Yorke Peninsula Council

STRATEGIC PLAN 2012‐2015

REVISED OCTOBER 2013

Berry Bay

DIVERSE THRIVING Contents

omnt naeet 26 24 Financial Summar 29 Communit Engagement Cororate Goverance and Leadership Sustainable Communities 14 Our Plan 12 Our Role 11 5 3 Our Peninsula 8 Intoduction 6 Our Executive Management Team Our Elected Members 4 Message om the Mayor COMMUNITIES SUSTAINABLE

LIFESTYLE VIBRANT

Message from the Mayor

Deputy Chairman CLGR

Execuve Member of CLGR

Chairman of CLGR Audit Commiee

The Council’s Strategic Management Plan is a ‘living’ document that will guide the strategic direcon of the Council over a four year period. The Council will ensure broad representaon of the community’s expectaons is the foundaon of the Strategic Management Plan’s direcon. An extensive consultaon process with the Elected Members, Staff and wider community via many focus groups and sessions was undertaken during the preparaon of the plan in 2011, to idenfy the priories and projects that all key stakeholders would like to see come to fruion. As with any ‘business’ there is a need to balance the aspiraons and expectaons of the community with the availability of resources, to undertake projects and ongoing construcon and maintenance acvies. Our large geographical area covers 5,834 square kilometres, with 485kms of coastline. The expectaons of our community are diverse and complex. We have 12 larger towns and 33 smaller towns or holiday selements, as well as our extensive rural holdings, business and major industry opportunies. The elected Council welcomes the opportunity to build on previous improvements and looks forward to iniang projects that will realise more of the community’s aspiraons. On behalf of the Elected Members I commend the revised Strategic Management Plan to you and thank all those who have contributed to the development of this vitally important document.

Ray Agnew OAM JP MAYOR

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Our Elected Members

Back (L‐R): Councillors Jeff Cook, Simon Greenslade, John Rich, Veronica Brundell, David Langford, Dean Butler, Bob Cizenship Ceremony, Carole Nicholls, John Sendy, Trevor Davey, Barry Schell. Front: Mayor Ray Agnew, Deputy Mayor Brenda Bowman Derrington & Mayor Ray Agnew

The Mayor and 11 Councillors are responsible for a variety of functions in accordance with the Local Government Act 1999 and Regulations.

In accordance with the Local Government (Elections) Act 1999, elections are held every four years. The next Council election will be held in November 2014. The elected members as at November 2010 were

Mayor Ray Agnew Councillor Simon Greenslade PENTON VALE / INNES WARD Phone 8852 5024 Phone 8832 2146 Councillor Veronica Brundell Email [email protected] Email Phone 8854 7057 [email protected] Email KALKABURY WARD [email protected] Deputy Mayor Brenda Bowman GUM FLAT WARD Phone 88370418 3171804 297 Councillor Robert (Bob) Nicholls Councillor John Rich Email Phone 8853 7374 Phone 8854 4148 [email protected] Email [email protected] Email [email protected]

Councillor David Langford Councillor Jeffrey (Jeff) Cook Councillor Barry Schell Phone 8835 1279 Phone 8853 2237 Phone 8852 8090 Email Email [email protected] Email [email protected] [email protected] Councillor Dean Butler Councillor John Sendy Councillor Trevor Davey Phone 8853 2070 Mobile 0415 414 086 Mobile 0417 818 733 Email [email protected] Email [email protected] Email [email protected]

Bi‐ennial Art Exhibion—Ardrossan Town Hall 4

Our Execuve Management Team

Andrew Cameron Trevor Graham David Harding Roger Brooks Chief Execuve Officer Director Assets & Director Corporate & Director Development Infrastructure Services Community Services Services

The Director Corporate & The Director Development The Chief Execuve Officer The Director Assets & Community Services Services reports to the Chief reports to the Mayor and Infrastructure Services reports to the Chief Execuve Officer and is Council and is responsible reports to the Chief Execuve Officer and is responsible for: for: Execuve Officer and is responsible for: responsible for:  Development Control  General Management  Road Construcon/  Finance  Building Assessment  Strategic Planning Maintenance  Internal Controls  Food Inspecon  Human Resources  Stormwater Drainage/  Leases/Licences/Permits  Immunisaon  Cizenship Ceremonies Construcon  Community Transport  Environmental Health  Australia Day Awards  Asset Management  Leisure Opons  Fire Prevenon and  Economic Development  Development/  Informaon Technology Safety  Organisaonal Devel‐ Maintenance of Parks /  Community Support  Dog & Cat Control opment Reserves Programs  Heritage  Sustainability  Footpath Construcon/ Maintenance  Visitor Informaon  Limited Liquor Licenses  Governance  Infrastructure Centre  Public Buildings  Public Relaons Development  Caravan Parks Maintenance  Communicaons  CWMS Maintenance/  Community Library  General Inspectors  Risk Management Repairs Services  Parking & Traffic Control  Work Health & Safety  Roadside Vegetaon  Records Management  Boat Ramp Permits Management/Control  Internal Auding  Cemeteries Leasing  Café Licenses  Jees Management  Youth  Financial Compliance  Disability Acon Plan  Water Supply  Rates & Assessments Infrastructure  Dry Areas  Payroll  Public Lighng Management  Road Safety Control  Arts

 Cemetery maintenance

 Waste Management

Edithburgh Wind Farm 5

A Great Place to Live and Work Intoduction Our Strategic Management Plan provides the foundaon for the Yorke Peninsula Council to plan for the future. All organisational plans, policies and documents are built on this foundation including the Long Term Financial Plan, Development Plan, Environmental Management Plan and Infrastructure and Asset Management Plans.

