2016/2017

ANNUAL REPORT

GOLDEN BROWN IN MT BURR Find us on Facebook wattlerange.sa.gov.au BRONWYN DANIELLO TABLE OF CONTENTS OUR ORGANISATION...... 3 Mayors Message...... 4 CEOs Message...... 5 About Our Council...... 6 Elected Members...... 8 Council Meetings...... 9 Council Committees...... 10 Strategic Plan...... 11 Corporate Structure...... 12 Communications & Media...... 13 Information Technology...... 14 LIVING IN OUR COMMUNITY...... 19 Events, Awards & Sponsorship...... 24 Community & Social Development...... 32 Library & Gallery...... 34 Gladys Smith Early Learning Centre...... 36 PROMOTING PROSPERITY...... 37 Economic Development...... 42 Tourism...... 45 Southern Ocean Tourist Park...... 46 Millicent Stock Saleyards...... 46 OUR STREETS & PLACES...... 47 Capital Works...... 50 Parks & Gardens...... 53 Asset Management...... 53 Swimming Facilities...... 54 KEEPING THINGS CLEAN & GREEN...... 55 Waste Management Services...... 59 Wastewater Systems...... 60 Environmental Initiatives...... 61 Environmental Health...... 62 Development (Planning & Building)...... 63 General Inspectorate...... 64 GOVERNANCE COMPLIANCE...... 65 FINANCIAL PERFORMANCE...... 73 Annual Audit...... 76 Your Rates...... 76

APPENDIX 1 FREEDOM OF INFORMATION STATEMENT...... 79 APPENDIX 2 WATTLE RANGE COUNCIL ANNUAL FINANCIAL STATEMENTS 2016/17...... 89 APPENDIX 3 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016/17...... 139

02 OUR ORGANISATION

BLOW HOLE SIMON WHENNAN

03 MAYOR’S MESSAGE I am pleased to present With further investment in our Council area anticipated, Council has taken the 2016/17 Annual the initiative to approach the State Report for the Wattle Government to acquire Millicent’s Range Council. The disused railway land. report provides details Council intends to remediate the land to allow future development on of Council activities it. Given its proximity to the Millicent throughout the year. town centre and the fact that it has This year, Council entered into a remained abandoned for more than Friendship City Agreement with the 20 years, remediation of the site will Longkou District Municipality in the be a positive step towards meeting Shandong Province, China. The City future demand for housing within the of Longkou has a population of township. approximately 800,000 people in It is abundantly obvious that our an area of 901 square kilometres. community volunteers underpin many This is the first agreement of this type of the events held in Wattle Range. I would also like to thank elected since the formation of Wattle Range Council thanks all of those people members of Council for their passion Council in 1997. The agreement who do so much to make our district towards improving our Council area, was signed at Longkou in May and the wonderful place it is to live. CEO Ben Gower and Executive bolsters opportunities for trade, Many events, services and projects Assistant Catherine Allen for their commerce and cultural exchanges would not be possible without their advice and assistance, and the through co-operation by both local support and dedication to our entire Council workforce for their government bodies. communities - on behalf of Council, contribution to our communities. Other positive economic news in the I thank them all. Wattle Range Council area during Peter Gandolfi the year was the official opening MAYOR of the Blue Lake Dairy facility at Snuggery by the Premier and work nearing completion at the Midfield milk facility near Nangwarry. In total more than $100 million has been invested in the Council area this year in these two facilities. Both plants will have a positive effect in creating local employment opportunities. It was also pleasing for Council to receive a development application for a timber processing plant at Kalangadoo and to learn that a feasibility study is currently underway for a particle board plant in Wattle Range adjacent to Tarpeena. Council will continue to pursue capital investment in the region to create employment opportunities particularly in value adding product from Wattle Range.

04 OUR ORGANISATION CEO’S MESSAGE 2016/17 saw Council I would like to thank the many members of our diverse community continue to develop who provided input into the plan and draft its new vision, whether it was through formal values and long term submissions or just a casual goals which are set conversation. All contributions were welcomed to be published in the as they helped us gain a better Wattle Range Council understanding of what is important Strategic Plan 2018-2021 to our region, and just as importantly, in the coming months. what is not important. Throughout the year, work also Our new vision of “Wattle Range commenced on a number of - a great place to live and work” Community Town Plans across encapsulates why we have the Council area that specifically developed the plan; our revised address the individual needs of our organisational values of “Trust, 13 unique communities. Our financial performance was also Teamwork and Fun” describe how we sound throughout the year, where we want to behave as an organisation in We recognise that each town has a continued to pay down our long term delivering the plan; and the “Themes, different and distinctive set of needs, debt whilst maintaining a healthy Objectives and Strategies” outline and we have and will continue surplus, sustainability ratio and what we will be primarily focusing on. to work closely with each and every one of them to identify and cash flows. This has in turn enabled This guiding document was develop tailored plans that focus on us to pass on a minimal rate increase developed after extensive improving the quality of life for all of in the 2017/18 financial year of just consultation with the community our residents across the council area. 0.5%. through a range of different Capital investment into our mechanisms, and it will guide To ensure that these plans do not community infrastructure Council’s priorities, budget just sit on a shelf and gather dust, continued throughout the year with considerations and broader decision we have developed new systems approximately $5M being invested making over the next five years. and processes to measure progress against each and every objective into key infrastructure projects. that has been set. I would personally like to thank the Over the last 12 months, a Mayor, Elected Members and staff considerable amount of work for all of their support and guidance has gone into improving Council’s throughout the year, as well as the governance and administrative many individuals, businesses, clubs efficiency and we now have the and associations that make up this ability to track and monitor progress wonderful community. against a number of our objectives, It has been a pleasure working with actions and key performance you all and I am a firm believer that indicators in near real time. it is our community spirit that makes This has enabled us to measure Wattle Range a great place to live our performance more accurately; and work. prioritise and make decisions in a more informed and timely manner; Ben Gower and reassign our finite resources CHIEF EXECUTIVE OFFICER to those projects that need them the most.

WHEAT HARVEST ALICE PHILLIPS

OUR ORGANISATION 05

COUNCIL COMMITTEES In addition to being members of the full Council, elected members are appointed to a variety of Committees.

Wattle Range Council LAKE MCINTYRE MANAGEMENT COMMITTEE Other Committees has established the Responsible for the care, AUDIT COMMITTEE following key Committees protection, management, operation Established pursuant to Section to manage, operate and and improvement of Lake McIntyre 126 of the Local Government control certain Council Reserve. Act, 1999. Responsibilities of the Audit Committee include, review facilities, or to advise on NANGWARRY FORESTRY AND or act in areas of Council LOGGING MUSEUM COMMITTEE of Council’s annual financial statements, accounting, internal Responsible for the care, protection, responsibility. control, reporting and other financial management, operation and management systems, strategic improvement of the Nangwarry Section 41 Committees management and annual business Forestry and Logging Museum. BEACHPORT RECREATION CENTRE plans and liaison with Council MANAGEMENT COMMITTEE RENDELSHAM COMMUNITY HALL auditors in relation to financial MANAGEMENT COMMITTEE Responsible for managing, operating affairs. and administering the use of the Responsible for the care, protection, management, operation and Members of the Committee are: Beachport Recreation Centre and Michael Schultz (Independent its facilities. improvement of the Rendelsham Community Hall. Chairperson), Mayor Peter Gandolfi, BEACHPORT BOAT RAMP Cr Robert Dycer, Cr Gwenda Lawlor, ADVISORY COMMITTEE TANTANOOLA INSTITUTE HALL MANAGEMENT COMMITTEE Cr Glenn Brown. Responsible for advising Council on Responsible for the care, protection, issues surrounding the maintenance, management, operation and THE AUDIT COMMITTEE operation, management and improvement of the Tantanoola improvement of the boat ramp MET ON 3 OCCASIONS Institute Hall. facilities (and immediate surrounds) in the Beachport township. WATTLE RANGE MARINE FACILITIES DEVELOPMENT ASSESSMENT PANEL AND DEVELOPMENT COMMITTEE Established pursuant to Section ECONOMIC DEVELOPMENT ADVISORY COMMITTEE Accountable for maintaining and 56A of the Development Act, 1993. enhancing the quality of existing The Committee is responsible to Responsible for providing business marine facilities and their immediate act as a delegate of the Council in knowledge to assist Council to environs, while liaising with Council accordance with the requirements determine the long term economic in relation to the operation, of the Development Act 1993 and development needs of the Wattle management and demand for assess and review development Range Council area. (IN RECESS). marine facilities in the Wattle matters referred by Council’s GREENRISE LAKE ADVISORY Range Council. Authorised Officers. COMMITTEE WATTLE RANGE SOCIAL ISSUES Members of the Panel are: Responsible for the care, protection, PLANNING COMMITTEE Mrs Elizabeth Travers management, operation and Responsible for providing advice to (Presiding Member), Mr Robert Miles, improvement to the Greenrise Lake. Council, in relation to social issues Mrs Rosemary Kain, Mr Ted Jordan, KALANGADOO RIDDOCH INSTITUTE that are of concern to committees Crs Dennis Muhovics, Robert Dycer MANAGEMENT COMMITTEE and to implement and develop and Sharon Cox. Responsible for the care, protection, agreed strategies. management, operation and WATTLE RANGE YOUTH improvement of the Kalangadoo DEVELOPMENT FOUNDATION THE PANEL MET Riddoch Institute. Responsible for providing ON 8 OCCASIONS LAKE GEORGE MANAGEMENT assistance to youth within the AND CONSIDERED COMMITTEE Wattle Range Council area who 16 DEVELOPMENT Responsible for the care, protection, have been selected from local management, operation and based Community, Educational and APPLICATIONS improvement of Lake George Sporting Organisations to participate and surroundings. in an officially accredited event at the State, State Country or National level.

10 OUR ORGANISATION COUNCIL COMMITTEES

STRATEGIC PLANNING AND DEVELOPMENT POLICY COMMITTEE Section 43 Committees Established pursuant to 101A of the Development Act, LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION 1993 and Section 41 of the Local Government Act, 1999. The Limestone Coast Local Government Association The Committee is responsible for providing advice to the (LCLGA) is a regional subsidiary body established Council in relation to strategic planning and development pursuant to Section 43 of the Local Government Act, policy issues. 1999 by the seven Constituent Councils in the Limestone WATTLE RANGE BUILDING FIRE SAFETY COMMITTEE Coast region of South Australia. The Wattle Range Building Fire Safety Committee is The Association undertakes a coordinating, advocacy a sub committee established under the LCLGA Building and representational role on behalf of its member Fire Safety Committee. Councils. The Committee is established pursuant to Section 71 of Council appointments have been made to the following the Development Act, 1993 to ensure that Councils satisfy LCLGA Committees and Working Parties:- their obligations in relation to fire safety provisions as - LCLGA Road and Transport Working Group detailed in the Act. - LCLGA Building Fire Safety Committee BEACHPORT HERITAGE ADVISORY COMMITTEE - LCLGA Development Assessment Panel Working Party The Beachport and Surrounds Heritage Advisory - LCLG Inspectorate Group Committee is a Committee charged with the responsibility - LCLG Supervisory Officers Association of the provision of advice to Council in relation to the identification of local heritage places in Beachport and - LC and Coorong Coastal Management Committee the surrounding areas for inclusion in the Beachport - LC Economic Diversification Reference Group Heritage Survey. - LCLGA Regional Waste Management Steering Members of the Committee are: Committee Crs Gwenda Lawlor and Kevin McGrath, Ms Elaine - LC Regional Trails Implementation Group Donaldson, Ms Rhonda Burleigh, Ms Lorraine Williams, - LC Climate Adaption Committee Mr Graham Trezise, Mr Roger Andre, Ms Pam Hales, Ms Rosemary Kain, Mr Bob Grieve. Refer to Appendix 3 for a copy of the LCLGA 2016/17 Annual Report. THE BEACHPORT HERITAGE COMMITTEE MET ON 4 OCCASIONS

STRATEGIC PLAN Wattle Range Council is currently developing its new Strategic Plan for 2018 - 2021 and it is nearing completion.

During its development through 2016/17 Council has continued to use the existing Plan titled ‘Community Plan 2009 - 2014’ to guide the organisation’s key strategies and actions. The Community Plan 2009-2014 focuses on 7 Key Strategic Directions of Service Delivery, Organisational Excellence, Community Well Being, Positive Ageing, Economic Vibrancy, Environmental Sustainability and Asset Management. A measure of Council’s achievement in accomplishing these strategies and subordinate actions has been included throughout this report.

OUR ORGANISATION 11 CORPORATE STRUCTURE The current Organisational Structure provides for the management of Council’s operations under an Executive Leadership Team (ELT) consisting of the Chief Executive Officer, 3 Departmental Directors and the Executive Assistant.

The role of Council’s ELT is to provide advice to Council on strategies and policy direction, to implement Council decisions and to ensure that Council complies with its statutory obligations. The Directors are responsible for the organisational divisions of Engineering, Development and BEN GOWER Corporate Services. Managers are CHIEF EXECUTIVE OFFICER responsible for individual portfolios within each of these divisions. CATHERINE ALLEN Council’s Chief Executive Officer EXECUTIVE ASSISTANT and Directors are employed on individual performance based fixed term contracts. Allowances paid to members of the ELT (excluding the Executive Assistant) include provision of a motor vehicle for private use, mobile telephone and statutory superannuation.

Workforce PAUL DUKA STEVE CHAPPLE PETER HALTON DIRECTOR DIRECTOR DIRECTOR at a glance... CORPORATE SERVICES DEVELOPMENT SERVICES ENGINEERING SERVICES

Governance and Economic Development, Asset Management, 122 PEOPLE Administration, Finance Tourism and Events, Building Maintenance, Fleet and Rates, Purchasing, Planning and Building, Management, Parks and EMPLOYED Records Management, Environmental Health, Gardens, Road Construction Information Technology, Animal Control, Fire / Maintenance, Footpaths, BY COUNCIL Human Resources, WHS and Prevention, Community Street Furniture and Signage, Risk Management, Libraries Development, Stock Waste Management, COUNCIL EMPLOYS and Galleries, Early Learning Saleyards, Caravan Parks. Pool and Lakes Management, 58 FEMALES Centre. Coastal Protection. 64 MALES MANAGER FINANCIAL MANAGER DEVELOPMENT SERVICES HEALTH + COMPLIANCE MANAGER OPERATIONS AARON PEEK JOHN BEST WAYNE FENNELL

DIRECTOR MANAGER ECONOMIC 102.9 CHILD CARE SERVICES DEVELOPMENT MANAGER ASSETS FULL TIME CLARA WALKER PAULA BENNET ALAN SOUTH EQUIVALENTS HUMAN RESOURCES SALEYARDS MANAGER MANAGER + RISK MANAGER ENVIRONMENTAL SERVICES AVERAGE AGE OF ANDREW ROBINSON COUNCIL EMPLOYEES CLAIRE O’LOUGHLIN LAUREN OXLADE

45 YEARS MANAGER LIBRARIES + AND 8 MONTHS CULTURAL SERVICES JANICE NITSCHKE STAFF WITH 10+YRS MANAGER 53 OF SERVICE ADMINISTRATION CATHY BELL

12 OUR ORGANISATION COMMUNICATIONS AND MEDIA Media, whether it be Council has issued 62 media releases throughout this year on a range traditional or more recently of issues. These releases ensure that Council informs and involves the social, provides Council with community in news, initiatives, events, achievements and relevant a valuable opportunity to public information; increasing the overall awareness of Council’s services, resources and facilities. In addition the Mayor, Elected engage, connect and listen Members, CEO and Executive Leadership Team regularly answer to its community and key direct enquiries from the media. stakeholders.

MEDIA COMMUNICATIONS ANNUAL RELEASES COLUMN COMMUNITY PUBLISHED FORTNIGHTLY NEWSLETTER IN THE PENOLA PENNANT + PUBLICATION 62 THE SOUTH EASTERN TIMES

2 PAGE NEWSPAPER SPREAD DETAILING COUNCIL’S ANNUAL MAYOR BUSINESS PLAN AND AND CEO WEBSITE FIND US ON BUDGET HIGHLIGHTS MEETINGS HITS FACEBOOK 31 155,000 MONTHLY MEETINGS WITH RESIDENTS AND RATEPAYERS DIRECT COMMUNICATION (BY APPOINTMENT) HELD IN TOOL FOR EMERGENCIES AND MILLICENT, BEACHPORT + PENOLA AVERAGE OF INITIATIVES - COUNCIL’S FACEBOOK PAGE WENT LIVE IN JUNE 2017 424 VISITORS PER DAY

COMMUNITY ENGAGEMENT During the past 12 months, Council has consulted the community and sought feedback over the following matters:

• Draft Plant and Equipment Asset Management Plan Community meetings were held in • Penola Town Square each of the individual towns in developing their Community Town Plans as well as a series of meetings held to consult • Community Town Plans (Millicent, Rendelsham, on the draft Strategic Plan 2018-2021. Beachport) • Recreation in Nangwarry In addition Council facilitated public forums to hear community views on the future direction of the Penola Town • Beachport Heritage Survey Square Project, the Nangwarry Pool and the Beachport • Sebastapol Spring Road Reconstruction Heritage Survey. • Changes to Kerbside Waste Collection Service • Millicent Shop Trading Hours • Draft Strategic Plan 2018-2021 • Draft Annual Business Plan and Budget 2017/18 • Draft Footways Asset Management Plan

OUR ORGANISATION 13 COMMUNICATIONS AND MEDIA

AFTER HOURS CALL TOTAL AFTER HOURS CALLS 536 SERVICE Council’s After Hours Calls Service is 92 DOG ISSUES currently contracted to Well Done International. 50 FALLEN TREES The service provides residents, ratepayers and visitors to the area 24/7 contact with Council for emergency 20 STRAY LIVESTOCK after hours assistance in the areas of animals, roads, trees and Council buildings and facilities. 12 DRAINAGE / FLOODING INFORMATION TECHNOLOGY Council continues to maintain a web My Local Services App is also promoted for use by page designed to provide information residents within the Council area with almost 190 users about Council activities, programs having downloaded the App. Information such as and services. The site is reviewed and community events, kerbside collection services, Council updated regularly to provide details of facilities and a report tool can easily be accessible on latest news and events within Council. most mobile devices.

WEBSITE HITS 56% IOS 155,000 AVERAGING ALMOST 1 MINUTE PER SESSION

ANDROID 39% MY LOCAL SERVICES APP USERS

HITS BY HITS OPERATING SYSTEM 4% WINDOWS 190

‘SLOW DOWN’ CAMPAIGN, ‘IT’S HOLIDAY TIME’ @ BEACHPORT PLAYGROUND

14 OUR ORGANISATION COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 1 SERVICE DELIVERY There will be transparency and accountability within Council’s governance arrangements with open measurement of performance against the Community Plan and other key indicators.

STRATEGY 1.1 Increase community communication channels - newsletters, media releases and website

ACTIONS MEASURE ACHIEVEMENT Newspaper feature Council Communications, 52 Media Releases increased media releases, and increased 26 Council Communication editions number of focus groups meetings

Mayor and CEO meetings with residents occur 12 Resident / Mayor and CEO meetings monthly in Penola, Millicent and Beachport

Develop a Social Media Policy and develop a Social Media Policy developed Social Media presence using Facebook Facebook site initiated

Website updated and current Website updated

STRATEGY 1.2 Encourage and support the use of volunteers in our community, recognising local expertise and experience

ACTIONS MEASURE ACHIEVEMENT Continue volunteer assistance in the Millicent Volunteer hours maintained Library / Gallery, Lake McIntyre and Visitor Information Centres

Council hosts regional familiarisation tours for VIC Familiarisation tours undertaken volunteers to increase local knowledge & establish relationships with local tourism operators

Regular promotion of volunteer opportunities Volunteering promoted through Press at Council Release and Volunteer matching events

Volunteer matching events / Volunteer Matching event held in Penola Council networking evenings and Beachport

STRATEGY 1.3 Improve and enhance the availability of public information

ACTIONS MEASURE ACHIEVEMENT Regular media releases and fortnightly Weekly Media releases Council Communications column Fortnightly Council Communications

Mayor and CEO meetings with residents occur 12 Resident / Mayor and CEO meetings monthly in Penola, Millicent and Beachport

Website updated for upcoming events Weekly updates undertaken and latest news

Develop a Social Media Policy and develop a Social Media Policy developed Social Media presence using Facebook Facebook site initiated

OUR ORGANISATION 15 COMMUNITY PLAN REFERENCE

STRATEGY 1.4 Ensure the organisation is financially accountable and sustainable

ACTIONS MEASURE ACHIEVEMENT Long Term Financial Plan updated and financial Long Term Financial Plan updated PROCESS REVIEW COMMENCED sustainability targets set Financial Sustainability targets reviewed

BUILDING ASSET Adoption of Asset Management Plans for Asset Management Plans developed MANAGEMENT PLAN all Asset Categories for Buildings and CWMS assets COMMENCED WITH DATA CAPTURE

Review of monthly Council financial Reporting reviewed and streamlined PROCESS REVIEW COMMENCED reporting format

Quarterly reviews of Council Budget by 4 Quarterly reviews completed Managers and Directors

Increased accountability and responsibility Purchase PowerBudget Software or alike PROCESS REVIEW COMMENCED for Council Budget by Managers

STRATEGY 1.5 Develop cost effective staffing arrangements

ACTIONS MEASURE ACHIEVEMENT Cost sharing with Robe and Kingston Councils for Agreement signed staff in the area of Environmental Health

Promote cross training of staff to provide extra Staff trained STAFF TRAINING COMMENCED flexibility and knowledge within Council

Organisational review has led to change in staff 0.4 FTE Records Management Officer arrangements and structure 0.6 FTE Planning 1.0 FTE Cadet Building Surveyor

STRATEGY 1.6 Consider sale of assets not providing community benefits

ACTIONS MEASURE ACHIEVEMENT Sale of land and property surplus to Council Properties sold needs has commenced Review community lands listing

Review remaining tree plantations and cleared Tree plantations reviewed REVIEW COMMENCED plantations for viability to replant or sale Tree plantations replanted or sold

STRATEGY 1.7 Increase revenue streams from sources other than rates

ACTIONS MEASURE ACHIEVEMENT Council’s fees and charges reviewed in light Fees and charges reviewed annually of increasing cost base

Sale of property surplus to Council requirements Properties sold Review community lands listing

16 OUR ORGANISATION COMMUNITY PLAN REFERENCE

STRATEGY 1.8 Sustainably manage Council’s infrastructure

ACTIONS MEASURE ACHIEVEMENT Asset management plans adopted for major Asset Management Plan developed BUILDING ASSET MANAGEMENT PLAN asset categories for Buildings & CWMS assets COMMENCED WITH Review Roads Asset Management Plan DATA CAPTURE

Condition assessments and revaluations undertaken Revaluation Buildings, CWMS and on regular basis as per Asset Accounting Policy Sealed Roads undertaken

Setting of targets for asset renewal and Target for Asset Sustainability Ratio sustainability in line with Local Government reviewed Financial Sustainability targets Target above 100% Asset Sustainability Ratio

Increased funding and focus on renewal Review long term financial plan REVIEW COMMENCED of existing assets

STRATEGY 1.9 Council services will be responsive to community need

ACTIONS MEASURE ACHIEVEMENT Manager Economic Development to regularly Attendance at Business Association attend Business Association meetings meetings

Development of Community Township Plans Community Township Plans 3 TOWN PLANS COMPLETE completed 4 DRAFTED

Mayor and CEO meetings with residents occur 12 Resident / Mayor and CEO meetings monthly in Penola, Millicent and Beachport

Community Development Officer regular Attendance at Community Group attendance at Community Group meetings meetings

Survey the community regularly to assess Community survey undertaken community needs

STRATEGY 1.10 Liaise with other organisations to establish more services locally i.e. Services SA

ACTIONS MEASURE ACHIEVEMENT Liaison with State Government and Country Advocacy undertaken for services Health SA to advocate maintenance and increase in health services in the Council region

Liaison with State Government Departments, Regional Health Plan reviewed LCLGA REVIEW non-government organisations and LCLGA in the COMMENCED delivery of the Regional Health and Wellbeing Plan

Review the “Ask of Government” lobbying document Ask of Government document for the attention of the State Government. reviewed This document advocates for an increase in human services

Liaison with agencies regarding the provision Training and advice for businesses given of training, support and advice to businesses

OUR ORGANISATION 17 COMMUNITY PLAN REFERENCE

STRATEGY 1.11 Deliver efficiently and effectively, relevant services using the most appropriate service delivery models

ACTIONS MEASURE ACHIEVEMENT

Procurement of goods and services in accordance Procurement Policy updated PROCUREMENT with Council’s Purchasing / Procurement policy to Sample of purchases checked for value POLICY HAS COMMENCED ensure best value for money to Council

Cost sharing with Robe and Kingston Councils for Agreement signed staff in the area of Environmental Health

Closer relationship with Local Government LGAP utilised for a procurement Association Procurement (LGAP)

Explore Regional combined contracts opportunities Shared service arrangements OPPORTUNITIES BEING EXPLORED for greater efficiency progressed THROUGH LCLGA

Cross organisation service provision in social services CDO progress opportunities EXPLORING OPPORTUNITIES through Community Development Officer (CDO)

STRATEGY 1.12 Provide equity of access to all communities within the Council area

ACTIONS MEASURE ACHIEVEMENT Council continues to operate branch offices in Offices maintained at Beachport Beachport and Penola and Penola

Addressing road and transport issues in all WRC Road renewal plan included in communities through the development and review Road Asset Management Plan of the 10 year road renewal plan

WANDILO FOREST ROAD, SPECIAL LOCAL ROADS PROJECT

18 OUR ORGANISATION LIVING IN OUR COMMUNITY

WINTER JACK FRANCIS

19 COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 3 COMMUNITY WELLBEING The quality of life will be enhanced by the provision of facilities and services to provide a safe, vibrant and healthy community.

STRATEGY 3.1 Improve consultation with youth

ACTIONS MEASURE ACHIEVEMENT Coordinate and participate in the Youth Youth Week undertaken Week program

STRATEGY 3.2 Advocate with educational and training providers to establish accessible tertiary education programs

ACTIONS MEASURE ACHIEVEMENT Five scholarships of $1,000 each to students Funding and scholarships provided from the Council area studying at Flinders University in Adelaide

One scholarship of $500 provided to a student Funding and scholarships provided from the Council area studying Tourism at Flinders University in Adelaide

Build stronger links with Universities to enable Project partnerships with universities PRELIMINARY DISCUSSIONS graduates to work on projects within WRC progressed COMMENCED

STRATEGY 3.3 Recreational and sporting facilities will be appropriate to the needs of each community

ACTIONS MEASURE ACHIEVEMENT Continue Community Guarantee of Loans for Community Guarantee of Loan Community Groups to the McLaughlin Park

STRATEGY 3.4 Development of multi-use facilities and the rationalisation of existing facilities within the Council area

ACTIONS MEASURE ACHIEVEMENT Develop a concept plan and evaluate uses for Concept Plan for the Domain developed INITIAL PLANNING WORKS HAVE the whole Domain area in Millicent COMMENCED

STRATEGY 3.5 Promote healthy lifestyles within the community

ACTIONS MEASURE ACHIEVEMENT Support the Life Be In It Community Challenge and Penola to Coonawarra Trail developed SUPPORTING DOCUMENTATION participation in the LCLGA Regional Trails Program DEVELOPED

Implementation of Council’s Regional Health Plan Council’s Regional Health Plan LCLGA REVIEW COMMENCED is implemented

Promote Food Safety Star Rating Program Food safety stars provided

Promote events that encourage healthy lifestyles Fun Run supported

Continue funding LCLGA and promotion of STAR Funding maintained Club (Regional Sport and Recreation Officer) Increase clubs with Star Club rating

20 LIVING IN OUR COMMUNITY COMMUNITY PLAN REFERENCE

STRATEGY 3.6 Advocate for the provision of health, transport and other services

ACTIONS MEASURE ACHIEVEMENT Advocate for the return of health services lost - Advocacy undertaken maternity services, chemotherapy chair, drug and alcohol services

Review Regional Health and Wellbeing Plan and Regional Health Plan reviewed LCLGA REVIEW actions to ensure community health outcomes COMMENCED are met

Continue to support school programs e.g. Virtual Dolls repaired and program by providing virtual parenting resources maintained

STRATEGY 3.7 Provide improved library services across Council area

ACTIONS MEASURE ACHIEVEMENT Further development and promotion of One Card One Card system promoted System allowing access to books and publications across the State

Provision of access to e-books e-books provided

Develop library service at Beachport Beachport Library service maintained

Provide access to wireless internet at Kalangadoo Wireless Internet installed

STRATEGY 3.8 Sponsor and promote events and festivals

ACTIONS MEASURE ACHIEVEMENT Continue to promote and sponsor events Provide sponsorship of and festivals the following: • Millicent Street Christmas Party • Beachport New Year’s Eve Fireworks • Penola Coonawarra Festival • Geltwood Festival • Penola Cup / Millicent Cup • Rotary Photographic Exhibition SALMON HOLE, • Penola Rodeo SONYA FRANCIS

LIVING IN OUR COMMUNITY 21 COMMUNITY PLAN REFERENCE

STRATEGY 3.9 Work with other government agencies + organisations to address social issues

ACTIONS MEASURE ACHIEVEMENT Wattle Range Social Issues Committee responded 6 Social Issues Committee meetings to social needs across Wattle Range annually

Support and advocate for the reintroduction of Out Support provided of School Hours Care to the Millicent Community

Strong lobbying of State Government and Country Lobbying undertaken Health SA to maintain health services at Millicent and Penola Hospitals

STRATEGY 3.10 Foster community safety in the planning and delivery of Council services

ACTIONS MEASURE ACHIEVEMENT Regional Health and Wellbeing Plan created Regional Health Plan reviewed LCLGA REVIEW COMMENCED

MILLICENT ROTUNDA

22 LIVING IN OUR COMMUNITY COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 4 POSITIVE AGEING Provide support to older people through the provision of services and facilities that enable and encourage participation in social life and recognise the achievements and contributions made by older people.

STRATEGY 4.1 Design, maintain and where appropriate upgrade facilities and infrastructure to ensure older people in our communities can function within a safe environment

ACTIONS MEASURE ACHIEVEMENT Survey residents and review footpaths in townships Survey completed to make safe and trafficable for older persons Footpath review completed

STRATEGY 4.2 To promote and support social recreational and cultural activities that encourages the participation of older people such as: libraries, men’s sheds, community gardens, walking trails, recreation and sporting venues

ACTIONS MEASURE ACHIEVEMENT Continue to support Seniors Citizens Week program Senior Citizens program participated in

STRATEGY 4.3 Develop and support Seniors Week/Month

ACTIONS MEASURE ACHIEVEMENT Continue to support Seniors Citizens Week program Senior Citizens program participated in

STRATEGY 4.4 Promote and support the provision of affordable housing and accessible accommodation in residential care facilities

ACTIONS MEASURE ACHIEVEMENT Rate rebate provided to Boneham Cottage Homes Rebate continued Aged Care facility in Millicent

STRATEGY 4.5 Encourage and attract investment in retirement facilities in the Council area

ACTIONS MEASURE ACHIEVEMENT Assess sites for a potential retirement village and Developers approached and attract developers that are interested in investment meetings scheduled in retirement facilities

LIVING IN OUR COMMUNITY 23 EVENTS, AWARDS + SPONSORSHIP NATIONAL YOUTH WEEK “YouTHrive” was the theme of the 2017 A youth art exhibition was held in the Millicent Library National Youth Week which was held offering young artists an opportunity to freely display from 31 March - 9 April, 2017. Hundreds their pieces. Youth information stands were located in of youth participated in eleven different Millicent, Beachport and Penola containing materials from organisations such as Headspace, Uniting Communities, events held within the Council area. Career Development Centres and more. The program included four school based workshops Two ‘Come and Try’ events were held, (golf and that were hosted by Hayley Agnew. These were held at basketball). A family fun day was held at Penola with Millicent High School, Penola High School and Kangaroo several hundred attending throughout the day which Inn Area School, with the topic of “Big Picture - what featured giant games, building challenges and balloon makes a truly healthy person”, which included group creations. The final event of the week was an open day discussions and a session of acro-yoga. at Noorla Yo-Long outdoor youth facility.

NATIONAL YOUTH WEEK ACTIVITIES

24 LIVING IN OUR COMMUNITY EVENTS, AWARDS + SPONSORSHIP YOUTH RECOGNITION AWARDS The Wattle Range Youth Recognition Awards continued to be part of Youth Week in 2017. A wide range of nominations were received across the five award categories.

CONTRIBUTIONS TO THE COMMUNITY AWARD SPONSORED BY THE MEDICAL CLINIC MILLICENT Recognises an individual aged between 12-18 years who has made a positive contribution to the community, has volunteered their time to help others and/or is an active member of the community (Volunteering with community group/school). AWARDED TO ALEX GUENTHER OF KALANGADOO.

