Far North West Joint Organisation

Meeting Agenda

ORDINARY BOARD MEETING

Tuesday, 26 February 2019 2.30pm

Bourke Shire Council, Conference Room, 29 Mitchell Street, Bourke

MEMBERS: BOURKE, COBAR & WALGETT

Meeting Notification

It is advised that an Ordinary Meeting of the Far North West Joint Organisation (FNWJO) will be held on Tuesday 26 February 2019 at Bourke Shire Council, Conference Room, commencing at 2.30pm.

Voting Members: Cobar - Cr Lillian Brady OAM (Chair) Bourke - Cr Barry Hollman Walgett - Cr Manuel Martinez Non Voting Members: Cobar – Interim Executive Officer; General Manager, Peter Vlatko Bourke – General Manager, Ross Earl Walgett – General Manager, Greg Ingham Dept of Premier and Cabinet – Director Western Region, Ashley Albury Observers: FNWJO – Project Officer, Mark Riley Office of Local Government - Council Engagement Manager, Karen Purser

Please contact Peter Vlatko on 0419 281 115 with any queries.

Order of Business/Agenda. The Order of Business/Agenda for the meeting will be as follows:

1. Apologies.

2. Declaration of Interests.

3. Presentations to the Joint Organisation:

- Margaret Crawford, Auditor General, Audit Office of NSW. - James McTavish, Department of Premier and Cabinet – Water.

4. Confirmation of Minutes The Board had before it the report of its Extraordinary meeting held on 12 December 2019.

5. Matters Arising from Previous Minutes.

6. Chairpersons Minute.

7. Interim Executive Officer - Reports – Part A (Action)

a) Draft Regional Priorities Plan. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the Draft Regional Priorities Plan. The Board reports having met with Ms Donna Galvin of Donna Galvin Consulting via teleconference relative thereto. b) Draft 2018/2019 Budget. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the Draft 2018/2019 Budget for the FNWJO. c) Composition of Board. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the composition of the Board of the FNWJO. d) FNWJO Draft Logo. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the Draft FNWJO logo. e) Draft Communications and Engagement Plan. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the Draft Communications and Engagement Plan for the FNWJO.

8. Interim Executive Officers Reports – Part B (Information)

a) Grant Funding - Deeds of Agreement. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the execution of Deeds of Agreement in respect of Grant Funding provided to the FNWJO. b) Pathways Status Report. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the status of establishing of the FNWJO.

9. Interim Executive Officers Reports – Part C (Confidential) a) Air Services Tender Evaluation. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of tenders for the provision of air services to Bourke, Cobar, Walgett and/or Lightning Ridge.

In accordance with the provisions of Section 9 (2A) of the Local Government Act the Interim Executive Officer is of the opinion that consideration of this item is likely to take place when the meeting is closed to the public for the following reason: Section 10A(2)(b) information that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business.

b) Recruitment of Executive Officer. The Board had before it the report of the Interim Executive Officer dated 5 February 2019 in respect of the recruitment of an Executive Officer for the FNWJO.

In accordance with the provisions of Section 9 (2A) of the Local Government Act the Interim Executive Officer is of the opinion that consideration of this item is likely to take place when the meeting is closed to the public for the following reason: Section 10A(2)(a) personnel matters concerning particular individuals (other than councillors).

10. Matters of Urgency.

11. Correspondence. The Board had before it the report of the Interim Executive Officer dated 15 February 2019 in respect of the execution of Deeds of Agreement in respect of Grant Funding provided to the FNWJO.

12. Next Meeting Peter Vlatko Interim Executive Officer, Far North West Joint Organisation

MeetingMinutes

EXTRAORDINARYBOARDMEETING

Wednesday12December2018

BourkeShireCouncil,CouncilChambers

MEMBERS:BOURKE,COBAR&WALGETT

PresentVOTING BOARD MEMBERS

Name Organisation Clr Barry Holman Mayor Bourke Shire Council Clr Peter Abbott Deputy Mayor Cobar Shire Council, Alternate representative Clr Manuel Martinez Mayor Walgett Shire Council

NON-VOTING MEMBERS

Name Organisation Mr Ross Earle General Manager, Bourke Shire Council Mr Kym Miller Acting General Manager, Cobar Shire Council Mr Greg Ingham General Manager, Walgett Shire Council

OBSERVERS

Name Organisation Clr Ian Woodcock Deputy Mayor, Walgett Shire Council Mr Mark Riley Far North West Joint Organisation, Project Officer

The meeting opened at 12.30pm. Councillor Holman chaired the meeting

AGENDA ITEM 1 - APOLOGIES Apologies were received from Clr Lillian Brady OAM, Mayor Cobar Shire Council, Chairperson and Mr Ashley Albury, Director, Department of Premier and Cabinet (DPC) Regional – Central West and Far West, who were absent from the meeting due to personal reasons. Moved by Councillor P Abbott and seconded by Councillor M Martinez MOTION That such apologies be accepted and Councillor L Brady and Mr A Albury be granted leave of absence from this meeting. CARRIED

AGENDA ITEM 2 - DECLARATIONS ON INTEREST No interests were declared.

AGENDA ITEM 3 - CONFIRMATION OF THE MINUTES The Board had before it the report of its Ordinary Meeting held on 21 November 2018. Moved by Councillor M Martinez and seconded by Councillor P Abbott. MOTION That the minutes of the proceedings of the Far North West Joint Organisation at the Ordinary meeting held on 21 November 2018 be taken as read, confirmed as correct minutes and signed by the Chairperson and the Executive Officer. CARRIED

AGENDA ITEM 4 - MATTERS ARISING FROM MINUTES

No matters were raised.

AGENDA ITEM 5 – INTERIM EXECUTIVE OFFICERS REPORTS Tourism and Cultural Fund. The Board had before it the report of the Interim Executive Officer dated 5 December 2018 in respect of the $5m Tourism and Cultural Fund. Moved by Councillor M Martinez and seconded by Councillor P Abbott MOTION 1.That the report of the Interim Executive Officer be noted. 2.That the following advice provided by Mr Chris Hanger, Executive Director, Regional & RLU Group, Department of Premier and Cabinet as to whether the $1.5m in Tourism and Cultural Grant funding to each Council can be utilised to support an existing grant application as Councils contribution to that project, be noted as follows: “a)This Far West JO funding is considered to be NSW Government funding and therefore (depending on the program guidelines) generally won’t be considered as a Council co-contribution for most NSW Government programs. This funding would also be assessed in any cost benefit analysis assessment (e.g. RGETF, GLE). This funding could be used, however, for Commonwealth programs or to match private sector funding. b) All these projects are contingent on other funding sources to proceed. Subject to the outcome of the current applications, DPC will obviously continue to work with the FNWJO on the cultural / tourism projects that benefit those communities. c) Our focus is on getting the funding into the community – we’re keen to see projects progress rather than funding held for projects that may never proceed.” 3.That the various projects as detailed in the report of the Interim Executive Officer be submitted to the DPC Project Assessment Committee for determination and allocation of funds, noting, that in respect of the Walgett Shire project, consideration of such project be deferred until January/February pending the notification of the outcome of a Commonwealth Government Grant application that has been submitted in respect of the Australian Opal Centre project.

CARRIED

At this juncture the meeting adjourned, the time being 12.35 pm, to allow the DPC Tourism and Cultural Grant Fund Project Assessment Committee to meet. The meeting reconvened at 1.00pm At this juncture it was moved by Councillor M Martinez and seconded by Councillor P Abbott that the Board resolves into a Committee of the Whole, the time being 1.01pm. The meeting resumed at 1.09pm.

AGENDA ITEM 6 – COMMITTEE OF THE WHOLE The Project Officer read to the meeting the Report of the Committee of the Whole held on 12 December 2018. Moved by Councillor M Martinez and seconded by Councillor P Abbott MOTION That the report of the meeting of the Committee of the Whole held on 21 December 2018 be adopted as follows: 1.That the Board of the Far North West Joint Organisation approve in principle the tender documentation for the provision of Air Services from Dubbo to/from Bourke, Cobar and Walgett and/or Lightning Ridge, with a view to the Tender being publicly advertised from 18 December 2018. 2.That the Interim Executive Officer be delegated the authority to take the necessary action to finalise the tender document in readiness for advertising as previously advised. 3.That a concise set of details in respect of the Tender be provided to each of the JO member Councils for inclusion on their respective websites. 4.That the draft tender documentation remain confidential to the Board. CARRIED

AGENDA ITEM 7– NEXT MEETING DATE The Board gave consideration to the date/time of the next meeting of the FNWJO. Moved by Councillor M Martinez and seconded by Councillor P Abbott MOTION That the next meeting of the FNWJO be held in Bourke to coincide with the Western Division Annual Conference to be held from 24,25 & 27 March 2019 and that the IEO take the necessary action to organise a suitable time during that period. CARRIED .

