July 2011 Agenda without Confidential - Central Darling Shire · RECOMMENDATION That the apologies...

Mission Statement To promote the Central Darling Shire area by encouraging development through effective leadership,

community involvement and facilitation of services

Any public discussion of Council or Committee reports and recommendations is on the basis that such reports or recommendations do not have effect until adopted by a full meeting of Council.

CENTRAL DARLING

SHIRE COUNCIL

Agenda For the Ordinary Meeting

9:00am Tuesday 19th July 2011 at

Wilcannia

Council dedicated to serving its Communities.

Central Darling Shire Council-Ordinary Meeting-19th July 2011

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The above-mentioned Meeting of Council will be held in the Council Chambers, Wilcannia on Tuesday 19th July 2011 commencing at 9:00am. There will be a Citizenship Ceremony at 9:15am for Mr Kamrul Azim Beg & Mrs Rona Barnes. Morning Tea is scheduled to be served at 10.30am and lunch at 1:00pm. All refreshments will be served in the Council Chambers.

Order of Business

SECTION 1. RECEIPT OF APOLOGIES AND THE GRANTING OF LEAVE OF ABSENCE .......................... 5 SECTION 2. CONFIRMATION OF MINUTES OF PREVIOUS MEETING ........................................................ 6

2.1 Business Arising out of Minutes ................................................................................................................................. 6 2.2 Notices of Motion/Rescission ..................................................................................................................................... 6

SECTION 3. MAYORAL MINUTE OR REPORT...................................................................................................... 7 SECTION 4. PUBLIC ACCESS - QUESTIONS AND COMMENTS FROM THE PUBLIC ................................ 8 SECTION 5. ACTING GENERAL MANAGERS REPORT ...................................................................................... 9

5.1 Information Items ........................................................................................................................................................ 9 5.1.1 Citizenship Ceremony ........................................................................................................................................... 9 5.1.2 NAIDOC Week ...................................................................................................................................................... 9 5.1.3 Minister’s Visits ..................................................................................................................................................... 9 5.1.4 Councillor Question ............................................................................................................................................... 9 5.1.5 Sunset Strip S355 Committee Progress ................................................................................................................. 9 5.2 2011 Annual Shires Conference ............................................................................................................................... 10 5.3 Amendments to LGA 1993 – Conduct of Elections by Councils ............................................................................. 10 5.4 Amendments to LGA 1993 – Constitutional Arrangements for Councils ............................................................... 11 5.5 Regional Relocation Bill 2011 .................................................................................................................................. 12 5.6 NSW Rural Fire Service – Red Fleet Insurance ....................................................................................................... 12 5.7 Menindee Men’s Shed ............................................................................................................................................... 13 5.8 Bakandji Drive – Wilcannia ...................................................................................................................................... 14 5.9 Integrated Planning and Reporting Framework – Ministerial Order ........................................................................ 14 5.10 Bakandji Lore – Principles and Protocols for Engagement ...................................................................................... 15 5.11 Constitutional Recognition of Aboriginal and Torres Strait Islander Australians ................................................... 16 5.12 Media & Government Relations Support ................................................................................................................. 16 5.13 Acting General Manager’s Report : DLG Promoting Better Practice Review Report ............................................ 16

SECTION 6. MANAGER TECHNICAL AND ENGINEERING SERVICES ....................................................... 26 6.1 Activity Report June 2011 to July 2011 ................................................................................................................... 26 6.1.1 Councillor Questions ........................................................................................................................................... 26 6.1.2 Administration ..................................................................................................................................................... 26 6.1.3 Community Amenity ........................................................................................................................................... 28 6.1.4 Water Supplies ..................................................................................................................................................... 28 6.1.5 Sewerage .............................................................................................................................................................. 29 6.1.6 Central Darling Shire Assets ............................................................................................................................... 29 6.1.7 Transport & Communication ............................................................................................................................... 29 6.1.8 Aerodromes .......................................................................................................................................................... 31 6.2 Maintenance Grading Program ................................................................................................................................. 32

SECTION 7. MANAGER, ENVIRONMENTAL SERVICES REPORT ................................................................. 33 7.1 Information Items ...................................................................................................................................................... 33 7.1.1 Ranger/Animal Control Officer Position ............................................................................................................. 33 7.1.2 Risk Awards ......................................................................................................................................................... 33 7.1.3 Wilcannia Post Office – RDA Fund .................................................................................................................... 33 7.1.4 Ivanhoe Swimming Pool – Sport & Rec Funding ............................................................................................... 33 7.1.5 Companion Animals Act 1998 ............................................................................................................................ 33 7.2 Repeal of Part 3A Environmental Planning & Assessment Act 1979. ..................................................................... 33 7.3 NSW Home Saver Rebates ....................................................................................................................................... 34

SECTION 8. FINANCE MANAGERS REPORT ..................................................................................................... 35 8.1 Schedule of Investments............................................................................................................................................ 35 8.2 Rates Collection Statement ........................................................................................................................................... 35

SECTION 9. OF CORRESPONDENCE ................................................................................................................... 36 9.1 Media Releases .......................................................................................................................................................... 36 9.2 Letters ........................................................................................................................................................................ 37 9.3 Circular/Newsletters .................................................................................................................................................. 37

SECTION 10. THE RECEPTION OF REPORTS FROM COMMITTEES ........................................................... 38 10.1 Sunset Strip Progress Association Meeting held 26th March 2011 .......................................................................... 38 10.2 MANEX Meeting held 21st June 2011 ...................................................................................................................... 38 10.3 Ivanhoe Works Committee Meeting held 23rd June 2011 ....................................................................................... 38 10.4 Menindee Works Committee Meeting held 24th June 2011 ...................................................................................... 38 10.5 MANEX Meeting held 27th June 2011 ..................................................................................................................... 38

SECTION 11. DELEGATES REPORTS ................................................................................................................... 47


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SECTION 12. QUESTIONS WITH NOTICE ........................................................................................................... 48 SECTION 13. URGENT BUSINESS ......................................................................................................................... 49 SECTION 14. CONFIDENTIAL MEETING ........................................................................................................... 50

14.1 Report from Manager Environmental Services ........................................................................................................ 51 Comprehensive LEP - Draft Central Darling Council LEP 2011 .......................................................................................... 51 14.2 Report from Acting General Manager - Internal Audit Committee ......................................................................... 51 14.3 Progress in the Appointment of a General Manager................................................................................................. 51 14.4 Legal Advice Matter .................................................................................................................................................. 51

SECTION 15. FIXING DATES AND VENUES FOR NEXT MEETING.............................................................. 52


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SECTION 1. RECEIPT OF APOLOGIES AND THE GRANTING OF LEAVE OF ABSENCE

RECOMMENDATION That the apologies be received and noted and leave of absence be granted.


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SECTION 2. CONFIRMATION OF MINUTES OF PREVIOUS MEETING

RECOMMENDATION That the minutes of the Ordinary Meeting of the Council held on the 28th June 2011, copies of which were circulated to all Councillors be taken as read and confirmed as a correct record of the proceedings of the Meeting.

2.1 Business Arising out of Minutes

2.2 Notices of Motion/Rescission


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SECTION 3. MAYORAL MINUTE OR REPORT

RECOMMENDATION That the Mayoral Report be received and noted and further that;

29th June - Meeting with Community Members re NAIDOC Ball. 30th June - Meeting with CEO WLALC , Chair CWP and GHD- Re Indigenous Employment

Strategy in the Murdi Paaki Region 30th June - Meeting with Acting GM and Public Works re Reid St Development 1st July - Community Meeting re NAIDOC Ball in Wilcannia 4th July - Interviews for Position of GM – See later report 5th July - Attend Community Meeting with the NSW Minister for Aboriginal Affairs The Hon.

Victor Dominello MP 6th July - Meeting with NSW Minister for Aboriginal Affairs The Hon. Victor Dominello MP

and Acting GM. 6th July - Attend and assist at the NAIDOC Family Bush Day –Wilcannia 8th-10th July – Attend Mutawintji National Park Board of Management Meeting 9th July - Attend NAIDOC Ball in Wilcannia 10th July - Attend Community Meeting White Cliffs – This meeting was to establish if possible

a new Community based group to oversee all community based activity and Committees. The proposal was rejected by those attending. Council’s resolution to complete a review of all Sect 355 Committees in the Shire by September was noted. The opportunity was taken to discuss the Better Practice Review and proposed Community Strategic Planning Process

Audit Committee Review It is appropriate to note here that the Internal Audit Committee has passed a resolution that Council ratify the membership of the committee in particular as it currently includes the Mayor. It should also be noted that at the time Council appointed the Internal Auditor, it was agreed there would be a review in twelve months. That period has now passed.


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SECTION 4. PUBLIC ACCESS - QUESTIONS AND COMMENTS FROM THE PUBLIC

Councils policy in regards to public access to Council Meetings states

Public access to meetings of the Central Darling Shire Council are to be listed on the agenda following the Mayoral Minute.

Each member of the public who wishes to address Council is to register with the Management prior to the commencement of the meeting, listing their name and the general topic or topics they wish to raise. Those that register will have precedence.

Each address will be limited to five (5) minutes at the discretion of the Chair.

All Matters raised by members of the public will be recorded and actioned within one month of the meeting.


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SECTION 5. ACTING GENERAL MANAGERS REPORT

5.1 Information Items

5.1.1 Citizenship Ceremony Council has two citizens requiring citizenship ceremonies. These persons are Mr Kamrul Azim Beg and Rona Barnes It is proposed that the ceremony will be held at the July Council Meeting commencing a 9.15am.

