INTEGRATED REGIONAL STRATEGIC PLAN NOVEMBER · The development of the IRSP commenced in May 2014 and was completed in November 2014. ... The MoU is under review and due for completion

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INTEGRATED REGIONAL

STRATEGIC PLAN

NOVEMBER 2014

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TABLE OF CONTENTS

EXECUTIVE SUMMARY 3

ABOUT SEROC 8

PROCESS TO DEVELOP INTEGRATED REGIONAL STRATEGIC PLAN 11

LITERATURE REVIEW 13

KEY FINDINGS 14

APPENDIX A 19

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EXECUTIVE SUMMARY

This report presents the South East Regional Organisation of Councils’ (SEROC) first Integrated Regional Strategic Plan (IRSP).

SEROC was established in 2010 as a Section 355 Committee with Eurobodalla Shire Council, now with Palerang Council, and is the youngest ROC in NSW.

In May 2012, the ACT Government became an official member of SEROC. This was a hailed as a landmark to acknowledge the important relationship between the ACT Government and the surrounding NSW South East Region. Underpinning this was a Memorandum of Understanding on Regional Collaboration, signed in December 2011, between the Australian Capital Territory and NSW Government.

SEROC’s current composition includes the ACT Government and the NSW Local Government Authorities of Bega Valley, Bombala, Boorowa, Cooma-Monaro, Eurobodalla, Goulburn-Mulwaree, Harden, Palerang, Queanbeyan, Snowy River, Upper Lachlan, Yass Valley and Young.

The IRSP aims to create greater certainty about our future and the wellbeing of our region and communities within it. SEROC and its partners will face some real and significant challenges in the coming years and the key to managing them successfully is working hand in hand to plan ahead and achieve our goals.

The development of the IRSP commenced in May 2014 and was completed in November 2014.

The scoping with regard to developing the IRSP did not include further compilation and re-interrogation of raw data or community consultation. Overall, the IRSP draws together the various SEROC members’ strategic plans and other key stakeholders’ mandates, to understand how they interact and plan holistically for the future.

A rigorous research process was conducted in the early stages of the development of the IRSP to

provide an evidence base to accurately inform SEROC’s future directions. This report can be found at

SEROC’s website at www.seroc.nsw.gov.au.

The process to develop the plan has been comprehensive and inclusive, as far as possible, of all relevant stakeholders.

Activities conducted throughout the strategic planning process included:

workshopping with the SEROC Executive and the General Managers Advisory Committee;

individual meetings with key stakeholders;

presentations to committees (for example, Regional Development Australia, the NSW Premier and Cabinet Regional Leadership Group); and

consultation forums with a diverse range of ACT and NSW Government agencies, the Australian Government departments and industry stakeholders.

In addition, a Logic Frame and a Monitoring and Evaluation Strategy was developed.

The diagram on the following page presents the plan’s key framework components. A matrix cross-referencing the synergies between the objectives and strategies is presented on page 5.

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

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IRSP FRAMEWORK

Objectives

Strategies

20 year Vision SEROC is the voice of a strong and cohesive region

Governance To determine the most appropriate governance model for SEROC to facilitate effective representation and outcomes for the region.

Social To identify and progress opportunities for regional collaboration to improve social outcomes for our communities.

Economic To capitalise on the strengths and opportunities to optimise our region’s economic capacity.

Environment To establish a regional approach to achieve a sustainable natural and built environment whilst delivering the economic and social imperatives of our communities.

Infrastructure To establish an Infrastructure Strategy for regional priorities to meet our communities’ needs for the short, medium and long term.

Cross-border SEROC to be an active partner with the ACT and NSW on regional collaboration for the benefit of the region.

Engage in regular meetings with the ACT and NSW Regional Coordination Program. Formally meet with NSW Premier and Cabinet to align and influence priorities for the region.

In partnership with our key stakeholders, develop a Regional Social Plan and priorities.

Develop a comprehensive Regional Economic Development Strategy. Progress the Brand Canberra theme and develop a “whole of region” comprehensive Tourism and Events Strategy. Investigate developing more sustainable opportunities and pathways for local people to study, undertake training and be employed in their communities.

Develop formal and collaborative relationships with key stakeholders to enable: an integrated approach between the ACT and the south-east NSW region to natural resource and catchment management planning; and an alignment of strategic direction for renewable energy. Develop an integrated approach to waste management and include the ACT as part of SEROC’s Waste Management Strategy. Investigate the issues associated with data collection on waste management practices across the region and develop appropriate responses for improvement.

