Tuesday 13 March 2018

Home , City of Marion, Gerard Community Council, Maralinga Tjarutja, Tjilbruke

His Worship the Mayor Councillors CITY OF MARION

NOTICE OF GENERAL COUNCIL MEETING

Notice is hereby given pursuant to the provi sions under Section 83 of the Local Government Act 1999 that a General Council meeting will be held

Tuesday 13 March 2018

Commencing at 6.30 p.m.

In the Council Chamber

Council Administration Centre

245 Sturt Road, Sturt

A copy of the Agenda for this meeting is attached in accordance with Section 83 of the Act.

Meetings of the Council are open to the public and interested members of this community are welcome to attend. Access to the Council Chamber is via the main entrance to the Administration building on Sturt Road, Sturt.

Adrian Skull CHIEF EXECUTIVE OFFICER

9 March 2018 Page 2

CITY OF MARION GENERAL COUNCIL AGENDA FOR MEETING TO BE HELD ON TUESDAY 13 MARCH 2018 COMMENCING AT 6.30PM

1. OPEN MEETING

2. KAURNA ACKNOWLEDGEMENT

We acknowledge the Kaurna people, the traditional custodians of this land and pay our respects to their elders past and present.

3. DISCLOSURE

All persons in attendance are advised that the audio of this General Council meeting will be recorded and will be made available on the City of Marion website.

4. ELECTED MEMBER’S DECLARATION OF INTEREST (if any)

5. CONFIRMATION OF MINUTES

Confirmation of the Minutes for the General Council meeting held on 27 February 2018 ...... 5

6. COMMUNICATIONS

Nil

7. VERBAL COMMUNITCATIONS

Nil

8. ADJOURNED ITEMS

Nil

9. DEPUTATIONS

Nil

10. PETITIONS

Nil

Page 3

11. COMMITTEE RECOMMENDATIONS

Confirmation of Finance and Audit Committee Minutes from the meeting held on 27 February 2018 Report Reference: GC130318R01 ...... 19

12. CORPORATE REPORTS FOR DECISION

Warradale Open Space Report Reference: GC130318R02 ...... 28

Playground Data Collection Report Report Reference: GC130318R03 ...... 32

Leaflet Advertising on Car Windscreens Report Reference: GC130318R04 ...... 38

Remnant Vegetation Action Plan Report Reference: GC130318R05 ...... 40

Local Government Association Constitution and Ancillary Documents – Feedback Sought Report Reference: GC130318R06 ...... 116

Local Government Association Membership 2017/18 Report Reference: GC130318R07 ...... 183

13. CORPORATE REPORTS FOR INFORMATION / NOTING

Volunteer Program Annual Report Report Reference: GC130318R08 ...... 217

14. CONFIDENTIAL ITEMS

Kaurna Native Title Claim Report Reference: GC130318F01 ...... 229

Confirmation of Finance and Audit Committee Confidential Minutes from the meeting held on 27 February 2018 Report Reference: GC130318F02 ...... 230

Insurance Market Testing Report Reference: GC130318F03 ...... 231

Management Model for Regional Facilities Report Reference: GC130318F04 ...... 232

15. WORKSHOP / PRESENTATION ITEMS

Consideration of New Initiatives 2018/19 Annual Business Plan and Budget Report Reference: GC130318R09 ...... 233

Page 4

MATTERS RAISED BY MEMBERS

16. Motions with Notice

Nil

17. Questions with Notice

Nil

18. Motions without Notice

19. Questions without Notice

20. OTHER BUSINESS

21. MEETING CLOSURE

Council shall conclude on or before 9.30pm unless there is a specific motion adopted at the meeting to continue beyond that time. Page 5

MINUTES OF THE GENERAL COUNCIL MEETING HELD AT ADMINISTRATION CENTRE 245 STURT ROAD, STURT ON TUESDAY 27 FEBRUARY 2018

PRESENT

Deputy Mayor Janet Byram

Councillors

Coastal Ward Mullawirra Ward Ian Crossland Jason Veliskou (from 6.33pm) Tim Gard Jerome Appleby

Southern Hills Warracowie Ward Bruce Hull Nick Westwood Nathan Prior

Warriparinga Ward Woodlands Ward Luke Hutchinson Raelene Telfer Nick Kerry

In Attendance Mr Adrian Skull Chief Executive Officer Ms Abby Dickson General Manager City Development Mr Tony Lines General Manager City Services Mr Vincent Mifsud General Manager Corporate Services Ms Kate McKenzie Manager Corporate Governance Ms Jaimie Thwaites Unit Manager Governance and Records

COMMENCEMENT

The meeting commenced at 6.30pm

KAURNA ACKNOWLEDGEMENT

We acknowledge the Kaurna people, the traditional custodians of this land and pay our respects to their elders past and present.

6.33pm Councillor Veliskou entered the meeting

DISCLOSURE

All persons in attendance are advised that the audio of this General Council meeting will be recorded and will be made available on the City of Marion website.

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 6

City of Marion Minutes of the General Council Meeting 2 Tuesday 27 February 2018 – Reference Number GC270218

Regulation 29

The Chair, invoked Regulation 29 of the Local Government (Procedures at Meetings) Regulations 2000, on the basis that Councillor Kerry was being disrespectful and his behaviour was disrupting the meeting. The Chair invited Councillor Kerry to provide a personal explanation to the meeting regarding the Regulation 29 breach.

Councillor Kerry’s personal explanation was disallowed, as it did not relate to the Regulation 29 matter.

6.36pm Councillor Kerry left the meeting and did not return

Moved Councillor Crossland, Seconded Councillor Telfer that:

1. Councillor Kerry be censured and suspended for the rest of the meeting.

Carried Councillor Hutchinson called for a division: Those In Favour: Councillor Telfer, Hutchinson, Prior, Westwood, Veliskou, Appleby, Gard and Crossland Those Against: Councillor Hull

Carried

ELECTED MEMBER’S DECLARATION OF INTEREST

The Chair asked if any Member wished to disclose an interest in relation to any item being considered at the meeting.

 No declarations were made

PRESENTATION OF SERVICE AWARDS

Councillor Telfer was presented a certificate for 10 years of service as an Elected Member for the City of Marion.

CONFIRMATION OF MINUTES

Moved Councillor Gard, Seconded Councillor Veliskou that the minutes of the General Council Meeting held on 13 February 2018 be taken as read and confirmed.

Carried Unanimously

COMMUNICATIONS

Report on Mayoral Activities for January 2018:

Date Event Comment 19 January 2018 Club Marion - City of Marion joint meeting Attended 20 January 2018 Elected Member Planning Day Attended

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 7

City of Marion Minutes of the General Council Meeting 3 Tuesday 27 February 2018 – Reference Number GC270218

25 January 2018 2018 Patritti Brighton Jetty Sculptures Exhibition Attended 26 January 2018 Hallett Cove Lions Australia Day Breakfast Conducted ceremony to welcome new Australians 26 January 2018 Coast FM Oz Music Day Conducted ceremony to welcome new Australians 26 January 2018 City of Marion Australia Day Awards and Citizenship Presented awards and Ceremony conducted ceremony to welcome new Australians 29 January 2018 Community grants cheque presentation evening Presented community grant cheques 30 January 2018 Marion Church of Christ, re-opening of Good Gear Cut ribbon to open

In addition, the Mayor has met with residents, MPs, Candidates and also with the CEO and Council staff regarding various issues.

Report on Deputy Mayor Byram Activities for January and February 2018:

Date Event Comment 24 January 2018 Meeting with president of BMX Australia, Cameron Neil Attended 26 January 2018 Hallett Cove Lions, Australia Day breakfast Attended 26 January 2018 Coast FM Oz Music Day Attended 26 January 2018 City of Marion Australia Day Awards and citizenship Attended ceremony 26 January 2018 Australia Day in City, hosted by the Australia Day Attended Council 29 January 2018 Community Grants Cheque Presentation Attended 2 February 2018 LED Street Lighting project photo opportunity with Attended Onkaparinga and City of Charles Sturt Mayors 6 February 2018 City of Marion, City of Onkaparinga meeting Attended 6 February 2018 City of Marion, City of Onkaparinga meeting with the Attended office of Leon Bignell’s office to discuss BMX 6 February 2018 Edwardstown Rotary Club Meeting Presented the City of Marion Citizen of the Year certificate and plaque to Ray Trenorden 7 February 2018 SWBMX PAG Meeting Attended 7 February 2018 Signing of the Resilient South Climate Change Sector Signed agreement Agreement 7 February 2018 Feeling Hot Hot Hot! Dealing with heatwaves in Southern Attended Adelaide forum 9 February 2018 Tonsley Manufacturing Innovation Hub Launch Attended 10 February 2018 RSL Marion Quiz Night Attended 11 February 2018 76th Anniversary of Radji Beach Massacre, Bangka Day Presented book on behalf Memorial Service of City of Marion

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 8

City of Marion Minutes of the General Council Meeting 4 Tuesday 27 February 2018 – Reference Number GC270218

12 February 2018 Apology Breakfast 2018 Attended 12 February 2018 Coastal & Southern Hills Ward Briefing Attended 13 February 2018 Warracowie Ward Briefing Attended 14 February 2018 Living Kaurna Cultural Centre Community Open Day Attended 15 February 2018 Mullawirra Ward Briefings Attended 15 February 2018 Mayor Evans, City of Charles Sturt Meeting Attended 16 February 2018 RSL Care, The Andrew Russell Veteran Living Attended Accommodation Official Opening 16 February 2018 Marion Cultural Centre, Mingle Event Attended 16 February 2018 Friends of Glenthorne Farm meeting Attended 19 February 2018 Kokubunji Student visit to City of Marion Presented 19 February 2018 Meeting with LGA CEO, Director Policy, ED Public Attended Affairs and ED Corporate & Member Services 19 February 2018 Joint Council (City of Marion / City of Onkaparinga) BMX Attended discussion and site walk 20 February 2018 Warriparinga Ward Briefing Attended 21 February 2018 SA Womens Memorial Playing Fields Fundraising Attended Committee

In addition, the Deputy Mayor has met with residents, MP’s and also with the CEO and Council staff regarding various issues.

Report on Elected Member Activities for January and February 2018:

Councillor Telfer:

Date Event Comment 7 February 2018 Dealing with heat waves in Southern Adelaide Attended 9 February 2018 Tonsley Manufacturing Innovation Inspected Manufacturing Equipment 13 February 2018 Interviewed by SA Best Candidate Michael Slattery questioned Ward needs 14 February 2018 Settlement Action Network Book Launch on Syrian Settlement 14 February 2018 Seaview High Governing Council Reported on Tennis needs 19 February 2018 Kokubunji University Students Briefing on Local Government 19 February 2018 Joint Discussions – BMX Site Onkaparinga and Marion Councillors asked questions 20 February 2018 Warriparinga Ward Briefed on facilities projects 21 February 2018 Urban Planning Chair Update Staff briefed me and agenda

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 9

City of Marion Minutes of the General Council Meeting 5 Tuesday 27 February 2018 – Reference Number GC270218

was planned 22 February 2018 Tonsley Flinders Uni Plan SA’s in France WW1 recognition 27 February 2018 Finance & Audit Committee EM Representative

Report on CEO and General Manager Activities for January and February 2018:

Date Activity Attended by 2 February 2018 City of Charles Sturt - Dare to Lead program Tony Lines discussion 2 February 2018 Housing Renewal Australia Pty Ltd Tony Lines 2 February 2018 Meeting with CEO of Basketball SA Abby Dickson 5 February 2018 LKCC Steering Committee Tony Lines 5 February 2018 SRWRA Board meeting Vincent Mifsud 6 February 2018 Maxima Joblink Tony Lines 6 February 2018 Meeting with City of Charles Sturt to discuss Vincent Mifsud collaborative opportunities 7 February 2018 Meeting with Rafael Toda (SAGE Automation) Adrian Skull 8 February 2018 Inspiring Health Tony Lines 9 February 2018 NRM Adelaide & Mount Lofty Ranges Tony Lines Adrian Skull 9 February 2018 Meeting with South Australian Aquatic and Leisure Adrian Skull Centre (SAALC) on Oakland’s Crossing 9 February 2018 Renewal SA Tony Lines 9 February 2018 Launch of Tonsley Manufacturing Innovation (TMI) Abby Dickson Hub 12 February 2018 Apology Breakfast 2018 Abby Dickson Vincent Mifsud 13 February 2018 Conservation Volunteers Australia (CVA) Tony Lines 13 February 2018 Meeting with City of Charles Sturt to discuss Vincent Mifsud collaborative opportunities 14 February 2018 LKCC Open Day Tony Lines Adrian Skull 14 February 2018 Meeting with South Australian Aquatic and Leisure Abby Dickson Centre (SAALC) and PTP Alliance on Oakland’s Adrian Skull Crossing 15 February 2018 ICAC – Seminar, Internal Investigation Tony Lines 19 February 2018 Council Solutions Board of Management Meeting Adrian Skull 19 February 2018 Rajah Community Meeting Tony Lines Adrian Skull 21 February 2018 City of Charles Sturt – Collaboration on Library and Tony Lines Community Services

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 10

City of Marion Minutes of the General Council Meeting 6 Tuesday 27 February 2018 – Reference Number GC270218

22 February 2018 Southern Zone Emergency Management Committee Tony Lines Meeting 22 February 2018 Urban Development Institute of Australia (UDIA) SA Abby Dickson State Election Session on Planning Reform 23 February 2018 LG Professionals SA Annual Conference Tony Lines

Moved Councillor Hutchinson, Seconded Councillor Crossland that the Communication Reports be received.

Carried Unanimously

VERBAL COMMUNITCATIONS

Elected Members provided a verbal update on recent activities and events attended.

ADJOURNED ITEMS

Nil

DEPUTATIONS

Nil

PETITIOINS

Nil

COMMITTEE RECOMMENDATIONS

Moved Councillor Hutchinson, Seconded Councillor Prior that the following items be moved en bloc:  Infrastructure and Strategy Committee - Confirmation of Minutes of Meeting held on 6 February 2018 (Report Reference: GC270218R01)  Confirmation of Minutes of the Review and Selection Committee Meeting held 6 February 2018 (Report Reference: GC270217R02)

Carried Unanimously

7.03pm Infrastructure and Strategy Committee - Confirmation of Minutes of Meeting held on 6 February 2018 Report Reference: GC270218R01

Moved Councillor Hutchinson, Seconded Councillor Prior that Council:

1. Receives and notes the minutes of the Infrastructure and Strategy Committee meeting of 6 February 2018 (Appendix 1).

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 11

City of Marion Minutes of the General Council Meeting 7 Tuesday 27 February 2018 – Reference Number GC270218

2. Notes that separate reports will be brought to Council for consideration of any recommendations from the Infrastructure and Strategy Committee.

Carried Unanimously

7.03pm Confirmation of Minutes of the Review and Selection Committee Meeting held 6 February 2018. Report Reference: GC270217R02

Moved Councillor Hutchinson, Seconded Councillor Prior that Council:

1. Receives and notes the minutes of the Review and Selection Committee meeting of 6 February 2018 (Appendix 1).

2. Notes that separate reports will be brought to Council for consideration of any recommendations from the Review and Selection Committee.

Carried Unanimously

CONFIDENTIAL ITEMS

7.06pm Confirmation of Confidential Minutes of the Review and Selection Committee Meeting held 6 February 2018. Report Reference: GC270218F01

Moved Councillor Crossland, Seconded Councillor Westwood that:

1. Pursuant to Section 90(2) and 90(3)(a) of the Local Government Act 1999, the Council orders that all persons present, with the exception of the following persons: Adrian Skull, Vincent Mifsud, Steph Roberts, Kate McKenzie and Jaimie Thwaites be excluded from the meeting as the Committee receives and considers information relating to the selection of candidates for interview/appointment for Finance and Audit Committee, upon the basis that the Committee is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the information relates to the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person.

Carried Unanimously

7.06pm the meeting went into confidence

Moved Councillor Crossland, Seconded Councillor Appleby that:

1. Receives and notes the confidential minutes of the Review and Selection Committee of 6 February 2018 (Appendix 1)

Carried Unanimously 7.07pm the meeting came out of confidence

7.08 Urban Activation Project

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 12

City of Marion Minutes of the General Council Meeting 8 Tuesday 27 February 2018 – Reference Number GC270218

Report Reference: GC270218F02

Moved Councillor Veliskou, Seconded Councillor Gard that:

1. Pursuant to Section 90(2) and (3)(d) of the Local Government Act 1999, the Council orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Vincent Mifsud, General Manager Corporate Governance; Abby Dickson, General Manager City Development; Tony Lines, General Manager City Services; Kate McKenzie, Manager Corporate Governance; Craig Clarke, Unit Manager Communications; Greg Salmon, Manager City Activation and Jaimie Thwaites, Unit Manager Governance and Records be excluded from the meeting as the Council receives and considers information relating to the Urban Activation Project, upon the basis that the Council is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the information relates to commercial information of a confidential nature, and would on balance, be contrary to the public interest commercial information.

Carried Unanimously

7.08 the meeting went into confidence

Moved Councillor Hull, Seconded Councillor Prior that Council:

1. In accordance with Section 91(7) and (9) of the Local Government Act 1999 Council orders that the minutes arising from this report having been considered in confidence under Section 90(2) and (3)(d) of the Act, except when required to effect or comply with Council’s resolution(s) regarding this matter, be kept confidential and not available for public inspection until the relevant parties have been notified. Unless released prior this confidentiality order will be reviewed at the General Council Meeting in December 2018.

2. In accordance with Section 91(7) and (9) of the Local Government Act 1999 Council orders that this report, Urban Activation Project and Appendices arising from this report having been considered in confidence under Section 90(2) and (3)(d) of the Act, except when required to effect or comply with Council’s resolution(s) regarding this matter, be kept confidential and not available for public inspection for a period of 12 months from the date of this meeting. This confidentiality order will be reviewed at the General Council Meeting in December 2018.

Carried

7.15pm the meeting came out of confidence

CORPORATE REPORTS FOR DECISION

7.15pm Travers Street Reserve – Amendment of Resolution Report Reference: GC270218R03

Moved Councillor Hutchinson, Seconded Councillor Telfer that Council:

Amends the resolution of 09 December 2014 (GC091417R04) that Council:

1. Authorises the creation of two residential allotments from the reserve land of approximately 340 m2 each, by a land division, for disposal These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 13

City of Marion Minutes of the General Council Meeting 9 Tuesday 27 February 2018 – Reference Number GC270218

4. Delegates to the Team Leader Land and Property the authority to negotiate the sale of the two residential allotments subject to the deposit of the plan of division in the Lands Titles Office.

5. Council pursuant to Section 37(b) of the Local Government Act 1999 authorises the Mayor and Chief Executive Officer to enter into and sign and seal all documentation necessary to facilitate the land divisions, land transfers and the Land Management Agreement.

To the following new resolution:

1. Endorses the creation and disposal of one residential allotment of 680 square metres.

2. Endorses the net proceeds from the sale to be paid into the Open Space Reserve Fund.

3. Pursuant to Section 37(b) of the Local Government Act 1999, authorises the Chief Executive Officer to negotiate and enter into and sign all contracts and documentation necessary to effect a sale and settlement of portion of the Travers Street Reserve.

Councillor Hutchinson with the consent of Councillor Telfer sought and was granted leave of the meeting to vary the motion as follows:

That Council (as varied):

Amends the resolution of 09 December 2014 (GC091417R04) that Council:

1. Authorises the creation of two residential allotments from the reserve land of approximately 340 m2 each, by a land division, for disposal

4. Delegates to the Team Leader Land and Property the authority to negotiate the sale of the two residential allotments subject to the deposit of the plan of division in the Lands Titles Office.

To the following new resolution:

1. Endorses the creation and disposal of one residential allotment of 680 square metres (portion of land as identified in Appendix 4 of the report GC091214R04).

2. Endorses the net proceeds from the sale to be paid into the Open Space Reserve Fund.

Carried

Councillor Hull called for a division: Those in Favour: Councillors Telfer, Hutchinson, Prior, Veliskou, Appleby, Gard and Crossland Those Against: Councillors Hull and Westwood

Carried

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 14

City of Marion Minutes of the General Council Meeting 10 Tuesday 27 February 2018 – Reference Number GC270218

7.33pm Indigenous Land Use Agreement Conclusion Report Reference: GC270218R04

Moved Councillor Crossland, Seconded Councillor Westwood that Council:

1. Notes the conclusion of the local government’s negotiations on an Indigenous Land Use Agreement (ILUA) with Kaurna people; and

2. Requests that the $9225.46 to be returned to the City of Marion by the Local Government Association of South Australia be allocated to the installation of a BBQ at the Living Kaurna Cultural Centre with the remaining required funds of up to $2,775 being funded through the existing 2017-18 land & property budget.

Amendment:

Moved Councillor Gard, Seconded Councillor Hull that Council:

1. Notes the conclusion of the local government’s negotiations on an Indigenous Land Use Agreement (ILUA) with Kaurna people; and

3. Council expresses its regret by letter and in doing so seeks an explanation of where negotiations failed.

The amendment to become the motion was Carried The motion was Carried

7.50pm 2nd Budget Review 2017/18 Report Reference: GC270218R05

Moved Councillor Veliskou, Seconded Councillor Telfer that Council:

1. Adopt, as presented in Appendix 1, the revised budgeted statements including the Income Statement, Balance Sheet, Statement of Changes in Equity and Statement of Cash Flows.

Carried Unanimously

7.55pm CEO Performance and Remuneration Review Timeline and Approach Report Reference: GC270218R06

Moved Councillor Gard, Seconded Councillor Telfer that Council

1. Endorses the proposed approach and timeline for the CEO’s performance and remuneration review as outlined in Appendix 1.

Carried Unanimously

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 15

City of Marion Minutes of the General Council Meeting 11 Tuesday 27 February 2018 – Reference Number GC270218

7.56pm Oaklands Crossing Community Forum – Rescission Motion Report Reference: GC270218R07

Moved Councillor Hull, Seconded Councillor Prior that Council:

Rescinds the resolution of 28 February 2017 that states:

1. That the City of Marion hosts a community forum on Oaklands crossing before the end of February 2018. Invitations to include relevant politicians, DPTI, RAA, Emergency Services, Westfield Marion and Flinders University representatives.

2. That a total of $7,000 be allocated from 2016/17 identified savings to run the forum and produce flyers to notify the community about the forum outcomes.

Carried Unanimously

CORPORATE REPORTS FOR INFORMATION / NOTING

7.58pm Election Signs – General Approval Guidelines Report Reference: GC270218R08

Moved Councillor Veliskou, Seconded Councillor Telfer that Council:

1. Council notes the Election Signs – General Approval Guidelines attached to this report as appendix 1

2. Council notes the Election Signs – General Approval Guidelines will be updated on an as needs basis (e.g. in accordance with relevant legislative changes, dates of elections etc).

Carried Unanimously

8.02pm Corporate and CEO KPI Report Quarter two 2017/18 Report Reference: GC270218R09

Moved Councillor Veliskou, Seconded Councillor Crossland that Council

1. Notes the Corporate and CEO’s Key Performance Indicators for the year to date.

Carried Unanimously

8.03pm WHS Monthly Performance Report – January 2018 Report Reference: GC270218R10

Moved Councillor Gard, Seconded Councillor Crossland that Council

1. Notes the report and statistical data contained therein

Carried Unanimously

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 16

City of Marion Minutes of the General Council Meeting 12 Tuesday 27 February 2018 – Reference Number GC270218

8.05pm Finance Report – January 2018 Report Reference: GC270218R11

Moved Councillor Telfer, Seconded Councillor Veliskou that Council:

1. Receives the report “Finance Report – January 2018”

Carried Unanimously

MATTERS RAISED BY MEMBERS

Motions with Notice

8.19pm Nursery Report Reference: GC270218M01

The item lapsed for want of a mover.

Questions with Notice

Rajah Reserve Community Project Report Reference: GC270218Q01

QUESTION:

1. The Rajah Reserve Community project has been running for around 10 years.

2. Including an estimate of staff wages, materials, vehicles etc. what is the total amount invested in this project by the City of Marion.

3. Please provide details of the amounts invested by third parties.

4. Please could I have a list of similar projects within the City of Marion.

5. What programs for socially isolated residents are currently available and accessible by public transport in/from the Coastal Ward

COMMENTS: Liz Byrne, Manager Community & Cultural Services

1. The Rajah Reserve community project was identified as a Community Capacity Building (CCB) Pilot Project 2 in April 2005 (GC110406R04). The Rajah Reserve project was approved to proceed subject to funding being approved in the 2006/2007 budget process.

The area in the vicinity near Rajah Reserve was identified as a CCB project after discussions with both the South Australian Housing Trust and the SA Police. The interagency approach was proposed working with the community around community safety.

The Socio-Economic Indexes for Areas (SEIFA) ranks areas in Australia according to socio- economic advantage and disadvantage. The index is derived from attributes that reflect disadvantage such as low income, low educational attainment, high unemployment and jobs in relatively unskilled occupations.

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 17

City of Marion Minutes of the General Council Meeting 13 Tuesday 27 February 2018 – Reference Number GC270218

Residents in the Oaklands Park area have a SEIFA rating of 912.6 with a percentile rating of 14. This means that only 14% of Australian suburbs are more disadvantaged than Oaklands Park.

2. A total of $154,651 (exclusive of staff wages) has been spent on the Rajah Reserve community project since July 2005.

The staffing component is estimated at $439,902. This is based on a 0.5 FTE at Level 4 at 2017 wages.

3. Investment to the Rajah Reserve community project from third parties include:  Roger Rasheed Sports Foundation (RRSF)  Kingdom Life, initially Marion Vineyard  Family by Family (a TASCI initiative – The Australian Centre for Social Innovation)  Housing SA (Department of Communities & Social Inclusion)

The RRSF has invested a total of $172,500, which includes improvements to the reserve and 3- year co-contribution to the sports program conducted at the reserve.

The financial investment from the other third parties is not known to Council.

4. The following have been identified as community capacity building projects across the City of Marion and include:  Marion (Marion Historic Village)  Oaklands Park (Rajah Street Reserve)  Glandore (Glandore Environment Group, formally Sustainability Street)  Trott Park  Plympton Park/Park Holme  Drew Court

Other community capacity building activities occur:  in our neighbourhood centres  community grants  youth development grants and partnerships  support for our ageing population

5. The SEIFA index for the Coastal ward does not indicate a strong need for specific programs for socially isolated residents. However many and various programs are run from both the Cove Civic Centre and Trott Park Neighbourhood Centre that create social connections for residents who are located in southern Marion.

SEIFA rating for the Coastal Ward Suburbs SEIFA rating Percentile Marino 1085.3 90 Seacliff Park 1066.8 83 Hallett Cove 1066.2 83

Motions without Notice

Nil

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 18

City of Marion Minutes of the General Council Meeting 14 Tuesday 27 February 2018 – Reference Number GC270218

Questions without Notice

Nil

MEETING CLOSURE - Meeting Declared Closed at 8.20pm

CONFIRMED THIS 13 MARCH 2018

...... CHAIRPERSON

These Minutes are subject to confirmation at the General Council Meeting to be held on the 13 March 2018 Page 19

CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Kate McKenzie, Manager Corporate Governance

General Manager: Vincent Mifsud, General Manager Corporate Services

Subject: Finance and Audit Committee - Confirmation of Minutes of Meeting held on 27 February 2018

Report Reference: GC130318R01

DISCUSSION: The purpose of this report is to facilitate the r eceiving and noting of the minutes from the 27 February 2018 Finance and Audit Committee meeting. Items considered at this meeting are summarised below:  Elected Members Report  Draft Annual Business Plan 2018/19 and Long Term Financial Plan  Internal Audit 2017/18 Year 1 and Volunteer Management Internal Audit Report  Service Review Report Customer Service  Service Review Program 2017/18 Update  Service Review Recommendations Progress Update Confidential Items:  Insurance Market Testing  Other Business – Verbal Report from the Chief Executive Officer

RECOMMENDATIONS DUE DATES

That Council: 1. Receives and notes the minutes of the Finance and Audit Committee 13 March 2018 meeting of 27 February 2018 (Appendix 1).

2. Notes that separate reports will be brought to Council for 13 March 2018 consideration of any recommendations from the Finance and Audit Committee.

Report Reference: GC130318R01 Page 20 MINUTES OF THE FINANCE AND AUDIT COMMITTEE MEETING HELD AT THE ADMINISTRATION CENTRE 245 STURT ROAD, STURT ON 27 FEBRUARY 2018

PRESENT Mr. Greg Connor (Chair), Ms Emma Hinchey, Ms Natalie Johnston and Councillor Telfer

In Attendance Mr. Adrian Skull Chief Executive Officer Mr. Vincent Mifsud General Manager Corporate Services Ms Abby Dickson General Manager City Development Mr. Tony Lines General Manager City Services Ms Kate McKenzie Manager Corporate Governance Ms Deborah Horton Governance Quality Coordinator Mr. Ray Barnwell Manager Finance and Contracts Ms Fiona Harvey Manager Strategy and Innovation Ms Cass Gannon Performance and Innovation Leader Ms Karen Cocks Manager Customer Experience Ms Sherie Walzcak Unit Manager Risk Mr. Jared Lawrence KPMG Ms Heather Martens KPMG

1. OPEN MEETING The meeting commenced at 9.30 am. The Chair welcomed all those present to the meeting. The Chair welcomed Ms Natalie Johnston to the meeting. Ms Johnston provided an overview of her experience in consulting, external audit, internal audit and across local government.

2. KAURNA ACKNOWLEDGEMENT We begin by acknowledging the Kaurna people , the traditional custodians of this la nd and pay our respects to their elders past and present.

3. MEMBERS DECLARATION OF INTEREST The Chair asked if any Member wished to disclose an inter est in relation to any item being considered at the meeting. No interests were declared.

4. CONFIRMATION OF MINUTES 9.32am Confirmation of Minutes for the F inance and Audit Co mmittee held 12 December 2017

Moved Councillor Telfer, Seconded Mr Connor that the minutes of the Finance and Audit Committee (the Committee) meeting held on 12 December 2017 are confirmed as a true and correct record of proceedings.

Carried Unanimously

These Minutes are subject to adoption at the Council Meeting to be held on Page 21 City of Marion Minutes of the Finance and Audit Committee meeting held 2 Tuesday 27 February 2018 – Reference Number FAC270218

5. BUSINESS ARISING Review of the Business Arising from previous meetin gs of the Finance and Audit Committee Report Reference: FAC2702185.1

The Committee reviewed and noted the Business Arising Statement and the forward work Plan for the Committee. The Committee discussed the joint forum with Elected Members listed for August and agreed that further discussion was required regarding the topic for the Elected Member Forum.

6. ELECTED MEMBER REPORT 9.36 am Elected Members’ Report Report Reference: FAC2702186.1

Councillor Telfer provided a summary of the report and raised that Elected Members are still working hard on infrastructure issues for the City of Marion. Council still needs to determine the Local Government Association Membership for 2018/19 and the Insurance Revi ew that is scheduled for March 2018. Councillor Telfer requested the CEO provide the Committee with a confidential update on the AWU Employee Agreement negotiations within other business of the meeting. Councillor Telfer advised that the B MX project is still over budget by approximatel y $2m. Further investigations for another site have occurred within the City of Onkaparinga and Onkaparinga have confirmed their preference is the Majors Road site at O’Halloran Hill. The issues regarding the soil quality remain which is creating the budget overrun. The Committee queried the City of Marion’s process regarding credit cards. The Manager Finance and Contracts advised th at Council currently had 35 credit cards which were governed by a monthly limit of $70,000. Last financial year a total of $180,000 was used for purchasing on credit cards. KPMG also completed an internal audit on credit cards in 2017. This internal audit selected a sample of expe nditure and tested aga inst the re levant policies/procedures. No high risks were identified out of this review. Management has been liaising with the Auditor General and media queries regarding the matter.

7. REPORTS Matters for Discussion Corporate and Financial Management

9.48 am Draft Annual Business Plan 2018/19 and Long Term Financial Plan Report Reference: FAC270218R7.1

The Manager Finance and Contracts provided an overvie w of the report highlig hting the assumptions that were considered by the Committee and Council in December 2017. A high level draft budget was produced fo r discussion at the Elected Memb er Planning day in January 2018. This also included discussion on 20 new initiatives being considered for the budget. Three rate mod els were presented at the planning day ranged being 1.0%, 1.8% and 2.2% increase. Elected Members provided further guidance on the rate increase and further modeling would occur based on 1.8% and 2.2% to assist Elected Members with their decision making on the budget.

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 22 City of Marion Minutes of the Finance and Audit Committee meeting held 3 Tuesday 27 February 2018 – Reference Number FAC270218

The Committee queried the impact of rate capping and was advised that the rate modeling being undertaken would fit within any rate capping requirements. The draft budget will be finalised in March in preparation for public consultation in April. The Committee noted the report and suggested the following points for further consideration:  The consultation process with Elected Memb ers has worked well and should be embedded as part of the process  The organisations capacity to deliver all of the items within the draft Annual Business Plan  Expenses at 2.5% (CPI) over the life of the Long Term Finance Plan (LTFP)  The sustainability of employee costs at 2% over the life of the LTFP  Councils plans for spending the accounting reserves  The impact of carryovers on resourcing and the consequent risk of not being able to deliver the following years works p rogram. A focus on re ducing these further is required.  When setting the rate increase, Co uncil needs to en sure it will cover what it ha s planned to deliver in th e next year. Setting a lower rate in one year and then increasing in the following year doesn’t demonstrate good p ractice. Once rates are low (i.e. 1.8% which is below CPI), it will make it more challenging for the Council to increase rates at a later stage. Council does h ave ambitious future plans and this needs to be considered when setting the rate.  When presenting the Annual Business Plan to Council, the financial ratio s (page 29) should also be compared with the sector or other relevant benchmark.

The Committee discussed the average residen tial rate increases noting that the City of Marion is 5th lowest of the 18 metropolitan councils. It is forecast that the current proposed rate increase for 2018/ 19 is likely to keep the City of Marion posit ion amongst the lower increasing in rates for Councils. The difficultly for City of Marion is the rate in the dollar when compared with neighboring Councils such as City of Hold fast Bay. Marion has a larger proportion of properties with a lower capital value and less properties with high capital value to spread the load, mea ning that the rate in the dollar will always be higher than Council s with more higher value properties. It was also noted that the Council is proposing to invest further in project management and asset management software. The Committee noted that it is a good investment to spend on systems that will better enable the organisation to deliver. The Committee also discussed the Key Performance Indicators for 2018/19 and provided the following comments:  It’s important that the KPI’s do not compete against each other. For example, the delivery of the capital works program and the employee costswork against each other because delivering one could impact on the other not being achieved.  Council needs to consider the KPI regarding Total Employee Costs. The stretch target is less than or equal to 2%. The likeliho od is that this is not realistic moving forward and will be a challenge. If the employee costs increases to 2.5%, this will dramatically change the cash surplus forecast at the end of the LTFP from $50m t o approximately $20m. Further consideration is required in this space.  Retention of key staff is a challenging KPI as good people a re often hard to retain. Council may like to consider a target such as avoidable turn over. Some employees will leave or be terminated but the majority of staff will deliver a solid performance and Council would want to retain t hese employees. I f you exclude the employees

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 23 City of Marion Minutes of the Finance and Audit Committee meeting held 4 Tuesday 27 February 2018 – Reference Number FAC270218

management performance managed and then set an ind icator of say 8 – 12% of avoidable turnover, it may provide a better in dicator to the organisation. If it can be determined through the exit intervi ew process if the resignation was a good/bad resignation for the organisation, that would be useful. The Committee congratulated the organisation for another good process.

Internal Audit

10.15 am Internal Audit Program 2017/18 Year 1 Report Reference: FAC270218R7.2

Mr. Jared Lawrence (KPMG) and Ms Heather Martens (KPMG) entered the meeting and introduced the Volunteer Management Internal Audit Report. The Committee noted that the audit included review of the Volunteer Man agement Strategy, Volunteer Policy and Procedure and the management arrangements for volunteers. The Committee noted the report and that the City of Marion has 363 act ive volunteers with an estimated value of $1.1m (approximately 40,000 hours) per annum. This is the equivalent of approximately 15 full time employees. The au dit revealed that in general the volunteers and staff involved in the program were passionate and well supported in their roles The report highlighted six (6) recommendations (two high, one moderate and three low risks) and 1 performance improvement. The high risk recommendations related to the lack of an overall strategic direction for volunteer management and out of date DCSI clearances. The out of date DCSI clearances have been addressed as a matter of urgency to ensure that volunteers have the appropriate police clearance. The Committee noted that any volunteers without the appropriate clearance were stood down until the clearance was received by Council. The cost of obtaining the clearances was incurred by the City of Marion and not the volunteer. It was also noted that there were some gaps within the volunteer database and the formal performance reviews with volunteers was not o ccurring. There was evidence that different sites were managing their volunteers different ly (for exa mple, the Glandore Communit y Centre had created their own Code of Conduct for Volunte ers that wasn’t align ed to the corporate values). The Committee acknowledge that:  The management of the volunteer program may have drifted in recent years and that the function has now been transitioned into Human Resources to align the volunteer policies and procedures with employee policies and procedures.  Council needs to be co nsiderate of the Fair Work Commission and en suring that volunteers are not und ertaking roles that should be pa id. Further e xploration is required to ensure any exposure to Council is limited.  The report provided value.

The Committee queried if KPMG would be able to deliver the remainder of the Internal Audit Program in five months. Mr. Lawrence confirmed that the Contractor Management Report is 90% complete. The NDIS and Fines and Regulatory Services internal audits are currently in progress. The Development Services review will be progressed outside of the KPMG contact as a planning specialist is required for this audit.

ACTION: Provide the Committe e with an update in regards to progress ing the recommendations from the Volunteer Management Internal Audit in 6 months.

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 24 City of Marion Minutes of the Finance and Audit Committee meeting held 5 Tuesday 27 February 2018 – Reference Number FAC270218

Adjournment 10.40 am The chair called for a 5 minutes adjournment 10.45 am The meeting resumed

Service Reviews

10.45 am Service Review – Report – Customer Service Report Reference: FAC270218R7.3

The Manager Customer Experience and the Pe rformance and Innovation Leader provided an overview of the repo rt noting the objective s were to id entify opportunities to improve Customer Experience when contact ing the Customer Service Team, Assess the team- resourcing profile against profile of calls coming in to bette r match resources and improve services and assess opportunity for greater first call resolution.

It was noted that the customer service team is coming under increased pressure to transform from a face to face / phone interaction to the digital environment. The analysis of the review highlighted that there is no single point of truth regarding how the City of Marion is capturing its data regarding the experience of the customer.

In total the review delivered 17 re commendations for improvement. The basis of the recommendations are t o deliver the foundatio n required to transform the service delivery model being offered at the city of Marion. These include:  Implementation of Interactive Voice Response (IVR) in certain areas  Strengthen digital channel  Simplify the hard waste booking process  Improve the customer experience when visiting the administration building  Implement a systemic call quality monitoring process  Implement metrics that matter most as a management tool to dr ive customer experience.

The Committee noted the review and made the following points:

 Some of the recommendations are quick wins and should be implemented first whilst others are more intense.  73% of contact is via phone, if introducing an IVR process, the 10% reduction of calls handled by the custo mer service team shou ld be ea sily met. The Committee suggested a higher target should be developed.  Further data is required to deliver outcomes for the team.  It was noted a further review was suggested for April 2019 and the Committee agreed this would be beneficial.  It is noted that the customer service team has long tenure but may not be equipped with the right knowledge to act a s the first point of contact knowledge agent. The organisation needs to ensure that the staff are given the information and authority to respond and empower them to implement the required outcome.

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 25 City of Marion Minutes of the Finance and Audit Committee meeting held 6 Tuesday 27 February 2018 – Reference Number FAC270218

 The organisation needs to be certain on the strategy of the customer service tea m being the central knowl edge point. If this is the case, how will the org anisation be aware of th e types of queries and problems b eing addressed at this first point of customer experience?  It was noted that the process for dog registrations and hard rubbish was reviewed due to the administrative costs. Some improvements were beyond our control as they are a legislative process. The administration for the booking of the hard rubbish was not covered in the Hard Rubbish Service Review as this focused on the actual service. The Committee indicated that this was a good report and suggested that all elected members should be engaged with its content. The Committee also discussed partnering opportunities with the City of Port Adelaide Enfield and City of Charles Sturt.

11.14 am Service Review Program 2017/18 - Update Report Reference: FAC270218R7.4

The Committee noted the Service Review Program 2017/18 - Update - Appendix 1

11.16 am Service Review – Recommendations – Progress Update Report Reference: FAC270218R7.5

The Committee noted the report and raised co ncerns that only 50% of recommen dations were closed out. The Committee suggested t hat the program ma y need to slow down to ensure the recommendations are implemented appropriately and the organisation is no t overwhelmed. It was noted that the organisation was at risk of strategic initiative overload and some part of this business were creating blockages due high and demanding workloads. It was noted that the May Co mmittee meeting would consider the Service Review Progra m for 2018/19 and this would be taken into consideration. ACTION: the Committee be provided with a one page update on progress achieved with Service Review Recommendations, with a focus on completing key items first.

11.20 am Service Review – Scope – Records Management Report Reference: FAC270218R7.6

The Manager Corporate Governance provided an overview of the scope highlighting that due to the new technology implemented (Record Point) the review will assess the internal service delivery model taking into consideration the roles, responsibilities, competencies and optimal team structure. The review will commence in April 2018

The Committee noted the report.

8. CONFIDENTIAL ITEMS

11.24 am Insurance Market Testing Report Reference: FAC270218F01

Moved Councillor Telfer, Seconded Ms Hinchey that the Finance and Audit Committee:

Pursuant to Section 90(2) and (3) (b) and (d) of the Local Government Act 1999, orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Vincent Mifsud, General Manager Corporate Services; Abby Dickson, General

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 26 City of Marion Minutes of the Finance and Audit Committee meeting held 7 Tuesday 27 February 2018 – Reference Number FAC270218

Manager City Development, Tony Lines, General Manager City Operations, Kate McKenzie, Manager Corporate Governance, Sherie Wal czak, Unit Manager Risk, Lyndon Parnell, Finrisk Pty Ltd, be excluded from the meeting as the Finance and Audit Committee receives and considers information relating to Insurance Market Testing, upo n the basis that the Committee is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the n eed to keep considera tion of the matter confidential given the information relates to commercial information the disclosure of which could prejudice the commercial position of Council and would on balance be contrary to the public interest.

Carried Unanimously

11.24 am the meeting went into confidence

Moved Ms Hinchey, Seconded Ms Johnston that the Finance and Audit Committee:

In accordance with Section 91(7) and (9) of the Local Government Act 1999 the Committee orders that this report, Insurance Market Testing report, appendices and the minutes arising from this report having been considered in confidence under Section 90(2) and (3)(b) and (d) of the Act, except when required to effect or comply with the Council’s resolution(s) regarding this matter, be kept confidential and not available for public inspect ion for a period of 12 months from the date of this meeting. This confidentiality order will be reviewed at th e General Council Meeting in December 2018.

Carried Unanimously

12.22 pm the meeting came out of confidence

9. ANY OTHER BUSINESS The Committee noted the clash between the meeting of 14th August and General Council Meeting and agreed to move the Finance and Audit Committee meeting scheduled for the 14th August 2018 to the 21st August 2018

11.23 am Verbal Update from Chief Executive Officer

Moved Ms Johnston, Seconded Councillor Telfer that the Finance and Audit Committee:

Pursuant to Section 90 (2) and (3)(g) of the Local Government Act 1999, orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Exe cutive Officer; Vincent Mifsud, General Manager Corporate Services; Abby Dickson, General Manager City Development, Tony Lines, General Manager City Operations, Kate McKenzie, Manager Corporate Governance, be excluded from the me eting as the Finance and Audit Committee receives and considers information relating t o the Employee Agreement Negotiations, upon the basis that the Committ ee is satisfied that the requirement for the meeting to be conducted in a place open to the public has be en outweighed by the need to keep consideration of the matter confidential to ensure that the council does not breach any law, order or direction o r a court or tribunal con stituted by law, any dut y of confidence, or other legal obligation or duty.

Carried Unanimously

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 27 City of Marion Minutes of the Finance and Audit Committee meeting held 8 Tuesday 27 February 2018 – Reference Number FAC270218

12.23 pm the meeting went into confidence

Moved Ms Hinchey, Seconded Ms Johnston that the Finance and Audit Committee:

In accordance with Section 91(7) and (9) of the Local Government Act 1999 the Committee orders that the minutes arising from this verbal update having been considered in confidence under Section 90(2) and (3)(g) of the Act, except when required to effect or comply with the Council’s resolution(s) regarding this matter, be kept confidential and not available for public inspection for a period of 12 months from the date of this meeting. This confidentiality order will be reviewed at the General Council Meeting in December 2018.

