Agenda Centroc GMAC meeting 27 July 2017Centroc GMAC meeting 27 July 2017 Members in Bold It is...

Centroc PO Box 333 Forbes NSW 2871

Chair – Cr John Medcalf, Lachlan Council Executive Officer – Jennifer Bennett

Email: [email protected] Ph: 0428 690 935

Agenda

Agenda Centroc GMAC meeting

27 July 2017 Members in Bold

It is advised that the next GMAC meeting will be held Thursday 27 July at Orange City Council; in the Councillors workroom. 9:30am for a 10am start. Tea and coffee on arrival and all refreshments will be provided. Please contact Jenny Bennett on 0428 690 935 with any queries.

Mr D Sherley Bathurst Regional Council Mr K Boyd Parkes Shire Council Ms R Ryan Blayney Shire Council Mr J Bell Upper Lachlan Shire Mr S Harding Cabonne Council Mr G Carroll Weddin Shire Council Mr G Rhodes Central Tablelands Water Mr R Bailey Upper Macquarie County

Council Mr P Devery Cowra Council Mr A Albury Dept Premier & Cabinet Mr D Green Forbes Shire Council Ms J Andrews RDACW Mr A McMahon Hilltops Council Ms J Bennett Centroc Mr R Hunt Lachlan Shire Council Ms M Macpherson Centroc Mr G Faulkner Lithgow City Council Ms C Griffin Centroc Mr G Wallace Oberon Council Ms K Barker Centroc Mr G Styles Orange City Council Ms L Ditchfield Centroc

P a g e | 2 Centroc GMAC Meeting 27 July 2017

Agenda

Agenda 1 Welcome 2 Apologies 3 Speakers

• 10.15am - Jeremy Moon, Director, NSW Data Analytics Centre • 11.00am - Margaret Crawford, Auditor-General, Karen Taylor, Director Financial Audit

Services, Chris Clayton, Director Financial Audit Services, Michael Thistlethwaite, Performance Audit and Kenia Parsons, Performance Audit

4 Minutes ........................................................................................................................................... 4 4a Confirmation of the Minutes of the GMAC meeting 4 May 2017 held in Orange .......................... 4 4b Noting of the Minutes of the Board Meeting 25 May 2017 held at Parliament House ................. 7 5 Business Arising from the Minutes WHITE ................................................................................... 12 6 Correspondence ............................................................................................................................ 20 6a Incoming Correspondence GREEN ............................................................................................... 20 6b Outgoing Correspondence BLUE .................................................................................................. 21 7 Reports .......................................................................................................................................... 23 7a Transport Infrastructure ............................................................................................................... 23 Report by Jennifer Bennett dated 10/07/17 ........................................................................................ 23 7b Water Infrastructure ..................................................................................................................... 26 Report by Meredith Macpherson dated 14/7/17 ................................................................................. 26 7c Health ............................................................................................................................................ 37 Report by Jennifer Bennett dated 13/07/17 ........................................................................................ 37 7d Regional Development .................................................................................................................. 41 Report by Jennifer Bennett dated 13/07/17 ........................................................................................ 41 7e Planning......................................................................................................................................... 52 Report by Jennifer Bennett dated 13/07/17 ........................................................................................ 52 7f Tourism report .............................................................................................................................. 63 Report by Jennifer Bennett 14/7/17 ..................................................................................................... 63 7g New Destination Board update........................................................ Error! Bookmark not defined. Report by Jennifer Bennett 20/7/17 ........................................................ Error! Bookmark not defined. 7h RDOCS Report ............................................................................................................................... 64 Report by Kate Barker dated 12/07/2017 ............................................................................................ 64 7i Training and HR Managers Group ................................................................................................. 66 Report by Carolyn Griffin dated 30/06/17 ............................................................................................ 66 7j WHS and Risk Management .......................................................................................................... 79 Report by Carolyn Griffin dated 30/06/17 ............................................................................................ 79 7k Procurement and Contract Report ............................................................................................... 83 Report by Kate Barker dated 10/07/17 ................................................................................................ 83 7l Energy Programming Report......................................................................................................... 94 Report by Jenny Bennett and Kate Barker dated 12/07/17 ................................................................. 94 7m Local Government Cost Index Report ......................................................................................... 110 Report by Jenny Bennett and Julie Briggs 20/7/17 ............................................................................. 110


Agenda

7n Financial Report .......................................................................................................................... 117 Report by Ann Thomas dated 19/7/17 ............................................................................................... 117 8 The Centroc Acronyms and Glossary Guide PURPLE ................................................................. 121 9 Late reports 10 Matters raised by Members 11 Speakers to the next meeting

Board - Andrew Harvey, PHN GMAC – ICAC Yvonne Miles, Principal Officer, Corruption Prevention GMAC – Privacy Commissioner GMAC – State Cover GMAC - Representative of EMS (Energy Management Services)

12 Next Meetings Board – 10 August – Parliament House Canberra GMAC – 26 October - Orange

Mr D Sherley Secretary


Minutes and Matters in Progress

4 Minutes 4a Confirmation of the Minutes of the GMAC meeting 4 May 2017 held in Orange Delegates in Bold

Welcome Meeting opened at 10.05am chaired by Mr D Sherley Apologies Mr J Bell, Mr A Albury and Mr A McMahon Resolved Mr P Devery/Mr G Styles That the apologies for the Centroc GMAC meeting 4 May 2017 listed above be accepted. 3 Minutes 3a Confirmation of the Minutes of the GMAC Meeting 9 February 2017 Resolved Mr K Boyd/Mr G Styles That the Minutes of the Centroc GMAC Meeting 9 February 2017 held in Orange be confirmed. 3b Noting of the Minutes of the Board meeting 23 February 2017 Resolved Mr G Carroll/Mr K Boyd That the Minutes of the Centroc Board Meeting 23 February 2017 held in Forbes be noted. 3c Noting of the Minutes of the Centroc Executive meeting 9 February 2017 Resolved Mr D Green/Mr R Hunt That the Minutes of the Centroc Executive Meeting 23 February 2017 held in Orange be noted. Business Arising from the Minutes – Matters in Progress Resolved Mr G Styles/Mr P Devery That the Matters in Progress be noted and deletions as suggested be made. Correspondence 5a Correspondence In Resolved Mr G Styles/Mr R Hunt That GMAC note the incoming correspondence. 5b Correspondence Out Resolved Mr K Boyd/Mr G Rhodes That the GMAC note the outgoing correspondence.

Mr D Sherley Bathurst Regional Council Mr G Styles Orange City Council Ms R Ryan Blayney Shire Council Mr K Boyd Parkes Shire Council Mr S Harding (A) Cabonne Council Mr G Carroll Weddin Shire Council Mr G Rhodes Central Tablelands Water Mr P Devery Cowra Council Mr P McMillan RDACW Mr D Green Forbes Shire Council Ms J Bennett Centroc Mr R Hunt Lachlan Shire Council Ms M Macpherson Centroc Mr A Muir (A) Lithgow City Council Ms C Griffin Centroc Mr G Wallace Oberon Council



Reports 6a Transport Infrastructure including Bells Line of Road Resolved Mr K Boyd/Mr A Muir That GMAC note the Transport Infrastructure Report and seek advice through the Strategic Regional Roads Group on incidents on the Great Western Highway and Bells Line of Road east of Lithgow. 6b Water Infrastructure Resolved Mr K Boyd/Mr P Devery That the GMAC note the Water Infrastructure report and commend to the Board that: 1. Correspondence is sent to Minister Blair seeking advice on the suggested approach to best practice

requirements given the anticipated review of the Best Practice Framework, escalating costs and timing for the review of plans;

2. It endorse a submission to the Independent Pricing and Regulatory Tribunal Review of the WaterNSW operating licenses and

3. Through the Executive a submission is made to the Productivity Commission Inquiry into the reform of Australia’s water resources sector with particular reference to the urban water sector.

6c Health Report Resolved Mr G Carroll/Mr R Hunt That the GMAC note the Health report

7d Regional Development Resolved Mr G Styles/Mr G Rhodes That GMAC note the Regional Development report and encourage member staff to engage in the Infrastructure Prioritisation Matrix process. 7e Planning Report Resolved Mr P Devery/Mr S Harding That GMAC note the Planning Report and commend to the Board the endorsement of a submission to Planning Legislation developed in consultation with members. 7f Training and HR Managers Group Resolved Mr R Hunt/Mr D Green That the GMAC note the HR & Training Report and comeback to the next meeting with a report on an in-house approach to Councillor Training.

7h WHS and Risk Management Resolved Mr P Devery/ Mr K Boyd That the GMAC note the WHS/Risk Management Report and request a report on the need for face to face training for the Centroc Induction Card. 7i Procurement and Contracts Report Resolved Mr G Styles/Ms R Ryan That the GMAC note the Procurement and Contract report and 1. procurement for the Road Signs Contract will begin in July with a new contract commencing on 1

January 2018; 2. Mr Danny Green to be sponsoring General Manager ; and 3. follow up LGP on opportunities when they are ready to engage.



7j Energy Programming Report Resolved Mr K Boyd/Mr G Wallace That GMAC note the Energy Programming report and request a presentation by Energy Management Services on the energy market. 7k Financial Report Resolved Mr D Green/ Mr P Devery That GMAC note the Financial Report. Mr G Wallace was welcomed to Committee and congratulated on becoming General Manager of Oberon Shire Council Matters Raised by Members – Nil Next Speakers GMAC - Dr Ian Oppermann CEO and Chief Data Scientist, NSW Data Analytics Centre Ms Yvonne Miles of ICAC EMS on Energy Market Board - Mr G Mawer on streetlighting The Deputy Auditor General Ian Scott, NBN Next Meetings 25 May – Board – Sydney Parliament House 27 July – Executive – Orange 27 July -GMAC – Orange Meeting closed 12.40pm Page 3 is the last page of the Centroc GMAC meeting 4 May 2017



4b Noting of the Minutes of the Board Meeting 25 May 2017 held at Parliament House Board Delegates in bold

1 9:00am Welcome by Acting Chair Cr J Medcalf to the 5 Centroc Board meeting in Parliament House, Sydney.

2 Cr Medcalf stepped down for the election of the Centroc Chair. 3 Election of Casual Vacancy of Chair – Returning Officer Mr Alan McCormack

Mr McCormack advised that one nomination has been received and was in order. Cr John Medcalf was elected unopposed as Chair of Central NSW Councils.

4 9.08am General Meeting of the Centroc Board officially opened

5 Apologies

Ms W Tuckerman, Mr A McMahon, Cr B McCormack Resolved Cr J Davis/Mr D Sherley That the apologies for the Centroc Board meeting 25 May 2017 listed above be accepted.

6 Minutes 6a Noting of the Minutes of the GMAC Meeting 4 May 2017 Resolved Cr K Keith/Cr B West That the Minutes of the Centroc GMAC Meeting 4 May 2017 held in Orange be noted. 6b Confirmation of the Minutes of the Board Meeting 23 February 2017 Resolved Mr D Sherley/Mr D Green That the Minutes of the Centroc Board Meeting 23 February 2017 held in Forbes be confirmed. 6c Noting of the Centroc Executive meeting 4 May 2017 at Orange Resolved Mr D Sherley/Cr G Miller That the Minutes of the Centroc Executive meeting 4 May 2017 at Orange be noted.

Cr G Hanger Bathurst Regional Council Cr K Sajowitz Oberon Council Mr D Sherley Bathurst Regional Council Mr G Wallace Oberon Council Cr S Ferguson Blayney Shire Council Cr J Davis Orange City Council Ms R Ryan Blayney Shire Council Mr G Styles Orange City Council Cr I Gosper Cabonne Council Cr K Keith Parkes Shire Council Cr K Walker Cabonne Council Mr K Boyd Parkes Shire Council Mr S Harding (Acting) Cabonne Council Cr J Stafford Upper Lachlan Shire Cr D Somervaille Central Tablelands Water Mr J Bell Upper Lachlan Shire Mr G Rhodes Central Tablelands Water Cr M Liebich Weddin Shire Council Cr B West Cowra Council Mr G Carroll Weddin Shire Council Mr P Devery Cowra Council Mr A Albury Dept Premier & Cabinet Cr G Miller Forbes Shire Council Mr A McCormack RDACW Mr D Green Forbes Shire Council Mr P Mc Millan RDACW Cr J Medcalf Lachlan Shire Council Ms J Bennett Centroc Mr R Hunt Lachlan Shire Council Ms M Macpherson Centroc Cr S Lesslie Lithgow City Council Ms C Griffin Centroc Mr A Muir (Acting) Lithgow City Council Ms V Page Centroc



7a. Business Arising from the Minutes – Matters in Progress Resolved Mr G Styles/Mr D Sherley That the Board note the Matters in Progress, making deletions as suggested.

7b. Business Arising from the Minutes – Matters in Progress Resolved Cr K Keith/ Cr B West That the Board approve the Regional Priorities slide as provided in Matters in Progress. 8 Correspondence 8a Correspondence In Resolved Mr D Sherlay/ Cr D Somervaille That the Board note the incoming correspondence. 8b Correspondence Out Resolved Mr K Boyd/Mr J Bell That the Board note the outgoing correspondence. 9 Reports 9a Transport Infrastructure including Bells Line of Road Resolved Cr K Keith/Cr J Davis That the Board note the Transport Infrastructure Report; and 1. Seek advice through the Strategic Regional Roads Group on incidents on the Great Western Highway

and Bells Line of Road east of Lithgow; 2. Note the Executive is reviewing the Transport Advocacy; 3. Increase advocacy on the Bells Line; and 4. Change name of Centroc Strategic Regional Roads group to Centroc Strategic Regional Transport

Group. The meeting adjourned at 9:28 to hear from Ministers and ask them questions 9.28am - Mrs Leslie Williams, Parliamentary Secretary for Regional and Rural Health addressed the Board. 10.15am – The Hon Melinda Pavey, Minister for Roads, Maritime and Freight addressed the Board 10.35am Morning tea - Member for Bathurst Paul Toole joined the Board. 10.41am – The Hon Paul Toole, Minister for Lands and Forestry and Minister for Racing addressed the Board 10.13am – The Hon Niall Blair, Minister for Primary Industries, Minister for Regional Water and Minister for Trade and Industry addressed the Board 11.39am – The Hon Andrew Constance, Minister for Transport and Infrastructure addressed the Board 12.07pm – The Hon John Barilaro, Deputy Premier, Minister for Regional NSW, Minister for Skills and Small Business addressed the Board and signed the MOU between Centroc and RDACW as a witness.



12.32pm – The Hon Anthony Roberts, Minister for Planning, Minister for Housing and Special Minister of State addressed the Board. 12.48pm –Premier Gladys Berejiklian – acknowledged the Centroc Board. The Hon Katrina Hodgkinson Member for Cootamundra, entered room The Hon Richard Colless, Parliamentary Secretary for Natural Resources and Western NSW,entered room 12.53pm – The Hon Gabrielle Upton, Minister for Local Government, Minister for the Environment and Minister for Heritage addressed the Board The Hon Kevin Humphries, Member for Barwon, entered room 1.10pm – Lunch Forbes delegates left at 1.15pm 2.00pm Meeting reconvened Ian Scott NBN Community Account Manager updated the Board. Slides will be circulated. 9b Water Infrastructure Report Resolved Cr D Somervaile/Mr G Styles That the Board note the Water Infrastructure report and commend to the Board that: 1. Correspondence is sent to Minister Blair seeking advice on the suggested approach to best practice

requirements given the anticipated review of the Best Practice Framework, escalating costs and timing for the review of plans;

2. It endorse a submission to the Independent Pricing and Regulatory Tribunal Review of the WaterNSW operating licences;

3. Endorse a submission under the hand of the Acting Chair to the Productivity Commission Inquiry into the reform of Australia’s water resources sector with particular reference to the urban water sector; and

4. Approach the Hon Niall Blair in his capacity as Minister for Regional Water to seek his support to Pilot a project ground-truthing the proposed Health Based Targets for the Australian Drinking Water Guidelines.

9c Health Report Resolved Cr J Medcalf/ Mr G Carroll That the Board note the Health report 9d Regional Development Resolved Cr B West/Mr G Styles That the Board note the Regional Development report; and 1. Encourage members to engage in the Infrastructure Prioritisation Matrix process; 2. Receive a report on leveraging inland rail; 3. Thank the Federal Government for supporting this initiative; 4. Approve the provision of $5000 cash a letter of support towards the proposed Central West Investor’s

Network Project and 5. Commend to members a contribution in the order of $1000 to $3000 in accordance with the formula

based proposal outlines in RDA Central Wests’s approach to councils. Mr D Sherley recorded a declaration of interest in item 6d4 as he is a Board member of RDA Central West and did not vote.



The Chair welcomed an update from Chair of Mr Alan McCormack and Peter McMillan Executive Officer of RDACW The Chair welcomed an update from Ashley Albury, Director of Greater Western NSW Regional Coordinator of DPC 9e Planning Report Resolved Cr J Davis/Mr K Boyd That the Board note the Planning Report and endorse a submission to Planning Legislation developed in consultation with members. 9f Tourism Report Resolved Mr G Styles/Cr J Davis That the Board 1. Thank CNSWT for their service to the region and recent report; 2. Support the adoption by Centroc of the function of regional tourism; 3. Accept in principle the advice provided subject to interim arrangements; 4. Accept the monies from CNSWT as it ceases to trade and continue to resource the tourism function

using existing CNSWT resource until advice on integrating this function into Centroc can be provided; 5. Seek alignment with Country and Outback Destination Networks; and 6. A meeting of LTO staff be called as soon as practicable with a view to providing advice on a plan for

integrating the tourism function for the region into Centroc. Blayney delegates and Mr A McCormack left at 3.05pm 9g Operational Report Resolved Mr K Boyd/Mr R Hunt That the Board note the Operational Report and seek a report on an in-house approach to Councillor Training. 9h Membership fees and approval of the Centroc Budget Resolved Mr D Sherley/Cr J Davis That the Board 1. note minor changes to the Management Plan for 2017/2018 as approved at the Board meeting 23

February; 2. adopt the fees structure as outlined in Option 1 “Business as Usual” which uses the assumptions:

a. Previous Year + 1.5% increase b. Previous MWRC fees split amongst current members c. Membership & Administration - $5,000 flat fee plus updated population split d. Training - split on updated staff numbers e. Hilltops amalgamation changes reflected in fees f. Hilltops and Upper Lachlan as Operational Members at 85% g. Otherwise all other calculations remain as currently applies

3. receive advice on the balance of options for fees; and 4. the budget for the financial year 2017/2018 be approved.



9i Financial report Resolved Mr D Sherley/Cr B West That the Board note the Financial Report 10. Speakers to the next meeting

Board: Canberra Parliament House GMAC:

• NSW Data Analytics - Dr Ian Oppermann CEO and Chief Data Scientist • ICAC –Ms Yvonne Miles, Principal Officer, Corruption Prevention • EMS- (Energy Management Services), Mr Murray Halyburton, General Manager • General Financial Audit, Mr Steven Martin, Assistant Auditor

11. Next Meetings GMAC – 27 July – Orange Executive – 27 July - Orange Board – TBA 9/10 August – Canberra Parliament House

The General Meeting of the Board closed at 3.18pm 3.30pm – The Hon Troy Grant, Minister for Police and Minister for Emergency Services addressed the Board. 4.00pm – The Hon Adam Marshall, Minister for Tourism and Major Events and Assistant Minister for Skills addressed the Board. Page 5 is the last page of the Centroc Board Minutes 25 May 2017



5 Business Arising from the Minutes WHITE Action By Update 281113 - 8b - Water Infrastructure Develop a MoU with NSW Health.

MM

28 November 2013- Board resolve that a MOU be developed to strategically guide collaboration between NSW Health and Centroc Local Water Utilities to progress best practice in drinking water quality. 6 March 2014 – correspondence sent to NSW Health seeking nominated contact to progress the development of an MOU.

17 April 2014- response from NSW Health nominating Mr Ingo Steppat, Senior Environmental Health Officer Western/Far Western NSW LHD as the contact.

Subsequent correspondence and follow-up undertaken to prepare discussion draft till November 2015. Please request more detail.

22 February 2016 - A follow-up meeting was held with Mr McLachlan and advice on progress sought numerous times from Dr Jones over this period.

14 June 2016 - a draft of the MOU reviewed by NSW Health was returned to Centroc by Dr Jones.

26 July 2016 - A meeting was held in Orange attended by Mr A Francis, Dr Therese Jones, Ms M Macpherson and Ms J Bennett to progress.

1 August 2016 – Meeting Minutes and actions were sent to attendees where NSW Health committed to provide a revised version.

16 August 2016- Follow up sought by phone and email.

8 May 2017 – A meeting was held with Mr A Albury where it was agreed to progress co-design of a workshop with Centroc and senior NSW Health representatives to address communication protocols, roles and agreed priorities for best practice in drinking water with particular focus on the management of boil water alerts. As of 29 June Mr Albury advises that this is being progressed.

281113 – 8f – Regional Development Direct a report be prepared for the Board that provides advice regarding opportunities from the Decentralisation Taskforce Report response from the NSW Government.

JB Underway. While there has been support in the political rhetoric in this space there does not seem to be much local evidence of outcomes from existing policy change to date. While accepting that change will be long term, anecdotal feedback shows a net reduction of state agency workforce in Central NSW. Ms J Bennett met with Mr G King of the Premier’s Implementation Unit seeking advice on how the



Action By Update Premier’s priority in NSW Making it Happen to grow jobs will be realised in this region. He is co-ordinating further meetings. Work continues on the Advocacy Plan for Regional Development which will further inform this space.

070515 - 7h - Community Strategic Plan and the JO Report Prepare a discussion paper including a draft Regional Strategic Plan based on the aggregation of community strategic plans.

JB Report to go to Board in August

300715- 7b – Water Agrees that advice is provided to the Board under the auspices of the sponsoring GM regarding distribution of funding of $180,614 following acceptance of the audited Financial Report by the Department of Industry.

MM Advice was received on 3 May 2016 from the Department of Industry, Innovation and Science that consultants ACIL Allen have been engaged to complete an independent evaluation of the administration and governance of the Community Energy Efficiency Programme.

Subsequently the Centroc CEEP2 Project Manager completed an on-line survey and has been advised that ACIL Allen may also request a telephone interview as of May 2016. To date there has been no further contact.

At the October 2016 GMAC it was resolved to set aside these monies for a further 6 months. A proposal is underway.

In the meantime $25K for the Institute for Sustainable Futures, University of Technology, and Sydney Research of Local Electricity Trading – Solar Options for members has been progressed.

It is recommended that GMAC commend to the Board that these monies be reserved for progressing initiatives in the energy sector with advice at quarterly review.

120815 – 7e – Regional Development Advice regarding a Regional Round Table be progressed through the Executive in collaboration with DPC and RDA Central West.

JB With the changes to Cabinet this is being progressed through DPC.

120815 – 7f- Planning That the Board note the Planning report and commend to the Department of Planning that there be 50% elected member representation in future Regional Growth Plan committees.

JB This advice was provided to the meeting on the Regional Plan in September 2016. It forms part of ongoing advocacy and will remain on the books until the evaluation of the Regional Planning process has been complete which is anticipated once the TOR for implementation of the Plan have been released.

261115 – 7c – Health Undertake advocacy to receive advice regarding the effectiveness of Rural

JB 261115 Draft underway awaiting feedback from all Clinical Schools.



Action By Update Clinical Schools in increasing regional health workforce over the past decade and that this advice be sought from Rural Clinical Schools, Federal Government and research institutions/organisations. 250216- Matters in Progress Write to Mr S McLachlan briefing him on the potential of the “grow our own” workforce value of Murray Darling Medical School type models. 250216-7c-Health Note that a Health Workforce Group meeting in conjunction with Council Staff update on Beyond the Range is being scheduled. 120516-7c- Health Report 1. Advice be provided to the Board from Charles Sturt University on its Clinical Training Model including internship positions; 2. advice be provided to the Board on strategies to remove barriers to rural health workforce; 3. seek interest in external funding of the Quadruple Bottom Line costs to community of the withdrawal of medical services

Further advice is being sought from CSU. 250216 Correspondence has been received with a further meeting with Dr Spence to be arranged. Further advice on the progress for seeking support to grow our own strategies is in the Health Report. 250216-Preparatory work is underway. 7c- Health Report 1. See report to this meeting - see report to this meeting – commend deletion to the Board 2. This will be included in the strategic workshop to be held in due course 3. This has received good support from representatives of the Department of Industry. See more advice in the Health Report.

250216-8 Late Reports That the Board receive a report on the implications of the Infrastructure Australia Audit Report and undertake advocacy as required in the interim.

JB The report is under way and advocacy has been undertaken in the interim with regard to the advice on congestion, water utilities and the potential for this region to be one of the 7 largest contributors to GDP by 2031.

280716-7k-Energy Seek advice from RMS and Transport for NSW on what if any plans they have for an electric vehicle charging network across the state and particularly in Central NSW.

JB Advice being sought through the Strategic Regional Roads Working Group and Technical Committee. It is noteworthy that the online survey consultation on Future Transport for NSW includes seeking feedback on electric and self-driving vehicles.

250816 -7d- Regional Development 1. Develop policy regarding priority

infrastructure that has a direct link to supporting business;

2. Seek a report to the November Board regarding Centroc being an associate member of LGNSW; and

3. Invite Mr Garry White to the region to meet with the Board.

JB 1. Underway 2. This report was predicated on a workshop with LGNSW which is yet to be held. Advice was sought from LGNSW 29 September and followed up 10 November. Further followed up at the end of November 2015 in a meeting with LGNSW representatives. Given there has been no response, commend deletion to the Boad. 3. Invited through Minister’s Office – will follow up. The Chair of Planning and Centroc EO met with him informally subsequent to the launch of the Regional Plan in Parkes 14 June.



Action By Update 271016-7a(ii) RMS Roads funding - Transport Infrastructure That the Board receive a report on the financial impacts to members of distributing the REPAIR money, as an augment to the BLOCK grant, for 3 years.

JB Underway

271016-7k- Procurement and Contracts Report request advice from RDOCs on the implications of the recent changes to the Local Government Act on internal audit services.

KB A meeting of RDOCs is being coordinated.

271016-8-Late Reports -Confidential Report on the Intergovernmental Collaboration with the State 1. The Centroc Board receive a report

providing advice on changes to policy and advocacy to optimise future Joint Organisation resources when engaging with the State and

2. this report to include advice on MoUs or equivalents and reflect that Local Government sees itself as responsible to community rather than creatures of statute.

JB Underway

241116- 6d.i- Regional Development receive a report on non-infrastructure priorities identified within Centroc and member programming.

JB Underway.

090217-Executive - 3 Action list 1. follow up Skillset regarding their

position regarding insurance and

JB Advice from Skill Set is as follows: Thanks for the email, much appreciated There are lots of changes afoot with Icare at the moment and our peak body AEN NSW/ACT (Apprentice Employment Network formerly GTA NSW) are representing us on the matter Thanks so much for making contact I’ll be sure to keep you in touch. Our premiums for next year are estimated to be better at this stage and we hope that we can keep the pressure on throughout these changes. Thanks again and will be in touch in due course. Commend deletion to the Board

090217-Executive -6-Review of the Centroc Management Plan. The Executive gave consideration on Tier 1 and Tier 2 Priorities in the Management Plan 2017 -2018 and a report will be provided to the Board. 090217-GMAC-7g-Management Plan

JB 040517-Executive -Advice provided to the Executive. Please see the Executive Minutes. This approach will be progressed. 090217-GMAC- 1. Underway



Action By Update Report for 2017/2018 seek advice from operational teams on the draft Delegations’ Policy; 090217-Executive-7- Review of the Centroc Priorities One Pager The Executive gave consideration to the Centroc Advocacy one pager and a revised document will be circulated.

JB Regional priorities slide approved. Commend deletion to the Board

090217-GMAC-7h-Training and HR Managers Group 1. the $12 pp/year fee currently paid to

Centroc be reviewed under the auspice of the Sponsoring General Manager David Sherley with advice to the April GMAC;

2. reporting on cost savings and other efficiencies advice, to be provided on a financial year basis.

JB and CG

1. Underway 2. Underway

090217-GMAC-7k-Energy Programming Report Endorse expenditure of $20,345 from internally restricted monies for energy for Bathurst and Forbes to work with the University of Technology Sydney, Institute for Sustainable Futures on a project to inform regional advice on energy trading.

The final report is near completion.

230217-6b-Water Infrastructure Support in principle for using the National Asset Management Assessment Framework across the region with further scoping advice and financial implications to be provide in a follow-up report.

MM See report to this meeting Commend deletion to the Board

230217-6c-Health Report 1. Centroc host and fund social media training for members specific to promoting Screen Central; BTR and CNSWT; 2. It reach out using BTR with a view to incorporating marketing into Universities and post graduate programs in the Area Health Services; 3. Offer support and undertake activity to ensure the potential of the Murray Darling Basin Medical School is realised in Central NSW.

JB 1 Scheduled for 25 July 2017 2. Underway 3. Meetings have been held with various stakeholders, this has been an area of substantial activity, please see Health Report

230217-6d-Regional Development 1. Receive a report on progressing opportunities as identified in the “Making

1. Underway 2. Underway



Action By Update it Happen in the Regions - Regional Framework;” 2. Key stakeholders including the Economic Development Officers’ Forum and RDACW give consideration to the Economic Enablers’ Report (the Report) and provide feedback with a view to leveraging it in the region’s interest; 040517-8-Executive Seek advice on the need to seek permission for an Incorporated Association then if required pursue this as a matter of priority through the Office of Local Government.

JB Please see report to this meeting seeking further direction on the basis of legal advice.

040517-13-Executive Commend to the Board it write to the Minister for Planning and Minister for Regional Development and include advice on the opportunities for the region and NSW, particularly mining, being lost, hampered or hamstrung due to the lack of support and/or entrenched anti-project culture of various state agencies.

JB Underway including in Advocacy materials.

040517-7g-WHS and Risk Management request a report on the need for face to face training for the Centroc Induction Card.

CG Underway

040517-7i-Energy request a presentation by Energy Management Services on the energy market.

