penrith and the volunteers who dedicate their time to keep the community safe. (Waste and Community Protection Manager)
5. This submission promotes Penrith becoming a leader in health and fitness, and creating more safe walking environments (like Jamison Park and the Great River Walk) at the Kingsway Playing Fields in St Marys; Chapman Gardens in Kingswood; and connecting the Nepean River Walk with Glenbrook Park.	Council provides and promotes a range of health and fitness facilities and activities across the City, as well as working with a number of partners such as the Heart Foundation to achieve healthy community outcomes. Within the next 12 months, Council will be providing outdoor health and fitness gym equipment in Jamison Park and are examining the opportunity for a similar facility in Erskine Park. Council is also implementing a program of shared pathway provision (walking and cycling) in response to the NSW Bike Plan and the ‘Penrith Accessible Trails Hierarchy Strategy’ (PATHS). The potential for connections to the Great River Walk and links to places such as Glenbrook Park will be explored in developing a masterplan for Tench Reserve and the Nepean River. (Recreation Manager and City Parks Manager)
6. The Penrith Performing and Visual Arts (PP&VA) Ltd submission emphasised the important role the PP&VA plays through the facilities it operates on behalf of Council, and through the resources delivered by its professional creative teams to offer the best in arts education, cultural programs and enhancing the liveability of Penrith Regional City. It asked that its role be more broadly recognised in the Community Plan.	The Penrith Performing and Visual Arts (PPVA) Ltd makes an enormously valuable contribution to Penrith as a Regional City, providing a diverse range of arts education opportunities for young people in the region, as well as a broad range of performance, theatre and exhibition experiences. Council recognises the important and valuable contribution the PP&VA Ltd make to the cultural vitality of Penrith as a Regional City. Council looks forward to continuing to work closely with the PP&VA Ltd to ensure Penrith expands its profile as a place to enjoy and participate in a rich range of cultural experiences. (Community and Cultural Development Manager) Changes are recommended to strategies 1.4, 2.2, 4.2, 6.1 and 6.2 to recognise PP&VA as a key partner.
7. The submission found the plan inspiring and suggested the following ideas for consideration: × establishing a community volunteer organisation to support people who are unemployed and people who want to contribute to their community × financial strength in the community (e.g. community bank) × a permanent farmers market or a shop for local producers and community gardens × opportunities for Aboriginal culture to be shared (e.g. University course).	The Nepean Volunteers Service assists and provides training for people who would like to volunteer in the community. It also provides social support to the frail aged and people with disabilities. Council’s Neighbourhood Renewal Program has run projects focussed on adult education and employment in priority neighbourhoods. There is an established and competitive banking market with options available for the community to initiate a community banking service. Council supports the Hawkesbury Harvest that promotes the Farm Gate Trail and runs a local farmers growers’ market once a month, in the space between Westfield and the Joan Sutherland Performing Arts Centre. Council also provides assistance for schools and community groups who express an interest to develop vegetable gardens is an activity. Mamre House at St Marys runs community garden projects for local residents, including people who are unemployed and refugee families. Locally there are opportunities for Aboriginal people and the community to access cultural programs. (Place Manager, Financial Services Manager and Environmental Health Manager)

2. Minor Changes to the Community Strategic Plan and Delivery Program

There have also been a number of changes, suggested by Council staff, which correct errors, clarify the intent or timing of tasks and activities, and update the budget information. These include changes to diagrams, pictures, and the wording of tasks and activities. None of these changes affect the intent or key messages of the documents.

Changes to Part A: Budget Adjustments

The financial estimates included in the exhibited draft Delivery Program 2013-17 (incorporating the Operational Plan 2013-14) were based on the best information that was available at the time. During the Exhibition period, further budget adjustments have been required as a result of Council decisions and additional information that has emerged.

The exhibited draft Delivery Program 2013-17 (incorporating the Operational Plan 2013-14) presented a balanced budget. During the Exhibition period a small number of adjustments have been made and a balanced budget will be maintained should Council choose to adopt all the proposed recommendations contained within this report.

At the Ordinary Meeting on 27 May 2013, Council adopted the March 2013 Quarterly Review which included revotes totalling $2.2m for capital works and $114,114 for operational works. The Delivery Program 2013-2017 (incorporating the Operational Plan 2013-14) now incorporates these revotes.

There have been no resolutions made by Council, other than the adoption of the March Quarterly Review, during the exhibition period that have had a financial impact on the 2013-14 budget position. The final 2013-14 budget will be adjusted to reflect the outcomes of any Council resolutions that may be made tonight.

Provided in Appendix 1 is a complete list of all budget changes that have occurred during the exhibition period. The more significant changes to the budget not previously reported to Council are detailed below with their impact on the budget surplus, with the impacts – favourable (F) or unfavourable (U) – indicated where applicable.

· RMS- Median Maintenance – ($75,000 F)

Roads and Maritime Services (RMS) will be using contractors rather than Council to maintain medians on State roads from September 2013. Budgets for income and expenditure have been adjusted to reflect this including the removal of $100,000 of Council funds for employee costs that had already been provided for in the Parks operational budget as part of the 2013-14 original budget process.

· Swimming Pool Inspections – ($5,696 U)

Recent changes to the Swimming Pools Act on 29 April 2013 have resulted in the creation of a State-wide pool register and the need for Councils to develop and undertake a swimming pool inspection program in consultation with the community. With approximately 20,000 swimming pools in the Penrith LGA, this will require a significant resource commitment of resources by Council.

This program will include Council officers inspecting premises which are the subject of complaints, where premises are sold or rented, pools associated with tourist and visitor accommodation and multi-occupancy developments, as well as the agreed community inspection program.

· Net Employee Costs – no effect

During the course of the development of each year’s Budget the organisation’s capacity to respond to service level demands and maintain existing services is reviewed. This involves a comprehensive review of resource allocations across the organisation with Council Officers identifying any areas that may require additional resources to be redeployed to address service demands. It is important that Council’s structure is flexible enough to accommodate these resource reallocations to respond to service demand changes within our existing capacity. Again with this year’s budget a rigorous review has been undertaken and combined with the Organisational Restructure this review has ensured that the needs of the organisation and community will be met by the redeployment of resources. This will see additional resources provided to Council’s Food Outlet Inspection Service, City and Regional Planning, along with Traffic and Development Engineering within the existing capacity of the organisation.

· On-site Sewer Management (OSSM) – no effect

The On-site Sewer Management (OSSM) program is a regulatory program responding to obligations under the Local Government Act. The program includes maintaining a register of the City’s 4,300 OSSM systems, investigating complaints, administering service reports that are submitted quarterly, issuing operational approvals of OSSM systems and undertake an inspection program.

The number of systems is increasing annually and this proposal is to provide sufficient resourcing to enable the delivery of Council’s minimum obligations under the Local Government Act funded from the Environment Reserve.

· Dedications – Subdivision Roads and Drainage – no effect

Increase in estimates for dedication of road civil assets has been forecast due to high level of developer subdivision activity currently being experienced that is expected to continue into 2013-14. The budget for Dedications- Roads has been increased by $2,000,000 and Dedications – Drainage has been increased by $1,000,000.

· Property Development – Surplus Land Review – no effect

A six month exercise has recently commenced to prepare a strategy to address the 107 lots that have now been identified as surplus to Council’s requirements with funding of $353,285 to be provided from the Property Development Reserve. The strategy will list all properties identified as surplus, provide a budget (income and expense), propose options for utilisation of funds, detail a timeframe and also how the community will be consulted. It is expected that the results of this exercise will be presented to Council in the second quarter of 2013-14.

· Victoria Park Masterplan Implementation – no effect

The 2013-14 budget has been adjusted to include a new project for Victoria Park Masterplan Implementation. Funding has been provided for the implementation of the Victoria Park Masterplan within the s94 Local Open Space plan and this work is now scheduled to occur in the 2013-14 financial year

· Penrith Aquatic and Leisure Centre – no effect

The operational budget of $443,956 for the Penrith Swimming Centre has been transferred to provide an additional subsidy for the new Aquatics entity. This is the result of the Council’s decision at the 25 June 2012 Ordinary Meeting endorsing that Penrith Swimming Centre and Ripples Leisure and Hydrotherapy Centre to be jointly managed under a Controlled Entity Model. Work has been progressing to facilitate the joint governance of the facilities in readiness for the Entity to operate both venues from 1 July 2013.

· National Black Spot Program – no effect

A decrease in the project has been included to reflect grant funding decreases from $540,000 included in the Draft budget to $220,000 as grant confirmation has now been received. This project now covers:

o The installation of a raised island with additional Stop sign at Canberra Street and Sydney Street, St Marys $40,000.

o The installation of a roundabout at Doonmore Street and Stafford Street, Penrith $180,000 (100% Federal Government)

· Other – ($69,304 U)

Other variations totalling $69,304 (unfavourable) have combined with the above to maintain a balanced budget.

Penrith Business Alliance

In addition the 2013-14 budget will include an increase in the allocation for the Penrith Business Alliance (PBA) support of $30,000 as recognition of past CPI increases relating to salaries. Council officers will work closely with the PBA over the next 6 months to recommend a more sustainable funding model both for operational and key projects which can be considered by Council. It is also appropriate that when the PBA next report to Council that Council consider providing an endorsement to underwrite costs relating to any cessation of the activities of the PBA similar to that provided to the Controlled Entities.

The Making of Rates and Charges

This matter is addressed in a separate report in tonight’s business paper.

Changes to Fees and Charges

A number of changes to the draft 2013-14 Fees and Charges have been proposed during the exhibition period. Provided in Appendix 3 is a list of proposed changes to the draft 2013-14 Fees and Charges.

New fees which have been proposed include:

· A $10 Swimming Pool Registration fee as per the Swimming Pools Amendment Act 2012.

· Two additional fees for the Glenmore Park Youth and Community Centre have been added, ‘Youth Centre – Craft Room Profit’ $21 and ‘Youth Centre – Lounge’ $25.

· Three new fees for the Onsite Sewer Management Program. These include ‘On Site Sewage Management System Inspection - Non Domestic’ $245, On Site Sewage Management System Compliance Administration Fee’ $74 per hour or part thereof (minimum $74) and ‘Grey water Treatment System Compliance Administration Fee’ $74 per hour or part thereof (minimum $74).

A more equitable inspection fee structure is proposed for Food Premises Inspections which takes into consideration the type, size and actual time it takes to undertake food premises inspections. The proposed fee structure is as follows:

Category 1 - Large Supermarkets: $200

Any supermarket with more than 3 food areas is considered a large supermarket. Examples of food areas that are inspected by council include grocery aisles (including refrigerated displays and freezers), fresh produce sections, delicatessens, fresh seafood sections and bakeries.

Category 2 - Food Business (General): $149

The majority of food businesses are in this category. Examples include restaurants, takeaways, cafes, bakeries, medium sized supermarkets with 2-3 food areas, childcare centres, caterers, home businesses with high risk food, school and sporting canteens and any other business not specified within the other categories.

