3 November 2021


Dear Councillor,

In pursuance of the provisions of the Local Government Act, 1993 and the Regulations thereunder, notice is hereby given that a POLICY REVIEW COMMITTEE MEETING of Penrith City Council is to be held remotely using audio visual links on Monday 8 November 2021 at 7:00PM.

Attention is directed to the statement accompanying this notice of the business proposed to be transacted at the meeting.

Yours faithfully



Warwick Winn

General Manager




1.           LEAVE OF ABSENCE


2.           APOLOGIES



Policy Review Committee Meeting - 11 October 2021.



Pecuniary Interest (The Act requires Councillors who declare a pecuniary interest in an item to leave the meeting during discussion of that item)

Non-Pecuniary Conflict of Interest – Significant and Less than Significant (The Code of Conduct requires Councillors who declare a significant non-pecuniary conflict of interest in an item to leave the meeting during discussion of that item)




6.           MAYORAL MINUTES




8.           NOTICES OF MOTION











Monday 8 November 2021


table of contents






webcasting notice



meeting calendar



confirmation of minutes



DELIVERY program reports










Please note that tonight’s meeting other than the

confidential sessions are being recorded and will be

placed on Council’s website. All in attendance should

refrain from making defamatory statements. Council

takes all care when maintaining privacy, however

members of the public gallery and those addressing

Council should be aware that you may be recorded.



January 2021 - December 2021

(Adopted by Council – 14 December 2020, amended 29 July 2021)






























Ordinary Council Meeting




























Policy Review Committee


































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 and end of term reports (including the Operational Plan quarterly reviews for December and June) are presented


Election of Deputy Mayor


Meeting at which the 2020-2021 Annual Statements are presented


Meeting at which any comments on the 2020-2021 Annual Statements are adopted 


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 on 4732 7597.







Her Worship the Mayor, Councillor Karen McKeown OAM read a statement advising that Council Meetings are recorded and webcast.



Her Worship the Mayor, Councillor Karen McKeown OAM, Deputy Mayor, Councillor Tricia Hitchen (Arrived 7:07pm), and Councillors Jim Aitken OAM, Bernard Bratusa, Todd Carney, Brian Cartwright, Robin Cook, Marcus Cornish, Kevin Crameri OAM, Greg Davies, Mark Davies, Ross Fowler OAM, Kath Presdee and John Thain (Arrived 7:05pm). 



PRC15  RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Robin Cook that an apology from Councillor Aaron Duke be accepted.


CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 9 August 2021

PRC16  RESOLVED on the MOTION of Councillor Bernard Bratusa seconded Councillor Ross Fowler OAM that the minutes of the Policy Review Committee Meeting of 9 August 2021 be confirmed.


Councillor John Thain arrived at the meeting, the time being 7:05pm.




Councillor Ross Fowler OAM declared a Pecuniary Interest in Item 1 - Penrith CBD Corporation Annual Report and Audited Financial Statement 2020 – 2021, as he is the Auditor for the Penrith CBD Corporation.


Councillor Ross Fowler OAM left the meeting, the time being 7:06pm.


Councillor Tricia Hitchen arrived at the meeting, the time being 7:07pm.




Outcome 4 - We have safe, vibrant places


1        Penrith CBD Corporation Annual Report and Audited Financial Statement 2020 - 2021                                                                                  

PRC17  RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Bernard Bratusa


1.    The information contained in the report on Penrith CBD Corporation Annual Report and Audited Financial Statement 2020 - 2021 be received.


2.    Council formally congratulate Gai Hawthorn for 10 years of service with the Penrith CBD Corporation.


Councillor Ross Fowler OAM returned to the meeting, the time being 7:40pm



There being no further business the Chairperson declared the meeting closed the time being 7:41pm.