VP EMS have been invited to attend a future GMAC meeting.

250517-6a-Transport Infrastructure including Bells Line of Road 1. Seek advice through the Strategic

Regional Roads Group on incidents on the Great Western Highway and Bells Line of Road east of Lithgow;

2. Note the Executive is reviewing the Transport Advocacy Plan; and

3. Change name of Centroc Strategic Regional Roads group to Centroc Strategic Regional Transport Group.

JB 1. This is being provided. 2 and 3 Noted – commend deletion to the Board

250517- 6b-Water Infrastructure 1. Correspondence is sent to Minister

Blair seeking advice on the suggested approach to best practice requirements given the anticipated review of the Best Practice Framework, escalating costs and

1-3 Complete Commend deletion to the Board



Action By Update timing for the review of plans;

2. It endorse a submission to the Independent Pricing and Regulatory Tribunal Review of the WaterNSW operating licences;

3. Endorse a submission under the hand of the Acting Chair to the Productivity Commission Inquiry into the reform of Australia’s water resources sector with particular reference to the urban water sector; and

4. Approach the Hon Niall Blair in his capacity as Minister for Regional Water to seek his support to Pilot a project ground-truthing the proposed Health Based Targets for the Australian Drinking Water Guidelines.

4. Correspondence has been sent and follow-up undertaken Commend deletion to the Board

250517- 6d-Regional Development 1. Encourage members to engage in the

Infrastructure Prioritisation Matrix process;

2. Receive a report on leveraging inland rail;

3. Thank the Federal Government for supporting this initiative;

4. Approve the provision of $5000 cash a letter of support towards the proposed Central West Investor’s Network Project and

5. Commend to members a contribution in the order of $1000 to $3000 in accordance with the formula based proposal outlines in RDA Central Wests’s approach to councils.

JB 1. Follow-up continues. 2. Underway 3. Sent 4. Noted 5. Application lodged by RDA Commend deletion to the Board of items 3-5

250517- 6e-Planning endorse a submission to Planning Legislation developed in consultation with members.

JB Complete – Commend deletion to the Board

250517-6f-Tourism 1. Thank CNSWT for their service to the region and recent report; 2. Support the adoption by Centroc of the function of regional tourism; 3. Accept in principle the advice provided subject to interim arrangements; 4. Accept the monies from CNSWT as it ceases to trade and continue to resource the tourism function using

JB 1 3 4 5 6 Complete – for more detail see the Tourism report - commend deletion to the Board

5. A meeting date with Destination Country and Outback Network is being sought



Action By Update existing CNSWT resource until advice on integrating this function into Centroc can be provided; 5. Seek alignment with Country and Outback Destination Networks; and 6. A meeting of LTO staff be called as soon as practicable with a view to providing advice on a plan for integrating the tourism function for the region into Centroc. 250517-6g- Operational Report seek a report on an in-house approach to Councillor Training.

CG Please see the Training Report to this meeting

250517-6h- Membership fees and approval of the Centroc Budget 1. note minor changes to the Management Plan for 2017/2018 as approved at the Board meeting 23 February; 2. adopt the fees structure as outlined in Option 1 “Business as Usual” which uses the assumptions:

a. Previous Year + 1.5% increase b. Previous MWRC fees split

amongst current members c. Membership & Administration -

$5,000 flat fee plus updated population split

d. Training - split on updated staff numbers

e. Hilltops amalgamation changes reflected in fees

f. Hilltops and Upper Lachlan as Operational Members at 85%

g. Otherwise all other calculations remain as currently applies

3. receive advice on the balance of options for fees; and 4. the budget for the financial year 2017/2018 be approved.

JB/ AT

1, 2 and 4 Noted Commend Deletion to the Board

3. The report regarding fees options is to be circulated for member feedback.


Incoming correspondence

6 Correspondence 6a Incoming Correspondence GREEN

No Date/Who Subject Comments 1 16 May 2017 The Hon Niall Blair

Minister for Primary Industries, Regional Water and Trade and Industry

Progress on the Belubula Dam See Water Infrastructure Report

2 22 May 2017 National Rail Safety Regulator

Road Rail Interface agreements See Transport Infrastructure Report

3 22 May 2017 CNSWT Continue casual employment of Lisa Ditchfield

Available on request

4 22 May 2017 Bathurst Regional Council

Nomination of Council Stakeholder Panel


5 23 May 2017 the Hon Robert Brown

Thankyou for Site visit and views into the inquiry into the augmentation of water supply for Rural and Regional NSW

See Water Infrastructure Report

6 23 May 2017 TAFE NSW Introducing TAFE higher Education Diploma for Adult Education.


7 29 May 2017 DPI Water Resource Advisory Stakeholder Panels


8 29 May 2017 Transport for NSW Pilot same day service Tottenham to Dubbo

See Transport Infrastructure Report

9 2 June 2017 Transport for NSW NSW is preparing its Future Transport Strategy

See Transport Infrastructure Report

10 7 June 2017 Crennan Legal Section 358 Local Government Act 1993

See incoming correspondence

11 13 June 2017 Centre for Rural and Remote Mental Health

CRRMH Quarterly Report Jan- March 2017

See incoming correspondence

12 20 June 2017 Stayz Short Term Rental Accommodation policy and regulatory approaches under the Governments Options paper.


13 3 July 2017 Marcus Ray Acting Secretary, Department of Planning and Environment

Thankyou for attending the Central West and Orana Regional Plan 2036 at Parkes

See Planning Report

14 3 July 2017 Local Land Services Celebrating NAIDOC week Available on request


Outgoing correspondence

6b Outgoing Correspondence BLUE Date/Who Subject Comments

1 23 May 2017 Mr Brett Whitworth Local Planning Liaison, Department of Planning and Environment

Stakeholder Panel in relation to the NSW Planning system


2 2 June 2017 Standing Committee on State Development

Inquiry into Regional Development and a global Sydney

See Regional Development Report

3 5 June 2017 Mr Steven Martin Assistant Auditor-General Financial Audit

Invitation to the next GMAC meeting in July


4 9 June 2017 Deputy Premier, the Hon John Barilaro

Smart controls and LED Streetlighting

See Energy Report

5 9 June 2017 Mr Paul Braybrooks OAM Chairperson, LGP

Proposed Change to the LGP Rebate for ROC’s

See Procurement and Contracts Report

6 14 June 2017 Unsuccessful Tenders

For the printing and mailing of rates notices.


7 13 June 2017 The Hon Gabrielle Upton, Minister for Local Government and Minister for the Environment

Thank you and further follow-up regarding the JO Legislation and advice to member Council on Scale and Capacity

See Planning Report

8 15 June 2017 The Hon Anthony Roberts, Minister for Planning cc The Hon Rick Colless

Implementation Committee for the Central West and Orana Regional Plan

See Planning Report

9 16 June 2017 Centroc Members

Annual Reports Available on request

10 20 June 2017 Australian Logistics Council

Invitation to next Strategic Transport Group


11 21 June 2017 Hilltops Council Support for Hilltops Council Smart Cities and Suburbs grants program.


12 21 June 2017 Bathurst Regional Council

Support for Bathurst Regional Councils Heritage Near Me Grant application.


13 22 June 2017 General Purpose Standing Committee No 5.

Inquiry into the augmentation of water supply for Rural and Regional New South Wales.


14 23 June 2017 Centroc Members

CNSWT Transition of Regional Tourism

See outgoing correspondence

15 23 June 2017 CNSWT Chair Norm Mann

Thankyou See outgoing correspondence

16 5 July 2017 Centroc Members 2017/2018 Membership fees See outgoing correspondence


Outgoing correspondence

Date/Who Subject Comments 17 5 July 2017 Minister Blair NSW Best Practice Management

of Water supply and Sewerage Framework


18 5 July 2017 Minister Blair Pilot of Proposed Health based targets for the Australian drinking Water guidelines



Reports

7 Reports 7a Transport Infrastructure Report by Jennifer Bennett dated 10/07/17 Section 1

Regional Sustainability

Objective 1A Upgrade and ensure sustainability of transport infrastructure. Subject Update on Transport Infrastructure Portfolio Mayor Cr K Keith Sponsoring General Manager Mr Kent Boyd Recommendation/s to the Transport Infrastructure Report That GMAC note the Transport Infrastructure Report and commend the Transport Advocacy Plan to the Board.

Management Plan Actions 2017/2018

Actions Comments 1. Advocacy

a. to have the corridor sequestered for a future upgrade to the Bells Line of Expressway through:

I. Advocating to key stakeholders as identified in the Advocacy Plan (please find attached)

II. Supporting the Bells Line of Expressway Group and

III. Providing representation on State committees as required, currently the OSO and BLOR Steering Committee.

a.I. Where advocacy in this regard is ongoing, please find recent advice from TfNSW saying the NSW Government is nearing completion on a $48 million program to improve traffic efficiency on Bells Line of Road between Lithgow and Kurrajong Heights. These improvements include more overtaking lanes and wider sealed shoulders. a.ll. It is understood that Bathurst Regional Council are progressing the formalities of winding up BLEG. a.III. The Bells Line of Road- Castlereagh Corridor Connection investigation area extends from the M7 to Kurrajong Heights. Community and stakeholder consultation occurred between June and August 2015 to identify constraints and opportunities. The results of the consultation, combined with technical investigations, were used to generate a long list of options and these were brought to a multi-criteria analysis workshop to develop short-listed options. These short-listed options are currently being refined. In 2015 TfNSW anticipated that a preferred corridor would be identified in early 2016 for presentation to the Department of Planning and Environment for inclusion in relevant planning instruments.

Précis The Management Plan Actions for Transport Infrastructure are aligned to the JO priorities of Advocacy, Inter-governmental Relations Regional Strategic Planning and Operational Support. Where reports on these priorities are similar they will be deleted to avoid repetition. The Management Plan for 2017/2018 having been adopted, actions into the report have been updated. Recommendations from past meetings form part of Matters in Progress. This report also includes advice on:

• Review of the Advocacy Plan for Transport • Progress on support for advocacy for the Bells Line of Road upgrade; and • Progression of the Strategic Regional Roads Group and the Centroc Roads and Transport

Technical Committee including Road Rail Interface Agreements.


Reports

Given there has been no further progress, a meeting in the region was requested by the Strategic Regional Roads Group. Mr Geoffrey Cahill attended the meeting and provided advice that there are a number of challenges for the corridor but that it should be secured by the end of 2017. Attendees raised concerns that the costs of securing the corridor will rise dramatically as development booms in NW Sydney. Advocacy continues in this area.

1. Advocacy b. for the Transport Infrastructure

identified in the Priority Infrastructure Multi Criteria Analysis Matrix developed in collaboration with Central West RDA

Matrix Project round 1 complete with review and progress on the freight overlay well underway. Please find more detail below on a meeting of the Transport Engineers to progress this and other initiatives. A revised list of projects is in progress and was adopted by the Board at their meeting in August 2016. A review with MWH occurred in January 2017 to include “parent/child” project that better reflect the nature of corridor upgrades. Changes suggested by the Strategic and Technical groups will be drafted for Board review. At the time of writing members are slow at getting back the revised transport priorities to the Matrix. More detail will be tabled at GMAC.

1. Advocacy c. to Federal and State

representatives and other key stakeholders as appropriate in the areas of road deficiencies, rail infrastructure and intermodal facilities. This is to include the Blayney/Demondrille Line and road upgrades as identified in the Centroc Priority Infrastructure Plan. See attached Advocacy Plan.

c. Advocacy includes advice from the Centroc Priority Infrastructure Plan. Please see the Advocacy Update for current advice.

1. Advocacy d. maintaining the Centroc Policy for

responding to issues relating to regional services remaining at Kingsford Smith Airport (KSA).

No submissions required in the last quarter.

1. Advocacy e. supporting the current services to

Parkes, Orange and Bathurst and encourage any future expansion of the service.

No submissions required in the last quarter.

2. Intergovernmental collaboration a. Seek shared resourcing of the

Strategic Regional Transport Group

Updates on the progress of both groups can be found below. Early discussions in this regard had Centroc providing support. The matter will be raised again in the fourth quarter of this year.

2. Intergovernmental collaboration b. Engage with a view to

collaborating where possible with Transport for NSW on supporting the securing of the Corridor for a future upgrade to the Bells Line of Road

Ongoing

3. Regional Strategic Planning a. Support transport planning for

the region with advice from the Centroc Priority Infrastructure Plan for Transport

RMS provided advice to both the Strategic Regional Roads Group and the Technical Group on the development of corridor plans. The recently launched Central West Orana Regional Plan contains a number of transport projects this region has advocated for including Blayney Demondrille, Inland Rail and Bells Line. Advice was provided at the recent Strategic Regional Roads Group about a review of the Transport Masterplan, this is being followed up through the Minister’s Office. Engagement in Strategy is an ongoing consideration of the Strategic Regional Roads Group. Speakers to respective meetings on the TfNSW Future Transport Plan replacing the NSW Transport Masterplan have been requested and the survey link has been circulated.


Reports

3. Regional Strategic Planning b. Advocate for iterative

improvement to the Transport Plans for the region

Ongoing where the current effort is to optimally inform the NSW Future Transport Plan consultation.

3. Regional Strategic Planning c. Seek to be engaged at steering

committee level

This forms part of all feedback to State agencies.

4. Operational Support a. resource the Centroc Roads and

Transport Technical Committee Business Plan

The Centroc Roads and Transport Technical Committee, made up of Directors of Infrastructure/Engineering as well as Council Roads Engineers will meet 24 July. Progress of Road Rail Interface Agreements is anticipated to this meeting as well as follow up on the Matrix where Parent/Child relationships of projects will be progressed. Please request Minutes and Agendas from Committee. Ms Nicole Frances, Interface Coordinator (HSR Mayfield Workplace) Country Regional Network from John Holland will be presenting to the Next Roads and Transport Technical Group.

Advocacy Plan Review Please find attached. This is being discussed at the Executive. Road Rail Interface Agreements Templates from Marsden’s Law Group were circulated in February asking members to send these on to respective rail authorities. Some members have sent these through. Please see attached advice from the National Rail Safety Regulator and the template provided from the John Holland group. Notably advice has been provided that they did not agree to Clause 4 which goes to the heart of the issue where it is Centroc member view that the parcel of land at the interface is owned by the rail authority. Follow-up has been undertaken with Mr P Benson of Bathurst seeking further evidence to provide to the solicitor. This report is being provided to the Roads and Transport Technical Committee meeting 24 July and an update will be provided to members at this time. Ms Nicole Frances, Interface Coordinator (HSR Mayfield Workplace) Country Regional Network from John Holland will be presenting to the Next Roads and Transport Technical Group. Attachments to the Transport Infrastructure Report

1. 22 May 2017 National Rail Safety Regulator, Road Rail Interface agreements 2. 29 May 2017 Transport for NSW, Pilot same day service Tottenham to Dubbo 3. 2 June 2017 Transport for NSW, NSW is preparing its Future Transport Strategy 4. Transport Advocacy Plan


Reports

7b Water Infrastructure Report by Meredith Macpherson dated 14/7/17

Section 1 Regional Sustainability Objective 1B Upgrade and ensure sustainability of water infrastructure Subject Update on Water Infrastructure Portfolio Chair Cr David Somervaille Sponsoring General Manager Mr Kent Boyd

Recommendation/s to the Water Infrastructure Report That the GMAC note the Water Infrastructure report and commend to the Board that it: 1. Endorse the response to Questions on Notice from the Public Hearing of the General Purpose

Standing Committee No.5 Inquiring into Augmentation of Water Storages made under the hand of the Chair; and

2. Commend to members the regional procurement of a third party to run the National Asset Management Assessment Framework (NAMAF) across Centroc member Councils inclusive of all asset classes to improve asset management practices at an estimated cost of up to $25K per Council.


Actions Comments 1. Advocacy a. Lobby for funding for water supply security.

a. The NSW Government announced the Safe and Secure Water Program in the 2017-18 Budget. The program is aimed at water and sewerage projects in regional NSW to ensure infrastructure meets contemporary standards for water security, public health and environmental and safety outcomes into the future.

More than half of the $1billion Program has already been committed to construct the Broken Hill Pipeline and for an initial eight already shortlisted projects.

The program will provide co-funding to successful applicant such as local councils, water utilities, water corporations and prescribed dam owners.

Guidelines will be released when Expressions of Interest open in July.

http://www.infrastructure.nsw.gov.au/restart-nsw/regional-programs/safe-and-secure-water.aspx

Précis The Management Plan Actions for Water Infrastructure are aligned to the JO priorities of Advocacy, Inter-governmental Relations and Regional Strategic Planning. Where reports on these priorities are similar they will be deleted to avoid repetition. Advice against all Management Plan Actions is available on request. Recommendations from past meetings form part of Matters in Progress. This report also provides advice on: • Advice on the Safe and Secure Water Program • The current status of the Lachlan Priority Catchment Water Security Investigations-Phase Two; • Productivity Commission Workshop into the reform of Australia’s water resources sector; and • Progress on the delivery of operational support to members by the CWUA notably in drinking water management.




Reports

Actions Comments While an update on the status of the Lachlan Valley Water Security project is provided elsewhere in this report, feedback from a meeting between the Chair, Cr John Medcalf and Ms Jenny Bennett with Mr Matt Coulton, Deputy Prime Minister’s Acting Chief of Staff and Water Advisor on 20 June is that the Federal Government will only contemplate funding water for non-urban water use purposes as urban water is a State responsibility. A verbal update can be provided.

1 Advocacy b. Seek funding and develop programming for the outcomes of the Centroc Water Security Study.

Refer to 1a and 1c. Minister Blair (19 September 2016) has previously advised that there is no funding available for a review of the Centroc Water Security Study. Subsequently Centroc has advocated to WaterNSW for a review of urban water in concert with the Phase 2 Lachlan Valley Water Security Project (Dam on the Belubula) announced on 28 November 2016. Advice from WaterNSW is that this is outside the scope of the project where currently hydrological modelling for the whole Lachlan catchment using the e-Water Source model is underway. For updated advice on the Lachlan Valley Water Security Investigations go to: http://www.waternsw.com.au/__data/assets/pdf_file/0018/126612/LVWSP_Project-bulletin-2.pdf The second Community Reference Group meeting to be attended by the Centroc delegate, Cr Bill West is scheduled in Condobolin on 20 July. A verbal update can be provided. Advice to the June CWUA meeting from DPI Water is that there may be potential for Centroc to apply for funding through the Safe and Secure Program for a review of the Water Security Study (pending the outcome of the Lachlan Valley Investigations) or a pilot project to investigate issues associated with the implementation of Health Based Targets for drinking water in regional NSW.

General Purpose Standing Committee No.5 inquiry into the Augmentation of Water Supply

A public hearing of this inquiry was held in Orange on 17 May. A copy of the uncorrected transcript is available at:

https://www.parliament.nsw.gov.au/committees/inquiries/Pages/inquiry-hearing.aspx?pk=7066

Minor corrections to the transcript were provided as part of the Post Hearing response and are available on request.

See correspondence for the request from the Committee for Post Hearing Responses.

A copy of the Centroc response including to Supplementary Questions and Questions on Notice is provided in outgoing correspondence. This focussed on water supply needed to meet future demands and the potential economic output of the region if water supply was not an issue. The response was based on Board endorsed Plans and Submissions and was in line with Centroc Board policy.

It is recommended that GMAC commend to the Board that it endorse the response to Questions on Notice from the Public Hearing of the General Purpose Standing Committee No.5 Inquiring into Augmentation of Water Storages made under the hand of the Chair.

http://www.waternsw.com.au/__data/assets/pdf_file/0018/126612/LVWSP_Project-bulletin-2.pdf

http://www.waternsw.com.au/__data/assets/pdf_file/0018/126612/LVWSP_Project-bulletin-2.pdf




Reports

Actions Comments 1. Advocacy c. Advocate for the Water Infrastructure identified in the Priority Infrastructure Multi Criteria Analysis matrix developed in collaboration with Central West RDA.

Refer to 1a. and 1b. A workshop to update the Regional Priority Water Infrastructure Plan was held with CWUA members on 27 April. Progress on members providing updated input forms to ensure the region is funding ready is very slow.

1. Advocacy e. Advocate to ensure water and sewer infrastructure management and ownership is retained by Local Government.

1e. On an as needed basis. Following presentation of a paper titled Water in Public Hands- Councils Collaborating to Deliver Local Water by Mr Andrew Francis, Chair of the CWUA at the Ozwater’17 Conference in May, the CWUA will present a follow up paper titled Regional Utilities- Thinking Big While Keeping Services Local to the LGNSW Water Management Conference in Dubbo in September. The paper’s focus will be on Governance and Structural Models for Non-Metropolitan Water Utilities.

1. Advocacy f. Promote Local Government as the agency of choice delivering quality water.

1f. On an as needed basis. Refer 1e. Chair of the CWUA Drinking Water Quality Working Party will present on Benchmarking Drinking Water Quality Management in the Centroc Region to the LGNSW Water Management Conference in Dubbo in September. The presentation will provide an overview of regional projects by the CWUA including the benchmarking of drinking water quality from data in the NSW Health Database and the Microbial Best Practice in Drinking Water Management project which commenced on 1 July.

1. Advocacy g. Respond to Murray Darling Basin Authority Plan impacts and programs.

1g. On-going as needed. Submissions were made to the Lachlan and Macquarie-Castlereagh (surface) Water Resource Plan reviews in January 2017. Advocacy to ensure LG representation for Water Resource Planning has lead to Cr David Somervaille, Chair of the Water Portfolio being nominated the Centroc delegate for the Lachlan Stakeholder Advisory Panel. See incoming and outgoing correspondence. In the latest bulletin from DPI Water on the status of Water Planning in this region it was reported that: The Lachlan and Belubula Stakeholder Advisory Panel (SAP) meetings were held Thursday 1 and Friday 2 June 2017 at Parkes and Canowindra, where DPI Water presented on Baseline Diversion Limit modelling, risk assessment, the submissions review and prioritisation of options for analysis and proposed analysis approach. Moving forward, these SAPs will be combined into one for the Lachlan surface water WRP. http://mailchi.mp/22b73d939592/eaiy966u20-999173?e=8cd5ec9131

1. Advocacy h. Provide advice on the options for the delivery of water utility services on a co-operative regional basis

1h. On-going. Refer 1e. Following submission to the Productivity Commission Review of the National Water Reform the Chair of the CWUA was invited to participate in a workshop with Commissioners Jane Doolan and John Madden to discuss regional water service

http://mailchi.mp/22b73d939592/eaiy966u20-999173?e=8cd5ec9131


Reports

Actions Comments through a “Regional Water Alliance”.

provision. The focus of the workshop was to gather views on how to improve the efficiency of water service provision through collaboration between, or amalgamation of, small regional providers. On the agenda was also other important issues affecting regional service provision including pricing and funding approaches, the role of state governments, and challenges facing the sector (e.g. an ‘asset cliff’ requiring high levels of investment to address in coming years). A verbal update can be provided.

2. Inter-governmental Relations a. Seek to work in collaboration with key agencies (i.e. DPI Water, WaterNSW, NSW Health), where appropriate, to deliver secure water and waste water services for central NSW communities while ensuring: I. Reduced cost and compliance burden; and III. Alignment with Council’s IP and R processes.

2a. On-going. Refer to outgoing correspondence to Minister Blair seeking advice on the suggested approach that the Centroc Local Water Utilities take to the NSW Best Practice Management of Water Supply and Sewerage Framework which it is understood is under review. Engagement with Local Water Utilities has also been sought with our members involved from the inception of the framework review, including in the design of the process, to ensure an optimal fit-for-purpose process that engages Local Water Utilities to deliver the best possible outcomes. See report on the Lachlan Valley Water Security Project for advice on engagement with WaterNSW through the Community Reference Group. Refer to 1g. for advice on Centroc representation on the Stakeholder Advisory Group for Water Resource Planning in the Lachlan catchment and 2b. for advice on on-going efforts to engage with NSW Health on water quality issues.

2. Inter-governmental Relations b. Develop a MoU with the Department of Health to enable collaboration on agreed priorities including: I. Drinking water management systems II. Compliance with Best Practice and regulatory requirements.

2a. See update at Matters in Progress. Following a meeting with Mr Ashley Aubrey, DPC in Parkes on 8 May scoping of a workshop to be co-designed with NSW Health to address communication protocols, roles and priorities as a potential pilot for the state is progressing slowly. Meanwhile, the CWUA continues a program aimed at improving drinking water management practices across the region with a contract for the delivery of the Microbial Best Practice in Drinking Water Management project kicking off on 1 July with City Water Technology.

3. Regional Strategic Planning a. Engage with key agencies on the fit with Central NSW Council programming and priorities and varying agency plans. Key issues for consideration are: I. Are there plans for the region? II. Alignment of these with Council programming? III. Opportunities for engagement with the JO on regional water planning? IV. Scope for optimising programming in water management practices including the development of a regional water planning framework that better aligns

3a. Opportunities to collaborate on alignment of programming, priorities and plans with various state agencies is on-going and continues to be challenging. Refer 1g. Advocacy continues with DPI Water seeking alignment of regional water planning with Local Government in this region consulted and actively engaged at decision making level. The re-affirmation of the communique with Lachlan Valley Water and the Belubula Landholders Association and focus on water security in the region through the Lachlan Valley Water Security Project and GPSC Inquiry, has led to a productive relationship with these key stakeholders. Lachlan Valley Water EO, Ms Mary Ewing attended the meeting with the Regional Infrastructure Co-ordinator providing valuable input to discussions on water trading in the region while Mr Michael Patton, Chair of the Belubula Landholders Group assisted with site visits for the GPSC. A meeting between LVW’s Mary Ewing and the CWUA Program Manager on 14 July discussed the status of the Lachlan valley water security investigations. Concerns have been raised about how this process is tracking and the likely outcome.


Reports

Actions Comments Local, Regional and State Planning processes delivering optimal outcomes for communities and good value investment by Governments in water infrastructure. V. Environmental issues and government service provision issues to be assessed.

These relationships are proving invaluable for the region in presenting a unified community based position on water security.

4. Operational Support Deliver the CWUA Plan for 2014/2016 where its objectives are:

At a meeting of CWUA Executive in June 2016 it was resolved that in consideration of the LG reform process the period of the CWUA Management Plan be extended and that any issues be dealt with on a meeting by meeting basis. Given the extended period for LG reform as its relates to the operation of JOs, the CWUA resolved at its February 2017 meeting to proceed with an internal review of the CWUA Management Plan together with a facilitated regional team building session. This is in progress within existing resource.. Meanwhile in line with the CWUA Business Plan 2014-2016 work is progressing on actions against each of the objectives listed. Highlights are as follows:

4. Operational Support a. Deliver cost savings and other efficiencies.

Cost savings and efficiencies achieved through regional procurement of the following contracts currently in place:

Asset Management

- Dam surveillance - CCTV Condition Assessment of Gravity Sewer Mains - Smoke Testing - Asset Valuation Services (nearing completion) Best Practice Compliance - Developer Servicing Plans - Auditing of Performance Reporting for Water Supply and Sewerage (completed in June 2017 – awaiting final report) - Microbiological Improvement Program for Drinking Water Quality Refer 4f. for advice on progress to achieving Best Practice Compliance

4. Operational Support b. Grow staff skills and ensure workforce is adequately trained for compliance based service delivery.

The Centroc training team are currently working with the North Coast TAFE training provider, Mr Murray Thompson, to develop a training plan to deliver training in units of competency required for Water Treatment Operators in the region. The training needs of WTP Operators at Lachlan Shire Council have now been mapped and the offer for other CWUA member Councils to work with the Centroc Training team to identify training needs stands. This is a worthwhile exercise with the potential of funding for training through the $5 million Local Government Skills Strategy to be piloted in 4 regions including the Central West. See Agenda item- Training and HR Managers Group Report for a full report on training coordinated for the CWUA and the Local Government Skills Strategy announced on 23 June.


Reports

Actions Comments 4. Operational Support e. Advise the Centroc Board regarding Water Utilities Management.

Advice provided on an ad hoc basis.

4. Operational Support f. Achieve full compliance with Best Practice requirements.

All CWUA Member Councils have completed Demand, Drought, IWCM Evaluation Studies (and in some cases full plans) and Strategic Business Plans with work currently underway on Developer Servicing Plans. Some members are now working on new and revised IWCMs in line with the revised DPI Water Guidelines to meet funding requirements. Councils are reporting anything up to $300k in costs (excluding in-house costs) associated with the development of IWCM’s. Under the current framework the IWCM Strategy and Strategic Business Plan are required to be reviewed every 8 years on a rotation of every 4 years. See outgoing correspondence where advice is sought from the Minister on the best approach to Best Practice requirements given the review of the compliance framework understood to be in progress and the costs associated with plan development. Verbal advice as at 13 April is that review of the compliance framework has been put out to external consultants. Independent Audit of Performance Monitoring Data Bowden Sloan & Associates have completed an independent audit of performance monitoring data for 10 member Councils with final audit reports issued for Orange, Bathurst, Cabonne, Parkes, Forbes, Cowra, Lachlan, Upper Lachlan, Weddin and Lithgow. A summary report of key findings across the 10 Councils audited will be completed at the end of July and will inform future work. Regional Response to Drinking Water Management Systems As part of the CWUA’s program of continuous improvement in drinking water management the CWUA resolved at its April 2017 meeting to revise the Drinking Water Management System Gap Analysis Table in recognition of achievements made since its implementation in May 2015. Since implementing the table a number of actions have been met by all CWUA members across the region: • Commitment to Drinking Water Quality Policy in place? – all 12 members report

meeting this requirement • DWMS considers stand-alone sites? – all 9 members with stand-alone sites

report meeting this requirement • Critical Control Points (CCPs) displayed at plants? - 11 out of 12 members report

meeting this requirement • CCPs alarm set correctly?- 11 out of 12 members report meeting this requirement • Water quality sampling procedure implemented? – all 12 members report

meeting this requirement • Water sampling staff trained?- all 12 members report meeting this requirement A copy of the updated version is provided as an attachment. See outgoing correspondence to Minister Blair on a potential pilot of the implementation of Health Based Targets in the Australian Drinking Water Guidelines.

