Annual Business Plan 2019-2020

Clare & Gilbert Valleys Council

Contents

Welcome 3 Public Consultation & Public Hearing 4 Introduction 5 Significant Influences and Priorities 6 Council Members 7 Continuing Services 8 Strategic Plan 2020 9 Rates 2019-2020 23 Services Charges 24 Average Rates 25 Valuation Statistics & Annual Rates Statistics 26 Funding the Business Plan 27 Council’s Financial Sustainability 28 Statement of Comprehensive Income 30 Statement of Financial Position 31 Statement of Changes in Equity 32 Statement of Cash Flows 33 Uniform Presentation of Finances 34 Financial Indicators 35 Capital Works Summary 36 Public Submissions 38

Welcome to the Clare & Gilbert Valleys Council

Our district comprises some of the most productive lands and scenic A southern extension through the Rattler Trail, from Auburn through to landscapes in Australia which deliver premium products and experiences. Riverton, makes a total distance of 60kms. The Heysen, Mawson, Kidman Located adjacent to the outer metropolitan area of South Australia’s capital and Lavender Trails also traverse the Council’s landscape offering a diversity Adelaide, the Clare & Gilbert Valleys enjoy the advantages of proximity and of active experiences. accessibility with an enviable rural lifestyle. Education is a focus for the Clare & Gilbert Valleys with excellent public and The Clare Valley wine region is famous for its world class Riesling and has private schools and a number of training organisations. A quality library achieved recognition as Australia’s Capital of Riesling. Combined with service is provided through full time libraries at Clare, Saddleworth and Shiraz as another staple, and emerging wine varieties, the Clare Valley Riverton, with an agency in Auburn. The strong presence of the University of continues to have a strong future in viticulture and winemaking. the Third Age enables a wide variety and range of interests to be explored.

The corner stones of the economy are the productive and fertile lands of the The high level of health and associated services available locally, including Clare & Gilbert Valleys combined with favourable climatic conditions two hospitals and an excellent ambulance service along with the presence resulting in excellent broad acre cropping opportunities and livestock of the Mid North Community Passenger Network Scheme, provide well for production. This strength provides a solid foundation for enviable food those who need assistance. experiences and an increasing trend towards value-adding beyond the farm gate. The Clare & Gilbert Valley region is an accessible destination for visitors to utilise the many excellent accommodation venues, function centres and The vision for the Clare & Gilbert Valleys is described as “attractive, tourist facilities available, including the wide variety of historic sites and prosperous, welcoming and harmonious”. This statement embraces the events which occur in the area. tapestry of towns, villages and rural landscapes across which our population of 9,311 is dispersed. Ranging from the service towns of Clare, Riverton, The Clare & Gilbert Valleys comprise safe communities with a low crime rate Saddleworth and Auburn through to the villages of Stockport, Tarlee, Rhynie, and a strong police presence. An active and efficient emergency service is Manoora, Mintaro, Watervale, Sevenhill, Armagh, Waterloo, Hilltown, present throughout the region provided by dedicated and well trained Leasingham, Stanley Flat and Marrabel each has a proud history, great volunteers of the Country Fire Service and State Emergency Services. The stories and a positive future. region also has access to many State and Federal Government agencies including: Primary Industries and Regions SA, Natural Resource The Clare & Gilbert Valleys form part of the traditional lands of the Ngadjuri Management and Department of Environment & Water, Regional peoples and their rich connection and association with this place is Development Australia Yorke and Mid North, Department of Education, recognised. Country Health SA, SA Water, Department of Planning, Transport and Infrastructure and Centrelink. The Clare & Gilbert Valleys home to the renowned Riesling Trail, which hosts cycling and walking from Barinia in the north to Auburn in the south, it covers more than 35kms along the old railway corridor.

Public Consultation

The consultation period for the Annual Business Plan and Budget for 2019-2020 commenced on Wednesday 29 May 2019, with written submissions closing at 5pm on Wednesday 19 June 2019.

Public notices were placed in the local newspapers with documents available at: Council Offices - 4 Gleeson Street, Clare and 21 Torrens Road, Riverton Libraries - 33 Old North Road, Clare, 19 Belvidere Road, Saddleworth and Riverton & District High School Community Library Council’s website - www.claregilbertvalleys.sa.gov.au

All written submissions were presented to a Council meeting held on Monday 1 July 2019 at 7pm.

Public Hearing

Members of the public were invited to make verbal submissions regarding the Draft Annual Business Plan at the Council meeting held at the Council Chambers, 4 Gleeson Street, Clare on Monday 17 June 2019 commencing at 7pm.

Introduction

The Annual Business Plan presented summarises the services, programs and projects that Council proposes to deliver in the 2019-2020 financial year. It outlines Council’s strategic and operational objectives for the provision of projects and valuable services to the local community, some of which have a benefit to the greater region.

The focus will again be on core services which include road reseals and resheeting, footpaths, stormwater, drainage, and community wastewater management schemes. Managing Council’s statutory responsibilities in health, building and planning assessment will continue, with a focus on providing quality customer service.

Council will again place a high priority on value for money services and will continue to review and reassess what it does, thereby identifying and working to achieving operational efficiencies.

Significant Influences and Priorities

There are a number of factors that have influenced the preparation of the Business Plan and Budget. These include:

 The Australian economic climate and 2019 Australian Government Election.  The need to comply with financial, regulatory, transparency and accountability requirements from the State & Australian Governments.  Enterprise Bargaining agreements which provide for wage and salary increases.  Commitment to maintain and improve assets to acceptable standards including roads, footpaths, lighting, storm water drainage, trees and planting, open space and Council buildings.  Local Government Price Index increases on existing goods and services of 2.1% for the year  Strategic Plans and other adopted Plans  Drought and its impact on the Council area and wider region.

The Annual Business Plan has been prepared within the following guidelines:

 An increase in general rate revenue of 2.8%.  Community waste water management scheme charge will remain at $380 per unit.  Waste collection charge will be unchanged at $190.

The Council’s priorities continue to be:

 Actively pursuing State and Australian Government grants.  Attract and retain quality employees.  Enhance Council’s profile in the community, with improved consultation and transparent decision making.  The need to review Strategic Plans and Asset Management Plans to achieve long term sustainability.  Review work practices to explore opportunities for improvement in efficiencies and service delivery.

