Agenda of Policy Review Committee Meeting

Council_Mark_POS_RGB 2016 MEETING CALENDAR

January 2016 - December 2016

(Adopted by Council - 23 November 2015)

TIME

JAN

FEB

MAR

APRIL

MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DEC

Mon

Ordinary Council Meeting

7.30pm

(7.00pm)

29@

18v

23#

27*

22@

26^ü

(7.00pm)

24∞

28#+

Policy Review Committee

7.00pm

v	Meeting at which the draft corporate planning documents (Delivery Program and Operational Plan) are endorsed for exhibition
*	Meeting at which the draft corporate planning documents (Delivery Program and Operational Plan) 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 December and June) are presented
^	Election of Mayor/Deputy Mayor
ü	Meeting at which the 2015-2016 Annual Statements are presented
∞	Meeting at which any comments on the 2015-2016 Annual Statements are presented
+	Meeting at which the Annual Report is presented

- Extraordinary Meetings are held as required.

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

Should you wish to address Council, please contact the Acting Senior Governance Officer, Adam Beggs.

UNCONFIRMED MINUTES

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

ON MONDAY 10 OCTOBER 2016 AT 7:00PM

PRESENT

His Worship the Mayor, Councillor John Thain, Deputy Mayor, Councillor Tricia Hitchen, and Councillors Bernard Bratusa, Todd Carney, Marcus Cornish, Kevin Crameri OAM, Greg Davies, Mark Davies, Aaron Duke, Ross Fowler OAM, Joshua Hoole and Kath Presdee.

LEAVE OF ABSENCE

Leave of Absence was previously granted to Councillor Ben Price for the period 3 October 2016 to 7 November 2016 inclusive.

APOLOGIES

PRC49 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Marcus Cornish that apologies be received for Councillors Jim Aitken OAM and Karen McKeown.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 15 August 2016

51 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Greg Davies that the minutes of the Policy Review Committee Meeting of 15 August 2016 be confirmed.

DECLARATIONS OF INTEREST

There were no declarations of interest.

DELIVERY PROGRAM REPORTS

Outcome 2 - We pl an for our future growth

2 Amendment to Penrith Development Control Plan 2014 - 164 Station Street, Penrith

Councillor Greg Davies left the meeting, the time being 7:02pm.

Councillor Greg Davies returned to the meeting, the time being 7:04pm.

PRC52 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Mark Davies

That:

1. The information contained in the report on Amendment to Penrith Development Control Plan 2014 - 164 Station Street, Penrith be received

2. Refer the draft Development Control Plan to Council’s Urban Design Review Panel for comment

3. The General Manager be granted delegation to make any necessary minor changes to the Draft Development Control Plan before public exhibition.

4. The Draft Development Control Plan be publicly exhibited, in accordance with the relevant provisions of the Environmental Planning and Assessment Act, 1979 and associated Regulations.

5. A further report be presented to Council following the Public Exhibition.

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

For	Against
Councillor John Thain
Councillor Kath Presdee
Councillor Bernard Bratusa
Councillor Kevin Crameri OAM
Councillor Greg Davies
Councillor Mark Davies
Councillor Ross Fowler OAM
Councillor Tricia Hitchen
Councillor Marcus Cornish
Councillor Joshua Hoole
Councillor Aaron Duke
Councillor Todd Carney

1 Planning Proposal - 92, 94 and 96 Victoria Street, Werrington

PRC53 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Mark Davies

That:

1. The information contained in the report on Planning Proposal - 92, 94 and 96 Victoria Street, Werrington be received

2. The Planning Proposal provided as Attachment 3 be sponsored for submission to NSW Planning & Environment with a request for a Gateway Determination.

3. The Minister for Planning be requested to delegate his authority for Council to finalise and make the proposed amendment to Penrith Local Environmental Plan 2010.

4. Consultation with the community and public agencies be undertaken in accordance with any Gateway Determination.

5. A report be presented to Council on the submissions received from the community and public agencies.

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

For	Against
Councillor John Thain
Councillor Kath Presdee
Councillor Bernard Bratusa
Councillor Kevin Crameri OAM
Councillor Greg Davies
Councillor Mark Davies
Councillor Ross Fowler OAM
Councillor Tricia Hitchen
Councillor Marcus Cornish
Councillor Joshua Hoole
Councillor Aaron Duke
Councillor Todd Carney

3 Proposed Reclassification of 154 Henry Street, Penrith

PRC54 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Greg Davies

That:

1. The information contained in the report on Proposed Reclassification of 154 Henry Street, Penrith be received, and

2. The proposed reclassification of 154 Henry Street, Penrith be included in the sponsored Planning Proposal reclassifying sites in Union Road, Penrith.

3. The updated Planning Proposal be sponsored for submission to NSW Planning & Environment with a request for a Gateway Determination.

4. The Minister for Planning be requested to delegate his authority for Council to finalise and make the proposed amendment to Penrith Local Environmental Plan 2010.

5. Consultation with the community and public agencies be undertaken in accordance with any Gateway Determination.

6. A report be presented to Council on the submissions received from the community and public agencies.

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

For	Against
Councillor John Thain	Councillor Marcus Cornish
Councillor Kath Presdee
Councillor Bernard Bratusa
Councillor Kevin Crameri OAM
Councillor Greg Davies
Councillor Mark Davies
Councillor Ross Fowler OAM
Councillor Tricia Hitchen
Councillor Joshua Hoole
Councillor Aaron Duke
Councillor Todd Carney

Outcome 7 - We have confidence in our Council

4 Initial steps in the Integrated Planning and Reporting Process

PRC55 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Kath Presdee

That:

1. The information contained in the report on Initial steps in the Integrated Planning and Reporting Process be received

2. In accordance with the Local Government Act 1993 and Local Government (General) Regulation 2005, Council endorse for public exhibition the draft Community Engagement Strategy, including any minor amendments or corrections made to the document after this meeting

3. In accordance with the Local Government Act 1993 and Local Government (General) Regulation 2005, the draft Community Engagement Strategy be placed on public exhibition for 28 days commencing on Wednesday 26 October 2016 and closing on Wednesday 23 November 2016.

4. The public exhibition arrangements are implemented as detailed in this report, and submissions from the community are invited.

5 IPART Review of Local Government Rating System

PRC56 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Bernard Bratusa

That:

1. The information contained in the report on IPART Review of Local Government Rating System be received

2. Council’s submission in response to IPART’s Review of the Local Government Rating System (attached) be sent to IPART.

REQUESTS FOR REPORTS AND MEMORANDUMS

RR 1 Leave of Absence

Councillor Kevin Crameri OAM requested a leave of absence from the 8 November 2016 to 23 November 2016 inclusive.