4. Operational Support g. Implement Regional Best Practice strategies.

Regional Best Practice strategies are implemented as per direction from regional plans. The CWUA Business Plan review including review of regional operational priorities


Reports

Actions Comments together with the 5 Year Procurement Plan is underway.

4. Operational Support h. Support Councils as they manage their water utilities’ assets.

Progress is underway on the following actions to meet this objective as identified in the CWUA Business Plan: Asset Valuation Under a regional contract with Australis Asset Valuations Services, asset valuation for complex assets, specifically Sewerage Treatment Plants, Water Filtration Plants and Dams has been completed at all participating Councils including Orange, Bathurst, Lithgow, Oberon, Mid-Western, Blayney, Cabonne, Lachlan, Weddin, Cowra, Parkes and Forbes. Final Asset Valuation Reports have now been issued for all bar one Council. Water Main Condition assessment is slated for regional procurement in 2017-2018 with a contract to commence on 1 July 2018. National Asset Management Assessment Framework The CWUA is eager to see regional procurement of a third party specialist to run the National Asset Management Assessment Framework across all asset classes at member Councils. Please see scoping report below.

Cr David Somervaille and Mayor, Bill West with the Hon. Robert Brown Chair of the GPSC No. 5 at the site tour of Cranky Rock 17 May 2017.

National Asset Management Assessment Framework Project

Following discussion at the September 2016 CWUA meeting at the December meeting the CWUA resolved: That the CWUA commend to GMAC that a regional procurement process be undertaken to engage a third party to run the National Asset Management Assessment Framework (NAMAF) across Centroc member Councils inclusive of all asset classes. The CWUA is very enthusiastic and see the NAMAF as a great tool to get those responsible for the various asset classes in Councils to sit in the same room and have a close look at asset management across the full breadth of councils operations. The Roads Technical Committee has also provided support.


Reports

Subsequently at the February GMAC it was resolved to provide in support principle for using the National Asset management Assessment Framework across the region with further scoping advice and financial implications to be provided in a follow –up report. See below.

Scoping Document - Regional National Asset Management Assessment Framework Project July 2017

Background The Office of Local Government requires Councils to have an assets policy and asset management strategy to meet community expectations as identified in the Community Strategic Plan for improved efficiencies and minimised costs. The Centroc Water Utilities Alliance heard a presentation on the National Asset Management Assessment Framework (NAMAF) at their April 2016 meeting. Subsequently the CWUA resolved at their December 2016 meeting to: Commend to GMAC that regional procurement of a third party to run the National Asset Management Assessment Framework (NAMAF) across Centroc member Councils inclusive of all asset classes be considered.

Project Objectives

Developed for the Australian Centre of Excellence for Local Government, the NAMAF is an audit tool targeted to improve asset management. http://www.lgam.info/namaf The objectives of the NAMAF is to provide member Councils with:

o A sound strategic framework to manage assets o Asset Management practices consistent with best practice o Enable appropriate allocation of resources o Strategies to improve financial and asset planning.

The NAMAF is widely utilised in Western Australia, Victoria and South Australia and has been used previously by Dubbo, Orange and Parkes Councils to assist in driving Asset Management Improvements. For advice regarding the Dubbo Council experience: http://www.ipwea.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=e12d9bc4-0443-44cd-8a87-ed220f655059 Councils utilising this tool have reported reaching advanced levels of maturity consistent with the requirements of Special Schedule 7 audit requirements. NAMAF provides excellent frameworks to focus actions and is of greatest benefit when conducted across the full breadth of Council’s Asset classes. Parkes have reported that given Council’s core business is in the management of big ticket assets the Framework provides an audit of the 11 key elements fundamental to the operation of Council’s business. While driving improvements in asset management it also enables Council to demonstrate due diligence.

Project Deliverables

NAMAF is delivered through a facilitated workshop with staff from across Council involved in asset management. Using the Framework the audit comprises 11 elements with 76 objectives across the following areas of operation:

1. Strategic Long Term Planning

http://www.lgam.info/namaf

http://www.ipwea.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=e12d9bc4-0443-44cd-8a87-ed220f655059

http://www.ipwea.org/HigherLogic/System/DownloadDocumentFile.ashx?DocumentFileKey=e12d9bc4-0443-44cd-8a87-ed220f655059


Reports

2. Annual Budget 3. Annual Report 4. Asset Management Policy 5. Asset Management Strategy 6. Asset Management Plans 7. Governance and Management 8. Levels of Service 9. Data & Systems 10. Skills & Processes 11. Evaluation

NAMAF Workshops deliver:

o A maturity audit that provides a snapshot of where Council is at o Identification of weaknesses & strengths o An Action Plan to improve Asset Management at Council o A resource kit of information which includes tools to assist Council’s journey including:

- Draft Policy - Asset Strategy and Plan templates that are consistent with the NAMAF delivering

readable, concise documents - Model Spreadsheets that will assist in development - Asset Management Manual - Condition Assessment Manual

Assumptions

To maximise the outcomes of the NAMAF requires:

o Leadership- Support from GMs and Directors o Motivated and capable staff to implement action plan o Dedicated Project Manager within Council o Contract delivery support from Centroc staff o Whole of organisation approach

Risks

Risks to delivery of the project:

• No money • Not much understanding or buy in in the region • Council unconvinced of the potential of such a project • Lack of committed champions with resource capacity • Data needed not provided by Council to contractors • Lack of money /resources /willingness to deliver Action Plan to improve Asset

Management at Council. Risks to Councils of not managing assets:

• Critical that Councils demonstrate best practice and due diligence in asset management to manage risks of PLI claims from failed assets.

Regional Collaboration to deliver agreed products and services

1. Procure a specialist contractor to facilitate workshops through a milk-run across the region achieving economies of scale on costs of delivery

2. Co-ordinate a Project inception meeting to agree deliverables 3. Establish Steering Committee of Asset Management practitioners from participating

Councils – meeting fortnightly via webex to monitor project delivery 4. Develop progress reports for relevant Centroc teams, including CWUA Roads Technical


Reports

Committee and Directors of Corporate Services 5. Reports on project delivery to GMAC and the Board 6. Summary report of key findings across the Councils audited to inform future regional

programming. The Lower Macquarie Water Utilities Alliance reported benefits associated with Asset Management practitioners working together across the region delivering improvements through a consistent approach.

Potential Cost Estimated costs are up to $25K per Council. This is based on 5 days of face-to-face with Council staff @ $2k-$3k per day inclusive of pre and post workshop work and the development of additional tools such as an Assets Reporting dashboard to assist with planning and implementation.

Timeframe 2017-2018 financial year.

Support for the project

The CWUA is very enthusiastic and see the NAMAF as a great tool for improving Council’s performance in the key areas of Asset Management and Performance Reporting across the breadth of Council’s operations. Advice was provided to a meeting of the Centroc Roads Technical Committee who have also provided support for this.

Best Practice Status Table The table below is provided in order to capture CWUA member’s work towards achieving compliance with the NSW Government’s Best-Practice Management of Water Supply and Sewerage Framework. The Framework was introduced in 2004 and updated in 2007, 2011 and 2014. Over this time LWUs have attempted to keep up with various amendments to the framework to ensure they are meeting best practice. Changes in July 2014 made the 30 year IWCM Strategy and Financial Plan and 30 year Strategic Business Plan a LWUs peak planning documents. Under the current Framework the IWCM Strategy and SBP are required every 8 years, on a rotation of every 4 years. Please find attached the DPI Water Best Practice Compliance Monitoring Table 2015/2016. Updates from members are sought on an on-going basis. Key: Approved DPI Water needs to act Council needs to act Consultants needs to act Lodged with DPI Council

Demand Drought IWCM SBP DSP

Bathurst Oct 2014 Oct 2014 Feb 2009 strategy Feb 2010 July 2010 Blayney See CTW See CTW See CTW 2013

Sewerage

Cabonne See CTW See CTW See CTW 2013 Cowra 2012 2012 March 2014 2015 2015


Reports

CTW Date? Date? 2011-Joint IWCM Forbes 2010 2012 2010-strategy 2014 In progress Hilltops - Boorowa 2011 2012 2012 strategy *

EOI released for development of full IWCM

2014 2015

- Young 2012 2012 2012 strategy 2013 - Harden Lachlan 2012 2012 Update please 2013 In progress Lithgow 2012 2011 Update please 2015 In progress Oberon Date? 2012-strategy* 2014 In progress Orange 2012 2012 2012 2014 Parkes Date? 2012 Date? 2014 2015 Upper Lachlan 2012 2012 2012-strategy Weddin See CTW See CTW See CTW Attachments to the Water Infrastructure Report

5. 16 May 2017 The Hon Niall Blair Minister for Primary Industries, Regional Water and Trade and Industry, Progress on the Belubula Dam

6. 23 May 2017 The Hon Robert Brown, Thankyou for Site visit and views into the inquiry into the augmentation of water supply for Rural and Regional NSW

7. 25 May 2017 Post-Hearing responses required by Thursday 15 June 2017 8. Highlighted transcript Orange 17 May 9. Supplementary Questions Water Augmentation 10. 29 May 2017 DPI, Water Resource Advisory Stakeholder Panels 11. 22 June 2017 Response to Questions on Notice General Purpose Standing Committee No

5.Inquiry into the augmentation of water supply for Rural and Regional New South Wales. 12. 22 June 2017 Supplementary Submission General Purpose Standing Committee No 5.Inquiry into

the augmentation of water supply for Rural and Regional New South Wales. 13. 5 July 2017 Minister Blair, NSW Best Practice Management of Water supply and Sewerage

Framework 14. 5 July 2017 Minister Blair, Pilot of Proposed Health based targets for the Australian drinking

Water guidelines 15. Drinking Water Management System Status/Gap Analysis Table 16. DPI Water Best Practice Compliance table 2015/2016


Reports

Précis The Management Plan Actions for Health are aligned to the JO priorities of Advocacy, Inter-governmental Relations and Regional Strategic Planning. Where reports on these priorities are similar they will be deleted to avoid repetition. Advice on all Management Plan Actions is available on request. Recommendations from past meetings form part of Matters in Progress. The most significant area of activity has been support of the Murray Darling Medical School.

7c Health Report by Jennifer Bennett dated 13/07/17

Recommendation/s to the Health Report That GMAC note the Health report and commend to the Board it review the Health Advocacy Plan in line with advice from the Charles Sturt University commissioned reports “PPB MDMS Economic Impact Report” and “MDMS Clinical Placement Assessment”


Actions Comments 1a. Advocacy Undertake advocacy for members and the region on an ‘as needs’ basis in the context of the advocacy plan (see attached)

The Advocacy Plan is iterative and welcomes member feedback. A meeting was held in Parkes 31 January and the Plan has been updated. Please request a current version which is with the Portfolio Mayor and Sponsoring General Manager. Of note is the need to advocate for the Murray Darling Basin Medical School. For members updates please see advice elsewhere in this report

1b. Advocacy Implement actions post review of Beyond the Range

The 12 member Councils participating in Beyond the Range have paid their final instalment of $3,000. Promotion of the program is ongoing with a view to securing further financial support. A report to member Councils has been provided and follow-up is being undertaken on member response. The Centroc Executive Officer is seeking to meet with Councils regarding Beyond the Range among other matters.

1c. Advocacy Support for a regional medical school to grow more generalist and post-graduate careers in regional areas

Significant effort has been provided in support of this initiative in the past quarter. This has included meeting with the Hon David Gillespie, the Hon Andrew Gee, Mr Mark Burdack and a phone hook-up with Peter Fraser Director, Government and Community Relations. Please find briefing notes attached. A media release was sent and is attached and social media support

Section 1 Regional Sustainability

Objective 1C Support the retention and growth of health services across the region

Subject Activities in the Health Sector Portfolio Mayor Cr John Medcalf Sponsoring General Manager Mr Glenn Carroll


Reports

Actions Comments has also been provided. It is noteworthy that CSU has commissioned and published two reports, one on clinical placements and the other on social and economic impacts that provide a wealth of useful information and inform key messaging. These are attached. It is recommended that the Advocacy Plan be reviewed in line with the advice in these reports.

1d. Advocacy Advocate for support (grant eligibility) from state and federal governments to enable Local Government to invest in health and training infrastructure

Ongoing advocacy is being undertaken. The current focus is support for Weddin where Boorowa has advised its issue has been recently ameliorated. The region awaits the outcome of the Building Better Regions Fund.

1e. Advocacy Support growth of cancer care services in the region

Ongoing

1f. Advocacy Consideration of the Federal Government Reform processes eg levels of service and community based health planning and how this will impact on Local Government, funding changes that may impact on funding levels in community services (eg HACC)

Ongoing

1g. Advocacy Develop policy and actions responding to the emergent needs of members in health (see Centroc Health Workforce Group)

Please find table for update below. Support from the New Parliamentary Secretary for Regional and Rural Health Mrs L Williams is being requested.

1h. Advocacy In advice on strategic work, ensure the smaller community needs for health servicing are assessed

This is included in the Centroc Health Workforce Group Terms of Reference.

2a. Inter-governmental Relations Centroc Health Workforce Group (CHWG) to provide advice on; Key health workforce issues specific to individual Centroc LGAs Development and implementation of CHWG initiatives such as Beyond the Range Emerging educational and workforce uses and trends for health professionals in the region

Giving flagging member Council attendances, under the hand of the Chair, the Department of Premier and Cabinet coordinated a meeting 23 September 2016 with key stakeholders including Primary Health Networks, Centroc and Western Area Health with a view to scoping the collaborative opportunity of alignment between health precincts and integrated health care. Attendees resolved to request advice from Charles Sturt University on its Clinical Training Model including internship supervision. This is being progressed with advice anticipated for the Board.

2b. Inter-governmental Relations Encourage more collaboration with Local Health Districts (in Central NSW) and Centroc to assist with Integrated Planning and reporting (IP&R)

Ongoing. The challenge of Councils working with Health among other agencies was raised again at the recent Regional Leadership Executive Meeting 12 July 2017. Follow-up will be undertaken with Mr A Albury. This is in part being progressed here through the Beyond the Range Update contract.


Reports

Actions Comments 3. Regional Strategic Planning Ensure strategic fit with industry groups and stakeholders with mutual health priorities and strategies

The current opportunity seems to be around health precincts and integrated service delivery. At the time of writing a meeting has been scheduled for 21 July with Dave Karlson, General Manager of RDN and Dr Estrella Lowe, Manager Rural Medical Services Initiatives NSW Rural Doctors Network to discuss among other things progressing a methodology on the economic and social impacts when a Doctor leaves town.

4. Operational Support Implement Beyond the Range Year 3.

A proforma report was circulated to members, follow-up is being undertaken. A more detailed update on Social Media is below.

Beyond the Range Update Social Media Report May 2017 by Fee Jennings

Month Number of Likes (at end of month)

Number of People Engaged

Number of People Reached

Impressions

2015 August 107 137 3,551 4,759 September 108 (+1) 46 391 1,233 October 110 (+2) 54 535 1,277 November 139 (+29) 185 2,814 6,089 December 252 (+113) 583 18,406 27,506 2016 January 349 (+97) 1,232 28,228 38,983 February 422 (+73) 498 12,334 16,434 March 491 (+69) 953 28,011 38,208 April 545 (+54) 626 14,096 20,067 May 628 (+83) 520 13,255 25,560 June 651 (+23) 503 9,602 13,043 July 767 (+116) 4,770 63,091 100,459 August 893 (+126) 3,389 61,650 97,842 September 961 (+68) 3,177 44,677 63,757 October 1,019 (+58) 1,952 39,486 51,178 November 1,055 (+36) 2,230 36,196 52,664 December 1,058 (+3) 681 9,668 18,162 2017 January 1,059 (+1) 956 12,412 22,753 February 1,066 (+7) 721 10,776 19,196 March 1,060 (- 6) 615 9,368 16,750 April 1,061(+1) 405 6,627 9,200 May 1,069 (+8) 490 7,419 11,949

Overview Reach and engagement have started to increase again and hopefully over the next few months we will continue to gain some momentum.


Reports

Post Content Currently posts are a mixture of destination marketing and health care related stories/links. The most successful posts are the ones that have the highest number of shares, comments & likes. Post + Engagement = Reach. This engagement needs to start with member stakeholders. All posts that are related to a specific destination/council have their page tagged in the post. Therefore, each page gets notified that they have been mentioned in a post. This is the cue for members to engage with the post. A like and a simple comment such as “Come and explore the opportunities awaiting you in Bathurst” takes only a few seconds but increases the success of the post - adding Council’s own website address in the comments to encourage website traffic to Council’s site. Ths also saves on Council staff time needing to chase content. Communication This month the focus was to help promote the push for the Murray Darling Medical School and this has been a focus in many of our posts. Conclusion Please feel free to contact Fee Jennings if for any assistance. Attachments to the Health Report

17. PPB Advisory MDMD: Clinical Placements Assessment 18. PPB Advisory Prepared for CSU MDMS: Economic Impact Analysis Report Dated 13 April

2017


Reports

Précis The Management Plan Actions for Regional Development are aligned to the JO priorities of Advocacy, Inter-governmental Relations and Regional Strategic Planning. Where reports on these priorities are similar they will be deleted to avoid repetition. Advice on all Management Plan Actions is available on request. Recommendations from past meetings form part of Matters in Progress. This report also includes advice on:

• An update from RDA Central West; and • The current roll out of NBN for the region

An update on tourism is provided in a separate report.

7d Regional Development Report by Jennifer Bennett dated 13/07/17 Section 1 Regional Sustainability Objective 1D Regional Development Subject Quarterly update against Management Plan and emergent issues Portfolio Mayor Cr Bill West Sponsoring General Manager Mr Garry Styles Recommendation/s to the Regional Development Report

That GMAC note the Regional Development report; and commend to the Board it 1. delete from the Management Plan for this year the item 1c Advocacy Support CNSWT through

the change period as Destination Networks are implemented; 2. seek advice from the Department of Premier and Cabinet on opportunities in Central NSW for

campuses for the Country University; 3. endorse the submission to the Inquiry into Regional Development and a Global Sydney; 4. through the Chair write to the Department of Premier and Cabinet seeking to ensure that RDA

Central West is included in the Regional Leadership Executive Subcommittee for Economic Development for the Central West; and

5. Seek feedback from the Department of Premier and Cabinet on the purpose and optimisation of the Economic Development Plans based on “Functional Economic Regions” rolling our across Central NSW.


Actions Comments 1a. Advocacy Optimise the community infrastructure priority list for use in regional advocacy and produce outputs as relevant to various funding opportunities

In March 2017 the Matrix was updated to provide greater ease and the inclusion of Parent/Child relationships to better support staged and multiple projects on for example a freight link. Various teams have received presentations on the updated Matrix and updated input forms have been provided to all Councils. Presentations and support have been provided to member Councils on request. Outputs and letters of support are developed as funding rounds open given that program guidance seeks feedback from the region. These


Reports

Actions Comments have been provided to past meetings seeking endorsement. It is noteworthy that there are a significant number of funding rounds being announced at the moment. Keeping up by both members and Centroc is challenging. There is slippage in getting input sheets back to Centroc and an updated table will be provided to the meeting.

1b. Advocacy Scope the feasibility of a project using the Centroc Multi Criteria Analysis Matrix (the Centroc Matrix) on non- infrastructure priorities

Given recent restructures and staff changes, this matter will be raised again with the Regional Leadership Executive where it is noteworthy that at their recent meeting the issue of skills gaps was raised.

1c. Advocacy Support CNSWT through the change period as Destination Networks are implemented

Given that CNSWT is finalizing it operations it is recommended this be deleted.

1d. Advocacy Scope the need for a Tertiary Education Plan

This work is being progressed through the MoU with RDA. It is noteworthy that the Cooma University Model has been supported by funding to roll out further campuses. It is understood that the Department of Premier and Cabinet has a role in progressing this initiative.

1e. Advocacy Building on the the work undertaken by RDACW, DPI and others, scope the next steps is supporting agriculture in the region

Please note the following initiatives: 1. Post Farm Gate Value Add project now completed and launched with further projects underway – please see RDACW report below. 2. A number of actions to support agriculture from a land use perspective are identified in the Regional Plan for the Central West and Orana currently on exhibition, please see more detail in the Planning Report; 3. The planners of the region who have been working on the Regional Plan for the Central West and Orana have identified the need to develop an Agricultural and Industrial Lands Strategy. A meeting was held between Industry, Planning and Centroc in November 2016 and scoping advice to the Board is anticipated in due course; 4. The Right to Farm initiative being progressed by the DPI, a more fulsome report has been provided to the Board; Publication of The Central West and Orana Agricultural Industries Plan available at: http://www.planning.nsw.gov.au/Plans-for-Your-Area/Regional-Plans/Central-West-and-Orana/~/media/29D63C6B92D0422986DD58531F383722.ashx 5. The Visit my Farm project –Advice from DPI is as follows: Visit My Farm is a new agritourism business idea to strengthen connections between rural & urban people & provide an income stream for all types of farmers big and small. -www.visitmyfarm.com.au It is noteworthy that in the Regional Plan for Central West and Orana the top three priority projects are: 1. Release a Regional Agricultural Development Strategy (Department of Planning); 2. Review local environment plans to facilitate agribusiness diversification and value-adding opportunities (Department of Planning); and 3. Develop a food and fibre strategy for the Central West (Department of Industry).

http://www.planning.nsw.gov.au/Plans-for-Your-Area/Regional-Plans/Central-West-and-Orana/~/media/29D63C6B92D0422986DD58531F383722.ashx



http://visitmyfarm.com.au/


Reports

Actions Comments For further advice on the Regional Plan please see the Planning Report. For further updates on the region’s progress please see the RDA report below.

1f. Advocacy Review the Advocacy Plan

A series of meetings have been held developing this Plan with the Sponsoring General Manager and/or the Portfolio Mayor. Please request the current version. At the time of writing the following submissions have been lodged since the recent Board meeting: Submission to the Inquiry into regional development and a global Sydney. At the time of writing the Chair will be presenting to the Australian Government’s Productivity Commission study into Transitioning Regional Economies following the resources boom, in Orange Wed 19 July.

1g. Advocacy Advocate as appropriate for an improved funding framework

This is in the draft Advocacy Plan and is ongoing.

1h. Advocacy Future proof telecommunications for the region through i. Ensuring long term broad band accessibility for the region ii. Ensuring adequate man-power to service the region and iii. Improving mobile phone service across the region

This is being progressed within existing policy where RDA have the lead in supporting telecommunications. For an update on their activities please see advice from RDA in this report. Please find below the map showing the current status of the NBN roll out in this region.

1i. Advocacy Support RDA Central West in their activities with regard to Mobile Black Spot, NBN and include infrastructure priorities into the Centroc Matrix

Please see advice from RDACW below.

2a. Intergovernmental Relations a. Scope the need to develop an “umbrella” regional development plan noting the theme of agriculture

While key stakeholders such as Centroc, RDACW, State Agencies and DPC each have their own strategic approach, there is no overarching framework that allows for an umbrella regional plan, similar to that in Victoria. The Background Paper to JOs makes suggestions on pages 7 and 8 for structural arrangements for a ‘regional table’ where Local and State government meet and undertake collaborative activity. Further advice has been sought from DPC and OLG on progression of this idea. The Regional Plan has a significant focus on agriculture. The Regional Leadership Executive is developing a subcommittee for Regional Development. This issue is included in the briefing materials to the Regional Round Table where a date to progress is being sought. Notably it is understood that Councils in combinations of stand alone and in groupings based on “Functional Economic Regions” informed by


Reports

Actions Comments travel to work are having economic development plans developed for them by the Department of Premier and Cabinet. Concern is being expressed by some members regarding:

• The purpose of these plans particularly their fit in the funding framework;

• Consultation and engagement with Council; • Expectations of Councils on Plan delivery; • Consultation in the community; • The fit of these plans in the overall strategic framework

including IPand R; • Plan quality; and • Their social and political fit.a

2b. Intergovernmental Relations Progress a collaborative project in data with RDACW noting Census data is due for publication from April 2017

Please see an update from RDACW below.

2c. Intergovernmental Relations c. Provide advice and support to the Dept of Planning as it implements the regional development components of the Regional Plan

The Regional Leadership Executive is developing a subcommittee for Regional Development. See advice on the Regional Plan in the Planning Report.

2d. Intergovernmental Relations Provide a delegate to the Regional Leadership Executive

The most recent meeting was 12 July in Orange. Included on the Agenda was: 1. Advice on consultation to the Future Transport NSW Plan 2. Sub-Committee - Updates

• Safer Pathway • OCHRE - Local Decision Making • Mining and Resource Development Taskforce • Regional Adaptation Paper – Endorsement

3. Presentation on the Central West Orana Regional Plan 4. Establishment of a Central West and Orana Regional Economic Development Sub-committee

2e. Intergovernmental Relations Scope activities building on the Dept of Planning’s Central West and Orana Agricultural Industries Final Report

This is being progressed as part of the Central West Orana Regional Plan.

2f. Inter-governmental Relations Review the MoU with RDA Central West

The review for last financial year was completed. The next round is anticipated at the end of this financial year. Reporting against the MoU will occur in the body of this report.

2g. Inter-governmental Relations Seek to have implemented a Regional Development Task Force or similar for this region as a subset of the Regional Leadership Group for Regional Development h. Provide representation to and support the Western Region Mining Taskforce i. Collaborate with key agencies as identified in the Regional Devt Framework on key activities including a Regional Investment Prospectus

Advice to the RLE meeting 12 July is that this is underway, further updates will be provided in due course.


Reports

Actions Comments 2h. Inter-governmental Relations Support the Western Region Mining Taskforce

Advice to the recent RLE meeting 12 July is that the Taskforce is about to be reinstated. The Board will give consideration to the delegate being the Chair.

2i. Inter-governmental Relations Collaborate with key agencies as identified in the Regional Devt Framework on key activities including a Regional Investment Prospectus

Advice to the recent RLE meeting 12 July is that the Regional Prospectus will be for all of Regional NSW.

3 Strategic Planning a. Collaborate with RDACW and other key stakeholders in the need for an “umbrella” regional development plan noting the theme of agriculture b. Provide advice and support to the Dept of Planning as they progress regional development through the Regional Plan Implementation Committee c. Scope activities building on the Dept of Planning’s Central West and Orana Agricultural Industries Final Report

Underway as per items above.

4a. Operational support Support member funding applications using advice from the Centroc Matrix

This is a significant piece of work see 1A

4b. Operational support Support the EDOs through projects as identified in the EDO Forum with a focus on the Data projects

For advice on the EDO forum see the RDACW report below.

4c Operational Support Update regional data subsequent to the Census data roll out

A report in this regard is anticipated.

4d e f Operational Support Position, market and promote Central NSW as a destination for screen including Film and TV. Maintain regional Website. Maintain and grow photographic database to standard in the Film & TV Industry.

Screen Central NSW Facebook page to date has 238 likes with updates from Facebook on new screen views and new screen likes. This slow but steady increase in “likes” reflects the increase in engagement on this social media platform. Centroc staff promote the page with regular updates regarding filming & photographic opportunities or locations that may be of interest through these online networks. A production company was advertising on Facebook that they will be in Cowra filming in late April and through subsequent contact with Screen Central was able to secure accommodation at the Inland Waters Holiday Park at Wyangala. The production team were to bring a team of 18-20 people from Sydney to the region and although Screen Central have not been able to make contact with the production company to confirm that filming took place, Inland Waters Holiday Park at Wyangala have advised that the production company did stay at the Holiday Park as expected. Screen Central staff will continue to monitor this production and promote it out on the Screen Central Facebook page once it has been released. The Melbourne-based production company who made contact with


Reports

Actions Comments Cabonne Council in October 2016 have filmed their documentary series in the surrounding areas of Forbes and aiming to be on-air towards the second half of 2017. This will be a science and history series for the History Channel (Foxtel Australia) and will be 4 x 1 hour episodes. The production company advised they were in the region for 8 days and brought a team of 10 people with them. Screen Central staff have not yet received advice that this series has been aired but will continue to monitor this production and will promote it out on the Screen Central Facebook page once it has been aired. The Office of Environment & Heritage did a very short filming piece in Canowindra on or around 28 January 2017. This piece was filmed in virtual reality and has been uploaded to YouTube by Office of Environment & Heritage and and also promoted on Screen Central’s Facebook page. This piece was a creative short film about heritage in NSW and broadly talked about the diversity of heritage across NSW and the value of community in protecting heritage. The regions in Central NSW that are featured on this 4 min piece are Canowindra, Dubbo & Errowanbang (along with Eveleigh, Taree, Eland & Tweed Heads). Miro is a production that was filmed in Condobolin back in March 2016 is a WWII archival/educational filmette and has been reported on previously. This filmette will be making its Australian premiere at the Melbourne International Film Festival 2017 in August 2017.

Update from Department of Premier and Cabinet At the time of writing this is being prepared. A verbal update can be provided to the meeting. Update from RDACW New Interim Executive Officer RDA Central West Executive Officer has resigned from the position to explore new opportunities in the NFP sector in the Northern Territory. Julia Andrews has stepped into the role of Interim Executive Officer. Current RDA CW Key Projects/Activities

• China eCommerce Project • Agribusiness Today Forum 2017 • Small Agricultural Logistics • Data Co-Design • Regional Telecommunications • Workforce Development through STEM • Ag Marketing • Economic Development Managers’ Forum


Reports

E-Commerce in China Project This project, funded by the NSW Department of Industry, will increase skills and capacity for Central West NSW SMEs to engage in e-commerce trade opportunities in China. It will work with industry and government in Australia and China to develop ‘real world’ experiences using three CW NSW agribusinesses as case studies. It will identify knowledge gaps and the outcomes will include development of a masterclass and practical toolkit. Although agribusinesses are the focus of this project, the learnings and resulting toolkit and masterclass will benefit businesses across sectors. The project will be managed by RDA Central West Interim Executive Officer Julia Andrews, in collaboration with the International Engagement Unit at NSW DPI. This project will deliver;

1. Information to fill the gap between available e-commerce service delivery and successful export business. The project will build on existing work undertaken by Austrade and Business Chambers. This work has described the industry and validated the significant opportunity that exists for Australian businesses with e-commerce in China.

