District Council of Kimba Established 1924
www.kimba.sa.gov.au
ANNUAL REPORT
2008/2009
Buckleboo Road Opening Council Members March 2009 and Executives 2008/2009
By Council working closely with and as
part of the Community we can
New Chambers/Meeting make the difference room
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Page: Contents:
2 Contents 3 Mayor’s comments 4 Chief Executive Officer’s comments 5 Works Manager’s comments 6 Council Vision 7 Map – District Council of Kimba 8 Council Elected Members 9 Council representation ‐ other bodies, Council Employees ‐ Administration 10 Council Employees ‐ Works 11 Organisational Chart & Decision making structure Council Committee representatives 12 Auditor 13 Eastern Eyre Waste Management Group Engineering Works 14 Administration 14 Council Representation 15 Competitive Tender Arrangements 15‐18 Community Land Management Plans 19 Facilities 19‐21 Administration, Finance and Governance - Rates - Development - Public & Environmental Health - Sport & Recreation - School/Community Library - Waste Management - Complaint / Request procedure - Strategic Management Plans/Budget & Financial Reports - Debt Levels 22 Rate Rebate Applications 22 Freedom of Information 23 Competitive Neutrality 23 E.E.O. & Human Resource Management 24 Regional Subsidiaries 24 Financial Statements 24 Confidentiality Provisions 25 Senior Officer Remuneration 22‐27 APPENDIX A – Strategic Directions, Achievements 2007/08, 2008/09 28 APPENDIX B – Registers & Codes of Conduct & Practice 29‐30 APPENDIX C – Natural Resource Management 31 APPENDIX D – F.O.I. Information Summary 32‐39 APPENDIX E – Employees Code of Conduct 40‐42 APPENDIX F – DCK Public Consultation Policy 43‐45 APPENDIX G – F.O.I. Information Statement 1. Structure & functions of the Council 2. Services for the Community 3. Public Participation 4. Access to Council Documents 5. Amendment of Council Records 46 APPENDIX H – Financial Statements 47 APPENDIX I – ERDB Annual Report 48 APPENDIX J – EPLGA Annual Report
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MMAAYYOORR’’SS CCOOMMMMEENNTTSS ::
Before I started my 2008/09 report I had cause to review my report of the previous financial year. I was struck by the similarities and the old saying the more things change the more they stay the same. Thankfully in 2008/09 we have continued to have stability throughout the workforceh wit leadership provided by Deb, Michael and Rick for the admin and works groups respectively. Those leaders also need to be lead and the DC Kimba and its residents are fortunate to have Daryl as our CEO. I am quite sure that, as elected members, we are fortunate to have Daryl to guide us through the increasingly tricky maze that is Local Government in 2009. I also suspect that many residents do not realize the value and benefits that Daryl brings to this community through his experience and hands on approach. We were able to complete the sealing of the Buckleboo Road and it was pleasing to see many residents at the opening ceremony, capably conducted by Senator Annette Hurley. I can also report that the Kimba section of the Cowell road sealing has been completed with only line marking and minor remedial work needed to totally finish the job. We are also well on the way to having the new Ellis Drive blocks ready for owners to occupy. Happily we had wet weather to slow down activity in this area. We have also completed the fence, the surveying and CWMS connections for the four blocks at the northern end of the KPMV. Council has not yet made a decision on when to take them to market.
Perhaps the biggest highlight for the year has been the construction and completion of the new Council Chamber/Meeting room. It was delivered to us on time and on budget and will be of major benefit to the community for many years to come. I am delighted with the response of the many community groups who are making the most of this impressive facility.
Daryl, Carolyn and I attended the ALGA annual conference in Canberra during June. Whilst the conference can get bogged down by people who want to listen to their own voice, in the main it was a positive experience. We listened to some excellent speakers and met people from other states involved in Local Government and came away with new ideas and perspectives that we can consider for our own community. Our district again suffered a poor agricultural season and the whole community felt the implications of 3 poor seasons in a row. On a positive note a good start and a wet winter are hopefully indicators that the district will have a reasonable cropping year. Council continues to have to spend an inordinate amount of time on governance issues. However, we are always able to get over the bar that State and Federal Governments seem to want to push higher and higher. Finally, I would like to thank Deputy Mayor Carolyn Haskett, my fellow elected members, Daryl Cearns and staff of DC Kimba. Together we can go forward and make a positive difference to our community.
John Schaefer
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CCHHIIEEFF EEXXEECCUUTTIIVVEE OOFFFFIICCEERR’’SS
CCOOMMMMEENNTTSS::
Councils continued progress during 2008/2009 was very pleasing with major projects such as the Kimba – Cowell road (to council’s boundary), construction and sealing of 13km of the Buckleboo road and completion of the new Council Chamber/Community meeting room. Completion of the new Council Chamber/Community meeting room has allowed the old chamber to be converted into a new and bigger filing area which ultimately has allowed Council to bring all of our filing records under one roof. We have had many favourable comments regarding the new Chamber/meeting room and many groups have already used the facility. Before its completion Council made a decision to allow groups that assist the Kimba community in any way free use of the facility and have agreed that their decision continue. The 2009/2010 budget has allowed for funds to complete the Civic Centre by reroofing and rendering the administration section of the building.
During 2009/2010 administration staff will review and update the Long Term Financial Plan as the original plan was prepared during a time when a substantial fund from road grants and private works was being received. Our council like many smaller council depend heavily on Federal Financial Assistance Grants which when added to the rates collected allow us to maintain current services and where possible consider additional services. Cost shifting is still an enormous problem and a year does not go by where governments transfer services or increase compliance in various areas which takes funds from the “physical” to administration. Much is made of councils being more transparent and compliant but history shows no evidence where local government has got things as terribly wrong as some might want us to believe.
During 2008/2009 council bought and freeholded the land the Kimba Pioneer Memorial Village was on which we then subdivided creating 4 new blocks for sale as residential allotments. Council also continues to carry out the rezoning of section 224 hd Solomon (old rodeo ground) as residential so that a bank of residential blocks will be available in future if needed. Funds have been allowed in the 2009/2010 budget for the commencement of a feasibility study on the site. Council has asked that the study will identify types and sizes of blocks, costs of power, water and wastewater.
Councils continued progress during 2008/2009 was assisted greatly by the good working relationship between council members and staff and now, more than ever we will all need to look outside the circle to continue the progress following the loss of substantial road funds that have been received over many years.
While I mention it each year I continue to be amazed at those people in our town who volunteer in so many ways to keep Kimba a great place to live. Small councils like ours will never be able to carry out all of the tasks that are needed to keep Kimba thriving but knowing the volunteers are there to assist is much appreciated.
Daryl Cearns
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WWOORRKKSS MMAANNAAGGEERR’’SS CCOOMMMMEENNTTSS ::
The 2008/09 financial year certainly was a busy and productive period for the works department. During the year several milestone events were achieved, including the completion of the Buckleboo Road and Cowell Road sealing projects.
Forty five kilometres in total has been constructed and sealed on council’s portion of the dCowell Roa with a further 13 kilometres completing the Buckleboo Road. This will reduce the burden of continual maintenance on these roads and improve safety for the public. Five kilometres of re‐sheeting was also completed on local roads during this period.
Council has been able to upgrade the Recreation Reserve with the additional funding received from the Federal Government Initiative. This work included the extension of the main oval and provision of 2 cricket pitches providing a much improved playing surface and becoming a key part in the overall plan of the Recreation Reserve. Also completed is the major revegetation program to beautify the area, along with irrigation installed. This first stage of the upgrade will be completed in the 2009/2010 financial year.
Council continues to maintain and improve the infrastructure within the town, including the commencement of the development of Ellis Drive. New footway construction along West Terrace, from South Terrace to Cross Street was also completed. Numerous other areas also received ongoing attention and improvement including the replacement of street trees and replacement of trees and irrigation at the cemetery. Visitors to Kimba provide us with positive feedback and comments on the presentation of our town of which we are proud.
Council’s recycling initiatives continue as we strive to meet targets placed upon us by regulatory authorities. Our refuse and recycling centre operates well and this is helped by the commitment of the residents who use the facility. Council took over operation of the site in April due to regulatory factors, and commends the work done by the previous manager, Merv Lee.
During the financial year Council continued with its commitment to employ local people, in particular several casuals were employed to assist us with special projects. This was particularly helpful to them during the recent downturn in the farming sector. I thank Leslie Clements, Colin Matthews, Bret Goodman, Barney Redden, Darren Hunt and Daryl Koch who were employed with us during that time. Our staffing remains the same with seven permanent staff and two contracted staff. This is constantly under review with many determining factors. Council also assisted youth in enabling work experience to be undertaken with us.
As the Works Manager I am proud of the diligence and level of quality of work that is performed daily by the staff. Local Government is an ever changing environment to work in, with strict occupational health and safety criteria, compliance issues on every aspect we deal with and ongoing reporting to meet statutory requirements.
I look forward to the new financial year with new expectations and a positive attitude in serving the district of Kimba.
Michael Inglis
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COUNCIL VISION:
The Kimba Community Vision 2015 is Council’s primary planning framework for the years 2006‐2015. It is a living document that will be amended from time to time to recognise the changing needs of the District Council of Kimba community. The Community Vision is incorporated into Council planning and monitored by elected Councillors during their four‐year terms of office.
The Community Vision describes what Council believes must happen during this time to ensure that the District is developed according to community expectations and achieve a ‘Sustainable Region’.
A ‘Sustainable Region’ is one that recognises the current values of the community, the importance of the history of the Region and the character of its built environment. Using this information, the Region will be placed in a position to ensure that it has long term goals to maintain and moving further towards becoming a community that is: caring informed connected and accessible pursues economic prosperity provides social equity; and acts in an environmentally responsible way.
Sustainable Region approach forms the basis of this Community Vision, which in turn enables Council to set its long term objectives regardless of four year elected periods. The philosophy of Local Agenda 21 – that is economic, social and environmental sustainability – has been integrated into this plan.
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The District Council of Kimba is strategically located on the Eyre Highway, National Highway One, covers an area of 3,500 square kilometres and has an estimated resident population of 1,048. Kimba is 475 kilometres from Adelaide, 155 kilometres west of Port Augusta and 315 kilometres east of Ceduna. Neighbouring towns are Cleve (75 kms), Kyancutta (90 kms), Cowell (90 kms) and Whyalla (120 kms). The District has an extensive road network with some 1,697 kilometres of roads, of which 73.5 kilometres are sealed
CORROBINNIE
WILCHERRY BUCKLEBOO CUNYARIE
PEELLA
CORTLINYE PINKAWILLINIE
MOSELEY
BARNA
COOTRA PANITYA
KELLY CARALUE SOLOMON YALANDA
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COUNCIL ELECTED MEMBERS:
Mayor Deputy Mayor J. B. Schaefer C.I. Haskett PO Box 203 PO Box 145 Kimba SA 5641 Kimba SA 5641 Tel: (08) 8627 2010(W) Tel: (08) 8627 8081 Tel: (08) 8627 7260 (H) Fax: (08) 8627 8082 Fax: (08) 8627 2273 Mobile: 0428 278 081 Mobile: 0427 316 064 email: [email protected] email:[email protected] Allowance: $15,000 Allowance: $4,687.50 Reimbursements $2,870 Reimbursements $16.56 Attended 11 Council meetings Attended 11 Council meetings Aust Local Govt Assoc Conference Aust Local Govt Assoc Conference LGA of SA Conference LGA of SA Conference
Councillor Councillor D.M. Hamlyn D. D. McDonald PO Box 282 Cootra East Kimba SA 5641 Via Kyancutta SA 5651 Tel: (08) 8627 4032 Kimba SA 5641 Fax: (08) 8627 4032 Tel: (08) 8681 7037 Mobile: 0427274032 Fax: (08) 8681 7037 email: [email protected] Mobile: 0427 399600 Allowance: $3,750 email: [email protected] Reimbursements $504.00 Allowance: $3,750 Attended 11 Council meetings Reimbursements $2,452.80 Attended 12 Council meetings Women’s Leadership in Local Govt Conference
Councillor Councillor D.N. Johnson PO Box 209 K. B. Mathews Kimba SA 5641 PO Box 363 Tel: (08) 8627 2015 (W) Kimba SA 5651 Tel: (08) 8627 2442 (H) Tel: (08) 8627 2031 Fax: (08) 8627 2566 Fax: (08) 8627 2031 Mobile: 0427 619 815 Mobile: 0427 272 031 email: [email protected] email: [email protected] Allowance: $3,750 Allowance: $3,750 Attended 10 Council meetings Attended 11 Council meetings
Councillor Training & Development Activities C. A. Rayson available for Members of Council PO Box 12 Council Members were provided with the Arno Bay SA 5641 opportunity to undertake Training & Tel: (08) 8628 0202 Development during 2008‐2009. The majority Fax: (08) 8628 0202 of the training opportunities were provided Mobile: 0427 272 348 through the LGA of SA. email: [email protected] Council Members also had opportunities to Allowance: $3,750 attend conferences and other development Reimbursements $484.00 Attended 12 Council meetings subject to approval by Council. Climate change workshop
COUNCIL MEETS ON THE SECOND WEDNESDAY OF EVERY MONTH AT 2.00 PM IN THE COUNCIL CHAMBERS, CROSS STREET, KIMBA. MEETINGS ARE OPEN TO THE PUBLIC.
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CCOOUUNNCCIILL RREEPPRREESSEENNTTAATTIIOONN –– OTHER BODIES:
à Local Government Association of S.A. Mayor J B Schaefer Proxy – Deputy Mayor C I Haskett
à Eyre Peninsula Local Government Association Mayor J B Schaefer Proxy – Deputy Mayor C I Haskett
à Kimba School Community Library Board Cr DM Hamlyn
à Kimba Community Development Group Cr DN Johnson
à Kimba Area School Governing Council Cr DM Hamlyn
COUNCIL EMPLOYEES:
District Council of Kimba employees during the 2008‐2009 year:
ADMINISTRATION
Daryl CEARNS Debra LARWOOD Chief Executive Officer Manager Administration Services
Karin HARRIS Annette NIELSEN Jo SCHAEFER Shylie HARRIS Senior Administration Senior Administration Senior Administration Administration Officer – Officer – Governance/Executive Officer – Payroll/ Officer – Rates/Creditors/Website Depot Clerk/ Support/Tourism Creditors/Debtors OHS&W Officer
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WORKS
Michael INGLIS Rick FLAVEL Works Manager Works Foreman
Peter ADLER Shane FRANCIS Graeme HAMPEL Multi skilled operator Multi skilled operator Multi skilled operator
Gary MILLS Trevor NIELSEN Ben CLEMENTS Town maintenance/handyman Multi skilled operator Apprentice
Mark STEWART
Mark STEWART Michael KEMP
Town maintenance/handyman Town maintenance/handyman
Brenton O’DONOHUE Multi‐Skilled Operator Colin MATTHEWS Town Maintenance/Handyman Contract Leslie CLEMENTS Town Maintenance/Handyman
Bret GOODMAN Town Maintenance/Handyman Darren HUNT Town Maintenance/Handyman Casuals Vincent REDDEN Town Maintenance/Handyman
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OORRGGAANNIISSAATTIIOONNAALL CCHHAARRTT && DDEECCIISSIIOONN MMAAKKIINNGG SSTTRRUUCCTTUURREE::
Legislation Community Council
Chief Executive Officer Daryl Cearns
Manager Administration Services
Debra Larwood
Works Manager Administration Officers Others contracted on a Michael Inglis Annette Nielsen needs basis
Jo Schaefer • Development Officer
Karin Harris – Laurie Collins Works Foreman Shylie Harris • Health Officer – Rick Flavel Keith Simmonds
• Planning Consultant –
Stewart Payne Works Personnel
CCOOUUNNCCIILL CCOOMMMMIITTTTEEEE RREEPPRREESSEENNTTAATTIIVVEESS
District Council of Kimba Works Committee Mayor J B Schaefer (Chairman of committee), Cr K B Mathews, D Cearns (CEO), M Inglis (Works Manager), R Flavel (Works Foreman), one elected representative from the workforce, co‐opted public representative for specific issues.
District Council of Kimba Aerodrome Management Committee
Chief Executive Officer (or proxy), Mayor J B Schaefer, Deputy Mayor C I Haskett, Kimba Police Officer, Kimba Ambulance Representative, Kimba SES Commander, Kimba CFS Group Commander, Kimba SA Ambulance Transport Officer, Kimba District Hospital & Health Services Director of Nursing, Kimba Aerodrome Manager, Local Pilot.
District Council of Kimba Australia Day Awards Selection Committee
Cr D D McDonald (Council representative) Kate Williams (Kimba Area School Governing Council representative) Marilyn Stutley (Kimba Community Development Group representative) Clint Powell (Kimba Apex Club representative) Neville Pahl (Kimba Lions Club representative) Daryl Cearns, Council CEO (Secretary)
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District Council of Kimba Tourism Committee
Deputy Mayor C I Haskett Cr D M Hamlyn Pat Beinke John Grund Marilyn Stutley Karin Harris
District Council of Kimba Recreation Reserve Advisory Committee
Chief Executive Officer (or proxy) 1 Councillor one representative from each of the following: Kimba Districts Football & Netball Club Kimba Basketball Association Kimba Tennis Club Kimba Playing Courts Inc. Kimba A.H. & F. Society Kimba Pony Club Kimba & Kelly Cricket Club
District Council of Kimba Bushfire Prevention Advisory Committee, Cr C A Rayson Cr K B Mathews John Probert (CFS) Gary Mills (Council Fire Prevention Officer) James Woolford(CFS Buckleboo) Ian Davey (CFS Kimba) Craig Nottle (CFS Waddikee) Martin Deer (Yalanda James) Joe Tilley – National Parks Debra Larwood (DCK) Michael Inglis/Rick Flavel (Works Manager & Foreman, DCK) Daryl Cearns (DCK)
District Council of Kimba Tree Advisory Group
Deputy Mayor C I Haskett (Chairperson) Cr C A Rayson Cr D D McDonald (Kimba Community Development Group representative) Austen Eatts Maurice Davey Debra Larwood (Manager Administration Services, DCK) Michael Inglis (Works Manager, DCK) Rick Flavel (Foreman, DCK) Daryl Cearns (Chief Executive Officer, DCK)
District Council of Kimba Audit Committee
Mayor J B Schaefer (Chairman) Cr D N Johnson Averell Kessling (independent member )
Meetings are held at least twice a year with sitting fees being set at $100 for the independent member.
The committees meet on a needs basis to make recommendations to Council on issues in their respective policy areas.
AUDITOR
Council’s Auditor, John D. Ewen, was appointed in May 2005, for a 5 year period. Fees paid to him in 2008/2009 were: • Audit fee $ 5,300 • Other charges $ 2,100
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EASTERN EYRE WASTE MANAGEMENT GROUP
District Council of Franklin Harbour, District Council of Cleve, City of Whyalla and District Council of Kimba established the group in 2006/2007 to work through various waste management issues. The group meets bi‐monthly to discuss new proposals and investigate resource sharing to achieve best practice.
ENGINEERING WORKS
• Road Construction/ Maintenance • Street Lighting • Stormwater Drainage • Common Effluent Drainage • Parking & Traffic Control • Parks & Reserves • House refuse collection • Kerbside Recycling program • Refuse Tip • Aerodrome • Cemeteries • Fire Protection • Sport & Recreation • Plant/Machinery Control • Kimba Pioneer Memorial Village • Dog Control • Building Inspections
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ADMINISTRATION
• Governance • Management • Accounting • Rates & Properties • Policy & Decision • Implementation • Building & Planning Applications, Approvals & Inspections • Health Inspection • Public Health • Legislation/Legal • Research • Elections • Aged Accommodation Rentals • Public Relations • Insurance • Emergency Service • Sport & Recreation • Asset Management • Payroll • Cemetery • General Enquiries
CCOOUUNNCCIILL RREEPPRREESSEENNTTAATTIIOONN
The Council is a democratically elected body comprising seven (7) elected members, with the presiding member being the Mayor who is elected by the Council. As there are no wards within the Council area, all elected members represent the interests of the whole community when making decisions as the corporate body of Council.
At the 2006 election Council had 1048 voters on the House of Assembly and Chief Executive Roll. Elector representation of like type Councils at the time were:
Elected Members Quota
Cleve 8 203 Elliston 8 160 Flinders Ranges 9 180 Franklin Harbour 6 210 Karoonda‐East Murray 9 125 Kimba 7 145
Wudinna 7 169 Orroroo/Carrieton 9 112 Robe 7 319 Streaky Bay 8 280
Pursuant to the provisions of Section 124 of the Local Government Act 1999, Council completed a periodic review into elector representation during the 2008/2009 financial year, with no changes made from the pre‐existing structures. A new review has commenced and will be completed by August 2009.
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CCOOMMPPEETTIITTIIVVEE TTEENNDDEERR AARRRRAANNGGEEMMEENNTTSS::
Pursuant to the provisions of Section 49 of the Local Government Act 1999, and Section 36 of the Local Government (Implementation) Act 1999, Council has a Contracts, Tendering and Purchasing Policy which was reviewed and adopted at the Council meeting held in April 2008. This policy is available for viewing or purchase at the Council Office during normal business hours.
CCOOMMMMUUNNIITTYY LLAANNDD MMAANNAAGGEEMMEENNTT PPLLAANNSS::
All land except roads held as at 1st January 2000 is classified as “community land” unless Council resolves to exclude it from that classification. The intention behind the legislation is that Council, in consultation with the community, should determine which land should or should not be classified as community land. Where the land is under the care, control and management of a Council, but is not owned by the Council, the Council cannot resolve to exclude the land from classification as community land without the approval of the relevant Minister.
A person must not use community land for a business purpose unless the use is approved by Council. The Council cannot approve the use of community land for a business purpose contrary to the provisions of the management plan.
Council’s Management Plans for Community Land were adopted by Council at the meeting of Council held on 8th December, 2004. While the Plans are constantly reviewed a major review will occur in December, 2009.
