strategic plan · 2020. 3. 11. · prepared by the western research institute for central nsw joint...

Central NSW Joint Organisation

STRATEGIC PLAN

Prepared by the Western Research Institute for Central NSW Joint Organisation of Councils

Acknowledgements

WRI wishes to acknowledge the contribution of Central NSW Joint Organisation members and staff, neighbouring councils and the participants in the workshops and surveys that underpin the Strategic Plan.

Disclaimer

Any representation, statement, opinion or advice, expressed or implied, in this publication is made in good faith, but on the basis that the Western Research Institute (WRI) or its employees are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever, which has occurred or may occur in relation to that person taking (as the case may be) action in respect of any representation, statement or advice referred to above.

Contact Details

Street Address

133 Piper St

Bathurst NSW 2795

Mailing address

PO Box 9374

Bathurst NSW 2795

Ph: 02 6333 4000

Email: [email protected]

Web: www.wri.org.au

6 April 2019 18021 Central NSW Joint Organisation of Councils – Strategic Plan

Strategic Plan

Contents

Purpose 4

Vision 4

Principles 4

Members 5

Stakeholders 5

Review of the Strategic Plan 8

Profile of the Region 9

Central NSW JO Regional Priorities 16

Organisational Structure 19

Action Plans 20

Risk Assessment of the Central NSW Strategic Plan 31

Selected Bibliography 54


Purpose

Central NSW Joint Organisation provides strong cohesive leadership that aligns all tiers of government to deliver our region’s community derived strategic priorities.

Vision

Central NSW is a vibrant, prosperous and welcoming place of seasonal landscapes that is recognised by the nation for its agricultural heart.

Principles

The following guide the Central NSW Joint Organisation:

• Exercising leadership

• Mutual respect

• Demonstrating integrity

• Thoughtful contribution

• Acting in the public interest

• Intergenerational equity

• Timely and appropriate responsiveness

• Willingness and commitment

• Accountability and transparency

• Sharing and positive intent

• Adding value

Functions of Joint OrganisationsThe Local Government Act 1993 identifies the three principal functions of Joint Organisations as follows:

Section 400R PRINCIPAL FUNCTIONS OF JOINT ORGANISATIONS

(1) A joint organisation has the following principal functions:

(a) to establish strategic regional priorities for the joint organisation area and to establish strategies and plans fordelivering those strategic regional priorities

(b) to provide regional leadership for the joint organisation area and to be an advocate for strategic regionalpriorities

(c) to identify and take up opportunities for inter-governmental co-operation on matters relating to the jointorganisation area.

(2) In establishing strategic regional priorities for the joint organisation area, a joint organisation is to considerany relevant strategic priorities or plans of member councils and the State government.

(3) A strategic regional priority, or a plan or strategy for delivering a strategic regional priority, established by ajoint organisation does not limit the operation of or otherwise affect any regional plan or strategy given effect tounder the Environmental Planning and Assessment Act 1979 (including any regional plan made under Part 3B ofthat Act).

Strategic Plan

MembersThe Central NSW Joint Organisation (JO) was established by proclamation on 11 May 2018. Membership was identified in the proclamation as:

• Bathurst Regional Council

• Blayney Shire Council

• Cabonne Council

• Cowra Shire Council

• Forbes Shire Council

• Lachlan Shire Council

• Oberon Council

• Orange City Council

• Parkes Shire Council

• Weddin Shire Council

Associate Members:

• Central Tablelands Water

• Regional Development Australia – Central West

• NSW Department of Premier and Cabinet

Stakeholders

Member Councils

Associate members

Adjoining JOs and councils

Destination NSW Country and Outback

Other tiers of government

Peak industry bodies

Key stakeholders are:


Key stakeholders in the other tiers of government include:

• Agencies within the NSW and Federalgovernments that manage local government,planning, heritage, energy, policing, health,education, regional economic developmentand tourism, infrastructure and transport.

• Infrastructure NSW and InfrastructureAustralia

• Water NSW

• Essential Energy

• The Australian Renewable Energy Agency(ARENA)

• The National Heavy Vehicle Regulator

• Local members of parliament across theRegion

Key stakeholders in the peak industry bodies include:

• NSW Farmers

• Local Government NSW

• Country Mayors

• Australian Local Government Association

Central NSW JO’s Communication Plan outlines how we will engage with our stakeholders.

Strategic Plan

Consultation ProcessesThe Central NSW JO Strategic Plan used a range of community consultation processes to formulate the Strategic Plan. Participants in a variety of engagement processes were asked to contemplate the following key issues:

• Operational issues including processes tocreate the JO

• Key strategic regional issues

• Risks the JO should consider

• The role of the JO and how it will support itsmembers

• Long term regional issues

• Services the JO will deliver

Consultation techniques to create the Strategic Plan included:

• One on one interviews with 10 membercouncil Mayors and General Managers

• One on one interviews with the ExecutiveOfficers of 3 other JOs

• One on one interviews with key stakeholdersincluding NSW Government Departmentof Premier and Cabinet, NSW Public Works,Destination NSW Country and Outback andNSW Planning

• An online survey of member council staff wholed regional organisational working partiesor are directors of the corporate functions ofthe member councils

• One on one interviews with 2 neighbouringcouncils outside the JO boundary

• One on one interview with RegionalDevelopment Australia - Central West

• One on one meetings with Central NSW JOstaff

• Two workshops with member councils

• Feedback from the Central NSW JO FormationSteering Committee


Review of the Strategic Plan

The Action Plan included in the Strategic Plan has been designed so that the Board of the Central NSW JO can receive quarterly updates that identify how the timeframes and budget for each item is being delivered. Variances to the Board’s approved action plan will be commented upon in these reports.

The key performance indicators are SMART – Specific, Measurable, Achievable, Realistic and Timely.

