Annual Report 2018-2019

The best place in regional South to live, work, do business, raise a family and retire. Created by having a Prosperous Community with Healthy Landscapes, Liveable Neighbourhoods and a focus on Harmony and Culture.

Naracoorte Lucindale Council, Annual Report 2018-2019 1 CONTENTS MESSAGE FROM THE MAYOR ...... 3 COUNCIL STRUCTURE & ELECTED MEMBERS ...... 5 COUNCIL AREA ...... 6 COUNCIL PROFILE ...... 7 STRATEGIC PLAN ...... 8 PERFORMANCE MEASURES ...... 10 FINANCIAL PERFORMANCE MEASURES ...... 14 PROJECT PRIORITIES FOR 2018-2019 ...... 16 THEME 1 – PROSPEROUS COMMUNITY ...... 16 THEME 2 – HEALTHY LANDSCAPES ...... 17 THEME 3 – HARMONY AND CULTURE ...... 18 THEME 4 – LIVEABLE NEIGHBOURHOODS ...... 19 THEME 5 – PROGRESSIVE LEADERSHIP ...... 20 PROJECT PRIORITIES FOR 2019-2020 THEME 1 – PROSPEROUS COMMUNITY ...... 22 THEME 2 – HEALTHY LANDSCAPES ...... 23 THEME 3 – HARMONY AND CULTURE ...... 23 THEME 4 – LIVEABLE NEIGHBOURHOODS ...... 24 THEME 5 – PROGRESSIVE LEADERSHIP ...... 25 COUNCIL REPORT ...... 25 PUBLIC PARTICIPATION ...... 31 GRANTS RECEIVED ...... 33 ELECTED MEMBERS’ ALLOWANCES ...... 34 COMMITTEE MEMBERS’ ALLOWANCES ...... 35 ELECTED MEMBER TRAINING AND DEVELOPMENT ...... 35 CONFIDENTIAL ITEMS ...... 35 EXECUTIVE MANAGEMENT TEAM AND STAFFING ...... 37 DELEGATIONS ...... 38 ETHICAL STANDARDS AND PERFORMANCE ...... 38 REGISTERS ...... 39 CODES ...... 39 POLICIES ...... 40 REVIEW OF DECISIONS ...... 41 FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT ...... 41 MANAGEMENT PLANS FOR COMMUNITY LAND ...... 42 ACCOUNTABILITY ...... 42 LOCAL GOVERNMENT ASSOCIATION ...... 44 FINANCIAL MANAGEMENT ...... 44 Naracoorte Lucindale Council, Annual Report 2018-2019 2 MESSAGE FROM THE MAYOR

Following the Local Government election in November 2018 three new councillors joined myself and seven returning representatives to form the Council for next four years.

A small number of strategic committees were implemented to explore ideas and issues, making recommendations for Council to consider, the Audit committee provides strategic advice on finance and risk and the Naracoorte Regional Livestock Exchange Board oversees the management and planning of the livestock exchange. The Naracoorte Regional Livestock Exchange, operates as a stand-alone business by Council and provides a significant economic benefit to the district – with over $1.328 billion in sales over the past 10 years. Upgrades to the cattle selling pens have commenced, ensuring the NRLE remains the premier livestock selling centre in the South East region and a leader in the Australian livestock selling industry.

Road infrastructure is a key driver of economic development. Council continues to focus on linking the heavy vehicle road network to serve agriculture and supporting industries and provide access to industrial land developments. A highlight of Council’s major projects program was the official opening of stage one of the Old Caves Road redevelopment in April attended by Mr Tony Pasin MP, Council Staff, elected members and contractors. Old Caves Road is an important regional tourism route linking Naracoorte to the World Heritage listed Naracoorte Caves. This project supports Council’s commitment through the Caves Connection Project to create economic development by leveraging greater value from the State’s only World Heritage site, the Naracoorte Caves. A celebration of twenty years of the Wonambi Visitor Centre, and the launch of the Naracoorte Caves Connection Business Prospectus was held at the Naracoorte Caves in December, also supporting the Caves Connection Project.

Working Groups consisting of community representatives and elected members were established for the Naracoorte Caves Trail, Botanical, Disability Inclusion and Naracoorte Creek. The volunteers who contribute to these groups ensure projects meet the needs of the community as well as enhancing it for visitors. There has been a strong focus on master planning and community input was sought on the plans for the Naracoorte and District Sports Centre and the townships of Lucindale and Frances. These plans will provide a guide for both Council and the community on the future development, sustainability and opportunities for enhancement of the Sports Centre, Lucindale and Frances. To ensure strategic documents are relevant to current community needs the Naracoorte Aerodrome Master Plan, Road and Stormwater Infrastructure Management Plan and Summary Infrastructure and Asset Management Plan were updated.

Council was pleased to provide financial support to community organisations and projects including the Naracoorte and District Hockey Association for its Turf Project, the Lucindale Community Pool, Frances Folk 20th Gathering, Community Chest distribution of $29,999 and a distribution from the Community Art Fund to the Naracoorte Caves Music Ensemble. To preserve the built heritage and character of the district financial support was provided to owners of heritage properties for restoration or conservation via the Heritage Restoration Fund. The Business Entrepreneurs / Innovation Fund assisted business owners to bring ideas and plans to fruition.

Naracoorte Lucindale Council, Annual Report 2018-2019 3 Community events are important to attract visitors to the district and to bring the community together. During the year Council was pleased to receive funding from the Australian Government for two inaugural events the Limestone Coast Multicultural Soccer Carnival and the Naracoorte World Heritage Festival and Fun Run, both these events will be held in late 2019.

A highlight was the visit to Naracoorte by ’s State Governor, His Excellency Hieu Van Le and the community morning tea held during his visit. His Excellency initiated the visit and was particularly interested in learning more about local primary production and viticulture and how these industries contribute to the South Australian economy. His Excellency visited Teys Australia, Naracoorte Caves, Grindstone Vineyard, local schools and Garey Banks Woolshed.

Mental health and wellbeing continues to be an important focus with Council represented on the Naracoorte Mental Health Roundtable, Suicide Prevention Community Network, Limestone Coast Community Services Roundtable and Naracoorte Local Area Settlement Coordination Committee.

Mayor Erika Vickery OAM

Naracoorte Lucindale Council, Annual Report 2018-2019 4 COUNCIL STRUCTURE & ELECTED MEMBERS

Mayor Erika Vickery OAM Councillor Craig McGuire, Deputy Mayor

Councillor Monique Crossling Councillor Tom Dennis Councillor Julie Earl Councillor Cameron Grundy (from November 2018) (from November 2018)

Councillor Derek James Cr Scott McLachlan Councillor Malcolm McLean Councillor Trevor Rayner (from November 2018) (up to November 2018)

Councillor Toby Robinson Councillor Damien Ross Councillor Ken Schultz Councillor Rebecca Smith (up to November 2018) (up to November 2018)

Naracoorte Lucindale Council, Annual Report 2018-2019 5 COUNCIL AREA

Item of interest Number

Size 451,844 ha Elected Members including the Mayor 11 Length of constructed road network 1,679km State Electorate MacKillop Federal Electorate Barker

Naracoorte Lucindale Council, Annual Report 2018-2019 6 COUNCIL PROFILE

In the heart of South Australia’s renowned Limestone Coast, midway between and Melbourne, lies the Naracoorte Lucindale district encompassing an area of 451,844 hectares.

The main centre of Naracoorte and the surrounding townships offer a diverse range of unforgettable experiences: lush farmland scenery, natural wonders and abundant wildlife, wetlands of international importance, not to mention fine wine and fresh local produce.

Natural features of international significance include the World Heritage listed Naracoorte Caves, along with the and Hacks Lagoon Conservation Park. The World Heritage Naracoorte Caves preserves Australia's most complete marsupial fossil record for the past 500,000 years, is among the world's 10 greatest fossil sites and is South Australia’s only World Heritage Listed Area.

The Bool Lagoon Game Reserve and Hacks Lagoon Conservation Park are recognised under the Ramsar Convention on wetlands as a Wetland of International Significance. Bool Lagoon is one of the largest and most diverse freshwater lagoon systems in southern Australia.

The district is known for its reliable rainfall and underground water. It’s home to a strong rural economy featuring beef and dairy cattle, sheep for both wool and meat, as well as a diverse range of crops, wine grape production and wine making.

The district is central to some of Australia's most famous wine producing areas. Two large enterprises; Teys Australia red meat processor and Mini Jumbuk wool manufacturing centre value add to the primary produce with large grain storage facilities supporting the cereal growing industry.

Naracoorte has a vibrant retail precinct and is a major service hub, offering a range of accommodation, dining and shopping experiences as well as health services and education facilities.

The proud communities of Lucindale, Frances, Kybybolite and Hynam surrounding Naracoorte feature well maintained parks and sporting facilities, museums, historical sites and major events including the South East Field Days, Taste the Limestone Coast Festival and the Frances Folk Gathering.

Other local communities in the district are Keppoch, The Gap, Cadgee, Binnum, Lochaber, Wild Dog Valley, Stewart Range, Hynam, Mount Light, Laurie Park, Moyhall, Koppamurra, Bool Lagoon, Struan, Joanna, , Spence, Woolumbool, Avenue Range, Coles, Conmurra and Fox.

The district has 8,533 residents. The principal office for the Naracoorte Lucindale Council is located in DeGaris Place, Naracoorte.

Naracoorte Lucindale Council, Annual Report 2018-2019 7 STRATEGIC PLAN

The Strategic Plan 2016-2026 outlines a vision and outcomes desired for the district and the strategies, key projects and services Council will deliver between 2016 and 2026.

Many of the strategies contained in the Strategic Plan rely on working in partnership with others. Council’s responsibility is to deliver the Community Vision by being a progressive leader and creating an organisation that promotes continuous improvement.

Council may be able to take a supporting or facilitating role, however we know that this plan cannot be achieved without the hard work, passion and dedication of the community.

Community Vision Statement

By 2026 Naracoorte Lucindale Council will be:

• The best place in regional South Australia to live, work, do business, raise a family and retire. • Created by having a Prosperous Community with Healthy Landscapes, Liveable Neighbourhoods and a focus on Harmony and Culture.

An organisation known for:

Progressive Leadership with strong community connections, efficiently managing our shared assets, services and natural resources.

What we want to look like in ten years time?

The plan has four themes which contribute to achieving the Community Vision. The fifth theme focuses on Council as an organisation and what is required for it to be effective in the various roles that it has to play in the community.

THEME 1 - Prosperous community

• Facilitating and supporting sustainable growth to achieve economic prosperity.

THEME 2 - Healthy Landscapes

• Working together to protect and enhance our natural environment for the future.

THEME 3 - Harmony and Culture

• A safe, healthy and diverse community celebrating our similarities and differences.

Naracoorte Lucindale Council, Annual Report 2018-2019 8 THEME 4 - Liveable neighbourhoods

• A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place.

THEME 5 - Progressive leadership

• A well led and managed district supported by a professional approach to managing infrastructure, and the delivery of projects and services to the community.

Strategies

Underpinning the Strategic Plan 2016-2026 are a range of other strategies, plans and hierarchies.

• Open Space Strategy • Naracoorte Regional Livestock Exchange Strategic Management Plan

Plans

• Annual Business Plan and Budget • Bike and Walking Master Plan

• Infrastructure and Asset Management • Community Land Management Plans Plan • Community Art Framework • Dog and Cat Management Plan

• Development Plan • Long Term Financial Plan

• Economic Development Plan • Structure Plan

• Regional Health and Wellbeing Plan • Naracoorte Aerodrome Master Plan

• Suicide Prevention Action Plan

Hierarchy and Service Levels

• Footpath and Open Space Hierarchy and Service Levels

Copies of these plans are available on the Council website at www.naracoortelucindale.sa.gov.au

Naracoorte Lucindale Council, Annual Report 2018-2019 9 PERFORMANCE MEASURES

The Strategic Management Plan and Annual Business Plan and Budget form the framework against which Council monitors its performance during the year. Below are tables documenting Council’s progress in achieving its strategic objectives, activities and planned programs for the 2018 -2019 financial year.

Performance can be measured in many ways and in many fields of Council’s operations. The measurement of Council’s actual performance is critical to the successful implementation of the Strategic Plan and Annual Business Plan. Performance Indicators can be used to highlight a number of key issues that are fundamental to the long-term sustainability of the Council and the wellbeing of the community.

Performance Indicators can include measurements of the effectiveness and efficiency of internal systems and processes as well as the more traditional financial outcomes.

Theme 1 - Prosperous Community 2016/17 2017/18 2018/19

A sought after visitor destination Number of in-person visitors to the Naracoorte Visitor Information Centre 10,817 10,447 10,315 Number of inquiries to Naracoorte Visitor Information Centre 12,281 11,806 11,500 Number of Visitor Information Packs provided 534 885 756 Visitor Facebook followers 209 264 392 Bookings at the Naracoorte Town Hall 225 233 171 Occupancy of the Naracoorte Town Hall 16,611 16,407 11,455 Bookings for the Naracoorte Town Hall for external (non-Council) users (% of total) 98% 93% 96% Number of bookings for the Lucindale Town Hall 14 11 13 A vibrant and progressive business centre and townships Number of applicants for Entrepreneur/ Innovation Fund 4 4 2 Number of grants paid from Entrepreneur/ Innovation Fund 2 2 1 Innovation Fund recipients with ongoing businesses 12 months following grant receipt 100% 100% 100% (%)

Naracoorte Lucindale Council, Annual Report 2018-2019 10 Diverse range of thriving primary industries Grand total value of livestock sold on behalf of primary producers at the Naracoorte $157,860,016 $141,060,772 $152,487,399 Regional Livestock Exchange ($) Number of cattle sold at the Naracoorte Regional Livestock Exchange 75,543 70,062 83,956 Number of sheep and lambs sold at the Naracoorte Regional Livestock Exchange 382,844 416,316 447,703 Amount of external funds attracted to the district for industry development projects ($) $230,500 $418,234 $117,546 eg Red Meat Cluster

Theme 2 - Healthy Landscapes 2016/17 2017/18 2018/19

Sustainable Land Management Practices

Volume of waste to landfill per capita (tonne) 1,771 1,746 1,638 Volume of recycling per capita (tonne) 500 519 502 Number of hectares of biodiversity restoration (target is 5 ha per year) 18 3 3 Number of Garage Sale Trail Registrations 20 20 20 Cost to dispose of putrescible waste ($/tonne) $212 $225 $232

Amount of the annual waste levy ($/property) $294 $320 $320 Water resources and Ecosystems Volume of the Council water take (ML) for open space 1,278.16 1,307.79 974.83 Volume of the Council water take (ML) for NRLE 26 25 26 Length of the Naracoorte Creek (km) maintained 1.3km 1.3km 2.3km

Length of the Naracoorte Creek (km) restored 1km 1km

Theme 3 - Harmony and Culture 2016/17 2017/18 2018/19

An inclusive community Number of events hosted by Council 8 9 12 Number of events supported by Council 16 18 22 A creative, artistic and learning community Number of members of the Naracoorte Public Library 2,651 2,978 3,067

Naracoorte Lucindale Council, Annual Report 2018-2019 11 Number of items borrowed from the Naracoorte Public Library 63,561 61,706 59,838 Number of visitors to the Naracoorte Public Library 49,074 51,138 50,760 Number of library programs at the Naracoorte Public Library 88 55 115 Number of participants / attendees for library programs 554 623 811 Number of visitors to the Lucindale Community Library (not students) 2,146 2,528 2,839 A healthy and resilient community Length of walking and/or cycling trail projects completed (kms) 1.3 2.8 2.34 Number of public open space developments 2 1 2

Theme 4 - Liveable Neighbourhoods 2016/17 2017/18 2018/19

A well-planned district Number of development applications 158 176 159 Total value of development approvals ($) $16,050,173 $13,146,749 $16,387,923 Number of dwellings approved 23 20 20 Number of CAP applications processed 4 7 9 Number of development plan compliance issues 32 25 31 Number of septic systems approved 9 18 18 Number of building inspections undertaken 88 81 68 A safe and integrated transport network Total transport infrastructure project grants ($) $980,500 $477,000 $1,339,182 Number of major road reconstruction projects completed (target of 2 per year) 7 5 15 Distance of road re-sheets as identified in NLC Road Hierarchy (kms) 14.80 10.20 29.23 Distance of road reseals as identified in NLC Road Hierarchy (kms) 3.29 9.57 21.38 Preserve the built heritage and character Number of projects completed under the Heritage Restoration Fund 1 4 2

Theme 5 Progressive Leadership 2016/17 2017/18 2018/19

Progressive and representative Elected Member leadership Number of resolutions carried by Elected Members 313 341 313 Naracoorte Lucindale Council, Annual Report 2018-2019 12 Organisational Excellence Number of external customer requests 693 618 769 Number of policies reviewed 14 15 18 Sustainable Community Finances and Assets Total operating expenditure $18.811m $18.469m $16.045m Rateable properties 6,147 6,158 6,167 Total Rateable Capital Value $2.097billion $2.108billion $2.180billion Effective delivery of projects and services Percent of projects in the annual works program delivered (85% target) 85% 80% 69% Effective community communication and engagement Media releases distributed 26 27 28 Number of community consultations undertaken 7 8 8 Number of community responses from consultation processes 72 14 44 Your Say Website Total Visits 2,700 2,000 1,800 Your Say Website engaged visitors 85 14 9 Your Say Website informed visitors 875 270 461 Your Say Website aware visitors 2,000 1,467 1,314 Your Say Website new registrations 63 8 8 Council Facebook followers 1,199 1,601 1,971 Number of local events promoted on Council’s online event calendar 289 544 618 Engage external stakeholders to leverage local opportunities Number of external grants received 10 9 8 Council is a preferred employer Number of Council staff serving >10 years 35% 36% 36% >20 years 13% 20% 16% Number of Workers Compensation Claims 9 6 11 Hours of Loss Time Injury (actual hours) 251.5 390 2014 Percentage of workforce turnover (%) 8% 9% 8% Percentage of Council workforce in age: <35 15% 17% 14% 36–50 38% 41% 42% 51–65 43% 39% 40% >65 4% 3% 4%

Naracoorte Lucindale Council, Annual Report 2018-2019 13 Services 2016/17 2017/18 2018/19

Number of local suppliers (goods and services) 250 237 184 Value of expenditure in our Council district (goods and services) $4.9m $4.198m $5.159m Number of parking expiations issued 57 38 31 Number of dogs registered 1,964 2,015 2,045 Number of dogs impounded 107 80 62 Number of dogs returned to owner or rehomed 88 (82%) 76 (95%) 51 (82%) No of burials 60 54 63

Number of Citizenship ceremonies conducted 4 1 5 Number of new citizens 31 7 53 Number of food inspections 33 52 44 Number of food infringement notices issued 1 2 0 Number of waste water inspections 6 4 12 Number of buildings inspected for Building Fire Safety Audits 12 13 15 Number of incidents of illegal dumping investigated and removed by Council 17 14 10 Number of fire prevention/fire hazard notices sent 31 87 64 Number of fire prevention / fire hazard works undertaken by Council 0 5 8 Number of fire / burn off permits issued 219 175 77

FINANCIAL PERFORMANCE MEASURES

Financial performance is of significant interest to all ratepayers, as the achievement or otherwise of financial targets can have a direct monetary impact on all of them.

The targets identified below have been adopted by Council following recommendation by Council’s Audit Committee.

Indicator 1: Operating Surplus Ratio This ratio expresses the operating surplus as a percentage of total operating income.

Target To achieve an operating surplus ratio of between 0% and 15% over any five-year period.

Target 2016-17 Actual 2017-18 Actual 2018-19 Actual

0-15% 6.2% 3.5% 19.2%

Naracoorte Lucindale Council, Annual Report 2018-2019 14

Indicator 2: Net Financial Liabilities Ratio Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as a percentage of total operating revenue.

Target Net financial liabilities ratio is greater than zero but less than 100% of total operating revenue.

Target 2016-17 Actual 2017-18 Actual 2018-19 Actual

>0 < 100% (16%) (23%) (28%)

This result indicates that Council has more assets than liabilities. Council is in a position where it could increase its borrowings to ensure assets are renewed at a sustainable level.

Indicator 3: Asset Renewal Funding Ratio

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.

For 2017-2018 and 2018-19 the asset renewal funding ratio is calculated on the sum of the proposed expenditure as indicated in the Infrastructure & Asset Management Plan plus annual depreciation for those classes currently excluded from the Plan. Excluded classes: furniture & fittings; site improvements, plant & equipment and library books.

Target Capital outlays on renewing/replacing assets net of proceeds from sale of replaced assets is greater than 90% but less than 110% of depreciation over a rolling 3-year period.

Target 2016-17 Actual 2017-18 Actual 2018-19 Actual

>90 < 110% 92% 67% 81%

Council is currently not meeting its target in renewing/replacing assets, with an average ratio over three (3) years of 80%.

Naracoorte Lucindale Council, Annual Report 2018-2019 15 PROJECT PRIORITIES FOR 2018-2019

The following tables indicate by each of the five themes in the Strategic Plan 2016-2026 the planned projects and achievements for 2018-2019.

THEME 1 – PROSPEROUS COMMUNITY

Facilitating and supporting sustainable growth to achieve economic prosperity

Outcome Planned Project Achievements 2018-2019 2018-2019

A sought after visitor • Economic Development • Economic Strategy – this will destination Strategy be included in the next strategic plan review A vibrant and progressive • NLBTA – contribution to TV business centre and townships Commercial promoting the • $10,000 contribution to district NLBTA for TV commercial Diverse range of thriving primary industries • Create street banners and • Street banner system produce local directional installed on Ormerod Street, map directional map commenced

• Upgrade to the NRLE cattle • Stage 1 of NRLE cattle selling selling pens (Stage 1) pens commenced

• Partner with Adelaide • University of Adelaide-led University to commence the research project focusing on ARC Linkage Project the rich fossil history of Naracoorte Caves continued • Caves Connection Project • Caves Connection Concept • Continue to facilitate the Statement proposals Red Meat Cluster Project initiated: (includes in-kind) o Naracoorte Caves • Encourage new ideas & ways Connection Business of doing business by Prospectus completed and continuing the Innovation launched Fund (introduced in 2015-16) o Naracoorte Caves Trail Working Group formed in • Upgrade electricity supply at February 2019 and working the Naracoorte Aerodrome on the project to encourage the establishment of additional • Red Meat Cluster activities hangars and other for the year included infrastructure o Maintained a program of • Extend the taxiway at the communications to raise Naracoorte Aerodrome to the profile of the industry and the economic Naracoorte Lucindale Council, Annual Report 2018-2019 16 allow access from new importance of the red hangars meat cluster. o developing a Strategic Plan • Wayfinding Project (Stage 1) for the Red Meat Cluster – signage in and around Naracoorte • Frances Strawberries received $6000 from the Entrepreneur • Installation of an electric Innovation Fund for Business car charging site Planning Advice

• Naracoorte Aerodrome upgrade electricity supply project not completed as SA Power Networks need to install a new line prior to work commencing.

• Naracoorte Aerodrome taxiway extension survey and design work completed.

• Wayfinding Project – signs installed MacDonnell Street / Stewart Terrace corner and Gordon Street / Deviation Road corner.

• Project did not proceed as it was subject to receiving complimentary charging point from Tesla, which was not received.

THEME 2 – HEALTHY LANDSCAPES

Working together to protect and enhance our natural environment for the future

Outcome Planned Project Achievements 2018-2019 2018-2019

• Contribute to sustainable land • Continued emphasis on • Continued to support LCLGA management practices waste management and the Regional Waste Management reduction of waste to Steering Committee and the • Water resources and landfill LCLGA Waste Infrastructure ecosystems are protected and Plan. restored • Hard waste disposal (two free disposal days to be • Volume of waste to landfill held) per capita (tonne) has decreased over a three year • Management of asbestos in period.

Naracoorte Lucindale Council, Annual Report 2018-2019 17 Council owned buildings • Garage Sale Trail held in October with 20 sales • Bushfire Mitigation & Corella registered Management • Hard waste disposal days • Naracoorte Creek Erosion were held in October and Control April.

• Improved stormwater • Management of asbestos in management on Bibury Council owned buildings Avenue, Naracoorte Rail ongoing, reducing the number Lands & Schinckel Road of buildings with asbestos materials present.

• Bushfire Mitigation ongoing for the year & Corella Management continuing with new technology trialled

• Naracoorte Creek erosion control design completed.

