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Penrith City Council – Special Rate Variation Survey 2011 6

SURVEY RESULTS


2 SUPPORT FOR PROPOSED RATE SPECIAL VARIATION

2.1 Assessing Preference Respondents were given a summary of the background to Council’s proposal

and the need for a special rate variation and then asked the following;

Considering what you have read in the information kit, as a resident would you support this total increase in Council rates?

Table 2.1.1 Support for Special Variation to Rates

Support for rate increase

Frequency Percent Valid Percent

Cumulative

Percent

Yes 330 53.2 53.2 53.2

No 290 46.8 46.8 100.0

Valid

Total 620 100.0 100.0

Key findings:

o 53.2% of rate payers would support the total increase in Council rates

based on what they read in the information kit.

o We can be 95% confident the true population proportion lies between

49.2% and 57.2% in terms of preference for an increase in rates.

o No significant difference was found between age and sex.


Residents that indicated they don’t support the increase in Council rates were

subsequently asked what the main reason for not supporting. The results are

shown in graph 2.1.1.

OK you have said that you do not support this increase in Council rates. What is your main reason for this answer?

Graph 2.1.1 Main reason for not supporting the increase in rates

0.3

3.8

0.7

1.7

2.4

2.4

3.4

4.8

11.4

11.4

16.2

41.4

0 5 10 15 20 25 30 35 40 45

No response

Other

Concerned rates will continue to increase during and after the 4 year period

Not enough information provided regarding rate rises and Council spending

Rural properties do not benefit from Council spending

Funds need to be spread evenly over suburbs

Paying for facilities and services I don't use

Want to see funds spent on more local infrastructure and maintenance work

The money is not being spent wisely

Council needs to improve their financial management and budgeting

We pay enough as it is and Council do not deliver enough

Too expensive, the increase is hard to afford and not justified

% (n=290)

Key findings:

o Two out of five residents (41.4%) that didn’t support a rates increase

mentioned it was because it was ‘too expensive, the increase is hard to

afford and not justified’.


A further question was posed to residents that don’t support the increase in

Council rates, and that question was whether they could identify any

circumstances where they would support the special rates variation increase.

The results are shown in graph 2.1.2.

Can you identify any circumstances where you would support any proposal for the Special Rates Variation increase?

Graph 2.1.2 Any circumstances where you would support the increase

61.0

5.9

0.7

1.0

1.4

2.4

2.8

4.1

4.8

6.9

9.0

0 10 20 30 40 50 60 70

No circumstance mentioned

Other

If wages went up

If the rate rise was just kept in line with inflation, not higher

More focus on seniors and pensioners and assistance for them to pay the rate

rises

Improve waste collection services

When money is directly spent in my local community and suburbs are not

neglected

If Council better managed their finances and reduced costs

If I recieve more truthful information regarding where funds are spent and see

better work being done

If the rate rise is less than proposed, spread over longer period, or reduce rates

again after the 4 year period

When money spent directly on local infrastructure and maintenance

% (n=290)

Key findings:

o Three out of five residents (61.0%) that don’t support a rates increase

could not mention any circumstance where they would support the

special rates variation increase.


2.2 Support For a Reduction in Community Services and Infrastructure

A follow up question was asked of the residents that did not support a total rates

increase (46.8%), asking whether they would support a reduction in services

instead.

Rather than a rate rise would you support a reduction in community services and infrastructure?

Table 2.2.1 Support for a reduction in community services and infrastructure

Rather than a rate rise would you support a reduction in community services and infrastructure?

Frequency Percent Valid Percent

Cumulative

Percent

Yes 110 17.7 37.9 37.9

No 180 29.0 62.1 100.0

Valid

Total 290 46.8 100.0

Q1 Yes

support

the rate

increase

330 53.2

Total 620 100.0

Key findings:

o Two out of five residents (37.9%) that don’t support a rates increase would

support a reduction in community services and infrastructure.

o Of all rate payers this is equates to 17.7% that would prefer a reduction in

community services and infrastructure rather than an increase in rates.


2.3 Reduction in Services and Infrastructure

Section 2.3 explores the opinions of those rate payers (17.7%) that are in favour of

a reduction in community services and infrastructure, rather than an increase in

Council rates. They were given the opportunity to give their opinion on how

Council should go about such a reduction.

How should Council go about such a reduction?

Table 2.3.1 – How Council should go about the reduction

Suggested Reduction

% of comments

n = 110 Tighter budgeting 12.7

Cut spending on parks and other recreation areas 11.8

Keep/maintain essential services only 11.8

Lobby State Government for funding 3.6

Introduce a user pays system for services and facilities 3.6

Sell off some community assets 3.6

Reduce travel costs by Councillors 2.7

Close or sell off Ripples swimming pool/White water park 2.7

Reduce staff numbers 2.7

Privatise child care centres 1.8

Other 11.8

No response given 30.9

Key findings:

o ‘Tighter budgeting’ (12.7%), ‘cut spending on parks and other recreation

areas’ (11.8%), and ‘keep/maintain essential services only’ (11.8%) were

some of the themes mentioned as to how Council could go about

reducing services.


2.4 Overall Comments on Council’s Proposed Application

Do you have any overall comments on Council’s proposed application for a special variation to rates?

All rate payers were given on opportunity to provide any general comments.

Graph 2.4.1 below summaries the findings.

Graph 2.4.1 Suggestions for addressing financial challenges

46.3

4.2

0.3

0.3

0.5

1.0

1.1

1.1

1.5

1.8

1.8

1.9

2.3

2.9

3.4

3.9

4.0

4.4

4.8

5.6

6.9

0 5 10 15 20 25 30 35 40 45 50

No response

Other

Improve services and facilities for children and youth

Spread out over 4 years is a good idea and makes the increase easier to handle

Lack of future planning and development

Improve cleanliness and maintenance of the city

People should pay for the services they use

I don't want rates to keep rising when we don't get anything back

Pensioners should recieve a discount of rates

Weekly garbage collection / bigger bins

Need more information on Council actions and spending

Stop wasting money on facilities which are not required

As long as it's only for the four years and won't continue to increase

I don't want them to increase and don't support the Council's decision

We pay too much, should be in line with wages and inflation

More infrastructure and improvements are required and rate rises are necessary to fund it

Increase funding going to local infrastructure, roads & parks

Stop wasting money on Council wages, bonuses and overseas trips

Some people will find it difficult to pay, too many increases in the cost of living

I don't trust the Coucil to spend funds correctly, they should stick to what they promise and distribute

funds evenly amongst suburbs

Find better ways to manage finances and source funds

% (n=620)

Key findings:

o 7% of residents mentioned that Council needed to find better ways to

manage finances and source funds, while an additional 6% said they

didn’t trust Council to spend the funds correctly and that they should stick

to what they promised and distribute funds evenly amongst suburbs.


IRIS Research Limited ABN 16 002 278 793 Level 1, iC Central, Squires Way, Fairy Meadow Postal address: Northfields Ave, Wollongong NSW 2522 Telephone: (02) 4285 4446 Fax: (02) 4285 4448 International: 61 2 4285 4446 email: [email protected] web: http://www.iris.org.au Disclaimer All possible care has been taken in the preparation of the information contained in this report. However Illawarra Regional Information Service (IRIS Research) expressly disclaims any liability for the accuracy and sufficiency of the information and under no circumstances shall be liable in negligence or otherwise in and arising out of the preparation or supply of information aforesaid. Persons who utilise the information provided herein do so at their own risk. It is recommended that before any reliance is placed upon the information provided, independent, expert advice be sought.

Program Libraries with Existing Funding Service Libraries

Responsible Officer Library Services Manager (LSM) – Colin Stevenson

Service Description

The Library Service provides informational, educational and recreational facilities, resources, products and services for residents of Penrith and visitors to Penrith through multiple locations, a Home Library service, a Community Toy Library and on-line services. This is achieved through

a Central and 3 Branch libraries, a Mobile Library and online services (661,223 library visitors in 2008-2009) the provision of books and information resources (print, media and on-line) (895,110 library loans in 2008-2009) generalised and specialised information enquiries internet access (76,925 electronic usage hours in 2008-2009) promotional activities programs and events.

Service Level 2011-2012 (Key Performance Indicator) Effectiveness Measure Service activities are completed each year 100%

Budget within 5% variance each year 100%

Loans (circulation) each year > 900,000

Visitors to Penrith City Libraries each year > 650,000

Electronic services usage each year > 75,000 hours

New library members each year > 6,400

Budget 2011-2012 $000s Operating Expenditure $6,283.3

Capital Expenditure $876.4

Revenue ($1,683.3)

Net Cost / (Surplus) $5,476.5 In 2009, Council adopted this four year service plan for Libraries 2009-2010 2010-2011 2011-2012 2012-2013

Deliver quality library services that respond to the community’s need for information and leisure

Improve access to library resources, events and programs

Develop community and Council partnerships to promote library services

Enhance library services, to respond to changing community needs and preferences

Evaluate and review current library management system

Review and determine a preferred service delivery model

Implement the preferred Library service delivery model 2

Research, evaluate and implement as required, technological solutions to enhance library services

Preserve and record local community and historical information

Complete and publish the ‘History of Penrith’ Volume 2 1

Provide access to local area images and information

ongoing activity task bold Delivery Program priority italics not fully funded

For the 2011-2012 year, the following changes are proposed to Council’s adopted service plan 1 Publication of the History of Penrith Volume 2 will now occur in the first half of FY 2011-2012. The writing and editing

process has taken longer than expected. Extension catered for under existing budget.

For the 2011-2012 year, the following service changes are proposed as a result of budget constraints Additional annual budget reduction of $1.3m to be identified, across all of Council’s services, to address long term financial

sustainability.

This page shows the proposed draft Operational Plan assuming no Special Rate Variation (SRV).

This box explains the proposed change to the adopted Delivery Program. These changes are not related to the SRV.

This box will contain the specific details of any proposed service cuts if the SRV is not supported.

This highlights that this is the 2011-2012 Operational Plan, within the 4 year Delivery Program. Any red symbols ( or ) shows a change from the adopted Delivery Program.

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Text Box

Attachment 4.10 - New Operational Plan Format (Service Pages)

Program Libraries with Special Rate Variation Service Libraries

Responsible Officer Library Services Manager (LSM) – Colin Stevenson

Service Description

The Library Service provides informational, educational and recreational facilities, resources, products and services for residents of Penrith and visitors to Penrith through multiple locations, a Home Library service, a Community Toy Library and on-line services. This is achieved through

a Central and 3 Branch libraries, a Mobile Library and online services (661,223 library visitors in 2008-2009) the provision of books and information resources (print, media and on-line) (895,110 library loans in 2008-2009) generalised and specialised information enquiries internet access (76,925 electronic usage hours in 2008-2009) promotional activities programs and events.

Service Level 2011-2012 (Key Performance Indicator) Effectiveness Measure Service activities are completed each year 100%

Budget within 5% variance each year 100%

Loans (circulation) each year > 900,000

Visitors to Penrith City Libraries each year > 650,000

Electronic services usage each year > 75,000 hours

New library members each year > 6,400

Budget 2011-2012 $000s Operating Expenditure $6,283.3

Capital Expenditure $876.4

Revenue ($1,683.3)

Net Cost / (Surplus) $5,476.5 In 2009, Council adopted this four year service plan for Libraries 2009-2010 2010-2011 2011-2012 2012-2013

Deliver quality library services that respond to the community’s need for information and leisure

2

Improve access to library resources, events and programs

Develop community and Council partnerships to promote library services

Enhance library services, to respond to changing community needs and preferences

Evaluate and review current library management system

Review and determine a preferred service delivery model

Implement the preferred Library service delivery model

Research, evaluate and implement as required, technological solutions to enhance library services

Preserve and record local community and historical information

Complete and publish the ‘History of Penrith’ Volume 2 1

Provide access to local area images and information

ongoing activity task bold Delivery Program priority italics not fully funded

For the 2011-2012 year, the following changes are proposed to Council’s adopted service plan 1. Publication of the History of Penrith Volume 2 will now occur in the first half of FY 2011-2012. The writing and editing

process has taken longer than expected. Extension catered for under existing budget.

For the 2011-2012 year, the following service changes are proposed as a result of the special rate variation 2 If the proposed Special Rate Variation is supported and commences in 2011-2012, the restoration of the lost S94 funding

($350,000) for the Library’s Resource Budget would maintain collections at their optimum level of replacement and currency.

This page shows the proposed draft Operational Plan assuming the SRV is supported.

This highlights that this is the 2011-2012 Operational Plan, within the 4 year Delivery Program. Any red symbols ( or ) shows a change from the adopted Delivery Program.

This box explains the proposed change to the adopted Delivery Program (eg1 above). These changes are not related to the SRV.

This box explains how additional SRV funding, if supported, will be spent. It is linked to the relevant service activity or task (eg 2 above). ‘NIL’ means this service has no SRV projects.

Penrith City Council SRV Webpage (www.ourfuture.com.au/fundingourfuture)

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Text Box

Attachment 4.12 - FoF Website

Penrith City Council SRV Webpage (www.ourfuture.com.au/fundingourfuture)

Draft Project List ‐ 2011‐2012 Original Budget

Description Expenditure Section 94

Grant/

Contribution

EEP/Special

Rate Rise Reserve

General

Revenue Other Funding

CAPITAL PROJECTSCCDM ‐ Community & Cultural DevelopmentCD038 Disabled Access Improvements 25,000 ‐ ‐ ‐ ‐ 25,000 ‐

TOTAL CCDM 25,000 ‐ ‐ ‐ ‐ 25,000 ‐ CSM ‐ Children ServicesCS064 OOSH Bus Fleet Replacement 95,000 ‐ ‐ ‐ 50,000 ‐ 45,000 CS054 CS IT Replacement Capital 40,000 ‐ 40,000 ‐ ‐ ‐ ‐

TOTAL CSM 135,000 ‐ 40,000 ‐ 50,000 ‐ 45,000 CWM ‐ City WorksAM001 Urban Drainage Construction Program 590,000 ‐ ‐ ‐ 287,725 302,275 ‐ AM010 Construction of Bicycle Facilities 60,000 ‐ 30,000 ‐ ‐ 30,000 ‐ AM016 Kerb & Guttering 413,000 ‐ ‐ ‐ ‐ 413,000 ‐ AM026 Plant Replacement 1,129,100 ‐ ‐ ‐ ‐ 920,000 209,100 AM029 Traffic & Transport Facilities Program 390,000 ‐ 115,000 ‐ ‐ 275,000 ‐ AM035 Dedication ‐ Subdivision Roads 3,000,000 ‐ ‐ ‐ ‐ ‐ 3,000,000 AM036 Dedication ‐ Drainage Works 750,000 ‐ ‐ ‐ ‐ ‐ 750,000 AM061 Rural Roads Widening ‐ Llandilo Road 156,000 ‐ 156,000 ‐ ‐ ‐ ‐ AM233 Roads Reconstruction 2,004,100 ‐ 250,000 ‐ ‐ 1,754,100 ‐ BC005 Bus Shelters Program 85,000 ‐ ‐ ‐ ‐ 85,000 ‐ BC050 Building Asset Renewal Program(Pt AREAS) 1,577,897 ‐ ‐ 627,897 950,000 ‐ ‐ CW020 Path Paving Program 150,000 ‐ ‐ ‐ ‐ 150,000 ‐

TOTAL CWM 10,305,097 ‐ 551,000 627,897 1,237,725 3,929,375 3,959,100 EHM ‐ Environmental HealthBA008 Stormwater Infrastructure Projects (EEP) 412,125 ‐ ‐ 412,125 ‐ ‐ ‐

TOTAL EHM 412,125 ‐ ‐ 412,125 ‐ ‐ ‐ ESM ‐ Engineering ServicesAM008 LTC / Urgent Traffic Facilities 70,000 ‐ ‐ ‐ ‐ 70,000 ‐ AM129 National Black Spot Program 885,000 ‐ 885,000 ‐ ‐ ‐ ‐

TOTAL ESM 955,000 ‐ 885,000 ‐ ‐ 70,000 ‐ FSM ‐ Financial Services ‐ AM058 Motor Vehicle Purchases 1,015,000 ‐ ‐ ‐ 559,000 ‐ 456,000

