Agenda of Policy Review Committee Meeting

2025 MEETING CALENDAR

January 2025 - December 2025

(proposed to be adopted by Council – 28 April 2025)

TIME

JAN

FEB

MAR

APRIL

MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DEC

Mon

Ordinary Council Meeting

7:00pm

10@

28 -

26 #

30*

25@

22^

27ü

17∞#+

Policy Review Committee

7:00pm

-	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 2024-25 Annual Statements are presented
∞	Meeting at which any comments on the 2024-25 Annual Statements are adopted
+	Meeting at which the Annual Report is presented

- Extraordinary Meetings are held as required.

- Members of the public are invited to observe meetings of the Council (Ordinary and Policy Review Committee, Councillor Briefings are confidential sessions).

Should you wish to address Council, please contact the Head of Governance, Adam Beggs on 4732 7597.

UNCONFIRMED MINUTES

OF THE POLICY REVIEW COMMITTEE MEETING OF PENRITH CITY COUNCIL

HELD REMOTELY USING AUDIO VISUAL LINKS, AUDIO STREAMED

AND IN THE PASSADENA ROOM, PENRITH

ON MONDAY 13 OCTOBER 2025 AT 7:00 PM

WEBCASTING STATEMENT

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

PRESENT – IN PERSON

His Worship the Mayor, Councillor Todd Carney, Deputy Mayor, Councillor Garion Thain and Councillors Libby Austin, Kirstie Boerst, Robin Cook, Sue Day, Ross Fowler OAM, Glenn Gardiner, Sabbie Kaur, Hollie McLean, Edwin Mifsud, Reece Nuttall, Vanessa Pollak and Faithe Skinner.

PRESENT – ATTENDED REMOTELY

Councillor John Thain.

APOLOGIES

There were no apologies.

CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 11 August 2025

17 RESOLVED on the MOTION of Councillor Sabbie Kaur seconded Councillor Hollie McLean that the minutes of the Policy Review Committee Meeting of 11 August 2025 be confirmed.

DECLARATIONS OF INTEREST

Councillor Reece Nuttall declared a Non-Pecuniary Conflict of Interest – Significant in Item 2 - Penrith CBD Corporation - 2024-25 Annual Report and Audited Financial Statements, as he is on the Penrith CBD Centre Board as Council’s Representative. Councillor Reece Nuttall stated that he would leave the meeting during consideration of this item and would not take part in voting or discussion on this item.

Councillor Garion Thain declared a Non-Pecuniary Conflict of Interest – Significant in Item 1 - St Marys Town Centre Corporation - 2024-25 Annual Report and Audited Financial Statement, as he is on the St Marys Town Centre Board as Council’s Representative. Councillor Garion Thain stated that he would leave the meeting during consideration of this item and would not take part in voting or discussion on this item.

Councillor Faithe Skinner declared a Pecuniary Conflict of Interest in Item 2 - Penrith CBD Corporation - 2024-25 Annual Report and Audited Financial Statements, as her business is a member of the CBD Corporation. Councillor Faithe Skinner stated that she would leave the meeting during consideration of this item and would not take part in voting or discussion on this item.

Councillor Ross Fowler OAM declared a Pecuniary Conflict of Interest in Item 2 - Penrith CBD Corporation - 2024-25 Annual Report and Audited Financial Statements, as he is the auditor for Penrith CBD Corporation. Councillor Ross Fowler OAM stated that he would leave the meeting during consideration of this item and would not take part in voting or discussion on this item.

Having previously declared a Non-Pecuniary Conflict of Interest – Significant in Item 1, Councillor Garion Thain left the meeting, the time being 7:03pm.

DELIVERY PROGRAM REPORTS

Strategic Direction 3 - Shape our growing city

1 St Marys Town Centre Corporation - 2024-25 Annual Report and Audited Financial Statement

18 RESOLVED on the MOTION of Councillor Sue Day seconded Councillor Ross Fowler OAM that the information contained in the report on St Marys Town Centre Corporation - 2024-25 Annual Report and Audited Financial Statements be received.

