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NOTICE OF ORDINARY MEETING ORANA JOINT ORGANISATION
It is advised that the next meeting of the Board of the Orana
Joint Organisation
to be held on MONDAY 30th September 2019
at NARROMINE Shire Council Chambers
Orana JO Board Members
Clr Doug Batten (Chair) Clr Denis Todd Clr Craig Davies Clr Des
Kennedy Clr Milton Quigley Clr Ray Donald OAM David Neeves Roger
Bailey Jane Redden Brad Cam Glenn Wilcox Derek Francis Ashley
Albury Belinda Barlow
MAYOR Gilgandra Shire Council MAYOR Warrumbungle Shire Council
MAYOR Narromine Shire Council MAYOR Mid-Western Regional Council
MAYOR Warren Shire Council MAYOR Bogan Shire Council General
Manager, Gilgandra Shire Council General Manager, Warrumbungle
Shire Council General Manager, Narromine Shire Council General
Manager, Mid-Western Regional Council General Manager, Warren Shire
Council General Manager, Bogan Shire Council Director Regions
Western NSW Executive Officer, Orana Joint Organisation
Please contact Executive Officer on 0408 381 474 or email
[email protected] with any queries
-
ORDINARY BOARD MEETING
AGENDA Meeting Date: MONDAY 30 September 2019
Location: Narromine Shire Council 124 Dandaloo Street NARROMINE
NSW 2821
Time: 9.00 am
Invitees include: Member for Parkes The Hon Mark Coulton MP
Member for Dubbo Mr Dugald Saunders MP NSW Drought Co-ordinator Mr
Jock Laurie Director Emergency Drought Relief DPI NSW Mr Barry Kay
Deputy Director Resources for Western Region, Regional NSW DPE Mr
Ken Harrison
NOTICE OF BUSINESS
AGENDA commencing at 9.00 am
1 9.00 am Opening of meeting and welcome 2 9.05 am Apologies and
applications for a leave of absence by voting
representatives 3 9.05 am Declaration of Interests
At this juncture, Orana JO Board Members should indicate any
items in which they have an interest and therefore will not be
participating in discussion or voting.
3.1 9. 10 am Election of Chair and Deputy Chair 4 9.15 am
DROUGHT in the Orana Region Report supplied under separate
cover
Open DISCUSSION 10.30 am MORNING TEA 5 10.50 am 2018 2019 Orana
JO Annual Financial Statements
Presentation via teleconference with NSW Audit Office and Orana
JO Auditor, Prosperity Partners Financial Reports supplied under
separate cover
6 10.55 am Confirmation of minutes of Previous Meeting(s) 7
11.00 am Matters arising from previous minutes
7.1 Performance Review Panel 8 11.05 am Chairperson’s minute(s)
9 11.10 am Executive Officer – Reports – Part A (Action)
9.1 Review and Amend the Charter 9.2 Annual Performance
Statement 9.3 Orana JO Budget Report 9.4 Orana JO Statement of
Revenue Policy 9.5 Delivery Program Progress Report 9.6 JO Capacity
Building Fund Additional Report supplied separate cover 9.7 Draft
Internal Reporting Policy
10 11.20 am Executive Officer – Reports – Part B (Information)
10.1 Code of Conduct Statistics Report 10.2 Resource sharing
opportunity 10.3 A new internal audit and risk management framework
10.4 Orana Water Utilities Alliance
Page 1 of 123September 2019 Orana JO Board Meeting
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11 11.30 am Executive Officer – Reports – Part C (Confidential)
11.1 Personnel matters 11.2 Orana JO Connectivity
12 11.40 am Notices of motions/Questions with notice Extra
Ordinary Meeting 27 August 2019 - That a discussion be held in
respect of using recycled plastics as alternate road material at
the next Orana JO Board Meeting.
13 11.50 am Matters of urgency 14 Midday Correspondence 15 12.10
pm Committee of the Whole 16 12.20 pm Next meeting 17 12.30 pm
Closure of meeting
Page 2 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION 2019 Meeting Dates
Orana JO Board 4 March 2019 Warrumbungle Shire Extra Ordinary
Board 29 April 2019 Gilgandra Shire Council Orana JO Board Monday
6
June 2019 Bogan Shire Council
Orana JO Board 30 September 2019 Narromine Shire Council
Orana JO Board 9 December 2019 Mid-Western Regional Council
Page 3 of 123September 2019 Orana JO Board Meeting
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1. OPEN MEETING AND WELCOME
Page 4 of 123September 2019 Orana JO Board Meeting
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2. APOLOGIES AND APPLICATIONS FOR LEAVE OF ABSECENCE BY VOTING
REPRESENTATIVES
Page 5 of 123September 2019 Orana JO Board Meeting
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3. DECLARATIONS OF INTERESTS At this juncture, Orana JO Board
Members should indicate any items in which they have an interest
and therefore will not be participating in discussion or voting.
3.1 ELECTION OF CHAIR AND DEPUTY CHAIR
Page 6 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER - PART A
(ACTION)
3.1 ELECTION of CHAIR and DEPUTY CHAIR
AUTHOR Executive Manager Corporate Governance, Narromine Shire
Council
RESPONSIBLE OFFICER Executive Officer LINK TO SSRP Priority 4: A
capable and collaborative Joint Organisation
Executive Summary This report is presented to the JO Board to
elect a Chair and Deputy Chair for 12 month term.
Report Election of the Chairperson and Deputy Chairperson must
be conducted in accordance with the requirements of the Local
Government (General) Regulation 2005.
In accordance with an election for Chairperson of a Joint
Organisation is to be held:
(a) at the first meeting of the Board after the Joint
Organisation is established, and(b) at the first meeting of the
Board after the term of the Chairperson expires, and(c) if the
office of Chairperson becomes vacant for any other reason.
Subject to subclause (2), a by-election to fill a vacancy in the
office of Chairperson of a Joint Organisation is to be held at the
next meeting of the Board of the Joint Organisation occurring after
the vacancy occurs.
Chairperson The Chairperson is to be elected by the voting
representatives of the Board from one of the Mayoral
representatives.
The Chairperson is the Joint Organisation’s spokesperson on
strategic matters and will represent the Joint Organisation at
regional forums where possible.
The Chairperson is responsible for the conduct of meetings.
The term of the Chairperson is for 2 years and shall align with
the Mayoral elections.
Deputy Chairperson The Board may elect a Deputy Chairperson from
the voting representatives of the Board from one of the Mayoral
representatives.
The Deputy Chairperson is to provide assistance to the
Chairperson on strategic matters and will represent the Joint
Organisation at regional forums where the Chairperson is not
available.
Page 7 of 123September 2019 Orana JO Board Meeting
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ELECTION of CHAIR and DEPUTY CHAIR con’td Returning Officer The
Executive Officer is the returning officer. Nomination A Voting
Board Member may be nominated without notice for election as Chair
or Deputy Chair. The nomination is to be made in writing by two or
more Board Members (one of whom may be the nominee). The nomination
is not valid unless the nominee has indicated consent to the
nomination in writing. The nomination is delivered or sent to the
returning officer. The returning officer is to announce the names
of the nominees at the Board Meeting at which the election is to be
held. Election If only one Board Member is nominated, that Board
Member is elected. If more than one Board Member is nominated, the
Board is to resolve whether the election is to proceed by
preferential ballot, by ordinary ballot or by open voting. A
similar procedure applies for the election of a Deputy Chair. The
election is to be held at the Board Meeting at which the Joint
Organisation resolves on the method of voting. Note: “ballot” has
its normal meaning of secret ballot. “Open voting” means voting by
a show of hands or similar means. 1. ELECTION (Cont’d) Ordinary
Ballot or Open Voting If the election proceeds by ordinary ballot,
the returning officer is to decide the manner in which votes are to
be marked on the ballot-papers. The formality of a ballot-paper
must be determined in terms of clause 345(1)(b), (c) and (6) of the
Regulations. An informal ballot-paper must be rejected at the
count. Count – 2 Candidates If there are only two candidates, the
candidate with the higher number of votes is elected. If there are
only two candidates and they are tied, the one elected is chosen by
lot. Count – 3 or more Candidates (1) If there are three or more
candidates, the one with the lowest number of votes
is to be excluded.
