Community Plan Review R e v i e w o f t h e 2 0 1 6 - 2 0 2 0 C o m m u n i t y P l a n Table of Contents.

03. 04. 15. Introduction Community Health A Vibrant Economy and Wellbeing

21. 28. A Sustainable Region A Positive Experience

2 Renmark Paringa Council Review of the 2016-2020 Community Plan Introduction.

Following the Council election in November 2018, Renmark Paringa Council underwent a review of its Community Plan. In 2016 the Renmark Paringa Council Community Plan 2016-2020 was adopted. The Plan contains the Council’s vision for the community, strategies, core activities, and emerging priorities.

Our Community Plan 2016 to 2020 was based on four key strategic pillars which cover all of Council's major services and responsibilities. Health and Wellbeing A Vibrant Economy A Sustainable Region A Positive Experience.

The purpose of this document is to provide an analysis of the outcomes achieved to date against the core and emerging priorities identified in the Community Plan.

The current version of the Community Plan expired at the end of 2020, Council has commenced the process of reviewing and updating the Community Plan and will use the analysis within this document as part of that review.

Committed to a sustainable future.

3 Renmark Paringa Council Review of the 2016-2020 Community Plan Community Health and Wellbeing.

A connected community encouraged to lead active, healthy and meaningful lives.

4 Renmark Paringa Council Review of the 2016-2020 Community Plan Community Health and Wellbeing. Emerging Priorities

1.1 Provide vibrant and activated spaces for recreation and leisure which embrace Renmark’s natural environment and history.

1.1.1 Utilise Renmark’s natural environment in a way that creates fun and new experiences for all generations.

The Nature Foundation was supported in establishing temporary environmental watering infrastructure at the Plush’s Bend Wetland, including a site tour held for community members. An Environmental Watering Community Monitoring project supported the community in engaging in the Plush’s Bend Wetland in 2019 and 2020 as it received environmental water. This project provided educational opportunities on site, as well as information sharing through digital media platforms. Between 2016-2019 Renmark Paringa Council has supported the Bookmark Creek Action Group, Renmark Paringa Lyrup Bush Friends, Whirlpool Corner Wetland Group, Templeton Wetland Group, and Friends of Riverland Park in organising, advertising, and managing different events. This included working bees, meetings, workshops, educational opportunities, and Clean Up Australia Day events. In 2018 the Riverland’s first BioQuest was organised and managed by Renmark Paringa Council. This has led to a school holiday BioQuest competition in 2020 where the Renmark North Primary School team went on to win the Global Schools BioQuest competition. Council also managed a BioQuest competition in the Riverland region that supported community members to identify plants and animals through a phone app. This competition resulted in 4,722 sightings, 17,550 identifications and 2,935 species mapped. Collaboration to release 43,000 Murray Cod fingerlings into the Murray between Lock 5 and Chowilla with over 200 people attending the event and 60 volunteers releasing fingerlings in 2017, and another 90,000 in 2018 involving 78 volunteers. A community revegetation day was held on the Ral Ral Floodplain in 2020 which was enabled through the Connecting and Rehabilitating the Lower Ral Ral Floodplain Project. 830 trees were planted on this day by children from local schools and community members.

1.1.2 Enhance utilisation of Council owned recreation facilities for a more diverse range of activities aligned to community needs and culture.

The development of Councils Disability Access and Inclusion Plan (DAIP) in 2020 ensures that the consideration of access and inclusion for all within our community is embedded in planning, development and budgeting processes for council programs, services and built environments. The following projects were completed: Tucker Hall Refurbishment (Table Tennis) Tintra Tennis Club Competition level lighting installed Renmark Soccer Ovals Competition level lighting installed.

5 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.1.3 Ensure community outcomes are achieved through the review of swimming and recreation centre management models. In 2016, the Alan Counter Recreation Centre and the Renmark Swimming Pool transitioned from Council management to the contracted management by Belgravia Leisure. In September 2017, there were 223 Alan Counter Recreation Centre Health Club Memberships and in September 2020, there were 403. In September 2017, there were 215 Alan Counter Recreation Centre Swimming Students and in September 2020, there were 281.

1.1.4 Implement outcomes as detailed in Council’s Tracks and Trails Strategy to develop a network of sustainable trails, rides and walks in the area.

The Bookmark Creek, Lock 5 Loop, Matulick Riverfront and Paringa paddock trails from the Renmark Paringa Tracks and Trails Strategy were constructed, with maps and guides created to support their use. A Tracks and Trails Strategy review was conducted, which included an analysis of current trail use and value. This resulted in a recommendation that Council ceases construction of additional trails outlined in the Tracks and Trails Strategy and that these resources be invested in investigating regional trails.

1.1.5 Implement initiatives as outlined in the Open Space Strategy to ensure parks, gardens and reserves match community expectations.

The following items from the open space strategy have been implemented: Upgrade of Sims Parade Linear Park Upgrade of signage and a new toilet at Plushes Bend Creation of dog off leash area in Renmark Adoption of Darnley Taylor Park Masterplan for potential future implementation. The Open Space Strategy is a document that either needs to be reviewed in the context of the next Community Plan. It needs a more robust prioritisation of actions that can then be reflected in the IAMP. It is an aspirational document and Council does not have the resources to fully implement it.

