Agenda of Ordinary Meeting - Monday, 29 April 2024

UNCONFIRMED MINUTES OF THE ORDINARY MEETING OF PENRITH CITY COUNCIL HELD REMOTELY USING AUDIO VISUAL LINKS, AUDIO STREAMED ON THE COUNCIL WEBSITE AND IN THE COUNCIL CHAMBERS ON MONDAY 25 MARCH 2024 AT 7:00PM

NATIONAL ANTHEM

The meeting opened with the National Anthem.

WEBCASTING STATEMENT

His Worship the Mayor, Councillor Todd Carney read a statement advising that Council Meetings are recorded and webcast.

STATEMENT OF RECOGNITION

His Worship the Mayor, Councillor Todd Carney read a statement of recognition of Penrith City’s Aboriginal and Torres Strait Islander Cultural Heritage.

PRAYER

The Council Prayer was read by Rev Christine Bayliss-Kelly.

PRESENT – IN PERSON

His Worship the Mayor, Councillor Todd Carney, Deputy Mayor, Councillor Mark Davies and Councillors Bernard Bratusa, Kevin Crameri OAM, Sue Day, Ross Fowler OAM, Tricia Hitchen, Mark Rusev, Marlene Shipley and John Thain.

PRESENT – ATTENDED REMOTELY

Councillors Robin Cook, Glenn Gardiner and Karen McKeown OAM.

APOLOGIES

53 RESOLVED on the MOTION of Councillor Mark Rusev seconded Councillor Sue Day that the apology received from Councillor Jonathan Pullen be accepted.

CONFIRMATION OF MINUTES - Ordinary Meeting - 26 February 2024

54 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Kevin Crameri OAM that the minutes of the Ordinary Meeting of 26 February 2024 be confirmed.

DECLARATIONS OF INTEREST

Councillor Karen McKeown OAM declared a Non-Pecuniary Conflict of Interest – Significant in Item 1 - Draft Voluntary Planning Agreement for Luddenham Road Planning Proposal, Item 3 - Draft Local Infrastructure Contribution Practice notes, Item 4 - Submission to the Parliamentary Inquiry into critical transport infrastructure supporting the Western Sydney International Airport and Western Sydney Aerotropolis and Item 5 - Submission to the NSW Government's Parliamentary Inquiry into the Transport Oriented Development Program, as she is a current Member of Parliament for Penrith. Councillor Karen McKeown OAM stated that she would leave the meeting during consideration of these items and would not take part in voting or discussion on the issues.

Mayoral Minutes

1 International Women's Day 2024

Councillors Karen McKeown OAM and Mark Rusev spoke in support of the Mayoral Minute.

55 RESOLVED on the MOTION of Councillor Todd Carney seconded Councillor Karen McKeown OAM that the Mayoral Minute on International Women's Day 2024 be received.

2 Retirement of Warren Smith, President of St Marys Leagues Club for 35 Years

Councillors John Thain, Marlene Shipley, Bernard Bratusa and Ross Fowler OAM spoke in support of the Mayoral Minute.

56 RESOLVED on the MOTION of Councillor Todd Carney seconded Councillor John Thain that the Mayoral Minute on Retirement of Warren Smith, President of St Marys Leagues Club for 35 Years be received.

3 2024 NSW Seniors Festival Local Achievement Award

Councillor Mark Davies spoke in support of the Mayoral Minute.

57 RESOLVED on the MOTION of Councillor Todd Carney seconded Councillor Mark Davies that the Mayoral Minute on 2024 NSW Seniors Festival Local Achievement Award be received.

Reports of Committees

1 Report and Recommendations of the Local Traffic Committee Meeting held on 4 March 2024

58 RESOLVED on the MOTION of Councillor Robin Cook seconded Councillor Karen McKeown OAM that the recommendations contained in the Report and Recommendations of the Local Traffic Committee meeting held on 4 March, 2024 be adopted.

DELIVERY PROGRAM REPORTS

Outcome 3 - We plan and shape our growing City

2 Explanation of Intended Effect - Upgrade of Abbotts Road and Aldington Road, Kemps Creek

59 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marlene Shipley

That:

1. The information contained in the report on Explanation of Intended Effect - Upgrade of Abbotts Road and Aldington Road, Kemps Creek be received.

2. Council endorse the submission to the EIE provided in Appendix 1 to this report, and submit it to the DPHI for their consideration.

Having previously declared an interest, Councillor Karen McKeown OAM left the meeting, the time being 7:22pm.

1 Draft Voluntary Planning Agreement for Luddenham Road Planning Proposal

60 RESOLVED on the MOTION of Councillor Kevin Crameri OAM seconded Councillor Mark Davies

That:

1. The information contained in the report on Draft Voluntary Planning Agreement for Luddenham Road Planning Proposal be received.

2. Council endorse the notification of the Draft Voluntary Planning Agreement for Luddenham Road which is provided as an attachment to this report.

3. A further report be prepared for Council following public notification of the draft VPA, if submissions are received and amendments to the draft VPA are proposed.

4. Council endorses the draft VPA for 221-325 Luddenham Road, Orchard Hills for execution, where no submissions are received during the public notification period or no amendments are proposed.

5. If the draft VPA is to be executed, Council authorise the General Manager to finalise and sign the VPA and make any minor amendments where necessary (e.g. typographic errors, incorrect clause references, dates, and the like).

6. The Common Seal of the Council of the City of Penrith be affixed to all documents as required, and the General manager (or their delegate) be authorised to sign all necessary legal documents in relation to this matter.

In accordance with Section 375A of the Local Government Act 1993, a DIVISION was then called with the following result:

For	Against
Councillor Robin Cook
Councillor Todd Carney
Councillor John Thain
Councillor Kevin Crameri OAM
Councillor Sue Day
Councillor Marlene Shipley
Councillor Glenn Gardiner
Councillor Bernard Bratusa
Councillor Mark Rusev
Councillor Tricia Hitchen
Councillor Ross Fowler OAM
Councillor Mark Davies

3 Draft Local Infrastructure Contribution Practice notes

61 RESOLVED on the MOTION of Councillor Marlene Shipley seconded Councillor Ross Fowler OAM

That:

1. The information contained in the report on Draft Local Infrastructure Contribution Practice notes be received.

2. Council endorse the submission provided as Appendix 1 to be forwarded to the NSW Department of Planning, Housing and Infrastructure.

4 Submission to the Parliamentary Inquiry into critical transport infrastructure supporting the Western Sydney International Airport and Western Sydney Aerotropolis

62 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Bernard Bratusa

That:

1. The information contained in the report on Submission to the Parliamentary Inquiry into critical transport infrastructure supporting the Western Sydney International Airport and Western Sydney Aerotropolis be received.

2. Council endorse the submission contained in Attachment 2 and it be submitted to the Legislative Assembly Committee on Transport and Infrastructure by the closing date on 31 March 2024.

5 Submission to the NSW Government's Parliamentary Inquiry into the Transport Oriented Development Program

63 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Bernard Bratusa

That:

1. The information contained in the report on Submission to the NSW Government's Parliamentary Inquiry into the Transport Oriented Development Program be received.

2. Council endorse the submission contained in Attachment 2 and it be submitted to the Legislative Assembly Committee on Transport and Infrastructure by the closing date on 28 March 2024.

Councillor Karen McKeown OAM returned to the meeting, the time being 7:50pm.

Outcome 4 - We manage and improve our built environment

6 RFT2324-018 Lead Designer for Cook Park Precinct

64 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Marlene Shipley

That:

1. The information contained in the report RFT2324-018 Lead Designer for Cook Park Precinct be received.

2. Mode Design Pty Ltd be awarded the Contract subject to the execution of a formal agreement for the RFT2324-018 Lead Designer for Cook Park Precinct for an amount of $530,160.00 (excluding GST).

3. 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.

7 Erskine Park Urban Reinvestment Project Negotiations

65 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Marlene Shipley

That:

1. The information contained in the report on Erskine Park Urban Reinvestment Project Negotiations be received.

2. The offer from Masport Civil Pty Ltd, for the amount of $448,800.00 (excluding GST) be accepted for Erskine Park Urban Reinvestment Project, Erskine Park.

3. 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.

8 RFQ 2324-064 Lewers Gallery Roof Repairs

66 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Marlene Shipley

That:

1. The information contained in the report on RFQ 2324-064 Lewers Gallery Roof Repairs be received.

2. The tender from Westbury Constructions Pty Ltd, for the amount of $269,707.00 (excluding GST) for Lewers Gallery Roof Renewal, Emu Plains be accepted.

3. 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.

Councillor John Thain left the meeting, the time being 7:51pm.

9 RFT23/24-001 Asbestos Removal and Treatment Services

67 RESOLVED on the MOTION of Councillor Kevin Crameri OAM seconded Councillor Tricia Hitchen

That:

1. The information contained in the report on RFT23/24-001 Asbestos Removal and Treatment Services be received.

2. A panel of experts for asbestos removal services be established that includes RMA Contracting Pty Ltd, Beasy Pty Ltd and EnviroPacific Pty Ltd.

3. 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.

Councillor John Thain returned to the meeting, the time being 7:54pm.

Outcome 5 - We have open and collaborative leadership

10 Summary of Investments & Banking for the period 1 February 2024 to 29 February 2024

68 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor Bernard Bratusa

That:

1. The information contained in the report on Summary of Investments & Banking for the period 1 February 2024 to 29 February 2024 be received.

2. The Council’s Cash Book and Bank Statements have been reconciled as at 29 February 2024.

URGENT BUSINESS

UB 1 Donation to Kingswood High School

Councillor Tricia Hitchen requested that an amount of $700 be donated from Voted Works to Kingswood High School to purchase crockery and utensils for their morning teas.

69 RESOLVED on the MOTION of Councillor Tricia Hitchen seconded Councillor Mark Davies that the matter be brought forward and dealt with as a matter of urgency.

His Worship the Mayor, Councillor Todd Carney ruled that the matter was urgent and should be dealt with at the meeting.

70 RESOLVED on the MOTION of Councillor Tricia Hitchen seconded Councillor Mark Davies that an amount of $700 be donated from Voted Works to Kingswood High School to purchase crockery and utensils for their morning teas.

UB 2 Donation to Zonta Club of Nepean Valley

Councillor Robin Cook requested that an amount of $1,000 be allocated from Voted Works to Zonta Club of Nepean Valley to support the upcoming birthing kit assembly day.

71 RESOLVED on the MOTION of Councillor Robin Cook seconded Councillor Kevin Crameri OAM that the matter be brought forward and dealt with as a matter of urgency.

His Worship the Mayor, Councillor Todd Carney ruled that the matter was urgent and should be dealt with at the meeting.

72 RESOLVED on the MOTION of Councillor Robin Cook seconded Councillor Kevin Crameri OAM that an amount of $1,000 be allocated from Voted Works to Zonta Club of Nepean Valley to support the upcoming birthing kit assembly day.

Committee of the Whole

73 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Kevin Crameri OAM that the meeting adjourn to the Committee of the Whole to deal with the following matters, the time being 7:59pm.

1 Presence of the Public

CW1 RESOLVED on the motion of Councillor John Thain seconded Councillor Kevin Crameri OAM that the press and public be excluded from Committee of the Whole to deal with the following matters:

Outcome 5

2 Commercial Matter - Leasing of Shop 3/564 High Street Penrith from Marjen Superannuation Pty. Limited for use as Public Toilet Amenities

This item has been referred to Committee of the Whole as the report refers to information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business and discussion of the matter in open meeting would be, on balance, contrary to the public interest.

3 158-164 Old Bathurst Rd, Emu Plains - Update

The meeting resumed at 8:15pm and the General Manager reported that the Committee of the Whole met at 7:59pm on Monday, 25 March 2024, the following being present

His Worship the Mayor, Councillor Todd Carney, Deputy Mayor, Councillor Mark Davies and Councillors Bernard Bratusa, Robin Cook, Kevin Crameri OAM, Sue Day, Ross Fowler OAM, Glenn Gardiner, Tricia Hitchen, Karen McKeown OAM, Mark Rusev, Marlene Shipley and John Thain.

and the Committee of the Whole excluded the press and public from the meeting for the reasons set out in CW1 and that the Committee of the Whole submitted the following recommendations to Council.

CONFIDENTIAL BUSINESS

2 Commercial Matter - Leasing of Shop 3/564 High Street Penrith from Marjen Superannuation Pty. Limited for use as Public Toilet Amenities

74 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Kevin Crameri OAM

CW2 That:

1. The information contained in the report on Commercial Matter - Leasing of Shop 3/564 High Street Penrith from Marjen Superannuation Pty. Limited for use as Public Toilet Amenities be received.

2. Council approve the proposed new lease agreement under the terms and conditions listed within the report.

3. The Common Seal of the Council of the City of Penrith be affixed to all documents as required, and the General Manager be authorised to sign all necessary legal documents in relation to this matter.

3 158-164 Old Bathurst Rd, Emu Plains - Update

75 RESOLVED on the MOTION of Councillor Mark Davies seconded Councillor John Thain

CW3 That:

1. The information contained in the report on 158-164 Old Bathurst Rd, Emu Plains - Update be received.

2. The Council adopt the recommendation referred to in the body of the report.

ADOPTION OF Committee of the Whole

76 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Marlene Shipley that the recommendations contained in the Committee of the Whole and shown as CW1, CW2 and CW3 be adopted.

There being no further business the Chairperson declared the meeting closed the time being 8:17pm.

Ordinary Meeting 29 April 2024

REPORT AND RECOMMENDATIONS OF THE
Resilience Committee MEETING

HELD ON 20 March, 2024

PRESENT

Councillors Robin Cook Mark Rusev; Yang Xiang, Nevin Sweeney, Marzi DeSanti, Matthew Jackson.

IN ATTENDANCE

Jeni Pollard – Manager City Resilience (Chair), Belinda Atkins – Sustainability and Resilience Lead, Andrew Hewson – Community Recovery Coordinator, Tarah Slattery – Sustainability Education Officer.

PRESENTERS

Kevin Brennan - City Economy and Marketing Manager, Raquel Bloom – Economic Development Lead, Anne Sacco – Design Program Manager, Tracy Chalk – Design and Projects Manager.

APOLOGIES

Clr Karen McKeown (OAM), Clr Sue Day, Alison Dunshea, Margaret Maljkovic, Aditi Verma.

CONFIRMATION OF MINUTES - Resilience Committee Meeting - 29 November 2023

That the minutes of the Resilience Committee Meeting of 29 November 2023 were confirmed.

DECLARATIONS OF INTEREST

There were no declarations of interest.

DELIVERY PROGRAM REPORTS

Outcome 2 - We are welcoming, healthy, happy and connected

1 Resilient Penrith Action Plan Update

Andrew Hewson provided an update on Council’s emergency preparedness and recovery work. The Wallacia and Londonderry recovery work has and continues to provide support for residents in the recovery from the floods. Two community pop-ups will be held in Wallacia in April and May to provide ongoing support and information on areas of interest including emergency preparedness, evacuation routes and plans and the airport. A community event will also be held in Londonderry in May including a BBQ, information on bushfire and flood risk and emergency preparedness, and a walk on Country. The programs have been tailored in a responsive way to support these communities.

Tarah Slattery noted that Go Bags have been prepared including for example, a community emergency ready booklet, fridge magnet, radio torch, glowsticks, cool towel, whistle and checklist. The bags will be given away to residents in higher risk areas of flood/bushfire to assist them in preparing to evacuate if required.

Tarah provided a presentation on Council’s current community engagement programs. Council is again supporting Earth Hour on Saturday 23 March by switching off non-essential lighting for one hour between 8.30-9.30pm. A social media campaign was developed to promote Earth Hour to the community encouraging residents to switch off. Council also shared what we have been doing to be more energy efficient and reduce our corporate greenhouse gas emissions.

It was noted that Council is running the Adopt-A-Tree program for a second year. The program will be open to residents within the Penrith LGA, enabling them to register to adopt a tree to plant on their own private property, assisting in greening and cooling their home and suburb. The program will see 200+ native trees available for adoption. A tree collection day will be held at the Kingsway in May for registered residents to collect their tree. An e-delivery service may be available to those residents unable to pick up their tree that meet the eligibility criteria for the delivery program.

An update was provided on the verge garden project, noting that the initial research into verge gardens has been completed and a draft verge garden guideline has been developed for input from internal stakeholders. Internal stakeholders have been identified and consultation on the guidelines will be undertaken over the coming months.

Committee members were asked to provide any ideas/thoughts of what they would want to see considered for inclusion in the draft verge garden guidelines. Any input can be provided by email to Belinda Atkins.

Belinda Atkins presented on two Council projects that have recently commenced including Partnering with Nature and the Penrith Information Network.

Council through its membership with Sustainability Advantage (NSW Government Sustainability Program) joined the Partnering with Nature Program. This involved engaging with relevant departments across Council, with multi-disciplinary staff attending a session to run through the Partnering with Nature ‘health check’ diagnostic tool, enabling Council to assess and better understand its current relationship to nature and the opportunities that Council can take to progress towards nature positive. A Partnering with Nature Action Plan

has been provided with suggested actions for Council to consider and progress over time.

Attentis, with funding from the State Government, will be creating a Penrith Information Network, including the installation of 22 smart sensors across the Penrith LGA. The sensors will be solar powered and will provide real-time data and images on a data platform enabling Council to access and monitor localised data, such as our microclimate including temperature, air quality, and flood and fire detection. Council has held discussion internally and with other stakeholders and is in the process of finalising the determination of the 22 sensors locations across the LGA.

RECOMMENDED

That the information contained in the report on Resilient Penrith Action Plan Update be received.