Carried Unanimously

12.35 pm the meeting came out of confidence

10. MEETING CLOSURE The meeting was declared closed at 12.35 pm.

11. NEXT MEETING The next meeting of the Finance and Audit Committee is scheduled to be held: Time: 9.30am Date: 29 May 2018 Venue: Council Chamber, Administration Building

...... CHAIRPERSON / /

These Minutes are subject to adoption at the Finance and Audit Committee Meeting to be held on 29 May 2018

Page 28

CITY OF MARION GENERAL COUNCIL MEETING 13 March 2018

Originating Officer: Rebecca Deans, Open Space and Recreation Planner

Manager: Carol Hampton, Manager City Property

General Manager: Abby Dickson, General Manager City Development

Subject: Warradale Open Space

Report Reference: GC130318R02

REPORT OBJECTIVE The purpose of this report is to investigate open space in the suburb of Warradale and surrounding areas and acquisition opportunities for further consideration.

EXECUTIVE SUMMARY

Mapping of the City of Marion open space indicates that Warradale has a low square meters of open space per person, with a rate of 8.4 square metres per person. Surrounding suburbs have the following square meters per person: Glengowrie 11.89 Oaklands Park 57.46 Dover Gardens 11.38

Existing open space in Warradale and within walking distance of Louise Avenue Reserve has been highlighted in this report. Population projections suggest that Warradale is a growing suburb.

Land for open space development is rare in Warradale, however, private land holdings have been identified as potential acquisition opportunities should a number of these become available.

Consideration to upgrade existing open space and / or connections to existing open space are also considered.

RECOMMENDATIONS DUE DATES

That Council: 13 March 2018 1. Provides in principle support for the acquisition of properties in Warradale to increase open space provision. 2. Notes Administration will provide a watching 13 March 2018 brief on identified properties and will bring further reports to Council should suitable properties become available. 13 March 2018 3. Considers upgrading existing open space within Warradale and / or provide better connections as part of the Open Space Works Program.

Report Reference: GC130318R02 Page 29

BACKGROUND At the 24 October 2017 General Council meeting a motion on ‘Louise Avenue Reserve, Warradale - Rescission’, (GC241017M03) was endorsed and the following recommendations were made;

1. Receives a further report by the end of March 2018 on: a. public open space within Warradale and any other open space within walking distance (500m) b. the population projections for this suburb c. potential strategic open space acquisition opportunities for the area for further consideration

DISCUSSION Mapping of the City of Marion open space indicates that Warradale has a low square meters of open space per person, with a rate of 8.4 square metres per person.

Throughout Marion the square meters of open space per person now and projected to 2036 shows that Warradale has one of lowest open space levels compared to other suburbs. The suburbs of Edwardstown (3.3 square metres per person) and Ascot Park (4 square metres of open space per person) also show similar low levels of open space. These will be considered as part of the open space plan.

At an Elected Members forum in August 2017 (EMF150817) the levels of open space in these low provision suburbs was discussed and it was noted these should be addressed to provide better open space provision, an increase in greening and lower heat density.

The Open Space Policy provides a rationale as to why Council places emphasis on the importance of suitable open space provision. While there is no endorsed level of open space provision, the recommendation was to lift levels in the low areas where practicable.

Public Open Space within Warradale and within 500m of Louise Avenue Reserve has been detailed in the table below;

Open Space Size Amenity

Marion Community House 8672m2 Undeveloped reserve to the south. Bench seat and landscaping to the north. Hamilton Park Reserve 15390m2 Tennis and netball courts, 3 v 3 basketball court, play equipment, seating, BBQ.

As part of the tennis and netball review these courts will be removed, providing opportunity to improve the open space at this reserve. Warradale Park Reserve 10773m2 Tennis and netball courts, 3 v 3 basketball, cricket nets, play equipment, seating, BBQ

Report Reference: GC130318R02 Page 30

Ballara Park Reserve 3379m2 Tennis courts to be removed, basketball 3 v 3, play equipment, seating. Louise Avenue Reserve 1165m2 Council has endorsed the disposal of this reserve.

Warradale Primary School has play equipment and an oval but is fully fenced and public access is not allowed.

There are a number of reserves in Holdfast Bay council area that border Warradale.

Open Space Size Notes

Paringa Park Reserve 5000m2 Somerton Park Tennis Club additional to this reserve 916m from Louise Avenue Small playground Reserve Open Space Bowker Street Oval 29000 m2 Playground Sports Fields 450m from Louise Avenue Reserve Dulcie Perry Park 5,300m2 Playground Open Space 750m from Louise Avenue Reserve Brighton Oval 1,500m from Louise Avenue Sports Fields Reserve

Population projections enable Council to see how population changes are affecting different parts of Marion. Data from the City of Marion population forecast prepared by forecast.id in 2014 estimates the population growth in Warradale as below;

2011 2016 2021 2026 2031 2036 Total Average change annual change % Warradale 4,839 5,136 5,383 5,570 5,733 5,896 +1,057 +0.79

It is unlikely that large parcels of land in Warradale will become available for open space development. However, a watching brief has been placed on 17 properties with larger footprints (ranging in size from 1,000 to 3,000 sq m). A number of adjoining properties would be required to provide a suitable area e.g. 3,000 sqm for open space.

It is unlikely that these multiple properties will be available at the same time and there is a risk in purchasing one to wait for another to become available.

As most properties are residential, it will require quick action to purchase these parcels of land which Council may not be able to commit to.

If suitable parcels of land are not available, there are other options that can be considered:  Provide better connections to existing open space through trails, pathways, streetscaping etc.  Upgrade existing open space to provide amenities that enhance the reserve features

Report Reference: GC130318R02 Page 31

 Seek alternative options such as street closures  Work with DECD to open schools for public use  Develop Ballara Park Reserve to a higher level instead of acquiring more land.

These options will be included in the draft Open Space Works program which is being developed.

FINANCIAL IMPLICATIONS The net proceeds from the sale of Louise Avenue Reserve will be transferred to the Open Space Reserve Fund for the development of open space facilities as approved by Council.

CONCLUSION There is low provision of open space in a number of suburbs including Warradale. While a watching brief will be undertaken on potential properties to acquire in Warradale, other options to improve the connections or improve open space have been identified and will be included in the draft Open Space Works program.

Report Reference: GC130318R02 Page 32

CITY OF MARION GENERAL COUNCIL MEETING 13 March 2018

Originating Officer: Rebecca Deans, Open Space and Recreation Planner

Manager: Carol Hampton, Manager City Property

General Manager: Abby Dickson, General Manager City Development

Subject: Playground Data Collection

Report Reference: GC130318R03

REPORT OBJECTIVE The purpose of this report is to provide information on data collection methods that would be beneficial to inform playground removal, upgrade and new playgrounds into the future.

EXECUTIVE SUMMARY

At a workshop on the Playground Framework during the Council Meeting in October 2017 (GC101017R08) Elected Members indicated that better playground usage data collection is required to make informed decisions about the forward playground works program.

Various methods of data collection have been investigated as detailed in the report.  Sensors  BBQ counters  Research Organisaiton Partnership  Open Space Operations Data Collection  Data Collection though City of Marion staff  Data collection through volunteers

It is recommended that where data collection can be incorporated into exiting staff roles or resources that these be progressed. Council’s Infrastructure and Strategy Committee will be exploring the use of sensor technology as part of Council’s Smart Cities Pilot approach and it is recommended that the collection of playground usage data be considered as part of this project.

RECOMMENDATIONS DUE DATES

That Council: 13 March 2018 1. Notes the report and endorses improving data collection through the following methods that can be resourced within existing internal resources:

 BBQ Counters

 Open Space Operations Data Collection

 City of Marion Data Collection

Report Reference: GC130318R03 Page 33

2. Notes that the potential use of senor technology to 13 March 2018 capture playground usage data will be incorporated into Council’s Smart Cities Pilot Project approach currently being developed by the Infrastructure & Strategy Committee.

BACKGROUND The Playground Framework, (GC121217R01) was endorsed at the 12 December 2017 General Council meeting and the following recommendation was made;

5. Notes a further report will be bought back to Council recommending data collection methods and costs.

Initial information on various data collection options was provided in the December 2017 report, this will be expanded upon, and costs detailed in this report.

Currently the following information is used to determine the priority for the renewal of playgrounds; • Playground age • Equipment risk based on an independent level 3 audit • Equipment condition based on an independent level 3 audit • Population density • Age of children 0 – 14 in the surrounding suburb.

When considering new playgrounds the following information is used to assess and prioritise; • Playground Policy alignment • Age of children 0 – 14 years in the surrounding suburb. • Projected population increase • Population density • Square metres of Open Space per Person • Projected Open Space per Person

It is acknowledged that further data collection would be beneficial to inform playground removal, upgrade and planning of new playgrounds into the future. Elected Members identified that additional data collection would assist them to make informed decisions.

DISCUSSION The following additional information will build on the current data used to inform playground provision. The collation of data will assist in identifying future playground needs and any changes required within the works program.

1. Observation of playground and open space use, identifying  When the playground is used  How often the playground in used  How many people use the playground  How many people use BBQ’s

This information will help identify how current playgrounds are being used.

2. Face to face survey data that will help identify  How residents and visitors access playgrounds  Feedback on local, neighbourhood and regional playgrounds and preferences  Best features of a playground  Opportunities to improve an existing playground

Report Reference: GC130318R03 Page 34

3. Providing resident information on the cost implications of new playgrounds. Consult with residents and understand their needs on the best use of the playground budget in their area (e.g. do they want one neighbourhood or two local) this information could be used during planning of the works program.

The following methods for data collection regarding playgrounds have been investigated:

A. Sensors Low cost, low power wireless activity detection sensors can be employed in reserves to provide real time equipment usage and visitor data. The sensors can collect analytics to help us better understand how people are using reserves and improve services delivered to our residents. Data that could be collected using sensors includes;  Time of day based usage data showing equipment and reserve popularity, for example, to understand how the playgrounds and public spaces are being used  Provide real time alerts of malicious or criminal activities in reserve.

Administration have met with a company who can provide a tailored solution to monitor playground and reserve activity in City of Marion. This has assisted to obtain indicative costs.

An initial quote for this service requested monitoring three playgrounds;  Harbrow Grove Reserve, Seacombe Gardens  Sandery Avenue Reserve, Seacombe Gardens  Ramsay Avenue Reserve, Seacombe Gardens.

These playgrounds were chosen as they represent all three levels of hierarchy within a short distance of each other and were representative of the hierarchies across Council which can be planned for future monitoring.

The system can be rotated across further playgrounds (12 in total) which are smaller or of the same size as the ones mentioned above.

Unobtrusive monitors are fitted to equipment in the playground and a wireless network relays collected data to the service provider. Data is provided to the City of Marion to use as needed.

It is envisaged that data collection will be sourced;  During term time and school holidays  Collected on playgrounds as needed – i.e. to monitor use before removal / upgrade  Quarterly at each playground

The following table provides indicative costs to set up the system;

System Requirement Component Estimated Annual Cost Sensors Sensor hardware supply and $33,000 installation. 50 sensors for 3 playgrounds. These sensors are to be rotated across a total of 12 playgrounds Sensor software $15,500 configuration and licencing for a 12 month period TOTAL $48,500

Report Reference: GC130318R03 Page 35

The data provided by this option is limited in that it does not collect qualitative information from users such as why they use that playground and what they value. The value of this system is it collects data over a prolonged period and requires few resources.

If Council supports this option of data collection it is recommend that the data is collected over a period of three years, this will increase the cost as an annual licence will be required.

Should Council choose to proceed with this form of data collection, it would be necessary to scope the works e.g. what data needs to be collected, where and when. A response from the market would be sought to ascertain full costs.

Council’s Infrastructure and Strategy Committee will be exploring the use of sensor technology as part of Council’s Smart Cities Pilot Project approach and it is recommended that the collection of playground usage data be incorporated into this project.

B. BBQ Counters The company who has supplied the majority of Council’s BBQs can provide a solution that measures BBQ use. The counters will cost $250 plus installation per BBQ. Currently there are 36 BBQs within the City of Marion.

Having these counters will provide data on BBQ use and assist in planning future BBQ upgrades. They will also provide information that will enable Administration to relocate BBQs that are not being well utilised.

The indicative cost for sensors to be installed on 36 BBQs would be in the order of $9,000 plus installation.

Should Council support this option, funding is available within the existing 2017-18 City Property Departmental budget.

C. Partnering with a Research Organisation Council could partner with a research organisation to collect both observational and face to face survey data. The aim would be to generate a rigorous and multi-dimensional picture of how people use recreation spaces. Data would be qualitative and quantitative.

Discussions with a potential research body has suggested that data collection could offer;

1. Observation of playground use to collect data including  When the playground is used?  How often the playground in used?  How many people use the playground?

2. Face to face interview data, including  How do residents and visitors access playgrounds?  Feedback on local, neighbourhood and regional playgrounds and preferences  Best features of a playground  What could be improved at the playground?

Method and reach of data collection would include;  Term time and school time observations and survey  Differing times of day data collection  Literature review

Report Reference: GC130318R03 Page 36

Should Council endorse this option, a mixture of playground hierarchies i.e. local, neighbourhood and regional would be utilised across multiple locations. Elected Member input would be sought to finalise sites.

The indicative cost for this option is in the order of $48,000.

This data collection will be the most informative and provide greater measures to inform future works. It will also collect subjective data that will let us know what residents want, use and need.

Should Council wish to pursue this data collection method, funding would need to be considered as part of Council’s 2018 -19 Annual Business Plan process. At this stage, this option is not recommended, as there are more costs effective solutions available to Council.

D. Open Space Operations Data Collection As part of the Service Review in the Open Space Operations team it has been identified that there is an opportunity for playground inspectors to gather simple data at weekly inspections.

This could include identifying how many adults and children are at the playground at the time of the inspection and could be added to the RAMM system. While this data would not be statistically representative, it would provide an indication over time to provide simple usage patterns in all City of Marion playgrounds.

This system is likely to be ready by April 2018 and data can be readily collected within existing resources.

It is recommended that data collection is incorporated into the Open Space Operations weekly inspections.

A. Data Collection via City of Marion Staff Data can be collected by City of Marion staff in the following ways:  General survey questions added to each site specific upgrade community consultation that will collect general playground use data. Questions asked could include: o What is your favourite playground and why? o Would you prefer a larger playground with more play value but further away or a few smaller playgrounds with lesser play value closer to your residence?  Social media posts  Face to face interviews on site on an ad hoc basis  Focus group meetings  Making Marion surveys

Data can be used to inform future works and policy decisions

This option is recommended as it can be undertaken within existing resources.

Report Reference: GC130318R03 Page 37

B. Data Collection via Volunteers

There may be opportunity to engage volunteers to collected playground use data face to face. This option would need further exploration and initially require resources to establish and manage the program.

CONCULSION Various methods of data collection have been researched and could be used to improve the collection of information. It is recommended that where data collection can be incorporated into exiting staff roles or resources that this be progressed. It is also recommended that the potential use of sensors be incorporated in to Council’s Smart Cities Pilot project approach which is under development. Consideration will need to be given if Council would like to progress options that will require additional funding noting there is limited capacity within the existing draft budget. Reprioritisation of initiatives would be required.

Report Reference: GC130318R03 Page 38

CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Sharon Perin, Unit Manager Community Health and Safety

Manager: Jason Cattonar, Manager Development and Regulatory Services

General Manager: Abby Dickson, General Manager City Development

Subject: Leaflet Advertising on Car Windscreens

Report Reference: GC130318R04

REPORT OBJECTIVES AND EXECUTIVE SUMMARY

The purpose of this report is to provide information to Council regarding leaflet advertising on car windscreens (on public land and private land); specifically what options are available with respect to legislative controls.

RECOMMENDATIONS DUE DATES

That Council:

1. Receives and notes this report 13 March 2018

BACKGROUND

On 12 December 2017 (GC121217M03) Council made the following resolution:

“A report be provided to Council outlining the options available for Council to restrict (totally or partially) leaflet advertising on car windscreens. That this report look at if powers extend to both public land and private land like shopping centres, even if allowed by consent of landowner.”

ANALYSIS Council has statutory powers to deal with leaflet advertising on vehicle windscreens under the Local Nuisance and Litter Control Act 2016 (“the Act”). This includes public land and private land (e.g. shopping centres).

Under the Act, a person must not post a bill/leaflet on property (e.g. a vehicle) without the consent of the owner/occupier of the property. This offence can attract an expiation of $315 and a maximum penalty of $10,000.

Report Reference: GC130318R04 Page 39

An Authorised Officer under the Act can order a person to remove a leaflet, or other bill unlawfully posted on property and the person must remove it. In the event a complaint is made by a property owner that a bill/leaflet had been placed on their property without their expressed permission, the matter would be investigated by an Authorised Officer.

The centre management of several major shopping centres within the City of Marion have advised Council staff that they do not permit businesses to place flyers on vehicles due to concerns of safety and littering. When centre management is made aware of this type of activity occurring, they contact the responsible person or business and advise that this type of activity is prohibited. The various centre managements have advised that they encourage persons and/or businesses to use other forms of appropriate advertising within the shopping centre. At a meeting with Westfield Marion on 11 January 2018, staff were advised that Westfield Marion rarely experience issues with leaflets being placed on vehicles.

As a proactive measure, it is standard practice for Authorised Officers undertaking patrols in major shopping centres to be vigilant of persons posting leaflets on vehicles or littering in general. On occasions where the Authorised Officer does not observe the offence (posting the leaflet/littering), but discovers leaflets that have been removed from vehicle windscreens, and left on the ground, the Authorised Officer informs centre management and also contacts the leaflet owner.

When an Authorised Officer observes a person littering (leaflets and/or other types of litter), they can take enforcement action under the littering provisions of the Act.

During the last two financial years there have not been any expiations issued for littering due to the evidentiary requirements of being able to identify the person who is responsible for the littering.

CONCLUSION

Council has, and acts, pursuant to its statutory powers under the Local Nuisance and Litter Control Act 2016, with respect to unauthorised leaflet advertising on car windscreens.

Report Reference: GC130318R04 Page 40

CITY OF MARION GENERAL COUNCIL MEETING 13 March 2018

Originating Officer: Jerry Smith, Coordinator Biodiversity

Manager: Mathew Allen, Manager Engineering and Field Services

General Manager: Tony Lines, General Manager City Services

Subject: Remnant Native Vegetation Plan

Report Reference: GC13032018R05

REPORT OBJECTIVES

This report is to provide Council wit h a summary of community consultation and seek final endorsement on the Remnant Native Vegetation Plan 2018 to 2023.

EXECUTIVE SUMMARY

The City of Marion Business Plan 2016-19 has a key deliverable to plan and deliver a program for the protection of Remnant Native Vegetation in our reserves. Community consultation has been undertaken on the Remnant Native Vegetation Plan 2018 to 2023 through the Making Marion website and results overwhelmingly support the plan; only very minor amendments were undertaken to the final Remnant Native Vegetation Plan 2018 to 2023 (Attachment 1).

It is proposed that the Remnant Native Vegetation Plan 2018 to 2023 be endorsed and that an ongoing budget of $300,000 per annum is allocated from the 2018/19 financial year for five years at which stage the plan is updated and funded for $200,000 per annum.

RECOMMENDATIONS DUE DATES

That Council:

1. Notes the community consultation results. 13 March 2018

2. Endorses the Remnant Native Vegetation Plan 2018 to 13 March 2018 2023

3. Endorses funding of up to $300,000 per annum for 5 years 13 March 2018 from 2018/19 for consideration in the 2018/19 Annual Business Planning process, reducing to an ongoing budget of $200,000 per annum for the remainder of the LTFP.

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DISCUSSION

At the General Council Meeting on 25 July 2017, Council resolved to undertake consultation on the Remnant Native Vegetation Plan 2018 to 2023. Community consultation occurred over a 3 week period from 14 November to 5 December 2017. The feedback received in response to the community consultation was collated and analysed, and demonstrated a resounding level of support for the plan and the importance of protecting Remnant Native Vegetation.

A full summary of the consultation is included in Attachment 2.

CONCLUSION

Consultation has demonstrated overwhelming support for the Remnant Native Vegetation Plan 2018 to 2023 and it is recommended that the plan is implemented to protect the last remaining Remnant Native Vegetation in the City of Marion.

ATTACHMENTS

Attachment 1: Remnant Native Vegetation Plan 2018 to 2023

Attachment 2: Attachment 2 Consult ation Findings Report Remnant Native Vegetation Plan 2018 to 2023

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REMNANT NATIVE VEGETATION PLAN

2018 to 2023

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Contents Purpose of the Remnant Native Vegetation Plan ...... 3 What is Biodiversity? ...... 4 Landscape of the City of Marion ...... 5 Pre-European Vegetation of the City of Marion ...... 5 Kaurna People Managed the Landscape ...... 5 Our Remaining Native Vegetation ...... 6 Pre-European Vegetation Types of the City of Marion ...... 7 The Hallett Headland ...... 8 Values of our Remnant Vegetation ...... 9 Vegetation of Significance – Grassy Woodlands and Grassy Habitats ...... 9 Greybox Grassy Woodlands ...... 10 Vegetation of Significance – Coastal Heathlands ...... 10 Our Priority Remnant Vegetation Sites ...... 15 City of Marion Priority Remnant Vegetation Sites ...... 15 Our Opportunity Sites ...... 17 City of Marion Opportunities for Revegetation and Landscape Linkages ...... 17 Threats to our Remnant Vegetation ...... 20 Habitat Loss and Fragmentation ...... 20 Tracks and Trails ...... 20 Weeds and Pest Species ...... 20 Inappropriate Land Use ...... 21 Erosion and Storm water Management ...... 21 Waterway Degradation ...... 21 Lack of Community Connectedness to Remnant Vegetation ...... 22 Climate Change ...... 22 Street Tree Management ...... 22 Principles Underpinning our Remnant Native Vegetation Management ...... 25 Manage the High Priority Sites ...... 25 Protection of Remnant Vegetation is about Bush Regeneration ...... 25 Sites Require Active Management ...... 25 No Net Species Loss principles ...... 25

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Revegetation Principles ...... 26 Land Acquisition and Disposal Principles ...... 26 Supporting Conservation on Non-Council Land ...... 26 Fire Management ...... 26 Recreation Principles ...... 26 Community Involvement ...... 26 Weedy Species Principles ...... 27 Engaging and Educating the Community ...... 27 Planning and Policy Context ...... 29 Implementation and Stakeholders ...... 29 Opportunities to Enhance Remnant Native Vegetation ...... 31 Action Plan - Goal 1 Management of Remnant Native Vegetation ...... 35 Action Plan - Goal 2 : Creating a community that values and connects with remnant native vegetation...... 37 Action Plan - Goal 2 : Creating a community that values and connects with remnant native vegetation...... 37 Action Plan – Goal 3: Creating connections across landscapes and reducing the effects of climate change through suburbs that are leafier with increased canopy cover ...... 39 Action Plan – Goal 3: Creating connections across landscapes and reducing the effects of climate change through suburbs that are leafier with increased canopy cover ...... 39 Action Plan Goal 4 – Measuring our success...... 40 Appendix 1 Master Indigenous Species List for Priority Sites 1 to 15 ...... 41 Appendix 2 Master Indigenous Species List for Priority Sites 16 to 29 ...... 45 Appendix 3 : Explanation of conservation categories...... 51

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Purpose of the Remnant Native Vegetation Plan

The City of Marion has undertaken extensive The Remnant Native Vegetation Plan outlines community consultation in forming the why biodiversity and remnant native Community Vision - towards 2040. vegetation are important and details our intent to protect remnant vegetation and The community vision has six themes, one of biodiversity. It identifies where remnant which is valuing nature. Council has a vision native vegetation occurs in the City of Marion to create a city that reflects a deep value of and the areas on our reserves that are of the the natural world. The City of Marion highest priority. The Remnant Native Business Plan 2016 to 2019 contributes to Vegetation Plan discusses the key values and this vision through the delivery of a plan and threats to remnant vegetation in the City of program for the protection of remnant native Marion. It also outlines the principles that vegetation in Council reserves. This Remnant will underpin the management of remnant Native Vegetation Plan outlines the City of native vegetation and the strategies that will Marion’s priorities and actions for managing be implemented to protect and manage remnant native vegetation as we move remnant vegetation. towards 2040. It focuses on the key principle of protecting and actively managing sites with high value remnant native vegetation. It also considers revegetation that contributes to managing remnant sites, buffers remnant vegetation and that can create linkages across the landscape for native vegetation and native fauna.

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What is Biodiversity?

Biodiversity is the variety of life in all its providing opportunities for recreation and forms. The diversity is found from the largest education. Our iconic Coastal Walking Trail ecosystems which vary across the landscape, through our remnant coastal vegetation is to species of plants and animals, to the one of the most valued assets within the City genetic diversity that exist within individuals of Marion. and populations. By working together, the three levels of diversity allow the complex What is Remnant Native Vegetation? interactions of life on earth. Remnant native vegetation comprises native plants that are indigenous to the City of Biodiversity in the City of Marion consists of Marion, including trees, shrubs, herbs and our street trees, parks, reserves, roadsides grasses. Remnant native vegetation is the and backyards but most commonly biodiversity that includes areas of native. biodiversity refers to our areas that remain as The areas of highest biodiversity value are local indigenous vegetation. remnants, usually pre-European vegetation Biodiversity provides many functions such as that has been relatively undisturbed by clean air, the recycling of nutrients, water human activity and land clearing and is able filtration, minimising soil erosion and to maintain functional ecological process.

Coastal heathland at the Hallett Headland Reserve. Photo: J. Smith

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Landscape of the City of Marion

Pre-European Vegetation of the City Kaurna People Managed the of Marion Landscape Before the arrival of European settlers in The Kaurna people are the traditional 1836, the landscape of the City of Marion custodians of the Adelaide Plains. The reflected the natural features found on the Tjilbruke Dreaming track starts in the City of plains and foothills, with diversity of Marion at Warriparinga ("windy place by the landforms and soil types supporting a diverse river"). Tjilbruke is an important creation mosaic of vegetation types from coastal ancestor of the Kaurna people. The Tjilbruke heathlands on geologically ancient coastal springs along the coastline are marked by the clifftops and beaches, grassy woodlands to tears of Tjilbruke which formed the springs. Open Forest along watercourses. The story of Tjilbruke tells that at sunset every night of his journey Tjilbruke would cry over Some of these particularly the grassy his nephew's body and his tears became a woodlands have been preferentially cleared spring. The City of Marion has one known and very little remains. Across the city less Tjilbruke spring at Weerab Reserve in Hallett than 1% of the pre-European vegetation Cove. remains.

Calostemma purpureum (Garland Lily) with masses of autumn wildflowers at Clifftop Crescent Reserve, Hallett Cove. Photo: J. Smith

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Our Remaining Native Vegetation (Rytidosperma sp.), Vanilla Lily The City of Marion has been largely cleared (Arthropodium strictum), Cut Leaf Goodenia for agricultural and then urban development. (Goodenia pinnatifida), Curved Riceflower Despite this there are still some important (Pimelea curviflora) and Garland Lily remnant areas. The single largest patch of (Calostemma purpureum). Roy Lander remnant vegetation is at the Hallett Headland Reserve has a small section of derived native (13ha) which contains over 100 native plant grassland, but with some extensive species and over 30 species considered to be populations of native plants such as White- of conservation significance in the Mount flowered Goodenia (Goodenia albiflora), Pale Lofty Ranges. Fan Flower (Scaevola albida) and Narrow-leaf New Holland Daisy (Vittadinia blackii). Along the coast there are other remnant coastal heathlands and cliff face vegetation, The Lower Field River is an important remnant with some better examples at Marine Parade area with one of the few River Red Gum Marino, Kurnabinna Gully and Clifftop (Eucalyptus camaldulensis) creeklines and Crescent at Hallett Cove. The coastal clifftop steep slopes with remnant derived environment is the most significant and grasslands. Significant species found here highest quality area of remnant native include Tufted Bluebell (Wahlenbergia vegetation and should be the major focus of luteola), Blanket Fern (Pleurosorus rutifolius), our efforts to protect remnant vegetation. Tall Scurf-pea (Cullen australasicum) and Chocolate Lily (Arthropodium fimbriatum). The other significant remnants occur largely in the Hallett Cove area and two of these are On the plains there are very few remnant remnants at Glade Crescent Reserve and areas, with native vegetation limited to small Manunda Way Reserve. Glade Crescent populations of native grasses or small stands Reserve is a large remnant patch along the of remnant overstorey with highly modified Waterfall Creek, a watercourse which runs understorey. The Sturt River in Warriparinga into Hallett Cove Conservation Park. This is one significant area of River Red Gum large 10 hectare site has over 40 native plant (Eucalyptus camaldulensis) forest, its species and is a critical linkage for flora and connection to the nearby Sturt Gorge means it fauna from the coast to the hills. contains some important areas for flora and fauna. On the Hills Face Zone there are a few small important remnants close to the O’Halloran The vegetation associations found in the City Hill Recreation Park. Morphett Road Reserve of Marion are shown on the map on the is a large patch adjacent the recreation park, following page. that contains populations of Wallaby Grasses

A remnant River Red Gum (Eucalyptus camalduensis) ephemeral creekline in Morphett Road Reserve. Photo: J. Smith

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Pre-European Vegetation Types of the City of Marion

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The Hallett Headland

The Hallett Headland is the most important parcels of remnant native vegetation owned and managed by the City of Marion. It is a remnant of the coastal heathland that once occurred right along the Marion clifftops. It is important for a number of reasons. The area is significant in size and largely unmodified. It has over 100 native plant species and over 30 of these are considered to be of conservation significance in the Mount Lofty Ranges. The heathland is composed of Turpentine Bush (Beyeria lechenaultii) and Prickly Ground Berry (Acrotriche patula) and shows strong endemism to South Australia. The City of Marion contains some outstanding remnant clifftop heathlands and residents are lucky enough to have a magnificent coastal walking trail through which they can enjoy this area. The coastal heathland at the Hallett Headland is home to a myriad of flora and fauna, if you are walking through keep your eyes out for the Singing Honey eaters, Nakeen Kestrel, Sleep Lizards or even a Brown Snake.

Top to bottom: Comesperma volubile (Love Creeper), Ptilotus spathulatus (Pussy tails), Acacia acinacea (Gold Dust Wattle), Drosera whittakerii (Whitakers Sundew). Bottom Right: Coastal Heathland at the Hallett Headland. Photos: J. Smith

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Values of our Remnant Vegetation

Remnant vegetation has a number of values and poor soil areas of the Mt Lofty Ranges, including; conservation values where there while grassy habitats and grassy woodlands are important vegetation types, plants of grow on the flat ground, gentle slopes and national significance, international migratory foothills. Grassy woodlands in South bird species or other values as determined by Australia have been preferentially cleared research priorities. There are also the because they tend to occur on soils well inherent benefits that can easily be taken for suited to agriculture. Much of the pre- granted like clean air, recreation and general European vegetation in the City of Marion was feeling of wellbeing. composed of grassy habitats.

Landscapes that contain remnant vegetation Grassy Habitats have Conservation Value have developed a character that has The conservation values of remnant diversified and stabilized over thousands of grasslands and grassy woodlands are years. The plant and animal species in these increasingly being recognised. habitats have a rare and unique identity and Grassy habitats are important because they: are icons of the area. • are the local natural heritage • help with the long term survival of The opportunity for people to have real and woodland birds meaningful connections with nature and in • provide habitat for wildflowers and native particular ‘wild’ areas has well documented animals benefits for improved physical and mental • are a biological resource for revegetation health. The complexity and visual character, projects the opportunity to see unexpected things and • help reduce soil erosion, manage water even the chemical compounds, fragrances use and salinity. and volatile oils in the atmosphere can have Many plant and animal species, some positive impacts on health and wellbeing. endangered, depend almost exclusively on

these remnants for habitat. Areas of diverse native vegetation also offer technical services for surrounding activities such as reduced stormwater runoff and erosion, improved water quality, reduced pest species, reduced plant and animal disease and improved pollination.

Vegetation of Significance – Grassy Woodlands and Grassy Habitats Before European settlement, expanses of grassy woodlands and grassy habitats were found over much of the Mount Lofty Ranges, Sida petrophila (Rock Sida) Photo: J Smith except for the highest spine of the ranges. Eucalyptus forests occur in the high rainfall

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Greybox Grassy Woodlands Greybox (Eucalytpus microcarpa) is an especially significant vegetation community that can be found growing from Burnside to Sellicks Beach on the foothills and plains. Nationally there is less than 5% of Greybox woodlands remaining and the Australian Government listed Greybox Grassy woodlands as a nationally threatened ecological community under the Environment Protection and Biodiversity Conservation (EPBC) Act 1999. Within the Greybox woodlands are plant, bird, reptile and insect species that rely on the Greybox community Scented Mat-rush (Lomandra effusa) Photo: J Smith for their ongoing survival, including declining woodland bird species such as the Black- chinned Honey eater and Crested shrike-tit. Vegetation of Significance – Coastal Both bird species have been seen in the Heathlands suburbs of O’Halloran Hill and Trott Park. The The Turpentine Bush (Beyeria lechenaultii) Greybox in Marion is not in perfect condition, and Prickly Ground Berry (Acrotriche patula) but has a vital significance to national and shrublands located predominantly on cliff global conservation efforts. In particular escarpment adjacent the coast, shows strong opportunities for large scale restoration of endemism and rarity for South Australia. this woodland in areas such as Glenthorne These two shrubs are located in a diverse Farm, the Field River Valley and Nari Reserve plant community with herbs, other shrubs, are critically important to ensuring the long grasses and sedges and a moderately high term survival of Greybox. Restoring areas of number of species. They are special because Greybox and improving the values of even they are strongly endemic but also they small remnant areas is very important. represent flora normally associated with dry arid areas such as the Flinders Ranges. In winter these areas come alive with shows of wildflowers; the short nature of the shrubs in the salt sea spray creates long vistas out across the cliffs, making them very special places in the City of Marion. The coastal heathlands at Marino in particular were extensive, aerial imagery from 1949 shows that virtually no trees existed in Marino, largely just coastal heathland plants. By 2016 the aerial imagery shows that virtually The Crested Shrike-tit (Falcunculus frontatus), a all of the heathland areas have been declining woodland bird sometimes seen in Trott destroyed. and Sheidow Park (Photo: Les Peters)

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The above aerial photograph shows Marino in 1946, the location of Marino Conservation Park is outlined in green and the Marino Rocks station in blue. Note there are virtually no trees, the vegetation is composed of the original coastal heathland.

The above aerial photograph shows Marino in 2017, note the significant increase in tree cover and the removal of almost all of the coastal heathland for housing development. The fragmentation and removal of vegetation is a key threatening process in the localized extinction of species.

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Grassy Woodlands and Grassy Habitats

A native grassy habitat has native grasses as a major part of the understorey. These are naturally open looking areas with scattered native trees; sometimes with very few trees at all. The understorey consists of a wide variety of native grasses, which usually grow in clumps, bunches or tussocks. The spaces in between the grasses are where spring wildflowers come up from bulbs, tubers and seeds. Medium-sized and tall shrubs are often absent, at low densities, or in small scattered groves. Instead of wattles, tea-trees, banksias, grevilleas, heaths, and other shrubs found in mallee and stringybark forests, grasses and wildflowers such as a variety of lilies, native peas and daisies dominate grassy habitats. Grassy habitats are essential habitats for wildlife. The openness of grassy woodlands provide places for native birds that specialise in watching the ground for insects from low tree branches and those which specialise in eating grass seeds. The spaces between grass tussocks are where insects and reptiles move around to feed and breed.

A remnant Iron Grass (Lomandra effusa) grassland patch at Trumara Rd adjacent the Marino Conservation Park, with shows of wildflowers between tussocks. Photo: J. Smith

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Remnant Native Plants of Significance A full list of all species recorded on priority Endangered Species sites with the City of Marion land with No plant species of national significance are conservation Status at National, State and known to occur on land owned or managed by Regional (Mount Lofty Ranges) levels is the City of Marion. However, there are included in Appendices 1 and 2. historic records of the nationally vulnerable Winter Spider-orchid (Arachnorchis brumalis) from the Marino Conservation Park. Winter Spider-orchid is endemic to South Australia. Populations grow near Adelaide, on Eyre Peninsula and on Yorke Peninsula. The current distribution of the species is relatively uncertain but there are records from the Marino Conservation Park in 1998. Assisting the Friends of Marino Conservation Park to manage this species should be a high priority and looking for opportunities to re-establish populations into City of Marion owned coastal heathlands should be explored.

Extinct Species It is likely that many species of plants have become extinct within the City of Marion. One such species is Behr’s Swainson Pea (Swainsona behriana), last recorded in 1967 growing on limestone outcrops at Marino Rocks Railway Station. It is likely this species is now extinct in the region. Swainsona behriana (Behr’s Swainson Pea). Photo: J. Smith

Maireana rohrlarchii (Rohrlarch’s Bluebush)

Rohlarch’s Bluebush is a species considered to be rare in South Australia. It is a listed species under the National Parks and Wildlife Act schedules and on current trends it is considered it could be extinct in the wild within 100 years. There are a number of locations where this plant species occurs along the City of Marion coastline, it is threatened by weeds, maintenance of the coastal trail and lack of regeneration. Species that are rare in the City of Marion should be propagated and managed for ongoing survival.

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Ptilotus nobilis (Regal Fox Tails)

The Regal Fox Tail is one of the most impressive and beautiful plants found in remnant vegetation in the City of Marion. It is found in the Hallett Headland, at Marine Parade Reserve, Glade Crescent Reserve, Lucretia Way Reserve and sporadically elsewhere along the coast. It is a striking plant and is normally found in dry arid areas. It has always been thought that this plant, which is considered rare in the Mount Lofty Ranges, was the variety Ptilotus nobilis variety angustifolius. However recent reviews of this taxa suggest that the form of this plant along the coast is not just a different variety, but that it is a separate species and is likely to be renamed. This new species of very limited distribution around the coastal heathlands on southern Adelaide cliffs and another disjointed population in the southern Flinders Ranges as far north as Orroroo, is likely to be highly endangered.

This shows that we can never stop learning, what we assumed to be a common plant could in fact turn out to be very rare and one of our highest conservation priorities. Time will tell. Regardless it is a fantastic plant and an icon for our coastal remnant vegetation.

Regal Fox Tail (Ptilotus nobilis var. angustifolius) at the Hallett Headland Reserve. Photo: J. Smith

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City of Marion Priority Remnant Our Priority Remnant Vegetation Vegetation Sites The City of Marion is responsible for Sites managing over 80 ha of remnant native vegetation. The largest of these is the Hallett 1. Hallett Headland Reserve (13.23 ha) Headland at 13 ha. Some sites are very small 2. Marine Parade Reserve (3.3 ha) or contain low species diversity. To assist 3. Esplanade Reserve and Jervois with determining the remnant vegetation of Terrace Marino (1.4 ha) the highest priority, potential sites were 4. Westcliff Circuit Reserve (3.7 ha) surveyed to determine: the vegetation type, 5. Murto Gully (2.3 ha) species present, weeds present and any 6. Cormorant Drive Reserve (4.4 ha) other threats. The data was then used to rank 7. The Esplanade & Kurnabinna Gully each site using; (5.2 ha) 8. Clifftop Crescent Reserve (1.6 ha)  The rarity of the vegetation type 9. Glade Crescent Reserve (10 ha)  The diversity of indigenous plant species 10. Lucretia Way Reserve (1.4 ha) 11. Manunda Way Reserve (1.3 ha)  The presence of conservation significant species 12. Morphett Road Reserve (9.5 ha) 13. Grand Central Avenue Reserve (0.3  Size and shape of the remnant ha)  The presence and degree of threats. This data was not intended to be 14. Lighthouse Drive Remnant (1.7 ha) comprehensive, but it does represent the 15. Old Hallett Bridge Reserve (4.3 ha) most up to date knowledge we have. Twenty 16. Alpine Way Reserve (0.7 ha) nine priority remnant vegetation sites have 17. Warriparinga Creekline (2.5 ha) been identified for future management across 18. Oaklands Estate Reserve (3.7 ha) the City of Marion, sites that did not get 19. Roy Lander Reserve (1.3 ha) included in the priority sites are considered 20. Weerab Drive Reserve (2.4 ha) as opportunity sites and may be managed for 21. Admella Drive Reserve (0.6 ha) remnant protection or restoration in the 22. Ararfura Court Reserve (0.2 ha) future. 23. Werlinga Reserve (2.6 ha) 24. Gretel Crescent Reserve (1.3 ha) 25. Ragamuffin Drive Reserve (1.1 ha) 26. Bandon Terrace Roadside (0.15 ha) 27. Cove Road Marino (1.6 ha) 28. Kalmia Court Reserve (0.5 ha) 29. Patpa Drive Cliffs (0.2 ha)

82 Hectares of Remnant Native Vegetation

Caesia calliantha (Blue Grass-lily). Photo: J. Smith

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Priority Remnant Vegetation Sites

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City of Marion Opportunities for Our Opportunity Sites Revegetation and Landscape Linkages Sites currently managed with Friends Groups 1. Kenton Reserve To manage remnant native vegetation in the 2. Nari Drive Reserve long term it is important that the focus is not always just on managing priority remnant Sites currently managed by City of Marion pieces but also looks at opportunities for 3. Linear Park Reserve Hallett Cove revegetation and the creation of vegetation 4. Reserve Street Reserve corridors across the landscape. This also 5. Byron Gums Reserve allows the inclusion of managing sites where: 6. Trott Park Creek Greybox woodlands  The vegetation may not be of 7. Newland Avenue Community Garden sufficient quality to warrant being a 8. Alpine Reserve Creekline priority vegetation site. 9. Quailo Slopes  Where community members are 10. Sturt River Linear Trail (not mapped) actively engaged in management or

there is cultural significance. Future Sites  Where there are multiple park uses 11. Oliphant Avenue Reserve such as irrigated spaces, playspaces 12. Gully Road Reserve and opportunities to have diverse 13. Capella Reserve plantings of local species that 14. Fryer Avenue Reserve contribute to landscape, amenity and 15. Everest Reserve and Roadside biodiversity. 16. Denham Reserve and Roadside  Where there is an opportunity to 17. Heron Way Reserve create connectivity between 18. NaBotto Reserve neighbouring Local Government 19. Appleby Reserve Areas and to State owned 20. Pavana Reserve conservation assets. 21. Columbia Crescent Reserve This list is not exhaustive and does not 22. Bombay Reserve represent all areas of opportunity or even 23. Erin Court Reserve areas that will be revegetated. The mapping on the following page is indicative and most sites would require some design prior to implementation. The opportunity sites are supported by the Natural Landscaping Design and Maintenance Guidelines and this will inform the progress of a number of these sites. The guidelines will present an opportunity to further increase revegetation and restoration in reserves.

Thysanotus patersonii (Twining Fringe-lily).

Photo: J. Smith

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Opportunity Vegetation Sites

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Scaevola linearis subsp confertifolia (Bundled Fanflower)

Scaevola linearis subsp confertifolia (Bundled Fanflower) is a plant with a flower shaped like a fan, it is found in the Goodeniacea family of plants which are named after Sir Samuel Goodenough the Bishop of Carlisle (1808 to 1827) who was an avid amateur botanist. The Bundled Fanflower is an endangered plant in the Mount Lofty Ranges, a 2014 Regional Species Conservation Assessment project by the Department of Environment, Water and Natural Resources suggested it may be extinct in the region, however the City of Marion is lucky to have 22 plants in the Hallett Headland. This is a very important find and highlights the value of our Remnant Vegetation in conserving plants that were once thought extinct. City of Marion has been actively protecting this species by undertaking weed control and also is growing more plants in partnership with Trees for Life and Greening Australia for replating in other areas at the headland.

Bundled Fanflower (Scaevola linearis subsp confertifolia) at the Hallett Headland Reserve. GoodeniaPhoto: J. Smithalbiflora (White-flowered Goodenia). Photo: J. Smith

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Threats to our Remnant Vegetation

Habitat Loss and Fragmentation Small island patches are also subject to edge Habitat loss is the main threat to remnant effects. As the patches get smaller only the native vegetation. Habitat loss can be instant centre “core” area remains suitable for such as clearance for urban development, remnant vegetation. Due to changes in light, roads, farms or tracks for recreation. It can water and weed infiltration the edges become also be accumulative over many years such less diverse effectively resulting in further as pollution in watercourse slowly killing habitat loss and fragmentation. aquatic vegetation or changes in fire ecology leading to a lack of recruitment and Tracks and Trails eventually loss of native vegetation. Tracks and trails are a contributor to habitat fragmentation in already small remnant Past land clearing has left small isolated patches, they reduce core habitat and remnants and fragmentation of the provide pathways and edges where weeds vegetation. Having fragmented “islands” of enter sites. Tracks need to be sited to remnant vegetation makes it harder for minimise fragmentation and damage, species to move between areas, it increases maintenance of tracks needs to be the chances of extinction due to random undertaken in a manner that does not result events such as fire and disease and small in vegetation destruction. islands have limited resources with populations become smaller and smaller Weeds and Pest Species eventually resulting in local extinctions. Weeds are a significant threat to the native plants within remnant vegetation, with flow on effects to all the organisms that rely on the plants for food and habitat. Weeds compete for space, light, water, nutrients and can change soil conditions suppressing regeneration of native plants.

In the City of Marion there are a number of key weed species that directly threaten our native vegetation. Gazania, Olive, Boxthorn, Rice Millett, Boneseed, Golden pallenis, Scabious, Sour Sob amongst many others pose a significant and ongoing threat. Managing weeds in remnant vegetation will likely be a lifelong activity as the areas are all small and isolated and thereby prone to ongoing infestation.