PRC57 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Tricia Hitchen that the leave of absence be granted to Councillor Kevin Crameri OAM from the 8 November 2016 to 23 November 2016 inclusive.

There being no further business the Chairperson declared the meeting closed the time being 7:57pm.

Policy Review Committee Meeting 14 November 2016

Penrith City Children's Services Cooperative Ltd

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

Marlene Cauchi, Management Accountant Children's Services

Authorised by: Janet Keegan, Children’s Services Manager

Outcome	We can work close to home
Strategy	Provide access to education and training to improve residents ability to take advantage of current and future employment opportunities
Service Activity	Deliver high quality children's services

Presenters: Max Friend - Chairman - Penrith City Children's Services Cooperative Ltd

Executive Summary

This report provides information on the operations of the children’s services auspiced by Council and managed by the Penrith City Children’s Services Cooperative (PCCSC) for the period July 2015 to June 2016. The report includes information on the financial operations of the services managed by the Cooperative. The report recommends that the information be received and that Council underwrite the operations of the PCCSC Ltd until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for

2016-17.

Background

The PCCSC became effective on 1 January 2003 and was created to manage a number of children’s services on Council’s behalf including long day care, preschool, before and after school, vacation care and occasional care. The Board also took on management of the Glenmore Park Child and Family Centre in July 2015. The structure of the Cooperative is a Board of 11 Directors including parent representatives, three Councillors, a staff representative, community representatives and a representative of the General Manager. The Board meets on a bi-monthly basis and operates under Council delegation as a non-trading entity. The Board looks at broad policy matters, sets the direction for children’s services and makes major decisions about service provision. Parent Advisory Committees, elected annually at each site, provide valuable input into the operational aspects of individual services.

On Council’s behalf, the Board manages 40 services in 26 facilities including 18 long day care centres, five preschools, nine before and after school care services, seven vacation care and one occasional care service. Approximately 4,000 children aged 0-12 years attend the services annually with approximately 300 staff employed in centre-based service delivery including permanent, temporary and casual employees working in full-time and part-time capacities.

Children’s Services has a broad strategy in Council’s Delivery Program to deliver high quality children’s services. Linked to this strategy are the five major goals in the Board’s Strategic Plan – being a leader in quality, sound financial management, enabling a skilled workforce, being known as a provider of high quality not-for-profit services and having decision making processes that are open and transparent. It is pleasing that a number of key primary actions within these goals have been implemented during the period of review. Following the previous year’s favourable operational financial outcome, this year Children’s Services has focussed on consolidating service delivery to the high levels expected by the community, focussing attention on a variety of initiatives, a snapshot of which are highlighted in this report. The following comments provide information on some of the operational aspects of the children’s services managed by the Cooperative, as well as a summary of the financial reports for the period July 2015 to June 2016.

The Children’s Services Program

The Children’s Services program is focused on delivering high quality children’s services that are affordable, accessible and viable. Utilisation of services drives income so is a key performance indicator. For the cumulative period July 2015 to June 2016, of the six components of children’s services managed by the Board, five achieved or exceeded projected utilisation targets with preschool the only component under-achieving.

Annual Customer Survey

The children’s services annual customer satisfaction survey was undertaken in October 2015, the results of which have been analysed. Parents were asked to identify their satisfaction including rating their centre in 26 areas, rating the quality and their confidence in the service. Parents were also invited to make suggestions for improvement. In summary, services were rated excellent to good with particular feedback made about the high quality of the centre staff. There are always opportunities to improve the way in which services are delivered and the Children’s Services Coordination Unit is working with centre staff to identify strategies to continue to support and develop them. It is pleasing that a number of strategies from the Children’s Services Workforce Workplan, developed after the Employee Opinion Survey, have been implemented. In addition, work has been progressed on ways to improve communication between parents, staff and children. Where issues were identified at particular sites through the customer survey, the matters have been addressed with services individually.

Building and Playground Upgrades

Children’s Services continuously strives to maintain services as aesthetically pleasing and safe environments for children, families and staff. To this end a significant number of building and playground upgrades totalling $450,137 have been completed during the financial year being reported on. The Board is making more provision than ever for building and playground upgrades to meet the ongoing challenge of ageing buildings.

Enrolment of Children from an Aboriginal Background and Children with Disabilities

Of particular note during this reporting period is the increased enrolment of children from an Aboriginal background across Children’s Services (up 20%) with the support of significantly reduced preschool fees and the support of the SAACS (supporting Aboriginal access to children’s services) worker. The SAACS worker is the first point of contact for Aboriginal parents which is then followed up with assistance through the enrolment process and liaison with the family afterwards. The SAACS worker has been working with centres to build their capacity to include families from an Aboriginal background and be culturally reflective.

Support to improve access for children with ongoing high support needs has been provided by the commonwealth funded Inclusion Support Subsidy (ISS) and the State Government Inclusion Support Program and Preschool Disability Support Program. These programs build the capacity of services to include children with ongoing high support needs into mainstream services. ISS funding enables services to engage an additional staff member but there is a significant shortfall in the funding received and the cost of employing additional staff which needs to be met by services. It is this gap in funding that is provided by Council to the Cooperative’s operations. During the year the services managed by the Cooperative enrolled over 95 children with additional needs and disabilities.

Curriculum Implementation

Ongoing Federal Government Long Day Care Professional Development Program (LDCPDP) funding supported Children’s Services to continue to develop a comprehensive professional learning program for all educators and staff during the last financial year. This was achieved by contemporary research in this area and building the professional learning program using understandings that ‘one-off’ training sessions have little impact on improving professional practice. Also that educator engagement with professional learning is greater when it is attuned to their interests. The program has focused on developing programs that include ongoing training, mentoring and critical reflection. To ensure that the professional learning program was targeted to the interests and needs of educators and their services, each centre was supported to work within an action research model. Each service and hub then developed a short film to communicate their understanding and learnings to others which was shown at the annual celebration of the professional learning program and curriculum recently.

Throughout 2015-16 over 315 professional learning sessions were available for educators and staff across children’s services. Inspiring and innovative professional speakers and specialists were sought to deliver targeted training particularly in the area of leadership. This had tangible results with embedded changes demonstrated in greater collaboration across children’s services in relation to leadership delivery. Other streams of professional development have included:

· Continuing the Aboriginal Cultural Awareness Program and ‘8 Ways Aboriginal Pedagogy’

· The male mentorship program and Gender Equity training session

· Early Childhood Teacher Development Project

· e-learning

· Attachment Program

· Out of School Hours Resilience and Relationship Program

· Sustainability Coaches Group

In addition to the programs outlined above many educators have attended external conferences and training. Other projects that have added great value to curriculum implementation have been a music therapy partnership with Nordoff Robbins, a collaborative art project with Lewers Gallery and the Paint Penrith REaD project.