Category 3 - Small and Low Risk Food Businesses: $110

Included in this group are small convenience stores, greengrocers (with no salad bars, delis or cooking), home businesses with low risk food, health food stores and service stations without cooking facilities.

Category 4 - Multiple Outlets: $149 per food area; $100 first two bars plus $50 per additional bar. Included in this group are premises such as the sports stadium, sporting and other clubs, hotels with kitchens and/or cafes, liquor bars and other premises with more than one food outlet operated by the venue owner.

Restaurants/food outlets within hotels and clubs that are leased to a separate operator will be treated as a Category 2 food business.

Category 5 - Bars Only: $100 first two bars plus $50 per additional bar

This category includes those hotels and clubs where the bistro or café is leased to another entity and therefore the hotel or club proprietor is only responsible for the liquor bar facilities.

Conclusion

The Community Plan and Delivery Program 2013-17 (incorporating the one-year Operational Plan for 2013-14) have been guided by the responses received during the City-wide survey and extensive community engagement program undertaken during 2012 and 2013. The Community Plan and Delivery Program are also informed by the Community Engagement Strategy, Resourcing Strategy and City Strategy.

The Community Plan identifies the key partners who will work with Council in delivering the community outcomes for the City. The Delivery Program 2013-2017 outlines what will be delivered over the next four years, and how this program of works links to the community outcomes for the City. The 2013-2014 budget will deliver a very substantial body of works and services to the City within Council’s available means, and represents the first instalment of the Delivery Program 2013-17.

This report seeks Council’s adoption of the draft documents (with changes outlined in this report and the associated attachments), following its consideration of the submissions and the budget variations proposed for 2013-14. The Division of Local Government will be formally notified that this has occurred, and the adopted documents will be placed on Council’s website.

The documents provide a clear commitment to a shared vision for our City’s future and provide a solid foundation that will be built upon in subsequent reviews.

RECOMMENDATION

That:

1. The information contained in the report on Outcomes of public exhibition of draft Corporate Planning Documents be received

2. In accordance with the Local Government Act 1993 and Local Government (General) Regulation 2005, Council adopt the draft Community Plan, draft Delivery Program 2013-17 (incorporating the Operational Plan for 2013-14 and draft Fees and Charges 2013-14), including amendments outlined in this report and any made at tonight’s meeting.

3. In accordance with the Section 402(7) of the Local Government Act 1993 and Local Government (General) Regulation 2005, Council post a copy of the Community Plan and associated documents on Council’s website and advise the Director-General.

4. Council adopt the Community Engagement Strategy and the Resourcing Strategy and the City Strategy as presented at tonight’s meeting.

5. Council endorse that the strategies and studies that have been incorporated into the integrated City Strategy will have the status of ‘background’ information material.

6. Those who made submissions to the exhibition of the corporate planning documents, together with all participants of the community engagement processes during 2012, be thanked and advised of Council’s decision.

7. Those projects in the Operational Plan 2012-13, which were approved by Council in the March Quarter Review 2013 to be carried forward, be added to the adopted Operational Plan for 2013-14.

8. Council approve for expenditure the budget as detailed in the Operational Plan for 2013-14, and on that basis formally vote these funds for the 2013-14 financial year.

ATTACHMENTS/APPENDICES

1. View	Budget changes on exhibition	2 Pages	Appendix
2. View	Councillor Projects Linked to Outcomes	5 Pages	Appendix
3. View	Fees & Charges changes on exhibition	2 Pages	Appendix

Ordinary Meeting 24 June 2013

A City of Opportunities

Draft Metropolitan Strategy for Sydney to 2031 - Draft Submission

Compiled by: Amanda McMurtrie, Environmental Planner

Paul Battersby, Senior Environmental Planner

Authorised by: Paul Grimson, Manager - Strategic Planning

Objective	We have a say in our future
Community Outcome	A Council that speaks out for Penrith and our region (9)
Strategic Response	Advocate for the employment, transport, and infrastructure to ensure the region is sustainable (9.1)

Executive Summary

The NSW Government released the draft Metropolitan Strategy for Sydney to 2031 (the draft Strategy) on 19 March 2013. The draft Strategy is on exhibition for public comment until 28 June 2013.

Council officers have prepared a detailed submission on the draft Strategy based on Councillors input and substantiated with contemporary evidence. A copy of the draft submission is attached to the Business Paper.

The draft Strategy represents a welcome evolution in the development of metropolitan strategic planning as it integrates land use, transport and infrastructure to guide the future for Sydney. It acknowledges the role of these elements to inform State Budget priorities and importantly reinforces the role of the regional cities such as Penrith in realising these objectives.

Planning for growth on the periphery of major cities is one of the great 21^st century challenges. In recent years Western Sydney has accommodated the majority of Sydney’s population growth. That growth has not been appropriately planned, funded or resourced by the higher tiers of government, creating a backlog of physical and social infrastructure, forcing outer metropolitan communities to endure lower standards of economic and community well-being.

But it is not just the case there are a backlog of needs, for there is also vast untapped productivity available in the high growth outer metro growth areas. This productivity will come from shifting jobs (and especially jobs of the future) to Western Sydney thus avoiding the inefficiencies associated with long journeys to work for the Western Sydney workforce. Government will benefit from the balanced use of the current transport infrastructure and avoidance of the cost to upgrade infrastructure that is already stretched because of the daily migration from the west to the east.

Much more sustained, overt and affirmative action is required if Western Sydney is to be a sustainable and liveable region, a region that continues its strong contribution to the economic growth of Sydney. Timely delivery of key infrastructure to lead housing and jobs and continued investment in education and training, health, social, recreational and cultural services are essential in realising this goal. A genuine and structured engagement regime involving Western Sydney councils, key industry organisations, the community and private enterprise is required to develop a common understanding of the issues and development of shared objectives and actions led by government.

The central tenets in the submission are –

· More housing is required in eastern Sydney

· More jobs are required in western Sydney

· There is a backlog situation resulting from infrastructure provision in the high growth outer metro areas not keeping abreast of population growth and this will require sustained affirmative actions to close the gap.

· Penrith, as the Regional City for the West Subregion has much to offer with its numerous metro Sydney shaping projects, but a strong collaboration with the State Government will be required and the economic destiny of the region in which it sits must be strengthened by the addition of the full WSEA and the Badgerys creek site.

This report seeks Council’s endorsement of the submission together with any additional issues identified by Councillors. A copy of the final submission will be forwarded to all Councillors.

Submission Overview

The vision for Sydney as a strong global city – a liveable local city captures the type of place Sydneysiders desire to live in now and into the future. However, Sydney’s growth has and continues to pose many challenges. Too many people are distant from jobs and previous metropolitan strategies have not done enough to redress this imbalance by locating new housing closer to, or connected to those jobs. The draft Strategy’s proposal to locate 70% of Sydney’s population growth, 60% of new dwellings and only 50% of new jobs in Western Sydney exacerbates this issue. Concentrating growth in well connected, established areas and reinforcing and supporting the role of regional cities such as Penrith through greater job creation is integral to addressing this challenge.

The draft Strategy emphasises economic growth and prosperity but struggles to balance growth across the subregions, which potentially threatens the liveability of local cities. The draft Strategy needs to demonstrate its impact on the fortunes of all subregions not just those that the market deems best suited for investment. Too many communities are distant from jobs and the draft Strategy exacerbates this circumstance. The NSW Government must play an active role in strengthening the ability of all subregions if the vision for Sydney is to be achieved.

The draft Strategy reduces the number of Subregions from the current ten to six with Penrith positioned in a new West Subregion with the Blue Mountains and Hawkesbury local government areas.

The West Subregion: the gateway for Western NSW is an opportunity for Council to embrace leadership in the region. Penrith is a growing Regional City, a great place to live, work and play as well as a great place to invest and do business. The balance of rural and urban areas is what makes us different and shapes our identity. The West Subregion has a rural feel with strong links to the lower Blue Mountains and rural New South Wales, but very much a part of Sydney. However, in realigning the previous subregions the West Subregion now no longer includes some of the ‘critical mass’ provided by the North West sector. This may diminish the West Subregion’s ability to successfully attract critical Government infrastructure spending.

In this regard it is noted that the draft Strategy identifies an expanded Western Sydney Employment Area as one of nine ‘city shapers’, areas identified because of the opportunity they represent for change and investment. The expansion area extends across three subregions. Given that critical economic catalysts have been removed in defining the West Subregion and that subregional boundaries have been designed to streamline implementation of the Strategy, the expanded WSEA should be located wholly within the West Subregion.

Jobs and infrastructure delivery are the principal challenges for Western Sydney and Penrith. While it is encouraging to note that the Government intends to provide 50% of all new jobs in Western Sydney, it will not redress the demands of past growth. Western Sydney will still be burdened with a significant and indeed exacerbated jobs gap by 2031. If this situation is to be redressed, it is imperative that the Government intervene and:

· play an active role, via the Urban Activation Precinct protocols to attract and support investment in the regional city centres such as Penrith City Centre;

· support development of Specialised Precincts such as the Penrith Health and Education Precinct through the preparation of Growth Infrastructure Plans; and

· complete the Structure Plan to expand the Western Sydney Employment Area and commit to the delivery of critical infrastructure at the front end of the Area’s development.

The proposed new Land Release Policy must address the urban, agricultural and conservation conflicts that Sydney’s expansion is creating on the city fringe. There is an urgent need to establish and maintain a clear urban footprint for Sydney to preserve viable agricultural land, conserve our significant natural resources and provide sufficient ‘green space’. In this context Orchard Hills should be retained as a rural living environment and the focus for new housing in Penrith should concentrate on current urban release areas and urban renewal in infill and centres locations.

The intention to introduce a less constrained approach to land release will exacerbate the lack of market price differential that is inhibiting the take up of medium and higher residential development in and around centres and transport nodes in Western Sydney. The new Land Release Policy should commit to a 70/30 infill/greenfield housing split and significantly higher jobs targets in the west with a strong focus on urban renewal areas, transport accessible centres, the existing growth centres and planned employment locations. Strong cross-regional linkages are essential to the continued development of Penrith as the Regional City for the West and to improve access to jobs in adjoining subregions.

The lessons learnt from past growth should be the catalyst for change. The NSW Government must support the Metropolitan Strategy by prioritising the preparation of the Subregional Delivery Plans and use these plans to inform State Budget priorities if Sydney is to become a strong global and liveable local city.

Next Steps

We will incorporate input from Councillors at tonight’s meeting and finalise the submission for lodgement with the Department of Planning and Infrastructure by 28 June 2013.

RECOMMENDATION

That:

1. The information contained in the report on Draft Metropolitan Strategy for Sydney to 2031 - Draft Submission be received.