MEETING CLOSED AT 1.10PM

MeetingMinutes

CommitteeoftheWhole

Wednesday12December2018

BourkeShireCouncil,CouncilChambers

MEMBERS:BOURKE,COBAR&WALGETT

PresentVOTING BOARD MEMBERS

Name Organisation Clr Barry Holman Mayor Bourke Shire Council Clr Peter Abbott Deputy Mayor Cobar Shire Council, Alternate representative Clr Manuel Martinez Mayor Walgett Shire Council

NON-VOTING MEMBERS

Name Organisation Mr Ross Earle General Manager, Bourke Shire Council Mr Kym Miller Acting General Manager, Cobar Shire Council Mr Greg Ingham General Manager, Walgett Shire Council

OBSERVERS

Name Organisation Clr Ian Woodcock Deputy Mayor, Walgett Shire Council Mr Mark Riley Far North West Joint Organisation, Project Officer

The meeting commenced at 1.00pm. Councillor Holman chaired the meeting

AGENDA ITEM 1 - APOLOGIES Apologies were received from Clr Lillian Brady OAM, Mayor Cobar Shire Council, Chairperson and Mr Ashley Albury, Director, Department of Premier and Cabinet (DPC) Regional – Central West and Far West, who were absent from the meeting due to personal reasons. Moved by Councillor P Abbott and seconded by Councillor M Martinez MOTION That such apologies be accepted and Councillor L Brady and Mr A Albury be granted leave of absence from this meeting. CARRIED

AGENDA ITEM 2 – TENDER FOR THE PROVISION OF AIR SERVICES FOR COBAR, BOURKE,WALGETT

and/or LIGHTNING RIDGE The Board had before it the report of the Interim Executive Officer dated 10 December 2018 in regard to the preparation of tender documentation for the provision of Air Services for Cobar, Bourke, Walgett and/or Lightning Ridge. The Project Officer provided an update on the status of the preparation of the tender. Moved by Councillor M Martinez and seconded by Councillor P Abbott MOTION The Committee recommends that members of the press and public be excluded from the meeting during consideration of this item, the reason being that the matter concerned information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business (Section 10A(2)(c)). CARRIED MOTION 1.That the Board of the Far North West Joint Organisation approve in principle the tender documentation for the provision of Air Services from Dubbo to/from Bourke, Cobar and Walgett and/or Lightning Ridge, with a view to the Tender being publicly advertised from 18 December 2018. 2.That the Interim Executive Officer be delegated the authority to take the necessary action to finalise the tender document in readiness for advertising as previously advised. 3.That a concise set of details in respect of the Tender be provided to each of the JO member Councils for inclusion on their respective websites. 4.That the draft tender documentation and considerations remain confidential to the Board.

CARRIED .

MEETING CLOSED AT 1.09PM

Agenda Item 7. Reports from Interim Executive Officer.

Part A (Action)

a) Draft Regional Priorities Plan. b) Draft 2018/2019 Budget. c) Composition of the Board. d) FNWJO Logo. e) Draft Communications and Engagement Plan

Agenda Item 7(a).

Report from Interim Executive Officer. Draft Statement of Strategic Regional

Priorities Plan. Report date: 15/02/2019.

Purpose:

The purpose of this report is to provide for the Boards determination a draft Statement of Strategic Regional Priorities.

Background: The local Government (General) Amendment (Regional Joint Organisations) Regulation 2018 requires that each Joint Organisation prepares a statement of regional priorities and the strategies and plans required to deliver them. The Statement of Strategic Regional Priorities Plan sets out the vision for the region and provides an overview of the Joint Organisation’s strategic work program to achieve this vision. The Statement draws from Member Councils community strategic plans, a multitude of State and Federal Government plans in respect of the region, interviews and surveys of member Council Mayors and General Managers and a workshop of member Councils Mayors, General Managers, State Agency representatives and JO staff in December 2018. Report: Following previous discussions by the Board, the draft Statement of Strategic Regional Priorities is now attached for the Boards determination. This draft has been developed in consultation with Board members and includes detailed analysis and mapping of member Councils Community Strategic Plans, and other key regional, State and Federal strategies, plans and programs. This consultation and analysis resulted in the identification of three regional priorities:

• Resilient and functioning communities • A strong regional economy • A sustainable natural environment.

A range of strategies and actions to achieve these priorities have been identified including measures of performance and timeframes for action. The Board are asked to carefully consider:

- The proposed Vision and Principles statements, and, - The 3 Priorities, Strategies, Actions and Timelines.

In this regard the development and adoption by the Board of a Vision for the region is a most important aspect of the Statement of Strategic Regional Priorities. Such vision once adopted is the lead direction in terms of what the Far North West is ultimately wanting to achieve as it goes about its business. Following surveys and the workshop with Member Council Mayors and General Managers, the following Vision is proposed in the document: “A vast region of diversity and opportunity that cares for its people and environment.” Consultant Donna Galvin will be available by teleconference at the Board Meeting and will provide more detail on the preparation of the plan and the inclusions. It is also advised that the draft Plan has also been reviewed by the State Governments Regional Leadership Executive as part of the development phase. Once adopted the final document will have graphic design completed with the inclusion of photos from the region. A “plan on a page” will also be developed. As the priorities in the Statement draws on the Community Strategic Plans of member Councils, there is no requirement for Joint Organisation’s to undertake community consultation in respect of the draft. Hence a 28-day exhibition period is not required. Recommendation:

1. That the proposed Vision Statement for the Far North West Joint Organisation being “A vast region of diversity and opportunity that cares for its people and environment”, be specifically adopted by the Board.

2. That pending any amendments at the Board meeting, the Statement of Strategic Regional Priorities for the Far North West Joint Organisation be adopted.

3. That the Statement of Strategic Regional Priorities be published on the Far North West Joint Organisation’s website.

Peter Vlatko Interim Executive Officer

Attachment: Draft Statement of Regional Priorities Plan.

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Statement of Strategic Regional Priorities

2019 – 2022

2

Acknowledgements The members of Far North West Joint Organisation would like to acknowledge and thank all those that have contributed to and assisted with the development of the Statement of Regional Priorities, including:

• Council Mayors and Far North West Joint Organisation Board:

• General Managers

• Project Officer– Mark Riley

• Department of Premier and Cabinet – Regional Director, Ashley Albury

• Plan developed with assistance of Donna Galvin Consulting galvinassoc@outlook.com

Member council representatives:

Council Mayor General Manager

Contact

Bourke Shire Council Clr Barry Hollman Mr Ross Earl PO Box 21 Bourke NSW 2840 council@bourke.nsw.gov.au

Cobar Shire Council Clr Lilliane Brady OAM Mr Peter Vlatko

PO Box 223 Cobar NSW 2835 council@cobar.nsw.gov.au

Walgett Shire Council Clr Manuel Martinez Mr Greg Ingham

PO Box 31 Walgett NSW 2832 council@walgett.nsw.gov.au

Interim Executive Officer – Far North West JO

Peter Vlatko General Manager, Cobar Shire Council

Cobar Shire Council PO Box 23 COBAR NSW 2835 council@cobar.nsw.gov.au

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About the Far North West Joint Organisation

Membership The Far North West Joint Organisation was proclaimed under the Local Government Act 1993 in May 2018 with the inaugural board meeting held on 20 July in Bourke. Membership of the Organisation is voluntary, and current the current membership is made up of:

• Bourke Shire Council

• Cobar Shire Council

• Walgett Shire Council

The Far North West Joint Organisation Board comprises the Mayors of the Member Councils (the voting members), as well the NSW Government, represented by a nominee of the Secretary of the Department of Premier and Cabinet, currently the Department of Premier and Cabinet, Director Western Region (a non-voting member) and the General Managers of the Member Councils (also non-voting members). The Board is supported by an Executive Officer.

Purpose Joint Organisations (JOs) are legal entities established by the NSW Government to work across traditional council boundaries. JOs aim to transform the way that the NSW Government and local councils work together to collaborate, plan, set priorities and deliver projects on a regional scale across the state.

