Agenda of Ordinary Meeting - Monday, 26 February 2024

Ordinary Meeting 26 February 2024

REPORT AND RECOMMENDATIONS OF THE
Local Traffic Committee MEETING

HELD ON 5 February, 2024

(Note: The Local Traffic Committee Business Paper and reports were referred to members and a formal meeting held via on-line Microsoft Teams platform).

PRESENT

Councillor Tricia Hitchen (Representative for the Member of Penrith), Councillor Robin Cook (Representative for the Member of Londonderry), Councillor Mark Rusev (Representative for the Member of Badgerys Creek), Ken Hind – Transport for NSW (TfNSW), Raymond Tran – Transport for NSW (TfNSW) and Sergeant Stephen Page - Nepean Police Area Command (PAC).

IN ATTENDANCE

Michael Alderton – Acting Engineering Services Manager (Chair), Joshua Hull – Traffic Engineering Coordinator, Kablan Mowad – Senior Traffic Engineer, Phil Saverimuttu – Senior Traffic Engineer, Hamish Dodson – Acting Senior Traffic Engineer, Lalaine Malaluan – Senior Transport Engineer, Adeeb Ali – Trainee Engineer, Mia Ecob – Engineering Services Secretary, Kylie Thornley – Traffic Administration Officer, Georgie Dunn - Business Administration Trainee (Engineering), Mohamed Turk – Busways, Nik Proufas – City Assets Manager and Councillor Marlene Shipley.

APOLOGIES

Councillor Karen McKeown OAM (Council Representative) and Adam Wilkinson – Engineering Services Manager.

OPENING

Michael Alderton – Acting Engineering Services Manager read a tribute to the passing of David Drozd, former staff member at Council.

CONFIRMATION OF MINUTES - Local Traffic Committee Meeting - 4 December 2023

That the minutes of the Local Traffic Committee Meeting of 4 December 2023 be confirmed.

LEAVE OF ABSENCE

Nil.

DECLARATIONS OF INTEREST

Nil.

DELIVERY PROGRAM REPORTS

Outcome 4 - We manage and improve our built environment

1 Warring Avenue and Sheppard Road, Emu Plains - Proposed Upgrade of 'Stop' Signs

Ken Hind – Transport for NSW (TfNSW) noted the trees on the northwest verge appeared to be overhanging the roadway and raised concerns about the potential of the ‘Stop’ sign being obstructed.

Hamish Dodson – Acting Senior Traffic Engineer advised a site inspection revealed the trees were high reaching and did not obstruct visibility of the ‘Stop’ sign. Council has previously undertaken tree trimming at this location and will monitor in the future.

RECOMMENDED

That:

1. The information contained in the report on Warring Avenue and Sheppard Road, Emu Plains - Proposed Upgrade of 'Stop' Signs be received.

2. Notification be provided to affected properties regarding the proposed changes to the existing ‘Stop’ signage and additional line marking at the intersection of Warring Avenue and Sheppard Road, Emu Plains, as shown in Appendix 1.

3. Following notification to affected properties, the proposed adjustments to the ‘Stop’ signage and additional line marking be endorsed at the intersection of Warring Avenue and Sheppard Road, Emu Plains, as shown in Appendix 1.

4. Council’s Asset Management section be advised of Council’s resolution for updating Council’s assets register.

5. The customer who reported the matter be advised of Council’s resolution.

2 Andrews Road, Cranebrook - Formalisation of 'Bus Zone', 'No Stopping' and 'No Parking' Restrictions

RECOMMENDED

That:

1. The information contained in the report on Andrews Road, Cranebrook - Formalisation of 'Bus Zone', 'No Stopping' and 'No Parking' Restrictions be received.

2. Council’s Asset Management section be advised of Council’s resolution for updating Council’s assets register.

3. The residents who reported the matter and Council’s Ranger Services be advised of Council’s resolution.

3 Civic Centre Car Park – Proposed Modification to Existing 10-minute Parking Restrictions

RECOMMENDED

That:

1. The information contained in the report on Civic Centre Car Park – Proposed Modification to Existing 10-minute Parking Restrictions be received.

2. The existing ’10 Minute Parking Monday-Saturday 8:30am-3:30pm Authorised Council Owned Vehicles Excepted’ signs within the Civic Centre Car Park be modified to ‘10 Minute Parking Monday-Friday 8:30am-3:30pm Authorised Council Owned Vehicles Excepted’ signs as illustrated in Appendix 1.

3. Council’s Rangers Services Department be advised of Council’s resolution. Council’s Rangers Services to update operation and monitoring of parking sensors of the existing 10-minute parking bays within the Civic Centre Car Park.

4. Council’s Asset Management section be advised of Council’s resolution for updating of Council’s assets register.

4 Penrith Producers Events 2024

RECOMMENDED

LTC 5 That:

1. The information contained in the report on Penrith Producers Events 2024 be received.

2. The event applicant be advised that this is a Class 2 Event under the “Guide to Traffic and Transport Management for Special Events”, and that all conditions and requirements specified must be complied with prior to the event.

3.     Approval be given for the temporary closure of the following streets between 12:00pm and 12:00am on Friday 1 March 2024, Friday 7 June 2024, Friday 6 September 2024, and Friday 6 December 2024:

•          High Street, Penrith, between Station Street and Riley Street;

•          Riley Street, Penrith, between High Street and Henry Street.

4. The Traffic Management Plan for the four Penrith Producers Events on Friday 1 March 2024, Friday 7 June 2024, Friday 6 September 2024, and Friday 6 December 2024 be endorsed, subject to the following conditions:

a) A Traffic Management Plan including a Risk Management Plan be lodged by the event applicant with Transport for NSW and Traffic Management Centre for approval, prior to the event.

b) The event applicant liaise with NSW Police and obtain any approvals if required.

c) The event applicant arranges an information letterbox drop and personal communication to all business proprietors, property owners/tenants, residents and other occupants in the affected streets two weeks prior to the event. Any concerns or requirements must be resolved by the applicant.

d) The event applicant maintain a Certificate of Currency for Public Liability Insurance of minimum $20 million.

e) A detailed Traffic Guidance Scheme be prepared by a qualified and certified professional and submitted to Transport for NSW and NSW Police prior to the event. The Traffic Guidance Scheme shall detail how a minimum 4.0m emergency lane is maintained at all times during the event.

f) The event applicant arranges to place barricades and provide Transport for NSW accredited Traffic Controllers where required by the approved Traffic Management Plan. Where the Traffic Management and Traffic Guidance Schemes indicate Traffic Controllers are to be used, all Traffic Controllers must have current Transport for NSW certification.

g) The event applicant ensures that the event complies with the NSW Work Health and Safety Act 2011 and Work Health and Safety Regulations 2017.

h) The event applicant advertises the proposed temporary road closures in local newspapers a minimum of two weeks prior to the event and provide variable message signs (VMS) in appropriate locations a minimum of two weeks prior to the event, with the locations of the VMS boards submitted to Council for endorsement prior to their erection. VMS boards should be located in accordance with the Transport for NSW Technical Direction TDT2002/11c.

i) The event applicant notifies the Ambulance Service of NSW, fire brigades (Fire & Rescue NSW and NSW Rural Fire Service) and NSW State Emergency Service of the proposed event.

j) The event applicant notifies bus companies of the proposed event. Bus companies shall be requested to advertise any changed route for affected buses at least four weeks prior to, and during, the event.

k) Should the consultation process resolve to temporarily relocate bus stops or bus routes that were not indicated in the original Traffic Management Plan, a further report be required to be submitted to the next available Local Traffic Committee meeting.

l) The event applicant ensures that noise control measures are in place as required by the Protection of the Environment Operations (Noise Control) Regulations 2017.

5. Any proposed speed limit reductions are subject to the separate approval of Transport for NSW.

6. As a requirement of the TfNSW “Guide to Traffic and Transport Management for Special Events 2006”, this approval endorsing the Traffic Management Plan be considered as Council’s authorisation to regulate traffic on Council’s roads.

7. Council’s Traffic section enter the road closures associated with the event into the Live Traffic NSW system.

8. The applicant be advised of Council’s resolution.

5 Station Street, Penrith – Proposed ‘Bus Zone’ Signage

RECOMMENDED

LTC 6 That:

1. The information contained in the report on Station Street, Penrith – Proposed ‘Bus Zone’ Signage be received.

2. Notification be provided to affected properties regarding the proposed ‘Bus Zone’ signage on Station Street, Penrith.

3. Following notification to affected properties, ‘Bus Zone’ signage be installed at the existing bus stops on Station Street, Penrith, as shown in Appendix 1.

4. Council’s Asset Management section be advised of Council’s resolution for updating of Council’s assets register.

5. Busways be advised of Council’s resolution.

6 Forrester Road, St Marys – Endorsement of Amended Design Plan AF76

Councillor Tricia Hitchen (Representative for the Member of Penrith) requested clarification on whether vehicles can still turn right out of Griffiths Street onto Forrester Road. Lalaine Malaluan – Senior Transport Engineer confirmed that vehicles will still be able to turn right out of Griffiths Street.

RECOMMENDED

That:

1. The information contained in the report on Forrester Road, St Marys – Endorsement of Amended Design Plan AF76 be received.

2. Consultation be undertaken with affected properties regarding the proposed median island stop treatment, pedestrian safety improvements, and associated signage and line marking on Forrester Road, St Marys as shown in Attachment 1, with changes incorporated from any comments received from the members of the Local Traffic Committee.

3. Subject to no objections, Design Plan AF76 dated 10 January 2024 be endorsed for construction, with funding provided from the Australian Government Black Spot Program 2021/22.

4. A street lighting assessment be conducted in accordance with Council’s Public Domain Lighting Policy (August 2004) to ensure compliance with the relevant lighting category.

5. A further traffic study be undertaken (as a separate body of work, subject to available budget) to investigate ultimate intersection treatment options for Forrester Road/Griffiths Street.

7 Richmond Road and Park Avenue, Kingswood - Proposed Edge, Double Barrier and Continuity Line Marking

Phil Saverimuttu – Senior Traffic Engineer advised recommendation #3 will be amended to remove the continuity line marking on the bend to address comments received by Transport for NSW.

RECOMMENDED

That:

1. The information contained in the report on Richmond Road and Park Avenue, Kingswood - Proposed Edge, Double Barrier and Continuity Line Marking be received.

2. Notification be provided to affected properties regarding the proposed line marking on Richmond Road, and at the intersection of Richmond Road and Park Avenue, Kingswood, as shown in Appendix 1.

3. The proposed edge line marking and double barrier line marking on Richmond Road and Park Avenue, Kingswood, be endorsed for installation as shown in Appendix 1.The continuity line marking on the bend, as shown in Appendix 1, will not be installed to address comments received by Transport for NSW.

4. Council’s Asset Management section be advised of Council’s resolution for updating of Council’s asset register.

5. Councillor McKeown OAM and the resident who raised the matter be advised of Council’s resolution.

8 Penrith RSL ANZAC Day Marches and Memorial Service - Sunday, 21 April 2024 & Thursday, 25 April 2024

RECOMMENDED

That:

1) The information contained in the report on Penrith RSL ANZAC Day Marches and Memorial Service - Sunday, 21 April 2024 & Thursday, 25 April 2024 be received.

2) The event applicant be advised that this is a Class 2 Event under the “Guide to Traffic and Transport Management for Special Events”, and that all conditions and requirements specified must be complied with prior to the event.

3) Approval be given for the temporary closure of the following streets:

Roads	Sunday, 21 April 2024		Thursday, 25 April 2024
	Closure	Opening	Closure	Opening
High Street, between Station and Lawson Sts	1:30pm	5:30pm	2:00am	7:00am
Castlereagh Street, between Lethbridge and High Sts
Tindale Street, between Woodriff and Castlereagh Sts (alt access to RSL car park via Lethbridge St)
Union Lane, between Station and Woodriff Sts
Wood Street, between High and Derby Sts
Woodriff Street entrance to Judges Place car park
Masters Place Car Park, all access points closed

4) The Traffic Management Plan for the ANZAC Day Marches and Memorial Service on Sunday, 21 April 2024 and Thursday, 25 April 2024 be endorsed, subject to the following conditions:

a) A Traffic Management Plan including a Risk Management Plan be lodged by the event applicant with Transport for NSW and Transport Management Centre for approval, prior to the event. A copy of the Transport for NSW approval must be submitted to Council prior to the event.

b) The event applicant liaise with NSW Police and obtain any approvals if required.

d) The event applicant submits to Council a copy of Public Liability Insurance (usually a Certificate of Currency) of minimum $20 million, 30 days prior to the event. In addition, the event applicant indemnifies Council, in writing, against all claims for damage and injury which may result from the proposed event.

e) A detailed Traffic Guidance Scheme be prepared by a qualified and certified professional and submitted to Council, Transport for NSW and NSW Police prior to the event. The Traffic Guidance Scheme shall detail how a minimum 4.0m emergency lane is maintained at all times during the event.

g) The event applicant provides advice to Council prior to the event that the event complies with the NSW Work Health and Safety Act 2011 and Work Health and Safety Regulations 2017.

i) The event applicant notifies the Ambulance Service of NSW, fire brigades (Fire & Rescue NSW and NSW Rural Fire Service) and NSW State Emergency Service of the proposed event and submits a copy of the notification to Council prior to the event.

j) The event applicant notifies bus companies of the proposed event and submits a copy of the notification to Council prior to the event. Bus companies shall be requested to advertise any changed route for affected buses at least four weeks prior to, and during, the event.

l) The event applicant ensures that noise control measures are in place as required by the Protection of the Environment Operations (Noise Control) Regulations 2017.

5) Any proposed speed limit reductions are subject to a separate approval from Transport for NSW.

6) All works as part of this approval be undertaken at no cost to Council.

7) As a requirement of the TfNSW “Guide to Traffic and Transport Management for Special Events 2006”, this approval endorsing the Traffic Management Plan be considered as Council’s authorisation to regulate traffic on Council’s roads.

8) Council’s Traffic section enter the road closures associated with the event into the Live Traffic NSW system.

9) The applicant be advised of Council’s resolution.

9 Archives Way and Delaware Avenue, Caddens – Proposed Extension to Existing ‘No Stopping’ Restrictions

Councillor Tricia Hitchen (Representative for the Member of Penrith) queried if a pedestrian crossing can be installed at this location.

Lalaine Malaluan – Senior Transport Engineer advised Council’s Traffic Engineering Officers will investigate.

RECOMMENDED

That:

1. The information contained in the report on Archives Way and Delaware Avenue, Caddens – Proposed Extension to Existing ‘No Stopping’ Restrictions be received.

2. Consultation be undertaken with affected properties regarding the proposed ‘No Stopping’ signage at the intersection of Archives Way and Delaware Avenue, Caddens as shown in Appendix 1.

3. Subject to no substantial objections being received during the consultation period, the proposed ‘No Stopping’ signage at the intersection of Archives Way and Delaware Avenue, Caddens be installed as shown in Appendix 1.

4. Council’s Asset Management section be advised of Council’s resolution for updating of Council’s assets register.

5. Council’s Ranger Services be advised of Council’s resolution.

6. Council’s Traffic Engineering Officers investigate the request for a pedestrian crossing at this location and provide a response to Councillor Tricia Hitchen and the Member of Penrith.

GENERAL BUSINESS

GB 1 Mulgoa Road, Mulgoa outside Mulgoa Road Public School

Councillor Mark Rusev (Representative for the Member of Badgerys Creek) received representations from Mulgoa Public School P&C regarding concerns about the narrow footpath fronting the school and safety at the pedestrian crossing due to speeding vehicles. It was requested that these matters be investigated.

Michael Alderton – Acting Engineering Services Manager advised that Mulgoa Road is a State Road and that the issues raised will also require input from Transport for NSW.

RECOMMENDED

That Council’s Traffic Engineering Officers investigate the concerns raised and provide correspondence to the Member of Badgerys Creek to advise of the outcome of the investigation and liaise with Transport for NSW as required for any State Road issues.

GB 2 Charles Hackett Drive, St Marys

Councillor Marlene Shipley raised concerns about vehicles turning right out of Charles Hackett Drive, St Marys onto the Great Western Highway and requested if a green arrow could be implemented.

Ken Hind – Transport for NSW (TfNSW) advised an investigation is currently being undertaken at this location.

RECOMMENDED

That Council’s Traffic Engineering Officers seek an update from Transport for NSW on their investigation for the intersection at Charles Hackett Drive, St Marys and Great Western Highway, St Marys and advise Councillor Shipley of TfNSW response.

There being no further business the Chairperson declared the meeting closed the time being 9:40am.

RECOMMENDATION

That the recommendations contained in the Report and Recommendations of the Local Traffic Committee meeting held on 5 February, 2024 be adopted.

Ordinary Meeting 26 February 2024

Request for Major Event Sponsorship - Elite Energy Pty Ltd

Compiled by: Shelley Lee, Activation and Event Development Officer

Beau Reid, Place and Activations Program Manager

Authorised by: Megan Whittaker, City Activation, Community and Place Manager

Jeni Pollard, Manager - City Resilience

Kylie Powell, Director - City Futures

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Support and provide opportunities to participate in activities and events that celebrate our diversity, culture and creativity
Principal Activity	Conduct and support events that include all members of our community

Executive Summary

The purpose of this report is to present to Council an event sponsorship proposal received from Sports Marketing Australia Pty Ltd on behalf of Elite Energy Pty Ltd seeking sponsorship of the 2024 Redline Games Western Sydney.

This report provides Council with details of the sponsorship proposal received, including the proposed sponsorship benefits and an assessment of the sponsorship proposal.

Sports Marketing Australia Pty Ltd has submitted a proposal on behalf of Elite Energy Pty Ltd (the event organiser) for sponsorship from Council for the 2024 Redline Games Western Sydney to be held at the Sydney International Regatta Centre (SIRC) from 4 – 7 April 2024. The 2024 Redline Games Western Sydney is a multi-day sports event that has been positioned for significant growth in its second year with the intention to consolidate it as a major feature on the event calendar in Penrith.

Elite Energy Pty Ltd has sought a total sponsorship investment from Council of $22,500 (plus GST) in the form of sponsorship of $20,000 (plus GST) to Elite Energy Pty Ltd and a $2,500 (plus GST) placement fee to Sports Marketing Australia Pty Ltd. Council officers have estimated the event could deliver approximately $3,205,300 in local economic benefit.

This report recommends that Council provides sponsorship of $20,000 (exc. GST) to Elite Energy Pty Ltd, plus a $2,500 (exc. GST) placement fee to Sports Marketing Australia Pty Ltd in support of the 2024 Redline Games Western Sydney, representing a total investment from Council of $22,500 (exc. GST).

Background

Council was approached on 19 December 2023 by Sports Marketing Australia Pty Ltd (SMA) on behalf of Elite Energy Pty Ltd to consider sponsorship of the 2024 Redline Games Western Sydney to be held at the Sydney International Regatta Centre (SIRC) from 4 – 7 April 2024.

Council endorsed the Events Sponsorship Policy (‘the Policy’) in June 2020. The Policy includes criteria for Major Event Sponsorship.

Current Situation

The sponsorship proposal received from Sports Marketing Australia Pty Ltd (SMA) on behalf of Elite Energy Pty Ltd for the 2024 Redline Games Western Sydney requests a total Council investment of $22,500 (plus GST).

This is in the form of sponsorship of $20,000 (plus GST) to assist with venue hire fees, marketing to target out of region visitors, infrastructure to improve competitor and spectator experiences and to increase festival capacity and assist with event delivery. An additional service fee of $2,500 (plus GST) is required to be paid by the sponsor directly to SMA to negotiate sponsorship agreements on the event organiser’s behalf.