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Description Valuation Property Lot/Section Dep Plan Street Town Hundred of Land Title Excluded Plan Notes Number Number File Plan Reference 16/10/2002 Yes/No Gums 900200801 1 236 Railway Tce Kimba Solomon Reserve CT5833/145 Yes Yes Drainage 900201100 2 195 Railway Tce Kimba Solomon Reserve CR5755/71 No 900204900 3 21 High St Kimba Solomon Car Park CT5245/188 Yes No Institute and 900209200 4 46,47 High St Kimba Solomon Gardens CT5245/270 Yes Yes Emergency Services Leased to 900212600 5 1 FP132590 Cross St Kimba Solomon Centre CT5245/260 Yes No Government Council 900213400 6 70 West Tce Kimba Solomon House ‐ CEO CT5245/315 Yes Yes Administrati 900216300 7 3 DP19095 West Tce Kimba Solomon on Centre CT5245/302 Yes No Council 900218100 8 2 DP19095 Park Tce Kimba Solomon House ‐ MAS CT5245/282 Yes Yes Medical 900218200 9 1 DP19095 Park Tce Kimba Solomon Centre CT5245/266 Yes No Leased to Doctor Purchased from Crown/Subdivided 900220300 10 51(old 197) Park Tce Kimba Solomon KPM Village Yes Resolution to exclude Council 900231500 11 50 FP17012 Railway Tce Kimba Solomon Depot CT5390/844 Yes No Council 900231600 12 2 FP132591 Railway Tce Kimba Solomon Depot CT5245/262 Yes No Recreation 900232300 13 64 North Tce Kimba Solomon Reserve Yes Yes Recreation
65 North Tce Kimba Solomon Reserve Yes Yes Recreation
66 North Tce Kimba Solomon Reserve CT6017/325 Yes Yes Recreation
67 North Tce Kimba Solomon Reserve Yes Yes Land leased to Kimba Bowling Club until 74 North Tce Kimba Solomon Bowling Club CT5245/301 Yes No 30/6/2018 Recreation
75 North Tce Kimba Solomon Reserve Yes Yes Excluded from Communi Old Rodeo Land ‐ Minister approval 900346600 14 224 North Tce Kimba Solomon Grounds CT6022/255 Yes No 23/3/09 Water 900233600 15 52 DP23594 Roora Road Kimba Solomon Storage Tank CT5780/982 Yes No
900244400 16 211 Cleve Rd Kimba Solomon Cemetery CR5755/67 No Yes Drainage 900246000 18 14 DP13269 Nugent Rd Kimba Solomon Reserve CT5542/385 Yes No Eyre Weighbridge 900246900 19 Opp 126 Highway Kimba Solomon Area None Kimba Refuse 900247700 20 120 Kelly Depot CR5755/57 Yes
900247800 21 77,112 Tola Road Kelly CMWS CR5755/55 Yes ‐ 16 ‐
Evaporation Ponds
900302400 22 15 Railway Tce Buckleboo Buckleboo CFS Shed CT5245/273 Yes Stone 900312200 23 55 Caralue Reserve CR5755/50 No Stone 24 129 Solomon Reserve No Explosives 900319900 25 93 Cortlinye Reserve CR5755/52 No Stone 900320100 26 96 Cortlinye Reserve CR5772/121 No Stone 900322100 27 99 Cunyarie Reserve CR5755/54 No Kimba 900330900 28 53 Moseley Aerodrome CT5245/267 Yes Yes Stone 900332900 29 27 Panitya Reserve CR5755/59 No Stone 900333000 30 28 Panitya Reserve CR5755/60 No Stone 900345900 31 210 Solomon Reserve CR5755/56 No Roora Water Catchment 900346300 32 220 Solomon and Dam CR5755/68 Yes Undevelope 33 226,228 Solomon d Reserve CR5772/124 No Leased with Motorcycle Yesteryear Club to 900334700 34 229 Solomon Club CR5755/69 No 30/6/2018 Yesteryear Leased with Machinery Motorcycle until 900334710 35 230 Solomon Club CR5755/70 30/6/2018 Reserve‐ Dam ‐ 900221100 36 36 DP9466 Ferry St Kimba Solomon Subdivision CT5544/45 No Vacant 900225200 37 38 DP8249 Stephens St Kimba Solomon Reserve CT5544/43 No Reserve ‐ Minor Playground 900227100 38 25 DP9479 Sharrard Crs Kimba Solomon Equip. CT5544/61 Yes Reserve ‐ Minor Wohling Playground 900236100 39 31 DP10706 Drve Kimba Solomon Equip. CT4379/779 Yes Rerserve‐ Minor Playground 900240800 40 18 DP8278 Whyte Tce Kimba Solomon Equip. CT5544/44 Yes Vacant 900219900 41 204 Park Tce Kimba Solomon Reserve CR5755/65 No Reserve ‐ Lions/Apex 900220300 42 198 Park Tce Kimba Solomon Park CR5755/65 Yes
900320100 43 95 Cortlinye Reserve CR5772/121 No
900247900 44 121 Kelly Reserve CR5772/122 No
900346400 45 222 Solomon Undevelope CR5772/123 Gazetted to Golf Club ‐ 17 ‐
d Reserve 12/2/1987 Small 900326800 46 91 Kelly Reserve CR5755/56 No
900250200 47 124 Kelly CR5755/58 No
900313300 48 83 Caralue CR5755/51 No
900336500 49 45 Pinkawillinie CR5755/61 No
900338100 50 81 Pinkawillinie CR5755/62 No
900344000 51 119 Solomon CR5755/63 No Township 900308550 52 2,3 D26192 Waddikee Parklands CR5722/126 No Parklands
900302300 53 12,13,14 Railway Tce Buckleboo Buckleboo Town Blocks CT5459/467 No Purchased from Phillips Information 54 100 Railway Tce Kimba Solomon Bay No Land Swap with ABB Water Transferred from 900326301 55 81 Kelly Reserve CR5757/912 Yes Crown
900303001 56 29 Flora Buckleboo Buckleboo Town Block CT5462/435 No
900302800 57 22 Railway Tce Buckleboo Buckleboo Town Block CT5245/275 No Stone 900344800 58 168 Solomon Reserve CR5754/408 No Gazette 28/10/1954 Conservatio 900346400 59 222 Solomon n Reserve CR5772/123 No Gazette 12/2/1987
Properties indicated by a "no" in the Plan Yes/No column will have plans develo unused status changes.
Properties not excluded on the 16/10/2002 that have had plans developed for them are property number 10,16, 20, 21, 32, 38, 39,40, 42,81.
Properties excluded on the 16/10/2002 with plans are property numbers 1,4, 6, 8, 13, 28.
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FACILITIES Hire Charges:
Council Chambers/Meeting Room $42.00 per day (Negotiable for community groups)
Memorial Hall Rentals Main Hall $ 100.00 per day Main Hall Including Supper Room And Kitchen $ 150.00 per day Supper Room Only negotiable
These fees are negotiable with the CEO or Manager, Admin Services. A $150.00 bond will be required.
Recreation Reserve Rentals
Kimba Districts Football & Netball Club $ 3,258.20 per year Kelly Cricket Club $ 975.70 per year Kimba A H & F Society $ 848.10 per year Kimba Cricket Club $ 975.70 per year
Kimba Pony Club Inc. $ 99.00 per year Circus $ 325.60 per day Aerodrome $1,154.00 per year
AADDMMIINNIISSTTRRAATTIIOONN,, FFIINNAANNCCEE && GGOOVVEERRNNAANNCCEE
• RATES :
The District Council of Kimba and Elected Members have been fully aware of the present economic situation within agriculture and take account of the level of the major commodity prices of grain and wool, when setting rates. TOTAL CENT/DOLLAR CHANGE CENT/DOLLAR CHANGE YEAR REVENUE RURAL % TOWNSHIP % 1997/1998 577,786 0.8160 ‐10.70 7.3300 ‐6.26
1998/1999 612,530 0.9119 11.80 7.8060 6.48
1999/2000 629,909 0.8434 ‐7.50 9.8261 25.90
2000/2001 666,545 0.8561 1.50 9.9735 1.50
2001/2002 695,057 0.8989 5.00 10.4722 5.00
2002/2003 750,233 0.9394 4.51 10.9434 4.50
2003/2004 785,065 0.8952 ‐4.71 11.0317 3.27
2004/2005 837,443 0.7585 ‐15.17 10.644 ‐3.52
2005/2006 875,105 0.6560 ‐13.52 9.25 ‐13.10
2006/2007 913,972 0.5450 ‐17.93 5.025 ‐45.68
2007/2008 954,944 0.5700 4.58 4.50 ‐10.45
2008/2009 1,009,118 0.5975 4.82 3.81 ‐15.34
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• DEVELOPMENT :
Although Council does not receive a substantial number of development applications in comparison with larger Councils, it is important for Council to have well planned and executed procedures to ensure that any development enhances the pleasant, safe and attractive living environment that is provided in Kimba. During this reporting period, Council received 30 development applications, with an estimated value of $ 390,546.
The following table illustrates the number and value of development applications in recent financial years for comparative purposes.
2002/2003 41 applications $ 1,811,225 2003/2004 56 applications $ 1,136,097 2004/2005 38 applications $ 1,393,109 2005/2006 15 applications $ 565,903 2006/2007 28 applications $ 669,592 2007/2008 20 applications $ 390,546 2008/2009 30 applications $ 1,223,277
Council employs Laurie Collins from the District Council of Tumby Bay to carry out the function of Council’s Development Officer.
• PUBLIC & ENVIRONMENTAL HEALTH :
The District Council of Kimba utilised the services of a qualified Environmental Health Officer, Mr Keith Simmonds. Quarterly inspections of food handling and preparation premises are undertaken, with the overall aim to ensure that all such premises are operating to satisfactory standards. Keith has assisted each operation to adopt appropriate measures dan continues to work closely with all concerned to achieve the overall objective.
• CLUBS :
Council continued wherever possible to assist clubs and groups in the Kimba District with donations and in kind work. Council sees the assistance as an extremely worthwhile contribution as communities like Kimba would not be as workable without the input of these groups. As demand for Council resources increases, clubs through out the district will be required to exercise some vision and ownership in order to control their destiny. The Kimba District and Netball club have agreed to commence development of their new clubrooms in February 2010. While the clubrooms will not be as big as per the original plans (following failure of the clubs applications to the Federal Governments Regional Partnership Program and Regional Community Infrastructure Program f0r grant funding). I believe residents will be pleasantly surprised by the new proposal. The club led by President Hayden Francis and the hard working building committee need to be congratulated for their efforts. Sport is an integral part of not only Kimba but many smaller communities as it assists with keeping all ages within our community active but also brings our community together socially. It is hoped that Sate Governments recognise this and substantially increase the meager amount allocated to Sport & Recreation grant funding available for upgrade of infrastructure for sports.
• SCHOOL/COMMUNITY LIBRARY : Located: 69 West Terrace, Kimba. S.A. 5641 Phone: 8627 2221 Fax: 8627 2221
Opening Times:
School Terms: Monday 9.00 a.m. – 3.30 p.m. Tuesday 9.00 a.m. – 5.00 p.m. Wednesday 9.00 a.m. – 5.00 p.m. Thursday 9.00 a.m. – 5.00 p.m. Friday 9.00 a.m. – 5.00 p.m. Saturday CLOSED Sunday CLOSED Public Holidays CLOSED School Holidays: Monday CLOSED Tuesday 10.15 a.m. – 4.30 p.m. Wednesday 10.15 a.m. – 4.30 p.m. Lunch break 12.30-1 pm Thursday 10.15 a.m. – 4.30 p.m. Friday 10.15 a.m. – 4.30 p.m. Saturday CLOSED Sunday CLOSED
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• WASTE MANAGEMENT :
Council continued to implement responsible waste management practices at the Kimba Refuse and Recycling Depot, following the audits and inspections by both the Mutual Liability Scheme and the EPA.
Even though the cost of handling and freight for recyclables makes recycling cost neutral, Council feels that, environmentally, recycling must continue.
During 2008/2009 Council sold 42.43 tonnes of cardboard and 32.8 tonnes of newspaper.
Since the commencement of waste management council has sold 103.43 tonnes of cardboard and 48.91 of paper.
Operating hours of the Kimba Refuse Depot as at 30th June 2009 were:
Sunday 8 am – 11 am Monday closed Tuesday 8 am – 11 am Wednesday closed Thursday 8 am – 11 am Friday closed Saturday closed
• COMPLAINT/REQUEST PROCEDURE :
In 2008/2009 178 complaint and request forms were received, consisting of:
x Kimba Pioneer Memorial Village 34 x Public toilets 9 x Dogs/Cats 6 x Roads/Footpaths 53 x Parks, Gardens, Trees 38 x Other (including Institute, Council buildings & supplying footpath gravel) 38
All requests/ complaints were completed as at 30th June, 2009.
• STRATEGIC MANAGEMENT PLANS/BUDGET & FINANCIAL REPORTS:
Council’s budget for 2008/2009 allowed for a total income of $ 4,924,818.60 and expenditure of $ 4,926,941.00
Major income and expenditure:
INCOME:
Rates 993,113 Charges (NRM, CWMS,Waste Mgmnt) 125,688 Financial Assistance Grants 738,600 Special Local Roads Grants 450,000 (Kimba‐Cowell Road) Road to Recovery Grants 194,442 (Kimba‐Cowell Road) Special Local Road Grants 354,768 Buckleboo Road Grants 416,920 Grants 100,000 (Regional & Local Community Infrastructure program) Private Works 54,931 (Transport SA & other)
EXPENDITURE
Renewal/replacement of assets 87,873 New/upgrade assets 1,743,119 Debt Principal Repayment 89,979 Administration & on‐going costs 559,667 Sanitary & Garbage 145,970 Parks & Reserves 61,068 Insurances 137,286 KPMV units 82,329 Rural road maintenance 228,179 Machinery (excluding depreciation) 343,346 Recreation Reserve 90,057
Council has not included in budgeted or actual figures the advanced payment received of the 2009/2010 Financial Assistance Grants totaling $258,419. ‐ 21 ‐
• DEBT LEVELS :
During the 2008/2009 financial year, Council continued its prudent and effective use of debt and investments to provide for the financial future of the district. Debt continues to be an effective mechanism to finance major plant and equipment replacement programs and allows Council to spread the financial burden over a period of time.
Council is mindful of keeping debt to a manageable level and in 2007/2008, developed a policy for debt levels that allow us to maintain our assets at a fair and reasonable level without the debt creating a financial burden to Council’s operational programs.
As at 30th June 2009, Council had total borrowings of $431,544 and total cash and cash equivalent at call of $1,107,530. For the 2008/2009 financial year, Council had interest expense of $35,159 and interest revenues of, $51,207 giving a net interest financing figure of $16,048.
Council also maintains a cash advance facility of $200,000 to alleviate cashflow shortages throughout the year.
RRAATTEE RREEBBAATTEE AAPPPPLLIICCAATTIIOONNSS ::
Pursuant to Section 23 (4) of the Local Government (Implementation) Act 1999, Council must provide specific information in relation to the receipt and treatment of rate rebate applications received during 2008/2009.
During the course of the 2008/2009 financial year, Council remitted $6,389.85 in rebates.
FFRREEEEDDOOMM OOFF IINNFFOORRMMAATTIIOONN ::
Pursuant to the provisions of Section 131 of the Local Government Act 1999, and the Freedom of Information Act 1991, Council is required to prepare and publish an Information Summary and an Information Statement in relation to its Freedom of Information activities during each financial year.
These two documents have been reproduced as Appendix D and Appendix F to this Annual Report respectively.
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CCOOMMPPEETTIITTIIVVEE NNEEUUTTRRAALLIITTYY::
The primary objective of the ‘National Competition Policy’ is to ensure that local businesses gain an opportunity to compete for the provision of local government business.
Complaints must be received in writing detailing the nature of the complaint and how they believe such activity by the Council is disadvantaging the complainant. The Chief Executive Officer will make an interim determination as to whether the complaint will be investigated internally or by appointing a person from an independent panel established by the Local Government Association. If the matter is determined internally the complaint is to be referred to the Chief Executive Officer who must determine a position on the matter i.e. within 5 working days from receipt of the complaint:‐ • record the complaint in the complaints register • advise the complainant who will be dealing with the complaint • provide the complainant with a copy of the policy • provide the complainant with a copy of the complaints process • investigate the complaint within 21 working days of receipt of the complaint • advise the complainant of thee result of th investigation and any corrective action taken • record the outcome in the complaints register
Where a complainant is not satisfied with the advice received, the complaint is to be referred to the panel established by the LGA. The process for handling the review is to mirror the original handling of the complaint. Where the complaint has been addressed through the local government process the complaint is to be referred to the competition commissioner.
The revised clause 7 statement on the application of competition principles to Local Government under the Competition Principles Agreement requires Council to include in its Annual Report, specific information related to significant business activities, competitive neutrality, by‐laws and complaints.
In relation to this: • Council has no Category 1 significant business activities. It does however have a Category 2 business activity in the form of Private Works. • There has been no change in the application of competitive neutrality since Council’s last return. • Council presently has no by‐laws in force, and none have been repealed in the preceding twelve months. • No complaints about competitive neutrality were received during the preceding twelve months.
EE..EE..OO.. && HHUUMMAANN RREESSOOUURRCCEE MMAANNAAGGEEMMEENNTT::
The Council believes it has a responsibility to all members of its community to create an employment environment which is free of discrimination and which reflects the diversity and needs of the community it serves. The Council is firmly committed to the principle of equal opportunity in employment for all employees and potential employees. Council therefore acknowledges its legal obligations under the Local Government Act and Federal Equal Opportunity laws, in that:
• The SA Equal Opportunity Act makes discrimination unlawful on the grounds of sex, sexuality, marital status, pregnancy, race, physical or intellectual impairment and age in areas of employment, provision of goods and services, advertising, accommodation and clubs and associations. Sexual harassment and victimisation are also unlawful.
• The Local Government Act requires that Council observe general principles of personnel management and develop, implement and review an Equal Employment Opportunity Program.
As part of this program Council has:
• Incorporated the program into the Strategic Plan. • Consulted the Council’s CEO/Workplace representatives.
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• Ensured that recruitment, selection, promotion, transfer and training are based solely on the merit principle. This means that selection is based on skills, knowledge, qualifications and experience (including community experience) relevant to the job or situation. • Appointed Mr. Daryl Cearns in the position of EEO (Equal Employment Opportunity) Officer. • Reviewed existing training programs. • Ensured that services provided to residents will be delivered in a fair and equitable manner. • Provided all new and existing employees with EEO awareness training and any other training relevant to their position or responsibilities. • Ensured that all employees have received copies ofO the EE policy.
The overall responsibility for monitoring the effectiveness of this policy and for implementing an ongoing EEO program is vested in the Chief Executive Officer.
RREEGGIIOONNAALL SSUUBBSSIIDDIIAARRIIEESS ::
Council currently has two regional subsidiaries that fall within the provisions of Section 43 of the Local Government Act 1999.
These are: • Eyre Regional Development Board (attachment H) • Eyre Peninsula Local Government Association (attachment I)
Both of these regional subsidiaries produce their own individual annual reports. Clause 28 of Schedule 2 of the Local Government Act 1999, provides that each constituent Council must incorporate the annual report of each regional subsidiary into its own Annual Report. These two documents are available for inspection at the Council office.
FFIINNAANNCCIIAALL SSTTAATTEEMMEENNTTSS ::
Pursuant to the provisions of Schedule 4 of the Local Government Act 1999, Council’s Audited Financial Statements for the 2008/2009 financial year form part of this annual report and is included as Appendix G.
CCOONNFFIIDDEENNTTIIAALLIITTYY PPRROOVVIISSIIOONNSS ::
Pursuant to the provisions of Section 90 (2) of the Local Government Act 1999, a Council or Council Committee may order that the public be excluded from attendance at a meeting in order to receive, consider or discuss a matter confidentially. Section 91 (7) of the Local Government Act 1999 provides that a Council may keep a document or minutes of such consideration, review or discussion confidential.
During the 2008/2009 financial year, Section 90 (2) provisions of the Local Government Act 1999 were not utilised.
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SSEENNIIOORR OOFFFFIICCEERR RREEMMUUNNEERRAATTIIOONN ::
C.E.O. (Daryl Cearns commenced 12/7/04) ...... Level 5 Year 2 Senior Officers stream ...... LG Superannuation Scheme 9% of salary ...... Subsidised House Rental ...... Telephone Rental ...... Private use of administration vehicle ...... Membership professional body
Manager Administration Services (Deb Larwood) ...... Level 1 Year 2 Senior Officers Stream ...... LG Superannuation Scheme 9% of salary ...... Telephone rental subsidy ...... Membership professional body
Works Manager (Michael Inglis) ...... Level 3 Year 3 Senior Officers stream ...... LG Superannuation Scheme 9% of Salary ...... Telephone Rental ...... Private use of vehicle ...... Membership professional body
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APPENDIX A –
STRATEGIC DIRECTIONS, ACHIEVEMENTS 2008/09
Council’s 2015 Community Vision document sets out six major goals that underpin the way forward for Council. These are: x Lifestyle and wellbeing x Employment, Economic Development and Tourism x Environment x Assets and Infrastructure x Governance x Sport, Recreation and Culture
The goals in the Strategic Plan contain several strategies which have been kept deliberately broad so that Council can generally operate without regularly changing its six main goals. However, Council will, from time to time, change its focus for a specified period and still remain within its goals.
During discussions for the preparation of Council’s 2007‐2012 Strategic Directions document the following were highlighted as focus areas that should be pursued during the next 3 years:
x Preparation of a stormwater and wastewater re‐use plan for the township of Kimba x Construction of a new Council chamber/community meeting room so the old Chamber can be developed for record keeping purposes to meet legislative requirements x Add a second bedroom to unit 13 at Kimba Pioneer Memorial Village (previously owned by South Australian Housing Trust) x Finish construction of Council’s portion of the Kimba‐Cowell and the Buckleboo Auslink roads x Further development of Memorial Gardens x Carry out a feasibility study on land purchased in 2007/2008 for possible re‐zoning as residential land x Work with mining companies to maximize benefits for the Kimba District if mines proceed to production stage x Continue improvement of waste management systems and seek recognition for works already achieved x Promote tourism in the Kimba district, including the continuation of underwriting costs for the Visitor Information Outlet x Continue to seek grant funds to enable employment opportunities x Commence implementation of the long term Recreation Reserve Plan x Assist sporting clubs to develop a new sporting complex that includes clubrooms and playing courts x Develop long term Financial and Asset Management Plans x In conjunction with the Community Development Group and other groups, strengthen tourism for the Kimba district and wider Eyre Peninsula region
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ACHIEVEMENTS 2008/2009
All of the items listed for 2008/2009 were part of the Budget and Annual Business Plan.
