{
  "entity_id": "B-002688",
  "folder": "RDA-NSW-Northern-Inland",
  "name": "RDA NSW Northern Inland",
  "type": "Statutory Agreement Body",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.rdani.org.au",
  "data_status": "partial",
  "completeness": {
    "has_strategy_brief": false,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": false,
    "has_kpi_results": false,
    "has_strategy_overview": true,
    "has_legislation_text": true,
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    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
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    "n_artifacts": 9,
    "n_kpi_targets": 0,
    "n_kpi_results": 0,
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    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "medium",
    "summary": "",
    "official_site_url": "http://www.rdani.org.au",
    "source_documents": [
      {
        "type": "strategie",
        "title": "NEJO Economic Development Strategy - Draft (14.5 MB)",
        "url": "https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "RDANI DIgital Economy Strategy - Full Report (18 MB)",
        "url": "https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "RDANI Digital Economy Strategy - Appendices (4.8 MB)",
        "url": "https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "14 Tips for a Better Blog Post (128 KB)",
        "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/14-tips-for-a-better-blog-post/14TipsForaBetterBlogpost.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Pros and Cons of Different Social Media (147 KB)",
        "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/which-social-media-platforms-are-best-for-your-business/ProsConsofdifferentsocialmedia-pdf-v2.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "How to Influence with Impact & Create WIN-WINs in your Business (1.9 MB)",
        "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-improve-your-communication-skills-and-win-more-clients/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "purpose": null,
    "vision": null,
    "strategic_priorities": [],
    "values": [],
    "outcomes": [],
    "performance_measures": [],
    "document_alignment_terms": {
      "must_support": [],
      "watch_terms": [],
      "avoid_claiming_without_evidence": []
    },
    "review_note": "Structured strategy exists but is incomplete."
  },
  "strategy_brief_md": null,
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# RDA NSW Northern Inland - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:28:17.524432+00:00\n**Entity ID**: B-002688\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.rdani.org.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 3 |\n| pages | 36 |\n| strategies | 6 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 18]\nIntroduction\nBACKGROUND AND CONTEXT\nStrategy Purpose & Focus\n• What strategies can be used to ensure regional businesses can benefit\nThe purpose of the Digital Economy Strategy is to set a future vision for the from the digital economy/ high‐speed broadband and not lose business to\ndigital economy of Northern Inland NSW in ten years time and a development operators outside the region?\nroadmap including 2, 5 and 10 year goals and recommendations for achieving\nthis vision. • How do local retailers engage in the online marketplace?\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- 18 NSW Government 2021, A 20-Year Economic Vision for Regional NSW\n19 Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 54\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- RECOMMENDATIONS\nBackground and Context 15 Strategic Foundations 51\nStrategy Purpose & Focus 16 Prioritisation Model 52\nStrategy Development 17 Recommendations 53\nCurrent Regional Digital Projects 18\n6.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n\n### Role and Functions\n\n- [pages 65,66,67]\ner Levels\nCapability Government of Government\nResponse With Response\nCCoommmmuunniiccaattiioonn\n \nMMaaiinnttaaiinn bbuussiinneessss ddiirreeccttoorryy\n\nMaintain emergency notification service\n \nBusiness communication\n\nSecure telecoms infrastructure\nPPllaannnniinngg aanndd GGoovveerrnnaannccee\nDecide and communicate the governance\n\npathways for risk reduction\nMaintain planning and development practices\n \nthat adapt to rapid social, economic,\nenvironmental, and cultural change\nShared responsibilities for risk reduction and\n \nrisk monitoring\nRemove local regulatory barriers during times\n\nof disaster and recovery\nEstablish and support a Disaster Recovery\n\nTeam\nIntegrate plausible future scenarios into\n \nplanning\nNew England Joint Organisation - Economic Development Strategy | 64\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 14\n1.3 Role and Responsibility of NEJO and Its Members ....................................................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 52\n3.1 Business Risk and Threat Mitigation ...............................................................................................53\nNational Disaster Risk Reduction ....................................................................................................53\nState Emergency Risk Management ...............................................................................................55\nAt a Local-Level - Monitoring and Data Collection ..................................................................56\nNew England Joint Organisation - Economic Development Strategy | 8\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 62\n4.1 Economic and Community Resilience Actions .............................................................................63\n4.2 Business Planning for Future Economic Shocks .........................................................................65\nIndustry Development .........................................................................................................................65\nSupportive Industry Sector Development .....................................................................................65\nBusiness Development ........................................................................................................................66\n4.3 Addressing Workforce Skills Deficits .............................................................................................66\n4.4 Community Preparation for Future Economic Shocks ........................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- This change is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [pages 45,46,47,48,49,50]\nge is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n\n### Strategic Priorities\n\n- 62\n4.1 Economic and Community Resilience Actions .............................................................................63\n4.2 Business Planning for Future Economic Shocks .........................................................................65\nIndustry Development .........................................................................................................................65\nSupportive Industry Sector Development .....................................................................................65\nBusiness Development ........................................................................................................................66\n4.3 Addressing Workforce Skills Deficits .............................................................................................66\n4.4 Community Preparation for Future Economic Shocks ........................