Establish a SEROC Infrastructure Working Group. Develop formal, collaborative relationships with relevant NSW and ACT Government stakeholders to research and develop a business case to obtain funding for implementation. Develop a Regional Road Infrastructure Planning Strategy, including associated costs for implementation.

Review the current organisational governance and operational functions and develop appropriate responses to move forward. Develop an options paper to allow a decision on the most appropriate model for SEROC to operate under, to influence the pending legislative changes. Investigate how SEROC can support individual members on leadership and governance issues.

Mission SEROC, as the regional leader, facilitates Opportunities and partnerships to create

vibrant communities

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MATRIX CROSS REFERENCING SYNERGIES BETWEEN OBJECTIVES AND STRATEGIES

Objectives Strategies Cross-Border

Social Economic Environment-natural and built

Infrastructure Governance

Cross Border

SEROC to be an active partner with the ACT and NSW on regional collaboration for the benefit of the region.

Engage in regular meetings with the ACT and NSW Regional Coordination Program To formally meet with NSW Premier and Cabinet to align and influence priorities for the region

Social To identify and progress opportunities for regional collaboration to improve social outcomes for our communities

In partnership with our key stakeholders, develop a Regional Social Plan and priorities

Economic To capitalise on the strengths and opportunities to optimise our region’s economic capacity

Develop a comprehensive Regional Economic Development Strategy Progress the Brand Canberra theme and develop a “whole of region” comprehensive Tourism and Events Strategy Investigate developing more sustainable opportunities and pathways for local people to study, undertake training and be employed in their communities

Environment

To establish a regional approach to achieve a sustainable natural and built environment whilst delivering the economic and social imperatives of our communities

Develop formal and collaborative relationships with key stakeholders to contribute to an integrated approach between the ACT and the south-east region of NSW to natural resource and catchment management planning

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Develop formal and collaborative relationships with key stakeholders to enable an alignment of strategic direction for renewable energy Develop an integrated approach to waste management and include the ACT as part of SEROC’s Waste Management Strategy Investigate the issues associated with data collection on waste management practices across the region and develop appropriate responses for improvement

Infrastructure

To establish an Infrastructure Strategy for regional priorities to meet our communities’ needs for the short, medium and long term

Establish a SEROC Infrastructure Working Group Develop formal, collaborative relationships with relevant NSW and ACT Government stakeholders to research and develop a business case to seek funding for implementation In the first instance, develop a Regional Road Infrastructure Planning Strategy, including associated costs for implementation

Governance

To determine the most appropriate governance model for SEROC to facilitate effective representation and outcomes for the region

Review the current organisational governance and operational functions and develop appropriate responses to move forward Develop an options paper to allow a decision on the most appropriate model for SEROC to operate under, to influence the pending legislative changes

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Investigate how SEROC can support individual members on leadership and governance issues

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ABOUT SEROC

SEROC was established in 2010 as a Section 355 Committee with Eurobodalla Shire Council. SEROC is the youngest ROC in NSW.

In May 2012, the ACT Government became an official member of SEROC. This was a hailed as a landmark to acknowledge the important relationship between the ACT Government and the surrounding South East NSW Region. Underpinning this was a Memorandum of Understanding on Regional Collaboration, signed in December 2011, between the Australian Capital Territory and NSW Government.

SEROC comprises the ACT Government and the NSW Local Government Authorities of Bega Valley, Bombala, Boorowa, Cooma-Monaro, Eurobodalla, Goulburn-Mulwaree, Harden, Palerang, Queanbeyan, Snowy River, Upper Lachlan, Yass Valley and Young. A map of the region is presented over.

The ACT is at the centre of the region and intrinsically connected to the South East Region of NSW through transport hubs, education institutions, employment, tertiary health services, retailing, research and knowledge-based institutions (ACT Government Economic Development Directorate, 2012). It is, therefore, critical to view the region’s issues holistically, as the relevance of most extend across the border.

To support this view, in 2011 the ACT and NSW Governments established a MoU on Regional Collaboration. This aims to strengthen collaboration between the two jurisdictions to optimise regional outcomes and service delivery to the people of the ACT and surrounding South East Region of NSW. Closer collaboration would allow for a regional approach in the areas of health, education, transport, emergency services, justice, tourism, planning and economic development (ACT and NSW Governments, 2011). The MoU is under review and due for completion by the end of 2014. The review is jointly undertaken by ACT Chief Minister and Treasury Directorate and NSW Department of Premier and Cabinet South East Region.