Cliff face vegetation at the Hallett Headland. Photo: J. Smith

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The major animal pest species are the Erosion and Storm water introduced invertebrates such as rabbits, Management hares and foxes. Rabbits and hares are a Erosion due to storm water management significant pest as the grazing by rabbits and along the unstable coastal cliffs is significant hares reduces the recruitment and survival of and is directly resulting in native vegetation native plants, favouring weeds. The loss. As the plants are removed due to the burrowing can cause serious erosion force of water, it erodes the area increasing problems and modify entire landscapes. loss and fragmentation of the remnant vegetation. Storm water also carries Common white snail is also a pest that numerous weed seeds becoming an through its grazing can cause significant infiltration point into the remnant vegetation. damage. Usually a pest of crop areas in some It is common to see many of the stormwater areas within the City of Marion it can be points providing a significant source of weed found in large numbers. In particular, the infiltration. snail likes sandy alkaline areas and within the Hallett Headland there are sections of Waterway Degradation these soil types with common white snail. Pollution and erosion are significant issues Small herbaceous plants in low numbers can for the remaining waterways in the City of be easily decimated by the impact of Marion. Pollutants such as oil, petrol, heavy common white snail. metals, sediment, household chemicals and industrial waste can enter streams directly or Inappropriate Land Use via stormwater. The pollutants create an Illegal dumping, trail bikes, off track walking aquatic environment inhospitable to fauna and running, uncontrolled dogs and non- and flora, particularly sensitive species like removal of dog faeces can impact upon frogs and macrophytic or floating plants that native vegetation. Illegal dumping can clean water. Development and activities smother native plants and subsequent adjacent to waterways should not removal also can be costly as well as have significantly alter local flows and sediment potential for further damage to native from development activities should not be vegetation. Trail Bike use and off track allowed to flow into watercourse either walking can damage the vegetation, directly or via stormwater. Management of trampling plants and creating edges that sediment from building sites entering via weeds can infiltrate. Dogs that are not stormwater needs to be closely monitored controlled can chase native wildlife and kill and managed. animals, dog faeces can create localized nutrient increases and upset the delicate balance of phosphorus and nitrogen resulting in native plant death, it is also a significant deterrent to people wanting to utilize the area for appropriate recreation.

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what it is, many are threatened by it due to Lack of Community Connectedness snakes and fire and many fail to understand to Remnant Vegetation the benefits it provides. Building a connection to places or Climate Change landscapes of value increase people’s Whilst the specific effects of climate change appreciation and acceptance of care and on remnant vegetation are unknown, an protection for areas. The community vision assessment undertaken by the Resilient expresses a desire to connect deeply with South Project in 2014 suggested that natural nature and flows through to a desire for landscapes in the Southern Adelaide Region protection of remnant areas, it can be difficult will be impacted by climate change. Lower to ensure this protection when there are rainfall is expected to stress plant diverse community views and often communities increasing the effects of misunderstanding of the values of green over drought and plant death creating natural. The remnant vegetation in the City of opportunities for weeds, disease and Marion is not easily appreciated like an catastrophic community decline. Increasing irrigated green lawn, forest in the Adelaide drought is expected to stress remnant plant Hills or the green rainforest of the eastern communities. Increased storm activity is states. Some see it as visually unappealing expected to increase coastal erosion and or as a pest of dry blown grasses. This is erosion of waterways and cliffs from because the vegetation in Marion has many stormwater. Increased temperatures and affinities with dry arid areas like the Flinders urban infill are expected to create urban heat Ranges, however the urban pressures islands that will also increase the impacts of minimize the landscape relief, vastness and climate change on remnant vegetation. isolation that enable that connectedness and appreciation when somewhere like the Street Tree Management Flinders Ranges. Whilst some community Street trees provide a significant benefit to members understand and support protecting remnant native vegetation, the major remnant vegetation, very few people know contribution being to allow the movement of fauna and insects across landscapes which provides a means for pollination. Trees also provide arboreal habitat such as hollows for fauna and also bark for insects and provide a visual relief in the urban environment. Trees that do not provide habitat for native birds and animals as well as potentially weedy species are threats to the long term survival of native vegetation. Reductions in tree canopy also contribute to urban heat effects and this can also be a long term danger to the ongoing survival of remnant native vegetation as temperatures increase and evaporation also increase increasing salinity. Themeda triandra (Kangaroo Grass). Photo: J. Smith

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Inappropriate Land Management Leaf litter keeps the soil moist and supports The management of remnant vegetation can the tiny creatures that provide food for birds conflict with safety, recreational use, and lizards. The eradication of weeds and drainage and other uses. Tidying up remnant pests is essential in the long term survival of areas is a threatening process, removal of remnant native vegetation and to provide native grasses for snakes or clearing dead maximum ecosystem services from branches and sweeping up fallen leaves to vegetation, rather than cleaning areas to make the area look neater are at odds with improve perceived aesthetics we must ecological objectives. Dead wood is concentrate on helping remnant native important in maintaining a healthy vegetation survive. ecosystem, supporting fungi and insects, as well as roosting spots for birds and habitats for lizards.

Restoring the Mallee Box (Eucalyptus porosa) grassy woodland at Morphett Road Reserve. Photo: J. Smith

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Scleranthus pungens (Prickly Knawel). Photo: J. Smith

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Principles Underpinning our Remnant Native Vegetation Management

Manage the High Priority Sites ability to manage sites that have changing conditions from season to season and as the Our highest priority is the protection and sites change due to previous and/or ongoing maintenance of high value remnant management. The specialist workers must vegetation, as outlined in our priority sites. understand that active management is not

tidying the areas but removing the weeds and Protection of Remnant Vegetation is other threats at the sites, which requires a about Bush Regeneration very distinctive skill set. Bush regeneration is not about planting trees and shrubs. It is about looking after the No Net Species Loss principles remnants we still have by reducing threats City of Marion will ensure the long term and returning them to health that with survival of all species currently growing on minimal ongoing intervention can protect Council managed land. This may be through them for future generations. weed control, removal of threats and

propagation and revegetation. Sites Require Active Management Remnant native vegetation should be City of Marion will ensure that any native considered an asset to the community and vegetation that is cleared or removed across afforded the same consideration as other the council is replaced like for like, with areas assets. The effective management of cleared replaced nearby in appropriate remnant vegetation assets requires ongoing locations with sufficient budget and ongoing budgets for maintenance. Bushcare or management input to ensure it is returned to remnant vegetation management requires the same condition and with the same area specialist teams and contractors with and density of plants as that which was comprehensive vegetation knowledge, weed cleared. identification and control knowledge and an

Remnant River Red Gum (Eucalyptus camaldulensis var. camaldulensis) at Oaklands Estate Reserve. Photo: J. Smith

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Revegetation Principles those areas that fall outside the bushfire Revegetation should enhance existing safer precincts. Regular clearance works on remnants through buffer plantings and designated firebreaks can be undertaken by linkage corridors. Local provenance material staff and/or contractors, these areas should should be used, that is local species of local be designated on fire break maps. genetics. Recreation Principles Land Acquisition and Disposal The use of important remnant vegetation Principles areas for recreational purposes should not have an impact upon the quality or long term Reserves and council owned land with survival of these areas. Remnant vegetation biodiversity should not be disposed of unless is already highly fragmented, tracks and the alternative management can be seen to recreation use can further fragment these be beneficial to remnant native vegetation. areas. Conservation scientists estimate that Any changes to proposed land use, at least 24% of remnant vegetation in a development and ongoing management as landscape needs to remain for long term part of land disposal or changes to survival; even the removal of small management structure must create a net components for recreation in an area as benefit greater than that currently provided cleared as Marion with less than 1% remnant by the City of Marion. It must be supported vegetation will have a significant impact on by our community. long term viability. Where construction is

required, sensitive construction methods Supporting Conservation on Non- should be employed, including the use of Council Land trained contractors, micro-siting of trails and The activities of groups on non-council board walks and appropriate management managed land is important in protecting during construction. remnant vegetation on Council land. Groups managing the largest tracts of remnant vegetation in state Conservation Parks within the City of Marion are reducing the impacts of fragmentation. The ongoing support by Council through the community grants program is important in assisting these groups to maintain these areas.

Fire Management Fire management must be considered as a key management action in the urban landscape. To facilitate appropriate management and to minimise unnecessary clearance, council staff require appropriate training in assessing fuel loads and determining clearance zones, especially in Stackhousia monogyna (Creamy Candles). Photo: J. Smith

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Community Involvement remove and actively manage pest plants Environmental volunteers are integral to the declared by the minister with the Natural preservation and management of remnant Resources management Act 2004. In native vegetation areas and our native revegetation and where possible in revegetation programs. Some environmental landscaping we will use local indigenous volunteers have been involved in managing species. Where local indigenous plants are areas of Council land for over twenty years, used they must be of local provenance to and their knowledge of our natural areas and preserve genetic diversity. commitment to preservation is of great value to council. Groups do not always work on our Engaging and Educating the priority vegetation sites but the value they Community provide means they should be supported. To connect the community with nature and Volunteers are entitled to a safe working remnant vegetation we must educate, create environment, support in their aims and ideals ownership and engage them in active and the resources required to do the tasks management and care. they seek to undertake.

To create knowledge, we can use simple tools Weedy Species Principles such as updating the website to further The City of Marion will not use or promote any explain what the values, vegetation, plants species of plant that has a weedy potential or and animals are in our remnant vegetation. is invasive by nature. The City of Marion will

Volunteers revegetating the understorey of the River Red Gum (Eucalyptus camaldulensis)

woodland at Oaklands Estate Reserve. Photo: J. Smith 27 Page 70

On the sites we are managing, interpretive Small booklets can promote indigenous signs can be used to explain why the site is plants, native plant garden design or educate important and what works are being the community on the value of remnant undertaken. vegetation that remains and what we are doing to protect and manage the areas. Brochures and factsheets are important tools, to inform the community about remnant To engage the community in active native vegetation, local native plants and management we will continue to support our native garden design. They can be used to existing Friends Groups and build our convey information about important remnant resources to support and provide them with a vegetation sites or how they can get involved safe friendly working environment. We will in bush care. Other sets of information such also continue to support and expand our as the indigenous plants of the City of Marion relationship with Bush for Life, a volunteer or ways in which people can become involved bush care program through Trees For Life and in caring for and managing remnant assist them with ongoing support for the work vegetation. they are undertaking on Council land.

Arthropodium strictum (Vanilla Lily). Photo: J. Smith

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Planning and Policy Context Implementation and Stakeholders The City of Marion will plan and manage land The plan is largely to be implemented by the and biodiversity assets in accordance with City of Marion Open Space Department but federal, state and local legislation, policies has aspects that are delivered in conjunction and strategies. The Remnant Native or consultation with other stakeholders Vegetation Plan will operate within the including internal teams, State Government, context of this legislation, policy and strategy Non-Government Agencies and research and complement their approach. In addition, bodies. Internal teams include the plan will support and complement a Environmental Sustainability, Open Space number of other Council strategies and plans. Recreation Planning and Engineering teams. In particular, the Remnant Native Vegetation State Government partners such as SA Water, Plan will be complemented by the Natural Department of the Environment Water and Landscaping Design and Maintenance Natural Resources and the Adelaide and Guidelines. This will detail opportunities for Mount Lofty Ranges Natural Resource revegetation activities on reserves with an Management Board. Non-Government Open Space Classification of natural Partners include Trees For Life, Conservation landscapes and will form the basis for Volunteers and Bushcare Contractors as well actions that serve to complement remnant as potential partnerships with research vegetation areas but do not undertake bodies such as Flinders University, Technical immediate threat abatement. Remnant and Further Educations, University of Vegetation areas will be classified as Nature Adelaide and University of South Australia. Conservation areas in the Open Space Classifications. The policy context is displayed on the following page.

Low Coastal heathland at Marine Parade Reserve Marino. Photo: J. Smith

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Community Vision - Towards 2040

Desired Community Vision "Valuing Nature" A City that reflects a deep value of the

natural world

Council Business Plan 2016 t0 2019

Plan and deliver a program for the protection of remnant vegetation in Council reserves

City of Marion Remnant Native City of Marion Natural Landscaping Vegetation Plan Design and Maintenance Guidlines Guide

Open Space Directions and Plans

Landscape Natural Tree Community Resilient Open Space Irrigation Landscape Management Garden South Policy Management Design Framework Policy Plan Guide

Coastal Walking and Climate Playspace Streetscape Management Reconciliation Cycling Change policy Design Guide Plan (in Action Plan Strategy development) Policy

Open Space Annual Works Program (Implementation of actions in Remnant Vegetation Plan)

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Opportunities to Enhance Remnant Native Vegetation

Threat Activity Opportunity for Enhancement Related Action(s) Habitat loss and Plant native plants to secure There are opportunities to buffer existing remnant native vegetation creating larger 1.5, 1.8, 2.2, fragmentation rare plant populations and islands and also to create linkages across the landscape. If we are to avoid further local 2.4 buffer existing vegetation within plant species extinctions some plant species will need to be propagated and revegetated conservation reserves and along into key sites. waterways Increase the planting of There is an opportunity to develop individual site plans for recreation reserves that 2.2, 2.4, 3.1 indigenous trees and shrubs on maximize amenity, shade and shelter, habitat for wildlife, build linkages and reducing streetscapes and within council our carbon footprint through reduced mowing. managed reserves for amenity, shade and wildlife habitat Support the implementation of Largescale landscape schemes such as the Great Southern Urban Forest or Glenthorne the Great Southern Urban Forest National Park improve landscape connectivity, increase levels of habitat and provide or Glenthorne National Park and recreation opportunities that will see people better engaged with nature. The City of other schemes that will reduce Marion should support these initiatives in conjunction with the State Government and landscape fragmentation other Local Governments. Implement the nationally The Native Vegetation marker scheme is a nationally recognized system that can be used 1.3 accredited Native Vegetation to assist staff, contractors and general public in identifying areas of remnant vegetation. marker scheme The main message of the marker scheme is ‘if in Doubt, stay out” and it provides a point of contact for Council to assist with management requirements. Weeds Manage Conservation sites on Continue to support Bush For Life in actively managing six Bush for Life sites in the City of 1.1, 1.2, Council managed land through Marion and where appropriate expand this program. Develop and implement action weed control, fencing and plans for sites that address the key threats such as weeds and that determine other revegetation management requirements. Develop weed control guidelines in remnant native vegetation for City of Marion biodiversity team.

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Threat Activity Opportunity for Enhancement Related Action(s) Implement an annual Establishing a monitoring program provides Council with reliable data on the state of 4.1 monitoring program within each conservation site and can track trends that show improvement or decrease in conservation reserves habitat quality, density of weeds and other indicators. Monitoring the success of our actions will allow us to establish if our remnant vegetation strategy is successful Lack of community Update existing biodiversity and The current information on the website is limited and does little to explain the values of 2.6 connectedness to remnant vegetation pages on our remnant vegetation. Information about the types of vegetation, the plants and nature the City of Marion website animals as well as planting guides could be developed. Opportunities to become actively involved in managing remnant vegetation areas can be promoted. Install interpretive signs at key Interpretive signs are a simple and effective way of building knowledge amongst the 2.1 sites community about the value of remnant vegetation sites and the management that is being undertaken to protect and conserve the sites. Create a booklet/e-booklet Building knowledge of the remnant native vegetation communities and plants will enable 2.7 about the vegetation the community to identify with the natural values within the City of Marion and develop communities and plants within ownership over the unique plants and habitats within the city. the City of Marion Develop an indigenous plant Residents can contribute to the efforts of protecting remnant vegetation by planting and 2.7 garden design and suburb using indigenous native plants in their homes. To assist this a planting guide to the City planting lists booklet of Marion could be produced. Undertake regular staff To ensure an understanding of the objectives of remnant vegetation management and 2.6, 2.7,2.8 information sessions and create how other staff members can ensure protection of these areas in project planning, regular articles for the internal implementation and maintenance, regular information sessions can be held with internal magazine, social media and staff. City Limits Trees for Life to manage Volunteers working on Council Land are afforded the same rights as workers of the City of 2.2 environmental volunteers Marion under the Work Health and Safety Act (2012). Trees for Life are able to provide a system of safe work management and guidance for Friends Groups, that will ensure Friends Volunteers do not need to be managed as registered volunteers of Council.

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Threat Activity Opportunity for Enhancement Related Action(s) Undertake regular workshops, Regular field trips and visits allow the community to experience and understand firsthand 2.8 field days and site tours the complexities and subtleties of managing these natural areas. Building the understanding of the values of these areas allows for greater appreciation and recognition. These can be standalone events or incorporated into existing events such as the City of Marion “Common Thread” Inappropriate Land Create maps of no-mow zones Small booklets with the no-mow zones on reserves outlined can be placed in every 1.8 Management for City of Marion field staff vehicle used by Field staff, this ensures that new staff or replacement staff can identify these areas. This could be incorporated into mobile devices if they are available. Ensure training of staff in fuel DEWNR and the CFS have a rigorous process for undertaking fuel load assessments of 1.8 load assessment remnant vegetation. Staff should be trained in Fuel Load assessments and ensure all native vegetation areas and/or fire breaks are managed to be a low to medium risk. Encourage and support During development landholders should be encouraged to protect any existing remnant landholders to retain any vegetation. Volunteers should be given opportunity to salvage remnant plants from existing remnant vegetation on development sites if they cannot be retained. private land Open Space Policy The open space policy reflects the values of the reserves designated as remnant vegetation. This document provides a basis for determining whether a reserve has environmental values. Work with the Open Space and Recreation Planning team to ensure all remnant vegetation areas have a Nature Conservation classification in the Open Space Policy classifications. Ensure policy positions are Incorporate principles of remnant vegetation management into a Biodiversity Policy and incorporated into Council into procedures that are implemented through the Environmental management System procedures Climate Change Increase the planting of Planting of trees on streets reduces urban heat effects and reduces the effect of climate 3.2,3.3 indigenous trees and shrubs on change on remnant vegetation. The streetscapes design guidelines should provide a streetscapes and within council palette of indigenous plants for verges and streetscapes uses. Where appropriate managed reserves. indigenous plants should be used.

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Threat Activity Opportunity for Enhancement Related Action(s) Undertake revegetation in buffer Increasing the buffer around existing remnant vegetation provides cooling effects and 3.1 areas around existing remnant limits the damage to remnant areas vegetation Erosion and Investigate stormwater There are a number of key sites where stormwater management is having a serious Stormwater management in areas where it impact on remnant vegetation. At the Hallett Headland it is causing significant weed management impacts Remnant Native infestation and degradation. Opportunities for better management that result in better Vegetation remnant vegetation and reduced outflow to the gulf St. Vincent can be investigated. Waterway Investigate impacts of sediment Natural waterways create fantastic opportunities for wildlife corridors. They help filter Degradation and stormwater upon small stormwater and create an aesthetically stimulating environment for people to undertake sections of remaining natural passive recreation. Managing waterways to improve the quality of remnant vegetation waterways in the City of Marion. they contain will contribute to these aims. The impacts of developments and site management upon storm water quality need to be managed. Undertake weed control and Waterways provide substantial areas of biodiversity and corridors across landscapes, restoration of riparian habitat in they are very expensive to maintain as they are subject to significant changes due to the watercourses and detention impacts of water flow, nutrient loads and stormwater increases. Managing watercourses basins across City of Marion is important to ongoing remnant vegetation management Tracks and trails Ensure any tracks and trails Tracks, trails and paths in remnant vegetation areas have a significant impact on the placed in remnant vegetation remaining 1.0% of remnant vegetation. Current theories suggest a minimum of 24% areas are minimal in impact remnant vegetation is required for ecological processes, so any impacts on what remains must be minimized. Trails need to be appropriately placed to minimise damage and offset with appropriate maintenance budgets factored into projects, where this is not possible.

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Action Plan - Goal 1 Management of Remnant Native Vegetation

ID Action Responsibility Complete Action Resource and Implementation Timeframe Estimated by: 18/19 19/20 20/21 21/22 22/23 Budget 1.1 Implement weed control Coordinator Biodiversity City Ongoing $110,000 components for all sites of Marion identified as priority sites City of Marion Biodiversity      within the City of Marion Team Bushcare Contractors 1.2 Implement other actions Coordinator Biodiversity City Ongoing $55,000 identified for priority sites, eg of Marion      signs, fire breaks etc. 1.3 Implement a Native Coordinator Biodiversity City June 2019 $5,000

Vegetation Marker Scheme of Marion    1.4 Implement projects that Coordinator Biodiversity City Ongoing $10,000 secure rare native plant of Marion      populations 1.5 Undertake training with Coordinator Biodiversity City Ongoing $5,000 biodiversity team on remnant of Marion      vegetation management

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ID Action Responsibility Complete Action Resource and Implementation Timeframe Estimated by: 18/19 19/20 20/21 21/22 22/23 Budget 1.6 Collect and lodge with the SA Coordinator Biodiversity City Ongoing NA Herbarium all previously of Marion

unrecorded plants in Mount      Lofty Ranges 1.7 Where possible collect and Coordinator Biodiversity City Ongoing NA lodge seed collections of rare of Marion plants for Mount Lofty Ranges      with the South Australian Seed Conservation Centre 1.8 Develop maps that stipulate Coordinator Biodiversity City December 2020 NA appropriate fire risk ratings of Marion

and areas for implementation Field Supervisor Open Space    of fire breaks 1.9 Working with engineering Coordinator Biodiversity City Ongoing NA team, look for ways to better of Marion

manage coastal stormwater Engineering      outfall

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Action Plan - Goal 2 : Creating a community that values and connects with remnant native vegetation

ID Action Responsibility Complete Action Resource and Implementation Timeframe Estimated by: 18/19 19/20 20/21 21/22 22/23 Budget 2.1 Install interpretive Coordinator Biodiversity City 2021 $5000 Action Plan Action Responsibility Complete Action Resource and Implementation Timeframe signage at three of Marion      – Goalsites 3: per year by: 16/17 17/18 18/19 19/20 20/21 2.2Creating Engage Trees For Lead: Coordinator December 2017 $40,000 connectionsLife to manage the Biodiversity City of Marion across Environmental Partner : Trees For Life      landscapesFriends Groups and program reducing 2.3 Support site Coordinator Biodiversity City ongoing $35,000 the effects maintenance at of Marion of climate sites with Biodiversity Team Members change volunteer groups      through and/or suburbs revegetation that are projects leafier with 2.4 Undertake an Lead: Coordinator ongoing $15,000 increased annual community Biodiversity City of Marion canopy planting event Partner : Friends of Sturt      coverID River Land care Group 1.1 Implement weed control Coordinator Biodiversity City Ongoing components of work action of Marion

plans for all sites identified as      priority sites within the City of Marion 1.2 Implement other actions Coordinator Biodiversity City Ongoing 37 identified in priority site of Marion      action plans Page 80

ID Action Responsibility Complete Resource and Implementation Timeframe Estimated Action by: 18/19 19/20 20/21 21/22 22/23 Budget 2.5 Support existing Bush For Coordinator Ongoing $10,000 Life sites and seek Biodiversity City of opportunities to expand Marion this program with Partner : Trees For Life      volunteers who wish to protect and manage remnant vegetation 2.6 Update biodiversity and Environmental December NA remnant vegetation on City Community 2018 then of Marion website, Engagement Officer city ongoing contribute to City Limits and of Marion

Green Thymes Coordinator      Biodiversity City of Marion

2.7 Undertake workshops and Coordinator ongoing NA education sessions with Biodiversity City of

community members Marion     

2.8 Create information booklets Coordinator ongoing NA on pre-European Biodiversity City of communities of Marion, Marion using indigenous plants in Environmental      local gardens and others Community Engagement Officer city of Marion.

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Action Plan – Goal 3: Creating connections across landscapes and reducing the effects of climate change through suburbs that are leafier with increased canopy

IDcover Action Responsibility Complete Action Resource and Implementation Timeframe Estimated by: 18/19 19/20 20/21 21/22 22/23 Budget 3.1 Implement revegetation Coordinator Biodiversity City of June 30 2016 Informed Actionprojects Plan that buffer – Goal and 3: MarionCreating connections across landscapes and reducing the by Natural expand native vegetation     Landscape effectsat priority of andclimate opportunity change through suburbs that are leafier with increased canopyDesign sites. Guidelines 3.2cover Provide input into review of Coordinator Biodiversity City of June 30 2017 NA Tree Management Marion  Framework 3.3 Identify and implement Coordinator Biodiversity City of Ongoing NA opportunities for character Marion

plantings of native species Coordinator Arboriculture City of      that lead to reserves Marion 3.4 Review areas of urban heat Coordinator Biodiversity City of Ongoing NA effect for impact upon Marion

remnant vegetation for Coordinator Arboriculture City of      targeted plantings Marion

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Action Plan Goal 4 – Measuring our success A significant number of actions and opportunities have been identified in the remnant vegetation plan. To determine our success there needs to be a program to monitor, quantify, measure and report on our success.

ID Action Responsibility Complete Action Resource and Implementation Timeframe Estimated by: 18/19 19/20 20/21 21/22 22/23 Budget 4.1 Undertake annual Lead: Coordinator Biodiversity Ongoing $5,000 Bushland Rapid City of Marion Assessment Technique Activity: ecological consultant

(BUSHRAT) monitoring at      priority sites, alternating over a three year period 4.2 Continue to document and Coordinator Biodiversity City of June 30 2017 NA collate new plant species Marion      records. 4.3 Undertake annual photo Coordinator Biodiversity City of $5,000 point monitoring of Marion revegetation projects at      opportunity sites as they are established. 4.4 Annual reporting on areas Coordinator Biodiversity City of Ongoing NA of native vegetation (as Marion defined by native

Vegetation Act) that have      been cleared or removed in City of Marion.

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Appendix 1 Master Indigenous Species List for Priority Sites 1 to 15 Conservation Ratings based upon Environment Protection and Biodiversity Conservation Act (EPBC Act). Cwth. South Australian Ratings are from the schedules of the National Parks and Wildlife Act (1972) and the regional Mount Lofty Ranges ratings are from the Adelaide and Mount Lofty ranges NRM Region Regional Species Conservation assessment Project 2014. Further explanations are given for each category in Appendix 3.

Acacia longifolia ssp. sophorae* Coastal Wattle  Acacia notabalis* Noteable wattle          Acacia paradoxa Kangaroo Thorn        Acacia pycnantha Golden Wattle   Acacia spinescens Spiny Wattle    Acacia victorea ssp. victorea Elegant Wattle VU       Acrotriche patula Prickly Ground-berry NT RA   Adriana quadripartita Coast Bitter-bush    Allocasuarina muelleriana subsp muelleriana Common Oak-bush Allocasuarina verticillata Drooping Sheoak         Alyxia buxifolia Native Box RA        Amyema miquelii Box Mistletoe      Aristida behriana Brush Wire Grass       Arthropodium fimbriatum Summer Vanilla-lily             Arthropodium strictum Vanilla Lily Asperula conferta Common Woodruf NT      Atriplex cinerea Coast saltbush       Atriplex paludosa subsp cordata Marsh Saltbush            Atriplex semibaccata Seaberry Saltbush       Atriplex suberecta Lagoon Saltbush   Austrostipa blackii Crested Spear Grass    Austrostipa curticoma A spear Grass NT  Austrostipa drummondii Cottony Spear Grass Austrostipa elegantissima Feather Spear-grass    Austrostipa eremophila Desert Spear Grass  Austrostipa flavescens Coast Spear Grass  Austrostipa hemipogon Half-beard Spear Grass Austrostipa scabra ssp falcata A spear Grass                      Austrostipa sp. A spear grass  Banksia marginata* Silver Banksia Beyeria lechenaultii Pale Turpentine Bush NT       Bulbine bulbosa Golden Lily  Burchardia umbellata Milkmaids    Bursaria spinosa Sweet Bursaria       Caesia calliantha Blue Grass Lily NT   Calandrinia eremaea Dryland Purslane   Calandrinia volubilis Twining Purslane VU  Callitris gracilis Southern Cypress Pine  Calocephalus citreus Lemon beauty-heads NT Calostemma purpureum Garland Lily                Calystegia sepium Greater Bindweed RA 

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Carex brevigulmis Short stem sedge       Carpobrotus rossii Angular Pigface Cheilanthes austrotenuifolia Annual Rock-fern      Chloris truncata Windmill Grass         Chrysocephalum apiculatum Everlasting Chrysocephalum semipapposum Clustered Everlasting NT   Comesperma volubilis Love Creeper RA          Convulvulus remotus Australian Bindweed

Crassula sp. Stonecrop    Cullen australasicum Tall Scurf-pea NT Cymbopogon obtectus Silky-head Lemon-grass RA     Cynogolssum suaveolens Sweet Hound’s Tongue NT  Cyperus gymnocaulos Spiny Flat-sedge

Cyperus vaginatus Stiff Leaf Flat-sedge  Dampiera rosmarinfolia Rosemary Dampiera NT  Daucus glochidiatus Native Carrot NT       Dianella brevicaulis Short-stem Flax Lily Dianella revoluta var. revoluta Black-anther Flax-lily            VU VU  Dianella longifolia var. grandis Yellow-anther Flax Lily  Dicanthium sericeum var. sericeum Silky Blue-grass VU

Dichondra repens Kidney Weed        Disphyma crassifolium ssp. crassifolium Round-leaf Pigface       Dissocarpus biflorus var. biflorus Two-horn saltbush RA          Dodonaea viscosa ssp. spathulata Sticky Hop-bush   Drosera whittakerii Whittakers Sundew     Einadia nutans ssp. Nutans Climbing Saltbush               Enchyleana tomentosa Ruby Saltbush             Enneapogon nigricans Black Head Grass   Erodium crinitum Blue Heron's-bill RA NT     Eucalyptus camaldulensis var. camaldulensis River Red Gum Eucalyptus porosa Mallee Box NT      P     Eucalytpus microcarpa Greybox   Eucalyptus leucoxylon subsp leucoxylon South Australian Blue Gum        Eutaxia microphylla Common Eutaxia     Exocarpos aphyllus Leafless Cherry VU    Frankenia pauciflora Southern Sea-heath      Gahnia lanigera Black Grass Saw-sedge RA    Geranium retrosum Native Geranium       Glycine rubiginosa Twining Glycine   Gonocarpos mezianus Broad-leaf raspwort Gonocarpos tetragynus Small-leaf raspwort   Goodenia albiflora White Flowered Goodenia      Goodenia amplexans Clasping Godenia NT     Goodenia pinnatifida Cut-leaf Goodenia NT VU  Goodenia pussiliflora Small-flower goodenia  Goodenia varia+ Sticky Goodenia VU   Grevillea lavandulacea spp. Lavandulacea Spider Flower Hakea rugosa Dwarf Hakea NT    

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Kunzea pomifera* Muntries Lawrencia squamata Thorny lawrencia VU  Lepdiosperma viscisdum Sticky Sworde-sedge     Leptospermum lanigerum Silky tea-tree RA       Leucophyta brownii Coast Cushion Bush  Lomandra collina Sand Mat-rush RA          Lomandra densiflora Pointed Mat-rush            Lomandra effusa Scented Mat-rush RA Lomandra micrantha Small-flower Mat-rush    Lomandra multiflora subsp dura A Mat Rush Lotus australis Austral Trefoil NT     Lycium australe Australian Boxthorn EN 

Lysiana exocarpi Ngantja (mistletoe) Maireana brevifolia Small-leaf Bluebush                  Maireana enchylaenoides Wingless Bluebush Maireana oppositifolia Salt Bluebush   RA RA      Maireana rohrlachii Rohrlach’s Bluebush    Malva preissiana Native Hollyhock NT RA        Melaleuca lanceolata Dryland Tea-tree  Microseris lanceolata Yam Daisy RA   Minuria leptophylla Minnie Diasy         Muehlenbeckia gunnii Native Sarsparilla NT      Myoporum insulare Common boobialla      Myoporum parvifolium Creeping Boobialla RA VU    Myoporum petiolatum Sticky Boobialla NT  Neurachne alopecuroidea Fox-tail Mulga-grass  Nicotina maritima Coast Tobacco RA       Nitraria billardierei Nitre-bush   Olearia axillaris Coast Daisy-bush        Olearia ramulosa Twiggy Daisy-bush NT  Opercularia turpis Twiggy Stinkweed             Oxalis perennans Native Sour Sob  Phragmites australis Common Reed RA           Pimelea curvifolia var. gracilis Curved Riceflower NT            Pimelea micrantha Small Riceflower     Pittosporum angustifolium Native Apricot   Plantago gaudichaudii Colony plantain   Pleurosorus rutifolius Blanket fern     Poa poiformis var. poiformis Coast Tussock-grass NT     Poamderris paniculosa ssp. Paniculosa Mallee Pomaderris  Pogonolepis muelleriana Stiff Cup-flower NT Portulaca oleracea Common Purslane  Pterostylis nana Small Greenhood Pterostylis pedunculata Maroon Hood

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Species Name Common Name EPBC NPWS Mount Lofty Hallett Marine Esplanade Westcliff Murto Cormorant The Clifftop Glade Lucretia Manunda Morphett Grand Lighthouse Old Act Act Ranges Headland Parade Reserve/Jervois circuit Gully Drive Esplanade Crescent Crescent Way Way Road Central Drive Hallett (Aus) (SA) (NRM Region Reserve Tce Reserve and Reserve Reserve Reserve Reserve Reserve Avenue Remnant Bridge Regional Kurnabinna Reserve Reserve Species Gully Conservation assessment Project 2014)        Ptilotus nobilis var. nobilis Yellow-tails VU   Ptilotus spathulatus var. spathulatus Pussy-tails RA Rhagodia candolleana ssp. candolleana Sea-berry Saltbush       Rytidosperma setaceum Bristly Wallaby Grass              Rytidosperma sp. Wallaby Grass species       Salsola kali Buckbush RA   Santalum acuminatum Quondong          Scaevola albida White Fan Flower      Scaevola crassifolia Cushion Fanflower VU  Scaevola linearis ssp. Confertifolia Bundled Fanflower EN    Scleranthus pungens Prickly Knawel RA RA      Sclerolaena uniflora Short-spine bindyi NT  Senecio glossanthus Annual Groundsel Senecio pinnatifolius var. maritimis Variable Groundsel Elegant Yellow-top RA      Setaria clementii Clement’s paspalidum RA        Sida corrugata var. angustifolia Corrugated Sida RA    Sida petrophila Rock Sida  Spinifex hirsutus Rolling Spinifex NT   Stackhousia monogyna Creamy Candles      Themeda triandra Kangaroo Grass Threlkeldia diffussa Coast Bonefruit     Thysanotus baueri Mallee Fringe-lily EN  Thysanotus patersonii Twining Fringe-lily   Typha dominigensis Bulrush  Velleia arguta Toothed Velleia RA       Vittadinia blackii Narrow-leaf New Holland Daisy NT NT     Vittadinia australasica New Holland Daisy     Vittadinia cuneata Fuzzy new Holland Daisy Vittadinia megacephala Giant New Holland Daisy RA   Vittadinia gracilis Woolly New Holland daisy Wahlenbergia luteola Yellow-wash Bluebell RA  

Wahlenbergia stricta Australian Bluebell  Wurmbea diocia ssp. diocia Early Nancy       Zygophyllum confluens Forked Twinleaf VU Zygophyllum glaucum Pale Twinleaf RA 

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Appendix 2 Master Indigenous Species List for Priority Sites 16 to 29

Threat ratings based upon Environment Protection and Biodiversity Conservation Act (EPBC Act ). Cwth. South Australian Ratings are from the schedules of the National Parks and Wildlife Act (1972) and the regional Mount Lofty Ranges ratings are based upon the International Union for Conservation of Nature (IUCN) Red List criteria for regional levels. Further explanations are given for each category in Appendix 3.

Species Name Common Name EPBC NPWS Mount Lofty Alpine Warriparinga Oaklands Roy Weerab Admella Arafura Werlinga Gretel Ragamuffin Bandon Cove Kalmia Patpa Act Act Ranges way Creekline Estate Lander drive Reserve Court Reserve Crescent Reserve Terrace Road Crescent Drive (Aus) (SA) (IUCN Reserve Reserve Reserve Reserve Reserve Reserve Roadside Marino Reserve Cliff Criteria from SA Seed Conservation Centre) NT        Acacia acinacea Gold Dust Wattle  Acacia cupularis Cup Wattle RA Acacia longifolia ssp. Coastal Wattle sophorae*

Acacia notabalis* Noteable wattle      Acacia paradoxa Kangaroo Thorn            Acacia pycnantha Golden Wattle

Acacia spinescens Spiny Wattle Acacia victorea ssp. Elegant Wattle VU victorea Acrotriche patula Prickly Ground- NT    berry RA Adriana quadripartita* Coast Bitter-bush Allocasuarina Common Oak-bush   muelleriana subsp muelleriana Allocasuarina Drooping Sheoak          verticillata Alyxia buxifolia Native Box RA  Amyema miquelii Box Mistletoe      Aristida behriana Brush Wire Grass Arthropodium Summer Vanilla-lily  fimbriatum      Arthropodium strictum Vanilla Lily Asperula conferta Common Woodruf NT 

Atriplex cinerea* Coast Saltbush Atriplex paludosa Marsh Saltbush  subsp cordata       Atriplex semibaccata Seaberry Saltbush     Atriplex suberecta Lagoon Saltbush Austrostipa blackii Crested Spear       Grass  Austrostipa curticoma A spear Grass Austrostipa Cottony Spear NT drummondii Grass Austrostipa Feather Spear-    elegantissima grass Austrostipa Desert Spear Grass eremophila

Austrostipa flavescens Coast Spear Grass Austrostipa Half-beard Spear hemipogon Grass

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Species Name Common Name EPBC NPWS Mount Lofty Alpine Warriparinga Oaklands Roy Weerab Admella Arafura Werlinga Gretel Ragamuffin Bandon Cove Kalmia Patpa Act Act Ranges way Creekline Estate Lander drive Reserve Court Reserve Crescent Reserve Terrace Road Crescent Drive (Aus) (SA) (IUCN Reserve Reserve Reserve Reserve Reserve Reserve Roadside Marino Reserve Cliff Criteria from SA Seed Conservation Centre) Austrostipa scabra ssp A spear Grass        falcata              Austrostipa sp. A Spear Grass

Banksia marginata Silver Banksia Beyeria lechenaultii Pale Turpentine NT    Bush  Bulbine bulbosa Golden Lily

Burchardia umbellata Milkmaids   Bursaria spinosa Sweet Bursaria

Caesia calliantha Blue Grass Lily NT Calandrinia eremaea Dryland Purslane

Calandrinia volubilis Twining Purslane VU Callitris gracilis Southern Cypress  Pine Calocephalus citreus Lemon beauty- NT heads Calostemma Garland Lily      purpureum RA  Calystegia sepium Greater Bindweed Calytrix tetragona Common Fringe Myrtle  Carex brevigulmis Short stem sedge

Carpobrotus rossii Angular Pigface Cheilanthes Annual Rock-fern  austrotenuifolia Chloris truncata Windmill Grass         Chrysocephalum Everlasting  apiculatum Chrysocephalum Clustered NT semipapposum Everlasting

Comesperma volubilis Love Creeper RA Convulvulus remotus Australian       Bindweed

Crassula sp. Stonecrop   Cullen australasicum Tall Scurf-pea NT Cymbopogon obtectus Silky-head Lemon- RA grass Cynogolssum Sweet Hound’s NT suaveolens Tongue Cyperus gymnocaulos Spiny Flat-sedge   Cyperus vaginatus Stiff Flat-sedge Dampiera Rosemary NT  rosmarinfolia Dampiera

Daucus glochidiatus Native Carrot NT  Dianella brevicaulis Short-stem Flax Lily Dianella revoluta var. Black-anther Flax-         revoluta lily Dianella longifolia var. Yellow-anther Flax VU VU grandis Lily

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Species Name Common Name EPBC NPWS Mount Lofty Alpine Warriparinga Oaklands Roy Weerab Admella Arafura Werlinga Gretel Ragamuffin Bandon Cove Kalmia Patpa Act Act Ranges way Creekline Estate Lander drive Reserve Court Reserve Crescent Reserve Terrace Road Crescent Drive (Aus) (SA) (IUCN Reserve Reserve Reserve Reserve Reserve Reserve Roadside Marino Reserve Cliff Criteria from SA Seed Conservation Centre) Dicanthium sericeum Silky Blue-grass VU  var. sericeum

Dichondra repens Kidney Weed Disphyma crassifolium Round-leaf Pigface ssp. crassifolium Dissocarpus biflorus Two-horn saltbush RA var. biflorus Dodonaea viscosa ssp. Sticky Hop-bush          spathulata

Drosera whittakerii Whittakers Sundew Einadia nutans ssp. Climbing Saltbush   Nutans          Enchyleana tomentosa Ruby Saltbush         Enneapogon nigricans Black Head Grass

Erodium crinitum Blue Heron's-bill RA Eucalyptus River Red Gum NT    camaldulensis var. camaldulensis Eucalyptus porosa Mallee Box NT       Eucalytpus microcarpa Greybox  Eucalyptus leucoxylon South Australian   subsp leucoxylon Bluegum  Eutaxia microphylla Common Eutaxia  Exocarpos aphyllus Leafless Cherry VU Frankenia pauciflora Southern Sea- heath Gahnia lanigera Black Grass Saw- RA  sedge

Geranium retrosum Native Geranium

Glycine rubiginosa Twining Glycine Gonocarpos mezianus Broad-leaf raspwort Gonocarpos Small-leaf raspwort tetragynus Goodenia albiflora White Flowered     Goodenia

Goodenia amplexans Clasping Godenia NT  Goodenia pinnatifida Cut-leaf Goodenia NT Goodenia pussiliflora Small-flower VU goodenia

Goodenia varia+ Sticky Goodenia VU Grevillea lavandulacea Spider Flower spp. Lavandulacea NT Hakea rugosa Dwarf Hakea  Hardenbergia violacea Native Lilac Helichrysum Satin Everlasting NT leucopsideum Hypoxis glabella var. Tiny Star glabella Isolepis nodosa Knobby Club-rush

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Kennedia prostrata Running Postman

Kunzea pomifera* Muntries Lawrencia squamata Thorny lawrencia VU Lepdiosperma Sticky Sworde- viscisdum sedge Leptospermum Silky tea-tree RA lanigerum Leucophyta brownii Coast Cushion Bush

Lomandra collina Sand Mat-rush RA    Lomandra densiflora Pointed Mat-rush    Lomandra effusa Scented Mat-rush RA Lomandra micrantha Small-flower Mat- rush Lomandra multiflora A Mat Rush subsp dura Lotus australis Austral Trefoil NT Lycium australe Australian EN Boxthorn

Lysiana exocarpi Ngantja (mistletoe) Maireana brevifolia Small-leaf Bluebush Maireana Wingless Bluebush     enchylaenoides Maireana oppositifolia Salt Bluebush Maireana rohrlachii Rohrlach’s RA RA Bluebush   Malva preissiana Native Hollyhock NT RA      Melaleuca lanceolata Dryland Tea-tree

Microseris lanceolata Yam Daisy RA Minuria leptophylla Minnie Diasy   Muehlenbeckia gunnii Native Sarsparilla NT  Myoporum insulare Common boobialla  Myoporum parvifolium Creeping Boobialla RA VU

Myoporum petiolatum Sticky Boobialla NT Neurachne Fox-tail Mulga- alopecuroidea grass

Nicotina maritima Coast Tobacco RA  Nitraria billardierei Nitre-bush

Olearia axillaris Coast Daisy-bush        Olearia ramulosa Twiggy Daisy-bush NT Opercularia turpis Twiggy Stinkweed   Oxalis perennans Native Sour Sob   Phragmites australis Common Reed Pimelea curvifolia var. A Riceflower RA     gracilis NT       Pimelea micrantha Curved Riceflower Pittosporum Native Apricot      angustifolium

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Plantago gaudichaudii Colony plantain

Pleurosorus rutifolius Blanket fern Poa poiformis var. Coast Tussock- poiformis grass Poamderris paniculosa Mallee Pomaderris NT   ssp. Paniculosa Pogonolepis Stiff Cup-flower NT muelleriana Portulaca oleracea Common Purslane Pterostylis nana Small Greenhood  Pterostylis Maroon Hood  pedunculata Ptilotus nobilis var. Yellow-tails VU nobilis Ptilotus spathulatus Pussy-tails RA var. spathulatus Rhagodia candolleana Sea-berry Saltbush   ssp. candolleana Rytidosperma Bristly Wallaby          setaceum Grass         Rytidosperma sp. Wallaby Grass   Salsola kali Buckbush RA Santalum acuminatum Quondong         Scaevola albida White Fan Flower

Scaevola crassifolia Cushion Fanflower VU Scaevola linearis ssp. Bundled Fanflower EN Confertifolia

Scleranthus pungens Prickly Knawel RA RA  Sclerolaena uniflora Short-spine bindyi NT Senecio glossanthus Annual Groundsel Senecio pinnatifolius Variable Groundsel RA var. maritimis Elegant Yellow-top Setaria clementii Clement’s   paspalidum Sida corrugata var. Corrugated Sida RA angustifolia RA Sida petrophila Rock Sida

Spinifex hirsutus Rolling Spinifex Stackhousia Creamy Candles NT monogyna   Themeda triandra Kangaroo Grass Threlkeldia diffussa Coast Bonefruit  Thysanotus baueri Mallee Fringe-lily EN Thysanotus patersonii Twining Fringe-lily

Typha dominigensis Bulrush

Velleia arguta Toothed Velleia RA Vittadinia blackii Narrow-leaf New NT         Holland Daisy Vittadinia australasica New Holland Daisy NT 

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Species Name Common Name EPBC NPWS Mount Lofty Alpine Warriparinga Oaklands Roy Weerab Admella Arafura Werlinga Gretel Ragamuffin Bandon Cove Kalmia Patpa Act Act Ranges way Creekline Estate Lander drive Reserve Court Reserve Crescent Reserve Terrace Road Crescent Drive (Aus) (SA) (IUCN Reserve Reserve Reserve Reserve Reserve Reserve Roadside Marino Reserve Cliff Criteria from SA Seed Conservation Centre) Vittadinia cuneata Fuzzy new Holland    Daisy Vittadinia Giant New Holland RA megacephala Daisy Vittadinia gracilis Woolly New Holland daisy Wahlenbergia luteola Yellow-wash RA Bluebell

Wahlenbergia stricta Australian Bluebell Wurmbea diocia ssp. Early Nancy diocia Zygophyllum Forked Twinleaf VU  confluens Zygophyllum glaucum Pale Twinleaf RA 

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Appendix 3 : Explanation of conservation categories. A representation of the relationships between the categories is shown below in order of increasing risk of extinction

EXTINCT (EX) EXTINCT (EX)

A taxon is Extinct when there is no reasonable doubt that the last individual has died. A taxon is presumed extinct when exhaustive surveys EXTINCT IN THE WILD (EW) in known and/or expected habitat, at appropriate times (diurnal, seasonal, annual), throughout its historic range have failed to record an individual. Surveys should be over a time frame appropriate to the taxon’s life cycle and life form. REGIONALY EXTINCT (RE)

CRITICALLY ENDNAGERED (CR) EXTINCT IN THE WILD (EW) A taxon is Extinct in the Wild when it is known only to survive in cultivation, in captivity or as a naturalized population (or populations) well outside the past range. A taxon is presumed Extinct in the Wild when exhaustive surveys in known and/or expected habitat, at appropriate ENDANGERED (EN) times (diurnal, seasonal, annual), throughout its historic range have failed to record an individual. Surveys should be over a time frame

appropriate to the taxon’s life cycle and life form. VULNERABLE (VU)

RARE (RA) CRITICALLY ENDANGERED (CR) A taxon is Critically Endangered when the best available evidence indicates that it meets any of the IUCN criteria for Critically Endangered, NEAR THREATENED (NT) and it is therefore considered to be facing an extremely high risk of extinction in the wild.