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 52\n3.1 Business Risk and Threat Mitigation ...............................................................................................53\nNational Disaster Risk Reduction ....................................................................................................53\nState Emergency Risk Management ...............................................................................................55\nAt a Local-Level - Monitoring and Data Collection ..................................................................56\nNew England Joint Organisation - Economic Development Strategy | 8\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- This change is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [pages 45,46,47,48,49,50]\nge is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 18 NSW Government 2021, A 20-Year Economic Vision for Regional NSW\n19 Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 54\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- Figure 3-2 A Model for Disaster Recovery Management, PwC, 2010\n20 NSW Department of Justice, Office of Emergency Management 2017, NSW Emergency Risk Management Framework\n21 Pricewaterhouse Coopers 2010, Effective Disaster Recovery: What lessons can we learn from Australia’s Black Saturday Bushfires?\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 22 United Nations International Strategy for Disaster Reduction (UNISDR) (2015) Economic Aspects of DRR: Background Document for\nWorking Session (UN World Conference on Disaster Risk Reduction March 2015, Sendai, Japan)\n23 Improving Disaster Data Systems to Inform Disaster Risk Reduction and Resilience Building in Australia: A Comparison of Databases\n24 Deloitte Access Economics 2017, Building resilience to natural disasters in our states and territories\nNew England Joint Organisation - Economic Development Strategy | 57\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- RECOMMENDATIONS\nBackground and Context 15 Strategic Foundations 51\nStrategy Purpose & Focus 16 Prioritisation Model 52\nStrategy Development 17 Recommendations 53\nCurrent Regional Digital Projects 18\n6.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 12]\nExecutive Summary\nNORTHERN INLAND DIGITAL ECONOMIC VISION\nTARGET: DIGITALLY CONNECTED, COMMITTED, & COORDINATED\nOur targets for the next Ten years are: - Connecting all 13 townships and cities by fostering\nsustainability for public and business communities with an\n- High Speed Broadband availability to 100% of premises emphasis on local engagement in the region through\n(both public and business), fostering the basis of online Inter-town and city collaboration systems – sharing\ncommunication and connectedness online, increasing projects, how to, products, services and costs.\nmobility, and reducing the tyranny of distance across the\nregion;\n- 60% of businesses digitally literate by 2018 to assist in\nchampioning Digital Leadership and Literacy in the region,\nfor the region, through online rich media programs;\n- 100% of retailers supported through online and local\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- This change is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [pages 45,46,47,48,49,50]\nge is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 12]\nExecutive Summary\nNORTHERN INLAND DIGITAL ECONOMIC VISION\nTARGET: DIGITALLY CONNECTED, COMMITTED, & COORDINATED\nOur targets for the next Ten years are: - Connecting all 13 townships and cities by fostering\nsustainability for public and business communities with an\n- High Speed Broadband availability to 100% of premises emphasis on local engagement in the region through\n(both public and business), fostering the basis of online Inter-town and city collaboration systems – sharing\ncommunication and connectedness online, increasing projects, how to, products, services and costs.\nmobility, and reducing the tyranny of distance across the\nregion;\n- 60% of businesses digitally literate by 2018 to assist in\nchampioning Digital Leadership and Literacy in the region,\nfor the region, through online rich media programs;\n- 100% of retailers supported through online and local\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 51]\nDigital Economic Development\nVISION STATEMENT AND GOALS\nTARGET: DIGITALLY CONNECTED, COMMITTED, & COORDINATED\nOur targets for the next Ten years are: - Connecting all 13 townships and cities by fostering\nsustainability for public and business communities with an\n- High Speed Broadband availability to 100% of premises emphasis on local engagement in the region through\n(both public and business), fostering the basis of online Inter-town and city collaboration systems – sharing\ncommunication and connectedness online, increasing projects, how to, products, services and costs.\nmobility, and reducing the tyranny of distance across the\nregion;\n- 60% of businesses digitally literate by 2018 to assist in\nchampioning Digital Leadership and Literacy in the region,\nfor the region, through online rich media programs;\n- 100% of retailers supported through online and local\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 48]\n2.2.6 COVID-19 Impacts\nTravel restrictions and other social lockdown measures associated with controlling the COVID-19\npandemic are estimated to result in lower levels of all economic metrics across the LGAs that make up\nthe NJEO Region.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- As of June 2021, Narrabri achieved the greatest\n3.2%\npositive change in employment at 0.6%, likely due to growth in the\nmining industry sector that experienced lower level of impacts through\nthe COVID-19 pandemic.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- No part of the content of this pack may be reproduced, altered or quoted without written permission. !\nytirutaM\nDigital Economic Development\nDigital Economy Maturity Model\nTarget\nTarget\nState\nTarget State\n(~2024)\nState\n(~2018)\nCurrent\n(~2014)\nState\n(2013)\nNEED IDENTIFIED CONNECTING CONNECTED ENHANCED\nTime\nAnalysis was conducted on the findings of the survey, the consultations, workshops and options appraisals to develop a picture of where the Northern Inland region sits in terms of its current digital\neconomic maturity.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- A potential value range has also been derived and displayed in each LGA’s DigiOmeter. $XM–YM\nID MEASURE DEFINITION OF SUCCESS / HIGH SCORE INDICATORS\n1 Broadband Usage Where the majority of the LGA is connected and using broadband as their main internet connection\n2 Evidence of Digital Retail Practice Where majority of retail industry is engaged in e-commerce activities\n3 Emergence of Digital Leadership (Brand etc) Where significant efforts to brand and highlight benefits of digital engagement are evident\n4 Examples of Digital Championing Where notable numbers of digital champions and digital innovation are present\n5 NBN Commencement and coverage of LGA –\nWhere the NBN is available, will be available or construction commenced within the next 1-3 years.\n  Source: `strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)`\n- 52\n3.1 Business Risk and Threat Mitigation ...............................................................................................53\nNational Disaster Risk Reduction ....................................................................................................53\nState Emergency Risk Management ...............................................................................................55\nAt a Local-Level - Monitoring and Data Collection ..................................................................56\nNew England Joint Organisation - Economic Development Strategy | 8\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 62\n4.1 Economic and Community Resilience Actions .............................................................................63\n4.2 Business Planning for Future Economic Shocks .........................................................................65\nIndustry Development .........................................................................................................................65\nSupportive Industry Sector Development .....................................................................................65\nBusiness Development ........................................................................................................................66\n4.3 Addressing Workforce Skills Deficits .............................................................................................66\n4.4 Community Preparation for Future Economic Shocks ........................