Agenda of Policy Review Committee Meeting

Council_Mark_POS_RGB 2017 MEETING CALENDAR

January 2017 - December 2017

(Adopted by Council - 28 November 2016 and Amended April 2017)

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

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.

Policy Review Committee Meeting 14 August 2017

Hadley Park and Castlereagh Cemetery Heritage Listing Status

Compiled by: Julie Condon, Development Enquiry Coordinator

Authorised by: Peter Wood, Development Services Manager

Requested By: Councillor Karen McKeown

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

Executive Summary

In response to a request by Councillor McKeown at Council’s Ordinary Meeting on 22 May 2017, a report was presented to Council’s Heritage Advisory Committee on the 8 June 2017 regarding the status of the Heritage listing of Hadley Park and Castlereagh General Cemetery.

Hadley Park and Castlereagh General Cemetery are located as shown in Attachment 1 and are the subject of Local Heritage Listings under either Council’s Local Environmental Plan 2010 and LEP 1991 Environmental Heritage Conservation 1991 or State Environmental Planning Policy (Penrith Lakes Scheme) 1989.

Both sites have previously been identified as having characteristics which demonstrate that they may meet the criteria of importance to the people of NSW required to be considered for State Heritage listing.

Hadley Park is currently being considered for nomination for State listing by the Department of Environment and Planning (DPE). Castlereagh General Cemetery has been the subject of a previous nomination which is currently deferred.

The Committee adopted the recommendations in the report to:

1. Make a submission of support regarding the proposed State Heritage Listing of Hadley Park when it is placed on exhibition.

2. Write to the Minister for Heritage and the Local Member to request their support for the State Listing of Hadley Park.

3. Write to the Executive Director of the Office of Environmental Heritage requesting reactivation of the nomination for State Heritage Listing of Castlereagh General Cemetery.

Heritage Significance

Hadley Park

Hadley Park is located in the Penrith Lakes area and is a rare example of an old colonial farm complex in relatively unaltered condition. It retains evidence of the original 1803 land grant boundary, original farm buildings from 1806 – 1812, and a long history of family associations and agricultural use. It currently has a local heritage listing status under Schedule 3 of State Environmental Planning Policy (Penrith Lakes Scheme) 1989.

The main building, Hadley Park House, was constructed around 1810 and is located on the river flat between the Nepean River and Old Castlereagh Rd. It is a substantial residence which had views of neighbouring farms and landmarks. Hadley Park is the subject of a current Conservation Management Plan which was commissioned on behalf of Penrith Lakes Development Corporation.

The Heritage Division, of the Office of Environment and Heritage has advised it has received a nomination by NSW Department of Planning and Environment (DPE) to include Hadley Park on the State Heritage Register.

The nomination has been referred to the State Heritage Register Committee of the NSW Heritage Council. The nomination will undergo a period of exhibition, during which time public submissions can be made, and it is then considered by the Heritage Council. The final step in the listing process is that the Heritage Council provide a recommendation to the Minister for Heritage to list the place on the State Heritage Register.

Castlereagh General Cemetery

The General Cemetery includes burials dating from 1814. Most of the headstones date from the second quarter of the 19th Century. It contains both simple and elaborate headstones from the early to mid-19th Century. The cemetery is no longer in use and is the only remaining visible evidence of the development of the unsuccessful Macquarie town of Castlereagh. The cemetery provides an interesting record of the early settlers of the surrounding rural district. It currently has a local heritage listing status under both Penrith Local Environmental Plan 2010 and Penrith Local Environmental Plan 1991 Environmental Heritage Conservation.

Both the Castlereagh General Cemetery and McCarthy’s Roman Catholic Cemetery were identified as items that have significance at the state level on the Heritage Schedule of the Penrith Lakes Regional Environmental Plan – No 11, 1989, which has now been translated into a SEPP. However, neither of these cemeteries has been listed on the State Heritage Register.

The Castlereagh General Cemetery was nominated for State Heritage listing in 2004 by the Hawkesbury Family History Group. The OEH advise that consideration of the listing has been deferred.

Options for pursuing State Listing of the cemetery include renomination, or undertaking the interim step for Council to write to the Executive Director Pauline McKenzie requesting reactivation of the nomination. This would enable an assessment of whether any information needs to be added or whether a new nomination may be required.

Process of Nomination for State Listing

The State Heritage Register is established under Part 3A of the Heritage Act (as amended in 1998) for listing of items of environmental heritage which are of state heritage significance.

Any person can nominate a place or object for listing on the State Heritage Register by completing the nomination form on the NSW Office of Environment and heritage website.

The State Heritage Register lists a diverse range of places, buildings and objects including: Aboriginal places, buildings, objects, monuments, gardens, natural landscapes, archaeological sites, shipwrecks, relics, streets, industrial structures, public buildings, shops, factories, houses, religious buildings, schools, conservation precincts, jetties, bridges and movable items such as church organs and ferries.

To be considered for State Heritage listing the place or object should be of state heritage significance and important to the people of NSW. "State heritage significance" means that the item is important for the whole of NSW.

