Table of Contents
Vision, Mission and Values 3
District Map – Ward Boundaries 4
Council Synopsis 5
Elected Members 6
Elected Members Expenses & Allowances 7
Elected Members Meeting Attendance 8
Elected Members Training & Development 9
Year in Review 10
Senior Management 11
Governance & Organisation 12
Community Services 23
Assets and Infrastructure 29
Planning Services 43
Appendix 1 – 2014/2015 District Council of Mallala Financial Statements
Appendix 2 – 2014/2015 Central Local Government Region Annual Report
Appendix 3 – 2014/2015 Gawler River Floodplain Management Authority Annual Report
Appendix 4 – 2014/2015 Regional Development Australia - Barossa - Annual Report
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Vision, Mission and Values
Vision A progressive, growing community enjoying a quality lifestyle in a sustainable, rural and coastal environment.
Mission Provide a safe, healthy and sustainable environment for our growing community, business and visitors, by providing quality services, infrastructure and facilities.
Core Values The values and behaviours that Council embraces to support our Mission and guide us in achieving the Vision are:
Leadership and Diplomacy By acting strategically and effectively managing our relationships.
Teamwork Through unity, co-operation and support.
Professionalism Through commitment, quality and timeliness of work delivered.
Honesty and Integrity Building trust and loyalty with the community and within Council.
Respect For others, acting with humility and empathy.
Innovative and Open-Minded Being proactive in continually improving our services.
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District Map - Ward Boundaries
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Council Synopsis
Area of Council 926.7sq km
Number of Ratable Assessments 4,583
Number of Electors 5,711
Total Population 8,692
Council Principal Office
Street Address: 2a Wasleys Road, Mallala SA 5502 Office Hours: Monday to Friday, 9am to 5pm (Excluding Public Holidays Telephone: 8527 0200 Fax: 8527 2242 Postal Address: PO Box 18, Mallala SA 5502 Email Address: [email protected] Website Address: www.mallala.sa.gov.au
Two Wells Service Centre
Street Address: 69 Old Port Wakefield Road, Two Wells SA 5501 Office Hours: Monday to Friday, 9am to 5pm (Excluding Public Holidays) Telephone: 8520 3360 Fax: 8520 2375
Mallala Depot
Street Address: 21 Aerodrome Road, Mallala SA 5502 Office Hours: Monday to Friday, 7.30am to 4pm (Excluding Public Holidays) Telephone: 8527 0200 Fax: 8520 2490
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Elected Members
Mayor
Mayor Duncan Kennington PO Box 18, Mallala SA 5502 t. (08) 8524 3207 m. 0401 526 361 e. [email protected]
Lewiston Ward
Cr Karen McColl (Deputy Mayor) Cr Anne Picard Cr B J (Tom) Summerton PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 m. 0433 222 874 t. (08) 8524 3186 t. (08) 8524 3385 e. [email protected] e. [email protected] e. [email protected]
Two Wells Ward
Cr Eddie Stubing Cr Melville Lawrence Cr P M N (Joe) Daniele PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 t. (08) 8520 3419 t. (08) 8520 2233 t. (08) 8520 2233 m. 0428 824 712 m. 0432 939 446 e. [email protected] e. [email protected] e. [email protected]
Mallala & Dublin Ward
Cr S M (Marcus) Strudwicke Cr Terry-Ann Keen Cr Steven (Steve) Jones PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 PO Box 18, Mallala SA 5502 t. (08) 8527 2046 m. 0407 971 022 m. 0447 947 577 m. 0407 392 191 e. [email protected] e. [email protected] e. [email protected]
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Elected Members Expenses & Allowances
Re-imbursement of Expenses, Facilities and Support Council ensures that the reimbursement of expenses and the provision of allowances, facilities and support to its Elected Members is accountable, transparent and in accordance with the Local Government Act 1999 and associated Regulations.
Allowances Section 76 of the Local Government Act 1999 and Regulation 4 prescribe that all Elected Members are entitled to receive an allowance. The Council, within the limits imposed by the Regulations, provides this allowance annually. The allowance is to help Elected Members cover the cost of performing and discharging their official functions and duties. Elected Member allowances are now set by an Independent Remuneration Tribunal. Council reviewed its Council Members Allowances and Benefits Policy during the period.
Payments made to Elected Members Total payments made to Elected Members for the period 1 July 2014 to 30 June 2015:
Elected Members Allowance 2014-2015
Reimbursed Allowance Total Payment Expenses
Mayor D Kennington 36,400 4,114 $ 40,514
Cr T Keen 9,100 - $ 9,100
Cr J Daniele 9,100 681 $ 9,781
Cr B Summerton 13,484 1,359 $ 14,843
Cr S E Jones 9,100 3,127 $ 12,227
Cr M Strudwicke 13,484 - $ 13,484
Cr A Picard 9,100 1,481 $ 10,581
Cr Y Howard 2,275 - $ 2,275
Cr MN Wasley 2,843 170 $ 3,013
Cr JM Heley 2,275 400 $ 2,675
Cr KM McColl 15,317 2,096 $ 17,413
Cr Lawrence 6,825 1,093 $ 7,918
Cr Stubing 6,825 651 $ 7,476
Totals $ 136,128 $ 15,172 $ 151,300
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Elected Members Meeting Attendance
Elected Mayor Cr Cr Cr Cr Cr Cr Cr Cr Cr Cr Cr Cr Member Kennington Keen Jones McColl Picard Strudwicke Summerton Stubing Lawrence Daniele Wasley Howard Heley
Ordinary Council 23 24 21 22 20 20 23 15 13 24 5 6 8 Meeting Facilities and Infrastructure 5 2 2 Advisory Committee Environmental Management 5 5 Advisory Committee Community Development 3 6 1 and Advisory Committee Animal Management 1 1 Advisory Committee Mallala & Districts 10 Historical Committee Mallala & Districts 5 4 1 Homes Committee Council Development 7 3 6 3 Assessment Panel Audit Committee 4 3 1 2 1
Strategic Planning & Development 4 2 4 4 3 3 4 2 1 4 Policy Committee TOTAL 36 27 34 26 23 38 40 17 26 42 6 9 12
Council endorsed dissolving of the following committees:
Economic Development Advisory Committee (dissolved 30 April 2015) Facilities and Infrastructure Advisory Committee (dissolved 30 April 2015)
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Elected Member Training & Development Activities
Training actual $6,633 budget $15,000
Elected Member Training Description
Mayor Kennington Introduction to Local Government Legal Responsibilities Council & Committee Meetings Financial Management Mayors’ & Chairpersons’ Residential Seminar Audit Committees Cr McColl Introduction to Local Government Legal Responsibilities Council & Committee Meetings Financial Management Cr Summerton Introduction to Local Government Legal Responsibilities Council & Committee Meetings Financial Management Audit Committees Cr Lawrence Introduction to Local Government Legal Responsibilities Council & Committee Meetings Financial Management Council Development Assessment Panel Member Fundamentals Cr Keen Introduction to Local Government Legal Responsibilities Council & Committee Meetings Financial Management Cr Picard Legal Responsibilities Financial Management Cr Stubing Legal Responsibilities Financial Management Cr Daniele Introduction to Local Government Legal Responsibilities Financial Management Cr Jones Legal Responsibilities Financial Management Audit Committees
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Year in Review
Action Description Status
Community Development • Mallala Museum - Electrical Connection to Work Shed Completed • Facilitate the development of the Two Wells town centre project including the Ongoing urban design framework and guidelines • Regional Youth Bus Project Support Completed
Economic Development • Work with RDA Barossa to attract economic investment into District Ongoing • Develop a business case for investment into waste water re-use in the Ongoing horticultural industry
Built Environment • Prepare the Gawler River and Light River Flood Prone Area DPA Ongoing • Old Port Wakefield Road Roundabout (Contribution) Deferred • Undertake road maintenance /re-sheeting/construction program Ongoing • Building maintenance upgrade – Mallala Institute and Shelters Ongoing • Bakers Road Ford Project (subject to external funding) Completed • Prepare the Two Wells Town Centre DPA Completed
Natural Environment • Continue the appropriate steps for the development and construction of a full Completed CWMS for the township of Mallala • Continue the appropriate steps for the development and construction of a full Ongoing CWMS for the township of Two Wells • Undertake a Broadacre Farming Study Completed • Undertake an Equestrian Industry Study Completed • Develop a Dublin Stormwater Management Plan Ongoing
Governance & Organisation • Appointment of Senior Planning Officer Completed • Conduct in conjunction with Electoral Commission SA the Local Government Completed Elections November 2014 • Human Resources (HR) Administrator (Contribution) Ongoing • Customer Service Request Module Completed • To initiate a community survey early in 2015, which is proposed to be Ongoing undertaken every 2 years
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Senior Management
Chief Executive Officer Katrina Márton – Commenced 4 May 2015 Salary: $173,188 Superannuation 9.5% Fully maintained and use of Motor Vehicle, Mobile Phone & i-pad
Peter Sellar (Acting) 1 July 2014 – 4 May 2015 Salary: $160,994 Superannuation 9.3% Fully maintained and use of Motor Vehicle, Mobile Phone & i-pad
General Manager, Corporate & Community Services Peter Sellar Salary: $125,000 (Contract) Superannuation 9.3% Fully maintained and use of Motor Vehicle, Mobile Phone & i-pad
General Manager, Infrastructure & Planning Services Gary Mavranic Salary: $ 135,000 (Contract) Superannuation 9.5% Fully maintained and use of Motor Vehicle, Mobile Phone & i-pad
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Governance and Organisation
Governance & Organisation Services • Council Committees • Customer Services • Elected Member Support • Financial Management & Compliance • Governance Administration • Information Technology • Risk Management • Human Resources • Rating Administration • Records Management • Regional Relations & Planning • Strategic Planning & Business Planning
Structure and Functions of Council
Functions of Council Council has a legislative requirement and responsibility to:
• Determine policies to be applied by the Council in exercising its discretionary powers; • Determine the type, range and scope of projects to be undertaken by the Council; and • Develop comprehensive management plans, budgets, financial controls and performance objectives and indicators for the operations of Council.
Council Meetings Council consists of three (3) Wards with a Mayor and nine (9) Elected Members; it is the peak decision-making body on all policy matters. Ordinary meetings of Council were held every second Monday for most of the year, but now are held on the 3rd Monday of the month. Members of the public are welcome to attend. Where the Monday is a public holiday Ordinary meetings are held on the following Tuesday.
All Council Committee meetings are open to the public and agenda’s and minutes of each meeting are available either at the Mallala Principal Office, Two Wells Service Centre or Council’s website www.mallala.sa.gov.au.
Governance
Public Consultation Council holds regular consultation and information sessions relevant to specific projects from time to time and members of the public are encouraged and invited to attend. Members of the public have a number of opportunities and avenues to express their views on particular issues before Council including:
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Deputations - A member of the public wishing to appear before Council or a Section 41 Committee must seek permission of the Mayor or Committee Presiding Member. A request must include a statement of the reason why the member wishes to appear. The Chief Executive Officer (CEO) will notify the Mayor and the Mayor must advise the CEO, in writing, of the date and hour of the meeting and also informing them that they have up to ten (10) minutes to discuss the item. Council recorded zero (0) deputation during the 2014/2015 period.
Elected Members - Members of the public may contact, verbally or in writing (including email) an Elected Member to discuss any issue relevant to Council.
Open Forum - To encourage direct communication between the public and Council, a 30 minute open forum segment is held for the public to make statements before Council.
Council acknowledges that the community has a right to be informed and involved in decisions affecting the District and is committed to effective consultation and communication with its residents and other stakeholders. Effective consultation involves seeking and receiving feedback, as well as providing information to the community.
Council’s Public Consultation Policy outlines the procedures Council will follow when engaging and seeking feedback from the community in its decision making process ensuring accountability and transparency. Dependant on the topic for consultation, the number of residents who have the potential to be affected and the community interest in the topic will determine the level of consultation undertaken by Council which may include: - Regular Newsletters – District Communicator; - Direct Mail Publications; - Local, Regional & State Media Publications and Releases; - Community Forums and Stakeholder Meetings; - Market Research and Surveys; - Council’s Website – www.mallala.sa.gov.au - General Fixed Displays / Notice-Boards / Library Displays.
Internal Review of Council Decisions In accordance with Section 270 of the Local Government Act 1999, Council has an established Internal Review of Council Decisions Policy and associated procedures. The Policy is one aspect of Council’s customer focused approach to service delivery. It provides a further opportunity to review the way Council provides services to the community and to identify areas for improvement.
Council is committed to transparent decision-making processes; and to providing access to a fair and objective procedure for the internal review of decisions. Grievances may arise as a result of dissatisfaction with a decision about a policy, procedure, service or fee. All attempts will be made to resolve grievances quickly and efficiently, without the need for formal applications for review to be lodged. Sometimes this cannot be achieved. The policy provides guidance for dealing with formal requests for internal review of decisions of Council, its employees, and other people acting on behalf of the Council.
Council received zero (0) formal request for an Internal Review of Council Decision during the period.
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Committees of Council The Local Government Act 1999 and the Development Act 1993 allows Council to establish committees in an effort to streamline its business and assist with specific functions and programs within Council. In addition to Elected Members being sitting members, members of the public are encouraged to nominate and become committee members.
Committees predominately operate in an advisory capacity to Council discussing specific functions of the Committee and making recommendations to Council which it will consider. Each committee operates within Council determined Terms of Reference.
The following Committees meet as determined by the Council’s Terms of Reference. Members of the public are able to attend, with agendas and minutes of meetings available at Councils Principal Office – Mallala, Two Wells Service Centre or Councils website www.mallala.sa.gov.au
• Animal Management Advisory Committee • Audit Committee • CEO Performance Appraisal Committee • Community Development and Advisory Committee • Environmental Management Advisory Committee • Mallala & Districts Homes Committee • Mallala & Districts Historical Committee • Council Development Advisory Panel • Strategic Planning & Development Policy Committee
Council endorsed dissolving of the following committees: • Economic Development Advisory Committee (dissolved 30 April 2015) • Facilities and Infrastructure Advisory Committee (dissolved 30 April 2015)
Allowances Members of Council’s Audit Committee and Council’s Development Assessment Panel are entitled to an allowance within the limits imposed by legislation. This allowance is to help cover the cost of performing and discharging their official functions and duties. The following allowances were paid by Council for the period (Net of + GST):
Audit Committee Mr. John Comrie $5,000 Mr. Peter Fairlie-Jones $1,600
Council Development Assessment Panel - Ms. Sandra Foote $2,100 - Mr. Joshua McDonnell $1,200 - Mr. Joel Taggart $2,400 - Mr. Trevor White $2,800 - Mr. Ian O’Loan $1,200 Total: $16,300
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External Bodies Council is a member of, or participates in, a number of external Associations, Boards and Committees throughout the region. Council’s membership and participation involves its Elected Members, employees and members of the community. These external bodies include, but are not limited to:
• Adelaide & Mount Lofty NRM Board; • Local Government Risk Services; • Regional Development Australia Barossa; • Local Government Association; • Local Government Finance Authority; • Adelaide International Bird Sanctuary Collective
Subsidiaries Council is a member of two (2) Regional Subsidiaries under Section 42 of the Local Government Act 1999 the Central Local Government Region (CLGR) and the Gawler River Floodplain Management Authority (GRFMA), in accordance with Section 28(3) Schedule 2 of the Local Government Act 1999. The CLGR & GRFMA Annual Reports are provided as Appendix 2 & 3 respectively. Council does not have any Regional Subsidiaries established in accordance with Part 1 Schedule 2 of the Local Government Act, 1999.
Corporate Governance - The Elected Body The Council is composed of nine (9) elected members and a Mayor which has the responsibility of carrying out the duties and exercising the powers conferred on the Council by the Local Government Act 1999 and other State and supporting legislation. The Elected members are the policy arm of the Council and as such are responsible for setting strategic direction, goals and objectives supported by documented policy which is for the well-being of the community as a whole.
Council is divided into three wards, these are:
Dublin/Mallala Ward This includes the towns of: Barabba, Calomba, Dublin, Fischer, Grace Plains, Korunye, Long Plains, Lower Light, Mallala, Parham, Port Prime, Redbanks, Reeves Plains, Thompson Beach, Webb Beach, Wild Horse Plains and Windsor. This ward is represented by three councillors.
Two Wells Ward This includes the towns of: Koruyne, Lower Light, Middle Beach, Port Gawler, Port Prime and Two Wells. This ward is represented by three councillors.
Lewiston Ward This includes the town of Lewiston. This ward is represented by three councillors.
Council undertook a review of its Elector Representation throughout the course of 2012. This resulted in wards being reduced from four (4) to three (3), and elected council to comprise of a Mayor elected by the community and nine (9) ward councillors.
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Such a review is required to be undertaken at least once every eight years to re-evaluate the representation of electors to the number of proposed elected members. This also determines the ward structure versus no wards
The Elector Representation document was lodged with the Electoral Commissioner in December 2012 for the November 2014 Council Elections.
The representation quota, that is the number of people able to vote in a Council election, divided by the number of elected members representing them, is 1 elected member for every 633 electors for the District Council of Mallala, (i.e.9 representatives to a total of 5,701 electors).
A comparison of Councils representation quota with that of other local government authorities suggests Council’s representation per elector is comparable to that of other similar sized and type of Councils.
Council Name Quota (Elected Member : Number of Electors)*
Walkerville 1:670 Grant 1:598 Lower Eyre 1:520 Yankalilla 1:438 Renmark Paringa 1:789 Kangaroo Island 1:376 Northern Areas 1:384 Goyder 1:438 Wakefield 1:524
* Information obtained from the Electoral Commission of South Australia
Access to Council Documents Council has an established ‘Code of Practice – Access to Council Meetings and Documents’ last reviewed in 2013. The code has been adhered to by Council as provided in the policy statement: ‘Council is committed to the principle of transparent government, whilst recognising it may be necessary in the broader community interest to restrict public access to discussion and documentation in accordance with the Act.’ The following documents are available to the public:
• Annual Business Plan and Budget; • Annual Report; • Council & Committee Agendas & Minutes; • Council By-laws; • Development Plans; • Long Term Financial Plan; Strategic Plan; • Members of the public may purchase copies of these documents in accordance with Council’s Schedule of Fees and Charges.
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List of Registers The following are a list of registers Council keeps as required under the Local Government Act 1999. • Register of Community Land • Road Register • Register of Interests • Register of Salaries • Schedule of Fees and Charges • Policy Register • Assessment Record • By Laws Register • Delegations Register • Allowance & Travel – Member
List of Code of Conduct or Practice The following is a list of Code of Conduct or Practice required under the Local Government Act 1999. • Code of Conduct – Members • Code of Conduct – Employees • Code of Practice – Meeting Proceedings • Code of Practice – Access to Council Meetings and Documents
Freedom of Information Requests for access to Council documents not readily available will be considered in accordance with the Freedom of Information Act (FOI Act) 1991. Under this legislation a completed Freedom of Information Application Form, accompanied with the prescribed application fee is required (unless the applicant is granted exemption as detailed in the FOI Act.
Freedom of Information requests should be addressed to :
Freedom of Information Officer, District Council of Mallala PO Box 18 MALLALA SA 5502
Or alternatively delivered to either the District Council of Mallala, 2A Wasleys Road, Mallala or the Two Wells Service Centre, 69 Old Port Wakefield Road, Two Wells.
Various forms of access are available depending of the form in which the information is stored. These include:
• inspection of documents • copy of documents • hearing and/or viewing audio and/or video tapes • transcript of recorded documents • transcript of words recorded in shorthand or encoded form • printing of documents from electronic information.
Where the Council is unable to grant access in the form requested, you may be given access in a different form. If the applicant requires copies of any documents, the charges set out in Council’s Schedule of Fees and Charges will apply.
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Once Council has received the properly completed Freedom of Information Application Form, together with the prescribed application fee (if applicable) Council will acknowledge the request as soon as practicable and provide a determination within thirty (30) days.
This financial year three (3) Freedom of Information Application forms were lodged requesting access to documents.
Confidentiality Matters The Local Government Act 1999 requires meetings of Council and any of its committees to be open to the public, therefore Council do not have authority to determine an item as confidential.
Provisions for confidential items are contained within the Local Government Act 1999 Sections 90 and 91. Throughout 2014/2015 nine (9) confidential items were considered by Council and Council Committees.
Date Meeting Item Report Title Section Retention Period LGA 1999 24/08/ 2014 Council 16.1 Storage of Fertiliser –Proposed 90(3)(a) Until matter has finalised Compliance Activity 17/11/2014 Council 21.1 Council Confidential Items Register 90(3)(d) Review 8/12/2014 Council 2.1 Water Re-use 90(3)(b) 12 months
15/12/2014 Council 16.1 CDAP Appointment of Members 90(3)(a) Until member appointment 15/12/2014 Council 16.2 Australia Day Awards-Nominations 90(3)(a) Until recipients notified
10/03/2015 Council 15.1 Mallala Community Hospital Inc. 90(3)(d),(h) Until matter has finalised
17/03/2015 Council 2.1 Chief Executive Officer Recruitment 90(3)(a) 12 months
13/04/2015 Council 19.1 CEO Employment Agreement 90(3)(a) Until matter has finalised
18/05/2015 Council 2.1 Hickinbotham – Two Wells Town 90(3)(d),(i) Period of 12 months or Centre and Residential Development until resolved by Council
Section of the Local Government Act 1999 No. of occasions used Section 90(3)(a)...unreasonable disclosure of information concerning the personal affairs of any 5 person (living or dead)
Section 90(3)(b)...prejudice the commercial position of Council or be contrary to the public interest 1 Section 90(3)(d)…commercial information...prejudice the commercial position or a commercial 3 advantage on a third party and be contrary to the public interest
Section 90(3)(h) legal advice 1 Section 90(3)(i) information relating to actual litigation, or litigation that the council or council 1 committee believe on reasonable grounds will take place.
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Customer Service The District Council of Mallala operates two offices – the Principal Office being based at Mallala, 2A Wasleys Road Mallala and a Customer Service Centre at Two Wells, located at 69 Old Port Wakefield Road. Both Offices are open from Monday to Friday, 9am to 5pm (but are closed on public holidays). Both offices traditionally close over the Christmas break - although members of the public can phone the offices for emergencies. At both offices staff provide a wide range of services including the payment of rates, lodgement of development, building and septic tank applications and the registration of dogs. Moreover, customer service staff will provide residents with information about local council services ranging from the day their bins will be collected to forthcoming community events.
For the 2013/2014 financial year Council budgeted $21,000 to purchase and implement Civica’s (Council’s corporate system) Customer Request Module. This Module is a comprehensive web-enabled customer request tool which enables management of the full lifecycle of a customer request from initiation through to finalisation. Council’s previous customer request module was designed in-house and was only used for Depot requests but the system was not intuitive and didn’t have the capacity and sophistication to be used across the organisation at large. On Thursday, 12 March 2015, the module went ‘live’ and predominantly customer service staff have been administering the system.
Financial Management As part of the financial sustainability program Council has in place a Long Term Financial Plan and associated financial policies to ensure cash flow and debt levels are projected for financial capacity to satisfy community needs and service levels.
Key Performance Indicators are used to analyse the financial position and identify any trends in sustainability. Council informs the community of its current financial position in accordance with current legislative requirements relating to the Annual Business Plan, Long Term Financial Plan, Budget & Rating Reviews and Councils Audit Committee. Financial sustainability indicators are reported at least three (3) times annually as part of the budget review process, tracking our performance and informing Council, Auditors and the Audit Committee.
Financial Statements for the year ending 30 June 2015 Council’s auditor, Ian McDonald, audited and recently accepted and signed the District Council of Mallala Annual Financial Statements, without qualification. The Council received and noted the statements at its general meeting on Monday the 16 November 2015.
The Financial Statements, Notes to the Financial Statements and the Key Performance Indicators are presented in Appendix 1 to this Annual Report and indicate that Council’s overall performance improved. These improvements were the result of 2 significant items, the pre payment of 50% of 2015/2016 financial/assistance grants and the write back of a provision for landfill remediation. Council’s aim of producing a positive operating result continues to provide a challenge whilst the debt level remains manageable, and Council’s performance in maintaining and renewing infrastructure assets is within the Local Governments target range.
National Competition Policy Council finalised and implemented no new By-Laws during the reporting period. Council undertook no significant business activities in either category for the financial year outside of its budget.
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Human Resources During the year, Council aimed to strategise and improve resources by engaging with Barossa Council to develop shared services for human resources. This has enabled Council to have access to qualified HR professionals, implement proven practices and minimise associated costs. Council has been able to develop and improve the HR processes and practices to better manage a diverse workforce to promote the effectiveness and efficiency of it. Council is an equal opportunity employer and welcomes interest from all avenues. This provides for a diverse workforce that performs a range of core functions associated with Council’s services, but also takes on a range of additional tasks to achieve requirements set out in its Annual Business Plan and 2013-2016 Strategic Plan. Council’s annual employee turnover for the period was 12.63%. Total employees engaged at the end of the year were 57 that included both full time and part time engagements. When required, Council does engage in the use of labour hire personnel and specific contractors to accommodate for periods of extended leave or turnover within the workforce, ensuring services provided by Council are maintained to a high standard. This year also brought with it a change of leadership with the engagement of a new Chief Executive Officer, Katrina Márton. With this a review of Council’s human resources will take place to further improve the effectiveness and efficiency throughout the Council.
Staff breakdown as of 30 June 2015: Directorate Employees Male Female Office of the Chief Executive Chief Executive Officer 1 1 Administrative Support 2 2 Corporate and Community Services General Manager 1 1 Financial Services 5 2 3 Community Services 2 2 Library Services 3 3 Customer Services 4 4 Health and Safety 1 1 Records Management 1 1 Cleaning 1 1 Planning and Infrastructure Services General Manager 1 1 Strategic Projects 2 2 Compliance 3 3 Planning Services 4 3 1 Coastal – NRM 1 1 Administrative Support 1 1 Civil Construction 13 13 Horticulture Services 4 3 1 Waste Services 3 3 Asset Management 3 3 Administrative Support 1 1 Total Employees 57 34 23
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Rating & Property Modeling property rate revenue is completed annually when Council formulates its annual budget to ensure overall rate increases are kept at target levels whilst accounting for valuation increments. Council makes adjustments to its variable rate to balance the impact of rate increases on individual households. The authenticity of property, name and address records continues to be checked against the data provided by the office of the Valuer-General annually and updated where necessary.
As its 20 July 2015 special meeting, Council resolved that the 2015-2016 financial year rate instalments would be due on the 18 September 2015; 4 December 2015; 4 March 2016 and 3 June 2016.
Risk Management Council continues to be a self-insurer through the LGA Workers Compensation Scheme and is required to comply with the Performance Standards for Self Insurers and meet LGA and WHS legislative requirements.
Council was formally audited by the LGAWCS and LGAMLS against its risk management and work, health and safety systems during this period which resulted in action plans being developed and the setting of the priority focus for the next 12 months.
Council has seen a significant improvement in its practices having now developed a highly successful and efficient WHS&IM system both practically and administratively.
Over the 2014-2015 period, Council has continued to develop how we recognise and proactively manage risks in areas such as Business Continuity Planning, Emergency Management Planning, Work Health and Safety (WHS), Injury Management, Volunteer Management, Procurement, Training and Asset Management.
Work Health Safety & Injury Management Within the past twelve (12) months the District Council of Mallala has been devoted to the development and implementation of Council’s WHS&IM System. The hard work invested by all Council staff over this period has resulted in some excellent outcomes in many areas of our WHS&IM system.
Supported by the Executive and Council’s WHS&IM Committee, our achievements to date are as follows: • Endorsement of the 2013-2016 WHS&IM Plan for the 2015-2016 period. Close out of 62% of actions within the 2013-2016 Work Health Safety & Injury Management Plan for the 2014-2015 period. • Completion of the review and implementation of Council’s WHS&IM Management System to comply with recent changes to State WHS legislation. • Implementation of the Training Calendar for Council WHS&IM system procedures • Scheduling, review and completion of task risk assessments across Council sites as per schedule • Review and implementation of the Chemalert and Plant Assessor database across Council • Completion of 46 plant risk assessments, pre-operational checks and SOP’s for our Major Plant • Engineering controls applied and Improvements made to major plant as a result of risk assessments • Refinement and implementation of the training needs analysis, training plan and register • Increased Hazard Reporting • Development of the BCEMP for Council and staff training in I-Responda • Nomination of two (2) new Health and Safety Representative’s • Allocated budget for WHS&IM • Compliance with Internal Emergency Management procedures and nomination of First Aid Officers and Wardens
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• Development and completion of a centralised online induction for employees, volunteers and contractors in partnership with the Regional Training Group. Completion of a training plan for 2015-16. • Completion of inspections and testing as per schedule • Improved Safety Culture across Council
Supported by the Executive and Council’s WHS&IM Committee, our plans are as follows: • The focus for 2015-16 will be on Standards 3, 4 and 5 of the Performance Standards for Self Insurers rather than 1, 2 and 3 as per the past (3) three years. • Integration of our Volunteer Management processes with our HR and WHS&IM Procedures • Implementation of our Hazard Management Systems focusing on risk assessment reviews, development of SWMS and SWP’s
• Internal Audit Program for 2016. • Endorsement of our Business Continuity and Emergency Management Plan • Maintaining a positive Safety Culture • Reducing RTW Claims • Review of our WHS&IM Policies and Procedures • Meeting our legislative compliance requirements • Continuous improvement and maintenance of our WHS&IM system • Continue working in partnership with Town of Gawler, Barossa Council, Light Regional Council and Mid Murray
Procurement The Contractor Management Process has now been integrated into Councils Procurement Framework to ensure Council meets procurement and WHS requirements. The Contract and Contractor Registers have been reviewed and updated. This is an ongoing process. Council are part of the Barossa Regional Procurement Group which are developing and implementing a centralised process for procuring goods and services in order to save time, money and resource sharing.
We are committed to a consistent, fair and transparent approach in all activities associated with the purchasing of goods, services and works by Council. All quotes and tendering is undertaken within the principles as set out in our Tenders and Purchasing Policy: • competitive tendering and the use of other measures to ensure that services are delivered cost- effectively; • provides a fair and transparent process for calling tenders and entering into contracts; and • the use of local goods and services.
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Community Services
Community Services • Aged & Disabled Services • Community Development • Community & Sporting Groups Information & Support • Events • Library Services • Museum & History • Recreational Facilities • Volunteer Services Celebrations & Events (July 2014 – June 2015)
Citizenship Ceremonies Citizenship Ceremonies are scheduled four (4) times each year in:
January – Australia Day; March – Harmony Day; July – Proclamation Day; and September – Australian Citizenship Day
Australian Citizenship Day (1) & Australia Day 2015 (3) residents took the oath to become official Australian citizens
Australia Day Event A successful Australia Day event was held at the Dublin Oval with a large group gathering on the Oval. Awards were presented to: Citizen of the Year – Lynette Seccafien Young Citizen of the Year – Tameka Simons Community Event of the Year – Ageing in Style EXPO at Two Wells Community Group of the Year – Mallala Lions Club Community Project of the Year – Two Wells Football & Netball Club – Clubroom renovations At the event, three (3) residents took the oath to become official citizens of Australia.
Two Wells Christmas Street Parade Council continued to support the Two Wells Christmas Street Parades by funding insurance and providing administrative, facility and staff volunteer assistance for this event.
Anzac Day and Remembrance Day Council provides wreaths for ANZAC and Remembrance Day Services held at the Two Wells and Mallala War Memorials. The Mayor and Deputy Mayor both attend services held in the District.
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Ageing in Style Expo The Two Wells Ageing in Style EXPO was held on Thursday 13th August 2014 in the Two Wells Community Centre. Organised by the District Council of Mallala, the event was part of an expo ‘road show’ held in collaboration with the Gawler, Barossa and Light Regional Councils. The EXPO attracted over 35 stallholders showcasing in- home support and care services, retirement living options, scooters and mobility aids, and this event was well received by the community. Free circulation and diabetes tests were popular, as were the craft and local produce stalls.
Over 200 people attended this event and Council provided free tea, coffee and scones for all visitors who were able to sit cafe style while enjoying the morning.
Volunteer Week The District Council of Mallala was proud to be able to show its appreciation to the Volunteers across our region, by providing a free movie (choice of two movies, daytime and evening) at the Gawler Cinema on Thursday 14th May 2015.
Approximately 70 volunteers were also treated to morning tea/light lunch as part of the day time session and popcorn/ice cream as part of the evening session. Feedback from volunteers attending was extremely positive. These movie sessions were a wonderful way to recognise our community minded volunteers and say ‘Thank you’.
SALA Festival 2014 Participation in the South Australian Living Artists (SALA) Festival saw many local artists displaying their talent with the ‘Outside the Square’ exhibition held in the Two Wells Public Library. The exhibition ran from the 1st August to 24th August 2014.
Ten local artists displayed in excess of 30 pieces of art to the exhibition, which was well received by the public and artists alike. The Launch of the festival was held in the Library and each artist was presented with and certificate of acknowledgement by The Mayor, Duncan Kennington.
Business & Community Directory 2015-17 Publication of the Business & Community Directory 2015-17. Linking with the State- wide Community Information Database – SA Community (www.sacommunity.org), this edition included an updated local community listing as well as including a new Local Business Directory. A full colour A5 directory with a comprehensive index listing of Council Service Information, Community organisation and Businesses was distributed to residents and available online; and at Council offices and libraries. The Directory was well received with residents and provides a good opportunity to link local community.
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National Youth Week 2015 National Youth Week 2015 events were scheduled from the 10th–19th April 2015. For the first time a collaboration of regions (Mallala, Light, Barossa, Gawler, Wakefield & Goyder) saw the implementation of ‘RYE FEST 2015’ (Regional Youth Events). Funding from the Office for Youth was successful in all regions where individual events were planned but promoted and supported collaboratively across the regions. Two Outdoor Cinema events were organised for our District. The first being at the Mallala Oval with the Regional Youth Bus in attendance. Canteen facilities were open and Council provided a Popcorn Machine. Large Outdoor games were available as well as give-aways from the RYB and the Office for Youth. These events were also supported by the Two Wells Blue Light who donated $600. Unfortunately the event scheduled for Two Wells was cancelled due to inclement weather. This successful event will be held again in the 2015-2016 year.
History Week Bus Tour 2015 May is History Festival Time in South Australia and all over the State communities come together to explore the past and celebrate that which makes us what we are today. Once again the District Council of Mallala participated in the ‘About Time’ History Festival with the ever popular bus tour sharing snippets of our region.
This year’s theme was Sports and Recreation and the tour itinerary took patrons from drag racing to pistol shooting, equestrian to coursing, ladies cricket to footy in a paddock and included lunch at an oval in the middle of nowhere. A highlight of the trip was a tour of Mallala Motorsport Park owner, Clem Smith’s private collection of restored motor vehicles, including several racing cars
NAIDOC Week 2014 Council provided funding towards NAIDOC Week which enabled the Mallala and Two Wells Primary Schools to participate.
Services/Committees/Funding
Community Transport Council is a member of the Mid North Community Passenger Network Committee and contributes funding to the Network. A Community Car is based in the region which is now located at the Mallala Council Office. The service provides access to medical, health and general transport related needs. 179 patrons used the Community Car between 1 July 2014 and 30 June 2015.
State Government – Funding Council received funding to upgrade the Dublin ‘Schlodder Shelter’ through the State Government ‘Local Government Stimulus Program’. The project was jointly funded by the Dublin History Group, Bendigo Bank, Council and the State Government, and utilised local contractors.
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Grant Funding Community Services Staff provide local community and sporting organisations notification of funding opportunities through Local, State and Federal departments and assist groups with funding applications and providing letters of support where possible.
Tourism The District Council of Mallala continues to support tourism through the retention of the Visitor Information Outlet based at the Two Wells Service Centre. Council continued to investigate Tourism opportunities with Regional Development Australia, Barossa (RDA Barossa).
Community Development and Advisory Committee Council’s Community Development and Advisory Committee continues to manage the monthly Community Bus service to the Elizabeth City Centre with patron numbers remaining steady. The annual Community Partnerships Fund provides funding opportunities to local community and sporting organisations enabling them to undertake significant projects and upgrade to their facilities. The Individual Sports and Cultural Fund has provided $750 to 6 recipients to represent SA in hockey, ice skating and rugby union events and representing Australia in Speedway Youth Cup in France.
Mallala & Districts Homes Committee The Committee continues to oversee the management and tenancy of the single bedroom units in Dunstan Court, Mallala and 2 bedroom villas in Schneider Court, Mallala managed by Junction Australia (formerly Barossa & Districts Housing Association). Council currently has board representation at Barossa & District Housing Association.
Seniors Collaborative Action Project – Consumer Engagement Working Group (SCAP) The Seniors Collaborative Action Project Consumer Engagement Working Group is a Commonwealth HACC funded initiative operating in the region comprising the local government areas of Barossa, Mallala, Gawler and Light. The SCAP is one of 12 collaborative projects funded in SA to provide sector support and development that actively engages with services that support frail older people aged 65+. The SCAP is auspiced by the Barossa Council and the purpose of the CEWG is to develop and implement a Regional Consumer Engagement Plan and seek ways to ensure the consumer is supported. The SCAP – CEWG is responsible for the highly successful ‘Ageing in Style EXPO’ road shows, which are held in each council region.
Justice of the Peace Service A Justice of the Peace Service became available to our community on the 11th October 2014. This service is conducted by 7 volunteer JPs who rotate on a roster so that a JP is available from the Two Wells Public Library every Saturday from 9am to 11am. Since this service began the number of clients is steadily increasing with an average of 40 clients seen per month. Numerous documents are signed per client, including Statutory Declarations, Wills, Power of Attorney, Affidavits, Expiation Notices, and Certified Copies etc
Regional Youth Bus Committee The Regional Youth Bus (RYB) was launched during National Youth Week in April 2015. Throughout the year the Committee has been overseeing preparation and getting the bus ready and roadworthy by engaging TAFE SA with refurbishment and young people who have been participating in the Social Media Internship associated with establishing a Facebook Page. Barossa Lower North Futures are now managing service delivery within our region and are working on promotion and partnerships with service providers and the local community.
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Library Services
In 2014-15 The District Council of Mallala’s Library Service operated three sites. The main library located at Two Wells (61 Old Port Wakefield Road) housed in the former Institute Building (which is State Heritage listed), as well as a small branch at Mallala and Windsor Institute, which is run by a local volunteer.
Council employs 2.6 library staff as well as sharing casual library officers with the Town of Gawler.
The Two Wells Library’s public computers continue to be well patronised and there is also a computer for patron use at the Mallala Library. Access to wireless internet at the Two Wells Library is also popular, particularly for tourists.
Since March 2014, the library service has been a member of the state wide One Library Management System. Our library patrons have certainly appreciated the benefits of this new system, as they are able to borrow and return items using one library card from any South Australian public library. Moreover, library borrowers can access and reserve items from the whole state’s library resources, through the District Council of Mallala’s library catalogue, which can be accessed via the Council website www.mallala.sa.gov.au. Patrons, then have the option to collect the items at their preferred library branch.
Registered borrowers can access the library’s catalogue to download a large collection of e-books and audio books. This financial year 25,420 items were borrowed through our library service.
Library Events & Programs
The Mallala Library Service continues to conduct various programs throughout the year which included:
Premier’s Reading Challenge A State wide challenge aimed at students from Reception Class to Year 9. The Premier's Reading Challenge is a literacy engagement program that was introduced by the Premier in 2004 to encourage students to read more books and enjoy reading and improve literacy levels. The Challenge requires students to read 12 books between the beginning of the school year and early September.
Author Events Throughout the year community members had the opportunity to attend numerous author visits, ranging from Meredith Appleyard, a new author, to well know author Fiona McIntosh. These events were well supported with audience numbers ranging from 50 to 100 attendees. Each author gave a unique insight into how they began a career in writing and how the process of writing is undertaken. Interestingly all authors were either born and continue to live in South Australia or have now chosen to call South Australia home.
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School Holiday Program This exciting new initiative is becoming extremely popular within the community. Programs are held during the school holidays where children have an opportunity to participate in a range of activities, for example, circus skills, kite making, Lego workshops and hands on interaction with a variety of native animals. The Library has actively worked towards providing the children with varied opportunities to extend their experiences.. The Program to date has been highly successful with most events filling the booking quota.
Summer Reading Program The Library Service once again participated in this program over the January 2015 school holidays. The national program, led by the State Library of Queensland, in partnership with the Australian Library and Information Association (ALIA) and other State Libraries, is delivered through public libraries across Australia. 21 local children registered in this year’s Summer Reading Club competition. The Summer Reading Party was attended by Mayor, Duncan Kennington who presented children with their certificates and books prizes (for those children who have successfully completed the quota of reading at least ten books). 16 children received their book prizes.
Two Wells Book Group The Book Group continues to meet on the first Wednesday of the month from 5.30pm - 6.30pm at the Two Wells Reading Room currently comprising of 10 participants.
Two Wells Toddler Read & Rhyme Sessions are held at the Two Wells Old Council Chambers, on the first Wednesday of the month from 9.30am to 10.30am. The children accompanied by their parents and siblings enjoyed listening to stories and participating in craft activities.
Storytime Partnering with the Two Wells Community Child Care Centre, Stepping Stones Child Care Centre and FLAG (Families Learning and Growing) to enrich literacy and learning in preschool aged children and promoting a life long love of reading.
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Assets & Infrastructure Built Environment Services • Asset Management • Buildings & Facilities Management • Community Infrastructure • CWMS Administration • Engineering Services • Horticultural Services • Roads Services • Waste Management
The Infrastructure Services Department manages and maintains Council's civil assets including roads, footpaths, bridges, above ground and underground drainage, parks and gardens, reserves, depots, quarry operations and support to emergency services in the preparation, response and recovery phases of emergency management.
Building and Facility Maintenance
Lewiston Playground Facilities Improvement Lewiston Playground was further enhanced with a new paved wheelchair accessible walking trail from the car park to the playground leading to the BBQS, shelter and the new toilet facility. A new community shelter with seating arrangements to provide a space for family social events. A new green space landscaped area for family activities, and planted areas utilising native species to the district.
Dublin-Schlodder Shelter The District Council of Mallala is proud to be a partner in this project which has enabled local community groups to bring ideas to their full potential. The vision of the Dublin History Group to upgrade the site has now become a reality with the upgrade of the Schlodder Shelter. The positive link between staff and the community enabled Council to connect local initiatives to current funding opportunities, providing supporting funding to ‘shovel ready’
projects such as this, enabling the project to be completed in its entirety. Together with the Bendigo Community Bank and the Department of Planning, Transport and Infrastructure, the history of this site will be forever etched in the local community.
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The project included replacement of the original concrete slab, removal of the old timber shelter and replaced with a steel framed colour bond construction. A stone wall was established with tiles fixed to the wall. The feature wall consisted of hand drawn tiles by local artist showing the history of the site and its story. In addition, local families, community groups and clubs submitted hand drawn tiles to be included. The tiles were also fired locally by a volunteer.
The project has provided a sheltered site for residents and tourist to stop for lunch or refreshments. A local community group also uses the site on weekends for a sausage sizzle fundraiser for their community, taking advantage of the passing traffic.
The District Council contributed $5,000 towards the project, and then funded additional infrastructure including removal of the old footings and replaced with new concrete floor and landscaping on top of this. Through the Council, $20,000 funding was successfully applied for through the State Government Local Stimulus Program. The Dublin History Group provided the research and history for the site tiles. The Dublin History Group was able to raise sufficient funding to complete the project through donation, tile sales and voluntary support.
Community FloodSafe Program Community FloodSafe is a partnership between local councils and State and Federal Governments. Flood mapping has highlighted the flood-prone areas, and each council has nominated the key areas for FloodSafe to target. By working with local communities the State Emergency Services (SES) volunteers will become more familiar with local flood-prone areas and the residents who may need help in storms or floods. In the coming 2015-2016 financial year FloodSafe will undo go a rebranding. SA SES Programs will include risks and hazards SA SES is responsible for:
HAZARD PROGRAM
Flood FloodSafe Storm StormSafe Heat HeatSafe
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These Broad programs are further adapted, tailored and targeted towards:
Different hazard Characteristics Stages of emergency management • Flash flood • Prevention • Coastal Erosion • Preparation • Response • Recovery At risk community Wider community • People with reduced capacity • Residents to receive or understand • Farmers information in an emergency • Businesses • People with reduced capacity • Seniors to act in an emergency • Children • Families • Tourists Geographical Location and settings Awareness and knowledge • Local • Recognition of risk • Rural • Appropriate behaviour • Planning • Preparations
Council is looking to include School visits, Community speaking, attendance at the Towns Christmas Parades, Education Banners, and Warnings, Local media promotion, Council brief and Promotional materials to highlight these programs.
Mallala playground Upgrade
Mallala Playground upgrade replaced the non complying play equipment. A good playground is fun and challenging, but above all must be safe. The recent upgrade ticks all these boxes and has been well received by locals.
Mallala Institute Facility Upgrade – Air-conditioning & audio/visual upgrade The District Council of Mallala along with Mallala Community Arts Inc. partnered to upgrade the Mallala Institute Facility. The upgrade enables the community to utilise the facility year round. The Institute fosters community spirit through supporting local groups to deliver community arts productions, events, training and recreational activities.
The Board of Community Benefit South Australia, approved $32,170 in funding for the one-off project grant to fund, the supply and installation of 4 split system air-conditioners, a data/video projector, 5 wireless headsets, 2 wireless microphones and upgrades to the switchboard. Inkind support was provided by the District Council of Mallala and a $2,400 contribution was funded from the Mallala Community Arts Inc.
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Mallala CWMS The District Council of Mallala Community Wastewater Management System (CWMS) project is now in operation. The new system provides a sustainable long-term solution for wastewater management within Mallala Township, and the treated water is reused for the irrigation of the local Mallala sporting complex.
Mallala Township has a total of 349 connection points with 35 applications approved, ready for connection. The CWMS System is now fully operational with Council buildings connected, along with 18 other properties.
Community Infrastructure and Asset Management Plan’s Updates The purpose of the Infrastructure and Asset Management Plan’s (IAMP) is to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service. The IAMP’s that have been developed are: • Transport (e.g. roads, kerbing, footpath, bridges) • Community Wastewater Management System (CWMS) (Middle Beach & Mallala) • Stormwater (e.g. pipes, box culverts, pits) • Buildings Council will review these plans annually as part of the continuous improvement process for further development and refinement.
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Engineering Services
Capital & Operational Works The Mallala Works Depot provides the construction, maintenance and management of the following key services: • Transport facilities (roads, bridges, storm water systems, and footpaths) • Quarry operations • Parks, ovals, gardens, reserves, streetscapes and roadside vegetation • Flood mitigation (coastal and flood plain areas) • Cemetery operations • Waste and recycling collection / transfer stations / illegal dumping • Public conveniences & barbecue facilities
Equipment/Plant Replacement The following major equipment was purchased during 2014/2015 as part of Council’s plant replacement program: • Replacement of one (1) utility vehicle
These services are provided by the following work groups:
• Construction/Maintenance • Waste Services • Horticulture Services • Workshop/General Maintenance.
Completed Capital Works LEWISTON Baker Road Ford upgrade (Completed in September 2015)
LONG PLAINS Completion of Construct and Sealing Long Plains Oval Roads.
MALLALA • Construct & Seal Hill Road - Dublin to Calomba Road • Construct & Seal Elizabeth Street - Mary to end • Construct & Seal Marshman Road - Redbanks to Wasleys (Completed in September 2015) • Adelaide Road West side of Hotel- 40 metres of Kerb and Paving • Joseph Street - Chivell to Elizabeth - Kerb & shoulders –North side • Balaklava Road Kerbing - either side of No 9 - 45m • Kerbing Repairs Cameron Terrace & Balaklava Road • Footpath Paving & Pram Ramps Balaklava Road
TWO WELLS • Old Mallala Rd Gawler Road to Noble Crescent- Kerb and Shoulder – East side • Gawler Road Old Pt Wakefield to Old Mallala Road Kerb & shoulders – North side • Pump station installation – Old Mallala Road Gawler Road intersection. • Noble Crescent – Cul-de-sac - Kerb & Seal • Gameau Road - Spoon drain reconstruction • Completed repairs to Salt Creek Bridge
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Major maintenance programs and works included: • Extensive patrol grading of the District’s 795 kilometres of unsealed roads; • Coleman Road Dump Closure (In progress - 95% complete) • Installation of a large number of road signs improving information for the community, and to replace signage that was no longer serviceable / vandalised / stolen; • Limerock Road Landfill Closure Plan ongoing revegetation of site (Ongoing)
Re-sealing and repairs of sealed roads and streets: • Aerodrome Road • Joseph Street • Cameron Terrace • Chivell Street • Calaroga Street • Elizabeth Street • Mary Street • Lesieux Street • Railway Terrace • Carmel Street
Resheeting the following sections of Road: • Barabba Road - Wasley Road to near Jarmyn Road 4.2km • The Esplanade - Parham 1.1 km • Day Road - Gregor Road to Humphrey Road 1.2 km • Windsor Road - Avon Road to Long Plains Road 2 km • Old Dublin Road - Long Plains Road to Port Wakefield Road 1.2 km • Franks Road - Hallion Road to Boundary Road 1.6 km • Jenkin Road - Pratt to Germantown Roads 3.92 km • Clonan Road – East Road from Angrove Road 0.620 km • Conrad Road - Verner Road to Paddy’s Bridge Road 2.7 km • Hill Road - Dublin Road to Old Dublin Road 2.1 km
Horticulture Services
Baker Wetland Throughout 2014/2015 works have continued with the control of woody weeds (boxthorns, dog rose, castor oil plant, etc) and prickly pear along the Gawler River section. It is pleasing to note that the woody weed situation is under control and that general follow up control is all that is required in the future.
This planting season has only seen 180 plants being put in the ground. 2900 square metres of embankments have been seeded with native grasses to provide a base layer for future plantings and erosion control. In the near future Council anticipates that the site will be opened for access to the general public.
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Coleman Rd Landfill Reclamation Woody weeds have been controlled along the Light River embankment and direct seeding of native grasses has been completed over the whole site. Follow up of broadleaf weeds will be undertaken over the next 24 months to allow for the establishment of the grasses before any trees and shrubs are planted in the future. Erosion control will be under taken on the embankments, with plants that will help prevent soil loss in the event of rising waters.
Lewiston Playground A turf area was established in spring to provide an area of green space for play. The rest of the site will see plantings of shrubs and ground covers to complement the area, along with path ways for children to discover.
Two Wells Memorial Garden A complete revamp of the gardens were undertaken in 2014. Mr Lincoln and Spirit of Peace roses were planted along with Gallipoli Rosemary. New turf and irrigation were laid to complete the face-lift.
Mallala CWMS Over 1000 plants have been put in around the boundary fence of the community waste water plant at Mallala. The embankments of the pond have been direct seeded along with the area east of the pond. This will endeavour to screen the site and provide and area for the use of excess water.
Waste Management
Waste Management- Kerbside Council operates and manages an alternating domestic waste and recycling collection servicing 2604 properties per week. Residents residing in the rural living areas are provided with a 240 litre MGB for recycling purposes. Residents residing in the town ships, Mallala, Two Wells and Dublin are provided with a 240 litre MGB for dry recyclables and a bench top basket for food organic composting, and a 140 litre MGB is provided for residual waste. Residents wanting to dispose of organic material and are willing to supply their own 240 litre bin are provided the service of organic waste collection by Council. Recyclables and Domestic waste are transported to the Northern Adelaide Waste Management Authority (NAWMA) to be further sorted, or processed in preparation for sending to landfill. Waste collected from street bins, parks and reserves is delivered to Transpacific at Inkerman for disposal into landfill.
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Kerbside Recyclables Council collects approximately 22MT of recyclables per fortnight, which equates to an average of 7.5 kilograms per household per week. On top of the 22 tonnes per week of recyclables collected there was also 5.2 tonnes per fortnight of material incorrectly placed in recycling bins. This represents a contamination level of 17%; this is a reduction of 3% on last year’s contamination rates. The Waste Services Department continues to use this figure for bench marking and look for ways to reduce contamination in recycling.
Kerbside General Waste Kerbside Waste collected by Council amounts to 47.5mt per fortnight which equates to 18kg per household per fortnight.
Kerbside Organics Council collected approximately 13.5mt of green waste per fortnight, this includes food organic waste. 13mt per fortnight equates to an average of 32 kilograms per household per fortnight, approximately 420 residences present organics for collection. Green waste is transported to the Peats Soil processing facility located on Carslake Road, Dublin, for composting into garden products.
The waste collection tonnage statistics for the reporting period are provided below:
Waste 1,235 tonne
Recycling 545 tonne
Waste sorted from kerbside recycling 136 tonne
Green Waste 356 tonne
Total 2,272 tonne
Council is committed to minimising its operating costs and aims to educate residents to maximise the amount of recyclables presented for recycle collection. Waste Management staff looks at simple ways of deterring poor recycling behaviors whilst encouraging good behaviors.
Waste Management- Transfer Stations Tonnages disposed through Transfer Stations:
Mallala Resource Recovery Centre General Waste 18.92 tonne Dry Recyclables 33.22 tonne Organics 26.50 tonne
Metal Carried over into new financial year
Two Wells Transfer Station General Waste 63.74 tonne Dry Recyclables 82.78 tonne Organics 28.92 tonne Metal 15.56 tonne
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Medical Waste – Service Centers 50kg of medical waste, namely syringes, were collected by Council and disposed of responsibly.
Illegal Dumping Council responded to 68 illegal reports from the public. Numerous other incidences were cleaned up prior to any reports being lodged with Customer Service. The Senior Waste Officer received many reports direct from Council staff. The volume of the dumped materials collected range from semi trailer loads to bags. Waste dumped includes general residential waste, tyres, asbestos and building materials.
Illegal dumping is not only limited to road verges, but also occurred on parks, reserves, creeks and watercourses. Council’s Authority 6 accounting program shows the cost of illegal dumping at $86316 for 2014/2015. This figure does not take into account the cost to Council of disposing of illegally dumped material sent through to Integrated Waste Services (IWS)
DrumMuster – AG & Vet Chemical Container Stewardship Council continues to participate in the DrumMuster collection program which provides an avenue for farm chemical metal & plastic drums to find their way back into a recyclables waste stream. With on-going support from the farming community, approximately 3,296 containers were collected in one day and sent for recycling.
E-Waste Council has continued its agreement with TechCollect who supply a shipping container to the Two Wells Transfer Station for the purpose of storing E-Waste. The shipping container and disposal of collected E-waste materials attracts no fees to Council. All associated costs are paid for by the National Television and Computer Product Stewardships. The Stewardship only covers the cost for disposal of televisions, computers, monitors, keyboards, hard drives, mice, scanners and printers. During the period Council collected and disposed of 36,340kg of television and IT equipment.
Waste Management Strategy
Overview The Waste Management Strategy 2014-2020 was activated in 2014/15 with a view to meeting increased community and industry expectations in relation to Council finding new and better ways to manage waste. To achieve the required outcomes the strategy consists of five goals each with several strategies requiring multiple actions.
The five goals with actions taken are: Goal 1: The District Council of Mallala provides a high quality and environmentally responsible kerbside waste and recycling collection service to the community. • A survey to assess customer satisfaction with waste services was developed and will accompany the second rates notice installment, (late October 2015), rate payers who are not paying by installments will of course receive the same questionnaire. • Kerbside collection guidelines were reviewed. • Council staff along with assistance from Zero Waste completed kerbside waste audits. • Council maintained a database of landfill tonnages and recycling statistics • Fact sheets to help with recycling have been uploaded to Council’s website and stickers were placed on Mobile Garbage Bins (MGBs), most commonly known as “wheelie bins”, during the kerbside waste audits.
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Goal 2: The community is informed and actively participates in Council • The waste and recycling calendar contains helpful information on recycling and transfer station opening times as well as costs. • Recycling presentations have been made at the Mallala Primary School and to the Mallala Lions Club. Manned displays have been set up at local businesses to allow the public the opportunity to discuss recycling and waste avoidance. • The EPA provided some surveillance of illegal dumping hot spots during September and October 2014
Goal 3: The District Council of Mallala operates and manages cost effective and best practice waste management facilities. • An Environment Management Plan for the Two Wells Transfer Station has been approved by the Environment Protection Agency. • Signs erected at both Two Wells Transfer Station and Mallala Resource Recovery Centre informing of cost savings to the customer if they have pre sorted or are prepared to place their rubbish into the appropriate waste receptacle. • Cost saving information can also found on the waste and recycling calendar as well as Council’s website. • New signs were installed at the transfer stations to assist customers in disposing of their rubbish into the correct waste vessel.
Goal 4: Improve waste services that meet the needs and expectations of the current and future community. • Questions regarding the need for a hard waste collection have been included in the survey to assess customer satisfaction with waste services. Please note most actions in Goal 4 are not scheduled to be implemented until after 2014/15
Goal 5: The District Council of Mallala provides environmentally sustainable services and facilities. • Preliminary work was completed to establish a Council “Green Team”. The purpose of this team will be to ensure that all data relating to waste generated by Council is captured and recorded with a view to reducing landfill and increase recycling. • An in house education program was developed with a focus on recycling and will be regularly presented to workgroups to ensure that all Council employees- 1. Are aware of their environmental responsibilities. 2. Can support members of the public to help care for our environment by providing advice and helpful hints. Along with were to access further information. Please note most actions in Goal 5 are not scheduled to be implemented until after 2014/15
Mallala Resource Recovery Centre
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Planning Services – Development Assessment
Planning Assessment The total number of development applications lodged with Council for the period was 324, a slight decrease from the 344 recorded for the previous year. Significantly, the value of development increased from the previous year to a value of approximately $31.9 million.
Development Applications & $ Value of Development
2010-11 2011-12 2012-13 2013-14 2014-15
Numbers 316 325 297 344 324
Value (millions) $27.8 $32.6 $16.75 $23.63 $31.9
Most applications lodged with Council in the period were for developments approved by staff under delegated authority. Examples included dwellings, dwelling additions, sheds/garages, swimming pools, verandahs, carports, pergolas, and other types of minor out buildings.
Proposals for development in the townships of Mallala and Two Wells were received throughout the year. Applications for development in the coastal settlements of Parham and Thompson Beach were referred to the Coastal Protection Board for advice on required site and finished floor levels. A number of applications for development in the farming areas of the district were also processed.
As in previous years, the majority of development applications received by Council related to rural living properties in Lewiston and Two Wells. Applications for horse keeping and dog kenneling development were also common in this area, and many building development applications involved a high level of complexity due to issues of potential flooding from the Gawler River.
Plastic hothouse developments on land in the horticultural area adjacent to the Gawler River were assessed by staff during the period. An application for the relocation of an existing wheat drying facility from Two Wells to Dublin was also assessed and approved by staff under delegation.
The creation of additional allotments within the district also continued, with 18 land division applications processed by Council. These included a mix of mostly residential and rural living allotments, and some boundary realignments. Significantly, two major land division applications received by Council during the previous period were approved. The applications propose almost 600 new allotments on the outskirts of Two Wells.
Fifty development applications were publicly notified during the period, as required by the Development Act 1993.
It is also of note that 35 applications lodged with Council resulted from compliance investigations undertaken throughout the period.
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Non-Complying Development A total of 14 non-complying development applications were lodged during the period. The concurrence of the Development Assessment Commission is required before Council can issue any approvals in relation to these applications. No non-complying applications referred to the Commission were refused during the period. The concurrence of the Commission was received for the following developments:
• Light industrial shed and veranda at Port Gawler; • Shed and fence in Lewiston; • Advertising signs at Dublin and Two Wells; • Land division boundary realignment at Grace Plains.
An application for the division of land within the Primary Production Zone was refused by planning staff under delegation without proceeding to a detailed assessment. The application proposed the division of nine allotments into 30, each below the 40 hectare minimum identified in Council’s Development Plan.
Appeals/Compulsory Conferences An appeal to the Environment, Resources and Development Court (ERD Court) against the Council Development Assessment Panel’s decision to refuse a dog kennelling application for a property at Barabba was resolved without proceeding to a full hearing after a compromise proposal was accepted by the Panel.
The Panel also agreed to a compromise proposal in relation to an appeal against a refused application involving truck parking in Lewiston.
In June 2015 Council received notice of an appeal following the Panel’s decision to refuse a dwelling in the Light River flood plain at Lower Light. The matter is ongoing.
Council Development Assessment Panel (CDAP) Eight meetings of Council’s Development Assessment Panel took place during the period, two more than the previous year. The Panel meets when required on the first Tuesday of each month to consider public notification development applications where there have been representations, applications that are being recommended for refusal, and any other applications that administration consider will warrant the deliberation of the Panel.
The Panel may also be called upon to consider applicant compromise proposals resulting from appeals to the Environment, Resources and Development Court against their decision to refuse a particular development.
The following developments were refused by the Panel during the period:
• Change in land use to the parking of four heavy farm vehicles in conjunction with the approved residential use of the land in Lewiston • Commercial vehicle parking on a rural living property at Two Wells • Single storey dwelling in the Light River flood plain at Lower Light
The following developments were approved by the Panel during the period:
• Staged division of two allotments into 354 allotments, and associated roadways, open space reserves and waste water treatment plant at Two Wells • Horticulture comprising 5 plastic covered greenhouses, 1 water storage dam and 1 implement shed at Two Wells • Expansion of existing major horticultural development at Korunye
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• Solid fence in the Gawler River flood plain in Lewiston (Non-Complying and concurrence by the Development Assessment Commission still required) • 29 dogs and associated kennelling and puppy yards at Two Wells • Shed in Lewiston • Horse keeping at Two Wells • Broiler sheds at Lower Light
Council’s General Manager, Infrastructure & Planning Services also provided regular reports to the Panel on policy matters. During the period, a new Council member and independent member were elected to the Panel, with five existing members being re-elected.
Building Assessment A total of 260 applications were granted Building Rules Consent either by building staff or private certifier during the reporting period, and 152 inspections relating to development applications were performed during the year.
From all inspections performed, builders notified Council on 61 occasions, a slightly higher figure than last year. Of the inspections performed, 97 (64%) related to dwellings or dwelling additions, 37 (24.5%) related to minor domestic structures, 13 (8.5%) related to swimming pools and the remaining 5 (3%) related to commercial buildings. Swimming pool inspection rates increased which was as a direct result of the 100% inspection policy required by legislation and Council’s Building and Swimming Pool Inspection Policy.
Ministers Specification SAH 3.2 – Concessions for farm buildings In 2015 the Department of Planning, Transport and Infrastructure announced that an extensive review of the Ministers Specification SA H3.2 relating to farm buildings was to take place. It was brought to the attention of the state by a horticulture lobby group that consisted of growers, pig farmers and chicken farmers that the horticulture industry was not competitive against other states.
The state concluded this was partially to do with the strict requirements of fire safety on buildings imposed by the Building Code of Australia. As a result, a consultation draft was released for comment in March 2015 and on 1 May 2015 a revised Minister’s Specification SA H3.2 was gazetted.
Essentially the revised Minister’s Specification provides generous concessions for farm buildings that relate to fire safety (hydrants, hose reels and extinguishers) and safe egress (exit distances, emergency lighting) requirements. Where a development application is lodged as complying with this Minister’s Specification there is now no requirement for Council to refer the application to the CFS for comment.
Building Fire Safety Committee The District Council of Mallala Building Fire Safety Committee is required pursuant to Section 71 of the Development Act 1993. Members include Council’s Development Services Coordinator and Building Officer, building surveyor Peter Harmer and CFS representatives Julian Aggiss and Colin Paton.
The Committee is established as the ‘appropriate authority’ under the Development Act to take action, when required, to have a property owner upgrade the fire safety of a building to the appropriate level.
The Committee is required to inspect any public building that is brought to the attention of Council for the purpose of determining whether the fire safety of the building is adequate. It is the responsibility of the Committee to ensure any unsafe building defects relating to fire safety are addressed and resolved so that the building suitably complies with safety standards.
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Two meetings were held during the period and a number of inspections undertaken. An inspection register is maintained and accurately records the inspection and re-inspection of all commercial and public buildings over a period of time. Building fire safety issues were resolved at the Mallala Council Chambers, Mallala Institute, Mallala Bowling Club, Two Wells Bowling Club, Two Wells Motel, Mallala Motorsport Park, Two Wells Football & Netball Sporting Club and Mallala Hotel. The next meeting and associated inspections are scheduled in November 2015.
Planning and Building Compliance Once again, illegal land use and building work has been reported and observed by Council staff during the period. Approximately 77 new complaints or investigations were commenced during the reporting period, and approximately 55 investigations are currently ‘live’ including some matters that have been carried over from previous periods. Some of these matters impact negatively on adjoining land owners and require detailed further investigation.
The table below provides development compliance figures for the 12 month reporting period.
2012-13 2013-14 2014-15 (Nov-June) New Investigations 63 83 77 Section 84 Notices 8 12 6 Issued Warning Letters 120 149 99
Resolved No ERD 38 42 65 Court
ERD Court 14 6 5 No Action Required 16 25 12
Since 1 July 2014 approximately 35 development applications have been submitted to Council as a result of compliance investigations. Compliance issues that were followed up by Council included:
• Various land uses without development approval, e.g. truck parking, animal keeping (including dogs, sheep and horses), storage of materials resulting in the use of land as a ‘junk yard’, commercial/business activities and the use of land for horticulture; • Illegal structures such as the construction of sheds, shipping containers, fencing in the Gawler River Flood Plain, dwelling additions and plastic covered greenhouses; • Non-compliance with existing conditions of development approval.
Council has issued a number of enforcement notices to landowners in respect of some of these forms of unauthorised development and several matters have progressed to and currently sit with the Environment, Resources and Development Court in Adelaide. It is noted that some residents and property owners are not aware that certain activities on their properties require development approval under the Development Act 1993, including change in the use of land and building work. For example, Council has received a number of complaints regarding the construction of solid fencing in the Gawler River Flood Plain and the placement of shipping containers on land – activities which often require development approval. To address these matters, Council staff have circulated relevant information in the local newsletter and is currently undertaking a review of its Planning Information Guides.
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Planning Services
Planning Services • CWMS Administration • Development Assessment • Environmental Management • Land Use & Open Space Planning • Land Use Planning • Planning & Building Compliance • Fire Prevention • General Inspector • Public Health & Food Administration
Land Use and Open Space Planning
Land use and open space planning In addition to development approvals, public health, animal management and compliance within the Council area, the Planning Services Departments also deals with land use and open space planning. Land use and open space planning is a branch of public policy encompassing various disciplines which seek to order and regulate land use in an efficient and ethical way, thus preventing land-use conflicts.
The District Council of Mallala undertakes land use and open space planning to manage the development and use of land within its boundaries. In doing so, Council can plan for the needs of the community, while safeguarding natural resources. To this end, it is the systematic assessment of land and water potential, alternatives for land use, and economic and social conditions in order to select and adopt the best land use options.
The Mallala Council Development Plan and Development Plan Amendments The Mallala Council Development Plan is a statutory policy document which guides the type of development that can occur within the council area. The development plan separates land within the council area into a number of different zones, including commercial zones, residential zones and industrial zones amongst a range of others. Development plans outline what land uses are envisaged in a zone and those uses which are not contemplated. Planners use the development plan to assess development applications.
From time to time the development plan needs to be amended to introduce changes in zoning or to reflect changes in local and state government policy. In South Australia changes to development plans are made through a process called a development plan amendment (DPA). This process is set out in the Development Act 1993 and related regulations. It can take eight to 18 months to complete, depending on the complexity of the amendment. Amendments can be initiated by a local council or, under certain circumstances, the minister responsible for planning
In the financial year 2014-15 (and leading up to) the District Council of Mallala initiated the Two Wells Town Centre DPA and changed direction on the progress of the Gawler River and River Light Flood Prone Areas DPA, as described below.
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Gawler River and River Light Flood Prone Areas DPA On 21 June 2013, the Minister approved the Statement of Intent (SOI) for the Gawler River and River Light Flood Prone Areas DPA. Since commissioning the DPA, the Gawler River Flood Management Authority (GRFMA) has released updated flood inundation mapping of the Gawler River. Further to this, Council has identified that a broader risk management approach is required to ensure that appropriate, and nationally consistent, policy is incorporated into the Mallala Development Plan. Extensive research and collaboration with State and National agencies is therefore required As a result Council has proposed that a two staged DPA approach be undertaken. The first stage will be to incorporate the updated flood mapping of both the Gawler River and River Light. The second stage, to incorporate risk based land use policies once the broader risk management approach is investigated and developed. A Risk-based Land Use Model will ensure that the economic, environmental, social and cultural consequences of a specific development in a flood prone area are explored and quantified as part of future planning decisions. Whilst a substantial amount of work in this area has been undertaken in both New Zealand and Queensland as a result of the natural disasters that have occurred, little has been done in South Australia. As a result, there is a considerable amount of ground breaking work that needs to be undertaken to either develop a model specific to the Mallala region, or to adapt of an existing model such that it addresses the specific needs of the District Council of Mallala. In order to facilitate this two stage approach, Council has requested that the Minister rescind the SOI for the Gawler River and River Light DPA. A subsequent SOI for the first stage DPA has been submitted to the Minister for approval. The second stage DPA will occur at a future date once the risk based land use model has been developed.
Two Wells Town Centre DPA The approval of the Two Wells Residential Development DPA in August 2013 will result facilitate the development of an additional 3000-3500 dwellings in Two Wells. It is anticipated that the new dwellings will accommodate between 8000 and 11,000 new residents.
The current level of services located within the Two Wells Town Centre is not sufficient to cater for the increased demand of a proposed residential population. The Two Wells Town Centre DPA will review the provisions of the Town Centre Zone within the Mallala Council Development Plan as well as the boundaries of the Town Centre Zone in Two Wells.
A number of investigations and studies have been undertaken to inform the DPA. These include:
• Traffic Impact Study to review and report on traffic movements and car parking requirements for a redeveloped town centre • An All Age-Friendly Assessment that identifies the needs of the ageing population and/or people with disabilities. It will also set a framework to ensure the physical environment and built form are designed and maintained to minimise impact on mobility, independence and quality of life of older people and the extent to which they can ‘age in place’. • A Retail Demand Analysis to determine the demand for convenience and comparison retail requirements for the final estimated residential population of Two Wells. • A Preliminary Site Contamination Assessment to examine the potential for site contamination on allotments pertaining to the existing Council Waste Transfer Station and former waste/land fill. • An Indigenous and European Heritage Audit to confirm the presence of all listed (and non listed) heritage items within the Two Wells Town Centre and the development of policies and procedures to comply with
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all statutory requirements to ensure such sites and/or objects are not disturbed, damaged or interfered with as a result of any activity or development
It is anticipated that the Two Wells Town Centre DPA will be approved by the Minister by the end of 2015.
Strategic planning Strategic Planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. The strategic planning involves addressing the following questions:
• Where are we now? • What do we have to work with? • Where do we want to be? • How do we get there?
The current Strategic Plan is due for review by the end of 2016. Council is in the process of initiating this review.
The District Council of Mallala has undertaken a number of strategic projects and studies to ascertain the future needs of the residential and business community and to ensure it achieves its Vision of “A progressive, growing community enjoying a quality lifestyle in a sustainable, rural and coastal environment”. Study findings often contribute to the development of policy and other key initiatives, and can be utilised as a key information resource to inform future Development Plan Amendments (DPAs).
Two Wells Stormwater Management Plan (SMP) In April 2013 Council engaged Australian Water Environments (AWE) to prepare an updated Stormwater Management Plan for Two Wells so that it is compliant with the requirements of the Stormwater Management Authority (SMA) and the Adelaide and Mount Lofty Ranges Natural Resources Management Board (AMLRNRM Board). Compliance with these bodies is relevant when seeking funding opportunities.
In accordance with the SMA’s Stormwater Management Plan Guidelines the Two Wells Stormwater Management Plan has a set of key actions that are considered priority responses for improved stormwater management in Two Wells. These key actions are as follows:
• Temby Road Swale Diversion System. • Southern Flood Protection Levee along Salt Creek. • Existing township stormwater drainage issues along Gawler Road at Old Port Wakefield Road and Drew Street intersections as well as at the Chapman Road spoon drain. • Review of planning controls in Development Plan to manage infill development and to incorporate water reuse and water treatment management objectives. • Water treatment in wetlands for selected catchments in the 30 Year Growth Area. • Water treatment and water reuse utilising Managed Aquifer Recharge in selected catchment sin the 30 Year Growth Area • Flood Preparedness program including community education and awareness raising. • Promote the installation and effective use on rainwater tanks as secondary water supply at the allotment level.
The Two Wells Stormwater Management Plan has been completed and has been submitted to the SMA for approval.
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Open Space Management Plan In May 2014 the Council engaged WAX Design/Suter Planners to prepare an Open Space Management Plan and to develop Recreation Precinct Masterplans for the Mallala, Dublin and Two Wells.
The aim of the project was to build on the outcomes of the Barossa, Light and Lower North Region Open Space, Recreation and Public Realm Strategy by developing a District Council of Mallala Open Space Management Plan.
The Recreation Masterplans (Two Wells, Mallala and Dublin) will result in a clear direction for the development of the major sports and recreation precincts within the district. It will assist Council in allocating funds for the progressive development of these areas as residential populations in the vicinity of these areas continue to grow and demand for open space and recreation services increases. It will also assist Council to accommodate community groups who require community facilities and to ensure that these facilities are provided in accordance with a clear master plan.
In developing the plans Council was cognisant of Community views and expectations when it considered the future use of open space. A number of interactive workshops were undertaken with the community and sporting groups, local residents and others with an interest in the use of open space and recreational facilities within the District Council of Mallala.
It is envisaged that the project will be completed in 2016.
Community Land Management Plans The Local Government Act 1999 requires the development of Management Plans for all land that is owned by a council or under the Council’s care, control and management and classified as Community Land.
In 2014 Council undertook a view of the existing Community Land Management Plans, and where necessary developed new ones. The Plans have been amended in accordance with the requirements of the Local Government Act 1999 and relate to the following key open space and facility categories:
• Major Sport and Recreation Precincts • Other Sport and Organised Recreation Reserves • Informal Recreation Reserves • Formal and Memorial Gardens • Community Facilities • Historic Areas • Cemeteries • Stormwater Management • Natural and Coastal Areas
It is envisaged that the review of the Plans will be completed in 2016.
Environmental management The Northern Coast contains important natural landscapes and high value environmental assets. The area also supports a range of industries. Increases in industrial and urban activity could further degrade natural habitats along the coast.
Of particular importance are the coastal ecosystems that support internationally listed migratory bird species. In 2015 the Adelaide International Bird Sanctuary was proposed as a protected area for the migratory birds. The sanctuary will extend from the Barker Inlet in the south to Parham in the north over a distance of 60 kilometres.
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Proposed urban expansion around Two Wells may also see increased recreational use of the coastal area, which has potential negative impacts on the environment, particularly from off-road vehicles driving through vulnerable Samphire habitats that can take a long time to recover.
The District Council of Mallala will continue to monitor and remediate natural areas within the region in collaboration with the Adelaide and Mount Lofty Ranges Natural Resources Management (AMLR NRM) Board.
Middle Beach Community Emergency Management Plan In 2013 the District Council of Mallala commissioned the University of South Australia School of Natural and Built Environments (Uni SA) and URS Australia Pty Ltd (URS) to undertake the Coastal Settlements Adaptation Study.
The prime focus of the project was to evaluate how rising sea levels will impact on the four coastal settlements; to propose cost effective, realistic and achievable adaptation strategies to cope with anticipated changes in sea level; to consider the development of planning policy in response to the predicted risks; and to build community resilience to the predicted risks.
The study concluded that while there are a number of viable protection options for Parham, Webb Beach and Thompson Beach to cater for predicted flood levels for 2050, there are no viable protection options for Middle Beach, and there are not viable protection options for any of the settlements to cater for the predicted flood levels for 2100. Cognisant of this, accommodation strategies in response to the identified flood risk were proposed. The accommodation strategies proposed for Middle Beach focus on the management of risk, control of flood waters, rather than protection, and development of Community Emergency Management Plans.
In June 2015 Council were successful in securing funding from the Natural Disaster Resilience Fund to develop a Community Emergency Management Plan for the settlement of Middle Beach.
National Climate Change Adaptation Resilience Facility The National Climate Change Adaptation Research Facility (NCCARF) is currently in the process of building a Coastal Climate Risk Management Tool, which will provide information and decision support to Australian coastal decision-makers and their stakeholders (the community, senior management and elected officials).
In June the District Council of Mallala has formed the Tool Development Partnership with NCCARF to provide stakeholder advice on the content and delivery of the Tool.
The Tool Development Partnership of NCCARF came into being as a result of a competitive call for bids from coastal decision-makers to join the Partnership. As a result, an ad hoc Partnership of nine local councils from all Australian states and one business representative has come together for a period of twelve months in the first instance to form the Partnership.
The primary role of Council in the partnership is to support and provide advice to NCCARF during the design, implementation and delivery of the Coastal Climate Risk Management Tool.
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Environmental Management
The environment of the northern Adelaide Plains was incredibly diverse prior to European settlement. Large variations in rainfall, temperature, exposure and aspects, soils, surface water availability and burning regimes resulted in a dynamic ever-changing mosaic of wetlands, grasslands, heath lands, shrub lands and woodlands.
Its major towns, Gawler, Roseworthy, Mallala, Two Wells and Virginia are the focus of urban and industrial development, which could place further stress on its environmental assets.
The surface water resources of the subregion lie in the Lower Light and Gawler rivers. The Light is an unregulated ephemeral river; the much more substantial Gawler River still has variable flows and terminates at Buckland Park lake and on extensive tidal flats.
Groundwater supports industries in the subregion, most notably horticulture, and managed aquifer recharge is practiced. Longstanding cones of depression have stabilised in recent years with improved water extraction practices.
The Northern Coast contains important landscapes and supports a range of industries. Of particular importance are the coastal ecosystems that support internationally listed migratory bird species. Increases in industrial and urban activity could further degrade natural habitats along the coast.
Proposed urban expansion around Two Wells may also see increased recreational use of the coastal area, which has potential negative impacts on the environment, particularly from off-road vehicles driving through vulnerable Samphire habitats that can take a long time to recover.
Two Wells Stormwater Management Plan (SMP)
In April 2013 Council engaged Australian Water Environments (AWE) to prepare an updated Stormwater Management Plan for Two Wells so that it is compliant with the requirements of the Stormwater Management Authority (SMA) and the Adelaide and Mount Lofty Ranges Natural Resources Management Board (AMLRNRM Board). Compliance with these bodies is relevant when seeking funding opportunities.