Page 8 of 123September 2019 Orana JO Board Meeting
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ELECTION of CHAIR and DEPUTY CHAIR con’td (2) If three or more
candidates then remain, a further vote is to be taken of those
candidates and the one with the lowest number of votes from that
further vote is to be excluded.
(3) If, after that, 3 or more candidates still remain, the
procedure set out in sub-clause (2) is to be repeated until only 2
candidates remain.
(4) A further vote is taken of the 2 remaining candidates. (5)
The procedure for the count for two candidates then applies as if
the two
remaining candidates had been the only candidates. (6) If at any
stage during a count under sub-clause (1) or (2), two or more
candidates are tied on the lowest number of votes, the one
excluded is to be chosen by lot.
Choosing by Lot To choose a candidate by lot, the names of the
candidates who have equal numbers of votes are written on similar
slips of paper by the returning officer, the slips are folded by
the returning officer so as to prevent the names being seen, the
slips are mixed and one is drawn at random by the returning officer
and the candidate whose name is on the drawn slip is chosen. Result
The result of the election (including the name of the candidate
elected as Chair and Deputy Chair) is (a) to be declared to the
representatives on the Board at the Board Meeting at which the
election is held by the returning officer, and (b) to be delivered
or sent to the Director General of the Office of Local Government
and the Secretary of Local Government NSW. Financial Implications
Budget 2019/2020 Legal and Regulatory Compliance Schedule 7A of the
Local Government (General) Regulation 2005 Risk Management Issues
Compliance with legal and regulatory implications Internal/External
Consultation Nil Attachments Nil
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ELECTION of CHAIR and DEPUTY CHAIR con’td RECOMMENDATION 1. That
in the event of more than one candidate for the positions of Chair
and
Deputy Chair the election(s) be conducted by ordinary ballot. 2.
That the result of the election (including the name of the
candidate elected as
chairperson of the joint organisation) is to be delivered to the
Departmental Chief Executive.
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4. DROUGHT IN THE ORANA REGION(Report ‘Drought in the Orana
region’ provided under separate cover)
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5. 2018/2019 ORANA JO ANNUALFINANCIAL STATEMENTS(Additional
financial reports provided under separate cover)
Page 12 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019
REPORTS TO JO – ANNUAL FINANCIAL STATEMENTS 5. 2018-19 ANNUAL
FINANCIAL STATEMENTS AUTHOR Director Finance and Corporate
Strategy, NSC RESPONSIBLE OFFICER Director Finance and Corporate
Strategy, NSC LINK TO SSRP Priority 4: A capable and collaborative
Joint Organisation Executive Summary The Annual Financial
Statements have been prepared in accordance with the Office of
Local Government’s Code of Accounting Practice and Financial
Reporting Guidelines and Australian Accounting Standards, have been
audited and are presented to the Orana JO Board for adoption.
Report Section 419 of the Local Government Act stipulates financial
statements together with the auditor’s reports must be presented at
a meeting held on the date fixed for the meeting. Summary Council’s
External Auditor’s Report reflects a clean opinion on Orana Joint
Organisation’s financial position and financial performance as at
30th June 2019. The External Audit Report will be available after
Orana Joint Organisation sign the Financial Statements and
Management Representation Letter and submit them to the NSWAO.
Financial Implications The Annual Financial Statements reflect the
transactions previously reported to at the previous Budget Reviews
and the year-end adjustments. Legal and Regulatory Compliance Local
Government Act 1993 Local Government Code of Accounting Practice
and Financial Reporting Guidelines – Update 26 The Australian
Accounting Standards and professional pronouncements of the
Australian Standards Board Risk Management Issues Nil
Internal/External Consultation The General Purpose Financial
Statements were audited by the NSW Audit Office.
Page 13 of 123September 2019 Orana JO Board Meeting
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2018-19 ANNUAL FINANCIAL STATEMENTS (Cont’d) Attachments (under
separate cover) 1 Financial Statements 2 Management Representation
Letter 3 NSWAO Audit Closing Report
RECOMMENDATIONS 1. That the Orana JO Board adopts and signs the
2018-19 Financial Statements as
presented. 2. That the Management Representation Letter be
signed and submitted to the
NSWAO. 3. That the NSWAO Closing Report be noted.
Page 14 of 123September 2019 Orana JO Board Meeting
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6. CONFIRMATION OF MINUTESOF PREVIOUS MEETINGS6 JUNE 2019 –
ORANA JO BOARD
27 AUGUST 2019 – ORANA JO BOARD EXTRA ORDINARY MEETING
Page 15 of 123September 2019 Orana JO Board Meeting
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7. MATTERS ARISING FROM PREVIOUS MINUTES 7.1 PERFORMANCE REVIEW
PANEL
Page 16 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019
REPORTS TO JO – MATTERS ARISING FROM PREVIOUS MINUTES
7.1. PERFORMANCE REVIEW PANEL
AUTHOR Executive Manager Corporate Governance, Narromine Shire
Council
RESPONSIBLE OFFICER General Manager, Narromine Shire Council
LINK TO SSRP Priority 4: A capable and collaborative Joint
Organisation
Executive Summary This report is presented to the Board for the
consideration and establishment of a performance review panel.
The Joint Organisation Implementation Guide states that the
Guidelines for the appointment and oversight of General Managers
apply to the management of the employment relationship between
Joint Organisations and Executive Officers in the same way that
they apply to the management of the employment relationship between
Councils and General Managers.
The Executive Officer is made accountable to their Joint
Organisation principally through their contract of employment. The
role of the Board is to oversee the Executive Officer’s performance
in accordance with the Standard Contract. The performance of the
Executive Officer must be reviewed at least annually against the
agreement performance criteria for the position. The Board may wish
to undertake more frequent interim reviews of the Executive
Officer’s performance.
The Guidelines recommend that the whole process of performance
management be delegated to the performance review panel, including
discussions about performance, any actions that should be taken and
the determination of the new performance agreement.
Performance panels for General Managers should comprise the
Mayor, Deputy Mayor, a Councillor nominated by Council and a
Councillor nominated by the General Manager.
It is therefore recommended that should a performance panel be
established by the Orana Joint Organisation, it comprise the Chair,
a voting member appointed by the Board and a voting member
appointed by the Executive Officer. The Board may consider
including an independent observer on the panel, or if the Executive
Officer agrees, involve an external facilitator to assist with the
process of performance appraisal.
All voting members not on the panel can contribute to the
performance process by providing feedback to the Chair.
Page 17 of 123September 2019 Orana JO Board Meeting
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PERFORMANCE REVIEW PANEL (Cont’d) All voting members should be
notified of relevant dates in the performance review cycle and be
kept advised of the panel’s findings and recommendations. The panel
should report back to the Board in a closed session the finding and
recommendations of its performance review as soon as practicable
following any review. This report must remain confidential.
Financial Implications This will be dependent on whether an
external facilitator is appointed to assist with the performance
review process. Legal and Regulatory Compliance Section 23A of the
Local Government Act 1993 – any relevant guidelines issued under
this section of the Act must be taken into consideration before
exercising any functions Guidelines for the Appointment and
Oversight of General Managers – July 2011 Joint Organisation
Implementation Guidance – May 2018 Risk Management Issues
Compliance with legislative requirements. Internal/External
Consultation Executive Officer, General Manager Narromine Shire
Council Attachments
- Nil RECOMMENDATION That the Board establish a performance
review panel consisting of the Chair, a voting member appointed by
the Board and a voting member appointed by the Executive Officer,
to conduct performance reviews, report the findings and
recommendations of those reviews to the Board, and develop the
performance agreement of the Executive Officer.
Page 18 of 123September 2019 Orana JO Board Meeting
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8. CHAIRPERSON’S MINUTES
Page 19 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019
REPORTS TO JO – CHAIRPERSON’S MINUTES
8. ORANA JOINT ORGANISATION CHAIRPERSON’S MINUTES AUTHOR Orana
JO Chair RESPONSIBLE OFFICER Orana JO Chair LINK TO SSRP Priority
1: A connected region Priority 2: A vibrant region Priority 3: An
environmentally sustainable region Priority 4: A capable and
collaborative Joint Organisation Executive Summary This report is
presented to the Orana JO Board to note the Chairperson’s minutes.
Report SEPT 2019: CHAIRS REPORT
• On 20th September, Councillor Davies, Orana JO Executive
Officer and myself met with the Hon Shelley Hancock, Minister for
Local Government, Dugald Saunders Member for Dubbo and the
Minister’s Chief of Staff to discuss the ongoing sustainability of
the Orana JO. I understand that the Minister has had similar
meetings with all the other JO’s in the state.