Further details on the event are provided below:

2024 Redline Games Western Sydney

The 2024 Redline Games Western Sydney is a 4-day multi-sports event planned to be held at the Sydney International Regatta Centre (SIRC) from 4 – 7 April 2024. The Redline Games in its in second year, with the inaugural event held at SIRC in April 2023.

Following the success of the first Redline Games Western Sydney, the organisers have indicated their desire to continue to build and grow the event as a marquee sporting and lifestyle event for Western Sydney, with a preference to continue to base the event at the Sydney International Regatta Centre (SIRC).

The event organiser has pursued a business strategy in 2024 of working with numerous peak sporting organisations and events to identify suitable competitions to bring into the Redline Games, to bolster participation and variety of activity available at the event, as well as build the event’s ongoing sustainability over time. The following events will now be included in the Redline Games for the first time in 2024:

· Nepean Triathlon and Nepean Classic Triathlon

· Sydney Corporate Triathlon

· Christian Schools Sports Association Schools Triathlon

· Hills Zone Schools Triathlon

· NSW Coastal Rowing Championships

· NSW Clubs Dragon Boat Championships and Regional Championships

· NSW Sprint Rowing Championships

· Redline Adventure Race and Redline Adventure Kids Race

· Australian Super Sprint Triathlon Championships and Sprint Triathlon

· Rock n Run Festival

Five of these events have occurred previously at SIRC as standalone events. The increasing cost of event infrastructure, including the hiring fees for SIRC, has been cited as becoming progressively unaffordable for smaller organisations who have previously held their events at the facility. The multi-day, multi-sport model offered by the Redline Games supports the sustainable continuation of smaller niche events like those listed above within Penrith.

In addition to the aforementioned events, returning to the 2024 program the Redline Games will also showcase kids’ triathlons competitions, open water swimming, sunrise yoga, NSW Break Dancing Individual and Teams Championships, NSW Speed Skating Championships and Endurance Challenge. Moreover, music, food trucks and trade stall activations will be spread across the site.

The organisers of the 2024 Redline Games Western Sydney are anticipating that they will attract in excess of 8,000 participants and spectators over 4 days and expect that the average length of stay in Penrith will be 2 nights, outlined further below:

• 4,000 participants (400 local, 2,800 intrastate, 800 interstate)

• 4,000 spectators (1,200 local, 2,200 intrastate, 600 interstate).

Based on the projected event visitation, Council has estimated the economic benefit of the scheduled event to the local economy is approximately $3,205,300.

Previous sponsorship to Elite Energy Pty Ltd and Nepean Triathlon Incorporated

Elite Energy Pty Ltd has previously been sponsored to the value of $7,500 (plus GST) in support of the inaugural 2023 Redline Games. The Redline Games outcomes were reported to Council in the Event Sponsorship Outcomes January – June 2023 report tabled at the Ordinary Meeting Monday 28 August 2023.

Council has also previously provided sponsorship of Nepean Triathlon Incorporated in support of the annual Nepean Triathlon to the value of $7,000 in 2009-2010, $8,000 between 2011-2014, 2017-2019 and 2022, $8,500 in 2015-2016 and $4,000 in 2020. The rights to the Nepean Triathlon were purchased by Elite Energy Pty Ltd in 2023 and the event will form part of the 2024 Redline Games.

Proposed Sponsorship Benefits

The sponsorship opportunities presented by Elite Energy Pty Ltd for the 2024 event would provide Council and the community of Penrith with several benefits including:

• Opportunity for a joint media release acknowledging Council as a sponsor

• Mayor (or delegate) welcome and/or presentation at the event

• Council logo inclusions on all marketing channels including but not limited to all event artwork, digital channels, video end boards, flyers, socials and outboard advertising

• 5 x pre-event social media posts on event specific channels in the lead up to the event and 2 x social media post event (content supplied by Council)

• 2 x Electronic direct mail (EDM) and other digital content advertising Penrith as a destination provided to registered event attendees and on event website (content provided by Council)

• 8 x acknowledgements (2x a day) of Council as a sponsor throughout event via Master of Ceremony (content provided by Council)

• 4 x signage opportunities through event site (signage provided by Council)

• All social posts advertising the event to include the ‘Visit Penrith’ hashtag

• A ‘what to do in Penrith’ page on Redline Games website, linking through to the ‘Visit Penrith’ website (content provided by Council)

• Provision of 10 x QR signage stickers around high traffic areas on site with links to half-day activities around the Penrith Local Government Area.

Assessment of sponsorship proposal

The sponsorship proposal has been assessed against Council’s Events Sponsorship Policy criteria for Major Event Sponsorship.

The event encourages community involvement and partnership, overnight visitation to the Penrith Local Government Area and has positive economic benefits to the local Penrith economy that exceed the total cost of running each event. Council officers have estimated the event could deliver approximately $3,205,300 in local economic benefit.

This estimate is calculated using data provided by the applicant including participant numbers and type of participation expected during the event (e.g. overnight or day stay). The Tourism Research Australia tool is then used to input the data provided by the applicants. This tool is used by Destination NSW to set the standard rates of economic impact per visitor per event. This information is then inputted into the Profile ID Event Impact Calculator to determine the return on investment for each event.

The event is in its second year and the organisers have made a considered and determined effort to grow their offering and secure the viability of the event into the future, with a focus on regional events with local connections and resonance. A one-year $20,000 (exc. GST) investment is considered appropriate to assist the organisers to continue to build brand awareness of the event in its second year and maximise out of region visitation to Penrith.

The event organisers have presented a strategic business plan as part of their application for sponsorship which demonstrates a commitment to continuing to grow and develop the event in Penrith over the long term. The organisers plan to continue to expand the event offering and fostering greater participation levels in individual sports, which in turn aims to drive additional overnight visitation to Penrith over the coming years.

The 2024 Redline Games is the first edition of the event run under the new operating model focussed on the inclusion of a number of established sporting competitions brought together under one overarching event. The overall performance and outcomes of the event will be evaluated with the event organisers as part of the acquittal process and will allow Council to gain insights that will inform the approach to any future requests for sponsorship and/or other support from Council that are made. This includes planning for sustainable operations independent of grant funding.

Financial Implications

The Penrith Events Partnership Program provides up to $200,000 annually to fund major and community events in the Penrith Local Government Area. This funding is available within the existing City Activation, Community and Place budget included in Council’s 2023-24 Operational Plan.

To date for this financial year, Council has endorsed a total of $42,358 (exc GST) worth of major and community event sponsorships. In addition, $54,528 of sponsorships were adopted by Council in the 2022-23 financial year which will be paid in 2023-24 financial year after the events have occurred and conditions of the Sponsorship funding have been met and a further $3,000 of Grandfathered arrangements have been paid in 2023-24.

Two Major Event and one Community Event Sponsorship requests totalling $28,353 are tabled for consideration by Council in tonight's meeting, should all three proposals progress as recommended, the resulting funds available in the sponsorship budget would be $71,761.

Risk Implications

If the sponsorship is endorsed, Council will enter into a sponsorship agreement with Elite Energy Pty Ltd to detail the expected sponsorship benefits to be delivered to Council and the community in exchange for Council’s investment.

Conclusion

A request for sponsorship has been received from Sports Marketing Australia on behalf of Elite Energy Pty Ltd to support the 2024 Redline Games Western Sydney to be held at the Sydney International Regatta Centre (SIRC) from 4 – 7 April 2024.

The request seeks a total of $22,500 (plus GST), which consists of $20,000 (exc. GST) to Elite Energy Pty Ltd and $2,500 (exc. GST) to Sports Marketing Australia as a placement fee. It is estimated that the return to the community of Penrith from the event could be in the order of $3,205,300 in economic benefit.

Council officers have assessed the proposal for sponsorship of the 2024 Redline Games Western Sydney against the Events Sponsorship Policy.

It is recommended that Council provide a total sponsorship of $22,500 (plus GST) in support of the event, consisting of $20,000 (exc. GST) to Elite Energy Pty Ltd and $2,500 (exc. GST) to Sports Marketing Australia Pty Ltd as a placement fee. This level of funding reflects the nature of the proposed sponsorship benefits to Council and the estimated economic benefits. It will support growth of the event in its second year and brand awareness.

Should Council resolve to endorse the sponsorship proposal, Council will enter into a sponsorship agreement with Elite Energy Pty Ltd detailing the expected sponsorship benefits to be delivered to Council in exchange for its investment.

RECOMMENDATION

That:

1. The information contained in the report on Request for Major Event Sponsorship - Elite Energy Pty Ltd be received.

2. Council provide sponsorship of $22,500 (plus GST) in support of the 2024 Redline Games Western Sydney consisting of $20,000 (plus. GST) to Elite Energy Pty Ltd and $2,500 (plus GST) to Sports Marketing Australia Pty Ltd.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

Draft Penrith Multicultural Action Plan 2024-2027 - For Endorsement

Compiled by: Heather Chaffey, Community Resilience Program Manager

Marcela Hart, Community Capacity Lead

Jonathan Nanlohy, Community Capacity Officer

Authorised by: Megan Whittaker, City Activation, Community and Place Manager

Jeni Pollard, Manager - City Resilience

Kylie Powell, Director - City Futures

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Build and support community resilience to adapt to changing circumstances
Principal Activity	Develop effective strategies that respond to the impacts of growth, redevelopment and change in our community

Executive Summary

The purpose of this report is to seek Council endorsement for the first Penrith Multicultural Action Plan 2024-2027 (MAP or Plan), prepared with guidance from Council’s Multicultural Working Party and informed by extensive community and stakeholder engagement. The Plan can be found at Attachment 1.

Council has been working in partnership with community stakeholders and delivering initiatives which support cultural diversity and social cohesion over many years. The MAP acknowledges and builds on the work of Council and others to date and responds to the growing and changing nature of multicultural communities within the Penrith LGA.

The proposed MAP delivers a coordinated approach which elevates and enhances outcomes for the whole community, in the context of a rapidly growing City. The Penrith Multicultural Action Plan vision is building a welcoming, inclusive, and cohesive community where cultural diversity is valued and people of all cultures and faiths can belong and thrive. There are 4 focus areas and 9 objectives which together guide implementation.

The draft Penrith Multicultural Action Plan has been developed with extensive input from the Multicultural Working Party as well as robust community engagement and was presented to Councillors for feedback at the Councillor Briefing of 27 November 2023.

Further targeted stakeholder engagement has been undertaken between November 2023 and January 2024 to test the proposed final draft of the Multicultural Action Plan. This included workshops with culturally diverse young people, a survey of community leaders, and individual meetings with members of Council’s Multicultural Working Party, who are supportive of the direction and content of the Plan.

This report recommends that Council endorse the draft Penrith Multicultural Action Plan 2024 – 2027.

Background

As the level of government closest to communities many local Council’s undertake a range of activities which foster social cohesion, including supporting multicultural communities. Penrith City Council has worked consistently in this space, demonstrating its commitment to diversity and inclusion through becoming a Refugee Welcome Zone in June 2008, hosting annual events for Harmony Day and Refugee Week, undertaking a range of initiatives through its Children’s Services and Library Services, providing community grants, and supporting a wide range of community sporting and arts initiatives.

In addition, in November 2016 Council resolved to establish the Penrith City Council Multicultural Working Party (MWP). The current MWP was endorsed by Council in March 2022 with 4 nominated Councillors and eight community members. The role of the MWP is to provide advice and work with Council on issues relating to the wellbeing and support of residents from diverse cultural backgrounds.

The Purpose of the Multicultural Action Plan 2024 - 2027

The draft Penrith Multicultural Action Plan 2024-2027 outlines Penrith City Council’s commitment and vision for building a welcoming, inclusive, and cohesive community where cultural diversity is valued and people of all cultures and faiths can belong and thrive.

The MAP provides a 3-year plan for Council to respond to the opportunities and challenges which community, services, and our staff shared with us.

Council has been working in partnership with community stakeholders and delivering initiatives which support cultural diversity and social cohesion over many years. The proposed MAP, the first developed by Council, will build on this work and deliver a coordinated approach which will elevate and enhance outcomes in the context of a rapidly growing City.

Developing the Multicultural Action Plan 2024-2027

The preparation of the MAP has involved significant community, stakeholder and staff engagement which took place in two stages.

Stage one, initial engagement, occurred throughout 2023 with activities summarised in the table below:

Approach	Participation
Workshops with service providers and staff	27 local service providers 11 Council Staff
Interviews with community leaders and service providers to learn from their experience	7 community leaders, including faith leaders 6 service providers
A community conversation with newly arrived refugee and established multicultural community members hosted in collaboration with the Penrith Multicultural Interagency during Refugee Week	80 participants
Pop-up stalls at four Council run community events with image based, interactive engagement	120 participants across 4 community events
Small group community led conversations (4) where community members used translated and image-based discussion guides to lead conversations with their family, friends and interest groups.	41 participants
Online survey	218 responses
Community Leaders Workshop leaders representing various community services and community groups	29 participants
Truth testing sessions with community groups	13 participants
Consultations with Council managers and their delegates	10 Council staff
Total	562

Key findings during stage one of the engagement highlighted strengths, challenges and opportunities which Council used to inform development of a draft Plan and are summarised below.

Key strengths of our Multicultural Community

· Overall, Penrith is a mostly inclusive and welcoming place with positive interactions between neighbours and community members

· Active and diverse cultural, faith, community and sports groups

· Presence of community led events like the Day of Peace and NAIDOC Week

· Vibrant local First Nations community

· Local parks and natural areas are well used and enjoyed for gathering and connecting

· Range of inclusive family friendly programs and activities available to community members

· A collaborative multicultural services sector.

Key challenges impacting our Multicultural Community

· Pressing need for accessible and culturally appropriate services, spanning housing, health, mental health, employment, food provision and education

· Barriers to community connections for some people, such as access to suitable facilities for community activities and accessible transport

· Engaging with smaller or emerging communities to make connections and understand needs and opportunities

· Overcoming discrimination

· Overcoming social isolation for both newcomers and semi-rural residents.

Opportunities to strengthen, celebrate and support Penrith’s Multicultural Community

· Creating greater awareness and providing links between people, services and activities

· Fostering community leadership

· Increasing access to inclusive gathering spaces

· Continuing collaborations between Council, services, and community leaders

· Delivery of events that celebrate diversity and encourage cross-cultural understanding.

Opportunities for Action

· Promoting positive attitudes and initiatives that combat racism, including ideas such as visibility of our diversity through our publications, social media, public art and murals

· Providing increased social, recreational, and cultural programs across age groups

· Advocacy on key issues essential to holistic well-being, including housing and transport

· Increased inclusion of multicultural communities in emergency preparedness efforts.

Stage two engagement involved testing of the draft document, particularly with young people who were felt to have missed the opportunity for input into the draft Plan and gaining support to progress the Plan to Council for its consideration.

Testing activities included:

- Engaging with young people from Chifley College, Dunheved

- An online survey sent to 60 participants who attended earlier engagement workshops and interviews. 2 responses were received.

- Individual conversations held with seven of the eight Multicultural Working Party community members throughout January 2024.

The feedback from all stakeholders in this testing period was favourable overall, with no significant changes to the draft Plan required. The only change made to the document as a result was a correction to the name of an interagency, from Penrith Migrant Interagency to Penrith Multicultural Interagency.

We heard that in the implementation process, youth engagement, employment outcomes for multicultural community members and ongoing monitoring and consultation with community are priorities to ensure the Plan remains relevant, responsive and delivers meaningful impact to the community.

The Plan received unanimous support from the seven Multicultural Working Party Members interviewed, who noted this as a document that was developed with extensive community feedback and reflected well the voice of community and services. Further to this, each of the seven Multicultural Working Party community members explicitly recommended the Multicultural Action Plan 2024 - 2027 be presented to Council seeking consideration for endorsement.

As the Plan has had extensive community engagement in it’s formation and then tested through a rigorous consultation process, it is being recommended that the report is endorsed without further public exhibition.

The Penrith Multicultural Action Plan 2024-2027

The proposed Penrith Multicultural Action Plan 2024-2027 articulates a vision, along with 4 focus areas and 9 objectives.

Our Vision:

Building a welcoming, inclusive, and cohesive community where cultural diversity is valued and people of all cultures and faiths can belong and thrive.

Focus Areas and Objectives:

Focus Area 1	Bonding: Capacity building to enable strong connections within cultural groups
Objective 1.1	Build the capacity of multicultural community groups to harness resources and deliver community-led events and initiatives.
Objective 1.2	Build the capacity of the multicultural community to participate in council planning and decision making.
Objective 1.3	Support multicultural communities to celebrate cultural observances and to connect through shared culture and experiences.
Focus Area 2	Bridging: Intercultural understanding and connections between communities
Objective 2.1	Increase visibility of our culturally diverse communities to build awareness and sense of belonging.
Objective 2.2	Promote intercultural understanding.
Objective 2.3	Strengthen culturally responsive practice within local community services.
Focus Area 3	Linking: Improving access to services and opportunities for multicultural communities
Objective 3.1	Promote information, programs, services, and events to multicultural communities.
Objective 3.2	Support multicultural interagencies and advisory groups to strengthen collaboration.
Focus Area 4	Leadership and Collaboration: How Council plans, delivers services and collaborates with services and other partners
Objective 4.1	Strengthen culturally responsive practice across Council.

Actions

There are multiple actions proposed across the 4 focus areas. Actions include supporting and promoting community led events of cultural significance, providing training sessions in areas such as grants writing to assist multicultural community members to harness resources, updating Council’s communication and marketing tools to reflect the Penrith community, working with community leaders and services to support the provision of information and resources in appropriate formats, as well as supporting the Penrith Multicultural Interagency to organise collective responses to emerging issues and needs.

The full draft of the Penrith Multicultural Action Plan 2024 - 2027 is provided at Attachment 1.

Next Steps

Pending Councillor endorsement of the draft Penrith Multicultural Action Plan, Council officers will work with stakeholders to launch, promote, and deliver the actions contained within the MAP. Progress on implementation of the Plan will be reported to Council and to community stakeholders through Council’s Multicultural Working Party and through the participation of officers in the externally managed Penrith Multicultural Interagency.

Financial Implications

Should the Draft Multicultural Action Plan be adopted by Council, all listed actions will be delivered within existing budgeted resources available. Grant and other funding opportunities from external sources will be sought to scale up delivery of the Plan where and when opportunities arise.

Risk Implications

There are no risks associated with the endorsement of the first Penrith Multicultural Action Plan 2024-2027. This document was developed and responds to feedback received through thorough consultation with over 500 people including community members, services, the Penrith Multicultural Working Party and Council staff. It responds to Council’s long standing commitment to build our City as a place of welcome and strong intercultural bonds.

This Plan aligns with Outcome 2 of Council’s Strategic Plan ‘We are welcoming, healthy, happy, creative and connected’.

Conclusion

Council has been working in partnership with community stakeholders and delivering initiatives which support cultural diversity and social cohesion over many years.

The preparation of Council’s first Multicultural Action Plan 2024 - 2027 builds on the work of Council and others to date and responds to the growing and changing nature of multicultural communities within the Penrith LGA.

The Plan is grounded in extensive community and stakeholder engagement and has the support of Council’s Multicultural Working Party community members.

The proposed Penrith Multicultural Action Plan vision is building a welcoming, inclusive, and cohesive community where cultural diversity is valued and people of all cultures and faiths can belong and thrive. There are 4 focus areas and 9 objectives which together guide implementation.

The report recommends Council’s endorsement of the draft Penrith Multicultural Action Plan 2024-2027.

RECOMMENDATION

That:

1. The information contained in the report on Draft Penrith Multicultural Action Plan 2024-2027 - For Endorsement be received.