TOTAL FSM 1,015,000 ‐ ‐ ‐ 559,000 ‐ 456,000 GIC ‐ Information & Customer Relations ‐ IM031 Website Upgrade 437,167 ‐ ‐ ‐ 224,567 212,600 ‐

TOTAL GIC 437,167 ‐ ‐ ‐ 224,567 212,600 ‐

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Attachment 6.1 - Draft 2011-12 Capital and SRV projects list



Grant/

Contribution

EEP/Special

Rate Rise Reserve

General

Revenue Other Funding IMTM ‐ Information Management & Technology ‐ CF001 Corporate Procedure Systems 425,000 ‐ ‐ ‐ 425,000 ‐ ‐ IT001 Desktop Hardware / Software 340,000 ‐ ‐ ‐ 340,000 ‐ ‐

TOTAL IMTM 765,000 ‐ ‐ ‐ 765,000 ‐ ‐ LSM ‐ Library Services ‐ IM002 Library Resources 928,450 92,413 ‐ ‐ ‐ 836,037 ‐ IM020 Library Special Purpose Prjcts ‐Building 60,000 ‐ 60,000 ‐ ‐ ‐ ‐

TOTAL LSM 988,450 92,413 60,000 ‐ ‐ 836,037 ‐ MPM ‐ Major Projects Manager ‐ MP003 Penrith Station Commuter Carpark 11,705,000 ‐ 11,705,000 ‐ ‐ ‐ ‐

TOTAL MPM 11,705,000 ‐ 11,705,000 ‐ ‐ ‐ ‐ PM ‐ ParksPC125 Additional Play Equipment ‐ Parks 37,000 ‐ ‐ ‐ ‐ 37,000 ‐ PC150 Parks Improvements ‐ Older Areas s94 150,000 150,000 ‐ ‐ ‐ ‐ ‐ PC191 T.A.F. Parks Asset Renewal Program 100,000 ‐ 100,000 ‐ ‐ ‐ ‐

TOTAL PM 287,000 150,000 100,000 ‐ ‐ 37,000 ‐ PDASM ‐ Public Domain Amenity and SafetyAM176 Community Safety Program 334,827 ‐ ‐ 334,827 ‐ ‐ ‐ PA001 Public Amenity Replacement Program 150,000 ‐ ‐ ‐ ‐ 150,000 ‐ PA027 CPTED Graffiti Hotspot Program 51,916 ‐ 51,916 ‐ ‐ ‐ ‐ RC033 Neighbourhood Centres/Halls Improvements 89,000 ‐ ‐ ‐ ‐ 89,000 ‐

TOTAL PDASM 625,743 ‐ 51,916 334,827 ‐ 239,000 ‐ PDM ‐ Property DevelopmentPD001 Land Acquisition ‐ Planning Purposes 500,000 ‐ ‐ ‐ 500,000 ‐ ‐ PD002 Property Development Expenditure Project (1) 2,025,000 ‐ ‐ ‐ 2,025,000 ‐ ‐ PD014 Property Development Expenditure Project (2) 560,000 ‐ ‐ ‐ 560,000 ‐ ‐

TOTAL PDM 3,085,000 ‐ ‐ ‐ 3,085,000 ‐ ‐ WCPM ‐ Waste and Community ProtectionSE005 SES Equipment Priority List 20,000 ‐ ‐ ‐ ‐ 20,000 ‐ SE006 Rural Fire Service Equip‐Grant Funded 336,569 ‐ 210,569 ‐ ‐ ‐ 126,000 SE041 RID Squad Motor Vehicle Purchases 96,500 ‐ ‐ ‐ 26,500 ‐ 70,000

TOTAL WCPM 453,069 ‐ 210,569 ‐ 26,500 20,000 196,000

TOTAL CAPITAL PROJECTS 31,193,651 242,413 13,603,485 1,374,849 5,947,792 5,369,012 4,656,100



Grant/

Contribution

EEP/Special

Rate Rise Reserve

General

Revenue Other Funding TOTAL OPERATING PROJECTS 22,629,649 105,064 4,902,317 6,209,867 4,271,359 6,720,814 420,228 TOTAL PROJECTS 53,823,300 347,477 18,505,802 7,584,716 10,219,151 12,089,826 5,076,328

SRV ProjectsPCM Parks Asset Renewal (Capital) 500,000 ‐ ‐ ‐ ‐ 500,000 ‐ CWM Building Asset Renewal (Capital) 430,000 ‐ ‐ ‐ ‐ 430,000 ‐ PDASM Public Amenity Asset Renewal (Capital) 90,000 ‐ ‐ ‐ ‐ 90,000 ‐ PDASM Enhanced Public Domain (Operating) 190,000 ‐ ‐ ‐ ‐ 190,000 ‐ PDASM Neighbourhood Renewal (Capital) 150,000 ‐ ‐ ‐ ‐ 150,000 ‐ CWM Shared Pathways (Capital) 550,000 ‐ ‐ ‐ ‐ 550,000 ‐ SPM City Centre Improvements (Capital) 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,000,000

TOTAL SRV Projects 3,910,000 ‐ ‐ ‐ ‐ 1,910,000 2,000,000

TOTAL PROJECTS (including SRV Projects) 57,733,300 347,477 18,505,802 7,584,716 10,219,151 13,999,826 7,076,328

POLICY DOCUMENT

POLICY NAME: Neighbourhood Facilities Management Policy

Policy No: PDAS 007

Adopted by Council:

10 May 2010 - PRC

24 May - Ordinary

Minute No: PRC 27

Review: May 2012 File No:

Relevant Legislation: (if applicable)

Responsible Department:

Public Domain Amenity and Safety

Policy Statement: “Policy starts on next page”

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Attachment 7.1 - Neighbourhood Facilities Review

1. PURPOSE OF THIS POLICY The purpose of this policy is to provide a clear direction for the management of Penrith City Council neighbourhood facilities to ensure community needs are met and neighbourhood facilities are operated in accordance with Council’s strategic and policy direction and State legislation. This policy provides a management framework and is not intended to address operational matters which will be dealt with through the development, adoption and implementation of the Neighbourhood Facilities Management and Operational Procedures Manual. Specifically the Neighbourhood Facilities Management Policy will: 1. Set out Council’s objectives for neighbourhood facilities management 2. Provide clear principles for the management of all neighbourhood facilities 3. Reduce exposure to risk for Council, Council staff, Neighbourhood Facilities

Management Bodies and facility users 4. Set Council’s expectations for management of neighbourhood facilities 5. Provide a basis for establishing fees and charges and determining priorities of

access 6. Provide a foundation for the development of management agreements,

guidelines, templates and training for the management and operation of neighbourhood facilities.

2. DEFINITIONS Direct management – neighbourhood facilities directly managed by Council. Committee management (under section 377 of the Local Government Act) - neighbourhood facilities managed by volunteer management committees on behalf of Penrith City Council. Licence Agreement – Neighbourhood facilities managed by community development organisations or other incorporated associations under Licence Agreement on behalf of Penrith City Council. Neighbourhood Facilities Management Bodies – This is a collective term for management committees or incorporated organisations who have been granted management of a neighbourhood facility by either Section 377 of the Local Government Act 1993 or a Licence Agreement. Neighbourhood facilities – comprises of neighbourhood centres, halls, community centres, youth centres and seniors’ centres. Neighbourhood Facilities Service – a section within Council’s Public Domain Amenity and Safety Department responsible for the overall management of all neighbourhood facilities. Regular hirers – hirers who hire neighbourhood facilities 12 times per annum or more.

3. STRATEGIC AND LEGISLATIVE ENVIRONMENT This policy has been developed with regards to the existing strategic and legislative environment and should be read in conjunction with the following legislation, strategies and policies. 3.1 Legislation The following legislation impacts on the management of neighbourhood facilities: • Local Government Act (1993) provides the legal framework for an effective,

efficient, environmentally responsible and open system of local government in New South Wales ensuring effective management, community responsiveness and encourages and assists the effective participation of local communities in the affairs of local government.

• Occupational Health and Safety Act (2000) aims to secure the health, safety and welfare of employees and other persons within the workplace and eliminate risks to health, safety and welfare of employees and members of the public.

• Disability Discrimination Act (1992) aims to eliminate forms of discrimination based on the grounds of disability and promotes recognition and acceptance within the community of the principle that persons with disabilities have the same fundamental rights as the rest of the community.

• Anti-Discrimination Act (1977) renders unlawful racial, sex and other types of discrimination in certain circumstances and to promote equality of opportunity between all persons.

• Building Code of Australia (BCA) contains technical provisions for the design and construction of buildings and other structures, covering such matters as structure, fire resistance, access and egress, services and equipment and energy efficiency, as well as certain aspects of health and amenity.

3.2 Penrith City Council’s Strategic Plan Council’s vision is one of a sustainable and prosperous region with a harmony of urban and rural qualities with a strong commitment to environmental protection and enhancement. It would offer both the cosmopolitan and cultural lifestyles of a mature city and the casual character of a rural community. Neighbourhood facilities make a significant contribution towards encouraging and facilitating a sense of community, belonging and participation. Penrith City Council has adopted the United Nations Environment Program Principles for Sustainable Cities through its Community Strategic Plan. This Neighbourhood Facilities Management Policy supports Penrith City Council’s Strategic Plan in the following ways by: 1. providing a long term vision for cities based on sustainability,

intergenerational, social, economic and political equality. Neighbourhood

facilities foster social interaction and are made available to all members of the community irrespective of gender, age, political or cultural and linguistic background.

2. recognising and building on the distinctive characteristics of Penrith, including its human and cultural values, history and natural systems. Community events held and organised in neighbourhood facilities develop social capital and encourage a sense of belonging and ownership to the community.

3. empowering people and fostering participation. Neighbourhood facilities are used for numerous events which support the needs of the community and foster active participation in community life.

4. expanding and enabling cooperative networks to work towards a common, sustainable future. Neighbourhood facilities provide an accessible meeting place for groups which recognise and value diversity and community interaction.

5. enabling continuous improvement, based on accountability, transparency and good governance. This policy provides a management framework for volunteers and community to actively engage in the management of neighbourhood facilities in accordance with this principle.

3.3 Social Planning Framework The 2009 amendment to the Local Government Act no longer requires councils to develop a social plan but rather address social issues through the Community Strategic Plan process. In addition to the Community Strategic Plan, Council will continue its strategic approach to social planning based on the ongoing development and use of a social planning framework. This framework encompasses all of Council’s activities that have social implications. In setting access and equity objectives Council recognises a number of particular groups who may have special needs or issues and will ensure all members of the community have fair access to neighbourhood facilities based on social justice principles. 3.4 Code of Conduct Council’s Code of Conduct details behaviour and expectations of all staff members and standards of conduct required by Council when performing all duties. This code shall also apply to Neighbourhood Facilities Management Bodies. 3.5 Delivery and Operational Plans Council’s four (4) year Delivery Plan and one (1) year Operational Plan specify Council’s activities including strategic direction, actions and key performance indicators. 3.6 Purchasing Policy Council’s Purchasing Policy sets terms for efficient, sustainable and economical procedures and processes in all procurement and purchasing activities.

Neighbourhood Facilities Management Bodies procurement shall comply with the provisions of Council’s Purchasing Policy. 4. NEIGHBOURHOOD FACILITY MANAGEMENT PRINCIPLES To help guide the interpretation of the Neighbourhood Facilities Management Policy the following principles will apply to the management of Council neighbourhood facilities: • Accountability – Council’s neighbourhood facilities will be managed

transparently and Neighbourhood Facilities Management Bodies are accountable for compliance with this policy and other legislative requirements.

• Customer Service – Council’s Customer Service Charter applies to the management of all neighbourhood facilities. Customers will be treated fairly with respect and courtesy and their personal information will be protected.

• Compliance – Neighbourhood Facilities Management Bodies and Council will comply with relevant regulatory and legislative requirements to effectively minimise and manage risk.

• Transparency – All neighbourhood facilities financial transactions will be recorded and documented appropriately in accordance with Council’s requirements and legislative requirements.

• Access and Equity – Equitable and non-discriminatory access will be provided for all members of the community. Priority access is given to identify target groups having regard to building usage, availability and other user needs.

• Diversity – Neighbourhood facilities will promote an inclusive environment where diversity is supported and encouraged.

• Healthy Communities – All neighbourhood facilities will encourage safe and healthy communities.

• Health and Safety – Neighbourhood Facilities Management Bodies will report and identify risks to ensure safety, and limit risk for Council, staff and community members.

• Sustainability – Neighbourhood facilities will be managed and operated to minimise any environmental footprint in accordance with government regulations and guidelines and Council’s strategic direction.

5. FACILITIES COVERED BY THE POLICY The Neighbourhood Facilities Management Policy encompasses the management, ownership, usage and allocation of Council’s neighbourhood facilities including neighbourhood centres, community centres, youth centres, senior citizen centres and halls. The policy applies to neighbourhood facilities that are directly managed by Council, committee managed and managed under Licence Agreement as listed in Clause 12. 6. COUNCIL’S NEIGHBOURHOOD FACILITIES MANAGEMENT EXPECTATIONS

6.1 Expectations that Apply to all Neighbourhood Facilities 6.1.1 Access Priorities The NSW Department of Local Government has identified eight (8) groups who may have special needs or issues. These groups include: • Children • Young people • Women • Older people • People with a disability • Aboriginal and Torres Strait Islander people • People for culturally and linguistically diverse backgrounds • People from diverse sexualities. Council shall ensure that in addition to these groups other residents of Penrith City also have reasonable access opportunities to neighbourhood facilities. In order to achieve equitable access across all neighbourhood facilities the following access criteria shall apply: 1. Council and Neighbourhood Facilities Management Bodies will prioritise

access for targeted groups during Monday to Friday 2. Private Events / Functions will receive prioritised access during weekends 3. This policy will not prevent targeted groups from having occasional access

during the weekend 4. To facilitate equitable access all neighbourhood facilities shall operate under

an annual expression of interest booking process for regular hirers. Once sufficient user data has been collected, more specific expectations for access criteria will be developed with the objective of maximising the use of all neighbourhood facilities while maintaining and ensuring equitable access for all users. 6.1.2 Training and Development Council shall ensure all facility users receive quality and consistent experiences when using a Neighbourhood Facility by ensuring all Neighbourhood Facilities Management Bodies and the Neighbourhood Facilities Service undergo adequate training. Council will identify training needs and coordinate training for Neighbourhood Facilities Management Bodies and the Neighbourhood Facilities Service in: 1. Legislative requirements 2. Council procedures for maintenance requirements 3. OH&S Requirements 4. Role specific skills (e.g. chairperson, secretary and treasurer) 5. The collection and reporting of key information 6. Committee member recruitment, development and retention 7. Other identified training needs as required.

