COMMUNITY ENGAGEMENT STRATEGY STRATEGIC PLANNING FRAMEWORK DRAFT COMMUNITY PLAN community plan Delivery Program 2013-17 (incluDing oPerational Plan 2013-14) The Community Plan The Community Plan identifies our community’s long term aspirations for the City. It looks beyond the next ten years, setting out long term community outcomes and the strategies to get us there. Achieving these outcomes will require strong leadership from Council, working with our partners, to grow our Regional City into the future. The Delivery Program including the Operational Plan The Delivery Program is Council’s 4 year work program that helps implement the Community Plan. The Delivery Program (which now includes the 1 year Operational Plan) sets out the services, service activities and specific actions Council will deliver each year, and the annual budget. The Community Engagement Strategy The Community Engagement Strategy explains how Council engaged with our community and partners to develop the Community Plan. In 20132014, the Strategy will be amended to outline Council’s proposed program of regular engagement with our community about the City’s future. COMMUNITY ENGAGEMENT STRATEGY DRAFT RESOURCING STRATEGY The Resourcing Strategy The Resourcing Strategy details Council’s capacity to manage assets and deliver services over the next ten years. It has three key sections which show how Council will effectively manage its finances, workforce and assets. RESOURCING STRATEGY The City Strategy CITY STRATEGY The City Strategy seeks to help build a sustainable future for the City and our community, by examining the key issues facing us over the next 10-20 years and outlining how Council will respond. The City Strategy includes issues that are not within Council’s direct control. The issues and policy responses in the City Strategy inform the Community Plan and Council’s 4 year Delivery Program. Adopted 21 June 2010 Amendment No.1 11 April 2011 Council reports regularly on our activities and spending. We report quarterly on the budget and six monthly on our progress on the activities and tasks in the 4 year Delivery Program. The Annual Report summarises our progress and financial position each year. The End of Term Report is prepared once every 4 years on behalf of the outgoing Council, and outlines our achievements and challenges over the Councillors term in office. END OF TERM REPORT 2012 1 Contents Introduction.............................................................................................................................. 2 What guides Penrith City Councils community engagement?............................ 3 What is community engagement?...........................................................................................3 Why is community engagement important?........................................................................3 Who are our communities?.........................................................................................................3 Social justice.....................................................................................................................................4 Our community engagement values ......................................................................................4 What level of engagement?........................................................................................................5 Engagement opportunities................................................................................................ 6 Appendix A: Review of the Community Strategic Plan Engagement Program 2012-13.......................................................................................... 8 Background.......................................................................................................................................9 Introduction.....................................................................................................................................10 Survey and flyer.............................................................................................................................. 11 Listening posts............................................................................................................................... 12 Specific group engagement..................................................................................................... 13 Councillor workshops.................................................................................................................20 City partners forum...................................................................................................................... 21 Outcomes of the Engagement Program............................................................................. 22 Contact us............................................................................................................................... 23 Interpreter assistance.........................................................................................................24 Resident Focus Group engagement 1 Introduction Thank you for your interest in working with Penrith City Council, to help us make sure our decisions, plans and actions reflect the experiences, priorities, needs and aspirations of our diverse communities. We have developed this Community Engagement Strategy to ensure regular and ongoing opportunities for you to have a say in planning for the City’s future. Council has developed a strategic framework that reinforces our commitment to a sustainable future for our City and its communities. We have an integrated suite of documents, the result of extensive community consultation, that outline the actions Council and our key partners will need to take over time to achieve our shared vision for the future. Many residents have already participated in a range of sessions and surveys, contributing ideas and helping us identify what you want us to focus on in planning for our City. This valuable community input is clearly reflected in the Community Plan – Penrith City’s ‘big picture’ plan for the next 20 years or so. Listening Post at Seniors Week concert Penrith 2 What guides Penrith City Council’s community engagement? What is community engagement? Community engagement, or public participation, is defined by the International Association of Public Participation (IAP2) as any process that involves the public in problem solving or decision making and uses public input to make better decisions. This includes decisions that directly impact upon living, working, playing, studying, using services and doing business in the City. Community engagement is a dynamic process that covers a wide range of activities including consultation, education, communication and relationship building. Why is community engagement important? Effective community engagement is good democracy, good business and good management. It benefits Council and the community in many ways, by: • increased community awareness about Council’s services and activities • increased Council’s understanding of the diverse experiences, needs and priorities of our local communities, so we can deliver more efficient and effective services • allowing exploration of a wider range of solutions and possibilities • fostering effective communication and positive relationships • providing early warning of emerging issues, allowing them to be dealt with proactively, and • Reduces costs and timelines by identifying and resolving issues early. Council has always been committed to involving our residents and stakeholders in decisions about our City. We value the diversity of skills, views and expertise in our communities. We seek opportunities to gather a broad range of perspectives to help us make better informed decisions about policy directions and service delivery that directly affect our communities. Who are our community? Council defines our communities as any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision. There are communities that are connected to places (people who all live in or are otherwise connected to a particular geographical area) and there are communities defined by people sharing a particular experience, interest, or characteristic. Some examples of communities of interest include young people, business and industry groups, gender, faith groups, sports groups, older people, people with disability, Aboriginal and Torres Strait Islander people, cultural and linguistically diverse groups or residents and environmental groups. These communities are referred to as stakeholders. They may be, or perceive that they may be, affected directly or indirectly by the outcome of a decision. Internal stakeholders (individuals who work for or with the decision making organisation) are also part of our communities. Every engagement process is different and each one will engage our communities in the most appropriate ways. Each significant Council project that involves the participation of our communities will detail the relevant stakeholders and the methods of engagement in the project proposal. 3 Maltese Group consultation Social justice Our community engagement values Social justice is about promoting more socially inclusive communities for all people, and in particular for those groups of people most likely to be marginalised or in vulnerable situations, such as Aboriginal and Torres Strait Islander people, children, people from culturally and linguistically diverse backgrounds, people with disabilities, older people, women and young people. Council is committed to the following values when consulting with our communities: Council’s Community Engagement Strategy recognises that everyone should have a fair opportunity to participate in the future of their community. It is based on the social justice principles of equity, access and participation to ensure: • equity in decision making and the distribution of resources • fair access for everyone to the economic resources and services they need to meet their basic needs and to improve their quality of life • better opportunities for everyone for genuine participation and consultation about decisions that affect their lives. 4 • Inclusive participation Council will provide opportunities for all people who are potentially affected by, or interested in, projects or activities to participate. • Commitment Council will identify, understand and work to engage relevant communities. • Build relationships Council will build trust through personal contact and keeping promises. Effective relationships between Council and its communities will be maintained by using a variety of communication channels, as well as respecting stakeholder values and interests, and exploring them to find common ground. • Transparency Council’s community engagement processes will be undertaken in a clear and transparent manner so that our communities understand at the outset what they have the opportunity to influence, and to what degree. • Partnership approach Council and communities’ needs and priorities will be respected in the design and implementation of any community engagement processes. • Feedback Council will inform participants how their input contributed to the decision making process. What level of engagement? Different levels of engagement are appropriate for different activities and issues. The level of engagement that will take place on any given issue will depend on various factors including specific objectives of the project. In some circumstances the time and resources that are available may also play a part in determining the level of engagement. This means there is little scope to achieve the highest level of engagement (empower). Council can establish committees within its decision making framework that include members of our communities and elected Councillors, and these can make recommendations to Council. The International Association of Public Participation (IAP2) describes five levels of community engagement: Level Aim INFORM To provide our communities with balanced, objective information to assist them to understand Council issues, alternatives and decisions