• Improved stormwater management completed on Bibury Avenue and Schinckel Road. Naracoorte Rail Lands project commenced.

THEME 3 – HARMONY AND CULTURE

A safe, healthy and diverse community celebrating our similarities and differences

Outcome Planned Project Achievements 2018-2019 2018-2019

• An inclusive community • Extension of hosting of the • Continued to host the Regional Volunteer Regional Volunteer • A creative and artistic Management Program to 30 Management Program (grant community June 2021 (grant funded) funded to 30 June 2021))

• Learning community • Purchase & installation of a • New Christmas tree installed new Christmas Tree for in Naracoorte Town square • A healthy and resilient Naracoorte for Christmas 2019 community • Continued implementation of • The Limestone Coast Community Art Program Symphony Orchestra received a grant under the • Sponsorship and support Community Art Fund for the provided to annual programs, Naracoorte Caves Music community events, festivals Ensemble.

Naracoorte Lucindale Council, Annual Report 2018-2019 18 and Community Facilities: - • Sponsorship and support provided to community o Harmony Day events as listed. o South East Field Days o Frances Folk Festival • Support for Naracoorte Art o TASTE the Limestone Coast Gallery continued o Christmas in the Square, Lucindale Christmas Party • First Senior Super Bowls & Special Kids Christmas Series (new Event – 3-year Party (Adelaide) commitment) event held in November 2018 – 310 total • Continued support of number of attendees Naracoorte Art Gallery (including provision for • Events at the library maintenance) included - school holiday activities, Summer Reading • Senior Super Bowls Series Club, Australian Reading (new Event – 3-year Hour, book clubs, National commitment) Simultaneous Storytime, Let’s Read, author events, • Events at the Library (one per Science Week, Tech Savvy month) for Seniors, Be Connected and Little Bang Discovery • Support for community Club wellbeing • Seventeen community groups • Develop a cycling & walking received grants from trail from Naracoorte to the Council’s Community Chest Caves (subject to grant program funding) • Cycling & walking trail from • Extension of season at the Naracoorte to the Caves put Naracoorte Swimming Lake on hold due to grant funding (open mid-November) not being received

• Season at the Naracoorte Swimming Lake opened on 13 November - earlier than previous years

THEME 4 – LIVEABLE NEIGHBOURHOODS

A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place.

Outcome Planned Project Achievements 2018-2019 2018-2019

• A well planned district that • Contribution to the State • Contribution to the State meets the current and future Government Planning Portal Government Planning Portal needs of the community (legislated contribution) (legislated contribution) not

Naracoorte Lucindale Council, Annual Report 2018-2019 19 • A safe and integrated • Memorial Parklands Natural required. transport network Play Area (Stage 2) • Memorial Parklands Natural • Preserve the built heritage • Improved maintenance at Play Area (Stage 2) and character of the district Cockatoo Lake (slashing, new completed fire pits & improved signage) • Maintenance at Cockatoo • Continuation of the Heritage Lake improved (slashing, new Assistance Fund to assist with fire pits) and new sign maintenance of sites listed on installed the ‘Local Heritage Register’ • There was a distribution of • Develop a master plan for the $14,000 to property owners Naracoorte CBD and Pioneer via the Local Heritage Park Restoration Fund for 2018 / 2019 • Masterplans for Lucindale (refer resolution 204/18) and • Approach to developing a Frances master plan for the Naracoorte CBD is being • Installation of Storyboard considered. Consultation is Signs, introducing the ongoing with the Naracoorte heritage of the town (Stage 1) Lions Club on developing a plan for Pioneer Park • Trails Project – installation of Signs purchased in 2017-18 • Master plan for Frances adopted by Council and • Develop a master plan for the development of plan for Naracoorte & District Sports Lucindale commenced. Centre Precinct • Storyboard signs installed in Kybybolite and Frances.

• Heritage Trail signs installed

• Development of a Master plan for the Naracoorte & District Sports Centre Precinct commenced

THEME 5 – PROGRESSIVE LEADERSHIP

A well led and managed district supported by a professional approach to managing infrastructure through the delivery of projects and services to the community.

Outcome Planned Project Achievements 2018-2019 2018-2019

• Progressive and • 2018 Council election and • Council election conducted in representative Elected effective induction of new 2018 and new Council Naracoorte Lucindale Council, Annual Report 2018-2019 20 Member leadership Council inducted in November 2018.

• Organisational excellence • Continued renewal & • Renewal and replacement of replacement of infrastructure infrastructure on the • Sustainable community (refer budget and major following: finances and assets projects report for full details) including: o Lucindale Town Hall – fire • Effective delivery of projects safety improvements to and services o Lucindale Town Hall – fire emergency lighting safety improvements o Naracoorte Town Hall • Effective community o Naracoorte Town Hall – auditorium painting communication and paint auditorium & replace completed and curtains engagement blinds/curtains replaced o Naracoorte Town Hall – o Naracoorte Town Hall • Engage external stakeholders replace retractable seating retractable seating to leverage local (notional costing) replacement rescheduled opportunities o Naracoorte Cemetery – to 2019/20 extend burial area o Naracoorte Cemetery Bridges & Culverts burial area extension • Council is a preferred o employer o Sealed road construction commenced o Footpath construction o Bridges and Culvert work Intersections included design work for o o Unsealed road Grubbed Road Morambro reconstruction Creek Crossing and o Reseals completion of Hazels Road o Resheeting flooding crossing o Sealed Road projects Some of these projects are undertaken on Fifth and subject to grant funding and Second Streets, Frances, may be delayed if grant applications are not successful Barclay Avenue, Kingston Avenue, Kowree Court, • Continuation of “Bang the Youngs Drive, Mill Road, Table”, as an effective on- Old Caves Road, Pearson line consultation & Street and Platt Crescent, engagement tool Naracoorte o Footpath construction undertaken on Cameron, • Participation in the Australasian LG Gordon and Smith Streets, Performance Excellence Naracoorte Program, which will allow o Safety improved at Cedar Council to benchmark its Avenue and Jenkins performance over a Terrace intersection number of years and o Unsealed road potentially against other reconstruction occurred on similar Councils. sections of the following roads: Crooked Lane – design, Fern Street, Flinders Lane, Struan Street o Sealed road reseals occurred on sections of the following roads: Boddingtons Road, Bournes Road, Coles - Killanoola Road, East Settlement Road, Fairview Road, Gilbert Drive, Gordon Street, Hahns Road, Hutchison Crescent, Lochaber North Road, Spence-Coles Road

Naracoorte Lucindale Council, Annual Report 2018-2019 21 o Road resheeting occurred on sections of the following unsealed roads: Braemar Road, Butlers Road, Deepwater Road, Haynes Edwards Road, Jessie Road, Lacey Drive, Kybybolite, Lindsay Hoods Road, Mattners Road, McElroys Road, Old Kingston Road, Old Robe Road, Plantation Road, Woodend Road

• Continued use of Bang the Table

• Participation in the Australasian LG Performance Excellence Program, which will allow Council to benchmark its performance over a number of years and potentially against other similar Councils.

PROJECT PRIORITIES FOR 2019-2020

THEME 1 – PROSPEROUS COMMUNITY

Facilitating and supporting sustainable growth to achieve economic prosperity.

Outcome Planned Projects 2019-2020

• Review Strategic Management Plans and Economic A sought after visitor Development Strategy destination • NLBTA – contribution to TV Commercial promoting the district A vibrant and progressive business centre and townships • Contribution to district tourism brochures • Continue upgrade of the NRLE cattle selling pens (Stage 1) Diverse range of thriving primary industries • Partner with Adelaide University to commence the ARC Linkage Project (3rd year)

• Caves Connection Project

• Continue to facilitate the Red Meat Cluster Project (includes in- kind)

• Encourage new ideas & ways of doing business by continuing the Innovation Fund Naracoorte Lucindale Council, Annual Report 2018-2019 22 • Naracoorte Aerodrome – upgrade lighting • Improved town entrances – removal of poplar trees & some pines on southern entrance to Naracoorte and replacement planting

• Boundary Signs

• Vibrant town entrances – promotional banners on (northern entrance)

• Introduction of public wi-fi in the Naracoorte CBD

THEME 2 – HEALTHY LANDSCAPES

Working together to protect and enhance our natural environment for the future.

Outcome Planned Projects 2019-2020

• Investigate options for improved and innovative waste • Contribute to sustainable land management management practices • Hard waste disposal (two free disposal days to be held) • Water resources and • ecosystems are protected and Bushfire Mitigation & Corella Management restored • Gare Swamp Restoration • Effective management and protection of the Naracoorte Creek • Improved stormwater management for Illawarra, Guernsey and Jersey Streets (design only)

THEME 3 – HARMONY AND CULTURE

A safe, healthy and diverse community celebrating our similarities and differences

Outcome Planned Projects 2019-2020

. Community Art Program – Grant Program • An inclusive community . Sponsorship and support provided to annual programs, • A creative and artistic community events, festivals and Community Facilities: - community o Harmony Day o South East Field Days • Learning community o Frances Folk Gathering o TASTE the Limestone Coast • A healthy and resilient

Naracoorte Lucindale Council, Annual Report 2018-2019 23 community o Christmas in the Square, Lucindale Christmas Party & Special Kids Christmas Party (Adelaide) o Continued support of Naracoorte Art Gallery (including provision for maintenance) o Senior Super Bowls Series (year 2 of a 3-year commitment) o New Event – Great South Coast Bike Ride o New Event - World Heritage Festival & Fun Run (part grant funded) o New Event - Multicultural Soccer Carnival (grant funded)

. Develop a cycling & walking trail from Naracoorte to the Caves (subject to grant funding)

THEME 4 – LIVEABLE NEIGHBOURHOODS

A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place

Outcome Planned Projects 2019-2020

• Continued maintenance at Cockatoo Lake Recreation Area • A well planned district that meets the current and future • Continuation of the Heritage Assistance Fund to assist with needs of the community maintenance of sites listed on the ‘Local Heritage Register’ • • A safe and integrated Develop a master plan for the Naracoorte CBD transport network • Implementation of the Frances Master Plan

• Preserve the built heritage • Continuation of Storyboard Project, introducing the heritage of and character of the district the town, for Lucindale and Hynam • Trails Project – completion of Stage 1 of the project • Memorial Parklands – replace pines & weed species with avenue planting • Lucindale Rose Bed - replacement of 40 roses • Smith Street – replant tired planter beds • Naracoorte Town Squares – lawn renovation • Market Square Playground – replace playground surface

• Musgrave Avenue Playground – additional shade sail and establish paths

Naracoorte Lucindale Council, Annual Report 2018-2019 24 THEME 5 – PROGRESSIVE LEADERSHIP

A well led and managed district supported by a professional approach to managing infrastructure and the delivery of projects and services to the community.

Outcome Planned Projects 2019-2020

• Continued renewal & replacement of infrastructure (refer budget • Progressive and and roads and major infrastructure report for full details) including: - representative Elected Member leadership o Naracoorte Cemetery – extend burial area o Bridges & Culverts • Organisational excellence o Sealed road construction o Footpath construction • Sustainable community Intersections finances and assets o o Kerb & Water Table Unsealed road reconstruction • Effective delivery of projects o and services o Reseals o Resheeting • Effective community communication and Some of these projects are subject to grant funding and may be engagement delayed if grant applications are not successful • • Engage external stakeholders Continued renewal & replacement of buildings & structure to leverage local including: - opportunities o Naracoorte CBD Toilets Naracoorte Works Depot – rebuild termite damage and fire • Council is a preferred o employer safety improvements o Lucindale Town Hall – fire safety improvements o Naracoorte Town Hall – replace blinds/curtains & stage curtains o Naracoorte Town Hall – replace retractable seating o Naracoorte Art Gallery – fire safety improvements

• Continuation of “Bang the Table”, as an effective on-line consultation & engagement tool • Participation in the Australasian LG Performance Excellence Program, which will allow Council to benchmark its performance over a number of years and potentially against other similar Councils.

COUNCIL REPORT

Representation Structure and Quota

The Council is the decision-making body on all matters of policy and strategic direction, and consists of the Mayor and 10 Councillors, who are all elected from the whole Naracoorte Lucindale Council, Annual Report 2018-2019 25 community. The Council also appoints a Deputy Mayor. Naracoorte Lucindale’s total number of electors is 5,830. The quota for Naracoorte Lucindale Council is one member to 530 electors. Councils of a similar size and type have:

Council Electors Councillors Representation Quota

Renmark Paringa 6,462 9 718

Clare and Gilbert Valleys 6,687 10 668 Mid Murray 6,442 10 644

Adelaide Plains 5,975 10 597

Grant 5,458 10 545

Naracoorte Lucindale 5,830 11 530

Wakefield Regional 4,765 10 476

Tatiara 4,513 10 451

Coorong 3,754 9 417 Northern Areas 3,382 9 375

(The above information is provided by the Electoral Commission of SA (ECSA), current as at February 2019.)

Representation Review

Every 8 years, in accordance with Section 12 of the Local Government Act 1999, the Naracoorte Lucindale Council is required to review the composition of the council.

A review was commenced in October 2016 and completed in September 2017. There were no changes to Council’s representation structure. The next representation review will commence during 2023/2024. Electors may make submissions on Council’s representation by writing to Council.

Decision making structure of council

Decisions of Council are made through Council meetings, Committee meetings or by staff through delegated authority. Informed decision making is critical to ensuring that decisions are made in the best interests of the wider community. During 2018- 2019, Council’s formal decision making structure comprised of Council, Audit Committee, Council Assessment Panel and Section 41 Committees.

All Council and Committee meetings are generally open to the public. Documentation for each meeting (notice of meetings, agendas with reports, attachments and minutes) is available from Council’s offices and on the Naracoorte Lucindale Council website.

Naracoorte Lucindale Council, Annual Report 2018-2019 26 Council Meetings

As at 30 June 2019, Council had held a total of 12 General Council meetings and 4 Special Council meetings, totalling 16 meetings for the 2018-2019 financial year. Attendances at meetings were:

Number of Number of % of eligible Councillors meetings eligible meetings meetings to attend attended attended

Mayor Erika Vickery OAM 16 15 94% Councillor Craig McGuire 16 14 88% Councillor Malcolm McLean 5 5 100% Councillor Trevor Rayner 16 12 75% Councillor Toby Robinson 5 5 100% Councillor Damien Ross 16 16 100% Councillor Kenneth Schultz 16 15 94% Councillor Tom Dennis 16 14 88% Councillor Julie Earl 16 12 75% Councillor Scott McLachlan 16 11 69% Councillor Rebecca Smith 5 4 80% Councillor Monique Crossling 11 10 91% Councillor Cameron Grundy 11 11 100% Councillor Derek James 11 10 91%

Audit Committee

The Audit Committee is established in accordance with section 126 of the Local Government Act, 1999 and operates as an independent and objective advisory committee to Council. It assists Council to accomplish its objectives by contributing to a systematic and disciplined approach to evaluating and improving the effectiveness of financial reporting, internal controls and risk management systems, whistle-blowing, internal and external audits.

Council’s Audit Committee comprises five members, appointed by Council. Three are Elected Members while the remainder are independent representatives with experience in financial, audit, legal and business related disciplines. The appointment of independent members to the Audit Committee provides additional assurance to Council and the community that risks are being appropriately managed.

During 2018-2019, the Audit Committee met 7 times. Meetings were held in August, October, December, February, April, May and June. Attendances at meetings were:

Naracoorte Lucindale Council, Annual Report 2018-2019 27 Members Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended

Mr Jim Ker 7 7 100% (Independent Member and Presiding Member) Ms Robyn Mencel 7 2 29% (Independent Member) Councillor Damien Ross 7 7 100% Councillor Rebecca Smith 2 0 0% Councillor Tom Dennis 2 2 100% Councillor Julie Earl 5 4 80% Councillor Cameron Grundy 5 4 80%

Council Assessment Panel

Council has a Council Assessment Panel established in accordance with sections 82 and 83 of the Planning, Development and Infrastructure Act 2016. The Panel’s purpose is:

• To make decisions on more complex developments (as defined in the Planning, Development and Infrastructure Act 2016) and on those matters which may be prescribed by regulations.

The Council Assessment Panel comprises up to 5 members appointed by the Council, comprising:

• one Member of the Council and • up to 4 Independent Members (Independent Members), not being Members of the Council or State Parliament

During 2018-2019, the Council Assessment Panel met in August and September. Attending the meetings were:

Member Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended

Mr Frank Brennan (Presiding Member and Independent 2 2 100% Member) Mrs Liz Travers 2 2 100% (Independent Member) Ms Colleen Woodgate 2 2 100% (Independent Member) Councillor Ken Schultz 2 2 100%

Naracoorte Lucindale Council, Annual Report 2018-2019 28 Other Committees

Under section 41 of the Local Government Act, 1999 (s41) Councils can create Committees to assist in the performance of its functions, to inquire into and report to Council on matters within the ambit of Council’s responsibilities, to provide advice to the Council, or to exercise delegated powers, functions or duties.

Each committee has its own terms of reference and meeting schedule as required. The membership of the committee is determined by Council and may consist of Elected Members and people from the broader community with special interests or skills. Council appoints a presiding member for each committee.

Council has not delegated the power to make decisions or to undertake actions to these Committees. The Committees have been created to advise and make recommendations to the Council.

Section 41 Committees

• CEO Recruitment, Performance Review & Remuneration • Naracoorte Regional Livestock Exchange • Strategic Asset Management • Strategic Planning and Development Policy (established in accordance with section 101A of the Development Act 1993)

CEO Recruitment, performance review & remuneration

The purpose of the CEO Committee is to ensure that sound principles of human resource management are applied to the employment of the chief executive officer. The Committee consists of the Mayor and two Elected Members appointed by the Council. An independent member with relevant experience may be appointed by Council.

During 2018-2019 the CEO Committee met three times. Attending the meetings were:

Councillors Number of Number of % of eligible meetings eligible to meetings attended meetings attended attend

Mayor Erika Vickery OAM 3 3 100%

Councillor Damien Ross 3 3 100% (Presiding Member up to November 2018)

Councillor Tom Dennis 3 3 100% (Presiding Member since November 2018)

Naracoorte Regional Livestock Exchange Board

The Naracoorte Regional Livestock Exchange Board’s purpose is to implement the Naracoorte Regional Livestock Exchange Strategic Management Plan 2017-2028. Naracoorte Lucindale Council, Annual Report 2018-2019 29

The Board oversees the development, construction and general operations, monitors financial performance, makes recommendations to Council regarding the implementation and any recommended revisions to the Naracoorte Regional Livestock Exchange Strategic Plan and develops an annual business plan.

The Board membership consists of up to three Elected Members and up to three Community Representatives with strong business acumen and a working knowledge of the livestock industry. The Naracoorte Lucindale Council CEO and Director Operations are non-voting members of the Board.

The NRLE Board met 7 times during the financial year.

Members Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended

Mr Ian O’Loan 7 7 100% (Independent Member)

Mr Jonathan England 7 5 71% (Independent Member)

Councillor Toby Robinson 2 2 100% (Presiding Member up to November 2018)

Councillor Scott McLachlan 7 6 86% (Presiding Member from November 2018) Councillor Cameron Grundy 5 4 80% Councillor Ken Schultz 5 4 80%

Strategic Planning and Development Policy

The Strategic Planning and Development Policy committee is established in accordance with Section 101A of the Development Act 1993. The Committee provides advice to Council in relation to the extent to which Council’s strategic planning and development policies are in accordance with the Planning Strategy.

All Elected Members are members of the Committee. The Committee did not meet during 2018-2019.

Strategic Asset Management

The Strategic Asset Management Committee provides advice and recommendations to Council that align to outcomes listed under themes 4 and 5 of Council’s Strategic Plan as follows:

• Theme 4 – Liveable Neighbourhoods, a range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place. Naracoorte Lucindale Council, Annual Report 2018-2019 30 o Outcome - A safe and integrated transport network • Theme 5 – Progressive Leadership, a well led and managed district supported by a professional approach to managing infrastructure, and the delivery of projects and services to the community. o Outcome - Effective delivery of projects and services

All Elected Members are members of the Committee. The Committee met six times during the financial year. Attendances at meetings were:

Councillors Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended

Mayor Erika Vickery OAM 6 6 100% (Presiding Member up to November 2018) Councillor Craig McGuire 6 4 67% Councillor Malcolm McLean 2 2 100% Councillor Trevor Rayner 6 3 50% Councillor Toby Robinson 2 2 100% Councillor Damien Ross 6 6 100% (Presiding Member since November 2018) Councillor Kenneth Schultz 6 6 100% Councillor Tom Dennis 6 3 50% Councillor Julie Earl 6 5 83% Councillor Scott McLachlan 6 4 67% Councillor Rebecca Smith 2 1 50% Councillor Monique Crossling 4 4 100% Councillor Cameron Grundy 4 4 100% Councillor Derek James 4 4 100%

PUBLIC PARTICIPATION

As identified in theme 5 of the Strategic Plan 2016-2026, Progressive Leadership, Council wants to achieve effective community communication and engagement. Actions to achieve this include:

• Engage with the community in Council decision making processes • Inform the community of Council’s progress in the delivery of strategic objectives • Ensure transparency in Council’s responsibilities and decision making

Listed below are some of the ways the community can be involved in decision-making processes.

Council and Committee Meetings

Council’s Code of Practice for Council and Committee Meeting Procedures sets out how members of the public may present their views on particular issues to Elected Members at a Council meeting. A short summary is provided below:

Naracoorte Lucindale Council, Annual Report 2018-2019 31 Public Forum

Up to 15 minutes is scheduled at the commencement of each ordinary meeting for members of the public to ask questions of Council or the Committee.

Questions to Council must be in writing and submitted to the Chief Executive Officer no later than 2 hours prior to the meeting at which the question will be asked. Questions can be delivered to DeGaris Place, Naracoorte, posted to PO Box 555, Naracoorte SA 5271 or emailed to [email protected].

Petitions

Petitions are one way in which members of the community may advise Council of their particular concerns regarding a specific issue or make requests of, and provide information to, Council.

A petition is a formally drawn up request to Council seeking action or special consideration of a particular matter, which is signed by more than two (2) residents/members of the public.

Petitions should be submitted by the close of business 7 days prior to the scheduled Meeting.

Section 10 – Petitions and Section 11 - Deputations of the Local Government (Procedures at Meetings) Regulations 2013 prescribes how a petition and deputation can be made.

Deputations or Presentations to Council

A person, group of people, or an organisation seeking to appear before a Council or Committee, as a deputation, must provide a written request to the Council, addressed to the Chief Executive at the principal office of the Council, indicating the topic and reasons why the deputation wishes to appear. A request to make a deputation must be received by Council, no later than 7 days prior to the meeting at which the deputation is to appear.

Written Requests

A member of the public can write to Council on any council policy, activity or service. As a result, Council may invite the community member to provide further comment on points raised in the letter.

Elected Members

Members of the public can contact Elected Members of the Council to discuss items relevant to Council. Contact names and phone numbers are available from Naracoorte Lucindale Council offices or on Council’s website at www.naracoortelucindale.sa.gov.au.

Community Consultation

Council’s Public Consultation and Community Engagement policy sets out how Council will engage with the community in its decision making processes. Naracoorte Lucindale Council, Annual Report 2018-2019 32 During 2018-2019 Council sought comment from the community on the following:

• Naracoorte and District Sports Centre • Disability Inclusion Plan Master Plan • Frances master Plan • Naracoorte Aerodrome (two consultations) • Annual Business Plan and Budget • Lucindale Health Centre • Lucindale Master Plan • Section 72 - Code of Practice

GRANTS RECEIVED

Each year Council applies to the State and Federal Government for funding to support its planned projects. These are competitive grant rounds and are tied to particular projects. Successful grant applications allow Council to maintain a high level of services, facilities and amenity across our district while ensuring sustainable finances.

Council receives an annual general purpose grant from the State Government Grants Commission. In 2018-2019, $4.093 million was received, including a supplementary road grant of $727,749. General purpose grants may be expended at Council’s discretion. Specific purpose grant money expended during 2018-2019 is listed below. An (a) indicates that a portion of the grant income was received in 2018-2019, but unexpended as at 30 June 2019.