ENDANGERED (EN) A taxon is Endangered when the best available evidence indicates that it meets any of the IUCN criteria for Endangered, and it is therefore considered to be facing a very high risk of extinction in the wild.

VULNERABLE (VU) A taxon is Vulnerable when the best available evidence indicates that it meets any of the IUCN criteria Vulnerable, and it is therefore considered to be facing a high risk of extinction in the wild.

Rare (RA) A taxon is Rare if it occurs in small numbers, and is at some risk due to low numbers. Taxon in this category are usually localised within restricted geographical areas, or are thinlky scattered over a more extensive range, this also includes taxa that are considered to be dependent on conservation programs to prevent them moving into the Critically Endangered, Endangered or Vulnerable categories.

NEAR THREATENED (NT) A taxon is Near Threatened when it has been evaluated against the criteria but does not qualify for Critically Endangered, Endangered or Vulnerable now, but is close to qualifying for or is likely to qualify for a threatened category in the near future.

LEAST CONCERN (LC)

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A taxon is Least Concern when it has been evaluated against the criteria and does not qualify for Critically Endangered, Endangered, Vulnerable or Near Threatened. Widespread and abundant taxa are included in this category.

DATA DEFICIENT (DD) A taxon is Data Deficient when there is inadequate information to make a direct, or indirect, assessment of its risk of extinction based on its distribution and/or population status. A taxon in this category may be well studied, and its biology well known, but appropriate data on abundance and/or distribution are lacking. Data Deficient is therefore not a category of threat. Listing of taxa in this category indicates that more information is required and acknowledges the possibility that future research will show that threatened classification is appropriate. It is important to make positive use of whatever data are available. In many cases great care should be exercised in choosing between DD and a threatened status. If the range of a taxon is suspected to be relatively circumscribed, and a considerable period of time has elapsed since the last record of the taxon, threatened status may well be justified.

NOT EVALUATED (NE) A taxon is Not Evaluated when it has not yet been evaluated against the criteria

The IUCN criteria are further explained in this booklet : Guidelines for Application of IUCN Red List Criteria at Regional and National Levels.

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Remnant Native Vegetation Plan 2018 to 2023

Consultation Findings

January 2018

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1. Introduction ...... 3 2. Community Consultation Program ...... 4 3. Community Consultation Findings ...... 4 4. Summary of Survey Responses ...... 5 4.1. Comments Received ...... 6 4.2. Survey Responses ...... 14 4.3. Social Media ...... 15 4.3.1. City of Marion Facebook Post (20/11/2017) ...... 15 4.3.2. City of Marion Facebook Post (30/11/2017) ...... 16 4.3.3. Friends of Sturt River Landcare Post (21/11/2017)...... 17 4.4. Website Project Update ...... 18 4.5. Making Marion On Line Survey ...... 19

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1. Introduction

This report presents the consultation findings and analysis of the Remnant Native Vegetation Plan 2018 to 2023.

The City of Marion Business Plan 2016-19 has a key deliverable to plan and deliver a program for the protection of Remnant Native Vegetation in our reserves. The Remnant Native Vegetation Plan 2018 to 2023 outlines what biodiversity and remnant vegetation are, the values of remnant vegetation, the key threatening processes to the ongoing protection of remnant vegetation and the principles which are used to manage remnant native vegetation. A series of opportunities and actions have been developed with associated budgets determined.

The Remnant Native Vegetation Plan 2018 to 2023 has determined where remnant vegetation exists on City of Marion reserves. Virtually every reserve in the City of Marion has some form of remnant vegetation, often just a native grass species or salt bush. To ensure a relevant scope, this plan looks at protection of remnant vegetation in the most valuable of these sites. A process was adapted from the previous Department for Water and Natural Resource Management Urban Biodiversity Program to enable assessment and prioritisation of sites. Sites known or presumed to have remnant vegetation were assessed using a number of criteria including:

 The existing and pre-European vegetation types  The native plant species present  Plants of conservation significance  A public exposure and engagement score  Weed threats  Bushland degradation threats.

Each of the attributes recorded was then given a score and ranked. In total 29 sites of over 50 assessed were chosen as the priority remnant native vegetation sites to be managed across the City of Marion, totalling approximately 80 hectares. The Remnant Native Vegetation Plan 2018 to 2023 was written to be a guiding document and not to deliver detailed management on a site by site basis. It is proposed in managing these areas that a flexible year to year approach is required with general guidelines

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adopted for sites and these implemented according to seasonal conditions and the progress achieved on site, via annual work plans. The Remnant Native Vegetation Plan 2018 to 2023 was also intended to be enjoyable to read, succinct, non-technical where possible and not rooted in legislative and legal requirements. It was hoped the document would be something community members would find valuable and informative.

2. Community Consultation Program

Community consultation occurred over a 3 week period from 14 November 2017 to 5 December 2017 included;

 On line Survey (Making Marion)  Promotional Video linked to Website Project Page  Social Media (Facebook)

The consultation featured a short video, some FAQ’s and three survey questions

3. Community Consultation Findings

Consultation responses direct to City of Marion included;

 34 on-line surveys  2 email responses

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4. Summary of Survey Responses

The key comments received have been summarised below and includes responses received by phone, email and both online and hard copy surveys.

Importance of protecting Remnant Native Vegetation in the City of Marion? Overwhelmingly the consultation results suggest that people think protecting Remnant Native Vegetation is important. Of the 34 responses received, 33 rated it as very important, with one response being slightly important.

Level of support for the Remnant Native Vegetation Plan 2018 to 2023 ? Overwhelmingly the consultation results suggest that people think protecting Remnant Native Vegetation is important. Of the 34 responses received, 33 rated it as very important, with one response being slightly important.

Importance of actions ranked 1 to 8 (with priority one actions being awarded eight points and priority eight actions one point). From the 34 survey responses, the actions were ranked as

1. Weed Control – 234 points 2. Rare plant conservation programs – 203 points 3. Vegetation Condition Monitoring – 174 points 4. Volunteer Support – 151 points 5. Fencing and Access Control – 143 points 6. Website and Education material – 111 points 7. Signs – 105 points 8. Firebreak Management – 94 points

Clearly weed control is a very high priority and hence the budget for the Remnant Native Vegetation Plan reflects this. It was not expected that rare plant conservation programs would be rated so highly but this is supported in the plan and is complemented by weed control programs.

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Condition monitoring rates highly and this is desirable as it allows us to track our success in the plan. Volunteer support is also high and this is supported through the Trees For Life partnership.

4.1. Comments Received

Comments are provided as per the survey, names and addresses removed.

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Congratulations on a comprehensive plan. It is difficult to establish priorities because each is essential to the success of the programme. Communicating with and education of people adjacent to native vegetation is essential to the success of the plan, but so is the involvement of the whole community. Best wishes and thanks for taking a stand for our environment.

Great initiative Council! Our native vegetation needs to be cared for and protected before it's all gone.

Fully support the plan. Thankyou

City of Marion should be commended on the sector leading initiative they are taking in the much neglected area of native vegetation management. Strong emphasis needs to be placed on the eradication of weed tree species such as Aleppo Pines, Willows, Golden Wreath Wattle, Swamp Sheoak, Canary Island Palms, Pepper Trees and Norfolk Island Hibiscus that prevent native plants from growing, spread invasively and degrade waterways. Thank you for playing your part in restoring the natural landscape of South Australia for wildlife and people. Damian Landrigan resident of Hallett Cove and the Cormorant Drive Reserve.

Excellent plan and well overdue for our area. We are very lucky to have remnant vegetation left in our council area and feel that the budgets pertaining to the various management actions are well justified and completely reasonable. Having green areas, remnant vegetation and linkages formed with revegetation is a priceless asset for the City of Marion, it adds local character and provides natural cooling and fresh air in an otherwise asphalt and concrete environment and will only continue to increase in value if the education, weed control and volunteer programs are properly supported by the council, including elected members. Every facet of council should have an affinity with these assets and be looked upon as something to be proud to be a part of. It is widely accepted and mainstream to be seeing natural assets Page | 7

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comprised of local biodiversity reserves as an integral part of the character, function and local identity of ones town or city, it is great to see the City of Marion step up! Future influx and retention will surely increase if the City of Marion has attractive, bio-diverse and balanced natural areas to live in- it's a no-brainer. This plan is a real credit to (name removed) and the City of Marion. It would be great to see additional contractor assistance annually on Bush For Life sites like TFL Works do in other council areas. This would really help out the volunteers with harder tasks such as brush cutting and spraying.

I commend the City of Marion for developing a Remnant Native Vegetation Plan. It is critical to have a Plan to ensure that remnant native vegetation is managed appropriately into the future. This Plan identifies the importance of remnant native vegetation and is critical to ensuring that Council has appropriate resources and funding to protect and manage this into the future. I strongly support the endorsement of this Plan.

An excellent plan with great information written so that anyone can understand it rather than being too to higher level. Well done

Remnant vegetation has to be maintained, for biodiversity reasons and habitat for wildlife. But the key to me is reducing development near the sites and educating people of the importance.

Thanks for the opportunity to comment. I am commenting on behalf of 10 volunteers from the Friends of Sturt River Landcare Group. Other volunteers will also comment separately, but this response comes after discussion with volunteers who dislike writing submissions, but care deeply about this issue. We strongly support the protection and management of remnant plant communities that remain, as well ongoing revegetation using local-native species, particularly along the Sturt River (Linear Park/shared use trail). We highlight this area because we completely agree – fragmentation is the enemy of biodiversity planting/landscape restoration in Marion and also elsewhere. We found it incredibly difficult to rank the actions - we

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really do need them all. On-ground That said, we consider on-ground actions (weeding, fencing, planting, monitoring) to be those that need most priority, with on-ground interpretive signage to follow so people understand what they’re looking at when they come across it. We also strongly support education and training for Council work crews in identifying plants, targeted poisoning and weed removal techniques. Support for volunteers is a great step forward - particularly on the issue of insurance, plant id, setting up home nurseries and improving our knowledge of Kaurna heritage. Public education We think there is potential for grants-based funding, particularly for education materials, once a city-wide plan is in place and that could help offset some costs (such as signage.) Many of our volunteers are especially keen on the idea of interpretive signage on completed sites - eg. Get to know the locals: highlight half a dozen common local-natives, their common/botanical name, Kuarna use, commercial bush food potential, biodiversity impact (birds, insects, mammals, frogs etc) and suitability for the garden. Put this on a sign near a walking trail so we know what to look for, why it’s important, and that we can get it from a specialist nursery to plant at home. We are less keen on spending lots on public education/awareness-raising. Much of it already exists and we would like to see existing topics utilised first so that funds go to change on the ground. We need a well-coordinated effort from Council on this plan. You are clearly doing some great things already, but the effort is quite fragmented at times. This plan could be a great opportunity for you to work together to increase the overall impact of the biodiversity activity. For example, the plan needs active support from the street tree program, and the Open Space planning team. Some of the existing landscape planning could benefit from a focus on creating natural restorative spaces rather than focusing so strongly on built forms and activated play spaces. Also, could more native vegetation topics could be incorporated into existing environmental education programs? (eg. Common Thread) to help raise awareness and get more habitat planting in front/back yards and on the verge? Could existing maps/guides for reserves be updated to include remnant vegetation or biodiversity planting sites? (The Guide to Oaklands Wetland, for example, suggests a leisurely 40 minute walk of the site but it does not include the

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biodiversity corridors, nature trails or mention the remnant red gums.) In conclusion, we are generally highly supportive of this plan and the direction it sets and we would look forward to a well-coordinated implementation from Council.

This weekend, I walked around Oaklands Reserve and Wetland and then crossed over the bridge near the train line to walk back along the path where a small almond grove remains from many years ago and was shocked to see a substantial planting on oak trees there. It conflicts with the ethos of Oaklands Reserve and Wetland's Biodiversity policy - even though it's outside of the boundary.

A skate park next to the wetlands was a bad idea. So much noise and lots of rubbish is always scattered around. I visit Oaklands wetlands regularly and am disappointed by the amount of rubbish the skate park generates right next to the waterway.

(Name Removed) and his team are to be commended on their passion and hard work for such an important project. We in the City of Marion are very lucky indeed to have (Name Removed) and others and I am sure that his passion is spreading throughout the Council and beyond. Many of the above actions I would have liked to have given a much higher ranking, so just because a task is rated a 6 or a 7, it doesn't mean that they are not important. This is a very important document and I sincerely hope that (Name Removed) is being given adequate support and resources to make this work, the great success that it deserves to be. I look forward to seeing its progress and to seeing many species of native plants appearing across the City of Marion, not just in the parks and reserves. Fantastic effort people. A rare example of how my ratepayer's money should be spent and hopefully the local birdlife and other forms of biodiversity around us will benefit and numbers will recover.

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Natural biodiversity and functioning ecosystems are the most important heritage we can leave future generations. Economies grow and fail and are a tool to get us to where we want to be, but should never be the primary dictators of public policy.

Slow response to new invasive species(Stapella variegate,)(Anthyllis barbajovis) and little action on Bone Seed and Olives is establishing a seed bank on COM coastal land that now may not be controllable.

Response to Native Vegetation Management Draft Plan for the City Of Marion To whom it concerns I wish to add my wholeheartedly support for the draft management plan for Native Vegetation in the City of Marion. As background, I wish to state: 1. I have lived at (address removed), Marion for over 20 years 2. I have been employed in biological science for over 35 years 3. I have a degree in botany and zoology 4. I am currently a volunteer with the Friends of the Marino Conservation Park I have a strong empathy for natural environment. I believe there is intrinsic value and considerable value for residents and visitors to the City of Marion. The draft management plan is of great value to me as it documents the native vegetation and some of the fauna in my district. Now that I am more aware of the location of the native vegetation I plan to visit the various sites. Community benefits of using native environments by council. More specifically, I have observed the construction and maintenance of the coast walking trail given my home butts the trail. The trail is a great asset to Marion. I am able to observe many people using the trail ranging up to 50 people at an one moment across only 150m (approximately) of trail on a public holiday. This is amazing number of people keeping fit, bonding with their family and observing nature. Even with the high numbers on public holidays there has no problems for me due to noise or any other downside after many years. Recently I have witnessed the replaced of hand rails to a more robust type that must have been at great expense. The coast walking trail I believe would be of great benefit to local businesses including the Marino Rocks restaurant and the Boat Shed

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Cafe. I have also witnessed the development of the Cove Rd cycle track has been a great bonus that is well used. The Newland Avenue community garden and native vegetation reserve has changed a barren park to a space with greater biodiversity, increased eye appeal and a local community focus. Mr (Name Removed) has also commenced upgrading the Westcliff Court Reserve to a native vegetation park as requested by local residents including myself. Streetscapes such as that on the south west corner of the Sturt and Diagonal Rds intersection which has a native tree over storey and shrub understorey is a great example of improving the urban plains of Marion using native species. This is an example of diverse vegetation pleasing to the eye. Concerns and improvements Walking trail and Native vegetation sites However, I have some concerns these are for the Coast Walking trail: 1. Greater efforts are required to ongoing remove woody weeds (olives, African box thorn, Boneseed) from the coastal walking trail and other native vegetation sites. 2. Herbaceous weed should be controlled with priorities to include Artichoke thistle, Fountain grass, Scabiosa 3. Encroachment of housing development (e.g. soil and rubble fill, fencing) into any areas described in the draft report and in particular the coastal walking trail should be controlled with enforcement requests. 4. Enforcement of requests to remove garden waste dumped in native vegetation areas and particularly the coastal walking trail. Local resident maybe first point of contact and likely source 5. Greater encouragement and education is required for residents butting the coast walking trail to remove or at least control declared weedy species in their gardens or vacant land. Examples include woody weeds present at some vacant land for many years (e.g. Box thorn over 10 meters cubed in volume) Weeds targeted to include boneseed, fountain grass, olives. Streetscape I am concerned that Marion council allows woody weeds such as Olives to be planted and/ or volunteer in roadside verges. In line with the Native vegetation draft management plan, I would encourage the Marion Council to remove any volunteered woody weeds. Where woody weeds are planted council should offer alternatives prior to planting or when first observed planted ( e.g. volunteer Olive at corner Scholefield Rd and Newland Ave, age 20+ yrs, seed spread by galahs, Aleppo Pine along Cove Rd at Westcliff Court). In addition

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planting of native understorey along the northern Cove Rd, I believe would enhance the linkage of isolated native vegetation. Links with National Parks and coastal management authorities. Some of the Native Vegetation areas described in the plan share boundaries with National Parks or Coast Management Areas. I believe long term control of weeds particularly woody weeds is best undertake in conjunction with these authorizes. This is aprticularly so for the Caoastal Walking trail. Many Olive trees grow to the west of the walking trail fence that is presumably Coast Management area. Greater corridiantion would see these plant that degrade native vegetation removed. In summary, I fully support the Native Vegetation Draft Management plan. I encourage the Marion Council to fully fund the Plan. Any later supplementary funding should also been fully funded. I request the Marion council to fund and focus more particularly 1. Removal of Woody weeds from within the Coast Walking Trial and native vegetation sites. 2. Control encroachment and green / hard waste dumping from development of vacant land or supplementary development of existing houses associated with native vegetation area. 3. Great coordination of weed control with public authorities or private individuals on their land that is adjacent to Native Vegetation Sites Thank you for giving me the opportunity to comment. All comments are made in good faith.

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4.2. Survey Responses 34 on-line surveys were received. Copies of the on-line survey and all social media posts related to the survey are included in section 4.3 to 4.5 See below for the results of the survey.

1) How important do you think it is to protect

Remnant Native Vegetation in the City of

2) What is your level of support for the Remnant

Vegetation Plan?

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4.3. Social Media

4.3.1. City of Marion Facebook Post (20/11/2017)

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4.3.2. City of Marion Facebook Post (30/11/2017)

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4.3.3. Friends of Sturt River Landcare Post (21/11/2017)

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4.4. Website Project Update

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4.5. Making Marion On Line Survey

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CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Jaimie Thwaites, Unit Manager Governance & Records Kate McKenzie, Manager Corporate Governance

General Manager: Vincent Mifsud, General Manager Corporate Services

Subject: Local Government Association Constitution and Ancillary Documents – Feedback Sought

Report Reference: GC130317R06

REPORT OBJECTIVES: To inform Council of a proposed amendment to the Local Government Association Constitution and ancillary documents and seek its v iews in ord er to provide feedback to the Local Government Association (the LGA). Feedback is due to the LGA by 15 March 2018 (draft response attached as Appendix 1). EXECUTIVE SUMMARY The LGA has requested via Circular 10.1 (dated 1 March 2018) feedback on a new LGA Constitution prior to the document being presented at the LGA Ordinary General meeting to be held on 13 April 2018. In addition to the new constitution ( Appendix 2) there are a number of ancillary do cuments to be considered. These documents are as follows:

 Proposed new LGA Governance structure (Appendix 3)  Audit Committee Terms of Reference (Appendix 4)  South Australian Regional Organisations of Councils (SAROC) and Greater Adelaide Region Organisation of Councils (GAROC) Terms of Reference (Appendix 5)  Membership Proposition (Appendix 6)  Meeting procedures (Appendix 7)  CEO Advisory Group Terms of Reference (Appendix 8) There are a number of positive changes and some changes that should be further considered by Council. A draft response to the LGA has been prepared for Council to consider (Appendix 1).

RECOMMENDATIONS DUE DATES That Council:

1. Notes the proposed changes to the Local Government Association Constitution and associated documents (namely the 13 March 2018 Meeting Procedures; Membershi p Proposition; and T erms of Reference for the Audit Committee, CEO Advisory Group, SAROC and GAROC).

2. Adopts the correspondence in Appendix X to forward to the Local 15 March 2018 Government Association as feedback on the amendments to the LGA Constitution with the allowing amendments:  X

Report Reference: GC130318R06 Page 117

BACKGROUND:

In January 2016, the LGA commenced a review of its governance arrangements and structures. The review has encompassed various matters raised by LGA members and looked to improve its governance operations. The early feedback received by the LGA confirmed there was generally a consistent view across the sector that the LGA’s purpose was advocating, assisting and advancing the local government sector as a whole. DISCUSSION: As per Circular 10.1, th e LGA has provided the following background and summary of the a bove documents: LGA Structure and New Constitution - Background Throughout 2016 – 2017, the LGA’s structure was the topic of a series of consultation sessions with the local government sector. A first draft model LGA structure was presented during the consultation sessions. This was further refined based on feedback, and then translated into a draft new LGA Constitution which, in turn, was presented to Members at the November 2017 Annual General Meeting. Following this, a series of workshops was held with the Board, the Metropolitan Local Government Group, SA Regional Organisation of Councils, Regional LGA Executive Officers and the LGA Audit Committee seeking feedback on the draft Constitution. During these workshops, feedback was sought on:  Simplified member structure, removal of the concept of associate member;  No member, no service concept;  The role and purpose of the proposed SAROC and GAROC structures;  Processes for member participation including notices of motion at general meetings;  Resourcing of SAROC and GAROC;  LGA Board of Directors – purpose, function, composition, size;  President and Immediate Past President – eligibility, election;  Commercial enterprise board; and CEO advisory group. The feedback received has now been incorporated within the draft ‘Local Government Association of South Australia Constitution and Rules’. This draft Constitution:  Establishes a contemporary corporate governance framework enabling the LGA’s contribution to public value through the promotion and advancement of the interests of local government.  Maintains Member participation and establishes a strong emphasis on collaborative councils, assisted by a strong LGA.  Provides a focus on leadership and advocacy at all levels: state-wide, regional and individual members.  Streamlines and integrates consistent engagement and resourcing across the system.  Delivers a more efficient structure for LGA decision making with a smaller LGA Board of Directors (10 members), and regional structures with aligned strategic and annual planning processes and budgets.  Ensures key expert advice to the LGA and the sector through a commercial enterprise board(s), CEO advisory group and LGA Audit Committee. These structures future proof the Association.  Considers the latest feedback received from members

Report Reference: GC130318R06 Page 118

 Has been reviewed by the LGA’s legal adviser to ensure its structure contributes to good decision making, that there were no omissions and that all provisions are workable and do not cause unintended consequences or interpretation issues. The documents provided by the LGA have bee n reviewed. The draft constitution is significantly different to the previous constitution of the LGA. All points of difference have not been addressed in this report but the key observations for Council to consider are listed below: 1. Structure 1.1 The new governance structure (copy attached in Appendix 2) does provide a streamlined approach. It reduces the number of groups and representatives per group to support a more cohesive decision making group in line with contemporary standards. 1.2 The new structure is diff erent to the previous structure of th e LGA and splits the constituent councils into two groups:  Regional members (SAROC)  Metropolitan members (GAROC). The Terms of Reference for these groups is adopted by the Board and not the General Meeting. 1.3 Councils will then be grouped into regions and each region will elect two Council Members and a CEO to the GAROC (for Marion). The regions have yet to be determined but will provide an avenue for Councils to work in better collaboration. 1.4 The functions and duties of the board reflect good governance standards but it does seem that the new Board has more decision making responsibility than previously. 1.5 To be on the Board you must be either the President, Immediate Past President or a member of the SAROC or GAROC (three from each group) (clause 6.4.1 of the SAROC/GAROC Terms of Reference). 1.6 The Board continues to set the membership fees. 1.7 The Board adopts the Membership Proposition not the General Meeting. 2. Meetings 2.1 All references to the Ordinary Meeting (usually held in April each year) of the LGA, has bee n removed from the Constitution. Verbal advice from the LGA is that they intend to still have two meetings per year but this is not reflected in the documentation. If only one meeting occurs, this means that the sect or will only have one opport unity per year to bring formal motions to the LGA, which will be at the AGM typically held in November. 2.2 Motions bought by constituent councils must be submitted and approve d via the GAROC or SAROC. Their role is to review and filter motions. This may make for better decision making and streamlined meetings as motions that do not align to the LGA strategic directions will be vetted but it may also restrict a Councils opportunity to bring a matter before the sector for the LGA to progress. 2.3 The Board has the power to make, vary, revoke any meeting procedure regulating the mode and conduct of proceedings at the General Me eting and meeting of the Board, SAROC or GAROC. 3. Membership 3.1 An associate member has been removed from the constitution. 3.2 The notification period to withdraw membership from the LGA is now 6 months (previously 90 days). This is now outlined in the Membership Proposition, not the constitution. 3.3 The Board has the power to revoke the membership of a Council base d on the Membership Proposition. The main point to take note of is section 7.2.3 which states the Board of Directors may revoke Membership of any Member if: in the reasonable opinion of the Board of Directors, the Member has bought the local government sector or the LGA into disrepute.

Report Reference: GC130318R06 Page 119

3.4 If a membership is revoked, the former member is still liable for fees. 3.5 Members who failed to pay an annual subscription fee will have their membership automatically revoked. 3.6 The Board can reject an application for membership. 3.7 The LGA is not obliged to provide any service to a Council which is not a member. 4. Constitution 4.1 The Constitution does not have any dispute resolution clauses. 4.2 The resignations clauses are now within the Membership Proposition, not the Constitution.

CONCLUSION: Based on the above, t he new structure does provide for better collaboration between Coun cils, focuses on leadership and advocacy at all levels of the sector and provides a more efficient structure. However, it also provides more powers to the Board, particularly relating to the adoption of the Member Proposition. If Council wishes to provide feedback, the LGA has requested responses be returned by 15 March 2018.

Report Reference: GC130318R06 Page 120

Appendix 1 Ms Lorraine Rosenberg President Local Government Association Email: [email protected]

Dear Mayor Rosenberg, Feedback regarding new Draft Constitution and Ancillary Documents Thank you for the opportunity to provide comment on the draft constitution and ancillary documents as outlined in circular 10 .1. The City of Marion considered the matter at its meeting of 13th March 2018 and provides the following feedback. The City of Marion supports the inte nt of the new structure and operations as it provides for better collaboration between Councils, focuses on leadership and advocacy at all levels of the sectors and provides a more efficient structure. There are a number of efficiencies that can be achieved by the new structure. However, the City of Marion does not support: 1. The Board of Directors approving the Membership Proposition, the Terms of Reference for the SAROC, GAROC and Audit Committee and the Meeting Procedures. As the L GA is a member fund, these important documents should be agreed by the Members and voted upon at a General Meeting. 2. The removal of the reference to the Ordinary Meeting (usually held in April each year) from the con Constitution. Th is limits the opportunities of Councils to raise matters on behalf of the sector to only once per year. It also limits the monitoring and repo rting of the LGA to once per year which in certain circumstances is too long. T he removal of this meeting will create a lack of formal reporting and transparency to the sector on the operations of the LGA. 3. Motions bought by constituent councils must be submitted and approved via the GAROC or SAROC. Their role should not be to review and filter motions a s this is the role of the constituent councils at the AMG (i.e. Councils will vote against a motion if they believe it is not relevant). 4. The Board has the power to make, vary, revoke any meeting procedure regulating the mode and conduct of proceedings at the General Me eting and meeting of the Board, SAROC or GAROC. Again, the LGA is a me mber fund, these important documents should be agreed by the Members and voted upon at the Annual General Meeting. 5. The resignation period now being 6 months and this clause being within the Membership Proposition (if the Membership Proposition is a dopted by the Board). If this amendment occurs, after an election, a newly elected Council would need to make a decision regarding its membership with the LGA within its first two Council Meetings for the upcoming financial year. Essentially, after the election s this year, council will need to determine the 2019/20 membership (until 30 June 2020). This does not allow a new Council adequate time to fully consider the issue and could result in poor decision making. Six months notice on an annual subscription is an unreasonable expectation in any case. The first no tification of the draft constitution was provided to the Annual General Meeting in November 2017 and that the purpose of that report was the to circulate to members the proposed LGA governance structure, constitution drafting notes and draft new LGA Constitution. It is also noted that the ancillary documents were not a part of that report and are critica l to understand the proposed changes and the proposed future operations and structure of the LGA. Councils could not provide any real input without these documents. Based on this, a two week consultation period on such an important matter has been grossly inadequate, and denied Council’s the opportunity fully understand the extent of the proposed changes.

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It is noted that the new draft LGA Constitution is schedule to be presented at the next Ordinary Meeting of the LGA scheduled for the 13th April 2018. The City of Marion would be seeking changes as outlined above in order to vote for the a doption of t he new draft const itution. It is a lso recommended that the Constitution and the ancillary documents are adopted at the same time as a matter of good governance. Yours faithfully

Janet Byram Deputy Mayor

Report Reference: GC130318R06 Page 122 Appendix 2

Local Government Association of South Australia

Constitution and Rules

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Table of Contents I Preliminary ...... 1 1. Association ...... 1 2. Constitution ...... 1 3. Interpretation ...... 1 4. Object ...... 3 5. Functions ...... 4 6. Powers ...... 4 7. Dissolution ...... 6 II Membership of the LGA ...... 6 8. Membership ...... 6 9...... 7 III Meetings of the LGA ...... 7 10. Annual General Meeting ...... 7 11. Special General Meeting ...... 8 12. Venue of General Meetings ...... 8 13. Appointment of Delegates ...... 8 14. Quorum ...... 8 15. Chair ...... 9 16. Adjournments ...... 9 17. Business of General Meetings ...... 9 18. Voting ...... 9 19. Procedure at Meetings ...... 10 20. Regional Organisations of Councils ...... 10 21. Annual report ...... 11 IV The Board ...... 11 22. Board of Directors ...... 11 23. Functions of the Board of Directors ...... 12 24. Duties of the Board of Directors ...... 12 25. Powers of the Board of Directors ...... 13 26. Meetings of the Board of Directors ...... 13 27. Circulating resolutions ...... 14 28. Delegations ...... 14

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29. Nominations for the Office of President ...... 15 30. Election for office of President ...... 16 31. Term of Office of Directors ...... 17 32. Casual Vacancy ...... 17 33. Leave of absence ...... 18 34. Appointment of a Chief Executive ...... 18 35. Audit ...... 19 36. Administration ...... 20 37. Curing of irregularities ...... 20 38. Interpretation ...... 20 39. Membership of the LGA ...... 21 40. President ...... 21 41. SAROC and GAROC ...... 21 42. Resolutions ...... 21 43. Delegations ...... 21 44. Audit Committee ...... 22 45. Auditor ...... 22

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I Preliminary 1. Association The Association is the "Local Government Association of South Australia" ("LGA") which is constituted as a body corporate and a public authority pursuant to the Local Government Act 1999 for the purpose of promoting and advancing the interests of local government in South Australia. 2. Constitution 2.1 This Constitution is binding: 2.1.1 as between the LGA and each Member; and 2.1.2 as between each Member and each other Member. 2.2 This Constitution may be altered only: 2.2.1 by resolution: a. passed at a General Meeting of which at least 30 days’ notice has been given to Members; and b. passed by at least 75% of the votes cast by Members at that General Meeting; and 2.2.2 with approval of the Minister under subclause 1(4) of Schedule 1 of the Local Government Act 1999. 2.3 In any circumstances in which this Constitution is silent, incapable of taking effect or being implemented according to its strict provisions, the Board of Directors may determine what action may be taken to ensure the effective administration of the LGA. 2.4 Despite any other provision of this Constitution, the Board of Directors may as it thinks fit suspend or modify the operation of any provision of this Constitution in order to provide for a matter related or ancillary to a proclamation made by the Governor under Part 1 of Chapter 3 of the Local Government Act 1999. 3. Interpretation 3.1 In this Constitution, unless the contrary intention is apparent: “Annual General Meeting” means a meeting of Members described in clause 9. “Audit Committee” is the committee established by the Board of Directors in accordance with clause 24.3.1. “Board of Directors” means the persons appointed as the governing body of the LGA in accordance with this Constitution as described in clause 21.

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“Chair” means the person referred to in clause 14. “CEO Advisory Group” means the committee established in accordance with clause 24.3.2. “Close of Nominations” means the date and time at which nominations for the office of President close under clause 28.7. “Casual Vacancy” means a vacancy in the office of a member of the Board of Directors due to a circumstance contemplated in clause 31.1. “Community Council” means the governing entity for each of (a) the Anangu Pitjantjatjara Community; (b) the Maralinga Tjarutja Community; (c) the Yalata Community; (d) the Nepabunna Community; (e) the Gerard Community; and (f) the Outback Communities Authority. “Council” means a Council constituted under the Local Government Act 1999. “Council Member” means a member of the governing body of a Member. “Chief Executive” means the Chief Executive of the LGA and, where the context allows, includes a person acting in that position. “Delegate” means a person appointed to represent a Member at a General Meeting pursuant to clause 12.1. “Director” means a member of the Board of Directors. “Fees” means moneys payable by a Member to the LGA from time to time, including annual subscriptions, special purpose levies and services charges. “GAROC” means the “Greater Adelaide Region Organisation of Councils” described in clause 19. “GAROC Terms of Reference” means the terms of reference for GAROC referred to in clause 19.4. “General Meeting” means a meeting of the Members of the LGA being either an Annual General Meeting or a Special General Meeting. “Immediate Past President” means the person who is the immediately preceding President of the LGA. “LGA” means the Local Government Association of South Australia. “LGA Office” means the resources engaged by the Chief Executive to ensure that the LGA is enabled to adequately perform its functions. "Member” means a Council or a Community Council which has applied for, been granted and retains membership in accordance with this Constitution and the Membership Proposition. “Membership Proposition” means the terms of membership of the LGA approved by the Board of Directors. “Misconduct” means being:

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(a) found guilty of an offence involving dishonesty or other offence which the Board of Directors resolves to be an offence which, committed by a Director, would bring the LGA or local government into disrepute; (b) being absent from 3 successive meetings of the Board of Directors without leave of the Board of Directors; or (c) engaging in conduct which the Board of Directors resolves to be conduct likely to bring the LGA or local government into disrepute. “Object” is the object of the LGA as set out in clause 4. “President” means at any time the person holding office as LGA President. “Presiding Member” means the presiding member of a Council or Community Council. “Regional Groupings of Members” means the regional groups described in clause 19.3. “Regional Organisation of Councils” means either SAROC or GAROC as described in clause 19. “Register of Delegates” means the register maintained by the LGA in accordance with clause 12.3. “SAROC” means the “South Australian Region Organisation of Councils” as described in clause 19. “SAROC Terms of Reference” means the terms of reference for SAROC referred to in clause 19.4. “Special General Meeting” means a meeting of Members described in clause 10. 3.2 In this Constitution, unless the contrary intention is apparent: 3.2.1 words importing the singular include the plural and vice versa; 3.2.2 a power to appoint includes a power to dismiss; and 3.2.3 a reference to any document, including legislation, is a reference to that document as amended or replaced from time to time. 4. Object The object of the LGA is to achieve public value through the promotion and advancement of the interests of local government by: 4.1 advocating to achieve greater influence for local government in matters affecting councils and communities; 4.2 assisting Members to build capacity and increase sustainability through integrated and coordinated local government; and 4.3 advancing local government through best practice and continuous improvement.

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5. Functions The LGA must undertake its functions for the purpose of achieving the Object. The functions of the LGA are to: 5.1 advocate and provide leadership for local government in South Australia, leading to strong engaged communities served by efficient and collaborative Councils and Community Councils; 5.2 advocate for an autonomous, effective and democratic system of local government in South Australia to meet contemporary community needs; 5.3 encourage and promote an efficient, effective and sustainable system of local government in South Australia; 5.4 promote and protect the interests of local government and its Members and the communities they represent; 5.5 encourage and help local government to engage with, and respond to, the needs of the community; 5.6 develop and maintain consultation and co-operation between local government and the State and Commonwealth governments and their agencies; 5.7 assist Members to develop and maintain their financial sustainability and for the advancement of local government; 5.8 undertake any business activity which contributes to the Object; 5.9 represent Members of the LGA and local government to the public and the State and Commonwealth governments; 5.10 act as an advocate for Members and the local government community to address contemporary needs; 5.11 facilitate engagement and collaboration by and between Members as to their common interests; 5.12 encourage, assist, promote and foster the achievement and maintenance of the highest levels of integrity, justice, competence, effectiveness and efficiency of local government; 5.13 undertake or promote any activity which the Board of Directors determines to be for the benefit or interest of Members and local government in South Australia; and 5.14 undertake any function as may be vested in the LGA by statute. 6. Powers For the purposes of fulfilling the Object and undertaking its functions, the LGA has the power to: 6.1 acquire, hold, deal with, and dispose of, any real or personal property; 6.2 administer any property on trust;

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6.3 operate accounts with any financial institution including the Local Government Finance Authority; 6.4 levy annual subscriptions, special purpose levies and service charges upon Members; 6.5 accept gifts of money or property; 6.6 invest money in any way considered prudent by the Board of Directors, including with the Local Government Finance Authority; 6.7 borrow and raise money as required by the LGA having regard to the financial sustainability of the LGA; 6.8 give security for the discharge of liabilities incurred by the LGA; 6.9 make application to, and accept grants and loans from, the State government and the Commonwealth government for the benefit of any Member or the LGA; 6.10 determine remuneration for Directors or members of committees established under this Constitution; 6.11 employ a Chief Executive and the staff of the LGA Office; 6.12 engage professional advisors; 6.13 appoint agents to transact any activities of the LGA; 6.14 insure against any risk; 6.15 enter into any contract it considers necessary or desirable; 6.16 subject to the Corporations Act 2001 (Cth), establish or dissolve incorporated subsidiaries and determine policies and procedures to apply to subsidiaries; 6.17 advocate for changes to State government and Commonwealth government legislation; 6.18 provide services to Members with or without reward; 6.19 publish material of interest to Members and for the purpose of promoting the LGA and the system of local government; 6.20 enter into any arrangements or obtain any privileges and concessions which the LGA considers to be desirable for the LGA on behalf of Members; 6.21 mediate disputes between Members or within a Member’s governing entity; 6.22 instigate or defend legal proceedings; 6.23 manage any dispute to which it is party, including by referral to, and participation in, mediation, conciliation or arbitration; 6.24 provide resourcing for the LGA Office; 6.25 establish and maintain policies, procedures, terms of reference, membership conditions and guidelines as contemplated by this Constitution or as are conducive to the achievement of the Object;

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6.26 associate or collaborate with other associations and organisations having objects consistent with, or complementary to, the Object, including by way of incorporated or unincorporated joint venture or other form of alliance; 6.27 exercise any other power vested in the LGA by statute; and 6.28 do any other thing which is related, incidental or conducive to the attainment of the Object, provided that the LGA may not distribute its assets to Members other than in the circumstances stated in clause 7.2. 7. Dissolution 7.1 The LGA may be dissolved by resolution: 7.1.1 passed at a General Meeting of which at least 30 days’ notice has been given; and 7.1.2 passed by at least 75% of the votes cast by Members entitled to vote on the resolution. 7.2 In the event of dissolution, and after payment of all debts and liabilities, any surplus assets shall be returned to Members in proportion to the annual subscription paid in the financial year prior to the passing of the resolution to dissolve. 7.3 In the event of a dissolution where there are insufficient funds to pay all debts and liabilities of the LGA, a levy on Members shall be determined to cover the deficiency, such levy being in proportion to the annual subscription paid in the financial year prior to the passing of the resolution to dissolve.

II Membership of the LGA 8. Membership 8.1 Each Council and Community Council is entitled to apply in writing to the Board to be a Member of the LGA, except as provided in clause 8.2. 8.2 A Council or Community Council which has had its membership application rejected or membership revoked under this clause 8 may not reapply for membership for the same financial year that the membership the subject of the application or revocation would have operated, unless otherwise determined by the Board of Directors. 8.3 Membership operates for a 12 month period commencing on 1 July. 8.4 A Member must provide to the LGA such information and support as the LGA reasonably requests to carry out the Object. 8.5 Each Member is entitled to access approved minutes of General Meetings, the Board of Directors and committees of the LGA. 8.6 Each Member will pay to the LGA:

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8.6.1 the annual subscription determined by the Board of Directors applicable to that Member by 1 August for the financial year in which the membership will operate (un 8.6.2 less otherwise determined by the Board of Directors); and 8.6.3 by the due date for payment, any special purpose levy or service charge relevant to that Member. 8.7 The Board of Directors may: 8.7.1 reject an application for membership of any Council or a Community Council; or 8.7.2 revoke the membership of a Council or a Community Council, on a basis provided for in the Membership Proposition. 8.8 Membership of the LGA will be automatically revoked for a Member who fails to pay an annual subscription or special purpose levy to the LGA by the due date for payment (or such later date as may be determined by the Board of Directors). 8.9 The LGA may cease providing a service to a Member if the Member fails to pay a service fee in respect of the services to the LGA by the due date. 8.10 A Council or Community Council which has had its membership application rejected or membership revoked under this clause 8 may not reapply for membership for the same financial year that the membership the subject of the application or the revoked membership would have operated, unless otherwise determined by the Board of Directors. 8.11 The LGA is not obliged to provide any service to a Council or Community Council which is not a Member of the LGA. 8.11.1 A Council or a Community Council may resign from the LGA upon giving written notice to the LGA. A resignation takes effect as provided for in the Membership Proposition.

III Meetings of the LGA 9. Annual General Meeting 9.1 A meeting of the Members of the LGA to be called the “Annual General Meeting” shall be held once in each year, at a time, date and place determined by the Board of Directors. 9.2 The Chief Executive shall at least 30 days before the date fixed for the holding of the Annual General Meeting advise each Member of the time, date and place of the meeting and the proposed business of the meeting.

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10. Special General Meeting 10.1 The Board of Directors of the LGA has the power to call a Special General Meeting of the LGA for a stated purpose upon at least 7 days’ notice in writing to be given to all Members by the Chief Executive. 10.2 At least 10 Members may, by a notice in writing to the Chief Executive request a Special General Meeting stating the business to be considered and determined at the Special General Meeting. Within 14 days from the receipt of the notice, the Chief Executive must call a meeting of the Members to be held within 30 days by advising each Member of the time, date and place of the meeting and the stated business of the meeting. 10.3 No business other than the stated business may be considered or determined at a Special General Meeting. 11. Venue of General Meetings The LGA may hold a General Meeting at 2 or more venues using any technology that gives the Members a reasonable opportunity to participate in the meeting. 12. Appointment of Delegates 12.1 Each Member may appoint a person to act as the delegate for the Member at a General Meeting, and may at any time revoke such appointment and appoint another person as its delegate. 12.2 To be eligible for appointment as a delegate, a person must be a Council Member. 12.3 Each Member shall give notice in writing to the LGA of the person appointed to act as its delegate and the LGA will maintain a register of delegates. 12.4 A Member must notify the LGA in writing if a person’s appointment as a delegate has been revoked by the Member, a person has resigned from the role of delegate or the person appointed as a delegate ceases to be a Council Member. 12.5 If a Delegate is unable to attend a General Meeting, the Member may, by giving written notice to the LGA, appoint another person to act as a substitute for the Delegate at the meeting. The appointment will only be valid for the General Meeting specified in the written notice. A person appointed under this clause 12.5 will be a “Delegate” for the purposes of this Constitution in respect of that General Meeting. 13. Quorum 13.1 Subject to this clause 13, no business shall be transacted at any General Meeting unless at least half of the Delegates on the Register of Delegates, plus 1 Delegate are present.