2. Relationship with key e-commerce providers, including Alibaba in Australia. 3. Masterclass and toolkit to deliver learnings through innovative marketing channels including

video and storytelling through case studies. RDA Central West will facilitate the delivery of a masterclass and toolkit that will be rolled out as workshops located in targeted regions.

4. Identification of risks and opportunities from the ‘real world’ experience of building relationships in China. Practical in country relationship building skills which will become part of the expanded learning program.

5. Identification of candidate list of ten successful regional agribusinesses that are export focussed and export ready and who are considered to have significant export potential. Develop final shortlist of three business, selected on merit. Support the final three businesses through e-commerce logistics and relationship building in China – experiential learning.

6. Specifics of e-commerce in China pertaining to logistics, legal structures, biosecurity, banking, networking, risk, CHAFTA, bonded zones, key regulations, intellectual property, consumers, support and provenance.

7. Promotion of Central West NSW as a supplier of premium products. The E-Commerce toolkit and masterclass are expected to be rolled out in March 2018. Regional Telecommunications Infrastructure Priorities MBSP Round 3 was announced as a round of ‘Government priority sites’ only. Unfortunately, Mobile Network Operators and communities were given no opportunity to nominate sites for rectification. No further funding has yet been announced by the Australian Government. It remains to be seen whether funds will become available through the NSW Government’s ‘Connecting Country Communities’ fund, designed “to invest in communications infrastructure and deliver improved regional voice and data connectivity” (anticipated to open in late 2017) - https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-growth-fund/connecting-country-communities/ Additionally, nbn co has announced that they will be investigating opportunities to increase capacity for satellite customers, including potentially moving some communities off satellite and/or purchasing a third satellite. To take advantage of these potential opportunities, it would be advantageous for communities to be able to demonstrate digital demand, thereby making the case for better mobile or nbn solutions as

https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-growth-fund/connecting-country-communities/

https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-growth-fund/connecting-country-communities/


Reports

they become available. RDA CW will be in touch with councils shortly to gauge interest in conducting Digital Demand Assessments in priority areas. Productivity Commission into Transitioning Regional Economies In February, RDA Central West made a submission to the Australian Government’s Productivity Commission study into Transitioning Regional Economies following the resources boom, and invited the Commission to hold one of its public forums in this region. The Commission is interested is hearing from people across the Central West NSW community about their experiences post mining boom and the transitional pressures the community is facing. The public meeting was subsequently scheduled to be held at the Ex-Services Club in Orange between 9am – 11am on Wed 19 July. RDA Central West ensured the public meeting was well publicised and information sent to all key stakeholders including Centroc. In April, the Commission published an Initial Report of findings.

Some key points made in the Initial Report include:

• In agriculture, employment decline is driven by efficiencies and technological innovation, leading to growth in production using less labour. At the same time, there has been a pattern of consolidation from smaller towns to larger regional centres, affecting the social fabric of these communities and engendering a feeling of being left behind as Australia prospers more generally.

• The factors shaping adaptive capacity include: people-related factors (educational achievement, employment rates, skill levels, personal incomes and community cohesion); the degree of remoteness and accessibility to infrastructure and services; natural endowments (such as agricultural land) and industry diversity.

• There is no ‘one size fits all’ approach that will promote successful adaptation in all regions, although there are ‘no-regrets’ policies that should be pursued as soon as practicable (removing obstacles and regulatory impediments that prevent people and businesses from taking advantage of new economic opportunities such as planning, zoning and development processes.)

• Strategies for successful adaptation and development are those that focus on supporting people in regional communities to adjust to changing economic circumstances. Strategies work best when they are: o identified and led by the local community, in partnership with all levels of government o aligned with the region’s relative strengths o supported by targeted investment in developing the capability of the people in the

local community to deal with transition, adaptation, and securing an economic future o designed with clear objectives and measurable performance indicators and subject to

rigorous evaluation. • Although government expenditure on projects can create short-term employment, it often

does little to support transition and long-term sustainable growth in regions.

In RDA Central West’s submission, lack of access to appropriate data to inform evidence-based decision making was cited as a major barrier to regional economic development. Our collaborative work with Centroc around a regional shared data platform was included in the submission. Written submissions are due by Monday 31 July 2017 and the final report is due to be handed to the Australian Government in December 2017.


Reports

Support for Startups in Regional NSW Project Officer Amelia Haigh is preparing RDA Central West’s submission into the NSW Department of Industry’s Inquiry into support for regional startups - looking at ways to strengthen and support the budding entrepreneurial ecosystem of startups in regional NSW. The Committee will be looking at the effectiveness of state government policies and programs aimed at supporting startups in regional areas, and new initiatives to reduce barriers to entry for startup businesses. The closing date for submissions to the inquiry is Friday 21 July 2017. Central West Investor Network (CWIN) The Central West Investor Network is a self-sustaining investor network to promote the NSW Central West region to external investors and to facilitate capability building and networking among internal investors. The project, still in concept stage, would leverage off RDA CW’s existing Invest Central West branding.

Expected outcomes of the project include;

o Promotion of Central West NSW to potential investors, both those within and outside the region

o Creation of an ongoing investor network designed to promote CW NSW and build capacity for new investment in the region.

o Creation of an Investment Networking Event, bringing together investors from networks in neighbouring regions (e.g. Sydney and Canberra), financial specialists, local investors with success stories, local firms in related industries able to facilitate new investments, organisations and individuals seeking investment etc.

o Creation of an investor database, in order to communicate 6-monthly email updates including industry reports and investment opportunities Development of investor case studies to be used in ongoing marketing of the region (and published on a revamped Invest NSW Central West website)

o Development of investor case studies and other investment marketing collateral to be used in the ongoing promotion of the region to investors (including publication on the Invest NSW Central West website, revamped for this purpose).

The project was unsuccessful in securing NSW Regional Marketing and Promotion funding. However, due to the strong stakeholder support for the project from Centroc, individual councils, the Central West and Orange Business Chamber and the Orange Business Chamber, it will be rescoped, considering budget and resourcing, and included as an activity in the RDA CW 2017-2018 Annual Business Plan. Building Better Regions Fund There has been a delay in the announcement of BBRF Round 1 successful applicants. Contacts in Minister Nash’s office suggest an announcement will be made late July/early August. RDA Central West received fewer approaches from potential applicants under the new Community Investments Stream and determined this represented an opportunity to build further awareness and drive more applications from regional not-for-profits for Round 2. To this end, we are encouraging councils and Not-for-profit organisations to start thinking about their BBRF Round 2 applications for infrastructure and community projects now, through our website and e-news.


Reports

Regional Growth Fund A raft of funding is now being made available through the NSW Government’s 1.3 billion Regional Growth Fund. Eligible organisations include local governments, industry and community organisations, as well as regional organisations. Regional Growth Fund opportunities are coming thick and fast and councils and communities need to be nimble to keep up. For example, the Stronger Country Communities Fund (playgrounds, libraries, community facilities etc) which only Councils can apply for, has been divided into three tranches which means two of our LGAs – Lithgow and Weddin – only have until 9 August to apply. Our other LGA’s are in Tranch 3 and have until 18 Oct to apply. This information was circulated to Economic Development Managers and Centroc.

Agribusiness Today Forum 2017 The Agribusiness Today forum is a collaboration between CSU - the Graham Centre for Innovation and RDA Central West since 2008. It is also supported by Central West and Central Tablelands LLS’s, Central West Farming Systems, and Sheep Connect (AWI). The Annual Agribusiness Today Forum 2017 will be held in Orange on Friday 11 August 2017. The theme for this year’s forum is ‘Sheep in Focus’ and will examine innovation and technology in sheep production, management and markets. A Field trip in the Orange area will be held on Thursday 10th August. Expert speakers will present on current markets and trends for red meat, production concepts of on-farm innovation for real-time decision making and future smarter farming.

https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-growth-fund/

https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-growth-fund/


Reports

Regional producers and agricultural students are invited and we would appreciate Council assistance in promoting the – further information is available on our website: http://www.rdacentralwest.org.au/initiatives/agribusiness Economic Development Forum and Data Co-Design Sub-committee The regular ED Forum, in which Centroc participates, provides a platform for participants to gain further knowledge on economic development issues, opportunities and solutions. The Forum provides opportunity for discussion on innovative ideas and new approaches in regional development. The Data Co-Design Sub-committee exists to find a solution to the ongoing issues of getting quality reliable data sets that can be accessed via a regional shared data platform across all RDACW and Centroc councils, and also increase information-sharing amongst Councils of data and training available to increase the region’s capacity to attract public and private investment, as well as strategic planning. The first Data Co-Design meeting for 2017 was held on 22 March in Orange, attended by the subcommittee and the Director of Economic Appraisal, NSW Government. Current status of the NBN roll-out The latest construction maps show the National Broadband Network (NBN) will be rolled out using fibre and fixed wireless technologies across parts of the Central NSW follows. Listed below are the areas where construction scheduled to commence before the end of September 2018 though parts of the area have been included in a three year roll-out plan which means that all Centroc LGA’s will begin NBN construction by September 2018. Anecdotal feedback and challenges for the region is around broadband and roaming

Attachments to the Regional Development Report Nil

http://www.rdacentralwest.org.au/initiatives/agribusiness


Reports

7e Planning Report by Jennifer Bennett dated 13/07/17

Section 1 Regional Co-operation and resource sharing Objective 1E Deliver regional benefit from collaboration in planning Subject Planning update Portfolio Mayor Cr John Davis Sponsoring General Managers Mr Garry Styles, Mr Paul Devery and Mr David Sherley

Recommendation/s to the Planning Report That GMAC note the Planning Report and commend the Board it 1. write to members thanking them for their support of the Regional Plan noting their efforts have

resulted in a significant number of priority actions occurring in this region; 2. ramp up advocacy in support of the Inland Code SEPP; 3. advocate to have funding provided from the Planning Reform Fund for members Councils to

progress the strategic work required to inform the development process; and 4. the progression of the OEH funded Biodiversity Reforms Support Program be supported in

principle subject to the contract being satisfactorily developed and this be under the auspices of the Sponsoring General Managers.


Actions Comments 1a Advocacy To retain local control over land use

This is ongoing and included in the Advocacy Plan.

1b Advocacy To increase the influence of local communities over planning decisions in Central NSW


1c Advocacy To change the methodology of the Department of Planning and the Environment on population projections for Central NSW


Précis The Management Plan Actions for Planning are aligned to the JO priorities of Advocacy, Inter-governmental Relations and Regional Strategic Planning. Where reports on these priorities are similar they will be deleted to avoid repetition. Advice on all Management Plan Actions is available on request. Recommendations from past meetings form part of Matters in Progress. Noteworthy in this report is:

• The announcement of the Regional Plan for Central West and the Orana with further advice on implementation;

• Support being sought from the Planners Group for advocacy to get funding for strategic work; and

• Consideration of engagement in an OEH funded Biodiversity Reforms Support Program.


Reports

Actions Comments 1d Advocacy d. monitor the Fit for the Future and provide feedback as appropriate from the Board

The greatest area of activity in the past quarter has been 1. to seek resolution of the Joint Organisation Legislation and 2. in support of having the “Scale and Capacity” restrictions on Council access to funding overturned. There has been no resolution in either case where the most recent request for advice from the Ministerial Advisor was 13 July.

1e Advocacy Provide advice to the Board and then advocacy in line with their direction regarding sustaining Local Government including but not limited to:

i. Funding for infrastructure. ii. Governance. iii. Assets management.

As needs or on direction basis. There is significant activity being undertaken around the region on priority infrastructure planning. This is reported elsewhere in this business paper or please request advice.

1f Advocacy In line with Board direction based on policy advice from the Planners Group including but not limited to status with their LEPs, Native Vegetation, population projections, REPPS for example mining.

The current focus of the Planners’ Group is the collaboration in the development of the Regional Plan led by the Dept of Planning. It is anticipated that advice on advocacy will be forthcoming as a result of this process where the Planners will meet quarterly and provide feedback to the Board on a strategic direction.

2a Inter-governmental Relations Provide attendance to the Regional Leadership Executive (RLE)

There was a presentation to the RLE on the Central West Orana Regional Plan. The Plan was launched 14 June in Parkes. The Plan is on Dept of Planning Website. http://www.planning.nsw.gov.au/Plans-for-Your-Area/Regional-Plans/~/media/9C3DD0CC6D1F4E27A7A6B76AB47092C5.ashx Also on the website is the Implementation Plan. More detail in this regard is below. A media release was sent accordingly and is attached where the request of the Minister for Planning for the Hon Rick Colless to Chair the Implementation was followed up. The fit between the RLE and the implementation is not clear at this stage though in discussion at the RLE it was clear that alignment is being sought by all parties.

2b. Inter-governmental Relations Support the technical group of planners from member Councils

Planners’ Group formed early December 2014. The current focus is on supporting the Regional Plan. A meeting was co-ordinated in Blayney 5 May 2016 for Planners and other key stakeholders such as RDA and DPC as well as interested members of Centroc. Forward strategy for Planning was included as an agenda item. Please find attached the notes where the meeting indicated the priority is the development of an industrial and agricultural lands strategy. Scoping advice will be provided to the Board in due course where a meeting was held between Centroc, DPI and DoP representatives at the end of 2016. Notably there is potential for the Food and Fibre Strategy identified in the Regional Plan to include this work.

2c. Inter-governmental Relations Collaborate with the DPandE on the implementation of the Regional Plan where the DPandE take the lead

Please see advice on implementation below.

http://www.planning.nsw.gov.au/Plans-for-Your-Area/Regional-Plans/~/media/9C3DD0CC6D1F4E27A7A6B76AB47092C5.ashx

http://www.planning.nsw.gov.au/Plans-for-Your-Area/Regional-Plans/~/media/9C3DD0CC6D1F4E27A7A6B76AB47092C5.ashx


Reports

Actions Comments 2d. Inter-governmental Relations Provide input as appropriate to DPC to progress Making it Happen in the Regions

Ongoing. The current area of interest being pursued is “what is a base level of service” in the “base plus plus” funding framework. For more advice on this please request previous reports or ask for a verbal update.

2e. Inter-governmental Relations c. Develop KPIs with State agencies to optimize collaboration on key strategic plans

KPIs have been developed with the Department of Planning, as per the advice above. It is also a matter of discussion with the Office of Local Government given its pertinence to all Pilot JOs. As the Plan has been released, follow-up is being undertaken with the Department of Planning.

2f. Inter-governmental Relations d. Develop instruments such as MoUs with key agencies with a policy position of having Local Government influence outcomes as much as possible

MoUs are under development with Health, and signed off with RDA Central West and TAFE Western.

There has been ongoing advocacy to have better structural arrangement or instruments to facilitate intergovernmental collaboration.

2g. Inter-governmental Relations e. Seek collaboration with DPC and other agencies in scoping the synthesis of the Integrated Planning and Reporting work being undertaken by members both across Local Government in Centroc and with State and Federal agencies, the Plan for the Central West and the State Plan. In this synthesis include the development of processes with other levels of government that: i. improve communication; ii. reduce duplication; iii. simplify reporting and access to each other’s information and iv. maximize opportunity.

This is an iterative space and formed a significant tranche of work as part of the JO Pilot. The Office of Local Government and DPC have been engaged as has Local Government Professionals Integrated Planning and Reporting Group. Given the JO process has stalled little has happened in 12 months from the State’s perspective. A straw regional CSP is complete and will be provided to the Board where this will address Phase One Given the recent personnel and structural change to the Regional Leadership Executive further work will be undertaken in due course.

3a Strategic Planning Collaborate with RDACW and other key stakeholders in the development of an “umbrella” regional development plan noting the theme of agriculture

RDACW are undertaking a greater role in the agriculture space subsequent to the Board meeting in May 2015. The JO Background Paper identified the potential for Planning Agreements. Further advice has been sought on the progression of this idea.

3b Strategic Planning Provide advice and support to the Dept of Planning Agricultural Lands Strategy

Centroc representatives attended a workshop in Cabonne in June to review the Central West Orana Agricultural Industries Draft Report to provide feedback. This document is basically around land capability in the context of broad agricultural production trends. Once the Regional Plan has been finalised, next steps will be taken.

3c Strategic Planning Scope activities building on the Dept of Planning Agriculture Plan

This is anticipated subsequent to the completion of the Plan being led by DoPE. Feedback from the strategic session in Blayney 5 May 2016 indicates the need for a Regional Agricultural and Industrial Lands Study with a focus on marketing the region for investment. Further scoping work is being undertaken where the focus of the planners of the region is optimising the Regional Plan.

3d Strategic Planning Work with key agencies undertaking planning in the region, for example Transport for NSW with a view to

Work continues in an adhoc manner with varying levels of success in the absence of a strategic planning framework with RMS, OEH, DPC, DoP, DPI, TfNSW, Water NSW, Health and various other agencies.


Reports

Actions Comments optimizing the engagement with Local Government and the region’s priorities

Advocacy continues for a framework to support a regional strategic framework. Members have been provided advice on the Making It Happen Regional Development Framework which points the way to pulling together a collaborative approach to regional development. Advice on its implementation has been requested from DPC 19 April.

4 Operational Support Form regional planners group of Land Use Planners across the region that becomes the technical group for interaction with the State in Land Use Planning provides advocacy advice to the Board including but not limited to status with their LEPs, Native Vegetation, population projections, REPPS for example mining develops a plan for operational support to members

The current focus of the Planners’ Group is the collaboration in the development and implementation of the Regional Plan. It is anticipated that advice on advocacy will be forthcoming as a result of this process where the Planners will meet quarterly and provide feedback to the Board on a strategic direction. The most recent meeting of the Planners’ Group was Friday 19 May. Please find attached notes from the meeting and the agenda is available on request. Noteworthy from the meeting was the election of Mr M Dicker to be Chair of the Group. Where a significant proportion of the meeting was progressing the creation of support materials for Councils and developers seeking to manage development of heritage buildings, the Group has requested advocacy support in the following areas: 1. Release of the Rural Codes/Inland Codes SEPP. Members would be aware that this region has provided significant support to the development of to an Inland Codes SEPP. The region has also advocated consistently in this regard. Please request any past reports and/or submissions in this regard. 2. Funding for strategic planning work/studies. All Councils in Centroc require strategic planning work/studies to be undertaken in the near future. Strategic planning studies are key to creating residential and job growth throughout the region and decentralise the population from Sydney. The NSW Government had previously provided money through the Planning Reform Fund. The Planning Reform Fund is a levy on each DA in NSW with a value over $50k that Council collects 0.064 cents per $ ($64 per $100k value) and pays quarterly to NSW Government. NSW Government is currently using the Planning Reform Fund towards creation of the NSW planning portal. Whilst Planning Reform Fund money appears to be committed for the creation of the NSW Planning Portal, Councils still need access to funding to undertake urgent and necessary strategic planning work to ensure the region has the ability to grow in a sustained and planned manner.

Implementation of the Central West Orana Regional Plan

Please find following advice from the Dept of Planning Website on the implementation of the Central West Orana Regional Plan. For more detail please go to:


Reports

http://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Orana/Delivering-the-Plan

Noteworthy is the significant amount of programming identified for Central NSW. This reflects the work put in by member Councils.

The Central West and Orana Regional Plan 2036 is the NSW Government’s strategy for guiding land use planning decisions for the Central West and Orana region for the next 20 years. The Central West and Orana region consists of 19 local government areas: Bathurst Regional, Blayney, Bogan, Cabonne, Coonamble, Cowra, Dubbo Regional, Forbes, Gilgandra, Lachlan, Lithgow, Mid-Western Regional, Narromine, Oberon, Orange, Parkes, Warren, Warrumbungle and Weddin.

The Regional Plan sets out four goals for the Central West and Orana region:

• The most diverse regional economy in NSW • A stronger, healthier environment and diverse heritage • Quality freight, transport and infrastructure networks • Dynamic, vibrant and healthy communities.

The NSW Government has established new governance arrangements to oversee the implementation of the vision, goals and actions in the Regional Plan and the release of an Annual Monitoring Report.

Purpose

Responsibility for implementing actions and monitoring the intended outcomes in the Regional Plan is shared with our important regional stakeholders, including Councils, other State agencies, service providers and the development industry. All stakeholders need to have a good understanding of the priorities and the deliverables. The purpose of this Implementation Plan is to:

• ensure ongoing collaboration and agreement on the implementation of actions; • assign accountabilities for the implementation of actions; • explain the role of different groups and committees involved in implementation; • guide the Central West and Orana Delivery, Coordination and Monitoring Committee in its role

of overseeing delivery of the Regional Plan; and • inform the Annual Monitoring Report.

Implementation

Goals, directions and actions

The Regional Plan comprises four goals, 29 directions and 126 actions. The goals articulate the intended outcome; the directions identify the broad issues or policy areas that we need to focus on and the actions represent the steps we need to take or initiatives we need to introduce/implement to achieve the goals. Actions are either implemented as strategies or as initiatives. The NSW Government has identified a lead agency and relevant partner stakeholders for each action. The lead agency is responsible for project managing the various tasks required to ensure success. Key stakeholders are those agencies, councils or organisations considered important partners for implementation. The list of partners is not exclusive and additional stakeholders may be identified as implementation progresses.



http://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Orana/Delivering-the-Plan#collapse_0e731bf8219945dba2eeeb1657701ef0


Reports

Local planning directions issued under Section 117 of the Environmental Planning and Assessment Act 1979 by the Minister for Planning that ensure council planning strategies and controls are consistent with the Regional Plan;

Indicative timings for actions are as follows:

• Immediate – 0-2 years; • Short term – 3-5 years; • Medium term – 5-10 years; and • Long term – 10+ years.

Some actions are also designated as ‘ongoing’ to reflect their delivery being achieved through Local Environmental Plans, local planning strategies and other land use planning that are required to be consistent with the Regional Plan. Each action in the Regional Plan will be implemented through a mix of mechanisms that reflect a range of ongoing strategies and catalyst initiatives that will deliver on the vision and directions in the Plan, including:

Strategies:

• Integrated planning and reporting under the Local Government Act 1993 • Whole-of government policy alignment.

o Progress on delivering these actions will be reviewed as part of any review or adjustment to the Regional Plan.

Catalyst initiatives:

• Matters that require a partnership between Council and the NSW Government; • Publication of reports or data; and • Regional collaboration across government, business, key stakeholders and the wider community

for specific projects and processes.

Priority actions for 2017-2019 Priorities for the Central West and Orana are growing and diversifying the economy, protecting environmental assets, providing efficient transport and infrastructure networks, and developing strong, resilient and connected communities. Actions to support these outcomes represent the immediate areas of focus. 10 priority actions have been identified for implementation in 2017–2019. These actions respond to strong representations made in feedback to the draft Regional Plan or are areas where initial investigations or planning are required. These priorities will be overseen by the Central West and Orana Delivery, Coordination and Monitoring Committee and will require a collaborative effort involving multiple agencies, councils and stakeholders.

1. Release a Regional Agricultural Development Strategy that:

• maps important agricultural land; • identifies emerging opportunities for agriculture; and • sets direction for local planning of agricultural development

http://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Orana/Delivering-the-Plan#collapse_d57e3d03a33f409cb180df3249f4dd18


Reports

2. Encourage agribusiness diversification and value-adding opportunities by reviewing local plans to ensure zonings and land use definitions reflect industry requirements.

3. Develop a food and fibre strategy for the Central West, reflecting the opportunities identified in Regional Development Australia Central West’s Value Adding to Agriculture in Central West NSW study.

4. Align local land use and tourism strategies with a Destination Management Plan for the Country and Outback NSW Destination Network.

5. Conduct a pilot study with Central NSW Councils (CENTROC) to investigate practical on-ground mechanisms that will help to avoid land use conflict between intensive agricultural uses and other sensitive uses.

6. Establish health precincts around hospitals in regional cities and strategic centres. 7. Work with the Central NSW Councils (CENTROC) to scope barriers to the adaptive reuse

of heritage items. 8. Build on existing work to identify the regional freight network (including key national,

state, regional and local roads and the rail network). 9. Produce guidelines to help councils plan and manage seasonal and itinerant worker

accommodation. 10. Develop regional urban design guidelines for planning, designing and developing healthy

built environments.1

Governance

Effective governance arrangements are critical to successful delivery.

Delivery, Coordination and Monitoring Committee

The Central West and Orana Delivery, Coordination and Monitoring Committee has been established to oversee and coordinate the implementation of the Regional Plan and brings together the agencies and organisations responsible for delivering the majority of the proposed outcomes under the Regional Plan. The focus of the Committee is implementation of the Regional Plan. Representation on this Committee is about engaging relevant and operations-focused people from agencies and organisations responsible for delivering the majority of proposed outcomes under the Regional Plan.

The role of the Committee is to:

• oversee and coordinate the implementation of the Regional Plan; • provide accountability for delivery of the Regional Plan; • be kept informed of general progress and participate in delivery of priority actions; • monitor and track the progress of implementation the Regional Plan; • where impediments are identified, collaborate for resolution; • provide a forum to discuss and resolve implementation issues or action delivery in a changing

regional policy environment; • provide high-level progress updates to the Central West and Orana Regional Leadership

Executive (via the Department of Premier and Cabinet); • inform the preparation of the Annual Monitoring Report; and • inform and participate in a five-year review of the Regional Plan.

1 Notably at the meeting of the RLE 12 July Work with the Australian Government and local councils as inland rail progresses (TfNSW is the lead agency)

http://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Orana/Delivering-the-Plan#collapse_4dd49d338e484c10ae36adea1d5cd1a8


Reports

Committee membership includes:

• Department of Planning and Environment • Joint Organisations of Councils • Department of Premier and Cabinet • Department of Industry • Transport for NSW

Supporting Groups

The Central West and Orana Delivery, Coordination and Monitoring Committee can be supported by outcome-specific groups that bring together appropriate personnel (government, industry or community) to provide advice on particular issues or projects.

Existing governance framework

It is important to recognise the existing broader governance framework in operation within the region to ensure the Central West and Orana Delivery, Coordination and Monitoring Committee complements current activity. The Central West and Orana Regional Leadership Executive (RLE), which is a Department of Premier and Cabinet led initiative, is a body that supports close working relationships between NSW Government agencies and the Joint Organisation of Councils. The network encourages strategic collaboration, consultation, solution brokerage and engagement on regional priorities across government. The Committee benefits from having access to the same agency and local government organisations that comprise the Regional Leadership Executive. This is particularly important where the NSW Government ‘Fit for the Future’ reforms are changing the way Government works with councils on local priorities.

Links to other strategies

The NSW Government has in place, or is developing, a number of other strategies that will influence the implementation of the Regional Plan, including the Central West Regional Transport Plan, Newell Highway Corridor Strategy and Golden Highway Corridor Strategy. The Central West and Orana Delivery, Coordination and Monitoring Committee will have a role in ensuring that there is appropriate coordination across the implementation of these strategies. This applies particularly to those strategies that address housing, growth and infrastructure. It is anticipated that these strategies will complement the focus on growth in the Regional Plan. It is also important there is strong links with Community Strategic Plans proposed by Councils and that set out key strategic priorities identified by local communities over 10 years.

Annual Monitoring Report

An Annual Monitoring Report will be prepared to monitor progress on implementation of the Regional Plan. This will report progress on goals, directions and actions, with a particular focus on the priorities that have been agreed with the Central West and Orana Delivery, Coordination and Monitoring Committee. It will also list achievements and important regional highlights from the year. Implementation priorities will be revised and a new program for work will be identified for each subsequent year.


Reports

Regional Plan Review

The Regional Plan will be subject to a five-yearly review, or as necessary, to update and revise the strategies provided through the goals, directions and actions. A five-yearly review will revisit regional performance, challenges and opportunities and incorporate the most up-to-date information provided through the census process. The review of the Regional Plan will be informed by the Central West and Orana Delivery, Coordination and Monitoring Committee as well as the Annual Monitoring Reports.

Implementation Plan

The priorities identified in this Implementation Plan will be updated on an annual basis as part of the Annual Monitoring Report and will form the work program for each subsequent year. This will ensure that implementation of the Regional Plan remains current and responsive to regional conditions.

Biodiversity Reforms – Local Government Capacity Building Project Background Please find below advice from an email and memo from the Office of Local Government regarding Centroc engaging a capacity building support officer for the biodiversity reforms. For more information regarding these reforms please request advice from previous reports. Attached is the letter or offer, draft contract and position description relating to the project officer. A review of the contract has exposed some potential challenges and the need to seek clarity. This includes:

• Clarity on the area to be serviced; • Allowing for flexibility in the budget; and • Allowing for flexibility to provide other support services.

Consultation has been undertaken with members, the Department of Planning and REROC seeking feedback on the need for and operation of such a position. This feedback suggests that:

• Councils would value assistance regarding their role • Having someone in region would be of value • These types of positions are often supported by other ROCs/JOs and the contract is usually

negotiated to ensure the needs of the region are met with changes made at that time It is therefore recommended that the project be supported in principle subject to the contract being satisfactorily developed and this be under the auspices of the Sponsoring General Managers. Hi Jenny, Thank you for your time on the phone this morning. As discussed, we are seeking partner organisations to host the regional support officers that the Office of Environment & Heritage are funding to assist councils in the transition to operation under the new Biodiversity Conservation Act. I have attached a brief outline of the project, the role of OEH, OLG and the partner organisations.


Reports

At this stage we are seeking CENTROC’s interest in hosting a Regional Support Officer who would be responsible for a service area including CENTROC member councils and ORANA ROC member councils (Planning region). Please let me know if you have further questions at this stage. A formal letter of invitation will be sent out shortly. Regards, Jim Jim Fraser | Principal Project Officer | Relationship Manager Policy and Sector Development Group Office of Local Government | Background to the project

• In response to Council feedback in consultation forums, the Office of Environment & Heritage (OEH) secured funding for a capacity building project to support Local Governments in implementing biodiversity reforms.

• The program will be designed and delivered in partnership with the Office of Local Government (OLG) and in consultation with LGNSW.