• Volunteer Management Program ($60,000 received in 2018-19, but previous year $54,450 grant of $5,550 returned due to non-expenditure) • Library Maintenance Grant - Naracoorte $26,050 • Library Maintenance Grant - Lucindale $530 • Library Materials Grant - Naracoorte $21,919 • Library – Be Connected Registrations (over 50s) $2,000 • Natural Disaster Resilience Program - Early Flood Warning $4,152 Monitoring System in the Naracoorte Creek • Naracoorte & District Sports Centre Master Plan $20,000 • Roads to Recovery Grant – Second & Fifth Streets, Frances $343,921 • Red Meat Cluster Project $27,000 • Industrial Development - Lucindale Road Roundabout Project $60,546 • Support Regional Aviation - Naracoorte Aerodrome $70,000 • Special Local Roads Program – Old Caves Road(a) $618,000

• Teys Australia also contributed a grant towards Harmony Day $818

Naracoorte Lucindale Council, Annual Report 2018-2019 33 ELECTED MEMBERS’ ALLOWANCES

The Local Government Act 1999 (the Act) and the Local Government (Members Allowances and Benefits) Regulations 2010 (the Regulations) provides for the payment of Elected Member Allowances.

An Elected Member is entitled to an annual allowance, which is determined every four (4) years by the Remuneration Tribunal of South Australia. The Tribunal’s determination for the current Council term was released on the 30 August 2018. Section 76(9) of the Local Government Act provides for the allowances to be adjusted by CPI on the first, second and third anniversary of the periodic elections. Allowances effective from November 2018 are:

• Mayor $55,600 • Deputy Mayor $17,375 • Standing (Key) Committee Presiding Member $17,375 • Elected Member $13,900

An additional allowance in the form of a sitting fee is applicable for a Councillor who is the presiding member of a committee (other than the Principal or Deputy Principal Member, Chairperson or Deputy Chairperson or a Presiding Member of a prescribed committee):

Allowance - $170 per meeting limited to an aggregate amount of $1,020 per annum Travel time allowances for Members of Non-Metropolitan Councils have also been determined where the Member’s residence is located:

• >30 kms < 50kms from Council’s principal office $410 per annum • >50 kms <75kms from Council’s principal office $700 per annum • >75 kms from Council’s principal office $1,050 per annum

Council is not required to adopt these allowances as they are based in legislation. Council pays the cost of Elected Members attendance at training, seminars and conferences related to Council activities. The following support is also provided to Elected Members to assist them in the performance of their official duties:

Mayor Elected Members • Fully maintained Council passenger • Council owned and maintained Surface sedan for travel related to official Pro duties • Reimbursement of expenses relating to • Council owned and maintained functions attended computer • Reimbursement of approved childcare • Council owned mobile phone expenses while representing Council • Reimbursement of expenses relating • Reimbursement of travel expenses to functions attended • Reimbursement of telephone, facsimile Naracoorte Lucindale Council, Annual Report 2018-2019 34 • Reimbursement of telephone, or other communication device facsimile or other communication expenses (up to $150 per quarter for internet access) • Device expenses (up to $150 per quarter for internet access)

COMMITTEE MEMBERS’ ALLOWANCES

Independent members of the Audit Committee, Council Assessment Panel and Naracoorte Regional Livestock Exchange Board receive a fee for attendance at approved meetings, training and events. The following fees were set by Council at its June 2018 meeting (resolution 325/18):

• Presiding Member $290 • Independent Members $230

ELECTED MEMBER TRAINING AND DEVELOPMENT

The Local Government Act states that Council must ensure that its Elected Members undertake regular training in accordance with Council’s Elected Member Training and Development policy and that training complies with the Local Government Association training standards. There are mandatory training requirements Elected Members must undertake following each Local Government election.

Training and development opportunities focus on assisting Elected Members in the performance and discharge of their functions and duties and contribute to achieving the strategic and good governance objectives of Council.

Training and development activities undertaken by Elected Members during 2018-2019 are listed below.

Councillors Activities undertaken

All Members (elected in November 2018) • Mandatory Training / Induction Mayor Erika Vickery OAM • 2018 Local Government Conference and Annual General Meeting • 2019 LGA Ordinary General Meeting and Showcase • National General Assembly of Local Government • Local Government Elections • Roads and Works Conference • 2018 National Roads Conference • Media Training

Naracoorte Lucindale Council, Annual Report 2018-2019 35 Councillor Toby Robinson • National Saleyards Expo Councillor Craig McGuire • Media Training Cr Damien Ross • Media Training Cr Cameron Grundy • Audit Committee Cr Julie Earl • Audit committee

CONFIDENTIAL ITEMS

Council and Council committees may from time to time discuss an item of business in confidence and as a result the public is excluded from attendance at the meeting for the period of time taken to discuss the relevant item. The Local Government Act 1999, Section 90(3) (a) to (n) sets out the criteria for when this may occur. Following is a summary of the number of occasions that the provisions listed in Section 90 (excluding the public during debate) or Section 91 (documents to be kept confidential for a period of time) were used during 2018–2019.

During 2018-2019:

• 24 orders to move into confidence were made under section 90(2) • 21 orders were made to retain reports, minutes and other documents in confidence under section 91(7) • 11 orders from 2017-2018 were released • 1 order from 2016-2017 was released • 3 orders from 2015-2016 were released • 2 orders from 2014-2015 was released

Below is a summary of orders for 2018-2019:

Date Topic Grounds for Order expired, Confidential ceased or revoked Order - Section 90(3)

24-Jul-18 Memorial Oval, Naracoorte - Nature Play k no order made 28-Aug-18 Contracts – 201819-02 to 201819-09 k 56/19

28-Aug-18 Contract - 201819-01 Rubble Raising and k 59/19 Crushing 28-Aug-18 CEO Recruitment, Performance Review & a no order made Remuneration Committee Meeting – 22 August 2018 18-Dec-18 Cedar Avenue / Jenkins Terrance k 132/19 intersection, Naracoorte 18-Dec-18 Contract 201819/13 Road construction: k 135/19 Kingston Avenue and Donald Street, Naracoorte 22-Jan-19 Contract 201819/13 Road construction: k 151/19 Kingston Avenue and Donald Street, Naracoorte 22-Jan-19 Contract 201718-10 - Road Reconstruction: k no order made Barclay Avenue, Naracoorte Naracoorte Lucindale Council, Annual Report 2018-2019 36 22-Jan-19 Road Closure and Sale – Unmade Road Reserve b 156/19

22-Jan-19 Naracoorte Public Library Temporary Premises b 159/19 – 165 Smith Street, Naracoorte 05-Feb-19 Energy Audit b

26-Feb-19 Naracoorte Regional Livestock Exchange b 184/19 Management Board – Confidential Item 26-Feb-19 Tender 201819-14 - Naracoorte and District k 187/19 Sports Centre Master Plan 26-Feb-19 Sale of Land for Non-Payment of Rates a 190/19

15-Mar-19 Tender 201819-16 Upgrade Cattle Selling Pens b - Naracoorte Regional Livestock Exchange

26-Mar-19 Naracoorte Regional Livestock Exchange k 212/19 Management Board - Tender 201819-16 Upgrade Cattle Selling Pens - Naracoorte Regional Livestock Exchange 26-Mar-19 Tender 201819-20 - Lucindale Master Plan k 215/19

26-Mar-19 Naracoorte Public Library Temporary Premises b 218/19 – 165 Smith Street, Naracoorte 26-Mar-19 Road Closure and Sale – Unmade Road Reserve b 221/19

09-Apr-19 Waste Management b order to retain attachments in confidence 23-Apr-19 Naracoorte Cemetery k 255/19

28-May-19 CEO Recruitment, Performance Review & a 277/19 Remuneration Committee 28-May-19 LATE ITEM - Major Event j 279/19

14-Jun-19 Major Event j 285/19

EXECUTIVE MANAGEMENT TEAM AND STAFFING

The Executive Management Team is led by Chief Executive Officer, Trevor Smart.

Chief Executive Officer Mr Trevor Smart

Director Operations Mr Steve Bourne

Director Corporate Services Ms Fiona Stringer

Manager Planning & Compliance Mr Paul McRostie

Manager Governance & Community Ms Sally Klose Development Manager Operations Mr Daniel Willsmore

Naracoorte Lucindale Council, Annual Report 2018-2019 37 Salary packages for these Officers include over Award salary in a band of $98,983 - $182,880, and may also include private use of a motor vehicle, packaged overtime allowance, superannuation, home phone, internet data transfer reimbursement and mobile phone or mobile phone reimbursement.

Staff Levels (as at 30 June 2019)

2016-2017 2017-2018 2018-2019

Total employees (FTE) 69 68 64

Permanent full time 51 49 48

Permanent part time 14 16 13

Fixed term contract – full time and part time 6 5 5

Casual 6 6 4

Naracoorte Lucindale Council follows equal opportunity employment principles across the organisation and the principles of anti-discrimination in all dealings with its employees. Selection to fill any vacancies is based on merit, including skills, experience, and aptitude for the position.

Appropriate work skills are vital to the effective and efficient delivery of services to the community. Council encourages employees to undertake relevant training to develop and enhance those skills.

DELEGATIONS

The Council has provided the chief executive officer with the delegated authority to make decisions on a number of specified administrative and policy matters. A copy of the Delegations Policy is available on the website, www.naracoortelucindale.sa.gov.au. Council reviews these delegations annually. In keeping with legislative requirements Council:

• Determines the policies to be applied by the Council in exercising its discretionary powers. • Determines the type, range and scope of projects to be undertaken by the Council. • Determines the resources, which are to be made available to undertake such works and services.

ETHICAL STANDARDS AND PERFORMANCE

A mandatory Code of Conduct applies to all Elected Members of Council in South Australia.

Any person can make a complaint to Council about a possible breach by an Elected Naracoorte Lucindale Council, Annual Report 2018-2019 38 Member under the Behavioural Code (Part 2 of the Code of Conduct). Complaints about behaviour alleged to have breached the Behavioural Code should be brought to the attention of the Mayor or Chief Executive Officer.

Any person may report an alleged breach under the Part 3 of the code, Misconduct to the Council, the Ombudsman, the Electoral Commissioner (for alleged breaches of Code 3.8) or the Office for Public Integrity. Alleged breaches of this Part made to a Council or to the Office for Public Integrity may be referred to the Ombudsman for investigation under Section 263 of the Local Government Act 1999, by the Council’s Chief Executive Officer or by the Independent Commissioner Against Corruption, where he or she so determines.

A mandatory Code of Conduct applies to all Council employees in South Australia. Any person may make a complaint about a Council employee under this Code. Complaints about an employee’s behaviour that is alleged to have breached this Code should be brought to the attention of the Chief Executive Officer of the Council. Complaints about a Chief Executive Officer’s behaviour that is alleged to have breached the Code should be brought to the attention of the Mayor.

REGISTERS

Following is a list of registers required to be kept by Council:

• Section 68 Members Register of Interests • Section 79 Members Register of Allowances and Benefits • Section 105 Officers Register of Salaries • Section 116 Officers Register of Interests • Section 188 Fees and Charges • Section 207 Community Land • Section 231 Public Roads • Section 252 By-Laws

The following registers are also kept by Council:

• Register of Interests (Council Assessment Panel Members) • Register of Elected Members Disclosure of Conflict of Interests • Election Campaign Donation Returns • Register of Land management agreements • Confidential Items • Development • Heritage • Gifts and Benefits • Resolutions

CODES

Following is a list of Codes of Conduct or Practice, required under the Local Government Act 1999 or the Local Government (Elections) Act 1999:

Naracoorte Lucindale Council, Annual Report 2018-2019 39

• Section 63 - Members Code of Conduct • Section 92 - Code of Practice for Access to Council and Committee Meetings and Associated Documents • Section 110 - Employees Code of Conduct • Reg 6 - Code of Practice Meetings of Council and Council Committees

POLICIES

Council has adopted the following policies:

• Accommodation and Associated Expenses • Accounting Policy - Infrastructure, Property, Plant & Equipment • Australian Defence Force - Reservist Leave • Budget Reporting and Amendment Policy • Building and Swimming Pool Inspection • CFS Support • Caretaker Guidelines • Caretaker • Cemetery Leases • Civic Events and Functions • Access to Council and Committee Meetings and Associated Documents • Community Organisations – Financial and other support • Council and Committees Meeting Code of Practice • Customer Service & Complaint Handling • Complaints & Dispute Resolution Procedure - Sewerage Services • Customer Charter - Sewerage Services • Delegations Policy • Drug and Alcohol Policy • Drug and Alcohol Procedure • Driveway Policy • Enforcement Policy • Elected Members Allowances and Benefits • Elected Members Casual Vacancy • Elected Members Complaint Handling Procedure • Elected Members Training and Development • Employee Assistance Program • Employee Behaviour Standards • Employee - Recognition of Service, Personal Events and Occasions • Employee - Corporate Uniform and Protective Clothing & Equipment • Employee Pre-placement Medical Examination • Fingerboard Signs • Footpaths • Firearms • Footpath Dining • Fraud, Corruption and Whistle-blower Policy • Fraud, Corruption Prevention and Whistle-blower Procedure • Flag Flying • Grievance / Review of Decision Policy Naracoorte Lucindale Council, Annual Report 2018-2019 40 • Informal Gatherings • Hardship Policy for Residential Customers of Minor and Intermediate Water Retailers • Use of Council Equipment by Community and Sporting Organisations • Internal Controls • Investments Policy • Livestock Exchange OHSW Policy • External Communications • Motor Vehicles • Online Purchasing Terms and Conditions • Order Making • Procurement • Council Land - Permit to Use • Prudential Management • Public Consultation • Quarry Activities • Rate Rebates • Register of Interests • Risk Management • Road and Place Naming • Road Network Extension and Upgrade • Child Safe Environment (and other vulnerable people) • Sale or Disposal of Land and Other Assets • Smoke Free Policy • Shipping Container • Technology and Communication • Venue Hire • Tree Management Policy • Volunteer • Kerbside Waste Collection • Re-employment of Work Injured Former Employee • Return to Work from a Work Injury & Provision of Suitable Employment

REVIEW OF DECISIONS

As required by the Local Government Act 1999, Council has a Grievance / Review of Decisions policy, outlining how decisions of Council or other people acting on behalf of Council are reviewed.

There was one application for review of decision during 2018- 2019 that related to Road Closure and Sale – Unmade Road Reserve – Henschke Avenue. The decision was reviewed at Council’s meeting held on 28 May 2019 and the original decision was upheld.

FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT

The Freedom of Information Statement is published annually by the Naracoorte Lucindale Council in accordance with the requirements of the Freedom of Information

Naracoorte Lucindale Council, Annual Report 2018-2019 41 Act 1991. There were three Freedom of Information applications received during 2018- 2019.

There were no applications brought forward from the previous year and there were no unfinished applications at 30 June 2019. Inquiries or requests for information under the Act should be forwarded to:

Freedom of Information Officer Naracoorte Lucindale Council PO Box 555, NARACOORTE SA 5271

The Freedom of Information Statement is available on Council’s website, www.naracoortelucindale.sa.gov.au

MANAGEMENT PLANS FOR COMMUNITY LAND

Council has management plans in place for all community land under its care.

LOCAL NUISANCE AND LITTER CONTROL ACT 2017

Section 8 of the Local Nuisance and Litter Control Act requires councils to include information in its annual report on the functions conferred on councils under this Act.

• Council received 12 complaints of local nuisance or littering • There were 2 offences under the Act that were expiated • There were no offences under the Act that were prosecuted • There were 6 nuisance abatement notices or litter abatement notices issued • There were no civil penalties negotiated under section 34 of the Act • There were no applications by the council to the Court for orders for civil penalties under section 34 of the Act and therefore there were no orders made by the Court on those applications • No other functions were performed by the council under the Act

ACCOUNTABILITY

Provision of Services and the Purchase of Goods

Naracoorte Lucindale Council is committed to ensuring a fair, transparent and accountable process in the provision of services and the purchase of goods and services to enable it to meet its operational and community obligations.

Naracoorte Lucindale Council aims to ensure that its methods of service provision, including the carrying out of works and purchasing goods are transparent, cost- effective, and represent best value for money while meeting the needs of Council and the community. At the same time, Council is committed to pursuing a convention of purchasing locally whenever possible and practical. More detailed information is available in the Procurement Policy.

Naracoorte Lucindale Council, Annual Report 2018-2019 42 National Competition Policy – Clause 7 Statement Reporting

Local Government is required to comply with the Competition Policy Reform (South Australia) Act, 1996 to ensure the application of competitive neutrality principles and practices when significant “business activities” are being carried out by Councils. Whether an activity is a significant business activity to which competitive neutrality principles should be applied is a matter for each local government agency to determine. This determination should be made taking into account:

• the intent of National Competition Policy • whether the business activity possesses sufficient market power to create a competitive impact in the market that is more than nominal or trivial • whether the size of the business activity relative to the size of the market as a whole is more than nominal or trivial

The National Competition Policy categorises significant business activities as:

• Category 1 - business activities with an annual revenue in excess of $2 million, or employing assets in excess of $20 million • Category 2 - all other significant business activities.

Competitive Neutrality Principles under National Competition Policy require that Councils must report annually on:

• the determination of significant business activities undertaken by Council, and the creation or cessation of significant business activities • the application, or change in application, of competitive neutrality • the review and reform of by-laws, including by-laws created or repealed • complaints about the application of competitive neutrality and • the structural reform of public monopolies

Significant Business Activities

• Category 1: o Council has determined it has no significant business activities to declare under Category 1.

• Category 2: o the Naracoorte Regional Livestock Exchange is a business activity falling within Category 2. Council has adopted the Cost Reflective Pricing principle to counter any unfair competitive advantage that might exist. This includes the recovery by Council of administration, loan servicing charges, and other similar business costs associated with the management and operation of the Livestock Exchange.

Commencement or Cessation of Significant Business Activities

Council has neither commenced nor ceased a significant business activity during the course of the reporting period.

Naracoorte Lucindale Council, Annual Report 2018-2019 43 By-Laws

Council did not review or reform any by-laws during 2018–2019.

Complaints Concerning the Application of Competitive Neutrality

Council did not receive any complaints concerning the application of competitive neutrality principles during the 2018-2019 financial year.

Structural Reform of Public Monopolies

These provisions do not apply to any Council activity.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION

Section 43 of the Local Government Act allows two or more councils to establish a Regional Subsidiary to provide specified services or to carry out a specified activity or activities.

The seven (7) Limestone Coast Councils have joined together to develop a regional subsidiary known as the Limestone Coast Local Government Association (LCLGA). The following Councils are Members of LCLGA: City of , District Councils of Grant, Robe, Tatiara and Kingston and Naracoorte Lucindale and Wattle Range Councils.

LCLGA’s overall goal is to represent and serve its Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation. LCLGA’s Annual Report and audited financial statements for the 2018-2019 financial year have been prepared in accordance with Schedule 2 (28) of the Local Government Act 1999 and are attached to this report.

FINANCIAL MANAGEMENT

Council’s long-term financial sustainability is dependent on ensuring that, on average, over time its expenditure is equal to or less than its revenue.

Revenue

Council’s primary source of revenue is generated by the levying of general rates and service charges. The 2018-2019 year included a budgeted increase in general rates of approximately 2.3% (2018: 1.3%, 2017: 1.0%). Other sources of revenue for Council included user charges (hall hire and Naracoorte Regional Livestock Exchange fees), statutory fees (animal registration, development and health fees), reimbursements (private work), investment income, grant income and other income (rebates and insurance recoupments).

Naracoorte Lucindale Council, Annual Report 2018-2019 44

2016-2017 2017-2018 2018-2019

Rates General Rate Revenue $10.260 million $10.389 million $10.646 million Fines, Interest & Legal Fees $0.071 million $ 0.089 million $ 0.066 million Less Rebates (mandatory, $0.137 million $ 0.181 million $ 0.201 million discretionary & revaluations) $10.194 million $10.297 million $10.511 million

Service Charges Waste & Recycling $0.925 million $1.013 million $1.017 million Community Waste $0.091 million $0.094 million $0.096 million Management Scheme NRM $0.618 million $0.648 million $0.631 million Levy (collected on behalf of $1.634 million $1.755 million $1.744 million the NRM Board)

Statutory Charges $0.167 million $0.206 million $0.200 million

User Charges $1.719 million $1.701 million $1.976 million

Investment Income $0.122 million $0.172 million $0.201 million

Reimbursements & Other $0.919 million $0.413 million $0.572 million Income

Grant, Subsidies & Contributions For New or Upgraded $1.368 million $0.656 million $0.717 million $5.302 million $4.604 million $4.651 million Assets Other Grants $6.670 million $5.260 million $5.368 million

TOTAL REVENUE $21.425 million $19.804 million $20.572 million (excluding income from sale of assets)

Naracoorte Lucindale Council, Annual Report 2018-2019 45

Assets and Capital Expenditure

Land, buildings and specified infrastructure (including Naracoorte Regional Livestock Exchange, Naracoorte Aerodrome, Naracoorte Transfer Station and the Naracoorte Swimming Lake) were revalued as at 30 June 2015 by AssetVal Pty Ltd. Road and Stormwater infrastructure was revalued by Council staff as at 1 July 2018. CWMS infrastructure was revalued by AssetVal Pty Ltd as at 1 July 2017. Plant and machinery, furniture & equipment, reserve furniture, minor equipment and library books continued to be valued at cost.

2016-2017 2017-2018 2018-2019

Capital Expenditure Renewal or Replacement of $ 7.037 million $5.824 million $ 6.735 million Existing Assets $ 2.473 million $1.747 million $ 2.135 million New Assets $ 9.510 million $7.571 million $ 8.870 million

Work in Progress (capital projects in progress, which will be completed and $1.116 million $1.061 million $0.916 million capitalised year ending 30 June)

Naracoorte Lucindale Council, Annual Report 2018-2019 46 Asset Values Asset Values $308.146 million $311.628 million $277.272 million Carrying Value (written down $175.653 million $174.440 million $175.834 million value)

Further details relating to completed capital projects and related expenditure may be found elsewhere in this document.

Expenditure

Council’s operating expenditure for 2018-19 was $16.045 million (2018: $18.469 million). The table below excludes expenditure in relation to capital projects, except in relation to employee costs which are provided for informational purposes only.

Expenditure referenced as ‘capital projects’ is also included in the amounts shown above for capital expenditure. Employee costs include wages, workers’ compensation, superannuation, income protection and leave accruals.

$671,000 (2018: $659,148) was passed on to the Natural Resource Management Board.

2016-2017 2017-2018 2018-2019

Employee Costs Operating Expenditure $4.977 million $5.046 million $5.189 million Capital Projects $0.545 million $0.593 million $0.546 million $5.522 million $5.639 million $5.735 million

Materials, Contracts & Other $6.360 million $6.218 million $5.467 million

Depreciation $7.281 million $7.035 million $5.243 million

Finance Costs $0.193 million $0.170 million $0.146 million

TOTAL OPERATING $18.811 million $18.469 million $16.045 million EXPENDITURE ( l di it l j t )

Naracoorte Lucindale Council, Annual Report 2018-2019 47

Other Information

2016-2017 2017-2018 2018-2019 Cash & Cash Equivalents $7.544 million $8.682 million $9.748 million

Trade & Other Receivables $2.055 million $1.017 million $1.207 million (excludes loans to community groups)

Inventories $0.746 million $0.583 million $0.660 million

Loans to Community Organisations $0.433 million $0.381 million $0.435 million

Loan Liability $3.009 million $2.636 million $2.240 million

Employee Leave Provisions $1.219 million $1.274 million $1.393 million

Landfill Provisions $0.021 million $0.009 million $0.005 million (reinstatement & monitoring of landfill sites)

Naracoorte Lucindale Council, Annual Report 2018-2019 48 Net Result

Council’s operating result before capital revenues for year ending 30 June 2019 is a surplus of $3.810 million (2018: surplus of $0.679 million). The Audited Financial Statements for the year ended 30 June 2019 are attached to this report.

Auditor

The Local Government Act 1999 requires Council to report on a range of matters relating to the services provided by its Auditor, including the amount of remuneration paid for audit and other services.

The Adelaide firm Dean Newbery & Partners Chartered Accountants has been engaged to undertake statutory audit duties in relation to Council’s financial and operational activities since the year ending 30 June 2011.

During 2018 - 2019, a payment of $25,000 (GST exclusive) was made to Newbery’s for audit services provided in relation to the financial year ending 30 June 2018. No payments were made for any other services.