The Strategic Plan and Statement of Regional Priorities will be considered on an annual basis in order to amend them as needed.

The Statement of Strategic Regional Priorities has been incorporated into the Strategic Plan. It serves as “strategy on a page” summary of the priorities and the key activities to be undertaken by the JO.

Strategic Plan

Profile of the Region

The Central West of NSW is a diverse area that covers around 47,000km2 with a

population estimated to be 157, 686 perspons.*

Infrastructure Australia identified in the Australian Infrastructure Plan that the Central NSW region was a

significant contributor to the national economy.

Infrastructure Australia ranked the Central NSW

region as one of the top 20 regional growth areas in

Australia.

Central NSW region was second behind the Hunter

Valley area in the assessment of NSW based regional

growth areas.

Investing in infrastructure including the Inland Rail and creation of three activation

precincts in the Region provide the framework for ongoing prosperity of the

region.

The graph below shows an estimate of the value the Region will add in 2031.

$88.7 $25.2

$19.5 $19.3

$17.8 $17.8 $17.4 $17.3

$14.0 $13.4 $13.0 $12.9 $12.5 $12.3 $12.1 $12.0 $11.6 $11.5 $11.4 $11.0 $10.9 $10.9 $10.7

$- $10.0 $20.0 $30.0 $40.0 $50.0 $60.0 $70.0 $80.0 $90.0 $100.0

PilbaraHunter Valley (excl. Newcastle)

Latrobe-GippslandTownsville

Richmond-TweedGladstone - BiloelaCentral West NSW

Bowen BasinCairns

GoldfieldsBunbury

Mid West WANew England and North West NSW

Darling Downs- MarandaToowomba

RiverinaMackay

South East South AustraliaCapital region

Outback South AustraliaNorth West Vic

HumeMid North Coast NSW

Infrastructure Australia - fastest growing regional areas $bnGDP projection in 2031

* Office Local Government – Council statistics – based on 2016 Census data. Accessed December 2018


Contribution to Gross Regional Product

The contribution to Gross Regional Product (GRP) and the contribution to Gross State Product from the member councils as estimated by the National Institute of Economics and Industry Research for 2016-17 year is shown below.

Central NSW LGA 2017 GRP ($M) (NIEIR estimates*)

Trend compared to previous year

Share of Gross State Product (%)

Bathurst Regional Council 2,121 0.39

Blayney Shire Council 829 0.15

Cabonne Council 736 0.13

Cowra Shire Council 576 0.10

Forbes Shire Council 482 0.09

Lachlan Shire Council 441 0.08

Oberon Council 366 0.07

Orange City Council 2,354 0.43

Parkes Shire Council 917 0.17

Weddin Shire Council 226 0.04

Strategic Plan

Member Council Strengths

Members’ Community Strategic Plans and the NSW Government’s Regional Economic Development Strategies and 20-year Regional Economic Vision for NSW identify the areas of comparative advantage across the region.

Abercrombie Regional Economic Development Strategy

Council areas Endowments idenitifed Specialisations identified Engine Industries

Bathurst Regional Council and

Oberon Council

Location

Jenolan Caves

Mayfield Garden

Pine forests and National Parks

Education

Tourism

Agriculture

Manufacturing

Aboriginal history and contribution

Young educated population

Strong business community

Railway and road infrastructure

Aviation

Mount Panorama Motor Racing Circuit

Agriculture, Forestry and Fishing

Manufacturing

Education

Health care and Social assistance

Agribusiness and Forestry - Livestock and grain,horticulture, dairy, poultry,food and beveragemanufacturing, forestry

Tourism - Accommodation, and food and beverage services

Tertiary Education - Tertiary education and vocational training services

Health and Residential Care - Health and social care,including residential care


Cowra Regional Economic Development Strategy


Cowra Shire Council Water, climate and soil

Unique history and tourism

Cowra Airport

Local institutions and leadership

Accessibility and lifestyle benefits

Manufacturing

Dairy cattle farming

Sheep, Beef cattle and Grain farming

Crop growing

Tourism

Food product manufacturing

Furniture manufacturing

Machinery and equipment manufacturing

Emerging aviation related services

Agribusiness and Forestry - Livestock and grain, horticulture, dairy, poultry, food and beverage manufacturing, forestry

Mid-Lachlan Regional Economic Development Strategy


Forbes Shire Council, Lachlan Shire Council and Parkes Shire Council

Transport and Logistics and transport assets in road, rail and aviation

Retail Trade

Lachlan River

Lake Cargelligo

Macquarie Arc geographical formation

Geography and climate

Human capital

Culture

Indigenous Culture Institutions

Mining

Agriculture

Forestry and Fishing

Road, rail and aviation

Solar energy

Agricultural sector

Mining sector

Transport, Postal and Warehousing

Tourism


Resources and Mining - Metal ore and coalmining


Freight and Logistics

Strategic Plan

Orange, Blayney and Cabonne Regional Economic Development Strategy


Blayney Shire Council, Cabonne Council and Orange City Council

Water, climate and soil

Mineral resource

Education infrastructure

Location, accessibility and lifestyle benefits

Natural resources

Aboriginal heritage, historical heritage and villages

Healthcare infrastructure

Local institutions and strong leadership

Health care and Social assistance

Sheep, Beef Cattle and Grain farming

Food Production manufacturing

Road freight transport

State government administration

Repairs and Maintenance

Mining


Resources and Mining - Metal ore and coal mining


Tertiary Education - Tertiary education and vocational training services

Health and Residential Care - Health and social care, including residential care

Freight and Logistics

South West Slopes Regional Economic Development Strategy


Weddin Shire Council

(this strategy also included 4 other council areas not covered by the JO – most content referred to the Region rather than individual councils)

Amenity

Grenfell Go-Karting Track

Health infrastructure

Proximity to major population cities including Sydney, Canberra, Wagga Wagga, Orange, Dubbo

Agriculture Agribusiness and Forestry - Livestock and grain, horticulture, dairy, poultry, food and beverage manufacturing, forestry

Health and Residential Care - Health and social care, including residential care


Importance of Agriculture in the Area

All of the member councils were identified as having endowments/specialisation in agriculture in the table above.