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 18 NSW Government 2021, A 20-Year Economic Vision for Regional NSW\n19 Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 54\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- Figure 3-2 A Model for Disaster Recovery Management, PwC, 2010\n20 NSW Department of Justice, Office of Emergency Management 2017, NSW Emergency Risk Management Framework\n21 Pricewaterhouse Coopers 2010, Effective Disaster Recovery: What lessons can we learn from Australia’s Black Saturday Bushfires?\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 22 United Nations International Strategy for Disaster Reduction (UNISDR) (2015) Economic Aspects of DRR: Background Document for\nWorking Session (UN World Conference on Disaster Risk Reduction March 2015, Sendai, Japan)\n23 Improving Disaster Data Systems to Inform Disaster Risk Reduction and Resilience Building in Australia: A Comparison of Databases\n24 Deloitte Access Economics 2017, Building resilience to natural disasters in our states and territories\nNew England Joint Organisation - Economic Development Strategy | 57\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $7.3 billion, $7.6 billion, 7.3 billion, 7.6 billion | GRP can be measured by adding up all forms of final expenditure, including:\n• Consumption by households\n• Consumption by governments\n• Additions or increases to assets (minus disposals)\n• Exports (minus imports)\nUsing the Expenditure method of estimating GRP, the NEJO region’s\nGRP for 2020 was $7.3 billion ($7.6 billion, including Gwydir Shire. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $7.3 billion, $7.6 billion, 7.3 billion, 7.6 billion | [Page 4]\nDisaster Period Trends\nGross Regional Product (GRP) estimates for the NEJO region for\n2020 is $7.3 billion ($7.6 billion, including the Gwydir Shire),\nwhich has steadily grown since 2020 in both real terms and per\ncapita. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $2.2 billion, $2.1 billion, $1.2 billion, 2.2 billion, 2.1 billion, 1.2 billion | As at 2020, the agriculture industry\ncontributes the largest share of output at $2.2 billion (16.0%), followed Total output for the\nby mining ($2.1 billion, 15.2%), and rental, hiring and real estate services NEJO region economy\n($1.2 billion, 9.1%). | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $2.1 billion, $1.9\n, $13.9 billion, $1.2 billion, 2.1 billion, 13.9 billion | At a 45-sector level, mining ($2.1 billion, 15.0%,\nis estimated at\nmostly from coal mining), livestock, grains and other agriculture ($1.9\n$13.9 billion\nbillion, 14.0%), and property services ($1.2 billion, 8.6%)\ncontribute the largest share of output. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $449.7 million, $2.1\nbillion, 449.7 million, 2.1\nbillion | Between 2016 and 2020, the mining sector has experienced\nthe highest growth (369.1%) from $449.7 million to $2.1\nbillion. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $13.9 billion, 13.9 billion | [Page 19]\nFigure 2-1 LGA Share of NEJO region’s Output, 2020\nNEJO region total output:\n$13.9 billion\nNew England Joint Organisation - Economic Development Strategy \\| 18 | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $481.4 million, $402.0 million, $285.9 million, 481.4 million, 402.0 million, 285.9 million | As at\n2020, education and training contributes the largest share of\nwages and salaries at $481.4 million (16.2%), followed by health Education and training\ncare and social assistance ($402.0 million, 13.5%), and public contribute the largest share\nadministration and safety ($285.9 million, 9.6%). | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $481.4 million, $277.2 million, $240.8 million, $65.9 million, $186.9 million, 481.4 million | At a 45-sector\nof wages and salaries (16.2%)\nlevel, education and training ($481.4 million, 16.2%, split\nfollowed by healthcare and\nbetween school and higher education), public administration,\nsocial assistance, and\nregulatory services, order and safety ($277.2 million, 9.3%), and\nresidential care and social assistance services ($240.8 million, public administration\n8.1%) contribute the largest share of wages and salaries. and safety\nBetween 2016 | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $3.0 billion, 3.0 billion | Figure 2-2 LGA Share of NEJO region’s Wages and Salaries, 2020\nNEJO region total wages\nand salaries: $3.0 billion\nNew England Joint Organisation - Economic Development Strategy \\| 19 | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $277.2 million, $240.8 million, $65.9 million, $186.9 million, 277.2 million, 240.8 million | [pages 20,21,22,23]\nn,\nsocial assistance, and\nregulatory services, order and safety ($277.2 million, 9.3%), and\nresidential care and social assistance services ($240.8 million, public administration\n8.1%) contribute the largest share of wages and salaries. and safety\nBetween 2016 and 2020, the mining sector has observed the\nhighest growth (183.7%) from $65.9 million to $186.9 million. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $7.0 billion, $7.3 billion, 7.0 billion, 7.3 billion | Total value-added for the NEJO region is estimated to be $7.0 billion\n(Figure 2-3) , or $7.3 billion including Gwydir Shire. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $1.3 billion, $901.6 million, $891.8 million, 1.3 billion, 901.6 million, 891.8 million | As at 2020, mining\ncontributes the largest share of value-added at $1.3 billion (18.6%),\nfollowed by rental, hiring and real estate services2 ($901.6 million,\n12.9%), and agriculture ($891.8 million, 12.8%). | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $1.3 billion, $880.0 million, $795.1 million, $183.9 million | At a 45-sector level,\nmining ($1.3 billion, 18.5%, predominately from coal mining), property\nservices ($880.0 million, 12.6%), and livestock, grains and other At 18.5% and $1.3 billion\nagriculture ($795.1 million, 11.4%) contribute the largest share of mining contributes the\nvalue-added.\nlargest share of\nvalue-added\nBetween 2016 and 2020, the mining sector has observed the highest\ngrowth (607.3%) from $183.9 million to $1.3 billion. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $7.0 billion, 7.0 billion | Figure 2-3 Value-Added, Proportion of NEJO region per LGA, 2020\nNEJO region total value\nadded: $7.0 billion\n2 The ‘Rental, Hiring and Real Estate’ industry also includes ‘ownership of dwellings’ which includes both landlords and\nowner-occupiers, the latter incorporating rental payments which is not an actual transaction. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $815.0 million, $879.1 million, $461.4 million, 815.0 million, 879.1 million, 461.4 million | As at 2020, agriculture\ncontributes the largest share of local expenditure at $815.0 million (21.4%), followed by construction\n($879.1 million, 15.2%) and manufacturing ($461.4 million, 12.1%). | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $705.2 million, $365.5 million, $319.8 million, 705.2 million, 365.5 million, 319.8 million | At a 45-sector level, livestock, grains\nand other agriculture ($705.2 million, 18.5%), mining ($365.5 million, 9.6%, predominately from coal\nmining), and food product manufacturing ($319.8 million, 8.4%) contribute the largest share of local\nexpenditure. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $135.0 million, $373.8 million, 135.0 million, 373.8 million | Between 2016 and 2020, the mining sector has experienced the highest growth (176.8%) in local\nexpenditure from $135.0 million to $373.8 million. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n| $500.6 Million, $13.9 billion, $500.6 million, 500.6 Million, 13.9 billion, 500.6 million | Tourism contributes\n$500.6 Million to the\nTourism Output\ntotal output for\nThe total output estimate for the NEJO region is $13.9 billion, of which,\nthe region\nTourism contributes $500.6 million, or 3.6% of total output. | `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)` |\n\n## Key Achievements\n\n- DIGITAL ECONOMIC DEVELOPMENT\nForeword 5\nRegional Digital Economic Profile & Value 35\nOverview 7\nDigiOmeter & Maturity Model 40\nValue of the Digital Economy 9\nBusiness Survey Highlights 43\nDigital Economic Vision 10\nVision Statement and Goals 47\nDigital Business Checklist 12\n2.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 36]\n4\nDigital Economic\nDevelopment\nRegional Digital Economic Profile & Value 35\nDigiOmeter & Maturity Model 40\nBusiness Survey Highlights 43\nVision Statement and Goals 47\n© Attentive Consulting PTY Ltd 2013 – All Rights Reserved.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- A potential value range has also been derived and displayed in each LGA’s DigiOmeter. $XM–YM\nID MEASURE DEFINITION OF SUCCESS / HIGH SCORE INDICATORS\n1 Broadband Usage Where the majority of the LGA is connected and using broadband as their main internet connection\n2 Evidence of Digital Retail Practice Where majority of retail industry is engaged in e-commerce activities\n3 Emergence of Digital Leadership (Brand etc) Where significant efforts to brand and highlight benefits of digital engagement are evident\n4 Examples of Digital Championing Where notable numbers of digital champions and digital innovation are present\n5 NBN Commencement and coverage of LGA –\nWhere the NBN is available, will be available or construction commenced within the next 1-3 years.\n  Source: `strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)`\n- 52\n3.1 Business Risk and Threat Mitigation ...............................................................................................53\nNational Disaster Risk Reduction ....................................................................................................53\nState Emergency Risk Management ...............................................................................................55\nAt a Local-Level - Monitoring and Data Collection ..................................................................56\nNew England Joint Organisation - Economic Development Strategy | 8\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 62\n4.1 Economic and Community Resilience Actions .............................................................................63\n4.2 Business Planning for Future Economic Shocks .........................................................................65\nIndustry Development .........................................................................................................................65\nSupportive Industry Sector Development .....................................................................................65\nBusiness Development ........................................................................................................................66\n4.3 Addressing Workforce Skills Deficits .............................................................................................66\n4.4 Community Preparation for Future Economic Shocks ........................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- This change is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [pages 45,46,47,48,49,50]\nge is the result of population growth from 2010 Population has\nto a peak in 2014 and then continual decline thereafter. declined by 0.6%\nbetween 2010\nand 2020\nFigure 2-23 ERP Trends, NEJO Region, 2010 to 2020\nEach LGA within the NEJO region experienced differing changes to their population.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 18 NSW Government 2021, A 20-Year Economic Vision for Regional NSW\n19 Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 54\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- Figure 3-2 A Model for Disaster Recovery Management, PwC, 2010\n20 NSW Department of Justice, Office of Emergency Management 2017, NSW Emergency Risk Management Framework\n21 Pricewaterhouse Coopers 2010, Effective Disaster Recovery: What lessons can we learn from Australia’s Black Saturday Bushfires?\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 22 United Nations International Strategy for Disaster Reduction (UNISDR) (2015) Economic Aspects of DRR: Background Document for\nWorking Session (UN World Conference on Disaster Risk Reduction March 2015, Sendai, Japan)\n23 Improving Disaster Data Systems to Inform Disaster Risk Reduction and Resilience Building in Australia: A Comparison of Databases\n24 Deloitte Access Economics 2017, Building resilience to natural disasters in our states and territories\nNew England Joint Organisation - Economic Development Strategy | 57\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- RECOMMENDATIONS\nBackground and Context 15 Strategic Foundations 51\nStrategy Purpose & Focus 16 Prioritisation Model 52\nStrategy Development 17 Recommendations 53\nCurrent Regional Digital Projects 18\n6.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- 52\n3.1 Business Risk and Threat Mitigation ...............................................................................................53\nNational Disaster Risk Reduction ....................................................................................................53\nState Emergency Risk Management ...............................................................................................55\nAt a Local-Level - Monitoring and Data Collection ..................................................................56\nNew England Joint Organisation - Economic Development Strategy | 8\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 18 NSW Government 2021, A 20-Year Economic Vision for Regional NSW\n19 Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 54\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- Figure 3-2 A Model for Disaster Recovery Management, PwC, 2010\n20 NSW Department of Justice, Office of Emergency Management 2017, NSW Emergency Risk Management Framework\n21 Pricewaterhouse Coopers 2010, Effective Disaster Recovery: What lessons can we learn from Australia’s Black Saturday Bushfires?\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- 22 United Nations International Strategy for Disaster Reduction (UNISDR) (2015) Economic Aspects of DRR: Background Document for\nWorking Session (UN World Conference on Disaster Risk Reduction March 2015, Sendai, Japan)\n23 Improving Disaster Data Systems to Inform Disaster Risk Reduction and Resilience Building in Australia: A Comparison of Databases\n24 Deloitte Access Economics 2017, Building resilience to natural disasters in our states and territories\nNew England Joint Organisation - Economic Development Strategy | 57\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- RECOMMENDATIONS\nBackground and Context 15 Strategic Foundations 51\nStrategy Purpose & Focus 16 Prioritisation Model 52\nStrategy Development 17 Recommendations 53\nCurrent Regional Digital Projects 18\n6.