2. The Multicultural Action Plan 2024 – 2027 be endorsed.

ATTACHMENTS/APPENDICES

1. ⇩

Draft Multicultural Action Plan 2024-2027

44 Pages

Attachments Included

Ordinary Meeting 26 February 2024

Event Sponsorship Outcomes - July to December 2023

Compiled by: Shelley Lee, Activation and Event Development Officer

Beau Reid, Place and Activations Program Manager

Authorised by: Megan Whittaker, City Activation, Community and Place Manager

Jeni Pollard, Manager - City Resilience

Kylie Powell, Director - City Futures

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Support and provide opportunities to participate in activities and events that celebrate our diversity, culture and creativity
Principal Activity	Conduct and support events that include all members of our community

Executive Summary

This report provides an overview of the outcomes of Council’s sponsorship of events that were delivered in the period July to December 2023.

In June 2020, Council endorsed the Think Penrith, Think Events – Penrith Events Strategy 2020-2024, identifying the primary purpose of Council’s involvement in events is to grow economic and social value for the city. This report provides further information following the delivery of events on the return on investment for ratepayers and patronage as well as any other relevant information.

Between July and December 2023, a total of 14 events were delivered with the support of sponsorship from Council, to a total investment of $35,858 (exc. GST). The report provides an overview of post event information supplied by the event organisers.

In summary, the anticipated attendance across all events was identified by organisers as 26,940 with the actual reported attendance being 21,165. Notwithstanding community events, using Council’s economic benefit data in a return-on-investment analysis, for every $1 Council invested in major event sponsorships in the period July to December 2023 it achieved a return on investment for the community and Council of just over $121.

Sponsorship of the 14 events during the July to December 2023 period also provided positive opportunities for the promotion of Penrith and our local accommodation and hospitality offerings, as well as Council’s brand.

Additionally, this report provides an overview on the opportunity areas for events growth with a focus into the business event and conferencing market.

Lastly, this report provides an overview of the ongoing review of the events sponsorship policy and update on the development of a new event strategy in line with learnings over the past few years.

It is recommended that Council receive this report.

Background

Council endorsed the Think Penrith, Think Events – Penrith Events Strategy 2020-2024 on 22 June 2020. The Events Strategy provides for up to $200,000 annually to support the attraction and retention of major events in the Penrith Local Government Area through an Events Partnership Program. At the same time, Council endorsed the Events Sponsorship Policy and established criteria for the assessment of Major and Community Event Sponsorship against strategic outcomes and priorities.

Events are an integral thread in Penrith’s cultural fabric, contributing significant economic and social benefits. They bring communities together, celebrate our lifestyle and diversity while fostering pride in the city. Through their ability to attract visitors and encourage repeat visitation, they inject money into the local economy and help to make Penrith a vibrant, thriving city. Events also build community capacity and local leadership and create a sense of place for residents.

Council currently has two sponsorship streams:

· Community Events for sponsorship up to $1,000 and

· Major Events for sponsorship over $1,000.

Community events are classified as those that add to the social fabric of Penrith with a focus on engagement primarily with the community of Penrith.

Major events are classified as events of national, state or regional significance that may be one-off or recurring, provide variety and richness of experiences to Penrith, as well deliver value to Penrith as a destination with positive economic benefits through local spend and encouraging repeat visitation.

Through community engagement and surveys, residents have consistently told us that they would like to see more events locally and this has been highlighted further since COVID.

Sponsorship Assessment and Reporting

Applications are required for both Community Events and Major Events sponsorship. Council officers review applications and will engage with applicants to understand the request and seek further information where necessary.

At the time of adopting the Events Strategy in 2020, a small number of events that had been supported by Council consistently over a number of years were identified and have since been built into the base budget. These events are considered under delegated authority consistent with the General Principles of the Events Sponsorship Policy found in Appendix 1.

The event organisers are still required to submit an application at the commencement of each financial year to request the funds and demonstrate their use, as well as submitting a post event evaluation.

During this period one sponsorship was made under delegated authority.

Calculation of Benefit

As part of the application assessment process for major event sponsorship, Council staff undertake an estimate of the anticipated economic benefit of each event. This is calculated using data provided by the applicant including participant numbers and type of participation expected during the event (e.g., overnight or day stay). The Tourism Research Australia tool is then used to input the data provided by the applicants. This tool is used by Destination NSW to set the standard rates of economic impact per visitor per event. This information is then inputted into the Profile ID Event Impact Calculator to determine the return on investment for each event.

Given the nature of community events, their purpose, and the smaller costs, in assessing each request for Community Event Sponsorship consideration is made to the anticipated social benefits of the event to the community of Penrith and does not expect economic return.

Event Evaluation

All organisations provided with Major Events Sponsorship are required to submit a post-event evaluation report within 28 days of the conclusion of the event, detailing actual attendance numbers, economic impact, marketing reach and community impact.

Organisations receiving Community Event sponsorship (less than $1,000) are required to provide feedback to Council officers to confirm the event was delivered and what the overall outcomes and benefits to the community have been.

The remainder of this report provides details on those events that received sponsorship from Council and were delivered in the period July to December 2023.

Summary of Events Sponsored by Council and delivered in the period July – December 2023

In the 6-month period July to December 2023, there were 14 events delivered in Penrith Local Government Area that received sponsorship from Council.

Further details are summarised in the table below:

TABLE 1: EVENTS SPONSORED BY COUNCIL AND DELIVERED

July - December 2023

Community Events

Major Events

Total Number of Events

Community Events

Major Events

$9,858

$26,000

Total Value of Council Sponsorship

$35,858

Types of Events Sponsored:

Sports Related

Lifestyle and Leisure

Arts and Culture

Of these 14 events, Council considered and endorsed 13 sponsorships and 1 sponsorship was granted under delegation as per the Events Sponsorship Policy.

Five of the events had been previously sponsored by Council with nine new sponsorship opportunities.

Council’s Sponsorship Investment for the period July to December 2023

Consideration has been given to the value of sponsorship investment for Council and the community. Focus has been given to understanding the value of investment in terms of reach through participation, economic and social benefits to the community, the benefits to Council and the alignment of sponsorship investment with Council’s Events Strategy 2020-2024, Visitor Economy Strategy 2024-2031 and Events Sponsorship Policy.

Council staff have undertaken an assessment that compares anticipated verses actual attendance, overnight visitation, and economic benefit of all major events.

Community event sponsorships are not assessed against overnight visitation or economic benefit metrics due to their small and localised scale. However, information is sought from organisers to quantify the positive social impact that the event provided to the community of Penrith.

Details of the assessment of Council’s sponsorship investment for the period July to December 2023 are outlined in Appendix 2 with the key findings summarised further below.

Reach

Data shows that in terms of reach of the events through participation numbers, that 8 of the events had less than expected participation and 6 had more or the same participation as initially estimated in their application.

When considering the program of events overall, the anticipated participation was 26,940 people and the reported participation was 21,165 people.

It is also noted that for events in open space where there is no ticketing or boundaries to assist in estimates, attendance numbers can be difficult to accurately report or confirm.

Economic Benefit and Impact

When considering the program of major events and total major event sponsorship of Council of $26,000, the anticipated estimated economic benefit to the community of Penrith was calculated by Council officers, prior to the event, at $3,185,589 and the revised estimated economic benefit (calculated on actual participation figures provided post event) was estimated to be $3,147,098.

Benefits to Council and Return on Investment

Sponsorship of the 14 events during the July to December 2023 period provided positive opportunities for the promotion of Penrith as well as Council’s brand through a variety of marketing and communication channels, including:

• Logo placement identified Council as a major sponsor of each event, with the potential to be seen by 21,165 event attendees.

• Social media reach of Council brand and Visit Penrith destination content to over 188,074 people (estimated across all platforms).

• 26 banner and flag placements of Council’s strategic positioning graphic, ‘Positively Penrith’.

• Between July – December 2023, 283 overseas attendees and 790 Interstate attendees, attended 3 major events in Penrith which resulted in 1,220 individual overnight stays.

• 19,998 livestream views including destination content and viewed in more than 6 countries.

Together these opportunities provided through event sponsorship promote Penrith as a destination to visit and extend the reach of Council’s brand.

A return-on-investment calculation following the methodology outlined earlier has been completed for the period July to December 2023, as part of considering the benefit to Council and community of the sponsorship investment.

On the basis that Council invested $26,000 in this period for major event sponsorship and using the post-event economic benefit calculation of $3,147,098, the return on investment shows that for every $1 Council invested in event sponsorships in this period, it delivered a return on investment for the community and Council of just over $121.

Alignment with Events Strategy

The events sponsored within the July to December 2023 period show a strong alignment to the principles of the Events Strategy in working towards a balance between new (not previously sponsored) and existing (previously sponsored events), and a diversity of event types to appeal to a broad cross-section of our community and visitors across sporting, arts and culture, lifestyle and leisure and local community events of different sizes.

Opportunity Areas and Next Steps

The Think Penrith, Think Events – Penrith Events Strategy 2020-2024 focuses on identifying and proactively attracting events that will deliver a maximum return on investment to Council and benefit the community of Penrith. The Strategy focuses on fostering a balanced sponsorship portfolio for events with 4 key attraction focuses, including:

• Business events and conferencing

• Adventure and lifestyle events

• Arts and cultural events

• Developing a diverse annual sports events calendar focusing on attraction of elite women’s sporting events.

The current Think Penrith, Think Events – Penrith Events Strategy 2020-2024 is being reviewed with a view to renew Council’s strategic focus on attraction of major and destination events that attract overnight visitation to Penrith, including business events, conferences, arts and culture and lifestyle events.

Business events and conferencing

Council’s Events Strategy aspires to grow and outlines the potential of the business events and conferencing market. The Western Sydney Conferencing Centre, equipped to host 1,000 attendees and featuring 5-star accommodation, opened in Penrith in August 2023. Council officers continue to engage regularly with WSCC and other conferencing facilities in the Penrith Local Government Area to attract new business events to the Penrith LGA.

As outlined in the memo to Councillors on 20 October 2023, Council was represented at the Asia-Pacific Incentives and Meetings Expo (AIME) on the 19 - 21 February 2024 held at the Melbourne Convention and Exhibition Centre in partnership with Destination NSW.

AIME is the leading trade event in Australia for the meetings and event industry in the Asia Pacific region where registered buyers are connected directly with venues and regions to host business and conferencing events. Penrith is the only metropolitan Sydney council attending AIME in 2024.

The 2024 AIME Expo presents a strategic opportunity for Council to strengthen our relationship with Destination NSW and to showcase the region to potential buyers of events and conferencing products and services.

As interest in Penrith as an events destination of choice continues to grow, further development of the events sponsorship portfolio has been identified in order to achieve Council’s strategic objectives. Key areas for continued development of the portfolio include:

· Broadening promotion of the Events Partnership Program to maximise competitiveness of application rounds

· Updated Business Events Guide.

· Development of an Event Attraction Plan to be released in the second half of 2024/25 to strategically guide prospecting activities by organisers, build productive strategic relationships with the events industry and proactively acquire major events to Penrith, particularly international events boosting overnight stay and longer visitation

· Continued advocacy for investment in event-related infrastructure and major event acquisition at a State and Federal level.

Policy Framework Review

The Events Sponsorship Policy was developed and took effect in 2020 at a time when communities were then impacted by COVID. With the re-emergence of events post COVID, and the learnings and community preferences now shaping the type and way events are delivered, there is opportunity for a review of the Events Sponsorships Policy in this light.

A review has commenced of the current Policy framework which has included consultation with internal stakeholders and event operators and will identify improvements in assessment, governance, and reporting. A report of the review of the Events Sponsorship Policy was presented to the Councillor Briefing of 18 September 2023 with further detail to be provided in the coming months.

The review of the Events Sponsorship Policy and Event Strategy has highlighted a chance to modify the Penrith Events Partnership Program. Presently, the program allocates up to $200,000 each year to support major and community events. Council staff are currently exploring avenues to simplify the application procedure, adjust funding allocations and funding streams and refine the eligibility criteria for funding.

Financial Implications

Council has sponsored 14 events delivered in the 6-month period July to December 2023 at a total cost of $35,858. Of this, $26,000 of sponsorships were adopted by Council in the 2022-23 financial year, $9,858 of sponsorships were adopted by Council in the 2023-24 financial year and $3,000 of sponsorships relate to historical arrangements built into Council’s base budget.

Annual funding of $200,000 is available through the Events Partnership Program and $59,000 is built into Council’s base budget to fund the historical arrangements identified in this report.

After all expenditure and commitments are considered, funding of $100,114 is available for the remainder of the 2022-23 financial year to support Event Sponsorships

Risk Implications

There are no risk implications associated with this report.

Conclusion

This report outlines the outcomes of Council’s sponsorships of events for the period July to December 2023. In this period a total of 14 events were delivered that were sponsored by Council, with a total investment from Council of $35,858 (ex GST).

All sponsorship benefits were received as agreed. The reported attendance at all events sponsored by Council was 21,165 and the revised estimated economic benefit to the economy of Penrith of its major events sponsorship (using post event data) was $3,147,098.

A return-on-investment calculation shows that for every $1 invested by Council in major event sponsorships in this period, it achieved a return on investment for the community and Council of just over $121.

A review of Council’s event sponsorship during the July to December 2023 period shows it delivered positive opportunities for the exposure of Council’s brand, corporate image and destination benefits, and that the events sponsored have a strong alignment to the principles seeking to be delivered in the Events Strategy related to reach and patronage and strong economic and social benefit to community.

A review of the Events Sponsorships Policy will shortly be presented to Councillors to reflect changes to the event sector as a result of COVID-19 and identify potential improvements in assessment, governance and reporting processes relating to events sponsorship.

It is recommended that Council receive this report.

RECOMMENDATION

That the information contained in the report on Event Sponsorship Outcomes - July to December 2023 be received.

ATTACHMENTS/APPENDICES

1. ⇩	Events Sponsorship Policy	7 Pages	Appendix
2. ⇩	Assessment of Councils Sponsorship Investment – July – December 2023	3 Pages	Appendix

Ordinary Meeting 26 February 2024

Request for Major Event Sponsorship - Australian Pole Sports Federation

Compiled by: Shelley Lee, Activation and Event Development Officer

Authorised by: Megan Whittaker, City Activation, Community and Place Manager

Beau Reid, Place and Activations Program Manager

Jeni Pollard, Manager - City Resilience

Kylie Powell, Director - City Futures

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Support and provide opportunities to participate in activities and events that celebrate our diversity, culture and creativity
Principal Activity	Conduct and support events that include all members of our community

Previous Items: 2- Request for Major Event Sponsorship - Australian Pole Sports Federation- Ordinary Meeting- 20 Mar 2023 7:00PM

Executive Summary

The purpose of this report is to present to Council an event sponsorship proposal received from the Australian Pole Sports Federation (APSF) seeking sponsorship of the 2024 Australian Pole and Aerial Sports Championships.

This report provides Council with details of the sponsorship proposal received, including the proposed sponsorship benefits and an assessment of the sponsorship proposal.

The Australian Pole Sports Federation has submitted a proposal for sponsorship from Council for the 2024 Australian Pole and Aerial Championships to be held at the Penrith Valley Regional Sports Centre (PVRSC) on the 13 – 14 July 2024. The 2024 Australian Pole and Aerial Championships is the 5th Australian Pole and Aerial Championships to be held and is an annual event that relocated to Penrith from Cairns, Queensland in 2023.

Australian Pole Sports Federation has sought a total sponsorship investment from Council of $10,000 (exc. GST). Council officers have estimated the event could deliver approximately $173,983 in local economic benefit.

This report recommends that Council provides sponsorship of $5,000 (exc. GST) to the Australian Pole Sports Federation in support of the 2024 Australian Pole and Aerial Championships.

Background

Council was approached on 22 January 2024 by Australian Pole Sports Federation to consider sponsorship of the Australian Pole and Aerial Championships to be held at the Penrith Valley Regional Sports Centre on the 13-14 July 2024.

Council endorsed the Events Sponsorship Policy (‘the Policy’) in June 2020. The Policy includes criteria for Major Event Sponsorship.

Current Situation

The sponsorship proposal received from the Australian Pole Sports Federation for the 2024 Australian Pole and Aerial Championships requests a total Council investment of $10,000 (exc. GST) to assist with cost of the venue hire, operations of the event including livestream, videography and photography and mandatory expenses of International Pole Sports Federation (IPSF) head judge flights and accommodation.

Further details on the event are provided below:

2024 Australian Pole and Aerial Championships

The Australian Pole Sports Federation (APSF or Federation) is a not-for-profit peak sporting organisation founded in 2017 representing pole and aerial sports. The APSF is the official governing body for pole and aerial sports in Australia, endorsed by the International Pole Sports Federation (IPSF) and are currently working toward inclusion in future Olympic Games.

The Australian Pole and Aerial Championships is an established national competition run by APSF with accreditation from the IPSF, providing the only international standard competition for pole and aerial sports in Australia.

From 2019 to 2022 the Australian Championships were held in Cairns, Queensland. In 2023, the event was relocated to Penrith to make the event more accessible and cost-effective for athletes across the nation to participate. Council sponsored the 2023 event, acknowledging the opportunity to attract a new event offering to Penrith. It is positive to the see the event organisers seeking to return to Penrith for the 2024 Championships.

The 2024 Australian Pole & Aerial Championships will serve a critical function for the Australian pole and aerial sports community, offering the sole international judging platform in the country for those with aspirations for Olympic recognition. This unique platform allows elite athletes to qualify for the 2024 World Pole & Aerial Championships and to represent Australia on the global stage.

The Federation is anticipating that they will attract approximately 288 participants and spectators to Penrith, consisting of 60 competitors, 200 spectators and 28 volunteers.

Over 48% of participants (138 people) are expected to stay overnight for 1-2 nights in the Penrith Local Government Area, with 75 visitors from regional NSW, 55 from interstate and 8 overseas visitors.

The event primarily has female participants. A number of participants in the event have mobility and other physical disabilities, participating in pole and aerial sports in order to gain physical strength and mobility as well as connect meaningfully with others in the community.

Following a successful first year in Penrith in 2023, APSF has indicated that they intend to continue work to grow the event and establish a long-term presence for the Championships in Penrith.

Previous sponsorship to Australian Pole Sports Federation

Council has previously provided sponsorship to the Australian Pole Sports Federation to the value of $10,000 (exc. GST) in 2023, in support of the acquisition of a new event to the area through the relocation of the event from Cairns to Penrith in that year.

The Business Paper tonight includes a report of the Sponsorship Outcomes July – December 2023. That report provides a summary of the outcomes of all events sponsored during that period including the 2023 Australian Pole and Aerial Championships. The report reflects that the Championships anticipated attendance of 360 with actual attendance at 150. The reduced attendance then meant that the anticipated economic benefit was reduced from a forecast of $133,072 to $71,980.

Proposed Sponsorship Benefits

The sponsorship opportunities being presented by Australian Pole Sports Federation for the 2024 event would provide Council and the community of Penrith with several benefits including:

· Naming rights to the 2024 Australian Pole and Aerial Sports Championships

· Logo inclusion on all event materials, official competition T-shirt, social media, advertising materials, newsletter and website and direct link on APSF website (with a link when viewers click on the logo that takes them to the Visit Penrith website)

· TVC advertising on livestream

· Event signage prominently displayed at event

· Social media posts and EDM promoting Penrith

· Acknowledgment of Penrith City Council as a Major Event partner in media releases

· PA announcements at the event acknowledging Council’s sponsorship

Assessment of sponsorship proposal

The sponsorship proposal has been assessed against Council’s Events Sponsorship Policy criteria for Major Event Sponsorship.

The event encourages community involvement and partnership, overnight visitation to the Penrith Local Government Area and has positive economic benefits to the local economy of Penrith that exceeds the total cost of running the event.

Strategic alignment

The event primarily has female participants. The acquisition of events focussing on women’s participation in sport is a key focus for event acquisition as part of Council’s Think Penrith, Think Penrith – Penrith Events Strategy 2020-2024.