6 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.2 Proactive information sharing and equitable access to technology, communication and information.

1.2.1 Transition and integrate the Library and Chaffey Community Centre into Community Hubs as a central point for knowledge sharing and accessibility in the community.

In 2017, improvements to the library website were developed to increase community usage and access to online services. The process of a ‘suggest we buy’ process was implemented to increase community involvement and developing library content. Development of a multipurpose area for events, training, WiFi- access and device charging. Ongoing improvements to the library service that continue to develop are modernising the building, services offered and accessibility. In 2018 the implementation of Radio-Frequency Identification (RFID) technology was installed, providing innovative customer focused services and efficiencies. Library users are now able to borrow items using a self service kiosk with audible, visual and touch features to guide users easily through the transaction with various font sizes and language options for all ages, literacy levels and language backgrounds. The additional installation of RFID security entrance gates assists staff by identifying items and providing accurate visitor numbers and patterns of peak customer periods. Digital access improved considerably with the development of the Libraries SA app in 2018. The new app makes it easier than ever to access library services. The app can be used to renew items, manage library accounts, search the collection, place holds, link family member’s cards, access digital resources and store membership cards. The installation of digital signage within the library allows electronic promotions of new resources, programs, special events, library services and community information. Digital signage offers a far more effective way to communicate and engage with users, provides staff time efficiencies in developing promotional material and allows network sharing of resources across council sites. During Covid-19 a number of different service delivery methods were developed and implemented. This included online digital services, a ‘call and collect’ contactless library service, pickup preschool activity packs, digital training videos and digital storytime. The provision of collections that support literacy development, lifelong learning and reading for pleasure. Over 2,000 new physical items are purchased each year to add to the collection and ensure a relevant range of popular resources are available to the community. The Chaffey Community Centre provided a base for service providers and community groups as well as information from various agencies and groups in the Renmark Paringa and Riverland district. The Chaffey Community Centre offered a diverse range of activities and classes that included literacy, gardening, cooking, sewing, craft, and school holiday activities. With Council no longer coordinating the Chaffey Community Centre, it may need to be a priority to promote and develop the library as a community hub of engagement, connection, lifelong learning and equitable access to technology and information.

7 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.2.2 Promote the use of Community Hubs as a safe and exciting space where the community can engage, learn and participate. The library continues to focus on offering a range of exciting programs and events to increase community engagement, stimulate literacy development, increase social connection and provide lifelong learning opportunities. Over the past four years, an average of 140 events was held annually with over 2,000 participants attending. Early literacy programs have included Preschool Storytime, Babies Love Books, School Holiday Programs, Dad and Me program, Simultaneous Storytime, Summer Reading Club, Little Big Bang Discovery preschool STEM program, Music shows, children’s entertainers and Book Week. A successful Summer Reading Club program in 2019 encouraged 129 children to participate and read 941 books resulting in an increase of 71%. The library also offers a number of science and technology programs for the youth to spark creativity and innovation and develop vital digital literacy skills. In 2018 the Renmark Library became a Leaning Destination with the Children’s University Program to offer high quality learning opportunities with the long term aim to raise educational aspirations and increase awareness of higher education. Programs offered included Robotics, Engineers Without Borders, Virtual Reality and Robogals In 2019, the library was successful in receiving a grant to develop and offer digital springboard career development training within the community. The Chaffey Community Centre was regularly utilised to house external providers for the community to access. The Centre also acted as a home base for locals and community groups to meet, enabling activities, classes for alternative learning options and events. With Council no longer coordinating the Chaffey Community Centre, it may need to be a priority to promote and develop the library as a place of community engagement and learning with continual development regarding programs, events and training in a safe community place.

8 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.2.3 Promote and support access to technology and internet related services for the whole community.

The library plays a critical role in bridging the digital divide and providing access for everyone to technology infrastructure, digital information resources and assistance in their use, including 24/7 free Wi-Fi, public computer access, iPads, digital help, scanning and digital training. In 2017 and 2018 the Renmark Paringa Library were one of the first regions within SA to successfully run the pilot project ‘Tech Savvy Seniors Program’ which offers free digital training to seniors, encouraging the use of information technology and improve digital skills. As this project was grant funded it enabled an increase in library staff levels during a 6 month period. The library was then lucky enough to receive a second round of funding to continue the program in 2019 and 2020. The program exceeded expectations by delivering 53 training sessions in various community locations to over 300 participants. In 2017 Renmark Paringa Library was selected to be the first regional Library in SA to receive a donation of technical equipment designed to encourage digital innovation for primary school children. The donated digital activities, known as ‘Maker Party in a Box’, associated with Telstra’s Kids Fund Digital Futures Program aimed to boost technology and digital abilities in young people living in regional areas. A range of programs for school children and robotics school holiday programs were developed to utilize the equipment. The 24/7 WiFi network ‘Libraries SA-Free’ launched in 2019 to enhance service offers, increase download limits to 5GB per day, eliminate login requirements and provides user experience improvements. A future focal point could be to consider the role of the Library as a place that bridges the digital divide by providing equitable access and support to digital information, resources and services and supports the governments focus on a digital economy. The Chaffey Community Centre offered public use of computers free of charge, in addition to printing services for a small fee.