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- Techniques for questioning – how to work out what is true?\n• Negotiation skills and confl ict resolution skills\n• Decision making\n• Diversity in decision making\n• Communication\n• Personal skill development\n• How to work eff ectively with others in volunteer groups\nLeadership and decision making operating environment\n• Introduction to accountability, legal obligations, OH&S and insurance\n• What do I need to be aware of to ensure transparency in decision making?\n• Strategic planning, scenario planning, risk management and planning tools\n• Who has responsibility for key issues – therefore who needs infl uencing?\n• Community Leadership – a voluntary approach\n• Role of Government\n• Partnerships with stakeholders\n• Corporate and social responsibility (triple bottom line pressures and reporting)\nCommunity/regions opportunities, challenges and key organisations\n  Source: `other-pdfs/LeadershipFlyer-25Jul08.pdf (https://www.rdani.org.au/files/pages/projects/nirdb/regional-leadership-course-2008/LeadershipFlyer-25Jul08.pdf)`\n- [pages 65,66,67]\ner Levels\nCapability Government of Government\nResponse With Response\nCCoommmmuunniiccaattiioonn\n \nMMaaiinnttaaiinn bbuussiinneessss ddiirreeccttoorryy\n\nMaintain emergency notification service\n \nBusiness communication\n\nSecure telecoms infrastructure\nPPllaannnniinngg aanndd GGoovveerrnnaannccee\nDecide and communicate the governance\n\npathways for risk reduction\nMaintain planning and development practices\n \nthat adapt to rapid social, economic,\nenvironmental, and cultural change\nShared responsibilities for risk reduction and\n \nrisk monitoring\nRemove local regulatory barriers during times\n\nof disaster and recovery\nEstablish and support a Disaster Recovery\n\nTeam\nIntegrate plausible future scenarios into\n \nplanning\nNew England Joint Organisation - Economic Development Strategy | 64\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- RReessiilliieennccee aanndd • Considering the notable challenges • Leverage the availability of data, • A more coordinated response to\nRReeccoovveerryy that industry and the workforce funding, and support to address high disaster management and recovery.\nhave faced over the course of the priority risks and allocate funding for\n• Better data on which to based post-\ndrought, bushfire and pandemic, many disaster risk reduction planning.\ndisaster funding applications.\nbusinesses and workers have shown\n• Coordinate local government\nresilience and adaptability to come\n• Improved business and economic\ninvestment and governance towards the\nout trading and working into 2022.\nperformance.\npriorities set in the NDRR framework.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 18]\nIntroduction\nBACKGROUND AND CONTEXT\nStrategy Purpose & Focus\n• What strategies can be used to ensure regional businesses can benefit\nThe purpose of the Digital Economy Strategy is to set a future vision for the from the digital economy/ high‐speed broadband and not lose business to\ndigital economy of Northern Inland NSW in ten years time and a development operators outside the region?\nroadmap including 2, 5 and 10 year goals and recommendations for achieving\nthis vision. • How do local retailers engage in the online marketplace?\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 52]\n5\nRecommendations\nStrategic Foundations 51\nPrioritisation Model 52\nRecommendations 53\n© Attentive Consulting PTY Ltd 2013 – All Rights Reserved.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 61]\nWhat the people said…\n\"Access to IT professional services in a I think the main issues for small \"Moree businesses are generally more\nplace like Moree is a challenge.” business in our locality are firstly, traditionalist and less forward thinking\ngetting our hands on the actual NBN! so they do not realise the benefits of\n- Mark Connolly, Economic If you live in Armidale its great, but if the NBN.”\nDevelopment Manager, Moree Shire you are out West in Narrabri or Moree\nCouncil then even typical broadband is very - Ben Kamholtz, Harvey Norman\npoor, secondly we need significant\ntraining around how we can move our\nbusinesses forward online, we\ngenerally have no idea what to do in\nthis area, its very frustrating.\n\"A big barrier for small businesses is \"There is a distinct lack of marketing\nhaving the time to do these things and understanding of what the NBN\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- 62\n4.1 Economic and Community Resilience Actions .............................................................................63\n4.2 Business Planning for Future Economic Shocks .........................................................................65\nIndustry Development .........................................................................................................................65\nSupportive Industry Sector Development .....................................................................................65\nBusiness Development ........................................................................................................................66\n4.3 Addressing Workforce Skills Deficits .............................................................................................66\n4.4 Community Preparation for Future Economic Shocks ........................................\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- To achieve these items, this preliminary research will:\n• Explore and discuss growing industries, emerging trends, and major drivers of the NEJO economy.\n• Identify key regional assets, along with notable opportunities and challenges related to business risk\nand threat mitigation, and disaster resilience explored in the literature review.\n• Demonstrate the impact that drought, bushfire, and COVID had on the regional economy.\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Value of Digital Value of Digital Value of Digital\nEconomy Economy Economy\n$25M–148M $11M–65M $18M–111M\nAs part of the analysis of each of the 13 LGAs and to provide\na summarised view with respect to their digital readiness, a\nrating system was developed called the DigiOmeter.\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- Population Practice\n- Broadband Usage\n- Digital Brand\nProminent Industries\n- NBN Availability\nThe local economy of Glen Innes is strongly based on agriculture and\nagribusiness (42%), tourism/service (32%), retail trade (14%), and health and\nVALUE $9M –$53M\ncommunity services (12%).\n  Source: `strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)`\n- [Page 12]\nExecutive Summary\nNORTHERN INLAND DIGITAL ECONOMIC VISION\nTARGET: DIGITALLY CONNECTED, COMMITTED, & COORDINATED\nOur targets for the next Ten years are: - Connecting all 13 townships and cities by fostering\nsustainability for public and business communities with an\n- High Speed Broadband availability to 100% of premises emphasis on local engagement in the region through\n(both public and business), fostering the basis of online Inter-town and city collaboration systems – sharing\ncommunication and connectedness online, increasing projects, how to, products, services and costs.