The plans to develop Canberra Airport as an International Airport will provide a significant boost to the region’s economy and the broader business sector. It will also bring the Canberra Region closer to domestic and international markets.1

1 SEROC submission to the Canberra Airport Draft Master Plan 2014 submitted in June 2014.

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Map 1: The geographical area covered by SEROC

Source: www.seroc.nsw.gov.au


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CURRENT STRUCTURE OF SEROC

The following figure presents the current structure of SEROC.

Figure 1: SEROC’s current structure comprises

The SEROC Board comprises all General Managers and Mayors of each local government authority as

well as the ACT Chief Minister and an appropriate Senior Executive within the ACT Public Service.

The General Managers Advisory Committee comprises all General Managers of each local government

authority and a senior officer within the ACT Government.

The Executive and Chairs of the Board and GMAC are elected at the SEROC’s Annual General Meeting.

The Executive comprises the elected representative and General Manager/Senior Executive of the

Chair of SEROC/GMAC, three2 other members comprising elected representatives and their associated

General Managers/Senior Executive and the immediate past Chair of SEROC (elected representative

only).

Currently, SEROC comprises seven Working Groups (WGs):

Information Technology

Organisational Development

2 In May 2014, an additional member was appointed to the Executive changing the number from 2 to 3.

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Resource Recovery

Procurement

Risk Management

Infrastructure

Economic Development

SEROC, GMAC and WGs meet on a quarterly basis.

The role of each WG is broadly to:

support the strategic directions of SEROC

develop and encouraging regional relationships and communications at the officer level

identify and promote robust discussion on strategies relevant to the SEROC region, and

share information on projects and operational issues including opportunities for resource and

cost sharing.

PROCESS TO DEVELOP THE IRSP

The process to develop the IRSP has been comprehensive and inclusive, as far as possible, of all relevant stakeholders.

A rigorous research process was conducted in the early stages of the development of the IRSP to

provide an evidence base to accurately inform SEROC’s future directions. This report can be found at

SEROC’s website at www.seroc.nsw.gov.au.

Other activities conducted throughout the strategic planning process included:

workshopping with the SEROC Executive and the General Managers Advisory Committee;

individual meetings with key stakeholders;

presentations to committees (for example, Regional Development Australia, the NSW Premier and Cabinet Regional Leadership Group); and

consultation forums with a diverse range of ACT and NSW Government agencies, the Australian Government departments and industry stakeholders.

In addition, a Logic Frame and a Monitoring and Evaluation Strategy was developed to ensure that the implementation of the IRSP is conducted to achieve tangible and measurable outcomes. This is considered essential so that SEROC can meet its objectives and continue to work toward its vision and mission.

The key elements of a Monitoring and Evaluation Strategy include the Logic Frame and the Monitoring

and Evaluation Framework.

A flowchart summarising the process to develop the IRSP is presented over.

Appendix A provides Logic Frame and a Monitoring and Evaluation Strategy for the implementation

of the IRSP.


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LITERATURE REVIEW

During the research process, a literature review was undertaken of existing mandates, policies and strategic plans to identify areas of commonality and potential synergies to consider within the context of developing SEROC’s IRSP. These are summarised in the following table.

Table 1: Key mandates, initiatives and strategic plans and policies relating to the SEROC region

NSW Local Government

Community Strategic Plans (CSPs)

NSW and ACT Governments

ACT/NSW MoU on Regional Collaboration

(incorporating health, education, land use, economic directions)

NSW Government

NSW Destination 2036

NSW State Plan 2021 South East Regional Action Plan 2015-16 NSW Southern and Murray-Murrumbidgee Region Transport Plans 2013-2033

NSW Planning Regional Growth Plans NSW Environment Enabling Adaptation in the South East

NSW Southern Local Health District Services Plan 2013-2016 Murrumbidgee Local Health District Strategic Plan 2013-2018

NSW Southern Local Health District Health Care Services Plan 2013-2018 South East NSW Local Land Services Catchment Action Plan

ACT Government

ACT Planning Strategy 2030

ACT Sustainable Energy Policy 2011-2020 ACT Waste Management Strategy 2011-2025

ACT Business Development Strategy: jobs, diversification and growth (2012-2016) ACT Tourism 2020

ACT Transport Strategy 2012-2031 ACT Natural Resources Management Plan

ACT Water Strategy 2014-2044 ACT Conservation Strategy 2013-2023

ACT Climate Change Strategy

Federal Government (RDAs received state/territory contribution also)

Regional Development Australia Southern Inland 2013-2016

Regional Development Australia ACT 2013-2014 Regional Development Australia Far South Coast 2013-2018

Southern NSW Medical Local Comprehensive Needs Assessment 2014

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KEY FINDINGS

SEROC’s vision for the next 20 years is:

SEROC is the voice of a strong and cohesive region

Our mission in achieving this vision is:

SEROC, as the regional leader, facilitates opportunities and partnerships to create vibrant communities.

