Annual Report 2015-2016
The best place in regional South Australia to live, work, raise a family and retire.
Created by having a Prosperous Community with Healthy Landscapes, Liveable Neighbourhoods and a focus on Harmony and Culture.
Naracoorte Lucindale Council, Annual Report 2015-2016 1 CONTENTS
Message from the Mayor and CEO 4 Council Structure and Elected Members 6 Council Area 7 Council Profile 8 Strategic Plan 10 Project Priorities for 2015-2016 13 Theme 1 – Prosperous community 13 Theme 2 – Healthy Landscapes 16 Theme 3 – Harmony and Culture 18 Theme 4 – Liveable Neighbourhoods 22 Theme 5 – Progressive Leadership 24
Project Priorities for 2016-2017 27 Theme 1 – Prosperous community 27 Theme 2 – Healthy Landscapes 28 Theme 3 – Harmony and Culture 29 Theme 4 – Liveable Neighbourhoods 31 Theme 5 – Progressive Leadership 32
Council Report 33 Representation Structure and Quota 33 Representation Review 33 Council Elections 34 Decision making structure of council 34 Council Meetings 34 Audit Committee 35 Development Assessment Panel 35 36 Section 41 Committees
Public Participation 41 Elected Members’ Allowances 44 Committee Members’ Allowances 45 Elected Member Training & Development 46 Confidential Items 47 Executive Management Team 48 Risk Management & Internal Audit 49 Delegations to the CEO 50 Ethical Standards and Performance 50 Registers 51 Codes 51 Policies 51
Naracoorte Lucindale Council, Annual Report 2015-2016 2
Review of Decisions 53 Freedom of Information Applications and Statement 53 Management Plans for Community Land 53 Accountability 54 Limestone Coast Local Government Association 55 Financial Management 56 Measuring Council’s Performance 64 Audited Financials 65 Financial Statements 67 Limestone Coast Local Government Association Annual Report 101
Naracoorte Lucindale Council, Annual Report 2015-2016 3 MESSAGE FROM THE MAYOR AND CEO
As well as completing a number of significant major projects during 2015/16 Council has not taken its eye off the future needs of the district. A review of Council’s Strategic Plan was undertaken which involved asking the community to identify priorities for the Naracoorte Lucindale area for the next 4 years.
Community engagement continues to be the cornerstone of how we do business and the review of Council’s Strategic Plan in the second half of the year further embedded the practice of consultation.
The Strategic Plan sets Council’s course and guides elected members’ decisions for the following four years. It was important to Council that the updated Strategic Plan reflects the views of the community. Seven forums were held across the district to gather community input and a summary of the draft Strategic Plan was distributed to all households before being adopted by Council.
To enhance the reach of our engagement and communication, Council utilises both online and print media and has implemented an interactive consultation website Your Say.
Council continued with its budget challenge to find operational savings and manage with a modest rate rise of approximately 2%. This modest rate rise has been consistent over the previous two years with an approximate rise of 2.3% in 2015 and 2.5% in 2014.
Economic Development continues to be a strong and broad focus for Council. The inaugural grants from Council’s Business Entrepreneurs / Innovation Fund were awarded to two businesses, Cornucopia and Majestic Powder Coating. The fund established by Council assists individuals and business owners operating in the Naracoorte Lucindale area to bring their ideas and plans to fruition.
The construction of the roundabout on Lucindale Road supports Council commitment to the growth of Naracoorte as the second major business and industrial centre in the Limestone Coast region after Mount Gambier. Of the four industrial zoned areas in Naracoorte creating heavy vehicle compliant access on Lucindale Road was identified as offering the highest potential for economic growth for the district because it results in heavy vehicle compliant access to the largest grouping of industrial sites with minimal zoning conflicts with adjoining zones. Due to the area’s industry zoning and accessibility it also has the potential for further industrial development offering a significant opportunity for economic growth for the district and region.
Ongoing economic development activities include participation in the Limestone Coast Local Government Association’s committee on Economic Development which has representation from different levels of government and associations, partnering with local businesses to build infrastructure, support to the Business and Tourism Association and the Limestone Coast Food, Wine, Tourism and Agriculture Collaborative and hosting the Red Meat Cluster which is building collaboration across the region’s red meat sector. Council again participated in the SA Trade China Mission – Shandong Mission and Shanghai Mission which has generated knowledge and interest in our district and the Limestone Coast region and resulted in three Chinese delegations visiting Naracoorte.
Between August and May, a major and critical upgrade was undertaken on the drainage in
Naracoorte Lucindale Council, Annual Report 2015-2016 4 the Naracoorte CBD. The new system is much larger and replaces old, aged and inadequate pipework. Since the upgrade Naracoorte has experienced several large rain events which have tested the drainage system. The good news is that the upgraded drainage ensured the Naracoorte CBD did not experience any flooding. Further drainage upgrades are planned.
As in previous years, Council has continued to support a range of community events and activities. Of particular interest this year was Harmony Day. The well-established gathering of around 1000 school children in the Naracoorte Town Square during the day was followed by the inaugural community Wish Festival in the evening at the Naracoorte Swimming Lake. The Wish Festival created a genuine feel of “true harmony” and the floating of lanterns on the lake was spectacular. It’s hoped that the Wish Festival will be embraced by the community as an annual Harmony Day event.
Mental health and wellbeing continues to be an important focus with Council represented on the Naracoorte Mental Health Roundtable, Suicide Prevention Community Network, Limestone Coast Community Services Roundtable and Naracoorte Local Area Settlement Coordination Committee.
Mayor Erika Vickery CEO Helen Macdonald
Naracoorte Lucindale Council, Annual Report 2015-2016 5 COUNCIL STRUCTURE & ELECTED MEMBERS
Mayor Erika Vickery Councillor Craig McGuire, Deputy Mayor
Councillor Tom Dennis Councillor Julie Earl Cr Scott McLachlan
Councillor Malcolm McLean Councillor Trevor Rayner Councillor Toby Robinson
Councillor Damien Ross Councillor Ken Schultz Cr Rebecca Smith
Naracoorte Lucindale Council, Annual Report 2015-2016 6 COUNCIL AREA
Naracoorte Lucindale Council, Annual Report 2015-2016 7 COUNCIL PROFILE
Item of interest Number
Population (Australian Bureau of Statistics total population 2011) 8449
Size 452,013 ha Elected Members including the Mayor 11 Electors 5,777 Resolutions carried by Elected Members 340 Length of constructed road network 1,614 km Rateable properties 6,117 Total Rateable Capital Value $2,137,390,887 Total operating expenditure 2015-2016 $15,867,000 Customer Service Requests 392 Library items borrowed 62,879 Naracoorte Public Library customers 52,132 Bookings for the Naracoorte Town Hall 265 People attending functions at the Naracoorte Town Hall 14,394 Development approvals 163 Total value of development approvals $12,820,950 Face to face visitors to the Visitor Information Centre 11,677 Grand total sold on behalf of primary producers at the $142,373,595 Naracoorte Regional Livestock Exchange Cattle sold at the Naracoorte Regional Livestock Exchange 92,523 Sheep and lambs sold at the Naracoorte Regional Livestock 327,411 Exchange People reached via Facebook 176,392 Grants received $4,300,224 State Electorate MacKillop Federal Electorate Barker
Naracoorte Lucindale Council, Annual Report 2015-2016 8 COUNCIL PROFILE
In the heart of South Australia’s renowned Limestone Coast, midway between Adelaide and Melbourne, lies the Naracoorte Lucindale district encompassing an area of 452,013 hectares
The main centre of Naracoorte and the surrounding townships offer a diverse range of unforgettable experiences: lush farmland scenery, natural wonders and abundant wildlife, wetlands of international importance, not to mention fine wine and fresh local produce.
Natural features of international significance include the World Heritage listed Naracoorte Caves, along with the Bool Lagoon Game Reserve and Hacks Lagoon Conservation Park. The World Heritage Naracoorte Caves preserves Australia's most complete marsupial fossil record for the past 500,000 years, is among the world's 10 greatest fossil sites and is South Australia’s only World Heritage Listed Area.
The Bool Lagoon Game Reserve and Hacks Lagoon Conservation Park are recognised under the Ramsar Convention on wetlands as a Wetland of International Significance. Bool Lagoon is one of the largest and most diverse freshwater lagoon systems in southern Australia.
The district is known for its reliable rainfall and underground water. It’s home to a strong rural economy featuring beef and dairy cattle, sheep for both wool and meat, as well as a diverse range of crops, wine grape production and wine making.
The district is central to some of Australia's most famous wine producing areas. Two large enterprises; Teys Australia abattoir and Mini Jumbuk wool manufacturing centre value add to the primary produce with large grain storage facilities supporting the cereal growing industry.
Naracoorte has a vibrant retail precinct and is a major service hub, offering a range of accommodation, dining and shopping experiences as well as health services and education facilities.
The proud communities of Lucindale, Frances, Kybybolite and Hynam surrounding Naracoorte feature well maintained parks and sporting facilities, museums, historical sites and major events including the South East Field Days, Taste the Limestone Coast Festival and the Frances Folk Gathering.
Other local communities in the district are Keppoch, The Gap, Cadgee, Binnum, Lochaber, Wild Dog Valley, Stewart Range, Hynam, Mount Light, Laurie Park, Moyhall, Koppamurra, Bool Lagoon, Struan, Joanna, Wrattonbully, Spence, Woolumbool, Avenue Range, Coles, Conmurra and Fox.
The district has 8,449 residents. The principal office for the Naracoorte Lucindale Council is located in DeGaris Place, Naracoorte.
Naracoorte Lucindale Council, Annual Report 2015-2016 9 STRATEGIC PLAN
The Strategic Plan 2013-2023 outlines a vision and outcomes desired for the district and the strategies, key projects and services Council will deliver between 2013 and 2023.
Many of the strategies contained in the Strategic Plan rely on working in partnership with others. Council’s responsibility is to deliver the Community Vision by being a progressive leader and creating an organisation that promotes continuous improvement.
Council may be able to take a supporting or facilitating role, however we know that this plan cannot be achieved without the hard work passion and dedication of the community.
What we want to look like in ten years time?
Facilitating and supporting sustainable growth to achieve economic prosperity.
Working together to protect and enhance our natural environment for the future.
A safe, healthy and diverse community celebrating our similarities and differences.
A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place.
Active community with lots of open space for walking, cycling and other recreational activities.
A district that people want to continue to live in, move to, retire or raise their family
Vision Statement
By 2022 Naracoorte Lucindale Council will be:
The best place in regional South Australia to live, work, raise a family and retire. Created by having a Prosperous Community with Healthy Landscapes, Liveable Neighbourhoods and a focus on Harmony and Culture.
An organisation known for:
Progressive Leadership in managing community assets and natural resources for future generations
Naracoorte Lucindale Council, Annual Report 2015-2016 10 Structure of Plan
The plan has four themes which contribute to achieving the community vision:
Prosperous Community Healthy Landscapes Liveable Neighbourhoods Harmony & Culture A sought after visitor Contribute to sustainable Preserve the rural An inclusive community destination land management practices atmosphere, open spaces & A creative and artistic natural resources A vibrant & progressive Water resources & Community business centre ecosystems are protected & A safe and integrated A learning community Diverse range of thriving restored transport network primary industries A healthy & resilient Preserve the built heritage community & character of the district
The fifth theme focuses on Council as an organisation and what is required for it to be effective in the various roles that it has to play in the community.
Progressive Leadership
Sustainable community finances and assets Effective delivery of projects and services
Effective community communication and engagement
Engage external stakeholders to leverage local opportunities
Organisational excellence
Council is a preferred employer
Underpinning the Strategic Plan 2013-2023 are a range of other strategies, plans and hierarchies.
Strategies
Asset Management Strategy Naracoorte Regional Livestock Exchange Strategic Management Plan
Open Space Strategy Aerodrome Strategic Plan
Naracoorte Lucindale Council, Annual Report 2015-2016 11 Plans
Long Term Financial Plan Annual Business Plan and Budget
Animal Management Plan Bike and Walking Master Plan Community Land Management Plans Development Plan Economic Development Plan Structure Plan Regional Health and Wellbeing Plan Suicide Prevention Action Plan Asset and Infrastructure Management Plans o Building Asset and Infrastructure Management Plan o CWMS Asset & Infrastructure Management Plan o Recreation Asset & Infrastructure Management Plan o Stormwater Asset & Infrastructure Management Plan o Transport Asset & Infrastructure Management Plan Hierarchy and Service Levels
Footpath, Open Space and Road Hierarchy and Service Levels
A copy of these plans is available on the website at www.naracoortelucindale.sa.gov.au
Naracoorte Lucindale Council, Annual Report 2015-2016 12 PROJECT PRIORITIES FOR 2015-2016
The following tables indicate by each of the five themes in the Strategic Plan 2013-2023 the planned projects and achievements for 2015-2016.
THEME 1 – PROSPEROUS COMMUNITY
Facilitating and supporting sustainable growth to achieve economic prosperity
Outcome Planned Project Achievements 2015-2016 2015-2016
A sought after visitor Continued support for Continued to support destination Tourism Industry Tourism Industry Development (LCLGA Development at a regional Contribution) level. Council is a member of the LCLGA Tourism Management Group. Council provided a representative to support the Limestone Coast’s presence at the Melbourne Caravan & Camping Show in February 2016
the Limestone Coast was the most visited region outside of Adelaide by International travellers at 47,000 visitors
the Limestone Coast region attracted 539,000 domestic visitors
11,677 visitors to the Visitor Information Centre (12,898 in 2014-2015)
638 Information packs distributed (967 in 2014- 2015)
Supported the Limestone Coast Food, Wine, Tourism and Agriculture Collaborative
Advertised in key visitor guides including the Limestone Coast Visitor Guide and Stay Another Day
Naracoorte Lucindale Council, Annual Report 2015-2016 13 Promotion of at 291 local events on Council’s online event calendar (87 in 2014- 2015). Monthly event schedule distributed.
Weekly radio segment
In November 2015 the NaracoorteLucindale Facebook page and naracoorte_lucindale Instagram were launched to promote the district to visitors. There are 82 Facebook followers to date and 32 instagram followers
In partnership with NLBT supported the development, production and distribution of promotion material including the Naracoorte town maps and Naracoorte Lucindale Visitor Guide
Development of a Community Art Framework community art plan for the has been developed and district (seeking grant for adopted by Council. $2,000)
Implementation of a Stage 1 of the Heritage Heritage Trail in Trail in Naracoorte Design Naracoorte (plan endorsed and Construction 2014-15) completed
A vibrant and progressive Building relationships to Supported the State business centre enhance economic Government’s Meet the opportunities for the Buyer event region Participated in the RDA LC and LCLGA China Engagement Strategy.
Hosted three Chinese delegations in Naracoorte
Council sent a delegate to the SA Trade China Mission – Shandong Mission and Shanghai Mission in April 2016
Participated in the LCLGA Economic Development Group
Naracoorte Lucindale Council, Annual Report 2015-2016 14 Regular meetings with business leaders and
Attendance at Naracoorte Lucindale Business and Tourism Association meetings
Facilitation of Economic Launched Business Development (including Entrepreneurs / Innovation allocation for consultancy - Fund, following a $20,000 and innovation competitive grant process fund - $20,000) two local businesses received grants of $10,000 and $8,000
Diverse range of thriving Upgrade to the NRLE cattle Project did not progress primary industries selling pens (50% grant due to lack of external funded anticipated and funding. A second grant balance funded by a 15 application has been year loan) submitted.
Continued to host the Red Meat Cluster project
Participated in the Limestone Coast Food Wine Tourism and Agriculture Collaborative
Naracoorte Lucindale Council, Annual Report 2015-2016 15 THEME 2 – HEALTHY LANDSCAPES
Working together to protect and enhance our natural environment for the future
Outcome Planned Project Achievements 2015-2016 2015-2016
Contribute to sustainable land Continued emphasis on A reduction in waste to management practices waste management and the landfill from 1,820 tonnes reduction of waste to to 1780 tonnes. landfill Improved processes led to waste levy remaining at same level for the third year.
Supported LCLGA’s Regional Waste Management Project
Garage Sale Trail held on October 24th was highly successful, with 17 sales registered, the most sales per capita in South Australia. 136 Shopping Trolleys of stuff was redistributed locally.
The Community Garden hosted “In your backyard” event on 27 October. Information sessions on soil management and testing, pest control and plant selection were conducted by the Natural Resource Management Department.
Bushfire Mitigation Activities included inspection of properties and reduction of fuel loads in the parklands
Attendance at Zone Emergency Committee meetings and workshops.
Naracoorte Lucindale Council, Annual Report 2015-2016 16
Water resources and Implementation of the Identified areas along the ecosystems are protected and Naracoorte Creek Naracoorte Creek requiring restored maintenance plan maintenance and developed a 3 year rolling programme
Corella Management Alternative eradication methods to reduce numbers were researched
Corella Monitoring and Management Program undertaken between October and April
Naracoorte Lucindale Council, Annual Report 2015-2016 17 THEME 3 – HARMONY AND CULTURE
A safe, healthy and diverse community celebrating our similarities and differences
Outcome Planned Project Achievements 2015-2016 2015-2016
An inclusive community Sponsorship and support Harmony Day celebrations provided to annual held on 11th March programs, community included a combined events, festivals and schools event in the Community Facilities: Naracoorte Town Square and a Wish Festival at the o Harmony Day Naracoorte Swimming o Community Challenge o Lake. Around 1000 o Frances Folk Festival o children filled the square o TASTE the Limestone with bright colours and Coast o happy songs. In the o Rotary Fun Run o evening 300 lanterns with o Christmas in the community wishes, were Square, set afloat on the lake. o Lucindale Xmas Party & o Special Kids Xmas Party Council is represented on (Adelaide) the Naracoorte Local Area Settlement Coordination Committee
Financial support continued to be provided for the Community Challenge, Frances Folk Festival, TASTE the Limestone Coast, Christmas in the Square, Lucindale Christmas Party and the Special Kids Christmas Party (which is held in Adelaide)
Seniors Month (Inc Senior’s Seniors Month was held in contribution) October with six events offered and 222 registrations for the events
Youth Week & Youth Naracoorte Lucindale My Advisory Committee (50% Community Film Festival grant funded) was held on 29 April. In the lead up to the event video making workshops were held. There were three entries in the Primary School age section and two in the secondary school section. The films
Naracoorte Lucindale Council, Annual Report 2015-2016 18 were uploaded to YouTube and Facebook with 961 You Tube views and Facebook reach of 6,157.
Display at the Naracoorte South Primary School’s Kids Matter Community Wellbeing event on Tuesday 1 March.
Supported Naracoorte Youth Formal committee
Supported the “Design an ad” competition
4 citizenship ceremonies were held with 30 new Australians welcomed to our district
Community Chest - $39,641 allocated to community groups. 20 groups received funding
Hosted Australia Day functions at Naracoorte and Lucindale
Conducted the 2016 Citizen of the Year awards
Provided letters of support for grant applications submitted by community groups
Continue to host the Total of 235 Enquiries for Limestone Coast Volunteer Volunteering Resource Centre (fully grant funded) 191 Individuals assisted into Volunteering
8 Volunteer training workshops offered with 65 Volunteers attending
2 Volunteer managers Training workshops offered with 5 attending.
2 Volunteer training workshops provided for volunteers from specific organisations (28 attendees)
Naracoorte Lucindale Council, Annual Report 2015-2016 19 A creative and artistic Continued support of Continued financial support community Naracoorte Art Gallery provided to the Naracoorte (including provision for Art Gallery. In the maintenance) Gallery’s own words, ‘this allows it to continue to open its doors and focus on holding exhibitions and workshops which benefit the community.’
Collaborate with the Art Community Art Framework Gallery and local has been developed and organisations to introduce adopted by Council. a bi-annual event (eg. megafauna competition)
Learning community Introduction of Your Tutor 117 minutes of Your Tutor (an online tutoring service consumed offering guidance in homework and study for 52,132 Naracoorte Public students in years 4 – 12) Library customers and 62,879 items borrowed (53,942 customers and 62,394 items borrowed in 2014-2015)
Library held
o family history sessions o school holiday activities o weekly baby time and toddler sessions o author events o Summer Reading program o Senior computer training o National Simultaneous Storytime o Seniors Month activity
Healthy and resilient Contribution to the Fire Assisted sporting clubs to community Safety Upgrade of Sporting applying for grant funding. Bodies (this is a joint Unfortunately, the funding project with 3 key sporting application was bodies in the district; unsuccessful. Council Council is hoping to attract continued to work with the grant funding to offset the Clubs to achieve Fire majority of costs Safety requirements. associated with this project) Participated in the development of the Limestone Coast Climate Adaptation Plan which is a joint effort between LCLGA, RDA-LC and SENRM Board
Naracoorte Lucindale Council, Annual Report 2015-2016 20 Council is represented on the – o Naracoorte Mental Health Roundtable o Suicide Prevention Community Network o Limestone Coast Community Services Roundtable
Naracoorte Swimming Lake Artificial turf installed at – Installation of artificial the Naracoorte Swimming turf near toddlers Lake near toddlers’ area - swimming area and well received by lake engineering assessment of users. walls Engineering assessment completed on the Naracoorte Swimming Lake. The structural integrity of the walls remain sound.
Attendance at Zone Emergency Committee meetings and workshops.
Naracoorte Lucindale Council, Annual Report 2015-2016 21 THEME 4 – LIVEABLE NEIGHBOURHOODS
A range of well-planned neighbourhoods and public space, designed with a strong send of identity and place
Outcome Planned Project Achievements 2015-2016 2015-2016
Preserve the rural atmosphere, Upgrade to Memorial Designs completed for the open spaces and natural Parklands Boardwalk & Nature Play area at resources Natural Play Area Memorial Parklands and a grant application submitted to support its construction.
Upgrade of Market Square Market Square car park to provide a premium completed, paths installed recreation facility for the and a new shelter community and visitors constructed. Landscaping (complete carpark, paths, works completed for 50% of playground shelter & plan the park. Skate park plan to upgrade skate park) completed and grant application submitted to support construction.
McTernan Park concept plan completed.
1500 native trees planted on the old rubbish disposal site on Attiwill Street, Naracoorte.
A safe and integrated transport Completion of the Robertson Street stage 1 network beautification of Robertson completed and planning for Street, Naracoorte (Stage stage 2 completed. PLEC 1) funding secured for the undergrounding of power lines to enable stage 2 to proceed.
Ongoing implementation of Major works program Major Works program o 8 road reconstructions completed o 5 road resheets completed o 5 stormwater projects completed including 3 stages to complete the Naracoorte CBD drainage upgrade o 8 footpath projects completed
Naracoorte Lucindale Council, Annual Report 2015-2016 22 Naracoorte Sports Centre Master Plan implementation
Preserve the built heritage and Small fund to provide $14,500 allocated to owners character of the district support to assist with of heritage properties to maintenance of sites listed undertake restoration on the ‘Local Heritage works. Register’
Naracoorte Lucindale Council, Annual Report 2015-2016 23 THEME 5 – PROGRESSIVE LEADERSHIP
A well led and managed district supported by an ethical approach to managing infrastructure through the delivery of projects and services to the community
Outcome Planned Project Achievements 2015-2016 2015-2016
Sustainable community Continued renewal & Asset sustainability finances and assets replacement of indicator 141%, an increase infrastructure as detailed from 95% in 2014-15. The in the major projects increase is primarily due to report the work undertaken to renew and upgrade the drainage through the Naracoorte CBD.
The NRLE achieved throughput of 92,523 cattle and 327,411 sheep and lambs.
Effective delivery of projects Completion of Naracoorte Naracoorte CBD Drainage and services CBD Drainage Stage 1 and Stages 1 and 2 completed Stage 2 and stage 3 brought forward and completed
Organisational Risk Register reviewed
11,677 (12,898 – 2014-2015) face to face visitors to the Visitor Information Centre
52,132 (53,942 - 2014-2015) Naracoorte Public Library customers
62,879 (62,394 – 2014-2015) items borrowed from the Naracoorte Public Library
265 (244 - 2014-2015) bookings for the Naracoorte Town Hall
14,394 (15,545 – 2014-2015) people attended the Naracoorte Town Hall for functions
Naracoorte Lucindale Council, Annual Report 2015-2016 24 94 movies shown at the Naracoorte Town Hall, with attendance of 5,439
14 bookings for the Lucindale Memorial Hall
485 attended the Lucindale Memorial Hall for events
163 (174 – 2015-2016) development applications approved – totalling project value of $12,820,950 ($11,625,001 – 2014-2015)
Effective community Introduction of “Bang the Online consultation tool, communication and Table”, a tool to assist Bang the Table (Your Say) engagement with consultation launched in May 2016
o 723 visits o 60 informed visitors o 537 aware visitors o 197 registered users
14 consultations undertaken, 3 consultations utilising Your Say
Four Council and Naracoorte Public Library newsletters distributed during the year
210 latest news items posted on Council’s website
70 spotlights on My Local app
Site at the South East Field Days and participated in the Blue Yakka Trail by providing free children’s books to participants
o 871 followers (519 – 2014-2015) o 176,392 people reached (69,570 – 2014-2015) o 25,434 engagements
Naracoorte Lucindale Council, Annual Report 2015-2016 25 Weekly advertisement in the Naracoorte Herald
Engage external stakeholders Participate in and support Participated in PIRSA’s to leverage local opportunities regional organisations such Drought Workshops as the South East Local Government Association, Supported development of Regional Development regional prospectus by Australia, South East RDALC Natural Resource Management Board CEO is a member of the SENRM Board, Stormwater Local Government Management Authority, Association EPA Board and Naracoorte Caves Inter-agency Reference Group
Participated in LGA’s Regional Governance Review
Participated in the State Government’s Country Cabinet
Hosted the SAROC and LGA Board meetings in Naracoorte in November
Organisational excellence Review Council’s Strategic Updated Strategic Management Plan (review Management Plan adopted must be complete by by Council for November 2016) implementation for July 2016
Continued review of work Two employees practices & procedures to successfully completed a ensure a ‘best value’ high performance approach to the delivery of management diploma. projects and services to the community 20 policies reviewed (16 in 2014-2015)
Council is a preferred employer Continued emphasis on the Reduction in the number of importance of maintaining Lost Time Injuries from 7 a safe workplace and to 2 and a decrease in lost protecting the health and work hours from 1,820 to wellbeing of employees. 673.
Continued to participate in the LGA Healthy Lifestyle Program
Naracoorte Lucindale Council, Annual Report 2015-2016 26 PROJECT PRIORITIES FOR 2016-2017
THEME 1 – PROSPEROUS COMMUNITY
Facilitating and supporting sustainable growth to achieve economic prosperity
Outcome Planned Project 2016-2017
A sought after visitor Continued support for Tourism Industry Development (LCLGA destination Contribution)
Contribution to a vibrant & current district brochure
Host the Visitor Information Centres Cross Border Conference
Modernise Council’s Visitor Information Bay in partnership with Naracoorte Lucindale Business & Tourism
Implementation of a community art plan for the district (seeking grant for $2,000)
Partner with Adelaide University to commence the ARC Linkage Project (subject to project receiving grant funding)
Caves Leverage Project
A vibrant and progressive Encourage new ideas & ways of doing business by continuing business centre the Innovation Fund (introduced in 2015-16)
Installation of Heritage Trail Signs in Naracoorte (plan endorsed 2014-15; signs purchased 2015-16)
Development of a CBD Masterplan
Diverse range of thriving Continue to facilitate the Red Meat Cluster Project (includes primary industries in-kind)
Upgrade to the NRLE cattle selling pens (50% grant funded anticipated and balance funded by a 20-year loan)
Naracoorte Lucindale Council, Annual Report 2015-2016 27 THEME 2 – HEALTHY LANDSCAPES
Working together to protect and enhance our natural environment for the future
Outcome Planned Project 2016-2017
Contribute to sustainable land Continued support for Regional Waste Coordinator (LCLGA management practices Contribution)
Continued emphasis on waste management and the reduction of waste to landfill
Management of asbestos in Council owned buildings
Bushfire Mitigation & Corella Management
Upgrade & Renew Stormwater drainage on Gordon Street from Fordham Avenue to Schinckel Road, Naracoorte
Community Waste Management Scheme (Lucindale) – Desludge
Water resources and Implementation of the Naracoorte Creek maintenance plan ecosystems are protected and restored
Naracoorte Lucindale Council, Annual Report 2015-2016 28 THEME 3 – HARMONY AND CULTURE
A safe, healthy and diverse community celebrating our similarities and differences
Outcome Planned Project 2016-2017
An inclusive community Extension of hosting of the Regional Volunteer Management Program to 30 June 2017 (grant funded)
Sponsorship and support provided to annual programs, community events, festivals and Community Facilities: -
o Harmony Day o Every Generation Festival (previously Seniors Month) o Science Week (new Event) o Youth Activities o Community Challenge o Frances Folk Festival o TASTE the Limestone Coast o Christmas in the Square, Lucindale Xmas Party & Special Kids Xmas Party (Adelaide)
Support for community wellbeing
Continuation of Community Chest Program
A creative and artistic Continued support of Naracoorte Art Gallery (including community provision for maintenance)
Collaborate with the Art Gallery and local organisations to introduce a bi-annual art event (eg. megafauna competition)
Implementation of a Community Art Plan
Learning community Temporary relocation of Naracoorte Public Library services
Events at the Library – 1 Event each month (for 10 months)
Continuation of Your Tutor (an online tutoring service offering guidance in homework and study for students in years 4 – 12)
Healthy and resilient Continued support for Regional Star Club Officer and the community Regional Trails Project (LCLGA Contribution)
Introduction of Park Run
Improve lighting along the Creek Walk (Riverside Drive)
Naracoorte Lucindale Council, Annual Report 2015-2016 29 Replace the pontoons and renew the entrance gates at the Naracoorte Swimming Lake Upgrade & Renew Stormwater drainage on Gordon Street from Fordham Avenue to Schinckel Road, Naracoorte
Naracoorte Lucindale Council, Annual Report 2015-2016 30 THEME 4 – LIVEABLE NEIGHBOURHOODS
A range of well-planned neighbourhoods and public space, designed with a strong send of identity and place
Outcome Planned Project 2016-2017
Preserve the rural atmosphere, Develop Memorial Parklands Natural Play Area (seeking open spaces and natural $60,000 grant funding) resources Upgrade Market Square Skatepark (seeking $100,000 grant funding)
Develop a Masterplan for the Naracoorte CBD & Town Squares
A safe and integrated transport Undergrounding of powerlines in Robertson Street, Naracoorte network (Stage 2)
Preserve the built heritage and Continuation of the Heritage Assistance Fund to assist with character of the district maintenance of sites listed on the ‘Local Heritage Register’
Develop Storyboard Signs, which tell a story about the heritage of each town
Naracoorte Lucindale Council, Annual Report 2015-2016 31 THEME 5 – PROGRESSIVE LEADERSHIP
A well led and managed district supported by an ethical approach to managing infrastructure through the delivery of projects and services to the community
Outcome Planned Project 2016-2017
Sustainable community finances Continued renewal & replacement of infrastructure (refer major and assets projects report for full details) including: - o Upgrade Runway at the Naracoorte Aerodrome o Cadgee Road Cycle Lanes (road widening) o Bridges & major culverts (includes Sandstone Avenue Culvert - $150,000) o Sealed road construction o Footpath construction o Intersections - o Kerb & watertable o Unsealed road reconstruction o Reseals o Resheeting o Water supply points (Frances) Some of these projects are subject to grant funding and may be delayed if grant applications are not successful
Effective delivery of projects and services
Effective community communication and Establishment of “Bang the Table”, as an effective on-line engagement consultation & engagement tool
Continue emphasis on consultation, Council’s webpage & social media sites
Engage external stakeholders to leverage local opportunities
Organisational excellence Representation review (review of the composition of Council eg. number of elected members; number of wards)
Continued review of work practices & procedures to ensure a ‘best value’ approach to the delivery of projects and services to the community
Council is a preferred employer Continued emphasis on the importance of maintaining a safe workplace and protecting the health and wellbeing of employees
Naracoorte Lucindale Council, Annual Report 2015-2016 32 COUNCIL REPORT
Representation Structure and Quota
The Council is the decision-making body on all matters of policy and strategic direction, and consists of the Mayor and 10 Councillors, who are all elected from the whole community. The Council also appoints a Deputy Mayor.
Naracoorte Lucindale’s total number of electors is 5,777. The quota for Naracoorte Lucindale Council is one member to 525 electors. Councils of a similar size and type have:
Council Electors Councillors Representation Quota
Clare and Gilbert Valleys 6,575 10 65 Coorong 3,7950 9 4217 Grant 5,325 10 532
Mallala 5,692 10 569
Mid Murray 6,136 10 613
Naracoorte Lucindale 5,777 11 525
Northern Areas 3,417 9 379
Renmark Paringa 6,299 9 699
Tatiara 4,514 10 451
Wakefield Regional 4,693 10 469
(The above information is provided by the Electoral Commission of SA (ECSA), current as at February 2016.)
Representation Review
Every 8 years, in accordance with Section 12 of the Local Government Act 1999, the Naracoorte Lucindale Council is required to review the composition of the council.
The last review was conducted during 2008 / 2009. At this time Council undertook a comprehensive review of all aspects of its composition and structure so as to ensure the fair and adequate representation of the electors within the Council area.
The next representation review will be conducted between October 2016 and October 2017. The procedures for electors to make submissions on representation will be in accordance with Council’s Public Consultation and Community Engagement Policy.
Naracoorte Lucindale Council, Annual Report 2015-2016 33 Council Elections
Local Government elections are conducted every 4 years with the last election being held in November 2014. The next election will be held in 2018. Council elections are controlled by the Electoral Commission SA and voting is not compulsory.
The table below lists Naracoorte Lucindale Council’s voter participation at the past 4 elections.
Year Council area voter State average State Ranking participation 43% 2014 43% 32% 34
2010 59% 33% 11
2006 58% 31% 4
2003 53% 33% 13
Decision making structure of council
Decisions of Council are made through various Council meetings, Committee meetings or by staff through delegated authority. Informed decision making is critical to ensuring that decisions are made in the best interests of the wider community. During 2015- 2016, Council’s formal decision making structure comprised of Council, Audit Committee, Development Assessment Panel and Section 41 Committees.
All Committee meetings are open to the public. Documentation for each meeting (notice of meetings, agendas with reports, attachments and minutes) is available from Council’s offices and is also available on the Naracoorte Lucindale Council website.
Council Meetings
As at 30 June 2016, Council had held a total of 12 General Council meetings and 5 Special Council meetings, totaling 17 meetings for the 2015-2016 financial year.
Naracoorte Lucindale Council, Annual Report 2015-2016 34 Attendances at meetings were:
Number of Number of % of eligible Councillors meetings eligible meetings meetings to attend attended attended
Mayor Erika Vickery 17 14 82%
Councillor Craig McGuire 17 13 76%
Councillor Malcolm McLean 17 14 82%
Councillor Trevor Rayner 17 15 88%
Councillor Toby Robinson 17 15 88%
Councillor Damien Ross 17 13 76%
Councillor Kenneth Schultz 17 15 88%
Councillor Tom Dennis 17 13 76%
Councillor Julie Earl 17 16 94%
Councillor Scott McLachlan 17 13 76%
Councillor Rebecca Smith 17 14 82%
Audit Committee
The Audit Committee is established in accordance with section 126 of the Local Government Act, 1999 and operates as an independent and objective advisory committee to Council. It assists Council to accomplish its objectives by contributing to a systematic and disciplined approach to evaluating and improving the effectiveness of financial reporting, internal controls and risk management systems, whistle blowing and internal and external audits.
Council’s Audit Committee comprises five members, appointed by Council. Three are Elected Members while the remainder are independent representatives with experience in financial, audit, legal and business related disciplines. The appointment of independent members to the Audit Committee provides additional assurance to Council and the community that risks are being appropriately managed.
Meetings of the Committee are generally open to the public and are held at the Council Chamber, DeGaris Place, Naracoorte at 4.30pm. The Committee meets at least three times a year at appropriate times in the reporting and audit cycle and otherwise as required.
During 2015-2016 the Audit Committee met 7 times. Meetings were held in September, October, December, February, April, May and June.
Naracoorte Lucindale Council, Annual Report 2015-2016 35 Attendances at meetings were:
Members Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended
Mr Jim Ker 7 7 100% (Independent Member and Presiding Member)
Ms Robyn Mencel 7 5 71% (Independent Member)
Councillor Damien Ross 7 5 71%
Councillor Rebecca Smith 7 6 86%
Councillor Tom Dennis 7 4 57%
Development Assessment Panel
Council has a Development Assessment Panel established in accordance with section 56A of the Development Act 1993. The Panel’s functions are:
To act as a delegate of the Council in accordance with the requirements of the Development Act 1993; and
As it thinks fit, to provide advice and reports to the Council on trends, issues and other matters relating to planning or development that have become apparent or arisen through its assessment of applications under the Development Act 1993; and To perform other functions (other than functions involving the formulation of policy) assigned to the Panel by the Council.
Council’s Development Assessment Panel comprises seven members appointed by Council; three are members of Council while the others are independent representatives. The Development Assessment Panel meets as required. Generally, when a meeting is required it is held on the 2nd Thursday of the month.
During 2015-2016 the Development Assessment Panel met in September, October and June.
Naracoorte Lucindale Council, Annual Report 2015-2016 36 Attending the meetings were:
Member Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended
Mr Frank Brennan 3 3 100% (Presiding Member and Independent Member)
Mrs Liz Travers 3 2 100% (Independent Member)
Ms Emily Finnigan 3 3 100% (Independent Member)
Mr Robert Miles 3 3 100% ( Independent Member)
Councillor Ken Schultz 3 2 67%
Councillor Toby Robinson 3 2 67%
Councillor Trevor Rayner 3 2 67%
Section 41 Committees
Under section 41 of the Local Government Act, 1999 (s41) Councils can create Committees to assist in the performance of its functions, to inquire into and report to Council on matters within the ambit of Council’s responsibilities, to provide advice to the Council, or to exercise delegated powers, functions or duties.
Each committee has its own terms of reference and meeting schedule as required. The membership of the committee is determined by Council and will often consist of Elected Members and people from the broader community with special interests or skills. Council appoints a person as the presiding member of each committee.
Council has not delegated the power to make decisions or to undertake actions to these Committees. The Committees have been created to advise and make recommendations to the Council.
Section 41 Committees
CEO Recruitment, Performance Review & Remuneration Community Services Naracoorte Regional Livestock Exchange Strategic Asset Management o Open Space Sub-committee Strategic Planning and Development Policy (established in accordance with section 101A of the Development Act 1993)
Naracoorte Lucindale Council, Annual Report 2015-2016 37 CEO Recruitment, performance review & remuneration
The purpose of the CEO Committee is to perform the functions of a selection panel, to monitor the performance of Council’s Chief Executive Officer and to review the remuneration and conditions of employment of the CEO at 12 monthly intervals. The Committee consists of three Elected Members appointed by the Council. An independent member with relevant experience may be appointed by Council.
During 2015-2016 the CEO Committee met in October, December and March. Attending the meetings were:
Councillors Number of Number of % of eligible meetings eligible to meetings attended meetings attended attend
Mayor Erika Vickery 3 2 67%
Councillor Damien Ross 3 3 100% (Presiding Member)
Councillor Tom Dennis 3 3 100%
Community Services The Community Services committee provides strategic advice and recommendations to Council in relation to the Naracoorte Public Library, Lucindale Community Library, Visitor Information Centre, Town Halls (Naracoorte and Lucindale) and Limestone Coast Volunteer Resource Service, promoting the district as a tourist destination and Council’s community development and services activities.
The committee consists of four Elected Members and one community representative, all appointed by Council.
The committee met four times during the 2015-2016 financial year in July, September, December and March. Elected Member attendance at the meetings were:
Number of Number of % of eligible Councillors meetings eligible meetings meetings to attend attended attended
Mayor Erika Vickery 4 4 100%
Councillor Craig McGuire 4 3 75%
Councillor Julie Earl 4 4 100% (Presiding Member)
Councillor Rebecca Smith 4 4 100%
Naracoorte Lucindale Council, Annual Report 2015-2016 38 Naracoorte Regional Livestock Exchange Board
The Naracoorte Regional Livestock Exchange Board’s purpose is to implement the Naracoorte Regional Livestock Exchange Strategic Management Plan 2012-22.
The Board oversees the development, construction and general operations, monitors financial performance, makes recommendations to Council regarding the implementation and any recommended revisions to the Naracoorte Regional Livestock Exchange Strategic Plan and develops an annual business plan.
The Board membership consists of two Elected Members and two Community Representatives with strong business acumen and a working knowledge of the livestock industry. The Naracoorte Lucindale Council CEO and Director Operations are non-voting members of the Board.
The NRLE Board met 7 times during the financial year. Meetings were held in August, October, December, February (2 meetings), April and June.
Members Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended
Mr Ian O’Loan (Independent 7 7 100% Member and Presiding Member)
Mr Robin Gericke (Independent 7 6 86% Member) Councillor Toby Robinson 7 7 100%
Councillor Scott McLachlan 7 6 86%
Strategic Asset Management
The Strategic Asset Management Committee provides advice and recommendations to Council in relation to the extent to which Council’s asset management policies accord with the Asset Management Strategy. The Committee assists Council in undertaking strategic asset planning and monitoring and provides advice to Council in relation to asset management policy issues and strategy and hierarchy, standards and service levels
The committee consists of five Elected Members appointed by Council.
The Strategic Asset Management committee met 3 times during the financial year. Meetings were held in August, December and February.
Naracoorte Lucindale Council, Annual Report 2015-2016 39 Attendances at meetings were:
Councillors Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended
Councillor Craig McGuire 3 3 100%
Councillor Malcolm McLean 3 3 100%
Councillor Trevor Rayner 3 3 100%
Councillor Toby Robinson 3 3 100%
Councillor Kenneth Schultz 3 3 100% (Presiding Member)
Strategic Planning and Development Policy
The Strategic Planning and Development Policy committee is established in accordance with Section 101A of the Development Act 1993. The Committee provides advice to Council in relation to the extent to which Council’s strategic planning and development policies are in accordance with the Planning Strategy.
The Committee consists of four Elected Members appointed by Council. The Committee met four time during the financial year in July, October, November and February. Attendances at meetings were:
Councillors Number of Number of % of eligible meetings eligible meetings meetings to attend attended attended
Councillor Tom Dennis 4 2 50%
Councillor Julie Earl 4 3 75%
Councillor Scott McLachlan 4 3 75% (Presiding Member)
Councillor Rebecca Smith 4 4 100%
Naracoorte Lucindale Council, Annual Report 2015-2016 40 PUBLIC PARTICIPATION
As identified in theme 5 of the Strategic Plan 2013-2023, Progressive Leadership, Council wants to achieve effective community communication and engagement. Actions to achieve this include:
Engage with the community in Council decision making processes Inform the community of Council’s progress in the delivery of strategic objectives Ensure transparency in Council’s responsibilities and decision making
Listed below are some of the ways the community can be involved in decision making processes.
Council and Committee meetings
Members of the public have a number of opportunities to present their views on particular issues to Elected Members at a Council meeting:
Public Forum
Up to 15 minutes is scheduled at the commencement of each ordinary meeting for members of the public to address Council or the Committee to provide information relevant to the Council or the Committee.
Whenever possible a question raised by a member of the public will be answered immediately.
Petitions
Petition is one way in which members of the community may advise Council of their particular concerns regarding a specific issue or make requests of, and provide information to, Council.
A petition is a formally drawn up request to Council seeking action or special consideration of a particular matter, which is signed by more than two (2) residents/members of the public.
Petitions should be submitted by the close of business 7 days prior to the scheduled Meeting.
Section 10 – Petitions and Section 11 - Deputations of the Local Government (Procedures at Meetings) Regulations 2013 prescribes how a petition and deputation can be made.
Deputations or Presentations to Council
Whenever possible, requests for a deputation to address Council should be received in writing by the Chief Executive Officer no later than the close of business 7 days prior to the scheduled Meeting.
Naracoorte Lucindale Council, Annual Report 2015-2016 41 If the deputation relates to a matter of business on the agenda, a person wishing to appear as a deputation at a meeting must deliver their written request to the principal office of the Council by 10.00am on the day of the meeting.
Requests falling outside this guideline (ie: requests received later than specified above) will be accommodated whenever possible with the consent of the Mayor.
Deputation requests must include sufficient information regarding the issue and indicate the preferred meeting that the individual/group wishes to be heard.
Whether or not a deputation may appear is determined on a case-by-case basis, meeting by meeting, and with regard to the particular matter upon which the person wish to address the meeting. In determining whether a deputation is allowed the following considerations will be taken into account:
the subject matter of the proposed deputation whether it is within the powers of the Council relevance to the Council or Council Committee agenda nominated – and if not, relevance to the Council’s or Council Committee’s powers or purpose the integrity of the request, and the size and extent of the agenda for the particular meeting.
Where a deputation is to be heard, the person/s making the deputation may speak for no more than five minutes without leave of the meeting.
Written Requests
A member of the public can write to Council on any council policy, activity or service. As a result, Council may invite the community member to provide further comment on points raised in the letter.
Elected Members
Members of the public can contact Elected Members of the Council to discuss items relevant to Council. Contact names and phone numbers are available from Naracoorte Lucindale Council offices or on Council’s website at www.naracoortelucindale.sa.gov.au.
Community Consultation
Council’s Public Consultation policy sets out how Council will engage with the community in its decision making processes. It also provides a model framework for planning and implementing community engagement.
When Council chooses to engage the community the following steps will be considered
1. Clarify the decision 2. Identify key stakeholders 3. Consider legislative requirements 4. Select a level of community engagement
Naracoorte Lucindale Council, