Appendix A

South Australian Centre for Economic Studies

Momentum for Change, Summary Statistics and Overview of Individual Councils

Report commissioned by Regional Development Australia Whyalla and Eyre Peninsula

Report prepared by The South Australian Centre for Economic Studies University of Adelaide

June 2016

Copyright: All rights reserved. The Copyright Act 1968 permits fair dealing for study, research, news reporting, criticism or review. Selected passages, tables or diagrams may be reproduced for such purposes provided acknowledgement of the source is included. Otherwise, no part of this publication may be reproduced, stored or transmitted in any form or by any means without the prior permission in writing of the Publisher.

Disclaimer: This study, while embodying the best efforts of the investigators is but an expression of the issues considered most relevant, and neither SACES, the investigators, nor the University of Adelaide can be held responsible for any consequences that ensue from the use of the information in this report. Neither SACES, the investigators, nor the University of Adelaide make any warranty or guarantee regarding the contents of the report, and any warranty or guarantee is disavowed except to the extent that statute makes it unavoidable.

Authors: Associate Professor Michael O’Neil, Executive Director, SA Centre for Economic Studies Mr Mark Trevithick, Research Economist, SA Centre for Economic Studies

Published by: South Australian Centre for Economic Studies University of Adelaide SA 5005 AUSTRALIA Telephone: (61+8) 8313 5555 Facsimile: (61+8) 8313 4916 Internet: http://www.adelaide.edu.au/saces Email: [email protected]

© SA Centre for Economic Studies, 2016

Regional Development Australia Whyalla and Eyre Peninsula: Momentum for Change, Summary Statistics and Overview of Individual Councils Contents

Contents

Executive Summary i

Part A Momentum for Change 1

Part B A Review of Regional Summary Statistics 7

Part C Overview of Individual Councils 16

Bibliography 98

Appendix A: LGA Governance Model for Regional Collaboration: Discussion and Considerations 100

Appendix B: EPLGA: Policy Document on Regional Economic Development Policy 108

Appendix C: Governance Checklist of Compliance with Reporting Requirements 111

Appendix D: Number of Rateable Properties, 2013-2015 from LGGC 116

The SA Centre for Economic Studies June 2016

Regional Development Australia Whyalla and Eyre Peninsula: Momentum for Change, Summary Statistics and Overview of Individual Councils Page i

Executive Summary

A regional economic development strategy, a regional tourism strategy, a regional transport, energy and infrastructure strategy requires a regional body to set policy, to plan, to represent and to “voice” regional priorities.

Development strategy is itself sustainable; it is long-term, far-sighted and requires the consistent application of policies directed towards more fully utilising existing resources (and local assets), attracting and finding more resources (e.g. investment, mining) and improving the skill base and hence productivity of the workforce.

A regional body will understand that success in all of the above derives from the fact that “the sum is greater than the individual parts” and that thinking and planning is about THE FUTURE.

A strong commitment to local identity and democracy will be preserved through existing councils but a commitment to regional planning will be achieved through a new institutional structure. The momentum for change is well documented in recent reviews and reports conducted in a number of jurisdictions.

However, change is not simply contemplated or undertaken “for change sake”. It is undertaken so that the regional agenda, the regional governance structure is fit for the purpose. One purpose, specifically relevant to the Eyre Peninsula is to develop and promote the region as a region of innovation in the renewable industries. Another purpose is to promote and develop the traditional grain and agricultural industries, adding value, reducing transport costs and increasing exports. A further purpose is to improve the adequacy of energy supply, water supply and transport infrastructure to enable investment, employment and population growth. In short, strengthening and building comparative advantages of the Eyre Peninsula region. A stronger economy also provides the resources to address social and community development.

A single regional body comprised of the eleven Eyre Peninsula Councils would place the region as the tenth largest council organisation in terms of population in South Australia.

The Eyre Peninsula region is an economic powerhouse with unlimited opportunities, but regional change, transformation, growth and development requires long-term strategy, vision and commitment. It will ultimately come from local leadership and local actions.

A review of regional statistics suggests Eyre Peninsula councils are more dependent on grants, they generally have fewer rateable properties (the region has 5 of the 7 smallest councils in terms of rateable properties as at 1 January 2015) and six of the top 10 councils in terms of kilometres per 1,000 persons. Slower population growth but high and increasing cost burdens provide further impetus for change.

It is unlikely that rural councils can expect to continue to receive the same level of grant funding. In addition, there is limited scope for councils to increase rate revenue. These are constraints of the status quo.

The object of regional economic development is to change the status quo – increase population and the rateable base, increase tourism (numbers and expenditure), increase output (values and volumes) and exports, improve productivity, enhance infrastructure and address constraints to investment and growth.

Part A of this report considers the ‘momentum for change’ which is essentially concerned with revitalising the role of local government in order that it is able to cooperatively pursue a shared (regional) agenda, to better able to partner with state government and address constraints, opportunities, issues that are essentially intergovernmental in nature.

The impetus for change must start at the local level. The champions of a compelling regional economic development message are local leaders, elected officials, the RDAWEP, business and industry groups and the leaders of NGOs. It is imperative that the Eyre Peninsula community (11 councils and 58,000 people) is able to address high level strategic issues critical to the health and development of the broader regional economy. It requires a stronger statutory regional body that is capable of promoting an inter-governmental regional development strategy in partnership with others.

Part B provides a ‘snapshot’ review of summary statistics of councils on the Eyre Peninsula and provides a comparison with selected, larger metropolitan councils.

Part C provides a more detailed overview of the Strategic and Business Plans of the 11 individual councils and a summary of key themes that emerge from this review.

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Introduction and Context This paper considers a possible new or different governance model for the Whyalla and Eyre Peninsula region. The invitation to consider this question is in fact an additional Terms of Reference submitted by the South Australian Economic Development Board (EDB) to the RDA WEP.

Specifically, the EDB requested the RDA WEP and SACES to report on the following:  to consider a new/different/alternative model proposal for Local Government on the Eyre Peninsula.

The request from the EDB is well meaning in that in an earlier Economic Statement the EDB strongly reiterated “that for South Australia to achieve its full potential it is imperative that our regions fulfil their potential”. The EDB have also strongly supported the adoption of state uniform regional boundaries arguing that this initiative “… promises better collaboration across government agencies through developing shared understandings of commonly defined regions and challenges and opportunities they face.”1

With respect to Eyre Peninsula there is geographical concordance between RDAWEP, the State Government Uniform Regional Boundary called “Eyre and Western”, SATC’s Regional Tourism Organisation, the EPNRM and the eleven councils that comprise the EPLGA. That is to say the Commonwealth through the RDAWEP see Eyre Peninsula as a region and State agencies likewise.

The following discussion and review does not lead to a recommendation – that is not our role – but it does highlight the impetus for change in other jurisdictions (and South Australia) which fundamentally is concerned with effective governance to build and strengthen regional competitiveness. Just as business works in networks – clusters, agglomeration economies, value chains – government also works in networks with other tiers of government, universities, utilities, education and training providers, business and communities. Many of the issues and the development agenda of the Eyre Peninsula region are also intergovernmental in nature, in scale and scope and require a consistent “voice” to represent the potential and opportunities of the region.

Local government needs to be strategic, long-sighted and visionary. Possible new governance arrangements are not simply about efficiencies or scale economies – they are a product of good systems and size (reduce unit costs) – but are concerned with, inter alia, shared vision, innovation, jointly promoting growth of sectors (e.g. tourism, manufacturing), prioritising actions that benefit the region/area, building capacity and continually and systematically building comparative advantage (e.g. lowering costs, expanding export sectors, developing amenity to attract and hold population).

1 Economic Development Board (2003), “Framework for Economic Development in South Australia”.

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Part A: Momentum for Change Revitalising Local Government: Independent Local Government Review Panel Revitalising Local Government (2013) was the title of a final report by the New South Wales Independent Local Government Review Panel appointed by the New South Wales Government to “investigate and identify options for governance models, structural arrangements and boundary changes for local government in New South Wales”. The ‘problem was defined’ as:  to remain ‘fit for the purpose’ local government requires new approaches to regional cooperation;  evidence shows councils are at risk from weak revenues, infrastructure backlogs and declining populations;  very few councils are realising their full potential as partners in the system of government; and  need to improve relations with state agencies for joint planning and cooperative policy development (i.e.: partners in one public sector, not competitors).

The Review Panel concluded that: “a strong commitment to local identity and democracy does not rule out creating larger council areas to improve efficiency and effectiveness’. The panel considered statutory groupings established under the Local Government Act of local councils under “Joint Organisations’ to undertake high level functions with smaller rural councils having reduced legislative and compliance responsibilities and that such a structure offered an alternative to amalgamations preserving democratic government but with added capacity. Local councils would remain the core of the system but Joint Organisations “would be embedded in the system of local government” (p. 92)

With respect to South Australia a Joint Organisation or similar body as a new form of governance model would differ from the current voluntary groupings such as the EPLGA, SAROC and the Provincial Cities Association as they would be embedded in the system of local government. The New South Wales Panel commented: “that the embedded culture of ROCs is one of voluntarism, either in membership or participation in joint activities or both. Their scope of operations and effectiveness varies too much … Without stronger statutory regional bodies whose roles and functions are fixed over the medium-long term, it is difficult to see local government as whole being able to present itself as a reliable and a capable partner of State agencies” (p. 79)

NSW Independent Pricing and Regulatory Tribunal (IPART) The most recent review of New South Wales councils by the Independent Pricing and Regulatory Tribunal (IPART) followed directly from the Revitalising Local Government report. IPART has essentially taken the earlier report and applied more rigorous scale, capacity and financial assessment methodologies to report on whether councils could be considered to be ‘fit for the future’. It found some two thirds of councils were considered not fit for the future and recommended the number of councils be reduced from 152 to 112. It recommended that the 109 New South Wales Regional Councils be reduced to 87. The IPART report referred to the number of councils by population size as a ‘relative comparative basis’ where currently the average population per council is New South Wales 47,500; Victoria 70,220; Queensland 61,900; and South Australia 23,800.

Council were considered “Fit For The Future” (FFTF) if they satisfied the following four criteria:  scale and capacity: and then able to meet  three other criteria for financial capacity, the criteria being (a) sustainability, (b) effective infrastructure and service management and efficiency which were based on operating performance ratios, and (c) own source revenue and various asset ratios.

Relevant to smaller councils on the Eyre Peninsula, the New South Wales IPART review considered that where a council could demonstrate that the majority of Rural Council Characteristics listed in Box A.1 applied to its circumstances then it could put forward a Rural Council Proposal, notwithstanding that such a council may operate through a larger regional Joint Organisation. The basis for assessment with respect to a Rural Council was that “it demonstrated that it will achieve real change to improve its capacity, and ultimately, its sustainability” through matters such as resource sharing, shared administration, streamlined planning and governance and options for improving service delivery.

That is to say, an existing council may retain its identity but would have to identify what changes it would make and how it would operate to improve capacity and ultimately its sustainability to become FFTF.

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Box A.1: Rural Council Characteristics (RCC)

1. Small and static or declining population spread over a large area 2. Local economies that are based on agricultural or resource industries 3. High operating costs associated with a dispersed population and limited opportunities for return on investment

4. High importance of retaining local identity, social capital and capacity for service delivery

5. Low rate base and high grant reliance 6. Difficulty in attracting and retaining skilled and experienced staff 7. Challenges in financial sustainability and provision of adequate services and infrastructure 8. Long distance to a major (or sub) regional centre

9. Limited options for mergers.

The proposed reforms in New South Wales are not simply about the sustainability and capability of local councils. The purpose is to enable councils to be ‘strategic partners with other levels of government’. The ultimate goal is that councils have enhanced strategic capacity.

This is the key point: a need for councils to shift their focus towards a more strategic view of their operations, to better be able to respond to needs of communities, to take on new functions, that economies of scale and scope can lead to improved services and savings to support new infrastructure and services, .

The proposed changes in New South Wales are a response to the reality of changing economies and population movements such that regional and rural councils cannot continue to expect “an increase in grant funding indefinitely to support councils that are unnecessarily small, lack capacity and build excessive costs into the system” (IPART p. 20)

The South Australian Sustainable Budget Commission (2010)2 The Sustainable Budget Commission made one recommendation directly related to local government and local service delivery although the Commission’s focus was principally State Government budgetary savings and improved service delivery.

Rec 25: Provision of local government services. The Commission recommended:  services or programs best delivered by local government should not be provided and /or duplicated by state government agencies; and  as an extension to the boundary reforms of the 1990s, further boundary reform (i.e. larger and fewer councils) be undertaken to strengthen the revenue base of local government in South Australia.

Here the Commission referred to the “revenue base for local government and long- term financial sustainability, further efficiencies through economies of scale, improved utilisation of assets and cessation of duplicate services, (particularly in support and back-office functions) could be achieved through the rationalisation of councils in South Australia.”

The Council of the Future: Report of the Local Excellence Panel3,4 In a review of local councils in South Australia the review panel headed by Mr Greg Crafter recommended the following preferred approach be adopted in South Australia.

Recommendations  That Regional Councils be established across all areas of the State where there are local Councils and all Councils should be required to be an active member of one; and  That a Regional Strategic Partnership be established alongside each Regional Council.

The panel further recommended that councils with the support of the relevant State Government department collaborate with other councils to develop regional development plans. Plans might include the scope of economic development but could also include sector specific or topic specific plans such as for tourism, health, aged care, education, new industries and so on. (Note: an obligation here on the part of State government and agencies.) The panel outlined its preferred approach and the key elements are set out in that report.

2 Source: Budget Improvement Measures: Restoring Sustainable State Finances, Second report by the Sustainable Budget Commission, Volume 1 August (2010). 3 Strengthening South Australian Communities in a Changing World - The Council of the Future, December 2013, sometimes referred to as the Crafter Review . 4 The LGA commissioned further reports on governance models, see Tate, J. Governance models for regional Collaboration and Partnership projects Oct 2015.

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Suffice to say, the approach included regional councils to consist of the mayors of member councils, the functions of regional councils each with their own CEO and core secretariat be determined by negotiation, while existing councils would continue to operate as separate, directly elected entities providing local services and representation for their communities. Regional councils would sit firmly within the system of local government.

The Panel concluded, as two independent reviews likewise concluded with respect to councils in New South Wales, that local government in South Australia is very much ‘at the crossroads’. To make no decisions and trying to continue in the same way as today will simply set Local Government on a path of steady decline. The panel reiterated the ‘current problems’ as highlighted in the New South Wales reports in identifying a diverse range of drivers for change:  changes in State and Federal Government policy;  declining capacity (in real terms) of State and Federal Governments;  pressures to reduce ‘red tape’ and simplify Government processes;  growth of globalisation with consequent significant international influences on agriculture, manufacturing, engineering and construction;  limited scope for some Councils to increase rate revenues;  pressures to provide a greater range of services;  an ageing population and the loss of skilled, young people to access greater career opportunities interstate and overseas;  declining rural population;  climate change and the need for responses; and  the need to retain the notion of ‘place’ as lifestyles and communities change.

We would add that there are very significant differences between regional South Australia and metropolitan Adelaide and that there a multiple reasons as to why regional South Australia feels neglected in policy and funding terms. Regional Councils would provide the platform for a stronger regional voice through their regional development plan(s) advocating for, inter alia, major developments, infrastructure for transport, communications, water supply and energy, industry development and possess a greater ability to leverage funds.

If the Whyalla and Eyre region’s population was aggregated it would rank in council size at number 10 just behind West Torrens and above Campbelltown. It would represent 3.4 per cent of the state’s population growing at 0.4 per cent per annum (2004 to 2014) An Eyre Regional Council would represent 58,000+ plus population, the tenth largest council by population size let alone its standing as a regional economic powerhouse with a gross regional product in excess of $4.2 billion and regional exports of $4.1 billion.

The average population of the 19 metropolitan councils is 63,000 persons, so an Eyre Regional council would approximate that average. Currently the average population of the 49 South Australia non-metropolitan councils is only 9,000 persons so only the two Eyre Provincial Cities exceed that average, the other nine councils are well below that average and five of the 11 councils (as in Table A.1) have fewer residents in 2014 than in 2004. There are seven councils ranked 51 or higher out of 68 councils (Table A.1).

Productivity to Population Growth Regional cities and small towns on the Eyre Peninsula exhibit faster productivity and output growth than metropolitan centres in Adelaide. Gross Regional Product (GRP) per capita is on average higher in the EP region than the average for South Australia. The underlying reason for this is the output per employee in the agricultural and mining sectors and the higher capital to labour ratio in these two sectors as well as the manufacturing sector in these cities and towns. One implication from this stronger economic performance is the reduction in demand for labour which can be turned around on the back of new investment in more efficient transport, energy and water supply, in the broad range of renewable technologies (that eventually lower input costs) and further development of labour intensive industries such as tourism and retail. Population growth will then follow in response to expansion of industry, a diversification of the economic base of the region, the requirement for human services (e.g. health, education, personal services) and perhaps lifestyle choices that individuals and families make (e.g. employment growth, quality of life in the region, escape city congestion, affordable housing, etc.

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Table A.1: Estimated resident population and council rank by population

ERP at 30 June 2004 2014p Local Government Area No. No. Council Ranked by population

Whyalla (C) 21,947 22,754 20 Port Lincoln (C) 13,993 14,888 27 Lower Eyre Peninsula (DC) 4,345 5,079 45 Ceduna (DC) 3,676 3,696 51 Tumby Bay (DC) 2,595 2,642 54 Streaky Bay (DC) 2,015 2,251 57 Cleve (DC) 1,976 1,808 60 Wudinna (DC) 1,391 1,284 64 Franklin Harbour (DC) 1,243 1,227 65 Kimba (DC) 1,183 1,101 66 Elliston (DC) 1,175 1,068 67 Source: ABS, Regional Population Growth, Australia, Cat No. 3218.0.

The Panel also noted existing support for increased regional collaboration, legislative provisions to support stronger regional structures, the need to integrate regional planning and the need for more sharing arrangements (e.g. shared services such as care for coastal environments, compliance and regulation, waste services, etc.).

Scale economies are not just about efficiencies but they are about ‘thinking about how to co-ordinate planning and taking joint action’. For example. RDAWEP has 9 of 11 councils with a coastal frontage. A joint submission and joint action might involve grant funding for new and upgrades to existing boat ramps and boat anchorage right across the region, coastal infrastructure to protect against rising sea levels, same for caravan parks, the same for other beachside amenities and then the co-ordination of marketing and promotion of facilities to improve and market regional tourism amenity. The same joint approach applies to upgrade of heritage buildings.

Figure A.1 illustrates the model that the Panel had in mind in terms of regional arrangements.

Figure A.1

(Governing Body of Mayors) Stakeholders)

Business Units

NRM

The Panel was of the view that a “Regional Council may be formed by several existing Councils but the communities governed by the present Councils must continue to enjoy and develop governance over those community matters of direct concern to them”. Current and potential matters for regional planning and collaboration in the region include water and energy supply, renewables and energy efficiency, storm water capture and use, adaption to climate change with the prospect of new industry and employment opportunities, the need for integrated transport arrangements and regional natural resource management5. The model allows for services to be delivered on behalf of State and Commonwealth Government, it allows for multi-sector projects and programs.

A potential model for the Eyre Peninsula with key strategic functional units is shown in Figure A.2 which aligns with Commonwealth and State frameworks. A statutory regional council with the RDAWEP as the key implementation body is the preferred model.

5 The Panel recommended that the NRM function be one of the functions of future regional Councils.

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Figure A.2

EYRE PENINSULA REGIONAL ORGANISATION OF COUNCILS (EPROC)

RETAIN INDIVIDUAL COUNCILS

CEO AND SECRETARIAT1

STRATEGIC BUSINESS UNITS* PARTNERSHPS AS REQUIRED2

ECONOMIC AND RESOURCE COMMUNITY AND ENVIRONMENTAL OPERATIONAL BUSINESS DEVELOPMENT SOCIAL DEVELOPMENT DEVELOPMENT DEVELOPMENT DEVELOPMENT

 Mining  Human Capital  Climate Change  Major Projects  Efficiencies  Energy  Education/Skills  NRM  Industry Advisory  Procurement  Water  Health  Coastal Protection Teams  Shared Services  Transport  Facilities  Native Vegetation  Investment  Shared Priorities  Port  Indigenous  National Parks  Market Access  Shared Projects  Rail  NGOs  Product Markets  Joint $ Bids  Value Adding  Services  Tourism  Research Note: 1 RDAWEP unit with additional staff (from councils) and state government (potentially). 2 Capacity to draw in Strategic Partnerships/personnel. * Business units could each have separate specific standing committee. * Units and standing committees provide for external expertise. * Operational development unit provide one consolidated regional report to government.

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State-Local Government Relations Agreement Signed A State-Local Government Relations agreement signed in January 2015 aims to achieve a closer strategic alignment between the two spheres of government. The agreement recognises the need for State and Local Government to work collaboratively to achieve better outcomes for all South Australian communities through improved efficiency, effectiveness and co-ordination of State services and infrastructure.

It commits both spheres of government to regular and effective communication, consultation and negotiation on implementing key policies, legislative proposals and significant projects affecting both parties. The agreement also recognises the value in seeking each other’s support when making representations to the Commonwealth on matters of significance affecting State and Local Government.

The meeting also agreed on the scope for potential Local Government reforms to enhance capacity building, identifying and addressing efficiencies within Local Government and between State and Local Government.

One objective of the agreement was to provide a strong focus on regional and economic development through addressing issues explored by the LGA’s own Local Excellence Expert Panel and the State Government’s Expert Panel on Planning Reform. Potential opportunities for joint State-Local Government approaches to progressing infrastructure of regional importance that underpins economic growth were noted in the original agreement. The Eyre Peninsula needs to act on this agreement and “voice and advance” priorities to strengthen the regions comparative advantage.

At a further meeting of the Premier’s State/Local Government Forum on the issue of local government reform, a communiqué noted the following: “The State Government commended the LGA on developing and endorsing a legislative framework for revising the Local Government Act 1999 on potential council boundary changes and structural reform. Those reforms could provide efficient and effective processes for achieving minor and significant shifts in council boundaries that deliver improved outcomes for communities. The State Government is in the process of providing a formal response to the LGA’s proposals and it is anticipated that legislation necessary to enable boundary change reform would be introduced into Parliament late in 2016. The LGA also reported progress to the Forum about the development of effective regional governance models and agreed to provide suggested legislative amendments in early 2016, which could be progressed along with legislation enabling boundary change reform.”

Following on from the Local Excellence Expert Panel’s work and agreements established in the State/Local Government Forum, and including commissioned reports on governance models for regional collaboration the LGA has prepared a paper on regional governance, it has sought feedback and “anticipates that provisions to enable flexible regional structures will form part of a Local Government Act Amendment Bill in 2016”.6 The LGA discussion paper on governance models for regional collaboration is included at Appendix A.

In several regards the draft framework developed by the LGA “proposes a substantial departure from the existing structure and operation of regional models”.7 The key regionalisation objectives for consideration are:  commitment and purpose (i.e. success of the model);  flexibility (i.e. diversity of regions, no one size fits all);  autonomy (i.e. decisions are binding, more certainty);  commercialisation and profitability (i.e. innovative practices);  efficiency and continuous improvement;  professionalism (i.e. membership to reflect purpose); and  non-traditional service delivery (i.e. partnerships, collaboration).

Appendix B is the current policy statement by the EPLGA on Regional Economic Development Policy.

Appendix C is an illustration of the volume of compliance matters required of each local council. It is not a comprehensive list but is included to illustrate administrative compliance tasks that absorb limited resources, that deflect attention from the future and where some could be reported at a regional level. Simply put, some are essential and are appropriate with respect to obligations of government and use of public funds; some are not; some could be grouped as a regional statement of compliance; and a review of some functions confirms they are not related to any measureable outcomes.

6 LGA of SA, Regional Governance Framework Consultation, January 2016. 7 Ibid, (p. 1).

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Part B: A Review of Regional Summary Statistics To gain a comparative overview of councils on the Eyre Peninsula summary statistics has been grouped under the following headings: population and area, staffing, finances and current trends.

Comparative statistics for the three most populous councils in metropolitan Adelaide, i.e. Onkaparinga, Playford and Salisbury are also included in the tables for reference. Differences between those councils with small populations and councils with larger populations are noted.

The summary statistics generally point to high and rising cost pressures on councils and a decline in revenues. The data highlights the more limited rates base available to EP councils relative to the geographical size of the region and dispersed populations. These realities mean that there is a greater reliance on grant revenues (which are under threat), difficulties in attracting and retaining skilled staff and pressures on service delivery. It is more difficult then for councils to play a more active role in supporting economic development opportunities as they arise and to have the resources to do so.

Regional population and area (Table B.1):  consists of eleven councils (9 small and 2 large – Whyalla and Port Lincoln);  combined estimated resident population (ERP) of eleven councils was 57,798 as at 2014, covering an area of 44,048 sq/km’s;  small councils comprise 35 per cent of Eyre Peninsula’s ERP and 98 per cent of the land area;  large councils comprise 65 per cent of Eyre Peninsula’s ERP and 2 per cent of the land area;  average population density across small councils is 0.5 persons per sq/km; compared with 34 persons per sq/km across large councils.

Table B.1: Size of councils, Eyre Peninsula, Metropolitan Councils, ERP and area, 2014

Estimated resident Estimated resident population (2014), Area (sq/kms), per Ratio (persons per population (2014) Area (sq/kms) per cent of region cent of region sq/km)

Eyre Peninsula councils Ceduna 3,696 5,420 6 12 0.7 Cleve 1,808 5,019 3 11 0.4 Elliston 1,068 6,739 2 15 0.2 Franklin Harbour 1,227 2,756 2 6 0.4 Kimba 1,101 3,984 2 9 0.3 Lower Eyre Peninsula 5,079 4,721 9 11 1.1 Port Lincoln (Large) 14,888 30.0 26 0.1 489.7 Streaky Bay 2,251 6,247 4 14 0.4 Tumby Bay 2,642 2,669 5 6 1.0 Whyalla (Large) 22,754 1,070 39 2 21.3 Wudinna 1,284 5,394 2 12 0.2 Total small councils 20,156 42,948 35 98 0.5 Total large councils 37,642 1,100 65 2 34.2 Total Eyre Peninsula region 57,798 44,048 100 100 1.3

Metropolitan councils Onkaparinga 167,659 518 0.05 323.6 Playford 86,869 345 0.04 251.9 Salisbury 137,310 158 0.02 869.1 Total large metropolitan 391,838 1,021 0.10 383.8 South Australia 1,685,714 984,179 100 100 1.7 Source: ABS, Regional Population Growth, Australia, Cat no. 3218.0 and SACES calculations.

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Staffing (Table B.2)  the smaller Eyre Peninsula councils have a lower ratio of residents per council employee and generally (but not always) a lower ratio of employee costs/council employee;  small councils have a significantly lower ratio of “residents/council employee” at 91 compared to large councils with 217 for the two larger councils with all EP Councils below the metropolitan average;  while small councils have lower costs per employee at $63,936 compared to large councils at $76,178 this reflects budget constraints and a more limited capacity to provide a greater range of services and functions.

Table B.2: Councils and South Australia, 2013/14

Ratio: Estimated resident Council employees Employee costs population/Council Ratio: (FTE's) ($000) employee (FTE's) Costs/employee ($)

Eyre Peninsula councils Ceduna 39 2,646 95 67,673 Cleve 22 1,370 81 61,161 Elliston 13 1,023 82 78,692 Franklin Harbour 17 1,019 72 59,941 Kimba 16 1,213 70 76,772 Lower Eyre Peninsula 37 2,314 138 62,710 Port Lincoln (Large) 50 3,799 299 76,285 Streaky Bay 34 1,638 67 48,896 Tumby Bay 22 1,618 122 74,907 Whyalla (Large) 123 9,395 184 76,135 Wudinna 21 1,244 61 59,238 Total small councils 220 14,085 91 63,936 Total large councils 173 13,194 217 76,178 Total Eyre Peninsula region 394 27,279 147 69,324

Metropolitan councils Onkaparinga 653 54,205 257 82,984 Playford 387 30,252 224 78,150 Salisbury 442 35,098 311 79,425 Total (three metropolitan councils) 1,482 119,555 264 80,661 All South Australian councils 8,785 696,921 192 79,331 Source: South Australian Local Government Grants Commission and SACES calculations.

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Finances Operating revenue by items - per cent of total (Table B.3):  operating revenues for the Eyre Peninsula region (as a share of total operating revenue) are sourced from a combination of “General Rates”, “Other Rates and Charges”, “Grants” and “All Other Revenues;  the three metropolitan councils primarily source operating revenues from “General Rates” (average of 77 per cent);  small councils on the EP sourced 47 per cent of operating revenue from general rates, the comparable figure for two larger Eyre Peninsula councils is 57 per cent, again well below the metropolitan average;  small councils sourced 21 per cent of operating revenues from “Government Grants, Subsidies and Contributions”, the comparable figure for the two larger Eyre Peninsula councils is 10 per cent and 11 per cent for metropolitan councils;  the lower general rate raising capacity and the higher reliance on grants/subsidies is not sustainable, it increases the vulnerability of councils and ultimately community services to residents;  compared with the metropolitan councils of Onkaparinga, Playford and Salisbury small councils on Eyre Peninsula have lower general rates raising capacity and require higher levels of assistance from governments;  Eyre Peninsula’s two large councils have a greater general rates raising capacity and less reliance on government assistance compared with small councils.

Table B.3: Operating revenues items as per cents of total operating revenue, Eyre Peninsula, Metropolitan Councils and South Australia, 2013/14

Operating revenue items (per cent of total operating revenue) Other Rates and Grants, Subsidies All Other Total Operating General Rates Charges and Contributions Revenues(a) Revenue(b)

Eyre Peninsula councils Ceduna 43 17 17 24 100 Cleve 56 11 22 12 100 Elliston 51 11 30 10 100 Franklin Harbour 46 3 33 19 100 Kimba 44 5 33 18 100 Lower Eyre Peninsula 50 10 10 31 100 Port Lincoln 59 14 7 21 100 Streaky Bay 39 7 23 31 100 Tumby Bay 56 19 15 11 100 Whyalla 55 14 11 21 100 Wudinna 41 5 39 16 100 Total small councils 47 11 21 22 100 Total large councils 57 14 10 21 100 Total Eyre Peninsula region 52 13 16 21 100

Metropolitan councils Onkaparinga 77 5 11 9 100 Playford 79 3 14 9 100 Salisbury 76 2 10 13 100 Total (three metropolitan councils) 77 4 11 10 100 All South Australian councils 68 7 11 16 100 Note: (a) = Includes statutory charges, user charges, investment income, reimbursements, other revenue and profits from joint ventures and associates. (b) = "General Rates" and "Other Rates and Charges" includes Mandatory and discretionary rebates and remissions and write-offs, therefore per cents may not sum to 100. Source: South Australian Local Government Grants Commission.

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Operating revenue by items - revenue/person ($) (Table B.4):  total operating revenue per person is significantly higher for Eyre Peninsula councils relative to the larger metropolitan councils;  small councils have significantly higher operating revenue per person ($2,298/person) compared with the two larger councils ($1,089/person);  Eyre Peninsula’s two large councils have revenue charges/person for “General Rates” and “Government Grants, Subsidies and Contributions” comparable with the three metropolitan councils, while charges/person for “Other Rates and Charges” and “All Other Revenues” are significantly higher.

Table B.4: Operating revenue items, $/person, Eyre Peninsula, Metropolitan Councils and South Australia, 2013/14

Operating revenues ($/person) Other Rates and Grants, Subsidies All Other Total Operating General Rates Charges and Contributions Revenues(a) Revenue(b)

Eyre Peninsula councils Ceduna 965 387 375 544 2,271 Cleve 1,195 239 475 249 2,159 Elliston 1,605 336 960 313 3,213 Franklin Harbour 914 55 655 382 2,007 Kimba 1,210 143 896 504 2,753 Lower Eyre Peninsula 951 182 186 587 1,906 Port Lincoln (Large) 609 145 75 217 1,046 Streaky Bay 1,158 207 661 924 2,951 Tumby Bay 1,125 377 311 227 2,040 Whyalla (Large) 609 159 120 228 1,117 Wudinna 1,065 126 1,021 431 2,643 Total small councils 1,075 248 478 498 2,298 Total large councils 609 154 102 224 1,089 Total Eyre Peninsula region 772 186 233 319 1,511

Metropolitan councils Onkaparinga 622 43 88 70 823 Playford 705 26 123 76 930 Salisbury 579 17 78 95 769 Total (three metropolitan councils) 626 30 92 80 828 All South Australian councils 783 76 127 186 1,172 Note: (a) = Includes statutory charges, user charges, investment income, reimbursements, other revenue and profits from joint ventures and associates. (b) = "General Rates" and "Other Rates and Charges" includes Mandatory and discretionary rebates and remissions and write-offs. Source: South Australian Local Government Grants Commission.

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Operating expenses by item - per cent of total (Table B.5):  operating expense items for the Eyre Peninsula region (as a share of total operating expenses) are largest for “Materials, Contracts and Other Expenses” and “Employee Costs”;  employee costs represent a smaller proportion of the Eyre Peninsula region’s total operating expenses compared with the three metropolitan councils which reflects a more limited range of services provided to the community;  all Eyre Peninsula councils run operating deficits (expenses exceed revenue) ranging from -0.9 to - 32 per cent of total expenses with the smaller councils running larger operating deficits.

Table B.5 Operating expense items as per cent of total operating expenses, Eyre Peninsula, Metropolitan Councils and South Australia, 2013/14

Operating expense item (per cent of total operating expense) Materials, Contracts and Total Operating Operating Employee Costs Other Expenses Other(a) Expenses Surplus/(Deficit)

Eyre Peninsula councils Ceduna 29 41 30 100 -11.0 Cleve 35 35 30 100 -0.9 Elliston 25 47 28 100 -16.6 Franklin Harbour 28 42 30 100 -32.0 Kimba 35 39 26 100 -12.6 Lower Eyre Peninsula 23 44 33 100 -3.5 Port Lincoln (Large) 25 57 18 100 -1.2 Streaky Bay 23 45 32 100 -9.5 Tumby Bay 25 48 27 100 -16.4 Whyalla (Large) 34 44 22 100 -9.7 Wudinna 30 22 48 100 -17.8 Total small councils 27 42 31 100 -11.8 Total large councils 30 49 21 100 -6.7 Total Eyre Peninsula region 29 45 26 100 -9.5

Metropolitan councils Onkaparinga 38 41 21 100 -3.9 Playford 37 38 25 100 -6.9 Salisbury 34 43 23 100 0.5 Total (three metropolitan councils) 37 41 22 100 -3.3 All South Australian councils 35 41 24 100 -2.5 Note: (a) = other costs include "Finance Costs" and "Depreciation, Amortisation and Impairment" and "Share of Loss - Joint Ventures & Associates". Source: South Australian Local Government Grants Commission.

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Operating expenses by item - expenses/person ($) (Table B.6):  Eyre Peninsula councils report higher total operating expenses per person than their metropolitan councils;  smaller councils have higher employee costs per person at $699 than larger councils at $350 per person;  average materials, contracts and other expenses per person in small councils was $1,072 per person; compared with $562 per person the two larger councils.

Table B.6: Operating expenses, $/person, Eyre Peninsula and Metropolitan Councils and South Australia, 2013/14

Operating expense item ($/person) Materials, Contracts and Total Operating Operating Employee Costs Other Expenses Other(a) Expenses Surplus/(Deficit)

Eyre Peninsula councils Ceduna 716 1,039 740 2,495 -274 Cleve 758 745 644 2,147 -20 Elliston 958 1,780 1,049 3,787 -627 Franklin Harbour 830 1,237 860 2,927 -936 Kimba 1,102 1,202 825 3,129 -395 Lower Eyre Peninsula 456 866 637 1,959 -68 Port Lincoln (Large) 255 597 188 1,040 -13 Streaky Bay 728 1,473 1,045 3,246 -309 Tumby Bay 612 1,154 646 2,412 -396 Whyalla (Large) 413 538 271 1,222 -118 Wudinna 969 705 1,515 3,189 -568 Total small councils 699 1,072 805 2,576 -304 Total large councils 350 562 238 1,150 -77 Total Eyre Peninsula region 472 739 436 1,647 -156

Metropolitan councils Onkaparinga 323 348 173 844 -33 Playford 349 368 238 955 -66 Salisbury 256 328 170 754 4 Total (three metropolitan councils) 305 345 187 837 -27 All South Australian councils 414 484 281 1,179 -30 Note: (a) = other costs include "Finance Costs" and "Depreciation, Amortisation and Impairment" and "Share of Loss - Joint Ventures & Associates". Source: South Australian Local Government Grants Commission.

Operating expenses by council function - per cent of total (Table B.7):  operating expenses by function for the Eyre Peninsula councils as a share of total operating expenses are largest for transport 36 per cent, recreation 13 per cent and waste management 13 per cent;  smaller councils spend 46 per cent of operating expenditure by function on transport, the comparable figure for Eyre Peninsula’s two larger councils is 25 per cent;  small councils incur lower operating expenses by function for recreation (10 per cent) and waste management (8 per cent), the comparable figures are 17 per cent and 18 per cent respectively for the two larger councils.

Operating expenses by council function - expenses/person ($) (Table B.8):  the Eyre Peninsula councils record higher total operating expenses/person by function relative to these metropolitan councils;  small councils have significantly higher transport expenses per person compared to larger councils (average transport expense per person across small councils is $1,040 per person; compared with $274 per person for the two larger councils);  average waste management expenses per person across small councils is $190 per person; $201 per person for the two larger councils.

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Table B.7: Operating expenses by council function as per cent of total operating expense, Eyre Peninsula, Metropolitan Councils and South Australia, 2013/14

Operating expenses by function (per cent of total operating expense) Total Community Operating Business Public Order Support and Economic Waste Other Expenses by Undertakings and Safety Amenities Services(a) Development Management Environment Recreation Transport Function(b)

Eyre Peninsula councils Ceduna 19 6 6 5 8 5 5 10 36 100 Cleve 4 1 10 7 2 12 6 14 45 100 Elliston 4 1 11 3 2 14 6 9 50 100 Franklin Harbour 6 0 5 4 1 9 3 7 64 100 Kimba 15 1 6 4 4 9 4 12 45 100 Lower Eyre Peninsula 9 1 5 7 1 10 5 5 57 100 Port Lincoln (Large) 1 3 3 17 2 23 17 17 18 100 Streaky Bay 28 1 6 9 4 5 5 11 31 100 Tumby Bay 11 2 7 9 2 9 5 17 38 100 Whyalla (Large) 0 0 10 13 5 15 10 17 29 100 Wudinna 7 0 5 6 1 6 7 6 62 100 Total small councils 13 2 7 6 3 8 5 10 46 100 Total large councils 0 1 8 14 4 18 12 17 25 100 Total Eyre Peninsula region 7 2 7 10 4 13 9 13 36 100

Metropolitan councils Onkaparinga 4 1 11 17 3 11 13 17 23 100 Playford 2 1 11 19 7 11 19 16 13 100 Salisbury 1 1 10 17 2 13 15 22 20 100 Total (three metropolitan councils) 2 1 11 18 4 12 15 19 19 100 All South Australian councils 7 1 10 18 4 10 12 15 22 100 Note: (a) = includes: health, library, cultural, agricultural and regulatory. (b) = the sum of individual operating expenses by function may not sum to 100 per cent due to rounding. Source: South Australian Local Government Grants Commission.

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Table B.8: Operating expenses by council function, $/person, Eyre Peninsula, Metropolitan Councils and South Australia, 2013/14

Operating expenses by function ($/person) Total Community Operating Business Public Order Support and Economic Waste Other Expenses by Undertakings and Safety Amenities Services(a) Development Management Environment Recreation Transport Function(b)

Eyre Peninsula councils Ceduna 423 121 130 111 174 110 114 220 788 2,191 Cleve 78 10 168 114 40 216 98 247 785 1,755 Elliston 145 43 397 92 59 490 227 304 1,757 3,513 Franklin Harbour 165 12 140 109 33 235 86 182 1,717 2,680 Kimba 344 33 144 82 94 205 101 272 1,054 2,329 Lower Eyre Peninsula 172 27 98 124 10 194 92 93 1,082 1,891 Port Lincoln (Large) 11 25 31 164 22 229 167 163 175 987 Streaky Bay 725 26 164 246 92 137 127 300 815 2,633 Tumby Bay 251 42 159 201 49 192 123 387 850 2,256 Whyalla (Large) 0 5 123 151 64 183 116 204 338 1,184 Wudinna 178 0 125 133 27 148 157 151 1,495 2,414 Total small councils 290 43 148 140 67 190 116 222 1,040 2,256 Total large councils 4 13 87 156 47 201 136 188 274 1,106 Total Eyre Peninsula region 104 23 108 151 54 197 129 200 541 1,507

Metropolitan councils Onkaparinga 32 11 87 140 25 91 107 143 188 824 Playford 19 7 101 173 61 103 172 148 113 896 Salisbury 2 9 75 123 16 94 108 161 144 732 Total (three metropolitan councils) 20 9 86 142 29 95 121 151 156 809 All South Australian councils 76 11 115 205 45 115 133 171 240 1,110 Note: (a) = includes: health, library, cultural, agricultural and regulatory. (b) = the sum of individual operating expenses by function may not sum to total due to rounding. Source: South Australian Local Government Grants Commission.

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Current trends (Table B.9)  evidence of low population growth and in some cases population decline in small councils;  compared with the three metropolitan councils, the Eyre Peninsula region has a significantly lower rate of population growth;  rates revenue is increasing faster than the Consumer Price Index (CPI) for all councils;  low growth in the number of rateable properties and in some cases decline;  moderate growth in staff numbers across the eleven councils but with declining staff numbers recorded by some councils;  mixed pattern of rising and declining employee costs as a result of changes in staff numbers.

Table B.9: Council trends and compound average growth rates (CAGR) for past three years, Eyre Peninsula, Metropolitan Councils and South Australia: 2010/11 to 2013/14

Council trends Estimated Rates Number of Council Total council Cost per resident revenue rateable employees employee employee population CAGR: properties CAGR: costs CAGR: costs CAGR: CAGR: 2011 2010/11 to CAGR: Jan 2010/11 - 2010/11 - 2010/11 - to 2014 2013/14 13 to Jan 15(a) 2013/14 2013/14 2013/14

Eyre Peninsula councils Ceduna 0.9 7.4 -0.1 -4.3 30.5 36.3 Cleve -0.1 5.9 2.1 -0.1 37.8 38.1 Elliston 0.1 4.4 -0.5 3.9 -21.6 -24.6 Franklin Harbour -0.3 6.5 -1.5 4.5 -4.7 -8.8 Kimba -0.1 6.4 0.1 -0.4 -12.0 -11.7 Lower Eyre Peninsula 0.4 6.9 0.6 2.7 24.7 21.4 Port Lincoln (Large) 1.0 9.3 -1.4 4.6 46.1 39.6 Streaky Bay 1.2 7.1 0.1 5.8 17.6 11.1 Tumby Bay 0.3 8.7 -0.3 -0.9 19.0 20.1 Whyalla (Large) 0.3 9.2 -0.1 1.3 3.9 2.5 Wudinna 0.1 5.1 -0.4 -3.0 -26.1 -23.8 Total small councils 0.4 6.8 0.1 0.5 2.6 2.1 Total large councils 0.6 9.2 -0.6 2.2 11.2 8.7 Total Eyre Peninsula region 0.5 8.1 -0.3 1.2 6.4 -1.2

Metropolitan councils Onkaparinga 0.9 n.a 0.2 n.a n.a n.a Playford 2.5 n.a 0.7 n.a n.a n.a Salisbury 1.1 n.a 0.4 n.a n.a n.a Total (three metropolitan councils) 1.3 n.a 0.4 n.a n.a n.a All South Australian councils 0.9 n.a -0.4 n.a n.a n.a Note: (a) = trend for past two years, number of rateable properties 2013-2015 from LGGC shown in Appendix D. Source: South Australian Local Government Grants Commission, Tony Irvine Chief Executive of the EPLGA, ABS, Regional Population Growth, Australia, Cat no. 3218.0 and SACES calculations.

A Final Comment Local Councils on the Eyre Peninsula are experiencing real “survival challenges” in part because of the following:  large number of small councils spread across a wide area;  small rates base and constraints on revenue raising (with a shrinking rate base in some areas);  low population growth (with declining population in some areas);  dependence on government support (overreliance on grants, subsidies and/or contributions);  insufficient revenues to cover expenses (operating deficits);  increase in running costs of councils;  high cost burdens associated with transport (especially maintaining roads);  high procurement costs;  higher costs associated with reporting obligations required under the Local Government Act of South Australia - see Appendix C for the council compliance checklist; and  long-term trend of increasing expenses due to rising operating costs. It is simply not possible to ignore the historical pathway of events – in, inter alia, population and demography, transport, communications, on-farm efficiencies, mobility of people/residents – that is impacting on a number of councils in the Eyre Peninsula.

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Part C: Overview of Individual Councils

What is often not reported in consultant documents, council agenda papers or other public documents is the overwhelming sense of pride and commitment to the region, its people and environment that is evident across the Eyre Peninsula. Individual communities are proud and protective of their pristine environment, they are strong and protective of their coastal environment, supportive of conservation and determined to protect and advance the lifestyle and quality of life that is found across the Eyre Peninsula. It is therefore unsurprising that councils and communities are strong on asset management (built, capital and environment), on sensible adaptation to climate change, on presentation and promotion of heritage and tourism assets and considerate of opportunities for economic, environmental and social development.

The region has a rich history. It is an economic powerhouse of the South Australian economy – large in scale, large in achievement, large in opportunities. It is a region of QUALITY.

Third Party Reflections and Analysis of Councils The South Australian Centre for Economic Studies (SACES) reviewed and summarised data on each of the eleven councils on the Eyre Peninsula from data provided by individual councils, the RDAWEP, data from the South Australian Local Government Grants Commission, various planning documents, regional profiles prepared by SACES and prepared by others (e.g. EconSearch). SACES then reviewed the most recent Business and Strategic plans prepared by each of the councils and collated the research into a ‘brief summary of each council.’ A single data summary or regional profile for the Eyre Peninsula (the RDAWEP region) was then collated.

This information was then provided to an independent researcher who was not involved in the preparation of the individual council or regional data summaries and the researcher was simply asked (in the manner of a peer reviewer) to: “… provide an independent overview of the stated activities of councils, how they see their role, to what extent there was duplication or opportunities for efficiencies from scale economies, whether there was a regional perspective or understanding of regional impacts of individual council activities and were there opportunities for regional collaboration.”

What is reported below is the independent reader’s assessment and reflections. It is not a criticism of any council, of any plan or activity but simply reflects what is, what has been done, what is planned and where they may be opportunities to collaborate to the mutual benefit of all.

A number of key themes emerge from the desktop review of the activities of the 11 individual councils and from conversations and meetings with Mayors, Chief Executive Officers, elected members, and members of the community.

The key themes are summarised below to include:  the importance of democratic representation and identity;  diversity of the local economy, finding new opportunities;  recognition of limited resources, benefits of cooperation;  key industries, infrastructure, opportunities that require a regional approach;  responsibility to continually build and improve local amenity; and  growing and servicing the local population.

Democratic representation, sustain the local community, three core objectives  Generally speaking, all councils see their roles in terms of promoting sustainability across the economic, social and environmental spheres of the council area. For some councils, particularly smaller ones, their principal focus is on efficient provision of standard council services and maintenance of infrastructure (i.e. roads, marine, public buildings, open spaces etc.).  Various methods are adopted by councils when pursing their various economic, social and environmental objectives. These methods include the development of management plans; providing

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advocacy and facilitation services for local business and the broader community; community leadership; consultation across stakeholder groups including promoting participation in council decision making; fostering partnerships and relationships with other stakeholders; and of course, effective and efficient provision of council services. However, not all of these methods are pursued consistently across councils (at least according to their Strategic Plans or related plans).

Understanding of need for diversification, councils become the local business provider  In general, the economy of the region is highly dependent on agricultural, and to a lesser degree, mining activities that are relatively sensitive to seasonal and global factors (e.g. commodity prices, exchange rates, foreign competition). The regional economies would therefore be highly reliant on external factors largely beyond their control and would not enjoy the natural buffering associated with the large economies of scale enjoyed by metropolitan cities. Such realities may in part lie behind the economic development objectives of several councils in the region to support diversification of their economies.  Data from the SA Local Government Grants Committee indicates that spending on economic development for the four largest councils (Whyalla, Port Lincoln, Lower Eyre Peninsula, and Ceduna) on average accounted for 4.0 per cent of total operating expenses in 2013/14, compared to 2.3 per cent on average for the other smaller councils. However, spending on business undertakings was higher for the smaller councils compared to the larger councils on average (11 per cent compared to 7.4 per cent). Business undertakings include categories such as water supply, community wastewater management systems (CWMS), electricity supply, caravan parks, development of land for resale etc., which suggests that these smaller councils are delivering services that would typically be provided by the private sector in other council areas.

Recognition of limited resources, high operating costs and strategic cooperation  It is notable that as part of their strategic planning a number of smaller councils, but not all, identified resource sharing and/or shared procurement strategies as objectives or actions for council. Such statements recognise the limited resources available to these councils. Question: Is there scope for greater resource sharing and procurement across the region, with potentially a greater role to be played by the larger councils?  Of the 10 councils in South Australia with the largest ratio of sealed and unsealed roads and laneways to estimated resident population, 6 are from the RDA Whyalla and Eyre Peninsula Region.8 In general, the smaller councils devote a larger share of their annual operating expenses to improving and maintaining transport infrastructure compared to the larger councils. On average 48 per cent of total operating expenses for these councils was devoted to transport in 2013/14 compared to 35 per cent for the five largest councils. 9 This difference of course reflects that the smaller councils tend to be located in relatively large areas and consequently have a relatively high ratio of roads to population. Question: Is there a regional role here toward a more strategic approach to provision of transport infrastructure, especially road transport, e.g. focusing on major links for freight and tourism across the region?  There is a notable discrepancy in the capacity of councils in terms of size with a number of councils with very small populations (e.g. Elliston, Cleve, Franklin Harbor, Kimba, Wudinna etc., all have less than 2,000 estimated resident population). The financial information suggests that these councils, on average, tend to rely more heavily on external funding sources such as grant funding compared to the larger councils such as Ceduna, Port Lincoln and Whyalla. The smaller size of these councils would therefore presumably inhibit their ability to engage directly in economic development initiatives, which implies that a regional approach may be advantageous. Question: How variable are these grant sources? Could they be stable to the extent that they are largely derived from the Australian Government’s Financial Assistance Grant to Local Government Program.

Appropriate role for a more focussed regional approach  All councils identified a role in terms of facilitating and promoting tourism to their council area, whether through provision of infrastructure, promotion of the area, improving the visual amenity of local spaces, supporting existing and new events etc. Tourism is expected to remain a solid growth industry, and the region can leverage its natural marine and landscape environments as attractions.

8 Calculations by SACES based on SA Local Government Grants Commission data. 9 Calculations by SACES based on SA Local Government Grants Commission data.

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Tourism development and promotion should in large part be conducted at a regional level, which is currently the case given the RDA employs a Tourism Development Manager. Question: Is the existing level of regional integration appropriate in terms of buy in from councils including to achieve investment in infrastructure and target emerging markets?  Provision of water services and encouraging water use efficiency, especially through provision of water reuse schemes is a common theme across the various councils. As demand for agricultural products is expected to grow strongly in the future given rising living standards in Asian countries, water availability may be a potential significant limiting factor in respect of growing the agricultural sector. Thus a focus on protecting and improving water sources will be important for future regional economic development. Question: Is there an appropriate role here for a more focused regional approach in terms of sharing knowledge and resources, in the pilot of solar based desalination systems to also reinforce EP as a region of innovation.  Not all councils identified agriculture or mining – i.e. typically two of the most significant sectors – as being specific areas of focus within their strategic planning. The former in particular is surprising given its central importance to the regional economy, although this may simply reflect that the local government sector’s comparative advantage does not lie in respect of facilitating agricultural activities.

Building amenity  A significant component of Council’s activity is about improvement – in town entrances, streetscape improvements, coastal and walking trails, development of parks, gardens, recreation facilities, heritage buildings (including memorials and cemeteries), boat harbour and ramps and foreshore development.  The identification and development of tourism infrastructure is a key priority for each council and offers scope for regional collaboration, marketing and promotion.  Environmental considerations such as waste management, water use and re-use, recycling, opportunities to reduce landfill and natural resource management are priorities and core business of councils.

Holding, growing and servicing the local population  From a social perspective, many councils identified a role in terms of ensuring provision of aged care services and housing, while a number of councils also identified promoting the region as an ideal place for retirement. The former recognises the older age structure that typically exists in many of the council areas. However, the latter has the potential to further exacerbate this age structure which may have implications for provision of health, aged care and social services, whether the responsibility of local government or other levels of government.  Perhaps in recognition of the former, issues related to youth were typically identified in strategic planning documents, including objectives focused on the development and retention of youth, and improving youth participation and leadership. These objectives may be pursued through Youth Advisory Committees, the provision and support of youth programs, drop in centres, community groups etc. They can also be supported by the offer of a greater range of skill training and educational courses especially in science, technologies and engineering. Question: Is there a potential regional economic development role here?  Provision of land for residential and commercial development clearly remains the responsibility of individual councils rather than a broader regional development issue.

A review of the strategic and business plans of councils The Australian Government’s five key determinants of long-term regional economic growth10 have been adopted as the primary structure or framework by the Regional Development Australia Whyalla and Eyre Peninsula Board. They key determinants are:  human capital development;  sustainable communities (economically, environmentally and socially) and population growth;  access to international, national and regional markets;  comparative advantage and business competitiveness;

10 Regional Australian Standing Council, Framework for Regional Economic Development, Department of Infrastructure and Regional Development.

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 effective cross-sectoral and intergovernmental partnerships (including through place-based approaches) and integrated regional planning.

The Strategic and Business plans of councils have been prepared in accordance with South Australia’s Local Government Act 1999.11 Strategic plans, goals and priorities at the council level are aligned with regional, state and national objectives (see Figure 3 for the Regional Strategic Plan Development Framework).

Business Plans are prepared annually and provide a summary of the Council’s proposed programs and projects for the year.12 More specifically the plans include the following:  outline of council objectives for the financial year;  activities council intends to undertake to achieve objectives;  measures (financial and non-financial) council intends to use to assess councils performance against its objectives;  assessment of annual financial requirements of the council and proposed operating expenditure, capital expenditure and sources of revenue;  assessment of the impacts of councils rates structure and policies; and  discussion of other miscellaneous financial issues or matters prescribed by regulation.

11 See South Australian Local Government Act 1999, Chapter 8 - Administrative and financial accountability, Part 1 - 122 Strategic management plans and Part 2 - 123 Annual business plans and budgets. 12 In this summary most plans are for 2015/16. During the course of this study we are aware that several councils finalised plans for 2016/17 and beyond.

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Figure 3: Regional Strategic Plan development framework by Regional Development Australia Whyalla and Eyre Peninsula, 2015

REGIONAL STRATEGIC PLAN FRAMEWORK

REGIONAL STRATEGIC AGENCY STRATEGIC INITIATIVES APPENDICES PLAN STRUCTURED ON AUSTRALIAN GOVERNMENT KEY DETERMINANTS OF LOCAL RDAWEP REGIONAL ECONOMIC NRM STRATEGIC GOVERNMENT CROSS REGIONAL PROJECT STRATEGIC ACTION PLAN GROWTH INITIATIVES STRATEGIC ACTIVITIES TRACKING INITIATIVES INITIATIVES

HUMAN CAPITAL

DEVELOPMENT

SUSTAINABLE ECONOMIC COMMUNITIES AND POPULATION GROWTH Action Plan of priority regional activities for each SUSTAINABLE Summary of relevant Key Determinant ENVIRONMENTAL activities by the endorsed by a COMMUNITIES AND Outback Regional Strategic POPULATION GROWTH Summary of Summary of EPNRM Summary of activities Communities Project Tracker for Planning Group; RDAWEP activities and AWNRM Board by the Eleven EPLGA Authority, SA Arid the Region and each comprising the for each Key activities for each Councils for each Key Lands NRM, Upper Agency for each Key Chairs and CEOs of SUSTAINABLE SOCIAL Determinant Key Determinant Determinant Spencer Gulf Determinant RDAWEP, EPLGA, COMMUNITIES AND Common Purpose EP and AW NRM POPULATION GROWTH Group, and RDA Far Boards, and the North. State Minister for ACCESS TO Local Government INTERNATIONAL, and Regions. NATIONAL AND REGIONAL MARKETS

COMPARATIVE ADVANTAGE AND

BUSINESS COMPETITIVENESS

Source: Regional Development Australia Whyalla and Eyre Peninsula, October 2015, sent via email by Bob Ramsay, 3rd of November 2015.

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Regional Development Australia Whyalla and Eyre Peninsula (RDAWEP) Region The RDAWEP region includes the Eyre Peninsula and north western section of South Australia which includes part of the Great Victoria Desert and Maralinga Tjarutja Lands. Covering an area of 232,782km2 the region represents 23 per cent of the state. It is approximately 3.5 times the size of Tasmania and 5.6 times the size of Switzerland. To the north of the region a border is shared with RDA Far North, to the south the region has approximately 2,000kms of coastline stretching from north of Whyalla to the Western Australian border along the Upper Spencer Gulf (USG) and Great Australian Bight (GAB) (see Map C.1). In addition to the Eyre Peninsula Natural Resources Management (NRM) region, the RDAWEP region also partially overlaps with the Alinytjara Wilurara NRM region (AWNRM region).

Map C.1: RDAWEP region (11 councils, Maralinga Tjarutja Lands Aboriginal Council (AC), Yalata Aboriginal Lands, Nullarbor Regional Reserve Land and Unincorporated West Coast

Boundary between RDAWEP and RDA Far North Regions

Southern boundary of Outback Communities Authority

SA Arid Lands NRM Region

Eyre Peninsula NRM Region

Alinytjara Wilurara NRM Region

Source: Regional Development Australia Whyalla and Eyre Peninsula October 2015.

In 2014 RDAWEP had an estimated resident population (ERP) of 58,801 persons of which 7.7 per cent were classified as Aboriginal and/or Torres Strait Islander. Councils and outback regions located within RDAWEP and their ERP’s as at 2014 (unless otherwise indicated) include:  Ceduna District Council (DC) 3,696  Cleve District Council (DC) 1,808  Elliston District Council (DC) 1,068  Franklin Harbour District Council (DC) 1,227  Kimba District Council (DC) 1,101  Lower Eyre Peninsula District Council (DC) 5,079  Port Lincoln City Council 14,888  Streaky Bay District Council (DC) 2,251  Tumby Bay District Council (DC) 2,642  Whyalla City Council 22,754  Wudinna District Council (DC) 1,284  Maralinga Tjarutja Aboriginal Council (AC) (2011) 73  Yalata Aboriginal Reserve (2011) 293  Unincorporated West Coast (2011) 635 Source: ABS (2014), Regional Population Growth, Australia, Cat No. 3218.0. ABS (2012), Table Builder Basic, Persons and Relationships. ABS (2011), Aboriginal and Torres Strait Islander Peoples (Indigenous) Profile, Yalata Cat No. 2002.0. ABS (2011), Basic Community Profiles, Unincorporated West Coast Cat No. 2001.0.

Economic activity across RDAWEP is centred on traditional industries of agriculture (especially cereal cropping), fishing and manufacturing plus new and emerging industries of aquaculture, tourism, mining and renewable energy generation (see Table C.1 for key economic and social indicators).

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Table C.1: Key indicators for the RDAWEP region, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 58,799 - Population projections (DPLG) 2016 59,251 - 2021 60,094 - Age Structure (Census 2011) Population aged 0-19 years 15,001 27.0 Population aged 20-64 years 31,947 57.4 Population aged 65+ years 8,708 15.6 Indigenous population (2013) 4,241 7.2 Employment (2013/14) Persons (no.) Per cent of total Employment by industry - top 5 employers Agriculture, Forestry and Fishing 4,303 16.6 Health Care and Social Assistance 3,240 12.5 Manufacturing 2,932 11.3 Retail trade 2,536 9.8 Construction 1,924 7.4 Income (2012/13) ($) Average annual income 51,250 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Mining 1,224 29.2 Agriculture, Forestry and Fishing 628 15.0 Construction 251 6.0 Health Care and Social Assistance 241 5.8 Manufacturing 229 5.5 Exports - top 5 industries Mining 1,263 30.5 Agriculture, Forestry and Fishing 1,060 25.6 Manufacturing 792 19.1 Construction 260 6.3 Transport, Postal and Warehousing 136 3.3 Imports - top 5 industries Agriculture, Forestry and Fishing 401 13.6 Construction 384 13.1 Manufacturing 355 12.1 Mining 197 6.7 Transport, Postal and Warehousing 132 4.5 Tourism Exports - tourism 302 9.4 Totals - Economy (2013/14) Value ($m) Gross Regional Product 4,195 Exports 4,144 Imports 2,940 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 1,066 - Scenario 1 - mining development 10 mines operating 2,266 1,200 Scenario 2 - mining development 17 mines operating 2,335 1,269 Scenario 3 - mining development 20 mines operating 2,427 1,361 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 6,938 31.9 Owned with a mortgage (c) 6,733 30.9 Rented 7,314 33.6 Other tenure type (d) 168 0.8 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast (2011). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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District Council of Ceduna The DC of Ceduna is located approximately 774 km from Adelaide via National Highway A1 on South Australia’s far west coast. Covering an area13 of 5,420 km2 the council shares a border with the District Council of Streaky Bay to the east, Unincorporated West Coast to the north and has a coastline with the Great Australian Bight (GAB) (see Map C.2 below).

Map C.2: DC of Ceduna, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Ceduna had an estimated resident population (ERP) of 3,696 persons of which approximately one quarter were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Ceduna (2,289 persons);  Thevenard (581 persons);  Denial Bay (501 persons);  Smoky Bay (195 persons); and  Koonibba (137 persons).

Economic activity across the DC of Ceduna is centred on mining, agriculture, aquaculture and tourism (see Table C.2 for key economic and social indicators). The Town of Ceduna provides a major business, industry and service centre for outlying communities within the District Council boundaries and across the Far West Coast. Thevenard is the major port with traditional exports being gypsum, other mining and grain exports. Proximate to Ceduna is the Iluka Jacinth-Ambrosia mine site for rare earth minerals of zircon and rutile. The Ceduna airport is to house helicopters for the transfer of exploration staff to oil/gas rigs in the Great Australian Bight.

13 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.2: Key indicators for DC of Ceduna, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 3,696 Population projections (DPLG) 2016 3,891 2021 3,927 Age Structure (Census 2011) Population aged 0-19 years 992 28.5 Population aged 20-64 years 2,046 58.8 Population aged 65+ years 442 12.7 Indigenous population (2013) 1,095 29.8 Employment (2013/14) Persons (no.) Per cent of total Employment by industry - top 5 employers Agriculture, Forestry and Fishing 317 15.5 Health Care and Social Assistance 265 13.0 Manufacturing 202 9.9 Retail trade 202 9.9 Construction 171 8.4 Income (2012/13) ($) Average annual income 44,810 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 47 16.8 Mining 41 14.5 Transport, Postal and Warehousing 32 11.2 Construction 22 7.8 Health Care and Social Assistance 22 7.7 Exports - top 5 industries Mining 107 39.2 Agriculture, Forestry and Fishing 64 23.5 Transport, Postal and Warehousing 22 8.1 Construction 18 6.5 Accommodation and Food Services 18 6.5 Imports - top 5 industries Mining 45 22.1 Construction 34 16.8 Transport, Postal and Warehousing 17 8.1 Agriculture, Forestry and Fishing 8 3.7 Accommodation and Food Services 7 3.5 Tourism Exports - tourism 26 9.4 Totals - Economy (2013/14) Value ($m) Gross Regional Product 282 Exports 274 Imports 205 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 10 - Scenario 1 - mining development 10 mines operating 10 0 Scenario 2 - mining development 17 mines operating 32 22 Scenario 3 - mining development 20 mines operating 53 43 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 407 31.9 Owned with a mortgage (c) 316 24.8 Rented 492 38.6 Other tenure type (d) 19 1.5 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast (2011). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Ceduna Strategic Development Plan (2011-14) identifies the main priorities and aspirations for the community. A full copy of the DC of Ceduna’s Strategic Development Plan (2011-14) can be accessed from the council’s website.14 The strategy for DC of Ceduna involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”. These themes cover all aspects/dimensions of the council space and inform the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission, council’s strategic plan and achievements.

Vision statement “Ceduna - an industrious, prosperous community in an enriching and pristine environment”.

Mission statement “To deliver economic, social and environmental prosperity for the community through consultation, leadership and the provision of high quality services”.

Councils strategic direction Infrastructure This section lists the DC of Ceduna’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.3 below. Goal - Physical infrastructure is improved and developed.

Table C.3: DC of Ceduna: goals, outcomes and actions, Strategic Plan (2011-14) - Infrastructure

Outcomes/objective Action

Improve the following: Quantity, quality and supply of water Investigate and pursue options and alternative methods to ensure improved water quality and supplies Maintain and improve Council owned water supply systems Roads and infrastructure, transport links, footpaths, walking trails Improve and develop footpaths, walking trails and cycle ways Improve district roads and related infrastructure to accommodate transport needs Advocate and assist the development of efficient transport links Public conveniences Provide and improve public conveniences Town entrances and streetscapes Improve town entrances and roadsides Identify and implement streetscape improvements Public spaces Develop, improve and maintain public open spaces Maintain and improve playgrounds Airport infrastructure and services Review and implement Airport Master Plan, Business Plan and Development Plans Maintain airport infrastructure and services Supporting infrastructure for marine activity Development of Thevenard marine access facilities Maintain appropriate jetty infrastructure Develop and improve boat ramps and other marine infrastructure Tourism infrastructure Identify and develop tourism infrastructure Other: Effectively manage council assets Provide and maintain Council's assets Preservation of historic sites and structures Assess historic sites, structures and preservation strategies for the future Source: The DC of Ceduna, Strategic Plan (2011-14).

Economy This section lists the DC of Ceduna’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.4. Goal - Sustainable economic development opportunities identified, vigorously pursued and promoted.

14 A full copy of DC of Ceduna’s Strategic Development Plan (2011-14) can be obtained from the DC of Ceduna website: http://www.ceduna.sa.gov.au/strategicplan

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Table C.4: DC of Ceduna: goals, outcomes and actions, Strategic Plan (2011-14) - Economy

Outcomes/objective Action

Encourage growth of new and existing industries and businesses Ensure Development Plan meets the requirements of land available for development and industry expansion Actively pursue major upgrade of Port of Thevenard Actively support the development of existing and new businesses Utilise labour market programs for Council services Development of industrial and commercial land and infrastructure Increase tourism Promote regional and local tourism and trade Support existing events and develop new events Actively support existing and new events Develop land to meet future needs Assist with land development Source: The DC of Ceduna, Strategic Plan (2011-14).

Community This section lists the DC of Ceduna’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.5. Goal - Improved community Development Services that support community health and wellbeing.

Table C.5: DC of Ceduna: goals, outcomes and actions, Strategic Plan (2011-14) - Community

Outcomes/objective Action

Accountable Partnerships provided by other stakeholders Support improved services for the aged and disabled Contribute to health services and programs Support local Aboriginal services, heritage and culture Advocate for accountability of government agencies Support improved education choices through community, business and education sectors Effective community development programs Provide and support youth programs Support and promote recreational and sporting programs and events Provide sustainable sport and recreational facilities Encourage residents to participate in passive and active recreational and leisure pursuits Support and partner arts and culture development A safe community Ensure the safety of the community through the provision of public order and safety initiatives Vigorously pursue compliance with Community Code of Conduct Develop accountable partnerships with other providers Source: The DC of Ceduna, Strategic Plan (2011-14).

Environment This section lists the DC of Ceduna’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.6. Goal - Our natural environment enhanced, protected and maintained for use by current and future generations.

Table C.6: DC of Ceduna: goals, outcomes and actions, Strategic Plan (2011-14) - Environment

Outcomes/objective Action

Improve the following: Natural resources and systems - healthy and sustainable Assist stakeholders in implementing biodiversity plans Climate variation considered in all future planning Assist alternative energy development Advocate for sustainable marine environment Advocate for access to national parks, conservation areas and Crown Land Water catchment systems Water catchment systems maintained, upgraded and improved Sustainability in the following: Waste water quality and re-use Community Wastewater Management Schemes upgraded and improved Assess new Wastewater Management System opportunities Waste management Provide sustainable waste collection and waste recycling systems Source: The DC of Ceduna, Strategic Plan (2011-14).

Governance This section lists the DC of Ceduna’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.7. Goal - Open and transparent relationships, improved and sustainable Council services.

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Table C.7: DC of Ceduna: goals, outcomes and actions, Strategic Plan (2011-14) - Governance

Outcomes/objective Action

Effectively do/maintain the following: Communicate and consult with the community and regional partners Continual improvement of promotional information, consultation and communication Partnerships with stakeholders Development of government, regional and local partnerships with stakeholders Management systems Periodically review organisation structure, management systems, working environment and performance Improve information technology systems and practices Provide effective human resource and risk management systems for all service areas Regulatory services Provide regulatory functions and services Building, planning and development services Continually improve development and building control operations Other: An integrated approach to planning Facilitate local stakeholder planning to link with Council's Plans Ensure Council's Strategic Plan is linked to State and Regional Plans Review and update all Council plans as required Improved council services Benchmark Council services Continually improve customer service Promote and participate in shared services Source: The DC of Ceduna, Strategic Plan (2011-14).

Business Plan Information regarding Ceduna District Council’s finances (income and capital expenditure) and achievements are taken from Council’s Annual Business Plan (2015/16) and summarised below.

Income for the DC of Ceduna is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies investment income, etc.) formed the bulk of council income accounting for 91 per cent of total revenue for 2015/16 - see Table C.8. External revenues (non-operating revenues) comprised the remaining 9 per cent of council income; these were derived from proceeds from sale of assets (1 per cent of income) and state and federal government capital grants (8 per cent of income or $812,000). Two capital grants from Government for capital expenditure purposes were received during the 2015/16 year, these were:  Commonwealth Government Roads to Recovery Program (Federal grant) - $634,000; and  Open Spaces Funding and other Contributions (State grant) - $178,000.

To assist with financing new infrastructure at the Ceduna Waste Water Treatment Plant Council is anticipating borrowing $200,000 from the Local Government Finance Authority (LGFA).

The DC of Ceduna has planned for expenditure of $2.1 million on refurbishment of existing assets in 2015/16 - see Table C.9 for itemised capital projects and description. The DC of Ceduna has planned for expenditure of $916,000 for construction or purchase of new assets in 2015/16 - see Table C.10 for itemised capital projects and description.

Table C.8: Income sources, DC of Ceduna, Business Plan (2015/16) Rate revenue Amount ($m) Per cent Rates - general 3.9 38.9 CWMS Service Charges 0.8 7.6 Water Service Charges 0.1 0.9 Refuse Collection Service Charges 0.2 2.2 NRM Levy 0.1 1.3 Statutory Charges 0.1 0.6 User Charges 1.0 10.2 Operating Grants 2.6 25.3 Interest Received 0.01 0.1 Reimbursements 0.1 0.6 Other Revenue 0.3 3.3 Total Operating income 9.2 91.0 External revenue Capital Grants 0.8 8.1 Proceeds from sale of assets 0.1 1.0 Total external revenue 0.9 9.0 Total revenue 10.1 100.0 Source: The DC of Ceduna, Annual Business Plan (2015/16).

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Table C.9: Capital renewal expenditure, DC of Ceduna, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent Unsealed Roads Program Reconstruction of 29.5km of rural unsealed roads 848,000 40.8 Plant Replacement Program Maintenance of major plant and equipment 318,000 15.3 Ceduna Aerodrome Main runway resurfacing (runway 11/29) 258,000 12.4 Township Resealing Program Resealing various roads/intersections in Ceduna, Thevenard and 201,000 9.7 Smoky Bay Closed-Circuit Television (CCTV) Upgrade CCTV infrastructure in Ceduna and Thevenard (grant 110,000 5.3 Systems funding) Council Building Renewals Repairs to Council Administration Building and Depot 80,000 3.8 Smoky Bay Boat Ramp Strengthen floating pontoons to support oyster industry vessels 75,000 3.6 Ceduna Koonibba Water West Scheme Renewal of infrastructure within Denial Bay Pump Station, meter 60,000 2.9 replacements Directional Traffic Signage Replacement of township and rural roadside directional signage 47,000 2.3 Open Spaces Renewals and replanting in open spaces in and around Ceduna 28,000 1.3 Ceduna Memorial Hall Renewal of conveniences to improve safety and comfort of facilities 26,000 1.3 Smoky Bay Waste Water Treatment Plant Second year of planned treatment infrastructure 15,000 0.7 Refuse and Recycling Minor renewals to underground infrastructure at Ceduna Resource 12,000 0.6 Recovery Centre Total Capital Renewal Projects 2,078,000 100.0 Source: The DC of Ceduna, Annual Business Plan (2015/16).

Table C.10: New capital projects, DC of Ceduna, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent Ceduna Waste Water Treatment Plant Improvements to meet legislative requirements (includes $199,000 203,000 22.2 for new filtration facility) Ceduna Foreshore Upgrade (Stage 1) Stage 1 improvements to Ceduna foreshore(a) 197,000 21.5 Roads and Kerbing New kerbing, road sealing, improved traffic management for various 144,000 15.7 streets in Ceduna and Smoky Bay Refuse and Recycling Land purchases for refuse services 131,000 14.3 Open Spaces Greening median strips Smoky Bay, installation of fencing around 82,000 9.0 Ceduna Playground Water Re-Use Irrigation Extension Extension of re-use mains pipeline from Ceduna Cemetery to Ceduna 78,000 8.5 Racing Club(a) Council Building Improvements Installation of additional shelving at council depot, construction of 46,000 5.0 records storage facility Stormwater Management Construction of stormwater management systems along various 23,000 2.5 roads at Ceduna Waters Ceduna Cemetery Erection of additional seating and shade areas at Ceduna Cemetery 12,000 1.3 Total Capital Renewal Projects 916,000 100.0 Note: (a) = subject to receipt of specific grant funding. Source: The DC of Ceduna, Annual Business Plan (2015/16).

Achievements Achievements of outcomes to date in 2015/16 towards the strategic goals of the DC of Ceduna are listed in Table C.11 although no amounts are provided.

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Table C.11: Achievement of outcomes to date, DC of Ceduna, Business Plan (2015/16)

Achievement

Continuation of negotiations for provision of desalination system for Ceduna Koonibba Water West Scheme Renewal and upgrades of infrastructure as per forward plans Grant funding submissions lodged for sealing Nunyah Road Continuation of Ceduna CBD Upgrade/Median Upgrade of Denton Street, Smoky Bay Grant funding Submissions lodged for Stage 1 of Ceduna Foreshore Upgrade Installation of sub-surface irrigation system to Ceduna Foreshore Lawns Completion of Ceduna Foreshore Development Plan Planned surface renewal of runway 11/29 Continuation of lobbying and support for funding of Thevenard Marine Unloading Facility Continued lobbying and support for funding of upgrade of Port of Thevenard Current development of infrastructure and asset management plans by Council staff Commencement of Sleepy Lizard Park Flora and Fauna Reserve Assist in completion of seaward and Smoky Bay Jetty Rebuild Provision of recycled water used for irrigation purposes at 5 sites and by 7 non-profit/government organisations Construction of 80mL waste water storage lagoon at Ceduna CWMS Treatment Facility Construction of Resource Recovery Centre at Ceduna Landfill site Current development of Ceduna Waste Management Business Plan Continued operation of Ceduna Visitor Information Centre Continued support and organisation of Ceduna Oysterfest Continued support of Marilyn's Music Muster and Ceduna Crab Competition Planned support of Ceduna Foreshore New Year’s Eve Celebrations Continued liaising with current and prospective land developments Regular communication provided through council website and social media Closer liaison with Ceduna CBD business holders Improvements in unsealed road construction practice to extend effective life of infrastructure Improvements in Whole of Life Business Service Models Improved animal management programs and dog pound facilities Integrated shared services in building, planning and health between Ceduna, Streaky Bay and Wudinna Councils Integral member of Community Alcohol Accord process Key member of Social Issues Committee coordinated by SAPOL Continued provision of Community Safety and Security Patrol services

Source: The DC of Ceduna, Annual Business Plan (2015/16).

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District Council of Cleve The DC of Cleve is located approximately 530 km from Adelaide via National Highway A1 and Lincoln Highway/B100 on South Australia’s Eyre Peninsula. Covering an area15 of 5,019 km2 the council shares borders with the District Council of Franklin Harbour to the East, the District Council of Tumby Bay to the south, the District Council of Elliston to the west and the District Council of Kimba to the North. The DC of Cleve also has a small coastline with the Spencer Gulf (see Map C.3 below).

Map C.3: DC of Cleve, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Cleve had an estimated resident population (ERP) of 1,808 persons of which less than one per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Cleve (754 persons);  Darke Peak (271 persons); and  Arno Bay (227 persons).

Economic activity across the DC of Cleve is centred on agriculture, especially grain crops (cereals, oilseeds and pulses) and livestock (see Table C.12 for key economic and social indicators). Bulk grain handling facilities are located in several major townships. Aquaculture and renewable energy are emerging industries with the world’s first on-land hatchery for Southern Blue Fin Tuna located in Arno Bay and Eyre Peninsula’s largest wind farm (35 wind turbines) situated at Mt Millar. The township of Cleve is the main business centre servicing eastern Eyre Peninsula.

15 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.12: Key indicators for DC of Cleve, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 1,808 Population projections (DPLG) 2016 1,975 2021 1,962 Age Structure (Census 2011) Population aged 0-19 years 428 24.7 Population aged 20-64 years 982 56.7 Population aged 65+ years 323 18.6 Indigenous population (2013) 12 0.7 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 428 44.9 Health Care and Social Assistance 107 11.3 Transport, Postal and Warehousing 78 8.2 Retail trade 71 7.5 Construction 71 7.4 Income (2012/13) ($) Average annual income 42,598 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 68 51.0 Transport, Postal and Warehousing 10 7.7 Health Care and Social Assistance 8 5.9 Financial and Insurance Services 7 5.1 Construction 6 4.6 Exports - top 5 industries Agriculture, Forestry and Fishing 123 69.4 Transport, Postal and Warehousing 13 7.2 Construction 11 6.0 Financial and Insurance Services 5 2.9 Retail trade 5 2.6 Imports - top 5 industries Agriculture, Forestry and Fishing 46 33.3 Construction 13 9.7 Transport, Postal and Warehousing 11 8.4 Financial and Insurance Services 4 3.2 Wholesale trade 4 3.0 Tourism Exports – tourism 13 7.5 Totals - Economy (2013/14) Value ($m) Gross Regional Product 133 Exports 177 Imports 137 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 0 - Scenario 1 - mining development 10 mines operating 0 0 Scenario 2 - mining development 17 mines operating 0 0 Scenario 3 - mining development 20 mines operating 0 0 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 307 44.7 Owned with a mortgage (c) 195 28.4 Rented 160 23.3 Other tenure type (d) 10 1.5 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Cleve Strategic Development Plan (2011-14) identifies the main priorities and aspirations for the community. A full copy of the DC of Cleve’s Strategic Development Plan (2011-14) can be accessed from the council’s website.16 The strategy for the DC of Cleve involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”. These themes cover all aspects/dimensions of the council space and inform the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “The Cleve region - the heart of the Eyre Peninsula.

An enriching lifestyle, a resilient economy, and a sustainable environment built on the area’s rich heritage, passionate community pride, and attractive and contrasting landscape.”

Mission statement Council’s mission is to:  facilitate the development of the suite of strategic management plans (in association with all the stakeholders);  implement the plans;  be accountable for the achievement of the plans;  exercise strong leadership to the community;  demonstrate open and responsible governance;  advocate on behalf of the community;  foster community development;  provide efficient and effective services which meet the needs of the community;  ensure the organisation is sufficiently resourced;  strive for financial sustainability;  develop and maintain the full range of community assets; and  manage the council’s affairs strictly in accordance with the Local Government Act.

Councils strategic direction Infrastructure This section lists the DC of Cleve’s goals in relation to infrastructure and provides a summary of desired outcomes and actions council is taking to achieve each specific outcome - see Table C.13. Goal - Provide and manage infrastructure that meets the needs of our community that can be sustained with Council resources.

Table C.13: DC of Cleve: goals, outcomes and actions, Strategic Plan (2012/13 - 2015/16) - Infrastructure

Outcomes/objective Action

Maximise the standards of our roads and footpaths Management of the roads and footpaths networks Traffic management On-street parking Expand and maintain the CWMS in the Council area CWMS Maintain and develop all Council owned buildings Management of Council owned buildings Maximise the return from out plant and equipment Management of Council's plant and equipment Ensure the provision of adequate levels of infrastructure for power, water and telecommunications Continue to implement best practice asset management techniques Management of all Council's infrastructure Advocate for improved infrastructure relevant to the needs of the RDAWEP business sector Source: DC of Cleve, Strategic Plan (2012/13 – 2015/16).

16 A full copy of DC of Cleve’s Strategic Development Plan (2011-14) can be obtained from the DC of Cleve website: https://www.cleve.sa.gov.au/page.aspx?u=356

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Economy This section lists the DC of Cleve’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.14. Goal - Facilitate employment, economic prosperity and sustainable growth of our district.

Table C.14: DC of Cleve: goals, outcomes and actions, Strategic Plan (2012/13 - 2015/16) - Economy

Outcomes/objective Action

Capitalise on the tourism potential of our area Tourism Information and support Festivals and events Local museums and heritage support Public conveniences Ensure the availability of appropriate accommodation facilities for Development planning and control potential and existing residents Development application service Building and planning Assist in the provision of high quality education and training facilities and Working with the local schools services Support the development and expansion of the fishing and aquaculture Boat harbour and ramp industries Economic development Promote the establishment and expansion of local businesses Economic development On-street parking Aerodrome Foster relationships with appropriate public and private sector organisations Promote Arno Bay as a major aquaculture centre for the expansion of fin Economic development fish hatchery and offshore aquaculture grow facilities Advocate on behalf of our local business sector at all levels of Economic development government Promote the development of the local retirement industry Economic development Increase value adding and diversification in the agricultural industry Economic development Facilitate the further development of the mining industry on Eyre Economic development Peninsula Ensure adequate land is available to promote economic growth in the Development planning and control district Source: DC of Cleve, Strategic Plan (2012/13 – 2015/16).

Community This section lists DC of Cleve’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.15. Goal - Enhance the quality of life for members of our community.

Environment This section lists DC of Cleve’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.16. Goal - Manage the natural and built environment with aim of attaining a sustainable future.

Governance This section lists DC of Cleve’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.17. Goal - Provide progressive leadership and accountable governance to our community.

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Table C.15: DC of Cleve: goals, outcomes and actions, Strategic Plan (2012/13 - 2015/16) - Community

Outcomes/objective Action

Maximise the provision of health services to the community Food safety inspections Various environmental health services Mosquito control Animal management Fire prevention Meet the sporting and recreational needs of the community Recreational facilities and centres Swimming pool (Cleve Area School) Ovals Parks and gardens Cycling tracks Other various community services Community library Boat harbour, ramp and jetty Obtain additional funding for the provision of community services Community library Cemeteries Work in partnership with other community service providers Various community development programs Community library Centrelink Agency Ensure the provision of appropriate aged care facilities and services Aged care Various other community programs Home and Community care Community library Improve opportunities for the retention and development of our youth Youth Advisory Committee Skate park Community library Source: DC of Cleve, Strategic Plan (2012/13 – 2015/16).

Table C.16: DC of Cleve: goals, outcomes and actions, Strategic Plan (2012/13 - 2015/16) - Environment

Outcomes/objective Action

Ensure the effective use of town stormwater Management of the stormwater drainage network Street cleaning Identify and implement high quality waste management techniques Waste collection and recycling Waste disposal Establish, promote and implement plans, policies and strategies for Various environmental programs environmental management Coast Care programs Work with local, regional and State environmental organisations for the RDAWEP benefit of the community Eyre Peninsula Local Government (EPLG) Association Ensure the standard of Council's parks and gardens are maintained Management of public open spaces and parks and gardens Protect and promote our local heritage Heritage support Effectively develop and manage our foreshore areas Coast Care programs Continue to develop our main streets and town entranceways Management of roads, footpaths and street lighting Assess the potential impacts of climate change in relation to the Local Government Mutual Liability Scheme environment, economy and community Source: DC of Cleve, Strategic Plan (2012/13 – 2015/16).

Table C.17: DC of Cleve: goals, outcomes and actions, Strategic Plan (2012/13 - 2015/16) - Governance

Outcomes/objective Action

Encourage the professional and personal development of staff and Training and development programs elected members Promote Occupational Health, Safety, Welfare and Risk Management as OH&S programs important components of everyday Council business Improve communication between Council and the community Community engagement Support and encourage the efforts of volunteers and increase volunteer Volunteer programs involvement Promote a joint approach to opportunities and mutual collaboration Resource sharing, Regional Local Government Association between neighbouring councils Deliver all Council services in an effective and planned manner Continuous improvement programs Source: DC of Cleve, Strategic Plan (2012/13 – 2015/16).

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Business Plan Information regarding Cleve District Council’s finances (income and capital expenditure) and achievements are taken from Council’s Annual Business Plan (2015/16) and summarised below.

Income for the DC of Cleve is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies, investment income, etc.) formed the bulk of council income accounting for 87 per cent of total revenue for 2015/16 - see Table C.18. External revenues (non-operating revenues) comprised the remaining 13 per cent of council income; these were derived primarily from state and federal government capital grants amounting to $807,000 - however, no breakdown of capital expenditure grants by State and Federal government is available. Based upon notes within financial statements it can be inferred that significant capital expenditure was made on transport and communication during the year. The breakdown of grants from the State and Federal level for operating and capital expenditure purposes in 2015/16 was:  Commonwealth Government (Federal grant) - $267,000; and  State Government (State grant) - $2.6 million.

Table C.18: Income sources, DC of Cleve, (year ended 30th June 2015)

Rate revenue Amount ($m) Per cent

Rates - general and other 2.9 44.9 CWMS Service Charges - - Water Service Charges - - Refuse Collection Service Charges - - NRM Levy - - Statutory Charges 0.03 0.4 User Charges 0.2 2.8 Operating Grants and subsidies 2.0 31.8 Interest Received or Investment Income 0.1 1.7 Reimbursements 0.2 2.9 Other Revenue 0.2 2.7 Total Operating income 5.6 87.1 External revenue Capital Grants 0.8 12.5 Proceeds from sale of assets 0.02 0.3 Total external revenue 0.8 12.9 Total revenue 6.4 100.0 Source: The DC of Cleve, Annual Financial Statements, for the year ended 30th June 2015.

The District Council of Cleve has planned for expenditure of $2.1 million on refurbishment of existing assets and construction or purchase of new assets in 2015/16 - see Table C.19 for itemised capital projects and description, although no amounts are provided.

Table C.19: Capital renewal and new projects expenditure, DC of Cleve, Business Plan (2015/16)

Capital renewal projects Description

Buildings Repairs to Cleve District Hall, construct new shed Buildings Installation of air-conditioner in main office CWMS System mapping CWMS Design work for partial CWMS system at Arno Bay Roads Construction and maintenance - sealing, resealing and resheeting Footpaths Construction of footpath along Arno Bay Service Road Other Construct a walking/cycling trail from Cleve to Yeldulknie Weir Other Replacement of a fuel tank Source: The DC of Cleve, Annual Business Plan (2015/16).

Achievements Achievements of outcomes to date in 2015/16 towards the strategic goals of the District Council of Cleve are listed in Table C.20 although no amounts are provided.

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Table C.20: Achievement of outcomes to date, DC of Cleve, Business Plan (2015/16)

Achievement

Feasibility Study into the construction of a CWMS in Arno Bay (ongoing) Upgrade of Fourth Street Median strip (completed) Replacement of underground powerlines on Fourth Street (ongoing) Demolished and rebuilt public toilets at the rear of the Cleve District Hall (completed) Implemented a combined Councils approach to waste management (ongoing) Installation of sub-surface irrigation at East Terrace (completed) Installation of Radio Base Station at the Cleve Aerodrome (ongoing) Implemented strategies from Council's Strategic Tourism Plan (ongoing) Continuation of the Community Grants Scheme (completed) Capital plant replacement program (completed) Sealing, resealing and resheeting various roads (completed and ongoing) Footpath construction - various locations (ongoing) Source: The DC of Cleve, Annual Business Plan (2015/16).

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District Council of Elliston Introduction The DC of Elliston is located approximately 697 km from Adelaide via National Highway A1 on South Australia’s Eyre Peninsula. Covering an area17 of 6,739 km2 the council shares borders with DC of Cleve to the East, DC of Lower Eyre Peninsula to the south, Wudinna DC to the north and has a coastline of approximately 150 km with the Great Australian Bight (GAB) (see Map C.4).

Map C.4: DC of Elliston, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Elliston had an estimated resident population (ERP) of 1,068 persons of which approximately two per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Lock (432 persons);  Venus Bay and Port Kenny (322 persons); and  Elliston (292 persons);

Economic activity across DC of Elliston is based upon primary production, fishing and tourism industries (see Table C.21 for key economic and social indicators). Primary production consists primarily of cereal grains (wheat, barley and oats) and sheep farming for wool. Coastal waters provide fishing grounds for commercial fishing operators as well as supporting local tourism by providing fishing grounds and coastal areas for recreational fishing and boating.

A key priority for DC of Elliston is to improve telecommunication infrastructure as there are reported to be “black spots” and no mobile telephone coverage in significant parts of the region.

17 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.21: Key indicators for DC of Elliston, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 1,068 Population projections (DPLG) 2016 1,190 2021 1,187 Age Structure (Census 2011) Population aged 0-19 years 252 24.0 Population aged 20-64 years 642 61.3 Population aged 65+ years 154 14.7 Indigenous population (2013) 24 2.2 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 383 60.3 Health Care and Social Assistance 53 8.3 Education and Training 48 7.5 Accommodation and Food Services 42 6.6 Retail trade 34 5.4 Income (2012/13) ($) Average annual income 38,675 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 66 71.5 Accommodation and Food Services 5 5.1 Health Care and Social Assistance 4 4.0 Education and Training 3 3.2 Retail trade 2 2.3 Exports - top 5 industries Agriculture, Forestry and Fishing 135 89.1 Accommodation and Food Services 7 4.5 Retail trade 2 1.2 Administrative and Support Services 2 1.1 Transport, Postal and Warehousing 1 0.5 Imports - top 5 industries Agriculture, Forestry and Fishing 75 64.2 Accommodation And Food Services 4 3.4 Transport, Postal and Warehousing 2 1.5 Administrative and Support Services 1 0.9 Health Care and Social Assistance 1 0.9 Tourism Exports – tourism 7 4.5 Totals - Economy (2013/14) Value ($m) Gross Regional Product 92 Exports 152 Imports 117 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 0 - Scenario 1 - mining development 10 mines operating 38 38 Scenario 2 - mining development 17 mines operating 38 38 Scenario 3 - mining development 20 mines operating 38 38 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 216 50.7 Owned with a mortgage (c) 90 21.1 Rented 104 24.4 Other tenure type (d) 7 1.6 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast (2011). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Elliston’s Strategic Development Plan (2012-17) identifies the main priorities and aspirations for the community. A full copy of the DC of Elliston’s Strategic Development Plan (2012-17) can be accessed from the council’s website.18 The strategy for DC of Elliston involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. Goals for the strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “A viable, cohesive and dynamic community, which supports expanding economic opportunities in a sustainable manner without compromising the natural assets or quality of lifestyle of the community”.

Mission statement “To provide leadership, representation, advocacy and prudent management for its communities and visitors, and to work with them to identify asset needs and improve services”.

Councils strategic direction Infrastructure This section lists the DC of Elliston’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.22. Goal - Effectively and efficiently manage and improve our community infrastructure.

Table C.22: DC of Elliston: goals, outcomes and actions, Strategic Plan (2012-2017) - Infrastructure

Outcomes/objective Action

Pursue initiatives to increase tourist visitation to our district to enhance the Develop a Tourism Strategy designed to attract tourists to the coast, with local economy and spread the word about our beautiful region a focus on provision of tourist facilities (e.g., camper and caravan parks), being RV friendly, improved signage, utilisation of assets (e.g., airstrip), walking trails, wetlands and boardwalks. Develop a RV pump out station in the vicinity of the toilets at the Tourist Information Centre Develop strategies to position our District to be conducive to a sustainable Lobby government in partnership with Wudinna Council to fund the and growing local business sector sealing of Kyancutta Road. Collaborate to develop an integrated transport and road system that Develop and maintain a long term Infrastructure Asset Management Plan provides access for all users to ensure our assets are well managed Develop and improve our community infrastructure, including sewage and Investigate sewage treatment options. stormwater systems, in a staged manner over the period of this Strategic Develop, maintain and upgrade CWMS schemes in the region, particularly Plan and contingent on available resources Elliston Develop a construction and maintenance program for stormwater management and related infrastructure Maintain all buildings on the Council register and preserve heritage Maintain all buildings on the Council register and preserve heritage buildings, items and places of interest in a staged manner over the period buildings, items and places of interest of this Strategic Plan and contingent on available resources Encourage environmentally sound building design and practices which minimise resource and energy use Source: DC of Ellison, Strategic Plan (2012-2017).

Economy This section lists the DC of Elliston’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.23. Goal - Actively encourage, support and promote opportunities to increase the prosperity and sustainable growth of the community.

Community This section lists the DC of Elliston’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.24. Goal - Promote the enjoyment of our natural resources in a prudent and environmentally sustainable manner and ensure that our built environment effectively provides for the long term needs of our communities.

18 A full copy of DC of Elliston’s Strategic Development Plan (2012-17) can be obtained from the District Council of Elliston website: http://www.elliston.sa.gov.au/page.aspx?u=203

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Table C.23: DC of Elliston: goals, outcomes and actions, Strategic Plan (2012-17) - Economy

Outcomes/objective Action

Pursue initiatives to increase tourist visitation to our district to enhance the Encourage and support local tourism associations, tourist information local economy and spread the word about our beautiful region centre, festivals, events (e.g., surf boat carnival, farmer's markets), attractions and projects (e.g., main street ambience) that add value to the District's positioning and economy. Develop strategies to position our District to be conducive to a sustainable Develop an Economic Development Strategy to promote employment and growing local business sector creation and increased economic activity in the District Develop strategic partnerships with prospective mining and resource companies on the development of new mining activities Develop an Aged Accommodation Strategy to promote the district as an ideal place to retire Support the development of local banking facilities Recruit a Grants Officer for the region to identify grants which will boost council resources on priority projects Pursue and collaborate to secure water and power resources for the Develop a Water Management Strategy future including access to renewable energy and lobby governments to Collaborate to develop a regional approach and explore opportunities and improve access to technology feasibility of wave and wind energy Lobby governments, RDA and NBN on upgrading of access to broadband technology Maintain all buildings on the Council register and preserve heritage Develop a Property Strategy to maximise utilisation of Council owned buildings, items and places of interest in a staged manner over the period property assets of this Strategic Plan and contingent on available resources Source: DC of Ellison, Strategic Plan (2012-2017).

Table C.24: DC of Elliston: goals, outcomes and actions, Strategic Plan (2012-17) - Community

Outcomes/objective Action

Continue to support health, family support and aged care services and Facilitate the development of an aged accommodation strategy to facilities. promote the District as an ideal place to retire. Support a community bus facility in conjunction with Mid-West Health. Facilitate the development of a strategy to improve childcare facilities. Explore feasibility to establish a Men's Shed for male activities in Elliston. Support programs that assist in youth development and leadership and Develop a regional approach to youth activities based on current YAC. provide opportunities for young people to develop life skills, increase knowledge and build their capacity within the community and provide appropriate ongoing support to schools and childcare centres. Deliver and maintain a high standard and quality of services. Develop a continuous improvement service program. Maintain relationships with community protection stakeholders. Develop and maintain regular communication protocols with community protection stakeholders (e.g., GP, Hospital, CFS, SES, Ambulance services, Police). Source: DC of Ellison, Strategic Plan (2012-2017).

Environment This section lists the DC of Elliston’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.25. Goal - Promote the enjoyment of our natural resources in a prudent and environmentally sustainable manner and ensure that our built environment effectively provides for the long term needs of our communities.