Item                                                                                                                                       Page



Outcome 1 - We can work close to home


1        Penrith City Council Children's Services Cooperative Ltd                                                 1


Outcome 4 - We have safe, vibrant places


2        Penrith Performing and Visual Arts Annual Report and Update                                     13


Outcome 6 - We are healthy and share strong community spirit


3        Penrith Whitewater Annual Report 2020-2021                                                                21









Outcome 1 - We can work close to home


Item                                                                                                                                       Page


1        Penrith City Council Children's Services Cooperative Ltd                                                 1




Policy Review Committee Meeting                                                              8 November 2021





Penrith City Council Children's Services Cooperative Ltd   


Compiled by:               Jade Bradbury, Children's Services Operations Manager

Authorised by:            Sandy Davies, Director - Community and People  



We can work close to home


Provide access to lifelong learning to maximise opportunities for our community

Service Activity

Deliver high quality children’s services



Executive Summary

This report provides information on Penrith City Council’s Children’s Services, that are managed by the Penrith City Children’s Services Cooperative (PCCSC), for the period July 2020 to June 2021. This report includes information on the financial operations of the services managed by the Cooperative. The report recommends that the information be received, and that Council underwrite the operations of the PCCSC Ltd until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for 2022-2023.



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


On Council’s behalf, the Board manages 44 services in 26 facilities including 18 long day care centres, 5 preschools, 15 before and after school care services and 6 vacation care services. In January 2017, the Board also took on the development and management of out of school hours’ services on school grounds at 5 local public schools and in October last year took on Oxley Park Public School permanently. In 2022, Children’s services will also take on Before and After School Care at York Public School. Approximately 4,000 children aged 0-12 years attend the services managed by the Board annually with approximately 445 full time equivalent staff employed in centre-based service delivery including permanent, temporary, and casual employees.


Children’s Services has a broad strategy in Council’s Delivery Program to deliver high quality children’s services. Linked to this strategy are the five major pillars in the Board’s Strategic Plan – We Deliver our families promise; We love to work here; The right service in the right place; We use resources wisely and Being our best. It is pleasing that several key primary actions within these pillars have been implemented during the period of review. A snapshot of activities is highlighted in this report.


The Children’s Services Program


The Children’s Services program is focused on delivering high quality children’s services that are affordable, accessible and viable. Utilisation of services drives income and therefore is a key performance indicator. For the cumulative period July 2020 to June 2021, of the five components of Children’s Services managed by the Board, three achieved or exceeded projected utilisation targets. After School Care and Long Day Care tracking below Year-to-Date utilisation target because of the impacts of COVID-19.


Federally Funded Programs


Children’s Services receives Federal funding from The Department of Social Services (DSS) to deliver The Children and Parenting Program (CAPPS) and The Middle Years Mentoring Program (MYMP).


The CAPPS program supports parents through the provision of parenting programs and individualised support as well as building the capacity of educators to identify and respond to vulnerable families. The project has delivered over 10 parenting programs throughout the year and established playgroups in response to community requests. The funding for this program is due to end in June 2023.


The MYMP is a three-year funded program (ending in June 2022) to deliver innovative programs to support young people in the middle years’ age bracket to improve social cohesion, belonging, positive relationships and respond to vulnerable young people. The program has delivered training to educators to build their capacity to support young people. The program has developed several innovative initiatives including the evidence-based drumbeat program in which 22 young people have taken part throughout the year.


Building and Playground Upgrades


Children’s Services continuously strives to maintain services as aesthetically pleasing and safe environments for children, families and staff. To this end a significant number of building and playground upgrades, totalling $640,000 from the Cooperative’s reserves, have been completed during the financial year. The Board is also making provision for large building upgrades with $946,000 spent on building renewals programs which included Glenmore Park Child and Family Centre, Platypus and Jamisontown Children’s Centres. Cook Parade, Werrington County and Yoorami OSHC are scheduled for building renewals in the 2021-2022 financial period.


Enrolment of Aboriginal and Torres Strait Islander Children


For the 2020-21 reporting period we had over 200% increase in enrolments of Aboriginal and Torres Strait Islander children since the introduction of free preschool, bringing the total number of Aboriginal and Torres Strait Islander enrolments to 306 children.


Enrolment of Children with Disabilities


Support to improve access for children with ongoing high support needs has been provided by the Commonwealth funded Inclusion Development Fund (IDF) and through the State Government Preschool Disability Inclusion Program. These programs build the capacity of services to include children with ongoing high support needs into mainstream services. Inclusion Development Funding enables services to engage an additional staff member but there is still a shortfall in the funding received and the cost of employing additional staff which needs to be met by services.