CONSULT To obtain our communities’ feedback on issues, analysis, alternatives and decisions being considered by Council INVOLVE To work directly with our communities throughout the process to ensure that community aspirations, concerns and issues are consistently understood and considered COLLABORATE To partner with our communities in each aspect of the decision including the development of alternatives and the identification of a preferred solution EMPOWER To place final decision making in the hands of our communities Source: IAP2 Public Participation Spectrum Blue Emu Children’s Centre art activity There will be other matters where it is important for our communities to be consulted or involved and given an opportunity to give feedback so Council can make a more informed decision. For example, Council will consult on a variety of planning matters and collaborate with the relevant communities in the development of Neighbourhood Actions Plans. In other situations the community may be part of the solution, so engagement will be collaborative, with Council and the community working as partners to address an issue. There are some issues where Council and our communities have no influence, so the appropriate engagement may just be for Council to inform our communities. For example, where there have been changes to legislation Council may simply communicate this. While Council seeks to engage with its communities, we operate under the Local Government Act which means we have certain regulatory responsibilities and powers that we cannot delegate. 5 Engagement opportunities We will use a range of communication channels, including local media, Council’s quarterly Community Newsletter and our website, to let you know about upcoming opportunities to get involved or have your say on particular policies, plans and decisions. Over the past ten years, Council has engaged extensively with the City’s communities, discussing the changing characteristics and predicted future growth of our population, and determining what our communities need now and into the future. Discussions have focused on recreation and culture, as well as health, ageing, youth, transport, employment growth and economic development opportunities in the City (see Table 1 opposite). GenYQ Networking meeting 6 Council has involved our communities in detailed consideration of the City’s assets and opportunities, how our communities are likely to change over time, and what facilities, infrastructure and services are needed in the next 20-25 years. This engagement contributed to our knowledge and understanding of what is important to our communities now and in the future, and has been incorporated into Council’s strategic documents, including the Community Plan. See our website, www.penrithcity.nsw.gov. au for more information about the results of previous community engagement. Inform Consult Involve Collaborate Empower Strategies and studies Adopted Rural Lands Strategy 2003 Managing Existing and Future Urban Growth in Penrith 2003-2005 PLANS (People’s Lifestyle Aspirations and Needs Study) 2003 Penrith Biodiversity Strategy 2004 Recreation and Cultural Facilities Strategy 2004 Established Areas Infrastructure, Facilities and Services Strategy 2004 Werrington Enterprise Living and Learning (WELL) Precinct Strategy 2004 Penrith City Centre Strategy 2006 St Marys Town Centre Strategy 2006 Dwelling Opportunities Analysis 2007 Employment Planning Study & Strategy 2006, 2007 Open Space Action Plan 2007 Riverlink Precinct Plan 2008 Penrith Integrated Transport 2008 and Land Use Strategy (PITLUS) Penrith Regional City Infrastructure (PRCI) 2008 Cultural Development Framework and Action Plan 2008 Transport Summit 2009 Women’s Services Sector Advocacy Strategy 2009 Penrith Inclusion Plan – People with Disability 2009 Planning for an Ageing Community Strategy 2010 Youth Action Plan 2010 Health Strategy 2010 Neighbourhood Action Plans 2008, 2009, 2010 Services for Men Action Plan 2010 Community Strategic Plan 2031 2010 Penrith City Centre Car Parking Strategy 2011 The Future of Penrith - Penrith of the Future 2011 Child Friendly City Strategy 2012 Penrith Accessible Trails Hierarchy Strategy (PATHS) 2012 Review of Community Strategic Plan 2031 2013 Table 1: Summary of Engagement Opportunities 7 Review of the Community Plan Engagement Program 2012-13 Appendix A 8 Background Council has developed a Community Plan that identifies the main priorities and aspirations of our communities. The Community Plan reflects what our communities would like to see in the city as it grows over the next 20 years. Accompanying the Community Plan is the Engagement Strategy which outlines how council will engage with our communities in developing and reviewing the Community Plan. Council adopted a new Community Plan, (Community Strategic Plan 2031) in June 2010. Key themes in the plan are local jobs, training, better public transport, safe roads and pathways, a choice of quality housing, protection of the environment and making sure our City’s river and creeks are healthy. In addition, people want to feel safe and proud of their neighbourhoods. Every four years Council is required to review its Community Plan to ensure it is up to date. It is an opportunity to identify any new or emerging issues and to align with the local government elections. To encourage and provide opportunities for Penrith’s diverse residents, key partners and other stakeholders to express their various needs, Council successfully planned and implemented the following comprehensive Engagement Program. Rainbow Cottage Children’s Centre art activity 9 Introduction Council undertook a program of engagement activities to review the Community Plan. Council was keen to encourage participation from as many people in the City as possible; residents, workers and visitors, representing a variety of age groups, cultural groups, business and community organisations. A key objective of the engagement program was to incorporate the principles of social justice with regard to equity, access and broader community