WELLINGTON BLAYNEY CABONNE STRATEGIC ALLIANCE

CELEBRATING 10 YEARS OF SUCCESSFUL COLLABORATION 2003 - 2013

WELLINGTON BLAYNEY

CABONNE STRATEGIC

ALLIANCE Annual Report 2012-2013

2012/2013 Annual Report

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WELLINGTON BLAYNEY CABONNE STRATEGIC ALLIANCE Annual Report 2012-2013

Cnr Nanima Crescent & Warne Street PO Box 62 WELLINGTON NSW 2820 T: 6840 1700 F: 6840 1791 E: [email protected] www.wellington.nsw.gov.au

91 Adelaide Street PO Box 62 BLAYNEY NSW 2799 T: 6368 2104 F: 6368 3240 E: [email protected] www.blayney.nsw.gov.au

101 Bank Street PO Box 17 MOLONG NSW 2866 T: 6392 3200 F: 6392 3260 E: [email protected] www.cabonne.nsw.gov.au

30 Church Street PO Box 61 BLAYNEY NSW 2799 T: 6368 2205 F: 6368 2451 E: [email protected] www.ctw.nsw.gov.au

mailto:[email protected]

http://www.wellington.nsw.gov.au/


http://www.blayney.nsw.gov.au/


http://www.cabonne.nsw.gov.au/


http://www.ctw.nsw.gov.au/


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TABLE OF CONTENTS

WELLINGTON BLAYNEY CABONNE STRATEGIC ALLIANCE .................................................................................................... 1

TABLE OF CONTENTS .................................................................................................................................................................... 2

CHAIRMAN’S FORWARD ............................................................................................................................................................. 3

SECRETARIAT’S REPORT................................................................................................................................................................ 4

EXECUTIVE MANAGER’S REPORT ............................................................................................................................................... 6

HOW DOES THE ALLIANCE WORK? ........................................................................................................................................... 7

KEY ALLIANCE DIRECTIONS MAPPED FROM MEMBER COUNCIL’S COMMUNITY STRATEGIC PLANS ............................. 7

WBC BENEFIT RECORDS ANALYSIS ............................................................................................................................................. 9

PROMOTION, INVOLVEMENT, LEADERSHIP IN THE SECTOR ................................................................................................. 12

A TIME TO REFLECT … 10 years of success ............................................................................................................................. 13


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CHAIRMAN’S FORWARD The Wellington Blayney Cabonne Strategic Alliance reaches two significant milestones this year – the 10th anniversary of the organisation and more than $5 million in savings and efficiencies.

When the WBC was formed in 2003 there were doubters who predicted it would not last and that the ground-breaking resource sharing and collaborative arrangements would not deliver the promised benefits. It’s extremely gratifying that not only is the WBC still operating a decade later, but continuing to achieve average savings and efficiencies of more than $500,000 a year for the member councils’ ratepayers.

It’s also a tribute to the vision of those individuals who developed the concept, as well as the commitment and hard work of the member councils in the ensuing years. The Alliance has stood the test of time because we are like-minded, rural-based councils with common issues. It is interesting to note that other councils with a great deal in common, Brewarrina, Bourke and Walgett, are now considering the establishment of a resource sharing body.

Ironically when the WBC was formed in 2003, the specter of Local Government amalgamations loomed large. Ten years later amalgamations are on the agenda again. The Alliance was quickly recognised as an exciting model for Local Government reform and subsequently earned the accolades of a number of Local Government ministers as it continued to grow and prosper.

While local Councils face some of their biggest challenges in the current climate, the WBC again is poised to play a major role in the reform process. By being proactive and prepared to embrace change, the Alliance is in an excellent position to help shape the evolution of the regional county council model of governance proposed by the Independent Local Government Review Panel.

Where other similar organisations may have failed, the WBC has clearly and very successfully demonstrated that, with commitment and hard work, collaboration and resource sharing can work.

I’m sure the WBC has yet to achieve its full potential. Whether that will be possible with the changes in front of us is another challenge the organisation will have to confront.

But the big winners over the past decade have been our ratepayers.

During 2012/2013, the WBC achieved savings and efficiencies of $546,595 – taking the total savings since its inception to just under $5.2 million.

Major items in the past year included a joint resealing tender, shared employment of a principal strategic planner, the joint engagement of fleet review consultants, implementing the joint IT system, software sharing, joint engagement of internal auditors and a joint code of conduct committee.


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While we can measure savings from shared resources and joint initiatives, it is not as easy to quantify the benefits of knowledge sharing. Over the WBC’s lifetime, the value of this shared knowledge between councillors and staff would be immeasurable.