Additionally, a percentage of participants identify having a disability. Sponsorship of this event supports and aligns with Council’s Disability Inclusion Action Plan 2022-2026, specifically Strategy 2: Raise awareness and promote the benefits of inclusion to the community and Strategy 5: Increase access and participation in recreational and sporting opportunities.

Estimated economic benefit

Council officers have estimated that the event could deliver approximately $173,983 in local economic benefit. This is calculated using data provided by the applicant including participant numbers and type of participation expected during the event (e.g. overnight or day stay). The Tourism Research Australia tool is then used to input the data provided by the applicants. This tool is used by Destination NSW to set the standard rates of economic impact per visitor per event. This information is then inputted into the Profile ID Event Impact Calculator to determine the return on investment for each event.

Recommended sponsorship value

The sponsorship proposal seeks Council investment of $10,000 (exc. GST), which is the same value sought by the APSF for this event in 2023.

It was noted in the report presented to Council at the Ordinary Meeting of 20 March 2023, that a sponsorship value of $10,000 (exc. GST) is recommended as a one-off investment, reflective of the added costs and commercial risks to the organiser in re-locating an existing event to Penrith.

The proposal presented to support the event in 2024 is largely the same as that presented in 2023, with a more modest level of participation and spectators, overnight visitation and local economic benefit. When compared to other events sponsored by Council under the Events Sponsorship Policy, this event would command a recommended sponsorship value of between $3,000 and $5,000 (exc. GST).

Council officers recommend sponsorship of $5,000 (exc. GST), which seeks to balance providing support to this event which offers economic benefits to the City and aligns with Council’s Events Strategy 2020-2024 and Disability Inclusion Action Plan 2022-2026, with achieving the best value for Council and the community.

Additionally, this sponsorship presents an opportunity for Council to assist the Australian Pole Sports Federation (APSF) continue to build and market the event in Penrith Local Government for the second year and drive continued growth in participation and visitation associated with the event into the future through the further development and execution of a strategic business plan focussed on developing local partnerships and bolstering participation.

Should Council resolve to support the recommendation, officers will work with the Australian Pole Sports Federation to negotiate sponsorship benefits commensurate with the value of Council’s $5,000 investment.

Financial Implications

Risk Implications

If the sponsorship is endorsed, Council will enter into a sponsorship agreement with Australian Pole Sports Federation to detail the expected sponsorship benefits to be delivered to Council and the community in exchange for Council’s investment.

Conclusion

Council has received a request for major events sponsorship from the Australian Pole Sports Federation (APSF). The request seeks funding for $10,000 (exc. GST) to support the 2024 Australian Pole and Aerial Championships to be held at the Penrith Valley Regional Sports Centre on 13-14 July 2024.

Council officers have assessed the sponsorship proposal against the Events Sponsorship Policy.

It is estimated that the return from the event to the community of Penrith could be in the order of $173,983 in economic benefit. A sponsorship of $5,000 (exc. GST) is considered reflective of the estimated benefits and reach of the event and its alignment with directions in Council’s Events Strategy 2020-2024 and Disability Inclusion Action Plan 2022-2026.

Should Council resolve to endorse the sponsorship proposal, Council will enter into a sponsorship agreement with the Australian Pole Sports Federation detailing the expected sponsorship benefits to be delivered to Council in exchange for its investment.

RECOMMENDATION

That:

1. The information contained in the report on Request for Major Event Sponsorship - Australian Pole Sports Federation be received.

2. Council provide sponsorship of $5,000 (exc. GST) to the Australia Pole Sports Federation in support of the 2024 Australian Pole and Aerial Championships.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

NSW Government Community Improvement District Pilot Program Application

Compiled by: Rebekah Elliott, St Marys Place Manager

Authorised by: Jeni Pollard, Manager - City Resilience

Kylie Powell, Director - City Futures

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Enhance community wellbeing, safety and neighbourhood amenity
Principal Activity	Work in partnership to support the revitalisation of the Penrith, St Marys and Kingswood centres

Previous Items: Councillor Request – Beautifying St Marys CBD to meet opportunities from metro station - Councillor Memo – 29 November 2023.

Executive Summary

The purpose of this report is to seek Council’s approval of the application for funding from NSW Government Community Improvement District Pilot Program. The application is due to be lodged with Transport for NSW on 27 February.

In November 2023, Councillors were advised by memo that an application had been submitted to the NSW Government Community Improvement District (CID) Pilot Program, applying for $400,000 in grant funding for the delivery of initiatives to support the transformation of the St Marys Town Centre. The application was the first stage in the process. Council was notified in January 2024 that the preliminary application was shortlisted and Council has been invited to apply for the funding through a submission of a final application.

St Marys – Transforming into a Thriving Urban Hub is an exciting project that will deliver place branding and marketing, creative wayfinding, pedestrian lighting improvements, small business capacity building programs and more activations in the centre. These projects have been identified within the draft St Marys Town Centre Place Plan and will build on Council’s ongoing efforts with the St Marys Town Centre Corporation in supporting residents, businesses, property owners and community organisations to elevate the St Marys Town Centre into a thriving urban hub.

This report also provides a brief update on the St Marys Town Centre Place Plan.

This report recommends that the information is received, and that Council approve the submitted application for $400,000 through the NSW Government Community Improvement District Pilot Program.

Background

The St Marys Town Centre is set for transformation, propelled by substantial public and

private investments. Amidst significant city-shaping developments, it is crucial to focus on the present and the individuals who contribute to the unique place.

Transport for NSW CID Pilot Program has committed $2.75 million to deliver trial CIDs across NSW that test the viability of diverse governance models and strengthen local place economy. CIDs are business-led place-based partnerships that bring businesses together to support and grow local economies, high streets and centres. They enhance local trading environments, encouraging people to get out into their local neighbourhoods and retail centres to enjoy local goods, services and activities on foot.

These trials will drive collaborative placemaking, involving property owners and local businesses in curating and growing local economies, whilst accelerating public-private partnerships in centres across NSW. The CID Pilot Program will develop an evidence base that will help to inform a consistent state-wide approach to CID policy in NSW.

Current Situation

Councillors were advised via memo in November that a preliminary application to the NSW Government Improvement Districts (GID) Program was submitted for St Marys Town Centre. The pilot proposes to deliver on several unfunded actions from the St Marys Town Centre Place Plan that support activation and beautification of the St Marys Town Centre.

In partnership with the St Marys Town Centre Corporation, the project will deliver place branding and marketing, creative wayfinding, pedestrian lighting improvements, capacity building for local businesses and activations to support a more engaging and authentic urban experience.

Objectives of the project include:

· Positioning St Marys Town Centre as a vibrant, diverse economy day and night.

· Celebrating local creative industries through placemaking for a safe, inclusive environment.

· Collaboration with local stakeholders aims to drive transformative processes, creating spaces that foster a healthier, safer, and more resilient community.

· Enhanced sense of place.

· Establishing St Marys as an authentic destination that actively promotes creative and cultural expression.

The project proposes the following interventions:

· Creative wayfinding solutions and welcome signage.

· Place branding and marketing campaign for the town centre.

· Economic profiling and data analysis to support the campaign work and investment attraction.

· Small scale lighting improvements, planting and streetscape enhancements.

· Events and programming that celebrate local culture and encourage social interaction.

· Small business capacity building programs to help prepare business for growth.

Council has since received notification that the application was shortlisted, and a final application will need to be submitted by 27 February 2024.

The Penrith CBD Corporation have also been successful in their preliminary application for CID Pilot Program funding for the Penrith City Centre. The Penrith project involves entertainment, shaded outdoor seating, artistic elements, and branding strategies to connect precincts and car parks.

Should the application for funding the St Marys – Transforming into a Thriving Urban Hub project be successful, Council will receive the funds and work in partnership with St Marys Town Centre Corporation in the delivery. Notification of the outcome of the funding round is anticipated late April 2024.

St Marys Town Centre Place Plan

The Draft Plan for St Marys Town Centre provides the framework to coordinate a range of responses including, planning, projects and programming to respond to the current and upcoming challenges for the Town Centre. It offers a collection of activations and interventions in the Town Centre to encourage an iterative and adaptive program of change. The place plan supports Council to activate the ideas of the local community with a high level of flexibility and responsiveness.

The public exhibition period was opened on 4 December 2023 and is closing 29 February 2024. The opportunity to input has been promoted via:

· Media Release

· Social Media posts

· Postcards for distribution at key locations including local businesses, St Marys Library and Ripples St Marys

· Direct email and engagement with key stakeholders including St Marys Town Centre Corporation

· Your Say Penrith Online Survey

· Business door knocks

To date Council have received 14 contributions, with 1,425 Your Say page views and 330 downloads of the of the place plan.

A report seeking endorsement of the Place Plan will be prepared for the Council Ordinary Meeting in April 2024 following the public exhibition period, taking into consideration any matters raised by community or business during the exhibition period. Whilst the Place Plan is yet to be endorsed by Council, the Community Improvement District Pilot Program funding presents an early opportunity to deliver a number of priority projects that were identified as unfunded.

Financial Implications

All projects will be fully funded from the NSW Government Community Improvement District Pilot Program Grant funding with Council providing staff time as an in-kind contribution. Council will be responsible for delivering the whole project.

Risk Implications

There are no risk implications for Council associated with this report.

Conclusion

The initiatives proposed as part of the CID Pilot Program application will complement Council’s investment in St Marys Town Centre and build upon the work of several initiatives across Council. The project ideas have all been seeded through the St Marys Town Centre Place Plan and respond to community aspirations and agreed priorities and reflect the ongoing work with the St Marys Town Centre Corporation.

RECOMMENDATION

That:

1. The information contained in the report on NSW Government Community Improvement District Pilot Program Application be received.

2. Council approves the application for $400,000 grant funding from Transport for NSW Community Improvement Districts Pilot Program.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

Submission on the NSW Government Explanation of Intended Effect: Changes to create low-and mid-rise housing and Transport Orientated Development Program

Compiled by: Kathryn Sprang, Senior Planner

Natalie White, Planner

Lucy Goldstein, Senior Planner

Fiona McDermott, Urban Strategist

Authorised by: Christine Gough, City Planning Manager

Carlie Ryan, City Strategy Manager

Kylie Powell, Director - City Futures

Outcome	We plan and shape our growing City
Strategy	Undertake strategic planning that will ensure balanced growth and liveability
Principal Activity	Influence state planning policies and legislation to ensure it responds to our land use vision and the needs of our community

Executive Summary

The Department of Planning, Housing and Infrastructure (DPHI) has prepared two separate documents aimed at boosting housing supply and diversity in the Six Cities Region. DPHI are exhibiting an Explanation of Intended Effect (EIE) which proposes to create additional low and mid-rise housing opportunities and have also released a Transport Orientated Development (TOD) Program that will specifically apply to St Marys. This report seeks Council’s endorsement on two submissions to DPHI on the proposed low-and mid-rise housing reforms and TOD Program.

The proposed reforms have been developed in response to achieving the housing targets set within the National Housing Accord and the NSW Government’s commitment to deliver at least 314,000 new homes by 2029 focusing on locations in close proximity to existing public transport connections, amenities and employment. Both the TOD Program and EIE explain the need to boost infill housing supply, and also improve housing affordability and housing diversity. This is proposed to be achieved through a range of planning levers, including amending permissibility of uses, reducing lot size and increasing permissible heights and Floor Space Ratio (FSR).

The EIE is on exhibition until 23 February 2024 and an extension to 1 March 2024 has been granted. The TOD Program is not on formal exhibition, however, DPHI have requested comments before the end of February 2024 to inform their decision making.

A submission to the proposed EIE is provided in Attachment 1. A submission to the proposed TOD Program is provided in Attachment 2. Should Council endorse the submissions, they will be submitted to DPHI as a matter of urgency to ensure it they are received by 1 March 2024 and end of February 2024, respectively.

Councillors were briefed on the proposed reforms on 19 February 2024. Councillors also received a memorandum on the EIE reforms on 1 and 21 December 2023. A memorandum on the TOD Program was provided to Council on 22 December 2023.

The TOD Program and EIE focus on infill housing opportunities following the release of the 2023 Productivity Commission Report ‘Building more homes where infrastructure costs less’ which identified that servicing new homes with infrastructure can be up to $75,000 more expensive for each home in the outer suburbs compared to the inner suburbs.

The EIE reforms propose to override Council’s existing land use zoning, standards and controls via a State Environmental Planning Policy (SEPP). The EIE proposes two key actions relevant to Penrith LGA. The first is to amend the controls applying to dual occupancies within the R2 Low Density Residential zone so that more lots are capable of being developed for this purpose. The second action is to create Station and Town Centre precincts and enable the permissibility of multi-dwelling housing and manor homes in the R2 Low Density Residential Zone and residential flat buildings and shop top housing in the R3 Medium Density Residential Zone. The EIE proposes to introduce non-refusal development standards, which means that if a development complies with the standard, it cannot be used as grounds for refusal.

The TOD Program in St Marys will mandate Residential Flat Buildings (RFBs) as permissible development in all residential zones (R2, R3 and R4) within 400 metres of the train station, and will override Council’s existing land use controls in relation to maximum building height, floor space ratio, minimum lot size and width and car parking rates.

There is a willingness to partner with the NSW Government in reviewing the planning framework that applies to Penrith to ensure a significant pipeline of housing which responds to local needs and conditions and contributes to the Housing Accord targets. Council’s own policies support increased density in close proximity to high amenity areas with good access to public transport and the intent of the proposed reforms to boost housing supply, diversity and affordability is recognised. However, a more nuanced, place-based approach linked to infrastructure delivery is the preferred methodology to implement such reforms in Penrith to address and overcome issues surrounding natural hazards, infrastructure delivery and the orderly growth of our town centres.

Having regard to the matters raised in this Report and the attached submissions, the proposed reforms are not supported in their current form to be applied to Penrith. The proposed reforms will significantly impact the ability of Council to provide infrastructure in the context of a maturing City that has historically produced a significant volume of housing. Council will to continue to work with industry to deliver housing and has a significant pipeline of housing supply. Council does not support any policy that only focuses on housing and ignores the very real needs of Penrith residents in terms of employment opportunities, access to recreation opportunities and improved accessibility.

Strategic Planning Framework – Housing Opportunities in Penrith

DPHI Proposal

The NSW Government has identified a housing crisis in NSW. The TOD Program and Low and Mid-Rise housing EIE have been developed in response to achieving the housing

targets set within the National Housing Accord and respond to the National Planning Reform Blueprint, which the NSW Government has committed to delivering. The Blueprint includes actions to update state, regional and local strategic plans to reflect housing supply targets (314,000 in NSW by 2029) and promote medium and high density housing in well-located areas close to existing public transport connections, amenities and employment.

Response

Council’s Local Strategic Planning Statement (LSPS) was developed to guide local strategic planning in the Penrith LGA and is aligned to the previous housing targets established by the State government, which Council is achieving, and the Western City District Plan.

The State Government has not yet identified any new housing targets for Penrith LGA based on the Housing Accord agreement, but given the scale of the housing target, DPHI has proposed to apply blanket new provisions across the LGA and NSW more broadly to boost housing supply.

Councils Local Housing Strategy (LHS) identifies capacity to accommodate approximately 23,000 to 32,000 new dwellings under existing planning controls. This does not take into account planned growth areas in Orchard Hills South (approximately 10,000 dwellings) which will be supported by a new town centre and metro station.

Council’s LSPS supports the provision of housing density and diversity near train stations and places of high amenity, noting that St Marys was identified in the Transport Orientated Development (TOD) program, but already has zoned capacity of up to 11,000 unrealised dwellings.

In this respect, Council’s local strategies are aligned with the State Government objectives with regard to focusing growth around infrastructure and enabling appropriate infill development.

However, the provision of housing cannot be viewed in isolation and must be balanced against the need for jobs, infrastructure, community facilities and the impact of natural hazards, which have all been taken into account in Council’s LSPS to provide for sustainable growth. The proposed planning reforms have the potential to undermine Council’s strategic planning, and the ability to appropriately manage population growth.

While the planning principles supporting the housing reforms are noted, there are specific place-based issues that cannot be resolved through the introduction of blanket controls, particularly those that will boost housing supply beyond the planned capacity identified within the endorsed strategic planning framework that was founded in evidence and community engagement. Council does not support the introduction of new planning controls that boost supply without taking account of the existing pipeline of housing already proposed, including the infrastructure demand required to support this growth.

Council supports the review of its LSPS and planning framework once the State government has identified new housing targets for the Penrith LGA, taking into account planned growth and will continue to work on key LSPS initiatives, such as the St Marys Master Plan and the review of Council’s LEP and DCP provisions to ensure continued supply of diverse housing opportunities in Penrith LGA.

Strategic Planning Framework – Employment Opportunities in Penrith

DPHI Proposal

The EIE is silent on the need to provide jobs to support growth as it assumes that the housing supply will be supported by existing town centres and infrastructure already embedded in urban environments.

Response

A central pillar of Council’s strategic framework is providing jobs closer to home. Penrith is one of Greater Sydney’s fastest growing local government areas, but growth in the number of local jobs has not kept pace with population growth. The Penrith Employment Lands Strategy (ELS) was endorsed by Council in 2021 and aims to ensure that Penrith has a sufficient supply of land in suitable locations to enable local businesses to thrive and attract new investment that will generate a greater number and diversity of jobs for our growing population. Penrith will need to provide even more jobs to fully realise its potential as a Local Government Area serving a regional function and to achieve a vision of a thriving, innovative 30-minute city.

There is a critical link between providing homes and Council’s commitment to provide jobs and services for our growing community. A key objective of Council’s Local Housing Strategy is to focus new housing in transit-oriented neighbourhoods within walkable catchments of existing and planned rail stations in order to maximise access to jobs and services. We want to ensure that as much as possible, housing and jobs are inextricably linked in our strategic planning and delivered concurrently.

Council has recently adopted the Penrith Economic Development Strategy 2031 (EDS) which provides a roadmap to deliver more jobs close to home for Penrith residents. It is expected that the population of Penrith will be 260,000 people by 2031. In 2022 Penrith did not have enough available jobs for every working resident, with a jobs to resident worker ratio of 0.8:1. At less than 1 to 1, this means that every day more than 20,000 residents leave Penrith for work outside the LGA due to insufficient jobs available locally. With intervention by Council and its partners through actions in the EDS, 23,000 new jobs will be delivered by 2031. However, to achieve parity of one job for every resident worker, 38,0000 additional jobs would need to be delivered by 2031. A disproportionate number of new dwellings delivered over this timeframe not matched by more local jobs will further widen this gap.

The introduction of the reforms, while not proposing to rezone employment land, do not enable Council to support jobs growth or carry out detailed planning to ensure that the land use planning framework around town centres is orientated towards providing jobs to support the growing population. As an example, Council may seek to introduce a mixed use zone with minimum commercial floor space requirements as a result of detailed planning analysis. If the reforms enable the rapid residential development of town centres, there is a risk that land that could have been used to create vibrant and activated town centres with a land use mix will be lost to dormitory residential suburbs focussed on commuters.

The Low and Mid-Rise Housing EIE

The changes to Council’s LEP and DCP are intended to occur through a State Environmental Planning Policy (SEPP) and while the details of the drafting of the SEPP have not been released, it is understood that the SEPP will be a blunt instrument that will apply broadly across the Six Cities Region. Further details regarding the changes and the potential impact on Penrith LGA are outlined and explained in the following sections of this Report. The difference between the proposed controls in the EIE and Council’s existing development controls are summarised within Attachment 1 to the Council submission.

Importantly in the Penrith context, it is relevant to consider the broader strategic implications of the proposed policy from a flood risk and infrastructure contributions perspective prior to detailed consideration of the land use permissibility and development standards. As such, in preparing a submission to DPHI the strategic context is considered first, followed by an assessment on the impact of the reforms.