6.1.3 Neighbourhood Facility Maintenance To ensure clarity of responsibilities for building maintenance and planning, the Neighbourhood Facilities Service shall ensure user requirements are planned and prioritised when new work or maintenance is undertaken on neighbourhood facilities. Council’s Building Projects and Maintenance section shall provide specialist technical advice and ensure both urgent and routine maintenance are carried out within agreed timeframes. Neighbourhood Facilities Management Bodies building maintenance responsibilities will be defined in a Service Level Agreement between the Neighbourhood Facilities Service, Neighbourhood Facilities Management Bodies and Building Projects and Maintenance section of Council. These agreements will identify which maintenance tasks are to be dealt with by which body and who is responsible for the cost of this maintenance. In addition, the agreement will identify the process for undertaking a particular maintenance task and performance criteria. 6.1.4 Neighbourhood Facility Performance Management Data To ensure Council has the appropriate information for future strategy and policy decision making for neighbourhood facilities, the Neighbourhood Facilities Service, in conjunction with Neighbourhood Facilities Management Bodies, shall collect and report the following information: 1. Financial performance 2. Utilisation data (who and how many) 3. Customer feedback 4. User profile information 5. Usage profile (when the facility is used) 6. Capacity and asset performance information (when spaces are not available

due to excess demand or are not suitable for the proposed use). This data will provide accurate information on utilisation and performance for all neighbourhood facilities and assist with strategic, operational and budget planning and minimise reactive decision making. The Neighbourhood Facilities Service will investigate and report on simplified processes or systems that will enable the collection and reporting of performance data to minimise the work requirements for Neighbourhood Facilities Management Bodies. 6.1.5 Medium Term Management Plans In addition to having accurate performance management data for individual neighbourhood facilities, the Neighbourhood Facilities Service will prepare medium term management plans in consultation with Neighbourhood Facilities Management Bodies to assist the decision making processes for future funding of both asset and operational requirements. This process will provide the Neighbourhood Facilities Management Bodies with an opportunity to engage with Council on their current

challenges and future plans and contribute to an overall understanding of issues across the entire portfolio. A template framework for Medium Term Management Plans will be included in the Neighbourhood Facilities Management and Operational Procedures Manual. Medium Term Management Plans will be used to guide Neighbourhood Facilities Management Bodies budgeting, Neighbourhood Facilities Service budgets, Building Projects and Maintenance budgets, the application of reserves and the development of Council Asset Management Plans for neighbourhood facilities. Medium Term Management Plans should contain information on: • Community served • Major challenges facing the Neighbourhood Facilities Management Bodies

and/or Neighbourhood Facilities Service • Planned response to those challenges • Anticipated usage • Estimated income and expenditure for the period of the plan (financial plan) • The purpose for which any reserves are held or are to be used • Potential asset requirements and any significant repairs and maintenance • Marketing Plan • Sustaining the Neighbourhood Facilities Management Bodies structure. 6.2 Expectations that apply to all Committee and Licence Agreement managed Neighbourhood Facilities 6.2.1 Management of Neighbourhood Facilities Council expects all neighbourhood facilities to be managed consistently using sound well recognised management practices. These practices will be detailed in the Neighbourhood Facilities Management and Operational Procedures Manual and shall include, but not be limited to: 1. having a current constitution or terms of reference acceptable to Council 2. having a current management or license agreement with Council 3. keeping separate financial operating accounts for the management of

neighbourhood facilities and provide this information to Council 4. having all financial accounts that apply to the management of a

neighbourhood facility and be audited annually and forwarded to Council 5. complying with Council’s Code of Conduct 6. complying with other Council policies as set out in a management agreement 7. participating in training opportunities offered by Council 8. ensuring they have a renewal and development plan to attract new and retain

existing volunteers 9. conducting an Annual General Meeting and forwarding the minutes of this

meeting to Council 10. forwarding a copy of all management committee meeting minutes to Council 11. ensuring all meetings comply with standard meeting procedures, ie: quorum,

etc

12. having a current Council approved Medium Term Management Plan (including financial plan) in place.

Council will assist Neighbourhood Facilities Management Bodies with these responsibilities through the provision of templates and ongoing training, support and the development and adoption of the Neighbourhood Facilities Management and Operational Procedures Manual. 7. FEES AND CHARGES The Neighbourhood Facilities Management Policy will guide the establishment of an equitable fees and charges framework. The fees and charges framework will recognise Council’s social obligations for the provision of and access to neighbourhood facilities by setting a process for determining the level of subsidisation for use while minimising the overall cost of providing neighbourhood facilities to ratepayers. 8. IMPLEMENTATION This policy shall be implemented over the two (2) year period from the date of adoption. Steps in the implementation process to be completed over this period will include the: 1. adoption of the Neighbourhood Facilities Management Policy 2. development of Service Level Agreements for building maintenance 3. development of a fees and charges framework to support and enable the

access provisions of this policy and provide for fair and equitable recovery of costs while maintaining a commitment to Council’s social objectives

4. development of the Neighbourhood Facilities Management and Operational Procedures Manual, including guidelines and templates to support the implementation of this policy and ensure consistent management of neighbourhood facilities while simplifying or minimising work inputs for Neighbourhood Facilities Management Bodies

5. provision of training for Neighbourhood Facilities Management Bodies and the Neighbourhood Facilities Service.

9. TRANSITION ARRANGEMENTS Full compliance with this policy will not occur until the implementation phase is complete; however, the Neighbourhood Facilities Service and Neighbourhood Facilities Management Bodies should be operating within the intent of this policy from the date of its adoption. Notwithstanding the implementation period, the Neighbourhood Facilities Management Bodies should make progress in the following key initiatives over the first twelve (12) months: • Separate neighbourhood facilities management accounts (for Licence

Agreement managed neighbourhood facilities) • An annual booking expression of interest process for regular users • Systems or processes for collecting and reporting performance data.

10. REPORTING REQUIREMENTS The Neighbourhood Facilities Service shall review and report annually on the implementation of this policy. This will include the status of the implementation process, outstanding tasks, accomplishments, issues or challenges that have arisen out of the implementation and matters requiring Council’s attention or clarification. 11. REVIEW The Neighbourhood Facilities Management Policy will be reviewed on or before 30 June 2012. 12. NEIGHBOURHOOD FACILITIES COVERED BY THIS POLICY AS AT 1 MAY 2010 Name Location Andromeda Community Centre Andromeda Drive, CranebrookArthur Neave Memorial Hall Parkes Avenue, WerringtonAutumnleaf Neighbourhood Centre Autumnleaf Parade, St ClairBerkshire Park Hall Sixth Road, Berkshire ParkCambridge Park Hall Oxford Street, Cambridge ParkCastlereagh Hall Castlereagh Road, CastlereaghClaremont Meadows Community Centre Sunflower Drive, Claremont MeadowsColyton Neighbourhood Centre Corner of Jensen and Willoughby Streets,

ColytonCook Parade Neighbourhood Centre Cook Parade, St ClairCoowarra Cottage Coowarra Drive, St ClairCranebrook Neighbourhood Centre Hoskings Street, CranebrookEmu Heights Neighbourhood Centre Wedmore Road, Emu Heights Emu Plains Community Centre Lawson St, Emu Plains Erskine Park Community Centre Peppertree Drive, Erskine ParkErskine Park Community Hall Peppertree Drive, Erskine ParkFloribunda Community Centre Floribunda Avenue, Glenmore ParkGlenmore Park Youth & Community Centre

Luttrell Street, Glenmore Park

Harold Corr Community Hall Cottage Street, Werrington Kingswood Neighbourhood Centre Bringelly Road, KingswoodLondonderry Neighbourhood Centre Carrington Road, LondonderryMelrose Hall Corner of The Great Western Highway &

Park Street, Emu PlainsMulgoa Hall Littlefields Road, Mulgoa Namatjira Neighbourhood Centre Henry Lawson Drive, Werrington CountyNorth Penrith Community Centre Illawong Avenue, PenrithNorth St Marys Neighbourhood Centre Debrincat Ave, North St MarysRegentville Hall Jeanette Street, RegentvillePenrith Valley Seniors Citizens Centre Station Street, PenrithRidge Park Hall Woodland Avenue, Oxley ParkSouth Penrith Neighbourhood Centre Corner of Trent Street & Birmingham Rd,

South Penrith

St Clair Youth Centre Cook Parade, St ClairSt Marys Arts and Craft Centre Swanson, St MarysSt Marys Community Centre Swanson, St MarysSt Marys Memorial Hall Swanson, St MarysSurveyors Creek Community Centre Ballybunnion Terrace, Glenmore ParkSt Marys Senior Citizens Centre Swanson, St MarysSt Marys Chambers Swanson, St MarysVictoria Street Community Cottage Victoria Street, Werrington Werrington Downs Neighbourhood Centre

Brookfield Avenue, Werrington Downs

Werrington Youth Centre Victoria Street, Werrington

Penrith City Library ServicesDirection Plan 2010-2014

2014 Targets 2014 OutcomesJune 2011 Milestones

Version II 22 Apr 2010

g

Services Matching TheResearched the statistics match to client base

A Valued Community Hub

Favourite place and sense of belongingBusy and positive vibeAttracts and respects diversity

1. Agreed list of priority services and resourcing (AS)

2. Agreed branch plan model (size and

ater

fiel

d©

Services Matching TheCommunity’s Diversity

Researched the statistics match to client baseWe have surveyed the community

In The RightLocations & Configurations

Attendance number visits/borrowings statisticsAssessment of school children survey of usersServices can offer full range or what is required

location) (CS)

3. Created 2 new successful complementary opportunities with Council (VS)

sual

Conn

ect™

Wa gg q

Online 24/7Usage levels – statistical reportsAppropriate and contemporary technologies Customer awareness, promotion, ease of use

4. Secured 3-5 new external partners in aligned activities (RT)

5. Promoted all existing services we can scale at minimum cost e.g.

Vis

Passionate & HighlySkilled Staff

Professional development courses attendedCustomer satisfaction levelsCapacity to attract younger staff

Valued Partner of Govt,Long and productive relationshipsCross promotions and complementary servicesAli d k PLS i i i

Overdrive (JB)

6. Emulated 3 best practice ideas (nationally and internationally) (AD)

7. Baselined community satisfaction

Pathways

NGO’s & Private EnterpriseAligned to key PLS prioritiesPrivate sector partnering in service delivery

Sustainable FundingAgreement of services and service levelsLong term forecast of operational revenueCapacity for growth and asset replacement

mm y frating (JS)

8. Replaced Section 94 funding base (BKS)

PathwaysEngage TheCommunity& PromoteServices

AddressNon User

Requirements

PrioritiseExistingServices

AlignBranchesTo Needs

Attract,Retain &

Develop Staff

Reinvest InServices &Facilities

Create Win WinPartnerships

(Internal & External)

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Text Box

Attachment 7.2 - Library Services Review

Sportsground Management Strategy Page 1 of 4

Sportsground Management Strategy Council is responsible for planning and delivering a range of facilities services and programs to meet the needs of residents and ratepayers. This includes providing a range of sports facilities that respond to changing participation and service standards that provide ‘fit for purpose facilities’, which meet recreation and sports provider, participant and community need. Penrith City Council currently has a large range of open space for use by residents and visitors. The total open space managed by Council is 1,241 hectares currently representing 7.20 hectares/1000 people. The 1241 hectares is made up of 412 hectares of Parks, 340 hectares of sporting grounds (including 50 sports ground complexes including multiple sports pitches), 228 hectares of community use and 261 hectares of natural area. The provision of 340 hectares for sporting grounds is currently equivalent of 1.97 hectares /1000 people across the Penrith. As Penrith has developed over the last 30-40 years into a Regional City, with regional facilities, so too have demands on sportsgrounds resulting from; increasing population, the need to provide facilities for national, state, and local community competition, evolving and changing facility specifications of user sports as well as statutory regulations, the emergence and growth of new and traditional sports; and other factors such as climate change.

Throughout these years Council’s management and operation of sportsgrounds has evolved to its current level of facility and service provision. A review of this position identified that it is necessary to establish a ‘line in the sand’ position statement for the provision, operation and management of sports grounds and provide a framework and context within which effective and planned sportsground facilities and services are provided into the future. Therefore, the sportsground management strategy was commissioned with the objectives of: • Examining usage capacities of existing sportsgrounds and associated facilities in Penrith

LGA;

• Identifying sports that could co-locate at existing, or proposed new facilities, to maximise use of facilities and creates efficiencies;

• Identifying schools and other sportsground facility providers that are willing to open their facilities for community sports use during their non core hours of operation;

• Ensuring that the provision of sportsgrounds meets the standards relevant to the sport and level of participation;

• Proposing a fees and charges structure for Council owned facilities which addresses community, school and commercial use;

• Determining policy guidelines, standards and frameworks that address:

- Sportsground closures due to wet weather. - Ground allocations and bookings, particularly in relation to pre-season training

and competitions. - Sporting and recreational group responsibility in relation to facility and grounds

management, asset maintenance and development. - A consistent approach to the issuing of leases, licences and occupancy

agreements, and the format and inclusions of the lease / licence. - Fulfil legislative / statutory policies as well as relevant standards and guidelines

relating to sportsground and associated facility provision, including floodlight lux levels and canteens.

- The development of a user agreement and associated fee policy for school use of Council owned sportsground facilities;

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Text Box

Attachment 7.3 - Sportsground Management Strategy


• Providing a position statement / benchmark relating to Penrith City Council’s compliance with current legislative / statutory policies as well as relevant standards and guidelines relating to sportsground and associated facility provision;

• Ensuring stakeholders have regular opportunities to assist Council to plan, manage and develop sport and recreation facilities and services.

To prepare the draft Sportsground Management Strategy the consultants undertook research including:

• Detailed asset and operational inventories of 50 council sportsground complexes in Penrith LGA.

• Consultation with sports clubs (surveys), peak sports organisations/associations, school and commercial operators, and relevant Council Officers (including grounds maintenance employees);

• Desk based research reviewing examples of best practice, policy, guidelines and standards relating to sportsground management, as well as a review of Council planning documentation including the PLANS study;

• A comprehensive floodlight audit of all facilities in the LGA.

Summary of Draft Sportsground Management Strategy Issues

The overview of issues listed in the Draft Sportsground Management Strategy are: i) Demand and capacity to meet demand

There are a number of sportsgrounds where carrying capacity is being exceeded, others are not being used to capacity. Issues to be addressed include: - Poor design and construction. - Increasing demand for ‘off season’ use. - No lighting and floodlights failing to meet standards. - Inadequate support and amenity facilities to sustain the desired level of competition. - Development constraints such as transmission easements and retention basins. - New areas such as Glenmore Park where demand cannot be met in the suburb. - Single field/single sport fields create inefficiencies of maintenance and limits field use

flexibility. ii) Facility provision and conditions

- Grounds could be used more if suitable lights, surface upgrades and suitable well located amenities are provided.

- There is a general absence of shade and seating at many grounds. - Increasing irrigation is required through water efficient methods. - Grading of sports grounds requires investigation. Differentiating the level of

maintenance, capital development and charges for grounds may create opportunities for a broader cross section of use and ensure that grounds are neither under nor over maintained.

- Current amenity block design and facilities do not comply with statutory regulations, particularly canteens, nor do they meet the need of sport users e.g. provision for female and people with disabilities sports participation. An allowance of $800,000 to $1m required for new amenity blocks as a minimum.


- There is perceived ownership of buildings by sports groups and organising access to these buildings by Council Officers, contractors and emergency services is problematic.

- The roles and responsibilities of maintenance and cleanliness of buildings is blurred. - There are insufficient Council budgets available to maintain facilities. - There is an inconsistent approach to clubs making contributions for infrastructure and

maintenance. iii) Planning and management

- There is a lack of master planning to ensure that buildings and fields can be practically shared. - The planning and development process needs to consider the location, size and standard of facility that will be cost effective to manage and sustainable for residents and clubs to use in the long term. iv) Resources to provide new and manage existing sports grounds

- Resources are not sufficient to adequately provide new and manage existing sports grounds. - There is a need for an agreed process to schedule and prioritise capital works. - There is a need to source additional funding; over and above Council’s current capital and recurrent budgeted programs. - Consistency in the way capital investment in facilities by users is managed is required. - There is a need to revise Council’s contributions to clubs and provide a clear financial

strategy to resource sport. - The existing fees and charges structure should be revised to more accurately reflect

facility and service provision and recoup up to 10% of the costs of maintaining the grounds, excluding asset renewal and costs associated with amenity blocks.

In addition to these issues, the draft Sportsground Management Strategy highlights risks associated with the current management, provision and operation of sports grounds and also indicates that Council needs to resolve matters relating to seasonal transitions, events, school sport, occupancy agreements, seasonal allocations, and utility services. Strategies have been recommended to address the issues with the aim of achieving the following selected goals: 1. To manage and respond to changes in demand through close communication with

sports and the analysis of up to date membership and usage data. 2. To maximise use of available resources at a level that does not impact on the

sustainability of playing surfaces. 3. To provide lights on all local, district or regional playing fields to a quality that meets

Australian Standards and the operational requirements of the Council, the sport and users.

4. To ensure that sportsground fees provide choice, are fair and transparent, and

encourage participation by all members of the community. 5. Amenities will be fit for purpose, designed to meet sports codes and accessibility

standards, located in prominent sites and maintained long term in good condition.


6. To provide a consistent level of infrastructure on each ground to maximise use and flexibility.

7. To provide an additional quantity of funds for sportsground infrastructure and its

renewal, as well as club development. 8. To provide a range of infrastructure to support sports use of Council grounds that is consistent with peak bodies requirements and Australian Standards, and that protects community access. 9. To encourage clubs to take responsibility for the cost of utilities used, and to be more

environmentally sustainable. 10. To provide choice to residents seeking fitness and non-club sports, and manage use

fairly to protect the use of sports grounds. 11. To encourage casual sports use of grounds outside peak club times, and in suitable

locations. 12. To maximise the value and efficiency of running events. 13. To implement a booking and allocation system that seeks to maximise participation and

support sustainable use, is administratively efficient and can assist in planning and determining demand.