During the past year the services managed by the Cooperative enrolled over 125 children with diagnosed additional needs.


Curriculum Implementation


Many children's attendance patterns were affected 2020/2021 due to COVID-19 and therefore we had to develop innovative strategies to support families at home with children. We provided online information sessions that supported their child's learning and development while they were absent from care. We maintained relationships with children and families and provided material packs they could use at home.


Working from home arrangements for staff during COVID-19 allowed broad curriculum learning to occur which included the completion of relevant e-learning modules and online training sessions. Educators moved to a digital platform with little support, and this has allowed us to build professional development and critical reflection for staff. All educators also attended training in relation to Active Supervision and we continue to embed training in this area into all areas of curriculum planning. We also delivered an e-learning module on Responsible Person which was completed by staff who have leadership responsibilities at the centre and gave them clear information about their role in supporting the service.


Outcomes from Assessment and Rating


All services have now been assessed and rated under the National Quality Framework and we continue to have excellent results with 100% of services rated as meeting or exceeding the standard, which is well above the state and national average. Cook Parade was assessed in May this year and successfully achieved 7 Exceeds across the 7 standards.


Children’s Services Business Approach


During the financial year, Children’s Services strengthened its business model approach to the management of centres. Productivity initiatives that occurred in 2020/2021 included: the review and implementation of a base model staffing template that more precisely aligns staff with centres based on utilisation fluctuations throughout the year and the recruitment of the Outdoor Maintenance Operator to manage lawn and garden maintenance. Another efficiency adopted included the implementation of electronic documentation at a centre level which reduces the time needed for centre staff to update, print, and record daily information in a manual process.


Extensive work has also continued in 2020/2021 on translating Councils Customer Promise to Children’s Services Families Promise. The Families Promise working group has finalised their review and implemented several key strategies to provide families with the best possible experience. One of these strategies included the employment of a Families Experience Specialist who works with families in their first 6 months of enrolment to support and resolve any concerns or issues.


Several successful marketing and awareness campaigns also occurred during this financial year including upgrading the website to ensure it is user friendly and easy to navigate and use. Our website continues to be our key promotional driver with 40 enquiries per month from families enquiring about care.


Penrith City Council Children’s Services were also committed to supporting the health and wellbeing of staff during this financial period and therefore ensuring staff were provided with opportunities to participate in health and wellbeing activities. In the last 12 months over 147 employees participated in the Corporate Global Step Challenge where staff were encouraged to reach 10,000+ steps per day.

Staff were recognised as our greatest asset, and this was reflected in the parent satisfaction survey that was rolled out in June 2021 with 85.1% of families rating our staff as excellent in their professionalism in the workplace. To recognise the hard work that staff contribute a ‘End of Year Celebration’ awards celebration occurred in December 2020 to reward staff in several categories which included ‘Leader of the Year’ and ‘Educator of the Year’.


State and Federal Funding Opportunities


Throughout the year there have also been a range of funding packages available and provided to Children’s Services which included:


1.   NSW Department of Education Quality Learning Environments Program - A total of $337,992 was received under the Quality Learning Environment Grants Program in late 2020 to complete playground upgrades and shade replacement and to purchase large outdoor resources in all Preschool and Long Day Care services.



2.   COVID-19 Free Preschool Funding Program - The aim of the funding is to support community and mobile preschools by providing funding to replace a high proportion of estimated fee income. Services are required to provide at least 15 hours of fee-free preschool per week / 600 hours per year for eligible children. Council received a total of $571,690.68 to support services in offering free Preschool education to eligible children aged 3-5 years. The Department of Education announced this year that free Preschool will be extended until December 2022.



3.   NSW Department of Education Vacation Care Transition Support Program - A total of $44,128 was provided to Emu Village, Glenmore Park, Kindana, Samuel Terry and Yoorami Vacation Care services under the Vacation Care Transition Grant Program. The funds were expended on programs and activities to support the inclusion of all children and address barriers to participation. The program included free excursions and incursions that were responsive to the interests of the young people accessing the vacation care programs.