• Completed Council’s portion of the Kimba‐Cowell Road (Special Local Roads) • Completed construction & seal of the 13 km of Buckleboo Road (Auslink Grant) • Re‐sheeted 15 km of district roads • Carried out desludging of Stage 1 & 2 of Kimba which commences the 3 year cycle implemented by Council • Purchased and freeholded Kimba Pioneer Memorial Village land • Constructed new Council Chamber/public meeting room • Obtained tenders for additional room on Unit 13, Kimba Pioneer Memorial Village • Continued upgrade and beautification of cemetery • Prepared land and Environmental Management Plan (LEMP) for Kimba Refuse site • Continued upgrade of Institute building • Continued regular meetings with Eastern Eyre Waste group to work towards identifying areas where sharing can occur • Assisted sporting clubs to finish playing courts and seek grant funds for a new sporting complex • Prepared design plans for the upgrade of Memorial Gardens • Developed Stage 1 of long term Recreation Reserve Plan • Contributed to Tourism Eyre Peninsula and various promotional magazines to strengthen tourism in Kimba • Continued to underwrite costsn to maintai the Visitor Information Outlet • Engaged GHD Pty Ltd to develop a Stormwater/Wastewater re‐use Management Plan • Constructed infrastructure for second stage of Sampson Street subdivision
MAJOR EXPENDITURE 2009/2010
Purchase new Grader *$250,000 Implementation of a Wastewater Re‐use Management System (Net) $260,000 Complete Stage 2 of Administration Building Renovations $100,000 Completion of Stage 1 at the Recreation Reserve $40,000 Purchase skid steer *$30,000 Convert Fleetliner to an interchange *$30,000 Upgrading of Council Vehicles *$55,000 Completion of infrastructure for Ellis Drive Subdivision $100,000 Re‐sheet 14km’s of Rural Roads $370,000 Road Maintenance of Rural Roads $210,000 Maintaining machinery $351,437 Undertake Asset Re‐valuations $12,000 Continued beautification of Memorial Gardens and maintenance of Institute $50,000 Footways maintenance including paving sections of South Tce $50,000 Replace kerbing and paving of South Tce from High Street to Kimba IGA $25,000 Maintain Parks & Reserves including continual upgrade of “Gums” and paving of traffic islands on West Tce $65,000 Funding of Debt Principal $62,899 Undertake feasibility study of Section 224 of Solomon for development $30,000 Continue upgrade of KPMV Units – kitchens, bathrooms and verandahs $40,000 Continue maintenance of Council Houses $35,000 Aerodrome Maintenance $15,000 Tourism $40,000 Preparation for Rural Property Addressing $30,000
* denotes Net Purchase Price
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AAPPPPEENNDDIIXX BB ––
REGISTERS & CODES OF CONDUCT & PRACTICE :
REGISTERS & PLANS
• of Interest – Elected Members • of Interest – Senior Officers • of Allowances and Benefits • of Community Lands • of Public Roads • of Remuneration, Salaries and Benefits • of Fees and Charges • of Campaign Donation Returns • of Development Applications • of Requests & Complaints • of Land, Contracts, Leases and Tenancies • Corporate Plan • Strategic Management Plans • Community Land Management Plans
POLICIES & CODES • Policy Manual • Public Consultation Policy • Contracts, Tendering and Purchasing Policy • Internal Review of Council Decisions (During the 2008/2009 financial year no requests for a review of a Council, Employees of Council or other person’s activity or on behalf of Council was made) • Order Making Policy • Code of Practice – Access to Council Meetings and Documents • Code of Conduct – Elected Members • Code of Conduct & Contract – Employees • Confidentiality & Use of Council Resources Agreement • Rating Policy • Safe Environment Policy • Internal Control (Accounting) Policy • Records Management Policy • Election Signs Policy • Fair Treatment Policy • Risk Management Policy • Members Training & Development Policy • Access to Council meetings, Council committees & council documents code of practice. • Voters Roll • Building Inspection Policy Culvert Policy Depreciation Policy Tree Management Policy Principles & standards for the provision of community Information Services Bird Culling Policy Vehicle usage & reimbursement for Council’s Presiding Member Policy ‘Out & About’ Community Bus Policy & Procedure • Refuse Management Policy • Procedure for requests for Council Documents by Elected Members • Various Other Council Policies included in the Policy Manual • Various Other OHS&W Policies included in the OHS&W Policy Manual • Various Terms of Reference – Council Committees ‐ 28 ‐
AAPPPPEENNDDIIXX CC ––
NATURAL RESOURCE MANAGEMENT: The following information has been supplied by EPNRM.
EYRE PENINSULA NATURAL RESOURCES MANAGEMENT BOARD • The Eyre Peninsula Natural Resources Management Board promotes community objectives by working to achieve a healthy environment that is based on sustainable use of the region’s natural resources, supported by a strong economy and a vibrant community.
• The State Natural Resources Management Plan, regional NRM Plans and formation of the 8 NRM Boards and NRM Council are requirements of the Natural Resources Management Act 2004 (NRM Act). The NRM Act provides the framework for all natural resources management initiatives, including NRM Plans, NRM Levies and EPNRM activities.
• The NRM Levy is the name for contributions that South Australian ratepayers used to make for the former Catchment Water Management Boards and Animal and Plant Control boards.
• The NRM Levy funds vital natural resources management projects, in the fields of salinity, water resources management, protection of water quality, wetlands management, sustainable water use, land management, pest management, biodiversity, coast and marine, monitoring and evaluation and community education.
• Local Government plays a crucial role in this process by collecting a regional NRM levy on all rateable properties on behalf of EPNRM.
• The levy will be used to assist in the development of water management plans to address water quality and water sustainability, groundwater investigations, regional pest plant and animal control, pest risk assessments and land management issues. For example, EPNRM has given Kimba District Council a $5000 grant for its project to assess opportunities for re-using stormwater and wastewater and is working with the council to address environmental issues caused by stormwater. EPNRM has staff based at six locations around the region, including Cleve, Whyalla and Port Lincoln.
Frequently asked questions:
What is the NRM Levy? The Natural Resources Management (NRM) Levy is a State Government initiative under the Natural Resources Management Act 2004. The Levy is charged through council rates notices and provides additional funding to help manage natural resources such as soils, water, coasts and marine environments and to control pest plants and animals.
Who pays the levy? All council ratepayers in this region pay the regional NRM levy along with those that have a water licence.
How often is the levy set? The levy is set annually.
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Who collects the levy? Local councils, for the land based levy, and collect the levy from ratepayers and licence holders before forwarding it to EPNRM. The Department of Water, Land and Biodiversity collects the water based levy*, *for those who receive both a council rate notice and a water license notice – the NRM Levy will appear in both instances. You are not paying the same levy twice. You are, in fact, paying the ‘land based’ contribution and the ‘water based’ contribution, because you rely on the future sustainability of both these natural resources.
Who do I contact for more information about the levy? Your local council is able to answer questions relating to the value of the levy itself or your levy payment. This includes the queries regarding contiguous properties or single farm enterprises and pensioner concessions. EPNRM can answer questions about how the levy money is spent.
What happens to the levy money? Projects that will be supported through funding collected by the regional NRM levy in 2008-09 will include: • Direct assistance in planning and implementing on-ground works and water management projects • Groundwater investigations • Supporting integrated pest management programs including rabbit and fox control • Education for school students and landholders through community workshops and field days • Assessment for the issue of permits for water affecting activities. • Monitoring, evaluation and review of the Eyre Peninsula’s natural resources to assist with the setting of future targets and the review of the performance of its NRM programs • Regional Pest Plant and Animal Risk Assessments • Assisting landholders with soil management issues • Inspection of properties for pest agricultural and environmental weeds • Development of 10 year regional NRM Plan • Continuing to take a leading role in the review, amendment and development of Water Allocation Plans How do I have my say about how the levy money is spent? Your region’s ten year NRM Plan, which directs where levy funds are to be spent, is developed through extensive community consultation. The plan is being prepared by EPNRM and the draft will be made available to the public for comment in late 2008. Community members can also have their say by : • Attending NRM Board meetings – the Board’s regular meetings are open to the public. Members of the community are welcome to attend, make presentations and comment on Board activities and decisions. All Board meetings are held on the second Thursday of the month at various locations around Eyre Peninsula and in Whyalla. They and are advertised in advance; check your local newspaper or go to www.epnrm.sa.gov.au for location details. • Writing, emailing, faxing or visiting EPNRM regional offices. The nearest office for Kimba residents is at 25 Fourth Street, Cleve, phone 86282077. Community members are welcome to visit and speak to staff.
For more information about the wide range of NRM projects occurring in this region, which the Levy helps fund, please contact EPNRM Board on (08) 8682 7555 or visit www.epnrm.sa.gov.au
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AAPPPPEENNDDIIXX DD ––
F.O.I. INFORMATION SUMMARY :
The District Council of Kimba publishes this Information Summary in accordance with the requirements of the Freedom of Information Act 1991 as amended.
Policy and Administrative Documents
The District Council of Kimba’s policy and administrative documents are as follows:
- Ordinary Council Meeting Agendas - Ordinary Council Meeting Minutes - The Policy Manual - The Budget Statements - Audited Financial Statements - Council By‐Laws - The Annual Report - Assessment Records - Kimba Supplementary Development Plan
These documents are available for public inspection at the Council Office between 9.00 a.m. and 5.00 p.m. Monday to Friday. Members of the public may also purchase copies of these documents from the Freedom of Information Officer.
Information Statement
The District Council of Kimba publishes an Information Statement on its requirements under the Freedom of Information Act and a copy is available from the Council Office.
Certificates Issued Under Section 9 (1a)
No Certificates relating to Freedom of Information were issued under Section 9 (1a) of the Freedom of Information Act 1991 in the 12 months to 30 June 2009.
DARYL CEARNS CHIEF EXECUTIVE OFFICER
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AAPPPPEENNDDIIXX EE ––
District Council of Kimba Established 1924
6.1.2 EMPLOYEES CODE OF CONDUCT
Reviewed and Re-adopted by the District Council of Kimba at its meeting on Wednesday 8TH August, 2007.
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1.0 Background
This Code of Conduct is a public declaration of the principles of good conduct and standards of behaviour that the District Council of Kimba has decided its stakeholders could reasonably expect of Council employees to demonstrate in the performance of their duties and functions.
This Code has been developed, as required by the Local Government Act 1999, in consultation with employees and the relevant registered industrial association representing the interests of Council employees.
The standards in this Code of Conduct are in addition to any statutory requirements of the Local Government Act 1999 or any other relevant Act or Regulation.
2.0 Statement of the General Duties of Council Employees
The general duty of Council employees is to act honestly and with reasonable care and diligence in the performance and discharge of their functions and duties. Council employees must not make improper use of information acquired or make improper use of their position as an employee of Council.
Appendix One to this Code of Conduct is an extract from Chapter 7 Part 4 of the Local Government Act 1999, dealing with Conduct of Employees.
3.0 Statement of Commitment
Employees of the District Council of Kimba are committed to discharging their duties conscientiously and to the best of their ability.
In the performance of their duties they will act with honesty and integrity and generally conduct themselves in a manner which generates community trust and confidence in them as individuals, and enhances the role and image of the Council and Local Government generally.
In addition to all legislative requirements, employees of the District Council of Kimba recognise the requirements of this Code of Conduct as the standards that will be adopted in the performance of their functions and duties.
4.0 Principles of this Code of Conduct
4.1 Employees of the District Council of Kimba must act in a fair, honest and proper manner according to the law. This includes, but is by no means limited to: ‐ Understanding and giving proper consideration to legal requirements; Reasonable, just and non discriminatory behaviour in all aspects of carrying out their roles and responsibilities; Actions to be undertaken in good faith and not for improper or ulterior motives; Behaviour that maintains and enhances the image of the Council and does not reflect adversely on the Council; Impartiality in implementing Council decisions or when exercising delegated authority.
4.2 Council employees must act with reasonable care and be diligent in the performance of their duties and functions. This includes: ‐ Carrying out lawful policies, decisions and practices of Council in a professional manner; Respect for decisions of the Council; Being aware of the effectiveness and efficiency of activities and service delivery for which they are responsible or contribute; The proper and responsible use of Council resources
4.3 Council employees must be fair and honest in their dealings with individuals and organisations and behave in a manner which facilitates constructive communication between the Council, other employees and the community. This includes: ‐ Honest and fair dealing with all members of the community; Courteous and sensitive behavior that does not discriminate against people; ‐ 33 ‐
Awareness and disclosure of any situation that may create a tension between their public and private roles; Respect for electors opinions and property; Prevention of misuse of an employee’s position to gain an advantage for themselves or others.
When representing Council in the community: ‐ Provide an accurate and fair representation of Council decisions; Conduct themselves in a manner that will not reflect unfavourably on the Council.
4.4 Council Employees and Members will seek to achieve a team approach in an environment of mutual respect, trust, and acceptance of their different roles in achieving the Council's objectives. This may include: ‐ Mature and constructive working relationships based on mutual trust and respect; Conduct of the relationship with courtesy and respect; Acceptance and respect for their different but complementary roles in achieving the Council's objectives; Respect for Council Members’ roles in policy and planning and the employees' role in providing professional opinion, guidance and expertise; Agreed, between the CEO and Council, communication processes regarding access by Council Members to employees; Prevention of the misuse of their position to influence individual Elected Members to gain an advantage for themselves or others.
4.5 Council employees will establish a working relationship with fellow employees that recognises and respects the diversity of opinion and achieves the best possible outcomes for the community. This may include: ‐ Conduct of the relationship with courtesy and respect; Behaviour that seeks to establish mature and constructive working relationships; The right of all points of view to be heard and considered;
4.6 Information obtained by an Employee in the course of his or her duties and functions is respected and used in a careful and prudent manner. For example: ‐
Information obtained by an Employee as a result of his or her role is not to be used for any purpose other than Council business; Not make comments to the media unless instructed by the Chief Executive Officer to do so; Information given in relation to the Council or Council decisions should be accurate and not be a misuse of information; Respect for and maintenance of confidentiality.
5.0 Compliance with this Code of Conduct
Questions of compliance with this Code of Conduct raised by Council Members, other staff or the community should, as far as practical, be made in writing and will be considered by the Chief Executive Officer or his/her nominee
Employees are entitled to representation in the consideration of a question of non‐compliance against them, and investigation and management of the matter will have regard to the principles of fairness, equity and natural justice.
Investigations undertaken regarding compliance with the Code will be kept confidential.
The Chief Executive Officer has responsibility for ensuring compliance with the Code occurs.
The consideration of questions raised regarding compliance with the code by the Chief Executive Officer should be raised (in writing) with the Presiding Member, with Council to address the matter. Principles of fairness, equity and natural justice will apply and the matter will be handled confidentially.
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6.0 Availability of this Code of Conduct
The public may inspect a copy of the Code, without charge, at the offices of the Council during normal office hours, and may obtain a copy for a fee fixed by the Council, if any. Further enquiries in relation to the Code should be directed to the Chief Executive Officer, telephone 8627 2026.
7.0 Review
The Council is required to review this Code of Conduct within twelve months of the completion of each General Election. To ensure that the principle of open Government is being applied in the proper manner, it is anticipated that an annual review of the code will take place in December of each year. However, Council has the right to review this Code at any time, if considered desirable.
Council will take reasonable steps to consult with employees and the relevant registered industrial association when revising this Code of Conduct.
8.0 Adoption of the Code
This Code of Conduct for Employees of Council was reviewed and re‐adopted by the Council at its Ordinary meeting on Wednesday 8th August, 2007.
Appendix One:
COUNCIL STAFF
PART 4 CONDUCT OF EMPLOYEES
DIVISION 1 ‐ GENERAL DUTY AND CODE OF CONDUCT
Interpretation 108. In this Division
"employee" of a council includes a person working for the council on a temporary basis;
"registered industrial association" means an industrial association or organisation registered under a law of the State or of the Commonwealth.
General duty 109. (1) An employee of a council must at all times act honestly in the performance of official duties.
(2) An employee of a council must at all times act with reasonable care and diligence in the performance of official duties.
Code of conduct 110. (1) A council must prepare and adopt a code of conduct to be observed by the employees of the Council.
(2) A council must, within 12 months after each general election of the council, complete (and, as appropriate, implement) a review of its code of conduct under this section.
(3) A council may at any time alter its code of conduct, or substitute a new code of conduct.
(4) A code of conduct must not diminish a right or employment condition under an Act, award, industrial agreement or contract of employment.
(5) A council must take reasonable steps to consult with its employees and with any registered industrial association that represents the interests of employees of the council when preparing or revising its code of conduct under this section.
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(6) A person is entitled to inspect (without charge) the code of conduct of a council at the principal office of the council during ordinary office hours.
(7) A person is entitled, on payment of a fee fixed by the council, to a copy of the code of conduct of a council.
(8) An employee of the council must comply with the code of conduct.
DIVISION 2 ‐ REGISTER OF INTERESTS
Application of Division 111. (1) This Division applies to
(a) the chief executive officer of a council; and
(b) any other officer, or any other officer of a class, declared by a council to be subject to the operation of this Division.
Interpretation 112.s In thi Division
"prescribed officer" means an officer within the ambit of a declaration under section 111(b);
"Register" means a Register of Interests kept for the purposes of this Division;
"return period", in relation to an ordinary return of a person, means
(a) in the case of a person whose last return was a primary return, the period between the date of the primary return and 30 June next following; and
(b) in the case of any other person, the period of 12 months expiring on 30 June on or within 60 days after which the ordinary return is required to be submitted.
Lodging of primary returns 113. Each person to whom this Division applies must, within 30 days after appointment (not being a reappointment), submit a primary return
(a) in the case of the chief executive officer, to the principal member of the council;
(b) in the case of a prescribed officer, to the chief executive officer.
Lodging of ordinary returns 114. (1) Each person to whom this Division applies must, on or within 60 days after 30 June in each year, submit an ordinary return
(a) ine th case of the chief executive officer, to the principal member of the council;
(b) in the case of a prescribed officer, to the chief executive officer.
Form and content of returns 115. (1) A return must be in the prescribed form and contain the prescribed information. (2) A person who has submitted a return under this Division may at any time submit a change or variation in the information appearing on the Register in respect of the person or a member of his or her family.
Register of Interests 116. (1) The chief executive officer must maintain a Register of Interests and must cause to be entered in the Register all information furnished pursuant to this Division (including by the chief executive officer).
(2) If a person to whom this Division applies (other than the chief executive officer) fails to submit a return to the chief executive officer within the time allowed by this Division, the chief executive officer must as soon as practicable notify the person, in writing, of that fact.
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Provision of false information
117. A person who submits a return under this Division that is to the knowledge of the officer false or misleading in a material particular (whether by reason of information included in or omitted from the return) is guilty of an offence.
Maximum penalty: $10,000.
Inspection of Register 118. The chief executive officer must, at the request of a member of the council, permit the member to inspect the Register.
Restrictions on disclosure 119. (1) A person must not disclose to any other person any information furnished pursuant to this Division unless the disclosure
(a) is necessary for the purposes of the preparation or use of the Register by the chief executive officer; or
(b) is made at a meeting of the council, a council committee or a subsidiary of the council.
Maximum penalty: $10,000.
(2) Despite any other provision of this Act
(a) the public must be excluded from attendance at any part of a meeting of the council, a council committee or a subsidiary of the council where information is disclosed under subsection (1)(b); and
(b) any part of the minutes of a meeting of the council, a council committee or a subsidiary of the council which contains information disclosed under subsection (1)(b) is not available for public inspection under this Act.
DIVISION 3 ‐ CONFLICT OF INTEREST
Conflict of interest 120. (1) The chief executive officer of a council who has an interest in a matter in relation to which he or she is required or authorised to act in the course of official duties
(a) must disclose the interest to the council; and
(b) must not, unless the council otherwise determines during a council meeting that is open to the public, act in relation to the matter.
Maximum penalty: $5,000.
(2) An employee of a council (other than the chief executive officer) who has an interest in a matter in relation to which he or she is required or authorised to act in the course of official duties
(a) must disclose the interest to the chief executive officer; and
(b) must not, unless the chief executive officer otherwise determines, act in relation to the matter.
Maximum penalty: $5,000.
(3) It is a defence to a charge for an offence against subsection (1) or (2) to prove that the defendant was, at the time of the alleged offence, unaware of the interest.
(4) If an employee is entitled to act in relation to a matter by virtue of subsection (2)(b) and the employee is providing advice or making recommendations to the council or a council committee on the matter, the employee must also disclose the relevant interest to the council or council committee.
Maximum penalty: $5,000.
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(5) An employee has an interest in a matter if the employee, or a person with whom the employee is closely associated, would, if the employee acted in a particular manner in relation to the matter, receive or have a reasonable expectation of receiving a direct or indirect pecuniary benefit or a non‐pecuniary benefit or suffer or have a reasonable expectation of suffering a direct or indirect pecuniary detriment or a non‐pecuniary detriment.
(6) A person is closely associated with an employee of a council
(a) if that person is a body corporate of which the employee is a director or a member of the governing body; or
(b) if that person is a proprietary company in which the employee is a shareholder; or
(c) if that person is a beneficiary under a trust or an object of a discretionary trust of which the employee is a trustee; or
(d) if that person is a partner of the employee; or
(e) if that person is the employer1 or an employee of the employee; or
(f) if that person is a person from whom the employee has received or might reasonably be expected to receive a fee, commission or other reward for providing professional or other services1; or
(g) if that person is a relative of the employee.
[1. Employment with the council is to be disregarded.]
(7) However, an employee, or a person closely associated with an employee, will not be regarded as having an interest in a matter
(a) by virtue only of the fact that the employee or person
(i) is a ratepayer, elector or resident in the area of the council; or
(ii) is a member of a non‐profit association, other than where the employee or person is a member of the governing body of the association or organisation; or
(b) in a prescribed circumstance.
(8) In this section
"employee" of a council includes
(a) a consultant engaged by the council; and
(b) a person working for the council on a temporary basis;
"non‐profit association" means a body (whether corporate or unincorporate)
(a) that does not have as its principal object or sone of it principal objects the carrying on of a trade or the making of a profit; and
(b) that is so constituted that its profits (if any) must be applied towards the purposes for which it is established and may not be distributed to its members, and includes the LGA.
DIVISION 4 ‐ PROTECTION FROM PERSONAL LIABILITY
Protection from personal liability 121. (1) No civil liability attaches to an employee of a council for an honest act or omission in the exercise, performance or discharge, or purported exercise, performance or discharge, of powers, functions or duties under this or other Acts.