Council Members

Clare & Gilbert Valleys Council comprises a Mayor and nine area Councillors.

The Council is responsible for policy making and decisions that impact on future plans for the district, and the lives and livelihoods of individuals, organisations and businesses within it.

The role of Council Members is to:

 Represent the interests of residents and ratepayers, to provide community leadership and guidance, and to facilitate communication between the community and the Council.  Participate in the deliberations and civic activities of the Council.  Formulate the Council’s objectives and policies.  Keep the Council’s objectives and policies

under review to ensure they are appropriate Standing, from left: and effective. Cr Brian Koch, Cr Ian Burfitt, Cr Ann Alder, Cr Malcolm Bartholomaeus, Cr Nedd Golding

 Keep Council’s resource allocation, Sitting, from left: expenditure and activities, and the efficiency Cr Leon Bruhn, Deputy Mayor Cr Elizabeth Calvert, Mayor Wayne Thomas, Cr Cate Hunter, Cr Lucy Drummond and effectiveness of its service delivery under review.

Continuing Services

All Councils have a responsibility under the Local Government Act and other relevant legislation to undertake several critical functions for their communities. These include:

 Setting rates and preparing an annual budget and determining longer term strategic management plans for the Council area  Management of basic infrastructure including roads, footpaths, parks, public open spaces, street lighting and stormwater drainage  Development planning and control including building safety assessment  Various environmental health issues

In response to community demands the Council also provides further services and programs including:

 Library services  Town Halls and community buildings  Youth support activities  Economic Development  The Clare Art House and other community spaces  Street cleaning, rubbish collection and recycling

The Council also operates a number of facilities on a fee for service basis. These provide important community benefits, while also generating revenue to help deliver a ‘value for money’ service:

 Caravan Parks  Cemeteries  Community Waste Water Management Schemes  Town Halls  Valleys Lifestyle Centre - Managed by YMCA

Strategic Plan 2020

Clare & Gilbert Valleys Council – Vision Clare & Gilbert Valleys will be a harmonious and welcoming community living in an attractive and culturally rich rural environment with first class facilities, innovative business and internationally recognised local produce and service.

The Strategic Plan is an important document guiding the direction of Council. It is structured so that Council’s decision making can be informed by the outcomes and actions set out in the Strategic Plan.

The following table includes the project priorities and highlights for the 2019-2020 financial year that align the objectives and outcomes in the Strategic Plan 2020, which we believe are of interest to the community.

1 Community Well Being

Outcome: An exceptional quality of living for all, with opportunities available for people of all ages and abilities  Ongoing financial support for a Youth Development Officer $44,000  Work with current Youth Advisory Committee to support their key initiatives for Youth Development across Council $5,000

 Support for the Clare & Gilbert Valleys Library Service to organise, inspire and inform community $740,000

members and help build strong communities by encouraging reading and literacy, research, digital literacy and provide social connection Outcome: Strong community leadership and an active and engaged volunteer sector

 Ongoing support of Peak Body Projects which build & maintain a sense of community $84,000

 Ongoing support of Community Asset Grant Program to help maintain a range of community buildings & facilities $60,000

 Hold Community Forums for Peak Bodies and Council Committees

 Support Council Committees, including Auburn Recreation Ground, Riverton Recreation Ground and Clare Town Hall

 Support Town Christmas Celebrations, ANZAC & Australia Day events Outcome: A united, transparent and equitable vision for the whole local area  Undertake community consultation on the Annual Business Plan and Budget

 Undertake a comprehensive review of Strategic Plan, Asset Management Plan and Long Term Financial Plan together

with the Clare & Gilbert Valleys Community.

2 Recreation and Lifestyle

Outcome: A vibrant arts and cultural sector where creative people thrive and residents and visitors can enjoy visual arts and performances Places and spaces for performance and creative expression Events and festivals all year round Night time entertainment including restaurants, bars and activities

 Continue to provide assistance to the community to manage community events

 Sponsor Rotary Art Acquisitive Prize and Rotary Sculpture Acquisitive Prize $6,000  Implementation of “Community Event Grants” which provides grants for events across the Council area $50,000  Employment of an Arts & Cultural Events Coordinator - commence 1/1/2020 (subject to Country Arts SA funding) $52,500

Outcome: A healthy and active community supported by a range of tailored services and facilities

 Replace Playground items identified in Audit $50,000  Caravan Park Septic System, Auburn $80,000  Caravan Park Sites, Auburn $20,000  Solar Panels Riverton Caravan Park, Riverton $15,000  Operate and maintain the Valleys Lifestyle Centre $697,000  Operate and maintain the Riverton Swimming Pool $148,000  Continue to support Star Club Officer in conjunction with Regional Council of Goyder and Wakefield Regional Council $21,000  Nat Dunstan Memorial Playground to be fenced $9,000  Open space recreational strategy to assess all open space and recreational assets in the Council $50,000 area and strategically prioritise future investment

 Support the Clare Oval Redevelopment Committee to upgrade the Clare Oval Precinct Stage 1, including the consideration of the inclusion of $250,000 (of the $1.96million commitment) at the first budget review to assist with full design and engineering

Outcome: A warm and welcoming local area with a rich rural identity

 Work with the Clare Valley Alliance on opportunities to implement the Clare Valley brand more broadly

 Provide in-kind support to Clare Valley Winemakers Inc. on the construction of new Clare Valley branded entrance signage  Clare & Gilbert Valley Brand Implementation $20,000

3 Natural & Built Environment

Outcome: Sustainable land use development, affordable, appropriate and accessible housing

 Encourage development that reflects the desired character outcomes for the Clare & Gilbert Valleys

Outcome: Distinctive heritage buildings are protected and celebrated

 Ongoing support for Clare Regional History Group Collection, Riverton History Centre and Mt Horrocks Historical Society

 Continuation of the “Renewing our Built Heritage Grant Program” which provides small grants for owners to improve their $26,000 heritage listed properties

 Work with the Local “National Trust” on opportunities to support conservation and heritage assets

Outcome: Parks, streets and public spaces are attractive, safe and promote social interaction

 Support ongoing improvement of visitor facilities and recreation parks in Riverton and Auburn

 Collaborate with Discovery Holiday Parks to upgrade the Clare Caravan Park and the ongoing management of their lease

 Consistent with the recommendations to the ‘Colours of Clare Town Centre Study’ - complete stage 1 and implement $150,000 stage 2 of the Clare Streetscape Plan  Explore opportunities for State Government to financially support the implementation of the Clare Streetscape Plan

3 Natural & Built Environment continued

Outcome: Natural bush land, river systems and habitats are healthy and protected

As part of the implementation of the various Stormwater Management plans, Stormwater upgrades have been listed for Clare & Stockport as well as minor works in Saddleworth and Auburn.

STORMWATER

 The development of implementation plans for township Stormwater Management Plans $100,000

 Clare William Street - Neagles Rock - Stage 2 $260,000

 Clare - Gleeson Street Upgrades (after William Street) $315,000

 Clare - James Road $40,000

 Clare - West Terrace $18,000

 Stockport - Watts Terrace drainage upgrades $85,000

 Saddleworth - Clean Out Gilbert River $40,000

 Auburn - St Vincent Street Floodway Upgrades $40,000

 Support for Bush For Life sites across the Council $6,500

Outcome: Energy, Water and Natural Resources are used sensibly and waste is reduced

 Development and operation of a satellite Waste Transfer Station at Riverton $100,000

 Comprehensive reviews of the CWMS & Waste Management costs

4 Business & Economy

Outcome: The local area is internationally recognised for its high quality, niche products and services attracting investment and talent  Continued implementation of the actions of the Economic Development Plan in conjunction with Regional Development Australia  Ongoing financial support to Regional Development Australia, Yorke and Mid North $51,000  Support the growth of tourism in partnership with Clare Valley Alliance through the implementation of the Clare Valley Brand; Clare Valley Destination Management & Marketing Plan; attraction of investors into luxury accommodation and product development

 In partnership with neighbouring Councils, create the Adelaide Wine Capital Cycle Trail  Continued financial support for the operation of the Clare Valley Wine, Food & Tourism Centre $200,000  Funding support for twinning celebrations with Yoshinaga Japan $10,000

Outcome: Employment and Training opportunities are available for young professionals

 Employment opportunity for a Trainee Maintenance Worker $45,000

5 Transport & Infrastructure

Outcome: High-Speed communications to connect businesses, residents and visitors

 Continue to work with NBN as it continues to develop the network

 Promote the availability of the State Government funded free WiFi in Clare, Auburn and Mintaro

5 Transport & Infrastructure continued

Outcome: The road network is safe and efficient $510,775

The following Township Sealed Roads/Intersection surfaces have reached intervention and end of life as per Council’s Transport Asset Management Plan. Remediation works will include pavement repairs, rehabilitation and resealing.

Auburn Saddleworth  South St at Horrocks Hwy - hotmix Intersection only  Mary St from Michael St to Curb St  Saddle Rd from Bridle St to Charles St Clare  Saddle Rd from Burra Rd to Bridle St  Dominic St from Main North Rd to Archer Pl  Saddle Rd from Spur St to Whip St - hotmix intersection only  King St from Sabine St to Buchanan St  Saddle Rd from Ship St to McAuliffes Rd - hotmix intersection only  Maynard Rd from Main North Rd to Warenda Rd  Paxton St from Beare St to Houghton St Sevenhill  Plant Ave at Main North Rd - hotmix intersection only  Anton Street at Bays Rd - hotmix intersection only  Sunnyside Rd - hotmix intersection only  Bayes Rd from Main North Rd to Church St - hotmix intersection only  Temple Rd from King St to Victoria Rd  College Rd at Main North Rd - hotmix intersection only  Toyota Access - hotmix intersection only  Powell St from Main North Rd to Albert St Tarlee  Hallet St and Gilbert St - hotmix intersection only Leasingham  Wakefield Rd at Horrocks Hwy - hotmix intersection only Watervale  Bryksys Hill Rd from North Tce to end of seal Mintaro  Commercial Rd from St Vincent Rd to South Tce  Burra St from Burton St to Merildin Rd  Main St (Watervale) from Main North Rd to North Tce  North Tce from Main North Rd to Commercial Rd Penwortham  South Tce at Horrocks Hwy - hotmix intersection only  Horrocks Rd at Horrock Hwy - hotmix intersection only  South Tce from Commercial Rd to Glaetzer St  Horrocks St at Horrocks Hwy - hotmix intersection only  St Vincent from West Rd to Glaetzer Rd  Morrison Rd at Horrocks Hwy - hotmix intersection only  St Vincent Rd from Commercial Rd to West Rd

Riverton  Gilbert St from Torrens Rd to Swinden Rd  Moorhouse Lane - upgrade and seal  Railway Tce from Mill St to end of seal (south)

5 Transport & Infrastructure continued

Outcome: The road network is safe and efficient $1,345,307

The following Rural sealed surfaces have reached intervention as per Council’s Transport Asset Management Plan:

Sevenhill  Quarry Rd from Horrocks Hwy to Spring Farm Rd  Quarry Rd from Spring Farm Rd to end of seal

Stanley  Copper Ore Rd from Merildin to Wookie Creek

Steelton  Main Road 45 from Steelton Rd to 2.1km north (Subject to Special Local Roads Program – Grant Funding)

Waterloo  Main Road 45 from Quinns Gap Rd to end of seal  Main Road 45 from Sydney St to Quinns Gap Rd  Main Road 45 from Waterloo Rd to Sydney St  Waterloo Rd from Mile Long Rd to Powerline North Rd  Waterloo Rd from Powerline North Rd to Main Road 45

Watervale  Old Rd from Cemetery Rd to end of seal

5 Transport & Infrastructure continued

Outcome: The road network is safe and efficient $1,601,602

The following Rural Sheeted Road surfaces have reached intervention and end of life as per Council’s Transport Asset Management Plan. Remediation works will include reshaping existing formation, upgrading drainage (where required) and re-sheeting.

Alma Hilltown  Giles Corner Rd from Vandeleur Rd to Alma Rd  Harvey Hwy from RM Willams Way to Start of Seal at Bridge  Hilltown Rd from Cornwell Rd to Harvey Highway Auburn  Hilltown Rd from End of Seal 30m North of Smart Rd to Cornwell Rd  Allen Rd from Saddleworth Rd to Freeman Rd  Hilltown Rd from Harvey Hwy to South Tce  Dennison Rd from Balaklava Rd to Farm Driveway  Flaxmill Rd from Bend at farm driveway to start of seal Leasingham  Flaxmill Rd from Taylors Rd to Bend at farm driveway  Blocks Rd from Leasingham Rd to Bend at RRD 2320  Gregor Rd from Road Reserve at RRD 2535 to Nyowee Rd  Maddern Rd from Horrocks Hwy to Dennis Rd Marrabel  Stephens Road from Pine Creek Rd to Moores Rd  Arends Rd from Farm Driveway to Council boundary (south)  Arends Rd from Murrays Rd to Farm Driveway Benbournie  Golf Course Rd from Campion Rd to Links Rd  Benbournie Rd from Ingomar Rd to Council boundary (west)  Golf Course Rd from Links Rd to Quarry Rd  Benbournie Rd from Stradbrooke Rd to Ingomar Rd  Golf Course Rd from Marrabel Rd to Campion Rd

Halbury Penwortham  Herds Hill Rd from Council Boundary (west) to Balaklava Rd  Pawelski Rd from Horrocks Hwy to Spring Farm Rd  Woolshed Flat Rd from Diagonal Rd to Anderson Rd  Woolshed Flat Rd from Gregor Rd to Diagonal Rd Riverton  Ettrick Rd from Windy Hill Rd to Hondows Rd Hill River  Finnis Point Rd from Farrows Rd to Leeward Rd  Lallys Rd from Farm Driveway at RRD 2730 to Angas Ct  Leeward Rd from Barrier Hwy to farm driveway at RRD 1160  Angas Court from Blockers Rd to RRD 2873  Leeward Rd from farm driveway at RRD 1160 to Callery Rd  Angas Ct from RRD 2873 to Hilltown Rd  Ryelands Rd from Finnis Point Rd to start of seal  Lallys Rd from Farm Driveway at RRD 2730 to Angas Ct  Gants Hill Rd from Ryelands Rd to End of Council Boundary (East)  Hesters Rd from Ryelands Rd to End of Sheeting at RRD 1415

5 Transport & Infrastructure continued

Outcome: The road network is safe and efficient The following Rural Sheeted Road surfaces have reached intervention and end of life as per Council’s Transport Asset Management Plan. Remediation works will include reshaping existing formation, upgrading drainage (where required) and re-sheeting.

Saddleworth  Bruce Rd from Schnaitmann Rd to Saddleworth Rd

Sevenhill  Spring Farm Rd from Quarry Rd to College Rd

Stanley Flat  Angas Ct from End of Seal to Blockers Rd  Lookout Rd (Nth of Clare) from Horrocks Highway to Rossmore Rd

Stockport  Giles Corner Rd from Stribling Rd 1.8km towards Branson Rd  Giles Corner Rd from Murray St to Stribling St  Kochs Rd from Ayliffe Bridge Rd to Watts Tce  Watts Tce from Gardiner Tce to Pine Ridge Rd

Tarnma  Pfitzners Gap Rd from Frederick Rd to Council boundary (east)

Tothill Creek  Salt Creek Rd (east) from Tothill Creek Rd to Michalanney Rd

Watervale  Watervale Rd from end of seal to Springvale Rd

Woolshed Flat  Plew Rd from Long Rd to RRD 1480

Waterloo  Carlsruhe Rd from end of seal to Main Road 45

5 Transport & Infrastructure continued

Outcome: The road network is safe and efficient $407,000 Council has 32 Bridge Structures listed on the Transport Asset Database. Following detailed bridge inspections in 2017, significant repairs and replacement of existing structures are required to maintain the continuity of the road network.

Mintaro  Burra Street, Mintaro

Stanley Flat  Roach Road, Stanley Flat  Lookout Rd (Nth of Clare) from Horrocks Highway to Rossmore Rd, Stanley Flat

Woolshed Flat  Woolshed Flat Road, Woolshed Flat

Outcome: The road network is safe and efficient  Work with DPTI on the $55m allocation of funding towards improving the Horrocks Highway  Undertake a 30m Road Train risk analysis and Rate Assessment $25,000

Outcome: Footpaths are safe, attractive and well maintained $583,500 As part of the continual upgrade of the Clare & Riverton Main Streets, footpath & kerbing works are to be completed as follows:

Riverton Clare  Masters St, Torrens Rd to accountants business  Clare Main St - Burton St to Gleeson St  Masters St access around nursing home  Farrell Flat Rd intersection at Webb St and Anglican Church  Gilbert St access to nursing home car park  Agnes St from Harriet St to Daly St  Gilbert St at Swinden St access around nursing home  Pedestrian activated crossing - design specifications  Swinden St at Paul St access to Primary School  Paul St - primary school oval to Castine St  Moorhouse Tce - Torrens Rd to past Uniting Church  Masters St - Torrens Rd to Matthews Pl  Moorhouse Tce - Moorhouse Lane to Kelly St  Swinden St - primary school frontage  Paul St - Swinden St to Cooper St  Frederick Pl - primary school frontage  Oxford Tce - primary school frontage 18

5 Transport & Infrastructure continued

Outcome: Bicycle and walking trails are connected, accessible, safe and attractive

 Ongoing financial support for Riesling Trail & Rattler Trail $4,000

Outcome: Community transport is accessible and well used

 Promote the Mid North Community Passenger Network which is hosted by Council to continue the $21,489

improvement of services to the community

 Mid North Community Passenger Network Vehicle Clare - Hyundai Tucson equivalent $30,000

Outcome: Car Parking is safe and accessible  Car parking is provided for as part of new developments and a contribution is made to the Car Parking Fund

Outcome: Council-owned land and buildings are fulfilling a useful function and providing public value

 Refurbishment of Catford Park Toilets $14,000

 Saddleworth Office - Automatic Doors $15,000

 Auburn Library - New Doors $5,000

 Removal of Billygoat Hill viewing platform, vegetation removal and fencing to improve lookout and public safety $15,000

 Boardwalk behind On The Run (OTR) and The Valleys Lifestyle Centre, design specifications $10,000

 New Mintaro Hall Septic System $15,000

 Clare Town Hall - Projector & Screen $10,000

 Undertake building revaluation and condition Audit of all Council owned buildings $80,000

6 Council Leadership & Organisational Sustainability

Outcome: A resilient community  Collaborate with State Emergency Services and partners in emergency preparedness and recovery

 Community partnership programs that support the communities to upgrade their facilities and to hold events

Outcome: Improved financial sustainability  Review and update the Strategic Plan  Review and update the Asset Management Plan and Long Term Financial Plan  Conduct a review of the CWMS Schemes at Clare, Riverton and Saddleworth  Conduct a review of the Waste Management Services  Undertake Energy Audit of key Council buildings $40,000  Continue to participate in Local Government Professionals Benchmarking

Upgrade CWMS Infrastructure

 Riverton Pump Station $80,000

 Clare Pump Station and Treatment Plant 85,000 Scheduled purchase of plant & equipment to improve productivity  Maintenance Grader $365,000  Maintenance Truck $190,000  Weighing system for backhoe $8,000  Pedestrian Twin Drum Roller $50,000

 Leaf/debris sucker/loader $13,000

 CWMS Officer, Overseer, Compliance Officer Vehicle $94,000

6 Council Leadership & Organisational Sustainability

Outcome: Streamlined Council processes and procedures that meet legislative requirements  Continued review of work practices and procedures to ensure a ‘best value’ approach to the delivery of projects and services to the community

 Implementation of the Planning and Design Code and transition to the new State Planning System

Outcome: A modern, efficient and accessible IT system and Council website  Information Communication Technology - Administration upgrades $100,000

 Improve our capacity to provide works requests, rates, dogs & cats and online feedback forms and Talk to Us online community engagement  Continue to explore opportunities to communicate Council decisions and activities to the community including email newsletters and Facebook

6 Council Leadership & Organisational Sustainability continued

Outcome: Strong leadership Promote and support the role of Mayor including the conduct of the following:

 Attending Legatus & LGA events and lobbying State & Federal politicians to promote Council’s interests

 Civic Receptions

 Hold regular Council Meetings, including 1 meeting per year in the community

Outcome: Working in partnership to achieve the best outcomes for the local area

 Continue to collaborate with neighbouring Councils to find ways to reduce service delivery costs

Rates 2019-2020

As part of the financial planning and budget processes, Council proposes to increase the overall general rates by 2.8% over that raised in the 2018-2019 financial year. The actual increase payable by any individual ratepayer may be more or less than this depending on the movement in the capital value of their property relative to other properties.

Method Used to Value Land Council continues to use capital value as the basis for valuing land within the Council area. The Council considers that this method of valuing land provides the fairest method of distributing the rate burden across all rate payers. Property value is a good indicator of wealth and capital value which closely approximates the market value of a property provides the best indicator of overall property value.

Adoption of Valuation The Council will adopt the valuations made by the Valuer-General. Anyone who is dissatisfied with the valuation made by the Valuer General may object to the Valuer General in writing within 60 days of receiving this notice of the valuation, explaining the basis for the objection. The Council has no role in this process. It is important to note that the lodgement of an objection does not change the due date for payment of rates.

The total property valuations (excluding non-rateable) provided by the State Valuation Office as at 23 June 2019 was $2,801,152,603 an increase of 3.22%

Differential General Rates Council has regard to the relative movements in valuations over the last few years and acknowledges that a proportion of primary production properties have increased significantly in comparison to other land use categories. Accordingly, the primary production rate will be 63.5% of the general rate applying to residential, vacant and other land use codes with the commercial and industrial rates remaining at 35% above residential.

Payment of Rates Rates are payable in four approximately equal instalments. Ratepayers may elect to pay any instalment in advance. Council will send further notices for each quarter. If the amount due remains unpaid after the due date, it may be recovered by legal actions.

Minimum Rates Council has historically applied a minimum rate. For 2019-2020 the minimum rate is $715. Council considers it appropriate that all rateable properties make a contribution to the cost of administering the Council’s activities and maintaining the physical infrastructure that supports each property. Where a Council applies a minimum rate it must not apply to more than 35% of properties in the Council area. For Clare & Gilbert Valleys Council the minimum rate currently applies to approximately 14.74% of properties.

Services Charges 1. Community Wastewater Management Systems Council provides Community Waste Water Management Systems to properties in Clare, Riverton and Saddleworth. The cost of operating, maintaining and upgrading this service is recovered through the application of service charges on each property for which the service is available. It is proposed that there be no increase in the service charge for Community Wastewater Management Systems in 2019-2020. A charge of $380 per unit is reflected in the budget document. Where the service is provided to non-rateable land, a service charge is levied against the land.

Total Revenue being $1,012,000

2. Waste Collection Scheme Council also provides a refuse collection and recycling service within the townships and settlements of Clare, Saddleworth, Riverton, Mintaro, Sevenhill, Auburn, Watervale, Manoora, Rhynie, Marrabel, Stockport, Tarlee, Waterloo, Armagh and Golfview Heights (Stanley Flat). The full cost of operating and maintaining this service is recovered through the application of a service charge for each property within the listed towns. Where the service is provided to non-rateable land, a service charge is levied against that land. Council proposes that there be no increase for the service charge for refuse collection within the designated townships and collection areas of the Council, with the charge being $190 per annum.

Total Revenue being $712,000

Natural Resource Management Levy The Natural Resource Management (NRM) Levy, set by the NRM Boards, is a State Government tax imposed under the Natural Resources Management Act 2004. As such, Council is obliged to collect the levy on behalf of the State Government. Council collects the Levy on behalf of the Northern and Yorke Natural Resource Management Board. No portion of the levy is retained by Council. The levy (0.018703 cents in the dollar) is based on the capital value of land and is shown as a separate charge on the rate notice.

Net Revenue being $516,000

Rate Rebate A rebate of rates in respect of any rateable land in the Council area will be available in accordance with the Local Government Act 1999 and Council’s Rate Rebate Policy. The policy provides guidance as to the eligibility upon which a ratepayer is entitled to a rebate of rates. Please refer to Council’s Rate Rebate Policy for further information - www.claregilbertvalleys.sa.gov.au.

Hardship Section 182 of the Local Government Act permits the Council, on application to partially or wholly remit rates or postpone rates, on the basis of hardship. Where a ratepayer is suffering hardship in paying rates he / she is invited to contact the Rates Officer 08 8842 6400. Council treats such inquiries confidentially www.claregilbertvalleys.sa.gov.au.

Cost of Living Payments Cost of Living Payments (previously Pensioner Concessions) are now paid directly to eligible ratepayers and managed by the State Government.