TASK ID TASK DURATION START DATE FINISH DATE COMMENT/STATUS1 Asset knowledge/Data 67 days 1/11/2010 8:00 1/02/2011 17:00

2 Asset Classification/hierarchy 10 days 1/11/2010 8:00 12/11/2010 17:00

3 Develop written asset hierarcy procedure 10 days 1/11/2010 8:00 12/11/2010 17:00 Partly Completed

4

Develop Asset Hierarchy for Transport assets. Asset staff to

review existing asset hierarchies and confirm suitability. 10 days 1/11/2010 8:00 12/11/2010 17:00 Partly Completed

5 Physical attributes and location 1 day 1/11/2010 8:00 1/11/2010 17:00

6

Review current asset location and attribute data for all assets

and obtain missing datawith target 98% coverage and 95%

confidence with data across all assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed with 100% coverage and 90% confidence

7 Operational/Maintenance Data 1 day 1/11/2010 8:00 1/11/2010 17:00

8

Identify activity types so that costs can be allocated against

individual Transport assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Service Specifications

9 Condition Data 67 days 1/11/2010 8:00 1/02/2011 17:00

10

Develop a written corporate procedure for uploading asset

condition data into Asset Management System. 67 days 1/11/2010 8:00 1/02/2011 17:00 BRS review for Transport assets still to be completed.

11

Develop a program of ongoing asset condition monitoring for all

assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Service Specifications.

12 Review existing asset condition assessment 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed Refer to AMP

13

Record asset condition data into an AM System on an ongoing

basis 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing progress

14 Performance and utilisation data 1 day 1/11/2010 8:00 1/11/2010 17:00

15

Develop a written corporate procedure for obtaining and

monitoring utilisation and performance data. 1 day 1/11/2010 8:00 1/11/2010 17:00 Refer to Service Specification and AMP

16 Collect and record utilisation data 1 day 1/11/2010 8:00 1/11/2010 17:00 N/A

17

Collect and record performace data for Transport assets against

defined service/ performace criteria. 1 day 1/11/2010 8:00 1/11/2010 17:00

Completed refer to AMP customer service survey results and

LOS table.

18 GIS/Spatial Data 1 day 1/11/2010 8:00 1/11/2010 17:00

19 Develop a written procedure for data capture for GIS. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Mobile data capture being investigated

20 Lifecycle cost data 1 day 1/11/2010 8:00 1/11/2010 17:00

21

Develop a written procedure for identifying and recording

lifecycle costs for all asset types. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

22 Ensure lifecycle cost data is accurately recorded and captured. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

23 Valuation, depreciation and effective life data 1 day 1/11/2010 8:00 1/11/2010 17:00

24

Develop written corporate procedure for the valuation and

depreciation of all asset classes to be based on asset condition 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Risk Management officer

25 Data processes/techniques 77 days 1/11/2010 8:00 15/02/2011 17:00

26 Asset identification/clarification processes 1 day 1/11/2010 8:00 1/11/2010 17:00

27 Ensure ID system for all assets is documented 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

28 Data capture strategies and processes 1 day 1/11/2010 8:00 1/11/2010 17:00

29

Develop written corporate procedure for asset data capture

including collection frequency and processes for data collection. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

30 Condition assessment processes/rating systems 1 day 1/11/2010 8:00 1/11/2010 17:00

31

Develop a corporate procedure for condition rating, including

guidelines on how assets are condition rated in each asset class. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Refer to AMP

PROGRESS CHART FOR CITY TRANSPORT ASSET MANAGEMENT PLAN AS OF 1 NOVEMBER 2010

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Text Box

Attachment 7.4 - Asset Management Improvement Plan

TASK ID TASK DURATION START DATE FINISH DATE COMMENT/STATUS


32 Carry out condition rating assessments in Transport assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing process

33 Performance and utilisation processes 1 day 1/11/2010 8:00 1/11/2010 17:00

34

Identify and document performance and utilisation measures for

Transport assets, taking Levels of Service into account 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

35 Asset GIS mapping systems 77 days 1/11/2010 8:00 15/02/2011 17:00

36

Document the procedure for linking assets in the GIS to the Asset

Management System 77 days 1/11/2010 8:00 15/02/2011 17:00

Partly Completed: Asset and Works still to be

implemented,Refer to GIS Staff

37 Asset handover procedures 66 days 1/11/2010 8:00 31/01/2011 17:00

38

Develop a written corporate procedure for the handover to

Council of developer, RTA and Council originated assets. 66 days 1/11/2010 8:00 31/01/2011 17:00 Partly completed ‐ Ongoing process

39 Data management processes 1 day 1/11/2010 8:00 1/11/2010 17:00

40

Document and detail responsibilities for asset data management

in all asset classes. Develop a written corporate policy for data

management practices to ensure the integrity and security of all

asset data. 1 day 1/11/2010 8:00 1/11/2010 17:00

Completed: Refer to Records Department Service

Specifications

41 Develop and introduce data validation and auditing procedures. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

42 Strategic Asset Planning Processes 66 days? 1/11/2010 8:00 31/01/2011 17:00

43 Levels of Service 66 days 1/11/2010 8:00 31/01/2011 17:00

44

Develop written corporate procedure on establishing, reviewing

and updating Levels of Service in 4 categories ‐ Section 94,

Statutory, Customer Services and Asset Performance. The Levels

of Service shall initially be based on existing service provision. 66 days 1/11/2010 8:00 31/01/2011 17:00 Partly Completed

45

Develop target performance levels in each asset class to ensure

levels of service will be achieved. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

46

Ensure that all levels of service and performance targets are

measureable and that monitoring systems are documented and

in place for all asset classes. 55 days 1/11/2010 8:00 14/01/2011 17:00 Partly Completed

47

Develop written asset condition strategy, taking Levels of Service

into account. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

48 Demand Forecasting 1 day 1/11/2010 8:00 1/11/2010 17:00

49

Document procedure for community customer research and

consultation on Levels of Service and performance targets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

50

Develop written corporate growth and demand forecast

strategy, including process for incorporation into forward

planning. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed Refer to Resource Strategy

51 Risk Management 1 day 1/11/2010 8:00 1/11/2010 17:00

52

Develop and implement risk analysis assessment procedures for

asset management, asset operations/maintenance management

and capital works planning/evaluation 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

53 Optimised decision making/predictive modelling 65 days 1/11/2010 8:00 28/01/2011 17:00

54

Develop and implement written corporate procedures for

Optimised Decision Making for all asset classes 65 days 1/11/2010 8:00 28/01/2011 17:00 Partly Completed: Prediction Models still to be developed

55 Lifecycle planning and funding projections 1 day 1/11/2010 8:00 1/11/2010 17:00



56

Undertake lifecycle planning for all Transport assets and develop

robust long term financial forecasts. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

57 Financial planning and capital investment 1 day? 1/11/2010 8:00 1/11/2010 17:00

58

Develop written corporate policy and procedure on financial

forecasting, taking operations and maintenance, Levels of

Service, demand forecasts and depreciation into account. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing improvement of forecasting model

59

Develop robust long term forecasts for all assets

includingfunding/revenue forecasts. 1 day? 1/11/2010 8:00 1/11/2010 17:00 Completed

60 Asset Capital processes 1 day 1/11/2010 8:00 1/11/2010 17:00

61

Review and develop and document existing capital works

prioritisation procedure 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

62

Identified Prioritise Capital Works Included in financial forecasts

and asset management plans 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

63 Asset Management Plans 1 day 1/11/2010 8:00 1/11/2010 17:00

64

First Cut Asset Management Plans to be prepared for City

Transport 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

65 Operations Maintenance and Work Processes 154 days 1/11/2010 8:00 2/06/2011 17:00

66 Maintenance Strategies 108 days 2/11/2010 8:00 31/03/2011 17:00

67

Exisitng operations and maintenance strategies to be

documented and strategies prepared where not in place.

Strategies updated to link to Levels of Service 108 days 2/11/2010 8:00 31/03/2011 17:00

68 Emergency Response Plans 1 day 1/11/2010 8:00 1/11/2010 17:00

69

Review existing emergency management/response and disaster

recovery plans and include in Asset Management Plans as

required. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

70 Contract Administration 109 days 1/11/2010 8:00 31/03/2011 17:00

71 Develop standard technical specifications for Transport assets 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

72

Review current contract administration and procurement

procedures. 108 days 2/11/2010 8:00 31/03/2011 17:00

73

Ensure performance requirements in contracts are linked to

Levels of Service and performance targets. 108 days 2/11/2010 8:00 31/03/2011 17:00

74 Maintenance management 1 day 1/11/2010 8:00 1/11/2010 17:00

75

Develop and implement internal and external service level

agreements to guide operations/maintenance service delivery. 1 day 1/11/2010 8:00 1/11/2010 17:00 Complete

76 Critical Assets 153 days 2/11/2010 8:00 2/06/2011 17:00

77

Identify critical assets from emergency management/disaster

recovery plans. 109 days 3/01/2011 8:00 2/06/2011 17:00

78

Develop written procedures for condition monitoring/inspection

systems for critical assets 44 days 2/11/2010 8:00 31/12/2010 17:00

79 Information Systems 152 days 1/11/2010 8:00 31/05/2011 17:00

80 Asset Register 1 day 1/11/2010 8:00 1/11/2010 17:00

81 Review asset registers/databases. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

82 Plans and Records 1 day 1/11/2010 8:00 1/11/2010 17:00

83 Develop and document a plans/records management system 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed



84 Works/Maintenance Management 108 days 2/11/2010 8:00 31/03/2011 17:00

85

Develop and implement asset management and maintenance

(AM&M) system for maintenance/works management and

managing transactions (inc. work orders, job costing, budget

management and cost allocation/tracking). 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed

86 GIS 129 days 2/11/2010 8:00 29/04/2011 17:00

87

Develop utilisation of spatial system for asset data and

information for Transport assets down to asset component level

as appropriate. 129 days 2/11/2010 8:00 29/04/2011 17:00 Partly Completed

88 Asset management system/modules 151 days 2/11/2010 8:00 31/05/2011 17:00

89

Develop and implement written asset rationalisation procedures

for Transport assets: include asset rationalisation consideration

in asset lifecycle planning. 151 days 2/11/2010 8:00 31/05/2011 17:00

90 Systems integration 108 days 2/11/2010 8:00 31/03/2011 17:00

91

Implement asset data and information, works orders and

financial system integration across all Transport assets 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed

92 System availability 1 day 1/11/2010 8:00 1/11/2010 17:00

93 Review system access and security arrangements 1 day 1/11/2010 8:00 1/11/2010 17:00 Ongoing Process

94

Provide system training and facilitate systems skills development

on an ongoing basis 1 day 1/11/2010 8:00 1/11/2010 17:00 Ongoing Process

95 Organisational/Commercial Context 7 days 1/11/2010 8:00 9/11/2010 17:00

96 Organisational strategy 1 day 1/11/2010 8:00 1/11/2010 17:00

97 Include AM focus in long term visions/strategies 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

98 Develop asset management strategy 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

99

Maintain corporate commitment to asset management including

infrastructure renewal focus and financial strategies and

programs. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

100 Asset management review/improvement 1 day 1/11/2010 8:00 1/11/2010 17:00

101

Develop AM status reporting processes for reporting to

management, corporate team and Council. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

102

Develop written corporate procedure for asset management

monitoring/reviews. 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed

103 Commercial tactics 1 day 1/11/2010 8:00 1/11/2010 17:00

104

Develop and implement basic asset management benchmarking

processes including industry and local regional Council

benchmarking. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

105 Corporate sponsorship/commitment 6 days 2/11/2010 8:00 9/11/2010 17:00

106

Ensure asset management has a strong corporate focus and

support: engage corporate team in asset management

development; inform and educate Councillors about asset

management 6 days 2/11/2010 8:00 9/11/2010 17:00 Partly Completed

107 AM roles and responsibilities 1 day 1/11/2010 8:00 1/11/2010 17:00

108 Review/clarify asset management roles/responsibilities 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

109 Training and awareness 1 day 1/11/2010 8:00 1/11/2010 17:00

110

AM training program devloped and implemented for AM staff

and support staff 1 day 1/11/2010 8:00 1/11/2010 17:00 Ongoing Process



111

AM awareness programs developed and implemented for

corporate team and elected representatives 1 day 1/11/2010 8:00 1/11/2010 17:00 Ongoing Process

TASK ID TASK DURATION START DATE FINISH DATE COMMENT/STATUS1 Asset knowledge/Data 67 days 1/11/2010 8:00 1/02/2011 17:00



4

Develop Asset Hierarchy for Drainage assets. Asset staff to



6





8


individual Drainage assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Service Specifications


10


condition data into Asset Management System. 67 days 1/11/2010 8:00 1/02/2011 17:00 BRS review for Drainage assets still to be completed.

11




13




15




17

Collect and record performace data for Drainage assets against



LOS table.




21





24


depreciation of all asset classes to be based on asset condition 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed





29




31



PROGRESS CHART FOR CITY DRAINAGE ASSET MANAGEMENT PLAN AS OF 1 NOVEMBER 2010



32 Carry out condition rating assessments in Drainage assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing process


34


Drainage assets, taking Levels of Service into account 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


36






38


Council of developer, RTA and Council originated assets. 66 days 1/11/2010 8:00 31/01/2011 17:00 Written procedure needs to be developed


40




asset data. 1 day 1/11/2010 8:00 1/11/2010 17:00


Specifications




44





45



46




47




49



50





52





54






56

Undertake lifecycle planning for all Drainage assets and develop


57 Financial planning and capital investment 1 day 1/11/2010 8:00 1/11/2010 17:00

58




59


includingfunding/revenue forecasts. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


61



62




64


Drainage 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed



67





69





71 Develop standard technical specifications for Drainage assets 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

72


procedures. 108 days 2/11/2010 8:00 31/03/2011 17:00

73




75




77



78











85





86 GIS 129 days 2/11/2010 8:00 29/04/2011 17:00

87


information for Drainage assets down to asset component level

as appropriate. 129 days 2/11/2010 8:00 29/04/2011 17:00 Partly Completed


89


for Drainage assets: include asset rationalisation consideration in

asset lifecycle planning. 151 days 2/11/2010 8:00 31/05/2011 17:00


91


financial system integration across all Drainage assets 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed



94







99





101



102




104





106








110





111



TASK ID TASK DURATION START DATE FINISH DATE COMMENT/STATUS1 Asset knowledge/Data 1 day 1/11/2010 8:00 1/11/2010 17:00

2 Asset Classification/hierarchy 1 day 1/11/2010 8:00 1/11/2010 17:00

3 Develop written asset hierarcy procedure 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

4

Develop Asset Hierarchy for Buildings assets. Asset staff to

review existing asset hierarchies and confirm suitability. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


6



confidence with data across all assets. 1 day 1/11/2010 8:00 1/11/2010 17:00

Completed with 100% coverage and 80% confidence. Further

Data capture is currently being implemented


8


individual Buildings assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Service Specifications

9 Condition Data 1 day 1/11/2010 8:00 1/11/2010 17:00

10


condition data into Asset Management System. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

11




13




15




17

Collect and record performace data for Buildings assets against



LOS table.