5.1.2 NAIDOC Week During the week of the 4th July 2011, a number of NAIDOC week celebrations and activities have been occurring across the Shire, particularly in Wilcannia. A number of activities were available for all age groups.

5.1.3 Minister’s Visits On 6th July 2011, the Mayor and Acting General Manager met with the Minister for Aboriginal Affairs, Hon. Victor Dominello MP.

On Wednesday 13th July, Mayor, Councillors, Acting General Manager and Consultant – Glenn Ingliss met with the Minister for Western Division, Hon. Kevin Humphries.

5.1.4 Councillor Question Cr Reid queried last month as to whether there was any possibility of persons being located in each town to undertake emergency dog control tasks?

Primarily the role of Ranger/Animal Control Officer is based in Wilcannia. However in an emergency situation staff based in Wilcannia maybe too far away when needed. In the past these types of matters have generally been dealt with by the police, or by Council’s outdoor staff based at each location. This arrangement has worked when needed to a certain extent. It is noted that Council does have a pound in Menindee, but there is no pound in Ivanhoe at present.

5.1.5 Sunset Strip S355 Committee Progress Council has received a small number of nominations for the Sunset Strip S355 Committee. A letter will be drafted and sent to Sunset Strip ratepayers shortly seeking further expressions of interest for this committee.

It is also noted for Councillors information that the Sunset Strip Hall was broken into and vandalised on 30th June 2011. It would appear that taps were turned on and the building flooded, and gas lines cut. The police were notified and attended. Urgent repairs have been undertaken by Council Maintenance staff. Council’s insurer has been notified.

RECOMMENDATION That the Information Items be received and noted


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5.2 2011 Annual Shires Conference At the April 2011 meeting of Council, the delegates for the 2011 Shires Conference were considered. It was considered that attendance would be as per Council’s policy being the Mayor or nominated delegate, General Manager and one Councillor from each ward along with their spouse or partner. It was noted that Cr Longfellow was attending as a member of the Executive Committee and not as a Council delegate. It is noted that Council has been charged by the Shires Association for the attendance at the conference by Cr Longfellow. These costs include accommodation and conference costs.

RECOMMENDATION That Council ratifies the cost of these accounts for Cr Longfellow’s attendance at the 2011 Annual Shires Conference.

5.3 Amendments to LGA 1993 – Conduct of Elections by Councils The NSW Parliament has passed the Local Government (Amendment) Elections Act 2011. The provisions under this amendment commenced on 27th June 2011 and relate to changes concerning the conduct of Council elections.

Section 296 of the Act now provides that Council elections (and, by operation of Section 18 of the Act, constitutional referendums and polls) are to be administered by the General Manager of the Council. However, a Council may, within 12 months after an ordinary election of Councillors for the area, resolve that the Council is to enter into a contract or make arrangements with the Electoral Commissioner for the NSW Electoral Commission to administer all elections for the Council (other than elections of mayors and deputy mayors by Councillors). If such a contract is entered into or such arrangements made, the Electoral Commissioner is to administer all the elections, constitutional referendums and polls of the Council until the conclusion of the following ordinary election for Councillors.

Section 55(3) of the Act now provides that a Council need not invite tenders before entering into a contract with the Electoral Commissioner for the administration of the Council’s elections, constitutional referendums and polls. Where a Council decides to conduct its own elections, constitutional referendums and polls, Section 296 of the Act makes it clear that the General Manager is responsible for their conduct.

The responsibilities on Council are rather onerous if conducting their own elections including appointing returning officers, appointing polling places, determining fees payable to the returning officer, appointing substitute returning officers and electoral officials and managing relevant costs just to name a few.


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For the purposes of the conduct of the September 2012 ordinary elections, Schedule 8 of the Act provides that a Council may resolve, before 31st October 2011 (or such later date as may be prescribed by the regulation), to retain the Electoral Commissioner to administer its elections (other than elections of mayors and deputy mayors by Councillors), constitutional referendums and polls until the conclusion of the 2012 ordinary election for Councillors. Council will be informed if a later date is prescribed.

It is recommended by the Department that Councils do not make a final decision on who is to conduct their 2012 ordinary elections until they have considered the new regulation and guidelines. These documents are currently being developed and will be issued to Council soon. A further report will be brought to Council when this information is available. Attachment 1 provides further information for Council’s perusal.

RECOMMENDATION That a further report be presented to Council regarding the conduct of the September 2012 ordinary elections

5.4 Amendments to LGA 1993 – Constitutional Arrangements for Councils

As part of the above mentioned amendments to the LGA changes have been made concerning constitutional arrangements for Councils. These changes can into affect on the 27th June 2011 and include the following;

1. Enables Council, in certain circumstances, to make an application to the Minister for Local Government for approval to reduce the number of their Councillors without the need for approval at a constitutional referendum.

2. Enables Council, in certain circumstances, to make an application to the Minister for approval to abolish all wards in the areas without the need for approval at a constitutional referendum.

3. Provides that a by-election need not be held to fill a casual vacancy in the office of a Councillor (but not a mayor elected by the electors) if a constitutional referendum has approved a reduction in the number of Councillors for the Council area but the reduction has not yet taken effect.

4. Enables Councils to apply to the Minister for an order dispensing with the requirement to hold a by-election where a casual vacancy in the office of a Councillor (including a mayor elected by the electors of an area) occurs within 18 months before an ordinary election.

Ministerial approvals for reduction in number of Councillors without constitutional referendum

Section 224A of the Act now provides Councils with a further limited opportunity to make application to the Minister for approval to reduce their Councillor numbers without the need for approval at a constitutional referendum. Applications must be made no later than 5 months after the commencement of the Amending Act, that is, no later than 28th November 2011. This is an extensive process and is outlined in Attachment 2.


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Ministerial approvals for abolition of wards without constitutional referendum

Section 210B of the Act allows Council’s a one-off opportunity to resolve to apply to the Minister to approve the abolition of all wards of their Council areas. Applications must be made no later than 5 months after the commencement of the Amending Act, that is, no later that 28th November 2011. This is also an extensive process as outlined in Attachment 2.

Further information on filling of a casual vacancy in the office of a Councillor and the ability to dispense with the requirement to hold a by-election for a casual vacancy in the office of a Councillor are provided in Attachment 2.

RECOMMENDATION That the Amendments to LGA 1993 – Constitutional Arrangements for Councils report be received and noted.

5.5 Regional Relocation Bill 2011 Under the new Regional Relocation Bill 2011, a grant of $7,000 will be made available from July 1st 2011 to individuals or families who relocate from the metropolitan area of NSW to Regional NSW. The grant will be administered by the Office of State Revenue and will be dependent on an eligible applicant selling a house in the metropolitan area (as their principal place of residence) and buying a house in regional NSW (where the value of the property does not exceed $600,000).

For the purposes of the Relocation Grant the “metropolitan area” of NSW is defined as including Sydney and the surrounding local government areas of Wollondilly, Blue Mountains, Hawkesbury, Gosford and Wyong and Wollongong and Newcastle Council areas.

Local Councils in regional NSW have the choice of opting out of this scheme if concerned about population pressures. The Department of Trade and Investment, Regional Infrastructure and Services is seeking advice from Council on whether we wish to opt out of the scheme. It is recommended that Council remain involved in the scheme.

RECOMMENDATION That Council does not opt out of the Regional Relocation Scheme

5.6 NSW Rural Fire Service – Red Fleet Insurance The Asset Management Working Group of the Local Government Shires Association & NSW Rural Fire Service (NSW RFS) had made a recommendation that the NSW RFS discuss with Treasury Managed Fund (TMF) the possibility of providing State-wide Program of Insurance coverage for all recognised fleet and equipment.

The RFS has successfully negotiated with TMF a new centrally managed insurance arrangement for mobile assets under the RFS Red Fleet program. The funding for the insurance to TMF will be sourced from the Rural Fire Fighting Fund (RFFF). This NSW RFS managed insurance is to occur from 1st July 2011.


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This includes fire fighting appliances, group and troop vehicles, buses, logistical support vehicles, vessels, communication and community education vehicles and all dedicated trailers. Specifically this excludes slip on units and vehicles recorded as “privately owned” including private fire tankers and other powered equipment that is privately owned. Further information on the new red fleet insurance has been provided in Attachment 3.

RECOMMENDATION That the NSW Rural Fire Service – Red Fleet Insurance report be received and noted.

5.7 Menindee Men’s Shed Last month, Council considered a report on the Menindee Mens Shed. As a result of this report, Council requested further information on the draft licence to occupy and also the rental fee that is to be charged.

Council has been supplied with a proforma licence document from Uniting Care. This proforma licence has been drafted by Uniting Care and is the standard template they utilise for these types of arrangements. The document has been forwarded to Council’s legal adviser who has indicated that no obvious problems are noted. The draft licence has been forwarded to Council’s insurer for comments to ensure all necessary insurance clauses are included. A copy of the draft licence has been provided for Councillors as Attachment 4.

Discussions with Uniting Care reveal that it was originally promised that the rental would be a peppercorn rate.

The following issues are also clarified for Councillor’s information;

Car-parking – it is expected that cars associated with the Men’s Shed would utilise the RTC car park. There is sufficient onsite parking or alternatively street parking if required. Council’s public liability insurance covers these areas.

Rates and Charges – As the shed is located on Council land, Council will be responsible for paying the rates.