Table C.25: DC of Elliston: goals, outcomes and actions, Strategic Plan (2012-17) - Environment

Outcomes/objective Action

Develop sustainable plans for the future growth in all our towns and Undertake Section 30 review under Development Plan. communities. Undertake a formal review of (1) the Elliston Spatial Plan, 2007 - the Plan for Growth and the associated 'General Guide to Land Availability and Development Potential' - 2008. Develop a long term waste management strategy which addresses Develop Waste Management Strategy in consultation with EPLGA. recycling, reduced waste to landfill and prudent management of our landfill. Collaborate to develop environmentally sustainable natural resources. Develop priority actions emanating from the NRM Coastal Action Plan in conjunction with NRM. Determine environmental significance of Lake Newland as a unique environmental area in conjunction with NRM. Source: DC of Ellison, Strategic Plan (2012-2017).

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Governance This section lists the DC of Elliston’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.26. Goal - Provide progressive leadership and good governance which encourages confidence of the community in the Council.

Table C.26: DC of Elliston: goals, outcomes and actions, Strategic Plan (2012-17) - Governance

Outcomes/objective Action

Enhance internal processes to ensure high standards of governance. Provide open, accessible and accountable governance and ensure the community has open access to Council decisions, policies and plans. Meet Council's legislative obligations and increase community awareness through education and enforcement where necessary. Participate in LGA Good Governance Assessment Program (GGAP). Ensure we have dedicated competent staff and Elected Members. Develop annual plan for the professional development of Councillors. Develop annual plan for the professional development of staff. Develop and implement a clear and effective plan for the long term Develop Long Term Financial Management Plan. operation of Council. Develop Long Term Asset Management Plan. Implement new Human Resource Plan (HRP). Develop Long Term Workforce Plan (LTWP). Develop Risk Management Plan. Develop Strategic Plan and link to Annual Business Plan. Develop an OHS&W Plan. Ensure that we communicate and engage effectively with our community. Develop Community Engagement Plan with a focus on proactive and innovative ways to inform, engage and involve the community. Provide clear leadership and advocate effectively and strategically on Ensure all Council decisions are in the strategic interest of our community. behalf of our community. Develop regional approaches to advocating for our community. Source: DC of Ellison, Strategic Plan (2012-2017).

Business Plan Information regarding council finances (income and capital expenditure) and achievements of Elliston District Council taken from Council’s Annual Business Plan (2015/16) are provided below.

Income for the DC of Elliston is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies investment income, etc.) formed the bulk of council income accounting for 82 per cent of total revenue for the year 2015/16 - see Table C.27. External revenues (non-operating revenues) comprised the remaining 18 per cent of council income, derived from state and federal government capital grants totalling $874,000. No breakdown is available for funding by State and Federal sources for capital expenditure. Overall, DC of Elliston received three types of grant funding from State and Federal Government for operating and capital expenditure purposes during 2015/16 comprising:  Local Roads (Grants Commission) - $399,000;  Roads to Recovery (Double payment in 2015-16) - $587,000; and  General Purpose (Grants Commission) - $742,000.

The DC of Elliston has planned for expenditure of $1.6 million on refurbishment of existing assets in 2015/16 - see Table C.28 for itemised capital projects and description.

DC of Elliston has planned for expenditure of $88,000 for construction or purchase of new assets in 2015/16 - see Table C.29 for itemised capital projects and description.

Achievements Achievements of outcomes to date in 2015/16 towards the strategic goals of DC of Elliston are listed in Table C.30, although no amounts are provided.

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Table C.27: Income sources, DC of Elliston, Business Plan (Budget 2016)

Rate revenue Amount ($m) Per cent

Rates - general and other 2.1 43.1 CWMS Service Charges - - Water Service Charges - - Refuse Collection Service Charges - - NRM Levy - - Statutory Charges 0.01 0.3 User Charges 0.1 1.3 Operating Grants and subsidies 1.7 - Interest Received or Investment Income 0.1 1.7 Reimbursements 0.02 0.3 Other Revenue 0.0 0.0 Total Operating income 4.0 82.1 External revenue Capital Grants 0.9 17.9 Proceeds from sale of assets - - Total external revenue 0.9 17.9 Total revenue 4.9 100.0 Source: The District Council of Elliston, Annual Business Plan (2015/16).

Table C.28: Capital renewal expenditure, DC of Elliston, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent

Buildings. Venus Bay toilet block removal and new upgrade. 35,000 2.2 Roads. Unsealed and sealed road maintenance. 1,129,000 70.2 Footpaths. Various streets in Elliston, Lock and Venus-Bay. 110,000 6.8 Plant and machinery. 4WD Dualcab, truck and steering unit. 210,000 13.1 Other. Various infrastructure upgrades/construction. 124,000 7.7 Total Capital Renewal Projects 1,608,000 100.0 Source: The District Council of Elliston, Annual Business Plan (2015/16).

Table C.29: New capital projects, DC of Elliston, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent

Vehicles. Venus Bay and Port Kenny maintenance vehicle. 40,000 45.2 Water assets. Lock Park Irrigation. 11,400 12.9 Roads. Formation of East Terrace Barmfield. 16,000 18.1 Other. Boat Ramp at Venus Bay Blinds for BBQ area. 21,000 23.8 Total Capital Renewal Projects 88,400 100.0 Source: The District Council of Elliston, Annual Business Plan (2015/16).

Table C.30: Achievement of outcomes to date, DC of Elliston, Business Plan (2015/16)

Achievement

Re-sheeted 21 km of unsealed roads. Paved 240 linear metres of town footpaths. Second stage of Elliston Coastal Trail project nearly completed. Upgraded playgrounds at Port Kenny and Venus Bay. Prepared stormwater management plan for Port Kenny. Prepared feasibility study for Elliston storm water management/wetlands. Appointed a contractor to assist with implementation of the Better Development Plan conversion. Reviewed waste management and made interim collection arrangements while service levels are reviewed. Advocated for continued State government support for Elliston RSL Memorial Children's Centre. Distributed Elliston TV fund to not-for-profit community groups. Partly reviewed Council policies and related procedures. Implementation of UHY Haines Norton financial review recommendations (95 per cent complete). Implemented ICT maintenance program. Updated asset management plan and long-term financial plan. Implemented some of the recommendations of records management report. Completed asset recording and condition assessment for Port Kenny and Venus Bay non-potable water supply scheme. Implemented regional procurement scheme. Updated work health and safety (WHS) and injury management (IM) programs (60 per cent complete). Prepared specifications and analysed tender documents for various contracts. Undertaken new elected member induction and training. Redesigned Council's website. Published and distributed Council's first quarterly newsletter. Source: The District Council of Elliston, Annual Business Plan (2015/16).

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District Council of Franklin Harbour Introduction The DC of Franklin Harbour District is located approximately 489 km from Adelaide via National Highway A1 and Lincoln Highway/B100 on South Australia’s Eyre Peninsula. Covering an area19 of 2,756 km2 the council shares borders with DC of Cleve to the West and DC of Kimba and Unincorporated Whyalla to the North. DC of Franklin Harbour also has a coastline with the Spencer Gulf (see Map C.5 below).

Map C.5: DC of Franklin Harbour, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 DC of Franklin Harbour had an estimated resident population (ERP) of 1,227 persons of which less than two per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Cowell (942 persons); and  Hawker (246 persons);

Economic activity across DC of Franklin Harbour is based on agriculture, aquaculture and fishing (see Table C.31 for key economic and social indicators). Crop farming across the region is centred on cereals (wheat, barley, oats and legumes) while livestock production is focused on sheep for wool production and more recently cattle and goat farming. Aquaculture in Franklin Harbour is centred on commercial oyster production and fishing is centred on fin fish. Jade mining and tourism are also important industries for the region. The Cowell Electric Supply company is a significant and important business operation located in the town of Cowell.

19 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.31: Key indicators for District Council of Franklin Harbour, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 1,227 Population projections (DPLG) 2016 1,355 2021 1,364 Age Structure (Census 2011) Population aged 0-19 years 312 24.5 Population aged 20-64 years 741 58.2 Population aged 65+ years 220 17.3 Indigenous population (2013) 18 1.4 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 218 38.0 Mining 87 15.1 Health Care and Social Assistance 51 8.9 Accommodation and Food Services 46 8.0 Education and Training 46 8.0 Income (2012/13) ($) Average annual income 49,849 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Mining 60 47.6 Agriculture, Forestry and Fishing 34 27.0 Construction 4 3.6 Health Care and Social Assistance 3 2.6 Education and Training 3 2.4 Exports - top 5 industries Mining 70 47.6 Agriculture, Forestry and Fishing 62 39.3 Construction 6 3.8 Professional, Scientific and Technical Services 3 2.0 Accommodation and Food Services 3 1.9 Imports - top 5 industries Agriculture, Forestry and Fishing 32 30.6 Mining 18 17.1 Construction 8 7.8 Accommodation and Food Services 2 2.0 Professional, Scientific and Technical Services 2 2.0 Tourism Exports – tourism 9 5.6 Totals - Economy (2013/14) Value ($m) Gross Regional Product 125 Exports 158 Imports 104 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 0 - Scenario 1 - mining development 10 mines operating 393 393 Scenario 2 - mining development 17 mines operating 393 393 Scenario 3 - mining development 20 mines operating 393 393 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 237 49.5 Owned with a mortgage (c) 119 24.8 Rented 105 21.9 Other tenure type (d) 6 1.3 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast (2011). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Franklin Harbour Strategic Development Plan (2012-17) identifies the main priorities and aspirations for the community. A full copy of the DC of Franklin Harbour’s Strategic Development Plan (2012-17) can be accessed from the council’s website.20 The strategy for DC of Franklin Harbour involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. Goals for the strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “A proud, growing and unified community benefitting from a diverse and environmentally sustainable economic base”.

Mission statement The DC of Franklin Harbour will provide our community with:  A high standard of essential services in an efficient manner;  Positive leadership;  Representation of our needs to the wider population;  Stimulus for economic growth; and  Sound management of our valuable natural environment.

Councils strategic direction Infrastructure This section lists the DC of Franklin Harbour’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.32. Goal - Maintain our high quality living environment - physical buildings/structures.

Economy This section lists the DC of Franklin Harbour’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.33. Goal - Foster a diverse and growing economic base that results in an increase in employment and population.

Community This section lists the DC of Franklin Harbour’s goal in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.34. Goal - Maximise the benefit to the community from improved community services.

Environment This section lists the DC of Franklin Harbour’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.35. Goal - Maintain our high quality living environment - natural environment.

20 A full copy of DC of Franklin Harbour’s Strategic Development Plan (2012-17) can be obtained from the District Council of Franklin website: http://www.franklinharbour.sa.gov.au/page.aspx?u=255

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Table C.32: DC of Franklin Harbour: goals, outcomes and actions, Strategic Plan (2012-2017) - Infrastructure

Outcomes/objective Action

Effectively manage the waste of the area. Establish a community waste water management scheme that includes the reuse of waste water. Maintain an effective Waste Transfer Station for Lucky Bay. Preservation of the built and natural heritage of the area. Develop a promotional program to raise community and visitor awareness of our local heritage that incorporates the use of heritage plaques. Prepare a Heritage Plan which recognises and records local items of heritage value. Enhance the aesthetics of our townships environment. Design and construct town entrances for Cowell, Lucky Bay and Port Gibbon that reflect both the individual character of the town and regional tourism themes. Provide high quality footpaths and roads. Support the efforts of the EPLGA in sourcing additional funding for the upgrade of local roads. Develop a five year prioritised footpath construction and upgrade program linked to an overall Townscape Development Plan. Develop a roadside management strategy that promotes the use of native vegetation. Review Council's road priorities. Promote Road Traffic Safety in the community. Ensure the public conveniences are located appropriately and are of high Develop and implement a staged construction, Replacement and Upgrade standard. Plan linked to Townscape Development Plan for Cowell, Lucky Bay and Port Gibbon. Increase the number and standard of parks and gardens in our area. Establish or improve playground equipment at appropriate locations. Develop an Asset Management Plan for the establishment, upgrade and maintenance of Council buildings, town parks and gardens. Investigate methods for reducing the maintenance costs of parks and gardens. Encourage local community groups to assist in the maintenance of local parks and gardens. Implement best practice stormwater management techniques. Develop and implement a Stormwater Management Plan to utilise storm water in the maintenance of parks, recreation areas and gardens. Source: DC of Franklin Harbour, Strategic Development Plan (2012-2017).

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Table C.33: DC of Franklin Harbour: goals, outcomes and actions, Strategic Plan (2012-17) - Economy

Outcomes/objective Action Maximise the potential of the tourism industry. Continue to support and further develop a multi-function visitor information centre linked to the aquaculture industry, fishing, environment, farming, local history and mining. Maintain and update the roadside visitor information bay promoting the attractions of the area and improve tourism signage linked to regional tourism themes. Support the Seafood and Aquaculture Trail and the Outback and Nature Trail to highlight the seafood and minerals and gemstones of the region. Establish shelter and camp facilities in strategic locations along the coast. Encourage educational visits from schools and universities related to the mangrove areas, aquaculture industry and mining industry. Investigate new, and support ongoing opportunities for annual events. Continue to support the employment of a full-time Regional Tourism Development Officer. Encourage the development of boat cruises of Franklin Harbour. Promote the establishment of a local tourism association comprising representatives of business, the community and Council. Support the efforts to re-establish air services between Eastern Eyre Peninsula and Adelaide. Undertake a survey of current tourism visitors to identify gaps in facilities and services. Work with the Franklin Harbour Community Development Group to develop a Boardwalk/Footpath network from the town through the mangroves to the Harbour View Caravan Park area. Facilitate the further development of our mining sector. Support existing and new mining operations and options. Support the growth of the aquaculture industry. Provide support for efforts that add value to the aquaculture industry of the area. Ensure that Council's Development Plan adequately caters for the future development of the aquaculture industry. Foster relationships between Council and industry associations. Expand our aged care and retirement industry. Facilitate the development of appropriate housing options for retirees and aged people, develop partnerships where possible with potential investors and investigate the feasibility of an upmarket retirement village in strategic location. Undertake a targeted marketing campaign promoting the benefits of retiring to the area. Assist the expansion of the agricultural sector. Promote the establishment of value adding activities for the agricultural sector. Lobby to have the Cowell bulk grain facilities relocated to a more appropriate site in the rural zone. Acknowledge the likelihood of impacts from climate change and promote education for landowners to adopt new management methods and technologies to adjust accordingly and to benefit from those changes. Monitor changes in growth/decline, increased development and demographic change. Provide appropriate infrastructure for economic development. Establish a fully serviced industrial estate within the Council area. Identify, prioritise and undertake the sealing of access roads to prime seaside locations. Monitor the operational requirements of the oyster industry and maintain appropriate boat ramp and wharf facilities. Investigate current and future housing accommodation requirements including rental, residential and commercial needs. Provide support for development of the Lucky Bay ferry terminal. Development of seaside areas in a sustainable manner. Prepare marketing material to attract potential developers. Ensure suitable policies for the development of identified areas are incorporated into the Development Plan. Support the establishment of a high quality boat marina at a suitable location. Increase the size of our commercial and retail sector. Facilitate seminars for local businesses on small business management. Encourage local businesses to utilise the business development resources of the Eyre Regional Development Board. Support a 'Buy Local' campaign. Promote the establishment of a local business association. Ensure the adequate provision of power and water supplies. Support the development of further alternative energy generation facilities in the region. Work closely with regional organisations to ensure a sustainable and reliable supply of power and water. Maximise the benefits to our community from relationships with Foster relationships with the South Australian Tourism Commission, the appropriate organisations. Eyre Regional Development Board, Eyre Peninsula Natural Resource Management Board and the Eyre Peninsula Local Government Association. Identify partnership opportunities for the implementation of specific projects with appropriate organisations. Source: DC of Franklin Harbour, Strategic Development Plan (2012-2017).

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Table C.34: DC of Franklin Harbour's goals, outcomes and actions, Strategic Plan (2012-17) - Community

Outcomes/objective Action

Ensure the delivery of appropriate health services to the community. Facilitate an improvement in access to medical specialists, maintain acute service capabilities and support the Community in conjunction with the Cowell Community Health and Aged Care. Maintain a strong relationship with Eastern Eyre Health and Aged Care Inc and Country Health SA. Maximise the provision of aged care facilities and services. Review aged services requirements in collaboration with service providers. Undertake regular consultation with aged members of the community to assist in planning for services and facilities. Facilitate the provision of existing aged care services in an effective and efficient manner. Provide high quality sporting and recreational facilities. Determine the feasibility of Centralising major sporting facilities in Cowell. Review options for improved swimming facilities. Establish bicycle trails in appropriate locations along the coast. Encourage and facilitate a staged improvement program for sport and recreation facilities in Cowell. Investigate the recommendations of the Eyre Peninsula Sport, Recreation and Open Space Strategy. Support the development and retention of the area's youth. Undertake a youth needs analysis, support the ongoing activities of a youth Drop In Centre and the Youth Advisory Committee. Establish a youth mentoring program to encourage involvement in community organisations. Improve the educational opportunities available to the community. Continue to work in close collaboration with the Area Schools to ensure the provision of appropriate services. Review the demand and availability of educational courses in the area in conjunction with the Spencer Institute TAFE. Facilitate improvements or increases in community services. Monitor demand for public transport services and lobby accordingly. Support ongoing activities of the Franklin Harbour Community Development Group to identify opportunities for community development projects. Source: DC of Franklin Harbour, Strategic Development Plan (2012-2017).

Table C.35: DC of Franklin Harbour: goals, outcomes and actions, Strategic Plan (2012-2017) - Environment

Outcomes/objective Action

Effectively manage the waste of the area. Promote the establishment of a regional waste management strategy. Promote waste minimisation and recycling within the community. Protect and enhance our foreshore, coast and marine areas. Continue to support the Caring for our Coastline initiatives through EPNRM Board. Monitor the impacts on the marine environment of town storm water and effluent. Facilitate the ongoing monitoring of our local fisheries. Preservation of the built and natural heritage of the area. Assist in the implementation of the Eyre Peninsula Natural Resource Management Plan. Recognise and value the Indigenous heritage and culture of the area. Develop a Council wide Indigenous Land Use Agreement. Foster and maintain a good working relationship with Indigenous leaders in the region. Enhance the aesthetics of our townships environment. Provide a free annual 'Clean Up Week' refuse pickup service to encourage fire prevention and town presentation. Source: DC of Franklin Harbour, Strategic Development Plan (2012-2017).

Governance This section lists the DC of Franklin’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.36. Goal - A professional, effective and customer orientated organisation playing the lead role in community development.

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Table C.36: DC of Franklin Harbour: goals, outcomes and actions, Strategic Plan (2012-17) - Governance

Outcomes/objective Action

Maximisation of council service delivery. Undertake benchmarking with other Councils and establish appropriate performance measures. Consult regularly with the community to identify gaps in Council service delivery. Ensure the ongoing review of Council's Strategic Plan. Ensure that minority groups have equal access to Council services. Implement and maintain Records Management System in line with State Records guidelines. Improve the image and profile of Council through effective Maintain and expand the Council website that provides information on communication. Council activities. Utilise community groups for the dissemination of Council information. Prepare a regular community newsletter in conjunction with community groups. Effective utilisation of Council plant and equipment. Pursue opportunities for sharing of resources, plant and equipment amongst neighbouring Councils. Review the plant replacement program. Encourage staff development in a safe working environment. Develop individual staff development programs to develop a skilled human resource base. Ensure ongoing equipment and work place risk assessment to encourage a safe working environment. Make OHS&W a part of everyday Council business. Promote the importance of compliance with WorkCover Exempt Employer Standards to Council with regular reporting of performance. Provide strong leadership to our community. Actively participate in regional governance forums. Maintain ongoing liaison with other levels of Government and develop positive working relationships. Support and recognise the efforts of local volunteers. Assist in the coordination of volunteer efforts in association with community groups. Support community groups in the preparation of funding submissions. Establish community volunteer awards. Incorporate volunteer achievements into Council's communication mechanisms. Source: DC of Franklin Harbour, Strategic Development Plan (2012-2017).

Business Plan Information regarding council finances (income and capital expenditure) of Franklin Harbour District Council taken from Council’s Annual Business Plan (2015/16) are provided below.

Income for the DC of Franklin Harbour is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies investment income, etc.) formed approximately half of Council’s income 2015/16 - see Table C.37. External revenues (non- operating revenues) comprised the remaining 51 per cent of council income; with a total of $4.2 million being derived from state and federal government capital grants. No breakdown of capital expenditure grants by State and Federal sources is available.

Table C.37: Income sources, DC of Franklin Harbour, planned income 2015/16

Rate revenue Amount ($m) Per cent

Rates - general and other 1.1 12.9 CWMS Service Charges - - Water Service Charges - - Refuse Collection Service Charges - NRM Levy - - Statutory Charges 0.09 1.1 User Charges 0.3 4.0 Operating Grants and subsidies 2.4 28.9 Interest Received or Investment Income 0.04 0.5 Reimbursements 0.07 0.8 Other Revenue 0.03 0.3 Total Operating income 4.0 48.5 External revenue Capital Grants 4.2 51.5 Proceeds from sale of assets - - Total external revenue 4.2 51.5 Total revenue 8.2 100.0 Source: The District Council of Franklin Harbour, Budgeted Statement of Comprehensive Income, Year ending 30th June 2016.

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The DC of Franklin Harbour has planned for expenditure of $10.0 million on refurbishment of existing assets and construction or purchase of new assets in 2015/16 - see Table C.38 for itemised capital projects and description.

Table C.38: Capital renewal and new projects expenditure, DC of Franklin Harbour, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent

Water CWMS Construction 8,727,000 87.6 Roads Cedar Avenue 16,500 0.2 Other Landfill - fencing 30,000 0.3 Plant and equipment Depot - Hoist and concrete pad 75,000 0.8 Buildings Council Office - refurbishment and upgrade 47,200 0.5 Plant and equipment Vehicles 495,000 5.0 Roads Road re-sheeting/major repairs 533,694 5.4 Other Boat ramp - tyre wall 20,000 0.2 Other Skate Park Ground Work 20,000 0.2 Total Capital Renewal Projects 9,964,394 100.0 Source: The District Council of Franklin Harbour, Annual Business Plan, 2015/16.

Achievements No achievements of outcomes to date towards the strategic goals of DC of Franklin Harbour are listed in the 2015/16 Annual Business Plan.

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District Council of Kimba The DC of Kimba is located approximately 475 km from Adelaide via National Highway A1 on South Australia’s Eyre Peninsula. Covering an area21 of 3,984 km2 the council shares borders with Unincorporated Whyalla and Unincorporated Lincoln to the North, DC of Franklin Harbour and DC of Cleve to the south, and Wudinna DC to the west (see Map 5.1 below).

Map 6.1: DC of Kimba, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 DC of Kimba had an estimated resident population (ERP) of 1,101 persons of which approximately one per cent were classified as Aboriginal and/or Torres Strait Islander. The major population centre located within the council and its ERP’s as at Census 2011 is:  Kimba (670 persons)

Economic activity across DC of Kimba is based upon primary production of cereal grain (wheat, barley, canola, pulses and oats), meat and wool (see Table C.39 for key economic and social indicators). Electricity supply is from Cowell Electric Supply Pty Ltd. The town of Kimba is rich in agricultural history and heritage which is well displayed throughout the town. There were proposed sites near Kimba that were until recently the subject of negotiation for possible storage of low level, radioactive waste.

21 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.39: Key indicators for District Council of Kimba, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 1,101 Population projections (DPLG) 2016 1,153 2021 1,141 Age Structure (Census 2011) Population aged 0-19 years 262 24.0 Population aged 20-64 years 603 55.3 Population aged 65+ years 225 20.6 Indigenous population (2013) 14 1.3 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 306 48.5 Health Care and Social Assistance 66 10.4 Accommodation and Food Services 42 6.7 Retail trade 38 6.0 Construction 34 5.4 Income (2012/13) ($) Average annual income 45,810 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 56 53.9 Construction 8 7.2 Financial and Insurance Services 7 6.5 Wholesale trade 5 5.0 Health Care and Social Assistance 4 3.9 Exports - top 5 industries Agriculture, Forestry and Fishing 90 75.3 Construction 14 11.7 Financial and Insurance Services 3 2.3 Accommodation and Food Services 2 2.0 Retail trade 2 1.5 Imports - top 5 industries Agriculture, Forestry and Fishing 26 26.2 Construction 25 25.1 Wholesale trade 4 4.1 Transport, Postal and Warehousing 3 3.2 Accommodation and Food Services 2 2.4 Tourism Exports – tourism 7 6.2 Totals - Economy (2013/14) Value ($m) Gross Regional Product 104 Exports 120 Imports 98 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 0 - Scenario 1 - mining development 10 mines operating 60 60 Scenario 2 - mining development 17 mines operating 106 106 Scenario 3 - mining development 20 mines operating 106 106 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 219 53.4 Owned with a mortgage (c) 83 20.2 Rented 87 21.2 Other tenure type (d) 13 3.2 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast (2011). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Kimba’s Strategic Development Plan (2012-16) identifies the main priorities and aspirations for the community. A full copy of DC of Kimba’s Strategic Development Plan (2012-16) can be accessed from the council’s website.22 The strategy for DC of Kimba involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”. These themes cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission, council’s strategic plan.

Vision statement “A sustainable, progressive and viable Council committed to building the prosperity and vitality of the Kimba community in a quality environment”.

Mission statement “To provide leadership, representation, advocacy and prudent management for its communities and visitors, and to work with them to identify asset needs and improve services”.

Councils strategic plan Infrastructure This section lists DC of Kimba’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.40. Goal - Provide and maintain community assets and infrastructure for residents and visitors.

Table C.40: DC of Kimba: goals, outcomes and actions, Strategic Development Plan (2012-2016) - Infrastructure

Outcomes/objective Action

Asset Management Plans. Develop up to date relevant asset management plans for councils assets Asset Management. Review, manage and maintain well utilised, multi-purpose buildings which meet the needs of the community. Maintain Kimba Airstrip to the standard required by CASA and continue to upgrade as opportunities arise. Continue to provide the best possible road network that brings ongoing social and economic benefits to residents of the region by reviewing councils Road Classification Policy and implementing works best practice to achieve the required outcome with limited resources. Continue to upgrade footpaths in Kimba. Update and maintain a long term plant replacement policy and register that clearly outlines the core plant needed to maintain council’s road assets. Collaboration. Pursue opportunities for cost effective sharing of resources, facilities and services. Source: DC of Kimba, Strategic Management Plan (2012-2016).

Economy This section lists the DC of Kimba’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.41. Goal - Contribute to the economic environment of the district in order to support new and existing businesses and economic opportunities supported by strong regional co-operation.

Community This section lists the DC of Kimba’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.42. Goal - Develop and encourage vibrant, cohesive and diverse cultural services that improve the community.

22 A full copy of DC of Kimba’s Strategic Development Plan can be obtained from the District Council of Kimba website: http://www.kimba.sa.gov.au/page.aspx?u=282

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Table C.41: DC of Kimba: goals, outcomes and actions, Strategic Development Plan (2012-2016) - Economy

Outcomes/objective Action

Employer of choice Using the LGA of SA program promote council as an employer of choice and promote employment opportunities Promote and enhance tourism opportunities for Kimba District and Eyre Support the employment of a tourism officer by the RDA Eyre Peninsula Peninsula Combine and assist other groups and organisations to promote Kimba as a vibrant tourist, heritage and cultural destination Continue to support the Community Development Group by providing space in the Council Administration Office for a Visitor Information Centre Assist with the promotion of regional development in the Kimba district Continue support for Regional Development Australia of Whyalla and and the Wider Eyre Peninsula community Eyre Peninsula Continue to work with the board to seek funding opportunities for council, business and the wider community Development of resources Engage with IronClad Mining and other prospective mining companies to enhance infrastructure, employment and housing opportunities to the Kimba community and district Source: DC of Kimba, Strategic Management Plan (2012-2016).

Table C.42: DC of Kimba: goals, outcomes and actions, Strategic Development Plan (2012-2016) - Community

Outcomes/objective Action

Community advocacy Continue to work with the Whyalla and Eyre Peninsula RDA and the EPLGA to improve telecommunication and information technology to Kimba and the Eyre Peninsula Community care Continue to work with the Eastern Health Community Board and the Kimba Hospital to ensure that the community have access to appropriate health services Volunteering Encourage and support volunteering within our district by providing, where possible appropriate training, support and recognition for their efforts Youth Sponsor and foster leadership of the youth of our district Recreation Reserve Continue to carry out ongoing improvements to the Reserves in a structured manner Recreation, Leisure and Sport Support and encourage maintenance of a range of active and passive recreational facilities for all age groups in the Kimba District Kimba Pioneer Memorial Village Develop a long term plan for the village and allocate annual funding to achieve the outcomes of the plan Source: DC of Kimba, Strategic Management Plan (2012-2016).

Environment This section lists the DC of Kimba’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.43. Goal - Ensure the importance of the built and natural environment and open spaces are both recognised and protected for the enjoyment of current and future generations through planned development and management.

Table C.43: DC of Kimba: goals, outcomes and actions, Strategic Development Plan (2012-2016) - Environment

Outcomes/objective Action

Waste management Continue to upgrade and manage waste depot to meet EPA Standards Promote collection, recycling and re-use of waste within the district Revegetation Develop a long term plan for the ongoing revegetation of council’s parks, gardens, recreation reserve and vegetation corridors Climate change Create an awareness of council’s long term climate change policy among residents, members of council and staff which will assist council in protecting its assets and reduce greenhouse emissions Native vegetation and pest plants and animals Engage and work with consultants to prepare a Roadside Vegetation Policy that is acceptable to the Native Vegetation Council Work with the Eyre Peninsula Natural Resource Management Board to enhance and control pest plants and animals in the Kimba district and surrounding areas Bushfire prevention Support Regional and local Bushfire Prevention Committees and the local CFS groups and assist in the preparation of Bushfire Prevention Plans Stormwater and Wastewater Continue to seek ways of harvesting stormwater in Kimba Maximise use of Wastewater on Recreation Reserve Source: DC of Kimba, Strategic Management Plan (2012-2016).

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Governance This section lists the DC of Kimba’s goal in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.44. Goal - Provide leadership, good governance, responsible financial management and efficient services to encourage initiative and confidence in the community.

Table C.44: DC of Kimba: goals, outcomes and actions, Strategic Development Plan (2012-2016) - Governance

Outcomes/objective Action

Representative and open council Provide open, accessible and accountable governance and ensure the community has access to council decisions Professional development Continue to encourage members and staff to attend training courses for development of knowledge of roles and responsibilities to meet the legislative requirements of their position and council Customer services Provide a high level of service for internal and external stakeholders Commitment to continuous improvement Review services on an ongoing basis to drive continuous improvement and to ensure effective resource management Compliance Implement systems to increase community awareness through education about compliance requirements Financial Sustainability Ensure the long term financial sustainability of council by sound methods of management of councils finances through budgetary controls, investments and upgrade and maintenance of councils infrastructure assets and by using the seven sustainability indicators outlined in the 2007 model financial statements Management of risk Model best practice in Risk Management to minimise risks to Council, its workforce and community Source: DC of Kimba, Strategic Management Plan (2012-2016).

Business Plan Information regarding Kimba District Council’s finances (income and capital expenditure) and achievements taken from Council’s Annual Business Plan (2015/16) are provided below.

Income for the DC of Kimba is sourced from operating and external income sources. However, operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies investment income, etc.) accounted for all revenues for the Council in 2015/16 - see Table C.45.

The DC of Kimba has planned for expenditure of $1.0 million on refurbishment of existing assets and construction or purchase of new assets in 2015/16 - see Table C.46 for itemised capital projects and description.

Table C.45: Income sources, DC of Kimba, comprehensive income for year ended 30th June 2015

Rate revenue Amount ($m) Per cent

Rates - general and other 1.5 36.9 CWMS Service Charges - - Water Service Charges - - Refuse Collection Service Charges - - NRM Levy - - Statutory Charges 0.01 0.3 User Charges 0.1 2.4 Operating Grants and subsidies 2.2 53.3 Interest Received or Investment Income 0.05 1.1 Reimbursements 0.15 3.7 Other Revenue 0.10 2.3 Total Operating income 4.2 100.0 External revenue Capital Grants 0.0 0.0 Proceeds from sale of assets(a) 0.0 - Total external revenue 0.0 0.0 Total revenue 4.2 100.0 Note: (a) = made a loss on sale of assets of approximately $22,300. Therefore proceeds from sale of assets have been left as zero. Source: The District Council of Kimba, Annual Report 2014-15 (see 2014-15 Audited Financial Statements).