21





24







29




31



PROGRESS CHART FOR CITY BUILDINGS ASSET MANAGEMENT PLAN AS OF 1 NOVEMBER 2010



32 Carry out condition rating assessments in Buildings assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing process


34


Buildings assets, taking Levels of Service into account 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


36



Partly Completed: Asset and Works GIS linkage still to be



38


Council of developer, RTA and Council originated assets. 66 days 1/11/2010 8:00 31/01/2011 17:00 Partly Completed


40




asset data. 1 day 1/11/2010 8:00 1/11/2010 17:00


Specifications




44





45



46




47




49



50





52





54






56

Undertake lifecycle planning for all Buildings assets and develop


57 Financial planning and capital investment 1 day? 1/11/2010 8:00 1/11/2010 17:00

58




59


includingfunding/revenue forecasts. 1 day? 1/11/2010 8:00 1/11/2010 17:00 Completed


61



62




64


Buildings 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed



67





69





71 Develop standard technical specifications for Buildings assets 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

72


procedures. 108 days 2/11/2010 8:00 31/03/2011 17:00

73




75




77



78











85




management and cost allocation/tracking). 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing Process

86 GIS 129 days 2/11/2010 8:00 29/04/2011 17:00

87


information for Buildings assets down to asset component level

as appropriate. 1 day 1/11/2010 8:00 1/11/2010 17:00 Ongoing Process


89


for Buildings assets: include asset rationalisation consideration in

asset lifecycle planning. 151 days 2/11/2010 8:00 31/05/2011 17:00


91


financial system integration across all Buildings assets 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing Process



94







99





101



102




104





106








110





111



TASK ID TASK DURATION START DATE FINISH DATE COMMENT/STATUS1 Asset knowledge/Data 23 Days 1/11/2010 8:00 1/12/2010 17:00



4

Develop Asset Hierarchy for Plant and Fleet assets. Asset staff to



6





8


individual Plant and Fleet assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed refer to Service Specifications


10


condition data into Asset Management System. 23 days 1/11/2010 8:00 1/12/2010 17:00 System to be implemented

11




13




15


monitoring utilisation and performance data. 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed

16 Collect and record utilisation data 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed

17

Collect and record performace data for Plant and Fleet assets

against defined service/ performace criteria. 1 day 1/11/2010 8:00 1/11/2010 17:00


LOS table.




21





24







29




PROGRESS CHART FOR CITY PLANT AND FLEET ASSET MANAGEMENT PLAN AS OF 1 NOVEMBER 2010



31



32 Carry out condition rating assessments in Plant and Fleet assets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed: Ongoing process


34


Plant and Fleet assets, taking Levels of Service into account 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


36






38


Council of developer, RTA and Council originated assets. 66 days 1/11/2010 8:00 31/01/2011 17:00 Completed


40




asset data. 1 day 1/11/2010 8:00 1/11/2010 17:00


Specifications


42 Strategic Asset Planning Processes 66 days 1/11/2010 8:00 31/01/2011 17:00


44





45



46




47




49


consultation on Levels of Service and performance targets. 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed

50





52







54




56

Undertake lifecycle planning for all Plant and Fleet assets and

develop robust long term financial forecasts. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

57 Financial planning and capital investment 1 day 1/11/2010 8:00 1/11/2010 17:00

58




59


includingfunding/revenue forecasts. 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed


61


prioritisation procedure 1 day 1/11/2010 8:00 1/11/2010 17:00 N/A

62


and asset management plans 1 day 1/11/2010 8:00 1/11/2010 17:00 N/A


64

First Cut Asset Management Plans to be prepared for City Plant

and Fleet 1 day 1/11/2010 8:00 1/11/2010 17:00 Partly Completed



67





69





71

Develop standard technical specifications for Plant and Fleet

assets 1 day 1/11/2010 8:00 1/11/2010 17:00 Completed

72


procedures. 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed

73


Levels of Service and performance targets. 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed


75




77



78











85





86 GIS 129 days 2/11/2010 8:00 29/04/2011 17:00

87


information for Plant and Fleet assets down to asset component

level as appropriate. 129 days 2/11/2010 8:00 29/04/2011 17:00 Partly Completed


89


for Plant and Fleet assets: include asset rationalisation

consideration in asset lifecycle planning. 151 days 2/11/2010 8:00 31/05/2011 17:00


91


financial system integration across all Plant and Fleet assets 108 days 2/11/2010 8:00 31/03/2011 17:00 Partly Completed



94







99





101



102




104





106










110



111



p100221

Text Box

Attachment 8.1 - DLG Review Letter

76

Special Initiatives funded from 10-year Special Rate Variation granted in 2006:AREAS: Asset Renewal and Established Areas Strategy 77

Special Initiatives funded from 10-year Special Rate Variation granted in 2002:Enhanced Environmental Program (EEP) 91Community Safety and Neighbourhood Renewal 93Economic Development ~ Building Local Enterprises 94

Special Initiatives

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Text Box

Attachment 9.1 - Previous SRVs Programs

77

AREAS: Asset Renewal and Established Areas Strategy Council resolved to accelerate a range of initiatives in its 2006-07 Management Plan which are critical to achieving agreed strategic outcomes for the City and focus on areas where residents have been demanding special attention.

That focus is on increased investment in infrastructure renewal and public domain maintenance (including roads, buildings, graffiti removal and street cleaning as well as maintenance of the Penrith and St Marys CBDs) and programs addressing the needs of the City’s older areas.

As Council was unable to fund these special initiatives within current programs (without cutting other important services), application was made to the Minister for Local Government for a 5.2% special rate increase above the State Government allowed 3.6% rate-peg to fund this investment.

This was equivalent in 2006-07 to an additional $3.0 million in revenue. The Minister approved this increase for a period of 10 years (2006-2016) and funding will be allocated each year to the specified programs.

Overall, $4.9 million is allocated in 2010-11 to the special initiatives designated as AREAS: Asset Renewal and Established Areas Strategy. This funding increases in subsequent years. The following sections provide details on each of the initiatives to be undertaken and their funding as a component of Council’s overall budget.

SPECIAL INITIATIVES 2006-2016

Footpath construction, Saddington Street, St Marys

78

SPECIAL INITIATIVES 2006-2016Funding of Special Initiative Programs The additional cost of the enhanced programs was increased in the three budgets from 2007-08 to 2009-10 (Council’s previous 4-year Strategic Plan) as follows:

Increased Budget 2007-08 $’000

2008-09 $’000

2009-10 $’000

2010-11 $’000

Road Asset Renewal 1,453 1,976 2,045 2,098

Building Asset Renewal

650 850 880 903

Established Areas Revitalisation

1,711 1,783 1,845 1,894

Total Increased Budget

3,814 4,609 4,770 4,894

Funding for this strategy is by way of the special rate variation of 5.2% which commenced in 2006-07 and increased borrowings of $400,000 for three years from 2006-07.

In addition, additional borrowings will be sourced from 2008-09 to fund the bulk of the currently unfunded portion of the asset strategy as follows:

Additional funding to support AREAS

2006-07 $’000

2007-08 $’000

2008-09 $’000

2009-10 $’000

2010-11 $’000

Special Rate Increase (5.2% above rate pegging)

2,967 3,063 3,163 3,274 3,359

Additional Loan Borrowing (above current $2.8m program)

400 400 400 400 400

Proposed Asset Renewal borrowing from 2007-08

290 913 913 913

Total Additional Funding 3,367 3,753 4,476 4,587 4,672

In 2008-9 this initiative reached its full funding base level. In future years the ministerial rate increase will be applied to the special rate increase component. In 2010-11 the rate increase will be 2.6%.

79

ASSET RENEWAL PROGRAMSA key finding of the Independent Inquiry into the Financial Sustainability of NSW Local Government (the Percy Allan Inquiry) commissioned by the Local Government and Shires Associations is that most Councils are underspending on infrastructure renewal.

Studies commissioned by the Inquiry estimate that overall under-expenditure on infrastructure renewal by Local Government in NSW has been $400-$600 million per annum.

It would cost over $6.3 billion across NSW to restore these assets to a satisfactory condition.

A further $14.6 billion State wide is needed to replace existing assets over the next 15 years. These estimates do not take account of new infrastructure needs for a growing and shifting population.The findings of the Inquiry are in line with Penrith City Council’s established policy direction. Asset Management and Renewal is a major focus in Council’s Strategic Plan 2031.

Over several years funds have been committed for substantial increases in the maintenance of the City’s local road network, drainage, parks and open spaces and community buildings.

To ensure existing and acquired assets are brought to and maintained to an agreed standard fit for purpose these funding increases are insufficient. Council is responsible for the management and maintenance of an extensive range of civil infrastructure including roads, drainage systems, footpaths, cycle ways, car parks, kerbs and gutters, pedestrian laneways, road and pedestrian bridges, traffic facilities, line marking and signs.

A complete review of Council’s asset management systems, specification of service levels and audit of asset condition is well advanced, assisting Council to identify future requirements.

ROAD ASSET RENEWALCouncil’s largest civil asset to be maintained is the road pavement.

Council is responsible for over 1,024 km of local and regional roads (approximately 8.0 million square metres). The road network has increased in length by approximately 24 km since 2004.

Since 1994-1995, Council has increased funding for road maintenance, especially for preventative maintenance. Annual funding increased from $4.2 million in 1995-1996 to $8.1 million in 2004-2005. This significant increase was still not enough to prevent deterioration of the road network, although it resulted in a slowdown in the rate of deterioration.

Council’s Pavement Management System has ratings to determine the condition of the road pavement and to predict future conditions. A condition standard for road pavements has been determined. Modelling had identified a shortfall in resourcing for road pavements of $0.95 million to bring road pavements to specifications.

The Australian Road Research Board survey vehicle completed a survey of the City’s road network in 2005, and the results support Council’s commitment to increase resources for road assets to $10 million (in today’s dollars) per annum by June 2009. A

further road network survey was undertaken by Pavement Management Services (PMS) in mid 2009 that confirmed the current funding is now holding the overall road pavement condition of the network.

This increased funding has been phased in over four years (the first instalment was included in the 2005-06 Management Plan as a mark of Council’s commitment to this purpose).

Council’s decision to incorporate the Road Asset program into the Asset Renewal and Established Areas Strategy will ensure that the City’s local road network will be maintained at an acceptable standard without compromising other programs.

The increased Road Assets Program is also helping to address a substantial backlog of kerb and gutter repairs, which are predominately carried out in conjunction with road pavement.

The increased Road Assets Program is also helping to address a substantial backlog of kerb and gutter repairs, which are predominately carried out in conjunction with road pavement improvements.


80

Road Asset Renewal Funding Strategy 2006-2009

Funding Level 2005-06 Year Introduced Increase in Funding

New Funding Base 2008-09

Funding for 2010-11

2006-07 $950,000

$8.29m 2007-08 $503,000 $10.27m $10.39m

2008-09 $523,000

Road Assets program received an additional $53,174 funding in 2010-11 due to the 2.6% Ministerial increase on AREAS.


ROAD ASSET RENEWAL Cont’d

The increased Road Assets Program is also helping to address a substantial backlog of kerb and gutter repairs, which are predominately carried out in conjunction with road pavement improvements.

Road Asset Renewal Funding Strategy 2006-2009

Funding Level 2005-06 Year Introduced Increase in

Funding

New Funding Base

2008-09

Proposed Funding 2010-11

2006-07 $950,000

2007-08 $503,000 $8.29m

2008-09 $523,000

$10.27m

$10.39m

Road Assets program received an additional $53,174 funding in 2010-11 due to the 2.6% Ministerial increase on AREAS.

Road Pavement Condition Note: R to R = Federal Government’s Roads to Recovery Program

81

BUILDING ASSET RENEWALCouncil owns and operates a property portfolio of over 273 buildings with a replacement value of over $320 million. These community assets play a key role in the life of our City and local neighbourhoods.

A Building Asset Renewal Program is carried out annually, with funding in 2005-06 set at $650,000 per annum. Routine building maintenance is adequately provided for by Council, including provision for the impact of new buildings.

The latest data demonstrates that $1.5 million is required annually for asset renewal works over the next 10 years.

The graph below shows the cost of renewal works required over the next ten years, current funding levels and the ten year average funding level.

Under the AREAS initiative, an additional $500,000 was provided to this program in 2006-07 (bringing the total to $1,150,000).

The increased Building Asset Renewal Program provided for an additional $150,000 in 2007-08 (taking the program to $1.3 million), with a further increase in 2008-09 which achieved the required $1.5 million renewal budget.

Many City assets are aging and there is a lot of work being done to assess and program asset renewal needs into the future. This increased funding is necessary to meet the challenges of Asset Renewal and ensure that community facilities are provided at appropriate standards, fit for their contemporary purpose.

It is not possible within current resources without significant reduction in other capital programs or existing services.


BUILDING ASSET RENEWAL Council owns and operates a property portfolio of over 273 buildings with a replacement value of over $320 million. These community assets play a key role in the life of our City and local neighbourhoods. A Building Asset Renewal Program is carried out annually, with funding in 2005-06 set at $650,000 per annum. Routine building maintenance is adequately provided for by Council, including provision for the impact of new buildings. The latest data demonstrates that $1.5 million is required annually for asset renewal works over the next 10 years. The graph below shows the cost of renewal works required over the next ten years, current funding levels and the ten year average funding level.

Under the AREAS initiative, an additional $500,000 was provided to this program in 2006-07 (bringing the total to $1,150,000). The increased Building Asset Renewal Program provided for an additional $150,000 in 2007-08 (taking the program to $1.3 million), with a further increase in 2008-09 which achieved the required $1.5 million renewal budget. Many City assets are aging and there is a lot of work being done to assess and program asset renewal needs into the future. This increased funding is necessary to meet the challenges of Asset Renewal and ensure that community facilities are provided at appropriate standards, fit for their contemporary purpose. It is not possible within current resources without significant reduction in other capital programs or existing services.

82

SPECIAL INITIATIVES 2006-2016BUILDING ASSET RENEWAL FUNDING STRATEGY 2010-2014

Funding Level 2005-06 Year Introduced Increase in Funding


Funding for 2010-11

2006-07 $500,000

$650,000 2007-08 $150,000 $1,500,00 $1,552,624

2008-09 $200,000

Building Asset Renewal program received an additional $22,874 funding in 2010-11 due to the 2.6% Ministerial increase on AREAS.

The table below details the program delivery for the Building Asset Renewal Program for 2010-2011.

2010-11 Building Asset Renewal ProgramProgram Estimated Project CostAnnual Painting - various locations $176,481

Child Care Centres - various works $50,000

Civic Centre kitchen and toilet refurbishment $50,000

Erskine Park Community Centre floor refurbishment $40,000

Penrith Pool part-concourse replacement $50,000

Sporting amenities kitchen upgrades - various locations $180,000

St Marys Library and Offices air-conditioning replacement $450,143

University of 3rd Age - upgrade of amenities $46,000

Joan Sutherland Performing Arts Centre - upgrade of essential services to meet place of public entertainment requirements

$150,000

Ripples Gym Offices air-conditioning replacement (Subject to receipt of grant funding)

$260,000

TOTAL $1,552,624

83

ESTABLISHED AREAS STRATEGY The Established Areas Strategy comprises a range of programs for addressing current inequities and enhancing service delivery to and the amenity of the Established Areas of Penrith City. The elements include:

• Public Domain Maintenance

• Graffiti Management and Removal

• Neighbourhood Renewal Coordination

• Local Employment and Enterprise Programs

• Urban Design Enhancement

• Cultural Development

• Community Engagement

The overall aim of this initiative is to raise, where appropriate, the delivery of services, facilities and infrastructure for residents in established areas to a level commensurate with Penrith’s status of a Regional City.

BackgroundThe Metropolitan Strategy, City of Cities: A Plan for Sydney’s Growth, identified Penrith, along with Parramatta and Liverpool, as having the status of a regional city.

Penrith’s Urban Strategy includes the need to provide some 25,000 new homes to accommodate the City’s population growth over the next 25 years. It proposes that two-thirds of new homes, around 13,000 dwellings, would be built in the defined new urban areas. The remaining dwellings will be delivered in the established areas of the City.

Planning for New Release AreasA ‘Sustainability Blueprint’ has been developed to ensure proper development of new release areas, without imposing a significant long-term financial burden on Council.

The Sustainability Blueprint is a commitment to ensuring a higher quality of life for all, now and in the future, through economic growth, environmental protection and social equity. It includes equity of services for residents in these areas.

The development of socially sustainable, healthy and inclusive communities requires the integration of land use and access planning, social planning and community and cultural development strategies. A pleasant living environment and meeting spaces will encourage people of all ages to participate in passive and active recreation and leisure opportunities.

Equity for Established AreasThe balance of the estimated housing need, around 12,000 dwellings, is likely to be provided within the City’s established urban areas, including our centres. Established areas must receive equitable treatment and their fair share of facilities and services.

The population structure of Penrith City is tending to increase in the newer outer suburbs while significant areas in older suburbs have passed their growth phase and are losing population.

