2017/2018 ANNUAL REPORT Table of CONTENTS
MAYOR’S MESSAGE...... 3
CEO’S MESSAGE...... 4
OUR ORGANISATION...... 5
LIVING IN OUR COMMUNITY...... 27
PROMOTING PROSPERITY...... 43
OUR STREETS + PLACES...... 53
KEEPING THINGS CLEAN + GREEN...... 61
GOVERNANCE COMPLIANCE...... 71
APPENDIX 1...... 78 ANNUAL FINANCIAL STATEMENTS 2017/18
APPENDIX 2...... 127 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2017/18
2 Rainbow Van - Caroline Hammat MAYOR’S MESSAGE
I am pleased to present the However, despite the 2017/18 Annual Report for Commonwealth Government the Wattle Range Council. offering $9 million towards The report provides details of completing the final stage of Council’s activities throughout the bypass, the former State the year. Government would not commit the additional funding to complete the Council has taken a conservative project. Given a commitment by the and fiscally responsible approach new Government to complete the to raising rates while also delivering bypass, Council expects funding services to our communities. In to be forthcoming in the upcoming doing so, Council applied a modest State budget to finally finish the 0.5 per cent increase in total rate project that will provide a safer revenue. traffic environment for locals and Finally, I would like to personally This was one of the lowest council visitors alike. thank CEO Ben Gower and rate increases across the State. As Council continues to recognise the Executive Assistant Catherine a comparison, the rateable amount need to invest in our communities, Allen for their support and advice of the average residential property whether it’s through sporting throughout the year. is the third lowest in the entire and community grants, parks Limestone Coast. and gardens enhancements and I commend the 2017/18 Annual Report to you. Council continues to oppose State infrastructure investment. All make Government moves to shift costs Wattle Range a better place to live, to our ratepayers. This year, the work and do business. Peter Gandolfi State Government transferred Many projects and events MAYOR former Housing Trust properties wouldn’t be possible without the to a community housing authority. fantastic support of our volunteer As a result, Wattle Range Council community. Volunteers are part of ratepayers are now required to our social fabric and, through their provide a State Government involvement and commitment to our mandated $90,000 subsidy for community, we are stronger for it. these properties through a 75 On behalf of Council, I thank you all. per cent rebate on rates. Most of the transferred properties only The delivery of services by Wattle attract $150 in rates per annum – Range Council would not be unreasonably low. possible without the work done by Council employees. From our We hope that with the change in grader drivers, administration State Government this year, that and early learning centre staff to cost shifting to ratepayers from the management, all provide a valued State Government will be reversed service to our communities. and that vital infrastructure projects will be funded by the Government such as the completion of the Penola bypass. The bypass has been a matter of debate for decades. Council has completed the acquisition of the entire corridor and the first stage of the bypass has been built.
3 CEO’S MESSAGE
Council has continued to invest We have a very diverse Council area in the Wattle Range community with each individual town having throughout the 2017/18 financial unique needs and priorities. We will year in line with our Strategic continue to listen to the voice of Plan. these communities through open and constructive consultation and An increased focus on a range of make a concerted effort to improve community infrastructure initiatives their liveability in a financially has delivered over 90 capital responsible way. projects throughout the course of the year. We have continued to All of this work is underpinned by pursue greater efficiencies through our vision to make Wattle Range a innovation, the use of emerging great place to live and work – an technologies, our procurement objective that will continue to guide activities, and the streamlining of all of our future decision making. our processes and procedures. The Council has been in a sound We are now able to measure how financial position for the last we are performing against a range couple of years, which has enabled of key performance indicators in us to improve the infrastructure near real time, which in turn enables and services we provide to the us to make more informed and community without a significant timely decisions. This also enables increase in rates. us to prioritise our finite resources We were able to fund all of this towards those areas that need years projects and services with just them the most. a half a percent increase in rate One example is the Gladys Smith revenue whilst still maintaining a Early Learning Centre which has healthy surplus. Our net debt is low experienced a significant turn and all of our key financial indicators around after implementing a range suggest we are performing in of performance enhancements, and a financially sustainable and this facility is now close to being fully responsible way. self-funded. I would also like to personally thank Council staff upgraded Wandillo the Mayor, Elected Members and Forest Road at a fraction of the staff for all of their support and cost of the external quotes that guidance throughout the year, were received, and there are many as well as the many individuals, other examples where we have businesses, clubs and associations been able to provide high quality that make up this wonderful outcomes for our communities at community. a very cost effective price. We have another busy year ahead We continue to review services of us, and I look forward to working across the full range of Council with you all again to make Wattle activities to ensure we are delivering Range a great place to live value for money for our residents. and work. We also continued our work with communities on the development Ben Gower of individual Town Plans to identify CHIEF EXECUTIVE OFFICER future investment needs. These plans will be used to develop future budgets that will be aligned to the long term priorities and issues that have been identified for each of our 13 townships.
4 Salmon Hole - Graeme Mellor
OUR ORGANISATION
Section CONTENTS HIGHLIGHTS ABOUT OUR COUNCIL...... 6 ELECTED MEMBERS...... 8-9 MEETINGS AND COUNCIL MEETINGS...... 10 GATHERINGS COUNCIL COMMITTEES...... 10 28 of Council CORPORATE STRUCTURE...... 12 HUMAN RESOURCES...... 13 COMMUNICATIONS + MEDIA...... 15 FINANCIAL PERFORMANCE...... 17 127 STRATEGIC PLAN 2018-2021...... 21 Employees ACHIEVEMENTSStrategic Plan Website HITS ORGANISATIONAL EXCELLENCE A great place to work where 107,740 innovation and efficiency is expected and customers are our focus.
STRATEGIES...... 6 642 ACTIONS...... 36 COMPLETED...... 4 After Hours Calls TO 24/7 CALL CENTRE BENCHMARK COMPLETION PERCENTAGE 25% COMPLETED 38.89% OPERATINGCouncil’s SURPLUS PERCENTAGE YET TO BE COMPLETED $3.46 MILLION 61.11% 5 ABOUT OUR COUNCIL
Wattle Range Council was formed on 1st July 1997 following an amalgamation between the former District Councils of Beachport, Millicent and Penola. The Council extends from the Coast to the Victorian Border incorporating the seaside towns of Beachport and Southend extending inland to Millicent as the major service centre and easterly across to the historic town of Penola and world renowned wine region of Coonawarra. Wattle Range Council is one of the most diverse and productive rural areas in South Australia. The Council comprises 13 townships, covers an area of 394,602 hectares and is home to 11,981 residents.
WARD STRUCTURE
In For The Day - Sandi Spink
6 Our ORGANISATION GENERAL INFORMATION
TOTAL COUNCIL AREA 394,602 HA
TOTAL PROPERTIES 9, 74 4 RATEABLE PROPERTIES 8,969 NON RATEABLE PROPERTIES 775 CAPITAL VALUE OF PROPERTIES 3,139 ($MIL) AS AT 1ST JULY 2017
TOTAL ROADS 2,443 KM
ROADS SEALED ROADS UNSEALED ESTIMATED POPULATION 547 KM 1,896 KM 11,981 AS AT 30TH JUNE 2017
SOURCE: SA LOCAL GOVERNMENT GRANTS COMMISSION 7 OUR VISION + CORE VALUES
VISION “Wattle Range - a great place to live and work.” TRUST Trust is the glue that binds us all together as a community. Doing what we say we are going to do and being honest and transparent in both our intentions and actions helps build trusted relationships.
TEAMWORK Teamwork is the cornerstone of high performing organisations, embracing the diversity of thoughts and experiences that exist within a team generates a broader range of innovative ideas and leads to better decision making. Individuals perform better when they are a valued member of a team, they are more confident, they have more fun and they are more productive. We become more resilient when we know that someone is watching our back, and we are more likely to cope under stressful or difficult circumstances.
FUN Fun, the importance of enjoying what we do and how we do it should never be underestimated. Having fun at work builds stronger teams and enhances relationships. Recognising and celebrating our successes no matter how big or small they are encouraging the right behaviours in the workplace and ultimately enhances our performance.
ELECTED MEMBERS
Wattle Range Council comprises a Mayor and 11 Elected Members representative over 4 wards. In addition to being members of the full Council, appointments are made to a variety of committees.
MAYOR PETER GANDOLFI CR GLENN BROWN CR JOHN DREW CR SHARON COX MAYOR CORCORAN WARD CORCORAN WARD CORCORAN WARD
COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS ATTENDED 18/18 ATTENDED 17/18 ATTENDED 18/18 ATTENDED 16/18
COMMITTEES COMMITTEES COMMITTEES COMMITTEES • Strategic Planning and • Strategic Planning and • Strategic Planning and • Strategic Planning and Development Policy Development Policy Committee Development Policy Development Policy Committee • Wattle Range Youth Committee Committee • Wattle Range Youth Development Foundation • Wattle Range Youth • Wattle Range Youth Development Foundation • Audit Committee (Meetings Development Foundation Development Foundation • Audit Committee (Meetings attended 3/4) • Lake McIntyre Management • Development Assessment attended 4/4) • Wattle Range Marine Facilities Board Panel (Meetings attended 1/1) • Limestone Coast Local Development Committee • Wattle Range Social Issues • Tantanoola Institute Hall Government Association • Wattle Range Social Issues Planning Committee Management Committee Planning Committee Presiding Member of Social Issues Planning Committee
8 Our ORGANISATION ELECTED MEMBERS
CR GWENDA LAWLOR CR DENNIS MUHOVICS CR PETER DUNNICLIFF CR KEVIN MCGRATH
CORCORAN WARD CORCORAN WARD KINTORE WARD KINTORE WARD
COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS ATTENDED 18/18 ATTENDED 18/18 ATTENDED 18/18 ATTENDED 17/18
COMMITTEES COMMITTEES COMMITTEES COMMITTEES • Strategic Planning and • Strategic Planning and • Strategic Planning and • Strategic Planning and Development Policy Development Policy Development Policy Development Policy Committee Committee Committee Committee • Wattle Range Youth • Wattle Range Youth • Wattle Range Youth • Wattle Range Youth Development Foundation Development Foundation Development Foundation Development Foundation • Audit Committee (Meetings • Beachport Boat Ramp Advisory • Beachport Boat Ramp Advisory • Beachport Recreation Centre attended 4/4) Committee Committee Management Committee • Wattle Range Building Fire • Development Assessment • Beachport Recreation Centre • Lake George Management Safety Committee (4/4) Panel (Meetings attended 1/1) Management Committee Committee • Council Assessment Panel • Lake George Management • Rendelsham Community Hall (Meetings attended 2/2) Committee Management Committee • Lake McIntyre Management • Wattle Range Marine Facilities Travel Time Allowance Paid Board Development Committee (at least 30km but less than 50km)
CR ROB CR DEAN BURROW CR ROBERT THORNETT * CR DALE PRICE DYCER DEPUTY MAYOR RIDDOCH WARD RIDDOCH WARD SORBY ADAMS WARD SORBY ADAMS WARD
COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS COUNCIL MEETINGS ATTENDED 15/18 ATTENDED 9/18 ATTENDED 14/18 ATTENDED 15/18
COMMITTEES COMMITTEES COMMITTEES COMMITTEES • Strategic Planning and • Strategic Planning and • Strategic Planning and • Strategic Planning and Development Policy Development Policy Development Policy Development Policy Committee Committee Committee Committee • Wattle Range Youth • Wattle Range Youth • Wattle Range Youth • Wattle Range Youth Development Foundation Development Foundation Development Foundation Development Foundation • Greenrise Lake Advisory Travel Time Allowance Paid • Kalangadoo Riddoch Institute • Audit Committee (Meetings Committee (at least 50km but less than 100km) Management Committee attended 4/4) • Nangwarry Forestry and • Development Assessment Travel Time Allowance Paid *Resigned in June 2018 (at least 50km but less than 100km) Logging Museum Committee Panel (Meetings attended 1/1) Travel Time Allowance Paid • Nangwarry Forestry and (at least 30km but less than 50km) Logging Museum Committee • Limestone Coast Local Government Association
9 COUNCIL MEETINGS
Specific details in relation to confidential orders made by council in this period are available in the governance compliance section of this report.
TOTAL ORDINARY 28 MEETINGS 10 MEETINGS INFORMAL TOTAL RESOLUTIONS 12 GATHERINGS/ 497 ON A RANGE OF ISSUES WORKSHOPS
SPECIAL RESOLUTIONS CONSIDERED MEETINGS 30 IN CONFIDENCE 6% OF TOTAL 6
COUNCIL COMMITTEES
Wattle Range Council has KALANGADOO RIDDOCH INSTITUTE WATTLE RANGE MARINE FACILITIES established the following key MANAGEMENT COMMITTEE AND DEVELOPMENT COMMITTEE committees to manage, operate Responsible for the care, protection, Accountable for maintaining and and control certain Council management, operation and enhancing the quality of existing facilities or to advise on or act in improvement of the Kalangadoo marine facilities and their immediate areas of Council responsibility. Riddoch Institute. environs, while liaising with Council in relation to the operation, LAKE GEORGE MANAGEMENT management and demand for marine SECTION 41 COMMITTEES COMMITTEE Responsible for the care, protection, facilities in the Wattle Range Council BEACHPORT RECREATION CENTRE management, operation and WATTLE RANGE SOCIAL ISSUES MANAGEMENT COMMITTEE improvement of Lake George PLANNING COMMITTEE Responsible for managing, operating and surroundings. Responsible for providing advice to and administering the use of the Council, in relation to social issues LAKE MCINTYRE MANAGEMENT Beachport Recreation Centre and its COMMITTEE that are of concern to committees facilities. Responsible for the care, protection, and to implement and develop agreed strategies. BEACHPORT BOAT RAMP management, operation and ADVISORY COMMITTEE improvement of Lake McIntyre WATTLE RANGE YOUTH Responsible for advising Council on Reserve. DEVELOPMENT FOUNDATION issues surrounding the maintenance, Responsible for providing assistance NANGWARRY FORESTRY AND operation, management and LOGGING MUSEUM COMMITTEE to youth within the Wattle Range improvement of the boat ramp Responsible for the care, protection, Council area who have been selected facilities (and immediate surrounds) management, operation and from local based Community, in the Beachport township. improvement of the Nangwarry Educational and Sporting Organisations to participate in ECONOMIC DEVELOPMENT Forestry and Logging Museum. ADVISORY COMMITTEE an officially accredited event at RENDELSHAM COMMUNITY HALL the State, State Country or Responsible for providing business MANAGEMENT COMMITTEE National level. knowledge to assist Council to Responsible for the care, protection, determine the long term economic management, operation and development needs of the Wattle improvement of the Rendelsham Range Council area. (In recess). Community Hall. GREENRISE LAKE ADVISORY TANTANOOLA INSTITUTE HALL COMMITTEE MANAGEMENT COMMITTEE Responsible for the care, protection, Responsible for the care, protection, management, operation and management, operation and improvement to the Greenrise Lake. improvement of the Tantanoola Institute Hall.
10 Our ORGANISATION SECTION 43 COMMITTEES
LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION OTHER COMMITTEES The Limestone Coast Local THE PANEL MET Government Association (LCLGA) is a AUDIT COMMITTEE ON 3 OCCASIONS regional subsidiary body established Established pursuant to Section AND CONSIDERED pursuant to Section 43 of the Local 126 of the Local Government Act, Government Act, 1999 by the seven 1999. Responsibilities of the Audit 5 DEVELOPMENT Constituent Council in the Limestone Committee include, review of APPLICATIONS Coast region of South Australia. Council’s annual financial statements, accounting, internal control, reporting STRATEGIC PLANNING AND Refer to Appendix 2 for a copy of the DEVELOPMENT POLICY COMMITTEE and other financial management Limestone Coast Local Government Established pursuant to 101A of the systems, strategic management Association 2017/18 Annual Report. Development Act, 1991 and Section and annual business plans and liaise 41 of the Local Government Act 1999. The Association undertakes a with Council auditors in relation to The Committee is responsible for coordinating, advocacy and financial affairs. providing advice to the Council in representational role on behalf Members of the Audit Committee are: relation to strategic planning and of its member Councils. Council Mr Michael Schultz (Independent development policy issues. appointments have been made to Member), Mayor Peter Gandolfi, Crs. the following LCLGA Committees WATTLE RANGE BUILDING FIRE Robert Dycer, Gwenda Lawlor and and Working Parties:- SAFETY COMMITTEE Glenn Brown. The Wattle Range Building Fire - LCLGA Road and Transport Safety Committee is a Sub Management Group THE AUDIT Committee established under - Limestone Coast and Coorong COMMITTEE MET the LCLGA Building Fire Safety Coastal Management Committee ON 4 OCCASIONS Committee. - LC Economic Development The Committee is established COUNCIL ASSESSMENT PANEL (CAP) Reference Group pursuant to Section 71 of the Established pursuant to Section - LCLGA Regional Waste Development Act 1993 to ensure that 83 of the Planning, Development Management Steering Councils satisfy their obligations in and Infrastructure Act 2016. The Committee relation to fire safety provisions as Committee is responsible to act detailed in the Act. - LC Climate Adaptation Committee as a delegate of the Council in - Tourism Management Group accordance with the requirements Members of the Building Fire Safety - Regional Sport and Recreation of the Act and assess and review Committee are: Advisory Group development matters referred by Cr. Gwenda Lawlor, John Best Councils Authorised Officers. (Council Representative), Julian Aggiss (Country Fire Service Representative), The CAP was formed in August 2017, David Vandborg (Consultant/Adviser). following the dissolution of the former Development Assessment Panel. This resulted in Panel membership THE BUILDING FIRE being reduced to just 4 independent SAFETY COMMITTEE members and 1 elected member. MET ON 4 OCCASIONS 6 BUILDING FIRE SAFETY Members of the Panel are: Mrs Elizabeth Travers (Presiding COMMITTEE INSPECTIONS Member), Mr Ted Jordan, Mr Robert CARRIED OUT Miles, Mrs Rosemary Kain and Cr. Dennis Muhovics. Crs. Sharon Cox and Robert Dycer were members of the former Development Assessment Panel.
11 CORPORATE STRUCTURE
The current organisational structure provides for the management of Council’s operations under an Executive Leadership Team (ELT) consisting of the Chief Executive Officer, 3 departmental Directors and the Executive Assistant. Council’s Chief Executive Officer and Directors are employed on individual performance based fixed term contracts. Allowances paid to members of the ELT (excluding the Executive Assistant) include provision of a motor vehicle for private use, mobile telephone and statutory superannuation.
Chief Executive Officer
Executive Assistant
CEO + Mayoral Executive Support
Director Director Director Corporate Services Development Services Engineering Services
Governance + Administration Economic Development Assets + Infrastructure
Finance + Rates Tourism + Events Parks + Gardens
Development Control + IT + Records Management Environmental Sustainability Regulatory Services
HR, WHS + Risk Community Development Waste Management
Early Learning Centre Library + Gallery
Stock Saleyards
Caravan Parks
WORKFORCE at a glance...
People employed 62 MALE Staff with 127 BY COUNCIL 65 FEMALE 55 OVER 10 YEARS
Average Age of 4 7.9 COUNCIL EMPLOYEES 103.9 Full time EQUIVALENTS
12 Our ORGANISATION HUMAN RESOURCES EMPLOYEES by department... Corporate 55 43 Development
Engineering 29
TRAINEESHIPS Council have 5 trainees employed through an external employment agency – Group Training Employment. An Administration Trainee is completing a Certificate 4 in Business working within the Customer Service Team at the Millicent Office over a 2 year term. Engineering Services have 3 trainees working the Maintenance and Parks and Gardens team completing a Certificate III in Horticulture and a further employee undertaking a 4 year Diesel Mechanical apprenticeship.
Office Trainee Erin Williams with Minister for Local Government, Hon. Geoff Brock MP.
13 RURAL CHALLENGE In October, 2017 Wattle Range Council submitted a team into the Local Government Rural Management Challenge and took out first prize. The challenge is an annual event where local Councils submit a team of 4-5 people who are ‘locked away’ to try and solve a range of issues in a mock Council. The problems range from administration to engineering, marketing, planning, social services, HR and more. Teams have a time limit to complete each task and teams Successful Rural Management Team members Emily Strother, Naomi Aston, Peter Whiting + Catherine Loder. are judged not only on their response but on how well they work together and communicate to solve the problems. An observer is placed with the team for the whole day who takes notes on team dynamics. Wattle Range Council submitted a team comprising staff from Planning, Childcare, Finance and Governance. In preparing the team focused strongly on team dynamics, strengths and weaknesses and personality profiles which helped them win the event.
CAREER EXPO Council’s Human Resources Officer, Diane Priestley attended The Big Meet Careers Expo on Human Resources Officer, Diane Priestley at ‘The Big Meet’ Careers Expo. Friday, 16 March 2018 at the Adelaide Convention Centre. Diane was busy all day chatting with hundreds of Uni undergraduates and graduates about the potential project and career opportunities available in our region.
JANICE NITSCHKE ACHIEVES 50 YEARS OF SERVICE A heart warming reception was held on the morning of May 15, 2018 in honour of Council’s Manager Libraries and Cultural Services, Janice Nitschke who celebrated the outstanding achievement of 50 years of service to Council and our community. Janice Nitschke receives 50 years recognition of service.
14 Our ORGANISATION COMMUNICATIONS + MEDIA COMMUNICATIONS + MEDIA at a glance...
20 MAYOR + CEO 51 MEETINGS HELD MEDIA RELEASES
933 107,740 FACEBOOK WEBSITE HITS PAGE LIKES AVERAGE OF 295 VISITORS 949 PER DAY; AVERAGE 2.5 MINS PER POST REACH SESSION
Mayor, Elected HITS BY Members, CEO + Executive Leadership OPERATING Team regularly SYSTEM answer direct DESKTOP – 64.28% enquiries from MOBILE – 26.28% the media. TABLET – 9.44%
Communications column published fortnightly in the Penola Pennant and 268 the South Eastern Times. MY LOCAL Council News (2 page spread) published SERVICES APP 15 + 16 August 2017. USERS
COMMUNITY ENGAGEMENT
During the past 12 months, Council has consulted the • Southend Coast Adaptation Strategy community and sought feedback over the following • Millicent Parklands & Civic Precinct (Domain) Masterplan matters: • Draft Council Annual Business Plan & Budget 2018-2019 • Draft Strategic Plan 2018-2021 Community meetings were held in each of the individual • Proposal to establish outdoor dining in Beachport towns in developing their Community Town Plans. Playground In addition, Council facilitated public forums to hear • Community Town Plans (Southend, Nangwarry, community views on the Nangwarry Pool refurbishment, Kalangadoo, Mount Burr and Kangaroo Inn) Southend Coastal Adaptation Strategy and the Draft • Road Naming – Parklands Terrace, Millicent Annual Business Plan and Budget. • Removal of trees in Portland Street, Penola The consultation on the Beachport Playground Outdoor • Draft Long Term Financial Plan 2018-2027 Dining Proposal and the Coastal Management issues • Coastal Management Issues (Sand Management both included a public survey. and Boat Ramp)
15 AFTER HOURS CALL SERVICE
Council changed it’s After Hours Calls service provider from Well Done International to Oracle CMS in November 2017. The service provides residents, ratepayers and visitors to the area 24/7 contact with Council for emergency after hours assistance in the areas of animals, roads, trees and Council buildings and facilities.
TOTAL AFTER HOURS CALLS 642 DOG ISSUES 89 FALLEN TREES 21 STRAY LIVESTOCK 22
Southend Relaxation - Sandi Spink
16 Our ORGANISATION FINANCIAL PERFORMANCE
Council has reported another strong year financially in 2017/18. Council’s Operating Surplus (before Capital Items) is $3.46 million, comparative to $2.95 million recorded in 2016/17. The Operating Surplus result attained in 2017/18 is better than the 2016/17 result and better than what was anticipated in the original budget. The improved result was largely a consequence of two key factors being, the accounting for the prepayment of the 2018/19 Financial Assistance Grants paid in advance in 2017/18 combined with reduced expenditure on operational projects. The Operating Surplus result is the sixth consecutive year of sustained operating surpluses recorded by Council. This positive result means that Council’s financial target of better than break even has continued to be attained in 2017/18.
SUMMARY COMPREHENSIVE INCOME STATEMENT 2018 2017 Operating Income $26,012 $25,949 Operating Expenditure $22,551 $22,994 Operating Surplus /Deficit $3,461 $2,955 Add - Capital Adjustments ($503) (480) Net Surplus /Deficit $2,958 $2,475 Add - Revaluation Adjustments/Impairments $4,851 $24,848 Total Comprehensive Income $7,809 $27,323
OPERATING INCOME $000’s OPERATING EXPENDITURE $000’s
$501 $154 $18,424 $473 $8,457 $4,483 Rates Employee Costs $273 Statutory Charges User Charges Materials, Contracts $4,073 + Other Expenses Grants, Subsidies + $2,269 Contributions Depreciation, Amortisation + Investment Income Impairment $9,138 Reimbursements Finance Other Income Costs $318
OPERATING SURPLUS / DEFICIT
$’000
30,000
20,000
10,000
0 2013 2014 2015 2016 2017 2018
Operating Income Operating Expenditure Surplus / (Deficit)
For a full copy of Council’s Annual Financial Statements refer to Appendix 1. 17 FINANCIAL PERFORMANCE
KEY FINANCIAL INDICATORS Council monitors its financial performance through three (3) Key Financial Indicators being the Adjusted Operating Surplus Ratio, Adjusted Net Financial Liabilities Ratio and Asset Sustainability Ratio.
94% 90% 89% 84% 64% 56% 52% 50%
36% 27%
13% 11% 12% 9% 7% 5% 7% 2013 2014 2015 2016 2017 2018 -7%
Adjusted Operating Adjusted Net Financial Asset Sustainability Surplus Ratio Liabilities Ratio Ratio
The Operating Surplus Ratio has been adjusted for the prepayment of the Federal Assisted Grants to better reflect actual performance. The result for 2017/18 is 13% which continues to reflect strong budgetary constraint that Council has continued to adopt. Adjusted Net Financial Liabilities Ratio is a key performance indicator of Council indebtedness. As per the Adjusted Operating Surplus Ratio the Adjusted Net Financial Liabilities Ratio has also been corrected for the prepayment of the Federal Assisted Grant funds. The target for this ratio is not to exceed 100% but above 0%. For the year ended 2017/18 Council’s result was (-7%). The ratio result is below 0%. Key factors contributing to the lower than anticipated result was the prepayment of the Federal Assisted Grants funds in June 2018, combined with a number of operational and capital projects that were anticipated to be delivered by June 2018 which will now be delivered in the 2019 financial year. These factors combined with Council’s continuing focus on debt reduction has contributed to the end result. Council’s net debt as at 30 June 2018 (including cash advance facilities) was $6.27 million, which is a decrease of approximately $1.1 million compared to the previous year. Please note that there were no new loans drawn down in 2017/18. Asset Sustainability Ratio is a key financial indicator of whether Council is renewing and replacing assets when they fall due. Council’s target is to obtain a range between 85%-100%. For 2017/18 Council’s performance was 84%, which is marginally below the benchmark range. A key contributor for the lower than anticipated result was that a number of capital renewal projects, which were scheduled for completion by June 2018 will now be delivered in 2019. Whilst not all the capital projects were completed in 2018, Council has in effect no debt and a strong financial capacity available to it to complete these projects in the forthcoming year.
ANNUAL AUDIT Wattle Range Council’s Annual Financial Statements for 2017/18 were audited by Council’s auditors Dean Newbery & Partners Chartered Accountants who were appointed in May 2016, for a 5 Year term, pursuant to Section 128 of the Local Government Act 1999. Remuneration paid to Council’s Auditors for the provision of audit services during 2017/18 pursuant to Section 129 of the Local Government Act 1999 was $24,080.
18 Our ORGANISATION YOUR RATES
Council’s Annual Business Plan is prepared on the basis RATING STRATEGY of maintaining an appropriate level of both statutory and Council reviews each year its rating strategy to access if discretionary services to the community, whilst pursing the the previous rating decisions are appropriate or need to key goals in Council’s Strategic Management Plan. be amended for the coming year. The rating strategy is The services provided by council reflect both its a broad statement by the Council of the approach that obligations under a range of legislation and the it will take in determining rates and the reasoning for this community’s expressed desire for specific services, approach. facilities and infrastructure. As part of this strategy Council continued the use of Council’s challenge in framing its Annual Business Plan minimum rates of $600 which was applied to eligible is to achieve these outcomes without presenting an rateable assessments in the council area. In addition unrealistic rate burden on the community. Council continued to utilise 3 differential “rates in the dollar” being Township, Rural Living and Rural. While Council receives some money from sources including State and Federal government grants and subsidies, fee These differential rates are applied to the corresponding paying services and commercial activities, the largest capital valuation of the eligible rateable properties to portion of Council’s revenue is generated by general rates. calculate the general rates revenue for Council each year. In addition, Council’s raise separate rates for specific purposes and services charges for the provision of GENERAL RATES services provided to the community. In the context of the anticipated economic challenges facing our community in 2017/18, Council adopted an increase in General Rate Revenue of 0.5%.
SERVICE CHARGES SEPARATE LEVY Council raised service charges for the provision of In 2017/18, Council raised a separate levy, based on land Community Wastewater Management Systems in the use, per rateable property for payment of the South East towns of Penola, Southend, Kalangadoo & Beachport. Natural Resources Management Board levy of $961,447.
CWMS Service Charges The land use charges are as follows: Occupied Vacant Residential, Vacant & Other: $75.20 Penola $588 $440 Commercial: $116.15 Southend $588 $440 Industrial: $172.95 Kalangadoo $588 $440 Primary Production: $330.00 Beachport $668 $501 This levy is collected on behalf of the State Government A domestic Kerbside Waste Collection Service Charge and is not retained by Council. was levied on properties in defined kerbside collection areas. REBATES Waste Collection Service Charges Mandatory Rebates Charge Per Unit 2017/18 221 properties received Mandatory Rebates of General Rates totalling $201,136 as follows: 2 Bins $250 1 Health Services $600 2 Bins (Pensioner) $135 192 Community Services $158,895 3 Bins $320 26 Religious $24,466 3 Bins (Pensioner) $170 2 Educational $17,175
Discretionary Rebates Concessions of $150 for a 3 Bin service and $115 for a 2 41 Discretionary Rebates of General Rates totalling Bin service were provided to eligible pensioners. $48,922 were approved by Council as follows: 2 Educational $2,054 2 Aged Accommodation $8,264 37 Community Services $38,604
19 EVERY $100 OF YOUR RATES is spent on...
$19.36 $0.69 ASSET INTEREST MANAGEMENT ON LOANS $8.14 $13.05 GOVERNANCE ROADS, KERBS + FOOTPATHS AND LEGAL COMPLIANCE $6.61 DOMESTIC WASTE STORMWATER, $13.42 MANAGEMENT STREET LIGHTING, ENVIRONMENT AND CWMS $3.70 $4.81 BUILDING COMMUNITY REGULATION, SUPPORT, $13.36 ADMINISTRATION PUBLIC ORDER HALLS + TOILETS AND CUSTOMER AND SAFETY SERVICE $3.39 LIBRARIES + CULTURAL FACILITIES $0.39 $9.80 ECONOMIC PARKS, SPORT, POOLS + DEVELOPMENT (EXCLUDING PLAYGROUNDS TOURISM)
TOURISM + VISITOR INFORMATION CENTRES $3.28
20 Our ORGANISATION STRATEGIC PLAN 2018-2021
The Council Strategic Plan is a core document for guiding Council’s future direction over the next four years. The plan takes into consideration Council’s strategic planning framework and integrates the communities’ and external stakeholder priorities. Wattle Range Council finalised and adopted the Strategic Plan 2018-2021, in August 2017. The Strategic Plan focuses on 5 main themes that cover all aspects of Council’s business. These themes were developed through a collaborative process, which involved engagement with the Wattle Range Council and Staff, Community and Youth and External Stakeholders. Invariably these themes are all interrelated and in collaboration the five themes will drive Council’s ability to achieve its vision of Wattle Range “A great place to live and work”.
COMMUNITY VIBRANCY AND PRESENTATION Theme Objective: Generate and support community vibrancy through advocacy and maintenance of community services 1 and enhanced public facilities.
ECONOMIC PROSPERITY Objective: A sustainable and prosperous economy that Theme supports local businesses, industry and creates employment 2 and prosperity for the region.
ENVIRONMENTALLY SUSTAINABLE Theme Objective: Protect the natural assets and infrastructure of the region by leveraging additional environmental programs 3 that will protect the environment for future generations.
INFRASTRUCTURE AND Theme ASSET SUSTAINABILITY Objective: Provide functional, safe, fit for purpose assets 4 that meet the changing needs of the community.
ORGANISATIONAL EXCELLENCE Theme Objective: A great place to work where innovation and efficiency 5 is expected and customers are our focus.
21 STRATEGIC PLAN STRUCTURE
Themes THEME THE THEMES ARE THE MAIN AREAS OF FOCUS FOR THE COUNCIL AND RELATE DIRECTLY TO THE ACHIEVEMENT OF COUNCIL’S VISION.
OBJECTIVE Objectives THESE ARE MEASURABLE STEPS THAT ARE USED TO ACHIEVE THE THEMES.
Strategies STRATEGY A NUMBER OF STRATEGIES OR WAYS TO ACHIEVE THE OBJECTIVE ARE LISTED FOR EACH THEME. THESE STRATEGIES ARE THE MEANS IN WHICH COUNCIL AIMS TO ACHIEVE ITS OBJECTIVE AND KEY THEMES.
ACTION Actions THE KEY ACTIONS IDENTIFIED ARE INSTRUMENTAL TO THE ACHIEVEMENT OF THE STRATEGIES WITHIN THE PLAN.
40 60%
35 50%
30 40% 25
20 30%
15 20%
10 10% 5
0 0% COMMUNITY INFRASTRUCTURE ECONOMIC ENVIRONMENTALLY VIBRANCY AND AND ASSET ORGANISATIONAL PROSPERITY SUSTAINABLE PRESENTATION SUSTAINABILITY EXCELLENCE
STRATEGIES ACTIONS % COMPLETE BENCHMARK
Further details in relation to the status of Council’s progress on the Strategic Plan 2018-21 can be found throughout this document under their relevant key theme section.