2. Council endorse the attached submission on the draft Metropolitan Strategy, together with any additional critical issues identified by Councillors, as the basis of a final submission to be forwarded to the Department of Planning and Infrastructure.

3. A copy of the final submission be forwarded to all Councillors.

ATTACHMENTS/APPENDICES

1. View

Draft Metropolitan Strategy for Sydney to 2031 - Draft Submission

29 Pages

Attachments Included

Ordinary Meeting 24 June 2013

A City of Opportunities

The Penrith Progression

Compiled by: David Ellks, Property Projects Co-ordinator

Authorised by: Chris Moulang, Property Development Manager

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

Executive Summary

The Penrith Progression (TPP) was initiated to stimulate localised employment opportunities in order to spur the economic renewal and development of the Penrith City Centre (City Centre).

The process is being undertaken as a partnership between the Penrith Business Alliance (PBA) and Council. TPP will help the PBA (lead agency) fulfil its charter to create jobs, and the Council to use its land to lead and facilitate change.

Key to the TPP scope is the determination of uses for the more than 40% of land within the City Centre (within a 2km radius of Penrith Station) controlled by Council and NSW State Government to the maximum benefit to the community and spur economic activity.

The purpose of this paper is to seek Council’s:

· Approval to complete Stage 3.

· In principle approval to complete Stage 4 subject to the confirmation of funding.

Stages 1 and 2 have been completed and have delivered:

· A process road map (after an initial round of key stakeholder engagement)

· A Governance Framework

· High level political interest including NSW Treasury’s commitment of a resource to the process.

Early work packages in Stage 3 have delivered:

· A detailed cost estimate for Stage 3 and an indication of costs for Stage 4.

· A high level of interest in participating in the process from leading national and international consultants.

Stage 3 will be undertaken in 5 phases and will deliver:

· An Economic Development Masterplan (EDM) and Place Shaping Framework (PSF).

· A Delivery Plan (includes clearly identified priority actions and projects)

· A shortlist of potential investment partners.

Stage 4 will deliver:

· The partnerships and agreements called for by the Delivery Plan.

· The testing of the EMP and PSF by Council’s partner/s.

· Business cases for funding new services, infrastructure and development projects.

The key benefits that will be received by successfully completing Stage 3 include:

· Clear and specific economic and social targets supported by key stakeholders.

· A framework that prioritises Council and PBA activities and investment.

· The stimulation of investment in the City Centre on catalyst projects that are aimed at creating new market conditions.

· Identification of one or more major partners with the capacity, capability and experience needed to undertake developments that create new market conditions.

Background

Soon after the State Government announced Penrith as a Regional City in its Metropolitan Strategy for Sydney in late 2005, Council adopted the Penrith City Centre Strategy (PCCS) in July 2006 as a framework outlining what Council needed to do to achieve the objectives set for the CBD.

The PCCS is primarily a land use planning strategy that aims to attract investment by producing: Planning controls that enable significant development; designs of what the City Centre might look like under the Planning controls; and an attractive public domain.

Following the PCCS the Cities Taskforce produced the Revitalising Penrith City Plan (2007) which created a vision for the City Centre and supporting Planning framework.

Despite the Revitalising Penrith City Centre Plan allowing significant development and the property boom that occurred prior to the Global Financial Crisis, there has been little development in the City Centre.

In August/September 2010 the PBA and Council received reports from Macroplan that provided an assessment of the market and looked at opportunities for some of Council’s landholdings. The reports found that it could be a number of years before conditions were suitable for a market led revitalisation of the City Centre. Of particular concern was Macroplan’s finding that Penrith was not ‘on the radar’ of key agencies and developers.

Towards the end of the Macroplan engagement Council began to investigate what other cities with similar or tougher market challenges were doing to progress the revitalisation of their centres. Council then started to work in collaboration with the PBA and found these cities were intervening in the market in a way that would create a demand for their centres.

In 2011 the PBA engaged Kerr Partnering to map out a process to suit Penrith’s specific needs and opportunities. After discussions with a number of key stakeholders the process ‘road map’ was produced.

During 2012 discussions with the likes of Lend Lease, CBRE, Greensborough Council and Gosford Council confirmed the Kerr designed processes had produced significant benefit that would not otherwise have been achieved. As a result the second stage of work was undertaken and produced:

· A revised process ‘road map’.

· A high level political interest and support including the commitment of a resource by the State Treasurer.

· The engagement of Kerr Partnering by the PBA as the Principle Implementation Advisor.

· The engagement of a Probity Advisor.

· A Governance Framework and interim Governance Board.

· A Stage 2 report.

Earlier this year Council approved the advancement of $100,000 against the Glenmore Park Stage 2 land owners employment contribution to commence Stage 3. The initial work of Stage 3 has produced:

· A cost estimate and resource plan for the remainder of Stage 3.

· Strong interest from national and international professionals interested in collaborating in the economic, social and physical revitalisation of the City Centre.

The Penrith Progression Process

Figure 1 - diagram of the TPP process.

The Approach of TPP

The approach of TPP is significantly different to the PCCS. Many of the actions called for in the PCCS have worked on the supply side of the supply and demand equation. Most notable of these actions was the Cities Taskforce work that provides a vision with supporting planning controls.

TPP will complement the work of the PCCS and focus on the forces that create demand by:

· Engaging with key stakeholders (people that will be affected, plus those who can benefit and make a difference) in problem/opportunity diagnosis.

· Putting together a team of specialists with a balance of creativity and technical expertise to help key stakeholders:

Understand the economic, social, environmental and political environmental impacts on alternatives.

Set objectives and guiding principles that are innovative and well grounded.

Map out and implement an action plan to achieve objectives and deliver specified benefits.

· Actively working to develop the leadership and partnership skills and capacity needed for long term success.

· Procuring the partners and key agreements (for example: the State funding for infrastructure, commitment by a major tenant to a lease) needed to achieve the objectives.

Stage 3

Stage 3 is broken up into 5 phases:

Phase 1 (completed): produced a detailed budget estimate for Stage 3, and commenced the national and international search for talented, qualified and experienced consultants for the Core Team and Technical Panel through a Request for Qualifications (RFQ) process.

The Core Team members will provide thought leadership for the EDM and PSF. The Technical Panel will produce the baseline information needed to prepare the EDM and PSF.

Phase 2: will complete the search for potential Core Team and Technical Panel consultants and shortlist those people considered best suited to work in a collaborative environment with key stakeholders.

The short listed Core Team members will be asked to participate in a workshop a key action area^{^[1]} in the City Centre to work out how to deliver the EMP and PSF and what these might look like. Based on this exercise the Core Team will be selected.

With the Core Team identified briefs for the baseline information needed can be prepared and quotes obtained from the short listed Technical Panel consultants.

To enable the Registration of Interest (ROI) process to commence as soon as this work is complete the production of ads, videos, photography, articles and the like will be produced.

Phase 3: the ROI starts the market making by publicly launching TPP. Through a national ad campaign the search for stakeholders interested in participating in the growth of the City Centre will be invited to register.

The ROI will also target major investors and developers with the capacity and capability to deliver developments that create new market conditions.

While the ROI is in progress, the Technical Panel will produce the baseline information needed by the specialists to properly inform the work with key stakeholders.

Phase 4: armed with the baseline information and data on ROI respondents, the Core Team prepares to conduct the stakeholder workshops and public forums.

Phase 5: this phase starts with the stakeholder workshops and public forums where key stakeholders participate in the shaping of the EDM, PSF and Delivery Plan for key areas of the City Centre.

The data from the stakeholder workshops and public forums are included in draft copies of the EDM, PSF and Delivery Plan.

At a final stakeholder workshop, the draft EDM, PSF and Delivery Plan are presented for stakeholder sign off.

Stage 4

A key aim of Stage 4 is to:

· Produce one or more major developers/investors interested in partnering with Council in the development of a key precinct/s.

· Identify key infrastructure projects that need to be completed by government to activate growth.

The expectation is the potential partners will fund much of this work as part of the capital cost associated with progressing a development opportunity.

The main tasks of this stage:

· Procurement of Development Partners

· Finalising key agreements (for example, State Government commitment to infrastructure funding, a commitment to a lease by a key tenant and the like).

· Testing and refining the EDM and PSF with the partners and financiers.

· Business case development for public and private catalyst projects.

· Setting up to implement catalyst projects.

Council’s costs in this stage are expected to be mainly around legal expenses for establishing agreements and completing due diligence for its land.

The Benefits

The benefits that will be provided by successfully completing Stage 3:

· Key stakeholders will have a much clearer idea of which sustainable sectors will provide the additional jobs, and what is required to attract these employers and workers.

· Council will have a PSF that is supported by key stakeholders and integrates all the policies, planning, economics and guidelines. This will clearly show investors what the community and Council will support and that it is feasible.

· Council and the PBA will have KPI’s for key economic and social aspects to measure progress/success.

· Council and the PBA will have a Delivery Plan with clear priorities.

· Council will have a clear framework for assessing invited and unsolicited development proposals for priority development areas.

· Penrith will be placed on the radar of government and private investors.

· Council will have identified the best strategic use of its land holdings.

· The Council and Agencies like TAFE will be able to see opportunities for State Government land that may not have previously been identified.

· Council will have identified one or more potential investment/development partners for catalyst projects and key development areas.

· The Delivery Plan will identify priorities for the focus of Council and the PBA.

· There will be the one conversation among key people about achieving the economic and social targets in the City Centre (many people speaking and working as one is more likely to create change and achieve major objectives).

· While the Council and PBA lead and facilitate the process, it’s the community who has ownership of the EDM, PSF and Delivery Plan.

· Council and the State Government will have a clear idea on how to gain the maximum leverage from its investment in infrastructure towards attracting private enterprise investment.

· The options for financing government’s share of the cost in a partnership will have been identified and evaluated.

· Council’s chances for securing funding from programs such as the Regional Development Australia fund will be greatly enhanced.

Budget Estimates

Table 1 over outlines what has been spent to date the estimated cost to complete the process to the end of Stage 4.

Notes on the cost planning and control:

a. Stage 3 has been divided into 5 phases. The end of each phase provides a control point where the PBA and Council can confirm the process is on track to achieve its objectives within the Council approved scope, budget limit and program.

b. The Governance Board will track the process and report progress to the PBA Board and Economic Opportunities Working Party (EOWP) with a recommendation on progressing to the next phase.

c. It is proposed the Economic Opportunities Working Party be able to authorise:

· progression to the next Phase if the process is on track;

· forwarding a progress report to the next Ordinary Meeting of Council.

d. If there is a need to vary from the Council approved scope, budget or program, the Governance Board will recommend changes to the EOWP for endorsement and forwarding to Council for approval.

e. Between milestone dates the Governance Board will hold briefing sessions for EOWP every 4 to 6 weeks.

Table 1 – actual and estimated costs of TPP (excluding GST).

Stage/Phase Description	Estimate Range
Stage 1 – Roadmap definition(actual)	$93,000	to	$93,000
Stage 2 – Governance planning (actual)	$122,150	to	$122,150
Stage 3 § Phase 1 – Budgeting & Start RFQ (actual) § Phase 2 – Core team assembly & prep for ROI § Phase 3 – ROI and prep baseline information § Phase 4 – Prep for stakeholder workshops § Phase 5 – Produce EDM, PSF & Delivery Plan Sub-Total Stage 3	$48,200 $329,000 $326,000 $343,000 $382,000 $1,428,200	to to to to to to	$48,200 $349,000 $346,000 $363,000 $402,000 $1,508,200
Stage 4 – Catalyst project development	$270,000	to	$470,000
Estimated Total Cost Stages 1 to 4	$1,913,350	to	$2,193,350

f. Included in the estimate:

· All goods and services that cannot be provided by the PBA or Council including:

Consultant services.

Video and photography for ads and web page.

Ads in papers (including a full page ad one Thursday in the Australian Financial Review for the launch of TPP).

Construction of a dedicated web site.

· $100,000 for an additional resource to work within the PBA or Council.

g. Excluded from the estimate is the work the PBA and Council can do, this is:

· Property Development Department is providing project management, administration and reporting services. This commitment is one full time position.

· Planning and Engineering services providing baseline information for the technical consultants to review and update as needed.

· Communications Department reviewing ads, preparing articles and maintaining the TPP dedicated web page.

· The Purchasing Department administering the procurement or resources.

· GIS preparing maps, 3D models and the like.

· City Partnerships and Strategic Planning assisting with key stakeholder engagement and workshops.

· Councillor and officer participation in stakeholder workshops, media events and the like.

· Legal and Governance reviewing and providing advice as required.

· Use of Council’s facilities for stakeholder workshops.

h. Quotes will be obtained wherever possible to confirm the budget.

i. Approximately 35% of the budget is for the services to be provided by Kerr Partnering. These services include: the role of Principle Implementation Advisor^{^[2]}, setting up the PBA and Council with the necessary project systems, providing leadership and project management support, and the provision of technical advice (Note: Kerr have challenged the PBA and Council to minimise the cost their services by doing as much as possible in-house).

j. The Stage 3 estimates include a contingency of $110,000 (approx. 8%) to $190,000 (approx. 14%).

Financial Services Manager’s Comment

The development of TPP has occurred over recent years with the PBA having previously advised of their intention to fund the project from contributions transferred to the PBA by Council in accordance with the Glenmore Park Stage 2 Voluntary Planning Agreement (the VPA). To date a total of $311,605 has been transferred to the PBA in accordance with the VPA, including $100,000 advanced from contributions expected to be received from the landowners prior to 30 June 2013. A total of $1.75m (indexed to April 2013) will be received from the VPA.

Stages 1 and 2 of TPP have been completed at a cost of $215,150, resulting in remaining funds available of $1,526,806.

It is proposed to continue to advance TPP on the basis that the PBA continue to fund the works from contributions from the VPA as no other funding source has been identified and no capacity is available within Council’s budget to otherwise fund this project.

This report recommends that works to complete Stage 3 are endorsed by Council and that in principle support is provided for Stage 4. The project budget estimates the cost of Stage 3 to be between $1,428,200 and $1,508,200. This could be accommodated within the remaining funds from the VPA. It is however noted that the completion of Stage 3 is anticipated by 30 June 2014, which is well in advance of the anticipated timing of the contributions required by the VPA and would require Council to forward fund these contributions to the PBA against the future VPA cash flows. To ensure that this can be accommodated without compromising Council’s liquidity benchmarks this report recommends that the advance funding be provided by an external loan, and that this loan be included in the 2013-14 Borrowing Program.

A further report will be presented, subject to the advancement of Stage 3 to finalise funding sources for Stage 4 as it is likely that an alternate funding will be required to supplement the VPA funding.

Stage 3 Program

Table 2 over identifies target completion dates for each phase of Stage 3. These dates are based on Council and the PBA Board approvals being in place to proceed with Phase 2 on the 24 and 25 June 2013 respectively (and ongoing Council and PBA Board approvals being provided in a timely manner subject to the project being on track to achieve its objectives).

Table 2 – targeted completion dates

Description

Target Completion Date

Stage 3

§ Phase 2 – Core team assembly & prep for ROI

§ Phase 3 – ROI and prep baseline information

§ Phase 4 – Prep for stakeholder workshops

§ Phase 5 – Produce EDM, PSF & Delivery Plan

Early Aug 13

Early Oct 13

Mid Dec 13

Late Mar 14

Governance Framework and Memorandum of Understanding

The PBA (lead agency) and Council are undertaking TPP as partners. The process is a vehicle for:

· The PBA to fulfil its charter of job creation.

· Council to use it land as a leader and facilitator of change.

An initial Governance Framework (Attachment 1) and Memorandum of Understanding (Attachment 2) between the PBA and Council were prepared early in Stage 2 with the assistance of a Probity Advisor.

The Governance Framework and MOU establish:

· What the partners wand to achieve and they will collaborate to achieve their objectives.

· Good governance, project management and risk management practice.

· A decision-making framework that is logical, fair and transparent.

Both the Governance Framework and MOU are living documents that will be reviewed and updated as required at the end/beginning of each stage/phase.

In relation to all matters relevant to the management and implementation of TPP the Governance Board has the highest decision making authority and will report directly to the PBA Board and Council through the EOWP.

The Governance Board membership may comprise:

· PBA and Council representatives.

· Key stakeholders important to success of delivery.

· Independent members capable of providing neutral challenge.

To this point TPP has been directed by an interim Governance Board comprising:

· Bijai Kumar and Glenn Byres - PBA

· Alan Stoneham and Barry Husking – Council

· Bill Kerr – Kerr Partnering (independent)

An Investment Decision Reference Group will be established to support the Governance Board with advice on investment management and business case development.

A Stakeholder Reference Group will be established to provide the Governance Board with a sounding board to gauge the reaction of key stakeholders to ideas/points of view and to spread key messages.

A Project Management Group (PMG) has been established for the day to day management of the process. Initial members include:

· Ben Artup – PBA

· David Ellks – Council

· Damien Kerkhof – Kerr Partnering.

Conclusion

Over the past decade the level of development within the City Centre by the private sector has been minimal, this is despite Council taking action to enable significant development in the City Centre, and the State Government constructing the State Office Block.

TPP takes a different approach to solving this problem. It will work on the forces that will create a demand for investment and development in the City Centre.

A key to creating demand is the determination of priority development areas and catalyst projects that will provide the jobs, services and amenity stakeholders want, and using the more than 40% of land controlled by Council and NSW State Government to attract the investors and developers needed to deliver these developments.

The process is:

· Grounded in good governance, project management and risk management practice.

· Innovative, strategic and aligned with State Government and Council’s strategic plans and objectives.

· Based on lessons learnt from other cities battling to achieve their economic objectives in the shadow of a major city and tailored to meet Penrith’s specific needs.

· Broken up into small, affordable stages and phases where the PBA and Council confirm the process is on track to achieve its objectives.

The potential returns on this investment are significant.

RECOMMENDATION

That:

1. The information contained in the report on The Penrith Progression be received.

2. A budget is established for Stages 1 to 4 of The Penrith Progression with an upper limit of $2,193,350.

3. A loan is secured against the Glenmore Park Stage 2 Voluntary Planning Agreement (the VPA) to fund the process up to the end of Stage 3.

4. The scope and timeframe for Stage 3 be approved for funding and Stage 4 approved in principle, subject to confirmation of funding.

5. The EOWP be able to authorise the progression from one phase to the next if the process is on track to achieve its objectives within the Council approved scope, budget and program.

6. Council write to the PBA Board informing them of Council’s approval.

ATTACHMENTS/APPENDICES

1. View	TPP Governance Framework	34 Pages	Attachments Included
2. View	TPP MOU	5 Pages	Attachments Included

Ordinary Meeting 24 June 2013

A City of Opportunities

Tender Reference 12/13-07 Provision of Childcare Consumables

Compiled by: Jade Bradbury, Children's Services Business Co-ordinator

Authorised by: Janet Keegan, Children's Services Manager Operations

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

A tender for the provision of Childcare Consumables was advertised on 12 and 16 April 2013 and closed on 9 May 2013.

This report advises Council of the outcome of the tender process and recommends that the tender from Klenall Industrial Suppliers Pty Ltd be accepted for the provision (supply and delivery) of Childcare Consumables for a period of three (3) years, with an option to extend for a further two (2) x (1) year periods, subject to satisfactory performance.

Background

In 2005 a review of Child Care consumable product requirements was undertaken by Council’s staff. At that time market research established that there were a number of suppliers already holding similar inventory and were delivering these products to customers through a fully supported infrastructure. Because of the need for improved service levels throughout our child care centres it was decided to embark on a tender process to outsource the supply and delivery of the full range of products. Following a tender process in 2009 ABCOE Distributors Pty Ltd was the successful tenderer and it has held the contract for the last three years.

Tenders were advertised in the Western Weekender and the e-tendering website on 12 April and in the Sydney Morning Herald on 16 April and closed on 9 May 2013 for the provision (supply and delivery) of a range of Childcare Consumables.

Tenderers were required to submit their tender either by using the APET 360 online Portal or a hard copy on a standard pro forma sheet, which clearly identified the required response against each of the evaluation criteria.

Tenderers were also required to complete a price schedule setting out the unit rates for the provision of a range of Childcare Consumables.

All prospective tenderers were invited to attend a pre-tender briefing on 18 April 2013. This briefing included an online demonstration on Council’s electronic tendering portal, and provided an opportunity for prospective tenderers to seek any necessary clarification of the specifications required to perform the tender.

Tender Evaluation Panel

The Tender Evaluation Panel consisted of Jade Bradbury (Children’s Services Business Coordinator), Kylie Brennan (Glenmore Park Child and Family Centre Coordinator) and Laura Schuil (Supply Officer -Contracts).

Evaluation process

The process for the evaluation of tenders was as follows:

1. Initial review of tenders to determine compliance with the evaluation criteria, including the ability of tenderers to provide the full range of services specified;

2. Assessment of costs based on the unit rates tendered and the allocated staff to perform the services, and determination of a short-list based on the best rankings from 1 above.

3. Conduct a site meeting to view the premises and discuss with the tenderers’ key staff regarding the content of their tender.