An SMP was prepared for Two Wells in November 2007, however since that time there has been the introduction of the SMA’s Stormwater Management Plan Guidelines. In addition, Two Wells has been identified as an area of growth in accordance with The 30 Year Plan for Greater Adelaide. These changes have resulted in the need to update the existing SMP to accommodate the area planed for future growth and to meet the SMA’s funding requirements.
In accordance with the SMA’s Stormwater Management Plan Guidelines the Two Wells Stormwater Management Plan has a set of key actions that are considered priority responses for improved stormwater management in Two Wells. These key actions are as follows:
• Temby Road Swale Diversion System. • Southern Flood Protection Levee along Salt Creek.
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• Existing township stormwater drainage issues along Gawler Road at Old Port Wakefield Road and Drew Street intersections as well as at the Chapman Road spoon drain. • Review of planning controls in Development Plan to manage infill development and to incorporate water reuse and water treatment management objectives.\ • Water treatment in wetlands for selected catchments in the 30 Year Growth Area. • Water treatment and water reuse utilising Managed Aquifer Recharge in selected catchment sin the 30 Year Growth Area • Flood Preparedness program including community education and awareness raising. • Promote the installation and effective use on rainwater tanks as secondary water supply at the allotment level.
The Two Wells Stormwater Management Plan was completed in (year) and has been submitted to the SMA for approval.
Public Health & Food Administration
Food Food premises throughout the district are inspected on a regular basis as required by the Food Act 2001, with frequency of inspections dependent on risk classification.
At the time of this report there were 74 food premises in the district, although the majority of these are classified as low risk and were not inspected in the reporting period. Of the 35 remaining and higher risk food premises, 24 inspections were conducted with four follow up inspections where further compliance was required. There have been no inspections conducted in relation to food complaints in the period.
Proprietors are regularly informed of changes to food legislation best practice standards and relevant health warnings regarding food requirements, which include food recalls. Food safety and hygiene legislative information is distributed to all food business, community and charitable organisations within the Council district. Information is also available on Council’s website.
The Council continues to promote the use of the “I’m Alert” on-line food safety training program and subscriptions to the program on Council’s website has now reached over 500 users.
Public Health The Public Health Act 2011 came into operation in June 2013 and recognises Local Government’s role as:
• public health authorities for their areas; • preserving, protecting and promoting public health within its area; • cooperating with other authorities involved in the administration of this Act; • ensuring that adequate sanitation measures are in place in its area; • ensuring that activities do not adversely affect public health; • identifying risks to public health within its area; and • providing or supporting activities within its area to preserve, protect or promote public health.
Regional Public Health Plan The Council, along with the Councils of Barossa, Light and Gawler, in association with the Barossa RDA, have worked together to develop a Public Health and Wellbeing Plan for the “Barossa, Light and Lower Northern Region”. The document was adopted by Council in July 2014.
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The Plan adopts a holistic approach to promoting health through supportive social, natural, built and economic environments, and promotes a “sustainable region for a healthy community”.
A working group made up of representatives of the four Councils meets regularly and monitors progress against the Plan’s commitments and actions to help identify improvements or recommended policy approaches.
Complaints A total of 27 complaints were investigated concerning various public health issues. These complaints were mainly related to “General Duty”(Section 56) of the South Australian Public Health Act 2011, which states, “a person must take all reasonable steps to prevent or minimise any harm to public health caused by, or likely to be caused by, anything done or omitted to be done by the person”.
A total of 7 notices were served under Section 92 of the Act. These were both General Duty Notices and Notices to comply with Regulations or Codes of Practice (Septic failures/complaints). While several cases have been resolved without the need for further action, some matters remain outstanding.
Legionella High risk manufactured water systems (cooling tower and warm water supply) were independently audited and samples submitted for microbiological testing under the South Australian (Legionella) Regulations 2013 to ensure proper maintenance of the systems and to help control the incidence of Legionellosis. The District has one cooling tower and one warm water system (currently not functioning) in its area. Both are compliant with the legislation.
Disease Surveillance Notifiable diseases can be associated with a variety of sources, including preparation and consumption of food, access to swimming pools, cooling towers / warm water handling systems, and handling of potting soil, etc.
Council liaises with the Communicable Disease Control Branch of the Department of Health, and maintains Communicable Disease surveillance within the district to help prevent the transmission of infectious diseases. There was only one disease notification which required investigation during the reporting period.
Vector Control & European Wasps Council’s Environmental Health Officer regularly liaises with the Department of Health regarding monitoring and controlling mosquitoes. Samples of mosquito larvae and adults are collected, identified and recorded for density determination and population monitoring. Due to the large areas of coastal mangroves, control of mosquitoes in this area is not practical or viable and residents are encouraged to be aware of preventative measures.
During the reporting period there were no European Wasp nests either identified or destroyed. Residents are encouraged to report wasp sightings, and Council supplies information and instructions on how to locate a nest. When the nest is located, arrangements are made to have the nest destroyed by a licensed pest controller at no cost to the ratepayer.
On-site Waste Water Disposal Due to the district being mainly a non-sewered area, wastewater systems continue to require approval under the South Australian Public Health Act 2011. A total of 106 approvals for installation or alteration of wastewater systems were processed during the period, including approvals for connection to the Mallala CWMS.
While the conventional septic tank and trench systems and the more advanced aerobic systems are still in use, systems such as low pressure dosing, evapo-transpiration and sub-surface drippers are becoming more popular.
During the period there were a total of 176 inspections conducted on wastewater disposal systems for both compliance with installation conditions and ongoing issues.
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Community Wastewater Management Schemes The Mallala CWMS became operational in June 2015 and plumbers have commenced connecting dwellings to the system. Residents have been encouraged to connect their dwellings to the system in the first year of operation, during which no application fee is being charged. Any failed systems however will require immediate connection.
The Middle Beach system differs from the Mallala CWMS as only the wastewater component is treated at Council’s treatment plant. Solids are removed by a registered waste removalist every 2-4 years depending on the size of the septic tank, and letters sent out to residents to facilitate this.
Animal Management & Dog Control
Council’s Animal Management Plan prepared in response to the requirements of the Dog and Cat Management Act 1995 was formally adopted by Council in October 2012. The Plan identifies strategies and actions to implement the mission, aims and objectives for the management of dogs, cats and other animals within the district. The Plan contains recommendations for a wide range of actions to be undertaken by the Council over a five (5) year period.
Council is responsible for the management of dogs within the district pursuant to the above Act. The objectives of the legislation are to encourage responsible ownership, promote effective management and reduce the public and environmental impact from dogs and cats. Council is responsible under the Act to receive registration of dogs. Council conducted a door knock in the area to locate dogs that had not been re-registered by the due date (31 August 2014). This is done in an effort to keep Council’s Dog Register up to date. As a result of the 2014-2015 doorknock, almost 100% of the dogs on Council’s register were re-registered. However a large number of Expiation Notices were issued to people for owning or keeping an unregistered dog. During the reporting year, Council received 3432 individual dog registrations and 117 business registrations. It is estimated that the average number of dogs on a property with a dog business registration is 15 dogs, which equates to approximately 1755 dogs. Total dogs registered for the period, including business registrations, was estimated to be 5187.
While Council has resolved not to introduce cat management controls at this point, residents are afforded advice and assistance in the removal of stray or feral cats, to lessen their impact on the environment and society.
Dog Control Statistics 2014-2015 Expiations Issued 148 Wandering at Large 44 Impounded 89 Returned to Owner 46 Barking Complaints 3 Attack - Person 2 Attack - Animal 7 Harass - Person 3 Harass - Animal 1
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Fire Prevention The Fire and Emergency Services Act 2005, stipulates that each rural Council must appoint a Fire Prevention Officer for its area. The role of Council’s Fire Prevention Officer includes the monitoring of residential areas to ensure landowners take reasonable steps to protect property from fire, as required under the Act. Inspections of residential areas leading up to and during the fire danger season are carried out to assess compliance.
Section 105F notices are issued as required and pursuant to the Act, requiring landowners to attend to maintenance of land to reduce the risk of fire. Council also has the responsibility to ensure that reserves which come under its care and control are maintained to good bushfire prevention standards.
Fire Prevention Statistics 2014-2015
Section 105F Notices issued 263 Council action required 4 Expiations Issued 0
Council’s Fire Prevention Officer is also responsible for the issuing of permits and monitoring compliance, pursuant to the Act, for the common agricultural purpose of burning off stubble to lessen weed and pest infestation.
Fire Permit Statistics 2014-2015
Fire Permits issued 43 Number of burn offs 55 Expiation Notices issued for non 1 compliance
General Inspections
Parking Car parking in the parking regulated areas within the Council area has been generally compliant within the reporting period. Five car parking cautions were issued during this period mainly for parking on the footpath, and requirements explained to the offenders. Four expiation notices were issued for offences relating to the SA Australian Road Rules.
An issue regarding truck parking mainly in the Two Wells main street and on Old Port Wakefield Road at Dublin is continuing to be monitored. A number of drivers have been cautioned and in most cases the issues have been resolved. The issue is predominantly with the parking of trailers which are disconnected and left. A minimal number were sighted in the past 12 months and were photographed and details forwarded to Transport SA inspectors. Most trailers left in Dublin are now disconnected and parked on the BP Service Station property.
Abandoned vehicles Abandoned vehicles have generally been stolen and burnt. Most are recovered by insurance companies or the owner after Council officers make enquiries. Council was required to recover two vehicles in the period.
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Livestock The majority of wandering livestock complaints made to Council related to livestock wandering between private properties. These complaints were in most cases resolved by talking with property owners. Issues with livestock on roads or roadsides have been dealt with by issuing expiation notices. Council also works closely with local police as livestock are a road safety hazard. Council’s Authorized Officer is also now able to issue expiations in relation to breaches of Council By-laws.
Seven expiations have been issued to stock owners for allowing stock to wander onto a roadway pursuant to Council By-law No 3 Roads Part 2.3.2 Cause or allow any animal to stray onto, move over, graze or be left unattended on any Road. Relevant stock owners are now aware of this and seem to be taking appropriate measures to improve fencing.
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Annual Report for 2014 – 2015
A regional subsidiary of:
The Barossa Council District Council of Barunga West Clare & Gilbert Valleys Council District Council of The Copper Coast The Flinders Ranges Council Regional Council of Goyder Light Regional Council District Council of Mallala District Council of Mount Remarkable Northern Areas Council District Council of Orroroo/Carrieton District Council of Peterborough Port Pirie Regional Council Wakefield Regional Council Yorke Peninsula Council
1
Contact Details
Postal Address: PO Box 168 CRYSTAL BROOK SA 5523
Telephone:
0409 19 55 44
Email: [email protected]
Website: www.centralregion.sa.gov.au
2 The Central Local Government Region of South Australia
The Central Local Government Region was established in 1998 under Section 200 of the Local Government Act 1934 as a controlling authority. It now continues in existence and as a regional subsidiary of its member Councils under Part 2 of Schedule 2 of the Local Government Act 1999 by virtue of the provisions of Section 25 of the Local Government (Implementation) Act 1999.
The Central Region is established to:
undertake co-ordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level
facilitate and co-ordinate activities of local government at a regional level related to community and economic development with the object of achieving improvement for the benefit of the communities of its Constituent Councils
develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the representation and status of local government when dealing with other governments, private enterprise and the community
develop further co-operation between its Constituent Councils for the benefit of the communities of the region
develop and manage policies which guide the conduct of programs and projects in the region with the objective of securing the best outcomes for the communities of the region
undertake projects and activities that benefit the region and its communities
associate, collaborate and work in conjunction with other regional local government bodies for the advancement of matters of common interest.
The Central Region is a body corporate and is governed by a Board of Management which has the responsibility to manage all activities of the Central Region and ensure that the Central Region acts in accordance with its Charter. The Board has 15 members, comprising one representative elected from each constituent Council:
Barossa Council District Council of Mount Remarkable District Council of Barunga West Northern Areas Council Clare & Gilbert Valleys Council District Council of Orroroo/Carrieton District Council of The Copper Coast District Council of Peterborough The Flinders Ranges Council Port Pirie Regional Council Regional Council of Goyder Wakefield Regional Council Light Regional Council Yorke Peninsula Council District Council of Mallala
The Region’s area spans the Barossa through the Clare Valley, Yorke Peninsula, Adelaide Plains, Mid and Upper North districts through to the Flinders Ranges, covering 27 per cent of the incorporated area of the State and comprises some 27 per cent of the State’s population outside Adelaide.
3
Office Bearers for 2014/15
Chairman: Mayor Ray Agnew (Yorke Peninsula)
Mayor Allan Aughey (Clare & Gilbert Valleys Deputy Chairs: Mayor James Maitland (Wakefield) – until Aug 2014 Mayor Denis Clark (Northern Areas) – from Aug 2014
Executive Members: Mayor Ruth Whittle (Peterborough) Ma yor Peter Slattery (Flinders Ranges)- from Aug 2014
Delegate to the LGA Board Mayor Ray Agnew (Yorke Peninsula) – from Feb 2014 representing the Central Mayor Allan Aughey (Clare & Gilbert Valleys) – until Feb 2014
Region of the LGA Mayor Denis Clark (Northern Areas) – proxy – until Feb 2014 Constitution: 2014 (Board member after Feb 2014)
Paul McInerney interim part-time Executive Officer from March Executive Officer: 31st 2014 pending Future Directions Review and appointment of new CEO.
Auditor: Ian G. McDonald
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Central Local Government Region Board of Management
The Central Local Government Region Board of Management comprises an elected delegate appointed from each of the 15 member councils. A proxy delegate is also appointed, with policy provisions allowing for representation by other elected or endorsed members.
Following the November 2010 Local Government elections, constituent Councils of the Central Local Government Region appointed the following Council delegates to the CLGR Board of Management for a term to expire at the 2014 Local Government elections, subject to the provisions within the Charter or amendment by a constituent Council:
Council Delegate Proxy Delegate
The Barossa Council Mayor Brian Hurn – until Nov 2014 Cr Bob Sloane (until Nov 2014) Mayor Bob Sloane – from Dec 2014 Mr Martin McCarthy (post Dec 2014) District Council of Barunga West Mayor Dean Dolling – until Nov 2014 D/Mayor – Cr Dean Dolling -From Dec Mayor Cynthia Axford – from Dec 2014 2014 District Council of the Copper Coast Mayor Paul Thomas Deputy Mayor – Cr Ros Talbot
Clare & Gilbert Valleys Council Mayor Allan Aughey Cr Elizabeth Calvert –(until Nov 2014) Cr Ian Burfitt – (from Dec 2014) Flinders Ranges Council Mayor Peter Slattery Nil.
Regional Council of Goyder Mayor Peter Mattey D/Mayor Jane Kellock
Light Regional Council D/Mayor Dean Rohrlach Cr Lynette Reichstein
District Council of Mallala Mayor Duncan Kennington Deputy Mayor Cr Karen McColl
District Council of Mount Remarkable Mayor Sandra Wauchope D/Mayor Cr Colin Nottle
Northern Areas Council Mayor Denis Clark D/Mayor Cr John Barbarien – Nov2014 D/Mayor Cr Merv Robinson – Dec 2014
District Council of Orroroo Carrieton Chair Kathy Bowman D/Chair – Cr Grant Chapman
District Council of Peterborough Mayor Ruth Whittle Cr Frank Hardbottle
Port Pirie Regional Council Cr Neville Wilson D/Mayor John Rhode – until Nov 2014 Mayor John Rohde – from Dec 2014 Wakefield Regional Council Mayor Rodney Reid D/Mayor Darryl Ottens
District Council of Yorke Peninsula Mayor Ray Agnew Cr John Rich
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Meetings of the Central Region Board of Management
Four meetings of the Central Local Government Region Board of Management were held during the 2014/15 year , each hosted by one of the member Councils.
The meeting host and location is rotated throughout the region on alphabetical order.
Meetings were held:
Annual General Meeting, Friday 15th August 2014 (hosted by Mt Remarkable)
General Meeting, Friday 12th December 2014 (hosted by Barossa in lieu of Northern Areas due to guest speakers needing to be close to Adelaide for logistical purposes.)
General Meeting, Friday 20th February 2015 (hosted by Northern Areas)
General Meeting, Friday 15th May 2015 (hosted by Orroroo-Carrieton)
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Committee Meetings
In accordance with its Charter, the Central Local Government Region historically maintained several sub committees to assist in effective project implementation and governance. The committees generally met on an as-needs basis and comprised representatives from the various member councils along with, in many cases additional delegates from other relevant regional bodies or state government agencies: (From departing of the previous EO 1st April 2014 and interim part-time EO (0.2) arrangement put in place to facilitate for the Future Directions Review the CLGR Board deferred all non executive Committees operation with subject matter of those committees to report through the CEO’s Forum for recommendation to the Board or the Executive Committee/Board direct. The Transport Infrastructure & Planning Committee – SLRP function was reinstated from January 2015 for the purposes of Special Local Roads Program assessment and recommendation to the Executive on the Region priorities for 2015/16.
Committee Members Meeting Dates Executive Mayor Ray Agnew (Chair), Mayor Allan Aughey, Mayor Ruth 19 July 2014 Committee: Whittle, Mayor Denis Clark and Mayor Peter Slattery (from August 31 July 2014 2014), Mayor James Maitland (until August 2014) 25 Sep 2014 11 Dec 2014 23 Dec 2014 19 Mar 2015 3 June 2015 15 June 2015
Audit Committee: Mayor Ray Agnew (Chair), Cr Kathie Bowman, Dr Andrew Johnson, Exempt – deferral Mr Colin Davies granted by Minister 2015 for one year up to 30th June 2016 Member Councils Mr Martin McCarthy(Barossa), Mr Andrew Cole (CEO, Barunga 1st Aug 2014 CEO’s Forums: West) Mr Roy Blight (Clare & Gilbert Valleys), Mr Peter Harder 3rd Sep 2014 (Copper Coast), Mr Colin Davies (Flinders Ranges), Mr John Brak 3rd Oct 2014 (Goyder), D/CEO Mr Richard Michael (Light), Mr Charles Mansueto, 20th Nov 2014 then Mr Peter Sellar A/CEO and then Ms Katrina Marton, (Mallala), Future Directions Mr Wayne Hart (Mt Remarkable), Mr Roger Crowley and then Mr Workshops 2015 in Colin Byles (Northern Areas), Mr Iian Wilson and then Mr Stephen lieu of CEO Forums Rufus (Orroroo/Carrieton), Mr Peter McGuiness (Peterborough), Dr (Regional Managers Andrew Johnson (Pirie Regional), Ms Cate Atkinson (Wakefield), Mr Group) Andrew Cameron (Yorke Peninsula) 20th Feb 2015 20th Mar 2015 *****Note: From Feb 2015 with the development/implementation 10th April 2015 of the Future Directions Review process the CEO’s assumed a 17th April2015 Regional Managers Group function under the proposed Future (Hunter/Cradle) Direction. The workshops were conducted and managed by Angela 5th June 2015. Hazebroek, URPS in developing the model and leading towards future implementation of the adopted model from May 15th, 2015. The role of RMG was to undertake work on functions such as future governance and charter/incorporated body, future financial plans, future Strategic Plans, new CEO role function and job specification etc.
Transport (current membership endorsed by CLGR 2015) Mr Colin Davies - 21 Jan 2015 Infrastructure Chair (Orroroo Carrieton), CEO position (vacant), Mr Peter 4 March 2015 – Road Planning Broughill (Northern Areas), Mr Steve Kaesler (Barossa), Mr Fred Inspection meeting in Committee: Linke (Barunga West), Mr Lee Wallis (Goyder), Mr David Hassett field. (Wakefield) Ms Joanne Buchanan (Regional Development), Mr Bob 13 March 2015 Bemmerl (DPTI)
Regional Climate (current membership 2014/15)Mr Paul McInerney (CLGR Interim Referred through Change Steering Executive Officer), Ms Kelly-Anne Saffin (RDA Y&MN), Mr Trevor CEO’s Forums and Committee: Naismith (N&Y NRM Board) Executive Committee Coastal Councils (non-current membership – if retained needs membership In abeyance pending Network: review)Mr Warrick Barnes (Mallala), Ms Lynda Painter (Wakefield), Future Directions Mr Stephen Goldsworthy (Yorke Peninsula), Mr Andy West (Copper review Coast), Ms Deb Brokenshire (Barunga West), Mr Patrick Clifton Page 7
Committee Members Meeting Dates (Port Pirie), Muriel Scholz (Mt Remarkable). Ms Deborah Allen (Coastcare Facilitator) – ex officio
Regional Waste (non-current membership – if retained needs membership review) Referred activity Management Mayor Ruth Whittle (Chair), Ms Cate Atkinson (Wakefield), Cr Ken through CEO Forums Committee: Anderson (Flinders Ranges), Ms Paula Duncan-Tiver (Northern and Executive Areas), Mr Roger Crowley (Northern Areas). Ms Vanessa Loechel Committee. (Waste Coordinator) – ex officio
Water Project (non-current membership – if retained needs membership review) In abeyance pending Steering Committee: Mr Iian Wilson (Orrroroo Carrieton), Cr Denis Clark (Northern Future Directions Areas), Mr Ian Baldwin. Ms Kelly-Anne Saffin (RDAY&MN), Ms Review Jennifer Munro (Northern & Yorke NRM), Ms Kris Swaffer (DFW), Mr Paul Doherty (SA Water) Windfarm Project (non-current membership – if retained needs membership In abeyance pending Steering Committee: review)Mayor Allan Aughey (C&GV), Cr Paul Kretschmer (Mt Future Directions Remarkable), Gabby Swearse/Alan Thomson (NAC), Mr John Brak Review (Goyder). Kelly-Anne Saffin (RDA), Mr Jarrod White. Mr Trevor White (Windfarm Liaison Officer) – ex officio
Regional Forums and Workshops
In order to progress specific priorities and actions, the Central Local Government Region occasionally holds information forums or workshops to allow member councils and other relevant stakeholders to come together and discuss or learn about particular initiatives.
The forums and workshops provide an opportunity for greater awareness, understanding and engagement with various Central Local Government Region activities and increases the level of active involvement by stakeholders. The following issue-specific forums were held during the 2014/15 financial year.
In 2015 commencement of the Future Directions Review was timely being post November elections and providing for the Mayors/Board delegates to commence at the start of an Election cycle the development of a new Regional model that embraces Council of the Future initiatives, Regional collaborations, Regional Planning concepts and national models based in NSW, WA and Tasmania.
This has resulted in a high number of strategic workshops and meetings conducted by consulting firm URPS with Mayors and CEO’s separately and jointly in developing the Future Direction model during the February – June 2015 period.
A considerable number of additional workshops and decision making Board meetings will be required into 2015/16 including the appointment of a new CEO to drive the agenda and implementation of the new model to support the regional approach into the future.
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Special CEO’s roundtable informal session with Hon Jeff Kennett, 3 September 2014 AC, on Future of Local Government from a National and local viewpoint held at Aquinas College Adelaide.
Workshop Session with Mr Dean Jaensch on Elections review at Barossa CLGR Board meeting. Presentation and discussion with 12 December 2014 Hon Geoff Brock, MP, Minister for Local Government, Minister for Regional Development. 20 February 2015 Future Directions Review – URPS workshops with Mayors in (Jamestown) developing framework for future CLGR, including meeting with 20 March 2015 Clare Hunter Councils Inc (NSW)/Cradle Coast (Tas) on appropriate 17 April 2015 - Adelaide models. Branding and naming of CLGR workshop and developing 5 June 2015 - Clare vision for “Council of Mayors” governance concept. Country Cabinet hosted jointly by District Council of Peterborough, District Council of Orroroo-Carrieton, Regional 29th, 30th and 31st March Council of Goyder and Northern Areas Council. Presentations by Mayors/CEO’s to Premier and Cabinet. Attendance by Chair/Interim CEO - CLGR.
7th May 2015 CLGR annual Regional Waste Forum – conducted at Clare.
Attendance at ALGA Conference, Canberra and special 1 hour information exchange with Hunter Councils Inc (NSW) attendees 15th,16th,17th June 2015 at conference. Visit to Hunter region proposed. 8 CLGR Councils were represented at conference/info session.
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Achievements for 2014/15
During the 2014/15 year, the Central Region continued to progress a number of priority activities, pursued under the three key target areas identified within the strategic and business plan (These were rolled over targets adopted at the AGM in August 2014 pending the Future Directions Review):
1. Board Governance and Operations The operation of the Central Region subsidiary is in accordance with legislative requirements and board policy CLGR is well regarded by its member councils and stakeholders as a valid and relevant organisation
Achievements for 2014/15 CLGR Board meeting agendas & minutes updated on website. Committee operations executed within terms of reference Interim Executive support review implemented in line with Future Directions Review Transition Management Planning. Future Direction Review of CLGR developed for LGA R & D Scheme funding and resulting in core payment and access to advisory services, covering governance and legislation, economics and finance, Business and service improvement, inter-governmental services and project scoping and facilitation. Core payment 2014/15 – advisory services access 2015/16. Review of operation of Standing and other Committees and restructure of activities through the CEO’s Forum and Executive Committee. CEO’s Forum meetings continued operating on two monthly basis to allow for Outreach Services Project and other committee work to be progressed. In 2015 with commencement of the Future Directions Review by URPS resulted in CEO Forums concentrating on the Review process through numerous workshops/meetings undertaken and developing Regional Managers Group governance under Council of Mayors concept. This will develop through to appointment of new CEO circa September 2015. The Future Directions Review culminated in the adoption at the May 2015 Board meeting of the following recommendations and represent the strategic direction of the “new CLGR” model to be developed and progressively implemented during 2015/16. (The full 22 page report is available at www.centralregion.sa.gov.au )
Recommendation 1: The Board of the Region endorses in principle the Goals and Strategies of the Draft Strategic Plan and charges the CEO’s Regional Management Group to develop a Three Year Action Plan that identifies costed measureable deliverables and those responsible for driving their delivery within a realistic timeframe.
Recommendation 2: That the new regional model includes two levels of membership – full membership for the core Councils who comprise the decision making body and Associate (non-voting) membership for Councils who opt-in for specific activities. A separate membership fee will be applied to Associate Members.
Recommendation 3: All current members of the Central Region advise the Chair in writing of their intentions with respect to membership, for a 5 year period by 30 June 2015.
Recommendation 4: Mayors and Chief Executive Officers of the Core Member Councils will make a commitment to attend all Board and Management Group meetings. If an alternative Elected Member is nominated by Council, that person must attend consistently, brief their Council on Regional matters and provide a strong and continuous link between the Region and their Council.
Recommendation 5: Engage a marketing firm to work with the Board to develop a clear and strong identity and translate this into a compelling regional brand.
Recommendation 6: Develop an Engagement and Communications Strategy that builds on your brand.
Recommendation 7: The Local Government Region facilitate an annual Regional Planning Day using its Regional Strategy and Action Plan as the basis for engaging other regional organisations and relevant State Government agencies. Page 10
Recommendation 8: That the Board endorse the proposed governance model comprising the Council of Regional Mayors and the Regional Management Group of CEO’s.
Recommendation 9: Undertake a legislative review of the region’s charter to determine what changes are needed to enable the region’s preferred governance model. The review should also examine alternative legislative models if the Local Government Act is not the most appropriate source for the region’s head powers.
Recommendation 10: Recruit and support the employment of a Chief Executive Officer, on a 5 year contract, with the attributes needed to drive the region’s strategic directions and build a cohesive committed regional organisation.
Recommendation 11: The Region establishes a schedule of meetings and prioritises external presentations on the basis of their benefit to the region.
Recommendation 12: Support a regional application for $207,000 to $240,000 from the CLGR Reserve Fund to establish the new regional model (subject to providing matching funds).
Recommendation 13: CEO’s Regional Management Group be asked to prepare a budget for the 2015/16 financial year including the costs described above. This budget will inform the Board’s decision about the level of Council contributions to the region.
Recommendation 14: That the region establish a simple graphic template for reporting its progress towards agreed strategic outcomes against allocated funds.
Recommendation 15: That the region report to its member Councils twice a year and provide an annual one page Overview to be included in Council’s newsletters and online documents.
Recommendation 16: That the region commission an independent evaluation of its operations and achievements in 2017/18 (two years after the introduction of the new model).
Recommendation 17: Contract a suitable consultant to assist the region’s Mayors and CEO’s to make the transition to the new governance model. Transitional management will facilitate the development of the Council of Mayors and work with the Regional Management Group to undertake their assigned tasks. The consultant will also be available to assist Mayors to present the benefits of the new arrangements to their Councils and thus obtain a continued commitment to funding the region.
2. Local Government Leadership and Sustainability The Central Local Government Region Councils supported to collaboratively improve service delivery, resourcing & financial capacity Central Local Government Region Councils well represented & regarded at state and national Local Government levels Improved awareness & understanding of Central Region Council issues and activities by key stakeholders & political decision makers
Achievements for 2014/15 Retention of $320,000 CLGR reserve funds towards Council collaborations and shared services and May 2015 Board meeting placed in policy that funds should be retained as priority for implementation objectives arising from the Future Directions Review and Transitional Management processes particularly from May 2015 – Dec 2015. Funding received for LGA Outreach Officer Year 2 and combined with Interim EO roles for duration of Future Directions review and pending appointment of new CEO in circa Sept 2015 – Project has continued focusing on Region Priorities (February 2014) Procurement, Training, Compliance and Future Directions Review. LGA advice received that Outreach Services pilot program will be expanded across SA Regions with $50K allocation to each region on annual work plan. The aims of Outreach Services Phase Two is to: (1) Support improved regional delivery of various LGA services including procurement, education and training, financial and asset management planning, risk services and Local Excellence reform initiatives. (2) Work with Councils and the LGA to identify and scope any new services or assistance that may support more efficient long term outcomes for Councils in the
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region. (3) Facilitate stronger Council collaborative projects and coordinate various Council "shared services" group meetings and regionalisation initiatives, as required. In addition to the above objectives, the LGA Outreach Services Program wishes to accommodate tasks, issues and objectives that are particular to the Region, and upon mutual agreement, can be included as part of this program. The funding approval for Outreach Phase 2 for 2015/16 is timely due to implementation of the Future Directions Report and the synergies that already exist in terms of regional procurement, regional training needs and in region training preference, compliance and internal controls project and other outreach projects already identified by CLGR. LGA Outreach Services – Pilot project funded by the LGA was commenced in January 2014 for 2 years. In addition to the Future Directions Review the LGA Outreach Services pilot project has continued handling concurrent EO/Outreach roles. Specific areas of activity and coordination has been: Procurement - Outreach Services in association with LGAP and Arcblue has supported Procurement Roadmap. This has identified through information sourced from 14 participating CLGR Councils that savings on a $110M annual spend may generate efficiencies of 3-5% in a range of $3.7M Financial Sustainability Program. Outreach Services through the LGA (John Wright, Financial Sustainability Program) has also assisted in an internal controls projects which has seen participation by 10 Councils with a view to having compliance systems in place. In – Region Training - Through partnership with LGA Education and Training unit has investigated a changed format of delivering training in the region through clusters of Councils. A successful Audit Committee Training Program was conducted in Clare on May 28th and taken up by 7 Councils in the Region representing costs savings and time spent driving. Regional Waste Recycling Tender – Outreach Services supported the Waste Management Coordinator, Vanessa Loechel with the Regional Waste/Recycling Data Regional Tender project nearing completion. Due to WMC role concluding on 30th June this work will be finalised by Trevor Hockley under contract in association with the LGA Outreach Project. Invited attendance by Local Government Minister to quarterly meetings of Central Region. Hon Geoff Brock, MP Minister for Local Government, Minister for Regional Development attended December 2014 post elections Board meeting at the Barossa. Attendance at Country Cabinet Meeting on March 29th, 30th and 31st March at Peterborough, Orroroo, Jamestown and Burra. Submissions provided to Country Cabinet through Minister for Local Government on proposed 4 year arterial road shoulder program proposal, Zero Waste transition to Green Industries SA and need for levy funds to be returned back to Local Government through program grants for education on recycling and associated initiatives, Crown Lands Red Tape Reduction proposal between Local government and State Government (State Budget May 2015 created 4 year program for extensive road shoulder widening and edge line marking program $10M per year commencing with Spalding to Andrews Road, Clare to Farrell Flat and Kulpara to Kadina to be commenced in 2015/16 as priorities.) Attendance by Local Government Association (LGA) and Office of Local Government (OLG) at Central Region quarterly meetings or reports received due to Future Directions workload. Communications with LGA and Office of Local Government staff as required Convened Council Chief Executive Officer forums and transitional Regional Managers Group as required under outcomes from Future Directions Review and Transitional Manager Angela Hazebroek (URPS) Coordination of Central Region appointments to LGA Board. Regional representation at SA Regional Organisation of Councils (SAROC) and LGA Board meetings Attendance at Local Government Association SA general meetings and forums in Adelaide Attendance by Councils Mayors/CEO’s at Australian Local Government Association assembly in Canberra Communication and meetings/workshops with SAROC Executive Officers on key issues as required Participation of relevant regional agencies and bodies on Central Region committees and at workshops and forums as appropriate Member of Parliament briefings as required Central Region website updated with Agenda, Minutes, Future Directions Review Final Report.
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3. Regional and Community Sustainability
The long-term economic, environmental and social sustainability of the Central Local Government Region is fostered through pro-active, innovative, efficient and collaborative approaches to issues of priority.
Achievements for 2014/15 Regional Identity, Planning & Cohesion Regional Strategic Alliance meetings with Northern & Yorke Natural Resources Management Board (NRM) and Regional Development Australia Yorke and Mid North (RDA) were deferred pending appointment of NRM Chair and outcome of Future Directions Review for CLGR. Convened workshop with Dept Planning, Transport and Infrastructure on update of the Mid North and Yorke Peninsula Planning Strategy. Project Management under the terms of the Federal Government funding for Upper Spencer Gulf Sustainability major project – fortnightly report meetings with Federal Government Agency staff and CEO, Upper Spencer Gulf Common Purpose Group Participation in interim meetings of RDA and NRM Executive Officers and CLGR Continued Central Region office co-location with Regional Department of Transport, Crystal Brook subject to determination of new CEO Location through the Future Directions Review. Attendance at a number of Yorke & Mid North NRM Board as a non-voting delegate.
Waste Management Funding continued from ZWSA to engage Regional Waste Coordinator for 2 years concluding in 2014/15. The work by Vanessa Loechel, Waste Management Coordinator has been extremely valuable. Regional waste management committee continued from 1st April, 2014 reported directly with CEO’s Forum Collaborative arrangement/Waste & Recycling Data - Undertook regional waste survey: met with finance and works managers from each council to obtain comprehensive data on their waste and recycling operations and facilities. Collated this information for analysis by consultant Trevor Hockley who is preparing a report with recommendations about potential cost-saving and efficiency initiatives for consideration by the CLGR. Prepared regional submissions to consultations on the establishment of Green Industries SA and the draft SA Waste Strategy 2015-20. Central Region Resource Recovery Newsletter and regular updates via email and telephone. Regional Waste Forum held in Clare on 7 May 2015. Presentations on: the CLGR organics project, DC Mallala/Recycle Right bin-tagging trial; update on Zero Waste SA to Green Industries SA transition; the Garage Sale Trail; assistance KESAB can provide to councils; waste to energy opportunities; and update on regional waste survey. Assisted delivery of the DC Mallala/Recycle Right Bin-tagging project. Approximately 300 households in Mallala and Two Wells were targeted in the campaign which involved providing positive and negative reinforcement via tags attached to recycling and organics bins presented for collection over three successive fortnights. Distributed KESAB mini-bin games to each of the councils, tailored to their specific kerbside collection systems; these will be made available to schools and community groups to educate about correct source separation and use of kerbside bins. Prepared a regional submission to consultation on the operational review of the National Television and Computer Recycling Scheme (NTCRS). Liaised between Councils and the EPA to forge a solution to the problem of uncontained e-waste experienced by several councils as a result of having their “free” NTCRS e-waste collection services withdrawn. Finalised the CLGR composting trials and prepared and submitted a report, Municipal Organics Management in Regional Australia, that documents (1) the outcome of the trials; (2) case studies of municipal approaches to organics management across Australia; and (3) guidelines for applying the model developed by consultancy Blue Environment to assist Central Region councils to evaluate the cost/benefit of introducing kerbside organics collections and various processing options. This was a jointly funded project of the CLGR, Local Government Research and Development Scheme and Zero Waste SA. The final report has been circulated to all CLGR councils and uploaded to the LGA website
Transport Convened Central Region Transport Committee, for Special Local Roads Program purposes January – April 2015, including participation by DPTI (Bob Bemmerl) and YMN RDA (Jo-anne Buchanan) Assessment, inspection and regional submission to Special Local Roads program in accordance with LGA TAP Committee requirements. Page 13
Environment and Natural Resources Local Government representative attendance at various Regional NRM Board meetings by interim Executive Officer as a non-voting delegate under the YMN NRM Board constitution. YMN NRM Board advised of progress by CLGR of its Future Direction Review and investigation of Hunter Councils Inc (NSW), Pilbara (WA) and Cradle Coast Authority (Tasmania) models. Participation in regional Native Vegetation Council forum Adelaide Hills and Clare
Climate Change and Emergency Management Funding for regional climate change coordinator to work across local govt, regional development & NRM up to 30th June 2015. A new 2 year contract covering the YMN Alliance for the Climate Change Coordinator for 2015-2017 is being totally funded via YMN NRM Board and hosted by CLGR. The YMN NRM has provided the contract with a 2 year work plan. This will allow Local Government access to expertise in this specialised area and for sourcing of project funds for local government as opportunity arises. Funding for regional climate change coordinator to work across local govt, regional development & NRM Completion of the Making Yorke & Mid North Low Carbon Ready project. Ongoing development of Goyder’s Line Sustainability Hub and research concept. Completion of the Adaptation Pathways for Natural Coastal Assets project that provided strategies for managing the impacts of climate change on high conservation value areas of the coast. Working with Red Cross to develop a Community Engagement Strategy aimed at improving the resilience of households to extreme climatic events. Climate Change Vulnerability Policy Review to investigate how State Government policy can support regional adaptation. Applying the NRM Planning for Climate Change to begin the update the Regional NRM Plan incorporating resilience thinking and adaptive management principles. Partnering in the Climate Change and Bushfire project to investigate the ability to model the impact of climate change on fire danger indexes in the region. Supporting Yorke Peninsula Council in the Investigation of seawater flooding risks of 4 settlements. Coordinated LG representation to Yorke/Mid North Zone Emergency Management committees (ZEMC) Contribution to Upper Spencer Gulf Biodiversity Project, Renewable Strategy and Climate Change Vulnerability Assessment Ongoing participation in LG, State Government and Australian Government workshops and programs
Windfarm Development
Project completion through LGA Research and Development fund for preparation of local government planning guidelines for windfarm development. Guideline placed on LGA Website Presentation at LGA Showcase April 2015 by CEO (John Brak) Goyder and Regional Consultant (Bob Hart).