(2) A liability that would, but for this section, attach to an employee of a council attaches instead to the council.
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EMPLOYEES CODE OF CONDUCT
CONTRACT
All District Council of Kimba employees shall:‐
* respect their fellow employees right to a harassment free work environment
* serve in the best interests of the Council and the community
* be dedicated to the highest ideals of integrity in order to gain the respect and confidence of the elected members, employers and the public
* abide by the policies set by Council
* maintain a constructive creative and practical attitude towards Council affairs
* always aim to continually improve in your ability and competence
* refrain from circumstances which lead to criticism or derogatory statements concerning the competence or behaviour of a fellow employee, especially outside the place of employment
* when charged with the responsibility of personnel, handle all matters on the basis of merit and fairness
* seek no favour believing that personal glorification profit secured by confidential information or misuse of public time is dishonest
* take all reasonable care for your own health and safety and that of others whilst at work
* obey all reasonable instruction provided by the relevant supervisor
Employee name: ______
Employee signature:______
Witness name: ______
Witness signature:______
Date: / /
Reviewed and re‐adopted by the District Council of Kimba at its meeting on Wednesday, 8th August, 2007.
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AAPPPPEENNDDIIXX FF ––
District Council of Kimba Established 1924
3.7 PUBLIC CONSULTATION POLICY
Statutory Policy
Reviewed by the District Council of Kimba at its meeting on Wednesday 9th April, 2008
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1.0 Introduction
Section 50 of the Local Government Act 1999 (the Act) provides that a Council must prepare and adopt a Public Consultation Policy, which sets out the procedure that the Council will follow in cases where the Act requires Council to follow its public consultation policy. This policy addressesy the ke elements of both communications and consultation. Communication involves providing meaningful information in a timely and accessible manner, and consultation, a two‐way process, provides opportunities to clarify information raise issues and discuss ideas, options and views.
2.0 Purpose
The purpose of this Policy is to set out the ways in which the community can be involved in Governance and decision making, through an effective public consultation process, therefore meeting the requirements of the Act. Active participation in consultation opportunities will assist both the community and the Council in creating an awareness of issues in future policy formulation, as well as the numerous administrative and governance decisions required in the effective operation and management of the District Council of Kimba.
This policy confirms the District Council of Kimba’s commitment to open, accountable and responsive decision making, facilitates effective consultation with the community, and encourages community involvement, through partnerships, in planning and decision‐making. It sets out the steps Council will take in relation to public consultation, to ensure that appropriate and cost effective methods are used to inform and involve the community and key stakeholders relevant to the specific circumstances and consultation topics specified within the Act.
3.0 Objectives
The objectives of this policy are: ‐ To promote positive relations between the Council and the community; To seek and take account of the views, issues and aspirations expressed by the community and other stakeholders as required by the Act; To pursue cost effective means of seeking and receiving feedback, as well as providing information to the community; To give due and appropriate consideration to feedback received from consultation in conjunction with implications and outcomes, especially in respect of budget commitments, and other legislative constraints and considerations’ To recognise that different issues may require different forms of consultation.
4.0 Principles
This policy is underpinned by the following principles, which are believed to be central to effective public consultation. The Council will:
Identify potential stakeholders in each specific circumstance; Ensure information is easily understood and accessible to identify stakeholders, and include contact details for obtaining further information in all communication; Define the framework of the consultation process for each specific topic; Listen and respond to community views in a balanced way, taking into account all submissions; Promote decision‐making which is open, transparent, responsive and accountable to the community; Keep records and provide feedback about ther reasons fo decisions, where relevant; Review and evaluate this public consultation policy to ensure on‐going improvement in the way it involves the community and its statutory decision making process.
5.0 Procedures
The following process will be undertaken by the Council to fulfill the requirements of this policy: ‐ The Council will identify a range of options available to it, to communicate information to a range of interested persons (including the general public) and invite submissions; Where the Council is required (pursuant to the Act) to consult with respect to
• Code of practice – access to meetings and documents; • Strategic management plans; • Community land; • Roads – trees; • Passing By‐Laws; • Power to make orders; ‐ 41 ‐
• Principal office opening hours; • Commercial activities – (prudential requirements)
The Council as a minimum, will publish a notice in the Eyre Peninsula Tribune newspaper, describing the matter for which public consultation is required, and inviting interested persons to make written submissions to the Council within a period being at least 28 days from the date of the notice;
Where, in the opinion of Council it is expedient to consider minor issues relating to such items as (by way of example): Permits to hold a fair / stall on Council road reserve, park lands, etc; Private landscaping of road reserve in front of an individual premises (including small Scale tree / shrub planting); Permission to lay ‘individual’ water pipe under a Council roadway. Council will refer to appropriate polices and where no such policy exists, Council will consult with the adjoining / adjacent landowners prior to a decision.
In addition to the above, other options which the Council may choose to utilise to communicate information and invite submissions, include :‐ A notice in The Advertiser; Letter drops to residences, owners and occupiers (where appropriate); Telephone access line and/or the Internet; Media releases to Radio, Television and the print media; Letters to stakeholders;
Any step taken by the Council in addition to the minimum requirement set out above, will be at the absolute discretion of the Council, and dependent upon the particular topic or issue under consideration, the resources available to the Council, and the level of interest the topic or issue is likely to generate.
6.0 Roles and Responsibilities
This policy will apply to Council Elected Members, Staff, contractors, agents and consultants of the Council. The Chief Executive Officer of the Council is responsible for: ‐ Implementation of this policy; Reporting on the Council’s success in meeting the objectives of this policy; Reporting on the review and evaluation of this policy.
7.0 Alteration or Substitution of Policy
Any alteration or substitution of this policy with a new policy will require public consultation, unless the Council determines that the alteration or substitution is only a minor significance and would not attract little or no community interest.
8.0 Public Availability of Policy
The public may inspect a copy of the Policy, without charge, at the offices of the Council during normal office hours, and may obtain a copy for a fee fixed by the Council, if any. Further enquiries in relation to the Code should be directed to the Chief Executive Officer, telephone 8627 2026.
9.0 Review of Policy
The Council is required under the Local Government Act 1999 to review this policy every twelve months, and it is envisaged that this will take place in May of each year.
10.0 Adoption of the Procedure
This Public Consultation Policy was reviewed by the Council in April, 2008.
AAPPPPEENNDDIIXX GG ––
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The District Council of Kimba publishes this Information Statement in accordance with the requirements of Section 65r of the Local Government Act 1934, Section 131 of the Local Government Act 1999, and Section 9 of the Freedom of Information Act 1991.
Council is pleased to comply with the legislation and welcomes inquiries. An updated information Statement will be published at least once every 12 months.
1.0 STRUCTURE & FUNCTIONS OF THE COUNCIL :
1.1 Full Council Full Council, consisting of seven (7) Area Councillors including the Mayor, is the decision making body on all policy matters. Ordinary meetings of the full Council are held on the second Wednesday of every month, commencing at 2.00 pm. Members of the public are welcome to attend.
1.2 Committees & Advisory Groups Committees and Advisory Groups have been established by Council to discuss/administer Council and Community business. These groups meet as required, and members of the public are welcome to attend. These Committees and Advisory Groups are:
• DCK Aerodrome Management Committee • DCK Australia Day & Other State Awards Selection Committee • DCK Recreation Reserve Advisory Committee • DCK Tree Advisory Committee • DCK Bushfire Prevention Advisory Committee • E.E.P. Building Fire Safety Committee • DCK Tourism Committee • DCK Audit Committee • DCK O.H.S. & W. Committee
1.3 Agendas and Minutes Agendas of all full Council meetings are placed on display no less than three days prior to those meetings. Minutes of the meetings are placed on display within five days of the meeting.
1.4 Delegations The Chief Executive Officer and other Officers have delegated authority from Council to make decisions on a number of specified administrative and policy matters. These delegations are listed in the Policy Manual and are reviewed annually by Council, in keeping with the legislative requirements: To determine policies to be applied by Council in exercising its discretionary powers; To determine the type, range and scope of projects to be undertaken by the Council; and To develop comprehensive management plans, budgets, financial controls and performance objectives and indicators for the operations of the Council.
The Council makes the decisions which direct and/or determine its activities and functions. Such decisions include the approval of works and services to be undertaken, and the resources which are to be made available to undertake such works and services.
Decisions are also made to determine whether or not approvals are to be granted for applications from residents for various forms of development.
2.0 SERVICES FOR THE COMMUNITY :
Full Council makes decisions on policy issues relating to services that are provided by Council for members of the public.
Summary of Services:
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Council provides and maintains: Roads, Footpaths, Kerbing Traffic Control, Cycle and Walking Tracks Community Transport Street lighting, Car Parks Street Sweeping, Litter Bins Garbage Collection, Public Toilets Ovals, Reserves and Libraries Television Retransmission Cemetery Septic Tank/Effluent system
Council Conducts: Immunisation and Health Programs Citizenship Ceremonies
Council Inspects and Licenses: Food Premises, Sanitary Condition of Buildings Outdoor Signage Fundraising events Aerodrome
Council Administers: Parking, Litter and Signs Planning and Building Dog Registering & Control Fire Prevention Tourism information/promotion
3.0 PUBLIC PARTICIPATION :
3.1 Council Meetings
Members of the public have a number of opportunities to put forward their views on particular issues before Council. These are:
(1) Deputations ‐ with the permission of the Mayor, a member of the public can address the Council, a Committee or an Advisory Group personally or on behalf of a group of residents. (2) Presentations to Council ‐ with prior notification and arrangement with the Mayor, a member of the public can address the Council on any issue relevant to Council. (3) Petitions ‐ written petitions can be addressed to the Council on any issues within the Council’s jurisdiction. (4) Written Requests ‐ a member of the public can write to the Council on any Council policy, activity or service. (5) Elected Members ‐ members of the public can contact their Elected Members of Council to discuss any issue relevant to Council.
3.2 Community Consultation
The District Council of Kimba regularly consults with local residents and ratepayers on particular issues that affect their neighborhood. Examples of such situations include: (1) Public Consultation and request for submissions on significant issues. (2) Meetings of Electors ‐ all residents and electors are eligible to attend meetings. (3) Residents are notifiede of som Development Applications requiring the approval of Council. When an application is publicly notified, residents have the opportunity to both write to Council ‐ 44 ‐
expressing their view of the application, and to subsequently personally address the Council before a decision is made.
4.0 ACCESS TO COUNCIL DOCUMENTS:
4.1 Documents Available for Inspection The following documents are available for public inspection at the Council Offices free of charge: Council Agendas Council Minutes The Policy Manual Assessment Records Development Application Register Register of Elected Members Allowances & Benefits Registers of Employees Salaries, Wages & Benefits Register of Fees and Charges Levied by Council
Members of the public may purchase copies of these documents and the charges are: The Budget Statements $ 6.00 The Strategic Plan $ 6.00 Annual Financial Accounts $ 6.00 The Annual Report $ 6.00 Supplementary Development Plan $22.00 Voters Roll $ 6.00
** Those items without charges identified are available at the normal photocopying charges.
4.2 Other Information Requests Requests for other information not included in Clause 4.1 above will be considered in accordance with the Freedom of Information provisions of the Local Government Act.
Under this legislation, an application fee and a search fee must be forwarded with the completed request form as provided for in Regulation No. 257 of 1991, unless the applicant is granted an exemption.
Should the applicant require copies of any documents inspected pursuant to a Freedom of Information request, the charges set in Clause 4.1 will apply.
Freedom of Information Request Forms should be addressed to: Freedom of Information Officer District Council of Kimba PO Box 189 Kimba SA 5641
Forms are available at the Council office. Applications will be responded to as soon as possible within the statutory forty‐five (45) days of Council receiving the properly completed Freedom of Information Request Form, together with the application and search fees.
5.0 AMENDMENT OF COUNCIL RECORDS :
A member of the public may gain access to Council documents to make amendments concerning their personal affairs by making a request under the Local Government Act. A member of the public may then request a correction to any information about themselves that is incomplete, incorrect, misleading or out of date. To gain access to these Council records, a member of the public must complete a Freedom of Information Request Form as indicated above, outlining the records that he/she wishes to inspect.
AAPPPPEENNDDIIXX HH––
FFIINNAANNCCIIAALL SSTTAATTEEMMEENNTTSS :: ‐ 45 ‐
(Attached.)
AAPPPPEENNDDIIXX II––
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EEYYRREE RREEGGIIOONNAALL DDEEVVEELLOOPPMMEENNTT BBOOAARRDD AANNNNUUAALL RREEPPOORRTT ::
(Attached.)
AAPPPPEENNDDIIXX JJ––
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EEYYRREE PPEENNIINNSSUULLAA LLOOCCAALL GGOOVVEERRNNMMEENNTT AASSSSOOCCIIAATTIIOONN AANNNNUUAALL RREEPPOORRTT ::
(Attached.)
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EPNRM CONTENT FOR ANNUAL REPORT:
NATURAL RESOURCE MANAGEMENT:
The following information has been supplied by EPNRM.
EYRE PENINSULA NATURAL RESOURCES MANAGEMENT BOARD
• The Eyre Peninsula Natural Resources Management Board promotes community objectives by working to achieve a healthy environment that is based on sustainable use of the region’s natural resources, supported by a strong economy and a vibrant community.
• The State Natural Resources Management Plan, regional NRM Plans and formation of the 8 NRM Boards and NRM Council are requirements of the Natural Resources Management Act 2004 (NRM Act). The NRM Act provides the framework for all natural resources management initiatives, including NRM Plans, NRM Levies and EPNRM activities.
• The NRM Levy is the name for contributions that South Australian ratepayers used to make for the former Catchment Water Management Boards and Animal and Plant Control boards.
• The NRM Levy funds vital natural resources management projects, in the fields of salinity, water resources management, protection of water quality, wetlands management, sustainable water use, land management, pest management, biodiversity, coast and marine, monitoring and evaluation and community education.
• Local Government plays a crucial role in this process by collecting a regional NRM levy on all rateable properties on behalf of EPNRM.
• The levy will be used to assist in the development of water management plans to address water quality and water sustainability, groundwater investigations, regional pest plant and animal control, pest risk assessments and land management issues. For example, EPNRM has given Kimba District Council a $5000 grant for its project to assess opportunities for re-using stormwater and wastewater and is working with the council to address environmental issues caused by stormwater.
EPNRM has staff based at six locations around the region, including Cleve, Whyalla and Port Lincoln.
Frequently asked questions:
What is the NRM Levy?
The Natural Resources Management (NRM) Levy is a State Government initiative under the Natural Resources Management Act 2004. The Levy is charged through council rates notices and provides additional funding to help manage natural resources such as soils, water, coasts and marine environments and to control pest plants and animals.
Who pays the levy?
All council ratepayers in this region pay the regional NRM levy along with those that have a water licence.
How often is the levy set?
The levy is set annually.
Who collects the levy?
Local councils, for the land based levy, and collect the levy from ratepayers and licence holders before forwarding it to EPNRM. The Department of Water, Land and Biodiversity collects the water based levy*,
*for those who receive both a council rate notice and a water license notice – the NRM Levy will appear in both instances. You are not paying the same levy twice. You are, in fact, paying the ‘land based’ contribution and the ‘water based’ contribution, because you rely on the future sustainability of both these natural resources.
Who do I contact for more information about the levy?
Your local council is able to answer questions relating to the value of the levy itself or your levy payment. This includes the queries regarding contiguous properties or single farm enterprises and pensioner concessions. EPNRM can answer questions about how the levy money is spent.
What happens to the levy money?
Projects that will be supported through funding collected by the regional NRM levy in 2008-09 will include: • Direct assistance in planning and implementing on-ground works and water management projects • Groundwater investigations • Supporting integrated pest management programs including rabbit and fox control • Education for school students and landholders through community workshops and field days • Assessment for the issue of permits for water affecting activities. • Monitoring, evaluation and review of the Eyre Peninsula’s natural resources to assist with the setting of future targets and the review of the performance of its NRM programs • Regional Pest Plant and Animal Risk Assessments • Assisting landholders with soil management issues • Inspection of properties for pest agricultural and environmental weeds • Development of 10 year regional NRM Plan • Continuing to take a leading role in the review, amendment and development of Water Allocation Plans
How do I have my say about how the levy money is spent?
Your region’s ten year NRM Plan, which directs where levy funds are to be spent, is developed through extensive community consultation. The plan is being prepared by EPNRM and the draft will be made available to the public for comment in late 2008.
Community members can also have their say by : • Attending NRM Board meetings – the Board’s regular meetings are open to the public. Members of the community are welcome to attend, make presentations and comment on Board activities and decisions. All Board meetings are held on the second Thursday of the month at various locations around Eyre Peninsula and in Whyalla. They and are advertised in advance; check your local newspaper or go to www.epnrm.sa.gov.au for location details. • Writing, emailing, faxing or visiting EPNRM regional offices. The nearest office for Kimba residents is at 25 Fourth Street, Cleve, phone 86282077. Community members are welcome to visit and speak to staff. •
For more information about the wide range of NRM projects occurring in this region, which the Levy helps fund, please contact EPNRM Board on (08) 8682 7555 or visit www.epnrm.sa.gov.au
District Council of Kimba
“A progressive and caring Council aiming to improve the quality of life of all residents of the Kimba Community”.
2008/2009
Financial Statements
Senator Annette Hurley and Mayor John Schaefer
at the Buckleboo Road Opening
March 6th, 2009.
‘Kimba’
A community with a sense of PRIDE, PURPOSE & PLACE
District Council of Kimba
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 9 - RESERVES
Net Increments Transfers on ASSET REVALUATION RESERVE 1/07/2008 30/06/2009 (Decrements) Sale
Notes$$$$ Plant & Machinery/Minor/Other 839,760 839,760 Office Equip Furniture & Fittings 7,528 7,528 Buildings 3,157,429 (1,176,015 ) 1,981,414 Infrastructure 5,668,300 5,668,300 Land 376,390 (5,639 ) 370,751 CWMS 1,312,820 1,312,820 Total Infrastructure, Property, Plant 10,049,407 131,166 10,180,573 & Equipment TOTAL 10,049,407 131,166 10,180,573
2008 Totals 10,243,678 (194,271 ) 10,049,407
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 and available-for-sale financial assets.
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District Council of Kimba
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
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.
1 Basis of Preparation 1.1 Compliance with Australian equivalents to International Financial Reporting Standards This general purpose financial report has been prepared in accordance with Australian equivalents to International Financial Reporting Standards (AIFRS) as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Urgent Issues Group Interpretations (UIGs) and relevant South Australian legislation.
The financial report was authorised for issue by certificate under clause 11 of the Local Government (Financial Management) Regulations 1999.
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 AIFRS 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 dollar ($).
2 The Local Government Reporting Entity The District Council of Kimba is incorporated under the SA Local Government Act 1999 and has its principal place of business at Corner of West Terrace and Cross Street, Kimba. These financial statements include the consolidated fund 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.
Trust monies and property held by Council but subject to the control of other persons have been excluded from these reports. A separate statement of moneys held in the Trust Fund is available for inspection at the Council Office by any person free of charge.
3 Income recognition 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.
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District Council of Kimba NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 1 - Significant Accounting Policies (cont)
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.
4 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 13.
5 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.
5.1 Real Estate Assets Developments Real Estate Assets developments have been classified as Inventory in accordance with AASB 102 and are valued at the lower of cost or net realisable value. Cost includes the costs of acquisition, development, borrowing and other costs incurred on financing of that acquisition and up to the time of sale. Any amount by which cost exceeds the net realisable value has been recognised as an expense.
Revenues arising from the sale of property are recognised in the operating statement when settlement is completed.
5.2 Other Real Estate held for resale Properties not acquired for development, but which Council has decided to sell as surplus to requirements, are recognised at the carrying value at the time of that decision.
Certain properties, auctioned for non-payment of rates in accordance with the Local Government Act but which failed to meet the reserve set by Council and are available for sale by private treaty, are recorded at the lower of the unpaid rates and charges at the time of auction or the reserve set by Council. Holding costs in relation to these properties are recognised as an expense when incurred.
6 Infrastructure, Property, Plant & Equipment 6.1 Transitional Provisions As at 1 July 2008, Council has elected not to recognise any values for land under roads acquired before the commencement of AASB 1051 Land Under Roads. Details of the effects of this election are given in Note 7.
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”.
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District Council of Kimba NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 1 - Significant Accounting Policies (cont)
6.2 Initial Recognition All assets are initially recognised at cost. 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. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition. 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.
6.3 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 as follows. No capitalisation threshold is applied to the acquisition of land or interests in land. Office Furniture & Equipment $2,000 Other Plant & Equipment $2,000 Buildings - new construction/extensions $10,000 Park & Playground Furniture & Equipment $2,000 Road construction & reconstruction $10,000 Paving & footpaths, Kerb & Gutter $5,000 Drains & Culverts $5,000
6.4 Subsequent Recognition Certain 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.
6.5 Depreciation of Non-Current Assets Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives in a manner which reflects the consumption of the service potential embodied in those assets.
Depreciation is recognised on a straight-line basis. Major depreciation periods for each class of asset are shown below. 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. Plant, Furniture & Equipment Office Equipment 5 to 10 years Office Furniture 10 to 20 years Vehicles and Road-making Equip 5 to 10 years Other Plant & Equipment 5 to 15 years Building & Other Structures Buildings – masonry 50 to 100 years Buildings – other construction 20 to 40 years Park Structures – masonry 50 to 100 years Park Structures – other construction 20 to 40 years Playground equipment 5 to 15 years Benches, seats, etc 10 to 20 years Infrastructure Sealed Roads – Surface 20 years
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District Council of Kimba NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 1 - Significant Accounting Policies (cont)
Sealed Roads – Structure 50 to 100 years Unsealed Roads 10 to 20 years Paving & Footpaths, Kerb & Gutter 80 to 100 years Drains 80 to 100 years Culverts 50 to 75 years Bores 20 to 40 years Reticulation Pipes 25 to 75 years
6.6 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.
6.7 Borrowing Costs Borrowing costs in relation to qualifying assets (net of offsetting investment revenue) have been capitalised in accordance with the allowed alternative treatment in AASB 1023 “Borrowing Costs”. The amounts of borrowing costs recognised as an expense or as part of the carrying amount of qualifying assets are disclosed in Note 3, and the amount (if any) of interest revenue offset against borrowing costs in Note 2.
7 Payables 7.1 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.
7.2 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.
