cabonne Council colour 200 wide

 

 

 

 

 

 

 

 

 

1 October 2014

 

 

NOTICE OF WORKSHOP & EXTRAORDINARY COUNCIL MEETING

 

Your attendance is respectfully requested at the WORKSHOP commencing at 2.00pm and EXTRAORDINARY MEETING of Cabonne Council convened for Tuesday 7 October, 2014 commencing at 3.00pm, at the Cabonne Council Chambers, Bank Street, Molong to consider the undermentioned business.

 

 

The Directors will be available for consultation on matters contained in the business paper prior to lunch which will be provided from 1.00pm.

Yours faithfully,

GM - A Hopkins Signature

Andrew L Hopkins

GENERAL MANAGER

 

 

ORDER OF BUSINESS

 

1)       Open Ordinary Meeting

2)       Consideration of General Manager’s Report

a)    ‘Fit for the Future’ Pilot Joint Regional Organisations

b)    ‘Fit for the Future’ Local Government Reform Package

 

 

 

 

 

 

 

 

http://cc2k/intranet/images/cabonne%20Council%20colour.JPG

 

 

 

COUNCIL’S MISSION
“To be a progressive and innovative Council which maintains relevance through local governance to its community and diverse rural area by facilitating the provision of services to satisfy identified current and future needs.”
 

 

 


         

 

 

 

 

 

 

 

 

COUNCIL’S VISION
Cabonne Council is committed to providing sustainable local government to our rural communities through consultation and sound financial management which will ensure equitable resource allocation.
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 


GENERAL MANAGER’S REPORT ON MATTERS FOR DETERMINATION SUBMITTED TO THE Extraordinary Council Meeting TO BE HELD ON Tuesday 7 October, 2014

Page 1

TABLE OF CONTENTS

 

 

 

ITEM 1      APPLICATIONS FOR LEAVE OF ABSENCE.................................. 2

ITEM 2      DECLARATIONS OF INTEREST....................................................... 2

ITEM 3      DECLARATIONS FOR POLITICAL DONATIONS.......................... 3

ITEM 4      FIT FOR THE FUTURE -  PILOT JOINT REGIONAL ORGANISATION       3

ITEM 5      FIT FOR THE FUTURE - LOCAL GOVERNMENT REFORM PACKAGE    8   

 

ANNEXURE ITEMS

 

 


GENERAL MANAGER’S REPORT ON MATTERS FOR DETERMINATION SUBMITTED TO THE Extraordinary Council Meeting TO BE HELD ON Tuesday 7 October, 2014

Page 2

ITEM 1 - APPLICATIONS FOR LEAVE OF ABSENCE

REPORT IN BRIEF

 

Reason For Report

To allow tendering of apologies for Councillors not present.

Policy Implications

Nil

Budget Implications

Nil

IPR Linkage

4.5.1.f - Code of Meeting Practice adopted and implemented.

Annexures

Nil   

File Number

\OFFICIAL RECORDS LIBRARY\GOVERNANCE\COUNCIL MEETINGS\COUNCIL - COUNCILLORS LEAVE OF ABSENCE - 584565

 

 

Recommendation

 

THAT any apologies tendered be accepted and the necessary leave of absence be granted.

 

General Manager's REPORT

 

A call for apologies is to be made.

 

ITEM 2 - DECLARATIONS OF INTEREST

REPORT IN BRIEF

 

Reason For Report

To allow an opportunity for Councillors to declare an interest in any items to be determined at this meeting.

Policy Implications

Nil

Budget Implications

Nil

IPR Linkage

 4.5.1.f - Code of Meeting Practice adopted and implemented.

Annexures

Nil   

File Number

\OFFICIAL RECORDS LIBRARY\GOVERNANCE\COUNCIL MEETINGS\COUNCIL - COUNCILLORS DECLARATION OF INTEREST - 584566

 

 

Recommendation

 

THAT the Declarations of Interest be noted.

 

General Manager's REPORT

 

A call for Declarations of Interest.

ITEM 3 - DECLARATIONS FOR POLITICAL DONATIONS

REPORT IN BRIEF

 

Reason For Report

To allow an opportunity for Councillors to declare any Political Donations received.

Policy Implications

Nil

Budget Implications

Nil

IPR Linkage

 4.5.1.f - Code of Meeting Practice adopted and implemented.