This has led in some instances to redevelopment in established areas that is not of the same standard required of new areas. Established areas deserve the same commitment to develop sustainable and harmonious communities expected by residents, Council and the Metropolitan Strategy.

The Established Areas Strategy initiatives range from physical infrastructure to social wellbeing and community engagement strategies. These initiatives support the community to identify and experience the positive benefits of redevelopment in their areas, address the issue of population change and bring enhanced coordination and responses to social issues, enliven meeting places and improve overall amenity.


84

Components of the program are:• Public Domain and CBD Maintenance – to

increase the level of maintenance and raise the amenity of the public domain across the City.

• Graffiti Management and Removal – to take leadership of this issue and provide a more comprehensive program of anti-graffiti measures.

• Neighbourhood Renewal Coordination – increasing the capacity of the Neighbourhood Renewal Program for communities identified as disadvantaged, adding new areas and partnerships.

• Employment and Enterprise Programs – providing opportunities and developing partnerships for increased locally based employment and job creation.

• Urban Design Enhancement – supporting high quality neighbourhood and housing design for established areas undergoing change and redevelopment

• Cultural Development – working with residents and local cultural organisations to create and reform places and spaces to reflect their local identity, making public spaces more appealing.

• Community Engagement – consulting with the community at a local level, listening to people who live, work or study in Penrith City and creating opportunities for positive partnerships.


85

PUBLIC DOMAIN MAINTENANCEThe Public Domain Maintenance Service continues to have a positive impact on the amenity of public spaces through the provision of a wide range of cleaning and maintenance functions to pedestrian laneways, local shopping centres, car parks, industrial areas and CBDs. The service also provides street sweeping in CBDs, industrial areas and selected local streets; litter and rubbish pickup throughout the City, cleaning of bus shelters and cleaning of public toilet facilities. The contract cleaning of the St Marys and Penrith CBDs has resulted in enhanced presentation and positive feedback from the community. This contract was re-tendered in September 2009 and a seamless transition has been achieved.

An additional Public Domain Maintenance Unit commenced in February 2009 and is concentrating on suburban Neighbourhood Centre precincts, including the recently completed Glenmore Park Child and Family Precinct and the refurbished St Marys Corner.

An additional toilet cleaning unit is also now in place providing additional toilet cleaning services across the City.

The enhanced Public Domain Maintenance Service aims to improve the amenity of public spaces through a higher level of detailed cleaning and minor maintenance of specific priority and high usage areas of the City.

A major aspect of this enhanced service is to negotiate with other Government agencies to reach agreement on the provision of agreed maintenance standards for their assets within the public domain.

This has been progressed through the development of a partnership with Integral Energy for graffiti removal and a partnership with RailCorp for a staged upgrading of the Jane Street Commuter Car Park. The Jane Street project also encompasses the Penrith Valley Community Safety Partnership as this project was as a result of a community Safety Audit conducted in the Penrith Railway Station precinct.

The scope of the City’s public domain to be maintained include:

• Footway and roadway cleaning, including litter control for over 1,022 kms of roads and 2,020 kms of footways.

• Laneway maintenance (262 sites), including mowing, litter control and barrier and bollard maintenance.

• Car park cleaning (161 sites), including sweeping, litter control and minor landscaping maintenance.

• Maintenance of local shopping centres (19 locations) including litter removal, grass cutting, graffiti removal and cleaning of street furniture.

• Street furniture cleaning including seats, rubbish bins and signage.

• Bus shelter cleaning (196 shelters), including seats and bins.

• CBD cleaning (Penrith City Centre and St Marys Town Centre), including footpath sweeping and cleaning, street furniture cleaning and minor landscaping maintenance by specialised contract.

Public Domain Funding

Funding Level 2005-06 Increase in Funding in 2006-07


Funding for 2010-11

$2.4m $850,000 $3.25m $3.38m

Public Domain Maintenance received an additional $24,717 funding in 2010- 11 due to the 2.6% Ministerial increase on AREAS.


86

GRAFFITI MANAGEMENT AND REMOVALThe City-wide Graffiti Minimisation Strategy continues to be implemented to address graffiti across the City.

There are three key elements to the strategy and they include:

• Education

• Prevention

• Removal (prompt removal is identified as critical)

Graffiti removal continues from public and private property which is accessible from public space. Removal efforts continue to concentrate on graffiti reported to Council through the graffiti removal hotline (free call) 1800 022 182 and the on-line reporting service.

Graffiti Removal Information Kits are distributed to the community to support their own graffiti removal efforts and Graffiti Hotline cards continue to be distributed to encourage community reporting of graffiti to the Hotline.

Educational efforts are being progressed through the delivery of the Warner Group Graffiti Education Program and this is further discussed under Community Safety & Neighbourhood Renewal.

Also included in the Graffiti minimisation strategy is the implementation of preventative strategies to reduce graffiti. This involves “greenscreening” of large expanses of colour bond fencing across the local government area. A substantial green screening project will be conducted in Lukes Lane, St Clair over the next two years. The project involves the planting of suitable vegetation along fences in the reserve to deter incidents of graffiti and other forms of malicious damage at this location.

Council also seeks to be supportive of graffiti minimisations strategies undertaken by other levels of government and will support and participate in future Keep Australia Beautiful graffiti removal initiatives.

Funding Level 2005-06 Increase in Funding in 2006-07


Funding for 2010-11

$411,500 $250,000 $661,500 $698,377

Graffiti removal received an additional $7,270 funding in 2010-11 due to the 2.6% Ministerial increase on AREAS.

YOUTH NEEDS INITIATIVEThe program for the prompt removal of all graffiti effectively linked to education and prevention elements should result over time in a reduction in cost for graffiti removal. These savings are anticipated to be identified towards the second half of the ten year program. It is intended that any such savings should be allocated to an increased response to the needs of young people in the City, through a range of initiatives, which will be developed with consultation.


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NEIGHBOURHOOD RENEWAL COORDINATIONThis initiative is working to considerably enhance, expand and build on the success of the Neighbourhood Renewal Program in North St Marys, Cranebrook and Cambridge Park/Werrington. It is leading partnerships for improved service delivery in areas or localities across the City that are identified as disadvantaged.

This element of the Established Areas Strategy will deliver:

• Effective responses to priority local concerns by coordinating Council and partner resources.

• Programs and activities for young people in conjunction with schools and local services.

• Family and children’s support programs that are developed and run with local services.

• A variety of micro project activities including community ‘Open Days’, literacy development programs, cultural and sporting activities held in conjunction with school fetes or other local events.

• The Magnetic Places Community Cultural Grants program that supports place making and activation of local meeting places.

The Neighbourhood Renewal Coordination element is allocated $150,322 in 2010-11.

LOCAL EMPLOYMENT AND ENTERPRISEThis initiative is developing partnerships with local employment and training providers to secure opportunities for employment and training programs at a local level. Some established areas of the City have lower than average workforce participation, contributing to complex social issues and entrenched disadvantage.

This element of the Established Areas Program will deliver:

• Initiatives to support older people who may have been retrenched or are looking to re-enter the workforce.

• Participation by TAFE, UWS and job placement providers at neighbourhood open days.

• Support for initiatives that enhance employment and training opportunities for young people and residents from Aboriginal and Torres Strait Islander backgrounds.

• Advocacy for infrastructure for home business opportunities and support for the viability of local shops and businesses.

• Support for residents to access computer resources and the Internet.


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URBAN DESIGN ENHANCEMENTThe key focus for this program is to ensure quality built outcomes in areas going through redevelopment and change, by preparing and implementing detailed neighbourhood, or precinct, plans. Local communities will experience the benefits of a more focused neighbourhood planning process.

The urban design work is focusing on areas where redevelopment is taking place, such as Oxley Park, and where the potential for future redevelopment is identified through the State Government’s Metropolitan Strategy and draft North West Sub Regional Plan.

The Urban Design program has, to date, concentrated on delivering a more detailed level of precinct plans for the Penrith City Centre and St Marys Town Centre, to ensure residential and mixed use developments reinforce the qualities and character of the Centres. Council’s Urban Strategy process has now being finalized and will inform and guide the preparation of precinct plans for the City’s growing local centres.


• Neighbourhood plans that identify required infrastructure and facilities, providing a basis for a funding mechanism or plan.

• Future developments that better reflect the character of each neighbourhood.

• A development template that manages incremental redevelopment over time.

• Certainty for developers and residents about the desired character and form of development in their neighbourhoods.

The Urban Design element is allocated $150,322 in 2010-11.

CULTURAL DEVELOPMENTA key focus of this program is to address the vitality of many of our public spaces and facilities, benefiting all established areas of the City. Cultural development will be supported by policy and planning tools that will encourage arts initiatives at a local level.

The Cultural Development initiative supports people gathering in local meeting places and foster creativity in the design of a range of every day objects such as street furniture, bus shelters and other ‘public space’. It works with cultural organisations and artists to support projects that promote local identity and place making.


• Outreach programs by the City’s principal cultural facilities at a local neighbourhood level.

• Engagement of children and families in the design of play grounds and parks.

• Creative projects that enhance the engagement of local residents in identifying local strengths and opportunities.

• Support for local artists and cultural organisations through training and small grants initiatives.

• Consultation with residents to identify ‘character’ places in each area, recording and interpreting that character and incorporating it into parks, meeting places and the public domain.

The Cultural Development element is allocated $107,866 in 2010-11.


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COMMUNITY ENGAGEMENTThis program will benefit all established areas of the City and underpins all the other elements of the Established Areas Strategy, involving residents in developing local solutions to local issues.

The Community Engagement initiative is an opportunity for Council to strengthen its partnership with residents to make the City a better place to live, work and play. This element of the Established Areas Strategy will deliver:

• Council’s objectives for broader community engagement in the 2031 Strategic Plan.

• Increased civic engagement and participation at a local level.

• Regular opportunities for local residents to contribute to and influence solutions to issues that affect local neighbourhoods.

• Developing Neighbourhood Action Plans for identified communities.

• Outcomes responsive to local neighbourhood concerns.

The Community Engagement element is allocated $125,077 in 2010-11.


Kingswood Park Family Day

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Commencing with the 2002-2003 Management Plan, Council identified a need to accelerate three special programs which are critical to achieving agreed strategic outcomes for the City:

Enhanced Environmental Program (EEP)

Community Safety and Neighbourhood Renewal Program

Enhanced Economic Development and Tourism (Building Local Enterprises)As Council was otherwise unable to fund these special initiatives within its current capacity, following consultation with the community an application was made to the Minister for Local Government for approval to fund the programs by way of an additional rate increase of 4.8% (indexed annually and equivalent to an additional $2.84 million in 2010-11).

The Minister granted approval for this rate increase for a period of 10 years to fund these programs.

The progress of each Special Initiative program is reported in Council’s Annual Report and community reporting.

The following sections provide details on the background and proposed activity in each of these special initiatives in the seventh year of the programs


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ENHANCED ENVIRONMENTAL PROGRAM (EEP)This will be the ninth year of the special initiative program to address the health of the Hawkesbury-Nepean Catchment and the sustainability of the City. Council’s program has been structured to align with the Hawkesbury Lower Nepean Catchment Blueprint.

This is a strategic document developed by the Hawkesbury Nepean Catchment Management Authority that takes a ‘whole of catchment’ approach to the management of natural resources.

The program is also targeted to deliver the Sustainable Penrith Strategy and action plan which is Council’s platform for a sustainable future for the City. The program aims to integrate sustainability principles into all Council operations and encourage sustainable practices among the City’s communities.

Many sustainability initiatives are funded through the program including education programs, water conservation projects, energy conservation and greenhouse initiatives and partnerships.

The Enhanced Environmental Program has elements that are both capital (construction works) and non-capital (studies, monitoring/auditing programs, educational). Funding is drawn from the ten-year special rate rise approved by the Minister from 2002-03, which is indexed annually. The allocation in 2009-10 is $2.2 million. The program for 2009-10 has been structured to progress the work that has been undertaken in the earlier years of the program.

Funds have been allocated to implementing the Plans of Management for some of Council’s Bushland reserves that were previously developed.

This in particular incorporates bush regeneration work by Council’s Bushland Management Team and by additional contractors. Additional resources are also provided to support the work of the Bushcare volunteer program.

Structures will continue to be installed to trap litter and improve the quality of stormwater before it enters creeks and rivers. The location of these gross pollutant traps will be based on detailed audits of the catchments to identify where they are most needed. Additional cleaning and maintenance of existing gross pollutant traps will continue to be enhanced to ensure that they are performing at an optimal level. (see photo below)

Detailed water health monitoring will continue with the aim of ensuring the safety of the river at key recreational sites and also to identify any short term and long term pollution issues. This monitoring will be supplemented by environmental audits of industrial and commercial premises to ensure that pollution is prevented or appropriately managed on these sites.

Council’s rural areas are also being addressed with the continuation of the Sustainable Agriculture project. This will provide direction to achieve better outcomes for rural industries as well as reducing the impacts on the health of the river.

The following table provides a complete list of the projects to be carried out in the Enhanced Environmental Program in 2010-11 The projects are also listed in various sections of the Capital and Operating Projects listings in Part B of the Management Plan.


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EEP Project Description 2010-2011Project

$Recurrent

$Stormwater Infrastructure Projects- Various Sites 417,125

Catchment Audit Team 115,280

# Release Area Resourcing 416,872

Promote Sustainable Agriculture Initiatives 44,101

Water Health Monitoring Program 35,000

Community Marketing Program 70,000

Audit Industrial, Commercial & Agricultural Activities 113,277

World Environment Day 5,000

Enhanced Support Clean-up Australia Day 4,000

Sustainability Education Program 100,000

Sustainability Partnerships & Reporting * 25,000

Sustainability Programs & Research 265,936

Sustainable Design Advisor

Enhanced Bush and Land care 25,000

Control of Aquatic Plants 5,000

Implement Plans of Management for Community Bushland Reserves 158,990

River Road Implementation POM 35,000

Green Waste Processing for Reuse 20,000

Penrith CBD Traffic Study #* 84,000

Rehabilitation Jamison Creek Stage 2 * 20,000

Biodiversity Strategy 20,000

Maintenance of EEP Infrastructure 319,254

Total 1,979,581 319,254

Combined Total 2,298,835

Total EEP Funding 2,298,835

# Project has additional funding from General Revenue 495,870

* Project has additional funding from:

Grant and Contribution Reserves 27,001

Combined Total 2,821,706


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COMMUNITY SAFETY & NEIGHBOURHOOD RENEWAL

Community SafetyA number of Community Safety strategies will continue to be progressed under the Penrith Valley Community Safety Plan 2007-2011. Major initiatives include the following programs and projects that are outlined below.

Community Safety staff continue to provide support to the Nepean Domestic Violence Network by hosting and facilitating regular monthly meetings and supporting various initiatives and events.

Council was successful is receiving grant funding under the Department of Community Services Area Assistance Scheme (AAS) to coordinate the Domestic Violence Resource project. The overall aim of the project is to build the capacity of the non government sector to support the delivery of an integrated approach to domestic and family violence in the Penrith LGA.

The City Wide Graffiti Minimisation strategy is a project of the community safety plan and a major component of the strategy is the delivery of an education program to year 5/6 and year 8 students. This educational component of the strategy involves interactive role play presentations delivered to students, encouraging them to consider the consequences of graffiti and tagging and how it impacts on the amenity of local communities. The performances also explore the different consequences of getting involved in illegal tagging, as compared with choosing to pursue other constructive avenues for self expression.

Regular lighting inspections will continue to be conducted as a result of customer requests, Community Safety Audits and night audits. Integral Energy provides designs and estimates for upgrades when deemed necessary. Regular coordination meetings are held between Council and Integral Energy to monitor the progress of lighting upgrade requests.

The City’s pedestrian laneways continue to be reviewed with a focus on those laneways experiencing crime and antisocial behaviour. A number of laneways will also undergoing upgrades with the installation of new style bollards and improved lighting to enhance user safety and minimise illegitimate uses.

The community safety program will also continue to monitor the need for Alcohol Free locations across the City under the Alcohol Free Pubic Spaces Policy. A list of Alcohol Free Public Spaces are included on the Community Safety Pages of Council’s web site at www.penrithcity.nsw.gov.au.