A full version of Council’s Rating Policy, Deferment of Rates Due to Hardship Policy and Rate Rebate Policy can be viewed at www.claregilbertvalleys.sa.gov.au 24

Average Rates

This table incorporates the proposed overall rating and its impact using average valuations as shown in the Land Use Table. Rate changes for individual assessments will likely vary from these amounts.

Average Rate in Minimum Average CWMS Refuse/ Average Average Land Use Year Valuaon Dollar Rate General Rates Recycling Total Charges Total $ $ $ $ $ $ $ Increase

2018‐2019 257,454 0.0049000 700.00 1,261.52 380.00 190.00 1,831.52 Residenal: residenal dwellings, ﬂat, units 2019‐2020 259,585 0.0049806 715.00 1,292.89 380.00 190.00 1,862.89 1.71% Commercial: Retail shops, professional 2018‐2019 367,664 0.0066150 700.00 2,432.09 380.00 190.00 3,002.09 services e.g. accounng, legal, engineering, etc. 2019‐2020 375,294 0.0067238 715.00 2,523.42 380.00 190.00 3,093.42 3.04% Industry: Vehicle reports, workshops, 2018‐2019 368,324 0.0066150 700.00 2,436.47 380.00 190.00 3,006.47 wineries, manufacturing, etc. 2019‐2020 361,584 0.0067238 715.00 2,431.23 380.00 190.00 3,001.23 ‐0.17%

Primary Producon: Agriculture, livestock, 2018‐2019 651,614 0.0031850 700.00 2,075.39 ‐ ‐ 2,075.39 horculture, commercial forestry 2019‐2020 685,361 0.0031627 715.00 2,167.59 ‐ ‐ 2,167.59 4.44% 2018‐2019 91,378 0.0049000 700.00 447.75 380.00 190.00 1,017.75 Vacant Land: Vacant allotments 2019‐2020 93,330 0.0049806 715.00 464.84 380.00 190.00 1,034.84 1.68%

Other: Government agencies, educaon, 2018‐2019 174,585 0.0049000 700.00 855.47 380.00 190.00 1,425.47 public ulies 2019‐2020 231,309 0.0049806 715.00 1,152.06 380.00 190.00 1,722.06 20.81%

In order to obtain average valuations , the data did not include past assessments that were removed and/or new assessments in 2019-2020. The calculations are based on the average valuation as at 23 June 2019, from the Valuer General.

Valuation Statistics

2019/20 2018/19 (valuaons as at 23/06/2019)

Rateable Capital Valuaon Number Rateable Capital Number Land Use Capital Value Value Movement of Capital Value Value of $'000 Proporon Assessments $'000 Proporon Assessments

Residenal 887,179 31.67% 1.32% 3,418 875,600 32.26% 3,401

Commercial 132,186 4.72% 1.36% 359 130,414 4.81% 354

Industry 28,451 1.02% ‐14.17% 81 33,149 1.22% 90

Primary Producon 1,678,175 59.91% 3.97% 2,438 1,614,048 59.47% 2,477

Vacant 40,235 1.44% 1.69% 431 39,567 1.46% 433

Other 34,928 1.25% 65.87% 151 21,057 0.78% 121

Total 2,801,154 100.00% 3.22% 6,878 2,713,835 100.00% 6,876

Annual Rates Statistics

2019/20 2018/19 (valuaons as at 23/06/2019) Rate in Rates to Rates Rate in Rates Rates Land Use Dollar Raise Raised Dollar Raised Raised $ $ Proporon $ $ Proporon

Residenal 0.004981 4,446,431 39.66% 0.004900 4,317,120 39.58%

Commercial 0.006724 848,496 7.57% 0.006150 824,159 7.56%

Industry 0.006724 192,686 1.72% 0.006150 221,570 2.03%

Primary Producon 0.003163 5,364,065 47.84% 0.003185 5,223,507 47.90%

Vacant 0.004981 280,936 2.51% 0.004900 278,898 2.56%

Other 0.004981 78,893 0.70% 0.004900 40,865 0.37%

Total 11,211,507 100.00% 10,906,119 100.00%

Funding the Business Plan

Income Expenses Capital Expenditure To fund the service levels outlined within this ABP the Council will expend $17.5m in operaonal items to Council will spend $4.8m in 2019‐2020 in renewing and Council raises revenue from a number of sources. 79 deliver the services outlined within this plan. This replacing assets that are nearing, or at the end of their percent of Council’s income will be raised through rate includes $4.5m in employee costs as Council connues to useful life, as well as $2.1m upgrading those where an revenue, which includes general rates $11.2m, ﬁxed be one of the region’s major employers and $5.3m of increased service level will beneﬁt the community. 68 charges for waste collecon $0.7m, community waste depreciaon which the Council is commied to fund so percent of this capital expenditure will be used on the water $1.0m and the NRM levy $0.5m which is a tax the as to renew and replace its infrastructure assets. Council’s transport network which includes roads, Council collects on behalf of the NRM board. footpaths and bridges. $'000 $'000 $'000 Rates 13,498 Employee costs 4,542 Land, Buildings and Other Structures 288 Statutory charges 218 Materials, contracts & other expenses 7,420 Transport 4,688 User charges 856 Depreciaon, amorsaon & impairment 5,267 CWMS 165 Grants, subsidies & contribuons 2,075 Finance costs 320 Stormwater 798 Investment income 176 Total 17,549 Plant 898 Reimbursements 180 Other 50 Other income 50 Total 6,887 Total 17,053

Council’s Financial Sustainability

Overall the Council’s ﬁnancial performance is ﬁnancially sustainable over the next few years. Council has delayed the aainment of a balanced budget in 2019/20 aer considering the ability of ratepayers to absorb a rate increase. However, ancipates a return to a surplus posion in 2021/22.

Operang Surplus / (Deficit) Rao This rao measures the extent to which operang revenue is or is not sufficient to meet all the costs of providing Council services, this also includes depreciaon. The operaƟng surplus raƟo is the operaƟng surplus (or deficit) expressed as a percentage of operaƟng income. Council ancipates that it will achieve a $0.5m operang deficit and a corresponding (3%) operang surplus / (deficit) rao. Council is working towards a financially sustainable posion and is within its target to be between 0% and 15% over any five year period.