Annexures

Nil   

File Number

\OFFICIAL RECORDS LIBRARY\GOVERNANCE\COUNCIL MEETINGS\COUNCIL - COUNCILLORS DECLARATION OF POLITICAL DONATIONS - 584567

 

 

Recommendation

 

THAT any Political Donations be noted.

 

General Manager's REPORT

 

A call for Declarations of any Political Donations.

 

ITEM 4 - FIT FOR THE FUTURE -  PILOT JOINT REGIONAL ORGANISATION

REPORT IN BRIEF

 

Reason For Report

To seek the concurrence for council to be part of a pilot Joint Regional Organisation to be managed through Centroc.

Policy Implications

Nil

Budget Implications

Nil

IPR Linkage

4.5.6.f - Participate in NSW Local Government Review

Annexures

Nil   

File Number

\OFFICIAL RECORDS LIBRARY\GOVERNMENT RELATIONS\LOCAL AND REGIONAL LIAISON\INDEPENDENT LOCAL GOVERNMENT REVIEW PANEL - 585282

 

 

Recommendation

 

THAT Council advise both Centroc and the Office of Local Government of its concurrence to be part of a pilot Joint Organisation of Councils as mooted in the “Fit for the Future Joint Organisations: a roadmap for intergovernmental collaboration in NSW”  using the existing resources of Centroc and seeking State funding as required.

 

General Manager's REPORT

 

Council at its September meeting resolved to defer this item so that it could be discussed at the workshop on 7 October to consider the “Fit for the Future” local government reform package.  The original report is reproduced below.

 

Council will be aware the State Government has responded to the Independent Local Government Review Panel and Local Government Acts Taskforce by announcing the Fit for the Future reform package.  As part of the release of this reform package, expressions of interest in becoming a pilot Joint Organisation of Councils (JOC) were opened.

 

The Centroc position to date with regard to reform is that it has supported the incremental evolution of voluntary ROCs offering services at the direction of member Councils.  The Centroc Board has resolved the following as policy with regard to the proposed JOCs.  

 

1.   Should the State implement structures as outlined in these [the Panel and Taskforce] reports that:

      a.         Mandatory JOCs only be developed if there is a state wide                             commitment to support and resource State agencies to develop the                   regional activities that add value to local communities;

         b.         Should JOCs be mandatory and have mandatory boundaries for                   this region:

                     i.       While membership is mandatory, the only mandatory                                          functions would be strategic planning, as per the suggestions                        of REROC;

                     ii.      Local Councils would own the entity, that is, it cannot be                           separately constituted as is currently the case with County                             Councils;

                     iii.     JOCs in this region would not have Council assets transferred                       to them though they may “grow their own,” for example as                                     does Hunter Councils, at the direction of the Board;

                     iv.     There be the capacity to own subsidiaries or business entities                       in this region, but that they not include existing County                               Councils;

                     v.      The Board be made up of Mayors and General Managers;

                     vi.     In the circumstance of the roll out of Rural Councils in this                              region be reviewed subject to detailed advice on the costs of                     implementation to the region;

         c.         Building on the successes of the CWUA, advocacy, training and                   procurement capabilities and given the region’s ongoing support for                    incremental change, it is currently

                     i.       evolving its regional engineers group into a regional roads                              group, and

                     ii.      a willing partner in growing State/Local relationships with a                             view to better more informed Regional Actions Plans and a                         regional review of Community Strategic.

         d.         The region is ready willing and able to provide advice regarding the             success and roll out of the Centroc Water Utilities’ Alliance for                     those region’s interested in such a model.

2.      Commencing working with State agencies with a view to trialling a regional roads group;

3.      Continuing to advocate regarding enabling procurement for the region;

         a.         the advice from the Panel seeks to rationalise regional services                    under the one entity;

4.      Advice be provided progressing the opportunity to develop a Shared Services Regional Roadmap and that this advice include its fit with activity being undertaken by WBC;

5.      KPIs be developed in collaboration with DPC to measure the success of State/Local Government collaboration at the regional level;

 

Centroc policy has a reasonable fit with the ideas proposed in the publication “Fit for the Future Joint Organisations: a roadmap for Intergovernmental Collaboration in NSW” and engaging in the pilot program offers scope for steering the development of JOCs towards the needs of councils in this region. 