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13.2 A quorum present at the commencement of a General Meeting is taken to be present throughout the meeting unless the Chair of the meeting declares otherwise. 13.3 If no quorum is present at a General Meeting within 30 minutes after the time appointed for the commencement of a meeting, the Chair may adjourn the meeting to a determined date, time and place, provided that the date is no earlier than 7 days after the adjourned meeting or in the case of a General Meeting convened to consider a special resolution no earlier than 30 days after the notice of the adjourned meeting is provided to Members. 13.4 Notice of an adjourned meeting with the date, time and place at which the meeting will be recommenced must be provided to all Members. 13.5 Any business which could have been transacted at a meeting which has been adjourned because of the absence of a quorum under clause 13.3 may be transacted on the recommencement of the meeting as notified under clause 13.4 notwithstanding there is no quorum present at that meeting. 14. Chair The President shall preside at all General Meetings and meetings of the Board of Directors, but in his or her absence a member of the Board of Directors chosen by the Board of Directors shall preside at the meeting. 15. Adjournments Subject to clause 13, the Delegates present at any General Meeting may from time to time by resolution adjourn the meeting to a determined date and time. 16. Business of General Meetings 16.1 The business of a General Meeting will be to consider items of strategic importance to local government and the LGA as recommended by SAROC, GAROC or the Board of Directors and matters which must be determined under this Constitution at a General Meeting. 16.2 Any Member may propose an item of business for the Annual General Meeting to SAROC, GAROC or the Board of Directors. 16.3 No business shall be brought before a General Meeting of the LGA unless: 16.3.1 it has been placed on the agenda of an Annual General Meeting by SAROC, GAROC or the Board of Directors taking into account the purpose of a General Meeting set out in clause 16.1; or 16.3.2 the business is as stated in the notice of a Special General Meeting, given in accordance with clause 10. 17. Voting 17.1 Each resolution considered at a General Meeting will be decided by the majority value of the votes of the Delegates present at the meeting and voting on the resolution.

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17.2 Votes of Delegates at meetings of the LGA shall have the following values: 17.2.1 Delegates of Members whose areas have populations up to 10,000 people - value of 1 vote; 17.2.2 Delegates of Members whose areas have populations of between 10,001 and 50,000 people - value of 2 votes; and 17.2.3 Delegates of Members whose areas have populations of over 50,001 people - value of 3 votes. 17.3 For the purposes of this clause, the population of each Member area shall be the population stated in the latest estimated population figures published by the Australian Bureau of Statistics. 18. Procedure at Meetings The Board of Directors may, consistent with the Constitution, make, vary or revoke any meeting procedures regulating the mode and conduct of proceedings at any General Meeting and meetings of the Board of Directors, SAROC or GAROC. 19. Regional Organisations of Councils 19.1 There are 2 regional organisations of Members: 19.1.1 SAROC; and 19.1.2 GAROC. 19.2 The role of SAROC and GAROC is regional advocacy, policy initiation and review, leadership, engagement and capacity building in the regions. 19.3 Members will be organised into regional groups for the purpose of participating in the processes for the election of SAROC and GAROC. The Regional Groupings of Members are not formed to undertake any other function. 19.4 Terms of reference for SAROC and GAROC as approved by the Board of Directors will: 19.4.1 list the Regional Groupings of Members comprising SAROC and GAROC respectively; and 19.4.2 provide for: (a) the conduct of business including requirements for strategic and annual business planning and budgeting, and reporting requirements; (b) receipt and consideration of proposals for policy development for the betterment of local government from Members; (c) referral of proposals to the Board of Directors or General Meetings; (d) appointment of a chairperson; and

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(e) any other matters which the Board of Directors considers to be prudent or convenient. 19.5 Each Regional Grouping of Members will elect: 19.5.1 2 Council Members; and 19.5.2 a chief executive officer of a Member, as members of SAROC or GAROC (as relevant) provided that each person elected is from a different Member. 19.6 In addition to the membership determined under clause 19.5, the Lord Mayor of the City of Adelaide or his or her nominee (also being a Council Member of the City of Adelaide) will be a member of GAROC. 19.7 The term of office for members of SAROC and GAROC shall commence after the Annual General Meeting of the year in which elected. Each member will serve for a period of 2 years or until a circumstance causing a Casual Vacancy occurs. 19.8 SAROC and GAROC will be supported by the LGA Office. 20. Annual report The LGA will make publicly available on or before 30 November in each year an annual report adopted by the Board of Directors in respect of the operations of the LGA for the preceding financial year.

IV The Board 21. Board of Directors 21.1 The Board of Directors is the governing entity of the LGA. 21.2 The Board of Directors shall consist of: 21.2.1 the President; 21.2.2 the Immediate Past President; 21.2.3 the chairperson of SAROC and the chairperson of GAROC; and 21.2.4 8 additional persons (each of which must be a Council Member) with relevant business and governance experience elected in equal proportions from the members of SAROC (4 persons) and the members of GAROC (4 persons). 21.3 The role of the Board of Directors is to oversee corporate governance of the LGA and provide strategic direction and leadership. The Directors do not represent SAROC, GAROC or a specific Member or Members. 21.4 Each Director must:

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21.4.1 undertake his or her role as a Director honestly and act with reasonable care and diligence in the performance and discharge of functions and duties; 21.4.2 not make improper use of information acquired by virtue of his or her position as a Director to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; 21.4.3 not make improper use of his or her position as a Director to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; and 21.4.4 not act in any matter where the Director has a conflict of interest (provided that an interest shared in common with all or a substantial proportion of the Directors will not be an interest giving rise to a conflict of interest). 22. Functions of the Board of Directors The functions of the Board of Directors include: 22.1 appointing a Chief Executive and superintending his or her performance; 22.2 holding the Chief Executive accountable for the performance of the LGA Office; 22.3 advocating for the LGA, the Members and the local government community; 22.4 superintending the activities of the LGA; 22.5 determining matters which may be placed on the agenda of a General Meeting; and 22.6 undertaking such other functions as may be provided for, or envisioned by, this Constitution. 23. Duties of the Board of Directors The Board of Directors must ensure that: 23.1 the LGA acts in accordance with applicable laws and this Constitution; 23.2 the LGA acts ethically and with integrity, respecting diversity and striving for gender balance participation in all activities; 23.3 the activities of the LGA are conducted efficiently and effectively and that the assets of the LGA are properly managed and maintained; 23.4 subject to any overriding fiduciary or other duty to maintain confidentiality, the affairs of the LGA are undertaken in an open and transparent manner; and 23.5 the LGA performs to its business plan and achieves or betters the financial outcomes projected in its budget.

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24. Powers of the Board of Directors 24.1 The Board of Directors may exercise the powers of the LGA. 24.2 The Board of Directors also has power to: 24.2.1 establish committees consisting of any person with relevant experience, skill or expertise for any purpose and determine the terms of reference for such committees; and 24.2.2 recommend to the Members at a General Meeting to amend the provisions of the Constitution. 24.3 The Board of Directors must establish and maintain: 24.3.1 an audit committee comprising at least 3 persons with appropriate qualifications and experience required to discharge the functions of an audit committee as determined by the Board of Directors; and 24.3.2 an advisory group comprised of at least 8 persons each being a chief executive officer of a Member. 24.4 The Board of Directors, the Audit Committee, the CEO Advisory Group and any committee shall cause minutes to be kept of all its proceedings and actions. 24.5 The Board of Directors will report the activities of Board of Directors, the Audit Committee, the CEO Advisory Group and any committee to Members at each General Meeting. 25. Meetings of the Board of Directors 25.1 Meetings of the Board of Directors shall be held at least once in each 2 month period at such times and places as shall be determined by the President or by any 3 members of the Board of Directors. 25.2 The Chief Executive shall, at least 7 days before the date fixed for the meeting of the Board of Directors, inform each Director of the date, time and place of the meeting and the proposed business to be conducted at the meeting. 25.3 The President may in cases of urgency direct that a meeting of the Board of Directors be held at any time without the need to give 7 days’ notice. If this occurs the Chief Executive shall if practicable give notice in writing to each Director of the date, time and place of the meeting and the proposed business to be conducted at the meeting. 25.4 No business shall be transacted at a meeting of the Board of Directors unless half of the Directors, plus 1 Director are present (providing that at least 1 Director from each of SAROC and GAROC is in attendance) in person or connected using technology which enables all members to communicate with each other as if they were all present in a single place.

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25.5 All questions arising at a meeting of the Board of Directors shall be decided by a simple majority vote of the Directors present and voting on each question. 25.6 The Chair of the meeting has a deliberative vote and, if there are equal numbers of votes on any question, a casting vote. 26. Circulating resolutions 26.1 Notwithstanding clause 25, the Board of Directors may pass a resolution without a meeting in accordance with this clause 26. 26.2 Each member must receive notice of the proposed resolution in identical terms. 26.3 A resolution will remain open for adoption for a period of 5 days (or such longer period as is provided in the notice of the resolution). 26.4 A Director may vote for a resolution received under clause 26.2 by signing and dating a document setting out the resolution and containing a statement confirming that they are in favour of the resolution (Instrument of Resolution). 26.5 The resolution is passed when the Chief Executive receives by hand delivery, post, email or fax Instruments of Resolution executed by a majority of Directors entitled to vote on the resolution within the time period provided for in clause 26.3. 27. Delegations 27.1 Subject to this clause 27, the Board of Directors may by resolution delegate any of its powers, functions or duties to any member or members of the Board of Directors or to the Chief Executive, excepting that a delegation to certify the audited financial statements in accordance with the Constitution must only be given jointly to the President and Chief Executive. 27.2 Where a person is acting in the position of either President or Chief Executive in accordance with this Constitution, that person may exercise powers delegated under this clause to the President or Chief Executive (as relevant). 27.3 The Board of Directors may not delegate the power to: 27.3.1 determine annual subscriptions, special purpose levies or service charges for services provided to Members; 27.3.2 determine a membership application or to determine the continuing membership status of a Member; 27.3.3 borrow money or to obtain other forms of financial accommodation; 27.3.4 adopt or revise a strategic management plan of the LGA; 27.3.5 adopt or revise an annual business plan or budget of the LGA; 27.3.6 pay remuneration or expenses to members of the Board of Directors; or

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27.3.7 make an application or recommendation, or report or give notice, to the Governor or a Minister where provided for by statute. 27.4 A delegation: 27.4.1 is subject to conditions and limitations stated in the resolution; 27.4.2 if made to the Chief Executive, authorises the sub-delegation by the Chief Executive in writing of the delegated power or function to any person unless the resolution directs otherwise; 27.4.3 is revocable by resolution of the Board of Directors; and 27.4.4 does not prevent the Board of Directors from exercising the delegated power. 27.5 The Board of Directors must cause a separate record to be kept of all delegations under this clause. 27.6 The Chief Executive must ensure that sub-delegations are reported to the Board of Directors at least every 3 months. 27.7 At least once in every financial year the Board of Directors must review the delegations and sub-delegations for the time being in force under this clause. 27.8 The record of delegations made under this clause must be placed on the LGA’s public website. 28. Nominations for the Office of President 28.1 The office of President shall be elected by Members biennially. 28.2 In the year in which a new President is to be elected, and at least 3 months before the Annual General Meeting, the Chief Executive shall write to all Members calling for nominations for the position of President. 28.3 Every Member is entitled to nominate an eligible person to the office of President. 28.4 To be eligible for nomination as a candidate for the position of President, a person must be a Council Member. 28.5 To be eligible for the position of President, a person must also be a current member of SAROC or GAROC who has undertaken that role for a period of not less than 1 year. 28.6 The eligibility for office of President shall rotate each term between a person who is a Council Member of a Member within Regional Groupings of Members in SAROC and a Council Member of a Member within Regional Groupings of Members in GAROC. 28.7 A nomination of a person for the office of President shall be by resolution of a Member and must be received by the Chief Executive not later than 5 pm on the day specified for the closure of nominations. A nomination must be signed by the candidate indicating his or her willingness to stand for election and be in the form determined by the Chief Executive.

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28.8 If no nomination is received for the office of President under clause 28.7, then the Chief Executive shall call for additional nominations from and by the Delegates at the Annual General Meeting and will conduct an election at the meeting. 29. Election for office of President 29.1 The Chief Executive shall be the returning officer for any election for the office of President. 29.2 After the Close of Nominations, the Chief Executive will notify all Members of the candidates for the office of President. 29.3 If only 1 person is nominated for President by the Close of Nominations, the Chief Executive shall declare such person duly elected. 29.4 If the number of persons nominated for the office of President by the Close of Nominations exceeds 1 person then an election must be held in accordance with this clause. 29.5 In the event of an election being required, the Chief Executive shall conduct the election as follows: 29.5.1 at least six weeks before the Annual General Meeting the Chief Executive shall deliver ballot papers to each Member; 29.5.2 the ballot papers shall: (a) list the candidates for election; (b) specify the day of closure of the election; and (c) be accompanied by an envelope marked "Ballot Paper" and a second envelope marked "Returning Officer"; 29.5.3 each Member shall determine by resolution the candidate it wishes elected; 29.5.4 the Delegate of a Member or in the Delegate's absence, the chair of the meeting for that Member shall mark the ballot paper with an "X" next to the candidate that the Member wishes elected and seal the ballot paper in the envelope marked "Ballot Paper" inside the envelope marked "Returning Officer". Before sealing the second envelope the Delegate must indicate the Member's name on the inside flap of the envelope. The envelope may then be sealed and delivered to the Returning Officer; 29.5.5 on receipt of the envelopes the Chief Executive must: (a) open the outer envelope addressed to the "Returning Officer" and record the name of the Member which appears on the inside flap of the envelope on the roll of Member's eligible to vote; and (b) place the envelope marked "Ballot Paper" unopened into the ballot box;

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29.5.6 the Chief Executive shall nominate the date, time and place for the counting of votes and shall invite each candidate and a person nominated as the candidate’s scrutineer to be present; 29.5.7 at the counting of the votes the Chief Executive shall produce unopened envelopes marked "Ballot Paper" and if satisfied that all votes are valid, count the number of votes received by each candidate; 29.5.8 the candidate with the most votes shall be deemed elected and the Chief Executive shall declare the candidate elected at the Annual General Meeting; and 29.5.9 in the case of candidates receiving the same number of votes, the Chief Executive shall draw lots at the counting of the votes to determine which candidate is elected. 29.6 The Chief Executive may, in his or her discretion, appoint a deputy returning officer and delegate any of his or her powers, functions or duties to that person who shall act accordingly. 30. Term of Office of Directors 30.1 The President shall take office after the Annual General Meeting of the year in which elected and shall hold office for 2 years or until any vacancy in that office occurs. 30.2 When a new President is elected the person retiring from the Office of President shall hold office as Immediate Past President until his or her successor as President is entitled to assume the office of Immediate Past President. 30.3 The term of office of the six persons elected to the Board of Directors by SAROC (3 persons) and GAROC (3 persons) shall commence after the Annual General Meeting of the year in which the person is elected and shall be for 2 years or until a vacancy in that office occurs for any such person. 30.4 Persons elected under clause 30.3 are eligible for re-election for subsequent terms. 30.5 Any person appointed to the office of Immediate Past President shall hold office until the retiring President becomes entitled to hold that office under this Constitution. 31. Casual Vacancy 31.1 A casual vacancy shall occur in the offices of President or another Director if the person appointed to that office: 31.1.1 dies; 31.1.2 resigns from the office or from SAROC or GAROC (as relevant); 31.1.3 is dismissed by resolution of the Board of Directors from the Board of Directors or SAROC or GAROC (as relevant) for Misconduct; or

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31.1.4 ceases to be a Council Member, or an administrator is appointed to administer the affairs of the Member for which the Director is the Council Member. 31.2 If there is a Casual Vacancy in the office of President, the Board of Directors shall appoint a member of the Board of Directors to act in the office of President for the balance of the President’s term, provided that the position may only be filled by a Director who is a member of the same Regional Organisation of Councils as the President. 31.3 If there is a Casual Vacancy in the Board of Directors (other than for the roles of President or Immediate Past President) then the position will be filled for the balance of the Director’s term by a person appointed as a replacement by SAROC or GAROC (as relevant to the Director the subject of the Casual Vacancy) taking into account the considerations in clause 21.2.4. 31.4 If a Casual Vacancy arises in the office of Immediate Past President then the vacant position on the Board of Directors will be filled by either SAROC or GAROC as determined by reference to whether the Member on which the Immediate Past President served was a member of a Regional Grouping of Members represented by SAROC or GAROC. SAROC or GAROC (as relevant) will elect the person taking into account the considerations in clause 21.2.4 and determining that the person is of such seniority and experience that his or her contribution will be valuable to the Board of Directors and the LGA. 32. Leave of absence 32.1 A Director may be granted a leave of absence by resolution of the Board of Directors. 32.2 Where a leave of absence is granted to the President, a Director will be selected by the Board of Directors to act in the office of President for the duration of the absence, provided that the position may only be filled by a Director who is a member of the same Regional Organisation of Councils as the President. 32.3 Where a leave of absence is granted to a Director (other than the President) or a Director is appointed to act as the President under clause 32.2, an acting Director will be appointed by SAROC or GAROC (as relevant to the Director the subject of the leave of absence) to serve in place of that Director for the duration of the absence. 33. Appointment of a Chief Executive 33.1 The Board of Directors shall appoint a Chief Executive who shall be responsible to the Board of Directors for: 33.1.1 the execution of the Board’s decisions, 33.1.2 appointing and overseeing the LGA Office on the basis of sound principles of management;

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33.1.3 the discharge of duties stated in the Chief Executive’s contract of employment; 33.1.4 keeping full and accurate accounts of all monies received and expended on behalf of the LGA; 33.1.5 attending to all correspondence and receiving, giving receipt for, banking and making disbursements of LGA funds; 33.1.6 carrying out the lawful instructions given by the Board of Directors or the Members by resolution passed in General Meeting; 33.1.7 having custody of any books, journals, records or documents belonging to the LGA; 33.1.8 having custody of the seal of the LGA which may not be affixed to any document unless it is affixed in the presence of and attested by 2 members of the Board of Directors; 33.1.9 submitting a duly audited statement of income and expenditure for the previous year ending the 30th day of June to the Annual General Meeting; and 33.1.10 submitting a balance sheet showing the current assets and liabilities of the LGA to the Annual General Meeting. 33.2 The performance, remuneration and terms and conditions of the Chief Executive's appointment shall be reviewed annually by the Board of Directors. 33.3 If the Chief Executive is on leave, incapacitated or otherwise unable to fulfil his or her role then a person nominated by the Chief Executive shall act in that capacity for the period of the Chief Executive’s absence. However, the Board of Directors will appoint an acting Chief Executive if the Chief Executive is unable to determine this appointment. 34. Audit 34.1 The Board of Directors shall appoint an auditor annually. 34.2 A person must not be appointed as the Auditor for a period of more than 5 years. 34.3 Prior to each Annual General Meeting, the Auditor shall audit the income and expenditure account and balance sheet for the year ending 30th June and shall if required report its findings to the Annual General Meeting. 34.4 If required the Auditor shall report to the Annual General Meeting regarding the audit.

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V. Miscellaneous 35. Administration 35.1 Subject to clause 35.2, an administrator appointed to administer the affairs of the Member may exercise the rights and satisfy the obligations of the administered Member under this Constitution. 35.2 An administrator is ineligible to be a member of the Board of Directors, SAROC or GAROC. 36. Curing of irregularities 36.1 An act done by a Director is effective even if his or her appointment, or the continuance of his or her appointment, is invalid. 36.2 A proceeding under this Constitution is not invalidated because of any procedural irregularity unless a Court of competent jurisdiction is of the opinion that the irregularity has caused or may cause substantial injustice that cannot be remedied by any order of the Court, and by order declares the proceeding to be invalid. 36.3 In this clause, a reference to a “procedural irregularity” includes a reference to: 36.3.1 a defect, irregularity or deficiency of notice or time; 36.3.2 the accidental omission to give notice of any meeting under this Constitution or the non-receipt by any person of notice of the meeting; 36.3.3 the absence of a quorum at any meeting under this Constitution; or 36.3.4 a vote cast at a General Meeting by or for a person under this Constitution not entitled to vote at the meeting or on the matter, or not entitled to vote to the extent or in the way they voted. VI. Transitional provisions 37. Interpretation 37.1 Transitional arrangements associated with this Constitution are set out in this Part VI. 37.2 In Part VI: “Adoption Date” means the date on which both of the following criteria have been satisfied (regardless of the order in which the criteria are satisfied): (a) this Constitution has been adopted by the Members; and (b) the Minister responsible for the Local Government Act 1999 has approved the revocation of the Previous Constitution.

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“Effective Time” means immediately after the Annual General Meeting held following the Adoption Date. “LGA Board” means the governing body of the LGA formed under Part 13 of the Previous Constitution. “Previous Constitution” means the The Constitution (effective 6 December 2015). “Transition Period” means the time period between the Adoption Date and the Effective Time. 37.3 In the event of an inconsistency between Part VI of this Constitution and another provision of this Constitution, Part VI will to the extent of the inconsistency prevail. 38. Membership of the LGA 38.1 A Council which is a member of the LGA in accordance with the Previous Constitution as at the Effective Time will be deemed to be a Member under the terms of this Constitution. 38.2 Any liabilities owing by a Council to the LGA prior to the Effective Time will continue notwithstanding the adoption of this Constitution. 39. President The President of the LGA holding office immediately prior to the Effective Time will become the Immediate Past President under this Constitution at the Effective Time if so eligible. 40. SAROC and GAROC 40.1 Terms of reference for SAROC and GAROC adopted by the LGA Board during the Transition Period will continue in operation after the Effective Time as the terms of reference for the purpose of clause 19.4 of this Constitution. 40.2 As at the Effective Date: 40.2.1 the chairs of SAROC and GAROC appointed during the Transition Period; and 40.2.2 Directors elected by SAROC and GAROC during the Transition Period, are validly appointed to the Board of Directors. 41. Resolutions Resolutions passed at a General Meeting or by the LGA Board under the Previous Constitution remain valid after the Effective Time. 42. Delegations 42.1 Delegations granted under clause 86 of the Previous Constitution will continue

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in operation after the Effective Time as if the delegation was validly granted under clause 27 of this Constitution. 42.2 For the purpose of giving effect to clause 42.1, clause 27.3 will not operate to invalidate a delegation granted validly under the Previous Constitution, provided that this clause 42.2 will cease to operate on the 30 June next following the end of the Transition Period. 43. Audit Committee 43.1 The initial Audit Committee for the purposes of clause 24.3.1 will be the audit committee in existence as at the Effective Time. 43.2 Each member of the Audit Committee referred to in clause 43.1 will serve out the balance of his or her term of office. 44. Auditor An auditor appointed under clause 54 of the Previous Constitution will continue to hold that appointment after the Effective Time, until such time as the Board of Directors replaces the auditor in accordance with clause 34 of this Constitution.

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148 Frome St Adelaide SA 5000 GPO Box 2693 Adelaide SA 5001 T (08) 8224 2000 F (08) 8232 6336 E [email protected]

www.lga.sa.gov.au

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68 member councils: General Meetings A d Regional Members Metro Members v SAROC GAROC o c Region 1 ACC a t Region 2 Region 2 e

Region 3 Region 3

Region 4 LGA Board of Directors Region 4 A s Audit Committee Region 5 Region 5 s LGA Chief Executive Officer i Region ? s Region ? t LGA Secretariat Region ? Region ? A d v Commercial Enterprises Board a Advisory Group ‐ CEOs n c Local Government Association of South Australia Appendix 4 Page 149

Local Government Association of South Australia Audit Committee Terms of Reference [insert date of adoption] 1. Establishment In accordance with clause 29.3 of the Local Government Association of South Australia Constitution and Rules (adopted [insert date]) (Constitution) the Board of Directors of the Local Government Association of South Australia (LGA) has resolved to establish a committee to discharge the functions of an audit committee as determined by the Board (Audit Committee). 2. Terms of Reference 2.1. These Terms of Reference set out the functions to be discharged by the Audit Committee. 2.2. The operation of the Terms of Reference may be altered by the Board of Directors either generally or in respect of specific circumstances by resolution. A resolution for the purposes of this clause 2.2 will be reported to the chairperson of the Audit Committee within 24 hours of the meeting of the Board of Directors at which the resolution was passed. 2.3. A capitalised term not defined in this document has the meaning provided for the term in the Constitution.

3. Status The Audit Committee is a committee of the LGA and is responsible to the Board of Directors for the discharge of its functions.

4. Membership 4.1. The Audit Committee will comprise of: 4.1.1. at least 2 independent members; and

4.1.2. 1 Director (Director Member), appointed by the Board of Directors. 4.2. The term of office for members of the Audit Committee will be: 4.2.1. 3 years for independent members; and 4.2.2. 2 years for the Director. 4.3. Each member of the Audit Committee must: 4.3.1. undertake his or her role as a committee member honestly and act with reasonable care and diligence in the performance and discharge of functions and duties; 4.3.2. not make improper use of information acquired by virtue of his or her position as a committee member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA;

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4.3.3. not make improper use of his or her position as a committee member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; and 4.3.4. not act in any matter where the committee member has a conflict of interest (provided that an interest shared in common with all or a substantial proportion of the members of the Audit Committee will not be an interest giving rise to a conflict of interest). 4.4. A member of the Audit Committee may be removed from the Audit Committee by the Board of Directors. The Board of Directors will provide an independent member with an opportunity to address the Board of Directors on his or her proposed removal from the Audit Committee prior to the Board of Directors resolving to remove the member from the Audit Committee.

5. Responsibilities 5.1. Board of Directors 5.1.1. The role of the Board of Directors is to oversee corporate governance of the LGA and provide strategic direction and leadership. 5.1.2. The duties of the Board of Directors include ensuring that: (a) the LGA acts in accordance with applicable laws and this Constitution; (b) the activities of the LGA are conducted efficiently and effectively and that the assets of the LGA are properly managed and maintained; (c) subject to any overriding fiduciary or other duty to maintain confidentiality, the affairs of the LGA are undertaken in an open and transparent manner; and (d) the LGA performs to its business plan and achieves or betters the financial outcomes projected in its budget. 5.1.3. Consistent with this role and these duties the Board of Directors has appointed the Audit Committee to: (a) oversee the internal audit of the LGA’s finances and activities; and (b) review and advise the Board on the external auditor’s report. 5.1.4. The Board of Directors will not adopt the annual financial statements of the LGA, until the Audit Committee has been provided with an opportunity to review those statements in accordance with clause 6.2.1. 5.1.5. The Board of Directors or the Chief Executive may from time to time refer matters to the Audit Committee for the consideration, including in relation to the financial affairs or performance of the LGA or the undertaking or proposed undertaking of any activity by the LGA or a subsidiary of the LGA. 5.1.6. The Board of Directors will receive, consider and respond to any report or recommendation provided to the Board of Directors by the Audit Committee. 5.1.7. The Board of Directors will periodically review the performance of the Audit Committee.

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5.2. Audit Committee 5.2.1. The primary responsibility of the Audit Committee is to advise the Board of Directors on evaluating and improving the effectiveness of financial management, risk management, internal controls and governance processes. 5.2.2. The Audit Committee may, through the Chief Executive and at the LGA’s expenses, seek external legal, financial or other advice on matters within its functions or concerning these Terms of Reference. 5.2.3. The Audit Committee will fulfil the committee’s functions under these Terms of Reference in a timely, objective and professional manner.

5.3. Director Member 5.3.1. The Director Member will act as a conduit between the Audit Committee and the Board of Directors. 5.3.2. The Director Member will present any report of the Audit Committee to the Board of Directors and provide context for any recommendation of the Audit Committee. 5.3.3. The Director Member will provide a verbal report to the Board of Directors on key matters being considered by the Audit Committee at each Board of Director’s meeting at which the minutes of the Audit Committee are to be considered by the Board of Directors.

5.4. Chief Executive 5.4.1. The Chief Executive will make available to the Audit Committee information of the LGA which is relevant to the functions of the Audit Committee. 5.4.2. The Chief Executive will ensure that administrative support and other resources are made available to the Audit Committee to enable the committee to discharge its obligations under these Terms of Reference. 5.4.3. Resources made available to the Audit Committee will include resourcing by the LGA Office or external resources considered appropriate by the Chief Executive acting in consultation with the Audit Committee.

6. Functions of the Audit Committee 6.1. External Audit 6.1.1. The Audit Committee will recommend to the Board of Directors an external auditor to be appointed by the Board of Directors for the purposes of clause 39 of the Constitution. 6.1.2. The Audit Committee will review and advise the Board of Directors of the adequacy of: (a) the terms of engagement and audit fees for the external auditor prior to the commencement of each audit; (b) the independence and objectivity of the external auditor and its compliance with all relevant requirements; and

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(c) the external auditor’s proposed audit plan, approach and scope, including materiality levels. 6.1.3. The Audit Committee will meet with the external auditor without the presence of the Chief Executive or any staff of the LGA Office at least once each year to discuss the external audit process and outcomes. 6.1.4. Representatives of the external auditor must be invited to attend meetings of the Audit Committee at which the end of year financial report and outcomes of the external audit will be considered. 6.1.5. The Audit Committee may recommend to the Board of Directors that the external auditor or another appropriately qualified person examine and report on any matter related to financial management, risk management, internal controls and governance processes that would not otherwise be addressed as part of the annual external audit.

6.2. Financial reporting and prudential requirements 6.2.1. The Audit Committee will review the LGA’s annual financial statements (and any significant amendment of the financial statements previously considered by the Audit Committee prior to adoption by the Board of Directors) to ensure that the statements present fairly the state of affairs of the LGA. The Audit Committee will include in its considerations: (a) compliance with accounting standards, policies and practices and any other reporting requirements, and any changes in these since the last annual financial statement were compiled; (b) the process used to make significant accounting estimates; (c) significant adjustments to the financial reports (if any) arising from the external audit process; (d) significant variance in the financial statements from prior years; (e) trends which have become evident from the annual financial statements over the last 5 year period; (f) management representations attesting to the accuracy of the end of year financial statement and any significant matters evident from these statements; and (g) the external auditor’s summary management report detailing the results and significant findings from the audit and management responses. 6.2.2. The Audit Committee will provide a recommendation regarding the adoption of the financial statements to the Board of Directors, subject to any recommendation by the Audit Committee. 6.2.3. The Audit Committee will review the LGA’s strategic management plans, annual business plans and budget and provide recommendations to the Board of Directors regarding actions which may be taken to enhance financial governance and sustainability. 6.2.4. The Audit Committee will review recommendations contained in business cases developed by, or for, the LGA Office in respect of significant activities or

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major projects. The Audit Committee will consider prudential management principles when undertaking a review for the purpose of this clause.

6.3. Internal audit, internal controls, risk management systems and compliance The Audit Committee will monitor and advise the Board of Directors on: 6.3.1. any internal audit project or special assignments that may be undertaken from time to time as requested by the Board of Directors or the Chief Executive; 6.3.2. the LGA’s risk management policies and systems; 6.3.3. internal controls over revenue, expenditure, assets and liability processes; 6.3.4. the adequacy of internal controls over significant risks, including both financial and non-financial management control systems; 6.3.5. the efficiency, effectiveness and sustainability of significant LGA programs and activities; and 6.3.6. compliance with regulations, policies, best practice guidelines, instructions and contractual arrangements.

6.4. Commercial activities and related entities 6.4.1. The Audit Committee will monitor and advise the Board of Directors on LGA subsidiaries and entities associated with the LGA, including: (a) LGCS Pty Ltd (trading as LGA Procurement) (b) South Australian Region Organisation of Councils; (c) the Greater Adelaide Region Organisation of Councils; (d) the Local Government Association Mutual Liability Scheme; (e) the Local Government Association Workers Compensation Scheme; and (f) the Local Government Research and Development Scheme. 6.4.2. The Audit Committee will include in its considerations for the purposes of clause 6.4.1: (a) service design, market testing and transitioning to new arrangements; (b) the effectiveness and value of services offered by the LGA, subsidiaries and associated entities to the Members; and (c) the ongoing adequacy of service models and governance arrangements in terms of achieving the local government sector’s desired outcomes and creating value for Members. 6.4.3. The Audit Committee will monitor and advise the Board of Directors on significant activities of the LGA, including activities where the LGA is the conduit for State government funding to Members.

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6.5. Other functions The Audit Committee will: 6.5.1. determine whether the systems of control in respect of ethical standards and conflicts of interest are adequate; 6.5.2. address issues brought to the attention of the Audit Committee, including responding to requests for advice within these Terms of Reference from the Board of Directors or the Chief Executive; and 6.5.3. make recommendations to the Board of Directors on any matter relevant to these Terms of Reference.

7. Meetings 7.1. Resolution of the Board of Directors Requirements under this clause 7 may be altered, supplemented or replaced by resolution of the Board of Directors.

7.2. Frequency of meetings and venue 7.2.1. The Audit Committee will: (a) meet at least once each quarter at a venue and time determined by the committee and documented in an annual schedule of meetings; and (b) consider holding at least 1 joint workshop with the Board of Directors each year. 7.2.2. Any member of the Audit Committee or the Board of Directors may convene additional meetings of the Audit Committee. 7.2.3. A meeting of the Audit Committee must be convened in response to a request by the external auditor to meet with the Audit Committee.

7.3. Chairperson 7.3.1. The chairperson of the Audit Committee will be an independent member of the committee appointed by the Board. 7.3.2. If the chairperson of the Audit Committee is absent from a meeting of the Audit Committee then the members attending the Audit Committee meeting will appoint a chairperson for the purposes of that meeting.

7.4. Meeting procedure The Audit Committee will determine its own meeting practice, processes and procedures.

7.5. Attendance 7.5.1. Meetings of the Audit Committee will be closed to the public. 7.5.2. The Director member of the Audit Committee may send another Director as a proxy for him or her to any meeting of the Audit Committee.

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7.5.3. The Chief Executive may attend all meetings of the Audit Committee on an ex officio basis, except as provided for in clause 6.1.3 or as otherwise determined by the Audit Committee. 7.5.4. The Audit Committee may invite any person to attend its meetings.

7.6. Minutes 7.6.1. Minutes will be kept of all Audit Committee meetings including a record of the actions of the Audit Committee. 7.6.2. Within 48 hours of an Audit Committee meeting, the chairperson will review and confirm the draft minutes. The draft minutes will then be circulated to the Audit Committee members for comment and if necessary amendment before being certified as correct by the chairperson.

7.7. Quorum A quorum for an Audit Committee meeting is 2 members, provided that a Director must be present at each Audit Committee meeting.

7.8. Performance assessment The Audit Committee will assess its performance against these Terms of Reference annually.

7.9. Reporting 7.9.1. Any matter relevant to the corporate governance, financial management, risk management and process improvement of the LGA considered to be of significance to the corporate governance, strategic direction and leadership of the LGA will be reported by the Audit Committee to the Board as soon as practicable after the Audit Committee has become aware of and considered the matter. The Audit Committee will outline the nature of the matter highlighting any opportunities and risks for the LGA and endeavour to include recommendations in respect of the matter reported to the Board of Directors. 7.9.2. The Audit Committee will provide an annual report to the Board of Directors by 1 September each year summarising: (a) the discharge of the Audit Committee’s responsibilities and function under these Terms of Reference; (b) the activities of the Audit Committee during the previous year; (c) issues referred to the Board of Directors during the previous year and whether or not the issue was resolved or addressed; and (d) issues being considered by the Audit Committee which have not been reported to the Board of Directors and the intended actions in respect of those matters.

8. Access to information 8.1.1. The Audit Committee is entitled, acting though the Chief Executive, to access any information or discuss matters with staff of the LGA Office.

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8.1.2. A copy of the agenda for an Audit Committee meeting, reports to be considered by the Audit Committee and minutes of Audit Committee meetings certified under clause 7.6.2 will be available to all Directors. 8.1.3. Subject to confidentiality requirements as determined by the Board of Director or the Audit Committee, a copy of the Audit Committee agenda, reports and minutes certified under clause 7.6.2 will be published on the LGA website for review by Members.

9. Remuneration and Expenses The Board of Directors will determine from time to time reasonable remuneration for the members of the Audit Committee. Expenses reasonably incurred in carrying out the role of a member of the Audit Committee will be reimbursed by the LGA.

10. Indemnity insurance Independent members of the Audit Committee will be indemnified for civil liability claims by the Local Government Association Mutual Liability Scheme in accordance with the rules applying to that scheme from time to time. These rules are available at [insert link].

8 Appendix 5 Page 157

Local Government Association of South Australia [SAROC/GAROC] Terms of Reference [insert date of adoption]

1. Establishment In accordance with clause 24 of the Local Government Association of South Australia Constitution and Rules (adopted [insert date]) (Constitution) there are 2 regional organisations of Members: the South Australian Region Organisation of Councils (SAROC) and the Greater Adelaide Region Organisation of Councils (GAROC). 2. Terms of Reference 2.1. These Terms of Reference set out the functions to be discharged by [SAROC/GAROC]. 2.2. The operation of the Terms of Reference may be altered by the Board of Directors either generally or in respect of specific circumstances by resolution. A resolution for the purposes of this clause 2.2 will be reported to the chairperson of [SAROC/GAROC] within 24 hours of the meeting of the Board of Directors at which the resolution was passed. 2.3. A capitalised term not defined in this document has the meaning provided for the term in the Constitution.

3. Status [SAROC/GAROC] is a committee of the LGA and is responsible to the Board of Directors for the discharge of its functions.

4. SAROC/GAROC 4.1. Role The role of [SAROC/GAROC] is regional advocacy, policy initiation and review, leadership, engagement and capacity building in the regions.

4.2. Membership 4.2.1. Each Regional Grouping of Members listed in the schedule to these Terms of Reference ([SAROC/GAROC] Regional Grouping] will elect in accordance with clauses 4.3 and 4.4 from the Members of the [SAROC/GAROC] Regional Grouping: (a) 2 Council Members of Members in the [SAROC/GAROC] Regional Grouping; and (b) 1 chief executive officer of a Member in the [SAROC/GAROC] Regional Grouping (Member CEO), to [SAROC/GAROC] provided that each person elected is from a different Member. 4.2.2. In addition to the members of GAROC elected in accordance with clause 4.2.1, the Lord Mayor of the City of Adelaide or his or her nominee (also being

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a Council Member of the City of Adelaide) will be a standing member of GAROC.

4.3. Nominations for election to [SAROC/GAROC] 4.3.1. The members of [SAROC/GAROC] will be elected biennially. 4.3.2. In the year in which [SAROC/GAROC] members will be elected, and at least 3 months before the Annual General Meeting, the Chief Executive shall write to all Members of [SAROC/GAROC] Regional Groupings calling for nominations for the membership of [SAROC/GAROC]. 4.3.3. Every Member is entitled to nominate members of [SAROC/GAROC] in respect of the Regional Grouping of Members to which the Member is allocated in the schedule to these Terms of Reference. 4.3.4. A nomination of a person as a member of [SAROC/GAROC] must be by resolution of the Member received by the Chief Executive not later than 5 pm on the day specified for the closure of nominations (Close of Nominations). A nomination must be signed by the candidate indicating his or her willingness to stand for election and be in the form determined by the Chief Executive.

4.4. Election to [SAROC/GAROC] 4.4.1. The Chief Executive shall be the returning officer for any election of members to [SAROC/GAROC]. 4.4.2. After the Close of Nominations, the Chief Executive will notify Members of each [SAROC/GAROC] Regional Grouping of the candidates for membership of [SAROC/GAROC] nominated by the Regional Grouping of Members. 4.4.3. If the only nominations received from a Regional Grouping of Members by the Close of Nominations match the membership positions described for either or both of clause 4.2.1(a) and clause 4.2.1(b) then the Chief Executive will declare those persons duly elected to those membership positions. 4.4.4. If the number of persons nominated by the Close of Nominations by the Regional Grouping of Members exceeds the number of membership positions described in either clause 4.2.1(a) or clause 4.2.1(b) then an election for the purpose of clause 4.2.1(a) or clause 4.2.1(b) or both clause 4.2.1(a) and clause 4.2.1(b) (as relevant) must be held in accordance with this clause. 4.4.5. In the event of an election being required, the Chief Executive shall conduct the election as follows: (a) at least six weeks before the Annual General Meeting, the Chief Executive shall deliver ballot papers to each Member of the Regional Grouping of Members; (b) the ballot papers shall: (i) list the candidate or candidates for election; (ii) specify the day of closure of the election; and (iii) be accompanied by an envelope marked "Ballot Paper" and a second envelope marked "Returning Officer";

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(c) each Member shall determine by resolution the candidate or candidates (as relevant) it wishes to elect; (d) the chair of the meeting for that Member shall mark the ballot paper with an "X" next to the candidate or candidates (as relevant) that the Member wishes elected and seal the ballot paper in the envelope marked "Ballot Paper" inside the envelope marked "Returning Officer". Before sealing the second envelope the chair must indicate the Member's name on the inside flap of the envelope. The envelope may then be sealed and delivered to the Returning Officer; (e) on receipt of the envelopes the Chief Executive must: (i) open the outer envelope addressed to the "Returning Officer" and record the name of the Member which appears on the inside flap of the envelope on the roll of Member's eligible to vote; and (ii) place the envelope marked "Ballot Paper" unopened into the ballot box; (f) the Chief Executive shall nominate the date, time and place for the counting of votes and shall invite each candidate and a person nominated as the candidate’s scrutineer to be present; (g) at the counting of the votes the Chief Executive shall produce unopened envelopes marked "Ballot Paper" and if satisfied that all votes are valid, count the number of votes received by each candidate; (h) in respect of an election for the purposes of: (i) clause 4.2.1(a), the 2 candidates with the most votes shall be deemed elected and the Chief Executive shall declare the candidates elected at the Annual General Meeting; and (ii) clause 4.2.1(b), the candidate with the most votes shall be deemed elected, and the Chief Executive shall declare the candidates elected at the Annual General Meeting; and (i) in the case of candidates for membership positions described in either clause 4.2.1(a) or clause 4.2.1(b) receiving the same number of votes, the Chief Executive shall draw lots at the counting of the votes to determine which candidate is elected. 4.4.6. The Chief Executive may, in his or her discretion, appoint a deputy returning officer and delegate any of his or her powers, functions or duties to that person who shall act accordingly.

4.5. Term of office The term of office for members of [SAROC/GAROC] shall commence after the Annual General Meeting of the year in which the member is elected. Each member of [SAROC/GAROC] will serve for a period of 2 years or until a circumstance causing a casual vacancy as described in clause 4.7.1 occurs.

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4.6. Duties 4.6.1. Each member of [SAROC/GAROC] must: (a) undertake his or her role as a [SAROC/GAROC] member honestly and act with reasonable care and diligence in the performance and discharge of functions and duties; (b) not make improper use of information acquired by virtue of his or her position as a [SAROC/GAROC] member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; (c) not make improper use of his or her position as a [SAROC/GAROC] member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; and (d) not act in any matter where the [SAROC/GAROC] member has a conflict of interest (provided that an interest shared in common with all or a substantial proportion of the members of [SAROC/GAROC] will not be an interest giving rise to a conflict of interest).

4.7. Absences and casual vacancies 4.7.1. A leave of absence may be granted to a member of [SAROC/GAROC] by resolution of [SAROC/GAROC]. A replacement member of [SAROC/GAROC] will be appointed for the period of the leave of absence by resolution of the majority of Members comprising the [SAROC/GAROC] Regional Grouping relevant to the person the subject of the leave of absence. 4.7.2. A casual vacancy will occur in the office of a member of [SAROC/GAROC] if the member of [SAROC/GAROC]: (a) dies; (b) resigns from [SAROC/GAROC]; (c) is dismissed by resolution of the Board of Directors from [SAROC/GAROC] for Misconduct; or (d) ceases to be a Council Member or Member CEO (as relevant), or an administrator is appointed to administer the affairs of the Member for which the member of [SAROC/GAROC] is a Council Member or Member CEO. 4.7.3. If there is a casual vacancy in the membership of [SAROC/GAROC] then the [SAROC/GAROC] Regional Grouping relevant to the [SAROC/GAROC] member the subject of the casual vacancy will appoint by resolution of the majority of Members comprising the [SAROC/GAROC] Regional Grouping another Council Member or Member CEO (as relevant) to serve as a member of [SAROC/GAROC] for the balance of the membership term.

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5.2. [SAROC/GAROC] 5.2.1. [SAROC/GAROC] will fulfil its functions under these Terms of Reference in a timely, objective and professional manner consistent with the ‘LGA Strategic Management Framework’. 5.2.2. [SAROC/GAROC] may, through the Chief Executive and at the LGA’s expenses, seek external legal, financial or other advice on matters within its functions or concerning these Terms of Reference.

5.3. Chief Executive 5.3.1. The Chief Executive will make available to [SAROC/GAROC] information of the LGA which is relevant to the functions of [SAROC/GAROC]. 5.3.2. The Chief Executive will ensure that administrative support and other resources are made available to [SAROC/GAROC] as included in the [SAROC/GAROC] approved annual business plan and budget to enable [SAROC/GAROC] to discharge its obligations under these Terms of Reference. 5.3.3. Resources made available to [SAROC/GAROC] will include resourcing by the LGA Office or external resources considered appropriate by the Chief Executive acting in consultation with [SAROC/GAROC].