EMPLOYMENT ALEX GUENTHER CONTRIBUTIONS ACHIEVEMENT AWARD TO THE COMMUNITY AWARD SPONSORED BY KIMBERLY CLARK AUSTRALIA (e.g. new initiative, facing a job/training challenge) Recognises an individual aged between 12-18 years whose innovation and ideas have been recognised by peers. AWARDED TO FELICITY DRURY OF MOUNT BURR.

HELPING OUT FAMILY AND/OR FRIENDS AWARD SPONSORED BY GLEN CARRON TRANSPORT Recognises an individual aged between 12-18 years who has assisted tirelessly a family or friend in need. AWARDED TO JAMES KRIEGER OF KALANGADOO.

LEARNING SUCCESS AWARD SPONSORED BY THE WATTLE RANGE COUNCIL Recognises an individual aged between 12-18 years who works to continually improve themselves or assists others in learning outcomes. JAMES KRIEGER HELPING OUT FAMILY/FRIENDS AWARD AWARDED TO ALIZA PFITZNER OF PENOLA.

OVERCOMING CHALLENGING LIFE SITUATION AWARD SPONSORED BY THE WATTLE RANGE COUNCIL Recognises an individual aged between 12-18 years who has turned a negative situation into a positive. They have had the courage to get through a bad situation and show great resilience and determination. This person is someone who inspires others. JOINTLY AWARDED TO LUCY WILLIAMS OF PENOLA AND JESSICA MARKEY OF TANTANOOLA. ALIZA PFITZNER LEARNING SUCCESS AWARD

LIVING IN OUR COMMUNITY 25 EVENTS, AWARDS + SPONSORSHIP CELEBRATE SENIORS MONTH For the sixth year running and enjoyed by all, with many The Award is jointly sponsored by the Seniors Month Committee commenting on how there was so The South Eastern Times and Council. organised a program full many fun and exciting things to do The Award acknowledges Seniors of activities to Celebrate for the month. Special thanks must be who have made a noteworthy Seniors throughout the given to the local Lions and service contribution during the current year month of October. clubs who provided extensive support and/or given outstanding service to THE PROGRAM INCLUDED: in the conduct of the various events. the local community over a number > The official opening of Celebrate As part of National Seniors Month of years. Seniors Month (with a theme of Celebrations, nominations are invited reminiscing about fashion from for Millicent Seniors of the Year Award. THE 2016 AWARD WAS PRESENTED TO ILA HOUGHTON your past) > High Tea > Bingo > Penola Men’s Shed open day > Open Garden at St Mary’s Wines > Come and Try Indoor and Outdoor Bowls in Millicent > Movie day > Easy yoga > Darts with afternoon tea > 5THE FM radio station open day > Museum open days (Kalangadoo, Nangwarry and Millicent) > Lake McIntyre BBQ The feedback received highlighted PHOTO COURTESY OF THE SOUTH EASTERN TIMES. that the program was well attended 2017 AUSTRALIA DAY CELEBRATIONS Over a thousand people attend four Australia Day breakfasts and award ceremonies across the Wattle Range Council. The Australia Day celebrations are held in conjunction with each area’s local Lions Clubs and funded by Council. Some Lions Volunteers have been involved with these celebrations for several decades and love the inclusive spirit of the local Australia Day events. At each breakfast, the presentation for the Citizen of the Year, Young Citizen of the Year and Community Event of the Year is presented by the Mayor and Councillors in each of the Council Wards.

IN 2017 THE AWARD RECIPIENTS WERE: CITIZEN OF THE YEAR JULIE MORAN KINTORE WARD ARVAN CARTHEW CORCORAN WARD ANNIE KILSBY RIDDOCH WARD KERRY DOWDELL SORBY ADAMS WARD ATTENDEES AT YOUNG CITIZEN OF THE YEAR AWARD AUSTRALIA DAY FUNCTIONS 1,000+ DALLAS SKEER KINTORE WARD JACK LANE CORCORAN WARD ALANA WINTER RIDDOCH WARD

COMMUNITY EVENT OF THE YEAR AWARD MILLICENT AH&P SOCIETY CORCORAN WARD PENOLA COONAWARRA ARTS FESTIVAL RIDDOCH WARD

26 LIVING IN OUR COMMUNITY EVENTS, AWARDS + SPONSORSHIP GELTWOOD FESTIVAL In honour of the Geltwood Ship, the week-long Geltwood Festival is a celebration of craftsmanship, community and creativity. Held in Millicent in the last week of March, the festival was co-ordinated by a group of passionate volunteers with the assistance of the community, Council and Millicent Business Community Association. The event incorporates a program of workshops to expand the locals and visitors knowledge in a variety of crafts. In addition, a market day catering for a broader audience was co-ordinated by the Millicent OPENING OF THE Lions Club. GELTWOOD FESTIVAL Activities included billy cart racing, toilet paper tossing, steam trains, highland dancers, Ukulele Club and the Millicent Choral Society, all entertaining the public throughout the day. The perfect weather and the large range of market stalls ensured it was one of the most successful Market Days of the Geltwood Festival, with an estimation of over 600 people attending the day. A key element of the festival is “Quilts for a Cause” which relies on the donation of quilts from the community. They are then displayed throughout the Geltwood Festival and given to that year’s charity of choice, Cure for Brain Cancer received 21 quilts. MILLICENT CHRISTMAS EVE STREET PARTY Millicent Christmas Eve Street party had a change of time in 2016 with the event being held throughout the afternoon. Numerous activities for families to take part in included bucking bulls, giant slides, go karts, basketball competition, jumping castle and giant games. This event was well supported.

MILLICENT CHRISTMAS EVE STREET PARTY FESTIVITIES

LIVING IN OUR COMMUNITY 27 EVENTS, AWARDS + SPONSORSHIP FINANCIAL ASSISTANCE GRANTS Council operates two (2) Financial Assistance Grant Schemes which enable community and sporting groups and organisations within the Wattle Range Council area to access funding toward projects and events which provide a benefit to the community. A total of $55,000 is provided in two separate rounds with priority consideration being given to applicants who contribute at least 50% of the project cost from their own resources either cash or in kind. The Community Financial Assistance Grant Scheme is a broad scheme available to all community groups for projects, events and initiatives which provide a benefit to the local community. The Community Sport and Recreation Grant Scheme specifically aims to provide funding for Sport and Recreation Groups in our area, to foster the development of sport and recreation. COMMUNITY FINANCIAL ASSISTANCE GRANTS RECIPIENTS ORGANISATION GRANT Coonawarra Soldiers Memorial Community Club Inc. - Coonawarra Park toilet upgrade $2,000 Lions Club of Penola Inc. - Blue Light Disco $500 Penola Show Society - New display area for school displays at the Penola Show $750 Scout Association of Australia (SA Branch) - Maintenance and restoration $2,000 project to the Millicent Scout Hall Noorla Yo-Long Blue Light - Installation of roller door on Youth Activity Shed $1,000 Tandara Lodge of Penola and District Inc. - 40th Birthday Celebration Event $1,200 Nangwarry Museum and Community Hall Inc. - Installation of new floor $2,000 coverings in front foyer, front room and kitchen area ROUND ONE ROUND Millicent AH & P Society - Purchase of new tables for show displays $2,000 Beachport District Development Association - Purchase of sound system $1,572 for Beachport Ukulele Group Rendelsham Community Hall - Painting of exterior woodwork of main $2,000 entrance doors, windows and gable roof

TOTAL ROUND ONE $15,022 SPORT AND RECREATION FINANCIAL ASSISTANCE GRANTS RECIPIENTS ORGANISATION GRANT Kalangadoo Netball Club - Netball court re-surfacing project $2,000 Beachport Bowling Club Inc. - Update kitchen with new appliances $1,700 Kalangadoo Football Club - Purchase of new furniture for clubrooms $970 Penola Amateur Swim Club - Come & Tri triathlon event $900 Penola Bowling Club - Shade protection for east end of green $1,600 Penola Golf Club - Purchase of defibrillator at the Golf Club $1,150

ROUND ONE ROUND Millicent Footballers Cricket Club - Erect permanent shade structure at Norm Facey Oval $2,000 Beachport Golf Club Inc. - Renovation / refurbishment of ladies toilets / amenities $1,915

TOTAL ROUND ONE $12,235

28 LIVING IN OUR COMMUNITY EVENTS, AWARDS + SPONSORSHIP

IN 2016/2017 20 SPORT + 17 COMMUNITY RECREATION A TOTAL OF GROUPS RECEIVED GROUPS RECEIVED 49 APPLICATIONS RECEIVED $25,313 $30,358 37 SUCCESSFUL TO ASSIST TO ASSIST APPLICATIONS PROJECTS PROJECTS VALUED AT VALUED AT $113,584 $113,337

COMMUNITY FINANCIAL ASSISTANCE GRANTS RECIPIENTS ORGANISATION GRANT Beachport Old Wool & Grain Store Museum (Beachport National Trust) - $1,136 Purchase laptop computer, printer and MYOB program Kalangadoo Farmers Market Inc. - Seating upgrade $770 Girl Guide Association SA Millicent Shooting Starz - Painting of Scout Hall $2,000 Millicent Choral Society Inc. - Purchase of new sound system and associated equipment $900 Millicent Youth Centre Inc. - Purchase of security screens for Hall 2 $1,485

ROUND TWO ROUND Radio 5THE FM - Purchase broadcasting equipment for mobile studio $2,000 Penola PA & H Society - Repairs on cattle ramp $2,000

TOTAL ROUND TWO $10,291

SPORT AND RECREATION FINANCIAL ASSISTANCE GRANTS RECIPIENTS ORGANISATION GRANT McCorquindale Park Management Committee - Replace light bulbs within the sporting complex $1,928 Penola Cricket Club - Sprinkler replacement $1,125 Millicent & District International Basketball Association - Replace main court score clocks $2,000 Millicent Croquet Club - Purchase new line-marking equipment and $1,275 construct new shade shelter and renovate existing shelter Millicent United Soccer Club Inc. - Upgrade clubroom furnishings (new tables and chairs) $2,000 Millicent Little Athletics - Purchase high jump scissor mat $1,105 Millicent & District Tennis Association - Purchase additional tennis nets and repaint court lines $1,350 Rivoli Bay Sailing Club - Hosting the Fireball National Sailing Regatta event $1,500 ROUND TWO ROUND McLaughlin Park Sports Inc. - Installation of rainwater filter system $2,000 Beachport Surf Life Saving Club Inc. - Purchase of patrol medical equipment $2,000 Millicent Netball Club - Purchase of new netball goal post pads $1,340 Beachport Bowling Club Inc. - Purchase of sports equipment to assist with the development of Junior Bowls $500

TOTAL ROUND TWO $18,123

LIVING IN OUR COMMUNITY 29 EVENTS, AWARDS + SPONSORSHIP YOUTH DEVELOPMENT FOUNDATION A total of $5,400 worth of grants were awarded to 24 recipients through the Wattle Range Youth Development Foundation. Grants varied from $200 - $400 depending on their selection to compete at a State/National or International event. SUCCESSFUL APPLICANTS WERE AS FOLLOWS:

CATEGORY RECIPIENT SPORTING EVENT/ORGANISATION

Softball Jake Klemm 2016 School Sport Australian 12 & Under Softball Championships, Melbourne, VIC

Netball Lucy Denton 2016 School Sport Australian 12 & Under Netball Charlotte Turner Championships, Melbourne, VIC

Football Clare Davey + James Davey Christian Football Federation National Titles, Narrabeen, NSW

Hockey Lucy Sharman 2016 Under 13 Girls Hockey Championships, Perth, WA

Soccer Jasper Whitehead Ultimate Fiji Soccer Cup, Fiji

Athletics Brad Hann Australian All Schools Athletics Championships, Canberra, ACT

Basketball Madison Turner 2017 Australian Country Junior Basketball Cup, Albury, NSW Emily Winter Conall Schultz EMILY WINTER Frazer Bradley RECEIVES HER GRANT Madison Haggett Lucy Denton Makinlee Futcher Georgia Winter Austin Fuller

Basketball Ella Little + Joel Dent Southern Cross Basketball Challenge, Melbourne, VIC

Basketball Jessica Allan 2017 HelloWorld Australian Under 20 Womens + Ivor Burge National Basketball Championships, Bendigo, VIC

Athletics Brad Hann 2017 Junior National Athletics Championships, Sydney, NSW

Hockey Georgia Clarke Under 15 National Girls Hockey Championships, Sydney, NSW

Basketball Emily Winter Under 18 Australian National Basketball Championships, Townsville, QLD

Baseball Lauchie Jackman-Tilley 2017 School Sport Australia Baseball Championships, Cairns, QLD

Youth Emily Jennings 2017 Shanghai International Youth Camp, Shanghai

30 LIVING IN OUR COMMUNITY EVENTS, AWARDS + SPONSORSHIP

OUT OF THE DARKNESS, DARREN GALWEY

OTHER EVENTS SUPPORTED BY COUNCIL COUNCIL SUPPORTED THE - Penola Coonawarra Arts Festival Many other community events FOLLOWING EVENTS THROUGH - Coonawarra Cup received in-kind support in the form A FINANCIAL CONTRIBUTION: - Millicent Cup of additional waste services, road - Lights Up Millicent - Penola Rodeo closures and traffic control and - Millicent Community Christmas promotion. Appeal - 2016 Tour of the Great South Coast Cycling Event - Beachport New Years Eve Fire Works - Rotary Photographic Art Show - Pines Enduro

INDUSTRY AWARDS AND SCHOLARSHIPS DIANNE MANHOOD COMMITMENT TO EXCELLENCE IN THE EARLY YEARS AWARD This peer nominated award is dedicated in memory of one of the region’s most highly respected early years professionals, Dianne Manhood. Dianne was the Director of the Gladys Smith Early Learning Centre from 1996 to 2011. The award is sponsored by Wattle Range Council and the $500 award money is given towards on-going professional development activities for the recipient. 2017 RECIPIENT: SUE SMITH FLINDERS UNIVERSITY HON TERRY ROBERTS MLC MEMORIAL STUDENT SCHOLARSHIPS Up to 5 $1,000 scholarships are offered to assist students from the Wattle Range Council area to commence undergraduate study at Flinders University on an annual basis. 4 SCHOLARSHIPS WERE AWARDED IN 2017 TO: ABBIE HAY, DISHER RANDHAWA, ZOE BROWN AND CHLOE LLOYD FLINDERS UNIVERSITY REGIONAL TOURISM PRIZE Council sponsors an annual award for Students who have successfully completed a Bachelor of International Tourism. The prize is a cash award of $500. THE 2016 AWARD WAS PRESENTED TO: PRISCILA SIMPSON SECOND SCHOOL ACADEMIC ACHIEVEMENT AWARDS A Mayoral Award is presented annually at each of the secondary schools located within the Council region. A prize to the value of $100 is awarded to each recipient.

LIVING IN OUR COMMUNITY 31 EVENTS, AWARDS + SPONSORSHIP AUSTRALIAN CITIZENSHIP AUSTRALIAN CITIZENSHIP CEREMONY Council conducts ceremonies for the Department of Immigration Approved Australian Citizenship applicants residing in the Council area. Three (3) ceremonies were conducted by Mayor Gandolfi throughout the year, with a total of eight (8) people becoming Australian Citizens.

This year we welcomed new residents from the United States, Canada, United Kingdom and South Africa. COMMUNITY + SOCIAL DEVELOPMENT VOLUNTEER MATCHING INITIATIVE

NUMBER OF ORGANISATIONS 30

PENOLA NUMBER OF POSITIONS 83

NUMBER OF ORGANISATIONS 15

NUMBER OF POSITIONS 51 BEACHPORT

PENOLA VOLUNTEER MATCHING FUNCTION

The Volunteer Matching This initiative gives exposure to the The Penola and Beachport Volunteer Initiative gave potential large variety of volunteering options Matching Initiatives combined had volunteers and local within the Council area and connects over 45 organisations participate organisations an people and organisations that may offering a total of 134 positions. opportunity to be not have otherwise been aware. Feedback from participating matched together. The benefits that an individual organisations showed that there receives by volunteering are were many connections between The program was conducted across significant, giving persons a greater new volunteers and these the Beachport and Penola areas sense of belonging and sense of organisations. following a successful rollout in self, as well as giving back to the Millicent the previous year. community.

32 LIVING IN OUR COMMUNITY COMMUNITY + SOCIAL DEVELOPMENT RED CROSS VEHICLE Wattle Range Council has supported the community by providing the local Red Cross Office with a vehicle for community use, to assist those who need to gain access to essential services. Every month the car is used on average over 47 times and travels an average of 2,300 km OFFICIAL HANDOVER per month. In conjunction with OF RED CROSS CAR other Red Cross vehicles, the ANNUAL service transports residents to TOTAL ANNUAL a variety of medical specialists, TOTAL ANNUAL allied health providers and TOTAL occasionally retail therapy. ANNUAL AVERAGE TOTAL 12 MNTHS In May 2017 Mayor Peter AVERAGE Gandolfi handed the keys to AVERAGE 12 MNTHS km 27,641 AVERAGE 12 MNTHS a Ford Territory vehicle to the 12 MNTHS Regional Coordinator of the km 18,141 9,500 km 9,500 South East Region of the Red Cross, Greg Baxendale. 560 km 2,304 km

The donation of a vehicle km 47 792 km 792 1,512 km 1,512 allows for the continuation of this vital service. ONE WAY TOTAL KM’S TOTAL KM’S FOR TOTAL TRIPS TRAVELLED BY NON-COUNCIL COUNCIL CAR VEHICLES USED KM’S

SPORT AND RECREATION FORUM In June, all sport and recreational clubs were invited to attend an information forum. Clubs were strongly encouraged to attend to receive the most up to date information and to enable Council to begin the process of long term infrastructure and grant support planning.

Any future plans clubs might have for development, Presentations were delivered by Council’s Executive Team new initiatives, infrastructure upgrades or major projects, and representatives of the LCLGA Star Club program and will need to be well prepared and structured. McLaughlin Park Sports Inc. The presentation enabled those present to become This is the first initiative of its type across the Limestone well informed should their club be looking at doing any Coast and other councils were extremely interested in projects, building works, major projects or seeking grant this process. funding.

CLUB DELEGATES ORGANISATIONS ATTENDED 62 REPRESENTED 70

LIVING IN OUR COMMUNITY 33 LIBRARY + GALLERY

located throughout the Council. local schools visited the library. LIBRARY Staff regularly visit schools and AC Care continue to support SERVICES kindergartens along with weekly visits ‘Seniors on Line’ which provides an to the Millicent Early Learning Centre, opportunity for the community to The Library + Resources Centre complex provides reaching out to 890 children annually. gain digital skills. library, gallery and local We also take the library to residents Millicent High School and Learning history services to the at Boneham Aged Care, Sheoak and Centre with the Finding My Place community. Banksia House building a rapport Project has seen 15 students attend with the residents through storytelling a series of weekly workshops. Our Libraries are a community and books. hub, a meeting place and provide The Library hosted many successful opportunity for all to engage, learn, and entertaining author visits participate and be introduced to and book launches. This included new ideas and technologies. acclaimed Australian and The community continues to International authors Victoria embrace the concept of the State Purmann & Jen J McLeod and Marc One Card system, accessing over 4 McBride renowned illustrator of the million items from their library, home very popular Deltora Quest series. computer, tablet or smartphone. School holidays entertainer, Elio the Wattle Range provides library Magician attracted 220 participants services for our communities through who learnt tricks + magic. branch libraries at Beachport, Along with activities in the Library, Kalangadoo and a School Book Week also provided staff with Community Library at Penola and the opportunity to visit outlying extends its services to the local schools and kindergartens, primary and secondary schools read at nighttime reads, whilst

Library & Gallery at a glance... OUR FACEBOOK PAGE OVER 28,000 ITEMS HAVE BEEN CIRCULATED, REACHED OVER 54,800 LOCALLY, OUR BORROWERS RECEIVED 7,000 VIEWERS AND HIT 856 HOLDS + WERE SENT OUT OVER 17,000 ITEMS LIKES THIS YEAR CHILDREN’S BOOK WEEK WAS A SUCCESS WITH OVER 2,600 PARTICIPATING

1,950 CHILDREN ATTENDED SCHOOL HOLIDAY PROGRAMS

122 PARTICIPANTS JOINED IN 17,500 PUBLIC SIMULTANEOUS STORYTIME COMPUTER USES BY CASUAL USERS, A RECORD 145 PARTICIPANTS BUSINESS OWNERS, SUMMER READING CLUB STUDENTS OR TOURISTS

34 LIVING IN OUR COMMUNITY LIBRARY + GALLERY THE MILLICENT WATTLE RANGE ART SHOW GALLERY WINNER, DIANNA WISEMAN 2016/2017 proved to be the highlight year since the inception of the gallery with over 15,000 visits. “Artist in Residence”, a new initiative brought the gallery alive, value adding to the exhibition and attracting many new gallery visitors. Many new artists and photographers have also exhibited and expressions of interest continue to increase, particularly for solo exhibitions. TOWER’S LOCAL HISTORY CENTRE Volunteers and “Work for the Dole” members continue to compile, index and digitise the collections. The Towers and Bob Downs Collections are now both on the Portfolio and the Roland Campbell Collection has commenced. These collections are accessible through the Library One Card Network. Regular Local History afternoons are held and the collection continues to grow through donations and acquisitions.

THERE WERE 155,000 VISITS + 183,389 LOANS ACROSS THE WATTLE RANGE LIBRARIES

OVER 35,000 HISTORY ITEMS THE WATTLE RANGE ART SHOW ATTRACTING OVER HAVE BEEN INDEXED TO DATE 200 ENTRIES, WITH IN EXCESS OF 3,300 VISITORS AND ARE AVAILABLE ONLINE TO THE EXHIBITION

SALA EXHIBITION FEATURING LIMESTONE GROUP POP UP EXHIBITIONS AT THE OF 4: MARG HAGE, JULIE ANN MCEWEN, CAROL VISITOR INFORMATION CENTRE BAXTER AND SUSAN BRIERLEY WESTALL

WATTLE RANGE PHOTOGRAPHIC EXHIBITION A TRIO OF PHOTOGRAPHERS: DARREN CONTINUED 250 ENTRIES AND 2,200 VISITS GALWEY, SIMON WHENNEN AND ALEX WINDOW’S EXHIBITION WITH 1,700 FACEBOOK HITS ON OPENING NIGHT SOUTH EAST ART SOCIETY EXHIBITION

GELTWOOD FESTIVAL FEATURING CRAFT SOLO EXHIBITIONS FEATURING ANONYMOUS, SALT, SUSAN GUMMOW GRAEME MELLOR, SUSAN BRIERLEY AND ARTIST IN RESIDENCE, MARG HAGE WESTALL AND PETER DUNN

2,200 FACEBOOK 13 VOLUNTEERS AND SIX WORK FOR THE DOLE REACHES ON THE PARTICIPANTS WORK WITHIN THE HISTORY OPENING OF THE COLLECTION AND SUPPORT LIBRARY GALLERY PHOTOGRAPHIC INITIATIVES. VOLUNTEERS HAVE CONTRIBUTED EXHIBITION OVER 13,500 HOURS OF WORK

LIVING IN OUR COMMUNITY 35 GLADYS SMITH EARLY LEARNING CENTRE Many experiences, purchase of 40 new chairs, the - Primary Caregiving practices. excursions, new families, dining room now has a modern - Online webinars. new staff, upgrades, and vibrant feel for the children Other hub groups and networking renewals, relationships to enjoy. opportunities include regular and a Centre review have - The laundry area was upgraded, meetings with Early Childhood occurred throughout the including replacement cabinetry educators, Numeracy Hubgroup, past year. with functional and secure storage. Reggio Hubgroup, Voice of the Child Hubgroup, etc. An external review of the Centre’s - Installation of an alarm system operations in October 2016 within the building along with a CENTRE PROMOTIONS coded front door lock system. looked into the long term financial Regular open mornings and tours sustainability of the Centre. COMMUNITY CONNECTIONS have been held to encourage new As a result a new fee structure has enrolments at the Centre. Visits to Community connections have been implemented, and permanent continued to be strengthened ante-natal classes have helped with bookings encouraged limiting casual throughout the year with excursions promotion of the Centre with new places available daily. and incursions taking place on parents. The Centre’s Facebook page These changes were introduced in a regular basis. is updated regularly and has 296 an effort to maintain and or increase MacArthur Park Kindergarten, regular followers of this page. New numbers. A ‘Vacation Care’ program Millicent North Kindergarten, Millicent communication tools have also been has also been implemented in the High School, Cecelia Hart Court, researched and two “apps” are now school holidays to allow for children Sheoak Lodge are just some of the being used daily to communicate aged up to 7 to attend the Centre connections the children make within with parents informing them of their during this period. the community. Regular volunteers child’s day. include Mrs Walker providing music PARENTAL INVOLVEMENT CAPITAL WORKS AND and drama, Lexi Oliver (Year 11 UPGRADES Parental involvement continues to Student) introducing dance and The following projects were included be our focus with regular events, Julianne McDuff bringing the joy of in this year’s Centre upgrades: excursions, activities offered for music and movement. families to be a part of. Father’s and - A new sandpit and shade area Mother’s evenings, fundraising events, was installed in the Wallaby NETWORKING/TRAINING raffles, grandparent mornings, open Room area. Staff have been actively involved in extending their skills and knowledge mornings and Christmas celebrations - A new chookhouse was including: are just some events of which families constructed by the Mens Shed for can engage in. the Emu Room which now houses - The Early Childhood Australia (ECA) 3 very productive hens. bi-annual conference in Darwin. - In a collaborative project by the - The Reggo Emilia Conference SERVICING: Millicent Community Learning in Sydney. Centre and the Millicent High - The annual early years forum held FROM: School 6 new dining tables were at TAFE SA in Mount Gambier. 115 CHILDREN constructed. Following the - Marte Mao. 95 FAMILIES THE NEW SANDPIT IN USE

THE CENTRE’S ATTENDANCE HAS STEADILY INCREASED OVER THE PAST 12 MONTHS WITH THE FULL TIME EQUIVALENT AVERAGE FOR THE YEAR BEING 34.8 COMPARED TO 28 FOR THE SAME PERIOD LAST YEAR.

36 LIVING IN OUR COMMUNITY NATURE’S FIREWORKS ALICIA O’BRIEN

PROMOTING PROSPERITY 37 COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 5 ECONOMIC VIBRANCY Wattle Range Council is a thriving area that encourages and facilitates sustainable new business and supports existing business growth.

STRATEGY 5.1 Work in partnership with Regional Development Australia Limestone Coast to create sustainable economic development in the Council area and in the Region generally

ACTIONS MEASURE ACHIEVEMENT Work with the RDALC to attract grants from State Limestone Coast Collaborative continued Government for business cluster funding - including the Limestone Coast collaborative and training

Coordinate with RDALC business training sessions Business training sessions undertaken such as; tender writing, marketing and social media, conducted by the RDALC

Provide input into RDA’s work plan KPIs, continues Services provided to Wattle Range are to monitor services provided to Wattle Range monitored

STRATEGY 5.2 Work in partnership with Regional Development Australia to promote tourism growth in the area

ACTIONS MEASURE ACHIEVEMENT Regular meetings with the RDA Tourism Officer Meetings held with Tourism Officer to progress tourism development in the region, priorities being accommodation development

Financial contribution by Council for the funding Funding continued via LCLGA of a regional Tourism Officer

STRATEGY 5.3 Promote tourism opportunities through the Visitor Information Centres

ACTIONS MEASURE ACHIEVEMENT Maintain strong visitation to Beachport, Millicent VIC’s maintained and Penola Visitor Information Centres

Region wide RV Friendly status maintained + promoted RV friendly status maintained

Continue to update promotional displays in Penola, Promotional displays updated Millicent and Beachport Visitor Information Centres to ensure they provide relevant and timely information

VIC staff have increased number of events, Tourism information updated accommodation and attractions on the Australian Tourism Data Warehouse + tourism related websites

Continue to provide assistance to a tourism Assistance provided to tourism operators operator to develop a new touring product

Production of a self-drive tourism marketing Self Drive brochure developed campaign proposal for a joint campaign between the Councils in the LCLGA region in conjunction with the SA Tourism Commission

Promote tourism assets in the area through Regional tourism information included advertising + editorial in regional visitor guides, visitor guides radio, newspaper features and tourism magazines

38 PROMOTING PROSPERITY COMMUNITY PLAN REFERENCE

STRATEGY 5.4 Advocate with educational + training providers to establish accessible programs

ACTIONS MEASURE ACHIEVEMENT Five scholarships of $1,000 each to students from Funding and Scholarship provided the Council area studying at Flinders University in Adelaide

One scholarship of $500 provided to a student Funding and Scholarship provided from the Council area studying Tourism at Flinders University in Adelaide

Provide opportunities for students studying Project partnerships with universities PRELIMINARY at University to undertake work experience or progressed DISCUSSIONS COMMENCED participation in projects with Council departments

STRATEGY 5.5 Sponsor and promote events and festivals in conjunction with other parties

ACTIONS MEASURE ACHIEVEMENT Continue to promote and sponsor events + festivals Provide sponsorship of the following: • Millicent Street Christmas Party • Beachport New Year’s Eve Fireworks • Penola Coonawarra Festival • Geltwood Festival • Penola Cup / Millicent Cup • Rotary Photographic Exhibition • Penola Rodeo

STRATEGY 5.6 Provide and maintain physical infrastructure necessary for industry growth

ACTIONS MEASURE ACHIEVEMENT Advocate for the expansion of main gas and Advocacy provided electricity infrastructure to main industrial areas

Update regional transport plan priority roads Regional transport plan priorities updated

STRATEGY 5.7 Facilitate and develop improved transport routes

ACTIONS MEASURE ACHIEVEMENT Completed acquisition of road corridor for Acquisition completed Penola Bypass

Advocate and lobby for the completion of Lobbying and advocacy Stage 2 of Penola Bypass undertaken

STRATEGY 5.8 Work with the community and businesses to develop vibrant town centres

ACTIONS MEASURE ACHIEVEMENT Complete Community Township Plans Community Township Plans completed 3 TOWN PLANS COMPLETE for townships 4 DRAFTED

Complete Penola Town Square development Stage 2 Penola Stage Square completed WORKS HAVE COMMENCED

PROMOTING PROSPERITY 39 COMMUNITY PLAN REFERENCE

STRATEGY 5.9 Increase revenue streams from sources other than residential rates

ACTIONS MEASURE ACHIEVEMENT Review business units of Council to develop Reviews completed for Saleyards, strategies to improve long term viability Childcare Centre and Caravan Park

Develop a Long Term Strategic Plan for Strategic plan developed Southern Ocean Tourist Park

Council’s fees and charges reviewed in light Fees and charges reviewed annually of increasing cost base

Sale of property surplus to Council requirements Properties sold Review community lands listing

STRATEGY 5.10 Develop an Economic Development Policy

ACTIONS MEASURE ACHIEVEMENT Review the Economic Development Plan / Strategy Economic Development Plan reviewed to assure currency of document

STRATEGY 5.11 Further strengthen relationships with Austrade, RDA in order to promote the Council area as a place for investment

ACTIONS MEASURE ACHIEVEMENT Schedule regular communication & meetings with Meetings scheduled RDA + LCLGA along with relevant State Government representatives in the region such as DMITRE + PIRSA

STRATEGY 5.12 Promote the Council area as a region for intensive food production

ACTIONS MEASURE ACHIEVEMENT Include and promote the Wattle Range Council Information included in Council’s district as the number one Local Government Area promotional material in Australia for net primary productivity by the Regional Australia Institute, in Council’s core investment documents

STRATEGY 5.13 Continue to enhance the streetscape of business centres

ACTIONS MEASURE ACHIEVEMENT Develop township community plans for townships Community Township plans developed

STRATEGY 5.14 Lobby Federal Government to improve telecommunication / roll out of NBN

ACTIONS MEASURE ACHIEVEMENT Make submissions to the mobile phone blackspot Submissions made funding for improved telecommunications infrastructure and services in the region

STRATEGY 5.15 Continue to improve and maintain Council’s website

ACTIONS MEASURE ACHIEVEMENT Continuous updating of Council’s website to keep it Website updated relevant and up to date and increase functionality

40 PROMOTING PROSPERITY COMMUNITY PLAN REFERENCE

STRATEGY 5.16 Support the expansion of fishing and aquaculture

ACTIONS MEASURE ACHIEVEMENT Businesses assisted in expansion and startup Businesses assisted of fishing and aquaculture opportunities

STRATEGY 5.17 Maintain and improve coastal infrastructure, boat ramps, caravan parks etc.