 

At the request of the Chair of Centroc, Cr Ken Keith of Parkes, the Centroc Executive was asked to provide feedback as to the level of interest in becoming a pilot council.   The Executive responded enthusiastically citing reasons such as:

 

·    Centroc has a good offering to inform other regional collaboration of Councils;

·    Centroc is well resourced to provide this advice; and

·    Engaging in shaping any future change positions Centroc members favourably by being informed and ensuring best possible outcomes for the      communities of Central NSW.

 

Below are the councils included in the proposed Central West JOCs to the right which fits broadly into the existing Centroc footprint.

 

Mid-Western Regional, Lithgow, Oberon, Bathurst Regional, Blayney, Cowra Orange, Cabonne, Parkes, Forbes, Weddin & Lachlan.

 

 

The anticipated EOI will be based on three principles:

 

1.      A strong network of councils working collaboratively across NSW will offer this state competitive advantage.

 

2.      Frank and fearless advice from experienced practitioners should be given to best position the workability of any reforms; and

 

3.      The Centroc experience with water utilities makes the case for councils retaining control over this asset and should be offered through the reform process.

 

The following activities are anticipated by the proposed pilot in Central NSW:

 

1.      Development of a structure for the new JOC taking the learnings from the existing Centroc structure that delivers:

 

          a.      regional planning and priority at a high level using a bottom up                      approach embedded in Integrated Planning and Reporting;

          b.      operational support;

          c.       advocacy support; and

          d.      instruments that facilitate collaboration with other key stakeholders              in the region.

 

2.      Development of model MoUs between the JOC and key agencies based on best practice and those in use in Central NSW.   Preliminary discussions with the Department of Premier and Cabinet have been held with a view to facilitating relationships with State agencies.

 

3.      A membership model reflecting both mandatory boundaries but enabling engagement between multiple JOCs to facilitate boundary issues and opportunities.

 

4.      Advice on the structural fit with an operational support entity offering cost savings and other benefits to members as well as an income stream to the JOC to keep costs to members to a minimum.

 

5.      Development of the next tier of work exploring shared services.

 

6.      Assistance to the Office of Local Government in co-ordinating regular quarterly feedback and sharing of learning sessions.

 

7.      Packaging up the work undertaken by the national award winning Centroc Water Utilities’ Alliance including the strategic work undertaken to inform the reform process be included in the pilot with a view to developing advice to other JOCs.

 

In the first instance, the pilot, in partnership with the Office of Local Government, would have an implementation plan that includes:

 

a.  A Risk Management Plan;

b.  Communications Plan; and an

c.  Evaluation Report including recommendations to government. 

 

There are no immediate implications for Council’s budget.  The State has offered $300,000 and other resources to assist with pilot JOCs. 

 

Council currently pays fees to Centroc, the current program of Centroc activity will continue throughout the pilot program period.

 

Council has an opportunity to help shape the future of regional collaboration between Councils in Central NSW through Centroc by taking up the offer of being part of a pilot JOC.

 

An opportunity to share the work of the WBC Strategic Alliance would also exist.

 

ITEM 5 - FIT FOR THE FUTURE - LOCAL GOVERNMENT REFORM PACKAGE

REPORT IN BRIEF

 

Reason For Report

Advising Council of the State Government's response to the recommendations of the Independent Local Government Review Panel.

Policy Implications

Nil

Budget Implications

Nil

IPR Linkage

4.5.6.f - Participate in NSW Local Government Review

Annexures

Nil   

File Number

\OFFICIAL RECORDS LIBRARY\GOVERNMENT RELATIONS\LOCAL AND REGIONAL LIAISON\INDEPENDENT LOCAL GOVERNMENT REVIEW PANEL - 585284

 

 

Recommendation

 

THAT Council make any resolutions necessary as a result of the workshop.

 

General Manager's REPORT

 

Council at its September meeting resolved to hold a workshop on 7 October to consider the “Fit for the Future” local government reform package.  This extraordinary meeting is being held to enable any outcomes of the workshop to be actioned.  The original report is reproduced below.