22 Our ORGANISATION STRATEGIC PLAN ACHIEVEMENTS
Key Theme ORGANISATIONAL EXCELLENCE OBJECTIVE - A GREAT PLACE TO WORK WHERE INNOVATION AND EFFICIENCY IS EXPECTED AND CUSTOMERS ARE OUR FOCUS.
5.1 STREAMLINE OPERATIONAL DECISION MAKING PROCESSES THROUGH TECHNOLOGY BASED IMPROVEMENTS. ACTIONS MEASURE PROGRESS % COMPLETE
5.1.1a Develop and deploy customised Customised In 2017/18 initial scoping works were databases and workflows to capture and databases commenced. In 2018/19 works have been manage information in order to improve implemented. contracted to assist in the development 30% decision making and operating efficiency. of the database.
5.1.1b Investigate options to improve Options evaluated for Office 365 has been implemented Information Technology reliability and improved Information and the exchange email server was resiliance through the development and Technology reliability. decommissioned, in addition the Assetic 70% deployment of either a cloud based or dual Server will be decommissioned in 2018/19 server redundancy capability. and migrated to Assetic Cloud.
5.1.1c Deploy NBN Internet across all major NBN deployed across COMPLETED - NBN has been installed Council sites to improve Internet speed and Council sites. at all main Council sites. 100% bandwidth capability.
5.1.1d Pursue mobile Information Technology Mobile Information COMPLETED - Mobile phones, iPads and solutions that improve remote connectivity Technology solutions /or smart phones have been issued to and productivity in the field. deployed. all supervisors/managers to improve 100% connectivity.
5.1.1e Develop a standard suite of Financial KPI’s Preliminary works were undertaked automated financial key performance developed. to scope out the project. In 2018/19 indicators and reports to enhance financial contracting will be finalised. 10% analysis.
5.1.1f Develop both a controlled and adhoc System of improved Preliminary works were undertaked to reporting capability that extracts quality analytical reporting scope out the project and contracting assured data from multiple concurrent developed. has commenced, the project is databases and enables real time analysis of envisaged to be completed in 2018/19. 75% operating performance to improve the speed and quality of decision making.
5.1.2a To facilitate the implementation of Electronic development Due to commence in 2019/20. the electronic development application application processing processing system as proposed by system implemented. 0% Department of Planning, Transport and Infrastructure (DPTI).
5.1.2b Introduce the distribution of rates Distribution of COMPLETED - eNotices for rates were notices to ratepayers via email or mobile electronic rates introduced in June 2018 in time for the 100% application. notices implemented. 2018/19 rating period.
5.1.3a Conduct a detailed review of Synergy Review of SynergySoft A review has commenced with Soft’s functionality and determine whether it completed. an assessment of SynergySoft and can be further enhanced and or optimised or preliminary reviews of alternate 30% whether a more suitable íntegrated software software. application is available on the market.
5.1.4a Transition to a fully compliant Transition to a Work has commenced in upgrading electronic records management system electronic records Synergysoft to ensure compliance with enhancing efficiency and reduction of management system State Records requirements and back 20% physical storage requirements. completed. scanning of development application files is progressing.
5.1.5a Undertake a review of Council’s rating Rates modelling A rating review was commenced in 2018, model to improve alignment with other South review completed. however the final recommendations Australian Councils and other Government were deferred until the next Council has 80% agencies. commenced in November 2018.
23 Key Theme ORGANISATIONAL EXCELLENCE 5.2 GOVERN IN A RESPONSIBLE AND RESPONSIVE WAY. ACTIONS MEASURE PROGRESS % COMPLETE
5.2.1a Strengthen internal control Internal auditing of Internal controls have been developed mechanisms through the development and policies and procedures and are annually reviewed and review/auditing of policies and procedures. undertaken. monitored in Sharepoint. 50%
5.2.1b Complete, implement and review Business Continuity The Business Continuity Plan has been through desktop exercises Council’s Business Plan developed and implemented and a number of desktop 70% Continuity Plan. reviewed. exercises have been completed.
5.2.1c Finalise the deployment of a cloud Cloud based risk Skytrust an internet based risk and mobile friendly risk management system management system management system has been that will be utilised to provide standardised deployed. implemented and continuous 20% reports and monitor key performance improvement as to its use has indicators. commenced.
5.2.2a Review the current Council Electors Due to commence in 2020/21. governance structure by conducting an Representation 0% Electors Representation Review. Review conducted.
5.2.3a Undertake the elections and develop Election and Training Induction of a new Council has a training schedule and induction for new of Councillors commenced with training and planning in 50% elected Council. conducted. relation to content of the training course.
5.2.4a Review the performance and function Review of Section A review has commenced of Section 41 of all Section 41 Committees and determine 41 Committees Committees. The Nangwarry Museum, future requirements. completed. Wattle Range Marine Facilities and Development Committee and the Social 30% Issues Committee were all dissolved. Further work will continue in 2018/19.
5.2.4b Ensure all policies, procedures and System of review A policy framework has commenced delegations of authority are appropriately and management of development with adoption expected recorded and managed to ensure policies and procedures in 2018/19. In addition ongoing reviews of 10% compliance with nominated review cycles. developed. policies are continuing with preference given to mandatory policies.
5.2.5a Implement internal process changes Process changes The Council Assessment Panel (CAP) as a result of proposed changes to the implemented. has been implemented and staff are Development Act and analyse the impact on regularly attending meetings on the staffing / resources as a result of proposed proposed regionalisation of the CAP. 25% regionalisation of Development Assessment Panels.
Catalpa Lane - Mary Whitehead
24 Our ORGANISATION Key Theme ORGANISATIONAL EXCELLENCE 5.3 INCREASE COMMUNITY INPUT INTO COUNCIL DECISION MAKING, THROUGH ADOPTION OF QUALITY COMMUNITY ENGAGEMENT PRINCIPLES AND PRACTICES. ACTIONS MEASURE PROGRESS % COMPLETE
5.3.1a Evolve Council’s website to ensure Website reviewed. The website is continually updated to that it remains relevant to community needs. maintain relevence and accuracy future changes are focussed on improving the 10% customer experience.
5.3.1b Broaden community consultation and Social media The Council Facebook site commenced communication through the development of communications operation and the frequency of posts a dedicated social media capability. established. continues to generate new followers 80% and provides relevant and informative information to Council residents.
5.3.2a Develop a Customer Service Charter Customer Service Due to commence in 2018/19. detailing appropriate standards for issue Charter developed. resolution, turn around times and customer 0% feedback.
5.3.3a Review Council’s corporate branding Review of corporate Due to commence in 2019/20. principles & templates to ensure consistency. branding undertaken. 0%
5.4 OPTIMISE COUNCIL OPERATION OF BUSINESSES AND ASSETS, TO ENSURE VALUE FOR MONEY IS RETURNED TO THE COMMUNITY. ACTIONS MEASURE PROGRESS % COMPLETE
5.4.1a Identify other key assets that do not Assets identified. Various assets have been reviewed and a have any significant Community value or that number of assets have been earmarked would be better placed with an alternative for sale and or reinvestment. 75% organisation (public or private) for disposal and reinvest the capital in key Community infrastructure projects.
5.4.1b Investigate options to transfer Options evaluated. Alternate owners have been explored ownership and/or management of the and assesed with contact made with Gladys Smith Early Learning Centre to other child educators and private a suitable external education/childcare childcare operators. In 2018/19 focus 15% provider that can provide specialised will shift to maintaining the centre and enhanced management and governance. developing it further. 5.4.1c Investigate options to transfer Council Options evaluated. A market valuation report has been ownership of the Caltex Service Station to a undertaken , in 2018/19 options for transfer private investor and reinvest capital into local will be collated and assessed. 50% infrastructure. 5.4.1d Investigate options to transfer Options evaluated for Due to commence in 2020/21. ownership and/or management of the transfer of ownership Community Wastewater Management and or management 0% Systems (CWMS) to a water industry provider. of CWMS. 5.4.2a Undertake a review of the long term Review undertaken of COMPLETED - Saleyards review completed financial sustainability of the Millicent Stock the Millicent Saleyards. and recommendations are to be referred to 100% Saleyards. the new Council in 2018/19. 5.4.2b Investigate options to lease sections Options investigated As part of the Millicent Saleyards review of the Millicent Saleyards land and buildings to lease sections of there were opportunities highlighted to increase utilisation and provide improved Millicent Saleyards to capitalise on underutilised land and 30% returns on invested capital. land. buildings at the saleyards. These assets have been promoted to potential lessees, this will continue to be a focus in 2018/19. 5.4.3a Review current Council operations Review undertaken of Preliminary analysis and research has and investigate the potential for Council operations. been undertaken into co-location of consolidation of service delivery. services across the district. In 2018/19 10% this will continue to be a focus.
5.4.4a Undertake a review of the long term Review of Southern Tender scope has been developed to financial sustainability of the Southern Ocean Tourist Park assist with an independent review of Ocean Tourist Park and develop a strategic completed and strategic Southern Ocean Tourist Park. Completion 15% five year plan for the facility. plan developed. of review is expected in 2018/19.
5.4.5a Review the current Southend Caravan Review completed Tender scope has been developed to Park to develop a long term action plan for and long term action assist with an independent review of the sustainability of the park. Including an plan developed for the Southend Caravan Park. Completion of 15% investigation into opportunities for private Southend Caravan Park. review is expected in 2018/19. investment into an alternate site.
25 Key Theme ORGANISATIONAL EXCELLENCE 5.5 ENSURE COUNCIL HAS THE RIGHT PEOPLE TO SUCCEED IN DELIVERING OUTCOMES. ACTIONS MEASURE PROGRESS % COMPLETE
5.5.1a Develop an online Performance Online performance A system for analysising and delivering Development Review system that aligns development review performance development was adopted individual objectives with annual and system developed. however was abandoned. Further strategic business plans and desired research of other alternatives will 10% behaviours with Council’s values. continue in 2018/19 including researching alternate corporate enterprise software systems that include performance development modules.
5.5.1b Develop an online induction Online induction for Skytrust and Vocam are corporate capability for new employees, volunteers and employee’s contractors softwares prvided by the Local contractors. and volunteers Government Scheme (LGRS) . These developed. systems have the ability to be used 10% for inductions and to date preliminary planning for the development of online inductions on these systems has occurred.
5.5.1c Develop an online based training Online training Skytrust has been utilised to develop register to record and manage all corporate register developed. Councils training register. In 2017/18 most 80% and operational training requirements. training records have been inputted. Further development in 2018/19 is required to refine the training register.
5.5.1d Develop a formal succession plan Succession plan Some preliminary works have that identifies critical positions, developing developed. commenced in establishing succession short and long term solutions to backfill these planning for managers and directors 30% positions when the need arises. through scheduled filling in of their roles by other staff whilst on leave.
Beachport Surf Rescue - Brian Watson
26 Our ORGANISATION LIVING IN OUR COMMUNITY
Explorer - John Davies
CONTENTS HIGHLIGHTS Section EVENTS, AWARDS + SPONSORSHIP...... 28 COMMUNITY + SOCIAL DEVELOPMENT...... 35 participants LIBRARIES + GALLERY...... 36 600 IN YOUTH WEEK GLADYS SMITH EARLY LEARNING CENTRE..... 39 STRATEGIC PLAN ACHIEVEMENTS...... 40 OVER 120 VOLUNTEER positions registered in Strategic Plan VOLUNTEER MATCHING PROJECT ACHIEVEMENTS COMMUNITY VIBRANCY + PRESENTATION Generate and support community vibrancy through advocacy and SPORTINGCommunity GROUPS or maintenance of community services 34 and enhanced public facilities. RECEIVED OVER $53,700 in Council grant funds STRATEGIES...... 6 LOANED ACTIONS...... 24 Library items COMPLETED...... 0
176,925 BENCHMARK COMPLETION PERCENTAGE 25% COMPLETED 2 9. 25% children PERCENTAGE 128 attended YET TO THE COMMENCE EARLY LEARNING CENTRE 70.75% 2721 EVENTS, AWARDS + SPONSORSHIP
SA YOUTH WEEK The first week of the April school holidays was SA Youth These youth focused events were made possible with Week. Over 22 events were held across the region, collaboration from over thirty organisations. with over 600 youth participants. A $2,000 SA Youth Week grant allowed Council to co- The program included an open day at Noorla Yo-Long, ordinate the various events at no charge to the youth cooking with Melissa Armfield, creative outdoor activity, participating. mug decorating, Escape room and the Maker Space.
YOUTH RECOGNITION Awards 2018 The third consecutive Wattle Range Youth Recognition HELPING OUT FAMILY AND/OR FRIENDS Awards were held as part of Youth Week. SPONSORED BY GLEN CARRON TRANSPORT It attracted a wide range of nominations across five Recognises an individual who has assisted tirelessly different categories. The outstanding contributions a family or friend in need. these youth aged between 12-18 years have made were AWARDED TO KARLA LAMBERT OF MOUNT BURR. applauded by the over 70 people who gathered for the presentations. LEARNING SUCCESS AWARD CONTRIBUTIONS TO THE SPONSORED BY WATTLE RANGE COUNCIL COMMUNITY AWARD Recognises an individual who works to continually SPONSORED BY THE MEDICAL CLINIC MILLICENT improve themselves or assists others in learning outcomes. Recognises an individual who has made a positive JOINTLY AWARDED TO NADINE MCROBERT OF MILLICENT contribution to the community, has volunteered their AND PHOEBE TREGENZA OF PENOLA. time to help others and/or is an active member of the community. OVERCOMING CHALLENGING AWARDED TO SALLY SAPIATZER OF MILLICENT. LIFE SITUATION AWARD SPONSORED BY WATTLE RANGE COUNCIL EMPLOYMENT ACHIEVEMENT Recognises an individual who has turned a negative SPONSORED BY KIMBERLY CLARK AUSTRALIA situation into a positive. They have had the courage to get through a bad situation and show great resilience Recognises an individual whose innovation and ideas and determination. have been recognised by peers. AWARDED TO BLANE COMBARNGO OF MILLICENT. AWARDED TO MADI TURNER OF MILLICENT.
CELEBRATE SENIORS For the seventh year running the Seniors Month Committee • Come and Try Indoor and Outdoor Bowls organised a program full of activities to celebrate Seniors • Various Open Days (Glencoe Woolshed, The FM Radio throughout the month of October. Station, Millicent Museum) THE PROGRAM INCLUDED: • BBQ and Walk at Lake Mcintyre • Official Opening Function • Sing-Along and more. • Aged Care Expo The Program concluded with the last event being the • Luncheons grand finale announcing the Senior of the Year Award • Fashion Parade being awarded to Kathleen Kent. This is the second time Kathleen has won this award with the first time being • Movies in 1993. • Afternoon Teas Support was provided by local Lions and Service Clubs in • Mystery Bus Trip the conduct of the various events. The feedback received • Exercise For Seniors Activities highlighted that the Program was well attended and • Bingo enjoyed by all.
28 Living in OUR COMMUNITY GELTWOOD FESTIVAL This four day annual festival is a celebration of craftsmanship, community, and creativity. Held in Millicent in early April, the festival was co- ordinated by a group of passionate volunteers with the assistance of the community, Council and Millicent Business Community Association. It features a program of workshops to expand the locals and visitors knowledge in a variety of crafts. In addition, a market day catering for a broader audience was co- ordinated by the Millicent Lions Club with an estimated 400 people attending the day. The 2018 festival included a new element of a one day Quilting Convention with guest speakers and fashion parades. This one day had an attendance of 150 people. One of the key elements of the festival is ‘Quilts for a Cause’ which calls on the donation of quilts from the community. There were 20 quilts donated, which were displayed throughout the Geltwood Festival and then given to that year’s charity of choice, Ovarian Cancer. Ella Kain & Aliza Pfitzner. Ella Kain & OTHER COUNCIL SUPPORTED EVENTS Council has provided financial sponsorship and in-kind AUSTRALIA DAY 2018 support to a range of different community events in the It is estimated over 1500 people attended the four Council area. Australia Day breakfast and award ceremonies across Some of the other community events/organisations to the Wattle Range Council, held in conjunction with each receive financial sponsorship in 2017/18 were: area’s local Lions Clubs and funded by Council. • Millicent Community Christmas Appeal Close to 100 volunteers assisted on the day with some Lions Volunteers having been involved with these • Beachport New Year’s Eve Fireworks celebrations for several decades. • Millicent Lights Up At each breakfast, the awards for the Citizen of the Year, • Penola Coonawarra Arts Festival Young Citizen of the Year and Community Event of the • Penola and District Community Rodeo Year is presented by the Mayor or Councillors in each of • Coonawarra Grape and Wine Incorporated the Council Wards. • Penola Racing Club THE 2018 AWARD RECIPIENTS WERE: • Millicent Racing Club • Beachport Surf Life Saving Club Many other community events received in-kind support Citizen of the Year in the form of additional waste services, road closures Michael Coonan...... Kintore Ward and traffic control and promotion. Heather Lowndes...... Corcoran Ward Sydney (Snow) Merrett...... Riddoch Ward Trevor Schultz...... Sorby Adams Ward COMMUNITY EVENT FINANCIAL Young Citizen of the Year SPONSORSHIP Ella Kain + Aliza Pfitzner...... Riddoch Ward $18,140 Community Event of the Year Millicent Sand Buggy Club 2017 Teagle Excavations ARB Pines Enduro...... Corcoran Ward
2921 FINANCIAL ASSISTANCE GRANTS
Council operates two (2) Financial Assistance Grant Schemes which enable community and sporting groups and organisations within the Wattle Range Council area to access funding toward projects and events which provide a benefit to the community. A total of $55,000 is provided in two separate rounds with priority consideration being given to applications who contribute at least 50% of the project cost from their own resources either cash or in kind. The Community Financial Assistance Grant Scheme is a broad scheme available to all community groups for projects, events and initiatives which provide a benefit to the local community. The Community Sport and Recreation Grant Scheme specifically aims to 47 TOTAL provide funding for Sport and Recreation Groups in our area, to foster the development APPLICATIONS of sport and recreation. RECEIVED 34 COMMUNITY Financial Assistance Grant Scheme SUCCESSFUL ROUND ONE ORGANISATION GRANT
Millicent Floral Art & Garden Club Inc. – Floral Art Display for Geltwood Festival $500 Imagine Millicent Arts Group/Millicent Business Community Association – Old Bank Mural Project $1,950 Penola Branch National Trust of SA – Penola Heritage Walks App $2,000 Southend Progress Association Inc. – Re-carpeting of the Community Centre floor $2,000
TOTAL ROUND ONE $6,450
ROUND TWO ORGANISATION GRANT
Millicent Community Church – Enclose Mens Toilet facilities $1,000 Anglican Pastoral District of Penola and Millicent – Internal renovations to Op Shop $1,000 Beachport Old Wool and Grain Store Museum – Resources and administration storage $344 Coonawarra Soldiers Memorial Community Club – Redevelopment of Mens Toilets + Coonawarra Community Hall $2,000 McArthur Park Kindergarten – Rejuvenation and upgrade to the sand play area $2,000 McCorquindale Park Management Committee – Entrance Sign and paint work $1,800 Coonawarra Penola RSL – Purchase of new television $1,237 Beachport District Development Association – Community Graphic Design Program $1,640 Millicent AH & P Society – Aerobatics display $2,000
TOTAL ROUND TWO $15,021
14 COMMUNITY GROUPS A TOTAL OF 19 APPLICATIONS RECEIVED $21,471 TO ASSIST WERE RECEIVED 14 SUCCESSFUL, PROJECTS VALUED AT $134,219 5 UNSUCCESSFUL
30 Living in OUR COMMUNITY Millicent Cricket Club representatives thank Mayor Peter Gandolfi.
COMMUNITY SPORT + RECREATION Financial Assistance Grant Scheme ROUND ONE ORGANISATION GRANT
Mount Burr Netball Club – Purchase equipment to assist with safe and clean courts $300 Millicent United Soccer Club Inc. – Replacement of clubroom furnishings $2,000 Beachport Pony Club – New hot water service in kitchen $980 Kalangadoo Bowling Club Inc. – Purchase of new dining room chairs $2,000 Kalangadoo Netball Club – Upgrade and repair court lighting $1,000 Southend Progress Association Inc. – Improvements to Community Centre $2,000 Mount Burr United Football Club Inc. – Water pipe replacement $2,000 Millicent Football Netball Club – Court 1 Netball/Tennis seating $1,850 Millicent Sandy Buggy Club – 2017 Teagles Excavations ARB Pines Enduro Event $2,000
TOTAL ROUND ONE $14,130
ROUND TWO ORGANISATION GRANT
Penola Mens Shed Inc. – Construction of a new shed facility for the purpose of recreation activities $2,000 Penola Golf Club – Replace hole cutting equipment $1,477 Penola Cricket Club – Concrete floor for Cricket Club Shed $1,810 Millicent Gliding Club Inc. – Refurbish Clubrooms $2,800 Nangwarry Netball Club – Purchase laptop, wireless modem and software $500 Millicent Cricket Club – Digital scoreboard $2,000 Penola Pony Club – Show Jump wing upgrade $2,000 Kalangadoo War Memorial Park and Community Sports Club – Kitchen appliance upgrade $2,000 Kalangadoo Football Club – Changeroom upgrade $2,000 Beachport Bowling Club – Purchase new BBQ $1,000 Beachport Golf Club Inc. – Stage 2 – Renovation/refurbishment ladies toilets/amenities $2,000
TOTAL ROUND TWO $18,187
20 SPORT + RECREATION GROUPS A TOTAL OF 28 APPLICATIONS RECEIVED $32,317 TO ASSIST WERE RECEIVED 20 SUCCESSFUL, PROJECTS VALUED AT $278,075 8 UNSUCCESSFUL
3121 WATTLE RANGE YOUTH DEVELOPMENT FOUNDATION
A total of $4,800 worth of grants were awarded to 24 recipients through the Wattle Range Youth Development Foundation. Grants of $200 were awarded to compete at a State/National or International Event. Successful applicants were as follows:
CATEGORY RECIPIENT SPORTING EVENT/ORGANISATION
Football Lachlan Croser 2017 School Sport Australia 12 & Under Football Championships, Darwin, NT
Football Jessica Allan 2017 AFL Womens Under 18 Championships, Gold Coast, QLD Olivia Fuller
Basketball Madison Haggett 2017 Australian National Junior Basketball Championships, Perth, WA
Soccer Samuel Linton 2017 CFFA Australian National Soccer Titles, Narabeen, NSW Nathan Tucker Letitia Izzo Julian Izzo
Athletics Brad Hann Pacific All School National Athletics Games, Adelaide, SA
Basketball Madison Haggett 2018 Australian Junior Basketball Cup, Albury, NSW Emily Winter Paige Lucas Portia McRae Lacey Haines Kayleigh Taylor
Basketball Lucy Denton 2018 Southern Cross Basketball Challenge, Melbourne, VIC Makinlee Futcher Georgia Winter
Scooter Nathaniel Oakley 2018 Australasian Scooter Association National Titles, Sydney, NSW
Athletics Brad Hann 2018 Australian Junior Athletics Championships, Sydney, NSW
Basketball Alexandra Lucas 2018 Mel Young Memorial Basketball Classic, Tauranga, New Zealand
Basketball Emily Winter 2018 Australian Under 18 National Basketball Championships, Geelong, VIC
Netball Lucy Denton 2018 School Sport Australia 15 & Under Netball Championships, Werribee, VIC
Soccer Darcey Allen 2018 CFFA Australian National Soccer Titles, Brisbane, QLD
GRANTS TOTALLING $4,800 AWARDED TO 24 RECIPIENTS
Brad Hann and Mayor Peter Gandolfi.
32 Living in OUR COMMUNITY ACADEMIC AWARDS + SCHOLARSHIPS
FLINDERS UNIVERSITY HON TERRY ROBERTS MLC MEMORIAL STUDENT SCHOLARSHIPS Up to 5 $1,000 scholarships are offered to assist students from the Wattle Range Council area to commence undergraduate study at Flinders University on an annual basis. 2 SCHOLARSHIPS WERE AWARDED IN THE FIRST SEMESTER OF 2018 TO: Jasmine Stringer and Jessica Allan.
FLINDERS UNIVERSITY REGIONAL TOURISM PRIZE Council sponsors an annual award for students who have successfully completed a Bachelor of International Tourism. The prize is a cash award of $500. THE 2017 AWARD WAS PRESENTED TO JOINT RECIPIENTS: Eliza Bartel and the late Sam Norman.
SECONDARY SCHOOL ACADEMIC ACHIEVEMENT AWARDS A Mayoral Award is presented annually at each of the secondary schools located within the Council region. A prize to the value of $100 is awarded to each recipient. THE 2017 MAYORAL AWARDS WERE PRESENTED TO: • Jessica Allan, Millicent High School • Bentley Galpin, Penola High School Bentley Galpin receives the 2017 Mayoral Award from Mayor Peter Gandolfi. • Laura Chester, Kangaroo Inn Area School.
3321 Butterflies in the Sunshine -Mary Whitehead
AUSTRALIAN CITIZENSHIP
Council conducts ceremonies for Department of Immigration approved Australian Citizenship Applicants residing in the Council area. Just one ceremony was conducted by Mayor Peter Gandolfi this year, Anne Schumacher (originally from the United Kingdom) became an Australian citizen in September 2017.
Anne Schumacher congratulated by Mayor Peter Gandolfi.
QUEEN’S BIRTHDAY HONOURS
On the evening of Friday, 3 November 2017 Mayor Gandolfi hosted Cocktail Reception held in honour of the five local medal recipients named in the Queen’s Birthday Honors list for 2017. The recipients were David Snook, Mike Kemp, Dr Anne Johnson, Peter Brown and Gary Wyld. The reception was attended by the recipients along with invited friends and family.
Mayor Peter Gandolfi makes presentation to Peter Brown AM.
34 Living in OUR COMMUNITY COMMUNITY + SOCIAL DEVELOPMENT
COMMUNITY TOWN PLANS WATTLE RANGE SUICIDE PREVENTION A total of 13 Community Meetings have been held NETWORK across the Council area with 6 meetings held since In early June the Wattle Range Suicide Prevention February 2018. Network Committee met for the first time. All meetings have been well attended across all This was the result of a series of meetings which involved townships. Town Plans for Beachport, Coonawarra, developing a vision statement, action plan and values. Millicent, Nangwarry, Penola, Rendelsham and The organisation has now been incorporated and stands Southend have all been adopted by Council. alone from Council. Six townships where the community meetings have This was made possible by the considerable time been held are busily working on preparing their and travel invested by Dr David Thompson and Lynne final report, including Furner, Glencoe, Kalangadoo, O’Sullivan from the Office of the Chief Psychiatrist. Kangaroo Inn, Mount Burr and Tantanoola. The Network is meeting regularly and providing on-air The township of Hatherleigh will be undertaking interviews with 5THEFM and will facilitate training and community meetings and developing their town events in the future. plan early in 2019. This program has given the Wattle Range communities a coordinated voice and self- empowerment to develop events and projects within VOLUNTEER PROJECT their local neighbourhood. The response to this project from community organisations It has also enabled Council to forward plan and across Wattle Range has been outstanding. link community requests to resources or refer to other Over 50 community groups have provided volunteer roles agencies to complete items listed in the projects. to be listed in the data base developed for the Volunteer It has also bought out local leadership within each of page on the Council website. the communities. The benefits to both Council and The project identified more than 120 different volunteer the local communities have been far greater than roles that make up the range of activities and services that anticipated and the synergy developed from this are undertaken by volunteers, every day of the week. This process has been enormous. initiative is designed to enable people who would like to volunteer to find those roles.
Wattle Range Suicide Prevention Network.
3521 LIBRARIES + GALLERY
The Millicent Library performed very well We continue to grow our partnerships LIBRARIES with 15.65 loans per capita compared and over the April and July holiday The Millicent Library and Gallery with the Country Library average period partnered with Headspace, celebrated 25 years of service to the of 8.65. The Millicent Library sits on Community Housing and Uniting community in September 2017. the cusp of the country average Communities. As a result our holiday The complex first opened in of membership as a percentage of programs have become more September 1992 and continues to be population: 38% of population (State sustainable. acknowledged as a leader in services average 33%). Visiting authors and artists in residence to the community; the first public New initiatives included in our holiday play a key role in increasing literacy library to take up the Internet and programs were the highly successful and the art. We hosted Australian roll it out to our communities through Adventure Room which was fully authors: Jenn J McLeod, Linda the library network developed with booked for two weeks with over 150 Bootherstone, Wendy Altschwager schools and outlying townships. participants, and Digital Technology/ and Victoria Purmann. Our Library continues to successfully Robotics with Sphero. The program Towards the end of February, reinvent the library space and has been ongoing, rolling out to the Tech Savvy Seniors Program was continues to develop partnerships surrounding schools launched. A TELSTRA partnership, across community organisations and and kindergartens. delivering digital literacy training to providers. This digital program compliments seniors, aimed at developing the skills The Libraries Board of SA visited in the Little Bang Club a STEM based and confidence to access information October and were most complimentary program for children 4-8 years old and services online. Over 60 sessions about the library, it’s contemporary that staff have been presenting in were delivered across Wattle Range appeal and service provision. the Library, Early Learning Centre with 325 seniors participating. and kindergartens.
96,456 5,331 FACEBOOK KIDS AT SCHOOL PAGE VIEWS + HOLIDAY 996 LIKES PROGRAMS 123 176,541 SUMMER VISITS TO THE READING CLUB LIBRARY + PARTICIPANTS GALLERY 176 SIMULTANEOUS 176,925 STORYTIME LIBRARY LOANS PARTICIPANTS
15,047 BORROWER 193 HOLDS SENT OUT SCHOOL AND 7,155 KINDY VISITS BORROWER HOLDS RECEIVED 2,145 3,111 BOOK WEEK + DIGITAL LIBRARY SCIENCE WEEK LOANS OF AUDIO PARTICIPANTS + E-BOOKS
AUTHOR 19,460 5 EVENTS HELD PUBLIC TOTAL COMPUTER USES 575 ATTENDEES
36 Living in OUR COMMUNITY LIBRARIES + GALLERY
GALLERY A significant coup was hosting Gary Ramage’s Walkley Award Winning War Photography Exhibition in November 2017, attracting visitors from Adelaide through to Melbourne. Gary’s exhibition drew over 1,350 visits, including school classes and visiting photographers. Continuing our partnership with the South East Art Society, the South East Art Society’s Member’s Exhibition was held in February and in June the annual South East Art Award. These two exhibitions drew in many people from Mount Gambier and Western Victoria. The Geltwood Festival in April featured 3 outstanding exhibitions. The response was amazing with 1,450 people through the Gallery over the Festival weekend and a further 1,100 during the month. Recognising the interest in photography the very successful ‘A Trio of Photographers’ featured three award winning photographers Darren Galwey, Alex Window and Simon Whennan. This was an opportunity to exhibit on display and are able to assess The Wattle Range Photographic Marcel’s indigenous works with artists their development and style. Exhibition continues to grow, with who had previously exhibited. Dagny Strand of Penola won the 262 entries. The 2018 Exhibition was The Wattle Range Art Exhibition Visual Arts Prize with the Apple Sorter opened by Penola photographer opened before a crowd of over a small evocative painting, oils on and art connoisseur Drew Reschke 170 people. This annual exhibition board. of Koonara Wines. continues to attract several well- The annual Group of Three plus one, known artists who have been featured local artists, Carol Baxter, successful in a number of key Merryn Marshall, Marcel Boban and exhibitions along with first time Meagan Lonsdale from Edenhope. entrants who place their art out
GALLERY at a glance... WATTLE RANGE ART WATTLE RANGE PHOTOGRAPHIC SHOW 148 ENTRIES EXHIBITION 262 ENTRIES (40% + 3,650 VISITORS INCREASE) + 2,784 VISITORS
3721 ‘Artists By Any Other Name’ perform in the Tantanoola Caves.
INTERNATIONAL ARTIST’S EXCHANGE ‘Artists By Any Other Name’ an international New York based dance company, accompanied by international musicians, visited Millicent in July for a Limestone Coast extension to the 2017 Young Artist Exchange. The group presented two breathtaking performances in the Tantanoola Caves before 85 invited guests and presented a series of dance and musical workshops for local students. Over 1,500 students attended these very interactive and energetic performances, providing them with a unique opportunity to experience artistry at the highest level.
TOWER’S LOCAL HISTORY CENTRE Volunteers and Work for the Dole members continue to compile, index and digitize the collections. Currently they are not only indexing records for the data base, but they are also transcribing the Andre Diaries, a history of farming in our area and the involvement of the Andre family. Regular Local History afternoons are held, and the collection continues to grow through donations and acquisitions.
LOCAL HISTORY at a glance... 19 VOLUNTEERS + 2 WORK 14,750 VOLUNTEER FOR THE DOLE PARTICIPANTS HOURS CONTRIBUTED WORKING WITHIN THE HISTORY COLLECTION AND SUPPORTING 38,205 HISTORY ITEMS LIBRARY + GALLERY INITIATIVES INDEXED TO DATE
38 Living in OUR COMMUNITY GLADYS SMITH EARLY LEARNING CENTRE
Many experiences, excursions, new families, new staff, the memory of Gladys Smith, Millicent’s Mayoress, who upgrades, renewals and increased numbers of children was instrumental in establishing this vital service in the attending have ensured another successful year at community in 1977. Gladys Smith Early Learning Centre. Community connections and support have continued Full Time Equivalent children numbers have remained throughout the year with regular excursions reciprocated high throughout 2017/18 which helped the budget and with both local Kindergartens, Primary Schools, Millicent resulted in the Centre achieving a surplus for the past High School, Banksia House, Hart Court and Sheoak financial year. Lodge, just to name a few. The Centre operates for a 10 hour period on Mondays to The students at Millicent High School continue to Fridays from 7.30 am until 5.30 pm with a closure for a two construct new tables, benches and various items to week period between Christmas and the New Year. further enhance the Centre environment. A strong committed and vibrant Parent Committee New lighting has been installed throughout the Centre, meet monthly to plan and organise events for social iPads purchased for staff to use for documentation gatherings, as well as raising funds for the Centre. Anzac and apps implemented for better communication with biscuit baking, Fathers evenings, open nights, Quiz parents. evening and Christmas celebrations are a few of our Staff continue to strive for excellence in providing the regular events which provide valuable opportunities for highest quality Care and Education for the children and get-togethers and community connections. families within Millicent and surrounds while parents work July 2017 was cause for a major celebration to celebrate and/or study. 40 years since the opening of the Centre. A family day was held to celebrate this milestone and to honour
Early Learning Centre 40th Anniversary Celebrations. 42.4 FULL TIME Servicing From EQUIVALENT 125 CHILDREN 98 FAMILIES AVERAGE
COMPARED TO 34.8 LAST FINANCIAL YEAR 3921 STRATEGIC PLAN ACHIEVEMENTS
Key Theme COMMUNITY VIBRANCY + PRESENTATION OBJECTIVE - GENERATE AND SUPPORT COMMUNITY VIBRANCY THROUGH ADVOCACY AND MAINTENANCE OF COMMUNITY SERVICES AND ENHANCED PUBLIC FACILITIES.