participation, particularly in relation to engaging groups that Council has not actively engaged with in the past. The public participation process involved activities over 12 months, including a survey, forums, focus groups, art activities, vox pops, social media, newspaper articles, submissions and informal chats with Council staff at a number of local shopping centres and events. The different activities were devised to reach and attract feedback from as many people in the community as possible, and from different age groups, cultural backgrounds and the diverse neighbourhoods that make up our City. Council created an environment where the public felt confident and able to express their thoughts, knowing their opinion was valued and that they were being heard. To achieve these project objectives, Council’s communications promoting the community engagement championed the importance of residents being involved in setting the directions of the City, now and in the future. Council’s communication reiterated what residents had said previously and what actions Council implemented as a result to show our communities (rather than simply telling them) that their feedback was valued and meaningful in determining Council’s priorities. The program of engagement activities below is specific to the review of the Community Strategic Plan 2031 which occurred during 2012. A comprehensive engagement process was vital to ensure we prepared a plan that truly represents what our communities would like to see happen in the years ahead. The information gathered is being used to prepare the next Community Plan and will provide direction to the new Council as it prepares the Delivery Program for 2013 to 2017. The engagement program had 5 key stages: STAGE 1 A City-wide survey mailed to all residents of the LGA as well as being available on Council’s website. Surveys were also completed at listening posts held at a number of local shopping centres as well as events such as the Seniors Week Concerts. STAGE 2 Focused consultation with targeted priority groups such as children, young people, seniors, Culturally and Linguistically Diverse (CALD) communities, people with disabilities and Aboriginal communities. STAGE 3 STAGE 4 Forums with community and business groups STAGE 5 Councillor workshop, Key Partners Forum and public exhibition of the draft Community Plan and strategic planning documents Resident Focus Group and Resident On-line Forum Details of the engagement methods and program for reviewing the current Strategic Plan follow. 10 Survey and flyer A survey and flyer was sent to all residents and ratepayers in the City (approximately 75,000 households) inviting them to participate in local engagement activities. Residents were also able to fill in the survey online on Council’s website. The flyer listed dates of key events and listening posts. The flyer also provides examples of what Council had done over the last four years in responding to what our communities told us was important to them. The questions in the City-wide survey were built around the themes in the current Strategic Plan. The following questions were used across the majority of engagements forums. 1. What would improve your lifestyle? 2. For a greener city, what should we do? 3. For a more liveable city, what needs to improve? 4. For more vibrant, safe and healthy neighbourhoods, what should we do? 5. What should the council plan for in the future? 6. If the council only focused on one thing over the next 5 years, what should it be? 7. What would make you want to stay in the Penrith area for the next 20 years? 8. What do you feel is the biggest challenge facing the Penrith community in the next 20 years? The City-wide survey also provided the opportunity for each person to nominate if they would like to be involved in a focus group. The City-wide survey was used at listening posts and major events. It was also available on Council’s website for the entire engagement process. A dedicated email address ([email protected]) was also set up on the website for questions and submissions. Over 4,600 residents or visitors in the City completed the survey. Listening Post at High Street Penrith 11 Listening posts Council staff travelled to various locations across the City to seek feedback on what our communities liked about being in Penrith, and wanted for its future. The listening posts were advertised through local newspapers, Councils website and Community Newsletter, social media and succeeded in engaging with more than 400 residents or visitors. The City-wide survey detailed above formed the basis of questions asked by staff at each listening post and event/festival. Staff used ipads to survey people and collect information. Using this technology assisted in collating and analysing the data. Location Date Time St Marys Seniors Week Concert Tuesday 20 March 2012 9am-10am Penrith Seniors Week Concert Thursday 22 March 2012 8:30am-9:30am Londonderry Village shops Tuesday 27 March 2012 2:30pm-4:00pm Lennox Centre, Emu Plains Thursday 29 March 2012 2:30pm-4:00pm Westfield Penrith Plaza & High Street Penrith Saturday 31 March 2012 11am-12:30pm Nepean Centro Saturday 31 March 2012 1:30pm-3:00pm Cranebrook Shopping Centre Monday 2 April 2012 2:30pm-4pm Mulgoa Village shops Tuesday 3 April 2012 2:30pm-4pm St Marys Village Shopping Centre & Queen Street St Marys Wednesday 4 April 2012 11am-12:30pm Glenmore Park Shopping Centre Saturday 14 April 2012 11am-12:30pm Penrith Railway Station Tuesday 17 April 2012 8am-9:30am St Marys Station Wednesday 18 April 2012 8am-9:30am The Mondo (greenspace outside Westfield Penrith Plaza) Thursday 19 April 2012 5:30pm-7pm Youth Festival at Jamison Park Friday 20 April 2012 5pm-6:30pm St Clair Shopping Centre Saturday 21 April 2012 11am-12:30pm Youth engagement 12 Specific group engagement A key part of the program was to encourage participation from a variety of age groups, cultural and interest groups. Specific group engagement events held between March and June 2012 included: Engaging our Older People Listening posts