Agenda of Policy Review Committee Meeting

Council_Mark_POS_RGB 2017 MEETING CALENDAR

January 2017 - December 2017

(Adopted by Council - 28 November 2016)

TIME

JAN

FEB

MAR

APRIL

MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DEC

Mon

Ordinary Council Meeting

7.30pm

(7.00pm)

27@

22#

26*

28@

25^ü

(7.00pm)

23∞

27#+

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 2016-2017 Annual Statements are presented
∞	Meeting at which any comments on the 2016-2017 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 Governance Coordinator, Adam Beggs.

UNCONFIRMED MINUTES

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

ON MONDAY 13 FEBRUARY 2017 AT 7:00PM

PRESENT

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

APOLOGIES

PRC1 RESOLVED on the MOTION of Councillor Kath Presdee seconded Councillor Karen McKeown that apologies be received for Councillor Greg Davies.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 12 December 2016

PRC2 RESOLVED on the MOTION of Councillor Aaron Duke seconded Councillor Mark Davies that the minutes of the Policy Review Committee Meeting of 12 December 2016 be confirmed.

DECLARATIONS OF INTEREST

There were no declarations of interest.

DELIVERY PROGRAM REPORTS

Outcome 7 - We have confidence in our Council

6 Penrith Performing and Visual Arts Ltd - Annual Report

Councillor Aaron Duke left the meeting, the time being 7:07pm

Councillor Aaron Duke returned to the meeting, the time being 7:09pm

Councillor Jim Aitken OAM left the meeting, the time being 7:10pm

Councillor Jim Aitken OAM returned to the meeting, the time being 7:11pm

PRC3 RESOLVED on the MOTION of Councillor Karen McKeown seconded Councillor Kath Presdee

That:

1. The information contained in the report on Penrith Performing and Visual Arts Ltd – Annual Report be received.

2. Council endorse the appointment of John Mullane as Director of the Penrith Performing and Visual Arts Ltd as outlined in the report.

3. Council endorse the changes to the Penrith Performing and Visual Arts Ltd constitution.

4. Council consider the request from Penrith Performing and Visual Arts Ltd for increased operational funding and identified capital priorities.

5. Council agree to underwrite the operations of the Penrith Performing and Visual Arts Ltd until the presentation of the 2016-2017 Annual Report.

Outcome 4 - We have safe, vibrant places

1 Management of noxious weeds on road sides and traffic islands

A MOTION was moved by Councillor Kevin Crameri OAM seconded Councillor Marcus Cornish

That:

1. The information contained in the report on Management of noxious weeds on road sides and traffic islands be received.

2. Council inform all rural rate recipients that if they are not meeting their responsibilities on controlling weeds including Fireweed and Apple of Sodom they will lost their rebate

3. The money saved be used to educate council staff and the wider community about noxious weed including Fireweed and Apple of Sodom

PRC4 An AMENDMENT was moved by Councillor Ross Fowler OAM seconded Councillor Karen McKeown

That:

1. The information contained in the report on Management of noxious weeds on road sides and traffic islands be received.

2. Council thank Councillor Kevin Crameri OAM for his presentation and for bringing to Council’s notice, the problem of weeds (Fireweed and Apple of Sodom) in the rural areas of the Local Government Area.

3. Further urgent report be brought to Council on the implications of financial penalties on the property owners who do not actively manage weed infestation on their property.

4. An information programme be considered to inform ratepayers and property owners of the problems associated with weed infestation.

The AMENDMENT was PUT.

The AMENDMENT was CARRIED and on becoming the SUBSTANTIVE MOTION was also CARRIED.

2 Amenities Replacement Program - Adult Change Facilities

PRC5 A MOTION was moved by Councillor Tricia Hitchen seconded Councillor Kath Presdee

That:

1. The information contained in the report on Amenities Replacement Program - Adult Change Facilities be received

2. East Lane is confirmed as the location for the Adult Change Facility in St Marys town centre and $82,000 to be dedicated from the PARP budget

3. All future amenities be planned and constructed with additional floor area and structural supports to allow for future installation of hoist and change table on an as needs basis

4. All future city and town centre amenities to have Adult Change facilities (hoist and change table) incorporated as standard, and all other requests be assessed in consultation with the Access Committee

5. The information on Adult Change Facilities be included on Council’s website and Council notify Disability Organisations of the available amenities.

Outcome 5 - We care about our environment

3 Section 149 Flood Planning Notations

PRC6 RESOLVED on the MOTION of Councillor Marcus Cornish seconded Councillor Jim Aitken OAM

That:

1. The information contained in the report on Section 149 Flood Planning Notations be received.

2. Council apply section149(2) flood notations to rural properties [defined as Northern Rural (Zone 2) and Southern Rural (Zone 3) in the 2006 Study] affected by the flood planning level (100-year flood level plus 500mm freeboard) determined by the Overland Flow Flood Overview Flood Study 2006.

3. Council remove the existing section 149(5) flood notations to rural properties [defined as Northern Rural (Zone 2) and Southern Rural (Zone 3) in the 2006 Study] affected by the Probable Maximum Flood mapped in the Overland Flow Flood Overview Flood Study 2006.

4. Council apply section149(5) flood notations to urban properties [defined as Central Urban (Zone 1) in the 2006 Study] affected by the Flood Planning Level determine by the Overland Flow Flood Overview Flood Study 2006, except for those areas where detailed flood studies have been completed. And that Council include an additional “note” on the section 149(2) certificate to those properties where section 149(5) flood planning notation is applied.

5. Council implement a communication strategy as detailed in the body of the report for advising property owners about the changes to their section 149 flood planning notations.

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 Karen McKeown
Councillor Mark Davies
Councillor Ross Fowler OAM
Councillor Jim Aitken OAM
Councillor Tricia Hitchen
Councillor Marcus Cornish
Councillor Joshua Hoole
Councillor Aaron Duke
Councillor Todd Carney
Councillor Ben Price

Outcome 6 - We're healthy and share strong community spirit

4 Multicultural Working Party - Terms of Reference

Councillor Ross Fowler OAM left the meeting, the time being 8:22pm

Councillor Ross Fowler OAM returned to the meeting, the time being 8:24pm

Councillor Kevin Crameri OAM left the meeting, the time being 8:26pm

Councillor Kevin Crameri OAM returned to the meeting, the time being 8:30pm

PRC7 A MOTION was MOVED by Councillor Karen McKeown seconded Councillor Aaron Duke

That:

1. The information contained in the report on Multicultural Working Party - Terms of Reference be received.

2. Council endorse the Terms of Reference for the Multicultural Working Party at Attachment 1 to this report.

3. A further report will be presented to Council seeking the endorsement of the recommended community members.

An AMENDMENT was moved by Councillor Marcus Cornish seconded Kevin Crameri OAM

That:

1. The information contained in the report on Multicultural Working Party - Terms of Reference be received.

2. Council endorse the Terms of Reference for the Multicultural Working Party at Attachment 1 to this report.

3. A further report will be presented to Council seeking the endorsement of the recommended community members.

4. An amendment be made to the Terms of Reference, Objective 2 to read: To promote Penrith as a City that respects and supports Multiculturalism as a means to contribute to social inclusion but not above the Australian Culture.

The AMENDMENT was PUT.

The AMENDMENT was LOST.

The MOTION was PUT.

The MOTION was CARRIED and on becoming the SUBSTANTIVE MOTION was also CARRIED.

5 NSW Asian Cup 2015 Legacy Fund

Councillor Aaron Duke left the meeting, the time being 8:37pm and did not return.

8 RESOLVED on the MOTION of Councillor Bernard Bratusa seconded Councillor Todd Carney

That:

1. The information contained in the report on NSW Asian Cup 2015 Legacy Fund be received

2. Council endorse the allocation of existing budgets as contributing funds to enable grant applications for projects at:

- Cook Park accessible toilet, kitchenette and field resurface reconstruction. $100,000 from 2017-2018 Parks Asset Renewal Program.

