Student Names

Brett Ward
Jon Kealy
Mark Robinson
Henry Baxter

PROJECT

Student Numbers
C3175979
C3101368

COMMUNICATIONS

C3214379
C3249822
Due 11.59pm, 19th October 2015

PLAN - GLENBAWN
DAM PROJECT
Assignment 1 Group 3

Teacher Stuart Landrigan

ARBE6403 Project Communication

Document Control
Title

Glenbawn Dam Project

Name

Position

Signed/Approved Date

Originator

Brett Ward

Associate

BW

11/10/15

Originator

Jon Kealy

Associate

JK

11/10/15

Review

Mark
Robinson

Senior Associate

MR

13/10/15

Approval

Henry Baxter

Director

HB

14/10/15

Details of Revisions
Rev

Date

Description

Approved

23/09/15

Preliminary plan Issued for draft

JK/BW

29/09/15

First Draft for Review

JK

10/10/15

For Approval

JK/BW

11/10/15

For Issue

JK

4
5
6
7

Contents
1.

Project Description .................................................................................................................................... 2

1.1

Background for Glenbawn Dam Project ........................................................................................ 2

1.2

Description of the Glenbawn Dam Project ..................................................................................... 2

2.

Definitions ................................................................................................................................................. 3

3.

Purpose and Scope of this Management Plan ......................................................................................... 4

3.1

4.

5.

Objectives ...................................................................................................................................... 4

Organisation and Accountabilities ............................................................................................................ 6

4.1

Management Team Structure ........................................................................................................ 6

4.2

Key Project Roles........................................................................................................................... 6

4.2.1

Project Director ............................................................................................................... 6

4.2.2

Project Manager ............................................................................................................. 7

4.2.3

Communications Manager .............................................................................................. 7

Strategic Approach ................................................................................................................................... 8

5.1

Stakeholder Identification Approach .............................................................................................. 8

5.1.1

Stakeholder Identification ............................................................................................... 9

5.2

Communication Tools for Issuing Information .............................................................................10

5.3

Communication Escalation Process ............................................................................................13

6.

Key Issues Identification .........................................................................................................................14

7.

Key Messages ........................................................................................................................................15

8.

9.

7.1

Project Positioning Key Messages...............................................................................................15

7.2

Issue Specific Key Messages ......................................................................................................15

Community Engagement and Feedback Mechanisms ...........................................................................17

8.1

Community Information Sessions ................................................................................................17

8.2

Objectives ....................................................................................................................................17

8.3

Structure .......................................................................................................................................18

8.4

Enquiries/Complaints Management .............................................................................................18

Templates ...............................................................................................................................................20
9.1

Complaint Form............................................................................................................................20

9.2

Meeting Agenda ...........................................................................................................................21

9.3

Meeting Minutes ...........................................................................................................................22

9.4

Notification to the Community ......................................................................................................23

List of Figures
Figure 1: Project Location .. .....................................................................................................................2
Figure 2: Project Organisation Chart........................................................................................................ 6
List of Tables
Table 1: Proposed Glenbawn Dam Project Communication Tools.....10
Table 2: Priority Definition .13
Table 2: Key Stakeholder Issues Analysis Functional Issues...............................14

Glenbawn Dam Project | Communications Management Plan

1.
1.1

Project Description
Background for Glenbawn Dam Project

The New South Wales Government has been extensively planning to secure long term water
supplies for the Upper Hunter region that has endured high unemployment, minimum
existing local industry and a shrinking agriculture industry. Following a feasibility study
conducted by Pricewaterhouse Coopers Pty Ltd it was indicated that if the supply of
sufficient water is guaranteed, the private sector will invest significant amounts of money
into new industries. As well, the private sector will invest in the redevelopment of existing
industries and significantly upgrade the regions agricultural base. Further feasibility studies
indicate that a Government investment of approximately $150million will result in significant
economic, social and community benefits. The Government will also have opportunity for
significant reform to its water resources policy and the sale of water rights.
1.2