• A key component of the project is establishing a network of regionally based support officers to assist Councils to transition to operation under the Biodiversity Conservation Act.

• 8 positions are proposed, the model for delivery has been developed to balance needs and access across the State.

• OEH and OLG are seeking Local Government partners to host regional support officers.

OEH’s role in the partnership OEH will provide the following support to Local Government partners and regional support officers:

• A total funding package of $145,000 per year for 18 months, inclusive of: o $110,000 salary o On costs (including superannuation, leave loading) o $5000 travel allowance o Recruitment assistance including as a minimum, model role descriptions and state-

wide advertisement. o Training for the Regional Support Officer (Biodiversity conservation reforms). o Technical and operational policy support for the Regional Support Officer

(Biodiversity conservation reforms). o Coordination of OEH sponsored training for selected Local Government staff in the

Service Area.

OLG’s role in the partnership OLG will provide the following support to Local Government partners and regional support officers:

• Be the primary contact for the partners. • Provide support in developing and coordinating work programs of regional support officers. • Foster the network of regional support officers with events, training and opportunities for

sharing.


Reports

The Regional organisation or Council’s role in the partnership OEH is looking for partners willing to contribute to the partnership in the following ways:

• Employ a Regional Support Officer (Biodiversity conservation reforms) to provide support across the Service Area (and outside of the Service Area from time to time) for 18 months.

• Provide office accommodation, supplies and expenses, access to fleet vehicles, management and administration support and IT system and support (computers, network etc).

• Support the Regional Support Officer (Biodiversity conservation reforms) to achieve program outcomes across the Service Area, including by ensuring the position of Regional Support Officer (Biodiversity conservation reforms) is used exclusively to provide support to Local Governments in in implementing the biodiversity conservation reforms.

• Manage the efficient and effective use of the travel allowance.

Attachments to the Planning Report 19. Media release on Central West and Orana Regional Plan Launch 20. Planners meeting notes 19 May 2017 21. 7 July 2017 OEH, Letter of Invitation Supporting Local Government to implement Biodiversity

Reforms


Reports

7f Tourism report Report by Jennifer Bennett 14/7/17 Section 1 Regional Sustainability Objective 1D Regional Development Subject Structural arrangements for regional tourism Portfolio Mayor Cr Bill West Sponsoring General Manager TBC Recommendation/s to the Tourism Report That GMAC note the Tourism Report and 1. commend to the Board that Ms R Ryan be Sponsoring General Manager for Tourism; 2. encourage attendance at the strategic workshop for tourism to be held in Cowra 2 August; and 3. note that a report will go to the Executive regarding engagement going forward with

Destination Country and Outback including intentions regarding CNSWT intellectual property. Background Members will be aware that there has been a recent restructure of regional tourism. Central NSW Tourism is near completion of the wind-up of their incorporated entity and the Centroc Board has agreed to progress the regional tourism function. Please request past reports. In line with resolve of the Board meeting on 25 May 2017

• correspondence has been sent to members providing an update; • a meeting has been held on 5 July 2017 with tourism managers and other key stakeholders;

and • a meeting date with Destination Country and Outback is being sought.

With regard to the meeting of tourism managers and other key stakeholders, please find the notes attached. The meeting gave consideration to structural arrangements for the interim period and was of a view that the importance of tourism to the region warranted the support of a Sponsoring General Manager. Ms R Ryan’s name was suggested given her depth of experience in the tourism sector. Also attached to this report please find the report from Destination Country and Outback (DCON) and the minutes from their meeting. These notes and minutes inform recommendations regarding engagement and intentions regarding CNSWT intellectual property. Material in the discussion were concerns raised by attendees for engagement going forward given the selection process for the new administrative centre for DCON. Attendees at the meeting were very enthusiastic about the way forward and identified areas of interest for each LGA. Notably a lot of this work was around product development. A workshop to pull together the next steps in strategy will be at the Cowra Japanese Gardens on 2 August. Four potential funding sources for product development were identified and attendees were keen to ensure that opportunities going forward were captured. Attachments to the Changes to regional tourism structures report

22. DCON Minutes and report in the Tourism Agenda 23. Notes from the Tourism Managers meeting 5 July 2017


Reports

7g RDOCS Report Report by Kate Barker dated 12/07/2017 Section 2 Regional Cooperation & Resource Sharing

Objective 2A Deliver a regional benefit from collaboration across Directors of Corporate Services (or similar) roles

Subject Directors of Corporate Services Sponsoring General Manager Mr Danny Green Recommendation/s to the RDOCS Report That GMAC note the RDOCS report.

Management Plan Actions 2017/2018 Actions Comments Provide advice on the operational matters for advice to GMAC including the Regional Best Practice in Procurement Program

RDOCS last met in April 2016 and discussed the Centroc management plan actions, regional code of conduct panel and the regional insurance review. With the return of Ms Kate Barker from maternity leave, this Group will be revived with the intention to meet in the coming months to discuss the delivery of the management plan actions. The internal audit contract with Grant Thornton Australia expired on 30 June 2017 so RDOCS will be asked to provide advice on whether a new procurement process for another regional contract is needed. The new Printing and Mailing of Rates Notices contract was conducted in early 2017 and falls under the RDOCS Group. More information can be found in the Procurement and Contracts report. RDOCS have previously requested that a number of procurement processes be run for services including (which have been prioritised by the Group):

1. Legal Services Panel 2. Banking Services 3. Water Meter Reading

In 2016 the Group conducted a regional review of insurance, and an update on the progress of actions from this review will be sought at the next meeting.

Review opportunities for shared services

To be discussed at the upcoming meeting.

Provide oversight of the Regional Best Practice in Procurement Program

1. Make sustainable savings and create efficiencies o Regional tenders/quotes are being developed as detailed above.

Regional interest is still being gathered in these areas. o See the Procurement and Contracts report for the current savings

across the region through group procurement via Centroc.

Précis This report provides advice regarding the Management Plan priorities for the Regional Directors of Corporate Services Group.


Reports

2. Improve probity and manage risk

o The back end of the Centroc website has been made available to Council staff (with a login) and provides information and template documents.

o The Best Practice in Stores Management Group (BPSMG) are developing best practice criteria for various areas including stocktake, security to stores and managing job returns in stores.

3. Build staff and organisational capability in procurement o The BPSMG continue to advise the Centroc Training Service of any

training that is of interest. o The networking that occurs at the BPSMG meetings allows

members to build their capability in procurement. 4. Strengthen regional collaboration

o The BPSMG met on 2 May with 7 Councils represented. The Committee are very interested in working together and learning from one another in order to present the best possible Store. The Group has sought direction from RDOCS on future projects.

o The sharing of ideas and practices is an agenda item at each BPSMG meeting.

5. Add value to the aggregated procurement framework o Advocacy for changes to legislation around procurement for

Councils and ROC’s/JO’s was done through the Pilot JO process. o Councils continue to engage with LGP on improving aggregated

procurement for member councils o Procurement Australia contracts and processes are being reviewed

for purchasing opportunities for Centroc members. 6. Stimulate local and regional economic and social development

o Some Councils have held workshops with their local contractors explaining to them how Councils’ procurement process works and how the contractors can better engage with Council.

o At least three members have entered into agreements with VendorPanel and others are looking into how it can assist better engagement with their local contractors and suppliers

Manage internal audit process and discuss options for regional collaboration

The internal audit contract expired on 30 June 2017. RDOCS will be asked for direction at the next meeting on whether a new contract is needed, in which case a new procurement process will be conducted. RDOCS will maintain a watching brief on the pending amendments to the Local Government Act relating to the internal audit functions and report through the repercussions of any changes made.

Attachments to the RDOCS Report Nil.


Reports

7h Training and HR Managers Group Report by Carolyn Griffin dated 30/06/17

Section 2 Regional Cooperation & Resource Sharing Objective 2C & D 2C. Develop a more sustainable and productive workforce by

encouraging continual learning and by sharing knowledge and experience across the region via the activities of the HR Managers Group (HRMG). 2D. Provide appropriate, cost effective, timely and accessible training to member councils through the Regional Training Service whilst providing an income stream for Centroc.

Subject Training and HR Managers Group Sponsoring General Manager Mr David Sherley

Recommendation to the HR Managers Group Report That GMAC note the HR & Training Report and purchase as a region the REROC Councillor Inhouse Training Package with individual Councils managing the training in-house or seeking support from Mr P Braybrooks.

Management Plan actions 2016/2017 Actions Comments Increase influence of HRMG by addressing issues common to the region with a coordinated, regional approach. 2017 priorities are Pre Employment Screening contract, Scout E-Recruitment contract Employee Assistance Program & Online Training Contract.

The Pre-Employment Screening contract commenced on 1 July 2017 with Recovre and expires on 30 June 2020 with an option for a 12 month extension. Statistics on the usage of the contract can be found later in this report. SCOUT e-recruitment is being used by Bathurst, Blayney, Cabonne, Cowra, Forbes, Lithgow, Parkes & Orange. Lachlan are also using SCOUT however are not currently under the Centroc contract. The aim is to roll Lachlan into the Centroc contract so ensure Lachlan receives the Centroc discount rate. The new contract with SCOUT commenced on 1 March 2017 and will expire on 28 February 2019. The 8 participating councils will save $31,800 per year on the Centroc discount rate, compared with the SCOUT retail price. The Employee Assistance Program contract is with Converge International and expires on 30 June 2018 with an option for a 12 month extension. The Online Training contract with Cubic Consulting expires on 31 August 2017. A new procurement process was undertaken in late

Précis This report provides advice regarding the activities of the HR Managers Group and the Centroc Training Service.


Reports

Actions Comments 2016 for a new system. Details are below. The Learning Management System (LMS) contract commenced on 1 June 2017 and expires on 31 May 2020 (with the option of 2 x 12 month extensions). Work has commenced on the implementation phase of the LMS contract and if all milestones are met by individual councils with the assistance of Centroc staff the LMS will “go live” on 1 September 2017. More details can be found later in this report. Centroc staff met with LGNSW in Sydney on 28 November to commence discussions on gaining access to the e-learning content provided by LGNSW for the 6 core courses offered under the current contract. LGNSW have provided the costs of the e-learning modules to be purchased – the actual annual licensing costs are dependent on numbers of staff per council. If Councils wish to additionally modify slides with a General Manager opening address, additional information or questions, a one-off customisation fee may be incurred. This will be discussed at the next HR Group meeting in Bathurst on 11 July2017.

Seek consistency and commonality in policies and procedures to assist employees in the region to develop a career path, while fostering improved organisational cultures to improve operational efficiencies.

As part of the ‘grow your own’ trainee program, a database has been developed, showing each Council’s trainee/cadet details with a view to utilising existing trained staff in member councils where the Council who had the trainee could not offer them a permanent job on completion of their traineeship. This database is a work in progress with information received from Bathurst, Cabonne, Lachlan, Lithgow, Mid-Western, Oberon, Orange and Upper Lachlan. The database is available on request by members of the HR Group.

Share support and advice to build positive, sustainable relationships with unions and associated employee organisations and employer organisations.

A representative from LGNSW’s Industrial Relations team has been invited and have been attending the quarterly HR Manager’s Group meetings for the past 12 months. The LGNSW Industrial Relations team delivered a briefing session on the Local Government (State) Award 2017 at the HR Group meeting in Bathurst on 11 July 2017. 27 participants (including 2 General Managers, HR Staff & Payroll Staff from Centroc member Councils and 1 non-Centroc member Council) attended this briefing. The HR Group’s quarterly meeting was originally scheduled to take place on 23 May 2017 but was re-scheduled to fit in with LGNSW’s availability to attend and deliver the Award briefing. Jennifer James from LGNSW presented at the February 2017 HR Group Meeting to advise the Group that there is an anticipated VET funding announcement to be made, pending a final decision from the Deputy Premier’s Office. On 10 July 2017 Ms James advised that the Deputy Premier has announced the release of $5m of VET funding for local government to boost NSW Councils’ skills base over the next two years. Ms James has advised that it appears all key elements of the VET


Reports

Actions Comments Strategy are the same as those developed by LGNSW and discussed with Centroc member councils, namely:

• Funding for pre-employment programs, traineeships, apprenticeships and existing worker qualifications and skills sets under Smart and Skilled

• Initial piloting in the New England, Illawarra, Northern Rivers, Central West and Western Sydney regions

LGNSW has advised that the Office of Local Government will be managing the project (rather than LGNSW). At this stage LGNSW have not been notified of contact staff in the OLG or project implementation plans. Ms James extended her thanks to Councils for their support and contribution towards getting this project off the ground. She advised that it is a great opportunity for councils to tap into some additional funding for new entry-level programs and to address some skills gaps in the workforce and encouraged Councils to get involved when more information on when and how the funding can be accessed is to hand. LGNSW had asked Councils to indicate their capacity to be involved with pre-employment programs, apprenticeships, traineeships and existing worker training and provided a template for Councils to work from. The intent was for LGNSW to get a sense of the capacity of councils to increase apprentice and trainee numbers this year, beyond what they already have in place as they were aiming to increase the apprenticeship and traineeship numbers across the state by 10% per annum. LGNSW was collecting this data in preparation for managing the proposed VET project where it was anticipated that the sector will be allocated a portion of the Smart & Skilled funding. Once further information is received on how the funding can be accessed the Group will be in a position to discuss the direction they wish to head noting that they will be liaising with OLG in their involvement with the funding, not LGNSW.

Act as a central coordination point for joint training.

An update on the Training Service including statistics is found later in this report. Compliance based training courses (first aid, sharps, chemical accreditation & manual handling) plus standard traffic control training courses have been delivered on-site to Councils in time for the end of financial year. Centroc will be delivering a bespoke social media workshop (scheduled for the afternoon of 25 July 2017) and will encompass Central NSW Tourism, EDOs from across the region & RDA. The afternoon workshop will enable participants to gain an understanding of the power of social media, how it works and why they should engage. Dangerous Dog Handling & Assessing Canine Temperament training was delivered over 2 x days in Blayney and a thank you to


Reports

Actions Comments Blayney Shire Council for hosting this training. In addition to Centroc member Councils attending this training, participants also travelled from Cessnock, Dubbo and Goulburn.

Be proactive in the identification of training needs to assist with the skill development of staff.

As reported previously, there are now 12 water operators who have been deemed “certified” under the National Certification Framework (NCF). The industry is transitioning across from the AWA scheme to the WIOA (Water Industry Operators Association of Australia) scheme who are certifying operators nationally. Centroc staff have commenced discussions with Murray Thompson to undertake a mapping exercise of the region. The aim of this exercise is to identify what qualifications individual operators currently have across the region and what the industry requires and have the training gaps delivered. Centroc staff met with staff from Lachlan Shire Council in May 2017 to commence mapping map the qualifications of Council’s water operators, determine which units of competency from the water operations training package they would need to complete and what units will be appropriate for each individual Council’s water treatment plant to then have all the necessary qualifications required. LGNSW have advised that Councils will be able to apply for the Government’s Smart & Skilled funding (once more information is known on how and when the funding can be accessed) to assist with the gap training requirements.

Identify and seek funding and income related to training initiatives.

Centroc staff are in regular contact with TAFE Western and other RTOs to keep up to date with any funding opportunities. Lithgow City Council have recently applied for funding to have Chainsaw training delivered to approx. 15 of members their staff, however Council has indicated this number may increase. TAFE are to submit this application after 30 June 2017 when Training Services open their funding applications for existing workers (which Council falls into) after this date. In the past quarter TAFE have provided training under Smart & Skilled funding to both Orange City Council (12 participants) & Parkes Shire Council (18 participants) and have identified total savings of $22,470 across both Councils.

Identify and promote the engagement of local, regional training providers to develop and expand the regional training industry.

There are currently four providers on the contract for compliance training with 32 courses on offer under the contract. The 4 training providers on the panel are:

• Allens Training – based in Goulburn • ATAC – based in Tamworth, and • Mines Rescue – based in Newcastle with an office in

Lithgow. • TAFE Western – based in Orange


Reports

Actions Comments The usage and savings statistics are found later in this report.

Increase educational opportunities related to local government by involvement with regional educational institutions.

See details above regarding the ‘grow your own’ project database. Centroc staff used to participate in the Water Training Advisory Network (WTAN) meetings held quarterly in Sydney however this group has scaled back and Centroc are unaware of any meetings held since February 2016.

Develop and maintain the Centroc online training program

This contract is due to expire on 31 August 2017. The new contract with ELMO commenced on 1 June 2017, with the switch over to the new LMS due to occur on 1 September 2017. Courses available under the current contract with Cubic Consulting to participating councils include the new Aboriginal Cultural Awareness (additional cost), Alcohol and Other Drugs, Bullying and Harassment, Code of Conduct, Equal Employment Opportunity, Privacy and Work Health and Safety, Introduction to Local Government (additional cost) and Contractor Management (additional cost). In late December 2016 Cubic Consulting developed a “Manual Handling” online module which was to be available at no additional cost to Centroc councils. This module is not yet available on the DOTS platform as there has been technical difficulties in the software that prevent it from working on the DOTS platform and these difficulties are being resolved between Cubic Consulting and the DOTS support team. If these issues are resolved between now and 31 August 2017 (when the current contract expires) this module will uploaded onto the DOTS platform. This module will be in addition to the courses already available and the feedback provided by Centroc councils some months ago regarding the content assisted in Cubic Consulting’s development of this module. As resolved at the February 2017 GMAC meeting, the Work Health & Safety module has now removed from the DOTS platform. Cubic Consulting have advised their commitment to making any updates to the module as a priority and have met with LGNSW and have provided the following advice:

• LGNSW recommend the WHS course is redesigned and redeveloped for three audiences (safety awareness for staff; for supervisors/managers; contractor safety management)

• Cubic Consulting were asked and have reaffirmed their commitment to partnering with LGNSW in this redesign process and have offered their teams to work together throughout the design and development as a high priority

• LGNSW will provide a resource/s to update-develop the content (and maintain course content accuracy thereafter). Cubic Consulting will work closely from the outset providing guidance on the redesign and be responsible to resource the build and testing phases which is Cubic’s responsibility


Reports

Actions Comments As the updates to the module have not yet been made, Cubic Consulting have therefore proposed to reduce the invoiced amount to Centroc councils by $7.00 per user per quarter effective from 1st April 2017 until such time as either the current contract concludes (31/8/17) or the updated WHS course is available for Centroc via Cubic. This price reduction will take effect and be reflected in their next invoice period. Cubic Consulting have advised the following exit arrangements for the current contract:

• DOTS Talent Solutions have confirmed to Cubic Consulting and the hosting account, they are basing LMS closure on the 31 August 2017, as are Cubic Consulting. DOTS Talent Solutions will be providing 4 weeks’ notice for closure of the hosting account.

• DOTS advise they haven’t received a request for data from the LMS, and that if this is required they need at least four week’s notice; the cost associated with this is $264 per hour ex GST and a minimum cost of four hours.

Cubic Consulting have explained that the majority of the information can be exported using the reporting functionality Councils currently use – at no cost.

Online Training – new LMS for Central NSW Councils Contracts have been signed with ELMO Learning Services for the Learning Management System for Central NSW Councils. The contract commenced on 1 June 2017 with the system to go live on 1 September 2017 (the system live date is based on all councils complying with ELMO’s project schedule regarding providing input/data on time). Work has commenced on the implementation phase of the contract and the majority of councils participated in a Project Inception webinar with ELMO’s Implementation Consultant. During the webinar discussions were held around the project overview and the milestones that need to be reached in order for the system to “go live” on 1 September 2017. Each Council has been provided with individual logins for the ELMO Learning site & the ELMO Course Builder, and the ELMO team are in the process of individually branding each site. As per the contract, ELMO have made available a selection of dates Councils can choose from to participate in a public webinar that has a focus on course building training. This webinar covers course builder training (building & editing course modules). The last of these webinars is scheduled for 12 July 2017. A face to face training workshop has been scheduled for 18 July 2017 in Orange. This day will cover training to Councils on the Learning Management System administration. The add-ons below are available as part of the contract and at additional pricing to Councils:


Reports

• Data Integration (in-bound) • Data Integration (out-bound) • Single Sign-On • Document Management (pricing based on individual Council’s user numbers)

Centroc staff have regular teleconferences with ELMO’s Implementation Consultant to ensure that the project is tracking as expected to meet the 1 September 2017 timeframe. Online Training – Resourcing & Administration Fee Under the current online training contract, Councils currently pay a $12 pp/year fee to Centroc for resourcing and administration costs. Under the new contract there will be a forum available for councils to ask each other questions if they are seeking help before asking for assistance from Centroc staff. Centroc staff are expecting to have a better understanding of the level of resourcing that may be required under the new contract in or around October 2017 however it is anticipated to be less than the current contract - but not known at this time. At this time the current funding model will be reviewed. Regional Contracts Pre-Employment Screening The following table shows Council’s use of the Pre-Employment Screening contract with Recovre from 1 July 2016 – 30 June 2017 (and exclusive of GST):

Council Spend Savings Bathurst $21,365 $2,695 Blayney $3,640 $455 Cabonne $2,800 $350 Cowra $5,715 $700 CTW $0 $0 Forbes $3,115 $420 Hilltops $0 $0 Lachlan $10,475 $1,295 Lithgow $5,040 $630 Oberon $5,600 $700 Orange $22,565 $2,835 Parkes $9,635 $1,190 ULSC $0 $0 Weddin $0 $0 Total $89,950 $11,270

The following table shows Council’s use of the Pre-Employment Screening contract with Recovre from 1 July 2013 – 30 June 2017.

Council Spend Savings Bathurst $69,170 $9,625 Blayney $15,220 $1,925 Cabonne $8,360 $1,155 Cowra $17,815 $2,765 CTW $0 $0 Forbes $17,670 $2,450 Hilltops $2,605 $315


Reports

Council Spend Savings Lachlan $24,145 $3,360 Lithgow $17,580 $2,415 Oberon $12,255 $1,575 Orange $101,825 $12,950 Parkes $30,785 $3,850 ULSC $0 $0 Weddin $0 $0 Total $317,430 $42,385

Compliance Training The table below shows the spend by members through the compliance training contract with Allens Training, ATAC, Mines Rescue and TAFE Western for the period 1 July 2016 – 30 June 2017:

Council Allens Training ATAC Mines Rescue TAFE Western Bathurst $0 $0 $0 $1,200 Blayney $0 $0 $0 $0 Cabonne $0 $0 $0 $0 Cowra $0 $0 $0 $0 CTW $0 $0 $0 $0 Forbes $3,450 $0 $0 $3,637 Hilltops $0 $0 $0 $0 Lachlan $1,350 $0 $0 $585 Lithgow $6,000 $0 $16,680 $0 Oberon $0 $0 $0 $0 Orange $0 $16,860 $0 $0 Parkes $0 $0 $0 $0 Upper Lachlan $5,200 $0 $0 $0 Weddin $0 $3,230 $0 $932 Total $16,000 $20,090 $16,680 $6,354

The following table shows the spend by members through the compliance training contract over the life of the contract with Allens Training, ATAC, Mines Rescue and TAFE Western for the period 1 April 2016 to 30 June 2017:

Council Allens Training ATAC Mines Rescue TAFE Western Total Bathurst $0 $0 $0 $1,200 $1,200 Blayney $0 $0 $0 $0 $ 0 Cabonne $0 $0 $0 $14,301 $14,301 Cowra $0 $1,440 $0 $0 $1,440 CTW $0 $0 $0 $0 $0 Forbes $3,450 $0 $0 $3,637 $7,087 Hilltops $0 $0 $0 $0 $0 Lachlan $1,350 $3,450 $0 $585 $5,385 Lithgow $6,000 $0 $16,680 $7,479 $30,159 Oberon $0 $0 $0 $0 $0 Orange $0 $26,370 $0 $0 $26,370 Parkes $0 $0 $0 $0 $0 Upper Lachlan $6,500 $0 $0 $0 $6,500 Weddin $0 $3,230 $0 $932 $4,162 TOTAL $17,300 $34,490 $16,680 $28,134 $96,604


Reports

Online Training The online training system is being used by 11 member councils including Bathurst, Cabonne, Cowra, Forbes, Hilltops, Lachlan, Lithgow, Oberon, Orange, Parkes & Upper Lachlan. The following table shows the number of courses that have been undertaken in the online training system from 1 October 2012 to 30 June 2017:

Council

Aboriginal Cultural

Awareness

Alcohol & Other Drugs

Bullying and

Harassment

Code of Conduct

Equal Employm

ent Opportuni

ty (EEO)

Privacy Work

Health & Safety

Total

Bathurst 269 425 348 430 330 345 403 2,550 Cabonne 0 60 55 63 62 62 70 372 Cowra 0 85 95 94 97 64 59 494 Forbes 0 83 105 110 85 89 77 549 Hilltops 0 59 29 43 29 32 33 225 Lachlan 0 7 23 25 7 38 0 100 Lithgow 0 34 37 37 26 28 31 193 Oberon 0 98 119 113 106 110 111 657 Orange 0 48 166 260 118 108 57 757 Parkes 0 112 97 109 179 133 33 663 Upper Lachlan 0 137 162 74 71 74 147 665 Total 269 1,148 1,236 1,358 1,110 1,083 1,021 7,225

Training Statistics The following table shows the training statistics for 1 July 2016 – 30 June 2017:

Council No. Of Courses

No. Of staff

trained

Training Service Spend

Online Training spend

Total spend Total Savings

Bathurst 14 60 $10,770 $27,600 $38,370 $10,830 Blayney 9 15 $9,990 $0 $9,990 $4,112 Cabonne 10 88 $11,360 $23,815 $35,175 $2,454 Cowra 22 158 $26,670 $10,666 $37,336 $7,936 CTW 2 13 $5,005 $0 $5,005 $90 Forbes 18 203 $26,354 $7,530 $33,884 $14,070 Hilltops 13 116 $41,090 $6,900 $47,990 $5,732 Lachlan 15 113 $28,778 $8,156 $36,934 $9,982 Lithgow 32 310 $71,498 $12,550 $84,048 $11,019 Mid-Western 5 19 $6,462 $0 $6,462 $517 Oberon 7 16 $5,640 $6,086 $11,726 $6,259 Orange 24 138 $41,798 $6,273 $48,071 $18,529 Parkes 14 33 $18,664 $9,411 $28,075 $4,180 Upper Lachlan 8 168 $36,197 $9,098 $45,295 $405 Weddin 4 21 $5,227 $0 $5,227 $7,171 Other LGAs 20 43 $18,279 $0 $18,279 $12,413 Non-LGA 2 3 $2,761 $0 $2,761 $535

Total 219 1,517 $366,543 $128,085 $494,628 $116,234


Reports

Please note, these statistics reflect all training including training undertaken under the compliance training contract and the statistics reflecting online training spend do include the discount offered by Cubic Consulting due to the updated WHS module not yet being available as expected. The following table shows the trend for each member Council over the past 6 years. Note that the contract for load shifting training was in use from July 2012 – June 2015, online training commenced in October 2012 and is ongoing, traffic control training was in use from July 2014 – June 2015 and compliance training commenced in April 2016 and is ongoing. The spend under these contracts are included in the table.

Council 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Total Bathurst $24,503 $27,642 $33,467 $38,778 $48,810 $43,797 $216,997 Blayney $10,203 $2,672 $2,750 $2,615 $8,909 $9,407 $36,556 Cabonne $12,590 $6,776 $25,972 $28,744 $28,687 $68,781 $171,550 Cowra $52,755 $34,522 $25,008 $70,480 $54,833 $58,844 $296,442 CTW $2,926 $4,111 $1,850 $420 $3,250 $1,320 $13,877 Forbes $23,816 $34,710 $22,240 $51,400 $28,458 $45,360 $205,984 Hilltops $18,193 $20,082 $32,060 $16,140 $25,693 $40,557 $152,725 Lachlan $26,348 $27,435 $28,539 $33,390 $27,251 $33,110 $176,073 Lithgow $48,587 $49,402 $59,503 $34,799 $50,118 $65,786 $308,195 Mid-Western $0 $7,920 $0 $240 $0 $14,135 $22,295 Oberon $6,022 $7,585 $2,275 $19,306 $18,357 $31,903 $85,448 Orange $20,798 $31,807 $68,309 $22,719 $50,642 $59,930 $254,205 Parkes $52,370 $32,770 $17,027 $10,870 $37,024 $39,193 $189,254 Upper Lachlan $6,306 $37,780 $33,125 $6,570 $35,294 $22,978 $142,053 Weddin $16,503 $8,335 $4,510 $13,650 $667 $960 $44,625 Other $89,269 $47,313 $48,521 $12,355 $4,725 $23,230 $225,413 Total $411,189 $372,942 $405,156 $362,236 $422,718 $545,156 $2,519,413

A Regional approach to in-house Councillor training A report on in-house Councillor training was requested by GMAC in the context of Phase 1 changes to the Local Government Act and the paucity of current offerings. After internal discussions, Centroc staff suggest the following options for consideration recommending a presentation by REROC to GMAC: 1. A representative from REROC deliver the training package (as developed by REROC) to the

Centroc region (a fee would be involved but has not yet been requested); 2. Centroc purchase the training package from REROC and engage and pay for the services of

someone with the experience and qualifications to deliver REROC’s training package to the Centroc region;

3. Councils consider purchasing the training packages on LGNSW’s scope and have them delivered in the region.

Please find below detailed comments on each option.


Reports

Option 1 - REROC’s Councillor Professional Development Workshop REROC have recently designed and delivered a Councillor Professional Development Workshop. The feedback provided by the Executive Officer of REROC was positive and that the training was well received by Councillors. REROC have agreed to share the Councillor Induction Workshop materials with Centroc at a one-off fee of $1,100 + GST. REROC suggest that Centroc consider engaging Cr Paul Braybrooks (a LGNSW Councillor Mentor and who is fully briefed on the REROC program) deliver the Councillor component of the Workshop (the fees to engage Cr Braybrooks have not yet been discussed). REROC have advised that Cr Braybrooks’ delivery of the training was well received and that he was able to relate to the group and as he is no longer a Councillor and was very open about the issues Councillors deal with. REROC have confirmed they will also provide to Centroc the Workshop Manual, the case studies and all the PowerPoint slides and that OLG has reviewed and approved the Manual. Option 2 - Centroc to consider purchasing the content from REROC and engage a trainer with local government experience to deliver the training. Arrangements could be made for Centroc to purchase REROC’s training package and engage a trainer with local government experience to deliver this training. The training package would be tailored specifically for Councillors in the Centroc region as there would be components of REROC’s package that would not be relevant. Option 3 - LGNSW’s Training Packages LGNSW also have the following Councillor training on their scope.

a. Elected Life – Councillor Induction Training b. Councillors’ Weekend Seminar c. Executive Certificate for Elected Members.