Role and Function The principle functions of the Far North West Joint Organisation are:

1. Strategic Planning: Establish strategic regional priorities for the Joint Organisation area and to be an advocate for strategic regional priorities.

2. Leadership and Advocacy: Provide regional leadership for the Joint Organisation area and to be an advocate for strategic regional priorities.

3. Intergovernmental Collaboration: Identify and take up opportunities for intergovernmental cooperation on matters relating to the Joint Organisation area.

In addition, the Far North West Joint Organisation will also provide support for the operations of its Member Councils aimed at strengthening local government in the Joint Organisation area.

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OUR VISION AND PRINCIPLES

Our Vision

“A vast region of diversity and opportunity that cares for its people and environment”

Our Principles The JO Board members pledge to the following principles.

We will: - Make decisions and support initiatives, programs and projects based on the best outcome for the entire region

- Focus on the strategic visions for the region and our communities

- Be respectful of member council representatives, work cooperatively, communicate often and ensure good governance.

- Work collaboratively across all levels of government and with key partners and stakeholders in the region

- Make informed decisions considering the risks and benefits

- Support major projects, initiatives and programs applying sound project management methodologies and financial rigour

Support the success of the individual member councils - identifying strategies and actions to share and work together for

service delivery

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ABOUT THE FAR NORTH WEST REGION The Far North West region covers an area approaching 110,000 square kilometres classified entirely as Remote and Very Remote Australia.

Population 13 388

The region covers an area of

108 080 square kilometres

Population declined by

10% between 2007-17

Gross regional product estimated

at $948 m

5, 078 jobs with average

unemployment rate of 7.9%

Median weekly income

per person is $630

Population

There are 13 388 people who live in the Far North West region, with a median age between 36 – 43 years. The region has experienced a population decline of approximately 10% over the past ten years from 2007, with the largest declines in the Bourke and Walgett regions.

Industry and Employment

Far North West’s Gross Regional Product is estimated at just under $1 billion, representing slightly less than 0.2% of the New South Wales’ Gross State Product. The major industries across the region include Agriculture, Mining and Public Administration & Safety (in Bourke). Across the region, an average of 63% of people who are employed are employed on a full-time basis – higher than the NSW average of 59%, with an additional 23% employed on a part time basis. Unemployment is at an average 7.9% (5.8 – 10.6%), higher than the NSW state average of 6.3%,

Income and Housing

The median weekly income across the region is $630 per week, significantly less than the NSW median of $1, 468 per week. Nearly 40% of homes are owned outright across the region, with a further 16% owned with a mortgage and 29% of homes being rented. However, an average of 96% of homes are appropriate for their occupants with no need for additional bedrooms or spare bedrooms.

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DEVELOPING THE REGIONAL PRIORITIES PLAN

Connecting Regional Priorities and Plans

This table outlines the member Council strategic priorities from their Community Strategic Plans.

BOURKE

§ Environmental sustainability

§ Liveable and vibrant communities

§ Economic prosperity

§ Governance and organisational performance

§ Infrastructure

COBAR

§ Community strategies

§ Economic Strategies

§ Governance

§ Infrastructure strategies

§ Environmental strategies

WALGETT • Community

• Economic development

• Governance and Civic Leadership

• Sustainable living

• Infrastructure

The Far North West Joint Organisation embarked on a process in October 2018 to develop its initial statement of Strategic Priorities Statement.

This process involved surveys and interviews with all Member Councils to identify both their local and regional priorities, challenges and opportunities. A desk top audit of relevant plans and documents from all levels of government was completed to ensure that this plan integrates with and is aligned to the priorities of the NSW State Plan.

The planning process culminated in a planning workshop attended by the Mayors and General Managers of the Member Councils, NSW State Agency representative and Joint Organisation staff in December 2018. The draft plan was also reviewed by the Western Region Regional Leadership Executive (RLE) in February 2019. A subsequent session was held with the Board in February 2019 when the final draft plan was agreed and adopted in principle

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COLLABORATION AND PARTNERSHIPS The delivery of the regional priorities will be dependent on the collaboration of member councils and other key partners and stakeholders including:

LOCAL/REGIONAL STATE FEDERAL Our residents and businesses Member Councils/ Councillors Line of Lode Working Group ?? Local Decision Making Accord?? Implementation Task Group?? Murdi Paaki Regional Assembly Orana Joint Organisation NSW Farmers Federation Aboriginal Land Councils

Local Member Regional Leadership Executive Regional Economic Subcommittee Water NSW Mining and Resource Development Task Group Health, Education, Planning, Infrastructure, Trade and Investment NSW Premiers Department Tourism NSW Country Outback NSW Local Land Services

Federal Member Department Infrastructure and Local Government Regional Development Authorities Murray Darling Basin Authority

The regional priorities identified by the Joint Organisation align to other NSW and regional plans and strategies.

RESILIENT & FUNCTIONAL COMMUNITIES A STRONG REGIONAL ECONOMY A SUSTAINABLE NATURAL ENVIRONMENT Premiers Priorities:

• Protecting our kids • Reducing youth homelessness • Making housing more affordable • Improving education results • Improving service levels in hospitals

Regional Development Framework:

• Providing quality services and infrastructure to regional NSW

• Aligning effort to support regional centres

Premiers Priorities: • Creating jobs • Delivering Infrastructure

Regional Development Framework:

• Providing quality services and infrastructure to regional NSW

• Identifying and activating economic potential

Premiers Priorities: • Keeping our Environment Clean

Regional Development Framework:

• Providing quality services and infrastructure to regional NSW

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KEY CHALLENGES AND OPPORTUNITIES

The Far North West is an expansive and challenging place. The distances between communities and regional centres are a constant challenge – for people, for movement of goods and for the delivery of cost effective accessible essential services.

A decreasing and aging population places additional constraints on communities and increased demand for health and aged services. The flow on effect of decreasing population has impacts on the social, economic and environmental wellbeing of the region.

A higher than average unemployment rate and completion rates from schools are key challenges for the region.

For all these challenges the people are resilient and love the lifestyle the area offers. Creative solutions developed with communities and key stakeholders will see the region sustain and grow.

THE JOINT ORGANISATION CAPABILITY AND CAPACITY TO DELIVER

The JO Board have committed to a range of short term (2019) and longer-term strategies (2020-22).

In preparing this strategic plan the Board considered a range of issues and priorities for the region. However, the Board acknowledge the challenges and constraints the JO will have to deliver on all these strategies with the limited resources and number of member councils who have little spare capacity and capability to support JO outcomes.

The JO will continue to engage positively with Brewarrina Council and encourage them to formally join the Joint Organisation.

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REGIONAL PRIORITIES

Through detailed analysis and consultation three regional priorities emerged about what the future desired vision of the region will look like. Strategies and actions have been developed that aim to deliver this regional vision.

RESILIENT AND FUNCTIONING COMMUNITIES

A STRONG REGIONAL ECONOMY A SUSTAINABLE NATURAL ENVIRONMENT

Accessible and quality education and training opportunities Accessible and quality health services across the region Accessible and quality social and community services Safe communities

Economic development Improved digital connectivity Improved tourism attractions and infrastructure

Water security A sustainable natural environment Recognising climate change impacts Culture and heritage is protected and valued

REGIONAL PRIORITIES Resilient and functioning communities

A strong regional economy A sustainable natural environment

10

Transport Infrastructure Energy Security

ON A FOUNDATION OF

A STRONG, CAPABLE AND RESOURCED JOINT ORGANISATION

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PRIORITY 1: RESILIENT and FUNCTIONING COMMUNITIES

Why is this important for our region?

The communities of the Far North West Region are geographically dispersed across a vast area covering 108,080 square kilometres which is 13.5% of the total area of all of NSW, and yet the population represents only 0.18% of the NSW population.

Quality infrastructure is critical to the liveability of the communities and the connectedness of the region. Transport of people and produce is a daily consideration with the remoteness of some communities from their towns and from the further regional city centres.

The Western Region Economic Development Strategy identifies reliable and improved energy infrastructure as a critical success factor for business and economic growth as well as an essential infrastructure for residents and visitors.

Services delivered by regional partners such as health and education are highly valued by the people of the region.

STRATEGIES ACTIONS PERFORMANCE MEASURES TIMING Accessible and quality education and training opportunities

Advocate to government to support quality education services, infrastructure, access and outcomes

Examples of advocacy ongoing

Collaborate with Orana JO with a view to the provision of local cost-effective delivery of skills-based training to member councils.