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Table C.46: Capital renewal and new projects expenditure, DC of Kimba, Business Plan (2015/16)

Capital renewal projects Description Amount ($) Per cent

Plant equipment Replacement of Isuzu Tipper 66,000 6.3 Plant equipment Replacement of Administration Vehicle 15,000 1.4 Buildings Office extensions 157,000 15.1 Roads Road Re-sheeting and Re-sealing 640,000 61.4 Buildings Kimba Pioneer Memorial Village Upgrades 25,000 2.4 Footpaths Footways Construction 89,000 8.5 Roads High Street Kerbing Upgrade - Design Works 20,000 1.9 Plant equipment Minor Plant 15,000 1.4 Plant equipment Office Equipment 15,000 1.4 Total Capital Renewal Projects 1,042,000 100.0 Source: The District Council of Kimba, Annual Business Plan, 2015/16.

Achievements Achievements of outcomes to date in 2015/16 towards the strategic goals of DC of Kimba are listed in Table C.47 below.

Table C.47: Achievement of outcomes to date, DC of Kimba, Business Plan (2015/16)

Achievement Amount ($)

Total cost of Waste Pickup, Recycling and Refuse Depot 210,000 Continued beautification of Memorial Gardens and Maintenance of Hall 48,000 Maintaining of Parks and Gardens 65,000 Maintaining of Recreation Reserve and oval 50,000 Road Maintenance 545,000 Maintenance of Kimba Pioneer Memorial Village Units and surrounding grounds 85,000 Re-development of Old Playing Courts Area 90,000 Further develop Tourism within the Kimba District 53,000 Shade for Recreation Reserve Playground 50,000 Replacement of Cat 14H Grader 260,000 Kimba Pioneer Memorial Village Upgrades 52,000 Purchase of Vehicles - 4 x 4 Ute 22,000 Road Re-sheeting and Sealing 320,000 Replacement of Forklift 33,000 Footways Construction 30,000 Additional Footways Construction 40,000 Additional work at the Recreation Reserve 35,000 Additional work undertaken at the Old Playing Courts Area 60,000 Department of Planning, Transport and Infrastructure Private Works 40,000 Source: The District Council of Kimba, Annual Business Plan, 2015/16.

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District Council of Lower Eyre Peninsula The DC of Lower Eyre Peninsula is located approximately 640 km from Adelaide via National Highway A1 and Lincoln Highway/B100 on South Australia’s Eyre Peninsula. Covering an area23 of 4,721 km2 the council shares borders with DC of Elliston to the North, Tumby Bay DC to the East and has 702 km of coastline with the Great Australian Bight (GAB) (see Map C.7 below).

Map C.7: DC of Lower Eyre Peninsula, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Lower Eyre Peninsula had an estimated resident population (ERP) of 5,079 persons of which approximately four per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Cummins (719 persons); and  Coffin Bay (615 persons);

Economic activity across the DC of Lower Eyre Peninsula is centred on agriculture, fishing and tourism (see Table C.48 for key economic and social indicators). Primary products include grain crops (wheat, barley, oats, canola and legumes) and livestock. Coastal areas support commercial fishing and aquaculture industries. Tourism is supported through the Port Lincoln Regional Airport (the largest regional airport in South Australia) which is operated by the council acting as the primary aviation gateway between Eyre Peninsula and Adelaide.

23 Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0.

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Table C.48: Key indicators for District Council of Lower Eyre Peninsula, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 5,079 Population projections (DPLG) 2016 5,091 2021 5,299 Age Structure (Census 2011) Population aged 0-19 years 1,411 28.7 Population aged 20-64 years 2,834 57.6 Population aged 65+ years 671 13.6 Indigenous population (2013) 178 3.6 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 749 47.0 Transport, Postal and Warehousing 110 6.9 Health Care and Social Assistance 102 6.4 Construction 95 5.9 Retail trade 85 5.3 Income (2012/13) ($) Average annual income 50,762 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 110 49.2 Transport, Postal and Warehousing 12 5.2 Wholesale trade 9 4.0 Financial and Insurance Services 9 3.9 Construction 9 3.9 Exports - top 5 industries Agriculture, Forestry and Fishing 198 71.9 Transport, Postal and Warehousing 19 7.0 Construction 14 5.0 Wholesale trade 7 2.6 Financial and Insurance Services 7 2.4 Imports - top 5 industries Agriculture, Forestry and Fishing 89 35.2 Construction 18 7.0 Transport, Postal and Warehousing 13 5.2 Wholesale trade 8 3.3 Other Services 6 2.3 Tourism Exports – tourism 13 4.8 Totals - Economy (2013/14) Value ($m) Gross Regional Product 224 Exports 275 Imports 253 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 452 - Scenario 1 - mining development 10 mines operating 452 0 Scenario 2 - mining development 17 mines operating 452 0 Scenario 3 - mining development 20 mines operating 453 0 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 717 41.3 Owned with a mortgage (c) 650 37.4 Rented 321 18.5 Other tenure type (d) 21 1.2 Notes: (a) = The ownership of dwellings sector is a national sector designed to impute a return to the state’s housing stock. Total value of output in this sector is an estimate of rent earned on leased dwellings and imputed rent on the balance of owner-occupied dwellings. (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of council plans Strategic plan The DC of Lower Eyre Peninsula’s Strategic Development Plan (2012-21) identifies the main priorities and aspirations for the community. A full copy of DC of Lower Eyre Peninsula’s Strategic Development Plan (2011- 14) can be accessed from the council’s website.24 The strategy for the DC of Lower Eyre Peninsula involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “A great lifestyle for all in a region of growth and prosperity”.

Mission statement “To assist our community achieve its economic and social potential through services, programs and advocacy and responsible management”.

Councils strategic direction Infrastructure This section lists the DC of Lower Eyre Peninsula’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.49. Goal - Provide and maintain Council assets, infrastructure and services to meet the current and future needs of the community.

Economy This section lists the DC of Lower Eyre Peninsula’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.50. Goal - Enhance the quality of life of residents and contribute to a vibrant, prosperous and sustainable community.

24 A full copy of DC of Lower Eyre Peninsula’s Strategic Development Plan (2012-21) can be obtained from the District Council of Lower Eyre Peninsula website: http://www.lowereyrepeninsula.sa.gov.au/page.aspx?u=287

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Table C.49: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) - Infrastructure

Outcomes/objective Action

Review service standards across council to ensure they reflect Document and publish existing Council service standards and review community expectations, are affordable and cost effective regularly Maintain and improve transport services to the community Maintain Cummins airstrip in support of Royal Flying Doctor service Investigate provision of community transport services Support Red Cross Transport Services Maintain and improve effective animal management practices Review Animal Management Plans, Policies and procedures and the associated resource requirements Provide cost effective Waste Management services Review Waste Management Strategy to ensure services comply with community expectations and the State policy on waste and recycling Contribute towards library services to cater for the needs of residents Annual funding contribution to the Cummins School Community Library and Coffin Bay Agency in line with Public Library Services funding formulae Voluntary annual contribution to Port Lincoln TAFE Library Improve the landscape and maintenance standard of Council townships Inclusion of streetscape upgrades in annual budgets to engender community pride and encourage recreational activity for all Provide funding in annual budgets towards Walking trails/footpaths ages Upgrade reserves in line with community expectations with regard to financial capacity of Council Review and plan for future upgrades and maintenance of Council playgrounds and active recreational areas Maintain the standard of Council cemeteries with reference to Cemetery Develop Cemeteries in line with the Cemetery Management Plan Management Plan Maintain and improve the standard of the sealed road network Review the condition report on the existing sealed road network periodically Prioritise the sealing or resealing of township roads according to strategic priorities as identified in the Capital Works program Leverage grant funding/partnership opportunities to re-habilitate or seal Old Flinders Highway and White Flat Road Continually improve the standard of the unsealed road network Leverage grant funding/partnership opportunities to improve the standard throughout Council area of the rubble road network to cater for industry needs Maintain budgets for rubble road re-sheeting in line with the Road Asset and Infrastructure Management Plan Continue replacement of Rural Road Culverts Council roads maintained in line with 'Road Network Management Plan' Develop Road Network Management Plan Plan for upgrade of existing infrastructure and assets to meet current and Develop a plan and leverage grant funding for future upgrades and future needs of the community maintenance requirements for Council boat ramps Review township footpath plans to cater for families, less able bodied persons and young people and reflect desired community standards Plan to encourage cycling within built up areas Review the requirement for Industrial Land across the Council district and investigate re-zoning of appropriate land to meet demand Plan for the future service needs of the community Review and document infrastructure and services provided in all townships Review adequacy of Council street lighting and formulate plans for making upgrades Review service levels in all Council reserves across the district Plan for expansion of Cummins Industrial Area Upgrade the Cummins Council office and chambers Explore options for effective service provision for residents in the Port Lincoln vicinity Source: DC of Lower Eyre Peninsula, Strategic Plan (2012-2021).

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Table C.50: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) - Economy

Outcomes/objective Action

Encourage the retention of young people and their participation in its Work with relevant agencies to encourage development of business future activity and initiatives to ensure young residents have the option of remaining and working in the area Liaise with RDA, industry and business to assist in encouragement of expanded employment opportunities for young residents Consider options of work placement/experience for senior students of local schools and a system of traineeships where appropriate Assist the well-being of residents by encouraging involvement and Promote community groups and events participation in community group activities and programs Encourage and support community volunteers to Council and community activities Involvement and support from Council for Youth Advisory Committee Provide funding for Youth Week activities Support strategic upgrading of sporting, recreation and community Make annual budget provision for upgrade of facilities which meet facilities in the townships of the Council area Council's strategic objectives Continue to provide Community Reserves Support Grants to assist with local initiatives Support and promote local communities Continued employment of Community Development Officer Provide financial and office support for the Cummins and District Enterprise Committee Assist with the printing of the Coffin Bay Sun and the Cummins Connection newsletters Provide financial support for local community events Contribute to reducing health risks for residents and their families by Lobby government and non-government service providers to ensure the promoting their participation in healthy lifestyles, social inclusion and provision of appropriate facilities and services to cater for the health and health services welfare of residents, particularly aged care Encourage development of retirement living/aged accommodation in Consider opportunities for development of retirement/aged township locations to enable retention of long term residents accommodation, especially in Coffin Bay Actively promote the benefits of retirement living in our coastal and inland townships Facilitate supply of sufficient residential and industrial land to cater to Support development and supply of residential land in the township of future growth whilst protecting important rural land and having regard for Cummins by a contribution towards infrastructure costs up to $5,000 per land of high conservation value allotment for subdivision schemes agreed by the elected Council Undertake Development Plan Amendments in timely manner to ensure sufficient supply of residential and industrial land Encourage residential expansion of existing townships Support and encourage expansion of supply of industrial land consolidated around existing industrial precincts Infrastructure and facilities at the Port Lincoln Airport provided to ensure Completion of Terminal Building, Apron, Taxiway and Car Park upgrades ease of access to the region, maximising tourism visitation Position the Council to be able to respond to the potential positive and Undertake assessment in conjunction with RDAWEP and EPLGA of the negative impacts of mining/resource development within the Council and likely implications of mining and resource development and support adjacent area. strategies which encourage and foster environmentally sensible and sustainable development Identify locations of likely mining resource development and opportunities Lobby EPLGA to undertake a mining impact assessment for Eyre Peninsula Councils Support the establishment of strategic infrastructure including rail and road development to facilitate appropriate mining development and operations in the region Support initiatives that maximise employment outcomes in the region's Maximise tourism opportunities by promoting the area, its facilities and workforce attractions locally/internationally Maintain and improve Council's tourism assets, ensuring the Council area and its attractions are kept clean, safe and community friendly Develop relationships with government and other stakeholder interests to ensure the prosperity of the airport Liaise with and support educational facilities within the district to meet the needs of the local community Upgrade public infrastructure to provide for business and industry Support renewable energy business development development Support initiatives of RDAWEP and EPLGA to improve electricity and water supplies infrastructure Work in conjunction with Mining interests to ensure local roads are fit for purpose to cater for agriculture, mining and residential requirements Lobby for Government funding and initiatives to ensure adequate Collaborate with adjacent councils to lobby for an improved rail network maintenance and upgrading of the arterial transport network, including Collaborate with adjacent councils to lobby for improvements to the rail network for freight movements, to support economic development. arterial road network Promote the region as an attractive lifestyle location to potential new Promote seaside towns as attractive living and retirement locations residents Promote the region as a preferred location for business and industry investment Actively support the establishment of value added business initiatives Consider rezoning land for value added activities

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Table C.50: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) – Economy (continued …)

Outcomes/objective Action

In collaboration with adjacent Councils develop and maintain tourism Undertake a consolidated review of facilities with the adjacent Councils to facilities to increase the levels of visitation to the area encourage regional development and maintenance of tourism services and facilities Improve visitor access to the region to encourage tourism growth Continue voluntary financial support of the Port Lincoln Visitor Information Centre Assist with funding for the employment of RDAWEP's Tourism Officer Cooperate with the Department of Environment and Natural Resources Work with state agencies, the EPLGA and various tourism bodies to (DENR) to promote the regions natural assets and develop ecotourism protect the environment whilst making available for ecotourism experiences Support sustainable and viable primary industries Take into account the importance of agriculture and aquaculture business in Council decision making Lobby on behalf of industry in the development of Marine Parks to ensure they are low impact and do not impact on the continued growth and viability of aquaculture, fishing and recreational boating industries Support initiatives of RDAWEP for protecting and expanding agriculture, fishing and aquaculture industries Source: DC of Lower Eyre Peninsula, Strategic Plan (2012-2021).

Community This section lists the DC of Lower Eyre Peninsula’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.51. Goal - Expand Council's impact and sphere of influence using effective partnerships, collaborative relationships and advocacy.

Table C.51: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) - Community

Outcomes/objective Action

Collaborate with RDAWEP and the EPLGA to promote, support and Collaborate with government, business and regional bodies to promote encourage sustainable economic development, investment and business regional development in the Council area opportunities to the area Represent aspirations of and advocate for residents, community groups Act as a lobbyist with other levels of government and business to other levels of government and the region. Develop partnerships with and support the work of other public and Membership of RDAWEP private stakeholders in the community Active participation in the EPLGA Work with government agencies, schools and health providers to provide improved community services Increase collaboration with adjacent councils and other authorities to Pursue Shared Services opportunities in conjunction with Tumby Bay DC reduce duplication of administrative and other costs and provide an and City of Port Lincoln improved overall level of service Source: DC of Lower Eyre Peninsula, Strategic Plan (2012-2021).

Environment This section lists the DC of Lower Eyre Peninsula’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.52. Goal - Responsibly manage (Council's) impact on and preservation of the area's natural resources, natural and built environment and heritage.

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Table C.52: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) - Environment

Outcomes/objective Action

Implement cost effective waste management strategies. Explore opportunities to reduce waste to landfill. Explore opportunities for efficient collection of recyclables. Support Regional Landfill Facility. Explore opportunities for issuance of joint Council contracts for collection and disposal of waste and recycling where cost effective. Maintain and consider options to upgrade township effluent waste-water Leverage grant funding opportunities for expansion and upgrade of systems. innovative and economically sustainable wastewater collection, treatment and reuse systems. Review the requirement for implementation of CWMS systems at townships where environment is impacted by current systems. Work with appropriate State Government agencies and community Protect natural and built environment by improved stormwater groups for the protection and sustainable use of the Council area's management and re-use and reducing contaminated charge in coastal coastline. areas. Develop foreshore vegetation management plan in partnership with other agencies for significant areas of Crown Land under the Council's control and care. Ensure appropriate signage to "at risk areas" of habitat to ensure its protection. Seek support from relevant agencies for the protection of coastal environments in high tourism and residential use areas. Investigate and work with agencies to address coast-line issues identified as high priority in the Eyre Peninsula Coastal Action Plan and Conservation Priority Study. Support Coast-Care projects within financial means of council for projects identified as medium-high priority actions in the Eyre Peninsula Coastal Action Plan and Conservation Priority Study. Actively participate in development, enactment and promotion of fire Participate in development of fire protection plans by the Lower Eyre prevention plans for the community. Peninsula Bushfire Management Committee. Support initiatives which inform and assist landholders to prepare for bushfires. Carry out works as identified in the Lower Eyre Peninsula Bushfire Management Area Plan. Participate in Greater City of Port Lincoln Bushfire Prevention Committee and include relevant actions within Council Annual budgets. Work and cooperate with state agencies to ensure council managed land Liaise with local fire authorities to establish acceptable standards for is supportive of emergency services response capacity. roadside vegetation to enable effective fire control. Develop Council road network which will assist with fire mitigation. Develop road network concept plans to support future Development Plan Amendments medium and high fire risk areas. Pursue establishment of link roads in Lincoln Fringe Area. Promote and enforce the responsibilities of landowners in controlling fire Review Council's Fire Hazard Control standard operating procedure. hazards Assess the possible impacts of climate change across the Council area Review LGA Mutual Liability Scheme (LGAMLS) Climate Change including any impact on coastal towns from rising sea levels. Adaption Strategy. Participate in coastal tide mapping in conjunction with Eyre Peninsula Councils. Work and cooperate with the Natural Resource Management Board Participate in reviews of the SA Water Long Term Plan. (NRMB) and other government agencies to ensure the Council areas Participate in reviews undertaken by Eyre Peninsula Natural Resources water supply can meet future needs of community and business. Management Board (EPNRMB) into water supply and demand for Eyre Peninsula. Support the NRMB, government agencies, agricultural interests and the Participate in land management practice forums conducted in the region. community to ensure utilisation of sustainable land management practices. Source: DC of Lower Eyre Peninsula, Strategic Plan (2012-2021).

Governance This section lists the DC of Lower Eyre Peninsula’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.53. . Goal - Demonstrate effective, open and responsible governance and management.

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Table C.53: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) - Governance

Outcomes/objective Action

Act impartially in the interests of the community and ensure equitable Consideration given to the views and needs of all sectors of the service delivery. community in reviews of the Strategic Plan and setting of annual budgets and Business Plans. Communicate effectively with ratepayers and residents. Maintain an up-to date Council website as an interactive means of communication. Identify additional methods for information sharing and engagement with community groups and stakeholders. Identify ways to increase participation in decision making of Council amongst the 18-35 years age cohort. Publicly consult with indigenous communities prior to implementation of significant Council initiatives. Improve the standards of governance throughout the organisation to Review administration policies to reflect current legislative requirements meet legislative requirements. and ensure Council has clear guidance to enable effective decision making. Review established practices, policies and procedures for customer and rate payer requests for service and lodging of complaints to ensure they meet legislative requirements. Review Council delegations and sub-delegations annually to ensure they best serve the needs of Council. Improve performance in relation to Risk Management, Occupation Health Safety and Welfare (OHSW) compliance and governance issues by implementing action plans. Upgrade Records Management policies, procedures and systems and consider purchasing purpose built software within the financial means of council to assist with management. Maintain an up to date planning framework which encourages and Undertake a Master Plan Review identifying projected social, commercial supports residential and economic growth. and residential profile of the Council area for the next decade to ensure adequate land supply and infrastructure to meet community needs. Periodically review Council's planning policies, processes and enforcement practices to ensure they remain effective while not inhibiting sound development outcomes. Undertake Section 30 review in line with requirements of the Local Government Act 1999, to ensure orderly and sustainable economic development across the Council area. Develop a Structure Plan for the Greater City of Port Lincoln Area in conjunction with the City of Port Lincoln. Complete Better Development Plan Review. Undertake Development Plan Amendments where community benefit is foreseen. Ensure sound risk management systems and business continuity plans. Develop risk management systems aligning with adjacent Councils of the EPLGA. Develop business continuity plans to ensure surety of Council operations. Ensure Council is financially sustainable in the longer term. Complete the recommendations of the 'Managing for the Future - Continuous Improvement Program'. Subject major Council initiatives to a thorough prudential analysis, including consideration of long term costs and benefits and analysis of project risks. Develop and maintain an Infrastructure and Asset Management Plan for Update Infrastructure and Asset Management Plan and Long-term all classes of assets incorporating various plans and strategies to Financial Plan annually following the release of the Annual Business resource current funding service gaps. Plan. Review base data of the Infrastructure and Asset Management Plan to ensure it adequately measures the rate of deterioration/depreciation and conduct annual review between condition audits and periodic valuations. Review rating practices to ensure inter-generational funding of asset renewal is occurring. Ensure Council owned assets and property are reflective of Council's Maintain up to date Asset Register and Community Land Management long term objectives. Plan. Identify under-utilised or surplus to requirements assets and property and consider disposal/usage options. Review Council business activities to ensure they represent value to rate Review Business Plan for Port Lincoln Airport including ownership and payers and provide community benefit. management structures with the aim of maximising benefits to the council and the region. Review operations in Coffin Bay Caravan Park to ensure that it is financially sustainable in the longer term. Review Cummins Homes operations to ensure facilities meet community standards and are financially sustainable over the longer term. Support and assist Elected Members to undertake their statutory role and Develop annual training programs for Elected Members. responsibilities as community leaders. Include budget provisions for Elected Member training. Appropriately represent Council at regional forums. Attendance of staff and Elected Members at Local Government Association and EPLGA meetings.

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Table C.53: DC of Lower Eyre Peninsula: goals, outcomes and actions, Strategic Plan (2012-2021) – Governance (continued …)

Outcomes/objective Action

Support and assist staff to undertake their roles and responsibilities to a Develop a Workforce Plan for Council staff to ensure staffing and high standard. succession planning is commensurate with service standards of Council identified in the Strategic Plan. Conduct annual performance appraisals and feedback for all Council staff. Develop annual training programs for staff following annual Training Needs Analysis survey. Maintain an effective OHSW Management System. Ensure Council has a strong Customer Service focus. Develop strategies to improve customer relations. Source: DC of Lower Eyre Peninsula, Strategic Plan (2012-2021).

Business Plan Information regarding Lower Eyre Peninsula District Council’s finances (income and capital expenditure) and achievements are taken from Council’s Annual Business Plan (2015/16) are summarised below.

Income for the DC of Lower Eyre Peninsula is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, operating grants and subsidies investment income, etc.) formed the bulk of council income accounting for 91 per cent of total revenue in 2015/16 - see Table C.54. External revenues (non-operating revenues) comprised the remaining 9 per cent of council income being comprised of state and federal government capital grants of $1.0 million. No breakdown of capital expenditure grants by State and Federal sources is available.

Table C.54: Income sources, DC of Lower Eyre Peninsula, Business Plan (Budget 2016)

Rate revenue Amount ($m) Per cent

Rates - general and other 6.3 53.9 CWMS Service Charges - - Water Service Charges - - Refuse Collection Service Charges - - NRM Levy - - Statutory Charges 0.20 1.7 User Charges 2.2 18.7 Operating Grants and subsidies 1.8 15.1 Interest Received or Investment Income 0.08 0.6 Reimbursements 0.08 0.7 Other Revenue 0.06 0.5 Total Operating income 10.7 91.3 External revenue Capital Grants 1.0 8.7 Proceeds from sale of assets - - Total external revenue 1.0 8.7 Total revenue 11.7 100.0 Source: The District Council of Lower Eyre Peninsula, Annual Business Plan 2015/16.

The DC of Lower Eyre Peninsula has planned for expenditure of $6.6 million on refurbishment of existing assets and construction or purchase of new assets in 2015/16 - see Table C.55 for itemised capital projects and description.

Table C.55: Capital renewal and new projects expenditure, DC of Lower Eyre Peninsula, Business Plan (2015-16)

Capital renewal projects Description Amount ($) Per cent

Port Lincoln Airport. Reseal main runway and minor capital works. 685,000 10.3 Coffin Bay Caravan Park. Installation of Fire Hose Mains System (Year one). 45,000 0.7 Cummins homes for the Aged. Upgrade and renovations. 130,000 2.0 CWMS. Creation of easements, upgrade of pump stations. 148,000 2.2 Road Funding.(a) Sealing, upgrading and re-sheeting various roads. 4,698,000 70.8 Cummins Authorised Landing Area (ALA). Upgrade to Cummins ALA 200,000 3.0 Machinery replacement. Plant purchases. 728,000 11.0 Total Capital Renewal Projects 6,634,000 100.0 Note: (a) = Includes funding for upgrading Flinders Highway to Winter Hill to Wine Shanty Road (total cost of $1,683,000) subject to council receiving State Government Special Local Roads Program (SLRP) funding. The cash only total (Non FCA) would be funded by a State Government SLRP grant of $754,000, Roads to Recovery $555,000 and $199,000 loan borrowings. Source: The District Council of Lower Eyre Peninsula, Annual Business Plan, 2015/16.

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Achievements Achievements of outcomes to date in 2015/16 towards the strategic goals of DC of Lower Eyre Peninsula are listed in Table C.56 below.

Table C.56: Achievement of outcomes to date, DC of Lower Eyre Peninsula, Business Plan (2015-16)

Achievement Amount ($)

Formulated and published 14 Management Plans to improve council services. na. Documented, published and reviewed three Guidance Reports. na. Annual maintenance program undertaken. na. Discussions progressed with Cummins District Financial Services. na. Annual allocation of $2,000 and vehicle provided to the Red Cross to improve transport services. 2,000 Waste Management Strategy and standards reviewed 2013/14. na. Annual contributions provided to Cummins School Community Library plus $16,000 for Management System. na. Annual $5,000 provided to Port Lincoln TAFE Library. 5,000 Upgrade of Bruce Terrace and Cummins railway pedestrian crossing. na. Annual budget allocations made to Oyster Walk and Investigator trail. na. Upgrade of various playgrounds and installation of new facilities e.g., new BBQs. 105,000 Upgrade and expansion of local cemeteries e.g., new fencing and car parking. 10,000 Road maintenance - various projects. 250,000 Upgrade of Coffin Bay Boat ramp car park. na. Capital works across various townships and council assets. na. Community Land Management Plans developed. na. Investigated requirement for further industrial land in the Greater City of Port Lincoln. na. Upgrade of Cummins Council office and chambers. na. Planning for upgrade of Port Lincoln branch Council Office. na. Public consultation undertaken regarding Annual Business Plans. na. Council website upgraded in March 2012. na. Improved council consultation and community engagement. na. Improved council governance by reviewing existing polices and implementing new policies. na. Negotiation of Coastal Conservation Zone, development plan amendments completed for several townships. na. Business continuity plan developed and prudential review of airport upgrade. na. Developed, maintained and reviewed Infrastructure and Asset Management Plan. na. Provided elected member training programs, carried out organisational review. na. Upgrades to the CWMS across various townships. na. Completed various capital projects for stormwater, drainage and coastal management. na. Provided capital grants to various sporting groups and organisations. 93,000 Provided funding contributions to community groups for upgrades and township amenity. 141,000 Provided community reserves support grants. 48,000 Supported local communities through funding events, Community Development Officer, Coffin Bay Sun. na. Provided funding for maintenance and operation of Cummins Homes. 55,400 Purchased residential and industrial land across various townships to cater for future growth. na. Completed capital works at the Port Lincoln Airport - various upgrades and buildings. na. Provided funding for tourism initiatives and upgrading tourism infrastructure. na. Source: The District Council of Lower Eyre Peninsula, Annual Business Plan, 2015/16. na = not provided.

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City of Port Lincoln Port Lincoln City Council is located approximately 648.6 km from Adelaide via National Highway A1 and Lincoln Highway B100 on South Australia’s Eyre Peninsula. Covering an area of 30.4 km2 (Australian Bureau of Statistics, Cat no. 3218.0) the council shares all its borders with Lower Eyre Peninsula District Council and has a coastline on the Spencer Gulf (see Map 8.1 below).

Map C.8 City of Port Lincoln, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the City of Port Lincoln had an estimated resident population (ERP) of 14,888 persons of which approximately 7.1 per cent were classified as Aboriginal and/or Torres Strait Islander (three times as many as in the total South Australian population). At the 2011 Census the whole population of the City of Port Lincoln lived within the suburb of Port Lincoln (Port Lincoln is a regional city so this is to be expected).

Economic activity in the City of Port Lincoln centres on aquaculture, services (health, retail, education), manufacturing (particularly seafood processing) and construction (see Table C.57 for key economic and social indicators). Port Lincoln is a major service area for the region and this can be seen in the employment data where a number of the major employing industries are services industries.25

The level of home ownership in Port Lincoln is lower than the South Australian average. Less than 60 per cent of houses are owned (outright or with a mortgage) compared to 68 per cent in South Australia. Further, the proportion of houses rented from the state housing authority is higher (10.8 per cent of houses in Port Lincoln compared to 6.1 per cent in South Australia). Port Lincoln is the “end point” of the National Electricity Market that stretches from Port Douglas to Port Lincoln (the last link is from Port Augusta to Port Lincoln).

25 The top seven industries at a 78 industry level (not shown) are all services industries.

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Table C.57: Key indicators for the City of Port Lincoln, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 14,888 Population projections (DPLG) 2016 15,312 2021 15,738 Age Structure (Census 2011) Population aged 0-19 years 3,845 27.3 Population aged 20-64 years 8,018 56.9 Population aged 65+ years 2,223 15.8 Indigenous population (2013) 1,040 7.1 Employment (2013/14) Employment by industry - top 5 employers Health Care and Social Assistance 1,042 13.9 Retail trade 919 12.2 Agriculture, Forestry and Fishing 855 11.4 Manufacturing 729 9.7 Construction 711 9.5 Income (2012/13) ($) Average annual income 49,174 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Construction 84 10.2 Health Care and Social Assistance 76 9.2 Agriculture, Forestry and Fishing 71 8.5 Manufacturing 67 8.1 Transport, Postal and Warehousing 59 7.2 Exports - top 5 industries Manufacturing 152 25.4 Construction 111 18.5 Agriculture, Forestry and Fishing 80 13.3 Transport, Postal and Warehousing 40 6.7 Retail Trade 30 4.9 Imports - top 5 industries Construction 141 25.5 Manufacturing 53 9.5 Agriculture, Forestry and Fishing 21 3.9 Transport, Postal and Warehousing 21 3.8 Professional, Scientific and Technical Services 17 3.2 Tourism Exports – tourism 89 14.8 Totals - Economy (2013/14) Value ($m) Gross Regional Product 828 Exports 600 Imports 554 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 295 - Scenario 1 - mining development 10 mines operating 295 0 Scenario 2 - mining development 17 mines operating 295 0 Scenario 3 - mining development 20 mines operating 295 0 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 1,579 28.6 Owned with a mortgage (c) 1,713 31.0 Rented 1,992 36.1 Other tenure type (d) 47 0.9 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of Council Plans Strategic plan Port Lincoln Council has published and promoted a Strategic Development Plan (2007-2017). City of Port Lincoln reviews the Strategic Plan on an ongoing basis. The Plan lists council goals and priorities across economic, social and environmental dimensions, including activities council intends to undertake to achieve its goals and outcomes.

Copies of the Port Lincoln Council Strategic Directions Review 2012 (strategic plan) can be accessed from their website along with previous versions of the document.26 The strategic plan is a dynamic document. The strategy for Port Lincoln Council involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. Goals for the strategic plan revolve around five central themes, which are “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision and mission statements and council’s strategic plan.

Vision Statement “Council vision is for the Port Lincoln to be progressive, vibrant and safe. Council wants Port Lincoln to be an attractive place where people can live and work”. Council priorities to realise the vision are to:  create a theme for the central business district;  encourage open space and sustainable sporting facilities;  for it to be easy to get around the central business district;  increase shelter, greenery and pedestrian amenity;  encourage shared use of community facilities;  meet community needs for car parking;  plan for future development;  incorporate environmental sustainability in design; and  work with the community to achieve positive growth and change.

Mission Statement “Port Lincoln Council’s mission is to meet the needs of the community through the provision of infrastructure and services, provide an environment that is safe for the community and to improve community and environmental wellbeing. Port Lincoln Council will deliver value for money services that meet the needs of the community currently and in the future”.

Council’s strategic plan: Infrastructure This section lists the City of Port Lincoln’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.58. Goal - Infrastructure will meet the needs of the community, visitors and industry and support the growth of Port Lincoln.

Economy This section lists the City of Port Lincoln’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.59. Goal - Port Lincoln Council will facilitate and encourage business investment and growth including through the regulatory framework and partnerships.