9 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.3 Advocate for services that support accessibility and enhance community health and wellbeing.

1.3.1 Develop partnerships to provide proactive intervention and a structured pathway for individuals and families impacted by substance and other forms of abuse to access assistance.

In 2016, Renmark Paringa Council collaborated with Riverland Regional Health Service, South Australia Police and ABC Riverland to deliver a forum called ‘Knowing the facts about ICE’ held at the Chaffey Theatre on Tuesday 21 July 2016. The forum provided information and education for the community on the drug ICE – in particular, the impacts and health risks associated with its use. The forum attracted nearly 800 community members, while over 500 people listened to the live-stream on the ABC Riverland website and over 150 text messages with questions for the panel were received. Following this Council formed the Riverland Local drug Action Team and became the lead agency. Riverland Local Drug Action Team has worked to develop Project Ice, Matrix Program, and Rally for Riverland (Social Indicators Project). Based on the above it is clear that the community find this a priority, however, it should not be so specific, could potentially redeveloped to ‘Develop partnerships to provide proactive pathways for individuals to access assistance to health and well being’.

1.3.2 Ensure council infrastructure supports accessibility for families, the aging population and people with disabilities through Council’s planning and design principles.

In 2020 the Disability Access & Inclusion Plan (DAIP) was developed, which includes an action plan for Council for the next four years. Given the recent adoption of the DAIP it is apparent that access and inclusion should be a strong theme in the next Community Plan.

1.3.3 Advocate for improved emergency services in the region including health services and law enforcement. This item has not significantly progressed, aside from regular participation in the Zone Emergency Management Committee and ad hoc discussions and coordination with emergency services (including law enforcement).

1.3.4 Encourage the development and release of diverse and affordable housing and rental properties in the area.

Staff have spent extensive time working towards this with the development sector without achieving a definitive result. The challenge is that investors are not keen on investing their capital in this space or the rental market which is continually in short supply.

10 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.4 Promote opportunities to develop a socially inclusive and connected community.

1.4.1 Promote social initiatives that bring cultures together to celebrate diversity and promote inclusion in the community.

This has been achieved through: Australia Day – Australia Day awards and a free BBQ breakfast has been held annually at Jarrett Memorial Gardens. Nominations for Citizen of the Year, Young Citizen of the Year and Event of the Year are called with each year all awards being allocated. On average the event attracts over 500 people. Harmony Day – Council has collaborated with service providers to deliver Harmony day events and activities to celebrate the cultural diversity in the area. Support for NAIDOC and Reconciliation Weeks – Council provides financial support and leadership to local agencies for various events and activities. Outdoor cinema – Council has held a number of Outdoor Cinema events on the Riverfront which allows community members and visitors from all cultural backgrounds to share in a family friendly activity. These events have attracted large crowds and will continue as the deliver strong social outcomes.

1.4.2 Develop resources for new arrivals to the area to welcome, involve and educate them about our community.

This has not been achieved from a Council perspective. It was investigated and deemed unachievable as printed material dates quickly and the number of languages required to translate the information would make it very costly. Council has promoted Migrant Resource Centre as an alternative and advised new migrants of service providers on a case-by-case basis.

1.4.3 Enhance community engagement through active implementation of the Communication Plan utilising the IAP2 model of community engagement.

In 2016 council undertook a major rebranding exercise, including a new logo where the image reflects the townships of Renmark and Paringa with the River in between. This also included the launch of the new website and building a stronger corporate communication presence in the community online. Council has multiple online platforms from which it disperses information such as the website, Facebook, Instagram, YouTube and an eNewsletter. Through these platforms Council engages with the community on various items such as strategic plans, budgets etc. Community engagement is undertaken in like with best practice principles, as required and in line with Council’s Public Consultation Policy.

11 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.4.4 Challenge and identify new ways to engage youth in the community. Each year the Youth Leadership Day is held at Renmark High School. The purpose of the workshop is to provide strong leadership to the youth of the Council area, assist the Student Representative Council in developing clear goals and to build a strong relationship between the High School and Council. Australian Business Week (ABW) – Council has been providing mentorship to the Year 10 students who take part in ABW, building a strong relationship between the school and council but also allows for staff and students to build a rapport. Blue Light Disco Liaison – Council has actively participated in SAPOL’s Blue Light Committee. School Holiday Programs/Packs – Council coordinated information relating to youth and family activities by publishing a schedule of events for every school holiday period over the year. These activities are well attended by community members and visitors to the region. There has been extremely positive feedback from the community that it is a valuable resource. COVID-19 restrictions saw staff creating over 600 school holiday packs that were a contactless means of engagement. Targeted Social Media posts through setting age demographics through Facebook. Re launch of the social media platform Instagram. Instagram is another tool that will allow Council to engage and promote activities, events, knowledge, and news within the younger generation of the community.