Throughout 2020-2021, Children’s Services continued to respond to the changing COVID-19 situation. This involved regular review of the NSW Government Public Health Orders to ensure Children’s Services remained compliant. In response to this, Children’s Services introduced the Service NSW QR code for staff, families, and visitors to check-in to our premises. The NSW Government compliant COVID Safety Plan was also introduced during 2020-2021. The existing Children’s Services COVID-19 Risk Assessment was constantly reviewed and updated to ensure Children’s Services were undertaking the most appropriate COVID safe practices. The provision of special leave to obtain a COVID-19 vaccination was also introduced in April 2021.


Financial Results 


The services managed by the Cooperative reported an operating surplus from ordinary activities of $21k for the 2020-21 year. This surplus result is after a contribution from Council of $90k as well as transfers from several operational reserves of $490k for future projects and from reserves for current year projects. These reserves include provision for playground and building upgrades, bus replacement, centre equipment, advertising, and marketing as well as ‘value add’ programs such as music and art.

Income derived from the provision of childcare, as represented by childcare fees and childcare subsidy (CCS), was $23.4m which is a decrease on original budget projections due to COVID-19 which resulted in long day care, and after school care not meeting their budgeted utilisation targets. Grant funding of $3.1m was provided by both the State and Federal Government. This is an increase of 6.1% to grant funding compared to last financial year.


Employee Costs for 2020-21 were $24.8m which is an increase of 8.3% compared to the previous year due to COVID-19 impact. As expected, employee costs account for the largest category of expenditure and comprise 90.5% of the total cost of the Cooperative’s operations.


Council’s commitment to directly supporting the initiatives undertaken by the Cooperative is reflected by the subsidy provided to the Cooperative’s operations of $90k. This subsidy provides essential funding for the Inclusion Development Fund (previously Inclusion Support Program.  The financial outcome for the services managed by the Cooperative for the financial year 2020-21 is considered a good result and is testament to the strong financial management of the Cooperative’s services. For the continued success of Children’s Services, the maintenance of utilisation levels is critical to their financial viability and the external grant funding received is of high importance to be able to sustain service delivery at current high levels.




The establishment of the Penrith City Children’s Services Cooperative has proved to be an effective management model for the Children’s Services sponsored by Council. The small favourable outcome for the 2020-21 financial year is an excellent achievement given the current financial environment and provides some necessary equity to position the services for the coming years. The Board of Directors is aware of the complexities of the operation of Children’s Services and the challenges that this brings. Maintaining a balance between services that are viable, accessible, and affordable is high on the Board’s agenda. Sustaining the high quality of service provision for which Council’s services are known is a key driver. Affordability continues to be the driving factor for utilisation levels across all service types and balancing this with viability is a key priority.


Lobbying and advocacy continue to ensure that issues related to Children’s Services and particularly issues related to the not-for-profit sector and the Penrith context, are raised, and have a high profile. Continued compliance with the National Law and Regulations is testament to the skill, motivation and dedication of the Children’s Services staff and the support provided by the Children’s Services internal management team. 


The Board is under no illusion that the year ahead will hold challenges in its quest to ensure Children’s Services remains viable within a climate of COVID-19, increased competition, legislation and regulation requirements and the vital importance of maintaining a skilled workforce. Some known challenges for Children’s Services for the year ahead include the ongoing uncertainty and challenges with COVID-19 and the potential impacts to State Government Start Strong funding. The Board will need to keep abreast of emerging issues so that sound change management practices are adopted and the high quality of service provision is sustained. 


During the 2020-2021 Financial Year there were no significant changes in the operations of the Cooperative. The Annual General Meeting was held in October 2021 and Council’s representatives on the Board of Directors are Councillors Ross Fowler OAM, Councillor Todd Carney and Councillor Kath Presdee. The General Manager’s representative and Company Secretary is Council’s Director – Community and People, Sandy Davies.




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

2.     Council underwrites the operations of the PCCSC Ltd until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for 2022-2023.




There are no attachments for this report.  