Local training options expanded

ongoing

Accessible and quality Health services across the region

Advocate to government for enhanced and expanded quality health services in the region

Examples of advocacy ongoing

Assist the local health distribute to attract and retain health professionals to live and work in the region

Program developed and implemented

ongoing

Accessible and quality social and community services

Advocate to government to support the delivery of a range of social and government services to the region

Examples of advocacy ongoing

Safe communities

Advocate to and on behalf of government agencies for the development of strategies and the implementation of programs to provide safe liveable communities

Examples of advocacy ongoing

Transport Infrastructure Work with Public Works Department and members council to update existing regional road plans

Plans updated 2020

Work with stakeholders to develop strategies and resourcing plans for freight and people transport

Strategies developed 2021

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Lobby and advocate at both federal and state level for the maintenance and capital improvement of the region’s road network

Increased funding provided to the region

2020 and ongoing

Coordinate the tender and selection by the Board of an airline provider.

Airline services available in the region

2019

Manage the administration of the air service subsidy contract including the provision of reports as required to Government

Reports will be provided No breaches of contract

2019-2023

Work with member councils to identify airport infrastructure deficiencies and lobby government for funding.

Infrastructure audit completed

2020

Energy Security

Work with key stakeholders to develop regional energy infrastructure priorities and lobby providers to improve and expand energy infrastructure and services.

List of priorities developed 2021

Work with key stakeholders to find and fund alternative energy solutions and opportunities for solar farming

Examples of alternate energy solutions in the region

2020

Continue to work collaboratively in respect of the procurement of electricity supply by member Councils

Competitive electricity prices achieved

ongoing

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PRIORITY 2 - A STRONG REGIONAL ECONOMY

Why is this important for our region?

A strong regional economy will drive population growth and the liveability of communities. With increased employment in a diverse range of business and industry the region will grow and prosper. Population growth will secure the provision of a range of education, health and social services and businesses to provide essential products and services to the communities.

The region is vast with significant distances between the communities as well as to the regional city centres. Transport connectivity is essential for the social and economic health of the region. Roads, air, rail and public transport infrastructure and services are critical to moving people and goods around and in and out of the region.

Digital innovations and access to reliable telecommunications are essential to businesses, industry and across all service delivery. The tyranny of distance can be somewhat overcome with access to high speed internet for education and health, and day to day transactional requirements.

Tourism is a focus for regional development and growth. The “rugged outback” this area is steeped in history, indigenous culture, heritage and significant sites. Increasing visitor numbers would have a direct positive impact on the regional economy and local business.

STRATEGIES ACTIONS PERFORMANCE MEASURE TIMING Economic development

Review and report to the Board on the status of the implementation of actions identified in the Western Area Regional Economic Development Strategy (RED’s) with a view to the JO being party to necessary identified actions.

Lower unemployment Greater number and diversity of employment

2019/20

Identity population growth strategies including but not limited to the sourcing of skilled migrants

Strategies identified 2021

Improved digital connectivity

Advocate on behalf of the region to communication providers for improved services, range and pricing for the region’s residents and businesses

Examples of lobbying and advocacy 2019 and ongoing

Work with member Councils in the region to identify ways to share Information Technology expertise, infrastructure and capacity

Professional group established and strategies identified

2021

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Improved tourism attractions and infrastructure

Allocate funding provided by the NSW Government for cultural and tourism initiatives by member councils

Funding allocated 2019

Oversight progress and report to Government as required the delivery by member Councils of projects funded through tourism and cultural fund initiative.

Funding distributed and programs completed

2019

Collaborate with Destination NSW and cross border councils to develop a signage infrastructure strategy to promote back country travelling routes

Strategy developed 2020

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Priority 3 – A SUSTAINABLE NATURAL ENVIRONMENT

Why is this important for our region?

The Far North West is a region of expansive spaces and harsh climatic conditions. Water security is paramount to a region that often experiences long periods of drought and low rainfall. The region is part of the Murray Darling Basin River system which is the subject of significant national and international political interest.

All localities in the region face ongoing supply issues in respect of town water.

The region has a large agriculture sector including irrigation cropping. The natural environment has eco-tourism opportunities, and there are significant indigenous sites of cultural importance.

STRATEGIES ACTION PERFORMANCE MEASURES TIMING Water security Encourage member councils to maintain membership of the Orana

Water Alliance with a view to their achieving and maintaining best practice status

Membership of the Alliance 2019

Advocate and lobby government for funding to expand regional water storage facilities.

Funding secured ongoing

Advocate a position regarding regional water security programs with a view to influencing water policy development for the region

Examples of participation in policy development

ongoing

A sustainable natural environment Investigate opportunities for the establishment of a weed’s county council based on FNW JO regional boundaries.

Analysis completed and report prepared

2020

Work with Netwaste to support initiatives for sustainable regional waste management programs

Examples of regional involvement in initiatives

ongoing

Recognising climate change impacts Advocate for and promote programs that support the region response to significant long-term drought impacts

Examples of advocacy ongoing

Culture and heritage is protected and valued

Advocate as required to support strategies, programs and initiatives that preserve, promote and protect the regions history and sites.

Examples of advocacy ongoing

Support initiatives that celebrate Indigenous culture and history Examples of cooperation and support

ongoing

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THE CAPACITY OF THE JOINT ORGANISATION TO DELIVER The new Joint Organisation Model aims to bring regional stakeholders together to deliver on regional priorities. Driven through the local government sector success is dependent on collaboration across agencies, clear strategy and direction and a capable and well-resourced Joint Organisation to coordinate and drive activity.

The member Councils of the Far North West have a long and successful track record of working together recognising the value of their collective strength but are constrained in the resources that they can provide to the JO. The member councils would be encouraged to pursue opportunities to share resources and expertise recognising the challenges of attracting and retaining skilled and experienced professionals.

STRATEGIES ACTION PERFORMANCE MEASURES TIMING Enabling the Joint Organisation The JO is provided the support and funding to coordinate the

delivery of the regional priorities JO funding is secured and is sufficient

ongoing

The JO operates with good corporate governance principles and frameworks

JO meets compliance requirements

ongoing

A capable and committed Executive Officer is engaged to coordinate and support the delivery of the JO program

EO engaged and delivers on priorities and projects

2019

Grant funding for strategies and initiatives are pursued Grant funding is secured ongoing Collaboration between member councils. Specialist professional groups are formed from within the

member councils for the purpose of sharing information, expertise, practices and resources

Specialist groups meet regularly

ongoing

Opportunities are investigated to implement shared services between member councils or where the Joint Organisation could engage resources that could be accessed by member councils (eg procurement, project management, etc)

Shared services opportunities are identified and implemented

2020

The JO will continue to encourage Brewarrina council to become a member of the JO

Membership confirmed ongoing

Collaboration with State Government and key stakeholders

Establish and nurture strong relationships with State agency representatives particularly Department of Premier and Cabinet.

Quarterly meetings held with DPC

ongoing

17

APPENDIX A

DESKTOP AUDIT OF RELEVANT PLANS, PROGRAMS, REPORTS LIST:

The following documents were reviewed as part of the development of this Regional Strategic Priorities plan to identify the linkages and other projects, programs or initiatives that will support the Joint Organisation operation and outcomes.

Local/Regional:

- Member Councils Community Strategic Plans - Far North West Joint Organisation Charter

NSW State Government:

- NSW Regional Development Framework https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-development-framework/

- Premiers Priorities https://www.nsw.gov.au/improving-nsw/premiers-priorities/ - Regional Growth Fund https://regional.gov.au/regional/programs/regional-growth-

fund.aspx - Other Joint Organisation Statements of Regional Strategic Priorities - NSW Joint Organisations ‘Working together for regional communities’

www.olg.nsw.gov.au - Fact Sheet – Preparing a Statement of Strategic Regional Priorities www.olg.nsw.gov.au - Western Region Economic Development Strategy (REDs)

Federal Government:

- 2016 ABS data https://www.abs.gov.au/websitedbs/censushome.nsf/home/2016 - Murray Darling Basin Plan https://www.mdba.gov.au/basin-plan-roll-out/basin-

plan/developing-basin-plan - Orana Regional Development Authority and resources https://www.rdaorana.org.au

18

This plan was developed with the assistance of Donna Galvin Consulting

galvinassoc@outlook.com Phone: 0419 611 204

Graphic Design by

Agenda Item 7(b). Report from Interim Executive Officer.