Outcomes from Assessment and Rating

The National Quality Standard came into effect on 1 January 2012. All services managed by the Cooperative have been assessed and rated under this system with 100% rated as meeting or exceeding the standard, compared to only 69% of centres achieving this nationally. The results have also exceeded the trend for NSW and are a reflection of the great work being undertaken by the services managed by the Cooperative.

Children’s Services Business Approach

During the year, children’s services has strengthened its business model approach to the management of centres. The Business Coordinator dedicated to Children’s Services has further strengthened and streamlined business practices across all services. Productivity initiatives have included information technology upgrades, upgrades to the software for the management of children’s enrolments, attendance and family fees, as well as ongoing global contracts for cleaning, consumables and garden maintenance.

Financial Results

The services managed by the Cooperative reported a small operating surplus from ordinary activities of $40,000 for the 2015-16 year. This surplus was achieved from revenues of $21,553,000 with expenses for the same period being $19,933,000. This surplus result is after a contribution from Council of $170,000 as well as transfers to a number of operational reserves of $1,697,000 for future projects and transfers from reserves for current year projects of $53,000. These reserves include provision for playground and building upgrades, bus replacement, centre equipment, advertising and marketing.

Income derived from the provision of childcare, as represented by child care fees and child care benefit (CCB) was $19,097,000 which is an increase on original budget projections due to all service types other than Preschool meeting or exceeding their budgeted utilisation targets. Grant funding of $2,253,000 was provided by both the State and Federal Governments. This is representative of an increase of 5.2% in terms of grant funding received compared to last year financial year.

Employee costs for 2015-16 were $17,915,000 which is an increase of 12.8%. Reflective of the industry within which the Cooperative’s services operate, employee costs account for the largest category of expenditure and comprise 82.6% of the total cost of the Cooperative’s operations. In 2015-16 the Cooperative Services made provision for $189,000 towards funding Employee Leave Entitlements (ELE) for Children’s Services Staff. This allowed the Cooperative to fully fund leave entitlements attributable largely to annual leave and long-service leave for its staff.

Expenditure on materials, contracts and other expenses were $2,018,000 which is an increase of 12.4% upon last year’s result. This was largely the result of increased discretionary expenditure at a number of Children’s Centres in recognition of higher utilisation levels being achieved across the majority of service types as compared to the preceding financial year.

Council’s commitment to directly supporting the initiatives undertaken by the Cooperative is reflected by the subsidy provided to the Cooperative’s operations of $170,000. Of this subsidy $120,000 provides essential funding for the Inclusion Support Program while $50,000 of the subsidy supports the services at Glenmore Park Child and Family Centre. Council makes significant other financial contributions to children’s services overall which is outlined through the annual Operational Plan. The financial outcome for the services managed by the Cooperative for the financial year 2015-16 is considered a good result and is testament to the strong financial management of the Cooperative’s services. For the children’s services managed by the Cooperative, the maintenance of utilisation levels is critical to their financial viability and the external grant funding received is of high importance to be able to sustain service delivery at current high levels.

Conclusion

The establishment of the Penrith City Children’s Services Cooperative in 2003, has proved to be an effective management model for the children’s services sponsored by Council. The small favourable outcome for the 2015-16 financial year is an excellent achievement given the current financial environment, and provides some necessary equity to position the services for the coming years. The Board of Directors is well aware of the complexities of the operation of children’s services and the challenges that this brings and maintaining a balance between services that are viable, accessible and affordable is high on the Board’s agenda. Sustaining the quality of service provision for which Council’s services are known is a key driver.

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

The Board is under no illusion that the year ahead will hold challenges in its quest to ensure the children’s services remain viable within a climate of increased competition, legislation and regulation requirements and the challenge to maintain a skilled workforce. One of the opportunities currently being explored is expansion of the business to operate out of school hours (OSH) services on school grounds. Some known challenges for children’s services for the year ahead include the Federal Government Jobs for Families Package and possible changes to external funding. The Board will need to keep abreast of emerging issues so that sound change management practices are adopted and the high quality of service provision is sustained.

During the financial year 2015-16, there were no significant changes in the state of affairs of the Cooperative. The Annual General Meeting of the Cooperative was held in October 2016. Council’s representatives on the Board are Councillors Ross Fowler OAM, Councillor Todd Carney and Councillor Kath Presdee. The General Manager’s representative and Company Secretary is Executive Manager Community and Chief Operating Officer, Vicki O’Kelly.

RECOMMENDATION

That:

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

2. Council agree to underwrite the operation of Penrith City Children’s Services Cooperative Ltd until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for 2016-17.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting 14 November 2016

Review of Resolution of Council Regarding Determination of Place of Public Worship and Community Centre Development Applications

Compiled by: Gavin Cherry, Development Assessment Co-ordinator

Authorised by: Peter Wood, Development Services Manager

Requested By: Councillor Greg Davies

Outcome	We plan for our future growth
Strategy	Facilitate quality development that encourages a range of housing types, employment, recreation and lifestyle opportunities
Service Activity	Deliver timely assessment of development in accordance with statutory requirements

Introduction

A motion was put by Councillor Cornish at Council’s Ordinary Meeting on 27 June 2016 and was passed with Council resolving:

“That all development applications for places of public worship and community centres, including applications for modification of consent under Section 96 of the Environmental Planning and Assessment Act 1979, be reported to and determined by the Council at an Ordinary Meeting and not determined under delegated authority.”

Councillor Greg Davies at the Councillor Briefing Meeting of 31 October 2016 requested a report on the above resolution. Clarification on the intention of the inclusion of “community centres” is also sought, as a community centre is not a land use definition within the Penrith Local Environmental Plan 2010.