1. Consideration of Strategic Implications – Natural Hazards

DPHI position

The EIE identifies that further work is required in terms of how the proposed reforms will apply in the context of identified hazards, specifically calling out the Hawkesbury-Nepean Valley flood risk.

Response

Since the release of the Flood Evacuation Model (FEM), Council has sought clarification from both DPHI and the Reconstruction Authority with regard to the implications and assumptions within the FEM in order to inform land use planning and flood risk management.

In considering the FEM in the context of the low and mid-rise housing reforms, it is noted that approximately 2,100 additional dwellings have been estimated as infill development or background growth in the FEM assumptions for the Penrith LGA. The low and mid-rise housing reforms have the potential to significantly exceed this level of background growth.

In addition to the assumed background growth in the FEM, the EIE reforms should not apply to areas with existing high flood risk. Emu Plains and areas of Penrith are affected by a ‘Low Flood Island’. Emu Plains currently has a total of 2,342 lots zoned R2 and R3 under Penrith LEP 2010 and of those lots, 2,017 are subject to flood related development controls, which means that they are not suitable to accommodate additional infill development.

Penrith LGA is an evacuation route for the Hawkesbury-Nepean region. Therefore, residents outside the LGA will need to enter the Penrith LGA to evacuate. This needs to be considered in the context of applying the reforms to neighbouring LGAs such as Hawkesbury and the overall evacuation capacity of the road network.

Until further clarification is provided and a pathway forward is understood in the implementation of the FEM, particularly in its application to land use planning, Council cannot support the low and mid-rise housing reforms due to their potential to significantly exceed existing growth projections and increase risk to life.

It is reiterated that Council has a significant planned pipeline of growth. It is irresponsible of Council to support additional background growth that could potentially undermine the ability to develop existing zoned land due to flood evacuation capacity constraints. The application of a blunt instrument that enables infill development that has not been planned for in terms of flood evacuation is inconsistent with the detailed flood planning that Council and the State government have undertaken and are further developing within the Hawkesbury Nepean Valley.

2. Consideration of Strategic Implications - Provision of Infrastructure to Support Growth

DPHI position

The EIE recognises the need for Council to be able to capture contributions to fund additional infrastructure that will be needed as a result of the proposed reforms.

Response

The proposed reforms would encourage and support infill development beyond the growth projected in Council’s LSPS. In order to capture developer contributions for infill development, a Section 7.12 plan, which levies contributions as a percentage of the development cost, is the most appropriate mechanism. This is because it enables Council to use the funds collected towards a broad range of uses and is suitable in locations where infill development occurs.

Council does not have a Section 7.12 plan in place to support infill development to the extent proposed. There are contributions plans that capture contributions towards Open Space and Community facilities, however, these do not capture contributions towards the full range of infrastructure that Council is responsible for, such as local roads and drainage.

Council does not support the introduction of any new controls until a section 7.12 plan is in place to capture contributions for infill development where there is not a site specific contributions mechanism in place.

Council has site specific contributions in place, or in endorsed draft form for the high growth and release areas in the LGA. Section 7.11 Contributions Plans have been prepared for Orchard Hills North and Glenmore Park Stage 3 that are awaiting IPART approval, a draft Section 7.12 Plan for the Aerotropolis is awaiting Ministerial approval and a number of targeted Voluntary Planning Agreements (e.g. Jordan Springs) are in place for precincts which are based on projected growth.

Within these precincts there is concern that the replacement of single dwelling houses with dual occupancies (or greater density) would exceed the capacity of the infrastructure that has been identified to support the agreed development outcome. Given these Contributions Plans have been prepared based on the planned density, any further increase, as proposed in the reforms, have the potential to undermine the ability for Council to provide additional infrastructure and services in these locations.

This is particularly relevant to facilities such as playing fields for sport and recreation and organised sporting clubs. Penrith has planned for the provision of these facilities, which have a very high land take up. If a significant new population where introduced, not only would it be difficult to fund these additional facilities, it would also be difficult to find suitable, unconstrained land to support their development. Significant constraints such as topography, flood impact, vegetation coverage (including Cumberland Plain Woodland) and the need to conserve rural land means that while Penrith benefits from open spaces, the ability to provide these amenities is complex.

Council also raises significant concerns regarding the capacity of the Sydney Water network to service additional infill dwellings, noting that there is land that is already zoned that will place pressure on the servicing capacity of Sydney Water, without taking account of the additional impact of the proposed housing reforms eg. St Marys with capacity of approximately 11,000 additional dwellings.

More broadly, there is concern regarding the capacity for Sydney Water to service all of the planned growth in Penrith in a timely manner. This applies to Glenmore Park Stage 3, Orchard Hills North and Orchard Hills South, as well as the Aerotropolis precincts. Services should be prioritised to localities that are already planned and zoned, with a clear delivery pathway to accommodate future growth. Until this certainty can be provided, Council does not support the reforms.

Council has planned capacity to provide additional dwellings and there is sufficient zoned land in the Penrith LGA to accommodate a range of housing diversity. The key issue in Penrith relates to the provision of essential and key infrastructure required to support growth. Until an infrastructure needs assessment is undertaken, together with an assessment of Council’s ability to deliver infrastructure supported by a comprehensive Section 7.12 plan, the infill areas of Penrith LGA are not capable of accommodating any additional growth beyond what is already planned.

Further, the proposed reforms should not apply to any localities that have a specific contributions funding mechanism in place as while more dwellings mean that increased contributions are captured, the planned infrastructure has been specifically tailored to meet the needs of the planned population and any additional growth may lead to an undesirable infrastructure gap. A full list of these localities can be provided to DHPI.

Notwithstanding the issues raised above with regard to the suitability of the proposed reforms and their strategic implication, the following sections of this report addresses specific elements of the proposed EIE reforms.

3. Impact of the Proposed Reforms - Changes to Dual Occupancy

DPHI Proposal

The EIE identifies that while 83% of Councils across NSW permit dual occupancies in their R2 Low Density Residential and R3 Medium Density Residential zone, including Penrith LGA, there are a range of development controls which further limit the sites where they can be built. The EIE states that Council minimum lot sizes can be unnecessarily large which rules out a large portion of the available lots for dual occupancies.

The EIE proposes the following controls for dual occupancies which are identified as non-refusal standards that will overrule Councils LEP and DCP provisions, as follows:

Standard	Proposed Controls	Current (LEP/DCP)
Minimum Site Area	450m²	R2 zone - 650m²attached/750m²detached R3 zone – 550m² attached/650m² detached
Maximum Floor Space Ratio (FSR)	0.65:1	NIL
Maximum Height	9.5m	8.5m
Minimum Lot Width	12 metres	Nil
Minimum Parking	1 space per dwelling	2 spaces per dwelling (2 or more bedrooms)
Subdivision	Permit Torrens Title	Strata subdivision permitted

Response

The proposed development standards for dual occupancy development represent a significant variation to Penrith’s existing standards when the consequences of reducing the minimum lot size and reducing car parking rates are considered in the Penrith context.

The proposed reforms have the capacity to severely undermine infrastructure planning, increase background growth beyond that identified in the FEM and create additional housing in locations with poor access to public transport, putting increased pressure on Council’s road network. The reforms have not considered local context and constraints and have no regard for existing urban opportunities such as heritage and encouraging the development of town centres and places.

Within the Penrith LGA there are 44,731 lots zoned R2. Under the current minimum lot size controls, 19,768 of these lots or 44% have dual occupancy potential. By reducing the minimum lot size to 450m2, an additional 21,347 lots in the R2 zone will have dual occupancy potential, expanding eligibility to approximately 92% of all lots zoned R2.

This does not account for residential lots that will be created in new release areas that have not yet been subdivided (Glenmore Park and Orchard Hills North) where take up of dual occupancy as a new build may be more attractive, significantly eroding Council’s growth planning.

Much of the land zoned R2 within the Penrith LGA is traditional greenfield development that does not currently have the same access to amenities and services that exist in other parts of Sydney, as described in the EIE. It is also in locations where the provision of local infrastructure is finely balanced to existing growth projections, for example, Orchard Hills North.

Penrith LGA is defined by an east-west lineal axis of transport infrastructure and north south connectivity is heavily car based (pending the commencement of the Metro). The non-refusal standard means that only 1 car space per dwelling would be required to be provided, which is not considered sustainable in locations that have no access to regular public transport, for example, Glenmore Park.

Council’s existing R2 and R3 zones may have capacity to support additional growth, but this must be done based on evidence and the capacity of the existing and proposed infrastructure. The introduction of blunt instrument controls have the potential to further increase pressure on the low density residential areas without consideration of cumulative impacts.

Council requests the retention of the existing dual occupancy controls in Penrith LEP given the potential scale of growth that could occur as a result of the proposed amendments and the uncertainty with regard to their impact on flood planning and infrastructure provision.

Council is willing to work with DPHI to further consider this matter, but this must be carried out having regard to existing land use constraints which include, but are not limited to flooding, capacity of the road network, provision of parks and open spaces, heritage, areas of high biodiversity value and retention and preservation of urban tree canopies to mitigate against urban heat.

4. Infill Development - Suitability of Station and Town Centre Precincts in Penrith

DHPI Proposal

The EIE identifies the need to increase density around Station and Town Centre Precincts, regardless of the current zoning. Station and Town Centre Precincts are defined as:

· Within the Six Cities Region; and

· 800m walking distance of a heavy rail, metro or light rail station; or

· 800m walking distance of land zoned E2 Commercial Centre or SP5 Metropolitan Centre; or

· 800m walking distance of land zoned E1 Local Centre or MU1 Mixed use, but only if the zone contains a wide range of frequently needed goods and services such as full line supermarkets, shops and restaurants.

DPHI have requested input from Councils on the suitability of the land zoned E1 Local Centre or MU1 Mixed Use to be nominated as a Station and Town Centre Precinct, which would trigger the introduction of the new controls.

Response

The analysis of station and town centre precincts is complicated as while some town centres may be suitable to accommodate the increased density due to proximity to rail infrastructure, they are constrained due to flood impacts or lack of other supporting infrastructure. This is particularly relevant to the Penrith CBD, which has zoned capacity for up to 10,000 dwellings, but is currently constrained by the maximum capacity within the Adaptive Management Framework of 4050 dwellings.

The ‘station and town centre’ precincts that are suitable for additional growth within Penrith LGA are those that have access to the main east-west rail line, as highlighted in Councils LSPS. It is also noted that there is existing capacity for growth within these precincts (eg. St Marys and Kingswood). While Council supports the growth of these centres, it is not considered that it can occur in the manner proposed.

Penrith has historically performed the role of a Regional city and has supported residential growth over many years, but the level of maturity of many station and town centre precincts in Penrith that has not kept pace with population growth. This includes a maturity around supporting jobs and employment, as well as local retail, services and growth, as well as local retail, services and amenities. Council is in favour of growth that is balanced and the proposed reforms do not address this concern.

Council staff have carried out an analysis of the 32 locations in the Penrith LGA that would qualify as a station and town centre precinct based on proximity to a station or centre, against relevant suitability criteria (as outlined in the EIE). Officers have also included other criteria relevant to Penrith LGA, including flood evacuation and infrastructure contributions funding (noting the broader strategic concerns with regard to these issues). This analysis is provided as Attachment 2 to the submission.

The analysis identifies that while some centres do have access to the rail line, there are limited options in terms of supermarkets and retail facilities (eg. Kingswood and Werrington). Furthermore, if these centres were suitable to accommodate further residential growth, this growth would need to be supported by a package of planning controls that incentivises the provision of retail and commercial facilities to ensure that the needs of the future residents are catered for. This may require different planning levers to be investigated to achieve the best outcome.

Other local centres in the Penrith LGA, such as South Penrith, St Clair, Cranebrook, Glenmore Park or Cambridge Park would possibly be captured by the reforms. These locations outside the main rail corridor are not suitable for increased housing growth beyond the planned capacity as they do not have good access to public transport and are heavily car reliant.

In summary, it is considered that given the strategic context and issues raised, there are no station or town centre precincts within Penrith that are suitable for inclusion in the reforms.

As previously outlined, there are centres within Penrith along the east-west rail line that are not suitable for inclusion due to flood and evacuation constraints. If any places were included in the reforms, confirmation would be required from the NSW Reconstruction Authority that the additional growth beyond what is already planned could be accommodated within the context of the FEM.

5. Impact on Station and Town Centre Precincts – Permissibility and Development Standards

DPHI Proposal

The reforms propose that within station and town centre precincts multi-dwelling housing and manor houses would be permissible in the R2 Low Density Residential zone and residential flat buildings and shop-top housing would be permissible in the R3 Medium Density zone.

Within the R3 zone, the development standards applying to Residential Flat Buildings and Shop Top housing are graded, so that there is higher density proposed within 400m of the precinct and a different standard is applied for the 400m – 800m radius.

The key changes for Council in terms of permissibility and development standards in Station and Town Centre Precincts are:

· Multi-dwelling housing (terraces/townhouses) would be permissible in the R2 low density zone. They are already permissible in the R3 zone. The minimum lot size would be reduced from 1200m² to 500m² for terraces and 600m² for townhouses. Terraces would require a minimum of 0.5 car space per dwelling and townhouses would require a minimum of 1 car space per dwelling.

· Manor Houses would be permissible in both the R2 and R3 zone. They are currently only permissible in Penrith through the Codes SEPP. The proposed amendments seek to change the definition of manor houses so that they are characterised as 2 storey residential flat buildings. The minimum lot size is proposed to be 500m² with 0.5 car spaces per dwelling.

· Residential Flat Buildings and Shop Top Housing would be permissible in the R3 zone. They are currently only permissible in the R4 High Density Zone and Mixed Use zones. There would be no minimum lot size (the current minimum is 800m²). Within 400m of the station/centre there would be a maximum building height of 21m and maximum FSR of 3:1. Within the 400m-800m radius the maximum building height would be 16m and the maximum FSR 2:1.

The reforms also propose to amend the design criteria in SEPP 65 – Design Quality of Residential Apartment Development which will apply to residential flat buildings and shop top housing. While some detail has been provided, there is a need for further information, particularly in relation to minimum car parking rates, which have not been provided for residential flat buildings. The Low Rise Housing Diversity Design Guide for development applications will apply to all development applications and the consent authority must consider this document when assessing applications.

Response

Notwithstanding the concerns raised above in relation to the suitability of the station and town centre precincts in Penrith, the following represents a high level assessment of the impact of the proposed permissibility and development standards. Further detailed analysis can be provided if required. If the reforms are proposed to apply to Penrith, despite the concerns raised previously, Council would welcome the opportunity discuss the specific implications of the development controls in the EIE prior to implementation.

Similar to the dual occupancy controls, the proposed controls represent a departure from Council’s current standards, particularly with regard to the permissibility of uses and minimum lot sizes. This has the potential to inflate dwelling numbers beyond the planned growth which has implications for flood planning and infrastructure provision and are considered premature in the context of Penrith as a growing City.

Concern is raised with regard to the design quality of Multi-unit housing (terraces). Infill multi-unit housing has been occurring as ‘gun-barrel’ developments, with reduced street access and internalisation of amenities, often with a poor street interface. This is not the type of housing that has been identified as desirable in the EIE, with DPHI citing terraces that have direct street frontage as a desirable infill development outcome. If applied to Penrith, further clarity is sought regarding the design outcomes that will be generated by the controls, to ensure a positive urban design outcome.

It is recognised that DHPI are seeking to amend the development standards in order to make low and mid-rise housing a more viable and feasible housing option, however, the application of blanket controls has the capacity to create undesirable urban design outcomes and the focus on housing at the expense of other land uses may mean that future residents are not living in high amenity localities, particularly as a number of town centres in the Penrith LGA are not fully developed or matured in terms of services and amenities.

While Council supports appropriate growth in the right locations, the significant departure from Council’s existing controls is not supported due to flood and infrastructure planning concerns that have the potential to undermine existing planned growth in Penrith.

If the controls were to apply in Penrith, further clarification would be required regarding the design outcomes and minimum standards to ensure that they are suitable for the Penrith context. A key example of this is car parking controls, where there are concerns that the level of access to goods and services will still require significant car ownership. Further, the introduction of housing focused controls has the potential to undermine Council’s future ability to create activated town centres, that could support improved housing outcomes.

The impacts of the TOD SEPP and the low and mid-rise housing reforms in St Marys

DPHI Proposal

DPHI are not formally exhibiting the TOD SEPP, but have asked for feedback from Council by the end of February 2024. The TOD SEPP will apply to a 400m direct line radius from St Marys Sydney Metro Station. Key development controls exhibited in the SEPP are provided at Attachment 2 to this report. Again, the TOD SEPP proposes to introduce non-refusal standards for key development controls such as height, minimum lot size, FSR and carparking. It also proposes to make residential flat buildings a permissible form of development in all zones within the 400m radius, including the R2 Low Density Residential zone.

Council endorsed the St Marys Structure Plan in 2022 and has now progressed to preparing a detailed Master Plan, which will also inform amendments to Council’s LEP, DCP and Contributions Plan. The following provides an outline of the suggested response to DPHI with regard to the TOD SEPP.

Issues

1. The TOD SEPP is pre-emptive of Council’s Master Plan for the Town Centre

· Council is committed to densification around St Marys Station, as outlined in the endorsed Structure Plan for the town centre (2022).

· The Structure Plan (stage 1) and Master Plan (Stage 2) will deliver the Government’s TOD objectives for increased dwelling capacity by implementing a considered place-based response to the land use outcomes in this locality.

· The Master Plan will also ensure a balance of jobs, amenity and infrastructure for the growing community.

· The Master Plan is being developed in collaboration with key stakeholders, including several state agencies that also provided input to the preceding Structure Plan.

2. The TOD SEPP does not provide new development levers over and above what already exists in the MU1 and R4 Zones in St Marys

· St Marys Town Centre already has capacity for up to 11,000 dwellings under existing planning controls that that exceed the TOD SEPP proposal, yet development has not been taken up by the market.

· Levers beyond height and FSR need to be considered to catalyse development.

· Council’s evidence-based Master Plan and nuanced place-based planning controls will seek to incentivise development in appropriate locations and trigger quality and timely development outcomes.

3. The TOD SEPP enables densification without adequate servicing and infrastructure to support the growth

· The TOD Program appears to assume sufficient infrastructure (roads, stormwater, public amenities, and appropriate funding) to support the proposed densification.

· Council’s work on the Structure Plan and Master Plan has highlighted that existing stormwater and wastewater infrastructure does not have any capacity beyond existing zoned land. Significant intersection upgrades would also be required to manage the impacts of densification in the current R2 Zone. Furthermore, new and upgraded open space and social infrastructure would be required to meet the needs of the additional population, all at a cost.

· Similar to the low and mid-rise housing reforms, Council does not currently have a suitable contributions framework in place for St Marys if the TOD SEPP was successful in generating growth.

· Council is preparing an infrastructure strategy and contributions plan as part of its planning package to implement the Master Plan.

4. Early intervention is needed to ensure a balance of jobs, amenity and infrastructure for the community

· There is a risk that the TOD SEPP may promote only residential development in the MU1 Zone and not ensure the appropriate land use mix to support a vibrant strategic centre.

· The Structure Plan identifies the need to provide up to 5,600 additional jobs in St Marys Town Centre by 2041, making the total job target up to 9,100. Intensification of commercial floor space in the MU1 zone is key to achieving this.

· The TOD SEPP should adopt a holistic ‘centres approach’ and direct focus towards early development of State Government owned sites in St Marys to stimulate redevelopment in the Town Centre.

· Future development sites, such as those currently occupied by Sydney Metro, represent a significant opportunity to realise not only housing, but also create a focal point for the town centre, with local amenities, activation and through site links.