Draft 2018/2019 FNWJO Budget. Report date: 15/02/2019.

Purpose:

To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of a draft budget for the 2018/2019 Financial Year. Background: The initial Revenue Policy of the FNWJO being for the 2019/2020 period, is required to be adopted by the Board by 30 June 2019. Having regard to this and given that the FNWJO now has funds to employ staff and commence undertaking identified projects, it is considered prudent that a Budget be prepared and submitted to the Board for its consideration in respect of the initial year in the life of the JO, being 2018/2019. Performance against the budget, once adopted, will be reported to the Board as at 30 June 2019 and Financial Statements will then be prepared and ultimately audited by the NSW Audit Office. Report: Attached herewith is a draft budget for the operation of the FNWJO in the Financial Year 2018/2019. The budget is predicated on the basis that grant funding as previously announced by the State Government is fully received by 1 March 2019. In respect of such draft, as per the Budget Summary, $8.475m in unspent Grant Funds will be carried over for expenditure in future years. After having regard to such Grant Funds, the Budget also provides that $451,714 in surplus funds will also be carried over for expenditure in future years to assist operating the JO. This figure does not include future years interest and administration income as this will be included in future years budgets.

Recommendation:

1. That it be noted that the 2019/2020 draft Revenue Policy, inclusive of a budget, is to be considered and adopted by 30 June 2019.

2. That the 2018/2019 draft Budget as attached herewith be adopted.

Peter Vlatko Interim Executive Officer Attachment: Draft 2018/2019 FNWJO Budget.

FAR NORTH WEST JOINT ORGANISATION (FNWJO)

Draft General Fund Budget 1 July 2018 to 30 June 2019

INCOME ITEM AMOUNT $ NOTES JO Seed Funding Grant 500,000 One off seed funding to establish the JO, employ an Executive Officer/support staff and general

operations. Road Planning Grant 250,000 One off funding to update existing western road plans in the FNW region. Infrastructure Planning Grant (PWD)

250,000 One off funding for planning support with NSW Public Works.

Tourism and Culture Grant

5,000,000 One off funding to invest in tourism and cultural infrastructure projects to grow the visitor economy

Air Services Subsidy 8,000,000 One off funding to re-establish Air Services to Cobar, Bourke, Walgett and/or Lightning Ridge with the opportunity to also upgrade airport facilities in the JO.

Contributions by member Councils

32,664 As per the level of 2018/19 contributions previously determined for OROC - Bourke Cnl $10,119.24. Cobar Cnl $ 10,745. Walgett Cnl $11,799.73

Wind up Contributions TBA One off contribution by member Councils of funds following the winding up of OROC. Air Services Subsidy Administration Fee

25,000 5% of gross subsidy payments made. Assume payments of $2m pa and Subsidy Scheme commencing 1/4/19 ($2m x .25 x 5% = $25,000)

Investment Income 63,000 Assume an investment interest rate of 2.5% and the investment of funds from 1/3/19 till 30/6/19 (122 days) with funds invested being $7.5m being Air Services funds only. ($7.5m x 2.5% x 122/365 = $63,000)

General Bank Interest 1,670 Assume an interest rate of 0.5% and funds being in the bank from 1/3/19 till 30/6/19 (122 days) with the funds being $1m (being $250k Planning, $250k PWD, $500k balance of Tourism grant) ($1m x 0.5% x 122/365 = $ 1670)

Local Government Procurement Rebate

TBA Payments made by LGP to the JO in respect of procurement matters

Total Estimated Income for Year

14,122,334

EXPENDITURE ITEM AMOUNT $ NOTES Establishment Costs

• Business Registration Costs 500 • Website Development 3,000 • Regional Priorities Plan Preparation

(consultant) 20,000

• Recruitment Exec Officer 30,000 $10k LGSA/$15k advertising/$5k travel exp • IT Equipment purchases 4,000 • Insurance/Work Comp 3,000 • Salary Interim Exec Officer 60,000 6 months x $10k pm • Salary On costs IEO 5,700 Super @ 9.5% • Travel/Accommodation IEO 4,500 Hire Car/ accommodation $750pm x 6 mths • Sundry Establishment Expenses 1,000

Sub Total Establishment Costs

131,700

Administration Costs

• Cobar Shire - Provision of Financial Management Services

3,000 $500pm x 6 mths

• Advertising 3,000 Advertising of statutory requirements • Printing and Stationery 500 • Board Meetings Catering 400 • Conferences and Forums -

Travel/Accommodation 2,000

• Bank Charges 200 • Audit and Legal fees 5,000 To be undertaken by Audit Office • Website Maintenance/Hosting 600 $100pm x 6mths • Telephone/postage 600 $100pm x 6mths • Probity Auditors Fees 3,000 Probity Auditor for Air Services Tender and Tourism and Cultural Grants

Assessment Committee Sub Total Administration Costs

18,300

EXPENDITURE

ITEM AMOUNT $ NOTES Employment Costs

• Salary – Executive Officer 21 hours pw 13,400 2 months x $80,000 pa base salary • EO Salary on costs – AL, LSL, FBT,

Super 3,620 2 months x $80,000 pa base salary x 27%

• Vehicle Costs 2,000 2 months x $1k pm • Accommodation 1,000 • Exec Officer Network Meeting Costs 600

Sub Total Employment Costs

20,620

Program Costs Tourism and Culture Grant Payments

• Payment to Bourke Council 1,500,000 • Payment to Cobar Shire Council 1,500,000 • Payment to Walgett Council 1,500,000

• Air Services Subsidy Payment 500,000 Estimated payment for April, May, June

• Air Services Subsidy Administration Fee 25,000 Estimated payment for April, May, June

Sub Total Program Costs

5,025,000

Total Estimated Expenditure

5,195,620

BUDGET SUMMARY Total Income 2018/2019 $14,122,334 Total Estimated Expenditure for Year $ 5,195,620 __________ Surplus before Unspent Grant Funds $ 8,926,714 Unspent Grant Funds as at 30/6/19 – for expenditure in future years

Tourism and Culture Grant $ 500,000 (Proposed Tourism signage program) Road Planning Grant $ 250,000 Infrastructure Planning Grant (PWD) $ 250,000 Air Services Subsidy $7,475,000 ($8m Grant - $500k Payment 1/4/19-30/6/10 less $25k admin fee)

__________ Total Unspent Grant Funds $8,475,000 Surplus after Unspent Grant Funds $ 451,714

• No funding has been provided for the purchase of a Vehicle. An allowance will be paid as per the Local Govt Award. • No funding has been provided for rental of office space.

Agenda Item 7(c). Report from Interim Executive Officer.

Composition of FNWJO Board. Date 15/02/2019

Purpose:

To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of determining the composition of the Board following a request from Bourke Shire Council to expand the voting representatives on the Board to include Deputy Mayors. Background: By way of correspondence dated 12 July 2018, the Chief Executive of the Office of Local Government advised in respect of the FNWJO that “the membership at the first meeting will comprise voting representatives (the Mayor of each Council) and a non – voting representative (nominated by the Secretary of the Department of Premier and Cabinet, to be advised separately).” This advice is consistent with S400T (1) and (2) of the Local Government Act 1993 which provides: (1) The board of a joint organisation is to consist of: (a) the mayors of each of the member councils, who are each entitled to 1 vote at a meeting of the board, and (b) any additional voting representatives of the member councils appointed under this section, who are each entitled to 1 vote at a meeting of the board, and (c) other non-voting representatives, who may attend but are not entitled to vote at a meeting of the board. (2) The following persons are the non-voting representatives on the board of a joint organisation: (a) an employee of the Public Service nominated by the Secretary of the Department of Premier and Cabinet, (b) any other person invited by the board to be a non-voting representative on the board, (c) any other person, or a member of a class of persons, prescribed by the regulations.