Our Vision

To be a thriving peninsula, proud of our heritage, lifestle and diverse, vibrant communities. A geat place to live, work and play.

Our Plan Developed in consultation with our communities and our stakeholders, the plan outlines our priorities and sets out what we need to do over a period of four years to achieve our goals. It is a dynamic working document that will be continuously reviewed and updated as the needs of the community and Council evolve.

Council are committed to creating an environment where strong, vibrant communities can prosper through confident and proactive leadership.

Corny Point Lighthouse We will continue to engage our communities and foster authentic communication, to ensure we understand what we need to do to meet our changing needs and plan for the future.

Sound decision making based on best practice risk management principles, will provide for a prosperous and sustainable future. us achieve this goal. We will achieve this through:

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A Great Place to Live and Work

Ardrossan Jey

cont’. Intoduction Key Themes The following Key Themes are crical in the direcon to meet the current and future achieving our goals: needs of our communies. Organisaon Efficiency & Resource Sustainable Communies Management—delivering efficient and effecve Sustainable Infrastructure—delivering and services through strategic leadership of our facilitang the provision of Infrastructure that is people. sustainable and supports our growth. Progressive and Sustainable Development— Community Engagement providing a Development Plan that facilitates Vitality and Connecon—encouraging opmisc growth while safeguarding our environmental and thriving communies through posive assets and community lifestyle. parcipaon in community life. Our Economy—encouraging and supporng a Sense of Ownership—facilitate a sense of strong diverse economy that will provide community ownership through public employment opportunies for our community parcipaon and authenc communicaon with including our youth. our community. Economical Growth through Sustainable Industrial Development—managing the impact Timeames major industry growth on assets and resources Objecves, strategies and performance while at the same me enabling maximum measures have been developed for each of benefit to our community. these key themes. Details of the Council’s

performance in implemenng these strategies Corporate Governance and Leadership and meeng the objecves will be reported to Progressive Communies through Strategic our community annually, via Council’s Annual Planning—informed decision making; seng Report.

ENGAGEENGAGE SUSTAIN LEADLEAD

GROGRO WW 7

OUROUR PENINSULAPENINSULA

PondalowieA Great Place to Live and WorkA Great Place to Live and Work Bay

ABOUT US OUR ECONOMY The Yorke Peninsula Council covers an area of 5,834 Our economy is underpinned by farming, retail trade, square kilometres, has a distance of approximately government services and tourism. Our district is 175 kilometres between its northern and southern renowned for its cereal crops including wheat, barley, boundaries, and has a varying width east to west canola and pulses. The region's rich limestone soil averaging approximately 30 kilometres. Our Council makes it some of the best farmland in Australia. is unique in comparison to other Councils in that it is

bordered by sea on three sides and has 485 Council is commied to sustainable growth whilst kilometres of coastline. There are 12 larger towns ensuring that our environmental assets and exisng and 33 smaller towns, including holiday selement industries are protected. zones located along the vast coastline. There is

around 13800 residenal properes in the Council All opportunies to build on our economic base will be area, with an esmated $11,100 permanent explored and Council will connue to support and assist residents. Approximately 43% of our property Regional Development Australia to promote our district owners are non‐residents. Research by the former as “business friendly and facilitate sustainable business Yorke Regional Development Board has shown that development”. the Yorke Peninsula region has one of the oldest age profile of any region within Australia. TOURISM The Council shares its northern boundary with the The Yorke Peninsula is a major tourist desnaon in SA. District Council of the Copper Coast, District Council Tourism SA figures indicate over one million visitors per year. The Naonal Parks and Wildlife Service esmate of Barunga West and the Wakefield Regional Council. 180,000 people visit the Innes Naonal Park annually, OUR HERITAGE requiring them to travel the enre length of the Council area. We are proud of our Naonal Trust/Museums and Yorke Peninsula is the tradional home of the art/cra galleries. Many residents and visitors enjoy our Narungga people. The Narungga people occupied the successful bi‐ennial art exhibion. Council supports Yorke Yorke Peninsula for around 40,000 years before white Peninsula Tourism in developing strategies to promote the district as a great place to visit, live and work and man arrived. developing a successful and sustainable tourism industry.