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6. Functions of [SAROC/GAROC] 6.1. LGA Object 6.1.1. The object of the LGA is to achieve public value through the promotion and advancement of the interests of local government by: (a) advocating to achieve greater influence for local government in matters affecting councils and communities; (b) assisting member councils to build capacity and increase sustainability through integrated and coordinated local government; and (c) advancing local government through best practice and continuous improvement. 6.1.2. [SAROC/GAROC] will assist in the achievement of the LGA’s object by: (a) supporting the activities of the LGA at a regional level; (b) promoting communication between Members and between Members and the LGA; (c) advocating in respect of matters which affect the [SAROC/GAROC] Regional Group; (d) encouraging engagement of Members within the [SAROC/GAROC] Regional Group with [SAROC/GAROC] and the LGA; and (e) participating in policy development and implementation.

6.2. Consideration and referral of Member items of business 6.2.1. Any Member of the [SAROC/GAROC] Regional Grouping may raise an item of business for the consideration of the Board of Directors or a General Meeting with [SAROC/GAROC]. The item of business must be clearly described in writing, including an indication as to whether the impact of the item is confined to the Member or has broader implications for the local government sector. 6.2.2. [SAROC/GAROC] will consider each item of business raised with [SAROC/GAROC] by a Member. 6.2.3. A Member may be invited by [SAROC/GAROC] to address a meeting of [SAROC/GAROC] in respect of the proposed item of business. 6.2.4. Where considered appropriate by [SAROC/GAROC] on the basis of the nature, scope and impact or potential impact of the item on the local government sector, [SAROC/GAROC] will refer the item to either the Board of Directors or a General Meeting. 6.2.5. [SAROC/GAROC] will inform the Member which has raised the item of business as to whether or not the item will be referred to the Board of Directors or a General Meeting. 6.2.6. Where an item of business is not referred to the Board of Directors or a General Meeting, [SAROC/GAROC] may provide assistance or guidance to the Member in respect of progressing the matter.

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6.3. Proposals for policy development 6.3.1. [SAROC/GAROC] may develop proposals for policy positions for consideration at a General Meeting either in response to an issue raised by a Member within the [SAROC/GAROC] Regional Grouping or independently. 6.3.2. A policy position developed by [SAROC/GAROC] will be referred to the Board of Directors for consideration and determination as to whether or not the position should be put for consideration and adoption to a General Meeting.

6.4. Election to Board of Directors 6.4.1. [SAROC/GAROC] will elect 3 members of [SAROC/GAROC] (each of which must be a Council Member with relevant business and governance experience) to the Board of Directors. 6.4.2. In addition to Directors elected under clause 6.4.1, the chairperson of [SAROC/GAROC] will be a Director. 6.4.3. The term of office as a Director of the 3 persons elected to the Board of Directors by [SAROC/GAROC] and the chairperson of [SAROC/GAROC] will commence after the Annual General Meeting of the year in which the person is elected and shall be for 2 years or until a casual vacancy in that office occurs. 6.4.4. Persons elected under clause 6.4.1 are eligible for re-election for subsequent terms.

6.5. Strategic and annual business planning 6.5.1. [SAROC/GAROC] will develop, in consultation with the members within the [SAROC/GAROC] Regional Group, a 4 year strategic plan for regional advocacy, policy initiation and review, leadership, engagement and capacity building in the [SAROC/GAROC] region. The strategic plan will be reviewed and updated annually by [SAROC/GAROC] by [insert date] each year. 6.5.2. [SAROC/GAROC] will develop, in consultation with the members within the [SAROC/GAROC] Regional Group, an annual business plan for the next financial year by [insert date] each year. 6.5.3. The strategic plan and annual business plan for the next financial year will be presented to the Board of Directors for approval by [insert date] each year.

6.6. Other functions [SAROC/GAROC] will undertake any other functions: 6.6.1. of [SAROC/GAROC] set out in the Constitution; or 6.6.2. delegated by the Board of Directors to [SAROC/GAROC].

7. Budget 7.1.1. [SAROC/GAROC] will by [date] each year develop and adopt a budget to cover anticipated expenses of activities under the strategic plan and annual business plan during the next financial year. After adoption by [SAROC/GAROC], the budget will be provided to the Board of Directors for consideration and approval.

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7.1.2. [SAROC/GAROC] will provide a financial report to the Board of Directors no later than [insert date] providing a true and correct record of the expenditure of [SAROC/GAROC] against the annual budget. 7.1.3. The chairperson of [SAROC/GAROC] will meet with the Audit Committee of the LGA or the LGA’s external auditor on request to discuss the [SAROC/GAROC] financial report.

8. Committees [SAROC/GAROC] may establish committees consisting of any person with relevant experience, skill or expertise for any purpose and determine the terms of reference for such committees.

9. Meetings of SAROC/GAROC 9.1. Resolution of the Board of Directors Requirements under this clause 9 may be altered, supplemented or replaced by resolution of the Board of Directors.

9.2. Frequency of meetings and venue 9.2.1. [SAROC/GAROC] will meet at least once in each 2 month period at such times and places as shall be determined by the Chief Executive. 9.2.2. Any member of [SAROC/GAROC] or the Board of Directors may convene additional meetings of [SAROC/GAROC]. 9.2.3. Notice of a meeting of [SAROC/GAROC] will be provided in writing to members of [SAROC/GAROC] by the Chief Executive no less than 7 days prior to the meeting providing the date, time and place of the meeting and the proposed business to be conducted at the meeting.

9.3. Chairperson 9.3.1. The chairperson of [SAROC/GAROC] will be a Council Member appointed by [SAROC/GAROC]. 9.3.2. The chairperson will be the official spokesperson for [SAROC/GAROC]. 9.3.3. If the chairperson of [SAROC/GAROC] is absent from a meeting of [SAROC/GAROC] then the members attending the [SAROC/GAROC] meeting will appoint a chairperson for the purposes of that meeting.

9.4. Decision making 9.4.1. All questions arising at a meeting of [SAROC/GAROC] shall be decided by a simple majority vote of the members of [SAROC/GAROC] present and voting on each question. 9.4.2. The Chair of the meeting has a deliberative vote and, if there are equal numbers of votes on any question, a casting vote.

9.5. Meeting procedure The meeting procedures determined by the Board of Directors from time to time will apply to meetings of [SAROC/GAROC].

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9.6. Attendance 9.6.1. Meetings of [SAROC/GAROC] will be closed to the public. 9.6.2. [SAROC/GAROC] may invite any person to attend its meetings.

9.7. Minutes 9.7.1. Minutes will be kept of all [SAROC/GAROC] meetings including a record of the actions of [SAROC/GAROC]. 9.7.2. Within 48 hours of a [SAROC/GAROC] meeting, the chairperson will review and confirm the draft minutes. The draft minutes will then be circulated to [SAROC/GAROC] members for comment and if necessary amendment before being certified as correct by the chairperson.

9.8. Quorum The quorum for a meeting [SAROC/GAROC] is one half of the members of [SAROC/GAROC], plus 1 member of [SAROC/GAROC] (provided that at least 1 member elected by each [SAROC/GAROC] Regional Grouping must be present except for a [SAROC/GAROC] Regional Grouping with no representation on [SAROC/GAROC]).

9.9. Performance assessment [SAROC/GAROC] will assess its performance against: 9.9.1. the strategic plan and annual business plan each quarter; and 9.9.2. these Terms of Reference annually.

9.10. Reporting 9.10.1. A Director elected by [SAROC/GAROC] will provide a verbal report to the Board of Directors on key matters being considered by [SAROC/GAROC] at each Board or Director’s meeting at which the minutes of [SAROC/GAROC] are to be considered by the Board of Directors. 9.10.2. Any matter relevant to regional advocacy, policy initiation and review, leadership, engagement and capacity building in the regions considered to be of significance to the corporate governance, strategic direction and leadership of the LGA will be reported by [SAROC/GAROC] to the Board as soon as practicable after [SAROC/GAROC] has considered the matter. 9.10.3. [SAROC/GAROC] will provide an annual report to the Board of Directors by September each year summarising: (a) the discharge of [SAROC/GAROC]’s responsibilities and functions under these Terms of Reference and against the strategic plan and annual business plan; (b) the activities of [SAROC/GAROC] during the financial year; (c) items of business referred to the Board of Directors or a General Meeting during the financial year; and

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(d) items being considered by [SAROC/GAROC] which have not been reported to the Board of Directors and the intended actions in respect of those matters.

10. Access to information 10.1.1. [SAROC/GAROC] is entitled, acting though the Chief Executive, to access any information or discuss matters with staff of the LGA Office. 10.1.2. A copy of the agenda for a [SAROC/GAROC] meeting, reports to be considered by [SAROC/GAROC] and minutes of [SAROC/GAROC] meetings certified under clause 9.7.2 will be available to all Directors. 10.1.3. Subject to confidentiality requirements as determined by the Board of Directors or [SAROC/GAROC], a copy of the [SAROC/GAROC] agenda, reports and minutes certified under clause 9.7.2 will be published on the LGA website for review by Members.

11. Administration 11.1. Subject to clause 11.2, an administrator appointed to administer the affairs of the Member may exercise the rights and satisfy the obligations of the administered Member under these Terms of Reference. 11.2. An administrator is ineligible to be a member [SAROC/GAROC].

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Schedule: List of Regional Groupings of Members

[SAROC/GAROC] Regional Grouping Members [insert name of Regional Grouping] [insert Members]

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Local Government Association of South Australia Membership Proposition 1. Membership Proposition 1.1. The Local Government Association of South Australia (LGA) is constituted as a public authority under the Local Government Act 1999 for the purpose of promoting and advancing the interests of local government. 1.2. The object of the LGA is to achieve public value through the promotion and advancement of the interests of local government by: 1.2.1. advocating to achieve greater influence for local government in matters affecting councils and communities; 1.2.2. assisting Members to build capacity and increase sustainability through integrated and coordinated local government; and 1.2.3. advancing local government through best practice and continuous improvement. 1.3. The LGA is a member-based organisation which fulfils its object through the active participation of its Members. 1.4. As contemplated by the Local Government Association of South Australia Constitution and Rules (adopted [insert date]) (Constitution) the Board of Directors of the LGA has resolved to adopt this document (Membership Proposition) to provide for the relationship between the LGA and its Members. 1.5. The operation of the Membership Proposition may be altered by the Board of Directors either generally or in respect of specific circumstances by resolution. A resolution for the purposes of this clause 1.5 will only take effect following the resolution being reported by the Board of Directors. 1.6. A capitalised term not defined in this document has the meaning provided for the term in the Constitution. 1.7. To the extent of any inconsistency between the Constitution and this Membership Proposition, the Constitution will prevail. 2. Membership applications 2.1. Entitlement to Membership 2.1.1. Each Council and Community Council which applies in writing to the LGA will be granted membership of the LGA (Membership) provided that the terms set out in this clause 2 are satisfied. 2.1.2. The Board of Directors may accept an application for Membership from an applicant who does not satisfy the criteria set out in clause 2.2.3 or 2.2.4. 2.2. Criteria for Membership 2.2.1. The applicant must either be: (a) a Council constituted under the Local Government Act (including a Council in administration under section 273 of that Act); or

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(b) the governing entity for any of: (i) the Anangu Pitjantjatjara Community; (ii) the Maralinga Tjarutja Community; (iii) the Yalata Community; (iv) the Nepabunna Community; (v) the Gerard Community; and (vi) the Outback Communities Authority. 2.2.2. The applicant must have passed a resolution to comply with the Constitution. 2.2.3. The applicant must not be in default of an obligation to pay Fees to the LGA. 2.2.4. [any other criteria]. 2.3. Grounds for rejecting an application Subject to clause 2.1.2, the Board of Directors must reject an application from an applicant which does not satisfy the criteria in clause 2.2. 3. Membership term Membership is for a period of 12 months commencing on 1 July. 4. Membership benefits 4.1. Members will be a part of a unified and single voice for the discussion and resolution of issues facing the local government sector and its communities. 4.2. The LGA will provide: 4.2.1. advocacy and representation for Members with other spheres of government, the community and stakeholders; 4.2.2. frontline support and assistance to Members; and 4.2.3. specialist and commercial services for Members. 4.3. Members are able to: 4.3.1. contribute to the development of policy positions and strategy with regard to issues which affect the local government sector and, thereby inform the advocacy undertaken by the LGA on behalf of the sector; 4.3.2. obtain the assistance of the LGA to build capacity and increase sustainability, including by coordination and knowledge sharing among Members facilitated by the LGA; 4.3.3. access services provided by the LGA; 4.3.4. be supported by the LGA to achieve best practice and a culture of continuous improvement through training programs and governance guidance developed and disseminated by the LGA; and 4.3.5. contribute to, and receive the benefit of, LGA activities and initiatives for key focus areas aligned to community needs. 4.4. Each year the LGA will publish:

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4.4.1. a ‘Value Proposition’ which will outline and value the specific membership benefits provided to Members in the preceding financial year. The Value Proposition will be annexed to this Membership Proposition will be replaced each time the Value Proposition is updated; and 4.4.2. a pricing methodology for the services provided by the LGA to its Members. 5. Membership rights 5.1. Rights under the Constitution Members have the rights provided under the Constitution to: 5.1.1. nominate candidates for, and elect, the LGA President; 5.1.2. participate in elections for members of the South Australian Region Organisation of Councils (SAROC) or the Greater Adelaide Region Organisation of Council (GAROC) (as relevant to the Member); 5.1.3. participate in General Meetings; 5.1.4. call a Special General Meeting in the circumstances provided in the Constitution; and 5.1.5. access the activities of SAROC and GAROC including to propose to SAROC or GAROC (as relevant) an item of business for: (a) an Annual General Meeting; or (b) a meeting of the Board of Directors. 5.2. Participation in the development of policy and strategy Members are able to participate in the development of policy and strategy on issues relevant to the local government sector by: 5.2.1. raising a matter for consideration by SAROC or GAROC (as relevant); 5.2.2. proposing to SAROC or GAROC (as relevant) an item of business for consideration at an Annual General Meeting or by the Board of Directors; and 5.2.3. contributing to forums, consultations, discussion papers and other strategies being implemented by the LGA. 5.3. Access to services Members are able to access LGA services either for free or on a subsidised fee-for- service basis or through group purchasing arrangements. 5.4. Access to information Each Member is entitled to access approved minutes of General Meetings, the Board of Directors and committees of the LGA. 6. Membership obligations 6.1. Conduct 6.1.1. A Member must comply with the Constitution. 6.1.2. A Member must provide to the LGA such information and support as the LGA reasonably requests to carry out the object of the LGA.

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6.1.3. A Member will assist its council members and staff adopt leadership standards which will contribute to the strength of the local government sector. 6.1.4. [any other conduct obligations]. 6.2. Fees 6.2.1. A Member must pay Fees owing to the LGA by the due date for payment (or such later date as may be determined by the Board of Directors). 6.2.2. Where the Membership of a Member commences after 1 July in any year: (a) that Member is liable for annual subscription and any annual special purpose levy the period from the date on which the Membership commences to the next occurring 30 June on a per diem basis calculated from the first day of the month following the month in which their Membership commences; and (b) payment of the annual subscription and any annual special purpose levy is due 1 calendar month after the date on which the Membership commences. 7. Revocation of Membership by automatic revocation Membership of the LGA will be automatically revoked for a Member who fails to pay an annual subscription or special purpose levy to the LGA by the due date for payment (or such later date as may be determined by the Board of Directors). 7.2. Revocation of Membership by Board of Directors 7.2.1. The Board of Directors may revoke the Membership of any Member, if the Member: 7.2.2. fails to comply with an obligation under the Constitution or this Membership Proposition; 7.2.3. in the reasonable opinion of the Board of Directors, the Member has brought the local government sector or the LGA into disrepute. 7.3. Consequences of revocation 7.3.1. Following a revocation of a Membership, the former Member: (a) will have no rights under the Constitution (other than the right to apply for Membership under clause 8.1 of the Constitution); and (b) has no entitlement to the services provided by the LGA to its Members. 7.3.2. Revocation of a Membership does not: (a) relieve the former Member from any obligation to pay Fees to the LGA which accrued prior to the date of revocation; or (b) entitle the former Member to a refund of any Fee previously paid to the LGA.

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8. Resignation of a Member by notice 8.1.1. A Member may resign its Membership by providing written notice to the Board of Directors. 8.1.2. The resignation of a Member will take effect 6 months from the date on which the notice of resignation is received by the Board of Directors or such later date as is specified in the notice, unless an earlier date is determined by the Board of Directors in consultation with the resigning Member. 8.2. Financial obligations 8.2.1. Any Member who resigns its Membership during a financial year: (a) remains liable to pay: (b) the full annual subscription and any annual special purpose levy for the financial year in which the resignation takes effect; and (c) any service charges payable for a service provided by the LGA up until the date on which the service ceases. 8.2.2. is not entitled to refund of any Fee previously paid to the LGA.

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Local Government Association of South Australia Meeting Procedures 1. Meeting Procedures 1.1. As contemplated by the Local Government Association of South Australia Constitution and Rules (adopted [insert date]) (Constitution) the Board of Directors of the LGA has resolved to adopt the meeting procedures set out in this document (Meeting Procedures) to regulate the mode and conduct of proceedings at any General Meeting, and meetings of the Board of Directors, SAROC or GAROC and LGA committees (Meetings). 1.2. These Meeting Procedures may be altered by the Board of Directors either generally or in respect of specific circumstances by resolution. A resolution for the purposes of this clause 1.2 will not take effect until the resolution has been published in an LGA Circular. 1.3. A capitalised term not defined in this document has the meaning provided for the term in the Constitution. 1.4. These Meeting Procedures are ancillary to the Constitution. To the extent of any inconsistency between the Constitution and these procedures, the Constitution will prevail. 1.5. To extent matters are not dealt with by the Meeting Procedures, Joske’s Law and Procedure and Meetings in Australia will be the source of procedural rules.

2. Procedures applicable to all Meetings 2.1. Guiding principles for Meeting procedures 2.1.1. Where there is a discretion with respect to the meeting procedures to be adopted at a Meeting the guiding principles in this clause should be applied. 2.1.2. Meeting procedures should: (a) be fair and contribute to open, transparent and informed decision- making; (b) encourage appropriate participation by persons present at the Meeting; (c) reflect levels of formality appropriate to the nature and scope of the responsibilities exercised at the Meeting; and (d) be sufficiently certain to give Members and other key stakeholders confidence in the deliberation undertaken at the Meeting.

2.2. Meeting commencement 2.2.1. A Meeting must commence at the appointed time for the Meeting unless a quorum is not present at this time (in which case the Meeting will, subject to clause 2.2.2, commence once a quorum is in attendance). 2.2.2. If no quorum is present at a Meeting within 30 minutes after the time appointed for a Meeting, the chair may adjourn the Meeting to a determined

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date, time and place, provided that the date is no earlier than 7 days after the adjourned Meeting (or in the case of a General Meeting convened to consider a special resolution no earlier than 30 days after the notice of the adjourned Meeting is provided to Members).

2.3. Meeting adjournment 2.3.1. Persons attending a Meeting who are entitled to vote at that Meeting may determine by majority to adjourn the Meeting to a specified place, date and time. 2.3.2. Notice of the adjourned Meeting will be provided to all persons entitled to attend the Meeting.

2.4. Meeting cancellation 2.4.1. A Meeting may be cancelled by the chair if the number of apologies in advance of the date of the Meeting indicates that a quorum will not be present. 2.4.2. Persons entitled to attend the Meeting will be notified of the place, date and time of the rescheduled meeting in accordance with the notice period applying to that Meeting.

2.5. Confidential matters 2.5.1. Where the nature of a matter requires the matter to remain confidential, the matter will be marked ‘Confidential’ in agendas, reports and other papers (Meeting Papers) dealing with the matter by the Chief Executive prior to distribution to Meeting participants. 2.5.2. The Meeting will consider the nature of any matter marked ‘Confidential’ in accordance with clause 2.5.1 and will determine whether or not to pass a resolution that the matter be treated confidentially. 2.5.3. The guiding principle contained in clause 2.1.2(a) and circumstances listed in section 90(3) of the Local Government Act 1999 must be considered for the purpose of determining the confidentiality of a matter under clause 2.5.1 and 2.5.2, however other circumstances may also be taken into account. 2.5.4. Where a resolution is passed for the purposes of clause 2.5.2 requiring that a matter be treated confidentially, the chair of the Meeting may exclude all persons not entitled to participate in the Meeting. The chair may determine that specific persons not entitled to participate in the Meeting may remain at the Meeting, even though a confidential matter is to be discussed. 2.5.5. The confidentially of matters must be preserved by all persons having access to the Meeting Papers. This requirement is not intended to prevent discussion within the LGA Office which occurs in order to progress or address confidential matters in the manner determined by the Meeting at which the confidential matters were considered. 2.5.6. A person receiving a Meeting Paper marked ‘Confidential’ must not provide that paper to any other person or discuss or disseminate information

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contained in that paper, unless the Meeting has resolved that the matter not be treated confidentially.

3. Use of technology A Meeting may occur from two or more venues through the use of technology provided that the persons entitled to attend the Meeting have a reasonable opportunity to participate in the meeting.

4. Minutes 4.1. Obligation to take and maintain minutes 4.1.1. Minutes will be taken of all proceedings and actions arising from a Meeting. Minutes will be provided to the LGA for inclusion in the minute books within 5 days of the Meeting to which the minutes relate. 4.1.2. Minute books will be kept by the LGA at its principal office either in hardcopy or electronic form.

5. Procedures applicable to General Meetings 5.1. Items of business 5.1.1. Any Member may propose an item of business for the Annual General Meeting to SAROC, GAROC or the Board of Directors. 5.1.2. Only SAROC, GAROC or the Board of Directors may determine to place an item of business on the agenda for a General Meeting.

5.2. Motions 5.2.1. Where an item of business has been put on the agenda of a General Meeting under clause 5.1.2, the Member which raised the item of business with SAROC, GAROC or the Board of Directors may put a motion with respect to the item of business. 5.2.2. A motion will lapse if it is not seconded at the appropriate time. 5.2.3. A Member moving or seconding a motion will speak once to the motion at the time of moving or seconding the motion, excepting that a Member may provide an explanation of a material part of his or her speech later in a debate on the motion. 5.2.4. A Member may propose an amendment to a motion before a General Meeting, provided that, subject to clause 5.2.7, only 2 amendments to the motion may be proposed. 5.2.5. An amendment will lapse if it is not seconded at the appropriate time. 5.2.6. A person proposing an amendment may speak to the amendment and, if he or she does so, will be taken to have spoken on the motion to which the amendment has been proposed. 5.2.7. The mover of a motion or amendment may, with the consent of the seconder, request leave of the General Meeting to vary, alter or withdraw a motion or amendment.

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5.2.8. Each resolution considered at a General Meeting will be decided by the majority value of the votes of the Delegates present at the Meeting and voting on the resolution.

5.3. Questions on notice 5.4. Addresses by Members 5.4.1. A Member must not speak for more than 5 minutes without the leave of the General Meeting. 5.4.2. A Member may, with the leave of the General Meeting, raise a matter of urgency.

5.5. Manner of voting 5.5.1. The Chief Executive will read out a motion before a vote is taken. 5.5.2. Voting will occur electronically. 5.5.3. Each Delegate must cast a vote on each motion put to the Meeting.

5.6. Suspension of Meeting Procedures 5.6.1. The chair of the General Meeting may suspend the operation of some or all of these Meeting Procedures for a period of time to facilitate informal discussions, with the approval of the General Meeting. 5.6.2. The chair or the majority of the Meeting may determine that the period of suspension should end.

5.7. Points of order 5.7.1. The chair of the General Meeting may call to order a Member who is in breach of these Meeting Procedures. 5.7.2. A Member may bring to the attention of the chair an alleged breach of these Meeting procedures. 5.7.3. A point of order takes precedence over all other business until the point of order had been determined. 5.7.4. The chair of the General Meeting will rule on the point of order. However, a motion may be put to the General Meeting that the chair’s ruling not stand. The chair may make a statement regarding the ruling prior to the motion being put.

5.8. Interruptions 5.8.1. A Member must not act in an improper or disorderly manner at any General Meeting. 5.8.2. A Member must not interrupt another Member who is speaking, except to object to the words used by the speaking Member or to raise a point of order. 5.8.3. Where a Member is alleged to have contravened clause 5.8.2:

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(a) that Member must be allowed to make a personal explanation before leaving the General Meeting while the matter is considered by the Meeting; and (b) the General Meeting must consider whether a contravention of clause 5.8.2 has occurred and, if so, whether the Member should be suspended for a part or the remainder of the Meeting. 5.8.4. A personal explanation of a Member may not be debated.

6. Procedures applicable to Meetings of the Board of Directors 6.1. Oath of elected office 6.1.1. At the first Board of Directors Meeting to be attended by a Director, the Director will provide the oath of office, declaring that the Director will, to the best of his or her ability: (a) undertake their Board role conscientiously and in accordance with the Constitution and Rules of the LGA; (b) consider the interests of the LGA and the Councils the LGA represents; (c) ensure they are informed of the views and interests of Councils; (d) actively contribute to the Board; and (e) support the decisions and actions of the Board. 6.1.2. A failure to provide the oath of office does not remove the person from the Board.

7. Provisions applicable to Meetings of SAROC/GAROC 8. Provisions applicable to LGA committees

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Local Government Association of South Australia CEO Advisory Group Terms of Reference [insert date of adoption] 1. Establishment In accordance with clause 29.3 of the Local Government Association of South Australia Constitution and Rules (adopted [insert date]) (Constitution) the Board of Directors of the Local Government Association of South Australia (LGA) has resolved to establish a CEO Advisory Group.

2. Terms of Reference 2.1. These Terms of Reference set out the functions to be discharged by the CEO Advisory Group. 2.2. The operation of the Terms of Reference may be altered by the Board of Directors either generally or in respect of specific circumstances by resolution. A resolution for the purposes of this clause 2.2 will be reported to the chairperson of CEO Advisory Group within 24 hours of the meeting of the Board of Directors at which the resolution was passed. 2.3. A capitalised term not defined in this document has the meaning provided for the term in the Constitution.

3. Status The CEO Advisory Group is a committee of the LGA and is responsible to the Board of Directors for the discharge of its functions.

4. Membership 4.1. The CEO Advisory Group is comprised of: 4.1.1. 4 chief executive officers of Members within SAROC Regional Groupings of Member; and 4.1.2. 4 chief executive officers of Members within GAROC Regional Groupings of Member, appointed by the Board of Directors for a term of [insert time period]. 4.2. Each member of the CEO Advisory Group must: 4.2.1. undertake his or her role as a committee member honestly and act with reasonable care and diligence in the performance and discharge of functions and duties; 4.2.2. not make improper use of information acquired by virtue of his or her position as a committee member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; 4.2.3. not make improper use of his or her position as a committee member to gain, directly or indirectly, an advantage for himself or herself or for another person or to cause detriment to the LGA; and

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4.2.4. not act in any matter where the committee member has a conflict of interest (provided that an interest shared in common with all or a substantial proportion of the members of the CEO Advisory Group will not be an interest giving rise to a conflict of interest). 4.3. A member of the CEO Advisory Group may be removed from the CEO Advisory Group by the Board of Directors. The Board of Directors will provide a member with an opportunity to address the Board of Directors on his or her proposed removal from the CEO Advisory Group prior to the Board of Directors resolving to remove the member from the CEO Advisory Group.

5. Responsibilities 5.1. Board of Directors 5.1.1. The role of the Board of Directors is to oversee corporate governance of the LGA and provide strategic direction and leadership. 5.1.2. The duties of the Board of Directors include ensuring that: (a) the LGA acts in accordance with applicable laws and this Constitution; (b) the activities of the LGA are conducted efficiently and effectively and that the assets of the LGA are properly managed and maintained; (c) subject to any overriding fiduciary or other duty to maintain confidentiality, the affairs of the LGA are undertaken in an open and transparent manner; and (d) the LGA performs to its business plan and achieves or betters the financial outcomes projected in its budget. 5.1.3. Consistent with this role and these duties the Board of Directors has appointed the CEO Advisory Group to provide advice and input to LGA on matters within the group’s functions. 5.1.4. The Board of Directors may from time to time refer matters to the CEO Advisory Group for consideration. 5.1.5. The Board of Directors will receive, consider and respond to any report and recommendations provided to the Board of Directors by the CEO Advisory Group. 5.1.6. The Board of Directors will periodically review the performance of the CEO Advisory Group.

5.2. CEO Advisory Group 5.2.1. The primary responsibility of the CEO Advisory Group is to advise the Board of Directors on the design and delivery of policy and services to members. 5.2.2. The CEO Advisory Group may, through the Chief Executive and at the LGA’s expenses, seek external legal, financial or other advice on matters within its functions or concerning these Terms of Reference. 5.2.3. The CEO Advisory Group will fulfil its functions under these Terms of Reference in a timely, objective and professional manner.

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5.3. Chief Executive 5.3.1. The Chief Executive will make available to the CEO Advisory Group information of the LGA which is relevant to the functions of the CEO Advisory Group. 5.3.2. The Chief Executive will ensure that administrative support and other resources are made available to the CEO Advisory Group to enable the committee to discharge its obligations under these Terms of Reference. 5.3.3. Resources made available to the CEO Advisory Group will include resourcing by the LGA Office or external resources considered appropriate by the Chief Executive acting in consultation with the CEO Advisory Group.

6. Function of the CEO Advisory Group 6.1. The CEO Advisory Group will provide advice to the LGA Board on the design and delivery of policy and services to members. Key considerations for the CEO Advisory Group will be: 6.1.1. assessing the value and validity of the services offered by the LGA to its Members; 6.1.2. considering proposals for the further development of existing or new services by the LGA; and 6.1.3. the effectiveness of operational policies adopted by the LGA in connection with Member services. 6.2. The CEO Advisory Group will as necessary to its functions: 6.2.1. liaise with staff of the LGA Office and subsidiaries of the LGA providing commercial services; 6.2.2. liaise with other committees of the LGA; 6.2.3. consider the ‘Value Proposition’ offered by the LGA to its Members; and 6.2.4. consider any Member feedback received by the LGA.

7. Meetings 7.1. Resolution of the Board of Directors Requirements under this clause 7 may be altered, supplemented or replaced by resolution of the Board of Directors.

7.2. Frequency of meetings and venue 7.2.1. The CEO Advisory Group will: (a) meet at least once each quarter at a venue and time determined by the committee and documented in an annual schedule of meetings; and (b) consider holding at least 1 joint workshop with the Board of Directors each year. 7.2.2. Any member of the CEO Advisory Group or the Board of Directors may convene additional meetings of the CEO Advisory Group.

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7.3. Chairperson 7.3.1. The chairperson of the CEO Advisory Group will be selected by the CEO Advisory Group. 7.3.2. If the chairperson of the CEO Advisory Group is absent from a meeting of the CEO Advisory Group then the members attending the CEO Advisory Group meeting will appoint a chairperson for the purposes of that meeting.

7.4. Meeting procedure The CEO Advisory Group will determine its own meeting practices, processes and procedures.

7.5. Attendance 7.5.1. Meetings of the CEO Advisory Group will be closed to the public. 7.5.2. The CEO Advisory Group may invite any person to attend its meetings.

7.6. Minutes 7.6.1. Minutes will be kept of all CEO Advisory Group meetings including a record of the actions of the CEO Advisory Group. 7.6.2. Within 48 hours of a CEO Advisory Group meeting, the chairperson will review and confirm the draft minutes. The draft minutes will then be circulated to the CEO Advisory Group members for comment and if necessary amendment before being certified as correct by the chairperson.

7.7. Quorum A quorum for a CEO Advisory Group meeting is 5 members.

7.8. Reporting 7.8.1. The CEO Advisory group will provide a written report to the Board of Directors after each CEO Advisory Group meeting providing an update on any matters being considered by the group. 7.8.2. The CEO Advisory Group will provide an annual report to the Board of Directors by 1 September each year summarising: (a) the discharge of the CEO Advisory Group’s responsibilities and function under these Terms of Reference; (b) the activities of the CEO Advisory Group during the previous financial year; (c) the issues referred to the Board of Directors during the previous financial year and whether or not each issue was resolved or addressed; and (d) issues being considered by the CEO Advisory Group which have not been reported to the Board of Directors and the intended actions in respect of those matters.

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7.9. Access to information 7.9.1. The CEO Advisory Group is entitled, acting though the Chief Executive, to access any information or discuss matters with staff of the LGA Office. 7.9.2. A copy of the agenda for a CEO Advisory Group meeting, reports to be considered by the CEO Advisory Group and minutes of CEO Advisory Group meetings certified under clause 7.6.2 will be available to all Directors. 7.9.3. Subject to confidentiality requirements as determined by the Board of Director or the CEO Advisory Group, a copy of the CEO Advisory Group agenda, reports and minutes certified under clause 7.6.2 will be published on the LGA website for review by Members.

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CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Jaimie Thwaites, Unit Manager Governance & Records

Manager: Kate McKenzie, Manager Corporate Governance

General Manager: Vincent Mifsud, General Manager Corporate Services

Subject: Local Government Association Membership

Report Reference: GC130317R07

REPORT OBJECTIVES: To seek direction from Council regarding its membership with the Local Government Association.

EXECUTIVE SUMMARY At its meeting on the 14 March 2017, the Council considered a report regarding the City of Marion’s membership with the LGA (GC140317F02). At this meeting Council resolved the following:

1. Retain its membership with the Local Government Association of South Australia for the financial year 2017/18.

2. Requests the LGA to proactively focus on the following list of performance improvement areas, in order to provide a greater level of service and value to its members:

2.1. LGA Value Proposition – regular review of the value provided by the member organisation.

2.2. Insurance (Mutual) Schemes – communicate how the Auditor General’s concerns are being addressed and release the independent review into the Scheme’s operation.

2.3. Industrial Relations:

a. Provide IR advice to members on issues common to all Councils to obviate the need to go to legal companies and save ratepayer money;

b. Work towards one ASU and one AWU cross-sector Enterprise Bargaining agreement.

2.4. Annual member subscription fees – should be based on (1) the number of ratepayers and (2) Council revenue in bands that are equitable.

2.5. Council of the Future – work with Councils to assist and advise on them working together across boundaries to realise efficiencies.

2.6. Benchmarking – provide benchmarking data to assist in Councils realising efficiencies (provide regular benchmark metrics).

2.7. Training – relevant training, seminars and conferences that are offered at member rates.

Report Reference: GC130318R07 Page 184

2.8. Unity CMS Platform – more advanced and regular updates/enhancements to deliver higher quality services to the community.

2.9. LGAP – higher level of collaboration and consultation with Councils in regards to procurement opportunities (LGAP contracts).

At the end of July 2017 the City of Marion requested an update from the LGA on the listed performance improvement areas. A response was received on 10 August 2017. A full copy of the letter is attached as Appendix 1 for Council’s information.

A further update from the LGA on key matters was received on 8 March 2018. A copy of the letter is attached as Appendix 2.

A summary of the LGA responses in relation to the improvement areas identified is provided below:

Performance Area Update Summary 1.1. LGA Value Proposition In March 2017 an independent review was undertaken by UHY Haines Norton. They concluded member benefits exceed the cost of the membership. An annual review has been conducted with the results to be released later this month. UHY Haines Norton have advised their research to date demonstrates that $343,322 of direct value was provided to the City of Marion in 2017/18 whist for the same year, a subscription fee of $90,017 was paid. A copy of the 2017 LGA Value of Membership report is attached as Appendix 3. 1.2. Insurance (Mutual) The LGA reports that all of the Auditor General’s concerns have Schemes been and/or are being addressed. A Summary of the Independent review of the schemes was distributed to all Councils in 2017. 1.3. Industrial Relations A CEO working party has been established with a goal of creating a united sector industrial relations strategy. Mr Skull (Marion CEO) is part of the working party and the first meeting is scheduled for 29 March 2018. 1.4. Annual member A new subscription fee was developed and adopted by the LGA subscription fees. Board. The new formula has resulted in a reduction of fees for the City of Marion. Over a three year period the reduction is approximately 19% (see table below for further breakdown). 1.5. Council of the Future The LGA advises they have developed a sector driven reform program focusing on continuous improvement and best practice across the sector. The LGA’s State Election agenda highlighted the need for the State Government to work with the sector to deliver the program. 1.6. Benchmarking A database of a suite of information (a single source) that can be used by councils for service reviews and benchmarking exercises will be accessible to all Councils by the end of June 2018. 1.7. Training The LGA is collaborating with TAFE SA to deliver new training, in addition to the existing LGA training available to members.

Report Reference: GC130318R07 Page 185

Performance Area Update Summary 1.8. Unity CMS Platform The City of Marion is replacing its website platform following an Expression of Interest process. 1.9. LGAP A more outward customer focused model has been adopted by LGA Procurement. Sector wide surveys now preface all new contract/panel areas being investigated. Considerations such as potential return on investment and overall sector capacity building opportunities are also taken into account by LGA Procurement.

At the 14 March 2017, the Council also considered a report regarding the Local Government Association Insurance Schemes Review (GC140317F03). At this meeting Council resolved the following:

1. Council Authorise the Chief Executive Officer to test the market for insurance coverage and present the results to a General Council Meeting. Council has since completed a tender process to test the market regarding its insurance arrangements, which was reported to the Finance and Audit Committee on 27 February 2018 (FAC270218F01). The matter is also listed separately for Council consideration on the same agenda as this report (confidential item GC130318F02).

Membership Fees Following the LGA Board’s review in 2016/2017 of the subscription fee formula the City of Marion’s membership fee has reduced. The change in methodology will be phased in over 3 years. The table below outlines the reduction in membership fees over the past two years and anticipated further reductions over the following two years.

Year Membership fee Reduction (approx.) 2016/17 $94,382 2017/18 $90,017 4% (from previous year) 2018/19 $85,365 plus inflation * 5% (from previous year) 2019/20 $76,570 plus inflation * 10% (from previous year)

*subject to LGA Board’s decision in May each year on total subscription revenue and confirmation of the City of Marion’s population and revenue.

Ceasing Membership If Council chooses not to continue with membership in 2018/19, Section 13 of the current LGA Constitution (Operational 6 December 2015) states that:

A Constituent may resign from the LGA upon giving written notice to the LGA. A resignation may be stated to be effective immediately or at a later date. A resignation takes effect subject to clause 132.2.

Section 132.2 states that:

Any person who during a financial year for any reason ceases to be a Constituent remains liable to pay: 132.2.1 the full annual subscription and any annual special purpose levy for that financial year and unpaid by them; and

Report Reference: GC130318R07 Page 186

132.2.2 any service charges payable for a service provided by the LGA to them and unpaid.

If Council resolved to resign it is assumed the resignation would be effective from 30 June 2018. This date aligns with the end of the current subscription fee term (which council has already paid). This would give the City of Marion approximately 3 months to source and have in place alternate arrangements (wherever possible) to minimise the impact on services once the membership ceases.

The LGA has prepared a draft ‘Local Government Association of South Australia Constitution and Rules’, to be presented to the April 2018 LGA Ordinary General Meeting for adoption. The “no member, no service” concept was one of the drivers of the proposed changes to the LGA Constitution. If the draft Constitution is endorsed and Council had resolved to cease membership the LGA will not be obliged to provide any services to the City of Marion. In addition, under the proposed changes to the Constitution, after resignation Council may have to wait until the following financial year before it can apply to re-join the LGA again (if desired).Further details on the prosed changes are discussed in the report “Local Government Association Constitution and Ancillary Documents – Feedback Sought” (GC130318R06), listed separately on the same agenda as this report.

Ceasing LGA Membership may also impact Council’s ability to participate in the Insurance (Mutual) schemes. The LGA has advised it is continuing to consider how to ensure the LGA’s schemes are made available to only members of the LGA. Continuing Membership As the areas for improvement sought by Council have been or continue to be addressed, it is recommended that Council continues its membership with the LGA on an ongoing basis. If concerns regarding the membership are raised in the future then Council could review the issues at the time. DUE DATES RECOMMENDATIONS

That Council:

1. Notes the LGA Update letters from Mayor Lorraine Rosenberg, 13 March 2018 President of the Local Government Association dated 10 August 2017 and Mr Matt Pinnegar, CEO of the Local Government Association dated 8 March 2018. 13 March 2018

2. Continues membership with the Local Government Association on an ongoing basis.

Report Reference: GC130318R07 Page 187

In reply please quote our reference: ECM 652676 MP:JK

10 August 2017

Mayor Kris Hanna City of Marion PO Box 21 OAKLANDS PARK SA 5046

Dear Mayor Hanna LGA update Thank you for the opportunity to provide your Finance and Audit Committee with an update on the priorities you outlined in your letter of 21 March 2017, following my last visit to the Council. I also take this opportunity to highlight other activities of the LGA which may be of interest to your Finance and Audit Committee and Council. State Local Government Infrastructure Partnership In April this year, 31 successful projects were announced for funding under the State Local Government Infrastructure Partnership across 26 councils, including a $200,000 grant towards the City of Marion’s Coastal Walkway Upgrade Project. The LGA’s role is to manage the three-way partnership involving the State, LGA and LGFA, to provide assistance to councils when making applications for funding under the program and to manage the execution of the deeds required for the provision of funding to successful projects. In so doing, the LGA focussed on driving economic development and supporting additional jobs over the next three years of the program as a partner in government. Federal Budget – Supplementary Local Road Funding (SLR) This year’s Federal budget included a decision to reinstate SLR Funding for South Australia for a minimum of two years, which will mean additional funding for SA councils. The total funding available to South Australia in this program is $20m with the City of Marion’s share estimated at being $470,000 a year. Successful advocacy by the ALGA, LGASA and Councils for the re-indexation on Financial Assistance Grants will result in significant additional funding for councils, as will the extension to both the Roads to Recovery (R2R) and Bridges Renewal programs to 2020-21 with a $50m national increase in R2R from 2019-20. State Budget The Fund My Neighbourhood program reflects the ongoing advocacy for Council infrastructure. The LGA has provided input into how the program will operate, and will provide an ongoing advisory role to maximise successful outcomes for communities, Councils and State Government. I now respond to the list of issues in your letter of 21 March:

1. LGA Value Proposition: In March this year the LGA released the independent verification of our Value Proposition undertaken by UHY Haines Norton which confirmed benefits to members well in excess of subscriptions. The report can be found here: https://www.lga.sa.gov.au/contentFile.aspx?filename=ECM_647902_v1_LGA Value of Membership - Independent Verification UHYHN - Final.pdf.

148 Frome Street Adelaide SA 5000 | GPO Box 2693 Adelaide SA 5001 | T 08 8224 2000 | F 08 8232 6336 | W lga.sa.gov.au Page 188

2. Insurance (Mutual) Schemes: A summary of the independent review of the schemes undertaken by Finity Actuarial and Rosey Batt & Associates - “Insurance and Indemnity Arrangements : Report to Councils” has been distributed to all councils. This review found that the current structure of pooling risk in a mutual, buying reinsurance to protect the pool and using expert provider(s) for management is an effective model for local government, superior to alternative options.

The review has also found that 100% membership of the Schemes is a significant strength as all councils can benefit from economies of scale.

Modernized legal and governance arrangements are currently being negotiated with JLT, to be confirmed with the LGA Board and implemented before 2018/2019 premiums are due. These arrangements will enable the LGA to govern, benchmark and market test discrete components of the Schemes as required.

In the meantime, insurance and indemnity coverage to councils continues without any interruption.

3. Industrial Relations: As you are aware, the LGA has an experienced human resources specialist with extensive industrial relations experience on staff and we can now provide councils with assistance on a vast majority of industrial relations matters on a membership subsidised basis.

The LGA is investigating and evaluating industrial relations alignment in consultation with the sector which has included a CEO Forum in July. This is consistent with the sector’s desire to drive efficiencies in councils for communities along with benchmarking, service reviews and streamlined boundary reform. Discussion during the Forum noted that while there is room for improvement in the present environment, it is recognised that industrial relations is a core skill/competency set of being a CEO. Some CEOs have made significant inroads into modernising their EAs. We have CEOs who have negotiated away no forced redundancies and constrained wage growth below CPI. However we also recognise that the availability of resources - and unique circumstances in different regions and councils - makes these types of changes extremely difficult if not impossible for other councils. The LGA is developing an action plan and project scope as well as a working party of council CEOs to progress a sector wide strategy.

4. Annual Membership Subscription fees: In May 2016, the LGA Board resolved to adopt a new formula for determining member subscription fees. At this time, the Board also requested further research on the population bands used to determine the flat tier component of the formula. The new formula achieves a fair and equitable distribution of subscriptions between members in alignment with the principle that some services have a fixed benefit to all members.

The new formula is based on: - an equal flat component for each member council designed to collect at least 20% of the overall subscriptions; - a 40% population and 60% revenue (three-year average) split for the balance of the subscription to being maintained; and - the three times cap limit being eliminated and replaced with a model that involves a declining block contribution rate for set increments in population and revenue.