S400T (5) – (8) of the Local Government Act 1993 also provides: (5) The board may, by resolution, determine to expand the voting representatives on the board to include 1 additional representative nominated by each member council. (6) Each additional voting representative must be a councillor of the member council. A nomination of a councillor as an additional voting representative may be revoked by the member council at any time without notice and for no stated or any reason. (7) The quorum for a meeting of the board is a majority of the voting representatives for the time being. (8) A decision of the board supported by a majority at which a quorum is present is a decision of the joint organisation. The chairperson or person presiding at a meeting of the board does not have, in the event of an equality of votes, a second or casting vote. Report: Correspondence has been received from Mr Ross Earl, General Manager, Bourke Shire Council requesting that the Board of the JO resolve to provide for an additional representative in accordance with S400 T (5) of the Local Government Act. Mr Earl writes as follows: “Whilst acknowledging that the meetings of the Board are open to the public and that other Councillors are able to attend and potentially speak they do not have the opportunity to vote and this is not a great incentive to encourage regular attendance by any one Councillor on a consistent basis. The idea behind the inclusion of the additional representative is to ensure an increased participation and a greater involvement of the Deputy Mayor or any other additional member appointed. The additional member would provide a greater level of continuity and understanding of the issues and additionally provide for a greater diversity of input and discussion. Whilst understanding the fact that the Mayors of each of the Councillors are elected to be the voice of their Council it would also make it easier to schedule meetings and also ability to be able to provide for the view each Council is able to be expressed with the benefit of the history of each issue being discussed. The option also exists to have the additional person to be permanent representative without the option to vote except when the Mayor is absent. If this could be tabled at the next meeting it would be appreciated.”

The comments by Mr Earl on behalf of Bourke Shire are acknowledged. It could be argued however that greater representation makes the task of consistent attendance at meetings by designated representatives even harder to achieve. At the moment if the respective Mayor is unavailable, invariably it is the Deputy Mayor who attends. If the Deputy Mayor is a member and they are then unavailable, it would be necessary to find another alternative Councillor to attend and securing additional Councillors to attend, often at short notice which is not always easy to achieve. Such additional attendance by a Councillor who was not the Mayor or Deputy Mayor would certainly be encouraged if the composition of the Board was amended so as not to jeopardise the issue of a quorum. If the three-member Councils were only able to attend with one representative, there would be no quorum. As Mr Earl advises, the option also exists to have the additional person to be permanent representative without the option to vote except when the Mayor is absent. This in my view has merit and could be achieved by amending the composition of the Board such that it be as follows:

• Voting Members: 3 x Mayors of the member Councils. • Non-Voting Members:

- A representative of the Department of Premier and Cabinet as nominated by the Secretary of the Department of Premier and Cabinet.

- 3 x Deputy Mayors of the member Councils, except in the absence of the Mayor.

Notwithstanding all of the above, the composition of the Board is a matter for the Board to determine. Recommendation: That the Board proceed to determine this matter. Peter Vlatko Interim Executive Officer.

Agenda Item 7(d). Report from Interim Executive Officer.

Draft FNWJO Logo. Report date: 15/02/2019.

Purpose:

To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of the determination of a draft logo for the Joint Organisation (JO). Background: The document as prepared by the Office of Local Government titled Joint Organisation Implementation Guidance, provides at Section 2.1 the Pathway for setting up a Joint Organisation. One of the pathways is for the JO to “adopt a logo and other key elements of visual identity.” Report: With thanks to Terry Wilcher of Terry Wilcher Designs, a simple but effective logo has been developed as the visual identity of the Far North West Joint Organisation. The logo is effective both in small and large-scale context as follows:

Expending resources on the designing of a contemporary logo for the JO are not considered warranted.

Recommendation: That the FNWJO logo be adopted and utilised as required.

Peter Vlatko Interim Executive Officer

Agenda Item 7(e). Report from Interim Executive Officer.

Draft Communications and Engagement Plan.

Report date: 15/02/2019.

Purpose:

To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of the determination by the Board of a draft Communications and Engagement Plan for the Joint Organisation (JO). Background: The document as prepared by the Office of Local Government titled Joint Organisation Implementation Guidance, provides at Section 2.10 in respect of Establishing Joint Organisation, information in respect of “Supporting Communications and Engagement”. The document provides that “One of the first responsibilities for executive officers of joint organisations will be to oversee development of a communications and engagement plan, which can then be closely monitored and reviewed to ensure that it remains relevant and effective. Report: Attached herewith is a draft Communications and Engagement Plan for the FNWJO. The draft comprises seven (7) sections as follows:

1. Background and Purpose. 2. Communication and Engagement – Goals and Objectives. 3. Communication and Engagement – Guiding Principles and Approach. 4. Communication and Engagement – Audiences. 5. Communication and Engagement – Activities. 6. Collateral Materials. 7. Accountability and Transparency.

The draft is submitted to the Board for its consideration and determination.

Recommendation: That the draft Communication and Engagement Plan be adopted and implemented as provided therein. Peter Vlatko Interim Executive Officer Attachment: Draft Communications and Engagement Plan.

FAR NORTH WEST JOINT ORGANISATION

POLICY: DRAFT COMMUNICATIONS AND ENGAGEMENT PLAN. ADOPTED: SECTION 1 – BACKGROUND AND PURPOSE Background Joint Organisations have been developed to transform the way that the NSW Government and local councils collaborate, plan, prioritise and deliver important projects on a regional scale. They will be a key mechanism through which the Government delivers funding and programs to regional NSW. The Far North West Joint Organisation (FNWJO) comprises the Shire Councils of Bourke, Cobar and Walgett. The Far North West Joint Organisation was proclaimed as a “body corporate” by the NSW State Government under the provisions of the Local Government Act 1993 on 4 July 2018. Covering an area of 108,080 square kilometres and with an estimated residential population in 2017 of 13,560 (Source : Remplan), the Joint Organisation covers some 13% of the area of New South Wales. This large coverage area provides the Joint Organisation with a major challenge in terms of communicating and engaging with stakeholders.

Vision “A vast region of diversity and opportunity that cares for its people and environment.” Principle Functions The Principal Functions of the Far North West Joint Organisation are: (a) to establish strategic regional priorities for the joint organisation area and to establish strategies and plans for delivering these priorities; (b) to provide regional leadership for the joint organisation area and to be an advocate for the strategic regional priorities; and (c) to identify and take up opportunities for inter-governmental cooperation on matters relating to the joint organisation area. In addition to these Principle Functions, the Joint Organisation may also perform supplementary or ancillary functions, if the objective of undertaking those functions is to provide support for the operations of the Member Councils aimed at strengthening local government in the joint organisation area. For example; delivery of a service to member councils, delivery of a service to the community, sharing of a resource or resources or enhancing the capacity of members. The operation and priorities of the Joint Organisation are determined by a Joint Organisation Board, which comprises voting and non-voting representatives. The voting members of the Far North West Joint Organisation are representatives of member councils. A NSW government employee nominated by the Secretary of the Department of Premier and Cabinet also sits on the Board as a non-voting representative. Each Board elects one of its members as the Chairperson. Clr Lillian Brady OAM, Mayor of Cobar Shire was elected as the Chairperson at the inaugural meeting of the Far North West Joint Organisation held on 25 July 2018. Mayor Brady will hold this position for an initial two (2) year period. An Executive Officer supports the Board, performing the same role in a Joint Organisation that a General Manager performs in a council. This role includes conducting the day to day management of the Joint Organisation in accordance with the regional priorities and other programs, strategies and policies of the organisation. At this point an Interim Executive Officer has been appointed, that being Mr Peter Vlatko, General Manager of Cobar Shire Council.

Purpose One of the identified steps towards becoming a successful Joint Organisation is the development and implementation of a Communication and Engagement Plan. Such Plan, if it is to be successful, is to be a “living” document which can be closely monitored and reviewed from time to time, so as to ensure that it remains relevant and effective. The Communication and Engagement Plan includes key messages about the role of the Far North West Joint Organisation (FNWJO) and its commitment to achieving its strategic regional priorities. It demonstrates how it will communicate effectively with the member councils and stakeholders in developing and implementing its Statement of Strategic Regional Priorities and undertaking a range of projects and activities that will benefit the extensive FNWJO region.

SECTION 2 - COMMUNICATION AND ENGAGEMENT GOALS AND OBJECTIVES The FNWJO Communication and Engagement Plan aims to achieve the following goals and objectives:- Goal 1 : To establish via a partnership approach amongst member Councils, collaborative, broad based regionally focussed outcomes.

• Objective 1.1 - To build an understanding across the organisations of member councils of the role and benefits of the FNWJO with communication between respective officers encouraged.

• Objective 1.2 - To identify and address early in the process any potential barriers to effective engagement between member Councils.

• Objective 1.3 - To promote and support the role and functions of the FNWJO.

Goal 2 :To increase the level of stakeholder and public awareness of the role and functions of the Far North West Joint Organisation

• Objective 2.1 - To build an understanding of the FNWJO’s vision and role by its diverse range of stakeholders and widely spread public.