Water Charges – At this stage no water is connected to the shed. In the event water is connected a separate meter should be included to enable the Mens Shed to cover the cost for water used.

Electricity Charges – At this stage the shed is connected to the electricity supply from the Menindee RTC. The electricity used by the Mens Shed should be paid for by the group. This can be calculated when the group begin to actively use the shed through the difference in electricity bills received by Council.

Insurance – Council’s insurer covers the shed as an asset, and also the public liability associated with the car park and area outside the shed. Activities inside the shed and the persons within are covered under insurance provided by Uniting Care.

Activities – All the Mens Shed activities are to be confined to the shed.


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RECOMMENDATION That Council enter into the draft licence agreement with Uniting Care.

That Uniting Care occupy the Men’s Shed for a peppercorn rate.

5.8 Bakandji Drive – Wilcannia As noted last month, the proposed subdivision of 38 Bakandji Drive has been investigated. It is likely that the subdivision proposal could proceed but will require a number of steps.

The steps in the process would be as follows;.

1. The area needs to be surveyed to prepare the plans for the subdivision and consolidation.

2. It could be possible that the subdivision may be undertaken as a boundary adjustment and maybe exempt from the DA process. This is yet to be determined. If not, Council will prepare a DA for the proposal.

3. Proceed with the proposed subdivision (pending DA determination if required) – to subdivide Lots 10, 11, 12 & 13 in DP1522 and consolidate the allotments for the purpose of resolving a number of existing encroachments for the dwelling house.

It is recommended that the proposed subdivision proceed via the above steps. Once it is determined that the consolidation can be achieved Council will need to determine the agreed value of the land with the Wilcannia Local Aboriginal Land Council. It is expected that costs associated with the subdivision be meet by the Wilcannia Local Aboriginal Land Council.

RECOMMENDATION That Council proceed with the proposed subdivision of Lots 10, 11, 12 & 13 in DP1522 to subdivide and consolidate the allotments for the purpose of resolving a number of existing encroachments for the dwelling located at 38 Bakandji Drive, Wilcannia.

That Council prepare a DA for the proposed subdivision if deemed required.

That Council authorise Graham Howe, Surveyor to prepare relevant plans of subdivision and consolidation for forwarding to Council’s solicitors for actioning.

5.9 Integrated Planning and Reporting Framework – Ministerial Order

In accordance with Clause 95, Part 31 of Schedule 8 to the LGA 1993, a Ministerial Order placing councils that nominated in Groups 2 and 3 for the commencement of the new strategic planning provisions was published in the NSW Government Gazette on 10 June 2011.


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The Integrated Planning and Reporting Page of the Division’s website contains a complete list of all councils and the Group they are included in for commencement of integrated planning and reporting. Group 2 councils will commence under the new legislative requirements from 1st July this year, and Group 3 councils will follow from 1 July 2012. Central Darling is a Group 3 Council.

RECOMMENDATION That the Integrated Planning and Reporting Framework – Ministerial Order report be received and noted.

5.10 Bakandji Lore – Principles and Protocols for Engagement In early 2011 work commenced on the development of a set of community endorsed Engagement Principles and Protocols led by the Aboriginal community of Wilcannia.

The Principles and Protocols will assist agencies in working more effectively in partnership with the Wilcannia Aboriginal community to achieve sustainable outcomes from agency programs, while increasing community self-reliance, dignity and a sense of ownership over the development process.

This Principles and Protocols of Engagement will assist the community through the Community Working Party (CWP) and other key bodies, to establish more sustainable, productive and equal relationships of support and mutual respect with agencies. This will enable both parties to work more effectively together in rebuilding a safe, secure, and harmonious community with a viable future.

The development of the Wilcannia Principles & Protocols is a landmark event, enabling the Wilcannia Aboriginal Community a stronger voice and more informed role in local service delivery. This document was officially launched on Friday 8th July 2011 through a ceremony held at Ray Hunter Park, Wilcannia. It has been requested by the makers of the protocol that Council adopt the document. A copy has been included for Councils consideration as Attachment 5.

RECOMMENDATION That the Bakandji Lore – Principles and Protocols for Engagement report be received and noted.


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5.11 Constitutional Recognition of Aboriginal and Torres Strait Islander Australians

It is noted from correspondence received that there is consideration being given to the constitutional recognition of Aboriginal and Torres Strait Islander Australians. In 2010 the Prime Minister appointed a 20 member panel to lead a national conversation on how Aboriginal and Torres Strait Islander peoples could be recognised in the Australian Constitution. Information on the panel can be found at www.youmeunity.org.au . The panel will lead broad national consultations throughout the year and report to government by December 2011. Public consultations will occur at locations around Australia and be publicised on the Constitutional Recognition website. Last month the Panel released a discussion paper as a starting point for its national consultations. A copy of this discussion paper is provided as Attachment 6. Everyone is invited to have their say. A forum will be held in Wilcannia at the Community Hall on Wednesday 20th July 2011 from 12.30pm.

RECOMMENDATION That the Constitutional Recognition of Aboriginal and Torres Strait Islander Australians report be received and noted.

5.12 Media & Government Relations Support Over the past two years, up until April 2011, Stefiani Communications Group provided media and government relations support to Council. Stefiani was engaged by the Shire to help tell the story of Shire initiatives and its progress to metropolitan and regional audiences in NSW, and key State and Federal policymakers. Correspondence has been received from Stefiani indicating their desire to continue to provide media coverage for Council. A copy of their report showing media coverage provided to Council will be circulated at the July Council meeting. At this stage no quote has been provided. However it is noted that over the past two years Stefiani’s services have costed in the vicinity of $247,054 since the beginning of 2009. This consists of 24 monthly payments of $9,350 from April 2009 to March 2011. It is likely any further support maybe in the vicinity of $9,350 per month.

RECOMMENDATION For Council’s consideration

5.13 Acting General Manager’s Report : DLG Promoting Better Practice Review Report

Introduction

The purpose of this report is to seek Council approval of Central Darling Shire Council’s (CDSC) formal action response to the Division of Local Government’s (DLG) report – “Promoting Better Practice Program Review Report – January 2011”.


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Council’s response needs to take two forms. Firstly, in the form of a completed action plan specifically addressing the 56 recommendations contained within the report. Secondly, in the form of strategic advice as to how Council intends to seek external assistance to address the financial and governance issues. These responses are due to the DLG by 31st July 2011.

Council and DLG will use the action plan to monitor progress in implementing the report’s recommendations.

Background

The DLG completed a Promoting Better Practice (PBP) Review on Council and released its final Report in January 2011. A copy of the report has been made available to Councillors and is published on Council’s and the DLG websites.

The objectives of the review included generating momentum for a culture of continuous improvement and the promotion of good governance and ethical conduct within Council. The review is basically designed to act as a “health check”, giving confidence about what is being done well and assisting in providing focus on the key priority areas not performing appropriately.

All Council’s in NSW based on a rolling program complete a PBP Review at some time within a 5 to 10 year period.

Commentary

DLG Promoting Better Practice Report

The DLG has expressed considerable concern regards the general performance of Council. So much so, that the Chief Executive Local Government Mr Ross Woodward has taken the unusual step of including within the final report a “Chief Executive’s Comment” section. To ensure that Council, staff and the community are absolutely clear about the gravity of DLG’s concerns, I have reproduced this specific section below:

“Chief Executive’s Comment

This review has confirmed the Division’s opinion that Central Darling Shire Council is operating at a level well short of what is expected of a contemporary council.

After considering a number of issues raised by the review team, I suspended the review and wrote to the Council expressing my concern that it was unable to give effect to its chapter as provided in section 8 of the Act.

My letter also raised concerns regarding financial issues, Council’s strategic focus, its compliance with regulatory and other controls, its relationship with its community and staffing and management issues. These issues are repeated in the body of this report.

I asked that the Council provide its response indicating how the various issues might be overcome. I also asked that the Council indicate what external strategies might be adopted to overcome its current difficulties.

In writing to the Council, I emphasised that I was committed to obtaining the best outcome for the Shire’s residents.

Council in its response, did not concede the gravity of the situation and did not indicate strategies that would address my overall concerns.


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This report confirms my earlier concerns. It concludes that the overall performance cannot be simply dealt with by securing the adoption and implementation of the recommendations alone. The report recommends that the Council seek external assistance and suggests a number of strategies that might be adopted. I am deeply concerned that the Council appears to have regressed to a position that it occupied some 20 years ago.

It is now time for the Council to take steps and implement strategies that can take it forward. Accordingly, I require that Council provide advice within 2 months from the date of this report regarding the strategies it will put in place to enable it to obtain the external assistance required to overcome this critical issue.”

The comments by the Chief Executive and the general tenor of the report are crystal clear – implement significant and meaningful change sooner than later.

A particular pertinent comment is inter alia the reference to Council being unable to give effect to its charter as provided in section 8 LGA 1993.

Council in exercising its functions is obliged to pursue its charter with absolute purpose and commitment. It is at the core of Council’s role and responsibilities to the community it serves.

Continued failure to fundamentally comply with the charter would prompt a public enquiry and be material in any recommendation that Council be dismissed and placed under administration.

Shown at Attachment 7 is the completed DLG PBP Action Plan specifically addressing the 56 recommendations. To ensure Council completes all the implementation strategies within the targeted timeframes, it will require external assistance and budgetary provisions.

All implementation strategies as enumerated within the DLG PBP Action Plan have been assigned for direct responsibility to the General Manager. The purpose of this is to enable the Action Plan to form part of the General Manager’s Annual Performance Agreement.

Performance management is an essential component of good management practice. It provides the means by which to monitor organisational performance by linking and aligning individual and organisational objectives and results.

The General Manager is accountable for the fulfilment by the organisation of its goals, statutory responsibilities and the targets set out in Council’s various strategic and management plans. The General Manager has overall accountability for the leadership and effective management of Council’s governance and should ensure the highest levels of probity and professionalism are maintained across the organisation.

Implementation of the DLG PBP Action Plan and the Integrated Planning and Reporting Legislation must by necessity be the top priority target outcome areas in the General Manager’s Performance Agreement.

The DLG PBP Action Plan is recommended for endorsement and submission to the DLG.

Modernising Agenda

The PBP Review Report has succinctly identified specific gaps between fundamental legal responsibilities and reality for CDSC. These gaps cover:

CDSC’s role and purpose

Infrastructure management

Service provision


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Community relationships

Management and staffing

Revenue capacity

Compliance and regulatory control

Financial management

Governance practices

Administrative capacity

Fiscal sustainability

Whilst issues of governance, regulatory control, relationships, training and development, administrative capacity building and so forth can all be improved and managed over time to acceptable standards, solutions will come at a recurrent cost and more needs to be done.

The elephant in the room will still remain – fiscal sustainability. The core issue is revenue capacity now and into the future.

There is no single solution that will solve the financial challenges of CDSC. The gravity of the situation demands a combination of measures. These can and may include:

Efficiency measures - adopting flexible work practices, redesigning work practices and systems, adopting productivity saving targets, sharing staff resources with other Councils, outsourcing service delivery, shared delivery models.

Revising responsibilities measures – abandoning particular functions, and/or transferring them to other organisations.

Revenue raising measures – increase rates above rate pegging, increasing fees and charges, increasing loan borrowings, seek more grant funding.

Capacity building measures – improving the management and governance capacity of both Councillors and professional staff, by clarifying roles and responsibilities, being more entrepreneurial to use scarce resources to maximise productivity and effectiveness, and establishing milestones for monitoring performance.

Refocus of priority measures – adopt zero based budgeting whereby all current activities are re-examined as to their purpose, justification and necessity; and developing and implementing prudent long term strategic and financial plans to guide in the identification of priorities and responding to emerging challenges.

The Council needs a new model of service delivery, new funding models and a new organisational design for a wide range of unique demands and challenges. New designs that generates the capacity to provide better government, better services and a prosperous and sustainable future for the community.

In summary, CDSC must modernise. It must introduce an agenda to modernise its service delivery, modernise its governance, modernise its management arrangements and modernise its entire modus operandi.


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Good Governance

A central theme throughout the DLG report is Council’s failure to understand and fully appreciate the value and importance of good governance.

Governance is about how organisations go about their day to day business in achieving their goals and producing their outputs.

Good governance is when governance is underpinned by accountability, integrity and transparency.

CDSC does not have good governance.

Good governance is important because it:

Underpins the level of confidence that people have in Council and the public sector and the services that it provides;

Effects the quality of outputs;

Is a value added activity;

Ensures that Council meets its legislative responsibilities; and

Is a strong reminder of the ultimate accountability of Council to the community it serves.

Council will need to adopt 4 key principles if it is to achieve good governance:

Principle 1 – Culture and vision. A positive culture and a clear and owned vision and accompanying strategies.

Principle 2 – Roles and relationships. An acceptance of the different roles that operate within Council and positive working relationships between them.

Principle 3 – Decision-making and management. Effective decision-making and related management processes that reflect transparency and accountability.

Principle 4 – Accountability. The need for Council to account for its activities and have systems in place which support and reinforce this accountability.

Ten Year Community Strategic Plan

Council must fully implement all the requirements of the Integrated Planning and Reporting Legislation (IPRL) and have its first CDSC 10 Year Community Strategic Plan (CSP) adopted and operational from 1st July 2012. Reference here is made to Council’s IPRL obligations specifically described in the DLG Review Report. Concerns are expressed by DLG as to Council’s capacity to fully implement the legislation.

The importance of implementing the IPRL within the statutory timeframes cannot be stressed enough. A specific IPRL Project Plan is currently being prepared for adoption by Council and submission to DLG.

The CDSC 10 Year CSP will act as a blueprint to guide Council and the community. The CSP must reflect the entirety of the local community’s priorities and aspirations for the future, not just those priorities that Council is directly responsible for.

This new custodial role in initiating, developing and monitoring the CSP on behalf of the community will be pivotal in the quest to put in place the necessary drivers to ensure a continual improvement in people’s quality of life and quality of living standards. This new leadership role will also require Council to integrate the activities of Federal and State agencies to align with local community priorities.


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As the CSP will be the highest level plan that Council prepares, it provides the perfect opportunity for Council to form strong and positive partnerships with the community and government bodies and agencies. These relationships will be at the heart of any plans or strategies to obtain financial sustainability and quality of community life improvements over the longer term.

The most critical element in the strategic planning process is the community engagement strategy.

The end result of the engagement process, must be an agreed community framework that is designed to produce action; to guide and improve policy and decision-making; to stimulate creative and powerful partnerships, and to help resolve issues and debates between competing community interests. Once adopted, the CSP will allow Council in its decision-making capacity, to be confident that its actions will be embraced and supported.

Effective engagement and agreement on a desired community future demonstrates the tremendous potential of a community’s ability to work towards common and diverse goals.

Accompanying the CSP will be the 4 year Delivery Plan and 1 year Operational Plan. These plans will be complemented by a 10 year financial strategy which both establishes the fiscal parameters within which Council is able to operate and demonstrates how Council has allocated its limited financial resources.

Integral to these financial strategies will be Council’s intended revenue policies. Council within the financial plan must provide :

Projected financial statements containing estimates of total income and expenditure;

Projected cash flow statements

Projected cash positions for internal and external restrictions

Statements with respect to the types of rates, charges and fees to be levied

Statements of pricing policy with respect to the goods and services provided by Council

Statement of proposed borrowings.

To assist in the early preparation and identification of the key financial constraints, Council should adopt a financial management framework that is straightforward and simple to understand. This will enable a base-line position to be established for the Long Term Financial Plan. Therefore, it is recommended that Council adopt the following financial objectives and strategies to enable identification and modelling of strategic fiscal sustainability options:

Maintain service levels where possible and fund other recurrent obligations such as loan repayments, plant replacement and employee leave entitlements.

Pursue strategic management objectives identified in the Community Strategic Plan, Delivery Plan and Operational Plan.

Preserve the investment of the community in the many assets to which Council is custodian.

Protect itself against financial setbacks and where possible unknown contingencies.

In pursuit of these four (4) objectives, the following strategies are recommended:


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Strategy 1

Maintain a balanced budget with an accumulated unrestricted cash balance in the order of 10% of total operating expenditure (approximately $(TBA)

Council must ensure that, like a household, it spends no more on its recurrent operations than it earns. Any excess revenue it earns can then be used to fund new initiatives (e.g. new or expanded services) or capital works.

Similarly, Council’s total expenditure (i.e. recurrent operations plus capital works) cannot exceed total earnings. Council’s accumulated unrestricted cash target of $(TBA) reflects the need to provide adequate cash flow throughout the year to finance operations and more importantly protect Council against unknown contingencies or financial setbacks.

Clearly, if Council desires to provide properly funded asset management programs, maintain an acceptable level of works and services and still be able to meet increasing costs associated in the form of meeting all statutory requirements and unfunded mandates, there is the need to increase the general purpose rating base and other revenue sources, or reduce recurrent service levels, or reduce operational costs, or any combination of these options.

The necessity to increase rate income as a percentage of total income is important if Council is to strategically and prudently place itself in a position of sustainable financial strength.

Strategy 2

Maintaining funds sufficient to meet known financial commitments beyond the current budget period and renew or acquire capital infrastructure assets.

Council has many financial obligations which although not falling due during the current year, need to be provided for. Employee leave entitlements and long-term asset replacement are all costs which should be ‘smoothed out’ over time to avoid the whole burden falling in any given year.

In recognition of this, Council must be very deliberate in how it sets aside restricted assets. Council has developed policy statements and will develop targets for the level of funds to be set aside for each of these known commitments.

Strategy 3

Continually reassessing expenditure to ensure consistency with Council’s new strategic priorities.

In order to fund new priorities contained in the Delivery Plan and Operational Plan it is always necessary to review Council’s relative commitment to existing programs.

Determining which, if any, activities may need to be scaled down or withdrawn in order to reallocate resources to fund higher priority activities.

Strategy 4

Stringently reviewing operating expenditure and improving efficiency.

This is a strategy that Council will need to implement and continually review. Improved labour and capital productivity are critical if Council is to continue in meeting its obligations.

Reference here is made to efficiency targets like reducing labour costs and operational cost reductions.


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Strategy 5

Concentrate our expenditure effort upon capital renewal.

There are two (2) dimensions to this strategy:

1. Spending more on capital renewal (particularly in roads, bridges, water and sewer systems) and

2. Making sure that what is spent is done more cost-effectively.

The need to spend money on renewing our infrastructure continues to grow. More and more into the future, Council will need to find ways of funding this burgeoning requirement through reduced operational costs and increased revenue (particularly user fees, government grants and developer contributions).

In relation to greater cost-effectiveness, emphasis is being placed upon the life cycle management of assets. Better management and maintenance of infrastructure is vital to ensuring optimum results from what is spent.

Strategy 6

Pursue increased cost recovery on services and assets (once social and community service obligations are discounted).