Naracoorte Lucindale Council, Annual Report 2018-2019 49

Financial Statements

for Year Ending 30 June 2019 NARACOORTE LUCINDALE COUNCIL

General Purpose Financial Reports for the year ended 30 June 2019

TABLE OF CONTENTS Page

Council Certificate 1

Principal Financial Statements Statement of Comprehensive Income 2 Statement of Financial Position 3 Statement of Changes in Equity 4 Statement of Cash Flows 5

Notes to, and forming part of, the Principal Financial Statements

Note 1 - Significant Accounting Policies N1 Note 2 - Income N7 Note 3 - Expenses N10 Note 4 - Asset Disposal & Fair Value Adjustments N12 Note 5 - Current Assets N13 Note 6 - Non-Current Assets N14 Note 7 - Infrastructure, Property, Plant & Equipment N15 Note 8 - Liabilities N19 Note 9 - Reserves N20 Note 10 - Assets Subject to Restrictions N21 Note 11 - Reconciliation of Cash Flow Statement N22 Note 12 - Functions N24 Note 13 - Financial Instruments N26 Note 14 - Expenditure Commitments N28 Note 15 - Financial Indicators N29 Note 16 - Uniform Presentation of Finances N30 Note 17 - Operating Leases N31 Note 18 - Superannuation N32 Note 19 - Assets & Liabilities not Recognised N33 Note 20 - Related Party Transactions N34

Audit Report - Financial Statements Audit Report - Internal Controls Council Certificate of Audit Independence Audit Certificate of Audit Independence

NARACOORTE LUCINDALE COUNCIL

STATEMENT OF COMPREHENSIVE INCOME for the year ended 30 June 2019

2019 2018 Notes $'000 $'000 INCOME Rates 2 12,255 12,052 Statutory charges 2 200 206 User charges 2 1,976 1,701 Grants, subsidies and contributions 2 4,651 4,604 Investment income 2 201 172 Reimbursements 2 207 156 Other income 2 365 257 Total Income 19,855 19,148

EXPENSES Employee costs 3 5,189 5,046 Materials, contracts & other expenses 3 5,467 6,218 Depreciation, amortisation & impairment 3 5,243 7,035 Finance costs 3 146 170 Total Expenses 16,045 18,469

OPERATING SURPLUS / (DEFICIT) 3,810 679

Asset disposal & fair value adjustments 4 (2,454) (2,171)

Amounts received specifically for new or upgraded assets 2 717 656 NET SURPLUS / (DEFICIT) 2,073 (836) transferred to Equity Statement

Other Comprehensive Income Amounts which will not be reclassified subsequently to operating result Changes in revaluation surplus - infrastructure, 9 300 555 property, plant & equipment Total Other Comprehensive Income 300 555 TOTAL COMPREHENSIVE INCOME 2,373 (281)

This Statement is to be read in conjunction with the attached Notes.

Page 2 NARACOORTE LUCINDALE COUNCIL

STATEMENT OF FINANCIAL POSITION as at 30 June 2019

2019 2018 ASSETS Notes $'000 $'000 Current Assets Cash and cash equivalents 5 9,748 8,682 Trade & other receivables 5 1,246 1,055 Inventories 5 660 583 Total Current Assets 11,654 10,320

Non-current Assets Financial assets 6 396 343 Infrastructure, property, plant & equipment 7 175,834 174,440 Other non-current assets 6 916 1,061 Total Non-current Assets 177,146 175,844 Total Assets 188,800 186,164

LIABILITIES Current Liabilities Trade & other payables 8 2,276 1,732 Borrowings 8 422 396 Provisions 8 1,185 1,082 Total Current Liabilities 3,883 3,210

Non-current Liabilities Borrowings 8 1,818 2,240 Provisions 8 213 201 Total Non-current Liabilities 2,031 2,441 Total Liabilities 5,914 5,651 NET ASSETS 182,886 180,513

EQUITY Accumulated Surplus 47,864 45,879 Asset Revaluation Reserves 9 132,265 131,965 Other Reserves 9 2,757 2,669 TOTAL EQUITY 182,886 180,513

This Statement is to be read in conjunction with the attached Notes.

Page 3 NARACOORTE LUCINDALE COUNCIL

STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2019

Asset Accumulated Other TOTAL Revaluation Surplus Reserves EQUITY Reserve

2019 Notes $'000 $'000 $'000 $'000

Balance at end of previous reporting period 45,879 131,965 2,669 180,513 Restated opening balance 45,879 131,965 2,669 180,513 Net Surplus / (Deficit) for Year 2,073 - - 2,073 Other Comprehensive Income Gain on revaluation of infrastructure, property, plant & - 300 - 300 equipment Transfers between reserves (88) 88 - Balance at end of period 47,864 132,265 2,757 182,886

2018

Balance at end of previous reporting period 47,680 131,410 1,704 180,794 Restated opening balance 47,680 131,410 1,704 180,794 Net Surplus / (Deficit) for Year (836) - - (836) Other Comprehensive Income Changes in revaluation surplus - infrastructure, property, - 555 - 555 plant & equipment Transfers between reserves (965) - 965 - Balance at end of period 45,879 131,965 2,669 180,513

This Statement is to be read in conjunction with the attached Notes

Page 4 NARACOORTE LUCINDALE COUNCIL

STATEMENT OF CASH FLOWS for the year ended 30 June 2019

2019 2018 CASH FLOWS FROM OPERATING ACTIVITIES Notes $'000 $'000 Receipts Rates - general & other 12,382 12,034 Fees & other charges 212 222 User charges 2,273 1,766 Investment receipts 211 168 Grants utilised for operating purposes 4,985 4,949 Reimbursements 116 626 Other revenues 1,790 2,455 Payments Employee costs (5,124) (4,992) Materials, contracts & other expenses (7,354) (8,799) Finance payments (177) (243) Net Cash provided by (or used in) Operating Activities 9,314 8,186

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts specifically for new or upgraded assets 717 656 Sale of replaced assets 79 50 Sale of surplus assets - 82 Repayments of loans by community groups 46 52 Payments Expenditure on renewal/replacement of assets (6,459) (5,768) Expenditure on new/upgraded assets (2,135) (1,747) Loans made to community groups (100) - Net Cash provided by (or used in) Investing Activities (7,852) (6,675)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from aged care facility deposits - - Payments Repayments of borrowings (396) (373) Net Cash provided by (or used in) Financing Activities (396) (373) Net Increase (Decrease) in cash held 1,066 1,138

Cash & cash equivalents at beginning of period 11 8,682 7,544 Cash & cash equivalents at end of period 11 9,748 8,682

This Statement is to be read in conjunction with the attached Notes

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

for the year ended 30 June 2019

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 Accounting Standards This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.

The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management) Regulations 2011 dated 24 September 2019.

1.2 Historical Cost Convention Except as stated below, these financial statements have been prepared in accordance with the historical cost convention.

1.3 Critical Accounting Estimates The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying Council’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this Note.

1.4 Rounding All amounts in the financial statements have been rounded to the nearest thousand ($’000).

2 The Local Government Reporting Entity Naracoorte Lucindale Council is incorporated under the SA Local Government Act 1999 and has its principal place of business at DeGaris Place, Naracoorte. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.

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.

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.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 1 - Significant Accounting Policies (cont)

In June 2018 and June 2019 the Federal Government announced that the payment of untied financial assistance grants would be made early. Approximately 50% of the anticipated grant for 2018-19 and 2019- 20 were received in June 2018 and June 2019 respectively. The Fedearal Government also announced that the supplementary roads grants for 2019-20 and 2020-21 would be paid early. 100% of the grants were received in June 2019.

The actual amounts of untied grants received during the reporting periods are disclosed in Note 2.

3.1 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”.

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 change 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 on a cost 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.

6 Infrastructure, Property, Plant & Equipment 6.1 Land under roads Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial.

6.2 Initial Recognition All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 1 - Significant Accounting Policies (cont)

All non-current assets purchased or constructed are capitalised and depreciated as soon as the asset is held “ready for use”. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architects' fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead.

Capital works still in progress at balance date are recognised as other non-current assets and transferred to infrastructure, property, plant & equipment when completed ready for use.

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 $ 1,000 Information Technology $ 500 Other Plant and Equipment $ 1,000 Buildings New Construction / Extensions $10,000 Buildings – fit-out or services $ 1,000 Park & Playground Equipment $ 2,500 Road Construction and Reconstruction $10,000 Paving & Footpaths, Kerb & Gutter $10,000 Kerb & Watertable $ 5,000 Bridges & Culverts $ 5,000 Spoon Drains $ 2,500 Stormwater $10,000 Artworks $ 1,000

6.4 Subsequent Recognition All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. For infrastructure and other asset classes where no active market exists, fair value is determined to be the current replacement cost of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Further detail of existing valuations, methods and valuers are provided at Note 7.

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 on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets.

Major depreciation periods for each class of asset are shown 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 care should be used in interpreting financial information based on these estimates.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 1 - Significant Accounting Policies (cont)

Plant, Furniture & Equipment Office Equipment - Computerised 2 to 10 years Office Furniture & Equipment 5 to 15 years Vehicles and Road-making Equip 5 to 15 years Minor Plant & Equipment 3 to 15 years

Building & Other Structures Buildings – masonry 50 to 100 years Buildings – other construction 20 to 80 years Memorials 40 to 100 years Park Structures – other construction 30 years Playground equipment 5 to 25 years Benches, seats, etc 5 to 15 years

Infrastructure Seals - Upper 20 years Seals - Lower 80 years Asphalt 20 to 40 years Pavement – Sealed Road 80 to 160 years Pavement – Rubble Road 20 to 50 years Sub Pavement – Rubble Road 200 to 500 years Bridges 60 to 100 years Paving & Footpaths 30 to 80 years Kerb & Watertable 60 to 80 years Stormwater Drainage 60 to 100 years

Other Assets Library Books 3 to 20 years Artworks indefinite

6.6 Impairment Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for impairment. Assets carried at fair value 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, are not assessed 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.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 1 - Significant Accounting Policies (cont)

Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in the Asset Revaluation Reserve, any excess being recognised as an expense.

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”.

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 on- costs) measured in accordance with AASB 119.

Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based on-costs) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms.

Weighted average discount rate 1.03% (2018, 1.53%)

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.

9.2 Superannuation The Council makes employer superannuation contributions in respect of its employees predominantly to the Statewide 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 Scheme is reported in Note 18.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 1 - Significant Accounting Policies (cont)

10 Leases Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117. 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.

11 GST Implications In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax”  Receivables and Creditors include GST receivable and payable.  Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable.  Non-current assets and capital expenditures include GST net of any recoupment.  Amounts included in the Statement of Cash Flows are disclosed on a gross basis.

12 Pending Accounting Standards Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2019 reporting period and have not been used in preparing these reports.  AASB 7 Financial Instruments - Disclosures  AASB 9 Financial Instruments  AASB 15 Revenue from Contracts with Customers  AASB 16 Leases  AASB 1058 Income of Not-for-Profit Entities

Standards containing consequential amendments to other Standards and Interpretations arising from the above - AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. (Standards not affecting local government have been excluded from the above list.)

Council is of the view that other than AASB 16 and AASB 1058, none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed.

Accounting Standard AASB 16 Leases may have a material effect on the amounts disclosed in these reports, particularly in relation to Infrastructure, Property, Plant & Equipment, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early.

Accounting Standard AASB 1058 Income of Not-for-Profit Entities may have a material effect on the amounts disclosed in these reports, particularly in revenues from grants & subsidies, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early.

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 2 - INCOME

2019 2018 Notes $'000 $'000 RATES REVENUES General Rates 10,646 10,389 Less: Mandatory rebates (163) (144) Less: Discretionary rebates, remissions & write offs (37) (36) 10,446 10,209 Other Rates (including service charges) Natural Resource Management levy 631 648 Waste collection 1,017 1,013 Community wastewater management systems 96 94 1,744 1,755 Other Charges Penalties for late payment 62 60 Legal & other costs recovered 4 29 66 89 Less: Discretionary rebates, remissions & write offs (1) (1) 12,255 12,052

STATUTORY CHARGES Development Act fees 34 57 Town planning fees 83 64 Health & Septic Tank Inspection fees 6 5 Animal registration fees & fines 59 58 Parking fines / expiation fees 1 2 Other licences, fees, & fines 17 20 200 206

USER CHARGES Cemetery/crematoria fees 101 96 Livestock Exchange Fees and Charges 1,634 1,365 Lease, Permits and Rental Income 124 112 Hall & equipment hire 36 43 Sales - general 69 74 Sundry 12 11 1,976 1,701

INVESTMENT INCOME Interest on investments Local Government Finance Authority 158 131 Banks & other 29 25 Loans to community groups 14 16 201 172

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NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

NOTE 2 - INCOME (continued) 2019 2018 Notes $'000 $'000 REIMBURSEMENTS - for private works 149 56 - other 58 100 207 156

OTHER INCOME Insurance & other recoupments - infrastructure, 158 125 property, plant & equipment Rebates received 62 41 Sundry 145 91 365 257

GRANTS, SUBSIDIES, CONTRIBUTIONS Amounts received specifically for new or 717 656 upgraded assets Other grants, subsidies and contributions Untied - Financial Assistance Grant 4,093 3,376 Roads to Recovery 344 694 Library & Communications 50 45 Sundry 164 489 4,651 4,604 5,368 5,260 The functions to which these grants relate are shown in Note 12.

Sources of grants Commonwealth government 398 1,200 State government 4,944 4,060 5,368 5,260

Page N8 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

NOTE 2 - INCOME (continued) 2019 2018 Notes $'000 $'000 Conditions over grants & contributions Grants and contributions which were obtained on the condition that they be expended for specified purposes or in a future period, but which are not yet expended in accordance with those conditions, are as follows:

Unexpended at the close of the previous reporting period 375 - Less: expended during the current period from revenues recognised in previous reporting periods Roads Infrastructure (375) - Heritage & Cultural Services - - Subtotal (375 ) Plus: amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions Roads Infrastructure 50 375 Heritage & Cultural Services 91 - Subtotal 141 375 Unexpended at the close of this reporting period 141 375

Net increase (decrease) in assets subject to conditions (234 ) 375 in the current reporting period

Page N9 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 3 - EXPENSES

2019 2018 Notes $'000 $'000 EMPLOYEE COSTS Salaries and Wages 4,109 3,968 Employee leave expense 950 979 Superannuation - defined contribution plan contributions 18 332 331 Superannuation - defined benefit plan contributions 18 104 105 Workers' Compensation Insurance 159 184 Other 81 72 Less: Capitalised and distributed costs (546) (593) Total Operating Employee Costs 5,189 5,046

Total Number of Employees 65 69 (Full time equivalent at end of reporting period)

MATERIALS, CONTRACTS & OTHER EXPENSES Prescribed Expenses Auditor's Remuneration - Auditing the financial reports 25 24 Elected members' expenses 225 217 Election expenses 41 2 Operating Lease Rentals - cancellable leases 30 30 Subtotal - Prescribed Expenses 321 273

Other Materials, Contracts & Expenses Contractors 940 1,140 Contributions to Economic Development - 68 Waste Management 1,102 1,158 Street Cleaning 140 148 Insurance 250 246 Quarry - rubble raising & associated costs 327 642 Subscriptions & Licences 310 280 Energy 679 655 Maintenance 939 1,140 Legal Expenses 9 59 Levies paid to government - NRM levy 671 659 - Other Levies 177 174 Parts, accessories & consumables 550 605 Professional services 73 174 Sundry 395 321 Less: Capitalised and distributed costs (1,416) (1,524) Subtotal - Other Materials, Contracts & Expenses 5,146 5,945 5,467 6,218

Page N10 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 3 - EXPENSES (cont) 2019 2018 Notes $'000 $'000 DEPRECIATION, AMORTISATION & IMPAIRMENT Depreciation Buildings & Other Structures (L2) 11 11 Buildings & Other Structures (L3) 452 451 Transfer Station 37 38 Furniture and Fittings 61 64 Site Improvements 111 97 Minor Plant 14 15 Plant & Equipment 356 375 Library Books 30 28 CWMS - Infrastructure 49 49 - Plant & Equipment 4 9 Regional Livestock Exchange - Building Structures 372 371 - Plant, Equipment & Furniture 35 34 Swimming Lake - Building Structures 55 55 - Plant, Equipment & Furniture 4 3 Aerodrome - Building Structures 117 107 - Site Improvements 2 2 Infrastructure - Bridges & Drainage 82 81 - Roads 2,996 5,111 - Walkways 117 - - Kerb & Watertable 190 - - Stormwater & Culverts 148 134 5,243 7,035

FINANCE COSTS Interest on Loans 146 170 146 170

Page N11 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS

2019 2018 Notes $'000 $'000

INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT Assets renewed or directly replaced Proceeds from disposal 79 50 Less: Carrying amount of assets sold 2,533 2,203 Gain (Loss) on disposal (2,454) (2,153)

Assets surplus to requirements Proceeds from disposal - 82 Less: Carrying amount of assets sold - 100 Gain (Loss) on disposal - (18)

NET GAIN (LOSS) ON DISPOSAL OR FAIR VALUE (2,454) (2,171) DISPOSAL OF ASSETS

Page N12 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 5 - CURRENT ASSETS 2019 2018 CASH & EQUIVALENT ASSETS Notes $'000 $'000 Cash on Hand and at Bank 292 89 Deposits at Call 4,000 7,444 Short Term Deposits & Bills, etc 5,456 1,149 9,748 8,682

TRADE & OTHER RECEIVABLES Rates - General & Other 602 630 Accrued Revenues 75 60 Debtors - general 314 164 GST Recoupment 170 163 Prepayments 46 - Loans to community organisations 39 38 1,246 1,055

INVENTORIES Quarry Materials 571 454 Trading Stock - VIC 6 5 Fuel & Lubricants 40 40 General Stores 29 55 Other 14 29 660 583

Aggregate write-downs and other losses recognised as an expense, and reversals of these, were not material in amount in either year. All such reversals occurred principally as a result of clerical inaccuracies during stores operations.

Page N13 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 6 - NON-CURRENT ASSETS 2019 2018 FINANCIAL ASSETS Notes $'000 $'000 Receivables Loans to community organisations 396 343 TOTAL FINANCIAL ASSETS 396 343

OTHER NON-CURRENT ASSETS Inventories Capital Works-in-Progress 916 1,061 916 1,061

Page N14 NARACOORTE LUCINDALE COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019 Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

2018 2019 $'000 $'000 Fair Value AT FAIR ACCUM CARRYING AT FAIR ACCUM CARRYING AT COST AT COST Level VALUE DEP'N AMOUNT VALUE DEP'N AMOUNT

Land (L2) 2 3,254 - - 3,254 3,254 - - 3,254 Land (L3) 3 8,971 - - 8,971 8,971 - - 8,971 Buildings & Other Structures (L2) 2 285 - (33) 252 285 - (44) 241 Buildings & Other Structures (L3) 3 24,304 210 (13,149) 11,365 24,264 252 (13,561) 10,955 Transfer Station 3 1,468 - (299) 1,169 1,468 - (336) 1,132 Furniture and Fittings - 817 (558) 259 - 824 (562) 262 Site Improvements - 3,034 (869) 2,165 - 3,333 (980) 2,353 Minor Plant - 364 (303) 61 - 372 (315) 57 Plant & Equipment - 7,605 (3,928) 3,677 - 7,664 (4,154) 3,510 Library Books - 715 (539) 176 - 715 (543) 172 CWMS - Infrastructure 3 3,678 - (1,633) 2,045 3,678 - (1,682) 1,996 - Plant & Equipment - 89 (60) 29 - 89 (64) 25 Regional Livestock Exchange - Building Structures 3 12,680 131 (5,404) 7,407 248 12,563 (5,659) 7,152 - Plant, Equipment & Furniture - 335 (174) 161 - 342 (206) 136 Swimming Lake - Building Structures 3 3,119 292 (1,787) 1,624 3,112 299 (1,835) 1,576 - Plant, Equipment & Furniture - 39 (30) 9 - 45 (33) 12 Aerodrome - Building Structures 3 2,438 728 (930) 2,236 2,438 886 (1,047) 2,277 - Site Improvements - 62 (28) 34 - 70 (27) 43 Infrastructure - Bridges & Drainage 3 7,697 472 (4,494) 3,675 7,697 472 (4,576) 3,593 - Roads 3 202,885 10,468 (97,584) 115,769 155,601 5,443 (55,189) 105,855 - Walkways 3 - - - - 2,839 1,511 (1,296) 3,054 - Kerb & Watertable 3 - - - - 10,265 1,601 (3,816) 8,050 - Stormwater & Culverts 3 13,014 2,474 (5,386) 10,102 12,987 3,684 (5,513) 11,158 TOTAL INFRASTRUCTURE, PROPERTY, PLANT 283,793 27,835 (137,188) 174,440 237,107 40,165 (101,438) 175,834 & EQUIPMENT Comparatives 287,682 20,464 (132,493) 175,653 283,793 27,835 (137,188) 174,440 This Note continues on the following pages.

Page N15 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019 Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

2018 CARRYING AMOUNT MOVEMENTS DURING YEAR 2019 $'000 $'000 $'000 CARRYING Additions Transfers Net CARRYING Disposals Depreciation Impairment AMOUNT New/Upgrade Renewals In Out Revaluation AMOUNT

Land (L2) 3,254 ------3,254 Land (L3) 8,971 ------8,971 Buildings & Other Structures (L2) 252 - - - (11) - - - - 241 Buildings & Other Structures (L3) 11,365 2 40 - (452) - - - - 10,955 Transfer Station 1,169 - - - (37) - - - - 1,132 Furniture and Fittings 259 20 44 - (61) - - - - 262 Site Improvements 2,165 299 - - (111) - - - - 2,353 Minor Plant 61 9 1 - (14) - - - - 57 Plant & Equipment 3,677 10 241 (62) (356) - - - - 3,510 Library Books 176 - 26 - (30) - - - - 172 CWMS ------Infrastructure 2,045 - - - (49) - - - - 1,996 - Plant & Equipment 29 - - - (4) - - - - 25 Regional Livestock Exchange ------Building Structures 7,407 - 117 - (372) - - - - 7,152 - Plant, Equipment & Furniture 161 7 3 - (35) - - - - 136 Swimming Lake ------Building Structures 1,624 - 7 - (55) - - - - 1,576 - Plant, Equipment & Furniture 9 7 - - (4) - - - - 12 Aerodrome ------Building Structures 2,236 158 - - (117) - - - - 2,277 - Site Improvements 34 - 17 (6) (2) - - - - 43 Infrastructure ------Bridges & Drainage 3,675 - - - (82) - - - - 3,593 - Roads 115,769 220 5,429 (2,260) (2,996) - - (10,607) 300 105,855 - Walkways - 109 27 (5) (117) - 3,040 - - 3,054 - Kerb & Watertable - 420 432 (179) (190) - 7,567 - - 8,050 - Stormwater & Culverts 10,102 874 351 (21) (148) - - - - 11,158 TOTAL INFRASTRUCTURE, PROPERTY, PLANT & 174,440 2,135 6,735 (2,533) (5,243) - 10,607 (10,607) 300 175,834 EQUIPMENT Comparatives 175,653 1,747 5,824 (2,304) (7,035) - 1,577 (1,577) 555 174,440

Page N16

NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 7 (cont) – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

Valuation of Assets General Valuation Principles Accounting procedure: Upon revaluation, the current new replacement cost and accumulated depreciation are re-stated such that the difference represents the fair value of the asset determined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, fair value is taken to be the current replacement cost.

Highest and best use: For land which Council has an unfettered right to sell, the “highest and best use” recognises the possibility of the demolition or substantial modification of some or all of the existing buildings and structures affixed to the land.

Much of the land under Council’s care and control is Crown land or has been declared as community land under the provisions of the Local Government Act 1999. Other types of restrictions also exist.

For land subject to these restrictions, the highest and best use is taken to be the "highest and best use" available to Council, with a rebuttable presumption that the current use is the "highest and best use". The reason for the current use of a large proportion of Council’s assets being other than the “highest and best use” relates to Council’s principal role as the provider of services to the community, rather than the use of those assets for the generation of revenue.

For buildings and other structures on and in the land, including infrastructure, “highest and best use” is determined in accordance with the land on and in which they are situated.

Fair value hierarchy level 2 valuations: Certain land, and the buildings and structures thereon, have been classified as hierarchy level 2. Fair Value is based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset.

Fair value hierarchy level 3 valuations of land: Valuations of Crown land, community land and land subject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and / or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs.

Fair value hierarchy level 3 valuations of buildings, infrastructure and other assets: There is no known active market for these assets and they are valued at depreciated current replacement cost. This method involves: The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate. The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council. This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.

Land & Land Improvements Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify for recognition, land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.