I took the opportunity to acquaint the Minister with the history
surrounding the proclamation of the Orana JO in May 2018 and, in my
words, the castration of the previously successful and unified
Orana ROC.
• The Minister conceded that the scale and capacity of the
current JO is not sufficient to sustain a viable entity without
either a significant financial contribution from the member
councils or the state government. I believe that as a delegation we
made it quite clear that the former was not a consideration.
• The need for Ministerial direction in regard to the role and
expectations of the JO
was also highlighted and was exampled by ever increasing
requests from government departments and agencies directed at the
JO level disregarding the autonomy of the member councils.
As Chair I have found it necessary, on a number of occasions, to
respond to requests for input in regard to issues relating to local
waste management, water supply and security and councils
involvement in the provision of health infrastructure along the
lines that our member councils have not, nor are likely to, devolve
that particular function to the Joint Organisation.
Page 20 of 123September 2019 Orana JO Board Meeting
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The Minister was also made aware of the tendency for staff from
the Office of Local Government to display a lack of appreciation of
the role of the JO.
I did example the situation at the latest NSW JO Chairs’ meeting
where the address from senior OLG staff centred upon issues
relating to general purpose councils and their day to day
operations not the strategic regional focus of the JO’s.
From a local government viewpoint I was pleased to be able to
acknowledge the positive achievements of the Minister since her
assuming the role following the March 2019 elections.
Clr Doug Batten Outgoing Chair Orana Joint Organisation of
Councils
RECOMMENDATION That the Orana JO Board note the Chairperson’s
minutes/report.
Page 21 of 123September 2019 Orana JO Board Meeting
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9. EXECUTIVE OFFICER – ReportsPart A (Action)
9.1 Review and Amend the Charter 9.2 Annual Performance
Statement 9.3 Orana JO Budget Report 9.4 Orana JO Statement of
Revenue Policy 9.5 Delivery Program Progress Report 9.6 JO Capacity
Building Fund 9.7 Draft Internal Reporting Policy
Page 22 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER – PART A
(ACTION)
9.1 REVIEW and AMEND THE ORANA JO CHARTER
AUTHOR Executive Officer RESPONSIBLE OFFICER Executive Officer
LINK TO SSRP Priority 4: A capable and collaborative Joint
Organisation
Executive Summary This report is presented to the JO Board to
review and amend the Orana Joint Organisation’s Charter.
Report The JO Charter can be reviewed and amended from time to
time.
Local Government (General) Regulation states that the Joint
Organisation must consult with member councils about the content of
a proposed charter of the JO.
Consultation with Member Councils has been undertaken to include
the following amendments at 4.2 and 5.4 in the Orana JO
Charter.
4.2 Chairperson and role The Chairperson is to be elected by the
voting representatives of the Board from one of the Mayoral
representatives.
The Chairperson is the Joint Organisation’s spokesperson on
strategic matters and will represent the Joint Organisation at
regional forums where possible.
The Chairperson is responsible for the conduct of meetings.
The term of the Chairperson is for 2 years and shall align with
the Mayoral elections.
4.2.1 Deputy Chairperson and role
The Board may elect a Deputy Chairperson from the voting
representatives of the Board from one of the Mayoral
representatives.
The Deputy Chairperson is to provide assistance to the
Chairperson on strategic matters and will represent the Joint
Organisation at regional forums where the Chairperson is not
available.
Page 23 of 123September 2019 Orana JO Board Meeting
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REVIEW and AMEND THE ORANA JO CHARTER cont’d
Recent advice received from Office of Local Government confirms
that Joint Organisations are not required to hold an Annual General
Meeting or present an annual report.
The initial guidance and instruction received by the Office of
Local Government and template charter publication (contained in the
publication Joint Organisation Implementation May 2018) indicated
for the inclusion of an annual general meeting and presentation of
annual report.
As an annual general meeting and an annual report is not a
legislative requirement of a Joint Organisation, it is recommended
that the Orana Joint Organisation remove annual general meeting and
annual report from 5.4 of its Charter.
End of financial year reporting 5.4 The Orana Joint Organisation
will hold a meeting in November to present the
Audited Financial Statements and review charter (if
required).
Financial Implications
Budget 2019/2020
Legal and Regulatory Compliance
Local Government Act Local Government (General) Regulation 2005
Interpretation Act 1987
Risk Management Issues
Compliance with legal and regulatory implications.
Internal/External Consultation
Competed. The information contained within this report is
considered as adequate consultation with the Orana JO Board.
Attachments
Orana JO Charter
RECOMMENDATION
1. The consultation with Orana JO Board members for proposed
amendments tothe Charter be noted.
2. That the Board accept the amendments to the Orana JO
Charter.
Page 24 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT
ORGANISATION
CHARTER September 2019
Contact Details: Executive Officer Email:
[email protected]
Page 25 of 123September 2019 Orana JO Board Meeting
mailto:[email protected]
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ORANA JOINT ORGANISATION CHARTER 1 | P a g e
CONTENTS
INTRODUCTION
............................................................................................................................................................
2
1.1 Preamble
.......................................................................................................................................................
2
1.2 Name and legal status
..................................................................................................................................
2
1.3 Interpretation
...............................................................................................................................................
2
1.4 Definitions
.....................................................................................................................................................
2
1.5 Adopting the Charter
....................................................................................................................................
3
1.6 Amending the Charter
..................................................................................................................................
3
ESTABLISHMENT
...........................................................................................................................................................
4
2.1 Vision and principles
.....................................................................................................................................
4
2.2 Principal functions
........................................................................................................................................
4
2.3 Other functions
.............................................................................................................................................
4
MEMBERSHIP
................................................................................................................................................................
5
3.1 Voting Members
...........................................................................................................................................
5
3.2 Non-voting members
....................................................................................................................................
5
3.3 Changes in membership
...............................................................................................................................
5
3.4 Financial contributions
.................................................................................................................................
5
3.5 Decision resolution
.......................................................................................................................................
5
3.6 Dispute resolution
........................................................................................................................................
6
THE BOARD
...................................................................................................................................................................
7
4.1 Governing Board and
role.............................................................................................................................
7
4.2 Chairperson and role
....................................................................................................................................
7
4.3 Alternates
.....................................................................................................................................................
7
4.4 Advisory committees and working groups
...................................................................................................
7
MEETINGS
.....................................................................................................................................................................
8
5.1 Meeting frequency
.......................................................................................................................................
8
5.2 Participation and quorum
.............................................................................................................................
8
5.3 Voting and decision making
..........................................................................................................................
8
5.4 End of Year Financial Reporting
...................................................................................................................
8 PLANNING AND REPORTING
.........................................................................................................................................
9
6.1 Consultation and publication
.......................................................................................................................
9
OTHER MATTERS
........................................................................................................................................................
10
7.1 Records
.......................................................................................................................................................
10
7.2 Insurance
....................................................................................................................................................
10
7.3 Indemnity
....................................................................................................................................................
10
7.4 Policies
........................................................................................................................................................
10
7.5 Transitional Arrangements
.........................................................................................................................
10
Page 26 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION CHARTER 2 | P a g e
INTRODUCTION
1.1 Preamble The operation of and governance principles for the
Orana Joint Organisation is guided by this Charter, which has been
adopted by resolution of the Board.
1.2 Name and legal status The name of the Joint Organisation is
the Orana Joint Organisation.
Orana Joint Organisation is a body corporate proclaimed under
the Local Government Act 1993 (the Act) with the legal capacity and
powers of an individual. See the proclamation forming this Joint
Organisation at
http://www.legislation.nsw.gov.au/regulations/2018-192.pdf for
further information about the membership and functions of Orana
Joint Organisation and other key matters.
While the principal functions of the Joint Organisation are
provided for in the Act and through this Charter, powers are also
conferred on the Joint Organisation as a statutory corporation
under section 50 of the Interpretation Act 1987. Other functions
may be conferred on a Joint Organisation by legislation and may be
delegated to a Joint Organisation by one or more member
councils.
1.3 Interpretation This Charter is to be interpreted in
accordance with the Local Government Act 1993 and Local Government
(General) Regulation 2005 and the Interpretation Act 1987.
1.4 Definitions In this Charter, the following terms are used as
below.
Act means the Local Government Act 1993.