ACTIONS MEASURE ACHIEVEMENT Continue to progress the recommendations Groyne replacement completed of the Rivoli Bay Study and Lake George Study

Maintain the Beachport Boat Ramp and improve Dredge purchased DREDGE WAS NOT PURCHASED BUT A access to basin TRIAL DRAG FLOW EXTRACTION OF SAND CONDUCTED

STRATEGY 5.18 Support the development of alternative energy initiatives i.e. biomass, geothermal, windfarms

ACTIONS MEASURE ACHIEVEMENT Advocacy and public information sessions for Advocacy provided for development of alternative energy initiatives such as biomass, alternative energy initiatives geothermal and windfarms

STRATEGY 5.19 Promote, attract and support festivals, events and attractions that add value to the Council area

ACTIONS MEASURE ACHIEVEMENT Continue to promote and sponsor events + festivals Provide sponsorship of the following: • Millicent Street Christmas Party • Beachport New Year’s Eve Fireworks • Penola Coonawarra Festival • Geltwood Festival • Penola Cup / Millicent Cup • Rotary Photographic Exhibition • Beachport Triathlon BEACHPORT JETTY • Penola Rodeo GRAEME MELLOR

PROMOTING PROSPERITY 41 ECONOMIC DEVELOPMENT OPENING OF THE Council staff continue to BLUE LAKE DAIRIES FACILITY work closely with industry and business to encourage new job creation, business growth and diversification.

ACROSS THE COUNCIL AREA, AGRICULTURE/FORESTRY AND FISHING REMAINS OUR LARGEST INDUSTRY SECTOR BY OUTPUT, A VALUE OF $475.9M PER ANNUM AND EMPLOYING OVER 1,200 FULL TIME EQUIVALENT POSITIONS. THIS IS FOLLOWED CLOSELY BY MANUFACTURING AT $376.8M OUTPUT PER ANNUM WITH JUST OVER 1,200 EMPLOYED AND CONSTRUCTION, WITH $28.8M plant near Tantanoola. In addition, Council Staff have continued PER ANNUM. the Midfield Group, in a joint venture discussions throughout the year with with Louis Dreyfus launched the Union large and medium sized industries Dairy Company at Penola and have regarding the impact of rising power Council’s Deputy Mayor, CEO and completed construction and testing and gas pricing in the region. Director - Development Services of their milk drying technology. In response to feedback Council visited all diaries within the Council This development is currently Staff assisted industry to lodge boundary to discuss with owners employing just over 30 people three successful applications for and operators the impacts on and looks to source as much local energy review funding through the their business of milk prices, power milk product as it can. Council is State Government granting process. cost increases and other recent encouraged by the expansion of Council Staff have also investigated developments in the dairying sector. local skilled positions that these new alternative energy options for the In the area of investment, Blue Lake companies are advertising and look district, including holding meeting with Dairies commenced production to secure more developments such as Bio Mass and other alternative energy and output, employing just over 40 these within the Council area in the providers in an attempt to provide people in their newly refurbished future. cost effective solutions for businesses.

THE GOVERNOR VISITS THE KIMBERLY-CLARK AUSTRALIA MILL

42 PROMOTING PROSPERITY ECONOMIC DEVELOPMENT

HANDOVER OF LIMESTONE LIMESTONE COAST COAST COLLABORATIVE PROJECT COLLABORATIVE In 2014 the Wattle Range Council was the successful auspicing body for the regional branding project “The Limestone Coast Collaborative”.

THIS PROJECT WAS COMPLETED AND SUCCESSFULLY ACQUITTED IN MARCH 2017.

The project successfully developed a regional brand, held workshops for operators and looked at collaboration across the food/agriculture/wine and tourism industries. The project was formally handed over to the Limestone Coast Local number of active tourism businesses embraced across the industry sectors Government Association in early 2017, within the region, the development and can be seen out in the region after achieving the following KPI’s of new commercial tours / tourism specifically around the work that the under its funding agreement: Growing products, and growing regional brand Tourism Industry Development Officer visitor expenditure, growing the awareness. The brand has been is delivering. MARKETING AND PROMOTIONAL ACTIVITIES The Wattle Range Council - Implementation of a full digital In addition to this activity, the Wattle works collaboratively to strategy including Australian Range Council supports the Tourism ensure that the areas’ Tourism Data Warehouse updates, Industry Development Manager tourism assets are promoted interaction with Google Maps and within the Limestone Coast Local regularly to our key target Trip Advisor Government Authority, who delivers markets. - Full implementation of an Limestone Coast wide campaigning, This program of promotion is integrated Social Media strategy which includes, but is not limited to delivered through the three Visitor across all 3 Visitor Centres trade missions, media familiarisations, Information Centres, as well as a - Participation at the Local industry development training, Board member of the Limestone Government Association Council marketing campaigns and digital Coast Local Government Authorities Best Practice Showcase programming. Tourism Working Group.

Promotional activity has included: WATTLE RANGE WAS AWARDED - Regular features in four wheel JOINT WINNER OF THE BEST EXHIBIT AT THE LGA BEST PRACTICE SHOWCASE drive/caravan and camping magazines - Advertising in the Limestone Coast guide - Marketing and promotions with the Coonawarra Vignerons - Delivery of the Limestone Coast Collaborative project - Western Victoria campaign for the Southern Ocean Tourist Park - Ongoing programming on southaustralia.com.au

PROMOTING PROSPERITY 43 ECONOMIC DEVELOPMENT

SIGNING THE AGREEMENT WITH THE CITY OF LONGKOU

INTERNATIONAL ENGAGEMENT Council has continued its work around international engagement, trade development and inward investment. There have been several developments in the Council area that have benefited from international investment and the interest in our region from a general international trade perspective has been strong. ACTIVITIES IN THIS AREA INCLUDE: - Shandong Trade Mission to China with the South Australian Government. - Friendly City agreement with the City of Longkou in the Republic of China. - Inbound Trade Show attendance in Adelaide - Shandong specific. - Hosting inbound trade delegate familiarisation tours (multiple familiarisations per year). - Development of International Trade Brochure in Mandarin and English.

HOLLAFRESH, TANTANOOLA

44 PROMOTING PROSPERITY TOURISM VISITOR INFORMATION CENTRE NUMBERS 2016/2017 4500 BEACHPORT Tourism remains a 4000 significant priority, MILLICENT the Limestone Coast 3500 PENOLA as a whole has seen 3000 significant growth of visitor expenditure, which is up 2500 by 6.9% to $325 million. 2000 The Wattle Range Council area 1500 attracts approximately 157,000 overnight visitors and our Visitor 1000 Information Centres (VIC’s) indicate 500 that close to 12% of these are international visitors. Intrastate visitors 0 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN remain our largest market, with over 16 16 16 16 16 16 17 17 17 17 17 17 81,000 South Aussies visiting our beautiful tourism assets. Generally This has been partnered with a strong Beachport Conservation Park viewing speaking, tourism visitation to the focus on social media. Volunteers are accommodation and camping sites Limestone Coast has been very strong an integral part of the fabric within along the way. and increasing at a greater rate than the VIC’s and provide the traveller with Numbers coming into the VIC’s have other areas. Part of this strength is due colourful local stories and experiences. decreased slightly, which is to be to the Melbourne to Adelaide Touring It is this type of knowledge that expected as the VIC’s engage actively route and the advantage this gives us, volunteers impart with tourists that through our website as well as through especially with international visitors. adds to the visitor experience. In 2017 the various forms of social media. The Wattle Range Council has 3 the volunteers from the Beachport In the 2016/17 year, the three VIC’s accredited VIC’s (Beachport, Millicent, and Millicent VIC took part in a saw just over 57,700 visitors, providing Penola), providing a great variety of familiarisation day. This allows the them with targeted local information, information and advice to travellers volunteers to see parts of the Wattle bookings as well as internet service. to our wonderful region. In the last Range that they may not be so A short time of surveying has shown 12 months, VIC staff have developed familiar with, but also allows them to that the Wi-Fi offered within the VIC’s new town brochures and implemented be up to date in their information. is one of the big reasons that travellers a new digital platform, with iPads This year the Lions Clubs took the utilise this service, especially within the installed to assist visitors with group through the 4WD tracks international travelling market. information. in Canunda National Park and

VISITOR INTERNATIONAL SOUTH EXPENDITURE VISITORS AUSTRALIAN VISITORS VISITOR $325 INFORMATION MILLION 12% 81,000 CENTRES 3

LIMESTONE COAST VISITOR EXPENDITURE OVERNIGHT FIND US ON IS UP BY VISITORS FACEBOOK 157,000 6.9% INDIVIDUAL VICS EACH HAVE A FACEBOOK PAGE

PROMOTING PROSPERITY 45 46 8,645 8,645 20 Saleyards at aglance... upgrades inthepens andmore work plannedfor the an upgrade to theweighbridge room, ongoing maintenance projects have beenundertaken with to get together inamore informal manner. Major and gives for anopportunity agents, buyers andsellers provides awiderange of food anddrinks on‘Sale Days’ canteen withhelpfrom Council staff. The canteen This year saw aprivate operator re-open theSaleyards Elders andP&LLivestock. and Co, Landmark, Pinkerton Palm Hamlyn&Steen, selling agents currently onboard includingJohn Chay best results for local producers. There are five livestock Sales yield consistent buyer competition getting the to beheld. Regular Thursday Cattle Sales continue MILLICENT - - existing amenities, thisincludes: at work installing new infrastructure andrefreshing Throughout theyear, Park managers have beenhard reflected improvement work undertaken inthepark. Overall, theparkhadanincrease inoccupancy which with its presence growing inthisarea atasolid rate. media sites, such as TripAdvisor, Google and Facebook, The parkcontinues to rank well onrelevant travel social category.Winner” of Australian Accommodation -State won theStar Ratings Australia “Gold List In 2017 Ocean Tourist theSouthern Park SOUTHERN OCEAN $13,177,939 Installation of new garden bedsthroughout BBQ blockupgrades. INCREASED BY OCCUPANTS PERMANENT PERMANENT SALE DAYS

TOTAL OFCATTLE HEAD 85% PROMOTING FAMILY CABINS OCCUPANCY INCREASED BY TOTAL GROSS SALES

22.4% PROSPERITY DELUXE CABINS OCCUPANCY STOCK SALEYARDS INCREASED BY 16.01% OVERALL PARK OCCUPANCY

INCREASED BY the park.

5.79% TOURIST PARK ------overall financing Saleyards.of the of buyinginandreselling stock ataprofit whichhelps with The Saleyards Managerhasalso implemented aprogram environmentally sustainable. maintains its EPA accreditation andprovides for asite thatis waste managementhave ensured thattheSaleyards facility bull pens. upgrades Further to environmental systems and washing machines. wasThe CBlocklaundry upgraded withthree new vanities andtapware. B Blockstage two renovations, upgrade to benchtops, C Blockshower cubicles received afresh coat New hot water systems for several cabins and Cabin upgrades to six of theoverall cabin stock. IN ADDITION,OTHER CAPITAL WORKS INCLUDED: Tree trimmingandlopping. Visual aesthetic upgrades to economy cabins. Levelling of sites andnew turfseeded. Beach style outside showering facilities. Privacy /weather screening /art installations. IMPROVED ENTRANCES STAFF WITH CEO SALEYARDS TO TOURIST PARK toilet blocks. of paint.

OUR STREETS & PLACES

47 COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 7 ASSET MANAGEMENT There will be a well-planned blend of built and natural environment to ensure its sustainability and diversity to the community.

STRATEGY 7.1 Ensure new and renewable assets are managed within the framework of a long term asset management plan

ACTIONS MEASURE ACHIEVEMENT Review the Asset Management Policy + Strategy Review of asset management policy developed in 2013/14, which set a long term and strategy completed direction for closing the asset renewal funding gap

STRATEGY 7.2 Focus on ensuring the financial sustainability of Council

ACTIONS MEASURE ACHIEVEMENT Long Term Financial Plan updated and financial Long Term Financial Plan updated UPDATE HAS sustainability targets set Financial Sustainability targets reviewed COMMENCED

Adoption of Asset Management Plans for all Asset Management Plans developed for BUILDING ASSET MANAGEMENT Asset categories Buildings and CWMS assets PLAN COMMENCED WITH DATA CAPTURE CWMS ASSET MANAGEMENT PLAN YET TO COMMENCE

Review of monthly Council financial Reporting reviewed and streamlined REVIEW HAS COMMENCED reporting format

Quarterly reviews of Council Budget by Managers 4 Quarterly reviews completed and Directors

Increased accountability and responsibility for Purchase PowerBudget Software or alike REVIEW HAS COMMENCED Council Budget by Managers

STRATEGY 7.3 Implement best practice asset management planning, including an increase focus on sustainable maintenance and renewal of assets

ACTIONS MEASURE ACHIEVEMENT Adoption of Asset Management Plans for all Asset Management Plans developed for BUILDING ASSET MANAGEMENT Asset categories Buildings and CWMS assets PLAN COMMENCED WITH DATA CAPTURE CWMS ASSET MANAGEMENT PLAN YET TO COMMENCE

Setting of targets for asset renewal and 100% Asset sustainability ratio achieved 95% TARGET REACHED sustainability in line with Local Government Financial Sustainability targets

Increased funding and focus on renewal 2016/17 $4.08 Million capital expenditure INCREASED FUNDING of existing assets renewals achieved OCCURRED, NOT ALL WORKS COMPLETED, SOME CARRIED OVER TO 2017/18

48 OUR STREETS & PLACES COMMUNITY PLAN REFERENCE

STRATEGY 7.4 Provide improved infrastructure for the safer movement for pedestrians, cyclists and people using motorised personal vehicles within the townships of the districts, focussing on high use areas

ACTIONS MEASURE ACHIEVEMENT Seek grant funding to assist in development of an Funding sourced off road shared path for Millicent Domain area

Completion of shared path Nangwarry Nangwarry shared path completed

STRATEGY 7.5 Develop an asset management plan for the Southern Ocean Tourist Park to maintain and improve facilities to maximise the attractiveness of the park and the financial return to Council

ACTIONS MEASURE ACHIEVEMENT Prepare a ten year financial + asset management Long term financial plan and asset plan to ensure the park continues to be profitable management plan developed in the medium to long term

STRATEGY 7.6 Develop and implement a 5/10 year forward improvement plan for the Council’s sealed / unsealed road network

ACTIONS MEASURE ACHIEVEMENT Road Asset Management Plan reviewed and Condition assessment of roads completed updated following condition assessment Road Asset Management Plan Updated

Update 10 year renewal schedule 10 year road renewal plan updated

STRATEGY 7.7 Develop and preserve Council’s parks, gardens and reserves to maximise their potential as a tourist attraction and as a community asset

ACTIONS MEASURE ACHIEVEMENT Scheduled maintenance of parks, gardens Millicent Domain area capital projects PLANNING HAS COMMENCED and reserves completed

STRATEGY 7.8 Develop an improvement plan for townships

ACTIONS MEASURE ACHIEVEMENT Township Community Plans to be developed Township Plans prepared for all main townships

OUR STREETS & PLACES 49 CAPITAL WORKS

MILLICENT DOMAIN SHARED FOOTPATH UPGRADED

OF ROADS 1.37KM 195M KERB & CHANNEL 924M OF NEW FOOTPATHS RECEIVED A MAJOR RENEWAL - UPGRADE - TOTAL TOTAL CONSTRUCTED - TOTAL COST $397,000 COST $54,000 COST $31,000

UPGRADING OF UNSEALED ROADS priority works in areas where the kerb has broken. TO BITUMEN The major focus is to address issues of stormwater not Council has a rolling upgrade program, which sets the flowing in kerbing, which then creates road failures. direction for road works. This ensures that projects are completed in an orderly way and that we can plan for FOOTPATHS The footpath renewal program is works on damaged projects. The projects listed form part of that rolling and failed footpaths within township areas. Footpaths program, with the exception of McLaughlin Park Internal are made of various materials and as such the cost of Roads project. renewal works vary greatly. The Council undertakes the ROADS GRANT FUNDING PROJECTS* majority of these works using day labour staff. In addition The following projects were funded dollar for dollar under 2 new shared paths were constructed in Nangwarry the Special Local Road Program:- and Millicent. • Furner Road bitumen reseal and line marking, 9.8kms, BITUMEN RE-SEALS total project cost of $178,000. The re-seal program is an annual renewal program of • Wandilo Forest Road stabilisation, re-construction and placing a further seal coat on an existing sealed road to widening, 1.5kms, total project cost of $439,000. extend the life of the asset. Seals have a finite life span In addition Dergholm Road bitumen shoulder sealing, of approximately 25 years and as such Council has a linemarking new edge lines and sign installation were program of resurfacing these roads. completed at a total cost of $260,000, 100% funded by the Commonwealth Government under Blackspot RE-SHEETING OF UNSEALED ROADS The Council’s re-sheet program is similar to the road Funding. upgrade program in terms of it being a rolling annual KERB + CHANNEL RENEWALS program. The priorities are set from a full condition The kerb renewal program is a program of repairing failed assessment of the unsealed road network. The re-sheet kerbing in township streets. Council staff have undertaken a program is the addition of gravel material to an full inspection of the total kerb network and have identified unsealed road.

1.16KM BITUMEN, 80M 13 KM OF UNSEALED 11.30 KM OF SEALED CONCRETE FOOTPATHS ROADS RE-SHEETED - ROADS RE-SEALED - UPGRADED - TOTAL TOTAL COST $477,000 TOTAL COST $447,000 COST $107,000

50 OUR STREETS & PLACES CAPITAL WORKS

MILLICENT BEACHPORT / KALANGADOO PENOLA / ROAD RE-SEALS FURNER ROAD RE-SEALS COONAWARRA • Benton Street, Millicent ROAD RE-SEALS • South East Terrace, ROAD RE-SEALS (364m) • French Street, Beachport Kalangadoo (104m) • Petticoat Lane, Penola • Eighth Street, Millicent (102m) • Adelaide Street, (156m) (138m) • McCourt Street, Beachport Kalangadoo (146m) • McLean Road, • Tenth Street, Millicent (526m) Coonawarra (1.54km) (139m) • Arthur Street, Beachport ROAD RE-SHEETS • Watson Street, Millicent (334m) • Wepar Road, Kalangadoo ROAD RE-SHEETS (3.3km) (40m) • Lanky Street, Beachport • Glenroy Bool Lagoon • Bellinger Street, Millicent (119m) Road, Coonawarra (87m) • McArthur Place, Beachport (4.9km) • Scanlon Avenue, Millicent (245m) NANGWARRY • Shepherds Lane, Penola (261m) (1km) • Ethel Street, Beachport ROAD RE-SEALS • Racecourse Road, Millicent (213m) (767m) • Hunkin Terrace, Nangwarry UNSEALED ROAD • Foster Street, Beachport (133m) UPGRADES • Ninth Street, Millicent (141m) • Ritchie Street, Nangwarry • Shanks Street, Penola (138m) • Beachport Boatramp, (396m) (90m) • Smith Street, Millicent Beachport (310m) • Krichauff Terrace, • Rivoli Drive, Muggleton Nangwarry (135m) FOOTPATH RENEWALS • Wilshire Street, Millicent (295m) (300m) • Arthur Street, Penola • Conmurra Road, Furner FOOTPATH RENEWALS (125m bitumen) • Bowman Street, Millicent (2.17km) • Nangwarry township (254m (314m) • Young Street, Penola • Furner Road, Furner bitumen) (249m bitumen) • Whennan Street, Millicent (9.8km)* (232m) • Grigg Terrace, Millicent UNSEALED ROAD (208m) UPGRADES GLENCOE • Short Street, Millicent (105m) • South West Terrace, ROAD RE-SEALS • Spehr Street, Millicent (218m) Beachport (170m) • Wandilo Forest Road, • McLauchlan Drive, Wandilo (1.5km)* ROAD RE-SHEETS Muggleton (934m) • Reedy Lagoon Road, Millicent (1.5km) MOUNT BURR • Unsealed Road Upgrades SOUTHEND / • McLaughlin Park Internal RENDELSHAM FOOTPATH RENEWALS Roads (180m), two • Thomas Drive, Mount Burr Stormwater retention ROAD RE-SEALS (142m bitumen) basins, and associated • Leake Street, Southend internal drainage (393m) • Kerb and Channel Renewals • Haines Street, • McRostie Street, Millicent Rendelsham (136m) (144m) • Railway Terrace, • Willshire Street, Millicent Rendelsham (391m) (51m) ROAD RE-SHEETS FOOTPATH RENEWALS • Banya Road North, • Short Street, Millicent Rendelsham (2.3km) (238m bitumen) • Mt Gambier Road, Millicent (165m bitumen) • McRostie Street, Millicent (248m bitumen) • Grey Terrace, Millicent (80m concrete) FOOTPATH CONSTRUCTION • Millicent Domain (670m bitumen)

OUR STREETS & PLACES 51 CAPITAL WORKS COMMUNITY FACILITIES Council has undertaken a number of projects during the last financial year to improve facilities for the community. These projects are known as capital works upgrades. The decision to fund these projects is made by the Council when it adopts the budget and are a mix of requests that come from the public and projects identified through technical assessment by officers to address current problems. MILLICENT CIVIC CENTRE AIR-CONDITIONING UPGRADE • Council Engineering Office air conditioner renewal ($4,850) • Gladys Smith Early Learning Centre laundry renewal ($6,300) • Nangwarry Football oval ring and irrigation renewal ($6,000) • Beachport Centennial Park toilet relocation, connection to sewer system and outdoor shower installation ($17,500) • Beachport amateur boat ramp toilet renewal ($10,000) • Beachport Bowling Club replacement roof ($21,000) • Rendelsham Hall switchboard upgrade ($2,500) BEACHPORT BOWLING CLUB ROOF REPLACEMENT • Penola Stadium lighting upgrade ($6,500) • Millicent Civic and Arts Centre • Southern Ocean Tourist Park shed • Installation of water meter kitchen upgrade ($9,800) renewal ($9,000) backflow devices at various • Millicent Civic Centre air- • Saleyards Office new roofing, locations ($8,900) conditioning upgrade ($300,000 ceiling and electrical works ($5,800) • Asbestos removal from various 16/17 - works still in progress) • Southend Caravan Park hot water buildings ($9,700) • Millicent Library air-conditioning system replacement ($5,000) • Painting of various public toilets renewal ($29,000) • Beachport Museum firewall ($19,000). • Southern Ocean Tourist Park hot installation and compliance Several of these projects are staged water system replacement, shower ($38,500) and will appear again in future and toilet upgrade ($22,000) budgets. • Southern Ocean Tourist Park main office heater replacement ($8,000) SPENT ON COMMUNITY $518,350 FACILITY PROJECTS

52 OUR STREETS & PLACES PARKS AND GARDENS

COUNCIL’S NEW TRACTOR A challenging year AND REACH MOWER was experienced by the Parks and Gardens team as weather conditions meant that there was an extended season for slashing and mowing of all non-irrigated areas. A concerted effort was made to remove problem trees across the various parks and an extensive tree planting program has also commenced. In excess of 100 trees across our parks including renewal of existing street trees. New irrigation works were installed in the Domain area, Millicent. The Geltwood estate in Millicent was planted up and mulched as well as some garden bed improvements • The care and maintenance of all A new tractor and reach mower was around the Council Chambers and trees within the townships. also purchased to work on roadside Civic and Arts Centre in Millicent. • The control of weeds within the vegetation that is encroaching on our roads. A full annual audit has been townships footpaths and road conducted of the playgrounds across verges and on sealed and the Council area and the entrance unsealed roadsides across the sign at the Domain playground in Council area. Parks and gardens Millicent has been repositioned and • The care and maintenance of an extra access way installed. all the cemeteries. at a glance... Parks and Gardens Staff also have This year a light truck has been MAINTAINED 30 PARKS responsibility for the care and modified to act as a watering truck ACROSS 13 TOWNSHIPS maintenance of a variety of open that can be operated by one person space areas across the whole which has been a great benefit PLAYGROUNDS Council area. Some of the activities for our tree watering program. 26 undertaken include:- A de-thatching deck has also been • The slashing of all non-Department purchased for one of our mowers to 100+ of Planning, Transport and address the thatching of our lawns TREES Infrastructure (DPTI), sealed especially at the cemeteries, which PLANTED roadsides. poses a safety problem. ASSET MANAGEMENT Long term management sustainability, ensuring Council are Footways Infrastructure and Plant plans for each class held accountable for maintaining and Equipment. of assets are being existing infrastructure. The next task is complete the first compiled. Many of the plans require additional revision on a further four Asset Each individual plan covers a period data collection from council officers, Management Plans; covering Kerb, of 10 years and details the proposed providing the most up-to-date Stormwater Drainage, Buildings renewals and upgrade works for that information available. and Structures, and Community particular asset class. This year saw the completion of Wastewater Management Systems. It also highlights the overall the first revision of a further two serviceability, condition and financial Asset Management Plans covering

OUR STREETS & PLACES 53 SWIMMING FACILITIES MILLICENT SWIMMING LAKE SHADE SAILS

The swimming season ran and were active during the swimming from late October to late season. Council worked with local Police 40 SWIM CLUB March at the Penola Pool to minimise inappropriate behaviour at and Millicent Swimming the Millicent Swimming Lake during the SWIMMERS Lake. Due to safety issues, swimming season. the Nangwarry Pool did Vandalism was an ongoing issue, 22 ASSOCIATE not open. including damage to the gates and fencing and litter. MEMBERS Some challenging weather conditions led to lower numbers than previous Council staff also managed a small hole years, with 5,717 swimmers at Penola in the floor of the Lake with sand bags. 40 TRAINING during public opening hours. The floor will be repaired prior to the SESSIONS HELD next swimming season. Both Penola Pool and the Millicent Swimming Lake continue to be used The toddler area and shade sails at the for school swimming lessons, SAPSASA Millicent Swimming Lake were upgraded 110 SWIMMERS training, swimming carnivals and private to make a safer area for small children REGISTERED functions. Council is a strong supporter and families. FOR ONE of the Vacswim program, making At the same time, Council was able facilities available at no charge. CARNIVAL to install a new shade sail over the The Penola Amateur Swimming Club playground area. utilise the Penola Pool at no charge 36 ENTRANTS IN COME AND TRI-ATHLON Penola Swim Season at a glance... THERE WERE 5,717 217, HIGHEST PENOLA POOL PUBLIC SWIMMERS ATTENDANCE WAS OPEN AT PENOLA ON ONE DAY FOR 129 DAYS

54 OUR STREETS & PLACES KEEPING THINGS CLEAN & GREEN

LAKE VIEW MARY WHITEHEAD

55 COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 6 ENVIRONMENTAL SUSTAINABILITY There will be a well-planned blend of built and natural environment to ensure its sustainability and diversity to the community.

STRATEGY 6.1 Ensure that new development within the Council area is of a suitable standard and appropriately located

ACTIONS MEASURE ACHIEVEMENT Provide a statement of requirements/guidelines Guidelines provided for land divisions to developers

STRATEGY 6.2 Achieve an appropriate balance between open space and development

ACTIONS MEASURE ACHIEVEMENT Provide a statement of requirements/guidelines Guidelines provided for land divisions to developers

STRATEGY 6.3 Deliver innovative practices which promote environmental sustainability: Waste management, pollution prevention, biodiversity

ACTIONS MEASURE ACHIEVEMENT Completed closure plan works associated Completed with Canunda Landfill facility

Increase funds for green waste shredding to Funds allocated and works undertaken reduce build up of green waste

STRATEGY 6.4 Promote environmental initiatives undertaken by Council and the community, including alternative energy

ACTIONS MEASURE ACHIEVEMENT Support the replacement of street lighting Support given with energy efficient LED lighting

Install LED lighting Penola Stadium Works completed

STRATEGY 6.5 Maintain and develop Council’s parks, gardens, reserves, sports fields and streetscapes

ACTIONS MEASURE ACHIEVEMENT Geltwood Grove Landscaping existing retention Works Completed basin with native grasses and plants rock feature

Contour and Landscape Drain, Works Completed WORKS DELAYED DUE TO BAD Millicent Domain WEATHER

Install Irrigation/water system tennis court area, Works Completed Millicent Domain

Complete works to bridge barrier, Williams Road, Works Completed Millicent, similar to George Street

56 KEEPING THINGS CLEAN & GREEN COMMUNITY PLAN REFERENCE

STRATEGY 6.6 Advocate with appropriate government Departments to protect and conserve the coast and marine environment

ACTIONS MEASURE ACHIEVEMENT Lobby state government for increased funds Lobbying undertaken for Coastal protection and funding increased

STRATEGY 6.7 Implement a storm water management scheme for Penola

ACTIONS MEASURE ACHIEVEMENT Replace storm water drainage in Arthur Street, Works completed DESIGN WORKS COMMENCED Penola

STRATEGY 6.8 Develop and manage Community Wastewater Management Schemes as appropriate

ACTIONS MEASURE ACHIEVEMENT Undertake a condition assessment and Revaluation and condition assessment INITIAL WORKS COMMENCED revaluation of CWMS undertaken WITH CONDITION ASSESSMENT OF CWMS ASSETS Develop an asset management plan for Asset management plan developed CWMS assets

STRATEGY 6.9 Advocate for a suitable long term solution for Lake George + surrounding area

ACTIONS MEASURE ACHIEVEMENT Review and prioritise outcomes of the Complete review Lake George Study

STRATEGY 6.10 Ensure the protection and recognition of cultural and heritage assets

ACTIONS MEASURE ACHIEVEMENT Complete Beachport Heritage Development Beachport Heritage DPA MEETINGS HAVE BEEN CONVENED Planning Amendment completed FINAL REPORT SCHEDULED FOR 2017/18

STRATEGY 6.11 Support & promote Natural Resource Management Board’s programs + projects

ACTIONS MEASURE ACHIEVEMENT Prepare a submission to the South East Natural Submission prepared Resources Board surrounding additional projects for coastal protection works within the Council area

STRATEGY 6.12 Implement land management and maintenance regimes that minimise bushfire risk on Council land

ACTIONS MEASURE ACHIEVEMENT Allocate funds for roadside vegetation in the Funds allocated and works undertaken Council area

KEEPING THINGS CLEAN & GREEN 57 COMMUNITY PLAN REFERENCE

STRATEGY 6.13 Assess the potential impacts of Climate Change in relation to Council operations and services and implement adaption strategies

ACTIONS MEASURE ACHIEVEMENT In combination with the LCLGA review regional Regional Climate Adaption Plan climate change adaption plan reviewed

STRATEGY 6.14 Work with Coastal Protection Board to identify coastal management issues and the development of mitigation strategies

ACTIONS MEASURE ACHIEVEMENT Scheduled replacement of groynes within Rivoli Bay Groynes replaced as scheduled

Lobby state government for increased funds Lobbying undertaken for Coastal protection and funding increased

STRATEGY 6.15 Complete the closure and rehabilitation of the Canunda and Towers Road Landfill Site

ACTIONS MEASURE ACHIEVEMENT Canunda landfill rehabilitation and closure Completed completed

THE BOARDWALK ALEX WINDOW

58 KEEPING THINGS CLEAN & GREEN WASTE MANAGEMENT SERVICES

In implementing the actions COMMUNITY MULCH DAY included in Council’s Waste Management Strategy adopted in early 2016, 2016/17 has been a busy year in waste reform. CHANGES TO KERBSIDE COLLECTION A review and subsequent community consultation was also undertaken on the existing kerbside collection areas. Residents in Rendelsham, rather than sending them to landfill. more than 100 individual customers. Coonawarra, Hatherleigh and Each resident is entitled to an annual The Millicent days were much more the industrial areas of Penola and allocation of bio-bags at no charge. popular, and monthly events have Millicent were asked to consider Replacement bio-baskets are been scheduled for Millicent and whether they used the fortnightly available for purchase for a small fee. every second month at Tower Road green waste service. Based on the until Spring. response from the community, Council COMMUNITY MULCH DAYS retained the green waste collection A further initiative has been the WASTE VOUCHERS for Rendelsham and Coonawarra, introduction of community mulch days Following community consultation, Hatherleigh and the industrial areas offering the opportunity for individuals Council introduced vouchers for the of Millicent and Penola were altered and community groups to bring a disposal of waste at the Resource to a 2 bin service. Following a review trailer, ute or truck and collect free Recovery Centres and Waste of the collection zones, new 2 bin garden mulch. The mulch is made Transfer Stations. Each ratepayer services were offered to properties from the organic material dropped was issued with 12 vouchers and a not serviced but located within off by residents and businesses at booklet explaining their use. The existing routes. 77 residents took Council’s Resource Recovery Centres. system has been embraced by up this offer and will now receive a In August and September 2016, local residents and ratepayers and Council collection. In many cases, the Council trialled two community will help to ensure that only Wattle cost of the Council service is less than mulch days at the Tower Road Waste Range residents have access to these half of a private collection. Facility near Penola. Following the facilities. Vouchers were provided to KITCHEN CADDY + BIOBAGS success of these first two events, four community groups free of charge on request and tenants upon After introducing free kitchen caddies extra community mulch days were application. or “bio-baskets” for food scraps, held, with two each in Millicent and Council continues to provide bio- Tower Road. bags to residents with a 3 bin service. Over these four The bio-bags encourage residents events, Council to recycle their food scraps and gave away more place them in their green waste bin than 225 loads to

Waste at a glance...

WASTE DEPOSITED AT CO-MINGLED GREENWASTE GENERAL COUNCIL FACILITIES RECYCLING WASTE GENERAL WASTE 794 T BINS BINS BINS RECYCLING 259 T COLLECTED COLLECTED COLLECTED 83,633 52,186 176,577 TOTAL WEIGHT TOTAL WEIGHT TOTAL WEIGHT 760 T 1243.65 T 2093 T

KEEPING THINGS CLEAN & GREEN 59 WASTEWATER SYSTEMS COMMUNITY WASTEWATER MANAGEMENT SYSTEMS Council maintains Community Wastewater Management Systems (CWMS) in Penola, Kalangadoo and Southend which use a septic tank at each property as the primary treatment and to collect sludge.