Revenue derived from fees and charges will always stand out as an area requiring close analysis and critical scrutiny. Council must plan to become more expert and transparent in the way it prices its services and access to community infrastructure.

In particular, Council must ensure that ratepayers are not unwittingly subsidising services that don’t meet the needs test in terms of social justice and community service obligations.

The fees and charges schedule continually needs to be critically reviewed to ensure maximisation of revenue from services provided, and the level of fees and charges imposed on community groups and organisations reflects Council’s community service obligations.

Strategy 7

Maximise return on investments.

Council maintains a cash and commercial portfolio which generates income.

Like any investor Council must carefully manage these investment assets to maximise returns within acceptable risk parameters and the contribution these assets make to funding works and services for the community.

Policy Implications

There are substantial policy implications with many of the DLG PBP Action Plan recommendations and these are described within the DLG Report and proposed action plan. As the recommendations are progressively implemented and endorsed by Council, policy implications will be further reported.

Financial Implications

There are significant financial implications for Council in the implementation of many of the recommendations. Itemised budgets for individual actions have not been completed at this time and will be progressively reported to Council.


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Longer term fiscal sustainability will be examined within the 10 Year Long Term Financial Plan frame work. A number of specific Councillor workshops will be conducted to review the financial modelling scenarios and sustainability options.

Legal Implications

There are a number of legal implications with many of the DLG recommendations and these are described within the DLG Report and proposed action plan.

Community Consultation

The DLG final report is published on Council’s and the DLG websites.

The community engagement strategy that Council employs as part of the CSP will provide an excellent opportunity for Council to undertake real and meaningful dialogue about the reality of the fiscal, governance and management challenges confronting CDSC.

RECOMMENDATION That the Acting General Manager’s Report “DLG Promoting Better Practice Review Report” be received and noted and further:

That the DLG Promoting Better Practice Action Plan addressing the 56 recommendations be adopted and submitted to the Division of Local Government by 31st July 2011;

That an Integrated Planning and Reporting Legislation Project Plan be completed and submitted to the DLG;

That the Division of Local Government be advised that Council has engaged external assistance to assist with implementation of the DLG Promoting Better Practice Action Plan and Integrated Planning and Reporting Legislation Project Plan including staff mentoring;

That the Division of Local Government be advised that Council intends to use the IPRL framework to enable Council to proactively undertake real and meaningful dialogue with the community and Federal and State Government bodies and agencies about the reality of the fiscal, governance and management challenges confronting CDSC.

That the governance principles as described in the report be adopted and form the basis of preparing a CDSC Good Governance Policy Manual;


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That the financial strategies as described within the report be adopted and form the basis of determining Council’s base-line position for the 2012 CDSC Community Strategic Plan and associated 10 Year Long Term Financial Plan;

That the Minister for Local Government and Minister for Far Western NSW be requested to provide financial and professional assistance and nominate CDSC as a case study example to test and validate the value and integrity of the Integrated Planning and Reporting Legislation as a holistic community strategic planning model to consult, model, plan, shape and monitor a sustainable and prosperous future for rural and remote communities.

That a copy of this report be provided to the Division of Local Government with the DLG Promoting Better Practice Action Plan.

That the DLG Promoting Better Practice Action Plan and Integrated Planning and Reporting Legislation Project Plan form part of the General Manager’s Performance Agreement.


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SECTION 6. MANAGER TECHNICAL AND ENGINEERING SERVICES

6.1 Activity Report June 2011 to July 2011

6.1.1 Councillor Questions Nil

6.1.2 Administration Training

Chemical Users Training – 29th June, Wilcannia, 8 staff.

Chemical Users Training – 4th July, Menindee, 5 staff.

TCP Training (Yellow Card) – 30th June, Bourke, 1 staff.

Water Utilities Training – 6th and 7th July, Darlington Point, 4 staff.

Workshops, Meetings and Conferences

Works Committee Meeting – Menindee 24th June

Manager Technical and Engineering Services, Works Engineer, Assistant Overseer, Town Ganger, Mayor, Cr Reid, and members of the public attended. Copy of the minutes is attached for Councils perusal in section 10.

Works Committee Meeting – Ivanhoe 23rd June

Manager Technical and Engineering Services, Works Engineer, Roads Overseer, Cr Longfellow, Cr Linnett attended. Copy of the minutes is attached for Councils perusal in Section 10.

Depot Office

Location Task Comments Manager of Technical and Engineering Services

Office/Shire Supervision, Enquiries, Inspections, Invoices Ongoing

Works Programme 2010/2011 Programme 95% Complete

Water/Sewer Asset Capture and implement In Progress

Grant Applications Remote Airstrip Service Program Complete

Natural Disaster Funding In Progress

Regional Roads REPAIR Program

Submit Application 2010/2011 Complete

Ivanhoe Bores To be reassessed in December 2011.

On hold

Wilcannia 2nd Bore Install pumps and power and connect to town water supply

Awaiting NOW

advice for drought relief

funding. Plant Replacement Wilcannia Roads Maintenance

Truck Complete


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Project Engineer

Wilcannia Weir Immediate works to minimise leakage New Weir proposal

Application completed In progress

Wilcannia Water and Sewer

Remote Communities Assistance Aboriginal Communities

Approved In progress.

Steering Committee

Meeting No.1 held on 7/4/2011 combined with inspection of water supply

and sewerage infrastructure.

Surveying commenced on

11/5/2011. Tender

documents being prepared

for filtered reservoir internal

relining. Drought Management Plan

Review and Update Completed to final draft

Aboriginal Communities Water and Sewer Program – Warrali and Mallee

Provide water and sewer services in accordance with the draft management plan and interim arrangements between Council, WALC and NSW Office of Water

Interim arrangements

commenced on 19/9/10

Darling River Monitoring Station

Meet stakeholders on-site to discuss issues and consider alternatives. NSW Office of Water to provide a response to the issues raised by interested residents.

Received reply from NSW

Office of Water.

Wilcannia Weir Meeting

Convene meeting with all relevant stakeholders on the future of the Wilcannia Weir.

Wilcannia Weir Steering

Committee established.

Steering Committee

Meeting No.1 held on

14/4/2011 and with 2nd Steering

Committee Meeting to be

held on Monday 9th May 2011.

Assets Roads Manager

State Roads RMCC

Works Proposals submitted this Month

0

Works Orders received (total for 14


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the year)

RTA Works Proposals and Works Orders. Routine Maintenance Register. Highway routine inspections.

5 WO Completed

On Going On Going

Overseer

Office/Shire Staff supervision, Enquiries, Inspections.

Ongoing

Shire Roads Flood Damage Assessment 2010 Flood Damage Assessment 2011

Complete Complete

MR 428 Reconstruction Works 100% Complete

6.1.3 Community Amenity

Public Conveniences

General maintenance all towns

6.1.4 Water Supplies Wilcannia

Wilcannia Filtered and Raw Water

Filtered and Raw Water for the town is sourced from the Darling River Weir Pool

Water levels at the Weir

On 16th June 2011 the Darling River was approx. 1.7m

See graph below for Louth and Menindee for indication of river levels at Wilcannia due to river level information at Wilcannia not being available from Bureau of Meteorology at present time.


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Pumps

Wilcannia Water Treatment Plant.

Satisfactory operation at the Water Treatment Plan.

White Cliffs

Satisfactory Operation

Water Levels, June 2011. All dams at capacity

Tank 1 = 5.0m

Tank 2 = 4.0m

Tank 3 = 7.75m (Wakefield) Supply for the Town

Ivanhoe

Satisfactory Operation, water supplied from the bore field’s storage; Flow rate is steady at 4.5 l/sec. Water Levels, June 2011.

Town storage 45 megalitres.

Morrison’s lake storage 400 megalitres. (capacity)

Water testing is being undertaken this week, 20th June, to enable a chemical and biological analysis of the raw water in Morrisons lake storage to determine the best way for water treatment processes to proceed. Test results have been forwarded to the NSW Office of Water for advice with respect to treatment requirements.

6.1.5 Sewerage Satisfactory operations, general maintenance, Wilcannia.

Routine Maintenance and inspections on the pump stations and pump wells.

6.1.6 Central Darling Shire Assets Roads, Water and Sewer assets

Inspected and logged into the Asset data system.

NAMS (National Asset Management System) purchased by Council and training is ongoing. Asset register is to be updated and submitted to the NAMS web site to enable Council to produce the draft Asset Management Plan.