Board means the Joint Organisation Board, consisting of the
Mayors of each Member Council, any additional voting
representatives of these Member Councils appointed under section
400T of the Act and any other non-voting representatives who may
attend, but are not entitled to vote at a meeting.
Charter means this document, outlining the operational and
governance principles for the Joint Organisation and any other
agreed matters, consistent with the Act and other laws.
Chairperson means the person, who is a Mayor, elected to the
office of chairperson by the voting representatives on the Board
from among the voting representatives who are Mayor.
Councillor means a person elected or appointed to civic office
and includes a Mayor.
Executive officer means the person employed by the Joint
Organisation to conduct the day-to-day management of the Joint
Organisation in accordance with strategic regional priorities and
other plans, programs, strategies and policies of the Joint
Organisation and to implement without delay the lawful decisions of
the Joint Organisation.
General Manager means the person employed by a Council to
conduct the day-to-day management of the Council in accordance with
strategic plans, programs, strategies and policies of the Council
and to implement without delay the lawful decisions of the
council.
Joint Organisation means an Organisation established under Part
7 Chapter 12 of the Local Government Act 1993
Member council means those Councils proclaimed under the Act to
be part of the Orana Joint Organisation.
Mayor means a person elected or appointed to civic office, who
is the leader of the council.
Non-voting member means those councils and other Organisations
or individuals that are members of the Joint Organisation but do
not have the right to vote.
Page 27 of 123September 2019 Orana JO Board Meeting
http://www.legislation.nsw.gov.au/regulations/2018-192.pdf
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ORANA JOINT ORGANISATION CHARTER 3 | P a g e
Non-voting representative means the chosen representative of a
non-voting member of the Board (sometimes called an ‘associate
member’). This includes:
• an employee of the public service nominated by the Secretary,
Department of Premier and Cabinet
• any other individual or representative of a council or other
organisation invited by the Board to represent a non-voting member
of the Board
• any other person or a member of a class of persons prescribed
by the Regulation.
Regulation means the Local Government (General) Regulation
2005.
Voting representative means a representative of a Member Council
on the Board.
1.5 Adopting the Charter This Charter was formally adopted by
the Orana Joint Organisation on 13 June 2018
This Charter will be made publicly available via the following
website administered by the Joint Organisation within 30 days of
adoption www.oranajointorganisation.nsw.gov.au.
1.6 Amending the Charter This Charter will be reviewed every two
(2) years at the time of the election of Chair. Other amendments
may be
made from time to time by resolution of the Board.
Page 28 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION CHARTER 4 | P a g e
ESTABLISHMENT
2.1 Vision and principles The vision of Orana Joint Organisation
for the Orana is:
To be a leading Joint Organisation known for a high level of
achievement, collaborative excellence and strong commitment to the
region’s communities.
The Orana Joint Organisation will act in accordance with the
following principles:
2.2 Principal functions The principal functions of the Orana
Joint Organisation will be to:
• establish strategic regional priorities for the Joint
Organisation area and develop strategies and plans fordelivering
these priorities
• provide regional leadership for the Joint Organisation area
and to be an advocate for strategic regionalpriorities
• identify and take up opportunities for intergovernmental
cooperation on matters relating to the JointOrganisation area.
2.3 Other functions The other services, functions or types of
functions the Orana Joint Organisation will undertake are:
• to provide support for the operations of its Member Councils
aimed at strengthening local government in itsJoint Organisation
area;
The Board may, from time to time, determine whether and how to
undertake any other functions.
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ORANA JOINT ORGANISATION CHARTER 5 | P a g e
MEMBERSHIP
3.1 Voting Members The following are ‘Member Councils’ of the
Orana Joint Organisation:
• Bogan
• Gilgandra
• Mid-Western Regional
• Narromine
• Warrumbungle
• Warren
3.2 Non-voting members The following organisations are
non-voting members of the Joint Organisation:
• the NSW Government, as represented by a nominee of the
Secretary of the Department of Premier and Cabinet, currently the
Department of Premier and Cabinet, Director Western Region.
• General members of the Orana Joint Organisation
membership.
3.3 Changes in membership A proclamation is required for a Joint
Organisation to change voting members.
Any voting member proposing to withdraw from the Joint
Organisation must give 1 month written notice.
This Charter may be amended to change non-voting Members of the
Board. In deciding whether to propose or support a change in
membership, the Orana Joint Organisation will:
• at the request of a member, consider a draft resolution
seeking membership change, and
• following a resolution in support, amend this Charter as set
out section 1.6 to change membership as set out at section 3.2.
3.4 Financial contributions Each member council is to contribute
a monetary payment or equivalent contribution based on the
following methodology:
• The annual financial contribution required to be made by each
Member Council is to consist of:
• a base fee of the same amount for each Member Council; and
• a capitation fee (based on the most recent population data
issued by Australian Bureau of Statistics Census data)
• The annual financial contribution required to be made by each
Associate Member is to be based on a methodology adopted by the
Board.
• The amount of the base fee, capitation fee and financial
contribution by Associate Members for a financial year is to be
determined prior to the start of that year by Resolution of the
Board.
• That new member’s financial contributions will be determined
by the Board of the existing Orana Joint Organisation.
Member councils will be consulted about proposed contributions
by correspondence.
3.5 Decision resolution In the event of an equality of votes in
relation to a critical matter to be determined by the Board the
resolution is lost. The mechanism for the Board to move critical
decisions forward is as follows:
Step 1a – internal resolution using one or more of the
following:
• Take into account Board Member views and rework the
proposal.
• Establish a specific sub-committee to review and rework the
proposal.
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ORANA JOINT ORGANISATION CHARTER 6 | P a g e
Set aside time for the Board to discuss the proposal prior
• to the next Board Meeting.
• Obtain and present to the Board advice from an expert or an
independent report.
Alternative Step 1b – refer decision to Member Councils to
resolve in the following circumstances:
• Decisions in relation to Member Council financial
contributions over $1.00.
Step 2 – independent mediation (may include using any of the
processes outlined in Step 1):
• Board resolves to work with an independent mediator to support
Board to resolve the decision.
• Where a mediator cannot be agreed, the Board could ask Office
of Local Government to appoint a mediator (as for a General Manager
contract).
Step 3 – appoint an independent arbitrator
• Board resolves to appoint an independent arbitrator to support
Board to resolve the decision.
• Where the arbitrator cannot be agreed, the Board could ask
Office of Local Government to appoint an arbitrator.
Critical matters to be determined by the board include:
• adoption of a Statement of Strategic Regional Priorities
• adoption of the Annual Performance Statement and Financial
Statements
• decisions to commit financial contributions from member
councils over $1.00.
3.6 Dispute resolution In the event of a dispute between Board
Members that arises from or relates to the Orana Joint
Organisation, the following steps will be taken to resolve that
dispute:
• relevant Members will advise the Joint Organisation prior to
taking legal action
• relevant Members will give notice to Board Members specifying
the nature of the dispute
• on receipt of notice, Member Councils must endeavour in good
faith to resolve the dispute promptly using informal dispute
resolution techniques such as mediation, expert evaluation or
determination or similar techniques, as agreed by those
members
• Members that are parties to the dispute will pay the
mediator’s costs.
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ORANA JOINT ORGANISATION CHARTER 7 | P a g e
THE BOARD
4.1 Governing Board and role The Board of Orana Joint
Organisation consists of:
• the Mayors of each Member Council
• a representative of the NSW Government, nominated by the
Secretary of the Department of Premier and Cabinet, who is Ashley
Albury, Director Western, NSW Regional Co-ordination, Regional NSW
Department Premier and Cabinet.
• the following other non-voting representatives General Manager
Cobar, General Manager Gilgandra, General Manager Mid Wester
Regional, General Manager Narromine, General Manager
Warrumbungle.
The role of the Board is to direct and control the affairs of
the Joint Organisation. The Board is to consult with the Executive
Officer in directing and controlling the affairs of the Joint
Organisation.
The Joint Organisation Executive Officer and General Manager of
each Member Council may also attend meetings of the Board in an
advisory capacity.
4.2 Chairperson and role The Chairperson is to be elected by the
voting representatives of the Board from one of the Mayoral
representatives. In the absence of a Chairperson a person elected
by the voting representatives at the meeting of the Board is to
preside at the meeting. The Chairperson does not have a casting
vote. The Chairperson is the Joint Organisation’s spokesperson on
strategic matters and will represent the Joint Organisation at
regional forums where possible. The Chairperson is responsible for
the conduct of meetings. The term of the Chairperson is for 2 years
and shall align with the Mayoral elections. Deputy Chairperson The
Board may elect a Deputy Chairperson from the voting
representatives of the Board from one of the Mayoral
representatives. The Deputy Chairperson is to provide assistance to
the Chairperson on strategic matters and will represent the Joint
Organisation at regional forums where the Chairperson is not
available. The Deputy Chairperson is for 2 years and shall align
with the Mayoral elections. The Deputy Chairperson is not
responsible for the conduct of meetings in absence of the
Chairperson.
4.3 Alternates Member Councils that choose to appoint an
alternate representative (other than the Mayor) must notify the
Joint Organisation of that person’s name and position.
4.4 Advisory committees and working groups The Orana Joint
Organisation establishes the following committees and advisory
groups, which are to report to the Board as set out in their Terms
of Reference: These may include but are not limited to:
• General Managers Advisory Committee – Joint Organisation
Leadership Team
• Orana Water Utilities Alliance
• Human Resources and Learning Development
• Economic Development
• Orana Risk and Safety Management Group
• Asset Management Group
• Finance and IT Group
Other committees and advisory groups may also be established
from time to time by Board resolution. Page 32 of 123September 2019
Orana JO Board Meeting
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ORANA JOINT ORGANISATION CHARTER 8 | P a g e
MEETINGS
5.1 Meeting frequency The Board will meet every at least once in
each quarter on such date and at such place and time as the Board
decides; and Meetings will be conducted in accordance with the Code
of Meeting Practice adopted by the Board from time to time.
Where necessary, the chair may call further meetings.
5.2 Participation and quorum The quorum for a meeting of the
Board is a majority of voting representatives entitled to vote
under this Charter being at the meeting. No business is to be
transacted at a general meeting without a quorum.
5.3 Voting and decision making Decisions about principal
functions:
A decision of the Board supported by a majority at which a
quorum is present is a decision of Orana Joint Organisation.
Each voting member of the Board has one vote each in relation
decisions taken about principal functions.
A motion at a meeting of the Board is taken to be defeated in
the event of an equality of votes. The chairperson, or person
presiding at a meeting of the Board, does not have a casting
vote.
5.4 End of Year Financial Reporting The Orana Joint Organisation
will hold a meeting in November to present the Audited Financial
Statements and review charter (if required).
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ORANA JOINT ORGANISATION CHARTER 9 | P a g e
PLANNING AND REPORTING
6.1 Consultation and publication The Orana Joint Organisation
will consult with all Members in preparing the following documents
required under the Act and will publish the adopted versions on the
Joint Organisation website
www.oranajointorganisation.nsw.gov.au
• Statement of Strategic Regional Priorities
• Annual revenue statement
• Audited financial reports.
The Orana Joint Organisation will also publish an annual
performance statement on its website.
www.oranajointorganisation.nsw.gov.au.
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ORANA JOINT ORGANISATION CHARTER 10 | P a g e
OTHER MATTERS
7.1 Records The Joint Organisation will keep records and provide
access to relevant information in accordance with the following
legislation: State Records Act 1998 and the Government Information
(Public Access) Act 2009
The public officer of Orana Joint Organisation is the Executive
Officer who may be contacted at
[email protected].
7.2 Insurance The Orana Joint Organisation has made the
following insurance arrangements:
Advice received from Jardine Lloyd Thompson P/L states that
cover is confirmed for the Orana Joint Organisation once it is
established. The existing cover of the members will be extended to
include the activities of the Orana Joint Organisation.
There will be no additional or separate charges applied for this
policy extension to the Orana Joint Organisation.
Non-Members of State-wide are to advise their insurers of their
participation in the Orana Joint Organisation and seek to have
their interests noted.
7.3 Indemnity Representatives of members of the Board and staff
of the Orana Joint Organisation are protected from liability for
functions and duties carried out or omitted honestly, in good faith
and with due care and diligence.
7.4 Policies The Orana Joint Organisation has adopted the
following policies:
• Orana Joint Organisation Expenses and Facilities Policy
• Orana Joint Organisation Code of Meeting Practice,
• Orana Joint Organisation Code of Conduct, and
• Orana Joint Organisation Statement of Revenue Policy
• Orana Joint Organisation Privacy Management Plan
Further policies may be adopted by the Board from time to time
and will be published on the Orana Joint Organisation’s website at
www.oranajointorganisation.nsw.gov.au.
7.5 Transitional Arrangements There are no recorded transitional
arrangements for the Orana Joint Organisation to date.
Page 35 of 123September 2019 Orana JO Board Meeting
https://www.legislation.nsw.gov.au/%23/view/act/1998/17
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER – PART A
(ACTION)
9.2 ANNUAL PERFORMANCE STATEMENT – 2019 ORANA JOINT
ORGANISATION
AUTHOR Executive Officer RESPONSIBLE OFFICER Executive Officer
LINK TO SSRP Priority 4: A capable and collaborative Joint
Organisation
Executive Summary This report is presented to the JO Board for
consideration and adoption of the annual performance statement.
Report Local Government Regulation states that within 5 months
from the end of each year, a Joint Organisation must prepare a
report (its annual performance statement) for that year reporting
to its progress in implementing its strategies and plans for the
delivering its strategic regional priorities.
The annual performance statement is to be published by the Joint
Organisation on a website maintained by the organisation within 28
days after it is made.
A Joint Organisation is not required to, but may, prepare an
annual performance statement for the first year in which it is
established
Except for a few exclusions, application of the Local Government
(General) Regulation 2005 for an annual report will apply to a
Joint Organisation.
Financial Implications
Budget 2019/2020
Legal and Regulatory Compliance
Local Government Act Local Government (General) Regulation 2005
Local Government (General) Amendment (Regional Joint Organisations)
Regulation 2018
Risk Management Issues
Compliance with legal and regulatory implications
Internal/External Consultation
Nil
Page 36 of 123September 2019 Orana JO Board Meeting
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ANNUAL PERFORMANCE STATEMENT – 2019 ORANA JOINT ORGANISATION
cont’d
Attachments Nil RECOMMENDATION 1. That the information be noted.
2. That the Orana JO prepares and publishes an Annual Performance
Statement
for the year 2018 - 2019.
Page 37 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER – PART A
(ACTION)
9.3 BUDGET REPORT – PERIOD ENDING SEPTEMBER 2019
AUTHOR Executive Officer RESPONSIBLE OFFICER Executive
Officer/Director Finance and Corporate
Strategy LINK TO SSRP Priority 4: A capable and collaborative
Joint Organisation
Executive Summary This report is presented to the Orana JO Board
to review the Orana JO’s financial performance from July to
September 2019.
Report The financial statement has been prepared for the
September 2019 quarter and is presented to the JO as attachment
1.
There are no adjustments in the period.
There were no actual material budget variances for the period
July to September 2019.
The financial position of the Orana JO is considered to be
satisfactory and is confirmed by the report from the Director
Finance and Corporate Strategy, Narromine Shire Council.
Financial Implications Orana JO’s 2019/2020 budget was adopted
on 6th June 2019.
Legal and Regulatory Compliance Local Government (General)
Regulation 2005 (the Regulations) clause 203 requires a Council’s
Responsible Accounting Officer to prepare and submit a quarterly
budget review statement to the governing body of Joint Organisation
within two months of the end of the quarter.
Office of Local Government – Quarterly Budget Review Guidelines
issued December 2010.
Risk Management Issues Nil
Internal/External Consultation Nil
Attachment Quarterly Budget and Actual Performance Statement –
SEPTEMBER 2019
Page 38 of 123September 2019 Orana JO Board Meeting
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RECOMMENDATION 1. That the document entitled ‘Orana JO Budget
and actual performance for
year to date September 2019 as attached to the report be noted.
2. That JO Board note that a budget review will be undertaken and
submitted for
December 2019 Orana JO Board Meeting.