were set up during Seniors Week events with 95 seniors completing the survey. Location Date Time St Marys , St Marys Corner 20 March 2012 9am-10am Penrith, Joan Sutherland Performing Arts Centre 22 March 2012 8:30am-9:30am Key messages: Older people consider Council’s key focus should be on improving community services, such as health services, transport, aged care and housing. They also believe Council should be focusing on value for money, managing its finances and general maintenance of public areas. Listening Post at Seniors Week concert St Marys Engaging our cultural communities, Aboriginal communities and people with disabilities Conversations with representatives from our cultural communities, Aboriginal communities and people with disabilities started through meetings and workshops held during May and June. With the exception of children’s and youth activities where the questions were modified to better suit the audience, the following questions were used across all engagement activities: 1. If Council focused on one thing over the next 5 years, what should it be? 2. What would make you want to stay in the Penrith area over the next 20 years? 3. What is the biggest challenge facing the Penrith community in the next 20 years? 13 The meetings held were: Date Time Maltese community 2 May 2012 11am-12:30pm Culturally and Linguistically Diverse (CALD) community meeting 9 May 2012 4pm-6pm 40 people from CALD communities participated. Date Time Aboriginal Sports Youth Group 8 May 2012 3pm-5pm Koori Cuppa Tea 30 May 2012 2:30pm-4:00pm Aboriginal Sports Youth Group 7 June 2012 4pm-5:30pm 44 people from the Aboriginal community participated. Date Time Access Committee Meeting 11 April 2012 5pm-6pm People with Disability Meeting, St Marys 23 May 2012 10am-11:30am People with Disability Meeting, Penrith 24 May 2012 2:00pm-3:30pm 7 people representing people with disability attended the meetings Key messages: In terms of focus areas for Council in the next 5 years, in summary, the groups identified short-term public infrastructure improvements currently impacting each group such as improved road drainage in rural areas, linked shared pathways and pathway improvements, advocating for improved public transport and upgrading the Nepean River area. The need to address illegal dumping and keeping public areas clean and litter ‘free’ (more bins) were also raised. The Aboriginal women’s group (Koori Cuppa Tea) suggested increasing tourism in the City (e.g. eco-tourism), activities for children in the holidays as important. Public transport, local jobs, access to training, sport and recreational spaces were particularly important messages expressed by young people from the Aboriginal Sports Youth groups. Accessibility was an area of focus for people with disabilities. This was in terms of pedestrian crossings matching up with exits, improved pathways, more bus shelters with seating, more tactile indicators throughout the City and the need for traffic light walk signals to provide a longer length of time to cross the road. The provision of increased housing options, whilst maintaining the visual appeal of the natural and built environment, is seen as key factor in retaining resident. A sense of community and local employment opportunities were also important. Economic growth of businesses and employment, as well as public infrastructure improvements, was seen as the biggest challenges facing the Penrith community over the next 20 years. Engaging our youth To engage young people Council used ‘vox pops’ (‘voice of the people’) to record a DVD about what young people liked about living in Penrith and what they thought needed improving in the future. Two locations in the City where young people gather were chosen – the ‘Mondo’ (youth activities held in the green outdoor space in front of Penrith Westfield on Thursday evenings) and Jamison skate park. 14 Location Date Time ‘The Mondo’, Penrith 19 May 2012 5:30pm-7pm Skate Park, Jamison Park, Penrith 20 May 2012 3pm-5pm Young people were asked the following questions: 1. Can you tell us what you like about living in Penrith? 2. Is there anything council could do to make it better? 3. Are there things Council could do to help you get around Penrith easier? Approximately 42 youth were interviewed for the 4min Vox Pop. The YouTube video can be viewed at http://www.youtube.com/ watch?v=AaZo3hw_JNc In addition to the ‘vox pops’ staff attended Aboriginal youth sporting groups in Kingswood Park and Cranebrook. Key messages: Young people felt there was a strong sense of community spirit in their areas. They also placed importance on having access to outdoor areas such as sport and recreational facilities and shopping centres. class group and was based on the favourite places children that had been identified in the Children’s Strategy, namely: • • • • • kid friendly parks place to ride their bike or scooter natural places (river, lakes) swimming pools, and safe places (libraries, schools, children’s centres). A total of 89 children across the 4 Children’s Centres participated in the art activity. The key areas identified by the children as important included outdoor areas that facilitated recreational activities such as bike riding, walking, swimming and family picnics. Other important areas included cultural and community facilities such as Libraries, Joan Sutherland Centre and Penrith Regional Art Gallery. The following are some examples of the children’s artwork: The provision and/or improvement of public infrastructure, including sporting fields and public spaces as well as providing jobs, education and training opportunities close to home were seen as areas that could be improved. Young people also thought Council should advocating for improved and affordable bus services which would enable youth to get around the city with greater ease. Engaging our children Engagement with children aged 5-13 years was undertaken through Council’s Children’s Centres. The four centres involved were: • Ridgee-ee-didge Long Day Care (Oxley Park) • Blue Emu Children’s Centre (Emu