Tender Evaluation Criteria

The selection criteria advertised and used in assessing the tenders were:

Scope of Requirements

· Demonstrated Ability

· Cost / Price Category

· Resources and Personnel

· Quality Assurance

· Environmental Management

· Industrial Relations

· Work Health & Safety

Summary of Tenders Received

A total of 12 submissions were received from the following respondents (listed in alphabetical order) in response to the advertised tender:

Tenderer	Location of the business
ABCOE Distributors Pty Ltd	Penrith South NSW 2750
Bakers Construction + Industrial Supplies	Blacktown NSW 2148
Bunzl Outsourcing Services	Enfield NSW 2134
Cleveland Cleaning Supplies Pty Ltd	Kingsgrove NSW 2208
Complete Office Supplies Pty Ltd	Lidcombe NSW 2141
Ecomist Australia Pty Ltd	Chatswood NSW 2067
Express Industrial Supplies Pty Ltd	Padstow NSW 2211
Klenall Industrial Suppliers Pty Ltd	Penrith NSW 2750
Lavenderia Pty Ltd	St Marys NSW 2670
Staples Australia Pty Ltd	Mascot NSW 2020
Taren Cleaning Supplies Pty Ltd	Kurnell NSW 2231
Torstar Holding Pty Limited	Penrith NSW 2750

Criteria Evaluation

Following the evaluation of the twelve (12) tenders, the Tender Evaluation Panel determined that all twelve (12) tenderers demonstrated compliance with each of the evaluation criteria.

Price Evaluation

Prices were requested for the following type of services:

· Safety and Personal protection

· Sanitary Supplies

· General Items

· Chemicals and Cleaning

· First Aid

Each tenderer was required to provide rates for the provision (supply and delivery) of a range of Childcare Consumables.

The table below ranks the tenders received from lowest to highest in respect of Council’s estimated annual expenditure.

Tenderer	Annual Expenditure
Klenall Industrial Suppliers Pty Ltd	$123,762.10
ABCOE Distributors Pty Ltd	$134,141.00
Complete Office Supplies Pty Ltd	$139,784.90
Staples Australia Pty Ltd	$176,326.60
Taren Cleaning Supplies Pty Ltd	$176,885.20
Cleveland Cleaning Supplies Pty Ltd	$181,837.60
Torstar Holding Pty Limited	$188,854.20
Bunzl Outsourcing Services	$189,421.00
Lavenderia Pty Ltd	$199,000.00
Ecomist Australia Pty Ltd	$221,642.00
Express Industrial Supplies Pty Ltd	$237,915.50
Bakers Construction + Industrial Supplies	$276,617.00

Shortlisted Tenderers

Following Phase 1 & 2 of the evaluation process the Tender Evaluation Panel determined that the following tenderers were the most advantageous to Council and were short listed for further evaluation:

· ABCOE Distributors Pty Ltd

· Complete Office Supplies Pty Ltd

· Klenall Industrial Suppliers Pty Ltd

For the remaining tenders it was determined that there was no advantage to Council in further considering these higher priced tenders.

Site Visits

The Tender Evaluation Panel conducted site visits to each of the short listed tenderers’ premise to meet with key staff and to further evaluate their capability in regard to the following criteria:

· Methods of Payment order processing systems

· Account management support and general administration

· Delivery service capability

· Quality of products

Comments on Site Visits

Klenall Industrial Suppliers Pty Ltd

Klenall Industrial Suppliers Pty Ltd is located at 4 Cassola Place, Penrith and has been in operation for over 28 years, initially starting out as a home business and the owners are Graeme and Jill Murphy.

The Panel members observed that the overall housekeeping within the site was very good and the sales team were very professional. They have a web based on line ordering system which is currently being upgraded. They have their own fleet of delivery vehicles of a size suitable for access to the child care centres and can provide next day delivery. The quality of products is similar to what is currently being used. Klenall Industrial Suppliers Pty Ltd is capable of meeting the specified requirements of the tender which was confirmed through the site visit.

ABCOE Distributors Pty Ltd

Abcoe Distributors Pty Ltd is located at 69 York Road, Penrith South and has been operating for over 40 years and the business owner is David O'Neill.

The warehouse and general office was very well organised with efficient systems in place. The overall housekeeping was very good and the sales team were very professional. Council staff were advised that the ongoing support of the services would be provided through a dedicated sales team.

The quality of products offered is of a proven standard and the majority of items are the same brand as the centres are currently using. They have their own fleet of delivery vehicles (5) of a size suitable for access to the child care centres and can provide next day delivery. Overall capability in meeting the specified requirements was confirmed through the site visit.

Complete Office Supplies Pty Ltd

Complete Office Supplies is located at 25 Nyrang Street, Lidcombe and is owned and managed by its founder and sole Director - Dominique Lyone.

They have a large automated system which manages their procurement process. Their products offered were similar to what the centres are currently using. They do charge a delivery fee for emergency orders under the value of $50.00. Complete Office Supplies have the capability to meet the specific requirements outlined in the tender process.

Preferred Tenderer

Each tenderer shortlisted was assessed against the tender evaluation criteria and the individual unit rates submitted. The assessment showed that all tenderers were capable of providing the service required. However, based on the compliance and cost rankings, Klenall Industrial Suppliers Pty Ltd’s offer represents the most advantageous to Council for the provision of Childcare Consumables.

Independent Financial Risk analysis and Independent Referee Checks were carried out on the preferred tenderer.

Conclusion

Based on the detailed evaluation of all tenders shortlisted, in particular the demonstrated capacity and the prices submitted, Klenall Industrial Suppliers Pty Ltd’s offer represents the most advantageous to Council for the provision (supply and delivery) of Childcare Consumables.

Financial Services Manager’s Comments

Corporate Scorecard Pty Ltd was engaged to undertake financial and reference checks on Klenall Industrial Suppliers Pty Ltd and has provided an overall rating of Satisfactory for the Company to undertake the contract. Financial Services have reviewed the report provided and have not identified any issues that would prevent the contract being awarded.

Tender Advisory Group (TAG) Comment

The Tender Advisory Group (TAG) consisting of the Group Manager - Legal and Governance, Stephen Britten and the Senior Governance Officer, Glenn Schuil met to consider the tender for the Provision (supply and delivery) of a range of Childcare Consumables. The TAG supports the methodology used with the assessment of tenders and the recommended tenderer contained within this report.

RECOMMENDATION

That:

1. The information contained in the report on Tender Reference 12/13-07 Provision of Childcare Consumables be received.

2. A contract for the provision of childcare consumables for a period of three (3) years, with an option to extend for a further two (2) by one (1) year periods, subject to satisfactory performance, be awarded to Klenall Industrial Suppliers Pty Ltd for the annual cost of $123,762.10.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 24 June 2013

A Liveable City

The Northern Road, Jordan Springs - Road Upgrade

Compiled by: Walter Sinnadurai, Transportation Planner

Authorised by: Adam Wilkinson, Engineering Services Manager

Requested By: Councillor Kevin Crameri OAM

Objective	Our physical infrastructure is adaptable, and responds to changing needs
Community Outcome	A City with an integrated local road and pathways network (16)
Strategic Response	Implement effective traffic and parking responses (16.2)

Executive Summary

This report has been prepared at the request of Councillor Kevin Crameri OAM following a previous report to the Ordinary Meeting on 19 November 2012. The report aims to provide additional information regarding proposed road upgrade works and a discussion of current and future traffic issues for The Northern Road. The report recommends that the information contained in the report be received.

Background

At its Ordinary Meeting on 19 November 2012, Council considered a report on ‘The Northern Road, Cranebrook – Widening between Borrowdale Way and Andromeda Drive’. The report provided details of The Northern Road upgrade works to be provided as part of the Jordan Springs development and the associated St Marys Development Agreement (between Lend Lease and the State Government). Following consideration of this report Councillor Kevin Crameri OAM requested a further report providing a traffic assessment and address of the current and expected future issues which may occur on the completion of works along The Northern Road through to Borrowdale Way, Cranebrook.

The original St Marys Development Agreement, which was executed on 13 December 2002, noted that the (then) named Department of Planning, Roads and Traffic Authority (RTA) and Lend Lease agreed on the process for the assessment of the “Balance Road Works”. The “Balance Road Works” are State road works required for the remainder of the development that are identified by the 2007 St Marys Development Transport Management Study 2007 (TMS). The 2007 TMS specified the remaining State Road works to be delivered. The works identified were included in the St Marys Development Agreement and subsequently the Deed of Variation and are summarised below:

1. The Northern Road and southern access to Jordan Springs Village (Stage 1 upgrade works 2012-14);

2. The Northern Road, Borrowdale Way & northern access to Jordan Springs Village (Stage 2 upgrade works 2015‑17);

3. The Northern Road, Borrowdale Way to Andrews Road (4 lanes)

The RMS have advised that The Northern Road upgrade from a two lane undivided road to a four lane divided road between Andrews Road to slightly north of Borrowdale Way, was determined as a result of negotiations between the NSW Government and Lend Lease, for the Jordan Springs urban development in 2007. Furthermore, the traffic impact from the Jordan Springs development was assessed in detail and an agreed package of works was developed. This included the upgrade of The Northern Road up to Borrowdale Way.

Part of the Stage 1 road upgrade works providing signalised access to the southern side of Jordan Springs from The Northern Road was completed last year. The remaining upgrade works have been in planning and negotiations between Lend Lease and the State Government.

Current Situation

As part of recent negotiations relating to Deed of Variation Lend Lease have reached agreement with the RMS that the 4 lane upgrade of The Northern Road between Andrews Road and Borrowdale Way will now be constructed as one project in two stages. The first stage will include the Borrowdale Way intersection and the second will encompass the remaining road works. A Works Authorisation Deed has now been entered into between Lend Lease and the RMS and a performance bond lodged. We understand that works are now expected to commence in July 2013 and take approximately 18 months to complete.

In terms of the proposed upgrade between Andrews Road and Borrowdale Way including three signalised intersections, the RMS have confirmed that the package of works has been designed to meet 2026 transport modelling forecasts.

In considering the growth in traffic volumes along this section of The Northern Road, we are advised that the RMS have reviewed their strategic transport modelling for 2026 and 2036 which include anticipated background traffic growth for the region. According to the RMS modelling, traffic flow along this section of The Northern Road will grow from 1,370 vehicle per hour (vph) (2012 pm peak) to 1,740 vph (2026 pm peak) and to 1,910 vph (2036 pm peak); generally across the frontage of Jordan Springs.

Further to the north (beyond the scope of current works) traffic projections show the current two lane section at Ninth Avenue currently operates at a satisfactory level of service and this will continue in the short term. The RMS transport model indicates that The Northern Road at the intersection with Ninth Avenue may require upgrading to four lanes prior to 2026. RMS has advised that the timing of this upgrade is yet to be determined. The modelling for 2036 demonstrates that it will be necessary for this intersection to be upgraded to four lanes to maintain existing levels of service.

The upgrade of The Northern Road north of Borrowdale Way is not included on the RMS forward program. RMS has indicated that the investigations to extend the four lanes on The Northern Road from Borrowdale Way to Ninth Avenue will be considered in the next five to ten years.

Through discussions, several other specific issues have been raised which are addressed below;

Phasing of Signals

Concerns have been raised in relation to the phasing of the recently installed traffic signals at Jordan Springs Boulevard; reportedly giving additional phase time to Jordan Springs traffic. Council officers have written to RMS expressing these concerns and seeking an immediate review of the signal phasing. To date, we are yet to receive a response, however, this matter will continue to be pursued by our Council officers to ensure there is an appropriate balance established.