Page 39 of 123September 2019 Orana JO Board Meeting
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Orana Joint OrganisationTotal
Actual Budget Var $ Var %Income4-1600 Membership Revenue 83,302
83,302 0- 0.0%8-1200 Interest income 178 - 178 -Total Income 83,480
83,302 178 0.2%
Less Cost of SalesTotal Cost of Sales - - - -
Gross Profit 83,480 83,302 178 0.2%
Less Expense6-1200 Audit Fees 6,000 6,000 - 0.0%6-1500
Consultants 1,500 - 1,500 -6-2000 Food & Catering 338 4,000
3,662- -91.5%6-2450 Legal & Governance - 10,000 10,000-
-100.0%6-2500 Marketing - 2,000 2,000- -100.0%6-2550 Mobile Phone
135 1,000 865- -86.5%6-2600 Motor Vehicle Expenses - 19,000 19,000-
-100.0%6-3300 Project Costs - 7,000 7,000- -100.0%6-3600 Service
Agreement - Admin & Office 5,858 64,000 58,142- -90.8%6-3700
Subscript ions 98 - 98 -6-3800 Sundry Expenses 894 - 894 -6-5400
Superannuation expense 2,465 - 2,465 -6-5800 Travel &
accommodation 1,418 8,000 6,582- -82.3%6-6200 Wages & salaries
25,944 127,000 101,056- -79.6%Total Expense 44,651 248,000 203,349-
-82.0%
Operating Profit 38,829 164,698- 203,527 123.6%
Plus Other IncomeTotal Other Income - - - -
Less Other ExpenseTotal Other Expense - - - -
Net Profit 38,829 164,698- 203,527 123.6%
Quarterly Budget and Actual Performance Statement – SEPTEMBER
2019
Page 40 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER - PART A
(ACTION)
9.4 ORANA JO STATEMENT OF REVENUE POLICY
AUTHOR Executive Officer RESPONSIBLE OFFICER Executive officer
LINK TO SSRP Priority 4: A Capable and Collaborative Joint
Organisation
Executive Summary This report is presented to Orana JO Board to
consider the 2019/2020 Statement of Revenue Policy.
Report In accordance with resolution 2019/044 of the Orana JO
Extra Ordinary meeting held on 27 August 2019 the Orana JO draft
2019/2020 Statement of Revenue Policy was presented to the meeting
and adopted and has been placed on public exhibition for 28
days.
No submissions or comments have been received by the Orana
JO.
Financial Implications Nil
Legal and Regulatory Compliance Local Government Amendment
(Regional Joint Organisations) Act 2017 Local Government Act
1993
Risk Management Issues Compliance with legislative and
regulatory obligations
Internal/External Consultation Orana JO has placed the documents
on public exhibition for a period of 28 days (27 August 2019 until
25 September 2019) to provide the community with any opportunity to
make submissions to the Orana JO.
No submissions have been received.
Attachments Statement of Revenue Policy
RECOMMENDATION
That the 2019/2020 Orana Joint Organisation Statement of Revenue
Policy be adopted.
Page 41 of 123September 2019 Orana JO Board Meeting
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DRAFT Orana Joint Organisation
Statement of Revenue Policy
AUGUST 2019
Page 42 of 123September 2019 Orana JO Board Meeting
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Orana Joint Organisation Statement of Revenue Policy 2 | P a g
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Contents
Introduction
.................................................................................................................................................
3
1. Financial contributions by member councils
.................................................................................
3
2. Fees and Charges 2019-2020
.........................................................................................................
3
3. Income Statement
.........................................................................................................................
4
4. Factors influencing Orana Joint Organisation revenue and
pricing policy .................................... 6
Community service obligations
...............................................................................................................
6
Cost recovery
...........................................................................................................................................
6
The user-pays
principle............................................................................................................................
6
Corporate overheads
...............................................................................................................................
6
Competitive neutrality
.............................................................................................................................
6
Goods and services tax
............................................................................................................................
6
5. Fees for service
..............................................................................................................................
7
Approved fees for service
........................................................................................................................
7
Credit card surcharge
..............................................................................................................................
7
Private works
...........................................................................................................................................
7
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Orana Joint Organisation Statement of Revenue Policy 3 | P a g
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Introduction
The Orana Joint Organisation’s revenue and accounting policies
are kept in accordance with the Australian Accounting Standards
Board. The Orana Joint Organisation abides by the:
• Local Government Act (1993) • Local Government (General
Regulation 2005) • Local Government Code of Accounting Practice and
Financial Reporting
In compiling this statement, a number of significant factors
have been considered in conjunction with the projected Budget of
the Orana JO and it is continuing to face increasing pressures to
function, guarantee its staffing requirements and undertake its
activities identified in the Statement of Strategic Regional
Priorities as this is not within the resourcing and financial
capacity of the current six member councils.
1. Financial contributions by member councils As outlined in the
Charter, the Orana Joint Organisation Member Councils are to
contribute a monetary payment or equivalent contribution based on
the following methodology: • The annual financial contribution
required to be made by each Member Council is to consist of: • a
base fee of the same amount for each Member Council; and • a
capitation fee (based on the most recent population data issued by
Australian Bureau of Statistics Census data) • The annual financial
contribution required to be made by each Associate Member is to be
based on a methodology adopted by the Board. • The amount of the
base fee, capitation fee and financial contribution by Associate
Members for a financial year is to be determined prior to the start
of that year by Resolution of the Board. Member councils will be
consulted about proposed contributions by correspondence. For
2019-2020 contributions are as follows:
Member Council Amount Bogan $10,692 Gilgandra $11,569
Mid-Western Regional $22,976 Narromine $12,862 Warren $10,746
Warrumbungle $14,456 TOTAL $83,302
Ordinary Membership fees are to increase by 2.7% which
represents the maximum permissible amount as determined by the
Independent Pricing and Regulatory Tribunal (IPART) for the year
2019/2020.
2. Fees and Charges 2019-2020 Under the Local Government Act
1993, the Orana Joint Organisation may charge and recover an
approved fee for its services.
Page 44 of 123September 2019 Orana JO Board Meeting
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Orana Joint Organisation Statement of Revenue Policy 4 | P a g
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Orana Joint Organisation must consider the following when
establishing approved fees: • the cost of provision of the service
• recommended prices suggested by outside bodies • the importance
of the service • legislation that regulates certain fees • Goods
and Services Tax legislation
3. Income Statement
2016 Census
ERP 2017 FLAT FEE Per Capita
Contribution TOTAL 2.7% Rate Peg
Bogan Shire Council 2692 2664 $8972.00 $ 1,438.56 $10,410.56
$10,691.65
Gilgandra Shire Council 4236 4247 $8972.00 $ 2,293.38 $11,265.38
$11,569.55
Mid-Western Regional Council 24076 24815 $8972.00 $13,400.10 $
22,372.10 $22,976.15
Narromine Shire Council 6444 6578 $8972.00 $ 3,552.12 $12,524.12
$12,862.27
Warren Shire Council 2732 2763 $8972.00 $1,492.02 $10,464.02
$10,746.55
Warrumbungle Shire Council 9384 9451 $8972.00 $5,103.54 $
14,075.54 $14,455.58
TOTALS 49,564 50,518 $53,832 $27,279.72 $81,111.72
$83,301.74
Page 45 of 123September 2019 Orana JO Board Meeting
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Orana Joint Organisation Statement of Revenue Policy 5 | P a g
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EXPENDITURE ITEM - Orana JO 2019/2020
JO - EXECUTIVE OFFICER PACKAGE $127,000
JO - PROJECT SUPPORT COSTS $7,000.00
JO - MOBILE COSTS $1,000.00
JO - VEHICLE COSTS (OPERATING) $19,000.00 JO -
Incidental/Catering/Other $4,000.00 JO - TRAVEL COSTS $8,000.00 JO
– Office rental/Financial/Admin/HR and Support COSTS $64,000.00
JO - MARKETING $2,000.00
JO - AUDIT COSTS $6,000.00
JO = LEGAL and Governance Costs $10,000.00
TOTALS $248,000
Page 46 of 123September 2019 Orana JO Board Meeting
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Orana Joint Organisation Statement of Revenue Policy 6 | P a g
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4. Factors influencing Orana Joint Organisation revenue and
pricing policy
The following factors will influence the Orana Joint
Organisation revenue and pricing policy. Community service
obligations A community service obligation arises where a council
provides a function or service that has general community benefits
beyond those received by direct users. Councils mainly exist to
provide services that are considered to have community importance
but are not viable or practical to be provided on a commercial
basis. Councils review their level of Community Service Obligations
as they relate to fees and charges. Where such a community service
obligation may exist across the membership of the Councils, the
Councils may consider the community service obligation as a group.