Councillor Garion Thain returned to the meeting, the time being 7:20pm.

Having previously declared a Non-Pecuniary Conflict of Interest – Significant in Item 2, Councillor Reece Nuttall left the meeting, the time being 7:20pm.

Having previously declared a Pecuniary Conflict of Interest in Item 2, Councillors Ross Fowler OAM and Faithe Skinner left the meeting, the time being 7:20pm.

2 Penrith CBD Corporation - 2024-25 Annual Report and Audited Financial Statements

19 RESOLVED on the MOTION of Councillor Hollie McLean seconded Councillor Sue Day that the information contained in the report on Penrith CBD Corporation - 2024-25 Annual Report and Audited Financial Statements be received.

Councillors Reece Nuttall, Ross Fowler OAM and Faithe Skinner returned to the meeting, the time being 7:36pm.

URGENT BUSINESS

There was no Urgent Business.

There being no further business the Chairperson declared the meeting closed the time being 7:36pm.

Policy Review Committee Meeting 1 December 2025

PP&VA Annual Report 2024-25 and update

Compiled by: Tiffany LeeShoy, Senior Cultural Strategy Officer

Marcella Kelshaw, Head of City Activation, Community and Place

Neil Farquharson, Chief Financial Officer

Authorised by: Sandy Davies, Director Community Connection

Matthew Bullivant, Director Corporate Services

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

Executive Summary

This report provides an overview of the activities and performance of Penrith Performing and Visual Arts Ltd (PP&VA) for the period 2024-25, as presented in the 19th Annual General Meeting (AGM) papers. Key documents include the Annual Report with audited financial statements and key performance indicators (Attachment 1).

Following the company’s 2023-24 review and restructure, the period 2024-25 has been one of consolidation, but also of record-breaking attendances, artistic achievement and increased involvement in Council festivals and events, to connect with new audiences.

This report recommends that Council receive the information on the PP&VA Annual Report and Audited Financial Statements for 2024-25 and that Council agree to underwrite the operations of Penrith Performing and Visual Arts Ltd up to the presentation of their 2027-28 Annual Report.

The PP&VA Chief Executive Officer (CEO) Ms Krissie Scudds will present on the activities and highlights of the Annual Report for Financial Year 2024-25 and Audited Financial Statements at this meeting.

Background

Penrith Performing & Visual Arts (PP&VA) was formed in 2006 after the amalgamation of Joan Sutherland Performing Arts Centre and Penrith Regional Gallery and The Lewers Bequest. Through the management and operation of these two Council-owned assets, and with expertise in visual arts, theatre and music, PP&VA is Penrith’s preeminent centre for creative practice, creative participation, artist and audience development. The Joan further supports the development, production and presentation of local performing arts and music through Q Theatre and Penrith Conservatorium of Music.

PP&VA is a public company limited by guarantee and a separate legal entity from Penrith City Council. The objectives and operations of the PP&VA are managed by a Board of Directors in accordance with the endorsed Constitution of the PP&VA. The PP&VA Board appoints a Chief Executive Officer to manage day to day operations.

The Board of the PP&VA consists of 10 Directors in total, 4 Directors that represent Council including the General Manager or their nominee. The 6 remaining Directors are community members. To provide continuity on the Board, half the Community Directors are appointed for 2 years and half for 4 years.

During 2023-24, PP&VA undertook an organisational review which included its structure and strategic goals to balance the company’s long term financial sustainability with artistic integrity and community relevance. Council enabled this process providing $440k to PP&VA to meet operational costs and $351k for the Restructure Plan, in addition to their annual subsidy that year of $2.396m. Without this support, PP&VA was facing insolvency.

The restructure reduced the size of the company’s operational core and, at the same time, PP&VA has increased self-generated revenue and diversified income streams including philanthropy. They have changed their performing arts programming model from self-presented work to a commercial hire model. This significantly reduces risk, guarantees a level of income and ensures that costs associated with presentation are recovered.