Application Implications

A list of Development Applications relating to place of public worship or community facility development proposals since 2015 is outlined below-

YEAR

DEVELOPMENT APPLICATION DETAILS

DETERMINATION STATUS

2016

DA16/0117 – Use of Part of Existing Church as After School & Vacation Care Facility, 32 Bringelly Road, Kingswood

DA16/0215 - Community Facility within Jordan Springs

DA16/0484 – Occupation and Fitout for a Place of Worship at 91 Queen Street St Marys

DA15/0544.01 - Modifications to Approved Adaptive Re-Use of "Mimosa" Property as Mirrabooka Study Centre

DA16/1007 - Place of Public Worship, Freestanding Storage Shed, Car Parking, Landscaping & Ancillary Works at Nos. 17 – 27 Factory Road, Regentville

Approved under delegated authority with no submissions received

Approved by JRPP with no submissions received

Approved by Council

25 July 2016

Approved by Council

24 August 2016

Currently under assessment with no submissions received

2015

DA15/0517 - Alterations and Additions to an Existing Sikh Worship Centre and Punjabi Cultural School at Nos. 15 – 27 Blaike Road, Jamisontown

DA15/0160 – Community Facility Including Staged Construction of a Child Care Centre, Restoration Works to Thornton Hall, Use of Thornton Hall for Evening Adult Education Classes, Associated Car Parking, Stormwater Drainage Works, Site Remediation Works & Landscaping at Thornton House, No. 33 Mountain View Crescent, Penrith

DA15/0668 – Occupation and Fitout for a Chapel Room at Nos. 28 – 36 Swanston Street, St Marys

DA15/0697 – Alterations to an Existing Youth Centre for Installation of a Sliding Door at 11 Reserve Street, Penrith

DA15/1082 – Use of a Farm and Existing Shed as a Community Facility for Cana Farm at Nos. 126 – 164 Castle Road, Orchard Hills DA15/1243 – Change of Use of an existing Commercial Premises to a Place of Public Worship at No. 11 Queen Street, St Marys

DA15/1481 – Alterations and Additions to an Existing Premises for Occupation as a Community Facility - Flintwood Disability Services

Currently under assessment with no submissions received

Approved under delegated authority with one submission received

Approved under delegated authority with no submissions received

DA was withdrawn

In 2015 a total of 6 development applications were lodged with Council for a place of public worship or community facility of which one was withdrawn, four were determined by way of approval under delegated authority and one is still current and targeted to be reported to the 28 November 2016 Ordinary Council Meeting. A total of 5 applications were lodged in 2016 of which one was approved by the Joint Regional Planning Panel (JRPP), two were approved by Council, one was approved under delegation (prior to the motion and resolution), and one application remains under assessment.

The following describes in more detail the status of the Development Applications currently under assessment and required to be reported to Council for determination in accordance with the above resolution:

- Development Application No. DA15/0517 is for Alterations and Additions to an Existing Sikh Worship Centre and Punjabi Cultural School at Nos. 15 – 27 Blaike Road, Jamisontown. The development application was notified to adjoining and adjacent property owners and placed on public exhibition for a period of 14 days with no submissions received.

This development application is the subject of an assessment report which has been prepared with a recommendation for approval. In accordance with the above resolution, the matter is scheduled to be reported to Council on 28 November 2016 for determination.

- Development Application No. 16/1007 was lodged with Council on 22 September 2016 for a Place of Public Worship, Freestanding Storage Shed, Car Parking, Landscaping & Ancillary Works at Nos. 17 – 27 Factory Road, Regentville. The application was exhibited between 7 October 2016 to 21 October 2016 with no submissions received. The applicant has been requested to submit additional information to enable assessment of the application to proceed.

Conclusion

Since Council’s resolution in June 2016 two applications have been reported to Council and approved in accordance with the recommendation with a further application scheduled to be reported on 28 November 2016. Considering the extent of applications over the last two-year period it is expected that in the order of 6 applications (or 1 every 2 Council meetings) would need to be reported to Council for determination in a given year based on the current resolution. Some of these have been for relatively minor works and could be resolved much sooner under delegation.

The wording of the resolution to include ‘community centres’ implies that all community facilities should be reported to Council for determination. An example is the Jordan Springs Community Hub however given its’ Capital Investment Value that particular application was reported to and approved by the JRPP. Other minor applications such as a recent ‘Mirrabooka Study Centre’ modification have been reported to Council as a result of this community centre wording.

The intent of the description ‘community centre’ is unclear and does not appear to be related to the policy on Places of Worship. As a minimum this needs to be clarified.

RECOMMENDATION

That the information contained in this report on Review of Resolution of Council Regarding Determination of Place of Public Worship and Community Centre Development Applications be received.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting 14 November 2016

Draft Public Benefit Policy

Compiled by: Nicole Dukinfield, Senior Planner

Authorised by: Abdul Cheema, Acting City Planning Manager

Outcome	We plan for our future growth
Strategy	Ensure services, facilities and infrastructure meet the needs of a growing population
Service Activity	Maintain a contemporary framework of land use and contribution policies, strategies and statutory plans

Executive Summary

At its Policy Review Committee Meeting of 11 July 2016 Council endorsed a Planning Proposal to insert an incentives clause into the Penrith Local Environmental Plan (LEP) 2010. The proposed incentives clause will apply to land identified as a Key Site within the Penrith LEP 2010. It will enable development within the Key Sites to depart from the prescribed building height and FSR controls where a departure is justified, where the development exhibits design excellence and where an agreed Public Benefit is offered in return for the additional development potential. This Planning Proposal is with the Minister for Planning to make the plan.

At its Ordinary Meeting of 22 August 2016, Council resolved to publicly exhibit a draft Public Benefit Policy in accordance with the Gateway requirement. The draft Public Benefit Policy was placed on public exhibition throughout September and October. The draft Public Benefit Policy is a guideline document supporting the proposed amendment to the Penrith LEP 2010 that seeks to insert an Incentives Clause for Key Sites within the City Centre in return for a Public Benefit.

As a result of the public exhibition a number of amendments are proposed, reflecting the community, development industry stakeholders and internal Council department’s feedback. The key issues raised during the public exhibition period include:

· The need for a list of definitions and maps to provide greater clarity in regard to references used throughout the document

· That the timing of payment or carrying out of works should be deferred until the final stages of the development process to avoid impacts on the financial management of large scale development

· Suggestions for additional projects to be identified on the list as a preferred Public Benefit.

The revised Public Benefit Policy is provided in Attachment 1.

It is recommended that Council adopt the Public Benefit Policy as amended, to be effective on the date the LEP amendment to insert an Incentives Clause within the Penrith LEP 2010 is made.

Background

On 11 July 2016, Council resolved to send a Planning Proposal to insert an Incentives clause for Key Sites into the Penrith Local Environmental Plan 2010, to the Department of Planning and Environment (DP&E) for finalisation. The proposed incentives clause will enable development within the Key Sites to depart from the prescribed building height and FSR controls where a departure is justified, where the development exhibits design excellence and where an agreed public benefit is offered in return for the additional development potential.

The DP&E required Council to prepare a Public Benefit Policy to guide the community, proponents and Council officers in the consideration, assessment, calculation and implementation of an offer of a Public Benefit.