26 A full copy of Port Lincoln Council Strategic Directions Review 2012 (strategic plan) can be obtained from the City of Port Lincoln Council website: https://www.portlincoln.sa.gov.au/page.aspx?u=534

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Table C.58: City of Port Lincoln: goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) - Infrastructure

Objectives/outcomes Actions

Council will review and adopt 10 year infrastructure and asset Data used in the Infrastructure and Asset Management Plan will be management plans for stormwater, transport, buildings, footpaths and continually reviewed. A kerb, gutter and roadside tree replacement plant. They will also review the program of kerb and gutter program will be commenced. reconstruction. Stormwater infrastructure will meet Port Lincoln’s needs and minimise Council will continue to upgrade stormwater networks and begin a disruption during heavy downfalls. replacement program for stormwater pumps. Community buildings will meet community requirements. Council has implemented a building asset plan. Footpaths throughout Port Lincoln will meet the needs of the community. Council will allocate budget funding so that a footpath construction program can be undertaken, a footpath replacement program will be continued and Council will ensure that all pedestrian crossings have pram walks. Council’s road and car parking construction and maintenance program Sealing program for residential roads will be continued, bike lanes will be will meet the needs of the community. reviewed, street signage audited and appropriately maintained and council owned car parks will be resurfaced. Traffic flow and management throughout Port Lincoln will meet the needs Road networks will be reviewed by Council and fringe roads sealed. of the growing community. Council will partner with the State Government to undertake necessary upgrades to railway crossings and bridges. Parking facilities in the CBD will be improved with increases in the Council will purchase properties for off-street parking, review timed number of available spaces. parking options, provide better pedestrian access to Centenary Oval and redesign selected streets to provide more parking. Council will develop and adopt a parking strategy for the entire CBD so A plan for car parking will be developed, including annual reviews of that turnover of car parking is improved. parking requirements. Council will make improvements to parking inspection in the CBD. Pedestrian crossings will meet community needs. Council will review requirements for additional pedestrian crossings in the CBD. Improvements will be made to heavy vehicle access through the Lower In collaboration with the Eyre Peninsula Local Government Association Eyre Peninsula. and industry groups, Council will lobby State and Federal Governments regarding heavy vehicle access on the Eyre Peninsula. Council will explore the possibility of partnering and funding Council will seek various funding opportunities. arrangements for key infrastructure projects. Source: City of Port Lincoln, Strategic Plan (2007/2017).

Table C.59: City of Port Lincoln: goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) - Economy

Objectives/outcomes Actions

Partnerships will be collaborative and address emerging issues, trends Council will continue to support RDAWEP, Tourism Eyre Peninsula and economic development opportunities. (TEP), Eyre Peninsula Local Government Association (EPLGA), and Port Lincoln Chamber of Commerce and Tourism (PLCC&T) financially. Council will encourage consolidation and investment in the CBD. Council will facilitate and support initiatives to attract new industries and Council will support private investment in the CBD and maintain rates businesses to Port Lincoln. In particular, industries that provide support incentives for residential subdivisions and business developments. to mining projects will be encouraged. Council will continue to support the development of an alternative fishing industry port. Council will establish relationships with mining and mining support industries to promote mining industry benefits to the community. Events that attract tourism will be sponsored and promoted and this will Council will support tourism through the promotion of various events result in an increase in the number of visitors to Port Lincoln. (including Tunarama) and promotion of cruise ship visitation. Additionally, all marketing materials for Port Lincoln will contain Council information. Council will support the growth of existing businesses. Council will use infrastructure programs to encourage investment in the CBD. Council will investigate the possibility of consolidating and developing Council will develop a strategy report outlining locations, concept plans open space for housing projects. and financial viability of opportunities. Sporting and community groups will become more financially viable. Council will identify where advertising can be sold with funds supporting sporting and community groups. Council will ensure that they provide a regulatory framework that Revisions and updates will continually be made to the Port Lincoln encourages and supports sustainable economic growth. This includes development plan. making budget allocations to support economic growth and encouraging Council will be a facilitator of State and Federal Government support for developers to fund development plan amendments. economic development. Council will continue to work with local developers to ensure that Port Lincoln receives the best long-term growth outcomes possible. Source: City of Port Lincoln, Strategic Plan (2007/2017).

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Community This section lists the City of Port Lincoln’s goals in relation to the community and provides a summary of desired outcomes and actions council is taking to achieve each specific outcome - see Table C.60.

Goals - City of Port Lincoln has eight community goals. These are: 1. facilities will be provided that support the community and visitors to Port Lincoln; 2. the provision of activities and programs for Port Lincoln’s community is encouraged; 3. the community will be encouraged to utilise information services, activities and programs at the Library; 4. all members of the community have access to structured and non-structured recreation and sport activities and facilities; 5. open spaces are safe and meet community needs; 6. enhance the image of public places; 7. enhanced entrances and signage will develop the image of Port Lincoln; and 8. there is a sense of community pride in Port Lincoln.

Table C.60: City of Port Lincoln: goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) - Community

Objectives/outcomes Actions

Council will develop a joint use civic centre in the CBD. Council will investigate the feasibility of such a centre, including possible locations, liaison with possible private partners and development of a business plan. Council will also review the library’s strategic plan and develop a strategy for visitor information and tourism services. Council will consider the needs of the wider community in planning for a Council will develop concept plans. Concept plans will include swimming community recreation facility. facilities, community centre activities, possible locations and scale. Opportunities will also be investigated to upgrade the community cinema facility. The Nautilus Theatre and Civic Hall Complex will have a sustainable Upgrades will be made to equipment and infrastructure. Council will future through redevelopment. continue developing plans for a multipurpose gallery. The community will use the Arteyrea Gallery and workshops to the A management and redevelopment plan for the Gallery will be maximum extent possible. developed. Community facilities will be used to the maximum extent possible and the Buildings will be reviewed and consolidated through the Infrastructure community will benefit from these facilities to the maximum extent and Asset Management Plan. possible. A new animal shelter will be developed. Council will improve their kennel facility and discuss a combined animal shelter with the RSPCA. An animal management plan will be implemented. This includes Council will identify a suitable area for a dog exercise area. establishing a dedicated dog exercise area, introducing cat controls and Council will assess cat control options including by-laws and registration. improving dog controls. Council will hold discussions with Lower Eyre Peninsula District Council and Tumby Bay District Council regarding shared services for compliance requirements. Youth leadership and participation in community groups, activities and Council will continue to support and develop various youth programs. programs is encouraged and supported. Council will support community events through the provision of services Council will continue to promote community events and make budget and facilities. allocations for community funding. Council will support crime prevention initiatives. A number of Council initiatives will support crime prevention including:  CCTV coverage in the CBD will be improved;  having regular crime prevention meetings with SA Police;  promoting and financially supporting the summer night community bus; and  retaining a dry zone on the foreshore. Where the community will benefit, international relationships will be Council will be a facilitator of discussions to develop a multicultural explored and developed. festival. Council will also explore the option of friendship arrangements with overseas cities. Council will support and preserve the local heritage of Port Lincoln. Council will continue to allocate budget funding to various local heritage assets. Library services will continually be developed so that they are relevant to Child friendly policies will be developed in the library, literacy programs the needs of the community and dynamic in meeting community needs. will be developed and initiatives for youth will be developed. Council will The community needs include those of young families, literacy enhance accessibility of library services. Council will explore the option improvements, needs of youth and needs of future generations. of using volunteers to digitise photographic collections. Council will make pedestrian trails multiuse, safe and accessible for Various trails will be upgraded. everyone. Playgrounds and associated infrastructure will meet current standards. Various playgrounds will be upgraded and constructed. Council will continually maintain playgrounds. Council will explore options for non- traditional playgrounds. Council will encourage a sustainable future for the Ravendale Sports Council will consult on the possibility of upgrades and new facilities. Complex; improvements will be made to encourage greater community use. Council will complete upgrades to tennis facilities at Stevenson Street Council will assist with improvements to clubrooms and landscaping. and Tennyson Terrace will be completed. Council will also investigate the feasibility of lighting at the Stevenson Street courts.

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Table C.60: Port Lincoln City Council’s goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) – Community (continued …)

Objectives/outcomes Actions

Council will make improvements to recreational boating facilities. Various boating facilities will be upgraded. Council will assist in improvements to facilities at sporting grounds. Council will contribute to various sporting upgrades. Sporting and community groups will contribute financially to the Council will conduct a review of usage databases for community facilities maintenance and upgrades of community facilities. and investigate options for fee structures. Sporting bodies will be encouraged to be self-sufficient. Sporting clubs will be encouraged to take up the “Star Club” initiative. The swimming environment is safe and meets the needs of the Council will explore options for a community swimming facility and the community and visitors. replacement of the jetty swimming enclosure. Community Land Management Plans will be reviewed so they guide the Council will undertake review and consultation on the plans. use of open spaces in the community. The overall safety and standards of open spaces are improved through a Council will review various open spaces and where necessary make comprehensive review of all land under council control and care. upgrades. A citywide Arts and Cultural Strategy is implemented Council will provide the annual Port Lincoln Art Prize with financial support. Council will develop concepts for a showcase area for local artists. A public art committee and work group will be established. Public art projects will receive an annual budget. The cleanliness of public places will be improved. Council to provide bins in the CBD to adequately meet the needs of the community. Council will implement a planned maintenance and construction program Existing facilities will be reviewed and an continual upgrade program for public amenities so that they are high standard. established. Where upgrades are required they will be completed. The foreshore environment will be safe for the community to use. Council will continue to support a dry zone in foreshore areas. Improvements will continually be made to the standard of cemetery Cemeteries will be continually maintained. facilities. Street cleanliness will be enhanced through a planned street cleaning Council will ensure that the standards of the street cleaning program program. meet the expectations of the community. Parks and gardens will be continually improved. Council will conduct a review of the maintenance program for parks and gardens. Improvements will be made to streetscapes in Port Lincoln and on The council streetscape upgrade strategies will be, developed, adopted arterial roads. and continued. Where necessary new street furniture will be installed. City entrances and the aesthetics of main roads will be improved. Council will make improvements to:  Lincoln Highway, Flinders Highway and Western Approach;  New West Road, Verran Terrace and Mortlock Terrace road reserves;  railway corridor; and  Information Bay. Signage will assist residents and visitors. A directional signage program will be developed in line with the streetscape strategy. Council will recognise volunteers and ‘friends groups’ to increase Council will have strong partnerships with community groups and community ownership and involvement. individuals. Volunteers will be provided with appropriate inductions and work programs. Council will enhance relationships and communication with indigenous Council will initiate discussions with Port Lincoln Aboriginal Community and multicultural groups. Council and other multicultural community groups to develop a strong understanding of needs and a strong relationship. Source: City of Port Lincoln, Strategic Plan (2007/2017).

Environment This section lists the City of Port Lincoln’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.61. Goal - Port Lincoln Council will advocate on behalf of the community in environmental matters. Port Lincoln Council aims for the city to:  have efficient and effective waste management;  be protected from bushfire; and  manage water and energy resources in a responsible and sustainable manner.

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Table C.61: Port Lincoln City Council’s goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) - Environment

Objectives/outcomes Actions

Council will reduce landfill by encouraging residents are encouraged to Council will continue to encourage kerbside recycling. Council will also reduce, recycle and reuse. improve waste separation and recycling facilities. Council will encourage businesses to participate in landfill reduction Council will support waste reduction by businesses through: activities.  incentives to introduce waste separation initiatives;  supporting composting initiatives;  sharing recycling services with other councils; and  supporting businesses to convert waste into other products. Council will lead by example and reduce their waste. Council will explore and implement: (A) carbon reduction opportunities; (B) strategies to minimise waste; and (C) encourage all council staff to recycle. Fire risk in Port Lincoln is minimised through continual improvements to Council will continuously review the Greater Port Lincoln Bushfire Plan. fire prevention strategies. Council will also work with other stakeholders on bushfire prevention strategies. Landowners and residents will responsibly prevent bushfires. Council will allocate adequate amounts to fire prevention in budgets. Community awareness of bushfire prevention initiatives will be increased. Council will assist community groups in putting in place fire prevention programs. Council will develop and implement strategies to reduce water usage on Council will extend the recycled waste water scheme to the CBD and public open spaces whilst still maintaining them to an appropriate foreshore. standard. New residential developments and existing businesses will identify and Council will encourage businesses to identify further uses for reuse water implement water reuse schemes. and where practical, Council will discuss dual reticulation schemes with developers. The stormwater management plan will incorporate opportunities for Council will explore stormwater storage. Subdivision stormwater stormwater catchment. catchments will incorporate urban sensitive stormwater design. Water reduction strategies and storage facilities will be development New developments will be encouraged to install greater rainwater tank requirements. capacity than required. Council will encourage the community to reduce mains water Council will continue to provide households with information on rainwater consumption through the use of rainwater. use. Council will reduce energy consumption. Council will explore the use of solar power for council owned buildings. Council will also encourage energy saving in operations. Improved communication will result in positive environmental solutions. Port Lincoln will continue to lobby Government about native vegetation issues. Council will request annual reports on the ‘Water for Good’ program from the Department for Water. Source: City of Port Lincoln, Strategic Plan (2007/2017).

Governance This section lists the City of Port Lincoln’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.62. Goal - City of Port Lincoln has one governance goal that is applicable in all other categories (Infrastructure, Economic, Community and Environmental). That is that funding and resources are appropriate so that goals can be achieved.

Table C.62: Port Lincoln City Council’s goals, outcomes and actions, Strategic Plan (2007-17 “Review 2012”) - Governance

Objectives/outcomes Actions

Council will identify and access external funding necessary to achieve Council will apply for and source relevant funding. goals. Source: City of Port Lincoln, Strategic Plan (2007/2017).

Business Plan Information regarding council finances (income and capital expenditure) and achievements of the City of Port Lincoln taken from Council’s Annual Business Plan (2015/16) are provided below.

Income for the City of Port Lincoln is sourced from operating and external income sources. Operating revenue (rates, levies, statutory charges, user charges, investment income) formed the bulk of council income accounting for 89.2 per cent of total revenue in 2015/16, of which rates revenue was the principal source (57.5 per cent of total revenue) - see Table C.63. External revenues (non-operating revenues) comprised the remaining 10.8 per cent of council income, and were wholly derived from grants, subsidies and contributions.

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Table C.63: Income sources, Port Lincoln City Council, Business Plan (2015/16)

Source Value ($) Per cent

Operating revenue Rate revenue 10,281,289 57.5 Waste service charges 1,784,592 10.0 Recycling service charges 368,496 2.1 Statutory charges 290,834 1.6 User charges 1,781,128 10.0 Investment Income 80,813 0.5 Reimbursements 271,572 1.5 Other Income 1,078,738 6.0 Total operating revenue 15,937,462 89.2 External sources Grants, Subsidies and Contributions 1,930,548 10.8 Total external 1,930,548 10.8 Total 17,868,010 100.0 Source: City of Port Lincoln (2015a), Annual Business Plan for the year ended 30th June 2016 and City of Port Lincoln (2015b), Adopted Annual Budget for the year ended 30th June 2016.

The City of Port Lincoln has allocated expenditure of $13.5 million toward capital projects in 2015/16 - see Table C.64 for itemised list. These projects are either renewal, new, operational or a combination of the three.

Table C.64: Capital renewal, operational and new projects expenditure, Port Lincoln City Council, Business Plan (2015-16)

Expenditure category Details Value ($) Per cent

Billy Lights Point BBQ area 10,000 0.1 Indoor Aquatic Facility: Continue planning and implementation of 5,500,000 40.8 refurbishment project Indoor Aquatic Facility: Settlement of Purchase of Leisure Centre 4,213,830 31.3 Facility Recreation and open space Parnkalla Trail: foreshore extension from Tasman Terrace to Axel Stenross Maritime Museum - advancement of concepts and 50,000 0.4 engineering designs to 'shovel ready' stage Heritage trail: continuation of construction. (subject to matching grant 180,000 1.3 funds being secured) CBD enhancement - Edinburgh Street 341,555 2.5 Centenary Oval - demolition and reinstatement of sheds for water 56,000 0.4 City Image reuse, infrastructure and storage. Undergrounding of overhead cables on Edinburgh Street from 322,000 2.4 Mortlock Terrace to Porter Street. Recurrent works for the road reseal program 550,000 4.1 London Street Bridge - feasibility study and design need to be ready 150,000 1.1 for grant funding opportunities. Residential footpath renewal program 9,500 0.1 Road construction program - Proper Bay Road 166,730 1.2 Infrastructure Residential footpath construction program 86,123 0.6 Stormwater management plans for Flinders 190,000 1.4 Highway/Tennyson/Hallett Place and Normandy Place Centenary Oval car park renewal 47,600 0.4 Renewal of the Pioneer Cemetery 10,000 0.1 Renewal of drainage on Lincoln Highway 15,254 0.1 Transport Ute replacements 43,400 0.3 Waste - landfill capping for Cell 3 765,338 5.7 Environment Continued investigation of strategy to identify surplus land holdings, playground strategy & audit, open space development, reserve 30,000 0.2 maintenance and community land management plans.

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Table C.64: Capital renewal, operational and new projects expenditure, Port Lincoln City Council, Business Plan (2015-16) (continued …)

Expenditure category Details Value ($) Per cent

Change in the operational structure of the Visitor Information Centre 208,364 1.5 New hardware and software for CCTV security systems 33,000 0.2 Replacement if the IT booking system in Port Lincoln Library 14,000 0.1 Remediation of stonework and upgrade of the spiral staircase in the 39,600 0.3 Dorset Place Old Mill Pet micro-chipping day subsidies, promotion and salaries. 5,000 0.0 Replacement and upgrade of foyer and gallery lighting at the Nautilus 25,000 0.2 Art Centre A trial project of door to door surveying to identify unregistered dogs 8,000 0.1 Rejuvenation of the Archway and plaque area at the Matthew 10,000 0.1 Flinders Precinct Project Installation of a RFID self-serve checking system at the Port Lincoln 35,000 0.3 Library A Community Public Art Project with matched grant funding 10,000 0.1 Community projects Upgrade of boating facilities at the Proper Bay Road Boat Ramp 30,000 0.2 Community Leadership Development Program 10,000 0.1 Conference and function furniture and equipment at the Nautilus Art 35,000 0.3 Centre A boat wash down bay at Billy Lights Point 28,700 0.2 Investigation of the possibility of a permanent berthing and/or 20,000 0.1 passenger access pontoon/wharf Building Families Premiership Event 10,000 0.1 Crime prevention partnership strategies 5,000 0.0 International Engagement and Relations - Japan (Muroto) 25th 5,000 0.0 Anniversary Community House 10,000 0.1 Installation of two new flagpoles and LED spot lighting at Nautilus 8,500 0.1 Arts Centre (subject to grant funding) Review of the Strategic Directions plan. 20,000 0.1 Shared services project with District Council of Lower Eyre Peninsula 20,000 0.1 and District Council of Tumby Bay. Investigations of Local Government arrangements for public 15,000 0.1 consultation on the Eyre Peninsula in 2015/16. Economic Development Scoping of mapping software upgrades 10,000 0.1 Strategic land purchases 50,000 0.4 Council will develop and implement a communications and social 10,000 0.1 media strategy that includes a redesign of the website. New server storage array 24,960 0.2 Cisco phone system 39,500 0.3 Total 13,476,954 100.0 Source: City of Port Lincoln (2015a), Annual Business Plan for the year ended 30th June 2016.

Achievements of outcomes to date in 2015/16 towards the strategic goals of the City of Port Lincoln are listed in Table C.65 below.

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Table C.65: Achievement of outcomes to date, Port Lincoln DC, Business Plan (2015-16)

Category Achievement

Recreation and open Received grant funding for a heritage trail. space Roadways sealed at drainage improved at Poole Oval. The parking facility at Whait Reserve was improved. The Foreshore Playground was upgraded to Australian standards and unsafe equipment was replaced. A playground audit was completed in May 2015. A fish cleaning station at Billy Light’s Point was completed. Parnkalla Trail was constructed. Landowners are being consulted about an extension of Parnkalla Trail. Planning and negotiation is continuing on the Indoor Aquatic Facility. A strategy for open space and recreation facilities will be completed in 2015/16. City image Upgrades were made at Centenary Oval. New burial rafts have been constructed at North Shields cemetery. Undergrounding of overhead cables on Edinburgh Street is underway. Replacement of kerb, footpaths and asphalt road on Napoleon Street. Infrastructure Stormwater drainage has been constructed on Marino Avenue. The generator and electrical works in the Napoleon Street pump house have been replaced. Footpath and road reseals are constantly completed. A pipe extension for stormwater drainage on the Lincoln Highway has been deferred until 2015/16. Transport The road and kerb on the right hand side of Verran Terrace has been completed. Road on Windsor Avenue has been sealed so it can be accessed in all weather. The Marina footbridge has been refurbished. Community projects Technical stage facilities were upgraded at the Civic Hall and Nautilus Theatre. Library shelving and furniture has been replaced. Upgrades have been made to the depot. Options have been investigated for a community pier at the Marina. Upgrades have been made to the ANZAC Memorial. Economic development Six cruise ship visits were made to Port Lincoln. Council continues to support events that attract tourists to Port Lincoln. Council continues to contribute to RDA Whyalla and Eyre Peninsula. The Strategic Directions Plan will be reviewed in 2015/16. Source: City of Port Lincoln (2015a), Annual Business Plan for the year ended 30th June 2016.

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District Council of Streaky Bay The DC of Streaky Bay is located approximately 698.4 km from Adelaide via National Highway A1 on South Australia’s Eyre Peninsula. Covering an area of 6,247 km2 (Australian Bureau of statistics, Cat no. 3218.0) the council shares a border with Ceduna District Council to the north west, Unincorporated West Coast to the north, Elliston District Council to the south, Wudinna District Council and Unincorporated Lincoln to the east. Streaky Bay District Council has a coastline on the Great Australian Bight.

Map C.9: Streaky Bay District Council, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Streaky Bay had an estimated resident population (ERP) of 2,251 persons of which approximately 1.6 per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 are:  Streaky Bay (1,625 persons); and  Perlubie (463 persons).

Economic activity across the DC of Streaky Bay centres on agriculture, construction and healthcare and social assistance (see Table C.66 for key economic and social indicators). The town of Streaky Bay is the main service centre for the district and is well known as a major tourism destination.

Streaky Bay has a high level of home ownership; 74 per cent of houses are owned either with a mortgage or outright, compared to 68 per cent in South Australia. Almost fifty per cent of houses in Streaky Bay are owned outright (South Australia 33 per cent).

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Table C.66: Key indicators for the District Council of Streaky Bay, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 2,251 Population projections (DPLG) 2016 2,095 2021 2,079 Age Structure (Census 2011) Population aged 0-19 years 565 26.9 Population aged 20-64 years 1,199 57.0 Population aged 65+ years 339 16.1 Indigenous population (2013) 35 1.6 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 348 36.3 Construction 103 10.8 Health Care and Social Assistance 101 10.6 Retail trade 97 10.1 Education and Training 67 7.0 Income (2012/13) ($) Average annual income 44,281 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 53 45.7 Health Care and Social Assistance 7 6.2 Transport, Postal and Warehousing 7 5.9 Construction 6 5.2 Education and Training 5 4.3 Exports - top 5 industries Agriculture, Forestry and Fishing 98 67.4 Construction 12 7.9 Transport, Postal and Warehousing 5 3.6 Accommodation and Food Services 4 3.1 Financial and Insurance Services 4 2.8 Imports - top 5 industries Agriculture, Forestry and Fishing 41 31.9 Construction 15 11.8 Transport, Postal and Warehousing 7 5.8 Other Services 3 2.7 Accommodation and Food Services 3 2.1 Tourism Exports – tourism 13 8.8 Totals - Economy (2013/14) Value ($m) Gross Regional Product 115 Exports 145 Imports 128 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 95 - Scenario 1 - mining development 10 mines operating 96 1 Scenario 2 - mining development 17 mines operating 97 2 Scenario 3 - mining development 20 mines operating 97 2 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 374 49.5 Owned with a mortgage (c) 182 24.1 Rented 174 23.0 Other tenure type (d) 9 1.2 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of Council Plans Strategic plan The DC of Streaky Bay’s Strategic Management Plan (2013-2022) identifies the main priorities and aspirations for the community over the decade. Copies of the Streaky Bay Council Strategic Management Plan (2013- 2022) can be accessed from the Council’s website.27 The strategic plan is a dynamic document. The strategy for the DC of Streaky Bay involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “Council’s vision for the district is for it to be renowned for lifestyle quality, pristine environment and economic and social prosperity”.

Mission statement “Council’s mission is to be a sustainable organisation that delivers quality services and facilitates economic and social opportunities for the community”.

Council’s Strategic Plan: Infrastructure This section lists the DC of Streaky Bay’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.67. Goal - Infrastructure to be maintained and developed to meet Council’s current and future needs.

Table C.67: DC of Streaky Bay: goals, outcomes and actions, Strategic Plan (2013-2022) - Infrastructure

Objectives/outcomes Actions

The transport network is safe and reliable. Transport infrastructure will be maintained to standards appropriate to community needs. Council buildings and facilities need to meet the community’s needs. Council owned buildings and amenities will be maintained and provided in appropriate ways. Attractive and user friendly open spaces and streetscapes. Public spaces will be maintained and developed for the community. Marine facilities will meet the needs of the community and visitors. Appropriate facilities will be maintained and developed for the community. Source: DC of Streaky Bay, Strategic Plan (2013-2022).

Economy This section lists the DC of Streaky Bay’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.68. Goal - Facilitate economic prosperity, balanced growth and enhance the district.

Table C.68: DC of Streaky Bay: goals, outcomes and actions, Strategic Plan (2013-2022) - Economy

Objectives/outcomes Actions

Businesses in the district are profitable and offer employment Council will collaborate with various stakeholders to ensure that opportunities businesses are aligned with community needs The tourism industry is vibrant and strong Where appropriate Council will provide support to the tourism industry Public infrastructure will support economic development Council will plan and advocate for future infrastructure Source: DC of Streaky Bay, Strategic Plan (2013-2022).

Community This section lists the DC of Streaky Bay’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.69. Goal - A vibrant, cohesive and diverse community providing a high quality and healthy lifestyle.

27 A full copy of Strategic Management Plan (2013-2022) can be obtained from the District Council of Streaky Bay website: https://www.streakybay.sa.gov.au/page.aspx?u=481

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Table C.69: DC of Streaky Bay: goals, outcomes and actions, Strategic Plan (2013-2022) - Community

Objectives Actions

Health and family support services are accessible and meet the needs of Council will be an advocate for quality medical services in the community the community. and will provide quality public and environmental health services. Social infrastructure supports community development and Programs, transport, projects and housing will meet the needs of the cohesiveness. community. Youth develop in, participate in and stay in the community Council will promote, provide and advocate for youth programs. Sport, recreation and leisure opportunities contribute to the wellbeing of Council will provide sport, recreational and leisure facilities to the the community and visitors. community. The frail, aged, people with disabilities and their carers have optimal The frail, aged, people with disabilities and their carers will be able to quality of life. access appropriate support. Cultural, arts and learning opportunities contribute to the vibrancy of the Council will provide and be an advocate for appropriate facilities for district and diversity in the community. community arts, cultural and learning opportunities. The community is safe. Council will partner with various stakeholders to ensure that risks to the community are minimised. Source: DC of Streaky Bay, Strategic Plan (2013-2022).

Environment This section lists the DC of Streaky Bay’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.70. Goal - Natural and built environments meet the needs of the community and the economy.

Table C.70: Streaky Bay DC's goals, outcomes and actions, Strategic Plan (2013-2022) - Environment

Objectives Actions

The community values a healthy environment that sustains biodiversity. Council supports the conservation and maintenance of natural resources. Management and use of water resources is efficient and integrated. Council will promote, support and implement water saving initiatives. Management of wastewater and stormwater is effective, safe and Stormwater and wastewater management infrastructure will be innovative. appropriate. Best practice waste management is undertaken. Council will promote recycling, reuse and minimisation of waste materials and provide leadership in waste management initiatives. Climate change impacts are mitigated. Council will lead in reducing climate change impacts. Townships and rural areas grow in a sustainable manner whilst protecting Council will review, amend and implement their development plan and heritage character. promote sustainability. Source: DC of Streaky Bay, Strategic Plan (2013-2022).

Governance This section lists the DC of Streaky Bay’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.71. Goal - Council decision making is responsive, accountable, efficient and effective. Service delivery is equitable.

Table C.71: DC of Streaky Bay: goals, outcomes and actions, Strategic Plan (2013-2022) - Governance

Objectives Actions

Proactive governance and leadership Council will provide sustainable leadership to the community, review and amend governance structures and policies and train elected members appropriately. All Council policies will comply with legislation. Communication and consultation with the community, government, Communication with the community will be open and aim to achieve regional partners and the private sector is effective. common goals. Council will form partnerships to benefit the community. Council services will be equitable, of high quality and customer focussed. Council will continually evaluate, and improve service standards. Strategic management, planning and performance management will be Council plans will be integrated and performance against plans will be effective. monitored. Council staff will be skilled, dedicated and professional. They will work in Council staff will have professional development opportunities. Staff will a safe and supportive environment. be managed in appropriate ways. Financial sustainability and accountability performance. Council services will be financially sustainable and Council owned businesses will improve their performance. Information and communications services will support efficient operations Council communications and systems will be cost effective, efficient, and service delivery accurate, user friendly and secure. Risks to the district must be identified, assessed and mitigated. Council will collaborate with other stakeholders to ensure that regional emergency plans are in place. Council’s business continuity plan and procedures will be current. Source: DC of Streaky Bay, Strategic Plan (2013-2022).

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Business Plan The DC of Streaky Bay has published its Annual Business Plan (2015/16) providing information regarding council finances (income and capital expenditure) and achievements.

Income for the DC of Streaky Bay is sourced from operating and external income sources. External sources (sale of assets, business undertakings and various grants) formed the bulk of council income accounting for 57 per cent of total revenue for the year 2015/16 - see Table C.72. Operating revenues comprised the remaining 43 per cent of council income and were derived from rates, CWMS charges and waste management charges.

Table C.72: Income sources, Streaky Bay DC, Business Plan (2015/16)

Source Value ($) Per cent

Operating revenue Rates income 2,848,917 35.7 CWMS charges 353,974 4.4 Waste management charges 207,720 2.6 Total operating revenue 3,410,611 42.8 External sources Sale of assets - land and plant 363,000 4.6 Roads to recovery grant 662,545 8.3 General purpose financial assistance grants 1,492,812 18.7 Business undertakings - caravan park 1,589,965 19.9 Local roads financial assistance grants 453,892 5.7 Total external 4,562,214 57.2 Total 7,972,825 100.0 Source: District Council of Streaky Bay (2015), Annual Business Plan 2015/2016.

The DC of Streaky Bay has allocated expenditure of $5.2 million for capital projects in 2015/16 - see Table C.73 for itemised list.

Table C.73: Capital renewal and new projects expenditure, DC of Streaky Bay, Business Plan (2015/16)

Expenditure category Details Value ($) Per cent

Streaky Bay Foreshore Tourist Park(a) 1,362,522 26.4 Streaky Bay Foreshore Tourist Park Washing machine replacement 20,000 0.4 Streaky Bay Foreshore Tourist Park Western amenities – tiling/partitioning 87,438 1.7 Waste Includes tyre and timber shredding, landfill capping and settlement 581,237 11.3 CWMS Mtce Includes removing sludge from the lagoon and mains vacuuming 294,607 5.7 CWMS Infrastructure upgrades 34,375 0.7 Accredited documents Records System TRIM 79,000 1.5 Unsealed roads Minor patching throughout the district 78,545 1.5 Traffic management Tree trimming as per draft tree strategy 50,000 1.0 Sealed roads Maintenance of shoulders 40,269 0.8 Plant Dozer lease 40,000 0.8 Kerbing renewals Various sections 17,500 0.3 Stormwater Infrastructure investigation 15,000 0.3 Asset Management Plan 10,000 0.2 Depot Planning and design 10,000 0.2 Streaky Bay Institute Stage lighting upgrade 15,526 0.3 Mudge Memorial Upgrade 11,000 0.2 Township development Residential blocks advertising 50,000 1.0 Waste management Streaky Bay Transfer, Cungena Landfill, remediation – Streaky Bay 439,889 8.5 Stormwater Loveshack Ridge infrastructure upgrade 64,013 1.2 Parks and gardens Wirrulla Triangle 60,024 1.2 Sports facilities Central Areas Sports Complex asbestos removal 16,940 0.3 Sports facilities Wirrulla Sports and Recreation asbestos removal 7,000 0.1 Footpath and kerbing Montgomerie Terrace, Flinders Drive, Loveshack Ridge 84,116 1.6 Sealed roads Reseals 161,051 3.1 Unsealed roads 1,113,885 21.6 Unsealed roads Little Islands Road sealing 1km 150,429 2.9 Caravan park entrance Blackspot funding 144,000 2.8 Two dual cab utes 100,000 1.9 Lifting device for Isuzu ute 15,000 0.3 Total 5,153,366 100.0 Note: (a) Council documents do not make it clear if this amount includes costs of washing machine and western amenities, so these have been counted in the calculations separately. Source: District Council of Streaky Bay (2015), Annual Business Plan 2015/2016

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Achievements of outcomes to date in 2015/16 towards the strategic goals of DC of Streaky Bay are listed in Table C.74 below.