Description of the Glenbawn Dam Project

The proposed site of the Project is approximately 20 kilometres east of Scone, 30 kilometres
west of the Barrington Tops National Park.
The Lake Glenbawn Dam Project, will result in regional employment during construction and
long term regional employment growth. It will also assist the New South Wales Government
in reaching its regional policy objectives. The project is located in an area that minimises the
dams environmental impact and the amount of private land that will be flooded. However,
the project requires the support of four local government areas and there are vocal sections
of these communities that do not support the construction of a dam.

Figure 1: Project Location Google Maps 2015

Glenbawn Dam Project | Communications Management Plan

2.

Definitions

Table 2: Abbreviations & Definitions

Acronym/Word

Definition

CM

Communications Manager

COB

Close of Business

CT

Communications Team

Communications
Team

Meaning the Communications Manager & their staff

Project

The Glenbawn Dam Project

Project Team

Meaning the Project Director, Project Manager, Communications

Manager, Environmental Manager and Construction Manager

Glenbawn Dam Project | Communications Management Plan

3.

Purpose and Scope of this Management Plan

The purpose of this Communications Management Plan (Plan) is to present the community
engagement objectives, delivery framework and the potential issues the project needs to
manage. It also provides information on the communication tools and protocols which will
support implementation and descriptions of how community stakeholders will be kept
informed of and consulted about the Glenbawn Dam Project throughout the delivery and
commissioning phases.
This Plan provides the framework for communication between the Project Team, the local
community and key external stakeholders. In particular, it details the following elements:

Identification of community and key external stakeholders

Identification of project related issues, affected stakeholders and communication

tools

Procedures and mechanisms for providing information to the community and key
stakeholders

Explanation of the purpose and operation of community information sessions

Procedures and mechanisms for how the Project Team will receive and respond to
community feedback, enquiries and complaints

3.1

Explanation of how disputes will be resolved.

Objectives

All communication developed and distributed throughout the Glenbawn Dam Project is
intended to achieve the following goals:

Stakeholders are aware and informed: stakeholders receive timely information about
what is happening, why, when and how, and what it means to them. This information
starts at a generic level (which is repeated throughout the programme/Project), and
becomes more detailed, specific and targeted as the programme/ Project progresses.
This information enables stakeholders to think about, understand, plan for and be
prepared for the change.

Stakeholders are engaged: Opportunities are created and communicated to key

stakeholders to support them in exploring and becoming involved in and committing
to a new way of doing things. Different stakeholders will move through this transition

Glenbawn Dam Project | Communications Management Plan

at different rates. Communication will aim to gain key stakeholders commitment by

implementation. However strategies will also be developed to manage stakeholders
who are still in denial or resistance after the transition. Communication is two-way
with stakeholder input and feedback sought and valued at all stages.

Stakeholders expectations are managed: The aim of communication is to provide a

set expectation of scope of what is planned (and associated constraints, risks &
dependencies), explain why this may differ from expectations (in targeted messages),
and provide ongoing updates on expected and actual outcomes.

Glenbawn Dam Project | Communications Management Plan

4.
4.1

Organisation and Accountabilities

Management Team Structure

The Communication Teams (CT) main function is to support the Project in the delivery of
works. The CT works in parallel with the Environment Management team to manage and
resolve construction issues including the event of a pollution incident, environmental impacts
(noise, water dust).
The Community Manager (CM) liaises, as required with the projects nominated
Environmental Manager to ensure issues relating to the management of environmental
complaints/enquiries have been satisfactorily addressed. The CM will report directly to the
Project Manager as seen below in the Organisation Chart.