To be assessed for listing on the State Heritage Register an item will, in the opinion of the Heritage Council of NSW, meet one or more of the following criteria:

1. An item is important in the course, or pattern, of NSW’s cultural or natural history;

2. An item has strong or special association with the life or works of a person, or group of persons, of importance in NSW’s cultural or natural history;

3. An item is important in demonstrating aesthetic characteristics and/or a high degree of creative or technical achievement in NSW;

4. An item has strong or special association with a particular community or cultural group in

NSW for social, cultural or spiritual reasons;

5. An item has potential to yield information that will contribute to an understanding of NSW’s cultural or natural history;

6. An item possesses uncommon, rare or endangered aspects of NSW’s cultural or natural history;

7. An item is important in demonstrating the principal characteristics of a class of NSW’s

· Cultural or natural places; or

· Cultural or natural environments.

Conclusion

Hadley Park and Castlereagh General Cemetery are both currently the subject of heritage listing at a local level.

RECOMMENDATION

That:

1. The information contained in the report on Hadley Park and Castlereagh Cemetery Heritage Listing Status be received.

2. Council make a submission of support to the proposed State Heritage Listing of Hadley Park when it is placed on exhibition.

3. Council write to the Minister for Heritage and the Member for Londonderry to request their support for the State Listing of Hadley Park.

4. That Council write to the Executive Director of the Office of Environmental Heritage requesting reactivation of the nomination for State Heritage Listing of Castlereagh General Cemetery.

ATTACHMENTS/APPENDICES

1. ⇩

Locality Plan

1 Page

Appendix

Policy Review Committee Meeting 14 August 2017

Accelerated Housing Delivery Program for New Release Areas

Compiled by: Natalie Stanowski, Principal Planner

Authorised by: Natasha Baker, City Planning Manager

Outcome	We plan for our future growth
Strategy	Facilitate development that encourages a range of housing types
Service Activity	Plan for and facilitate delivery of release areas and urban renewal in the City

Executive Summary

A continued high demand for new release housing has been identified as a result of investigations undertaken as part of developing Council’s Local Housing Strategy. Given the timeframes required to plan and deliver housing within a release area, a strategy to accelerate short term housing growth in new release locations in advance of the finalisation of the Local Housing Strategy is proposed.

An Accelerated Housing Delivery Program will ensure the availability of release area housing in the short to medium term, in a transparent and efficient manner. The program will also assist in informing the medium to long term component of the Local Housing Strategy.

It is recommended Council commence the Accelerated Housing Delivery Program.

Background

The population of the Penrith LGA continues to grow at an accelerated rate. The remaining release area capacity is approximately 4,500 dwellings which is anticipated to satisfy demand for the next 3 – 4 years. Given the time required to plan and deliver a new release area, it is critical that work commence in the short term to ensure that supply continues to service the demand.

In addition, the draft West District Plan identified that the West District will need to provide a minimum of 41,500 dwellings in the next 20 years to meet the growing population, noting Penrith has the most capacity for dwelling delivery to achieve the targets for the District.

In order to facilitate sufficient supply in a timely fashion, an innovative accelerated housing delivery program which calls for landowner nominations is proposed. This will ensure that a housing delivery pipeline is maintained.

Local Housing Strategy- Housing Demand Forecasting

Recent work undertaken by SGS Economics and Planning for the Local Housing Strategy (“the Strategy”), has forecast approximately half of all additional housing in Penrith over the next 20 years is to be provided in greenfield locations. The Strategy will identify potential future release area housing (greenfield) locations based on these demand forecasts.

Work to date indicates that it is now necessary to accelerate the planning of a short to medium term release area to supply housing (over 3,000 dwellings over the next 3-5 years) ahead of the finalisation of the Strategy.

The commencement of a new release area from identification to dwelling construction can take up to 5 years. To ensure the continuous and timely supply of new release area housing in the Penrith LGA, an expression of interest program to fast track the identification and planning of suitable sites is recommended.

Game changers and new housing alignment

Over the past 18 months a number of game changing development catalysts, that have the ability to transform infrastructure and provide opportunities for increased economic growth for our region, have been announced by State and Federal Governments. These include:

· Western Sydney Airport,

· widening of the Northern Road and Mulgoa Road,

· the Outer Sydney Orbital and M12,

· the North-South Rail Link,

· Western Sydney City Deal and

· the release of the Draft District Plans.

The delivery of these game changing infrastructure projects and strategies should not be compromised through the delivery of short term release areas, however it is expected that these projects will be catalysts for identifying appropriately located housing in the future.

Draft West District Plan and Greater Sydney Commission

The Draft West District Plan provides a framework for the future growth and city building for our region. The Greater Sydney Commission have indicated a priority for delivering a diversity of housing that is close to employment with accessible infrastructure.

Council has been set a five year dwelling target of 6,600 and will be set a ten year housing target in coming months. In order to ensure delivery of our housing targets, planning must commence now, to ensure Council is able to provide conditions that support the timely supply of housing.