Net Financial Liabilies Rao This measure indicates the capacity of Council to meet its financial obligaons from its operang revenue for the period. Where the rao is falling, it indicates that a Council’s capacity to meet its financial obligaons from the revenue streams is strengthening. The net financial liabiliƟes raƟo is calculated by expressing net financial liabiliƟes (total liabiliƟes less financial assets) at the end of a financial year as a percentage of operaƟng income for the year. Council’s net financial liabilies is ancipated to be $2.2m at the end of the 2019/20 financial year with a corresponding rao of 15% which is within Councils target of greater than 0% but less than 100%.

Council’s Financial Sustainability continued

Asset Renewal Funding Rao This rao indicates whether Council is renewing or replacing exisng non‐ﬁnancial assets at the same rate as its overall stock of assets is wearing out. The asset renewal funding rao is calculated by measuring capital expenditure on renewal or replacement of assets for a period, divided by the opmal level of such expenditure proposed in a Council’s Asset Management Plan. Council’s target is greater than 90% but less than 110% over a rolling three year period. Council will commit to undertaking the renewal and replacement of its infrastructure and other assets at the opmum me to achieve the service levels it has agreed within its dra Asset Management Plan.

2017/18 2018/19 2019/20

Audited Actual Original Budget Budget

$'000 $'000 $'000 INCOME Rates 12,612 13,107 13,498 Statutory charges 233 217 218 User charges 814 780 856 Grants, subsidies & contribuons 5,470 2,269 2,075 Investment income 218 175 176 Reimbursements 255 94 180 Other income 60 108 50 Total Income 19,662 16,750 17,053

EXPENSES Employee costs 3,753 4,443 4,542 Materials, contracts & other expenses 7,634 7,240 7,420 Depreciaon, amorsaon & impairment 5,156 4,831 5,267 Finance costs 469 398 320 Total Expenses 17,012 16,912 17,549

OPERATING SURPLUS / (DEFICIT) 2,650 (162) (496)

Asset disposal & fair value adjustments (1,766) (131) ‐ Amounts speciﬁcally received for new or upgraded assets 327 869 315 Physical Resources received free of charge ‐ ‐ ‐ (1,439) 738 315 NET SURPLUS / (DEFICIT) transferred to Equity Statement 1,211 576 (181) Statement of Comprehensive Income of Comprehensive Statement

2017/18 2018/19 2019/20 Audited Actual Original Budget Budget $'000 $'000 $'000

ASSETS Current Assets Cash and cash equivalents 7,893 3,235 2,454 Trade & other receivables 1,879 1,247 887 Financial Assets 260 253 267 Inventories 211 287 211 Total Current Assets 10,243 5,022 3,819

Non‐current Assets Financial assets 265 190 155 Infrastructure, property, plant & equipment 140,723 145,589 146,316 Other Non‐Current Assets 731 599 731 Total Non‐current Assets 141,719 146,378 147,202 Total Assets 151,962 151,400 151,021

LIABILITIES Current Liabilies Trade & other payables 1,012 1,039 1,004 Borrowings 1,164 1,079 983 Provisions 941 1,070 1,159 Total Current Liabilies 3,117 3,188 3,146

Non‐current Liabilies Borrowings 4,808 3,729 2,746 Provisions 93 61 93

Statement of Financial Position of Financial Position Statement Equity Accounted Council Business 247 254 265 Total Non‐current Liabilies 5,148 4,044 3,104 Total Liabilies 8,265 7,232 6,250 NET ASSETS 143,697 144,168 144,771

EQUITY Accumulated Surplus 9,393 16,089 10,417 Asset Revaluaon Reserves 125,161 121,832 125,161 Other Reserves 9,143 6,247 9,193 Total Council Equity 143,697 144,168 144,771

Accumulated Asset Revaluaon TOTAL Other Reserves Surpluses Reserve EQUITY $'000 $'000 $'000 $'000 Dra Budget 2019/20 Balance at end of previous reporng period 10,598 125,161 9,193 144,952

Net Surplus/(Deﬁcit) for Year (181) (181)

Other Comprehensive Income Gain on revaluaon of infrastructure, property, plant & equipment ‐ Transfers between reserves ‐ ‐

Balance at end of period 10,417 125,161 9,193 144,771

2017/18 ACTUAL Balance at end of previous reporng period 8,730 121,834 8,595 139,159

Net Surplus/(Deﬁcit) for Year 1,211 1,211

Other Comprehensive Income Gain on revaluaon of infrastructure, property, plant & equipment 3,327 3,327 Transfers between reserves (548) 548 ‐

Balance at end of period 9,393 125,161 9,143 143,697

2018/19 ORIGINAL BUDGET Balance at end of previous reporng period 15,563 121,832 6,197 143,592

Statement of Changes in Equity of Changes in Equity Statement Net Surplus/(Deﬁcit) for Year 576 576

Other Comprehensive Income Gain on revaluaon of infrastructure, property, plant & equipment ‐ Transfers between reserves (50) 50 ‐

Balance at end of period 16,089 121,832 6,247 144,168

2017/18 2018/19 2019/20 Audited Actual Original Budget Budget $'000 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES Receipts Rates ‐ general & other 12,932 13,107 13,498 Fees & other charges 252 217 218 User charges 1,015 780 856 Investment receipts 233 175 176 Grants ulised for operang purposes 4,865 2,269 2,075 Reimbursements 282 94 180 Other revenues 1,338 107 43 Payments Employee costs (4,164) (4,340) (4,418) Materials, contracts & other expenses (9,371) (7,222) (7,420) Finance payments (472) (414) (320) Net Cash provided by (or used in) Operang Acvies 6,910 4,773 4,888

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts speciﬁcally for new or upgraded assets 327 869 315 Sale of replaced assets 134 63 185 Sale of surplus assets 59 ‐ ‐ Repayments of Loans by community groups 46 51 55 Statement of Cash Flows Statement Payments Expenditure on renewal/replacement of assets (6,944) (4,415) (4,839) Expenditure on new/upgraded assets (450) (2,191) (2,048) Net purchase of investment securies (7) ‐ ‐ Loans to community groups (30) ‐ ‐ Net Cash provided by (or used in) Invesng Acvies (6,865) (5,623) (6,332)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Payments Repayments of borrowings (1,094) (1,166) (1,079) Repayment of ﬁnance lease liabilies ‐ ‐ Net Cash provided by (or used in) Financing Acvies (1,094) (1,166) (1,079) Net Increase (Decrease) in cash held (1,049) (2,016) (2,523)