At its Ordinary Meeting of 22 August 2016, Council resolved to publicly exhibit a draft Public Benefit Policy. The draft Public Benefit Policy includes the following key components:

· A contribution rate of $150/m² of additional gross floor area, that will be regularly reviewed in line with market conditions and indexation;

· A list of Council’s preferred Public Benefit projects on which Council will spend any funds received, or proponents may consider carrying out works; and

· Outlines the development assessment requirements and process where an offer of a Public Benefit is proposed.

Public exhibition

The draft Public Benefit Policy was publicly exhibited for a period of 30 days from 19 September to 19 October 2016 (inclusive). The exhibition material was provided at Council’s administration centres and libraries in Penrith and St Marys. The exhibition material was also provided on Council’s website.

Four submissions were received during the exhibition period. A summary of the key issues raised within the submissions received are provided below:

Submission 1

This submission suggests that the list of preferred public benefits should include the following items:

· Public domain upgrades to all current bus stop infrastructure, so that they are compliant with the Disability Discrimination Act

· Managing parking and improving access, referencing the Penrith City Centre Car Parking Strategy

Response

All new bus stop infrastructure in the Penrith local government area is compliant with the Disability Discrimination Act.

Council is currently investigating ways to modify existing bus stop infrastructure, where it is expected that alternative funding mechanisms, not within the scope of the Public Benefit Policy, will be able to provide for these upgrades. Should these alternative funding mechanisms be unattainable, the item will be considered for inclusion during the Policy’s first housekeeping review. This review will be carried out at the end of 2017.

The suggestion to identify parking and access works included within the Penrith City Centre Car Parking Strategy is consistent with the criteria in determining a Public Benefit, therefore the draft Public Benefit Policy has been amended accordingly.

Submission 2

This submission raises the following matters:

· Concerns with the quality of architectural design of new buildings in Penrith

· That all benefits derived from development should be directed towards conservation offsetting within the Penrith Local Government Area

· Does not support human-focused benefits including galleries, splash pads, park sculptures and playgrounds

· Suggests that Council consider investing in a botanic garden for Penrith by purchasing the 350 hectare Fernhill property in Mulgoa.

Response

Concerns regarding the architectural quality of new residential development are noted. The Penrith Local Environmental Plan 2010 includes provisions that for development of a Key Site, proponents must participate in an Architectural Design Competition. Architectural Design Competitions are held to ensure developments demonstrate design excellence.

The suggestion to direct all benefits towards conservation and a botanic garden in Mulgoa offsetting within the Penrith LGA does not meet the criteria in determining whether an offer can be considered as a Public Benefit. The five Principles of a Public Benefit as identified within the draft Public Benefit Policy act as a test to determine whether a nominated project can be considered. Principle 3 identifies that the Public Benefit must be delivered within the city centre or vicinity, to ensure that the Public Benefit is provided for the growing city centre population. As there are no conservation lands within the City Centre or land considered in the vicinity of the City Centre, the proposed item cannot be considered as a Public Benefit.

The concerns with providing only human-focused benefits are noted. The list of preferred Public Benefits has been developed to reflect a wide variety of the future City Centre population needs, including those of a social and environmental nature. There is scope within the Public Benefit Policy to deliver a Public Benefit outside of the list of preferred Public Benefits that demonstrates significant sustainable benefits to the growing City Centre population.

Submission 3

This submission is in regard to the proposed Key Site 11 at 41, 192 and 184 Lord Sheffield Circuit, Penrith. The submission raises the following matters:

· Generally supports Council’s initiative to encourage and incentivise development uplift

· Identifies a typographical error within the Public Benefit Analysis whereby the Public Benefit Analysis identifies a feasible base-case Floor Space Ratio (FSR) of 2.3:1, instead of the correct FSR of 3.7:1 as identified within the Urban Design Analysis.

Response

The Public Benefit Analysis was prepared to inform the Public Benefit Policy, and is considered as supporting documentation to the Public Benefit Policy. The Public Benefit Analysis will be amended to ensure it reflects the correct feasible base-case FSR of 3.7:1 for Key Site 11.

Submission 4

This submission is made in regard to Key Sites 3 and 10 and raises the following matters:

· Acknowledges that the Public Benefit Policy will be an open and transparent method of planning for uplift in development potential with delivering community assets

· Recommends the Policy be amended to clarify that bonus floor space achieved through Design Excellence provisions are not subject to the Public Benefit Policy and contribution

· Recommends that timing of payments be staged over time and deferred until the issue of Occupation Certificate as payments prior to Construction Certificate can be onerous on the financial management of large scale redevelopment projects.

Response

The Public Benefit Policy has been amended to clarify that bonus floor space achieved through the Design Excellence process is not subject to the Public Benefit Policy and a contribution.

The Public Benefit Policy has been amended to provide greater flexibility for proponents in the timing of the Public Benefit, including being deferred until release of the Subdivision Certificate. Further detail is provided below in this regard.

Internal comments

The draft Public Benefit Policy was developed in consultation with internal Council departments. A number of internal comments were also received during the exhibition period. These matters have been resolved as part of internal discussions and through the proposed amendments to the draft Policy.

Proposed amendments

In response to the key issues raised within the submissions received, the following amendments to the Public Benefit Policy are proposed:

Timing of payment

A series of workshops were held with development industry representatives to gauge an industry perspective on the Public Benefit Policy. A key issue raised during the workshops was the timing of the payment or carrying out of works. It was suggested that the deferral of payment and carrying out of works should be provided at the release of the Subdivision Certificate or the Occupation Certificate (whichever is issued first), to reduce impacts on development feasibility.

The draft Public Benefit Policy was also referred to Council’s Property Development Advisory Panel, who supported the deferral of delivery or payment of a Public Benefit until this later stage.

This approach is considered an acceptable arrangement as there is still a level of certainty for Council (or a Private Certifier) in being able to withhold the release of a Subdivision Certificate until the requirements regarding payment or carrying out works have been met.

Establishment of a Public Benefit Panel

To provide greater consistency and transparency in the assessment process of an offer of a Public Benefit, it is proposed to establish a Public Benefit Panel that will review any offers of a Public Benefit. The members of the Public Benefit Panel are proposed to include Council’s Manager City Planning, Development Services Manager and Legal Services Manager.

The Public Benefit Panel will consider the views of other Council departments and make a recommendation on the acceptance of the proposal to the relevant consent authority.

Requirements at Development Application stage

The draft Public Benefit Policy outlines that a Voluntary Planning Agreement must be provided at the time of lodgement of a development Application. It is proposed to amend this section to clarify that a letter of offer to enter into a Voluntary Planning Agreement will be sufficient.

List of preferred Public Benefits

Further nominations of Public Benefit projects were proposed by internal Council departments and public submissions. These projects have been assessed against the criteria outlined within the draft Public Benefit Policy. As a result, the following projects are proposed to be identified on the preferred Public Benefit’s list:

· Pedestrian lighting of footpaths and places within the City Centre

· Creative lighting of objects, buildings, spaces and places

· Reference to works identified within the City Centre Car Parking Strategy

Timing of implementation of the Public Benefit

The draft Public Benefit Policy placed on exhibition identified a three-year period for the implementation of a Council-delivered Public Benefit project. This is proposed to be extended to five years as a more realistic timeframe to achieve the scope of works.

Housekeeping amendments

The following minor amendments are proposed to provide greater clarity on the terms and references identified within the Public Benefit Policy:

· A list of definitions has been provided as an appendix to the Public Benefit Policy.

· A reference to the incentives clause will be inserted when the Planning Proposal and legal drafting of the clause is finalised and the Local Environmental Plan (LEP) amendment is gazetted.

· Maps have been inserted where the draft Public Benefit Policy references maps located within the Penrith LEP 2010. A map identifying the City Centre boundary and the Key Sites to which the Incentives Clause is applicable have been provided.

The revised Public Benefit Policy is provided in Attachment 1. The changes proposed are not significant and do not warrant re-exhibition.

As the LEP amendment is still being finalised, there may be changes to the Incentives Clause as drafted after a review is carried out by the DP&E’s legal services branch and Parliamentary Counsel. Therefore, it is recommended that the General Manager be granted delegation to make any minor changes to the Policy to ensure consistency between the wording and intention of the Incentives Clause and the Public Benefit Policy.

Conclusion

Amendments to the Public Benefit Policy are proposed in response to a number of key issues raised during the public exhibition period. It is recommended that Council adopt the Public Benefit Policy as amended, to be made effective on the date the corresponding LEP amendment to insert an incentives clause is gazetted.

RECOMMENDATION

That:

1. The information contained in the report on Draft Public Benefit Policy be received.

2. Council adopt the Public Benefit Policy as amended and attached, effective on the date the LEP amendment to insert an Incentives Clause within the Penrith LEP 2010 is made.

3. The General Manager be granted delegation to make minor changes to the Policy prior to the commencement of the Policy.

ATTACHMENTS/APPENDICES

1. ⇩

Revised Public Benefit Policy

22 Pages

Attachments Included

Policy Review Committee Meeting 14 November 2016

Stormwater Drainage Guidelines for Building Developments

Compiled by: Michael Alderton, Development Engineering Co-ordinator

Authorised by: Adam Wilkinson, Engineering Services Manager

Outcome	We plan for our future growth
Strategy	Facilitate quality development that encourages a range of housing types, employment, recreation and lifestyle opportunities
Service Activity	Provide engineering advice for development applications, strategic planning and policy development

Executive Summary

The purpose of this report is to seek Councils endorsement of the final version of the updated Stormwater Drainage Specification for Building Developments. The report recommends that the document be endorsed.

Background

Council, at its Policy Review Committee on 14 October 2013, considered a report on “Stormwater Drainage for Building Developments (Working Draft)”. The report advised that a new specification had been developed to provide a contemporary standard for the design and construction of stormwater drainage for development associated with buildings such as single dwellings, multi-unit housing and the like.

At its meeting on 14 October 2013 Council resolved that:

1. The information contained in the report on Stormwater Drainage for Building Developments (Working Draft) be received.

2. Council endorse the Stormwater Drainage for Building Developments (Working Draft) for the purpose of exhibition and consultation with the industry.

3. The Stormwater Drainage for Building Developments (Working Draft) be applied to civil works associated with Development Applications lodged after Council’s endorsement of the document.

4. References and information in Penrith Development Control Plans 2006 & 2010 and Council’s Guidelines for Engineering Works for Subdivisions and Developments Part 1: Design be updated to be consistent with the adoption of Stormwater Drainage for Building Developments (Working Draft).

5. At the conclusion of the exhibition a report be presented to Council for adoption of the final document.

Following the resolution of Council’s Policy Review Committee Meeting on 14 October 2013, the Stormwater Drainage for Building Developments (Working Draft) was made available on Council’s website for exhibition and has been used as one of the engineering policies and guidelines in the assessment of development applications associated with the stormwater management issues. Since that time the specification has been welcomed by the industry. The working draft provided the industry a more transparent, uniformed and consistent approach in assessing the stormwater management issues of all building developments.

Current Situation

The Stormwater Drainage for Building Developments (Working Draft) provides further clarity and technical details to the objectives and controls contained within Penrith Development Control Plans 2014. Through its implementation over the past couple of years, Council has received feedback with regard to several elements in the document, including but not limited to drainage design, on-site detention and stormwater disposal.

In this regard, as part of the periodically review and the outcomes of feedback from stakeholders, the working draft has been revised and updated to offer better guidance and certainty to the development industry and to reflect contemporary standards for stormwater management of all building developments

Some of the key items that have been revised and integrated into the revised working draft:

· Submission requirements

· Overland flow flooding

· Easements

· Basement drainage

· Design of On-site Detention (OSD) systems

· OSD Certification

This revised working draft was provided to internal stakeholders and consultants for their comment and feedback. Two submissions were received, one of which is from internal stakeholder and the other from an engineering design consulting firm. The issues raised are summarised as below.

· Reduction in OSD volumes in WSUD measures

It is noted that significant investigation works and computer modelling will be required to determine the extent of reduction. As such, it is recommended that this issue is better to be addressed when a single document integrating the design of OSD systems and WSUD measures is to be prepared.

· Flood Hazard

Suggestion to have greater flexibility to allow developments on sites where flood depth greater than 0.8m is not supported because NSW Floodplain Development Manual 2005 indicates that for flood depth greater than 0.8m, the provisional hydraulic hazard categories will be above ‘Low Hazard’ and there is likelihood that such depth will damage light structures, creating difficulty to have flood-safe escape route. This matter is being dealt with through the finalisation of several urban flood studies and associated risk management plans.

· Minor technical design issues of stormwater drainage and OSD System

Suggestion to have more flexibility in OSD design, such as orifice design, OSD storage, stormwater drainage design etc. This matter has been considered and where relevant, amendments were made to the specification.

As a result of consultation, some minor changes to the technical specification have been made and incorporated into the final document for Council’s endorsement. The changes made allow more flexibility to the OSD design for building developments and promote best industry practice. In addition, the requirements for OSD for dual occupancies has been amended such that Council does not require mandatory OSD for Dual Occupancies as with the previous working draft.

The final document will be retitled ‘Stormwater Drainage Specification for Building Developments’ in order to supersede the existing working draft and forms part of a suite of engineering guidelines, policies and specifications that have been developed or are currently being worked on by the Development Engineering Team.