A “plate Safe” program, funded by the NSW Attorney General’s Department is to be implemented in 2010. The project involves the fitting of anti-theft number plate screws to vehicles over a number of sessions at advertised car parks in the LGA. The project is a Penrith Valley Community Safety Partnership initiative supported by St Marys and Penrith Police.

Neighbourhood Renewal

Local Shopping Strip Improvement Program

This part of the Neighbourhood Renewal Program concentrates on the enhancement and maintenance of the physical infrastructure within the established areas of the City, concentrating on local shopping strip precincts with Public Domain Maintenance Teams and graffiti removal resources continuing to maintain local shopping strips across the City.

Special Initiative Funding

In addition to Council’s already substantial allocations for these and closely-related purposes, funding for the Community Safety and Neighbourhood renewal program is drawn from the ten year special rate rise approved by the Minister from 2002-03, which is indexed annually. The allocation from this source in 2010-11 is $325,707 giving a total allocation for the Community Safety & Neighbourhood Renewal Program of $651,414.


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ECONOMIC DEVELOPMENT ~ BUILDING LOCAL ENTERPRISES Council recognises the need to actively attract investment and employment to the City and has a range of programs in place to promote Penrith as a great place to do business. In the past two years, Council’s economic development activities have been restructured to streamline these endeavours and to drive growth and attract investment in the City.

The City’s first Economic Development Committee was formed in 1988 as a committee of Council. A review in 2001 saw the creation of an independent ratepayer-funded entity, the Penrith Valley Economic Development Corporation, which began operations in January 2003 and was incorporated in December 2003. As requested by the Penrith business community, the entity was funded through this special rate initiative. In 2007, as a result of an independent study, Council conducted a further review to streamline its economic development functions with a focus on job creation and promoting its Regional City status. The review received widespread community support and resulted in the reconstitution of the PVEDC in 2008-2009.

The new entity, now known as the Penrith Business Alliance (PBA) merges the functions of the PVEDC (enterprise development) and Council’s Economic Development Department (investment attraction and employment generation) into one organisation. It is external to Council and is led by the business community. The Board of 14 members is drawn from industry, business, the community and Council.

The PBA’s Strategic Plan focuses on 6 strategic imperatives required to attract the investment and employment opportunities necessary to promote the growth of Penrith as a Regional City:

• Establish and market Penrith Business Alliance as the first port of call for investment and development in the Penrith Valley Region

• Promote the region’s differential advantages (lifestyle, employment and business opportunities)

• Proactively influence government and its agencies to invest in the region

• Assist businesses to invest and become established in the region

• Actively assist businesses to remain and grow in the region

• Provide high-level, expert advice to Penrith City Council on matters impacting on economic development and job creation.

Council provides funding to the PBA when it has considered and endorsed the PBA’s Strategic Plan and proposed annual Business Plan. The PBA must also provide Council with a performance report each year, highlighting the key achievements of, and challenges for, the Alliance.

Funding for the Penrith Business Alliance is drawn from the ten year special rate rise approved by the Minister from 2002-03, which is indexed annually. The allocation from this source in 2010-11 is $297,049, giving a total allocation for the Penrith Business Alliance of $624,309.


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Statutory ReportThe following information is provided in response to statutory requirements. The Statutory Report addresses the elements of the Council’s Charter set out in Section 8 of the Local Government Act 1993. Where appropriate, further details are provided in other sections of this Annual Report or in the electronic version of this report as indicated.

Local Government Act 1993 and Local Government (General) Regulation 2005

References to ‘section’ refer to the Local Government Act 1993 No. 30. References to ‘clause’ refer to the Local Government (General) Regulation 2005.

Council’s general reporting requirements are contained in section 428 of the Local Government Act 1993 and clause 217 of the Local Government (General) Regulation 2005. This legislation has been amended as a consequence of the Local Government (Planning and Reporting) Act 2009 and the Local Government (General) Amendment (Planning and Reporting) Regulation 2009.

Council has been informed by the Deputy Director General (Local Government), Division of Local Government that the annual reporting requirements that were in the Act prior to the amendments (which started on 1 October 2009) continue to apply until Council has started to operate under the new planning and reporting requirements.

As Council is required to operate under the new provisions from 1 July 2010, this Statutory Report and the references to ‘sections’ and ‘clauses’ is based on the previous legislation and reporting requirements.

Audited financial reports and rates and charges written off(section 428(2)(a) and clause 132)

For a summary of Council’s Financial Statements see page 92. For Council’s complete audited financial statements and auditor’s report as well as details of rates and charges written off, click here

Comparison of actual performance against projected performance and reasons for any difference(section 428(2)(b))

Council provides 48 external and internal services. Of these, three are operated as controlled entities and have separate reporting requirements. A summary of the overall performance of the remaining 45 services against defined requirements of the 2009-10 Operational Plan is provided in our Performance Report pages 67-79.

Further details of Council’s performance against the 2009-10 Operational Plan are provided in the report available on Council’s website. To view the Plan click here

Special Rate Variation Initiatives(section 508(2) and section 508A)

Council is required to report to the community on the special initiative programs that are funded from special rate variations approved by the Minister for Local Government. Reporting is regularly carried out through Operational Plan performance reports as well as community newsletters and special media.

Full details of the special initiatives undertaken for the City in 2009-10 can be found in Council’s 2009-10 Operational Plan, available on Council’s website.

Special Initiatives 2002-12

In 2002, Council – with the support of the community – successfully applied to the Minister for Local Government for a special rate variation. The variation was needed to provide additional funding and resources for three key environmental, social and economic initiatives. This reporting year was the eighth of the 10-year special rate variation for the Enhanced Environmental Program, Community Safety and Neighbourhood Renewal Program and Economic Development and Tourism initiatives.

http://www.penrithcity.nsw.gov.au/index.asp?id=6867


p100048

Text Box

Attachment 9.2 - Performance Reports on previous SRVs

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• Enhanced Environmental Program The Enhanced Environmental Program funds projects to improve the quality of rivers and creeks, protect and regenerate native plants and animals and support the environmental education of our community, helping us to live more sustainably. The program continues under the supervision of a steering committee that monitors progress and allocates funds for appropriate projects to meet the program’s objectives each year. The special initiative allocation to this program in 2009-10 was $2.41 million.

• Community Safety and Neighbourhood Renewal ProgramThis initiative provides additional resources to address community safety and neighbourhood renewal projects. The special initiative allocation to this program in 2009-10 was $317,453.

• Economic Development and Tourism Initiatives This initiative provides funding support to the Penrith Valley Economic Development Corporation for local business and employment development. The special initiative allocation to this program in 2009-10 was $289,521.

Special Initiatives 2006-16

In 2006, Council – again with the support of the community – successfully applied to the Minister for Local Government for a special rate variation to implement the Asset Renewal and Established Areas Strategy. The Strategy aims to increase investment in infrastructure renewal and public domain maintenance (including roads, buildings, graffiti removal and street cleaning as well as maintenance of the Penrith City Centre and St Marys Town Centre) and programs addressing the needs of the City’s older areas.

• Road Asset Renewal Council is responsible for around eight million square metres of road pavement. The road asset renewal program aims to ensure that the City’s local road network is maintained at an acceptable standard without compromising other programs. The special initiative allocation to this program in 2009-10 was $2.045 million.

• Building Asset Renewal This program provides for the replacement or refurbishment of major building components such as plant, roofing, floor coverings and paintwork. The special initiative allocation to this program in 2009-10 was $880,000.

• Established Areas Revitalisation The aim of the established areas revitalisation program is to raise, where appropriate, the delivery of services, facilities and infrastructure for residents in established areas to a level matching Penrith’s status as a Regional City. The special initiative allocation to this program in 2009-10 was $1.845 million.

State of the Environment(section 428(2)(c) and clauses 218-226)

State of the Environment Themes

Section Page Number

Air Liveable 54 and Online 2

Land Leading, Green, Sustainability, Performance 37, 38, 48, 54, 63-65, 78 and Online 2

Noise Highlights, Green, Liveable, Sustainability, Performance

14, 45-47, 50, 54, 64, 65, 72-74 and Online 3

Biodiversity Highlights, Leading, Green, Vibrant, Sustainability, Performance

12, 38, 45-48, 50, 59, 63-65, 72, 74, 78 and Online 1, 3

Waste Our City, Leading, Opportunities, Green, Liveable, Sustainability, Performance

2, 36, 38, 40-42, 44, 46, 47, 50, 54, 64, 72, 75 and Online 3

Water About Us, Highlights, Opportunities, Green, Liveable, Sustainability, Performance

9, 12, 43, 47-50, 52, 63-65, 79 and Online 1

Aboriginal Heritage Liveable, Vibrant, Performance 54, 59, 69 and Statutory Online 4

Non-Aboriginal Heritage Highlights, Sustainability 11, 13, 57-59 and Statutory Online 4 & 5, Online 2

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Condition of Public Works(section 428(2)(d))

Public Buildings

Site Condition at end of 30 June 2010 (see note)

Once off estimated cost to bring to

satisfactory standard ($’000 value)

Estimate annual cost to maintain

standard ($’000 value)

Maintenance Program for 2009-10 ‘000

Council Offices 2 800 620 1,178

Works Depot 5 500 290 60

Halls 5 1,500 25 48

Houses 7 -- 10 --

Other Cultural 3 400 30 65

Library 2 300 15 17

Childcare Centres 5 900 220 318

Art Gallery 6 225 25 23

Amenities/Toilets 6 1,400 120 190

Public Order (RFS/SES) 5 70 23 21

Sporting Ground Buildings 6 1,000 200 127

Community Buildings 5 500 75 748

Transport Buildings 5 130 55 42

Business and Tourism 4 5 -- 8

Note: The scale used to assess condition ranges from 1 to 10.

1 – Excellent condition, 5 – Satisfactory standard, 10 – Requires extensive rehabilitation

Public Roads

Site Condition at end of 30 June 2010

Once off estimated cost to bring to

satisfactory standard ($’000 value)



Maintenance Program for 2009-

10 ‘000

Urban roads local

Pavement reconstruction, rehabilitation, resealing, kerb

and gutter reconstruction works required

23,000 9,000 7431

Local roads unsealed – rural

Satisfactory 60 20 57

Local roads – rural

Pavement reconstruction,

rehabilitation and resealing works

required

10,000 1,100 1228

Regional roads Pavement reconstruction,


required

5,000 1,000 938

Concrete bridges Satisfactory 210 210 19

Timber bridges N/A N/A N/A N/A

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Footpaving Reconstruction and removal of trip

hazards, cracked concrete

4,900 850 483

Car parks Pavement reconstruction,


required

900 420 301

Traffic facilities (include signs, linemarking, roundabouts, crossings)

Satisfactory 820 820 675

Drainage Works

Site Condition at end of 30 June 2010

Once off estimated cost to bring

to satisfactory standard

($’000 value)



Maintenance Program for 2009-

10 ‘000

Drainage Assets Pipes satisfactory. Pit improvements

required.

350 950 1329

Legal Proceedings(section 428(2)(e))

The following table provides an overview of the court matters dealt with by Council during 2009-2010. These figures relate to actions taken by Council against other individuals or organisations. There were no fines or sanctions imposed on Council in 2009-10. Further summaries of progress or outcome of each legal proceeding can be viewed in our supplementary statutory information

Council’s external legal expenses were lower than in the previous year - $435,082 in 2009-10 compared to $632,456 in 2008-09. Details of internal legal expenses can be viewed in our supplementary statutory information

Court Matters Number Cost

Matters ongoing from previous years in the land and Environment Court 3 $231,449

New matters in the Land and Environment Court 5 $84,906

Matters ongoing from previous years in the Court of Appeal 1 $19,353

Local Court matters 13 $4,625

Cost quoted are the costs incurred on those matters within 2009-10 only

A summary of Council’s legal expenses and monies recovered are provided in the table below.

Expenses/Recovered Monies Value

External Legal Expenses $435,082

Internal Legal Expenses $361,584

Recovered Cost Orders $263,426

Recovered Fines $3,115



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Mayoral and Councillor Fees, Expenses and Facilities(section 428(2)(f) and clause 217(1)(a1))

The total amount of fees paid to the Mayor and Councillors for the year was $418,641. Councillors received a fee of $23,250, with the Mayor and Deputy Mayor receiving an additional fee of $54,200 and $13,550 respectively.

Council has a Policy on the Payment of Expenses and Provision of Facilities to the Mayor, Deputy Mayor and Councillors. A copy of the policy is available for public inspection at Council’s offices or online

The total amount spent on the provision of Councillor facilities and payment of Councillor expenses for the year was $87,757. This includes:

Expense Cost

Dedicated office equipment $7,375

Telephone calls $12,495

Conferences and seminars $38,150

Training and skill development $1,500

Interstate visits $22,914

Overseas visits $3,273

Expenses of spouses, partners or accompanying persons Nil

Child care $5,323

Senior Staff(section 428(2)(g) and clause 217(1)(b))

Council has a management structure consisting of a General Manager and two Directors (one of whom is the Chief Financial Officer), supported by eight Group Managers. See page 22.

As at 30 June 2010 the remuneration packages (including salary, motor vehicle and superannuation) for the designated senior staff positions in 2009-10 were:

Position Remuneration

General Manager $285,250

Director – Chief Financial Officer $221,250

Director $221,250

Overseas Visits(section 428(2)(r) and clause 217(1)(a))

Date Location Purpose Attended By

June 2010 Xicheng District, Beijing, China

International Sister City Community Construction Seminar

Costs met by the Xicheng District Government based on economy airfares – Council met the difference between economy and premium economy airfares.

Mayor

Community & Cultural Development Manager

http://www.penrithcity.nsw.gov.au/index.asp?id=339#Fees

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Contracts awarded for amounts greater than $150,000(section 428(2)(h))

Tender Arrangements General

Contracts awarded and payments in excess of $150,000 including GST made subsequent to the calling of formal tenders are outlined in the following table

Contractor Goods / Services supplied Value of contracts awarded 2009-10

($’000 value)

Current year

payments ($’000 value)

Allards Plant Hire Pty Ltd Plant Hire Various 169 134

All In Good Taste Catering by Italia P/L

Catering Services 234

Amazon Cleaning & Security Pty Ltd

Public domain cleaning 156

Avante Line marking Road line marking services 343

B G Enterprises (NSW) Pty Ltd General building works 232

Burton Contractors Pty Ltd Lenore Drive Erskine Park roadworks 2,564 1,198

Camden Soil Mix Pty Ltd Quarry products Various unit rates 178

Cardno (NSW) Pty Ltd Overland Flow Flood Studies 262

Conplant Pty Ltd Plant Hire Various 180

Corporate Commercial Facilities CBD Cleaning 739 271

Crest Air Conditioning Supply & Installation of Air Conditioning equipment-Ripples

523

Connect Infrastructure Pty Ltd Supply & Installation of Public Domain Street Lighting

349 349

Denham Constructions Pty Ltd Glenmore Park Child & Family Precinct new Construction

6,088 6,030

Devcon Civil Pty Ltd Footpath paving new installation 1,156

Electra Lift Company Pty Limited Elevator refurbishment 422 250

Gledhill Constructions Pty Ltd Two storey office building St Marys 4,586

Greening Australia NSW Ropes & South Creek 846

Hawkesbury City Council Animal Pound Services 159

Hi-Quality Group Bulk Materials 384

HIX Management Pty Ltd Electrical Services 1,224

KODI CIVIL PTY LTD Kerbing handwork & footpath restoration

355

L J Follington Constructions Pty Ltd

Grave digging 184

Metal Fencing Specialists Fence Supply & Install 689 689

M S St Clair Building Consultants General building works 292

Nepean Regional Security Pty Limited

Security Services main office and gates 445

Orbital Traffic Management Aust. Pty Ltd

Traffic Control 575

Optus Billing Services Pty Ltd Mobile phone services 155

SITA Environmental Solutions Residual Waste & Organic waste, collecting & organic waste processing

11,061

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DLA Phillips Fox Legal Services 151

Piekar Comm Services Various building trade services 242

Programmed Maintenance Services Ltd

General painting & decorating, timberwork staining & coating

290

Projectcorp Australia Pty Ltd St Marys memorial hall 4,950

Raygal Pty Ltd Plant hire various Various unit rates 175

Remondis Pty Ltd ( Australia) Effluent waste collection & disposal (10 yrs)

870

Rocla Pipeline Products Concrete pipes & culverts Various unit rates 179

Schwarze Industries Australia Pty Ltd

Dual control suction street sweeper Various unit rates 289

SRS Roads Pty Ltd Sprayed Bituminous Surfacing - (SBS) 675

SPT Telecommunications Pty Ltd (Soul) Soul

Data services 282

Star Property Maintenance Pty Ltd Ground & Lawn Maintenance 172 86

Trisley Hydraulic Services Pty Ltd Supply and install of pool water heating equipment

349 593

Technology One Business Systems 580

Telstra Corporation Limited Master

Fixed voice services 214

Total Cleaning Services Cleaning services at child care centres 928 367

Visy Recycling Recycling Collections (10 yrs) 1,643

WSN Environmental Solutions Domestic garbage and other waste processing

3,917

Westco Building Consultants Pty Ltd

General building maintenance 1,624

Wundaguard Graffiti removal services 196

Zenith Interiors (NSW) Pty Ltd Supply & installation of office work stations

601 557

Purchase under arrangements made by umbrella organisations

The following payments in excess of $150,000 were made on contracts implemented by umbrella organisations. These included State Government contracts implemented by Department of Commerce, Federal Government contracts, Local Government and Shires Association and Western Sydney Regional Organisation of Councils (WSROC).