1.1 ENHANCE PUBLIC SPACE AREAS INCLUDING PARKS, PUBLIC PLACES, CAR PARKING, STREET LIGHTING AND STREETSCAPES TO PROVIDE VIBRANT, ATTRACTIVE AREAS. ACTIONS MEASURE PROGRESS % COMPLETE
1.1.1a Develop an Open Space Plan for the Develop Plan. Due to commence in 2018/19. Communities parks and gardens. 0%
1.1.1b Finalise and implement the open Develop Plan. Master Plan completed, preliminary work space plan for the Millicent Domain. has commenced in relation to the nature playground area. In 2018/19 equipment upgrades at the playground, new lighting, 10% paths, signage and seating will be installed.
1.1.1c Develop a hierarchy of Parks and Hierarchy of Parks Due to commence in 2018/19. Gardens and determine appropriate service and Gardens standards for each asset, including mowing, developed. 0% nature strips, garden beds and other amenities.
1.1.2a Finalise infrastructure requirements Complete Penola Stage 2 development completed. and work with the community to develop an Town Square Installation of lawn, commemorative incremental plan for the development of the development. pavers, stormwater and seating. 90% Penola Town Square. Project will be finalised in 2018/19.
1.1.3a Undertake re zoning and produce Millicent Railway Lands Preparation of a report in relation a master plan for the procurement, procured, rehabilitated to the extent of contamination and 7% rehabilitation and development of the and developed. associated remediation requirements Millicent Railway corridor into a combined has commenced. In 2018/19 further residential and community land precinct. assessment of the contamination at the site will continue.
1.1.4a Review Council’s Community Lands Community Land Community Land Register is to be Register and work with other Government Register is reviewed. reviewed in 2019/20. agencies to identify opportunities to develop 0% any Crown Land.
1.1.5a Retrofit street lighting to LED, and LED lights installed. Council through the Local Government consider mandating LED lighting for all new Association is seeking an offer from South developments. Australian Power Networks (SAPN) for 5% upgrade of lighting to LED. In 2018/19 further advocacy will continue in relation to this project.
1.1.5b Review current street lighting network Blackspot lighting areas In 2017/18 no work commenced. Project and identify any priority black spot areas for identified and lighting will commence following SAPN decision 0% in fill and/or expansion. installed. on LED installation.
1.1.6a Review current parking allocation Car parking areas Due to commence in 2020/21. and determine if any additional expansion is reviewed and expansion required. areas are identified. 0%
40 Living in OUR COMMUNITY Key Theme COMMUNITY VIBRANCY + PRESENTATION 1.2 THROUGH APPROPRIATE PLANNING, DEVELOP VIBRANT, PRESENTABLE TOWNSHIPS THROUGHOUT THE WATTLE RANGE AREA. ACTIONS MEASURE PROGRESS % COMPLETE
1.2.1a Assist the development of ten year Township Plans 7 plans completed. 6 plans commenced. town plans for townships within the developed for all 1 plan to be commenced. In 2018/19 all Council area. townships. reports will be finalised to complete plans 80% for all townships.
1.2.2a Undertake General Development Plan General Development State Government advised that all DPAs Amendment for the Penola township and Plan Amendment for are to be deferred. 0% surrounds. Penola developed.
1.2.2b Complete the Heritage Development Heritage DPA and State Government advised that all DPAs Plan Amendment (DPA) for Beachport and SOI for Beachport are to be deferred. lodge the Statement of Intent (SOI) for a DPA Completed. 0% for the Beachport township.
1.2.3a Develop a Tree Management Plan Tree Management Tree Management Plan commenced and to assist in the appropriate management Plan developed. works to be finalised in 2018/19. of trees and improved visual amenity of 80% townships.
1.3 CONTINUE TO PROVIDE SUSTAINABLE, VIBRANT COMMUNITY FACILITIES. ACTIONS MEASURE PROGRESS % COMPLETE
1.3.1a Review the library services, ensuring Library Services Review Library audit was undertaken by Libraries it continue to provide a quality service that completed. Board SA. A final report is expected into meets the changing community requirements libraries funding will be conducted in 15% and expectations. 2019/20.
1.3.2a Optimise the utilisation of both the Annual schedule of Several gallery exhibitions were held and Penola and Millicent Art Galleries through the art and culture events annual reviews of art galleries will continue. 50% development of annual schedule of events compiled. that showcase local arts and culture.
1.3.3a Review, rationalise and develop a Play Renewal Plan Due to commence in 2019/20. for playgrounds Ground Maintenance and Renewal Plan that 0% is aligned with Community needs. developed.
1.3.4a Develop a register of “Shovel Ready” Register of ‘Shovel The Millicent Domain MasterPlan was projects that have been identified by the Ready’ projects finalised and funding opportunites were Community or Council that may require grant developed. explored to help fund the Plan. 25% funding before being able to proceed.
1.4 ADVOCATE AND WHERE POSSIBLE COLLABORATE FOR THE EXPANSION OF HEALTHCARE, EDUCATION, COMMUNITY AND WELFARE SERVICES THROUGHOUT THE WATTLE RANGE AREA. ACTIONS MEASURE PROGRESS % COMPLETE
1.4.1a Advocate for continued State and Advocacy of healthcare In preparation for the State Government Federal funding and support for improved services undertaken. Election an ‘Ask of Government’ document 50% healthcare services across the Council area. was prepared that included the advocacy for improved healthcare services in the Wattle Range.
1.4.1b Advocate for continued State and Advocacy of education In preparation for the State Government Federal funding and support for improved services undertaken. Election an ‘Ask of Government’ document 50% education services across the Council area. was prepared that included the advocacy for improved education services in the Wattle Range.
1.4.1c Advocate for continued State and Advocacy of welfare In preparation for the State Government Federal funding and support for improved services undertaken. Election an ‘Ask of Government’ document welfare services across the Council area. was prepared that included the advocacy 50% for improved welfare services in the Wattle Range.
4121 Key Theme COMMUNITY VIBRANCY + PRESENTATION 1.5 SUPPORT COMMUNITY EVENTS THAT ARE SUSTAINABLE AND PROVIDE LONGER TERM BENEFIT TO THE COMMUNITY AND VISITORS. ACTIONS MEASURE PROGRESS % COMPLETE
1.5.1a Encourage community responsibility Provision of support for Several events have been supported for events and support where appropriate community events. (including funding the new ‘Lights Up’ these events through the provision of Council Millicent and Penola Rodeo in addition to 80% services such as traffic management, other ongoing events). waste management, the cleaning of public amenities and financial assistance grants.
Tin Shed - Alex Window 1.6 PROMOTE AND SUPPORT THE ESTABLISHMENT OF STRONG, SUSTAINABLE CLUBS AND VOLUNTEER ORGANISATIONS THROUGHOUT THE WATTLE RANGE AREA. ACTIONS MEASURE PROGRESS % COMPLETE
1.6.1a Advocate for the cohabitation Advocacy of Council supported the ongoing of various sporting clubs into multi-user cohabitation of sporting development of McLaughlin and facilities. clubs. McCorquindale Parks and progressed 25% discussion in relation the former Netball Club in Millicent.
1.6.1b Advocate for Star Club accreditation Advocacy of Star Club Council held a meeting of all sporting across all sporting clubs to ensure that they accreditation. clubs to detail support for Star Club are governed and managed sustainably. accreditation to ensure future grant 75% funding. As a result a number of clubs have now attained full accreditation.
1.6.2a Implement the electronic Volunteer matching Initial investigation into an electronic management system for volunteer matching program expanded and matching program has commenced, and continue the expansion of the volunteer electronic management project expected to be completed in 10% matching program. system developed. 2019/20.
Coonawarra Vineyards - Jack Francis
42 Living in OUR COMMUNITY PROMOTING PROSPERITY
Tin Shed - Alex Window
CONTENTS HIGHLIGHTS Section ECONOMIC DEVELOPMENT...... 44 DEVELOPMENT (PLANNING + BUILDING)...... 45 New Dwellings TOURISM...... 47 APPROVED 60 SOUTHERN OCEAN TOURIST PARK...... 49 MILLICENT STOCK SALEYARDS...... 50 $39.5 M STRATEGIC PLAN ACHIEVEMENTS...... 51 TOTAL VALUE OF DEVELOPMENT APPROVED ACHIEVEMENTSStrategic Plan Total ECONOMIC PROSPERITY VISITORS A sustainable and prosperous economy 55K that supports local businesses and TO 3 VISITOR INFORMATION CENTRES industry and creates employment and prosperity for the region.
STRATEGIES...... 5 8,509 ACTIONS...... 17 COMPLETED...... 1 Head of Cattle through the BENCHMARK MILLICENT SALEYARDS COMPLETION PERCENTAGE 25% COMPLETED 32.94%
39,637 PERCENTAGE nights YET TO BE STAYED AT THE SOUTHERN COMPLETED OCEAN TOURIST PARK 67.06% 4321 ECONOMIC DEVELOPMENT
DAIRY INDUSTRY SUPPORT The document clearly outlined the regional development opportunities. key priorities and a consolidated view Council facilitated an interstate As a result of uncertainty in the dairy of the issues and opportunities that exchange with Southern Grampians industry, Council’s Deputy Mayor Rob existed in the Wattle Range Local shire visiting the Council area for a Dycer, CEO Ben Gower and Director Government area. two-day business, innovation and of Development Services Steve information sharing initiative. Chapple, met with a large number By developing the paper the Council of dairy operators on their farms to engaged with the State Government, Staff have also participated in two discuss issues relating to the industry. Opposition and minor parties on exchange visits and information programs, projects and ideas that sharing events with Grant District Council then committed to review stood to improve the economic, Council. the industry to examine opportunities social and environmental outlook for that might exist for investment, our shared constituency. growth and niche product MEDICAL STUDENT SUPPORT development. During the 2017/18 financial year Grant District Council subsequently INVESTMENT + INTERNATIONAL Council continued to support the supported the initiative and a review ENGAGEMENT attendance of medical students from of the dairy industry within the two Council continued to promote inward Flinders University into Millicent. Councils has been undertaken and investment into the Wattle Range Council provides subsidised housing will be finalised in September 2018. area and throughout the year hosted in the Millicent township for third The review will identify opportunities businesses, investors and larger scale and fourth year medical students to for the industry operators and create investment groups as they visited encourage them to work in regional models for investment and growth and examined opportunities for value medical and hospital facilities with into the future. adding to regional produce, tourism the hope to attract these students investment, product purchase and back into the wider Wattle Range the establishment of new processing community after graduation. ASK OF GOVERNMENT plants. Council staff prepared an extensive The investors have been from Ask of Government document for the both within Australia and external South Australian Elections that was countries including Canada and the forwarded on to all parties standing USA, Europe, England, Asia, India and for the 2018 Election. the Middle East. The document received considerable Council staff also continued to liaise coverage and positive feedback from with neighboring Councils to ensure both within political and media circles. that co-operation continues on
Chief Executive Officer, Ben Gower with a Chinese delegation.
44 Promoting PROSPERITY George Street, Millicent mural ‘The Water Goddess’.
DEVELOPMENT (PLANNING + BUILDING)
The transition to the new Planning, The PDI Act will encourage new SUMMARY OF DEVELOPMENT Development and Infrastructure Act development applications to focus APPLICATIONS 1996 (PDI Act) is well underway and on quality outcomes by considering: 2017/18 has again seen a larger will further phase in over the next few years delivering substantial - Design Quality – to encourage than average number of dwelling changes to the development high-quality design applications lodged along with a processes across the State. - Integrated Planning – to number of large sized farm buildings. The new Act will aim to achieve the encourage integrated land Some of the more high profile following changes in development use, other forms of transport and developments include:- infrastructure planning legislation in the state: - A large number of frost fans - Implementation of a State - Adaptive Re-use – to encourage (total value $4,309,940) and support the adoptive reuse Planning Commission - New dwellings and dwelling of buildings and places - Introduction of a Community additions (approximate value Engagement Charter - Climate Change – to minimise $9,500,000) adverse effects of planning and - An online ePlanning portal - A major fire safety upgrade for development decisions on the for lodgement of development Millicent Hospital climate and promote development applications that is resilient to climate change - The Mural painted on the front - Infrastructure finances schemes facade of 70 George Street, - Biodiversity – to enhance Millicent (formerly the old - Planning and Design Codes to biodiversity and minimise the State Bank building). replace Development Plans adverse effects of development - Assessment Panels to replace on biodiversity areas. Development Assessment Panels.
4521 DEVELOPMENT (PLANNING + BUILDING)
DEVELOPMENT STATISTICS APPLICATION NUMBERS ACROSS THE DEVELOPMENT CATEGORIES WHEN COMPARED TO THE PREVIOUS YEAR:
2017/18 2016/17 DWELLINGS 60 36 DWELLING ADDITIONS 2 14 OUTBUILDINGS 182 152 COMMERCIAL 11 8 INDUSTRIAL 8 33 LAND DIVISION 14 15 OTHER 56 28 TOTAL 333 286 VALUE OF DEVELOPMENT $ 39,521,467 15,493,574
BUILDING INSPECTIONS
175 STAGED BUILDING INSPECTIONS CARRIED OUT
INCLUDING 70 MANDATORY FRAMING INSPECTIONS + 6 BUILDING FIRE SAFETY INSPECTIONS
HERITAGE SURVEYS
Council has committed to carrying out a heritage survey of Millicent and the surrounding area to identify properties of Heritage significance, with the intention to list as ‘Local Heritage Properties’. This proposed work follows the successful completion of the Beachport Local Heritage Survey which was adopted by Council on April 10, 2018. The survey process involves conducting the heritage survey and then carrying out a Development Plan Amendment to list the properties in Council’s Development Plan.
Beach Sky - Tamara Roberts
46 Promoting PROSPERITY TOURISM
The Wattle Range Council area attracts approximately 55,000 visitors through the 3 Visitor Information Centres (VIC’s), including over 21,000 South Australians visiting our beautiful tourism assets. 14.3% of these visitors stayed for more than 1 day, whilst 26.62% of all visitor day trips came from outside South Australia to spend time exploring the Wattle Range Council region.
OVER OVER TOTAL 14K 4K 55K INTERSTATE INTERNATIONAL VISITORS VISITORS VISITORS
INTERNATIONAL VISITORS By Country
CANADA 148 EUROPE 902 UK GERMANY ASIA 782 CHINA UNITED STATES 597 193 FRANCE 278 189 ITALY 418 89
NEW ZEALAND 264
Wattle Range Council has 3 Accredited VIC’s (Beachport, Millicent and Penola), providing a variety of information and advice to travellers to our wonderful region. The VIC’s offer a range of services in all its centres, in addition to tourist information. These include the issuing of National Parks Permits, Premier Stateliner bus services (including bookings and depot services), Wattle Range Council services, access to free internet facilities, Library services (at the Beachport VIC), museum and local history information and displays.
TOURISM 33,630
COUNCIL 5,891
HISTORY/MUSEUM 4,840
INTERNET CONNECTION 1,632
LIBRARY 1,324 VISITOR CENTRE ENQUIRIES NATIONAL PARKS 1,289
BUS 1,195
4721 TOURISM
Social Media is changing the way in which tourists gather information on their destinations, both before and during their travels. As a result, Wattle Range Council VIC’s have been changing the way in which it provides information, including the use of Facebook, Instagram and Council’s own webpage. Volunteers continue to be a key component in ensuring VIC’s are open seven days a week, providing local information to visitors on the unique tourism assets within the Council area. These volunteers have contributed more than 2,000 hours of their time across the VIC’s over the last 12 months.
TOURISM PAGES REACH 89,049 BEACHPORT 334,000 152,838 TOTAL REACH ACROSS THE THREE MILLICENT TOURISM FACEBOOK PAGES
PENOLA 92,398
The VIC’s have seen significant changes in the last twelve months with various up-grades and refurbishments, including re-painting, installation of improved seating, iPads for visitor use, installation of new souvenir stands and improved display systems for promoting local events and activities. Additionally, the Art Gallery at the Millicent VIC has seen a number of national exhibitions, from shipwrecks to the Australian Motor Museum, as well as the display of works by local artists throughout the year. The telephone booth adjacent the Susan Wilson Memorial Playground in Beachport is now one of 60 Free Wi-Fi Hot Spots installed across the State by the South Australian Tourism Commission. This installation enhances the ability of visitors to search for tourism information, make on line bookings and post content to social media.
48 Promoting PROSPERITY SOUTHERN OCEAN TOURIST PARK
In 2018 the Southern Ocean Tourist Park won the Star Ratings Australia “Gold List of Australian Accommodation – State Winner” category making it two years in a row that the Park have taken out this award. Just recently, the Southern Ocean Tourist Park increased its overall Star Rating from 3.5 to 4.0, with the deluxe cabins maintaining its 3.5 rating. In addition the Park continues to rate highly on many of the social media travel websites, including TripAdvisor at a 4.5 rating, with 67% of visitors rating the park as an ‘excellent place to stay’. Park Managers have successfully implemented a number of new activities throughout the year which included pizza and pasta nights, live music, wine tasting nights, a range of fun and exciting activities specifically designed for kids, a New Year’s Day breakfast and cooking demonstrations. In addition to running extra activities the Park Mangers have been hard at work in doing some upgrades throughout the park which included refurbishment of cabins, improved signage, upgraded BBQ facilities, a fire pit and a major upgrade of the amenities block. Planning has also commenced for the development of a large recreation room and installation of solar power.
39,637 NIGHTS STAYED AT THE SOUTHERN OCEAN TOURIST PARK
4921 Where’s Our Hay - Mary Whitehead
MILLICENT STOCK SALEYARDS
Council continues to operate regular Thursday Cattle Sales throughout the year. A total of 20 Sale Days were held during the 2017/18 year with good results being maintained for local producers. A number of capital projects were undertaken which included upgrades to the office block and amenities building, extensive maintenance to yard facilities and a new garden established. Following a resolution of Council, SED Advisory were engaged to undertake an independent review of the Millicent Saleyards giving regard to the financial sustainability and future of operations. The review included examination of the current infrastructure with respect to future investment, suitability for purpose and need for ongoing upkeep, and an assessment of the industry as a whole. The review also examined the current competitive environment from other regional saleyards and alternative sales methods now being employed by producers and buyers. The review report by SED Advisory was presented to Council at the April 2018 ordinary meeting.
SALEYARDS at a glance... 20 SALE DAYS 8,509 Head of Cattle $10,077,669 TOTAL GROSS SALES AVERAGE 405 HEAD $479,888 Average GROSS SALES PER SALE DAY of Cattle PER SALE HIGHEST GROSS SALES NOVEMBER TO FEBRUARY LOWEST GROSS SALES MAY AND JUNE
50 Promoting PROSPERITY STRATEGIC PLAN ACHIEVEMENTS
Key Theme ECONOMIC PROSPERITY OBJECTIVE - A SUSTAINABLE AND PROSPEROUS ECONOMY THAT SUPPORTS LOCAL BUSINESSES AND INDUSTRY AND CREATES EMPLOYMENT AND PROSPERITY FOR THE REGION.
2.1 SUPPORT AND ADVOCATE FOR IMPROVED INFRASTRUCTURE THAT ENHANCES AND CREATES ECONOMIC AND BUSINESS OPPORTUNITIES.
ACTIONS MEASURE PROGRESS % COMPLETE
2.1.1a Advocate for public and private Advocacy for A number of private investors and investment into additional energy additional energy companies were met with over the past infrastructure. infrastructure. year to progress installation of energy infrastructure including Infigen and 50% their development of a battery backup system and Hollafresh with their bio energy plant development.
2.1.1b Continue to advocate for and invest Advocacy for Kalangadoo & Furner were nominated in the development of mobile phone towers development of mobile for Blackspot funding. Kalangadoo for the identified telecommunication black phone towers. obtained funding for an internet tower, spots areas. work will continue to secure mobile 25% phone towers in these and other Blackspot areas.
2.2 THROUGH APPROPRIATE PLANNING, DEVELOP OPPORTUNITIES TO EXPAND ECONOMIC AND BUSINESS OPPORTUNITIES THROUGHOUT WATTLE RANGE.
ACTIONS MEASURE PROGRESS % COMPLETE
2.2.1a Develop an industrial land plan that Industrial land plan Due to commence in 2019/20. identifies future light and heavy industrial developed. development requirements for each of the 0% major towns.
2.2.1b Advocate for and facilitate the Advocacy for Preliminary work has commenced development of a master plan for an development of master and funding bodies approached to 25% enhanced value adding production plan for Snuggery. assist with co-funding of the project. capability at Snuggery. Plan is due to be completed in 2018/19.
2.2.2a Undertake development of policies Policies developed. Due to commence in 2019/20. surrounding Home Based Businesses and 0% Outdoor Dining.
2.2.2b Increase compliance reviews with Compliance increased. Several compliance issues were the Development Act, including areas of followed through and this will continue 25% Muggleton and industrial areas of Millicent. to be a focus in 2018/19.
2.2.3a Investigate a scheme that will Scheme to incentivise Some investigatory work has incentivise main street businesses to shop fascade upgrades commenced in 2017/18, with project 5% upgrade shop facades. investigated. works commencing in 2018/19.
2.3 EXPAND ON CURRENT INWARD INVESTMENT OPPORTUNITIES, MAXIMISING BUSINESS AND ECONOMIC CREATION OPPORTUNITIES FOR THE COUNCIL AREA.
ACTIONS MEASURE PROGRESS % COMPLETE
2.3.1a Map the industry sectors and develop both Inward investment plan Data collation has commenced and domestic and international inward investment and industry mapping some investment material has been plans which identify high value primary production completed. produced. opportunites which are matched with value 40% adding processing opportunities.
2.3.1b Continue annual international and Investment initiatives A number of private investors and national economic/investment initatives. undertaken. companies were met with over the past year to discuss a range of investment 20% opportunities across the area.
2.3.2a Conduct a feasibility study into the Feasibility study of multi Tender scope was developed development of a Tier 3 export accredited multi- use service kill facility and tenders were sought for the 50% use service kill facility (beef, lamb, deer, pork). undertaken. development of the feasibility study.
5121 Key Theme ECONOMIC PROSPERITY 2.4 STRENGTHEN AND SUPPORT THE PROFESSIONAL AND ECONOMIC GROWTH OF LOCAL BUSINESSES AND JOB CREATION OPPORTUNITIES FOR THE AREA. ACTIONS MEASURE PROGRESS % COMPLETE
2.4.1a Facilitate economic development Economic development A economic development forum was forums for the Council area at Millicent and forums undertaken. undertaken in Millicent with a further forum 25% Penola. to be scheduled in Penola in 2018/19.
2.4.1b Facilitate the development of a Professional The Limestone Coast LGA have Council wide leadership and professional development network commenced the development of training development network group for upcoming group implemented. courses fit for professionals, that will be professionals. offered to all Limestone Coast Councils. 75% Implementation of this is scheduled to occur in 2018/19.
2.4.2a Develop strategies to assist businesses Strategies developed COMPLETED - A business continuity in times of emergency or significant financial for businesses in times of planning workshop was delivered to duress/closure. emergency and financial businesses across the district which 100% duress. provided the attendees with strategies and tools to assist them in times of emergency.
2.4.3a Continue to invest in local traineeships, Local traineeships Three trainees were employed with and advocate for job retention opportunities supported. Council, through the Regional Traineeship for our community, youth and improved Program, during the course of the year. 30% workplace diversity. One completed their traineeship and was replaced with an apprentice.
2.5 PROMOTE WATTLE RANGE AS A TOURISM DESTINATION THROUGH PROVISION OF APPROPRIATE TOURIST FACILITIES AND ADVOCACY. ACTIONS MEASURE PROGRESS % COMPLETE
2.5.1a In collaboration with South Australian Tourism Plan for Wattle Due to commence in 2019/20. Tourism Commission, Limestone Coast LGA Range developed. and Regional Development Australia, develop 0% a formal Tourism Plan for the Wattle Range area.
2.5.1b Conduct a cost benefit analysis of Cost benefit analysis Due to commence in 2019/20. continuing to pursue South Australian Tourism completed. 0% Industry Council accreditation.
2.5.2a Investigate potential sites for Sites for Free camping Negotiations are continuing between the enhancement of Council’s policy on free and RV Friendly camping Penola community and the Campervan & camping and RV friendly camping sites. sites investigated. Motorhome Club of Australia (CMCA) for the development of RV friendly park site 90% at McCorquindale Park, Penola.
52 Promoting PROSPERITY Flower - Alex Window
OUR STREETS AND PLACES
Section CONTENTS HIGHLIGHTS CAPITAL WORKS...... 54 COMMUNITY FACILITIES...... 55 PARKS + GARDENS...... 56 $857,000 spent on SWIMMING FACILITIES...... 57 MAJOR ROAD STRATEGIC PLAN ACHIEVEMENTS...... 58 UPGRADES
ACHIEVEMENTSStrategic Plan 7,129 INFRASTRUCTURE + ASSET SUSTAINABILITY AT THE PENOLA POOL Provide functional, safe, fit for purpose Swimmers assets that meet the changing needs of the community.
$274,000 spent on STRATEGIES...... 5 COMMUNITY FACILITY PROJECTS ACTIONS...... 29 COMPLETED...... 3
BENCHMARK COMPLETION PERCENTAGE 25% COMPLETED 100+ 34.66%
Trees Planted PERCENTAGE IN PARKS + STREETS YET TO BE COMPLETED 65.34% 5321 CAPITAL WORKS
ROADS AND FOOTPATHS
OF ROADS RECEIVED TOTAL 3.34 KM A MAJOR UPGRADE COST $857,000 MILLARD WAY, KALANGADOO NILSSON STREET, RENDELSHAM WHITES ROAD, TANTANOOLA WANDILO FOREST ROAD 0.45 KM 0.30 KM 0.59 KM* 2.00 KM*
*These projects were funded dollar for dollar under the 16.10 KM Special Local Road Program. OF UNSEALED ROADS RE-SHEETED LAKE LEAKE ROAD 6.00 KM WIRE PADDOCK ROAD 5.20 KM V & A LANE 2.30 KM MANGA ROAD 0.90 KM BOG LANE 1.70 KM TOTAL COST $777,000
OF SEALED TOTAL 18.90 KM ROADS RE-SEALED COST $537,000 2,605M FOOTPATHS 1,345M NEW/ UPGRADES AND OF TOTAL 1,260M OF RENEWALS 433 M KERBING COST $98,000 Notable Projects 80M NEW + 353M OF RENEWALS • MAIN STREET, MILLICENT • RAILWAY TERRACE, BEACHPORT • YOUNG STREET, PENOLA (PENOLA PRIMARY SCHOOL) • SCIENCE AVENUE / ACADEMY DRIVE, MILLICENT (MILLICENT HIGH SCHOOL) TOTAL COST $291,000
54 Our Streets + PLACES COMMUNITY FACILITIES
Council has undertaken a number of projects during 2017/18 to improve facilities for the community. These projects are known as capital works upgrades. The decision to fund these projects is made by the Council when it adopts the budget and are a mix of requests that come from the public and projects identified through technical assessment by officers to address current problems.
THIS YEARS PROJECTS INCLUDED:
Woakwine Viewing Platform $96,300
Penola Town Square $96,000
Penola Visitor Information Centre Roof Renewal $10,200
Greenrise Lake Sheep Containment $14,200
Beachport Museum, Front Porch and Guttering Renewals $36,200
Southern Ocean Tourist Park Amenities Blocks B & C Refurbishments $32,700
McLaughlin Park Internal Roads and Carpark Project $158,400
Millicent Saleyards Septic Replacement $8,000
Gladys Smith Early Learning Centre Interior Lighting $8,000
Former Millicent Netball Courts Remediation $65,600
Several of these projects are staged and will appear again in future budgets.
$525,600 Penola Town Square Project. SPENT ON COMMUNITY FACILITY PROJECTS
5521 PARKS + GARDENS
A busy year was had by the Parks The process is unsightly but the and Gardens team as we continually results are excellent and the material strive for improvements to the that is removed is used to establish NOTABLE overall appearance of our towns lawns elsewhere. Other problem across the Council area. areas at our cemeteries will be Capital Projects New tree plantings continued de-thatched in the coming years. • Penola War Memorial as older, problematic trees were Playground safety audits were Playground Water Bubbler removed to make way for new ones. undertaken across all 26 playgrounds $6,800 More than 100 trees were planted in that the Council maintains. Some our parks and streets. Tree vandalism careful planning is needed in the • Millicent Domain is a constant problem and up to 10% coming years as a lot of the play (including master plan, of new plantings are lost due to this equipment is in need of replacement, furniture and pathways) senseless violence. and with new and exciting equipment $20,500 Several landscaping projects were on the market, it is imperative to • Billy Goat Corner undertaken like the upgrade of ‘Billy choose well to ensure that our Re-development Goat Corner’ in Millicent, the Internal playgrounds remain fun and exciting $46,000 Roads and Carpark upgrade in places for the younger generation. McLaughlin Park, the Town Square This year our spray vehicle was in Penola and the garden upgrades upgraded and we managed to around the Millicent Library. Further more than double its carrying to that a new bore was sunk to capacity therefore greatly improving accommodate extended irrigation in productivity through reduced travel the Domain. time. Two zero-turn mowers and two De-thatching of the lawns at the tractors have also been purchased Cemetery in Millicent have greatly together with a new flail mower to improved the appearance and help with the slashing program. safety of the lower section lawns.
Billy Goat Corner Re-development.
56 Our Streets + PLACES SWIMMING FACILITIES
The swimming season ran from 28 October 2017 to 8 April 2018 at the Penola Pool and Millicent Swimming Lake. Penola Pool welcomed 7,129 swimmers during public opening hours and both facilities were hired on 39 days for swimming lessons, SAPSASA training, swim carnivals and Vacswim. The largest number of swimmers on any one day was 270 on an unseasonably warm 36 degree day on 14 November 2017. In total, the Penola Pool was open for 131 days. COUNCIL During 2017/18, works commenced CONTRIBUTION TO NANGWARRY to upgrade the chlorine storage SWIMMING POOL and pool surface at Nangwarry RE-DEVELOPMENT Pool. Working closely with the Nangwarry Swimming Pool. community, Council has upgraded $154,600 this facility to a suitable standard and it will reopen for the 2018/19 swim season. Penola Pool ATTENDANCE Works were also undertaken to 35 upgrade the chlorine storage area at the Millicent Swimming Lake and 30 these will be completed prior to the 2018/19 swim season. 25 At Penola Pool, the roof was replaced over the office and 20 entrance buildings and funds 33 were secured through the Fund My 15 31 Neighbourhood grants programme DAYS SWIM 30 to install heating and pool blankets 10 21 for the coming season. 16 With support from the community 5 and South East Property Sales and 0 Management, Council installed 100 + 50 - 100 20 - 49 10 - 19 < 10 a defibrillator at the Millicent POOL PATRONS Swimming Lake and purchased a unit to be installed at the Penola Pool.
Billy Goat Corner Re-development.
5721 STRATEGIC PLAN ACHIEVEMENTS
Key Theme INFRASTRUCTURE + ASSET SUSTAINABILITY OBJECTIVE - PROVIDE FUNCTIONAL, SAFE, FIT FOR PURPOSE ASSETS THAT MEET THE CHANGING NEEDS OF THE COMMUNITY.
4.1 CREATE A SUSTAINABLE STOCK OF ASSETS, WITH APPROPRIATE LONG TERM ASSET PLANNING + OPTIMAL USE. ACTIONS MEASURE PROGRESS % COMPLETE
4.1.1a Biennially review and update the Review completed. A plant and equipment asset Plant and Equipment Management Plan. management plan has been developed. 50% Review is due in 2019/20.
4.1.1b Develop and biennially review the Review completed. A kerb and gutter asset management plan Kerb and Gutter Asset Management Plan. has been developed review is due in 2019/20. 50%
4.1.1c Develop and biennially review the Plan developed. A draft stormwater asset management Stormwater Management Plans for Penola, plan has been developed. Further work Millicent, Kalangadoo and Beachport. is required in relation to the review of the 25% Stormwater Management Plans.
4.1.1d Develop and biennially review a Plan developed. Various maintenance and management Community Wastewater Management plans have been developed for the Schemes (CWMS) Asset Management Plan four schemes. A revaluation and which includes Technical Management Plan condition assessment of the schemes 60% for all four schemes. was undertaken in 2018. Future works include the development of an asset management plan for this asset class.
4.1.1e Develop and review biennially the Plan developed. A revaluation and condition assessment Building Asset Management Plan. was undertaken of all Council buildings in 2017 and a draft asset management plan 90% has been developed. Adoption of the asset management plan is expected to occur in 2018/19.
4.1.1f Develop and biennially review the Plan developed. A Footpath asset management plan has Footpath Asset Management Plan taking been developed. Review is due in 2019/20 into consideration footpath expansion following assessment of the outcomes of 50% plans for each of the district towns that is the disability action plan. compliant with Disability and Discrimination Act requirements.
4.1.1g Biennially review and update the Review completed. A road asset management plan has Road Asset Management Plan. been developed, a review is forecast to 0% occur on unsealed roads in 2018/19.
4.1.2a Develop and biennially review a Plan developed. Due to commence in 2019/20. Swimming Facilities Asset Management Plan. 0%
4.1.2b Stage the implementation of the Cemetery Master Plan Preliminary works have commenced with Cemetery Master Plan, considering the implemented. future considerations in relation to the future cemetery requirements and scheduled Millicent Cemetery. Implementation of the 10% expansion options as required. plan to commence in 2020/21.
4.1.2c Review the Coonawarra and Millicent Review completed. Coonawarra Airfield review has Airfields to maximise their ongoing financial commenced with a review of the 30% sustainability. existing lease. Millicent Airfield review will commence in 2018/19.
4.1.3a Biennially review and update the Plan developed. Due to commence in 2019/20. Airfield Emergency Management Plan. 0%
4.1.4a Review existing plant and equipment Review completed. A kerb lifter bar was developed and stock and investigate new technological engineered to assist with the safe lifting of concrete kerbing. In addition, plant opportunities to enhance efficiency and 30% effectiveness. items have been purchased such as reach mower and a wide deck mower that have improved efficency of tasks.
4.1.5a Review and implement operation, Review completed. Due to commence in 2019/20. irrigation and monitoring plans for all four Community Wastewater Management 0% Schemes (CWMS).
58 Our Streets + PLACES Key Theme INFRASTRUCTURE + ASSET SUSTAINABILITY 4.2 PLAN AND PROVIDE FOR A SAFE LOCAL ROAD NETWORK THAT MEETS THE FUTURE AND CURRENT NEEDS OF OUR COMMUNITY. ACTIONS MEASURE PROGRESS % COMPLETE
4.2.1a Update the Regional Transport Plan to Update of the Regional COMPLETED - Significant local roads were include local signifcant roads that currently Transport Plan is identified and included within the updated 100% have high or proposed high future traffic usage. completed. Regional Transport Plan.
4.2.2a Review and update the current Review of the Roadside Preliminary planning works have Roadside Vegetation Plan to meet with Vegetation Plan is commenced in relation to the update changed conditions and native vegetation completed. of the roadside vegetation plan. 10% requirements.
4.2.3a Review resheeting techniques Various techniques Stabilising agents have been used on trial including the use of stabilising agents to explored to improve roads, further testing to be undertaken in improve unsealed road longevity and resheeting of roads. the future. 10% ongoing efficiency gains.
4.2.4a Prepare a quarries report that will Report prepared Due to commence in 2020/21. evaluate material locations and types regarding quarries. of materials for the use on local road 0% maintenance.
4.2.5a Review and update the rolling Review of dust A draft revised dust supression program program of dust mitigation works for rural mitigation on rural has been prepared. 50% road residences. roads completed.
Blowhole - Dee Browne
4.3 ADVOCATE FOR SAFE AND TRAFFICABLE NETWORK OF STATE ROADS. ACTIONS MEASURE PROGRESS % COMPLETE
4.3.1a Advocate for the completion of the Advocacy for completion COMPLETED - Federal Government Penola Bypass through State and Federal of Penola Bypass. and State Government have made Government funding. commitments to complete the Stage 2 100% section of the Penola Bypass.
4.3.2a Advocate for the upgrading of Mile Hill, Advocacy for the In preparation for the State Government Kangaroo Flat, Hatherleigh, Wattle Range, upgrade of State Election an ‘Ask of Government’ document Kalangadoo Roads and the Princes and Government roads. was prepared that included the advocacy 50% Southern Ports Highways. for improved/upgraded State Government Roads within the Wattle Range area.
5921 Key Theme INFRASTRUCTURE + ASSET SUSTAINABILITY 4.4 PLAN FOR AND OPTIMISE COUNCILS STOCK OF BUILDING ASSETS WHILST MEETING THE FUTURE AND CURRENT NEEDS OF COMMUNITY. ACTIONS MEASURE PROGRESS % COMPLETE
4.4.1a Conduct a comprehensive review of Review completed of the A building condition assessment has the ongoing maintenance requirements for Library and Civic & Arts been conducted and design works have the Library and Civic & Arts Centre. Building. commenced on an upgrade to the foyer 30% of the Civic & Arts Centre.
4.4.2a Review, improve, retrofit and/ Review completed Data collection in relation to all halls has or rationalise Council’s Halls to improve of halls. commenced. In 2018 Council supported community patronage. the completion of the air conditioning project in the Civic and Arts Centre, the upgrade of the Millicent RSL Hall, 25% undertook maintenance works at the Beachport Museum, Mount Burr Football Clubrooms and secured a tennant for the Millicent Italian Club.
4.4.3a Review future expansion requirements Review completed of Preliminary works have commenced with and options for the main Council Office. expansion requirements design plans conducted for the renovation for the main Council and or expansion of the offices. In 2019 15% Offices. alternate options willl be assessed.
4.4.4a Review the current public toilet Review completed. A preliminary assessment of public toilets facilities and identify opportunities for has commenced following the building improvements, rationalisation and/or condition assessment that was undertaken additions. in 2017. As part of the annual budget 30% preparation, this assesssment is referred to assist in decision making. Further work will focus on formalising the review in 2019.
4.4.5a Review and rationalise the Review completed Due to commence in 2019/20. requirement for multiple engineering depots of depots across the 0% across the district. district.
4.4.5b Assess the future requirements for the Options assessed for Preliminary works have commenced with Millicent Engineering Depot and investigate future upgrade of base concepts being explored. options to upgrade existing facilities to Millicent Depot. 15% accommodate other depot staff and assets.
4.4.6a Schedule the staged removal of Staged removal of Staged removal of asbestos from Council asbestos from all Council buildings. asbestos from Council buildings has commenced. To date these buildings completed. removals are undertaken in conjunction 50% with renovations/upgrades to Council buildings.
4.4.6b Review the cleaning services contract Review completed. COMPLETED - Cleaning contract reviewed giving consideration to the level of service and new contract signed. 100% required, use of buildings, frequency of cleans and options for delivery of service.
4.5 PLAN FOR THE EXPANSION AND REPLACEMENT OF COUNCILS STOCK OF FOOTPATHS, WALKWAYS AND TRAILS, TO MEET THE FUTURE AND CURRENT NEEDS OF OUR COMMUNITY. ACTIONS MEASURE PROGRESS % COMPLETE
4.5.1a In conjunction with South Australian Options evaluated for A feasibility study has been completed Tourism Commission (SATC) and the the development of a and discussion have been undertaken with Coonawarra Vignerons Association, pursue walking/cycling trail. UniSA to assist Council with options to help funding opportunities to construct a walking develop the trail. 25% /cycling trail within the rail corridor between Penola and Coonawarra.
60 Our Streets + PLACES Misty Mount Burr Morning - Kayle Gordon
KEEPING THINGS CLEAN + GREEN
CONTENTS HIGHLIGHTS Section WASTE MANAGEMENT SERVICES...... 62 WASTEWATER SYSTEMS...... 64 Abandoned ENVIRONMENTAL INITIATIVES...... 65 16 VEHICLES ENVIRONMENTAL HEALTH...... 67 GENERAL INSPECTORATE...... 68 STRATEGIC PLAN ACHIEVEMENTS...... 69
243 Strategic Plan BURNING PERMITS issued ACHIEVEMENTS ENVIRONMENTALLY SUSTAINABLE
Protect the natural assets & infrastructure of the region by leveraging additional 56 Waste Water environmental programs that will protect CONTROL SYSTEM APPLICATIONS the environment for future generations.
STRATEGIES...... 3 ACTIONS...... 15 3,320 COMPLETED...... 4
BENCHMARK COMPLETION PERCENTAGE Dogs registered 25% COMPLETED 54.33% 3 PERCENTAGE 16,398m YET TO BE COMPLETED OF MULCH PRODUCED FROM RESIDENTIAL AND PUBLIC GARDEN WASTE 45.67% 2161 WASTE MANAGEMENT SERVICES
RESOURCE RECOVERY CENTRES AND WASTE TRANSFER STATIONS Council operates 5 waste disposal facilities across the Wattle Range district. These facilities continue to be well used by residents and ratepayers and provide an essential service. In January 2017 waste disposal vouchers were introduced and for the first time, these were mailed out with rates notices in July 2017. The voucher system has been well received. Vouchers continue to be provided to community groups free of charge on request and arrangements are in place to minimise any issues for private and public housing tenants.
NEW KERBSIDE COLLECTION CONTRACTOR Following a tender process, Council appointed a new contractor for kerbside collection services. On 21 March 2018, Cleanaway commenced collecting general waste, recycling and greenwaste from across 13 townships. The transition was smooth and Council has received numerous compliments about the improved service and driver behaviour. The competitive tender process also enabled Council to make a saving on the cost of kerbside collection services, which was passed on to ratepayers in the following year (2018/19). Cleanaway also took over customer service enquiries relating to kerbside collection. This meant that lost or stolen bins, missed collections and contamination issues are dealt with in a single call. This approach has proven to be very successful.
KITCHEN CADDY AND BIO-BAGS Wattle Range Council is one of only 69 councils in Australia to accept food scraps in their green organics kerbside collection, providing kitchen caddies or ‘Bio-Baskets’ for food scraps. The bio-bags encourage residents to recycle their food scraps and place them in their greenwaste bin rather than sending them to landfill. Each resident is entitled to 2 rolls of bio-bags each financial year at no charge. Replacement bio-baskets are available for purchase for a small fee.
COMMUNITY MULCH DAYS In 2016 Council trialled the first Community Mulch Days, supplying and loading mulch for ratepayers, residents and community groups at no charge. These events continued to be popular and Council has provided more than 780 loads of mulch free of charge. The mulch is made from the tree limbs, trunks and timber furniture brought to the Resource Recovery Centres at Penola and Millicent and the Waste Transfer Station in Beachport. After grinding the material, it is stored for a time before being given away or used in Council parks and gardens.
CLOSURE PLAN FOR TOWER ROAD LANDFILL Council has prepared a Landfill Closure Plan for the former Tower Road Landfill Site (Central Dump). While no waste has been accepted at the site for many years, the official closure had never been completed. The Environment Protection Authority (EPA) advised that the closure plan has been approved. The plan outlines the low risks to the environment due to the distance from neighbours and low volumes of hard waste buried at the site. This has enabled Council to negotiate a low cost monitoring solution rather than an expensive cap.
IN 2017/18, COUNCIL PRODUCED 16,398M3 OF MULCH FROM MATERIAL RECEIVED AT THE WASTE FACILITIES AND FROM COUNCIL’S OWN GARDENS.
62 Keeping Things CLEAN + GREEN KERBSIDE COLLECTION Statistics
CO-MINGLED GREENWASTE GENERAL RECYCLING BINS COLLECTED: WASTE BINS COLLECTED: 52,186 BINS COLLECTED: 83,633 TOTAL WEIGHT: 176,577 TOTAL WEIGHT: 1,244 T TOTAL WEIGHT: 760 T 2,093 T
RESOURCE CENTRE + WASTE TRANSFER STATION Statistics
GENERAL WASTE 16,398M3 MULCH 794 T PRODUCED FROM MATERIAL RECEIVED AT RECYCLING THE WASTE FACILITIES AND COUNCIL’S PUBLIC 259 T GARDENS
6321 COMMUNITY WASTE WATER MANAGEMENT SCHEMES
The Community Wastewater Management Systems in Penola, Kalangadoo and Southend use a septic tank at each property as the primary treatment and to collect sludge. However, the Beachport CWMS is a full sewer system, meaning that the sludge is mixed with the water and is processed in our lagoons. There are no septic tanks involved.
SOUTHEND CWMS STORAGE at a glance... 1 CAPACITY STORAGE LAGOON 7.73ML 500 PREDICTED 1,646m POPULATION RISING MAIN LENGTH
3 HA GROUNDWATER IRRIGATION MONITORING BORES PUMP 3 248 AREA POPULATION SERVED 2 STATIONS PRIMARY 0 LAGOONS GRAVITY DRAIN LENGTH 192 AVERAGE NUMBER OF 148 DETENTION CONNECTIONS 5,973m SPRINKLERS 25 TIME
END USE - IRRIGATED PASTURED HAY
WASTE WATER CONTROL
CONTROL SYSTEM APPLICATIONS 56 RECEIVED
APPLICATIONS AEROBIC SYSTEMS 7 APPROVED
CWMS/SEWER CONNECTIONS 30 APPLICATIONS
SEPTIC TANK 16 INSTALLATIONS
HOLDING WORM 1 TANK 2 FARMS
64 Keeping Things CLEAN + GREEN ENVIRONMENTAL INITIATIVES
SOUTHEND ADAPTION STRATEGY Over a number of years, Southend has experienced significant storm damage and erosion. This has resulted in damage to beach access stairs, loss of a picnic area overlooking the ocean, degradation of beaches and loss of a portion of the caravan park. Council recognised that these impacts were only going to be exacerbated by climate change. Rather than taking an ad hoc approach to protecting or abandoning public assets, Council sought funding from the Coast Protection Board to develop a coastal adaptation strategy that would inform future decision making for Southend. Council was fortunate to secure additional funding from the Local Government Association of SA to run a trial of their Local Government Association Coastal Adaptation Decision Pathways Investigative Framework. Council engaged Wavelength Consulting to prepare coastal hazard maps for inundation and erosion, with three sea level rise scenarios and predictions for 2050 and 2100. These maps were the basis of the first community workshop in October 2017. This workshop increased community understanding of the potential impacts of climate change on the town. The workshop also allowed Council to better understand what environmental, economic, social and infrastructure assets the community values. These values were used as the basis of the second community workshop, where participants were asked to brainstorm adaptation options. Each of these options was considered and the report recommended a planned retreat approach. There is strong community ownership of the adaptation options as they were actively involved in their development. Council adopted the Southend Adaptation Strategy in April 2018 and implementation of the actions has commenced.
Flinders University students conducting research at Beachport.
POST OFFICE ROCK / SALMON HOLE EROSION Since 1975, significant erosion has been observed at the Salmon Hole Beach (also colloquially known as Post Office Rock). The Coast Protection Board have been monitoring erosion through aerial photography and since 2001, annual beach surveys have been undertaken. Council received funding from the Coast Protection Board to analyse the most recent survey data and develop management options for the site. Patrick Hesp from Flinders University was engaged to undertake the work and he has prepared the Current Status and Management Options for Salmon Hole / Post Office Rock Beach report. The report outlines the history of erosion at the site, as well as an analysis of the beach survey data between 2001 and 2018. A risk assessment is included, which outlines the environmental and built assets and possible mitigation strategies. The report also analyses a range of management options and makes recommendations for Council to consider for immediate action, as well as longer term. The report is available on Council’s website.
6521 ENVIRONMENTAL INITIATIVES
CUBBIES IN THE FOREST REVIEW OF MAINTENANCE OPTIONS FOR BEACHPORT BOAT RAMP Wattle Range Council partnered with Natural Resources South East to host the inaugural ‘Cubbies in the Forest’ Council engaged Coastal Engineer, Luke Campbell from at Mt Burr in October 2017. Wallbridge Gilbert Aztec to look at options to reduce More than 150 local children participated in bush craft, long term, ongoing maintenance for the Beachport Boat cubby building, a low ropes course, sensory walk and Ramp, including possible amendments to the design. other activities. The report considers the history of boat launching Council’s own Carmel Tomlinson hosted some very facilities in Beachport, considers the cost of relocating popular story telling and craft sessions. The feedback the facility and considers alternative designs. from the event has been extremely positive and we look The recommendations from the report include collection forward to more initiatives like this in the future. of wave and sand data to inform numerical modelling, The event came about following the Cubbies at the modelling of design alterations, purchase of dredge pipe Lakes in Mount Gambier last year, when Council’s infrastructure and a further trial of a dredge pump. Manager Environmental Services approached Natural Council sought community and stakeholder comment Resources South East to request a similar event to be and gave consideration to all comments received before held in Wattle Range. adopting the report in December 2017. The report is available on Council’s website.
REVIEW OF SAND MANAGEMENT PLAN FOR BEACHPORT TOWN BEACHES The development approval for the extension of the Beachport Boat Ramp Breakwater required a Sand Management Plan to be developed for the town beaches. Council has been implementing this plan since December 2013 and based on the lessons learned during this time, revised the sand management plan in accordance with the requirements outlined in the plan. Council sought community and stakeholder comment and gave consideration to all comments received.
THE REVISED PLAN SPECIFIES 3 CLEAR OBJECTIVES, TO: 1. Monitor and manage the effectiveness and impacts of groynes including the boat ramp breakwater by relocating sand to beaches at risk or showing signs of erosion; 2. Remove sand from the boat ramp basin to maintain appropriate service standards; and 3. Minimise the impacts of sand relocation activities on residents, visitors, businesses and the environment. Cubbies in the Forest. The revised sand management plan was adopted by Council in December 2017 and is available on Council’s website.
66 Keeping Things CLEAN + GREEN ENVIRONMENTAL HEALTH
HEALTH at a glance... FOOD
12 8 FOOD SAFETY SAMPLES SAFETY REGISTERED TAKEN AND TESTED 1 SHORT COURSE PARTICIPANTS NEW FOOD BUSINESSES/CHANGE OF OWNERS: CASES REPORTED 9 HOME-BASED BUSINESSES from Communicable Disease Control Branch* 13 FOOD PREMISES Whooping Cough (Pertussis) 7 Local / 460 State 2 MOBILE FOOD VANS Influenza 36 Local / 2,132 State 1 MANUFACTURING Chicken Pox (Varicella Virus) BUSINESS: (HONEY / FRESH PRODUCE) 10 Local / 831 State Chlamydia Trachomatis 10 Local / 1,330 State 28 REGISTERED PUBLIC Campylobacter HIGH RISK MANUFACTURED RAINWATER WATER SYSTEMS TANKS 15 Local / 745 State 22 COOLING TOWERS TESTED Salmonella 6 WARM WATER SYSTEMS 19 4 Local / 248 State * The figures for 2017/18 represent a HAIRDRESSING + BEAUTY SALONS pleasing reduction in the number of REGISTERED AND INSPECTED local reported incidents. 9 WITHIN THE WATTLE RANGE COUNCIL AREA
6721
GENERAL INSPECTORATE DOG Statistics ANIMAL MANAGEMENT On 6 July 2016, the Dog and Cat Management (Miscellaneous) Amendment Bill 3,220 2015 was passed in Parliament. DOGS REGISTERED THE MAIN CHANGES TO THE ACT INCLUDE: - Microchipping – the requirement for all dogs and cats over a certain age to be microchipped. 1,063 - Desexing – the requirement for all new generations of dogs and cats DOGS DESEXED to be desexed. - Breeders – a requirement for anyone who breeds dogs and cats for sale to register as a breeder. 27 OFFICIAL BARKING - Council Powers – greater powers to administer and enforce the Act including DOG COMPLAINTS increases in some expiations/and penalties. - Dogs & Cats Online (DACO) – introduction of a centralised online animal registration portal. 30 OFFICIAL WANDERING DOG COMPLAINTS GENERAL INSPECTORATE at a glance... 58 DOGS COLLECTED + RETURNED BEFORE 12 BUSHFIRE IMPOUNDED PARKING SAFETY INFRINGEMENTS 243 BURNING PERMITS 11 PARKING + 677 LETTERS SENT 1 BOAT-RAMP 174 NOTICES ISSUED 35 NON-COMPLIANCES 97 TOTAL NUMBER OF NUISANCE DOGS IMPOUNDED COMPLAINTS 16 19 LITTER STOCK 7 UNTIDY ON ROAD PREMISES INCIDENTS 84 4 SMOKE DOGS IMPOUNDED + RETURNED TO OWNER 4 REPORTED DOG HARASSMENT ON HUMAN 0 14 ILLEGAL NOISE DUMPING COMPLAINTS INCIDENTS 4 REPORTED DOG ATTACK ON HUMAN 16 IMPOUNDED3 ABANDONED VEHICLES VEHICLES 6 REPORTED DOG ATTACK ON ANIMAL 88 DOG EXPIATIONS (FINES) ISSUED
68 Keeping Things CLEAN + GREEN DOG Statistics STRATEGIC PLAN ACHIEVEMENTS Key Theme ENVIRONMENTALLY SUSTAINABLE OBJECTIVE - PROTECT THE NATURAL ASSETS AND INFRASTRUCTURE OF THE REGION BY LEVERAGING ADDITIONAL ENVIRONMENTAL PROGRAMS THAT WILL PROTECT THE ENVIRONMENT FOR FUTURE GENERATIONS.
3.1 PROTECT COUNCIL’S NATURAL ASSETS, THROUGH PROACTIVE PLANNING IN CLIMATE ADAPTATION AND STRUCTURED INFRASTRUCTURE REPLACEMENT AND ENHANCEMENTS.
ACTIONS MEASURE PROGRESS % COMPLETE
3.1.1a Develop and implement a Council Climate Adaptation Plan The Limestone Coast LGA are specific climate adaptation plan considering developed. developing a region based climate protection of coastal infrastructure and adaptation plan that will assist in the 10% energy efficiency in Council buildings / development of the Wattle Range area structures. specific plan.
3.1.2a Implementation of action plan for Action plan for renewal A replacement schedule of groynes has renewal of coastal infrastructure including of groynes undertaken. been developed and further groyne groynes and revetment works in Rivoli Bay. replacements are scheduled to occur in 40% 2018/19.
3.1.3a Investigate options for managing Options evaluated A review of the Rivoli Bay Plan was coastal erosion at the Salmon Hole / Post for managing coastal undertaken and proposed environmental Office Rock and understand the likely impacts erosion. projects have been highlighted for 90% on the Pool of Siloam and the Beachport Beachport. township.
3.2 MAINTAIN STRONG AND POSITIVE RELATIONSHIPS WITH FEDERAL AND STATE GOVERNMENT DEPARTMENTS, ADVOCATING FOR INCREASED INVESTMENT IN COASTAL AND ENVIRONMENTAL PROTECTION WITHIN THE COUNCIL AREA.
ACTIONS MEASURE PROGRESS % COMPLETE
3.2.1a Lobby the South East Natural Lobbying undertaken. Various environmental projects were Resources Management Board (SENRMB) for discussed with the South East Natural additional resources and funding towards Resources Management Board (SENRMB) 60% environmental projects in Wattle Range. and further advocacy will continue.
3.2.1b Actively participate in environmental Environmental projects Various environmental projects were projects in the Wattle Range area including participated in. discussed with the South East Natural 30% revegetation works, volunteering and coastal Resources Management Board (SENRMB). projects.
3.2.1c Lobby Department for Planning, Lobbying undertaken. In preparation for the State Government Transport and Infrastructure (DPTI) to Election an ‘Ask of Government’ document construct the proposed Groyne in the was prepared that included the advocacy 25% vicinity of the Beachport Jetty. for the construction of a groyne near the Beachport Jetty.
3.2.1d Lobby the South Eastern Water Lobbying undertaken. In preparation for the State Government Conservation & Drainage Board (SEWCDB), Election an “Ask of Government” Department of Environment, Water and document was prepared that included Natural Resources (DEWNR) and South East the advocacy for funds to minimise the Natural Resources Management Board coastal erosion issues at Southend. In 40% (SENRMB) to minimise the impact of Coastal addition a Southend Climate Adaptation Erosion as a result of outflows from the Plan was developed which highlighted the Southend Drain. future outflow impacts.
3.2.1e Lobby Department of Environment, Lobbying undertaken. In preparation for the State Government Water and Natural Resources (DEWNR), Election an ‘Ask of Government’ document the South Eastern Water Conservation and was prepared that included the advocacy Drainage Board (SEWCDB), and the South for improved strategies to flows and 40% East Natural Resources Management Board health of Lake George. Lobbying also (SENRMB) to investigate and implement is continuing through the Lake George improvement strategies to the flows and Management Committee. health of Lake George.
3.2.1f In partnership with the Limestone Assisted in development COMPLETED - Contributed and assisted Coast Local Government Association (LCLGA), of the regional climate to the development of the Regional contribute to the development of a regional adaptation plan. Climate Adaptation Plan. 100% climate adaptation plan.
6921 Key Theme ENVIRONMENTALLY SUSTAINABLE 3.3 MINIMISE THE FINANCIAL IMPACT OF WASTE MANAGEMENT ON THE COMMUNITY AND PROVIDE A SERVICE THAT MEETS THE CURRENT AND FUTURE NEEDS OF THE COMMUNITY.
ACTIONS MEASURE PROGRESS % COMPLETE
3.3.1a Following completion of the trial period, Review of waste disposal COMPLETED - As part of the review of review the waste disposal vouchers system at vouchers undertaken. the waste strategy the waste disposal Council’s waste facilities. voucher system was reviewed and the 100% system was continued.
3.3.1b Undertake a review of properties with Review completed of COMPLETED - A kerbside collection access to the kerbside collection, as outlined properties with access to service boundary review was completed in in Council’s Waste Management Strategy. the kerbside collection. May 2017. Changes to kerbside collection services were implemented from 1 July 2017 100% and all new services will be in place from 1 September 2017.
3.3.1c Investigate options for kerbside green Options evaluated for Some Preliminary investigation has been waste disposal including composting. green waste disposal. undertaken as to green waste disposal including investigating composting. In 20% the interim green waste mulch days are continuing as a disposal alternative.
3.3.1d Investigate options for collaboration Options evaluated for COMPLETED - Waste collection services with other Councils for kerbside collection and collaboration of kerbside agreement signed with Cleanaway. other waste services. waste collection. Collaboration options were explored with other Councils but did not provide 100% the same level of cost advantage as the new agreement.
3.3.2a Design and construct a new Waste Design and construction Some Preliminary works have commenced, Transfer Station at Beachport. completed. through planning of alternate site options. In 2018/19 design plans are expected to be 10% drawn up with construction expected in 2019/20.
3.3.3a Lobby the State Government to limit Lobbying undertaken. In preparation for the State Government the financial and resourcing impacts of Election an “Ask of Government” document proposed waste reforms including; increases was prepared that included the advocacy to the solid waste levy, increased reporting, for the decrease in the solid waste levy 50% greater infrastructure requirements. and a reduction in reporting requirements. Further to this letters were also sent to both major parties in the lead up to the election.
Little Boy, Lake McIntyre - Alex Window
70 Keeping Things CLEAN + GREEN GOVERNANCE COMPLIANCE
Boats, Beachport - Graeme Mellor
HIGHLIGHTS Section CONTENTS ELECTED MEMBER ALLOWANCES...... 72
ELECTED MEMBER TRAINING AND DEVELOPMENT...... 72 8,506 ELECTOR REPRESENTATION...... 72 ELECTOR REPRESENTATION QUOTA...... 73 ElectorsBY 11 ELECTED represented MEMBERS MEETINGS AND CONFIDENTIALITY PROVISIONS...... 74
EQUAL OPPORTUNITY...... 76
RISK MANAGEMENT/WORK HEALTH 497 AND SAFETY...... 76 MADE REVIEW OF INTERNAL DECISIONS...... 76 resolutionsAT 28 COUNCIL MEETINGS INFORMATION STATEMENT...... 76
FREEDOM OF INFORMATION APPLICATIONS...... 76
COMPETITIVE PURCHASING OF GOODS AND SERVICES...... 76 30 NATIONAL COMPETITION POLICY...... 77 resolutionsIN CONFIDENCE made COMMUNITY LAND...... 77 POLICY AND ADMINISTRATION 2 FREEDOM OF DOCUMENTS...... 77 INFORMATION APPLICATIONS
652171 GOVERNANCE COMPLIANCE
ELECTED MEMBER ALLOWANCES • SEGRA (Sustainable Economic Growth for Regional Australia) 2017 Conference - 24 to 26 October 2017 Elected Member allowances are payable in accordance (Cr Dycer). with the Local Government Act, Remuneration Tribunal of South Australia determination and Council’s Elected • Networking Joint Council’s Dinner (Southern Grampians Member Allowances Support and Facilities Policy. Shire Council/City of Mount Gambier/Glenelg Shire Council/Wattle Range Council/District Council of Grant) The following allowances were paid to members for - 25 October 2017 (all Councillors invited). 2017/18 and includes allowances for travel time and being Presiding Member of a Council Committee (not a Prescribed • 2017 Local Government Association Conference and Committee) where applicable: Annual General Meeting - 15 November to 16 November $ 2017 (Cr Dycer, Cr Lawlor, Mayor) MAYOR PETER GANDOLFI 53,375.72 • Networking Joint Council’s Dinner (Southern Grampians CR ROB DYCER (DEPUTY MAYOR) 16,889.16 Shire Council/City of Mount Gambier/Glenelg Shire Council/Wattle Range Council/District Council of Grant) CR GLENN BROWN 13,876.93 - 7 March 2018 (all Councillors invited). CR DEAN BURROW 14,142.93 • 2018 Local Government Association Council Next CR SHARON COX 13,568.93 Practice Showcase - 12 April to 13 April 2018 (Cr Dycer, Cr Lawlor). CR JOHN DREW 13,568.93 • Connecting with People - Suicide Awareness - 24 May CR PETER DUNNICLIFF 13,568.93 2018 (Cr Dycer). CR GWENDA LAWLOR 13,568.93 A number of internal workshops were held to provide additional background information for Elected Members. CR KEVIN MCGRATH 14,048.25
CR DENNIS MUHOVICS 14,168.93 CR DALE PRICE 13,912.93 ELECTOR REPRESENTATION CR ROB THORNETT 10,806.93 Section 12 of the Local Government Act, 1999 requires Councils to undertake a review of its Elector In addition to the above prescribed allowances, the Mayor Representation as determined by the Minister. is provided with a fully maintained motor vehicle, mobile Council conducted its last Elector Representative Review in phone allowance of $100/month and reimbursement of 2013/14. Following the completion of the review the State expenses related to Council business. Electoral Commission approved the Council proposal Elected members are also entitled to claim reimbursement which sets Council’s structure as follows: of expenses incurred in undertaking official Council • Mayor as the principal member of Council, elected at business (eg. travel expenses) and are paid an additional large by the community. allowance of $300 per annum towards the maintenance • 4 Wards with a total of 11 Councillors, consisting of: of an internet connection and communication costs associated with Council related activities. Electronic - Corcoran Ward – 5 Councillors devices are provided to assist all members with the - Kintore Ward – 2 Councillors conduct of their duties. - Riddoch Ward – 2 Councillors - Sorby Adams Ward – 2 Councillors ELECTED MEMBER TRAINING • An alteration to the existing ward boundaries with AND DEVELOPMENT the Kintore Ward boundary absorbing portions (Rocky Camp area) of the Corcoran Ward to allow for all wards The Local Government Act, 1999 requires that Council to be within the allowed elected rations of +/- 10%. must prepare and adopt a training and development policy for its Elected Members. The Policy is aimed at assisting Elected Members in the performance and discharge of their functions and duties. The following Training Courses and Conferences were attended by Elected Members:- • Meeting with CEO Matt Pinnegar and President Mayor Lorraine Rosenberg from the Local Government Association on 11 October 2017 (all Councillors invited).
72 Governance COMPLIANCE GOVERNANCE COMPLIANCE
ELECTOR REPRESENTATION QUOTA Wattle Range Council has been categorised by the Local Government Grants Commission as a Rural Agriculture Very Large Council. The current representation quota (Electors per Councillor) in comparison to other Council’s within this group are outlined as follows:
COUNCIL TOTAL MEMBERS (INC. MAYOR) NUMBER OF ELECTORS REPRESENTATION QUOTA
Alexandrina 12 20,211 1,684 Barossa Council 12 17,555 1,462 Berri Barmera 9 7,319 813 Copper Coast 11 11,231 1,021 Light Regional 11 10,358 941 Loxton Waikerie 11 8,272 752 Murray Bridge 10 14,372 1,437 Port Pirie 10 13,031 1,303 Victor Harbor 10 12,418 1,241 Wattle Range 12 8,506 708 Yorke Peninsula 12 9,197 766
Derived from information provided by the Electoral Commission of SA, current as at February, 2018 Wattle Range Council has 8,506 electors represented by 11 Elected Members plus the Mayor. The representation quota was 708. Local Government authorities throughout the state are placed in groups of similar size and type. Wattle Range Council is grouped with ten other Councils in this category in South Australia. The statewide average representation quota for the reporting period was 1,636. The representation quota for a Council is the amount ascertained by dividing the number of electors for the area of the Council (as at the last closing date under the Local Government (Elections) Act 1999) by the number of members who constitute the Council (ignoring any fractions resulting from the division and expressed as a quota) Local Government Act, 1999, schedule 4.
REPRESENTATION QUOTA Electors per Councillor WATTLE RANGE SOUTH AUSTRALIAN 708 AVERAGE 1,636
657321 GOVERNANCE COMPLIANCE
MEETINGS AND CONFIDENTIALITY PROVISIONS Council meetings are generally conducted in a public environment, however there are some circumstances where it may be necessary or appropriate for specific items to be considered in confidence. Section 90 of theLocal Government Act details the circumstances where this may occur.