Current Situation

Financial Performance

At the start of the year, PP&VA was forecasting a modest deficit driven by unforeseen costs including workers compensation adjustments, the loss of café rental income, and legal expenses related to its constitutional reforms. Instead, PP&VA closed the year with a surplus of $212,000. This turnaround reflects both careful management and the resourcefulness of its teams.

PP&VA grew its earned income by 26%. Venue hire revenue exceeded budget by 13% or $112k, a 30% increase on 2023/24. Growth has come from community hiring with 53% of the increase being cultural performances from the Sri Lankan and Indian communities – from $17k last year to $56k.

Sold-out performances of Wharf Revue, Whitlams and Sydney Comedy Festival brought in ticketing income to 26% or $87k above budget. Donations and sponsorships increased by 32%, or $43k on the previous year, despite having no dedicated development role — demonstrating the goodwill being cultivated and the value of PP&VA to the community.

Tuition and workshop income was also up by 21% or $67k, the result of pricing increases, higher enrolments and expanded adult workshop programs. Ticketing fee revenue increased in line with additional ticket sales.

Artistic & Community Impact

The breadth and quality of PP&VA’s programming has resulted in sold out shows, record-breaking attendances, media coverage and new audiences:

· The Joan is beginning to claim its place as a hub for contemporary music, hosting The Whitlams to a sold-out Concert Hall and launching the Sounds Fresh series in the Borland Sound Lounge. Relationships built as a result of this activity have led to greater awareness and likelihood of commercial promoters and agents considering The Joan for their performers. A partnership with the Sydney Comedy Festival transformed The Joan into a major comedy venue, with 20 shows drawing almost 5,000 people — 70% of them new audiences. Theatre returned strongly too, with Orwell’s 1984, presented by the award-winning Shake & Stir Theatre Company selling out.

“We had a beautiful time for our first time visiting the Joan. A lovely venue and very helpful welcoming staff.” – audience member, The Whitlams

· Lewers: Penrith Regional Gallery has gone from strength to strength. Blak Douglas: The Halfway Line drew 34,000 visitors and national media attention – including front page Sydney Morning Herald coverage - cementing the Gallery’s reputation. This surpassed the successful group show Spot the Difference, which also increased audiences, bringing in over 29,000 people and attracting new community audiences, many of them first-time visitors, including Ivan Cleary. The Gallery has been named a host venue for the 2026 Biennale of Sydney — a milestone for Penrith and for Western Sydney.

"I didn’t think that I would ever go to a gallery, let alone be included in an exhibition here at Penrith. This means a lot to me, my family and my community.” - Osselan Tupai Scanlan, artist – Spot the Difference.

· Q Theatre and Penrith Conservatorium expanded their reach, with Studio Q enrolments rising, the Conservatorium recording over 15,000 lessons, and Conservatorium concerts like Carnival of the Animals and A Night at the Theatre breaking box office records. New masterclasses, workshops and Open Studio programs gave young people and families a window into the creative process and showed the power of participation to transform lives. Ongoing collaborations with partners including Penrith Symphony Orchestra, Australian Haydn Ensemble and Australian Chamber Orchestra continue to build.

· Q Theatre partnered with Penrith City Council to deliver Winter Solstice Festival workshops to 64 young people in City Park, worked with seven First Nations artists between April and June 2025, and delivered popular Masterclasses featuring industry professionals including Dean Dreiberg, resident Director, Hamilton.

“Opportunities to work with someone like Dean doesn't happen to people like me. I still can't believe I got to spend the day working with him – Thanks, Q Theatre.” – Masterclass participant.

Organisational Strengthening

PP&VA finalised the restructure, welcomed new executive leadership in programming and marketing, and embedded robust financial modelling across the organisation.

New websites were launched for The Joan, the Conservatorium and the Gallery, an important step in modernising their digital presence. Behind the scenes, the collections team conducted a major audit of more than 3,000 works, building capacity to share the collection more widely in years to come.