Project Director
Steve Jones

Project Manager
Brad Smith
Communications
Manager
Erin Brown

Environmental
Manager
Danielle Green

Construction
Manager
John Andrews

Figure 2: Project Organisation Chart

4.2

Key Project Roles

4.2.1 Project Director

The Project Directors accountabilities in relation to communication relations are as follows:

a) Review monthly reports from the CM and be copied in on daily complaints report to
stay informed of key stakeholder issues raised and associated resolutions;
b) Review and approval of internal and external stakeholder reports; and
Glenbawn Dam Project | Communications Management Plan

c) Participate in project presentations to stakeholders and site visits, as required

4.2.2 Project Manager

The Project Managers accountabilities in relation to communication relations are as follows:

a) Understand and comply with the Communications Management Plan processes and
protocols that relate to the works carried out and ensure compliance on-site
personnel;
b) Assist the CM to liaise with contractors to ensure understanding and acceptance of
communication protocols and processes as they relate to the conduct of on-site work
activities;
4.2.3 Communications Manager
The Communications Managers accountabilities in relation to communication relations are
as follows:
a) Ensuring the community is well informed and are aware of the project activities by
providing regular, accurate and timely information through a range of communication
channels;
b) Delivering effective community engagement and two-way communication to provide
stakeholders with opportunities to connect and interact, identify issues/concerns and
actively participate in developing solutions;
c) Responding to complaints within the required timeframes and minimising the
potential for issues to minimise the potential for issues to escalate into areas such as
media and/or political arenas;
d) Identifying potential project issues and their impact and proactively devising
communication strategies to avoid, minimise or resolve them (or their impact);
e) Ensuring the project team is aware of the consultation framework and is made aware
of issues as and when they arise; and
f) Identifying opportunities to build community goodwill and a positive attitude towards
the project.

Glenbawn Dam Project | Communications Management Plan

5.

Strategic Approach

The Project Teams approach to communications management focuses on building

relationships and targeting information to meet specific stakeholder requirements.
Essentially, the intended approach incorporates:
a) No surprises;
b) Ongoing consultation with stakeholders (tailored to meet needs and expectations)
that is delivered within an open and honest environment, engenders trust and
encourages beneficial two-way communication;
c) Information is effectively communicated in a clear, timely and accurate manner;
d) Prompt handling and resolution of enquiries and complaints ; and
e) Use of a range of communication activities, tactics and channels to achieve maximum
information distribution and widespread stakeholder understanding of construction
constraints and programme.
5.1

Stakeholder Identification Approach

For the purpose of this plan, the projects community comprises a diverse range of
stakeholders that have a direct interest in and or will be affected by the project. For further
information please read the Stakeholder Management Plan.
During the project stakeholder identification, it will be the responsibility of the Project
Manager to undertake stakeholder engagement in order to determine the frequency and
deliver method of the communications to meet their needs. Once all stakeholders have been
identified and the establishment of communications requirements are finalised, this
information will be transferred into the Projects Stakeholder Register and retained for the
duration of the project.
Project communication will be undertaken in line with the identified key areas as outlined in
the Communication Matrix at 5.2. There may be times when individual communication is
required to achieve any project constraints, however these must be clearly documented and
retained for future referencing if required.

Glenbawn Dam Project | Communications Management Plan

In addition, to the identified communications preferences, there is a need to clearly define

the delivery mechanism for providing the communications and ensure that the stakeholders
have access to the required information.
5.1.1 Stakeholder Identification
a) Local Residents and Property Owners
b) Schools, Educational Facilities and Childcare Centres
c) Pre Schools/Day Care Centres
d) Primary/ High schools
e) Emergency Services
f) Local Councils x 4
g) Political Stakeholders
a) Federal
b) State
h) Government Agencies (State-based)
i) Federal
j) Service and Utility Provider Organisations
k) Sporting and Other Community Facilities
l) Local Community Groups, Action Groups and Churches
m) Action Groups
n) Community Groups
o) Local Businesses

Glenbawn Dam Project | Communications Management Plan

5.2

Communication Tools for Issuing Information

Table 1: Proposed Glenbawn Dam Project Communication Matrix

Communication
Type

Objective of
Communication

Medium

Frequency

Kickoff Meeting

Introduce the project

team and the project.
Review project
objectives and
management
approach.

- Face to
Face

Project Team Meetings

Review status of the

project with the team.

Technical Design
Meetings

Discuss and develop

technical design
solutions for the
project.

Monthly Project Status

Meetings

Report on the status of - Face to

Monthly
the project to
Face
management.
- Conference
Call

Project Status Reports

Report the status of

the project including
activities, progress,
costs and issues.

Community information
sessions

Outline the project

-Face to
objectives and discuss Face
items of contention

Glenbawn Dam Project | Communications Management Plan

Owner

Deliverable

Format

- Project
Project
Sponsor / Client Manager
- Project Team
- Stakeholders

- Agenda
- Meeting Minutes

- Face to
Weekly
Face
- Conference
Call

- Project Team

Project
Manager

- Agenda
- Soft copy
- Meeting Minutes archived
- Project Schedule

- Face to
Face

- Project
Technical Staff

Technical
Lead

- Agenda
- Meeting Minutes

- Soft copy
archived

-Project Sponsor Project

/ Client
Manager

- Slide Updates Project Schedule

- Soft copy
archived

Monthly

- Project
Project
Sponsor / Client Manager
- Project Team
- Stakeholders
- PMO

- Project Status
- Soft copy
Report
archived
- Project Schedule

Once

-Project Team
-Stakeholders
-Government
representatives

- Email

Once

Audience

As Required

10

Project
- Agenda
Manager & - Meeting Minutes
Sponsor

- Soft copy
archived

- Soft copy
archived

Project Notifications

Update on project
status and up and
coming works

-Web page
-Email
-Letter box
drops

-Client
-Project Team
-Stakeholders

Project
Manager

Project Notification - Soft copy

archived

Targeted notifications

Residents / tenants
notification of works in
close proximity to them
Works identified as
noisy or causing
traffic/pedestrian
changes

-Letter box
As required and
drops
identified in the
-Face to face project programme
-Email
-Project Web
page

-Stakeholders
-residents
-Business

Project
Manager

Project Notification -Soft copy

Archived

Written correspondence As required

(letters/emails)

-As required As required

As received

Project
Manager

Response to
sender

-Soft Copy
archived

Advertisements

Update on project
status
During critical project
stages

-Local
Monthly
newspapers At critical stages

-Stakeholders
-residents
-Business

Project
Manager

Confirm
publication

-Soft Copy
archived

Fact sheets and FAQs

Project information
and frequently asked
questions

-Stakeholder Planning stage & as -Stakeholders

forum
required
-residents
-Project Web
-Business
page

Project
Manager

Confirm relevance -Soft Copy

and update as
archived
required

Project key contacts

Provision of key
contacts for
emergency or general
contact

-Letter box
As required
drops
-Face to face
-Email
-Project Web
page
-Part of
Advertiseme
nts

-Stakeholders
-residents
-Business

Project
Manager

Create cards in
preparation

-Soft copy
archived

Translation service

Provide avenues for

translation services to
be provided for
persons who may not
be English spoken

-Letter box
As required
drops
-Face to face
-Email
-Project Web
page

-Any party
requiring
translation
services
associated with
the project

Project
Manager

Have the service

confirmed and in
place

-Soft copies of
translation
service
engagement
-Soft copies of
medium used to

Glenbawn Dam Project | Communications Management Plan

Monthly

11

-Part of
Advertiseme
nts

get the
information out

Provide information at At key

key points for persons locations
who may not receive
project information

At key intersections Any party

as outlined in the
Project
Communications

Project
Manager

Confirm locations
that are identified
as key to message
transmission

Weekly

Any Party

Project
Manager

Website

Provide web based

Web
service for any parties
who require access to
the project information

Have the web

Electronic
operational during copies of the
the planning stage information
provided on the
web page
saved to the
project folder