Outcome 3 - We plan and shape our growing City

2 Economic Development Strategy and Visitor Economy Strategy

Kevin Brennan, Manager City Economy and Marketing gave a presentation on the Economic Development Strategy and the Visitor Economy Strategy that were endorsed by Council in December 2023.

The key elements of the Strategies were presented. It was noted that population growth is outpacing the locally available jobs, although population growth projections are lower post-Covid then pre-Covid. Population in Penrith is projected to grow to 260,000 by 2031 with 18,000 new jobs being created. Strategies/actions are required to create more Jobs in Penrith, enabling people to work closer to home. Enticing Businesses to invest in Penrith alongside the economic uplift that the airport will bring can address challenges of people leaving Penrith to travel to work and attracting and retaining local talent in jobs above minimum wage. Sectors that will be a focal point for job creation include tourism, hospitality and events, health, education and research, transport, freight, logistics, and manufacturing.

The Economic Development Strategy has five strategic priorities:

• Attracting investment

• Creating vibrant centres

• Leveraging employment lands

• Nurturing jobs for the future

• Inspiring innovation

The Visitor Economy Strategy includes the following strategic priorities:

• Accommodation diversity

• Events and festivals

• Family friendly experiences

• Culture, food and heritage

• Destination marketing

• Collaboration

Penrith had 1.44m visitors in 2019 and 1.64m in 2022, with 8% here on business, 37% on holiday and 41% visiting friends and family. 82% of visitors are domestic day trippers. The goal is to increase overnight visitors with data showing that they spend 6 x more than day visitors providing greater economic benefits for local business and the Penrith economy. Penrith has an emerging food culture, heritage walks, and unique visitor attractions such as white-water rafting. It is known as a family friendly destination, with both paid and free family attractions and spaces. These attributes can shape the Penrith visitor economy.

There are metrics in place that can measure the success/achievement of both the Economic Development Strategy and the Visitor Economy Strategy.

It was noted that Covid has played a role in reduced population growth, migration and visitor numbers (both interstate and international), and that the cost of living crisis is impacting on the visitor economy as well as local businesses, particularly restaurants resulting in closure and loss of jobs. Council is in the process of planning a workshop for local businesses to determine the needs of business and key support/advocacy actions.

RECOMMENDED

That the information contained in the report on the Penrith Economic Development Strategy and Visitor Economy Strategy 2030 be received.

Outcome 4 - We manage and improve our built environment

3 Penrith City Park

Anne Sacco, Design Program Manager gave a presentation on Penrith City Park.

City Park was identified as a transformational project in Penrith Progression, providing a vibrant and activated space for community connections and a greenspace for health and wellbeing and cooling the city benefits. The Park will support investment and stimulation of the day and night-time economies. City Park has increased canopy cover at the site by 44%, passive irrigation by 8.5% and had increased the permeable area from 2.5% to 64%.

The design of City Park prioritised sustainability and resilience features through innovative design and smart technology, cooling elements to mitigate urban heat and the circular economy. Including a green roof, trees and climbers with the existing tree retained for character, water misting features and water sensitive urban design including rain gardens, permeable materials and passive irrigation, light coloured/reflective materials, carbon neutral concrete, energy efficient lighting and smart pole functionality. Materials including bricks were salvaged from other sites and reused at City Park and more resilient materials were chosen taking into consideration lifecycle costs.

The Park in the heart of the Penrith CBD will improve amenity and recreational space for the community for social connection, gatherings and activations. City Park was officially launched with a garden party on 16 March 2024.

The Committee asked questions regarding the passive irrigation system, shade and wet weather structures on site, as well as the carbon neutral concrete, noting that Western Sydney University has an active research interest in green concrete.

RECOMMENDED

That the information contained in the report on Penrith City Park be received.

REQUESTS FOR REPORTS AND MEMORANDUMS

Nil.

GENERAL BUSINESS

GB 1 Penrith Council Items

Greater Sydney Heat Taskforce

Key stakeholders have come together as a collaboration to form the Greater Sydney Heat Taskforce and agree on a path forward for heat risk management across the region. The Taskforce is facilitated by Resilient Sydney and WSROC, and is made up of organisations and businesses across planning, health, infrastructure, emergency management and community sectors, with the purpose of driving coordinated action to build long-term systemic heat resilience for greater Sydney. The Taskforce will develop a Heat Smart City Plan for the region.

Council is not a member of the Taskforce but are represented through Resilient Sydney and have been actively involved as part of the broader stakeholder workshops and have provided input into the processes for each of the Taskforce projects including the Heat Smart City Plan, Heatwave management guide for Councils to support councils to better prepare for heat (Council is on the project working group), the heat risk methodology, and cool suburbs tool NSW.

Urban Climate Resilience Program – Red Cross

The Red Cross is participating in the global Urban Climate Resilience Program with the aim of building sustainable, resilient communities in Western Sydney that can withstand, recover from and thrive in the face of climate-related disasters. Through the program the Red Cross are currently completing an assessment of community resilience to heatwaves and hot weather in the suburbs of Penrith, Blacktown and Bankstown.

Community engagement is being undertaken, with residents being invited to complete a household survey, with a stand set up in Penrith Library on 11 March to capture residents’ feedback. Community groups and service organisations have also been invited to attend a focus group on 25 March to assist the Red Cross to gain more insight into heatwaves and hot weather in our community.

The results of this study will help identify priority activities and solutions to increase heatwave resilience within the region.

World Rewilding Day

Recognising that March 20 is World Rewilding Day, which aims to raise awareness of the benefits of nature for wildlife, people and planet. Rewilding can be a solution to mitigating the impacts of climate/urban heat, restoring biodiversity and regenerating nature, enhancing the Circular Economy, and providing benefits of clean air, healthy soils, good water quality and increased health and wellbeing.

GB 2 Committee Member Items/Updates

Committee Members were given the opportunity to raise items for General Business.

Marzi DeSanti raised a question regarding emergency evacuation plans for residents in the suburb of Thornton at the Resilience Committee in November 2023 and requested an update on this item regarding any response received from the SES.

It was noted that Council had discussed this question internally with the Local Emergency Management Officer and with the SES. The following information was provided to Council via email from the SES:

Know your risk

The best way for the Hawkesbury Nepean Valley communities to know their risk is to use our mapping tool. All our information about awareness and preparedness for the Hawkesbury Nepean Valley is found here.

The Hawkesbury Nepean Valley designated Flood Evacuation Routes (Know how to get out) have not changed, however, the community must always be aware of the surroundings / situation as every flood is different and evacuation routes can be cut/change (Evacuation routes Video).

Follow your Home Flood safe Emergency Plan, which should be prepared now before an emergency. https://www.seshomeemergencyplan.com.au/

CALD Resources:

The NSW SES has an “In Your Language” page that provides more generic information in language: https://www.ses.nsw.gov.au/about-us/languages/

NSW SES currently have another project that will be delivering more Flood, Storm and Tsunami information (video and resources) coming out later this year.

It was noted in the meeting that the SES recognised that they are getting these same questions across the Hawkesbury Nepean Valley and are investigating transport and evacuation challenges. Council will be kept updated with any new information on this investigation.

GB 3 Committee Meeting Dates

The Chair, Jeni Pollard noted that there would be two more Resilience Committee Meetings before the Council elections in September.

• Wednesday 5 June 2024, 6-8pm

• Wednesday 21 August 2024, 6-8pm

The Chair thanked the presenters for sharing information on Council projects that will benefit the community, and the Resilience Committee Members for their input and contribution to the meeting.

There being no further business the Chairperson declared the meeting closed the time being 7:35pm.

RECOMMENDATION

That the recommendations contained in the Report and Recommendations of the Resilience Committee meeting held on 20 March, 2024 be adopted.

Ordinary Meeting 29 April 2024

REPORT AND RECOMMENDATIONS OF THE
Local Traffic Committee MEETING

HELD ON 8 April, 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 Robin Cook (Representative for the Member of Londonderry), Mark Rusev (Representative for the Member of Badgerys Creek), Ken Hind – Transport for NSW (TfNSW) and Sergeant Stephen Page - Nepean Police Area Command (PAC).

IN ATTENDANCE

Adam Wilkinson – Engineering Services Manager (Chair), Joshua Hull – Traffic Engineering Coordinator, Kablan Mowad – Senior Traffic Engineer, Hamish Dodson – Acting Senior Traffic Engineer, Dennis Anthonysamy – Senior Transport Engineer, Roshlyn Naidu – Trainee Engineer, Karl Magistrado – Traffic Engineer, Suzan Mehmet – Road Safety Officer, Chloe Lamers – Acting Engineering Services Secretary, Kylie Thornley – Traffic Administration Officer, Georgie Dunn - Business Administration Trainee (Engineering) and Ben Cantor – Busways.

APOLOGIES

Councillor Tricia Hitchen (Representative for the Member of Penrith), Councillor Karen McKeown OAM (Council Representative), Phil Saverimuttu – Senior Traffic Engineer, Lalaine Malaluan – Senior Transport Engineer and Adeeb Ali – Trainee Engineer.

CONFIRMATION OF MINUTES - Local Traffic Committee Meeting - 4 March 2024

That the minutes of the Local Traffic Committee Meeting of 4 March 2024 be confirmed.

LEAVE OF ABSENCE

Raymond Tran – Transport for NSW (TfNSW).

DECLARATIONS OF INTEREST

Nil.

DELIVERY PROGRAM REPORTS

Outcome 4 - We manage and improve our built environment

1 Intersection of Monfarville Street and Carpenter Street, St Marys - Endorsement of Design Plans AM198 - Installation of Pedestrian Refuge and Traffic Calming Devices

RECOMMENDED

That:

1. The information contained in the report on Intersection of Monfarville Street and Carpenter Street, St Marys - Endorsement of Design Plans AM198 - Installation of Pedestrian Refuge and Traffic Calming Devices be received.

2. Consultation be undertaken with affected residents regarding the proposed installation of a pedestrian refuge and speed hump at the intersection of Monfarville Street and Carpenter Street, St Marys, as shown in Design Plans AM198 in Appendix 1.

3. Subject to no substantial objections, Design Plans AM198 be endorsed for construction with funding provided under 2023/2024 Fatal Crash Response program.

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.

2 Updated Traffic Management and Pedestrian Works Temporary Delegation from Transport for NSW

RECOMMENDED

That:

1. The information contained in the report on Updated Traffic Management and Pedestrian Works Temporary Delegation from Transport for NSW be received.

2. Council notes the information.

3 Intersection of Brougham Street and Jamieson Street, Emu Plains - Proposed 'STOP' Signage Treatment

RECOMMENDED

That:

1. The information contained in the report on Intersection of Brougham Street and Jamieson Street, Emu Plains - Proposed 'STOP' Signage Treatment be received.

2. Notification be provided to affected properties regarding the proposed ‘STOP’ signs, associated hold lines and 10m double barrier centre line marking at the intersection of Brougham Street and Jamieson Street, Emu Plains, as shown in Appendix 1.

3. The proposed ‘STOP’ signs, associated hold lines, and 10m double barrier centre line marking be endorsed for installation as shown in Appendix 1.

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

5. Ms Karen McKeown MP, Member for Penrith, and the residents who raised the matter be advised of Council’s resolution.

4 Intersection of Carpenter Street and Marsden Road, St Marys - Endorsement of Design Plans AC289 - Upgrade to the Existing Roundabout and Installation of Speed Cushions

RECOMMENDED

That:

1. The information contained in the report on Intersection of Carpenter Street and Marsden Road, St Marys - Endorsement of Design Plans AC289 - Upgrade to the Existing Roundabout and Installation of Speed Cushions be received.

2. Consultation be undertaken with affected properties regarding the proposed upgrades at the intersection of Carpenter Street and Marsden Road, St Marys as shown in Design Plans AC289 in Appendix 1.

3. Subject to no substantial objections, Design Plans AC289 be endorsed for construction with funding provided from the Australian Government Black Spot Program 2023/2024.

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 Deerubbin Drive, Glenmore Park - Proposed ‘No Parking – Australia Post Vehicles Excepted’ Signs

RECOMMENDED

That:

1. The information contained in the report on Deerubbin Drive, Glenmore Park - Proposed ‘No Parking – Australia Post Vehicles Excepted’ Signs be received.

2. The proposed ‘No Parking – Australia Post Vehicles Excepted’ signs be endorsed for installation, as shown in Appendix 1.

3. Australia Post, Council’s Development Engineering and Council’s Ranger Services be advised of Council’s resolution.

4. All works associated with the implementation of sign posting shall be undertaken by the Developer at no cost to Council.

6 Illawong Avenue and Caloola Avenue, Penrith – Endorsement of Design Plans AL146 for construction

RECOMMENDED

That:

1. The information contained in the report on Illawong Avenue and Caloola Avenue, Penrith – Endorsement of Design Plans AL146 for construction be received.

2. Consultation be undertaken with affected residents and surrounding businesses regarding the proposed upgrades along Illawong Avenue and Caloola Avenue, Penrith, as shown in Design Plans AL146, dated January 2024 (Appendix 1).

3. Subject to no substantial objections, Design Plans AL146 be endorsed for construction, with funding provided from the Get NSW Active Program 2023/24 or Council Traffic Facilities Prioritisation Program for the 2024/2025 financial year.

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

7 46-66 O'Connell Street, Caddens - Endorsement of Signage and Line Marking Plan

Ken Hind – Transport for NSW (TfNSW) queried the amount of ‘No Parking’ signage proposed. Kablan Mowad – Senior Traffic Engineer and Joshua Hull – Traffic Engineering Coordinator clarified that Council raised this with the developer, however it was needed for compliance with the bushfire conditions as the roads were approved with particular widths but then the RFS imposed conditions afterwards requiring minimum travel lane widths to be maintained.

RECOMMENDED

That:

1. The information contained in the report on 46-66 O'Connell Street, Caddens - Endorsement of Signage and Line Marking Plan be received.

2. The signage and line marking plan by Group Development Services Pty Ltd Ref P00361-CI-SWC-1351, dated 07.08.2023 be endorsed for installation, as shown in Appendix 1

3. All works associated with the installation of the signage and line marking shall be undertaken by the applicant at no cost to Council.

4. The applicant and Council’s Rangers be advised of Council’s resolution.

8 Emu Plains Community Centre Car Park – Proposed Accessible Parking Spaces

RECOMMENDED

That:

1. The information contained in the report on Emu Plains Community Centre Car Park – Proposed Accessible Parking Spaces be received.

2. Two (2) accessible parking spaces with shared area be installed within Emu Plains Community Centre Car Park in accordance with AS2890.6:2022, as shown in Appendix 1.

3. Council’s Community Facilities and Recreation and Council’s Rangers Services Department be advised of Council’s resolution.

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

GENERAL BUSINESS

GB 1 Forrester Road and Griffiths Street, North St Marys

Councillor Robin Cook (Representative for the Member of Londonderry) received representations from a resident regarding concerns in North St Marys. The matters for traffic included a request for a pedestrian crossing on Forrester Road and safety concerns at the intersection of Griffiths Street and Forrester Road.

Joshua Hull – Traffic Engineering Coordinator advised that Council has secured funding under the Australian Government Black Spot program to provide an additional crossing point on Forrester Road approximately 110m south of Christie Street and to undertake road safety improvements at the intersection of Forrester Road and Griffiths Street. The works are expected to be completed in the coming months following community consultation.

Ken Hind – Transport for NSW (TfNSW) also advised that a marked zebra crossing is not permitted on Forrester Road as it is two lanes in each direction.

RECOMMENDED

That Council’s Traffic Engineering Officers to investigate and provide advice to Councillor Robin Cook (Representative for the Member of Londonderry).

GB 2 St Clair Shopping Centre

Mark Rusev (Representative for the Member of Badgerys Creek) has received representations from residents complaining about people using the accessible parking spaces within the shopping centre who don’t have a permit.

Adam Wilkinson – Engineering Services Manager (Chair) advised that Council’s Rangers are unable to enforce this issue as it is a private car park.

Stephen Page - Nepean Police Area Command (PAC) advised that he can bring this matter to the attention of Highway Patrol to enforce the illegal parking as resources allow.

RECOMMENDED

That the information be noted. 

GB 3 Intersection of Gibbes Street and Factory Road, Regentville

Ben Cantor – Busways raised concerns with the closure of Factory Road at the intersection of Mulgoa Road as buses are now using Gibbes Street and drivers have reported that at the intersection of Gibbes Street and Factory Road vehicles are parking right up to the intersection which is causing issues and would like to request ‘No Stopping’ signage be installed. In addition, there are two bus stops that are missed by the detour route and Busways would like to request that two temporary bus stops are provided on Gibbes Street.

Adam Wilkinson – Engineering Services Manager (Chair) advised that Council will write to Transport for NSW to again express our concerns about impacts on local roads as its in relation to the Mulgoa Road Upgrade; and in particular raise the matters identified by Busways.

RECOMMENDED

That:

1. Council’s Traffic Engineering Officers write to Transport for NSW to raise further concerns in relation to the Mulgoa Road Upgrade.

2. Council’s Traffic Engineering Officers liaise with Busways for alternative locations for the missing bus stops.

There being no further business the Chairperson declared the meeting closed the time being 9:33am.

RECOMMENDATION

That the recommendations contained in the Report and Recommendations of the Local Traffic Committee meeting held on 8 April, 2024 be adopted.

Ordinary Meeting 29 April 2024

Endorsement of the St Marys Town Centre Place Plan

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

Executive Summary

The purpose of this report is to seek Council endorsement for the St Marys Town Centre Place Plan (“Place Plan”). The Place Plan can be found at Attachment 1.