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Our District

Kalkabur

Gum Flat

Innes/Penton Vale

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Arts Arts &&

Leisure & Tourism

RECREATION & SPORT EDUCATION A wide range of sporng clubs provide a varied Our Council area boasts 12 schools, both private and range of recreaonal pursuits, together with the public, from recepon to year 12, including Point opportunies available from the coastline Pearce Aboriginal School, as well as access to TAFE surrounding the peninsula. Some of the sports facilies. Council supports 4 community libraries catered for include football, tennis, basketball, within the area schools and a further 9 locaons netball, hockey, soccer, golf, polo‐cross, cricket and provide library services for approximately 4 hours bowls. There are sailing clubs at Port Vincent and each week. Point Turton. Other recreaonal pursuits available include Pony Club, fishing, boang, surfing, rifle/ WATER shoong and many art and cra groups. There are Community Waste Water Management Schemes also numerous walking trails established within the together with stormwater management systems have area. helped to build our water resources. Stormwater HEALTH CARE drainage systems are a significant resource and the potenal for further schemes in coming years are There are 3 hospitals (2 public, 1 private) and currently being explored. associated specialist and aged care facilies and providers offer health care services for our community and visitors. Volunteer ambulance WASTE MANAGEMENT services are provided throughout the area, with emergency access to the air ambulance. Since the introducon of waste reform in 2008, Council has connued to fulfil Zero Waste targets for waste EMPLOYMENT minimisaon at landfill. Notwithstanding this objecve, the current waste and recycling collecon service (3‐bin The majority of our people are employed in the service for urban and 2‐bin service for rural) and transfer farming, fishing, salt producon, tourism, educaon, staon outlets complement principles set by the State health and local government and mining industries. authories for improved waste strategies.

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SUSTAINABLE THRIVING VIBRANT Our Role The Yorke Peninsula Council operates under and legislave compliance. the Local Government Act 1999. The Act We are leaders, responsible for seng defines the roles, the aims and the objecves direcons to meet the current and future of Local Government. There are 11 needs of our community; we are advocates, Councillors, represenng 3 Wards, Kalkabury, making representaon on behalf of the Gum Flat and Innes Pentonville and our community towards realising their goals. As Mayor. facilitators, we bring together stakeholders to

Our role within the community is diverse and work towards common goals and resolve extensive, depending on the service or acvity issues. we are involved in. Our Strategic Plan defines and clarifies our

Our responsibilies extend beyond the range future direcon for each of the three themes of services delivered; beyond providing and to ensure that we achieve our objecves and maintaining roads and community facilies are effecve and efficient in our service delivery.

Hundred Line Road Foul Bay

11 SUSTAINABLE THRIVING VIBRANT

OurOur PlanPlan Port Rickaby Organisational Contex The Yorke Peninsula Council Strategic Management Plan is the leading planning document for Council from 2012 to 2015. It replaces the previous Strategic Management plan 2005‐2010. Our Plan has been developed through a process of engagement with our communies, government agencies, our neighbouring Councils, other key regional bodies and our staff. This process involved:

 Community surveys  Community Focus Groups  Staff Focus Groups  Telephone discussions with key stakeholders  Literature search  Workshop with Council Members and CEO.

Each of the Three Key Themes align with our key strategies and our key strategies set out the acons we will be taking to achieve our goals.

The Plan and Key Themes are inter‐related with Council’s organisaonal plans including:  Annual Business Plan  Animal Management Plan  Asset Management Plans  Bushfire Management Area Plan  Community Land Management Plan  Development Plan  Disability Acon Plan  Environmental Management Plan  ICLEI ‐ Water Campaign Local Acon Plan  Indigenous Land Use Agreement  Long Term Financial Plan  Nave Vegetaon Management Plan  Work Health Safety and Injury Management Plan  Recreaonal Boang Strategy  Road Hierarchy Plan  Roadside Vegetaon Management Plan  Strategic Plan 2005‐2010  Strategic Risk Management Plan 2012‐2015

Some of our key strategies involve working cooperavely with others to implement regional strategies. We will work cooperavely with Community Progress Associaons, Tidy Towns and other community groups, Central Region Local Government (CLGR), the Local Government Associaon of South Australia (LGASA), Northern and Yorke Peninsula Natural Resource Management Board (NYNRM) the Department for Environment and Heritage (DEH), the Yorke Peninsula Council’s Alliance, the Public Libraries Board of South Australia, Yorke Peninsula Tourism, Regional Development Australia and other State and Federal Government Agencies. 12

Point Turton Caravan Park

Our Plan cont’.

Our strategy has not been developed in isolaon. There are a number of regional iniaves that closely align with our strategy together with iniaves outlined in the South Australian Government Strategic Plan.

Regional Contex The following regional Plans are closely Statewide Contex

associated with the Yorke Peninsula Council Council’s Strategic Plan seeks to align with Strategic Plan: and contribute to achieving the State’s  Central Local Government Region strategic goals, as set out in: Strategic and Business Plan  2011‐2014 Regional Strategic Tourism  South Australia’s Strategic Plan Plan for Yorke Peninsula  LGA Strategic Management Plan  Yorke Peninsula Regional Land Use  Zero Waste SA Business Plan Framework

SUSTAINABLESUSTAINABLE

13 COMMUNITIESCOMMUNITIES

Sustainable Communities 1. Sustainable Inastctre Provide and maintain safe and sustainable infrastructure to meet the needs of our community

Vital Issues Infrastructure that supports the growth in our community. populaon and encourages business and industry to Council has a large road network that is costly to establish itself on the Yorke Peninsula. This will require maintain. We will connue to idenfy opportunies to us to establish strong relaonships with other levels of reduce our expenditure through possible raonalisaon government as well as service providers. or increase our sources of revenue to support such a The quality of roads, including State Government large road network. arterial roads and the establishment of a safe road Accessibility of water, power and other physical network, that meets our community‘s needs, is central infrastructure is crical for our communies survival to our economic growth and the future of the and economic growth.