\nmobility, and reducing the tyranny of distance across the\nregion;\n- 60% of businesses digitally literate by 2018 to assist in\nchampioning Digital Leadership and Literacy in the region,\nfor the region, through online rich media programs;\n- 100% of retailers supported through online and local\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 51]\nDigital Economic Development\nVISION STATEMENT AND GOALS\nTARGET: DIGITALLY CONNECTED, COMMITTED, & COORDINATED\nOur targets for the next Ten years are: - Connecting all 13 townships and cities by fostering\nsustainability for public and business communities with an\n- High Speed Broadband availability to 100% of premises emphasis on local engagement in the region through\n(both public and business), fostering the basis of online Inter-town and city collaboration systems – sharing\ncommunication and connectedness online, increasing projects, how to, products, services and costs.\nmobility, and reducing the tyranny of distance across the\nregion;\n- 60% of businesses digitally literate by 2018 to assist in\nchampioning Digital Leadership and Literacy in the region,\nfor the region, through online rich media programs;\n- 100% of retailers supported through online and local\n  Source: `strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)`\n- [Page 3]\nAppendix A\nACRONYMS EXPLAINED\nABS – Australian Bureau of Statistics GVA – Gross Value Added\nACS – Australian Computer Society ICT – Information and Communications Technology\nADFI – Australian Digital Futures Institute IT – Information Technology\nADSL – Asymmetric Digital Subscriber Line Km2 – Square kilometres\nCAD/CAM – Computer-aided design/Computer-aided manufacturing LGA – Local Government Area\nCAPEX – Capital Expenditure Mbps – Megabytes per second\nCBD – Central Business District NBN – National Broadband Network\nCSG - Coal Seam Gas NDES – National Digital Economy Strategy\nCTCA - Community Technology Centres Association NFP – Not-for Profit organisation\nDBCDE – Department of Broadband, Communications and the Digital NHS - National Health Service (UK)\nEconomy\nOCR – Optical Character Reader\nDES – Digital Economy Strategy\n  Source: `strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)`\n- The contribution to the local economy in respect of total gross VALUE $4M –26M\nvalue of agricultural production in 2011 was $60.8 million.\n  Source: `strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)`\n- [Page 11]\nFFiigguurreess\naanndd TTaabblleess\nTTaabblleess\n1 Introduction\nFigure 1-1 Member LGAs of the NEJO 13\nFigure 1-2 Wider Northern Inland Region, NSW 14\n2 Economic Profile: Industry Sector Overview\nFigure 2-1 LGA Share of NEJO region’s Output, 2020 18\nFigure 2-2 LGA Share of NEJO region’s Wages and Salaries, 2020 19\nFigure 2-3 Value-Added, Proportion of NEJO region per LGA, 2020 20\nFigure 2-4 Local Expenditure Proportion of Output by Industry Sector, NEJO region, 2020 22\nFigure 2-5 Jobs Proportion of NEJO region per LGA, 2016 23\nFigure 2-6 Output Attributable to Tourism for each LGA and Share of NEJO region, 2020 25\nFigure 2-7 Total Tourism Output and Reliance on Tourism, per Industry Sector, NEJO region, 2020 25\nFigure 2-8 Jobs Attributable to Tourism for each LGA, NEJO region, 2020 26\nFigure 2-9 Key Propulsive Industry Sub-Sectors, Employment, NEJO region, 2016 27\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n- [Page 12]\nFigure 2-25 Building Approvals (New Houses) by LGA, 2011-12 to 2020-21 45\nFigure 2-26 Business Counts (Total) NEJO region, 2016 to 2021 46\nFigure 2-27 Percentage Change in Total Output in NEJO region, April 2020 to June 2021 47\nFigure 2-28 Change in Value-added in NEJO region, April 2020 to June 2021 48\nFigure 2-29 Change in Employment in NEJO region, April 2020 to June 2021 49\nFigure 2-30 Change in JobKeeper Support Rates in NEJO region, April 2020 to March 2021 50\nFigure 2-31 Change in JobSeeker Support Rates in NEJO region, September 2019 to 2021 51\n3 Literature Review: Future Disaster Resilience\nFigure 3-1 Sendai Framework Outcome 2030 55\nFigure 3-2 A Model for Disaster Recovery Management, PwC, 2010 56\nTTaabblleess\nTable 4-1 Potential economic resilience actions and LGA capability 63\nNew England Joint Organisation - Economic Development Strategy | 11\n  Source: `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/14TipsForaBetterBlogpost.pdf` - strategies - https://www.rdani.org.au/files/pages/projects/past/go-digital/14-tips-for-a-better-blog-post/14TipsForaBetterBlogpost.pdf\n- `strategies/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pdf` - strategies - https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-improve-your-communication-skills-and-win-more-clients/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pdf\n- `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf` - strategies - https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf\n- `strategies/ProsConsofdifferentsocialmedia-pdf-v2.pdf` - strategies - https://www.rdani.org.au/files/pages/projects/past/go-digital/which-social-media-platforms-are-best-for-your-business/ProsConsofdifferentsocialmedia-pdf-v2.pdf\n- `strategies/RDANI-DES-18.pdf` - strategies - https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf\n- `strategies/RDANI-DES-APPENDICES-17.pdf` - strategies - https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf\n- `pages/about.html` - pages - http://www.rdani.org.au/skilled-migration/helpful-information-for-visa-holders/about-the-northern-inland.php\n- `pages/contact.html` - pages - http://www.rdani.org.au/contacts.php\n- `pages/homepage.html` - pages - http://www.rdani.org.au\n- `pages/leadership.html` - pages - http://www.rdani.org.au/projects/nirdb/regional-leadership-course-2008.php\n- `pages/news-latest.html` - pages - https://www.rdani.org.au/rss/news.xml\n- `pages/strategies-index.html` - pages - http://www.rdani.org.au/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy.php\n- `pages/strategies-index__00.html` - pages - https://www.rdani.org.au/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy.php\n- `pages/strategies-index__01.html` - pages - http://www.rdani.org.au/our-region/regional-data.php\n- `pages/strategies-index__02.html` - pages - http://www.rdani.org.au/our-services/economic-and-data-analysis-services.php\n- `pages/strategies-index__03.html` - pages - http://www.rdani.org.au/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy.php\n- `pages/strategies-index__04.html` - pages - http://www.rdani.org.au/projects/past/digital-economy-strategy.php\n- `pages/strategies-index__05.html` - pages - http://www.rdani.org.au/projects/past/go-digital.php\n- `pages/strategies-index__06.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-start-an-online-business.php\n- `pages/strategies-index__07.html` - pages - http://www.rdani.org.au/projects/past/go-digital/create-your-website-using-squarespace.php\n- `pages/strategies-index__08.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-edit-your-squarespace-site-part-1.php\n- `pages/strategies-index__09.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-edit-your-squarespace-site-part-2.php\n- `pages/strategies-index__10.html` - pages - http://www.rdani.org.au/projects/past/go-digital/add-a-shop-to-your-squarespace-site.php\n- `pages/strategies-index__11.html` - pages - http://www.rdani.org.au/projects/past/go-digital/start-a-blog-and-find-out-what-customers-are-searching.php\n- `pages/strategies-index__12.html` - pages - http://www.rdani.org.au/projects/past/go-digital/14-tips-for-a-better-blog-post.php\n- `pages/strategies-index__13.html` - pages - http://www.rdani.org.au/projects/past/go-digital/which-social-media-platforms-are-best-for-your-business.php\n- `pages/strategies-index__14.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-use-facebook-effectively-for-your-business-part-1.php\n- `pages/strategies-index__15.