 

The NSW Government have released their response to the Independent Local Government Review Panel (ILGRP) recommendations and announced the  “Fit for the Future” funding package of up to $1billion.  The package is based on the ILGRP’s recommendations and reflects the priorities identified by the sector during the consultation period and includes:

 

$258M       =       assistance to council who decide to merge;

$13M         =       support local transition committees and ensure elected                                    representatives are involved in merger process;

$5.3M        =       to get new Joint Organisations up and running;

$4M           =       to help small councils develop innovation ways of working;

$600M       =       potential savings from cheaper finance for Fit for the Future                           councils to invest in local infrastructure.

 

The Government’s response to the ILGRP recommendations:

 

“51 – Refer councils in Groups B-F to the Boundaries Commission in accordance with Table 11 and the proposed timeline (15.1)”

 

was not supported however referred to the following separate recommendation which was supported:

 

“33. Encourage voluntary mergers of councils through measures to lower barriers and provide professional and financial support (10.4)”

 

Comment

 

The Government expects all councils to reform to meet the needs of their community – to become financially sustainable, efficient, effectively manage infrastructure and deliver services and have the scale, resources and ‘strategic capacity’ to govern effectively. It calls on all councils to submit a proposal by 30 June 2015, outlining how they will achieve this.

The Government encourages Fit for the Future proposals broadly in line with the structural changes proposed by the Independent Panel. To support councils to voluntarily merge, the Government is providing up to $22.5 million for new councils in Greater Sydney, the Central Coast and the Newcastle/Lake Macquarie and up to $13.5 million for new councils in regional areas.

 

In addition, the Government will seek to amend the Local Government Act to provide an opportunity for councils choosing to merge voluntarily to undergo a streamlined application process. This would enable an application to be made direct to the Minister for Local Government to seek the Governor’s approval of the voluntary merger, where all the councils involved support the proposal and can demonstrate adequate community consultation and consideration of the issues.

 

Merging councils will have the opportunity to guide the merger process through the creation of a Local Transition Committees, comprising the Mayor and one other councillor of the merging councils, plus general managers, to allow local leadership of the merger process.

 

Councils deemed ‘fit for the future’ will have access to a range of benefits reflecting their greater capacity, including special rate variation flexibility, access to borrowing through a State Finance Authority, priority access to State funding and other grants and a greater role in planning decisions.

 

Roadmap for Stronger, Smarter Councils

 

The NSW Government have developed the following definition of the Fit for the Future council based on the research, analysis and conclusion of the work of Destination 2036, Independent Local Government Review Panel and the NSW Treasury Corporation.

 

·    Sustainable.

 

·    Efficient:

o minimises unnecessary burden on business and the community;

o provides value for money to the community;

o manages resources well to delivery services or infrastructure.

 

·    Effectively manages infrastructure and delivers services for communities:

o knows the current and future  infrastructure needs of the community;

o develops, maintains and renews infrastructure suing the right mix of revenue and borrowing;

o works with others to delivery cost effective services;

o delivers services and infrastructure that meets the needs of communities as identified through the IP&R process;

o delivers services and infrastructure on time and on budget.

 

·    Has the sale and capacity to engage effectively across community, industry and government:

o Saves money on bureaucracy and administration, freeing up funds for front-line services and community facilities;

o Can contribute to projects and tackle issues that impact on tis residents and extend beyond the council boundary;

o Has credibility and influence across councils, across government and with industry.

 

All councils are being asked to prepare a submission by 30 June 2015 to become a Fit for the Future council.  Having the right scale and capacity is the first step in becoming Fit for the Future however the government acknowledges that some councils may already meet the scale criteria and others will need to consider structural changes eg. Voluntary mergers, Regional Joint Organisations, or by developing strategies to strengthen their operations and improve efficiencies.

         

The process will work in four parts:

 

·    Self-assessment

·    Preparing a roadmap

·    Review

·    Implementation

 

As part of this process, regional workshops will be held over the coming month and councils will receive a self-assessment tool to review current performance against Fit for the Future criteria whereby councils will progress to prepare a roadmap based on the results of the self-assessment.

 

Other reforms announced in the package include:

 

·    Up to $100M reduction in red tape and duplications.

·    Consideration of direct Financial Assistance Grants to communities.

·    Greater transparency.

·    Two-year terms for Mayor elected by Councils.

·    Clear roles for mayors, councillors and general managers.

·    New legislation.

·    Smarter procurement giving councils more flexibility with procurement and managing contracts on a regional basis.

·    Regulatory review.

·    Simplified reporting requirements.

·    Independent review of rating system.