OUR PLAN

Our Goals Our Acons Our Performance Measures

1.1 Provide infrastructure Develop and implement a long‐term road Public Consultaon undertaken on the assets that are network maintenance program. Dra Transport Plan and the Plan sustainable and safe. finalised and implemented by June 2014.

Implement and maintain Council’s Asset Remaining Asset Management Plans, Management Plan. including transfer staon, boat launching facility, land, water infrastructure and plant/machinery/ equipment plans finalised and implemented by June 2014.

Develop and implement a raonalisaon Raonalisaon program developed program for idenfied roads. and implemented for idenfied roads by 2015.

Advocate and work with the State Ongoing ‐ Number of iniaves STRATEGIES

collaboravely established, planned

STRATEGIES Government to improve the quality of arterial roads on Yorke Peninsula. and managed. Progress reported in Council’s Annual Business Plan. OUR 1.2 Effecve expansion of Advocate service providers and other Ongoing ‐ Number of iniaves to water and power supplies authories to maintain and improve improve water and power water and power infrastructure and infrastructure delivery. Progress service delivery. reported in Council’s Annual Business Plan.

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Sustainable Communities 1. Sustainable Inastctre cont’.

OUR STATE’S PLAN We are safe and protected at work and on the roads. ALIGN

South Australia’s transport network enables efficient movement by industry and the community.

WE South Australia has reliable and sustainable water resources and is a leader in wastewater, irrigaon, stormwater and

groundwater management.

Industry and agriculture are highly efficient and innovave in their use of water. HOW South Australia has reliable and sustainable energy sources, where renewable energy powers our homes, transport and workplaces.

STRATEGIES OUR ONGOING COMMITMENT TO OUR COMMUNITY

 Protect our natural assets 1.3  Provide waste and recycling services to our community in order to reduce waste to landfill.

 Provide Community Waste Management Systems to our community  Manage roadside vegetaon based on priories and available resources.  Maintain Councils Building Asset Register and Asset Management Plan  Maintain and upgrade our road network and other infrastructure assets e.g. signage, culverts etc. in accordance with our Asset Management Plan

STRATEGIES  Maintain cemeteries  Provide well maintained open space recreaonal areas and public facilies to meet the needs of residents and visitors to the district.  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance, major industries, local businesses and other key groups

ONGOING  Keep up to date with changes to legislaon that will ensure that we are legislavely compliant

 Work in partnership with the indigenous people

Point Turton

Sustainable Communities 2. Progessive & Sustainable Development Ensure our Development Plan facilitates growth while safeguarding our environmental assets, agricultural and tourism industries and community lifestyle Vital Issues Our Development Plan plays a crucial role in the thorough without unnecessarily hindering development of our community. We need to ensure development. that our plan encourages and supports sustainable business and industry growth. Availability of land and Planning to meet the needs of a number of diversified appropriate zoning to support growth is part of this communies and townships requires collaboraon process. between community groups, Council, State To encourage sustainable growth in our community it is Government and Federal Government. crical that our Development Applicaon process is

Four YearsOUR (2011PLAN – 2015)

Our Goals Our Acons Our Performance Measures 2.1 Streamlined Development Implement development applicaon Development applicaon processes Assessment Process processes that are efficient, streamlined, developed and implemented by customer focused and provide clear February 2014. direcon for all planning and

development issues in line with State

Planning principles.

Undertake zone boundary reviews and Zone boundary reviews undertaken and incorporated into revised STRATEGIES incorporate into revised Development Plan Amendment for Maitland, Minlaton, Development Plan Amendment ‐ Warooka & Yorketown. Maitland, Minlaton, Warooka & Yorketown by March 2014.

OUR STATE’S PLAN

We are commi ed to our towns and cies being well designed, generang great experiences and a sense of belonging.

Everyone can afford to rent or buy a home.

ALIGN Governments demonstrate strong leadership working with and for the community.

We develop and maintain a sustainable mix of industries across the state. WE We look aer our land, rivers and wetlands.

STRATEGIES HOW We care for our oceans, coasts and marine environment.

OUR ONGOING COMMITMENT TO OUR COMMUNITY

2.2  Connue to guide sustainable and integrated land use and development through the Development Plan and assessing and monitoring development applicaons  Protect our natural assets  Safeguard agricultural and tourism industries and community lifestyle  Work with the State Government and other agencies to ensure adequate coastal protecon work, required to maintain the significant coast line, is undertaken STRATEGIES  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance, major industries, local businesses, Natural Resource Management Board, Regional Development Australia Yorke and Mid North and other key groups  Keep up to date with changes to legislaon that will ensure that we are legislavely compliant

ONGOING  Work in partnership with the indigenous people

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Sustainable Communities 3. Our Economy Encourage and support a strong diverse economy that will provide employment opportunies for our community including our youth.

Vital Issues A crical issue in aracng tourists to Yorke Peninsula is the agriculture and local business to our community and provision of infrastructure and accommodaon that makes facilitate and support their sustainability. Yorke Peninsula a great place to visit and stay. We can play Our economy in the past has been heavily reliant on the an acve role in this by providing infrastructure such as roads agriculture industry. Over recent years we have seen and boat ramps, public toilets, parks etc., advocang on significant changes in farming with beer farming behalf of our community with the State Government for techniques, more mechanisaon and so on. This has beer arterial roads and through facilitang development resulted in a significant reducon in the number of people through our Development Plan. employed in the industry which has had a flow on effect to It is important that our Development Plan encourages and our community. While recognising the important supports business and industry growth that will enable our contribuon agriculture has and sll makes to our community to grow and provide employment opportunies community it is important that our economy becomes more parcularly for our youth. diversified. We therefore need to work in partnership with Regional Development Australia Yorke and Mid North to Establishing strong relaonships with YP Tourism and the ensure that economic growth is planned and is sustainable. tourism industry will enable us to contribute to the A crical issue in growing our economy is the provision of development of tourism on Yorke Peninsula without being skilled and competent employment ready members of the directly involved in tourism service provision. community, in par cular youth, to work in areas such as It is important to recognise the significant contribuon of tourism.

OUR PLAN

Our Goals Our Acons Our Performance Measures 3.1 Sustainable economic Work in partnership with Yorke Ongoing ‐ Number of joint iniaves

growth Peninsula Tourism and the Regional that support tourism and business

Development Australia Yorke and Mid growth. Progress reported in

North to idenfy ways Council can Council’s Annual Business Plan.

support tourism and business growth.

Idenfy and support iniaves for Ongoing ‐ Number of joint iniaves

tourism related development including that support the development of

indigenous communies. indigenous tourism. Progress

reported in Council’s Annual Business

Plan.

Idenfy and support iniaves that will Iniaves idenfied in a Service STRATEGIES assist the development of sustainable Agreement between Council and agricultural industry including Regional Development Australia supporng and encouraging diversity Yorke and Mid North by March 2014. and value adding in the industry.

Partner and build posive relaonships Ongoing ‐ Increase in the number of with YP Tourism, Regional Development joint iniaves for economic Australia Yorke and Mid North, development. Progress reported in government agencies and other key Council’s Annual Business Plan. stakeholders.

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Sustainable Communities 3. Our Economy cont’.

OUR PLAN

Our Goals Our Acons Our Performance Measures 3.2 Increase access to Work with Regional Development Ongoing ‐ Number of joint iniaves employment Australia Yorke and Mid North, major opportunies idenfied. Progress opportunies for our industries and businesses to undertake a reported in Council’s Annual Business communies study to idenfy skills required to Plan.

support business needs.

Ongoing ‐ Number of joint iniaves Support training and skills iniaves of the Yorke Region Employment and Skills developed that will enhance skills,

STRATEGIES Formaon Network that will enhance development in tourism, agriculture skills required in tourism, agriculture and business. Progress reported in and business. Council’s Annual Business Plan.

OUR STATE’S PLAN We are known world‐wide as a great place to live and visit.

South Australia has a resilient, innovave economy.

We develop and maintain a sustainable mix of industries across the state. ALIGN

South Australia has a sustainable populaon. WE All South Australians have job opportunies.

Our young people have a future here. HOW We meet industry skills by training South Australians.

We care for our oceans, coasts and marine environments.

Every member of the community can equally parcipate in learning opportunies.

We train, aract and retain a diverse workforce which aracts industry.

Our research and development builds on our compeve strengths and addresses weaknesses.

OUR ONGOING COMMITMENT TO OUR COMMUNITY

 We will connue to develop the capacity of our region to grow 3.3  Foster the development of skilled communies

 Facilitate long term workforce opportunies and development  Support training and skill development programs

STRATEGIES  Protect our natural assets  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, STRATEGIES the YP Council’s Alliance, major industries, local businesses, Natural Resource Management Board, Regional Development Australia Yorke and Mid North and other key groups  Keep up to date with changes to legislaon that will ensure that we are legislavely compliant ONGOING

 Work in partnership with the indigenous people ONGOING 18

Sustainable Communities 4. Economical Growth through Sustainable Industial Development Manage the impact of major industry and business growth on assets and resources while at the same me enabling maximum benefit to our community.

Vital Issues Providing safe and sustainable infrastructure (roads, water, opportunies to develop other, supporng industries. It is and power) that is crical to the development of major crical that we provide encouragement and support for industry and business on the Yorke Peninsula. these new industries which will also lead to opportunies for employment for our community. The development of major industry and business on the Yorke Peninsula will have a significant impact on Council’s Employees, contractors and service providers will require and the region’s financial resources. housing and accommodaon. Currently there are inadequate housing stocks and accommodaon facilies on While the development of major industry and business brings the Yorke Peninsula to meet these needs. significant benefits to our community, overall it may have a negave impact regional resources, with a readymade pool Council provides some infrastructure such as roads, required of skills and experse that may be required, for example by major industries to transport their products, however a skilled plant operators, truck drivers and professional staff. significant proporon of infrastructure is provided by other It is crical to develop strategies to retain our workforce and levels of government (for example ports). We will therefore encourage skilled workers to the area. need to work with major industries, along with other levels of government to ensure that there is appropriate supporng The development of major industry will also bring new infrastructure provided.