12 Renmark Paringa Council Review of the 2016-2020 Community Plan 1.5 Supporting education and lifelong learning within the community.

1.5.1 Advocate for improved tertiary education services in the area to reduce the number of young adults leaving the region to further their studies.

In 2020, the establishment of an independent senior college was announced for Renmark that will stem the loss of students to Loxton and Glossop High and Adelaide based colleges. A study hub project has been commended through RDAMR that is in evolutionary stages, this will fill the void in the near future allowing students to continue to study in the Region rather than relocating to the city for university purposes. Renmark was also chosen by NBNCO to role out FTTP fast speed, city price internet services which will assist places like Flinders University with their communication link speeds. This is still in early stages. Council also has occasional discussions with Flinders University in regard to the suite of programs on offer at their Renmark campus.

1.5.2 Encourage volunteers to get involved in Community Learning and Development at the Volunteer / Community Hub.

Workshops organised by the STARCLUB Officer that consisted of club recruitment, retention and training, risk management and strategic planning.

1.5.3 Leveraging the skills of the community to provide diverse and engaging learning opportunities for everyone.

The development of a tutoring program at the Chaffey Community Centre.

13 Renmark Paringa Council Review of the 2016-2020 Community Plan Core Activities

We will continue to:

Assist sporting and community bodies to source funding for sporting and community facilities and programs; The Community Development team has undertaken this on an ad hoc basis in relation to specific opportunities for sporting clubs.

Support projects that promote and foster the arts and culture within our community; Council routinely cross promotes and in many cases financially supports arts and culture projects within our community.

Provide and promote sporting, recreation and leisure facilities and programs for all ages in the region; Council owns and leases a range of sporting, recreation and leisure facilities for the broad benefit of the community. Council also routinely cross promotes and in many cases financially supports sport, recreation and leisure programs within our community.

Promote public and environmental health services within the community; Council has and will continue to provide a range of environmental health services to the community. Key functions and responsibilities include the education, monitoring and regulation of: Food safety Mosquito management Community and high school immunisation services Wastewater disposal systems Public swimming pool and spas Hairdressers and beauty salons Hoarding and squalor Legionella in water manufacturing systems Notifiable diseases In 2020 a Riverland Regional Mosquito Management Plan was adopted.

Promote services and facilities for older community members, people with disabilities and carers; Council continues to promote services which are available to the community through Council’s communication platforms.

Support the provision of health and medical services within the community. The parking spaces at the Renmark Paringa Medical Clinic were redesigned to allow for grater and safer access to the medical centre. The Driverless Bus route inclusion consisted of stops at the medical clinic, recreation centre and dentist. Would have been a good discussion point during plan – especially in light of the reorganisation of health services

Provide animal control in accordance with legislative requirements. Council continues to provide animal control services on a daily basis in order to implement legislation and Council’s bylaws.

Support and assist emergency services organisations in the preparation for and delivery of emergency services. Council representatives regularly attend the Murray Mallee Zone Emergency Management Committee (ZEMC) Adoption of the Emergency Management Plan in 2020.

14 Renmark Paringa Council Review of the 2016-2020 Community Plan A Vibrant Economy.

Develop a vibrant economy built on diversifying our established industries and attracting new industries. Attract both local and international investment to the region.

15 Renmark Paringa Council Review of the 2016-2020 Community Plan A Vibrant Economy Emerging Priorities

2.1 Build infrastructure and facilitate development to assist our established industries and attract new industries to the region.

2.1.1 Continue to develop the Calperum Industrial Estate to create a thriving transport and business hub in the region.

All Council owned allotments sold. Future planning for stormwater and effluent infrastructure upgrades commenced.

2.1.2 Increase utilisation of the Renmark Airport by investigating opportunities for strategic partnerships both locally and internationally. A significant amount of funding has been spent upgrading the main runway at the airport, sealing 18m to 30m to allow larger planes to land. Hanger areas and fencing have also been improved to keep kangaroos out. The exploration into a potential flight school and a proposal to undertake Qantas flight training school was explored, however, no arrangements occurred. The re-sheeting of the second runway, fencing around hangers and upgrades to plane parking and refuelling area is still to occur. The airport has not had any substantial increase in utilisation.

2.1.3 Explore options of expanding Council’s Residential Waterfront Development through the Jane Eliza waterfront residential and small craft marina masterplan.

The Masterplan has been completed and acted upon, with the marina being designed and costed. The residential waterfront development has had a market demand assessment completed the feasibility model is almost completed. Preliminary developer market sounding is to be completed early 2021.

2.1.4 Advocate for increased Information Technology connectivity.

Council has been working with telecommunication providers, including NBNCo, to advocate for increased access to Information Technology connectivity throughout the Riverland region. An Internet of Things (IOT) project, which is led by the District Council of Loxton Waikerie and utilises LoraWAN technology is being undertaken across the region. The first stage of this project involved the acquisition and installation of LoraWAN gateways at various locations throughout the region. Coverage mapping to undertaken GPS sensors. A number of pilot projects are being planned for a range of different use cases.

2.1.5 Support, where appropriate, key actions outlined the South Australia China engagement strategy.

Several options have been explored without any definitive results. The SA China Council has indicated SA’s success in gaining traction with the opportunities in China has had about a 2% success rate before the latest trade sensitivities.

2.1.6 Actively support the facilitation of market development opportunities and encourage inward investment.

Opportunities were created for the solar farm in addition to the Qantas Flight School via State Government connections.

16 Renmark Paringa Council Review of the 2016-2020 Community Plan 2.2 Ensure Renmark Paringa is known as a tourism destination of choice for local, interstate and international travellers.

2.2.1 Work in collaboration with Destination Riverland to promote the area’s food and wine credentials.

Active promotion of local produce including food, wine and the maturing craft beverage scene is undertaken through the Visitor Information Centre. Strong relationships are formed with local business and tourism and event operates through events such as Rivafest and markets. In 2020, the developed of the new tourism website continually promotes local producers.

2.2.2 Develop a Houseboat Strategy to investigate the options for improved management and increased utilisation and growth.

The implementation of the Jane Eliza Marina Strategy has been completed, however, will require ongoing maintenance. The houseboat waitlist has significantly been reduced. The major challenge that was evident through this priority was the change that occurred for boat owners, such as paying for facilities. In addition to various government agencies having the authority within this space making compliance and development difficult.

2.2.3 Foster the areas reputation as a prime location for events.

Attraction and support of external events by working with event organisers over the duration of the event. Facilitation of Council funded and supported events that result in a strong economic footprint for the district. Promotion of Renmark Riverfront and local parks as ideal event locations.

2.2.4 Ensure Renmark is considered a Recreational Vehicle friendly area by developing appropriate infrastructure and seeking support from the Campervan and Motorhome Club of Australia (CMCA).

Completed in 2018. Renmark now meets the criteria of being considered a RV Friendly Town.

2.2.5 Maximise the potential of the Visitor Information Centre.

The development of the new tourism specific website, ‘Discover Renmark’ enabled the launch of Bookeasy. This allows Visitor Information Centre staff to assist tourists to book their accommodation online within the centre. Council’s RV parks will soon become bookable online through the Bookeasy platform. The Renmark Paringa VIC maintains the position of the 7th most visited VIC in South Australia. Support of regional / state / national visitation.

17 Renmark Paringa Council Review of the 2016-2020 Community Plan 2.3 Encourage population growth by promoting Renmark Paringa as a great place to live.

2.3.1 Increase numbers of pre-retirees and retirees through provision of targeted infrastructure .

Independent living and Riverside Estate have slowly progressed their housing numbers over the years. When curbing has been upgraded within the town, the work has been undertaken with accessibility in mind and has allowed better gopher and wheelchair access. While demographics continues to support this priority, it will be challenged by land availability in the future.

2.3.2 Seek opportunities to attract skilled migrants and refugees to the region.

Short term stays have continued to remain steady in terms of fruit picking employment opportunities. In 2017, Council engaged with government in regard to attracting and retaining skilled migrants in the area, however there were minimal jobs available that met the criteria.

2.3.3 Undertake an Urban Design Framework and incorporate actions into Councils Long Term planning.

In 2017 the Urban Design Framework (UDF) was adopted. Construction of Stage 1a of the UDF, the Taylor Riverfront Precinct, commenced in 2020 and will be completed in early 2021.

18 Renmark Paringa Council Review of the 2016-2020 Community Plan 2.4 Support opportunities for effective regional partnerships which enhance our region’s economic wellbeing.

2.4.1 Drive efficiencies and economies of scale through smart procurement through the Riverland G3 Alliance.

The Riverland Councils have entered a regional resealing contract, which is creating savings, for example procurement of the ICT Strategy. More can be done in regard to this priority, with the collaboration of the three Councils.

2.4.2 Continue to build on existing partnerships with Regional Development Australia, Destination Riverland, Murraylands and Riverlands LGA, the Riverland Local Government Forum and other regional service providers to achieve positive outcomes for the community.

Development of Murray River Study Hub Delivery of Business to Business program Delivery of Township for the future Commencement of Experts in Residence program Commencement of Ag Food Tourism Development program.

2.4.3 Support the establishment of an Industry Ambassador program.

Attempts have been made at regionally branding the Riverland Trust Mark through RDAMR and the tourism ambassador program by Destination Riverland, with limited success in terms of stakeholder uptake and buy in.

2.4.4 Investigate merits of regional trials to promote the regions outdoor activities.

In 2019 a review was conducted of the Renmark Paringa Tracks and Trails. A Riverland Trail opportunity was explored with a concept plan developed and supported by the G3 Alliance. This project developed a concept to link Riverland tracks, trails and iconic sites to form one continuous tour from Waikerie to Renmark following the Murray River. In 2019 a Riverland Trail strategy project was developed and supported by Renmark Paringa and Berri Barmera Councils. An expression of interest was put out to the market to undertake the strategy development. A preferred consultant was selected but there was a significant shortfall in funding and attempts at securing external funding were unsuccessful.