497 RESOLUTIONS 28 30 MADE IN TOTAL CONFIDENCE MEETINGS
16 ORDERS TO 12 EXCLUDE THE ORDINARY PUBLIC* MEETINGS (using section90(2))
20 ORDERS MADE TO 6 HOLD INFORMATION IN CONFIDENCE SPECIAL (using section91(7)) MEETINGS
12 ITEMS RELEASED FROM CONFIDENCE 10 19 ORDERS STILL IN PLACE INFORMAL AT END OF GATHERINGS 2017/18
*REASONS FOR EXCLUDING THE PUBLIC AND GOING INTO CONFIDENCE (ONE OR MORE REASONS MAY APPLY PER ORDER) - Personal Affairs (using section 90(3)(a)): 6 Commercial Advantage (using section90(3)(b)): 1 Commercial information of Confidential Nature (using section 90(3)(d)): 5 Matters affecting Security and Safety (using section 90(3)(e)): 3 To ensure Council does not breach any law (using section 90(3)(g)): 1 Tenders (using section 90(3)(k)): 6
74 Governance COMPLIANCE 17/18 17/18 17/18 91(7) s91(7) ORDER STILL s90(2) s91(7) DATE OF SUBJECT ORDER TO ORDERS THAT OPERATIVE MEETING ORDER TO RETAIN EXPIRED/ AT END OF EXCLUDE INFORMATION REVOKED/ 30 JUNE THE PUBLIC IN CONFIDENCE CEASED 2018
8/05/2012 Penola Bypass Road - Road Openings - Compensation
29/05/2012 Penola Bypass Road - Road Openings - Compensation
16/12/2014 2015 Australia Day Awards Nominations 9/06/2015 Beachport Museum - Building Fire Safety Issues
10/11/2015 Review of Eligible Section 184 - Sale of Properties - Unpaid Rates 8/12/2015 2016 Australia Day Awards Nominations
3/05/2016 Tender Assessment & Appointment – External Audit Services 2/06/2017
10/05/2016 Beachport Industrial Land Division – Proposal for Council Purchase and Management 12/07/2016 Inward Investment Proposal 4/10/2016 2/6/2017 Interim Audit Management Letter - Dean Newbery & Associates 16/8/2018 22/11/2016 Legal Advice - Verbal Update 22/11/2016 Draft Strategic Community Plan 2017 to 2021 - Update 13/12/2016 Millicent and District Community Club 13/12/2016 Millicent Railway Lands 13/12/2016 Draft Community Strategic Plan 2017 - 2021 Objectives
14/02/2017 Review of Business Operations Gladys Smith Early Learning Centre Millicent
14/02/2017 Provision of Resources for Council Facilities 9/05/2017 Request for Variation to Cleaning Services Contract 18/05/2017 Draft Community Strategic Plan 2017 - 2021 2/06/2017 Draft Strategic Plan 2017 - 2021 11/07/2017 Letter from Emma Chidlow, Australia Day Council of SA re: Nominations are now open for Public Service Medal 2018
8/08/2017 Septic Tank Desludging 2017 - 2021
12/09/2017 Evaluation of Tenders and Approval of a Contractor for Chlorine Upgrade, Concrete Repairs and Repainting of Nangwarry Pool
14/11/2017 Purchase of a Dredge Pipe 12/12/2017 Bitumnous Reseals and New Seal Construction 2017/18 12/12/2017 2018 Australia Day Award Nominations 12/12/2017 2018 Australia Day Award Nominations 16/01/2018 Evaluation of Tenders and Approval of a Contractor for kerbside Waste and Recycling Collection 13/02/2018 Council Land Options - Mount Gambier Road Millicent 13/03/2018 Motor Grader Replacement 10/04/2018 Annual Review of Confidential Orders 10/04/2018 Review of Eligible Section 184 - Sale of Properties - Unpaid Rates 10/04/2018 Millicent Saleyards Review 10/04/2018 Chief Executive Officer’s Annual Performance Review 17/04/2018 Millicent Saleyards Review 16/05/2018 2018 Annual Review of Confidential Orders 657521 Eddy Bay - Simon Whennen
EQUAL OPPORTUNITY REVIEW OF INTERNAL FREEDOM OF INFORMATION Wattle Range Council is an equal DECISIONS APPLICATIONS opportunity employer and will employ Wattle Range Council is committed Two formal Freedom of Information the best person for a vacant position. to transparent decision making applications were received by processes and to providing access Council during 2017/18 under the Employees are encouraged to attend to a fair and objective procedure for Freedom of Information Act 1991. training courses to improve their the internal review of decisions. skills base and their opportunity for ACCESS GRANTED IN FULL: 1 advancement in their careers. The Internal Review of Council ACCESS GRANTED IN PART: 1 Decisions Procedure provides guidance for dealing with formal RISK MANAGEMENT/WORK COMPETITIVE PURCHASING requests for internal review of OF GOODS AND SERVICES HEALTH AND SAFETY decisions of Council, its employees, Council continue to focus on building and other people acting on behalf Council delivers its services in a a positive risk culture throughout of Council. variety of ways including in-house provision, contract for service, the organisation, capturing Council Council processed one Internal competitive tendering and resource workers, contractors, volunteers and Review during 2017/18 as detailed sharing, and has adopted a service the public. The Risk Management below: framework and the Business provision policy to “provide quality Continuity Plan continues to grow DATE: October 2017 services that meet customer needs and adopt to ensure all business MATTER: Dispute of decision to limit by utilising resources (physical, units are assessed. Plans continue number of dogs on property financial and human) efficiently to be reviewed and developed by and effectively.” OUTCOME: Confirmed decision the Executive Leadership Team, and administrative processes Council has a Contracts and Managers and key workers. appropriately applied. Tender Policy which was developed Council have been working to provide transparency and consistently with the Local accountability in purchasing and Government Association Workers INFORMATION STATEMENT acquisition of goods and services. Compensation Scheme to ensure the Each year Council publishes an The underlying principle of the Policy key elements in the Return to Work Information Statement in accordance is to ensure that Council purchases SA Code of Conduct for Self-Insurers with the provisions of the Freedom of deliver best value for money taking employers are adhered to. Information Act, 1991 and the Local account of the efficiency of the There has been a strong focus on Government Act, 1999. process and an acceptable level being ‘fit for work’ which included of commercial risk. education in regarding to keeping fit Council utilises local providers and carrying out stretching exercised of goods and services where to reduce the risk of injury. All workers practicable and offering equivalent assist in the continuous improvement value for money at an acceptable of Council’s Health and Safety level of risk relative to other Management Systems. providers.
76 Governance COMPLIANCE NATIONAL COMPETITION Typically, any land purchased or held REGISTERS POLICY for operational purposes (e.g. car • By-Laws Register parking, depots) is excluded from the Council has an obligation under • Community Land Register Community Land classification. Clause 7 of the National Competition • Fees and Charges Schedule Policy, to include certain relevant Prior to adopting a new Management information pertaining to the Plan, Council is required to undertake • Register of Elected Members’ application of competition principles, public consultation in accordance Allowances and Benefits in its Annual Report as follows: with the Local Government Act. • Register of Interests – Elected Members • Council has determined that it has During 2017/18 Council did not amend no ‘Significant Business Activities’ or implement any new Community • Register of Interests – Officers as defined in the Clause 7 Land Management Plans. • Register of Public Land statement. Council also has an obligation to • Register of Salaries and Allowances • Council’s By Laws were reviewed undertake public consultation prior in 2011/12 having regard to the to the leasing of any community POLICIES competition principles. land. During the 2017/18 period • Caretaker Policy and Guidelines Council has undertaken two separate • Council has adopted a Complaints • Community Engagement Policy consultations directly relating to Process for the Principles of • Complaint Handling Policy leasing of community land and both Competitive Neutrality. • Contracts & Tenders – resulted in no public comment being Purchasing Policy • No complaints were received received by Council. for 2017/18. • Council Member Training During this period Council also & Development Policy agreed to commence the formal COMMUNITY LAND public consultation process to revoke • Elected Members Allowances, the community land classification Support & Facilities Policy Council is required to have in place of land situated at 12 – 14 Bowden • Informal Gathering Policy Community Land Management Plans Street, Penola. It is anticipated that for all of its land that is classified as • Internal Review of Council the formal consultation process will “Community Land” in accordance Decisions Policy commence in July 2018. with the requirements of the Local • Naming of Roads Policy Government Act. • Order Making Policy Council periodically prepares POLICY AND ADMINISTRATION • Prudential Management Policy and adopts Community Land DOCUMENTS Management Plans for new There are a number of registers, CODES community land parcels and reviews codes, policies and procedural • Code of Conduct for Council its existing Management Plans for administrative documents used by Members community land parcels as the need Council in the conduct of its affairs, • Code of Conduct for Employees arises. many of which are available by • Code of Practice – Discretionary visiting Council’s website or for public Also, any land acquired or purchased Procedures (Procedures at inspection at Council Offices. by Council is automatically classified Meetings) as community land unless excluded The following is a list of mandatory • Code of Practice – Public Access to prior to acquisition. documents required to be kept Council and Committee Meetings in accordance with the Local and Associated Documents. Government Act 1999 or Local Government (Elections) Act 1999.
657721 APPENDIX 1 ANNUAL FINANCIAL STATEMENTS 2017/18
Beachport Jetty - Karen Buwalda
Wattle Range Council Annual Financial Statements 2017 - 2018
WATTLE RANGE COUNCIL
General Purpose Financial Reports for the year ended 30 June 2018
TABLE OF CONTENTS Page
Council Certificate 2
Principal Financial Statements Statement of Comprehensive Income 3 Statement of Financial Position 4 Statement of Changes in Equity 5-6 Statement of Cash Flows 7
Notes to, and forming part of, the Principal Financial Statements
Note 1 - Significant Accounting Policies 8-12 Note 2 - Income 13-15 Note 3 - Expenses 16-17 Note 4 - Gain or Loss on Disposal of Assets 18 Note 5 - Current Assets 19 Note 6 - Non-Current Assets 20 Note 7 - Infrastructure, Property, Plant & Equipment 21-25 Note 8 - Liabilities 26 Note 9 - Reserves 27-28 Note 10 - Reconciliation of Cash Flow Statement 29 Note 11 - Functions 30-31 Note 12 - Financial Instruments 32-34 Note 13 - Expenditure Commitments 35 Note 14 - Financial Indicators 36 Note 15 - Uniform Presentation of Finances 37 Note 16 - Operating Leases 38 Note 17 - Superannuation 39 Note 18 - Assets & Liabilities not Recognised 40 Note 19 - Related Party Disclosures 41
Audit Report – Financial Statements 42-43 Audit Report – Internal Controls 44-45 Council Certificate of Audit Independence 46 Audit Certificate of Audit Independence 47
Annual Financial Statements 2017 – 2018 - 1 -
WATTLE RANGE COUNCIL
ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2018
CERTIFICATION OF FINANCIAL STATEMENTS
We have been authorised by the Council 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 Council’s financial position at 30 June 2018 and the results of its operations and cash flows for the financial year.
internal controls implemented by the Council provide a reasonable assurance that the Council’s financial records are complete, accurate and reliable and were effective throughout the financial year.
the financial statements accurately reflect the Council’s accounting and other records.
______
Ben Gower Peter Gandolfi CHIEF EXECUTIVE OFFICER MAYOR
Dated this 9th day of October 2018
Annual Financial Statements 2017 – 2018 - 2 -
WATTLE RANGE COUNCIL
STATEMENT OF COMPREHENSIVE INCOME for the year ended 30 June 2018
2018 2017 Notes $'000 $'000 INCOME Rates 2 18,424 18,065 Statutory charges 2 318 285 User charges 2 2,269 2,129 Grants, subsidies and contributions 2 4,073 4,829 Investment income 2 154 109 Reimbursements 2 273 201 Other income 2 501 331 Total Income 26,012 25,949
EXPENSES Employee costs 3 8,457 8,063 Materials, contracts & other expenses 3 9,138 9,968 Depreciation, amortisation & impairment 3 4,483 4,425 Finance costs 3 473 538 Total Expenses 22,551 22,994
OPERATING SURPLUS / (DEFICIT) 3,461 2,955
Asset disposal & fair value adjustments 4 (1,143) (1,064) Amounts received specifically for new or 2 640 584 upgraded assets
NET SURPLUS / (DEFICIT) 2,958 2,475 Transferred to Equity Statement
Other Comprehensive Income Changes in revaluation surplus - infrastructure, 9 4,613 24,893 property, plant & equipment Impairment (expense) / recoupments offset to 9 238 (45) asset revaluation reserve
Total Other Comprehensive Income 4,851 24,893
TOTAL COMPREHENSIVE INCOME 7,809 27,323
This Statement is to be read in conjunction with the attached Notes.
Annual Financial Statements 2017 – 2018 - 3 -
WATTLE RANGE COUNCIL
STATEMENT OF FINANCIAL POSITION as at 30 June 2018
2018 2017 ASSETS Notes $'000 $'000 Current Assets Cash and cash equivalents 5 10,836 8,363 Trade & other receivables 5 1,326 1,455 Inventories 5 565 605
Total Current Assets 12,727 10,423
Non-current Assets
Financial Assets 6 279 329 Infrastructure, Property, Plant & Equipment 7 225,610 222,085 Total Non-current Assets 225,889 222,414 Total Assets 238,616 232,837
LIABILITIES Current Liabilities Trade & Other Payables 8 2,325 3,370 Borrowings 8 918 1,132 Provisions 8 1,842 1,710 Total Current Liabilities 5,085 6,212
Non-current Liabilities Borrowings 8 5,356 6,274 Provisions 8 246 231 Total Non-current Liabilities 5,602 6,505 Total Liabilities 10,687 12,717 NET ASSETS 227,929 220,120
EQUITY Accumulated Surplus 68,832 63,989 Asset Revaluation Reserves 9 157,568 154,918 Other Reserves 9 1,529 1,213 TOTAL EQUITY 227,929 220,120
This Statement is to be read in conjunction with the attached Notes.
Annual Financial Statements 2017 – 2018 - 4 -
WATTLE RANGE COUNCIL
STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2018 Asset Accumulated Revaluation Other Reserves TOTAL EQUITY Surplus Reserve
2018 Notes $'000 $'000 $'000 $'000
Balance at end of previous reporting period 63,989 154,918 1,213 220,120 Restated opening balance 63,989 154,918 1,213 220,120
Net Surplus / (Deficit) for Year 2,958 - - 2,958
Other Comprehensive Income
9 Gain on revaluation of infrastructure, property, plant & - 4,613 - 4,613 equipment Impairment (expense)/ recoupments offset to asset revaluation 9 2,201 (1,963) - 238 reserve Transfers between reserves 9 (316) - 316 -
Balance at end of period 68,832 157,568 1,529 227,929 (Continued Next Page)
Annual Financial Statements 2017 – 2018 - 5 -
WATTLE RANGE COUNCIL
STATEMENT OF CHANGES IN EQUITY (continued)
Asset Accumulated Revaluation Surplus Reserve Other Reserves TOTAL EQUITY
2017 Notes $'000 $'000 $'000 $'000
Balance at end of previous reporting period 61,685 130,070 1,042 192,797 Restated opening balance 61,685 130,070 1,042 192,797
Net Surplus / (Deficit) for Year 2,475 - - 2,475
Other Comprehensive Income
Gain on revaluation of infrastructure, property, plant & 9 - 24,893 - 24,893 equipment Impairment (expense)/ recoupments offset to asset revaluation 9 - (45) - (45) reserve Transfers between reserves 9 (171) - 171 -
Balance at end of period 63,989 154,918 1,213 220,120
This Statement is to be read in conjunction with the attached Notes
Annual Financial Statements 2017 – 2018 - 6 -
WATTLE RANGE COUNCIL
STATEMENT OF CASH FLOWS for the year ended 30 June 2018
2018 2017 CASH FLOWS FROM OPERATING ACTIVITIES Notes $'000 $'000 Receipts Rates - general & other 18,378 17,964 Fees & other charges 343 308 User charges 2,626 2,610 Investment receipts 144 106 Grants utilised for operating purposes 4,378 5,191 Reimbursements 300 220 Other revenues 1,297 1,140 Payments Employee Costs (8,298) (7,939) Materials, contracts & other expenses (11,231) (10,748) Finance payments (485) (453) Net Cash provided by (or used in) Operating Activities 10 7,455 8,299
CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts specifically for new or upgraded assets 640 584 Sale of replaced assets 159 213 Sale of surplus assets 11 24 Repayments of loans by community groups 48 39 Payments Expenditure on renewal/replacement of assets (3,622) (3,487) Expenditure on new/upgraded assets (1,086) (784) Net Cash provided by (or used in) Investing Activities (3,850) (3,411)
CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from Borrowings - -
Payments Repayments of Borrowings (1,132) (1,116) Net Cash provided by (or used in) Financing Activities (1,132) (1,116)
Net Increase (Decrease) in cash held 2,473 3,772
Cash & cash equivalents at beginning of period 10 8,363 4,591 Cash & cash equivalents at end of period 10 10,836 8,363
This Statement is to be read in conjunction with the attached Notes
Annual Financial Statements 2017 – 2018 - 7 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
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
1.1. Compliance with Australian Accounting Standards 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.
1.2. Historical Cost Convention Except as stated below, these financial statements have been prepared in accordance with the historical cost convention.
1.3. Critical Accounting Estimates 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 Council’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.
1.4. Rounding All amounts in the financial statements have been rounded to the nearest thousand dollars ($’000).
The Local Government Reporting Entity
Wattle Range Council is incorporated under the Local Government Act 1999 and has its principal place of business at 1 George Street, Millicent. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.
Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council 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 Council's operations for the current reporting period.
In recent years, the payment of untied financial assistance grants has varied from the annual allocation as shown in the table below:
Annual Financial Statements 2017 – 2018 - 8 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 1 - SIGNIFICANT ACCOUNTING POLICIES (continued)
Year Cash Payment Annual Allocation Difference Received 2015/16 $1,198,074 $2,454,540 - ($1,256,466) 2016/17 $3,870,022 $2,554,572 + $1,315,450 2017/18 $3,019,004 $2,876,647 + $142,357
Because these grants are untied, the Australian Accounting Standards require that payments be recognised upon receipt. Accordingly, the operating results of these periods have been distorted compared to those that would have been reported had the grants been paid in the year to which they were allocated.
The Operating Surplus Ratio disclosed in Note 14 has also been calculated after adjusting for the distortions resulting from the differences between the actual grants received and the grants entitlements allocated.
The actual amounts of untied grants received during the reporting periods (including the advance allocations) are disclosed in Note 2.
Cash, Cash Equivalents and other Financial Instruments
Cash Assets include all amounts readily convertible to cash on hand at Council’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 rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are 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 12.
Inventories
Inventories held in respect of stores have been valued by using the weighted average cost on a continual basis, after adjustment for loss of service potential. Inventories held in respect of business undertakings have been valued at the lower of cost and net realisable value.
Infrastructure, Property, Plant & Equipment
1.5. Land under Roads Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial.
1.6. Initial Recognition All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition.
Annual Financial Statements 2017 – 2018 - 9 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 1 - SIGNIFICANT ACCOUNTING POLICIES (continued)
All non-current assets purchased or constructed are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architects' fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead.
Capital works still in progress at balance date are recognised as other non-current assets and transferred to infrastructure, property, plant & equipment when completed ready for use.
1.7. Materiality Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council 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 given in Note 7. No capitalisation threshold is applied to the acquisition of land or interests in land.
1.8. Subsequent Recognition All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. For infrastructure and other asset classes where no active market exists, fair value is determined to be the current replacement cost of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Further detail of existing valuations, methods and valuers are provided at Note 7.
1.9. Depreciation of Non-Current Assets Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets.
Major depreciation periods for each class of asset are shown in Note 7. Depreciation periods for infrastructure assets have been estimated based on the best information available to Council, but appropriate records covering the entire life cycle of these assets are not available, and extreme care should be used in interpreting financial information based on these estimates.
1.10. Impairment Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for impairment. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash outflows or value in use).
For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that the current replacement cost exceeds the original cost of acquisition.
Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in Asset Revaluation Reserve, any excess being recognised as an expense.
Annual Financial Statements 2017 – 2018 - 10 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 1 - SIGNIFICANT ACCOUNTING POLICIES (continued)
Payables
1.11. Goods & Services 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.
1.12. Payments Received in Advance & Deposits Amounts received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.
Borrowings
Loans are carried at their principal amounts which represent the present value of future cash flows associated with servicing the debt. Interest is accrued over the period to which it relates and is recorded as part of “Payables”.
Employee Benefits
1.13. Salaries, Wages & Compensated Absences Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119.
Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms.
Weighted average discount rate 2.340% (2017, 2.340%) Weighted average settlement period 10 years (2017, 10 years)
No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. Council does not make payment for untaken sick leave.
1.14. Superannuation The Council makes employer superannuation contributions in respect of its employees to the Local Government Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently. No changes in accounting policy have occurred during either the current or previous reporting periods. Details of the accounting policies applied and Council’s involvement with the schemes are reported in Note17.
Leases
Lease arrangements have been accounted for in accordance with AASB 117.
In respect of finance leases, where Council substantially carries the entire risks incident to ownership, the leased items are initially recognised as assets and liabilities equal in amount to the present value of the minimum lease payments. The assets are disclosed within the appropriate asset class and are amortised to expense over the period during which the Council is expected to benefit from the use of the leased assets. Lease payments are allocated between interest expense and reduction of the lease liability, according to the interest rate implicit in the lease.
Annual Financial Statements 2017 – 2018 - 11 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 1 - SIGNIFICANT ACCOUNTING POLICIES (continued)
In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to ownership of the leased items, lease payments are charged to expense over the lease term.
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.
Pending Accounting Standards
Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2018 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 16 Leases AASB 1058 Income of Not-for-Profit Entities
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 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. (Standards not affecting local government have been excluded from the above list.)
Council is of the view that other than AASB 16 and AASB 1058, 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.
Accounting Standard AASB 16 Leases may have a material effect on the amounts disclosed in these reports, particularly in relation to Infrastructure, Property, Plant & Equipment, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early.
Accounting Standard AASB 1058 Income of Not-for-Profit Entities may have a material effect on the amounts disclosed in these reports, particularly in revenues from grants & subsidies, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this standard early.
Annual Financial Statements 2017 – 2018 - 12 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 2 – INCOME 2018 2017 Notes $'000 $'000 RATES REVENUES General Rates 15,067 14,880
Less: Mandatory Rebates (201) (134)
Less: Discretionary rebates, remissions & write offs (59) (81) 14,807 14,665 Other Rates (including service charges) Natural Resource Management levy 956 901 Waste Collection & Disposal 1,457 1,332 Community Wastewater Management Systems (CWMS) 1,136 1,100 3,549 3,333 Other Charges Penalties for late payment 68 67 68 67
Total 18,424 18,065
STATUTORY CHARGES Development Act fees 171 165 Health & Septic Tank Inspection fees 19 17 Animal registration fees & fines 106 83 Other Licences / fines / expiation fees 22 20 318 285
USER CHARGES Cemetery fees 154 144 Childcare fees 994 803 Caravan Park fees 664 609 Livestock Saleyards 127 145 Rental / Lease fees 169 151 Beachport Boatyard 23 88 Aerodrome fees 25 29 Hall Hire 14 16 Sundry 99 144 2,269 2,129
INVESTMENT INCOME Local Government Finance Authority 143 97 Banks & Other 1 1 Loans to Community Organisations 10 11 154 109
Annual Financial Statements 2017 – 2018 - 13 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS NOTE 2 - INCOME (continued)
2018 2017 Notes $'000 $'000 REIMBURSEMENTS - for private works 45 61 - other 228 140 273 201
OTHER INCOME Insurance & Other Recoupments 285 180 Sundry 216 151 501 331
GRANTS, SUBSIDIES, CONTRIBUTIONS Amounts received specifically for new or upgraded assets 640 584 Other grants, subsidies and contributions 4,073 4,829 2018 2017 Untied - Financial Assistance Grant 3,156 3,769 Roads to Recovery 773 813 Library & Communications 25 27 Sundry 119 220 Sub Total 4,073 4,829 4,713 5,413 The functions to which these grants relate are shown in Note 2.
- Sources of grants Commonwealth government 54 21 State government 4,588 5,392 Other 71 - 4,713 5,413
- Individually Significant Item On 22 June 2018, Council received payment of the first two instalments of the 2018/19 1,458 1,315 Grant Commission (FAG) grant. In 2016/17 a prepayment of 17/18 FAG grants was made.
This has materially increased Council's operating results in the previous year, as this amount was recognised as income upon receipt. Similarly, material adverse effects will be experienced when grant payments are restored.
Annual Financial Statements 2017 – 2018 - 14 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS NOTE 2 - INCOME (continued)
2018 2017 Notes $'000 $'000 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 - 16 Less: expended during the current period from revenues recognised in previous reporting periods Childcare - (16) Subtotal - (16) Plus: amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions Childcare - - Subtotal - - Unexpended at the close of this reporting period - -
Net increase (decrease) in assets subject to conditions in the current - - reporting period
Annual Financial Statements 2017 – 2018 - 15 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 3 – EXPENSES
2018 2017 Notes $'000 $'000 EMPLOYEE COSTS Salaries and Wages 6,840 6,503 Employee leave expense 832 709 Superannuation - defined plan contributions 17 534 487 Superannuation - defined benefit plan contributions 17 144 162 Workers' Compensation Insurance 334 334 Income Protection Insurance 149 111 Less: Capitalised and distributed costs (376) (243) Total Operating Employee Costs 8,457 8,063
Total Number of Employees 104 103 (Full time equivalent at end of reporting period)
MATERIALS, CONTRACTS & OTHER EXPENSES Prescribed Expenses Auditor's Remuneration - Auditing the financial reports 25 24 Bad & Doubtful Debts 15 3 Elected Members' Expenses 253 264 Election Expenses 6 4 Operating Lease Rentals –cancellable leases 16 3 3 Subtotal - Prescribed Expenses 302 298
Other Materials, Contracts & Expenses Contractors 4,084 4,309 Energy 434 408 Materials 1,021 1,399 Fuel 480 443 Insurance 432 466 Legal Expenses 84 72 Levies paid to government - NRM levy 961 955 Telephone 133 126 Water 123 131 Subscriptions 185 173 Financial Assistance 138 231 Licence Fees 278 283 Advertising 71 58 Postage 49 64 Registration 95 98 Sundry 268 454 Subtotal - Other Materials, Contracts & Expenses 8,836 9,670 Total Other Materials, Contracts & Other Expenses 9,138 9,968
Annual Financial Statements 2017 – 2018 - 16 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 3 - EXPENSES (continued)
2018 2017 Notes $'000 $'000 DEPRECIATION, AMORTISATION & IMPAIRMENT Depreciation Buildings (Market Value) 12 12 Buildings (Level 3) 520 520 Structures (Level 2) 115 109 Structures (Level 3) 266 265 Infrastructure - Sealed Roads 1,183 1,177 - Unsealed Roads 746 743 - Kerb & Gutter 259 259 - Footpaths 118 128 - CWMS (Community Wastewater Management Schemes) 462 448 - Stormwater Drainage 37 39 Plant & Machinery 752 712 Furniture & Fittings 13 13 Impairment Buildings & Other Structures - 45 CWMS (238) - 4,245 4,470 Less: Impairment expense offset to asset revaluation 9 238 (45) reserve Total Depreciation, Amortisation & Impairment 4,483 4,425
FINANCE COSTS Interest on Loans 473 538 Total Finance Costs 473 538
Annual Financial Statements 2017 – 2018 - 17 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS
2018 2017 Notes $'000 $'000
INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT Assets renewed or directly replaced Proceeds from disposal 159 213 Less: Carrying amount of assets sold 1,298 1,271 Gain (Loss) on disposal (1,139) (1,058)
Assets surplus to requirements Proceeds from disposal 11 24 Less: Carrying amount of assets sold 15 30 Gain (Loss) on disposal (4) (6)
NET GAIN (LOSS) ON DISPOSAL OR REVALUATION OF ASSETS (1,143) (932)
Annual Financial Statements 2017 – 2018 - 18 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 5 - CURRENT ASSETS 2018 2017 CASH & EQUIVALENT ASSETS Notes $'000 $'000 Cash on Hand and at Bank 367 254 Short Term Deposits & Bills, etc 10,469 8,109 10,836 8,363
TRADE & OTHER RECEIVABLES Rates - General & Other 801 744 Accrued Revenues 32 22 Debtors - general 265 385 GST Recoupment 153 243 Prepayments 44 24 Loans to community organisations 42 40 Total 1,337 1,458 Less: Allowance for Doubtful Debts 11 3 1,326 1,455
INVENTORIES Stores & Materials 565 605 565 605 Aggregate write-downs and other losses recognised as an expense, and reversals of these, were not material in amount in either year. All such reversals occurred principally as a result of clerical inaccuracies during stores operations.
Annual Financial Statements 2017 – 2018 - 19 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 6 – NON-CURRENT ASSETS 2018 2017 FINANCIAL ASSETS Notes $'000 $'000
RECEIVABLES
Loans to Community Organisations 279 329 279 329
Annual Financial Statements 2017 – 2018 - 20 -
WATTLE RANGE COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018 Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT 2017 2018 $'000 $'000 FAIR ACCUM CARRYING AT FAIR ACCUM CARRYING VALUE AT FAIR VALUE AT COST AT COST DEP’N AMOUNT VALUE DEP’N AMOUNT ASSET CATEGORY LEVEL
Land - Community 3 10,956 - - 10,956 10,956 - - 10,956
Land - Other 2 6,706 - - 6,706 6,691 22 - 6,713
Buildings – Market Value 2 1,190 - (12) 1,178 1,190 - (24) 1,166
Buildings 3 37,332 166 (6,665) 30,833 36,726 773 (7,122) 30,377 Structures 2 5,266 181 (2,135) 3,312 5,266 402 (2,250) 3,418 Structures 3 14,575 16 (3,428) 11,163 14,426 189 (3,625) 10,990
Infrastructure
- Sealed Roads 3 115,828 - (32,145) 83,683 114,787 1,502 (32,569) 83,720 - Unsealed Roads 3 38,173 - (10,883) 27,290 37,604 777 (11,265) 27,116
- Kerb & Gutter 3 20,721 - (5,425) 15,296 20,673 136 (5,643) 15,166
- Footpaths 3 8,054 - (1,636) 6,418 8,034 295 (1,734) 6,595
- CWMS 3 14,647 8,733 (6,317) 17,063 36,674 44 (15,464) 21,254
- Stormwater 3 4,231 - (1,054) 3,177 4,231 - (1,091) 3,140
Plant & Equipment 2 6,799 3,416 (5,631) 4,584 - 10,829 (6,061) 4,768
Furniture & Fittings 2 253 70 (209) 114 - 327 (223) 104
WIP - - 312 - 312 - 127 - 127 TOTAL INFRASTRUCTURE PROPERTY, 284,731 12,894 (75,540) 222,085 297,258 15,423 (87,071) 225,610 PLANT & EQUIPMENT
Comparative Totals 280,084 16,926 (98,318) 198,692 284,731 12,894 (75,540) 222,085 This Note continues on the following pages.
Annual Financial Statements 2017 – 2018 - 21 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT (continued) 2017 CARRYING AMOUNT MOVEMENTS DURING YEAR 2018 $'000 $'000 $'000 Asset Category CARRYING Additions CARRYING Disposals Depreciation Impairment Transfers Net Revaluation AMOUNT New/Upgrade Renewals AMOUNT Land - Community 10,956 ------10,956 Land - Other 6,706 - 22 (15) - - - - 6,713 Buildings – Market Value 1,178 - - - (12) - - - 1,166 Buildings 30,833 - 314 (543) (520) - 293 - 30,377 Structures 3,312 156 57 - (115) - 8 - 3,418 Structures 11,163 - 171 (78) (266) - - - 10,990 Infrastructure - Sealed Roads 83,683 414 1,088 (289) (1,183) - 7 - 83,720 - Unsealed Roads 27,290 - 777 (198) (746) - (7) - 27,116 - Kerb & Gutter 15,296 - 136 (7) (259) - - - 15,166 - Footpaths 6,418 4 291 (11) (118) - 11 - 6,595 - CWMS 17,063 31 13 (4) (462) - - 4,613 21,254 - Stormwater 3,177 - - - (37) - - - 3,140 Plant & Equipment 4,584 458 646 (168) (752) - - - 4,768 Furniture & Fittings 114 1 2 - (13) - - - 104 WIP 312 22 105 - - - (312) - 127
TOTAL I.P.P & E 222,085 1,086 3,622 (1,313) (4,483) - - 4,613 225,610
2017 Comparative Totals 198,692 784 3,487 (1,169) (4,425) (45) - 24,893 222,085 This Note continues on the following pages.
Annual Financial Statements 2017 – 2018 - 22 -
WATTLE RANGE COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 7 – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT (continued)
Valuation of Assets General Valuation Principles
Accounting procedure: Upon revaluation, the current new replacement cost and accumulated depreciation are re-stated such that the difference represents the fair value of the asset determined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, fair value is taken to be the current replacement cost.
Highest and best use: For land which Council has an unfettered right to sell, the “highest and best use” recognises the possibility of the demolition or substantial modification of some or all of the existing buildings and structures affixed to the land.
Much of the land under Council’s care and control is Crown land or has been declared as community land under the provisions of the Local Government Act 1999. Other types of restrictions also exist.
For land subject to these restrictions, the highest and best use is taken to be the "highest and best use" available to Council, with a rebuttable presumption that the current use is the "highest and best use". The reason for the current use of a large proportion of Council’s assets being other than the “highest and best use” relates to Council’s principal role as the provider of services to the community, rather than the use of those assets for the generation of revenue.
For buildings and other structures on and in the land, including infrastructure, “highest and best use” is determined in accordance with the land on and in which they are situated.
Fair value hierarchy level 2 valuations: Certain land, and the buildings and structures thereon, are shown above as being based on fair value hierarchy level 2 valuation inputs. They are based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset.
Fair value hierarchy level 3 valuations of land: Valuations of Crown land, community land and land subject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and / or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs.
Fair value hierarchy 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. This 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.
This 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.
Annual Financial Statements 2017 – 2018 - 23 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 7 – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT (continued) Capitalisation Thresholds
2018 2017 Buildings - new construction/extensions $5,000 $5,000 Other structures $5,000 $5,000 Road construction & reconstruction $5,000 $5,000 Paving & Footpaths, Kerb & Gutter $1,000 $1,000 Stormwater $1,000 $1,000 CWMS $5,000 $5,000 Office Furniture & Equipment $1,000 $1,000 Other Plant & Equipment $2,000 $2,000 Library Books $1,000 $1,000 Other Assets $1,000 $1,000
Estimated Lives 2018 2017 Plant, Furniture & Equipment Office Equipment 5 to 10 years 5 to 10 years Office Furniture 10 to 20 years 10 to 20 years Vehicles and Road-Making Equip 5 to 8 years 5 to 8 years Other Plant & Equipment 5 to 15 years 5 to 15 years Building & Other Structures Sub Structure 100 to 200 years 100 to 200 years Super Structure 100 to 200 years 100 to 200 years Roof 75 to 150 years 75 to 150 years Services (Electrical) 30 to 60 years 30 to 60 years Services (Fire) 20 to 40 years 20 to 40 years Services (Hydraulics) 30 to 70 years 30 to 70 years Services (Mechanical) 30 to 70 years 30 to 70 years Services (Security) 20 to 40 years 20 to 40 years Services (Transport) 25 to 50 years 25 to 50 years Site Infrastructure 45 to 90 years 45 to 90 years Site Services 30 to 60 years 30 to 60 years Fitouts & Fittings 30 to 60 years 30 to 60 years Fitouts (Floor Coverings) 25 to 60 years 25 to 60 years Sheds/Shelters 40 to 120 years 40 to 120 years Playground Equipment 20 to 40 years 20 to 40 years Lighting 25 to 50 years 25 to 50 years Effluent Disposal Point 30 to 60 years 30 to 60 years Fencing 25 to 100 years 25 to 100 years Infrastructure Sealed Roads – Surface 25 to 150 years 25 to 150 years Sealed Roads – Pavement /Sub Base 150 to 900 years 150 to 900 years Unsealed Roads 35 to 175 years 35 to 175 years Paving & Footpaths, Kerb & Gutter 15 to 80 years 15 to 80 years Drains 80 to 100 years 80 to 100 years Culverts 50 to 75 years 50 to 75 years Bores 10 to 40 years 10 to 40 years Stormwater - Pipes 60 to 80 years 60 to 80 years Stormwater - Other 15 to 100 years 15 to 100 years CWMS – Pipes 60 to 100 years 60 to 80 years CWMS – Mechanical & Electrical 25 to 50 years 10 to 15 years CWMS – Other 25 to 120 years 15 to 100 years Other Assets Various Other Assets 5 to 50 years 5 to 50 years
Annual Financial Statements 2017 – 2018 - 24 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 7 – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT (continued)
Land
Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify for recognition; land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.
Freehold land and land over which Council has control, but does not have title, is recognised on the cost basis. No capitalisation threshold is applied to the acquisition of land or interests in land.
Land is recognised at Fair Value. The last revaluation was derived by utilising the valuations as at 30th June 2017 by the Valuer Generals Office. Additions are recognised on the cost basis.
Buildings & Structures
Building and other structures assets were valued by Assetic Pty Ltd at market and depreciated current replacement cost as at the 1st July 2016. All acquisitions made after the respective date of valuation are recorded at cost.
Infrastructure
Unsealed road and Sealed road assets were valued by Assetic Pty Ltd based on a condition assessment of Moloney Asset Management Systems. The condition assessment and assets were valued at depreciated current replacement cost as at the 30th June 2016. All acquisitions made after the respective dates of valuation are recorded at cost.
Kerb & Gutter assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2016. All acquisitions made after the respective dates of valuation are recorded at cost.
Footpath assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2017. All acquisitions made after the respective dates of valuation are recorded at cost.
Stormwater Drainage assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2017. All acquisitions made after the respective dates of valuation are recorded at cost.
Community Wastewater Management Schemes were valued by Assetic Pty Ltd at depreciated current replacement cost as at the 1st July 2017. All acquisitions made after the respective dates of valuation are recorded at cost.
Plant, Furniture & Equipment
These assets are recognised on the cost basis.
All other assets
These assets are recognised on the cost basis.
Annual Financial Statements 2017 – 2018 - 25 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 8 - LIABILITIES 2018 2017 $'000 $'000 TRADE & OTHER PAYABLES Notes Current Non-current Current Non-current Goods & Services 1,713 - 2,456 - Amounts Received in Advance 225 - 264 - Accrued Expenses - employee entitlements 208 - 196 - Accrued Expenses - other 147 - 194 - Deposits, Retentions & Bonds 32 - 260 - 2,325 - 3,370 -
BORROWINGS Loans 918 5,356 1,132 6,274 918 5,356 1,132 6,274 All interest-bearing liabilities are secured over the future revenues of the Council.
PROVISIONS Employee Entitlements (including on costs) Annual Leave 755 - 742 - Long Service Leave 1,087 246 968 231 1,842 246 1,710 231
Annual Financial Statements 2017 – 2018 - 26 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 9 - RESERVES
ASSET REVALUATION 1/7/2017 Net Increments Transfers, 30/6/2018 RESERVE (Decrements) Impairments
Notes $'000 $'000 $'000 $'000 Land 7,698 - - 7,698 Buildings 25,017 - - 25,017 Structures 8,508 - - 8,508 Infrastructure Sealed Roads 55,467 - - 55,467 Unsealed Roads 36,609 - - 36,609 Kerb & Gutter 4,690 - - 4,690 Stormwater Drainage 4,622 - - 4,622 CWMS 4,019 4,613 238* 8,870 Footways 6,087 - - 6,087 Plant & Equipment 2,201 (2,201) - - TOTAL 154,918 2,412 238 157,568 2017 Totals 130,070 24,893 (45) 154,918
OTHER RESERVES 1/7/2017 Transfers to Transfers 30/6/2018 Reserve from Reserve Notes $'000 $'000 $'000 $'000 Specific Fund 995 2,232 (1,925) 1,302 Aged Accommodation 14 1 - 15 Other Reserves 96 2 - 98 Land Development 92 - - 92 Service Station 16 6 - 22 TOTAL OTHER RESERVES 1,213 2,241 (1,925) 1,529 2017 Totals 1,042 2,436 (2,265) 1,213
Annual Financial Statements 2017 – 2018 - 27 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 9 – RESERVES (continued)
PURPOSES OF RESERVES
Asset Revaluation Reserve The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of non-current assets (less any subsequent impairment losses, where applicable).
Other Reserves
Specific Fund The specific fund is used to record transactions related to rates for a specific purpose i.e. CWMS and waste collection/disposal. The funds in this reserve are available for future maintenance of CWMS and waste collection/disposal.
Aged Accommodation The aged accommodation reserve was originally for establishment of an Aged Care and Medical Facility at Beachport. There was a subsequent community agreement to use the reserve to purchase equipment for Beachport Medical Clinic.
Other Reserve Other Reserve consists of a number of miscellaneous reserves that have been in existence for a number of years for a multitude of activities. Over the next twelve months these reserves will be reviewed and the number of specific items reduced.
Land Development This reserve holds the funds received (net of expenditure) following the sale of Mount Burr House.
Service Station Sinking Fund As per the Lease with the Service Station a contribution can be charged which will be used for future works associated with the Service Station, Millicent.
* During 2017/18 an amount of $238,152.72 was transferred to Asset Revaluation Reserve from a retention account for the construction of the Beachport Community Wastewater Management Scheme. Upon investigation it was found that a contract discount was not applied and the value was overstated upon initial capitalisation of the asset.
Annual Financial Statements 2017 – 2018 - 28 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 10 - RECONCILIATION TO CASH FLOW STATEMENT
(a) Reconciliation of Cash Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant 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:
2018 2017 Notes $'000 $'000
Total cash & equivalent assets 5 10,836 8,363 Balances per Cash Flow Statement 10,836 8,363
(b) Reconciliation of Change in Net Assets to Cash from Operating Activities
Net Surplus (Deficit) 2,958 2,475 Non-cash items in Income Statement - Depreciation, amortisation & impairment 4,483 4,425 - Net increase (decrease) in unpaid employee benefits 159 124 - Change in allowances for under recovery 8 (20) - Grants for capital acquisitions treated as Investing Activity (640) (584) - Net (Gain) Loss on Disposals 1,143 1,064 8,111 7,484 Add (Less): Changes in Net Current Assets - Net (increase) decrease in receivables 123 44 - Net (increase) decrease in inventories 40 (148) - Net increase (decrease) in trade & other payables (819) 919 Net Cash provided by (or used in) operations 7,455 8,299
(c) Non-Cash Financing and Investing Activities - - (d) Financing Arrangements Unrestricted access was available at balance date to the following lines of credit: Bank Overdrafts - - Corporate Credit Cards 11 18 LGFA Cash Advance Debenture Facility 9,010 9,010
The bank overdraft facilities may be drawn at any time and may be terminated by the bank without notice. Council also has immediate access to a short-term draw-down facility, and variable interest rate borrowings under a cash advance facility, both from the Local Government Finance Authority of SA.
Annual Financial Statements 2017 – 2018 - 29 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 11 – FUNCTIONS
INCOMES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS & ACTIVITIES FUNCTION INCOME EXPENSES OPERATING SURPLUS GRANTS INCLUDED IN TOTAL ASSETS HELD (DEFICIT) INCOME (CURRENT & NON-CURRENT) ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2018 2017 2018 2017 2018 2017 2018 2017 2018 2017 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Business Undertakings 997 943 1,978 2,140 (981) (1,197) - - 14,458 14,405 Community Services 1,241 1,023 1,878 1,873 (637) (850) 58 85 13,128 12,956 Culture 11 25 120 108 (109) (83) - - 176 140 Library Services 40 41 547 530 (507) (489) 25 31 3,104 3,068 Economic Development 165 200 695 619 (530) (419) - 40 209 125 Environment 59 107 593 796 (534) (689) 50 92 21,554 283 Recreation 95 92 1,962 2,020 (1,867) (1,928) 110 19 28,465 28,244 Regulatory Services 398 346 925 906 (527) (560) - - 806 802 Transport 1,706 1,653 5,061 5,624 (3,355) (3,971) 2,181 1,617 118,755 135,864 Governance Services 21,037 21,321 8,488 8,341 12,549 12,980 2,289 3,529 34,690 33,774 Unclassified Activities 263 198 304 37 (41) 161 - - 3,271 3,177 TOTALS 26,012 25,949 22,551 22,994 3,461 2,955 4,713 5,413 238,616 232,837
Excludes net gain (loss) on disposal or revaluation of assets, net gain (loss) from joint ventures & associated entities, amounts received specifically for new or upgraded assets and physical resources received free of charge.
Annual Financial Statements 2017 – 2018 - 30 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 11 - FUNCTIONS (continued)
The activities relating to Council functions are as follows:
Business Undertakings: Effluent Drainage, Caravan Parks, Council Housing, Saleyards, Land Development, Private Works
Community Services: Childcare Centre, Community Halls, Public Toilets (Clean and Maintain), Community Grant Scheme, Community Event Support, Community and Youth Development, Civic and Arts Centre.
Culture: Local History and Galleries.
Library Services: Millicent and Branch Libraries.
Economic Development: Millicent, Beachport and Penola Visitor Centres Operation, Limestone Coast Regional and Promotional Marketing.
Environment: Storm Water Drainage (Construct and Maintain), Street Lighting, Street Cleaning, Coastal Protection, Operate and Maintain Domestic Waste Disposal and Collection Dumps and Transfer Stations.
Recreation: Parks and Gardens Maintenance, Sport Facilities, Sport and Recreation Grant Scheme, Swimming Lake and Pools.
Regulatory: Development, Planning and Building Services, Dog Regulation and Control, Health Inspection, Fire Prevention and Parking Control.
Transport: Sealed and Unsealed Road Construction and Maintenance, Footpaths and Kerbing.
Governance and Support Services: Elected Member Support, Council Offices, Legislative Compliance and Reporting, Risk Management, Corporate Services, Engineering Administration.
Unclassified Activities: Public Debt Transactions, Plant and Machinery Operations, Depot Expenses.
Annual Financial Statements 2017 – 2018 - 31 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 12 - FINANCIAL INSTRUMENTS
Recognised Financial Instruments Bank, Deposits at Call, Short Term Accounting Policy: Carried at lower of cost and net realisable value; Interest is recognised when earned. Deposits Terms & conditions: Short term deposits have an average maturity of 1 day and average interest rates of between 1.25% and 1.75% (2017: 1 day, 1.50% and 1.75%). Carrying amount: approximates fair value due to the short term to maturity. Receivables - Rates & Associated Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An allowance for Charges (including legals & penalties doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. for late payment) Terms & conditions: Secured over the subject land, arrears attract interest of 0.560% (2017: 0.580%) although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries in the State. Carrying amount: approximates fair value (after deduction of any allowance). Receivables - Fees & other charges Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.
Terms & conditions: Unsecured, and do not bear interest. Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries.
Carrying amount: approximates fair value (after deduction of any allowance). Receivables - other levels of Accounting Policy: Carried at nominal value. government Terms & conditions: Amounts due have been calculated in accordance with the terms and conditions of the respective programs following advice of approvals, and do not bear interest. All amounts are due by Departments and Agencies of the Governments of the Commonwealth & State.
Carrying amount: approximates fair value. Liabilities - Creditors and Accruals Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Council. Terms & conditions: Liabilities are normally settled on 30-day terms. Carrying amount: approximates fair value. Liabilities - Interest Bearing Accounting Policy: Carried at the principal amounts. Interest is charged as an expense as it accrues. Borrowings Terms & conditions: secured over future revenues, borrowings are repayable (2 repayments per year with fixed terms between 7 and 20 years); interest is charged at fixed (or variable - describe) rates between 4.75% and 7.00% (2017: 4.75% and 7.00%) Carrying amount: approximates fair value. Liabilities - Finance Leases Accounting Policy: accounted for in accordance with AASB 117.
Annual Financial Statements 2017 – 2018 - 32 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 12 - FINANCIAL INSTRUMENTS (continued) Liquidity Analysis 2018 Due < 1 year Due > 1 year; < Due > 5 years Total Carrying 5 years Contractual Values Cash Flows $'000 $'000 $'000 $'000 $'000 Financial Assets Cash & Equivalents 10,835 - - 10,835 10,836 Receivables 793 217 145 1,155 815 Total 11,628 217 145 11,990 11,651 Financial Liabilities Payables 2,208 - - 2,208 1,970 Current Borrowings 1,269 - - 1,269 918 Non-Current Borrowings - 3,768 3,642 7,410 5,356 Total 3,477 3,768 3,642 10,887 8,244
2017 Due < 1 year Due > 1 year; < Due > 5 years Total Carrying 5 years Contractual Values Cash Flows $'000 $'000 $'000 $'000 $'000 Financial Assets Cash & Equivalents 8,363 - - 8,363 8,363 Receivables 717 210 202 1,129 1,043 Total 9,080 210 202 9,492 9,406 Financial Liabilities Payables 2,980 - - 2,980 2,980 Current Borrowings 1,549 - - 1,549 1,132 Non-Current Borrowings - 4,502 4,178 8,680 6,274 Total 4,529 4,502 4,178 12,792 10,386
The following interest rates were applicable to Council's borrowings at balance date:
30 June 2018 30 June 2017 Weighted Carrying Weighted Carrying Average Value Average Value Interest Rate Interest Rate % $'000 % $'000 Other Variable Rates 4.00 0 4.00 0 Fixed Interest Rates 5.84 6,274 5.84 7,406 6,274 7,406
Annual Financial Statements 2017 – 2018 - 33 -
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
Note 12 - FINANCIAL INSTRUMENTS (continued)
Net Fair Value All carrying values approximate fair value for all recognised financial instruments. There is no recognised market for the financial assets of the Council.
Risk Exposures Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum credit risk on financial assets of the Council is the carrying amount, net of any allowance for doubtful debts. All Council investments are made with the SA Local Government Finance Authority and are guaranteed by the SA Government. Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure is concentrated within the Council's boundaries, and there is no material exposure to any individual debtor.
Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. All of Council's financial assets 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 risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Policy (LGA Information Paper 15), liabilities have a range of maturity dates based on cash inflows. Council also has available a range of bank overdraft and short-term draw down facilities that it can access.
Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Council has a balance of both fixed and variable interest rate borrowings and investments. Cash flow fluctuations are managed holistically in seeking to minimise interest costs over the longer term in a risk adverse manner.
Annual Financial Statements 2017 – 2018 - 34 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 13 - COMMITMENTS FOR EXPENDITURE
2018 2017 Notes $'000 $'000 Other Expenditure Commitments Other expenditure committed for (excluding inventories) at the reporting date but not recognised in the financial statements as liabilities:
Audit Services 39 57 Waste Management Services 7,316 622 Employee Remuneration Contracts 1,596 2,179 Cleaning Contract 118 399 9,069 3,257 These expenditures are payable: Not later than one year 1,999 1,534 Later than one year and not later than 5 years 4,635 1,723 Later than 5 years 2,435 - 9,069 3,257
Annual Financial Statements 2017 – 2018 - 35 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 14 - FINANCIAL INDICATORS
2018 2017 2016 These Financial Indicators have been calculated in accordance with Information Paper 9 Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia. Detailed methods of calculation are set out in the SA Model Statements.
Operating Surplus Ratio 13.3% 11.4% 6.9% This ratio expresses the operating surplus as a percentage of total operating revenue.
** Adjusted Operating Surplus Ratio 12.8% 6.7% 12.5%
Net Financial Liabilities Ratio (7.0%) 10% 28% Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as a percentage of total operating revenue.
** Adjusted Net Financial Liabilities Ratio (7.0%) 5.0% 27.0%
Asset Sustainability Ratio 84% 90% 94% Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets and excludes new capital expenditure on the acquisition of additional assets divided by the optimal level of such expenditure per I& as noted in the Long- Term Financial Plan.
** In recent years the Federal Government has made advance payments prior to 30th June from future year allocations of financial assistance grants, as explained in Note 1. The Adjusted Ratios correct for resulting distortion in the key ratios for each year and provide a more accurate basis for comparison.
Annual Financial Statements 2017 – 2018 - 36 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 15 - 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 have 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.
2018 2017 $'000 $'000
Income 26,012 25,949 Expenses (22,551) (22,994) 3,461 2,955
Net Outlays on Existing Assets Capital Expenditure on renewal and replacement of (3,622) (3,487) Existing Assets Add back Depreciation, Amortisation and Impairment 4,483 4,425 Proceeds from Sale of Replaced Assets 159 213 1,020 1,151 less Net Outlays on New and Upgraded Assets Capital Expenditure on New and Upgraded Assets (including investment property & real estate developments) (1,086) (784) Amounts received specifically for New and Upgraded 640 584 Assets Proceeds from Sale of Surplus Assets 11 24 (including investment property and real estate developments) (435) (176)
Net Lending / (Borrowing) for Financial Year 4,046 3,930
Annual Financial Statements 2017 – 2018 - 37 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 16 – OPERATING LEASES
2018 2017 Notes $'000 $'000 Lease payment commitments of Council Council as entered into a non-cancellable operating lease for photocopying equipment. The lease does not impose any additional restrictions on Council in relation to additional debt or further leasing. The lease in relation to the photocopying equipment permits Council, at expiry of the lease to elect to re-lease, return or acquire the equipment leased. The lease does not contain any escalation clauses.
Commitments under non-cancellable operating leases that have not been recognised in the financial statements are as follows;
These expenditures are payable: Not later than one year 3 3 Later than one year and not later than 5 years 5 8 Later than 5 years - - 8 11
Annual Financial Statements 2017 – 2018 - 38 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 17 – SUPERANNUATION
The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). There are two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Marketlink and/or Salarylink. All other employees (including casuals) have all contributions allocated to Marketlink. Marketlink (Accumulation Fund) Members Marketlink receives both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of employee earnings in accordance with superannuation guarantee legislation (9.50% in 2017/18; 9.50% in 2016/17). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund. Salarylink (Defined Benefit Fund) Members Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Fund’s Trustee based on advice from the appointed Actuary. The rate is currently 6.3% (6.3% in 2016/17) of “superannuation” salary. In addition, Council makes a separate contribution of 3% of salary for Salarylink members to their Marketlink account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue. The Salarylink Fund is a multi-employer sponsored plan. As the Salarylink section’s assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions
The most recent actuarial investigation was conducted by the Fund's actuary, Louise Campbell, FIAA, of Willie Towers Watson as at 30 June 2017. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.
Contributions to Other Superannuation Schemes Council also makes contributions to other superannuation schemes selected by employees under the “choice of fund” legislation. All such schemes are of the accumulation type, where the superannuation benefits accruing to the employee are represented by their share of the net assets of the scheme, and no further liability attaches to the Council. .
Annual Financial Statements 2017 – 2018 - 39 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 18 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED IN THE STATEMENT OF FINANCIAL POSITION
The following assets and liabilities do not qualify for recognition in the Statement of Financial Position, but knowledge of those items is considered relevant to user of the financial report in making and evaluating decisions about the allocation of scarce resources.
LAND UNDER ROADS As reported elsewhere in these Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.
At reporting date, Council controlled 2,441 km of road reserves of average width 20 metres.
POTENTIAL INSURANCE LOSSES Council is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds and other facilities accessible to the public. At any time, it is likely that claims will have been made against Council that remain unsettled.
Council insures against all known insurable risks using a range of insurance policies, each of which is subject to a deductible "insurance excess", the amount of which varies according to the class of insurance.
Council has recognised the potential losses arising from claims known at reporting date based on average historical net cost (including insurance excess) of similar types of claims. Other potential claims not reported to Council may have existed at reporting date.
BANK GUARANTEES Council has guaranteed certain loans and other banking facilities advanced to community organisations and sporting bodies, amounting to $214,701 (2017: $244,725) at reporting date.
Council does not expect to incur any loss arising from these guarantees.
LEGAL EXPENSES Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council had notice of one appeal against planning decisions made prior to reporting date. All known costs have been recognised, but the amount of further costs cannot be known until the appeals are determined.
EVENT AFTER BALANCE DATE - COUNCIL LOAN On Tuesday 4 September 2018, Council was informed by the management board of the Millicent Community Club of their intentions to enter into voluntary administration with the appointment of a voluntary administrator. Council has an outstanding community loan with this organisation.
Annual Financial Statements 2017 – 2018 - 40 -
WATTLE RANGE COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2018
Note 19 - RELATED PARTY DISCLOSURES
KEY MANAGEMENT PERSONNEL
The Key Management Personnel of the Council include the Mayor, Councillors, CEO and certain prescribed officers under section 112 of the Local Government Act 1999. In all, 30 persons were paid the following total compensation:
2018 2017 $’000 $’000 Salaries, allowances & other short-term benefits 2,091 1,994 Post-employment benefits - - Long term benefits - - Termination benefits - - TOTAL 2,091 1,994
Other than amounts paid as ratepayers or residents (e.g. rates, swimming pool entry fees, etc.), Council received the following amounts in total:
2018 2017 $’000 $’000 Contributions for fringe benefits tax purposes 61 45 Planning and building applications fees 2 2 Rentals for Council property - - TOTAL 63 47
PARTIES RELATED TO KEY MANAGEMENT PERSONNEL Key Management Personnel (KMP) and relatives of KMP’s own a retail business from which various supplies were purchased as required either for cash or on 30-day account. Purchases from this one business was $22,351.93 during the year on normal commercial terms. Five (5) close family members of key management personnel are employed by Council in accordance with the terms of the Award, and as recorded in the public Register of Salaries maintained in accordance with section 105 of the Local Government Act 1999. Three (3) key management personnel or close family members (including related parties) lodged planning and building applications during the year.
Annual Financial Statements 2017 – 2018 - 41 -
Annual Financial Statements 2017 – 2018 - 42 -
Annual Financial Statements 2017 – 2018 - 43 -
Annual Financial Statements 2017 – 2018 - 44 -
Annual Financial Statements 2017 – 2018 - 45 -
WATTLE RANGE COUNCIL
ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2018
CERTIFICATION OF AUDITOR INDEPENDENCE
To the best of our knowledge and belief, we confirm that, for the purpose of the audit of the Wattle Range Council for the year ended 30 June 2018, the Council’s Auditor, Dean Newbery & Partners, has maintained its independence in accordance with the requirements of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999 made under that Act.
This statement is prepared in accordance with the requirements of Regulation 16A(2) Local Government (Financial Management) Regulations 1999.
Dated this 9th day of October 2018
Annual Financial Statements 2017 – 2018 - 46 -
Annual Financial Statements 2017 – 2018 - 47 - APPENDIX 2 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2017/18
Butterfly -Jack Francis
LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION
ANNUAL REPORT 2017-18
Farmer’s Leap - Padthaway Photo Courtesy of Tatiara District Council & Flying Ant GIS PRESIDENTS REPORT LCLGA ANNUAL REPORT 2017-18
During this past year the Limestone Coast Local Government Association has continued its excellent work to deliver a range of outcomes for the region. Through our structure which includes our member councils, the elected Board, the various internal committees and our representation on a range of external committees we have continued to remain focused on those issues and outcomes that our region values the most.
When writing this year’s annual report, I found myself asking, One key project that we have delivered in this past year “Why do we do what we do – and what are we trying to is the Limestone Coast Regional Growth Strategy and achieve?” supporting Action Plan. This work was carried out by the highly respected Regional Australia Institute (RAI) In its most basic form, our team delivers programs and and was the first project the RAI carried out in South projects that are best delivered under a collaborative model Australia. Consultation was conducted with a range of for the benefit of our community. Our region has long business leaders and government and non-government recognised the value in partnerships, the value in combining agencies including the health and education sectors. Work resources and we also have the capacity to set aside lines on prioritising the Action Plan will continue into the new on a map to deliver for our communities of interest. financial year with the opportunity to grow the regional We are not unique in that we have a team of project economy by 20 percent or $700m by 2026 being identified. managers that specialise in achieving outcomes related to This is not insignificant and will take a collaborative an agreed set of core themes. In our case these include; approach to realise its full potential. Many of the identified Infrastructure, Sustainable Economy, Environmental Actions will be considered for inclusion in future business Sustainability and Community and Social Wellbeing. What plans and other partners will also be key to its delivery. sets us apart from many is our commitment to the ethos – As an outcome of the Growth Strategy, Regional strength in numbers. Whilst this saying is often used as a Development Australia Limestone Coast have taken the simple catch phrase, our region has demonstrated success lead to complete a Regional Infrastructure Audit. It is for many years by having it as a core belief. widely recognised that infrastructure is a key link in the What we do, and we do it extremely well, is broker drive to grow economies, increase jobs and enhance partnerships and develop relationships that can be quality of life. Modern and relevant infrastructure is critical leveraged that provides a point of difference to many other to the economic viability of the region. Ensuring there regional communities not only in South Australia but across is investment in infrastructure that supports and allows Australia. I firmly believe that the LCLGA is a leader in growth of the economy is vital. The LCLGA will continue to regional collaboration and linking projects together. We contribute to this project and with our financial contribution have a long history of success and when we sit down in and representation on the steering committee we will the not- too-distant future to draft our new Strategic Plan, continue to advocate for the inclusion of vital projects to be the success of the past has laid the foundations for a included in the final Plan. prosperous future. Value does not only lie inside the organisation with our Just in this past year alone we leveraged the council LCLGA Board assessing the benefits of and supporting several contribution of $535,000 to attract a further $800,000 in external projects in this past year. These projects look to project funding that has been used to deliver a range grow the regions’ economy and have included; the Red of outcomes including; Road Safety, Tourism, Adapting Meat Cluster who are doing a tremendous amount of work to a Changing Climate, StarClub, Waste Education and in the red meat sector and who have identified key projects Awareness and Strategic Planning, the regional Sports that can be undertaken to grow this important sector. We Academy and coastal mapping to name a few. Add to have partnered with the Limestone Coast Grape and Wine this the $1.94m allocated to the region via the Special Council with our staff being involved in the success of the Local Roads Program and we can see the value of our $175,000 grant via the Turnbull Governments International organisation. Wine Tourism Competitive Grants program with the Mixed
2 PRESIDENTS REPORT LCLGA ANNUAL REPORT 2017-18
Dozen Interactive Wine Trails project. This project will efforts of our dedicated staff over the past 12 months: assist in the targeting of China and the USA and will feature Dominic Testoni, Michaela Bell, Tony Elletson, Biddie a central consumer tool or website that promotes tailored Shearing, Rob Forgan, June Saruwaka, Prae Wongthong & experiences designed to increase length of stay and Mae Steele. maximise tourism expenditure. This piece of work dovetails The Annual Report includes a detailed overview of the nicely into the already adopted LCLGA Regional Tourism entire operations and what has been achieved on your Strategic Plans. We have taken carriage of the development behalf. I commend this years’ report to you and would like of the Limestone Coast Leadership Program and were to acknowledge the continued support of the constituent successful with our submission in the last round of the council Mayors, elected members and Chief Executive Building Better Regions Fund and will work towards having Officers. the first intake of participants commence the program in the new financial year. Developing future leaders has long been Mayor Erika Vickery identified as a key project for the region. President LC LGA
To support our efforts in the area of lobbying and advocacy I continue to prosecute the regions concerns in my capacity as a Board member and country Vice-president with the Local Government Association of South Australia and in the position of President of the South Australian Regional Organisation of Councils.
Our advocacy efforts have continued to be guided by our members’ and has included; removal of the rubble royalty, Inquiry into Regional Development and Decentralisation, continued funding of the Substance Misuse Limestone Coast program, Rural and Regional Affairs and Transport Inquiry into the operation of regional airports, regional training and development, the need for a regional focus for TAFE, community legal centres, establishment of a coastal council alliance, Rating Equity and the establishment of Joint Planning Boards.
We acknowledge the tremendous efforts of Federal Member of Parliament Mr Tony Pasin MP and State Members Mr Troy Bell MP and Mr Mitch Williams MP (until March 2017) & Nick McBride MP (March 2017). Their assistance and support are not only valued but greatly appreciated.
We would like to extend a special thank you to those agencies that have partnered with us over the past twelve months. Without your valuable contribution, time and efforts many of our projects would not go ahead. South Australian Tourism Commission, Office for Recreation and Sport, RDA Limestone Coast, PIRSA, Natural Resources South East, Local Government Association of South Australia, Motor Accident Commission, the University of South Australia and the Australian Federal Government and finally our member Councils – your continued support is very much appreciated.
On behalf of the Board I would like to acknowledge the
3 INTRODUCTION LCLGA ANNUAL REPORT 2017-18
This document is the Annual Report of the Limestone Coast Local Government Association (LCLGA) Inc. for the period 1st July 2017 to 30th June 2018. This document is prepared pursuant to the Local Government Act 1999 to report to Constituent Member Councils on the work and operation of the Association for the preceding financial year.
This Report details the activities of the Association to represent and serve the seven Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation.
OUR ASSOCIATION LCLGA was established as a regional body on 6th October 1885. LCLGA is a regional subsidiary representing its Constituent Member Councils and is established pursuant to Section 43 of the Local Government Act 1999 by the Councils.
The Association is comprised of the following Constituent Member Councils:
1. District Council of Grant
2. Kingston District Council
3. City of Mount Gambier
4. Naracoorte Lucindale Council
6. Tatiara District Council
7. Wattle Range Council
Under its Charter, LCLGA’s objectives are to:
öö Work in association with both the Local Government Association of South Australia (LGASA) and the Australian Local Government Association to assist in the achievement of their aims and objectives.
öö Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level.
öö Facilitate and co-ordinate activities of local government at a regional level related to social, environmental and community development with the object of achieving improvement for the benefit of the communities of its Constituent Councils.
öö 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.
öö Develop further co-operation between its Constituent Councils for the benefit of the communities of its region.
öö Develop and manage policies which guide the conduct of programs and projects in its region with the objective of securing the best outcomes for the communities of the region.
öö Undertake projects and activities that benefit its region and its communities.
öö Associate, collaborate and work in conjunction with other regional local government bodies for the advancement of matters of common interest.
öö Implement programs that seek to deliver local government services on a regional basis.
4 THE LCLGA BOARD LCLGA ANNUAL REPORT 2017-18
The LCLGA Board comprises nominated representatives from each of the Constituent Councils and is chaired by the LCLGA President. Each Constituent Council can nominate up to two Deputy Board Members.
LCLGA BOARD MEMBERS 2017-18
COUNCIL DELEGATE DEPUTY BOARD MEMBER/S
Cr Hanna Persello City of Mount Gambier Mayor Andrew Lee Cr Ian Von Stanke
Cr Brian Collins District Council of Grant Mayor Richard Sage Cr Bruce Bain
Wattle Range Council Mayor Peter Gandolfi Cr Robert Dycer
District Council of Robe Mayor Peter Riseley Cr Harvey Nolan
Cr Kay Rasheed Kingston District Council Mayor Reg Lyons Cr Chris England
Cr Scott McLachlan Naracoorte Lucindale Council Mayor Erika Vickery Cr Craig McGuire
Cr David Edwards Tatiara District Council Mayor Graham Excell Cr Robert Mock
The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2017 - 2018. Meetings are hosted by Constituent Councils on a rotational basis.
The Coorong District Council attends LCLGA meetings as welcomed observers.
OFFICE BEARERS 2017-18 In accordance with the LCLGA Charter, the positions of LCLGA President and Vice President are appointed at the Annual General Meeting, held in February.
At the Annual General Meeting in February 2018, Mayor Erika Vickery was again elected as LCLGA President, to serve in the position for a period of 12 months. Mayor Richard Sage was elected as LCLGA Vice President.
During 2017 - 2018, the Executive Officer role was filled by Dominic Testoni. Galpins are the appointed Auditor.
During 2017 - 2018, LCLGA engaged the following staff to deliver regional programs:
STAFF MEMBER ROLE
Dominic Testoni Executive Officer
Michaela Bell Project Manager
Tony Elletson STARCLUB Field Officer
Rob Forgan Regional Community Road Safety Officer
Biddie Shearing Tourism Industry Development Manager
June Saruwaka (until March 19, 2018 Maternity Leave) Regional Waste Management Coordinator Prae Wongthong (commenced March 19, 2018)
Prae Wongthong (commenced August 21, 2017) Climate Adaptation Project Officer
Mae Steele Executive Support Officer
5 LCLGA WORKING PARTIES & COMMITTEES LCLGA ANNUAL REPORT 2017-18
DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC).
COUNCIL LC LGA REPRESENTATIVE
LGA Board Mayor Erika Vickery Mayor Richard Sage (Proxy)
SAROC Mayor Erika Vickery Mr Dominic Testoni Mayor Richard Sage (Proxy)
SAROC is an important LGA committee for non-metropolitan Councils. Membership is drawn from each of the six non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss the key issues affecting non-metropolitan Councils.
ASSOCIATION COMMITTEES AND WORKING PARTIES To undertake specific projects or fulfil areas of operational responsibility, LCLGA convenes a number of committees and working parties. LCLGA acknowledges the work of all who have contributed to the following committees and working parties throughout 2017 - 2018.
COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL
Cr Jamie Jackson (Chair) Tatiara District Council Mr Aaron Hillier
Mr Daryl Morgan City of Mount Gambier
Mr Steve Bourne Naracoorte Lucindale Council
Mr Dave Worthley Kingston District Council
LC LGA Roads and Transport Working Group Mr Peter Halton Wattle Range Council
Mr Adrian Schutz District Council of Grant
Mr Trevor Hondow Robe District Council Cr David Loxton (proxy)
Mr Dominic Testoni LCLGA Mr Rob Forgan
Mayor Erika Vickery LCLGA President
Mayor Richard Sage District Council of Grant Mr David Singe (Proxy)
Mr Ben Gower Wattle Range Council Mr Steve Chapple
Limestone Coast Economic Development Mr Mark McShane City of Mount Gambier Reference Group Mr Trevor Smart Naracoorte Lucindale Council
Mayor Peter Riseley District Council of Robe
Mr Andrew MacDonald Kingston District Council
Mr Roger Sweetman Robe District Council
Mayor Graham Excell Tatiara District Council
Mr Dominic Testoni LCLGA
6 LCLGA WORKING PARTIES & COMMITTEES LCLGA ANNUAL REPORT 2017-18
COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL
Mr David Worthley Kingston District Council
Mr Steve Bourne Naracoorte Lucindale Council
Mr Nick Serle City of Mount Gambier
Ms Nicole Dodds District Council of Grant
LCLGA Regional Waste Management Mr Nick Brown Robe District Council Steering Committee Mr Andrew Pollock Tatiara District Council
Mr Peter Halton Wattle Range Council
Mrs June Saruwaka Mr Dominic Testoni LCLGA Ms Mae Steele
Mr David Singe District Council of Grant
Mayor Peter Riseley District Council of Robe
Mr Steve Bourne Naracoorte Lucindale Council
Cr Robert Mock Tatiara District Council
Ms Barbara Cernovskis City of Mount Gambier
Ms Lauren Oxlade Wattle Range Council
Mr Andrew MacDonald Kingston District Council
Limestone Coast Climate Mr David Wheaton RDA Limestone Coast Adaption Committee Members Department of Environment, Ms Michelle Benison Water and Natural Resources
South East Natural Resources Ms Kerry DeGaris Management Board
Department of Environment, Mr Tim Collins Water and Natural Resources
Mr Dominic Testoni Mrs Prae Wongthong LCLGA Mrs Michaela Bell
Ms Jane Fetherstonhaugh District Council of Grant
Mr Roger Sweetman District Council of Robe
Mrs Sally Klose Naracoorte Lucindale Council
Mr Andrew MacDonald Kingston District Council
Tourism Management Group Mr Steve Chapple Wattle Range Council
Ms Donna Foster City of Mount Gambier
Ms Anne Champness Tatiara District Council
Mrs Biddie Shearing LCLGA Mr Dominic Testoni
7 LCLGA WORKING PARTIES & COMMITTEES LCLGA ANNUAL REPORT 2017-18
COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL
Mrs Ashlea Watson City of Mount Gambier
Ms Jane Fetherstonhaugh District Council of Grant
Ms Heather Schinkel Kingston District Council
Mrs Sally Klose Naracoorte Lucindale Council Regional Sport & Recreation Advisory Group Mr Nick Brown District Council of Robe
Ms Naomi Fallon Tatiara District Council
Ms Sarah Mrzec Wattle Range Council Mr Steve Chapple
Mr Tony Elletson LCLGA
ASSOCIATION REPRESENTATION - OUTSIDE ORGANISATIONS
LCLGA has numerous representatives on working parties, boards and committees including State Government boards, cross border bodies and regional boards and committees. This representation allows LCLGA to keep in touch with communities and have input to new and existing initiatives. During 2017-2018, LCLGA made or continued the following appointments to other organisations.
BOARD / COMMITTEE REPRESENTATIVE (FROM 2016) COUNCIL
South East Natural Resources Management Board Mr Dominic Testoni LCLGA
South East Zone Emergency Management Mr David Hood (Chair) On behalf of Naracoorte Lucindale Council
Committee Mr Dominic Testoni (Delegate) LCLGA
Mr Dominic Testoni LCLGA Limestone Coast Zone Emergency Centre (Local Government Controller)
Committee Mr Leith McEvoy District Council of Grant (Local Government Deputy Controller)
Green Triangle Freight Action Plan - Mr Peter Halton Wattle Range Council
Implementation Management Group Mr Dominic Testoni City of Mount Gambier
Limestone Coast Community Services Mayor Erika Vickery Naracoorte Lucindale Council
Roundtable Mrs Hanna Persello City of Mount Gambier
Mayor Erika Vickery Naracoorte Lucindale Council Regional Development Australia Limestone Mayor Richard Sage District Council of Grant Coast Mayor Andrew Lee City of Mount Gambier
Limestone Coast Bushfire Management Mr David Hood On behalf of Naracoorte Lucindale Council
Committee Mr Roger Balbolka Wattle Range Council
Southern Border Fire Coordination Association Mr Dominic Testoni LCLGA
Mayor Erika Vickery (Delegate) Naracoorte Lucindale Council Local Government Association of SA - LGA Board Mayor Richard Sage Proxy) District Council of Grant
Mayor Erika Vickery (Delegate) Naracoorte Lucindale Council
SAROC Mayor Richard Sage (Deputy Delegate) District Council of Grant
Mr Dominic Testoni (Delegate) LCLGA 8 STRATEGIC ACTIVITIES 2017-18 1. INFRASTRUCTURE
DESIRED REGIONAL OUTCOME LC LGA ROLE LC LGA ACTIONS 2017-18
Lead the implementation of the LCLGA 2030 Regional Transport Plan, including a 1.1.1 Regional Leadership review in response to updated wood flow data and council requirements.
Advocate for appropriate State and Australian Government investment in the upgrade, maintenance and operation of the Existing and future regional infrastructure South-East drainage and bridge network, 1.1 is fit for purpose and has the capacity to 1.1.2 Advocacy in partnership with the South East Natural meet the region’s needs. Resources Management Board, RDALC and the South Eastern Water Conservation and Drainage Board.
Effectively coordinate regional submissions for the Special Local Roads Program to 1.1.3 Council Coordination maximise investment in regional road infrastructure.
Effectively coordinate and manage a Councils to protect built heritage, heritage regional Heritage Advisory Service for the 1.2 1.2.1 Council Coordination spaces and the region’s cultural heritage. benefit of Constituent Councils and private owners.
Advocate for the region for improved and sustainable services from State and Development of a regional approach to the Australian Governments in meeting our 1.3 maintenance and provision of improved 1.3.1 Advocacy regional needs for: and new infrastructure and utility services. • Roads • National Broadband Network • Mobile phone coverage
1.1.1 Our Roads and Transport Management Group has continued to investigate ways in which the Regional Plans can be used to attract additional funding to the region. The Group has also discussed the introduction of the National Heavy Vehicle Regulator (NHVR) guidelines in particular; readiness for the launch of the Road Manager Portal, return of permit delegation for Class 1 vehicles from DPTI to NHVR and assessment of road networks to allow safer, more efficient access for PV, PBS and OSOM vehicles.
1.1.2 South East drainage and bridge network: We have continued to prosecute the regions concerns with the continued under-investment in the road and bridge network and highlighted the importance of this network to the continued economic viability of the region.
9 STRATEGIC ACTIVITIES 2017-18 1. INFRASTRUCTURE
1.1.3 Special Local Roads: LCLGA submitted nine prioritised applications for funding under the Special Local Roads Program (SLRP) for 2017-2018, requesting a total of $1,940,000
COUNCIL ROAD ROAD TYPE ESTIMATED PROJECT COST $ $ SLRP SOUGHT
1 DC Grant Mingbool Road Freight 800,000.00 400,000.00
2 Naracoorte Lucindale Kingston Ave/Donald Street Freight 750,000.00 375,000.00
3 Tatiara District Council Ramsay Terrace Freight 150,000.00 75,000.00
4 Wattle Range Council Wandilo Forrest Freight 600,000.00 300,000.00
5 Wattle Range Council Whites Road Freight 260,000.00 130,000.00
6 Tatiara District Council Meatworks Road Freight 550,000.00 275,000.00
7 District Council Robe Bagdad Road/Dairy Range Road Freight 490,000.00 245,000.00
8 City of Mount Gambier Elizabeth Street Community 140,000.00 70,000.00
9 City of Mount Gambier Caldwell Street Community 140,000.00 70,000.00
$ 3,880,000.00 $ 1,940,000.00
1.2.1 Heritage Advisory Service: LCLGA currently engages Habitable Places Architects to deliver the Limestone Coast Heritage Advisory Services to Constituent Councils on a fee-for-service, under an Agreement for 2016-2021.
The Heritage Adviser works closely with and under the direction of Councils’ planning and development assessment staff to provide timely and considered professional advice that includes:
• Heritage conservation advice • Statutory DA assessment and advice • Policy advice to Council • Local Heritage Development Plan Amendments • CDAP/Heritage Committee • State Heritage Unit
A copy of the Heritage Advisors Annual Report for 2017-2018 is available from participating councils or the LCLGA.
1.3.1 Advocate for the region for improved and sustainable services from State and Australian Governments in meeting our regional needs for; roads, national broadband network and mobile phone coverage:
Strategic Partnership with the Department of Planning, Transport and Infrastructure: During the past twelve months we have continued to have discussions with the Department about the need to work closer together on the planning of the regional road network. Our discussions have also included the desire to increase investment across the region and looking to partner in the delivery of capital and maintenance projects.
LCLGA has continued to work with RDA Limestone Coast, the LGA South Australia and Federal and State members of parliament to ensure our region is recognised for continued mobile black spot funding.
10 STRATEGIC ACTIVITIES 2017-18 2. SUSTAINABLE ECONOMY
DESIRED REGIONAL OUTCOME LC LGA ROLE LC LGA ACTIONS 2017-18
Lead the Limestone Coast Economic Diversification Project. Convene the Limestone Coast Economic 2.1.1 Regional Leadership Development Group and lead the A growing and diverse economy, based on implementation of the Limestone Coast the region’s natural assets and innovative Economic Diversification Group Work Plan. community, under the priorities of: 2.1 Premium Food and Wine from our Clean Strongly advocate for investment, projects, Environment; and Growing Advanced 2.1.2 Advocacy legislation/policy review or development to Manufacturing. promote economic growth in the region.
Partner with RDA Limestone Coast to drive 2.1.3 Partnership economic development projects for the Region.
Advocate for and support industry leadership and support the work of the 2.2.1 Advocacy Limestone Coast Collaborative and recently A thriving and well-supported tourism adopted regional Brand. 2.2 industry, growing the region’s status as a Deliver a Regional Tourism Development visitor destination. 2.2.2 Delivery Program for the Limestone Coast.
Regional Leadership and Continue to represent the region at the 2.2.3 Advocacy Regional Tourism Chairs Forum at State level.
Assist key regional bodies and the South Australian Government with the objective to A sustainable population base with the grow our population, develop our regional 2.3 skills and capability to grow regional 2.3.1 Advocacy workforce, and to build skills and capability economic development. in our communities, through participation in the development of a Limestone Coast Attraction and Retention Strategy.
2.1.1 Convene the Limestone Coast Economic Development Reference Group: The Group continues to be an important forum to further regional priorities. The Group consists of LCLGA members and RDA Limestone Coast. It continues to work with the State Government through Primary Industries and Regions SA (PIRSA) and the Department of State Development. Some of the major projects discussed include:
öö Bio-economy project: RDA Limestone Coast continue to lead this project and have assessed a number of applications for feasibility of bio- economy concepts.
öö Limestone Coast Collaborative: The group successfully launched a regional Brand in December 2016. Since January 2017 the LCLGA has taken on the governance of the project and has developed a regional promotional video in both English and Mandarin, and has developed an implementation plan that will guide the strategic rollout and uptake of the regional brand.
öö Regional Leadership Program: A steering committee has been formed and have developed a quality Leadership Program to be delivered across our region in early 2019. The program will be delivered by recognised leaders in this field the ‘Leaders Institute of SA’. The program is designed to create long term sustainable community benefit and a more diverse cohort of regional leaders to; I. develop and facilitate the emergence of local leaders II. build the understanding of regional issues III. foster stronger connections and local networks . IV increase self-confidence to engage and lead . V influence positive outcomes for our egionr
11 STRATEGIC ACTIVITIES 2017-18 2. SUSTAINABLE ECONOMY
öö Red meat cluster: The Red Meat Cluster has continued to assess the potential of the sector and to gain valuable information related to Industry Benchmarking and Decision Support Systems. The LCLGA provided a grant of $30,000 in recognition of the following four key areas that assist in the sustainability, growth and profitability of the red meat sector in the Limestone Coast. 1. Red Meat industry leadership & collaboration 2. Skills development for profitability 3. Value chain connectivity 4. Research & extension
2.1.2 Strongly advocate for investment, projects etc: We continue to have a strong working relationship with the RDA Limestone Coast and cooperate on regional projects. In partnership with the Regional Australian Institute (RAI) and with support from RDA LC and each of the seven constituent councils the LC LGA developed a Regional Growth Strategy and Action Plan. It provides the evidence base, priority areas for focus, strategic directions, and potential actions required to give regional confidence. Six priority areas have been identified and include:
1. Invigorate the working age population, by attracting and retaining more people across the region to fill key skills gaps and support vibrant and sustainable regional communities 2. Building on the regions competitive advantage in agribusiness 3. Capturing employment opportunities in growing sectors like healthcare and social assistance 4. Supporting the development of a vibrant business ecosystem 5. Region wide collaboration to develop a more coordinated tourism market 6. Securing investment to deliver regional infrastructure priorities enabling growth
2.1.3 Partner with RDA Limestone Coast to drive economic development: As the lead agency in the Limestone Coast we recognise the importance of resourcing the RDA so that they can continue to represent the regions interests. Our member Councils are looking to continue to be a strategic funding partner. The ongoing partnership will be guided by assessing key strategic projects related to economic diversification activities, the provision of a support service for small business and leadership to attract external funding into the region.
2.2.1 Advocate and support industry leadership: The (LCLGA) agreed to oversee the ongoing governance model for the Limestone Coast Collaborative (LCC) and support the implementation and management of the regional brand. The brand has been well supported by the seven constituent councils, however more is needed to be done to encourage the uptake of the brand and educate those who would benefit from the Limestone Coast brand. The LCLGA engaged the services of an experienced brand agency to maximise the longevity of the Limestone Coast brand and improve its ability to expand throughout the region by developing a 2-minute video explaining the brand, what it means and how it can be used by operators, industry and relevant associations.
2.2.2 Deliver a Regional Tourism Industry Development Program: The regional tourism program continues to be a strategic partnership between LCLGA and the South Australian Tourism Commission. The focus has been to facilitate activities to develop business capacity, grow tourism business through more visitation and longer length of stay. This is achieved through a comprehensive work plan which aligns with the LCL-GA Strategic Priority No.2 - SUSTAINABLE ECONOMY: A thriving and well supported tourism industry, growing the regions status as a visitor destination. In the past twelve months, we have endorsed the Regional Tourism Strategy and accompanying Implementation Plan
2.2.3 Regional Tourism Chairs Forum: LCLGA via our Executive Officer has continued to represent the region at the State Level. We have been representing the regions views to the State body and has sought direction from the LCLGA TIDM on many occasions to ensure our work plans remain relevant and in sync with other regional areas.
2.3.1 Assist key regional bodies and the South Australian Government with the objective to grow our population: The Limestone Coast Regional Growth Strategy identified ‘Invigorating the working age population, by attracting and retaining more people across the region to fill key skills gaps and support vibrant and sustainable regional communities’ as a priority area for growing the population in the Limestone Coast. The LCLGA is in the initial stages of investigating a migration program to attract new people to the region, targeting immediate labour and skills shortage opportunities as well as larger regionally planned and coordinated programs over the medium and long term.
12 STRATEGIC ACTIVITIES 2017-18 3. ENVIRONMENTAL SUSTAINABILITY
DESIRED OUTCOME LC LGA ROLE LC LGA ACTIONS 2017-18
Through implementation of the Local Government Resource Industry Protocol 2015, lead appropriate regional action to ensure that resource development projects, including mining and unconventional 3.1.1 Advocacy and Partnership Local Government is a key partner in gas, are environmentally sustainable, the sustainable management of the have approval of impacted landholders, 3.1 environment and natural resources in the provide for community consultation, and region. are governed by legislation and regulation appropriate to the Limestone Coast.
In partnership with Natural Resources South East and RDALC, participate in the 3.1.2 Partnership Climate Change Vulnerability Assessment and Planning Project.
Coordinate shared resources for the Regional Waste Management Coordinator 3.2.1 Council Coordination to deliver a regional approach to waste
A regional approach to landfill minimisation management. 3.2 and innovative waste management. In partnership with Constituent Councils, implement the South East Regional Waste 3.2.2 Delivery Management Strategy to facilitate a regional approach to waste management.
Partner with Natural Resources South Well-managed and protected terrestrial, East to deliver two Australian Government wetland, coastal and marine environments, 3.3 3.3.1 Partnership funded coastal projects: Implementing the with active partnership from all responsible Limestone Coast and Coorong Coastal organisations. Action Plan; and Limestone Coastwatchers.
3.1.1 Local Government Resource Industry Protocol 2015: LCLGA continues to represent the region with regard to unconventional gas exploration and mining practices that are environmentally sustainable. Each member Council continues to communicate with their respective constituents and we remain open to having a mature debate about the perceived benefits of this industry whilst weighing up the impacts that may be caused to our fragile environment. The Limestone Coast is a unique part of Australia with vast groundwater reserves that should not be compromised if the best scientific evidence suggests there is a risk of environmental degradation or the chance of contamination.
3.1.2 Limestone Coast Regional Climate Adaptation Plan. The Limestone Coast Regional Adaptation Plan identifies ten key areas of decision making and a range of adaptation options across the Region. The Regional Adaptation Plan states the need for education and awareness raising of climate change and its impacts, particularly in relation to extreme events such as heatwave, flooding from storm surge and sea level rise and bushfire. With the support of the Limestone Coast Climate Adaptation Committee (LCCAC) the Limestone Coast Climate Education and Awareness Strategy (CEAS) has been developed with the following objectives:
• To enhance understanding and awareness of climate risks and opportunities; • To better understand benefits of mitigation and adaptation options; • To promote behavioural change in order to manage risks, build adaptive capacity and resilient societies, and reduce overall vulnerabilities
The CEAS forms the commitment of the Limestone Coast Local Government Association (consisting of 7 Constituent Councils) to ensure that the community and partner stakeholders have the information and support they need to make the right decisions.
13 STRATEGIC ACTIVITIES 2017-18 3. ENVIRONMENTAL SUSTAINABILITY
3.2.1 Regional Waste Management Coordinator: This is a fully funded position from the member Councils. The primary purpose of the position is to develop a regional approach to landfill minimization and innovative waste management. The management committee is made up of representatives of each of the member councils and meet bi-monthly to set priorities and monitor the work program. Initiatives for the past twelve months include; identifying areas for coordination of activities to improve efficiency, reducing food waste to landfill through awareness raising programs & the Limestone Coast school waste reduction and recycling challenge.
3.2.2 Implement the South East Regional Waste Management Strategy: The LC LGA have supported the development of a Limestone Coast Waste and Resource Recovery Plan. The Limestone Coast Waste and Resource Recovery Plan is an essential document with the purpose of examining ways to create efficiencies, identify improvements to existing infrastructure and provide a coordinated approach to regional waste management for the LC LGA and its seven constituent councils. Rawtec were appointed as the preferred provider to deliver the required piece of work with completion due October 2018.
3.3.1 Implement the Limestone Coastwatchers 2013 - 2018: The LCLGA sub-contracts the delivery of this project to the Department of Environment, Water and Natural Resources in the region. A Project Management Committee has oversight of the project, which includes the LCLGA Executive Officer & Project Manager, Mayor Peter Riseley District Council of Robe and DEWNR staff. Funded by the Caring for our Country program ($980,000), the Limestone Coastwatchers program key outcomes over the duration of the project include:
o Delivering the Coastal Connections holiday program to 5855 participants over the first two weeks of summer each January from 2014 to 2018 (project target was 5000 participants) . Activities included snorkelling at Piccaninnie Ponds, Rockpool Rambles, Coastal Bush Tucker, night walks, cultural sessions and guided bird talks. Delivered in partnership with community groups, councils and NGO’s such as Nature Glenelg Trust.
o Providing support to Burrandies in establishing their labour hire business and continued to employ 0.4FTE staff member working out of Southend to the end of 2017/18. Supported an additional casual working 0.2FTE for the latter half of the year and there is scope for ongoing labour hire dependent on funding.
o Erosion control work undertaken at 33 sites (target of 15) covering 240ha (200 hectares of works planned). Some revegetation was associated with this work with approximately 4500 seedlings planted to help stabilise erosion prone areas. Key examples of this work include in and around the Robe Obelisk and walking track, Finger Point near Port MacDonnell and multiple sites in Canunda National Park, Little Dip and Beachport Conservation Parks.
o Access control to managed vehicles installed at 46 sites exceeding the planned 300ha of protected area – also at Finger Point, Little Dip CP, Canunda National Park and crown land north of the Kingston township.
o Working with more than the 5 planned schools delivering coastal education sessions. While the focus was on marine debris, sessions also delivered around coastal geomorphology and coastal weeds. 44 sessions delivered over the life of the project.
o In total, some 4000 community members were involved in coastal activities including beach clean ups, vegetation surveys, Reef Watch intertidal sessions and other volunteer activities.
o 245km of beach clean-ups (marine debris removal)– while 250km was the target, some sections of beach yielded high volumes of rubbish with 3.2T collected from a 300m stretch of beach in Canunda National Park in 2017.
o Vegetation monitoring completed so we now have baseline data for coastal grasslands, coastal saltmarsh/orange-bellied parrot habitat and Dryland coastal tea tree communities. To be reported in the Limestone Coast Condition Check Report currently in prep.
o Surveys undertaken of coastal threatened orchid communities (Little Dip Spider Orchid and Maroon Leek Orchid) with the assistance of volunteers from the Native Orchid Society of SA. Reports including recommendations for local management prepared by NOSSA as part of this process.
o Engaged volunteers in follow-up work from the coastal project which concluded at the end of 2016/17 (Implementing the Limestone coast and Coorong Coastal Action Plan) with 30,000 tree guards removed from 3 revegetation sites.
o Signage standard for coastal councils prepared and circulated to LCLGA earlier this year.
14 STRATEGIC ACTIVITIES 2017-18 4. COMMUNITY AND SOCIAL WELLBEING
DESIRED OUTCOME LC LGA ROLE LC LGA ACTIONS 2017-18
Advocate for expanded mental health and drug treatment services and support in the Limestone Coast. Regional communities have access to Encourage and support the initiatives 4.1 appropriate health and education services 4.1.1 Advocacy of Constituent Councils to be expanded and facilities. regionally, particularly regarding suicide prevention and other priority issues with significant impacts on regional areas.
Partner with Constituent Councils to deliver the Regional Public Health and Well-being Plan. Regional communities have access to Partner with the Office of Recreation and 4.2 programs and facilities promoting a healthy 4.2.1 Partnership and Delivery Sport to deliver the STARCLUB Program for lifestyle. the Limestone Coast. Partner with Constituent Councils to deliver the Limestone Coast Regional Trails Master Plan (Stage 2).
Assist to coordinate Constituent Councils’ role in Zone Emergency Management to ensure appropriate role for Local 4.3.1 Council Coordination Government in emergency response and recovery. This includes membership of the Zone Emergency Management Committee
Local Government is a key regional partner and the Zone Emergency Centre.
4.3 in emergency management, road safety Partner with the Motor Accident and other community safety programs. Commission (MAC), and work with relevant State agencies and community road safety groups to implement the South East Road 4.3.2 Partnership and Delivery Safety Strategy, including the engagement of a Regional Community Road Safety Officer to coordinate regional efforts to reduce road crashes and trauma.
4.1.1 Advocate for expanded mental health and drug treatment: The LC LGA continues to support the Substance Misuse Limestone Coast project setting aside $40,000 in the coming years budget. A Project Officer was appointed in October 2017
4.2.1 Regional Public Health and Wellbeing Plan: Wellbeing and resilience has been identified as a vital link to improving a significant number of priority areas in Local Government Regional Health Plans and is also recognised at a regional level as a focus area by the agencies represented at the Limestone Coast Community Services Roundtable. In the new financial year, the LCLGA is looking to undertake a project that will assess the currency of the existing Regional Public Health and Wellbeing Plan and look to draft a document that fits with current thinking, terminology and the resources available to deliver on the Plan.
4.3.1 Partner with the Office of Recreation and Sport to deliver the STARCLUB Program for the Limestone Coast. Our StarClub program continues to be one of the largest programs run in South Australia and our Project Manager has been able to impart the benefits of the program onto a large number of regional sporting bodies. This has enabled many small sporting organisations to increase their level of professionalism and governance structures. He has also been able to assist with the development of grant proposals that has seen funds for sporting facility upgrades come into the region.
15 STRATEGIC ACTIVITIES 2017-18 4. COMMUNITY AND SOCIAL WELLBEING
4.3.1 Zone Emergency Management: LCLGA and all Constituent Councils are members of the Zone Emergency Management Committee with responsibility for regional emergency preparedness and response planning and implementation.
The LCLGA Executive Officer is the Local Government Controller on the Zone Emergency Support Team (ZEST). The Centre is activated in the case of a regional emergency; the role of the Local Government Controller is to provide a single point of contact for Local Government across the region for the Control Agency to enable the efficient transmission of information and coordination of resources.
The Executive Officer also attends the Southern Border Fire Coordination Association meetings with representation from our neighbouring shires in Victoria.
During the past twelve months, the State Government released the updated State Emergency Management Plan. One of the key changes in this Plan is that Local Government sector is now considered a whole of Government Group and the LGA have been instrumental in establishing the Local Government Functional Support Group. The LCLGA and other regional LGA’s have been assisting the LGA SA in progressing this work and continues to play a vital role in Local Governments involvement in emergency management.
4.3.2 Partner with Motor Accident Commission: The Limestone Coast Local Government Regional Road Safety Partnership is unique in South Australia and continues to work on road safety issues that affect all our 7-member councils. Sponsored by MAC and supported by regional stakeholders the program continues to provide evidence that builds a clear case for the successful delivery of road safety initiatives in the region from the very region it serves. The employment of a Regional Community Road Safety Officer (0.6 FTE) provides leadership and coordination within our region. This position has enabled stronger links to our association’s internal operations, e.g. its links to the LCLGA Roads and Transport Working Group and member Council’s infrastructure developments. Local Government is a key partner in the continuing campaign “Towards Zero Together “the State Road Safety Strategy 2020. This has assumed greater importance with the Australian Government demanding that road safety is an essential criterion when applying for Commonwealth road infrastructure funding.
16 STRATEGIC ACTIVITIES 2017-18 5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY
DESIRED OUTCOME LC LGA ROLE LC LGA ACTIONS 2017-18
Lead regional advocacy and action on priority issues, and actively engage and coordinate partner organisations’ action on common regional issues, including: LCLGA is recognised as the regional • Emergency Services Sector Reform leadership body which provides a 5.1 5.1.1 Regional Leadership • Unconventional gas exploration and framework and coordination for other development in the Region regional groups. Facilitate active engagement and participation of Constituent Councils on issues and decisions that impact their communities.
Deliver Stage 2 of the Regional Planning Alliance Project and the Memorandum of Understanding between all Constituent Councils. Identify and coordinate practical opportunities for joint investment, shared services and resources between Constituent Councils and the LGA that improve service delivery and provide cost savings. Coordinate and convene specialist LCLGA Working Groups to address and take action on regional issues of common interest to Constituent Councils, including: Regional Local Government is effective 5.2 5.2.1 Council Coordination • Roads and Transport Working Group and cost efficient. • Limestone Coast Regional Trails Implementation Group • Limestone Coast Economic Diversification Group • Regional Waste Management Steering Committee • Regional Sport and Recreation Advisory Group • Regional Planning Alliance Implementation Group • LCLGA Charter and Subscription Review Working Party • Vocational Education, Training and Skills Working Party
Finalise the review of the LCLGA Charter with 5.3 A well-governed regional organisation. 5.3.1 Delivery endorsement from all Constituent Councils.
17 STRATEGIC ACTIVITIES 2017-18 5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY
Lead effective and targeted advocacy campaigns on priority regional issues, in partnership with Constituent Councils, the LGA and regional organisations as appropriate. LCLGA maintains its reputation with State Continue to be active members of SAROC and Australian Governments as a leading and the LGA Board to support LCLGA’s 5.4 5.4.1 Advocacy Local Government body and ef-fective advocacy on regional issues and issues advocate for the Limestone Coast. affecting Local Government. Lead the region’s response and input to the State and Australian Governments on key issues and opportunities, acting as a single point of contact for regional visits and requests.
Renew the LCLGA website to a modern Effective communications with Constituent platform to provide an up-to-date 5.5 Councils, partner organisations and the 5.5.1 Delivery communication tool. community. Continue LCLGA representation on key outside organisations.
Implement an annual program of budget development, consultation, adoption and review. Ensure that the LCLGA Board and Constituent Councils are provided with LCLGA financial processes are transparent bimonthly financial and performance 5.6 and efficient, ensuring a sustainable 5.6.1 Delivery reports, and an Annual Report. financial position. Explore approaches to attract funding for LCLGA to deliver or partner on priority regional projects, in particular the Regional Planning Alliance and Regional Trails Implementation projects.
18 STRATEGIC ACTIVITIES 2017-18 5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY
5.1.1 Lead Regional Advocacy: As the peak Local Government body in the region, LCLGA continues to work closely with our local Members of Parliament, Federal Member for Barker Mr Tony Pasin, Member for Mount Gambier Mr Troy Bell, and Member for Mackillop Mr Mitch Williams & Nick McBride, and commends the work they do on behalf of our region. Additional to maintaining these close working relationships we also maintain close contact with both the State and Federal Government and regularly meets with Ministers and senior agency staff on issues relevant to the Region. During 2017 - 2018, LCLGA maintained its close partnership with the Hon Geoff Brock MP, Minister for Local Government and Minister for Regional Development and the Hon. Tim Whetstone MP, Minister for Primary Industries and Regional Development.
5.2.1 Regional Planning Alliance: Our Executive Officer has represented the region on the State Project Working Advisory Group that has been working towards developing a Toolkit for the establishment of Joint Planning Boards in line with the Planning, Development and Infrastructure Act 2016.
5.4.1 Targeted Advocacy Campaigns on regional priorities and representation at SAROC: President of the LCLGA Mayor Erika Vickery and the Executive Officer Dominic Testoni continue to attend SAROC meetings and have input into the many regional issues that are elevated to the LGASA Board for consideration.
5.5.1 Review Website and develop effective communications strategies: This project will continue into the next financial year in an effort to develop a communication strategy and platform that best targets and represents the important regional work that we undertake. Developing a modern platform for communication is seen to be essential to continually inform, not only our regional and state partners, but to broadcast our regional strengths to an international audience. The Limestone Coast region is a power house of the South Australian economy and our goal is to ensure we have the best resources available to communicate that message.
5.6.1 Financial Reporting and budget development: We continue to hold our bi-monthly Board meetings across the Limestone Coast with the full suite of financial reports and project reports being tabled for consideration. Budgets are prepared and sent out for Council feedback throughout April and May each year with final adoption of the Annual Budget taking place at the June Board meeting.
Throughout the year many motions are also tabled for the Board’s consideration and we thank those member Councils for utilising the strength of the regional body to prosecute their case to the State and Federal levels. Throughout the year our staff continually monitor the grants environment to assess opportunities as they arrive. In this past year we have been able to attract additional funding via ad-hoc grant programs.
19 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL TOURISM
The South Australian Tourism Commission (SATC) has one strategic partnership with each region in South Australia (there are 11 regions including Limestone Coast).
The Limestone Coast Local Government Association is the preferred partner and we enjoy a strong working relationship which supports the strategic alliance. The SATC provides $45k pa to LCLGA, plus access to a further $20kpa (matched 1:1) for consumer facing activity. This financial agreement outlines pertinent KPI’s be achieved like being an in-region liaison for industry, political acumen and local intelligence. In addition, there is a requirement for the Tourism Industry Development Manager to assess certain funding applications that may have a tourism outcome, for example Events Funding.
The LCLGA Tourism Management Group continues to monitor and oversee the implementation of the regional Priorities to Grow the Visitor Economy by 2020 within our Regional Tourism Framework - pictured below.
INDUSTRY REGIONAL LEADERSHIP GOVERNMENT
The Limestone Coast Collaborative Limestone Coast Local Government South Australian Tourism Commission Custodians of the Limestone Coast Regional Association Regions SA / PIRSA Brand Consisting of 7 local councils Dept. Environment, Water, Natural Resources 24 x Tourism & Business Interest Groups Limestone Coast Economic Development 875 tourism business across the region Group Austrade A group of high level leaders and economic South Australian Tourism Industry Council AusIndustry practitioners focused on driving the region The peak body of the SA Tourism Industry forward with their LCED Group Work Plan. Leadership Delivering on the promise Regional Development Australia Limestone Capacity Building + Support Consumer Facing Activities Coast Funding
Capacity Building + Facilitation
Advocacy + Support
Leadership
PRIORITY 1: GROW OUR SHARE IN INTERNATIONAL VISITOR EXPENDITURE The Limestone Coast was represented at the following Trade Events, specifically targeting our key international markets of United Kingdom, Europe/Germany, China, United State of America, India, South East Asia and New Zealand.
öö India Travel Mission – Pune, August 2017. Secured 90 face to face appointments with leading travel wholesalers and travel influencers from across India. This was a Tourism Australia managed event.
öö South East Asia Walkabout – Bali, September 2017. Secured 78 face to face appointments with Online Travel Agents, Wholesalers and Inbound Tour Operators from across the markets of Singapore, Malaysia and Indonesia. This was a Tourism Australia managed event.
öö Australian Tourism Exchange – Adelaide, April 2018. Secured 118 face to face appointments with wholesalers, online travel agents, inbound tour operators and tourism suppliers from Australia, United States of America, United Kingdom, China, New Zealand & Europe.
The Limestone Coast continues to be a financial member of the Australian Tourism Export Council (ATEC) which enables the region to be viewed credibly when being represented internationally and domestically in the trade distribution system. The region also holds a position on the South Australian Branch Committee of ATEC.
20 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL TOURISM
In support of the above Trade activity, the region hosted a number of familiarisations with wholesalers, travel influencers and media from various countries, some as a result of meetings held previously at Trade Events. These familiarisations were hosted in partnership with the South Australian Tourism Commission and Tourism Australia.
To address the level of occupancy in the region, a new initiative to pursue more coach groups to the region was established. The LCLGA Tourism Management Group developed a campaign to increase the number of coach companies that tour through the Limestone Coast, including
öö Industry Workshops to build understanding of the customer and their needs
öö Familiarisation program – hosting itinerary planners and Coach Captains.
öö Develop Group Series Product Manual (digital version and a short-run print version)
öö Targeted Trade Show attendance
The project was supported by the SATC with a financial contribution to help deliver and produce the product manual. It is expected to have the project completed by end of September 2018.
As part of a large consortia, the LCLGA supported an application with Wine Australia to help fund an interactive trails project that aimed to bring together wine associations and other symbiotic organisations to build their capabilities and confidence to better target, attract and host international wine visitors. The funding application was successful, enabling the project – valued at $350k – to deliver a digital consumer-facing portal that will inform, entice and disperse travellers across the region, ultimately increasing length of stay and depth of meaningful experience.