The Beachport CWMS is a full sewer system, meaning that the sludge is mixed with the water and is processed in our lagoons. There are no septic tanks involved.

Beachport CWMS STORAGE LAGOON at a glance... CAPACITY

1 STORAGE LAGOON 38ML SECONDARY LAGOON CAPACITY SECONDARY SETTLING 2 LAGOONS 5.6 ML 1 LAGOON SETTLING LAGOON 15 ha CAPACITY 5.2 ML IRRIGATION 420 PUMP AREA POPULATION SERVED 8 STATIONS PRIMARY 1 LAGOON PRIMARY LAGOON CAPACITY 471 GRAVITY DRAIN LENGTH NUMBER OF 33 CONNECTIONS 16,549 km SPRINKLERS 10.6 ML

WASTEWATER CONTROL SYSTEMS

APPLICATIONS 67 APPROVED

APPLICATIONS AEROBICS 12 SYSTEMS

APPLICATIONS CWMS/SEWER 34 CONNECTIONS TRADE WASTE APPLICATIONS TO INSTALL GREASE TRAPS / ARRESTORS 2 SEPTIC TANK 19 INSTALLATIONS

60 KEEPING THINGS CLEAN & GREEN ENVIRONMENTAL INITIATIVES

DREDGING THE BEACHPORT BOAT RAMP

TRIAL OF DRAG FLOW LIMESTONE COAST COASTADAPT AT BEACHPORT CLIMATE ADAPTATION Council’s Manager Environmental In March 2017, Council trialled COMMITTEE Services was involved in the National dredging technology on a smaller Council is a member of the region’s Climate Change Adaptation scale. A drag flow pump with 2 first climate adaptation committee, Research Facility project to agitators was suspended from a which includes the Limestone Coast create an online tool for coastal crane. The agitators stirred up the Local Government Association, adaptation. sand to make a slurry and the pump Regional Development Australia – As a member of the Tool sucked the sand slurry, making a Limestone Coast, Natural Resources Development and Implementation cone shaped hole. The sand was South East and the seven LCLGA Partnerships, Wattle Range Council then discharged through a large Councils. The Committee has was able to ensure that the website pipe on the nearby beach. developed a work plan that will help was useful for small regional councils The crane moved the pump to make to prepare the Limestone Coast for facing climate change challenges. climate challenges and build on the a series of holes across the floor of The CoastAdapt website is now live the boat ramp basin and at the work already happening across the region. and available at: entrance to the boat ramp. www.coastadapt.com.au The trial was considered to be a One of the first achievements from success, with minimal impact on the Committee is securing $50,000 boat ramp users over the four days, from the Natural Disaster Resilience significant volumes of sand moved Program to fund LiDAR for the and minimal traffic along Beach Limestone Coast. This data will Road. update the digital elevation model for the region and will enable land levels and sea levels to be more accurately determined.

KEEPING THINGS CLEAN & GREEN 61 ENVIRONMENTAL HEALTH

Health at a glance... FOOD 6-12 3-7 NOVEMBER 2016 APRIL 2017 PROMOTION OF FOOD SAFETY PROMOTION OF PUBLIC SAFETY WEEK - CONDUCTED HEALTH WEEK 1SHORT COURSE THIRTY REGISTERED PARTICIPANTS CASES REPORTED FROM COMMUNICABLE 21 REGISTERED PUBLIC DISEASE CONTROL BRANCH: HIGH RISK MANUFACTURED RAINWATER WHOOPING COUGH (Pertussis) WATER SYSTEMS TANKS 8 Local / 294 State 15 COOLING TOWERS TESTED INFLUENZA 6 WARM WATER SYSTEMS 19 46 Local/ 3,240 State CHICKEN POX (VARICELLA VIRUS) HAIRDRESSING & BEAUTY SALONS 16 Local/ 679 State ROTAVIRUS REGISTERED AND INSPECTED 3 Local/ 34 State WITHIN THE WATTLE RANGE COUNCIL AREA 9 ARBOVIRUS 8 Local/ 114 State NEW FOOD BUSINESSES/CHANGE OF OWNERS: CHLAMYDIA TRACHOMATIS 8 HOME-BASED BUSINESSES 19 Local/ 1,988 State PNEUMOCOCCAL 3 Local/ 21 State 8 FOOD PREMISES CRYPTOSPORIDIOSIS 3 Local/ 23 State CAMPYLOBACTER 28 Local/ 1,795 State 1 CATERER SALMONELLA 4 Local/ 222 State 2 MANUFACTURING SHIGELLA BUSINESSES: (HONEY/FRESH PRODUCE) 1 Local/ 9 State

SMOKE OVER THE VINES, MERRIDY LINDNER

62 KEEPING THINGS CLEAN & GREEN DEVELOPMENT PLANNING & BUILDING The transition to the new Planning, Development and Infrastructure Act 2016 is well underway and will further phase in over the next few years and will deliver substantial changes to development processes across the state.

The new Act will aim to achieve the DEVELOPMENT STATISTICS following changes in development Application numbers across the development categories when compared to legislation in the state: the previous year:- • Implementation of a State 2017 2016 Planning Commission Dwellings 36 37 • Introduction of a Community Dwelling Additions 14 12 Engagement Charter Flats / Units 0 0 • An online ePlanning portal for Outbuildings 152 101 lodgement of development Commercial 8 14 applications Industrial 33 25 • Infrastructure finance schemes Signage 0 2 • Planning and Design Codes to Land Division 14 replace Development Plans 15 Other 28 20 • Assessment Panels to replace Development Assessment Panels TOTAL 286 231 VALUE OF DEVELOPMENT $ 15,493,574 17,815,753 SUMMARY OF DEVELOPMENT ACTIVITY 2016/17 has again seen a larger than average number of dwelling applications lodged along with a number of large sized farm buildings.

Some of the more high profile developments include the following: 163STAGED BUILDING BUILDING5 FIRE SAFETY COMMITTEE • The Midfield Group/Louis Dreyfus INSPECTIONS of which 65 were mandatory INSPECTIONS Company joint venture Powdered framing inspections carried out Milk Plant

• Stage one of Mayura Station’s Waygu Beef feedlot expansion BEACHPORT HERITAGE SOUTH EAST HERITAGE SURVEY ADVISORY SERVICE • Bonnies of Beachport a new Council has committed to carrying Council continued its support to the accommodation facility out a Heritage Survey of Beachport South East Heritage Advisory Service, • The Blue Lake Dairy Group’s Milk and the surrounding area to identify the Advisory Service provides limited Product Converting Facility properties of heritage significance, free professional architectural advice with the intention to list as ‘local concerning places of local heritage • St Anthony’s Catholic Primary heritage properties’. significance. School, Millicent upgrade The process involves conducting the The Heritage Adviser visits the • A number of large farm buildings heritage survey (approximately 12 Wattle Range Council once a month have been approved in the month process) and then carrying and on-site consultations can be northern regions of the Council out a Development Plan Amendment arranged by contacting Council. area, through a variety of farm to list the properties in Council’s enterprise companies Development Plan.

KEEPING THINGS CLEAN & GREEN 63 GENERAL INSPECTORATE

ANIMAL MANAGEMENT 23 OFFICIAL BARKING DOG 78 DOGS On 6 July 2016 the Dog and Cat Management IMPOUNDED AND (Miscellaneous) Amendment Bill 2015 was passed COMPLAINTS in Parliament. The main changes to the Act RETURNED include: 64 DOGS TO OWNER • Microchipping - the requirement for all COLLECTED AND dogs and cats over a certain age to be 10 OFFICIAL microchipped RETURNED WANDERING DOG • Desexing - the requirement for all new BEFORE IMPOUNDED COMPLAINTS generations of dogs and cats to be desexed

• Breeders - a requirement for anyone who breeds dogs and cats for sale to register as a breeder 92 DOGS • Sellers - a requirement for certain information IMPOUNDED to be provided to the buyer

• Council Powers - greater powers to administer and enforce the Act including increases in 2 REPORTED 1 REPORTED some expiations and penalties DOG HARASSMENT DOG ATTACKS • Assistance Dogs - changes to who can ON A HUMAN ON A HUMAN accredit animals 68 DOG EXPIATIONS These changes are being introduced in stages 9 REPORTED through to 2018. DOG ATTACKS (FINES) ISSUED ON AN ANIMAL

General Inspectorate at a glance...

ABANDONED EXPIATIONS, VEHICLES PROSECUTIONS, PARKING ILLEGAL NOTICES, CIVIL PENALTIES INFRINGEMENTS IMPOUNDED DUMPING OR COURT ORDERS FOR NUISANCE & 6 INVESTIGATIONS LITTERING 12 1 1 EXPIATION CONTROL 0

NUISANCE + STOCK ON LITTERING CONTROL ROAD INCIDENTS COMPLAINTS BUSHFIRE SAFETY 25 9

251 BURNING PERMITS 3 NOISE 610 LETTERS SENT 4 LITTER 154 NOTICES ISSUED 2 UNTIDY PREMISES 25 NON COMPLIANCES

64 KEEPING THINGS CLEAN & GREEN GOVERNANCE COMPLIANCE

THE BEACON DARREN GALWEY

65 COMMUNITY PLAN REFERENCE STRATEGIC DIRECTION 2 ORGANISATIONAL EXCELLENCE Develop a strong governance approach to Council’s operations that support good decision making.

STRATEGY 2.1 Develop and implement a range of actions designed to further strengthen Council approach to best practice governance and demonstrates our commitment to comply with all relevant legislation and reducing Council’s exposure to identified risks

ACTIONS MEASURE ACHIEVEMENT Update all Policy & Procedures Policy register updated Policies & procedures reviewed by due date

Attendance at Independent Commissioner Against Training undertaken Corruption legislation training by staff

Regular meetings of the Audit Committee to discuss 5 Audit Committee meetings held annually 3 MEETINGS HELD financial and other risk management issues

STRATEGY 2.2 Protect employees health and safety in the workplace

ACTIONS MEASURE ACHIEVEMENT Employee Immunisation program Immunisations undertaken

Continued promotion and support of Healthy Staff attend Healthy Lifestyles Program Lifestyles Program

Smoke Free Policy being developed Smoking policy developed

Staff training in various WHS/Risk Management Training register is updated programs are kept current Staff training undertaken on time

Prevention of Bullying and Harassment Training Training undertaken

Conducting Risk Assessments Risk assessments completed

Asbestos Handling and Awareness Training undertaken

DOWN THE LANE, BRONWYN DANIELLO

66 GOVERNANCE COMPLIANCE GOVERNANCE COMPLIANCE

ELECTED MEMBER In addition to the above prescribed • Local Government Association ALLOWANCES allowances, the Mayor is provided Workers Compensation Scheme with a fully maintained motor – Elected Members – WHS In accordance with Section 76 vehicle, mobile phone allowance of Information (including Due of the Local Government Act $100/month and reimbursement of Diligence) Session – 1999, allowances payable to expenses related to Council business. 25 October 2016 elected members are determined independently by the Remuneration Elected members are also • ICAC Awareness Training – Mount Tribunal of South Australia. Wattle entitled to claim reimbursement of Gambier – 25 November 2016 Range Council has been classified expenses incurred in undertaking • Networking Lunch with the with similar size Councils in Group official Council business (eg. Governor His Excellency the 3. As prescribed the allowance for travel expenses) and are paid an Honourable Hieu Van Le and the Mayor is 4 times that of the additional allowance of $300 per Mrs Le – 3 February 2017 annum towards the maintenance Councillor, the Deputy Mayor being • Mainstreet SA State Conference of an internet connection and 1.25 times a Councillor. 2017 - Investing in the Vision – communication costs associated with Under the Act allowances will be 6 & 7 April 2017 Council related activities. adjusted on the first, second and • 2017 Local Government Electronic devices are provided to third anniversaries of periodic Association Council Best Practice assist all members with the conduct elections to reflect changes in Showcase and Annual General of their duties. the Consumer Price Index (CPI) Meeting – 20 & 21 April 2017 under a scheme prescribed by the • Networking Joint Council’s Dinner Regulations. ELECTED MEMBER TRAINING AND DEVELOPMENT (Southern Grampians Shire For those elected members who have Council / City of Mount Gambier The Local Government Act, been appointed Presiding Members / Glenelg Shire Council / Wattle 1999 requires that Council must of a Council Committee that is not a Range Council / District Council prepare and adopt a training and Prescribed Committee, an allowance of Grant) – 4 May 2017 of $154 per meeting with a maximum development policy for its Elected A number of internal workshops were amount of $922 per annum is also Members. held to provide additional background payable. The Policy is aimed at assisting information for Elected Members. Travel time allowances are also Elected Members in the performance and discharge of their functions and paid to elected members of non- ELECTOR REPRESENTATION metropolitan Councils for those duties. whose usual place of residence is The following Training Courses and Section 12 of the Local Government within the relevant Council area and Conferences were attended by Act, 1999 requires Councils to is located at least 30 kms from that Elected Members:- undertake a review of its Elector Representation as determined by Council’s principal office, via the most • 2016 Roads & Works the Minister. direct road route at the following Conference – Mount Gambier - rates:- 1 & 2 September 2016 Council last conducted its last Elector Representative Review in the 2013/14 • At least 30 km less than 50 km - • 2016 Local Government Association year. Following the completion $344 per annum Conference “Creating our Destiny” of the Review the State Electoral • At least 50 km but less than and Annual General Meeting – Commission approved the Council 100 km - $574 per annum 20 & 21 October 2016 proposal which included: • The retention of the Mayor as THE FOLLOWING ALLOWANCES WERE APPLIED ON THE the principal member of Council, 7TH NOVEMBER, 2016 BEING THE SECOND ANNIVERSARY elected at large by the community OF THE LAST PERIODIC ELECTION:- • The continuation of a 4 Ward structure with 11 Elected Members • An alteration to the existing MAYOR $52,412 ward boundaries with the Kintore Ward boundary absorbing portions (Rocky Camp area) of DEPUTY MAYOR the Corcoran Ward to allow for $16,379 all wards to be within the allowed elected ratios of +/- 10% This change was implemented at the ELECTED MEMBER $13,103 2014 Periodic Election.

GOVERNANCE COMPLIANCE 67 GOVERNANCE COMPLIANCE

POLICY AND • Register of Interests - Officers CODES ADMINISTRATION • Register of Public Road • Code of Conduct for Council DOCUMENTS • Register of Salaries and Members (Gazette) There are a number of registers, Allowances • Code of Conduct for Employees codes, policies and procedural (Gazette) POLICIES administrative documents used • Code of Practice - Discretionary by Council in the conduct of its • Caretaker Policy and Guidelines Procedures (Procedures at affairs, many of which are available • Community Engagement Policy Meetings) by visiting Council’s website or • Complaint Handling Policy • Code of Practice - Public Access for public inspection at Council • Contracts & Tenders - to Council and Committee Offices. The following is a list of Purchasing Policy Meetings and Associated mandatory documents required • Council Member Training & Documents to be kept in accordance with the Development Policy Local Government Act 1999 or Local • Elected Members Allowances, Government (Elections) Act 1999. Support and Facilities Policy REGISTERS • Informal Gathering Policy • By-Laws Register • Internal Review of Council • Community Land Register Decisions Policy • Fees and Charges Schedule • Naming of Roads Policy • Register of Elected Members’ • Order Making Policy Allowances and Benefits • Prudential Management Policy • Register of Interests – Elected Members

26 ORDERS 36 ORDERS MADE IN 27 INSTANCES 9 CURRENT TO EXCLUDE 2016/17 RETAINING OF RELEASED ORDERS HOLDING THE PUBLIC INFORMATION IN INFORMATION INFORMATION IN USING CONFIDENCE USING DURING 2016/17 CONFIDENCE AT SECTION SECTION 91 (7) (EXPIRED, CEASED OR END OF FINANCIAL 90 (2) REVOKED ORDERS) YEAR

CONFIDENTIALITY REASONS FOR GOING INTO CONFIDENCE (NOTE THAT A SINGLE ORDER MAY PROVISIONS HAVE HAD MULTIPLE REASONS FOR GOING INTO CONFIDENCE) The Local Government Act 1999 Personal affairs (using section 90(3)(a)) 9 (the Act) specifies circumstances in Commercial advantage (using section 90(3)(b)) 5 which Council can order the public Commercial info of confidential nature (using section 90(3)(d)) 7 to be excluded from a meeting so it can receive and discuss matters Matters affecting security and safety (using section 90(3)(e)) 6 in confidence. Minutes, reports and Prejudice the maintenance of law (using section 90(3)(f)) 1 documents from items considered in To ensure council does not breach any law (using section 90(3)(g) 2 confidence can also be ordered to remain confidential under section Legal advice (using section 90(3)(h)) 2 91 (7) of the Act. Tenders (using section 90(3)(k)) 5 Council maintains a register that details items that are currently held TOTAL 37 under confidentiality orders and the conditions under which they are kept.

68 GOVERNANCE COMPLIANCE GOVERNANCE COMPLIANCE

DATE OF ORDER TO EXCLUDE THE EXCLUDE TO ORDER PUBLIC 90(2) IN 2016-2017 CONFIDENCE IN RETAIN ITEMS SUBJECT SOME THAN MORE CONTAINED ORDER) ONE STILL OF END AT OPERATIVE MEETING SUBJECT 91(7) (NOTE THAT 30 JUNE 2017 10/05/2016 Beachport Industrial Land Division YES

12/07/2016 Inward Investment Proposal YES YES YES

13/09/2016 Review of Eligible Section 184 Sale of Properties for Unpaid Rates YES YES 4/10/2016 Interim Audit Management Letter - Dean Newbery & Associates YES YES YES 2/6/2017 22/11/2016 Legal Advice - Verbal Update YES YES YES

22/11/2016 Draft Strategic Community Plan 2017 to 2021 - Update YES YES Evaluation of Tenders and Approval of a Contractor for Scrap 13/12/2016 YES YES Metal Collection 13/12/2016 Millicent Civic & Arts Centre - Air-conditioning Tender YES YES

13/12/2016 Millicent and District Community Club YES YES YES

13/12/2016 Motor Grader Replacement YES YES

13/12/2016 2017 Australia Day Award Nominations YES YES

13/12/2016 Millicent Railway Lands YES YES YES

13/12/2016 Draft Community Strategic Plan 2017 - 2021 Objectives YES YES

17/01/2017 Dergholm Road Shoulder Sealing - Tender Evaluation YES YES

17/01/2017 Building Fire Safety Committee YES YES

17/01/2017 Wattle Range Social Issues Committee YES Australia Day Council of SA - Public Service Medal - Queen’s 17/01/2017 YES Birthday 2017 14/02/2017 SA Police YES

14/02/2017 Review of Eligible Section 184 Sale of Properties for Unpaid Rates YES YES Review of Business Operations Gladys Smith Early Learning Cen- 14/02/2017 YES YES YES tre Millicent 14/02/2017 Provision of Resources for Council Facilities YES YES YES

11/04/2017 Review of Confidential Orders YES YES

9/05/2017 Request for Variation to Cleaning Services Contract YES YES YES

18/05/2017 Draft Community Strategic Plan 2017 - 2021 YES YES

2/06/2017 Annual Review of Confidential Orders YES YES

2/06/2017 Draft Strategic Plan 2017 - 2021 YES YES

13/06/2017 CEO Annual Performance Review YES

GOVERNANCE COMPLIANCE 69 GOVERNANCE COMPLIANCE

ELECTOR TOTAL REPRESENTATION MEMBERS NUMBER QUOTA (INC. OF REPRESENTATION COUNCIL MAYOR) ELECTORS QUOTA Wattle Range Council has Alexandrina 12 19,735 1,644 been categorised by the Local Barossa Council 12 17,248 1,437 Government Grants Commission as a Rural Agriculture Very Large Council. Berri Barmera 9 7,327 814 The current representation Copper Coast 11 11,047 1,004 quota (Electors per Councillor) in Light Regional 11 10,145 922 comparison to other Councils within Loxton Waikerie 11 8,186 744 this group are outlined as follows: Murray Bridge 10 14,076 1,407 Derived from information provided Port Pirie 10 12,910 1,291 by the Electoral Commission of SA, Victor Harbor 10 12,148 1,214 current as at February, 2017 Wattle Range Council has 8,530 electors WATTLE RANGE 12 8,530 710 represented by 11 Elected Members Yorke Peninsula 12 9,194 766 plus the Mayor. The representation quota was 710. The representation quota for a Local Government authorities Council is the amount ascertained throughout the state are placed by dividing the number of electors in groups of similar size and type. for the area of the Council (as at the 1 ELECTED Wattle Range Council is grouped last closing date under the Local with ten other Council’s in this Government (Elections) Act 1999) MEMBER category in South Australia. by the number of members who The statewide average constitute the Council (ignoring any PER 710 representation quota for the fractions resulting from the division reporting period was 1,636. and expressed as a quota) Local RESIDENTS Government Act, 1999.

HUMAN RESOURCES TOTAL EMPLOYEES BY DEPARTMENT A total of 122 people were employed by Council throughout the 2016/17 47 CORPORATE period. This consisted of 86 full time, 18 permanent part time and 20 DEVELOPMENT 18 casual staff. 55 ENGINEERING

SECTION NUMBER DEPARTMENT AVERAGE AGE FEMALE MALE

Childcare 18 Corporate 38.1 18 0 Corporate 15 Corporate 41.1 11 4 Depot 45 Engineering 51.6 2 43 Development 13 Development 42.4 6 7 Engineering 10 Engineering 44.7 4 6

Finance 7 Corporate 44.4 5 2

Libraries 7 Corporate 51.7 6 1

Saleyards 2 Development 41.0 1 1 Tourism 5 Development 42.6 5 0 TOTAL 122 58 64

70 GOVERNANCE COMPLIANCE GOVERNANCE COMPLIANCE

REVIEW OF INTERNAL NATIONAL Council has a Contracts and DECISIONS COMPETITION POLICY Tender Policy which was developed Council is committed to transparent Council has an obligation under to provide transparency and decision making processes and Clause 7 of the National Competition accountability in purchasing and to providing access to a fair and Policy, to include certain relevant acquisition of goods and services. objective procedure for internal information pertaining to the The underlying principle of the Policy review of decisions. application of competition principles, is to ensure that Council purchases in its Annual Report as follows: deliver best value for money taking The Internal Review of Council account of the efficiency of the Decision Procedure provides • Council has determined that process and an acceptable level guidance for dealing with formal it has no ‘Significant Business of commercial risk. Council utilises requests for internal review of Activities’ as defined in the Clause local providers of goods and services decisions of Council, its employees 7 Statement where practicable and offering and other people acting on behalf • Council’s By-Laws were reviewed equivalent value for money at an of Council. in 2011/12 having regard to acceptable level of risk relative to competition principles other providers. NO INTERNAL • Council has adopted a Complaints REVIEW Process for the Principles of FREEDOM OF INFORMATION Competitive Neutrality A total of five (5) formal Freedom REQUESTS • No complaints were received of Information applications were WERE for 2016/17 received by Council, however only four (4) applications were processed RECEIVED COMPETITIVE PURCHASING OF GOODS AND SERVICES during the 2016/17 financial year DURING under the Freedom of Information Council delivers its services in a 2016/17 Act, 1991 as one application was variety of ways including in-house withdrawn prior to the payment provision, contract for service, of the relevant fees. Of the four INFORMATION STATEMENT competitive tendering and resource applications processed, one Each year Council publishes an sharing, and has adopted a service application was granted full access Information Statement in accordance provision policy to “provide quality to the documents, whilst the other with the provisions of the Freedom of services that meet customer needs three applications were granted Information Act, 1991 and the Local by utilizing resources (physical, partial access to the documents Government Act, 1999. financial and human) efficiently and detailed in the applications. (Refer to Appendix 1). effectively”.

FREEDOM OF INFORMATION APPLICATIONS APPLICATION 5 APPLICATIONS 4 PROCESSED 1 WITHDRAWN

PICK ‘N COONAWARRA, LYNDA HEINS GOVERNANCE COMPLIANCE 71 GOVERNANCE COMPLIANCE

EQUAL OPPORTUNITY RISK MANAGEMENT/ Wattle Range Council is an equal HEALTH & SAFETY opportunity employer and will employ Council continues to focus on the Risk COUNCIL’S the best person for a vacant position. Management and the Work Health CONFORMANCE Employees are encouraged to attend & Safety of Council workers which training courses to improve their includes contractors, volunteers SCORECARD skills base and their opportunity for and the public. advancement in their careers. Council’s Business Continuity COMMUNITY LAND Plan has progressed with a large percentage of the Incident Response Council is required to have in place Plans having being completed by a Community Land Management Plans 12/14 combination of Executive Leadership for all of its land that is classified as Team, Managers and work groups. “Community Land” in accordance Council continues to focus on Risk with the requirements of the Local INJURY Management including Volunteer Government Act. MANAGEMENT Management. Council periodically prepares In December 2016 the Local AND RETURN and adopts Community Land Government Association WorkCover Management Plans for new Compensation Scheme carried out TO WORK community land parcels and reviews a KPI Audit on Council Risk activities. its existing Management Plans for The objective of the annual KPI Audit community land parcels as the is to test conformance against the need arises. ReturnToWorkSA Code of Conduct Also, any land acquired or purchased for self-insured employers and by Council is automatically classified specifically nominated elements as community land unless excluded within the performance standards prior to acquisition. Typically, any for self-insurers. 5/5 land purchased or held for The KPI Audit, provides an important operational purposes (e.g. car mechanism for recommending parking, depots) is excluded from completion of identified non- the Community Land classification. WHS conformances and assisting Councils Prior to adopting a new Management to continuously improve their Work ELEMENTS Plan, Council is required to undertake Health and Safety management public consultation in accordance systems. with the Local Government Act.

During 2016/17 Council did not amend or implement any new Community Land Management Plans.

Council also has an obligation to undertake public consultation prior to the leasing of any community land.

Council undertook two separate consultations directly relating to leasing of community land and both resulted in no public comment being received by Council.

COUNCIL STAFF, BEANIES FOR CANCER

72 GOVERNANCE COMPLIANCE FINANCIAL PERFORMANCE

BONNEY BLUES BRONWYN DANIELLO

73 FINANCIAL PERFORMANCE Council has reported another strong year financially in 2016/17. Council’s Operating Surplus (before Capital Items) is $2.95 million, comparatively in 2015/2016 the Operating Surplus was $1.56 million; largely the difference is attributed to the accounting for the prepayment of the 2017/18 Financial Assistance Grants paid in advance in 2016/2017.

Following adjustments to assets and revaluations undertaken on Council’s Land, Footways, Stormwater, Buildings & Structures assets the Total Comprehensive Income reported in 2016/2017 was a surplus of $27.323 million.

SUMMARY COMPREHENSIVE INCOME STATEMENT 2017 2016

Operating Income $25,949 $22,512

Operating Expenditure $22,994 $20,951

Operating Surplus/Deficit $2,955 $1,561

Add - Capital Adjustments ($480) $600

Net Surplus/Deficit $2,475 $2,131

Add - Revaluation Adjustments $24,848 $35,534

Total Comprehensive Income $27,323 $37,495

2017 OPERATING 2017 OPERATING INCOME $000’S EXPENDITURE $000’S

Rates $18,065 Statutory Charges $285 Employee Costs $8,063 User Charges $2,129 Materials, Contracts Grants, Subsidies & & Other Expenses $9,968 Contributions $4,829 Depreciation, Amortisation Investment Income $109 & Impairment $4,425 Reimbursements $201 Finance Costs $538 Other Income $331

OPERATING SURPLUS / DEFICIT $000’S

$3,300 $2,955

$1,561 $1,086 $459 2013 2014 2015 2016 2017

74 FINANCIAL PERFORMANCE FINANCIAL PERFORMANCE

Council monitors its financial performance through three (3) Key Financial Indicators these being the Operating Surplus Ratio, Net Financial Liabilities Ratio and Asset Renewal Ratio.

KEY FINANCIAL INDICATORS

89% 94% 90%

64% 56% 50% 52% 36% 28% 11% 9% 13% 10% 7% 6% 2013 2014 2015 2016 2017

Adjusted Operating Suplus Ratio Net Financial Liabilities Ratio Asset Sustainability Ratio

The Adjusted Operating Surplus Ratio has been adjusted for the prepayment of the Federal Assisted Grants to better reflect actual performance. The result for 2016/2017 is 6% which continues to reflect strong budgetary constraint that Council has continued to adopt.

The Net Financial Liabilities Ratio is a key performance indicator of Council indebtedness. Council has set a target of not exceeding 100% for this ratio. For the year ended 2016/17 Council’s result was 10% which is reflective of Council decreasing its debt exposure. Council’s net debt at 30 June 2017 (including cash advance facilities) was $7.4 million, a decrease of approximately $1.1 million compared to the same time in the previous year. There was no new loans drawn down in 2016/17.

The Asset Sustainability Ratio is a key financial indicator of whether Council is renewing and replacing assets when they fall due. Council’s target is to obtain a range between 85%-100%. For 2016/2017 Council’s performance was 90%, which is well within the benchmark range.

Council’s cash and cash equivalents as at 30 June 2017 total was $8.36 million. This is an increase of cash holdings of $3.77 million. Council’s focus particularly in recent years is on paying debt down and not taking out any new borrowings. Consequently Council’s cash holding continues to increase to offset its exposure to fixed loan borrowings, the net effect of these treasury management measures has reduced Council’s debt exposure.

NET BORROWINGS $000’S

$12,000 $10,910 $9,650 $10,000 $8,522 $8,363 $7,351 $8,000 $6,000 $4,591 $7,406 $3,610 $4,000 $2,000 $192 $918 $0 2013 2014 2015 2016 2017

Loan Borrowings Cash

For a full copy of Council’s Annual Financial Statements, refer to Appendix 2.

FINANCIAL PERFORMANCE 75 ANNUAL AUDIT

Council’s Annual Financial Statements for 2016/17 were audited by Dean Newbery & Partners Chartered Accountants who were appointed as Council’s Auditors in May 2016, for a 5 Year term, pursuant to Section 128 of the Local Government Act 1999. Remuneration paid for the provision of Audit Services pursuant to Section 129 of the Local Government Act 1999 was $23,925. YOUR RATES Council’s Annual Business Plan Council’s challenge in framing its subsidies, fee paying services and is prepared on the basis of Annual Business Plan is to achieve commercial activities, the largest maintaining an appropriate level these outcomes without presenting portion of Council’s revenue is of both statutory and discretionary an unrealistic rate burden on the generated by General Rates. services to the Community, whilst Community. In addition, Councils can raise pursuing the key goals in Council’s While Council receives some money Separate Rates for specific Community (Strategic) Plan. from sources including State and purposes and Service Charges for Federal government grants and the provision of services provided The services provided by Council to the community. reflect both its obligations under a range of legislation and the $19.50 Community’s expressed desire for specific services, facilities and infrastructure. $8.20 ASSET MANAGEMENT 49c ECONOMIC DEVELOPMENT $11.78 (EXCLUDING TOURISM) GOVERNANCE ROADS, KERBS & FOOTPATHS EVERY & LEGAL $100 COMPLIANCE OF BUILDING $8.09 REGULATION, STORMWATER, $3.71 PUBLIC ORDER & SAFETY STREET LIGHTING, YOUR ENVIRONMENT $3.21

RATES & CWMS LIBRARIES $5.84 $11.79 & CULTURAL COMMUNITY ADMINISTRATION SUPPORT, HALLS AND CUSTOMER IS FACILITIES & TOILETS SPENT SERVICE $13.61 ON... DOMESTIC WASTE MANAGEMENT 98c $10.82 INTEREST ON PARKS, SPORT, POOLS & PLAYGROUNDS LOANS TOURISM & $1.97 VISITOR INFORMATION CENTRES

76 FINANCIAL PERFORMANCE YOUR RATES

RATING STRATEGY A Domestic Kerbside Waste MANDATORY REBATES Collection Service Charge was levied 32 properties received Mandatory Council reviews each year its rating on properties in defined kerbside Rebates of General Rates. strategy to assess if the previous collection areas. rating decisions are appropriate 1 Health Services $633 or need to be amended for the WASTE coming year. The rating strategy is COLLECTION 2 Community $30,358 a broad statement by the Council SERVICE CHARGE PER Services of the approach that it will take in CHARGE UNIT 2016/17 27 Religious $25,181 determining rates and the reasoning 2 Bins $244 2 Educational $16,979 for this approach. 2 Bins (Pension) $97.60 As part of this strategy Council 3 Bins $316 DISCRETIONARY REBATES continued the use of minimum rates 3 Bins (Pension) $126.40 42 Discretionary Rebates of General of $633 which was applied to eligible Rates were approved by Council. rateable assessments in the Council area. In addition Council continued to Concessions of 60% of the domestic 2 Educational $2,031 utilise 3 differential “rates in the dollar” Kerbside Waste Collection Service being Township, Rural Living and Rural. Charges were provided to pensioners. 2 Aged $7,865 Accommodatiion These differential rates are applied to SEPARATE LEVY the corresponding capital valuation 38 Community $40,237 Services of the eligible rateable properties to In 2016/17, Council raised a separate calculate the general rates revenue levy, based on land use, per rateable for Council each year. property for payment of the South PENSIONER & SELF-FUNDED East Natural Resources Management RETIREE REBATE GENERAL RATES Board levy of $954,960. The land use Council also provided an additional charges are as follows: In the context of the anticipated rebate of General Rates of $50 to all economic challenges facing our Township $69.30 eligible pensioners and self-funded community in 2016/17, Council retirees for the purpose of providing Commercial $122.20 adopted an increase in General Rate relief from increased costs of living. Revenue of 2.5%. Industrial $150.80 Primary Production $305.70 SERVICE CHARGES Council raised Service Charges This levy is collected on behalf of for the provision of Community the State Government and is not Wastewater Management Systems retained by Council. in the towns of Penola, Southend, Beachport and Kalangadoo. Rebates CWMS at a glance... SERVICE MANDATORY CHARGES OCCUPIED VACANT Penola $580 $434 32 REBATES Southend $580 $434 TOTALLING $73,151 Kalangadoo $580 $434 Beachport $661 $496 1,216 DISCRETIONARY PENSIONER + RETIREE REBATES 42TOTALLING $50,133 REBATES TOTALLING $206,876

FINANCIAL PERFORMANCE 77 78 APPENDIX 1 FREEDOM OF INFORMATION STATEMENT

AUTUMN VINE SANDI SPINK 79 GF/ 13.73.1/1

FREEDOM OF INFORMATION STATEMENT 2017/18

This Information Statement is published by the Wattle Range Council in accordance with the requirements of Section 9(1a) of the Freedom of Information Act, 1991. The purpose of this statement is to assist members of the public to identify the functions and decision making processes of Council, detail the type of information held by Council and advise how it can be accessed by the public.