Councils role in Release Area Housing Delivery

Council has historically been proactive in the identification and planning of release areas. This program would allow Council to continue its proactive and strategic planning role, whilst providing a positive opportunity to work in a collaborative manner with proponents in order to deliver housing in a short term timeframe and to contribute to dwelling supply.

It is noted that the NSW State Government has previously administered similar programs to accelerate the available supply of release area and infill housing across Greater Sydney. This approach however, is innovative from a Local Government perspective.

Proposed Approach- the program and assessment

The Accelerated Housing Delivery Program will identify suitable sites that have the ability to deliver release area housing in the next 3-5 years, through a submission process. The program will be a transparent and efficient way to engage with landowners that are aware of potential short term housing opportunities.

Submissions would be assessed against a stringent criteria. Council may then select suitable sites to enable proponents to commence work on the land investigation and planning proposal process to rezone land for housing. The program will also confirm the Local Housing Strategy is robust and will also assist in informing the medium to long term housing opportunities.

The assessment criteria has been developed in order to focus specifically on the three key areas that will enable the delivery of housing to occur in a short timeframe, including the strategic and physical suitability of the site, deliverability commitment and the ability to fund infrastructure.

The Program is specifically designed to accelerate urban housing growth and for that reason the program will not apply to existing urban areas, non-urban housing proposals or proposals which are mainly for employment, retail or other non-residential uses. We continue to welcome proposals of this nature that are consistent with State and Local strategic policies through the normal planning proposal process.

The Program would be undertaken as a three stage process, as detailed below:

Stage 1 – Invitation to Collaborate

An invitation will be open for landowners (and their representatives) with land approximately 100 hectares in size and capable of producing 1,000+ lots with access to immediate infrastructure, to make a submission.

The submissions will be required to provide the following:

· Details of the land.

· Reasons for developing the land for housing, including such matters as demand and supply of housing in the area and locational advantages.

· Existing studies into the suitability of the land for housing (if any).

· A preliminary indicative layout containing sufficient information to understand the scope and spatial configuration of the housing proposal and its component parts.

· Details of proposed housing including residential density, mix and total yield.

· Availability of enabling infrastructure such as water, sewer, power and roads.

· Information related to infrastructure and services required, including schools, parks, emergency services and health facilities.

· A delivery plan for the housing including steps leading up to dwelling production, timeframes and responsible parties.

· A dwelling production schedule for the first five years.

· Willingness and capacity to undertake planning and infrastructure associated with delivery of the housing at no cost to Government.

· A declaration of reportable political donations.

Stage 2 - Evaluation

The submissions will be evaluated and assessed using a comprehensive criteria that has been developed in order to determine sites that are most suitable for short term housing and is provided in Attachment 1. The criteria seeks sites that:

· Are physically and strategically fit for urban development

· Clearly demonstrate a commitment to delivering short term housing

· Have capacity to fund and provide suitable infrastructure.

An independent, suitably qualified consultant will be engaged to undertake a peer review of Council’s assessment. Comments and advice will also be sought from Department of Planning and Environment, Greater Sydney Commission and Council’s Property Development Advisory Panel.

Stage 3 – Finalisation

The findings of the assessment will be reported to Council with recommendations to proceed to work with successful proponent/s. This process is anticipated to be concluded by the end of the year with the proponent presenting a planning proposal early 2018 for Council’s consideration and endorsement.

Transparent Process

A Probity Plan will be prepared to ensure the proposed Program is undertaken in a transparent and consistent manner, ensuring Councils obligations under the Local Government Act 1993 and any relevant guidelines and principles. The Plan will identify the roles and responsibilities of Council staff, including Councillors, to distinguish between the evaluation process and the planning approval process. The Plan will also guide how to manage and process any information received.

To add to the transparency, the assessment of the submissions for the Program will also be independently peer reviewed.

The planning proposal when submitted by the successful proponent will also be required to undertake the legislative planning processes to enable the rezoning of the land, including community and agency consultation.

Submissions that do not meet the short term criteria

The criteria and submission requirements have been developed to specifically identify potentially suitable land to deliver short term housing supply. Where sites have been unable to meet the short to medium term criteria, but are considered to have merit for their potential as a medium to long term housing opportunity, they will be further reviewed and considered in the Strategy.

Greater Sydney Commission Feedback

The Greater Sydney Commission have been informed of Councils intent to accelerate new release housing growth and work with land owners to identify sites. Council has liaised with the Greater Sydney Commission on the proposed criteria, who acknowledges Councils work in relation to housing to date and desire to deliver housing in the future. The Greater Sydney Commission will continue to be engaged throughout the process.

Process for successful proponent

The successful proponent/s will be required to go through the normal planning proposal process, including the assessment of the merits of the proposal, community engagement and associated Council and Department of Planning & Environment (DPE) approvals. The proponent will be responsible for the preparation and lodgement of the planning proposal.

Where Council identifies land that may be suitable for short to medium term housing delivery, the proponent will be required to then undertake its own land use and planning investigations in order to enable the lodgement of a planning proposal.

Council’s willingness to collaborate with proponents at this time will not be considered a guarantee of support of future development of a site as Councils assessment responsibilities will still remain through the planning proposal process.