Table C.74: Achievement of outcomes to date, DC of Streaky Bay, Business Plan (2015-16)

Achievement

Ongoing incorporation of a geographical information system. An accredited documents records management system has been implemented. Council governance and operational policies are continually revised. Development of a business and emergency management plan. A 2014-2016 Work Health and Safety and Injury Management Plan is being developed. A general election was conducted in partnership with the electoral commission. Some of Council’s unsealed roads resheeted. Some of Council’s sealed road network has been resealed Footpaths and tracks have been constructed and renewed. Plant and equipment has been renewed. The condition of buildings has been assessed and buildings revalued. Governance and infrastructure for redevelopment of the Streaky Bay Oval Precinct has been finalised. A regional Health Plan has been developed. Amendments have been made to the Coastal Better Development Plan. Grant funding for Stage 2 of the Wirrulla Triangle is pending. Community Land Management Plans have been reviewed. Landfill site, transfer station and collection services are continually being developed. Upgrades of facilities, utilities and infrastructure at the Foreshore Tourist Park are ongoing. Town Entrance Statements have been developed. An upgrade has been made to the Community Health Centre. Source: District Council of Streaky Bay (2015), Annual Business Plan 2015/2016.

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District Council of Tumby Bay The DC of Tumby Bay is located approximately 602.1 km from Adelaide via National Highway A1 and Lincoln Highway B100 on South Australia’s Eyre Peninsula. Covering an area of 2,669.1 km2 (Australian Bureau of Statistics, Cat no. 3218.0) the council shares a border with Lower Eyre Peninsula District Council to the south and west, Elliston District Council to the north west, Cleve District Council to the north east, and has a coastline with the Spencer Gulf (see Map C.10 below).

Map C.10: DC of Tumby Bay, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the DC of Tumby Bay had an estimated resident population (ERP) of 2,642 persons of which approximately one per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 are:  Tumby Bay (1,827 persons);  Lipson (314 persons);  Ungarra (305 persons); and  Port Neill (136 persons).

Economic activity across DC of Tumby Bay centres on mining and agriculture (see Table C.75 for key economic and social indicators). Tumby Bay (town) provides a major service centre for nearby communities.

The district is principally an agricultural district with some fishing and an identity as a tourism destination. There has also been mineral exploration activity in the district.

Tumby Bay has a high level of home ownership; 71 per cent of houses are owned either with a mortgage or outright, compared to 68 per cent in South Australia. Almost fifty per cent of houses in Tumby Bay are owned outright (South Australia 33 per cent). This is most likely related to the slightly older age profile in Tumby Bay.

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Table C.75: Key indicators for the District Council of Tumby Bay, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 2,642 Population projections (DPLG) 2016 2,752 2021 2,791 Age Structure (Census 2011) Population aged 0-19 years 589 22.8 Population aged 20-64 years 1,377 53.2 Population aged 65+ years 621 24.0 Indigenous population (2013) 26 1.0 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 411 37.7 Construction 114 10.4 Mining 91 8.4 Health Care and Social Assistance 90 8.2 Retail trade 76 6.9 Income (2012/13) ($) Average annual income 44,063 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Mining 152 51.4 Agriculture, Forestry and Fishing 69 23.4 Construction 11 3.8 Health Care and Social Assistance 8 2.6 Education and Training 5 1.8 Exports - top 5 industries Mining 182 47.6 Agriculture, Forestry and Fishing 132 34.7 Construction 22 5.7 Manufacturing 7 2.0 Accommodation and Food Services 6 1.6 Imports - top 5 industries Agriculture, Forestry and Fishing 71 29.6 Mining 37 15.2 Construction 31 12.7 Manufacturing 6 2.3 Transport, Postal and Warehousing 4 1.8 Tourism Exports – tourism 13 3.5 Totals - Economy (2013/14) Value ($m) Gross Regional Product 296 Exports 381 Imports 241 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 11 - Scenario 1 - mining development 10 mines operating 362 351 Scenario 2 - mining development 17 mines operating 362 351 Scenario 3 - mining development 20 mines operating 362 351 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 494 47.1 Owned with a mortgage (c) 248 23.6 Rented 265 25.3 Other tenure type (d) 3 0.3 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of Council Plans Strategic plan The DC of Tumby Bay’s Strategic Plan (2012-2022) identifies the main priorities and aspirations for the community. Copies of the Tumby Bay Council 2012 - 2022 Strategic Plan can be accessed from the Council’s website.28 The strategy for Tumby Bay District Council involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: which are “Infrastructure, Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and Council’s Strategic Plan.

Vision statement “The vision of the Tumby Bay District Council is to “create an unrivalled location incorporating growth, prosperity and an amenity in which to reside, work or visit”.

Mission statement “Council’s mission is to ensure the community is healthy and sustainable, through leadership, quality service provision and partnerships”.

Council’s Strategic Plan Infrastructure This section lists the DC of Tumby Bay’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.76. Goal - Maintain, develop and improve infrastructure to meet needs.

Table C.76: DC of Tumby Bay: goals, outcomes and actions, Strategic Plan (2012-22) - Infrastructure

Objectives/outcomes Actions

Roads infrastructure, footpaths, walking trails, bike tracks and transport Roads, footpaths, walking trails and bike tracks will be improved to meet corridors are improved. the needs of the community. Transport corridors and links will be efficient. Improve public conveniences. Improve and maintain public conveniences in towns and coastal areas. Improve street scaping. Street scaping will be improved. Improve public spaces Improve parks, gardens and open space amenities. Improve infrastructure for marine activities. Improvements will be made to jetty and swimming infrastructure, boat ramps and launching sites. Infrastructure at the Tumby Bay marina will be maintained to a high standard. Improve airport infrastructure and services. Improve and maintain Tumby Bay airport infrastructure to meet future needs. Manage council assets effectively. Assets will be upgraded as required. An assets management system will be implemented. Improve tourism infrastructure. Assist in the development of necessary tourist infrastructure. Develop land to meet future needs. Assist with land development to ensure it meets future needs. Preserve historic structures. Preserve sites and structures that are worthy of preservation. Source: DC of Tumby Bay Strategic Plan (2012-22).

Economy This section lists the DC of Tumby Bay’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.77. Goal - Sustainable economic development opportunities are identified, pursued and promoted.

Community This section lists the DC of Tumby Bay’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.78. Goal - Provide quality social services.

Environment This section lists the DC of Tumby Bay’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.79. Goal - Preserve the unique natural heritage and environment for current and future generations.

28 A full copy of Strategic Management Plan (2013-2022) can be obtained from the District Council of Tumby Bay website: http://www.tumbybay.sa.gov.au/page.aspx?u=197

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Table C.77: DC of Tumby Bay: goals, outcomes and actions, Strategic Plan (2012-22) - Economy

Objectives/outcomes Actions

The area has growth in new and existing industries and businesses. Council will support businesses to develop in new and existing industries. Council will also promote regional and local tourism and associated with this. Council will support new and existing events to develop. Council will support new and existing events. Lifestyle and retirement development opportunities in the area are Council will promote the development of lifestyle and retirement maximised and meet demands. infrastructure and land development. Develop stage two of the Tumby Bay marina. Council will promote stage two of the Tumby Bay marina development to developers. Council to develop Government and private sector partnerships to Maximise opportunities to gain additional funding, services and maximise opportunities. infrastructure for the community. Source: DC of Tumby Bay Strategic Plan (2012-22).

Table C.78: DC of Tumby Bay: goals, outcomes and actions, Strategic Plan (2012-22) - Community

Objectives/outcomes Actions

Youth services are efficient and relevant. Youth services infrastructure Council will support youth services and develop youth related meets the needs of youth. infrastructure. Sports and recreational services and facilities are high quality and meet Sport and recreational facilities and clubs will be supported and the needs of the community. promoted. Residents and visitors will be encouraged to participate in recreational and leisure pursuits. The community is safe. Infrastructure, services and facilities will maximise community safety. Council will participate in planning for emergencies. Health, aged and disabled care services are enhanced and new services Council will continue to support the development of high quality health are implemented to meet the needs of the community. and aged care services and facilities. Educational facilities are enhanced and services are supported. Council will continue to support the enhancement of educational facilities including the expansion of childcare services to meet future needs. Council will support the development of local arts and culture. Cooperate with the local community to develop a local arts and culture plan. Further strengthen and develop partnerships with emergency services to Council will support, promote and plan with emergency services to meet the benefit of the community. future needs. Volunteer and service clubs supported to the benefit of the community. Contributions to the community will be promoted and recognised. Source: DC of Tumby Bay Strategic Plan (2012-22).

Table C.79: DC of Tumby Bay: goals, outcomes and actions, Strategic Plan (2012-22) - Environment

Objectives/outcomes Actions

Healthy and productive natural resources and systems are improved. Council will assist in planning for changes to the environment and natural habitats. Improve the quality of wastewater and water reuse. Upgrade community wastewater schemes and develop new ones. Improve waste management. Council will provide waste management systems that are sustainable. Improve coastal areas. Sustainable management of coastal areas and foreshores. Council will take into consideration the impacts of climate change in all Council will participate in planning for climate change. decision making and actions. Source: DC of Tumby Bay Strategic Plan (2012-22).

Governance This section lists the DC of Tumby Bay’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.80. Goal - Council services are high quality.

Table C.80: Tumby Bay DC's goals, outcomes and actions, Strategic Plan (2012-22) - Governance

Objectives/outcomes Actions

Improve council services Council will explore ways to improve services, including shared services with other councils, performance benchmarking and participation in traineeship and employment programs Effective management systems Systems to be review and improved Effective regulatory services Council will provide regulatory services and functions. Animal management will be effective. By-laws will be complied with Building, planning and development services are effective Continual improvement of building, planning and development services Assist community members to access all community support, transport Transport schemes will be supported services and programs Source: DC of Tumby Bay Strategic Plan (2012-22).

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Business Plan The DC of Tumby Bay’s Annual Business Plan (2015/16) provides information regarding council finances (income and capital expenditure).

Income for the DC of Tumby Bay is sourced from operating and external income sources. Operating revenues (rates, statutory charges, user charges, reimbursements, other revenues and investment income) formed the bulk of council income accounting for 74 per cent of total revenue for the year 2015/16 - see Table C.81. External sources comprised the remaining 26 per cent of council income, being wholly comprised of other grants, subsidies and contributions.

Table C.81: Income sources, DC of Tumby Bay, Business Plan (2015/16)

Source Value ($) Per cent

Operating revenue Rates 4,265,200 65.9 Statutory charges 75,600 1.2 User charges 136,000 2.1 Reimbursements 22,800 0.4 Other revenues 272,400 4.2 Investment income 33,100 0.5 Total operating revenue 4,805,100 74.2 External sources Other grants, subsidies and contributions 1,671,700 25.8 Total external 1,671,700 25.8 Total 6,476,800 100.0 Source: District Council of Tumby Bay (2015), 2015/16 Annual Business Plan.

The DC of Tumby Bay has allocated expenditure of $8.1 million toward capital projects in 2015/16 – see Table C.82 for itemised list. The majority of this expenditure (70 per cent) is for Community Wastewater Management Systems.

Table C.82: Capital renewal and new projects expenditure, DC of Tumby Bay, Business Plan (2015/16)

Expenditure category Details Value ($) Per cent

Plant replacements Grader, chipper, three utilities and a wagon 531,000 6.6 Tumby Bay CWMS Electrical cabinets 138,500 1.7 Tumby Bay CWMS Winter water storage and re-use 1,035,000 12.8 Port Neill CWMS Installation of CWMS in Port Neill 4,486,900 55.5 Wisemans Beach access Vehicle access to Wisemans Beach 86,900 1.1 Tumby Bay stormwater management plan Land acquisition, detailed design, levy 645,500 8.0 Trezise & O’Conner St Culverts Renew existing culverts 87,000 1.1 Park, Dutton & Trezise St K&WT Complete kerbing project 49,200 0.6 Off-street parking reseals Reseal various carparks 16,200 0.2 Port Neill Foreshore Project Stage 1 foreshore redevelopment 205,000 2.5 Road sealing program Reseal in accordance with IAMP 116,000 1.4 Road construction program Road construction program 686,600 8.5 Total 8,083,800 100.0 Source: District Council of Tumby Bay (2015), 2015/16 Annual Business Plan.

Achievements No achievements of outcomes to date towards the strategic goals of the DC of Tumby Bay are listed in the 2015/16 Annual Business Plan.

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City of Whyalla Council The City of Whyalla is located approximately 383.6 km from Adelaide via National Highway A1 on South Australia’s Eyre Peninsula. Covering an area of 1,070 km2 (Australian Bureau of Statistics, Cat no. 3218.0) the council shares a border with Franklin Harbour District Council to the south, Unincorporated Whyalla to the west and east, Port Augusta City to the north and has a coastline on the Spencer Gulf (see Map C.11 below).

Map C.11: City of Whyalla, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 the City of Whyalla had an estimated resident population (ERP) of 22,754 persons of which approximately 5.3 per cent (three percentage points more than South Australia) were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 include:  Whyalla Stuart (7,139 persons);  Whyalla Norrie (6,712 persons);  Whyalla (3,733 persons);  Whyalla Playford (2,764 persons); and  Whyalla Jenkins (1,390 persons).

Economic activity across the City of Whyalla centres on mining, manufacturing and health care and social assistance (see Table C.83 for key economic and social indicators). The City of Whyalla provides a major retail centre for nearby communities. Whyalla has a well-established industrial and retail base. At the time of writing, the major employer Arrium (steelmaking plant) was in the hands of financial administrators who are examining the future of the plant. Suffice to say, it will require investment and upgrade if it is to be retained as a going concern. The company Oz Minerals is considering plans to construct a $150 million mineral processing plant at Whyalla with the potential for 100 long-term employment opportunities.

The level of home ownership in Whyalla is lower than the South Australian average. Less than 60 per cent of houses are owned (outright or with a mortgage) compared to 68 per cent in South Australia. Further, the proportion of houses rented from the state housing authority is higher (21 per cent of houses in Whyalla compared to 6 per cent in South Australia).

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Table C.83 Key indicators for the City of Whyalla, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 22,574 Population projections (DPLG) 2016 23,138 2021 23.351 Age Structure (Census 2011) Population aged 0-19 years 6,006 27.2 Population aged 20-64 years 12,792 57.9 Population aged 65+ years 3,290 14.9 Indigenous population (2013) 1,193 5.3 Employment (2013/14) Employment by industry - top 5 employers Manufacturing 2,027 21.9 Health Care and Social Assistance 1,297 14.0 Mining 1,076 11.7 Retail trade 941 10.2 Education and Training 760 8.2 Income (2012/13) ($) Average annual income 58,323 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Mining 958 50.8 Manufacturing 149 7.9 Construction 97 5.2 Health Care and Social Assistance 96 5.1 Transport, Postal and Warehousing 69 3.7 Exports - top 5 industries Mining 1,026 47.9 Manufacturing 649 30.3 Construction 126 5.9 Transport, Postal and Warehousing 71 3.3 Retail trade 47 2.2 Imports - top 5 industries Manufacturing 367 26.2 Mining 193 13.8 Construction 182 13.0 Transport, Postal and Warehousing 56 4.0 Retail trade 28 2.0 Tourism Exports – tourism 106 4.9 Totals - Economy (2013/14) Value ($m) Gross Regional Product 1,886 Exports 2,140 Imports 1,401 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 203 - Scenario 1 - mining development 10 mines operating 203 0 Scenario 2 - mining development 17 mines operating 203 0 Scenario 3 - mining development 20 mines operating 274 71 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 2,154 24.1 Owned with a mortgage (c) 3,038 34.0 Rented 3,487 39.0 Other tenure type (d) 23 0.3 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of Council Plans Strategic plan The City of Whyalla has developed its own Strategic Management Plan (2015/16 – 19/20) which identifies the main priorities and aspirations for the community. Copies of the City of Whyalla’s Strategic Plan 2015/16 – 19/20 can be accessed from the Councils website.29 The strategic plan is a high level planning document that is supported by other plans. The strategy for Whyalla City Council involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has four central themes: “Economy, Community, Environment and Governance”; these cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and Council’s Strategic Plan.

Vision statement “The Vision for Whyalla City Council is for the city to be vibrant and attractive and provide the community with a diverse range of sustainable economic, environmental, social and cultural opportunities”.

Mission statement “The council mission is to provide access to quality infrastructure, services and facilities, capitalising on and protecting outback and coastal landscapes. The council aims for the community to be home to an energetic, harmonious and integrated community”.

Council’s Strategic Plan Infrastructure This section lists the City of Whyalla’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.84. Goal – Infrastructure will meet community needs.

Table C.84: City of Whyalla: goals, outcomes and actions, Strategic Plan (2015/16-2019/20) - Infrastructure

Objectives/outcomes Actions

Whyalla airport to meet the needs of the region Airport facilities will continually be developed Infrastructure needs to support economic activity Council will ensure that necessary infrastructure and policies are provided. Businesses will be supported. Source: City of Whyalla, Strategic Plan (2015/16 – 2019/20).

Economy This section lists the City of Whyalla’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.85. Goal - Economic prosperity.

Table C.85: Whyalla City Council’s goals, outcomes and actions, Strategic Plan (2015/16-19/20) - Economy

Objectives/outcomes Actions

A diversified and sustainable economy. Economic development plans and policies encourage new economic activity. Available land parcels meet demand. Council will take actions to ensure land parcels meet needs. Whyalla to be recognised as a sustainable energy research and Council will continue funding and support of projects that facilitate the development centre. development of a sustainability hub. Contribute to quality of life through the marina and foreshore. The marina and foreshore areas will be major recreational, fishing, commercial and residential areas. Increase the number of tourists coming to the city. Council will be a leader in developing tourism opportunities for the City. Source: City of Whyalla, Strategic Plan (2015/16 – 2019/20).

29 A full copy of Whyalla DC’s Strategic Development Plan (2015/16-19/20) can be obtained from the DC of Ceduna website: http://www.whyalla.sa.gov.au/page.aspx?u=863

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Community This section lists the City of Whyalla’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.86. Goal - Community and social well-being.

Table C.86: Whyalla City Council’s goals, outcomes and actions, Strategic Plan (2015/16-19/20) - Community

Objectives/outcomes Actions

Council to adopt a collaborative and proactive approach to community Actions will be taken to minimise the risks to the community from natural safety. disasters. Recognise and support efforts of volunteers. Promote activities and participation by volunteers and reduce regulatory measures associated with volunteering. Improve health and aged care services in the City. Council will collaborate with other stakeholders to ensure specialist support programs are available. Youth in Whyalla are positively engaged. Council will develop initiatives that provide youth with employment, social, cultural and recreational opportunities. Improve literacy and numeracy skills in Whyalla. Council will work with other stakeholders to provide relevant services and programs. Council’s development plan ensures that development is integrated and Council will work with stakeholders to ensure housing meets the needs of sustainable. the community. The opportunity to participate in public affairs and planning is available to Everybody can access Council services, facilities and information. everyone in Whyalla. Community planning of infrastructure and services is inclusive and Council will identify solutions to service and infrastructure gaps. accessible. Aboriginal sacred sites will be protected. The community will increase involvement in community organisations. Source: City of Whyalla, Strategic Plan (2015/16 – 2019/20).

Environment This section lists the City of Whyalla’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.87. Goal - Quality environmental outcomes.

Table C.87: Whyalla City Council’s goals, outcomes and actions, Strategic Plan (2015/16-19/20) - Environment

Objective/outcomes Actions

Promote sustainable water use. Council will identify opportunities to reduce water usage. Council aims to reduce carbon emissions both as a corporation and City. Council will explore opportunities for environmental sustainability. Reduce impact of environmental issues on air quality. Council will implement various policies to control dusk and emissions from industry. Continue to develop best practice waste management practices. The long-term waste management strategy will be consistent. Waste management services will be efficient and meet Council objectives. The community will be encouraged to reduce waste. Promote and protect the heritage of Whyalla. Developments in close proximity to heritage buildings or areas will be sensitive to the heritage of the area. Council will explore ways to enhance and preserve vegetation and significant native flora. Land and soil health is improved and adequate open space is provided. The natural environment will be protected. Whyalla to be recognised for its arid landscape and natural beauty. Areas of high landscape value will be identified, managed, protected and promoted. Developments will respect the natural environment. Source: City of Whyalla, Strategic Plan (2015/16 – 2019/20).

Governance This section lists the City of Whyalla’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.88. Goal - Civic leadership and organisational development and sound financial and asset management.

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Table C.88: City of Whyalla: goals, outcomes and actions, Strategic Plan (2015/16-19/20) - Governance

Objective Actions

Council leads in contributing to quality of life in Whyalla. Council decision making will be open, transparent, collaborative and inclusive. Effective, efficient and customer focused council operations. All services and infrastructure will be properly managed, legally compliant and meet community expectations. Manage infrastructure and service delivery to maximise results and Infrastructure and services meet strategic priorities. Business risk minimise risk. processes must be followed for all decisions, actions and service and facility planning and provision. Council engagement is innovative, open and transparent. The community will be involved in decision making processes. Council will engage the community in services. Council to form partnerships to improve outcomes for the community. Council will form partnerships to the benefit of the community. The community of Whyalla needs to have a positive image of Council. Council communications strategy will be coordinated. The community of Whyalla needs to have confidence in the governance Council will undertake to improve governance. of Council. Council needs to be a demonstrator of innovative and appropriate Council will have a culture of continual improvement. Whyalla will be organisational management. developed into a digital city. Appropriately plan, manage and maintain infrastructure. Infrastructure will meet economic, social, environmental and financial needs of the community. Council to be recognised as financially responsible. Council will operate in a financially sustainable manner with appropriate reporting. Financial governance of Council is inclusive. The community will be involved in budget and financial projects. Source: City of Whyalla, Strategic Plan (2015/16 – 2019/20).

Business Plan The City of Whyalla has developed its own Annual Business Plan (2015/16) providing information regarding council finances (income and capital expenditure).

The City of Whyalla has budgeted for an increase in rates revenue of five per cent. Income for Whyalla City Council is sourced from operating and external income sources – see Table C.89. Operating revenues are the sole source of income reported in the City of Whyalla Business Plan. Rates are the main source of income (68 per cent).

Table C.89: Income sources, Whyalla DC, Business Plan (2015/16)

Source Value ($) Per cent

Rates revenue 19,295,308 67.8 Environmental services (excluding rates) 2,024,040 7.1 Planning and development services 231,975 0.8 Regulatory services 357,915 1.3 Community services 2,517,060 8.8 Community recreation and leisure 401,810 1.4 Assets and engineering services 573,265 2.0 Governance 2,400 0.008 Corporate support services 3,039,976 10.7 Total 28,443,749 100.0 Source: The Corporation of the City of Whyalla, 2015/16 Annual Business Plan.

The City of Whyalla has allocated $8.4 million to capital expenditure projects in 2015/16. Table C.90 lists expenses by expenditure category. The majority of this (51 per cent) will be spent on infrastructure projects.

Table C.90: Capital renewal and new projects expenditure, Whyalla City DC, Business Plan (2015/16)

Expenditure category Value ($) Per cent

Works brought forward 250,000 3.0 Infrastructure 4,294,830 51.0 Buildings and facilities 856,818 10.2 Plant and equipment 1,060,000 12.6 Land improvements 1,717,000 20.4 Furniture and equipment 244,450 2.9 Total 8,423,098 100.0 Source: The Corporation of the City of Whyalla, 2015/16 Annual Business Plan.

Achievements No achievements of outcomes to date towards the strategic goals of the City of Whyalla are listed in the 2015/16 Annual Business Plan.

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Wudinna District Council Wudinna District Council is located approximately 565.4 km from Adelaide via National Highway A1 on South Australia’s Eyre Peninsula. Covering an area of 5,394 km2 (Australian Bureau of Statistics, Cat no. 3218.0) the council shares a border with Streaky Bay District Council to the West, Unincorporated West Coast to the north west, Unincorporated Lincoln to the north and east, Kimba District Council to the east and Elliston District Council to the South (see Map C.12 below).

Map C.12: Wudinna District Council, based upon Australian Standard Geographical Classification (ASGC), July 2011

Source: ABS, Cat No. 1216.0, Australian Standard Geographical Classification (ASGC), South Australian Maps, July 2011.

In 2014 Wudinna District Council had an estimated resident population (ERP) of 1,284 persons of which approximately 1.9 per cent were classified as Aboriginal and/or Torres Strait Islander. Major population centres located within the council and their ERP’s as at Census 2011 are:  Wudinna (557 persons);  Minnipa (356 persons); and  Warramboo (300 persons).

The primary source of income in the area is cereal cropping (Wudinna District Council, no date). Economic activity across Wudinna District Council centres on agriculture (see Table C.91 for key economic and social indicators). Wudinna is the main service centre of the district (Annual Business Plan, 2015/16). Almost fifty per cent of houses in Wudinna are owned outright, well above the state average of 33 per cent. The Iron Road Central Eyre mining project is located at Warramboo. Development of the mine will require access to power, water, a rail link to the most favoured port at Cape Hardy with a proposal for the port and rail to be able to transport grain to a multi-use, deep water port facility.

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Table C.91: Key indicators for Wudinna District Council, 2015

Population Persons (no.) Per cent of total Estimated Resident Population (2014 projected estimate) (a) 1,284 Population projections (DPLG) 2016 1,299 2021 1,255 Age Structure (Census 2011) Population aged 0-19 years 399 27.1 Population aged 20-64 years 713 56.9 Population aged 65+ years 200 16.0 Indigenous population (2013) 24 1.9 Employment (2013/14) Employment by industry - top 5 employers Agriculture, Forestry and Fishing 275 37.6 Health Care and Social Assistance 66 9.1 Transport, Postal and Warehousing 56 7.6 Education and Training 50 6.8 Retail trade 42 5.8 Income (2012/13) ($) Average annual income 49,580 Economy (2013/14) Value ($m) Per cent of total Gross Regional Product - top 5 industries Agriculture, Forestry and Fishing 53 48.4 Health Care and Social Assistance 7 6.0 Mining 6 5.3 Financial and Insurance Services 5 4.2 Education and Training 4 3.8 Exports - top 5 industries Agriculture, Forestry and Fishing 96 71.5 Administrative and Support Services 7 5.1 Mining 7 5.0 Construction 5 3.5 Financial and Insurance Services 4 3.2 Imports - top 5 industries Agriculture, Forestry and Fishing 36 37.2 Construction 5 5.3 Administrative and Support Services 4 3.7 Mining 3 3.6 Transport, Postal and Warehousing 3 3.4 Tourism Exports – tourism 6 4.4 Totals - Economy (2013/14) Value ($m) Gross Regional Product 110 Exports 135 Imports 95 Housing (2013) and if mining occurred Dwellings required (no.) Additional over baseline (no.) New dwellings required over period 2013-2026 Baseline growth - no mining development on Eyre Peninsula 0 - Scenario 1 - mining development 10 mines operating 357 357 Scenario 2 - mining development 17 mines operating 357 357 Scenario 3 - mining development 20 mines operating 357 357 Dwelling tenure (2011) (b) Number Per cent of occupied dwellings Owned outright 234 48.3 Owned with a mortgage (c) 99 20.5 Rented 127 26.2 Other tenure type (d) 10 2.1 Notes: (a) = ERP for RDAWEP includes 11 councils (2014) Maralinga Tjarutja Aboriginal Council (2014), Yalata Aboriginal Reserve (2011) and Unincorporated West Coast). (b) = includes tenure type not stated. (c)= includes homes being purchased under a rent/buy scheme. (d) = Comprises dwellings being rented through a 'Residential park (includes caravan parks and marinas)', 'Employer - Government (includes Defence Housing Authority)' and 'Employer - other employer'. Source: Please refer to Bibliography for source.

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Summaries of Council Plans Strategic plan – Community plan Wudinna District Council does not have a strategic plan. They instead have a community plan. Though different in name the content of the Wudinna District Council Community Plan (2012 – 2017) is what one would expect to find in a strategic plan. Copies of the Wudinna District Council Community Plan (2012 – 2017) can be accessed from the Council’s website.30 The strategy for Wudinna District Council involves setting key goals, identifying desired outcomes and actions taken by council to achieve outcomes and then tracking achievements. The strategic plan has five central themes: “Infrastructure, Economy, Community, Environment and Governance”. These themes cover all aspects/dimensions of the council space and form the council’s strategic direction. A summary of the Plan is provided below under the key headings of vision, mission and council’s strategic plan.

Vision statement “The vision of the Wudinna District Council Community Plan (2012 – 2017) is for the community to be viable and motivated, offering a sustainable, economically diverse and rewarding lifestyle”.

Mission statement No mission statement listed in Wudinna DC’s Community Plan.

Council’s strategic plan Infrastructure This section lists Wudinna DC’s goals in relation to infrastructure and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.92. Goals - The built environment will:  provide for the needs of the community; and  provide infrastructure that meets the needs of the community and fosters economic activity.

Table C.92: Wudinna DC: goals, outcomes and actions, Community Plan (2012-17) - Infrastructure

Objectives/outcomes Actions

Plans and policies will provide for the needs of the community. The community will be involved in the development of plans. Housing options and buildings will meet the needs of the community and Council will work with other stakeholders to determine and meet the add to the aesthetics of the area. housing and building needs of the community. The natural environment will be safe, pleasant and attractive. Council will provide adequate and appropriate parks and gardens. Future needs will be identified. The natural environment will be preserved. Transport and communication systems will meet the needs of the Transport infrastructure will be maintained and improved. community. All roads will be of suitable quality. Existing standards will be reviewed and new standards will be developed. Selected road projects will be prioritised. A maintenance and construction program will be maintained. Footpaths are of suitable standard. Council will review current standards and develop new standards. Council will develop priorities for footpath construction. Older people, people with disability and/or other access impediments will Council will establish criteria to prioritise construction and maintenance of be able to access all business and community facilities. stormwater management and related infrastructure and develop a program of construction and maintenance. Zero waste and recycling practices are optimised across the district. Council will consider options for minimising the cost of waste collection. Council will take actions to increase community awareness of waste reduction strategies. State and Federal Governments provide the area with appropriate Council will work with other stakeholders to develop a policy on State and infrastructure. Federal infrastructure and lobby State and Federal Governments. Source: Wudinna DC Community Plan (2012-17).

Economy This section lists Wudinna DC’s goals in relation to the economy and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.93. Goal - An environment that supports business and commercial activities in the area is promoted.

30 A full copy of Wudinna DC’s Community Plan (2012-17) can be obtained from the District Council of Wudinna website: http://www.wudinna.sa.gov.au/page.aspx?u=398&c=4572

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Table C.93: Wudinna DC's goals, outcomes and actions, Community Plan (2012-17) - Economy

Objectives/outcomes Actions

Policies and plans support the attraction of business and tourism to the Council will work with other stakeholders to attract and support new and area existing industries Financial drain from the area is minimised Council will work with other stakeholders to encourage residents, businesses and agencies to buy and live local Council will work with other stakeholders to determine and reduce areas of financial drain Assistance is provided in the creation of new jobs Council will work with other stakeholders to provide assistance to small businesses. Businesses will be encouraged to diversify and value-add Youth training schemes will be supported Maximum external investment in the region Council and RDAWEP will work together to maximise external grants. Strategies will be developed with external funding providers The community develops the ability to lead, resource, manage and Community programs will be appropriately promoted and supported. achieve local economic development Community impacts of mining will be investigated The Wudinna district will be an area of excellence in agriculture, tourism Council will work with other stakeholders to support the further and mining development of industries Environmental, social and economic impacts of all projects will be Various stakeholders will identify and document all impacts of actions identified and undertakings Source: Wudinna DC Community Plan (2012-17).

Community This section lists Wudinna DC’s goals in relation to the community and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.94. Goals - The community will have a strong sense of identity and services and facilities will be appropriate to the community.

Table C.94: Wudinna DC's goals, outcomes and actions, Community Plan (2012-17) - Community

Objectives/outcomes Actions

The community will be cohesive and thriving and have a strong sense of Wudinna and the community will be promoted through various means. identity. Health and community services will be stable and viable to meet the Various stakeholders will determine the needs of the community and to needs of the community. what extent current services meet these needs. Where appropriate funding will be applied for. The community will be informed of currently available services. Service providers will take various steps to inform the community of their services. Wudinna will be promoted as a regional education and training centre. Council and other stakeholders will publicise and market training facilities in the district. Schools will explore the possibility of resource sharing. Community facilities are appropriate. Various stakeholders will promote the community and ensure that facilities meet the needs of the community. The history and heritage of the area will be identified and preserved. The history of the area will be recorded. The Indigenous history of the area will be identified, acknowledged and The Indigenous history of the area will be recorded whilst respecting the preserved. wishes of the local Indigenous community. The Wudinna Telecentre is recognised as a tourism information centre. Enhancements will be made to the appearance of and infrastructure at the Telecentre. Source: Wudinna DC Community Plan (2012-17).

Environment This section lists Wudinna DC’s goals in relation to the environment and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.95. Goal - Management and utilisation of the natural environment will be sustainable.

Table C.95: Wudinna DC's goals, outcomes and actions, Community Plan (2012-17) - Environment

Objectives/outcomes Actions

Council will provide support to the Natural Resources Management Council will work with NRM to improve NRM participation. Board (NRM) so that management and utilisation of the natural environment is sustainable. Water resources will be managed, conserved and utilised. Council will work with other stakeholders to identify options for water saving. Source: Wudinna DC Community Plan (2012-17).

Governance This section lists Wudinna DC’s goals in relation to governance and provides a summary of desired outcomes and actions to achieve each specific outcome - see Table C.96.

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Goal - The Council will:  efficiently and effectively use all resources to meet community needs; and  have administration that is customer focused.

Table C.96: Wudinna DC's goals, outcomes and actions, Community Plan (2012-17) - Governance

Objectives/outcomes Actions

Operations will be financially sustainable. Council will explore opportunities for cost saving, for example resource sharing with nearby councils. The community will be educated on the roles and responsibilities of A professional development program will be offered to elected members Council. and unnecessary involvement in external committees will be eliminated. Community consultation is effective. Council will ensure that the community is involved in decisions through community consultation. Source: Wudinna DC Community Plan (2012-17).

Business Plan Wudinna DC has developed its own Annual Business Plan (2015/16) providing information regarding council finances (income and capital expenditure).

Total income for Wudinna District Council in 2015/16 is projected to be $4.2 million. Income for Wudinna District Council is sourced from operating and external income sources. External sources (funding from State and Commonwealth Government grants) form the bulk of expected council income accounting for 58 per cent of total revenue for 2015/16 - see Table C.97. Operating revenues comprised the remaining 42 per cent of council income. Operating revenues are comprised of rates and rates fines, reimbursements, user charges, statutory charges and investment income.

Table C.97: Income sources, Wudinna DC, Business Plan (2015/16)

Source Value ($) Per cent

Operating revenue Rates $1,568,075 36.2 Fines on rates $3,961 0.1 Reimbursements $69,302 1.6 User charges $33,692 0.8 Statutory charges $17,500 0.4 Investment income $143,000 3.3 Total operating revenue $1,835,530 42.3 External sources State and Commonwealth Government grants $2,501,912 57.7 Total external $2,501,912 57.7 Total $4,194,442 100.0 Source: Wudinna District Council (2015), Annual Business Plan, 2015/16.

Wudinna District Council has allocated expenditure of $2.1 million for capital projects in 2015/16 - see Table C.98 for a list by expenditure categories.

Table C.98: Capital renewal and new projects expenditure, Wudinna DC, Business Plan (2015/16)

Expenditure category Details Value ($) Per cent

Road works Arterial roads and local roads 671,092 31.7 Other transport capital Traffic control, sealed roads, footpath construction 786,136 37.1 Minor repairs to roads as required 337,471 15.9 Rehabilitation of rubble pits used for road construction 42,481 2.0 Transport and communications Sealed road maintenance (e.g. repairing potholes) 45,694 2.2 maintenance Grading of council controlled roads 171,425 8.1 Maintenance and upkeep of aerodromes to appropriate standards 35,954 1.7 Maintenance of traffic control objects 29,405 1.4 Total 2,119,658 100.0 Source: Wudinna District Council (2015), Annual Business Plan, 2015/16.

Achievements No achievements of outcomes to date towards the strategic goals of Wudinna DC are listed in the 2015/16 Annual Business Plan.

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Bibliography

List of sources relating to tables in Part C: Australian Bureau of Statistics (ABS), Regional Population Growth, Australia, 2013-14, Cat no. 3218.0. ______Census 2011, Quickstats. ______(2013), 2011 Census community profiles. Australian Taxation Office (ATO), Taxation statistics 2012/13 Individuals: Selected items, by state/territory and postcode, 2012/13 income year. Department of Planning and Local Government (DPLG), Projected population by sex, LGA's in South Australia, 2006 to 2026. Econsearch (2013), Input-Output Tables for South Australia and its Regions 2011/12 Update. ______(2015), Regional Industry Structure and Employment (RISE) model 2012/13. Public Health Information Development Unit (PHIDU), Social Health Atlas of Australia, South Australia, data by Local Government Area, Published 2015. SA Centre for Economic Studies (2013), "Impact of Mining and Resource Development: A Case Study for Eyre Peninsula Councils", Report Commissioned by the Local Government Association of South Australia (LGASA), July. ______(2014), "Building Opportunities Exploratory Baseline Study", Report Commissioned by the Alinytjara Wilurara Natural Resources Management Board (AWNRM Board), November.

Australian Bureau of Statistics (2014), Regional Population Growth, Australia, Cat No. 3218.0. ______(2012), 2011 Census of Population and Housing, Table Builder Database. ______(2011), Aboriginal and Torres Strait Islander Peoples (Indigenous) Profile, Yalata, Cat No. 2002.0. ______(2011), Basic Community Profiles, Unincorporated West Coast, Cat No. 2001.0. ______(2011) Australian Standard Geographical Classification (ASGC), South Australian Maps, Cat No. 1216.0. ______(2011) Census QuickStats. City of Port Lincoln (2012), Strategic Directions: Council Strategic Management Plan, 2012 Review. ______(2015a), Annual Business Plan for the year ended 30th June 2016. ______(2015b), Adopted Annual Budget for the year ended 30th June 2016. ______(no date), City of Port Lincoln, accessed 19/11/2015, http://portlincoln.sa.gov.au/page.aspx?u=485. City of Whyalla (2015), Tourism Strategic Plan 2015 - 2018. Corporation of the City of Whyalla (2015), 2015/16 Annual Business Plan District Council of Ceduna [Online, accessed 19 November 2015]. URL: http://www.ceduna.sa.gov.au/page.aspx?u=928 ______[Online, accessed 19 November 2015]. URL: https://www.cleve.sa.gov.au/page.aspx?u=296 ______[Online, accessed 19 November 2015]. URL: http://www.elliston.sa.gov.au/page.aspx?u=100 ______Strategic Plan (2011-14). ______Annual Business Plan (2015/2016). District Council of Cleve (2012), Strategic Plan 2012/13 - 2015/16, July. ______Annual Business Plan (2015/2016). ______(2015), General Purpose Financial Reports, year ended 30th June 2015. District Council of Franklin Harbour [Online, accessed 19 November 2015]. URL: http://www.franklinharbour.sa.gov.au/page.aspx?u=123 ______(2011), Strategic Plan 2012-2017, December. ______Annual Business Plan (2015/2016). ______Budgeted Statement of Comprehensive Income, year ended 30th June 2016. District Council of Kimba [Online, accessed 20 November 2015]. URL: http://www.kimba.sa.gov.au/newCouncilSite ______(2011), Strategic Management Plan 2012-2016. ______Annual Business Plan (2015/2016). ______(2014-15), General Purpose Financial Reports, year ended 30th June 2015. District Council of Lower Eyre Peninsula [Online, accessed 20 November 2015]. URL: http://www.lowereyrepeninsula.sa.gov.au/page.aspx ______(2012), Strategic Plan 2012 - 2021. ______Annual Business Plan (2015/2016). District Council of Streaky Bay (2013), Strategic Management Plan 2013 – 2022. ______(2015), Annual Business Plan 2015/2016

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______(2012), 2012 - 2022 Strategic Plan. ______(no date), Welcome, accessed 19/11/2015, http://www.streakybay.sa.gov.au/page.aspx. District Council of Tumby Bay (2015), 2015/16 Annual Business Plan. Independent Pricing and Regulatory Tribunal, (IPART) (2015a), “Assessment Methodology – Methodology for Assessment of Council Fit for the Future Proposals, June. ______(2015b), “Review of Local Council for the Future Proposals”, April. Local Excellence Expert Panel (SA) (2013a), “Towards the Council of the Future”, June. ______(2013b), “Strengthening South Australian Communities in a Changing World: ‘The Council of the Future’”, December. Local Government Act (1999), South Australia [Online, accessed 23 November 2015]. URL: http://www.legislation.sa.gov.au/LZ/C/A/LOCAL%20GOVERNMENT%20ACT%201999/CURRENT/1999.62.U N.PDF Local Government Association of SA (2013), “Strengthening South Australian Communities in a Changing World – The Council of the Future, December. NSW Independent Local Government Review Panel (2013), “Revitalising Local Government”, Final Report, October. Regional Strategic Plan development framework (2015), Regional Development Australia Whyalla and Eyre Peninsula, sent by Bob Ramsey on 3rd of November 2015. Sustainable Budget Commission, The (2010), “Restoring Sustainable State Finances: Second Report”, Vol. 1, August. Whyalla City Council (no date), City of Whyalla, accessed 19/11/2015, http://www.whyalla.sa.gov.au/page.aspx?u=182. ______(2015), Whyalla City Council Strategic Plan 2015/16 - 19/20. Wudinna District Council (no date), District Information, accesses 19/11/2015, http://www.wudinna.sa.gov.au/page.aspx?u=135. ______(2015), Annual Business Plan, 2015/16 ______(2012), Community Plan 2012 – 2017.

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Appendix A

Governance model for regional collaboration: discussion and considerations

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Commitment & Purpose Research on regional collaboration and shared services Legislative change is not necessarily required to guide matters models highlight that the success of any regional of culture and practice. governance model is dependent on a number of factors, including: However, would it be appropriate for the Local Government Act  commitment and passion to a regional to outline the objects and principles of regional collaboration approach; and partnerships?  political and community will to pursue a regional approach; The LGA and Office for Local Government should continue to  equity across councils; work together to provide advice and tools to councils to  the need for a robust business case including a strengthen regional collaboration and partnerships. clear value proposition;  selecting the right governance model; What types of advice and tools would be of benefit to councils  alignment of culture and common purpose seeking to strengthen their involvement in regional between Councils; and collaboration?  avoiding excessive start-up costs that result in a negative value proposition over the long term.

To ensure that the right governance model is selected at the outset, it is critical that there is a strong degree of upfront engagement between the parties to ensure there is agreement on a common purpose and a clear commitment to a regional approach, including clarity around the role of individual councils in decision making

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Flexibility Councils and regions across South Australia have Whilst there are a range of governance options currently identified a broad range of functions that may be more available, the most widely used formal governance model is the effectively and efficiently undertaken through regional regional subsidiary provided for in the Local Government Act. collaboration and partnerships. These bodies enjoy a reasonable level of flexibility because The types of functions that are considered by different they are primarily governed by a charter rather than legislation, councils and regions vary depending on range of factors enabling (in theory) a more nimble response to changes in their including size, location, environment, demographics, structure. workforce, etc. However, research and previous consultation suggests that Given the diversity of needs between councils and regional subsidiaries are subject to several limitations which regions, flexibility must be a central objective of a impact on the level of flexibility provided. Some of the key regional governance framework. issues are summarised below:

There are a range of governance models currently  The regional subsidiary model in South Australia offers a available, which all have merit in particular ‘one size fits all’ approach and does not distinguish circumstances. Local government does not favour the between representative and advocacy entities and truly consolidation of existing options into a single ‘one size commercial entities, which operate in competition with the fits all’ framework. private sector.  Section 43(2) of the Act provides that a regional subsidiary To promote flexibility, it is important to maintain and which is established to perform a regulatory activity on enhance a suite of options and provide greater clarity behalf of its constituent councils cannot also perform a around the particular circumstances that are best suited significant and related service activity. to each governance model.  While there is a clear policy intent to this, it is considered by some to be a statutory hindrance in establishing a single vehicle to undertake both traditional service offerings of local government and at the same time performing a regulatory function.  To clarify the extent of this issue, clear examples are required from the local government sector of any activities that have been (or would be) hindered by Section 43(2) of the Local Government Act.

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Autonomy To achieve a genuine regional approach to planning and The principle of autonomy would challenge the current service delivery, it may be appropriate that a regional establishment of regional subsidiaries. body operate autonomously and should be able to make decisions that are binding on constituent councils. Despite having operational autonomy, currently the constituent councils are ultimately responsible for the liabilities of the This would be an appropriate measure to address regional subsidiary and are able to direct the regional concerns that the broader interests of the region often subsidiary. make way for local interests, potentially limiting the effectiveness and purpose of the regional body. As a challenging concept, the views of the local government sector are being sought about whether regional bodies should Greater autonomy would also lead to more certainty be able to be created that can operate with more autonomy and about long-term resourcing requirements of a regional make decisions that bind constituent councils. body. If the local government sector more broadly supports the principle of autonomy, legislative change would be required.

The level of autonomy provided to a regional body may be linked to its functions.

Examples from councils are required about the type of functions and decision making they would confer upon a regional body.

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Commercialisation and Councils are increasingly being required, through The commercial competitiveness of regional subsidiaries is Profitability community expectations and changes in state perceived to be constrained by the legal obligations imposed legislation, to take on more responsibilities and deliver a upon them and the level of prescription provided about how broader range of services. they must operate.

To support this expanding role and ensure long term A review of relevant Local Government Act provisions must financial sustainability, it has become necessary for consider how appropriate levels of transparency and councils to consider more commercial activity and accountability can be maintained, without unfairly hindering the innovative businesses practices. ability to provide a competitive service.

Subject to more rigorous feasibility studies, the long term The current regional subsidiary framework is unclear as to the potential for a regional body to provide services to circumstances in which a subsidiary can act outside its defined constituent councils, other public sector bodies and the area, possibly limiting the provision of services to third parties private sector has been recognised. (public or private) that are not a constituent council.

There is currently a legislative test that must be applied to Therefore, a regional governance framework must determine whether the acting outside of the area of constituent incorporate the principles of commercialisation and councils is necessary or expedient to the performance of its profitability. functions.

To provide a positive value proposition, there should be Prior to progressing any particular service model that provides capacity for a regional body to retain profits for the services to third parties on a commercial basis, consideration purposes it was established for and return a dividend to must be given the level of insurance cover that is appropriate the member councils. for the nature of the services provided.

Consideration must also be given to any requirements to comply with competitive neutrality obligations when a ‘significant business activity’ is being contemplated.

Further investigations are required about the feasibility of establishing an incorporated association, joint venture, trust or similar body to undertake commercial functions.

Consideration should be given to the opportunities and challenges that would be created by following the Commonwealth’s Government Business Enterprise model.

Further investigation is also required about the policy and practical issues that would arise from removing the restrictions for Councils or subsidiaries to participate in the formation of a company.

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Efficiency and Continuous A central principle of establishing a regional body to There is no legislative requirement for any council to Improvement provide services and undertake regulatory functions is contemplate entering into a regional subsidiary or other similar the potential for more efficient service delivery. body for any purpose.

The ACELG report ‘Consolidation in Local Government - While the imposition of a mandatory model is not supported, A fresh look’ concluded that as a general rule benefits of there is some suggestion that councils should be required to some sort do accrue when Councils adopt mechanisms consider and assess the option of regional collaboration and to collaborate or consolidate with other local authorities. shared services as part of their long term planning for service However, disbenefits can arise when Councils and State efficiency and financial sustainability. Governments do not adequately examine all of the options available to them before determining the most Previous consultation suggests that the effective operation of a appropriate course of action. board of a regional subsidiary is impeded by the unnecessary imposition of reporting and procedural requirements within the Where there has been a robust business case charter. As an example, a charter will often unnecessarily developed which demonstrates financial and/or strategic follow Part 2 of the Meeting Regulations, which heavily capacity benefits, councils should be considering a prescribe and restrict the activities of the board. regional approach. Each charter should be developed individually based on the purpose and agreed operation of the regional body, and should not follow a formulaic approach. As this is an issue of practice, legislative amendment is not necessarily required.

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Professionalisation The membership of regional governing bodies should The existing regional subsidiary provisions provide for external reflect the purpose and functions to be undertaken. and independent members to be appointed to a regional subsidiary board of management. It is most likely that different membership structures are needed for representation/advocacy purposes and those However, practice suggests a reluctance to appoint skills- regional bodies that have a commercial focus. based boards in favour of representatives from constituent councils. In principle, the operation of commercial or service based regional bodies is likely to be strengthened by the This creates a perceived or actual conflict of interest where the inclusion of independent skills-based members. best interests of the subsidiary are seen as secondary to the interests of individual councils, which are both members and customers of the subsidiary.

While this is a matter of practice, it may be appropriate for legislation to require independent skills-based members to be included on the board or governing body of a regional structure that undertakes commercial or highly technical functions.

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Regionalisation Objective Discussion Legislative and Practical Considerations for response Non-Traditional Service Both the Local Excellence Expert Panel and Expert A regional subsidiary cannot undertake an activity or provide a Delivery Panel on Planning Reform independently identified that service that councils would not have statutory power to regional collaboration and partnerships provide a themselves undertake or provide. This provides a barrier to mechanism for state and local government to work non-traditional service delivery at a regional level. together more closely in planning and service delivery. The Planning, Development and Infrastructure Bill 2015 Regionalisation pilot projects have identified that, subject includes provisions that would allow councils to enter into a 10 to adequate resources being provided by other spheres year planning agreement with the Minister for Planning to of government, that there may be some services and undertake strategic and regulatory planning functions. These functions that are currently provided or funded by state agreements may also be extended to include another Minister or federal government that would be more appropriately to enable functions or powers under another Act to be provided by local government at a regional level. delegated (where applicable).

Examples include, but are not limited to, strategic Should similar provisions that are proposed within the Planning, planning, zoning, economic development and certain Development and Infrastructure Bill to enable state and local NRM, EPA and Native vegetation roles. government to cooperate regionally to plan for and provide services under any Act of Parliament (as agreed), be included The ability to collaborate with state government in the Local Government Act?. agencies and other third parties is limited through existing regional subsidiary provisions. Further information is required from Councils about the specific activities that they are contemplating as consequential amendments to other Acts may be required to allow applicable services to be conferred or delegated to a regional body.

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Appendix B

EPLGA: Policy Document on Regional Economic Development Policy

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Eyre Peninsula Local Government Association Policy Document

Policy Name Regional Economic Development Policy

Policy No. EPLGA-

Reviewed By Executive Officer

Date Adopted 22 February 2015

1. Purpose

The Member Councils of the Eyre Peninsula Local Government Association (Association) have identified and determined that leadership and goodwill at a local, regional and state level is required to ensure that significant economic development opportunities, inclusive of mineral and energy exploration and extraction, when presented to their communities are fully understood and exploited to their full potential.

The EPLGA membership has resolved to adopt a Regional Economic Development Policy:  To assist in addressing regional and sub-regional coordination of economic strategic planning in partnership with Regional Development Australia Whyalla and Eyre Peninsula (RDAWEP) and the Department of State Development.  To support the identification and alignment of priorities and economic goals as identified in Federal and State Regional policy.  To support the identification and consolidation of duplicated strategies adopted by the Eyre Peninsula Natural Resources Management Board, RDAWEP and Eyre Peninsula Local Government.  To improve the delivery of economic outcomes at a local and regional level.  To support the development and inclusion of a Consultation Protocol that enhances community understanding of significant regional development proposals.

2. Objectives

The principle objective of this policy is for the Member Councils of the Association to further enhance local and regional economic productivity through detailed economic planning and prudent investment in partnership with the RDAWEP.

The Association’s member councils and the RDAWEP recognise the State and Federal Government’s economic policies and regional priorities and will use their best endeavours to work with and partner both Government spheres to further regional economic development.

The Association and RDAWEP will work together in seeking to meet the priorities identified by the Council of Australian Governments (COAG) Regional Australia Standing Council to:  Provide strategic policy and implementation advice on the delivery of the Government’s commitment to improved outcomes for regional Australia.  Deliver a Regional Policy Statement and a guide to Regional Economic Development.  Collaborate with Commonwealth agencies to implement the regional policy agenda.  Drive regional policy reforms across all three tiers of government.  Build an evidence base to support regional decision-making, planning and economic growth.

As well as:  Adopt and incorporate a Consultation Protocol for Local Government that enhances community understanding of significant regional development proposals.  Emphasising the regions quality natural resources and matching them to quality professional services and leadership.

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3. Benefits

Benefits to Regional Communities from increased Regional economic investment, development and leadership from Local Government:  Increased competitive advantage  Stabilised and increasing regional and township population bases  Increased scope and scale of service industries within communities  Improved global recognition of Regional Economic Assets  Improved economic position through diversification of industry and value adding manufacturing investment.  Improved quality of life for present and future communities.  A better informed community  Increased investment in research and development by Government and private sector  Improved planning and preparation for major projects providing the opportunity to make ‘future choices’.

4. Risks

The risks to Regional communities of not taking a leadership role:  Declining ability to influence future regional direction.  Declining regional and township populations.  Loss of community services.  Decline in community asset base, both human and fixed.  Loss of competitive advantage to other regions, states and countries.  Loss of control and influence by local communities over their future.

5. Responsibilities

RDAWEP and Member Councils through the Association will work together to develop and adopt a constructive, current and effective consolidated Regional Strategic Plan for Eyre Peninsula.

Member Councils and the RDAWEP will work together to identify, support and coordinate investment in economic opportunities through the adoption of local policy and priorities and the development of economic strategy at a local, sub-regional and regional level.

6. Review

This Policy shall be reviewed by the Eyre Peninsula Local Government Association together with the RDAWEP within twelve months after the conclusion of each Local Government Periodic Election, or on significant change to legislation or aspects included within this policy.

7. References

Local Government Act 1999 Regional Development Australia Whyalla & Eyre Peninsula Regional Plan & Annual Report South Australian Government - Regional Statement for South Australia 2012-2013 Annual Report - Department of Regional Australia, Local Government, Arts and Sport.

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Appendix C

Governance Checklist of Compliance with Reporting Requirements

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Version GOVERNANCE SELF No: ASSESSMENT CHECKLIST Issued: Next Review:

Ref Issue Commentary Act Reference No. 1. Code of Conduct – Staff Council must have a code of conduct for employees of Council, and this code must be reviewed within LG Act S 110 12 months of periodic election. 2. Access to Meetings & Council must adopt a code of practice for access to meetings and documents and this code must be LG Act S 92 Documents reviewed within 12 months of periodic election. 3. Training & Development – A training & development policy must be prepared and adopted to assist members. This policy needs LG Act S 80A Members to be reviewed to allow adoption of annual training plan & inclusion in budget. Survey & Questionnaire out to EM’s 4. Rate Instalments Quarterly rate instalment notices to be prepared and posted to ratepayers LG Act S 181 5. Roads to Recovery Reporting Quarterly reports are required to be submitted to Roads to Recovery – Federal Government/ Grants Conditions of Grant- - Financial Commission 6. Roads to Recovery – Quarterly reports are required to be submitted to Roads to Recovery – Federal Government Conditions of Grant- Performance 7. Survey/Questionnaire re Conduct survey/questionnaire seeking Council Member responses for training and development LG Act S 80A Council Member Training & Development 8. Council Investments Report Report to Audit Committee & Council on Investment performance Policy 5.23 9. Budgets – Review Council must review its budget at least three times at intervals of not less than three months between LG Act S 123 30 Sept and 31 May. 10. Council Members Training & Develop a training and development plan for Council members LG Act S 80A Development Plan Policy 2.12 11. Annual Salary Review for Annual Salary Review to be completed and sent to Local Super (Finance Officer) Super Scheme requirement- Local Super 12. Grants Register Update Grants Register and associated files Internal – Good practice- 13. Single Farm Enterprise Inform ratepayers of their entitlement to claim Single Farm Enterprise status LG Act & Policy 5.18 14. Fees payable to DAC To be submitted to DAC on quarterly basis (by 10th day following close of quarter) Development Regulations – Schedule 7 15. CDAP Members Sitting Fees To be paid in arrears at end of each quarter (Sept, Dec, March, June) Development Act & Policy 7.01 16. Rate Instalments Quarterly rate instalment notices to be prepared and posted to ratepayers LG Act S 181 17. Projects & Capital Works Report to Council on projects and capital works not completed Policy 5.20 Review 18. Risk Management Review Undertake annual Risk Management audit with Regional Risk Co-ordinator Mutual Liability Scheme requirements- 19. Management Plans – A Council must adopt management plans for certain parts of its community land. These management LG Act S 196 Community Land plans should be reviewed on an annual basis.

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Ref Issue Commentary Act Reference No. 20. Annual Business Plan A Council must have a budget for each financial year and must be adopted after 31 May and before LG Act S123 31 Aug and address various issues as outlined in S 123 21. Budgets - Adoption A Council must have a budget for each financial year and must be adopted after 31 May and before LG Act S 123 31 Aug and address various issues as outlined in S 123 22. Council Committees Council to advise the LGA Mutual Liability Scheme on an annual basis of all Council Committees - formed under S 41 of the Local Government Act. 23. Rating Policy Council to adopt Rating Policy Local Government Act & Policy 5.22 24. Declaration of Rates, Council must not make a declaration of rates until after the adoption of its budget, or more than one LG Act S 153 Separate Rates, Differential month prior to commencement of a relevant financial year. Rates, etc. 25. Fees & Charges Council should review its fees and charges on an annual basis and adopt such fees and charges as LG Act S 188 part of its annual budget meeting. 26. Minutes & Release of Review of confidentiality orders passed at Council Meetings. LG Act S 91 Documents 27. Notice of Declaration of Rates Council must publish a notice of declaration in the Government Gazette and in a local newspaper LG Act S 170 within 21 days after declaration. 28. Review of confidential reports Council must review confidential reports & documents at July meeting of Council – Code of Practice LG Act S 91 & documents 29. Rate Instalments Quarterly rate instalment notices to be prepared and posted to ratepayers LG Act S 181 30. Form 26 & 28 – Statement of Council must submit form 26 & 28 to the Dog & Cat Management Board on an annual basis Dog & Cat Management Act Dog Registrations Received S 26(5) 31. Food Annual Report Council must submit a Food Annual Report on an annual basis Food Act S 93 32. Register of Public Roads Review accuracy and compliance of road register LG Act S 231 33. Register of Allowances – The CEO must maintain a Register of Allowances and Benefits for members. This is to be updated on LG Act S 79 Benefits a monthly basis but should be reviewed annually for compliance prior to inclusion in Annual Report 34. Register of Remuneration, The CEO must ensure that a record is kept of information on staff remuneration, salaries & benefits. LG Act S 103 Salaries & Benefits This Register is to be updated on a monthly basis, but should be reviewed on an annual basis for compliance. 35. EM & CDAP Members Last Day for lodgement of ordinary returns by Elected Members LG Act S 66 Ordinary Returns 36. Register of Interest – Staff The CEO must maintain a Register of Interests in respect of the CEO and relevant staff declared by LG Act S 111 Council to be subject to this section. Returns must be completed by staff within 60 days after 30 June in each year. 37. Financial Statements A Council must prepare before the 2nd Friday in Sept Financial Statements addressing various issues LG Act S 127 as outlined in S 127 38. Health Annual Report Council must prepare a Health Annual Report by 30 Sept Public & Environmental Health Act S 44(1) 39. Fire Danger Days Action Plan to be developed prior to Fire Danger Season, with annual review Local Best practice 40. Review of Investments Report summarising performance of investments Policy 5.23 – best practice Internal 41. Review of Treasury Report summarising new debt and interest savings Policy 5.24 – best practice Internal

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Ref Issue Commentary Act Reference No. 42. Review of Revenue & Report on sustainability of long term finances Policy 5.25 – best practice - Financing Internal 43. Review of Reserves Report summarising borrowings from reserves Policy 5.26 - best practice - Internal 44. Review of Asset Management Report on sustainability of assets Policy 5.27 – best practice - Internal 45. Review of Asset Values Report on asset valuations Policy 5.28 – best practice – Internal. Accounting Regs – every 5 years 46. Review of Impaired Assets Report on asset impairment Policy 5.29 – best practice - Internal 47. Public Consultation Policy Review policy for compliance and effectiveness LG Act S 50 48. Budgets – Review Council must review its budget at least three times at intervals of not less than three months between LG Act S 123 30 Sept and 31 May. 49. Code of Conduct – Members Review the Code of Conduct on an annual basis for compliance and suitability LG Act S 63 50. Gifts & Benefits (Policy) Annual internal audit to occur - 51. Reimbursement of Expenses Review policy in respect of reimbursement of certain types of expenses. LG Act S 77 - Members 52. Rate Instalments Quarterly rate instalment notices to be prepared and posted to ratepayers LG Act S 181 53. Roads to Recovery – Annual Annual Report to be audited and submitted to Roads to Recovery - Report 54. Council Investments Report Report to Audit Committee & Council on Investment performance Policy 5.23 55. CITB Statement of Duties & Auditor to complete Statement of Duties and Certificate of Compliance - Certificate of Compliance 56. Notification of Council & Dates of Council Meetings and (known) dates of Committee Meetings to be advertised in Port Lincoln LG Act S 94A Committee Meeting Dates. Times and placed on Councils Website. 57. Register of Community Land Register of community land is required to be maintained. A review of this register should be undertaken LG Act S 207 annually for accuracy. 58. Management Plans – A Council must adopt management plans for certain parts of its community land. These management LG Act S 196 Community Land plans should be reviewed on an annual basis. 59. Review of Committees Review all Committee Policies for accuracy and advise Outside Organisations of Council reps. - Membership & reps. on Outside Bodies 60. Conduct of Annual Audit Audit must be completed within two months of preparation of financial statements as required per S LG Act S 129 127. 61. Annual Report Council must prepare and adopt an Annual Report by 30 November. LG Act S 131 62. Financial Statements Last date for Council to submit audited financial statements to the Minister, SA Local Govt Grants LG Act S 127 Commission, and Australian Bureau of Statistics 63. Grants Commission General Complete General Information Return and forward to Grants Commission - Information Return 64. Grants Commission General Complete GIR Roads Return and forward to Grants Commission - Information Return - Roads

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Ref Issue Commentary Act Reference No. 65. Grants Commission Complete Supplementary Return and forward to Grants Commission - Supplementary Return 66. Library and Community Complete Acquittal and return to Public Library Services - Information Grant Acquittal 67. SA School Based Complete Certification Statement & Audited Financial Statement and return to Dept Health - Immunisation Program Certification & Financial Statement 68. Elected Members Allowances Review elected members allowances and benefits – See LGA Circular LG Act S 76 & Benefits Policy 2.06 69. Strategic Management Plans Council must review its plans at least once every three years. For budgetary and operational purposes, LG Act S 122 a minor review should be undertaken on an annual basis. 70. Annual Report Last date for Council to submit copy of annual report to both Houses of Parliament, Local Government LG Act S 131 Grants Commission and others. 71. Budget Review Report on 11/12 Budget vs 11/12 Actuals in Financial Statement format. LG Finance Regs S10

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Appendix D

Number of Rateable Properties, 2013 – 2015 from LGGC

Table D.1: General Information by Council for 2013/14 Financial Year

Number of Rateable Properties as at: 1 January 2013 1 January 2014 1 January 2015

Ceduna 2,263 2,260 2,257 Cleve 1,443 1,449 1,503 Elliston 1,284 1,289 1,270 Franklin Harbour 1,1489 1,206 1,153 Kimba 883 885 884 Lower Eyre Peninsula 3,913 3,934 3,960 Port Lincoln 8,377 8,393 8,149 Streaky Bay 2,289 2,316 2,295 Tumby Bay 2,314 2,336 2,302 Whyalla 12,049 12,095 12,024 Wudinna 1,062 1,072 1,054 Eyre Peninsula Total 37,066 37,235 36,851

Source: South Australian Local Government Grants Commission, 2015.

June 2016 The SA Centre for Economic Studies