An updated Information Statement will be published on the Council’s website at least once every 12 months. 1. STRUCTURE AND FUNCTIONS OF THE COUNCIL 1.1 Council The Council consists of the Principal Member (Mayor) and 11 Councillors who represent residents and ratepayers in four (4) wards – Corcoran Ward (5 Councillors); Kintore Ward (2 Councillors); Sorby Adams Ward (2 Councillors) and Riddoch Ward (2 Councillors).

“Council” is the body corporate consisting of elected members as constituted under the Local Government Act 1999. Council is established to provide for the government and management of its area at the local level and, in particular: a) to act as a representative, informed and responsible decision‐makers in the interest of its community; and b) to provide and co‐ordinate various public services and facilities and to develop its community and resource in a socially just and ecologically sustainable manner; and c) to encourage and develop initiatives within its community for improving the quality of life of the community; and d) to represent the interests of its community to the wider community; and e) to exercise, perform and discharge the powers, functions and duties of local government under the Local Government Act and other acts in relation to the area for which it is constituted. [s.6, Local Government Act] Ordinary meetings of the Council are held on the second Tuesday of every month at 5.00 p.m. Members of the public are welcome to attend the meetings that are held in the Council Chamber, Civic Centre, George Street, Millicent. All meetings are open to the public, with the exception of any matters subject to an order of confidentiality. [s.90 of the Local Government Act]. Notices of all meetings of Council and its Committees are available on Council’s website and from all Council Offices. One of the main opportunities for the community to gain information about the business of Council is through agendas and associated reports prepared for Council and Committee meetings. Agendas are placed on public display no less than three days prior to meetings. They are available on Council’s website at www.wattlerange.sa.gov.au and at each office of the Council that is open to the public for the general administration of Council business. -2-

1.2 Council Committees and Subsidiaries Council has established a number of Committees as detailed below:- 1.2.1 Development Assessment Panel The Development Act 1993 requires all Councils in South Australia to establish a Development Assessment Panel pursuant to Section 56A of the Development Act, 1993 to operate as the relevant authority under the Development Act to assess development applications. The creation of the Panel is to ensure that Council makes development decisions as a relevant planning authority pursuant to the Development Act, 1993 having sole regard to the Council’s authorised Development Plan and any referral advice to determine the merit of the proposal. The Local Government Act 1999 does not apply to the Development Assessment Panel. The Development Assessment Panel holds its meetings on an as required basis. No formal meeting schedule has been adopted. 1.2.2 Audit Committee Council is required to establish an Audit Committee in accordance with Section 126 of the Local Government Act, 1999. The Audit Committee makes recommendations to the Council on any area (within its terms of reference) where in its view action or improvement is needed. The Audit Committee holds its meetings quarterly. 1.2.3 Section 41 Committees A number of other Committees have been established by Council pursuant to Section 41 of the Local Government Act, 1999 comprising elected members, staff and members of the public to manage properties and/or facilities and to investigate and provide advice to Council on particular issues. These are as follows:- Beachport Boatramp Advisory Committee Beachport Recreation Centre Management Committee Economic Advisory Committee Greenrise Lake Advisory Committee Kalangadoo Riddoch Institute Management Committee Lake George Management Committee Lake McIntyre Management Committee Nangwarry Forestry and Logging Museum Committee Rendelsham Community Hall Management Committee Strategic Planning and Development Policy Committee Tantanoola Institute Hall Management Committee Wattle Range Marine Facilities and Development Committee Wattle Range Social Issues Planning Committee Wattle Range Youth Development Foundation Committees streamline Council business and assist in the performance of its functions. The membership of Committees and their Terms of Reference are determined by the Council. Committees meet at intervals determined in their respective Charters (available on Council’s website and at Council Offices) and make recommendations to Council. Meetings of Committees are open to the public with the exception of any matters subject to an order of confidentiality [s.90, Local Government Act]. -3-

Agendas and Minutes of all Committee Meetings are available on the Wattle Range Council website at www.wattlerange.sa.gov.au Chapter 6 of the Local Government Act and the Local Government (Procedures at Meetings) Regulations prescribe the way meetings of a Council and its Committees are to be conducted. 1.3 Delegations Schedule The Council Assessment Panel, Fire Prevention Officers and the Chief Executive Officer have delegated authority from Council to make decisions on specified administrative and policy matters. The Chief Executive Officer may sub-delegate to an employee or a Committee. Council’s Delegations Register reflects the delegated authority from the Council to the CEO (and subsequently any further sub-delegations). The Delegations Register is reviewed annually by Council and is available to be viewed by the public at the Principal Office of Council – Civic Centre, George Street, Millicent during business hours. In accordance with Section 44 and 101 of the Local Government Act, 1999 the Council has delegated relevant powers or functions to the Chief Executive Officer who may then sub-delegate to an employee or a Committee. 1.4 Functions of Council The functions of Council, set out in s7 of the Local Government Act 1999, include: a) to plan at the local and regional level for the development and future requirements of its area; b) to provide services and facilities that benefit its area, its ratepayers and residents, and visitors to its area; c) to provide for the welfare, well‐being and interests of individuals and groups within its community; d) to take measures to protect its area from natural and other hazards and to mitigate the effects of such hazards; e) to manage, develop, protect, restore, enhance and conserve the environment in an ecologically sustainable manner, and to improve amenity; f) to provide infrastructure for its community and for development within its area; g) to promote its area and to provide an attractive climate and locations for the development of business, commerce, industry and tourism; h) to establish or support organisations or programs that benefit people in its area or local government generally; i) to manage and, if appropriate, develop, public areas vested in, or occupied by, the Council; j) to manage, improve and develop resources available to the Council; k) to undertake other functions and activities conferred by or under the Act. [s6, Local Government Act] Section 41 of the Local Government Act empowers a Council to establish committees • To assist the Council in the performance of its functions • To enquire into and report to the Council on matters within the ambit of the Council’s responsibilities • To provide advice to the Council • To exercise, perform or discharge delegated powers, functions or duties

-4-

1.5 Services for the Community Council is required by legislation to: • Determine policies to be applied by the Council • Develop and adopt Strategic Management Plans • Prepare and adopt annual business plans and budgets • Establish an Audit Committee • Develop appropriate policies, practices and processes of internal control • Set performance objectives • Establish policies and processes for dealing with complaints, requests for service, and internal review of Council decisions • Determine the type, range and scope of projects to be undertaken by the Council • Deliver planning and development, dog and cat management, fire prevention and certain public health services • Provide the necessary administrative services to support Council’s functions Other services and activities are provided through the decision making processes of Council in response to local needs, interests and aspirations of individuals and groups within the community to ensure that Council resources are used equitably. These services include: Roads and Footways Stormwater Drainage Cemeteries Street Sweeping Street Lighting Public Conveniences Streetscapes Public Libraries Fire Protection and Prevention Parking Control Waste Management and Recycling Animal Management Swim Centres Environmental Health Development Control Community Buildings Tourism Services Child Care Services Economic Development Recreation and Sport Facilities Parks and Reserves Livestock Selling Facilities Youth Services Foreshore Management Effluent Disposal (CWMS Schemes) Aircraft Landing Facilities Caravan Parks Boat Launching Facilities 2. PUBLIC PARTICIAPTION Members of the public have a number of opportunities to put forward their views on particular issues before Council. These include:- Deputations to Council – With consent from the Mayor, a member of the public can address Council personally on or behalf of a group of residents/interested persons. Deputations/Presentations – With the consent of the Mayor, a member of the public can address the Council on any issues relevant to Council matter currently under consideration. Petitions – Written petitions can be addressed to the Council on any issue within the Council’s jurisdiction. Written Requests – A member of the public can write to the Council on any Council policy, activity or service. -5-

Elected Members – Members of the public can contact the Elected Members of Council to discuss any issues relevant to Council. Mayor and CEO Meetings – Meetings are held on a quarterly basis in Beachport, Millicent and Penola on a rotational basis. By appointment residents have an opportunity to discuss any issues relevant to Council. Community Consultation/Engagement - The Wattle Range Council is committed to open, honest, accountable and responsible decision making. Council’s Community Engagement Policy facilitates effective communication between Council and the community, encouraging community involvement and partnerships in planning and decision making. The policy sets out the steps Council will take in relation to public consultation and ensures that the most cost effective methods of informing and involving the community, which are appropriate for specific circumstances and consultation topics, are used. The policy is available via Council’s website at www.wattlerange.sa.gov.au. 3. ACCESS TO COUNCIL DOCUMENTS 3.1 Documents held by Council Most information and documentation held by Council is available for public viewing and is readily available without recourse to the Freedom of Information Act and we invite you to discuss your information needs with us. Records System: Council operates an electronic records and document management system for the effective management of Council’s records. Land and Property Information System: Council’s Land and Property Information system contains property‐related information (valuation, rates, ownership details) on each property in the Wattle Range Council area. 3.2 Policy documents available for inspection At the time of publishing this statement the following documents can be accessed from Council’s website and are available for public inspection at Offices of Council during business hours. Any new policy adopted by Council after publication of this statement will be similarly available. Codes • Code of Conduct for Council Employees (Gazette) • Code of Conduct for Council Members (Gazette) • Complaints Handling Procedure (Under Code of Conduct for Council Members) • Code of Conduct Development Assessment Panel • Code of Conduct Public Access to Council and Committee Meetings and Associated Documents • Code of Conduct for Volunteers • Code of Practice Discretionary Procedures (Procedures at Meetings) • Code of Conduct Child Safe Environment Mandatory Policies • Building Inspections Policy • Caretaker Policy • Caretaker Guidelines • Community Engagement Policy • Compliments and Complaints Handling Policy • Complaints Handling Procedure • Contracts and Tenders Sale of Assets Policy • Contracts and Tenders Purchasing Policy • Elected Member Allowances Support and Facilities Policy -6-

• Elected Member Training & Development Policy • Informal Gatherings Policy • Internal Control Policy • Internal Review of Council Decisions Policy • Naming of Roads and Public Places Policy • Order Making Policy • Prudential Management Policy • Requests for Service Policy Other Policies • Access - Properties Policy • Applications to Council for Funding Assistance Policy • Asset Accounting Policy • Asset Management Policy • Australia Day Awards Policy • Budget Reporting and Amendment Policy • Cemeteries Policy • Child Safe Environment Policy • General Approval for the Placement of Election Signs Guidelines • Council Logo Policy • Deputations to Council Policy • Development Assessment Panel Complaint Handling Procedure • Elected Member - Recognition of Service Policy • Enforcement Policy • Enforcement Policy – Unlawful Development • Fees - Development Applications Policy • Fencing - Council Contributions Policy • Fraud & Corruption Prevention Policy • General Environmental Policy • Gifts & Benefits Policy • Guarantee of Community Loans Policy • Hall & Facilities Hire Policy • Hardship (for Residential Customers of Minor and Intermediate Retailers) Policy and Customer Charter Sewerage Services • Health - Temporary Habitation Policy • Healthy Eating Policy • Itinerant Traders and Mobile Venders – Council Land Policy • Kerbside Waste and Recycling Collection Service Policy • Management of Donated Goods in Disaster Situations Policy • Media and Online Communications Policy • Millicent Stock Saleyards Quality Policy • Motor Vehicles Policy • Outdoor Dining Policy • Permits - Approval of Street Stalls, Raffles & Badge Days Policy • Provision of Information Policy • Rating Policy (Concessions and Rebates) • Recording of Meetings Policy • Records Management Policy • Recovery of Outstanding Debt Policy • Register of Interests Policy • Risk Management Policy • Roads - Contribution of the Provision of Policy • Smokefree Workplace Policy -7-

• Sponsorship of Events Policy • Treasury Management Policy • Tree Management Policy • Used Relocatable Building Applications Policy • Vulnerable Groups Policy • Volunteer Policy • Whistleblower Protection Policy • Wood Encouragement Policy 3.3 Other Council Documents Other documents which can be accessed on Council’s website include: • Animal Management Plan 2012-2017 • Annual Business Plan and Budget 2017/18 • Annual Reports since 2011/2012 • Asset Management Plan - Footways • Asset Management Plan – Plant and Equipment • Asset Management Plan - Roads • Council By-Laws • Council and Committee Agendas • Council and Committee Minutes • Council Committee Charters/Terms of Reference • Development Plan • Fees and Charges Schedule 2017/18 • Long Term Financial Plan 2018-2027 • Roadside Native Vegetation Management Plan • Strategic Plan 2018-2021

The following documents are available for public inspection or copies can be purchased from Council’s Principal Office, ‘Civic Centre’, George Street, Millicent. • Assessment Book • Audited Financial Statements • Community Land Register • Council By-Laws Register • Delegations Register • Development Application Register • Parking Control Register • Register of Dogs • Register of Elected Members – Allowances and Benefits • Register of Employee’s Salaries & Wages and Benefits • Register of Public Streets and Roads • Register of Interests • Register of Gifts and Benefits • Supplementary Development Plans • Voters Roll 3.4 Other Information Requests Requests for other information not publicly available will be considered in accordance with the FOI Act. Under this legislation, applicants seeking access to documents held by Council need to provide sufficient information to enable the correct documents to be identified and must complete the required application form and lodge it at the Council offices. Applications must be in writing and must specify that it is made under Section 13 of the FOI Act. -8-

If the documents relate to the applicant’s personal affairs, proof of identity may be requested. Requests will be dealt with as soon as practicable (and in any case, within 30 days) after receipt. If documents are being sought on behalf of another person relating to their personal affairs, Council may ask for a consent form signed by that person. Forms of access may include inspection or copies (subject to copyright laws) of documents, hearing and/or viewing of audio and/or video tapes, transcripts of recorded documents, transcripts of words recorded in shorthand or encoded form, or the reproduction of documents from digitised information. Council, on receiving a FOI application, may assist the applicant to direct the application to another agency or transfer the application to another agency if appropriate. If Council refuses access to a document, the Council must issue a certificate stating why the document is a restricted document. In some cases, retrieving the requested information involves considerable staff time. It is important to specify what is required as clearly as possible so staff can assist quickly and efficiently. If extraordinary staff time is required to comply with an information request, charges may apply. All general enquiries on FOI Act issues should be directed to Council’s Freedom of Information Officer. 4 FREEDOM OF INFORMATION APPLICATION FEES AND PROCESSING CHARGES Approved application fees are set in the FOI (Fees and Charges) Regulations 2003. A cheque/money order/cash for the appropriate amount must be forwarded to Council with the Freedom of Information Application. Processing charges may also apply for dealing with the application. These are set in the Freedom of Information Regulations and may include some free time when the request relates to the personal affairs of the applicant.

Schedule Fees and Charges as at 1 July 2017 On application for access to an agency's documents (section 13(c)) $34.25 For dealing with an application for access to an agency's document and in respect of the giving of access to the document (section 19(1)(b) and (c))— (a) in the case of a document that contains information concerning the personal affairs of the applicant— (i) for up to the first 2 hours spent by the agency in No charge dealing with the application and giving access (ii) for each subsequent 15 minutes so spent by the $12.80 agency (b) in any other case—for each 15 minutes so spent by the agency $12.80 Where access is to be given in the form of a photocopy of the $0.20 document (per page) Where access is to be given in the form of a written transcript of $7.70 words recorded or contained in the document (per page) Where access is to be given in the form of a copy of a photograph, The actual cost incurred x-ray, video tape, computer tape or computer disk the actual cost by the agency in incurred by the agency in producing the copy producing the copy Postage or delivery charges The actual cost incurred by the agency An application for review by an agency of a determination made $34.25 by the agency under Part 3 of the Act -9-

Fees will be waived for disadvantaged persons, as set in the Freedom of Information Regulations. i.e. No fee is required for current concession holders or if payment of the fee would cause financial hardship. At all times Council retains a discretion to waive, reduce or remit a fee for any reason it thinks fit. If, in the Council’s opinion, the cost of dealing with an application is likely to exceed the application fee, an advance deposit may be requested. The request will be accompanied by a notice that sets out the basis on which the amount of the deposit has been calculated. The Freedom of Information Officer will endeavour to work with the applicant to define the scope of the request and the costs involved. Freedom of Information requests to the Wattle Range Council are to be addressed to: Freedom of Information Officer Wattle Range Council PO Box 27 MILLICENT SA 5280 Forms are available at all Council Offices or via the Wattle Range Council website. 5 AMENDMENT TO COUNCIL RECORDS Under the Freedom of Information Act 1991, persons may request a correction to any information about themselves that is incomplete, incorrect, misleading or out of date. To gain access to these Council records, a person must complete and lodge with Council an application form as indicated above outlining the records that he/she wishes to inspect. If it is found that these require amendment, details of the necessary changes are to be lodged with Council’s Freedom of Information Officer. There are no fees or charges for the lodgement, or the first two hours of processing of this type of application and where there is a significant correction of personal records and the mistakes were not the applicant’s, any fees and charges paid for the original application will be fully refunded.

Ben Gower CHIEF EXECUTIVE OFFICER

DATED: 3 August 2017 Issued/Approved 2006 Last Reviewed: August, 2016 Next Reviewed: August, 2018 File Reference: GF/13.73.1/1 Responsible Officer: Manager - Administration

CAVES SONYA FRANCIS

APPENDIX 2 WATTLE RANGE COUNCIL ANNUAL FINANCIAL STATEMENTS 2016/17

89 Wattle Range Council

Annual Financial Statements 2016 - 2017

WATTLE RANGE COUNCIL

General Purpose Financial Reports for the year ended 30 June 2017

TABLE OF CONTENTS Page

Council Certificate 2

Principal Financial Statements Statement of Comprehensive Income 3 Statement of Financial Position 4 Statement of Changes in Equity 5-6 Statement of Cash Flows 7

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

Note 1 - Significant Accounting Policies 8-12 Note 2 - Income 13-15 Note 3 - Expenses 16-17 Note 4 - Gain or Loss on Disposal of Assets 18 Note 5 - Current Assets 19 Note 6 - Non-Current Assets 20 Note 7 - Infrastructure, Property, Plant & Equipment 21-25 Note 8 - Liabilities 26 Note 9 - Reserves 27-28 Note 10 - Reconciliation of Cash Flow Statement 29 Note 11 - Functions 30-31 Note 12 - Financial Instruments 32-34 Note 13 - Expenditure Commitments 35 Note 14 - Financial Indicators 36 Note 15 - Uniform Presentation of Finances 37 Note 16 - Operating Leases 38 Note 17 - Superannuation 39 Note 18 - Assets & Liabilities not Recognised 40 Note 19 - Error - Prior Years Adjustments 41 Note 20 - Related Party Disclosures 42

Audit Report – Financial Statements 43-44 Audit Report – Internal Controls 45-46 Council Certificate of Audit Independence 47 Audit Certificate of Audit Independence 48

Annual Financial Statements 2016 – 2017 - 1 -

WATTLE RANGE COUNCIL

ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2017

CERTIFICATION OF FINANCIAL STATEMENTS

We have been authorised by the Council to certify the financial statements in their final form. In our opinion:

 the accompanying financial statements comply with the Local Government Act 1999, Local Government (Financial Management) Regulations 2011 and Australian Accounting Standards.

 the financial statements present a true and fair view of the Council’s financial position at 30 June 2017 and the results of its operations and cash flows for the financial year.

 internal controls implemented by the Council provide a reasonable assurance that the Council’s financial records are complete, accurate and reliable and were effective throughout the financial year.

 the financial statements accurately reflect the Council’s accounting and other records.

Dated this 16th day of November 2017

Annual Financial Statements 2016 – 2017 - 2 -

WATTLE RANGE COUNCIL

STATEMENT OF COMPREHENSIVE INCOME for the year ended 30 June 2017

2017 2016 Notes $'000 $'000 INCOME Rates 2 18,065 17,046 Statutory charges 2 285 239 User charges 2 2,129 1,728 Grants, subsidies and contributions 2 4,829 2,457 Investment income 2 109 93 Reimbursements 2 201 167 Other income 2 331 782 Total Income 25,949 22,512

EXPENSES Employee costs 3 8,063 7,532 Materials, contracts & other expenses 3 9,968 8,191 Depreciation, amortisation & impairment 3 4,425 4,626 Finance costs 3 538 602 Total Expenses 22,994 20,951

OPERATING SURPLUS / (DEFICIT) 2,955 1,561

Asset disposal & fair value adjustments 4 (1,064) (171) Amounts received specifically for new or 2 584 741 upgraded assets NET SURPLUS / (DEFICIT) 2,475 2,131 transferred to Equity Statement

Other Comprehensive Income Changes in revaluation surplus - infrastructure, 9 24,893 35,449 property, plant & equipment Impairment (expense) / recoupments offset to 9 (45) (85) asset revaluation reserve

Total Other Comprehensive Income 24,893 35,364

TOTAL COMPREHENSIVE INCOME 27,323 37,495

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

Annual Financial Statements 2016 – 2017 - 3 -

WATTLE RANGE COUNCIL

STATEMENT OF FINANCIAL POSITION as at 30 June 2017

2017 2016 ASSETS Notes $'000 $'000 Current Assets Cash and cash equivalents 5 8,363 4,591 Trade & other receivables 5 1,455 1,478 Inventories 5 605 457

Total Current Assets 10,423 6,526

Non-current Assets

Financial Assets 6 329 369 Infrastructure, Property, Plant & Equipment 7 222,085 198,692 Total Non-current Assets 222,414 199,061 Total Assets 232,837 205,587

LIABILITIES Current Liabilities Trade & Other Payables 8 3,370 2,421 Borrowings 8 1,132 1,115 Provisions 8 1,710 1,638 Total Current Liabilities 6,212 5,174

Non-current Liabilities Borrowings 8 6,274 7,407 Provisions 8 231 209 Total Non-current Liabilities 6,505 7,616 Total Liabilities 12,717 12,790 NET ASSETS 220,120 192,797

EQUITY Accumulated Surplus 63,989 61,685 Asset Revaluation Reserves 9 154,918 130,070 Other Reserves 9 1,213 1,042 TOTAL EQUITY 220,120 192,797

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

Annual Financial Statements 2016 – 2017 - 4 -

WATTLE RANGE COUNCIL STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2017 Asset Accumulated Other TOTAL Revaluation Surplus Reserves EQUITY Reserve

2017 Notes $'000 $'000 $'000 $'000

Balance at end of previous reporting period 61,685 130,070 1,042 192,797 Restated opening balance 61,685 130,070 1,042 192,797

Net Surplus / (Deficit) for Year 2,475 - - 2,475

Other Comprehensive Income

9 Gain on revaluation of infrastructure, property, plant & - 24,893 - 24,893 equipment Impairment (expense)/ recoupments offset to asset 9 (45) revaluation reserve (45) Transfers between reserves 9 (171) - 171 -

Balance at end of period 63,989 154,918 1,213 220,120 (Continued Next Page)

Annual Financial Statements 2016 – 2017 - 5 -

Statement of Change in Equity Statement (Cont)

Asset Accumulated Revaluation Other TOTAL Surplus Reserve Reserves EQUITY

2016 Notes $'000 $'000 $'000 $'000

Balance at end of previous reporting period 61,321 94,706 828 156,855 Adjustment to give effect to changed accounting policies (1,553) (1,553)

Restated opening balance 59,768 94,706 828 155,302

Net Surplus / (Deficit) for Year 2,131 - - 2,131

Other Comprehensive Income

Gain on revaluation of infrastructure, property, plant & 9 - 35,449 - 35,449 equipment Impairment (expense)/ recoupments offset to asset 9 - (85) - (85)

revaluation reserve Transfers between reserves 9 (214) - 214 -

Balance at end of period 61,685 130,070 1,042 192,797

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

Annual Financial Statements 2016 – 2017 - 6 -

WATTLE RANGE COUNCIL

STATEMENT OF CASH FLOWS for the year ended 30 June 2017 2017 2016 CASH FLOWS FROM OPERATING ACTIVITIES Notes $'000 $'000 Receipts Rates - general & other 17,964 17,047 Fees & other charges 308 258 User charges 2,610 1,400 Investment receipts 106 81 Grants utilised for operating purposes 5,191 2,641 Reimbursements 220 184 Other revenues 1,140 1,825 Payments Employee Costs (7,939) (7,438) Materials, contracts & other expenses (10,748) (9,385) Finance payments (453) (594) Net Cash provided by (or used in) Operating Activities 10 8,299 6,019

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts specifically for new or upgraded assets 584 741 Sale of replaced assets 213 156 Sale of surplus assets 24 189 Repayments of loans by community groups 39 38 Payments Expenditure on renewal/replacement of assets (3,487) (3,647) Expenditure on new/upgraded assets (784) (1,387) Net Cash provided by (or used in) Investing Activities (3,411) (3,910)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from Borrowings - -

Payments Repayments of Borrowings (1,116) (1,128) Net Cash provided by (or used in) Financing Activities (1,116) (1,128)

Net Increase (Decrease) in cash held 3,772 981

Cash & cash equivalents at beginning of period 10 4,591 3,610 Cash & cash equivalents at end of period 10 8,363 4,591

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

Annual Financial Statements 2016 – 2017 - 7 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 1 - SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

1. Basis of Preparation 1.1. Compliance with Australian Accounting Standards This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.

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

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

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

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

2. The Local Government Reporting Entity Wattle Range Council is incorporated under the Local Government Act 1999 and has its principal place of business at 1 George Street, Millicent. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.

Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs.

Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Council's operations for the current reporting period.

In recent years the payment of untied financial assistance grants has varied from the annual allocation as shown in the table below:

Annual Financial Statements 2016 – 2017 - 8 -

Year Cash Payment Annual Allocation Difference Received 2014/15 $3,702,235 $2,445,769 + $1,256,466 2015/16 $1,198,074 $2,454,540 - ($1,256,466) 2016/17 $3,870,022 $3,870,022 + $1,315,450

Because these grants are untied, the Australian Accounting Standards require that payments be recognised upon receipt. Accordingly, the operating results of these periods have been distorted compared to those that would have been reported had the grants been paid in the year to which they were allocated.

The Operating Surplus Ratio disclosed in Note 15 has also been calculated after adjusting for the distortions resulting from the differences between the actual grants received and the grants entitlements allocated.

The actual amounts of untied grants received during the reporting periods (including the advance allocations) are disclosed in Note 2.

3. Cash, Cash Equivalents and other Financial Instruments Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition.

Receivables for rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are generally unsecured and do not bear interest.

All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful.

All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 12.

4. Inventories Inventories held in respect of stores have been valued by using the weighted average cost on a continual basis, after adjustment for loss of service potential. Inventories held in respect of business undertakings have been valued at the lower of cost and net realisable value.

5. Infrastructure, Property, Plant & Equipment 5.1. Land under Roads Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial.

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

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

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

Annual Financial Statements 2016 – 2017 - 9 -

5.3. Materiality Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of Capitalisation thresholds applied during the year are given in Note 7. No capitalisation threshold is applied to the acquisition of land or interests in land.

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

5.5. Depreciation of Non-Current Assets Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets.

Major depreciation periods for each class of asset are shown in Note 7. Depreciation periods for infrastructure assets have been estimated based on the best information available to Council, but appropriate records covering the entire life cycle of these assets are not available, and extreme care should be used in interpreting financial information based on these estimates.

5.6. Impairment Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for impairment. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash outflows or value in use).

For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that the current replacement cost exceeds the original cost of acquisition.

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

6. Payables 6.1. Goods & Services Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts.

6.2. Payments Received in Advance & Deposits Amounts received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.

7. Borrowings Loans are carried at their principal amounts which represent the present value of future cash flows associated with servicing the debt. Interest is accrued over the period to which it relates, and is recorded as part of “Payables”.

Annual Financial Statements 2016 – 2017 - 10 -

8. Employee Benefits 8.1. Salaries, Wages & Compensated Absences Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119.

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

Weighted average discount rate 2.340% (2016, 2.340%) Weighted average settlement period 10 years (2016, 10 years)

No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. Council does not make payment for untaken sick leave.

8.2. Superannuation The Council makes employer superannuation contributions in respect of its employees to the Local Government Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently. No changes in accounting policy have occurred during either the current or previous reporting periods. Details of the accounting policies applied and Council’s involvement with the schemes are reported in Note17.

9. Leases Lease arrangements have been accounted for in accordance with AASB 117.

In respect of finance leases, where Council substantially carries the entire risks incident to ownership, the leased items are initially recognised as assets and liabilities equal in amount to the present value of the minimum lease payments. The assets are disclosed within the appropriate asset class, and are amortised to expense over the period during which the Council is expected to benefit from the use of the leased assets. Lease payments are allocated between interest expense and reduction of the lease liability, according to the interest rate implicit in the lease.

In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to ownership of the leased items, lease payments are charged to expense over the lease term.

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

Annual Financial Statements 2016 – 2017 - 11 -

11. Pending Accounting Standards Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2017 reporting period and have not been used in preparing these reports. AASB 7 Financial Instruments – Disclosures AASB 9 Financial Instruments AASB 15 Revenue from Contracts with Customers AASB 16 Leases AASB 1058 Income of Not-for-Profit Entities Standards containing consequential amendments to other Standards and Interpretations arising from the above - AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. (Standards not affecting local government have been excluded from the above list.)

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

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

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

Annual Financial Statements 2016 – 2017 - 12 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 2 – INCOME 2017 2016 Notes $'000 $'000 RATES REVENUES General Rates 14,880 14,508

Less: Mandatory Rebates (134) (124)

Less: Discretionary rebates, remissions & write offs (81) (84) 14,665 14,300 Other Rates (including service charges) Natural Resource Management levy 901 299 Waste Collection & Disposal 1,332 1,292 Community Wastewater Management Systems (CWMS) 1,100 1,088 3,333 2,679 Other Charges Penalties for late payment 67 67 67 67

Total 18,065 17,046

STATUTORY CHARGES Development Act fees 165 116 Health & Septic Tank Inspection fees 17 15 Animal registration fees & fines 83 83 Other Licences / fines / expiation fees 20 25 285 239

USER CHARGES Cemetery fees 144 121 Childcare fees 803 577 Caravan Park fees 609 577 Livestock Saleyards 145 122 Rental / Lease fees 151 130 Beachport Boatyard 88 86 Aerodrome fees 29 27 Hall Hire 16 11 Sundry 144 77 2,129 1,728

INVESTMENT INCOME Local Government Finance Authority 97 80 Banks & Other 1 1 Loans to Community Organisations 11 12 109 93

Annual Financial Statements 2016 – 2017 - 13 -

NOTE 2 - INCOME (continued) 2017 2016 Notes $'000 $'000 REIMBURSEMENTS - for private works 61 47 - other 140 120 201 167

OTHER INCOME Insurance & Other Recoupments 180 184 Sundry 151 598 331 782

GRANTS, SUBSIDIES, CONTRIBUTIONS Amounts received specifically for new or upgraded assets 584 741 Other grants, subsidies and contributions 4,829 2,457 2017 2016 Untied - Financial Assistance Grant 3,769 1,198 Roads to Recovery 813 1,104 Library & Communications 27 26 Sundry 220 129 Sub Total 4,829 2,457 5,413 3,198 The functions to which these grants relate are shown in Note 2.

- Sources of grants Commonwealth government 21 189 State government 5,392 3,006 Other - 3 5,413 3,198

- Individually Significant Item On 9 June 2017, Council received payment of the first two instalments of the 2017/18 1,315 - Grant Commission (FAG) grant. In 2015/16 no prepayments were received.