ABARES defines the Central West of NSW to include the 11 councils of Bathurst, Blayney, Cowra, Forbes, Lachlan, Lithgow, Mid-Western, Orange, Parkes and Weddin with parts of Cabonne, Oberon, Blue Mountains, Singleton, Warrumbungles and Dubbo local government areas.

ABARES assessed the contribution from the Central West region in 2016-17 as:

The Central West region provides:

15.2% of the NSW farmland

A total of 3,903 farms

Wheat contributed $336m (22%)

Cattle and calves contributed $303m(18%)

The Central West region contributed $1.7b in gross value of agriculture in 2016-17 via major

products:

Wool contributed $235m (14.5%)

Strategic Plan

The Australian Bureau of Statistics (ABS) provides further details of the Central West region’s contribution from the following key commodities produced in the region:

• 93% of the NSW brussel sprouts

• 83% of the NSW cauliflowers

• 21% of sheep

• 19% of poultry

• The Region also produces high levels of production of oats, wine grapes, apples, pears, cherries, cabbages and sweet corn.

NSW Department of Primary Industries report “Performance Data and Insights 2017 – Primed for Growth” identified the Gross Value of Production (GVP) for NSW at a value of $15.44 billion for the 2016/17 year of which $6.8 billion was in crop production. The contribution from the Central NSW region is estimated in the table below:

Key Products of the Central West region

Gross Value of Production NSW

(GVP) $M

Comments on Central NSW region contribution*

Wheat 2,613 The Central West region contributed 22% to this result in 2016/17.

Wheat prices fell on the previous year in 2016/17 diminishing returns on price /volume basis.

Wheat production in Australia fell by 11% in 2016/17 and production is expected to fall in 2018/19 .

Beef Cattle 2,376 Central West region contributed 18% of the NSW cattle and calves production value in 2016/17.

ABARES identifies 11.4% of production value from grain beef and sheep is contributed from the Central West region.

ABARES also reported that beef and cattle production fell by 14% nationally in 2016/17.

Wool 1,137 Central West region contributed 14% of the wool production figure.

ABARES estimated 22% of the State’s production value for sheep farming came from the Central West region.

Vegetables 444 Central West region supplies 93% of brussel sprouts and 83% of the state’s cauliflower production.

The region also contributes significantly to the NSW production of cabbages and sweet corn.

Wine Grapes 154 8.5% of the state’s grapes for wine are produced in the Central West region according to Department of Primary Industry (DPI). Note the DPI Central West region includes Mudgee.

The Central West region produces the second highest volume of wine grapes after the Riverina with a 2016/17 regional crush of 16,591t.

* ABARES op cit and DPI op cit (see bibliography)


Central NSW JO Regional Priorities

The three functional principles for joint organisations:

1. Strategic planning and priority setting

2. Leadership and advocacy

3. Intergovernmental co-operation

Central NSW JO has identified 4 strategic regional priority areas to deliver the 3 functional principles:

Inter-council co-operation

Regional prosperity

Regional waterRegional transport and infrastructure

Strategic Plan

Central NSW Joint OrganisationStatement of Strategic Regional Priorities

Our Vision for Central NSW

region

Central NSW region is a vibrant, growing and welcoming place of seasonal

landscapes that is recognised in the nation for its agricultural heart.

Who we areMember councils: Bathurst Regional Council, Blayney Shire Council, Cabonne

Council, Cowra Shire Council, Forbes Shire Council, Lachlan Shire Council, Oberon

Council, Orange City Council, Parkes Shire Council, and Weddin Shire Council.

Principal functions the priorities will

deliver

Strategic planning and priority setting, Intergovernmental collaborations,

Shared leadership and advocacy

Key stakeholders in the other tiers of government include:• Agencies within the NSW and Federal

governments that manage local government,planning, heritage, energy, policing, health,education, regional economic development andtourism, infrastructure and transport.

• Infrastructure NSW and Infrastructure Australia• Water NSW • Essential Energy

• The Australian Renewable Energy Agency (ARENA)• The National Heavy Vehicle Regulator• Local members of parliament across the Region

Key stakeholders in the peak industry bodies include:• NSW Farmers• Local Government NSW• Country Mayors• Australian Local Government Association

Key

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Area: over 47,000 km2Population: 157,686

(2016 census)

Projected GRP by 2031 - $17.4Bn delivering the 7th largest regional

contribution to the national economy (Infrastructure Australia 2016)


Regional Priorities

Priority Key strategic areas

Priority One: Inter-council co-operation

1.1 Deliver cost savings and other value to member councils through aggregated procurement

1.2 Governance arrangements enable inter-council co-operation

1.3 Members are provided with value for money from collaboration on energy related projects

1.4 Co-operation between JO and stakeholders that adds value for members

1.5 Deliver cost savings and other value to member councils through co-ordinated training

Priority Two: Regional prosperity

2.1 Initiatives to grow population and increase the visitor economy

2.2 Regional industry and population sustainability and growth planning across the Region

2.3 Heritage, cultural advantages and land use planning processes

Priority Three: Regional Transport and Infrastructure

3.1 Transport connectivity planning

3.2 Infrastructure planning

Priority Four: Regional Water Security

4.1 Regional Water network planning and best practice skills development

• Community Strategic Plans of member councils

• NSW Government 20 Year Regional Economic Vision

• NSW Government Regional Economic Development Strategies

• Regional Plan: NSW Government Central West and Orana Regional Plan

• State Infrastructure Plan: Building Momentum 2018-28

• Central NSW JO Strategic Plan

Support Plans to be delivered:

• Communications Plan

• Advocacy Plan

STRATEGIC ALIGNMENT

Priorities align with the following:

Central NSW Joint Organisation | PO Box 333 Forbes NSW 2871 | 02 63331 9246 | www.centroc.com.au

Strategic Plan

Organisational Structure

Note the existing Transport and Infrastructure Committee and the proposed Water Security Committee and Regional Leadership Executive Sub-committee will have terms of reference created to define their roles. Membership of these committees will be a combination of Central NSW JO members and agency/external experts.