OUR PLAN

Our Goals Our Acons Our Performance Measures 4.1 Manage the impact of Work with major industries and Ongoing ‐ Number of strategies major industry and businesses in developing strategies to collaboravely developed through business growth on facilitate improvement to roads, consultave processes. Progress Council assets and drainage and other infrastructure reported in Council’s Annual Business Infrastructure required to support major industry. Plan.

Idenfy the financial resources required Ongoing ‐ addional financial to manage the increased costs resources required idenfied based associated with the establishment of on market pressures and mining and other major industry within development me frames. Progress the district. reported in Council’s Annual Business Plan.

STRATEGIES Work with major industries in Ongoing ‐ Number of iniaves 4.2 Encourage and advocate advocang and lobbying State and collaboravely established, planned for infrastructure to Federal Governments for transport and managed. Progress reported in support major industry infrastructure, including roads and ports Council’s Annual Business Plan. growth on the Yorke to support major industry. Peninsula Ongoing ‐ Number of transport Work with major industries and State corridors collaboravely idenfied, and Federal Governments to idenfy planned, established and managed. transport corridors that will facilitate Progress reported in Council’s Annual freight movements and provide ready Business Plan. access to Ports.

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Sustainable Communities 4. Economical Growth through Sustainable Industial Development cont’.

OUR PLAN

Our Goals Our Acons Our Performance Measures

4.3 Realise the benefits for Work with Regional Development Ongoing ‐ Number of new industries our Community created Australia Yorke and Mid North to established on the Yorke Peninsula. Progress reported in Council’s Annual through major industry support and encourage exisng and new and business growth Business Plan. industries that support major industry

and business to establish in the DC of

Yorke Peninsula.

Ongoing ‐ Number of training and skill Work with Regional Development iniaves developed. Progress Australia Yorke and Mid North to reported in Council’s Annual Business increase access to employment Plan. opportunies for our communies through supporng and advocang for training and skills iniaves focused on

major industry and business growth.

Work with major industry employers Ongoing ‐ Number of local people

STRATEGIES and businesses to employ local people. employed by major industries and new business. Progress reported in

Council’s Annual Business Plan.

Work with major industry and business Ongoing ‐ Number of programs to provide support for community provided to support community groups, programs and social groups, programs and social infrastructure. Social infrastructure, infrastructure. supporng all age groups within the community, delivered. Progress reported in Council’s Annual Business Plan.

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Sustainable Communities 4. Economical Growth through Sustainable Industial Development cont’.

OUR STATE’S PLAN Everyone can afford to rent or buy a home.

South Australia has a resilient, innovave economy.

We develop and maintain a sustainable mix of industries across the state.

All South Australians have job opportunies.

STRATEGIES Our young people have a future here.

We meet industry skill needs by training South Australians. ALIGN

South Australia’s transport network enables efficient movement by industry and the community. WE We look aer our land, rivers and wetlands. ONGOING

We care for our oceans, coasts and marine environments.

HOW We respect and care for our environment.

Every member of the community can equally parcipate in learning opportunies.

We train, aract and retain a diverse workforce which aracts industry.

Our research and development builds on our compeve strengths and addresses weaknesses. STRATEGIES

OUR ONGOING COMMITMENT TO OUR COMMUNITY OUR ONGOING COMMITMENT TO OUR COMMUNITY

 We will connue to develop the capacity of our region to grow through major industry and business 4.4 development  Work closely with major industries and businesses to facilitate long term workforce opportunies and development

STRATEGIES  Support training and skill development programs  Protect our natural assets  We will work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance , local businesses, Natural Resource Management Board, Regional Development Australia Yorke and Mid North and other key groups

ONGOING  Work in partnership with the indigenous people

Port Giles Grain Silos

Corporate Governance and Leadership 1. Progessive Communities through Stategic Planning Set the direcon to meet the current and future needs of our communies through responsible decision making, based on legislave requirements and accurate informaon

Vital Issues Our Mayor and 11 Councillors are responsible for leading our Council, through delegated authority, in making operaonal Council in accordance with their responsibilies under the decisions and developing and administering Council policies. Local Government Act 1999 and Regulaons. Council is commied to providing high quality and Our Chief Execuve Officer has been appointed by the sustainable services, in an accountable and transparent Council to manage its operaonal funcons and drive the manner. We are passionate about leading our people and implementaon of Council’s strategic plans and policies. being present in our communies.

The Corporate Management Team have been appointed to Long‐term strategic planning is crical in ensuring support Council and the CEO in meeng their obligaons. sustainable growth and a flourishing Peninsula.

The Corporate Management Team and their staff assist

OUR PLAN

OUR PLANOur Goals Our Acons Our Performance Measures

Strong, proacve We will connue to develop relevant, Current and relevant strategic plans 1.1 leadership and policies in place. dynamic and sustainable strategic plans and policies based on informed decision

making through authenc

communicaon with our community and

key stakeholders.

1.2 Knowledgeable and We will connue to provide Elected Fully developed Training Needs

skilled decision makers Members and staff with opportunies to Analysis and integrated Training Plan

STRATEGIES develop knowledge and skills to support in place through up to date inducon documentaon and performance them in their decision making. reviews.