Next Steps

Should Council seek to proceed with a Accelerated Housing Delivery Program, a communications strategy will be prepared and a call for submissions for suitable sites, will be undertaken.

Conclusion

Through work undertaken to date on the Local Housing Strategy, a shortfall in new release area housing supply in the next 3 - 4 years has been identified. It is critical that this shortfall is addressed immediately, so an Accelerated Housing Delivery Program is recommended.

This program will identify suitable sites for proponents to progress a planning proposal for additional housing supply to be delivered in the next 3 - 4 years to ensure short to medium term housing target are met. The Program will ensure a robust Local Housing Strategy and will enable sites suitable for medium to long term housing to be considered further through the Local Housing Strategy.

Successful proponents will be required to prepare a planning proposal requiring the statutory planning processes to be undertaken including an assessment of the proposal, community engagement, agency consultation and approvals from Council and DPE.

RECOMMENDATION

That:

1. The information contained in the report on Accelerated Housing Delivery Program for New Release Areas be received.

2. That Council commence the Accelerated Housing Delivery Program, as detailed in this report.

3. A report be prepared for Council to present the findings of the assessment of the nominations of the Accelerated Housing Delivery Program.

ATTACHMENTS/APPENDICES

1. ⇩

Accelerated Housing Delivery Program Assessment Criteria

1 Page

Appendix

Policy Review Committee Meeting 14 August 2017

Neighbourhood Renewal Program - North St Marys

Compiled by: Heather Chaffey, Neighbourhood Renewal Coordinator

Rubie Ireson, Community Engagement Officer

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: Heather Chaffey and Jeni Pollard - Penrith City Council

Executive Summary

This report provides Council with an overview of activities of the Neighbourhood Renewal Program during 2016 – 2017 with a focus on the #NorthStMarysMatters project and other activities such as The Village Café undertaken in North St Marys.

The report describes the activities in North St Marys in the context of a new approach to Neighbourhood Renewal endorsed by Council in 2015. The report goes on to describe the process of engagement and updates Council on the issues raised by residents. The report outlines a proposal for further action by Council in North St Marys as well as providing information on activities and initiatives that residents have undertaken.

Finally, this report provides a summary of a range of other initiatives currently led by the Neighbourhood Renewal Program.

The report recommends that Council receive the information and endorses further action on a range of resident priority issues including the ongoing support for #NorthStMarysMatters.

Background

Neighbourhood Renewal supports positive change by working with people where they live to enhance the wellbeing of their neighbourhoods as healthy, safe and vibrant places. It provides an integrated model of community engagement, community cultural development and programs supporting access to employment across identified disadvantaged neighbourhoods in Penrith. The focus of the program is relationship building with residents, exploring opportunities for projects that have significant impact, often with small budgets.

The program responds to Council’s long standing commitment to resourcing older established neighbourhoods and operates within a social justice and strengths based framework.

In 2015, the Neighbourhood Renewal Program undertook an extensive review of our approach in partnership with the Australian Centre for Excellence in Local Government, University of Technology Sydney. The process reviewed the program, reflecting on industry innovations to identify strategies for strengthening our contribution to social and economic change in priority neighbourhoods.

Following this review, in June 2015 Council endorsed the pilot of a new approach to Neighbourhood Renewal. Three communities were identified as pilot areas for the development of local teams, Colyton, North St Marys and Kingswood. The local teams include residents, local services and businesses. To support these local teams Council has acted as a ‘backbone agency’, facilitating, guiding and administering the projects. Team Colyton was the first local team formed as part of this pilot and has had considerable success.

#NorthStMarysMatters is the second pilot site and is discussed in some detail below.

Engaging the community and services in North St Marys

The community of North St Marys is resilient, passionate and proud and has been actively involved in the process of developing this local initiative.

#NorthStMarysMatters has evolved in response to the needs of local residents and reflects a less structured approach than Team Colyton. As demonstrated in the diagram below the residents group have been supported by Council to develop a vision for their community, to work through the detail of the four themes they identified and to plan for the action they can take as residents to move toward that vision.

This process includes ongoing data collection including community and business surveys as well as facilitated discussions at community engagement activities and #NorthStMarysMatters meetings.

Diagram showing the relationship between residents, services and actions within #NorthStMarysMatters

The Collaborative – enhancing service delivery

The experience in Colyton has been that, with some exceptions it has been difficult for local service to prioritise community meetings held outside of business hours. To address this limitation, the Collaborative was developed with a range of service providers. The Collaborative meets during business hours and proactively works through resident identified issues, reporting back to the #NorthStMarysMatters resident group.

The Collaborative includes health, community, and government services and acts to respond to resident requests through programs or services. The group also develops new ideas that respond to complex challenges which cannot be addressed by existing programs or services.

Two examples of ideas for innovation projects which The Collaborative is developing are;

The Sharehood Project: this proposed project will train local adult residents in mentoring and support for local young people to learn employment skills and gain confidence by supported volunteering. The project would particularly target a cohort of younger boys, aged 8-14, some of whom are not actively engaged in formal education. An associated series of bike mechanic workshops has also been proposed.