PP&VA also achieved constitutional change, enabling them to progress toward registration as a charity with the Australian Charity and Not-for-profit Commission (ACNC), an important milestone in building future sustainability.

Key Performance Indicators

A new Strategic Plan and set of 39 KPIs was adopted in December 2024. Therefore, some of the identified activities and data collection have been running for six months rather than the full year.

Even at the mid-year mark, PP&VA have achieved or exceeded 27 KPIs (69%). Among the highlights:

· PP&VA is a vital employer of artists, having employed 246 artists at mid-year, exceeding its target of 200. With a focus on local artists, PP&VA commissioned new work at the Gallery, The Con and Q Theatre and presented emerging and mid-career local artists on stage at The Joan at Sounds Fresh and Sydney Comedy Festival.

· Actively engaging artists that reflect our community, PP&VA exceeded their targets for employing First Nations, Culturally and Linguistically Diverse (CALD), young, female and artists with lived experience of disability.

· The Gallery, the Con and Q Theatre all delivered tailored professional practice pathways for artists and have already exceeded the number of learning sessions offered across visual arts, music and drama.

Refer to Attachment 1 for the full KPI report.

Priorities for 2025-26

In 2025-26 PP&VA will consolidate and focus on these priority areas:

· Work Health and Safety - including theatre safety, which relates to asset assessment, maintenance and renewal.

· Assets - including technical equipment which is nearing end-of-life, facilities, heritage assets and future planning. More information below.

· Human Resources - including policies and procedures, position descriptions and workplace culture.

These vital pieces of work will require an investment of time and resources and external expertise to support a safe and sustainable future for PP&VA.

Financial implications

The Financial Statements of Penrith Performing & Visual Arts Ltd have been independently audited by Kelly Partners for the 2024-25 financial year ending 30th June 2025.

Penrith Performing & Visual Arts Ltd reported a net surplus for the 2024-25 Financial Year of $211,786 in their Financial Statements. This is an increase of $196,788 from their reported 2023-24 surplus of $14,998.

Penrith Performing & Visual Arts Ltd Operating Income decreased by 12% from $6,004,790 to $5,272,793. This is driven by Grants and Subsidies decreasing by 31% from $4,021,833 in 2024 to $2,772,072 in 2025. Total Expenses also decreased by 16% from $5,989,792 to $5,061,007. This is predominantly driven by Employee Benefits decreasing by 17% from $4,377,122 in 2024 to $3,618,275 in 2025.

The Council subsidy for 2024-25 was $2,502,940 (paid over two instalments $1,251,470 in July 2024 and $1,251,470 in January 2025). The Council subsidy for 2023-24 was $3,186,900. In 2023-24, the original Council subsidy was only $2,395,900. The unfavourable difference between 2024-25 and 2023-24 is a net decrease of $683,960 made up of the standard annual indexation increase in subsidy of $107,040 and the one-off restructuring support provided to PP&VA in 2023-24 of $791,000. The $791,000 was an additional Council Grant in support of a PP&VA organisational restructure, as approved at the February 2024 Ordinary Meeting of the Council.

This is exclusive of indirect subsidies by Council, such as costs incurred from IT support, Finance support, People and Culture support, Legal support and maintenance of building and premises.

The Statement of Cash Flows shows that Penrith Performing & Visual Arts Ltd has a cash at bank balance of $1,726,350 as at 30 June 2025. A decrease of $169,321 from $1,895,671 as at 30 June 2024.

It is noted that in the Council report on 17 February 2025 that Council resolved to underwrite the year of 2024-25. This report recommends that Council continue to underwrite the operations of the PP&VA up to the presentation of their 2027-28 Annual Report.

Refer to Attachment 2 for the full Financial Report for year ended 30 June 2025.

Conclusion

Penrith Performing and Visual Arts Ltd (PP&VA) has submitted its Annual Report and audited financial statements for the year ending 30 June 2025. This report has provided an overview and commentary on the documents as presented in the 19th Annual General Meeting (AGM) papers.