- Shepherd Street, Potter Fields floodlight and canteen upgrades, and field drainage. $60,000 from 2017-2018 Building Asset Renewal Program, and $130,000 from Federal Government’s Community Development Grant.

- Andromeda Drive Reserve floodlight renewal, canteen upgrade and field reconstruction. $40,000 from the 2017-2018 Building Asset Renewal Program and $50,000 from 2017-2018 Parks Asset Renewal Program.

- Eileen Cammack Reserve floodlight and canteen upgrades. $50,000 included in 2016-2017 Building Asset Renewal Program.

Outcome 7 - We have confidence in our Council

7 Draft Policy - Interaction between Councillors and Staff

PRC9 RESOLVED on the MOTION of Councillor Marcus Cornish seconded Councillor Ross Fowler OAM that the item on Draft Policy – Interaction between Councillors and Staff be deferred to a future Councillor Briefing.

There being no further business the Chairperson declared the meeting closed the time being 8:40pm.

Policy Review Committee Meeting 13 March 2017

Neighbourhood Renewal Program North St Marys

Compiled by: Heather Chaffey, Neighbourhood Renewal Coordinator

Authorised by: Jeni Pollard, Place Manager

Outcome	We have safe, vibrant places
Strategy	Grow and revitalise our centres and neighbourhoods
Service Activity	Engage the community in identified priority established areas of the City

Presenters: Jeni Pollard and Heather Chaffey - Place Management - Neighbourhood Renewal Program

Executive Summary

This report provides an update to Council on the activities of the Neighbourhood Renewal Program including progress of the collaborative community project, #NorthStMarysMatters.

The report also provides an update on other initiatives and activities of the Neighbourhood Renewal Program such as Team Colyton, the Penrith Mayoral Youth Challenge, Barefoot Beats and an overview of a current initiative in Oxley Park.

This report recommends Council receive the information and endorse the broad strategy direction for North St Marys. The report also seeks the endorsement of the proposed approach to managing emerging issues in Oxley Park.

Background

The Neighbourhood Renewal Program has been in place since 2006 when it was funded through the AREAS Special Rate Initiative and a coordinator was appointed. The program developed with the addition of a Community Engagement Officer and Cultural Development Officer and now a Community Projects Graduate position.

The Neighbourhood Renewal Program provides an integrated model of community engagement, community cultural development and programs supporting access to employment across identified disadvantaged neighbourhoods in Penrith. The program responds to Council’s long standing commitment to resourcing older established neighbourhoods and operates within a social justice and strengths based framework.

Neighbourhood Renewal supports positive change by working with people where they live to enhance the wellbeing of their neighbourhood as a healthy, safe and vibrant place. Between 2006 and 2014 the program led approximately 170 community engagement events, activities and programs. Since inception it is estimated that nearly 11000 residents have participated in various activities and approximately 1000 have made direct submissions which contributed to the 12 Neighbourhood Action Plans endorsed by Council between 2007 and 2014.

Since late 2014, the program has adopted a ‘local team’ approach, working with residents and service providers to co design strategies to engage with other residents and build solutions to locally identified issues. The aim of this approach is to put residents at the centre of the program, so that they are able to build capacity to identify and resolve issues in their own community. The aim is aspirational, long term and challenges traditional service delivery models.

The first of these local team was developed in Colyton and this report will later give an update on their activities.

#NorthStMarysMatters

In 2015, the Neighbourhood Renewal Program proposed a new approach to working with communities to address place based disadvantage in the 12 identified priority neighbourhoods across Penrith City. The approach, endorsed by Council on 22 June 2015, includes a phased program of the Neighbourhood Renewal team working in collaboration with residents, known as a ‘local team’, over a period of 3 years. This approach aims to increase the capacity of local residents and services to be community advocates and organisers.

The phased approach is designed to increase community capacity and reduce Council involvement over a period of three years as follows

Year 1: Council’s Neighbourhood Renewal Program plays the ‘backbone’ role and drives intensive community engagement and action.

Year 2: Transition of backbone role to a community organisation and Council plays a support role, staying actively involved as residents begin to manage processes, events and activities.

Year 3: Council provides background support while residents and community stakeholders lead local projects and make key decisions about any proposed future for the local team.

#NorthStMarysMatters is the second ‘local team’ to be developed by the Neighbourhood Renewal Program following on from Team Colyton which has been active in Colyton since August 2015.

Commencing in October 2016, #NorthStMarysMatters is supporting the development of a community vision for North St Marys with the Neighbourhood Renewal Program currently acting as the backbone agency.

Prior to launching the local team in North St Marys, the Neighbourhood Renewal team had delivered a series of local community engagement activities in partnership with Community Junction in order to collect baseline information and to encourage residents to join the local team.

The project was officially launched on Saturday, 8 October 2016 with an event including games, engagement activities, a live local country music band and great food. To date 9 sessions or meetings have been held with residents which typically include a shared meal and rigorous discussion on local issues and priorities.

As would be expected, the types of issues which are being brought forward by residents in North St Marys are different to those that were raised in Colyton. Team Colyton have pre-dominantly focussed on the built environment and building social connection.

Participants of #NorthStMarysMatters are focussed on improvements to the built environment but are also concerned with some particularly challenging social and economic issues. These issues include the futures of their young people, child protection, family and domestic violence, community violence, and poverty.

Whilst it is evident in North St Marys that there are many strengths present within this resilient community, there are also more complex social and economic issues and the approach of the Neighbourhood Renewal Program has been to adapt accordingly. There are still many actions which can be undertaken by Council as ‘Business as Usual’ but there are many deeper, adaptive issues which will require significant advocacy and innovative new whole-of-community approaches to be developed. Addressing these issues is not the role of Council although we are well positioned to bring others to the table to create new approaches to service delivery.

A collaborative response from relevant local services will be a more essential element in North St Marys and as such a new way of engaging services has been trialled.

This is known as The North St Marys Collaborative with staff from the Neighbourhood Renewal Program coordinating local community services and relevant government agencies in this collective impact approach. Three sessions have been held to date with The Collaborative.

Figure 1: Collaboration and adaptation in North St Marys

Figure 1 above depicts the collaborative relationship between #NorthStMarysMatters (the local team of residents) and The Collaborative (those services interested in responding to local priorities).

Local residents have developed their vision for the future of the neighbourhood and through this process will continue to work towards that vision by planning resident led activities, continuing information into local service planning through The Collaborative and wherever possible working together to address emerging or complex issues. The process also includes the ‘business as usual’ actions of services while Neighbourhood Renewal takes a leadership role in coordinating available services to this priority community.

Importantly, this approach must include a process of measuring indicators and outcomes including all partners. In this way we will continue to assess what is working and not working and adapt accordingly.

Emerging Themes – North St Marys

Residents have participated in the process to date in a number of ways including a base line survey conducted at various sites and events, community meetings, the launch event of #NorthStMarysMatters and subsequent local activities organised in collaboration with residents and Community Junction.

Cultural Engagement Officer interviews young men at a local event

A local family join the festivities at the launch of #NorthStMarysMatters

Themes have emerged from this process and these have been further explored to develop a community vision for North St Marys. That vision as shown on the Figure 2 is that North St Marys Thrives.

Sitting beneath that vision are specific areas for action which residents believe will bring that vision to fruition. The Neighbourhood Renewal team has also supported residents to establish goals for activities in 2017 and have begun this process with services engaged in The Collaborative.

The broad themes developed by residents are;

1. Safety – reducing violence in community and making places feel safer

2. Physical Environment – improving local parks, preserving and improving local bush land, improving the aesthetic of the shops at Parklawn Place

3. Community – concern for the wellbeing of children, young people and older residents, desire for increased affordable community activities, desire for increased access to arts and culture

4. Jobs and Education – residents are quite concerned about the futures of their young people and barriers to success in education and transition to employment

Figure 2: a vision for North St Marys created by local residents

Resident Priorities for 2017

Residents involved in #NorthStMarysMatters have set goals for action in 2017 rather than developing a Community Action Plan. These goals and some of their associated actions are listed below.