STRATEGIES

OUR STATE’S PLAN

We acvely parcipate in shaping the future of our state.

Governments demonstrate strong leadership working with and for the community. ALIGN South Australia has a resilient, innovave economy. WE South Australia has a sustainable populaon.

Our research and development builds on our compeve strengths and addresses weaknesses. HOW We are innovave in designs and technologies and we use our intellectual property to advance our state.

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Corporate Governance and Leadership 1. Progessive Communities through Stategic Planning cont’.

OUR OURONGOING ONGOING COMMITMENT COMMITMENT TO OUR COMMUNITY TO OUR COMMUNITY

1.3  We will be accessible and professional ALIGN

 Our decisions will be in the best interests of our community  We will connue to monitor trends and influences WE  We will lead our community using best pracce and connuous improvement principles

STRATEGIES  Our Governance and decision making pracces will be open, transparent, accountable and comply with legislaon HOW

 We will work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance, major industries, local businesses, Natural Resource Management Board, Regional Development Australia Yorke and Mid North and other key groups  Work in partnership with the indigenous people ONGOING

STR

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Corporate Governance and Leadership 2. Organisational Efficiency and Resource Management Provide leadership and deliver efficient and effecve service and management of the Yorke Peninsula Council to achieve our strategic goals and objecves. Vital Issues Ensuring long term financial sustainability connues to be a Managing risks associated with the provision of Council significant challenge for Council. As a Council we need to funcons, services, programs and projects is crucial to reduce ensure that we have the financial resources to meet the our liability and legal exposure. challenges ahead. Management of our extensive road network, footpaths and Managing the increased legislave requirements and other infrastructure has a significant cost impact on Council. compliance in Local Government is impacng on our ability We need to connually look at opportunies to source to maintain services and facilies for our community. alternave funding as well as opportunies to reduce our expenditure to enable the responsible management of these Achieving the best results for our community within our resources. human and physical levels is challenging.

FourOUR Years PLAN (2011 – 2015)

Our Goals Our Acons Our Performance Measures

Financially sustainable Idenfy alternave income streams Ongoing ‐ Alternave income streams 2.1 organisaon within acceptable levels of risk in order idenfied and incorporate into

to diversify Council’s income base. Council’s Long Term Financial Plan.

Progress reported in Council’s Annual

Business Plan.

2.2 Efficient, effecve and Review Council’s Long Term Financial Long term financial plan reviewed by professional organisaon Plan to ensure long term financial April 2014. sustainability.

Work with neighbouring councils and Ongoing ‐ Number of joint iniaves

the YP Alliance through regular, ongoing idenfied. Progress reported in

meengs to idenfy opportunies to Council’s Annual Business Plan.

work together to improve our

effecveness.

2.3 Meet all legislave and Finalise office accommodaon soluon Council presented with office compliance opons in order determine the most accommodaon soluon opons by

STRATEGIES responsibilies effecve way to improve Council December 2013. operaons while at the same me meeng the needs of the community.

2.4 Effecve Risk Develop and implement a process to Process developed and implemented Management connually monitor and evaluate new by December 2013. legislaon, compliance requirements and the impact on the Council and its

resources, including the financial implicaons.

Maintain a current Strategic Risk Review of the 2012‐2015 Strategic Management Plan, incorporang Risk Management Plan by December WHS&IM and internal controls. 2013.

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Corporate Governance and Leadership 2. Organisational Efficiency and Resource Management cont’.

OUR STATE’S PLAN We are prepared for natural disasters.

We are safe and protected at work and on the roads.

Governments demonstrate strong leadership working with and for the community.

South Australia has a resilient, innovave economy.

STRATEGIES We meet industry skill needs by training South Australians.

STRATEGIES Our research and development builds on our compeve strengths and addresses weaknesses.

We are innovave in designs and technologies and we use our intellectual property to advance our state. ONGOING

OUR ONGOING COMMITMENT TO OUR COMMUNITY

2.5  Idenfy, assess and manage bush fire risks through implementaon of Council’s Bushfire Management Area Plan  Connue to implement Council’s Disability Acon Plan

 Dog and Cat Management  Support Yorke Peninsula Community Transport & Services Inc. operaons and services through the strong support of our volunteers and community bus service  Provide the Leisure Opons program for people with physical and intellectual disabilies through the strong support of our volunteers  Provide library and informaon services through joint use arrangements with the State Government STRATEGIES  Monitor our services, systems and work pracces in order to connuously improve our operaons  Measure our performance and report on our progress against our key performance indicators  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance , major industries, local businesses, Natural Resource Management Board, Regional Development Australia Yorke and Mid North and other key groups  Keep up to date with changes to legislaon that will ensure that we are legislavely compliant ONGOING  Provide services and facilies that meet the needs of our community

 Promote strong and effecve governance through training and informaon for Elected Members  Work in partnership with the indigenous people

ALIGN

STRATEGIES WE

HOW

Community Engagement 1. Vitalit and Connection Encourage opmisc and thriving communies through posive parcipaon in community life.

Vital Issues Building a sense of community through posive parcipaon community facilies and programs to develop our in community life. Encouraging a posive, creave and communies’ capacity, including learning, physical acvity supporve place for our Communies to thrive. and recreaon.