Following the development and endorsement by Council of the St Marys Town Centre Structure Plan at the 28 November 2022 Ordinary Meeting, work has been progressing on several key and exciting projects to support sustainable growth, prosperity, and investment in St Marys Town Centre. One of these is the St Marys Town Centre Place Plan.

The goal of the Place Plan is to help prepare and support the community and businesses for the change that is coming. It establishes priorities for the next five years and identifies ways for how everyone can get involved.

The Place Plan built on previous engagement by Council as part of the St Marys Town Centre Structure Plan Process. The engagement approach was designed to be flexible, adaptable and inclusive. Using a range of methods, the aim is to connect with people to learn about St Marys, as well as future priorities and desires. The delivery of this Place Plan will complement the current land use planning currently underway in St Marys.

The Place Plan serves as our roadmap, initiating our journey toward making the St Marys Town Centre Place Vision a reality. The Place Plan is aligned to the vision and pillars established in the Structure Plan.

Further targeted stakeholder engagement has been undertaken between December 2023 and February 2024 to test the proposed final draft of the Place Plan. This included door knocking businesses, YourSay page, social media posts, media release and discussion at a St Marys Town Centre Corporation meeting.

This report recommends that Council endorse the draft St Marys Town Centre Place Plan.

Background

St Marys has been identified within the Greater Sydney Region Plan (2018), the Western City District Plan (2018) as well as Council’s Local Strategic Planning Statement (2020) as a strategic centre playing an important role in the future of the Western Parkland City, supporting the growth of Penrith, the Western Sydney Airport and Aerotropolis.

St Marys Town Centre is one of two main commercial centres in the Penrith LGA. Its economic base comprises of two distinct employment areas, Queen Street including the Village Shopping Centre to the south of the T1 railway line and a significant industrial area to the north of the T1 railway line that serves the wider LGA and wider Sydney region. It anchors the East-West and North-South economic corridors of Penrith’s Economic Triangle.

In a key location and with the presence of thriving businesses and industries, the St Marys Town Centre services a customer catchment of over 45,000 people. The delivery of a new metro station by 2026 will be the catalyst for sustainable growth, prosperity and investment in St Marys.

On 1 August 2022, a briefing was provided to Councillors on the comprehensive range of projects underway in or around the St Marys Town Centre where the opportunity to develop a Place Plan was discussed. Following this an update on the development of the Place Plan was provided at the Briefing Meeting on 5 December 2022. At the 3 April 2023 Councillor Briefing, a report on the approach to engagement was presented and outcomes of this engagement were provided at the 14 August Councillor Briefing meeting. Most recently a presentation on the draft Place Plan was provided for Councillors at the 6 November Briefing meeting.

The development of a Place Plan for St Marys aims to complement the directions and vision of the Structure Plan, and its land use focus. A Place Plan for St Marys Town Centre helps to prepare and support the community and businesses for the change that is coming and will establish priorities for how our public spaces can evolve in the next 10 years in line with the Structure Plan. Recent success of programs such as the St Marys Lights Up series and the Cinema in Park Night series demonstrates a new narrative about St Marys as a place for family focused night-time entertainment.

The St Marys Town Centre Structure Plan has set a place vision, place outcomes and set of directions to guide the growth of St Marys as a vibrant, welcoming, sustainable and authentic strategic centre. The Master Plan will further test and refine the directions and concepts of the Structure Plan to provide the technical analysis required for implementation.  

With the Structure Plan and Master Plan focused on land use planning, the St Marys Town Centre Place Plan outlines how we can prepare for the change to come. The Place Plan aligns with the existing place vision and directions for the St Marys Town Centre.

Development of the St Marys Town Centre Place Plan

The Place 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.

The preparation of the Place Plan involved a review of current best practice, an analysis of existing strategies and work programs, and community and stakeholder engagement. These are summarised below:

Review of Best Practice Approaches

The St Marys Town Centre Place Plan is guided by strategic documents at state, regional and local levels alongside the suite of St Marys Town Centre strategic planning documents.

From experience in the development and delivery of place plans, the Think Bold Place Plan in Kingswood has demonstrated the success of such an approach. Having a range of identified shovel ready projects that are actively supported by the community through pro-active engagement, has enabled a range of projects to be delivered through grant funds.

At a local level this work aligns to and supports delivery of the Community Strategic Plan 2036+, Local Strategic Planning Statement (2020) and the St Marys Town Centre Structure Plan (2022).

From a regional perspective it aligns with the Public Space Charter (2021), Greater Sydney Region Plan: A Metropolis of Three Cities and the Western City District Plan (2018) which all support St Marys as an active and vibrant centre within the Western Parklands City.

Analysis of existing St Marys Town Centre Structure Plan and projects

The Structure Plan proposes a place vision, place outcomes and strategic and spatial directions for St Marys to grow as a vibrant, welcoming, sustainable and authentic strategic centre that meets the changing needs of our community. The development of a Place Plan for St Marys aims to complement the directions and medium-to-long term nature of the Structure Plan, and its land use focus.

Council currently has several projects already happening and committed to in the St Marys Town Centre. The Place Plan will continue to prepare and support the community and businesses for the change that is coming and will establish priorities for how our public spaces can evolve in the next 10 years in line with the St Marys Town Centre Structure Plan.

Community and Stakeholder Engagement Stage 1 – Development of the Plan

The Place Plan has built on the rigorous engagement processes already completed through the Structure Plan process to understand the issues and has sought bold ideas about managing change and tapping into the pride and expert knowledge of the local community about their place. The various engagement opportunities included:

· Pop up sessions across several locations including Lights on St Marys, Ripples, Village Café and Coachmans Park  

· Workshops – school, community, business and St Marys Town Centre Corporation 

· Town Centre business door knocks 

· Stakeholder phone interviews 

· Local letter box drops to approximately 5,500 residential properties in St Marys

· Letter to non-occupier property owners within the catchment, consistent with the St Marys Structure Plan engagement

· Attendance at St Marys Town Centre Coffee Catch-up  

· Online surveys for community and business 

Participation opportunities were promoted on social media and by the St Marys Town Centre Corporation networks throughout the engagement period that started 19 May and ended 22 June 2023. Overall, we heard from over 540 participants including community members, businesses and stakeholders from across St Marys.

The community were asked how we can achieve the desires identified within the Structure Plan. Community and stakeholders provided an incredible array of ideas for St Marys Town Centre from the very small to large. The priority areas identified are:

· Spruced up town centre

· Improved shopping, dining and entertainment

· More to do after dark

· People focused streets

· Improved sense of safety

· Beat the heat

· Diversity of activities and events

Public Exhibition of the St Marys Town Centre Place Plan

At the 20 November 2023 Ordinary Meeting, Council endorsed the public exhibition of the draft Place Plan. The exhibition was advertised and took place between 4 December 2023 and 29 February 2024.

The opportunity to provide feedback was promoted via Council’s regular channels, including Your Say Penrith, social media and two local media placements, as well as direct email to stakeholders, and a business door knock. Presentations and discussions were also held with representative groups including Council’s Access Advisory Committee and Resilience Committee as well as the St Marys Town Centre Corporation.

The Your Say Penrith survey attracted 15 contributions. In total there were 1,823 page views with a total of 407 downloads of the Place Plan. There were a further 5 formal submissions received via email. Overall respondents were supportive of plan and actions. Comments can be attributed to three key themes:

1. There is broad support of for the town centre vision, actions and overall directions for the town centre.

2. Through the growth, it is important to make sure no one is left behind and that we continue to work with the community and businesses.

3. There is opportunity to better support access to information and projects for the whole of community.

Consideration of the comments can be seen in the minor amendments to the document. This consists mostly of rewording to improve the meaning of actions, making them more inclusive and adding clarity for the reader throughout the document.

A comprehensive review of the engagement activities, outcomes and summary of the amendments is provided in the St Marys Town Centre Place Plan Public Exhibition Outcomes at Attachment 2.

The St Marys Town Centre Place Plan

The delivery of a Place Plan for St Marys Town Centre promotes a community led approach to goal setting, renewal and programming. It offers a collection of activations and interventions in the Town Centre to encourage an iterative and adaptive program of change. Developing a place plan supports Council to activate the ideas of the local community with a high level of flexibility and responsiveness.

The intent of the Place Plan is to inspire and lay a way forward that comprehensively addresses aspects of the place. The Place Plan will sit alongside Council’s suit of strategic documents underpinned by the needs and aspirations of the local community and stakeholders in St Marys Town Centre.

· Vibrant – As a vibrant and diverse economy, St Marys will be a place where people can find everything they need as well as surprising and exciting experiences.

· Authentic – As an authentic destination, St Marys will protect its natural, historic and cultural assets and promote arts and creativity.

· Sustainable - As a sustainable town centre, St Marys will leverage upon investment in public transport to offer a mixed-use and walkable urban environment.

· Welcoming - As a welcoming place, St Marys will protect and build upon its community spirit and diversity to become a safe and inclusive centre with diverse housing, open spaces and transport connections.

Part C of the Place Plan proposes 17 priority actions that respond to community needs and help us get ready for the change that is coming. The Place Plan identifies St Marys Town Centre Corporation as a strategic partner in the delivery of the identified priority actions. These actions have been confirmed in writing with the Corporation and will form part of their future business plans.

Based on feedback through the public exhibition period the following are the proposed changes to actions.

Vision Theme	Action	Proposed Wording
Welcoming	Pilot a web-portal for St Marys Town Centre that maps out current and future projects and sites	Pilot an accessible web-portal for St Marys Town Centre that maps out current and future projects and sites
Welcoming	Prepare an Activation Plan for Central Park that is developed in partnership with the St Marys community	Prepare an Activation Plan and Resourcing Strategy for Central Park that is developed in partnership with the St Marys community
Welcoming	Deliver a Pedestrian Lighting Strategy for the St Marys Town Centre	Deliver a Pedestrian Lighting Strategy with associated resourcing strategy for the St Marys Town Centre
Sustainable	Expand shade and tree canopy cover within the St Marys Town Centre along key movement corridors	Expand shade and tree canopy cover within the St Marys Town Centre along key movement corridors as opportunities exist

The full St Marys Town Centre Place Plan is provided as Attachment 1.

The engagement to develop the Place Plan and the draft have already underpinned the development of a grant application under the NSW Community Improvements District Pilot Program.

Financial Implications

Actions of the St Marys Town Centre Place Plan will be delivered within existing Council budgets and resources over the next five years with the exception of five projects that have been identified as unfunded. These five unfunded projects are estimated to cost $330,000 over the five years of the Strategy. Operational budget savings and external grant funding opportunities will be sought to fund the delivery of these projects. A list of the unfunded projects can be found in Attachment 3.

Risk Implications

There are no risks associated with endorsing the St Marys Town Centre Place Plan. The Vision, Goals and Objectives align with those endorsed at the 20 November 2023 Ordinary Meeting for public exhibition.

Conclusion

The St Marys Town Centre Place Plan will provide the framework to coordinate a range of responses, planning, projects and programming to the current and upcoming challenges for St Marys Town Centre.   The Place Plan has collated and interpreted the community's aspirations into a strategic document with clear alignment to the current St Marys Planning Pathway and actions to achieve the strategic vision for St Marys Town Centre.  

Place Plans are solution focussed, engaging with residents and other key partners in their ideas for positive change. Once endorsed, the Place Plan will also provide a range of projects ready for grant opportunities as well as informing Council work priorities in the Town Centre.

The Place Plan was informed by community engagement with over 500 people which took place in May – June 2023. The three-month public exhibition of the document from 4 December 2023 to 29 February 2024 confirmed support for the Place Plan with feedback provided through Your Say Penrith online respondents, business door knocks and discussions with St Marys Town Centre Corporation.

Following consideration of the comments received, minor amendments only were made to the Place Plan, comprised of rewording to improve the meaning of actions, making them more inclusive and adding clarity for the reader.

The proposed final St Marys Town Centre Place Plan is being reported to Council for endorsement.

RECOMMENDATION

That:

1. The information contained in the report on Endorsement of the St Marys Town Centre Place Plan be received.

2. The St Marys Town Centre Place Plan be endorsed.

ATTACHMENTS/APPENDICES

1. ⇩	St Marys Town Centre Place Plan	54 Pages	Attachments Included
2. ⇩	St Marys Town Centre Place Plan Public Exhibition Engagement Report	11 Pages	Attachments Included
3. ⇩	Unfunded projects St Marys Place Plan	1 Page	Attachments Included

Ordinary Meeting 29 April 2024

Endorsement of Cultural Strategy and Action Plan 2024 - 2028

Compiled by: Tiffany LeeShoy, Senior Cultural Strategy Officer

Patricia Gonzalez, Social Strategy 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	Support and implement initiatives which contribute to culture and creativity across our City

Previous Items: 2- Draft Cultural Strategy and Action Plan - endorsement for public exhibition- Ordinary Meeting- 20 Nov 2023 7:00PM

1- Draft Penrith Cultural Strategy and Action Plan- Councillor Briefing- 16 Oct 2023 7:00PM

Executive Summary

This report seeks endorsement of the draft Cultural Strategy and Action Plan 2024 - 2028 (the draft Cultural Strategy).

The draft Cultural Strategy builds on the creative strengths of Penrith. It enhances our highly valued cultural facilities, programs, and services, and increases opportunities for residents to participate in and consume local arts and cultural activities.

At the Ordinary Council meeting of 20 November 2023, the draft Cultural Strategy was endorsed for public exhibition which occurred over a three (3) month period. The public exhibition engagement sought to confirm what we had heard during the initial engagement phase 2021 – 2022, thereby ensuring the proposed Cultural Strategy aligns with community needs and preferences.

The public exhibition engagement plan was developed in line with Council’s Community Engagement Strategy, and the opportunity for feedback was widely promoted. In addition to Your Say Penrith, feedback was invited through a focus group, presentations to representative groups, and meetings with NSW Government agencies including Western Sydney Parkland City Authority and Create NSW.

Through both online and in person channels, respondents were supportive of the draft Cultural Strategy and the direction provided by the goals, objectives and actions. The comprehensive Cultural Strategy and Action Plan Engagement Outcomes Report (Attachment 1) provides details of the engagement activities and outcomes, including a summary of the nine (9) minor rewording amendments made in response to feedback received.

The proposed Cultural Strategy and Action Plan 2024 – 2028 reflects community and stakeholder needs and preferences. It will support ongoing advocacy efforts for arts and cultural funding parity for Penrith and Western Sydney, connecting our Cultural Strategy with the investment and goals of others.

This report recommends that Council endorse the Cultural Strategy and Action Plan 2024 - 2028 found at Attachment 2.

Background

Penrith is growing and transforming, and our community has increasingly diverse backgrounds and experiences. Across the region there is major investment in new developments, including the new Western Sydney Airport and supporting infrastructure.

The proposed Cultural Strategy and Action Plan 2024 – 2028 will assist Council to strategically leverage this investment to increase creative and cultural opportunities for local communities and amplify the vibrancy of Penrith. It will also support ongoing advocacy efforts for arts and cultural funding parity for Penrith and Western Sydney, connecting our Cultural Strategy with the investment and goals of others organisations in the region.

Preparation of the draft Cultural Strategy and Action Plan

The draft Cultural Strategy provides a framework for advancing arts and cultural outcomes for people and places in the Penrith Local Government Area (LGA).

The preparation of the draft Cultural Strategy involved a review of current best practice, an analysis of Council’s role, and community and stakeholder engagement. These are summarised below:

Alignment to Strategies and Plans

The draft Cultural Strategy aligns with a network of strategic documents including local strategies, and regional, state, national and international cultural policies.

At a local level this work aligns to and supports delivery of the Economic Development Strategy 2023-2031 and Visitor Economy Strategy 2023-2030, the draft Penrith and St Marys 24-Hour Economy Strategy which is in development, the Penrith Library Services Strategy 2023-2028 and the Disability Inclusion Action Plan 2022-2026.

From a regional perspective it aligns with the Western City District Plan 2018, which proposes that more cultural facilities are needed in the Western Parkland City.

Analysis of Council’s Role

Council contributes to arts and culture in Penrith through a variety of mechanisms including the provision of cultural infrastructure such as Penrith Regional Gallery and the Joan Sutherland Performing Arts Centre.

Council also provides arts and cultural opportunities through its delivery of activations and events such as the REAL Festival and live music activations, sponsorships for cultural events held locally, through its design and delivery of public places that incorporate artistic elements, and through a range of community programs such as the Magnetic Places arts grants.

Finally, Council plays an important role in advocacy, preparing submissions to other levels of Government to support arts and cultural opportunities in Western Sydney to achieve equity and comparable funding to other parts of Sydney. Council’s membership to the Western Sydney Arts Alliance (WSAA) firmly positions its support for Western Sydney arts practitioners.

Community and Stakeholder Engagement

Initial engagement occurred during 2021 and 2022 to inform the development of the draft Cultural Strategy. This period of time was impacted by Covid 19 which did lead to delays. Initial engagement included surveys, focus groups and interviews with over 380 people with the key question being “What creative life do you want for Penrith”.

Key themes which emerged throughout the engagement included: an eagerness to learn more about First Nations cultures, a need to ensure our cultural life is accessible and inclusive, and that arts participation is integral to wellbeing. We also heard that access to free and affordable cultural activities was important.

Public Exhibition of the Draft Cultural Strategy and Action Plan

At the 20 November 2023 Ordinary Meeting, Council endorsed the public exhibition of the draft Cultural Strategy. The exhibition was advertised and took place between Monday 27 November 2023 and Thursday 29 February 2024.