19 Renmark Paringa Council Review of the 2016-2020 Community Plan Core Activities

We will continue to:

Ensure Renmark Paringa is an attractive region for new business and existing business looking to expand; With the UDF masterplan established, the Taylor Riverfront Precinct will be the first major project due for completion in 2021. In 2020 a small project was undertaken to fill empty shop windows with various advertising deemed to be very successful. In late 2020 there was the announcement of fast speed internet access and the development of a new secondary college. Both these will assist in attracting and retaining people within the area.

Maintain and enhance infrastructure and amenities to ensure our appeal to national and international tourists; Our Council takes a high degree of pride in the presentation of public spaces.

Explore opportunities to enhance our ability to promote our region via the Visitor Information Centre network and through other identified media; The launch of the new tourism centric website ‘Discover Renmark’ has filled a huge gap for visitor information for the Renmark Paringa district. Development of the new map tool created by VIC staff that features all tourism related businesses and attractions, this is the main resource used by staff when assisting visitors. Contributing to editorial and marketing opportunities in regional guides that promote the Riverland, particularly the River Time publication where Council RV and Camp facilities are promoted. In partnership with Destination Riverland VIC staff have attended trade shows that promote the Riverland and the neighbouring regions.

20 Renmark Paringa Council Review of the 2016-2020 Community Plan A Sustainable Region.

The enhancement and protection of our resources through sustainable practices.

21 Renmark Paringa Council Review of the 2016-2020 Community Plan A Sustainable Region. Emerging Priorities

3.1 Water security.

3.1.1 Reduce the amount of River Murray water used to irrigate public open space by upgrading existing waste water treatment facilities. 2017 saw the completion of upgrades to the Wastewater Treatment Plant & Recycled Water Distribution. A further water storage capacity increase will be completed in 2021.

3.1.2 Provide support to agencies and groups who are performing research into water saving techniques in agriculture. Council’s 3IP Project has increased the use of the recycled wastewater within the Council area by 22ML per year. The increased use of wastewater greatly reduces Council’s reliance on the River Murray. Water sustainability related priorities will continue to be relevant, but those specifically related to agriculture will likely be more suited to organisations such as RDA, DEW and PIRSA.

3.1.3 Lobby and advocate to ensure access to water does not unduly stifle economic development in the region.

This priority is challenging for local government to deliver.

22 Renmark Paringa Council Review of the 2016-2020 Community Plan 3.2 Adopt environmentally sustainable practices in the effective management of Council resources.

3.2.1 Secure long term funding for the position of Environmental Officer through negotiations with National Landcare Program or through other means.

The Environmental Officer’s role is now permanent and fully funded by Council.

3.2.2 Complete the ‘3IP Project’ to increase the reuse percentage of treated effluent waste water in our community.

2017 saw the completion of upgrading the Wastewater Treatment Plant & Recycled Water Distribution.

3.2.3 Complete planned storm water infrastructure upgrades in response to 2013 flooding events. In 2019 Acacia Crescent stormwater upgrade was completed. Evans Street stormwater upgrade to be completed in 2021. 18th Street / Para Street.

3.2.4 Ensure Council is pursuing opportunities to utilise renewable energy in Council owned and operated buildings so that X% of Council energy usage is obtained from renewable sources.

In addition to the existing solar infrastructure at the Civic Centre, in 2020, a 100KW solar system was installed at the Alan Coulter Recreation Centre.

3.2.5 Consider, and where appropriate implement, recommendations made in the Riverbank Stabilisation Report.

No action has been taken so far as houseboat accommodation will be influenced by the Jane Eliza development.

3.2.6. Consider the feasibility of a waste disposal facility both locally and regionally.

IThe Murraylands Riverland Local Government Association (MRLGA) has commenced development of a Regional Waste Management Strategy in 2020. The feasibility of waste disposal facilities will be considered as part of the strategy.

3.2.7 Review the existing Tree Management Policy to incorporate and guide the strategic use of trees throughout the Council area that aligns with the Urban Design Framework. In 2019 the Street and Open Space Tree Design Guidelines were adopted.

23 Renmark Paringa Council Review of the 2016-2020 Community Plan 3.3 Renmark to the Border Local Action Plan.

3.3.1 Work with Renmark to the Border Local Action Planning to promote a healthy future for our community, land and water resources through execution of the Renmark to the Border Local Action Plan.

Most works in relation to land and water resources have been delivered by Council, partly in collaboration with Renmark Irrigation Trust and the Commonwealth Environmental Water Office. The Renmark to the Border Local Action Planning group were briefed on actions that Council was undertaking throughout the period. Works that Council delivered and/or collaborated on include: Developed the Connecting and Rehabilitating the Lower Ral Ral Floodplain Project to restore connectivity and biodiversity to the Ral Ral Floodplain and secured five years of funding to support its implementation. Supported the delivery of an average of 582 megalitres per year of environmental water to five floodplain and wetland sites adjacent to the Renmark irrigation district between 2016 and 2020. Conducted 109 ecological monitoring events over five environmental watering sites between 2017 and 2020. Developed the Connecting and Rehabilitating the Lower Ral Ral Floodplain Regional Land Partnerships project and secured five years of funding through Department of Environment and Water to support it Held 29 community monitoring session conducted in coordination with the Department of Environment and Water Wetland Staff between 2016 and 2018.