8 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”. Interest free loans are carried at their nominal amounts; interest revenues foregone by the lender effectively being a reduction of interest expense in the period to which it relates.
9 Employee Benefits 9.1 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.
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District Council of Kimba NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 1 - Significant Accounting Policies (cont)
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.
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.
9.2 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 Note 17.
10 Construction Contracts Construction works undertaken by Council for third parties are generally on an agency basis where the third party reimburses Council for actual costs incurred, and usually do not extend beyond the reporting period. As there is no profit component, such works are treated as 100% completed. Reimbursements not received are recognised as receivables and reimbursements received in advance are recognised as “payments received in advance”.
11 Leases Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117.
In respect of finance leases, where Council substantially carries all of the 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 as assets under lease, 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.
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.
12 GST Implications In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax” ¾ Receivables and Creditors include GST receivable and payable. ¾ Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable. ¾ Non-current assets and capital expenditures include GST net of any recoupment. ¾ Amounts included in the Statement of Cash Flows are disclosed on a gross basis.
13 Comparative Information Comparative information has been reclassified to be consistent with the current year disclosure of equivalent information in accordance with AIFRS.
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District Council of Kimba NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 1 - Significant Accounting Policies (cont)
14 New Accounting Standards Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2009 reporting period. ¾ AASB 3 Business Combinations ¾ AASB 101 Presentation of Financial Statements ¾ AASB 123 Borrowing Costs ¾ AASB 127 Consolidated and Separate Financial Statements ¾ AASB 2007-6 Amendments to Australian Accounting Standards arising from AASB 123 ¾ AASB 2007-8 & AASB 2007-10 Amendments to Australian Accounting Standards arising from AASB 101 ¾ AASB 2008-2 Amendments to Australian Accounting Standards – Puttable Financial Instruments and Obligations arising on Liquidation ¾ AASB 2008-3 Amendments to Australian Accounting Standards arising from AASB 3 and AASB 127 ¾ AASB 2008-5 & AASB 2008-6 Amendments to Australian Accounting Standards arising from the Annual Improvements Project ¾ AASB 2008-7 Amendments to Australian Accounting Standards – Cost of an Investment in a Subsidiary, Jointly Controlled Entity or Associate ¾ AASB 2008-8 Amendments to Australian Accounting Standards - Eligible Hedged Items ¾ AASB 2008-9 Amendments to AASB 1049 for Consistency with AASB 101 ¾ AASB 2008-11 Amendments to Australian Accounting Standard – Business Combinations Among Not-for-Profit Entities ¾ AASB 2008-12 Amendments to Australian Accounting Standards – Reclassification of Financial Assets – Effective Date and Transition ¾ AASB 2008-13 Amendments to Australian Accounting Standards arising from AASB Interpretation 17 – Distributions of Non-cash Assets to Owners ¾ Interpretation 15 Agreements for the Construction of Real Estate ¾ Interpretation 16 Hedges of a Net Investment in a Foreign Operation ¾ Interpretation 17 Distributions of Non-cash Assets to Owners ¾ Interpretation 18 Transfers of Assets from Customers ¾ (Standards not affecting local government have been excluded from the above list.)
Council is of the view that none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed.
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District Council of Kimba
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 7 (cont) – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Valuation of Assets At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 1.19 to retain a previously established deemed cost under GAAP as its deemed cost for the purposes of AIFRS.
Plant, Furniture & Equipment Pursuant to Council’s election, plant, furniture and equipment are recognised on the cost basis originally deriving from a valuation at 30 June 2004 by Council Officers’ at written down current replacement cost.
Land & Land Improvements Pursuant to Council’s election, 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 improvements, including bulk earthworks with an assessed unlimited useful life, are recognised on the cost basis, originally deriving from a valuation at 30 June 2005 at written down current replacement cost. Additions are recognised at cost. Estimated future costs of reinstatement of land, capitalised in accordance with AASB 116.16(c), are reviewed annually (see Note 1) and depreciated over the estimated remaining life of the relevant asset.
Buildings & Other Structures Pursuant to Council’s election, buildings and other structures are recognised on the cost basis originally deriving from a valuation at 30 June 2005 by Maloneys Field Services at written down current replacement cost. During the year Council considered those building assets that would not ever be replaced by Council. These are now recorded only at land value.
Infrastructure Transportation assets were re-valued by Maloneys Field Services at written down current replacement cost during the reporting period ended 30 June 2005 and pursuant to Council’s election are disclosed at cost. All acquisitions made after the respective dates of valuation are recorded at cost.
Stormwater drainage infrastructure was re-valued by Maloneys Field Services as at 30 June 2005 at written down current replacement cost, based on actual costs incurred during the reporting period ended 30 June 2005 and pursuant to Council’s election are disclosed at cost. All acquisitions made after the respective dates of valuation are recorded at cost.
Community wastewater management scheme infrastructure was re-valued by Council Officers’ in conjunction with Maunsell’s Australia Pty Ltd at written down current replacement cost during the reporting period ended 30 June 2009.
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District Council of Kimba
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 12 (cont) - COMPONENTS OF FUNCTIONS
The activities relating to Council functions are as follows:
Administration Activities Governance, Administration, Elected Members, Organisational, Support Services, Accounting/Finance, Payroll, Housing for Council Employees, Human Resources, Information Technology, Communication, Rates Administration, Records, Occupancy, Contract Management, Customer Service, Other Support Services, Revenues, LGGC – General Purpose, and Separate and Special Rates.
Public Order and Safety Public Order and Safety, Other Fire Protection, Other Public Order and Safety, Cemeteries, Public Conveniences, Car Parking, and Other Community Amenities, Dog and Cat Control, Building Control, Town Planning, Clean Air/Pollution Control, Litter Control, Health Inspection, Parking Control, and Other Regulatory Services.
Health Immunisation, Preventive Health Services and Other Health Services.
Social Security and Welfare Community Support, Elderly Citizens Facilities, Other Services for the Aged and Disabled, Children and youth Services, community Assistance, Community Transport, Family and Neighbourhood Support, Other Community Support and Community Amenities.
Housing and Community Affairs Waste Management, Domestic Waste, Green Waste, Recycling, Waste Disposal Facility, Other Waste Management, Stormwater and Drainage, Street Cleaning, Street Lighting, Streetscaping, Natural Resource Management Levy and Other Environment and Sewerage/CWMS. . Recreation and Culture Parks and Gardens, Sports Facilities – Outdoor, and Other Recreation, Library Services, Cultural Services, Cultural Venues, Heritage, Museums and Art Galleries and Other Cultural Services.
Agriculture Agricultural Services, Agricultural Water, Animal/Plant Boards, Landcare and Other Agricultural Services.
Mining, Manufacturing and Construction Gravel Pits/Quarries, Development of Land for Resale, and Private Works.
Transport and Communication Aerodrome, Footpaths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, LGGC – roads (formula funded), and Other Transport.
Economic Affairs Employment Creation Programs, Regional Development, Support to Local Businesses, Tourism, and Other Economic Development
Other Purposes
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District Council of Kimba
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2009
Note 17 – 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. Permanent and contract employees of the South Australian Local Government sector have the option to contribute to 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% in 2008/09 for Marketlink members and 3% for Salarylink members; 9% and 3% respectively in 2007/08). No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.
Salarylink (Defined Benefit) 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 of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Scheme's Trustee based on advice from the Scheme's Actuary. The rate is currently 6% (6% in 2007/2008) of “superannuation” salary. Given that Employer contributions are based on a fixed percentage of employee earnings in accordance with superannuation guarantee legislation, the remaining 3% for Salarylink members is allocated to their Marketlink account. Employees also make member contributions to the Fund. As such, assets accumulate in the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue.
The Salarylink Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are pooled and are not allocated by employer, 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 full actuarial investigation conducted by the Scheme's actuary, L C Brett, BSc., FIA, FIAA, of Brett and Watson Pty Ltd as at 30 June 2008, the Trustee has determined that the current funding arrangements are adequate for the expected Defined Benefit Plan liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.
Page 33
Eyre Regional Development Board Inc
CONTENTS
Page 1. STRATEGIC CONTEXT 2
About The Eyre Regional Development Board Inc 3 • Business 3 • Core Values 3 • Summary of Provision of Services 3 • Key Objectives 5
2. HIGHLIGHTS OF THE YEAR 6
Chairperson’s Report 7 Chief Executive Officer’s Report 9 Highlights Of The Year 11
3. SUMMARY OF PERFORMANCE 12
ERDB’s Scorecard Summary of Performance (KPI’s etc) 13
4. ACHIEVEMENTS BY OBJECTIVE 14
• Infrastructure 15 • Community Sustainability (Regional Leadership) 18 • Business Capability Development 20 • Exports 23 • Employment 25 • Population 27 • Investment 29 • Innovation 32 • Skills 35
5. BOARD MEMBER/STAFF LIST 38
6. AUDITED FINANCIAL STATEMENTS – 2008/09 40
• Independent Audit Report • Operating Statement 08/09 • Balance Sheet as at 30 June 2009 • ERDB Statement of Declaration
7. ACRONYMS 42
Annual Report 2008 – 2009 1
Eyre Regional Development Board Inc
STRATEGIC CONTEXT
developing an eyre of prosperity
Annual Report 2008 – 2009 2
Eyre Regional Development Board Inc
ABOUT THE EYRE REGIONAL DEVELOPMENT BOARD INC
The Eyre Regional Development Board (ERDB) is the key regional and economic development agency on South Australia’s Eyre Peninsula and west coast. The ERDB is an independent incorporated organisation that is funded through the region’s 10 Local Government Councils and the State Government’s Department of Trade and Economic Development.
Since its inception in 1994 the ERDB has helped business and industries compete, revitalized regional areas, attracted investment, promoted sustainability, improved regional infrastructure and facilitated innovation, and contributed towards improving the quality of life for communities on Eyre Peninsula.
Through our vision the Board strives to cultivate “An innovative, internationally competitive and recognised growing regional economy” and with a mission “to develop a globally competitive region by fostering sustainable business and industry development, export initiatives and a positive environment for investment”.
The Board’s exceptional performance over the years can be attributed to its extremely dedicated, professional and passionate Board Members who are underpinned by a team of 12 highly committed staff members.
Business
The Board is committed to strengthening the region’s economic base by: • Supporting business growth and encouraging investment • Connecting the region through the provision of effective hard and soft infrastructure • Matching skills provision to employer and industry needs • Developing the region’s products for export markets • Attracting investment to the region • Encouraging and supporting business and industry innovation • Leading business, industry, and Eyre Peninsula’s communities on economic and regional development issues. • Business and export advisory services
Core Values
The Eyre Regional Development Board embraces the following core values: • Regional leadership • Accessible to and inclusive of all stakeholders • Dynamic and innovative performance • Commitment to excellence • Passion and commitment to the region • Professionalism, integrity, respect and trust
Summary of Provision of Services
The ERDB provides a diverse range of regional economic development services to Eyre Peninsula and the west coast. Being a small organisation enables the Board to develop and maintain close and effective collaborative working relationships with the region’s local communities, business and industry sectors.
Annual Report 2008 – 2009 3
Eyre Regional Development Board Inc
The office is responsible for the project management of a range of significant cross-Government projects, programs and services, which include:
Regional Development Services • Infrastructure planning and development • Infrastructure advice for business and industry • Facilitation of investment projects • Sourcing of industrial and commercial land • Access and contact with business and services networks • Research assistance for new, expanding or diversifying businesses • Sourcing funding • Sourcing grants • Advocacy role on issues of strategic importance to the region
Business Advisory Services • Business planning • Small business support • Organisation and facilitation of training programs for small business
Export Assistance • Facilitation of the Austrade Tradestart program • Export market development • Product development for export • Market research • Export development support • Product promotion - food and trade shows at international level • Overseas trade contact
Food Industry Development • Product and market capability development • Regional food network development • Facilitation of food industry clusters • Product promotion - food and trade shows at international level • Facilitation of food industry training • Regional food branding
Indigenous Economic Development • Assistance with business planning • Business development and facilitation support • Identification and facilitation of employment and training initiatives
Employment and Training • Management of the Employment and Skills Formation Network • Identifying skills needs in the region • Skill based training initiatives • SA Works training initiatives
Skilled Migration • Identifying skills shortages and assisting businesses source skilled immigrants • Management of the Business and Skilled Migration program
Annual Report 2008 – 2009 4
Eyre Regional Development Board Inc
Key Objectives
The Eyre Peninsula region has many competitive advantages including well established industries, significant export and domestic growth opportunities, magnificent natural resources, vibrant communities and a quality lifestyle second to none. The Board recognises however, in a changing global environment that there is a need to continuously strive to maximise the region’s competitive advantages and minimise external threats. Along with other regional partners, the Board is focusing on key targets in the State’s Strategic Plan that will have the greatest impact on economic growth and employment outcomes.
ERDB Strategic Plan State Strategic Plan Key Objectives Targets Infrastructure Increase investment in strategic areas of • Increase investment in strategic areas of infrastructure, such as infrastructure such as transport, ports, airports, transport, ports, water and energy (T1.16). rail, water, and energy to support the long term • Build and maintain infrastructure to develop and support sustainable growth of the region’s industries. communities in the region (T5.11). • The Eyre and Western region’s water resources are managed within sustainable limits by 2018. (T3.9) Community Sustainability Build the capacity of the region's communities • Maintain the Eyre and Western region’s proportional share to ensure open and diverse culture, strong civic of South Australia’s population. (T5.9) leadership and a high quality of life, which is underpinned by a prosperous growing economy.
Business Capability Development Develop thriving, growing businesses and new • Maintain the international competitiveness of the State’s business industries that increase economic activity. climate (T1.4). • Exceed Australian average productivity growth within 10 years (T1.10). Exports Increase international trade from the Eyre and • Treble the value of South Australia’s exports to $25 billion by 2013. Western region. (T1.14)
Employment Ensure that the region's people have the • Reduce regional unemployment rates (T5.9). necessary education and skills to actively • Reduce the gap between Aboriginal and non-Aboriginal unemployment participate in employment opportunities that rates in the Eyre and Western. (T1.26) support growing businesses and industries.
Population Maintain the Eyre and Western region’s • Maintain the Eyre and Western region’s proportional share of South proportional share of South Australia’s Australia’s population. (T5.9) population. • Match South Australia’s share of international migrants to Australia with the State’s share of overall national population over the next 10 years (T1.9). Investment Increase business investment into the Eyre and • Match or exceed the Australian average business investment share of Western region. the economy within 10 years (T1.6). • Increase the value of the Eyre and Western region’s contribution to Gross Regional Product through to 2014 (T1.1) • Increase domestic visitor expenditure through to 2014. (T1.15) • Increase value of minerals production through to 2014. (T1.18) • Increase value of minerals processing through to 2014. (T1.19) Innovation Cultivate innovative, globally competitive • The proportion of South Australian businesses innovating to exceed businesses in the Eyre and Western region. 50% in 2010 and 60% in 2014. (T4.7) • Secure Australian government research and development resources to 10% above South Australia's per capita share by 2010 and increase this share to 25% by 2014, for both public and private spheres. (T4.10) • Increase business expenditure on research and development to 1.5% of GSP in 2010 and increase to 1.9% by 2014. (T4.11) Skills Ensure the supply of a highly skilled workforce • Increase VET participation rates in the Eyre and Western region. to meet existing and future needs of the (T6.21) region's businesses and industries. • By 2014, equal or better the national average for the proportion of the labour force with non-school qualifications. (T6.19).
Annual Report 2008 – 2009 5
Eyre Regional Development Board Inc
HIGHLIGHTS OF THE YEAR
the spirit of eyre
resilient, resourceful people building strong, vibrant and unique communities
Annual Report 2008 – 2009 6
Eyre Regional Development Board Inc
CHAIRPERSON’S REPORT
This Annual Report is written at a time of cautious optimism and extreme uncertainty. The drought of the previous two years has continued and the world financial crisis has impacted negatively on the regions export industries. On both counts there is cautious optimism, with rain (at last) over most of the region and there has been suggestion that the pathway forward on the economic front is upward.
Alternatively, having the privilege of membership of the Eyre Regional Development Board Inc (ERDB) since its inception in 1993, I cannot recall any period of time when the organisation was held at the level of disregard that currently exists.
In explanation, the ERDB concurred with the Resource Agreement funding arrangements extending to 2013 under considerable protest. The Board was required to sign a five year agreement and our projected budget clearly revealed deficit trading in year 2011. This situation prompted an appointment with Minister Maywald and the Executive Director of the Office of Regional Affairs, during which advice was provided that the Regional Development Board ‘bucket was empty’. That response prompted the question – were there too many regional development boards? And the answer – “that is not on the Government’s agenda”! Clearly now, with the benefit of hindsight, we can see that the wording of the Resource Agreement had been changed to accommodate the Government’s contemplation of Regional Development Australia replacing the roles of Area Consultative Committees and Regional Development Boards.
Within the first five months of the new resource agreement Minister McEwen advised RDBs that they were not to undertake long term commitments and liabilities in light of the proposal from the Commonwealth Government to change its regional development service delivery process and to merge Area Consultative Committees with Regional Development Boards to form the new entity.
The ensuing negotiations to deliver regional development services in line with the Commonwealth Government’s proposal has occurred without direct involvement with the existing agencies, nor has it engaged with our Local Government funding partners. The process of intrigue and secrecy to the point of writing this report has created more questions than answers, spawning concern with regard to the future delivery and achievement of positive outcomes with development issues. It is essential to retain a genuine “business as usual” mechanism to ensure ongoing sustainable economic development for regional South Australia.
The Regional Development Boards and associated staff have supplied the State Government with an effective delivery mechanism during the last 15 years and should be respectfully provided with open and honest communication during the entire transition process in order for the agencies to gain a comprehensive understanding of the Government’s intentions and alleviate angst caused by the unknown.
The ERDB, since its inception and particularly now, has been fortunate with devotion that is beyond the call of duty and work ethic of its staff. This report provides clear evidence of the value of our dedicated staff because in terms of achievement against the numerous performance measurements assigned with each project generated by them, significant results have been produced. The staff have proven their capabilities at a new level of adversity. On behalf of the Board and the community of Eyre Peninsula I would like to congratulate our staff for their efforts and in particular CEO Mark Cant for his leadership and valuable contribution throughout the year.
The inclusive structure of ERDB, deliberately embracing regional representation, key economic drivers and industry collectively empowers this community. Local business people forfeit a full day away from their work/business and travel up to 800kms to attend an ERDB meeting.
Annual Report 2008 – 2009 7
Eyre Regional Development Board Inc
These committed people know intimately the challenges for Eyre Peninsula, accept leadership responsibility and throw their weight behind the staff in a genuine team effort, which ultimately provides great benefit to the region. I thank my fellow Board Members for their support and guidance throughout a very difficult year.
Whilst acknowledging the input and support of our funding partners I offer the challenge that the identified opportunities for this region are massive. Your contribution towards regional development in this region is critical and it is equally vital that any change made to delivery of regional development services builds from what ERDB has delivered.
They say that dealing with the challenges of the past makes us stronger in dealing with what lies ahead and if that’s the case following the last twelve months, then bring it on!
Jeff Pearson Chairperson
Annual Report 2008 – 2009 8
Eyre Regional Development Board Inc
CHIEF EXECUTIVE OFFICER’S REPORT
The 2008-09 financial year was the Board’s fifteenth year of operation and has been one of the most challenging.
The ERDB finally secured a new five year Resource Agreement with the State and Local Governments, following several months of negotiation, highlighting concerns of the higher costs associated with the tyranny of distance on Eyre Peninsula and office rental costs.
The Board was advised by the Minister for Regional Development at the time, the Hon Karlene Maywald that this funding has been secured for Regional Development Boards [RDBs] for 5 years, adding that RDBs need to appreciate that the regional development budget has not been reduced as with all other Government agencies.
On signing the 5 year resource agreement, the 13 RDBs were advised of the Government’s new direction to align the 13 South Australian RDBs and the 5 Area Consultative Committees into 7 new Regional Development Australia bodies, in line with the regions outlined in the South Australian Strategic Plan.
The proposed new arrangement will provide a new alliance for Local, State and Federal Governments. Under one single body focussed on economic and regional development, however Eyre Peninsula will be aligned with the City of Whyalla into the future. This new arrangement will be a challenge in securing a much larger region with an increased diversity of “communities of interest”.
The focus of the ERDB has been to maintain staff enthusiasm, and not to lose traction on projects that the board has identified as strategic priorities for the region, which include:
• Water desalination • Mineral export hub - Sheep Hill • Thevenard Port upgrade • Tourism Infrastructure Plan • Port Lincoln airport • Eyre Peninsula Drought Taskforce • Regional marketing brand
The Board has continued to expand its service delivery and has secured several major contracts in the delivery of Government services. These have added to the range of business and industry support to ensure that this region is well serviced at both the local and regional level.
These services include business and export advisory services, food industry development, employment and skills training, indigenous economic development, migration and workforce development, infrastructure development and industry development.
The region’s agricultural sector is experiencing one of the most challenging periods, following a series of successive droughts impacting on the business viability and enthusiasm in many of the rural service communities.
The Board has been active in supporting and leading the Eyre Peninsula Drought Taskforce, in the development of key strategies and the review of the exceptional circumstances (EC) applications process.
Annual Report 2008 – 2009 9
Eyre Regional Development Board Inc
The seasonal outlook for the 2009 season has commenced with the majority of the region receiving above average rainfall. The key will be the spring period and market prices to ensure that the region economic recovery is realised.
Eyre Peninsula has immense opportunities to diversify the region’s economic base, with mining and renewable energy providing alternative employment and investment to the region into the future. To ensure that these opportunities are realised, investment into the economic and sustainable solutions is required with a longer term vision for Eyre Peninsula.
The key to the future of Eyre Peninsula’s mining industry is to develop an export port facility in a strategic location to ensure that Cape class shipments are able to be accessed, whilst servicing the majority of the region’s mineral resources.
Eyre Peninsula has a major opportunity to realise the national resources of wind and wave energy on the west coast. With Australia seeking to secure a 20% renewable energy target by 2020, a business base needs to be developed for the high voltage transmission connection to ensure that this world class natural resource contributes to the national renewable target.
With these exciting opportunities for industrial development and employment the challenge will be housing of a skilled workforce into the future, as many of the employees will be located in regional communities.
The future of the ERDB is unknown however the demand for regional development and the services that are supported under the framework are essential. Whatever the outcome, it is hoped that Member Councils will continue to provide valuable support and work in collaboration with the new structure as they have for the ERDB, to ensure ongoing economic development outcomes and a sustainable future for the region.