Public Exhibition Engagement Activities

The opportunity to provide feedback was promoted via Council’s regular channels, including Your Say Penrith, social media and a Mayoral Column, as well as direct email to over 1,000 stakeholders, and a pop-up engagement at the Joan Sutherland Performing Arts Centre. A focus group attended by eleven (11) participants enabled a deeper discussion of the proposed Action Plan. Presentations and discussions were also held with representative groups including Council’s Access Advisory Committee, Nepean Blue Mountains Aboriginal Workers Network and Penrith CBD Corporation.

Further to this, Council staff also met with NSW Government agencies Sydney Metro, Western Parkland City Authority (WPCA) and Create NSW. Western Parkland City Authority, who are working to establish the new city of Bradfield, released the draft Bradfield City Centre Art Strategy while Council’s draft Cultural Strategy was on public exhibition. The NSW Government also published Creative Communities: NSW Arts, Culture and Creative Industries Policy 2024-2033 in this period. The meetings with both Western City Parkland Authority and Create NSW explored the synergies between our respective strategies, noting significant alignment around priorities and directions, and at an officer level harnessed support for the draft Cultural Strategy.

Engagement Outcomes

There were 51 submissions received via Your Say Penrith,11 people attended the focus group, and 36 people participated through meetings with representative groups. Respondents were supportive of the vision, goals, objectives and actions, with feedback received on all four goals. Comments can be attributed to three key themes:

1. Support and opportunities for local artists and arts groups, and space for making art.

2. Identifying and removing the different barriers to inclusive arts and cultural participation.

3. Several respondents supported the Strategy but wanted more detail about implementation, measures and accountability.

Consideration of the comments can be seen in the minor amendments to the document. This consists mostly of rewording to improve the meaning of objectives and actions, making them more inclusive and adding clarity to the approach. Reporting will be through quarterly and annual updates by responsible areas of Council.

A comprehensive review of the engagement activities, outcomes and summary of the amendments is provided in the Cultural Strategy and Action Plan Engagement Outcomes Report at Attachment 1.

The proposed Final Cultural Strategy and Action Plan

The Cultural Strategy and Action Plan 2024 - 2028 outlines Council’s priorities for the next four years to support the vision “We share the diverse stories of Penrith and our people through arts, culture and creativity, forging connections, inspiring reflection and building our future together.”

Following public exhibition, the Vision and four Goals remain unchanged. Two objectives, 3.2 and 4.3, shown below, have been reworded for clarity, without altering their meaning or scope:

Goal 1 Sharing Our Stories: Our values, community culture and diversity are shared and visible.

Objective 1.1: Engage with the heritage, continuing culture and connection to Country of our diverse local First Nations community.

Objective 1.2: Engage with the heritage and cultures of the diverse people and places that make up Penrith City.

Goal 2 Actively Participating: Our creative cultural spaces and arts offerings are welcoming and accessible to all people.

Objective 2.1: Deliver and promote high quality, affordable and inclusive arts and cultural experiences for the community.

Objective 2.2: Support the diverse communities of Penrith City to have greater participation in local arts and cultural life.

Goal 3 Creating Pathways: Our creatives are Penrith proud, recognised for their work and able to access local career development opportunities.

Objective 3.1: Champion and support local artists to develop and sustain viable career pathways.

Objective 3.2: Support the growth and development of Penrith City’s creative cultural industries ecosystem.

Goal 4 Alive with Creative Expression: Our City is full of interesting places to meet, share, reflect, grow and be curious.

Objective 4.1: Embed cultural outcomes in Council’s planning and delivery.

Objective 4.2: Enable access to cultural infrastructure that supports the creative interests and needs of our community.

Objective 4.3: Explore opportunities to celebrate our natural landscapes to support creative and cultural experiences.

Two (2) additional actions were included to address gaps raised during the exhibition period. These actions are:

Relevant Goal

New Action

Goal 2:

Actively Participating

Explore opportunities for learning circles that enable groups to come together and learn creative arts techniques and cultural perspectives from peers.

Goal 3:

Creating Pathways

Proactively support artists who reflect the diversity of Penrith's community, including but not limited to cultural diversity, artists with disability, different age groups and genders.

Arising from these goals and objectives, are 24 actions that support delivery, with Council’s role identified as either owner, partner, or advocate.

The final Cultural Strategy and Action Plan 2024 - 2028 is provided in full as Attachment 2.

Financial Implications

A total of 24 actions are proposed to support the delivery of the final Cultural Strategy and Action Plan 2024-2028. These actions will be delivered within Council’s existing budgets and guide the use of resources over the four years of the Cultural Strategy.

In listening to our community’s aspirations, the Cultural Strategy also identifies a further five projects for implementation which are unfunded at present. Should additional funding be secured, these projects would amplify the benefits and impact of the Cultural Strategy through increased community participation, visible elevation of arts and culture in Penrith and growth of local creative cultural industries. The total cost for these projects is estimated to be $270,000 over the four years of the Cultural Strategy. Operational budget savings and external grant funding opportunities will be sought to fund the delivery of these projects. The five projects are outlined in Attachment 3.

Risk Implications

There are no risks associated with endorsing the Cultural Strategy and Action Plan. The Vision, Goals and Objectives align with those endorsed at the 20 November 2023 Ordinary Meeting for public exhibition.

Conclusion

The proposed Cultural Strategy and Action Plan 2024 – 2028 provides a framework for advancing arts and cultural outcomes for people and places in the Penrith Local Government Area (LGA) over the coming four years. It builds on Penrith’s creative strengths to enhance our highly valued cultural facilities, programs, and services, and responds to a growing community need and desire to participate in and consume local arts and cultural activities.

The draft Cultural Strategy was informed by community engagement with over 380 people which took place in 2021 - 2022. The three-month public exhibition of the document from 27 November 2023 to 29 February 2024 confirmed support for the draft Cultural Strategy with feedback provided through Your Say Penrith online respondents, focus group participants, discussions with representative bodies, and NSW Government agencies including Western Parkland City Authority and Create NSW.

Following consideration of the comments received, minor amendments only were made to the draft Cultural Strategy, comprised of rewording to improve the meaning of objectives and actions, making them more inclusive and adding clarity for the reader. Two new actions were also added to address gaps raised during public exhibition.

The proposed final Cultural Strategy and Action Plan 2024 - 2028 is being reported to Council for endorsement.

RECOMMENDATION

That:

1. The information contained in the report Endorsement of Cultural Strategy and Action Plan 2024 - 2028 be received.

2. The Cultural Strategy and Action Plan 2024 - 2028 be endorsed.

ATTACHMENTS/APPENDICES

1. ⇩	Cultural Strategy and Action Plan Engagement Outcomes Report	12 Pages	Attachments Included
2. ⇩	We Create Penrith: Cultural Strategy and Action Plan 2024 - 2028 (final graphic design)	35 Pages	Attachments Included
3. ⇩	Cultural Strategy and Action Plan - unfunded projects	1 Page	Attachments Included

Ordinary Meeting 29 April 2024

Request For Major Event Sponsorship - Baseball NSW

Compiled by: Shelley Lee, Activation and Event Development Officer

Nikki Akbar, Events Lead

Patricia Gonzalez, Social Strategy 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 Baseball NSW seeking sponsorship of the 2024 Barclay Cup.

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

Sports Marketing Australia Pty Ltd has submitted a proposal on behalf of Baseball NSW (the event organiser) for sponsorship from Council for the 2024 Barclay Cup to be held at Samuel Marsden Reserve from 29 September – 5 October 2024. The 2024 Barclay Cup is a national, invitational baseball tournament for the U16 female division.

Baseball NSW has sought a total sponsorship investment from Council of $10,200 (plus GST) in the form of sponsorship of $8,000 (plus GST) to Baseball NSW and a $2,200 (plus GST) placement fee to Sports Marketing Australia Pty Ltd. Council officers have estimated the event could deliver approximately $1,078,300 in local economic benefit.

This report recommends that Council provides sponsorship of $5,000 (plus GST) to Baseball NSW, plus a $2,200 (plus GST) placement fee to Sports Marketing Australia Pty Ltd in support of the 2024 Barclay Cup, representing a total investment from Council of $7,200 (plus GST).

Background

Council was approached on 12 March 2024 by Sports Marketing Australia Pty Ltd (SMA) on behalf of Baseball NSW to consider sponsorship of the 2024 Barclay Cup to be held at Samuel Marsden Reserve from 29 September – 5 October 2024.

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

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. There is currently $71,761 available in the 2023-24 event sponsorships budget.

2024 Barclay Cup

Baseball NSW is the governing body of baseball within NSW.

The 2024 Barclay Cup is a national, invitational baseball tournament for the U16 female division. The event provides a pinnacle tournament for pathway programs across the country, aimed at developing female athletes aspiring to play in the Women’s National Australian Baseball League.

All States and Territories across the Country are invited to send representative teams, specifically selected from their high-performance pathway programs in their respective State/Territory.

It is expected that 10 -12 teams will compete, including multiple teams from QLD, NSW and VIC, a team from WA and Tas and a combined team from SA/ACT.

This will be the third year of the Barclay Cup and based upon the success of the first two in QLD and WA the organisers expect it to be well attended.

The 2024 event is expected to attract 255 participants and spectators to the Penrith Local Government Area from across Australia, staying in Penrith on average for 7 nights.

Previous Council Sponsorship

No previous sponsorship has been sought by Baseball NSW.

Proposed sponsorship benefits

The proposed sponsorship presented by Baseball NSW would provide Council and the community of Penrith with several benefits including:

• Logo recognition on all marketing collateral

• 3 x signage opportunities at the event (provided by Council)

• Joint media release

• Invitation to dignitaries to make a presentation

• 2 x Electronic Direct Mail pre-event to all participants (information provided by Council).

Assessment of Sponsorship Proposal

The sponsorship proposal received from Sports Marketing Australia Pty Ltd (SMA) on behalf of Baseball NSW for the 2024 Barclay Cup requests a total Council investment of $10,200 (plus GST).

This is in the form of sponsorship of $8,000 (plus GST) to assist with local hire of infrastructure, event equipment, local catering for participant meals throughout the event and medical services. An additional service fee of $2,200 (plus GST) is required to be paid by the sponsor directly to SMA to negotiate sponsorship agreements on the event organiser’s behalf.

The sponsorship proposal has been assessed against Council’s Events Sponsorship Policy criteria for Major Event Sponsorship. The event is eligible for funding from Council and will deliver positive economic benefits to the local Penrith economy that exceed the total cost of running the event.

Strategic Alignment

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

The event encourages overnight visitation to the Penrith Local Government Area, aligning with Council’s priorities as outlined in its Visitor Economy Strategy.

Estimated Economic Benefit

Based on the projected event visitation provided by the event organiser, Council officers have estimated the economic benefit of the scheduled event to the local economy is approximately $1,078,300.

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.

Recommended Sponsorship Value

The sponsorship proposal seeks a total Council investment of $10,200 (exc. GST). When compared to other events sponsored by Council under the Events Sponsorship Policy, this event would command a recommended sponsorship value in the range of $5,000 (exc. GST).

Should Council resolve to support the recommendation, officers will work with Baseball NSW to negotiate sponsorship benefits commensurate with the value of Council’s investment.

Financial Implications

The Penrith Events Strategy 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 $70,711 (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.

Risk Implications

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

To minimise commercial risk, funds will be paid to Baseball NSW in instalments upon delivery of agreed deliverables and meeting agreed milestones.

Conclusion

A request for sponsorship has been received from Sports Marketing Australia on behalf of Baseball NSW to support the 2024 Barclay Cup to be held at Samuel Marsden Reserve from 29 September – 5 October 2024.

The request seeks a total of $10,200 (plus GST), which consists of $8,000 (plus. GST) to Baseball NSW and $2,200 (plus 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 $1,078,300 in economic benefit.

Council officers have assessed the proposal for sponsorship of the 2024 Barclay Cup against the Events Sponsorship Policy.

It is recommended that Council provide a total sponsorship of $7,200 (plus GST) in support of the event, consisting of $5,000 (plus GST) to Baseball NSW and $2,200 (plus 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.

Should Council resolve to endorse the sponsorship proposal, Council will enter into a sponsorship agreement with Baseball NSW 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 - Baseball NSW be received.

2. Council provide a total sponsorship of $7,200 (plus GST) in support of the event, consisting of $5,000 (plus GST) to Baseball NSW and $2,200 (plus GST) to Sports Marketing Australia Pty Ltd as a placement fee.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

Request For Major Event Sponsorship - The New South Wales Netball Association Ltd

Compiled by: Shelley Lee, Activation and Event Development Officer

Nikki Akbar, Events Lead

Patricia Gonzalez, Social Strategy 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 the NSW Netball Association Ltd (t/a Netball NSW) to support the delivery of the 2024 HART Junior State Titles on the 6 -8 July 2024. The event is to be held at Jamison Park Netball complex.

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

The event has been held in Penrith at least eight times in the last twenty years, and for many of those years Council has provided in-kind support to assist it to be held. Based on recent years, the in-kind support provided for site preparation and event support is valued at approximately $10,000 per event.

The New South Wales Netball Association Ltd has sought Council sponsorship of $20,000 (plus GST). Council officers estimate the event could deliver approximately $9,800,078 in local economic benefit.

This report recommends that Council provides support to the New South Wales Netball Association Ltd in the form of sponsorship to the value of $5,000 (plus GST), and $10,000 of in-kind support for the 2024 HART Junior State Titles to be held on the 6-8 July 2024, bringing the total value of Council’s support to $15,000.

Background

Penrith City Council (Council) was approached by the NSW Netball Association Ltd (t/a Netball NSW) on 27 March 2024 to consider a sponsorship proposal for the 2024 HART Junior State Titles to be held on the 6-8 July 2024 at Jamison Park Netball Complex.

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

Council endorsed the Think Penrith, Think Events – Penrith Events Strategy 2020-2024 in 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. There is currently $71,761 available in the 2023-24 sponsorships budget.

Current Situation

The sponsorship proposal received from the NSW Netball Association Ltd (t/a Netball NSW) for the 2024 HART Junior State Titles event requests Council funds of $20,000 (plus GST) to support and elevate wellbeing initiatives and to promote inclusion throughout the event, ensuring that Netball NSW can continue to be at the forefront of female sporting participation.

Funding has been requested to create meaningful and inclusive experiences which promote the values of Netball NSW, and ensure that players, support staff and spectators benefit from social change beyond the playing field. This would include:

· The incorporation of a Welcome to Country.

· Activations throughout the event, including First Nations Cultural activities.

· Signage promoting positive sideline conduct and behaviour with emphasis on the value of sport for confidence, fun, friendship, and wellbeing in young women.

· Chaplain services to provide counselling and wellbeing support throughout the event.

· Pop-up sensory spaces.

· Additional medical support including physiotherapy.

The applicant indicates that the additions to the program would work toward ensuring that this event is a holistic experience for female athletes that promotes their confidence and emphasises fun and friendship.

The request for funds is for activities that enhance participant experience, as opposed to activities that are specifically targeted to grow participant or spectator numbers.

While not part of their application, the organisers have indicated that they will once again seek in-kind assistance from Council with site presentation. Based on recent figures, the City Presentation Team estimate Council’s site presentation works and support for the length of the event at a minimum value of $10,000.

Further details on the event are provided below.

2024 HART Junior State Titles

The NSW Netball Association Ltd is a not-for-profit organisation and the peak state sporting organisation responsible for the governance, development, promotion and organisation of netball throughout New South Wales, and is affiliated to Netball Australia.

The HART Junior State Titles is a flagship event within the Netball NSW pathway. The 3-day tournament showcases the strength of grassroots netball with young players from all over the state.

The State Titles (formerly State Age Championships) have been held in Penrith at least eight times in the last twenty years in some capacity (including Junior and Senior iterations of the competition). State Age Championships were held for the first time in 1969 making the event 55 years old in 2024.

The HART Junior State Titles is the principle state competition for athletes aged from 12-14 years old.

The event is estimated to attract 11,752 attendees, 2,938 participants players, coaches, and managers, and 8,814 spectators. It is anticipated that approximately 75% of participants will stay within the Penrith Local Government Area (LGA) for approximately 2 nights.

Previous Council Sponsorship

No direct sponsorship or funding support has been provided to Netball NSW, however Council has provided in-kind services, over 5 events in the past 10 years. These in-kind services have included:

· Provision of additional garbage bins and bin servicing on a daily basis

· Supply of star pickets

· Supply of para webbing

· Toilet cleaning (3 time /day) and restocking

· Court cleaning and minor maintenance prior to the event

· Surround mowing and weed removal

· Emergency response support as required.

Proposed Sponsorship Benefits

The sponsorship opportunities presented by the NSW Netball would provide Council and the community of Penrith with several benefits including:

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

· Council logo on event website linking to Visit Penrith website advertising Penrith as a destination.

· 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).

· 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)

· 2 x acknowledgements of Council as a sponsor throughout event via Master of Ceremony

· 5 x signage opportunities through event site (signage provided by Council)

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

· Opportunity for the Mayor to provide a speech at the event.

Assessment of major event sponsorship proposal

The sponsorship proposal has been assessed against Council’s Events Sponsorship Policy criteria for Major Event Sponsorship. The event is eligible for funding from Council and provides positive economic benefits to the local Penrith economy that exceed the total cost of running the event.

Strategic Alignment

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

The event encourages overnight visitation to the Penrith Local Government Area, aligning with Council’s priorities as outlined in its Visitor Economy Strategy.

Estimated Economic Benefit

Based on the projected event visitation, Council officers have estimated the economic benefit of the scheduled event to the local economy is approximately $9,800,078.

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 entered into the Profile ID Event Impact Calculator to determine the return on investment for each event.

Recommended Sponsorship Value

The sponsorship proposal seeks a total Council investment of $20,000 (exc. GST). Council officers have considered the proposed benefits and the strategic benefit to Council in sponsoring the event. As a return event long held in Penrith, sponsorship of the event does not present a new event acquisition opportunity. The sponsorship request is for activities that will improve participant experience, as opposed to activities that will assist to generate growth in participant and spectator numbers.