Outcome 2 - We plan for our future growth



There were no reports under this Delivery Program when the Business Paper was compiled








Outcome 3 - We can get around the City



There were no reports under this Delivery Program when the Business Paper was compiled






Outcome 4 - We have safe, vibrant places


Item                                                                                                                                       Page


2        Penrith Performing and Visual Arts Annual Report and Update                                     13




Policy Review Committee Meeting                                                              8 November 2021





Penrith Performing and Visual Arts Annual Report and Update    


Compiled by:               Jeni Pollard, Manager - City Resilience

Authorised by:            Kylie Powell, Director - City Futures  



We have safe, vibrant places


Help make our major centres and important community places safe and attractive

Service Activity

Support the revitalisation of Penrith City Centre and St Marys Town Centre


Presenters:                  Alison McLaren (Chair) & Hania Radvan (CEO) - PP&VA - Annual Report        


Executive Summary

The Penrith Performing and Visual Arts Ltd (PP&VA) provides an annual report and presentation to Council on their activities of the previous 12 months. This report and presentation will focus on the activities and events of the challenging 2020-21 year.


The report recommends that the information in the report on Penrith Performing and Visual Arts 2020-2021 Update on Activities be received.


The report further recommends that Council agree to underwrite the operations of Penrith Performing and Visual Arts Ltd until the presentation of the 2022-23 Annual Report.




The PP&VA brings together the development, production and presentation of performing and visual arts programs including Penrith Conservatorium of Music and Q Theatre programs as well as the operation of the Council-owned physical assets including management of the Penrith Regional Gallery and the Lewers Bequest Art Collection.


The PP&VA is a controlled entity of Council with the objectives and operation managed by a Board of Directors in accordance with the constitution of the PP&VA and is a company limited by guarantee.


The Board of the PP&VA consists of 10 directors in total, 4 directors that represent Council including the General Manager or his/her nominee. The 6 remaining directors are community members nominated for a four-year term.


This year saw the retirement and resignation of three long standing board members, the Hon Peter Anderson AM, Ms Chris Keeble and Mr John Mullane. A report will be brought the Ordinary Meeting on November 22nd to seek endorsement of new board members to be elected at the November meeting of the PP&VA Board.


At the Ordinary Meeting in July, Council endorsed the naming of the Anderson Atrium at the Joan Sutherland Performing Arts Centre in recognition of the significant contribution over 53 years that the Honourable Peter Anderson AM has made to the cultural landscape of Penrith and Western Sydney.


The PP&VA appoints a Chief Executive Officer to manage the day to day operations. In the 2020-21 year the PP&VA delivered their activities in accordance with their new strategic plan that came into effect on the 1 July, 2020. The Board has adopted a revised governance calendar with quarterly reporting against the Strategic Plan. 


The information contained in this report is gathered from the Annual Report to the Board from the CEO, Hania Radvan and from the Chairperson, Alison McLaren. These reports were presented to the Annual General Meeting held in October 2021.


2020 – 21 Activities


Like many arts and cultural organisations, the 2020-21 year has been bookended by lockdowns with a short and challenging operating period in between.


The cultural sector has been deeply affected by lockdowns, planning for the delivery of performances and activities has been fraught and when cancellations occur at the last minute it can be disappointing for patrons and performers alike.


Despite these challenges, the PPVA has reported the following highlights for the year:


·    The delivery of a diverse range of exhibitions including commissions by local artists and in partnership with external stakeholders.

·    Early re-opening and delivery of a Live and Unlocked season in the Q Theatre from August 2020.

·    Facilitation and support for a late 2020 dance concert season in Covid Safe conditions at the Joan Sutherland Performing Arts Centre.

·    Development and growth in Gallery learning and engagement programming with Bubs Club, which introduces babies and their carers to art and making activities, as well as a series of artist-led workshops and masterclasses.

·    The Originate, early career artist ensemble, was one of the first new works to open The Joan back up to the public. Their project, ‘The Big Blue’ was presented in a Covid safe manner in the Borland Foyer.

·    The photographic project, Outside the Stadium by Lyndal Irons celebrated the local community, specifically Penrith Panthers fans and achieved positive media attention and coverage.

·    Q Theatre commissioned a new play by Alana Valentine with the working title of Social. Over the next few years this development project will see a new play created in partnership with local schools.

·    An ambitious concept, Express Service, would see a new theatre experience created for people riding the train from Penrith to Central.

·    Four small commissions commenced through the 10 Years from Now project to support Western Sydney artists to collaboratively develop a vision for the future and to create work inspired by that vision. However, the first creative development was interrupted by the June 2021 lockdown. 

·    Support to development projects The Village and Jack of Clubs maintained through producing and dramaturgical oversight despite the disruption to their development.

·    Studio Q maintained a creative learning offer every term. While participation rates dropped following the 2020 initial lock down, those numbers have slowly built back and were maintained throughout the second lockdown far above levels experienced the previous year.

·    The bounce back and delivery of Conservatorium programs to pre Covid levels including the successful introduction of group glasses for adults, the delivery of the Penrith Youth Orchestra program and a successful Academy in partnership with the Australian Chamber Orchestra in early 2021.

·    The successful delivery of the Street Notes music performance mentoring project in late 2020 in challenging Covid safe conditions and alarmingly inclement weather conditions. 

·    The development of an additional venue – our Online space and successful attendance and use of it.

·    Significant progress in collection management, including commissioning of new contract templates and licence acquisition as well as support for the five yearly insurance valuation review and data review and development.


The PP&VA Ltd receives ongoing subsidy from Penrith City Council, which in 2020-21 was $2,241,462 as well as private and public sector funding.


Added to the challenges during 2020-21, the PPVA was operating on a single year funding agreement with Create NSW impacting on the ability to do forward programming and the development of artistic work.


In the current year, 2021-22, the PPVA are operating on COVID emergency funds and will then be required to submit again in February 2022 for a further 12 months of funds from July 2022.


Overall, the PPVA has been able to continue to deliver an innovative and responsive program despite the operational and artistic challenges of the lockdowns and changing health orders.


Financial Services Manager Comment


Penrith Performing & Visual Arts Ltd reported a net surplus for the 2020-21 Financial Year of $383,607 in their Financial Statements. This is an increase of $187,541 from their reported 2019-20 surplus of $196,066.


Penrith Performing & Visual Arts Ltd Operating Income increased by 1% from $4,322,008 to $4,385,071. Total Expenses decreased by 3% from $4,125,942 to $4,001,464.


The Council subsidy for 2020-21 was $2,241,462. This is exclusive of indirect subsidies by Council such as costs incurred from IT support, Finance support, Workforce support, Legal support and maintenance of building and premises. It is noted that in the Council report on April 19th, 2021 resolved to underwrite the year of 2021-22.


This report recommends that Council continue to underwrite the operations of the PP&VA up to the presentation of their 2022-23 Annual Report.




This report provides an overview of the operations of the PP&VA for the year 2020-21 including a comment from the Finance Manager on the financial position of the organisation.


The 2020-21 year has been a challenging one for the cultural sector with abrupt changes in the operating environment as a result of COVID 19. The PP&VA has adapted well to these changes and continued to provide relevant and contemporary cultural programs throughout the year.


The report recommended that this information be received and that Council continues to underwrite the operations of the PP&VA up to the presentation of their 2021-22 Annual Report.




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

2.     Council continues to underwrite the operations of the PP&VA up to the presentation of their 2022-2023 Annual Report.



There are no attachments for this report.  



Outcome 5 - We care about our environment



There were no reports under this Delivery Program when the Business Paper was compiled






Outcome 6 - We are healthy and share strong community spirit


Item                                                                                                                                       Page


3        Penrith Whitewater Annual Report 2020-2021                                                                21




Policy Review Committee Meeting                                                              8 November 2021





Penrith Whitewater Annual Report 2020-2021   


Compiled by:               Jack Hodge, Venue Manager - Penrith Whitewater Stadium

Authorised by:            Brian Steffen, Director - City Services  



We are healthy and share strong community spirit


Provide opportunities for our community to be healthy and active

Service Activity

Plan for the provision of and facilitate the delivery of community, sport and recreation facilities



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 Twenty Third Annual General Meeting of the Company was held on 30th September 2021 for the period ended 30th June 2021.

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 23rd Annual General Meeting of Penrith Whitewater Stadium Limited.