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-use-facebook-effectively-for-your-business-part-2.php\n- `pages/strategies-index__16.html` - pages - http://www.rdani.org.au/projects/past/go-digital/instagram-tips-for-business.php\n- `pages/strategies-index__17.html` - pages - http://www.rdani.org.au/projects/past/go-digital/catching-up-more-instagram-dealing-with-haters.php\n- `pages/strategies-index__18.html` - pages - http://www.rdani.org.au/projects/past/go-digital/getting-started-with-twitter-for-business.php\n- `pages/strategies-index__19.html` - pages - http://www.rdani.org.au/projects/past/go-digital/social-media-scheduling-tools.php\n- `pages/strategies-index__20.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-start-an-etsy-shop-part-1-research.php\n- `pages/strategies-index__21.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-start-an-etsy-shop-part-2-signup.php\n- `pages/strategies-index__22.html` - pages - http://www.rdani.org.au/projects/past/go-digital/online-security-for-your-business.php\n- `pages/strategies-index__23.html` - pages - http://www.rdani.org.au/projects/past/go-digital/product-photography-and-website-images-your-guide.php\n- `pages/strategies-index__24.html` - pages - http://www.rdani.org.au/projects/past/go-digital/5-tips-to-improve-your-productivity-in-your-business.php\n- `pages/strategies-index__25.html` - pages - http://www.rdani.org.au/projects/past/go-digital/best-online-business-resources.php\n- `pages/strategies-index__26.html` - pages - http://www.rdani.org.au/projects/past/go-digital/how-to-improve-your-communication-skills-and-win-more-clients.php\n- `pages/strategies-index__27.html` - pages - http://www.rdani.org.au/projects/past/digital-tv-switchover-assistance.php\n- `pages/strategies-index__28.html` - pages - http://www.rdani.org.au/projects/nirdb/new-england-north-west-film-strategy.php\n- `pages/strategies-index__29.html` - pages - http://www.rdani.org.au/projects/nirdb/viticulture-strategy-20022003.php\n- `other-pdfs/Etsy-Research-Worksheet-2-fillable.pdf` - other-pdfs - https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-start-an-etsy-shop-part-1-research/Etsy-Research-Worksheet-2-fillable.pdf\n- `other-pdfs/etsy-setup-checklist-3-fillable-3.pdf` - other-pdfs - https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-start-an-etsy-shop-part-1-research/etsy-setup-checklist-3-fillable-3.pdf\n- `other-pdfs/LeadershipFlyer-25Jul08.pdf` - other-pdfs - https://www.rdani.org.au/files/pages/projects/nirdb/regional-leadership-course-2008/LeadershipFlyer-25Jul08.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# RDA NSW Northern Inland - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:16:28.391057+00:00\n**Entity ID**: B-002688\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 45\n- Unique legislation references found: 0\n\n## Legislation References\n\n_No Act/Regulation/Instrument references found in the local corpus._\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `pages/strategies-index__05.html` (page)\n- `pages/strategies-index__06.html` (page)\n- `pages/strategies-index__07.html` (page)\n- `pages/strategies-index__08.html` (page)\n- `pages/strategies-index__09.html` (page)\n- `pages/strategies-index__10.html` (page)\n- `pages/strategies-index__11.html` (page)\n- `pages/strategies-index__12.html` (page)\n- `pages/strategies-index__13.html` (page)\n- `pages/strategies-index__14.html` (page)\n- `pages/strategies-index__15.html` (page)\n- `pages/strategies-index__16.html` (page)\n- `pages/strategies-index__17.html` (page)\n- `pages/strategies-index__18.html` (page)\n- `pages/strategies-index__19.html` (page)\n- `pages/strategies-index__20.html` (page)\n- `pages/strategies-index__21.html` (page)\n- `pages/strategies-index__22.html` (page)\n- `pages/strategies-index__23.html` (page)\n- `pages/strategies-index__24.html` (page)\n- `pages/strategies-index__25.html` (page)\n- `pages/strategies-index__26.html` (page)\n- `pages/strategies-index__27.html` (page)\n- `pages/strategies-index__28.html` (page)\n- `pages/strategies-index__29.html` (page)\n- `other-pdfs/Etsy-Research-Worksheet-2-fillable.pages.jsonl` (pdf_pages)\n- `other-pdfs/etsy-setup-checklist-3-fillable-3.pages.jsonl` (pdf_pages)\n- `other-pdfs/LeadershipFlyer-25Jul08.pages.jsonl` (pdf_pages)\n- `strategies/14TipsForaBetterBlogpost.pages.jsonl` (pdf_pages)\n- `strategies/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pages.jsonl` (pdf_pages)\n- `strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pages.jsonl` (pdf_pages)\n- `strategies/ProsConsofdifferentsocialmedia-pdf-v2.pages.jsonl` (pdf_pages)\n- `strategies/RDANI-DES-18.pages.jsonl` (pdf_pages)\n- `strategies/RDANI-DES-APPENDICES-17.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": null,
    "purposes_source_page": null,
    "how_we_deliver": null,
    "how_we_deliver_source_page": null,
    "government_priorities": [],
    "outcomes": [],
    "values": [],
    "values_framework_name": null,
    "kpi_targets_2025_26": [],
    "kpi_results_2024_25": [],
    "_source_urls": {
      "annual_report_url": "",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "A potential value range has also been derived and displayed in each LGA’s DigiOmeter. $XM–YM\nID MEASURE DEFINITION OF SUCCESS / HIGH SCORE INDICATORS\n1 Broadband Usage Where the majority of the LGA is connected and using broadband as their main internet connection\n2 Evidence of Digital Retail Practice Where majority of retail industry is engaged in e-commerce activities\n3 Emergence of Digital Leadership (Brand etc) Where significant efforts to brand and highlight benefits of digital engagement are evident\n4 Examples of Digital Championing Where notable numbers of digital champions and digital innovation are present\n5 NBN Commencement and coverage of LGA –\nWhere the NBN is available, will be available or construction commenced within the next 1-3 years.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "A potential value range has also been derived and displayed in each LGA’s DigiOmeter. $XM–YM\nID MEASURE DEFINITION OF SUCCESS / HIGH SCORE INDICATORS\n1 Broadband Usage Where the majority of the LGA is connected and using broadband as their main internet connection\n2 Evidence of Digital Retail Practice Where majority of retail industry is engaged in e-commerce activities\n3 Emergence of Digital Leadership (Brand etc) Where significant efforts to brand and highlight benefits of digital engagement are evident\n4 Examples of Digital Championing Where notable numbers of digital champions and digital innovation are present\n5 NBN Commencement and coverage of LGA –\nWhere the NBN is available, will be available or construction commenced within the next 1-3 years.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/RDANI-DES-APPENDICES-17.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "[Page 57]\nState Emergency Risk Management\nThe NSW Government’s Emergency Risk Management Framework (ERM), commissioned in 2017, was\ndeveloped to “build an integrated emergency risk management system that informs decision making and\nthe allocation of resources to proactively manage current and future emergency risks and strengthen\nemergency management capability and capacity”20.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "[Page 57]\nState Emergency Risk Management\nThe NSW Government’s Emergency Risk Management Framework (ERM), commissioned in 2017, was\ndeveloped to “build an integrated emergency risk management system that informs decision making and\nthe allocation of resources to proactively manage current and future emergency risks and strengthen\nemergency management capability and capacity”20.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Citizen Participation",
      "scale": "small",
      "title": "Consultation feedback summaries with response tracking",
      "idea": "Summarise consultation submissions by theme and publish what changed in response.",