Cash & cash equivalents at beginning of period 8,942 5,251 4,977 Cash & cash equivalents at end of period 7,893 3,235 2,454 33

2017/18 2018/19 2019/20 Audited Actual Original Budget Budget $'000 $'000 $'000

Income 19,662 16,750 17,053 less Expenses 17,012 16,912 17,549 Operang Surplus / (Deﬁcit) 2,650 (162) (496)

Net Outlays on Exisng Assets Capital Expenditure on renewal and replacement of Exisng Assets (6,944) (4,415) (4,839) Depreciaon, Amorsaon and Impairment 5,156 4,831 5,267 Proceeds from Sale of Replaced Assets 134 63 185 (1,654) 479 613

Net Outlays on New and Upgraded Assets Capital Expenditure on New and Upgraded Assets (including investment property & real estate developments) (450) (2,191) (2,048)

Amounts received speciﬁcally for New and Upgraded Assets 327 869 315 Proceeds from Sale of Surplus Assets 59 ‐ ‐ (64) (1,322) (1,733)

Net Lending / (Borrowing) for Financial Year 932 (1,005) (1,616) Uniform Presentation of Finances of Finances Uniform Presentation

2017/18 2018/19 2019/20 Audited Actual Original Budget Budget $'000 $'000 $'000

Operang Surplus Rao 13.5% (1%) (3%)

Operang Surplus 2,650 (162) (496) Total Operang Income 19,662 16,750 17,053

This raƟo expresses the operaƟng surplus as a percentage of total operaƟng revenue.

Adjusted Operang Surplus Rao 2.6%

In recent years the Federal Government has made advance payments prior to 30th June from future year allocaƟons of ﬁnancial assistance grants. The Adjusted OperaƟng Surplus RaƟo adjusts for the resulƟng distorƟon in the disclosed operaƟng result for each year.

Net Financial Liabilies Rao (12%) 12% 13% Financial Indicators Financial Net Financial Liabilies (2,279) 2,053 2,222 Total Operang Income 19,662 16,750 17,053

Net Financial LiabiliƟes are deﬁned as total liabiliƟes less ﬁnancial assets. These are expressed as a percentage of total operaƟng revenue.

Asset Renewal Funding Rao 125% 118% 96%

Net Asset Renewals 6,944 4,415 4,839 Infrastructure & Asset Management Plan required expenditure 5,571 3,750 5,056

Net asset renewals expenditure is deﬁned as net capital expenditure on the renewal and replacement of exisƟng assets, and excludes new capital expenditure on the acquisiƟon of addiƟonal assets.

Renewal & New/Upgrade Total Replacement Secon 41 Capital Expenditure Riverton Caravan Park ‐ Solar Panel 15,000 15,000 Auburn Caravan Park ‐ 2 Sites 20,000 20,000 Clare Town Hall ‐ Projector & Screen Town Hall 10,000 10,000 45,000 ‐ 45,000 Infrastructure Transport Renewal Program Township Seal 365,774 365,774 Rural Seal 715,307 715,307 Rural Sheeted 1,601,602 1,601,602 Bridges 407,000 407,000 Kerbs 129,500 129,500 Rural Stormwater Renewal 90,000 90,000 Footpath Surface 9,000 435,000 444,000

Infrastructure Transport New Projects Main Road 45 630,000 630,000 Moorhouse Lane 145,000 145,000 784,000 3,744,183 4,528,183 Infrastructure ‐ Traﬃc Signals Clare ‐ Pedestrian acvated crossing 10,000 10,000 10,000 ‐ 10,000

Capital Works Summary Capital Works Economic Development Clare Streetscape ‐ Stage 2 150,000 150,000 150,000 ‐ 150,000 Infrastructure ‐ Stormwater Clare ‐ William St‐Neagles Rock ‐ Stage 2 260,000 260,000 Clare ‐ Gleeson St Upgrades (aer William St) 315,000 315,000 Clare ‐ James Rd 40,000 40,000 Clare ‐ West Tce 18,000 18,000 Stockport ‐ Was Tce drainage upgrades 85,000 85,000 Saddleworth Clean Out Gilbert River 40,000 40,000 Auburn St Vincent St Floodway Upgrades 40,000 40,000 798,000 ‐ 798,000 Infrastructure ‐ CWMS Riverton ‐ Pump Staon 80,000 80,000 Clare Treatment Plant ‐ water re‐use quality for oval 35,000 35,000 Clare Pump Staons ‐ emergency storage design 50,000 50,000 85,000 80,000 165,000 36

Renewal & New/Upgrade Total Replacement Buildings Caord Park Toilets 14,000 14,000 Saddleworth Oﬃce ‐ automac doors 15,000 15,000 continued Auburn Library ‐ doors 5,000 5,000 Billygoat Hill ‐ viewing plaorm 15,000 15,000 Boardwalk behind OTR and Rec Centre 10,000 10,000 Auburn Rec Park ‐ sepc system 80,000 80,000 Mintaro Hall ‐ sepc system 15,000 15,000 Riverton Transfer Staon 40,000 40,000 55,000 139,000 194,000 Structures Nat Dunstan Memorial Playground fence 9,000 9,000 Playground Renewals 50,000 50,000 ‐ 59,000 59,000 Equipment ‐ Plant Plant ‐ Operang Maintenance Grader 365,000 365,000 Maintenance Truck 190,000 190,000 Weighing system for backhoe 8,000 8,000 Pedestrian Twin Drum Roller 50,000 50,000 Plant ‐ Minor Works Overseer Vehicle 32,000 32,000 Buildings/CWMS Oﬃcer Vehicle 32,000 32,000 Leaf/Debris Sucker/Loader 13,000 13,000 Other Uncosted Vehicles Compliance Vehicle 28,000 28,000 Capital Works Summary Capital Works CPN Vehicle 30,000 30,000 71,000 677,000 748,000 Recreaon The Valleys Lifestyle Centre ‐ YMCA 50,000 50,000 50,000 50,000 Other Library Materials 40,000 40,000 Stage 2 ITC Plan 100,000 100,000 140,000 140,000 Total 2,048,000 4,839,183 6,887,183