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Audited Financial Statements 2014/15
CENTRAL LOCAL GOVERNMENT REGION of SA Inc
Annual Financial Statements
For the financial year
July 1st 2014 – June 30th 2015
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Central Local Government Region of SA Inc
General Purpose Financial Reports for the year ended 30 June 2015
TABLE OF CONTENTS Page
Region Certificate 3
Principal Financial Statements Statement of Comprehensive Income 4 Statement of Financial Position 5 Statement of Changes in Equity 6 Statement of Cash Flows 7
Notes to, and forming part of, the Principal Financial Statements
Note 1 - Significant Accounting Policies 8 Note 2 - Income 11 Note 3 - Expenses 12 Note 4 - Asset Disposal & Fair Value Adjustments 12 Note 5 - Current Assets 12 Note 7 - Property, Plant & Equipment 13 Note 8 - Liabilities 14 Note 9 - Reserves 14 Note 11 - Reconciliation of Cash Flow Statement 15 Note 12 - Functions 15 Note 13 - Financial Instruments 16 Note 16 - Uniform Presentation of Finances 17 Note 19 - Interests in Other Entities 18
Audit Report - Financial Statements Region Certificate of Audit Independence Audit Certificate of Audit Independence
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Central Local Government Region of SA Inc
ANNUAL FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 June 2015
CERTIFICATION OF FINANCIAL STATEMENTS
We have been authorised by the Region to certify the financial statements in their final form. In our opinion:
the accompanying financial statements comply with the Local Government Act 1999, Local Government (Financial Management) Regulations 2011 and Australian Accounting Standards.
the financial statements present a true and fair view of the Region’s financial position at 30 June 2015 and the results of its operations and cash flows for the financial year.
internal controls implemented by the Region provide a reasonable assurance that the Region’s financial records are complete, accurate and reliable and were effective throughout the financial year.
the financial statements accurately reflect the Region’s accounting and other records.
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Central Local Government Region of SA Inc
STATEMENT OF COMPREHENSIVE INCOME for the year ended 30 June 2015
2015 2014 Notes $ $ INCOME Grants, subsidies and contributions 2 285,555 852,300 Investment income 2 18,419 16,070 Other income 2 193,714 171,950 Total Income 497,688 1,040,320
EXPENSES Employee costs 3 - 93,259 Materials, contracts & other expenses 3 796,701 697,046 Depreciation, amortisation & impairment 3 850 5,101 Total Expenses 797,551 795,406
OPERATING SURPLUS / (DEFICIT) (299,863) 244,914
Asset disposal & fair value adjustments 4 (12,602) - NET SURPLUS / (DEFICIT) (312,465) 244,914 transferred to Equity Statement
Total Other Comprehensive Income - -
TOTAL COMPREHENSIVE INCOME (312,465) 244,914
This Statement is to be read in conjunction with the attached Notes.
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Central Local Government Region of SA Inc
STATEMENT OF FINANCIAL POSITION as at 30 June 2015
2015 2014 ASSETS Notes $ $ Curre nt Asse ts Cash and cash equivalents 5 541,825 749,243 Trade & other receivables 5 64,293 119,804 Total Current Assets 606,118 869,047
Non-current Assets Property, plant & equipment 7 - 28,907 Total Non-current Assets - 28,907 Tota l Asse ts 606,118 897,954
LIABILITIES Current Liabilities Trade & other payables 8 43,877 23,248 Total Liabilities 43,877 23,248 NET ASSETS 562,241 874,706
EQUITY Accumulated Surplus 68,145 25,212 Other Reserves 9 494,096 849,494 TOTAL EQUITY 562,241 874,706
This Statement is to be read in conjunction with the attached Notes.
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Central Local Government Region of SA Inc
STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2015
Accumulated Other TOTAL Surplus Reserves EQUITY
2015 Notes $ $ $
Balance at end of previous reporting period 25,212 849,494 874,706 Net Surplus / (Deficit) for Year (312,465) (312,465) Other Comprehensive Income Transfers between reserves 355,398 (355,398) - Balance at end of period 68,145 494,096 562,241
2014
Balance at end of previous reporting period 3,486 626,306 629,792 Net Surplus / (Deficit) for Year 244,914 244,914 Other Comprehensive Income Transfers between reserves (223,188) 223,188 - Balance at end of period 25,212 849,494 874,706
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Central Local Government Region of SA Inc
STATEMENT OF CASH FLOWS for the year ended 30 June 2015
2015 2014 CASH FLOWS FROM OPERATING ACTIVITIES Notes $ $ Receipts Investment receipts 19,089 16,474 Grants & Council Contributions 438,015 906,483 Other revenues 96,095 122,464 Payments Employee costs - (105,421) Materials, contracts & other expenses (776,072) (791,909) Net Cash provided by (or used in) Operating (222,873) 148,091 Activities
CASH FLOWS FROM INVESTING ACTIVITIES Receipts Sale of surplus assets 15,455 Net Cash provided by (or used in) Investing 15,455 - Activities
CASH FLOWS FROM FINANCING ACTIVITIES Net Cash provided by (or used in) Financing - - Activities Net Increase (Decrease) in cash held (207,418) 148,091
Cash & cash equivalents at beginning of period 11 749,243 601,152 Cash & cash equivalents at end of period 11 541,825 749,243
This Statement is to be read in conjunction with the attached Notes
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Central Local Government Region of SA Inc
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015
Note 1 - SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
Basis of Preparation This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.
The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management) Regulations 2011 dated (9th August 2014)
The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying the Region’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this Note.
All amounts in the financial statements have been rounded to the nearest dollar ($).
Historical Cost Convention Except as stated below, these financial statements have been prepared in accordance with the historical cost convention.
1.2 The Local Government Reporting Entity The Central Local Government Region of South Australia Incorporated (“the Region”) is a regional subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999.
The Constituent Councils are: 1. The Barossa Council 2. District Council of Mount Remarkable 3. District Council of Barunga West 4. Northern Areas Council 5. Clare and Gilbert Valleys Council 6. District Council of Orroroo/Carrieton 7. District Council of the Copper Coast 8. District Council of Peterborough 9. The Flinders Ranges Council 10. Port Pirie Regional Council 11. Regional Council of Goyder 12. Wakefield Regional Council 13. Light Regional Council 14. Yorke Peninsula Council, and 15. District Council of Mallala.
All funds received and expended by the Region have been included in the Financial Statements forming part of this Financial Report.
1.3 Income recognition Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Region obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs.
Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Region’s operations for the current reporting period.
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1.4 Cash, Cash Equivalents and other Financial Instruments Cash Assets include all amounts readily convertible to cash on hand at the Region’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition.
Receivables for generally unsecured and do not bear interest. All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful.
All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13.
1.5 Infrastructure, Property, Plant & Equipment All non-current assets purchased are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. All assets are recognised at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition.
Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by the Region for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of capitalisation thresholds applied during the year are as follows:
Office Furniture & Equipment $1,000 Motor Vehicles, Other Plant & Equipment $1,000
All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of the Region, best reflects the consumption of the service potential embodied in those assets.
Depreciation methods, useful lives and residual values of classes of assets are reviewed annually.
Major depreciation periods for each class of asset are shown in Note 7.
1.6 Payables Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts.
Amounts received from external parties in advance of service delivery are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.
Employee Benefits Salaries, Wages & Compensated Absences As at 30th June 2015 the Region does not have any employees and hence there are no employee provisions at the reporting date.
Superannuation The Region had no employees for the financial year ended 30th June 2015.
GST Implications In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax” Receivables and Creditors include GST receivable and payable.
Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable.
Non-current assets and capital expenditures include GST net of any recoupment.
Amounts included in the Statement of Cash Flows are disclosed on a gross basis.
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Pending Accounting Standards Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2012 reporting period and have not been used in preparing these reports. AASB 7 Financial Instruments – Disclosures AASB 9 Financial Instruments AASB 15 Revenue from Contracts with Customers AASB 124 Related Party Disclosures Standards containing consequential amendments to other Standards and Interpretations arising from the above - AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 14-10, AASB 15-1, AASB 15-2, AASB 15-3, AASB 15-4, AASB 15-5 and AASB 2015-6. (Standards not affecting local government have been excluded from the above list.)
Council is of the view that none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed.
The Australian Accounting Standards Board is currently reviewing AASB 1004 Contributions. It is anticipated that the changes resulting from this review may have a material effect on the timing of the recognition of grants and contributions, but the financial consequences cannot be estimated until a revised accounting standard is issued.
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Central Local Government Region of SA Inc NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015 Note 2 - INCOME 2015 2014 Notes $ $ INVESTMENT INCOME Local Government Finance Authority 18,312 15,961 Banks & other 107 109 18,419 16,070 OTHER INCOME Council Contributions 152,460 148,159 Sundry 41,254 23,791 193,714 171,950 GRANTS, SUBSIDIES, CONTRIBUTIONS Other grants, subsidies and contributions 285,555 852,300 285,555 852,300 Sources of grants Commonwealth government 39,954 376,950 State government 235,601 56,000 Other (inc NRM) 10,000 419,350 285,555 852,300
Conditions over grants & contributions Grants and contributions which were obtained on the condition that they be expended for specified purposes or in a future period, but which are not yet expended in accordance with those conditions, are as follows:
Unexpended at the close of the previous reporting period 516,994 285,876 Less: expended during the current period from revenues recognised in previous reporting periods P010-Windfarm Liaison (27,593 ) (20,010 ) P008-Coastal Councils Project - (69,027 ) P009-Climate Change (95,703 ) (8,918 ) P014-Water Project - (21,439 ) P003-Waste Management (15,635 ) - P016-Upper Spencer Gulf RSP (182,941 ) - P018-Policy Amendment Review (30,000 ) - P019-Coastal Adaptation (30,000 ) - P020-Risk Assessment (30,000 ) - P022-Roads & Transport (680 ) - Subtotal (412,552 ) (119,394 ) Plus: amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions P003-Waste Management - 18,434 A009-Special Projects 13,305 543 P024-Climate Change Co-ordinator 2015-17 25,000 - P022-Roads & Transport - 5,927 P023-Outreach Collaboration Project 256 52,667 P016-Upper Spencer Gulf RSP - 182,941 P018-Policy Amendment Review 30,000 P019-Coastal Adaptation - 30,000 P020-Risk Assessment - 30,000 Subtotal 38,561 350,512 Unexpended at the close of this reporting period 143,003 516,994
Net increase (decrease) in assets subject to (373,991 ) 231,118 conditions in the current reporting period
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Central Local Government Region of SA Inc NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015 Note 3 - EXPENSES 2015 2014 Notes $ $ EMPLOYEE COSTS Salaries and Wages - 73,877 Employee leave expense - 7,163 Superannuation - defined contribution plan contributions - 6,251 FBT - 5,968 Total Operating Employee Costs - 93,259 Total Number of Employees - - (Full time equivalent at end of reporting period) MATERIALS, CONTRACTS & OTHER EXPENSES Prescribed Expenses Auditor's Remuneration - Auditing the financial reports 1,650 1,650 Other Audit/Accounting Fees - 486 Subtotal - Prescribed Expenses 1,650 2,136 Other Materials, Contracts & Expenses Contractors & Consultants 732,691 552,016 Energy & Fuel 9 4,383 Grants 25,000 79,000 Members Allowances & Support 4,176 4,058 Meetings & Conferences 5,064 22,216 Insurance 5,701 8,687 Sundry 22,410 24,550 Subtotal - Other Materials, Contracts & Expenses 795,051 694,910 796,701 697,046
DEPRECIATION, AMORTISATION & IMPAIRMENT Depreciation Motor Vehicle 850 5,101 850 5,101 Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS
PROPERTY, PLANT & EQUIPMENT Assets surplus to requirements Proceeds from disposal 15,455 - Less: Carrying amount of assets sold 28,057 - NET GAIN (LOSS) ON DISPOSAL OR REVALUATION OF (12,602) - ASSETS
Note 5 - CURRENT ASSETS
CASH & EQUIVALENT ASSETS Cash on Hand and at Bank 20,979 129,379 Deposits at Call 520,846 619,864 541,825 749,243 TRADE & OTHER RECEIVABLES Accrued Revenues 2,873 3,543 Debtors - general 40,235 90,000 GST Recoupment 21,185 26,261 64,293 119,804
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Central Local Government Region of SA Inc
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015
2014 2015 $ $ Fair Value AT FAIR ACCUM CARRYING AT FAIR ACCUM CARRYING AT COST AT COST Level VALUE DEP'N AMOUNT VALUE DEP'N AMOUNT
Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Motor Vehicle - 35,915 (7,008) 28,907 - - - - Software - 772 (772) - - 772 (772) - TOTAL PROPERTY, PLANT & - 36,687 (7,780) 28,907 - 772 (772) - EQUIPMENT Comparatives - 36,687 (2,679) 34,008 - 36,687 (7,780) 28,907
2014 CARRYING AMOUNT MOVEMENTS DURING YEAR 2015 $ $ $ CARRYING Additions Transfers Net Disposals Depreciation Impairment CARRYING AMOUNT AMOUNT New /Upgrade Renewals In Out Revaluation
Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Motor Vehicle 28,907 - - (28,057) (850) - - - - - Software ------TOTAL PROPERTY, PLANT & 28,907 - - (28,057) (850) - - - - - EQUIPMENT Comparatives 34,008 - - (5,101) 28,907
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Central Local Government Region of SA Inc NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015 Note 8 - LIABILITIES 2015 2014 $ $ TRADE & OTHER PAYABLES Notes Current Non-current Current Non-current Goods & Services 2,420 - 8,615 - Accrued expenses - Contractors 41,457 - 14,633 - 43,877 - 23,248 -
Note 9 - RESERVES Transfers to Transfers from 1/7/2014 30/6/2015 OTHER RESERVES Reserve Reserve
General Reserve 12,500 18,593 - 31,093 1 P003-Waste Management 31,908 - (15,635 ) 16,273 2 A009-Special Projects 4,036 13,305 - 17,341 3 P009-Climate Change 100,464 - (95,703 ) 4,761 4 P024-Climate Change Co-Ordinator 2015-17 - 25,000 - 25,000 5 P010-Wind Farm Liaison 27,593 - (27,593 ) 0 6 P015-Local Government Reform 320,000 - - 320,000 7 P016-Upper Spencer Gulf RSP 182,941 - (182,941 ) 0 8 P018-Policy Alignment Review 30,000 - (30,000 ) 0 9 P019-Coastal Adaptation 30,000 - (30,000 ) 0 10 P020-Risk Assessment 30,000 - (30,000 ) 0 11 P022-Roads & Transport 27,385 - (680 ) 26,705 12 P023-Outreach Collaboration Project 52,667 256 - 52,923 TOTAL OTHER RESERVES 849,494 57,154 (412,552 ) 494,096
Comparatives 626,306 350,512 (127,324 ) 849,494
PURPOSES OF RESERVES (Other Reserves) 1 P003-Waste Management State Government funded technical support programme - completion 2015/16 2 A007-Special Projects LGA funded support programme - expiry 2014/15 3 P009-Climate Change Regional Partners and State Government funded programme - Project managed by York e and Mid North Alliance and includes engagement of technical support and seed distribution - completion 2014-15 4 P023-Climate Change Co-ordinator 2015-17 Regional Partners and State Government funded programme - Project managed by York e and Mid North Alliance and includes engagement of technical support and seed distribution - completion 2013/14 5 P010-Wind Farm Liaison LGA funded programme - windfarm planning guide - completion 2014/15 6 P015-Local Government Reform CLGR funded programme - Council Shared Services 7 P016-Upper Spencer Gulf Regional Sustainability Project State Government funded technical support programme - completion 2014/15 8 P018-Policy Amendement Review NRM funded project - completion 2014/15 9 P019-Coastal Adaptation NRM funded project - completion 2014/15 10 P020-Risk Asse ssme nt NRM funded project - completion 2014/15 11 P022-Roads & Transport CLGR funded programme - Regional Development Australia Freight Strategy 12 P023-Outreach Collaboration Project Federal Government funded programme - completion 2015/16
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Central Local Government Region of SA Inc NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015
Note 11 - RECONCILIATION TO CASH FLOW STATEMENT (a) Reconciliation of Cash Cash Assets comprise highly liquid investments with short periods to maturity subject to insignific ant risk of changes of value. Cash at the end of the reporting period as shown in the Cash Flow Statement is reconciled to the related items in the Balance Sheet as follows:
2015 2014 Notes $ $ Total cash & equivalent assets 5 541,825 749,243 Balances per Cash Flow Statement 541,825 749,243
(b) Reconciliation of Change in Net Assets to Cash from Operating Activities Net Surplus (Deficit) (312,465) 244,914 Non-cash items in Income Statement Depreciation, amortisation & impairment 850 5,101 Net increase (decrease) in unpaid employee benefits - (12,162) Net (Gain) Loss on Disposals 12,602 - (299,013) 237,853 Add (Less): Changes in Net Current Assets Net (increase) decrease in receivables 55,511 (64,555) Net increase (decrease) in trade & other payables 20,629 (25,207) Net Cash provided by (or used in) operations (222,873) 148,091
(c) Non-Cash Financing and Investing Activities - -
(d) Financing Arrangements
Unrestricted access was available at balance date to the following lines of credit: Corporate Credit Cards 2,000 2,000
Note 12 - FUNCTIONS The activities of the Region are categorised into the following programmes
1 A009-Special Projects 14 P020-Risk Assessment 2 P003-Waste Management 15 P022-Roads & Transport 3 P008-Coastal Councils 16 P023-Outreach Collaboration Project 4 P009-Climate Change 5 P024-Climate Change Co-ordinator 2015-17 6 P010-Wind Farm Liaison 7 P011-Regional Broadband 8 P013-Environment & Roadside Vegetation Income and expenses have been 9 P014-Regional Water Supply attributed to the functions/activities 10 P015-Local Government Reform throughout the financial year. 11 P016-Upper Spencer Gulf RSP 12 P018-Policy Alignment Review 13 P019-Coastal Adaptation
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Central Local Government Region of SA Inc NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015 Note 13 - FINANCIAL INSTRUMENTS All financial instruments are categorised as loans and receivables. Accounting Policies - Recognised Financial Instruments Bank , Deposits at Call, Short Accounting Policy: Carried at low er of cost and net realiseable value; Interest is recognised Term Deposits w hen earned. Short term deposits are available on 24 hour call w ith the LGFA and has an interest rate of 2% as at 30 June 2015. Carrying amount: approximates fair value due to the short term to maturity. Receivables -Trade and Other Accounting Policy: Carried at nominal value. Debtors Terms & conditions: Amounts due have been calculated in accordance w ith the ter ms and conditions of the respective programs follow ing advice of approvals, and do not bear interest. All amounts are due by Departments and Agencies of State and Federal Governments. Carrying amount: approximates fair value (after deduction of any allow ance). Liabilities - Creditors and Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods Accruals and services received, w hether or not billed to the Region. Terms & conditions: Liabilities are normally settled on 30 day terms. Carrying amount: approximates fair value.
Liquidity Analysis Due > 1 year; Total Contractual 2015 Due < 1 year Due > 5 years Carrying Values < 5 years Cash Flows
Financial Assets $ $ $ $ $ Cash & Equivalents 541,825 - - 541,825 541,825 Receivables 64,293 - - 64,293 64,293 Total 606,118 - - 606,118 606,118 Financial Liabilities Payables 2,420 - - 2,420 2,420 Total 2,420 - - 2,420 2,420
Due > 1 year; Total Contractual 2014 Due < 1 year Due > 5 years Carrying Values < 5 years Cash Flows
Financial Assets $ $ $ $ $ Cash & Equivalents 749,243 - - 749,243 749,243 Receivables 119,804 - - 119,804 119,804 Total 869,047 - - 869,047 869,047 Financial Liabilities Payables 8,615 - - 8,615 8,615 Total 8,615 - - 8,615 8,615
Net Fair Value All carrying values approximate fair value for all recognised financial ins truments . There is no recognised market for the financial assets ofthe Region. Risk Exposures Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The m aximum credit risk on financial assets of the Region is the carrying amount, net of any allowance for doubtful debts. All the Region's investments are m ade with the SA Local Government Finance Authority and are guaranteed by the SA Government. Except as detailed in Note 5 in relation to individual class es of receivables, exposure is concentrated within the Region's boundaries,and there is no material exposure to any individual debtor.
Market Risk is the ris k that fair values of financial ass e ts will fluctuate as a result of changes in market prices . All of the Region's financial ass e ts are denominated in Australian dollars and are not traded on any market, and hence neither market risk nor currency risk apply.
Liquidity Risk is the ris k that the Region will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Management Policy (LGA Information Paper 15), liabilities have a range of maturity dates.
Interest Rate Risk is the ris k that future cas h flows will fluctuate becaus e of changes in market interest rates . Cash flow fluctuations are managed holistically in seeking to m inim ise interest co s ts over the longer term in a risk averse manner.
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Central Local Government Region of SA Inc
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015
Note 16 - UNIFORM PRESENTATION OF FINANCES
The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis.
All Councils in South Australia ha ve agreed to summarise annual budgets and long-term financial plans on the same basis.
The arrangements ensure that all Councils provide a common 'core' of financial information, which enables meaningful comparisons of each Council's finances
2015 2014 $ $
Income 497,688 1,040,320 less Expenses 797,551 795,406 Operating Surplus / (Deficit) (299,863) 244,914 less Net Outlays on Existing Assets Depreciation, Amortisation and Impairment (850) (5,101) (850) (5,101) less Net Outlays on New and Upgraded Assets Proceeds from Sale of Surplus Assets (15,455) - (15,455) -
Net Lending / (Borrowing) for Financial Year (283,558) 250,015
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Central Local Government Region of SA Inc
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2015
Note 19 - JOINT VENTURES & ASSOCIATED ENTITIES
An associate is an entity, including an unincorporated entity such as a partnership, over which the investor has significant influence and that is neither a subsidiary nor an interest in a joint venture.
A joint venture is a contractual agreement whereby two or more parties undertake an economic activity that is subject to joint control
The Region has no interest in Joint Ventures or Associated Entities.
Although the Region itself is a Regional Subsidiary established by the 15 Member Councils (as per Note 1), it is not considered to be an associate of any of the individual Councils as no one Council has significant influence. As such, equity accounting procedures are not used by the individual Councils. It is likely that each Council's interest in the Regional Subsidiary is non- material and as such, it is appropriate for a Council to write off its annual contribution as an expense.
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Gawler River Floodplain Management Authority
Annual Report 2014 - 2015
Constituent Councils: Adelaide Hills Council The Barossa Council Town of Gawler Light Regional Council District Council of Mallala City of Playford
Address: 3/58 Charles Street Unley South Australia 5061 Mobile: 0413 174 222 Email: [email protected] Website: www.gawler.sa.gov.au/grfma
1 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
Gawler River Floodplain Management Authority
Annual Report 2014 – 2015
Chairman’s Forward
Progress has been made with the financial assistance of the Stormwater Management Authority in investigating further options for progressing flood protection. Currently a report from Australian Water Environments is under consideration.
The Adelaide and Mount Lofty Ranges Natural Resources Management Board requested that they no longer be responsible for nominating the GRFMA Chairperson. This has required the Authority’s Charter to be amended with the Constituent Councils approval. Since acceptance, interest in appointment has been sought and applicants await a decision to the Authority.
Following the 2014 Council elections and staff resignations, four original members have left the Board. To Mayor Hurn, Councillor Brian Thom, Tim Jackson and Ian Baldwin my personal thanks for your input and dedication.
Finally, I register my appreciation of the continued professional input of the Executive Officer, Dean Gollan.
Dr Bruce Eastick AM Chairman
2 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
GRFMA The Gawler River Floodplain Management Authority (GRFMA) was formed as a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999 on 22 August 2002. The Constituent Councils are the Adelaide Hills Council, The Barossa Council, The Town of Gawler, Light Regional Council, District Council of Mallala and the City of Playford. The Charter provides that a representative of the Adelaide Mount Lofty Ranges Natural Resources Management Board (AMLRNRMB) is the Chairperson of the Board of Management of the GRFMA. The Charter sets down the powers, functions, safeguards, accountabilities and an operational framework and the Business Plan sets down the operational plan and financial plan to achieve agreed objectives. The GRFMA has been established for the following purposes: 1. To co-ordinate the construction, operation and maintenance of flood mitigation infrastructure in the Gawler River area (the Floodplain); 2. To raise finance for the purpose of developing, managing and operating and maintaining flood mitigation works within the Floodplain; 3. To provide a forum for the discussion and consideration of topics relating to the Constituent Council’s obligations and responsibilities in relation to management of flood mitigation within the Floodplain; 4. To enter into agreements with Constituent Councils for the purpose of managing and developing the Floodplain.
The Board The Members of the Board are: Authority Board Members Deputy Board Members AMLRNRMB Dr Bruce Eastick AM, Chairman Adelaide Hills Council Mayor Bill Spragg to Oct 2014 Mr Marc Salver Cr John Kemp from Feb 2015 Mr Andrew Aitken, CEO
The Barossa Council Mayor Brian Hurn to Oct 2014 Cr Dave de Vries Mayor Bob Sloane from Feb 2015 Mr Ian Baldwin Town of Gawler Cr Brian Thom to Oct 2014 Cr Barry Neylon to Oct 2014
Cr Adrian Shackley from Feb 2015 Cr Paul Koch from Feb 2015
Mr Henry Inat to Oct 2014 Mr Scott Reid Mr Sam Dilena from Feb 2015 Light Regional Council Cr William Close Mr Andrew Philpott Mr Brian Carr, CEO
District Council of Mallala Cr Ann Picard Cr Tom Summerton to Oct Mr Charles Mansueto to Aug 2014 2014 Ms Katrina Marton from June 2015 Cr Melville Lawrence from Feb 2015 to June 2015 Mr Gary Mavrinac from Aug 2014
City of Playford Cr Dino Musolino to Oct 2014 Mr Harry Pitrans Cr Denis Davey from Feb 2015 Mr Shaun Kennedy to Oct 2014 Mr Tim Jackson, CEO to June Cr Carol Muzyk from Feb 2015 2015
3 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
Ordinary meetings of the Board are held bi-monthly on the third Wednesday, except December, which is held on the second Wednesday of the even months commencing at 9.00am.
Meetings are hosted by the Constituent Councils on a rotational roster. Six Board meetings were held during the year as follows: - Thursday 21 August 2014 Gawler - Wednesday 15 September 2014 Gawler - Thursday 16 October 2014 Mallala - Wednesday 18 February 2015 Kapunda - Wednesday 15 April 2015 Gumeracha - Wednesday 17 June 2015 Nuriootpa
Technical Assessment Panel A Technical Assessment Panel has been appointed to support the decision-making processes of the Board with delegated powers to provide advice and manage the technical aspects of the design, assessment and construction of the various parts of the Scheme. The Members of the Panel are:
Dr Bruce Eastick AM, Chairman Dean Gollan, Executive Officer, GRFMA Bill Lipp, Principal Stormwater Engineer, Department for Transport, Energy and Infrastructure Harry Pitrans, Infrastructure Planner, City of Playford Chris Wright, Water Projects Officer, Adelaide Mount Lofty Ranges NRM Board Derek Moore, Principal Engineer Dams, SA Water
The Panel held one meeting during the year: - 12 November 2014
Audit Committee An Audit Committee has been appointed to review: the annual financial statements to ensure that they present fairly the state of affairs of the Board, and the adequacy of the accounting, internal control, reporting and other financial management systems and practices of the Board on a regular basis.
The Panel held two meetings during the year: - 12 August 2014 - 9 October 2014 - 4 May 2015
4 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
The members of the Committee are: Mr Peter Brass, Independent Member Mr Sam Dilena, Town of Gawler Cr Des Ellis, Light Regional Council
Executive Officer Performance Review Committee On 18 February, 2015 a review committee was formed to oversight of the Executive Officer Services Contract, including the annual contract performance review process. The members of the Committee are: - Dr Bruce Eastick AM - Mr Marc Salver, Director, Adelaide Hills Council - Mr Ian Baldwin, Director, Barossa Council
The Committee held one meeting during the year on 28 April 2015.
Gawler River Flood Mitigation Scheme - Background The ‘Scheme’ is described in the ‘Gawler River Flood Mitigation Scheme’, published by the Northern Adelaide and Barossa Catchment Water Management Board and the Department of Water, Land and Biodiversity Conservation, October 2002. Based on the Gawler River Flood Management Study - Flood Management Plan prepared for The Gawler River Flood Management Working Party, BC Tonkin and Associates, April 1994. Following the November 2005 flood, the Australian Government, South Australian Government, the six Constituent Councils and the Northern Adelaide Barossa Catchment Water Management Board committed to a funding package totalling $20 million to implement the Scheme. The Scheme comprised three parts as follows: The construction of a flood mitigation dam on the North Para River near Gawler – the Bruce Eastick North Para Flood Mitigation Dam was completed in December 2007. Modifications to the dam wall and spillway of the South Para Reservoir to provide flood mitigation – the modifications reached practical completion in June 2012. Construction of levees including the formalization of a controlled parallel flow path together with sensitive vegetation and channel maintenance along the lower reaches of the Gawler River - to be later described as Strategy 6d – this part of the Scheme was abandoned following the findings of the Gawler River Mapping Study in 2008.
In February 2008, the Gawler River Mapping Study was completed to identify the impact of the March 2007 estimates and to identify strategies to mitigate the impact of flooding. In June 2009, the Board amended the Business Plan to include the preparation of a Gawler River Flood Mitigation Scheme – Mark Two, planned to build on the studies of recent years and bring forward strategies that can cost effectively reduce the impact of flooding from the Gawler River. The development of the Mark Two Scheme had been delayed by the need to provide additional funding to complete the modifications to the South Para Reservoir.
5 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
Flood Events 4th and 5th September 2010 Heavy rains fell across the catchment, up to 70 mm, estimated to be approximately a 1 in 7 year storm event resulted in strong flows in the North Para River. Water began to rise behind the Bruce Eastick North Para Flood Mitigation Dam on Saturday and at 10.00am on Sunday, reached a maximum height of 70 metres AHD, just below the high-level outlet pipes. Dam waters estimated to be 1.2 Gl extended approximately four kilometres upstream, passed through the low level outlet pipe at a controlled flow, returning to stream level at midday the following day. The real time catchment rainfall, river flow data and height of water in the dam were able to be monitored on the Bureau of Meteorology website.
Both the effect of the dam, and filling the South Para Reservoir, mitigated the flow in the Gawler River that caused flooding of grazing land just east and west of the new Port Wakefield Highway. No property damage was reported.
8th December 2010 Following intense storms in the early hours where several centres recorded 24 hour falls of 70 to 80 mm, that gave rise to strong flows in the North Para River that caused the Bruce Eastick North Para Flood Mitigation Dam to operate for the second time in four months. Water rose to 72.5 m, which caused the two High Level Outlet Pipes to operate for the first time. Dam waters estimated to be 1.8 Gl extended over 4 kilometres upstream passed through the low level outlet pipe at a controlled flow returning to stream level by late the following afternoon.
Had the Bruce Eastick North Para Flood Mitigation Dam not been in place it is estimated that a breakout just west of Bakers Road to the north would have occurred, flooding a number of horticultural properties.
These events confirmed that the dam operated as designed and provided protection by mitigating the peak flow to a level that could be passed by the lower Gawler River, without overtopping the banks causing flooding as was the case in 2005 and 1992.
Minor Works A replacement Turretfield Flow Gauge Weir has been constructed 800 metres downstream from the dam on the North Para River. The former flow gauge weir just upstream of the dam wall is drowned out in a flood event by the dam waters and has been decommissioned. The replacement weir is smaller in design, gauging flows up to approximately 300 cubic metres per second. This gauge weir downstream of the junction with Walker Creek provides flow data from the western part of the catchment. Data from this flow gauge will be added to the online real time data on the Bureau of Meteorology web site.
Two additional survey monuments have been constructed at the dam site, to provide a total of four monuments to provide a survey base to monitor the deformation stability of the dam wall and spillway. Part of the maintenance program is to periodically survey the structure to ensure that there is no movement. In particular this is performed after major flood or seismic events.
6 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
South Para Reservoir Modifications To further improve protection of the population at Gawler and the downstream floodplain, mitigation works were necessary at South Para Dam.
SA Water was approached by the GRFMA in September 2001, to discuss the implementation of flood mitigation works at the South Para Dam as part of their overall flood mitigation strategies.
Undertaking the flood mitigation works concurrently with a proposed dam safety upgrade was seen as the most economical solution to achieve compliance with ANCOLD guidelines, whilst providing considerable additional benefit to the community. The flood mitigation work involved modifying the existing spillway crest by raising it by 1.57 m. A 10m central slot remained at the original full supply level to provide a 1 in 100 year flood event flood retention capacity. The height of the dam embankment crest was raised 2 m by adding 1 m of additional fill and installing a concrete parapet wall on top to accommodate the resultant increased flood level.
Since that time, SA Water has been working with the GRFMA for the joint development of the South Para Reservoir to improve flood mitigation on the Gawler and South Para rivers, and dam safety improvements for the reservoir itself.
Detailed design work was completed in September 2010 at a total project cost in excess of $7.5 million excluding GST. The GRFMA portion of the project cost is $4,013 million. A contract was awarded for the construction of the works on 12 July 2011. Practical completion was achieved on 25 June 2012 and the contract was completed without any variations and on time.
Gawler River Flood Mitigation Scheme Mark Two The Board considered the best approach to addressing the next stage in its Business Plan, which is the Gawler River Flood Mitigation Scheme Mark Two.
The studies into the flood issues in the region had identified that although the construction of the Bruce Eastick North Para Flood Mitigation Dam and modifications to the South Para Reservoir have been most successful, there remains 3750 properties still at risk of inundation in a 1 in 100 year flood. Options to rectify this situation include the construction of levees at Gawler, Angle Vale, Two Wells and Virginia and the development of additional flood mitigation storage on the North Para River.
Decisions in relation to the best option had to take into account a vast range of issues including accommodating rail and road corridors, cost effectiveness and the most reliable mitigation for these properties. As the variables and consequences of both options are wide- reaching, the Gawler River Floodplain Management Authority decided to engage professionals to investigate the matter further and to provide a Findings Report. The brief for the report was based on a methodology supported by the Department of Planning, Transport and Infrastructure.
Tenders were called for appropriate professionals to provide the Authority with a Findings Report in mid-2014. Australian Water Environments was appointed to this task.
7 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
Issues to be covered by this report include a review of the Hydrological Study of the Gawler River Catchment, the possible construction of a second dam on the North Para River and other structural and non-structural options. The report will also determine the optimal level of protection for the Gawler River Floodplain.
A final draft copy of the report was considered by the Board in June 2015 and has been forwarded to Constituent Councils for comment.
The Stormwater Management Authority is providing a grant of $50,000 towards the cost of the report. The Findings Report should be completed by late 2015.
General The following Policies have been adopted to provide management guidelines for the day-to- day business of the GRFMA: Access to Meetings and Documents Consultation Dam Valuation Internal Review of Decisions Operations Manual
All meetings of the GRFMA and its committees are open to the public.
Order for Resolutions documents to Total to exclude remain Forum Resolutions Purpose Percentage the Public - confidential - for the year Sec 90(3) Sec 91(7)
Possible commercial Board 54 3 3 11% advantage of a person
Technical Assessment - - - - 0% Panel
Audit Committee 14 0 - - 0%
Executive Officer Performance 1 0 - - 0% Review Committee
8 Gawler River Floodplain Management Authority Annual Report 2014 – 2015
Mr Dean Gollan has been engaged to provide Executive Officer services under a services agreement until 31 December 2016. Mr Gollan has extensive experience in the administration of Councils and regional subsidiaries under the Local Government Act. The GRFMA has no employees and all services are engaged on a contract basis.
9 10 11 12 13 Gawler River Floodplain Management Authority Notes to the Financial Statements for the year ended 30th June 2015
1 Statement of Significant Accounting Policies a) The Local Government Reporting Entity This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.
The Gawler River Floodplain Management Authority is a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999. The Constituent Councils are the Adelaide Hills Council, The Barossa Council, Town of Gawler, Light Regional Council, District Council of Mallala and The City of Playford.
All funds received and expended by the Authority have been included in the financial statements forming part of this financial report.
b) Basis of Accounting This financial report has been prepared on an accrual basis and is based on historical costs and does not take into account changing money values, or except where specifically stated, current valuation of non-current assets.
c) Employees The Association has no employees.
d) Investments Investments are valued at cost. Interest revenues are recognised as they accrue.
e) Cash For purposes of the statement of cash flows, cash includes cash deposits which are readily convertible to cash on hand and which are used in the cash management function on a day to day basis, net of outstanding bank overdraft.
f) Infrastructure The Bruce Eastick North Para Flood Mitigation Dam was constructed in 2007. The valuation includes all materials, contractor’s costs plus costs incidental to the acquisition, including engineering design and supervision fees and all other costs incurred.
g) Land The dam land includes the land on which the dam is constructed, rights of way access to the land and ‘right to flood’ easements over the land upstream from the dam that will be inundated by dam waters for short periods of time during a flood event. The Board valuation was undertaken at 30th June 2011.
h) Revaluation The Board sought an independent valuation on the 29th May 2014, to be applied as at 30th June 2014, of the Bruce Eastick North Para Flood Mitigation Dam. The Board recognises that the dam is a unique infrastructure. The Board sought the advice of Entura (Hydro Tasmania), who provided a replacement cost valuation based on the actual construction contract costs, including some 'owner's costs' which would be incurred in the event of a replacement being necessary. The estimate of the replacement cost was $18.497 million at June 2014. In accordance with Accounting Standard (AASB)13 Fair Value Measurement, it is to be noted that valuation has been under level 3 valuation.
1
14 Fair value level 3 valuations of buildings, infrastructure and other assets – There is no known market for these assets and they are valued at depreciated current replacement cost. The method involves: The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate. The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council. The method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.
i) Depreciation The depreciation period for the Bruce Eastick North Para Flood Mitigation Dam is based on an expected life of 80 years. Entura advised that the accumulated depreciation should be assessed at $1.387 million as at June 2014.
j) Revenue Revenue from the sale of services is recognised upon the delivery of the service to customers.
Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets.
Dividend revenue is recognised when the rights to receive a dividend has been established.
All revenue is stated net of the amount of goods and services tax (GST).