Earthworks is assessed as a component of land under roads and as such it has been assessed that no reliable value can be attached to earthworks.

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Naracoorte Lucindale Council

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 7 – Property, Plant & Equipment (cont)

Freehold land and land over which Council has control, but does not have title, are recognised on the fair value basis. These assets were revalued for the year ending 30 June 2015 by Mr Nick Franks, BSc. MRICS AAPI, Certified Practising Valuer of AssetVal Pty Ltd at market value. Additions since the date of revaluation are recorded at cost. No capitalisation threshold is applied to the acquisition of land or interests in land.

Buildings & Other Structures Buildings and Other Structures incorporate Buildings & Other Structures, Transfer Station, Regional Livestock Exchange, Swimming Lake and Aerodrome.

Regional Livestock Exchange, Swimming Lake & Aerodrome include assets which are valued at Fair Value and on a cost basis.

Buildings and other structures which are valued at Fair Value were revalued for the year ending 30 June 2015 Mr Nick Franks, BSc. MRICS AAPI, Certified Practising Valuer of AssetVal Pty Ltd. Additions are recognised at cost.

Infrastructure Road seals and pavements were valued at depreciated current replacement cost as at 1 July 2018, based on local knowledge of road building techniques and useful lives. Council’s methodology was reviewed and deemed as appropriate by Ashay Prabhu, Director, Assetic Pty Ltd. The on-ground assets were inspected, dimensions validated and upper component condition rated by Council staff and Greenhill Engineers Pty Ltd as at 1 July 2018.

All other infrastructure assets, including bridges & drainage, stormwater, kerbs & watertable and walkways were valued at depreciated current replacement cost as at 1 July 2016, based on unit rates calculated on the value of work undertaken during the previous reporting period. All acquisitions made after the respective dates of valuation are recorded at cost.

Community Waste Management System Community wastewater management system infrastructure was valued at depreciated current replacement cost as at 1 July 2017 by Mr Mitch Ekonomopoulos, Certified Practising Valuer of AssetVal Pty Ltd. All acquisitions made after the respective dates of valuation are recorded at cost.

Furniture & Equipment, Site Improvements, Minor Plant and Plant & Equipment Pursuant to Council’s election, these assets are recognised on the cost basis.

Library Books Library books and other lending materials are recognised on the cost basis and capitalised in bulk

Capitalisation Thresholds and Estimated Useful Lives Refer to Note 1 for details in relation to capital thresholds and estimated useful lives.

Page N18 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 8 - LIABILITIES 2019 2018 $'000 $'000 TRADE & OTHER PAYABLES Notes Current Non-current Current Non-current Goods & Services 1,110 728 Payments received in advance 399 - 191 - Accrued expenses - employee entitlements 95 - 104 - Accrued expenses - other 103 - 123 - Aged Care Facility Deposits 438 - 443 - Deposits, Retentions & Bonds 126 - 130 - Other 5 - 13 - 2,276 - 1,732 -

Amounts included in trade & other payables that are not expected to be settled within 12 438 443 months of reporting date.

BORROWINGS Loans 422 1,818 396 2,240 422 1,818 396 2,240

All interest bearing liabilities are secured over the future revenues of the Council.

PROVISIONS Employee entitlements (including oncosts) 1,183 210 1,078 196 Landfill Liability 2 3 4 5 1,185 213 1,082 201

Amounts included in provisions that are not expected to be settled within 12 months of 710 735 reporting date.

Page N19 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 9 - RESERVES

Net Increments Transfers, ASSET REVALUATION RESERVE 1/7/2018 30/6/2019 (Decrements) Impairments

Notes $'000 $'000 $'000 $'000 Land 7,491 - - 7,491 Buildings & Other Structures 9,181 - - 9,181 Infrastructure 113,641 300 - 113,941 Other Community Assets 1,652 - - 1,652 TOTAL 131,965 300 132,265 Comparatives 131,410 555 131,965

Transfers to Transfers from 1/7/2018 30/6/2019 OTHER RESERVES Reserve Reserve

Community & Heritage Chest 31 10 (10) 31 Development 306 18 - 324 Grants Committed 375 - (375) 0 IT Upgrade 80 - - 80 Lake Ormerod 1 - - 1 Lucindale Aged Care Facility 5 - - 5 Lucindale Health Centre 11 2 - 13 Lucindale Library 8 - (2) 6 Open Space 25 - - 25 Plant & Machinery 1,261 346 - 1,607 Harry Tregoweth Retirement Village - - - - Livestock Exchange (NRLE) 210 18 - 228 CWMS 356 81 - 437 TOTAL OTHER RESERVES 2,669 475 (387 ) 2,757

Comparatives 1,704 997 (32 ) 2,669

PURPOSES OF RESERVES Asset Revaluation Reserve The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of non- current assets (less any subsequent impairment losses, where applicable).

Community & Heritage Chest Reserve The Community & Heritage Chest Reserve acknowledges community grants given by Council but not claimed by Community Groups as at 30 June 2019.

Development Reserve Reserve to allow for future development in the Council district. May be used to assist community groups and sporting bodies with expansion that has a proven community benefit.

Grants Committed Reserve Reserve recognises grants received, but not fully expended.

IT Upgrade Reserve Provision for the upgrade of IT requirements.

Page N20 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 9 - RESERVES

Lake Ormerod Reserve Account for funds held on behalf of Lake Ormerod Community Group.

Lucindale Aged Care Facility Reserve Donation May 2005 from National Rally of Caravan Clubs for Aged Care Accommodation to be established in Lucindale

Lucindale Health Centre Reserve Funds set aside for future maintenance of the Lucindale Health Centre.

Lucindale Library Reserve Lucindale Community Library. Commitment at amalgamation.

Open Space Reserve Developers Contribution towards open space reserves.

Plant & Machinery Reserve Provision for future plant replacement

Harry Tregoweth Retirement Village (Lucindale) Reserve Balance of monthly rent, retained capital and expenditure held for future maintenance.

Livestock Exchange Reserve (NRLE) Provision for future capital requirements of the Naracoorte Regional Livestock Exchange.

CWMS Reserve Balance of fees collected from Lucindale CWMS Scheme held for future renewals & maintenance.

Page N21 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 10 - ASSETS SUBJECT TO RESTRICTIONS

The uses of the following assets are restricted, wholly or partially, by legislation or other externally imposed requirements. The assets are required to be utilised for the purposes for which control was transferred to Council, or for which the revenues were originally obtained.

2019 2018 CASH & FINANCIAL ASSETS Notes $'000 $'000 Unexpended amounts received from Federal Government - 375 Open Space 25 25 Community Waste Management Scheme (CWMS) 437 356 Committed & Tied Grants 141 - TOTAL ASSETS SUBJECT TO EXTERNALLY 603 756 IMPOSED RESTRICTIONS

UnexpendedThe following liabilities, Amounts included Received in Note from 8, may Federal be discharged Government from restricted assets in the first instance. Grant was allocated under the Special Local Roads Program to upgrade Kingston Avenue. Project was delayedBank Overdraft until 2018-19 due to inability to attract a viable tender to undertake8 the works. OpenPayables Space 8 CashBorrowings contributions received from developers in lieu of the provision8 of open space as part of a land divisionProvisions proposal. It is a condition of the contribution that the funds8 are spent either directly on the provision of open space or recreation (eg. playground) or the planning for such infrastructure.0 0

CWMS Balance of expenditure and income in relation to Council's CWMS Scheme. Required by legislation to be preserved for expenditure in relation to future upgrades and/or maintenance of the Scheme.

Page N22 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 11 - RECONCILIATION TO CASH FLOW STATEMENT

(a) Reconciliation of Cash Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant risk of changes of value. Cash at the end of the reporting period as shown in the Cash Flow Statement is reconciled to the related items in the Balance Sheet as follows:

2019 2018 Notes $'000 $'000 Total cash & equivalent assets 5 9,748 8,682 Balances per Cash Flow Statement 9,748 8,682

(b) Reconciliation of Change in Net Assets to Cash from Operating Activities Net Surplus (Deficit) 2,073 (836) Non-cash items in Income Statement Depreciation, amortisation & impairment 5,243 7,035 Net increase (decrease) in unpaid employee benefits 110 54 Grants for capital acquisitions treated as Investing Activity (717) (656) Net (Gain) Loss on Disposals 2,454 2,171 9,163 7,768 Add (Less): Changes in Net Current Assets Net (increase) decrease in receivables (190) 1,038 Net (increase) decrease in inventories (77) 163 Net increase (decrease) in trade & other payables 422 (771) Net increase (decrease) in other liabilities (4) (12) Net Cash provided by (or used in) operations 9,314 8,186

(c) Financing Arrangements

Unrestricted access was available at balance date to the following lines of credit: Corporate Credit Cards 14 14 LGFA Cash Advance Debenture facility 4,000 4,000

The LGFA Cash Advance Debenture Facility may be drawn at any time.

Page N23 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 12 - FUNCTIONS

INCOMES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS & ACTIVITIES INCOME EXPENSES OPERATING GRANTS TOTAL ASSETS HELD SURPLUS (DEFICIT) INCLUDED IN (CURRENT & INCOME NON-CURRENT) ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Administration 13,951 13,809 3,928 3,537 10,023 10,272 2,652 2,652 12,416 11,356 Community Services 258 251 965 928 (707) (677) 54 60 6,901 7,137 Environment 1,052 1,016 1,629 1,891 (577) (875) - - 13,320 12,442 Culture 61 59 475 495 (414) (436) 51 45 1,755 1,782 Recreation 32 5 953 823 (921) (818) 20 - 9,100 8,941 Regulatory Services 190 190 292 313 (102) (123) - - - 12 Transport & Communication 1,828 1,451 5,790 8,082 (3,962) (6,631) 1,786 1,418 125,954 125,216 Economic Development 182 492 447 607 (265) (115) 88 429 478 503 Business Undertakings 1,878 1,515 1,401 1,678 477 (163) - - 12,254 12,034 Plant Machinery & Depot 64 46 - - 64 46 - - 4,960 5,215 Unclassified 359 314 165 115 194 199 - - 1,662 1,526 TOTALS 19,855 19,148 16,045 18,469 3,810 679 4,651 4,604 188,800 186,164

Revenues and expenses exclude net gain (loss) on disposal or revaluation of assets, net gain (loss) from joint ventures & associated entities, amounts received specifically for new or upgraded assets and physical resources received free of charge.

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 12 (cont) - COMPONENTS OF FUNCTIONS

The activities relating to Council functions are as follows:

Administration Administration, Governance, Elected Members, Accounting/Finance, Payroll, Human Resources, Information Technology, Communication, Rates, Records, Contract Management, Customer Service, Other Support Services, Revenues, LGGC – General Purpose, General Rates and NRM Levy.

Community Services Fire Prevention, Immunisation & Other Preventative Health, Community Support, Volunteer Management, Halls, Harry Tregoweth Retirement Village, Seniors and Youth Support, Cemeteries, Effluent (not CWMS) and Public Conveniences.

Environment Waste Management, Stormwater, Street Cleaning and Street Lighting.

Culture Library, Heritage, Art Gallery and Lucindale Historical Museum

Recreation Parks & Gardens, Sporting Grounds & Facilities, Playgrounds, Swimming Lake

Regulatory Urban and rural development, including building and planning. Dog Control, Livestock Control, Parking Control, Health Inspections, Septic Tank Approvals and General Inspectorial Responsibilities.

Transport Aerodrome, Bridges, Footpaths, Bike Paths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, Drainage, LGGC – roads (formula funded), and Other Transport.

Economic Affairs Land Development, Plantations, Visitor Information Centre and Events.

Business Undertakings Naracoorte Regional Livestock Exchange, Community Waste Management Scheme (CWMS), Rental Property, Private Works and Quarries.

Plant, Machinery & Depots Depot, fleet and plant operations

Unclassified Debt, Other Property & Services, Other and Vandalism.

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 13 - FINANCIAL INSTRUMENTS

All financial instruments are categorised as loans and receivables.

Accounting Policies - Recognised Financial Instruments Bank, Deposits at Call, Short Term Accounting Policy: Carried at lower of cost and net realiseable value; Interest is Deposits recognised when earned. Terms & conditions: Deposits are returning fixed interest rates between 1% and 2.55% (2018: 1.5% and 2.45%). Short term deposits have an average interest rates of 1.48% (2018: 1.5%). Carrying amount: approximates fair value due to the short term to maturity. Receivables - Rates & Associated Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An Charges (including legals & penalties allowance for doubtful debts is recognised (and re-assessed annually) when collection in full for late payment) is no longer probable.

Terms & conditions: Secured over the subject land, arrears attract interest of 0.53% (2018: 0.55%) Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries in the State.

Carrying amount: approximates fair value (after deduction of any allowance).

Receivables - Fees & other charges Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. Terms & conditions: Unsecured, and do not bear interest. Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries. Carrying amount: approximates fair value (after deduction of any allowance). Receivables - Retirement Home Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An Contributions allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. Terms & conditions: Amounts due have been calculated in accordance with the terms and conditions of the respective legislation. Carrying amount: approximates fair value (after deduction of any allowance). Liabilities - Creditors and Accruals Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Council. Terms & conditions: Liabilities are normally settled on 30 day terms. Carrying amount: approximates fair value. Liabilities - Retirement Home Accounting Policy: To avoid inconvenience when complying with the separate audit Contributions requirements imposed by the relevant legislation, amounts are carried at nominal values.

Terms & conditions: Pursuant to Commonwealth legislation certain intending residents are required to contribute amounts on an interest free basis. The amounts are subject to certain deductions as prescribed by the legislation, the balance being repaid on termination of tenancy. Carrying amount: approximates fair value for short tenancies; may be non-materially over- stated for longer tenancies. Liabilities - Interest Bearing Accounting Policy: Carried at the principal amounts. Interest is charged as an expense as Borrowings it accrues. Terms & conditions: secured over future revenues, borrowings are repayable bi-annually; interest is charged at fixed rates between 5.3% and 7.95% (2018: 5.3% and 7.95%)

Carrying amount: approximates fair value.

Page N26 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 13 (cont) - FINANCIAL INSTRUMENTS Liquidity Analysis Total Due > 1 year; Carrying 2019 Due < 1 year Due > 5 years Contractual < 5 years Values Cash Flows Financial Assets $'000 $'000 $'000 $'000 $'000 Cash & Equivalents 9,747 9,747 9,748 Receivables 1,207 - 1,207 1,207 Community Loans 39 144 252 435 435 Total 10,993 144 252 11,389 11,390 Financial Liabilities Payables 1,640 438 - 2,078 2,078 Current Borrowings 549 - - 549 422 Non-Current Borrowings - 1,458 682 2,140 1,818 Total 2,189 1,896 682 4,767 4,318

Total Due > 1 year; Carrying 2018 Due < 1 year Due > 5 years Contractual < 5 years Values Cash Flows Financial Assets $'000 $'000 $'000 $'000 $'000 Cash & Equivalents 8,682 8,682 8,682 Receivables 384 - - 384 1,017 Other Financial Assets 1,017 124 219 1,360 381 Total 10,083 124 219 10,426 10,080 Financial Liabilities Payables 1,257 443 - 1,700 1,505 Current Borrowings 549 - - 549 396 Non-Current Borrowings - 1,811 877 2,688 2,240 Total 1,806 2,254 877 4,937 4,141

The following interest rates were applicable to Council's borrowings at balance date: 30 June 2019 30 June 2018 Weighted Weighted Average Interest Carrying Value Average Interest Carrying Value Rate Rate %$'000%$'000 Cash Advance Facility 3.58 - 3.72 - Fixed Interest Rates 5.58 2,240 6.02 2,636 2,240 2,636

Net Fair Value All carrying values approximate fair value for all recognised financial instruments. There is no recognised market for the financial assets of the Council. Risk Exposures Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum credit risk on financial assets of the Council is the carrying amount, net of any allowance for doubtful debts. All Council investments made with the SA Local Government Finance Authority are guaranteed by the SA Government. Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure is concentrated within the Council's boundaries, and there is no material exposure to any individual debtor.

Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. All of Council's financial assets are denominated in Australian dollars and are not traded on any market, and hence neither market risk nor currency risk apply.

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Management Policy (LGA Information Paper 15), liabilities have a range of maturity dates. Council also has available a range of standby borrowing facilities that it can access.

Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Council has a balance of both fixed and variable interest rate borrowings and investments. Cash flow fluctuations are managed holistically in seeking to minimise interest costs over the longer term in a risk averse manner.

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NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 14 - COMMITMENTS FOR EXPENDITURE

2019 2018 Notes $'000 $'000 Capital Commitments Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Buildings & Infrastructure 325 - Roads & Footpaths - 213 325 213 These expenditures are payable: Not later than one year 325 213 325 213

Page N28 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 15 - FINANCIAL INDICATORS

2019 2018 2017

These Financial Indicators have been calculated in accordance with Information Paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia. Detailed methods of calculation are set out in the SA Model Statements.

The Information Paper was revised in May 2015 and the financial indicators for previous years have been re-calculated in accordance with the revised formulas.

Operating Surplus Ratio Operating Surplus 19.2% 3.5% 6.2% Total Operating Income

This ratio expresses the operating surplus as a percentage of total operating revenue.

Net Financial Liabilities Ratio Net Financial Liabilities (28%) (23%) (16%) Total Operating Income

Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as a percentage of total operating revenue.

Adjustments to Ratios

In recent years the Federal Government has made advance payments prior to 30th June from future year allocations of financial assistance grants, as explained in Note 1. These Adjusted Ratios correct for the resulting distortion in key ratios for each year and provide a more accurate basis for comparison.

Adjusted Operating Surplus Ratio 16.4% 2.8% (1.0%) Adjusted Net Financial Liabilities Ratio (40%) (32%) (25%)

Asset Renewal Funding Ratio Net Asset Renewals 81% 67% 92% Infrastructure & Asset Management Plan required expenditure + Annual Depreciation

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.

The asset renewal funding ratio is calculated on the sum of the proposed expenditure as indicated in the Infrastructure & Asset Management Plan plus annual depreciation for those classes currently excluded from theAmounts Plan. Excludedshown above classes: an asterisk furniture (*) & indicate fittings; sthatite improvements,depreciation expense plant & has equipment been used and as library a proxy, books. pending finalisation of the Infrastructure & Asset Management Plan.

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NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 16 - UNIFORM PRESENTATION OF FINANCES

The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis.

All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on the same basis.

The arrangements ensure that all Councils provide a common 'core' of financial information, which enables meaningful comparisons of each Council's finances

2019 2018 $'000 $'000

Income 19,855 19,148 Expenses (16,045) (18,469) Operating Surplus / (Deficit) 3,810 679

Net Outlays on Existing Assets Capital Expenditure on renewal and replacement of (6,459) (5,768) Existing Assets Add back Depreciation, Amortisation and Impairment 5,243 7,035 Proceeds from Sale of Replaced Assets 79 50 (1,137) 1,317

Net Outlays on New and Upgraded Assets Capital Expenditure on New and Upgraded Assets (2,135) (1,747) (including investment property & real estate developments) Amounts received specifically for New and Upgraded 717 656 Assets Proceeds from Sale of Surplus Assets - 82 (including investment property and real estate developments) (1,418) (1,009)

Net Lending / (Borrowing) for Financial Year 1,255 987

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NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 17 - OPERATING LEASES

Leases providing revenue to the Council Council owns various buildings, plant and other facilities that are available for hire or lease (on a non-cancellable basis wherever practicable) in accordance with the published revenue policy. Rentals received from such leases are disclosed as rent and hire of non-investment property in Note 2.

Lease payment commitments of Council Council has entered into non-cancellable operating leases for various items of computer equipment.

No lease imposes any additional restrictions on Council in relation to additional debt or further leasing.

Leases in relation to computer and office equipment permit Council, at expiry of the lease, to elect to re-lease, return or acquire the equipment leased.

Commitments under non-cancellable operating leases that have not been recognised in the financial statements are as follows: 2019 2018 $'000 $'000 Not later than one year 33 13 Later than one year and not later than 5 years 38 27 71 40

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 18 – SUPERANNUATION

The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly 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 with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Accumulation section and/or Salarylink. All other employees (including casuals) have all contributions allocated to the Accumulation section

Accumulation Only Members Accumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of employee ordinary time earnings in accordance with superannuation guarantee legislation (2019: 9.5%; 2018: 9.5%). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Salarylink (Defined Benefit Fund) Members Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Scheme's Trustee based on advice from the Scheme's Actuary. The rate is currently 6.3% (2018: 6.3%) of “superannuation” salary.

In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members to their Accumulation account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue.

The Salarylink section is a multi-employer sponsored plan. As the Salarylink section's assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions.

The most recent actuarial investigation was conducted by the Fund's actuary, Louise Campbell, FIAA, of Willie Towers Watson as at 30 June 2017. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.

Contributions to Other Superannuation Schemes Council also makes contributions to other superannuation schemes selected by employees under the “choice of fund” legislation. All such schemes are of the accumulation type, where the superannuation benefits accruing to the employee are represented by their share of the net assets of the scheme, and no further liability attaches to the Council.

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NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 19 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED IN THE BALANCE SHEET

The following assets and liabilities do not qualify for recognition in the Balance Sheet but knowledge of those items is considered relevant to users of the financial report in making and evaluating decisions about the allocation of scarce resources.

1. LAND UNDER ROADS As reported elsewhere in these Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in these reports.

2. POTENTIAL INSURANCE LOSSES Council is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds and other facilities accessible to the public. At any time, it is likely that claims will have been made against Council that remain unsettled.

Council insures against all known insurable risks using a range of insurance policies, each of which is subject to a deductible "insurance excess", the amount of which varies according to the class of insurance.

Potential claims not reported to Council may have existed at reporting date.

3. LEGAL EXPENSES Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council has not been notified of any appeals against planning decisions made prior to the reporting date.

4. RATEPAYER & COMMUNITY ORGANISATION LOANS Council has extended loans to individual ratepayers relating to the installation of sewer extension schemes and community groups for upgrade to facilities. The amount outstanding at reporting date is $435,258 (2018: $381,161).

Council does not expect to incur any loss arising from these loans.

Page N33 NARACOORTE LUCINDALE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 20 - RELATED PARTY DISCLOSURES

KEY MANAGEMENT PERSONNEL The Key Management Personnel of the Council include the Mayor, Councillors, CEO, Senior Management Team, Operations Manager and the Planning Officer. In all, 18 persons were paid the following total compensation:

2019 2018 $'000 $'000 Salaries, allowances & other short term benefits 1,368 1,276 Post-employment benefits - - Long term benefits 27 22 Termination benefits - - TOTAL $ 1,395 $ 1,298

Other than amounts paid as ratepayers or residents (e.g. rates, swimming pool entry fees, etc.), Council received the following amounts in total: 2019 2018 $$ Contributions for fringe benefits tax purposes - - Planning and building applications fees 1 - Rentals for Council property - - TOTAL $ 1 $ -

PARTIES RELATED TO KEY MANAGEMENT PERSONNEL KMP and relatives of KMPs own retail businesses from which various supplieswere purchased as required either for cash or on 30 day account. Purchases from none of these individual businesses exceeded $1,000 during the year. KMP and relatives of KMPs own businesses from which Council has expended approximately $119,000. This expenditure is under an on-going contract as awarded by Council in compliance with its Procurement Policy or of a minor nature.

Two close family members of key management personnel are employed by Council in accordance with the terms of the Award, and as recorded in the public Register of Salaries maintained in accordance with section 105 of the Local Government Act 1999.

Key management personnel or close family members (including related parties) lodged two planning and building applications during the year.

Page N34

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION

ANNUAL REPORT 2018-19 WELCOME

I am pleased to report that the Limestone Coast Local Government Association (LCLGA) has continued its excellent work in meeting its objectives of advocacy and representation for our seven constituent councils. Through our structure which includes our member councils, the elected Board, the various internal committees and our representation on a range of external committees we have continued to remain focused on delivering a wide range of outcomes for the Limestone Coast region.