The section below presents a snapshot of the key findings to emerge from the desktop review of

existing mandates, and initiatives and other relevant literature. Also presented are the responses

relating to the objectives and strategies.

Cross border

1. The ACT and NSW MoU on Regional Collaboration has been operating since 2011. Formal governance arrangements to oversee activities comprises representatives from various ACT and NSW Government departments. Given that SEROC is developing a strategic plan that strongly references matters of significance regarding the interaction between ACT and the NSW surrounding region, it is beneficial for the MoU governance and operations to be inclusive of SEROC.

The objective:


Strategies:

1. Engage in regular meetings with the ACT and NSW Regional Coordination Program. 2. To formally meet with NSW Premier and Cabinet to align and influence priorities for the region.

Social/community

1. Both the ACT and NSW Governments have identified a number of challenges including cross

border connectivity with both the ACT, integrating train and coach services for travel to and

from the region with travel needs and maintaining convenient access to Sydney via air.

Transport for communities to health services can be an issue in some rural communities where

public transport and taxi services are not optimal.

2. SEROC members’ Community Strategic Plans identify areas of concern with regard to social and

community development as well as ensuring access to various services which are essential to

quality of life.

The evidence shows that a regional approach to social planning is lacking which could be beneficial to inform specific community needs for appropriate targeting in the future.

3. A key driver for the projected change in health services will be the need to provide for the growth in the overall population along with the significant growth in the population aged 75 years and over.

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Objective:

To identify and progress opportunities for regional collaboration to improve social outcomes for our communities.

Strategy

In partnership with our key stakeholders, develop a Regional Social Plan and priorities.

Economic

1. There is no one, holistic economic development strategic approach for the SEROC region for the

medium to long term.

2. There is a perception in rural regional areas that tertiary education can only be achieved by

leaving the area, with many young people moving elsewhere to pursue opportunities. The

ACT/NSW MoU is exploring new models of provision of education, including jointly

developed and offered courses, using technology to assist delivery.

3. Recent research shows that there are opportunities for tapping into the region’s resource base

in terms of renewable energy and possibilities of developing waste markets, and enhancing the

agriculture and value adding sectors. There are also opportunities for involving cross-border

collaboration to increase defence and associated industry in the region, tourism, business

innovation, and regional marketing and branding, and better linkages between the education,

training and employment sectors.

4. SERREE has recently been successful in securing three year funding to progress the

establishment of a renewable energy industry cluster in the south east. SEROC acknowledges

the benefits of this initiative. It will, therefore, be beneficial for both stakeholders to ensure

that local communities are adequately consulted with accurate information on future

renewable energy developments.

5. In the process of developing a comprehensive economic development strategy, SEROC could

also identify “low hanging fruit” that could be addressed in the short term. For example,

progressing the Brand Canberra initiative and developing a “whole of region” tourism and

events strategy.

Objective:

To capitalise on the strengths and opportunities to optimise our region’s economic capacity.

Strategies:

1. Develop a comprehensive Regional Economic Development Strategy. 2. Progress the Brand Canberra theme and develop a “whole of region” comprehensive Tourism

and Events Strategy. 3. Investigate developing more sustainable opportunities and pathways for local people to study,

undertake training and be employed in their communities.

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Environment

1. Integrated natural resource and catchment management is becoming an increasingly important issue for both the NSW and ACT Governments. Effective Improvements can only be made by formalising natural resource and catchment management arrangements. This will clarify management objectives and the role of various stakeholders. A formal framework will help to ensure that priority management activities are appropriately planned, undertaken and evaluated. It is timely that SEROC be part of formal and collaborative working relationships with regional stakeholders to develop a strategy that is cohesive.

2. ACT Minister for the Environment and Sustainable Development, Simon Corbell, is keen to further explore opportunities to source renewable energy from wind and waste to energy technologies including from the surrounding region. In addition, the NSW Government has a renewable energy action plan by 2020.