The Boardwalk Project: this proposed project is linked with planned improvements to Robyn Wiles Reserve and responds to a request from residents included in the North St Marys Neighbourhood Action Plan 2012 to develop a formalised walking track through surrounding reserve land. The proposal is to seek funding and support for disengaged students from the Dunheved High School to receive employment skills training while constructing a board walk and undertaking bush regeneration.

#NorthStMarysMatters Community Action Plan 2016

A number of community engagement activities were undertaken in North St Marys between June and September of 2016. Activities included:

· letter box drops promoting both the local team and community events where residents could ‘have a say’,

· stakeholder meetings,

· business survey,

· community survey which took place at a series of after school activities

· family fun day style events, and

· publicised listening posts at the Parklawn Place shopping centre.

The data gathered at these early engagement activities and events provided information for residents and service providers to utilise in developing a vision for their neighbourhood and a starting point for taking action towards that vision.

From these events and activities, residents were actively invited to attend the launch of #NorthStMarysMatters and to join in and attend meetings and activities of the group.

A council officer interviews a local residents during a family fun day

A large and diverse group of residents have been actively involved in #NorthStMarysMatters over the past year. A core group of up to 20 adults continue to attend every meeting, preparing a meal to share and working on local events and activities collaboratively. Approximately 25 other adult residents attend meetings from time to time and participate in discussions. The provision of a shared meal and child care have been essential considerations in the project.

Based on the early data and focussed discussions between March and June 2017 at both the #NorthStMarysMatters (residents) and The Collaborative (community services), the North St Marys Community Action Plan 2017-2020 has been drafted as a ‘work in progress’ guide to local activity. It includes actions for the residents themselves, services and for Council.

The Community Action Plan is based on the four themes and priorities set by the residents. These themes and priorities are;

1. Community Safety

a. Our young people are safe

b. Our families are free of violence

c. Our community is free of violence

d. We feel safe in public spaces in our neighbourhood

2. Community Wellbeing

a. We know our neighbours and feel connected locally

b. We know about and use local community and health services

c. We are living healthy lifestyles

d. We can organise, host and participate in local events, activities and arts and cultural programs

3. Jobs Education and Participation

a. We are ready to work and have employment opportunities

b. Our young people are attending school or are engaged in further education and development activities

c. We contribute to our communities in lots of ways including volunteering

4. Built and Natural Environment

a. We can get around easily and safely

b. Our children have great places to play and make lasting memories

c. We have access to recreation spaces which help us to stay healthy

d. Our parks and open spaces are clean and tidy

e. Our local shops reflect the pride we have in our neighbourhood

Coming from these priorities there are a number of actions for Council to either address or to further scope. These actions are found in Attachment 1 of this report. Examples of these actions include:

· Council will continue to lead the Village Café during 2017-18

· Working with businesses to develop strategies to support future employment and education related initiatives

· Initiating a co-design process with residents to develop a masterplan for Robyn Wiles Reserve, having this project shovel ready for future funding opportunities

· Working with businesses, landowners and other stakeholders to improve the immediate amenity of Parklawn Place and ensuring a longer term strategy is progressed.

Other activities of #NorthStMarysMatters

Residents actively involved in #NorthStMarysMatters have begun to work towards their vision for the neighbourhood by hosting two community events in 2017 supported by Councils Neighbourhood Renewal Program, Community Cultural Development Department and other community services.

The first of these events was a twilight family event held on Thursday 2 February 2017. The event was organised by residents and supported through the Neighbourhood Renewal Program. The family friendly event featured water play games, craft activities, old fashioned games such as tug-o-war and egg and spoon races facilitated by community members and a BBQ.

A local resident organised an activity featuring many bikes, unicycles, pogo sticks and even a small model car he had made from scrap metal. Children and young people were enthralled with this activity. Around 80 people attended this community led event.

A father and his daughter engaged in craft at a local event

Residents that attend #NorthStMarysMatters have observed that some young people in North St Marys are disengaged from school and that, apart from a part time local drop-in service, there is a lack of local organised youth events and activities. In response to this, residents organised a live music event GLOW in late June 2017. Approximately 150 local people attended including teenagers and families.

GLOW was organised as a partnership between Council, Community Junction and 6 other local youth services, supporting a vision for the event developed by residents. Residents volunteered their time to hand deliver fliers for the event, set up colourful lights and other activities at the event, and they organised and cooked the BBQ on the night, serving their neighbours and guests.

Community feedback from the event was very positive and the residents involved with #NorthStMarysMatters spoke about the gratitude they received from other community members for holding the event.

A local young women at GLOW. Her family were key volunteers for the event.

In addition to these events, residents have also been actively involved in discussion and initiatives around the theme of community safety. Residents involved in #NorthStMarysMatters have conducted two Night Time Safety Walks. This included a resident led tour of places of concern in North St Marys. Penrith City Council’s Community Safety and Neighbourhood Renewal teams took part in the walks.

The Community Safety team have actively followed up on many of the resident observations and requests made on these occasions including concerns regarding street lighting, street trees and pathways. Council officers will continue to monitor progress from this activity.