Heights) • Rainbow Cottage Children’s Centre (Cambridge Park), and • Glenmore Park OOSH Centre. Children at the different Centres were asked to express what’s important to them through art. They could choose any art media to best express their ideas (drawing, painting, canvas, photos, collages, posters). The art activity could be individual or presented as a 15 Ridge-ee-Didge Children’s Centre, Oxley Park Feeling at peace in the bush Under my umbrella The focus for this art work was on the natural environment and local community. The children painted green grass, blue sky and yellow for the sun. The children wanted more shelters so they could have picnics in the rain. Using small umbrellas the children popped each umbrella up at different heights to create a very attractive design. The children used blue paint to represent the sky and natural pieces such as bark and leaves to represent the natural environment. The children created the bush scene to link with our enjoyment of community picnic areas, nice bike rides and a place to walk. Watching water Follow the path This artwork shows the children’s interest in riding bikes with friends and family in the community as well as extra pathways through different environments, taking in the beautiful outside world without impacting on the natural environment. 16 The children focused on the texture and appearance in order to get the best water effects. Blue glitter paper which shows the water ‘twinkling in the sun’ as well as blue foam whirls to show fast moving water ‘like in the Nepean river’. Blue Emu Children’s Centre, Emu Heights Glenmore Park Out of School Hours Care Centre The artwork produced by the children of Blue Emu Children’s Centre had a strong focus on the outdoor environment. Jake – aged 3 Jake utilised watercolour pencils to demonstrate the sky and the grass. Juliette – aged 4 The children love walking along Glenmore Park Loch observing the wildlife and fish. The also like riding their bikes along the pathways with their families. Rainbow Cottage Children’s Centre Juliette sketched trees around her house and her family. Jack – aged 5 Children painted a collage of their favourite places to visit. Places they included are Ripples, local parks, the fire Museum, Penrith Regional Art Gallery, Hoyts Cinema, Penrith Westfield and Penrith City Library. Jack utilised oil paints to illustrate a person walking along a road with a bridge and trees. 17 Engaging our community groups Key messages: Two Community Breakfast Forums with nongovernment agencies from the community services sector was held on Wednesday 16 May 2012 and Wednesday 15 May 2013. The breakfast forums provided the opportunity to inform the community services sector about our engagement process for reviewing the Community Strategic Plan 2031, and talk about the messages emerging from the City-wide survey. Around 70 and 65 representatives from the community services sector attended each breakfast forum. The focus areas for Council identified by Community groups were planning for population growth, including infrastructure, public transport, parking and roads. A Community Groups Forum was held on 28 June 2012, and was attended by 25 representatives from: • Wentworth Area Housing • Police • Mulgoa, Wallacia, Llandilo and Berkshire Park Progress Associations • Emu Plains Lions Club • Indigenous Community Volunteers • Lifestart • National Seniors • Mission Australia • Australian Foundation for Disability and • Ageing, Disability and Home Care. Community Groups Forum 18 The improved community, social and cultural services and facilities were identified as key in retaining residents in the Penrith area along with the availability of different housing options. Engaging our business groups A Business Group Forum was held on 17 May 2012 (5:30pm-7pm) for business groups and representatives including the Penrith Valley Chamber of Commerce, St Marys Town Centre Association, Penrith City Centre Association and the Penrith Business Alliance. Staff also attended the GenYQ Networking Meeting on 3 May 2012 (5:30pm-7pm) where the City-wide survey was completed by all attendees. A total of 21 business representatives attended these events. Key messages: Business representatives identified attractive, accessible and safe pathways linking the city to different areas of Penrith and improved parking and traffic management in the CBD was areas identified for focus. Ensuring a mix of housing opportunities and local jobs for current and future populations was considered a key factor in retaining residents. Economic growth in businesses and employment, as well as public infrastructure improvements, is seen as the biggest challenges facing Penrith over the next 20 years. Focus groups During Council’s engagement activities, residents were asked to indicate if they were interested in being further involved in focus groups about the issues raised. From this approximately 1,600 residents indicated they were interested in participating in further discussions. From this group: • 60 residents attended the Resident Focus Group held on meeting on Wednesday 31 October 2012; and • 65 residents registered to participate in the Resident On-line Forum between 16 November and 3 December 2012. Of the 65 residents registered to participate in the Resident On-line Forum: • 19 residents gave in depth feedback; • 22 residents participated in agree/ disagree interactive discussion; and • 37 residents downloaded a total of 87 documents. In advance of the Resident Focus Group, an information package was sent to all residents providing a summary of the key messages from the City-wide survey and giving an overview Council’s services and budgets. This information was also made available to residents who participated in the on-line forum. The Resident Focus Group and Resident On-line Forum were designed to explore in more detail the key issues identified by the community and guide what Council should focus on over the next 5 years. The objectives of the two targeted focused consultations were to: • enable residents to discuss in