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This new formula will result in reductions to the City of Marion’s membership fee over the next three years. A phase in period is required to reduce the financial impact on smaller Councils facing increases to their fees. The City of Marion’s membership fee will reduce by 4% from $94,382 in 2016/17 to $90,017 in 2017/18. Over the next three years and based on current levels of inflation, population and council revenue, the fee is set to decrease by 19% from $94,382 to $76,570.

5. Council of the Future – Regional collaboration and partnerships remains a key focus and the LGA is providing advice and/or funding support to a range of pilot projects that are being driven at the Regional LGA level, including the Metropolitan Local Government Group (MLGG). These projects are considering structural and function reform including regional governance models, shared services, regional planning and state-local government collaboration.

6. Benchmarking – The LGA has engaged UHY Haines Norton to undertake an exercise gathering a suite of information (in a single source) that can be used by councils for service reviews and benchmarking exercises. Consultation is being undertaken as to the suite of data to be collected, following which a system will be developed and accessible via the LGA. This body of work will be refined over time, with the view to developing and adopting consistent approaches to service reviews and business analytics sector wide.

7. Training – In April 2017, the LGA entered into a new training collaboration with TAFE SA that is delivering face-to-face, online training and qualifications to metropolitan and regional centres. This training is now offered in addition to LGA offered programs at member rates.

The LGA is also now exploring with TAFE SA the conduct of a sector wide training needs analysis to ensure that programs developed and offered are delivering both value for money as well as being totally relative to the priority upskilling needs of the sector.

8. Unity CMS Platform – The Unity platform was recently migrated to a ‘Cloud’ infrastructure leading to greater levels of reliability, responsiveness and overall efficiency. The Unity platform is constantly being reviewed and developed in response to council enhancement requests and the ever evolving digital environment. Every 2 years the LGA facilitate a roadmap exercise inviting councils to put forward their ideas for major development priorities. This close consultation with Unity clients means we can continually develop a system that meets the needs of most of the councils. Current investigations include the development of a graphical interface redesign and other new application features. The LGA recently presented the Unity Platform in the Expression of Interest process being conducted by the City of Marion for the ‘Design, Development and New CMS for Council Corporate Website’ (reference EOI Number 201729). Our submission was not recommended to award a contract.

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For your information, the submission outlined the development of a new Unity CMS that featured many usability enhancements that the City of Marion would have benefit from such as: • modern, responsive and streamlined GUI for editing content; • improved front end search; • streamlined management of homepage banners/carousel images; • greater integration between News, My Local Service App and Homepage banners; • improved image galleries including drag and drop bulk upload; • remember me checkbox for secure site areas such as Extranets and Intranets; and • greater flexibility for Unity developers to enhance display of standard content types. It was proposed that the new Unity CMS would have been provided largely under the same cost structure that has delivered a robust and sustainable solution to a variety of councils for over a decade. The cost to councils (including Marion) for the Unity platform is based on the council size and usage of the website infrastructure. Individual council costs for Unity range from $4,000 to $15,000 per annum. We are confident that this cost would be highly competitive, if not the most competitive in the City of Marion’s expression of interest process.

9. LGA Procurement – Both the LGA and LGA Procurement Boards’ continue to monitor and support the business transformation strategy of LGA Procurement services including the adoption of a more outward customer focused model. As a result, all new contract/panel areas contemplated by LGA Procurement are now prefaced with a sector wide survey seeking to establish need, scope of the required services and an indication of councils willing to participate in advising throughout the procurement process. The progression of any new contract/panel arrangements are also subject to a range of other considerations including potential return on investment and overall sector capacity building opportunities. LGA Procurement and Council Solutions have progressed a Memorandum of Understanding (MOU) to the point of consideration by both Boards. At the time of writing, the Council Solutions Board has approved the signing of the MOU and the LGA Procurement Board will consider the item at its August 2017 meeting, after having earlier considered a draft version. This MOU seeks to enable a higher level of collaboration between the two entities with a view to sharing best value outcomes where applicable and advantageous to do so. The City of Marion is currently accessing the LGA Procurement Debt Collection panel; an arrangement that pre-dates the adoption of the MOU, yet was established with Council Solutions with an outlook towards the finalisation of such. A similar approach is also being canvassed with regional council groupings and will continue to be progressed. LGA Procurement is also undertaking a complete review of all contract/panel arrangements with a focus on ensuring the arrangements do actually present councils with the best value and favourable conditions as well as contractual certainty and robustness of process. It is evident through this work that councils do benefit from significant (up to 20% or more) savings through making use of LGA Procurement contracts/panels. It is also evident that suppliers often respond to direct council approaches for similar goods or services with much less favourable (to councils) costing and conditions in recognition of the extra costs associated with repeated such requests.

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Many of LGA Procurement contracts are leveraged at a national supplier level and contain “best price” clauses that are generally not available to single council purchasers. LGA Procurement is rolling out a strategy to ensure that suppliers remain committed to their contractual promises and do in fact deliver councils with unbeatable outcomes through our arrangements.

Please do not hesitate to contact me directly or CEO Matt Pinnegar should you require further information, or wish to raise new topics for discussion.

Yours sincerely

Mayor Lorraine Rosenberg President Telephone: (08) 8224 2022 Email: [email protected]

Copy to: Mr Adrian Skull, CEO, City of Marion

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In reply please quote our reference: ECM 659727 MP:AL

8 March 2018

Mr Adrian Skull Chief Executive Officer City of Marion PO Box 21 OAKLANDS PARK SA 5046 Emailed: @marion.sa.gov.au

Dear Adrian LGA update Thank you for the opportunity to provide your Council with an update on the priorities of the LGA with a particular reference on the Schemes Review, Industrial Relations and annual Member Subscription fees for 2018/19.

I also take this opportunity to highlight other activities of the LGA which may be of interest to your Council.

State Election Platform In November 2017, the LGA’s State Election Agenda “South Australia. Uncapped Potential” was launched at our Annual General Meeting. This Agenda outlines more than 50 ideas for South Australia to address cost of living, stimulate economic growth and jobs and build stronger communities. These ideas were developed in consultation with members and include priority advocacy issues for the sector including cost shifting, planning and infrastructure funding.

Over the past four months, we have met with parties, candidates and stakeholders to discuss our election agenda and it’s pleasing to see many of our ideas making their way into party platforms. So far we have seen support for ideas such as a population strategy, mobile black spot funding ($10 million), funding to upgrade bus shelters to meet disability standards ($4.1 million), funding for neighbourhood infrastructure (multiple funds), maintaining funding for HACC services for the next 2 years ($27 million), coastal management funding ($5.2 million), a review of the NRM program and a new state-local government community wellbeing alliance program to replace the OPAL program ($7.2 million).

Local Government Reform (Council of the Future) Another priority issue highlighted in the LGA’s State Election Agenda is the need for the next State Government to prioritise working with the LGA and councils to deliver sensible and progressive local government reform. A sector-driven reform program, which focusses on continuous improvement and best practice to achieve greater transparency, accountability and efficiency, has been developed in consultation with councils and has been provided to political parties ahead of the election.

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A copy of the LGA’s State Election Agenda and Local Government Reform package are available at www.lga.sa.gov.au/state-elections

State Local Government Infrastructure Partnership (SLGIP) As you are aware in 2017, 31 successful projects were announced for funding under the State Local Government Infrastructure Partnership across 26 councils, including a $200,000 grant towards the City of Marion’s Coastal Walkway Upgrade Project.

The LGA’s role in this partnership has been to borrow the money for the grants on behalf of the sector and to manage the three-way relationship involving the State, LGA and LGFA, to aid councils when making applications for funding under the program and to manage the execution of the deeds required for the provision of funding to successful projects. In so doing, the LGA focussed on driving economic development and supporting additional jobs over the next three years of the program as a partner in government.

LGA Governance Review Throughout 2016 – 2017, the LGA’s governance structure was the topic of a series of sessions with Members. Feedback received during these sessions was incorporated within a draft ‘Local Government Association of South Australia Constitution and Rules’, which will be presented to the April 2018 Ordinary General Meeting for adoption. In summary, the draft Constitution:

• has been the subject of many workshops with Members, MLGG, SAROC, the LGA Executive Committee and the Board as well as being presented to the November 2017 Annual General meeting; • establishes a contemporary corporate governance framework enabling the LGA’s contribution to public value through the promotion and advancement of the interests of local government; • maintains Member participation and establishes a strong emphasis on collaborative councils, assisted by a strong LGA; • provides a focus on leadership and advocacy at all levels: state-wide, regional and individual members; • streamlines and integrates consistent engagement and resourcing across the sector; • delivers a more efficient structure for LGA decision making with a smaller LGA Board (10 members), and regional and metropolitan structures with aligned strategic and annual planning processes and budgets; • ensures key expert advice to the LGA and the sector through a commercial enterprise board or boards, CEO advisory group and LGA Audit Committee. These structures future proof the Association; • will be accompanied by a series of Ancillary Documents that outline in more detail the operations of the LGA, providing a framework for continuous improvement and the delivery of value to Member councils; and • enshrines no membership, no service.

Prior to the commencement of the new Constitution, the LGA Board’s resolution in 2017 also directed a no membership no service position to be applied forthwith.

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LGA Commercial Services The LGA has appointed Steve Nolis to the role of Executive Director Commercial to work with Member councils to develop a stronger commercial focus and brand for the LGA and the sector. Some core benefits of Steve’s work will include identifying potential savings and efficiencies within the sector, negotiating better commercial agreements with new and existing providers and developing new LGA services to meet the needs of members and generate profits for reinvestment in the sector and community. Examples of new services being explored include: - corporate travel; - legal; - energy; and - HR/training and development.

I now respond to the issues you have requested an update on together with other issues upon which we have previously updated the City of Marion on:

1. LGA Value Proposition: The LGA has again engaged UHY Haines Norton to independently verify the LGA Value Proposition which is now incorporated into the LGA Membership Proposition that is part of the Ancillary Documents to the new Constitution. This review and update will occur on an annual basis together with an annual review of the LGA’s pricing structures. Their report, to be released shortly is expected to demonstrate that there is a financial advantage for Councils to be a member of the LGA. In the meantime, UHY Haines Norton have advised their research to date demonstrates that for the City of Marion, $343,322 of direct value was provided in 2017/2018 whilst for the same year, a subscription fee of $90,017 was paid. Examples of direct value services are:

Legal Delegations updated annually $10,000 Legislatively required policies, codes, authorisations, $31,000 operating procedures etc Emergency Management $49,250 Education and Training $83,072 Procurement resources and tools $10,000 Electricity Contract Tendering Savings $25,000 Electricity Savings – at least $135,000

This does not include the $200,000 grant funding secured by the City of Marion via the SLGIP, access to which was only available to LGA Member councils given the LGA borrowed the funds for grants to successful councils. Nor does it include the many indirect benefits that are achieved through the LGA’s advocacy program including items such as those mentioned above as part of the LGA’s State Election Platform. It also does not include the value of the LGA’s services during a local government election which as you know will be held in November this year. In this regard, the LGA provides significant materials to councils to assist in promoting the election, maintains a website for candidate information and facilitates training and education on various topics including the voters role, caretaker provisions, “so you

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want to be on council”, and mandatory training for council members following the election.

The final UHY Haines Norton report will be forwarded to you as soon as it is available.

2. Insurance (Mutual) Schemes: As you are aware, an independent review of the Schemes undertaken by Finity Actuarial and Rosey Batt & Associates in 2016/2017 found that the current structure of pooling risk in a mutual, buying reinsurance to protect the pool and using expert provider(s) for management is an effective model for local government and superior to alternative options.

The review has also found that 100% membership of the Schemes is a significant strength as all councils can benefit from economies of scale.

However as found by the Auditor General, and confirmed through our own comprehensive review, the current structures require modernisation.

As reported at the November 2017 Annual General Meeting, the LGA’s Schemes Review has resulted in a comprehensive work plan of improvements and a program of negotiations with JLT with the view to implementing a new contract management policy framework that will address all of the Auditor General’s recommendations as from 1 July 2018. The changes will enable the LGA to govern, benchmark and market test discrete components of the Schemes as required. This framework will see the LGA exerting far more control over the management of the contract, including by who and how they will be accessed. Consistent with the LGA Board's resolution of "no membership, no service", consideration is being given to how to ensure the LGA’s Schemes are made available only to LGA members.

The LGA's role under the self-insurance licence means that the LGA facilitates, on behalf of participating councils, the significant administrative and compliance work associated with being a self-insuring employer.

As the role of the LGA is the nominated representative of all Councils and administrator of the renewed Return to Work self-insurance licence on behalf of councils, the Schemes review and new governance arrangements should clarify that the LGA will continue to perform that role only for LGA member councils.

The LGA is confident that the new arrangements will continue the stability and value the Schemes have provided Local Government for over 30 years.

In this regard, I note that the value of the Schemes has very recently been demonstrated through the achievement of a 5-year renewal of the Return to Work self-insurer licence, and a 5-year extension to the Treasurer’s Indemnity.

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Both achievements demonstrate the State Government’s confidence in the operation of the Schemes in terms of protecting local government’s workforce and risk environment.

3. Industrial Relations: As you are aware, the LGA facilitated a forum as to the establishment of a Local Government IR Strategy. Feedback received at the forum together with subsequent feedback has identified a number of priorities, and a working party has now been established involving CEO’s from regional and metropolitan councils (including yourself) to address these priorities. The working party will seek to establish a united sector IR strategy, with its first meeting now being scheduled for late March.

Industrial Relations and workforce alignment is also outlined in our Local Government reform election paper and can be found in the document at the following link Delivering the LGA 2018 State Election Agenda: Local Government Reform.

4. Annual Membership Subscription fees: The new subscription fee formula adopted by the LGA Board in 2016/2017 ensures a fair and equitable distribution across all councils. The principles underpinning the formula are:

• some services have a fixed benefit to all members, irrespective of population or revenue base; • some services provide benefits relative to the size of the population of the council; and • some services provide benefits relative to the revenue base of the council.

The 2016/2017 review of the formula found that the above principles were sound and were an investment into local government as a whole.

As you are aware, the new formula has resulted in a sizable reduction to the City of Marion membership fee over three years. A phase in period is required to reduce the financial impact on smaller Councils facing increases to their fees. Over the phase in period, the City of Marion will see a decrease of approximately 19% excluding inflation.

For 2017/2018, the City of Marion’s membership fee reduced by 4% from $94,382 in 2016/2017 to $90,017 in 2017/2018. As reported previously, in 2018/19 it is anticipated that the fee will reduce to $83,293 plus inflation and to $76,570 plus inflation in 2019/20. Fees are reviewed by the Board annually and will fluctuate with changes to Marion’s population and council revenue.

5. Benchmarking: The LGA engaged UHY Haines Norton to undertake an exercise gathering a suite of information in a single source that can be used by councils for service reviews and benchmarking exercises. This work is now nearing completion, and detailed reports highlighting local government’s performance in a number of key

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areas will be available by the end of March. A database of all information gathered during this project will be available by the end of June and accessible to all councils.

Further to the LGA’s work in this area, the LGA has also called upon the next State Government to provide $3 million in 2018/19, and $1 million a year for the following 3 years, towards the establishment of a database of performance measures to support council planning and community consultation to enable local government to continually improve.

In closing, I would like to thank the City of Marion for the issues brought before the LGA over the last 2 years. The matters raised have made a significant contribution to the improvements being implemented across the LGA including the new provisions in our new Constitution and Membership Proposition requiring annual review of LGA fees and services. These approaches are contributing to a systemic approach to continuously testing and ensuring value is being delivered to Member councils.

If you require any further information or clarification on the matters covered in this correspondence please do not hesitate to contact me.

Yours sincerely

Matt Pinnegar Chief Executive Officer

Telephone: (08) 8224 2039 Email: [email protected]

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LGA Value of Membership

Independent Verification of “The Value Proposition from Membership of the Local Government Association of South Australia – July 2016”

Corinne Garrett UHY Haines Norton

March 2017 Page 199

Contents Executive Summary ...... 3 Scope ...... 3 Methodology ...... 3 Key Findings ...... 3 Background - Local Government Associations ...... 4 Australian Local Government Association ...... 4 “The Value Proposition from Membership of the Local Government Association of South Australia – July 2016” ...... 5 The Author: ...... 5 Methodology Used...... 5 Service Areas Assessed ...... 5 Insurance ...... 6 Banking ...... 7 Procurement ...... 8 Governance ...... 10 Workforce ...... 11 Online Services ...... 12 Research Scheme ...... 12 Advocacy ...... 13 Councillor Support ...... 15 Summary of Savings available to all Councils ...... 16 Summary of Savings not available to all Councils ...... 16 Potential Cost to Council ...... 16 Considering savings as a whole ...... 17 Service Areas not included in Original Report ...... 18 State Local Government Infrastructure Partnership ...... 18 Emergency Management ...... 18 Works Cited ...... 19

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Executive Summary

Scope UHY Haines Norton has been engaged by the LGA of South Australia to provide an independent verification of the value of LGA membership as detailed in “The Value Proposition from Membership of the Local Government of South Australia – July 2016” (the report).

Methodology In undertaking this project, we have assessed the report, methodology and assumptions. We have discussed calculations and assumptions with key staff from the LGA, Local Government Risk Services and the Local Government Finance Authority. We have in some cases reworked the analysis and calculations in conjunction with those key staff to arrive at updated values.

We have relied on these assertions to undertake our analysis and report. It should be noted that we have not validated source data.

Our report has been prepared for the Local Government Association South Australia (LGA) for the purpose of understanding the value of membership to the LGA and should not be used for any other purpose.

Key Findings Our report demonstrates that there is a financial advantage for Councils to be a member of the LGA.

On the basis of our analysis we have calculated the financial advantage to be the following:

 For services that are accessible to all Councils there is a total benefit of $105,868,631  For services that are not accessible to all Councils there is an additional total benefit of $4,989,305  Potential savings in regards to advocacy for Pensioner Concessions is a total of $28,000,000  These three areas have a total benefit to the sector of $133,368,568  The average benefit to Councils has been calculated as $1,557,620. This does not include the benefits that are not accessible to all Councils nor the Pensioner Concessions potential savings.

Some of the programs detailed in this report are contingent on ongoing State and Federal funding, should funding cease or change the benefit to the sector may be impacted.

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Background - Local Government Associations The first Local Government Associations were founded in Europe in the early 1900’s and in Australia in 1875 in South Australia and continue to be set up all over the world. The International Cooperation Agency of the Association of Netherlands Municipalities (VNG) is an organisation that seeks to strengthen democratic local government worldwide and their report ‘Establishing a Local Government Association ‘discusses the value of LGAs and the benefits of membership.

The report states that LGAs worldwide provide the ability;  For people involved in local government to share experiences,  To learn from each other,  To work together to find solutions for common obstacles,  Make their work more cost-effective.

The VNG makes a number of statements about membership of an LGA: “By paying a membership fee, local governments demonstrate that the LGA matters to them, and they want to contribute to maintaining it.” (VNG International, 2007)

“Members need to understand that their LGA is as strong or as weak as they want it to be. An LGA with many active members, all paying their membership fees and contributing with information, knowledge, participation in working groups, etc., will be stronger than one with members who expect to get everything done for them without contributing anything themselves.” (VNG International, 2007)

The Council of Europe developed the ‘European Charter of Local Self-Government” which states that “local authorities are one of the main foundations of any democratic regime” (Council of Europe, 1985). The Charter further discusses that whilst local government will work at the local level, each local government authority must work with a centralised government anywhere in the world and there will always be tension between central government and local government with both sides having their own perceptions and priorities, therefore requiring negotiation between the two.

In South Australia, a strong LGA is important in providing a single voice to State Government instead of 68 individual voices and enabling the State Government to see the LGA and the Local Government sector as a partner while providing services and representation to members.

Australian Local Government Association The South Australian LGA is a member of the Australian Local Government Association (ALGA).

The “Australian Local Government Association’s strategic priorities are:

o Strengthening local government finances o Sustaining local roads, transport and other infrastructure o Improving natural and built environmental outcomes o Enhancing regional equity and regional development o Building capacity and sustainability in local communities o Connecting member associations and the Local Government sector o Engaging effectively in Australian Government processes.” (Australian Local Government Association).

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The ALGA is funded from State Association budgets. The ALGA has a small secretariat based in Canberra.

Local Government in Australia is represented by the ALGA’s President on the Council of Australian Governments (COAG). This body includes the Prime Minister, state premiers, territory chief ministers and the ALGA President and provides Local Government with an important opportunity to sit at the table with Australian decision makers. At the time of writing this report, a South Australian Mayor (City of Prospect Mayor David O’Loughlin) who is also a member of the LGA SA’s Board, is the President of ALGA. This provides additional profile and voice for South Australian councils in the federal arena. South Australian representation on the ALGA Board can only be drawn from members of the LGA SA Board.

“The Value Proposition from Membership of the Local Government Association of South Australia – July 2016”

The Author: The report was prepared by the LGA based on research undertaken by Mr Glen Beckett, Manager Business Information at the Local Government Association of Queensland (LGAQ). Mr Becket has 15 years’ experience with LGAQ, an MBA and has had senior management roles in a number of areas including lecturing at Griffith University.

Methodology Used The report states that the value of services was calculated primarily by comparing the costs paid by Councils to comparable alternative costs. Where external comparisons were not available, a realistic estimate of benefits was provided.

Value was calculated for an ‘average’ council and in aggregate for the sector, then the value was divided as a proportion of council population.

Service Areas Assessed The report identified nine key service areas that were assessed. These are detailed below showing the savings included in the report and our comments.

It is important to note that averages mean that some councils will gain more and others less than the average savings indicated.

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Insurance Report Statement

Insurance $146,991 Workers Calculated average of per council annual premium savings - compared to Compensation RTWSA local government rate $133,820 Insurance: Calculated average of annual premium savings - as measured against savings Mutual over time $6,294 Insurance: Calculated average of annual premium savings - as measured against savings Assets over time $8,824 Complemented by additional cover provided at no additional cost (e.g. Cyber protection) $1,200

Non Cash Benefits: State government guarantee - insurer of last resort Reduction in risk. Historical reduction in claims due to continuing improvements in risk management Worker Claims have reduced from 1:3 to 1:18, while employee numbers have increased Access to regional risk coordinators available to assist members better identify and manage risk Protection of local governments' interests - fair but firm Coordination in defence of claims with state government when required Risk management, systems, tools & resources Insurance support & rehabilitation expertise Access to broad based insurance solutions - including community cover (casual hirers liability etc.) Award winning healthy lifestyle programs

Verification The following information has been provided by Tony Gray, General Manager, Local Government Risk Services. It should be noted that this information identifies and costs value beyond that identified in the 2016 report.

LGA Workers Compensation Scheme Benefit to Sector Annual Sector saving from Self-Insurance compared to RTWSA registration $9,100,000 Special Distributions paid to Members, (an amount has been distributed each year for the $1,000,000 past few years) 14.5% Year on Year reduction in Annual Workers Compensation Claims $463,000 30% year on year decrease in 'total days lost to injury' $526,230 Scheme Funded Health & Wellbeing Program 2,200 Health Checks & 3,000 Skin Screenings $660,000 Access to Scheme Funded WHS & Risk Specialists + System Development & Training $2,300,000 Annual Subscription Fee for Skytrust Risk Management Software $400,000 Investment income from Contributions & Surplus funds $1,395,000

Total sector benefit $15,844,230

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LGA Mutual Liability Scheme Benefit to Sector Special Distributions paid to Membership in FY16/17 (an amount has been distributed each $3,000,000 year for the past few years) Access to Scheme funded Risk Specialists & Risk Programs $450,000 25% reduction in 'Regular' claims since 2011; driven by consistent application of immunities $600,000 across the sector Legal cost savings for the sector. Establishing precedents / ongoing management and $850,000 maintenance of statutory immunities. Reducing Council legal costs & administrative burden Investment income from Contributions & Surplus funds $914,000

Total Sector Benefit $5,814,000

LGA Asset Mutual Fund Benefit to Sector Performance Bonus issued to Members in FY16/17 as a Contribution reduction $1,000,000 Special Distributions paid to Membership in FY16/17 (an amount has been distributed each $1,750,000 year for the past few years) Access to Funded Asset & Risk Management programs $300,000 Investment income from Contributions & Surplus funds $508,000

Total Sector Benefit $3,558,000

Total Sector Benefit for all Schemes $25,216,230 Average per Council (divided by 68) $370,827

It was the work of the LGA that led to the development of the formal insurance schemes.

Banking Report Statement:

LGFA $136,263 Financing Difference in LGFA rate to available commercial lending rate (annualised) $68,263 Access averaged across all councils Fee-free access to banking services $68,000

Non Cash State Government Guarantee on deposits Benefits:

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Verification Verification of figures was sought from Robert Hardy, Senior Manager Financial Markets of the Local Government Finance Authority (LGFA).

The figures used in the report being 12 months old were difficult to verify so current figures were supplied by Mr Hardy:

Borrowings held by SA Councils at 31st January 2017 $632,000,000 The difference in interest rates between alternative Commercial products and the LGFA 1.1% depended on the type of borrowings undertaken but the minimum difference was a reduced rate of: Total savings per year for all councils for borrowings $6,952,000 Average savings per council (total divided by 68) $102,235 Each Council may vary from the average depending upon their level of borrowing The LGFA investment accounts do not charge fees providing an average saving per Council $1,000 of: Average savings per Council for borrowings and investments $103,235 Currently non-members of the LGA can access these savings.

It should be noted that it was the work of the LGA that led to the development of the LGFA.

Procurement Report Statement Procurement $78,344 Tendering costs Avoidance of local tendering costs $53,598 Model Contracts Use of model contracts and tendering documents $10,000 Group Purchasing Nominal discount rounded across full purchase cost $11,363 Advertising Access to discounted advertising rates $3,382 Online Advertising Access to common online tender placement Advertising on SA Tenders & Contracts portal provides tenderers Non Cash Benefits: a "1-stop shop" for State and Local tenders Most LGAP contracts have a direct Council account manager/contact

Verification LGA Procurement (LGAP) provided data to assist in validating the above statements. LGAP is a commercial entity owned by the LGA.

LGAP provided the following contracts to Councils;

 After Hours Contact Services  Plant Machinery Equipment  Fuels (Bulk and Card), Oils and Lubricants  Trucks  Specialised Bodies  Open Spaces, Parks, Gardens and Playgrounds  Corporate Wardrobe  Work Wear and PPA  Electricity.

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Tendering Costs Total spend by all participating Councils for 2015/16 $38,630,497 Estimated number of tenders for year for all participating Councils (not electricity) 219 LGAP estimates cost of tendering is $5,000 per tender other than electricity $530,000 Total estimated cost of tendering is $5,000 x 106 tenders 113 tenders were for a 3 yr. contract so ($5,000 x 113)/3 $188,333

Estimated number of tenders for year for all participating Councils (electricity) 173 LGAP estimates cost of tendering is $15,000 per tender for electricity $2,595,000 Total estimated cost of tendering is $15,000 x 173 tenders Total cost of tendering for all participating councils if not using LGAP $3,313,333 Not all Councils have used the LGAP services so dividing the total by 68 gives a per council Potential saving that is lower than that realised for participating Councils and a saving that is not minimum realised for non-participants. $3,313,333/68 = $48,725 saving of $48,725 if A Council not using the LGAP services would have to pay for staff time to undertake tender Councils preparation procedures. participate

Model Contracts 10% was included as an estimate for contracts made by Councils using the LGAP contracts Further work but not reported to LGAP. required to verify this 10% estimate Estimated savings to Councils in using the contracts and tendering documentation that LGAP Further work had developed was also included. LGAP estimated this at $10,000 per year per Council required to reflecting the legal cost of annually maintaining these documents. LGAP are aware that verify savings Councils are using documentation from other sources that have used the LGAP documents as a basis. Local Buy Queensland estimated that their savings were $5,000 per Council.

Councils using documentation developed by LGAP but annually modified by an alternative supplier would not recognise a $ savings for this section.

Non costed LGA membership advantage = original development of tender and contract documentation

Group Purchasing Local Buy Queensland advised that it achieves a 2% discount for group purchasing. Further work is required to confirm these figures for South Australia

Based on information provided to the Local Government Electricity Forum conducted by LGA Procurement in early March, 2017 there is enough information to suggest the savings from bulk electricity contracting to Councils not only exceeds 2% (around $550,000) but in comparison with current default contracts would be in the order of more than $30m. LGAP argues the savings on the electricity component are likely to be closer to 40%. While these figures cannot be verified in this report at this time the additional information suggests that the savings are likely to exceed 2% and therefore that additional work on savings from procurement is warranted.

Estimated 2% on total spend on LGAP contracts for participating Councils is Potential minimum $38,630,497 x 2% = $772,610/68 councils = $11,362 saving of $11,362 if Councils participate Not all councils have used the LGAP services so dividing the total by 68 gives a per and if 2% discount is council saving that is lower than that realised for participating Councils and a saving also valid for South that is not realised for non-participants. Australia

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Advertising LGAP has stated that they accessed actual discounted advertising rates of a total of $3,372 $229,293 for the whole sector divided by 68 Councils gives an average of $3,372 savings per Council

Total potential saving per Council $63,459

Governance Report Statement Governance $73,870 Governance 48 Model Policies, Guidelines, Standard Operating Procedures Resources (excl. EM relevant guides) $14,400 Governance On call governance support (telephone or email) Helpdesk $1,470 Additional LG Acts legal spend per annum (yearly average) $42,000 Delegations Independent establishment costs Register $2,000 Maintenance costs $14,000 Non Cash Avoidance of risks, lower potential for legal or other claims to be made Benefits: against council Opportunity cost of assisting officers to proceed with confidence, minimising administrative delays Assistance in relation to managing code-of-conduct issues

Verification Senior LGA staff have advised the following information; Governance Resources LGA estimates staff costs to annually update 48 model policies, guidelines and standard $14,400 operating procedures is $300 per document which seems reasonable. $300 x 48 = $14,400. Councils not using LGA documents would need to maintain and update their own documentation and would not be able to share this cost between councils. LGA estimates that staff time to answer direct responses via email and phone calls to $1,470 Councils seeking governance information and supporting the Local Government Governance Network, including published material as $100,000 which seems reasonable for the work undertaken. $100,000 divided by 68 is $1,470. $42,000 is the actual 6 year annual average of expenditure on legal advice provided to $42,000 Councils. The advice is provided on matters that are relevant to all Councils such as advice when legislation changes. Therefore Councils would incur additional individual legal expenditure if this service was not available. The original delegations template cost $22,000 and the report divided this figure over the 11 years since the original development being $2,000. This establishment cost is less each year so it has not been included in the validation The delegations template is updated each year and the average actual maintenance cost $14,000 for the past 3 years is $14,000. A council would need to spend this individually if they were not part of this network.

Total potential saving per Council $71,870

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Workforce Report Statement

Workforce $26,087 Industrial Relations Availability of pre-qualified panel for IR & HR advice $- Training Provision of free or subsidised training $70 50% of training offered is unique $2,625 Accessibility to online training $500 Careers in LG Employment promotional kits $100 Promotion of local government as a career of choice (less R&D contribution) $2,205 Traineeships - wage subsidy for regional trainees for 2 years (63 regionally based trainees) $16,176 Conferences & Events Discounted conference attendance compared to full commercial rates $4,412

Verification Senior LGA staff have advised the following information; Workforce LGA staff have validated that 50% of the LGA training program is unique to the LGA and $2,629 not offered commercially. The LGA is offering training on unique content at approximately 35% cheaper than commercial training companies are offering to develop and deliver this type of training. There are 2,500 training participants. An average of 50% of these attending unique content training are paying $410 per day to the LGA. Therefore 1250 participants at $410 is a cost of $512,500. Training at 35% more per participant would cost $553 each which would be a total cost of $691,250. Thus total saving $178,750 or an average of $2,629 per Council. LG Employment Promotional Kits cost $6,800 divided by 68 Councils is $100 $2,306 Promotion of Local Government as a career of choice; the LGA contributed $150,000 to the careers campaign, divided by 68 Councils is $2,206 Conference costs had been compared to commercial rates being approx. $1,800 per full $2,096 day conference per participant. LGA SA Conferences attract an average of 1,000 attendees in a year. Discussions with LGA staff confirm that there are two major events a year both being two day events with an average attendance of around 250, so 250 x 4 has been used. As many attendees would attend for both days, a more conservative estimate would be 250 participants x 2 events being 500 participants. LGA staff also note that the conferences attract a $285 discount for members compared to non-members using actual LGA prices. While based on the $1,800 commercial estimate a higher figure might be justified, verification could not be provided for the $300 per day estimate in the report. Using the member/non-member figures, we validate 500 participants x $285 discount = $142,500 divided by 68 gives an average of $2,096.

The amount of saving per council then depends on the number of attendees.

Total potential saving per Council $7,031

Services not available to all Councils. Average benefit for eligible and participating Councils Traineeships are not available to all Councils so are shown separately here. $15,602 LGA’s acquittal records show that $889,305 was spent in the 15/16 financial year. 57 Councils participated so the average in this case is $889,305 divided by 57 = $15,602

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Online Services Report Statement

Online Services $100,000 Website Additional costs to use a commercially available service $50,000 Intranet Additional costs to use a commercially available service $20,000 My Local Services App Additional costs to use a commercially available service $20,000 Candidates' Website Additional costs to use a commercially available service $10,000

Non Cash Benefits Shared databases, templates and infrastructure Avoidance of costs and risks through joint development & operations

Verification Senior LGA staff have advised the following information; Online Services Alternative suppliers of website software have been costed at $50k more than using the $50,000 LGA’s system. The LGA also does not charge a ‘per seat’ cost which is a further saving for some Councils. This is a potential $50,000 saving per Council Alternative suppliers of website software provided for intranet for an additional cost $20,000 whilst the LGA’s system is at no extra cost. This is potential saving per Council of $20,000 Alternative suppliers for an individual app for each Council have been costed at $20,000. $20,000 There are no additional costs to Councils for using the Local Services App. The candidate website is provided at no cost to individual councils and alternative $10,000 commercial products have been costed at $10,000 per Council

Total potential saving per Council $100,000

Research Scheme Report Statement

Research Scheme $19,970 R&D Scheme Equal annual share in distributions as averaged over 10 years/68 councils $19,970

Non Cash Benefits: Access to best practice and innovation

Verification Senior LGA staff have advised the following information; Research Scheme R&D funding provided from the LGFA averaged over past 10 years is $1,358,000. There $19,970 will be different amounts per approved projects and Councils will access different projects and different levels of funding but divided by 68 Councils gives an indicative amount of $19,970 per Council per year

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Advocacy Report Statement

Advocacy $2,194,974 Cash / Cash Equivalents Community Level Pensioner Annual distribution to pensioners (successful lobbying effort) Concessions $410,723 CWMS Community Wastewater Management Scheme (unavailable to councils unless pursued by LGA) $60,294 Public Health Plans 5 year service agreement $2,147 Road Funding Additional road funding secured (R2R) $1,379,411 Public Library Public library materials and operating grants Grants $175,808

Operational Level Public Lighting SAPN Charges $32,353 Library Services Library Central Services $88,235 One Card Network $1.75m in savings estimated $25,735 LG Networks Facilitated access to professional peer networks $- i-Responda Access to externally funded system training (annual allocation) $1,911 Emergency Federal support for implementation of emergency management Management $1,441 Climate Change Climate change adaptation $500,000 over 4 years $1,838

Non Cash Benefits Opportunity realisation, ability to seek out and pursue beneficial opportunities on behalf of members

Media Print/Online Equivalent 200 1/8th page articles for year, shared across 68 councils $1,840 Broadcast Equivalent 300 120-second broadcast spots, shared across 68 councils $13,235

Non Cash Benefits: Positive promotion of local government 17 key amendments to the Planning Bill to benefit councils Election promotion and co-ordination with ECSA

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Verification Senior LGA staff have advised the following information; Advocacy SA Public Health provided the LGA with $1.26m for support to Councils to implement $3,480 the Public Health Act over 5 years. The ‘Value’ document uses the budget figure of $146,000 to estimate benefit to Councils for the 2015/16 year. Actual expenditure acquitted for the year was $236, 682 divided by 68 Councils = $3,480 benefit. There were additionally other inputs by the LGA for instance, training but this benefit has not been validated at this time. The LGA lobbied with the ALGA to achieve additional road funding of $93,800,000 over $459,804 a period of 3 years divided by 68 Councils gives an average of $459,804 per year. The current commitment for additional funding concludes in 2017/18. The LGA lobbied to achieve agreements with State Government to provide grants each $175,809 year to Council libraries. Total funding $11,955,000 divided by 68 Councils is $175,809. The LGA achieved a direct saving for Councils by challenging the basis on which SAPN $32,353 was charging Councils for public lighting. This was a saving of $2,200,000. The saving per Council would depend on the amount of street lighting a Council had but on average $2,200,000 divided by 68 is $32,353 Plain Services (now Public Library Services) provide services to Council libraries at $88,235 $6,000,000 divided by 68 Councils is $88,235 Public Library Services estimate savings of $1,750,000 for Councils on the ‘one card’ $25,735 system divided by 68 = $25,735. I-Responda funding for Council support and training was identified as being $175,000 $2,574 in the 2015/16 year divided by 68 giving an average of $2,574 Emergency Management funding is sourced from both Federal and State Governments $1,441 at $98,000 divided by 68 Councils being an average of $216,149 was spent on Climate Change projects in 2015/16. Divided by 68 is an $3,179 average of $3,179 The LGA printed ¼ page content at an average of $1000 each with approx. 200 articles $2,941 printed in a year i.e. approx. $200,000 per year. Divided by 68 Councils is $2,941 average per Council. If there was no LGA and Councils needed to promote local government themselves, they could possibly spend considerably more than this. The LGA broadcast approx. 350 items at 30 second spot at an average cost of $1500 $7,721 being $525,000 per year, divided by 68 gives an average of $7,721. If there was no LGA and Councils needed to promote local government themselves, they could possibly spend considerably more than this. The above print and broadcast media are an example of the ‘one voice’ representing local government in South Australia as a whole rather than 68 voices

Total potential saving per Council $803,272

Pension Concessions. The LGA’s lobbying to achieve an annual distribution to Pensioners of the Cost of Living Potential allowance to replace the Pensioner Concessions received by Councils. average If the Cost of Living allowance had not been implemented, Councils would have had to benefit of decide whether to replace the State Pension Concessions with their own concessions. The $411,765 per approximate total Pension Concessions for the State was $28,000,000 which could have Council had a total impact on Councils of $28,000,000 divided by 68 being $411,765

Services not available to all Councils. Average benefit for eligible and participating Councils New CWMS schemes receive subsidy from the State Government via LGA $683,333 and in response to LGA lobbying for a 10 year funding agreement. Total value for 15/16 was $4,100,000 divided by 6 participating Councils being an average for participating Councils of $683,333

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Councillor Support Report Statement

Councillor $21,967 Model Policy: Allowances & Benefits for Council Members $1,500 Model Policy: Caretaker Policy $1,500 Guide: Choosing a Chairperson, Deputy Mayor & Deputy Chair Person $1,500 Guide: Conflicts of Interest Guidelines $1,500 Guide: Council Committee Members $1,500 Advice: Council Member Allowances - Taxation Implications $1,500 Guide: Council Members Guide $1,500 Guide: Meeting Procedures Handbook $1,500 Advice: Primary & Ordinary Returns for Council Members (Part A) $1,500 Advice: Primary & Ordinary Returns for Council Members (Part B) $1,500 Guide: Training & Development Plan for Council Members $1,500 Insurance Personal Accident Cover + personal property (whilst on council business) $5,060 Insurance Accident cover for members and travelling companions (while on council business) $253 Insurance Professional Indemnity (transfers back to council) $8,404 Non Cash Benefits Online & face to face elected member training (council member essentials)

Verification Senior LGA staff have advised the following information; The Governance section of the report stated that it cost $300 per policy/guideline to review, and this would appear to be a realistic estimation for review of policies etc. Some policies would also not require annual review due to Council elections being held every 4 years. The following costs are suggested as more representational of previous costs methodology in the report and taking into account the likely review timetable and that a Council that was not part of the LGA would need to do this work themselves. Allowances & Benefits for Council Members (annual review) $300 Caretaker Policy (election review every 4 years) $300/4 = $75 annualised $75 Choosing a Chairperson, Deputy Mayor & Deputy Chair Person (annual review) $300 Conflicts of Interest Guidelines $300 Council Committee Members $300 Council Member Allowances–Taxation Implications (every 4 years) $300/4 = $75 $75 Council Members Guide (Annually)–This guide is a considerable body of work, $1500 cost would $1,500 seem reasonable Meeting Procedures Handbook (legislation changes, possibly every 2 years) – This handbook is a $750 considerable body of work so the $1500 cost would seem reasonable divided by 2 years Primary & Ordinary Returns for Council Members (Part A) (Annual Review) $300 Primary & Ordinary Returns for Council Members (Part B) (Annual Review) $300 Training and Development Plan for Council Members (Annual Review) $300 Insurance –Personal Accident Cover & Personal Property is included at no extra cost to Councils $5,060 in their annual insurance costs and compared to commercial products. $460 per elected Member. There is an average of 11 Councillors per Council, $460 x 11 = $5,060 Insurance – Accident cover for travelling companions, minor – further work required to validate Insurance - Professional Indemnity is included at no extra cost to Councils in their annual $8,404 insurance costs and compared to commercial products. $764 per elected member x average of 11 Councillors per Council, $764 x 11 = $8,404 Total potential saving per Council $17,964

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Summary of Savings available to all Councils Report (Ave. per Council) Validated (Ave. per Council) Insurance $146,991 $370,827 LGFA $136,263 $103,235 Procurement $78,344 $63,459 Governance $73,870 $71,870 Workforce $26,087 $7,031* Online Services $100,000 $100,000 Research Scheme $19,970 $19,970 Advocacy $2,194,974 $803,272* Councillor $21,967 $17,964 TOTAL (Ave. per Council) $2,798,466 $1,557,628 Total Councils = Average x 68 $190,295,688 councils

*See table below for more details

Summary of Savings not available to all Councils Validated (Ave. per eligible and participating Council) *Workforce – Traineeships $15,602 *Advocacy - CWMS $683,333

Potential Cost to Council Validated (Ave. Council) *Advocacy - Pension Concessions 411,765

Notes on data calculations The original report took the average of $2,798,466 and multiplied this by 68 Councils calculating a benefit of $190,295,688 across the sector. This figure was then apportioned across the Councils based on their populations.

Some areas have a cost to the LGA, the benefits of which apply to all Councils. For instance, legal advice on matters which are applicable to all Councils, costs the LGA $42,000. An individual Council seeking the same advice on their own will incur a fee which may be as much as the fee paid by the LGA. Therefore we have assumed that in the absence of the LGA each Council would incur the same fee charged to the LGA, so the benefit to the sector would be extrapolated to 68 x $42,000 being $2,856,000.

Apportioning value to each Council by either using a straight average or by allocating by population may not necessarily reflect the true value to each Council. This is an intrinsic problem with the use of average value or apportioned values. Given the nature of the data this report has used averages as they provide an indicative but not definitive result.

Some costs are required to be met annually by Councils no matter what the size of the Council’s population and also some costs are only met by Councils that use the services which may not reflect the size of the Council. Dividing the total costs by 68 can be misleading as not all Councils choose to use all services or to use them to the same extent as others. The level of use may not be size based and there are some services which are not available to all Councils. For instance CWMS is only

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available to Councils that need to provide a sewer scheme instead of the State Government providing it. Electricity for Street Lighting and funding for Libraries are likely to have a higher value benefit to larger Councils.

Considering savings as a whole It may be more useful to consider the whole sector for the validated figures for each section compared to total subscriptions paid by Councils, as summarised below.

Total Subscriptions received by LGA from Councils in 2015/16 was $2,117,835.

It should be noted that subscriptions fund the core of the LGA operations but Councils pay fees or premiums in addition for some specific services such as accessing the LGA’s websites contract.

Costs Comment Validated total Annual Benefit Insurance Benefit to sector $25,216,230 LGFA - Loans Total savings on interest $6,952,000 LGFA –banking Fee Free banking $1,000 per Council given so x by 68 in this case $68,000 Procurement Total cost of tendering $3,313,333 Procurement Group purchasing discount $772,610 Procurement Advertising $229,293 Governance Update 48 policies etc. annually. Benefit to sector is 68 x $14,400 $979,200 Governance Governance support $100,000 Governance Legal advice. Benefit to sector is 68 x $42,000 $2,856,000 Governance Delegations template. Benefit to sector is 68 x $14,000 $952,000 Workforce Benefit to sector $478,100 Online Services Website costs are per Council so x 68 in this case $100,000 x 68 $6,800,000 Research Scheme Average per year for sector $1,358,000 Advocacy Public Health plans funding $236,682 Advocacy Additional road funding (annualised) $31,266,666 Advocacy Library grants $11,955,000 Advocacy Street Lighting $2,200,000 Advocacy Plain Services $6,000,000 Advocacy Public Library savings for one card system $1,750,000 Advocacy I-Responda $175,000 Advocacy Emergency Management $98,000 Advocacy Climate Change $216,149 Advocacy Print Media $200,000 Advocacy Broadcast media $525,000 Councillor Review of policies etc. Benefit to sector is $4,500 x 68 $306,000 Councillor Personal Accident insurance $460 per elected member – total of 707 $325,220 elected members for 2015/16 (LGA Representation Quota) = 707 x $460 Councillor Professional indemnity $764 per elected member x 707 elected $540,148 members

TOTAL For whole sector, available - to all $105,868,631

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Costs Comment Validated total Annual Benefit/Cost Workforce Traineeships 889,305 Advocacy CWMS 4,100,000 TOTAL For eligible and participating Councils 4,989,305

Costs Comment Validated total Annual Benefit/Cost Advocacy Potential savings – Pensioner Concessions $28,000,000

Costs Comment Validated total Annual Benefit/Cost TOTAL Includes available to all, participating and potential $133,368,568

Service Areas not included in Original Report Senior LGA staff have advised the following benefits that were not included in the original report and should be included in the next proposed update:

State Local Government Infrastructure Partnership The LGA has provided a template business case and application lodgement process for this project. The LGA is represented on the project assessment committee and the approving authority comprises the State Treasurer, Minister for Local Government and the LGA President.