Any party

Project
Manager

Enquiries/complaints
procedures

Formulate the
procedure for
management of project
enquiries and
complaints

Have the
procedure finalised
and sign off at the
outset of the
planning phase

Fixed and variable

message signs

Glenbawn Dam Project | Communications Management Plan

As required
Web
Phone
Face to
Face
Written and
emailed
Corresponde
nce

12

Update the
communication
s plan to reflect
agreed
locations

Electronic
copies retained
in the project
folders

5.3

Communication Escalation Process

As the project progresses there may be occasions when issues or complications arise with
regards to project communications. This may require these to be escalated if resolution
cannot be achieved within the project team. While escalations are a normal part of project
management, there must be a documented process that defines how those escalations will
take place.
Communications need to be managed efficiently and in a timely manner to ensure the project
is not adversely impacted upon. It is therefore imperative that disputes, conflicts, or
discrepancies regarding project communications are resolved in a way that is conducive to
maintaining the project schedule, ensuring the correct communications are distributed, and
preventing any ongoing difficulties. In order to ensure projects stay on schedule and issues
are resolved, we intend to use a standard escalation model to provide a framework for
escalating communication issues. The table below defines the priority levels, decision
authorities, and timeframes for resolution.

Table 2: Priority Definition

Priority

Definition

Decision
Authority

Timeframe for Resolution

Priority 1 Major impact to project or business

General
operations. If not resolved quickly there Manager
will be a significant project impacts.

Within 4 hours

Priority 2 Medium impact to project or business

operations which may result in some
adverse project impacts

Project
Sponsor

Within one business day

Priority 3 Slight impact which may cause some

minor scheduling difficulties with the
project but no adverse project impacts.

Project
Manager

Within two business days

Priority 4 Insignificant impact to project but there

may be a better solution.

Project
Manager

Work continues and any

recommendations are submitted via
the project change control process

Glenbawn Dam Project | Communications Management Plan

13

6.

Key Issues Identification

Table 3: Key Stakeholder Issues Analysis

Functional
Issues

Stakeholders Impacted

Strategies and Communication

Tools

Relocation of
residence

Residents

Up front communications and negotiations.

Face to face discussions outlining the
project impact to property owners individually

Reduction in
residential property

Residents

Up front communications and negotiations.

Face to face discussions outlining the
project impact to property owners individually

Road closures

Members of the Public /

Residents / Businesses

Meetings, Advertisements in local papers,

road side variable message screens, Project
notifications via letter box drops, email and
web, Face-to-face discussions.

Environmental

Flora / Fauna

Meetings with environmental groups to

discuss the significance of the project and
the assessed impacts to the environment.
Formulation and sign off of the
Environmental Impact Statement (EIS). The
EIS will identify the environmental impacts
and any Fauna that may be endangered
which may be relocated. The EIS will also
confirm that the Fauna impacted upon is not
endangered.

Construction noise

Residents / Businesses

Meetings, Advertisements in local papers,

road side variable message screens, Project
notifications via letter box drops, email and
web, Face-to-face discussions.

Higher vehicle
movements

Members of the Public /

Residents / Businesses

Meetings, Advertisements in local papers,

road side variable message screens, Project
notifications via letter box drops, email and
web, Face-to-face discussions.