2 Functions / Activities of the Association a) Revenues and expenses have been attributed to the following functions / activities, descriptions of which are set out in Note b.
b) The activities of the Authority are categorised into the following function / activities:
Administration: The operations of the Authority and its Board
Other Environment: Flood Mitigation
c) Functions of the Gawler River Floodplain Management Authority (excluding depreciation)
2
15
Revenue Expenses Total Expenses Surplus Year Grants Other Revenue Total (deficit) 2015 $64,047 $64,047 $59,196 $4,851 Administration 2014 $64,215 $64,215 $60,485 $3,730 Other Environment: 2015 $17,313 $17,313 $168,691 ($151,378) Flood Mitigation 2014 $16,861 $16,861 $31,160 ($14,299) 2015 $81,360 $81,360 $227,887 ($146,527) Total 2014 $81,076 $81,076 $91,645 ($10,569)
3 Subscriptions The following subscriptions were levied on the Constituent Councils in accordance with Clause 10.2 of the Charter for the year:
Scheme Works Maintenance Operations TOTALS Constituent Council 2015 2014 2015 2014 2015 2014 2015 2014 Adelaide Hills Council $ 300 $292 $9,198 $8,974 $9,498 $9,266 The Barossa Council $1,501 $1,434 $9,198 $9,004 $10,699 $10,438 Town of Gawler $3,002 $2,929 $9,198 $8,973 $12,200 $11,902 Light Regional Council $1,501 $1,465 $9,198 $8,973 $10,698 $10,438 District Council of Mallala $5,005 $4,883 $9,198 $8,974 $13,979 $13,857 City of Playford $6,004 $5,858 $9,198 $8,973 $14,977 $14,831 TOTAL - - $17,313 $16,861 $55,188 $53,871 $72,501 $70,732
4 Non-Current Assets Summary 2014 2015 Fair At Fair At Accum Carrying At Fair At Accum Carrying Value Value Cost Dep'n Amount Value Cost Dep'n Amount Level Land and easements - $326,364 $326,364 $326,364 $326,364
North Para Dam -
North Para Dam 3 $18,497,000 ($1,387,000) $17,110,000 $18,497,000 ($1,618,213) $16,878,787 Total Infrastructure $18,823,364 ($1,387,000) $17,436,364 $18,823,364 ($1,618,213) $17,205,151 and Land Comparatives $15,647,157 ($383,020) $15,264,137 $18,823,364 ($1,387,000) $17,436,364
2014 Carrying Amount Movements During Year 2015 Additions Carrying Net Carrying New Disposals Depreciation Impairment Transfers Amount Renewals Valuation Amount Upgrade Land and easements $326,364 $326,364 Infrastructure - $17,110,000 ($231,213) $16,878,787 North Para Dam Total Infrastructure, Property, Plant & $17,436,364 ($231,213) $17,205,151
Equipment
3
16 Comparatives $15,264,137 ($191,510) $2,363,737 $17,436,364
5 Contractual Services Contractual Services involve payments or liabilities for the external provision of services and include (net of GST): Consultants 2015 2014 Dean Gollan $39,001 $44,034 Pyper Leaker Surveying $2,700 $0 McGees Property $2,000 $0 John Bolton $5,800 $0 Peter Whimpress & Co. $250 $0 IB & CA Sanders $5,455 $0 Mechanical Vegetation $1,200 $0 Enviro Group Pty Ltd $3,600 $4,000 Maloney Field Services $7,710 $12,773 Norman Waterhouse $990 $0 Business Risk A S Solutions $1,891 $1,300 Entura $ $9,000 Australian Water Environments $139,859 $5,286 HLB Mann Judd $5,781 $6,475 TOTALS $216,237 $82,868
6 Comparison of Budget and Actual Results (excluding depreciation) 2015 2014 Budget Actual Budget Actual Revenue Administration $66,187 $63,001 $64,841 $64,215 Other Environment: Flood Mitigation $0 $0 $0 $0 State Grant $71,863 $0 $0 $0 Maintenance $17,313 $17,313 $16,891 $16,861 Other Environment: Flood Mitigation Capital Total Revenue $ 155,363 $ 80,314 $81,732 $81,076
Expenditure Administration $66,175 $56,306 $59,350 $60,485 Other Environment: Flood Mitigation $167,651 $163,773 $50,000 $27,059 Maintenance $10,000 $4,917 $10,000 $4,101 Other Environment: Flood Mitigation Capital Total Expenditure $243,946 $ 224,996 $119,350 $91,645 Surplus (deficit) ($88,583) ($144,682) ($37,618) ($10,569)
7 Expenditure Commitment i. An agreement has been entered into with Dean Gollan to provide Executive Officer and Supervision of Consultants services to 31 December 2015.
4
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8 Reconciliation Statement of Cash Flows 8.1 Reconcile to operating activities Net deficit from operations ($377,740) Adjust for non-cash items Depreciation $231,213 Decrease in Debtors $ 2,860 Decrease in Accounts Payable ($17,169) Net Cash decrease from operating activities ($160,836) 8.2 Cash and cash equivalents Balance at bank $10,636 Balance at LGFA $201,302 Total cash and cash equivalents $211,938
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18 19 20 21 GAWLER RIVER FLOODPLAIN MANAGEMENT AUTHORITY
Schedule of Constituent Council’s Interest in Net Assets as at 30th June 2015
Prepared to meet the requirements of Clause 15.5 of the Charter
“The ‘Schedule of Constituent Councils’ Interests in Net Assets’ will reflect the proportionate contribution each Constituent Council has made to the growth of the net assets of the Authority having regard to the proportionate contribution to subscriptions. The Schedule when updated by the Board at the end of each financial year will reflect the proportionate contribution of each Constituent Council since the commencement of the Authority and once accepted by each Constituent Council will be evidence of the agreed proportion of a Constituent Council’s interests in the net assets as at 30 June in that year.”
For the purposes of this Clause all subscriptions by Constituent Councils have been included.
This Schedule has been prepared on the basis that the Authority was ‘wound up’ on 30 June 2015. The value of infrastructure and land as stated in the Audited Financial Statements at 30th June have been included. Grants and contributions from the Commonwealth Government, State Government and Northern Adelaide Barossa Catchment Water Management Board that have contributed to these costs have not been deducted.
Calculation of Net Equity
Assets Investments / Debtors $ 215,011 Infrastructure $ 16,878,787 Land $ 326,364 $ 17,420,162 Less Liabilities Accounts Payable / Creditors $ 3,180 NET EQUITY $ 17,416,982
Allocation of Councils Interest in Net Assets
Constituent Accumulated Accumulated Accumulated All Percentage Council’s Councils Subscriptions Subscriptions Subscriptions Subscriptions of Interests in for for for Scheme to 30 June Contributions Net Assets Operations to Maintenance Works to 30 2015 to the Total 30 June to 30 June June 2015 2015 2015 Adelaide $70,626 $1,503 $70,988 $143,117 3.10% $539,926 Hills Council The Barossa $70,626 $7,520 $354,951 $433,097 9.41% $1,638,938 Council Town of $70,626 $15,002 $709,892 $795,520 17.28% $3,009,654 Gawler Light Regional $70,626 $7,520 $354,951 $433,097 9.41% $1,638,938 Council District Council of $70,626 $25,079 $1,183,146 $1,278,851 27.78% $4,838,438 Mallala City of $70,626 $30,086 $1,419,763 $1,520,475 33.02% $5,751,088 Playford $423,756 $86,710 $4,093,691 $4,604,157 100% $17,416,982
Schedule of Constituent Councils’ Interests in Net Assets’ as at the 30th June 2015 adopted by the Board in accordance with Clause 15.5 of the Charter on 22 September 2015.
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GAWLER RIVER FLOODPLAIN MANAGEMENT AUTHORITY
Constituent Councils Adelaide Hills Council The Barossa Council Town of Gawler Light Regional Council District Council of Mallala City of Playford
ACHIEVEMENTS AGAINST THE BUSINESS PLAN 2014 – 2017
Plan Adopted 3rd April 2003 Amended 19th February 2004 Amended 15th June 2006 Amended 19th June 2008 Amended 25th June 2009 Amended 17th June 2010 Amended 16th June 2011 Amended 19th April 2012 Amended 19st June 2014 Amended 17th June 2015
For the Period July 2014 to June 2015
Address: 3/58 Charles Street, Unley, South Australia 5061 Mobile: 0413 174 222 Email: [email protected]
23 Gawler River Floodplain Management Authority Achievements Against the Business Plan 2014 – 2017 for the period July 2014 to June 2015
Evaluation of Performance against the Business Plan This Statement of Achievements against the Business Plan will form part of the Key Outcomes Summary to Councils following the meetings at which it is tabled. The Statement will be prepared for the October, February, and June Board Meetings. The June report will form part of the GRFMA Annual Report 2014 - 2015. Part A: Funding
Performance Targets: Timings: To be measured By: Actual Achievements
Secure Additional Project Funding June 2009 All Councils, stakeholders Scheme Total now $21,697,377 grants total $16,879,982 and Governments agree to contribute to the project in accordance with the Plan
Grant Claims At all times Lodge claims monthly for the Claims lodged at the end of the month payment of Commonwealth and State Government Grants. Maintain positive Cash Flow At all times Positive bank account Positive cash flow maintained balances at all times.
Part B: Proposed Flood Mitigation Scheme Works
South Para Works
The South Para Reservoir is under the control and management of SA Water Corporation who have agreed to undertake the required modifications to the South Para Reservoir to provide the required level of flood mitigation capacity as a cost to the Scheme. Dam safety review and design proposal to modify the dam wall and spillway completed September 2005 Detailed hydrology study of the catchment using the very latest methodologies let to Department of Transport, Energy and Infrastructure completed March 2007.
Performance Targets: Timings: To be measured By: Actual Achievements
Detailed design of works December 2010 Completion of detailed July 2011 Final approvals granted design and tender documents
Construction of the works June 2012 Completion of construction Practical completion achieved June 2012
24 Gawler River Floodplain Management Authority Achievements Against the Business Plan 2014 – 2017 for the period July 2014 to June 2015
Gawler River Flood Mitigation Scheme – Mark Two
What will the Mark Two Scheme Include? (Note these steps may occur concurrently and not necessarily in the following order) One Reconfirm with the Constituent Councils that a 1 in 100 year level of protection is the protection standard that is to be pursued in the development of the Gawler River Flood Mitigation Scheme - Mark Two Strategy. (Reviewed as part of ‘Findings Report’). Two Determine if a second dam on the North Para River is an option. The GRFMA Board has recently accepted a tender for a Findings Report to undertake an assessment to determine if a second dam is required and feasible. (Reviewed as part of ‘Findings Report’). Three The Gawler River Floodplain Mapping Model should be maintained as the reference tool to demonstrate the level of flood protection and validity of design of land proposed for development as part of the approval process. To achieve this, the model should be upgraded to include recent works such as the Northern Expressway works and the additional floodplain mapping completed as part of the Light River Templers Creek Salt Creek Mapping Study by the District Council of Mallala. (Reviewed as part of ‘Findings Report’). Four To further develop the preliminary assessment of possible local area levees prepared in the 2008 Gawler River Floodplain Mapping Study at Gawler, Angle Vale and Two Wells and develop a levee strategy for Virginia to a robust design standard with a staging plan. Undertake a cost benefit study for each stage of the plan. (Reviewed as part of ‘Findings Report’). Five Establish a protocol with the Floodplain Councils that where development of land in areas identified as ‘at risk of flooding’ is planned to proceed by the implementation of a local area levee that mapping of the proposed levees on the Gawler River Floodplain Mapping Study Model will be required. Six Maintain a working relationship with the Australian Rail Track Corporation to ensure that any changes to Railtrack infrastructure of culverts and rail heights are mapped on the Gawler River Floodplain Mapping Study Model to identify any changes to flooding impacts. Seven Develop a funding strategy for flood protection that is delivered by local area levees on the questions of who should own and maintain the levees and whether local area levees are regional works that the GRFMA should fund or are they local works that are the responsibility of the local Council. Eight Investigate opportunities for funding partners and grants to undertake the necessary assessments and designs. Nine The Scheme will also seek to clarify, through the Local Government Association, the policy and legal framework around maintenance of rivers and creeks where those rivers and creeks are part of the regional flood management plan. Under current legislation a landowner is responsible for the condition of a creek or waterway on private land. (Legal opinion received).
Part B: Maintenance of the Scheme
Performance Targets: Timings: To be measured By: Actual Achievements
Six monthly inspection June and December Completion of Inspection Dec 2014 and June 2015 – Dam inspections carried out Report
25 Gawler River Floodplain Management Authority Achievements Against the Business Plan 2014 – 2017 for the period July 2014 to June 2015
Part C: Operation of the Regional Subsidiary Performance Targets: Timings: To be measured By: Actual Achievements
Reports to Stakeholders Twice yearly The publication and distribution of a Fact Sheet to all stakeholders and affected Newsletter to be forwarded to all stakeholders landowners. following completion of Findings Report Bi-Monthly Key Outcomes Summary to be published following each Board Meeting to include a Key Outcomes Summary prepared following summary of the progress of the meetings development of the Scheme.
Maintain effective Regional December The performance of the Executive Officer Subsidiary be reviewed annually Review conducted in April 2015.
August The appointment of Auditor, Bank Auditor reappointed up to 30 June 2019 Operators, levels of insurance, appropriate Appropriate levels of insurance reviewed in July registrations, delegations and policies be 2014 reviewed annually.
Review of the Business By 31st March Review the Business Plan prior to preparing June 2014 – Business Plan 2014-2017 adopted Plan the Budget August 2014 – Achievements against the Forward to the Councils Business Plan 2013-2014 presented
Annual Budget By 31st March, June, Adopt for consultation forward to Councils April 2015 – Approved for consultation October, December Adopt Budget – copy to Councils in 5 days Budget 2015–2016 adopted at June 2015 Board Conduct Budget Reviews meeting Subscriptions June Send half year subscriptions to Council All first half subscriptions paid December Send half year subscriptions to Council All second half subscriptions paid
Report to Constituent Following each Board The receipt of the following reports by Key Outcomes Summary prepared following Councils meeting Councils: meetings th By 30 September Board Meeting Key Outcome Annual Report forwarded electronically to Summary Councils on 25 September 2014 Annual Report including Annual Financial Statements
26 Annual Report 2015 Regional Development Australia BAROSSA Published: Regional Development Australia Barossa PO Box 767 TANUNDA SA 5352
T: (08) 8563 3603 F: (08) 8563 3584 E: [email protected] W: www.barossa.org.au
Printed: Leader Print The Leader Newspaper 34 Dean Street ANGASTON SA 5353
Cover Design: Kristy Stengert
November 2015 Table of Contents
Mayors and Ministers – State & Federal 4 “This Report” 6 Chairs Report 7 CEOs Report 9 Financial Accounts 19 Case Studies • Investment Attraction & Industry Development 35 • Creating the Conditions for Investment 51 • Business Retention & Expansion 61
Contract Reporting 69 To
Local Government (Barossa Region)
Mayor Karen Redman Mayor Duncan Mayor Bob Sloane Mayor Bill O’Brien Town of Gawler Kennington The Barossa Council Light Regional District Council of Council Mallala
The Government of South Australia
Hon Jay Weatherill Hon John Rau MP Hon Gail Gago MLC Hon Jack Snelling MP Deputy Premier Minister for MP Premier of South Attorney-General Employment, Higher Minister for Health Australia Minister for Justice Education and Skills Minister for Mental Reform Minister for Science Health and Minister for Planning and Information Substance Abuse Minister for Housing Economy Minister for The Arts and Urban Minister for the Status Minister for Health Development of Women Industries Minister for Industrial Minister for Business Relations Services & Consumers Minister for Child Protection Reform Hon Tom Hon Ian Hunter MP Hon Antonio Piccolo Hon Leon Bignell Koutsantonis MP Minister for MP MP Treasurer Sustainability, Minister for Disabilities Minister for Minister for Finance Environment and Minister for Police Agriculture, Minister for State Conservation Minister for Food and Fisheries Development Minister for Water & Correctional Services Minister for Forests Minister for Mineral the River Murray Minister for Minister for Tourism Resources and Minister for Climate Emergency Services Minister for Energy Change Minister for Road Recreation and Minister for Small Safety Sport Business Minister for Racing Hon Martin Hamilton- Hon Geoffrey Brock Hon Zoe Bettison MP Hon Susan Close Smith MP MP Minister for MP Minister for Minister for Regional Communities and Minister for Investment & Trade Development Social Inclusion Education and Minister for Defence Minister for Local Minister for Social Child Development Industries Government Housing Minister for the Minister for Veterans' Minister for Public Sector Affairs Multicultural Affairs Minister for Ageing Minister for Youth Minister for Volunteers Hon Stephen Mulligan MP Hon Kyam Maher MP Minister for Transport and Infrastructure Minister for Manufacturing & Innovation Minister Assisting the Minister for Planning Minister for Automotive Transformation Minister Assisting the Minister for Housing and Minister for Aboriginal Affairs & Urban Development Reconciliation
Page 4 Australian Government
The Hon Malcolm The Hon Warren Truss The Hon Scott Senator the Hon Turnbill MP MP Deputy Prime Morrison MP Mitch Fifield Minister Treasurer Minister for Prime Minister Minister for Communications Infrastructure and Minister for the Arts Regional Development Senator the Hon The Hon Julie Bishop The Hon Andrew Senator the Hon Nigel Scullion MP Robb AO MP Michaelia Cash Minister for Minister for Foreign Minister for Trade Minister for Indigenous Affairs Affairs and Investment Employment
The Hon George The Hon Kelly The Hon Barnaby The Hon Christopher Brandis QC O’Dwyer MP Joyce MP Pyne MP Attorney-General Minister for Small Minister for Minister for Industry, Business Agriculture & Water Innovation & Assistant Treasurer Resources Science
Senator the Hon The Hon Christian The Hon Sussan Ley Senator the Hon Simon Birmingham Porter MP MP Marise Payne Minister for Minister for Social Minister for Health Minister for Defence Education & Training Services Minister for Sport
The Hon Greg Hunt The Hon Peter Dutton Senator the Hon The Hon Josh MP MP Mathias Cormann Frydenberg MP Minister for the Minister for Minister for Finance Minister for Environment Immigration and Resources, Energy & Border Protection Northern Australia
In accordance with the provisions of the following agreements:
• Operational Funding Contract with the Australian Government dated 12/06/2013. • Funding Agreement with the Government of South Australia and Local Government in the Barossa Region dates 2013-2016,
We present the Annual Report of Regional Development Australia Barossa Inc. for the financial year 2014-2015.
Ivan Venning Chair
Page 5 “This Report”
There are three well recognised core activities of any economic development strategy: Creating the Conditions for Investment, Investment Attraction and start up support, and Business Retention and Expansion with workforce development relevant to all three. In meeting the objectives, goals and outcomes associated with funding contracts across three levels of government, our activities are directed towards these three areas.
To illustrate how this works in action, and how the role of RDA impacts the business, investment and jobs outcomes, in addition to summaries of outcomes in relation to various contracted programs, a selection of case studies is presented for each of these core areas of economic development. This is by no means a comprehensive account of our work – far from it – rather some examples of the diversity of projects and action and the somewhat unique role RDA plays in the community and economy of the region.
More information and reports and studies referred to is found at www.barossa.org.au.
Page 6 RDA Barossa Annual Report Chairs 2015 Report
I took over the reins from former Chair, Ian O’Loan OAM, in February this year to find myself engaged deeply once more in the future of this region including areas beyond my former electorate – whole of Light, Gawler and Mallala. However my role is very different and the nature of operations of RDA very different from the work of my former electoral office.
What I do see is a region with loads of opportunity, dampened of course by the global economy and decades of the high Australian dollar, but none the less very exciting for the future. RDA Barossa is working on a number of fronts to strengthen existing business, develop industry frameworks and connections, making the pie bigger, attracting entrepreneurial start-ups and new models of business, getting information and data on infrastructure services and locational advantage to attract new investment, particularly investment that generates jobs, and working with business investors on individual projects to help them navigate local conditions and make it easy to invest in the region. The CEO’s report provides more detail on the past year’s projects and results but what I have seen is impressive. It’s not always apparent to the bystander how much work RDA Barossa does beneath the surface to keep things ticking along and to kickstart a few more engines. In my time as Chair I have come to appreciate that it is quite a lot, and that the outcomes are tangible. In my role as Chair I have been twice to Canberra on RDA Business and encourage you all to work through RDA and the Commonwealth connections to raise your concerns and influence policy. There are effective channels to use through RDA and we should use them. The relationship between RDA and the state government is also strong and RDA delivers a number of programs and services on behalf of the state government including the workforce skills and training programs and the highly successful Barossa Career Service. The ability to deliver services has been somewhat boosted by arrangements with the State Government pursuant to Geoff Brock’s agreement with the Premier. We now have
Page 7 a three year funding agreement to work with business and target investment and jobs. This will continue to support the successful B2B program, industry growth including creative industries business development and data and information services for investors. Much of RDA Barossa work happens outside the office, meeting with businesses on their premises and events are scheduled in different locations around the region. However, it is always useful to have a shop front presence and RDA Barossa now visits an office in Gawler, Two Wells and Kapunda as well as our main premises in Tanunda. We thank the respective councils for their support in accessing these office spaces. RDA Barossa has identified in its priorities and gamechangers (you will find these in the Regional Roadmap) a number of industries to target for growth. These of course are spearheaded by Wine and Food production, given that we are in a highly productive agriculture area, and also include Equine Industries, Tourism Growth – Culinary, Cycle, Events, Eco-tourism, Wellness tourism – Education and Knowledge Services, Engineering Services and Opportunities associated with population growth in the Greater Gawler area – Entertainment, Recreation, Health, Education, Financial and professional services etc. The gamechangers are a number of notable projects ready for investment, which will make a significant difference to the region. In early 2016 the Regional Roadmap will undergo a review and I encourage all to contribute to the consultation whether by dropping Anne a line, responding to surveys or attending regional forums. The Regional Roadmap is a plan and a resource for all in the region and is better for robust contribution. At a recent Roadshow hosted by Minister Brock, there was strong community and industry endorsement of the Roadmap priorities, which is how it should be if they are rigorously identified. I acknowledge retiring RDA Board members during 2014 – 15: Wayne Perry, Chris McCann, Charles Mansueto, Jo Thomas, and Rhia Vines. Their time and contribution to RDA Barossa is much appreciated. In particular I acknowledge the dedicated contribution of Ian O’Loan, OAM, former Chair of RDA Barossa, former Chair of Yorke Regional Development Board and former Chair of Regional Development South Australia. Ian’s contribution to RDA Barossa and regional development has been exceptional. I sincerely thank the support and contribution of the current members of the RDA Barossa Board and that of CEO Anne Moroney and her staff. The output from the organisation is truly amazing. We look forward to helping business and investment in the region grow in the coming years. I formally acknowledge and thank our funding partners: Government of Australia, Government of South Australia, District Council of Mallala, Town of Gawler, Light Regional Council and The Barossa Council, for their continued investment in regional development and strong support for our region
Ivan Venning, Chair.
Page 8 RDA Annual Barossa Report CEOs 2015 Report
Overview The work of RDA Barossa is strategic, with short term projects and long term initiatives which do not always have a beginning on 1 July and end on 30 June. Certainly outcomes such as investment and job creation do not flow through immediately but are a general result of creating the right conditions for investment (vision, infrastructure, planning, innovation networks) and supporting a skilled workforce, investment enquiries and business capability on an ongoing basis. Given this, we welcome the return of a 3 year agreement with the State Government along with 3 year agreements with Federal and Local Government for meaningful results. The economic conditions are challenging and there is a sense of urgency about job creation. RDA Barossa has responded in 2014 – 15 with increased urgency, taking on an enormous workload, pushing many buttons at once to improve business confidence and connect those seeking jobs with opportunities. Regional investment activity is a good indicator of business sentiment and is a leading indicator of job creation. Therefore we act not only to attract investors, assist them through an investment decision and implementation of the investment but record as much investment activity as we can track in the region. We have initiated a business survey framework to track recent jobs and investment and anticipated jobs and investment and the results will feed into our reporting this time next year. A real challenge to our local (and global) economy comes from the reinvention of work and new business models threatening traditional capital heavy structures and institutions. We hosted a day long Forum for Business recently “Transforming Business 2015” which opened this discussion. There is an important ongoing role for RDA Barossa to help local business understand this shift and how to remain relevant in the new order – both to their customers and to the millennial workforce. Our attention to helping start-ups get their business ducks in order and access the services and support they need is also addressing the new wave of micropreneurs. Today 34% of the US workforce freelances, estimated to rise to 50% by 2020 and we can expect to see parallels in Australia. RDA Barossa’s work with developing professional service provider businesses through the B2B providers is a response to recognising this trend towards a gig based economy and getting on the front foot – where we need to be as a region to prosper. We look for new business and Page 9 investment opportunities which are strongly place based, that is, which leverage regional advantage and stand to prosper here beyond any other place supported by local assets, expertise and collaborations. Highlights from 2014 – 15 With so much to be done it is important that we keep strategic focus set by the Roadmap and our Annual Plan. Our activities are guided by the terms of our funding agreements and strategic priorities of stakeholders. In achieving contracted outcomes of A Regional Plan, Economic Development, Project Development, Promotion of Government Programs and Collaborations and Partnerships, we concentrate on projects and initiatives that are identified as Creating the Conditions for Investment, Business Retention and Expansion, Industry Development and Investment Attraction and Partnerships Collaborations and Governance. Objectives and notable outcomes for 2014-2015 include: Creating the Conditions for Investment: 1. Sustainable natural resource management: Integrated Vulnerability Assessment, Climate Change Adaptation Plan, Adaptation for Water, Water Next Steps, Regional Water Forum. 2. Connected, Creative and Innovative Communities; Design informed. Outcomes: ArtMusicDesign virtual hub for creative industries; Design Narratives; 3. Leadership development: Barossa Future Leaders program, Young People in Ag network, Young Ambassadors networking and mentoring framework. 4. Workready work skills and industry relevant career development: Training programs in aged care, retail and hospitality and horse handling and track riding, work- experience integrated. 5. Precincts development, place management: 8 Community and Precinct Building workshops with Chris Sands, contribution to Gawler Urban Design framework. 6. Trails and paths for tourism and recreation: Cycle trails, Epicurean Way product development. 7. Infrastructure audits and advocacy: Freight Forum Report on first mile last mile issues. Submission to South Australian 90 day project on Freight transport. Water Forum. Business Retention and Growth 1. Enterprise Assessments and business case development. 57 buisnesses assisted with capability assessments and 4 supported to development business case proposals. 2. Workforce skilling Outcomes: Customer Service workshops for cellar doors. 3. B2B professional services framework. Outcomes: 19 Professional Service Providers joined service provision network; 57 business supplied with targeted professional business services. 4. Access to Grants to assist business growth. Outcomes: more than 12 business assisted with grant applications. 5. Crisis assistance; B2B taskforce applied to 3 business crises. 6. Business owner skills development: 19 capability development workshops for business including governance, financial skills and digital business skills. 7. Business networks development. Outcomes: 20 Business Breakfasts and networking events. 8. Regional business register: Website for local business to find and be found.
Page 10 Investment Attraction, Entrepreneurship and Industry Development 1. Geospatial (interactive) investment map: Major project for the year, a geospatial investment map with layers of hard and soft infrastructure, business locations, industry descriptions, demographic information, planning and resource information. 2. Regional Information/regional promotion: reports, publications and summaries on RDA Barossa website; presentations at conferences and business events; regional investment information for local Government China delegations 3. Investment Prospectus and Portfolio of Investment Opportunities, Free Trade Agreement opportunities assessment. Locally specific report on opportunities and potential challenges under recently negotiated Free Trade Agreements; Portfolio of Investment opportunities. 4. Site selection, partnerships identification: 6 substantial investors assisted with site selection for potentially $200 million investment; 3 projects in development through identifying potential collaborators, connecting them and assisting with project development. 5. Fast Growth Startups peer to peer networking and development: Barossa Team for StartUp weekend; 8 fast growth businesses assisted. 6. Wine Food Tourism Strategic development and priorities assessment: Wine Food Tourism Cluster value chain mapping and opportunities, issues & barriers identification. 7. Horticulture mapping: Identification of growth and export capacity for horticulture businesses in the region; Progress on Water Infrastructure planning. 8. Equine – strategic planning and infrastructure audit: Equine Industry facilities project proposal; ongoing mapping of equine industry. Report on contribution of Equine Industries to the Barossa. Partnerships Collaborations and Governance 1. Networks Development: 60 events, forums, collaborations for networking. 2. Stakeholder Liaison: RDSA delegation to Canberra, meeting with relevant ministers and their staff on regional South Australia capability and challenges. 3. Regional Roadmap revision. Reframing of Regional Priorities as 5 infrastructure Priorities, 6 Industry Growth Opportunities Priorities, 10 Gamechanger projects and Planning and Regulatory Reform. 4. Local participation in government programs: includes ATO referrals, Luxury and Functional Foods, Export Finance, Tradestart, Industry Skills Fund, Rural Financial Counselling, Business.gov and a range of grants. 5. Governance: Mediation, governance and Strategic Planning services across regional community and industry institutions. A selection of case studies has been developed to flesh out this summary, and to give a better “feel” for the operations and impact of RDA Barossa. This is still only a snapshot of our activity with RDA Barossa often operating in the “Spaces in between” where there is a gap in regional capacity that RDA can meet and develop local capability to take on the issue or cause, helping to strengthen regional institutions and capability development. This is often the case in respect of regional disadvantage. Much of this work continues in 2015 – 16 with the geo-spatial map enabling a much swifter response for investors with RDA resources more strongly devoted to attracting and supporting new investment. New CRM system and RDA Barossa website redevelopment Page 11 Much of this work continues in 2015 – 16 with the geo-spatial map enabling a much swifter response for investors with RDA resources more strongly devoted to attracting and supporting new investment. New CRM system and RDA Barossa website redevelopment are underway – facilitating more effective digital communication with the world. A Youth Employment Strategy and a Masters Careers initiative will offer new approaches to workforce participation. B2B will continue to grow a professional services industry and some of our investment projects (presently commercially sensitive and so not discussed) should add spark to the local economy. The renewed policy interest in Food Production (and I note the Agricultural White paper) and the strong international appeal of the Barossa name provide a new contact for agricultural prosperity in the region. Some exciting prospects in DC Mallala including the Migratory Shorebirds Sanctuary, repurposing of the Ridley salt lakes and the proposed extension of recycled water to expand horticulture, will redefine that area. The Gawler Urban Design framework brings the threads of Gawler’s commercial district together with a strong proposition for investment to meet growing population demand. In all, with a great team in place - and I acknowledge and thank an exceptional team of professionals – and with a shared vision for structured regional growth, there is plenty of reason for optimism. I thank outgoing Chair, Ian O’Loan OAM for his support and guidance over the past 5 years and retiring board members for their contributions and generous support of their time. I look forward to working with new Chair Ivan Venning and his perspectives gained in 20 years as an elected representative of the region. I thank all board members for their time and contribution this year, particularly those who have contributed beyond the boardroom with supporting operational activities where their expertise and experience added enormous value.
Anne Moroney, CEO RDA Barossa September 2015.
Page 12 What is RDA Barossa?
What is Regional Development Australia Barossa? We are a regionally based, not for profit organisation that supports regional economic development and jobs growth.
In collaboration with industry, community and governments we seek to facilitate regional economic development and jobs growth. We offer assistance for business investment, advocacy and business case development for regional infrastructure, career development and skills training access.
We offer:
• Investment Attraction and Regional Information • Industry Development and Investor assistance • Access to business services and growth strategies • Career development and human resource planning • Skills training access • Workforce planning and development • Advocacy and business case development for regional infrastructure and investment • Community consultation and facilitation
Regional Development Australia Barossa (RDAB) is a partnership between the Australian, South Australian and Local governments (Town of Gawler, District Council of Mallala, The Barossa Council and Light Regional Council) to develop and strengthen the Barossa regional community. These three levels of government have invested in RDAB to deliver economic development services in the Barossa region.
Our staff have strong networks across government and experience in working with various government agencies and programs. They also, importantly, have extensive private sector experience and knowledge in developing business plans and initiatives to drive growth.
More information available at www.barossa.org.au
RDA Annual Barossa Report Organisational Chart 2015 2015/2016
Town of District Council RDA Barossa Inc. Board Gawler of Mallala 4 Local Government Representatives, Australian Government 9 Industry Representatives Chair – Ivan Venning Light Regional The Barossa Deputy Chair – Alex Zimmermann Council Council
Program Funding (DSD) Chief Executive Officer Program Funding (Regions SA) (until June 2016) (Economic Strategy, Infrastructure, Specific Projects and Partnerships) Anne Moroney Project Funding (Various)
Executive Assistant/ Finance Officer
Economic Development
Workforce Development Investment Spatial Business Attraction, Planning & Solutions & Industry Place Growth Development & Management) Strategy Project Barossa Career Entrepreneurship (0.4) (0.8) Officer Service - 1FTE (0.6) Career Coach
Economic Strategic Administration Development Communications (0.6) Projects (0.6) (0.4) RDA Annual Barossa Report RDA 2015 Board
Ivan Venning - Chairman
Born in Crystal Brook, Ivan Venning is a 4th generation farmer who Sarah Henderson finished his formal education at Prince Alfred College. Ivan was elected to State Parlimaent in 1990 and served as Shadow Minister, Party Whip, Chairman – Environmental Resoources & Development Sarah Henderson moved to the Barossa Valley 3 years ago to Committee and on the State Public Works Committee until his manage the Novotel Barossa Valley Resort. Sarah has extensive retirement in 2014. Prior to his election he was involved with Local hotel management experience contributing 17 years within the Government for District Council of Crystal Brook - Redhill, the International Hotel Industry. Sarah studied a Hotel Management Agriculture Bureau, Advisory Board of Agriculture, Rural Advisory degree at the Blue Mountains Hotel Management School, upon Council, State Board of the RSL and served for two years National completing her studies travelled considerably thorough out Europe Service. In 2015 Ivan was elected as President of the SA & Asia while working with Starwood Hotels in London. Sarah aims to Parlimentary Wine Club and Captain of the SA Parlimentary maintain her passion for Tourism and Hospitality as a board Bowling Club. member. Alex Zimmermann – Deputy Chairman Annabel Mugford
Alex Zimmermann is a member of the South Australian Police Force Having worked in the wine and food industries for more than 25 and is the Local Service Area Commander for the Barossa region. years, you could say that wine and food are in Annabel’s blood. Alex is the Chairman of the Police Credit Union Board, PCU Annabel currently works at the Barossa Grape and Wine Financial Planning and also Workskil (an employment services Association partnering with wine producers promoting the Barossa provider). As well, he is the Deputy Chairman of the Federation of region to the world, including managing the Barossa Wine School Police Mutuals. He has successfully completed the SA Governor’s and the Barossa Wine Chapters Auction 2015. Annabel has Leadership Foundation program conducted by the Leaders previously worked at Wine Australia, PIRSA, Adelaide Hills Regional Institute of SA, which has provided him with a strategic overview of Development and a number of wine companies, always looking for the issues facing the South Australian and broader Australian ways of creating value and “wow” experiences for consumers and community into the future. Alex holds a Graduate Certificate in helping producers to deliver these Business Administration and is a Fellow of the Australian Institute of Company Directors. As a Local Area Service Commander, Alex Lynette Seccafien works in partnership with local stakeholders including local Lynette is currently Community Development Officer for the District government organisations, service organisations and community Council of Mallala, after working for several years managing a local groups. Alex was a member of the Marion City Council for eight Community Service Centre which included Visitor Information years. services. Lynette grew up in the district and has been involved with Rolf Binder community and sporting groups for the over 30 years, primarily in a voluntary capacity. Rolf Binder is an iconic name from the Barossa Valley, known amongst true wine collectors and connoisseurs as a producer of Brian Carr rich Shiraz of cult status. With his sister Christa, Rolf has built up Rolf Brian has held the position of CEO at the councils of Wakefield Binder Wines through consistently high standards and Plains, City of Elizabeth, City of Tea Tree Gully and Liverpool City uncompromising wine quality. Rolf is a keen supporter of the Arts Council, NSW, before taking up his current position of CEO at Light having housed a number of exhibitions, SALA events and live music Regional Council. During 2003 - 2007, Brian had been providing events including a series of recorded concerts for ABC Classic FM consulting services to the public and private sectors within South at the winery. Rolf is a strong believer in place and people, and in Australia. A fellow of Local Government Manager’s Australia and the value of the Barossa region and its future generations. an inaugural chair of the CEO network LGMA. He has been Tony Clark recognised and appointed a Business Ambassador for the State of South Australia. Tony Clark has had over thirty years experience in operational and management, beginning as a management cadet with the Martin McCarthy Advertiser Group and progressing through various national and international roles around food and food packaging and Martin was appointed as the CEO of The Barossa Council in 2012 marketing. and brings a wealth of experience in state and local government in finance, economics and business management at senior Tony has held a number of senior roles developing family food management level. corporates and is currently General Manager of a family business based at Roseworthy. Tony is a Certified Practising Manager, an Associate Fellow of the Australian Institute of Management and a Henry Inat Company Director. He is a former Chair of the State Horticulture Development Board and Premiers Food Council. Henry was appointed Chief Executive Officer of the Town of Gawler Victoria McClurg in early 2013. Prior to this he worked as General Manager at the City of Charles Sturt. Over his 20 year career he has worked at Victoria McClurg is the head cheesemaker and owner of Barossa seven Councils and two State Government agencies, including Valley Cheese Company in Angaston. A national and international Planning SA and the Department of Treasury and Finance. award winning producer of artisan cheese, Victoria is committed Henry holds post Graduate Qualifications in Business Management to the integrity of the Barossa Valley and its primary producers. and Regional Planning and a BA in Town Planning.
Matrina Márton
Katrina was appointed as the CEO of the District Council of Mallala Andrew Morphett in May 2015. Prior to this she was the General Manager of the Andrew Morphett is an experienced businessman in Financial Corporation of the Town of Walkerville. Katrina returned to SA in Services and Hospitality Management. Andrew is also a grazier and 2011 following a successful career as a major event producer in current co-owner of Anlaby Station, the Australian mainlands oldest Sydney with highlights including Producer of the Sydney New Years continuously operating Merino stud. Eve celebrations and Executive Producer for the Sydney Gay & Lesbian Mardi Gras. RDA Annual Barossa Report RDA 2015 Staff
Anne Moroney She holds a Bachelor of Business (Tourism Management) and a Graduate Diploma in Social Science (Environment and Planning). Chief Executive Officer
With a background in commercial law and relevant studies in Law, Danny Simpson Economics, Economic Development, Mediation, Accountancy and Governance, Anne is responsible for organisational Economic Development Projects performance and working with the Board to develop regional strategic vision. Anne liaises with the three levels of government Danny is a recent addition to our team and comes to us after and regional industry. Her priorities are infrastructure and a having spent over 28 years working in the Natural Resources and diversified economic base. Her goals are for sustainable economic Environmental industries in Australia. He is an experienced business growth in a design led and innovativing region. and operations manager who has spent over 10 years managing the SA offices of international water and environmental consulting Suzanne Merry firms and previously worked for the government of SA for 16 years. Danny is responsible for managing strategic projects related to the Executive Assistant/Finance development of natural resources in the RDA Barossa Region and also provides “in field” assistance to developing and established Sue brings to the role extensive Administration experience having businesses. He has exceptional knowledge of government worked closely with Chairs, CEOs and Managers. Sue possesses processes and is able to draw upon the knowledge of his vast financial management and project management skills including network to support business development in the RDA Region. contract and scholarship management and event organisation. Danny has tertiary qualifications in science, natural resources Sue welcomes the opportunity to work within the regional management, aquaculture and project management. community to assist and enhance its future development and well- being of its residents. Sue’s qualifications include an Advanced Diploma in Accounting and Corporate Governance. Stephen Birch Career Coach Elena Shchepina Steve brings a positive, enthusiastic and passionate approach to Investment Attraction and Industry Development helping people succeed. He has had a diversified administrative career within the Manufacturing, Tertiary and Local Government Elena has extensive experience in Economic Development and sectors, where he has undertaken a variety of roles including: Investment attraction in Russia. Her specific interests are Start-ups, Career Planning, Human Resources Management, Internal Quality Entrepreneurship, Industry Clusters and Investment attraction. Auditing, Rehabilitation and Payroll/Remuneration. Elena’s qualifications include medicine, business and consultancy. Steve’s qualifications include; Diploma of Human Resources Management, Certificate IV in Career Development, Certificate IV in Business and the Vocational Graduate Certificate in Career Development. Craig Grocke Economic Development – Spatial Planning and Place Management Felicity Trinne With a background in urban and regional planning, tourism Workforce Projects (Maternity Leave July – Dec 2015) development and urban design, Craig is responsible for RDA’s role in Spatial Planning (including tourism trails and freight movements) Felicity joined the Barossa & Light Regional Development Board in and Place. Craig has had a career in Local & State Government December 1999 as Office Trainee. Felicity is responsible for working for the Dept of Planning and Local Government, the SA managing the Regional Employment Program (funded by the Tourism Commission, the Dept of Conservation and Land Department of State Development) and an oversight of the career Management in WA and Dunedin Council in New Zealand. Craig’s service and employment networks. qualifications include: B.A. Planning, Grad. Dip. Recreation Her qualifications include a Certificate in Vocational Education Planning and Management; M. Appl. Sci. in Parks, Tourism and Health & Community Services, Certificates II & III in Business (Office Recreation Management. Craig is a Fellow of the Institute of Place Administration), Certificate IV in Assessment and Workplace Management. Training and Certificates III & IV in Financial Services (Clerical).