more detail the key issues for the City identified through earlier consultations and the City-wide survey, • provide residents with an understanding of the Council’s services and capacity, and • provide residents an opportunity to guide what Council should focus on over the next 5 years and establish priorities. Three activities at the Resident Focus Group were undertaken to identify in more detail what the key issues meant to the community and to identify community priorities. These included: • An in-depth round table discussion • Keepad technology for prioritising key issues • Group activity using Penrith dollars to further prioritise issues. Resident Focus Group 19 From these activities, the top 5 priorities identified by participants were: • • • • • Population growth Jobs closer to home Roads Clean and safe public spaces Protecting our unique scenery and urban/rural mix Parks, recreation and leisure, traffic, parking and drainage and using resources wisely were also identified as important. Three activities were available as part of the Resident On-line Forum. These included: • An opportunity to discuss in more detail the key issues identified through the City-wide survey by theme • A prioritisation activity (budget allocator) which involved participants being asked to spend $10,000 over 11 priority areas (in $1,000 Penrith Dollars allocations) • A quick poll exercise to assess: oo if participants felt the on-line forum interesting and informative; oo if participants felt they were able to contribute their ideas; and oo if on-line forums was a useful way to engage In summary the top issues participants in the Resident On-line Forum identified that were of highest importance were: Theme Future planning Top Issues • Making sure our finances are sound/ used responsibly • Managing population growth A Vibrant City • Clean and safe public spaces A Liveable City • Safety and Crime Prevention A Greener City • Using resources wisely • Community spirit • Sporting fields, parks and swimming pools • Local food production • Protecting our unique scenery and urban/rural mix Lifestyle • Jobs closer to home, • Affordability • Local Events • Festivals 20 When using the budget allocator to prioritise activities, participants identified parks, recreation and leisure as a key area for Council resources. Community spirit, roads, traffic, parking and drainage, and clean and safe public spaces were also important: The results of the quick poll were: Quick poll • Fifteen (93.8%) of 16 participants found the on-line forum interesting and informative. • Seven (87.5%) of 8 participants felt they were able to contribute their ideas • Eight (88.9%) of 9 participants considered on-line forums to be a good way to engage. Councillor workshops Two workshops with Councillors were held on 16-18 November 2012 and 16 February 2013. The workshops were an important component in reviewing the current Community Plan. Through conversations with the newly elected Councillors on issues and projects important to them were identified. The workshops assisted to build a program of actions for the next four years. Councillor identified the following as key areas of focus over the next four years: • Investment and growth in the City’s key centres • Creating opportunities for activities on and around the Nepean River • Advocating for a stadium that is capable of hosting national and international events (entertainment and sport) • Working with government to secure the Penrith Lakes Parklands and participate in unlocking future development potential. City Partners Forum A City Partners Forum was held on 11 April 2013. Twenty participants attended the City Partners Forum with representatives from: • Hawkesbury Harvest • Department of Family and Community Services • Westfield • Western Sydney Institute TAFE • Housing NSW • Penrith City Centre Corporation • Centrelink • Joan Sutherland Performing Arts Centre • Nepean Blue Mountains Local Health District • Western Sydney Academy of Sport • Regional Development Australia • Transport NSW • Nepean Community College In advance of the forum an information package on the draft community outcomes, associated strategies and role of key partners was distributed to participants. Each table was allocated one of the 7 community outcomes and associated strategies. The 7 draft community outcomes and strategies are listed below. Participants were give three 15 minute discussions to discuss key projects and what their organisation could contribute to each outcome. Participants were encouraged to move to new tables. The forum was an opportunity for partners to network and work together with Council to deliver on the community outcomes. The information gathered enabled Council to refine the roles of the key partners, prior to public exhibition, of the draft Community Plan. Community Outcome Strategies Outcome 1 1.1 Diversify the region’s economy and attract investment, particularly targeting new and emerging employment sectors We can work close to home 1.2 Secure infrastructure that improves economic opportunities for existing and new businesses 1.3 Support agriculture and local food production as a significant contributor to the region’s economy 1.4 Provide access to education and training to improve residents ability to take advantage of current and future employment opportunities Outcome 2 We plan for our future growth 2.1 Facilitate development that encourages a range of housing types. 