A brief outline on each course: Elected Life – Councillor Induction Training This is a 1 x day workshop and will help recently elected and re-elected councillors to recognise the roles and responsibilities of elected office. It will highlight the knowledge and skills, ethical responsibilities, relationships with key stakeholders, and participation in council meetings that is required of an effective councillor. Course Objectives On completion of the training, participants will be able to:

- Be familiar with Council Charter and Council structure - Identify the range of services provided by councils and the three tiers of government - Know their role as Councillors, and how this juxtaposes with those of other key stakeholders - Know the key features and requirements of council meetings - Be familiar with the code of conduct/conflicts of interest

Key Content Topics of the workshop will include:

- Why did I become a Councillor?


Reports

- Council Charter and structure - Providing community services - Councillor and other roles - Governance versus management - Community leadership

2016 pricing obtained to deliver this 1 x day workshop in the Centroc region was $5,200 (including GST with the total cost including presentation, travel/accommodation and training manuals. Centroc staff will pursue pricing for 2017 training to be delivered in the region if required. Councillors’ Weekend Seminar Opportunity to review the events of 2017 and discuss successes & lessons learned with peers from other councils. The weekend will have a practical focus on key skills and knowledge that Councillors have acquired, as well as discussions for 2018 and preparing for an election year. The program has a strong practical focus with workshop sessions and ample time for exchanges of views & networking. Topics include:

o The changing role of a local government Councillor o Thinking strategically with IP&R o Working with your GM & staff o Engaging with your community o Principles of good governance o Understanding the planning system; and o Preparing for elections.

This course is advertised for LGNSW members at a price of $1,320 + GST pp to attend one of the scheduled LGNSW’s public courses. Centroc staff will request pricing to have this training delivered in the region if required.

Executive Certificate for Elected Members In partnership with UTS Australian Centre of Excellence for Local Government, TAFE NSW is offering this accredited program for NSW elected members. Conducted over 3 stages, the 5 x day program includes:

• A focus on good governance, local democracy, credibility and effectiveness for NSW elected members;

• Access to high-level LG practitioners and researchers sharing their insights and experiences • High level theory and analysis regarding leadership, governance and the role of the

councillor • Information regarding common practice and good practice on a diverse range of topics • Opportunities to share aspirations and challenges with a cohort of peers • Deep conversations about the role of the councillor and LG in NSW • Perspectives and opinions about key LG issues • Designing and sharing of practical and complex solutions to common issues • Opportunities for both new and experienced councillors to access current information about

LG practice and research. Upon successful completion of the program, participants will receive a Statement of Attainment for the National Elected Members Skills Set as well as a UTS Executive Certificate for Elected Members.


Reports

This course is being delivered in Sydney over 5 days (2 separate stages) in November and December 2017 for an LGNSW member price of $3,500 + GST pp. Centroc staff can request pricing to have this training delivered in the region if required.

Attachment/s to the Training and HR Managers Group

24. Minutes of the HR Group meeting 21 February 2017


Reports

7i WHS and Risk Management Report by Carolyn Griffin dated 30/06/17

Section 2

Regional Cooperation & Resource Sharing

Objective 2B Cooperate on Work Health and Safety matters & Risk Management to ensure Centroc compliance with relevant legislation

Subject WHS and Risk Management Sponsoring General Manager Mr Paul Devery

Recommendation to the WHS/Risk Management Report That GMAC note the WHS/Risk Management Report. Management Plan actions 2017/2018 Actions Comments Facilitate strategic networking between WHS and risk management professionals of Centroc member Councils.

The attendance at the WHS/Risk Management Group meetings is consistently high, with the majority of councils represented at each meeting. As previously reported, WHS staff have experienced issues with the CIMS system that were not being resolved to their satisfaction. Ms Ellie Diaz from Echelon has met with each member council to see individual feedback to address the problems encountered when using CIMS. A report was submitted by Ms Diaz to Echelon management on the feedback received from the participating councils. The information was noted and a larger scope survey was to be developed and sent out to all member councils to establish overall understanding of issues and usage of CIMS. This survey is currently being developed. The CIMS User Advisory Group has been formed to represent all member councils and the opportunity is there if Centroc member councils wish to nominate to participate in this Group. Are any of our councils on the Group yet? Any further updates received from Ms Diaz will be distributed amongst the Group.

Share knowledge, expertise and resources relevant to WHS and risk management.

SafeWork NSW attended the Group’s meeting on 6 June 2017. SafeWork NSW advised the Group that there are proposed changes to Workers Compensation Insurance NSW and that there may only be one insurer, ICARE. The Group was also advised that the High Risk Work licences and General Construction Induction

Précis This report provides advice regarding the activities of the WHS/Risk Management Group. This report is also provided for noting.


Reports

Actions Comments renewals will be processed through Service NSW. There has been no further guidance from RMS regarding both “Worker on Foot” and “Worker on Foot Training” since September 2016. A training manual for member Councils has been drafted and will be a basis for a Worker on Foot guide. The Group awaits further advice from RMS however during the June 2017 meeting, the Group resolved to write to RMS requesting formal advice as the training requirements were reportedly being mandated from 1 January 2017. StateCover attended the Group’s June 2017 meeting and congratulated Cowra Council on being First Prize Winner in StateCover’s WHS Excellence Awards which were announced at the StateCover Seminar. Cowra Council was awarded First Prize for their use of an unmanned aerial drone used to carry out inspections. StateCover is currently working on an online WHS system for its members and it is expected this system will be rolled-out early next year. The Group will write to StateCover to request consultation on the new online WHS system for members.

Review changes in legislation to determine Council’s responsibilities and obligations.

Email correspondence regarding any changes in legislation is circulated by the Chair or Secretary of the Group when it is received. The Group now receives this correspondence as part of their meeting agenda. As mentioned above, the Group has received no further advice from RMS regarding Worker on Foot and will write to RMS requesting their formal advice.

Source cost effective training using Centroc training coordinator

See HR and Training Report for statistics. The Group receives an update from the Centroc Training and Program Support Officer at each quarterly meeting, and councils are asked to request any training courses that are required by their Council.

Monitor the rollout of the Centroc WHS Induction Program to ensure all councils are participating

There have been a total of 4,395 contractors inducted across the region under the WHS Induction Program. The following figures show the total number of contractors inducted by each Council as at 30 June 2017:

Council 1 July 2016 to 30 June 2017 Total

Bathurst 46 1,023 Blayney 50 70 Cabonne 63 82 Cowra 83 155 CTW 0 0 Forbes 81 546 Hilltops 0 6


Reports

Actions Comments Lachlan 19 152 Lithgow 228 448 Mid-Western 378 484 Oberon 11 33 Orange 185 677 Parkes 219 719 Upper Lachlan 0 0 Weddin 0 0 TOTAL 1,363 4,395

The program documentation and details of all inducted contractors can be found on the website in the secure area. All councils have access to the site through a personalised login and additional logins can be requested. An annual review on the Centroc WHS Induction Program is tabled for each December meeting. Members have the opportunity to provide feedback on the documentation used as training tools during inductions and any proposed changes that are agreed upon by the Group will be made to the documentation and distributed. The documents on the Centroc website (through the secure portal) are also to be updated with any changes that have been agreed upon. The annual review of the WHS Induction documentation aims to continually improve and provide guidance through the induction process wherever possible. As resolved at the June 2017 GMAC meeting, the Group have been asked to compile a report on the need for face-to-face training (when compared to an online version) for the Centroc WHS Induction Program. A small working party has been formed to explore a set criteria if they were to undertake online WHS Inductions. The working party will consider cost, potential liability for member Councils, due diligence of General Managers, how to ensure the contractor is completing the induction and not someone else, how to process the photo ID cards with online inductions, the IT process and framework and the positive/negative impacts. Representatives from Cowra, Bathurst, Lithgow, Forbes & Orange will meet in Orange on 18 July 2017 to commence work in this space. One of the risks raised during initial discussions is the need for General Managers to be satisfied that they are fulfilling their duties as officers of the PCBU if the contractor inductions are undertaken in an online environment. The Group was reminded that the Centroc WHS Induction Program is to be delivered in accordance with the guidelines agreed upon and that contractors are not to deliver inductions to their contractors in the region.


Reports

Actions Comments Regional contract for compliance training to include load shifting training

The Compliance Training Contract commenced on 1 April 2016 and expires on 31 March 2019. Loadshift training (including forklift, skidsteer, backhoe, excavator & front end loader) is offered by 2 out of the 4 providers under this contract. Statistics for the Compliance Training Contract are reported in the Training and HR report.

Regional contract for Re-Stocking of First Aid Kits

The Re-Stocking of First Aid Kits contract is with Vital First Aid Supplies and commenced on 1 January 2017 and expires on 30 June 2019. Councils who expressed an interest in participating in this contract are Cowra, Oberon, Orange & Weddin. Contracts have been sent to Councils for them to sign and return to Vital Firs

Monitor the Alliance between SafeWork NSW and Centroc WHS/Risk Management Group

The Alliance with SafeWork NSW is due for renewal. The documents were drafted and sent to each Council for review by their General Manager. At date is yet to be set for Mr Paul Devery, Sponsoring General Manager of the Group to sign the document with Mr Scott Murray from SafeWork NSW however it is anticipated this will happen in the coming weeks. At the next meeting in Sept maybe? Councils who have confirmed their participation in the Alliance are:

• Bathurst • Blayney • Cabonne • Central Tablelands Water • Cowra • Forbes • Hilltops • Lachlan • Lithgow • Oberon • Orange • Parkes • Upper Lachlan • Weddin

SafeWork NSW advised the Group that the Development Applications can be lodged online as long as SafeWork NSW have been advised of the process.

Attachment/s to the WHS/Risk Management Group report

25. Minutes of the WHS/Risk Management Group 7 March 2017


Reports

7j Procurement and Contract Report Report by Kate Barker dated 10/07/17 Section 2 Regional Cooperation & Resource Sharing Objective 2E Achieve cost savings and improve supply arrangements Subject Supply report Sponsoring General Manager Mr Danny Green Recommendation/s to the Procurement and Contract Report That GMAC note the Procurement and Contract report and 1. approve the 12 month extension of the linemarking services contract for Avante Linemarking,

Central West Linemarking and Complete Linemarking, 2. approve a procurement process for the supply and delivery of bitumen emulsion for a new

contract to commence on 1 March 2018, and 3. approve the procurement process for a Diesel Tax Rebate review for interested member

councils. Management Plan actions 2017/2018 Actions Comments Achieve savings through joint procurement of goods and services

Existing Contracts: Fuel (Lowes Petroleum, Oilsplus, Park Fuels and United Petroleum) – expires on 30 June 2018 with the option for a 12 month extension. Road Signs (ArtCraft, Barrier Signs and DeNeefe) – expires 30 September 2017, after a 12 month extension. Bitumen Emulsion (Boral Asphalt) expires on 28 February 2018, after a 12 month extension. Linemarking Services (Avante Linemarking, Central West Linemarking, Complete Linemarking Services, Workforce Road Services) - expires on 30 September 2017, with an option for a 12 month extension. To date no contracts have been returned from Workforce Road Services. Details on councils’ utilisation of the contract can be found later in this report.

Précis This report provides advice on procurement and current contracts, specifically:

• regional contracts; • 5 year procurement plan; • cost savings and the value of Centroc regional procurement; and • ROCs and JOs expressing concerns regarding LGP’s intentions to retrospectively renege on its

agreement with Centroc on rebates. Where some advice is provided in this report, a confidential update will be tabled at the meeting.

Detailed information on the contracts for the WHS/Risk Management Group and the HR Managers Group can be found in their respective reports within this business paper.


Reports

Actions Comments The contract is due to expire on 30 September 2017 with the option available for a 12 month extension. It is recommended that GMAC approve the 12 month extension, with a new procurement process to commence in 2018 for the next contract. As Workforce Road Services have never returned contracts to member councils, it is recommended that the extension only be for Avante Linemarking, Central West Linemarking and Complete Linemarking. CCTV of Sewer and Stormwater Mains (Sewer Services) – expires on 30 June 2018, with no options for extension. Details on councils’ utilisation of the contract will be provided to the next GMAC meeting as reports from providers for the January to June period had not been received at time of writing this report. Smoke Testing of Sewer Service Lines (All About Pipes and ADS Environmental) - expires on 30 June 2018, with no options for extension. Details on councils’ utilisation of the contract will be provided to the next GMAC meeting as reports from providers for the January to June period had not been received at time of writing this report. Asset Valuation Services for Water and Sewer (Australis Asset Advisory Group) – expired on 30 June 2017. Further details on this contract can be found in the Water Infrastructure report. Auditing of Performance Reporting for Water and Sewer (Bowden, Sloan and Associates) – expired on 30 June 2017. Further details on this contract can be found in the Water Infrastructure report. Panel of Asbestos Consultants (AD Envirotech, GHD, Regional Enviroscience) – expires on 30 September 2021. This is not a contract as such, but councils can engage the providers on the panel on an as needs basis. It is simply a pre-approved panel of providers, where councils will still need to undertake their own due diligence prior to engaging any of the providers. Printing and Mailing of Rates Notices (SEMA and Forms Express) – this contract commenced on 1 July 2017 and will expire on 30 June 2020 with an option for a 12 month extension. Contracts have been signed by Bathurst, Oberon, Orange, Lithgow and Blayney (Forms Express), and Cabonne and CTW (SEMA). It is understood that a report will go to Forbes’ next Council meeting. Accredited Certificate Providers (ACP) for the Creation of Energy Savings Certificates (ESCs) The National Carbon Bank of Australian (NCBA) was deemed the successful respondent for a period of 3 years. More information can be found in the Energy Report. Restocking of First Aid Kits (Vital First Aid Supplies) - The contract commenced on 1 January 2017 and will conclude on 30 June 2019. Pre-Employment Screening (Recovre) – commenced on 1 July


Reports

Actions Comments 2017 and expires on 30 June 2020. To date contracts have been received from: Bathurst, Cowra, Forbes, Lithgow, Oberon, Orange and Parkes. Lachlan and Cabonne have advised that they will be signing a contract. Blayney and Upper Lachlan have advised they will not be signing a contract with Recovre. Follow up in underway with Hilltops. Learning Management System and E-Learning Content More information can be found in the HR and Training Report. The procurement process has been undertaken with ELMO Learning Services deemed to be the successful provider. The contract commenced on 1 June 2017 for a period of 3 years with the option for 2 x 12 month extensions. More details can be found in the HR and Training report. Procurement At the GMAC meeting of 28 July 2016, it was resolved to commence a number of procurement processes for the RDOCS Group. The members of RDOCS have been surveyed to prioritise the processes. Based on the feedback from the 6 councils who responded, the order that the procurement will be as follows:

1. Printing and Mailing of Rates Notices – contract commenced on 1 July 2017.

2. Panel for Legal Services 3. Banking Services 4. Water Meter Reading.

Work has commenced in this regard. Pipe Relining Previously there was a Centroc regional contract for pipe relining which was developed for the CEEP2 grant work. LGP now has a contract for these services, and the CWUA will receive a report at their next meeting with an analysis of the options available for procuring these services in the future, whether it be through LGP or another Centroc regional procurement process. Road Signs The contract for the supply and delivery of road signs is due to expire on 30 September 2017. The process to procure a new contract will commence in July to be in place by 1 January 2018. The contract purpose is for value and no Council spends over the regulatory threshold. Bitumen Emulsion The contract for the supply and delivery of bitumen emulsion is due to expire on 28 February 2018. The procurement process will commence in the coming months with a contract expected to commence on 1 March 2018. Diesel Tax Rebate Due to periodical changes in legislation, it is recommended that GMAC approve the review of a procurement process to conduct the next round of diesel tax rebate reviews for members. The review has been conducted by Centroc twice in previous years


Reports

Actions Comments with the most recent in 2010 which saw savings in excess of $400k across the region. Interest from member councils will be sought in the coming weeks. Internal Audit The contract with Grant Thornton Australia for Internal Audit is due to expire on 30 June 2017 after a 12 month extension. The process to procure a new contract is underway following approval at the October GMAC meeting. Advice is being sought from RDOCS on the next steps. This is an item for the next meeting. CWUA Contracts At their meeting in November 2015, the CWUA prioritised a list of procurement which they intend to undertake in the coming years. The rankings were as follows:

1. Asset Valuation of Water and Sewer – completed and contract is now in place

2. Water Main Condition Assessment 3. Trade Waste 4. Mains Cleaning 5. Manhole Rehabilitation

The Centroc Procurement Plan can be found later in this report. Details of the savings achieved by councils through regional procurement can be found in the table towards the end of this report.

Generate income through rebates Quarterly reports are requested from all contractors with whom there is a Centroc contract. Management fees are usually invoiced on a quarterly basis, however the most recent round of reports was requested on a six-monthly basis due to Ms Kate Barker being on maternity leave. Most contractors have provided reports on the usage by members under each of the contracts. Details on usage on each of the contracts can be found later in this report. The income from rebates can be found in the Finance Report.

Encourage use of the latest technology for communication and purchasing functions

The Best Practice in Stores Management Group are looking at the implementation of barcoding systems into their Stores, where Forbes has had great success in its low cost implementation. Some members have signed up to use VendorPanel for their own panels and contracts, while others are waiting to establish panels before embarking down this path. A regional VendorPanel site is an option that will be discussed when the final makeup of the ROC/JO is determined.

Provide a forum for facilitating inter-regional cooperation and sharing of knowledge, expertise and resources

The Best Practice in Stores Management Group met in in Orange on 2 May 2017. Notes from this meeting are attached to this report. The Group has requested that RDOCS provide advice on the direction for the Group. This will be raised at the next RDOCS


Reports

Actions Comments meeting.

Provide a central support program for all regional contract management

Feedback continues to be sought from the relevant teams for each of the contracts, through Survey Monkey. The teams are reporting that they are happy with this alternative approach to providing feedback on the contracts. The back end of the Centroc website has been set up to allow Council staff to request access to an area that has templates for contracts and tender documentation as well as information regarding all of Centroc’s regional contracts, including contact details and contract dates and specifications.

Regional Contracts Statistics for supply contracts are found below. For WHS, HR and CWUA statistics please refer to those reports in this business paper. Bitumen Emulsion The following table shows the utilisation of the bitumen emulsion contract by each member Council. The spend is shown for the 2016/2017 financial year, as well as the spend over the life of the contract which commenced on 1 March 2015.

Council Total for 16/17 FY Total since contract

commenced on 1 March 2015

Bathurst $47,504 $141,108 Blayney $83,312 $189,352 Cabonne $162,085 $349,911 Cowra $172,639 $296,755 CTW $0 $0 Forbes $289,273 $639,498 Hilltops $69,980 $191,485 Lachlan $103,960 $230,871 Lithgow $19,960 $69,339 Oberon $100,514 $206,109 Orange $79,249 $189,063 Parkes $96,997 $250,401 Upper Lachlan $0 $0 Weddin $142,915 $342,503 Mid-Western $0 $0 Wellington $0 $72,437 Total $1,368,389 $3,168,831


Reports

Road Signs The following table shows the utilisation of the road signs contract by each member Council through the 3 providers available on the panel contract. The spend is shown for the 2016/2017 financial year, as well as the spend over the life of the contract which commenced on 1 October 2014.

Council Total for 16/17 FY Total since contract

commenced on 1 October 2014

Bathurst $57,095 $109,551 Blayney $66,334 $184,849 Cabonne $73,341 $185,901 Cowra $42,996 $89,739 CTW $0 $0 Forbes $25,831 $69,365 Hilltops $21,990 $82,083 Lachlan $64,225 $167,876 Lithgow $3,245 $51,117 Oberon $29,681 $74,555 Orange $40,201 $129,897 Parkes $34,313 $116,534 Upper Lachlan $58,266 $160,107 Weddin $24,452 $74,775 Mid-Western $0 $0 Wellington $468 $18,848 Total $542,436 $1,515,200

Fuel The following table shows the utilisation of the fuel contract by each member Council through the 4 providers available on the panel contract. The spend is shown for the 2016/2017 financial year, as well as the spend over the life of the contract which commenced on 1 July 2016.

ALL PROVIDERS Total for 2016/2017 FY

Bathurst $646,400 Blayney $380,245 Cabonne $468,360 Cowra $547,372 CTW $0 Forbes $303,955 Hilltops $0 Lachlan $466,090 Lithgow $199,566 Oberon $459,411 Orange $279,190 Parkes $439,916 Upper Lachlan $544,870 Weddin $0


Reports

Bland $64,867 Mid-Western $725,514 Wellington $297,131 TOTAL $5,822,888

Linemarking Services The following table shows the utilisation of the road signs contract by each member Council through the 4 providers available on the panel contract. The spend is shown for the 2016/2017 financial year, as well as the spend over the life of the contract which commenced on 1 October 2014. * Please note that at time of writing this report, usage was not received from Avante Linemarking hence their spend is only shown as 1 July - 31 December 2016.

All providers Total for 16/17 FY

Total since contract commenced on 1

October 2015

Bathurst $51,915 $51,915 Blayney $0 $0 Cabonne $274,600 $407,897 Cowra $0 $0 CTW

Forbes $0 $0 Hilltops $7,746 $7,746 Lachlan $0 $58,932 Lithgow $24,586 $24,586 Oberon $0 $41,257 Orange $124,199 $259,265 Parkes $0 $0 Upper Lachlan $0 $0 Weddin $0 $0 Mid-Western $173,781 $173,781 TOTAL $656,826.88 $1,025,379.22

Participation Status to Current Programming The table below shows the savings achieved by councils for each operational project run through Centroc. The billable savings, shaded in blue, refer to actual dollars saved by members. The unbillable savings, shaded as white, are theoretical savings based on calculations of staff time (i.e. travel to Sydney for training or time it takes to prepare, monitor and assess a tender in-house). Local Government Procurement (LGP) estimates savings on regional procurement to be between $15,000-$20,000 per Council per tender, where Centroc staff have taken a more conservative approach with the table showing savings of $5,000 per Council per regional tender each Council participates in.


Reports

The following table shows savings achieved by each Council since the commencement of the Compliance and Cost Savings Program on 14 December 2009.

Completed Programs (Telephony

Audit, Diesel Tax Rebate

and Corporate Express)

Training Service

WHS Contracts

(Load shifting, traffic

control training,

compliance training)

HR Contracts

(E-Recruitment, Pre-

Employment and EAP)

Electricity (small sites)

IT contracts

(unified communica

tions solution)

CWUA (*does not yet include

savings for current CCTV and Smoke

Testing contract)

Participation in Regional

Tenders (billable)

Participation in Regional

Tenders (unbillable)

Total Savings

Bathurst $110,054 $93,483 $13,422 $11,240 $0 $0 $18,969 $25,000 $100,000 $372,168 Blayney $12,755 $48,038 $4,394 $3,655 $7,299 $0 $5,860 $24,000 $96,000 $202,001 Cabonne $168,945 $78,687 $18,300 $2,845 $45,837 $0 $23,500 $24,000 $96,000 $458,114 Cowra $12,045 $155,607 $4,539 $4,695 $31,432 $7,813 $27,074 $29,000 $116,000 $388,205 CTW $9,638 $13,064 $2,244 $50 $14,323 $0 $12,644 $7,000 $28,000 $86,963 Forbes $31,936 $140,391 $11,397 $4,280 $37,387 $7,522 $14,748 $30,000 $120,000 $397,662 Hilltops $29,791 $96,614 $6,842 $565 $0 $0 $38,165 $34,000 $136,000 $341,977 Lachlan $22,962 $89,914 $13,230 $3,670 $37,377 $0 $29,347 $28,000 $112,000 $336,500 Lithgow $39,603 $100,676 $15,674 $5,225 $24,802 $7,627 $15,499 $30,000 $120,000 $359,105 Oberon $89,665 $46,831 $1,760 $1,715 $19,052 $5,361 $14,412 $27,000 $108,000 $313,796 Orange $92,294 $113,635 $42,570 $18,165 $52,086 $0 $34,685 $25,000 $100,000 $478,435 Parkes $90,488 $103,709 $15,816 $5,610 $39,802 $0 $37,553 $25,000 $100,000 $417,978 Upper Lachlan $31,375 $59,566 $10,080 $0 $39,580 $6,859 $25,033 $20,000 $80,000 $272,493 Weddin $38,742 $49,320 $0 $0 $10,906 $0 $14,447 $21,000 $84,000 $218,415 Total $780,293 $1,201,196 $161,029 $61,715 $359,883 $35,183 $311,934 $353,000 $1,412,000

$4,676,232

Total Savings for Centroc Members

Net Cost to Members $1,099,405

Net Savings $3,576,827

Regional Procurement Plan The following table shows the 5 Year Procurement Plan for regional contracts:

Gro

up

Contract Current duration

1 July 2017 to 30 June 2018

1 July 2018 to 30 June 2019

1 July 2019 to 30 June 2020

1 July 2020 to 30 June 2021

1 July 2021 to 30 June 2022

Supp

ly

Bitumen 1 March 2015 to 28 February 2017

new contract to commence on 1 March 2018

option for 12 month extension of contract

New contract to commence 1 March 2021

Road Signs

1 October 2014 to 30 September 2017

new contract to commence 1 January 2018


New contract to commence 1 January 2021

Fuel 1 July 2016 to 30 June 2018


New contract to commence 1 July 2019

Line Marking Services



new contract to commence 1 October 2018


New contract to commence 1 October 2021

Road Aggregate

Proposed new contract

scoping to take place in 2017

Clothing Proposed new contract

scoping to take place 2018

Pest Services Proposed new contract

scoping to take place 2018

HR Employee

Assistance Program

1 July 2015 to 30 June 2018

option for 12 month extension of



Reports

Gro

up


1 July 2017 to 30 June 2018

1 July 2018 to 30 June 2019

1 July 2019 to 30 June 2020

1 July 2020 to 30 June 2021

1 July 2021 to 30 June 2022

contract

Learning Management System

1 June 2017 to 30 May 2020



SCOUT e-recruitment

1 March 2017 to 28 February 2019

New contract to commence 1 March 2019

Pre-employment Screening

1 July 2017 to 30 June 2020

Contract commenced on 1 July 2017



WHS

WHS Compliance Training

1 April 2016 to 31 March 2019


New contract to commence 1 April 2020

Restocking of First Aid Kits

1 January 2017 to 30 June 2019


Asbestos Consultants (panel of approved providers)


New panel to commence on 1 October 2021

CWU

A

Dam Surveillance

1 March 2014 to 30 April 2019

No option for extension. New contract to commence 1 May 2019.

CCTV 1 July 2015 to 30 June 2018

no option for extension. New contract to commence 1 July 2018

Smoke Testing 1 July 2015 to 30 June 2018

no option for extension. New contract to commence 1 July 2018

Asset Revaluation (WTP, STP and dams)

1 September 2016 to 30 June 2017

Contract expired.

Auditing of Performance Reporting

1 September 2016 to 30 June 2017

Contract expired.

Pipe Relining

Contract expired. Options available through LGP panel.

Water Main Condition Assessment


scoping to commence in 2017

Trade Waste Proposed new contract



Reports

Gro

up


1 July 2017 to 30 June 2018

1 July 2018 to 30 June 2019

1 July 2019 to 30 June 2020

1 July 2020 to 30 June 2021

1 July 2021 to 30 June 2022

Mains Cleaning Proposed new contract


Manhole Rehabilitation



RDO

CS

Internal Audit 1 July 2013 to 30 June 2017

new contract to commence 1 July 2017 – RDOCS to determine whether new contract is required.

Rate Notices Printing

1 July 2017 to 30 June 2020



Legal Services Panel



Banking Services



Water Meter Reading



CTP Brokerage Proposed new contract


Code of Conduct (panel of approved providers)

1 July 2016 to 30 June 2020

New panel to commence on 1 July 2020

Ener

gy

Electricity – Small sites

1 January 2017 to 31 December 2019

Electricity – Large sites and streetlighting

1 July 2015 to 31 December 2017

New contract to commence 1 January 2018

Energy Experts (panel of approved providers)

1 April 2016 to 31 March 2018

New panel to commence on 1 April 2018

Advice from LGP on the Group Rebate Offer Please find attached the LGP Group Rebate Offer Agreement 2015 and two pieces of correspondence from LGP 19 December 2016 and 19 May 2017. The Chair of LGP Cr Paul Braybrooks wrote to ROCs on 19 December 2016 and 19 May 2017 attached), advising that the current scheme is under review and indicating that proposed alterations to the LGP Group Rebate Offer Agreement 2015 (attached) have been referred to external


Reports

consultants for review and advice. The matter is then proposed to be considered at the LGP August Board Meeting (understood to be scheduled for 1st August). It is understood from LGP correspondence to other ROCs/JOs that the revised rebate scheme to be considered by the LGP Board is apparently intended to be applied retrospectively back to 1st July 2016. This is not in line with Clause 14: “Due to changes in legislation, future determinations by the LGP Board or any other extenuating circumstances, LGP reserves the right to retract or alter this offer at the end of any 6 month period. LGP will provide advice of this in writing six (6) weeks prior to the change coming into effect” In response Centroc has sent the correspondence attached. ROCs and JOs across NSW have been in discussion in this regard and a confidential report will be tabled at GMAC. Attachments to the Procurement and Contract Report

26. Notes from the Best Practice in Stores Management Group meeting on 2 May 2017 27. 15 July 2017 Mr Paul Braybrooks OAM Chairperson, LGP Proposed Change to the LGP Rebate

for ROC’s 28. 9 June 2015 LGP group Rebate Offer 29. 19 December 2016 LGP Rebate Scheme Review 30. 19 May 2017 LGP Rebate Scheme Review


Reports

7k Energy Programming Report Report by Jenny Bennett and Kate Barker dated 12/07/17

Section 2 Regional Cooperation & Resource Sharing Objective 2F Improve Council and community sustainability through a regional

approach to distributed energy planning and implementation. Subject Grant funded programs, street lighting E21, electricity program

and regional solar panel program Sponsoring General Manager Mr Kent Boyd

Recommendations to the Energy Programming Report That the GMAC note the Energy Programming report and commend to the Board it 1. encourage members to give consideration to signing up to the Cities Power Partnership; 2. adopt the Southern Lights High Level Business Case; 3. develop policy on options for the ownership of luminaires for streetlights; 4. develop more detailed advice on a pathway for a rollout of LED Luminaires with smart controls

across southern NSW; 5. negotiate with Essential Energy to

a. delay bulk rollout lamp replacement where possible; and b. optimise the rollout LED luminaires with smart controls;

6. meets with Ministers and key representatives of OEH and other agencies to progress this initiative;

7. thank Cr Gander of Orange City Council for his assistance in advocating for the Southern Lights Project

8. receive advice on the management of bulk rollouts; 9. commend to members they write to Essential Energy with a view to enable ESCs for spot

replacements of street lights; and 10. commend to members they use a proforma letter developed by Centroc staff with a review of

terms and conditions and providing advice as suggested in the body of the report to the Essential Energy letter dated 8 June on LED pricing.