The shops will look better

- Tidy and colourful

- Maintained well

- Smoother road

- More accessible parking

- Planter boxes

Our community will feel safer

- We feel safer on the streets

- More police presence

- Safer footpaths and roads

- Audit footpaths

- Plan for new footpath links

Progress will be made to improve Robyn Wiles Reserve

- Contribute to the development of a MasterPlan

- Construction started

We will develop a project to address stigma and improve perception of NSM

(e.g. A project responding to negative stories of our community perpetuated by shows like Struggle Street we want to share positive stories of North St Marys)

More people will attend #NSMM meetings

We will work to promote the initiative and attract more community members

We will host community events

With increased attendance / new people attending

We will implement a project addressing youth employment + perception of North St Marys

We will celebrate our achievements

Table 1: #NorthStMarysMatters residents priorities for action in 2017

The Village Café

In addition to the above program of activity, the Neighbourhood Renewal Program has been working in collaboration with the Community and Cultural Services Department and several community services to establish the Village Café project in North St Marys.

Council endorsed the application for funding through the Liveable Communities Grant Program, Family and Community Services, NSW Government on 24 October 2016. The program has been funded for $59,536 which will support a fortnightly café for older residents and health services drop-in open space in Parklawn Place, as well as arts and exercise programs. The project aims to improve the health and wellbeing of participants over a 10-month period. Particular focus is being given to working with older people with caring responsibilities whether it be grandparents, those caring for adult children or a spouse. Aboriginal and Torres Strait elders will also be a focus of engagement.

Planning is underway for the project which has now established a Keys Partners Working Group and is embarking on a series of interviews with older residents in this neighbourhood in order to gather data which will influence the design of the project.

The Neighbourhood Renewal Program will support a part-time Village Café Project Officer as part of this project and recruitment for this role is underway. Councillors will be invited to a launch event for the Village Café in the coming months.

The range of partners involved in this project include Community Junction, Ability Links and the Local Area Health Service (Lemongrove).

Clr Tricia Hitchen and Uncle Harold a local resident enjoy the local Christmas celebration

Team Colyton Update

Team Colyton is the first “local team” established by the Neighbourhood Renewal Program and has been meeting since August 2015. This collective of residents, businesses and services developed a Community Action Plan and have been actively involved in delivering their plan.

Now in its second year, the project is supported primarily by Community Junction in the backbone role and a steering group of committed, volunteer residents. Other services which have been actively involved in the project include Ability Links and the Health Promotion Unit of the Local Health District.

2016 was a very busy year for Team Colyton as they delivered a number of local activities as well as holding their Christmas Carol event for a second year. This event attracted approximately 800 local residents and was primarily organised by the residents who volunteer as members of Team Colyton.

Priority area’s for action in coming months include a street tree planting initiative, re-considering how to engage young people in Team Colyton, and ongoing advocacy regarding the accessibility of the local built environment.

Team Colyton was recently acknowledged as a quality program at the ZEST Awards led by Western Sydney Community Forum. Team Colyton was Highly Commended in the Out of Box category in recognition of capacity building, advocacy and leadership.

Barefoot Beats

Barefoot Beats was a 6 week performing arts program for 30 students from Years 7-10 at Colyton High School. The project, funded by Multicultural NSW, brought the students who were all of Indigenous, African and/or Pacific Island heritage together with artists to develop original works based on story and dance.

The project aimed to empower young people through shared experiences, skills development and collaborative creative expression. Three artists taught traditional dance and associated stories and the students shared their stories, values and aspirations. A professional video artist, Frace Luke Mercado then worked with the male and female students to develop 2 short video works.

Whilst both groups worked independently of each other, they developed the same message for their work: be yourself, believe in yourself.

A final celebration event was held at the school in February 2017, attended by the Mayor, Clr John Thain and Deputy Mayor, Clr Tricia Hitchen. The video works were screened for the first time at this event and students and their families expressed a great sense of pride in their work and gratitude for this deep process of cultural learning, sharing and development.

Young women participate in creating their own dance video clip as part of Barefoot Beats

Artists who worked on this project include Majeda Beatty (Indigenous Australian and African-American heritage), Frace Luke Mercada (Filipino heritage), Lasaro Tara (Fiji/Maori heritage), Joe Tau (Samoan heritage) and Tele Tuivanu (Cook Island and Samoan heritage).

The Neighbourhood Renewal team will seek to support continued work with this group through relevant available funding programs and continued partnership development.

Penrith Mayoral Youth Challenge

Penrith Mayoral Challenge is a three-year pilot project (2015-2018) that invites young people to redesign playgrounds in their local neighbourhood. The Neighbourhood Renewal team work with students at local public schools to explore community leadership and support a cross-department working group within Council as the student’s co-design the playground and Council delivers the project.

In these projects the Mayor plays the important role of setting the challenge for participants to consider the needs of their whole community in the design of the playground and to consider their future careers in developing their leadership capacity. Meeting the Mayor is often a highlight for the students involved and assists them in understanding what local government is and how it impacts on their lives.

Two projects have been completed, one in Colyton at Barr and Bass Park (2015) and the second in Kingswood at Chapmans Gardens (2016).

Mayor Clr John Thain and Clr Karen McKeown formally open Chapman Gardens Kingswood with the students who designed the new playground

In 2017 the site for the Penrith Mayoral Challenge is Lincoln Park in the suburb of Cambridge Park. Negotiations have begun with the local public school and plans are underway to form an internal working group to deliver the project including co-design, community engagement, construction and a community celebration.

Participant workshops are planned to commence in May 2017. Following completion of this project later in the year, a further report will come to Council evaluating the program and seeking direction from Council on the future of the pilot.

In 2017 a matching project will be offered to the community of Oxley Park following significant concerns regarding the pace and extent of development in the area and insufficient recreation/ green space in this priority established neighbourhood. While this project is not part of the Penrith Mayoral Challenge it will adopt the same approach and occur simultaneously. This project is discussed below.

Oxley Park Activities

In response to concerns raised by Councillors and considerable advocacy from a range of residents in Oxley Park, the Place Management Department is trialling a new approach to the management of hot spots where there may be a number of pressing issues that a ‘Business as Usual’ approach will not suffice.

In an area such as Oxley Park this will include;

1. Community engagement and resident relationship management

2. A cross-functional project team working to maximise available resources and services in this priority neighbourhood

3. A deliberate process of innovation which will explore and test new service responses to challenging issues in the built environment

This approach will result in the development of a ‘hot spot management plan’ for Oxley Park, similar to the Neighbourhood Action Plan’s developed by the Neighbourhood Renewal Program between 2007 and 2014.

A short and concerted effort across a number of Council teams has already resulted in a two week ‘blitz’ of the suburb focussing on rubbish removal, compliance and road safety issues.

Resident enquiries and requests are currently being collated and resident led tours will be conducted in March and April 2017 engaging further with those who have made representations to Council. These tours will provide an opportunity for a cross-functional project team to meet with residents to further understand their experiences of living in Oxley Park and their related concerns.

The project team, supported by the Place Management Department, will provide a focussed collaborative response including maximising resources and services within existing programs and a deliberate process of innovation which will explore how Council might work outside existing services to test new possible solutions to this unique set of challenges.

Council and residents will be kept informed with regular correspondence as Place Management continues to lead focussed efforts in Oxley Park. This is expected to result in a revised Neighbourhood Action Plan for the area.

Many of the issues facing residents in Oxley Park are as a result of change and development in the area and understanding these impacts will assist Council in its planned Review of the Residential Strategy.

In addition to this Hot Spot approach, two projects had been planned for this neighbourhood.

Firstly, as discussed above a park located on the corner of Australia Street and Brisbane Street in Oxley Park will be the site for a playground co-design and improvement project in 2017. Following the model of the Penrith Mayoral Challenge, and in response to advocacy from a number of Councillors including Deputy Mayor Clr Tricia Hitchens, the playground will be designed in collaboration with students from Oxley Park Public School and delivered by a cross-functional project team within Council. Participant workshops for this project are planned to commence in May 2017.

