Review of the operations of the NSW Reconstruction Authority

Review of the operations of the NSW Reconstruction Authority

Communication and community engagement

21

community forum discussions.125 However, MidCoast Council said the Authority's

involvement in community-led recovery was limited, with recovery instead led by

community organisations and their members.126 Member councils within Mid

North Coast Joint Organisation identified that, in some areas, 'recovery was led

almost entirely by council staff and combat agencies' and that this disparity of

engagement with the Authority 'reinforced perceptions of inconsistency across

the region'.127

3.23 More broadly, some stakeholders identified that the Authority has moved away

from the language of 'community-led recovery' towards a more centralised

'community-centred' or 'community-focused' recovery,

128 as reflected in the

NSW Recovery Plan and the Authority's strategic framework.129

3.24 The Committee emphasises the importance of the Authority continuing to

consult with local communities across NSW to inform its tailored communication

and engagement approach for future disaster events.

There are opportunities to strengthen formal partnerships with local organisations

Recommendation 6

That the NSW Reconstruction Authority establish further formal partnership

agreements and/or Memorandums of Understanding with local community

organisations to ensure their role in disaster preparedness and recovery is

formally recognised and properly resourced.

3.25 Strong stakeholder relationships with local community organisations are key to

delivering effective services. However, building community engagement requires

time and trust.

130 As Mid North Coast Legal Centre described, 'regional

communities are reliant on the networks of relationships built over years'.131

3.26 Although the Authority reported strong rates of staff retention, stakeholders told

the Committee that staff turnover disrupts relationship-building and presents

challenges to effective engagement and collaboration in regional areas.

132 Staff

turnover means that new connections need to be formed and institutional

knowledge is lost each time.

133

125 Submission 32, Mid North Coast Legal Centre, p 2; Charlie Chubb, Head of Northern & Western NSW, Uniting

NSW.ACT, Transcript of evidence, 20 February 2026, p 20; Submission 49, p 23.

126 Adrian Panuccio, Transcript of evidence, 17 February 2026, p 5.

127 Submission 24, pp 4-5.

128 Submission 6, pp 2-3; Submission 24, p 5.

129 NSW Reconstruction Authority, NSW Recovery Plan, p 4; NSW Reconstruction Authority, Our Strategic

Framework, accessed 24 April 2026.

130 Submission 32, p 5.

131 Submission 32, p 5.

132 Deborah Stafford, Manager, Social and Cultural Planning, Byron Shire Council, Transcript of evidence, 20

February 2026, p 9; Submission 19, Byron Shire Council, pp 2-3; Andrew Graham, Chief Operating Officer, NSW

Reconstruction Authority, Transcript of evidence, 20 February 2026, p 39.

133 Answers to supplementary questions, Northern Rivers Community Resilience Alliance, 16 January 2026, p 1;

Submission 35, Local Government NSW, p 19.