PP&VA has demonstrated that following the company’s 2023-24 review and restructure, the period 2024-25 has been one of consolidation, but also of record-breaking attendances, artistic achievement and increased involvement in Council festivals and events to connect with new audiences.

This report recommends that Council continue to underwrite the operations of the PP&VA up to the presentation of their 2027-28 Annual Report.

RECOMMENDATION

That:

1. The information contained in the report on PP&VA Annual Report 2024-25 and update be received.

2. Council continues to underwrite the operations of Penrith Performing and Visual Arts Ltd up to the presentation of their 2027-28 Annual Report.

ATTACHMENTS/APPENDICES

1. ⇩	PP&VA 19th AGM October 2025 (with KPI report)	23 Pages	Attachments Included
2. ⇩	PP&VA Financial Report 2024-25	29 Pages	Attachments Included

Policy Review Committee Meeting 1 December 2025

Children's Services Cooperative

Compiled by: Jade Bradbury, Head of Children's Services

Authorised by: Stephen Britten, Director Business Operations

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

This report provides information on Penrith City Council’s Children’s Services, which is managed by the Penrith City Children’s Services Cooperative Ltd (PCCSC), for the period July 2024 to June 2025. This report includes information on the financial operations of the services managed by the Cooperative. This report recommends that the information be received, and that Council underwrite the operations of the PCCSC until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for 2025-26.

Background

The PCCSC became effective on 1 January 2003 and was created to manage several Children’s Services on Council’s behalf including long day care, preschool, before and after school care and vacation care. The Board won the tender to run Somerset Cottage Early Childhood Education and Care in June 2023 and commenced Allied Health services in July 2024.

The structure of the Cooperative is a Board of 11 Directors including Parent Representatives, three Councillors, a Staff Representative, Community Representatives and a Representative of the General Manager. The Board meets on a bi-monthly basis and operates under Council’s delegation. The Board looks at broad policy matters, sets the direction for Children’s Services and makes major decisions about service provision. Parent advisory committees which are elected annually at each site, provide valuable input into the operational aspects of individual services.

On Council’s behalf, the Board manages 52 services in 26 facilities including 19 long day care centres, 6 preschools, 20 before and after school care services, 7 vacation care services. In July 2024, the Board also expanded its service provision to Allied Health services with the employment of two Speech Therapists and one Occupational Therapist and recently took on the Mobile Playvan service. The Board manages services that support and care for approximately 4,000 children per week with ages ranging from 0-12 years. Approximately 579 educators are employed in centre-based delivery including permanent, temporary and casual employees.

Children’s Services has a broad strategy in Council’s Delivery Program to deliver high quality children’s services. Linked to this strategy are the five major pillars in the Board’s Strategic Plan:

- Collaborative Relationships

- Enhance Safety and Wellbeing

- Thriving Workforce

- Operational Excellence and Innovation

- Educational Excellence.

It is pleasing that several key primary actions within these pillars have been implemented during the period of review. A snapshot of activities is highlighted in this report.

The Children’s Services Program

The Children’s Services program is focused on delivering high quality children’s services that are affordable, accessible and viable. Utilisation of services drives income and therefore is a key performance indicator. For the cumulative period of July 2024 to June 2025, of the five components of Children’s Services managed by the Board, three achieved or exceeded projected utilisation targets. Before and After School Care tracked below year-to-date utilisation targets but improved on the 23/24 financial period. Our Long Day Care and Preschool services recorded their highest enrolments in January 2025 since 2014.

Building and Playground Upgrades

Over the past 12 months, Children’s Services has remained committed to enhancing its facilities to better support the evolving needs of children and families across the Local Government Area (LGA). As our services continue to grow and mature, we have prioritised strategic upgrades that foster safe, engaging, and purpose-built environments.

In the 2024–2025 financial year, a total of $1,862,254.10 was invested in building and playground improvements. This capital investment was supported through key initiatives, including the City Presentation Maintenance Program and the Asset Building Renewal Project.