Glenbawn Dam Project | Communications Management Plan

14

7.
7.1

Key Messages
Project Positioning Key Messages

Due to the requirements for long term water supply in the region, the government has been
lobbied extensively to ensure that the region remains sustainable into the future.
The government has completed a feasibility study which indicates an investment for the
project of approximately $150million. The delivery of this project will allow the Government
the opportunity to meet sustainability and growth opportunities and achieving its regional
policy objectives. In additional, there will be an opportunity for a return on investment with
the sale of water rights after the project is complete.
The key messages pertaining to the new dam project are:
a) A boost to regional employment during and after the project through the use of local
resources and businesses. Currently the region has a high rate of unemployment with
local industry unable to support the existing growth.
b) The area selected will have minimal impact on residential dwellers, and Flora &
Fauna.
c) Provide future growth opportunities to regional agricultural industry that over the
previous years has been reducing due to restrictions on water
d) The supply of water after the project has been finished will be guaranteed as indicated
in the feasibility study. This in turn will provide continued investment in the region.
7.2

Issue Specific Key Messages

From the outset and throughout all stages of this project there will be a need to clearly
engage with the local community impacted upon by this project. The project team intends to
manage these specific issues effectively and efficiently to allow the project objectives to be
met with the least amount of impact to the local community, infrastructure and Flora and
Fauna. This will be achieved through:
a) Regular Stakeholder forums to allow open discussion around the project and its
deliverables.

Glenbawn Dam Project | Communications Management Plan

15

b) Engagement of a Communications Manager to assist the Project Manager in

resolution of issues as they arise and implementing the communications plan
effectively.
c) Regular face-to-face discussions with property owners and businesses to clearly
define the project, keep them informed and take into account the stakeholder
concerns and where possible find an agreed solution to ensure escalation of the
issues does not occur.

Glenbawn Dam Project | Communications Management Plan

16

8.

Community Engagement and Feedback Mechanisms

The Glenbawn Dam Project will seek to engage and receive feedback from all community
stakeholders who are impacted by the project design and construction activities. Feedback
is important to ensure that the project benefits from local input and knowledge and causes
minimal disruption to the local community.
Two key tools which will be used to engage the community; receive and respond to feedback
are:
a)

Community information sessions

b) Enquiries/complaints management procedure.

Feedback received on the project will be responded to in accordance with the
complaints/enquiries response time target of within two hours.
8.1

Community Information Sessions

Issue-specific community information sessions are a proactive way to provide information

and receive quality feedback from a wide range of stakeholders on issues that are relevant
to the targeted participants. They are especially effective on large projects like this where
the project impacts affect multiple stakeholder groups in different ways.
Community information sessions are used to address community issues/milestones as they
arise, to provide information and seek feedback.
8.2

Objectives

General and issue-specific information sessions will ensure that community members have
the opportunity to discuss with the project team issues that are of most interest/concern to
them. Specific objectives of community information sessions are to:
a) Establish personal contact with the community and reduce potential for prolonged
antagonism;
b) Encourage participation from relevant community members or groups affected by the
issue/s;
c) Respond to the particular needs and concerns of the community; and
d) Ensure an open and transparent way of sharing information.
Glenbawn Dam Project | Communications Management Plan

17

Structure

8.3

Information sessions managed by the Communications Team are open to all members of
the community. To encourage community participation, invitations to information sessions
are distributed in a variety of ways including via newsletters/monthly project updates, in local
newspapers, and on the Project website.
One information session will be held primarily midweek (subject to community consensus
for alternate days) and one on the weekend. Information sessions will run for between two
and three hours depending on the issue and the level of community interest.
Where relevant and possible, the location of information sessions will be held nearby the
location of the topic being discussed.
Every effort is made to ensure community information sessions are open and accessible
and encourage maximum community attendance and participation. One of the information
sessions will preferably be held in the early evening (4pm to 7pm) and another on a Saturday
morning (10am to 12pm) to allow the widest cross-section of audiences to attend (eg. people
arriving home from work, elderly residents and business representatives).
Enquiries/Complaints Management

8.4

The Communications Team will be responsible for the management of all complaints and
enquiries received either via the /24-hour Complaint Line, project email, correspondence or
direct contact from stakeholders.
The key processes involved in recording complaints and enquiries are as follows:
Complaints
a) All complaints will be recorded daily;
b) All complaints received for the duration of the project will be responded to verbally by
the Communications Team within two (2) hours from the time contact is received;
and
c) A complaints report will be distributed to Project Team by COB;
Enquiries
a) All enquiries will be recorded daily;

Glenbawn Dam Project | Communications Management Plan

18

b) All email enquiries will be responded to by the Communications Team within one (1)
business day of receipt; and
c) All phone enquiries will be responded to by the CLT by phone within two (2) business
hours from the time contact is received.