2 additional staff booked in for training, July in Adelaide, 1 from Engineering (infrastructure assets), 1 from Environmental (Building Assets)

6.1.7 Transport & Communication General


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State Roads - RTA Routine Maintenance Council Contract (RMCC)

Road Activity Comments

SH 8 Barrier Highway = 167.32 km Routine maintenance (RMCC)

100% Complete

SH21 Cobb Highway = 219.38 km Routine maintenance (RMCC) Maintenance Grade

100% Complete

Flood Damage Feb/ March 2010 Event

Flood Damage , as at 7th June 2011

Note : Includes Emergency & Restoration Works

Road Approved Spent Remaining SH21 Cobb Highway $298,440 $298,440 $0

MR 416 Ivanhoe - Cobar $22,800 $22,800 $0

MR 428 Kayrunnera $107,740 $107,740 $0

MR 435 White Cliffs rd $402,330 $402,330 $0

MR 68A Tilpa West $90,744 $90,744 $0

MR 68C Pooncarie rd $19,815 $19,815 $0

Sub Total (Main Roads) $643,429 $643,429 $0

SR1 Tilpa East $116,928 $38,683 $78,245

SR 3 Tongo $283,092 $86,354 $196,738

SR 4 Monolon rd $302,067 $265,338 $36,729

SR 5 Wanaaring rd $807,015 $331,887 $475,128

SR 6 Mandalay rd $250,804 $250,804 $0

SR 9 Norma Downs rd $320,103 $273,716 $46,387

SR 13 Ashmont $81,800 $81,800 $0

SR 14 Coolaminyah $151,618 $151,618 $0

SR 20 Baden park $165,600 $165,600 $0

SR 22 Cultowa $122,922 $28,298 $94,624

SR 32 Glendara $171,736 $73,807 $97,929

SR 49 Yancannia $59,596 $9,292 $50,304

Sub Total (Local Roads) $2,833,281 $1,757,197 $1,076,084

Total (MR + LR) $3,476,710 $2,400,626 $1,076,084


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Flood Damage December 2010 Event

Flood Damage 2011 , as at 8th June 2011

Note : Includes Emergency & Restoration Works

Road Approved Spent Remaining SH8 Barrier Highway $38,352 $38,352 $0

SH21 Cobby Highway $2,710 $2,710 $0

MR 428 Kayrunnera $77,934 $0 $77,934

MR 433 Ivanhoe Menindee $196,846 $70,203 $126,686

MR 435 Opal Miners Way $222,957 $2,714 $220,243

MR 68A Tilpa West $138,863 $2,608 $136,255

MR 68B Menindee West $525,576 $80,818 $444,758

MR 68C Pooncarie $203,243 $47,054 $156,189

Sub Total (Main Roads) $1,365,419 $244,459 $1,120,960

SR 1 Tilpa East $75,126 $10,788 $64,338

SR 2 Louth $50,883 $841 $50,042

SR 3 Tongo $22,927 $399 $22,528

SR 6 Mandalay $56,910 $0 $56,910

SR 7 Dry Lake $57,365 $0 $57,365

SR 9 Norma Downs $147,979 $1,063 $146,916

SR 10 Menindee East $168,043 $12,392 $155,651

SR 12 Terawynia $41,792 $557 $41,235

SR 13 Ashmont $107,994 $2,336 $105,658

SR 14 Coolaminyah $32,649 $2,724 $29,925

SR 37 Menindee Racecourse $25,110 $4,029 $21,081

Sub Total (Local Roads) $786,778 $35,130 $751,648

Total (MR + LR) $2,152,197 $279,589 $1,872,608

Note:

December 2010 event recently approved by RTA and submitted for approval. Formal announcement of funds has not been announced to date. Monies spent on this event are emergency works only to enable roads to be trafficked and opened; no monies have been spent on any restoration works.

6.1.8 Aerodromes

Menindee, Wilcannia, White Cliffs, Ivanhoe, Tilpa and Emmdale

Routine Inspections and maintenance ongoing.


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RECOMMENDATION That the Monthly Activity Report be received and noted

6.2 Maintenance Grading Program

This program has been prepared to enable Council to follow the progress of the grading on the Shire Road network. Grading Program June 2011 is shown at Attachment 8 for Councils information.

RECOMMENDATION That the Maintenance Grading Program June 2011 be received and noted.


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SECTION 7. MANAGER, ENVIRONMENTAL SERVICES REPORT

7.1 Information Items

7.1.1 Ranger/Animal Control Officer Position Applications have closed after being advertised for the second time for this position. The response has been low with only two applications received. These applications will be reviewed shortly as time permits.

7.1.2 Risk Awards Council has been encouraged by Statewide to enter the 2011 Risk Awards. This is for the progressive improvements Council has made to manage risks associated with our swimming pools during their operation throughout the warmer months.

7.1.3 Wilcannia Post Office – RDA Fund At this stage no announcements have been made regarding the RDA funding. It is understood there has been an overwhelming response to the funding with around 300 applications received for the first round. The second round of funding is expected to open in November 2011.

7.1.4 Ivanhoe Swimming Pool – Sport & Rec Funding No information has been received regarding Council’s funding application for the proposed new amenities at the Ivanhoe Swimming Pool.

7.1.5 Companion Animals Act 1998 A recent court judgement regarding the mauling and death of a small girl at Warren by a pack of hunting dogs is brought to the attention of Council. Council needs to ensure all available powers are enforced under the Companion Animal Act on an as needs basis and sufficient resources are provided to enable animal control to be undertaken effectively. A copy of the judgement has been provided as Attachment 9

RECOMMENDATION That the Information Items report be received and noted

7.2 Repeal of Part 3A Environmental Planning & Assessment Act 1979.

On 16th June 2011, the Minister for Planning introduced a bill into the NSW parliament which will, if it becomes an Act, repeal Part 3A of the Environmental Planning & Assessment Act 1979. In its place, the bill establishes and approval process for two new classes of development: State significant development and State significant infrastructure.

State significant development will be dealt with under Part 4 of the Act by the Minister. Significantly, environmental planning instruments (including LEP’s) will apply to State significant development. If an LEP prohibits the development, it cannot be approved by the Minister. The only exception to this is where part (but not all) of the development is prohibited. In this case, the Minister has the power to approve the whole development.


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State significant infrastructure will be dealt with under a new Part 5.1 by the Minister.

All development that is not State significant development, or State significant infrastructure, will be dealt with under Part 4 by the local council or a Joint Regional Planning Panel (JRPP).

The definition of State significant development is development declared in a State Environmental Planning Policy (SEPP) to be state significant development.

The definition of State significant infrastructure is development declared by a SEPP to be State significant infrastructure. The definition of infrastructure is development for the purposes of railways, roads, electricity transmission or distribution networks, pipelines, ports, wharfs or boating facilities, telecommunications, sewerage systems, stormwater management systems, water supply systems, waterway or foreshore management activities, flood mitigation works, public parks or reserves management, soil conservation works or other purposes described by the regulations.

Generally, State significant development and State significant infrastructure projects are relatively large, and the impact of repeal of Part 3 is likely to be minimal in Central Darling due to the rare occurrence of large projects.

RECOMMENDATION That the Repeal of Part 3A Environmental Planning & Assessment Act 1979 report be received and noted.

7.3 NSW Home Saver Rebates Correspondence received from the NSW Office of Environment & Heritage advises that the NSW Home Saver Rebates program ended on the 30th June 2011. This program was established in 2007 for NSW Households to receive a rebate for climate-friendly hot water systems, ceiling insulation, dual flush toilets, rainwater tanks or water efficient washing machines. Within Central Darling there was a good uptake of the rebates associated with rainwater tanks. This program was administered by the State Government – NSW Office of Environment & Office (former DEECW).

The department will continue to provide the following programs;

Home Power Savings Program – for pensioners and other low income earners, provides a free visit from an expert assessor who installs a power savings kit and provides advice.

NABERS Home – provides free on-line tools for householders to measure and compare their energy and water performance.

The Fridge Buyback program will continue to give $35 cash back to recycle your old working second fridge. Visit www.fridgebuyback.com.au or call 1800 708 401.

RECOMMENDATION That the NSW Home Saver Rebates report be received and noted.


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SECTION 8. FINANCE MANAGERS REPORT

8.1 Schedule of Investments

Schedule of Investments - June 2011

DATE

TIME PERIOD

INTERESTRATE

DUE DATE

TOTAL ($)

Deposits at Call

Westpac 4.55% $2,070,000

Australian Corporate Mortgage Backed Securities (Face Value)

Castlereagh Trust 90 Points over 3mth BBSW 6.05% 21-Jun-13 $1,500,000

Capital Value 30th June, 2011 $ 1,219,080

Total Investments as at 30th June 2011

11 am Call Account $2,070,000

Mortgage Backed Security $1,219,080

Term Deposits $0

$3,289,080

At Call refers to funds held at a financial institution that can be recalled within 24 hours.

The Mortgage Backed Security is a longer term investment with a floating interest rate on the Notes.

The rate is adjusted every 3 months. Council classifies this facility as 'available for sale' which

requires measurement at fair value at the end of the Period.

Commercial Bills and Term Deposits are short term investments issued by a bank with a promise to

pay a specified amount on settlement (being the face value plus interest).

The Collateralised Debt Obligation that Council holds with the Westpac Bank and Castlereagh Trust was valued at $,1,219,080 at the end of June 2011.

RECOMMENDATION That the Schedule of Investments report for June be received and adopted.

8.2 Rates Collection Statement The rate collection statement for the month of June is shown at Attachment 10 for information.

RECOMMENDATION That the Rates Collection Report for June be received and adopted.


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SECTION 9. OF CORRESPONDENCE

RECOMMENDATION That the Correspondence for Council be received and noted.

9.1 Media Releases

Date Sender Contents21/6/2011 Member for Murray-Darling Grants to improve Aboriginal

health in Broken Hill 22/6/2011 Member for Murray-Darling “Three strikes and you’re out”

Policy 22/6/2011 Member for Murray-Darling Williams welcomes

announcement of new state water CEO

22/62011 Member for Murray-Darling Improved reading help for regional and rural students.

22/6/2011 Beyond Zero Emissions Labor’s solar flagships: Smoke and Mirrors and coal seam gas.

24/6/2011 Member for Murray-Darling NSW Government attracting Sydney families to the Murray -Darling Electorate.

24/6/2011 Member for Murray-Darling Tourism to thrive in Murray-Darling electorate thanks to destination NSW

27/6/2011 The Hon Don Page MP Minister praises Councils Co-Operations

28/6/2011 NSW Government - Workcover Workcover and Wellington Council sign safe work alliance

30/6/2011 Member for Murray-Darling Wool Bales with for transportation has increased.