Significant building upgrades were completed at The Emu Plains Kids Place and Kindana Children’s Centre, resulting in modern, welcoming spaces that reflect our commitment to high-quality service delivery. These improvements have been well received by families, who have praised the enhanced visual appeal of the centres. Staff have also reported increased motivation and pride in working within the upgraded environments.

Playground enhancements were undertaken at Werrington County and Kindana Children’s Centres, featuring:

• Installation of synthetic grass play areas

• Construction of retaining walls and drainage systems to manage water runoff

• Development of garden spaces designed to promote exploration and learning

These upgrades contribute to the creation of vibrant, inclusive spaces that support children’s development and wellbeing.

Enrolment Of Aboriginal and Torres Strait Islander Children

For the 2024-2025 reporting period, enrolments of Aboriginal and Torres Strait Islander children decreased by 5% from 481 in the previous year to 457 children. This reduction is notable, however it must be interpreted with caution. Current data relies heavily on voluntary self-identification by families at the point of enrolment. National evidence consistently shows that a significant proportion of Aboriginal and Torres Strait Islander families choose not to disclose their cultural identity in early childhood education and care settings due to privacy concerns, mistrust or fear of discrimination.

Enrolment of children with disabilities

Support to improve access for children with ongoing high support needs has been provided by the Commonwealth funded Inclusion Development Fund (IDF) and through the State Government Preschool Disability Inclusion Program. These programs build the capacity of services to include children with ongoing high support needs into mainstream services. Inclusion Development Funding enables services to engage an additional staff member but there is still a shortfall in the funding received and the cost of employing additional staff which needs to be met by services. During the past year, the services managed by the Cooperative supported over 283 children on an Inclusion Support Plan.

Children and parenting support services (CAPPS)

In 2024-2025, the CAPSS program supported 670 children, parents, and educators through a range of initiatives, including educator mentoring, child-focused programs, evidence-based parenting courses, and supported playgroups.

Parenting Programs Three evidence-based programs — Parent-Child Mother Goose, Tuning in to Kids, and Circle of Security — were each delivered twice, engaging 44 parents and their children.

Drumbeat Program Delivered to 50 children across Kingswood Park Public School, Arthur Neave Memorial Hall, and OSHC services at Regentville and Erskine Park, this program focused on emotional regulation and social connection through rhythm-based learning.

Correctional Centre Partnership A new parenting group and supported playgroup were launched at Jacaranda Cottages, Emu Plains Correctional Centre, in partnership with Gateway Family Services. Thirteen incarcerated mothers participated in the Circle of Security program, with strong engagement and positive feedback from both participants and Corrections staff.

CURRICULUM IMPLEMENTATION

Outcomes from Assessment and Rating

Fourteen services have been assessed during the period 2024-2025 in the new five-day notice process. Six services experienced partial assessment with eight experiencing full assessment. Pleasingly, six services have been rated Exceeds, four rated Meets Expectations, and four are awaiting their final report.

Vision Statements

All 52 services have now finalised their vision statement which outlines each service point of difference in the market for families. These vision statements are now being finalised into a booklet which will be displayed and available in services for families to view.

Professional Learning

The Early Childhood Australia professional learning package continues to be available, providing a high-quality training resource for our educators. Eighteen new modules have recently been integrated into the offering, equipping staff with evidence-based practices and innovative teaching strategies to further enhance their professional toolkit. Since July 2024, 506 modules have been completed by educators.

Training has been rolled out in targeted ways to support services with challenges. Children’s Services’ Inclusion Support Specialist has met and supported individual children’s needs and has directed services to complete behaviour and brain development modules. Two hundred and fifty-four sessions have been completed in behaviour and dysregulation.

Governance and risk

In June 2025, Council’s Audit, Review and Improvement Committee (ARIC) met to review the Quarterly ARIC paper. The Children’s Services Cooperative Report provided an update on the operations addressing the Management Agreement, Mid-Term Review, audit outcomes, financial and operational outcomes that guides and directs the functions of Children’s Services at Penrith City Council. The ARIC Committee accepted the report on 11 June 2025.