Meagan Stapleton Steve Thomas Meagan is undergoing a traineeship with RDA Barossa whereby Business Strategy and Growth Solutions upon completion she will receive a Certificate IV in Business Administration. This will build on her knowledge and experience With a wide ranging career spanning 35 years, Steve is a highly from the Certificate III in Business she received in 2012 and prepare experienced operations management specialist. Whether working her for her desired future in Administration. with small business, community organisations or federal agencies, Meagan enjoys the country side and hopes to find herself a career Steve brings insightful, practical systems and procedures to in a regional town once she has finished her traineeship with us. streamline process and maximise efficiencies. He is passionate Meagan spends her weekends playing netball for her home town. about Service Delivery, encompassing people issues, disaster recovery, information and technology systems, particularly call centres and support organisations. With a Degree in Business, accreditations in Customer Operations Performance Auditing and Caroline McInnes Training, Steve links hands on practicality with Business needs for Administrationcts systems and compliance in the areas of Food HACCP plans, operational performance and policy making. In 2014-15 RDA Barossa was able to offer a return to work Charlotte Williams placement for Caroline McInnes. Caroline has made a wonderful contribution to the team in administration support for economic Strategic Communications development projects including coordinating an extensive survey of local business to identify investment and jobs opportunity. Charlotte brings to the team knowledge and experience in urban and regional land use planning, and strategic projects at both state and local government levels, in both South Australia and Victoria. Her role at RDAB is to collate and communicate regional 2014-15 projects and maternity leave absence for Charlotte saw some additions to information on Opportunities and Investments in the Region, the team make valuable contributions. Regional Information and access to Government programs and grants. Charlotte also coordinates regional networks, including Young People in Ag, assisting networks to network and collaborate RDA Annual Barossa Report Highlights 2015 Financial Statements 2014 - 2015 RDA Annual Barossa Summary Report of 2015 Operational Funding
Summary of Operational Funding framework 2014 /2015
Operational funding is received from Australian Government (Department of Industry and Regional Development) and Local Government (The Barossa Council, Light Regional Council, Town of Gawler and District Council of Mallala). Operational funding covers CEO, Finance/Executive and Board Support and contributes to the Business Assistance programme and Economic Development activities in particular the Regional Roadmap. Program funding was received from The Government of South Australia through the Department for State Development for workforce development and skills training and Regions SA, a division of Primary Industry and Regions for investment attraction and jobs creation. RDA Barossa also undertakes a few smaller projects as won which contributes to regional goals and Roadmap Priorities. The outcomes to be achieved from these programs support strategic intent. Headline KPIs relate to new investment and jobs. The work plan is framed in terms of the COAG determinants of growth and is aligned with Commonwealth State and Local Government Priorities and regional opportunity. 2015-2016 Commonwealth and Local Government Funding continues to be governed by the Operational Funding Contract 2013 – 2016 with a linked Local government Funding Contract with common KPIs and the additional requirement of business assistance. DSD Funding (Work Skills, Career Service) is negotiated on an annual basis and the Regions SA was a combination of a one and a two year program with specified outputs and KPIs Other project contracts generally to state government programs or local government collaborative projects. In the case of some community projects, RDA Barossa provides support for groups to establish through in kind assistance with governance and financial oversight. These are short term arrangements and have no net impact on budget other than RDA staff resources. A number of supporting projects, particularly around tourism product development, are resourced from a small surplus and are carried forward as appropriate. A program of replacement of office computer equipment is underway as part of routine upgrades and replacements (replacing equipment purchased in 2009 – 2010 and no longer fit for purpose). :I'>Dean Newbery & Partners CHARTERED ACCOUNTANTS ABN30 164 612 890
INDEPENDENT AUDIT REPORT TO THE MEMBERS OF THE REGIONAL DEVELOPMENT AUSTRALIA BAROSSA INC
Scope The special purpose financial report comprising the Board's Report, the Statement by Members of the Board, the Profit and Loss Statement, the Statement of Financial Position, and the accompanying notes to the financial statements of the Regional Development Australia Barossa Inc ("Association") for the year ended 30 June 2015.
The Board of the Association is responsible for the preparation and trueand fair presentation of the financial report and have determined that the accounting policies used anddescribed in Note 1 to the financial statements, which form part of the financial report are consistent with the financial reporting requirements of the Associations Incorporation Act 1985 and are appropriate to meet the needs of the members. This includes responsibility for the maintenance of adequate accounting records and internal controls that are designed to prevent and detect fraud and error, and for the accounting policies and accounting estimates inherent in the financial report.
The special purpose financial report has been prepared for distribution to members for the purpose of fulfilling the Board's financial reporting requirements under the Associations Incorporation Act 1985. We disclaim any assumption of responsibility for any reliance on this report or on the financial report to which it relates to any person other than the members, or for any purpose other than that for which it was prepared.
Auditor's Responsibility Our responsibility is to express an opinion on the financial report based on our audit. We have conducted our audit in accordance with Australian Auditing Standards. Those standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Association's preparation of the financial report that gives a true and fair view, in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Association's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the committee, as well as evaluating the overall presentation of the financial report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Independence In conducting our audit, we followed applicable independence requirements of Australian professional ethical pronouncements.
Audit Opinion In our opinion, the financial report presents fairly, in all material aspects, the financial position of Regional Development Australia Barossa Inc as at 30 June 2015 and its financial performance for the year then ended in accordance with the accounting policies described in Note 1 to the financial statements, and the Associations Incorporations Act 1985.
ACCOUNTANTS
PARTNER
Signed on the14'h day of September 2015, at 214 Melbourne Street, North Adelaide, South Australia 5006.
Office: All Correspondence: T: (08) 8267 4777 214 Melbourne Street PO Box 755 F: (08) 8239 0895 NorthAdelaide SA5006 North Adelaide SA5006 E: [email protected]
Liability limited by a scheme approved under Professional Standards Legislation Page 14 Regional Development Australia Barossa Inc. Financial Report for the year ended 30 June 2015
BOARD'S REPORT
Your committee members submit the financial report of the Regional Development Australia Barossa Inc. for the financial year ended 30 June 2015.
Board Members The names of Board members throughout the year and at the date of this report are:
Ivan Venning Alex Zimmermann Brian Carr Henry lnat Victoria McClurg Lynette Seccafien Tony Clark Rolf Binder Sarah Henderson Katrina Marton Andrew Morphett Martin McCarthy Annabel Mugford Retired Ian O'Loan Wayne Perry Charles Mansueto Jo Thomas Peter Sellar
Principal Activities The principal activities of the Association during the financial year were to provide strategic and targeted responses to economic, environmental and social issues affecting the region.
Significant Changes No significantchange in the nature of these activities occurred during the year.
Operating Result The operating surplus before funds brought forward amounted to $23,573. s;�oo ;, ??,17(,."'"" soo� .....•=tlf · II ./... , ... /'. .. ·-l/!� ...... "'�-· _>aR-Vennin.9. • . • • -· -
Tony Clark
Dated this 11'h day of August 2015
Page 15 Regional Development Australia Barossa Inc. Financial Report for the year ended 30 June 2015
STATEMENT BY MEMBERS OF THE BOARD financial report should be prepared in accordance with the accounting policies outlined in Note 1 to the financialThe Board statements. has determined that the Association is not a reporting entity and that this special purpose
In the opinion of the Board the financial report as set out in the F1nanc1al Report: 1. Presents a true and fair view of the financial position of Regional Development Australia Barossa
Inc. as at 30 June 2015 and its performance for the year ended on that date. 2. At the date of this statement, there are reasonable grounds to believe that Regional Development Australia Barossa Inc. will,,.�, be able to pay its debts as and when they fall due. i t ment is made in acco ol ion of th B fd and is signed for and on behalf of the !�= � ��� � :.� r t � I / ( f1 i l ...... e: ...... �..<.�...... Chair 1 / / ---:;
Ivan Venn�f a U�-.....- ....- ...- ....- ... Treasurer =························ Tony Clark
Dated this 11" day of August 2015
Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26
Case Studies
Investment Attraction & Industry Development 2015 Case Study Investment Map for Barossa Region
What was the issue? • Lack of one stop shop for information about the Region • No resource offering data for all 4 Council areas at one place • The increasing reliance on visual data presentation • Investors need for targeted information on investment opportunities and industries with the highest growth potential. What was the action or project? Barossa Region Investment Map (the Map) is a snapshot of the Region highlighting strengths and comparative advantages. The Investment Map is a web-based GeoSpatial map showcasing existing and prospective investment opportunities as well as social, economic and geographical advantages of the Barossa region (Mallala, Barossa, Gawler, and Light). It displays main industries and clusters, emerging opportunities, key infrastructure including social. For each displayed site information with picture and web-link can be provided (in a pop-up window). The Barossa Investment Map contains following layers of information: 1. General Layers with information about the Region: boundaries, road infrastructure, ports and airports, freight routes, government and social infrastructure of the region 2. Industry layers demonstrate the main industries and targeted clusters such as wine, tourism, food, equine and canine, wedding and events, manufacturing and professional services 3. Investment opportunities by sector: wine, food, tourism and other. Property and assets seeking new owners are to be linked. 4. The Map has a web menu similar to the website menu which provides following information: 5. The Map gives following options: What was the role of RDA Barossa? The Map is conceived and produced by Regional Development Australia Barossa as a tool for investors and investment in the region. With a limited budget for the project, much of the information was collated and built in excel data sets by RDA Barossa staff, accessing available data sets and map layers from commonwealth and state government agencies. RDA Barossa collected and continues collecting and updating information for the map. RDA Barossa will maintain the map. What was the outcome? A Map to attract and support investment decisions to the region and Information rich layers expand the use of the map to residents and tourists to locate services and facilities. RDA Barossa supports the Map with one on one investor assistance What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa provides a regional perspective from a ground up which informs useful and necessary layers of information, connections and industry and government linkages and relationships which have facilitated access to the required information. RDA has access to information on investing and operating a business in the region and provides a range of expert advice, assistance and services to investors. We support all companies who decide to invest in the Barossa Region who will benefit from the unique features of our area, skilled workforce and continued strong economic performance. What were the learnings, long term and secondary benefits of the RDA intervention? 1. All the departments and organisations owing information useful for the Map act on a somewhat competitive basis 2. The Map requires ongoing support which should not be underestimated The Map is an advisory tool, assistance for decision making and ongoing feedback will inform its evolution as a “go to” site for industry and investment.
Page 28 2015 Case Study Investment Map Structure
Barossa Region Investment Map
Investment Map Structure
General Industry Layers Layers Engineering, Tourism Social Tourism Tourism Tourism Equine & Weddings & Manufacturin Introduction Geography Planning Utilities Transport Wine Food Industry Accommodati Infrastructure Heritage Experiences Retail Canine Events g & on Construction Townships Equine Engineering Telecommunic Emergency Artisan Food Churches & ArtMusic Main Street Beauty & with Watercourses Cadastral Roads Wineries Hotel Resort Facilities & Services ation Services Producers Cemeteries Design Business Fashion Population Clubs Consulting
Wine Services Food Supplier Culinary - Bed & Services & Industrial Adelaide Waterbodies LGAs Railways Health Markets Celebrants Suppliers Services Artisan Food Breakfast Suppliers Precincts
Culinary - Subcatchmen Barossa Community Vineyard Restuarant/C Sites/Homest Photography Manufacturin RDA Barossa Tourist Roads Cooking Tourist Parks Studs ts Region Services Blocks afe ead & Music g (non wine) Schools
Heritage Culinary - Accommodati Suppliers Logistic Hubs Catchments Localities Heavy Vehicle Aged Care Trainers Trails Markets on Services
Culinary - Industrial Residential Distances Soil Education Museums Restuarants/ Veterinary Artisasn Gifts Precincts Code Cafe (Areas) Outdoor & Development Government Wedding Government Adventure - Canine Planning Offices & Listings Reception Offices On Road Breeders Grids Libraries Venues Paths Outdoor & Land Retail & Adventure - Conference Development Social Off Road Venue & Halls Proposals Infrastructure Paths Outdoor & Land Adventure - Services & Development Bikes not Suppliers Zones allowed Landuse Outdoor & Adventure
Motor
Cellar Doors
Page 29 2015 Case Study LRC Investment
What was the issue?
Under the auspices of the Government of South Australia’s engagement with Shandong Province in China, a local government delegation visited China to promote investment opportunities in the region. RDA Barossa approached a partner council which was participating in this delegation, with the offer to prepare introductory materials, highlighting investment opportunity in the region. A very short time frame was available to produce the materials and RDA Barossa was able to draw on its extensive knowledge and analysis of the region and regional priorities to produce a useful document in time. What was the action or project?
Barossa reprioritised its work and developed a Light Regional Council Investment Prospectus, “Investment Opportunities Abound”. RDA Barossa compiled and published the information in professionally printed hard copy and on USB sticks for distribution. What was the role of RDA Barossa?
Barossa designed, researched, and produced the information booklet, consulted with Council’s Economic Development Officer on the content, printed and published and delivered to LRC’s delegate.
What was the outcome?
Barossa designed, researched, and produced the information booklet, consulted with Council’s Economic Development Officer on the content, printed and published and delivered to LRC’s delegate.
What did RDA Barossa bring to the project/action that was special or that no one else could bring?
Barossa’s knowledge of the region and understanding of regional priorities and opportunities enabled it to compile a document in a short time frame, enabling the council to undertake broad ranging discussions as part of the delegation. What were the learnings, long term and secondary benefits of the RDA intervention?
The quality of information and investment materials is very important. RDA Barossa will continue to evolve the suite of materials relevant to investment in the region, on an individual LGA basis, region wide and cross regionally, as relevant.
Page 30 2015 Case Study Accelerating Strategic Investment
What was the issue? RDA bodies support local business to apply for government grant funding, in particular regional development funding. However applications are often weakened by the absence of a robust business case or feasibility study to underpin the application. Public funds are rarely offered to support the development of the business case and proponents are often unwilling to pay for these given the uncertainty of grant funding outcomes. What was the action or project? In collaboration with all regional RDAs in South Australia, RDA Barossa applied to the Government of South Australia for a grant to support feasibility studies to be developed for strategic projects to deliver investment and jobs. The application was successful and RDA Barossa project managed the grant fund. What was the role of RDA Barossa? Applying for the grant fund (assisted by RDA Yorke and Mid North) negotiating funding deed, designing the programme, calling for EOIs, advertising and promoting the fund, forming the selection panel, providing administrative services to the selection panel, receiving collating and distributing EOIs to selection panel, convening and facilitating selection panel meeting, writing up the deliberations, advising successful applicants, negotiating short form funding agreements, negotiating requests for extension of time, chasing up and reviewing Feasibility Studies, preparing reports and submitting studies to Government of South Australia, sorting and delivering EOIS and Feasibility Studies to relevant RDAs for follow up, financial management and fund acquittal. What was the outcome? 38 EOIs resulting in 15 co-funded Feasibility Studies to support funding applications. A number were used to support Regional Development Fund and NSRF applications. What did RDA Barossa bring to the project/action that was special or that no one else could bring? Project management expertise and capacity. Relationships with government and Industry. A network around the state which made the project possible. Collaboration within that network. What were the learnings, long term and secondary benefits of the RDA intervention? The project identified a clear demand for such funding rounds. Feedback indicated that the maximum of $10,000 contribution to the feasibility study was insufficient for really major projects. The process has sparked thinking about feasibilities which, if another round were to be launched today, I would anticipate a significant number of EOIs.
Page 31 2015 Case Study
Business Investment
What was the issue? Business confidence is strongly related to the immediate business environment. Confidence builds confidence. Understanding total investment and intended investment enables government to measure business confidence and identify leading indicators not just lagging indicators. RDA Barossa’s impact on economic development is not limited to investment by companies individually assisted but by the overall attractiveness of the region for investment and business growth. What was the action or project? Developing a methodology and surveying business investment over the past 12 – 18 months and in the coming 12 – 18 months to better understand the economy and business activity in the region. What was the role of RDA Barossa? RDA Barossa designed and implemented a business survey to measure regional investment. The surveys was conducted in a number of ways including online, pounding the pavements (main streets retail) and by telephone. The information gathered was added to already known investment information to put together a picture of regional recent and intended investment and business confidence. What was the outcome? This is a recent initiative in its early days. To date, 150 responses disclosing $35,848,200 of recent investment and $31,844,000 of proposed investment. Incentives have been added to the framework to encourage the next wave of responses. This project will be ongoing. Target is 400 responses per annum. What did RDA Barossa bring to the project/action that was special or that no one else could bring? Connections, knowledge, understanding of critical issues, profile in the community and organisational capacity. RDA’s role gives it the credibility and trust for business to respond. RDA is positioned to share aggregated information for broader benefit. What were the learnings, long term and secondary benefits of the RDA intervention? By generating aggregate information about regional investment, RDA Barossa hopes to stimulate economic activity through improved business confidence. The information will also inform workforce development programs and leveraged opportunity.
Page 32 2015 Case Study MURAF manufacturing
What was the issue?
Traditional manufacturing is in decline and new manufacturing opportunities need opportunities are needed. The Barossa region has strong manufacturing trades skills base. An entrepreneur and innovator sought assistance of RDA Barossa to refine his business case and attract funding support to build a prototype which would enable him to demonstrate the capability of his invention and attract orders to support a new advanced manufacturing business. The anticipated jobs creation is 70 (stage 1) up to 400 in full production. What was the action or project?
To support the inventor/entrepreneur to commercialise his product and commence manufacture. What was the role of RDA Barossa?
RDA Barossa worked with the entrepreneur to test the innovation and business case for production, benchmark against products which perform a similar (though inferior) function and identify markets. RDA Barossa also supported the proponent to further consult with proposed users of the product for design input. We facilitated and supported him in meetings with the Department of State Development and AusIndustry and identified funding opportunities and assisted with applications. It became apparent that his commercial decision to not apply for patents (to minimise the facility of copying) was a barrier to government support and those patent applications are now underway. RDA Barossa also entered the project in a post graduate program at Flinders University New Venture Institute. What was the outcome?
The Regional Development Fund application went to second round but not ultimately funded. Once patents are registered, we will again pursue commercialisation grants. What did RDA Barossa bring to the project/action that was special or that no one else could bring? A capacity to identify the opportunity and connections and relationships to assist the entrepreneur to meet with key influencers and decision makers. In house skills to improve presentation of business case and insights into market information required. The capacity to negotiate entry into the New Venture Institute program. Relationships with government and Industry. Collaboration with business and government. Commitment to seeing manufacture in this region (the entrepreneur has interstate and overseas interest but would first like to explore all opportunities to manufacture close to home). What were the learnings, long term and secondary benefits of the RDA intervention?
That with its connections, relationship and insights, RDA Barossa is ideally situated to develop partnerships and collaborations for mutual leverage and wider benefit, including collaborations for funding / investment and job creation. Sometimes though, it doesn’t happen overnight. Commitment and persistence are required. Page 33 2015 Case Study StartUp Weekend
What was the issue? • Low level of entrepreneurial activity in the region – need to identify and support local start-ups • Conservative thinking, lack of entrepreneurial mindset among local businesses • Great number of family businesses where younger generation continues doing the same things as older ones without getting new knowledge and innovative expertise Need to develop small business sector as the sector creating the highest number of jobs. What was the action or project? • The first attempt to take part in Start-up weekend (Flinders University initiative) was in 2014. Although there was no one outside RDA willing to take part RDA Barossa initiated preparations for the next Start up Weekend early in this year. All local business minded people applying for B2B support were informed about this opportunity and RDA funded 10 places for the Start Up weekend 2015. • The result was exciting with much enthusiasm 10 Barossan participants attended. The participants were able to work on their own ideas, or work on ideas of others. • The Start-up Weekend was keenly contested, with judges praising all participants for the consistently high quality of the 13 final presentations. The 13 teams worked ALL weekend to develop their ideas and present it to judges and other participants on Sunday night. Each team developed a real business plan and all attributes to start business today. It was a great weekend, amazing working environment and fantastic teambuilding. What was the role of RDA Barossa? Sustainable approach in development of entrepreneurial mindset in local businesses; Preparing the background for the “entrepreneurial intervention” through B2B and RDA events; Taking part in the development of Barossan ideas and giving support during the whole event; Organising support and recognition of those who pitched their ideas after the Weekend; 3 articles in the local newspapers dedicated to the Barossa Team; Business support through B2B network. What was the outcome? 3 new business ideas were developed from scratch; Start-up Weekend participants started a new network of business minded people in Barossa; 3 pitches of new business ideas from Barossans to the 150 people; The Crowd Favourite Prize for BeerFo project - a promotional video from Flinders; Spectrum SA - 6 month Sponsorship package to run 6 video courses or webinars; AnySpace Global Third Prize winners - Consulting services and attendance to Smash It – 30-day Boot Camp; A business owner said that her goal is to pitch her idea and get a team to work on it next year; Boss Camp – similar program for young people - to be held in Barossa this year; All members attended the Transforming Business 2015 conference. What did RDA Barossa bring to the project/action that was special or that no one else could bring? Confidence that Barossa business ideas are great and could be recognised by larger audience. Productive teamwork and engagement of high-level expertise from the experienced specialists. What were the learnings, long term and secondary benefits of the RDA intervention? Learning: it would be a great idea to launch start up weekend locally so that more businesses could participate in it and get knowledge, mentoring support and understanding of available resources.
RDA Barossa is going to launch a start-up weekend for children – BOSS Camp- and for creative industries. Ideas developed during the weekend are getting support from RDA Barossa after the event. More attention to technical start-ups as they require prepared audience and specific mentors expertise.
Page 34 2015 Case Study Business Events
Page 35 2015 Case Study Horticulture
What was the issue? D’Vine Ripe is a high tech covered horticulture facility growing premium tomatoes. Other facilities nearby, including Zerellas, require similar skills sets in workers but have different seasonal requirements for the labour. Both organisation had ongoing issues with highly casualised workforce with low levels of English. This risked creating a barrier to further investment. What was the action or project? In collaboration with the Government of South Australia through the workforce programs, RDA Barossa facilitated a Workplace Literacy pre-employment program and a work-experience based skills training program for local people. RDA has also linked the business with the developer of a nearby housing estate for cross-promotion of housing and employment opportunity. What was the role of RDA Barossa? Facilitating access to government financial support for the Literacy training and Accredited Horticulture Training. Project managing the training in conjunction with another horticulture facility and case managing the workers through to placement. What was the outcome? The literacy program has delivered improved English skills, though the structure of future courses will probably be workplace based rather than pre-employment. The candidates for the horticulture training took up positions but not all stayed – more intensive work experience is identified as desired. D’Vine Ripe has announced an $80million investment in expanding the facility creating 150 new jobs. RDA Barossa continues to work in partnership with the Government of South Australia to train the increasing workforce. What did RDA Barossa bring to the project/action that was special or that no one else could bring? Workforce skills programs, the Barossa Career Service, existing relationships with State Government, the businesses, other businesses and adjacent regions workforce program agencies. A readymade framework and knowledge of the training options to design and deliver the project.
What were the learnings, long term and secondary benefits of the RDA intervention? That larger corporations often have direct links to government to access support for new investment. However there remain critical roles for RDA to play in supporting investment in workforce development and training and in supporting the value chain.
Page 36 2015 Case Study Advanced Services
What was the issue? A local manufacturing business with a niche market in the mining sector identified an opportunity to not only supply a better part, but to train people to install it and generally maintain key mining equipment. Based near the Barossa Valley, this also provided an attractive destination for the residential training course, delivering broader benefit to the region. The barrier was access to a spent piece of equipment to be used for training. The decision makers in the company were difficult to access. Also, support with accreditation. What was the action or project? Facilitate access to spent equipment for training purposes and support resources to develop and accredit the training module. What was the role of RDA Barossa? RDA Barossa invited State Government Executives to the business for them to see the product and better understand the need for the Premier to make the relevant request to the most senior company executives. The business was also introduced to relevant government officials to support the development of the training package. Follow up. What was the outcome? The Drill was delivered and a training program developed, the program was launched in 2014 and two training groups have already undertaken the training locally, creating direct, quality jobs at the business and spin off benefits to the community.
What did RDA Barossa bring to the project/action that was special or that no one else could bring? A good understanding of who in government needed to be engaged and who could facilitate the desired results. This was clearly a case for connecting the business owner with the right government connections. Ongoing advocacy and support for the business. What were the learnings, long term and secondary benefits of the RDA intervention? That a critical role can be making the right contacts, and letting others take it from there. Monitoring and follow up when the wheels slow down. Broader community benefit from this development is real.
Page 37 2015 Case Study New Venture – Aged Care
What was the issue? In June 2015, Barossa resident approached RDA Barossa for help in determining options for a career change following redundancy. She met with RDA Barossa Career Service who assisted her to work through her options and strategies, Felicity then approached RDA for help in starting a new business: establishing a new aged care advisory business, catering for the growing numbers of people requiring aged care. What was the action or project? The RDA Barossa “Business to Business” (B2B) program assisted Felicity through the planning that she needed to undertake in developing her business model after the RDA Barossa Career Service assisted her in identifying possible futures following redundancy from a long held senior position in the aged care industry. What was the role of RDA Barossa? Felicity met with an RDA Barossa to conduct a gap analysis of the skills she would need to start a successful business, and to explore the new business’ visions, mission, quality, service, and pricing policy. The on-line assessment tool assisted her to review the planning she had done, together with identifying the risks in establishing a new business. She was also assisted by the B2B provider group in setting up her business website and marketing her business. RDA Barossa attended the media and community launch of the business which received wide local media coverage. What was the outcome? The business, Aged Care Assistance, is now up and running and steadily growing.
What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa was able to provide integrated career advice and structured, free business start-up advisory services, both through direct delivery by RDA and through B2B professional services. The B2B process provides a safe no cost, no obligation entrée into the utilisation of professional services. Getting good advice at start up stage gives the business a much better chance of success. Additionally, entrepreneurs are given a taste of how professional services could be seen as a business investment. What were the learnings, long term and secondary benefits of the RDA intervention? The RDA model brings a unique suite of services in an accessible, locally focused model that segues serious businesses to valuing and investing in paid services. The practice of linking career services and start up business advice tests the motivation for entering into business and the capabilities of the individual to establish and run their own business.
Page 38 2015 Case Study Culinary Tourism
What was the issue? Growing tourism is a priority for all levels of government. The Barossa is a globally recognised wine tourism destination with a growing culinary tourism offer. With a number of multi-award winning restaurants and a traditional food culture like no other in Australia, there was a gap in the café/pub food offer to meet the appetite for regional and seasonal at all levels of dining. What was the action or project? Next Level Dining Project – a chef/food consultant to work with 30 cafes and pubs to lift the food offer to fresh, regional and seasonal, refresh the menus, connect with local producers and join the South Australian “Eat Local” campaign. (2 year program)
What was the role of RDA Barossa? RDA Barossa developed the program in conjunction with a local chef and food consultant, Amanda Daniel, applied for funding through the Regional Food Initiatives Fund (SA Govt), contracted the consultant, identified and introduced the food service businesses to the project and to the consultant, prepared collateral for the project, organised a “Speed Dating” event between cafes and local food producers (including Adelaide Plains Vietnamese Farmers Association growers) and project managed the outcomes and project reporting and acquittals. What was the outcome? Year 1: 15 refreshed menus, 15 food service outlets coached in fresh and regional and seasonal, new menus costed and explained, introduced to local food producers with compatible products and manageable social media activities to support the business. The project also promoted the WiFi opportunity (RDA supporting installation of numbered WiFi access for cafes and tourism oriented businesses). Year 2 now underway. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa was identified with the opportunity (it had delivered a series of events a few years ago to increase knowledge of food tourism for every day food) which prompted the chef to propose the structure of the program. RDA Barossa had the industry contacts and credibility to encourage food businesses to sign up and undertake the program and has the media outlets to now promote those businesses which have refreshed their menus.
What were the learnings, long term and secondary benefits of the RDA intervention? Long term benefit is improved knowledge and a better all-round food experience for tourists. Some businesses also need professional business services support. Secondary benefit is the promotion of the SA Government/Food SA “Eat Local” campaign.
Page 39 2015 Case Study Barossa by Bike
What was the issue? Recent investment in the Jack Bobridge Track (RDAF enabled) , the Barossa Trail network and the Gawler Urban Rivers Trail network presented the opportunity to create a series of loop and spur trails that connect the Region for residents and key food and wine sub regions or ‘parishes’ to add value to the Region’s tourism experience. What was still required was supporting infrastructure and consumer information to better connect residents and visitors to the region’s towns, recreation areas and food and wine tourism precincts via cycle trails. What was the action or project? A series of cycling related projects interlink to capitalising on regional infrastructure funded through the Australian Government, including the Jack Bobridge Track and Hewitt Community Centre. These series of projects add value to existing infrastructure investment, improve the liveability for residents and improve the tourism experience with economic benefits for local business. What was the role of RDA Barossa? RDA Barossa champions Cycling Tourism in the region. For Barossa by Bike, RDA Barossa’s project partners were Barossa, Gawler and Light Councils and Tourism Barossa in seeking grant funding, providing expert advice and taking a role on a number of inter-related project committees, including leading the ‘Barossa by Bike’ trail map project. What was the outcome? The primary partnership outcomes include the scoping and delivery of: • Barossa by Bike Trail Map and Brochure • Barossa Bike Hub • Barossa Trail Network Interpretive Signage • Seppeltsfield Shared Path Feasibility Study • South Aussie with Cossie Tourism Segment (broadcast in October 2015)
What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa’s Regional Roadmap identifies the need for “Critical new infrastructure – facilities to support strong communities in growth areas”. The Barossa Region Open Space, Recreation and Public Realm Strategy, also coordinated by RDA Barossa, identified the need for regional communities to develop multi-use public facilities for sustainable recreation and tourism. The Barossa Tourism Product Gap Audit identified the need to provide tourism experiences other than wine and food to meet the demand for a more diversified and healthy holiday experiences. Cycle Tourism is identified as a priority growth sector in the tourism industry in the Barossa Regional Roadmap. What were the learnings, long term and secondary benefits of the RDA intervention? Through pooling knowledge, resources and skills, regional partnerships can extend to include a series of interlinking projects with a combined effect that goes beyond the boundary of any one council or industry group. Each project builds upon another to create significant impact and in this case, presents opportunities for a whole new market that is diversifying the traditional industries of the Barossa Region.
Page 40 2015 Case Study Young People in Ag
What was the issue? There is noted and statistical evidence demonstrating the downturn of young people entering the agricultural industry over the last few decades. For every Ag Science graduate in South Australia there are 4 jobs. Yet young people have the energy and capacity to value add and innovate agricultural production. What was the action or project? The Barossa Young People in Ag (Barossa YiAg). This is a volunteer group of farmers and industry people determined to change perceptions of careers in Agriculture. What was the role of RDA Barossa? RDA Barossa initiated the group following its work with Andrew Fearne on Value Chains in Food & Wine. Fearne’s report identified the need for collaborative innovation networks for Young People in Agriculture. RDA Barossa facilitates group activities and manages any funding (grant or sponsorship funds) on Barossa YiAg’s behalf. What was the outcome? In March 2014, Barossa YiAg hosted an AGTASTIC Conference, bringing 65+ young farmers from across the state to a regional sticky-beak tour and presentations. Some of the outcomes from our inaugural event in March 2014, included: • generating interest in innovative solutions for monitoring farm soil moisture. • discussion on the use of Dung Beetles to organically improve soils. • promoting the benefits of broad acre temporary electric fence Rappa system. • creating new friendships that have led to a better connected agricultural community. Barossa YiAg continues to have Friday catch-ups throughout the year on farm or social venue with guest speaker and networking for young farmers in the region. Recent topics include Succession Planning and what does an award-winning brewer look for when sourcing product for their beer (Barley, wheat, hops etc some of which is grown locally). What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa was the initiator and driver for the development of Barossa YiAg. It facilitated workshops and follow up meetings. It developed branding for the group and continues to participate as the key organising body for the group’s operations. In itself, this has achieved a successful community group filling a gap. Specifically for Agtastic, RDA Barossa facilitated the event – organised the venue, the speaker, the marketing material, and utilised the connections and support from the Barossa YiAg committee to develop and promote the events. A volunteer group, facilitation is the hardest component. For RDA Barossa to manage this, the group remains intact, functional and operational. What were the learnings, long term and secondary benefits of the RDA intervention? The importance of supporting and nurturing young people in ag, or looking to have agriculture as their career. Through the forum, young farmers were exposed to alternative and successful farming techniques that if implemented would to improve farming business efficiencies. The initiative received significant positive feedback. There is growing interest in the community in derivative food business and producing in demand product locally.
Page 41 2015 Case Study Wine Food Tourism
What was the issue? The Barossa Wine industry has international profile and is at the centre of the Australian wine industry. SME producers benefit from the technical resources and facilities in the region in a sophisticated co-innovation model. The industry recognises that in a competitive market members cannot be complacent and must strive for continuous improvement. Wine has strong interactions with Food and Tourism and these cluster relationships are to be strengthened, and priorities aligned, to maximise opportunity in a global market. What was the action or project? A Regional Wine Food Tourism Leadership Group, facilitated by RDA Barossa, working through a number of analyses too identify and collaboratively support priority actions for industry growth. The membership includes Wine Food Tourism Associations, RDA Barossa and local government. What was the role of RDA Barossa? RDA Barossa has coordinated and facilitated this group. We began with a workshop on collaborative strategy development and then undertook value chains mapping and scenario planning industry by industry and collaboratively. The next step was rate limiter or barriers identification which will lead to a common set of priorities, evidence based, to present to State and Commonwealth Governments. Gaps in information and infrastructure are identified along the way. What was the outcome? Closer relationships between industry associations and members and a better understanding of each other’s value chains. Local Government with a better understanding of industry priorities. What did RDA Barossa bring to the project/action that was special or that no one else could bring? Connections, knowledge, understanding of critical issues, profile in the community and organisational capacity. RDA Board members have participated in the workshops. Strategic and resource capacity and “neutral” facilitator role. What were the learnings, long term and secondary benefits of the RDA intervention? The work is continuing; the connections between broader industry players and the core groups, structured analysis, and collective planning is critical economic development activity for established industries. It is also consultation for Roadmap priorities and “one voice” for the region.
Page 42 Case Studies
Creating the Conditions for Investment 2015 Case Study Water for the Future
What was the issue? Water resources are scarce in SA. Settlement has modified catchments and the way water is used by the environment. The region has rich agricultural and tourism assets. Its capacity for growth and resilience to a changing climate depends on optimum use and management of water resources. What was the action or project? RDA Barossa Regional Water Forum – the first in a series of Public Forums to explore the 5 Infrastructure Priorities identified in the 2015 Regional Roadmap. Importantly this was to communicate the Water Adaptation Report and recommendations. What was the role of RDA Barossa? RDA Barossa developed support for, organised and convened the RDA Barossa Regional Water Forum held at the University of Adelaide, Roseworthy Campus on 23 June 2015. What was the outcome? The RDA Barossa Regional Water Forum was attended by approximately 90 representatives from the regional community, business and local and state government as well as political representation from 5 state and federal politicians. The event also received significant coverage in local media. The forum provided the venue for the official launch of the RDA Barossa Region Climate Adaptation Plan which was developed in conjunction with the SA government. The plan was launched by the Hon. Ian Hunter, Minister for the Environment, Water and Climate Change. The forum also presented information on topical issues relevant to the development of native and recycled water resources in and around the region including a description of the potential recycled water resources that may be available for further horticultural development. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA had won project funds and project managed development of the vulnerability assessment, adaptation plan and an adaptation plan for water, as the most significant vulnerability risk. This created the context for a further regional discussion on water and a bringing together of disparate interests and information on water resources. Since 1996 RDA Barossa and its predecessor BLD have offered leadership in research and understanding of regional water resources and actions required to protect and leverage them. RDA Barossa’s events management capability and its ability to engage with communities, businesses and local government across the region were critical to the outstanding success of the forum. The ability of RDA staff to understand regional water issues and the matters which impact them, and communicate around this, was a significant component of this success. What were the learnings, long term and secondary benefits of the RDA intervention? The importance of water resources to the development and prosperity of the region have become increasingly contentious due to the apparent growing scarcity of the resource and differing views on priorities for imported and recycled water. Through the Forum, stakeholders were able to better understand that water resources may continue to diminish in quantity and quality as climate change impacts and demand increases and that managing these pressures is critical for the future of the region. Stakeholders became aware of “new” recycled water resources that may be available to support horticultural development and sustain existing industries through innovative and co-operative approaches water use.
Page 44 2015 Case Study Barossa Freight Forum Outcomes
What was the issue? Freight and Logistics are key enablers of business, especially agri-business which dominates this region. Road improvements and maintenance are costly and need to be targeted to best meet industry needs. There are many stakeholders and priorities, advocacy groups and governments need to have aligned commitments and priorities. Key issues raised by industry include heavy vehicle access permits and gazetting of routes to improve ‘last mile’ access to major freight businesses; the interest in future access for Road Train and B-Triples to the Barossa region; concerns with standard of the Barossa Commodity Freight Route and the need to improve roads the freight network around Kapunda, many of which are still gravel roads that can’t withstand the volume of use. What was the action or project? RDA Barossa undertook a survey on freight issues, blockages and opportunities. Subsequently, together with the South Australian Freight Council (SAFC) hosted a Forum to discuss the future for freight logistics across the Barossa region. The results were fed into a 90 day action plan project initiated by PIRSA, which led to proposed policy changes and a review of regional transport infrastructure. Some of the issues identified in the RDA Barossa report have been addressed and others prioritised for funding. What was the role of RDA Barossa? RDA’s role was to coordinate and deliver the Forum with promotional support from the South Australian Freight Council. Its role included conducting the survey on regional freight logistics, understanding barriers for industry improving efficiencies, and investigating specific last and first mile freight issues including infrastructure, supporting local business needs. What was the outcome? Forty-five industry and government representatives attended to hear about state and regional plans to invest in freight infrastructure to improve competitiveness and ensure road user safety. Local Government presented on their future plans and the challenges faced in managing competing demands for the upgrade of roads to service the growth in freight transport while also improving the liveability towns that experience the impact of freight transport. One local business, exporters of stock feed acknowledge the impact of freight solutions: “The permit was issued for A Double access last week and we expect to start the new delivery system by the end of this week. The economic benefit to our business is around $500,000 of freight savings per year and potentially it delivers 2 new FTE positions within our production team. It will benefit local farmers by allowing us to deliver hay and pellet products to the port more efficiently and therefore at a competitive market price. We hope that in the next few years the increased efficiencies will allow us to expand our hay operations which in turn delivers more jobs and indirect benefits / employment to the region.” What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA’s contribution is its ability to coordinate a regional approach to freight issues which sit across many industry sectors and Local Government boundaries. RDA’s contact network within State and Local Government allowed the local industry to understand freight regulations, plans for investment in capital infrastructure by Government and engage the SAFC in advocating for their infrastructure needs and regulatory change. A further benefit is that RDA Barossa was able to engage in a State Government planning project to ‘follow through’ on the matters raised on the Barossa Region Freight Forum and get some quantifiable benefits for businesses within the Barossa Region. “We recognise that within the Barossa Valley, Kroemer’s Crossing and Samuel Road are two priority projects to improve the freight network and road safety. We also recognise Kapunda as an important hub for hay export which requires investment in the local road network, and Gawler’s need for a heavy transport bypass.” RDA Barossa is also able to follow up issues and assist with referring funding opportunities to businesses. What were the learnings, long term and secondary benefits of the RDA intervention? The key learning is the benefit of bringing together industry, business and government to understand regional freight issues and discuss what actions should and can be prioritised. The research leading into the Forum was also critical to feed into another State Government project which brought about broader benefits through proposed changes to permits for oversized vehicles (grain bins, moving farming equipment) which helps all primary producers across the State, and not just the Barossa. As evidenced in the extract above, the benefits flow through the supply chain with increased business confidence to engage further capital investment.