Cost recovery Orana Joint Organisation applies the principle of
full cost recovery to determine the total cost of services. The
user-pays principle The User-Pays Principle involves pricing the
provision of goods, projects, services and facilities that require
the user or the consumer to pay the actual cost of the service
provided. The Orana Joint Organisation may apply this pricing
policy for the provision of project works and activities to
businesses or members of the community. Corporate overheads Orana
Joint Organisation corporate overheads are for governance,
employment, administration functions and compliance required to
deliver on the Strategic Regional Plan and associated Plans of
operations. Competitive neutrality Competitive Neutrality is one of
the principles of National Competition Policy applied throughout
Australia at all levels of Government, including Local Government.
Competitive neutrality is based on the concept of a “level playing
field” for competitors in a market, be they public or private
sector competitors. All Government business organisations should
operate without net competitive advantages over businesses as a
result of their public ownership. Where Orana Joint Organisation
competes in the market place with other private businesses, Orana
Joint Organisation will do so on the basis that it does not utilise
its public position to gain an unfair advantage over private
businesses that may be in competition with Orana Joint Organisation
or the Councils. Goods and services tax The Federal Government’s
Goods and Services Tax (GST) must be applied to non-exempt fees and
charges. The current rate of the GST is 10% and is included in the
price paid by the recipient of the service. The GST indicators (GST
exempt or not) in the list of fees and charges are subject to
change at any time from changes that occur in the GST Act and/or
regulations.
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Orana Joint Organisation Statement of Revenue Policy 7 | P a g
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5. Fees for service Approved fees for service Section 608 of the
Local Government Act 1993 provides that the Orana Joint
Organisation may charge and recover an approved fee for any service
it provides, other than a service provided, or proposed to be
provided on an annual basis for which it is authorised or required
to make an annual charge under Section 496 or 501 of the Act.
Section 609 of the Act provides that when determining the approved
fee, the Orana Joint Organisation must take into account the
following factors: the cost of the Council providing the service;
the price suggested for that service by any relevant industry body
or in any schedule of
charges published, from time to time, by the Office of Local
Government; the importance of the service to the community; and any
factors specified in the regulations under the Act.
Credit card surcharge Orana Joint Organisation imposes a Credit
Card Surcharge on all payments made via credit card in accordance
with Reform of Credit Card Schemes in Australia (iv) and Final
Reforms and Regulation Impact Statement August 2002. Private works
Orana Joint Organisation may carry out any kind of work that may
lawfully be carried out. Private work will be carried out on the
basis of a charge representing full cost recovery of the work
carried out plus a margin for profit. The profit margin is
dependent on and subject to market forces applying at the time.
Page 48 of 123September 2019 Orana JO Board Meeting
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ORANA JOINT ORGANISATION ORDINARY MEETING BUSINESS PAPER – 30
SEPTEMBER 2019 REPORTS TO JO – EXECUTIVE OFFICER - PART A
(ACTION)
9.5 DELIVERY PROGRAM PROGRESS REPORT JUNE TO SEPTEMBER 2019
AUTHOR Executive Officer RESPONSIBLE OFFICER Executive officer
LINK TO SSRP Priority 4: A Capable and Collaborative Joint
Organisation
Executive Summary This report provides Orana JO Board with
information on the progress of the JO’s Delivery Program actions
from June to September 2019.
Report The Executive Officer ensures that the progress reports
on the progress of the Orana JO’s Statement of Strategic Regional
Priorities with respect to the principal activities detailed in the
Statement of Strategic Regional Priorities 2019-2022.
The report presents the progress on the JO’s achievements in
implanting the Plan, Each item in the Statement of Strategic
Regional Priorities is referenced to one of the key priorities.
These are the principal activities to be undertaken by the JO to
implement the objectives established by the Strategic Priorities
within the resources available under the budget.
Notable achievements include: • 2 funding applications submitted
in the period.• 1 funding application prepared and ready to submit
with OJO Board approval.• NSW Regional Connectivity pilot
program.
Financial Implications
Budget 2019/2020
Legal and Regulatory Compliance
Local Government Amendment (Regional Joint Organisations) Act
2017
Risk Management Issues
Compliance with legislative requirements
Internal/External Consultation
The JO’s Statement of Strategic Priorities is available on the
Orana JO website for public reference.
Attachments Attachment June to September 2019 Delivery Program
Progress Report.
Page 49 of 123September 2019 Orana JO Board Meeting
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DELIVERY PROGRAM PROGRESS REPORT JUNE TO SEPTEMBER 2019 cont’d
RECOMMENDATION
That the Delivery Program Progress Report from June to September
2019 be noted.
Page 50 of 123September 2019 Orana JO Board Meeting
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DELIVERY PROGRAM PROGRESS REPORT
July to September 2019
Page 51 of 123September 2019 Orana JO Board Meeting
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1 ORANA JO DELVERY PROGRAM PROGRESS REPORT
June to September 2019
Report on Progress
The Orana JO Executive Officer will report on the progress of
the activities undertaken in achieving the Statement of Regional
Strategic Priorities of the Orana JO.
The key accountability reporting points are:
• 2019/2020 a six monthly performance review of the Executive
Officer with the
Chair Orana JO, on progress in achieving the actions in the
Delivery Program; • Annual Performance Statement of the Orana
JO(not required in the first year of
establishment) which is prepared after the end of the financial
year, reporting achievements for each year, against the Statement
of Strategic Priorities;
• The Delivery Program should be reviewed annually together with
the Statement of Strategic Regional Priorities to ensure the
documents reflect the organisation’s direction, as well as progress
on the priorities and strategies.
• The incoming JO must undertake a review of the Statement of
Strategic Regional Priorities no later than 12 months after each
ordinary local government election.
Delivery Program
This is the plan where the Orana JO’s Statement of Strategic
Regional Priorities goals are translated into actions.
These are the principal activities to be undertaken by the JO to
implement the objectives established by the Strategic Priorities
within the resources available under the budget.
The Delivery Program is a statement of commitment to the Orana
JO region.
The short term focus for the Orana JO is Priority 1 – A
Connected Region, Priority 4 – A capable and collaborative JO and
Water (incorporating Orana Water Utilities Alliance).
This Delivery Plan is designed as the single point of reference
for all principle activities undertaken by the JO during 2019-2022
term.
All plans, projects, activities and funding allocations must be
directly linked to this Program.
Structure
• One Executive Officer (engaged for 25 hours per week). • Two
sponsoring General Managers (Ms Jane Redden, Narromine Shire
Council
and Mr David Neeves, Gilgandra Shire Council). • Administration
and HR Support provided via the Service Level Agreement
currently with Narromine Shire Council.
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CONTENTS Page
About the Joint Organisation 3
Vision & Principles 4
About the Orana Region 5 - 6
Connecting Regional Priorities and Plans 7
Our Strategic Priorities 8
Priority 1- A connected region 9 - 12
Priority 2 - A vibrant region 13 - 15
Priority 3 - An environmentally sustainable region 16 - 18
Priority 4 - A capable and collaborative Joint Organisation
19 - 21
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About the Orana Joint Organisation
Membership The Orana Joint Organisation (OJO) was proclaimed
under the Local Government Act 1993 in May 2018 with the inaugural
Orana JO Board meeting held in June 2018 at Gilgandra Shire
Council. Membership of the Organisation is voluntary, and current
the current membership is made up of:
• Bogan Shire Council • Gilgandra Shire Council • Narromine
Shire Council
• Mid-Western Shire Council • Warren Shire Council •
Warrumbungle Shire Council
The Orana JO 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 OJO are to:
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 OJO 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 – for the Region
‘A connected welcoming region, with vibrant communities’
Our mission – of the Joint Organisation
‘To be a leading Joint Organisation known for a high level of
achievement, collaborative excellence and strong commitment to the
regions communities’
Our Principles
Serve the best interests of the region and its communities
whilst respecting the operational autonomy of each member
council.
Be owned by and accountable to the Member Councils. Not impose
significant red tape cost or risks on Member Councils. Ensure that
benefits delivered for the region outweigh any costs and risks.
Work collaboratively with other levels of government, other
partners and
stakeholders and our neighbouring Joint Organisations. Support
and where possible enable significant regional projects and
initiatives. Operate the Joint Organisation with good governance
and professional
standards with respectful and considered decision making.