This has materially increased Council's operating results in the previous year, as this amount was recognised as income upon receipt. Similarly material adverse effects will be experienced when grant payments are restored.

Annual Financial Statements 2016 – 2017 - 14 -

Note 2 - INCOME (continued) 2017 2016 Notes $'000 $'000 Conditions over grants & contributions Grants and contributions which were obtained on the condition that they be expended for specified purposes or in a future period, but which are not yet expended in accordance with those conditions, are as follows

Unexpended at the close of the previous reporting period 16 26 Less: expended during the current period from revenues recognised in previous reporting periods Childcare (16) (30) Subtotal (16) (30) Plus: amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions Childcare - 20 Subtotal - 20 Unexpended at the close of this reporting period - 16

Net increase (decrease) in assets subject to conditions in - (10) the current reporting period

Annual Financial Statements 2016 – 2017 - 15 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 3 – EXPENSES 2017 2016 Notes $'000 $'000 EMPLOYEE COSTS Salaries and Wages 6,503 6,218 Employee leave expense 709 642 Superannuation - defined plan contributions 17 487 454 Superannuation - defined benefit plan contributions 17 162 155 Workers' Compensation Insurance 334 322 Income Protection Insurance 111 111 Less: Capitalised and distributed costs (243) (370) Total Operating Employee Costs 8,063 7,532

Total Number of Employees 103 97 (Full time equivalent at end of reporting period)

MATERIALS, CONTRACTS & OTHER EXPENSES Prescribed Expenses Auditor's Remuneration - Auditing the financial reports 24 28 Bad & Doubtful Debts 3 - Elected Members' Expenses 264 255 Election Expenses 4 3 Operating Lease Rentals –cancellable leases 16 3 1 Subtotal - Prescribed Expenses 298 287

Other Materials, Contracts & Expenses Contractors 4,309 4,224 Energy 408 384 Materials 1,399 1,031 Fuel 443 437 Insurance 466 502 Legal Expenses 72 89 Levies paid to government - NRM levy 955 302 Telephone 126 117 Water 131 121 Subscriptions 173 187 Sundry 1,188 510 Subtotal - Other Materials, Contracts & Expenses 9,670 7,904 Total Other Materials, Contracts & Other Expenses 9,968 8,191

Annual Financial Statements 2016 – 2017 - 16 -

Note 3 - EXPENSES (cont) 2017 2016 Notes $'000 $'000 DEPRECIATION, AMORTISATION & IMPAIRMENT Depreciation Buildings Market Value 12 1,278 Buildings 520 Structures 374 Infrastructure - Sealed Roads 1,177 876 - Unsealed Roads 743 760 - Kerb & Gutter 259 260 - Footpaths 128 123 - CWMS (Community Wastewater Management Schemes) 448 448 - Stormwater Drainage 39 36 Plant & Machinery 712 639 Furniture & Fittings 13 13 Library Books - 193 Impairment Buildings & Other Structures 45 85 4,470 4,711 Less: Impairment expense offset to asset revaluation 9 (45) (85) reserve Total Depreciation, Amortisation & Impairment 4,425 4,626

FINANCE COSTS Interest on Loans 538 602 Total Finance Costs 538 602

Annual Financial Statements 2016 – 2017 - 17 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS

2017 2016 Notes $'000 $'000

INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT Assets renewed or directly replaced Proceeds from disposal 213 156 Less: Carrying amount of assets sold 1,271 290 Gain (Loss) on disposal (1,058) (134)

Assets surplus to requirements Proceeds from disposal 24 189 Less: Carrying amount of assets sold 30 226 Gain (Loss) on disposal (6) (37)

NET GAIN (LOSS) ON DISPOSAL OR REVALUATION OF (932) (171) ASSETS

Annual Financial Statements 2016 – 2017 - 18 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 5 - CURRENT ASSETS 2017 2016 CASH & EQUIVALENT ASSETS Notes $'000 $'000 Cash on Hand and at Bank 254 375 Short Term Deposits & Bills, etc 8,109 4,216 8,363 4,591

TRADE & OTHER RECEIVABLES Rates - General & Other 744 594 Accrued Revenues 22 19 Debtors - general 385 657 GST Recoupment 243 166 Prepayments 24 26 Loans to community organisations 40 39 Total 1,458 1,501 Less: Allowance for Doubtful Debts 3 23 1,455 1,478

INVENTORIES Stores & Materials 605 457 605 457 Aggregate write-downs and other losses recognised as an expense, and reversals of these, were not material in amount in either year. All such reversals occurred principally as a result of clerical inaccuracies during stores operations.

Annual Financial Statements 2016 – 2017 - 19 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 6 – NON - CURRENT ASSETS 2017 2016 FINANCIAL ASSETS Notes $'000 $'000

RECEIVABLES

Loans to Community Organisations 329 369 329 369

Annual Financial Statements 2016 – 2017 - 20 -

WATTLE RANGE COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017 Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT 2016 2017 $'000 $'000 FAIR AT FAIR ACCUM CARRYING AT FAIR ACCUM CARRYING VALUE AT COST AT COST VALUE DEP'N AMOUNT VALUE DEP'N AMOUNT ASSET CATEGORY LEVEL

Land - Community 3 7,598 - - 7,598 10,956 - - 10,956

Land - Other 2 4,862 - - 4,862 6,706 - - 6,706

Buildings – Market Value 2 42,283 964 (25,377) 17,870 1,190 - (12) 1,178

Buildings 3 17,407 4,453 (9,874) 11,986 37,332 166 (6,665) 30,833 Structures 2 - - - - 5,266 181 (2,135) 3,312 Structures 3 - - - - 14,575 16 (3,428) 11,163

Infrastructure

- Sealed Roads 3 114,723 - (31,533) 83,190 115,828 - (32,145) 83,683 - Unsealed Roads 3 38,337 - (10,343) 27,994 38,173 - (10,883) 27,290

- Kerb & Gutter 3 20,695 - (5,187) 15,508 20,721 - (5,425) 15,296

- Footpaths 3 4,669 - (753) 3,916 8,054 - (1,636) 6,418

- CWMS 3 14,646 8,733 (5,869) 17,510 14,647 8,733 (6,317) 17,063

- Stormwater 3 4,485 - (1,150) 3,335 4,231 - (1,054) 3,177

Plant & Equipment 2 7,963 2,347 (5,742) 4,568 6,799 3,416 (5,631) 4,584

Furniture & Fittings 2 253 30 (195) 88 253 70 (209) 114

Library Books 2 2,163 132 (2,295) - - - - -

WIP - - 267 - 267 - 312 - 312

TOTAL INFRASTRUCTURE PROPERTY, PLANT & 280,084 16,926 (98,318) 198,692 284,731 12,894 (75,540) 222,085 EQUIPMENT

Comparative Totals 218,147 15,046 (69,757) 163,436 280,084 16,926 (98,318) 198,692 This Note continues on the following pages.

Annual Financial Statements 2016 – 2017 - 21 -

Note 7 (Cont) - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT 2016 CARRYING AMOUNT MOVEMENTS DURING YEAR 2017 $'000 $'000 $'000 Asset Category CARRYING Additions Net CARRYING Disposals Depreciation Impairment Transfers AMOUNT New/Upgrade Renewals Revaluation AMOUNT Land - Community 7,598 ------3,358 10,956 Land - Other 4,862 44 - (30) - - - 1,830 6,706 Buildings – Market Value 17,870 - - - (12) - (17,519) 839 1,178 Buildings 11,986 - 166 (83) (520) (45) 6,262 13,067 30,833 Structures - 112 69 (69) (109) - 2,502 807 3,312 Structures - 10 6 (6) (265) - 8,761 2,657 11,163 Infrastructure - Sealed Roads 83,190 495 1,209 (220) (1,177) - 186 - 83,683 - Unsealed Roads 27,994 - 477 (514) (743) - 76 - 27,290 - Kerb & Gutter 15,508 - 54 (7) (259) - - - 15,296 - Footpaths 3,916 - 139 (7) (128) - (31) 2,529 6,418 - CWMS 17,510 - - - (448) - 1 - 17,063 - Stormwater 3,335 16 52 (24) (39) - 31 (194) 3,177 Plant & Equipment 4,568 99 971 (341) (712) - (1) - 4,584 Furniture & Fittings 88 - 40 - (13) - (1) - 114 Library Books ------WIP 267 8 304 - - - (267) - 312

TOTAL I.P.P & E 198,692 784 3,487 (1,169) (4,425) (45) - 24,893 222,085

2016 Comparative Totals 164,936 1,387 3,647 (516) (4,626) (85) - 35,449 198,692 This Note continues on the following pages.

Annual Financial Statements 2016 – 2017 - 22 -

WATTLE RANGE COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

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

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

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

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

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

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

Fair value hierarchy level 2 valuations: Certain land, and the buildings and structures thereon, are shown above as being based on fair value hierarchy level 2 valuation inputs. They are based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset.

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

Fair value hierarchy level 3 valuations of buildings, infrastructure and other assets: There is no known market for these assets and they are valued at depreciated current replacement cost. This method involves:

The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate.

The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council.

This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.

Annual Financial Statements 2016 – 2017 - 23 -

Capitalisation Thresholds

2016- 2017 2015- 2016 Buildings - new construction/extensions $5,000 $5,000 Other structures $5,000 $5,000 Road construction & reconstruction $5,000 $5,000 Paving & Footpaths, Kerb & Gutter $1,000 $1,000 Stormwater $1,000 $1,000 CWMS $5,000 $5,000 Office Furniture & Equipment $1,000 $1,000 Other Plant & Equipment $2,000 $2,000 Library Books $1,000 $1,000 Other Assets $1,000 $1,000

Estimated Lives 2016 – 2017 2015 – 2016 Plant, Furniture & Equipment Office Equipment 5 to 10 years 5 to 10 years Office Furniture 10 to 20 years 10 to 20 years Vehicles and Road-Making Equip 5 to 8 years 5 to 8 years Other Plant & Equipment 5 to 15 years 5 to 15 years Building & Other Structures Sub Structure 100 to 200 years 50 to 100 years Super Structure 100 to 200 years 50 to 100 years Roof 75 to 150 years 50 to 100 years Services (Electrical) 30 to 60 years 50 to 100 years Services (Fire) 20 to 40 years 50 to 100 years Services (Hydraulics) 30 to 70 years 50 to 100 years Services (Mechanical) 30 to 70 years 50 to 100 years Services (Security) 20 to 40 years 50 to 100 years Services (Transport) 25 to 50 years 50 to 100 years Site Infrastructure 45 to 90 years 50 to 100 years Site Services 30 to 60 years 20 to 40 years Fitouts & Fittings 30 to 60 years 50 to 100 years Fitouts (Floor Coverings) 25 to 60 years 50 to 100 years Sheds/Shelters 40 to 120 years 20 to 100 years Playground Equipment 20 to 40 years 5 to 15 years Lighting 25 to 50 years 10 to 20 years Effluent Disposal Point 30 to 60 years 20 to 40 years Fencing 25 to 100 years 20 to 40 years Infrastructure Sealed Roads – Surface 25 to 150 years 25 to 150 years Sealed Roads – Pavement /Sub Base 150 to 900 years 150 to 900 years Unsealed Roads 35 to 175 years 35 to 175 years Paving & Footpaths, Kerb & Gutter 15 to 80 years 15 to 80 years Drains 80 to 100 years 80 to 100 years Culverts 50 to 75 years 50 to 75 years Bores 10 to 40 years 10 to 40 years Stormwater - Pipes 60 to 80 years 60 to 80 years Stormwater - Other 15 to 100 years 15 to 100 years CWMS – Pipes 60 to 80 years 60 to 80 years CWMS – Mechanical & Electrical 10 to 15 years 10 to 15 years CWMS – Other 15 to 100 years 15 to 100 years Other Assets Library Books 0 years 0 years Various Other Assets 5 to 50 years 5 to 50 years

Annual Financial Statements 2016 – 2017 - 24 -

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

Freehold land and land over which Council has control, but does not have title, is recognised on the cost basis. No capitalisation threshold is applied to the acquisition of land or interests in land.

Land is recognised at Fair Value. The last revaluation was derived by utilising the valuations as at 30th June 2017 by the Valuer Generals Office. Additions are recognised on the cost basis.

Buildings & Structures Building and other structures assets were valued by Assetic Pty Ltd at market and depreciated current replacement cost as at the 1st July 2016. All acquisitions made after the respective date of valuation are recorded at cost.

During the financial year, a review of the assets classified and recorded as Buildings & Structures assets was completed and as a result, some assets have been reclassified into other assets classes within Note 7 as at 1st July 2016. A total value of $17.519 million assets were reclassified from the Buildings – Market Value assets class and transferred into other asset classes per the movement shown in Note 7. The reclassification of these assets has resulted in no impact on the financial performance or position of the Council.

Infrastructure Unsealed road and Sealed road assets were valued by Assetic Pty Ltd based on a condition assessment of Moloney Asset Management Systems. The condition assessment and assets were valued at depreciated current replacement cost as at the 30th June 2016.

Kerb & Gutter assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2016. All acquisitions made after the respective dates of valuation are recorded at cost.

Footpath assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2017. All acquisitions made after the respective dates of valuation are recorded at cost.

Stormwater Drainage assets were valued by Council officers at depreciated current replacement cost during the reporting period ended 30th June 2017. All acquisitions made after the respective dates of valuation are recorded at cost.

Community Wastewater Management Schemes were valued by Maloney Field Services Pty Ltd – Property Consultants and Valuers at depreciated current replacement cost as at the 30th June 2012. All acquisitions made after the respective dates of valuation are recorded at cost.

Plant, Furniture & Equipment Plant, furniture & equipment assets were valued by Maloney Field Services Pty Ltd – Property Consultants and Valuers at depreciated current replacement cost as at the 30th June 2012. All acquisitions made after the respective date of valuations are recognised at cost.

All other assets All other assets were valued by Maloney Field Services Pty Ltd – Property Consultants and Valuers at depreciated current replacement cost as at the 30th June 2012. All acquisitions made after the respective dates of valuation are recorded at cost.

Due to a change in Councils Asset Accounting Policy, Library books are no longer capitalised in bulk and fully depreciated in the year of purchase.

Annual Financial Statements 2016 – 2017 - 25 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 8 - LIABILITIES 2017 2016 $'000 $'000 TRADE & OTHER PAYABLES Notes Current Non-current Current Non-current Goods & Services 2,456 - 1,690 - Amounts Received in Advance 264 - 175 - Accrued Expenses - employee entitlements 196 - 166 - Accrued Expenses - other 194 - 109 - Deposits, Retentions & Bonds 260 - 281 - 3,370 - 2,421 -

BORROWINGS Loans 1,132 6,274 1,115 7,407 1,132 6,274 1,115 7,407 All interest bearing liabilities are secured over the future revenues of the Council.

PROVISIONS Employee Entitlements (including on costs) Annual Leave 742 - 712 - Long Service Leave 968 231 926 209 1,710 231 1,638 209

Annual Financial Statements 2016 – 2017 - 26 -

WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 9 - RESERVES

ASSET REVALUATION 1/7/2016 Net Increments Transfers, 30/6/2017 RESERVE (Decrements) Impairments

Notes $'000 $'000 $'000 $'000 Land 2,510 5,188 - 7,698 Buildings 16,200 13,906 (5,089) 25,017 Structures - 3,464 5,044 8,508 Infrastructure Sealed Roads 55,467 - - 55,467 Unsealed Roads 36,609 - - 36,609 Kerb & Gutter 4,690 - - 4,690 Stormwater Drainage 4,816 (194) - 4,622 CWMS 4,019 - - 4,019 Footways 3,558 2,529 - 6,087 Plant & Equipment 2,201 - - 2,201 TOTAL 130,070 24,893 (45) 154,918 2016 Totals 94,706 35,449 (85) 130,070

OTHER RESERVES 1/7/2016 Transfers to Transfers 30/6/2017 Reserve from Reserve Notes $'000 $'000 $'000 $'000 Specific Fund 828 2,432 (2,265) 995 Aged Accommodation 14 - - 14 Other Reserves 96 - - 96 Land Development 92 - - 92 Service Station 12 4 - 16 TOTAL OTHER RESERVES 1,042 2,436 (2,265) 1,213 2016 Totals 828 1,439 (1,225) 1,042

Annual Financial Statements 2016 – 2017 - 27 -

Note 9 (Cont) - RESERVES PURPOSES OF RESERVES

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

Specific Fund The specific fund is used to record transactions related to rates for a specific purpose ie CWMS and waste collection/disposal. The funds in this reserve are available for future maintenance of CWMS and waste collection/disposal.

Aged Accommodation The aged accommodation reserve was originally for establishment of an Aged Care and Medical Facility at Beachport. There was a subsequent community agreement to use the reserve to purchase equipment for Beachport Medical Clinic.

Other Reserve Other Reserve consists of a number of miscellaneous reserves that have been in existence for a number of years for a multitude of activities. Over the next twelve months these reserves will be reviewed and the number of specific items reduced.

Land Development This reserve holds the funds received (net of expenditure) following the sale of Mount Burr House.

Service Station Sinking Fund As per the Lease with the Service Station a contribution can be charged which will be used for future works associated with the Service Station, Millicent.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 10 - RECONCILIATION TO CASH FLOW STATEMENT

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

2017 2016 Notes $'000 $'000 Total cash & equivalent assets 5 8,363 4,591 Balances per Cash Flow Statement 8,363 4,591

(b) Reconciliation of Change in Net Assets to Cash from Operating Activities

Net Surplus (Deficit) 2,475 2,131 Non-cash items in Income Statement - Depreciation, amortisation & impairment 4,425 4,626 - Net increase (decrease) in unpaid employee benefits 124 94 - Change in allowances for under recovery (20) 20 - Grants for capital acquisitions treated as Investing Activity (584) (741) - Net (Gain) Loss on Disposals 171 1,064 7,484 6,301 Add (Less): Changes in Net Current Assets - Net (increase) decrease in receivables 44 (528) - Net (increase) decrease in inventories (148) (52) - Net increase (decrease) in trade & other payables 919 298 Net Cash provided by (or used in) operations 8,299 6,019

(c) Non-Cash Financing and Investing Activities - - (d) Financing Arrangements Unrestricted access was available at balance date to the following lines of credit: Bank Overdrafts - - Corporate Credit Cards 18 17 LGFA Cash Advance Debenture Facility 9,010 9,010

The bank overdraft facilities may be drawn at any time and may be terminated by the bank without notice. Council also has immediate access to a short-term draw-down facility, and variable interest rate borrowings under a cash advance facility, both from the Local Government Finance Authority of SA.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 11 – FUNCTIONS

INCOMES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS & ACTIVITIES FUNCTION INCOME EXPENSES OPERATING SURPLUS GRANTS INCLUDED IN TOTAL ASSETS HELD (DEFICIT) INCOME (CURRENT & NON- CURRENT) ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Business Undertakings 943 1,068 2,140 2,036 (1,197) (969) - - 14,405 12,220 Community Services 1,023 810 1,873 1,823 (850) (1,013) 85 66 12,956 10,991 Culture 25 20 108 107 (83) (87) - - 140 95 Library Services 41 36 530 872 (489) (836) 31 26 3,068 55 Economic Development 200 126 619 613 (419) (487) 40 - 125 15 Environment 107 72 796 674 (689) (602) 92 63 283 240 Recreation 92 67 2,020 1,935 (1,928) (1,868) 19 76 28,244 23,960 Regulatory Services 346 276 906 797 (560) (521) - - 802 680 Transport 1,653 1,407 5,624 4,831 (3,971) (3,424) 1,617 2,029 135,864 125,958 Governance Services 21,321 18,264 8,341 7,161 12,980 11,103 3,529 938 33,774 28,678 Unclassified Activities 198 366 37 102 161 264 - - 3,177 2,695 TOTALS 25,949 22,512 22,994 20,951 2,955 1,561 5,413 3,198 232,837 205,587

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

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 11 (cont) - COMPONENTS OF FUNCTIONS

The activities relating to Council functions are as follows:

Business Undertakings: Effluent Drainage, Caravan Parks, Council Housing, Saleyards, Land Development, Private Works

Community Services: Childcare Centre, Community Halls, Public Toilets (Clean and Maintain), Community Grant Scheme, Community Event Support, Community and Youth Development, Civic and Arts Centre.

Culture: Local History and Galleries.

Library Services: Millicent and Branch Libraries.

Economic Development: Millicent, Beachport and Penola Visitor Centres Operation, Limestone Coast Regional and Promotional Marketing.

Environment: Storm Water Drainage (Construct and Maintain), Street Lighting, Street Cleaning, Coastal Protection, Operate and Maintain Domestic Waste Disposal and Collection Dumps and Transfer Stations.

Recreation: Parks and Gardens Maintenance, Sport Facilities, Sport and Recreation Grant Scheme, Swimming Lake and Pools.

Regulatory: Development, Planning and Building Services, Dog Regulation and Control, Health Inspection, Fire Prevention and Parking Control.

Transport: Sealed and Unsealed Road Construction and Maintenance, Footpaths and Kerbing.

Governance and Support Services: Elected Member Support, Council Offices, Legislative Compliance and Reporting, Risk Management, Corporate Services, Engineering Administration.

Unclassified Activities: Public Debt Transactions, Plant and Machinery Operations, Depot Expenses.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 12 - FINANCIAL INSTRUMENTS

Recognised Financial Instruments Bank, Deposits at Call, Short Accounting Policy: Carried at lower of cost and net realisable value; Interest is recognised Term Deposits when earned. Terms & conditions: Short term deposits have an average maturity of 1 day and average interest rates of between 1.50% and 1.75% (2016: 1 day, 1.75% and 2.25%). Carrying amount: approximates fair value due to the short term to maturity. Receivables - Rates & Associated Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An Charges (including legals & allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is penalties for late payment) no longer probable. Terms & conditions: Secured over the subject land, arrears attract interest of 0.580% (2016: 0.600%) Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries in the State. Carrying amount: approximates fair value (after deduction of any allowance). Receivables - Fees & other Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An charges allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. Terms & conditions: Unsecured, and do not bear interest. Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries. Carrying amount: approximates fair value (after deduction of any allowance). Receivables - other levels of Accounting Policy: Carried at nominal value. government Terms & conditions: Amounts due have been calculated in accordance with the terms and conditions of the respective programs following advice of approvals, and do not bear interest. All amounts are due by Departments and Agencies of the Governments of the Commonwealth & State. Carrying amount: approximates fair value. Liabilities - Creditors and Accruals Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Council. Terms & conditions: Liabilities are normally settled on 30 day terms. Carrying amount: approximates fair value. Liabilities - Interest Bearing Accounting Policy: Carried at the principal amounts. Interest is charged as an expense as it Borrowings accrues. Terms & conditions: secured over future revenues, borrowings are repayable (describe basis); interest is charged at fixed (or variable - describe) rates between 4.75% and 7.00% (2016: 4.00% and 7.55%) Carrying amount: approximates fair value. Liabilities - Finance Leases Accounting Policy: accounted for in accordance with AASB 117.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 12 (cont) - FINANCIAL INSTRUMENTS Liquidity Analysis 2017 Due < 1 year Due > 1 year; Due > 5 years Total Carrying < 5 years Contractual Values Cash Flows $'000 $'000 $'000 $'000 $'000 Financial Assets Cash & Equivalents 8,363 - - 8,363 8,363 Receivables 717 210 202 1,129 1,043 Total 9,080 210 202 9,492 9,406 Financial Liabilities Payables 2,980 - - 2,980 2,980 Current Borrowings 1,549 - - 1,549 1,132 Non-Current Borrowings - 4,502 4,178 8,680 6,274 Total 4,529 4,502 4,178 12,792 10,386

2016 Due < 1 year Due > 1 year; Due > 5 years Total Carrying < 5 years Contractual Values Cash Flows $'000 $'000 $'000 $'000 $'000 Financial Assets Cash & Equivalents 4,591 - - 4,591 4,591 Receivables 570 440 253 1,263 1,276 Total 5,161 440 253 5,854 5,867 Financial Liabilities Payables 2,146 - - 2,146 2,146 Current Borrowings 1,598 - - 1,598 1,115 Non-Current Borrowings - 5,436 4,793 10,229 7,407 Total 3,744 5,436 4,793 13,973 10,668

The following interest rates were applicable to Council's borrowings at balance date:

30 June 2017 30 June 2016 Weighted Carrying Weighted Carrying Average Value Average Value Interest Rate Interest Rate % $'000 % $'000 Other Variable Rates 4.00 0 4.00 0 Fixed Interest Rates 5.84 7,406 6.20 8,522 7,406 8,522

Annual Financial Statements 2016 – 2017 - 33 -

Net Fair Value All carrying values approximate fair value for all recognised financial instruments. There is no recognised market for the financial assets of the Council.

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

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

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Policy (LGA Information Paper 15), liabilities have a range of maturity dates based on cash inflows. Council also has available a range of bank overdraft and short-term draw down facilities that it can access.

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

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 13 - COMMITMENTS FOR EXPENDITURE

2017 2016 Notes $'000 $'000 Other Expenditure Commitments Other expenditure committed for (excluding inventories) at the reporting date but not recognised in the financial statements as liabilities:

Audit Services 57 75 Waste Management Services 622 1,487 Employee Remuneration Contracts 2,179 2,106 Cleaning Contract 399 681 3,257 4,349 These expenditures are payable: Not later than one year 1,534 2,159 Later than one year and not later than 5 years 1,723 2,190 Later than 5 years - - 3,257 4,349

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 14 - FINANCIAL INDICATORS

2017 2016 2015 These Financial Indicators have been calculated in accordance with Information Paper 9 Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia. Detailed methods of calculation are set out in the SA Model Statements.

Operating Surplus Ratio 11.0% 6.9% 14.0% This ratio expresses the operating surplus as a percentage of total operating revenue.

Adjusted Operating Surplus Ratio 6.0% 13.0% 9.0% In recent years the Federal Government has made advance payments prior to 30th June from future year allocations of financial assistance grants, as explained in Note 1. The Adjusted Operating Surplus Ratio adjusts for the resulting distortion in the disclosed operating result for each year.

Net Financial Liabilities Ratio 10% 28% 36% Net Financial Liabilities are define as total liabilities less financial assets These are expressed as a percentage of total operating revenue.

Asset Sustainability Ratio 90% 94% 89% Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets divided by the optimal level of such expenditure per I& as noted in the Long Term Financial Plan.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 15 - UNIFORM PRESENTATION OF FINANCES

The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis. All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on the same basis. The arrangements ensure that all Councils provide a common 'core' of financial information, which enables meaningful comparisons of each Council's finances.

2017 2016 $'000 $'000

Income 25,949 22,512 less Expenses 22,994 20,951 2,955 1,561 less Net Outlays on Existing Assets Capital Expenditure on renewal and replacement of Existing Assets 3,487 3,647 less Depreciation, Amortisation and Impairment 4,425 4,626 less Proceeds from Sale of Replaced Assets 213 156 (1,151) (1,135) less Net Outlays on New and Upgraded Assets Capital Expenditure on New and Upgraded Assets (including investment property & real estate developments) 784 1,387 less Amounts received specifically for New and Upgraded Assets 584 741 less Proceeds from Sale of Surplus Assets 24 189 (including investment property and real estate developments) 176 457

Net Lending / (Borrowing) for Financial Year 3,930 2,239

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 16 – OPERATING LEASES

2017 2016 Notes $'000 $'000 Lease payment commitments of Council Council as entered into a non-cancellable operating lease for photocopying equipment. The lease does not impose any additional restrictions on Council in relation to additional debt or further leasing. The lease in relation to the photocopying equipment permits Council, at expiry of the lease to elect to re-lease, return or acquire the equipment leased. The lease does not contain any escalation clauses.

Commitments under non-cancellable operating leases that have not been recognised in the financial statements are as follows;

These expenditures are payable: Not later than one year 3 3 Later than one year and not later than 5 years 8 11 Later than 5 years - - 11 14

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 17 – SUPERANNUATION

The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). There are two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Marketlink and/or Salarylink. All other employees (including casuals) have all contributions allocated to Marketlink. Marketlink (Accumulation Fund) Members Marketlink receives both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of employee earnings in accordance with superannuation guarantee legislation (9.50% in 2016/17; 9.50% in 2015/16). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund. Salarylink (Defined Benefit Fund) Members Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Fund’s Trustee based on advice from the appointed Actuary. The rate is currently 6.3% (6.3% in 2015/16) of “superannuation” salary. In addition, Council makes a separate contribution of 3% of salary for Salarylink members to their Marketlink account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue. The Salarylink Fund is a multi-employer sponsored plan. As the Salarylink section’s assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions

The most recent actuarial investigation was conducted by the Fund's actuary, A C Miller, FIAA, of Russell Employee Benefits Pty Ltd as at 30 June 2014. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time.

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

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 18 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED IN THE STATEMENT OF FINANCIAL POSITION

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

a) LAND UNDER ROADS As reported elsewhere in these Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.

At reporting date, Council controlled 2,441 km of road reserves of average width 20 metres.

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

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

Council has recognised the potential losses arising from claims known at reporting date based on average historical net cost (including insurance excess) of similar types of claims. Other potential claims not reported to Council may have existed at reporting date.

c) BANK GUARANTEES Council has guaranteed certain loans and other banking facilities advanced to community organisations and sporting bodies, amounting to $244,725 (2016: $169,000) at reporting date.

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

d) LEGAL EXPENSES Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council had notice of one appeal against planning decisions made prior to reporting date. All known costs have been recognised, but the amount of further costs cannot be known until the appeals are determined.

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 19 – ERROR - PRIOR YEAR ADJUSTMENTS

Council capped the Canunda Landfill in 2013/14, this was accounted for in error as an asset. As per the requirements under AASB108, Council has chosen to recognise the retrospective restatement by amending the earliest prior period Asset & Equity Balances as follows;

Fair Opening Adjustment Restated Value Balance 1/7/15 Opening Balance 1/7/15 $,000 $,000 $,000 Note 7 Infrastructure, Property, Plant & Equip Buildings & Structures 3 13,539 (1,500) 12,039

Statement of Financial Position Assets Infrastructure, Property, Plant & Equipment 200,245 (1,500) 198,745 Total Non - Current Assets 200,614 (1,500) 199,114 Net Assets 194,350 (1,500) 192,850 Equity Accumulated Surplus 63,238 (1,500) 61,738 Total Equity 194,350 (1,500) 192,850 Statement of Changes in Equity Accumulated Surplus 63,238 (1,500) 61,738 Total Equity 194,350 (1,500) 192,850

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WATTLE RANGE COUNCIL

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2017

Note 20 - RELATED PARTY DISCLOSURES

KEY MANAGEMENT PERSONNEL

The Key Management Personnel of the Council include the Mayor, Councillors, CEO and certain prescribed officers under section 112 of the Local Government Act 1999. In all, 28 persons were paid the following total compensation: 2017 $'000 Salaries, allowances & other short term benefits $ 1,994 Post-employment benefits Long term benefits Termination benefits TOTAL $ 1,994

Other than amounts paid as ratepayers or residents (e.g. rates, swimming pool entry fees, etc.), Council received the following amounts in total: 2017 $'000 Contributions for fringe benefits tax purposes $ 45 Planning and building applications fees $ 2 Rentals for Council property TOTAL $ 47

PARTIES RELATED TO KEY MANAGEMENT PERSONNEL Key Management Personnel (KMP) and relatives of KMP’s own a retail business from which various supplies were purchased as required either for cash or on 30 day account. Purchases from this one business was $54,269 during the year on normal commercial terms. Five (5) close family members of key management personnel are employed by Council in accordance with the terms of the Award, and as recorded in the public Register of Salaries maintained in accordance with section 105 of the Local Government Act 1999. No key management personnel or close family members (including related parties) lodged planning and building applications during the year.

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Annual Financial Statements 2016 – 2017 - 44 -

Annual Financial Statements 2016 – 2017 - 45 -

Annual Financial Statements 2016 – 2017 - 46 -

WATTLE RANGE COUNCIL

ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2017

CERTIFICATION OF AUDITOR INDEPENDENCE

To the best of our knowledge and belief, we confirm that, for the purpose of the audit of the Wattle Range Council for the year ended 30 June 2017, the Council’s Auditor, Dean Newbery & Partners, has maintained its independence in accordance with the requirements of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999 made under that Act.

This statement is prepared in accordance with the requirements of Regulation 16A(2) Local Government (Financial Management) Regulations 1999.

Dated this 16th day of November 2017

Annual Financial Statements 2016 – 2017 - 47 -

Annual Financial Statements 2016 – 2017 - 48 -

APPENDIX 3 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016/17

WILD SEA STEVEN GRAY

139 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION

ANNUAL REPORT 2016-17 PRESIDENTS REPORT

Through the work of its Constituent Councils, LC LGA will continue to seek and to expand partnerships with Local Government organisations in other regions of South Australia and western Victoria, working across shared boundaries in recognition of the benefits of coordinated action on common issues and opportunities.

To that end, the Board continues to support the adopted five Regional Strategies that will guide the work of the LC LGA over the coming years.

INFRASTRUCTURE Regional leadership and advocacy to ensure that regional infrastructure is fit for purpose and has the capacity to meet the region’s current and future needs.