3. The ACT Government’s waste management strategy notes that there may be opportunities for regional councils and business to access ACT resource recovery facilities to enhance waste management sustainability. SEROC’s current Waste Management Strategy makes reference to the ACT Government in that there is a need for SEROC to maintain close links with the ACT Government. As the ACT Government is now an active member of the SEROC Resource Recovery Working Group, it is appropriate that an integrated waste planning strategy be developed in the near future.

4. One of the priorities to emerge from SEROC’s Waste Management Strategy is that relating to data collection across the region.

Objective:

To establish a regional approach to achieve a sustainable natural and built environment whilst delivering the economic and social imperatives of our communities.

Strategies:

1. Develop formal and collaborative relationships with key stakeholders to contribute to an integrated approach between the ACT and the south-east region of NSW to natural resource and catchment management planning.

2. Develop formal and collaborative relationships with key stakeholders to enable an alignment of strategic direction for renewable energy.

3. Develop an integrated approach to waste management and include the ACT as part of SEROC’s Waste Management Strategy.

4. Investigate the issues associated with data collection on waste management practices across the region and develop appropriate responses for improvement.

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Infrastructure

1. SEROC members CSPs have identified that there is a need to ensure the region is equipped with appropriate infrastructure to meet the needs of the community both now and into the future.

Infrastructure refers to the building of all structures that have been constructed by human beings such roads, bridges, rail (including high speed), telecommunications, sewer and water facilities, recreation areas and community facilities, including waste management . Other components of infrastructure relate to transport planning.

The region is reliant on an effective road network to achieve its considerable economic potential as well as providing safe access to essential services based in the ACT.

Objective:

To establish an Infrastructure Strategy for regional priorities to meet our communities’ needs for the short, medium and long term. Strategies.

1. Establish a SEROC Infrastructure Working Group. 2. Develop formal, collaborative relationships with relevant NSW and ACT Government

stakeholders to research and develop a business case to seek funding for implementation. 3. In the first instance, develop a Regional Road Infrastructure Planning Strategy, including

associated costs for implementation.

Governance

1. During the past 8 years or so, there have been numerous studies conducted in relation to local

government across Australia. More recently, NSW Local Government has come under review.

Several independent research reports have been developed and have contributed to wide

ranging areas of concern including financial sustainability, the role of ROCs, resource sharing,

governance models and effective and efficient service delivery. It is clear from the research

over the years that local government simply cannot continue along the same path and expect

to remain sustainable and provide the needed services to their constituents.

2. The NSW Government released a package of reforms on 10 September 2014 to ensure local

government has a stronger future.

SEROC is committed to working cohesively to face these challenges head on. It will therefore, be critical for SEROC to work cohesively and ensure it is best placed to implement the forthcoming strategic plan and meet the requirements arising from Fit for the Future.

3. With regard to governance themes to come through the Community Strategic Plans, a first step

could be for SEROC to identify priorities and how these can be progressed. Various working

groups that are established under SEROC could be avenues to support these actions.

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Objective:

To determine the most appropriate governance model for SEROC to facilitate effective representation and outcomes for the region.

Strategies:

1. Review the current organisational governance and operational functions and develop appropriate responses to move forward.

2. Develop an options paper to allow a decision on the most appropriate model for SEROC to operate under, to influence the pending legislative changes.

3. Investigate how SEROC can support individual members on leadership and governance issues.

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APPENDIX A

INTEGRATED REGIONAL

STRATEGIC PLAN

MONITORING & EVALUATION

STRATEGY

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Monitoring and Evaluation Strategy for the Strategic Plan

It is vital that evaluation plans are established at the outset of a program, rather than retrofitted at a

later stage. This ensures that critical data collection stages and opportunities for stakeholder

participation are not missed. Building evaluation into the design of a project assists with the

development of quality measures, ensures appropriate resources are allocated to the evaluation

process and encourages ownership of, and commitment to, the project and its planned outcomes.

The key elements of a Monitoring and Evaluation Strategy include the Logic Frame and the Monitoring

and Evaluation Framework.

The logic frame

A logic frame is a 'road map' that presents the theory behind, and expected outcomes of, a program’s

actions. It describes the assumptions about why the program will work, what external factors could

impact the implementation, the presumed outputs and outcomes of activities.

Monitoring and Evaluation Framework

Evaluations should be done at different times of implementing the activity. As such, the reasons and

timing factors may influence the approach taken and the key questions to be answered.