11. progress to Request for Proposal for Phases 2 and 3 of the mid-scale solar implementation roadmap, a comprehensive solar options analysis and a preliminary site preparation assessment for all interested Councils

12. systematically identify the sites suitable for solar installation, and the maximum capacity which may be installed at each potentially through economy of scope with other Centroc energy programming. This work to include:

a. For each of these generation sites compile the onsite consumption in order to assess the proportion of output which would be used behind the meter, to inform the business case;

b. Identifying the capacity of solar that can be installed for behind the meter consumption, the additional capacity if the maximum capacity was installed at each site, and therefore the generation available for Local Electricity Trading (‘netting off’) from each site and in total;

c. Determining a phased program of installation per year, which would suit Councils’ program of works and other objectives;

d. Including requirements in the request for electricity supply to allow for the phased installation of solar on both small and large sites, including the requirement to net off as relevant. (draft contract wording included in Appendices 1 and 2) noting that further work may be done regarding retailers that may need the exact system size proposed for each site before they will provide a proposed Feed in Tariff cost structure;

e. include the tendering for a joint purchase of solar PV in order to reduce cost;


Reports

13. investigate the option of purchase from solar farms via PPAs, including the option of a large regional purchase with other Centroc councils. Essential Energy should be included in these discussions. This could also include work with South Sydney Regional Organisation of Councils;

14. support progressing power of choice metering with members Councils; 15. maintain a watching brief on interest in progressing a community solar and battery storage

project; and 16. maintain a watching brief on storage as a service.

Management Plan Actions 2017/2018 Actions Comments Support regional energy management services

Status of licences for energy monitoring software: E21 (all councils now on premium licence)

Planet Footprint

Cabonne Bathurst CTW Blayney Forbes Cowra Lachlan Parkes Lithgow Oberon None Orange Hilltops Parkes Upper Lachlan Weddin

For those councils using e21, quarterly reports are provided which highlight areas that may warrant action and possibly lead to savings. The reports show the following areas:

• Missing accounts • Gaps in accounts • Variances • Sites with poor power factor • Low use tariff sites • Tariff sites with potential to change to TOU/flat

Précis In the context of the Management Plan objectives, this report provides advice regarding

• regional electricity procurement; • bulk lamp replacement schedule; • Energy Savings Certificates; • Centroc Energy Group Update; • The Climate Council’s Cities Power Partnership; • Local Energy Trading options report by the Institute of Sustainable Futures (ISF); • Council Solar Project; • streetlighting; and • Power of Choice Metering.


Reports

Actions Comments rate/contract

• Contract sites with potential to change to tariff

It is unknown whether council staff are following through with the suggested alterations, so these will now be reported through GMAC over the coming months.

Monitor electricity procurement and provide advice accordingly

Current contracts: • Small sites

o 1/1/2017-31/12/2019 - Origin Energy • Buildings and facilities

o 1/7/2015-31/12/2017 - ERM o New process to commence in late 2017 for new

contract to commence 1/1/2018 • Street lighting

o 1/7/2015-31/12/2017 - ERM o New process to commence in late 2017 for new

contract to commence 1/1/2018 Members would be aware that Energy and Management Services (EMS) were engaged in early 2016 to conduct the next rounds of procurement for small sites, large sites and street lighting. Through the procurement process for small sites, it is estimated that councils saved around $360k across the region. These savings are reflected in the cost savings table in the Procurement and Contracts report. Some councils are experiencing ongoing issues with the transfer of sites from PowerDirect to Origin under the small sites contract. Origin is reporting that many of the sites which aren’t transferring are due to access issues. Members present at the Energy Group meeting in Orange on 7 July were provided with a list of these sites and have been asked to investigate and provide advice back to Centroc staff regarding whether there are in fact access issues. In the past councils have reported no access issues, however the reads are still not occurring. Until an actual read has occurred at the site, the site cannot be transferred to the new retailer as the old retailer needs to produce a final invoice for the actual energy consumed by the site. Centroc staff are working with councils and EMS staff to work through the issues. The procurement process for the large sites and streetlighting contract due to commence on 1 January 2018 has been delayed due to the volatile state of the electricity market. EMS has provided advice that the cost of electricity is slowly decreasing and therefore they hope to go to market in the next month or so. EMS has received all necessary information from councils to conduct the process, but are just waiting for the market to reach a favourable state to ensure the best pricing is achieved. At the recent Energy Group meeting, Centroc staff were asked to investigate the possibility of a group procure of gas for councils as well as local businesses/community organisations. In the past only


Reports

Actions Comments Blayney Shire Council has indicated a need to be on a contract for gas due to their amount of consumption, whereas other councils don’t seem to spend enough on gas to warrant going through a tender process, or through an LGP contract. Orange City Council has recently advised that their pool is now consuming a large amount of gas and may therefore be interested in participating in a group procure. Centroc staff will investigate options available to councils through the LGP contract and also through a separate process through EMS.

Review regional distributed energy plan

In 2012, Bathurst, Cowra, Forbes, Orange and Young engaged Arup to develop distributed energy plans in addition to a distributed energy toolkit. Copies have been provided to Moreland Energy Foundation Limited (MEFL) as part of the Regional Renewable Energy Innovation Project. Recommendations from the regional Distributed Energy Plan will be considered in other work that the Energy Group is undertaking.

Monitor opportunities for grant funded programming

A $500m Climate Change Fund is due to roll out from July of this year. Centroc staff have lodged a submission regarding the framework and on 20 January met with key staff of OEH on ensuring the design of the program meets the needs of regional NSW. Advice has been provided to the Regional Infrastructure Co-ordinator – see below – on a potential opportunity for streetlights and smart controls. The region is working on being funding ready for an ARENA application.

Monitor activity in street lighting and provide support on an as needs basis

Centroc staff participate in the Essential Energy (EE) Streetlighting Consultative Committee (SCC) which meets on a quarterly basis. The most recent meeting was on 9 March with the communique from that meeting showing the following highlights: • AER Determination - No timeframe for an outcome regarding

the 2014-19 determination has been confirmed at this stage. Preparation for the 2019-2024 determination is well underway. The Australian Energy regulator (AER) commenced consultation on Framework and Approach, including classification of services, in January 2017, due to be completed by July. Woolcott research has been engaged to conduct stakeholder engagement, using the IAP2 spectrum for public participation. The SCC will be used to facilitate council engagement.

• Negotiated LED SLUOS Pricing - Negotiation of LED SLUOS pricing is now complete, with over 50% agreement reached. LED SLUOS letter agreement is currently being finalised prior to distribution to all councils.

• Transition to LED lighting – Councils may commence installing LEDs for new developments once they have an LED Street Light Use of System (SLUOS) pricing agreement in place with Essential Energy. Councils will approve the use of LEDs through the amended Public Lighting: Installation & Connection Consent form. The standard materials list has


Reports

Actions Comments been updated to include LEDs and released to ASPs. New Bulk Lamp Replacement contract now in place for 2017, with optional luminaire upgrade provided to support transition to LED. To assist with planning, Essential Energy has issued letters to every council providing details of bulk lamp replacement timing. A notice period of at least 3 months prior to bulk replacement is requested to upgrade the program to LED replacement. Preparation for Category V LED trials is continuing, with plan to implement trials in Goulburn and Lismore.

The next meeting of the Streetlighting Consultative Committee is scheduled for 20 July. Bulk Lamp Replacements EE has provided the following proposed Lamp Replacement Schedule (as at 12/7/17):

• Oberon – April 2017 - completed • Weddin – June 2017 - completed • Forbes – June 2017 – completed • Cowra – June 2017 - completed • Lachlan – June 2017 - completed • Hilltops – Sept/Oct/Nov 2017 • Blayney – October 2017 • Upper Lachlan – November 2017 • Parkes – December 2017 • Orange – February 2019 • Bathurst – April 2019 • Cabonne – January 2020

General Managers should note that the above schedule has changed from what was provided to Centroc staff in June 2016. The initial schedule showed Blayney, Hilltops and Upper Lachlan were the first councils due for replacement which was due to occur in October 2016. Those councils have held off on the bulk lamp replacement while other options including a regional bulk rollout of LEDs is investigated. In the meantime, Essential Energy has completed the bulk lamp replacement for Cowra, Forbes, Lachlan, Oberon and Weddin, which was only brought to the attention of Centroc staff in mid-July. During the bulk lamp replacement, any luminaires that are found to have failed will be replaced with LEDs, however if it is just general maintenance and lamp replacement, the lamp will be replaced like-for-like. Councils will have received correspondence from Essential Energy regarding the timeframe of their bulk lamp replacement. Members are encouraged to delay this while Centroc, in conjunction with OROC, REROC, RAMROC and CBJRO, continue to investigate options for a bulk LED upgrade program. Energy Savings Certificates (ESCs). It is important to note that any lighting that is changed to a more energy efficient type is eligible for Energy Savings Certificates


Reports

Actions Comments (ESCs). ESCs for public lighting are not retrospective, so councils need to have an agreement in place with an ACP prior to the work being undertaken. A procurement process was been undertaken in late 2016 and all members are now signed up with National Carbon Bank of Australia (NCBA). NCBA met with EE in mid-April to discuss the process of certificate creation under the Public Lighting Method. Since the meeting NCBA enquiry messages and emails to EE have gone unanswered. NCBA has advised that a written request to Essential Energy to undertake the Lighting Upgrades is required before any ESCs can be created. This is required as Essential is the owner of the luminaire and thus must formally receive and acknowledge the request. A proforma email will be sent to members to send on to EE. Bathurst, Orange and Parkes have been in contact with NCBA regarding the opportunity to create ESCs for other energy efficiency activities. NCBA have reported that if energy efficiency projects can be grouped across the region, they may be able to reduce their fee, meaning greater savings to members. The Energy Group discussed grouping projects and will discuss the possibility further at future meetings.

Deliver regional community solar panel procurement project

There is currently no MoU in place with any providers for a regional community solar panel project.

Energy Group Meeting The Centroc Energy Group meets every 2 months and have met twice since the last GMAC meeting, with meetings on 5 May and & July. The next meeting is scheduled for 1 September in Orange. At the most recent meeting, the Group received a presentation from the Climate Council on their Cities Power Partnership (CPP) Program. Details are below. Other discussion items at the meeting included:

• Streetlighting • Improving Centroc’s aggregated procurement through Local Electricity Trading and other

strategies • Battery Storage, and • Progressing the solar panel procurement component of the Renewable Energy Innovation

Project (REIP) The majority of information provided to the Group is contained in this report. Further information is available on request. Minutes are attached to this report.


Reports

A Chair is being sought for this Group. Recommendations from the meeting include: That the energy group recommend that GMAC commend to the Board it

1. encourage members to give consideration to signing up to the Cities Power Partnership; 2. develop policy on options for the ownership of luminaires; 3. develop more detailed advice on a pathway for a rollout of LED Luminaires with smart

controls across southern NSW; 4. negotiate with Essential Energy to

a. delay bulk rollout lamp replacement where possible; and b. optimise the rollout LED luminaires with smart controls;

5. meets with Ministers and key representatives of OEH and other agencies to progress this initiative;

6. receive advice on the management of bulk rollouts; 7. commend to members they write to Essential Energy with a view to enable ESCs for spot

replacements of street lights; and 8. commend to members they use a proforma letter developed by Centroc staff with a review

of terms and conditions and providing advice as suggested in the body of the report to the Essential Energy letter dated 8 June on LED pricing.

9. progress to Request for Proposal for Phases 2 and 3 of the mid-scale solar implementation roadmap, a comprehensive solar options analysis and a preliminary site preparation assessment for all interested Councils

10. systematically identify the sites suitable for solar installation, and the maximum capacity which may be installed at each potentially through economy of scope with other Centroc energy programming. This work to include:

a. For each of these generation sites compile the onsite consumption in order to assess the proportion of output which would be used behind the meter, to inform the business case;

b. Identifying the capacity of solar that can be installed for behind the meter consumption, the additional capacity if the maximum capacity was installed at each site, and therefore the generation available for Local Electricity Trading (‘netting off’) from each site and in total;

c. Determining a phased program of installation per year, which would suit Councils’ program of works and other objectives;

d. Including requirements in the request for electricity supply to allow for the phased installation of solar on both small and large sites, including the requirement to net off as relevant. (draft contract wording included in Appendices 1 and 2) noting that further work may be done regarding retailers that may need the exact system size proposed for each site before they will provide a proposed Feed in Tariff cost structure;

e. include the tendering for a joint purchase of solar PV in order to reduce cost; 11. investigate the option of purchase from solar farms via PPAs, including the option of a large

regional purchase with other Centroc councils. Essential Energy should be included in these discussions. This could also include work with South Sydney Regional Organisation of Councils;

12. support progressing power of choice metering with members Councils; 13. maintain a watching brief on interest in progressing a community solar and battery storage

project; and 14. maintain a watching brief on storage as a service.


Reports

Climate Council’s Cities Power Partnership (CPP) The Cities Power Partnership (CPP) is a program of the Climate Council that is launching on July 19th

2017. The CPP provides a co-ordinated vehicle to accelerate, celebrate and promote local government successes in achieving emission reductions and transitioning towards clean energy. There are no costs for councils to join the Cities Power Partnership. The CPP is a program run by the Climate Council, which was launched after the abolition of the Climate Commission. The Climate Council provides independent, authoritative climate change information to the Australian public that is based on the best science available. The Climate Council was the number one organisation communicating on climate change nationally in 2016 and reaches 8 million people a month online. 21 councils have already signed up to the partnership in the first round. These councils are from around the country. There are 4 spots left in the first round for councils interested in joining the partnership. When councils join the partnership councils will be required to:

• Identify 5 items in the Power Partners Pledge that councils will strive to achieve. Councils have 6 months from the sign up date to identify which pledge items these will be. Projects already in the council pipeline can be included towards a council’s pledge. There are 32 partnership pledge actions to choose from ranging from renewable energy, efficiency, transport and advocacy.

• Complete a 6 monthly online survey that provides the Climate Council with basic information on how councils are progressing on the 5 pledge items that councils have selected.

• Nominate a point of contact within council that the Climate Council can liaise with on CPP matters.

• Be buddied with two other local councils to knowledge share. At the Energy Group meeting, Blayney, Cabonne, Orange and Parkes all expressed interest in participating in the CPP and have been pencilled in for Round 2. These councils need to confirm in writing before they can be formally accepted. More details on the CPP can be found as an attachment to this report. Feedback from participating Councils will be monitored and further advice on the value of the program will be provided to GMAC in due course. Local Electricity Trading Options Report by the Institute of Sustainable Futures (ISF) The Institute of Sustainable Futures (ISF) has been undertaking the Local Electricity Trading (LET) options for Centroc Councils using Bathurst and Forbes sites data. The final version of the report which will be made available to all members is still in progress; however the executive summary is as follows: The Centroc Councils wish to reduce electricity costs and protect against future price rises, reduce their carbon footprint, and increase local and regional economic opportunities. Installing solar PV can contribute to all of these objectives. Solar PV is currently cost effective if installed such that all or most of the electricity produced is consumed on site, with a simple payback of between 4 and 8


Reports

years. However, Councils do not necessarily have a match between those buildings where they may install solar, and those with electricity demand. Centroc commissioned the Institute for Sustainable Futures to undertake research on the options for accessing renewable energy once the opportunities for on-site solar generation and consumption, also called “behind the meter” (BTM), are exhausted. The purpose of the research was firstly to identify which options are economic and have the best return, and secondly to propose a draft form of wording for Councils to include in their electricity contract documents in order to put the options for off-site solar into practice. A cost benefit analysis was undertaken using an Excel business case model developed during a national project investigating the effects of Local Electricity Trading and the introduction of a Local Network Credit. Details of the project may be found here http://bit.do/Local-Energy The business case assumes that councils use the value of the Large Generation Certificates (LGC), or from Small-scale Technology Certificates (STCs), rather than surrendering to ensure that their installations are additional to the national target, as this is currently council’s intention. The business model was used to compare current energy costs for the relevant buildings without any solar installation, solar installed assuming just a feed in tariff is available for the exported electricity, solar installed assuming that councils can access Local Electricity Trading to net off the exported electricity at other buildings, the effect of council’s also receiving a Local Network Credit (LNC) for the exported electricity, and lastly, solar installed with a private wire linking the generation and consumption buildings. ISF also calculated the cost effectiveness of behind the meter installations. The capital repayments and operations and maintenance costs associated with installing the solar are included, as is any income, namely any Feed in tariff (FIT) paid for solar exports, and any income from the sale of LGC, or from Small-scale STC in the case of installations under 100 kW. ISF compared six scenarios, using information from Bathurst and Forbes council buildings:

• Current Cost: Current electricity and network charges, without solar generation. • FIT only: New solar generation under current market arrangements, so exported electricity is

valued according to the retailer feed in tariff. In this analysis a FIT of 3.5 c/kWh has been used.

• Local Electricity Trading (LET) between Council buildings, that is, using electricity exported from new solar generation at one council building at other sites. Full network charges are still payable on the electricity. Exports from the generation site are netted off at whatever LET sites are included, and any remaining residual exports are valued according to the retailer buy-back rate. No network credit is paid. This business case was analysed for small and large sites separately.

• LNC and LET: the payment of a Local Network Credit plus Local Electricity Trading. Local network charges are reduced network tariffs for electricity generation used within a defined local network area. This option would only be available if electricity market rules are changed.

• Private wire: Three sites at Forbes could be connected via a private wire, so that all generation would be ‘behind-the-meter’ on a single metering point.

• Behind the meter solar installation (where the solar generated is used onsite); anything which is exported receives a payment from the retailer, which can range from zero, to more than 10 cents per kWh. The analysis is undertaken assuming a modest FiT of 3.5 c/kWh.

• Power Purchase Agreement (PPA) with a local solar farm, using a Local Electricity Trading arrangement to net off the electricity at council buildings.


Reports

Results The simple payback on a solar system is shown for all options in Table 1. All options that include Local Electricity Trading with netting off at other sites have a payback of 10 years or less. The simple payback on the options available without electricity market changes is in this order:

1. Behind the meter small sites (fastest payback) 2. Behind the meter large sites 3. Local Electricity trading, with netting of at Councils’ small sites 4. Private wire installation connecting three small sites 5. Local Electricity trading, with netting of at Councils’ large sites

It should be noted that all the options have been calculated including a low FiT of 3.5 c/kWh

The quickest payback occurs for installations where the solar is behind the meter. Each unit of solar used behind the meter displaces the full volumetric charge for each kWh, including the energy volume charge, the network volume charge, and the associated “other” volume charges. Payback is quickest on small sites (five years), as the volume charges are considerably higher than at large sites. The options with a Local Network Credit payable all have excellent returns, but a Local Network Credit is very unlikely to be available unless there is a change in the electricity market rules, so Councils cannot select this option at present. Recommendations: Implementing solar projects will reduce Council’s ongoing electricity costs and reduce their environmental footprint. Cost effective solutions for both large and small sites may be achieved with all the options discussed. That is, behind the meter installation of solar, Local Electricity Trading with exported solar netted off at other buildings, and purchase from solar farms via PPAs.


Reports

The quickest payback occurs at small sites, but these account for a much smaller proportion of total consumption. Nonetheless, Councils may wish to implement small site installations first, in order to maximise returns. ISF recommends that Centroc Councils:

1. Systematically identify the sites suitable for solar installation, and the maximum capacity which may be installed at each;

2. For each of these generation sites compile the onsite consumption in order to assess the proportion of output which would be used behind the meter, to inform the business case;

3. Identify the capacity of solar that can be installed for behind the meter consumption, the additional capacity if the maximum capacity was installed at each site, and therefore the generation available for Local Electricity Trading (‘netting off’) from each site and in total;

4. Determine a phased program of installation per year, which would suit Councils’ program of works and other objectives;

5. Include requirements in the request for electricity supply to allow for the phased installation of solar on both small and large sites, including the requirement to net off as relevant. (draft contract wording included in Appendices 1 and 2);

6. Consider tendering for a joint purchase of solar PV in order to reduce cost; and 7. In parallel, investigate the option of purchase from solar farms via PPAs, including the option

of a large regional purchase with other Centroc councils. Essential Energy should be included in these discussions.

As Energy Management Services undertakes procurement on behalf of Centroc Councils they were asked to review the advice and provided the following. Notably this advice suggests that the work by ISF may have been too conservative and that payback periods could be much better. The full report by ISF will be made available to members once it has been cleansed of any confidential information. Council Solar Project At the May meeting, the Group received a presentation from Jonathan Prendergast on the current state of play for renewables, the energy market and progressing mid-sized 200kW-5MW renewable projects and better energy pricing for councils through innovative procurement. Since this presentation, an RFQ specification has been developed which looks at Phase 2 Options Analysis and Phase 3 Site Preparations Analysis. It is expected that the RFQ will be released in the coming weeks for the work to be completed by the end of November. Details of the RFQ are as follows: Centroc members wish to reduce electricity costs and protect against future price rises, reduce their carbon footprint, and increase local and regional economic opportunities. Through work commissioned by Centroc, the Institute for Sustainable Futures undertook research to determine the best options for Centroc to access renewable energy. That work determined a systematic approach for identifying suitable sites for installation of solar PV should be undertaken for each interested council. This should include an investigation of behind the meter (BTM) solar PV and the feasibility of mid-scale solar PV installations which may require facilitating retail arrangements for council sites.


Reports

Implementing this approach has the potential to: • Reduce council energy costs • Provide greater certainty on future electricity costs • Contribute to council sustainability goals and initiatives • Stimulate local and regional economic development • Unlock council land not suitable for other uses • Create efficiency and reduce cost by developing similar projects for all councils at once

Phase Content Status Phase 1 Scoping Report - Performed by ISF -

recommendations for following phases Done

Phase 2 Options Analysis - investigation of individual council sites - recommendations for solar arrangements

Included in this body of work

Phase 3 Site Preparations Analysis - preliminary feasibility studies - network assessments, land surveys

Included in this body of work

Phase 4 Business Case, Approvals and Procurement - Financial arrangements, legals - Planning approvals - Tender processes

Future work

Phase 5 Development and Commissioning - Installation and commissioning - Monitoring

Future work

A quotation is sought from a suitably qualified and experienced consultant to undertake a comprehensive options analysis and site preparation assessment for all interested councils. This is to consider the following deliverables for both BTM and mid-scale solar installations:

i) Early Project Development Works, including a. Options analysis for installation of solar PV b. Site identification c. Size and scale of generation potential, site consumption requirement and scale of

investment d. Council role (host, contract, develop, own);

ii) Site preparation assessment, including a. Preliminary land assessments b. Preliminary network assessments

iii) A concise report presenting analysis and findings to be used by Centroc and individual councils to inform decisions on moving to project development and procurement phases.

iv) Data to inform the integration of storage into future projects. A subcommittee was formed to progress this project consisting of staff from Bathurst, Blayney, Cabonne, Cowra and Parkes, and will be supported by Centroc staff.


Reports

Streetlighting Bulk Replacement and SLUOS Pricing To progress matters regarding bulk rollouts and the potential of a significant cross regional program, Centroc has been advising members to hold off on bulk rollout if possible. In the meantime members have been making inquiries regarding correspondence 8 June from Essential Energy on the Implementation of SLUOS Pricing. It is understood that this letter has been generated as the last step in the agreement on LED pricing 6 January 2017. Where the price for LEDs is regarded as good, there are a number of outstanding matters regarding this offer and Centroc staff have sought advice from Graham Mawer regarding the content including the terms and conditions. In response to the outcome of the negotiation of the LED SLUOS pricing, Centroc sent an email to Essential Energy on 16 February, advising EE that while a negotiated price has been reached, there are other issues raised during the discussion that need to be followed up as they remain unresolved. The outstanding issues include:

1. pricing inconsistencies across various documentation 2. componentised pricing approach 3. changing basis of capital assumptions 4. better shielding options 5. tariff 2 residual claims, and 6. accelerated replacements

Despite reminders that has been no response to this email and the matter is being taken up more formally including meeting with Essential Energy representatives. To date Centroc is still seeking a meeting with EE where it is proving quite difficult to track down the right person to speak to. Centroc will provide members with a proforma cover letter to accompany the LED SLUOS pricing form included in the letter to councils on 8 June, to ensure that while councils may agree to accept the negotiated price, there are other issues raised during the negotiation that remain unresolved and are material to future negotiations between Councils and Essential Energy. Further advice on the above is available on request. Analysis of LED Proposal received by Bathurst Regional Council Bathurst have engaged Next Energy to undertake a cost benefit analysis of the Essential Energy offering on LED lights. The LED upgrade proposals for residential roads offered by Essential Energy all present a strongly positive business case for council. In summary:

• The Net Present Value (NPV) of the savings in accepting any of the four options is approximately $2.0-$2.4m calculated over 10 years at a 4% discount rate in constant dollar terms. This modelling takes into account retail energy, network distribution, losses, environmental and market charges as well as Essential Energy maintenance charges and the costs of upgrades and potential ESC values.

• The simple payback period of the four options offered by Essential Energy is 1.9 – 2.9 years


Reports

• Upgrading the lighting to LEDs would reduce current electricity consumption of the 4,766 luminaires to be replaced by 59-65% or a net savings up of to 1,128 MWH per annum from an estimated 1,738 MWh per annum at present.

• Upgrading the lighting to LEDs would reduce current GHG emissions associated with the 4,766 luminaires to be replaced by 59-65% or a net savings of up to 1,197 to CO2-e per annum from an estimated 1,843 t CO2-e per annum at present.

• The LEDs would eliminate the use of mercury containing lamps for these luminaires. • The LEDs would reduce upward waste light by at least 75% compared to current lighting.

In considering the business case for an upgrade, Next Energy notes the following strategic issues for consideration in this report:

• Council would be taking on new technical and financial risks that differ from the previous basis for street lighting charges.

• Essential Energy’s proposed models of LED luminaires appear to have been superseded. • Claims by Essential Energy for ‘residual values’ cannot be verified on the available

information. Smart Controls Essential Energy’s offering does not include the use of smart controls. While the proposed luminaires are smart controls enabled, evidence internationally is that if smart controls are not installed at the time of LED deployment (e.g. at $0 marginal labour cost), they are unlikely to be deployed later. The key benefits of the smart controls are in dramatically improving service levels, particularly to remote and regional communities as well as being able to optimise lighting levels and dim or shut-off lighting in the off-peak hours (as many rural UK councils are now doing). An important emerging benefit is the use of smart lighting control networks as the backbone of smart city infrastructure. Progress on Southern Lights Project A significant effort is being undertaken across Southern NSW on a collaborative project to deliver LED with smart controls street lighting. This effort has been broadly into two streams, preparation of the business case and advocacy. The Preliminary Business Case prepared by Next Energy forms an attachment to this report with a summary as follows: Centroc, REROC, RAMROC and CBJRO, four organisations representing councils in the southern region of NSW, have engaged Next Energy to consider the potential financial, service, environmental and other benefits of a large regional street lighting initiative involving the replacement of up to 70,000 street lights across southern NSW. The street lighting service for most of regional NSW is currently provided by Essential Energy. This service encompasses approximately 150,000 street lights for which councils pay Essential Energy capital and maintenance charges as well as paying electricity and network distribution costs for the lights via their electricity contacts. Just under half of the street lights currently managed by Essential Energy are found in the region that encompasses Centroc, REROC, RAMROC and CBRJO. Many of the street lights are old and poorly performing compared to modern LED street lights. Councils are understood to have also regularly reported concerns about street lighting service levels and costs to these ROCs. Based on widespread international precedent and growing Australian precedent, smart street lighting (LEDs + smart controls) is widely recognised as an investment that can drive transformative outcomes in street lighting quality and efficiency, service levels and costs as well as providing a


Reports

communications backbone for smart connected communities (see breakout box). For residents, this would mean better lighting, more reliable lighting, safer roads and communities that are more inviting at night. Next Energy’s preliminary assessment is that a large-scale upgrade to LED street lighting with smart controls would cost about $50m and present a strongly positive business case for regional councils. In summary:

• The net present value of the savings in proceeding with a large-scale upgrade of public lighting in southern NSW is likely to exceed $25 million over the next decade, taking into account the total costs of ownership including the likely $50m capital cost of the upgrade, retail energy, network distribution, losses, environmental and market charges as well as maintenance charges and the potential value of any Energy Savings Certificates.

• Total capital costs are estimated at $40-$60m depending on whether smart controls and whether lighting design optimisation is included in the project or not. Consistent with many large street lighting upgrades underway internationally at present, there is likely to be a strong business case for inclusion of these two possible additional aspects, given the additional value and improved service level that they offer.