It is recommended Council provide a total investment of $15,000 in the form of sponsorship of $5,000 (plus GST) plus in-kind services to the value $10,000 to the NSW Netball Association Ltd. This level of funding seeks to balance support for this well-established event with value for Council, and to reflect the nature of the proposed sponsorship benefits to Council and the estimated economic benefits.

Financial Implications

To date for this financial year, Council has endorsed a total of $70,711 (exc GST) worth of major and community event sponsorships.

Two Major Event Sponsorship requests are tabled at tonight’s meeting with recommendations totalling $12,200 in sponsorship. Should both proposals progress as recommended, the resulting funds available in the sponsorship budget would be $59,561. In addition to the Sponsorship funds City Presentation will also be providing a minimum value of $10,000 of in-kind site presentation works and support to NSW Netball Association Ltd which is able to be resourced within existing budgets.

Risk Implications

If the sponsorship is endorsed, Council will enter into a sponsorship agreement with the NSW Netball Association Ltd (t/a Netball NSW) 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 the NSW Netball Association Ltd (t/a Netball NSW). The request seeks a total of $20,000 (plus GST) for the 2024 HART Junior State Titles event at the Jamison Park Netball complex.

It is estimated that the return to the community of Penrith from the event could be in the order of $9,800,078 in economic benefit.

Council officers have assessed the proposal against the Events Sponsorship Policy. A total investment of $15,000 in the form of $5,000 (plus GST) in direct sponsorship plus $10,000 in-kind services is considered appropriate as a contribution to event delivery. This level of investment reflects the nature of the proposed sponsorship benefits to Council, and the estimated economic benefits.

Should Council resolve to endorse the sponsorship proposal, Council will enter into a sponsorship agreement with the NSW Netball Association Ltd (t/a Netball NSW) 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 - The New South Wales Netball Association Ltd be received.

2. Council endorse an investment to the total value of $15,000 in the form of direct sponsorship of $5,000 (plus GST) and $10,000 of in kind services.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

RFT 2324-009- Children's Services Labour Hire Report

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

Authorised by: Sandy Davies, Director - Community and People

Outcome	We are welcoming, healthy, happy, creative and connected
Strategy	Plan for, deliver and improve community services
Principal Activity	Deliver high quality children’s services

Executive Summary

Tender Reference RFT 2324-009 for the provision of Labour Hire for Children’s Services was advertised 20 December 2023, and the tender closed on 28 February 2024.

This report advises Council of the outcome of the tender process and recommends that the tender from Pulse Staffing Australia Pty Ltd, ANZUK Education Services Pty Ltd, Randstad Pty Limited, McArthur (NSW) Pty Ltd and Expect a Star Services Pty Ltd be accepted for the provision of Labour Hire for a period of three (3) years, with an option to extend by Council for a further two (2) x one (1) years.

Background

Tenders were called on behalf of Penrith City Council for a cost effective provision of Labour Hire on an as required basis within the Penrith LGA for an initial period of three years, with the option by Council to extend for a further two (2) x one (1) year periods.

A tender for the supply of Labour Hire was advertised on 20 December 2023. Tenderers were required to submit their tender either by using the APET 360 online portal or a hard copy on a standard pro forma, which clearly identified the required response against each of the evaluation criteria. Tenderers were also required to complete a price schedule of the hourly rate for the provision of Labour Hire currently being used.

This tender was prepared to establish a panel of labour hire companies for Children’s Services that can provide agency staff as an alternative when permanent staff are sick or on leave.

Tender Evaluation process

The Tender Evaluation Panel consisted of Jade Bradbury (Children’s Services Operations Manager), Courtney Elborough (HR Business Partner for Children’s Services) and Kylie Brennan (Children’s Service Area Manager). Laura Stott (Procurement Business Partner) performed the role of Tender Administration and Probity Officer for this tender. The evaluation criteria advertised and used for assessing the tenders received included the following:

• Capacity to complete the works

• Schedule of fees

• Local supplier

• Labour hire management

• Work Health & Safety.

Initial Tender Review

A complete of the tenders received is detailed below in company order. A total of thirteen (13) submissions were received from the following respondents for the advertised tender.

Company	Schedule of fees per year based on average agency requests by services 2024	Location of the Company	Director
Allstaff Australia Pty Limited	$1,649,556.00	Unit 3 377 New Bridge Road Moorebank NSW 2170	Roxanne Durkin
Anzuk Education Services Pty Ltd	$1,743,172.16	83-97 Kippax Street Surry Hills NSW 2010	Craig Griffiths
Australian Training Works	$1,447,889.59	12a Aplin Street Cairns QLD 4870	Daijah Martens
Collar Talent Group Pty Ltd	$2,015,370.47	1 Market Street Sydney NSW 2000	Alfred Wilkinson
Comensura Pty Limited	$1,800,184.18	Level 14 / 309 Kent Street Sydney NSW 2000	Shaun Drury
COMPLETE STAFF SOLUTIONS	$1,644,672.69	12 Tyrrell Street Wallsend NSW 2287	Stephen Jolly
Expect A Star Services Pty Ltd	$2,356,490.64	1 Marshall Avenue St Leonards NSW 2065	Amanda Lawson
MBC Recruitment	$1,459,106.88	Horton Street Port Macquarie NSW 2444	Steven Craig
MCARTHUR (NSW) PTY LTD	$1,716,886.08	Level 7, 76 Berry Street North Sydney NSW 2060	Pezh Moradi
Pulse Staffing Australia Pty Ltd	$1,658,534.16	Level 11 / 20 Martin Place Sydney NSW 2000	Paul Tinker
Randstad Pty Limited	$1,719,741.84	83 Clarence Street Sydney NSW 2000	Claire Groundes-Peace
SYNERGY PEOPLE	$1,376,997.01	Suite 110 / 1 Centennial Drive Campbeltown NSW 2560	Jason Mamou
TALENT QUARTER GROUP	$1,522,701.50	95 Pitt Street Sydney NSW 2000	Gino Fasciani

Following the evaluation of the thirteen (13) tenders, the Tender Evaluation Panel determined that only five (5) applicants were able to strongly demonstrate their capacity to meet the needs of the contract. These five (5) companies included Pulse Staffing Australia Pty Ltd, ANZUK Education Services Pty Ltd, Randstad Pty Limited, McArthur (NSW) Pty Ltd and Expect a Star Services Pty Ltd.

The other eight (8) companies were challenged on their ability to meet the Labour Hire requirements for all positions needed in this contract and therefore it was determined that there was no advantage in further considering these submissions. Several companies not considered, don’t provide any early childhood labour hire, and would therefore have to establish an early childhood division to meet the needs of this tender contract. One of the companies not considered currently do not employ any staff and acts as a third-party provider to other established labour hire companies.

Evaluation

Each of the five (5) companies then provided a schedule of fees for the provision of Labour Hire for a range of roles including Early Education Teachers, Early Education Aides, Early Education Assistants, Cooks and Early Education OSHC Assistants. Each company provided an hourly rate of charge for the roles above. A calculation was completed to assess the average agency requests per week for each of the above roles. A weekly timeframe in February 2024 was used as a benchmark to determine the number of scheduled requests needed per role and based on these calculations a yearly cost was determined. These costs are displayed in the table above.

Anzuk Education Services Pty Ltd

Anzuk Education Services Pty Ltd is located in Surry Hills and is an Australian owned recruitment agency that specialises exclusively in the education sector. With over 9,0000 active casual educators in their system, they are the largest provider of on hire educators across childcare and OSHC in Australia. In Sydney Anzuk currently supports 800+ active casual childhood educators. Anzuk is currently working with over 10 Local Governments in the Sydney Metropolitan area including Sutherland, Parramatta, Bankstown, Hills and Penrith. Anzuk have no minimum engagement time and aim to fill every booking no matter when the support is needed. Anzuk have an online booking system and are able to take cancellations up until the educator has left their home.

Randstad Pty Limited

Randstad Pty Limited is located in Sydney and has been in operation for the last 20 years providing temporary and permanent service to both the public and private sectors. Randstad is a current long term supplier through local government procurement and currently supports more than 15 councils in the Sydney Metropolitan area. Randstad has a pool of over 200 work ready teachers, educators and cooks located in the Penrith LGA and surrounding suburbs. Casual shift requests can be submitted to Randstad 24 hours 7 days a week via their online portal and all shift cancellations must occur within two hours of the shift start time.

Pulse Staffing Australia Pty Ltd

Pulse Staffing Australia Pty Ltd is located in Sydney and has been providing temporary childcare services in Australia since 1993. The childcare division of Pulse Staffing Australia Pty Ltd employ a flexible workforce of over 500 staff and services over 300 individual childcare settings annually across the public and private sector. Pulse Staffing Australia Pty Ltd have worked with several councils in the Sydney Metropolitan area including the Hills Shire, Northern Beaches, Inner West and Canterbury Bankstown. Their minimum booking time is four hours for preschool and three hours for long day care and OSHC services and they operate from 6am-9pm Monday to Saturday and 10am-9pm Sundays. They have a two (2) hour cancellation policy and use an online system to manage all candidate, clients and booking information.

McArthur (NSW) Pty Ltd

McArthur (NSW) Pty Ltd is located in North Sydney and has been operating for over 50 years across five states. Early childhood education has been the cornerstone of their business since 1992. McArthur (NSW) Pty Ltd works with several local governments across NSW including North Sydney, Inner West, Hawkesbury and Penrith. McArthur (NSW) Pty Ltd are also the only recruitment firm with principal sponsor status with the Australian Local Government Association and the Local Government Professionals. McArthur (NSW) Pty Ltd provides 24/7 service with an after-hours model to assist from 6am Monday to Friday. They have an online digital platform that supports rostering, online learning, compliance management and online portals/kiosk. The digital platform allows for automated notifications, shift details confirmation, incident management and the ability to access workers documentation and profile.

Expect A Star Services Pty Ltd

Expect A Star Services Pty Ltd is located in St Leonards and has been operating since 2004. Expect A Star Services Pty Ltd is the only agency provider that specialises in childcare services and delivers recruitment and training services to over 2,500 private, local Government and not for profit childcare organisations. Expect A Star Services Pty Ltd works with numerous councils across the Sydney Metropolitan area including Lane Cove Council and the City of Canada bay. Expect A Star Services Pty Ltd currently have 400 staff in the Penrith LGA and over 2,000 educators across the Sydney Metropolitan Area. Expect A Star Services Pty Ltd have an online digital platform and provides 24/7 service through phone, email, SMS or client portal. Expect A Star Services Pty Ltd has a two-hour shift cancellation policy and requires a minimum engagement time for long day care and preschool services.

Financial Implications

The Children’s Services budget has sufficient allocation for agency Labour Hire. The estimated cost varies dependant on the number of shift requests submitted by services on a weekly basis. In the 2022/2023 financial period, Children’s Services spent $1,043,816.00 on agency labour hire. This financial amount can vary dependant of the time of season and the number of staff taking planned or unplanned leave at any one time. The allocation of works for these five (5) contracts will be distributed dependant on the availability of each companies’ capacity to fill roles and the hourly rate charged.

The hourly rates submitted by the five (5) companies is fixed for the first twelve (12) months of the contract and can incrementally increase upon agreement with Penrith City Council. This contract demonstrates cost-effective benefits to Children’s Services and will streamline and strengthen the process for filling shift vacancies when requested by centres.

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 Sandy Davies – Director Community and People, Adam Beggs – Governance Manager and Neil Farquharson – Financial Services Manager were briefed by the Tender Evaluation Panel about the background and the process followed.

The TAG considered the recommendations in relation to the report noting that the recommended tenderers were best able to demonstrate their ability to meet Council’s requirements, given their experience in the industry and their proposals were 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 have been correctly applied in making the recommendations.

Risk Implications

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

Conclusion

The Tender Evaluation Panel is of the opinion that Pulse Staffing Australia Pty Ltd, ANZUK Education Services Pty Ltd, Randstad Pty Limited, McArthur (NSW) Pty Ltd and Expect a Star Services Pty Ltd provides the most advantageous Labour Hire Panel, and it is recommended that they be awarded the contract for Labour Hire. The allocated hourly rates provide by the five (5) contracts is within the Children’s Services provisional budget allocated for Labour Hire.

RECOMMENDATION

That:

1. The information contained in the report on RFT 2324-009- Children's Services Labour Hire Report be received.

2. Pulse Staffing Australia Pty Ltd, ANZUK Education Services Pty Ltd, Randstad Pty Limited, McArthur (NSW) Pty Ltd and Expect a Star Services Pty Ltd be awarded the contract subject to the execution of a formal agreement for Children’s Services labour hire and upon a satisfactory financial assessment. A panel will be created for a period of three years, with an option to extend by Council for a further two (2) x one (1) year periods.

3. 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 (or their delegate) be authorised to sign all necessary legal documents in relation to this matter.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

Submission on the NSW Government EIE - Improving planning processes to deliver infrastructure faster

Compiled by: Natalie White, Planner

Lucy Goldstein, Senior Planner

Natalie Stanowski, Principal Planner

Authorised by: Christine Gough, City Planning 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

This report seeks Council’s endorsement of a submission to the exhibition of an Explanation of Intended Effect (EIE) by the Department of Planning, Housing & Infrastructure (DPHI) for Improving planning processes to deliver infrastructure faster (EIE). The EIE proposes to amend the following State Environmental Planning Policies:

· State Environmental Planning Policy (Transport and Infrastructure) 2021 (T&I SEPP)

· State Environmental Planning Policy (Precincts – Western Parkland City) 2021 (Precincts-Western Parkland City SEPP)

· State Environmental Planning Policy (Planning Systems) 2021 (Planning Systems SEPP)

Councillors received a memorandum regarding the EIE on 21 March 2024 informing them of the exhibition and outlining the proposed amendments.

The overarching aims of the amendments are to make it easier and faster to deliver essential infrastructure, improve the useability of existing legislation, and ensure a consistent approach between different infrastructure activities with similar characteristics. The amendments propose to expand planning pathways and introduce revised assessment criteria for a broad range of essential infrastructure, which are typically undertaken by State agencies. The amendments also include expanded development pathways to works at Fernhill Estate.

The EIE was publicly exhibited on the NSW Planning Portal between 6 March 2024 to 16 April 2024. A request was made to DPHI seeking an extension to the submission deadline to enable Council officers to achieve reporting timeframes for Councillors to consider a submission. DPHI advised that an extension would be granted until 3 May 2024, but a draft submission was required by the submission close date. Accordingly, council officers prepared a draft submission which was submitted to DPHI on 16 April 2024. A copy of this submission is provided in Attachment 1. Should Council endorse the submission, it will be submitted to DPHI as a matter of urgency to ensure it is received by 3 May 2024.

The majority of the proposed amendments are broadly supported, however, issues are raised with respect to certain amendments, including development at Fernhill Estate. The submission addresses these matters, providing recommendations to address concerns.

Background

The proposed amendments will expand planning pathways, predominately in relation to the development without consent pathway, and introduce revised assessment criteria for the following infrastructure types:

· Educational establishments

· Health services facilities

· Certain infrastructure on land within the Greater Sydney Parklands, including Fernhill Estate

· Environmental Protection Works and Roadside stalls on land within the Western Parklands

· Emergency services facilities

· Research and monitoring stations

· Water treatment facilities

· Water storage facilities

· Electricity generating works and solar energy

· Electric vehicle charging units

· Demolition of buildings

· Temporary structures on parks and other public reserves

· Certain infrastructure on National Parks and Wildlife Service land

The EIE also proposes several other amendments applicable to areas outside of the Penrith local government area, and changes to the structure of T&I SEPP that seek to improve usability and remove duplication.

The proposed amendments were exhibited from 6 March 2024 to 16 April 2024. A request was made to DPHI seeking an extension to the submission deadline to enable Council officers to achieve reporting timeframes for Councillor endorsement. DPHI advised that an extension would be granted until 3 May 2024, but an officer submission would be required by the submission close date.

Current Situation

Overall, the intent of the proposed amendments to deliver essential infrastructure easier and faster is supported. However, issues have been identified in some of the proposed amendments. A submission has been prepared, providing recommendations on how concerns can be addressed. The Draft Submission is provided in Attachment 1, and a summary of matters is provided below. Supported amendments in the EIE are detailed in Attachment 2.

1. Greater Sydney Parklands - Fernhill Estate

The EIE proposes to expand Section 2.73 of the T&I SEPP to apply to all parklands under care of the Greater Sydney Parklands Trust (GSPT), including Fernhill Estate. Section 2.73 allows development for any purpose to be carried out without consent, if the development is for the purpose of implementing a Plan of Management adopted for the land. Currently, this pathway does not apply to Fernhill Estate, and would mean that development for the purpose of implementing a Plan of Management is assessed under Part 5 of the Environmental Planning and Assessment Act 1979, typically by way of a Review of Environmental Factors, instead of a Development Application lodged to Council.

The EIE also proposes to expand Section 2.74 of T&I SEPP to apply to all parklands under the care of GSPT, including Fernhill Estate. Section 2.74 allows a range of low impact development to be carried out as Exempt Development, including walking tracks, bicycle related storage facilities, handrail or vehicle barriers, ticketing machines or park entry booths, small viewing platforms, sporting facilities (goal posts, sight screens, fences), play equipment, park furniture (seats, picnic tables, barbeques, bins, shelters, shade structures), small portable lifeguard towers, routine maintenance works, and environmental management works.

Currently, Section 2.73(2) and Section 2.74(2) applies to land owned by Parramatta Park Trust and Centennial Park and Moore Park Trust only and does not apply to parklands under the care of GSPT including Fernhill Estate.

Response:

Council welcomes future opportunities to work collaboratively with Greater Sydney Parklands in the planning for Fernhill Estate. Council has long held a vision that Fernhill Estate be celebrated through sustainable activation, balancing greater public access with preserving the Estate’s iconic attributes, heritage elements, idyllic rural setting, and environmental and biodiversity values. It is recognised that we have a once in a generation opportunity to create a unique and significant multi-use recreation and tourism destination.

In the current strategic planning context, the amendments proposed by the EIE to expand planning pathways for Fernhill Estate are considered premature, as the essential guiding plans and documents for Fernhill Estate have not been finalised, and are needed for Council and the community to understand outcomes for the Estate. Specifically, the current Draft Conservation Management Plan (CMP) is in draft form and has not been finalised, and the Foundation Plan of Management to 2026 (PoM) and Landscape Master Plan to 2026 are foundational documents to guide development to 2026.

Once finalised, the CMP will be an important companion document to the PoM and Landscape Master Plan, and directly inform the future use and care of Fernhill Estate. The final CMP is required to be approved by the Heritage Branch of the NSW Government and contain an agreed-upon management approach for the Estate, and Council officers do not support the proposed amendments ahead of the CMP being finalised.

Further, the Foundation Plan of Management to 2026 (PoM) contains high-level detail only, which is considered too broad to be relied on to guide development without consent. The PoM identifies land use opportunities to support key moves for the Estate, but is not accompanied by adequate detail or description that would provide Council and the community certainly on the outcomes that would be achieved and delivered. It is noted that in 2021, Council provided feedback to DPHI in relation to the draft PoM and requested more detailed information on recreation and community uses to better understand how they align with Council’s recreation and community facilities, future events and opportunities.

It is understood that the PoM and Landscape Master Plan will continue to be updated to include more significant uses and activities beyond 2026. This raises further concerns in relation to the proposed amendments, as the reforms may allow more significant uses and activities to be carried out as development without consent as the PoM and Landscape Master Plan evolve.

In this context, the proposed amendments are considered premature, and it is recommended that Council’s submission request that the amendments not apply to Fernhill Estate to allow for sufficient time for the essential guiding plans and documents for Fernhill Estate to be finalised.

Secondly, Council officers raise high-level concerns that the development without consent pathway provides limited opportunities for community engagement and for Council to assess impacts arising from future uses within the Estate, including relating to heritage, environmental, waste management, noise, and traffic, or assess the appropriateness of supporting infrastructure. It is critical that sufficient infrastructure be in place to support future uses, and that impacts arising from future uses be carefully considered in consultation with Council.

2. Health Services Facilities

It is proposed to:

· Increase permissible building heights from 12m to 30m for Health Services Facilities under a complying development pathway.

· Permit High technology Industry and Health Research Industries on existing health services facilities without consent (no Development Application (DA) required). However, assessment is still required under Part 5 of the Environmental Planning and Assessment Act (EP&A Act). 

· Allow residential care facilities on existing health services facilities to be permitted without consent.  A Health services facility is defined under the Standard Instrument Principal Local Environmental Plan to include the below:

o a medical centre,

o community health service facilities,

o health consulting rooms,

o patient transport facilities, including helipads and ambulance facilities,

o hospital.

Response

In principle, the intent of the amendments is supported. However, the following key concerns have been identified, and it is recommended that these be raised in the submission to DPHI:

a) Proposed increase to building heights:

The increase of building height from the existing 12m to 30m under a complying development pathway has the effect of significantly increasing the planned densities for Penrith’s health precincts, by enable buildings up to 7-storeys to be permitted as complying development, an increase from the currently permissible 3-storeys.This blanket provision will remove the ability of Council to oversee and assess large-scale proposals and the assessment of local issues such as slope, overshadowing, adjoining development and impact on neighbouring amenity. It is recommended that Council’s submission recommends that the existing height standard of 12m be retained for complying development pathway, as buildings of greater height warrant detailed assessment under a development application.

b) High technology industry and health research industries:

High technology industry is defined under the Standard Instrument as a type of light industry, and is broad in nature, allowing for several activities and uses many of which are not health related, such as information technology, film, television, telecommunications and science or technology. High technology industry has the potential to have impacts beyond health services facilities, and concern is raised that high technology industry is not appropriate in all zones where health services facilities are currently permitted, particularly rural and residential zones. It is recommended that Council’s submission raise these concerns, and recommend that non-health related uses be excluded from the pathway, and the pathway not apply in sensitive zones.

c) Residential care facilities:

The need for residential care facilities is recognised and supported, however, these facilities need to be appropriately located and designed. The land-use definition for health services facilities allows for many activities, including medical centre, community health services facilities, health consulting rooms, patient transport facilities, and hospitals. Currently, T&I SEPP permits health service facilities in a wide range of prescribed zones with no requirement in relation to minimum land size. The proposed change to permit residential care facilities on all existing health services facilities is concerning, noting the broad nature of health services facilities and the prescribed zones they are permitted in, and that they are often located on small lots. The amendment could have widespread implications, including increased demand on infrastructure, traffic, parking, and amenity impacts, often in inappropriate locations and land sizes. Council considers the proposed amendment is appropriate in relation to large scale health service facilities only, such as hospitals, that are generally well located near transport and services.

3. Other amendments

The EIE also proposes amendments to a range of other infrastructure types, which are detailed in the submission at Attachment 1 and are in principle supported, however require additional details and refinement to ensure alignment with our existing planning controls and strategic vision for the Penrith LGA.

Further, additional amendments proposed by the EIE which are generally supported and do not form part of Council’s submission are described in the table at Attachment 2.

Financial Implications

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

Risk Implications

If Council does not provide an endorsed submission to the EIE by 3 May 2024, there is a risk that Council’s concerns and comments will not be fully considered by DPHI.

Conclusion

DPHI recently placed an EIE on public exhibition that focuses on improving planning processes to deliver infrastructure faster. Whilst the overall intent to streamline planning pathways to speed up the delivery of essential infrastructure is supported, there are high-level concerns that the expanded planning pathways will bypass Council’s assessment of certain developments and may limit ability for proper consideration of environmental impacts.

Further, Council officers have specific concerns particularly relating to Fernhill Estate, Educational Establishments and Health Service Facilities, and it is considered that further refinement and clarification is required to ensure alignment with our existing planning controls and strategic vision for the Penrith LGA.

It is recommended that Council endorse the submission at Attachment 1. Should Council endorse the submission, it will be submitted to DPHI as a matter of urgency to ensure it is received by 3 May 2024 in line with the extension deadline. It is noted that DPHI have requested that an officer prepared submission be sent by 16 April 2024 to allow early consideration of any concerns.

RECOMMENDATION

That:

1. The information contained in the report on Submission on the NSW Government EIE - Improving planning processes to deliver infrastructure faster be received.

2. Council endorse the Submission on the NSW Government EIE - Improving planning processes to deliver infrastructure faster provided at Attachment 1 to this report to submit it to DPHI for their consideration.

ATTACHMENTS/APPENDICES

1. ⇩	Submission on EIE Improving planning processes to deliver infrastructure faster	14 Pages	Attachments Included
2. ⇩	Table of Proposed Amendments	6 Pages	Attachments Included

Ordinary Meeting 29 April 2024

City-wide Affordable Rental Housing Contributions Scheme

Compiled by: Madison McGlynn, Planner

Natalie Stanowski, Principal Planner

Authorised by: Christine Gough, City Planning 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	Ensure services, facilities and infrastructure meet the needs of a growing population through the contributions framework

Executive Summary

The purpose of this report is to confirm that Council officers will continue to progress with the preparation of a City wide Affordable Housing Scheme for infill development and will prepare a Council specific policy and not progress with an alternate scheme that has been prepared by the Western Sydney Planning Partnership (WSPP).

In 2023, Council made a number of significant decisions that created opportunities to deliver affordable housing in Penrith, including the delivery of Affordable Rental Housing Contributions Scheme for Glenmore Park Stage 3 and Orchard Hills North. The agreed next step in the delivery plan for Affordable Rental Housing was to create a city-wide affordable housing scheme for in-fill development.

In addition, Council’s Affordable Housing Strategy and Action Plan 2023-2026 was endorsed by Council on 20 November 2023 which also incorporated an action to investigate the feasibility of an Affordable Rental Housing Scheme for the Penrith Local Government Area.

Atlas Urban Economics (Atlas) was commissioned to undertake an Affordable Rental Housing Policy Analysis and have prepared a draft report to inform the development of a City-wide Affordable Rental Housing Scheme. This report would form the basis of a planning proposal to introduce an Affordable Rental Housing Scheme and will be reported to Council in due course.

Simultaneously, a draft Regional Affordable Housing Contribution Scheme has been prepared by the WSPP. The development of the draft WSPP Scheme was an action out of the WSPP’s Western Sydney Affordable Housing Strategy (WSAHS). The WSPP is seeking Council endorsement to publicly exhibit this Scheme in May-June 2024. This exhibition would not be a statutory exhibition, for example, a Planning Proposal or Explanation of Intended Effect but would introduce the proposed methodology and outcomes to the community and industry.

This report recommends that Council continue to progress with the development of its city-wide Affordable Rental Housing scheme and to not be a party to the WSPP scheme.

Background

Housing affordability has risen as a central issue for both State and Local Governments across much of Australia’s east coast over the past two decades. Significant and sustained price growth in property values has outpaced wage rises, resulting in declining housing affordability and growing public debate around the need to improve accessibility to the housing market.

Council has been successful in implementing an Affordable Rental Housing Scheme in Glenmore Park Stage 3 and Orchard Hills North. To support the existing Council Scheme with a clear governance framework the Affordable Rental Housing Contribution Implementation Policy was endorsed by Council at its Ordinary Meeting of 28 August 2023. The Policy details how a Community Housing Provider (CHP) is nominated by Council and the responsibilities of the nominated CHP in delivering, owning, and managing any affordable housing stock.

Current Situation

Council is currently in receipt of two city-wide affordable rental housing scheme reports. The first report has been prepared by Atlas Economics (Atlas) on behalf of Council in response to Council’s continuing commitment to deliver more affordable housing in Penrith Local Government Area (LGA)

The second proposal has been prepared by the WSPP. A project partnership was established with the Department of Planning, Housing and Infrastructure (DPHI), the Greater Cities Commission, the eight Western Parkland City Councils and Blacktown City Council to develop a draft Scheme that was designed to be suitable for Western Sydney. This development of the draft Scheme was an action out of the WSAHS.

Assessment and Position

The progression of a Council-led scheme is supported as it is a specifically tailored approach for Penrith LGA, with specific feasibility testing, bespoke market adjustment and recognition of Councils adopted Implementation Policy, enabling Council to control the distribution of income and outcomes. Being consistent with Councils current Scheme, it will have clear parameters, exemptions and triggers and Council will lead the consultation with stakeholders to ensure that the policy is understood and supported by industry.

While the WSPP led work is acknowledged, given Council has significantly progressed the implementation of its own scheme, and has an existing planning framework from which to base this work, it is recommended that Council continue with the implementation pathway that was agreed to by Councillors in 2023.

The Council-led work undertaken to date will form the basis of a future recommendation to Council, noting that the updated report from Atlas Economics will not be completed until mid-2024.

Financial Implications

A City-wide contribution scheme would allow Council to collect contributions for the delivery of Affordable Rental Housing in the Penrith LGA. Contributions received would be remitted to a nominated CHP and affordable rental housing can then be provided in areas close to transport and access to services, as per Council’s endorsed Implementation Policy. The Implementation Policy sets out responsibilities for Council and the nominated CHP to ensure the delivery of affordable rental housing in Penrith LGA.

Risk Implications

There are no risk implications as the WSPP scheme can progress without Penrith Council and Council can continue to progress its own scheme.

Next Steps

Should Council endorse the recommendations of this report, the following steps are proposed:

1. Further viability testing and updates will be made to the draft analysis report to ensure market tolerance and development viability. The updated report from Atlas will be completed by mid-2024.

2. A planning proposal will be prepared to progress the city-wide scheme. The planning proposal will be reported to Council in due course.

Conclusion

It is recommended that Council continue to support the progression of an Affordable Rental Housing Scheme in the Penrith LGA. A subsequent report will be provided to Council once the required reporting and evidence base has been further refined and finalised to inform a future Planning Proposal.

RECOMMENDATION

That:

1. The information contained in the report on City-wide Affordable Rental Housing Contributions Scheme be received, noting the progression of a Council led scheme.

2. A draft Planning Proposal supporting a Council-led City-wide Affordable Rental Housing Scheme will be prepared for Council’s future consideration.

3. Council inform the Western Sydney Planning Partnership that it does not seek to be a party to the Regional Affordable Housing Contribution Scheme.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

Status Report - Major Projects Regatta Park and Gipps Street, Emu Plains

Compiled by: Tracy Chalk, Design and Projects Manager

Authorised by: 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

This report provides an update on the current status and budget for two key major projects following a verbal update given on 8 April 2024 and a Councillor Briefing on 15 April 2024. Regatta Park and Gipps Street Recreational Precinct are priority projects.

The delivery of these projects continues to experience testing and unprecedented challenges, which continue to affect budget critical paths and timelines. Regular updates are provided to the Major Projects Working Party, with the identification of further impacts emerging for these projects, including the impact of latent conditions resulting in further impacts to project completion.

Both projects have limited contingency remaining at these final stages. It is considered prudent that Council continues support with a further budget allocation for the successful and timely completion of these projects.

Background

In the past three years, floods, weather conditions, construction market challenges impacting supply chain, services, resourcing and supplies, cost escalations and environmental site issues have impacted projects. These challenges are not unique to the Penrith LGA. Council officers continue to work through the challenges to mitigate risk, to consider costs that may be recoverable and to provide potential solutions that are within contingencies as much as possible.

This report confirms the project progress to date, future works, timing, and budget challenges, including recommended budget adjustments to ensure the delivery of these projects.

Overview of Current Situation

1. Regatta Park, Emu Plains

Work is continuing to transform Penrith’s Regatta Park on the north-western end of the ‘Our River’ precinct into a focal point for nature, leisure and recreation for the Penrith LGA.

As part of the Regatta Park upgrade, works are required at the new intersection of the GWH and River Road to interpret the Union Inn that previously operated in this location. The proposed interpretation works have been approved through a development application process and incorporate stabilisation of the area and restoration of walls with consideration for community access, safety and future maintenance.

The precinct is scheduled for completion by 7 June 2024, with the pavilion scheduled for completion by the end of August 2024, subject to further weather and further site conditions.

Works complete to date:

• Stage 1 opening for public use of playspace, picnic areas, informal green spaces and carparking

• River Road diversion and installation of signalised intersection with GWH, including pedestrian paths

• Nepean River connection paths and viewing platform

Planned works for completion:

• Union Inn interpretation

• Carpark extension

• Central avenue and landscaping

• Internal pedestrian connection paths

• Circular lawn space

• Blister islands on River Rd

• Pavilion structure and wet play area

Challenges:

• Latent conditions and unknown site contamination, including ongoing asbestos finds with remaining excavation works

• Multiple occurrences of inclement weather and flooding within and around the park precinct

• Rectification works required on Great Western Highway

• Unsuitable subgrade in main new carpark area reassessment and replacement

2. Gipps Street Recreation Precinct, Claremont Meadows

Construction works on Council’s long-term strategy to transform this former waste and landfill facility into a sport and recreation destination commenced in July 2022. Significant progress has been achieved on the project’s construction delivery, with various components complete and remaining construction works underway. The precinct is now scheduled for completion by August 2024, subject to further weather and further site conditions.

When complete, the Gipps Street Recreation Precinct will incorporate both active and passive sport and recreation spaces.

Works complete to date:

• Legacy waste remediation and utilities provision;

• Sportsfields, including turf, irrigation and lighting;

• Skatepark and sports courts, including surrounding landscaping;

• Inclusive playspace and splashpad;

• Amenities building - structure and roof.

Planned works for completion:

• Amenities building servicing and fit out;

• Internal roadworks, carparks and pedestrian paths;

• Nature trail / nature play area;

• Precinct entry landscape;

• Dog park.

Challenges:

• Continuing to manage latent conditions and unknown quantities of site contamination, including asbestos finds, should they arise.

Financial Implications

As a result of the challenges listed, the projects have expended the available contingency allocated and have also accrued extra additional costs because construction works have been directed to progress to meet the program. As a result of these challenges a further $2.45m has been identified as a budget variation for Regatta Park. These variations are detailed in the below table:

Description	Additional project costs
Exposure of asbestos below River Road	$700,000
Exposure of asbestos as a result of earthworks	$500,000
Latent conditions – unsuitable subgrade structure	$350,000
Latent conditions – intersection upgrade (RMS required)	$150,000
Fit out of kiosk	$400,000
Union Inn Heritage Interpretation works	$350,000
TOTAL	$2,450,000

Both projects have limited contingency remaining at these final stages. It is considered prudent that Council continues support with a further budget allocation of $545,000 for contingency across both projects for the successful and timely completion of these projects.

Financial Services Manager Comments

This report outlines a number of variations at the Regatta Park project requiring additional funds, as well identifying the planned work and challenges across both the Regatta Park and Gipps Street projects for which additional contingency is recommended to be accommodated. Taking these items into account, it is recommended that additional funding of $2,995,000 be provided. It is proposed that the funds be sourced from General Revenue ($2,595,000) and the Property Development Reserve ($400,000).

Risk Implications

In assessing the potential costs to the Tier 1 projects at Gipps St and Regatta Park, the project team has updated its financial risk assessment associated with the remaining works on each project. The majority of these risks relate to further unknown latent conditions on site or weather conditions that tend to have a greater impact on civil works projects, leading to both additional costs, delays and time-related costs.

This updated risk assessment has considered a range of potential risks that might impact on the projects including a measure of the potential cost and likelihood. Whilst it may be unlikely that all of these risks will eventuate, the funding sought to re-establish the contingency is considered prudent to avoid a funding shortfall in the event of further latent conditions, finds or inclement weather events. The updated risk assessment supports the proposal to increase the contingency funding available.

Conclusion

The delivery of these projects has experienced unprecedented environmental and financial challenges. Whilst most delivery milestones are met, budget and timeframes have been affected. This report has highlighted key influences and financial matters arising which require consideration and support for the successful and timely completion of these projects.

RECOMMENDATION

That:

1. The information contained in the report on Status Report - Major Projects Regatta Park and Gipps Street, Emu Plains be received.

2. Council allocates $2,995,000 to the Regatta Park and Gipps Street projects in accordance with the information contained in the body of the report.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

RFT23/24-021 Re-Painting & Flooring Replacement Works- Glenmore Park Childrens & Family Centre

Compiled by: Mitchell Sammut, Project Lead

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

A selective tender for painting and flooring refurbishment works at Glenmore Park Childrens and Family Centre, Glenmore Park was advertised on Wednesday 21 February 2024 on VendorPanel website and closed on Tuesday 19 March 2024.

This report advises Council of the outcome of the tender process and recommends that the tender from Westbury Constructions Pty Ltd, for the amount of $219,723.00 (excluding GST) be accepted for painting and flooring refurbishment works at Glenmore Park Childrens and Family Centre, Glenmore Park.

Background

The current Glenmore Park Childrens and Family Centre, Glenmore Park requires repainting and new flooring to better meet the requirements of users and ensure long term lifecycle of the asset. Specifications and a scope were produced for refurbishment works to meet the current and future community requirements, site requirements, standards, and codes. Funding for the project is through Council’s Building Asset Renewal Program.

The selective tender was sent out to the panel of RFT22/23-017 Building Maintenance and Minor Construction Works for the services of building contractors who have the experience in community facilities and childcare centres projects. The refurbishment works will refurbish rooms, fixtures and fittings of the centre including;

• Full internal repaint of the entire main building to Council’s standard colours.

• Replacement of floor coverings.

• Remove existing MDF skirtings throughout and replace with new black aluminium.

• Remove and replace existing tactiles.

• Remove, fill, and cover over existing coir matts with new flooring.

Tender Evaluation Panel

The Tender Evaluation Panel consisted of Project Supervisor Nicole Barton, Children's Services Business Manager Deone White, Project Support Officer Eliza Ecob and was chaired by Project Lead Mitchell Sammut. Allyce Langton from Council’s Procurement team performed the role of tender administration and probity officer for this tender.

Evaluation Criteria

Contractors for the project were required to submit their tender using the VendorPanel tendering software, which clearly defined the response required against each of the evaluation criteria.

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

• Company Profile

• Conformance, Acceptance and Declaration

• Business References

• Completion of Forms Tender Price submitted

• Compliance Statement

• Works Method and Program

• Local Business Preference

The following was not assessed as it was previously assessed in the RFT22/23-017 Building Maintenance and Minor Construction Works:

• Demonstrated Ability

• Employment Policies

• Quality Assurance Systems

• Environmental Management Systems

• Work Health and Safety

• Financials

Summary of Quotes Received

A total of Seven (7) quotes were received by the closing date of the advertised tender and are listed below in price order, excl GST (lowest to highest).

Company	Tendered Price	Company Address	Owners/Directors
Westbury Constructions Pty Ltd	$219,723.00	Unit 601, 5 Celebration Drive Bella Vista NSW 2153	Darren Price
Sudiro Constructions Pty Ltd	$238,369.00	37 / 1 Talavera Rd Macquarie Park, NSW 2113	Anthony Sudiro
Progroup Management Pty Ltd	$242,322.00	Suite 103, 32 Delhi Road, Macquarie Park NSW 2113	Kenneth John McCracken, Andrew Wise, Bradley Ross
Rogers Construction Group	$244,880.76	74 Edward Street Riverstone NSW 2765	Mitchell Rogers
Acron Building Services Pty Limited	$299,209.00	7 / 20 Tucks Rd Seven Hills, NSW 2147	Greg Clark
Coverit Building Group	Non-conforming	Unit 18/37-47 Borec Rd Penrith, NSW 2750	Shane Comans
Chips Property Trade Services Pty Ltd	Non-conforming	Unit 1, 442 Victoria St Wetherill Park NSW 2164	Paul Giordano, James Axiak

Evaluation of the Preferred Tender

Coverit Building Group & Chips Property Trade Services Pty Ltd were non-conforming as they failed to provide responses to the mandatory evaluation criteria.

All five remaining tenders were assessed against the evaluation criteria.

On assessment of the submissions, the panel determined that Westbury Constructions Pty Ltd submission provided the best overall value to Council based on price and responses to the assessment criteria, clearly demonstrating their suitability to undertake the project.

Westbury Constructions Pty Ltd are a part of Council’s Building Maintenance and Minor Construction Works for the services of building contractors who have the experience in community facilities and childcare centres projects.

The recommended company, Westbury Constructions Pty Ltd was selected based on their:

1. Compliance with the tender evaluation criteria,

2. Demonstrated ability to meet Council’s requirements; and

3. Competitive price for the services offered.

The pricing from Westbury Constructions Pty Ltd is in a range consistent with tendered rates for RFT22/23-017 Building Maintenance and Minor Construction Works and opinion of probable costs when factoring in escalation of market prices in recent tenders.

Financial Implications

Assessment of the tenderers was commissioned; this included independent reference checks, financial analysis, and performance analysis on Westbury Constructions Pty Ltd. These checks were completed by Equifax Australasia Credit Ratings Pty Ltd. Financial Services have reviewed the financial information provided by the tenderer and have not identified any reason why the contract should not be awarded.

The recommended tender cost is within budget and is funded under Council’s Building Asset Renewal Program.

The estimated maintenance and operational cost requirements for this project starts at $7,112 per annum. Council’s future asset maintenance budgets and asset renewal programs will be adjusted as per Council’s Budget Guidelines at completion of the project.

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 about the background and the process followed.

The TAG considered the recommendations in relation to the tender RFT23/24-021 Re-Painting & Flooring Replacement Works Glenmore Park Childrens and Family Centre, Glenmore Park noting that the recommended tender was the lowest price, the company has demonstrated their ability to meet Council’s requirements and their proposal was considered to be the most advantageous to Council for the scale of this project. The TAG reviewed the evaluation process outlined within the report and is satisfied that the selection criteria have been correctly applied in making the recommendations.

Risk Implications

The tender process outlined in this report includes controls regarding probity and ensuring value for Council, overseen by the Tender Advisory Group. The works will be undertaken in accordance with Work Health & Safety systems. This project will refurbish the existing childcare centre with public safety a key part of the construction methodology and project plan.

Conclusion

Five tenders were assessed against the evaluation criteria. Westbury Constructions Pty Ltd provided the best price that also met the tender evaluation criteria to undertake the project. It is recommended that the proposal and lump sum price from Westbury Constructions Pty Ltd, for $219,723.00 (excluding GST) be accepted for painting and flooring refurbishment works at Glenmore Park Childrens and Family Centre, Glenmore Park.

RECOMMENDATION

That:

1. The information contained in the report on RFT23/24-021 Re-Painting & Flooring Replacement Works- Glenmore Park Childrens & Family Centre
be received.

2. The tender from Westbury Constructions Pty Ltd, for $219,723.00 (excluding GST) be accepted for painting and flooring refurbishment works at Glenmore Park Childrens and Family Centre, Glenmore Park.

3. 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.

ATTACHMENTS/APPENDICES

There are no attachments for this report.

Ordinary Meeting 29 April 2024

Public Exhibition of Penrith City Council's Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges

Compiled by: Craig Shepherd, Corporate Planning and Performance Lead

Ben Collins, Strategic Finance Coordinator

Matthew Saunders, Rates Coordinator

Authorised by: Stephannie Mikhail, Business Transformation Manager

Neil Farquharson, Financial Services Manager

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	Ensure our Integrated Planning and Reporting responsibilities are met

Executive Summary

The Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges are being presented to the Council, seeking endorsement for the documents to be placed on public exhibition from 6 May to 2 June 2024 (inclusive). A report summarising the outcomes of the public exhibition and seeking the Council’s adoption of the Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges, will be presented to the Council at the Ordinary Meeting of 24 June 2024.

The Draft 2024-25 Operational Plan is the third instalment of Council’s 4-year Delivery Program 2022-26 and contains specific actions for 2024-25 that aim to continue effective service delivery and progress actions for the identified priorities. At this stage a balanced Budget position is reported in the Draft 2024-25 Operational Plan. Council’s Operating Performance ratio is forecast to be in deficit and continues to be affected predominantly by depreciation expense, following comprehensive revaluations and indexation for fair value in prior years. As the replacement cost of Council’s assets continue to increase and further assets are constructed, depreciation expenditure will continue to increase and impact this ratio. Council therefore continues to plan for the long term (including managing asset management costs), forecasting asset renewal and investment in capital assets and balancing operational revenue and expenditure, with a focus on delivering balanced and sustainable budgets.

In developing the Draft 2024-25 Operational Plan detailed briefings have been held with Councillors on 4 March and 15 April 2024 on the development of the 2024-25 Budget, reviewing draft Fees and Charges, and to confirm the Rates Structure.

Integrated Planning and Reporting (IP&R)

The Integrated Planning and Reporting (IP&R) framework for local government came into force in 2009 as an amendment to the Local Government Act 1993. The NSW Office of Local Government (OLG) reviewed and updated the framework guidelines in 2021.

The IP&R framework requires Council to have;

• a long-term Community Strategic Plan,

• a Community Engagement Strategy,

• a Resourcing Strategy,

• a Delivery Program (4-year),

• and an annual Operational Plan.

Together this suite of documents guide Council’s operations to deliver the services and facilities our community needs, and improve Penrith as a place to live, work and visit. Council reports on progress against the Community Strategic Plan, Delivery Program and the Operational Plan in the Organisational Performance Report (6-monthly), the Annual Report (annually), and the State of the City Report (formerly End of Term Report) every four years.

Draft 2024-25 Operational Plan

The Draft 2024-25 Operational Plan, provided as a separate enclosure to this report, is Council’s annual plan that identifies actions for the next year that will contribute to the implementation of the 4-year Delivery Program 2022-26 Principal Activities. Council is required to exhibit the draft 2024-25 Operational Plan for 28 days, to provide an opportunity for the community to review and provide feedback to Council.

The Draft 2024-25 Operational Plan identifies 133 draft actions that Council will deliver over the 2024-25 financial year. These draft actions are listed under the relevant Principal Activity, Strategy and Community Outcome, together with the business unit that is responsible for delivery and reporting.

The Draft 2024-25 Operational Plan is developed through a business planning process. Each business unit reviews and updates their business plan, and provides the details of what tasks, actions and projects will be delivered in the next financial year to help ensure that Council delivers on its Principal Activities in the 4-year Delivery Program and contributes to the Strategies and the Community Outcomes in the Community Strategic Plan. The business plans are reviewed with the aim of identifying specific actions to be included in the forthcoming Operational Plan.

The Draft 2024-25 Fees and Charges are also provided as a separate enclosure to this report and provides full details of Council proposed fees and charges for the 2024-25 financial year.

Budget Background

In 2015 Penrith Council was deemed ‘Fit for the Future’ by IPART providing an independent validation of the strategies in place and also the strategies proposed for the future. Council’s submission to IPART included the 2016-17 Special Rate Variation (SRV) and the continuation of the AREAS SRV.

The 2016-17 SRV incorporated allocations for the following:

1. Asset management, renewal, and backlog

2. Realignment of service costs

3. Increased investment to drive productivity initiatives

4. Major Projects and Regional City infrastructure

5. Building capacity to respond to emerging priorities

This 2016-17 SRV was one important element of a broader suite of Council strategies and actions developed over the past few years, including reform of our financial structures and commitment to the continuous pursuit of productivity. Savings from better ways of doing things, harnessing technology improvements (including Councils ERP project), implementing new systems and reviewing service delivery will provide the capacity to continue to service our growing City. The development of the Draft 2024-25 Budget will incorporate annual savings already identified in prior years and will continue to focus on identifying areas where further productivity savings can be achieved.

In the current financial year, strong financial management of Council’s Budget has been maintained throughout the first half of 2023-24 with a balanced Budget currently predicted. The current 2023-24 Operational Plan will continue to be closely monitored for the remainder of the financial year, with Council’s commitment to strong budgetary control ensuring that we are in the best available position to establish a balanced Budget for 2024-25.

At this stage the Draft 2024-25 Budget presents a balanced Budget. In the event the Budget moves to a surplus position at the time of Public Exhibition, it is proposed to retain this amount in Council’s internal reserves for 2024-25, to provide for any significant movements that may arise in the current assumptions. Once the 2024-25 Budget and associated assumptions have been confirmed, any remaining reserve funds will provide Council with capacity to respond to additional priorities that have been identified or emerge in 2024-25.

To clarify our direction the financial strategies implemented to improve our financial capacity have been summarised under the acronym “Sustain”.

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These seven strategies will provide a framework to guide our approach, set outcomes, assist in decision making, and measure success in achieving ongoing financial sustainability.

Budget and Revenue Policy, and Statutory Statements

The Annual Budget, Revenue Policy, and Financial Commentary are contained in the Draft 2024-25 Operational Plan. This section of the document includes information regarding Rating Income, Waste Management, Borrowings, Grants, Reserves, Asset Replacement Programs, and Capital and Operating Projects.

The Draft 2024-25 Budget is summarised below:

	2023-24 Original Budget $'000	2024-25 Draft Budget $'000	% Change
Income:
Rates	155,155	163,889	5.6
Fees & Charges	100,928	105,089	4.1
Grants & Contributions	90,424	59,710	(34.0)
Net Reserve Movements	(63,119)	(9,296)	85.3
Other Income	100,137	18,471	(81.6)
Total Income:	383,525	337,863	(11.9)

Expenditure:
Employee Costs	142,638	149,129	4.6
Materials, Contracts & Other	106,096	117,942	11.2
Interest Paid	2,731	1,106	(59.5)
Principal	11,029	5,015	(54.5)
Capital Works	121,031	64,671	(46.6)
Total Expenditure:	383,525	337,863	(11.9)

Net Budget Position Surplus/(Deficit)	0	0

Rates Income

Rating Increase - IPART Rate Peg

The rate peg is set and announced by IPART each year.

In August 2022, the NSW Government requested IPART review the methodology used for the calculation of the rate peg. IPART released their draft report in June 2023 and released their final report on Friday 10 November 2023.

Historically the rate peg has been calculated using the backward-looking Local Government Cost Index with a standard rate peg to apply for all NSW councils.

From 1 July 2022 the rate peg was amended to include an additional percentage on top of the general rate peg for each council proportionate to their population increase.

From 1 July 2024, IPART have announced further changes to the rate peg methodology including:

• Councils will be divided into three distinct groups for calculating separate base rate pegs for each group, with the separate groups being (1) metropolitan, (2) regional and (3) rural councils. Penrith City Council will be part of the metropolitan group.

• To calculate the base rate peg for each group, IPART will use a simpler model with forward looking indicators to assess the base cost change to assess the base increase to apply for councils within that group. Instead of using a basket of goods commonly used by councils to calculate the average cost increases of those goods and services to determine the LGCI (Local Government Cost Index) as was formerly done, IPART will now use three components to calculate the base increase, being: employee costs; asset costs; and all other operating costs within that group of councils.

• On top of the base increase, each council would also receive their own individual factor to account for their annual Emergency Services Levy Contribution increase. It will be a lagged increase with any increase from one year collected in the next year’s Emergency Services Levy factor.

• Another factor will be included to account for changes in the superannuation guarantee rate that would otherwise be excluded by the rate peg in moving from the previous, lagged rate peg methodology to the new, forward-looking rate peg methodology. The catch-up adjustment accounts for the 1% increase in the superannuation guarantee rate from 10% in 2021-22 to 11% in 2023-24.

• Councils will also receive an additional factor for their increase for their individual population growth, less any adjustment for supplementary valuation growth received.

• The productivity factor will continue to be included but will be set at a default of 0% unless IPART believes that a factor is required.

IPART announced the 2024-25 rate peg as 4.8% for Penrith City Council on 21 November 2023.

This increase was made up of the standard rate peg for Metropolitan councils of 3.9% with a superannuation adjustment of 0.4%, an ESL adjustment of 0.5% and a 0% net population factor. Penrith City Council did not receive any population factor on top of the rate peg as revenue generated from our supplementary valuations calculated as a % exceeds IPART’s calculations as a % of how much our population has grown.

Councils can adopt the rate peg or apply to IPART for a higher increase under a Special Rate Variation (SRV). Council proposes to adopt the 4.8% rate peg for 2024-25.

Council Rates for 2024-25

Penrith City Council introduced a lower rate for residential properties in rural areas from 1 July 2021 by creating two residential sub-categories. If supported by the Council, a fourth and final adjustment will apply in 2024-25 for Rural properties with the rate set at 30% lower than the urban Residential rate, being the target rate set by Council in 2021-22.

The 2023-24 discount for eligible Rural properties provided an additional 8% (approximate) reduction that resulted in the differential rate between General Residential properties and Rural Residential properties from the 18% to about 28%. A small adjustment will be made between rural and other properties for 2024-25 so that the differential becomes 30%. From 2025-26 the differential will continue to be maintained at a 30% lower rate (it will be 70% of the General Residential rate).