Access through to Ninth Avenue

The adopted release area planning documents specify a connection from the Jordan Springs release area through to Ninth Avenue. Through the detailed planning and design phase of this precinct, Council officers will ensure that the connection through to Ninth Avenue is complemented by adequate infrastructure to cater for the projected traffic volume and seek to limit any adverse impacts on the existing road network.

Andromeda Drive

Andromeda Drive intersection with The Northern Road is beyond the scope of the package of works proposed. Council, in consultation with the RMS, will need to continue to monitor the efficiency and safety of the existing intersection over time and in line with predicted growth patterns.

East/West Connectivity

The precinct planning specifies a major east/west connection from Jordan Springs through to Ropes Crossing. This connection will provide an efficient transport link including public transport services. The design of the surrounding residential road network will seek to avoid any unnecessary ‘rat-running’ through the existing and planned road networks.

Traffic Conditions

Concerns have been raised in relation to additional traffic congestion along this section of The Northern Road since the commencement of the Jordan Springs release area. More specifically concerns have been raised in relation to changed traffic conditions, the phasing of the recently installed signals and minor traffic volume increases. These essential road upgrades and corresponding construction activity have been a source of unavoidable frustration for the community. And whilst the significant construction activity over the next 18 months will potentially be a source of much frustration, the resulting road upgrades will be most welcomed.

Conclusion

The Northern Road is a State Road under the control and management of the RMS. The RMS was instrumental in determining the package of upgrade works for The Northern Road to facilitate the Jordan Springs development; based on transport modelling.

Whilst the relatively recent changes to traffic conditions and temporary impact of road construction works have reportedly been a source of frustration, they are an expected consequence of the transition of the ADI site as an urban residential precinct and the necessary upgrades to the arterial road network. The challenge for Council, the RMS and Lend Lease, is to ensure that these transition arrangements are kept to a minimal impact and that the arterial road infrastructure delivered through these upgrades, are appropriately designed to meet the projected demand.

RECOMMENDATION

That the information contained in the report on The Northern Road, Jordan Springs - Road Upgrade be received.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 24 June 2013

A Liveable City

Woodriff Street, Penrith - Safety Concerns with Pedestrian Refuge

Compiled by: Ruth Byrnes, Senior Traffic Officer

Authorised by: Adam Wilkinson, Engineering Services Manager

Requested by: Councillor Kevin Crameri OAM

Objective	Our physical infrastructure is adaptable, and responds to changing needs
Community Outcome	A City with an integrated local road and pathways network (16)
Strategic Response	Provide a safe, efficient local road network (16.1)

Executive Summary

The purpose of this report is to provide information regarding a pedestrian refuge facility on Woodriff Street, Penrith, south of the Stafford Street intersection and adjacent to Centro Nepean Shopping Centre. In particular the report seeks to address safety concerns associated with this facility. The report recommends that Council note the information provided.

Background

At its meeting of 25 February 2013, Councillor Kevin Crameri OAM requested a report to Council providing information on safety issues relating to a pedestrian refuge facility on Woodriff Street, Penrith, south of the Stafford Street intersection and adjacent to Centro Nepean Shopping Centre. Councillor Crameri OAM referenced representations from a local South Penrith resident who is visually impaired.

Investigations into upgrading this facility to a marked pedestrian crossing were carried out in August 2011 and November 2012, and again as part of this more recent investigation to address this latest request.

Current Situation

The existing pedestrian refuge is intended to provide a two-stage movement to cross the road. The current location provides the best option for a pedestrian desire line, in consideration of travel to/from Stafford Street, other areas of Penrith, and the Centro Nepean Shopping Centre.

Investigations were undertaken into upgrading the existing pedestrian refuge to a marked pedestrian footcrossing in Woodriff Street, near the intersection of Stafford Street, Penrith. The justification for any type of marked crossing is that it must meet warrants as set out by the Roads and Maritime Services (RMS).

A normal warrant for a marked footcrossing requires:

(a) the product of the measured pedestrian flow per hour (P) and the measured vehicular flow per hour (V), PV, is equal to or greater than 60,000;

(b) the measured flows, P and V are equal to or greater than 30 and 500 respectively;

The results of the pedestrian and vehicle counts at the pedestrian refuge in Woodriff Street are shown in Table 1, below.

Table 1

Traffic & Pedestrian Counts – Thursday, 14 March 2013

Thursday 14/3/2013	Vehicle Movements			Pedestrian Movements			Total
Time (am)	V1 (north)	V2 (south)	V1 + V2	P1 (east)	P2 (west)	P1 + P2	PV
9.45am -10.45am	528	346	874	20	21	41	35,834
12-15pm -1.15pm	537	364	901	20	22	42	37,842
2.30pm -3.30pm	518	465	983	22	13	35	34,405

These figures show that while vehicle movement was fairly high, pedestrian movement was consistently low. The lunchtime peak period was busiest at the location, however, the required pedestrian & vehicle (PV) warrant of 60,000 is not met in the individual time periods. At the times the counts were undertaken, there were no incidents witnessed of unsafe driving or unsafe pedestrian activity at the refuge.

Depending on the location of a proposed pedestrian crossing, either a normal warrant or reduced warrant can be used. Reduced warrants are reserved for crossings directly at schools, being within a 40km/h “School Zone”, or facilities predominantly used by school children or the elderly. In this case, the reduced warrant is not applicable.

When RMS warrants for a marked pedestrian crossing are not met and there is an identified pedestrian desire line, the alternative is the provision of a pedestrian refuge island. The pedestrian refuge in Woodriff Street has been in place for many years, and allows pedestrians to negotiate traffic in a safer two-stage movement.

Previous vehicle/pedestrian counts undertaken at this location were carried out on a Wednesday, to collect increased numbers due to market day at the showground. Those previous counts, whilst reflecting a much busier day in the locality, also did not meet the 60,000 PV warrant.

An analysis of the most recent five years’ crash data available to Council revealed that there have been no recorded accidents involving pedestrians at this location on Woodriff Street.

Speed counts were also undertaken as part of the most recent investigations, which determined that the actual range of vehicle speeds on the north and southbound approach to the pedestrian refuge is generally in keeping with the posted 50km/hr speed limit, and traffic volumes are suitable for this type of street. It is acknowledged that at some times in the week there are drivers who drive contrary to the posted speed limit and/or contrary to the Australian Road Rules (ARR), and Penrith Police have been requested to conduct speed monitoring during those times.

Site inspections determined that sight distances for both pedestrians and vehicles are suitable at this location and the signage and linemarking associated with the refuge are in a satisfactory condition. Advance warning signs for this refuge have recently been upgraded to fluorescent signage to further highlight the refuge to drivers.

It is important to note that a pedestrian refuge does not have the same status as a marked pedestrian crossing and, as such, pedestrians at a refuge must give way to any traffic and wait for a break before safely crossing the road.

Other Pedestrian Facilities near Centro Shopping Centre

As a result of frequent enquiries from local residents and shoppers, pedestrian and vehicle counts have been carried out on numerous occasions over the last few years in the other streets surrounding Centro Shopping Centre, being Station and Reserve Streets. Similarly, in accordance with the RMS requirements, the PV counts have not been achieved to warrant the provision of marked pedestrian crossings at these locations.

The pedestrian refuge in Reserve Street, near Station Street, was installed as part of the 2011/12 Nation Building Black Spot Program. This facility has greatly improved accessibility. Again, pedestrians must be aware that they do not have right-of-way at pedestrian refuges, and must give way to any traffic and wait for a break before safely crossing the road.

Another pedestrian facility in Reserve Street is currently listed in Council’s “Traffic Facilities Prioritisation Program”. The proposal includes pedestrian kerb blisters, approximately 12m east of the shopping centre driveway entry on Reserve Street, to assist pedestrian sight distances when crossing the road. When the project receives priority against other listed sites, a design for the facility will be prepared and a further report will be presented to Council’s Local Traffic Committee for endorsement.

Desire Lines to and from South Penrith

Whilst there are no finite pedestrian desire lines in the street network between South Penrith and Centro Shopping Centre and the City Centre, opportunities for improved pedestrian facilities are investigated wherever possible.

In response to community concerns, a pedestrian refuge has recently been completed in Jamison Road, east of Woodriff Street, providing improved access to Jamison Park and Castlereagh Street, Penrith.

Another pedestrian refuge facility has recently been approved for construction in York Road, at the intersection with Jamison Road, as part of the “Penrith Accessible Trails Hierarchy Strategy” which will connect with the new shared-use path along Jamison Road, between Jamison Park and Mulgoa Road, Penrith. It is expected that this refuge will be constructed during 2013/14.

Conclusion

Council supports active transport and encourages travel by walking, cycling or public transport. Whilst every effort is made in designing and constructing traffic facilities to improve road safety, particularly for vulnerable road users, specific warrants and standards determine where and when those facilities may be installed.

The pedestrian refuge in Woodriff Street, near Stafford Street, Penrith does not meet the warrants as set by the RMS to be upgraded to a marked pedestrian crossing and, as such, this matter has not been reported to Local Traffic Committee to enact a delegation in that regard.

Furthermore, during the numerous site inspections and traffic counts undertaken at this location there has been no unsafe behaviour observed. Similarly, available speed counts and crash data do not highlight any safety concerns. The refuge facility also has appropriate sight distances and the associated linemarking and signage are in a satisfactory condition.

RECOMMENDATION

That:

1. The information contained in the report on Woodriff Street, Penrith - Safety Concerns with Pedestrian Refuge be received.

2. Council note the information.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 24 June 2013

A Liveable City

Penrith City Centre Public Domain Masterplan

Compiled by: Karin Schicht, Landscape Architecture Supervisor

Victoria Patterson, Landscape Architect

Authorised by: Michael Jackson, Major Projects Manager

Jeni Pollard, Acting Group Manager - People & Places

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)

Executive Summary

The Draft Penrith City Centre Public Domain Masterplan was endorsed for Public Exhibition by Council at the Ordinary Council Meeting on 25 February 2013. A formal Public Exhibition period followed for four weeks from 4 March 2013 to 2 April 2013. Council advertised the formal exhibition period through multiple channels, detailed later in this report.

Consultants Place Partners have reviewed the formal submissions received and prepared a Feedback & Recommendations Report. This report found that there are no significant issues arising from submissions received and as a result this Final Masterplan differs very little from the Draft Masterplan, presented to Councillors at the Ordinary Council meeting on 25 February 2013.

The purpose of this report is to seek Council’s adoption of the Final Masterplan in order to proceed to the staged implementation of improvement works.