5. The proposed one-size fits all approach to Transport Oriented Development does not respond to the specific context of the St Marys Town Centre

· Built form testing by Council staff in the R2 Zone (within the 400m radius) demonstrates the TOD SEPP controls are unrealistic and cannot be achieved due to significant site constraints, including fragmented land ownership, narrow street widths, shallow lot depths and the Sydney Metro tunnel alignment which prevents basement development.

· The testing also suggests the SEPP could result in unfavourable urban design outcomes or inflated land prices where the density cannot be realised. It has also flagged potential interface issues/implications beyond the 400m radius of SEPP influence (infrastructure, servicing, equity, amenity etc.).

· Council is concerned with the inability for Council to ‘wind back’ the planning controls within the TOD SEPP once they are put in place may further limit the viability of land use outcomes by artificially raising expectations regarding development outcomes.

A summary of the difference between the outcomes under the Structure Plan and the built form testing undertaken to date and the TOD SEPP outcomes is provided at Attachment 2.

Response

Council supports the growth and development of St Marys Town Centre and is developing a Master Plan to deliver a tailored solution/alternative to the TOD SEPP, noting that there is already zoned capacity for 11,000 dwellings in St Marys.

Council recommends that the TOD SEPP not apply to St Marys due to the need to ensure an appropriate land use mix that supports and active town centre with jobs and housing. Concern is raised that the premature implementation of the TOD SEPP will undermine the outcomes that Council is trying to achieve, particularly in the MU1 zone and the existing R2 zone and will have negative impacts, as outlined above, if implemented.

Key Recommendations and Response to the EIE and TOD Program

· The Penrith LSPS and LHS provide the strategic framework for growth in the Penrith LGA which is nuanced to local conditions, founded in evidence and offers a balanced solution to a range of planning matters, not just housing provision. Council also needs to consider the need to provide for increased employment opportunities to support our growing population.

· There is a significant pipeline of housing supply in Penrith and it is important to ensure that infrastructure delivery matches growth and existing planned and zoned land is prioritised.

· The implementation of the Flood Evacuation Model needs to be fully considered before any new reforms can be implemented. The introduction of the low and mid-rise housing reforms has the potential to significantly increase dwelling numbers in Penrith and no assessment of the capability of the network in terms of risk to life has been provided. For this reason alone, the reforms are premature in the Penrith context.

· Penrith Council does not have an appropriate contributions framework in place to support the growth anticipated, nor sufficient existing infrastructure to absorb the impact of new growth.

· The ‘Station and Town Centre’ precincts have been analysed and while there are some places that have the potential to accommodate increased growth, it requires a place-based planning response to ensure that the town centres are activated and that there are adequate facilities and amenities provided to support the future population.

· While St Marys is highly suitable from an access perspective to be included within the TOD Program, there is already capacity for 11,000 dwellings in St Marys. The TOD Program has the potential to undermine the work that Council is undertaking for the town centre through the preparation of a Master Plan that is evidence based and founded in community consultation.

· While Penrith Council supports transport orientated development and is aligned with the Government objectives to see density around stations and town centres, it is considered that the low and mid-rise reforms and the TOP Program are not nuanced sufficiently to consider the local context of Penrith. Introduction of these controls will significantly impact the ability of Council to provide infrastructure, deliver on existing planned precincts and manage flood risk.

· Council is keen to partner with Government to continue to deliver housing that meets the needs of a growing population, however, we are of the view that a more nuanced, evidence and place based approach is required for Penrith. Council is supportive of continuing to work with Government to review the Penrith strategic and statutory planning framework to further contribute to the Government housing targets.

· Council does not support the application of the proposed reforms in their current form to the Penrith LGA.

Financial Implications

There are no financial implications for Council associated with this report, as the proposed reforms have not been finalised, and DPHI are only seeking Council’s feedback at this stage. However, should the reforms be implemented by DPHI, the reforms are likely to have significant and far-reaching financial implications for Council. Anticipated financial implications relate to the need to review Council’s Contribution Plans and where relevant update or prepare additional Contribution Plans informed by supporting studies, necessitating technical studies such as stormwater, flooding, traffic, and implications to waste contracts.

Risk Implications

If Council does not provide an endorsed submission to the proposed reforms by 1 March 2024, there is a risk that Council’s concerns and comments will not be fully considered by DPHI.

Conclusion

Council considers that the controls are premature in the Penrith LGA context and the City needs a more nuanced approach in order to address matters such as equitable access to employment opportunities and infrastructure before significant infill development beyond that already planned can occur.

Council supports infill development and the growth of the City and while there are significant concerns regarding the appropriateness of the development described in the EIE and the TOD SEPP, Council is supportive of reforming its planning framework, working with DPHI and the Reconstruction Authority, to ensure a sustainable housing pipeline for the City that is supported by infrastructure.

There is significant uncertainty regarding the ability of Penrith LGA to support additional growth as a result of the FEM. However, Council is committed to growth in the right locations, such as St Marys, Orchard Hills and Luddenham. Council has a significant pipeline of housing and is undertaking an extensive body of strategic work to inform this growth.

Council is keen to partner with DPHI to ensure that the planning framework for the Penrith LGA supports appropriate growth in the right locations. It is not clear that this will be achieved through the information provided in the EIE or the TOD SEPP and it is recommended that the submissions to DPHI suggest that the blunt planning tool proposed will not achieve a sustainable growth outcome for Penrith and a more nuanced, place-based approach to planning the City is required.

It is recommended that Council endorse the submissions at Attachment 1 and Attachment 2 which provide context on Council’s position on the proposed amendments. Following, the submissions will be provided to the DPHI for their consideration.

RECOMMENDATION

That:

1. The information contained in the report on Submission on the NSW Government Explanation of Intended Effect: Changes to create low-and mid-rise housing and Transport Orientated Development Program be received.

2. Council endorse the Submission on the NSW Government Explanation of Intended Effect: Changes to create low-and mid-rise housing and Transport Orientated Development Program provided at Attachment 1 to this report and submit it to DPHI for their consideration.

3. Council endorse the submission on the Transport Orientated Development Program provided at Attachment 2 to this report and submit it to DPHI for their consideration.

4. The Mayor writes to the Premier to communicate Council’s position on the proposed housing reforms as outlined in this report.

ATTACHMENTS/APPENDICES

1. ⇩	Submission on EIE Changes to Create Low and Mid Rise Housing	32 Pages	Attachments Included
2. ⇩	Submission on Transport Orientated Development (TOD)	8 Pages	Attachments Included

Ordinary Meeting 26 February 2024

RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services

Compiled by: Matthew Buckley, Major Projects Coordinator

Stephen Masters, Major Projects Coordinator

Sajjad Zaheer, Major Projects Coordinator (Westinvest)

Authorised by: Tracy Chalk, Design and Projects Manager

James Symonds, Capital Projects Director

Outcome	We manage and improve our built environment
Strategy	Plan for and maintain accessible, safe and high quality infrastructure
Principal Activity	Design and deliver Council’s major capital projects

Executive Summary

RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services was advertised on 20 December 2023 through the VendorPanel website. The tender closed on 31 January 2024.

This report advises Council of the outcome of the tender evaluation process and recommends that the tender received from Orion Consulting Engineers Pty Ltd be accepted for the full scope of works outlined in RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services for the amount of $2,023,000.00 (excluding GST).

Background

The Dunheved Road Upgrade will overhaul the heavily congested 4.2-kilometre corridor between Richmond Road and the Christie Street/Werrington Road roundabout.

The upgrade aims to address current issues experienced by regular road users by making journeys more reliable during peak periods while also future proofing an integral part of Penrith’s road network to cater for growing traffic demands.

The Australian Government has committed $128.3 million for the upgrade of Dunheved Road through the Infrastructure Investment Program. This project is reported bi-monthly to Council’s Major Projects Working Party.

Once completed, the upgrade will deliver a new median-separated four-lane carriageway with upgrades to four existing signalised intersections and addition of three new signalised intersections.

Penrith City Council is seeking an appropriately qualified and experienced project management consultancy team to undertake the Project Management and Superintendent Representative Services for the Dunheved Road project.

The recommended consultant will act on Council’s behalf as a Superintendent Representative, manage the Principal Contractor and verify construction works.

Tender Evaluation Process

The Tender Evaluation Committee consisted of Major Projects Coordinator Matthew Buckley, Major Projects Coordinator Sajjad Zaheer and was chaired by Major Projects Coordinator Stephen Masters. The Tender Evaluation Committee was supported by Procurement Business Partner Laura Stott.

The tenders received were assessed using the advertised evaluation criteria of:

· Work Health & Safety

· Works method and program

· Demonstrated ability

· Business references

· Financials

· Local Business Preference

· Quality Assurance and Environmental Management Systems

· Value for money

Initial Tender Review

A total of fourteen tenders were received. Upon initial review, four companies were non-conforming and did not qualify for further assessment. Of the four non-conforming tenders:

· APP Corporation Pty Ltd were non-conforming due to late submission.

· Strategic Solutions Group Pty Ltd were non-conforming due to late submission.

· Ikigai Contractors Pty Ltd were not progressed past the gateway criteria as the tenders were incomplete and non-competitive as per clause 5.16 of the tender terms and conditions.

· LCG Global Pty Ltd were not progressed past the gateway criteria as the tenders were incomplete and non-competitive as per clause 5.16 of the tender terms and conditions.

A full listing of the tenders received is detailed below in ascending price order.

Company	Lump Sum Tendered Price	Company Location	Directors
Donald Cant Watts Corke (NSW) Pty Ltd	$1,820,780.00	Level 7 / 207 Kent Street Sydney NSW 2000	Glenn Corke, Leanne Beveridge, Jonathan Caughey, Shane Tanner.
Orion Consulting Engineers Pty Ltd.	$2,023,000.00	Suite 4.04/12 Century Cct Baulkham Hills NSW 2153	Philip Byrum
Axia Engineering Pty Ltd	$4,118,435.50,	Suite 5057-9 Irvine Place Bella Vista NSW 2153	James Doherty, Keith Peters.
Tactical Project Management Pty Ltd ATF TPM Unit Trust	$4,379,395.00	Level 15, 124 Walker Street North Sydney, NSW, 2060	Steven Ryan, Richard Campbell
DIONYSUS GROUP PTY LTD trading as WESTERN PROJECT SERVICES [WPS]	$4,448,993.00	1/233 Stewart Street Bathurst NSW 2795	Dion Killiby, Alasdair Alan Ryder, Sarah Anne Louise Mogford, Mark Thomas Haydock, Abigail Sarah Draper.
AECOM Australia Pty Ltd	$4,698,337.74	Level 8, 540 Wickham Street Fortitude Valley, QLD 4006	Douglas W. Stotlar, Bradley W. Buss, Lydia Kennard, Kristy Pipes, Troy Rudd, Daniel R. Tishman, Sander Van‘t Noordende, Gen. Janet C. Wolfenbarger.
A T & L and Associates Pty Ltd	$4,903,766.83	Level 7, 153 Walker Street North Sydney, NSW 2060	Anthony McLandsborough, Tammy McLandsborough.
SMEC Australia Pty Ltd (SMEC)	$4,959,880.00	Level 7, 40 Mount Street North Sydney NSW 2060	James Phillis, Kate Drews, Trevor Sullivan.
Professional Engineering Service Pty Limited	$5,034,064.00	3/6 St Georges Crescent, Drummoyne, NSW, 2097	Steve Vine, Chris Vine.
Premise Australia Pty Ltd	$6,087,050.00	11/300 Adelaide Street, Brisbane	Warren Saunders, Jennifer Robertson, Pat Brady, Matthew Thorne, Martin Haege, Ian Bignell, Duane Gibson.
NON-CONFORMING TENDERS
* APP Corporation Pty Ltd	* $2,180300.00	Level 14/10 Spring St, Sydney NSW 2000	Adam Castro, Vanessa De Bono.
* Strategic Solutions Group Pty Ltd	* $3,771,845.00	257 Attunga Road, Yowie Bay, NSW 2228	Tristan Gerke, Michael Marix-Evans.
* Ikigai Contractors Pty Ltd	* $5,308,240.00	3 Sunrise Avenue Terrigal NSW 2260	Keaton Rutherford, Thomas Hardiman.
* LCG Global Pty Ltd	* $6,897,380.00	Suite 106 / 345 Pacific Highway, Lindfield NSW 2070	Details not supplied as tender was incomplete.

* These tenders are non-conforming and cannot be considered by the evaluation committee.

The ten conforming tenders were evaluated in detail against the weighted evaluation criteria to determine an effectiveness rating. Consideration was then given to the tenderer’s price schedules, exclusions and qualifications to determine the best value for money solution with competency in technical aspects of the tender.

The broad variation in pricing was noted. Following application and assessment of the conforming tenders through Council’s Procurement protocols including weighted criteria and evaluation, the tender committee found Orion Consulting Engineers Pty Ltd thoroughly addressed the tender deliverables and determined them to be the best value submission.

Orion Consulting Engineers Pty Ltd has a high effectiveness score based on non-cost criteria and competitive price for the services offered. Orion Consulting Engineers Pty Ltd’s prices fall within the range of both QS assessments conducted for this project and are comparable to Project Management, Superintendency and Project Verifier costs on other Council projects.

The tender also required applicants to submit examples of previous or similar works completed. Details of Orion Consulting Engineers Pty Ltd’s previous works were provided to the February Major Projects Working Party meeting and included superintendency experience in projects such as dual carriageways, bridges, utility services and signalised intersections.

Evaluation of the Preferred Tender

The tender received from Orion Consulting Engineers Pty Ltd was considered by the Tender Evaluation Committee to be providing best value for money compared to the next on the ranking list.

The recommended company Orion Consulting Engineers Pty Ltd, was selected based on their:

1) Compliance with the tender evaluation criteria,

2) Extensive experience in project management and superintendency of large civil infrastructure projects.

3) Extensive experience in verification of similar road related projects.

4) Demonstrated ability to meet Council’s requirements,

5) Competitive price for the services offered.

The Tender Evaluation Committee thoroughly reviewed the information provided regarding experience of the proposed tenderer and conducted reference checks. Clarifications were sought from Orion Consulting Engineers Pty Ltd prior to finalising the committee’s recommendation. These clarifications were factored into the tender evaluation and do not represent a risk to project budget.

Orion Consulting Engineers Pty Ltd has fulfilled numerous project management, superintendency and verification roles of similar nature and value on behalf of Transport for NSW, large commercial developers and Local Government. Council’s Project Management team is satisfied with their performance and reference checks have also returned with positive feedback.

Financial Implications

Included in the assessment of the tender was the commissioning of independent reference checks, financial analysis, and performance analysis on Orion Consulting Engineers Pty Ltd. These checks were completed by Anility. Financial Services have reviewed the financial information provided and have not identified any reason why the contract should not be awarded.

Tender Advisory Group Comments

The objective of the Tender Advisory Group (TAG) is to support the Council to achieve fair and equitable tender processes. The TAG, consisting of James Symonds – Capital Projects Director, Adam Beggs - Governance Manager and Neil Farquharson – Financial Services Manager were briefed by the Design and Projects team, supported by the procurement team, about the background of the tender and the tender assessment process followed.

The TAG considered the recommendations in relation to the tender RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services was noted that the recommended proposal is not the lowest cost, however the company has demonstrated their ability to meet Council’s requirements and their proposal was considered to be the most advantageous to Council.

The TAG reviewed the evaluation process outlined within the report and is satisfied that the selection criteria has been correctly applied in making the recommendations.

Risk Implications

The Dunheved Road Project is funded by the Australian Government Infrastructure Investment Program and therefore represents low financial risk for Council.

This is a large scale and complex infrastructure project that requires suitably appropriate level of experienced project management, superintendency and verification services. The purpose of this tender is to address this key commercial and management risk for Council.

Conclusion

The Tender Evaluation Committee is of the opinion that Orion Consulting Engineers Pty Ltd provided the most advantageous tender and it is recommended that the company be awarded the contract for a contract sum of $2,023,000.00 (excluding GST).

RECOMMENDATION

That:

1. The information contained in the report RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services be received.

2. Orion Consulting Engineers Pty Ltd be awarded the Contract subject to the execution of a formal agreement for the RFT23/24-016 Dunheved Road Project Manager and Superintendent Representative Services for an amount of $2,023,000.00 excluding GST.

3. That variations and amendments that do not materially alter the original scope of the contract be managed under the existing Penrith City Council financial delegations within the approved budgets.

4. The General Manager be authorised to sign all necessary legal documents in relation to this matter.

5. The Common Seal of the Council of the City of Penrith be placed on all documentation, if necessary.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

Ron Mulock Oval, Thornton - Off-Leash Dog Park

Compiled by: Andrew Robinson, Community Facilities and Recreation Manager

Authorised by: John Gordon, Director - City Services

Requested By: Councillor John Thain

Outcome	We manage and improve our built environment
Strategy	Plan for, maintain and provide spaces and facilities that support opportunities for people to participate in recreational activities
Principal Activity	Plan for community facility, sport, recreation, play, open space infrastructure provision and support project delivery

Executive Summary

Council’s 2023-2024 Operational Plan includes an action to ‘undertake community engagement to establish future use and facility infrastructure needs at Ron Mulock Oval, Thornton’.

At Council’s Ordinary Meeting on 11 December 2023, Councillor Thain requested that a report be brought back to Council by February providing an update surrounding the works being considered for a dog park in Thornton including breaking down the elements such as cost for shade and fencing, and the proposed general operation.

This report identifies that, based on recent off-leash dog park construction costs for St Clair, Emu Heights and North St Marys, which have all been constructed in the last 3 years, installation of a 2,400m2 fenced dog off-leash area at Ron Mulock Oval is estimated to cost $160,000.

The report outlines that a fenced dog off-leash area is not recommended for the site, based on design objectives for the oval, aesthetic impact, funding available and, that there are conflicting community opinions regarding use of the oval as a dog off-leash area.

Given that it is important that all residents are afforded the opportunity to express their opinions about the use of the Oval, Council Officers have developed an engagement plan to establish the viability of alternatives to a fenced off-leash dog park.

The engagement plan will be implemented between 6 April and 5 May 2024 with a further report to be brought back to Council outlining the results of the consultation and any recommended actions.

The report recommends that the information regarding Ron Mulock Oval, Thornton, off-leash dog park be received.

Background

Ron Mulock Oval Design Objectives

Ron Mulock Oval is at the core of the Thornton Estate, located north of Penrith train station and covers an area of 11,618 sqm. The Oval was formerly known as ‘Smith’s Paddock’, the site where Lord Sheffield’s touring English cricket team played the local Nepean District side in 1892.

The design objectives for the development of the oval, as part of the Thornton Estate, included a range of measures that pay tribute to the heritage of the site, while providing the local community with a passive and casual ‘village green’ recreation space for activities such as informal games and unstructured play, health and fitness training, walking circuit and events/activations.

Sport and Recreation Strategy

Council’s adopted Sport and Recreation Strategy identifies that unstructured recreation spaces and activities are to be provided to accommodate changing trends in participation. In this context the strategy includes the following framework for the provision of dog parks.

- Increase the number of dog exercise areas in the City.

- Develop a minimum of one dog off-leash area in each aggregated area.

- Additional fenced dog off-leash areas in medium density aggregated areas should be prioritised.

- Diversity of type of dog off-leash areas should be considered where possible.

- Dog off-leash areas should have established natural barriers.

- Dog off-leash areas should provide natural shade, seating, bins and drinking water.

- Not all dog off-leash areas should be fenced.

Current Situation

Dog Off-Leash Area Provision

Since the adoption of the Sport and Recreation Strategy in April 2020, Council has invested $480,000 in off-leash dog park infrastructure at St Clair, Emu Heights, and North St Marys. Subject to funding agency approval, a further $130,000 will be expended at Jamison Park on upgrades. A district level off-leash dog park (including lighting) will also be provided as part of the Gipps Street Recreation Precinct and will be opened this year.