The basic types of evaluation include:

Front-end – are those which examine the design and planning stages of an activity

Formative – are typically conducted early in the life of an activity while it is still in a formative

stage. They are usually conducted to assess if the activity is on track and whether any

adjustments need to be made.

Summative – are normally conducted at the well-established phase of the activity and may be

used to consider the impact or lessons learned for refinement.

The SEROC Strategic Plan will undergo a formative and a summative evaluation.

The following table presents details regarding the proposed formative and summative evaluations.

Also presented are questions that could be used to guide the evaluations and the types of indicators

that could be considered to answer the questions.

The Logic Frame and the M & E Framework would be updated after the Summative Evaluation phase.

The data and information gathered at this stage will be able to more accurately inform the long term

outcomes, which at present has not been included in the M & E Framework.

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SEROC Strategic Plan Logic Frame

Objectives

Outcomes: Long (20 yrs)

Outcomes: Medium (4 yrs+)

Outcomes: Short (1-2 Yrs)

Outputs

Strategies

Inputs

20 year Vision SEROC is the voice of a strong and cohesive region

Governance To determine the most appropriate governance model for SEROC to facilitate effective representation and outcomes for the region.

Social To identify and progress opportunities for regional collaboration to improve social outcomes for our communities.

Economic To capitalise on the strengths and opportunities to optimise our region’s economic capacity.

Environment To establish a regional approach to achieve a sustainable natural environment whilst delivering the economic and social imperatives of our communities.

Infrastructure To establish an Infrastructure Strategy for regional priorities to meet our communities’ needs for the short, medium and long term.

SEROC Administration; funding; positive partnerships with our stakeholders; efficient and effective SEROC Working Groups

External Factors Availability of funding; political and legislative changes, unforseen weather events or extreme

natural disasters

Mission

SEROC, as the regional leader, facilitates opportunities and

partnerships to create vibrant communities

Cross-border SEROC to be an active partner with the ACT and NSW on regional collaboration for the benefit of the region.

Continued improvement of social outcomes for our communities

Continued improvement of outcomes of our region’s economic capacity as well as for our people

Continued improvement of outcomes to achieve a sustainable natural environment whilst delivering the economic and social imperatives of our region

Continued improvement of outcomes

in meeting the infrastructure needs of

our communities

Further evidence of success in cross-border collaboration and outcomes for the region

Regional Social Plan completed and commenced implementation Evidence of positive outcomes being achieved and realised

Evidence of positive outcomes being achieved and realised

All frameworks well advanced in implementation and outcomes being achieved and realised

Further success in securing funding to meet identified infrastructure priorities

SEROC is recognised as a leader in best practice of regional governance in NSW

Formal meetings with ACT/NSW Government on cross border issues. Outcomes on priority projects are beginning to be realised. SEROC contributes to an effective and efficient governance structure to oversee implementation, review and evaluation.

A Project Steering Group and a scoping report detailing project. Commencement of developing the social plan.

Project Steering Groups established for each of the three outputs and a scoping report detailing projects. Regional Economic Development and Tourism and Events Strategies completed and commenced implementation. Evidence of positive pathways for localised training, education and employment.

Reference Groups established to assess extent of work required. Scoping reports detailing project requirements. Work commenced on Regional Integrated Strategic Frameworks.

SEROC Infrastructure Working Group established. Priorities identified. Sub-groups (SEROC and key external stakeholders) established Funding applications to state/federal governments on priorities Funding secured for some priority projects identified in the Regional Road Infrastructure Planning Strategy

SEROC is established as an appropriate entity to meet its challenges

Work Plan to guide SEROC’s involvement in NSW/ACT cross border priority issues. Subsequent progress reports to GMAC/Board.

A Regional Social Plan Regional Economic Development Strategy Regional Tourism and Events Strategy A report providing directions for priority communities on the pathways for localised training, education and employment

A Regional Integrated Strategic Framework for Natural Resource Management A Regional Strategic Framework for Renewable Energy A Regional Integrated Strategic Framework for Waste Management A report with recommendations to improve data collection on waste management

Regional Infrastructure Strategy Regional Road Infrastructure Planning Strategy

Report on a review of SEROC’s governance and operational functions including recommendations. Report on how SEROC can support members on leadership and governance.

In partnership with our stakeholders, develop a Regional Social Plan and priorities.

Develop a comprehensive Regional Economic Development Strategy. Progress the Brand Canberra theme and develop a “whole of region” comprehensive Tourism and Events Strategy. Investigate developing more sustainable opportunities and pathways for local people to study, undertake training and be employed in their communities.