Next Steps in North St Marys

North St Marys residents have expressed a strong desire to see improvement in the built and natural environment but social and economic issues have been more central to discussion in North St Marys than was experienced in Colyton. Next steps in North St Marys will include;

Council will lead The Collaborative in fully scoping the innovative ideas discussed above. Partnerships and philanthropy will be sought to fund pilot innovation projects and research outcomes.

Both residents and services have been concerned about the wellbeing of young people in North St Marys and efforts will continue to engage local youth in building their resilience and planning for their future. Council’s Neighbourhood Renewal team will work with Community Junction and other local stakeholders to assess the needs of local young people as a priority.

Residents involved in #NorthStMarysMatters have begun to plan a Christmas event and will be supported by Council to deliver that event in December 2017.

The Neighbourhood Renewal team will be working with departments across Council to scope a number of projects in the built and natural environments over coming months. This will include a co-design process for enhancements to Robyn Wiles Reserve, partially funded by Section 94 funding and flagged for construction in 2018, as well as assessing speeding traffic, pedestrian safety and walkability in identified areas of the neighbourhood.

The Village Café

The Village Café is a project designed to promote improved health and wellness for people over 50 years of age in North St Marys and responds to statistical information which sadly points to higher hospital admissions and reduced lifespan for local older people. The project combines creativity and health intervention with social connection, access to fresh produce and exercise.

A local couple take in some sun and enjoy a coffee at The Village Cafe

A project launch on June 8, 2017 and was well attended by residents as well as local community and health service providers.

Project partners are Community Junction, Nepean Blue Mountains Local Health District, Wentworth Healthcare, Westcare and Uniting (Ability Links and Aged Care Services).

The project continues to grow and evolve, incorporating exercise physiology assessments and stability walks as well as health information and immunisation sessions. An arts project is currently in development to further expand the reach of this innovative project.

Despite many cold mornings, attendance increases at each session of the Village Café as word spreads of this initiative. The Village Café is equally enjoyed by residents and the staff that attend.

Kingswood – the next Local Team

In June 2015 Council endorsed the schedule of areas for the pilot of a new approach to Neighbourhood Renewal. The schedule of areas included Colyton in 2016 – 2018, North St Marys in 2017 – 2019, and Kingswood in 2018 – 2020.

The Neighbourhood Renewal team is now planning for early engagement to commence Kingswood in late 2017 to support the development of a local team in early 2018. Early engagement will include stakeholder meetings, small community events, listening posts and the development of a communications strategy. The move into Kingwood in 2018 is timely with the level of development currently underway, particularly along the Great Western Highway and the evolution of the PHEP precinct and the opportunities that will arise from the strong stakeholder engagement in that project.

Other activities of the Neighbourhood Renewal Program

Magnetic Places

In 2017 the Magnetic Places Cultural Grants Program funded 6 projects across 5 neighbourhoods including, Cranebrook, Llandilo, North St Marys, St Marys and Werrington. Through the program activities, more than 500 local residents participated in 35 creative works, producing 6 public artworks and 91 new creative works including documentary, photographs, short films, sound sculptures and video portraits. 16 artists were employed through the funded projects and 300 residents attended the 5 celebration events held at the completion of the projects.

The 2018 round for Magnetic Places funding will open in late August 2017.

Local Charm

Local Charm is a place making project which aims to bring colour and life to shopping strips in older established neighbourhoods, to create local landmarks which reflect the character and pride of a neighbourhood. The program enhances public space in two ways, through wall art in key locations and through enhancements to shopping strips including bespoke elements.

In 2017 Local Charm projects were delivered in Colyton and Cambridge Park and design work has been completed for the Sydney Street shops in Oxley Park.

Enhancements of public space at the Day Street shopping strip in Colyton included bespoke street furniture, footpath painting and the installation of street and potted trees.

Project designs have been developed for Sydney Street shops in Oxley Park following engagement with residents, property and business owners. This project will be delivered by December 2017.

Artist Claire Nakazawa recently worked with children from Cambridge Park Public School and Werrington Youth Service to develop an artwork for the Oxford Street shops in Cambridge Park. The artwork was warmly welcomed by many in the local community who visited with the artists, shared local stories and one couple even provided photographs of themselves for inclusion.

Understanding Barriers to Local Employment – The GAP Filler Project

The Neighbourhood Renewal Program has worked in partnership with Western Sydney University to conduct a research project into the experiences local businesses have had hiring local people, focusing on Erskine Park and Dunheved Business Parks. This research project aims to provide Council with a deeper understanding of the barriers local people face in finding and retaining local employment and what opportunities exist for Council to support businesses to find local people who are employment ready.

Initial surveys were conducted by the Neighbourhood Renewal team with 14 businesses in the Erskine Park and Dunheved Businesses Parks. All respondents were invited to attend a focus group that was conducted by Western Sydney University to discuss further the positive and negative experiences businesses have had hiring local people.

Western Sydney University will produce a report based on these findings that will be used by Council to inform next steps in working with local businesses.