Transport and infrastructure

committee (existing)

Regional Water committee (proposed)

General Manager advisory

committee (existing)

Regional leadership executive sub-

committee chaired by a Mayor to

create codesigned regional plan

(proposed)

Working parties - primarily council staff:

• Transport and infrastructure working party (existing)

• Water utilities alliance (existing)

• Planners working party (existing)

• Tourism working party (existing)

Others added as needed - all formed with defined terms of reference and resources approved by General Managers

State and Federal Ministers

Joint Organisation Chair’s Forum

Local Government

NSW and other peak bodies

Executive Officer

JO Staff

Central NSW JO Board External Stakeholders

at the regional level

Regional Leadership Executive

Regional Development Australia- Central West

Other agencies/associations

Other stakeholders at

the state and federal level

Strategic Plan

Action Plans

1.1 Deliver cost savings and other value to member councils through aggregated procurement

No. Activity Responsibility Timeframe Key performance indicators

a) Determine the regional procurement activities of the JO

Executive Officer August 2019 Board determines procurement functions.

b) Develop best practice in aggregated procurement to share with other JOs

Executive Officer May 2020 Best practice procurement framework adopted by Board.

Priority One: Inter-council co-operation


1.2 Governance arrangements enable inter-council co-operation


a) Design and implement a robustgovernance framework thatincludes:

• JO organisational structure• Strategic Plan and Statement of

Regional Priorities• Staff transferred to JO• Policies for organisational

management• Financial processes and systems

that offer controls, payroll,monitoring of expenditure andreporting outputs sufficient forthe NSW Audit Office annualaudit

• Records management processescompliant with legislation

• Risk Management Plan• Compliance reporting

framework– calendar ofreporting requirementsto enable easy tracking ofdeliverables

• Delegations register• Declarations of interest

processes• Designated persons identified

and declarations secured• Related parties reporting

framework applied for annualstatements processes

• Prepare format and processes forthe annual reporting requiredfor operational and financialissues.

Executive Officer

From May 2019

Board approves policies.

Board adopts Strategic Plan and Statement of Regional Priorities.

Staffing management systems in place and staff transferred to JO.

Board advised financial systems in place.

Board receives financial information and is able to resolve the organisation’s viability on a quarterly basis.

Board advised records management is compliant.

Board adopts risk plan and considers corporate risks at each Board meeting.

Compliance framework developed and reported to Board on quarterly basis to provide assurance of process compliance.

Declarations of interest made in format and timeframe that is compliant.

Related parties reporting processes in place and accepted by external auditor.

Strategic Plan

1.3 Members are provided with value for money from collaboration on energy related projects


a) Southern Lights Executive Officer

May 2020 Rollout of LEDs well progressed in the region commencing with Orange and Bathurst

b) Energy Management Program Executive Officer

Ongoing Quarterly reports to Board

c) Electric Vehicles policy and toolkit Executive Officer

August 2019

Members resolve policy and procedure

d) Solar Panel and Battery Innovation Executive Officer

August 2019

Board receives report regarding this opportunity for consideration

e) Innovation in the energy market emergent opportunities

Executive Officer

Ongoing Board receives reports on innovative approaches to the energy market for consideration

1.4 Co-operation between JO and stakeholders that adds value for members


a) Involvement in the Chairs of Joint Organisations forum

Chair

Executive Officer

Ongoing with review at June 2020

Board reports following meetings

b) Involvement in the Joint Organisations Executive Officers Group

Executive Officer



c) Involvement in the Joint Organisations Executive Officers Group and Department of Premier Cabinet

Executive Officer



d) Engagement with Local Government NSW and Australian Local Government Association on priorities for local government

Board Ongoing Board reports following meetings


1.5 Deliver cost savings and other value to member councils through co-ordinated training


a) Co-ordinate training for courses in the Region

Executive Officer


Number of Courses

Number trained

Savings provided to members

b) Collaborate with State agencies to deliver funded, tailored accredited training in Region with a focus on water.

Executive Officer


Number of staff trained to accreditation level

Number of courses

Number of state agencies engaged

Amount of funding

c) Administer and review the Online Training Program

Executive Officer


Number of staff trained

Number of courses

Savings provided to members

Strategic Plan



a) Review CNSW Tourism service provided by JO with consideration of future services in light of the offerings from Destination NSW Country and Outback

Tourism Working Party

Nov 2019 Tourism Working Party review report.

b) Visitor economy statistics at LGA level in place and longitudinal reporting provides key data for regional tourism development

Executive Officer

Dec 2019 and then Aug annually

Visitor economy statistics developed.

c) Outputs from the MoU with RDA Central West (RDACW) are delivered including policy development on NBN, business retention and new entrants monitoring and regional data collation

Executive Officer

Nov 2019 and ongoing

Board receives reports on MoU outcomes achievements on quarterly basis.

d) Regional promotion plans for opt in by members developed to advertise regional attributes for business relocation and liveability of the Region

Executive Officer

Nov 2020 Liveability promotional campaign for relocation for participating members delivered.