• Objective 2.2 - To increase stakeholder and public understanding of how they can participate and assist FNWJO in undertaking its core and non-core functions, in particular developing and delivering on its statement of strategic regional priorities.

• Objective 2.3 – To identify and address early in the process any potential barriers to effective engagement;

• Objective 2.4 – To understand and integrate the expectations and interests of multiple stakeholders into FNWJO’s planning and coordination efforts;

• Objective 2.5 – To promote and support the role and functions of the FNWJO.

SECTION 3 - COMMUNICATIONS AND ENGAGEMENT – GUIDING PRINCIPLES AND APPROACH In order to achieve the FNWJO’s Goals in respect of achieving regionally focussed outcomes and to increase the level of stakeholder and public awareness of its role and functions along with the corresponding Objectives as set out in Section 2 above, the FNWJO will follow a number of guiding principles and will adopt an approach that is flexible and adaptive to the evolving FNWJO planning and priority setting processes. Guiding Principles: The FNWJO Communication and Engagement Plan will be guided by the following basic principles:

• Communications and engagement will be undertaken in an inclusive, open and transparent way;

• Stakeholder engagement will be undertaken by communicating and engaging early in the lifecycle of a relevant project and in a timely and consistent manner;

• Trust will be consistently built on throughout the engagement processes; • The most effective Communication and Engagement activities will be pursued

having regard to the FNWJO’s limited resources.

Approach: Building on the above guiding principles, the FNWJO’s approach for the Communication and Engagement Plan will be to:

• Build effectively on initial communication and engagement efforts to date • Keep the staff of member Councils informed of the JO’s activities; • Utilise the Board, Interim Executive Officer and staff to outreach to the

member councils and other stakeholders; • Develop clear and consistent messaging for all stakeholders about the vision

and role of FNWJO; • Recognise that there are various types of audiences interested in the NSW

Government’s Joint Organisations legislation, structure and charter; • Place an emphasis on in-person engagement at an early stage to establish

strategic relationships, and then move to online engagement as appropriate; • Provide opportunities for sharing information with, and soliciting feedback

from, member councils and other stakeholders.

SECTION 4 – COMMUNICATION AND ENGAGEMENT – AUDIENCES The FNWJO has identified a broad range of stakeholders who have interests in developing or participating in both the core and non-core functions and activities of the Joint Organisation. The Communication and Engagement strategy recognises the diverse interests of these stakeholders, which include:

• The Member Councils, Mayors, Councillors and officers of such Councils; • Communities, businesses and residents within the Member Councils’ areas; • The NSW Government, in particular the Premier, Deputy Premier, the

Department of Premier and Cabinet, Minister for Local Government, and the Office of Local Government and their Regional Directors;

• Other State Government Agencies, Directors and Regional Managers; • Various Federal Government Agencies, particularly in relation to

Infrastructure, Regional Development, Water and Tourism; • Destination New South Wales and Outback NSW and other tourism

organisations including the cross-border Queensland Outback Tourism; • Regional Development Australia, particularly Orana RDA; • Local Government New South Wales (LGNSW); • Other NSW Joint Organisations and their member councils and communities

particularly the Orana Joint Organisation; • All forms of media, online, newspaper, TV and radio; • Other stakeholders as appropriate from time to time.

SECTION 5 – COMMUNICATIONS AND ENGAGEMENT – ACTIVITIES A description of the activities that the FNWJO will aim to undertake to achieve its communications and engagement objectives follows. Effective and targeted communication, including media liaison, will enhance the level of awareness of the role and functions of Joint Organisations. Strong media presence also generates confidence in the ability of Joint Organisations to deliver tangible benefits for the member councils and regional communities. The FNWJO will develop materials and messaging to inform and educate audience members, tailoring materials as required, and using a variety of ways to connect with stakeholders, the public and member Council officers. Information will be available on the FNWJO website (www.farnorthwestjointorganisation.nsw.gov.au) and ultimately other appropriate social media platforms. Information will also be distributed electronically via email and at various meetings and events. Key activities include:

• Media Liaison - The FNWJO Chairperson will, under normal circumstances, be the designated media spokesperson. Alternatively, this function may be delegated, as required from time to time, to another member Council Mayor and/or the Interim Executive Officer. The Chairperson and Interim Executive Officer will have responsibility for preparing Media Releases, managing media enquiries and monitoring media coverage of FNWJO activities;

• Collateral materials – The FNWJO will develop collateral materials such as PowerPoint presentations, fact sheets, visual graphics, and single page flyers etc, as appropriate. These will be designed to address gaps in stakeholder understanding and to promote future stakeholder engagement;

• Key messaging – The FNWJO will develop clear and consistent messaging, which will support development of the collateral material and be utilised by the Chairperson, Interim Executive Officer and staff when engaging with stakeholders;

• Online engagement – The FNWJO will, ideally, initially engage face to face with stakeholders and then move to online engagement once relationships are firmly established. Contact information will always be provided and the FNWJO will encourage feedback from external and internal sources and the general public;

• Periodic in-person meetings – The FNWJO will also target other individual audiences as appropriate. These will be strategically scheduled in conjunction with Federal and State Agencies, or at other times to encourage public participation, where appropriate;

• Website updates – Due to the number and variety of stakeholders, throughout the State and the regions, the FNWJO website will be an important and efficient outreach medium. The website will be continually updated and regularly reviewed to ensure that that it is effectively targeting and addressing the needs of key audiences;

• Social media – The FNWJO will ultimately develop a social media strategy, targeting specific audiences and which will identify the types of information that needs to be shared via social media platforms; and,

• Draft document review opportunities - The FNWJO website will provide an avenue for stakeholder and public review and comment, in relation to relevant draft policy and planning documents.

SECTION 6 – COLLATERAL MATERIALS Collateral materials will be easy to understand and be visually appealing. The materials will convey clear and consistent information that portrays the role, responsibilities and activities of the FNWJO and how it relates to the various types of stakeholders. The collateral materials will include:

• Single Page Flyers, Fact Sheets and Frequently Asked Questions – tailored for specific matters and audiences;

• PowerPoint Presentations – templates will be developed to ensure consistent branding and messaging of FNWJO and its role and activities;

• Visual graphics - a library of photos sourced from FNWJO member Councils will be made available on the JO’s website; and,

• List of stakeholders – a comprehensive data base of all stakeholders will be developed for the distribution of information and materials.

The initial key messages which will be conveyed in the Communication and Engagement Plan will be as follows:

• Clarify the role and functions of FNWJO and the benefits that its work with Governments will achieve for the region’s communities;

• FNWJO will engage with stakeholders in a meaningful and transparent two-way communication process;

• FNWJO will collaborate effectively with stakeholders to ensure that its strategic priorities align closely with those of Government Agencies and that the priorities meet community needs and expectations.

• Additional key messages will be developed as appropriate from time to time. • Website Content – the FNWJO website will aim to be informative, easy to

follow, user friendly and will encourage feedback from stakeholders and the public.

SECTION 7 - ACCOUNTABILITY AND TRANSPARENCY The Interim Executive Officer will be the responsible for the effectiveness and implementation of the Communication and Engagement Plan and will arrange for the Plan to be reviewed and updated to ensure that the guiding principles are adhered to and that the goals and objectives of the Plan set out in Section 2 and the key activities set out in Section 5 are achieved.

Agenda Item 8. Reports from Interim Executive Officer.

Part B (Information)

a) Establishment Grant Funding, Deed of Agreement.

b) Pathways Status Report.

Agenda Item 8 (a). Report from Interim Executive Officer.

Execution of Funding Deeds Date 15/02/2019

Purpose:

To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of the execution of Funding Deeds with the NSW Government (Department of Premier and Cabinet) in respect of various Grants made by Government to the Joint Organisation (JO). Background: In announcing the proposed formation of the FNWJO in May 2018, Deputy Premier, John Barilaro advised of the provision of funding to the JO as follows:

• $500,000 to establish the Joint Organisation and to employ an Executive Officer and support staff required;

• $5 million to invest in tourism and culture infrastructure projects to grow the visitor economy;

• Funding to re-establish air services to Cobar, Bourke, Walgett and/or Lightning Ridge;

• $250,000 to allow the Joint Organisation to update existing western road plans in the region; and

• $250,000 to towards infrastructure planning support with NSW Public Works.

Report: In providing this funding, and as per normal practice, Government requires the execution of a funding agreement (Deed) between the parties for each tranche of funds. The parties identified in the various Deeds are the Department of Premier and Cabinet (on behalf of the Crown) and the FNWJO.