• Claimed residual values for old Essential Energy street lights vary widely, are not transparent and could impact the above estimates but the business case for a widespread upgrade is likely to be strongly positive nonetheless. Claimed residual values and their impact on the overall business case would need to be carefully validated as an essential next step.

• Upgrading the lighting to LEDs would reduce current electricity consumption by more than 50% or an estimated net savings up of some 21,000 MWH per annum (about 22,000 t CO2-e). Higher electricity pricing, as forecast, would therefore result in an even stronger business case for councils with widespread LED replacements being an effective cost mitigation strategy.

• LEDs street lighting would eliminate the use of mercury containing lamps and reduce upward waste light by at least 75% compared to current lighting.

The above viewpoints are consistent with those of the Australian Government-sponsored Street Lighting and Smart Controls Programme being managed by the Institute of Public Works Engineering Australasia (see recent SLSC Roadmap). In addition to a growing range of LED lighting and smart controls providers now servicing the market, a number of specialist streetlighting service providers are emerging in Australia to credibly deliver large-scale street lighting projects. They bring technical expertise and the ability to help minimise the technical and commercial risks for councils that exist with any new technology. Essential Energy has only recently adopted LEDs for use on residential roads and has yet to adopt LEDs for main roads or adopt smart controls systems. A change in approach is therefore needed to deliver the kind of project being envisioned. The leading options for facilitating delivery of a large-scale LED and smart controls upgrade for councils to consider are:

1. Renegotiating the arrangements under which Essential Energy provides street lighting services to give councils more effective control over key technology decisions and to establish a binding minimum service level; or

2. Transferring ownership of street lighting assets back to council control to manage street lighting arrangements with specialist service providers in the private sector, most likely on a regionally tendered basis under a commonly owned special purpose vehicle.

http://www.slsc.org.au/slsc-programme/slsc-roadmap


Reports

Advocacy Advocacy is being taken concurrently to the high level business case above through a variety of channels and in concert with the ROCs to the south. A confidential report will be tabled at the meeting detailing the advocacy being undertaken. It is noteworthy that Cr Gander of Orange was very supportive in presenting the case for Southern Lights to the Hon John Barilaro. NSW Regional Councils Roadway Lighting Forum The free forum is presented by Sylvania Lighting and will be held in Bathurst on Thursday 17 August. The forum will provide the following information:

• Saving money and saving energy by using lighting design and products specific for Australian conditions

• How to future proof your lighting infrastructure • Get smart with smart controls • Lighting design to the Australian standard • Solar alternatives

Information has been circulated to members of the Energy Group. Power of Choice Metering Members have been provided with information regarding Power of Choice metering. Energy and Management Services (EMS) have provided councils with a list of sites they believe would benefit from having a smart meter installed. Types of sites that may benefit include:

• Sites that have casual usage by others • Admin/office/library sites so that after hours usage can be monitored • Sites where loads can be controlled by timers • Sites that regularly experience site access issues • Sites that are often estimated

Benefits of smart meters include:

• Ability to view daily load patterns and identify usage issues easily • Facilitation of monthly billing (Dependent on Retailer) • Ability to create monthly bills AND any period bills internally (daily and user selectable) using

e21 EnergyPlus • Relief from access difficulties, misreads and estimated billing.

The cost of the meter is an annual fee of around $400-500 per site. EMS have advised that there is a newly created Essential Energy tariff that could encourage councils to install meters by reducing the cost of energy charges, which should offset the cost of the meter. Trials are underway at Cabonne and Parkes. Attachments to the Energy Programming Report

31. Notes from Energy Group meeting on 5 May 32. Minutes from Energy Group meeting on 7 July 33. Climate Council’s Cities Power Partnership – Information for Councils 34. Southern Lights Project: Preliminary Business Case


110

WPI LGCI CPI

6.00%

5.00%

4.00%

3.00%

2.00%

1.00%

0.00% Sep 04 Sep 05 Sep 06 Sep 07 Sep 08 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13

Rolling Annual Change for each quarter for the LGCI, WPI and CPI IPART: Local Government Rate Peg 2014/15

7l Local Government Cost Index Report Report by Jenny Bennett and Julie Briggs 20/7/17 Recommendation/s That GMAC collaborate with other regions to get better outcomes for Councils from the Local Government Cost Index Please find following advice developed by Julie Briggs of REROC regarding the Local Government Cost Index Background Paper: The Local Government Cost Index and its Impact on the NSW Rate Peg by Julie Briggs Introduction The Local Government Cost Index (“LGCI”) was introduced by IPART in 2010 when the Premier passed responsibility for setting the annual local government rate peg to them. It commenced in the 2011/2012 income year. The LGCI is a measure of movements in unit costs incurred by NSW councils for ordinary council activities that are funded from general rate revenue. The LGCI is designed to measure how much the prices change for a fixed “basket” of goods and services acquired by councils during a given period and compares that with the price of the same set of inputs for the base period. The Base Period at the commencement of the LGCI was expenditure from 2008. The LGCI is similar to the CPI, in that the CPI does not measure household costs directly, but measures the changes in prices for various goods and services over time.

The basket of goods and services used by IPART is based on a survey of the NSW councils. There have been two undertaken, the first in 2010 and the most recent in 2015. The survey asks councils to advise


111

their levels of expenditure on individual goods and services. The information is aggregated across the State to give each item a weighting based on its percentage share of councils’ costs. For example employee benefits and costs has a weighting of around 40%, which means that of the total expenditures that local governments make in NSW around 40% is on employees. Automotive fuel has a weighting of around 1 .5%. Appendix A shows the weightings for the 2014-15 rate peg. IPART then refers to a set of identified price Indexes (See Appendix B) to decide how much the cost of the good or service has risen during the preceding period.

The LGCI does not measure the following factors, which are important to individual councils:

• the effect of cost and price changes on an individual council’s expenditure pattern, because the weights in the LGCI reflect the average spending pattern across all NSW councils

• local price impacts eg, competition with local mining companies may cause higher wages for certain staff, or natural disasters may lift local building material prices

• the effects of population growth

• any council or community desires to increase the quality of existing services or provide new services or increase expenditure on infrastructure renewal. Therefore it does not take into account the need for a Council to implement the Community Strategic Plan.

• depreciation or the cost of borrowing funds.

How the LGCI Works IPART then takes the weighting and the price increase and multiplies them together to determine the contribution that the good or service makes to the LGCI. The example below is taken from IPART’s 2012-2013 information and shows how the LGCI is calculated.

Cost Item Expenditure Weighting in the

base period (a)

Change in Price Indicator

(b)

Contribution to Index (=a x b))

Employee Costs 50% 4.2% 2.1% pts Materials 35% 3.5% 1.2% pts Other Expenses 15% 2.5% 0.4% pts Total Weightings 100% Overall Change in Index

3.7%

Reduction for Productivity Factor

-0.2%

Final Rate Peg 3.5% Issues with the LGCI There are a number of issues that arise for Local Government as a result of the decisions that IPART makes in relation to the Indexes that are used to determine cost increases.

1. Employee Benefits and On-costs - the Index used for what is Local Government’s biggest cost, is the Public Sector NSW Wage Price Index. The ABS advises that WPI for Dec 2015- Dec 2016 rose


112

1.9% (http://www.abs.gov.au/ausstats/[email protected]/mf/6345.0 ), while the Local Government Award rose by 2.8%.

When IPART was asked why the Award was not used as the Index for Employee Costs and Benefits IPART advised that this would not be appropriate because it did not take into account the productivity gains that councils received in order to provide the wage increase. Therefore, if the Award increase was used, councils would effectively be double-dipping”. Councils would benefit through productivity gains which are the basis for the wage increase and then it would benefit again from a higher LGCI. This approach seems to completely ignore the fact that IPART normally deducts an amount from the LGCI to account for productivity gains.

2. Electricity Costs - IPART is using CPI as the Index for electricity increases. However, the last AER Determination resulted in price increases significantly above the CPI for the Distribution Network Service Providers, the “poles and wires” component of energy distribution. DNSP charges now account for approximately 55% percent of the bill. When asked why IPART persisted with the CPI as the Index for electricity REROC was asked to provide evidence of how electricity pricing had increased in the last 5 years so that we could prove that CPI was an inappropriate Index.

3. Street lighting Charges – these are captured in the council survey but are not singled out in the Expenditure Weights. We believe that they are listed in “Other” which means that the CPI is the Index that is used.

However, electricity only accounts for about 18% of the cost of street lighting; the balance is the SLUOS charge. As a result of the last AER Determination (2014-2019), the REROC member councils, over the Determination Period, are facing increases in the SLOUS charge of between 18% - 33%. For example Wagga Wagga City Council’s total rate income for 2016/17 is $37,688,000 a rate peg of 1.5% will raise an additional $565,320 per annum. However the cost of street lighting is set to rise by $113,249 chewing up 20% of the total rate increase. When this issue was raised with IPART there appeared to be little or no understanding of the issue.

4. Emergency Services Levy – IPART were not sure about how to approach this issue and as a result

invented their own Index. The Emergency Services Levy uplift index that is used is the “IPART index of council ESL per rateable property”. The formula is:

ESL = Levy contributions1 NSW Rateable Properties2

1. Levy contributions represents the funding contributions for Emergency Services payable by councils 2. NSW Rateable Properties represents the number of properties in NSW subject to rates in the period.

IPART takes the total Local Government’s total contribution and then divides that by the number of rateable properties in the entire State to get the per household amount.

This approach works against rural and regional councils who are stuck with the RFS contributions. If the total ESL is divided by all the households in NSW but not all the households in NSW pay the RFS then the funding going to rural and regional councils is insufficient to meet the cost. In the REROC region the average increase in the RFS’s costs over the last 5 years has been 3.72%.

http://www.abs.gov.au/ausstats/[email protected]/mf/6345.0


113

We are unclear as to how the IPART approach of dividing the Levy contributions by the NSW Rateable Properties addresses the real increase in the cost of Emergency Services – particularly as the number of rateable properties rises each year, thus forcing down the ESL uplift. In 2017 the RFS will cost Coolamon $57.60 per property in Wagga Wagga it is $33.85. IPART put the 2013/14 contribution at $37.90 per property. So if that still holds then Coolamon is not receiving anything like what it is costing them. We believe the new RFS funding methodology is likely to worsen the situation. Coolamon Shire Council advises that its contribution to the RFS will increase by about $30,000 this year which equals the total increase they will receive from this year’s rate peg. The issue with the RFS is that IPART is using an averaging approach for the LGCI which cannot work in this instance because not all councils pay a contribution to the RFS.

5. It does not consider the CSP - Councils in a “business as usual” mode have a legislative requirement to prepare and implement Community Strategic Plans. However, the LGCI makes no provision for service growth, increased scope of services (new services) or improved quality of services. Therefore LGCI makes no provision for councils to implement their CSPs. If councils are to be judged on their fulfilment of their CSP but rate revenue makes no provision for this then councils will have no choice but to remove some services in order to deliver others.

IPART is of the opinion that councils should be applying for SRVs in order to fund the implementation of their CSPs. REROC is of the opinion that CSPs are core council business and therefore should be covered by the rate peg.

6. Infrastructure Backlog - Local Government has a recognised infrastructure backlog (as does the State Government). It is one of the major causes of financial stress for councils. The LGCI does not take into account depreciation or the cost of borrowing funds. Consequently the LGCI does not take into account the funding needed to address the infrastructure backlog.

7. Future Activity is Constrained by the Past - The basis of the LGCI is a survey undertaken by IPART in 2010, which was updated in 2015. The Survey identified a basket of goods and services that councils use and then calculated the percentage of a council’s expenditure that was used on a particular good or service. Each year IPART uses a variety of Indexes to determine the quantum that each good or service has increased or decreased to determine the rate peg. Therefore, councils are effectively trapped with their 2010 expenditures because each year the LGCI is calculated using the original 2010 weightings. A new survey was conducted in 2015 which showed similar weightings for expenditure, IPART contends that this validates the approach because council spending more or less mirrored the 2010 results. REROC contends that this had to be the result because the LGCI is maintaining 2010 expenditure in real terms but not including in any other growth factors.

Where to from Here? Essentially the LGCI looks backwards to determine what councils are going to require to move forwards. It takes no account of new demands on councils or the need to introduce new services or technologies in response to the CSP or changing business needs. It does nothing to address the infrastructure backlog and therefore effectively embeds the financial problems and challenges that were identified in the numerous reviews that formed the Fit for the Future process. Local Government must work collaboratively to force IPART to adopt Indexes that accurately reflect the real cost of doing business for councils. In addition Local Government should mount a campaign lobbying the Minister to permit councils to raise their rates by up to 3% above the rate-pegged amount in order to


114

deliver on their CSPs and address the infrastructure backlog. This would be in-line with recommendations contained in the Final Report of the Independent Local Government review Committee. IPART seems to be of the opinion that recommendations currently under consideration that would introduce CIV rating will address the problems that are being experienced with the rate peg. However, even if this is introduced it will not address the underlying problem: that the LGCI does not accurately measure the real costs of councils’ operations.


115

Appendix A NSW Council Expenditure Weights (cost shares), % of total costs

COST INDEX ITEMS - RECURRENT/ OPERATIONAL

2010 Weights

2013 - 14

2014-15

2015 Weights

(1) Employee benefits and on-costs 41.2 41.5 40.9 41.2

(2) Plant and equipment leasing 0.4 0.3 0.3 0.3 (3) Operating contracts (exluding waste management) 1.4 1.0 1.0 1.0

(4) Legal and accounting services 1.1 0.8 0.8 0.8

(5) Office and building cleaning services 0.2 0.3 0.3 0.3

(6) Other business services 6.1 5.7 6.0 5.9

(7) Insurance 1.7 1.6 1.5 1.5 (8) Telecommunications, telephone, internet services 0.6 0.6 0.6 0.6

(9) Printing, publishing and advertising 0.6 0.6 0.6 0.6

(10) Motor vehicle parts 0.5 0.3 0.3 0.3

(11) Motor vehicle repairs and servicing 0.7 0.6 0.6 0.6

(12) Automotive fuel 1.2 0.9 0.8 0.9

(13) Electricity 2.4 2.9 2.5 2.7

(14) Gas 0.1 0.1 0.1 0.1

(15) Water and sewage 0.5 0.4 0.4 0.4 (16) Road, footpath, kerbing, bridge, drainage materials 3.0 2.5 2.5 2.5

(17) Other building and construction materials 0.9 0.5 0.5 0.5

(18) Office supplies 0.4 0.3 0.2 0.3

(19) Emergency Services Levies 1.4 1.4 1.3 1.4

(20) Other Expenses 8.8 9.3 8.5 8.9 Sub-total for Operational expenses 73.1 71.5 69.6 70.5 COST INDEX ITEMS - CAPITAL

(21) Buildings - non-dwelling 6.9 4.3 3.6 3.9

(22) Construction works - roads, drains, bridges 13.7 18.5 20.6 19.6

(23) Construction works - other 1.4 1.6 2.3 2.0

(24) Plant and equipment - machinery 4.2 3.5 3.4 3.4

(25) Plant and equipment - furniture etc. 0.3 0.1 0.1 0.1

(26) Information technology and software 0.5 0.5 0.5 0.5 Sub-total for Capital expenses 26.9 28.5 30.4 29.5 COMBINED TOTAL 100.0 100.0 100.0 100.0


116

Appendix B: Component Price Indexes

LGCI cost items and the price indexes used to measure changes in costs

Recurrent cost items Component price indexesa

Employee benefits and on-costs WPI - Public sector, NSW

Plant & equipment leasing (excluding waste management)

Operating contracts (excluding waste management)

PPI - 663 Other goods & equipment rental and hiring

PPI - 729 Other administrative services

Legal & accounting services PPI - 693 Legal & accounting services

Office & building cleaning services PPI - 7311 Building & other industrial cleaning services Other business services PPI - 7299 Other administrative services n e c Insurance CPI - Insurance Services, Sydney

Telecommunications, telephone & internet services

CPI - Telecommunications, Sydney

Printing publishing & advertising PPI - 16 Printing (including reproduction of recorded media)

Motor vehicle parts CPI - Spare parts and accessories for motor vehicles Sydney

Motor vehicle repairs & servicing CPI - Maintenance and repair of motor vehicles, Sydney Automotive fuel CPI - Automotive fuel, Sydney

Electricity CPI - Electricity, Sydney

Gas CPI - Gas & other household fuels, Sydney

Water & Sewerage CPI - Water & sewerage - Sydney

Road, footpath, kerbing, bridge & drain building materials

PPI - 3101 Road & bridge construction, NSW

Other building & construction mats PPI - 3020 Non-residential building construction, NSW Office supplies CPI - Audio, visual & computer media & services, Sydney Emergency services levies IPART index of council ESL per rateable property

Other expenses CPI - All groups, Sydney Capital cost items

Buildings – non-dwelling PPI - 3020 Non-residential building construction, NSW

Construction works - road, drains, footpaths, kerbing, bridges

PPI - 3101 Road & bridge construction, NSW

Construction works - other PPI - 3101 Road & bridge construction, NSW Plant & equipment – machinery PPI - 231 Motor vehicle & motor vehicle part

manufacturing

Plant & equipment – furniture etc PPI 24 Machinery & equipment manufacturing Information technology & software CPI - Audio, visual & computer equipment & services,

Sydney

a Detailed data sources are set out in IPART, Local Government Cost Index – Information Paper, December 2010. ‘WPI’ = ABS Wage Price Index, ‘PPI’ = Producer Price Index and ‘CPI’ = Consumer Price Inde


117

7m Financial Report Report by Ann Thomas dated 19/7/17

Section 2

Regional Cooperation & Resource Sharing

Objective 2I Maintain an Effective Board Subject Financial Report

Recommendation/s to the Financial Report That GMAC note the Financial Report.

This report presents the financial accounts at 28 June 2017. The report does not include the Bells Line Expressway Group which is reported separately. It must be clearly noted that as these accounts were prepared on 19 July 2017 the anticipated result for 30 June 2017 still includes many estimates. Final figures will not be confirmed for several weeks until all invoices have been received and year end journals have been processed. The final unaudited result for 30 June 2017 will be reported to the Board meeting to be held on 10 August 2017 in Canberra. The auditors, Crowe Horwath, will conduct the Centroc audit on 4 September 2017. This report anticipates a full year profit of $5,612 once the 2016/2017 reserves are taken into account. This is against a budgeted loss of $697. Attachments to the Financial Report Nil


118

CENTROC FINANCIAL POSITION AS AT 28 JUNE 2017 Budget Actual Anticipated

2016/2017 28/06/2017 30/06/2017 Income CENTROC Membership Fees 285,732 258,713 258,713 Regional Training Service Fees - Training 25,321 21,965 21,965 Regional Training Service Fees - OH&S & HR 41,750 36,219 36,219 Screen NSW Service Fees 15,000 14,000 14,000 Screen NSW Other ROC 1,000 1,000 1,000 CWUA Best Practice Program 166,524 153,213 153,213

$535,327 $485,110 $485,110

CWUA - Asset Valuations 143,278 143,278 CWUA - Auditing of Performance Reporting 47,100 47,100 CWUA - Dam Surveillance 106,500 57,784 CWUA - Developer Services Plan 24,465 24,465 CWUA - Pipe Relining 143,229 143,229

106,500 358,072 415,856

HR - Regional Training Service Income 300,000 354,392 380,000 HR - Online Training 110,000 184,889 214,000 HR - E-Recruitment 19,200 30,800 30,800

$429,200 $570,082 $624,800

Supply Rebates - Bitumen, Fuel, Roadsigns, Line Marking, Diesel 46,000 22,473 46,000 HR Rebates - Online Training, Pre-Employment, Employee Assist Program

9,000 7,150 9,840

WHS Rebates - Compliance Training 5,000 2,956 3,840 CWUA Rebates - CCTV, Pipe Relining, Dam Surveillance, Smoke Testing 40,500 4,690 8,300 Energy Rebates - Electricity 2,000 0 CCS - Internal Audit 2,000 4,907 6,219 LGP Rebate 70,000 59,162 59,162 Sundry Rebates - Health Check 3,000 0 Non-Member Contract Fee 1,500 1,500

$177,500 $102,838 $134,861

Vehicle Lease Back EO 4,000 3,200 4,320 Vehicle Lease Back BPP 4,000 960 960 Vehicle Lease Back CWUA 4,500 4,000 5,400 Vehicle Lease Back Energy & Training Program 4,000 2,368 2,368 Interest 10,000 6,291 6,639 Member Council/Consultant Expenses Reimbursed 19,067 19,067 Profit on sale of vehicles 8,685 8,685 Sundry - Reimbursed 2,368 10,288

$26,500 $46,939 $57,727

Total Income $1,275,027 $1,563,041 $1,718,354


119

Expenditure Executive Officer Costs 185,000 148,085 185,000 Executive Officer Vehicle Costs & Depn 13,000 8,153 11,500 Best Practice in Procurement Program Manager 107,500 44,596 52,000 Best Practice in Procurement Program Manager - Vehicle Costs & Depn

13,000 8,007 8,007

Energy, Contracts & Training Program Manager 93,000 57,448 76,000 Energy, Contracts & Training Program Manager - Vehicle costs 13,000 6,150 6,150 Training & Program Support Officer 60,000 42,764 56,000 Finance Officer 55,000 38,464 53,500 Executive Assistant 1,087 1,087 Secretariat Council Support - Executive Assistant 35,000 17,500 35,000 Procurement Program 10,000 7,994 7,994 CWUA Best Practice Program Manager & Program costs 166,524 24,685 166,524 CWUA - Asset Valuations 119,101 143,278 CWUA - Auditing of Performance Reporting 47,100 47,100 CWUA - Dam Surveillance 106,500 57,784 CWUA - Developer Services Plan 24,465 CWUA - Pipe Relining 143,229 143,229 HR - Training Service Costs 275,000 320,767 347,000 HR - Online Training 90,000 168,491 192,700 HR - E-Recruitment 19,200 30,800 30,800 Advocacy 10,516 10,600 Audit Fees 6,500 6,382 6,382 Bad Debt (HydroScience Mgt Fee) 2,529 2,529 Bank Fees and Sundry costs 2,500 986 1,000 Computer Software 2,000 1,350 1,350 Depreciation (excl. vehicles) 500 360 Internet Cloud 10,000 5,395 5,500 Legal 1,797 1,797 Member Council/Consultant Expenses Reimbursed 16,339 19,067 Printing and Stationery 2,500 843 843 Sundry - Reimbursed 2,368 10,288 Supply Management Administration 3,394 3,500 Webex Conferences 5,000 2,032 2,420 Website Hosting and costs 5,000 1,988 1,988

Total Expenditure $1,275,724 $1,290,340 $1,712,742

Net Profit/Loss -$697 $272,700 $5,612


120

Non-Budgeted Items (carried over and funded from surplus) Reserves from 2015/2016 and Prior Year Reserves Unspent Beyond the Range - Council Contributions 33,375 18,501 33,375 CEEP 2 Reserve - Local Electricity Trading 180,613 25,175 180,613 CWUA Best Practice Program Manager & Program costs 129,306 129,306 129,306 CWUA - Developer Service Plans 63,600 36,096 63,600 Energy Workshops - Office of Environment & Energy Grant 6,000 6,000 Energy Workshops - Centroc matching contribution 5,932 788 5,932 Health Study 6,434 6,434 IT - Unified Communications 20,580 7,127 20,580 Revolving Cost Savings Fund 50,000 50,000 Roads Transport Technical Committee Business Plan 50,000 5,776 50,000 Screen Central NSW (incl website) 11,769 11,769

Total Non-Budgeted Expenditure $557,609 $222,770 $557,609

Net Profit/Loss after Non-Budgeted Expenditure -$558,306 $49,931 -$551,997 s

Accumulated Surplus at 30 June 2016 $685,612

Anticipated Surplus at 30 June 2017 $133,615


Acronyms and Glossary

8 The Centroc Acronyms and Glossary Guide PURPLE ACELG Australian Centre for Excellence in Local Government AEC Australian Electoral Commission AECOM The company which undertook the water security and quality report for Infrastructure

Australia AER Australian Energy Regulator ANCOLD Australian National Committee on Large Dams AWA Australian Water Association BCP Business Continuity Plan BLOR Bells Line of Road BLEG Bells Line Expressway Group – Chaired by Ian Armstrong OAM with funding primarily

from Centroc Councils - go to bleg.com.au for more advice BOD Bathurst/Orange/Dubbo Alliance CANFA Conservation Agricultural & No-till Farming Association CCT Capital Country Tourism CEEP Community Energy Efficiency Program Centroc Central NSW Regional Organisation of Councils CMA Catchment Management Authority CNSWT Central NSW Tourism CPI Consumer Price index CRC Co-operative Research Centre CRRSMTP Centroc Regional Resource Sharing, Mentoring and Training Plan – funded under SBCP

and being delivered by the CWUA CRSWP Centroc Regional Water Security Project – Lake Rowlands, associated pipework and

other smaller infrastructure projects also known as Option F2A of the Centroc Water Security Study

CSP Community Strategic Plan CTW Central Tablelands Water CWCMA Central West Catchment Management Authority CWDGP Central West Division of General Practitioners CWFS Central Western Farming Systems – operating out of Condo Ag station and with a

membership of 400 this organisation is partnering with Centroc to deliver the communication strategy for the Carbon+ Plan

CWRWP Centroc Water Resources Working Party CWSS Centroc Water Security Study – Funded 100% by the State Government at $500K this

project identifies action that needs to be taken to secure water for Central NSW to 2059.

CWUA Centroc Water Utilities Alliance – formed late 2009 and formally named in 2010, the CWUA is a regional project that has attracted around $100K of grant funding to deliver practice compliance, efficiencies and cost savings across the region

DCCEE Department of Climate and Energy Efficiency DECCW Department of Environment, Climate Change and Water DEEWR Department of Education, Employment and Workplace Relations DMP Destination Management Plan DNSW Destination New South Wales DOHA Federal Department of Health and Ageing DPC Department of Premier and Cabinet DTIRIS Department of Trade and Investment, Regional Infrastructure and Services E21 A web based software enabling councils to analyse their consumption and expenditure

on electricity



EDO Economic Development Officer EMS Energy & Management Service, owners of e21 EOI Expression of interest ERM Enterprise Risk Management EV Electric Vehicle FASS Forensic and Analytical Science Service FCO Film contact officer FTE Full time Equivalent GM General Manager GMAC General Managers Advisory Committee GML General Mass limits GSA Government Skills Australia HCCREMS Hunter & Central Coast Regional Environmental Management Strategy HEMS Helicopter Emergency and Medical Retrieval Services HRMG Human Resources Managers Group I & I Industry and Investment NSW IA Infrastructure Australia INSW Infrastructure NSW IPandR Integrated Planning and Reporting IPART Independent Pricing and Regulatory Tribunal IWCM(P) Integrated Water Cycle Management (Plan) – a statutory requirement under best

practice in NSW – Centroc is procuring these and other best practice plans collectively to save members money and provide some regional shared understandings and their efficiencies of both the plans and their implementation

JO Joint Organisation KSA Kingsford Smith Airport LEP Local Environment Plan LGA Local Government Area LGMA Local Government Managers Australia LGP Local Government Procurement LGNSW Local Government NSW LMWUA Lower Macquarie Water Utilities Alliance – Centroc used the LMWUA model for the

CWUA LOS Levels of Service LTO Local Tourism Organisation LWU Local Water Utility MDB Murray Darling Basin MLA Mid Lachlan Alliance of Councils – Parkes, Forbes, Weddin and Lachlan MOJO Meeting of Joint Organisation MoU Memorandum of Understanding – Centroc has signed these with Lachlan CMA, Central

West CMA, Central West Division of GPs and RDACW. MWH The company which undertook the Water Security Study and is undertaking the Carbon+

work for the region NAB National Australia Bank NDRA Natural Disaster Relief Assistance Program NHVAS National Heavy Vehicle Accreditation Scheme NHVR National Heavy Vehicle Regulator NOW NSW Office of Water NRM Natural Resource Management OEH NSW Office of Environment and Heritage OLG Office of Local Government



OoLR Operators of Last Report OROC Orana Regional Organisation of Councils PGPPP Prevocational General Practice Placements Program PHU Public Health Unit PHN Primary Health Network PRIP Priority Region Infrastructure Plan – the engineers of the Centroc Region with $10K of

consultancy support are near completion of a plan that identifies that priorities of the region for infrastructure improvements

PSC Project Steering Committee PTC Project Technical Committee QBL Quadruple bottom line – environmental, social, economic and governance. RAMROC Riverina and Murray Regional Organisation of Councils RDACW Regional Development Australia Central West RDAF Regional Development Australia Fund – Federal funding for shovel ready project with

demonstrable regional benefit REP Regional Economic Profile REROC Riverina Eastern Regional Organisation of Councils RESAP Regional Environmental Sustainability Action Plan RFS Rural Fire Service RFT Request for Tender RMS Road Management Solutions ROI Return on Investment RPL Recognition of Prior Learning RTO Regional Tourism Organisation – examples include Capital Country, Blue Mountains and

Central NSW RTO Regional Training Organisation – requires accreditation – the Centroc Training Service is

not at RTO as it concentrates on brokering training rather than providing it Screen NSW Screen NSW is a partner agency of Trade and Investment NSW, with a key role in the

creative and economic development of the state SEROC South Eastern Regional Organisation of Councils SEWPAC Federal Department of Sustainability, the Environment, Water Population and Climate SIAP Strategic Internal Audit Plans SLA Service Level Agreement SSROC Southern Sydney Regional Organisation of Councils TAFE Tertiary and Further Education TAGI That’s a Good Idea! TNSW Tourism NSW TOR Terms of Reference WBC Wellington/Blayney/Cabonne Alliance WHS Work Health and Safety WML Western Medicare Local WIOA Water Industry Operators Association WOLG Weight of Loads Group WSAA Water Services Association of Australia WSROC Western Sydney Regional Organisation of Council WSUD Water Sensitive Urban Design WTAN Water Trainer and Assessment Network

Date post:	25-Aug-2020
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times

Agenda Centroc GMAC meeting 27 July 2017Centroc GMAC meeting 27 July 2017 Members in Bold It is...

Documents