24 Renmark Paringa Council Review of the 2016-2020 Community Plan 3.4 Provide a framework for the planned development of the Council area which promotes growth.

3.4.1 Review the existing program for future Development Plan Amendments and execute tasks in accordance with the updated Strategic Directions Report.

Councils Development Plan has been replaced by the State Governments Planning and Design Code and as such Development Plan Amendments are no longer undertaken.

3.4.2 Ensure the Strategic Directions Report is updated on a five year cycle.

The requirement to have a Strategic Directions report was contained in the Development Act 1993. The Development Act was replaced by the Planning, Development & Infrastructure Act 2016 which does not require a Strategic Directions Report.

25 Renmark Paringa Council Review of the 2016-2020 Community Plan 3.5 Responsibly manage our infrastructure

3.5.1 Implement renewal and capital projects as documented in our Infrastructure and Asset Management Plans.

The Infrastructure and Asset Management Plan (IAMP) is reviewed and updated every year. The average capital expenditure each year is approximately $3.4 million. This was $17.8 million in 2018/19 indicating Councils ambitious capital works program over the last few years. Several of the major projects have included: Urban Design Framework/Taylor Riverfront Precinct Government Road Renmark Swimming Pool New roof, plumbing, access, a/cond for the Indoor Swimming Pool at the Alan Coulter Recreation Centre.

3.5.2 Ensure the Emergency Management Plan is reviewed, updated and maintained.

In 2020, A new Emergency Management Plan was adopted to replace the previous version completed in 2010. The Emergency Management Plan was developed through the Local Government Associations (LGA) Council Ready Program.

26 Renmark Paringa Council Review of the 2016-2020 Community Plan Core Activities

We will continue to:

Behave in a manner that demonstrates our commitment to sustainability; Our motto ‘Committed to a Sustainable Future’ is embodied by our organisation from a triple bottom line perspective.

Maintain our focus on our local heritage and culture; and Council is a regular and active supporter of heritage and culture through our sponsorship and grants program. In 2020, Council gifted the Argo Barge to Olivewood for preservation and display.

Manage planned development in a way that facilitates sustainable growth in the region. This is effectively a repeat of 4.1.1.

27 Renmark Paringa Council Review of the 2016-2020 Community Plan A Positive Experience.

For Council to be celebrated as an enabler; focused on progressing the objectives of our community.

28 Renmark Paringa Council Review of the 2016-2020 Community Plan A Positive Experience. Emerging Priorities

4.1 Create positive customer experiences.

4.1.1 Provide an efficient and effective Development Assessment process helping customers understand requirements.

Council approves approximately 200 development applications each year. Internal processes for the assessment of land divisions were reviewed and updated. The implementation of the new Planning System, including new Legislation, a new Planning and Design Code and an online Planning Portal has been a major challenge for staff.

4.1.2 Adopt best practice platforms (IAP2) for community and other stakeholder engagement, where practical.

This is effectively a repeat of 1.4.3

4.1.3 Harness emerging technology opportunities to enhance customer experience and the provision of information.

In 2020 implementation of the new Squiz Content Management System allowed Council to better manage the website content and therefore enhance the customer experience and provision of information. The launch of the new tourism centric website ‘Discover Renmark’ and online booking system, which showcases what the region has to offer and allows visitors to book and plan their stay online.

4.1.4 Regularly review existing services and processes to ensure efficient and effective service delivery.

There is a strong focus on continuous improvement. In 2020, the Chaffey Community Centre was reviewed and Council decided to cease the active management of the centre from 31 December 2020. As a result of an expression of interest process, CBS have leased the facility and will run their own business there and also coordinate the community centre. In 2020, a ‘budget levers’ process has commenced, whereby the administration is actively reconsidering every facet of the organisation, with a view to finding budget savings, efficiencies and new income opportunities.

4.1.5 Develop a panel of local businesses to provide feedback on Council’s Economic Development and broader Strategic Objectives and Initiatives. The Renmark Paringa Business Network has been established (with significant funding from Council).

29 Renmark Paringa Council Review of the 2016-2020 Community Plan 4.2 Ensure elected members, staff and volunteers are well trained to effectively fulfil their responsibilities.

4.2.1 Elected members and staff are able to access training and development regarding Council processes and procedures. In 2018 after the Local Government Elections, mandatory training was completed by all newly Elected Members. Members are provided opportunities to attend relevant training, twice a year the EM’s Training Needs Analysis is tabled seeking Elected Member feedback Opportunities have arisen by liaising with the other two Riverland Councils to provide training to all Riverland Elected members, to find efficiencies and savings. Project managed under G3 Alliance.