Properties that are included in these two separate rural sub-categories which receive lower rates are:

Residential - Rural Area – All residential properties in the suburbs of Agnes Banks, Badgerys Creek, Berkshire Park, Castlereagh, Kemps Creek, Llandilo, Londonderry, Luddenham, Mount Vernon, Mulgoa, Orchard Hills, Wallacia.

Residential - Rural 2 to 40 Hectares – Any residential properties outside of the suburbs listed above but are between 2 to 40 Hectares in size, contain a dwelling and zoned for non-urban (rural) purposes.

These changes were introduced following an update to the rating legislation in June 2021. This new legislation allowed councils to modify their rating structure by using residential sub-categories to allow for differences between areas in relation to access to, demand for, or the cost of providing services or infrastructure.

The 4.8% rate peg applies to the total rates that Council can levy. Minimum rates are not able to be increased greater than the rate peg, so Residential, Farmland and Business Minimums will all increase by 4.8% as follows:

	2023-24 Minimum	2024-25 Minimum	Increase ($)
Residential	$1,228.30	$1,287.25	$58.95
Farmland	$1,228.30	$1,287.25	$58.95
Business	$1,497.40	$1,569.25	$71.85

Non-minimum properties will be adjusted after taking into consideration the 4.8% rate peg, the final change to the rural subsidy, and catch-up due to losses from rates reductions resulting from valuation objections, so increases for the non-minimum properties (excluding rural properties) will be slightly higher than the 4.8% rate peg amount.

Ordinary Rates

Each year Council must determine a Rating Policy for the next financial year. The Local Government Act 1993 provides for a number of rating structures so that councils have the flexibility to develop a structure that best provides equity for their Local Government Area.

Council currently applies a rate structure in which rate assessments are based on property valuations (Ad Valorem) with a Minimum Amount. This means that rates are predominantly based on the land value of the property as determined by the NSW Valuer-General with property owners below a certain land value threshold paying a minimum amount.

Every three years Council receives updated valuations for all properties in the Local Government Area. Council received a general land revaluation in 2022 with a base date of 1 July 2022, and those land values were first used for the assessment of rates from 1 July 2023. These valuations will continue to be for the assessment of rates for 2024-25 and 2025-26.

Council currently charges rates on three types of Land Categories with two Business and two Residential sub-categories:

a. Residential – General, with the following sub-categories:

i. Residential – Rural Area

ii. Residential – Rural 2 to 40 Hectares with dwelling

b. Farmland

c. Business – General, with the following sub-categories:

i. Penrith CBD

ii. St Marys Town Centre

Pension Rebates

Council provides eligible pensioners a pensioner subsidy. Council’s policy provides for a 50% rebate of rates and domestic waste charges to a maximum of $250 (fixed by the local government act). In addition, pensioners are given an additional rebate equivalent to the Stormwater Management Service Charge (applies to urban properties only).

Rates Revenue for 2024-25

Council currently has around 79,565 rateable properties contributing approximately 49% of Council’s total revenue. It is expected that both the Penrith CBD Corporation and the St Marys Town Centre Corporation will request a continuation of Business Sub-category rates to fund their respective activities. A total of $532,240 will be raised from Penrith CBD rates and $405,096 will be raised from St Marys Town Centre rates.

The 2024-25 Budget includes initial estimates for rates income with a net increase of $8.7m for Rates Income over the original estimate for 2023-24 included. This includes predictions for growth of both Residential and Non- Residential rates.

2024-25 RATES LEVY INCOME
RATE CATEGORY	AD VALOREM RATE $	MINIMUM RATE 2024-25 $	MINIMUM RATE INCREASE $	TOTAL ANTICIPATED GROSS REVENUE $’000S	NUMBER OF PROPERTIES
Residential	0.0011716	1,287.25	58.95	99,742	70,647
Residential – Rural Area	0.0016402	1,287.25	58.95	17,979	4,678
Residential – Rural 2 to 40 Hectares with dwelling	0.0016402	1,287.25	58.95	840	201
Farmland	0.0011716	1,287.25	58.95	4,709	301
Business	0.003374	1,569.25	71.85	34,493	3,114
Business - Penrith CBD	0.00547878	1,569.25	71.85	3,554	401
Business - St Marys Town Centre	0.005034	1,569.25	71.85	1,123	223
TOTAL RATING INCOME				$162,440*	79,565

*Note: The revenues identified in this section represent the gross anticipated revenues from the Rates Levy on 1 July 2024 prior to the application of Pensioner Subsidies, part year growth, Provision for Doubtful debts, and other subsidies and abandonments. These rates presented are indicative only and are subject to change before the formal rates are adopted at the 24 June 2024 Ordinary Meeting, due to supplementary valuation and categorisation changes.

Stormwater Management Service Charge (SMSC)

The Annual Stormwater Management Service Charge (SMSC) ensures Council can deliver a wide range of stormwater management initiatives essential to the health of the catchment and responding to community expectations.

The maximum charge for urban businesses is capped by legislation at $25 plus $25 for each additional (or part of) 350 square metres. Council currently charges below the maximum amount and has set the level at $22.80. When the SMSC was introduced in 2012 it was agreed to cap the charge at the level of revenue businesses were already contributing to storm water components, hence the reduced charge.

The charge for urban residential properties is set at the maximum amount of $12.50 for residential strata properties and $25.00 for non-strata residential properties.

Rural properties and vacant properties are exempt from the SMSC. Pensioners are given a rebate equal to the SMSC, so are effectively exempt also.

The table below shows the anticipated number of properties subject to the annual SMSC, and an estimate of the revenue to be generated in 2024-25. Note that some part year SMSC charges are included for new services that come on throughout the year, so the calculation of the number of assessments by the annual charge does not equate exactly to the forecast revenue totals.

2024-25 Estimated Stormwater Management Service Charge Revenue

Stormwater Category	Annual Charge	No. of Properties	2024-25 Total Revenue
Urban Residential
Residential	$25.00	45,274	$1,131,225
Residential (Strata)	$12.50	13,959	$174,488
Residential (Pensioner)	$25.00*	8,233	$205,825*
Residential (Strata - Pensioner)	$12.50*	1,249	$15,613*
Urban Business
Business	$22.80 plus an additional $22.80 for each 350 square metres or part of 350 square metres by which the area of parcel of land exceeds 350 square metres (Business Strata units are apportioned by unit entitlement with a minimum charge of $5.00)	3,469	$1,013,622
Total Revenue		72,184	$2,541,000

*Council’s Policy has provided a 100% rebate for eligible pensioners.

Reserves

Details of Council’s Reserves are also included in the Draft 2024-25 Operational Plan. These are amounts held for specific purposes. Council’s Reserves (held for specific purposes) are divided into Internal Reserves (set up to apply to Council policy) and External Reserves (required by law). Some Reserves are set up to ensure that Council’s policies with regard to a particular outcome are safeguarded, while others provide funds for a particular expressed purpose, sometime in the future.

In recent years Council’s operations were impacted by COVID-19. In order to track the financial impact of COVID-19 on Council’s operations and revenue, a separate COVID-19 Impact Reserve was created. This Reserve initially resulted in a deficit balance as we only notionally funded from the Reserve against other internal unrestricted reserves with the intention that future surpluses will be directed towards repayment of this Reserve. This Reserve was closed off from 1 July 2021, with a current projected closing balance as at 30 June 2024 of $0.5m. In preparing the Draft 2024-25 Budget it is proposed that the final of four annual repayments of $500,000 to this COVID-19 Impact Reserve be incorporated into the base budget, favourably reducing the reserves deficit balance to Nil if adopted.

Included in the Draft 2024-25 Budget at this stage, is a subsidy to Penrith Performing and Visual Arts (PP&VA) totalling $2.489m (2023-24 - $2.396m plus additional funds to support PP&VA’s Operational Review of $440k and $375k in December 2023 and February 2024 respectively, funded from Council’s Financial Management Reserve). The PP&VA subsidy is indexed annually, similar to the practice observed for other Council budgetary items like Road resealing, Public Domain, Drainage, new buildings, new parks, and new civic assets maintenance budgets.

Fees and Charges

As part of the Draft 2024-25 Operational Plan process, Council’s Fees and Charges have been reviewed with the proposed increases in the fees set generally in the vicinity of the estimated CPI increase. The Draft Fees and Charges section details a description of each item, the 2023-24 fee or charge and the proposed 2024-25 fee or charge.

Children’s Services fees have been incorporated into the Fees and Charges document at the amounts recommended by the Board of the Penrith Children’s Services Co-operative. The Fees and Charges for Controlled Entities are set and published by those organisations. Fees set by regulation are included at the current rates, however they are subject to change when the regulations change.

The 2024-25 Domestic Waste Management Charge is calculated for full cost recovery. All waste charges are set by Council to cover the cost of domestic waste collection services, clean up, waste processing/disposal, landfill, education, communications, illegal dumping, provision for future waste service planning, new technologies and associated services.

The Fees and Charges section of the Draft 2024-25 Operational Plan provides for different Domestic Waste Service combinations. A summary of the main services is summarised in the following table:

Domestic Waste Service Main options	Rate per Week$	Annual Charge $	Percentage Increase (decrease) %	Anticipated Revenue $
Vacant Land	1.50	78.00	4.0	98,124
Dom Waste – Sustainable Service	9.37	487.00	7.0	20,845,061
Dom Waste – War on Waste Service	6.98	363.00	6.8	10,164
Dom Waste – Large Service	11.37	591.00	6.9	8,618,553
Dom Waste – Weekly	14.29	743.00	6.9	5,693,609
Dom Waste – Large Weekly	18.56	965.00	7.0	2,676,910
Dom Waste – Collect & Return	11.40	593.00	7.2	8,321,569
			Total*	47,139,423

* Inclusive of income from additional bin options

Overall, the average increase in Fees and Charges included in the Draft 2024-25 Fees and Charges is 4.56%. This category of income is estimated to be worth $105m, or 31% of Council’s total estimated revenue for 2024-25.

Outdoor Dining fees

It is understood that there has been a number of food and beverage businesses in Penrith cease trading over the last 12 months due to a range of factors, thought to be mainly due to economic pressures. Council receives revenue from outdoor dining licensing for business to utilise Council owned land as part of their business operations.

In order to support local businesses, consideration could be given to a 75% reduction in outdoor dining fees for 2024-25, which could be reviewed. Should Council support this, a separate recommendation is included in the report.

It is also noted that on 7 May, Council's City Futures Directorate will be hosting a hospitality industry forum to engage with local food and beverage operators to share their stories and discuss how government and business can work together to build resilience in this sector. A brief report will be prepared after the Forum and reported to the Council.

Long Term Financial Plan

As part of the Council’s Resourcing Strategy, Council prepares a 10-year Long Term Financial Plan (LTFP) which is to be updated annually as part of the development of the Annual Budget. The aim of the LTFP is to ensure that Council identifies financial issues at an early stage and reviews their effect on future activities. The LTFP must be reviewed in detail as part of the four-yearly review of the Community Strategic Plan. The LTFP process involves four main elements:

 Planning Assumptions;

 Revenue Forecasts;

 Expenditure Forecasts; and

 Sensitivity Analysis.

The LTFP provides a key tool for the development and monitoring of Council’s Financial Strategy. The Plan outlines Council’s capacity to manage assets and deliver services over the next ten years. Council has a responsibility to manage its resources and finances to ensure its long-term sustainability and deliver the services and programs identified in the Community Strategic Plan and Delivery Program.

Council’s LTFP is based on a set of assumptions which generally relate to those elements that are most likely to affect the overall outcome of the model. Future years’ forecasts are linked to the Operational Plan and provide a means of assessing the long-term financial implication of current year decisions. Assumptions made in the plan includes long term forecasts of:

 Rating Revenue

 Development Growth

 Investment Return

 Financial Assistance Grant

 Employee costs

 CPI or other agreed indexations

 Capital works and services programs

 Asset management programs

 Anticipated Loan programs

 Debt Servicing

 Fees and Charges movements

 Changes identified through ongoing improvement and review of services.

Detailed modelling (5-10 years) is also undertaken for ICT, Major Projects, and Property Development which is then incorporated into Council’s LTFP.

It is important to keep in mind when projecting budgets over such a long period that estimates can alter significantly when assumptions are reviewed, particularly when the variances apply to larger items such as employee costs or rating income. Nevertheless, the LTFP remains an important planning tool and is regularly updated with current data to ensure its usefulness in providing information for Council’s financial planning decisions.

Financial Implications

This report and separate enclosures include information regarding the Budget preparation process, and the resulting financial position for the Draft 2024-25 Budget to be presented tonight for the Council’s approval. The Budget preparation process aims to deliver a balanced or surplus Budget that funds the service level needs of the community, with a balanced Budget currently projected. The Budget and its financial implications will be publicly exhibited for comment and put forward for final adoption on 24 June 2024. In the event the Draft Budget moves to a surplus position at the time of Exhibition it is proposed to reserve this amount for significant movements in the current assumptions during 2024-25.

Risk Implications

All councils in NSW use the IP&R framework to guide their planning and reporting activities. The requirements for IP&R are set out in the Local Government Act 1993 (the Act) and the Local Government (General) Regulation 2021 (the Regulation). The Integrated Planning and Reporting Guidelines explain what councils must do to ensure they comply with their planning and reporting requirements set out in the Act. The Guidelines are issued under sections 402-406 of the Act and cover the Community Strategic Plan, Resourcing Strategy, Delivery Program, Operational Plan, and Community Engagement Strategy.

In developing the Annual Budget, Council is required to comply with two important pieces of legislation - the Local Government Act 1993 and the Local Government (General) Regulation 2021. Councils must also refer to the Integrated Planning and Reporting Guidelines for Local Government in NSW which outlines the statutory planning and reporting requirements that councils must meet.

The following are the requirements relating to the draft Operational Plan:

· A Council must have a plan (its "Operational Plan") that is adopted before the beginning of each year and details the activities to be engaged in by the Council during the year as part of the Delivery Program covering that year.

· An Operational Plan must include a statement of the Council’s Revenue Policy for the year covered by the Operational Plan. The Statement of Revenue Policy must include the Statements and particulars required by the regulations.

· A Council must prepare a draft Operational Plan and give public notice of the draft indicating that submissions may be made to the Council at any time during the period (not less than 28 days) that the draft is to be on public exhibition. The Council must publicly exhibit the draft Operational Plan in accordance with the notice. Under legislation the draft Community Strategic Plan, Delivery Program, and LTFP must also be placed on public exhibition for a period of at least 28 days and community comment.

· In deciding on the final Operational Plan to be adopted, a Council must consider any submissions that have been made concerning the draft plan.

· Council must post a copy of its Operational Plan on the Council’s website within 28 days after the Plan is adopted.

The Long Term Financial Plan is reviewed and updated as part of the Annual Budget process to ensure that forward projections reflect the most current assumptions. Long term forecasting minimises financial risk by supporting financial sustainability, transparency, and accountability.

Next steps

The Integrated Planning and Reporting (IP&R) Guidelines require Council to publicly exhibit, for not less than 28 days, the Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges. Subject to Council’s endorsement tonight, it is proposed to commence the Public Exhibition on Monday 6 May 2024, ending on Sunday 2 June 2024.

The Draft 2024-25 Operational Plan will be available for viewing at the Civic Centre, Penrith Library, St Clair Library, and the St Marys office or downloading on Council’s online engagement portal – www.yoursaypenrith.com.au/draftoperationalplan2024-25. Specific extracted copies of the Draft 2024-25 Fees and Charges will be made available at Council operated Childcare Centres.

Notice of the Public Exhibition will be done through Council’s communications channels. Public submissions can be submitted by completing the online feedback submission forms, email, or letters. All submissions received on the draft documents will be individually acknowledged. This will be followed by a response that reflects Council’s established policy or Council’s determination of the particular issue.

Council must consider the matters outlined in all submissions. Depending on the nature and complexity of each submission, Council may choose to amend the documents, or consider a submission but defer changes until a subsequent period. A full report on public submissions will be provided to Council’s Ordinary Meeting held on 24 June 2024.

Following consideration of the information presented at tonight’s meeting, the key dates and next steps are:

Key Dates

Action or Requirement

6 May – 2 June 2024

Public Exhibition of Draft 2024-25 Operational Plan and Draft 2024-25 Fees & Charges

24 June 2024

Report to Ordinary Meeting:

· Adoption of the 2024-25 Operational Plan and the 2024-25 Fees and Charges

· Making of 2024-25 Rates and Charges

Conclusion

The Draft 2024-25 Operational Plan and Draft 2024-25 Fees & Charges have been developed to reflect the priorities and direction established through engagement with Councillors and our community. The documents reflect Council’s commitment to effective service delivery and fiscal responsibility whilst managing growth in step with the community’s outcomes for the City captured in the Community Strategic Plan 2036+.

It is proposed that the Draft 2024-25 Operational Plan and Draft 2024-25 Fees & Charges be placed on public exhibition for community comment. It is recommended that the Council endorse public exhibition of the draft Integrated Planning and Reporting documents as outlined in this report.

RECOMMENDATION

That:

1. The information contained in the report on Public Exhibition of Penrith City Council's Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges be received.

2. In accordance with the Local Government Act 1993 and Local Government (General) Regulation 2005, the Draft 2024-25 Operational Plan and Draft 2024-25 Fees and Charges be placed on Public Exhibition for 28 days commencing on Monday 6 May 2024 and closing on Sunday 2 June 2024 (inclusive).

3. The Public Exhibition arrangements are implemented as detailed in this report, and submissions from the community are invited.

4. Council implements a temporary 75% reduction to the outdoor dining fees for 2024-25.

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