Page 45 2015 Case Study ArtMusicDesign
What was the issue? The connections between Art and Science, Music and Mathematics and Design and Technology are well understood, yet Art Music and Design as pathways to STEM skills are little leveraged. Recently the value of Art Music & Design in enhancing stem outcomes through embedded creativity and function have been identified. For the Barossa region, Art Music & Design engages the community and tourists alike. It is part of the Barossa DNA. However, Artists Musicians and Designers themselves are often solitary, working alone with no easy mechanism to connect or be found. Business models are often weak. What was the action or project? A regional Arts Think Tank identified the need for an Artists Register. RDA took up that challenge and developed it into a virtual hub for Artists Musicians and Designers – a place to collaborate and be found by businesses requiring their services. The site promotes design narratives in the community and the opportunity for Artists Musicians and Designers to develop profitable businesses. What was the role of RDA Barossa? RDA Barossa worked with the Barossa Arts Council, The Barossa Council and The Arts community to develop the concept, identify resources, engaged a web designer and a web developer to produce a functional site which was visually artistically appealing. RDA also contacted many Artists Musicians and Designers to register on the site. What was the outcome? www.ArtMusicDesigBarossa.org.au - A very popular web portal which promotes Artists Musicians Writers and Designers, discussions and Design Narratives about design in the region in product, place and industry. Events Managers now have access to a suite of artists and musicians for festivals and events and Case Studies promote the value of businesses collaborating with creatives. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA brought vision, energy and resources to the project along with a broad understanding of the multiple benefits of such a site from tourism product, showcasing young performers, business promotion and the events value chain. Venues and suppliers are promoted along with artists and musicians in a cluster approach for shared benefit. What were the learnings, long term and secondary benefits of the RDA intervention? That there are a lot more creatives in your community than you realise and helping them to do business locally, be recognised and financially rewarded for their skills opens up new business opportunities and engages creative talent in the region.
Page 46 2015 Case Study Totally Locally
What was the issue? Changing lifestyles, online business, multinationals, large corporates have all affected the way small business in main streets operate and how they interact with their community. Townships are the social as well as the economic centre of rural communities. Next generations are not receptive to committee structures or formal meetings. However there is a need for a framework to engage them in community activities that drive place, events and local economies. The solution needs to reduce reliance on local government to drive local business outcomes but rather to rely to shared responsibility models and community driven activism. What was the action or project? On a visit to the UK RDA Barossa EDO Craig Grocke was introduced to Totally Locally a small town initiative which was gathering momentum and changing the way township economies operated. Partnerships were formed by RDA Barossa to bring founder Chris Sands to South Australia to share his model and talk about the outcomes. The project involved a return visit to deliver a series of workshops and presentations on ‘Totally Locally’ as a branding and marketing toolkit and support network that is free for the purpose of building stronger communities. While the program began as a task to assist independent main street traders to create viable and vibrant towns through collaboration and communication, it has since become a framework with tools to engage residents and business in working together to make the place they live better. The motto that Chris uses is “Love the Place You Live” and his talks and workshops are about simple ways independent main street businesses and town groups can make their town better. As a self-help initiative it helps to build place identity, supports economic revitalisation and engages social capital through locally driven initiatives. What was the role of RDA Barossa? RDA’s role was to identify the opportunity, build partnerships and coordinate and deliver eight workshops in partnership with town groups, local government and main street businesses. RDA also ran one to one sessions for groups who wanted to find specific project outcomes. RDA Barossa hosted Chris during his visit. What was the outcome? The workshops provided an understanding of what other communities have done to revitalise their towns. Project groups also explored specific topics including markets, engaging creative people, branding and marketing on a low budget and exploring new models to engage young people and business in place-based community initiatives. The greatest benefit was inspiring people to try new ideas and think outside the box in how they can improve their business and community. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa’s contribution is the partnership it has built over three years with town groups, traders and community using ‘Totally Locally’ as a tool and Chris Sands as an inspiring speaker to energise change within a region. Having an ongoing relationship allows a more fine-tuned approach and a continual building of knowledge and trailing tactics particular to the needs of each place-based community group. RDA Barossa allocated and collated resources – in kind and cash - to bring Chris here and deliver the workshops. What were the learnings, long term and secondary benefits of the RDA intervention? The key learning is about sharing resources and ideas to help each other and reconnecting in what is becoming a more disconnected society. The program offers simple ways for businesses to work together to better communicate how they invest in the supply chain in a local community and how that improves the wellbeing of the whole community through jobs and cash flow retained within the local economy.
Page 47 2015 Case Study Barossa Future Leaders - BFL
What was the issue? The Barossa’s history of national and international success was born out of need and leadership. Our region’s leaders in business, government, church and community, have tackled challenges such as “the vine pull”, “the development freeze” and the recent “character preservation bill” with genuine interest for the long-term vision of “our Barossa”. To maintain current participation in local affairs and to engage educate and inspire new generations, a need was identified by a group of business leaders for a Future Leaders Program specific to the region. Needing an organising arm and a delivery mechanism, RDA Barossa was approached to support the proposed program and give it a “home”. What was the action or project? The BFL Program aims to create key thinkers and doers and nurture a generation of enthusiastic, knowledgeable and inspiring leaders. It comprises a week-long residential program and delivery of a community based group project. Two programs have been delivered successfully to date with the third to be delivered on September 2015. Sixteen participants representing various aspects of the Barossa community and industry will be selected according to published guidelines. The BFL Program is a unique community based initiative that aims to contribute to the growth of a vibrant and creative region and is a shared celebration for participants, sponsors and community leaders. Program participants are not limited by age or industry. BFL are drawn from all sectors within our community and share a common vision for the region - to grow a resilient and successful Barossa. What was the role of RDA Barossa? RDA Barossa facilitates this program supporting a community committee, financial management and providing continuity for the program. What was the outcome? To date 32 from across the region and across industries have successfully completed the two programs and 8 community projects have been researched and delivered with some major changes in the way the community think, feel and operate. The 8 topics included • Review and assess the viability of establishing a university in the Barossa Valley • Review and assess the Barossa Vintage Festival • Review and assess the revitalisation and invigoration of main streets • Review and assess the viability of an arts and culture trail for the Barossa Valley • Barossa Regional Residents Association: Relevance and Role for the Future • Engaging the Barossa - Community Play Space • Hands on Barossa - family based tourism experiences in the Barossa • Reinvigorate Barossa RSL Sub-Branches What did RDA Barossa bring to the project/action that was special or that no one else could bring? As regional connector and facilitator, RDA Barossa is the ideal governing body for a leadership program designed to engage participants with cross industries and promote regional development. The wine industry is the backbone of the Barossa economy, and this guides much of the focus and understanding of the fabric which makes up the Barossa. RDA Barossa’s networks has ensures participants are embraced from diverse backgrounds. Furthermore, RDA Barossa has played a key operational role in each of the programs development and delivery. RDA can “fill the gap” in the local institutional frameworks and bring a regional development perspective to the program. What were the learnings, long term and secondary benefits of the RDA intervention? The importance of cross industry awareness, understanding and support was made abundantly clear. Regional development as a concept cannot happen from one industry and the community is constructed from the intricate layers of differing businesses, as such the Program has significantly benefitted from the involvement of RDA Barossa. RDAB provides a necessary framework to facilitate the development of community led initiatives.
Page 48 2015 Case Study Mt Lofty Ranges Worlds Heritage Bid
What was the issue? The fertile agricultural lands surrounding Adelaide were the subject of a 19thCentury settlement project to establish “Utopia”. The resulting special surveys exist today and underpin the settlement patterns which have endured. Based on the work of Jeremy Bentham and his pupil John Stuart Mill, Edward Gibbon Wakefield applied the principles of Systematic Colonisation for a structured colonisation framework to deliver shared value. The celebration of these beginnings and the agricultural landscapes which resulted creates an opportunity for farmers and businesses to showcase their uniqueness to the world through World Heritage Inscription with UNESCO. This settlement pattern underpins the innovation ecosystem in South Australia. What was the action or project? The Mount Lofty ranges World Heritage Bid – a collaboration of seven Councils and RDA Barossa to develop, document and submit an application for national and world heritage inscription of the working agrarian lands. Research and publication of supporting studies and research. What was the role of RDA Barossa? RDA Barossa was approached by Adelaide University’s Professor Randy Stringer who initially proposed the unique history as a basis for the bid. Professor Stringer was aware of work RDA Barossa had undertaken in agricultural value chains and integrated Design which sought to maximise opportunities for farmers in the region through planning and access regimes which respected and leveraged the region’s origins. RDA Barossa supported Professor Stringer’s proposal which was then put to local government and supported. RDA Barossa works with a local government committee in the preparation of the bid and community knowledge and engagement about the bid. RDA Barossa’s role is currently a support role. What was the outcome? Seven councils currently partner to develop the bid. The documentation of the history of innovation in South Australia. What did RDA Barossa bring to the project/action that was special or that no one else could bring? A connecting role, knowledge of regional assets and strengths and a framework to support bid administration. Events capacity and resources to host visiting WHS experts. Through its networks, informing and educating about the bid. What were the learnings, long term and secondary benefits of the RDA intervention? An anticipated related boost to tourism and agribusiness returns from World Heritage Inscription.
Page 49 2015 Case Study Climate Change Adaptation
What was the issue? In an agriculture based economy, changing weather patterns, rainfall variability and increasing temperatures have significant impacts on the regional economy. Fire and Flood risks are also heightened and community needs to be prepared for more extreme temperature variations. What was the action or project? A regionally based approach to climate change readiness and response. RDA Barossa successful submitted an application for funding to the state government for the development of an Integrated Vulnerability Assessment and Climate Change Adaptation Plan. The IVA highlighted the critical importance of water so the Adaptation Plan was commissioned in two parts: A general plan and a plan for Adaptation for Water. What was the role of RDA Barossa? RDA Barossa developed support for, organised and project managed the studies and reports. We appointed a steering committee of industry members for insights and review of the work. What was the outcome? The IVA identified a number of regionally specific risks including community risks for increasingly hot days in an already hot summer pattern and the need to access to “cool community spaces” to manage health impacts. It highlighted water as a key requirement to continued prosperity for wine, food and tourism industries. The reports were launched at the Regional Water Forum and work continues.
What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA attracted the project funds and project managed development of the vulnerability assessment, adaptation plan and an adaptation plan for water, as the most significant vulnerability risk. With a broader regional economic development perspective, RDA Barossa is able to engage leaders across industry groups and local government to not only identify issues and solutions but who will lead each action. The findings from this work have been fed into the development of the Public Health Plan (led by local government) The Zone Emergency Services Committee (local government, police and emergency services) and industry bodies, in particular wine. Since 1996 RDA Barossa and its predecessor BLD have offered leadership in research and understanding of regional water resources and actions required to protect and leverage them. We designed the first regionally based Sector Agreement and had participated in higher level climate change planning. This provided the consultants with a body of knowledge and research so that their resources could be directed towards more practical aspects of adaption. What were the learnings, long term and secondary benefits of the RDA intervention? A blueprint for planning for changing climate and priority actions for industry and community. RDAB is able to occupy the “spaces in between” until champions emerge to continue the work.
Page 50 2015 Case Study Barossa Career Service
What was the issue? Skills training programs did not always engage the right person in the right training program. Often people did not pursue opportunity trained for, dropped out of training, or had not the right skills or aptitudes for the training or the industry. What was the action or project? Barossa Career Service – a tailored regional service to better match people, capabilities and opportunities in the region.
What was the role of RDA Barossa? Under the Government of South Australia’s Jobs and Skills program, RDA Barossa delivers Career Services engaging an experienced and qualified career practitioner to provide one-on-one support to help job seekers identify regional opportunities and gain the confidence and skills to apply for work in their chosen career. These services primarily support those people who are unemployed or underemployed or at risk of losing their job. The service also assists employers to employ, in conjunction with the B2B program. What was the outcome? The Barossa Career Service (BCS) has an outstanding record of success stories within this region: Linda is a mature woman who had a casual role in merchandising that did not provide much work and was not fulfilling. Linda had the goal of obtaining an administrative role at a doctor’s surgery or hospital so she undertook Certificate II in Business, then Certificate III in Medical Administration. She did not have any “real” experience in an administrative role and approached the BCS for assistance. BCS provided practical tips on updating her Resume and undertaking volunteer work with the local health service – Linda was very excited and appreciative of the suggestions provided. Within a couple of months Linda advised: “I would like to thank you very much for the help you gave me with my resume. It was a great learning experience for me and I have been successful in winning a Medical Secretary job.” Mary is an older woman who was compelled to either work or volunteer for 15 hours a week in her last couple of years prior to retirement. She was working two days a week at a business that had higher expectations of her than originally agreed, which included training others, whereas Mary was happy to work hard each day without the extra responsibility. BCS provided practical tips on updating her Resume and identified a local volunteer agency that seemed to provide exactly what Mary was looking for. Mary has provided this feedback: “I have settled in well at the Hospital working my voluntary 15 hours per week. This has been a great experience & eye opener of what goes on behind the scenes for a hospital to work efficiently. And I have only seen a small part of it!! Centrelink is happy for me to continue doing this so I am no longer seeking paid employment. Retirement is not that far away!!! I have appreciated all the assistance you have given me & know where to go if anything changes. With heartfelt thanks”. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa brings extensive industry linkages and networks to regional intelligence abut workforce supply and demand. Through its economic development role RDA, as a regional facilitator of workforce development, is best placed to link workers and jobs, potential workers and in demand skills. Linking employer needs, proposed investment and emerging industry opportunities with workforce training delivers the best value for the training dollar. RDA’s role in economic development, networks support and information flows to and from government provides a unique opportunity for results. What were the learnings, long term and secondary benefits of the RDA intervention? Effective allocation of the Training Dollar, support services for those entering the workforce, better resume and interviewing skills, better alignment between training offered and regional employment opportunities, a personal interface for assistance with winning a job.
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Case Studies
Business Retention& Expansion 2015 Case Study Free Trade Oppotunities
What was the issue? The region’s key industries are highly export oriented. Australia has recently negotiated a number of Bi- lateral Trade agreements with Asian neighbours. These agreements are complex and detailed. An individual business is unlikely to find the time or resources to fully understand the opportunities (and sometimes challenges) arising from these agreements. What was the action or project? RDA Barossa commissioned a review of recent and emerging trade agreements to identify specific opportunities for local business and any threats to local business of which they should be aware and develop strategies to meet. What was the role of RDA Barossa? A review of recent and imminent Trade Agreements and recommendations in respect of opportunities to be grasped by regional business. The document forms a useful discussion paper for the RDA Barossa Board to consider further action. What was the outcome? Signposts to opportunity in the agreement. A summary of key opportunities and threats.
What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa’s role as “connective tissue” in the community led to the author initially being advised to connect with RDAB to explore opportunity for application of her particular skills. RDA’s capacity and flexibility mean it can scope and deliver projects in a very short period of time, capturing an opportunity for the regional economy. Other export oriented activity to leverage. What were the learnings, long term and secondary benefits of the RDA intervention? The report gives a regionally specific understanding of FTA opportunity and basis for discussion and enquiry with government agencies in relation to same. The Report and Recommendations will be periodically reviewed. The author has worked with RDA Barossa Economic Development staff to scope and establish a consultancy business to offer trade support to small business.
Page 53 2015 Case Study WiFi for Cafes
What was the issue? Internet Connectivity is expected and demanded. As a tourism region, lack of access to WiFi internet was generating negative feedback and dissatisfaction amongst visitors to the region. Café owners could not necessarily see the need to facilitate this demand. What was the action or project? Barossa WiFi for Cafes. RDA Barossa partnered with local technology services firm, Kodo Technologies, to supply and install ticketed timed WiFi devices in cafes and tourism facing businesses. The business pays for its ongoing internet access charges. The ticketed access means a customer must first purchase something to acquire an access code and the access is for a limited time. What was the role of RDA Barossa? RDA Barossa conceived and developed the program, identified funding and partnerships to deliver. It costed the services and negotiated a co-delivery mechanism which extended the capacity to offer this facility. What was the outcome? Businesses have taken up the offer and offered strong feedback on the benefits of being able to offer limited access to customers. We have been approached by B&Bs also seeking support to install managed internet access. The outcome is a more connected community and more satisfied tourists.
What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa identified the need and the opportunity as part of an overall digital strategy for the region. RDA Barossa’s capacity to take a multipronged approach to its targeted outcomes facilitates maximum community and industry impact from small cost outlays. The linkages with industry facilitated a partnership approach which stretch enabled greater reach of the project. What were the learnings, long term and secondary benefits of the RDA intervention? A Digital strategy requires multiple platforms for engagement and promotion. WiFi access project has been very successful in raising the importance of connectivity and internet access. As a secondary benefit, Kodo Technologies has derived excellent community relationships too.
Page 54 2015 Case Study B2B – Business to Business
What was the issue? The critical importance of the start-up and small business sector to the economy is universally acknowledged. The Australian Government regards small businesses and start-ups as significant drivers, or the “engine room” of the Australian economy, both present and future. RDA Barossa supports this sector in the region through its “Business to Business” (B2B) program. The B2B program commenced in early 2014 and continues to grow. What was the action or project? RDA Barossa “Business to Business” program is a free three-hour consultancy service between a skilled service provider and a business seeking help. The service provider contributes one hour of their time pro bono and RDA funds two hours. If further work is required after the three hours’ service this is negotiated independently between the B2B provider and the Small business/start-up entrepreneur (SME). What was the role of RDA Barossa? RDA’s role is to part-fund the three hour B2B/SME consultation and to act as the gateway for SMEs to utilise B2B services – RDA does not provide specific advice to the SME. RDA does help the business identify gaps in knowledge or performance and where assistance and collaborations might be useful. What was the outcome? In the short time since its inception, B2B has already substantially achieved its aims, with the number of businesses/start-ups seeking assistance continuing to increase. The reach of the B2B service is expanding too. Services are delivered predominantly from RDA Barossa’s Tanunda office, and from May 2015, were also be offered as a visiting service in Kapunda. Arrangements to conduct visiting services in the Town of Gawler and District Council of Mallala for 2015/16 have been made. The B2B program has provided professional advice to over 57 small businesses/start-ups since March 2014. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA’s “public benefit” role has led to the conception and development of this program with benefits to providers and receivers of the services. RDA Barossa’s Business to Business program is a cost effective way to provide assistance to small businesses and start-up entrepreneurs. The success of the program is reflected in the steadily growing demand for assistance, delivered either on the client’s premises, the RDA Barossa office, or in our visiting offices in Kapunda, Gawler or Two Wells. What were the learnings, long term and secondary benefits of the RDA intervention? The program has linked B2B professional service providers with 57 Small Business/Start-up entrepreneurs who are also potential ongoing clients and has fostered a growing professional services sector in the region. Demand is strong and the benefits are tracked in business growth.
Page 55 2015 Case Study Licence to Train
What was the issue? The Barossa Career Service is a successful project delivered by RDA Barossa through its workforce program funded by the South Australian Department of State Development. A gap in the service (state wide) was identified where a “top up” qualification would secure an employment opportunity – either new work or further work or conversely, success in gaining employment was impeded by a mandatory qualification like MYOB or Forklift licence. What was the action or project?
Barossa Career Service secured and administered a small fund to support specific training (usually in a partnership with the job seeker and others) to secure the employment outcome. What was the role of RDA Barossa?
Project manager, facilitate partnerships to co contribute to the training, matching the job seeker with the job and the training and monitoring outcomes for ongoing employment. What was the outcome? The outcomes are many, this one example is indicative: Peter is a family man suffering from some issues with his knees. He was working with a fruit and vegetable company 3-4 days / week but his role was going to become redundant. However, his employer advised him that if he could obtain a forklift licence a role could be available for him. Peter approached his Disability Employment Service, who in turn contacted us. BCS, via Licence to Train funding, was able to provide half the funding for his forklift training (with his DES providing financial support and Peter making a small contribution). As a consequence of receiving this funding, Peter undertook the training and was employed as a forklift operator. Peter and his wife were extremely appreciative of the support provided, which enabled him to retain employment, work in a role he would enjoy and still be in a position to provide for his family. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa in its economic and workforce development roles, is the ideal “honest broker” in a system to identify and allocate resources to achieve sustainable employment outcomes. Through its relationship with all government agencies, RDA Barossa can provide information on need and resources and the recommended allocation of public funds to maximise the outcomes for the individual and the community. What were the learnings, long term and secondary benefits of the RDA intervention?
Providing specialised funding to either keep people in work or assist them in obtaining work has demonstrated results in securing employment outcomes.
Page 56 2015 Case Study Cellar Door Sales Training
What was the issue? Competitive market conditions and an increasingly sophisticated consumer led cellar door sales personnel to identify a need to upgrade their skills and undertake training in sales and customer service for Cellar Door outlets to drive revenues. What was the action or project? Delivery of two Cellar Door Sales training seminars in the Barossa.
What was the role of RDA Barossa? RDA Barossa was approached by one winery to discuss the need and the possibility that RDA Barossa, as a facilitator of workforce programs in the region, could organise the training program. RDA Barossa verified the demand, placed a limited tender, sourced the facilitator, gained support pledges from local industry and developed the program. RDA sought the support of a large wine company for the use of their conference facility. RDA collected co-payments, subsidised the overall cost for participants, managed the bookings and ticket sales, and hosted the training. What was the outcome? The sessions were a great success, with the scheduled session selling out within a few days. A second session was delivered, with a total of 63 participants each paying over $100. Feedback from participants was effusive, and RDA has received enquiries about running additional sessions. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa was able to use its organisational capacity and public interest position to facilitate the identified need, and its industry connections and strong reputation to bring the project together. By virtue of its role, RDA was identified and sought out as a trusted facilitator by industry.
What were the learnings, long term and secondary benefits of the RDA intervention? The key outcome for the economic growth in the region is that Cellar Door staff have gained specialised skills needed to maximise sales growth. They are aware they are part of ‘Brand Barossa’ and that while they are competing, they are collaborating in building and maintaining that globally recognised brand.
Page 57 2015 Case Study Barossa Area Human Resources Network
What was the issue? Recognizing that industry-wide professional associations are generally located and focused in the CBD and/or metropolitan areas, RDA Barossa initiated a Human Resources professional’s network for knowledge share and stronger industry links. What was the action or project? Barossa Area Human Resources Network (BAHRN) – a structured network of HR professionals.
What was the role of RDA Barossa? In early 2010 RDA Barossa facilitated the creation of BAHRN for the Barossa, Gawler, Light and Mallala Council areas. With its industry links across the region, within this region RDA has been the ideal conduit to facilitate a much needed HR network. During 2014-15 RDA Barossa has supported the group with a number of meetings, events and guest presenters to grow the skills and capabilities of the network. Future workforce needs are discussed. What was the outcome? From an initial group of 14, the network now numbers 37 members from industries including: retail, winemaking, aged care, horticulture, agriculture, engineering, manufacturing, hospitality, recruitment, local government and education. It has become an active and engaged network. What did RDA Barossa bring to the project/action that was special or that no one else could bring? RDA Barossa, as a regional facilitator of workforce development, and with resources, including personnel, has brought its industry linkages, professional knowledge and administration capacity to supporting and growing the network. What were the learnings, long term and secondary benefits of the RDA intervention? BAHRN and the Industry and Skills Regional Leaders Group have provided RDA with intelligence as to workforce requirements within the region. This informs workforce development and the delivery of skills pathways. RDA’s workforce programs are designed to provide job ready employees for specific industry roles and anticipate new industry and industry growth with skills led capability. BAHRN Barossa Area Human Resources Network
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Reporting Summaries
Contract Reporting RDA Barossa: Table of Outcomes, Activities and Key Performance Areas 2014 -2015
Outcome 1: Regional Plan
What will we do What did we do How well did we do it Did it have an impact
Update the 2013 – Published an updated At the presentation of the 2014 Regional 1. Joint initiatives on Water. 2015 Regional Regional Roadmap Roadmap, industry leaders identified potential for 2. Ongoing cluster working group Roadmap 2014 with reference to the document to form the basis of coordinated incorporating Wine Food Tourism community feedback action between Wine Food and Tourism Sectors industry bodies, RDA Barossa and local on issues and federal to provide the framework for industry cluster government. state and local development and resource and infrastructure 3. Regional Roadmap is extensively quoted government priorities management. This is led to the establishment of and referred to by industry and a Wine Food Tourism strategic leadership group government as a reference document which held 6 meetings and workshops in the for the whole region and stakeholders. course of the year to identify All RDA Activities are directed to at least one of a) what can be done better working together the Determinants of Economic Growth as b) industry value chains mapping and strategic identified by COAG. directions setting. Key documents for collaborative development/updating were The Regional Roadmap will address all 5 and is identified of itself targeting Partnerships and Integrated c) Barriers to Growth Planning. We made presentations to local government, Outcome 1 Case Study: local industry bodies and stakeholders on the • Regional Roadmap Regional Roadmap and how to use it. Roadmap referenced in all letters of support offered for grants program. Outcome 2: Critical Issues
What will we do What did we do How well did we do it Did it have an impact a. Participation in 4 Submissions on Submissions on Regional Economic Opportunity and 1. Submission on Economic Opportunity regional forums, Critical issues to Economic projects to the Australian Government endorsed by local government partners. working groups relevant enquiries Enquiry into the Economic Transformation of South NAIS water project taken up as priority and committees based on industry and Australia following the closure of the automotive economic opportunity. Industry for in depth community manufacturing plants. Competitiveness; Partnerships. understanding of consultation. Submission on Telecommunications: RDA Barossa 2. Telecommunications gaps kept on the regional issues and agenda. Industry Competitiveness; RDA Barossa staff monitors telecommunications blackspots and priorities. Access to Markets. participate in 25 local problem areas, collating feedback on critical issues b. Identify enquiries in respect of telecommunications and priorities for 3. Cohesive regional wine industry groups and committees and other augmented infrastructure. RDA Barossa submitted submission on matters relevant to the on an ongoing basis, in opportunities for 2 brief updates to relevant enquiries and attended a enquiry Partnerships; Industry addition to board submissions on stakeholder meeting in Berri with federal Competitiveness; Access to Markets. member activity. critical issues parliamentary secretary for telecommunications. 4. Detailed and targeted information fed c. Informal feedback Ad hoc advice and into 90 day project with priority issues Submission to Senate Enquiry on Wine Industry: and advice through highlighted in final report for action. notification to RDA Barossa worked with Barossa Grape & Wine to Department and Further, action has facilitated business department on relevant develop a collaborative response to the Senate relevant channels matters Wine Industry Enquiry and made the submission on expansion and increased employment in behalf of the regional industry a major feed stock producer. Access to Markets; Industry Competitiveness. Submission to Transport 90 day Project: RDA Barossa held a Regional Freight Transport Forum Outcome 2 Case Studies: with industry and government representation from • Wine Industry Submission which a report was produced identifying first mile • Freight Forum & Submission last mile freight issues. This report was submitted to the Government of South Australia’s 90 day project on Freight Routes Priorities Outcome 3: Priority Activities
What will we do What did we do How well did we do it Did it have an impact
1. Advancing Regional Investment attraction and Business Case Development: Two projects are 1. Gawler Connect Successful in $5.6 Roadmap advocacy for all continuing work in progress with funds attracted Million grant from NSRF. “Gamechangers”: gamechangers. for feasibility/business case development; One 2. Wide media coverage of WHS. • Roseworthy partnership for Water project (NAIS) did not 3. Prioritisation as “Game Changer” project Business Case Economic Hub progress but ongoing scoping of scheme with SA accepted as evidence of regional • Recycled Water development for 3 Water and government partners. importance and regional benefit, Infrastructure for gamechanges during the particularly for external investment and Gawler Rivers 14-15 year including site Project Management: World Heritage project bid funding submissions. Horticulture visits to like facilities. gaining in momentum with significant support • World Heritage 4. Submission s re Roseworthy Economic from community for potential social, cultural and listing for the Project management hub do not appear to have had the economic benefits anticipated from listing. Mount Lofty collaboration for WHS impact sought – proposed growth Ranges Project Development: 3 Accommodation projections and staging scaled back by • Barossa South Submissions on proposals advanced. SA Government. Australian Culinary Broadband, Roseworthy 5. Work begun on regional NBN rollout. Institute and Water Submissions: Submissions to federal enquiries re • “Gawler Connect” 6. Significant investor interest enquiry Broadband, Northern Connector, Roseworthy • Upscale luxury relevant to a number of the identified Advocacy to State and Economic Hub, NAIS, Gawler Connect. Tourism Federal Government on gamechangers. Accommodation “Gawler Connect” Submissions to State Government on NAIS and • High speed Directed to: Regional Competitive Advantage; Gawler Connect priority and support advocacy for broadband (fixed Access to Markets. Submission of Gawler Connect in NSRF. and mobile) Gamechangers to SA • A Regional Hospital Regional infrastructure 3 Gamechangers prioritised in Regional SA Outcome 3.1 Case Studies: • Natural Gas and Prioritisation project. Infrastructure Priorities. • Water for Future Waste to Energy • World Heritage Bid • Northern RDAB Workshop on growth scenarios and impact • Investment Project: Northern Connector Connector on priorities eg Hospital. • Investment Project: State Horse Centre Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2. Projects to advance Integrated Vulnerability - Reviewed impact of Climate change on water 1. Water identified as critical to managing Regional Roadmap Assessment resources and regional water strategy the impacts of a changing climate on the Priorities: recommendations and published :Water for regional economy. Climate Change Adaptation” 2. Water issues better understood across 2.1 Water Adaptation Plan sectors and opportunity for different -Water Forum to identify total regional water Adaptation for Water industries highlighted. budget all aspects of multiple uses of water to 3. Comprehensive review of water reports optimise water resources in the region. Water Regional Water Forum provides a ready basis for all research Forum explored water governance issues for the and government action in relation to Water Allocation region Planning regional water. -Business case development assistance for 4. Attracted interest of potential investors Review of Reports and proponent of private water scheme in horticulture precincts. literature on Water 5. Warren reservoir given go ahead for Resources in the Region -Advocacy, submissions and working parties on recreational fishing and further study Horticulture and Irrigation expansion for into other non motorised water Advocacy for Policy horticulture zone amendment for rural pursuits. urban stormwater -Advocacy and submissions for Prioritisation of Directed to: Partnerships & Integrated NAIS to State Government and Federal Planning; Business Competitiveness; Warren Reservoir Government adaptive use support. Sustainable Communities. -Steering Committee for Greater Gawler Advocacy and Project Stormwater Scheme Outcome 3.2.1 Case Studies: Development NAIS • Water for Future • Warren Reservoir • Climate Change Adaptation Outcome 3: Priority Activities cont.
What will we do What did we do How well did we do it Did it have an impact
2.2 Digital Advocacy for better Activity around advocacy and submissions to 1. Digital business increasingly taken for Connectivity mobile phone coverage government enquiries is set out under Outcome granted. and high speed 2. 2. Poor internet speeds and options broadband limiting business ability to maximise Business Capability events covered Digital potential of digital technology. Conduit for information Marketing, How to Brief a website developer, 3. WiFi project shows strong outcomes for to stakeholders on NBN Social media for business, Cloud based business and for tourists. Have jointly and submission on accounting and other applications. Total promoted with “Next Level” Dining mobile phone coverage attendance at workshops and events on digital project for dual outcomes. technologies for business over 200 business Business capability people. Directed to: Industry Competitiveness; Access development on digital to Markets. technologies and digital WiFi for Cafes was a RDA Barossa initiated project marketing and Business to provide hardware to tourist facing business to Outcome 3.2.2 Case Studies: support services on provided customers access to WiFi for a • WiFi in Cafes digital technologies controlled period of time. RDAB partnered with • Let’s talk about your website event local technology services company for promotion “WiFi for Cafes” and installation. The objective was to provide a project. better service for tourists and support small business to attract customers. To date 14 cafes and B&Bs have taken up the offer. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.3 Premium Food Value Chains Mapping Systematic industry development by collaborative Highlighted Regional Comparative Advantage in and Wine Profitability and Wine Food Tourism group of RDA, local government, Wine Food & Tourism wine food and agriculture and worked on regional – Strengthening Cluster development regional peak bodies. Continuing with Rate Limiter strengths to improve Industry Competitiveness. identification to build evidence base for infrastructure Premium Food and Investment attraction for and growth initiatives. Through connecting vegetable growers to direct Wine Economy Gamechanger projects markets and workshops on steps to export we are Program contract Working with Vietnamese Farmers Association to 57 Food and Wine continuing to drive Access to Markets for this funded by Regions SA. improve business outcomes for the farmers and businesses assisted to sector. “Be Local” initiative like Totally Locally market development opportunities grow and invest whilst having benefits for Sustainable RDAB has packaged a business service program using Communities and Population Growth also develop $18 - $20 million new local business services providers and an RDAB staff new markets for local business and improve investment by businesses coordinator to grow local business and entrepreneurial Access to Markets and Business Competitiveness. assisted + >$100million capacity. B2B has strong support from service committed Through workforce programs, innovation providers and clients alike and is strengthened by links outcomes from initiatives like ArtMusicDesign and “Be Local” township with the Barossa Career Service for workforce growth. entrepreneurship mentoring through B2B, RDAB is culture, growth & ArtMusicDesign assists business in the creative taking a systematic and multifaceted approach to development initiatives. industries to find and be found. Taking a cluster based Human Capital Development. ArtMusicDesign creative approach it provides for not only artists musicians, industries virtual hub designers (from industrial designers to architects and Outcome 3.2.3 Case Studies: launched and activated fashion) writers and photographers but includes • Accessing Opportunities and Design Narratives suppliers, venues and relevant education programs • Value Chain Map - Wine • Horticulture Workforce Development Supporting outward delegations, hosting inward • Cellar Door Tourism & Hospitality delegations and providing business with custom tools to be more welcoming to Chinese business and • YiAg China Ready for Business investment has assisted business to engage with Asia. • Investment Project: Culinary Institute and inward delegations • Grain Facility Next Level Dining has assisted 16 cafes & pubs to Next Level Dining project upgrade menus to fresh regional & seasonal and source local products for their menus. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.4 Growing Tourism Value Chains Mapping Systematic industry development by collaborative With its economic base of wine and food, the region and Wine Food Tourism group of RDA, local government, Wine Food & Tourism has considerable Regional Comparative Advantage Cluster development regional peak bodies. Continuing to build evidence for tourism and worked on regional strengths to base for infrastructure and growth initiatives. improve Industry Competitiveness. Investment attraction for Gamechanger projects The B2B Business Support program and Business Perpetuating the “Be Consumed” campaign Capability events assisted tourism business. messages, advocacy for the Northern Connector, 15 Tourism businesses Additionally RDAB supported Tourism Barossa’s Retail projects to explore further airstrip development, and assisted to invest Think Tank and workshops series to engage retailers in web based tools for investment and ArtMusicDesign Walk and Cycle Barossa – the opportunities in tourism. RDAB is also supporting have increased the region’s Access to Markets with trails and trails collateral Tourism Barossa in the development of events commensurate benefit to business. capability in the region and implementation of the Through workforce programs, innovation outcomes Events industry cluster Barossa Events Strategy published by RDAB in 2013. development (support) from initiatives like ArtMusicDesign and Walk and Cycle Barossa includes a number of projects entrepreneurship mentoring through B2B, RDAB is Workforce Development some (Bike Hub) with Barossa Council as lead project taking a systematic and multifaceted approach to Tourism & Hospitality partner and some (Trails and collateral) with RDAB as Human Capital Development. lead. Cycle tourism is a growing industry with a cycle China Ready Toolkit for The big picture initiatives like Epicurean Way product event in the region every weekend. RDAB has Tourism Business development & promotion and the World Heritage championed infrastructure for a cycle destination. case will have a substantial long term impact on Next level dining project. ArtMusicDesign was launched at a Tourism Barossa Industry Competitiveness by highlighting and Industry analysis to networking event and provides a useful tool for showcasing regional Comparative Advantage. identify additional building relationships between tourism businesses tourism opportunity – (particularly cellar doors) and artists and musicians. Outcome 3.2.4 Case Studies: Wellness, business, eco- • Investment Project: Culinary Tourism The China ready toolkit was developed specifically for tourism and weddings. • Barossa Airstrip local tourism business to boost business opportunities • Kapunda Cabins Epicurean Way with Chinese tourism and investment. • Investment Project: Country Club development and World Next Level Dining targets (and delivers) tourism • Barossa by Bike Heritage Bid support outcomes, increasing the regional food offer. • China Ready Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.5 Economic Value Chains Mapping Mapping of “thickness” of industry sectors and Taking a Place Based approach to new investment Diversity and Cluster identification businesses to identify potential for specialisation and opportunity, all diversity sectors identified and across a number of investment opportunity. This has led to reframing of diversification investment sought to be attracted Resourced through industries leading to a regional priorities to more sharply focus on these leverage Regional Comparative Advantage, Targeting Quality Jobs redefinition of Regional areas of growth and the forward planning of industry including strengths in wine food and agriculture but program grant from Priorities for 2015 - 15 plans and sector development. also proximity, natural resources and Human Capital Regions SA. to promote industry competitiveness. Investment attraction for RDAB has worked 1/1 with a variety of potential Gamechanger projects investors for greenfields industry parks, site selection, The Geo-spatial investment map with its layers of and other business new industries development, utilities augmentation, information on utilities, freight routes, transport hubs, services and facilities is a principal tool to gain competition and supplier identification, business case $55 million new Access to Markets and new investment capital. development, feasibility studies and grants assistance. investment by businesses Unlocking domestic investment capital is as much a Scoping and suitability of site discussions with local assisted in some way; 37 government and development of private industry priority as foreign investment. Access to Markets is confirmed jobs (more jobs also driven by a suite of materials highlighting partnerships to connect opportunity with capacity and outcomes anticipated in regional capability. resources. A range of investor tools including current year) geospatial map and a portfolio of investment Through workforce programs, innovation outcomes Regional Investment Map opportunities has also been developed. from initiatives like ArtMusicDesign and developed – Geospatial entrepreneurship mentoring through B2B, RDAB is The primary outcome sought of the B2B services layered map to attract taking a systematic and multifaceted approach to program is the growth of the professional services investment in the region. Human Capital Development to underpin excellence sector and knowledge workers. in diverse industries. Investment Portfolio – Commissioned a report on opportunities for local Outcome 3.2.5 Case Studies: high level investment industries in recent and imminent Free Trade • Advanced Services opportunity identified. Agreements • Investment Map Workforce Development • LRC Prospectus • Business Investment Prof services sector • Free Trade • FTA Opportunities MURAF • ASI Grants Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.6 Growing Value Chains Mapping Structured and systematic program of Leveraging Regional Comparative Advantage as Entrepreneurship and Wine Food Tourism entrepreneurship attraction and facilitation has the key to attracting entrepreneurial talent and Cluster development included supporting locals to attend start up capital. Continuing to develop the region’s Resourced through weekends, boss camp, promoting local entrepreneurs, Investment attraction for Human Capital, not just its entrepreneurial Targeting Quality Jobs offering “gazelles” appropriate professional support Gamechanger projects capacity but the technical and interpersonal program grant and mentoring, growing the creatives sector and skills that contribute to prosperous business attracted from 57 Food and Wine promoting advantages of the region to knowledge development Regions SA. businesses assisted to workers. Benefits are evident in the extent to which grow and invest entrepreneurial business people are seeking out Sustainable and connected Communities and support and collaboration through RDA programs and Population Growth and growth in future skills $18 - $20 million new networks investment by businesses complement Human Capital development assisted + >$100million ArtMusicDesign not only assists business in the Through workforce programs, innovation drivers committed creative industries to find and be found. It promotes creative pursuits, supports business attraction for such as ArtMusicDesign and entrepreneurship “Be Local” township creatives and elevates the importance of design and mentoring through B2B, RDAB is taking a culture, growth & design led thinking. All critical for attraction and systematic and multifaceted approach to development initiatives. performance of entrepreneurs. Human Capital and entrepreneurship Development. ArtMusicDesign creative Work has begun on collating information and industries virtual hub resources and working with the South Australian launched and activated; Department for State Development in promoting Outcome 3.2.6 Case Studies: Design Narratives easier access to capital for innovative start-ups. • Start-Ups • Event Flyers Workforce Development The Barossa Career service and RDAB project within its • B2B Tourism & Hospitality workforce development programs funded by DSD is • an important nexus in identifying entrepreneurial AMD China Ready for Business capacity in job seekers and connecting this with • BCS and inward delegations business support services. Next level dining project. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.7 Transport Goods Regional Freight Survey Whilst the Freight Survey wasn’t as well responded to Freight Transport efficiencies and first mile last as we wished, it did provide a good basis for discussion mile access facilitate Access to Markets as well Regional Freight Forum at the Regional Freight Forum which was well (collaboration with SA as supporting Industry Competitiveness. attended. A detailed discussion of “first mile last mile” Freight Council) issues led to the development of an Issues report That the freight forum and implementation Issues Report from which was then submitted to the Freight Council, the work have delivered tangible benefits is shown Regional Freight Forum State Minister for Transport and formed the basis of a in the example of the business testimonial submission and participation in the Freight transport above and in the prioritisation of local issues for Submission to 90 day 90 day project of the South Australian Government funding. project coordinated by coordinated by Primary Producers SA. A number of Primary Producers SA regional issues have been prioritised from this project Outcome 3.2.7 Case Studies: for funding. Working with Firms to • Freight Forum identify and tackle road One local feedstock business has identified the • Investment Project: Northern Connector freight issues outcomes of resolution of a particular freight access issues: Regional Investment Map developed – Geospatial The permit was issued for A Double access last week layered map to attract and we expect to start the new delivery system by the investment in the region. end of this week. The economic benefit to our business is around $500,000 of freight savings per year and Advocacy for Northern potentially it delivers 2 new FTE positions within our Connector production team. It will benefit local farmers by allowing us to deliver hay and pellet products to the Workforce Development port more efficiently and therefore at a competitive market price. We hope that in the next few years the increased efficiencies will allow us to expand our hay operations which in turn delivers more jobs and indirect benefits / employment to the region. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
2.8 Transport People Community Transport Following the Community Transport Forum, follow up Transport of people enhances Sustainable Forum follow up. workshops identified the opportunity to work with Communities and supports Population Growth Link SA to better use the capacity in their bus networks through better access to services including Tourism transport to provide further services for community, particularly health and recreation and better connectivity project (support) though use of school busses during school hours and within the community. Partnerships and for tourism. 3 possible outcomes were identified: Cycle path promotion Integrated Planning have been key to success to 1. School buses and drivers taking shoppers eg date and will be as no one agency has the Advocacy for people to the Co-op in Nurioopta – and back again resources to support a solution. transport solutions during school hours 2. Additional connections to Gawler Trains The benefits for tourism are also real with better (subject to take up of existing services) and mobility of tourists improving Business services to trains incorporating Southern Competitiveness outcomes and Access to Barossa (not always taking Gomersal Road) certain Markets. 3. Development of a Tourism loop if partially underwritten by local stakeholders. Outcome 3.2.8 Case Studies: Elected State Member Stephan Knoll has taken the lead on Option 3 and has worked • Barossa by Bike with a consortium, including RDA Barossa to • Barossa Airstrip implement the option. Still a work in progress.