Our purpose remains focused on achieving the next 10 years. This includes infrastructure to five regional strategies that guided the work of the collect, transfer, process and dispose of waste LCLGA via municipal services and facilities 1. Infrastructure: Regional leadership and • The Limestone Coast Regional Sporting advocacy to ensure that regional infrastructure Academy which inducted 42 athletes into is fit for purpose and has the capacity to meet the Academy for the 2018/19 iteration and the region’s current and future needs. welcomed Hockey SA and Athletics SA as official partners of the Academy 2. Sustainable Economy: Regional leadership and advocacy to promote a thriving and • The Limestone Coast Leadership Program inducted sustainable economy capitalising on our its first 16 participants, 9 Female & 7 Males diverse resources, sustaining growth, The next 12 months is going to see many prosperity and employment throughout the developing opportunities for the LCLGA as we region. continue to implement and prioritise the critical 3. Environmental Sustainability: Advocacy projects identified in the Limestone Coast and partnerships to responsibly manage our Regional Growth Strategy Action Plan. There is natural environment and resources, ensuring a strong, organised and collaborative economic sustainability and diversity. development community in the Limestone Coast, with local government being an important enabler 4. Community and Social Wellbeing: Advocacy of this collaboration. We believe the Limestone and partnerships to enhance the quality of Coast Regional Growth Strategy provides a strong life, health and opportunities for our regional foundation for a strong and vibrant regional communities. community that can substantially grow its already 5. LCLGA governance, leadership and financial significant contribution to the state GDP. sustainability: Regional leadership and The new 2019 - 2024 LCLGA Strategic Plan effective Constituent Council coordination to will underpin and take direction from the key ensure that LCLGA continues as an efficient regional priorities identified in the Limestone and well-governed regional organisation. Coast Regional Growth Strategy (LCRGS). The Some of the major highlights for the year have Limestone Coast Regional Growth Strategy included; builds on the current directions, strategies and • The implementation and prioritisation of leadership within the region. It will enable the critical projects identified in the Limestone Limestone Coast region to prioritise key strategic Coast Regional Growth Strategy & Action Plan projects that can both drive and achieve future growth. It is recognised that without a clear set of • The Limestone Coast Waste & Resource strategic projects that link to existing and future Recovery Infrastructure Plan which identifies regional plans, growth may not be achieved. In investment priorities and opportunities in implementing the new Strategic Plan, LCLGA new/expanded waste and resource recovery will work with our key partners to ensure that infrastructure for the Limestone Coast over the key regional needs and issues are addressed

2 | LCLGA ANNUAL REPORT 2018-19 by complementary regional action, with an emphasis on collaboration, brokerage, facilitation and partnership We would like to extend a special thank you to those agencies that have partnered with us over the past twelve months. Without your valuable contribution, time and efforts many of our projects would not go ahead. South Australian Tourism Commission, Office for Recreation Sport and Racing, RDA Limestone Coast, Local Government Association of South Australia, Motor Accident Commission, the University of South Australia and the Australian Federal Government and finally our member Councils – your continued support is very much appreciated. We acknowledge the tremendous efforts of Federal Member of Parliament Mr Tony Pasin MP and State Members Mr Troy Bell MP and Mr Nick McBride MP. Your assistance and support are not only valued but greatly appreciated. On behalf of the Board I would like to acknowledge the efforts of our dedicated staff over the past 12 months: Dominic Testoni, Michaela Bell, Tony Elletson, Biddie Shearing, June Saruwaka, Rob Forgan, Prae Wongthong, Ali Auld, Sophie Bouchier, Mae Steele, Nicole Moran & Tony Wright, , particularly during the transition period between LCLGA Executive Officers. The Annual Report includes a detailed overview of the entire operations and what has been achieved on your behalf. I commend this years’ report to you and would like to acknowledge the continued support of the constituent council Mayors, elected members and Chief Executive Officers

Mayor Erika Vickery President LC LGA

LCLGA ANNUAL REPORT 2018-19 | 3 LCLGA ANNUAL REPORT 2018-19 INTRODUCTION

This document is the Annual Report of the Limestone Coast Local Government Association (LCLGA) Inc. for the period 1st July 2018 to 30th June 2019. It has been prepared pursuant to the Local Government Act 1999 to report to Constituent Councils on the work and operation of the Association for the preceding financial year. This Report details the activities of the Association to represent and serve the seven Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation.

OUR ASSOCIATION LCLGA was established as a regional body on 6th October 1885. LCLGA is a regional subsidiary representing its Constituent Councils and is established pursuant to Section 43 of the Local Government Act 1999 by the Constituent Councils. The Association is comprised of the following Constituent Councils: 1. District Council of Grant 5. 2. Kingston District Council 6. 3. 7. 4. Naracoorte Lucindale Council

Under its Charter, LCLGA’s objectives are to: öö Work in association with both the Local Government Association of South Australia (LGASA) and the Australian Local Government Association to assist in the achievement of their aims and objectives. öö Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level. öö Facilitate and co-ordinate activities of local government at a regional level related to social, environmental and community development with the object of achieving improvement for the benefit of the communities of its Constituent Councils. öö Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the representation and status of local government when dealing with other governments, private enterprise and the community. öö Develop further co-operation between its Constituent Councils for the benefit of the communities of its region. öö Develop and manage policies which guide the conduct of programs and projects in its region with the objective of securing the best outcomes for the communities of the region. öö Undertake projects and activities that benefit its region and its communities. öö Associate, collaborate and work in conjunction with other regional local government bodies for the advancement of matters of common interest. öö Implement programs that seek to deliver local government services on a regional basis.

4 | LCLGA ANNUAL REPORT 2018-19 LCLGA ANNUAL REPORT 2018-19 THE LCLGA BOARD

The LCLGA Board comprises nominated representatives from each of the Constituent Councils and is chaired by the LCLGA President. Each Constituent Council can nominate up to two Deputy Board Members. LCLGA BOARD MEMBERS 2018-19

COUNCIL DELEGATE DEPUTY BOARD MEMBER/S Mayor Andrew Lee (until November 2018) City of Mount Gambier Deputy Mayor Sonia Mezinec Mayor Lynette Martin (OAM) District Council of Grant Mayor Richard Sage Cr Gillian Clayfield Mayor Peter Gandolfi (until November 2018) Deputy Mayor Glen Brown Wattle Range Council Mayor Des Noll Cr Dale Price Mayor Peter Riseley (until November 2018) District Council of Robe Cr Peter Riseley Mayor Alison Nunan Mayor Reg Lyons (until November 2018) Cr Jodie Gluyas Kingston District Council Mayor Kay Rasheed Cr Chris England Cr Scott McLachlan Naracoorte Lucindale Council Mayor Erika Vickery (OAM) Cr Craig McGuire Cr David Edwards Tatiara District Council Mayor Graham Excell Cr Robert Mock

The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2018 - 2019. Meetings are hosted by Constituent Councils on a rotational basis.

OFFICE BEARERS 2018-19 In accordance with the LCLGA Charter, the positions of LCLGA President and Vice President are appointed at the Annual General Meeting, held in February. At the Annual General Meeting in February 2019, Mayor Erika Vickery was again elected as LCLGA President, to serve in the position for a period of 12 months. Mayor Richard Sage was elected as LCLGA Vice President. During 2018 - 2019, the Executive Officer role was filled by Dominic Testoni (until January 2019) and Tony Wright (commenced 3rd June 2019). Galpins are the appointed Auditor. During 2018 - 2019, LCLGA engaged the following staff to deliver regional programs:

STAFF MEMBER ROLE

Tony Wright (commenced 3rd June 2019) Executive Officer

Dominic Testoni (until 15th January 2019) Executive Officer

Biddie Shearing (15th January – 3rd June 2019) Interim Executive Officer

Michaela Bell Project Manager

Tony Elletson STARCLUB Field Officer - Limestone Coast Regional Sporting Academy Coordinator

Biddie Shearing Tourism Development Manager

Rob Forgan (until 31st August 2018) Regional Community Road Safety Officer

Ali Auld (commenced 10th December 2018) Special Projects (Road Safety Officer & Leadership) Prae Wongthong (until November 2018) June Saruwaka (commenced 26th November 2018 Regional Waste Management Coordinator returned Maternity Leave) Prae Wongthong Climate Adaptation Project Officer

Mae Steele Executive Support Officer

Nicole Moran Sports Trainee LCLGA ANNUAL REPORT 2018-19 LCLGA WORKING PARTIES & COMMITTEES

DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC).

COUNCIL LC LGA REPRESENTATIVE

LGA Board Mayor Erika Vickery

SAROC Mayor Erika Vickery LCLGA EO Mayor Richard Sage

SAROC is an important LGA committee for non-metropolitan Councils. Membership is drawn from each of the six non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss the key issues affecting non-metropolitan Councils.

ASSOCIATION COMMITTEES AND WORKING PARTIES To undertake specific projects or fulfil areas of operational responsibility, LCLGA convenes a number of committees and working parties. LCLGA acknowledges the work of all who have contributed to the following committees and working parties throughout 2018 - 2019. (The current appointments are listed, as of 8th February 2019)

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL Cr Jamie Jackson (Presiding Member) Tatiara District Council Mr Aaron Hillier Cr Kate Amoroso City of Mount Gambier CEO or delegated staff member Mr Steve Bourne Naracoorte Lucindale Council

Mr Dave Worthley Kingston District Council LC LGA Roads and Transport Management Mr Peter Halton Group Wattle Range Council Mr Daryl Sexton (Proxy) Mr Adrian Schutz District Council of Grant Mr Trevor Hondow Robe District Council Cr Bob Bates (Proxy) LCLGA EO LCLGA Ms Ali Auld Mr Trevor Smart Naracoorte Lucindale Council Mayor Erika Vickery Cr Jodie Elliot District Council of Grant CEO or delegated staff member (Proxy) Mr Ben Gower Wattle Range Council Mr Steve Chapple Cr Frank Morello City of Mount Gambier Limestone Coast Economic Development CEO or delegated staff member Reference Group Mayor Peter Riseley District Council of Robe

Mr Andrew MacDonald Kingston District Council

CEO or delegated staff member Robe District Council Mayor Graham Excell Tatiara District Council Ms Anne Champness LCLGA EO LCLGA Mrs Michaela Bell LCLGA ANNUAL REPORT 2018-19 LCLGA WORKING PARTIES & COMMITTEES

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL Mr David Worthley Kingston District Council Mr Steve Bourne Naracoorte Lucindale Council Cr Paul Jenner City of Mount Gambier CEO or delegated staff member Mr Leith McEvoy District Council of Grant LCLGA Regional Waste Management Steering Mr Nick Brown Robe District Council Committee Mr Andrew Pollock Tatiara District Council Mr Aaron Hillier (Proxy) Mr Peter Halton Wattle Range Council Ms Lauren Oxlade (Proxy) Mrs June Saruwaka LCLGA LCLGA EO Mayor Richard Sage Cr Brad Mann (Observer) District Council of Grant CEO or delegated staff member Mayor Peter Riseley District Council of Robe CEO or delegated staff member Mr Steve Bourne Naracoorte Lucindale Council Cr Miles Hannemann Tatiara District Council Mr Rocky Callisto (Proxy) Cr Paul Jenner City of Mount Gambier CEO or delegated staff member Ms Lauren Oxlade Limestone Coast Climate Wattle Range Council Mr Peter Halton (Proxy) Adaption Committee Members Mr Andrew MacDonald Kingston District Council Mr David Wheaton RDA Limestone Coast Department of Environment, Ms Michelle Benison Water and Natural Resources South East Natural Resources Ms Kerry DeGaris Management Board Department of Environment, Mr Tim Collins Water and Natural Resources LCLGA EO Mrs Prae Wongthong LCLGA Mrs Michaela Bell Ms Jane Fetherstonhaugh District Council of Grant Mr Mike Ryan CEO or delegated staff member District Council of Robe Mrs Sally Klose Naracoorte Lucindale Council Mr Andrew MacDonald Kingston District Council Mr Steve Chapple Tourism Management Group Wattle Range Council Mr Roger Balbolka Ms Donna Foster City of Mount Gambier Mr Kingsley Green Tatiara District Council Ms Anne Champness Mrs Biddie Shearing LCLGA LCLGA EO

LCLGA ANNUAL REPORT 2018-19 | 7 LCLGA ANNUAL REPORT 2018-19 LCLGA WORKING PARTIES & COMMITTEES

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

Cr Kate Amoroso City of Mount Gambier CEO or delegated staff member

Ms Jane Fetherstonhaugh District Council of Grant Ms Jayne Miller (Proxy)

Ms Heather Schinkel Kingston District Council Regional Sport & Recreation Mrs Sally Klose Naracoorte Lucindale Council Advisory Group CEO or delegated staff member District Council of Robe

Ms Naomi Fallon Tatiara District Council

Ms Sarah Mrzec Wattle Range Council Mr Steve Chapple

Mr Tony Elletson LCLGA

ASSOCIATION REPRESENTATION - OUTSIDE ORGANISATIONS LCLGA has numerous representatives on working parties, boards and committees including State Government boards, cross border bodies and regional boards and committees. This representation allows LC LGA to keep in touch with communities and have input to new and existing initiatives. During 2018-2019, LCLGA made or continued the following appointments to other organisations.

(The current appointments are listed, as of 8th February 2019)

BOARD / COMMITTEE REPRESENTATIVE (FROM 2016) COUNCIL

South East Zone Emergency Management Mr Nick Serle City of Mount Gambier Committee (ZEMC) LCLGA EO (Delegate) LCLGA

LCLGA EO (Local Government Controller) LCLGA Limestone Coast Zone Emergency Centre Mr Ben Hood Committee (ZEST) City of Mount Gambier (Local Government Deputy Controller)

Green Triangle Freight Action Plan - Mr Peter Halton Wattle Range Council Implementation Management Group Mr Steve Bourne (Proxy) Naracoorte Lucindale Council

Limestone Coast Community Services Mayor Erika Vickery Naracoorte Lucindale Council Roundtable Cr Julie Reis District Council of Grant

Limestone Coast Industry Leaders Group LCLGA EO LCLGA

Regional Development Australia Limestone Mayor Erika Vickery Naracoorte Lucindale Council Coast

Limestone Coast Bushfire Management Mr David Hood Naracoorte Lucindale Council Committee Mr Roger Balbolka Wattle Range Council

Southern Border Fire Coordination Association Mr Roger Balbolka Wattle Range Council

Local Government Association of SA - LGA Board Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council

Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council South Australian Regional Organisation of Mayor Richard Sage District Council of Grant Councils (SAROC) LCLGA EO LCLGA

8 | LCLGA ANNUAL REPORT 2018-19 STRATEGIC ACTIVITIES 2018-19 1. INFRASTRUCTURE

DESIRED REGIONAL LC LGA LC LGA ACTIONS 2018-2019 KEY OUTCOMES OUTCOME ROLE

Our Roads and Transport Management Group has continued to investigate ways in which the Regional Plans can be used to attract additional funding to Lead the implementation of the the region. LCLGA 2030 Regional Transport Plan The LCLGA has continued to work with RDA LC to support the development of the Limestone Coast Lead the process to develop Regional Infrastructure Audit & Regional Prospectus. The a needs based regional Leadership Audit consolidates existing information detailing the infrastructure plan, objectively regions infrastructure incorporating hard & soft, prioritising all major infrastructure identifies gaps & deficiencies, key improvements development required in the and prioritised infrastructure needs. Both Projects region are led by RDA LC with the Investment Prospectus Existing and future showcasing the investment opportunities across the regional infrastructure is region. 1.1 fit for purpose and has Advocate for appropriate State and the capacity to meet the Australian Government investment region’s needs. in the upgrade, maintenance The LCLGA have continued to prosecute the regions and operation of the South-East concerns with the continued under-investment drainage and bridge network, in Advocacy in the road and bridge network and highlighted partnership with the South East the importance of this network to the continued Natural Resources Management economic viability of the region. Board, RDALC and the South Eastern Water Conservation and Drainage Board.

Effectively coordinate regional LCLGA submitted nine prioritised applications for submissions for the Special Local Council funding under the Special Local Roads Program Roads Program to maximise Coordination (SLRP) for 2018-2019, requesting a total $1,760,000 investment in regional road (refer to table below) infrastructure.

LCLGA engages Habitable Places Architects to deliver the Limestone Coast Heritage Advisory Services to Constituent Councils on a fee-for-service, under an Agreement for 2016-2021.

The Heritage Adviser works closely with and under the direction of Councils’ planning and development assessment staff to provide timely and considered Councils to protect built Effectively coordinate and manage professional advice that includes: heritage, heritage spaces Council a regional Heritage Advisory Service 1.2 • Heritage conservation advice and the region’s cultural Coordination for the benefit of Constituent • Statutory DA assessment and advice heritage. Councils and private owners. • Policy advice to Council • Local Heritage Development Plan Amendments • CDAP/Heritage Committee • State Heritage Unit A copy of the Heritage Advisors Annual Report for 2018-2019 is available from participating councils or the LCLGA.

LCLGA ANNUAL REPORT 2018-19 | 9 STRATEGIC ACTIVITIES 2018-19 1. INFRASTRUCTURE

DESIRED REGIONAL LC LGA LC LGA ACTIONS 2018-2019 KEY OUTCOMES OUTCOME ROLE

Advocate for the region for Development of a improved and sustainable regional approach to the services from State and Australian LCLGA has continued to work with RDA Limestone maintenance and provision Governments in meeting our Coast, the LGA South Australia and Federal and 1.3 Advocacy of improved and new regional needs for: State members of parliament to ensure our region is infrastructure and utility • Roads recognised for continued mobile black spot funding. services. • National Broadband Network • Mobile phone coverage

SPECIAL LOCAL ROADS

COUNCIL ROAD ROAD TYPE ESTIMATED PROJECT COST $ $ SLRP SOUGHT

1 Tatiara District Council Brown Terrace Freight 145,000.00 73,000.00

2 Tatiara District Council Ramsay Terrace Freight 260,000.00 130,000.00

3 Tatiara District Council Railway Terrace South Freight 367,000.00 183,500.00

4 District Council Grant Mingbool Road Freight 400,000.00 200,000.00

5 Wattle Range Council Wandilo Forest Road Freight 550,000.00 275,000.00

6 Wattle Range Council Kennedy Road (Glencoe) Freight 300,000.00 150,000.00

Naracoorte Lucindale 7 Old Caves Road Tourism 1,235,000.00 618,000.00 Council

Bagdad Road / Dairy Range 8 District Council Robe Freight 262,000.00 131,000.00 Road

$ 3,519,000.00 $ 1,760,000.00

10 | LCLGA ANNUAL REPORT 2018-19 STRATEGIC ACTIVITIES 2018-19 2. SUSTAINABLE ECONOMY

DESIRED REGIONAL LC LGA LC LGA ACTIONS 2017-18 OUTCOME ROLE

The Group continues to be an important forum to further regional priorities. The Group consists of LCLGA members, RDA Limestone Coast and State Government representatives through Primary Industries and Regions SA (PIRSA) and the Department of State Development. Some of the major projects discussed include: Convene the Limestone Coast öö Limestone Coast Regional Growth Strategy & Economic Development Action Plan implementation and prioritisation of Regional Reference Group and lead critical projects. Leadership the implementation of the öö Limestone Coast Red Meat Cluster. The LCLGA Limestone Coast Economic continues to financially support the Limestone Diversification Group Work Plan. Coast Red Meat Cluster öö SEGRA Conference 2020 A growing and diverse öö Limestone Coast Regional Leadership Program economy, based on the öö Designated Area Migration Agreements (DAMA) region’s natural assets and öö Advocate for and support industry in the adoption innovative community, of the Limestone Coast Brand. 2.1 under the priorities of: Premium Food and We continue to have a strong working relationship with Wine from our Clean the RDA Limestone Coast and cooperate on regional Environment; and Growing Strongly advocate for projects. In partnership with the Regional Australian Advanced Manufacturing. investment, projects, legislation/ Institute (RAI) and with support from RDA LC and each Advocacy policy review or development of the seven constituent councils the LC LGA developed to promote economic growth in a Regional Growth Strategy and Action Plan. It provides the region. the evidence base, priority areas for focus, strategic directions, and potential actions required to give regional confidence.

THE LCLGA recognise the importance of resourcing the RDA LC so that they can continue to represent Partner with RDA Limestone the regions interests. The Limestone Coast Regional Coast to drive economic Partnership Growth Strategy and supporting Action Plan will assist development projects for the with further discussions with RDA LC in determining Region. funding arrangements and the delivery of identified projects in which the RDALC could potentially lead.

LCLGA ANNUAL REPORT 2018-19 | 11 STRATEGIC ACTIVITIES 2018-19 2. SUSTAINABLE ECONOMY

LC LGA DESIRED OUTCOME LC LGA ACTIONS 2018-2019 KEY OUTCOMES ROLE

Advocate for state government investment in industry support, marketing and projects to enable the growth of the LCLGA has continued to represent the region at the regions tourism industry. State Level. We have been representing the regions views to the State body and has sought direction from Advocate for the SATC to Advocacy the LCLGA TIDM on many occasions to ensure our work successfully market the plans remain relevant and aligned with other regional Limestone Coast to increase areas, including cross-border and the South Australian visitor numbers. Advocate for Tourism Commission. and support industry leadership within regional tourism. A thriving and well- supported tourism industry, 2.2 growing the region’s status The regional tourism program continues to be a strategic as a visitor destination. partnership between LCLGA and the South Australian Tourism Commission. The focus has been to facilitate activities that develop business capacity, grow the visitor economy. This is achieved through a comprehensive Deliver a Regional Tourism work plan which aligns LCLGA Strategic Priority No.2 - Delivery Industry Development Program for SUSTAINABLE ECONOMY: A thriving and well supported the Limestone Coast. tourism industry, growing the regions status as a visitor destination. This body of work is also aligned to the South Australian Regional Visitor Strategy 2020. This financial year the LCLGA has continued to deliver on the LCLGA Priorities to Grow the Visitor Economy by 2020 through it’s Implementation Plan.

Assist key regional bodies and the South Australian The Limestone Coast Regional Growth Strategy Government with the objective identified ‘Invigorating the working age population, to grow our population, develop by attracting and retaining more people across the our regional workforce, and to region to fill key skills gaps and support vibrant and A sustainable population build skills and capability in our sustainable regional communities’ as a priority area for base with the skills and 2.3 Advocacy communities. growing the population in the Limestone Coast. The capability to grow regional Advocate for the infrastructure LCLGA continues to investigate a migration program to economic development. and services required to both attract new people to the region, targeting immediate attract and service a growing labour and skills shortage opportunities as well as larger and diverse population, in regionally planned and coordinated programs over the particular recognising changing medium and long term. demographics.

12 | LCLGA ANNUAL REPORT 2018-19 STRATEGIC ACTIVITIES 2018-19 2. SUSTAINABLE ECONOMY

LC LGA DESIRED OUTCOME LC LGA ACTIONS 2018-2019 KEY OUTCOMES ROLE 3.1 Local Government is Advocacy Through implementation of the Local LCLGA continues to represent the region with regard a key partner in the and Government Resource Industry to unconventional gas exploration and mining practices sustainable management Partnership Protocol 2015 lead appropriate that are environmentally sustainable. Each member of the environment and regional action to ensure that Council continues to communicate with their respective natural resources in the resource development projects, constituents. region. including mining and unconventional gas, are environmentally sustainable, have approval of impacted landholders, provide community consultation and are governed by legislation and regulation appropriate to the Limestone Coast Partnership In partnership with Natural In partnership with Natural Resources South East and Resources South East and RDALC, RDALC, the LCLGA continued to implement the Limestone participate in the Climate Change Coast Regional Climate Adaptation Plan. With the support of Vulnerability Assessment and the Limestone Coast Climate Adaptation Committee (LCCAC) Planning Project. the Limestone Coast Climate Education and Awareness Strategy (CEAS) was developed by the Climate Adaptation Project Officer. The CEAS forms the commitment of the Limestone Coast Local Government Association (consisting of 7 Constituent Councils) to ensure that the community and partner stakeholders have the information and support they need to make the right decisions. 3.2 A regional approach Delivery Coordinate shared resources for The primary purpose of the position is to develop a regional to landfill minimisation the Regional Waste Management approach to landfill minimization and innovative waste and innovative waste Coordinator to deliver a regional management. The management committee is made up of management. approach to waste management. representatives of each of the member councils and meet bi-monthly to set priorities and monitor the work program. Delivery In partnership with Constituent In response to the China Sword Policy, the seven Constituent Councils, implement the South Councils in the Limestone Coast Region, developed the East Regional Waste Management Limestone Coast Region Waste and Resource Recovery Strategy to facilitate a regional Infrastructure Plan, which was adopted by the LCLGA Board approach to waste management. in April 2019. Work on the plan commenced during the 2017/18 financial year and was completed in April 2019. 3.3 Well-managed and Partnership Partner with the SA Dept of With the support of the Limestone Coast Climate Adaptation protected terrestrial, Environment, Water and Natural Committee (LCCAC) the Climate Adaptation Project Officer wetland, coastal and Resources South East & Coastal successfully applied for funding through the Natural Disaster marine environments, Councils to access external funding Resilience Program (NDRP) to deliver the following projects; with active partnership to deliver coastal projects in öö Lidar Mapping project for the coastline from SA/VIC from all responsible the region targeting biodiversity Border to the top of the Coorong organisations. conservation, sustainable strategies and community engagement. öö Develop Sea level Rise Flood Inundation mapping in the Limestone Coast of 12 settlements in the Limestone Coast in 6 sea level scenarios. The mapping will identify high risk areas and assets that are threatened (social, cultural, built and environmental) by projected sea level rise and storm surge, Identify areas for future development that are not likely to be at risk, Plan amendments to restrict future development in areas likely to be at risk and Build community resilience for emergency management

LCLGA ANNUAL REPORT 2018-19 | 13 STRATEGIC ACTIVITIES 2018-19 3. ENVIRONMENTAL SUSTAINABILITY

LC LGA DESIRED OUTCOME LC LGA ACTIONS 2018-2019 KEY OUTCOMES ROLE 4.1 Regional communities have Advocacy Advocate for expanded mental The LC LGA continues to support the Substance access to appropriate health health and drug treatment services Misuse Limestone Coast project and has engaged and education services and and support in the Limestone a Project Officer to deliver the Program in the facilities. Coast. region. The work of Substance Misuse Limestone Coast (SMLC) has focused on research by the Encourage and support the Parliament in , inquiry in to the Supply and initiatives of Constituent Councils to Use of Methamphetamines, and in the subsequent be expanded regionally, particularly Parliament of Victoria, Ice Action Plan. regarding suicide prevention and other priority issues with significant impacts on regional areas. 4.2 Regional communities have Partnership Partner with the Office of Recreation Our StarClub program continues to be one of access to programs and and Delivery and Sport to deliver the STARCLUB the largest programs run in South Australia and facilities promoting a healthy Program for the Limestone Coast. our Project Manager has been able to impart the lifestyle. benefits of the program onto a large number of Explore opportunities to undertake regional sporting bodies. This has enabled many regional projects to provide facilities small sporting organisations to increase their level or infrastructure for community of professionalism and governance structures. recreation and amenity. The SFO provided advice and support to 25 clubs looking to apply for grants. In the 2018/19 financial year over $1.6million of Office and Recreation and Sport Funding has been given to Limestone Coast Clubs and Associations. 4.3 Local Government is a Council Assist to coordinate Constituent The LCLGA continues to be a member of the Zone key regional partner in Coordination Councils’ role in Zone Emergency Emergency Management Committee and the Zone emergency management, Management to ensure appropriate Emergency Centre with responsibility for regional road safety and other role for Local Government emergency preparedness and response planning community safety in emergency response and and implementation. programs. recovery. Partnership Partner with the Motor Accident The Limestone Coast Local Government Regional and Delivery Commission (MAC), and work Road Safety Partnership is unique in South Australia with relevant State agencies and and continues to work on road safety issues that community road safety groups affect all our 7-member councils. Sponsored by to implement the South East DPTI and supported by regional stakeholders the Road Safety Strategy, including program continues to provide evidence that builds the engagement of a Regional a clear case for the successful delivery of road Community Road Safety Officer safety initiatives in the region from the very region it to coordinate regional efforts to serves. The employment of a Regional Community reduce road crashes and trauma. Road Safety Officer (0.6 FTE) provides leadership and coordination within our region. This position has enabled stronger links to our association’s internal operations, e.g. its links to the LCLGA Roads and Transport Working Group and member Council’s infrastructure developments. Local Government is a key partner in the continuing campaign “Towards Zero Together “the State Road Safety Strategy 2020. This has assumed greater importance with the Australian Government demanding that road safety is an essential criterion when applying for Commonwealth road infrastructure funding.

14 | LCLGA ANNUAL REPORT 2018-19 STRATEGIC ACTIVITIES 2018-19 3. ENVIRONMENTAL SUSTAINABILITY

LC LGA DESIRED OUTCOME LC LGA ACTIONS 2017-18 ROLE

5.1 LCLGA is recognised as the Regional Lead regional advocacy and action As the peak Local Government body in the region, regional leadership body Leadership on priority issues, and actively LCLGA continues to work closely with our local which provides a framework engage and coordinate partner Members of Parliament, Federal Member for Barker and coordination for other organisations’ action on common Mr Tony Pasin, Member for Mount Gambier Mr Troy regional groups. regional issues. Bell, and Member for Mackillop Mr Nick McBride, Facilitate active engagement and and commends the work they do on behalf of participation of Constituent Councils our region. Additional to maintaining these close on issues and decisions that impact working relationships we also maintain close contact their communities. with both the State and Federal Government and regularly meets with Ministers and senior agency staff on issues relevant to the Region. During 2018 - 2019, LCLGA maintained its close partnership with the Hon Stephan Knoll MP, Minister for Transport Infrastructure and Local Government and the Hon. Tim Whetstone MP, Minister for Primary Industries and Regional Development. 5.2 Regional Local Government Council Identify and coordinate practical The Planning, Development and Infrastructure Act is effective and cost efficient. Coordination opportunities for joint investment, 2016 (PDI Act) provides for groups of Councils (and shared services and resources potentially other bodies) to enter into Planning between Constituent Councils and Agreements with the Minister for Planning to form the LGA that improve service delivery a Joint Planning Board. The LCLGA working group and provide cost savings. consisting of LCLGA Board members, Council CEOs, LCLGA Executive Officer and Jeff Tate of Jeff Tate Consulting successfully developed a Business Case. recommending three planning functions: öö Preparation of a Regional Plan (this is the only mandatory function of a Joint Planning Board – if there is no Joint Planning Board the Regional Plan would be prepared by the State Planning Commission) öö Forming a Regional Assessment Panel and appointing an Assessment Manager, with Panel meetings alternating between the north and south of the region, to replace the current Council appointed panels öö Undertaking such research and planning for other local government functions for the Councils that are parties to the Planning Agreement that may be requested by them from time to time (noting that approval of any such plans would remain with the Councils).

The LCLGA continues to coordinated and convene the following; öö Roads and Transport Working Group öö Limestone Coast Economic Development Reference Group öö Regional Waste Management Steering Committee öö Regional Sport and Recreation Advisory Group öö Limestone Coast Climate Adaptation Committee öö Tourism Management Group

LCLGA ANNUAL REPORT 2018-19 | 15 STRATEGIC ACTIVITIES 2018-19 4. COMMUNITY AND SOCIAL WELLBEING

LC LGA DESIRED OUTCOME LC LGA ACTIONS 2017-18 ROLE

5.3 A well-governed regional Delivery Coordinate Constituent Councils LCLGA commenced the review process of the 2014- organisation. and the LGA to develop and 2019 Strategic Plan. The new 2019 – 2024 LCLGA implement sound governance and Strategic Plan will underpin and take direction from decision-making practises that re the key regional priorities identified in the Limestone open, accountable and comply with Coast Regional Growth Strategy (LCRGS). relevant legislation. 5.4 LCLGA maintains its Advocacy Lead effective and targeted LCLGA continues to provide feedback and reputation with State and advocacy campaigns, responses and submissions on behalf of the Limestone Coast Australian Governments as input on priority regional issues, region and our Constituent Councils. a leading Local Government in partnership with Constituent body and effective advocate Councils, the LGA and regional President of the LCLGA Mayor Erika Vickery and the for the Limestone Coast. organisations as appropriate. LCLGA Executive Officer continue to attend SAROC meetings and have input into the many regional Continue to be active members issues that are elevated to the LGASA Board for of SAROC and the LGA Board to consideration. support LCLGA’s advocacy on regional issues and issues affecting Local Government. 5.5 Effective communications Delivery Communicate regularly and openly The LCLGA EO and Project staff continue to meet with Constituent Councils, with Constituent Councils on all regularly with Constituent Councils partner organisations and decision making and relevant LCLGA Project staff provide bimonthly reports to the community. operational matters LCLGA Constituent Councils Undertake actions to raise the profile The LCLGA continues to renew and maintain their of the Association within the region, website along with other relevant social media including the use of media, website platforms. and other formats Ensure effective LCLGA Continued LCLGA representation on key outside representation on key outside organisations. organisations 5.6 LCLGA financial processes Delivery Implement an annual program of We continue to hold our bi-monthly Board meetings are transparent and efficient, budget development, consultation, across the Limestone Coast with the full suite of ensuring a sustainable adoption and review. financial reports and project reports being tabled for financial position. consideration. Ensure that the LCLGA Board and Constituent Councils are provided Budgets are prepared and sent out for Council with bimonthly financial and feedback throughout April and May each year with performance reports, and an Annual final adoption of the Annual Budget taking place at Report. the August Board meeting.

Explore approaches to attract Throughout the year many motions are also tabled funding for LCLGA to deliver or for the Board’s consideration and we thank those partner on priority regional projects. member Councils for utilising the strength of the regional body to prosecute their case to the State and Federal levels.

Throughout the year our staff continually monitor the grants environment to assess opportunities as they arrive. In this past year we have been able to attract additional funding via ad-hoc grant programs.

16 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORTS REGIONAL TOURISM

The South Australian Tourism Commission has one strategic partnership with each region in South Australia (there are 11 regions including Limestone Coast). The Limestone Coast Local Government Association (LCLGA) is the preferred partner and we enjoy a strong working relationship which supports the strategic alliance. The SATC provides $45k pa to LCLGA, plus access to a further $20kpa (matched 1:1) for consumer facing activity. This financial agreement outlines pertinent KPI’s be achieved like being an in-region liaison for industry, political acumen and local intelligence. In addition, there is a requirement for the Tourism Industry Development Manager to assess certain funding applications that may have a tourism outcome, for example Events Funding. The LCLGA Tourism Management Group continues to monitor and oversee the implementation of the regional Priorities to Grow the Visitor Economy by 2020 within our Limestone Coast Booth at India Travel Mission, Jaipur, August 2018 Regional Tourism Framework.

INDUSTRY REGIONAL LEADERSHIP GOVERNMENT

The Limestone Coast Collaborative Limestone Coast Local South Australian Tourism Commission Custodians of the Limestone Coast Regional Government Association Brand Consisting of 7 local councils Regions SA / PIRSA

Dept. Environment, Water, 24 x Tourism & Business Interest Groups Limestone Coast Economic Natural Resources 875 tourism business across the region Development Group A group of high level leaders and economic Austrade South Australian Tourism Industry practitioners focused on driving the region Council forward with their LCED Group Work Plan. AusIndustry The peak body of the SA Tourism Industry Regional Development Australia Limestone Coast

Delivering on the promise Capacity Building + Facilitation Leadership

Consumer Facing Activities Advocacy + Support Capacity Building + Support

Leadership Funding

17 | LCLGA ANNUAL REPORT 2018-19 LCLGA ANNUAL REPORT 2018-19 | 17 PRIORITY 1: GROW OUR SHARE IN INTERNATIONAL VISITOR EXPENDITURE

The Limestone Coast was represented at the following Trade Events, specifically targeting our key international markets of United Kingdom, Europe/ Germany, United State of America, India, South East Asia, SE Asia and China. öö India Travel Mission – Jaipur & Mumbai, August 2018. Secured 90 business to business face appointments with leading travel wholesalers and travel planners from across India. This was a Tourism Australia managed event and is invitation only. öö Australian Tourism Exchange – Perth, April 2019. Secured 120 business to business appointments with wholesalers, online travel agents, inbound tour operators and tourism suppliers from Australia, United States of America, United Kingdom, Germany, Italy, France, Indonesia, China, New Zealand & Europe and is invitation only. The Limestone Coast continues to be a financial member of the Australian Tourism Export Council (ATEC) which enables the region to be viewed credibly when being represented internationally and domestically in the trade distribution system. The region also holds a position on the South Australian Branch Committee of ATEC.

In support of the above trade activity, the region hosted several familiarisations with wholesalers, travel influencers and media from various countries, some as a result of meetings held previously at Trade Events. These familiarisations were hosted in partnership with the South Australian Tourism Commission and Tourism Australia. The Limestone Coast international visitation is 45,309 with 306,019 nights valued at $18m. (Tourism Research Australia International Visitor Survey, year ending March 2019).

18 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORTS REGIONAL TOURISM

PRIORITY 2: BUILD ADVOCACY PRIORITY 4: BUILD A REGIONAL AND FORMALISE ACTIVITIES PROPOSITION TO ATTRACT FOR THE ‘VISITING FRIENDS CORPORATE AND BUSINESS & RELATIVES’ SECTOR TRAVELLERS

Together with South Australian Tourism Commission and The Limestone Coast continued to be a regional member Tourism Australia, the Limestone Coast assisting in hosting of the Adelaide Convention Bureau (ACB) and continue to trade and media familiarisations to increase reach through monitor the on-line pitch portal and our regional profile within traditional media channels and social media, including WeChat. this members-only section.

The Limestone was represented at the following business PRIORITY 3: USE EVENTS trade events to promote our destination, highlight pre and post itineraries to large scale delegations in Adelaide and to TO GROW VISITATION facilitate smaller scale conferences or business events to the As part of our strategic partnership with the South Australian Limestone Coast. Tourism Commission, the Tourism Industry Development öö Connect SA - Adelaide, August 2018. Manager supported 7 applications in the Regional Events and Limestone Coast was one of only 34 exhibitors. 75 Festivals funding programme. 5 events were successful in Professional Conference Organisers (PCO’s) attended. This receiving money to contribute towards their marketing efforts is an exclusive event managed by the ACB as part of the that could lead to increased visitation and expenditure in the regional membership. region. This is the highest number of events that have been funded through this program since its inception. öö Destination SA - Adelaide, March 2019. (1day event) Limestone Coast secured 19 business The region was successful in securing triple j’s One Night Stand to business appointments. This is an exclusive event for September 14th, 2019 in Lucindale. It is acknowledged, like managed by the ACB as part of the regional membership. most events in the region, the level of volunteer commitment and passion to secure this event and in its delivery is In support of this activity, LCLGA developed a brochure to paramount to its success. The tourism industry development assist PCO’s to plan a business event in the Limestone Coast manager is supporting the delivery of this event where which also included sample itineraries for Pre and post touring. applicable and liaising with the SATC to ensure the Limestone The tourism industry development manager also supported Coast maximises on this exposure. the pitch preparation (including event convenor familiarisation) for the Sustainable Economic Development Regional Australia National Conference to be hosted in the Limestone Coast in August 2020, announcement pending in August 2019.

PRIORITY 5: WORK TOGETHER TO RAISE THE PROFILE OF THE LIMESTONE COAST

As part of our strategic partnership with the (SATC) the Limestone Coast was featured as part of a large-scale Winter Campaign with a number of creative executions including Billboards in capital cities, Social media platforms.

All tactical links back to www.southaustralia.com This marketing activity generated high volumes of interest with the biggest month ever for domestic traffic to sa.com, and the campaign has generated the most ATDW leads out to operators in a month as well as travel partner leads.

LCLGA ANNUAL REPORT 2018-19 | 19 PROJECT REPORT REGIONAL TOURISM

The LCLGA continued to play an integral role in the Mixed Dozen Project as part of a large consortia, with 12 stakeholders with a total of $350k. In conjunction with Wine Australia and Primary Industries, Regions SA (PIRSA) the project brings together wine associations and other symbiotic organisations to build capabilities and confidence to better target, attract and host international wine visitors. A digital consumer-facing portal that will inform, entice and disperse travellers across the region, ultimately increasing length of stay and depth of meaningful experience. Participants - Growing Wine Tourism, UniSA Campus, The tourism industry development manager Mount Gambier November 2018 is the vice-chair of the steering committee and is on target to meet the project milestones.

When representing the region, the Limestone Coast Regional Brand is used and supported to create awareness.

Trade Presentation front cover

20 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT WASTE MANAGEMENT

Local government plays a vital role in waste management in the region by providing municipal and resource recovery services, with the aim of reducing waste sent to landfill and increasing resource recovery rates. The Regional Waste Management Project continues to make strides to better manage waste in the region despite the ongoing challenges faced in the waste industry, such as limited markets for recyclables and increasing solid waste levy.

66,863 22,659 9,460 POPULATION TONNES OF TONNES OF WASTE WASTE GENERATED RECOVERED - 42%

LIMESTONE COAST WASTE AND RESOURCE RECOVERY INFRASTRUCTURE PLAN

In response to the China Sword Policy, the seven Constituent Councils in the Limestone Coast Region, developed the Limestone Coast Region Waste and Resource Recovery Infrastructure Plan (the Limestone Coast Plan) which was adopted by the LCLGA Board in April 2019. Work on the plan commenced during the 2017/18 financial year and was completed in April 2019.

The Limestone Coast Plan assesses current waste and resource recovery infrastructure and waste management in the region; explores potential waste generation, gaps and opportunities over a 10-year period to identify infrastructure and costs for the region. It does not include ongoing infrastructure costs.

It was necessary to consider waste and resource recovery infrastructure planning to ensure that waste volumes generated in the region can be managed in an efficient, effective and safe manner, and targets set by the state can be met by the region. It was also beneficial to consider current and potential waste and resource recovery infrastructure in the region to:

öö Maximise diversion of waste from landfill öö Achieve economies of scale öö Identify what critical mass is needed to justify potential infrastructure öö Increase employment opportunities in the region through waste and The Limestone Coast Plan was resource recovery endorsed by the LCLGA Board in April öö Identify potential innovative infrastructure that may help achieve targets 2019. To find out more about the plan go to www.lclga.sa.gov.au öö Reduce operating costs for Council’s waste management

LCLGA ANNUAL REPORT 2018-19 | 21 PROJECT REPORT WASTE MANAGEMENT

LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN Following the adoption of the Limestone Coast Plan by the LCLGA Board, an Implementation Plan was developed which identified four priority areas to align to the priority areas of the Limestone Coast Local Government Association Regional Waste Strategic Direction 2018 - 2023.

TABLE 1 LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN PRIORITY AREAS

KEY AREA OBJECTIVE 1. Resource recovery and Identify and encourage innovative cost-effective ways to increase resource innovation recovery and local reuse. 2. Behaviour change Achieve behaviour change that reduces waste generation and increases resource recovery. 3. Regional collaboration Foster relationships for the aggregation of services through joint procurement to maximise resource recovery and cost effectiveness. 4. Market development Identify and establish industry relationships to build market opportunities to maximise resource recovery and local reuse.

The Limestone Coast Plan provided an infrastructure action list based on short, medium and long- term priorities. Table 3 lists the priorities and actions to be undertaken at regional level.

TABLE 2 REGIONAL INFRASTRUCTURE PROJECTS

HARD INFRASTRUCTURE Regional MRF1 Shared mobile steel baler Glass to road base Plastics and other (e.g. tyres) applications to road base Innovative infrastructure options öö paper/cardboard remanufacturing in local area; öö small scale combustion energy from waste; öö organics processing including anaerobic digestion, biochar and regional biomass plant; öö hazardous waste treatment plant

SOFT INFRASTRUCTURE Increasing demand for recycled products Sound partnerships Education and engagement Advocate for packaging changes Supporting commercial sector

1. MRF – Material Recycling Facility. A specialised plant that receives, separates and prepares recyclable materials for marketing to end-user manufacturers.

22 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT WASTE MANAGEMENT

WASTE LESS, DIVERT MORE The Waste Less, Divert More project, was a project jointly funded by the Limestone Coast Councils and Green Industries South Australia, through the Recycle Right Grant funding. The project cost a total $16,500. The project focus was on reducing food waste disposed in the general waste bin through raising awareness on food waste, its impacts and how households can reduce it thus saving money and the environment. This was done through producing awareness material (see images below) and a video which was broadcast on WIN Network for a period of 3 months (July - September). The broadcast reached approximately 89,700 audiences across the Limestone Coast, , Murray Lands, Western Victoria and Southern New South Wales and is now available on YouTube entitled Waste Less Divert More TV Commercial https://www.youtube.com/watch?v=E6sBShv0TKE

Board Game

Tea Towel

Meal Plan Fridge

LCLGA ANNUAL REPORT 2018-19 | 23 PROJECT REPORT WASTE MANAGEMENT

LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN The work of Substance Misuse Limestone Coast (SMLC) has focused on research by the Parliament in Victoria, September 14 inquiry in to the Supply and Use of Methamphetamines, and in the subsequent Parliament of Victoria, March 2015, the Ice Action Plan. These reports make it clear that an effective response to alcohol and other drug use in rural and regional communities requires tailored interventions that consider the specific, evidenced based needs of the community. While the issues and responses are complex, SMLC have focused on our objectives which match key elements of the Victorian Ice Action Plan and the South Australian Alcohol and Other Drug Strategy 2017-2021. SMLC is progressing elements of these stages which are in our priority areas.

PROACTIVE REACTIVE EDUCATION TREATMENT PROGRAM PROGRAMS for the public, support agencies that include harm minimisation and in education facilities as a interventions, medical, hospital detox prevention strategy and rehab facilities

EVOLVING SYSTEMIC STRUCTURES that include funding for education and training of existing and new professionals, policing responses and changes to legal frameworks

24 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT SUBSTANCE MISUSE LIMESTONE COAST

PRIORITY ONE: PROVIDE SUPPORT FOR SCHOOLS TO IMPLEMENT SUSTAINABLE EVIDENCE-BASED ALCOHOL & OTHER DRUG EDUCATION Substance use and mental health issues are the leading cause of burden of disease for young people, causing incredible morbidity, behavioural problems, mental illness, loss of income to self and global economy. Mental illness and substance use disorders begin in adolescence & early adulthood 15-24 years and the delays to seek treatment is incredibly long with the median delay to seek treatment being 18 years for alcohol treatment (Gore et.al. 2011).

To mitigate this, SMLC is proactively promoting evidence based and sustainable alcohol and other drug education in schools using current best practice. In researching what that is, the Alcohol and Drug Foundation advised that secondary schools in Australia can access Climate Schools. Climate Schools is an innovative and engaging way to empower students to gain knowledge about their health and wellbeing. Climate Schools aims to change and strengthen the school climate around alcohol and other drug education and the modules provide curriculum- Currently Using Climate Schools: consistent health education courses proved to reduce harm and improve Tenison Woods College, Area School, Millicent High student well-being. School, Millicent Community Learning Centre, Independent Learning Centre, Grant High School FLO, Grant High School (purchased) and Mt Gambier High School (purchased).

Research in NSW has shown that CLIMATE Schools improves student outcomes by reducing alcohol binging and consumption, cannabis and ecstasy use, thereby reducing harms related to using those substances and increasing knowledge about alcohol, cannabis and psychostimulants. Since then the Millicent High School Wellbeing Coordinator teamed with SMLC and together visited 4 Upper Limestone Coast Schools, promoting Climate Schools with evidence in the form of evaluations completed by Millicent High School. Confidence is building for the program in the education sector as more schools are engaging in the on-line program.

PRIORITY TWO: COMMUNITY EDUCATION TO BUILD KNOWLEDGE & PREVENT HARM As a follow on from the 2017/2018 Community Forums, the Rotary Club of Naracoorte and the Rotary Club of Millicent along with the Naracoorte/Lucindale and Wattle Range Councils, supported SMLC in the delivery of their respective Community Forum “The Ice Update”. Evaluations showed that regional communities desire ongoing information on alcohol and other drug issues and what services are available locally. The Naracoorte/Lucindale event was opened by Mayor Vickery and the Millicent event was opened by Manager of Crime Prevention SAPOL, Sgt Andrew Stott. Approximately 40 local people attended both events.

LCLGA ANNUAL REPORT 2018-19 | 25 PROJECT REPORT SUBSTANCE MISUSE LIMESTONE COAST

LCLGA President, Mayor Vickery opens Participants at the Naracoorte and the Naracoorte Community Forum Wattle Range Community Forums.

PRIORITY THREE: COORDINATING WORKFORCE TRAINING FOR AGENCIES WORKING IN THE WELFARE SECTOR In December 2018, SMLC coordinated training for front line staff employed in the welfare and education sector, and who work with families affected by substance use. This was funded by the Limestone Coast Local Government Association. 33 Limestone Coast front line staff registered for two trainings held at UniSA Mount Gambier. Evaluations showed that participants do not have access to ongoing professional development due to Agency budgets. This is because the competitive tendering process restricts agencies to add training and the associated costs of travel and accommodation to capital cities where trainings are commonly held, into their tender budgets.