Place Management will lead community engagement and work with Council’s Design Team and project participants in delivering a design for the project. Construction will then be managed by the City Assets and City Presentation Departments with a final celebration planned in collaboration with project participants.

Secondly, Council recently endorsed a report from the Place Management Department to pursue enhancements to the shopping strip located on Sydney Street, St Marys as part of the Local Charm Project. Pending the appointment of a suitable consultant it is estimated that engagement for this project will commence in the final quarter of 2016-17 and that enhancements will be delivered in the 2017-18 year.

Conclusion

This report has provided Council with an overview of progress on #NorthStMarysMatters as well as a general update on the progress of a sample of projects led by the Neighbourhood Renewal Program in other neighbourhoods including Colyton and Oxley Park.

The report seeks the endorsement of Council for the proposed new hot spot approach to managing Councils response to issues in Oxley Park. This work in Oxley Park will be undertaken concurrently with the endorsed ‘local teams’ work in Colyton, North St Marys and Kingswood (beginning in late 2017).

RECOMMENDATION

That:

1. The information contained in the report on Neighbourhood Renewal Program North St Marys be received.

2. Council endorse the proposed hot spot approach to the management of emerging issues in Oxley Park as outlined in the report.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting 13 March 2017

Draft Food Trucks on Council Land in the Penrith City Centre Policy

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

Executive Summary

Following a request from a Food Truck operator last year, Council initiated the development of a policy framework to guide decision making on the operation of food trucks within the city centre. The attached draft Food Trucks on Council Land in the Penrith City Centre Policy has been developed following consultation with Council and in collaboration with a number of departments across Council.

The aim of the policy is to support the managed growth of this sector in alignment with Council’s aspirations to revitalise our city centre, whilst ensuring that safety and compliance underpin food truck operations. The policy also aims to ensure a successful introduction of a new eating experience in the Penrith City Centre that is considered to be an important contribution to the activation of the night time economy.

The report recommends that Council adopt the Food Trucks on Council Land in the Penrith City Centre Policy.

Background

The food sector is a significant contributor to the vibrancy of cities across the world. ‘Food’ is now an experience as much as a necessity and many people are seeking experiences that are more diverse and accessible than regular take away or fine dining. Food trucks are a growing and exciting part of the ‘foody’ market.

In 2015, Council endorsed a Night Time Economy Strategy that recognised that the Penrith City Centre has a strong destination dining sector but needs further development of casual dining options, particularly in the late afternoon and evening times. The food truck industry is seen as one way to supplement this sector whilst the growth of local businesses occurs.

Council was approached early last year by a mobile food truck provider to establish a weekly base in the Penrith City Centre, off-road on Council owned land. Council considered a report on the proposal at its Ordinary Meeting on 18 April 2016 and deferred the matter pending the development of a policy framework to support the operation of food trucks without compromising safety and amenity for residents and unduly disadvantaging existing businesses.

The scaffold for the policy was brought to Council for consideration at a briefing in June 2016 and following feedback, a further briefing was held on the matter in November 2016. At this time, Councillors requested the development of a policy to support food truck operations outside of the Penrith City Centre and this will be brought to Council in the near future.

Mobile food trucks are by their nature a high risk business. Set up costs for the fitting out of a compliant kitchen in a limited space are high, often much higher than installation in a fixed structure. Food service in spaces that are not controlled and/or owned by the operators brings a range of considerations that that must be managed.

A food truck policy should support innovation with reasonable compliance measures, and without bringing undue bureaucracy. The draft policy reflects best practice in the regulation of what are technically described as mobile food vending vehicles.

The policy as it is drafted, seeks to promote a sense of fairness that compliance is equitable for those businesses that have chosen to rent or buy premises and have invested their capital into the local area.

Whilst it is understandable that comparable businesses may feel threatened by a food truck locating close by, over time it is generally acknowledged that the food trucks bring additional business and expose existing operators to new markets.

Draft Policy Aims and Objectives

The aim of the draft policy is to support the future growth of the food truck sector and to manage this growth in alignment with Council’s desire to support our city centre whilst ensuring that safety and compliance underpin food truck operations.

The draft policy objectives are to ensure that food trucks operate on Council land in accordance with the rules that protect the public interest and that the food sold is safe for human consumption.

In addition, the draft policy will serve as a ‘trial’ for the introduction of food truck trading in other priority areas within the City in the future by allowing for its ‘fine tuning’ to address any issues that may emerge.

Outline of the Draft Policy

Food trucks currently trade under a range of circumstances within the Penrith Local Government Area. The draft policy will only apply to food trucks that request to operate on Council owned land within the Penrith City Centre. Food trucks will not be permitted to operate on roads within the city centre under the draft policy.

Food trucks that operate on private land in accordance with the State Environmental Planning Policy – Exempt and Complying Development cannot be required to obtain approval under this policy. Operators that already have a development consent as part of a larger special events (e.g. Penrith Festival) are not required to obtain an approval under this policy.

Under this draft policy, an approval under s.68 of the Local Government Act will need to be obtained before trading in the Penrith City Centre may commence. An application to Council must be made and an assessment of its merits undertaken before an approval may be issued.

A trader will identify a city centre site that they believe will be viable for their particular operation and make an application for temporary occupation. The application will need to be accompanied by information about how they will use the site and when they will use it. The proposed criteria that the application will be assessed against are briefly outlined in the next section of this report.

The application fee will be prescribed in Council’s schedule of fees and charges and it is suggested that a bond is also sought. Initially, an approval will be issued for a period of no more than four months which will allow Council to assess the performance of the operator and the policy.

Approval Requirements

Under the draft policy a broad range of matters will need to be complied with before an approval to trade will be issued. The following is a summary of the range of issues covered within the draft policy:

Road Registered Vehicle – all self-driven or towable vehicles must be registered with the Roads and Maritime Services.

Vehicles inspections – food safety compliance prior to approval and during operation by Council officers.

Approval limits - One approval per vehicle basis and approvals are not transferrable. Changes to the vehicle, business and the supporting commercial kitchen require approval. Prior notice of an intention to trade at an approved location is required.

Locations – Food trucks may trade on Council owned sites within the city centre on sites such as car parks or parks with approval from Council, but not on the streets. These sites are negotiated in advance.

Truck Dimensions – The dimensions of a food truck must not exceed 11 metres in length.

Deliveries – Food trucks must not receive food and beverage deliveries during their trading period.

Hours of operation – restricted to the following times:

· 6pm – 10pm Sunday to Wednesday

· 7pm – 10pm Thursday

· 6pm – 11pm Friday to Saturday

Proximity to existing premises – No trading within 50metres of a takeaway business with a similar food or drink offer. The distance is prescribed as a straight line distance

Proximity to residential buildings – Trading in front of residential buildings will not be permitted.

Alcohol sales – not permitted at any time.

Other Criteria

A range of other trading criteria included in the policy must be satisfied including: proper maintenance of the vehicle; not providing customer seating; managing waste and recycling; restricting signage to the side of the truck; lighting that does not interfere with traffic and precinct amenity; and restricting offensive noise.

Importantly all vehicles will meet the requirements of the Food Safety Standards and AS 4674-Construction and fit out of food premises. An addendum of health guidelines for the design and operation of food trucks has been attached to the policy as a helpful aid to proponents who wish to set up and apply for permission to operate. These requirements will change from time to time as standards for handling food change and therefore do not form part of the policy.

Conclusion

The Draft Food Trucks on Council Land in the Penrith City Centre Policy will support the diversity of the takeaway food offer in the Penrith City Centre in the evening. The proposed requirements of the policy will ensure that the public interest is protected and that the food sold is safe for human consumption. Encouraging food trucks in the Penrith City Centre is a further step in the broadening of its food and entertainment offer and the development of the night time economy.