For the information of the Board, separate Deeds of Agreement in respect of the provision of funds to establish the Joint Organisation and to employ an Executive Officer and support staff as required and for funds to re-establish air services to Cobar, Bourke, Walgett and/or Lightning Ridge have been received, reviewed, and executed by the Interim Executive Officer and returned to the Government for signature by the Director General of the Department of Premier and Cabinet.

Each of the Agreements will provide obligations on both Parties. This includes for the JO issues such as reporting requirements, timeframes for the expenditure of funds, use of the funds, and administrative allocations. A full list of obligations is to be developed to ensure the JO meets its various requirements under the Deeds. At the 26 February 2019 meeting, the Board will be updated as to the status of the remaining three (3) Deeds and the status of the payment of the funds to the JO’s bank account. The funds provided by the NSW Government to the Far North West Joint Organisation are not insignificant and will assist the JO in its pursuit of its adopted strategic vision. In this regard it is considered most appropriate that letters of appreciation be provided to the Deputy Premier, the Hon John Barilaro for the Governments provision of funds and to Mr Ashley Albury, Regional Director, Department of Premier and Cabinet, for his significant work in ensuring the necessary administrative processes were undertaken ensuring the allocation of the funds to the Joint Organisation. Recommendation:

1. That the status of the execution of the various Deeds of Agreement between

the Department of Premier and Cabinet and the Far North West Joint Organisation be noted.

2. That the various reporting requirements identified in the Deeds be collated into a summary document by FNWJO officers to ensure compliance is achieved.

3. That following receipt of all the identified funding, letters of appreciation be forwarded to the Deputy Premier, the Hon John Barilaro and to Mr Ashley Albury, Regional Director, Department of Premier and Cabinet for their support and receipt of such funding.

Peter Vlatko Interim Executive Officer.

Agenda Item 8(b). Report from Interim Executive Officer.

Pathway for setting up a Joint Organisation.

Date 15/02/2019. Purpose: To provide information to the Board of the Far North West Joint Organisation (FNWJO) in respect of the status of completing, or otherwise, those actions identified by the Office of Local Government regarding the pathway for the setting up of joint organisations. Background: The Office of Local Government in May 2018 released the document titled “Joint Organisation Implementation Guidance”.

Within such Document the OLG outlines the 18-month pathway for setting up a Joint Organisation. It lists the major governance, financial, legal, risk and communications actions which should be undertaken in approximate chronological order.

Report: Various actions are identified by the Office of Local Government in its document titled “Joint Organisation Implementation Guidance”. The status in respect of such actions by the FNWJO follow:

• Communicate effectively with member councils and their staff, the community and other key stakeholders.

STATUS: Achieved and ongoing. Minutes and action memos sent to member Council GM’s following JO meetings. Media Releases issued as appropriate. • Obtain relevant insurances and workers compensation coverage. STATUS: Completed. Cobar Shire Council has arranged Workers Compensation coverage with StateCover. A Certificate of Currency has been issued.

In respect of other coverages, Jardine Lloyd Thompson on behalf of StateWide Mutual has advised that the existing cover of member Councils will be extended to include the activities of the FNWJO. There will be no additional or separate charges applied for this Policy extension by JLT with a Certificate of Currency having been issued. • Hold the first meeting of the Organisation Board. STATUS: Completed. Inaugural meeting of the FNWJO held on 25 July 2018. • Adopt a Code of Conduct. STATUS: Completed. At the inaugural meeting of the FNWJO held on 25 July 2018 the JO adopted the Model Code of Conduct/Procedures for administration of Model Code and adopted the OROC Panel of Code of Conduct Reviewers plus, Paul Crennan. • Appoint an Interim Executive Officer. STATUS: Completed. At the Inaugural meeting of the FNWJO held on 25 July 2018, Peter Vlatko, General Manager, Cobar Shire Council was appointed Interim Executive Officer. A report on the appointment of an Executive Officer will be considered as part of the February 2019 Meeting Agenda. • Obtain an ABN. STATUS: An ABN has been sourced (71 214 287 058). • Reserve a domain name. STATUS: A Domain Name for the Joint Organisations website has been reserved as follows: www.farnorthwestjo.nsw.gov.au • Establish a phone number and email address. STATUS: Completed. Phone and PO Box details for the FNWJO are as per those of Cobar Shire Council (i.e. 6836 5888 and PO Box 223 Cobar NSW 2835). The email address is mail@farnorthwestjo.nsw.gov.au

• Return signed funding agreement to OLG. STATUS: Recently Achieved. The JO’s funding Agreement for the $500,000 Establishment Funding Grant is an Agreement between the FNWJO and the Department of Premier and Cabinet. The Agreement was provided to the JO for consideration on 1/2/19. The Agreement has now been returned. • Adopt a Charter and publish on website. STATUS: Completed. Charter adopted at the meeting of the FNWJO held on 23 October 2018. Charter provided to Website Designer for inclusion on website. • Adopt an Expenses and Facilities Policy. STATUS: Completed. Expenses and Facilities Policy adopted at the meeting of the FNWJO held on 23 October 2018. Policy provided to Website Designer for inclusion on website.

• Prepare a Communications and Engagement Plan. STATUS: Pending Completion. A draft Communications and Engagement Plan has been developed and will be considered as part of the February 2019 Meeting Agenda. • Adopt a statement of revenue policy for 2018/2019, including budget. STATUS: Requirement for adopting a Statement of Revenue Policy has been deferred until 30 June 2019. Notwithstanding draft Budget for 2018/2019 will be considered as part of the February 2019 Meeting Agenda. • Organise for any relevant regional organisation of councils grants and

contracts to be transferred to the Joint Organisation. STATUS: Not applicable as there were no relevant regional organisation of councils grants and contracts to be transferred to the Joint Organisation. • Submit a plan to OLG for the expenditure of the Establishment Fund,

noting key milestones to be met. STATUS: Not yet required. Given that the the JO’s funding Agreement with the Department of Premier and Cabinet was only executed in February 2019, the Plan will be provided to DPC in March 2019. • Adopt a statement of regional strategic priorities. STATUS: Pending Completion. A draft Statement of Regional Priorities Plan has been developed following the Workshop in December 2018 of Member Council Mayors/Deputy Mayors/General Managers and will be considered as part of the February 2019 Meeting Agenda. • Adopt a logo and other key elements of visual identity. STATUS: Pending Completion. A draft logo has been developed and will be considered as part of the February 2019 Meeting Agenda. • Deliver a website featuring the adopted visual identity. STATUS: Pending Completion. Development of a Website is proceeding.It is anticipated site will be live in late-February. • Submit six monthly (28 FEB 2019) progress and expenditure report to

OLG on the Establishment Funds. STATUS: This is not achievable as the JO’s funding Agreement with Department of Premier and Cabinet was only executed in early February 2019. The initial progress and expenditure report will be completed and submitted as required by 31 August 2019. • Adopt statement of revenue policy for 2019/2020 including budget by 30

June 2019. STATUS: Not yet required. • Submit six monthly (31 August 2019) progress and expenditure report to

OLG on the Establishment Funds. STATUS: Not yet required.

• Prepare an annual performance statement by 30 November 2019. STATUS: Not yet required. • Prepare audited financial reports for the period ending on the last day of

the financial year after the year in which the Joint Organisation is established by 31 October 2019.

STATUS: Not yet required.

Recommendation: That the information as contained in this report be noted. Peter Vlatko Interim Executive Officer

Agenda Item 11. Report from Interim Executive Officer.

Correspondence Received. Date 15/02/2019.

It is advised that the following correspondence has been received by the Joint Organisation from 19 November 2018 up until 15 February 2019. 19 November – StateCover – Workers Compensation Insurance/ Invoice 21 November – Shire of Bourke – Matters for inclusion in Strategic Priorities 22 November – Shire of Walgett – Tourism and Cultural Funding Proposal 12 December – Luka Group – Tourism and Cultural Grant Fund – Probity Officer 17 December – Regional Development – Orana NSW – Orana Region –

Upcoming Opportunities

19 December – Orana JO – Sharing and Executive Officer and a Common Organisation Structure

20 December – StateCover – Workers Compensation Insurance/ Membership 20 December – Office of Local Government – Framework for how JO and Other

Stakeholders can get involved 17 January – High End Design – Website Development Quote 23 January – Statewide Mutual – Certificate of Currency – Public Liability/

Professional Indemnity Peter Vlatko Interim Executive Officer