      "quote": "Techniques for questioning – how to work out what is true?\n• Negotiation skills and confl ict resolution skills\n• Decision making\n• Diversity in decision making\n• Communication\n• Personal skill development\n• How to work eff ectively with others in volunteer groups\nLeadership and decision making operating environment\n• Introduction to accountability, legal obligations, OH&S and insurance\n• What do I need to be aware of to ensure transparency in decision making?\n• Strategic planning, scenario planning, risk management and planning tools\n• Who has responsibility for key issues – therefore who needs infl uencing?\n• Community Leadership – a voluntary approach\n• Role of Government\n• Partnerships with stakeholders\n• Corporate and social responsibility (triple bottom line pressures and reporting)\nCommunity/regions opportunities, challenges and key organisations",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "other-pdfs/LeadershipFlyer-25Jul08.pdf (https://www.rdani.org.au/files/pages/projects/nirdb/regional-leadership-course-2008/LeadershipFlyer-25Jul08.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Citizen Participation",
      "scale": "large",
      "title": "Always-on policy participation platform",
      "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.",
      "quote": "Techniques for questioning – how to work out what is true?\n• Negotiation skills and confl ict resolution skills\n• Decision making\n• Diversity in decision making\n• Communication\n• Personal skill development\n• How to work eff ectively with others in volunteer groups\nLeadership and decision making operating environment\n• Introduction to accountability, legal obligations, OH&S and insurance\n• What do I need to be aware of to ensure transparency in decision making?\n• Strategic planning, scenario planning, risk management and planning tools\n• Who has responsibility for key issues – therefore who needs infl uencing?\n• Community Leadership – a voluntary approach\n• Role of Government\n• Partnerships with stakeholders\n• Corporate and social responsibility (triple bottom line pressures and reporting)\nCommunity/regions opportunities, challenges and key organisations",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "other-pdfs/LeadershipFlyer-25Jul08.pdf (https://www.rdani.org.au/files/pages/projects/nirdb/regional-leadership-course-2008/LeadershipFlyer-25Jul08.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "No part of the content of this pack may be reproduced, altered or quoted without written permission. !\nytirutaM\nDigital Economic Development\nDigital Economy Maturity Model\nTarget\nTarget\nState\nTarget State\n(~2024)\nState\n(~2018)\nCurrent\n(~2014)\nState\n(2013)\nNEED IDENTIFIED CONNECTING CONNECTED ENHANCED\nTime\nAnalysis was conducted on the findings of the survey, the consultations, workshops and options appraisals to develop a picture of where the Northern Inland region sits in terms of its current digital\neconomic maturity.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "No part of the content of this pack may be reproduced, altered or quoted without written permission. !\nytirutaM\nDigital Economic Development\nDigital Economy Maturity Model\nTarget\nTarget\nState\nTarget State\n(~2024)\nState\n(~2018)\nCurrent\n(~2014)\nState\n(2013)\nNEED IDENTIFIED CONNECTING CONNECTED ENHANCED\nTime\nAnalysis was conducted on the findings of the survey, the consultations, workshops and options appraisals to develop a picture of where the Northern Inland region sits in terms of its current digital\neconomic maturity.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "[Page 15]\n2\nIntroduction\nBackground and Context 15\nStrategy Purpose & Focus 16\nStrategy Development 17\nCurrent Regional Digital Projects 18\n© Attentive Consulting PTY Ltd 2013 – All Rights Reserved.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "[Page 15]\n2\nIntroduction\nBackground and Context 15\nStrategy Purpose & Focus 16\nStrategy Development 17\nCurrent Regional Digital Projects 18\n© Attentive Consulting PTY Ltd 2013 – All Rights Reserved.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/RDANI-DES-18.pdf (https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "[Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002688",
      "entity_name": "RDA NSW Northern Inland",
      "folder_name": "RDA-NSW-Northern-Inland",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "[Page 56]\nFigure 3-1 Sendai Framework Outcome 2030\nSource: Commonwealth of Australia 2018, National Disaster Risk Reduction Framework\nNew England Joint Organisation - Economic Development Strategy | 55",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf (https://www.rdani.org.au/files/pages/our-services/examples-of-our-consultancy-work/nejo-economic-development-strategy/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    }
  ],
  "legislation_administered": [],
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      "year": null,
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      "file": "strategies/NEJO-Economic-Development-Strategy-Draft-Web-Quality.pdf",
      "bytes": 15158659,
      "link_text": "NEJO Economic Development Strategy - Draft (14.5 MB)"
    },
    {
      "category": "strategies",
      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-18.pdf",
      "file": "strategies/RDANI-DES-18.pdf",
      "bytes": 18822615,
      "link_text": "RDANI DIgital Economy Strategy - Full Report (18 MB)"
    },
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      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/digital-economy-strategy/RDANI-DES-APPENDICES-17.pdf",
      "file": "strategies/RDANI-DES-APPENDICES-17.pdf",
      "bytes": 5043611,
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    },
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      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/14-tips-for-a-better-blog-post/14TipsForaBetterBlogpost.pdf",
      "file": "strategies/14TipsForaBetterBlogpost.pdf",
      "bytes": 130607,
      "link_text": "14 Tips for a Better Blog Post (128 KB)"
    },
    {
      "category": "strategies",
      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/which-social-media-platforms-are-best-for-your-business/ProsConsofdifferentsocialmedia-pdf-v2.pdf",
      "file": "strategies/ProsConsofdifferentsocialmedia-pdf-v2.pdf",
      "bytes": 150582,
      "link_text": "Pros and Cons of Different Social Media (147 KB)"
    },
    {
      "category": "strategies",
      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-improve-your-communication-skills-and-win-more-clients/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pdf",
      "file": "strategies/How-to-Influence-with-Impact-Create-WIN-WINs-in-your-Business-fill.pdf",
      "bytes": 1947641,
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    },
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      "file": "other-pdfs/LeadershipFlyer-25Jul08.pdf",
      "bytes": 494432,
      "link_text": "2008 Regional Leadership Course Brochure (483 KB)"
    },
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      "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-start-an-etsy-shop-part-1-research/Etsy-Research-Worksheet-2-fillable.pdf",
      "file": "other-pdfs/Etsy-Research-Worksheet-2-fillable.pdf",
      "bytes": 6247838,
      "link_text": "Etsy Research Worksheet (6 MB)"
    },
    {
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      "year": null,
      "url": "https://www.rdani.org.au/files/pages/projects/past/go-digital/how-to-start-an-etsy-shop-part-1-research/etsy-setup-checklist-3-fillable-3.pdf",
      "file": "other-pdfs/etsy-setup-checklist-3-fillable-3.pdf",
      "bytes": 7272718,
      "link_text": "Etsy Store Checklist (6.9 MB)"
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