RECOMMENDATION

That:

1. The information contained in the report on Draft Food Trucks on Council Land in the Penrith City Centre Policy be received

2. Council adopt the Food Trucks on Council Land in the Penrith City Centre Policy.

ATTACHMENTS/APPENDICES

1. ⇩

Draft Policy - Food Trucks on Council Land in the Penrith City Centre Policy

21 Pages

Attachments Included

Policy Review Committee Meeting 13 March 2017

Draft Terms of Reference for the Resilience Committee

Compiled by: Carmel Hamilton, Sustainability Co-ordinator

Authorised by: Sandy Davies, Executive Manager - People & Capability

Outcome	We care for our environment
Strategy	Minimise risks to our community form natural disasters
Service Activity	Identify opportunities to respond to a changing climate

Executive Summary

This report provides an overview of the draft Terms of Reference and process for seeking community and professional members for the Resilience Committee.

Council, at the Policy Review Committee meeting of 14 November 2016, resolved to establish a Resilience Committee to consider the issues our city faces owing to its unique location and environment. At the Ordinary Meeting of 28 November 2016 Council resolved that Councillors Thain, McKeown and Presdee represent Council on the Resilience Committee.

The report recommends that the information contained in the report be received. The report also recommends that Council endorse the draft Terms of Reference for the Resilience Committee at Attachment 1 to this report and a further report be presented to Council seeking the endorsement of the recommended community and professional members.

Background

Resilience is the capacity of individuals, communities, businesses and systems within a city to survive, adapt and grow as they experience a range of shocks and stresses. Shocks are sudden events that threaten or disrupt our day to day life, while stresses are longer term issues that impact on a city on a daily or regular basis.

Council is an active member of the Resilient Sydney project which is currently hosted by the City of Sydney on behalf of metropolitan Sydney. The project is funded by the Rockefeller Foundation as part of the 100 Resilient Cities Program. The aim of this program is to build on national and international experience to develop a strategy for metropolitan Sydney which will help both mitigate and respond to unexpected shocks and long term chronic stresses.

In preparation for the development of a Resilience Strategy a Preliminary Resilience Assessment has been undertaken to identify key shocks and stresses which the City will need to consider in its longer term planning. It is expected that Council’s Resilience Committee will provide Council an opportunity to be active participants in translating the resilience issues identified through the Resilient Sydney project to our local context.

At the Policy Review meeting held on 14 November 2016 a report was presented to Council on Councillor Working Parties. As a result of that meeting Council resolved to establish a Resilience Committee. At the Ordinary Meeting of 28 November 2016 Council resolved that Councillors Thain, McKeown and Presdee be the Councillors on this Committee for the term of the current Council until 2020.

Terms of Reference

The draft Terms of Reference (ToR) for the Sustainability Committee are provided as Attachment 1 to this report.

The aim of the Committee is to ‘provide advice to Council on opportunities to improve the resilience of Penrith City and how to integrate resilience within the activities and decision making of Council’ and includes the following objectives:

· To advise on relevant Council policies, plans and procedures to improve the resilience of the City into the future.

· To assist Council identify strategies and programs to improve the resilience of the City into the future.

· To support Council in providing leadership and advocacy on key resilience issues for the City and the Western Sydney region.

· To support Council to develop the ability to measure and report on our growth as a resilient City.

The draft ToR also covers operational guidelines including that the Committee will meet four times per year. The Sustainability Service will resource and support the operations of the Committee including preparation of reports.

The ToR also outlines the selection criteria which will support a process by which up to four community members will be recommended for the Committee. Invitations will also be extended to up to six professional members from a range of community, business, academic and government organisations to provide specialist knowledge and advice.

Next steps

Once the draft Terms of Reference are endorsed, Council officers will commence an Expression of Interest (EOI) process for Community Members in accordance with the Terms of Reference for the Resilience Committee. The EOI will be advertised for a four (4) week period over March and April 2017. An information pack will be available for community members who are considering nominating for the Committee.

The opportunity to nominate will also be promoted through various media channels including the Mayoral column, Council’s website, social media and distributed through local networks. Council officers will assess the EOIs against the selection criteria. It is expected that a report will be presented to Council’s Ordinary Meeting in May 2017 for the endorsement of the community representatives with the view to holding the first Resilience Committee meeting on 5 July 2017.

Professional members will be invited to participate as members of the Committee and will be sought from a range of community, business, academic and government institutions to provide specialist advice and input and to the Committee.

Summary

This report provides an overview of the draft Terms of Reference for the Resilience Committee as well as the proposed process of seeking community and professional members of the Committee.

RECOMMENDATION

That:

1. The information contained in the report on Draft Terms of Reference for the Resilience Committee be received

2. Council endorse the Terms of Reference for the Sustainability Committee at Attachment 1 to this report.

3. A further report will be presented to Council seeking the endorsement of the recommended community and professional members.

ATTACHMENTS/APPENDICES

1. ⇩

Draft Terms of Reference - Resilience Committee

2 Pages

Appendix

Policy Review Committee Meeting 13 March 2017

Penrith Whitewater Stadium - Annual Report and Board of Directors

Compiled by: Adam Beggs, Governance Coordinator

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

Each year, following the Annual General Meeting of the Company, a report is presented to the Council on the year’s activities of the Penrith Whitewater Stadium (PWS), including the financial performance.

The reports from both the Chairman and the Stadium Manager highlight the major activities of the Stadium over the last year. The venue has continued throughout the year to attract professional athletes, sporting championships and casual users, the participation rates in each activity are detailed in the report.

Annual Report

The Eighteenth Annual General Meeting of the Company was held on 22 September 2016 for the period ended 30 June 2016.

The Chairman of the Board and Stadium Manager will be in attendance tonight to make a short presentation which will focus on:

· The Past year – highlights, financial position and issues arising; and

· The Year ahead.

Following are their reports that have been extracted from the Annual Report of Penrith Whitewater Stadium Limited (PWS).

Chairman’s Report

It gives me much pleasure to present the Chairman’s Report to the Eighteenth Annual General Meeting of Penrith Whitewater Stadium Limited.

Patronage for whitewater rafting and canoeing based activities remains healthy, despite challenging economic conditions. Revenue for the year was $1,564,982 which is 17% more than $1,341,783 for 2015. The financial outcome for the year ended 30 June 2016 resulted in a surplus before depreciation, amortisation and interest of $289,171, an increase of $356,631 when compared to the loss achieved in 2015 of $67,460. During the year some $21,917 was spent on capital improvements.

The Stadium continues to contribute to the overall Penrith economy and to the advancement of the sport of canoe slalom both locally and internationally. It is pleasing to note the continuing national and international success of paddlers based in Penrith, particularly Jessica Fox.

Penrith Whitewater Stadium continues to generate a great deal of publicity both nationally and internationally, adding to its reputation as one of the world’s premier sporting facilities. Again the venue has successfully hosted both international and local competitions and has continued to attract a significant number of athletes who see the Stadium as their preferred off-season training venue.

I would like to take this opportunity to thank Venue Manager, Jack Hodge and his management team (Simonetta, Jeff, Vicki and Morgen) for leading the organization throughout the year. Penrith Whitewater staff continues to show great dedication and commitment to the business. The underlying enthusiasm and commitment of staff is fundamental to the venue’s continuing success.

I would also like to thank my fellow directors for their continuing commitment and input to the operations of Penrith Whitewater Stadium. This year sees the reappointment of Ross Fowler, Patrick Sheehy, Marcus Cornish and the retirement of David Burns. David has been a director for 8 years and his expertise and experience has been highly valued in the development of the business. I wish David all the very best for the future. I would also like to welcome Brian Steffen to the board as Company Secretary.

Finally, I would like to take the opportunity to congratulate the members of the Australian Canoe Slalom Team and coaches on their results throughout the year.

Stadium Manager’s Report

Overall participation in the activities offered by PWS increased in 2015-16. Rafting increased by 5%. Canoe/Kayak increased by 52% due to it being an Olympic year and the associated extra training. Swiftwater Rescue courses increased by 33%.

Whitewater rafting remains the most popular activity and the highest revenue earner for PWS. Rafting participation increased from 9,914 to 10,446. Total revenue for rafting increased by 7% from $794,176 to $853,618

Total PWS income increased by 17% from $1,339,199 in 2014-15 to $1,564,982. Total expenses decreased by 8% from $1,531,682 to $1,407,396 resulting in an increase in operating profit of $350,069 from -$192,483 to $157,586. Net profit increased from -$229,736 to $144,518.

PWS maintained its strong support for the sport of canoeing throughout the year. In 2015 -16 PWS was the host of the Olympic team trials, Oceania Olympic Qualification Championships, Australian Open International, NSW State and Southern Zone Canoe events. PWS facilitated over 510 hours of slalom training and competitions for Australian and International paddlers. This included 193 hours for the Australian team as part of the Canoe Slalom National Centre of Excellence (NCE) Agreement between PWS, the Australian Institute of Sport (AIS), the New South Wales Institute of Sport (NSWIS) and Australian Canoeing. The value of PWS’s contribution to the agreement was approximately $90,000

PWS continued its support of various charitable and community organisations. This included hosting the annual Rotary Club Duck race and the donation of 347 gift certificates to the value of $32,618.

Thanks to all PWS staff for their assistance during the year. Thanks also to the PWS Board of Directors for their ongoing dedication and support. The successful operation of PWS relies upon the support of the general public and a network of companies and organisations. PWS would like to thank the general public, suppliers, venue stakeholders and neighbouring organisations for their support and looks forward to working together more closely in the future to maximise the ongoing success of PWS and Penrith Lakes.

Board of Directors

The Constitution of the Company provides, in part, that:

1. To provide continuity the members of the Board shall resign on a rotating basis. At the First Annual General Meeting, three (3) Directors (including one (1) Councillor) shall resign. At the Second Annual General Meeting, three (3) members shall resign (including one (1) Councillor). Thereafter, the members of the Board, except the Council Officer, shall resign after they have served on the Board for three (3) years after appointment or re-appointment to the Board.

2. All retiring Directors shall be eligible for re-appointment.

Council should note that the positions of Chairman, Deputy Chairman were declared vacant. Elections were held for the vacant positions at the eighteenth Annual General Meeting.

Councillor Ross Fowler OAM was re-appointed to the position of Chairman, Helen Brownlee OAM was re-appointed to the position of Deputy Chair. It was resolved that Penrith City Council be requested to endorse the reappointment of Geoff Hunter as continuing Director of Penrith Whitewater Stadium Ltd. It was resolved Brian Steffen was appointed Company Secretary.

Business Support Accountant

Penrith Whitewater Stadium Limited reported a net profit for the 2015-16 financial year of $144,518. This is an increase of $374,253 over their 2014-15 loss of $229,735 which equates to a 162% increase. No direct subsidy was provided by Council to the Company. Income in 2015-16 increased by $237,914 over 2014-15, an increase of 17.7%, with admissions fee revenue being the main income line affected (13.5% increase).

RECOMMENDATION

That:

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

2. Council agree to underwrite the operation of the Penrith Whitewater Stadium Limited until the presentation to Council of the Penrith Whitewater Stadium Limited Annual Report for 2015-16.

3. Council note the re-appointment of Councillor Ross Fowler OAM as Chairman, Helen Brownlee OAM as Deputy Chair and Geoff Hunter as a Director on the Board of Penrith Whitewater Stadium Ltd and the appointment of Brian Steffen as Company Secretary.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting 13 March 2017

Penrith Aquatic & Leisure Limited - Annual Report and Board of Directors

Compiled by: Paul Sheen, General Manager - Penrith Aquatic and Leisure Limited

Authorised by: Wayne Mitchell, Executive Manager - Environment & City Development

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

Presenters: Alan Brown – Chairman - Penrith Aquatic and Leisure Limited

Paul Sheen – General Manager - Penrith Aquatic and Leisure Limited

Executive Summary

This report to Council details the performance of Penrith Aquatic and Leisure Limited (‘PAL’ trading as ‘Ripples’) for the financial year ended 30 June 2016, a 2017 progress report and redevelopment plans for the future.

In relation to the 30 June 2016 financial year and before the effects of Council subsidy, the company recorded a significantly improved operating result to that of the prior year (2016 deficit: $1,095,210, 2015 deficit: $1,296,169). The most significant contributor to the 2016 result was an 11 percent increase in the revenue, led by improvements in all significant areas of the business.

Since then, initiatives continue to be developed in all areas of the business. The first 8 months of the 2016/7 year represent a continuation of the business improvement trend of 2016 – demonstrated by a $160k improvement on the prior year and $107k on budgetary expectation for the year to date. Ripples has also had some significant recognition for its achievement over the last 12 months, winning the 2016 NSW Swim School of the Year, the 2016 National Swim School Marketing Award and taking out the 2016 Best Local Area Fitness Centre.

Focus on asset redevelopment continues. At Penrith, the new Waterpark is now in operation and performing significantly better than expectation. Site transformation from low patronage pool to broad community engagement has been remarkable. This self-funded project is also consistent with full scale redevelopment masterplans, should it prove achievable at a later stage. Given the instant success at Penrith, focus will now shift to similar smaller scale, but consistent, elements of the St Marys masterplan.

The report notes the re-appointment of three (3) Company Directors and recommends Council endorse these appointments. It also recommends that Council agree to underwrite the operations of PAL until the presentation of its 2016-2017 Annual Report.

Background

This report follows the Twenty Second Annual General Meeting of PAL held on 25 October 2016 for the financial year ended 30 June 2016. PAL was formed 21 years ago to manage Penrith City Council’s (PCC’s) public pool operations at St Marys, specifically the indoor and outdoor pools, spas, sauna, gym and subsequently the Hydrotherapy centre. In 2013 this role was expanded to include management of PCC’s public pool operations at Penrith. Penrith City Council continues to own and maintain all of the major pool assets at both facilities.

PAL’s principle objectives are to provide equitable access to the aquatic, health and fitness assets under its management, create best value packages to members of the community, to provide service consistent with PCC’s Community Strategic Plan and comply with appropriate legislation. Our goal is to encourage safe, family and community wide participation whilst supporting the needs of local sporting entities such as swim clubs and other competitive aquatic users.

As PCC Councillors are aware, Ripples operations are heavily subsidised by the Council. This subsidy allows a low price point for the majority of community members to access infrastructure that might otherwise be cost prohibitive.

The Chairman and General Manager, Alan Brown and Paul Sheen respectively, will be in attendance tonight to make a short presentation. Extracts from the Company’s most recent Annual General Meeting and Financial Report are also provided below.

Chairman’s Report

It gives me great pleasure to provide a summary of the 2016 financial year, being our 22^nd year of service for the residents of the Penrith Local Government Area.

Ripples remains the standard in Fun, Fitness and Health. We are the only gym operator in our area that carries peak ‘gold standard’ accreditation from Fitness Australia, we provide over 50 group fitness sessions per week and service well in excess of 1,000 members. Our Learn to Swim program is by far the largest in the area. In peak season we conduct approximately 550 classes each week, teaching vital life skills to 2,500 children ranging from toddlers to adults. Ripples is well integrated with the local sporting community through sponsorship of its swim squads and access to professional coaching. Our swim squad program engages 100 participants and punches above its weight with significant national level representation. Ripples Hydrotherapy Centre at St Marys is the largest of its kind in the City. It continues to provide access to professional rehabilitation services, treating sports injuries, accident victims and an ageing population. We operate the only NDIS accredited Learn to Swim and Hydrotherapy Centre in the area. Ripples employs hundreds of people from Penrith and surrounding regions. We have trained many new people just joining the workforce and continue to deliver further skill development opportunities via registered training operators and on the job training.

Financially, the 2016 year was a strong year. Before PCC subsidy, total revenue of $3,936,436 incurred operating expenses of $5,031,646 representing a net operating deficit of $1,095,210. This result is an improvement of $204,286 on the prior year. The driver of improved performance was revenue from operations, which increased by $374,164 on the prior year. This enabled reliance on Council subsidy to fall by $418,327.

The winter closure of Penrith Pool provided an opportunity to perform much needed maintenance. Penrith Pool’s winter closure also highlighted the inequity of inefficiently providing heated water for an outdoor operation servicing less than 40 patrons per day from April through to August, and as such we have decided to close the Penrith Centre for the same period each year until its opening can be supported by a clear and financially viable business plan.

Both the Penrith and St Marys facilities are towards the back end of their useful lives, and will require significant redevelopment to keep pace with modern standards and community expectation. This is particularly relevant with our area forecast to grow significantly in the next 10-15 years and whilst expansion and improvement might not lead to positive profit and loss statements free of subsidy, our view is that the lack of investment in aquatic facilities in the City will decrease satisfaction in the vital services we strive to deliver. While we have been unsuccessful to date in attracting significant State or Federal assistance to redevelop both sites to modern day best practice, in 2016/7 we have built what could be the first step at Penrith. The City now has a Water Park asset that will re-engage widespread community interest beyond that of lap swimmers. We are already experiencing an influx of families and the smiles on the faces are infectious. In developing this drawcard, we hope to ensure the long term viability of the site and create a potential stepping stone to best practice Aquatics for the good people of Penrith. Achieving something similar at St Marys is our next focus.

PCC underwrites the Company’s operation, this year providing a grant of $1,005,000. I take this opportunity to thank Councillors and Council Officers for their guidance and support over the past twelve months. We look forward to another year where we continue to strengthen the bond our management team has developed with Council Officers. I would also like to pass on my thanks to each of the Board Members who have again attended to their duties freely to the benefit of the community, especially Deputy Chairman John Cottee for his financial wisdom and Wayne Mitchell for his tireless contribution in liaising with Penrith City Council. I would also like to thank the hard working team at Ripples. The team has remained focused on strengthening core areas of the business such as the Fitness, Learn to Swim and Hydrotherapy.

The results from the first 8 months of the new financial year confirm the direction we have taken and the investment made in infrastructure redevelopment at Penrith.

Alan Brown
Chairman
Penrith Aquatic and Leisure Limited

General Manager’s Report

It is with a great deal of pleasure that I present the 2016 financial summary, major projects, challenges for the future and progress report for the 2017 financial year to date.

2016 was a year of improvement and reward for PAL. Revenue improvement without infrastructure redevelopment is always a challenge, however with dedication in all areas we have been able to lift operational performance by 11%. Our improvements have also been recognised by our peers in the industry, with Ripples now acknowledged as having the Best Swim School in NSW, the Best Swim School marketing on a National basis and the Best Fitness Centre in the local area.

2017 is continuing the same trend. We have also been able to achieve a substantial redevelopment of the Penrith site via a new Waterpark, without significant disruption to operations and enabling reconnection with a broad cross-section of the community.

2016 Financial summary

The most significant factor behind our 2016 result was revenue improvements in all key business areas. When compared to the prior year, we achieved revenue growth of 11%. This outstanding effort also reflects budgetary achievement. In relation to key areas of the business, the following is noted:

· Learn to Swim / Recreational Aquatics (Revenue up $210,608 to PY, $74,294 to Budget)

The performance of our Learn to Swim team has been outstanding and is the backbone to this result. Our achievements have also been recognised with industry accreditation off the back of a revamped ‘no backfloat’ program, new participant targets via our Water Safety Roadshows that targets ‘Swim, Safe, Survive’ in local pre and primary schools, active retention strategies and tight expense control.

Recreational aquatics remains a challenge with the vast majority of our competitors operating out of modern purpose built infrastructure. In recent times there has been significant competitor investment in our zone, examples include Rooty Hill RSL, Wet and Wild, some of Blacktown CC’s pool assets and ‘pop-up’ water parks.

The issue for both St Marys and Penrith is older facility and we simply cannot offer the same standard. Without reinvestment, the reality is the very best we can hope for is to hold revenue to prior years, while costs increase with inflation. In relation to recreational aquatics, we achieved this at St Marys and narrowly fell short at Penrith.

· Fitness (Revenue up $88,754 to PY, down $73,772 to budget)

Challenges in the gym are similar to recreational aquatics, and new competitors such as Atmosphere highlight the infrastructure difference. Our budget was extremely ambitious, calling for a 23% increase in revenue and the reality was we were only able to achieve around half of this.

Despite the shortfall, the revenue improvement on the prior year is still a very strong result. It should be noted the gym managed to achieve a net profit of near $200k – almost $60k better than the prior year, meaning the vast majority of the revenue improvement flowed directly to the bottom line.

· Hydrotherapy (Revenue up $32,983 to prior year, down $4,737 to budget)

We started the year with staff turnover concern and after 3 months were near $15k behind budget and the prior year. The business model was restructured to pursue an incentivised approach, enabling us to retain value adding staff and eliminate idle resources.

The revenue result above speaks for itself - what it does not illustrate is the full effects on expenditure. Significant expense savings were achieved as a result of the restructure - we finished the year $40k up on budget and $26k on the prior year.

As a result of the improvements to revenue and the ability to keep expenses in line with expectation, we have been able to achieve a significant reduction in subsidy reliance. Improved financial performance has allowed PCC subsidy to fall by $418,327 (2015/6: $1,005,000 verses 2014/5: $1,423,327).

Major 2016 projects and achievements

Re-engineering of our marketing strategy has been cornerstone to revenue improvements in all departments. New initiatives in 2015/16 include themed centre open days (Christmas and Easter) and targeted pre busy season, and designed to drive membership in slower season, a 12 days of Christmas centre wide promotion, revamped social media strategy via Facebook and Instagram, selective target market campaigns and demographic advertising, and utilisation of the largest database in the LGA with program specific advertising for every PCC ratepayer.

IT infrastructure and the ability to better utilise technology was also a focal point for 2015/6. We were limited by a network with insufficient bandwidth and this was rectified via point to point technology allowing us to tap into high speed broadband via the St Marys Library, which enabled the development of a biometrically controlled roster, payroll, time capture, timesheet and HR system. Payroll represents the vast majority of our cost base and a modern system to strengthen our control environment was an absolute must. Public Wi-Fi systems were also developed for our gym customers, including the ability to better utilise our Gym equipment to interact with social media and the internet while members exercise.

Enterprise Agreement (EA) renegotiation began in 2015, with union and staff consultation at all stages. Voting, results verification and application to FairWork completed in January 2016 – with a resounding endorsement of the proposed EA noted. The result was ratified by FairWork in March 2016. This creates certainty with annual pay increases at 3% (non-compounding) for the next 3 years.

In relation to significant maintenance works, tile repair and expansion joints were attended to at Penrith in April/May 2016. At this time we also completed isolation of toddler pools to enable their subsequent deconstruction and replacement by the Water Park. A wet June 2016 required immediate refilling of the 50m pool and as a result scheduled removal of the redundant pool lights could not be completed. This project will be carried into the 2017 winter closure. Discussion of the Penrith Waterpark project is noted below in the 2017 progress report.

Other significant projects and achievements in the 2015/6 year are listed below:

· AQUATICS - Learn to Swim has continued its amazing progress with peak participation above 2,200 in season 2015/16 – a new record for Ripples by more than 300 participants. Our efforts have also been formally recognised by the industry - in 2016 Ripples won NSW Auswim’s Best Swim School Award and Swim Australia’s Best Swim School Marketing Award.

· GYM - new gym membership options released on 1 July 2015 – including a fitness only option, a non-contract version and both with up front sign on fees. These were competitively priced to other full service operators in our area. Most gym members make little use of aquatics - therefore options excluding pool enabled us to be more price competitive. Our efforts in the gym have also been formally recognised by the industry - in 2016 Ripples won the Best Fitness Centre Award for the local area.

2017 progress report

The first 8 months of the 2016/7 year represent a continuation of the trend noted in 2016. To date our results reflect a $160K improvement to the prior year and $107K on budgetary expectation. This is an amazing achievement, significantly as Penrith has been a construction site and not particularly appealing to non-lap swimming patrons before the opening of the Penrith Water Park (26 January 2017). The strength of the result is attached to a number of areas:

· The Penrith Water Park redevelopment. The first month of operations has surpassed our wildest dreams. As an example of the strength in trade – the first few weekends have averaged around 5 times what we would have previously experienced. This has created new challenges for Penrith – on a number of occasions we have had to close the doors to manage capacity constraints. Obviously we are in a honeymoon period, but results to date are extremely encouraging. The transformation with young families and the sounds of happy kids echoing across our outdoor pool landscape has been amazing.