Staff from agencies at training delivered at UniSA and coordinated by SMLC.

26 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT SUBSTANCE MISUSE LIMESTONE COAST

PRIORITY FOUR: ESTABLISHING COMMUNITY PARTNERSHIPS To deliver primary prevention programs to reduce isolation and loneliness in each Council area, targeting vulnerable populations. Seed funding came from LC LGA Council Membership and Rotary Clubs. It was identified by SMLC and ADF in research that loneliness and isolation contribute to vulnerability and to reduce this by giving people opportunities to re-connect with community contributes to positive communities and reduces the uptake alcohol and other drugs.

Community think tanks in Keith and other Council areas are part of the process of establishing community partnerships.

PRIORITY FIVE: TO ESTABLISH A BOARD REPRESENTING DIVERSE COMMUNITY INTERESTS TO BUILD AND CHAMPION THE DEVELOPMENT OF SUBSTANCE MISUSE INFRASTRUCTURE AND A COMMUNITY BASED COLLABORATIVE MODEL Knowledge gained from the Western Region Alcohol and Drug Centre suggests that Board members need to be proactively selected for their networks and an ability to garner broad based support of development strategies. https://wrad.org.au/ SMLC Committee Members along with Mayor Vickery visited WRAD and its Director Geoff Soma to hear the story of WRAD’s successful operations and how the concept can be transferable to other regional locations. WRAD’s success is contributable to their strategically handpicked Board, which represents the diverse skills needed to lead a standalone regional alcohol and other drug centre.

LCLGA ANNUAL REPORT 2018-19 | 27 PROJECT REPORT SUBSTANCE MISUSE LIMESTONE COAST

City of Mount Gambier Library Manager Georgina Davison and District Council of Grant Community Development Officer Jayne Miller joined SMLC Project Coordinator Sophie Bourchier to learn about the Planet Youth Model with the Icelandic Planet Youth Team.

OTHER HIGHLIGHTS öö The Alcohol and Drug Foundation (ADF) asked to use öö SMLC presented to the South Australian Network of SMLC’s case study of Tenison Woods College using Drug and Alcohol Services our work and plans at their Climate Schools in a peer mentoring project between June Forum to South Australian alcohol and other their Year 10 and Year 9 students, as an example of drug agencies best practice in peer supports in schools on their öö SMLC, along with 9 other Australian Local Drug Action website. Permissions were granted for this to occur. Team sites have been invited to collaborate with the https://community.adf.org.au/implement/stories/ ADF and Planet Youth to pilot a highly successful connection-reduce-substance/ Icelandic preventative model in two Council areas. öö The ADF invited SMLC to present at their June The Planet Youth Model complements the school Prevention in Practice Conference detailing the education program Climate Schools, which is now in collaboration between SMLC, Tenison Woods College place in Allendale East Area School and most City of and Climate Schools and to be on the panel of Mount Gambier secondary schools. This informed the speakers to answer further questions about school decision of trialling Planet Youth in these two Council collaborations. areas. A workshop was held in Melbourne in June for all 10 Australian sites and District Council of Grant öö The Federal Department of Health has recognised Community Development Officer Jayne Miller and City SMLC and the proactive work that is being of Mount Gambier Library Manager Georgina Davison accomplished and has granted $525,000 over joined Sophie Bourchier to learn about the model and three years as of 1st July 2019. This will assist our how we will begin implementation. momentum in building a sustainable community- based collaborative that incorporates public education programs, training and education for professionals and reactive treatment programs. öö SMLC has transitioned to the LCLGA office with LCLGA acting as the auspicing agency for all SMLC grant funding.

References: M Gore, Fiona & J N Bloem, Paul & Patton, George & Ferguson, Jane & Joseph, Véronique & Coffey, Carolyn & Sawyer, Susan & D Mathers, Colin. (2011). Global burden of disease in young people aged 10-24 years: A systematic analysis. Lancet. 377. 2093-102. 10.1016/S0140-6736(11)60512-6.

28 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT SPORT AND RECREATION

Local Government recognises the importance of sporting and recreation clubs to regional communities and is pleased to partner with the Office for Recreation and Sport to deliver the Star Club Program in the Limestone Coast. The Star Club Program promotes involvement in recreation and sport by supporting all sporting and recreation clubs in the Limestone Coast in the areas of leadership, financial sustainability, compliance, planning and volunteer management. LCLGA hosts the Starclub Field Officer, who serves as an on- ground resource and a conduit between clubs, councils, associations and the Office of Recreation and Sport.

The long term goals of this program are: öö to ensure clubs in the region are compliant with State and Federal Legislation, öö clubs are financially stable through prudent self-management and have access to appropriate funding öö maintain and build on membership, players and volunteers within the club.

The STARCLUB Field Officer provides support to clubs and associations in a number of areas: FUNDING AND FINANCIAL STABILITY Awareness of grant availability and application support, increased eligibility through Starclub membership, and education and training regarding financial stability. VOLUNTEER MANAGEMENT Sourcing and retaining volunteer support, running nationally-accredited training and education locally, information on education and training courses, providing templates for job descriptions for volunteers, Volunteer Management Policy assistance, ideas to involve, recognise and reward volunteers, and providing information on Succession Plans and complaints / conflict procedure. COMPLIANCE Occupational Work, Health and Safety for club staff and volunteers, Child Protection, constitutions - update, review or start from scratch, incorporation, affiliation with State or national bodies, compliance with the Discrimination Act, risk management and information on licensing requirements for clubs selling alcohol. PLANNING - long term maintenance of facilities, Strategic Planning, job descriptions, Codes of Conduct, Good Sports Program and Play by the Rules program. The Starclub Field Officer is guided by the Regional Sport and Recreation Advisory Group, established with membership from all Constituent Councils. This Group provides direction and feedback for the Starclub Field Officer as well as determining issues for clubs and associations that can be dealt with on a regional level.

LCLGA ANNUAL REPORT 2018-19 | 29 PROJECT REPORT SPORT AND RECREATION

The STARCLUB Field Officer program delivered the following outcomes in 2018-19: öö Had 121 face to face meetings with clubs/associations providing support in the STARCLUB Program, as well as Funding, Strategic Planning, Facility Planning, Sports Tourism Opportunities, Conflict Resolution, Volunteer Support, Financial guidance and various other sports related issues. Plus provided support to clubs with hundreds of phone calls and emails received. öö Grant Assistance given to Clubs and Associations. The SFO provided advice and support to 25 clubs looking to apply for grants. In the 2018/19 financial year over $1.6million of Office and Recreation and Sport Funding has been given to Limestone Coast Clubs and Associations öö The STARCLUB Field Officer also provided the following training and education for clubs in the region. • 2 Funding Information Workshops (in partnership with ORSR). Mount Gambier - 25 attendees, representing 20 clubs. Naracoorte – 23 attendees, representing 12 clubs and 3 council representatives. • 2 Child Safe Officer Courses. Mount Gambier - 15 attendees, representing 9 clubs. Millicent – 11 attendees, representing 7 clubs. • 2 Sideline Helpers Courses. Mount Gambier – 20 attendees, representing 9 clubs. Naracoorte - 10 attendees, representing 6 clubs. öö The SFO has worked with 4 clubs across the region on putting together their Strategic Plan. This has been a free service for clubs. To get a private consultant to come in and put together a plan would cost clubs hundred and maybe even over a thousand dollars. A strategic plan helps clubs become sustainable long term and is an essential tool when applying for funding, especially facility improvement funding. öö Below is a table comparing the regions STARCLUB numbers from 2016-17 to 2017-18. In all areas we have seen an increase in clubs registering and progressing through the program. This is due to the support councils have shown to the program.

STARCLUB STATUS 2017-18 2018-19

Level 1 - Registered 227 250 Number of sport and recreation organisations registered in the STARCLUB program

Level 2 - Submitted 57 65 All questions have been answered online as either Yes, No or In Progress

Level 3 - Provisional online status achieved 46 50 At least 3 questions in each of Parts 1-5 must be answered YES including all mandatory questions

Level 4 - Full STARCLUB recognition achieved 37 45 A consultant has met with the club and determined if the club has appropriately met criteria for ‘Recognition’

30 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT LIMESTONE COAST REGIONAL SPORTING ACADEMY

In partnership with the Office for Recreation, Sport and Racing and the LCLGA, the Limestone Coast Regional Sporting Academy (LCRSA) inducted its first Inductees in October 2017 and commenced working with these Athletes in November, as part of a Pilot Program.

In June 2018 the LCLGA were successful in acquiring a grant through the ORS to extend the program for a further 12 months with an additional 12 months of funding promised if the LCRSA met certain requirements. Once again the LCLGA partnered with the ORSR and the second year of the LCRSA was launched in October 2018. We were pleased to welcome Hockey SA and Athletics SA as official partners of the Academy and were able to offer skill-based sessions for athletes in these sports and coaching development for local coaches as well.

LCLGA ANNUAL REPORT 2018-19 | 31 PROJECT REPORT LIMESTONE COAST REGIONAL SPORTING ACADEMY

We inducted 42 athletes into the Academy for the 2018/19 iteration. There are 15 athletes in the Hockey program, 5 in the Athletics program and 22 in the Lonestar Program. These athletes are provided with a 12-month Gym membership, a 12-month Elite Athlete Strength and Conditioning Program (2 sessions a week at the gym and an at home program), Coaching, Educational Sessions (Sports Psychology, Media Training, Coping with Pressure, Sporting Routines and Sports Nutrition), and High level testing at the University of SA’s High Performance Centre in Adelaide. We are also able to live stream our Education sessions to athletes across the region who are unable to attend due to travel. The program has given the athletes the chance to understand the training and preparation requirements to become an elite athlete, as well as improve their performances at school as well as on the field or track. We also continued our partnership with Uni SA, who provide us with the Education sessions and Testing. The LCRSA is extremely pleased to also be supported by the M & G Hotel Group, who have provided us with 30 nights of free accommodation for athletes and families, as well as a reduced rate for athletes and families on an ongoing basis.

32 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT LIMESTONE COAST REGIONAL SPORTING ACADEMY

The current intake of Athletes will complete the 12-month program at the end of November 2019. From there we are looking to expand the program once again. The Academy is in the process of finalising partnerships with SASI (South Australian Sports Institute) to include a cycling program in the Academy next year. We were lucky to have Olympic Gold Medallist Brett Aitken come and do some Talent ID Testing earlier this year and we have identified some amazing talent. We are also working with Tennis SA and South Australian Cricket Association (SACA) to have skill-based programs from these sports in the program also. The Academy is also working with Local Government and Businesses to ensure the program can be a long term one in the region. The LCRSA athletes have done the Academy and our region extremely proud, competing at State and National levels in the past year. All have been great ambassadors for the program. We look forward to continue supporting our current and future LCRSA athletes in the coming years.

The LCRSA has four main objectives:

öö To identify regional sporting talent

öö To educate and develop youth in the region

öö To provide pathways to State and national representation

öö To develop the skills of regional coaches

öö Outside of these four main sporting objectives, our key goal is to help young people become leaders in our communities.

LCLGA ANNUAL REPORT 2018-19 | 33 PROJECT REPORT REGIONAL ROAD SAFETY

OBJECTIVES The overarching responsibility of the Government of SA Regional Community Road Safety officer is to advance road safety in the South East region whilst promoting and raising awareness of Government of SA road safety programs. The priority work areas identified for 2018 / 2019: öö Government of SA Campaign Support and Digital Engagement öö Community and Industry Engagement

GOVERNMENT OF SA CAMPAIGN SUPPORT

Our strong relationship with regional print and electronic media enabled the promotion of Government of SA campaign messages throughout the year. The use of our social media (Facebook) was instrumental in pushing the messages out to the media, local members and community road safety groups. Campaigns such as “Think who you’ll leave behind’ ‘No ones driving if your distracted’ ‘The 10 year hangover’ ‘Be Safe Be Seen’ and ‘Our town could save your life – rest every two hours’ are good examples of supporting Government of SA’s statewide campaigns. The “No Winners Here” weekly road safety message continued to be circulated to all community road safety groups, Councils, regional media and interested stakeholders. The same road safety message was updated each week and placed on the pages of 7 country football associations in South Australia during the football and netball season highlighting the unnecessary level of road trauma on regional and rural roads. Country Footy SA were able to post this the weekly update on the pages of the majority of SA country football leagues on the weekend of the SA Country Football Championships. The weekly emails usually carry a themed State Government road safety message.

The use of social media that began in 2016 is now an important part of our communications package. Facebook posts highlighting campaigns, issues and events are also used to educate all road users. Regular social media posts promote and share current Government of SA road safety campaigns. Opportunities are also seized to promote timely road safety messages that relate to regional issues for example, fatigue, drink/drug driving, distraction and speed. TV and Radio campaigns through winter promoting ‘Drive to the Conditions’ ‘See and Be Seen’ ‘ Headlights On’.

34 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT REGIONAL ROAD SAFETY

An innovative bus safety campaign in collaboration with MP for Mt Gambier Mr Troy Bell, Department of Education and Regional Bus Service providers was designed and implemented this year. Every school has been requested to include this in their newsletter each term. Artwork has been provided to all councils. The Limestone Coast has a high tourist visitation rates and the self-drive market comprises most of our visitors. Recognising this creative info-page and accompanying editorial was placed into the ‘long shelf life’ regional tourism magazine ‘Stay Another Day’. Partnering with The Little Blue Dinosaur Foundation through the Christmas holiday time promotes road safety awareness with key messages of ‘Hold my Hand’ and ‘Slow Down – Kids Around’ building awareness for both locals and tourists.

LCLGA ANNUAL REPORT 2018-19 | 35 PROJECT REPORT REGIONAL ROAD SAFETY

INDUSTRY AND COMMUNITY ENGAGEMENT In step with the South Australian Road Safety Strategy – Towards Zero Together workplace activities aligning with the region’s key industries and major employers. In association with the Safe Freight Network (Forestry/manufacturing SA and Vic) and The Green Triangle Freight Action Plan Group progress is being made on improving workplace driving, road safety culture and the interaction of the Heavy Vehicle industry with other road users. These networks include the various sectors that comprise the regional freight task, forestry, livestock, fluids, bulk and general freight and contractors. Input and feedback provided on regionally significant reviews and projects such as GHD Advisory, Princess Highway Corridor Strategy and RAA’s Limestone Coast Issues Paper Provide funding assistance and collaboration for promotion of the Annual Regional “Lights and Car Safety Check” championed by Rotary in the Limestone Coast. Evening sessions were held at Bordertown, Naracoorte, Millicent and Mount Gambier in April 2019 with over 300 vehicles taking advantage of the services Training resources shared from the ARRB and NRSPP and the LGA Training Services alert industry of informative and business improvement (road safety/resultant economic benefits) opportunities Raised opportunities through the media for the community to engage in community consultation and “Have their Say” on road safety issues, e.g. the proposed changes to kangaroo culling Promote the availability of partner programs and current road safety programs delivered by RYDA, RAA – Street Smart and Street Smart Primary, The Little Blue Dinosaur Foundation, MFS- RAP Promote and utilise the existence of Funding Grants, e.g. RAA’s Regional Safety Grants, Bendigo Bank Community Fund, OTR and Foundation for Regional and Rural Renewal (FRRR) ‘Small Grants’ program Regional Community Road Safety Officer is a member of LCLGA’s Roads and Transport Working Group and the LGA SA steering committee for the ‘Guide to a Local Government Road Safety Strategy and Action Plan Promote and increase road safety awareness by promoting National Events such as ‘National Ride to School Day’ ‘Walk Safely to School Day’ ‘National Ride to Work Day’ ’National Police Remembrance Day’ ’Fatality Free Friday’ together with international ‘World Day of Remembrance for Road Traffic Victims’ and ‘Global Road Safety Week’ Increase awareness of available regional support for road safety victims by promoting Road Trauma Support Team SA and The Limestone Coast Grief and Trauma Support Team. Supporting and where required sourcing resources and financial assistance to the Limestone Coast Road Safety Groups. Mount Gambier and District Road Safety Group, Wattle Range Road Safety Group and Tatiara Road Safety Group.

36 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT LIMESTONE COAST LEADERSHIP PROGRAM

The community capacity building program aims to develop people for Boards, Council, Community Leadership, Project Development and Governance, Industry and Business Associations and Sport, Recreation and Service Clubs. To stimulate and foster a diverse range of leaders in our region to support regional opportunities and address our challenges. The program is delivered by the Leaders Institute of SA and includes the following topics: öö Adaptive Leadership öö Presentations and Public Speaking öö Leadership Frameworks and Tools öö Developing Teams and Motivating Others öö Leading Change öö Reactive v Creative Leadership öö Governance and Finance

Through the program participants are placed into working groups to undertake Community Action Projects, these projects address real regional issues. Participants benefit through the journey, learning deeply about collaborative working and gaining valuable hands-on experience in complex fields and issues, while exploring the social and economic dynamics and issues across our region. The projects undertaken in 2019 include: öö Engaging Young Volunteers öö Start-up Business and Entrepreneurs öö Waste Management öö Housing Shortfalls

LCLGA ANNUAL REPORT 2018-19 | 37 PROJECT REPORT LIMESTONE COAST LEADERSHIP PROGRAM

THE LIMESTONE COAST LEADERSHIP PROGRAM PARTNERS

KEY PARTNERS PROVIDING INITIAL FUNDING FOR 1 YEAR The Australian Government through the Building Better Regions Fund, Regional Development Australia Limestone Coast, Primary Industries and Region SA, Department of Industry and Skills and program host LCLGA.

PROGRAM SCHOLARSHIP PARTNERS 2019 L.V. Dohnt, Beach Energy, EML, South East Natural Resource Management Board, Disability Workforce Project, City of Mt Gambier and District Council of Grant with Tatiara District Council and SADA joining in 2020.

LCLGA Constituent Councils have also provided in kind venue and catering support.

PARTICIPANTS FOR 2019

öö 16 (9 Female and 7 Male) öö Inclusion Aboriginal, Migrant, Disability and Disadvantaged öö Inclusion representatives from each of the seven Limestone Coast Council Areas Participants are expected to: attend induction session, overnight workshops, monthly full day workshops and graduation event, in addition to out of session community action project work, substantial pre reading and research and written reflections.

38 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT LIMESTONE COAST LEADERSHIP PROGRAM

“The inaugural 2019 Limestone Coast Leadership Program has exceeded all expectations, and more. Not only have I had the opportunity to meet some amazing people and learn the skills needed to become a good leader, it has given me the chance to reflect on who I am and who I want to be in the future” Paul “The LCLGA Limestone Coast Leadership program has provided me with an opportunity to undertake study to not only better myself, but to become a better asset to our local community. “The tools that we have been provided, has seen me shift the way I act, I reflect and the outcomes achieved as a result.” Michael “My experience of the Leadership Course has been a journey which has seen so much self-discovery to date. I’ve felt challenged, vulnerable, emotional and empowered. Sometimes all on the same day!” Fiona “The CAP project has provided a valuable benefit of applying what we are learning with other participants, giving us an opportunity to discuss a range of matters, including different perspectives and ideas” Tracy

LCLGA ANNUAL REPORT 2018-19 | 39 PROJECT REPORT CLIMATE ADAPTATION

PLANNING FOR COASTAL HAZARDS AND SEA LEVEL RISE IN THE LIMESTONE COAST Many coastal settlements in the Limestone Coast region have been vulnerable to the impacts of coastal flooding and erosion. At some locations, these impacts will be exacerbated in the future due to sea level rise as a result of our changing climate. Following the acquired LiDAR data over the coast between Kingston and the Victorian / SA border in 2018, the LCLGA obtained funding through the National Disaster Resilient Program (NDRP) to map areas that could potentially be vulnerable to coastal flooding by sea level rise and storm surge.Based on six sea level rise scenarios, the flood maps will assist coastal councils in addressing coastal hazards, as well as building community resilience. Six sea level rise scenarios are: 1. 2019: mean high water spring tide level 4. 2019: 1 in 100 (ARI) storm surge 2. 2050: mean high water spring tide level + 30 cm 5. 2050: 1 in 100 (ARI) storm surge + 30 cm 3. 2100: mean high water spring tide level + 1 m 6. 2100: 1 in 100 (ARI) storm surge + 1 m

The flood maps revealed a range of vulnerability to sea level rise from minimal to extreme.

This data will enable Councils, development planners, emergency management agencies, natural resource managers to: öö Identify areas for future development that are not likely to be at risk; öö Plan amendments to restrict future development in areas likely to be at risk; öö Develop conservation, mitigation and adaptation strategy; öö Build community resilience for coastal hazards emergency management; and öö Educate and raise awareness about climate change. Online web application tool which incorporates the best available science and local data is currently being developed to allow communities and coastal managers to visualize the risks imposed by coastal hazards and sea level rise on the people, economy and coastal habitats in order to identify solutions for enhancing resilience and reducing risks where possible. This will follow by series of workshops on different approaches as well as printed and digital collaterals.

40 | LCLGA ANNUAL REPORT 2018-19 PROJECT REPORT CLIMATE ADAPTATION

SOUTH AUSTRALIA COASTAL COUNCILS ALLIANCE Limestone Coast LGA is the lead region in the statewide project, funded through the Local Government Research and Development Scheme, to establish a South Australian Coastal Councils Alliance on behalf of the 34 Coastal Councils in the state. This was based on the recognition that protection and management of the coastline and coastal assets are becoming increasingly complex and costly for Councils. Growing intensity and frequency of storm events, flooding, erosion, sand loss, pollution and development pressures are evident across the State. The project commenced in December 2019 with Anita Crisp and Prae Wongthong being appointed as Project Coordinator and Project Officer respectively. The main outcomes of the project are to: 1. Establish the governance and resourcing arrangements for a South Australian Coastal Councils Alliance that supports an informed, coordinated advocacy voice. 2. Prepare advocacy documents that include current and emerging coastal issues and costings, and options for more sustainable funding and cost-sharing arrangements. As of June 2019, interviews were conducted with all 34 coastal Councils and the Coastal Councils Alliance initiative was featured at the recent LGA Showcase in April - with a presentation and display booth generating positive feedback and additional Council input. Feedback has overwhelmingly reinforced that now, more than ever, Coastal Councils in South Australia need a strong, united voice to help find solutions to the increasing cost, liability and resourcing impacts facing local government. To date, a discussion paper on the management of jetties has been prepared for Councils; work is well underway to identify current and emerging coastal management works and costings across Councils in SA; and a review of funding and legislative arrangements here and in other jurisdictions has also commenced. To help shape the final administrative arrangements and terms of reference for the full Coastal Councils Alliance and guide transition by the end of 2019, the next step is to establish an Executive Committee, comprising representatives from Councils within each of the coastal zones (South, Metropolitan, North and West). The project will complete in December 2019 with the SA Coastal Councils Alliance being formalised by November.

LCLGA ANNUAL REPORT 2018-19 | 41 ACKNOWLEDGEMENTS

The LCLGA acknowledges the LCLGA Board Members, Constituent Council Mayors, Elected Members, Chief Executive Officers and staff for their support of the regional role of the Association.

During 2018 - 2019, the LCLGA Board engaged a small team to implement a diverse and comprehensive regional work plan; Michaela Bell (Projects Manager), Tony Elletson (LCLGA Star Club Field Officer), Biddie Shearing (LCLGA Tourism Industry Development Manager) Prae Wongthong (Climate Adaptation Project Officer & Regional Waste Management) and Mae Steele (Executive Support)

The team also farewelled Dominic Testoni (Executive Officer) in January 2019 and welcomed Tony Wright as the new LCLGA Executive Officer in June 2019. The LCLGA also welcomed to the team Ali Auld (Special Projects Road Safety & Leadership), Nicole Moran (Sports Trainee) and Sophie Bourchier (Substance Misuse Officer), June Saruwaka also returned from Maternity Leave to continue in the role of Regional Waste Coordinator. We also farewelled Rob Forgan (Regional Community Road Safety Officer) and wish him well in his retirement

The Local Government Research and Development Scheme funding has enabled LCLGA to undertake a range of additional projects throughout the year, both through additional Research and Development Fund projects and via the Regional Capacity Building Grants.

The Local Government Association SA has continued to provide strong support to LCLGA and its members throughout the year. LCLGA acknowledges the contributions of SAROC members, LGA Regional Executive Officers, Chief Executive Officer Matt Pinnegar and the many LGA staff that have supported LCLGA throughout the year.

Tony Wright Executive Officer

42 | LCLGA ANNUAL REPORT 2018-19 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION

FINANCIAL REPORTS 30 JUNE 2019