Council have a responsibility to provide accessible

OUR PLAN

Our Goals Our Acons Our Performance Measures 1.1 Develop and facilitate Develop and implement a public Communicaon strategy developed, ongoing partnerships and parcipaon plan to facilitate authenc including a process for regular, relaonships with Progress Associaons, communicaon with our community credible reporng to the community

Tidy Towns and other and provide the opportunity for the and implemented by December 2013. key community groups public to have input into the decisions

that affect them.

Successful annual youth event. Support and encourage Country Health SA in developing, implemenng and maintaining a youth program.

Parcipate in YP Youth Workers

Network and Annual youth event. STRATEGIES Current policies, procedures and 1.2 Offer a range of Review Council services and programs accessible community to ensure they best meet the needs of processes in place that meet the

facilies, programs, needs of the community. events and acvies. our community.

Strategy to advance arts and culture 1.3 Encourage and support Develop a strategy to advance arts and our community in culture in our district. in our district by July 2014. arsc, cultural and creave pursuit

OUR STATE’S PLAN We are proud of South Australia and celebrate our diverse culture and people.

We have a sense of place, identy belonging and purpose. We support families. People in our community support and care for each other, especially in mes of need. ALIGN

STRATEGIES We value and support our volunteers and carers. WE

Wer advocate fo everyone to reach their full potenal. We acvely parcipate in shaping the future of our state. HOW Governments demonstrate strong leadership working with and for the community. We overcome distance by using digital technology.

Our research and development builds on our compeve strengths and addresses weaknesses.

We value and promote arsc vibrancy and excellence and celebrate community expression through the arts.

Community Engagement 1. Vitalit and Connection cont’.

OUR ONGOINGOUR ONGOING COMMITMENT COMMITMENT TO OUR COMMUNITY TO OUR COMMUNITY

1.4  We will encourage and support sporng and recreaonal acvies  We will connue to support and deliver library services  We will encourage, support and implement arsc, cultural and creave acvies  We will connue to provide and maintain Council facilies  Provide community awards and grants to support our community clubs, Progress Associaons etc.

STRATEGIES  Use our networks with other service providers to ensure the community are informed of available services  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, the YP Council’s Alliance , major industries, local businesses, Natural Resource Management Board, Yorke and Mid North Regional Development Australia and other key groups

ONGOING  We will work in partnership with the indigenous people

Yorke Peninsula Community Transport

Naonal Tree Day

Minlaton Fauna Park

TryTry Leisure Leisure Games Games STRATEGIES

NAIDOC Walk

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Community Engagement 2. Sense of Ownership Facilitate a sense of community ownership through public parcipaon and authenc communicaon with our community.

Vital Issues Our community expects to be involved in issues that affect We will connue to encourage and develop involvement and their lives. It is important that we keep our community leadership within our communies. informed about Council acvies and services and provide the opportunity for our community to feedback on issues We will provide easily accessible informaon to our that impact them. community on key issues and programs.

OUR PLAN

Our Goals Our Acons Our Performance Measures

2.1 Our communies are We will provide easily accessible Feedback from the annual well informed informaon to our community on key Community Sasfacon Survey

issues, strategic plans, programs and evidence this. iniaves.

STRATEGIES

OUR STATE’S PLAN ALIGN

We have a sense of place, identy, belonging and purpose.

WE We acvely parcipate in shaping the future of our state.

Governments demonstrate strong leadership working with and for the community.

HOW

OUR OURONGOING ONGOING COMMITMENT COMMITMENT TO OUR COMMUNITY TO OUR COMMUNITY

2.2  Work closely with our community including Progress Associaons, Tidy Towns and other key community groups 

Acvely seek input and feedback from our community  Provide informaon to our community through our newsleers, local newspaper arcles, our annual report, our website and community meengs.  Work in partnership with our neighbouring Councils, the Central Local Government Associaon, the LGA, STRATEGIES

the YP Council’s Alliance, major industries, local businesses and other key groups  Work in partnership with the indigenous people STRATEGIES ONGOING

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$$ $$ $$ Financial summary $$ $$

Local Government Yorke Peninsula Yorke Peninsula Council 2010‐11 Council 2011‐12 2010‐11

Operang revenue $1,726,339,000 $23,910,394 $23,546,560

Operang expenses $1,724,009,000 $27,211,734 $27,905,542

Operang result $2,330,000 ($3,301,340)deficit ($4,358,982)deficit

Gross capital expenditure (assets) $600,937,000 $6,548,374 $5,644,289

Value of infrastructure $132,147,000 $254,539,597 $256,072,969

Net liabilies $511,477,000 $1,654,752 $1,692,300

Net liabilies as a proporon of operang 30% 7% 7% revenue

Employee costs $593,767,000 $6,501,629 $6,180,385

Materials, contracts and other Expenses $713,976,000 $11,008,463 $12,531,307

Depreciaon expenses $381,069,000 $9,333,032 $8,751,047

Grants and subsidies, including grants from $268,333,000 $4,822,533 $3,817,945 Commonwealth and State Governments

Details relang to the sustainability of Council’s financial performance can be found in the Annual Business Plan and Long Term Financial Plan.

$$ $$ $$ $$ $$

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Agriculturally rich—naturally beauful

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