The success of the Board has been the ability to have a strong strategic vision for the future and to establish effective industry partners. The Board Members and staff are a dedicated team that all seek to build on the region’s strengths ensuring that Eyre Peninsula develops its globally competitive edge into the future.
Mark Cant Chief Executive Officer
Annual Report 2008 – 2009 10
Eyre Regional Development Board Inc
HIGHLIGHTS OF THE YEAR
The ERDB has initiated and facilitated a number of new initiatives and projects throughout the year in support of the long term economic development of the region and the State. Key highlights include:
1. The completion of a Social and Economic Study and a Business Investment Case for the future development of the Port of Thevenard, a total investment of $120,000. 2. Commencement of construction work by Iluka Resources on their $420 million Jacinth/Ambrosia mine site development. 3. Purchase of 105 hectares of coastal land south of Port Neill by Centrex Metals to underpin the development of an Eastern Eyre mineral export hub. 4. The completion of the sealing program of the Lucky Bay road connecting the Eyre Highway to the Sea SA ferry service terminal. $1.93 million in funding was secured for this project. 5. Assistance and advice was provided to 433 businesses throughout Eyre Peninsula. 6. 14 business workshops held across the region with 185 business participants attending. 7. 174 employment outcomes have been achieved by the region’s SA Works program initiatives. 8. Official launch of Australia’s Seafood Frontier Prospectus to regional food and wine businesses. 9. $400,000 was invested by Kinkawooka Shellfish in conjunction with the Regional Food Processing Grant ($80,000) to develop a range of ready made mussel meals and innovative packaging for oysters (dozen) and prawns (1kg) for domestic and export food service and retail markets. 10. Assistance was provided to sardine company Australian Southern Exporters to secure $499,250 for the development of value added sardine product. Total investment for the project was $998,500. 11. The highly successful Seafood Mission was again hosted in Port Lincoln and Streaky Bay with leading chefs and buyers visiting from Sydney, Melbourne, Brisbane and Perth. 12. Following completion of a Certificate 2 in Metalliferous, 26 Indigenous people gained employment with Iluka Resources and other contractors on the Jacinth/Ambrosia project. 13. TradeStart assisted businesses that accounted for approximately $1.8 million in new export sales. 14. The Board hosted overseas trade delegations from Singapore, Malaysia, Japan, Macau and China. 15. The Indigenous Communities Regional Economic Plan for the Eyre Peninsula was completed and presented to stakeholders and Indigenous communities. 16. Sixteen people from across the region participated in the Strengthening EP regional leadership program. 17. Coordination of the EP Drought Taskforce, which has leveraged $37 million interest subsidy under Exceptional Circumstances. 18. Ten Indigenous participants were employed by the District Council of Ceduna as a result of the introduction of a Structured Training and Employment project. Funding attraction of $80,000 was secured for the project. 19. Following the completion of a business plan, a new $562,000 training centre and mobile training unit was approved for the Yalata Community. 20. Wanna Mar Premium Seafood’s obtained a $210,000 loan from Indigenous Business Australia, for the development of the Port Lincoln based mussel business. 21. $240,000 in funding was secured to employ 2 business managers in regional indigenous community organisations. 22. Community consultation commenced for the proposed export of iron ore through the port facility at Port Lincoln.
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SUMMARY OF PERFORMANCE
creative z productive z innovative
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ERDB Scorecard Summary of Performance 2008-2009
ERDB Objective Outcome or results Indicators Target
Infrastructure Increase investment in strategic areas of • Value of economic infrastructure development projects $10 million infrastructure such as transport, ports, airports, assisted: $3.1 million rail, water, and energy to support the long term growth of the region's industries. • Number of investment cases: 2 4
Community Sustainability (Regional Leadership) Build the capacity of the region's communities • Number of participants in regional leadership program: to ensure open and diverse culture, strong civic 16 leadership and a high quality of life, which is • Number of regional growth and mitigation strategies underpinned by a prosperous growing developed: 2 economy. • Coordination of EP Drought Taskforce • $37 million leveraged for interest rate subsidy 2008/09 Business Capability Development Develop thriving, growing businesses and new • Number of business workshops facilitated: 14 10 industries that increase economic activity. • Number of participating businesses: 185 120 • Number of businesses assisted: 433 300 Exports Increase international trade from the Eyre and Just over 1 million tonnes of product was exported from Western region. Eyre Peninsula’s 2 export port facilities in 2008: 1 million tonnes of grain and 18,440 tonnes of legumes/canola.
The region also exported seafood products (aquaculture/ wild catch) worth around $273 million.
• Value of new export sales: $1.8 million $500,000 • Number of exporters assisted: 9 14 Employment Ensure that the region's people have the The region’s unemployment increased marginally in 2008 to necessary education and skills to actively 4.8%. This was lower than the State’s overall unemployment participate in employment opportunities that rate of 5.5%. support growing businesses and industries. • Employment Outcomes: 174 145 Population Maintain the Eyre and Western region’s The Eyre Peninsula’s estimated resident population grew by proportional share of South Australia’s 0.5% in 2008 to 34,672 a net gain of 184; representing 2.1% population. of South Australia’s population
• Number of businesses assisted: 9 10 • Number of visa approvals: 8 20 • Number of migrants settled: 5 10 • Workforce development initiatives: 11 24 Investment Increase business investment into the Eyre and • Total investment: $2.1 million $2 million Western region. • Major Projects Value: $1million $1 million • Number of businesses assisted in major projects: 4 10
Innovation Cultivate innovative, globally competitive • Number of businesses assisted to bring new 5 businesses in the Eyre and Western region. products to market: 3 • Number of businesses assisted to introduce new 5 processes boosting productivity and competitiveness: 3
Skills Ensure the supply of a highly skilled workforce • Investment into training: $1million $1.2 million to meet existing and future needs of the • Number of participants: 574 978 region's businesses and industries. • Number of training programs delivered : 7 9
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ACHIEVEMENTS BY OBJECTIVE
cultivating an innovative, internationally competitive, growing regional economy
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INFRASTRUCTURE
OBJECTIVE: INCREASE INVESTMENT IN STRATEGIC AREAS OF INFRASTRUCTURE SUCH AS TRANSPORT, PORTS, AIRPORTS, RAIL, WATER, AND ENERGY TO SUPPORT THE LONG TERM GROWTH OF THE REGION’S INDUSTRIES.
OVERVIEW
Eyre Peninsula is supported by a vast network of regional infrastructure that underpins a diverse range of growing, innovative industries and businesses.
The economic services provided by infrastructure are essential inputs to production. Efficient and productive infrastructure is therefore a prerequisite to ensuring Eyre Peninsula’s ongoing positive economic growth and regional competitiveness. To achieve this, the region must be able to address some of these key infrastructure constraints and impediments which include: − Transport - ports, airports, roads and rail networks − Water - quantity and quality − Communications - mobile and broadband − Electricity transmission − Commercial wharf facilities for the region’s fishing and aquaculture industries
The Board has continued to advocate for investment in and more efficient use of transport, water, energy and other infrastructure. The organisation has also assumed the lead role and provided a key interface with the Federal, State and Local Governments and the private sector to facilitate infrastructure development throughout the Eyre Peninsula. Accordingly a number of the region’s priority projects in the Board’s Strategic Plan were progressed during the year.
KEY OUTCOMES
During 2008-09 private sector businesses and the State and Local Government were assisted with the development of upgraded and new infrastructure projects on the Eyre Peninsula. The Board provided assistance with Government development approvals, submissions for funding, the development of business cases, social and economic impact studies. Advice was also provided on the local economy, location and interconnectivity with key industries and supply chain networks.
Port of Thevenard The Port of Thevenard Social and Economic Impact study and Business Plan was announced in December 2007. Following on from last financial year the Board engaged consultancy firm GHD (formerly Meyrick and Associates) to undertake this work. Consultation occurred with the key industry stakeholders and a final draft report was presented to the steering committee in March 2009. The Board will continue to liaise with the infrastructure owners and users to work towards an agreed investment model for the infrastructure upgrade of the port facility.
Eastern Eyre Mineral Export Hub An Eastern Eyre Peninsula Mineral Export Hub site has been identified 20km to the south of Port Neill. Centrex Metals Ltd recognised the strategic nature of the location and secured the purchase of 105 hectares of coastal land to underpin the development. The proposed green field mineral export site will have Cape size vessel capacity within 400 metres of the shoreline and be centrally located to the known iron ore deposits in the region.
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The Board has completed a submission for the establishment of a transport and engineering plan for the Eastern Eyre Mineral Export Hub. Centrex Metals Ltd is supportive of the submission with a commitment of $500,000.
Far West Coast Desalination Plant The development of a new water supply on Eyre Peninsula is critical to underpinning the region’s social welfare and future economic growth. Two companies have continued to investigate the opportunity for the establishment of desalination plants powered by renewable energy on the west coast of Eyre Peninsula. The Board assisted the companies with the identification of potential site locations for this infrastructure. A funding submission was also lodged to Government for the development of an integrated plan and business case for the project.
Eyre Peninsula Tourism Infrastructure Strategic Plan Following the completion of the tourism infrastructure audit the Board’s Tourism Target Team has initiated the development of a Strategic Plan for Tourism Infrastructure, Business and Workforce Development for the Eyre Peninsula. The plan identifies 10 key tourism infrastructure priority projects that will be fundamental to underpinning the desired future growth of the industry. The Board will evaluate opportunities for investment into these projects over the coming year.
OTHER ACHIEVEMENTS
Transport infrastructure development
Project Outcome
Lucky Bay Road − Completion of the sealing program of 12.8km of road network from Lincoln Highway to Lucky Bay ferry terminal. − Investment: $1.93 million
Kimba to Buckleboo Road − Completion of the sealing of the road.
Iluka Resources − Submission lodged to Government for Iluka Resources Jacinth/Ambrosia project Mining Lease application for the Jacinth/Ambrosia project.
Port Lincoln Airport − Submission lodged under Local Government Community Infrastructure projects for the establishment of a new terminal building, taxiway and apron upgrades. − Estimated project value: $8.5 million
Ceduna Airport − Submission lodged to Infrastructure Australia for the establishment of a new terminal building, runway, taxiway and apron upgrades. − Estimated project value: $10 million
Infrastructure Australia − Submission developed and lodged to Infrastructure Australia relating to Eyre Peninsula’s key strategic infrastructure priority projects.
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Water and Energy Supply
Eyre Peninsula Water Supply − Advice provided with regard to Meeting Future Demand SA Water’s Long Term Plan for Eyre Region. − Participated in the Eyre Peninsula Water Security Reference Group (EPWSRG).
Wave Rider Energy Project − Provided assistance on the identification of potential sites on the west coast of Eyre Peninsula. − Site identified at Elliston. − Development approval obtained. − Estimated project Investment: $5 million
Tourism infrastructure
Port Lincoln Foreshore Upgrade − Completion of the foreshore extension and viewing platform on Tasman Terrace. − Investment: $2.1 million funding
Ceduna Streetscape Upgrade - − Capital works program commenced. Stage 3 − Total project investment: $746,000
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COMMUNITY SUSTAINABILITY (REGIONAL LEADERSHIP)
OBJECTIVE: BUILD THE CAPACITY OF THE REGION'S COMMUNITIES TO ENSURE OPEN AND DIVERSE CULTURE, STRONG CIVIC LEADERSHIP, AND A HIGH QUALITY OF LIFE WHICH IS UNDERPINNED BY A PROSPEROUS GROWING ECONOMY.
OVERVIEW
Strong, diverse regional communities that extend opportunity to all are the foundation of a sustainable, competitive economy and a high quality of life.
Social and economic changes continue to transform our regional communities. How communities deal with these changes depends on access to essential services, economic development, and infrastructure. However, vibrant communities also rely on local people utilising assets in alternative ways, working cooperatively, being confident leaders, improving networks, mobilizing existing skills and implementing innovative ideas. The outcomes are not only jobs, income and infrastructure but also strong functioning communities that are able to embrace change.
The Board has continued to provide a strong regional voice and strategic leadership to all tiers of Government on issues such as the marine parks proposal, the draft Country Health Plan and the region’s Coastal Planning document. Whilst some of these issues are yet to be fully resolved, a number of positive strategies have been put in place to ensure that the region’s concerns and needs are acknowledged and catered for in a mutually agreeable way.
KEY OUTCOMES
The Board has assisted a wide range of community based organisations and groups with the writing of submissions, facilitation of workshops and a number of promotional and marketing initiatives. Most importantly the Board has been an active advocate on issues and challenges that will have a detrimental effect on the region’s industries and communities.
SA Marine Parks Proposal The release of the marine park outer boundaries earlier in the year provided an indication of the geographic extent of the Government’s proclamation proposal accounting for 46% of the State’s marine waters. With 11 out of the 19 marine parks being proposed along the western and eastern boundaries of the Eyre Peninsula, the Board has continued to advocate the potential adverse economic and community impacts of the proposal to Government. The Board and representatives from the region’s fishing and seafood industry have met with both Ministers on this issue on a number of occasions. Into the future this issue presents a major challenge to the future prosperity of Eyre Peninsula’s coastal communities and the seafood industries that depend on the marine resources as their primary source of income. The Board will again play a lead role in providing a key interface between industry, State and Local Government stakeholders to achieve an agreeable outcome for all interest groups.
Eyre Peninsula Regional Leadership Program The Board, together with the EP NRM Board, Eyre Peninsula Local Government Association and the State Government, has worked collaboratively to successfully leverage $120,000 for the initiation of the region’s inaugural leadership program. This innovative, community based initiative has provided 15 people from the region’s industry sectors with the opportunity to participate in this 12 month
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program. With the program now nearing completion these participants have developed a broad range of skills that will empower them to become effective, confident leaders in their respective industries and communities into the future.
Eyre Peninsula Community Foundation The ERDB has assisted the Eyre Peninsula Community Foundation (EPCF) with the transition from an interim committee to a fully functioning board of management. Significant progress has been made with the EPCF Board developing a comprehensive strategic plan, operational procedures and policies for future implementation. With this groundwork nearing completion the EPCF is planning to officially launch the Foundation to the region over the coming year.
OTHER ACHIEVEMENTS
Project Outcome
SA Draft Country Health − The Board prepared a detailed response to Country Health Plan SA outlining regional concerns with regard to the draft planning document released by the State Government.
SA Great Regional Awards − Assisted with the promotion of the Eyre Peninsula Regional Awards. − Provided direct support with nominations and assessment. − An estimated 200 people attended the regional awards in Port Lincoln.
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BUSINESS CAPABILITY DEVELOPMENT
OBJECTIVE: DEVELOP THRIVING, GROWING BUSINESSES AND NEW INDUSTRIES THAT INCREASE ECONOMIC ACTIVITY
OVERVIEW
Spread across the length and breadth of the Eyre Peninsula, the region’s business sector is represented by a diversity of enterprises that form the backbone of a growing rural economy.
In an increasingly tough global economic climate the long term sustainability of individual enterprises is going to depend on their ability to remain competitive. However, to be able to compete in this difficult economic environment means that Eyre Peninsula’s businesses must be prepared to continually adapt and change. The provision of assistance to build the overall capability and capacity of regional businesses is therefore essential to driving their competitiveness into the future.
KEY OUTCOMES
Regional Business Advice During the course of the year the Board provided advice to 480 individual businesses throughout the region. The enquiries fielded represent the diverse range of enterprises that are located across the large geographic expanse of the Eyre Peninsula. Accordingly, assistance has been provided in the following key areas: • Business start up • Business planning • Human resource management • Business management • Finance • Marketing • Business growth strategies • Exiting strategies • Food product development • Value adding initiatives • Submissions for funding • Provision of investment advice • and the obtaining of planning and government approvals
This assistance was integral to a further $2.53 million of private sector investment being made and the creation of 32 new full time jobs being established in the region.
Small Business Workshops The Regional Business Advisory service has continued to deliver a range of different programs aimed at enhancing the managerial, entrepreneurial and technical skills of the business sector. In 2008-2009 the Board coordinated 18 different business workshops. These workshops were well attended with 900 individual enterprises attending sessions on building business capability in the workforce, systemizing business to reduce stress, internet basics, customer service, marketing, tourism ambassador and recruitment and management.
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Indigenous Business Support The Board’s Indigenous Economic Development program provides essential business support to the region’s indigenous communities, organisations and individuals. A key part of the success of this program can be attributed to the strong ongoing partnerships that the Board has established with key Government agencies including DEEWR, IBA and DFaHCSIA. In 2008-2009 the Board secured $183,000 to develop 13 business plans for indigenous business proposals. The program also supported 5 indigenous organisations obtain a further $1.6 million for specific business development initiatives.
EP Farmer and Fishermens Market The Eyre Peninsula Farmer and Fishermens Market initiative has continued to gain the support of the region’s food industry with over 70 producers participating in events that were successfully held in Coffin Bay, Port Lincoln, Cowell, Streaky Bay and the Eyre Peninsula Field Days over the past year. The ongoing promotion of the region’s array of premium produce at these events has indeed been fundamental to improving the growth, development and consumer recognition of a number of these micro-food businesses that sell this produce.
Australia’s Seafood Mission Eyre Peninsula’s annual Seafood Mission is recognised as a key national marketing initiative that promotes the region’s premium seafood produce to leading high profile wholesalers, executive chefs and media representatives from around Australia. Twelve companies from the Eyre Peninsula successfully showcased facilities and products to 20 wholesalers and chefs from Sydney, Melbourne and Perth at this year’s event. Key outcomes of this program have included the generation of new sales into these target markets and additional media exposure on the region’s seafood industry via feature stories and interviews.
Preparing Businesses for Mining Late last year Iluka engaged the Industry Capability Network (ICN) of SA to manage the supplier interface, list work packages and facilitate a formal registration of interest process for upcoming tenders/contracts for the construction of the mine site. Since then the Board has been working collaboratively with both Iluka and the ICN to ensure that the information related to this process is dispersed at the local level to businesses and other key stakeholders. The Board has facilitated local briefings and workshops between Iluka and businesses regarding: • the status of the project • doing business with Iluka and its contractors (in general) terms, conditions and general information • the registration of interest process • Iluka’s procurement and vendor participation processes • Requirements of businesses working on the mine site i.e. legislation and EHS • Contractual processes
Subsequently 11 local businesses from the Eyre Peninsula region have been awarded Tier 1 level contracts for various components of the construction phase of the Jacinth/Ambrosia project.
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OTHER ACHIEVEMENTS
Project Outcome
Mining procurement and EHS − The ERDB facilitated and organised Environmental Health and Workshop for the Jacinth/ Safety, procurement and tendering workshop in partnership Ambrosia Mineral Sands with Iluka Resources in Ceduna. Mining Project − 20 businesses participated in the evening.
Tourism Ambassador Evening − 60 business participants attended the workshop in Port Lincoln. Kinkawooka Shellfish − $10,000 in funding was secured to fund the employment of a Graduate Product Development Technologist for the design, development and production of a range of value-added seafood products.
Koonibba Rural Venture − $65,000 in funding was obtained for the development of business plans for the Koonibba Community including the farming enterprise.
− The Board assisted the community undertake an open tender process resulting in the establishment of a commercial share farm arrangement between a local proponent and the Koonibba Council.
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EXPORTS
OBJECTIVE: INCREASE INTERNATIONAL TRADE FROM THE EYRE AND WESTERN REGION.
OVERVIEW
Eyre Peninsula is one of South Australia’s most productive regions generating an estimated one billion in revenue annually, with the majority of its products being transported to various export markets.
Grain export volumes account for an average of 97% of Eyre Peninsula’s annual wheat, barley, and legume production. The fishing and aquaculture industries are also highly trade focused exporting over 80% of seafood produce from the region. Most of these products find their way into markets in New Zealand, Asia, Europe, the Middle East and USA.
The downturn in export volumes from the Eyre Peninsula in recent years can be attributed to a number of events, beyond the region’s control including; • Prevailing drought conditions • The fluctuating Australian dollar • Volatility in commodity prices • The global financial crisis
Despite the difficult economic climate just over 1 million tonnes of grain and 18,440 tonnes of legumes and canola were exported from Eyre Peninsula’s 2 major port facilities at Port Lincoln and Thevenard. The region also exported seafood products worth an estimated $273 million.
Although an established export culture exists in the region the actual activity can be attributed to a relatively small number of primary industry based companies. The vast majority of businesses in these sectors have not fully explored the potential for export market development particularly for innovative, value added products. The need for the ongoing implementation of strategies that build export awareness and business capability are absolutely fundamental to assisting the private sector transition into more of an export driven economy in the future.
KEY OUTCOMES
The TradeStart program has continued to work with regional businesses to develop and diversify the region’s export base. In 2008-2009 the export advisory services provided assistance with the gathering of specific market information, the identification of key export market opportunities, export market selection, the hosting of international trade delegations, the writing of submissions for export development funding and attendance with local exporters at key international trade shows.
Tradestart Assistance Over the past year Eyre Peninsula’s TradeStart program has assisted 31 businesses achieve in excess of $1.6 export sales during 2008-2009. The program has also registered a total of 106 businesses from around the region to participate in initiatives including the South Australian Government’s Market Access Program (MAP) and Austrade’s Export Market Development Program (EMDG).
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International Trade Shows Belgium- European Seafood Exposition and HONG KONG - HOFEX Trade Show The Board’s TradeStart program assisted and coordinated the attendance of 11 companies from the Eyre Peninsula to display and market their premium seafood produce at this year’s Brussels Eurpoean Seafood Exposition and the HOFEX Trade Show in Hong Kong.
Held in Brussels each year the world’s largest seafood trade show attracts exhibitors from all over the world, showcasing every category of seafood product and processing equipment to potential international customers. The 2009 trade show featured displays from nearly 80 countries with 67 regional and country pavilions being located on site.
HOFEX is Asia’s largest food and beverage trade show. Held over 4 days, this event showcased displays from 99 countries with over 1,800 countries exhibiting products. The Australia pavilion was one of the largest exhibits at the Hong Kong Exhibition Centre with 140 companies promoting a range of products including wine, seafood, oils, meat and spices.
The trade shows provided Eyre Peninsula companies with the opportunity to showcase oysters, Kingfish, Mulloway and Southern Bluefin Tuna to a very large and diverse potential export base. A key part of these visits involved trade meetings between these companies, interested buyers, consumers, distributors and suppliers.
OTHER ACHIEVEMENTS
Project Outcome
Export Market Research − Retail and 5-star hotel visits were undertaken with an EP undertaken in Macau business and the Hong Kong Australia Business Association.
Export Market Research − Retail, wholesale and fish market visits conducted in and undertaken in the United around London, including The Borough and Billingsgate Kingdom Markets.
International inbound trade − The ERDB hosted in excess of 16 inward bound export missions focused missions including key executives and buyers from Singapore, Japan, Hong Kong, Malaysia, Macau and China.
− Following these visits export sales have been established.
Courela Clothing − A new export market was established for shearing clothing into New Zealand.
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EMPLOYMENT
OBJECTIVE: ENSURE THAT THE REGION'S PEOPLE HAVE THE NECESSARY EDUCATION AND SKILLS TO ACTIVELY PARTICIPATE IN EMPLOYMENT OPPORTUNITIES THAT SUPPORT GROWING BUSINESSES AND INDUSTRIES.
OVERVIEW
To prosper in a dynamic and competitive economy Eyre Peninsula’s businesses need highly skilled and motivated people and an investment environment in which they can compete and grow. Ensuring long term business growth is fundamental to job creation in our communities.
Agriculture and fishing are the largest employing industry sectors with 3,852 people accounting for 25% of the region’s workforce. This is followed by retail trade (2087 people or 13.5%) and Health and Community Services (1564 people or 10.1%). There have been strong employment increases in Health and Community Services, and construction, resulting in an overall employment increase of 5.5% (809 jobs) in the region.
According to the Department of Education, Employment and Workplace Relations (DEEWR), in the June quarter 2008, there were 822 unemployed persons in the Eyre ESF Region, with an estimated unemployment rate of 4.4% (slightly below the State average of 4.8%).
Labour force participation rates are above average meaning that the Eyre Region is relatively secure in economic terms, though highly dependent on favourable environmental conditions related to the region’s primary based industries. The prevailing drought conditions have been a good example of this, with a significant number of people seeking off farm employment to subsidise family farming incomes.
The region’s Indigenous unemployment rate of 13.4% is well below the 20.5% recorded for South Australia. However, compared with the unemployment rate for non-Indigenous persons in the region, the Indigenous population still recorded a significantly higher unemployment rate. This does not take into account those still participating in CDEP programs on the Far West Coast. In addition to this, the Indigenous population has a much younger age profile than the non-Aboriginal population, with 36.1% being under 15 years.
The Eyre Region’s Employment and Skills Formation Network grows and maintains the region’s workforce, by supporting full engagement of disadvantaged people through further education, training and employment strategies, with a focus on available career pathways in the region as well as socially inclusive activity to assist individuals overcome barriers.
With strong industry growth in Eyre Region projected in the future, particularly in emerging industries such as mining, the focus will continue on training that is directly linked to industry demand to maximise sustainable employment outcomes.
KEY OUTCOMES The Board has again successfully partnered the Department of Further Education, Employment, Science and Technology (DFEEST) with the delivery of the South Australia Works in the Regions program into the Eyre Peninsula Region. During the year the program has achieved 174 employment outcomes surpassing its original target of 145 jobs.
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Summary of the core job outcomes achieved through the South Australia Works in the Regions Program:
Employment Access Fund 7 Pre-voc Aged Care 1 Engagement Strategy Project (various training) 30 Hospitality/Customer Service 44 Aged Care 28 Seafood and Aquaculture 21 Building and Construction 14 Farm Worker Training and Employment Project 29
West Coast Mining Jobs The discoveries of the Jacinth/Ambrosia heavy mineral sands resource and the Wilgerup iron ore deposit has confirmed the potential of Eyre Peninsula as a significant emerging minerals province in the State. During 2008 Iluka Resources announced its approval for the development of its $420 million Jacinth/ Ambrosia Mineral Sands Mining project located to the north west of Ceduna.
With skills development for the region’s emerging mining industry being identified as a key priority, the SA Works program facilitated the delivery of 4 Certificate 2 in Metalliferous (Open Cut) courses in Ceduna and Port Lincoln. In addition to this, the program has implemented targeted training in the operation of heavy machinery and truck licensing for Indigenous people. Employment outcomes have already been achieved from this training with 26 Indigenous people gaining employment with Iluka Resources and the associated contractor companies that are currently undertaking the construction of the Jacinth/Ambrosia mine site.
District Council of Ceduna STEP Program The Board’s Indigenous Economic Development Officer assisted the District Council of Ceduna in obtaining $80,000 from the Structured Training and Employment Program (STEP) to employ 10 Indigenous people over a 6 month period in the Council’s Works Department. During their employment the participants were provided with on the job training in civil works and construction. Since the completion of this project 5 out of the 10 participants have gained full time employment in the region.
Labour Market Transition Program (Drought Response Training) The prevailing drought conditions over the past year have continued to put significant financial pressure on communities, small businesses and farming enterprises. With a large proportion of the farms in the region experiencing significantly reduced on farm income, many have had to pursue work off farm.
In recognition of this issue, the State Government committed $1.2 million for the implementation of a drought response training program for growers in the Eyre Peninsula, Murraylands and Riverland areas declared under Exceptional Circumstances.
Eyre Region’s Employment and Skills Formation Network has played a key role with the rollout of 3 programs that have been dedicated to assisting farmers and farm employees engage in training initiatives. To date the Labour Market Transition Program, the Employment Access Fund and the Recognition of Prior Learning initiatives have resulted in 64 farmers gaining off farm employment in other sectors.
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POPULATION
OBJECTIVE: MAINTAIN THE EYRE AND WESTERN REGION’S PROPORTIONAL SHARE OF SOUTH AUSTRALIA’S POPULATION
OVERVIEW
Covering a geographic expanse of 72,400 square kilometres the Eyre Peninsula region supports 2.1% of South Australia’s total population. In 2008 the Eyre Peninsula’s population grew by 0.5% in 2008 to 34,672 a net gain of 184 people.
63 % of the region’s total population reside in the municipalities of the City of Port Lincoln, Lower Eyre Peninsula and Tumby Bay. Considerable demographic movement has continued to this region with the City of Port Lincoln accounting for the majority of the population gain.
Other coastal towns such as Ceduna, Streaky Bay, Cowell, Arno Bay, Port Neill and Elliston have also flourished with the increasing desire for the sea change lifestyle attracting population growth to many of these coastal communities.
In contrast to this, some of the region’s inland towns have experienced periods of population loss which, in some cases, has resulted in an overall decline of the smaller communities. Prevailing drought conditions, dependence on agricultural production, migration of youth and the ongoing centralization of services have all contributed to this decline.
The Eyre Peninsula region has a significant Aboriginal population with 1,914 people or 5.7% of the total population being of Aboriginal origin, significantly above the State average of 1.7%. Aboriginal populations in the region are concentrated heavily in Ceduna (859 people) and Port Lincoln (696 people).
The attraction and retention of population in the region is largely dependent on the economic wellbeing of our mainstay industries of agriculture, fishing and aquaculture. The ongoing drought, increasing costs of production and the global financial crisis have all severely impacted businesses and as a consequence, communities throughout the region.
The Board has provided leadership and strategic advice to all tiers of Government on the impact and severity of the region’s drought. Whilst the resolution of this issue is dependent on good seasonal rains, a number of positive strategies have been put in place to ensure that the region’s needs are directly addressed to retain population and improve the overall wellbeing of communities.
KEY OUTCOMES
The Board actively advocated to Government on the issues and challenges that are having a detrimental effect on the retention of the region’s existing population base.
The Board recognises that having people with the right skills in the region is vital to ensuring effective, competitive business and industry sectors in the marketplace. The delivery of the Immigration SA’s, Migration and Skilled Workforce Development program into the region has provided an important link in working at the local level with business and industries to identify where labour and skills shortages exist and then to assist with the attraction of skilled migrants to fill these gaps.
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The Board has also partnered with the region’s Indigenous communities and the Department of Families, Housing, Community Services and Indigenous Affairs to develop South Australia’s first Regional Economic Plan for the Indigenous communities on the Eyre Peninsula and West Coast.
Eyre Peninsula Drought Taskforce The prevailing drought conditions across the Eyre Peninsula increased the demand for support services in the region. The Eyre Peninsula Drought Taskforce has continued to play a lead role in addressing the impacts of the situation on the agricultural sector and the region’s communities. Meetings have been held on an ongoing basis with accountants and financial institutions on the Eyre Peninsula. The Taskforce has also successfully advocated to the NRAC assessment committee during their visit to the region for the further extension of the Exceptional Circumstance (EC) status on Eyre Peninsula. During the Productivity Commission’s review of the current EC assistance program the taskforce provided a detailed presentation and submission to this process.
The rollout of training initiatives for the region’s drought affected areas has been met with a very positive response from the farming sector, with many of the courses being over subscribed. The Board leveraged $100,000 from the Federal Government’s Farm Ready Program, which will be used for mentoring and improving on farm business management skills over the next year.
Regional Skilled Migration The Regional Skilled Migration program has continued to work with regional businesses to fill skilled positions they are unable to source from the local labour market. This support has involved identifying current and projected employment needs, labour trends and workforce development issues. In 2008- 2009 the program has successfully assisted ten local employers wishing to sponsor or employ skilled migrants to the Eyre Peninsula region.
Indigenous Regional Economic Development Plan, Eyre Peninsula Working closely with the region’s Indigenous communities and Government stakeholders the Board has completed Eyre Peninsula’s first Regional Indigenous Economic Development Plan. The finished report articulates the way ahead for Indigenous communities with a blueprint of clearly defined priority projects, recommendations on appropriate future economic development structures, strategies and an action plan for implementation.
The Board has already started to implement a number of the strategic priorities identified in the Economic Plan via the provision of business advice, the development of business plans, provision of funding for training programs and the facilitation of meetings with potential commercial interests.
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INVESTMENT
OBJECTIVE: INCREASE BUSINESS INVESTMENT INTO THE EYRE AND WESTERN REGION.
OVERVIEW
The Eyre Peninsula region has many competitive advantages including well established industries, significant export and domestic growth opportunities, magnificent natural resources, vibrant communities and a quality lifestyle that is second to none.
The tough economic climate of the past year has had a negative impact on business growth resulting in a slowing of investment activity within the Eyre Peninsula region.
Despite this, a number of the region’s world leading companies in aquaculture, commercial wild catch fishing, agriculture, food and tourism have invested in new initiatives that will continue to strengthen and build Eyre Peninsula’s economy well into the future.
The region’s mineral resources sector has also continued to flourish with significant exploration activity being undertaken within the Gawler Craton and investment reaching $246.5 million during 2007-2008 year. The subsequent commitment by two mining companies to establish mining operations in the region will boost regional investment by an estimated $620 million.
The demand for coastal property investment has escalated with property developers looking to capitalize on the continuing strong demand for coastal land across Eyre Peninsula.
Renewable energy initiatives including wind and wave power generation are also further enhancing the region’s competitiveness with investors looking to establish projects along the high energy coastline of the Great Australian Bight.
The Board has supported the private sector in securing investment and Government approvals for strategic infrastructure development, industry based research projects and innovative value adding initiatives that have resulted in new investment being brought into the region.
KEY OUTCOMES
During 2008-09 the Board provided advice to a range of investment interests including property developers, mining companies, renewable energy businesses, indigenous organisations, food businesses, agricultural, fishing and aquaculture and tourism enterprises. Businesses were assisted with the development of new technology, capability expansion, site identification and the establishment of new facilities in the Eyre Region.
Iluka Resources In May 2008 Iluka Resources Ltd announced approval for the capital expenditure of up to $420 million for the development of its Jacinth/Ambrosia mineral sands mining project located to the north west of Ceduna.
The Jacinth/Ambrosia deposit is recognized as the most significant zircon discovery found globally in the last 30 years. The combined Jacinth-Ambrosia deposits are expected to produce an estimated 2.9 million tonnes of recoverable zircon over their estimated life from first production in 2010 until
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expected depletion at the end of 2020. Annual production of approximately 300,000 tonnes of zircon from the Jacinth deposit is expected to be sustained from the first full year of operation in 2011 until 2015 based on the current mine plans.
Earlier this year on site construction commenced with approximately 250 people being employed by Iluka and its contractors. Through the SA Works program the Board has contributed $163,000 in funding towards the implementation of mining related training and up-skilling programs that have resulted in direct employment outcomes being achieved on the Jacinth/Ambrosia project.
The Board has also provided support and advice to the Company throughout the pre-construction and construction stages of the project’s development.
When the project moves into its operational phase in 2010, it is expected to generate approximately 110 permanent jobs at the mine. Iluka has indicated that a large percentage of these will be new jobs filled locally, where possible, including a proportion of indigenous workers. Consequently, the development of the Jacinth/Ambrosia project will also provide substantial social and economic benefits to the local community and wider region.
The Jacinth/Ambrosia project will have an economic contribution of 3–5% to the State’s Strategic Plan’s target for mineral production.
The project will contribute approximately $471 million to the Gross State Product of South Australia and $1.5 billion to the national Gross Domestic Product. This level of investment will result from rising demand for construction services and other industries that support mining production.
Wanna Mar Premium Seafoods Owned by the Port Lincoln Aboriginal Community Council (PLACC), Wanna Mar Premium Seafoods acquired a 20 hectare sub-tidal lease located in the waters of Boston Bay near Port Lincoln for the development of an offshore aquaculture enterprise.
With strong long term growth prospects projected for the mussel industry PLACC decided to develop their offshore site for the cultivation and production of blue mussels.
The development of a business plan via the Indigenous Small Business Fund (ISBF) has enabled the business to enter into a formal commercial joint venture arrangement with an existing aquaculture operator. The intent of this arrangement is to expedite the full development of the 20 hectare site, in addition to assisting with production and management of the overall operation.
With assistance from the Board, a detailed funding proposal for the long term development of the business was presented to Indigenous Business Australia. This application was successful with IBA approving a funding loan of $310,000 to PLACC. An additional $20,000 was also obtained from the ISBF program to assist the business in developing an ongoing marketing and sales program for its mussel products.
Through working with the Board a total investment of more than $500,000 has been made into Wanna Mar Premium Seafoods.
Centrex Metals Wilgerup Mine Development Centrex Metals has continued to progress the development of its 12.5Mt Wilgerup iron ore deposit located near Lock on central Eyre Peninsula. In December 2008 China’s third largest steel group,
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Wuhan Iron and Steel (Group) Co (WISCO), committed to invest up to $186 million into the Centrex Metals iron ore projects through the signing of a Heads of Agreement.
During 2008-09 the Board has continued to provide advice to the Company with regard to infrastructure and transportation options from the mine site to export port facilities in the region.
Since the project’s commencement, the Board has also directly engaged with the relevant Native Title Claimant groups and the mining Company to explore opportunities for local Indigenous involvement in commercial investment, business and employment at the Wilgerup mine site.
The pending development of the mine site will provide a significant investment boost into the region’s economy with construction costs estimated to be around $200 million. It is expected that the development will also provide direct employment for approximately 120 people.
OTHER ACHIEVEMENTS
Project Outcome
Port of Thevenard − $120,000 investment secured for the development of an Economic and Social Impact Study, and Business Case for the development of the Thevenard Port and associated supporting infrastructure.
Minotaur Exploration − Accompanied a Chinese delegation investigating the opportunity for investment into the Carey’s Well kaolin deposit near Poochera and associated supply chain infrastructure.
Wave Rider Technology − Assisted the Company Toprun with the identification of an appropriate offshore site for the establishment of the wave rider technology at Elliston.
− Estimated project investment: $5 million
Indigenous Business − Assisted Indigenous organisations PLACC and TWT secure Manager Positions $240,000 in funding enabling them to employ a business manager in each organisation.
Sardine Value Adding − Assistance was provided to sardine company Australian Southern Project Exporters to secure $499,250 for the development of value added sardine product.
− Total investment for the project was $998,500
Ceduna Arts and Culture − Obtained $20,000 in funding from the SA Tourism Commission’s, Centre tourism Tourism Development Fund for the expansion and upgrade of infrastructure visitor infrastructure at the Arts and Culture Centre. development − Total investment for the project was $74,000
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INNOVATION
OBJECTIVE: CULTIVATE INNOVATIVE, GLOBALLY COMPETITIVE BUSINESSES IN THE EYRE AND WESTERN REGION.
OVERVIEW
Innovation is a key driver of productivity and competitiveness, stimulating the creation of new businesses and new jobs, as well as revitalising established industries. Building business and industry capability to address the challenges of climate variability, environmental sustainability, increasing competition in global markets and fluctuating market prices is critical to ensuring the long term economic prosperity of the Eyre and Western region.
The Eyre Peninsula is recognised as one of South Australia’s most resourceful, innovative and economically vibrant regions. World class industry based research is already conducted in the region with innovative research, extension programs, and demonstration projects being undertaken at the Minnipa Agriculture Centre and the Lincoln Marine Science Centre. Into the future these facilities have a vital role to play, underpinning the region’s capacity to deal with the challenges of climate variability and environmental sustainability. It is essential that Government and peak industry bodies work collaboratively to commit long term investment into maintaining and developing these facilities, therefore enabling research programs to be extended and infrastructure to be established or upgraded.
Increasing the region’s capacity to create new knowledge and find new ways of doing business is pivotal to building a sustainable economy based on advanced skills and technologies. Encouraging the development of innovative technology, new value added products, more efficient processing systems and supply chains are all key strategies that will help strengthen the region’s economic position well into the 21st century.
KEY OUTCOMES
During 2008-09 the Board supported a number of businesses with the development and commercialisation of a range of innovative food products. The Board also provided assistance to companies looking to establish new renewable energy technology in the region.
The Board’s Food Industry Development program has continued to provide assistance with product development, the promotion and marketing of the regional food brand, chefs’ missions, market intelligence, the identification of key export market opportunities, the hosting of trade delegations, the writing of submissions for food development funding and attendance with local food businesses at key food events.
Eyre Peninsula, Australia’s Seafood Frontier The evolution of the region’s food brand, Eyre Peninsula Australia’s Seafood Frontier, stands as one of the most significant collaborative and innovative industry initiatives coordinated by the Board in recent years.
Together with industry the Board has developed the brand to maximise the financial return to producers by differentiating the region’s premium food products in competitive domestic and export markets. The region’s food industry aims to enhance the customer’s understanding of the products,
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their quality and consistency, which are underpinned by innovative world class processing technology and sustainable management systems.
Having recently trademarked the brand on behalf of the region’s food producers, the Board has supported the industry to develop and launch a prospectus, which is aimed at further raising the profile of the brand in the marketplace through the implementation of targeted key initiatives.
Kinkawooka Shellfish In recent years Port Lincoln Company Kinkawooka Shellfish has been exploring opportunities to maximise its yield from its harvested black mussels via the trialling and development of a small range of cooked and vacuum packed mussel products.
Following the success of the initial vacuum packed products in the marketplace, the business identified a new processing system that would enable them to initiate an expanded range of innovative ready made mussel meals, sauces, soups and anti pasta products.
With plans to expand their product range to include ready made meals and soups, the Board assisted Kinkawooka to secure $80,000 in funding from the Regional Food Processing program. This funding was used to import technology from the United States and New Zealand, enabling the Company to pioneer innovative packaging for a range of ready made mussel meals and innovative packaging for oysters (dozen) and prawns (1kg) for domestic and export food service and retail markets. The total investment for the project was $400,000.
Sardine Value Adding Following a study tour to the United Kingdom and South Africa, ASE located specific equipment that would enable the business to expand production through the development new value added sardine products for the human consumption market.
With no other company in Australia producing sardines in a frozen or chilled fillet range, Australian Southern Exporters identified it as a significant market development opportunity. Introducing the innovative technology into the business will also increase the capability of the business to produce well over 1,000 tonnes of value added sardine products for human consumption, whilst at the same time creating 24 new jobs within the city of Port Lincoln.
Requiring an investment of just over $1 million to purchase and import the Modified Atmosphere Packaging technology, the Board assisted ASE to secure $499,250 in funding from the South Australian Innovation and Investment Fund (SAIIF).
Wave Rider Technology Pilot Plant The high energy coastline of the west coast of Eyre Peninsula is rated within the top 10 locations in the world for wind generation performance.
The Board organised an on-site visit along the coastline of the west coast of Eyre Peninsula by wave rider technology Company Toprun. Following the tour the Company identified Elliston as being the most suitable location to establish a pilot plant.
With Government approval for the project being recently obtained, Toprun will invest around $5 million to establish and trial this new innovative technology offshore of the township of Elliston. Once the plant becomes operational the Company is looking to consistently generate 4.8MWh/day. In
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addition to this Toprun is also investigating the opportunity to apply the technology to the desalination of seawater through the plant.
The aim of the project will be to reduce the costs of construction, saltwater corrosion, generate electricity at competitive prices and ability to withstand extreme conditions at sea. Overcoming these challenges will make wave power generation commercially viable in the future.
Pending a successful outcome of the pilot project, Toprun’s ultimate objective is to commercialise and apply the technology as a competitive renewable energy source in the region, as well as to export the technology to other markets.
OTHER ACHIEVEMENTS
Project Outcome
Oyster Value Adding − Assistance was provided to undertake innovative design work for the packaging and export of oysters into a single flight container.
Kinkawooka Shellfish − Secured funding from the PIRSA Graduate Access
Program for $10,000 to fund the employment of a Graduate Product Development Technologist for the design, development and production of a range of value- added seafood products.
Lean Techniques Business − Facilitated the Lean Techniques business workshop in Workshops Port Lincoln in partnership with the DTED and the University of South Australia.
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SKILLS
OBJECTIVE: ENSURE THE SUPPLY OF A HIGHLY SKILLED WORKFORCE TO MEET EXISTING AND FUTURE NEEDS OF THE REGION'S BUSINESSES AND INDUSTRIES.
OVERVIEW
The general level of education and qualifications in the Eyre Region is below the State average. The region’s residents have below average levels of school achievement, with 27.7% of the population aged 15 years and older having completed Year 12 or equivalent. This compares to 38.3% of the State’s population.
At the time of the 2006 Census, the proportion of Eyre Peninsula residents with tertiary or vocational qualifications was lower than that for the State. The proportion of individuals with a degree or higher was 6.8% compared with 13.0% for the State. There were also below average proportions of people with diplomas in the region, but higher than average proportions of people with Certificate Level III and IV qualifications.
Although the region has a statistically low unemployment rate there remains a high demand for a skilled workforce across all industry sectors. Growing industries including aquaculture, food processing, tourism, mining and renewable energy are diversifying the region’s workforce and skills base providing new opportunities for employment.
The mining industry is already having an impact on the region’s workforce with the recent construction of the Jacinth/Ambrosia mining operation creating a range employment opportunities for local people. This demand is expected to escalate across the State with total employment in construction and operations growing at an annual rate of 7.6%, representing a growth of 94% over the next 5 years. The demand for skilled tradespersons is also set to increase by 116% or at an annual growth rate of 8.9%, labourers and related workers by 7.3% and immediate production and transport workers by 7.9%. Direct non-mine site employment is approximately 21% of total employment.
Working in partnership with business and industry the region’s Employment and Skills Formation Network has a vital role to play in developing targeted workforce and skills strategies and programs that achieve sustainable employment outcomes for the region’s disadvantaged groups in the future.
KEY OUTCOMES
Working in partnership with industry, the Eyre Region’s Employment and Skills Formation Network identified new employment and training possibilities, assisted people to develop the skills required by a changing and dynamic economy and in meeting current and emerging workforce needs.
The South Australia Works programs provided opportunities for people to participate in learning, training and employment programs run throughout the Eyre Peninsula. A total of 574 people participated in industry programs which included:
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Training program Number of Employment Number of Participants Outcomes Programs Delivered
DEEWR - EDDP - Hospitality as a career 120 74 1 DFEEST - South Australia Works in the 602 174 8 Regions DFEEST/DEEWR/JSA’s – Mining Program 61 28 4 DEEWR – STEP - JOBS 9 (aimed at 100 Indigenous participants)
Summary of expenditure on the South Australia Works learning, training and work programs:
Training Program Funding Secured
Employment Access Fund $10,000 Pre-voc Aged Care $9,700 Engagement Strategy Project (various training) $80,646 Hospitality / Customer Service $110,000 Aged Care $43,000 Seafood and Aquaculture $59,960 Building and Construction $25,000 Farm Worker Training and Employment Project $50,000 Nursing Cadets $12,000
Summary of the additional funding leveraged by the Eyre Region Employment and Skills Formation Network from other Government programs:
Training Program Funding Secured
Employer Demand Demonstration Project (EDDP) - Hospitality as a $100,000 career Eyre Metalliferous (Open Cut), Certificate II, Mining Training Program $163,000
DFEEST seed funding Leveraged funds secured for the Mining Training $353,000 Program DFEEST seed funding for the JOBS Indigenous Project (Job $65,000 Opportunities and Basic Skills) JOBS Indigenous Project Leveraged funds secured $980,000
The Engagement Strategy Project The pool of unemployed IS shrinking in the Eyre Region which means that those out of the labour market experience high levels of disengagement, low level of skills and personal confidence. Through a personalized case management approach the Board has assisted job seekers to address their personal barriers to employment via the delivery of engagement, pre-employment and employment
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programs. Whilst the primary objective of these programs has been to ease people into mainstream training, 55 people have found work directly as a result of this case management principle.
Yalata Mobile Training Unit The Board assisted Maralinga Tjarutja with the development of a business plan to investigate the opportunity for the establishment of a training centre facility and the purchase of a mobile training unit for the communities of Yalata and Oak Valley. The completed business plan then formed the basis of a funding application that was lodged to the Federal Government. This submission was successful with $562,000 being approved by DEEWR and has since resulted in the commencement of the training facility project at Yalata along with the purchase of a mobile training unit.
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BOARD MEMBERS AND STAFF
developing an eyre of prosperity
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BOARD MEMBER/ STAFF LIST
BOARD MEMBERS:
Jeff Pearson Chairperson, Agriculture and Mining Representative
Mark Comas Deputy Chairperson, Business Representative Malcolm Catt Local Government Representative Allan Edwards Local Government Representative Allan Suter Local Government Representative Ron Carey Business Representative Damon Edmunds Business Representative Brian Foster Natural Resource Management Representative Craig Haslam Business Representative Glenn Karutz Business Representative Lester Marshall Fishing and Aquaculture Representative Brett Miller Indigenous Initiatives Representative Deidre Turvey Tourism Representative Bill Watkins Community Representative
STAFF:
Mark Cant Chief Executive Officer Jane Lowe Development Manager Heidi Woodstock Regional Business Advisor Amanda Bridge Regional Business Advisor Peter Mitchell Employment and Skills Development Manager Howard Coote Indigenous Economic Development Officer Nigel Edmonds-Wilson Regional Export Advisor Stacey Fallon Food Development Officer Nerissa Schuster Project Officer - Food Vance Thomas Migration and Workforce Development Officer Aina Danis Executive Assistant Sonya Young Finance Officer Rebecca French Administration Officer Louise Golding Administration Officer
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AUDITED FINANCIAL STATEMENTS
developing an eyre of prosperity
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AUDITED FINANCIAL STATEMENTS- 2008/2009
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ACRONYMS
ALT Aboriginal Lands Trust ACCC Australian Competition and Consumer Commission ATO Australian Taxation Office CDEP Community Development and Employment Projects DAFF Department of Agriculture, Fisheries and Forestry DFaHCSIA Department of Families, Housing, Community Services and Indigenous Affairs DECS Department of Education and Children’s Services DFAT Department of Foreign Affairs and Trade DFEEST Department of Further Education, Employment, Science and Technology DEWR Department of Education, Employment and Workplace Relations DTED Department of Trade and Economic Development EC Exceptional Circumstances EHS Environmental Health and Safety EMDG Export Market Development Grant EP Eyre Peninsula EPA Environment Protection Authority EPLGA Eyre Peninsula Local Government Association EPNRM Eyre Peninsula Natural Resource Management EPCF Eyre Peninsula Community Foundation ERDB Eyre Regional Development Board Inc ESFN Employment and Skills Formation Network FIDO Food Industry Development Officer GRA Gypsum Resources Australia IBA Indigenous Business Australia ICC Indigenous Coordination Centre ICN of SA Industry Capability Network of South Australia ILC Indigenous Land Corporation ISBF Indigenous Small Business Fund MAP Market Access Program NEIS New Enterprise Incentive Scheme NRAC National Review Assessment Committee NRDB Northern Regional Development Board Inc ORA Office of Regional Affairs PIRSA Primary Industries and Resources South Australia PLACC Port Lincoln Aboriginal Community Council RTO Registered Training Organisation SA South Australia SAFF South Australian Farmers Federation SFEDB Southern Flinders Economic Development Board Inc STEP Structural Training and Employment Program TDF Tourism Development Fund TEP Tourism Eyre Peninsula TWT Tjutjunaku Worka Tjuta Inc USA United States of America WEDB Whyalla Economic Development Board Inc
Photo acknowledgements: John White, SA Tourism Commission, Randy Larcombe, Liz Davies, Carol Suter, Iluka Resources Ltd, Vance Thomas and Jane Lowe
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ANNUAL REPORT
2008/2009
PO Box 2010, PORT LINCOLN Ph 8682 6588 www.eplga.sa.gov.au
2008/09 Annual Report
CONTENTS PAGE
Page
President’s Report 3
Report on 2008/2009 Activities 5
Report on 2008/2009 Business Plan 6
Project Outcomes 2008/2009 7
Schedule of Meetings 2009/2010 9
Annual Meeting Schedule (to 2020) 9
Audited Financial Statements Appendix 1
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1. PRESIDENT’S REPORT
With Council elections due in 2010, many elected members are no doubt considering whether they intend to nominate for another four year term. It’s well established that the governance requirements for Councils continue to increase, as does the workload for both officers of Council, and elected Members. My thanks must again go out to all members who continue to work hard for their districts, and for our whole region. The last year has, yet again, been extremely challenging.
Reflecting on the year confirms that we continue to invest much time and energy into shaping legislation and other developments that will impact our communities. Ongoing issues with the implementation of the “Eyre Peninsula Coastal Development Strategy “ [endorsed 2007] have resulted in further meetings at both the EPLGA level, and individual Councils. Most issues have been associated with the implementation of the coastal conservation zone, including its drawing on a map. Councils are working through their draft DPAs received from Planning SA with Mr Ian Nightingale (Chief Executive of the Department for Planning and Local Government) and Andrew Grear, Director of Planning, assisting with ground-truthing and negotiating local concerns. We have also been advised that the restrictive tourism regulations will be reconsidered.
Despite the global economic downturn, mining expansion and development has continued to provide both opportunities for our communities, and also some concerns. For the Eastern Coast, the issue of port facilities, and future needs, has been of significant interest with proposals for the expansion at Point Lowly in the north, and Centrex Metals’ DAC application to ship haematite from Port Lincoln. Iluka is well down the track in plans to develop minerals sands potential north- west of Ceduna, while kaolin deposits near Streaky Bay are also being advanced. Many other mining opportunities are considered and expected to see further urgency as the global economic scene recovers.
Water, and waste water, continues to present planning urgencies for Eyre Peninsula and the SA Water Long Term Plan for our region has seen us have an Interim briefing about the need to fast-track desalination options to supplement our ground water supplies. We are hopeful that good rainfalls in the southern basin catchments over June and July have assisted in ground water levels but the dire predictions, following years of below average winter tallies, means that complacency has gone. The Water for Good will see further planning for the 30% of residents not supplied by SA Water. Level 3 Water restrictions now cover most of our community, with the exception of Elliston.
The transition to Regional Development Australia, as partners with the state and federal government, has been a very long process that has required many meetings later on in the year, and into the new financial year. Most difficult has been the determination of a new structure, constrained by the state requirement to re-configure our two, very functional Boards (Whyalla Economic Development Board and Eyre Regional Development Board) to a single, legal structure. We are hoping to have a new RDA Board nominated by the end of September 2009, and hopefully operational by 2010.
Waste management, native vegetation management, bushfire and emergency management, all provide on-going areas of challenge with significant changes to standards of bushfire management expected over the next two summers, following catastrophic loss of lives in Victoria last summer. Especially for Southern EP Councils,
- 3 - 2008/09 Annual Report with their heightened fire danger, these issues are constantly under legislative review. In addition, we have continued to provide suicide prevention training, using the CORES programme from Tasmania, to ensure greater resilience for our isolated communities under stress from protracted droughts. Our thanks must go to Cr Karen Burrows (DC Elliston) and to Deb Larwood (from Kimba Council) for their efforts in that area. Councils have again supported that programme for the 2009/10 year, as it is deemed so important.
Further roll out of the Marine Parks has seen our Councils become involved in the Working Parties, with the Pilot Process for Parks 1 and 2, and Park 6, well underway. Our thanks to Mayors Suter and Stirling for their input and leadership to that process.
Our major event, the Annual Conference, was hosted this year by District Council of Wudinna and saw a focus on Climate Change. Wudinna was able to secure internationally significant speakers, including Prof Will Steffan (ANU) and Peter Cozier from the Wentworth Group. In addition, we joined the EPNRM Board in organising a major Climate Change forum in Whyalla that was headlined by Prof Tim Flannery. Other notable inclusions included Prof Barry Brook, Dr Peter Hayman, Dr Tim Moore along with an array of other speakers covering renewable energy options, climate adaptation issues, farming adaptation, built environment considerations and current legislation.
Again, I must thank Senior Vice President, Mayor Julie Low, for her efforts over the year. Julie has very ably stepped in to represent us when I have been unavailable. Also to Jr Vice President, Eddie Elleway. It’s always good to know that there is a good team round you in any organisation. Our thanks must also go to Sonya Young, who has given us invaluable support over many years. We also offer big congratulations to Sonya, and her husband, Matt, on the recent birth of their first child, Jesse. Finally, I’d also like to thank Diana Laube, our Executive Officer, for her excellent work in ensuring that the Association was always on track and moving forward – a very valuable contribution.
It remains for me to thanks all our Member Councils for their commitment to their Council and the region, which we are all very passionate about. We are all proud of where we live and, working together, we can ensure it remains a great place to live.
Mayor Jim Pollock, PRESIDENT
ABOVE: EPLGA Office Bearers Mayor Jim Pollock (Front) Barry Parsons (LGA- Returning Officer 2010) Mayor Eddie Elleway (Jn Vice President) and Mayor Julie Low (Snr Vice President.)
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1. REPORT ON 2008/09 ACTIVITIES:
MEMBER COUNCILS 2008/09 Early in 2009, President Pollock also • City of Whyalla successfully nominated for the position • City of Port Lincoln of a Vice President (Country) of the • DC Ceduna LGA. • DC Cleve • DC Elliston • DC Franklin Harbour Other representatives to regional Boards • DC Kimba have been as follows: • DC Lower Eyre Peninsula EYRE REGIONAL DEVELOPMENT • DC Streaky Bay BOARD: • DC Tumby Bay Mayor Allan Suter (DC Ceduna) [Proxy: • DC Wudinna Cr Phill Stevens, DC Ceduna)
REPRESENTATIVES: Mayor Allan Edwards (DC Cleve)
[Proxy: Cr Carolyn Haskett, DC Kimba] At the 71st AGM of the Eyre Peninsula
Local Government Association, held at WHYALLA ECONOMIC Ceduna on 4th July 2008, the following DEVELOPMENT BOARD Office Bearers were confirmed for the D/Mayor Eddie Hughes 2008/09 financial year: Mayor Jim Pollock
Cr Colin Carter PRESIDENT:Mayor Jim Pollock (City of
Whyalla) EYRE PENINSULA NATURAL
RESOURCES MANAGEMENT BOARD SNR VICE PRESIDENT : D/Mayor Mr Geoff Dodd (CEO, City of Port Julie Low (DC Lower Eyre Peninsula) Lincoln)
JUNIOR VICE PRESIDENT: Mayor TOURISM EYRE PENINSULA Eddie Elleway (DC Franklin Harbour.) COMMITTEE
Cr Graham Pearce (DC Streaky Bay) President Pollock and Snr Vice Mayor Jim Pollock (City of Whyalla) President, Julie Low, also became our delegate and proxy delegate to the SA Regional Organisation of Councils, and to the State Executive of the LGA.
A SUMMARY of our Business Plan for 2008/09, and the activities generated from that Plan, is included in the following table. Our Operating activities are more reactive than strategic, and determined by the needs of our member Councils. As a regional subsidiary under the Local Government Act, 1999, our activities are determined by resolutions of our members and thus, our work plan is rarely evident in advance.
Part of our direction is set by activities of the LGA, and we have a role in liaising with members on matters directed by the LGA of SA.
EPLGA operations were funded by Member subscriptions totalling $121,000.
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REPORT ON 2008/09 BUSINESS PLAN
Key Objectives Activities in 2008/09 1 Promotion of an • Regular newsletters distributed electronically as information mechanism integrated and • Active participation in SAROC and State Exec agenda regional network of • Regular liaison with other regional Executive Officers to cross-promote issues Councils, in co- throughout regional SA operation with other regional LGAs and the LGA of SA. 2 Effective lobbying Throughout the year, lobbying efforts have included the following: on behalf of • Continued lobbying and submission re Marine Parks process Members on key • Continued response/lobbying re Water including EP Long Term Plan, Lower regional initiatives Lakes plight, the Elliston Concept and concerns • Opposition to Daylight Savings extension and promotion of Central Standard Time GMT+ 9 hours • Continued lobbying state government re implementation of EP Coastal Planning, especially coastal conservation zone • Heavy vehicle access to Gazetted routes • Response to EPA’s draft Environment protection Policy, Waste to resources project • Minister Gago’s Accountability proposal re Regional Subsidiaries • Promotion of Royalties for Regions fund, SA • Call for audit of safety standards, school buses • Call for review of consultation process, Point Lowly redevelopment. • Presentations to Uni SA Design students, Regional leaders group on local Government on EP
3 • Three Waste Group meetings have been held to progress our regional Waste Assist Members to Strategy improve operational • LGA Better Service Delivery pilot Process co-ordinated by EPLGA efficiencies by • Climate Change Leaders Briefing convened and larger forum planned providing a forum • Preliminary discussion re next Regional Road review held. There will be a period for considering co- of process review starting in July 2009. operative ventures and sharing of resources 4 Provide a point of • Comment offered, EPNRM draft Plan interface with key • Assisted in co-ordinating meetings between ERDB, WEDB and Members organizations on Councils, in relation to RDA processes. Eyre Peninsula, • Continued to provide representation to regional boards. including EPNRM, • Worked with EPNRM on climate change intelligence gathering. ERDB, WEDB and TEP, on matters of governance that affect the majority of Members
Other items in the Strategic Plan that Following a review of resources in May were achieved in 2008/09 include the 2008, a narrowed focus was determined following: for the organization with a reduction in time for the Executive Officer. Members • Develop EPLGA policy endorsed very much a focus on core documents and review local government issues for EPLGA and processes in line with the the outcomes above are an indication of requirements of the Local this. Government Act, 1999 for contracts and tenders, public This will continue to describe our focus consultation, governance, for 2009/10 OHS&W and protection of the environment [Item 1/03.04]
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• Gazettal of new Charter Climate Change Implementation. including timeframes consistent with Local Government Act, After the signing of an agreement 1999. between our sector and the State government, the EPLGA has been working in conjunction with the EPNRM PROJECTS CARRIED OUT 2008/09. on initiatives that begin the intelligence gathering for regional organizations. In This year, we were again given $32,000 December 2008, we organized a through the regional capacity building Leader’s Briefing in Port Lincoln, to programme of the LGA. These begin the process of engagement with resources, in addition to carry forward Councils. funds, were budgeted for the following projects: We are currently well underway in putting together a major forum (for July Better Services Delivery Pilot Project 2nd), this time in Whyalla, and including Professor Tim Flannery as the keynote The LGRDS nominated the EPLGA to speaker. Members are receiving undertake a Pilot scoping project to information about the speakers and investigate opportunities for co-operative sessions and we have allocated $20,000 delivery of some activities in our region. to this. Working with consultant, Mark Booth from BRM Holdich, and with Paul Perry, We hope this will represent an efficient LGA, a number of meetings were held use of resources, enabling Councils with CEOs to better identify possible access to quality information that will projects for fully developed enable them to begin planning their consultancies. Currently, the final climate change response. document is being prepared for distribution to Councils for their consideration. CORES Programme (Suicide To assist in kick-starting a future Prevention.) consultancy, which will require input from Councils, we have put aside In 2008, we began resourcing a series $10,000. of community workshops, in conjunction with the Division of General Practice, aimed at boosting the community capacity in response to people, especially farmers, who might be at risk of suicide. This project has been driven by Cr Karen Burrows from the DC Elliston and she has, this year, worked with proponents of the Community Response to Eliminating Suicide (CORES) programme, developed in Tasmania.
Consultant Mark Booth, working with Our focus this year has been on getting CEOs Ned Roberts & Tony Irvine two people trained, with both Karen and Deb Larwood (DC Kimba) both undertaking the training. The $11,000 committed this year has seen further
- 7 - 2008/09 Annual Report community workshops and the key step the new legislation has future capacity to of now having people available on Eyre significantly impact on low-volume Peninsula to continue leading landfill operations. community workshops. The global economic downturn has We believe this “safety net” is the severely impacted markets for recycled responsibility of the whole community, materials, leading to common issues not just the health “system” as we have with stockpiling. Again, freight costs faced several years of difficult economic challenge many Councils. circumstances for many residents. SA Country Health has struggled to staff mental health positions and farmers are Regional Leadership often reluctant to seek medical help. We are hoping that the increased skills EPLGA committed $8,000 to a regional throughout many communities will assist project planned three years ago; this in developing our resilience. was postponed close to the event and This project forms part of our the funds not spent. This year, the commitment to the Drought Taskforce. ERDB and EPNRM successfully sought funding to run a regional leaders programme which included participants from local government. Our $8,000 was this year allocated to the project. Participants were drawn from communities across EP, and from a variety of backgrounds. A session on local government enabled the EPLGA to talk generally about our sector and also to promote candidacy in 2010.
Wudinna/Roxby Air Trial ABOVE: A CORES workshop group with (top left) Deb Larwood (DC Kimba) and This was another initiative under our (centre front) Cr Karen Burrows, DC response to Drought in our communities. Elliston. We assisted the DC Wudinna in trialing fly-in, fly-out operations for mining at Olympic Dam. While mining has EP Waste Management Strategy provided an economic opportunity for some, the family of the miner often EPLGA has continued to co-ordinate the wishes to remain in their communities regular forums for Waste personnel rather than dislocated the whole family. throughout our region, including the This trial aimed at exploring the logistics continued working towards the most of such a scheme. Our commitment was efficient model for landfill and waste $5,000. operations. This year has seen a period of consultation, by the EPA, on draft Diana Laube legislation under the Waste to resources EXECUTIVE OFFICER project. Designed to better identify some 19th August 2009 waste streams, and to widen the responsibility for re-using more waste,
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MEETINGS 2009/2010 2010 BOARD MEETINGS. 28 Feb/1 Mar COWELL 2009 25th June WUDINNA 3rd September TBC th 4 Sept 09 STREAKY BAY 3rd Dec TBC 4th Dec 09 CLEVE
ANNUAL MEETING SCHEDULE, 1981- 2020. 1986 Port Lincoln 2006 DC Ceduna CC
A highlight on the EPLGA calendar is 1987 DC Le Hunte 2007 DC Lower Eyre the Annual Conference, hosted each Peninsula year by a member Council. To assist in 1988 DC Franklin 2008 DC Kimba host Council planning, the following Harbour schedule is included: 1989 DC Cleve 2009 DC Wudinna
1990 DC Streaky 2010 DC Franklin Bay Harbour
1991 Port Augusta 2011 DC Cleve CC
1992 DC Elliston 2012 DC Streaky Bay 1993 DC Tumby 2013 DC Elliston Bay
1994 Whyalla CC 2014 DC Tumby Bay 1995 DC Ceduna 2015 Whyalla CC
1996 DC Lower 2016 DC Ceduna Eyre Peninsula LEFT: Tony Siviour Allan Edwards (Mayor) Peter Arnold (DC Cleve) at the 2009 Annual Conference, Wudinna. 1997 Dc Kimba 2017 DC Lower
Eyre Peninsula 1998 Port Lincoln 2018 Port Lincoln 1981 DC Tumby 2001 DC Cleve CC CC Bay 1999 DC Le Hunte 2019 DC Kimba 1982 Whyalla CC 2002 DC Streaky
Bay 2000 DC Franklin 2020 DC Wudinna 1983 DC Ceduna 2003 DC Elliston Harbour
1984 DC Lower 2004 DC Tumby Eyre Bay Peninsula
1985 DC Kimba 2005 Whyalla CC
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