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Local priorities connecting to regional priorities The analysis
of the member Councils Community Strategic Plans showed common
local strategic priorities:
Extract from member councils Community Strategic Plans – Key
Priorities
As part of the development of the plan member councils were
interviewed and the following questions were explored:
• What are the top 3-5 strategic priorities for your Council? •
What are the top 3-5 strategic priorities for the region? • What
are the challenges and opportunities for the region?
The results of this survey and interviews confirmed the
following regional themes/priorities:
SOCIAL ECONOMIC ENVIRONMENT Social welfare
Aboriginal health and well being
Youth strategies
Health
Safety Education
Population Growth
Attracting and retaining
business and industry
Tourism
Infrastructure (Inland Rail, Roads and Bridges,)
Digital connectivity and
access
Water Security
Climate
Change/Drought
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Connecting Regional Priorities and Plans
A CONNECTED REGION A VIBRANT REGION AN ENVIRONMENTALLY
SUSTAINABLE REGION
LINKS TO STATE PLAN AND PRIORITIES Premiers Priorities:
• Delivering Infrastructure Regional Development Framework:
• Providing quality services and infrastructure to regional
NSW
• Aligning effort to support regional centres
• Identifying and activating economic potential
Central West and Orana Regional Plan:
• A region with strong
freight transport and utility infrastructure networks that
support economic growth
Premiers Priorities: • Creating jobs • 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
• Identifying and activating economic potential
Central West and Orana Regional Plan:
• A growing and diverse regional economy
• Strong communities and liveable places that cater for the
region’s changing population
Premiers Priorities: • Keeping our
Environment Clean Regional Development Framework:
• Providing quality services and infrastructure to regional
NSW
Central West and Orana Regional Plan:
• A region that
protects and enhances its productive agricultural land, natural
resources and environmental assets
The Joint Organisation Regional Strategic Priorities align with
a number of the NSW State Plan, Premiers priorities and programs
and funding opportunities aimed supporting regional growth and
sustainability.
As a collaborative model the JO success will depend on the close
relationship and connectedness it has with the other levels of
government and service providers in the region.
Success will come with strong partnerships and collaborative
effort.
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Our Strategic Priorities This plan has been organised around
four key themes of:
• A connected region • A vibrant region • An environmentally
sustainable region • A capable and collaborative Joint
Organisation
A range of strategies and actions have been identified for each
theme.
A CONNECTED REGION A VIBRANT REGION AN ENVIRONMENTALLY
SUSTAINABLE REGION
THEMES
STRATEGIES Infrastructure connectivity for people and
freight
Safe and Healthy communities
Water Security Waste Management
Digital connectivity
Youth and Indigenous employment and Well being
Adapting to climate events
A tourism destination Attracting and retaining
business and industry
Liveable communities
How we will achieve our strategic priorities ACTIONS A CAPABLE
AND COLLABORATIVE JOINT ORGANISATION ENABLER
For each theme OUR PARTNERS have been identified. These groups,
agencies and stakeholders are essential to achieving the strategies
and actions identified by the JO.
Each theme has also been mapped to the relevant State, Federal
or regional plans. As a collaborative model the Joint Organisation
success is critical upon working strongly with the partners and
tapping into state and regional plans and funding programs with the
same objectives.
Key Priorities 2019-2021 The Orana JO Board identified the
following strategies as their highest priority. For each of these
strategies a Board Priority Sub-Committee will be formed to focus
energy and resources to these priorities. All other strategies will
be overseen by the full board. The role of the subcommittees is to
be developed early 2019.
• Improve digital connectivity • Improve infrastructure
connectivity • Attract and retain business and industry • Improved
employment opportunities for youth and indigenous people • Ensure
water security for the region
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PRIORITY ONE – A CONNECTED REGION The Orana Joint Organisation
Region footprint stretches from Mudgee and Coonabarabran in the
eastern part of the region to Nyngan on the western edge, covering
an area of 56,612 square kilometres and has a population of just
over 50,000 and a road network of over 10,750 kms. It is a vast and
beautiful part of NSW. Connecting people and freight is essential
to the survival and growth of the communities of the Orana region.
Safe and reliable road networks, access to rail and air services
are economic enablers and for access to health and other essential
services in the larger regional centres and beyond.
Access to local air services is limited, and public transport is
not easily accessible. Movement of freight – both into and out of
the region – is limited by access to rail services and the quality
of some of the road networks.
Being able to take advantage of the new digital economy and
opportunities for business to relocate is constrained by inadequate
digital connectivity with reliable, high speed internet access
still unavailable to large sections of the region. This has effects
on the economic, social and liveability of the communities of the
region. Businesses, schools, health care and social service
providers all rely on digital connectivity. Regional tourism is
seen as an opportunity to showcase the region and wonderful
lifestyle – not just for visitors but tree/sea changers wanting to
embrace rural lifestyle. Valuable input to the local economies from
visitors’ boosts capacity, provides employment opportunities and
innovation and ideas.
OUR PARTNERS LINK TO STATE AND REGIONAL PLANS AND STRATEGIES
LHD, Planning, PHN, RMS, NSW Transport, Destination NSW and other
relevant agencies Industry and business Central West, Orana and Far
West RDA Committees Government agencies, DPC, neighbouring Joint
Organisations Service providers Non-Joint Organisation councils
Regional Leadership Executive (RLE) State and Federal Members
NSW State Priorities – ‘better government digital services’
https://www.nsw.gov.au/improving-nsw/premiers-priorities/ NSW
Government – A 20 Year Economic Vision for Regional NSW
https://www.nsw.gov.au/improving-nsw/regional-nsw/a-20-year-
economic-vision-for-regional-nsw/ Regional Development Framework
https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-
development-framework/ NSW Government – Future Transport Strategy
2056 https://future.transport.nsw.gov.au/ Central West Orana
Regional Plan
https://www.planning.nsw.gov.au/Plans-for-your-area/Regional-
Plans/Central-West-and-Orana
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https://www.nsw.gov.au/improving-nsw/premiers-priorities/https://www.nsw.gov.au/improving-nsw/regional-nsw/a-20-year-economic-vision-for-regional-nsw/https://www.nsw.gov.au/improving-nsw/regional-nsw/a-20-year-economic-vision-for-regional-nsw/https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-development-framework/https://www.nsw.gov.au/improving-nsw/regional-nsw/regional-development-framework/https://future.transport.nsw.gov.au/https://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Oranahttps://www.planning.nsw.gov.au/Plans-for-your-area/Regional-Plans/Central-West-and-Orana
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STRATEGY ACTIONS FOCUS AREA MEASURE OF SUCCESS 2019 Performance
measure Actual
Improvement in the infrastructure connectivity of people and
freight (2019-21 Priority)
Establish a JO Board Infrastructure subcommittee to oversee and
coordinate activities relating to connectivity for transport and
freight.
Strategic Planning and Priority Setting
A representative committee established and functioning well with
all partners
X
Infrastructure Subcommittee established in April 2019.
Infrastructure subcommittee to work with the region’s key
stakeholders to develop and implement evidenced based strategies
and resourcing plans to improve freight and transport
connectivity.
Strategic Planning and Priority Setting Intergovernmental
Collaboration
A prioritised freight strategy has been developed A transport
strategy is developed
X
Proactively working with key stakeholders including RMS,
Transport for NSW, Connecting Central West Orana Transport Plan,
NSW Planning and Environment, ARTC and CSIRO (Inland Rail)
Collection and collation of information for OJO alternate freight
strategy commenced from member councils. Proactively supporting NSW
DPIE - Planning and Environment to develop a key freight network
for the entire Western NSW region. To prioritise the delivery of
future freight network improvement projects in the Orana JO region
and in consultation with neighbouring JOs.
Advocate and work with governments and transport providers to
fund and deliver the agreed infrastructure projects to address
connectivity.
Regional Leadership and Advocacy
Priority projects funded and delivered JO participation in RLE,
regional committees/working groups
Work with key stakeholders to identify opportunities to deliver
investment and infrastructure from the inland rail project.
Strategic Planning and Priority Setting
Regional Leadership and Advocacy
JO participation in regional committees/working groups
Improvement in digital connectivity services and access (2019-21
Priority)
Establish a JO Board Digital subcommittee to oversee and
coordinate activities relating to digital connectivity
Strategic Planning and Priority Setting
Representative committee established and functioning well with
all partners
X OJO subcommittee convened late July 2019.
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Digital subcommittee to work