I wish to pay tribute to the work of the Board, General Managers, professional teams and staff of our four member councils.

In particular, I want to sincerely thank Executive Manager Donna Galvin for her work and dedication in helping to steer the organisation to another outstanding result.

Cr Ian Gosper Chairman

2012/2013 WBC Board

(L to R) Back row:

Tony Perry, Michael Tolhurst, Andrew Hopkins (Secretariat), Glenn Wilcox

(L to R) Front row:

Geoff Braddon OAM, Rod Buhr, Ian Gosper (Chair), Scott Ferguson


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SECRETARIAT’S REPORT There is probably no better example of the value of the WBC Alliance than the recently completed 2012-2013 financial year.

We had no “headline” item, such as 2011’s joint IT tender which saved $420,000 on just one project, yet the WBC still managed to achieve more than $546,000 in savings and efficiencies.

Many of these savings were gained from ongoing initiatives which have been central to the value of the Alliance to its member councils over the past decade.

Projects such as shared records storage, RMS contracts, software sharing, the Millthorpe after school care grant, shared use of a principal strategic planner and joint internal auditors continue to prove the worth of collaborative arrangements and resource sharing on a year-in year-out basis.

This is the principal reason why we believe the Alliance could be a template for regional collaboration and governance throughout NSW.

WBC Executive Manager Donna Galvin has been working particularly hard during the past year to put our organisation at the forefront of local government reform discussions and proposals.

The Alliance has lodged detailed submissions to the Independent Local Government Review Panel following the release of its discussion papers and rounds of consultations.

We have emphasised our achievements have been built on a relationship of trust and commitment which demonstrates a proposed county council model of shared services could reshape the future of local government in this State.

Through Donna’s work in building relationships with key stakeholders and boosting the WBC’s profile, we may continue to be a leader in local government reform by providing a new model for regional collaboration.

I’m optimistic about the future and believe the WBC and its member councils are on the verge of an exciting era.

I wish to thank the Chairman Cr Ian Gosper, board members, Donna Galvin, senior council staff and my Personal Assistant Robyn Little for their valuable work and support during the past year.

Andrew Hopkins General Manager Cabonne Council


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EXECUTIVE MANAGER’S REPORT The WBC Alliance reaches a significant milestone this year having operated successfully for 10 years. In 2003, the then councillors and senior staff identified an opportunity to work collaboratively to “benefit from economies of scale, increase the range and quality of services & improve lifestyle to their residents and, where possible, reduce the cost of services to ratepayers, through a consultative and cooperative approach” (Deed of Agreement 29 August 2003). This was one of many Alliances established at that time but one of very few that is still operating successfully and that has grown and evolved into a valuable support model for smaller councils. The leaders of that time had great vision and were brave in their convictions that to continue to be successful councils need to change, be creative, efficient and relevant. Jump forward 10 years and our sector is again in a time of reflection and change – where councils are again being challenged with the idea of “new ways of operating” – a new look local government sector. And again the Alliance member Councils are showing leadership, responsiveness, creativity and innovation. The work the Alliance has done over the last 2 years on Shared Service Models for local government and drawing on our knowledge and experience of working together places our member Councils in a position to create a new operating model that could have sector wide benefits. It is an exciting and challenging time. Successful change requires strength, communication, steadfastness and strong leadership. The Alliance member councils should be very proud that for 10 years they have demonstrated these qualities and that they stand ready to continue to develop this collaborative shared arrangement. For my part, I remain very proud of the work of the Alliance and have been fortunate to work with some great staff and elected members. This last year has been different to the previous years as the Alliance evolves into this next phase. However, the fundamental principles and practices that have become embedded in the way we operate continue to enable valuable outcomes for the members. As always, thanks and acknowledgement to the staff who continue to work collaboratively to achieve savings for their Councils. Hang on for the ride – the next few years are full of opportunities and potential. I’m certainly looking forward to being part of something new, creative and innovative for our region and the wider sector. Donna Galvin Executive Manager


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HOW DOES THE ALLIANCE WORK? The WBC Board consists of the Mayor, Deputy Mayor and General Manager from each member Council. Meetings are held bi-monthly, or more frequently if required. The Chairman’s role rotates on a 12 monthly basis with the Secretariat services provided by the Council whose Mayor is Chairman of the Board. The role of the Board is to:

1. Identify areas/activities of operations that present strategic alliance opportunities.

2. Raise public awareness of strategic alliance issues for the benefit of local government and the community in general.

3. Provide relevant information to interested organisations and individuals.

4. Promote the desired outcomes of the Councils’ Strategic Alliance concept in the councils’ areas and beyond.

The Board develops an action plan to implement particular projects and reviews the Alliance’s operation to ensure the goals are being met. The Alliance adopted a 4 year Delivery Plan in 2012. This plan is based on the common future directions of our communities, as identified through the community consultation for Integrated Planning and Reporting. The key Alliance directions for 2012-2016 are outlined on the next page.