Priority Two: Regional Prosperity




e) Advocacy Plan to engage on key regional service and utility areas is undertaken including:

• Health: ensuring the needs of services across the region are known to the NSW and Federal Governments, supporting a medical school in the Region, improvement to regional service levels

• Education

• Telecommunications: delivered in collaboration with RDACW

• Energy

• Transport and Infrastructure

• Regional Growth

• Water: including urban water management and funding

• Policing

• Agriculture

Board Aug 2019 for Advocacy Plan and then implementation ongoing

Board adopts Advocacy Plan. Board receives regular reports on activities in the Advocacy Plan .

f ) Develop policy regarding the use of the Central NSW Infrastructure Matrix

Transport and Infrastructure Working Party

Nov 2019 Board receives report.

Strategic Plan

2.2 Regional industry and population sustainability and growth planning across the Region


a) Review progress of theimplementation of the CentralWest and Orana Regional Plan

Planners Working party

July 2019 Regional Prosperity Committee receives regular reports on progress against the Regional Plan.

b) Codesigned Regional Plan forProsperity with priorities toinclude:

• Services, particularly health andeducation

• Agriculture

• Land Use Planning

• Special Activation Precincts

• Tourism

• Energy

• NBN

• Transport

• Water

• Quality data on population,transport, water, tourism

Regional Leadership Executive sub committee – chaired byCentral NSWMayor

Planners Working Party

May 2020 Sub- committee formed. Codesigned Plan reported to Board.

c) In light of the size and impactof the agriculture sector acrossall member areas the regionalsupport needs for sustainabilityof the Agricultural sector aremonitored including:

• Consideration of droughtpreparedness capacity buildingprocesses

• Report on programopportunities to Boardsubsequent to the delivery ofthe Central West Food and FibrePlan

• Grant opportunities

Executive Officer

August 2019 and ongoing

Board receives report on the sustainability issues impacting on the Agriculture sector.


2.3 Heritage, cultural advantages and land use regional planning processes


a) Regional land use planning strategic needs to support key attributes of the Region including heritage and culture


Jul 20 Quarterly reports to the Regional Prosperity Committee

b) Identification and reporting on Regional planning matters.


As issues arise Quarterly reports to the Regional Prosperity Committee

Strategic Plan

3.1 Transport connectivity planning


a) Monitor and actively engage inthe TfNSW Central NSW Landuseand Transport Plan and otherstrategic opportunities – seeking:

• Assessment of neighbouringregional transport networks andconnections

• Regional air services needs:including service levels andaccess to/from KingsfordSmith Airport, access toCanberra Airport for exportto international marketopportunities and monitoringof opportunities with Badgery’sCreek airport development,growing role for airports inregion for passenger and freight

• Regional rail network needs:including Blayney- Demondrilleline and leveraging the InlandRail

• Regional road network needs:including connectivity to theNational Logistics Hub in Parkes,safe and swift access to Sydney/ports/Canberra

TfNSW Transport and Infrastructure Working Party

July 2019 and ongoing

Review of TOR

Number of regional priorities recognised in the TfNSW Central NSW Landuse and Transport Plan

Board reports on advocacy activities on transport initiatives.

b) Provide regional transportplanning analysis with a focus onfreight


Feb 2020 Report to the Transport and Infrastructure Committee.

c) Identify opportunities for regionalprogram funding and report onemergent transport issues


Ongoing Reports to the Transport and Infrastructure Committee.

d) Review the Roads and TransportTechnical Committee Plan


May 2020 Report to Transport and Infrastructure Committee.

Priority Three: Regional Transport and Infrastructure


3.2 Infrastructure planning


a) Maintain the transport and infrastructure priority matrix


1 workshop per year with quarterly review

Report to the Transport and Infrastructure Committee.

Strategic Plan

4.1 Regional water network planning and best practice skills development


a) Form a Regional Water Committeefrom member council andRegional Leadership ExecutiveGroup participants

Board July 2019 Formation of the Regional Water Committee.

b) Regional water infrastructureplanning developed to improveurban water quality and security.

Regional Water committee

Mar 2020 Report to Board.

c) Deliver best practice compliantdrinking water

Water Utilities Alliance

Ongoing Report to the Regional Water Committee.

d) Review and update the WaterStrategic Business Plan andinclude identification of costsavings achieved

Water Utilities Alliance

July 2020 Report to the Regional Water Committee.

e) Better preparedness for climateimpacts by implementing theactions in the Drought Issuespaper

Regional Water Committee

Dec 2019 and ongoing

Report to Board.

Priority Four: Regional Water


Risk Assessment of the Central NSW Strategic Plan

Inherent Risks Residual Risks

Risk No.

Risk category Risk Risk

Owner Consequence Likelihood Consequence Rating Controls Likelihood Consequence Rating

1 Political Amalgamation by stealth/4th tier of government /becoming a defacto regional government, Deal with JO instead of councils

Board Diminished importance/role of local government

Likely Severe Very High

Charter clearly defines role of JO.

Board proactive in engagement with NSW Government on issue.

Possible Moderate Medium

2 Political Failure to take up opportunity to speak for region more and more, use “might” of joint voice, stay focused on regional not local issues, Mayors to be the point of contact

Board Unclear who is delegated to speak and the message on issues is not developed.

Almost certain

Severe Very High

Communications Plan in place. Strategic Plan in place and reviewed annually. Delegations formally adopted by Board.


Strategic Plan


Risk No.

Risk category Risk Risk


3 Political Changing State and Federal government – support for JOs not continuing

Board JO stalls or ceases to exist resulting in reduced regional advocacy outcomes

Possible Major Very High

Board monitors political landscape and identifies engagement processes/changes in responsive manner

Possible Minor Medium

4 Political Becoming too closely aligned to NSW Government. NSW Government too controlling

Board If government changes may create difficulties

Unlikely Minor Low Board monitors political landscape and identifies engagement processes/changes in responsive manner. Chair works with other chairs on JO Forum re assignment of tasks to JOs.

Unlikely Negligible Low

5 Political Balancing different interests of members and stakeholders

Board Lack of cohesion between members. Diminished involvement from members.