A copy of Stormwater Drainage Specification for Building Developments is attached.

Conclusion

Stormwater Drainage Specification for Building Developments will clarify Council’s stormwater drainage requirements for building developments and hence provide better and clear guidance, with certainty and flexibility to the development industry.

It is intended that the policy will be reviewed periodically to embrace new methodologies and technologies and to ensure that it remains contemporary.

RECOMMENDATION

That:

1. The information contained in the report on Stormwater Drainage Guidelines for Building Developments be received.

2. Council endorse the Stormwater Drainage Specification for Building Developments.

3. The Stormwater Drainage Specification for Building Developments be applied to civil works associated with Development Applications lodge after Council’s endorsement of the document.

4. Reference and information in Penrith Development Control Plans 2014 and Council’s Guidelines for Engineering Works for Subdivisions and Developments Part 1: Design be updated to be consistent with the adoption of Stormwater Drainage Specification for Building Developments.

5. The final specification be reviewed by Engineering Services periodically with only substantial amendments to be reported to Council.

6. Council Officers write to our partners within the industry that provided feedback and commentary, thanking them for their time and input.

ATTACHMENTS/APPENDICES

1. ⇩

Stormwater Drainage Specification for Building Developments

75 Pages

Attachments Included

Policy Review Committee Meeting 14 November 2016

Penrith CBD Corporation Three-year Strategy and Operations Report 2015-16

Compiled by: Terry Agar, City Centres Co-ordinator

Authorised by: Jeni Pollard, Place Manager

Outcome	We have safe, vibrant places
Strategy	Grow and revitalise our centres and neighbourhoods
Service Activity	Support the revitalisation of Penrith City Centre, St Marys Town Centre and other key identified places in the City

Presenters: Gai Hawthorn, Manager, Penrith CBD Corporation – Penrith CBD Corporation 15-16 Performance; and

Darren Latty, Chairperson, Penrith CBD Corporation – Penrith CBD Corporation Three-year Strategy

Executive Summary

The Penrith CBD Corporation (PCBDC) commenced operations in 2013. The PCBD is guided over the longer term by their three-year strategy which is implemented through their annual business plans. The third year of their current strategy was delivered in the 15-16 financial year. An Operations Report and an audited Financial Report for this last year is attached to this report (Attachments 1 and 2).

Council recently undertook a review of the operation of the PCBDC over the past three years and has continued to work with them on their next three-year strategy which is nearing completion.

This report briefly outlines the activities, events and marketing undertaken by the PCBDC over the past three financial years.

This report provides an overview of the direction for the PCBDC’s new three-year strategy (Attachment 3) and will be accompanied by a presentation for Council’s consideration together with a summary of its operations over the past year.

A short review of the performance of the Corporation during the 15-16 financial year will be presented by its’ manager, Gai Hawthorn. An overview of the operations of the Corporation and its new three-year strategic plan will be presented to Council by the Chairperson, Darren Latty.

The report requests that Council receive this report and endorses the Corporation’s direction in the preparation of its three-year strategy. The report also recommends that Council receive a further report on the comprehensive three-year strategy and business plan 2016-17 early in the next quarter.

Background

In 2011 Council undertook a review of the management of the Penrith and St Marys centres to determine whether the existing associations’ model was achieving the desired outcomes of supporting economic growth and maintaining the vitality of the centres. A new governance model was put in place with the agreement of the then associations which requires the preparation of regular three-year strategies, annual business plans and performance reporting.

A significant requirement within the agreement between Council and the corporations is for the corporations to participate in a triennial review of operation in order to ensures that contemporary forward planning, procedures and processes are being used to efficiently manage their organisation and produce efficient outcomes for their constituents.

Council received a report on the findings of the three-year review of the corporations on 6 June 2016. The wide ranging review by The Professional Partner Group Pty Ltd (TPPG), found that the present corporations’ model is sound and recommended a range of actions to further strengthen their operation and reporting. Two key recommendations were for the corporations to improve their strategic intent and focus more clearly on performance outcomes.

To assist the corporations in the implementation of these key recommendations, TPPG was further engaged to assist both corporations in preparing their new three-year strategies with a focus on outcomes. The preparation of the three year strategies has been a comprehensive process and is nearing completion for both corporations. The Penrith CBD Corporation has progressed more rapidly than the St Marys Town Centre Corporation’s strategy resulting in a summary of the work to date being presented tonight.

The Manager of the PCBDC, Gai Hawthorn will give a presentation on the performance of the Corporation during the 15-16 year. The Chairperson of the PCBDC, Darren Latty will then give a brief presentation on the preparation of his Corporation’s new three-year strategy.

Three-year Strategy

The Corporation commenced the preparation of their Three-year Strategy (“the Strategy”) in July with the support of TPPG. One of the objectives of the Strategy is to further improve the Corporation’s governance and reporting framework. It involves the setting up six pillars of governance to support their management and improve reportable outcomes. The Corporation’s six pillars are:

1. Vibrant City Centre

2. Strong respected brand

3. Engaged business owners

4. Engaged property owners

5. Stakeholder engagement

6. Effective governance

For each of these pillars a goal has been set and the risk to the Corporation has been identified. Against the goals a range of actions and policy responses have been set with measures and targets to be identified to assess performance.

A summary of the Corporation’s governance pillars and objectives is attached to this report for Council’s consideration (Attachment 3). At this stage in the Strategy’s preparation, it was considered appropriate to report on progress to Council and obtain confirmation that the scope of their strategy is headed in the right direction. Feedback will be incorporated into the final draft Strategy which will be presented to Council for its consideration and endorsement in the new year.

Corporation Outcomes

The Corporation has reported that during the previous three-year strategy, the organisation created numerous opportunities to assist in the revitalisation of the Penrith City Centre. A short summary of the range of activities that occurred over the period July 2013 to June 2016 are stated below:

1. Activate

A broad range of annual and seasonal events were held. Three annual Penrith Festivals attracted large numbers of people to the City. This 2015 Poppy Park memorial event was a significant attractor of people to the City Centre and the Corporation was able to leverage off this increased visitation to promote surrounding businesses.

Seasonal events such as the Christmas Tree Lighting, Easter in the Pop Up Park, Biggest Morning Tea and twilight markets have all contributed to making Penrith a more vibrant place.

Branding and marketing is a key component to bring people to the City Centre. Building the business email database, regular website and Facebook updates, pole banner changes and a Christmas promotions booklet have been significant element in raising awareness about what is on offer and bringing people into the City Centre.