Glenbawn Dam Project | Communications Management Plan

19

9.

Templates
9.1

Complaint Form

FIRST NAME:

LAST
NAME:

RESIDENTIAL ADDRESS:

POSTAL ADDRESS:

No

No:

Street

Street

Suburb

Postcode
:

Telephone (work):
Fax:

Suburb

Same
residential

Postcode:

After hours
mobile:

Email:

Who received the inquiry:

Name:

Date
Time:

Contact No:

Facsimile:

&

Details of Concern:
Where? What? & When?

Sign:

Date
:

Action Taken (to be completed by Project Manager /

Communications Manager)

Sign:

Glenbawn Dam Project | Communications Management Plan

Date
:

20

as

Meeting Agenda

9.2

Meeting Number:

Document ref No:

xxxxxxxxx

Title / Purpose:

Glenbawn Dam Project Community Information Meeting

Date:

[INSERT]

Time:

[INSERT]

Location:

[INSERT]

Invitees:

[INSERT]

[INSERT]

Item
1.

Introduction

2.

Project Status Update

3.

Address Unresolved Concerns from Previous Meeting

4.

Upcoming Program of Works on the Project

5.

Potential Impacts on the Community for the Upcoming Program of Works

6.

Comments from the Floor

7.

Discussion of Action Plan to Resolve Issues

8.

Other business

9.

Next Meeting - [INSERT]

Glenbawn Dam Project | Communications Management Plan

21

Meeting Minutes

9.3

Meeting Number: [INSERT]

Document
ref No:

xxxxxxxx

Title / Purpose:

Glenbawn Dam Project Community Information Meeting

Date:

[INSERT]

Time:

[INSERT]

Location:

[INSERT]

Attendees:

[INSERT]

[INSERT]

Apologies

[INSERT]

[INSERT]

Distribution

As Above Plus Project Website, Local Paper, Letterbox Drop

Item
1.

Action (by)
Introduction

1.1
2.

Project Status Update

2.1

3.

Address Unresolved Concerns from Previous Meeting

3.1

4.

Upcoming Program of Works on the Project

4.1
5.

Potential Impacts on the Community for the Upcoming Program of Works

5.1

6.

Comments
Comments from the Floor
6.1

7.

Discussion of Action Plan to Resolve Issues

7.1

8.

Other Business

Next Meeting:

Glenbawn Dam Project | Communications Management Plan

xx/xx/xxxx : xx:xx AM/PM

22

Notification to the Community

9.4

Glenbawn Dam Project

Project Update/Notice (amend as required) No.[INSERT]

NOTICE TO RESIDENTS AND BUSINESSES
[INSERT MONTH] [INSERT YEAR]

[INSERT INFORMATION ON PROJECT STATUS AND/OR NOTIFICATION OF WORKS]

How can I have a say?

Youre welcome to provide your feedback on the proposal by emailing enquiries@glenbawndam.nsw.gov.au
or writing to:

Community Relations Glenbawn Dam Project

Att: Communications Manager
Locked Bag 1000
Newcastle NSW 2300

[INSERT PROJECT PHOTO IF REQUIRED]

Contact
o
o
o
o

Enquiries: 1800 123 123

Urgent enquiries or complaints 24 hours: 1800 321 321
Email: enquiries@glenbawndam.nsw.gov.au
Visit: www.glenbawndamproject.nsw.gov.au

Glenbawn Dam Project | Communications Management Plan

23