Team Colyton

Team Colyton continues to meet on a monthly basis and run projects and activities that foster community harmony and present a positive image of Colyton. An example of this is the recent ‘Colyton Colours’ project that encouraged residents to look at greening of their yards and the streets. This project also responded to resident concerns about the impacts of heat in their neighbourhood.

The focus with those residents actively involved in Team Colyton continues to be on fostering independence from Council and building capacity for community leadership. Residents have formed a steering group which works very closely with local community services, receiving some administrative and funding support through Council’s Neighbourhood Renewal Program.

Conclusion

The Neighbourhood Renewal Program continues to actively work with residents to understand and respond to issues in priority communities across Penrith.

Recent work in North St Marys has seen innovation and adaptation of the program as it seeks to work with residents and services in a sustainable and respectful way that results in real impact and change.

This report demonstrates the depth and breadth of the current project #NorthStMarysMatters as well as providing Council with an overview of other activities of the Neighbourhood Renewal Program.

RECOMMENDATION

That:

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

2. That Council endorse the continuation of activities in North St Marys as outlined in Attachment 1.

ATTACHMENTS/APPENDICES

1. ⇩

North St Marys Community Action Plan

2 Pages

Appendix

Policy Review Committee Meeting 14 August 2017

Draft Policy - Interaction between Councillors and Staff

Compiled by: Glenn McCarthy, Governance Manager

Authorised by: Alan Stoneham, General 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

Previous Items: Draft Policy - Interaction between Councillors and Staff- Councillor Briefing- 30 Jan 2017 7:00PM

Draft Policy - Interaction between Councillors and Staff- Policy Review Committee- 13 Feb 2017 7:00PM

Draft Policy - Interaction between Councillors and Staff- Councillor Briefing- 31 Jul 2017 7:00PM

Executive Summary

The attached draft policy on Interaction between Councillors and Staff has been prepared in accordance with the Council’s Code of Conduct and has been developed to assist Councillors and staff in carrying out their respective roles and responsibilities. It is intended that once adopted, the policy will facilitate effective communication and strengthen business relationships between Councillors and staff.

Following consultation and Councillor feedback, the draft policy contains:

1. Introduction: extracts from the Councillor Handbook, Office of Local Government, October 2016

2. Section 2 - Role of Councillors: a reference to the role of Councillors in representing the interests of constituents (residents/ratepayers) and the addition of the role of the governing body as set in in Section 223 of the Local Government Act

3. Section 3 - Obligation of Councillors: change the word “their” to “the” in the last dot point

4. Section 4 - Inappropriate Interactions by Councillors: a further acknowledgement of the role of Councillors in representing constituents while remaining informed of the transition of matters to legal proceedings.

5. Section 7 – Inappropriate Interactions by Staff: additional dot points to replicate the behaviour obligations on Councillors in Clause 6.7 of the Code

6. Section 8 – Social Media: addition of a reference to the Code in relation to interactions using social media

Background

The Local Government Act 1993 (NSW) separates the roles and responsibilities of Councillors and staff. Councillors have a range of responsibilities as elected members of the governing body and are answerable to the local community for the performance of the Council. Staff on the other hand are directed by the General Manager and are primarily responsible for giving effect to the lawful decisions, policies and procedures of the Council.

Councillors and staff need to interact on a regular basis to effectively integrate their respective policy making and service delivery roles. The Council’s adopted Code of Conduct establishes the conduct obligations of Council officials when interacting on Council business. The conduct obligations are those set out within the Office of Local Government’s (OLG) Model Code of Conduct and are essentially the minimum standards expected of Council officials as determined by the OLG. It has been the OLG’s suggestion in the past that Councils develop a policy to provide guidance on the interactions between Council officials.

Current situation

The Council’s Code of Conduct makes reference to a policy on Interactions Between Councillors and Council Staff. The purpose of the policy is to establish an appropriate and effective framework for business related interactions between Councillors and staff. The draft policy was made available via the Councillor Portal on 30 November 2016 for Councillors’ reference and discussed at the Councillor Briefing on 30 January 2017. At the 13 February 2017 Policy Review Committee meeting, the draft policy was deferred for further consideration at a Councillor Briefing. The draft policy was further reported to the 31 July 2017 Councillor Briefing.

After further consultation and Councillor feedback, the draft policy now recognises the role of Councillors in representing the interests of the City as a whole and those of their constituents. This is reflected in the opening paragraph of Section 2 The Role of Councillors.

The Office of Local Government’s Councillor Handbook has also been used as the source document for an expanded Introduction.

All amendments to the draft policy as a result of Councillor feedback are shown in red in the attached document.

We have historically enjoyed very good working relationships between Councillors and staff and this has been remarked upon by others within local government at forums such as conferences and seminars. The draft policy recognises the different roles and obligations of Councillors and staff; provides guidance on inappropriate interactions; and confirms arrangements for access to Council buildings. It has been prepared with reference to the Code of Conduct and best practice policies adopted by other NSW councils. It is intended that once adopted, the policy will facilitate effective communication and strengthen relationships between Councillors and staff. It is important to note that the draft policy does not prevent Councillors and staff from communicating in a social context.