Communications Plan in place. Strategic Plan in place and reviewed annually Infrastructure matrix current and agreed priorities

Possible Minor Low



RiskNo. Risk category Risk Risk Owner Consequence Likelihood Consequence Rating Controls Likelihood Consequence Rating

6 Political Losing support of member councils.


Possible Major Very High Communications Plan in place. Strategic Plan in place and reviewed annually, members involved. Infrastructure matrix current and agreed priorities

Unlikely Minor Low

7 Political JO taking over councils’ operational roles.


Unlikely Major High Strategic Plan in place and reviewed annually Infrastructure matrix current and agreed priorities

Unlikely Negligible Low

8 Political No proxy vote for Mayors, no vote for GMs.

Board Lack of quorum at meetings leads to decision making not progressing.

Possible Negligible Low Board reviews charter and amends voting rights if necessary

Possible Negligible Low

9 Political Failure to create positive working relationship with NSW Government.

Board Potential funding implications and relationship damage. Possible advocacy failure.

Rare Negligible Low Communications Plan in place. Board monitoring relationship strengths on quarterly basis

Rare Negligible Low

Strategic Plan



10 Political Failure to promote the benefits offered by the JO to NSW and Federal governments.

Executive Officer

Potential funding implications and relationship damage. Possible advocacy failure.

Rare Negligible Low Communications Plan in place. Reporting to other tiers of government systematic. Measurement of impact of programs defined and tested for robustness.

Rare Negligible Low




11 Political Aligned to a particular government/party - reputation risk.

Board Perception management to ensure not seen to be aligned to any particular party/government

Possible Major Very High Communications Plan in place. Declarations of interest and affiliations of designated persons current. Strategic Plan contains the advocacy focus areas and delegations determine who will speak to them. Code of Conduct identifies how conflicts of interest are to be managed. Code of meeting practice determines how conflicts should be raised in meetings. Annual declaration of interest of designated persons in place.

Possible Minor Low

Strategic Plan



12 Political Image – loss credibility for JO and members if JO fails.

Board Failure to execute Strategic Plan action items will challenge the reputation and image of the JO.

Unlikely Moderate Medium Strategic Plan in place and updated annually. Board receives quarterly updates on achievements against Strategic Plan action list.

Unlikely Minor Low

13 Political Keeping stakeholders informed.

Executive Officer

Lack of cohesion between members. Diminished involvement from members.

Possible Major Very High Communications plan in place. Roadshow presentations to member councils. Engagement with stakeholders through membership of groups such as Forum of Joint Organisation Chairs, Regional Executive Leadership team. Formal agreements with major stakeholders that clearly defines roles and responsibilities and enables two way communication.

Unlikely Minor Low




14 Political Miss opportunity to engage differently with NSW Government and learn better what they do, what they want and need from JO.

Board Potential funding implications and relationship damage. Possible advocacy failure.

Rare Low Negligible Communications Plan in place. Reporting to other tiers of government systematic. Measurement of impact of programs defined and tested for robustness. Formal agreements with major stakeholders that clearly defines roles and responsibilities and enables two way communication.

Rare Minor Low

15 Political Engagement with NSW and Federal governments is not at right/senior enough level.

Board Potential funding implications and relationship damage. Possible advocacy failure. Failure to be properly informed of funding opportunities.

Rare Low Negligible Formal agreements with major stakeholders that clearly defines roles and responsibilities and enables two way communication.

Rare Minor Low

Strategic Plan



16 Political Confused messaging on what JO does.

Executive Officer

Board approved Communication Plan that clearly defines who is delegated to speak on behalf of the JO

Possible Severe Very High Communications Plan in place. Strategic Plan in place and reviewed annually. Council roadshows. Stakeholder engagement directly with key government agencies. Work with Councils to get messaging to communities out.

Unlikely Minor Low

17 Political NSW Government underfunding JOs, heavy requirements for JO to deliver.

Board Unable to continue to operate JO

Possible Severe Very High Early engagement with NSW Government about funding needs. Business case approach to determining funding level.

Likey Severe Very High




18 Political Miss opportunity to see how collaborations could work effectively.

Board Opportunity to engage differently with the NSW and Federal Government on how they want to engage may compromise the effectiveness of the JO. Use the process as a means to refresh engagement and understand stakeholder business better.

Likely Major Very High Communications Plan in place. Specific program to determine how stakeholder WANT to be engaged and to learn about their strategies in order to see how they align with the JO's objectives.

Likely Severe Very High

Strategic Plan



19 Performance Over reach of JO.

Board JO risks failure if tries to do too much without considering the resourcing issues. Risk of just continuing on as ROC did but not acknowledging need for resource increases.

Likely Severe Very High Strategic Plan in place. Actions to be considered against resourcing needs. Members acceptance of costs of additional services needed.


20 Performance Letting JO drift. Board JO missing opportunities to deliver the Strategic Plan objectives.

Possible Severe Very High Strategic Plan in place. Board receives quarterly updates on achievements against the Strategic Plan and identifies variance and slippage and processes to address as they arise.





21 Performance Duplication of other services – e.g. membercouncils'operationalprograms,LGNSW,RDACW

Executive Officer

Wasting time and resourcing on services/products delivered by others

Possible Minor Low Strategic plan in place that determines what services and projects are undertaken. Formal agreements in place with key stakeholders to ensure understand all roles and responsibilities and that duplication is minimised.

Unlikely Minor Low

Strategic Plan



22 Performance Can’t be nimble enough to respond to emergent issues.

Board Missed opportunities and not responsive to emergent issues will diminish the effectiveness of the JO.

Possible Minor Low Communications plan in place. Strategic Plan in place. New issues are considered if Board approves. Resource implications are assessed and Board specifies increases to member councils for agreement if an increase in payments is required. Board aware of funding applications and can see the alignment to strategic objectives.