2.2 Protect the City’s natural areas, heritage and character 2.3 Ensure services, facilities and infrastructure to a level that meets the needs of a growing population. Outcome 3 3.1 Secure an effective public transport network We can get around the City 3.2 Provide a safe, efficient road network supported by parking 3.3 Improve the City’s footpaths and shared pathway network 3.4 Improve critical cross regional transport connections 3.5 Secure an efficient, integrated and sustainable freight network Outcome 4 4.1 Improve public spaces and places We have safe, vibrant places 4.2 Grow and revitalise our centres and neighbourhoods Outcome 5 5.1 Protect and improve our natural areas, the Nepean River and other waterways We care for our environment 5.2 Support our communities to live more sustainably and use resources wisely 5.3 Minimise risks to our community from natural disasters Outcome 6 6.1 Provide opportunities for our community to be healthy and active We are healthy and share strong community spirit 6.2 Encourage social connections and promote inclusion in our community Outcome 7 7.1 Demonstrate transparency and ethical behaviour. We have confidence in our Council 7.2 Ensure our finances and assets are sustainable and services are delivered efficiently 6.3 Support cultural development, activating places and creativity 7.3 Provide opportunities for our community to participate in making decisions about the City’s future 21 Outcomes of the Engagement Program Council carried out an extensive engagement program to review the Community Plan. We received over 4,600 responses to our Citywide survey, which was mailed to all residents. We spoke to around 600 people at listening What you said 22 posts and through meetings and activities with specific groups including children, youth, seniors, people with disabilities, Aboriginal community and our culturally and linguistically diverse communities. The key messages from our community which have guided the seven Community Outcomes in the Community Plan are: Key message Community Outcome • Create more local employment to reduce commute times for residents • Creating jobs to keep the growing community working locally • Creating sustainable employment close to where people live and create new land releases close to public transport Provide jobs, education and training opportunities close to home, particularly for business groups, community groups, young people and Aboriginal groups. Outcome 1 • Delay new development until the roads and infrastructure are in place • Improving roads and infrastructure to cope with increasing population • Better community services for all groups and clean and safe public places Provide the infrastructure and services that are needed to support growth. • Reduce traffic congestion at peak travel times • Improve the availability and access of transport services and parking • More footpaths and cycleways would encourage people to exercise • Roads and public transport need major revamps Outcome 3 Improve roads, public transport, footpaths and cycleways. Young people and Aboriginal groups We can get identified improvements to public transport around the City and infrastructure as a priority. People with disability also emphasised the importance of linked share pathways and access improvements. Public transport and improving rural roads were priorities for the CALD communities. • Enhance the appearance of the area with well presented parks and landscaping • Keep public areas and streets clean • Beautify parks and walking tracks • A more visible police presence Provide clean, safe, attractive public spaces and places. The GenYQ Network and Business Groups identified improved attractiveness, parking and pedestrian accessibility in the Penrith City Centre. • Educate the community on sustainable living with educational courses • Encourage people to plant native and local endemic plant species • Encourage people to plant more trees in order to promote a healthy environment Outcome 5 Look after our environment by protecting the bushland, rivers, creeks and waterways; We care for our encouraging people to use resources wisely; environment managing illegal dumping; supporting local food production and protecting Penrith’s unique scenery and its mix of urban and rural landscapes • Create community spirit amongst neighbourhoods • Provide opportunities for the disadvantaged to engage in community and sporting events • Promote community group involvement • Encourage health and wellbeing in the community • A strong sense of community with events and festivals that make locals proud Encourage health and wellbeing. Access to outdoor areas, sport and recreational opportunities was important, particularly for children and young people. • Council should focus on the quality and quantity of infrastructure e.g. roads, safety, traffic control and parking • Council should manage its finances responsibly A responsible Council in managing its finances, maintaining assets and public areas and delivering value for money. We can work close to home The opportunity to live and work local was a key factor in retaining local residents. Better community services such as health, transport, aged care and housing options were particularly issues for older people and community groups in the City. Community, social and cultural services and facilities were also priorities. Outcome 2 We plan for our future growth Outcome 4 We have safe, vibrant places Outcome 6 We are healthy and share strong community spirit A sense of community spirit, and that people enjoy living and working in the City. Outcome 7 We have confidence in our Council Survey results and focus group reports, which summarise the key messages and priority areas identified by the community through our engagement program, are available on our website www.penrithcity.nsw.gov.au or by calling the Corporate Planning team on 4732 8109. Contact us Council wants to have continual dialogue with our communities, as well as engagement on specific projects, plans and issues. We welcome your feedback and suggestions at any time and on any issues: Write: Penrith City Council PO Box 60 PENRITH NSW 2751 Email: [email protected] Fax: 02 4732 7958 Acknowledgements Design by www.vervestudio.com.au Cover photo by Adam Hollingworth. Proudly printed in-house at Penrith City Council on 100% recycled paper. Penrith City Council, 601 High St, Penrith NSW 2750 Telephone: 02 4732 7777 Website: www.penrithcity.nsw.gov.au 23 Interpreting Assistance Contact: Penrith City Council Civic Centre 601 High Street Penrith NSW Telephone: 02 4732 7777 Facsimile: 02 4732 7958 Email: [email protected]
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