Staff Development Initiatives

Over the course of 2025, thirteen Outside School Hours Care (OSHC) Leaders have actively participated in a comprehensive leadership capability development program. This initiative is designed to cultivate both the critical soft skills and the practical leadership competencies necessary for effective service management. Through a series of targeted sessions, participants have explored key behaviours essential to strong leadership, with a particular emphasis on communication, team motivation, and decision-making.

A total of 12 CPR training sessions were conducted, resulting in 220 Responsible Person roles completing annual recertification. This ongoing commitment ensures that each shift maintains compliance with regulatory requirements and the National Quality Standards, with all staff holding current CPR qualifications.

Children’s Services Business Approach

The Penrith City Council Children’s Services Cooperative Board conducted a mid-term review in the last 12 months to consider its long-term viability and service offerings into the future. An issues paper was developed to consider the Children’s Services footprint in the Local Government Area. Several recommendations were endorsed which establishes a pathway for Children’s Services into the future. Children’s Services also started work on updating the Children’s Services Management Agreement with Council which outlines the responsibilities of the Cooperative and Council into the future.

A key strategic outcome to improve efficiency over the last 12 months was the review of manual documentation in our services. Over 45 checklists, templates and forms are completed weekly by staff, which is time-consuming and arduous. An online electronic solution has been implemented to consolidate these forms and reduce the handling time taken to complete and then upload onto the InfoStore recordkeeping system. This online system will also allow staff more time to provide quality care for children.

Allied Health has continued to support families in the local area with access to Speech Pathology and Occupational Therapy through Medicare, private and NDIS packages. Since its introduction, Allied Health has grown quickly with three specialists now supporting over 50 families a week. Plans are currently underway to expand into Behavioural Science and Music Therapy.

Following 18 months of careful consideration, research, and valuable input from families and staff, the Children’s Services rebrand is ready to be launched. The implementation phase is close to completion, with the Children’s Services team collaborating closely with the design team to develop cohesive brand assets, including uniforms, building signage, website enhancements, and social media updates. The Brand Launch occurred on 19 November 2025, which encompassed the rollout of new uniforms for all staff, updated building signage, website enhancements, and service-related events.

State And Federal Funding Opportunities 2024/2025

Health and Development Participation Grant

Children’s Services received $171,600 through the Health and Development Participation Grant for 2025. The grant supports Council’s Long Day Care and Preschool services to work in partnership with Nepean Local Health District to roll out the four-year-old Health and Development checks. The services also worked with the Allied Health team to deliver cohort-wide programs and to purchase resources to support and enhance children’s development.

National Applied Trial of the Preschool Outcomes Measure

Children’s Services was successful in six Expressions of Interest to participate in the National Applied Trial of the Preschool Outcomes Measure (NAT). The NAT Program is a one-off New South Wales Department of Education funded initiative to trial a prototype of the national formative assessment tool (National Tool) in Early Childhood Education and Care (ECEC) settings between June and September 2025.

The Department of Education is working with the Australian Council for Educational Research (ACER) to jointly administer this trial. ACER will use feedback from the trial to inform the final design of the National Tool, which will be completed by 2026. The following services participating in the NAT Program received $14,000:

• Carita Children’s Centre

• Jamisontown Children’s Centre

• Koala Corner Children’s Centre

• Platypus Playground Children’s Centre

• Tandara Children’s Centre

• Yoorami Children’s Centre

Start Strong Long Day Care and Preschool services accessed and received Start Strong funding through the NSW Department of Education. The program provides fee relief and program funding.

Long Day Care Services In 2025, families in Long Day Care services could access up to $2,174 in fee relief in addition to Child Care Subsidy for eligible children aged four and above and up to $515 a year for children aged three. Services received program funding amounts between $514 - $1,583 per child based on equity loading and hours enrolled.

Preschool services in 2025 families in Preschool services could access up to $4,347 in fee relief a year for eligible three- to five-year-old children. Services received program funding between $2,970 - $8,193 per child based on age, equity status and Socio-Economic Index for Areas (SEIFA) decile of service.