Our Roads and Transport Management Group have produced an updated 2030 Transport Plan, a series of Actions Plans that ranks priority road works and completed a network road deficiency study. These documents are critical in our efforts to attract further funding for the road network.

SUSTAINABLE ECONOMY Regional leadership and advocacy to promote a thriving and sustainable economy capitalising on our diverse resources, sustaining growth, prosperity and employment throughout the region.

Our regional Tourism program continues to produce outstanding outcomes and with the adoption of the Regional Strategic Plan and Implementation Plan our region is well position and enjoys a sound working relationship with the South Australian Tourism Commission and other regional bodies.

The Associations Economic Development group is looking to update its Work Plans and we look forward to a strategic document that outlines some key projects for the region. We will continue to work closely with the RDA Limestone Coast and other State and Federal bodies involved in regional development.

Our staff have worked closely with the Limestone Coast Collaborative and since becoming custodians of the Regional Brand have produced regional promotional material and have developed an implementation plan for the strategic rollout of the Brand.

ENVIRONMENTAL SUSTAINABILITY Advocacy and partnerships to responsibly manage our natural environment and resources, ensuring sustainability and diversity.

Our Waste Project Officer has been active this year and ran a very successful waste education program across the Limestone Coast schools with winners announced at the June Board meeting. The committee have also planned to produce a Regional Waste Infrastructure Plan and this document will be a catalyst for future waste management planning.

The LC LGA have partnered with the RDA Limestone Coast and the SENRM Board to form a new committee to address the Actions identified in the Limestone Coast Regional Climate Change Adaptation Plan. All three bodies have contributed funds to bring onboard a Project Officer in the new financial year. That person will work closely with the committee to assess and prioritise the identified actions in the plan and produce a Work Plan for the two-year project.

2 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 COMMUNITY AND SOCIAL WELLBEING Advocacy and partnerships to enhance the quality of life, health and opportunities for our regional communities.

We have two very successful programs running under this pillar. The first is the Road Safety Program that has been funded by the Motor Accident Commission for the past three years. Whilst the current program come to an end on the 30 June 2017 the Motor Accident Commission has extended the program for a further 12 months in recognition of the valuable work that has been carried out.

The second is the StarClub project – we continue to assist many regional sporting clubs with governance, planning, sustainability and sports excellence training. An exciting development will be the launch of the Limestone Coast Academy of Sport with a planned date for this being August 2017.

GOVERNANCE, LEADERSHIP AND FINANCIAL SUSTAINABILITY Regional leadership and effective Constituent Council coordination to ensure that LC LGA continues as an efficient and well-governed regional organisation.

As the peak Local Government body in the region with important leadership, advocacy and coordination roles it remains imperative that we continued to address issues from a regional perspective. The achievements of the Association will continue to be driven by the direction and input of all LC LGA Board members and its Constituent Councils.

To support our efforts in the area of lobbying and advocacy I continue to prosecute the regions concerns in my capacity as a Board member with the Local Government Association of South Australia and in the position of President of the South Australian Regional Organisation of Councils.

We acknowledge the tremendous efforts of Federal Member of Parliament Mr Tony Pasin MP and State Members Mr Troy Bell MP and Mr Mitch Williams MP. Your assistance and support is not only valued but greatly appreciated.

We would like to extend a special thank you to those agencies that have contributed partner funding over the past twelve months. Without your valuable contribution, many of our projects would not go ahead. South Australian Tourism Commission, Office for Recreation and Sport, KESAB, RDA Limestone Coast, Local Government Association of South Australia, the Australian Federal Government and finally our member Councils – your continued support is very much appreciated.

On behalf of the Board I would like to acknowledge the efforts of our dedicated staff over the past 12 months: Dominic Testoni, Michaela Bell, Tony Elletson, Biddie Shearing, Rob Forgan, June Saruwaka, Mae Steele and Alice MacLeod.

Finally, I would like to acknowledge the continued support of the constituent council Mayors, elected members and Chief Executive Officers.

Mayor Erika Vickery President LC LGA

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 3 INTRODUCTION

This document is the Annual Report of the Limestone Coast Local Government Association Inc (LC LGA). for the period 1st July 2016 to 30th June 2017. This document is prepared pursuant to the Local Government Act 1999 to report to Constituent Councils on the work and operation of the Association for the preceding financial year.

This Report details the activities of the Association to represent and serve the seven Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation.

OUR ASSOCIATION LC LGA was established as a regional body on 6th October 1885. LC LGA is a regional subsidiary representing its Constituent Councils and is established pursuant to Section 43 of the Local Government Act 1999 by the Constituent Councils.

The Association is comprised of the following Constituent Councils:

1. District Council of Grant

2. Kingston District Council

3. City of Mount Gambier

4. Naracoorte Lucindale Council

5. District Council of Robe

6. Tatiara District Council

7. Wattle Range Council

Under its Charter, LC LGA’s objectives are to:

öö Work in association with both the Local Government Association of South Australia (LGASA) and the Australian Local Government Association to assist in the achievement of their aims and objectives

öö Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level

öö Facilitate and co-ordinate activities of local government at a regional level related to social, environmental and community development with the object of achieving improvement for the benefit of the communities of its Constituent Councils

öö Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the representation and status of local government when dealing with other governments, private enterprise and the community

öö Develop further co-operation between its Constituent Councils for the benefit of the communities of its region

öö Develop and manage policies which guide the conduct of programs and projects in its region with the objective of securing the best outcomes for the communities of the region

öö Undertake projects and activities that benefit its region and its communities

öö Associate, collaborate and work in conjunction with other regional local government bodies for the advancement of matters of common interest

öö Implement programs that seek to deliver local government services on a regional basis

4 THE LC LGA BOARD

The LC LGA Board comprises nominated representatives from each of the Constituent Councils, and is chaired by the LC LGA President. Each Constituent Council can nominate up to two Deputy Board Members.

LC LGA BOARD MEMBERS 2016-17

COUNCIL DELEGATE DEPUTY BOARD MEMBER/S

Cr Hanna Persello City of Mount Gambier Mayor Andrew Lee Cr Ian Von Stanke

Cr Brian Collins District Council of Grant Mayor Richard Sage Cr Bruce Bain

Wattle Range Council Mayor Peter Gandolfi Cr Robert Dycer

District Council of Robe Mayor Peter Riseley Cr Harvey Nolan

Cr Kay Rasheed Kingston District Council Mayor Reg Lyons Cr Chris England

Cr Scott McLachlan Naracoorte Lucindale Council Mayor Erika Vickery Cr Craig McGuire

Cr Diana Penniment Tatiara District Council Mayor Graham Excell Cr Robert Mock

The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2016 - 2017. Meetings are hosted by Constituent Councils on a rotational basis.

The Coorong District Council attends LC LGA meetings as welcomed observers.

OFFICE BEARERS 2016-17 In accordance with the LC LGA Charter, the positions of LC LGA President and Vice President are appointed at the Annual General Meeting, held in February.

At the Annual General Meeting in February 2017, Mayor Erika Vickery was again elected as LC LGA President, to serve in the position for a period of 12 months. Mayor Richard Sage was elected as LC LGA Vice President.

During 2016 - 2017, the Executive Officer role was filled by Dominic Testoni. Galpins are the appointed Auditor.

During 2016 - 2017, LC LGA engaged the following staff to deliver regional programs:

STAFF MEMBER ROLE

Dominic Testoni Executive Officer

Michaela Bell Project Manager

Tony Elletson STARCLUB Field Officer

Rob Forgan Regional Community Road Safety Officer

June Saruwaka Regional Waste Management Coordinator

Biddie Shearing Tourism Development Manager

Alice Macleod (until January 16, 2017) Administration Officer

Mae Steele (commenced January 16, 2017) Executive Support Officer

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 5 LC LGA WORKING PARTIES & COMMITTEES

DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA

Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC).

COUNCIL LC LGA REPRESENTATIVE

LGA Board Mayor Erika Vickery Mayor Richard Sage (Proxy)

SAROC Mayor Erika Vickery Mr Dominic Testoni Mayor Richard Sage (Proxy)

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

ASSOCIATION COMMITTEES AND WORKING PARTIES

To undertake specific projects or fulfil areas of operational responsibility, LC LGA convenes a number of committees and working parties. LC LGA acknowledges the work of all who have contributed to the following committees and working parties throughout 2016 - 2017.

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

Cr Jamie Jackson Tatiara District Council Mr Surya Prakash

Mr Daryl Sexton City of Mount Gambier

Mr Steve Bourne Naracoorte Lucindale Council

Mr Dave Worthley Kingston District Council

LC LGA Roads and Transport Working Group Mr Peter Halton Wattle Range Council

Mr Adrian Schutz District Council of Grant

Mr Trevor Hondow District Council of Robe Cr David Loxton (proxy)

Mr Dominic Testoni LC LGA Mr Rob Forgan

Mayor Graham Excell Tatiara District Council

Mayor Erika Vickery LC LGA President

Mr Mark McShane City of Mount Gambier

Mayor Richard Sage District Council of Grant Mr Trevor Smart (proxy) Limestone Coast Economic Development Dr Helen Macdonald Naracoorte Lucindale Council Reference Group Mr Roger Sweetman District Council of Robe

Mr Ben Gower Wattle Range Council Mr Steve Chapple

Mr Dominic Testoni LC LGA

Mr Andrew MacDonald Kingston District Council

6 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 LC LGA WORKING PARTIES & COMMITTEES

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

South East Relief Trust (SERT) Current trustees are LC LGA President and Vice President

Mr Andrew MacDonald Kingston District Council

Mr Steve Bourne Naracoorte Lucindale Council

Mr Daryl Sexton City of Mount Gambier

Mr Trever Smart District Council of Grant

Mayor Pater Riseley District Council of Robe

Cr Robert Mock Tatiara District Council Limestone Coast Climate Mrs Lauren Oxlade Wattle Range Council Adaption Committee Mr David Wheaton RDA Limestone Coast

Ms Michelle Benison DEWNR

Ms Kerry DeGaris SE NRM Board

Mr Tim Collins DEWNR

Mr Dominic Testoni LC LGA

Mrs Michaela Bell LC LGA

Mr David Worthley Kingston District Council

Mr Steve Bourne Naracoorte Lucindale Council

Cr Des Mutton Mr Daryl Sexton (to May 2017) City of Mount Gambier Mr Nick Serle (from May 2017)

Ms Nicole Dodds District Council of Grant LC LGA Regional Waste Management Committee Mr Nick Brown District Council of Robe

Mr Andrew Pollock Tatiara District Council

Mr Peter Halton Wattle Range Council Mrs Lauren Oxlade

Mr Dominic Testoni LC LGA

Mrs June Saruwaka LC LGA

Mrs Sally Klose Naracoorte Lucindale Council

Mr Kingsley Green Tatiara District Council

Mr Andrew MacDonald Kingston District Council

Mr Roger Sweetman District Council of Robe Limestone Coast Tourism Ms Barbara Cernovskis City of Mount Gambier Management Group Ms Jane Fetherstonhaugh District Council of Grant

Ms Paula Bennet Wattle Range Council

Mr Dominic Testoni LC LGA

Mrs Biddie Shearing LC LGA

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 7 LC LGA WORKING PARTIES & COMMITTEES

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

Ms Naomi Fallon Tatiara District Council

Ms Sally Klose Naracoorte Lucindale Council

Ms Heather Schinkel Kingston District Council

Mr Nick Brown District Council of Robe Regional Sport & Recreation Advisory Group Ms Ashlea Fisher City of Mount Gambier

Ms Jane Fetherstonhaugh District Council of Grant

Ms Sarah Mrzec Wattle Range Council Mr Steve Chapple

Mr Tony Elletson LC LGA

ASSOCIATION REPRESENTATION - OUTSIDE ORGANISATIONS

LC LGA has numerous representatives on working parties, boards and committees including State Government boards, cross border bodies and regional boards and committees. This representation allows LC LGA to keep in touch with communities, and have input to new and existing initiatives. During 2016-2017, LC LGA made or continued the following appointments to other organisations.

BOARD / COMMITTEE REPRESENTATIVE COUNCIL

South East Natural Resources Management Board Mr Dominic Testoni LC LGA

Local Government Association of SA Mayor Erika Vickery (Delegate) Naracoorte Lucindale Council

LGA Board Mayor Richard Sage (Proxy) District Council of Grant

Mayor Erika Vickery (Delegate) Naracoorte Lucindale Council

SAROC Mayor Richard Sage (Deputy Delegate) District Council of Grant

Mr Dominic Testoni (Delegate) LC LGA

South East Regional Bushfire Prevention Mr Dominic Testoni LC LGA Committee

South East Zone Emergency Management Mr David Hood (Chair) Naracoorte Lucindale Council

Committee Mr Dominic Testoni (Deputy Delegate) LC LGA

Mr Dominic Testoni LC LGA Limestone Coast Zone (Local Government Controller)

Emergency Centre Committee Mr Leith McEvoy District Council of Grant (Local Government Deputy Controller)

Green Triangle Freight Action Plan – Mr Peter Halton Wattle Range Council

Implementation Management Group Cr Ian Von Stanke City of Mount Gambier

Southern Border Fire Coordination Association Mr Dominic Testoni LC LGA

Limestone Coast Community Services Roundtable Mayor Erika Vickery Naracoorte Lucindale Council

Mayor Erika Vickery Naracoorte Lucindale Council Regional Development Australia Mayor Richard Sage District Council of Grant Limestone Coast Mayor Andrew Lee City of Mount Gambier

8 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 STRATEGIC ACTIVITIES 2016-17

1. INFRASTRUCTURE

DESIRED REGIONAL OUTCOME LC LGA ROLE LC LGA ACTIONS 2016-17

Lead the implementation of the LC LGA 2030 Regional Transport Plan, including a 1.1.1 Regional Leadership review in response to updated wood flow data and council requirements.

Advocate for appropriate State and Australian Government investment in the upgrade, maintenance and operation of the Existing and future regional infrastructure South East drainage and bridge network, 1.1 is fit for purpose and has the capacity to 1.1.2 Advocacy in partnership with the South East Natural meet the region’s needs. Resources Management Board, RDA Limestone Coast and the South Eastern Water Conservation and Drainage Board.

Effectively coordinate regional submissions for the Special Local Roads Program to 1.1.3 Council Coordination maximise investment in regional road infrastructure.

Effectively coordinate and manage a Councils to protect built heritage, heritage regional Heritage Advisory Service for the 1.2 1.2.1 Council Coordination spaces and the region’s cultural heritage. benefit of Constituent Councils and private owners.

Advocate for the region for improved and sustainable services from State and Development of a regional approach to the Australian Governments in meeting our 1.3 maintenance and provision of improved 1.3.1 Advocacy regional needs for: and new infrastructure and utility services. • Roads • National Broadband Network • Mobile phone coverage

1.1.1 LC LGA 2030 Regional Transport Plan: LC LGA member Councils had been considering developing key strategic documents to complement the 2030 Regional Transport Plan for the past few years. To progress this work, in September 2016 the Roads and Transport Management Group held a workshop facilitated by HDS Australia to not only discuss and map out the process to update the 2030 Transport Plan but to carry out a road deficiency assessment, develop Regional Road Action Plans with the final piece of work to develop an SLRP Roads database. This project commenced in November 2016 with the documents being formally endorsed by the Management committee in April 2017.

1.1.2 South East drainage and bridge network: Several meetings have been held with the Manager Drainage Operations with the Department of Environment and Natural Resources about the priority listing for road and bridge upgrades. We have continued to prosecute the regions concerns with the continued under-investment in the road and bridge network and highlighted the importance of this network to the continued economic viability of the region.

1.1.3 Special Local Roads: LC LGA submitted nine prioritised applications for funding under the Special Local Roads Program (SLRP) for 2016-2017, requesting a total of $1,654,000.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 9 STRATEGIC ACTIVITIES 2016-17 0.184 0.142 0.415 0.150 0.200 COUNCIL CONTRIBUTION ($M) 0.183 0.142 0.415 0.150 0.200 SLRP GRANT REQUESTED ($M) 0.367 0.284 0.830 0.300 0.400 2016-17 2016-17 PROJECT COAST ($M) New New New New New NEW / CONT NEW / CONT PROJECT Stage 1 - Reconstructing and upgrading the sealed the intersection of Pigeon Flat Road to JBS from road Meatworks Factory (0.9km). PROJECT DETAILS PROJECT Reconstruct and upgrade the 1.4km segment of Pigeon Flat Meatworks Road to Cup a Road from Works will involve a complete re-construction of a 3.2km will involve a complete re-construction Works section of Bool Lagoon Road. The location these works start the Bool Lagoon Road intersection and finishes from 2kms to the west at intersection of Moyhall Road. Works of the existing and reconstruction will include the realignment 5.8m wide sealed pavement to a 9.0m with 7.0m 300mm bitumen seal. The pavement will be constructed from of 70mm minus crushed rubble and include the replacement This pavement of the stormwater drainage infrastructure. Road is 200mm wider than Naracoorte Lucindale Council’s of the seal edges and to give some protection Hierarchy with will be completed by NLC works crew shoulders. Works rubble sourced. The road is sealed from a distance of 1km from Glenelg a distance of 1km from is sealed from The road 2.2kms being unsealed. The River Road with the remaining support Centre the sealing of South East Natural Resources as the transport the road link needs to be maintained at its public issues, improve erosion level and will reduce current (boardwalk, safety and accessibility to the Ponds precinct walking trails and fishway). Access is currently regional to private vehicles due the state of road. restricted The project is proposed to be completed in stages, with is proposed The project approximately and reconstructing Stage 1 rehabilitating 1.5km. The additional staging to complete the project would be dependent on available funding at the time. It is over four stages. anticipated to complete the project ROAD ROAD (PRIMARY PURPOSE) Meatworks Road (Freight) Pigeon Flat Road (Freight) Bool Lagoon Road (Tourism) Piccaninnie Ponds Road (Tourism) Wandilo Wandilo Road Forest (Freight) Tatiara District Tatiara Council COUNCIL Tatiara District Tatiara Council Naracoorte Lucindale District Council of Grant Wattle Range Wattle Council REGIONAL REGIONAL PRIORITY 1 2 3 4 5

10 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 STRATEGIC ACTIVITIES 2016-17 0.196 0.100 0.040 COUNCIL CONTRIBUTION ($M) 0.382 0.100 0.040 SLRP GRANT REQUESTED ($M) 0.783 0.200 0.080 2016-17 2016-17 PROJECT COAST ($M) New New New NEW / CONT NEW / CONT PROJECT Works will involve a complete re-construction of a 2.5km will involve a complete re-construction Works section of Coles Killanoola Road. The location these works start 1.35km South of Coles Spence Junction and finishes from will 3.85kms to the south of Coles Spence Junction Works of the existing and reconstruction include the realignment unsealed pavement to a 10.0m with 6.8m bitumen completed by Wattle seal in line with the construction recently Range Council at the southernwork. extent of this proposed 350mm of 70mm minus The pavement will be constructed from of the stormwater crushed rubble and include the replacement drainage infrastructure. pavement is in line with Naracoorte This trafficable Lucindale with the extended shoulders to be Road Hierarchy Council’s between on this road completed previously works with consistent Range Council and Naracoorte Lucindale Council. Wattle the of road, 9.8 kilometres to renew Range Council proposes Wattle wide and it has a 10mm single bitumen is 6.2 metres existing road that Furner coat seal. It is proposed Road would be sealed with a additional skid these works shall provide new 7mm SAM reseal, will be The road the useful life of road. and prolong resistance, linemarked with two coats of glass bead paint, several Intersections and junctions will have additional guide posts installed to increase clear delineation, and minor vegetation trimming works will increase zone widths. Furner10 kilometres Road is located approximately Northwest of Millicent as shown in Appendix A, it is part of a main from transportation for vehicles heading in a Southerly direction route A bitumen sealing the community of Furnerarea. and its surrounding the seal design and a provided company has inspected the road, quotation for the above works, Council will complete other works. Council has undertakenSA Power a lighting audit through Networks and was advised of non- compliance throughout portions of the township. This application is for upgrade to meet the (district town centre) of lighting in the main streets will involve the placement of This project required. standard lights on existing columns and installation of one (1) new column. PROJECT DETAILS PROJECT Coles Killanoola Road (Freight) Furner Road (Social) / Agnes Street / Holland Street Hanson Street (Tourism) ROAD ROAD (PRIMARY PURPOSE) Naracoorte Lucindale Wattle Range Wattle Council Kingston District Council COUNCIL 6 7 8 REGIONAL REGIONAL PRIORITY

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 11 1.2.1 Heritage Advisory Service: LC LGA currently engages Habitable Places Architects to deliver the Limestone Coast Heritage Advisory Services to Constituent Councils on a fee-for-service, under an Agreement for 2016-2021.

The Heritage Adviser works closely with and under the direction of Councils’ planning and development assessment staff to provide timely and considered professional advice that includes:

öö Heritage conservation advice

öö Statutory DA assessment and advice

öö Policy advice to Council

öö Local Heritage Development Plan Amendments

öö CDAP/Heritage Committee

öö State Heritage Unit

A copy of the Heritage Advisors Annual Report for 2016-2017 is available from participating councils or the LC LGA.

1.3.1 Advocate for the region for improved and sustainable services from State and Australian Governments in meeting our regional needs for; roads, national broadband network and mobile phone coverage:

Discussions have continued to be held with the Department of Planning, Transport and Infrastructure about the road network and the need to look at more collaborative models of delivering road maintenance and capital improvements.

LC LGA has continued to work with RDA Limestone Coast, the LGA South Australia and Federal and State members of parliament to ensure our region is recognised for continued mobile black spot funding.

12 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 STRATEGIC ACTIVITIES 2016-17

2. SUSTAINABLE ECONOMY

DESIRED REGIONAL OUTCOME LC LGA ROLE LC LGA ACTIONS 2016-17

Lead the Limestone Coast Economic Diversification Project. Convene the Limestone Coast Economic 2.1.1 Regional Leadership Development Group, and lead the A growing and diverse economy, based on implementation of the Limestone Coast the region’s natural assets and innovative Economic Diversification Group Work Plan. community, under the priorities of: 2.1 Premium Food and Wine from our Clean Strongly advocate for investment, projects, Environment; and Growing Advanced 2.1.2 Advocacy legislation/policy review or development to Manufacturing. promote economic growth in the region.

Partner with RDA Limestone Coast to drive 2.1.3 Partnership economic development projects for the Region.

Advocate for and support industry leadership and support the work of the 2.2.1 Advocacy Limestone Coast Collaborative and recently adopted regional Brand. A thriving and well-supported tourism Deliver a Regional Tourism Industry 2.2 industry, growing the region’s status as a 2.2.2 Delivery Development Program for the Limestone visitor destination. Coast.

Continue to represent the region at the Regional Leadership and 2.2.3 Regional Tourism Chairs Forum at State Advocacy level.

Assist key regional bodies and the South Australian Government with the objective to A sustainable population base with the grow our population, develop our regional 2.3 skills and capability to grow regional 2.3.1 Advocacy workforce, and to build skills and capability economic development. in our communities, through participation in the development of a Limestone Coast Attraction and Retention Strategy.

2.1.1 Convene the Limestone Coast Economic Development Reference Group: The Group continues to be an important forum to further regional priorities. The Group consists of LC LGA members, RDA Limestone Coast and the South East Natural Resources Management Board (SENRMB). It continues to work with the State Government through Primary Industries and Regions SA (PIRSA) and the Department of State Development. Some of the major projects discussed include:

öö Bio-economy project: RDA Limestone Coast continue to lead this project and have assessed a number of applications for feasibility of bio- economy concepts.

öö Regional Leadership Program: A steering committee has been formed and has been developing a pilot program that can be rolled out across the Limestone Coast. An application was submitted into the Building Better Regions Fund Community Stream with a decision on the success of the application expected in September 2017.

öö Investor and export ready: Member Councils continue to be very active in this space and have continued to investigate new markets and looking to investigate the regions readiness to export.

öö Innovation hub: preliminary work carried out to investigate the feasibility of developing a hub.

öö Red meat cluster: The Red Meat Cluster has continued to assess the potential of the sector and to gain valuable information related to Industry Benchmarking and Decision Support Systems. They have also conducted a successful series of agent workshops and run several informative webinars.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 13 STRATEGIC ACTIVITIES 2016-17

2.1.2 Strongly advocate for investment, projects etc: We continue to have a strong working relationship with the RDA Limestone Coast and cooperate on regional projects.

2.1.3 Partner with RDA Limestone Coast to drive economic development: As the lead agency in the Limestone Coast we recognise the importance of resourcing the RDA so that they can continue to represent the regions interests. Our member Councils are looking to continue to be a strategic funding partner. The ongoing partnership will be guided by assessing key strategic projects related to economic diversification activities, the provision of a support service for small business and leadership to attract external funding into the region.

2.2.1 Advocate and support industry leadership: The Limestone Coast Collaborative has moved into a brand implementation phase and we will continue to investigate linkages into the work that the Collaborative envisaged and the benefits our member Councils can derive from this brand development and industry leadership.

In January 2017, the LC LGA officially became the custodians of the Limestone Coast Brand and oversee the ongoing governance and support along with the implementation and management of the regional brand

The LC LGA is currently working on the Activation & Implementation of the Limestone Coast Brand through the: 1. Development of a Brand Communication Strategy 2. Development of a Brand Implementation Plan

These two Plans are expected to be completed by August 2017 and detail a series of Strategies and Initiatives that will support and optimise engagement with the new LCC brand, its adoption, proliferation and stakeholder promotion and guide the work of the Limestone Coast Collaborative.

2.2.2 Deliver a Regional Tourism Industry Development Program: The regional tourism program continues to be a strategic partnership between LC LGA and the South Australian Tourism Commission. The focus has been to facilitate activities to develop business capacity, grow tourism business through more visitation and longer length of stay. This is achieved through a comprehensive work plan which aligns with the LC LGA Strategic Priority No.2 - SUSTAINABLE ECONOMY: A thriving and well supported tourism industry, growing the regions status as a visitor destination. In the past twelve months, we have endorsed the Regional Tourism Strategy and accompanying Implementation Plan

2.2.3 Regional Tourism Chairs Forum: LC LGA has continued to represent the region at the State Level. We have been representing the regions views to the State body and has sought directly from the LC LGA TIDM on many occasions to ensure our work plans remain relevant and in sync with other regional areas.

2.3.1 Assist key regional bodies and the South Australian Government with the objective to grow our population: The Limestone Coast Attraction and Retention Strategy is still being considered. Funding for the project has been set aside in the next twelve months to complete this work and to develop a Regional Growth Strategy. We continue to have discussions on the best way to approach the strategy with RDA Limestone Coast and Department of State Development.

14 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 STRATEGIC ACTIVITIES 2016-17

3. ENVIRONMENTAL SUSTAINABILITY

DESIRED OUTCOME LC LGA ROLE LC LGA ACTIONS 2016-17

Through implementation of the Local Government Resource Industry Protocol 2015, lead appropriate regional action to ensure that resource development projects, including mining and unconventional 3.1.1 Advocacy and Partnership gas, are environmentally sustainable, Local Government is a key partner in have approval of impacted landholders, the sustainable management of the 3.1 provide for community consultation, and environment and natural resources in the are governed by legislation and regulation region. appropriate to the Limestone Coast.

In partnership with Natural Resources South East and RDA Limestone Coast, 3.1.2 Partnership participate in the Climate Change Vulnerability Assessment and Planning Project.

Coordinate shared resources for the Regional Waste Management Coordinator 3.2.1 Council Coordination to deliver a regional approach to waste

A regional approach to landfill minimisation management. 3.2 and innovative waste management. In partnership with Constituent Councils, implement the South East Regional Waste 3.2.2 Delivery Management Strategy to facilitate a regional approach to waste management.

Partner with Natural Resources South Well-managed and protected terrestrial, East to deliver two Australian Government wetland, coastal and marine environments, 3.3 3.3.1 Partnership funded coastal projects: Implementing the with active partnership from all responsible Limestone Coast and Coorong Coastal organisations. Action Plan; and Limestone Coastwatchers.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 15 STRATEGIC ACTIVITIES 2016-17

3.1.1 Local Government Resource Industry Protocol 2015: LC LGA continues to represent the region with regard to unconventional gas exploration and mining practices that are environmentally sustainable. Each member Council continues to communicate with their respective constituents and we remain open to having a mature debate about the perceived benefits of this industry whilst weighing up the impacts that may be caused to our fragile environment. The Limestone Coast is a unique part of Australia with vast groundwater reserves that should not be compromised if the best scientific evidence suggests there is a risk of environmental degradation or the chance of contamination.

3.1.2 Limestone Coast Regional Climate Adaptation Plan. The Limestone Coast Regional Adaptation Plan project is an initiative of RDA Limestone Coast, LC LGA and the SENRMB. The Regional Adaptation Plan identifies adaptation options for the Limestone Coast to address key vulnerabilities or opportunities presented by a changing climate. The LCRCCAP identified 10 key decision areas for action for the Limestone Coast:

1. Coastal Landscapes 2. Vulnerable members of the community 3. Water security 4. Irrigated agriculture, horticulture and viticulture 5. Marine habitats & fisheries 6. Natural ecosystems 7. Recreation, open space and public realm 8. Road infrastructure 9. Tourism 10. Wetlands

A Sector Agreement was signed between the Government of South Australia (represented by the Minister for Climate Change), LC LGA, RDA Limestone Coast and SENRMB at Bordertown on 11 September 2016. The Agreement will operate as a memorandum of understanding between the partners and sets out the partners’ commitment and governance arrangements for implementing the actions in the LCRCCAP. The signatories of the Sector Agreement agreed that it would be beneficial for implementation of the LCRCCAP to formalise a committee. The Limestone Coast Climate Adaptation Committee (LCCAC) has been established to oversee the Implementation of the LCRCCAP

3.2.1 Regional Waste Management Coordinator: This is a fully funded position from the member Councils. The primary purpose of the position is to develop a regional approach to landfill minimization and innovative waste management. The management committee is made up of representatives of each of the member councils and meet bi-monthly to set priorities and monitor the work program.

3.2.2 Implement the South East Regional Waste Management Strategy: Initiatives for the past twelve months include; Public awareness campaigns through Bin Tagging and bio economy forum ‘Waste? Make Money, Save Money’, The Limestone Coast School Waste Reduction and Recycling Challenge & regional submissions to the Parliamentary Enquiry into Waste Management Industry & South Australia’s Waste & Resource Recovery Infrastructure Plan.

3.3.1 Implement the Limestone Coast and Coorong Coastal Action Plan and Limestone Coastwatchers: LC LGA is actively involved in a number of coastal management initiatives in the Limestone Coast.

The Limestone Coast and Coorong Coastal Management Group is a sub-committee of LC LGA formed to implement the Limestone Coast and Coorong Coastal Action Plan. The Group comprises Local Government, State Government and community representatives, and focuses on all aspects of coastal management across the region, including biodiversity protection and enhancement, pest control, coastal access and tourism.

LC LGA is the proponent for two significant regional coastal management projects funded by the Australian Government:

1. Implementing the Limestone Coast and Coorong Coastal Action Plan 2012 – 2017. $2,300,000, funded by the Australian Government Clean Energy Future Biodiversity Fund.

2. Limestone Coastwatchers 2013 to 2018. $980,000, funded by the Caring for our Country program.

LC LGA sub-contracts the delivery of the projects to the Department of Environment, Water and Natural Resources in the region. Combined, the projects enable DEWNR to engage a number of staff to deliver key initiatives. A Project Management Committee has oversight of the projects, which includes the LC LGA Executive Officer & Project Manager, Mayor Peter Riseley of District Council of Robe and DEWNR staff.

16 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 IMPLEMENTING THE LOWER LIMESTONE COAST AND COORONG ACTION PLAN

öö Strong community participation was achieved through informal and formal activities and events to deliver coastal conservation actions. The program delivered 21 community capacity building events for groups, landowners and councils through field days, training, workshops and provision of equipment to facilitate on-ground works.

öö The project engaged at least 15 volunteer ‘Groups’ active in coastal conservation, three service clubs/progress associations, numerous private landholders, five councils and local Aboriginal communities in coastal conservation.

öö Together with the Burrandies Aboriginal Corporation, DEWNR facilitated the training and employment of local aboriginals, increasing the opportunity for future ongoing employment in the Department. The project also facilitated three traineeships with young indigenous people with local government.

öö The project implemented priority actions for 427 km and 124,568 ha of the South East Coast, targeting coastal biodiversity conservation and threat abatement: box baiting extended to 60,000 Ha of coastal environments know as significant beach nesting bird habitat; establishing 200 ha of coastal vegetation and protecting 100’s Ha of coastal environment form inappropriate vehicle access. Weeds controlled over 19,000 ha of HCV coastal habitat. 200Ha of Biodiverse plantings achieved. Implemented 115 ha of controlled fire in coastal grasslands to control invasive shrubs. Protected > 1,300 ha of HCV habitat from inappropriate grazing or access

LIMESTONE COASTWATCHERS

öö Ongoing school education programs throughout the region

öö Deliver an annual holiday program to 5 coastal communities from Kingston SE through to the SA/Victorian border. This includes four coastal councils. Held in the first two weeks of January the program attracted over 1000 participants in 2017, and is increasing in popularity each year. Promoted by local councils through their Visitor Information centres and sought out by holiday accommodation providers the program introduces coastal conservation to a broader audience with the aim of fostering a greater sense of ownership and appreciation of the coast.