Contractor Goods / Services supplied Value of contracts awarded $’000

AGL Sales Pty Limited Electricity small sites / gas supply 422

Australia Post Postal Services 257

Bakers Construction & Industrial Miscellaneous stores and hardware 447

Bernipave Pty Ltd Road restoration 819

BP Australia Pty Ltd Fuels and Oils 448

Caltex Australia Fuel 649

Complete Office Supplies Pty Ltd Office Supplies 311

Corporate Express Australia Limited

Various IT products - Microsoft licences 275

Cumberland Motor Group Pty Ltd Vehicles 154

Dataflex Pty Ltd IT Hardware 255

Energy Australia Power usage street lighting and major sites 1,985

Enviroguard Pty Ltd Environmental disposal services 589

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Fuji Xerox Australia Photocopiers and printers 689

Gilbert & Roach Plant purchases 430

GYC Pty Ltd Garden sales and service 496

HBO EMTB Architects Pty Ltd Architect Services 232

Heartland Motors Pty Ltd Motor Vehicles 580

Integral Energy Street Lighting 1,919

Leonard Holt Robb Advertising costs 715

Moduplay Park and Street Furniture, Structures, Fittings and Playground

184

Parkequip Pty Ltd Park Equipment 296

Penrith City Automotive Pty Ltd Motor Vehicles 888

Penrith Subaru Motor Vehicles 884

Pioneer Road Services Pty Ltd Asphalt products supply and delivery 519

Playspace Playground Pty Ltd Park and Street Furniture, Structures, Fittings and Playground

159

QBE Insurance (Australia) Ltd Insurance Greenslips 215

Road Signs & Marking Supplies Pty Ltd

Signage 244

Sinclair Ford Motor Vehicles 542

Sinclair Knight Merz Pty Ltd Architect Services 159

State Asphalt Services Pty Ltd Asphalt works 6,600

Sydney Water Corporation Water and Sewerage Services 567

United Independent Pools Group Insurance 658

Westpool Public liability and professional indemnity insurance

1,197

Purchases not under tender and under $150,000

The following suppliers received business in excess of $150,000 from Council by winning multiple small contracts. In some instances the products were sourced by formal quotation although the value was less than $150,000. Because of the nature of the transactions, individual quotes or periodic price comparisons were considered to provide better value to Council than a formal tender.

Contractor Goods / Services supplied Value of contracts

awarded $’000

Brooks Irrigation Irrigation Equipment 181

Del Rocchio Concreting Pty Ltd Concrete Works 216

Evolve Projects Pty Ltd Project Management 242

Haden Air conditioning maintenance 206

Hirotec Maintenance Pty Ltd Air conditioning maintenance 347

Penrith Waste Services Pty Ltd Waste disposal 150

Swimplex Projects Pty Ltd Spa & Filtration improvements 160

The Sydney Brick Paving Company Brick and Paving for CBD improvements 162

Sydney Metro Tree Services Tree Removal Services 155

Bush fire hazard reduction(section 428(2)(i1))

Details of the bushfire hazard reduction activities of Council and of the activities of the Cumberland Zone Rural Fire Services during 2009-10 are provided online

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Services and Access for People with Diverse Cultural and Linguistic Backgrounds, and Access and Equity Activities (sections 428(2)(j) & 428(2)(r) and clause 217(1)(d)(i))

Council has undertaken a range of initiatives to promote services and access to services for people with diverse cultural and linguistic backgrounds. A list of key initiatives follows with a more detailed summary available

• NAIDOC Week 2010 – Family celebration and civic reception

• Seniors Week – Two concerts and funding to assist local organisations

• International Day of People with Disability 2009 – Launch of Penrith Inclusion Plan – People with Disability 2009-13, uveiling of Sunnyfield Independence sculpture Frizzle and range of events at the Penrith Regional Gallery

• International Women’s Day 2010 – Breakfast with guest speakers Cr Karen McKeown and Eva Cox from the University of Technology

• Women’s Services Sector Advocacy Strategy developed

• Youth Week 2010 event

• Penrith Migrant Stories Project – Harmony Day and Refugee Week 2010

• Glenmore Park Child and Family Precinct opened, February 2010

• St Marys Corner Community and Cultural Precinct officially opened, May 2010

• Interpreter and Cultural Awareness Training

Services and programs that provide for the needs of children(section 428(2)(r) and clause 217(1)(c))

Council achieved its objective of providing a diverse and extensive range of quality child care services to meet the needs of local families. In 2009-10 Council provided a range of children’s services including:

• 18 long day care centres

• 9 before and after school care centres

• 1 mobile and 6 centre-based preschools

• 1 occasional care service

• 1 mobile play van, and

• 6 vacation care centres.

Council further supported the needs of families by providing projects that resource staff to ensure inclusion of children with additional needs and disabilities, and family backgrounds that include Indigenous and those with a home language other than English. This was achieved through appropriate programs in all service types and the provision of support services projects. Details of specific programs, projects and initiatives can be viewed in our supplementary statutory information

Work Carried Out on Private Land(sections 67 & 428(2)(k))

Site Works up to 30 June 2010

($’000 value) Project Funding

Department of Planning Land at Lot 1 Mamre Road, St Clair – Report to Council 20 July 2009

Construction of a gross pollutant trap

$125,325 CW001 Fully subsidised (100% Council)


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Financial Assistance(sections 356 & 428(2)(l))

Under Section 356 of the Local Government Act 1993 Council allocated $16,450 to various amateur sportspersons or representatives in the fields of art, music, and culture, who are either residents, members of local clubs, or students of schools and educational establishments within the Penrith LGA and who represented NSW or Australia interstate or overseas.

During 2009-10, Council allocated $45,000 through the Community Assistance Program to fund a total of 50 projects targeting a range of population target groups across the City.

Human Resource Activities(section 428(2)(m))

As at 30 June 2010, Council’s diverse, talented and valued workforce included 1,197 staff across permanent, temporary and casual categories. Further details of Council’s Human Resource activities can be found in the Our People section of the Annual Report.

Equal Employment Opportunity (EEO) Management Plan(section 428(2)(n))

The Local Government Act 1993 requires each Council to prepare and implement an Equal Employment Opportunity (EEO) Management Plan. Activities undertaken during 2009-10 to support the principles of EEO included:

Training / Development Focus Attendance

Bullying and Harassment Awareness Training 466

Diversity Awareness 68

Disability Awareness 41

Training / Personal Development for Women 49

More details can be viewed in our supplementary statutory information

External Bodies Exercising Council Functions(section 428(2)(o))

The Hawkesbury River County Council exercises delegated functions on behalf of Penrith City Council in respect to the control of noxious weeds on public land and waterways in its area.

Council Committees

Council has delegated functions to a number of committees formed under section 355 of the Local Government Act 1993. These committees are involved in the areas of:

• Access (1)

• Aged accommodation facility (1)

• Audit

• Cultural and heritage (3)

• Halls and neighbourhood centres (8)

• International friendship (1)

• Recreational facilities (6)

• Senior citizens (centres) (1)

Council has also established a number of consultative forums, task forces and working parties to advise it on specific issues, usually involving representatives of the community, Councillors and Council officers.


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Companies in which Council held a Controlling Interest(section 428(2)(p))

Details of all companies in which Council held a controlling interest during 2009-10 are provided below:

• Penrith Performing and Visual Arts Limited

• City of Penrith Regional Indoor Aquatic and Recreation Centre Limited

• Penrith Whitewater Stadium Limited

• Penrith City Children’s Services Co-Operative Limited (including 24 advisory committees)

During this reporting period, Council also had delegates or directors elected to the boards of:

• Penrith Business Alliance Limited (PBA)

• The Western Sydney Regional Organisation of Councils (WSROC)

• WSROC Group Apprentices Limited

• The Penrith City and District Business Advisory Centre Limited

• Penrith Sports Stadium Limited

Partnerships, Co-operatives and Joint Ventures involving Council(section 428(2)(q))

Council is a member of Westpool, which is a joint initiative set up by the councils in Western Sydney to provide cost effective civil liability protection insurance.

Council also contributes towards a Regional Illegal Dumping (RID) Squad initiative along with several other Western Sydney councils.

Competitive Neutrality(section 428(r) and clause 217(1)(d)(ii)-(ix))

In April 1995, representatives of the Commonwealth and all state and territory governments met and ratified the National Competition Policy. It aims to increase consumer and business choice, reduce cost, improve competitiveness and lower prices. A major reform required by the policy is the separation of non-contestable regulatory and other functions from commercial activities that can be subject to competition. Major activities that can be subjected to competition are classified as category 1.

Council’s organisational structure separates staff accountability for the specification of outcomes from those accountable for the delivery of outcomes. This structure provides an opportunity for clearly specifying outputs and outcomes so that they are consistent with the requirements of Council’s Strategic Plan. Council has developed a common approach to business units for the organisation consistent with the principles of competitive neutrality. Details of Council’s business operations in respect to competitive neutrality are provided online

Stormwater management(section 428(2)(r) and clause 217(1)(e))

Council did not levy a charge for stormwater management for 2009-10.

Companion Animals Act and Regulation – enforcement and compliance(section 428(2)(r) and clause 217(1)(f))

A statement prepared in accordance with section 428 of the Act outlining Council’s activities during 2009-10 to enforcement and ensuring compliance with the Companion Animal Act and Regulations can be viewed in our supplementary statutory information


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Environmental Planning and Assessment (EPA) Act 1979 Planning agreements(section 93G(5) EPA Act 1979)

There are five applicable agreements in the reporting period.

• South Werrington Urban Village Planning Agreement

• Caddens Release Area Planning Agreement

• Claremont Meadows (Stage 2) Planning Agreement

• St Marys Penrith Planning Agreement

• Glenmore Park (Stage 2) Planning Agreement

The conditions of these agreements can be viewed in our supplementary statutory information

Freedom of Information Act 1989 and Regulation(section 68 FOI Act 1989 and clause 10 FOI Regulation 2005)

In NSW the Freedom of Information Act 1989 gives individuals the right to; obtain access to information held as records by State Government Agencies, a Government Minister, local government and other public bodies, request amendments to records of a personal nature that are inaccurate, and appeal against a decision not to grant access to information or to amend personal records. Under this Act, Council is required to report on all freedom of information (FOI) activities.

Full reports detailing the number of FOI applications received, their outcomes, processing times, and related expenses can be viewed in our supplementary statutory information

A summary of the content provided in these reports is provided in the table below.

Total applications to be processed 43

Total applications completed 25

Total applications withdrawn 15

Total applications unfinished 3

Accessed costs for completed applications $2,760

Fees received for completed applications $1,195

Privacy and Personal Information Protection (PPIP) Act 1998(section 33 PPIP Act 1998)

Council has a Privacy Management Plan as required by the Act. Staff have been informed of the legislation. The release of information has been in accordance with the legislation and the plan. There have been no reviews under the Privacy and Personal Information Protection Act 1998 in 2009-10.


Ordinary Meeting Monday 21 June 2010

This is Page No 8 of the Confirmed Minutes of the Ordinary Meeting of Penrith City Council held in the Council Chambers on Monday 21 June 2010

2. The Certificate of the Responsible Accounting Officer and Summaries of Investments and Performance for the period 1 May 2010 to 31 May 2010 be noted and accepted.

3. The graphical investment analysis as at 31 May 2010 be noted.

21 Regional and Local Community Infrastructure Program Additional

$721,000 Council Allocation 200 RESOLVED on the MOTION of Councillor Ben Goldfinch seconded Councillor Greg Davies that the information contained in the report on Regional and Local Community Infrastructure Program Additional $721,000 Council Allocation be received.

1 Adoption of the Community Strategic Plan 2031, the Delivery Program

2009-2013, the Operational Plan 2010-2011, the Resource Strategy and the Community Engagement Strategy

Councillor Prue Guillaume returned to the meeting, the time being 9:57 pm. 201 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Ben Goldfinch

That:

1. The information contained in the report on Adoption of the Community Strategic Plan 2031, the Delivery Program 2009-2013, the Operational Plan 2010-2011, the Resource Strategy and the Community Engagement Strategy be received

2. The proposed changes to the exhibited draft documents detailed in the report, including variations to the draft budget, Fees and Charges, staff establishment and tasks, be endorsed

3. In accordance with the Local Government Act 1993, Local Government (General) Regulation 2005 and Local Government Amendment (Planning and Reporting) Act 2009, Council adopt the Community Strategic Plan 2031, Delivery Program 2009-2013, Operational Plan 2010-2011 (including the Fees and Charges), Resource Strategy and Community Engagement Strategy, incorporating amendments detailed in this report

4. Council approve for expenditure the budget as detailed in the Operational Plan 2010-2011, and on that basis formally vote these funds for the 2010-2011 financial year

5. Individuals and organisations who made submissions on Council’s draft Community Strategic Plan 2031, Delivery Program 2009-2013, Operational Plan 2010-2011, Resource Strategy and Community Engagement Strategy be thanked for their comments, provided with a response, and advised of Council’s decision.

6. Those projects in the Operational Plan 2009-2010, which were approved by Council in the March Quarter Review 2010 to be carried forward, are included in the adopted Operational Plan 2010-2011.

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Attachment 9.3 - Adoption of IPR Reporting Documents

Ordinary Meeting Monday 21 March 2011

This is Page No 3 of the Unconfirmed Minutes of the Ordinary Meeting of Penrith City Council held in the Council Chambers on Monday 21 March 2011

DELIVERY PROGRAM REPORTS A LEADING CITY 2 Progress on Proposed Special Rate Variation 58 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marko Malkoc

That:

1. The information contained in the report on Progress on Proposed Special Rate Variation be received

2. In accordance with Section 508A of the Local Government Act 1993 Council forward to the Independent Pricing and Regulatory Tribunal an application for a Special Rate Variation in line with the details in this report.

3. A further report be provided to Council on 11 April to consider the next stage of the Special Rate Variation proposal as part of the exhibition of the Draft 2011-12 Operational Plan.

3 Summary of Investments for the period ending 28 February 2011 59 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marko Malkoc

That:

1. The information contained in the report on Summary of Investments for the period ending 28 February 2011 be received

2. The Certificate of the Responsible Accounting Officer and Summaries of Investments and Performance for the period 1 February 2011 to 28 February 2011 be noted and accepted.

3. The graphical investment analysis as at 28 February 2011 be noted.

4 2010-11 Borrowing Program 60 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marko Malkoc That:

1. The information contained in the report on 2010-11 Borrowing Program be received

2. Council borrow the amount of $4,869,000 on a 10 or 15 year repayment schedule.

3. Council’s General Manager be authorised to negotiate appropriate loan terms in accordance with this report and resolution.

4. The Common Seal of the Council of the City of Penrith Seal be affixed to those documents that are necessary to finalise these borrowings.

5. The final terms and conditions of the borrowings be reported to Council upon completion of the contracts.

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Attachment 9.4 - Council approval to lodge SRV