Develop formal and collaborative relationships with key stakeholders to enable: an integrated approach between the ACT and the south-east region of NSW to natural resource management planning; and an alignment of strategic direction for renewable energy. Develop an integrated approach to waste management and include the ACT as part of SEROC’s Waste Management Strategy. Investigate the issues associated with data collection on waste management practices across the region and develop appropriate responses for improvement.

Establish a SEROC Infrastructure Working Group. Develop formal and collaborative relationships with relevant NSW and ACT Government stakeholders to conduct appropriate research and a business case to be used to seek funding for implementation. In the first instance, develop a Regional Road Infrastructure Planning Strategy, including associated costs for implementation.


Continuing improvements to ACT/NSW cross border priorities and for communities across the region

SEROC is recognised as a leader in best practice of regional governance in Australia


Assumptions SEROC will continue to operate and mature into a successful business entity

NSW Local Government Reforms accept SEROC to continue to operate under its existing boundaries Our stakeholders are committed to work with us

Our communities will benefit from having a strong regional voice and unified approach

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MONITORING AND EVALUATION FRAMEWORK

Cross Border Objective

Strategies Outputs Short term (1-2 years) outcomes Evaluation questions Indicators



Work Plan to guide SEROC’s involvement in NSW/ACT cross border priority issues. Subsequent progress reports to GMAC/Board

Work Plan to guide SEROC’s involvement Formal meetings with ACT/NSW Government on cross border issues Outcomes on priority projects are beginning to be realised SEROC effectively contributes to progressing outcomes on regional priorities SEROC GMAC/Board are kept comprehensively informed of progress and outcomes

Is there a work plan? Have the formal meetings taken place? Who was involved? What were the outcomes and how were these measured? To what extent do reports to GMAC/Board detail progress on regional priorities? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Number of meetings held Representation Quality and content of meetings Number and success of outcomes achieved

Medium term (4+yrs) outcomes

Further evidence of success in cross-border collaboration and outcomes for the region.

What is the extent of further evidence of success in cross-border collaboration and outcomes for the region? Overall:

Mechanisms in place to measure outcomes and their success

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Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Social Objective Strategies Outputs Short term (1-2 years) outcomes Evaluation questions Indicators

To identify and progress opportunities for regional collaboration to improve social outcomes for our communities.

In partnership with our stakeholders, develop a Regional Social Plan and priorities.

A Regional Social Plan

A Project Steering Group and a scoping report detailing project. Commencement of developing the social plan.

Has a project steering group been established? Who is involved? To what extent is representation adequate? Was the scoping report developed? How successful was the process and the extent to which the scoping report was adequate? Has the development of the Social Plan commenced? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Presence of a project steering group Membership Breadth/depth of knowledge of members Extent of continued engagement of members on project steering group Processes established in developing the scoping report Support and Resources secured to develop Social Plan Existence of Social Plan Project Management Plan


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Regional Social Plan completed and commenced implementation Evidence of positive outcomes being achieved and realised

Has the Social Plan been completed? What was the extent to which the development of the Social Plan was successful? Did the Social Plan commence implementation? What outcomes have been achieved? To what extent were they successful? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Evidence of Social Plan Process established in developing the Social Plan Support and resources secured to implement Social Plan Implementation monitoring arrangements of Social Plan Mechanisms in place to measure outcomes and their success

Economic Objective


To capitalise on the strengths and

Develop a comprehensive Regional Economic Development Strategy.

Regional Economic Development Strategy

Project Steering Groups established for each of the three

Has a project steering group been established? Who is involved?

Presence of a project steering group

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opportunities to optimise our region’s economic capacity.

Progress the Brand Canberra theme and develop a “whole of region” comprehensive Tourism and Events Strategy. Investigate developing more sustainable opportunities and pathways for local people to study, undertake training and be employed in their communities.

Regional Tourism and Events Strategy A report providing directions for priority communities on the pathways for localised training, education and employment

outputs and a scoping report detailing projects. Regional Economic Development and Tourism and Events Strategies completed and commenced implementation. A report providing evidence of positive pathways for localised training, education and employment.