· Our Learn to Swim continues to do very well, with further revenue improvements and direct wage saving as a result of class consolidation. Currently, we are 200 weekly participants better than at the same time in the prior year, and our new target for peak enrolments is 2,600 LTS students. For the first time in our history we have won the NSW Swim School of the Year and will be considered for the National title in September 2017.

· Extreme weather over summer school holidays has led to a record summer at St Marys and pushed all elements of the team and operations to the limit. We had anticipated being significantly behind budget due to the revenue effects of the delayed opening of the new Penrith Water Park (forecast opening was October 2016), however the strength of trade attached to the summer school holidays has balanced the construction effects at Penrith.

· Hydrotherapy continues to go from strength to strength, with business model adjustment to pursue experienced exercise physiologists, pay scales linked with performance, cloud based client management systems, medically trained reception staff and NDIS accreditation.

· Payroll tax exemption. For some time we have believed the nexus of our operations to that of Council and our status as a not for profit was sufficient to enable a payroll tax exemption. Recent changes to the Payroll tax act and legal consideration confirmed this view. Whilst the savings generated have not flowed through to any significant extent in the current year (as we have taken this opportunity to build a long service leave provision for casual employees), the full effects will flow through in future years.

Challenges and issues

Our biggest challenge remains competitor encroachment in key revenue areas. To a certain extent, competitors have been encouraged by the inherent infrastructure limitations of our facilities. Our Penrith facility is still an entirely outdoor operation. The St Marys facility is modern by Penrith standards, but is no longer cutting edge. Many of our competitors are operating out of brand new, purpose built facilities.

While we have been able to strategically improve in 2015/16/17 via better programs, management systems, targeted marketing and business partnerships, there is no way around infrastructure limitations without some form of capital injection.

To create new interest, revenue growth and long term business sustainability, capital injection will be required. This has been recognised by PAL and PCC, with Masterplans for the redevelopment of both sites. The challenge to achieving our redevelopment goals is the level of funding required. Based on recent funding submissions and feedback, it is increasingly unlikely that this level of re-investment will occur in the next 5 years. While it is important that we continue to pursue every possible funding opportunity (with the assistance of PCC), it is also important we do not stand idle.

Short term options that remain consistent with the full scale plans must be the preferred course of action. These smaller scale capital works programs will still provide a significant drawcard and re-engage broad spectrum community interest – the recent success with the Penrith Water Park being the best example.

St Marys has the same need, and actual results from Penrith confirm this level of investment supports business self-sustainability tests, quick payback and ultimately reduced reliance on Council subsidy as compared to the status quo.

Board of Directors

The Constitution of the Company provides, in part, that:

1. Board members are elected for a 3 year term and retire on a rotational basis.

2. All retiring Directors shall be eligible for re-appointment. Council should note that the Directors reaching the end of their terms were Ross Fowler OAM, Tricia Hitchen and Greg Davies, and these positions were declared vacant. Elections were held for the vacant positions.

3. Ross Fowler OAM, Tricia Hitchen and Greg Davies were re-appointed to the position of Company Director.

It was resolved that PCC be requested to endorse the reappointment of Ross Fowler OAM, Tricia Hitchen and Greg Davies as continuing Directors of PAL.

Appreciation

I would like to personally acknowledge the gratuitous contribution of Ripples Directors, all of whom have made significant contributions during the year. I would also like to thank PCC and their support staff who continue to assist whenever required.

And last but not least, I would also like to thank my management team and all staff at Ripples for their significant personal contributions during 2015/6. Without this team constantly challenging how we go about things and striving for improvement, we would not have achieved the results indicated.

Paul Sheen
General Manager
Penrith Aquatic and Leisure Limited

Business Support Accountant

The City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd achieved, during the 2015/6 financial year, a deficit before Council’s subsidy of $1,095,210. This result is an improvement of $204,286 on the prior year. Improved financial performance enabled reliance on Council subsidy to fall by $418,327 (2015/6: $1,005,000 2014/5: $1,423,327).

The driver of improved performance during the 2015-16 financial year was operational revenue before PCC subsidy, which increased from $3,562,272 in 2014/5 to $3,936,436 in 2015/6 (an improvement of $374,164 or 11%).

RECOMMENDATION

That:

1. The information contained in the report on Penrith Aquatic & Leisure Limited - Annual Report and Board of Directors be received.

2. Council agree to underwrite the operations of the City of Penrith Regional Indoor Aquatic and Recreation Centre Ltd until the presentation of the 2016-2017 Annual Report.

3. Council note the re-appointment of Councillors Ross Fowler OAM, Tricia Hitchen and Greg Davies to the Board of Directors of Penrith Aquatic and Leisure Ltd.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Policy Review Committee Meeting 13 March 2017

Organisational Communication Policy

Compiled by: Rebecca Hackney, Communications, Marketing and Events Coordinator

Authorised by: Barbara Magee, Manager - Corporate Communications, Marketing and Events Manager

Outcome	We have confidence in our Council
Strategy	Provide opportunities for our community to participate in making decisions about the City's future
Service Activity	Provide information about Council's services and policy positions

Executive Summary

The attached draft policy on Organisational Communication has been prepared to assist Council staff by providing a succinct communications framework to carry out their roles and responsibilities.

It is intended to broaden the definition of communications to include new and emerging channels while minimising their inherent risks. It also provides greater clarity for departments that need to undertake communication activities on how they can access services to achieve better results.

The draft policy reflects the growing demand for clear and concise messaging across Council’s communication channels and pulls together Council’s Writing Style Guide and Penrith City Council Brand policy.

Background:

The existing Organisational Communications Policy was adopted in April 2012. This policy addressed the organisation’s need for a consistent approach to communication through a sign-off framework, and clearly outlined the officers authorised to make comments on behalf of Council.

Communication plays a significant role in promoting and protecting Council’s reputation and image. The 2012 policy responded to the organisational demand for a succinct approach and used an audience measure to determine when the Corporate Communications team needed to be consulted for approval. At the time it was specified that any communication likely to be seen by 500 or more people needed to be authorised by a Communications Officer before being published.

Current Situation:

Since 2012 a number of new channels have developed, including social media and web-based communications. The measure of exposure has shifted, as any communication message, statement, blog or post has the potential to go viral regardless of the size of the intended audience.

Based on this current state the Organisational Communications Policy has been updated to remove the audience number of 500 people as a precursor for the Corporate Communications team’s involvement. Instead the draft policy now states:

‘Any Council related external or internal communication that has the potential to impact on Council’s reputation or image must be reviewed and approved by a member of the Corporate Communications, Marketing & Events team before being published.’

Online accessibility has been added to the draft Organisational Communication Policy to reflect the federal requirement for government online information and services to comply with WCAG 2.0 (AA rated) as the minimum standard for accessibility.

While information regarding the authorised officers who can make comments on behalf of Council has been retained, this section has been expanded to cover online channels, specifically social media.

Conclusion:

Communication plays a significant role in promoting and protecting Council’s reputation and image. New and emerging channels continue to provide opportunities to reach new audience groups, however inherent risks associated with these channels need to be managed.

Updating the Organisational Communication Policy to reflect this evolving landscape offers staff a more robust framework for communication sign-off and campaign effectiveness. It also specifically addresses online accessibility requirements and who is authorised to make comments on behalf of Council.

The attached draft Organisational Communication Policy is reported to the Policy Review Committee for adoption.

RECOMMENDATION

That:

1. The information contained in the report on Organisational Communication Policy be received

2. Council adopt the Organisational Communication Policy as appended to the report.

ATTACHMENTS/APPENDICES

1. ⇩

Organisational Communication Policy

2 Pages

Appendix