Professional Development Grant Children’s Services received $107,958.59 through the professional development program to support one day of professional development for 377 educators. This funding supported mandatory training such as first aid / CPR and recommended training including curriculum development and conference attendance.

Flexible Initiative’s Trial Round 2 Children’s Services was successful in receiving $222,707.33 through the Flexible Initiatives Trial (FIT). The funding provided by the NSW State Government is to create an additional 15 approved places at Glenmore Park Child and Family Centre over a 12-month period. The grant is funded through the Childcare and Economic Opportunity Fund.

Worker Retention Payment Penrith City Council applied to the Federal Government’s Worker Retention Allowance Program on behalf of 561 eligible employees. This initiative provides a retention payment to staff over a two-year period.

Financial Results

The services managed by the Cooperative reported an operating surplus from ordinary activities of $307,000 for the 2024-25 year. This surplus result is after a contribution from Council of $200,000 as well as transfers to operational reserves of $765,000 for future projects. These operational reserves include provision for playground and building upgrades, bus replacement, centre equipment, advertising and marketing, as well as ‘value add’ programs such as music and art.

Income derived from the provision of childcare, as represented by Child Care Fees and Child Care Subsidy (CCS) was $31.0M which is an increase of 9.60% compared to the previous year income. Grant funding of $9.8M was provided by both the State and Federal Government which is an increase of 9.69% compared to previous year.

Employee Costs for 2024-25 were $36.9M which is an increase of 12.19% compared to the previous year. Reflective of the service industry within which the Cooperative operates, employee costs account for the largest category of expenditure and comprise 91.79% of the total cost and 89.58% of the total income of the Cooperative’s operations.

Expenditure on materials, contracts and other expenses were $3.3M (2023 $3.5M), which is a decrease of 6.48% upon last year’s result.

Conclusion

The 2024-2025 reporting period for Penrith City Council’s Children’s Services, managed by the Penrith City Children’s Services Cooperative Ltd (PCCSC), demonstrates a robust commitment to delivering high-quality, accessible, and innovative children’s services across the Local Government Area. The Cooperative has made significant strides in achieving its strategic objectives, as outlined in its five-pillar Strategic Plan, with notable progress in facility upgrades, curriculum implementation, and professional development. The investment of over $1.86 million in building and playground enhancements has created vibrant, inclusive environments that support children’s wellbeing and development, while the introduction of Allied Health services and the enduring Mobile Playvan service reflects the Cooperative’s adaptability to community needs. Despite a slight decline in Aboriginal and Torres Strait Islander enrolments, the Cooperative’s focus on inclusion, supported by Commonwealth and State funding, has enabled meaningful support for 283 children with high support needs. The financial performance, with an operating surplus of $307,000 and increased income from childcare fees and grants, underscores the Cooperative’s operational resilience, though rising employee costs highlight the need for ongoing financial oversight.

Looking forward, the Cooperative’s proactive approach to governance, rebranding, and digital transformation positions it well for long-term sustainability. The midterm review and draft Management Agreement with Council provides a clear pathway for future growth, while initiatives such as the electronic documentation system demonstrate a commitment to operational efficiency. The successful acquisition of $9.8 million in grant funding and participation in innovative programs like the National Applied Trial of the Preschool Outcomes Measure further enhance the Cooperative’s capacity to deliver impactful services.

To maintain this momentum, it is recommended that Council continue to underwrite the Cooperative’s operations until the 2025-26 Annual Report is presented, ensuring financial stability and supporting ongoing improvements. The Cooperative’s dedication to fostering collaborative relationships, enhancing safety and wellbeing, and promoting educational excellence ensures that it remains a vital pillar of support for the Penrith community’s children and families.

RECOMMENDATION

That:

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

2. Council underwrites the operations of the Penrith City Council Children's Services Cooperative Ltd until the presentation to Council of the Penrith City Children’s Services Cooperative Ltd Annual Report for 2025-26.

ATTACHMENTS/APPENDICES

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