Background

The development of the Penrith City Centre Public Domain Masterplan has involved a comprehensive program of community engagement and several signoffs by the project team, Council and the community. The community engagement program informed the development of the final Draft Masterplan, which Council endorsed for formal Public Exhibition at its Ordinary meeting on 25 February 2013.

Public Exhibition Feedback and Recommendations

With support of the Communications Team, the Draft Masterplan formal public exhibition period was advertised through multiple channels and the project material was made available in a number of ways. These included:

· A display in Penrith Library

· Online viewing of the Draft Masterplan document

· Via the ‘Penrith City Streets’ project website

· Three press advertisements in the Western Weekender and information in the Mayoral Column

· Various media releases and articles

· Radio advertisements

· Social media posts

· Personal emails and newsletters sent to people or organisations who had previously been involved in workshops or provided feedback

· Approximately 100 emails sent to Penrith City Streets website subscribers

· Public Exhibition material at the Penrith City Festival on 16 March 2013.

PCC received 20 formal submissions from the public regarding the exhibition of the Draft Masterplan. In addition, 23 ‘unofficial’ comments pertaining to the project were provided online via social media / news websites.

Place Partners reviewed the formal submissions received and prepared a Feedback and Recommendations Report. The report found that there were no significant issues affecting the finalisation of the Penrith CBD Public Domain Masterplan.

The report grouped the feedback into a number of themes that are a synthesis of all the feedback received during the formal exhibition period. The three key themes are:

Theme 1: Triangle Park and High Street West

This theme received the most number of comments during the exhibition period. There were an equal number of supportive comments to those expressing concerns. Generally, negative comments were around the perceived traffic impacts of the park whilst positive comments recognised the park as a new open space landmark, opportunities for outdoor dining and increased things to do.

Theme 2: High Street Generally

Positive comments far outweighed negative ones in this theme. People generally were enthusiastic about more outdoor dining and creation of an environment that will attract higher quality retailers and hospitality options. People who had concerns mostly appeared to have misunderstood the Draft Masterplan intention, seeing it as a return to the closed pedestrian Mall.

Theme 3: Street Trees

The majority of people supported additional tree planting and greening of the area.

Other feedback addressed issues around seating; public toilets and amenities; way-finding; lighting; Station Street; public art; and misconceptions around the mall.

The report provides recommendations for minor changes to the Final Masterplan in response to feedback received. The minor changes now reflected in the Final Masterplan are:

- Additional notes for further investigation (rain shelter in the Triangle Park, seating materials, left turn arrow at Riley and Henry Sts, and consultation with the Zonta women’s group regarding the existing Rose Garden)

- Notes recommending super-advanced tree stock for key seating areas, more detailed lighting and a wayfinding strategy

- Note regarding public toilet facilities in a shop front or arcade, not in the Triangle Park itself

Program and Next Steps

The following table outlines the key components leading to implementation of public domain works in the city centre.

Item	Description / milestone	Involvement by	Status
1	Consultant engagement	Councillors	Complete (23 April)
2	Intensive community engagement phase	Community, key stakeholders, staff	Complete
3	Place Framework, directions and concept options (text based)	Councillor signoff at briefing – permit team to proceed to develop concept drawings	Complete (18/6/12)
4	Presentation of concepts (drawings)	Councillors and key stakeholders provide feedback and signoff to proceed with engagement (5)	Complete (16/7/12)
5	Community engagement with preferred concept(s) - library displays, stakeholder meetings, website	Community, key stakeholders, staff	Complete
6	Preferred concept (based on engagement feedback)	Councillors – information and feedback session	Complete (22/10/12)
7	Develop Draft Masterplan	Consultant team and Council officers	Complete
8	Presentation of final Draft Masterplan	Councillors – endorse for public exhibition	Complete (25/2/13)
9	Feedback from public exhibition and develop Final Masterplan	Council officers	Complete
10	Adopt Final Masterplan	Councillors	NOW
11	Penrith City Centre Public Domain Technical Manual (See note 1 below), reported to Access Committee 8/2/12	Councillors - in principle signoff to enable design of stage 1	Policy Review Committee Meeting 8 July

12	Tender documentation of stage 1 (consultant engagement, documentation, approvals etc)	Major Projects Department	Mid to late 2013
13	Tender process and construction of stage 1	Major Projects Department and contractor	2014

Note 1: A draft Public Domain Technical Manual for Penrith has been prepared that will set the ‘look and feel’, define design standards, and standardise design and construction methods. This will be reviewed to ensure consistency with the directions in the draft masterplan prior to finalisation. Implementation of the first stage of the masterplan is programmed for 2014, and tender documentation must be completed ahead of this.

Staging Strategy

A ‘Staging Strategy’ has been prepared to inform and guide the detailed design documentation and subsequent staged implementation of works as part of Council’s adopted City Centres Renewal and Improvement Project (recent SRV) program.

The Staging Strategy is divided into a number of discrete projects that respond to the Final Masterplan. These individual projects have been prioritised to be implemented within a ten year timeframe, based on their maximum immediate benefit to the public domain and the people using the Penrith City Centre. The later priorities may change subject to the impact of development in the various areas. The proposed initial prioritised list of projects is as follows:

1. High Street Linear Plaza (Southern side of High St, between Woodriff and Station Streets)

2. Allen Place Undercroft

3. Trial of Triangle Park (Temporary Road closure & implementation of low cost park)

4. Evaluation of Triangle Park trial

5. Triangle Park (permanent)

The Trial Triangle Park will be the subject of further discussion with Councillors before implementation.

Once the Final Masterplan has been adopted by Council the preparation of construction documentation can commence for the delivery of works under the SRV capital works program.

Place Manager’s Comments

The Penrith Public Domain Masterplan preparation process is a significant step in the revitalisation of the Penrith City Centre through the upgrades of pedestrian areas in sections of High, Station and Riley Streets. Whilst the detailed design is yet to be prepared, the Masterplan concepts that have been reviewed by the community provide a basis upon which to proceed to the next detailed design phase.

An incremental approach to the development of the Triangle Park may be prudent with an initial step of creating a temporary public space to test community reaction prior to a decision on constructing a permanent facility. The success of places such as the proposed Triangle Park and the Allen Place Undercroft will be dependent upon the degree of their activation with regular events and activities. Unlike capital works, activation programming cannot be funded through the Special Rate Variation. Alternative activation funding mechanisms will need to be determined, possibly in concert with the new Penrith City Centre Corporation.

Conclusion

The extensive community engagement program undertaken with this project and continued through the public exhibition period has generated a Final Masterplan that is underpinned by community responses and internal Council officer technical input. Adoption of the Final Masterplan by Council will enable the detailed design and construction documentation for implementation to commence.

RECOMMENDATION

That:

1. The information contained in the report on Penrith City Centre Public Domain Masterplan be received

2. The Final Masterplan be endorsed for the staged implementation of works.

ATTACHMENTS/APPENDICES

1. View

Penrith City Centre Public Domain Masterplan. May 2013
Authors: Place Partners & Spackman Mossop Michaels

77 Pages

Attachment

Ordinary Meeting 24 June 2013

A Liveable City

The Community Energy Efficiency Program

Compiled by: Murray Halls, Public Domain Co-ordinator

Authorised by: Yvonne Perkins, Public Domain Amenity and Safety Manager

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)

Executive Summary

The purpose of this report is to advise Council of the successful outcome of a project coordinated by the Western Sydney Regional Organisation of Councils Ltd (WSROC) on behalf of participating member Councils for funding from the Community Energy Efficient Program (CEEP) for the partial replacement of current energy inefficient street lights (lights 15 years or older) with Light Emitting Diode (LED) efficient fittings across the Western Sydney Region. The report advises the approximate recurrent cost savings and environmental benefits to Council in the operation of its street lighting network as a result of the participation in this project.

The report will also provide information on the next steps to be undertaken by WSROC. The report recommends that the information contained in the report on Community Energy Efficiency Program be received; WSROC be provided with the statement “Western Sydney Regional Organisation of Councils Ltd has the legal authority to deal with the Department of Energy, Resources and Tourism on behalf of Penrith City Council in relation to all aspects of the funding agreement”; and that further reports be submitted to Council on the outcome of the tender processes for the supply of lights, installation of lights and the ongoing maintenance of the lights.

Background

In a report to Council at its Ordinary Meeting on 25 February 2013 (copy appended) Council was advised of a project coordinated by the Western Sydney Regional Organisation of Councils Ltd (WSROC) on behalf of member councils that would, subject to Federal Government funding, allow for the partial replacement of current energy inefficient street lights (lights 15 years or older) with Light Emitting Diode (LED) efficient fittings across the Western Sydney Region.

Following a Request-for-Tender (RFQ) process, WSROC appointed Trans Tasman Energy Group (TTEG) to prepare and submit the business case as the basis of a Federal Government Community Energy Efficient Program (CEEP) application.

In a circular distributed to participating Councils on 5 June 2013, WSROC advised that the grant application has been successful. Councils that participated in the grant application process were Auburn, Bankstown, Blacktown, Blue Mountains, Fairfield, Hawkesbury, Holroyd, Liverpool, Parramatta, Penrith & The Hills.

The total funding allocated by the Federal Government under this program is $5.2 Million. The total contribution required from the participating Councils is $2.8 Million.

A major component of the submission was that Councils would reinvest savings back into replacing further inefficient lights and that Council would retain ownership of the new lights.

For Penrith City Council, the success of this application will result in the replacement of 1,816 energy inefficient 80wMV lights that are 15 years or older. The estimated cost to replace these lights is $993,000. The selection of lights that are 15 years or older means that there is very little residual value that Council will need to pay Endeavour Energy. Endeavour Energy did indicate prior to the announcement of the success of the application that it may in fact waive the residual costs ($59,000) if the application was successful. WSROC has since advised that Endeavour Energy has agreed, in writing, that it would not charge the residual costs of lights that are 15 years or older.

The success of this application will provide CEEP funding of $662,000 of the $993,000 required for this changeover project in the Penrith LGA. The total capital contribution from Council will be $331,000.

An annual saving of $148,000 per annum has been estimated, resulting in the capital contribution by Council being repaid in 2.25 years. This will be achieved by combined savings in energy and reduced maintenance costs.

In the report to Council on 25 February 2013, the Financial Services Manager stated “should the application be successful Council’s contribution would be $331,000 and given the pay back period of 2.25 years it is considered appropriate that Council’s contribution could be made through the sustainability revolving fund which has a projected closing balance of $310,555 as at 30 June 2013.

In addition to the savings outlined above, the project qualifies participating Councils to apply for NSW Government Energy Saving Scheme grants (a non competitive program) which would provide further offsets to the initial capital investment. This could amount to a further grant of $169,000 thus reducing Council’s capital outlay to $162,000 and a payback period of approximately 1.1 years.

Sustainability

The business case provided by TTEG demonstrates that this project will assist in meeting Council’s commitment to reducing its ecological footprint by producing savings of 10,651 megawatt hours of electricity and 9,373 tonnes of greenhouse gas emissions over the life of the project.