The draft policy clearly establishes the respective roles of Councillors, the General Manager and staff, and the protocols for communication are largely based on the requirements of Council’s adopted Code of Conduct. Where considered necessary however, the draft policy establishes additional obligations to those provided by the Code of Conduct. Those additional obligations can be found in the following sections of the draft policy:

· Section 4: Inappropriate Interactions by Councillors

· Section 5: Councillor Access to Council Buildings

· Section 7: Inappropriate Interactions by Staff, and

· Section 8: Social Media

· Section 9: Compliance and Enforcement Matters

In addition to the above, the draft policy enables the General Manager to authorise selected staff to communicate with Councillors via a Staff Contact List. The Contact List is available on the Councillor Portal and includes all officers at Manager level and above. Managers may nominate other staff to be the contact point for Councillors if appropriate due to their business operations at any time.

Conclusion

The attached draft policy on Interaction between Councillors and Staff is reported to the Policy Review Committee for adoption.

RECOMMENDATION

That:

1. The information contained in the report on Draft Policy - Interaction between Councillors and Staff be received.

2. Council adopt the Interaction between Councillors and Staff Policy as appended to the report.

ATTACHMENTS/APPENDICES

1. ⇩

Draft Policy - Interactions between Councillors and Staff

6 Pages

Appendix

Policy Review Committee Meeting - Urgent Report 14 August 2017

Information on Mandatory Introduction of Independent Hearing and Assessment Panels

Compiled by: Peter Wood, Development Services Manager

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

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

Executive Summary

The Ministers for Planning and Local Government on Monday 7 August 2017 announced that Independent Hearing and Assessment Panels (IHAPs)/Local Planning Panels (LPPs) will become mandatory for all Councils in the Greater Sydney Region (see attached copy of media release). Various proposed amendments to the Environmental Planning and Assessment Act, 1979 were exhibited in January 2017 and Council made a submission in April 2017. Key aspects of the new legislation which were not apparent at that time are that LPPs would be mandated for all Greater Sydney Region Councils and that consent authority functions will no longer be exercisable by Councillors.

Mandating LPPs will shift determination of some applications from the Sydney West Panel (SWP) however require many more applications to be determined by a LPP. The bulk of these applications are currently determined under delegation by professional officers and this will be substantially more than are currently reported to Council for determination. Councillors will no longer have the authority to determine development applications at a Council meeting and many applications currently determined by staff under delegation will be required to be reported to a LPP for determination. This will have significant time and cost implications for Council in administering applications.

Background

In January 2017 the NSW Government placed a suite of proposed amendments to the Environmental Planning and Assessment Act, 1979 on exhibition. Among the amendments proposed was to replace the current Parts 2 and 2A of the Act which relate to Administration and Planning Bodies with a new Part 2 entitled “Planning Administration.”

Council’s formal submission was made on 20 April 2017 (copy attached) following consideration of the proposed legislative changes at its 10 April 2017 Ordinary Meeting. Council also made an interim submission on 31 March 2017, ahead of NSW Planning & Environment’s submission deadline.

Council’s submission expressed that there needed to be clear criteria around when a council may be required to establish a panel and that high performing Councils exercising appropriate levels of delegation to staff should not be required to establish a panel. We also called for the details in the regulation to be placed on exhibition to enable an assessment of potential implications which has not occurred.

Implications for Council

The Objects of the Bill which has been passed is outlined in the attached Explanatory Note and the proposed composition and function of panels is outlined in the attached Q & A document from the Department of Planning and Environment. Of particular note and potential implications for Council are the following aspects:

· Section 23I of the EPA Act 1979 is amended to specify that the functions of a Council as a consent authority are not exercisable by the Councillors;

· This includes for the determining of Development Applications, Modifications and imposition of Conditions including for Section 94 contributions however Councillors are still able to endorse the making of a Section 94 plan;

· The Minister may direct Council to refer a Planning Proposal to a panel for advice;

· Council is to provide staff, facilities, monitor the performance of and meet all costs of the panel;

· One panel can be established for two or more Local Government Areas; and,

· Panels are to be constituted by 1 March 2018.

Under the new proposed thresholds and based on our current application types and numbers, it is likely that less than 5 applications would still be reported to the Sydney West Panel and more than 50 applications reported to a LPP in a year. The number of applications reported to an LPP is likely to be far in excess of that currently reported to Council which is currently less than 20 applications in a given year. The true impact of the changes will take some time to assess given the extent of new criteria for LPPs however they are likely to have significant administration and cost implications, introducing another layer of reporting and decision making.

Conclusion

The amendments recently announced were unexpected and seemingly inconsistent with the discussion papers released in January. Tonight’s report provides an initial snapshot while we further assess the details of the likely costs and full impacts of the amendments.

RECOMMENDATION

That the information contained in the report on Information on Mandatory Introduction of Independent Hearing and Assessment Panels be received.

ATTACHMENTS/APPENDICES

1. ⇩	Submission on Legislative Updates	17 Pages	Attachments Included
2. ⇩	Media Release	9 Pages	Attachments Included
3. ⇩	Explanatory Note	2 Pages	Attachments Included