Once Gipps Street is opened, there will be eleven off-leash dog park facilities in the City, distributed across eight of the twelve aggregated areas identified in the Sport and Recreation Strategy. Thornton is part of the Central North aggregated area which includes Cranebrook Dog Park.

In terms of proximity to other dog parks Thornton Oval is within 6.5kms of five other dog parks:

- 3.9 km from Jamison Park

- 6.1 km from Cranebrook Dog

- 5.5 km from Jordan Springs

- 6.4 km from Wedmore Road, Emu Heights

- 5.5 km from Victoria Street, Werrington

Off-Leash Dog Park Costs

The off-leash dog parks that have recently been constructed include fenced large and small dog areas, with the total size of areas ranging between 1,750 m2 to 3,500 m2 depending on the land and budget available.

Based on costs associated with the most recently completed dog off-leash park at North St. Marys, the following table provides a budget breakdown for the various elements. Costs have been based on an off-leash dog park with an area of 2,400 m2 (equivalent in size to St Clair off-leash dog park).

Item	Qty	Unit Price	Amount
Design/Prelims	1	3% of total	$4,207
Fence	270m	$185	$49,950
Pedestrian Gates	2	$780	$1,560
Maintenance Gate	1	$1,180	$1,180
Shelter	1	$11,000	$11,000
Picnic Table	1	$3,500	$3,500
Water Supply	1	$20,000	$20,000
Bubbler	1	$4,500	$4,500
Bin Enclosure	1	$4,000	$4,000
Dog Waste Dispenser	1	$100	$100
Concrete Path Link	40m2	$120	$4,800
Concrete shelter slab	72m2	$120	$8,640
Re-turfing	1	$5,000	$5,000
Installation of bin enclosure, shelter, picnic table, dog waste bag holders	1	$4,000	$4,000
Landscaping	1	$15,000	$15,000
Supply and install sandstone blocks	4	$500	$2,000
Dog play features	1	$4,000	$4,000
Signage	1	$1,000	$1,000
TOTAL			$144,437
Contingency 10%			$14,443

*Allowance - cost estimate subject to final design.

Thornton Oval Use Demand

Ron Mulock Oval is the only open space in Thornton of a size which affords the flexibility to accommodate multiple community uses at any time for activities such as incidental recreational games, fitness activities (training, walking etc.), and small-scale events/activations and gatherings. Already used for these purposes it is anticipated that, as further residential development occurs in Thornton, the Oval will play an increasingly important role in servicing local resident recreational needs in an area.

Historically, Council Officers have received representation regarding the possibility of providing a range of additional recreational infrastructure on the oval including a large, shaded pavilion adjacent to the community centre, picnic tables, seating, tree planting, shade shelters, mini-games area (Bocce, table tennis etc.) and basketball. Representation has also been received indicating that the use of the oval as an off-leash dog park is not supported and existing use by dog owners is discouraging use of the oval by others.

In addition, recent representation has been received advocating for an unfenced dog area within the oval boundaries, this representation has sought use of the oval on a timed and shared basis with other users. Access to other dog parks, residential density, and community connection have been cited as reasons by advocates for the need for a dog park in Thornton.

Site Assessment

Council Officers have conducted site visits to areas of open space both in and within close proximity to Thornton and it has been determined that there are no available land parcels to construct a standalone dog park.

In terms of Ron Mulock Oval, the open space has been provided to encourage flexibility of use. Creating a fenced dog park within the oval site would significantly reduce the flexibility of use of the oval and aesthetics of the facility.

Initial communication has also been undertaken with other Local Government Areas to assess the viability of providing a shared off-leash dog park space, including providing specific times for off-leash use of the Oval. To date, information obtained indicates that this provides opportunities however also carries risk of increased conflict between user groups, acting as a deterrent to use of the oval, and potential for incidents between dogs and other users, as well as presenting operational challenges in terms of managing time allocations and maintenance of the oval.

Financial Implications

There are no financial implications associated with this report.

Risk Implications

There are no risk implications associated with this report.

Conclusion

Thornton provides no alternate space to provide an off-leash dog area other than at Ron Mulock Oval. The Oval itself has been designed as a multi-use flexible open space and constructing a fenced off-leash dog park area, or any other park and recreation infrastructure, will compromise both this flexibility and the original design intent and aesthetics of the oval.

Furthermore, a budget of approximately $160,000 (including contingency) will be needed to construct a fenced off-leash dog park. This has not been identified in Council’s existing Sport and Recreation Strategy program and there are currently no identified Council resources available for this purpose.

It is therefore recommended provision of a fenced off-leash dog park is not considered for Ron Mulock Oval. Instead, Council Officers have developed a community engagement plan, to seek feedback from residents about the viability of, and considerations regarding, shared use of the Oval as both a dog-off leash area while remaining available for other community use.

Initial consultation with Thornton Community Group has indicated that a community consultation process is supported to reconcile the diversity of views of the community in Thornton regarding the future use of the oval.

To account for both the implementation of a communications plan advertising this approach, and for the Easter period, the community engagement has been programmed between 6 April and 5 May. A further report will be provided to Council outlining the findings realised through the consultation process.

RECOMMENDATION

That the information contained in the report regarding Ron Mulock Oval, Thornton - Off-Leash Dog Park be received.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

Organisational Performance and Financial Review - December 2023

Compiled by: Ben Collins, Strategic Finance Coordinator

Craig Shepherd, Corporate Planning and Performance Lead

Stephannie Mikhail, Business Transformation Manager

Neil Farquharson, Financial Services Manager

Authorised by: Matthew Bullivant, Director - Corporate Services

Outcome	We have open and collaborative leadership
Strategy	Deliver an efficient, transparent and accountable service to the community
Principal Activity	Support financial sustainability through financial planning and budget management and provide accurate reporting to the community

Executive Summary

This report outlines Council’s progress towards implementing its four-year Delivery Program and focuses on the period of 1 July to 31 December 2023. The report should be read in conjunction with the separately enclosed Organisational Report – December 2023, which records significant Variations, Reserve movements, proposed Revotes, Contracts, Consultancies and Legal Expenses, Cash and Investments position, Income and Expenses by Program, and our progress in completing the organisation’s Operating and Capital Projects for 2023-24.

At 31 December 2023, 86% of Council’s 123 reportable projects, and 93% of Council’s 135 reportable 2 023-24 Operational Plan actions were ‘On Track’ or ‘Completed’.

Council projected a balanced Budget in the adoption of the original 2023-24 Operational Plan. The September Quarterly Review reported variations to the predicted annual budget with a net Surplus result of $1,123,896 which was transferred to Reserve resulting in a balanced budget position for 2023-24.

The December quarter presents a net deficit result with mostly unfavourable variations including Development Application Income ($275k), Contribution to Hawkesbury Pound ($100k), and net rates income ($114k). The overall budget variations have resulted in a deficit of $342,730 for the second quarter of 2023-24.

It is proposed that the budgeted transfer to Councils Financial Management Reserve be reduced to manage the December quarter deficit. Once this allocation is made, the projected Budget position for 2023-24 remains a balanced Budget.

Details of all proposed major variations are provided in this report and are included in the Organisational Report – December 2023.

This report recommends that the Organisational Report – December 2023 be received and that the revised Budget estimates identified in the report and detailed in the Organisational Report – December 2023 be adopted.

Organisational Performance Summary

The Organisational Report – December 2023 provides information on Council’s progress against its 2023-24 Operational Plan and Projects for the six-month period between 1 July 2023 to 31 December 2023. As at 31 December 2023:

· 93% of 135 reportable Operational Plan Actions were ‘On Track’ or ‘Completed’

· 86% of 123 reportable Capital Projects were ‘On Track’ or ‘Completed’

Table 1 provides a performance summary, which overall demonstrates that Council is successfully delivering its services and programs.

Table 1	Completed		On Track		At Risk or Off Schedule		Not Due to Start or Not Proceeding		Total
	No.	%	No.	%	No.	%	No.	%

Actions	3	2%	123	91%	6	5%	3	2%	135
Projects	35	28%	71	58%	16	13%	1	1%	123

Further detailed information can be found in the Organisational Report – December 2023.

Organisational Highlights

Council’s programs and services delivered a number of significant achievements during the past six months. These include:

· The completion and opening of City Park to the public.

· Significant progress on the Regatta Park precinct with the new River Road and western adventure play areas completed and opened to traffic and the community.

· The completion of upgrade and renewal works of the amenities at Boronia Park Mulgoa Rise and Peter Kearns Oval.

· The completion of four playspace upgrades at: Goldmark Cres, Cranebrook; Illawong Reserve, Kingswood Park; Explorers Way, St. Clair; and Wilson Park, Llandilo.

· The delivery of the 2023 Real Festival in September 2023, attended by over 50,000 people.

· The endorsement of the Economic Development Strategy 2023-2031 and the Visitor Economy Strategy 2023-2030.

Financial Position for the December 2023 Quarter

The financial position of Council for the quarter is expressed by providing information in compliance with Quarterly Budget Review Statement (QBRS) requirements on:

· Budget position (whether balanced/surplus or deficit)

· Significant variations

· Identified Revotes

· Funding summary

· Reserve movements for the quarter

· Capital and Operating Budget Projects list for the quarter

· Key performance indicators

· Income and expenses

· Capital budget

· Cash and investments

· Contracts and other expenses

· Consultancy and legal expenses.

Budget Position

	$’000s
Original Budget Position	0
September 2023 Quarter Variations Adopted by the Council	0
December 2023 Quarter Variations Adopted by the Council	0
December 2023 Quarter Review Proposed Variations	(343)
Add: adjustment to financial management reserve transfer Revised Budget Position Surplus/(Deficit) projected to June 2024	343 0

The predicted cumulative result for the year as at December 2023 is a balanced Budget after the recommended variations for the quarter, and the proposed adjustment to the financial management reserve allocation. Further details including significant proposed variations, variations with no impact on available funds, and reserve movements, are detailed in the separately enclosed Organisational Report – December 2023.

Other variations with no impact on Available Funds

A number of other variations, proposed as part of this review, do not have an impact on the available funds. Details of these adjustments are provided in the Organisational Report – December 2022.

In addition to the aforementioned variations, a total of $4.5m of planned Capital and Operating projects are proposed for revote this quarter. The total value of revotes for the year to date is $4.5m (including the proposed December Quarter revotes), compared to $12.7m revotes for the same period in 2022-23. A full list of Revotes is included in the Organisational Report – December 2023.

New Grants

No new grants have been incorporated into the budget as part of the December 2023 Quarterly Review that have not been the subject of a separate report to Council.

Financial Implications

Adopting the recommendations within this report will mean Council’s 2023-24 Budget continues to predict a balanced budget position for the year. Further details of the financial implications are contained within the separately enclosed Organisational Report – December 2023.

Risk Implications

Clause 203 of the Local Government Regulation requires that the Budget Review Statements and a revision of estimates must be reported to the Council within two months after the end of each quarter (except the June quarter). This Quarterly Review incorporates a comprehensive analysis of Actuals vs Budgets across all areas of the organisation, and also proposes variations to the annual budget to be approved by the Council.

The Long-Term Financial Plan is updated on a quarterly basis in line with the reviews to ensure that forward projections reflect the most current assumptions. This review process, and long-term forecasting, minimise financial risk by supporting financial sustainability, transparency, and accountability.

The December 2023 Quarterly Review has been updated with the best available information, however there is every likelihood that more favourable and unfavourable variations will occur throughout the next six months, as is the nature of Local Government operations. Such variations will be managed and reported to the Council for consideration.

Conclusion

This report, and the more detailed Organisational Report – December 2023 indicates that Council’s is performing in the delivery of its 2023-24 Operational Plan actions and projects and is on track to meet Council’s challenging annual program. Prudent financial management combined with the fine tuning and confirmation of budget assumptions have contributed to balanced budget being projected to June 2023.

Once adopted the Organisational Report – December 2023 will be placed on Council’s website.

RECOMMENDATION

That:

1. The information contained in the report on Organisational Performance and Financial Review - December 2023 be received.

2. The budgeted transfer to Council’s Financial Management Reserve be reduced to manage the December quarter deficit of $342,730 as reflected in the Organisational Report – December 2023.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 26 February 2024

2024 Australian Local Government Association (ALGA) - National General Assembly (NGA)

Compiled by: Avanthi Fernando, Governance Officer

Stuart Benzie, Governance Coordinator

Authorised by: Adam Beggs, Governance Manager

Stephen Britten, Chief Governance Officer

Outcome	We have open and collaborative leadership
Strategy	Corporate Enablers
Principal Activity	Participate in reviews and forums and make submissions that affect the community in respect to local government governance

Executive Summary

The 2024 Australian Local Government Association (ALGA) National General Assembly of Local Government will be held at National Convention Centre in Canberra from 2-4 July 2024.

The theme for this year’s event will be Building Community Trust, and seeking motions that align with this theme and identify opportunities for new federal programs and policies that will support councils to build trust, both in our communities and as a local delivery partner for the Australian Government.

Motions for this year’s National General Assembly can be prepared responding to the issues identified in the discussion paper prepared by the ALGA. A copy of the discussion paper is attached to this report. ALGA has prepared a discussion paper to assist Councils when submitting motions, which covers some of the critical national policy areas that our sector needs to consider now and into the future. When submitting motions, ALGA encourages councils to consider whether there is a strategic issue of national importance.

Councillors are welcome to put forward any suggested motions at tonight’s meeting. The suggested motions will be developed by staff and will be presented to the Councillors to be formally resolved and considered for endorsement at the next Ordinary meeting on 25 March 2024.

Background

The 2024 National General Assembly of Local Government will be held in Canberra from 2-4 July 2024. The National General Assembly is an important opportunity for Councils to influence the national policy agenda.

The theme for this year’s event will be Building Community Trust and seeking motions that align with this theme and identify opportunities for new federal programs and policies that will support councils to build trust, both in our communities and as a local delivery partner for the Australian Government.

Current Situation

National General Assembly is now calling for motions to be submitted. All motions must be submitted no later than Friday 29 March 2024. The theme for this year’s conference is ‘Building Community Trust; and the motions can be prepared responding to the issues identified in the discussion paper prepared by the ALGA.

Delegates

Each council is entitled to have one delegate at each plenary session. In addition to selecting its voting delegate, it is open to Council to send additional Councillors as observers.

Council must nominate its voting delegate to attend this year’s Assembly and any observers who wish to attend. It is appropriate for Council to grant leave of absence to attending Councillors.

Submitting Motions

All motions must be submitted by Friday 29 March 2024. This year’s call for motions focusses on twelve (12) priority areas:

1. Intergovernmental relations

2. Financial sustainability

3. Roads and infrastructure

4. Emergency management

5. Housing and homelessness

6. Jobs and skills

7. Community services

8. Closing the Gap and Aboriginal and Torres Strait Islander Reconciliation

9. Data, digital technology and cyber security

10. Climate change and renewable energy

11. Environment, and

12. Circular economy

To be eligible for inclusion in the National General Assembly Business Paper, motions must:

1. be relevant to the work of local government nationally,

2. not be focussed on a specific location or region – unless the project had national implications,

3. be consistent with the themes of the NGA,

4. complement or build on the policy objective of your state and territory local government association,

5. be submitted by a council which is a financial member of their state or territory local government association,

6. propose a clear action and outcome i.e., call on the Australian Government to do something,

7. not be advanced on behalf of external third parties that may seek to use the NGA to apply pressure to Board members, or to gain national political exposure for

positions that are not directly relevant to the work of, or in the national interests of, local government,

8. address issues that will directly improve the capacity of local government to deliver services and infrastructure for the benefit of all Australian communities,

9. not seek to advance an outcome that would result in a benefit to one group of councils to the detriment of another, and

10. be supported by sufficient evidence to support the outcome being sought and demonstrate the relevance and significance of the matter to local government nationally.

Financial Implications

A budget has been established for Councillor Conference Costs in the 2023-24 Operational Plan which funds attendance at various conferences throughout the financial year. Participation in the 2024 ALGA Annual General Assembly can be accommodated within this budget.

Risk Implications

There are no unacceptable risk implications associated with this report.

Motions

At this stage one (1) motion has been put forward by staff for Council to consider. Should any motions be requested to be developed at this meeting by Councillors, Council must formally resolve at tonight’s meeting to allow staff to develop. A further report will be submitted to the Ordinary meeting on 25 March 2024 with any new motions suggested by the Councillors at tonight’s meeting.

Motion 1

Equitable access to public transport and active transport for people in Australia’s outer metropolitan growth areas.

Motion Details:

The National General Assembly calls on the Australian Government to invest in public transport and active transport infrastructure in outer metropolitan growth areas1 to an extent that residents of these precincts have an equivalent level of access and the same standard of service as their inner metropolitan counterparts.

It is often accepted that growth areas will be car dependent and not well connected by public and active transport – at least until long after those areas establish. A paradigm shift is needed in the way that this infrastructure is approached, funded, and delivered in growth areas.

It is no longer fair that growth area residents face greater costs of living on account of the distances travelled and car dependence. Residents of these areas need safe, reliable, convenient, and frequent public transport. The right investment in Australia’s outer metropolitan growth areas will not only directly impact local communities, but the nation.

National Objective:

Australia’s fast-growing outer suburbs experience population growth rates at double the national average and have long encountered under-investment in vital infrastructure. One in every five Australians are living in fast-growing outer metropolitan areas. These outer suburbs produce 13% of Australia’s jobs and 11% of the Gross Domestic Product, but only receive 13% of infrastructure investment.

Investment in public transport and active transport under successive governments has not kept pace with community needs and wants. Our communities deserve safe, reliable, convenient and frequent public transport and connectivity so as not to present a barrier to job and educational opportunities, nor negatively impact the health and wellbeing of communities. The right investment in Australia’s outer metropolitan growth areas will not only directly impact local communities, but the nation.

The level of service, frequency, quality and connectedness of public transport and active transport in outer metropolitan growth areas should be benchmarked against inner metropolitan areas with a view to achieving equitable access for residents of growth areas.

Summary of Key Arguments:

To achieve equitable access to public and active transport options for growth area¹ communities, levels of accessibility and service must be benchmarked against inner metropolitan areas to quantify the shortfall and plan to redress it.

Access to public transport in Australia’s growth areas is universally limited resulting in high car usage. Car dependency is further entrenched due to limited local employment opportunities which results in almost half of the working residents in the growth areas (48.3%)² travelling outside the area to work. On Census day 2021, over half of the working population (57%)³ in the growth areas travelled to work in a private car compared with 4.5% on public transport, and even less walked to work (0.9% compared to 2.5% in Australia)3. During the pandemic, 18.2% worked at home, meaning that the number of people travelling by car was already lower than usual.

The lack of public transport within the outer metropolitan growth areas creates barriers for the communities in accessing jobs, education and services, which is particularly detrimental to socially and economically disadvantaged communities. Investment in public transport infrastructure is a key to improving social equity and addressing other barriers. An interconnected network of public transport to get around the area and to link to major transport hubs is required along with an increased focus on bike paths and walkability (including first and last mile connections with public transport options) to encourage the health and wellbeing of our communities.

Compounding the inequity and adverse impacts of limited access to public and active transport options for growth area residents is the significant financial cost. The cost of the daily average commute by private car for growth area workers is $36.28 (running costs, tolls and parking) per return trip, and this increases to $58.35 when standing costs (insurance, registration etc) are included. This equates to $8380 annually for full-time workers, which represents 17 percent of the average income for growth areas ($49,250). While public transport is an affordable alternative, for people in outer growth areas public transport options are limited, overly complex, incompatible with routine, or non-existent compelling more people to drive to work⁴.