23 Performance Demonstrate worth of JO, not just another document producer – early runs on the board to show worth. Doing too much too quickly, start small and build up, over promising and under delivering, can't be everything to everyone.

Executive Officer

Opportunity to engage differently with the NSW and Federal Government on how they want to engage may compromise the effectiveness of the JO. Use the process as a means to refresh engagement and understand stakeholder business better.

Possible Moderate Medium Communications Plan in place. Strategic Plan in place and actions are assessed against the resourcing levels available to ensure successful delivery. Board receives quarterly report on actions against the Strategic Plan deliverables. Reporting to other tiers of government and stakeholders systematic - early achievements reported as soon as happen. Measurement of impact of programs defined and tested for robustness. Formal agreements with major stakeholders that clearly defines roles and responsibilities and enables two way communication.

Possible Minor Low

Strategic Plan



24 Performance JOs shouldn’t be bank for funding.

Board JOs not councils receiving funding directly compromises individual council relationship with funders. Reduced awareness of the details of funding allocation as JO won't have full operational knowledge (e.g. RMS funding).

Rare Negligible Low Strategic Plan in place and members have approved programs the JO will enter into.

Rare Negligible Low

25 Performance Managing competitive interests of members.

Board Members may feel that the JO is a competitor (eg in funding rounds) and members may lose faith in the JO

Rare Negligible Low Strategic Plan in place and members have approved programs the JO will enter into.

Rare Negligible Low




26 Performance Governance – set up crucial.High risk if don’t get the processes right from start. Get it right before activating. Getting corporate culture right. Ensuring isn't just doing what ROC did and understanding impact on members JO not staying regionally focused on all tasks/projects.

Board Risk that will be the ROC by another name. Governance framework must be built to deliver the needs of the JO and align to the Strategic Plan. Varying capacity for councils to pick up things the ROC used to do but JO won't be doing (e.g. committees with an operational focus)

Possible Major Very High Strategic Plan in place that includes the governance framework establishment processes. Board receives quarterly reports on progress relating to organisational setup. Executive Officer staff management includes monitoring of corporate culture. Board leads by example in corporate culture issues. Capacity building programs developed to ensure council skills are maintained (externally delivered if not aligned to JO strategic objectives)


Strategic Plan


RiskNo. Risk category Risk Risk


27 Performance Procurement Charging processes not universally supported. Contracts - gettingterms right atprocurement.Skills lost incouncils if JOdoes everythingwithout Councilinvolvement,come apathyfrom membersre involvementin procurementassessment.Contracts – who“owns” thecontract andassets created.Who owns therisk? How willcontract risksbe managed?Contractormanagementincluding WHS inductionprocesses.

GMAC Member satisfaction with charging processes and procurement to be delivered in critical. Risks associated with each procurement need to be understood and impact on both JO and members considered

Possible Moderate Medium Procurement processes include probity assessment steps. Value for money assessment and savings modelled and measured in robust framework. Board determined position on ownership of assets. GMAC determines future of WHS contractor management processes. GMAC determines which staff from Councils will be on procurement assessment panels.

Possible Minor Low



RiskNo. Risk category Risk Risk


28 Performance Ensuring services are relevant to all members. Focus on more than core services diminishes effectiveness. Services not offering value for money. Energy - very political issue - managementneeds carefulconsideration.Veering awayfrom regionalfocus - stay withthings like smartcities, southernlights. One sizedoesn't fit all -need to ensuremembers needsare consideredvalue for moneyin all services.

GMAC Services fail to meet needs of members. Fees for services unaffordable for members. Services aren't useful to members.

Possible Moderate Medium Service review with recommendations to GMAC and then to Board on what services should be offered. Review to include independent evaluation of the value for money and savings offered to members. Services are specified in the Strategic Plan and approved by the Board on an annual basis. New services are presented with a business case illustrating value for money and benefits of the service to members.

Possible Minor Low

Strategic Plan


Risk No. Risk category Risk Risk


28 cont

Procurement needs to be delivered - if not a better deal than can be attained by council individually, or by Local Government Procurement or other aggregator - should the JO do it?





29 Performance Resourcing JO – can’t add newtasks withouttaking someout or addingstaff, memberspreparednessto pay,retaining JOstaff.

Board New services are needed but members can't afford to pay. Members fail to see value for money of JO.

Likely Minor Medium Communications Plan in place. Strategic Plan in place. Executive Officer to identify skills gaps and develop costing to align resourcing needs to Strategic Plan objectives. Services review reported to Board via GMAC that assesses services and need for them.

Likely Minor Medium

30 Performance Lose sight of the JO’s core services.

Board JO isn't delivering what members need as approved by the Board.

Possible Major Very High Strategic Plan in place and quarterly reporting on progress to the Board. Board approves all expenditure and thus services offered. GMAC considers Strategic Plan before adopted by Board to assess impact on member councils.


Strategic Plan




31 Performance Long term viability and financial sustainability.

Board JO can't get sufficient funding to be able to meet liabilities.

Possible Severe Very High Work with other JOs & relevant State agencies on a sustainable funding framework for the JO network & advocate as necessary


32 Performance Turnover staff in councils who are working on JO projects – loss of corporate knowledge.

GMAC JO loses momentum if council staff appointed to committees aren't available and their knowledge is lost.

Likely Minor Medium Likely Minor Medium

33 Performance Allowing more cost shifting.

Board JO becomes a vehicle for the NSW Government to dictate via legislating more duties

Possible Severe Very High Board considers all requests to undertake additional tasks and assesses against a business case that shows costs and value for money considerations before agreeing to take on extra duties/responsibilities.

Possible Severe Very High

GMAC to determineappointment ofstaff and maintainrelevant knowledgeand skills on anycommittees/projects the JO isdelivering that themember is a part of.





34 Performance Privatisation of Water utilities – is it just another step on that process?

Board Water Utilities Alliance is used by NSW Government to take over or to privatise water services compromising skills in member councils and revenue streams.