To what extent Is representation adequate? Were the three scoping reports developed? How successful was the process and the extent to which the scoping reports were adequate? Have the Regional Economic Development and Tourism and Events Strategies been developed? What is the extent of their implementation? Is there a report detailing pathways for localised training, education and employment? To what extent does the report provide appropriate direction? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Membership – numbers and depth/breadth of knowledge Continued engagement of members on project steering group Processes established in developing the scoping reports Support and resources secured to develop the strategies Existence of Project Management Plans


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What is the extent of positive outcomes being achieved and realised for the region? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Number and quality of outcomes achieved Mechanisms in place to measure outcomes and their success

Environment Objective


To establish a regional approach to achieve a sustainable natural and built environment whilst delivering the economic and social imperatives of our communities.

Develop formal and collaborative relationships with key stakeholders to enable: an integrated approach between the ACT and the south-east region of NSW to natural resource management planning; and an alignment of strategic direction for renewable energy. Develop an integrated approach to waste management and include the ACT as part of SEROC’s Waste Management Strategy. Investigate the issues associated with data collection on waste management practices across

A Regional Integrated Strategic Framework for Natural Resource Management A Regional Strategic Framework for Renewable Energy A Regional Integrated Strategic Framework for Waste Management A report with recommendations to improve data collection on waste management

Reference Groups established to assess extent of work required. Scoping reports detailing project requirements. Regional Strategic Frameworks developed and commenced implementation

Have the appropriate reference groups been established? Who is involved? To what extent is representation adequate? Were the scoping reports developed? How successful was the process and the extent to which the scoping reports were adequate? Did implementation commence on the Regional Integrated Strategic Frameworks?

Membership – numbers and depth/breadth of knowledge Continued engagement of members on reference groups Processes established in developing the scoping reports Support and resources secured to develop the strategies Existence of Project Management Plans

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the region and develop appropriate responses for improvement.





All frameworks well advanced in implementation and outcomes being achieved and realised



Infrastructure Objective


To establish an Infrastructure Strategy for regional priorities to meet our

Establish a SEROC Infrastructure Working Group. Develop formal and collaborative relationships with relevant NSW and ACT

Regional Infrastructure Strategy Regional Road Infrastructure Planning Strategy

SEROC Infrastructure Working Group established.

Was the Infrastructure Working Group established? Who is involved? To what extent is representation adequate?

Number of meetings held Representation Quality and content of meetings

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communities’ needs for the short, medium and long term.

Government stakeholders to conduct appropriate research and a business case to be used to seek funding for implementation. In the first instance, develop a Regional Road Infrastructure Planning Strategy, including associated costs for implementation.

A report with Infrastructure priorities identified. Sub-groups comprising SEROC members and key external stakeholders to further progress specific priorities. Funding applications / proposals to state/federal governments on priorities Funding secured for some priority projects identified in the Regional Road Infrastructure Planning Strategy

Has a report been produced that identifies infrastructure priorities? Were the appropriate sub-groups developed to progress detailed scoping of infrastructure priorities? To what extent is representation adequate? Were there funding applications and proposals prepared? Were there other processes implemented to lobby for funds? If so, what was the extent of their success? Was funding secured and what for? Overall: Have there been barriers in achieving outcomes?

Number and success of outcomes achieved What is the extent to which the report provides a comprehensive picture of regional infrastructure priorities? Evidence of sub-groups and appropriate representation Evidence of strategies and mechanisms to lobby for funding Evidence of funding received Evidence of projects commenced and / or outcomes achieved

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Are there lessons to be learned? If so, what are these?


Further success in securing funding to meet identified infrastructure priorities

What is the extent of further success in securing funding to meet identified infrastructure priorities? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Evidence of further funding received Evidence of projects commenced and / or outcomes achieved

Governance Objectives

Strategies Short term (1-2 years) outcomes Evaluation questions Indicators

To determine the most appropriate governance model for SEROC to facilitate effective representation and outcomes for the region.


Report on a review of SEROC’s governance and operational functions including recommendations. Report on how SEROC can support members on leadership and governance.

SEROC is established as an appropriate entity to meet its challenges

To what extent has a review of SEROC’s governance and operational functions been undertaken? To what extent were the recommendations from the review implemented? Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Evidence of a structured review process Evidence of appropriate transitioning to meet review outcomes

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SEROC is recognised as a leader in best practice of regional governance in NSW

To what extent has SEROC achieved best practice regional governance Overall: Have there been barriers in achieving outcomes? Are there lessons to be learned? If so, what are these?

Evidence of a formal review process

Documents

INTEGRATED REGIONAL STRATEGIC PLAN NOVEMBER · The development of the IRSP commenced in May 2014 and was completed in November 2014. ... The MoU is under review and due for completion