During the 12 month period, the LCLGA partnered with the South Australian Tourism Industry Council to host a workshop in region that focussed on Commission & The Distribution system. 15 tourism operators attended.
The Limestone Coast international visitation is 46,000 with 284,000 nights valued at $19m. (Tourism Research Australia International Visitor Survey, year ending March 2018).
Limestone Coast Booth at Australian Tourism Exchange, South Australian team at SE Asia Walkabout, Bali, September 2017 Adelaide, April 2018
21 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL TOURISM
PRIORITY 2: BUILD ADVOCACY AND FORMALISE ACTIVITIES FOR THE ‘VISITING FRIENDS & RELATIVES’ SECTOR
Together with South Australian Tourism Commission, the regional established a subscription account on WeChat.
An industry prospectus was circulated to encourage paid content on the site by local tourism operators and attractions.
PRIORITY 3: USE EVENTS TO GROW VISITATION
As part of our strategic partnership with the South Australian Tourism Commission, the Tourism Industry Development Manager supported 6 applications in the Regional Events and Festivals funding programme. 3 events were successful in receiving money to contribute towards their marketing efforts that could lead to increased visitation and expenditure in the region.
The region hosts over 110 events each calendar year and recognises the high level of volunteers, therefore con-ducted a survey with event organisers to determine how the LCLGA could provide support and assist with the capa-bilities at individual events. An events forum will be held in the next financial year.
PRIORITY 4: BUILD A REGIONAL PROPOSITION TO ATTRACT CORPORATE AND BUSINESS TRAVELLERS
The Limestone Coast purchased a membership with the Adelaide Convention Bureau as first step into establishing some formal activity in this area.
The Tourism Industry Development Manager participated in a masterclass to increase the level of understanding on how our region can leverage our membership and included training in the on-line pitch portal.
PRIORITY 5: WORK TOGETHER TO RAISE THE PROFILE OF THE LIMESTONE COAST
The LCLGA partnered with SATC & South Australian Tourism Industry Council (SATIC) to deliver a series of business capacity building workshops in the region based on the following themes: Digital Visibility, China Ready, ATDW, Packaging, Pricing & Partnerships 193 tourism operators participated.
When representing the region, the Limestone Coast Regional Brand is used and supported to create awareness.
22 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL TOURISM
In March 2018, an e-newsletter was established, with regional branding, to help inform tourism operators about workshops, funding programmes, regional events and tips to help increase their digital visibility. The database has 271 operators, with an open rate of 43%.
Trade Presentation front cover
Limestone Coast Brand at India Travel Mission 2017 Launched a Limestone Coast Treasures Trail which grouped our China-ready experiences in English and Mandarin (that met certain criteria).
23 PROJECT REPORTS - ANNUAL REPORTS 2017-18 WASTE MANAGEMENT
Throughout the year, the Limestone Coast region has taken collective actions to reduce the amount of waste disposed to landfills and increase efficiency in regional waste management. However, waste management remains a critical regional issue, and even become more significant after the announcement of China National Sword Policy in July 2017.
From 1 January 2018, China has increased the standard of recyclables it accepts as imports. This means that China no longer accepts the types of products that Australia can viably produce for export and the waste industry can no longer rely on China as a destination for its recyclable materials.
The impacts of the China National Sword Policy present an opportunity to re-shape South Australia’s as well as the Limestone Coast region’s recycling industry by developing local markets for recyclable materials and establishing a truly circular economy.
The following are priority projects undertaken in the Limestone Coast:
LIMESTONE COAST REGIONAL WASTE AND RESOURCE RECOVERY INFRASTRUCTURE PLAN The region faces challenges for waste management and related infrastructure including transporting waste from some locations to landfills in the region or to other regions, which involves long travel distances and associated costs. There are also long travel distances and high costs involved in sending recovered materials to recycling markets and exports in Adelaide and Melbourne.
The LCLGA acknowledge the significance of a coordinated approach to regional waste management for its seven constituent councils. In collaboration with consultants, the LCLGA commenced the development of Limestone Coast Regional Waste and Resource Recovery Infrastructure Plan in May 2018. The purposes of the project are:
1. To develop an integrated infrastructure plan that considers SA’s Waste Strategy 2015-2020 and the SA Waste and Resource Recovery Infrastructure Plan;
2. To identify infrastructure required for the region that best achieves economies of scale;
3. To identify options for future waste and resource recovery infrastructure;
4. To identify options for the LC region to input waste with other regions to create a critical mass (legal restrictions associated with cross-border movement of waste needs to be specified in the plan);
5. To identify innovative infrastructure for the region;
6. To increase employment opportunities in the region through waste and resource recovery.
The plan will provide information on existing waste infrastructure in the region, current resource recovery initiatives and opportunities for infrastructure provision and improvements. The merits and cost benefits (or business case) of purchasing mobile and shared resource recovery equipment will be considered within current policy settings and economic climate.
To date, literature review, data collection, site visits and consultant to 19 businesses/ waste contractors in region have been completed.
Neighboring councils in Victoria have been contacted to understand waste volume and waste and recycling infrastructure. Business case for alternatives and final plan will be delivered no later than October 2018.
24 PROJECT REPORTS - ANNUAL REPORTS 2017-18 WASTE MANAGEMENT
WASTE LESS, DIVERT MORE ‘Waste Less, Divert More’ is adopted from the ‘Love Food Hate Waste’ campaign which runs in NSW and VIC. The project focus on reducing food waste disposed in the general waste bin through raising awareness on food waste, its impacts and how households can reduce it thus saving money and the environment.
A short TV commercial has been produced using infographic and animation demonstrating the amount of food wasted in landfills, impacts on natural resources and environments, tips to avoid food waste and ways to recycle food scraps.
öö Currently the commercial is broadcasted on WIN TV during targeted education programme, covering 50 spots from July to September. Total audience reached 89,700, including the Limestone Coast, Riverland, Murray Lands, Western Victoria and Southern New South Wales.
öö The short video will be shared on Youtube, Council social media and the LCLGA website.
öö Other educational and awareness raising collateral (print and digital) are currently being developed and will be distributed in the region.
Putrescible waste in the Limestone Coast has to be transported over 100km in some parts of the region. If food waste is decreased by at least 10%, this would lead to about 450 tonnes of food waste being diverted from landfill, a decrease in greenhouse gasses emission, and savings for Councils.
SCHOOL WASTE REDUCTION AND RECYCLING CHALLENGE The 2018 School Waste Reduction and Recycling Challenge is held for the second year following the successful outcomes in 2017.
This year competition categories increase from 3 categories to 4 categories as followed:
1. Least general waste per capita
2. Most recyclables per capita
3. Least amount of general waste and recycling generated per capita
4. Highest amount of waste composted per capita
This year 15 schools, kindergartens and childcare centres registered to take part in the challenge, with 12 schools undertaking waste reduction activities and engaging a total of 2,161 students across the Limestone Coast. Data of the observations were received from 10 schools. Schools can enter as many competition categories as they like. The challenge commenced on 5 March and ended on 6 April 2018. Prizes are awarded to the top three schools in each category - First Prize $1,000, Second Prize $500, Third Prize $250. Prizes will be awarded at the Award Ceremony being organised at the August LCLGA Board meeting in District Council of Grant.
One of the significant outcomes of this project is that schools developed or improved strategies to reduce waste sent to landfill and are continuing to implement them, even after the challenge ended. Strategies used are such as nude food days, putting up posters around schools in strategic positions, newsletter articles, encouraging students to make their own sandwiches rather than buying sandwiches as these have a lot of packaging, and encouraging students to dispose waste in the correct bin.
25 PROJECT REPORTS - ANNUAL REPORTS 2017-18 SPORT AND RECREATION
Local Government recognises the importance of sporting and recreation clubs to regional communities and is pleased to partner with the Office for Recreation and Sport to deliver the Star Club Program in the Limestone Coast. The Star Club Program promotes involvement in recreation and sport by supporting all sporting and recreation clubs in the Limestone Coast in the areas of leadership, financial sustainability, compliance, planning and volunteer management.
LCLGA hosts the Starclub Field Officer, who serves as an on-ground resource and a conduit between clubs, councils, associations and the Office of Recreation and Sport. The long term goals of this program are:
öö to ensure clubs in the region are compliant with State and Federal legislation,
öö clubs are financially stable through prudent self-management and have access to appropriate funding
öö maintain and build on membership, players and volunteers within the club.
The STARCLUB Field Officer provides support to clubs and associations in a number of areas:
Funding and Financial Stability Awareness of grant availability and application support, increased eligibility through Starclub membership, and education and training regarding financial stability.
Volunteer Management Sourcing and retaining volunteer support, running nationally-accredited training and education locally, information on education and training courses, providing templates for job descriptions for volunteers, Volunteer Management Policy assistance, ideas to involve, recognise and reward volunteers, and providing information on Succession Plans and complaints / conflict procedure.
Compliance Occupational Work, Health and Safety for club staff and volunteers, Child Protection, constitutions - update, review or start from scratch, incorporation, affiliation with State or national bodies, compliance with the Discrimination Act, risk management and information on licensing requirements for clubs selling alcohol.
Planning Long term maintenance of facilities, Strategic Planning, job descriptions, Codes of Conduct, Good Sports Program and Play by the Rules program.
The Starclub Field Officer is guided by the Regional Sport and Recreation Advisory Group, established with membership from all Constituent Councils. This Group provides direction and feedback for the Starclub Field Officer as well as determining issues for clubs and associations that can be dealt with on a regional level.
26 PROJECT REPORTS - ANNUAL REPORTS 2017-18 SPORT AND RECREATION
The STARCLUB Field Officer program delivered the following outcomes in 2017-18:
öö Had 128 face to face meetings with clubs/associations providing support in the STARCLUB Program, as well as Funding, Strategic Planning, Facility Planning, Sports Tourism Opportunities, Conflict Resolution, Volunteer Support, Financial guidance and various other sports related issues. Plus provided support to clubs with hundreds of phone calls and emails received.
öö Grant Assistance given to Clubs and Associations. The SFO provided advice and support to 36 clubs looking to apply for grants. In the 2017/18 financial year over $2.2million of Office and Recreation and Sport Funding has been given to Limestone Coast Clubs and Associations
öö The STARCLUB Field Officer also provided the following training and education for clubs in the region. - 3 Child Safe Officer Courses; Mount Gambier - 13 attendees, representing 7 clubs Millicent - 11 attendees, representing 7 clubs Robe - 8 attendees, representing 3 clubs - 2 Emotionally Coaching Children Courses; Mount Gambier - 39 attendees, representing 25 clubs Naracoorte - 11 attendees, representing 7 clubs - 1 Essentials to Coaching Children Course; Bordertown - 15 attendees, representing 9 clubs
öö The SFO has worked with 7 clubs across the region on putting together their Strategic Plan. This has been a free service for clubs. To get a private consultant to come in and put together a plan would cost clubs hundred and maybe even over a thousand dollars. A strategic plan helps clubs become sustainable long term and is an essential tool when applying for funding, especially facility improvement funding.
27 PROJECT REPORTS - ANNUAL REPORTS 2017-18 SPORT AND RECREATION
Below is a table comparing the regions STARCLUB numbers from 2016-17 to 2017-18. In all areas we have seen an increase in clubs registering and progressing through the program. This is due to the support councils have shown to the program.
STARTCLUB STATUS 2016-17 2017-18
Level 1 - Registered 212 232 Number of sport and recreation organisations registered in the STARCLUB program
Level 2 – Submitted 126 144 All questions have been answered online as wither Yes, No or In Progress
Level 3 - Provisional online status achieved 71 87 At least 3 questions in each of Parts 1-5 must be answered YES including all mandatory questions
Level 4 - Full STARCLUB recognition achieved 33 40 A consultant has met with the club and determined if the club has appropriately met criteria for ‘Recognition’
LIMESTONE COAST REGIONAL SPORTING ACADEMY (PILOT PROGRAM) In partnership with the Office for Recreation and Sport and the LCLGA, the Limestone Coast Regional Sporting Academy (LCRSA) inducted its first Inductees in October 2017 and commenced working with these Athletes in November, as part of a Pilot Program.
The LCRSA has four main objectives: 1. To identify regional sporting talent 2. To educate and develop youth in the region 3. To provide pathways to State and national representation 4. To develop the skills of regional coaches
The 12 Athletes were: 1. Cody Lewis - Hockey 2. Madisyn Freeman - Aussie Rules 3. Brock Keding - Baseball 4. Thomas Bignell - Swimming 5. Connor Prior - Cricket / Soccer 6. Hannah Elliott - Athletics 7. Jade Delaney - Hockey / Tennis / Golf 8. Kynen Adams - Aussie Rules 9. Zachary Walker - Basketball / Aussie Rules 10. Jaxon Rayner - Motorcross / Enduro / Supercross 11. Brad Hann - Athletics 12. Georgia Clarke - Hockey
28 PROJECT REPORTS - ANNUAL REPORTS 2017-18 SPORT AND RECREATION
These athletes were provided with a 12 month Gym membership, a full muscular skeletal assessment screening and report, a 12 month Elite Athlete Strength and Conditioning Program (2 sessions a week at the gym and an at home program), Coaching, Educational Sessions (Sports Psychology, Media Training, Coping with Pressure, Sporting Routines and Sports Nutrition), and High level testing at the University of SA’s High Performance Centre in Adelaide.
The program has given the athletes the chance to understand the training and preparation requirements to become an elite athlete, as well as improve their performances at school as well as on the field or track.
In December last year the Academy formed a partnership with the University of South Australia. I would like to take this opportunity to personally thank Ian McKay (Regional Manager – Uni SA, Mount Gambier Campus) for his passion and drive for our program. Ian, has played a major role in ensuring this partnership exists. The Academy uses the Uni SA Mount Gambier Campus for its education sessions. The athletes also were able to travel to Adelaide and complete high-level testing usually reserved for professional athletes, at the Uni’s High Performance Centre. This was a fantastic trip and the athletes were also able to meet the Minister for Sport and Racing, the Hon. Corey Wingard MP, as part of the State Governments partnership with the Academy.
The current intake of Athletes will complete the 12 month program at the end of October 2018. From there we are looking to expand the program at a sustainable rate. The Academy is in the process of finalising partnerships with Hockey SA and Athletics SA and is working with a number of other State Sporting Bodies to have sport specific programs available to athletes and coaches. We were successful in obtaining funding from the Office for Recreation and Sport to extend the program for 12 months with an option for another 12months, dependent on meeting criteria.
The Academy is also working with Local Government and Businesses to ensure the program can be a long term one in the region.
The LCRSA athletes have done the Academy and our region extremely proud, competing at State and National levels in the past year. All athletes have been great ambassadors for the program. We look forward to continuing supporting our current and future LCRSA athletes in the coming years.
29 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL ROAD SAFETY
OBJECTIVES The overarching responsibility of the MAC Regional Community Road Safety officer is to advance road safety in the South East region whilst promoting and raising awareness of MAC’s road safety programs. The priority work areas identified for 2017/2018: öö MAC Campaign Support öö Workplace Engagement öö Digital Engagement öö Community Engagement öö Community Road Safety Groups
MAC CAMPAIGN SUPPORT Our strong relationship with regional print and electronic media enabled the promotion of MAC’s campaign messages throughout the year. The use of our social media (Facebook) was instrumental in pushing the messages out to the media, local members and community road safety groups.
MAC campaigns such as “It’s a long road to the MCG”, “Dutch Reach’ “Gear up – Ride Safe” “Be a Good Egg”, “Worth the Stop” and the SANFL Community Football Country Championships are good examples of supporting MAC’s statewide campaigns. The “No Winners Here” weekly road safety message continued to be circulated to all community road safety groups, Councils, regional media and interested stakeholders.
The same road safety message was updated each week and placed on the pages of 7 country football associations in South Australia during the football and netball season highlighting the unnecessary level of road trauma on regional and rural roads.
Country Footy SA were able to post this the weekly update on the pages of the majority of SA country football leagues on the weekend of the SA Country Football Championships. The weekly emails usually carry a themed MAC road safety message. With SAPOL present the MAC sponsored road safety presentation to players and members of the Mundulla Football Club. Campaign results from MAC’s Country Football road safety round, “It’s a long road to the MCG”, the LCLGA’s weekly email, “No Winners Here” and our work with Basketball Mount Gambier promoting Fatality Free Friday clearly demonstrates that the medium of sport in country communities reaches target audiences at risk and those who have the capacity to positively influence the road safety behaviour of others.
INDUSTRY WORKPLACE ENGAGEMENT In step with the South Australian Road Safety Strategy – Towards Zero Together we begun workplace activities in alignment with the region’s key industries and major employers. In association with One Forty One Plantations (Forestry/manufacturing) and the establishment of a regional Safe Freight Network, progress is being made on improving workplace driving, road safety culture and the interaction of the Heavy Vehicle industry with other road users. This network is expected to include the various sectors that comprise the regional freight task, forestry, livestock, fluids, bulk and general freight and contractors. Using available training resources from the ARRB and NRSPP and the LGA Training Services we have alerted industry of informative and business improvement (road safety/resultant economic benefits) opportunities through webinars. For example, “Making Safety a Stronger Priority” highlighting the learning points from Daryl Dickenson’s Transport case study, a Queensland based SME who have over time embedded a road safety culture with their employees. Councils have also been encouraged to participate in online webinars that cover national issues and best practice on Logistics/Construction of Safe Cycling and Safe Cycling as offered by the NRSSP. The Regional Community Road Safety Officer is now a member of the LCLGA’s Roads and Transport Working Group. This role has gained greater significance now that the Australian Government’s expects road safety applications to outline benefits as essential components of funding submissions for roads and infrastructure projects. Input into SA Power Networks regional consultations contributing regional views on roadside power infrastructure. Feedback provided to the Manager of Destination Development at the South Australian Tourism Commission (SATC) on the condition of our regional road network and the impact on our self drive market.
30 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL ROAD SAFETY
DIGITAL ENGAGEMENT Our use of social media that began in 2016 is now an important part of our communications package. Facebook posts highlighting campaigns, issues and events are also used to educate all road users. Regular social media posts promote and share current MAC road safety campaigns.
Opportunities are also seized to promote timely road safety messages that relate to regional issues for example, fatigue, drink/drug driving and speed. For example, one of our posts in late winter on the dangers of “Black Ice” on roads reached over 6,600 and engaged with 800 people.
Conduct a “Lights on During Daylight Driving” radio road safety message that began on Triple M and Star FM at the beginning of Winter 2018 and continued for the month of June. This campaign and others was also made available to community radio stations in the Tatiara and the Lower South East.
An innovative road safety campaign was introduced in the lead up to Christmas 2017 with The Border Watch newspaper group who have 3 regional newspapers in the South East as well as an online presence and e-edition. This campaign involved members of SAPOL, the SA Ambulance Services, SES and the SAMFS as well as Local Government delivering messages in both digital and print formats. 6 videos were produced with first responders imparting sobering road safety message, urging people to adopt safe driving behaviours. 11,309 Facebook users were reached in this Xmas Holiday campaign.
The Limestone Coast has the highest tourist visitation rates in regional South Australia and the self-drive market comprises most of our visitors. Recognising this, a creative info-page and accompanying editorial was placed in the 2018 “Stay Another Day” regional tourism magazine. The magazine with a print run of 20,000 has a long shelf life and offers several road safety tips to keep visitors, residents and our roads safer.
Regional media has continued to demonstrate their commitment to regional road safety with their willingness to distribute key road safety messages. We acknowledge and thank ABC SE Local Radio, Southern Cross Austereo, WIN Television, The Border Watch and Fairfax regional media for their support.
COMMUNITY ENGAGEMENT In conjunction with the combined Rotary Clubs of Mount Gambier assist with the coordination of Road Safety Education (RSE) “Rotary Young Driver Awareness (RYDA) program in September 2017. 99 Year 11 students (L and P plate drivers) from 7 regional schools participated. RYDA is now entering its 4th year and planning is underway to establish RYDA in the Tatiara region in 2019.
Road safety presentations were made to local service clubs, e.g. Rotary, Young Leo’s (Lions), as well as Probus who participated in “Safer Seniors” presentations.
Assist with the promotion and coordination of the Annual Regional “Lights and Car Safety Check “championed by Rotary in the Limestone Coast. Evening sessions were held at Bordertown, Naracoorte, Millicent and Mount Gambier the first Thursday after the end of daylight saving.
We produced a 2018 Road Safety Calendar with student participation from 2 regional Primary Schools, a collaboration with the Mount Gambier and District Road Safety Group, SAPOL, SAMFS and Local Government. Released at participating schools in December 2017 with joint road safety presentations from SAPOL and the LCLGA.
Reinstated the “Slow Down, Kids Around” and “Hold My Hand” Summer Holiday time campaign aimed at drivers, parents and young children in all member Councils. Running from December 2017 to February 2018, this popular initiative was also embraced by our regional media and Town Progress Associations in some of our smaller communities in 2018.
Coordinated the visits of 2 professional racing teams competing in the National Road Series “Tour of the Great South Coast” to local schools. These visits are now entrenched in the annual tour and last year over 400 students from 4 schools attended sessions informing students on road safety, safe cycling along with health and wellbeing.
31 PROJECT REPORTS - ANNUAL REPORTS 2017-18 REGIONAL ROAD SAFETY
Led a successful 3 day road safety campaign coinciding with “Fatality Free Friday” in May 2018. This involved Local Government, SAPOL, SAMFS, a community road safety group, the Mount Gambier Pioneers Basketball Club and regional media. The Pioneers are the region’s highest profile sporting club who successfully compete in the South East Australia Basketball League (SEABL) and who share MAC’s commitment to road safety. The Pioneers Board have expressed their desire to repeat the Fatality Free Friday campaign in 2019.
Assisted managers of regional Migrant Resource Centres (MRC’s) identify and take up opportunities for driver education for new arrivals.
Promoted the availability of partner programs to community groups, sports, service, senior’s clubs and business and community groups.
Promoted the existence of Funding Grants, e.g. DPTI’s Resident’s Win, Community Grants supported by MAC, RAA’s regional safety grants, Bendigo Bank Community Fund, OTR and the Foundation for Regional and Rural Renewal (FRRR) “Small Grants” program.
Together with the District Council of Robe we assisted the Board of the Robe Community Bank with the development of a road safety project that will inform International drivers on road safety and rules. A further project has been flagged aimed at pedestrian safety during peak holiday time and festivals.
Raised opportunities for the community to engage in community consultation and “Have their Say” on road safety issues, e.g. the proposed changes to the licensing of Motor Cycle Riders in SA.
Liaised with regional Councils about the need to upgrade dated and dilapidated roadside safety signs.
Increased road safety awareness by promoting the International “World Day of Remembrance for Road Traffic Victims” in November 2017 and Road Safety Week in May 2018.
With support of the Department of Planning, Transport and Infrastructure (DPTI), and the Council of the Ageing (COTA), facilitate “Moving Right Along” sessions to Probus Clubs in the Tatiara region.
Assist COTA with the local recruitment of “Peer Group” educators. Assisted the RAA’s Education Programs unit with the regional delivery of road safety education sessions in several our towns and communities. Opening up rural access to their “Years Ahead”, Car Fit” and the correct fitting of child restraints information and training sessions. Assisted in creating opportunities for residents to contribute to RAA surveys on the conditions of the State’s road network were also promoted.
COMMUNITY ROAD SAFETY GROUPS Actively engaged, supported and encouraged Community Road Safety Groups that operate in the Tatiara, Wattle Range and Mount Gambier and surrounding districts. The Regional Community Road Safety Officer regularly attended these meetings often out of office hours and facilitates the sharing of information between the groups.
Guided Community Road Safety Groups with their localised and region activities, e.g. the development of action or strategic plans.
Assisted the Wattle Range Road Safety Group and Council with their major project, the upgrade of the regional road safety training centre in Millicent.
Encouraged and promoted the number of “Driver Reviver” roadside stations in the Limestone Coast and adjacent regions for travellers at peak holidays times such as Easter and Christmas.
When necessary, assisted road safety groups draw road hazards to the attention of the relevant authorities. For example, access issues for vehicles to pull into and out of rest areas and in school precincts.
In conjunction with the Mount Gambier and District Road Safety Group assisted with the development of “Slow Down” decals for placing on householder’s kerbside rubbish bins located in strategic places within 2 Council areas.
Promoted the availability of programs offered by MAC partner’s, viz, SAPOL, RAA, DPTI and RAP and encouraged groups to access youth-based initiatives e.g. Prevent Alcohol Related Road Trauma in Youth (PARTY).
32 PROJECT REPORTS - ANNUAL REPORTS 2017-18 CLIMATE ADAPTATION
Following the 2016 Limestone Coast Regional Climate Change Adaptation Plan and Sector Agreement between the Government of South Australia (represented by the Minister for Climate Change), the LCLGA, RDA LC and the SE NRM Board, the Limestone Coast Climate Adaptation project commenced in August 2017 with membership of the committee and a Terms of Reference being adopted at the October 2017 LCLGA Board meeting. Prae Wongthong was appointed to the role of Climate Adaptation Project Officer.
Key responsibilities include:
öö Facilitating and overseeing the Planning for Sea Level Rise in the Limestone Coast Project (LiDAR Mapping)
öö Developing a Community Education and Awareness Strategy for Climate Adaptation (Climate Education and Awareness Strategy - CEAS)
öö Supporting Councils and partner stakeholders to implement the CEAS
öö Strengthening collaboration and building community connections to ensure the long-term success of the CEAS
HIGHLIGHTS PLANNING FOR SEA LEVEL RISE IN THE LIMESTONE COAST (LIDAR MAPPING) öö A successful application was submitted by the LCLGA under the Natural Disaster Resilience Program (NDRP) to complete LiDAR mapping for the coastline and high risk areas from the SA/VIC border to the Coorong/ Murray mount. The Laser Imaging Detection and Ranging information will be used to identify assets that are threatened (social, cultural, built and environmental), and to progress the actions to protect and adapt coastal communities and environments from the likely impacts of sea level rise, storm surge, inundation and increased erosion. This information can also be used to determine areas for future development that are not likely to be at risk and to amend development plan to restrict development.
öö The Contractor commenced the LiDAR data acquisition and photogrammetry in May 2018. Data products of Penola and Naracoorte Creek have been delivered, and the remaining data are currently being processed. Complete data sets will be delivered in August 2018.
öö The LCLGA on behalf of 7 constituent councils submitted a grant application to the NRDP for funds to undertake data interpretation and inundation mapping.
COMMUNITY ENGAGEMENT öö Earth Hour, a global environmental initiative aiming to raise awareness about climate change, was hosted for the first time in the Limestone Coast region. Various awareness raising activities were conducted during Earth hour Week (19 – 23 March 2018) and Earth Hour Day (24 March 2018) in the City of Mount Gambier, District Council of Grant, Wattle Range Council, Naracoorte Lucindale Council, District Council of Robe and Tatiara District Council.
öö Activities included displays at local libraries, accompanied with selection of books and DVDs in relation to climate mitigation and adaptation; documentary screening, school lessons, dinner by candle light at restaurant, and switch off of lights at Council buildings.
öö Collateral (print and digital) in relation to the changing climate in the Limestone Coast, climate projections and climate adaptation such as infographics, pull-up banner, posters and inspiration pack (information kit) were developed as part of education and awareness raising program.
öö The Project Officer continues to engage with local community to raise awareness and understanding about climate change. This include the elderly community, members of community with disability, schools, migrants, hospitality sector (café, bar, restaurant), health sector and industry. Engagement approaches vary from face-to-face communication, presentation, small group discussion to electronic mailing network.
33 PROJECT REPORTS - ANNUAL REPORTS 2017-18 CLIMATE ADAPTATION
STRATEGIC öö Education and awareness raising is a cross-sectoral adaptation option which is relevant to multiple sectors and multiple audiences. Improved climate change awareness and education is one factor that is globally, nationally and regionally seen as a facilitative tool to improve adaptive capacity in the society as a whole.
öö The Limestone Coast Climate Education and Awareness Strategy forms the commitment of the LCLGA to ensure that the community and partner stakeholders have the information and support they need to make the right decisions.
öö The CEAS recognise climate change as multifaceted phenomenon, focus on positive and inspiring actions and encourage actions towards multidisciplinary approach.
öö Four priority areas of the CEAS are: I) Understanding and communication; II) Adaptive capacity and community resilience; III) Behaviour change; and IV) Partnership and collaboration.
öö As climate continues to change throughout the Limestone Coast, impacts will be experienced by our communities, natural ecosystems, business and industries. Climate adaptation and mitigation cannot be achieved by an effort in isolation. The LCCAC will continue to support Councils and partner stakeholders in tackling priority issues like climate-induced inundation in coastal areas, impacts of extreme events to vulnerable community and water management for the benefit of community and environments.
34 PROJECT REPORTS - ANNUAL REPORTS 2017-18 SUBSTANCE MISUSE
Substance Misuse Limestone Coast very much appreciates the contribution made by the LCLGA in supporting the activities of the programme. Since the signing of the agreement with the Alcohol and Drug Fountain in April 2017 the Substance Misuse Project Officer and Group have made significant progress in achieving their goals.
Summary of Outcomes: Developing of Communication Plan and Action Plan for stakeholder engagement in Community
AOD EDUCATION IN SCHOOLS öö Researched evidence based AOD school educative programs. Including discussions with Alcohol & Drug Foundation (ADF) who pointed towards “Climate Schools”. Climate Schools is an on-line, cartoon based, Canadian educative program which has been upgraded and value-added by NDARC (National Drug and Research Centre) specifically for Australian students. Early research shows that alcohol and cannabis use has been significantly delayed in students who have undertaken Climate Schools.
öö Negotiated with NDARC for the cost of Climate Schools be more accessible for smaller regional schools. Therefore the cost for use of Climate Schools has dropped for every Limestone Coast School from $900 to $250 per school.
öö Tenison Woods College has undertaken Climate Schools with Year 10 Cohort.
öö Tenison Woods College Year 10’s will gain 10 SACE Points when supporting year 9 teachers delivery of Climate Schools to Year 9’s, and show case their learnings to their parents at a parent evening in Term 3. Students will receive a Certificate of Participation in being a Year 10 Leader and Peer Support from Substance Misuse Limestone Coast.
öö Tenison Woods College Wellbeing Teacher, made a power point for Teachers to use with activities for students that re-affirms Climate Schools’ messages. This can be used as an adjunct for the educative program, and can be used by other Limestone Coast schools, cherry picking lessons if they are time poor and cannot fit in all 6 lessons.
öö Allendale East Area School has initiated engagement with Climate Schools.
öö Tenison Woods College and Substance Misuse Limestone Coast have featured in an LDAT story on the ADF Website; https://community.adf.org.au/implement/stories/connection-reduce-substance/
COMMUNITY PARTNERSHIPS SMLC has $1000 seed funding for community groups in each Council area to develop and provide programs for disengaged persons to be involved in active pursuits to minimize boredom and vulnerability and isolation.
öö Met with Limestone Coast Council CEO’s, Community Development Officers, Rotary Clubs, Lions Clubs and community groups to discuss community partnership project, including seed funding for community people to engage in primary prevention programs for their regions vulnerable populations. The following outcomes are a result of SMLC meeting with community groups, clubs and Councils.
öö Port MacDonnell Bay Town Group are forming a sub-group “District Carers Connecting”, with the aim to connect people in the Wattle Range Council area who are caring for others, to expand their world, make new connections, reduce isolation and loneliness and participate in therapeutic activities. They will be incorporating a mini-bus to transport people from Tarpeena to District Carers Connecting activities, furthering connection of isolated people.
öö Kingston SE Branch of Watch SA are partnering with SMLC and the Kingston District Council to connect with isolated and vulnerable people to reduce isolation, loneliness and increase their positive activity options.
COMMUNITY FORUMS öö Specialist Speakers engaged:
öö Mt Gambier Community Forum, opened by Troy Bell MP, approximately 120 audience members
öö Bordertown Community Forum, opened by Nick McBride MP, approximately 70 audience members
öö Community Forums planned for District Council of Robe, 30th July 2018, Kingston District Council, 13th August, Naracoorte Lucindale Council 20th August and Wattle Range Council 3rd September 2018. 35 ACKNOWLEDGEMENTS
LCLGA acknowledges the Constituent Council Mayors, Elected Members, Chief Executive Officers and staff for their support of the regional role of the Association.
During 2017 - 2018, the LCLGA Board engaged a small team to implement a diverse and comprehensive regional work plan: Dominic Testoni (Executive Officer), Michaela Bell (Projects Manager), Tony Elletson (LCLGA Star Club Field Officer), Rob Forgan (Community Road Safety Officer), Biddie Shearing (LCLGA Tourism Industry Development Manager) June Saruwaka (Regional Waste Management Coordinator) and Mae Steele (Executive Support Officer). The Team farewelled June Saruwaka (Regional Waste Management Coordinator until March 2018, Maternity Leave). and welcomed Prae Wongthong (Climate Adaptation Project Officer in August 2017 & Regional Waste Management Coordinator in March 2018)
The Local Government Association SA has continued to provide strong support to LCLGA and its members throughout the year. LCLGA acknowledges the contributions of SAROC members, Chief Executive Officer Matt Pinnegar and the many LGA staff that have supported LCLGA throughout the year.
The Local Government Research and Development Scheme funding has enabled LCLGA to undertake a range of additional projects throughout the year, both through additional Research and Development Fund projects and via the Regional Capacity Building Grants.
LCLGA enjoys a close working relationship with RDALC Board members and staff.
Dominic Testoni Executive Officer
36 FINANCIAL REPORTS 30 JUNE 2018
PRINCIPAL OFFICE BEACHPORT PENOLA ENGINEERING OFFICE ‘Civic Centre’ George Street Millicent Road, 27 Arthur Street Davenport Street, Millicent SA 5280 Beachport SA 5280 Penola SA 5277 Millicent SA 5280 Tel: (08) 8733 0900 Tel: (08) 8735 8029 Tel: (08) 8737 2391 Tel: (08) 8733 0901 Fax: (08) 8733 4999 Fax: (08) 8735 8309 Fax: (08) 8737 2206 Fax: (08) 8733 4472
Beachport Jetty - Graeme Mellor Find us on Facebook wattlerange.sa.gov.au Mary Whitehead ALL CORRESPONDENCE TO: PO Box 27, Millicent SA 5280 EMAIL: [email protected] New Holland Honey Eater - Holland Honey Eater New