The success of the application contributes to the 4 (four) year activity to “develop and implement a coordinated program of resource management for the organisation”, and the task to ‘investigate opportunities to improve public lighting management’ identified in our current Delivery Program (2009-13).

Next Steps

WSROC conducted a workshop for participating Councils on 18 June 2013 to advise the next steps in the project. The next steps are:

1. WSROC is seeking a full commitment from each participating Council. WSROC is unable to formally sign any agreement with the Federal Government until this commitment has been received. WSROC requires a Council resolution providing approval to commit the funds with the following statement. “ Western Sydney Regional Organisation of Councils Ltd has the legal authority to deal with the Department of Energy Resources and Tourism on behalf of Penrith City Council in relation to all aspects of the funding agreement”.

2. A detailed audit to identify all of the lights to be replaced.

3. Preparation of technical specifications for the supply of the lights and the issue of tenders for:

- Supply of the lights

- Installation of the lights

- Ongoing maintenance of the lights (not part of CEEP funding)

- Establishment of a recycling project for the disposal of the old light fittings.

The new lights installed will be retained under the ownership of each participating Council. The development of the business case for this project identified that the ongoing maintenance cost of the lights is cheaper under a competitive tender process rather than the lights being “gifted” to Endeavour Energy and maintained by Endeavour Energy.

For the installation of the lights and the ongoing maintenance WSROC will call tenders on behalf of participating Councils. It is anticipated that more than one contractor will be selected for these contracts.

The costs included in this report are estimated costs and are considered to be conservative. The tender processes will determine actual costs and the lighting audit will determine the actual number of lights to be replaced. A further report will be submitted to Council once the tender process and audit has been completed.

WSROC advises that the project is planned to commence in January 2014 and be completed during 2016. The first lighting changeover is scheduled for June 2014.

Financial Services Manager’s Comments

This report outlines that Council has been successful as part of a WRSOC application to Round 2 of the CEEP and requests WSROC be authorised to execute the funding agreement. The next step is for WSROC to complete a detailed audit and tender process with the outcome to be reported back to Council. As previously advised, Council’s contribution is approximately $331,000. The project would generate annual savings of approximately $148,000 and provide a payback of 2.1 years. It is considered appropriate that Council’s contribution be funded through the Sustainability Revolving Fund (SRF) which has a projected closing balance of $505,555 as at 30 June 2014 prior to any allocation to this project.

RECOMMENDATION

That:

1. The information contained in the report on The Community Energy Efficiency Program be received.

2. WSROC be provided with the statement “Western Sydney Regional Organisation of Councils Ltd has the legal authority to deal with the Department of Energy, Resources and Tourism on behalf of Penrith City Council in relation to all aspects of the funding agreement”.

3. Further reports be submitted to Council on the outcome of the tender processes for the supply of lights, installation of lights and the ongoing maintenance of the lights.

ATTACHMENTS/APPENDICES

1. View

Report to Ordinary Meeting, 25/2/13

4 Pages

Appendix

Ordinary Meeting 24 June 2013

A Liveable City

Funding for Playgrounds in South Penrith and Jamisontown

Compiled by: John Gordon, Parks Manager

Authorised by: John Gordon, Parks Manager

Requested By: Councillor Jim Aitken OAM

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)

Executive Summary

Council has received representations in relation to the construction of a new playground in the reserve on the corner of Warragamba Crescent and Glenbrook Street, Jamisontown. A playground was removed from this site approximately 10 years ago due to safety concerns and not replaced. It is believed that this was due to its proximity to playground equipment in Robinson Park.

There are currently 14 playgrounds located in the South Penrith/Jamisontown area. The standard and condition of these playgrounds varies significantly. The ongoing replacement and upgrade of these playgrounds forms part of the Parks Asset Renewal Program. This program funds the replacement of existing assets, not new capital works. No funds have been identified to fund a new playground in this location.

The proposed playground is located approximately 350 metres from an existing facility in Robinson Park, Jamisontown. This playground is 9 years old and is due for replacement in 2019.

The report recommends that the information contained in the report on funding for playgrounds in South Penrith and Jamisontown be received.

Background

The purpose of this report is to provide Council with information on the provision of playground equipment in the South Penrith and Jamisontown areas.

Council has received representations requesting the provision of a new playground on the corner of Warragamba Crescent and Glenbrook Street, Jamisontown. A playground was located on this site approximately 10 years ago and removed due to safety concerns with the equipment, and its failure to comply with the relevant Australian Standards. The equipment was not replaced. It is believed that this was due to the close proximity of playground equipment in Robinson Park, which is located on Glenbrook Street, approximately 350m from the reserve on the corner of Warragamba Crescent and Glenbrook Street. Robinson Reserve is located on the northern side of Glenbrook Street. Residents claim that due to traffic volumes on this road, access for children and families to the site is difficult.

Current Level of Provision

There are currently 14 playgrounds located in the South Penrith/Jamisontown area. This area is defined by the M4 Motorway to the south, The Northern Road to the east, Mulgoa Road to the west and Jamison Road to the north as indicated on the attached map.

The specific playground addresses, equipment age and scheduled replacement date are listed in the following table:

Playground Address	Age of Equipment (Years)	Due for Replacement	Map Reference
South Penrith
Timaru & Tukura Reserve	17	2016	1
Eileen Cammack Reserve	2	2025	2
Damien & Joanna Reserve	21	2013 – Under Construction	3
Wardell Drive Reserve	9	2023	4
Mazepa and Hilliger Street Reserve	3	2025	5
Greenway & Braemar Street Reserve	2	2025	6
Baronesa Park	2	2027	7
Penrose Park	13	2018	8
Evan St Reserve	5	2025	9
Pioneer Park	25	2014	10
Grassmere and Gilda Reserve	2	2027	11
Jamison Park	10	2018	12
Jamisontown
Robinson Park	9	2019	13
Willoring & Harris Street Reserve	11	2021	14

The information provided in this table is based on a bi-annual independent assessment of Council’s playground assets undertaken by Kico Inspection and Testing Services. This information is used by the City Parks Department to ensure that all equipment complies with Australian Standards. It is also used as base line data in the development of the playground replacement schedule as part of the Parks Asset Renewal Program.

Playground Replacement Costs

Council has over a number of years refined the elements required to deliver a positive play outcome for facility users as part of a playground upgrade program. These elements include:

· Rubberised softfall with concrete/paver edging

· Play equipment, with a focus on inclusive play, catering where possible to a range of age groups

· Seating for parents/carers

· Shade – tree planting or locating playground under natural shade. Shade structures are generally for regional or district facilities only

· Fencing – required to minimise risk if located close to hazards such as roadways

· Landscaping – to improve the overall aesthetics and play experience.

The cost of these works is $75,000 and reflects the ‘standard’ of playground currently replaced under the Parks Asset Renewal Program.

Over the last 5 years Council has, through the Parks Asset Renewal Program and a number of successful grant applications, replaced 37 playgrounds at various locations across the City.

Facility Development Options

Robinson Park is located approximately 350 metres from the reserve on the corner of Glenbrook Street and Warragamba Crescent. The current playground equipment was installed in 2004 and has a useful remaining life of 6 years based on an independent assessment undertaken in 2012.

Options to respond to the representations received by Council include:

1. Minor upgrade to the existing playground facility in Robinson Park $14,000

Works to include the replacement of the edging with concrete, renew mulch softfall, replace see saw unit, install additional seating and provide a base level of landscaping – trees for shade.

2. Major upgrade to the existing Robinson Park Playground $50,000

Works to include the replacement of existing equipment with new mixed age equipment ($40,000), renew mulch softfall, install concrete border, landscaping - trees for shade.

3. Install new playground equipment in the reserve on the corner of Glenbrook & Warragamba Street. $75,000

Works include installation of new playground equipment, rubberised softfall, seating and shade planting.

Option 3 is the option preferred by residents.

Option 1 and 2 could potentially be funded through the Parks Asset Renewal Program, however this would require a reprioritisation of the current program. There are currently 62 playgrounds listed for upgrade ahead of Robinson Park.

Financial Services Manager’s comment

This Report outlines the estimated cost of a number of options for the provision of a new playground in the reserve on the corner of Warragamba Crescent and Glenbrook Street, Jamisontown. The management of the 2012-13 budget continues to present a number of challenges for Council with a small surplus being projected as part of the March Review. No capacity has been identified within the 2012-13 or 2013-14 budgets to accommodate this project. If Council is of a mind to progress the provision of this playground it will require the removal of other projects or program within the budget.

Conclusion

There is currently no funding available within the City Parks budget to undertake any of the proposed upgrade or construction options identified. The replacement of the playground in Robinson Park is currently scheduled for 2019, subject to the availability of funding. These works would typically be funded as part of the Parks Asset Renewal Program.

No funding is currently available in the City Parks budget for the construction of a new playground ($75,000) at the corner of Glenbrook Street and Warragamba Crescent.

Should Council choose to support the installation of a new playground at this location appropriate grant funding will need to be identified.

RECOMMENDATION

That the information contained in the report on Funding for Playgrounds in South Penrith and Jamisontown be received.

ATTACHMENTS/APPENDICES

1. View

Playgrounds in South Penrith and Jamisontown

1 Page

Appendix

[1] The key action areas (KAA’s) have yet to be defined, but for example may include creating a city heart, linking the City Centre with the river, how to get Westfield and traditional city areas working better together, and the like.

[2] Bill Kerr is the lead consultant. It is proposed that he will be active on the project for a 2 full days per week. Bill was employed 3 days per week for the Gosford Challenge and full time on the Greensborough Project. The rates for Bill and his team are comparable with market rates charged by architects and project managers.

v	Meeting at which the draft corporate planning documents (Community Strategic Plan, Delivery Program, Operational Plan, Resource Strategy) are endorsed for exhibition
*	Meeting at which the draft corporate planning documents (Community Strategic Plan, Delivery Program, Operational Plan, Resource Strategy) are adopted
#	Meetings at which the Operational Plan quarterly reviews (March and September) are presented
@	Meetings at which the Delivery Program progress reports (including the Operational Plan quarterly reviews for June and December) are presented
^	Election of Mayor/Deputy Mayor
ü	Meeting at which the 2012-2013 Annual Statements are presented
∞	Meeting at which any comments on the 2012-2013 Annual Statements are presented
+	Meeting at which the Annual Report is presented

WBS NUMBER	PROJECT DESCRIPTION	ALLOCATION
S/07338	Install raised island with additional Stop sign at Canberra Street and Sydney Street, St Marys.	$40,000
S/07348	Install roundabout at Doonmore Street and Stafford Street, Penrith	$180,000
	TOTAL:	$220,000

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)

Objective	Our natural habitats are healthy
Community Outcome	A City with healthy waterways and protected natural areas (11)
Strategic Response	Work with others to protect and conserve the River, waterways and catchments, and natural environments (11.1)