Augmentation of cycle paths and facilities for cyclists offers alternative non car transport options for community as well as tourists. Better signage and infrastructure including signage and water posts and in cases solar lighting are on the wish list. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
Regional Care That 2.9 Health and Regional Care that matters is a network of health and Growth in Health and Wellbeing has significant Wellbeing Matters network aged care providers which meets to promote careers benefits for Human Capital Development and Aged Care and and training in health and aged care. This represents a Business Competitiveness. We anticipate as Community Services significant employment area and lack of suitably tourism in this sector grows the region will gain qualified staff will inhibit growth in the sector. RDAB Workforce Training Access to new Markets. Predominantly though through its workforce training programs delivers a healthy and active community with a healthy Advocacy for a Barossa certificate level training in conjunction with work and active workforce underpins Sustainable Hospital and other experience offered by the service providers. Communities and Population Growth. Regional medical facilities A replacement hospital is a long standing priority of the Barossa Council with two community built Care that Matters is a particular example of Investment Portfolio for hospitals now aged and in need of upgrade. Higher Partnerships & Integrated Planning. Private Hospital than average population growth across the region and investment demand on the nearest facilities in Gawler and outer Outcome 3.2.9 Case Studies: metropolitan Adelaide supports the need for such a Identification of • Investment Project: Global Telehealth facility. Advocacy with State Government to prioritise “Wellness Tourism” a Barossa facility has not been successful to date. Centre opportunity • AMD In the course of the year the growth industry • Totally Locally ArtMusicDesign identification work under the “Economic Diversity” priority has identified a substantial opportunity to • Aged Care Totally Locally workshops leverage the region’s health and wellbeing assets and Advocacy for Healthy services to attract tourism for R & R, recuperation or rehabilitation. The Arts infrastructure and walking Active Communities. cycling trails support this. Outcome 3: Priority Activities contd.
What will we do What did we do How well did we do it Did it have an impact
Advocacy for Local 2.10 Sustainable RDA Barossa supports its local government partners in Sustainable Population Growth initiatives have Governance in Growth Population Growth advocacy for local determination of planning policy directly contributed to developing Sustainable Decision (support) and for recognition that leading infrastructure drives Communities and Population Growth and will Advocacy for leading better community and financial outcomes than lagging also advance Human Capital and Industry infrastructure for new development. Initiating with Infrastructure for new Competitiveness. partnership in the Residency of Thinker in Residence growth areas. (support) on Integrated Design, RDA Barossa has championed Outcome 3.2.10 Case Studies Promote Good Design design as a process and product driver along with the establishment of design infrastructure including the • Gawler Connect Townships Precincts Jam Factory Design Centre, ArtMusicDesign virtual hub • AMD Development, place and regional Design Narratives. • Totally Locally management DA Barossa has initiated a number of projects to • Water for Future promote connected and cohesive communities that Totally Locally • Climate Change Adaptation support population growth in particular Totally Locally • Licence to Train Sustainable resource founder Chris Sands return visits to the region to run 9 • BAHRN allocation, biodiversity workshops for community groups to coach them to • (support) and water develop projects and frameworks for “doing” in their BCS community that do not rely upon government • LRC Prospectus Climate Change intervention. • Aged Care Adaptation The Climate Change Adaptation work and outputs: An • Barossa by Bike Character preservation Integrated Vulnerability Assessment, Climate Change • BFL Adaptation Plan and Water for Adaptation report are (support) important guiding documents for sustainable Workforce Development development and population growth. Outcome 4: Project Proposals
What will we do What did we do How well did we do it Did it have an impact
Promoted NSRF and other Supported An important and recurring activity of RDA Barossa is Many projects have been actualised. The nature Programs with advertising applications and to raise awareness of government programs, in of the particular project will determine the developed and grant writing particular grant funding opportunities and then extent of the impact on regional communities partnerships for workshops support the business or organisation to put forward and GRP. Different programs will advance all the best case for an application for funding. grant funding Assisted with the five determinants of Growth. Importantly programs development of grant This will include raising awareness of government projects collaborations work for Partnerships & applications to priorities and strategic directions and the necessary Integrated Planning. Connect opportunity government programs alignment of the project proposal. Where the grant, capacity and like NSRF does, requires reference to addressing need Outcome 4 Case Studies resources Supported project or disadvantage in the region, RDAB supports the proposals case applicant to identify and articulate the way in which • Barossa Airstrip Develop partnerships development for the project meets this criterial. • MURAF alignment with There were a number of examples during the year • Investment Project: Warren Reservoir government priorities and where RDAB made a substantial contribution to a • Barossa by Bike program targets grant application and some examples are set out in the • Grains Facility accompanying case studies. Identified collaborators • Investment Project: Culinary Institute for NSRF application Taking a more pro-active role, RDAB has packaged • Investment Project: Country Club projects to form a larger more competitive projects • WiFi Assisted with business with an eligible applicant and project director, two • Culinary Tourism case development for related sub projects with separate sources of co- grant programs contribution where the possibility of grant funding will bring the business case for both projects over the line, Contributed to DSD delivering a substantial regional benefit. identification of need and On behalf of regional SA RDAs, RDAB also managed a project development on SA Govt project to support business case development easier access to capital for to strengthen funding applications. innovative start-ups, RDAB also has a role in promoting the projects to Accelerating Strategic other regional stakeholders to gain support and Investments Project endorsement and ongoing advocacy. Outcome 5: Promote Australian Government Programs
What will we do What did we do How well did we do it Did it have an impact
Promoted Government Publish and promote Raising awareness of Government programs is part of Whilst the awareness raising of government Grants Information Programs through everyday business of RDA Barossa. One staff member programs is an integrated activity to RDA newsletters, website, is tasked with staying on top of program and funding Barossa operations, detailed statistics of every Deliver Government advertisements in local opportunities and alerting relevant and interested mention or referral has not been kept – it is just Programs pursuant to papers and presentations stakeholders as they arise. part of what we do. Measures will be put in funding contracts to local organisations Opportunities are published in regular RDA Barossa place in the coming year to better record such Promote programs Assisted with the newsletters with dedicated newsletters often referrals. published for larger programs, eg NSRF. and information development of an An estimated 60 businesses or organisations sessions delivered by estimated 60 grant RDA Barossa ran grant writing information sessions for applications to were assisted with grants or support for grants government NSRF and a number of staff members have undertaken government programs grants writing training to be better able to assist local with numerous enquiries. Stay informed of new business apply. RDA Barossa has informed applicants Supported alignment or The impact is seen in the extensive enquiries by programs. of the importance of alignment with government grant applications with priorities and the Regional Roadmap. phone and website visits to RDAB on an ongoing government priorities and There is sometimes the opportunity for RDA Barossa basis. program targets to link government initiatives in the region, either two Support information departments or projects from the one tier of Outcome 5 Case Studies: sessions and access to government or, as was the case in workforce projects, • Events engaging 3 levels of government and industry in a information sessions – eg • MURAF federal program to develop a workforce innovation EFIC, Enterprise Connect, plan. • Grains Facility Commercialisation and • BCS RDAB distributes materials and supports business to • Water for Future ATO referrals access Small Business and ATO online services. • Investment Project: Water Scheme Workforce Development RDAB Delivers & promotes workforce development • Gawler Connect programs programs. • Kapunda Cabins • Free Trade Final Report
Grantee: Regional Development Australia Barossa Incorporated
Program Title: Strengthening the Premium Food and Wine Economy
Funding Deed dated 15/07/2013 between the Minister for Finance and Regional Development Australia Barossa Incorporated.
1 Progress of the Program
Program KPI Outcome Description of activities undertaken Start % Due Date Achieve Date d 1 1 Hosting a trade/tourism delegation Nov 2013 100% 30/6/15 Hosted 80 Chinese Delegates in partnership with Immigration SA Participated in welcoming and networking dinner DFAT visit and briefing (includes 8 graduates) Vietnamese Farmers Association
2 1 Engaging/connecting with China markets Sept 100% 30/6/14 Hosted 80 Chinese Delegates in 2013 for 2014 & partnership with Immigration SA 100% 30/6/15 Participated in 2 China Trade dinners for 2015 Participating in survey for ‘China Capability Building’ program. “Barossa – China readiness” Report Produced China Toolkit for Tourism Published Family Friendly activities for the Barossa in Mandarin In partnership with DSD presented a “what you need to know to export” Forum for Horticulture industry Research into FTA opportunities. Australia China Business Council membership and events Provide regional materials for outward bound trade visits Hosted Chinese researcher into wine industry innovation Supporting St Hugo Visitor experience Liaison and meetings with two agents for Chinese Investors with one project engagement for investment FTA Trade opportunities report
Page 75 Hosted EFIC and Austrade Briefing for industry
3 1 Project support for World Heritage Status Ongoing 100% 30/6/14 Project Management Committee 2013 member Admin/Finance Support Presentation to Senior Officers Group Presentation to ICOMOS Hosting Expert on WHL in 2014 Economics of Heritage Forum Landscape Heritage Symposium at WAITE Investigating formation of a Foundation for philanthropic fundraising Research partner in “Relationship between cities and their peri-urban food and wine region” Economic Advisory group projects to measure benefit Presentations to local government and industry on the Bid and its benefits 4 2 Est. Regional collaborations for culinary tourism Ongoing 100% 30/6/14 growth 2013 for 2014 & Signage Infrastructure project 100% 30/6/15 Events Strategy – complete 2015 Food Tourism workshop Chefs network development Collaboration with Barossa Food for Food Industry Development. SoMeT Conference attraction Support for Barossa Food as Board Member and interim Secretary Assisting local food businesses with expansion and product diversification (commercial in confidence) Business Mentoring programme for Food Businesses Proposal paper development and MOU negotiated with Barossa Grape & Wine on progress of Culinary Institute Initiatives to leverage “Be Consumed” campaign including Festival of ideas and Fringe Assist Bethany to Barossa food and wine trail development 5 customer service workshops Foragers Trail – Barossa Food showcase to Novotel’s top 100 members, including regional tours of local food businesses Justin North Dinner – 110 attendees; featured local produce EOI for PIRSA Food Initiatives – Barossa Food Inc, Rehn Beer, Carmella’s Curries, Zimmy’s, Maggie Beer Products
Page 76 Business Advisor referral for 12 Food businesses B2B – Business to Business Program Generations Lunch – event planning to source regional produce for 300pax Barossa Vintage Festival event Committee Barossa Trust Mark Workshop Organise Barossa Gourmet Confections For SA Tourism re Barossa Be Consumed award in Vienna (gift to event participants) The Cooks Base – initiative to build a commercial kitchen hire offering at Beckwith Park. Approached 6 local producers (ongoing). Barossa Brewing participation in Tasting Australia Event Project delivery: “Next Level” dining project for culinary tourism with ongoing project support Exploring innovation systems in Barossa Food & Wine Industries with Cluster expert Introduce Northern Adelaide Plains growers to two Barossa restaurants Vintage Festival retail challenge Seppeltsfield Road Trails development Epicurean Way produce development Williamstown “Edible Streets” project Fortnightly business breakfasts Developing collaborative training program for front of house staff under Strategic employment fund Deliver training for Cellar Door Staff Investment proposal for Culinary Institute 5 2 Est. A Regional leadership framework for culinary Ongoing 100% 30/6/15 tourism Barossa Leadership Group collaboration Food Cluster and value chains mapping (ongoing part of regional coalition workshops on industry clusters) Meetings and site visits with three institutions with a view to culinary institute partnership, ongoing collaboration Work as leadership group on major food and wine events Rate Limiter Projects and Work Plan for Regional priroities
6 1,3 5 Export Oriented businesses assisted July 100 % 30/6/14 Seppeltsfield &Jam Factory 2013 – for 2014 & establishment and growth March 50% for 30/6/15 Australian Pork Farms 2014 2015 Gawler River Produce Peter Seppelt Wines Zerella Fresh
Page 77 D’Vine Ripe Customer Service Workshops (5 workshops – 90 participants) Business Mentoring (4 exporters) Grant Support – Pernod Ricard, DCM Engineering Eperosa Wines Johnston & Sons – Kapunda CQI Design Chateau Tanunda Gardner Knives Next Generation Grant Program – Maggie Beer, Pernod Ricard, CCL labels, St Hallett Wines, JT Johnston and Sons, Barossa Pizza, DCM Designs, CQi Design, Pernod-Ricard Pacific Fresh Food distribution chain investigations Export approvals for trade fares and samples framework development Vietnamese Farmers Association – export facilitation and barriers to trade project 7 1,2,8 1 regional project to support community & Sept 100% 30/6/15 workforce development in agriculture or agri- 2013 tourism, BLNF Barossa/Clare agri workforce development Hortex collaborations Barossa Young People in Ag Group, including the YiAg Conference and Friday Catch-ups Contribution to “Next Crop” Programme Youth “scholarships” to Joel Salatin event Granny Skills project development Customer Service workshops, Food Tourism for Everyday Food workshop Horticulture project through DSD program funding Hospitality training for DSD program Cellar Door Sales Training program Leadership “Scholarships” to Young people in Ag.
8 1,3,4 Information for investors, monthly web updates Ongoing 100% 30/6/15 and 4 media publications on state govt initiatives 2013 Suite of Materials and links accessible through RDAB website Weekly web updates Website upgrade/design improvement Newsletter on Young People in Ag Newsletter for Barossa Food (Food Hub Grant opportunities) Newsletter on Totally Locally Newsletter on Barossa Events Newsletters on opportunity in the region
Page 78 Regional Development Fund information dissemination Newsletter on Skills Training Newsletter Funding opportunities Grants information updates Regional Roadmap Liveability Guide Agriculture – situational analysis update Eat Local campaign support Dream Australia video for investment. Stronger Regions Fund information dissemination Reporting to the Region on current initiatives (Novotel event) Business to Business e-news Next Generation Grant Program briefing- support to Office of State Development and AusIndustry, 10 businesses briefed Gawler Golf Club Accommodation Investment Proposal Investment Opportunities portfolio Geo-spatial maps scoped, base data sets identified and build completed Barossa Business website developed Art music Design website to support events industry case studies developed Investment Prospectuses including Food and Wine investment
9 5 Network horticulture participants for knowledge Sept 100% 30/6/14 share and collaboration 2013 Finalisation and consultation on Industry Growth plan for Adelaide Plains horticulture Northern Adelaide Plains Irrigation Scheme development Transition Gawler Project – Identifying water recycling opportunities for the Barossa Region Wakefield Group Forum on next steps for Adelaide Plains RDA Barossa Board Workshop on Horticulture Futures. Regional Development Fund Application for Horticulture Cluster Development Vietnamese Farmers liaison and growth plan development Vietnamese Farmers delegation and introductions to food service in the Barossa Horticulture Cluster development – survey and issues identification Almodco presentation to board Water Forum for horticulture, grapes and industry.
Page 79 10 5 Promote NAP to Barossa Food Industry as “local” Sept 100% 30/6/15 Introduction of Hortex to Zimmy’s Barossa 2013 preserve and pickles for mutual supply Representations to The Louise on Fresh produce from NAP Introduction of Hortex to Nuriootpa Foodland Introduction of Hortex to the Barossa Farmers Market Ongoing advocacy to Barossa Food and Tourism industries Barossa Young People in Ag increased awareness of NAP and extension of network into this region Representations to Maggie Beer about NAP Produce Introductions and famils for Northern AP growers. Growers included in “Speed Dating event” for Dining project
11 6 Network Project partners for trails development July – 100% 30/6/14 and associated collateral Sept for 2014 & Grand Cru estate “Stampede” 2013 30/6/15 adventure event 40% Hutton Vale “Be Consumed” trail linkages 2014 VIC production of “fact sheets” on cycling in the Barossa Jack Bobridge Trail public art and interpretive signage project Barossa Bike Hub Survey and Project Steering Committee for Hub design and construction Bethany to Angaston Trail Development Foragers Trail development through Barossa Food Arts and Culture Trail – through the Barossa Future Leaders Program Barossa by Bike Touring Map (Tourism Barossa, Barossa Council, Visitor Information Centre and RDAB) Seppeltsfield Road Food and Wine Trail Proposal Development of Gawler Train/Jack Bobridge Track linking track proposal Museums of “interesting things” trail Design Stories and Art Music Design website Epicurean Way product development Seppeltsfiled Road Trail development
Page 80 12 6 Document one new food & wine trail Sept 100% 30/6/15 Bethany to Angaston Trail Development 2013 Barossa Region Open Space, Recreation and Public Realm Strategy Consultation BFLP Arts and Culture Trail Barossa by Bike Trail network and Touring map Trail and interpretive information for the Barossa Bike Hub
Development of Seppetlsfield Trail proposal and
Gawler-Jack Bobridge trail mapping
13 7 Barossa by Design – a guide Sept 100% 30/6/14 Concept discussions with industry 2013 leaders Workshop on scope/chapters for guide Indentifying unique design stories (ie Coulthard House) Concept progression with Jam Factory Publication of first guide featuring “Be Consumed: Food and Design Trails in the Barossa” Art, Music and Design Hub – website development and artists and musicians register Jam factory cross-promotion Barossa Design narratives published
14 7 Design Gawler and surrounds – a guide March 100% 30/6/15 Art, Music and Design virtual Hub 2015 Gawler Design narratives developed 15 1,3,10 $10million new capital expenditure Sept 100% 30/6/15 $2million committed for accommodation 2013 expansion Chinese investor assistance for infrastructure investment interest (up to $20 million) Brewery investor assistance Tanunda natural gas extension Seppeltsfield – Fino’s restaurant Vinetech Investment ($800K – 2013-15) and Expansion plan – Investor Assistance Eperosa – Vineyard and Winery ($70,000) – further investment in 2015-16) Chris Payne – Totness Carters Yard $115K – 2014-15 MP Crash and Restoration ($690K – 2014- 15) Gawler Golf Course & Restaurant Barossa Bike Hub ($170K) Tscharke Wines ($200,000 to date) Steinys agri tourism facility ($100,000)
Page 81 Barossa Valley Cheese Company ($1million) D’Vine Ripe support for expansion and workforce development Chateau Tanunda Cellar Door Jacobs Creek visitor centre enhancements All Australian Company Barossa facility Signage infrastructure (100K) Pernot Ricard – St Hugo Wine Tourism Facility at Jacobs Creek ($4.8 to date) Accommodation investment meetings Culinary institute Investment meetings Vinpac $7 million expansion (d/s) New cellar door (Lambert) 5 million (d/s) Shannon Engineering Johnsons expansion Whispering Wall Kiosk (20K prelim works) 16 3 4 Agribusinesses assisted to value adding August 100% 30/6/15 Barossa Valley Cheese Co 2013 Hutton Vale & Barossa Heritage Pork (Ag Apprenticeship) Solar Eggs Vinetech Footeside Farm Seppeltsfield B & B Doctor participants (14) Business mentoring for agri-businesses o Barossa Brewing, Peter Seppelt Wines, Yelland and Papps, and Winestains Mt Pleasant Farmers Market store holders – ‘Earn your Business’ Workshop Survey on Agricultural Transport Issues for PIRSA 90 day Change Project Next Generation Grant Program – Maggie Beer, Pernod Ricard, CCL labels, St Hallett Wines, JT Johnston and Sons, Barossa Pizza, DCM Designs, CQi Design Business to Business – Grand Cru Estate (winery and restaurant), The Table Café, Wine Architect, Blond café, Sista Barrista, The Greek BBQ Restaurant
17 4 1 Water reuse infrastructure project assisted July – 100% 30/6/15 Gawler Stormwater Reuse project Sept steering committee 2013 Assist Northern Adelaide Irrigation Scheme to attract funding for Business Case and scheme development Identify, Investigate, Promote water recycling for the Barossa Region Future Water Forum 18 8 Est. a collaborative innovation network for young July - 100% 30/6/14 people in agriculture Sept
Page 82 Establishment and support of Barossa Young People in Agriculture (YiAg) network, advent and planning of conference Young Ambassadors Future Leaders – Project Presentations 2015 Barossa Future Leaders - Program Structure. Connect with young horticulturalists Youth in Ag Forum 2015 grant 19 8 Local campaign to extend and leverage “Eat August 100% 30/6/14 Local” 2013 Totally Locally Barossa forum as part of the Festival of Ideas Promotion of Totally Locally campaign in Barossa, Gawler, Kapunda and Two Wells Barossa Food campaign Support and promotion of Food SA’s Eat Local RDF Application for lifting the bar on Food Service with membership of Eat Local a component Foragers Trail – Barossa Food showcase to Novotel’s top 100 members, including regional tours of local food businesses Justin North Dinner – 110 attendees; featured local produce Next level dining project with “Eat Local” membership included Generations Lunch –to source regional produce for 300pax Barossa Vintage Festival
20 9 Increase Barossa Food membership by 3 July 2013 100% 30/6/14 businesses per year for 2014 & All members of The Barossa Farmer’s year 30/6/15 Market have joined Barossa Food – this is and an increase of approximately 40 2015 members. year SA Food Industry Awards and Regional Awards promotion Business mentoring & support Increased membership by 4 members Membership prospectus developed 17 new memberships and 6 new sponsors Collaboration for new direction Barossa Food
21 9 3 Industry forums per year aimed at innovation, Sept. – 100% 30/6/14 digital opportunity, environment best practice or Oct 2013 for 2014 & clusters and 30/6/15 Connectivity and Collaboration business 2015 breakfast Innovation through Clusters with Orjan Solvell
Page 83 Peri-Urban Agriculture prosperity with O. Solvell Joel Salatin - new agriculture Regional and Economic Development and Creativity – with Prof. Jean-Alain Heraud Festival of Ideas – Totally Locally and world Heritage as a driver of Innovation RDSA Infrastructure Summit. Regional Arts Think Tank YiAg Agtastic Conference – focused on sustainable farming practices, networking and getting involved in Ag Health and Aged Care Workforce innovations Climate Change Adaptation plan and Vulnerability Assessment workshop Barossa Region Freight forum Cluster Workshop Series for Food Wine and Tourism with Goran Roos Launch of Cluster Observatory in Barossa Arts and Culture Think Tank follow up B2B Monthly business Breakfasts Planning for “Transforming Business’ Forum in August 2015 Engagement with federally funded digital business program
22 11 Growth in employment in agrifood and tourism July – 100% 30/6/15 by 30 FTE 2013 Proposed expansion of D’Vine Ripe Barossa Valley Cheese Company – 1 FTE Ag Workforce Development project Zerella Fresh Shared labour force initiative – Nthn Adel Plains (Zerellas and D’Vine Ripe) – 16 FTEs Jam Factory – 4 FTE Vinetech 3 FTE Esperosa Wines 2 FTE Chateau Tanunda- 2 FTE Accommodation and hospitality YiAg – promoting careers in Agriculture Hutton Vale & Barossa Heritage Pork (Ag Apprenticeship) – 1 FTE Seppeltsfield Winery and Fino Restaurant – 33 FTE Career Service facilitation “How to become an employer” services B2B professional services – 4 FTE The Table – 2 FTE Tourism Barossa – 2 FTE Gawler Golf Club – 1 FTE One White Kite – 4 FTE Pernod Ricard Pacific – 8.5 FTE JT Johnson & Son 80 construction jobs and 9 FTE ongoing
Page 84 The Coop expansion - tbc
Certification
I, Anne Moroney, the Grantee’s Representative being a person duly authorised by Regional Development Australia Barossa Incorporated hereby certify that, to the best of my knowledge:
The information above is accurate, complete and not misleading and is not incomplete by the omission of any fact necessary to make such information not misleading or incorrect in any material respect;
Regional Development Australia Barossa Incorporated is carrying out the Program; and
A Program manager has been appointed for the purpose of carrying out the Program.
Signed: ...... Date: 15/7/15
Page 85 Page 86 Final Report
Grantee: Regional Development Australia Barossa Incorporated
Program Title: Targeting Quality Jobs
Funding Deed dated 19th November 2014 between the Minister for Finance and Regional Development Australia Barossa Incorporated.
1 Progress of the Program
KPI/Project KPI Description Activities undertaken Start date % Due date Outcome achieved number KPI No. 1 /Project Facilitate the Activities undertaken to achieve KPI: 1 July 2014 100% 31 Outcome number creation of minimum 1. Business activity and barriers identification Decembe 1 of 6 non-government 2. Business assistance r 2014 Full Time Equivalent 3. Value chain analysis Jobs in the region 4. Cluster mapping 5. HR support
1.Identified business activity in the region in order to support plans to expand and grow and support businesses – 34 businesses supported through consultations and 25 through
Barossa Business register – project aimed to bring together all active businesses in Barossa Region, collect their data about employment, future jobs and development opportunities. Specialised website was launched in Oct 2014 and is upgrading in Dec- Jan 2015 by networking directory and events calendar Barossa Communication Channel feedback – regular newsletter with local business news, information about funding opportunities, business and educational events, job opportunities – issued twice a month
2.Assist businesses in their growth and development, help to break barriers in the access to the resources through Personal meetings - 40 Business advice and consultations – 48 Information about financial opportunities – 5 sessions
For the businesses in the fields of: Professional services Food Wine Manufacturing/Technical/wine Agriculture Tourism Music industry, Arts Equine
3.Value chain analysis Identified key industries which are strategic for the region and create most of jobs: wine, food and tourism Analyse value chain of the key industries to build understanding of the main actors/processes and outcomes, gaps and opportunities which bring business growth, jobs and investments to the region Organised series of industrial Workshops and meetings with industrial associations: Wine – 2 meetings and 3 workshops Tourism – 1 meeting and 1 workshop Food – 2 meetings Value Chains for luxury food – 1 workshop 4.Cluster mapping Identified key clusters in the Region: 3 existing, 4 emerging and 6 potential Developed method of cluster mapping and presenting the region through the GIS investment map to identify gaps and opportunities leading to industry growth and job creation Wine/Food/Tourism Cluster – 1 workshop 5.HR support Assistance in marketing job opportunities, job offer promotion, building and improving employer`s toolkit for growing and emerging businesses to enhance satisfaction of employment procedures for both sides – employees and business owners 5 FTE in professional services 2 FTE in manufacturing/technical 11 FTE in food and agribusiness KPI No. 2 /Project Facilitate the Jobs created ( cumulative) 1 July 2014 100% By 30 Outcome number creation of a (as a result of facilitation) at least June 2015 1 minimum 20 (with 13 FTE in professional services Kodo Technologies, Sovereign Business Solutions, Hongell target of 50) new and Me, Barossa Explorer, Stellar, Storeylines. non-government Full 4 FTE in manufacturing/technical MP Crash Repairs, Shannon engineering Time Equivalent jobs 15 FTE in food, wine and agribusiness (SA Mushrooms, Novotel, Vinetech, Seppeltsfield in the region 1847) Local Jobs advertised in period to date 471 (A new tool for assessing investment and jobs is being developed by RDA Barossa under this project and will be used for data to appear in final report)
KPI No. 3 /Project Facilitate a minimum Activities undertaken to achieve KPI: 1 July 2014 100% By 31 Outcome number of 1,500,000 worth of 1. Develop clear and understandable marketing tool for investment attraction – Decemb 2,3 non-government investment map er 2014 investment in the 2. Collect data by region to be displayed through the investment map and region presented to the potential investors 3. Identified value chains of the main industries for better understanding of the local participating businesses 4. Build a procedure of creating a portfolio of Investment projects, prepare portfolio of local projects attractive for the investments 5. Investment portfolio for Mallala DC
1. Investment Map Developed a concept of the investment map for the Barossa region Analysed and compared different models for the presenting investment opportunities of the other regions and countries Market research for GIS solutions suitable for building this product Developed Investment map layers structure and started prepare content data bases (30% ready) Internal consultations - 2 and workshops – 1 Developed a framework in conjunction with GIS solution provider which ensures the delivery of ready product to June 2015. Accessing data sets and additional information 2. Data by Region Identified sources of data to be displayed through the investment map Consolidated industry data bases from different sources I one template – farmers, manufacturing, equine 3.Value chain analysis Series of workshops for wine/food/tourism – 3 Industry representatives participated – 37 4.Investment projects portfolio Established a procedure of portfolio building for Existing start ups Identified investment opportunities Supported existing start-ups with business and marketing planning advice: Technical/automotive – 1 Water distribution – 1 Accommodation – 1 Industrial services – 1 Identified opportunities W2E Electricity distribution Fertilizer production Wi-Fi hotpoint 6. Developed and presented to RDA Board Investment Prospectus for Mallala District Council which consolidates presentation of regional features and investment opportunities 7. Created a List of services for the prospective investors
KPI No. 4 /Project Facilitate a minimum Vinetech $1.1 million 1 July 2014 100% By 30 Outcome number of $5,000,000 (with a Novotel$ 400,000 June 2015 2,3 target of $20,000,000) MP Crash repairs $690,000, worth of non- SA Mushrooms 1.9 million, government D’Vine ripe $100 million - $50million this financial year investment in the Shannon Engineering $100,000 region Hickinbotham Two Wells – estimated investment to date $1 million Water Infrastructure (Greater Gawler) Project $21 million (announced but not commenced) JT Johnson & Sons $1.5 million Business case study project $235,000 KPI No. 5 /Project Identify and market 3 Investment opportunities identified and marketed: 1 July 2014 100% By 31 Outcome number investment Decembe 1,2,3 Opportunities(includi 1. Water distribution Project r 2014 ng proposed Business planning investment projects) Connecting with Council and regulatory authorities marketed through Presenting to investors the portfolio Preparing the Expression of Interest promotion Assisted with specific planning services and current issues
2. Multi-use Rescue and Fire fighting vehicle Business planning Presented to the investors and Government in order to find resources to build a prototype and attract money for building production facilities. Promoted through New Ventures Institute program.
3. W2E Identified issues with energy supply in the region and need in alternative energy sources Presented potential opportunities to the specific organisations attracting overseas investors from the relevant industries Prepared expression of interest for feasibility study to lift the project on the new level with higher investments and increased number of jobs
4. Luxury accommodation (existing and new) Opportunities presented to the overseas investors Feasibility study is in progress for new accommodation facility Business planning in progress for the development of existing site
KPI No. 6 /Project Identify and market 7 opportunities developed and either documented or promoted: 1 July 2014 100% By 30 Outcome number 10 investment Equine Centre June 2015 1,2,3 Opportunities(includi Northern Connector ng proposed Luxury Accommodation at Golf Club investment projects) Luxury Accommodation co-located with a winery development – marketed through presentation of proposal the portfolio Partnership pitch for Culinary Centre promotion Luxury Hosted Accommodation Water Reuse scheme – NAP MURAF
KPI No. 7 /Project Facilitate networking Activities undertaken to achieve KPI: 1 July 2014 100% By 31 Outcome number in targeted cluster 1. To boost the entrepreneurial and innovative activity in the region leading to the Decembe 4,5 areas for a minimum development of start-ups and creation of quality jobs r 2014 of 15 businesses in the 2. Network businesses and create local entrepreneurial environment motivating region business minded people to start business and provoking existing business to the ongoing improvement and growth 3. To coach employers how to market jobs that are hard to fill
1. Develop entrepreneurial activity in the region Entrepreneurship development planning (plan attached) B2B and networking activity and support of start-ups –19 events Supported Youth entrepreneurs BoSS Camp , established an RDA Barossa Award for the Innovation Leadership, promoted idea of youth entrepreneurship among local educational institutions Established an Award in Business Studies for the High school students Established partnership with Gawler Women in Business network in order to support and develop women entrepreneurship in the region Develop B2B network and increase number of participating businesses Provide start-ups and small businesses with the professional advice Give start-ups and small businesses access to the information about affordable resources for business development through the information sessions, personal meetings and consultations, newsletters Develop in conjunction with University of Adelaide program in innovation leadership for the Barossa future leaders group 2. Network businesses and create local entrepreneurial environment RDA workshops Wine/food/tourism cluster workshops – 4 Business2Business workshops – 6 Climate/water workshops – 2 National reserve bank workshop – 1 Major event workshop – 1 RDA Board workshops – 4 Digital Business 2 Retail opportunities 1 Networking events B2B breakfast – 2 B2B networking night – 2 Think Tank update -1 Girl`s talk lunch -1 Business events and conferences RDA annual meeting event Cluster observatory Launch ArtMusicDesign launch Training and education Barossa Future Leaders Program workshop-1 Foundation of Directorship seminar-1 Information sessions Grant Information sessions - 3
3. Coach employers and market jobs
Through B2B services for 2 businesses Establishing collaboration between D`Vine Ripe and Hickinbotham Group regarding D`Vine Ripe`s job demand and prospective employment for the new resudents of Two Wells development. Skills training programs that engage employers in trainee selection and work experience
Number of networked businesses: At least 200 participants of networking events At least 18 participants of RDA workshops 14 service providers in B2B network 48 businesses in Barossa Business register
KPI No. 8 /Project Facilitate networking 2 Networking events – 70 from wine food tourism cluster 1 July 2014 100% By 30 Outcome number in targeted cluster 2 Networking events – 50 from ArtMusicDesign cluster June 2015 4,5 areas for a minimum of 50 (with a target of 100) businesses in the region
I Anne Moroney, the Grantee’s Representative being a person duly authorised by RDA Barossa hereby certify that, to the best of my knowledge:
The information is accurate, complete and not misleading and is not incomplete by the omission of any fact necessary to make such information not misleading or incorrect in any material respect; RDA Barossa is carrying out the Project RDA Barossa is not in breach of its obligations, representation or warranties under the Funding Deed; RDA Barossa has only applied the Funding for the Purpose; RDA Barossa has during the Funding Period continuously employed on a full time basis, a Project Manager whose duties have been dedicated to supporting the Grantee in the implementation of the Project.
Signed: Date 24/7/ 15 Barossa Skills for Jobs in Regions Participants & Outcomes
Barossa Career Service 250
Participants, 197 200
150
100 Job outcomes, 73
50 Further Education, 24
0
Industry Links - Aged Care 25 Participants, 21 20
15 Job outcomes, 13
10
5 Further Education, 2
0
Industry Links - Retail & Hospitality 70 Participants, 66
60
50
40
30 Job outcomes, 25
20 Further 10 Education, 6
0
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16 Participants, 15
14
12 Job outcomes, 11
10
8
6
4
2 Further Education, 0 0
Side By Side 16 Participants, 14 14
12
10 Further Education, 8 8
6 Job outcomes, 5
4
2
0
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