30/6/2011 Member for Murray-Darling NSW Government terminates Menindee Lakes Memorandum of Understanding.

4/6/2011 The Hon Don Page MP Councils can crack down on illegal parking.

4/6/2011 Member for Murray-Darling NSW Government approves funds to rebuild Urana Aquatic Centre.

7/6/2011 Member for Murray-Darling Lifeline Broken Hill receives $106,574 in funding.

9/6/2011 The Hon Don Page MP Minister Announces fresh review of Inter Governmental Agreement.


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9.2 Letters Date Sender Regarding 24/06/2011 NSW Local

Government Grants Commission

Financial assistance grants.

9.3 Circular/Newsletters

Sender Date Contents Local Government Association of NSW and the Shires Association of NSW

17/6/2011 Local Government Weekly 23/11

NSW Government, Premier & Cabinet Divison of Local Government

24/6/2011 Watershed Planning Event: Local Government – Destination 2036.

Local Government Association of NSW and the Shires Association of NSW



29/6/2011 Conduct of Elections by Council – Amendments to the Local Government Act 1993.


29/6/2011 Constitutional arrangements for Councils – Amendments to the Local Government Act 1993.




7/7/2011 Strengthening protections for public officials who make public interest disclosures.


8/7/2011 Guidelines for the appointment and oversigth og General Managers.


8/7/2011 Information about rating for 2011/2012 – maximum interest rate on overdue rates and charges.




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SECTION 10. THE RECEPTION OF REPORTS FROM COMMITTEES

RECOMMENDATION That the reports from Committees be received and noted

10.1 Sunset Strip Progress Association Meeting held 26th March 2011

RECOMMENDATION That Council receive and note the minutes of the Sunset Strip Progress Association Meeting held 26th March 2011

10.2 MANEX Meeting held 21st June 2011

RECOMMENDATION That Council receive and note the minutes of the MANEX Meeting held 21st June 2011

10.3 Ivanhoe Works Committee Meeting held 23rd June 2011

RECOMMENDATION That Council receive and note the minutes of the Ivanhoe Works Committee Meeting held 23rd June 2011

10.4 Menindee Works Committee Meeting held 24th June 2011

RECOMMENDATION That Council receive and note the minutes of the Menindee Works Committee Meeting held 24th June 2011

10.5 MANEX Meeting held 27th June 2011

RECOMMENDATION That Council receive and note the minutes of the MANEX Meeting held 27th June 2011


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MANEX Meeting held Tuesday 21st June 2011

Meeting Commenced at 10:05 am

Present: Leeanne Ryan Acting General Manager

Reece Wilson Manager Technical and Engineering Services

Jeff Forster Finance Manager

Adelaide Elliott Admin Officer -Environmental Services

Apologies Nil

Previous Minutes Nil

Matters Arising From Previous Minutes Nil

Outstanding Council Resolutions 28-5-11 – Sunset Strip S355 (Acting GM actioning resolution)

Questions With Notice from Councillors The Acting GM noted that there were three questions with notice from Clr Looney, being addressed in the June Agenda.

Staff Issues The FM noted that the new Debtor’s clerk starts this Friday.

The MTES gave a further update on the Workers Compensation Claim

MTES also noted that SCC recommended a reimbursement to be completed for Jarid Cattermole for a broken back window of his car, which was caused by a stray rock from the lawn mower mowing the nature strip.

MTES noted that the Roads & Assets Manager was seeking to undertake a Assets Management graduate program from the University of Tasmania.

The Acting GM thanked all staff and expressed her gratitude for picking up the extra work load while staff were absent.

MANEX discussed the need for a Risk & Asset Officer and a Human Resources person.

FM noted that bank staff had expressed an interest in wearing Westpac uniforms.

Occupational Health and Safety Nil

Other Business

i. Wilcannia River Radio Sponsorship

Discussion took place over the sponsorship for the Wilcannia River Radio Station

Next MANEX Meeting Monday 27th June 2:30pm at the Council Chambers.

There being no further business, the meeting concluded at 4:29pm


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CCCEEENNNTTTRRRAAALLL DDDAAARRRLLLIIINNNGGG SSSHHHIIIRRREEE CCCOOOUUUNNNCCCIIILLL Constituted 1 May 1959

Article I. Works Committee Meeting MEETING HELD

THURSDAY 23RD JUNE 2011 – IVANHOE MSO

The meeting commenced at 10.00am.

Article II. Apologies: Leeanne Ryan, Peter Sullivan, Paul Brown

Attendance:

Ray Longfellow Councillor CDSC Clive Linnett OAM AFSM Councillor CDSC Brian Mooney Works Engineer Reece Wilson Manager Technical and Engineering Services Geoff Sutton Roads Overseer

2.0 Confirmation of Minutes of Last Meeting

Thursday 17th December 2010 – Ivanhoe MSO

3.0 Matters arising from last minutes

Street sweeping is being done but on an irregular basis. MTES advised that Friday would be the programmed maintenance day for this. Is it possible for a bobcat attachment to be purchased to assist in this operation?

Correctional Centre have requested a key to the waste depot to enable them to tip rubbish from Community projects being done whilst the depot is closed.

ERSA information to be inspected and updated if necessary. Compaction tests to be done to determine what class of aircraft can land safely on each Shire airstrip. Follow up with Emergency Services for $ for $ contribution.

Investigation needed to clarify the easement, if any, from the Cobb Highway to the heritage ground tanks behind the pub. Also clarify land ownership of ground tanks.

Report to be submitted to the next Council meeting for a resolution on the proposed playground equipment installation at Ivanhoe. Ivanhoe rest area or Lions Park?

Street Lighting night inspection required with Orien Energy and Councillors. Obtain quote from Randall Johns for Main Street paving works and report back

at next meeting. Ivanhoe hospital still in poor condition. Dr Steve Flecknow Brown, Dept of

Health, to be contacted to ascertain if any works are programmed in the future. Access/ Driveways are still a concern with some residents. Report to be

supplied to Council to determine Councils responsibility and limitations of work. Indian Red paint to be supplied and repaint tourist signs around town.


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Old storage tanks within the oval – Cr Linnett has contacted Kerry Griffiths who previously purchased them for $600 but cannot find any proof of purchase. Tim McKenzie has also enquired about the possibility of acquiring 1 of these tanks. Expressions of interest to be advertised locally before granting permission to dismantle and clear site. It was agreed that the tanks cause a Health and Safety risk and Council would be better off without them.

4.0 General Business NEW ITEMS DISCUSSED

Ngiyampaa Signage – proceed with the installation of 2 signs as per letter from the Ivanhoe Community Working Party 23-3-2011. Any additional signs that are requested from the working party Council will install as a contribution in kind, however, the purchase of any additional signs should be covered by the Working party.

Ivanhoe Oval – It is in poor condition and needs immediate attention by way of watering and mowing. The amenities are in deplorable condition and also need attention and some maintenance carried out before they deteriorate beyond repair. The tuckshop, changerooms and toilets should be locked up with advisory signs installed on the doors and a key provided to the Post Office for distribution to those who need it (School sports days etc)

Caravan Park – There exists in Ivanhoe a privately owned caravan park which is currently for sale. There remains a query on the clarification of land ownership. Councillors believe that a good working caravan park for Ivanhoe is a good idea and should be added to the long term strategic plan. At present there are more urgent matters that need addressing.

Old Cemetery – Investigation needed into the legal acquisition of land to enable an access easement or similar to be established for the old cemetery, maintenance etc. It was advised that David Johnstone owns this land or part thereof.

Ivanhoe Water Supply – “Tooralee” owner, Craig McNab and manager Norm Barrett be invited to the next Works Meeting to discuss any issues. Copy of the agreement between Council and Tooralee to be provided.

5.0 Other Business

Long Term Projects to be addressed as part of the long term strategic plan include:

Footpath, Kerb and Guttering repairs and replacement Town Entrance Signs More accommodation and staff lodgings Street Lighting Drainage issues to be remedied Long Term Street scaping and town beautification Gainful employment Caravan Park


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Site visits included Oval and Transfield Camp (Staff Only) During the site visit to Transfield Rail Camp the MTES and Works Engineer had a chance to inspect the waste water treatment plant. Class A water is produced from this and there may be a possibility to utilise this water for the irrigation of the Ivanhoe Oval. Further investigation required.

Date/Time/Place of Next Meeting.

3 Monthly or as required Meeting closed at 12 noon.


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CCCEEENNNTTTRRRAAALLL DDDAAARRRLLLIIINNNGGG SSSHHHIIIRRREEE CCCOOOUUUNNNCCCIIILLL Constituted 1 May 1959

Article III. Works Committee Meeting MEETING HELD

FRIDAY 24TH JUNE 2011 – MENINDEE MSO

The meeting commenced at 10.00am.

Article IV. Apologies: Leeanne Ryan, Cr Looney, Cr Page

Attendance:

Moya Reid Councillor CDSC Brian Mooney Works Engineer Reece Wilson Manager Technical and Engineering Services Kevin Pumphrey Town Ganger Trevor Jones Assistant Overseer Paul Brown Mayor

4.0 Confirmation of Minutes of Last Meeting

Thursday 16th June 2011 – Menindee MSO

5.0 Matters Arising from Last Minutes

Greening the Main Street project – follow up with Regional Development

Australia (RDA) in regards to any progress here. It was suggested that funding may not be successful and Council may take on the project.