The COVID-19 pandemic, the largest flood since the construction of PWS and subsequent water quality issues had a significant effect on patronage for whitewater rafting and canoeing based activities. Revenue for the year was $582,611 which is 36% less than $903,887 for 2020. The financial outcome for the year ended 30 June 2021 however resulted in a surplus before depreciation, amortisation and interest of $506,272 and included a subsidy of $570,000 from Penrith City council and Federal Government pandemic related support of $186,900. The Stadium continues to contribute to the overall Penrith economy and to the advancement of the sport of canoe slalom both locally and internationally.

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. In particular I would like to congratulate Jess Fox and everyone associated with the Australian Team on becoming the first Australian Canoe Slalom Olympic Gold medalist.  The venue continues to successfully host local and national competitions and looks forward to hosting international competitions and athletes as we emerge from the pandemic and prepare to host the Canoe Slalom World Championships in 2025. 

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

I would also like to thank my fellow Directors for their commitment and input to the operations of Penrith Whitewater Stadium.  During the year we were pleased to welcome as a Director Phil Jones, CEO of Paddle Australia.

Stadium Manager’s Report

2020-21 has been even more challenging for PWS than last year due the disruption to everyday life and business caused by a full year of COVID-19 restrictions and the biggest flood in the history of PWS.

Overall participation in the activities offered by PWS decreased in 2020-21.  Rafting decreased by 36%, Canoe/Kayak decreased by 68% and Swiftwater Rescue courses increased by 94%.

Whitewater rafting revenue decreased by 45%, Canoe/Kayak decreased by 46%, Swiftwater Rescue increased by 73%

Net profit increased from a loss of $67,529 to a profit of $415,443 due to $756,929 in other income including a $570,000 subsidy from Penrith City Council and COVID-19 related business support of $186,900 from the Federal Government.

Unfortunately, PWS was unable to host international competitions and training like it has every summer since opening. PWS maintained its strong support for the sport of canoeing throughout the year and operated over the winter months to allow the Australian team to train when they were unable to travel overseas to the World Cup and World Championships.  In 2020-21 PWS was the host of the NSW State Canoe Slalom Championships and the Penrith Open Series and facilitated over 280 hours of slalom training and competitions for Australian paddlers.  Congratulations to the Australian team and everyone associated with it for the outstanding results of Australian paddlers, especially the gold and bronze medals won at the Tokyo Olympics by Jess Fox. 

PWS continued its support of various charitable and community organisations.  This included hosting the annual Rotary Club Duck Race and the donation of 12 gift certificates to the value of $1,128

A very special thanks to the PWS team for the dedication, resilience and resourcefulness that they have shown.  This has allowed us to keep PWS open and activities operating during what has been and continues to be the most challenging circumstance for over 100 years.  Thanks also to the PWS Board of Directors for their ongoing 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 twenty third Annual General Meeting.

Councillor Ross Fowler OAM was re-appointed to the position of Chairman, Councillor Kevin Crameri OAM was appointed to the position of Deputy Chair.

It was resolved that Penrith City Council be requested to endorse the reappointment of Councillor Ross Fowler OAM and Patrick Sheehy AM as continuing Directors of Penrith Whitewater Stadium Ltd.

Financial Services Manager Comments

The following information is included in the audited Penrith Whitewater Stadium Limited Financial Statements and has been adopted by the Board.


Penrith Whitewater Stadium Limited reported an operating deficit of $154,661 an improvement of $32,763 from a deficit of $187,424 in 2019-20. Operating Revenue decreased by 36% from $903,887 in 2019-20 to $582,661. Other Revenue increased by 125% from $84,792 in 2019-20 to $191,129. Total expenses decreased by 21% from $1,176,103 to $928,401.

Due to the $570,000 Covid-related Subsidy received from Penrith City Council, Penrith Whitewater Stadium Limited reported a net surplus for the 2020-21 Financial Year of $415,339, an increase of 716% from $67,424 deficit in 2019-20.











Operating Revenue





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Reported Operating Profit/(Deficit)





Operating Profit





(excluding Council Subsidy)





1.     The information contained in the report 2020-21 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 2022-23.

3.     Council note and support the appointment and re-appointment of the persons named in the report to the Board of Directors of Penrith Whitewater Stadium Ltd.



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Outcome 7 - We have confidence in our Council



There were no reports under this Delivery Program when the Business Paper was compiled