Looking at the funding and delivery of public transport and active transport through the lens of ‘equitable access’ will ensure state and local infrastructure can be delivered effectively to serve the most rapidly-growing areas and the most vulnerable people. This approach supports a vision for Australian cities where residents have equitable access to jobs, education, health services, cultural activities and the physical and community infrastructure that support these outcomes – no matter where they live.

1. Growth Areas are defined as those cities, towns and suburbs on the outskirts of the greater metropolitan areas of Australia’s capital cities. Growth Area councils have an annual average population growth rate double the national average, housing new communities in low density greenfield development as well as medium and high-density developments within existing suburban centres.

2. idProfile. (2024, 02 13). National Growth Areas Alliance Community Profile. Retrieved from id Profile - Community: https://profile.id.com.au/ngaa/residents

3. idProfile. (2024, 02 13). National Growth Areas Alliance Community Profile. Retrieved from id Profile - Community: https://profile.id.com.au/ngaa/travel-to-work

4. Astrolabe. (2020). Jobs and commuting in outer growth suburbs. Astrolabe Group, National Growth Areas Alliance (NGAA).

Conclusion

Council should nominate its voting delegates and any observers to the Australian Local Government Association for the 2024 National General Assembly in addition to requesting any motions for endorsement to the Conference.

RECOMMENDATION

That:

1. The information contained in the report on 2024 Australian Local Government Association (ALGA) - National General Assembly (NGA) be received.

2. Council put forward the suggested motions by staff set out in the report to the National General Assembly.

3. Council nominate its voting delegate for the 2024 National General Assembly of Local Government.

4. Council nominate any Councillors who wish to attend as observers at the 2024 National General Assembly of Local Government.

5. Leave of absence be granted to all Councillors attending the 2024 National General Assembly of Local Government to be held in Canberra from 2-4 July 2024.

6. Any further motions proposed by Council be prepared and submitted to Council’s Ordinary Meeting on 25 March 2024.

ATTACHMENTS/APPENDICES

1. ⇩

2024 NGA Motions - Discussion Paper

24 Pages

Attachments Included

Ordinary Meeting 26 February 2024

EOI 22/23-0002 - Core Business Systems Transformation

Compiled by: Stephannie Mikhail, Business Transformation Manager

David McIllhatton, Business Systems Lead

Jane Howard, ICT Operations Manager

Neil Farquharson, Financial Services Manager

Christopher Weir, Senior Business Systems Analyst

Laura Stott, Procurement Business Partner

Authorised by: Matthew Bullivant, Director - Corporate Services

Outcome	We have open and collaborative leadership
Strategy	Deliver an efficient, transparent and accountable service to the community
Principal Activity	Support and drive the organisation in identifying business improvement opportunities and service reviews

Executive Summary

An Expression of Interest (EOI) for Core Business Systems Transformation, was advertised online through VendorPanel and e-tendering websites on 9 May 2023 and closed on 21 June 2023 at 11.00am

The Core Business Systems Transformational project is a major transformational project that will see business processes improved and modernised, with the assistance of a contemporary Enterprise Resource Planning (ERP) system. The project is a Tier 1 project under Council’s Project Management Framework, and will be the subject of oversight by the Executive Leadership Team Project Governance Group and Major Projects Working Party.

Community, customer and employee experience is at the heart of this change, which will deliver an efficient, effective, and seamless end to end business process. The technology solution(s) chosen will enable Council to sustainably provide service delivery to the community now and into the future. It is imperative that Council source the right mix of vendors to allow this to occur.

This report advises Council of the outcome of the EOI process and recommends that the following procurement process.

· A panel comprising the following vendors be established for the Select Tender (ST) stage for the Financials, Procurement, Corporate Performance & Reporting, Property & Rating and Asset Management Solutions.

· Civica Pty Ltd

· TechnologyOne

· Mastek Systems Pty Ltd

· CountERPart Solutions Pty Ltd

· Brightly

· An open Request for Tender (RFT) be established for the Human Resources and Payroll components of the EOI since no suitable solutions were proposed. Council has previously resolved to continue the contract with Fusion5, PageUp People Limited and Elmo Software Limited for a period of two years with a possible one year extension at the Ordinary Meeting on 1 May 2023 in order to allow for the Human Resources and Payroll systems to be included in the ERP EOI.

Background

Penrith City Council (Council) has embraced business transformation as a mechanism for addressing challenges arising from disparate, outdated, non-existent technology and processes, and for responding to local government trends and economic growth of the local area.

This journey commenced through Council’s Customer Experience Strategy, which had a focus on improving the customer facing technology and the interaction with its customers and community. To further leverage this technology, Council’s core business systems need to be transformed and optimised.

Council’s core business systems refer to software systems which manage council’s day-to-day business activities such as accounting, HR/payroll, procurement, project management, compliance, property and rates, corporate reporting and asset management. Implementation of most of these systems occurred in early 2001 and inconsistent investment across these systems have resulted in a number of these systems no longer providing efficient and effectively processes. In addition, several systems are reaching the end of life meaning no further development or support will be provided by the vendor.

Council engaged KPMG over two separate engagements to assist with the following

· Development of ERP strategy and roadmap including identification of systems to include.

· Development of an ERP Business Case

· Development of solution and functional requirements.

These engagements identified that a hybrid solution is the preferred technology model however this may need to be modified through the approach to market based on vendor responses and Council’s requirements at that time. A hybrid solution seeks the Utilisation of an almost “Fully Integrated Solution” but also utilising other software vendors to fill in gaps in offerings. For example, Finance, Procurement, Property & Rating, Corporate Performance Management and Human Resources may be one solution provided by a vendor and then Asset Management and Payroll may be provided by other vendors.

Current Situation

There are multiple vendors and available solutions in the marketplace. To determine the most superior and fit-for-purpose solution for Penrith City Council, the Core Systems Transformation Steering Group and Council’s Procurement team determined that the most appropriate process to engage a supplier(s) was to engage in a multi-stage tender process involving an Expression of Interest Stage (Initial Review, and Systems Demonstration Assessment) and, a subsequent Select Tender Stage. Where appropriate vendors were encouraged to develop joint tenders with strategic partners to ensure the full benefit of an integrated and seamless solution could be achieved.

i) Expression of Interest Stage Evaluation Process

During the initial Expression of Interest (EOI) stage, detailed EOI submissions were sought from suitably qualified vendors with the technical capacity to provide information on innovative solutions for a Council’s core business systems. To have been considered in isolation respondents must be able to fulfill the majority of the modules and functionality and requirements from one of the following groups.

· Financials, Procurement, Corporate Performance & Reporting and Property & Rating

· Human Resources and Payroll

· Asset Management

There was a very positive response to the advertised EOI, with 18 respondents, each of which are outlined in the table as follows:

Company	Company Australian Address	Directors	Components Tendered For
Strategic Directions	Level 2 / 190 Edward Street Brisbane QLD 4000	Chris Goldstone	None
Mastek Systems Pty Ltd	Level 26, 44 Market Street Sydney NSW 2000	Domenic Cirnigliaro Rakesh Raman	All except Learning and WHS
HCL Australia Services Pty Ltd	Level Ground, 616 St Kilda Road Melbourne VIC 3004	Prateek Aggarwal Glenn Thomas Merchant Sridharan Sundaram	All except Payroll
CountERPart Solutions Pty Ltd	Suite 501, 20 Napier Street Essendon VIC 3040	Wayne Welcome	All
Civica Pty Ltd	Ground Floor, 277 William Street Melbourne VIC 300	Partners Group	All
CDRU NSW Pty Ltd	Level 9, 99 Mount Street North Sydney NSW 2060	Samuel Jamieson O’Connor Ian Leslie Woollett Nicholas John Miller	None
Deloitte Consulting Pty Ltd	Level 1, Grosvenor Place 225 George Street Sydney NSW 2000	Adam Powick Andrew Griffiths Clare Harding Sneza Pelusi Peter Forrester Dennis Krallis Jody Burton Pip Dexter Paul Rehder Ellen Derrick	All
Open Office Holdings Pty Ltd	Level 7, M-City Business District 2125 Princes Highway Clayton VIC 3168	Tony Faure Marc Washbourne Elizabeth Crouch Timothy Ebbeck Tom Matthews Mark Summerhayes	All except WHS
VendorPanel Pty Ltd	Level 4, 446 Collins St Melbourne VIC 3000	Clark Butler Justin Lipman Trent Donnelly David Bubner James Leathem	Contract & Sourcing
Brightly Software Australia Pty Ltd	Governor Phillip Tower, Level 61 1 Farrer Place Sydney NSW 200	Daniel William Graham Kevin Kemmerer Andrew Guy Phillips	Asset Management
ExpediteIT Pty Ltd	276 Galston Road Galston NSW 2159	Clive Mancey Ashley Brown	No documents received.
Zer01	1-5 Railway Street Chatswood NSW 2067	Lisa Kelly Brett Mckee	All except Property & Rating
Fusion5	Level 27, 570 Bourke Street Melbourne VIC 3000	Sven Martin Rebecca Tohill Waterman Capital Partners	Human Resources & Payroll
ELMO Software Limited	Level 27, 580 George Street Sydney NSW 2000	Barry Lewin Danny Lessem Kate Hill Leah Graeve	Human Resources
JAM Web	Suite 230, 1 Queens Road Melbourne VIC 3004	Nasir Hussain Mark Rapley	Part solution for Facilities and Property Management
TechnologyOne Limited	Level 11, 540 Wickham Street Fortitude Valley QLD 4006	Mr Pat O’Sullivan Mr John Mactaggart Mr Richard Anstey Dr Jane Andrews Ms Sharon Doyle Mr Clifford Rosenberg Mr Peter Ball	All
Simplylogical.net (known as 360 – Tender Evaluation Software Services)	Unit 11, Level 3 161 London Circuit Canberra City ACT 2601	Rob Wade	Contract & Sourcing
PageUp People Limited	Ashurst Australia Level 16 80 Collins Street Melbourne VIC 3000	Karen Cariss Chelsea Stoner Dillon Joyce Martin Deda	Human Resources

There was a very positive response to the advertised EOI, with 18 respondents, each of which are outlined in the table that follows:

The EOI Evaluation Panel listed below met on 7^th August 2023 to review the initial EOI submissions.

Financials & Procurement

· Patrick Robles – Finance Strategic Business Partner

· Cheryl Freeburn – Operational Finance Coordinator

· Lana Axford – Supply Coordinator

Property & Rating

· Matthew Saunders – Rates Coordinator

· Maya Goldsmith – Business Operations Coordinator

· Carly McIllhatton – Engineering Administration Officer

· Jessie Soster – Team Leader – Development Compliance

· Natalie Stanowski – Principal Planner

· James Creer – Acting Resource Recovery Coordinator

· Amelia Wallace – Customer Experience Team Leader

Human Resources & Payroll

· Nikki Griffiths – Payroll and Systems Manager

Asset Management

· Arlo Andrews – Asset Coordinator – Data and Systems

Non-Functional Requirements

· Shivani Chand – Business Solutions Manager

· David McIllhatton – Business Systems Lead

Project Control Group

· Jane Howard – ICT Operations Manager

· Neil Farquharson – Financial Services Manager

· Stephannie Mikhail – Business Transformation Manager

Laura Stott, Procurement Business Partner, coordinated and managed the EOI and evaluation process.

The initial EOI evaluation criteria, listed below, was advertised and used in assessing the EOI’s received:

Compliance Criteria

· Statement of Conformance

· Compliance and Conflicts of Interest 

· Respondent’s Workplace Relations Information 

· Current Insurance Policies 

· Quality Management System

Qualitative Criteria 

· Capacity to perform the services

· Functional Requirements 

· Timeframes and Resourcing

· Integration Approach and Methodology

· Reporting Capabilities and Support Services

The following respondents were considered non-complying and not considered any further.

· Strategic Directions – Only offered Project Management and Assurance Services

· CDRU NSW Pty Ltd – Only offered Strategic Sourcing Support

· VendorPanel – Only offered Contract and Sourcing

· ExpediteIT Pty Ltd – No documentation received

· JAM Web Services – Only offered part solution of Facilities and Property Management

· 360 – Tender Evaluation Software Services – Contract & Sourcing Only

· PageUp People Limited – late submission post closure

The remaining (11) respondents were included in the evaluation process and assessed in VendorPanel tender evaluation software against the evaluation criteria.

The EOI responses from Open Office Holdings Pty Ltd, Zer01, Fusion5 and ELMO Software, were not selected to move forward to the next stage by the EOI Evaluation Panel due to various factors including providing limited detail in response to requirements both functional and technical, responses were difficult to follow and decipher or ability to provide adequate software solutions.

Subsequently, (7) of the eleven (11) respondents were shortlisted and considered by the EOI Evaluation Panel as suitable for the next round of assessment:

· Mastek Systems Pty Ltd

· HCL Australia Services Pty Ltd

· CountERPart Solutions Pty Ltd

· Civica Pty Ltd

· Deloitte Consulting Pty Ltd

· TechnologyOne Limited

· Brightly Software Australia Pty Ltd

These companies were contacted by Council’s Procurement team and invited to demonstrate their proposed solution to the EOI Evaluation Panel.

Systems Demonstration Assessment

Vendors were provided with a list of scenarios based on the systems proposed to present to assist the EOI Evaluation Panel in ascertaining whether the functionality and user ability of the solution would be viable for the organisation. The EOI Evaluation Panel assessed the ability of the system based on the demonstrations to meet the organisational functional requirements and the ability to streamline processes for Council’s customers and backend processes for Council Officers.

Through these scenarios Vendors were invited to provide a product demonstration that showcased:

· How the system met the organisations functional and integration requirements included in the EOI;

· The overall usability of the system;

· Reporting capabilities within the solution; and

· How support of the solution would be handled.

The EOI Evaluation Panel reconvened following the conclusion of the demonstrations (20 November 2023), to evaluate the vendor’s ability to address the needs of the EOI taking into the key areas and scenario’s respondents were asked to present.

The evaluation concluded that in relation the Human Resources and Payroll components of the EOI that none of the respondents had clearly demonstrated workable solutions which limited the panel’s ability to satisfy themselves that the statements made through the functional requirements could be delivered.

In relation to the remaining components of Financials, Procurement, Corporate Performance & Reporting, Property & Rating and Asset Management the evaluation concluded that the following respondents.

· Civica Pty Ltd

· TechnologyOne Limited

· Mastek Systems Pty Ltd

· CountERPart Solutions Pty Ltd

· Brightly Software Australia Limited

had provided relevant examples of scenarios and demonstrated the ability to deliver on the key areas to satisfy most of the functional requirements and accompanying requirements for this project. Further refinement will be gathered through the next phase of the project.

The evaluation of HCL Australia Services Pty Ltd and Deloitte Consulting Pty Ltd

determined that the solution did not demonstrate relevant examples of scenarios and workable solutions which limited the panel’s ability to satisfy themselves that the statements made through the functional requirements could be delivered.

Therefore, the EOI Evaluation Panel recommends that:

· Civica Pty Ltd

· TechnologyOne Limited

· Mastek Systems Pty Ltd

· CountERPart Solutions Pty Ltd

· Brightly Software Australia Limited

for the Select Tender Process which will involve further presentations and an assessment process including financial and program analysis.

Financial Implications

Due to the commercial nature the financial implications for this report are discussed in the Business Systems Transformation report presented to Council tonight.

Tender Advisory Group Comments

The objective of the Tender Advisory Group (TAG) is to support the Council to achieve fair and equitable tender processes. The TAG, consisting of Neil Farquharson – Financial Services Manager and Adam Beggs – Governance Manager were presented with details about the Core Business Systems Transformation, as well as the EOI and evaluation process on 12^th February 2024.

The TAG considered the recommendation in relation to EOI 22/23-002 Core Business Systems Transformation and is satisfied with the evaluation process outlined within the report.

Risk Implications

The risk incurred by Council in establishing the shortlist for EOI 22/23-002 and moving to the next stage in the selective tender process is considered low. Moving forward to the selective tender stage allows Council to explore innovative solutions, with a focus on quality, expertise and value for money while mitigating risks and ensuring the council's specific requirements are met.

However, there are risk implications for Council without the implementation of an innovative and integrated core business systems, including operational inefficiencies, missed opportunities and poor customer experience both internally and externally.

Without a fit-for-purpose software solution the organisation will continue to utilise inefficient and outdated processes including manual processes which carries the risk of potential errors and complications, including inefficiencies, lost time, and flow on effects to staff and customers.

In the modern world, staff expect convenient, innovative, intuitive, and accessible software to assist in providing efficient and effective services to other departments with Council and more importantly Council’s customers and the Community.

Conclusion

The EOI attracted a significant number of vendors that have successfully introduced core business systems software solutions in the areas of Financials, Procurement, Corporate Performance & Reporting, Property & Rating and Asset Management on behalf of other Councils, state government agencies and/or private organisations, as such, the EOI Evaluation Panel is of the opinion that the following respondents be placed on the shortlist for ST: (ST number to be confirmed)

· Civica Pty Ltd

· TechnologyOne Limited

· Mastek Systems Pty Ltd

· CountERPart Solutions Pty Ltd

· Brightly Software Australia Limited

However, the EOI Evaluation panel is of the opinion that it would be more beneficial for the organisation to conduct an open tender for the Human Resources and Payroll components of the EOI.

Council requires a future where the organisation is more customer and information centric to position itself to effectively deliver on its community plan. This means a major shift through improvements in culture, business processes, and the use of appropriate digital technology (hardware and software). While the project may appear to be focused on technology, the true value will come from the reengineering of Council’s business processes.

Proceeding with this project will make it Council’s largest information technology project to date, and possibly its largest operational change. It is important this significant change process is carefully planned, executed, and resourced appropriately at all stages of the project. Cutting corners has the potential to create false economies. The project ultimately aims to achieve increased organisational capacity, improved customer service and better access to information through efficiency gains, process improvement and the application of modern, fit-for-purpose technological solutions within a stable, responsive, and consistent ICT infrastructure environment.

RECOMMENDATION

That:

1. The information contained in the report on EOI 22/23-0002 - Core Business Systems Transformation be received.

2. The EOI’s from:

a. Civica Pty Ltd

b. TechnologyOne Limited

c. Mastek Systems Pty Ltd

d. CountERPart Solutions Pty Ltd

e. Brightly Software Australia Limited

for Financials, Procurement, Corporate Performance & Reporting, Property & Rating and Asset Management solutions be accepted for inclusion on the shortlist of respondents for the select tender process for the Core Business Systems Transformation project.

3. The solutions for Human Resources and Payroll proceed to an open tender to run concurrently with the above selective tender.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

-	Meeting at which the draft corporate planning documents (Delivery Program and Operational Plan) are endorsed for exhibition
*	Meeting at which the draft corporate planning documents (Delivery Program and Operational Plan) are adopted
#	Meetings at which the Operational Plan quarterly reviews (March and September) are presented
@	Meetings at which the Delivery Program progress reports (including the Operational Plan quarterly reviews for December and June) are presented
^	Election of Mayor and/or Deputy Mayor
ü	Meeting at which the 2023-24 Annual Statements are presented
∞	Meeting at which any comments on the 2023-24 Annual Statements are adopted
+	Meeting at which the Annual Report is presented
>	Briefing to consider Budget, draft fees & charges and corporate document

No.	Project Description	Estimated Project Cost $	Grant Funding Offer $	Council’s Contribution Required ($)
a.	Claremont Creek Catchment Overland Flow Flood Study	290,000	193,333	96,667
b.	Jamison Road and Stafford Street Retarding Basins, Kingswood - investigation and detailed design	357,000	238,000	119,000
	TOTAL	647,000	431,333	215,667

Outcome	We protect and enhance an ecologically sustainable environment
Strategy	Strengthen sustainability and climate resilience
Principal Activity	Manage the risk to and impact on life and property from the existing and potential future use of the floodplain