Youth Centre – It was confirmed that no funding is available through Murdi Parki, Steve Hogan, for this project on Menindee Oval. Application to be submitted in the next round. RDA investigated possible open sided structure for “Youth Activity Sports Centre”. Mayor advised that Paul Housia, Young Leaders Coordinator, may have possible funding opportunities. Community Development to follow up.

Health Service - question as to who owns the parcel of land adjacent to the Nursing Service

Playground – Follow up compliance with Australian Standards for existing and cost options for softfall and shade for the new equipment that has been purchased. Advise a date for installation.

Gravel and sand pits – Recent lab testing on 3 gravel pits around Menindee has been carried out. The most suitable material is from the Sunset Strip Pit but will still need stabilisation.

Menindee Streets Drainage issues – Main area of concern was the Haberfield/ Cawndilla area. Engineering has surveyed and investigated the possibility of installing culverts or other options to fix the problem here. It is feasible but has not been cost estimated as yet.


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Road down to the pump station – Country Water to be approached for any funding contributions to improve this section of road.

Nursing Service – 20year old playground here at Ngiyampaa Park is under Council control. Equipment to be included in the Shire wide playground audit.

6.0 New Items Discussed

Pedestrian Refuge Island for Menindee has been declined under the pedestrian safety program run by the RTA, as per Traffic Committee Meeting last held in Menindee.

Improve pram ramp/ wheelchair access from kerb to post office. Lane access adjacent Nursing Service to be looked at. Anne Crombie residence. Street signage needs improving Tree trimmings to be picked up near Nursing Service Irrigation Rd, washout reported and detour around it. Site inspection needed. Levee Bank request from Cr Page and Geoff Walsh. Site visit needed. Menindee BMX bicycle track – Clarify position, land ownership, type of facility, Council

liability issues to be investigated. Animal control – Is there a possibility of Menindee outdoor staff taking on Ranger

duties in the case of animal emergencies.

7.0 Other Business

Long Term Projects to be addressed as part of the long term strategic plan include:

Street Lighting upgrades to improve lighting within town. Footpaths, Kerb and Gutter – Extensions, replacements and repairs Historical Area (Pioneers park) to be developed. Fenced and locked

at night Boat Ramp development

8.0 Date/Time/Place of Next Meeting.

3 Monthly or as required Meeting closed at 12:00pm


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MANEX Meeting held Tuesday 27th June 2011

Meeting Commenced at 2:37pm

Present: Leeanne Ryan Acting General Manager

Reece Wilson Manager Technical and Engineering Services

Jeff Forster Finance Manager

Adelaide Elliott Admin Officer -Environmental Services

Apologies Nil

Previous Minutes Nil

Matters Arising From Previous Minutes Nil

Outstanding Council Resolutions 28-5-11 – Sunset Strip S355 (Acting GM actioning resolution)

Questions With Notice from Councillors Nil

Strategic Planning for DLG The Acting General Manager to report to Council on the contractual conditions of Senior Staff.

Staff Issues The MTES noted that he had been in contact with Andrew Boog in regards to the workers compensation claim

Occupational Health and Safety The MTES reported that he has a conflict situation that requires resolving.

Other Business

Discussion took place over a playground audit, MTES noted that he would follow up and complete the required audits.

MTES asked about the Alcohol free zones signs throughout the township of Wilcannia.

Acting GM advised signs had been erected and these locations will be checked.

MTES queried the availability of wheelie bins, MTES to follow up wheelie bin stands.

Next MANEX meeting Wednesday 6th July at 2:00pm at the Council Chambers.

There being no further business, the meeting concluded at 4:03pm


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SECTION 11. DELEGATES REPORTS

RECOMMENDATION That the Delegates reports be received and noted.


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SECTION 12. QUESTIONS WITH NOTICE

RECOMMENDATION That the Councillors Questions with Notice be received and noted.

Councillor Reid

1. In response to accusations made by certain members of the “new” Sunset Strip Progress Association regarding the allocation of funding for the upgrade of the kitchen at Sunset Strip Hall, a breakdown of the costs and Council’s Administration Fee is required please.

Response:

The funding was costed for the following items – new kitchen renovations including expresso machine and grill = $14123. Remaining funds of $877 allocated as Admin costs.

2. The removal of a microwave oven from the Sunset Strip Hall has also been questioned, if this could also be followed up with the Building/Maintenance Person as to why it was removed?

Response:

The microwave was present when kitchen renovations were undertaken. Council staff have not removed the microwave.

3. Will the new S355 Committee for Sunset Strip, be inducted in regards to Council Policy and will they also be made aware of Council Code of Conduct, and rules Governing the use of this Reserve, and also the insurance implications should this not be adhered too?

Response:

Yes, under the LGA 1993 there is no option but to comply with the Relevant legislation.


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SECTION 13. URGENT BUSINESS

Any other matter which the Mayor may allow to be brought forward

RECOMMENDATION That Urgent Business be received and noted.


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SECTION 14. CONFIDENTIAL MEETING

CLOSED COUNCIL

Confidential Reports

(Section 10A (2) of the Local Government Act 1993) Where it is proposed top close part of the Meeting, the Chairperson will allow members of the public to make representation to or at the meeting, before any part of the meeting is closed to the public, as to whether or not that part of the meeting should be closed to the public.

The Chairperson will check with the General Manager whether any written public submissions or representations have been received as to whether or not that part of the meeting should be closed to the public.

The grounds on which part of the Council meeting may be closed to public are listed in Section 10A(2) of the Local Government Act 1993 and are as follows:

(a) personnel matters concerning particular individuals other than Councillors,

(b) the personal hardship of any resident or ratepayer,

(c) information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business,

(d) commercial information of a confidential nature that would , if disclosed:

(i) prejudice the commercial position of the person who supplied it, or

(ii) confer a commercial advantage on a competitor of the Council, or

(iii) reveal a trade secret.

(e) information that would, if disclosed, prejudice the maintenance of law,

(f) matters affecting the security of the Council, Councillors, Council staff or Council property,

(g) advice concerning litigation, or advice that would otherwise be privileged from production in legal proceedings on the ground of legal professional privilege.

(h) during the receipt of information or discussion of information concerning the nature and location of a place or an item of Aboriginal significance on community land.

Section 10A(3) of the Act provides that if a meeting is closed during discussion of a motion to close another part of the meeting to the public (as referred to in section 10A(3) of the Act), the consideration of the motion must not include any consideration of the matter or information to be discussed in that other part of the meeting (other than consideration of whether the matter concerned is matter referred to in section 10A(2) of the Act)

Section 10B(1) of the Act provides that a meeting is not to remain closed to the public during the receipt of information or the discussion of matter referred to in section 10A(2):

(a) except for so much of the discussion as is necessary to preserve the relevant confidentiality, privilege or security, and

(b) if the matter concerned is a matter other than a personnel matter concerning particular individuals, the personal hardship of a resident or ratepayer or a trade secret – unless the Council or committee concerned is satisfied that discussion of the matter in a open meeting would, on balance, be contrary to the public interest.

For the purpose of determining whether the discussion of a matter in an open meeting would be contrary to the public interest section 10B(4) of the Act states it is irrelevant that:

(a) a person may interpret or misunderstand the discussion, or

(b) the discussion of the matter may:

(i) cause embarrassment to the Council or committee concerned, or to Councillors or to employees of the Council, or

(ii) cause a loss of confidence in the Council or committee.

Resolutions passed in Closed Council

It is a requirement of Clause 253 of the Local Government (General) Regulation 2005 that any resolution passed in Closed Council, or Committee be made public as soon as practicable after the meeting has ended. At the end of Closed Council or Committee meeting, the Chairperson will provide a summary of those resolutions passed in Closed Council or Committee.


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Reports to be Considered in Closed Council

RECOMMENDATION That Council formally close the meeting to the public to discuss matters in accordance with Section 10A (2) of the Local Government Act, 1993.

14.1 Report from Manager Environmental Services

Comprehensive LEP - Draft Central Darling Council LEP 2011 The Council will determine this matter in part of the meeting closed to the public pursuant to Section 10A (2) (c) & (d) information that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business, and /or is commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

Summary:

The purpose of this report is to discuss aspects of Councils Comprehensive LEP and detail proposed zoning changes

14.2 Report from Acting General Manager - Internal Audit

Committee

The Council will determine this matter in part of the meeting closed to the public pursuant to Section 10A (2) (a) being information that discloses personnel matters concerning particular individuals other than Councillors.

Summary:

The purpose of this report is to discuss aspects of the findings of the internal audit committee relating to legislative compliance.

14.3 Progress in the Appointment of a General Manager

The Council will determine this matter in part of the meeting closed to the public pursuant to Section 10A (2) (a) being information that discloses personnel matters concerning particular individuals other than Councillors.

Summary:

The purpose of this report is to discuss aspects of the progress in the appointment of a General Manager.

14.4 Legal Advice Matter

The Council will determine this matter in part of the meeting closed to the public pursuant to Section 10A (2) (g) being advice concerning litigation, or advice that would otherwise be privileged from production in legal proceedings on the ground of legal professional privilege.

Summary:

The purpose of this report is to discuss aspects of a legal matter.


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SECTION 15. FIXING DATES AND VENUES FOR NEXT MEETING

July 2011 Agenda without Confidential - Central Darling Shire · RECOMMENDATION That the apologies...

Documents

Transcript of July 2011 Agenda without Confidential - Central Darling Shire · RECOMMENDATION That the apologies...