Under this program the State will provide $3m per year for 10 years. The LGA is also facilitating with the LGFA capitalising this amount to provide Councils with up front grants in the order of $25m. It would be reasonable to incorporate the estimated $25m in grants as a benefit in the 2017/18 financial year.

Emergency Management The LGA CEO is a member of the State Emergency Management Committee and the LGA also supports Councils when they are seeking to recover from emergencies. The LGA is a lead agency under the State Emergency Management Plan with a number of responsibilities including ensuring that trained representatives are available to attend the State Emergency Centre when it is activated and operating a Function Support Centre during an emergency. This activity would require costing before it could be incorporated in the value statement.

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Works Cited Aulich, G. G. (2011). Consolidation in Local Government: A Fresh Look.

Australian Local Government Association. (n.d.). About ALGA. Retrieved March 3rd, 2017, from Australian Local Governement Association: http://alga.asn.au/?ID=42&Menu=41,81

Council of Europe. (1985). European Charter of Local Self-Government. Strasbourg.

VNG International. (2007). Establishing a Local Government Association (LGA). The Hague: VNG International.

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CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Vanita Schwarz, Volunteer Development Officer

Line Manager: Rachel Read, Unit Manager Human Resources

Senior Leadership Team: Steph Roberts, Manager Human Resources

Chief Executive Officer: Adrian Skull

Subject: City of Marion Volunteer Program – Annual Report

Report Reference: GC130318R08

REPORT OBJECTIVES & EXECUTIVE SUMMARY This report provides a copy of the Annual Report for the City of Marion Volunteer Program for the period of 1 January to 31 December 2017. The Annual Report provides an overview of volunteers registered within the eight Council volunteer programs. During this reporting period, 356 City of Marion registered volunteers contributed 38,858 hours of service to a variety of City of Marion programs and services. This equates to $1,066,652 of value when calculated at the Australia Bureau Statistics recommended rate of $27.45 per hour. The cost of supporting and managing volunteers during this period was $289,457.

This Annual Report provides full details of the volunteer program areas, the operational cost of maintaining the volunteer program and the contribution made by the volunteers. The report also measures the effectiveness of the City of Marion management framework of volunteer programs, as measured against Volunteering Australia’s National Standards.

Key highlights and achievements during this period have been:

 The introduction of new volunteer programs; Events Volunteers, Tonsley Tours, Staff and Volunteer Induction Tours  Development of partnerships and strategies to support Clubs/Committees in the City of Marion  Encouraging the recruitment of volunteers who have arrived from countries other than the main English speaking countries

RECOMMENDATIONS DUE DATES That Council: 1. Notes the Volunteer Program Annual Report 2017 13 March 2018

BACKGROUND All volunteers in the program are supervised by City of Marion staff and contribute to Council programs and services. The report outlines the range of City of Marion volunteer programs, and measures volunteer contributions in dollars and hours, the operating costs of the Volunteer Program to Council, new volunteer programs and initiatives, current and future

Report Reference: GC130318R08

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trends, volunteer celebrations and an assessment of the Volunteer Program against Volunteering Australia’s National Standards for Volunteer Involvement.

ANALYSIS Legal/Legislative and Risk Management The WH&S Act has increased the need for training and review of volunteer programs across Local Government and the Not for Profit Sector. Changes to the Child Protection Act and screening are expected to increase again in 2018.

Social / Cultural Impact The City of Marion volunteer program includes a diverse range of individuals, including new arrivals to Australia, retired people, and people who are seeking to further their skills to gain employment, from a range of ages. A positive and strong volunteer culture contributes towards increased community capacity and provides reciprocal benefits of community wellbeing for both those receiving a service and for the volunteers providing it.

Consultation In 2017 KPMG was engaged to conduct an audit on the City of Marion Volunteer Management Systems and processes. Extensive consultation has occurred with a range of external agencies and peak bodies, including Volunteering SA/NT, Volunteering Australia, and other Local Councils to ensure the City of Marion practices are in line with other organisations at both state and national level. A number of recommendations have resulted from the KPMG audit which will be implemented over the next 6 months.

The Finance and Audit Committed requested confirmation that the actions and improvements included in the KPMG audit report are being implemented, which was confirmed by management. The committee noted the high risk areas are being addressed. The importance of implementing a volunteer strategy was highlighted. An update on the progress of actions and improvements committed to by management will be reported back to the Finance and Audit Committee.

CONCLUSION

The City of Marion provides support, training, supervision and recognition to ensure both the volunteers and recipients of the services are provided with a safe and professional environment for the benefit of all parties.

The Annual Report, appendix one, identifies that the City of Marion has achieved full competency in three National Standard Categories and is focused on continuous improvement to reach 100% competency in the remaining five.

APPENDICES Appendix 1 - Volunteer Program Annual Report 2017

Report Reference: GC130318R08

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APPENDIX ONE

City of Marion Volunteer Program – Annual Report 1 January – 31 December 2017

1. INTRODUCTION

The Annual report provides an overview of the key components related to the management and costs of the City of Marion Volunteer Program. All volunteers in the program are supervised by City of Marion staff and contribute to Council programs and services. The report outlines the range of City of Marion volunteer programs, and measures volunteer contributions in dollars and hours, the operating costs of the Volunteer Program to Council, new volunteer programs and initiatives, current and future trends, volunteer recognition and celebrations, and an assessment of the Volunteer Program against the Volunteering Australia’s National Standards for Volunteer Involvement.

A total of 356 City of Marion volunteers contributed 38,858 hours of service to the dollar value of $1,066,652 when calculated at the Australian Bureau of Statistics (ABS) recommended rate of $27.45 per hour.1 The total operational cost of maintaining all aspects of the volunteer program is $289,457.

Volunteering Australia identifies eight categories and the actions required to attain the national standards. The City of Marion has achieved full competency in three of the categories and has identified the actions required to move towards full competency in the remaining five.

There are a number of emerging trends in Australia’s volunteer sector that will impact on the City of Marion Volunteer Program. A summary of each of these issues is provided in this report. It is noted that during this reporting period the cost of maintaining volunteer programs increased. This is due to the rising costs of fulfilling legislative requirements including the increase in the number of DCSI (Department for Communities and Social Inclusion), National Police checks required and training costs.

2. OUR PROGRAMS AND ECONOMIC VALUE

The City of Marion’s Volunteer Program consists of volunteers who are directly supervised by City of Marion staff and contribute value to City of Marion projects and programs. Over the last three years, volunteer numbers and their contributions have remained reasonably steady.

Volunteers provide support to the following City of Marion Programs:

• Community Transport - Community Bus and Community Passenger Network

• Community Care - Social Support

• Crime Prevention – Graffiti Removal

• Libraries including Marion Heritage Research Centre

• Neighbourhood Centres

1 Taken from Economic Value of Volunteering in South Australia: A report commissioned by the Office for Volunteers, Government of South Australia

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• Justice of the Peace

• Human Resources – Events, Tonsley Tours and Staff/Volunteer Induction Tours

Table One: Summary of City of Marion Volunteer Program Volunteer Contribution

Volunteer Number of Volunteer Program contribution in Volunteers hours $2

Community Transport 20 6,823 $187,291

Community Care Services 30 3,416 $93,769

Graffiti Removal Program 60 1,080 $29,646

Libraries 70 6,683 $183,448

Neighbourhood Centres 147 19,250 $528,413

Human Resources 11 67 $1,839

Justice of the Peace 18 1,539 $42,246

TOTAL 356 38,858 $1,066,652

3. OPERATING COSTS

Volunteers are by definition unpaid and therefore this can come with an assumption that the involvement of volunteers has no financial resource implications for the organisation or for the individuals who volunteer.

The total operational cost of maintaining all aspects of the Volunteer Program for City of Marion, including staff coordination costs is $289,457.This cost includes staff supervision, training, recognition, travel reimbursement, advertising, police checks and equipment. Table Two provides details of the cost of operating the current volunteer base.

The costs of maintaining and continuously improving the management and training of our volunteer workforce are expected to increase. The development of a three year training plan, updating of volunteer induction resources and the improvement of our volunteer recruitment and screening systems (as recommended by the recent KPMG Audit) will outline the required budget increase to address the gaps in our Volunteer Management system.

Table Two: Summary of City of Marion Volunteer Programs showing operating cost

Staff Staff Training, Supervision/ Supervision/ Recruitment Travel Rewards & Total Program Coordination Coordination & Equipment Reimbursement Recognition Cost required in hrs $ Community 1,450 $58,150 $1,017 $9,541 $200 $68,908 Transport

Community Care 1,500 $54,480 0 $25,016 $300 $79,796 Services3

2 Calculated at $27.45 per hour 3 Costs relating to this program are funded by the grant funding – Commonwealth Home Support Program.

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Staff Staff Training, Supervision/ Supervision/ Recruitment Travel Rewards & Total Program Coordination Coordination & Equipment Reimbursement Recognition Cost required in hrs $ Graffiti Removal 605 $20,570 $5,129 $1,235 $500 $27,473 Program

Libraries 140 $4,480 0 0 $500 $4,980

Neighbourhood

Centres

Justice of the Peace 50 $1,373 0 0 $220 $1,593

Human Resources 30 $1,196 $110 0 0 $1,306

DCSI $7,054 Admin Overall Coordination PRM $1,820 $4,774 of Volunteer 2,000 $75,600 0 Recognition $106,931 programs HYPA Event $11,683 $6,000

Total 7,675 $291,415 $27,713 $35,892 $14,194 $369,253 (Including grant funding)

Total 6,175 $236,935 $27,713 $10,876 $13,894 $289,457 (Excluding grant funding)

4. EVALUATION

Volunteering Australia identifies eight categories and the actions required to attain competency for each of the national standards. Since May 2007 the City of Marion Volunteer programs have been self-assessed against Volunteering Australia National Standards.

The 2016 self-assessment shows that the City of Marion has achieved 100% competency in three of the standards and is continuing to improve internal management systems to further meet the remaining National Standards and ensuring legal requirements are fully met. These actions will be addressed and worked towards completion in the next 12 months.

Volunteering Australia National Standards promote a model of best practice in the management of volunteers. Volunteering Australia updated the formal definition of volunteering in 2015.

The eight National Volunteer standards, addressing the key areas of volunteer involvement are:

1. Leadership and management

2. Commitment to volunteer involvement

3. Volunteer roles

4. Recruitment and selection

5. Support and development

6. Workplace safety and wellbeing

7. Volunteer recognition

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8. Quality management and continuous improvement

Since May 2007 the City of Marion has used the benchmark criteria to measure its volunteer program and maintain a commitment to review, maintain and continue to improve its processes and practices. This is a reflection of the continuous review and work undertaken by the Council to improve the way in which Volunteer Programs are managed. Table four demonstrates improvement opportunities and outlines the actions planned to ensure the program moves towards achieving full attainment in all standards.

In 2017 six key developmental areas were addressed:

 Development for Volunteer WH&S Action Plans addressing: Hazard Register Development, Training Needs Analysis, Volunteer Induction Review, Volunteer WH&S Consultation Committee Development.

 Implementation and evaluation of Skilled Volunteer Pilot Program

 Launch an Events Volunteer pool, Tonsley Tours and Staff/Volunteer Induction Tours

 Better Impact Database Review and Development Plan

 Development of partnerships and strategies to support Clubs/Committees in the City of Marion

 Encouraging the recruitment of volunteers who have arrived from countries other than the main English speaking countries

The next reporting period (2018) will focus on the following developmental areas:

 Implementation of WH&S Action Plan outcomes

 Future of Volunteering - Review and development of new/emerging volunteer roles, such as micro volunteering, ‘Community Champions’ in response to changes in the nature of volunteering across the sector.

 KPMG Audit – Implementation plan to address audit outcomes and recommendations

 Research and development of potential Recruitment and Retention strategy for City of Marion Volunteer programs, including the recruitment of volunteers who have come from countries other than the main English speaking countries

 Years Of Service – Recognition Review for volunteer Years of Service

5. KPMG AUDIT

An audit has recently been undertaken by KPMG, with the objective to assess the arrangements in place to manage and oversee volunteers working with the City of Marion. A number of positive observations were made during the internal audit, for example the volunteers interviewed emphasised that they feel valued and supported.

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Table Three: KPMG Issue and Actions

Issue

Absence of a 1. A Volunteer Management Strategy will be developed. The Volunteer Management Strategy will be presented to the Senior Leadership Team on comprehensive volunteer 26 March for engagement and input. The Volunteer Management Strategy will be finalised by 31 May 2018. strategy/plan 2. A review of the strategy will be conducted on an annual basis.

DCSI clearance checks not 1. 95% of DCSI and PRM checks have now been completed. Those staff, whose DCSI or PRM Checks remain outstanding, have been suspended required for library until the relevant check are undertaken. A recommendation will be brought to the Audit Committee, addressing the implementation of DCSI screening volunteers for all current library volunteers. This will continue to be a potential risk to our community and Council, if we do not proceed. We further note, communications have been provided to all Library staff, regarding the requirement of volunteers to have DCSI checks performed by 14 March 2018. If checks are not undertaken by this due date, they will be suspended of volunteering duties.

Insufficient control 1. Review in conjunction with the implementation of the Volunteer Management Strategy with consideration to be given to resourcing. environment surrounding 2. A process will be established to ensure files are created within Better Impact to enable personal and relevant information to be accessible by volunteer recruitment and relevant parties. Recommendations from above will be implemented by 31/05/18. screening 3. This process has been implemented and communicated via email to the Volunteer Managers. 4. The Volunteer Policy will be updated by 30/04/18.

Incomplete and inaccurate 1. PRM and DCSI process has been implemented. volunteer database 2. A process will be implemented to ensure Volunteer Managers are responsible for updating Better Impact, the volunteer database. 3. Recommendations for the Finance and Audit committee, specifying iPads to be used at each site to capture this information, along with associated costs. 4. This process will be reviewed in consultation with the Graffiti Removal Coordinator, and a solution that supports this recommendation will be developed and proposed by 31/03/18.

Lack of formal performance 1. Review of the existing performance review process for volunteers will be completed. reviews 2. Development of necessary enhancements. The enhanced process will then be implemented by 30 May 2018.

1. The Volunteer Code of Conduct will be reviewed in-line with the Local Government Code of Conduct and the Code of Expected Behaviours by Lack of a comprehensive 30/04/18. Code of Conduct

Absence of a 1. We have engaged with the Communications Unit in regard to a marketing plan. A marketing plan will be developed once the Volunteer comprehensive volunteer Management Strategy is finalised and implemented by 30 June 2018. strategy/plan 2. Review the website and engage with the Volunteer Managers. Recommendations will be made by 30 June 2018.

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6. RECOGNITION AND CELEBRATIONS

The International Volunteers Day Afternoon Tea (December 2017) was held at the Marion Cultural Centre and was attended by 150 volunteers, partners, Elected Members and staff. The event recognised the work undertaken by City of Marion volunteers, who were presented with Years of Service Awards and Premiers Recognition Awards for Outstanding Volunteer Service.

International Volunteer Managers Day (November 5th 2017) was acknowledged internally. The Volunteer Managers Group were recognised and thanked for their significant contribution to their community, organisation and the volunteer sector through the work they do and their commitment to volunteers.

City of Marion volunteers are also recognised within their specific program areas throughout the year.

The Australian Bureau of Statistics (2011) report that 17.6% of Marion residents formally volunteer within the community and contribute to sporting clubs, associations and not for profit organisations etc. Volunteers within the broader Marion community are recognised via nominations for external awards such as the Premiers Recognition Award for Outstanding Volunteer Service. These volunteers are also offered free training and networking support.

Volunteers provide invaluable services across the City of Marion, positively contributing to the health, wellbeing, environment and vitality of our City.

7. NEW VOLUNTEER PROGRAMS AND INITIATIVES

 Human Resources - Skilled Volunteers, Events Volunteers, Tonsley and Staff/Volunteer Induction Tours  Development of Smart City Volunteering Project  HYPA Geared2Drive Program launched  Development of partnerships and strategies to support clubs/committees in the City of Marion

8. ISSUES AND TRENDS

A number of issues and trends impact on the City of Marion’s volunteer programs, including:

 Increased demand for skilled volunteering opportunities for graduates from tertiary institutions  Legislative requirements – background screening checks and WH&S  Increase in episodic as opposed to long term volunteering  Increased number of new arrivals volunteering  Increased demand for non-traditional, high skilled volunteering roles

There are a number of emerging trends in Australia’s volunteer sector:

 Legislative requirements: The impact of legislative requirements on the volunteer workforce and relevant training result in increased resources required for the administration of these requirements. The WH&S Act has increased the need for training and reviews of volunteer programs across Local Government and the not-for-profit sector. Changes to the Child Protection Act and background screening checks are expected to increase in 2017.

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 Episodic volunteering: While Australia’s volunteers are increasing in numbers, the median amount of time contributed to volunteering is decreasing4. It is becoming rarer for individuals to give a long-term commitment to volunteering for a specific organisation; rather preference is for short term (episodic) opportunities with a focus on a particular project or skill. This presents challenges and opportunities for programs that rely on a regular volunteer commitment to deliver services and the organisation’s investment of time to induct volunteers for minimal volunteer return.

 New arrivals: Volunteering is seen as a way to increase understanding of the Australian community, practice English language skills, create new social networks and build networks for future employment. Often highly skilled new arrivals come to seek a volunteer placement while they search for employment. Whilst City of Marion does not collect data re cultural and linguistically diversity (CALD), national data informs us that 28% of adults born overseas volunteered and 25% of adults speak a language other than English at home.5

Emerging trends impact on Council’s capacity to meet community needs and successfully manage the volunteer program. Sources of these trends include feedback and observations from volunteers and Volunteer Managers, the community, Local Government Volunteer Managers Network, sector peak bodies, research and reports from Volunteering Australia. The trends and issues will be considered in current practice and in planning for the future.

9. NETWORKING

The City of Marion works closely with other agencies and peak bodies to ensure the needs of volunteers are represented. City of Marion staff partner with other organisations including:

 Volunteering SA  Local Government Volunteer Managers Network  Volunteering Strategy For South Australia  Office for Volunteers  Volunteering Australia  New Venture Institute, Renewal SA (Tonsley Precinct)  Local Government Association of South Australia  Southern Volunteering

10. CONCLUSION

4 https://www.volunteeringaustralia.org/wp-content/uploads/State-of-Volunteering-in-Australia-2012.pdf

5 https://www.volunteeringaustralia.org/wp-content/uploads/VA-Key-statistics-about-Australian-volunteering-16- April-20151.pdf

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Table Four: Measuring the City of Marion Volunteer Program against Volunteering Australia National Standards

This report is taken from the online self-assessment tool.

National Measurements Competency Action Required Volunteering Standard

Standard 1: - Volunteer Leadership 85% - Document and implement processes for securely managing Leadership and - Volunteer Management volunteer personal and confidential information which is compliant Management - Volunteer Records with privacy legislation - Partnerships for Volunteer Establish processes for regular review of volunteer related Activities partnerships - Document and implement processes for managing relationships with volunteer partner agencies which address practice principles, roles, expectations and evaluation -

Standard 2: Commitment to Volunteer 89% - Identify and provide required training, supervision and resources Commitment to Involvement to staff with volunteer involvement responsibilities Volunteer - Incorporate the reasons and benefits for involving volunteers into Involvement planning process and documents, and ensure staff understand and can articulate them

Standard 3: Volunteer roles 100% - Continuous Improvement: Review volunteer roles and Volunteer Roles requirements through completion of WH&S Action Plans - Development of new innovative roles for volunteers across the organisation

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National Measurements Competency Action Required Volunteering Standard

Standard 4: Volunteer Recruitment and 100% - Continuous Improvement: Review recruitment processes and Recruitment and Selection explore/develop retention strategy Selection

Standard 5: Volunteer Support and 95% - Establish comprehensive orientation practice to ensure Support and Development volunteers understand and agree to their rights, responsibilities Development and the code of conduct, child safe environments, organisational values, customer experience and cultural awareness

Standard 6: Volunteer Safety and Wellbeing 89% - Incorporate volunteer health and safety needs into the Workplace Safety organisation's WHS policies and procedures and Wellbeing

Standard 7: Recognising Volunteers 100% - Continuous Improvement: Continuous research and review of Volunteer volunteer recognition initiatives for all volunteers Recognition

Standard 8: Improving Volunteer Involvement 95% - Establish a system for identifying required changes to volunteer Quality involvement policies and procedures, and how those changes are Management and implemented and communicated Continuous Improvement

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CITY OF MARION GENERAL COUNCIL MEETING 13 March 2018

CONFIDENTIAL REPORT

Originating Officer: Heather Michell, Land Asset Officer Deborah Horton, Quality Governance Coordinator

General Manager: Abby Dickson, General Manager City Development

Subject: Kaurna Native Title Claim

Reference No: GC130318F01

If the Council so determines, this matter may be considered in confidence under Section 90(2) and (3)(h) of the Local Government Act 1999 on the grounds that the report contains legal advice.

Adrian Skull Chief Executive Officer

RECOMMENDATION

1. That pursuant to Section 90(2) and (3) (h) of the Local Government Act 1999, the Council orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Tony Lines, General Manager City Services; Vincent Mifsud, General Manager Corporate Services; Abby Dickson, General Manager City Development; Kate McKenzie, Manager Corporate Governance; Heather Michell, Land Asset Officer; Craig Clarke, Unit Manager Communications; and Jaimie Thwaites, Unit Manager Governance and Records, be excluded from the meeting as the Council receives and considers information relating to the item 'Kaurna Native Title Claim', upon the basis that the Council is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the report contains legal advice.

Report Reference: GC130318F01

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CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

CONFIDENTIAL REPORT

Corporate Manager: Kate McKenzie, Manager Corporate Governance

General Manager: Vincent Mifsud, General Manager Corporate Services

Subject: Finance and Audit Committee Confidential Minutes

Reference No: GC130318F02

If Council so determines, this matter may be considered in confidence under Section 90(2) and (3)(d) & (g) of the Local Government Act 1999 on the grounds that the report contains information relating to commercial information of a confidential nature and to ensure that the council does not breach any law, order or direction or a court or tribunal constituted by law, any duty of confidence, or other legal obligation or duty.

Adrian Skull Chief Executive Officer

RECOMMENDATION

1. That pursuant to Section 90(2) and (3) (d) and (g) of the Local Government Act 1999, the Council orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Vincent Mifsud, General Manager Corporate Services; Abby Dickson, General Manager City Development; Tony Lines General Manager Operations: Kate McKenzie, Manager Corporate Governance; Jaimie Thwaites, Unit Manager Governance and Records, be excluded from the meeting as the Council receives and considers the confidential minutes of the Finance and Audit Committee, upon the basis that the Council is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the information relates to commercial information and to ensure that the council does not breach any law, order or direction or a court or tribunal constituted by law, any duty of confidence, or other legal obligation or duty.

Report Reference: GC130318F02 Page 231

CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

CONFIDENTIAL REPORT

Originating Officer: Sherie Walczak, Unit Manager Risk

Corporate Manager: Kate McKenzie, Manager Corporate Governance

General Manager: Vincent Mifsud, General Manager Corporate Services

Subject: Insurance Market Testing

Reference No: GC130318F03

If Council so determines, this matter may be considered in confidence under Section 90(2) and (3)(b) and (d) of the Local Government Act 1999 on the grounds that the report contains information relating to commercial information of a confidential nature

Adrian Skull Chief Executive Officer

RECOMMENDATION:

1. That pursuant to Section 90(2) and (3)(b) and (d) of the Local Government Act 1999, Council orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Vincent Mifsud, General Manager Corporate Services; Tony Lines, General Manager City Services; Abby Dickson, General Manager City Development; Kate McKenzie, Manager Corporate Governance, Sherie Walczak, Unit Manager Risk, Jaimie Thwaites, Unit Manager Records and Governance and Craig Clarke, Unit Manager Communications, be excluded from the meeting as Council receives and considers information relating to Insurance Market Testing, upon the basis that the Committee is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the information relates to commercial information the disclosure of which could prejudice the commercial position of Council and would on balance be contrary to the public interest.

Report Reference: GC130318F03 Page 232

CITY OF MARION GENERAL COUNCIL MEETING 13 March 2018

CONFIDENTIAL REPORT

Originating Officer: James O’Hanlon, Unit Manager Sport & Recreation

Manager: Carol Hampton, Manager City Property

General Manager: Abby Dickson, General Manager City Development

Subject: Management Model for Regional Facilities

Reference No: GC130318F04

If the Council so determines, this matter may be considered in confidence under Section 90(2) and (3)(a) and (d) of the Local Government Act 1999 on the grounds that the report contains:  information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead) and  commercial information of a commercial nature (not being a trade secret) the disclosure of which could reasonably be expected to prejudice the commercial position of a person who supplied the information, or to confer a commercial advantage on a third party; and would, on balance, be contrary to the public interest.

Adrian Skull Chief Executive Officer

RECOMMENDATION

1. That pursuant to Section 90(2) and (3) (a) and (d) of the Local Government Act 1999, the Council orders that all persons present, with the exception of the following persons: Adrian Skull, Chief Executive Officer; Tony Lines, General Manager City Services; Vincent Mifsud, General Manager Corporate Services; Abby Dickson, General Manager City Development; Kate McKenzie, Manager Corporate Governance; Craig Clarke, Unit Manager Communications; Carol Hampton, Manager City Property; James O’Hanlon, Unit Manager Sport and Recreation Facilities and Jaimie Thwaites, Unit Manager Governance and Records, be excluded from the meeting as the Council receives and considers information relating to Management Model for Regional Facilities, upon the basis that the Council is satisfied that the requirement for the meeting to be conducted in a place open to the public has been outweighed by the need to keep consideration of the matter confidential given the information relates to personal affairs and commercial information of a confidential nature.

Report Reference: GC130318F04

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CITY OF MARION GENERAL COUNCIL MEETING 13 MARCH 2018

Originating Officer: Fiona Harvey, Manager Innovation and Strategy; Ray Barnwell, Manager Finance and Contracts

General Manager: Abby Dickson, General Manager City Development Vincent Mifsud, General Manager Corporate Services

Subject: Consideration of New Initiatives for the 2018-19 Annual Plan and Budget

Report Reference: GC130318R09

REPORT OBJECTIVE

The objective of this report is to provide council with an updated draft 2018/19 budget position as a basis to consider the remaining new initiatives for inclusion in the draft 2018/19 budget for community consultation. Council may wish to suspend proceedings to participa te in a workshop to consider the new initiatives.

EXECUTIVE SUMMARY

To date a range of initiatives have been identified for funding and inclusion in the Draft 2018/19 Budget. These initiatives include 21 new initiatives and a further initiative to fast track the transition to LED lighting across the City. This report presents a final suite of initiatives (Appendix 1) that are yet to be confirmed for inclusion or exclusion in the Draft 2018/19 Budget. Consideration of these initiatives will enable a final draft Annual Business Plan and Budget to be developed for presentation to Council on 10 April for adoption for community consultation. Of the eight final initiatives presented for consideration, 3 are now considered medium to high priority for funding in 2018/19.

RECOMMENDATIONS DUE DATES

That Council:

1. Notes the draft 2018/19 budget position, with the 13 March 2018 inclusion of the suite of new initiatives, based on discussions to date.

2. Considers the new initiatives provided in Appendix 1 13 March 2018 for inclusion in the draft 2018/19 Annual Business Plan and Budget.

3. Recommends the following further initiatives 13 March 2018 ______are included in the draft 2018/19 Annual Business Plan and Budget, to be presented at the Elected Member Forum on 20 March 2018 and the General Council meeting on 10 April 2018.

Report Reference: GC130318R09 Page 234

4. Notes that further analysis of resource implications will be undertaken based on the draft 2018/19 plan 10 April 2018 priorities.

BACKGROUND

The planning and budgeting process has been initiated for the development of the 2018/19 Annual Business Plan (ABP) and review of the Long Term Financial Plan (LTFP). The process for 2018/19 has built upon and strengthened the new process implemented in 2017/18, with a key focus on upfront planning, ensuring all key inputs are analysed in the early stages to ensure integration with the budget process.

The focus on upfront planning includes consideration of Council’s commitments in the 3-year Business Plan (2018/19, being the third year of the plan) and Council’s existing unfunded Initiatives, and New Initiatives identified by Elected Members and staff over recent months.

DISCUSSION

Draft 2018/19 New Initiatives and Budget Development

Through discussions at forums in December 2017 and January 2018 a draft 2018/19 Budget and Long Term Financial Plan (LTFP) 2018/19 to 2027/28 have been developed.

The Draft 2018/19 Budget is based on the delivery of all existing services to agreed service levels, and the continued delivery of commitments in the 2016-2019 Business Plan.

In addition, the following key initiatives/changes for the draft 2018/19 budget have been identified to date:

 Proposed funding of $6.848m for 22 initiatives (21 new) in 2018/19 and funding $14.989m over the 10 years of the LTFP (summarised in the following table)

 LED Project: Funding required for 2nd stage of the LED project ($1.033m) will now been funded from the Asset Sustainability Reserve (ASR). In addition, funding for stage 3 ($1.033m) will be brought forward and also funded from the ASR

 CFPP (Community Facilities Partnership Program) 2018/19: The $500k p.a. contribution to the CFPP fund will be suspended for 2018/19 only being re-instated from 2019/20 onward in the LTFP

 Project Management System: $125k in 2018/19 and $75k p.a. ongoing has been allocated to implement a contemporary, integrated project management system that will support effective project planning, management, delivery and reporting for in excess of 100 projects across the organization.

The following table also indicates where the new initiatives are proposed to be funded from, either through rates or funding availability from Council’s Reserves (Asset Sustainability Reserve (ASR) or CFPP).

Report Reference: GC130318R09 Page 235

Recurrent / Funded 2018/19 LTFP Once Off from Operating $000s $000s Marion Cultural Centre external hire enhancement project Once off Rates 55 10 Remnant Native Vegetation Plan Recurrent Rates 300 2,500 Enhanced Tree Planting Program 5 years Rates 138 2,506 Replacement of the Asset Management ICT System Once off Rates 1,020 1,540 Design for erosion control at River Parade Hallett Cove Once off Rates 60 60 Glenthorne Farm Community Access Advocacy Once off Rates 26 26 Light Square Upgrade Once off Rates 20 29 City of Marion Fringe Hub at the Marion Cultural Centre Once off Rates 15 15 Indigenous and Disability Traineeships Recurrent Rates 120 1,200 Valuing Marion's Nature (replacement for Discovery Circle Program) Recurrent Rates 30 300 Mitchell Park Scoreboard Once off Rates 20 20 Oaklands Education Centre 2 years Rates 75 100 Project Management System Ongoing Rates 125 800 Total Operating Initiatives Loaded 2,004 9,106

Capital Young St/Lander Rd Upgrade Once off Rates 200 290 Edwardstown Oval Public Toilet Once off Rates 200 290 MCC Plaza Activation Once off Rates 40 40 Weed Steamer Once off Rates 25 50 Coastal Walkway Reinstatement Once off ASR 350 350 Marion Outdoor Pool Masterplan 2 years ASR/Rates 1,193 6,034 Tennis Facilities at Seacombe Heights Once off CFPP 480 480 Morphettville Park Sports Redevelopment 2 years CFPP 290 1,290 Once off LED Project ($1,033k brought forward) (ongoing ASR\Rates 2,066 (2,941) savings) Total Capital Initiatives Loaded 4,844 5,883 Total Initiatives Loaded 6,848 14,989 Funded from Reserves (CFPP & ASR) (4,379) (7,308) Net decrease in cash 2,469 7,681

In addition to the 22 initiatives listed above, a further 12 new initiatives identified through past forums/resolutions can be delivered through funding from existing budgets or alternative funding sources. These are:

Initiative Funding status 1. Feasibility Study for an International Hotel in To be funded through Federal Government funds the City of Marion and private contributions 2.Hallett Cove Foreshore Redevelopment Council has committed its full funding to this project 3.Heron Way Stormwater upgrade Funding through existing operational budgets 4.Mitchell Park Sports and Community Club Council has committed its full funding to this project 5.New soccer pitches in the south Council has committed its full funding to this project 6.Tennis and Netball facility upgrades Council has committed its full funding to this project 7.Playground Policy and Program implementation Council has committed its full funding to this project as this stage 8.Surf Life Saving coastal signage Funding through existing operational budgets replacement 9.Upgraded signage for Living Kaurna Cultural Prioritise and fund through future capital works Centre programming and budgets 10.Living Kaurna Cultural Centre – Electric BBQ To be installed utilising funds refunded from failed ILUA negotiations (GC270218R04) 11.Cove Sports and Community Club – change Consider opportunities through CFPP rooms and umpires’ rooms 12.Fence wrapping along Warriparinga Drive Pursuing funding through DPTI

Report Reference: GC130318R09 Page 236

Initiatives not included in the draft 2018/19 budget

There is a remaining suite of new initiatives that were proposed by Elected Members and staff through the 2018/19 planning process that have not been included in the draft budget, pending further consideration by Council (Appendix 1).

Members’ feedback on the inclusion of these initiatives is sought to finalise the draft 2018/19 plan and budget for community consultation.

In considering the initiatives that have already been added to the draft 2018/19 Budget, staff have provided updated recommendations and priority rankings for these initiatives. This process has identified three initiatives as medium and high priority for potential funding in 2018/19. One of these initiatives is the finalization of the Coastal Management Plan, which is a specific commitment in the 2016-2019 Business Plan. A presentation is scheduled for the April Infrastructure and Strategy Committee meeting to provide further details on the development of the Coastal Management Plan. Two further initiatives; Renewables and Energy Efficiency; and Smart Cities projects are also contributing initiatives to the 2016-2019 Business Plan, but require further scoping and consideration by Members to enable funding requirements to be determined. Both of these initiatives are also scheduled for further discussion at the Infrastructure and Strategy Committee.

Consultation

The draft 2018/19 Annual Plan and Budget will be presented to Council on 10 April for adoption for community consultation. Consultation is scheduled to occur for (at le ast) 21 days through mid April- early May 2018.

ANALYSIS

Financial Implications

The Draft ABP 2018/19 and LTFP now incorporates proposed funding of $6.848m for 22 initiatives (21 new) and funding $14.989m over the 10 years of the LTFP.

The net impact of the proposed initiatives and the use of Council’s Reserve funds still enable Council to deliver a balanced or better cash budget for 2018/19 based on an average 1.8% rate rise (now 0.5% below current Adelaide CPI of 2.3%). The rate models presented to Council at the Elected Member Forum on 20 February forecast a small cash surplus ($181k) in 2018/19 based on a 1.8% rate model, increasing to ($474k) based on a 2.2% rate model.

Further developments since the 20 Feb 2018 EM Forum regarding successful Grant Funding applications and the inclusion of the funding requirement for the Project Management System in the draft 2018/19 budget are outlined in the table below. The impact of these developments is a net positive impact with Council’s forecast surplus at the 1.8% rate model increasing to $827k and the 2.2% rate model increasing to $1.120m.

The financial impacts of the remaining suite of new initiatives being considered are outlined in Appendix 1 and Members’ feedback on the inclusion or not of these initiatives is sought to finalise the draft 2018/19 Annual Business Plan (ABP). The draft 2018/19 ABP will then be presented to Council at its General Council Meeting on 10 April for adoption for community consultation.

Report Reference: GC130318R09 Page 237

Draft Budget Draft Budget 2018/19 2018/19 1.80% 2.20% Funding Surplus Per Draft 2018/19 Budget models presented to Council at EM $ 181,484 $ 474,009 Forum - 20 February 2018

Less : Items Included in Draft 2018/19 Budget following EM Forum 20 Feb 2018 : ($125,000) ($125,000) Project Management System

Add : Grant Funding Receivable for Projects currently fully funded in Draft DPTI- Open Space Grants 2017/18 - Hallett Cove Foreshore $ 621,000 $ 621,000 Fund My Neighbourhood Program : Marion Oaklands Reserve Playground Upgrade $ 150,000 $ 150,000

Revised Forecast Funding Surplus $ 827,484 $ 1,120,009

Movement in Council’s Accounting Reserves

Council’s currently adopted LTFP and subsequent Council Resolutions in 2017/18 include a number of planned Reserve fund transfers. In order to alleviate the potential required rate increase to support and deliver the new initiatives proposed for inclusion in the Draft ABP 2018/19 additional proposed reserve fund transfers are now incorporated into the Draft ABP 2018/19 and LTFP. The net impact on Council’s Accounting Reserves over the next two years is a reduction of $13.5m from a balance of $21.5m to $8.1m.

The remaining balance is after allocating all funding required to meet existing Council resolutions, including funding for Council’s contribution to major projects such as ‘Soccer in the South’ ($2.5m) and the Edwardstown Oval Redevelopment ($4.8m) and allowing for the key projects listed below to be carried out over the next two years;

LED Lighting Project (2 years contribution in 2018/19) $ 2.066m Coastal Walkway reinstatement (2018/19) $ 0.350m Tennis facilities at Seacombe Heights (increased from $175k) $ 0.480m Morphettville Park Sports redevelopment (2018/19) $ 0.290m Morphettville Park Sports redevelopment (2019/20) $ 1.000m Marion Outdoor Pool – Stage 1 (2017/18) $ 0.320m Marion Outdoor Pool – Stage 2 (2018/19) $ 1.193m Marion Outdoor Pool – Stage 3 (2019/20) $ 1.930m

There is now a projected available reserve balance of $4.176m in the ASR and $1.2m in the Open Space Reserve fund for future projects. This is in addition to the $2m quarantined in the ASR for Major Infrastructure failure.

Resource Implications

Through its 3 Year Business Plan projects, Annual Business Plan projects and other committed projects/programs Council has a high achievement focused program heading into 2018/19. Some areas, such as City Property and City Activation are at full capacity managing a number of high risk, high impact projects. The full delivery program also impacts governance oversight over such a broad program, and requires significant input from the Finance, ICT, Contracts and Communications teams.

Should Council progress with the draft 2018/19 plan and budget in its current state, i.e. 21 new initiatives totaling $6.848m, this will add to the operations, management and governance impacts for project delivery. To enable the delivery of these additional initiatives it is possible that further resources may be required in some work areas, in particular City Property which is leading the delivering of 19 priority projects currently, and many of which will continue into 2018/19. These include the tennis and netball program, playground works program, Hallett

Report Reference: GC130318R09 Page 238

Cove Foreshore redevelopment, Community Facilities Review, second dog park and public toilet program. In addition, eight of the 21 additional initiatives identified for inclusion in the draft 2018/19 Annual Plan and Budget will be led by City Property, including the Marion Outdoor Pool upgrade and Coastal Walkway reinstatement. Further analysis of resourcing capacity will be undertaken as the 2018/19 budget process is progressed.

In addition to considering additional resources in critical areas, effective management and delivery in this high achievement and high risk environment will be supported through the investment in a Project Management system.

CONCLUSION

APPENDICES

Appendix 1: High and Medium priority new initiatives

Report Reference: GC130318R09 Page 239

New Initiatives - Currently Not included in Draft 2018/19 Budget - As At 28 February 2018 Appendix 1

Total Budget LTFP Funding 2018/19 Impact

Funding Surplus Per 1.8% Draft 2018/19 Budget model presented to Council at EM Forum - 20 February 2018 $ 181,484 $ 39,979,773

Less : Items Included in Draft Budget 2018/19 following EM Forum 20 Feb 2018 : Project Management System ($125,000) ($800,000)

Add : Grant Funding Receivable for Projects currently fully funded in Draft 2018/19 Budget DPTI- Open Space Grants 2017/18 - Hallett Cove Foreshore $ 621,000 $ 621,000 Fund My Neighbourhood Program : Marion Oaklands Reserve Playground Upgrade $ 150,000 $ 150,000

Revised Forecast Funding Surplus $ 827,484 $ 39,950,773

Staff Initiative Initiative Total Budget LTFP Funding revised Supported Funding 2018/19 Requirement Priority Y/N Required New Initiative Title Strategic/Organisational ExcDescription and Benefit Comments Management Comment/Recommendation Ranking

Given the investment and focus on expanding the tree planting program and Proactive approach to climate change adaptation Liveable, Valuing Nature, implementing the significant remnant vegetation management initiatives in Natural Landscapes Design and Maintenance Funding for a pilot study for the application of the adopted Natural Reduces reliance on irrigation Innovative, Prosperous, Engaged, 2018/19, there is potential for the natural landscaping pilot initiative to be $70,000 $70,000 L Guideline – Pilot Projects Landscapes Design and Maintenance Guideline. Delivers Maintenance savings Excellence delayed by 1 year Recommended as LOW priority for 2018/19

Implementation of the upgrades will occur through 2018/19. Council may wish Liveable, Valuing Nature, Continue the Urban Activation project for the next year to continue to see to consider the future stages of the program in 2019/20 (rather than new Urban activation projects Innovative, Prosperous, Connected, Adoption of the Urban activation upgrade program occurred on 27 February. $250,000 $2,500,000 L small shopping precincts upgraded. funding in 2018/19) Engaged, Excellence Recommended as LOW priority for 2018/19

Determine the requirements for a ‘single view of the customer’ CRM for Aim is to further create a better customer experience through efficient process, Given the investment and focus on major system upgrades in Asset Marion. This solution would enable any person at any location to see all of data, analytics and a single view. Management and Project Management, it is recommended that this initiative is CRM – Single View of Customer Innovative, Engaged $30,000 $30,000 L the services and interactions a client accesses within CoM considered for 2019/20 Recommended as LOW priority for 2018/19

To provide the tool to collect quarterly feedback from our customers that Given the investment and focus on major system upgrades in Asset Customer feedback reporting model – “Voice of have accessed our services across all areas of council. To implement the Currently we do not seek service feedback from the community at the time they Management and Project Management, it is recommended that this initiative is Innovative, Engaged $20,000 $200,000 L the Customer (VOTC)” ongoing business model to provide feedback to all work areas on their receive the service. considered for 2019/20 results, in order to focus on improving customer experience Recommended as LOW priority for 2018/19

Set up a system to enable ongoing deliver of meaningful, real time service Given the investment and focus on major system upgrades in Asset Enterprise Data Warehouse / BI Reporting metrics across the organisation, through the building of an enterprise wide Liveable, Innovative, Connected, The organization currently has significant gaps in data and meaningful metrics Management and Project Management, it is recommended that this initiative is Solution to deliver sustainable ‘Metrics that data warehouse, and business analytics reporting system. $132,500 $492,500 L Excellence which negatively impacts on evaluation, monitoring and planning. considered for 2019/20 Matter’ The roll out of the system will support service reviews and service delivery Recommended as LOW priority for 2018/19 through real time data access and display.

Finalise the Coastal Management Plan (as committed in the 2016-2019 Business Plan), by building on the existing coastal climate change It is recommended this initiative is funded and progressed in 2018/19 given it’s Coastal Management Plan Phase 3 – identifying Liveable, Valuing Nature, This is a commitment in the 3 year Business Plan and supports Council to be planning and identifying key hotspots for close management, in a commitment in the 3 year business plan $15,000 $60,000 M actions and monitoring Innovative, Engaged, Excellence proactive in Coastal management. conjunction with community, key stakeholders and the Coast Protection Recommended as MEDIUM priority for 2018/19 Board.

A draft roadmap on the future directions for Energy Efficiency and Discrete projects/programs can be presented to Council with their funding Valuing Nature, Innovative, Renewable Energy at Marion is being presented to the I&S Committee in Funding to be considered once priorities have been identified through the Renewables and Energy Efficiency Measures requirements through 2018/19 M Prosperous February 2018. This will begin the identification of priorities and a program development of a Roadmap. Recommended as MEDIUM priority for 2018/19 for their delivery.

Staff are in discussions with SAGE Automation, SA Power Networks and other experts in this field to determine the objectives/outcomes for the pilot, the role Liveable, Innovative, Prosperous, A pilot project is proposed for the Tonsley precinct, to install smart Recommended as HIGH priority for 2018/19. Funding options will be presented Smart Cities Pilot Project council and other partners will play, and the choice of smart technologies to be H Connected technology infrastructure on the LED lights. with the pilot proposal by May 2018 installed and monitored. A proposal will be presented to Council by May 2018 for this pilot project. Total Funding Requirements for Currently Unfunded New Initiatives Above ( Note : Funding requirements for Renewable & Energy Efficiency Measures and Smart Cities Pilot Project are still to be determined) $517,500 $3,352,500

Funding requirement under consideration - report going to 13 March Regional Sports & Community Facility Manager $60,000 $600,000 General Council Meeting

Revised Forecast Funding Surplus After Consideration of the Above items $249,984 $35,998,273