Possible Severe Very High Board ensures relationships with NSW Government is developed to enable frank conversations on the transfer of any assets.

Possible Severe Very High

35 Member management

Managing members expectations, remember is a "child" of the members.

Board Members become dissatisfied with services.

Possible Major Very High Board ensures it is aware of the members' satisfaction levels. Member involvement in development of the Strategic Plan and the services and projects approval processes for JO to deliver.


Strategic Plan





Equity for members - Seek harmony across the region, ensure represent all councils not just big ones.

Board Members become dissatisfied with services.

Unlikely Moderate Medium Strategic Plan is in place and has member involvement in determining the services and projects they will be involved in that the JO will deliver.

Unlikely Minor Low


Management of members contribution – ensuringthose whodon’t commit/deliver don’tcompromiseprojects.

GMAC Few members deliver bulk of the work required to participate in JO projects, while benefit is broadly spread

Likely Minor Medium GMAC to consider issues and determine level of support for items on a case by case basis. To include level of resourcing and responsibility for each member.



Central NSW Risk Management Tool extracts

Strategic Plan

SELECTED BIBLIOGRAPHY

• Australian Bureau of Agricultural and Resource Economics and Sciences (ABARES), http://www.agriculture.gov.au/abares/research-topics/aboutmy region/nsw-central#agricultural-sector. Lastreviewed June 2018. Accessed October 2018.

• Australian Bureau of Statistics (ABS), Cat: 7121.0 Value of Agricultural Commodities Australia 2016/17.Accessed online abs.gov.au October 2018.

• Bathurst Regional Council – 2040 Community Strategic Plan , 2018

• Blayney Shire Council - Community Strategic Plan 2018-2028 , 2018

• Cabonne Council – 2025 Community Strategic Plan , 2018

• Centroc Central West Water Utilities Alliance – Strategic Business Plan Review facilitate Workshop, May2018

• Cowra Council – 2017-2036 Community Strategic Plan , 2018

• Forbes Shire Council – 2018-2028 Community Strategic Plan , 2018

• Infrastructure Australia – Australian Infrastructure Plan Priorities and reforms for our nation’s future,February 2016

• Infrastructure Australia – Priority Infrastructure list, December 2018

• Lachlan Shire Council – 2017/18 – 2026/27 Community Strategic Plan , 2018

• NSW Department of Primary Industries (DPI), “Performance Date and Insights 2017 – Primed forGrowth”, 2017,, accessed October 2018

• NSW Government - A 20-year Economic Vision for Regional NSW, July 2018

• NSW Government – Abercrombie Regional Economic Development Plan, 2018

• NSW Government – Cowra Regional Economic Development Plan, 2018

• NSW Government- Building Momentum, State Infrastructure Strategy 2018-2038, February 2018

• NSW Government – Mid-Lachlan Regional Economic Development Plan, 2018

• NSW Government – Orange, Blayney and Cabonne Regional Economic Development Plan, 2018

• Oberon Council – 2018-19 Community Strategic Plan , 2018

• Orange City Council – 2018-2028 Community Strategic Plan , 2018

• Parkes Shire Council - Community Strategic Plan 2030 , 2018

• Weddin Shire Council – 2026 Community Strategic Plan , 2018

• Water NSW - 20 year Infrastructure options study of rural valleys, June 2018


WESTERN RESEARCH INSTITUTE

WRI is a regional development research organisation located in Bathurst, New South Wales. WRI holds a wealth of knowledge on employment, business development and investment issues affecting regional Australia. It has worked with Commonwealth, State and Local Governments and industry groups on numerous investment and development programs in regional areas. WRI has strong credentials in business and commercial market consulting and applied economic modelling including input-output analysis, shift-share, agribusiness and regional socio-economic surveys and analysis

Ms Kathy Woolley – Chief Executive Officer

GAICD, MIIA, Change Management Qualification (AGSM), Public Participation Certification (IAP2) BComm (Economics- with merit) (UWO), CertIV Training and Assessment.

Kathy joined the WRI team in February 2018 having previously worked on a variety of boards and in senior management roles across sectors including media, health, education, regional development, government, event management, research and sales.

She has 16 years of experience with local government at the General Manager/Director level.

For a number of years Kathy also ran a consultancy specialising in services for not for profit entities, focusing on best practice techniques in management and governance.

With formal qualifications in change management, company directorship, community engagement, economics and training, and well developed skills in human resources, information technology, finance and economic development, Kathy offers a unique skill set to assist with most business needs.

This is the second time Kathy has worked for WRI, previously fulfilling the role of Business Development Manager. A position as a research officer for a similar organisation in the Illawarra rounds off the experience in economic modelling and research.

Mr Chris Mullen - Research Officer

BECon UNE

Chris is an Economics graduate from the University of New England currently undertaking a Master of Economics course. Throughout his degree, Chris has gained skills in benefit-cost analysis, business statistics and economic modelling. Chris has a great interest and passion for macro and microeconomics, policy analysis, and development economics.

Having grown up on a property on the mid-north coast, Chris has a strong understanding of life in regional Australia and the issues rural communities face.

Ms Dale Curran – Executive Officer

BA ANU

Dale is responsible for all administrative processes at WRI including executive support, finance, and management of the Board of Directors and maintenance of policies. She has worked in a variety of roles at WRI, including Fieldwork Supervisor and Research Assistant, and has worked on several community and business surveys. Dale brings a high level of organisational skill to her role as Executive Officer.

Ms Heather Waters – Administration Officer

Heather joins WRI in a Business Traineeship through Skillset and brings strong skills in customer service from her experience working in the retail industry. Raising a family in regional NSW, Heather is passionate about building strong rural communities and helping businesses grow.


PO Box 333 Forbes NSW 2871

Our office: PMB Bathurst 2795

Ph: 02 6331 9246

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