4.2.2 Implement best practice human resource recruitment.

This should potentially be listed as a Core Activity. Through positive culture change internally, Council is becoming more of an employer of choice, which is evidenced by the calibre of candidates applying for Renmark Paringa roles. From 2018 to 2020 (in particular), Council has recruited some excellent new staff to key positions.

30 Renmark Paringa Council Review of the 2016-2020 Community Plan 4.3 Encourage all community members to consider volunteering.

4.3.1 Elected members and staff are able to access training and development regarding Council processes and procedures. A volunteer recognition event was developed and run from the Chaffey Community Centre hub. Volunteers were active within the Chaffey Community Centre prior to COVID-19. One person also volunteers at the Library and VIC. COVID-19 combined with Council ceasing to directly manage the Chaffey Community Centre has had a significant effect on volunteering rates within Council. In the context of the next Community Plan, Council’s future role in managing internal and external volunteers will need to be redefined.

4.3.2 Remove unnecessary administrative barriers that discourage volunteering. In 2018 the Volunteer Policy and Procedure was adopted.

4.3.3 Implement best practise volunteer management frameworks to ensure maximum benefit for both the volunteer, community and organisation

The Volunteer Strategy was adopt and implemented.

31 Renmark Paringa Council Review of the 2016-2020 Community Plan 4.4 Provide strong and informed leadership, advocacy and representation for our community.

4.4.1 Promote the benefits of participating in Local Government elections and community engagement to ensure Council decisions are reflective of community needs and expectations. How is progress on the priority tracking? Has it been completed?

In 2018, the Local Government Elections were held, the G3 worked collaboratively as a region to ensure a strong regional focus. A regional team was formed with Renmark Paringa taking the lead on developing and implementing the communications strategy throughout the phases of the campaign; enrolment, nomination and vote. Although this approach did not result in sizable cost savings it did mean that the communities of the Riverland did not have duplication of advertising and resources. At a practical level, the Deputy Returning Officer from DCLW was able to take all votes from the region to Adelaide with cost savings.

4.4.2 Appropriate Elected Member representation on community committees and external bodies. November 2018, the first meeting of the new term of Council, members are requested to represent Council on community committee and external bodies (including Section 41 committees).

4.4.3 Advocate for the removal of barriers to grow the Riverland region.

Black spot phone towers have been erected in Murtho. The launch of the Lorawan project. Announcement of new senior college. Challenges associated with this priority is attracting qualified personnel to the region to fill jobs, this is heavily reliant on the promotion of the region from a tourism perspective. Active economic development work in collaboration with local landlords to fill vacant commercial tenancies. Proactive planning to enable the release of land onto the market.

32 Renmark Paringa Council Review of the 2016-2020 Community Plan 4.5 Financial management and resourcing.

4.5.1 Exhibit prudent financial management in all council decisions by linking annual business plan processes to Council’s Long Term Financial Plan.

This has been completed, although it is ongoing. Training of staff to better support the process (across the organisation and within the team, still needs to occur). The legislative requirement is a priority as it ensures Council has the financial resources to meet its service needs.

4.5.2 Commission a strategic workforce planning report that filters into Council’s Long Term Financial Plans to ensure Council has sufficient resources to deliver efficient and effective services and outcomes defined in this Community Plan. This has not progressed.

33 Renmark Paringa Council Review of the 2016-2020 Community Plan Core Activities

We will continue to:

Continuously improve our standard of service; This is effectively a repeat of 4.1.4.

Report on the key performance measures identified in our Community Plan on a twelve monthly basis in the Annual Report; This has occurred within successive Annual Reports.

Ensure the continual review and implementation of Work Health and Safety and Risk Management systems for all staff, volunteers and contractors; Over the course of 2019 and 2020, Council has substantially improved it’s performance in regard to WHS. Most internal WHS policies and procedures have been updated in this time. WHS compliance has substantially improved during 2020, with one lost time injury in 2019/20 and none so far in 2020/21.

Manage compliance with relevant State and National Government Statutory Requirements; This is broadly occurring within all facets of Council’s operations.

Annually review Councils Long Term Financial Plan; This has been completed, challenges of the resourcing this can take (time and staff), Council decisions political vs prudent financial management. Training of staff to better support the process (across the organisation and within the team, still needs to occur). The legislative requirement is a priority, ensures Council has financial resources to meet its service needs.

Monitor and review Council’s capacity to provide services linked to Council’s Long Term Financial Plan; This was a particular focal point during the preparation of the 2020/21 Annual Business Plan & Budget and will continue to be a focal point in future years.

Promote the benefits of participating in Local Government elections and implement strategies to increase voter participation; and This is effectively a repeat of 4.4.1.

Review and improve governance structure, policies and decision making processes on a regular basis. Policy Review Committee Meetings are held every quarter to review policies. Since 2016 two Good Governance Self-Assessment Audit has been conducted, resulting in 0 non-compliance areas in 2020. There were 3.4% partially compliant areas identified, these areas are scheduled for review in 2021. It is important this priority continues to ensure Council meet legislative requirements and are open and transparent to the community.

34 Renmark Paringa Council Review of the 2016-2020 Community Plan