2. Rejuvenate

Numerous business improvement projects have been funded by the Corporation. This has resulted in significant facelifts to the presentation of businesses to the street with improved signage and window display. The presentation of buildings above the awning have also benefited from painting and the removal of redundant signage. Businesses in arcades have also received funding from the program.

3. Populate

A membership program of businesses to increase “ownership” of the Corporation’s operations has continued and resulted in the recruitment of over 180 members. Other initiatives have included the distribution of a ‘Welcome Pack’ to new businesses and potential members, a marketing campaign for new members, adding a members’ only area on the website and social networking events.

4. Governance

The Board of the PCBDC put considerable effort into systems and processes to support good governance such as meeting processes, board training, data collection and analysis and accounting processes. The Board willingly and actively participated in the three yearly review of the operation of the Corporation in the first half of 2016.

The activities described above are consistent with the needs of the PCBDC to continue to build their profile with the local businesses and explore opportunities to promote the Penrith City Centre to local residents, visitors and potential new business operators and property investors.

Next Steps

Once the PCBDC’s Three-year Strategy has been completed, they will prepare a ‘mini’ business plan in line with the Strategy. The Board will then adopt the Strategy and business plan and submit it to Council for its consideration. A report on this matter seeking endorsement will be presented to Council in the new year.

Conclusion

The Penrith CBD Corporation is now operating in its fourth year as an incorporated entity. Its governance model has been reviewed and found to be sound. It is now nearing completion of its second Three-year Strategy that will guide its operations until to June 2019 with a stronger emphasis on outcomes and measuring performance. Upon completion of the Strategy it will prepare a business plan for the remainder of the current financial year and submit both documents to Council for its consideration in the new year.

Over the past three years, the PCBDC has worked hard to created numerous opportunities to assist in the revitalisation of the Penrith City Centre. The activities that it has pursued have strived to strengthen existing businesses, support new businesses and property owners alike, and critically to promote and encourage more people to visit and use the services and facilities available in the City Centre

RECOMMENDATION

That:

1. The information contained in the report on Penrith CBD Corporation Three-year Strategy and Operations Report 2015-16 be received.

2. That Council receive a further report on the Penrith CBD Corporation’s Three-year Strategy 2016-2019 and Business Plan 2016-17.

ATTACHMENTS/APPENDICES

1. ⇩	Annual Operations Report 2015-16 Penrith CBD Corporation	32 Pages	Attachments Included
2. ⇩	Penrith CBD Corporation Audited Financial Report 2015-16	20 Pages	Attachments Included
3. ⇩	Three-year Business Strategy Outline Penrith CBD Corporation	2 Pages	Attachments Included

Policy Review Committee Meeting 14 November 2016

Councillor Working Parties

Compiled by: Madison Foster, Policy and Council Support Officer

Authorised by: Glenn McCarthy, Governance Manager

Outcome	We have confidence in our Council
Strategy	Demonstrate transparency and ethical behaviour
Service Activity	Ensure that the organisation promotes ethical behaviour, risk management, transparent decision making and meets contemporary governance standards

Executive Summary

At its Ordinary Meeting held on 26 September 2016 the Council resolved to not appoint any Councillors to Working Parties until such time as an opportunity was held to discuss the operation of Working Parties.

The purpose of this report is to discuss the strategic alignment and operation of Working Parties and recommends the consolidation of some Working Parties and re-activation of others, meeting on an as needs basis.

Background

This report reviews the Working Parties that have remained active during the term of the previous Council and has been timed to follow on from the Councillor Strategic Planning Workshop. Subject to the outcomes of the Workshop, it is suggested that the current active Working Parties continue and be held on an as needs basis. It is also proposed that the meeting cycle of one Ordinary Meeting and one Policy Review Committee meeting a month continue with the remaining Monday nights of the month being dedicated to Councillor Briefings.

Working Parties

The current Working Parties established include:

1. Advertising Working Party

2. Finance Working Party

3. Economic Opportunities Working Party

4. Floodplain Management Working Party

5. Recreation Working Party

Previous Working Parties proposed to be re-activated:

1. Waste Services Working Party

2. Library Services Working Party

Working Parties are convened by Council and consist of Councillors, Council Staff and in some instances external members. They deal with specific issues currently being addressed by Council and they can be ongoing or established for a limited term. They are not a decision making forum and they are not open to the public, similar to the operation and format of Councillor Briefings.

As our City continues to grow, the opportunities for Council to maintain its long term Financial Sustainability, expand its Property Development activities build alternative revenue sources, and manage assets and pursue major project aspirations evolve. The Finance Working Party activities increasingly crosses paths with our Economic Opportunities Working Party functions as we pursue the aspirations of Penrith Progression and implement the vision for the New West. To ensure that the best outcomes can be achieved and to foster innovative solutions it is proposed to merge the Finance and Economic Opportunities Working Parties to form the Finance and Economic Opportunities Working Party. In addition to the merger it is proposed to add “Events and Marketing activities” to the terms of reference.

In addition, there is a need to consider certain issues pertaining to Council’s participation in the Resilient Cities Program. The formation of a new Working Party is considered appropriate to address this issue. The proposed Working Party is as follows:

Resilience Working Party

Council’s Sustainability Champion, Councillor Karen McKeown has requested a forum be established which would consider the issues our city faces owing to its unique location and environment. Urbanisation and population growth; preparedness for increased frequency and severity of natural disasters; and aging infrastructure are just some of the challenges we face now and into the future. It is considered that a Resilience Working Party could provide such a forum.

The principles of urban resilience provide a new way to look at our activities and operations. Resilience thinking encourages cities to consider not only how to respond to emergency events and situations, but also how they can contribute to enhancing longer term environmental, social and economic outcomes for their communities.

It is acknowledged that from time to time it may be appropriate to establish other Working Parties as the need arises.

Conclusion

If the Committee agrees with the formation of the seven working parties as proposed by this report, that is the Advertising Working Party, Domestic Waste Services Working Party, Finance and Economic Opportunities Working Party, Floodplain Management Working Party, Library Services Working Party, Recreation Working Party and Resilience Working Party Councillors could nominate representatives to these Working Parties. Attached is a summary of the Terms of Reference and the membership of the Working Parties that existed in last Council together with draft terms of reference for the proposed new Resilience Working Party.

RECOMMENDATION

That:

1. The information contained in the report on Councillor Working Parties be received.

2. The Committee nominate representatives to the seven working parties being:

a) Advertising Working Party

b) Domestic Waste Services Working Party

c) Finance and Economic Opportunities Working Party

d) Floodplain Management Working Party

e) Library Services Working Party

f) Recreation Working Party

g) Resilience Working Party

ATTACHMENTS/APPENDICES