öö Involving over 200 people from 11 different groups, 50km of marine debris was cleaned up from Coastal beaches removing over 3.5 tonnes of rubbish.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 17 STRATEGIC ACTIVITIES 2016-17

4. COMMUNITY AND SOCIAL WELLBEING

DESIRED OUTCOME LC LGA ROLE LC LGA ACTIONS 2016/17

Advocate for expanded mental health and drug treatment services and support in the Limestone Coast. Regional communities have access to Encourage and support the initiatives 4.1 appropriate health and education services 4.1.1 Advocacy of Constituent Councils to be expanded and facilities. regionally, particularly regarding suicide prevention and other priority issues with significant impacts on regional areas.

Partner with Constituent Councils to deliver the Regional Public Health and Well-being Plan. Regional communities have access to Partner with the Office of Recreation and 4.2 programs and facilities promoting a healthy 4.2.1 Partnership and Delivery Sport to deliver the STARCLUB Program for lifestyle. the Limestone Coast. Partner with Constituent Councils to deliver the Limestone Coast Regional Trails Master Plan (Stage 2).

Assist to coordinate Constituent Councils’ role in Zone Emergency Management to ensure appropriate role for Local 4.3.1 Council Coordination Government in emergency response and recovery. This includes membership of the Zone Emergency Management Committee

Local Government is a key regional partner and the Zone Emergency Centre.

4.3 in emergency management, road safety Partner with the Motor Accident and other community safety programs. Commission (MAC), and work with relevant State agencies and community road safety groups to implement the South East Road 4.3.2 Partnership and Delivery Safety Strategy, including the engagement of a Regional Community Road Safety Officer to coordinate regional efforts to reduce road crashes and trauma.

4.1.1 Advocate for expanded mental health and drug treatment: At the February Board meeting we were presented with a proposal to support the Substance Misuse Limestone Coast project. Member Councils have set aside $40,000 in the coming years budget to match the already announced $40,000 grant obtained by the working party as part of the Federal Governments Local Drug Action Teams program. It is hoped that the State Government will also match this funding.

4.2.1 Regional Public Health and Wellbeing Plan:

Wellbeing and resilience has been identified as a vital link to improving a significant number of priority areas in Local Government Regional Health Plans and is also recognised at a regional level as a focus area by the agencies represented at the Limestone Coast Community Services Roundtable. Further to a public health context, improving the wellbeing and resilience of our community is also considered an integral key to providing a sustainable solution for diversifying our transitioning economy.

The Region has experienced the impact of a transitioning manufacturing sector, as well as challenging conditions for the agricultural economy, with drought conditions declared in the Upper Limestone Coast for two consecutive years. The region is experiencing rising unemployment, with pockets of high socio-economic disadvantage in some parts of the region.

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It is recognised that the wellbeing and resilience of the Limestone Coast community underpins all aspects of regional life.

A detailed proposal was presented to the Premier’s office but unfortunately, we were unsuccessful in our attempts to obtain the funding for the program. Over the past few months we have been gathering additional data to support a future bid albeit under a different model to the original proposal.

4.3.1 Zone Emergency Management: LC LGA and all Constituent Councils are members of the Zone Emergency Management Committee with responsibility for regional emergency preparedness and response planning and implementation.

The LC LGA Executive Officer is the Local Government Controller on the Zone Emergency Centre. The Centre is activated in the case of a regional emergency; the role of the Local Government Controller is to provide a single point of contact for Local Government across the region for the Control Agency to enable the efficient transmission of information and coordination of resources.

The Executive Officer also attends the Southern Border Fire Coordination Association meetings with representation from our neighbouring shires in Victoria.

During the past twelve months, the State Government released the updated State Emergency Management Plan. One of the key changes in this Plan is that Local Government sector is now considered a whole of Government Group and the LGA have been instrumental in establishing the Local Government Functional Support Group. The LC LGA and other regional LGA’s have been assisting the LGA SA in progressing this work and continues to play a vital role in Local Governments involvement in emergency management.

4.3.2 Partner with Motor Accident Commission: The Limestone Coast Local Government Regional Road Safety Partnership is unique in South Australia.

This three-year partnership project (2014 – 2017) sponsored by the Motor Accident Commission and supported by regional stakeholders continues to generate positive results. It provides evidence that builds a clear case for the successful delivery of road safety initiatives in the region from the very region it serves. The employment of a Regional Community Road Safety Officer (0.6 FTE) provides leadership and coordination within our region. The initial MAC-LC LGA partnership agreement ended on the 30th June 2017.

Local Government has key role as a partner in the continuing campaign “Towards Zero Together “the State Road Safety Strategy 2020. To this end, we have embedded road safety within our core “Health and Well Being” function and integrated road safety into the work we do within our regional roads and transport and emergency management services.

Pleasingly, LC LGA have been able to have the pilot extended for a further 12 month term which will see the past three years work continue throughout the Limestone Coast. We are very grateful to the Motor Accident Commission for the extension and look forward to a continued positive working relationship.

5. LC LGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY

Desired Outcome LC LGA Role LC LGA Actions 2016-17

Lead regional advocacy and action on priority issues, and actively engage and coordinate partner organisations’ action on common regional issues, including: LC LGA is recognised as the regional • Emergency Services Sector Reform leadership body which provides a 5.1 5.1.1 Regional Leadership • Unconventional gas exploration and framework and coordination for other development in the Region regional groups. Facilitate active engagement and participation of Constituent Councils on issues and decisions that impact their communities.

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5. LC LGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY

Desired Outcome LC LGA Role LC LGA Actions 2016-17

Deliver Stage 2 of the Regional Planning Alliance Project and the Memorandum of Understanding between all Constituent Councils. Identify and coordinate practical opportunities for joint investment, shared services and resources between Constituent Councils and the LGA that improve service delivery and provide cost savings. Coordinate and convene specialist LC LGA Working Groups to address and take action on regional issues of common interest to Regional Local Government is effective 5.2 5.2.1 Council Coordination Constituent Councils, including: and cost efficient. • LC LGA Roads and Transport Working Group • Limestone Coast Economic Development Reference Group • LC LGA Regional Waste Management Committee • Regional Sport and Recreation Advisory Group • Regional Planning Alliance Implementation Group • Limestone Coast Tourism Management Group

Finalise the review of the LC LGA Charter 5.3 A well-governed regional organisation. 5.3.1 Delivery with endorsement from all Constituent Councils.

Lead effective and targeted advocacy campaigns on priority regional issues, in partnership with Constituent Councils, the LGA and regional organisations as appropriate. LC LGA maintains its reputation with State Continue to be active members of SAROC and Australian Governments as a leading and the LGA Board to support LC LGA’s 5.4 5.4.1 Advocacy Local Government body and effective advocacy on regional issues and issues advocate for the Limestone Coast. affecting Local Government. Lead the region’s response and input to the State and Australian Governments on key issues and opportunities, acting as a single point of contact for regional visits and requests.

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5. LC LGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY

Desired Outcome LC LGA Role LC LGA Actions 2016-17

Renew the LC LGA website to a modern Effective communications with Constituent platform to provide an up-to-date 5.5 Councils, partner organisations and the 5.5.1 Delivery communication tool. community. Continue LC LGA representation on key outside organisations.

Implement an annual program of budget development, consultation, adoption and review. Ensure that the LC LGA Board and Constituent Councils are provided with LC LGA financial processes are bimonthly financial and performance 5.6 transparent and efficient, ensuring a 5.6.1 Delivery reports, and an Annual Report. sustainable financial position. Explore approaches to attract funding for LC LGA to deliver or partner on priority regional projects, in particular the Regional Planning Alliance and Regional Trails Implementation projects.

5.1.1 Lead Regional Advocacy: As the peak Local Government body in the region, LC LGA continues to work closely with our local Members of Parliament, Federal Member for Barker Mr Tony Pasin, Member for Mount Gambier Mr Troy Bell, and Member for Mackillop Mr Mitch Williams, and commends the work they do on behalf of our region. Additional to maintaining these close working relationships we also maintain close contact with both the State and Federal Government and regularly meets with Ministers and senior agency staff on issues relevant to the Region. During 2016 - 2017, LC LGA maintained its close partnership with the Hon Geoff Brock MP, Minister for Local Government and Minister for Regional Development.

5.2.1 Regional Planning Alliance: Work is continuing with the project to investigate Regional Planning. Delays with the project have occurred principally due to the Planning, Development and Infrastructure Bill 2015 not being passed by parliament until May 2016. LC LGA were successful with our bid to take part in the Pilot program to role out the new legislation with the first workshops being planned for July 2017.

5.4.1 Targeted Advocacy Campaigns on regional priorities and representation at SAROC: President of the LC LGA Mayor Erika Vickery and the Executive Officer Dominic Testoni continue to attend SAROC meetings and have input into the many regional issues that are elevated to the LGASA Board for consideration.

5.5.1 Review Website and develop effective communications strategies: This project will continue into the next financial year in an effort to develop a communication strategy and platform that best targets and represents the important regional work that we undertake. Developing a modern platform for communication is seen to be essential to continually inform, not only our regional and state partners, but to broadcast our regional strengths to an international audience. The Limestone Coast region is a power house of the South Australian economy and our goal is to ensure we have the best resources available to communicate that message.

5.6.1 Financial Reporting and budget development:

We continue to hold our bi-monthly Board meetings across the Limestone Coast with the full suite of financial reports and project reports being tabled for consideration. Throughout the year many motions are also tabled for the Board’s consideration and we thank those member Councils for utilising the strength of the regional body to prosecute their case to the State and Federal levels.

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REGIONAL TOURISM

The South Australian Tourism Commission has one single strategic partnership with each region in South Australia (there are 11 regions including Limestone Coast).

The Limestone Coast Local Government Association is the preferred partner and we enjoy a strong working relationship which supports the strategic alliance. The SATC provides $45k pa to LC LGA, plus access to a further $20kpa for consumer facing activity which needs to be met. This financial agreement outlines pertinent KPI’s be achieved like being an in-region liaison for industry, political acumen and local intelligence. In addition, there is a requirement for the Tourism Industry Development Manager to assess certain funding applications that may have a tourism outcomes, for example Events Funding & Wine Industry Scheme Funding.

In the last 3 years, the Tourism Industry Development Manager has attracted and secured circa $170k in additional funding for tourism initiatives, averaging close to $60k per year. This has occurred across a number of areas including, but not limited to: Trade Show Subsidies from Tourism Australia and SATC, co-operative marketing activities, grants from other stakeholder organisations like the Southern Australian Touring Route Inc. (responsible for the Melbourne to Adelaide Touring Route and Explorers Way).

The region has been elevated in domestic tourism and global through association and representation with the Australian Tourism Export Council. This year the LC LGA will be submitting an application for the SA Tourism Awards to recognise the significant body of work to develop a regional set of Priorities to grow the Visitor economy by 2020. This plan is very well regarded across the regions of South Australia as a highly strategic approach to regional tourism. We believe we are leading the way with our current Regional Tourism Framework.

HIGHLIGHTS FAMILS öö Hosted The Today Show in region (Robe), reaching over 1.6M viewers, valued at $400k (while not specifically a Mount Gambier area, we note that this exposure will help self-drive throughout the region). There was only 2 other South Australian regional places visited.

öö Hosted Trailfinders, arguably the biggest single wholesaler in the UK, responsible for sending 70,000 visitors to Australia each year. This was a result of 3 years of meetings in the UK during Trade Events /educational visits and with the decision makers about the importance of an extra night stay in the Limestone Coast while travelling the Melbourne to Adelaide Touring Route.

öö Hosted the entire marketing team from SATC in region (over 2 weeks). Visited 46 business/experiences.

öö Hosted various members of the Destination Development Team from SATC over the past 3 years to help improve visitor experiences, improve visibility online (digital capabilities) and encourage investment.

öö Hosted Ambercrombie & Kent for a famil throughout the region to entice Cruise Ship on-shore excursions from Portland to Limestone Coast. While most of the region is deemed an emerging option, the City centre of Mount Gambier will be introduced into the 2017/2018 season as an on-shore excursion.

öö Hosted c-Trip in region, arguably the biggest online booking engine globally. This famil was to introduce tourism properties and encourage businesses to consider being contracted with C-Trip (paying commissions on bookings).

öö Hosted representatives from Events SA during the Fringe Festival.

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HIGHLIGHTS (CONT.) INDUSTRY öö Regular meetings with the tourism personnel from Mount Gambier Council to keep abreast of opportunities to work together and grow the visitor expenditure.

öö Assisted 5 applicants with submissions to PIRSA Wine Industry Scheme.

öö Partnered with SATC to deliver Understanding China Workshops (held in Coonawarra), highly successful. Further, conducted audits of businesses to ascertain their relevance and readiness to engage with the China market (inbound)

öö The LC LGA partnered with the SATC & South Australian Tourism Industry Council to deliver a series of business capacity building workshops in the region based on the following themes: Marketing, Social Media and Branding. A total of 67 tourism operators participated in these workshops.

TRAVEL TRADE MISSIONS öö In 2016, met with 300 wholesalers in 2016 – face to face targeted appointments in our key international markets UK, Europe, USA. NZ. Asia/China. The tool for this activity is a trade brochure produced by LC LGA – there are 9 Mount Gambier businesses featured out of 18 involved with this – that meet distribution requirements i.e. pay suitable commissions to be represented in the distribution system. öö An outcome of only 1 of these appointments resulted in a package being designed and presented to the wholesaler with a minimum $200k per annum being pumped into the regional economy. This same wholesaler is now (2years on) looking to create a higher-end version, which could result in approx ... $350k pa, over and above the $200k.

STRATEGIC öö Developed a Priority Plan for growing the Limestone Coast Visitor Economy, endorsed by LC LGA Board. Noting the region has been without a regional tourism plan since 2010. This work was built via the LC LGA Tourism Management Group, with a senior representative from each council. öö An important element to this body of work was the partnership with our 875 tourism operators across the region and 24 individual tourism groups and organisations. This collaboration will drive growth across the visitor economy. öö Maintained and strengthened the Strategic partnership between the South Australian Tourism Commission and the Limestone Coast region. öö In addition, represented Limestone Coast tourism sector with state and federal agencies, plus the South Australian Tourism Industry Council. öö Supported (plus in-kind) the work of the Limestone Coast Collaborative and was instrumental in assisting the LC LGA consider becoming the governance arm for the LCC when the funding was acquitted from WRC. öö Currently developing a piece of collateral (print and digital) to capture the China relevant tourism experiences available on the limestone coast, with plans to extend across our regional WeChat Channel (under construction). öö Attended all Caravan & Camping Shows from 2014 – 2016, representing the LC region.

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WASTE MANAGEMENT

Waste Management remains a critical regional issue for the seven Constituent Councils. Through the Regional Waste Management Project, LC LGA together with the seven Constituent Councils examine ways to create efficiencies in regional waste management, in particular to coordinate regional waste management initiatives. The project is administered by the Regional Waste Management Coordinator, June Saruwaka.

‘Engaging with the community to create more awareness on correct waste disposal.’

This was achieved through: The Limestone Coast School Waste Reduction and Recycling Challenge, which will be held over three years. The challenge commenced on the 6th of February and ended on the 7th of April 2017 with a total 6 schools participating. These were Bordertown High School, Grant High School, Independent Learning Centre, Newbery Park Primary School, Penola Primary School and St. Anthony’s Catholic Primary School. Grant High School: Winners of Category 1 and 3

Schools competed in the following 3 competition categories:

1. The least general waste.

2. The most recyclables.

3. The least amount of general waste and recycling generated.

Prizes were awarded to the top three schools in each category as follows - First Prize - $1,000, Second Prize - $500, Third Prize - $250.

OUTCOMES öö Approximately 1,620 pupils and staff members engaged.

öö 10% decline in general waste generation and 15% decline in generation of recyclables (results of first and fourth week data compared).

öö Schools developed or improved strategies to reduce waste sent to landfill and are continuing to implement them, even after the challenge ended. Strategies used include nude food days, putting up posters around schools in strategic positions; newsletter articles; encouraging students to make their own sandwiches rather than buying sandwiches as these have a lot of packaging; and encouraging students to dispose waste in the correct bin.

BUSINESS WASTE REDUCTION PROJECT Piloted a Business Waste Reduction Project with City of Mount Gambier in a bid to reduce waste sent to landfill from businesses. 9 businesses participated in the pilot project.

BEVERAGE CONTAINER RECYCLING GRANT A Campaign to raise awareness on disposing waste in the correct bins at sporting facilities was awarded funding to the tune of $12,370 by Keep Australia Beautiful from the Beverage Container Grant. This is an expansion of the public place recycling project and captures the public when away- from- home. The rationale behind this was that sport is a big crowd-puller and in the Limestone Coast, Australian Rules popularly known as ‘Footy’ and netball attract an average of 15,000 people every weekend from April to October. The campaign was held at 16 sporting facilities. Fence signs, canteen signs and banners were erected at participating clubs.

24 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 GARAGE SALE TRAIL 8 Councils in South Australia participated in the Garage Sale Trail on 22 October 2016 and 4 of these were from the Limestone Coast Region. The 4 Councils which participated are Naracoorte Lucindale Council, City of Mount Gambier, Wattle Range Council and the latest council to join the event, District Council of Grant. A total 123 garage sales/stalls were recorded for the region which is an increase of 16 garage sales/stalls from the previous year.

This year 11,200 pre-loved items went on sale, which is an increase of over 40% from last year’s 6,700. The impact of the Garage Sale Trail on waste is that, illegal dumping is reduced as all participants who took part in the event pledged not to illegally dump. It is projected that 2,036 sellers and shoppers will have a change in their attitude towards waste.

BIOENERGY Bioenergy - Interest in waste to energy continues to grow in the region with the region having been identified as being abundant in biomass. The infographic provides a snapshot of available biomass waste in the Limestone Coast Region.

On 24th November 2015, the South Australian Government announced the first stage of the Bioenergy Roadmap for South Australia. Stage 2 of this Roadmap focuses on hot-spot areas and laying the groundwork for new bioenergy projects in South Australia.

This led to the establishment by the State Government of the Bioenergy Roadmap Programs (BRP), a $150,000 initiative which provides assistance with pre-feasibility and feasibility funding as well as establishing a regional point of contact for mentoring and information sharing. The Bioenergy Roadmap Program includes two components: i. Bioenergy Connect Program ii. Bioenergy Feasibility Fund

The table gives a summary of applications received under the Bioenergy Connect Program for the 2016/17 financial year.

Number of Applications Number of applications Number of applications Number of applications Number of applications received for a approved for in progress not through to feasibility through to feasibility pre-feasibility study pre-feasibility (pre-feasibility stage) stage stage

10 10 6 1 3

INFORMATION EXCHANGE

öö Promoted information exchange between all Constituent Councils through holding meetings every two months. Through these regular meetings, the committee is moving in one direction as Councils in the region face similar challenges. Guests from the waste industry were invited to some of the meetings. öö Made a submission to the consultation process on ‘South Australia’s Waste and Resource Recovery Infrastructure Plan.’

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SPORT AND RECREATION

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

STARCLUB PROGRAMME The STARCLUB Field Officer has met face to face with 84 clubs in the Limestone Coast in the past 12 Months. These meetings have provided clubs with advice on Strategic Planning, Financial Management, Risk Management, Constitution Support, Incorporation, Coaches and Officials, Volunteers, Succession Planning, Equal Opportunity, Complaint Handling, Grant applications and sourcing of Grants and Child Safe Policies and Procedures.

The Field Officer has also helped 12 Clubs become Fully Recognised STARCLUBS taking the total in the region to 34 Fully Recognised STARCLUB’s - nearly half of all STARCLUB’s in South Australia.

The STARCLUB Field Officer also provided training and education for clubs in the region.

öö 3 Strategic Planning courses – Mount Gambier 25 Attendees, Representing 14 clubs/associations. Naracoorte 1 Attendee, representing 1 club. Bordertown – 10 Attendees, Representing 6 Clubs öö 2 Child Safe Officer Courses – Mount Gambier 19 Attendees, Representing 15 Clubs/associations. Naracoorte – 2 Attendees, Representing 2 clubs öö 2 Coaching Excellence Workshops in Mount Gambier Strength and Conditioning– 61 Attendees, Representing 31 Clubs/associations. öö Sports Nutrition – 26 Attendees, Representing 18 Clubs/Associations

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GRANTS öö The LC LGA Sporting Grants provided $10,000 to fully recognised STARCLUB’s which provided much needed training, equipment and minor facility upgrades to clubs. öö $5,000 grant to run sporting excellence seminars across the region and provided SASI Talent Search testing in Naracoorte and Mount Gambier – with some very positive results being recorded. öö 2016-17 Community Recreation and Sport Facilities Program öö McLaughlin Park Sports Incorporated - McLaughlin Park change rooms project - $400,000 öö Naracoorte & District Basketball Association Incorporated - Naracoorte Indoor Sporting Complex - $30,000 öö Female Facilities Program öö Border Districts Netball Club Incorporated new female friendly change rooms and amenities as part of a facility upgrade at Frances Recreation Reserve - $347,606 öö Millicent and District International Basketball Association Incorporated - Redevelopment of existing facility to a female friendly change room at McLaughlin Park - $40,000 öö Round 42 Active Club Program öö Blue Lake Golf Club Incorporated - To assist with Program and/or Equipment Funding - $5,000 öö The Blue Lake Gymnastic Club Incorporated - To assist with Program and/or Equipment Funding - $3,921 öö Borderline Speedway Incorporated - To assist with Program and/or Equipment Funding - $5,000 öö Keith Bowling Club Incorporated - To assist with Program and/or Equipment Funding - $4,190 öö Kingston S.E. Golf Club Incorporated - To assist with Program and/or Equipment Funding - $4,191 öö Penola KNT Netball Club Incorporated - To assist with Program and/or Equipment Funding - $4,190

NEW INNIATIVES

LIMESTONE COAST REGIONAL SPORTING ACADEMY (PILOT PROGRAM) In partnership with the Office for Recreation and Sport and the LC LGA, a 12-month Pilot Elite Sporting Academy will start in September 2017. Funding for this pilot will be equal contributions of $20,000 from the ORS and the LC LGA. The Academy will provide Strength and Conditioning Training as well as education to athletes to close the gap between what is available to regional and metro competitors. We are having discussions with State Sporting organisations and Universities which will see partnerships formed that will allow the formation of a full scale multi-sport elite Academy in the Limestone Coast which will provide enormous benefit to athletes and their families across our region.

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REGIONAL ROAD SAFETY

The partnership with the Motor Accident Commission continues the delivery of the Limestone Coast Regional Community Road Safety Project. The project engages a Regional Community Road Safety Officer (0.6 FTE) to work with community groups and provide leadership in Limestone Coast road safety. The role extends well beyond the work that is done in support of Regional Community Road Safety Groups, MAC, member Councils, State Authorities and agencies, as it also reaches out to industry, schools, sport and recreation clubs, church groups and regional media to promote and deliver road safety messages.

By working closely with the Motor Accident Commission (MAC) road safety messaging is consistent with MAC’s campaigns and agendas to achieve extended reach of MAC initiatives and those of SAPOL’s.

Our member Councils have witnessed and reported on an increased level of community road safety responsibility through engagement in their Local Government Areas. The project has revived the majority of volunteer road safety groups that were seriously considering folding, a positive outcome in contrast to the demise of other groups in regional and rural South Australia. The Limestone Coast Road Safety Groups as one, attribute their revival to the support and commitment provided by the partnership’s Regional Community Road Safety Officer, a position that would not have been possible without the support of the Motor Accident Commission.

Whilst the current program has come to end on the 30 June 2017, we have had continued discussions with the Motor Accident Commission about phase two of the pilot set to commence on the 1st July 2017 for a further twelve-month period.

Key outcomes for the Road Safety Program in 2016/17 include: COMMUNITY ENGAGEMENT öö Engaged with and support Community Road Safety Groups that operate in the Upper, Mid and Lower South East. öö In conjunction with Rotary assisted with the coordination of Road Safety Education (RSE) “Rotary Young Driver Awareness (RYDA) program in September 2016. 99 students from 7 regional schools participated. öö Provided support to members of the Padthaway APEX Club who convened a Road Awareness Project community road safety event in the Upper SE regional centre of Naracoorte in November 2016 öö With support of the Department of Planning, Transport and Infrastructure (DPTI), and the Council of the Ageing (COTA), facilitated “Moving Right Along” sessions to Probus Clubs in the Tatiara region. öö Introduced DPTI’s “Way2Go” program to the LC LGA for increased community participation. öö Developed a 2017 Road Safety Calendar that involved contributions from students from Melaleuca Park and Suttontown Primary Schools. This was a collaboration with the Mount Gambier and District Road Safety Group, SAPOL and SAMFS. öö Assisted the Wattle Range Road Safety Group and Council with the planned upgrade of the regional road safety training centre in Millicent. öö Promoted the existence of Community and Regional Grants, e.g. DPTI’s Community Grants supported by MAC and the RAA’s regional safety grants. öö Alerted industry to informative and business improvement (safety/economic benefits) opportunities through webinars. For example, highlighting “Fresh Thinking on a Tired Subject” fatigue to members of the region’s heavy vehicle industry. öö The introduction of “Slow Down, Kids Around” in December 2016 in all 7 member Councils was a first for South Australian LGA’s adding to the 10 LGA’s in Australia already hosting this road safety campaign for our young pedestrians. öö Organised a Voluntary Breath Testing unit at the AFL JLT Community Football pre-season match between Port Power and the Richmond Tigers on 5th March in Mount Gambier. Tests conducted in collaboration with SAPOL and the local Mount Gambier and Districts Road Safety Group. öö Together with SAPOL Road Safety Educator’s promoted and presented MAC Community Football Road Safety presentations to Limestone Coast football clubs. öö Encouraged regional participation in the 4th UN Global Road Safety Week. öö Canvased support for a Department of Planning and Infrastructure (DPTI) carpooling project with a selection of societies, groups and clubs. öö Promoted International and National road safety days, e.g. “World Day of Remembrance for Road Traffic Victims” in November & “Fatality Free Friday” in May.

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SAFE ROAD USERS öö Developed a “Lights on During Daylight Driving” that was implemented on regional TV and radio (7/08/16-1/10/2016). Designed to reduce the number and severity of MV crashes during daylight hours it was timed to run during the Rio Summer Olympics and winter driving conditions. The campaign was extended so that it also benefited from peak viewing and listening periods to include the 2016 AFL Final series. öö Assisted with the promotion and coordination of the Annual Regional “Lights and Car Safety Check “championed by Rotary in the Limestone Coast. Evening sessions were held at Bordertown, Naracoorte, Millicent and Mount Gambier the first Thursday after the end of daylight saving. öö The Limestone Coast has the highest tourist visitation rates in regional South Australia and the self-drive market comprises the majority of our visitors. Recognising this, a creative full page insert and accompanying editorial was placed in the “Stay Another Day” regional tourism magazine. The magazine with a print run of 20,000 has a long shelf life and now offers several road safety tips to keep visitors & residents safer on our roads, öö Successful launch of the “Slow Down, Kids Around! Holiday Time” road safety and “Hold My Hand” road safety messages. Michelle and David McLaughlin of the Little Blue Dinosaur Foundation delivered 3 road safety sessions for pre-schoolers and reception classes in regional schools. öö Assisted managers of regional Migrant Resource Centres identify and take up opportunities for driver education for new arrivals. For example, SAPOL Road Safety Educators delivered sessions to members of the Hazara people from Afghanistan and migrants from Pakistan. öö Introduced the Preventing Alcohol Related Road Trauma in Youth (PARTY) program to regional road safety groups in the Limestone Coast. Liaison with education unit at the Mount Gambier and Districts Regional Health Service to encourage the wider uptake of road safety education and intervention programs for senior students. öö Participated in a Goodsports forum on “Tackling Illegal (Elite) Drugs with representatives from regional sporting clubs. öö Facilitated the distribution of 6 high quality road safety signs (DPTI approved) to member Councils for placement on local roads promoting the “See and Be Seen” message

SAFER CYCLISTS öö Coordinated bicycle road safety sessions coinciding with the Tour of the Great South Coast in August. In 2016, 3 Council areas and 3 professional racing teams participated in this inspirational and educational program that enabled 800 students from 6 schools to receive health and wellbeing messages focused on cycling and road safety. öö Won the 2016 Safe Cycling Award for Regional Councils over 10,000 residents sponsored by MAC and the LGA of SA. This award acknowledged our efforts over 3 years in encouraging and promoting safe cycling with young members of our community. öö Encouraged Councils to participate in online webinars that cover national issues and best practice on Logistics/Construction of Safe Cycling and Safe Cycling as offered by the National Road Safety Partnership Program (NRSPP).

SAFER ROADS öö Continued the Country Footy SA scoreboard campaign that highlighted the unnecessary level of road trauma on regional and rural roads. The format was changed in Summer so that it was in step with the sport of cricket. This weekly road safety message is circulated to all community road safety groups in South Australia as well as member Councils and interested community groups. öö Contributed to the Fairfax Media 5-week State wide “Arrive Alive” road safety campaign in the lead up to Christmas 2016. Liaise with Fairfax regional management to identify locals who were willing to share their traumatic road safety experiences with readers. öö Set up a “Blessing of the Roads” ceremony outside the Mary MacKillop Centre in Penola on December 23rd. A Christmas road safety message aimed at all travellers and families who travel at what should be a joyous time of year. öö Invited to become a member of the Limestone Coast Local Government Association’s Roads and Transport Working Group. öö When necessary, assisted road safety groups draw road hazards to the attention of the relevant authorities. For example, access issues for vehicles to pull into and out of rest areas, quarantine stations on our state borders. öö Encouraged the community to respond to the “Risky SA Roads” survey conducted by the Royal Automobile Association of South Australia and promote the locations of Driver Reviver Stations set up in regional South Australia and Western Victoria.

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SAFER SPEEDS öö All member Councils participated in the successful “Slow Down, Kids Around! Holiday Time” and “Hold My Hand” road safety campaign introduced over the summer school holidays. An initiative that highlights to drivers, parents, guardians and young children of the increased risk associated with children playing on or near roadways and parks with which they are not familiar. öö Coordinated a collaborative bid between the LCLGA, The City of Mount Gambier and the Riddoch Art Gallery to host renowned artist, Patricia Piccinini’s innovative award winning sculpture “Graham” in Mount Gambier. Graham is remarkable sculpture that illustrates the fragility of the human body when it comes to surviving crashes at speed. öö In conjunction with the Mount Gambier and District Road Safety Group, the District Council of Grant pursued opportunities for the placement of “Slow Down” decals on householder’s rubbish bins that are collected from kerbsides each week. The DC of Grant are keen to introduce this initiative in 6 of their townships in the first half of 2017/2018. öö Supported the Lions Club of Robe with their application to the RAA for the funding of their “Slow Down, Robe Town” bin stickers initiative.

MEDIA öö Regional media has continued to demonstrate their commitment to regional road safety with their willingness to distribute key road safety messages. We acknowledge ABC SE Local Radio, Southern Cross Austereo, WIN Television, The Border Watch and Fairfax regional media for their support. öö Our use of social media that began in 2016 is now an important part of our communications package. Facebook posts highlighting campaigns, issues and events are used regularly to educate all road users.

30 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 ACKNOWLEDGEMENTS

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

During 2016 - 2017, the LC LGA Board engaged a small team to implement a diverse and comprehensive regional work plan: Dominic Testoni (Executive Officer), Michaela Bell (Projects Manager), Tony Elletson (LC LGA Star Club Field Officer), Rob Forgan (Community Road Safety Officer), Biddie Shearing (LC LGA Tourism Industry Development Manager) and June Saruwaka (Regional Waste Management Coordinator). The Team farewelled Alice Macleod (LC LGA Administration Officer until January 2017) and welcomed Mae Steele (Executive Support Officer in January 2017)

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

The Local Government Research and Development Scheme funding has enabled LC LGA to undertake a range of additional projects throughout the year.

LC LGA enjoys a close working relationship with RDA Limestone Coast Board members and staff.

Dominic Testoni Executive Officer

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2016-17 FINANCIAL REPORTS 30 JUNE 2017

13th October 2017 13th October 2017 18 ALL CORRESPONDENCE TO: PO Box 27, Millicent SA 5280 Email: [email protected]

PRINCIPAL OFFICE BEACHPORT PENOLA ENGINEERING OFFICE ‘Civic Centre’ Millicent Road, 27 Arthur Street Davenport Street, George Street Beachport SA 5280 Penola SA 5277 Millicent SA 5280 Millicent SA 5280 Tel: (08) 8735 8029 Tel: (08) 8737 2391 Tel: (08) 8733 0901 Tel: (08) 8733 0900 Fax: (08) 8735 8309 Fax: (08) 8737 2206 Fax: (08) 8733 4472 Fax: (08) 8733 4999

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