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KEY ALLIANCE DIRECTIONS MAPPED FROM MEMBER COUNCIL’S COMMUNITY STRATEGIC PLANS Alliance Directions Blayney CSP Cabonne CSP Wellington CSP CTW CSP

Economic prosperity and employment

Grow the wealth of the Shire

Build business and generate employment

Grow prosperity and employment

Economic Development

Management and protection of the natural and built environment

Preserve and enhance our heritage and rural landscapes

Manage our natural resources

Grow agriculture, energy and the environment

A healthy, natural environment and ecology

Participation in, and facilities for, arts and culture

A centre for sports and culture

Grow Cabonne’s culture and community

Promote community participation in arts and culture

Resourced communities

Develop strong and connected communities

Connect Cabonne to each other and the rest of the world

Show leadership in governance and community engagement

Ongoing development of community infrastructure and facilities

Develop and maintain shire infrastructure

Provide and develop community facilities

Build and improve community infrastructure

Secure quality and efficient water supplies

Reliable water supply infrastructure that economically meets service levels

Governance and leadership

Leadership Show leadership in governance and community engagement

Commercial, equitable, efficient and customer focused organisation


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WBC BENEFIT RECORDS ANALYSIS Description 2009/2010 2010/2011 2011/2012 2012/2013 Knowledge Sharing 63120 209400 85300 88285 Blayney Records 7462 7686 7955 8233 Wellington Records 10660 10980 11364 11761 RTA Contracts (Blayney maintenance works)

CTW - IT & Software Sharing 22956 23644 24471 25327 CTW/Blayney HR/OHS support 4158 4282 4431 4586 Bize Asset Licence 6180 6365 6587 6817 Asset management joint project 45000

OHS services BSC from Wellington 9460 9960 5990 Integrated Water Cycle management plan 164823

Joint DA training

Internal Development of WBC Project management Tool Kit

Code of conduct committee

3600

11000 Joint Councillor training

sharing of Councillor information session packs

Joint purchase document folders 500

Internal Recruitment services for DCS Wellington

Development WBC website

Milthorpe After School grant 15210 15742 16292 16862 webex meetings

10044 6790 4545

Development of Internal Audit Guide

Shared Principal Strategic Planner 82400 85284 88268 44134 Modification of Safe Work Statements - Blayney/Wellington

Joint Project management training

communicate Collaborate TAFE funded project

EBPPP Training funding 157000

Share of USP funding 24000

11000

Planning Reform Funding - 60000 128000


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Description 2009/2010 2010/2011 2011/2012 2012/2013 Pilot Climate Change Program - free workshops 3750 3750

savings on advertising for internal audit committee 700

joint media training 2400

Adobe software purchased by TAFE - grant 4500

Joint purchase long term financial planning tool 6000

CBA Banking partnership 11157

Joint purchase Ten Commandments OHS video 1800

Blayney/Cabonne providing crews and equipment for each other 13127 20740

RE-sealing RTA work under RMCC 30000

Joint Tender Resealing Cabonne/Blayney

20000 29500 IT Tender and Purchase and Implementation of System 19500 399506 25800 17760 Getting Job Done workshop development 5000

Joint purchase Planet Footprint

3800

Climate Change Planning Workshops/Consultancy

12000

Integrated Planning and Reporting Project

42000 11500 Mapping Services provided by Wellington for LEP

30000

Joint Purchase sharefile site

3597 3722 3852 Joint Engagement IAB for Internal Audit

11440 11840 11881

Goods and Service Joint Tender

19000 DCP Project - Joint engagement consultant

4000

Environmental Management Plans developed

15000 Loan of plant and equipment Cabonne and Blayney

3000 3360

Business Continuity Planning

2475 Prospective Councillor Information Sessions

8500

Shared Services Project

25 000 Speaker Fees - WBCEM

2000

Joint Tender Truck & Dog 7000 Joint engagement Fleet Reviewer Consultants 27000 Joint Tender Reseal 227000 Internal development WBC website 10925 Cabonne purchase gravel from Blayney 12187 Annual Total 770863 1046783 393785 546595 Accum. Total 3207011 4253794 4647579 5194174


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$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2007/2008 2008/2009 2009/2010 2010/2011 2011/12 2012/13

WBC Annual Savings

0

1000000

2000000

3000000

4000000

5000000

6000000

WBC Accummulated Savings


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PROMOTION, INVOLVEMENT, LEADERSHIP IN

THE SECTOR Presentations/promotions and Acknowledgement:

• National Skills Industry Conference.

• LGMA Conference.

• Models for Local Government – LGMA workshop.

• LGSA & LGA Conferences.

• CENTROC GMAC & Forum.

• ACELG National Researchs Forum.

• Advice to group Victorian Councils on Alliance operation.

Leadership and participation in the future of our sector:

• Participated in consultations Independent Local Government Review Panel and provided 3 submissions.

• Development of Alliance policies and in particular promoting future change/reform that is not focused on amalgamation as the only option.

• Member of Strategic Alliance Network.

• Member of LGMA Working party to “Identify barriers to establishing inter-council contractual

arrangements for sharing staff, including General Managers, senior staff as well as commercialising services”.

• Participate in LG Act Review consultancies and submissions.


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A TIME TO REFLECT … 10 YEARS OF SUCCESS This year marks the 10th Anniversary of the WBC Strategic Alliance. This is a great achievement for the member Councils and demonstrates that collaboration and partnerships can be very successful.

Back: Tony Perry, Graeme Fleming, Allan Dive, Aaron Jones

Front: John Farr, Kevin Duffy, Anne Jones, Bruce Kingham - 2009

Ross Woodward Division of Local Government at WBC Forum 2011

Professional Teams May 2008 - Aaron Jones, Stephen Harding, Tony Perry, Graeme Fleming, Paul O'Brien, Donna Galvin,

Andrew Roach, Owen Johns, Allan Dive, Rob Staples

General Managers 2008, Tony Perry, Graeme Fleming, Andrew Roach & Allan

Dive

2006/2007 WBC Mayors - John Farr, Anne Jones & Ted Wilson


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LGMA 2009 National Awards 2003

National Awards 2009

Premiers Women in LG Award 2011

National Awards 2009

Winner 2003 National Award for Local Government – Alliance Model

Category Winner 2009 National Award for Local Government – CORE Principles of Collaboration

2009 Highly Commended LGMA NSW – CORE Principles of Collaboration

2010 LGMA NSW Excellence Awards – Joint Development Application Kit

2010 WBCEM Awarded LGMA International Exchange to New Zealand

2011 LGMA NSW Excellence Awards – Corporate Information Systems Project

2012/13 IPWEA Award Nominations – Road Safety Joint Initiatives & Blayney Community Centre

2012 LGSA Arts & Culture – Blayney Community Centre

AWARDS


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LEADERSHIP & COMMITMENT One of the C.O.R.E Principles for successful collaboration is “E – ENTHUSIASM”. The Alliance has had some talented, devoted and forward thinking leaders over the 10 years in both our elected members, Mayors and General Managers. We pay tribute to …

• Don Ramsland, General Manager Wellington (2003-2007) • Graeme Fleming, General Manager, Cabonne (2003-2012) • Andrew Roach, General Manager, Blayney (2003-2008) • Tony Perry, General Manager, Central Tablelands Water (the only remaining ‘original

member’) (2003-present) • David Beaton, General Manger Wellington (2007-2008) • Allan Dive, General Manager, Wellington (2008-2011) • Aaron Jones, General Manager, Blayney (2008-2011) • Alan McCormack, Acting General Manager, Blayney (2011) • Glenn Wilcox, General Manager, Blayney (2011-present) • Michael Tolhurst, General Manager, Wellington (2012-present) • Andrew Hopkins, General Manager, Cabonne, (2012-present)

Mayor’s & Deputy Mayors

Wellington Blayney Cabonne Central Tablelands Water

Tom Knowles John Davis John Farr John Farr Anne Jones Bruce Kingham Wendy Pankhurst Geoff Bradden Mike Augee Ted Wilson Peter Veenstra Rod Buhr Neil Manson Kevin Duffy David Grant Sue Williams Noel Bleakley Kevin Radburn Bob Dowling Scott Ferguson Ian Gosper Allan Ewin Lachie MacSmith

Thanks also to the Executive Assistants to the General Managers who provide administrative support to the Alliance:

Cabonne – Beverley Atkinson, Renee Nash & Robyn Little

Blayney – Anne McKellar

Wellington – Marj Coon

Central Tablelands Water – Raelene Mulligan


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IT PROJECT 2010-2102

Blayney Staff celebrate succesful implementation

General Managers sign contract for Synergysoft - Aaron Jones, Graeme Fleming, Martin Bull (IT Vision), Tony

Perry, Paul Mann (Gilgandra)

Staff at system demonstrations The largest Alliance joint project commenced in 2010 with development of tender specifications, through 2011 with tender advertising, selection and then implementation of Synergysoft system for Blayney, CTW, Cabonne and Gilgandra Council who partnered with the Alliance on this project. The project also include upgrade of authority at Wellington.

Savings (over all phases of project) $462,566.

Project Team Leaders:

Mark Dalzell & Evan Webb (Cabonne); Aaron Jones & Ken Chapman (Blayney); Gavin Rhodes (CTW); Guy McAnnally, Elwin & Darren Kennaugh (Gilgandra); Paul Miller & Ashley Albury (Wellington). The project later involved Glenn Newman & Chris Hodge from Blayney and Raelene Mulligan from CTW as well as numerous staff who showed great patience and commitment through implementation and upgrade.


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INTEGRATED PLANNING & REPORTING 2011/2012

Blayney Community Wellington Community Cabonne Community

New approach … new ideas. With all Councils required to develop Community Strategic Plans, and to have meaningful engagement with their communities, the joint approach taken by the

WBC Alliance was very beneficial.

There was lots of support for each other in undertaking this major planning work.

The combination of the joint engagement of Groupwork Consultants and sharing the workload achieved savings estimated at $53,000.


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STAFF TRAINING & SHARING One of the great benefits of the Alliance is connecting staff from the different councils to help each other, share ideas, learn from each other. Joint/shared training also achieves savings if courses can be run in-house. Some examples:

• Received $157,000 in Commonwealth funding to deliver training across 15 disciplines involving some 35 staff.

• Project Management. • Work Place Health & Safety - a big THANKS to Bryson Rees from Wellington for his coordination

and delivery of WH&S training. By utilising Bryson’s expertise we have saved over $72,000. • Media training. • Climate Change & sustainability. • Shared Strategic Planner – Andrew Napier engaged over 3 years to complete the Local

Environmental Plans. • Internal Audit. • Code of Conduct.

Climate Change Workshop 2009

Grader Operator training 2009

Project Management course 2009

Supervisor training 2010


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MONEY, MONEY, MONEY …

JOINT PURCHASES & TENDERS

The economies of scale that the Alliance provides has allowed joint tender and purchase of a wide range of goods and services saving in excess of $480,464. Purchases include:

• Fleet • IT software • Fuel • Audit services • Heavy plant

The Alliance regularly applies for joint funding across a range of disciplines. Some examples:

• Cabonne & Blayney After School Care Service - $99,106 over 6 years

• Commonwealth Training Grant - $157,000

• NSW Urban Sustainability Planning $24,000

• River Clearing $40,000

• Planning Reform $188,00

• Integrated Water Cycle Management - $178,623

• TAFE funded software upgrade - $6300

• Shared Service Research - $25,000


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STAFF CONNECTIONS & COOPERATION

Anne McKellar & Aaron Jones Blayney Staff Forum 2009 Engineering teams

Finance teams Glenn Meehan, Bryson Rees,

Bob Cohen & Heather Nicholls 2011

HR Managers 2009

We cannot measure the

monetary value of the benefits

that come from staff working

together, helping each

other and sharing. The staff are the real reason behind the

success and ongoing

relevance of the Alliance.

Small councils need to be

able to tap into expertise they don’t have in house. They need to be

able to connect and network with

their professional

colleagues. This results in savings

and benefits that we cannot put a monetary

value on but which has

yielded the greatest benefit to the Alliance

Councils.


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Grader operators 2009 Environmental Services team 2009

Mick Fitzgerald & Brian Parker 2010 Staff Forum Staff Forum 2008

Vicky Dutfield & Sandra Melhuish, leaders of the DA kit

project


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JOINT PROJECTS & DEVELOPMENT OF RESOURCES Development Application Kit Engineering guidelines Asset Management Fleet & Purchasing group Generic Development Control Plans Generic Internal Audit Toolkit Mapping & GIS Group IT Support Network HR Management Group IT User Group Climate Change Adaptation & Mitigation Plans

2009 Internal Audit team - Gary Brown, Chris Hodge, Veronic

Windus, Gretchen Armitgatge, Kris Farrell, Graeme Fleming

2010 DA Kit team - Claire Johnson, Aaron Jones, Vicky Dutfield, Sandra

Melhuish

2011 IT Project team - Ashley Albury, Paul Miller, Anne Jones, Evan Webb,

Gavin Rhodes

To celebrate and acknowledge the contribution of staff a new “Alliance Challenge” award was introduced in 2009 with a project team being named the annual challenge winner each year. Past winners have included:


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WELLINGTON BLAYNEY CABONNE STRATEGIC ALLIANCE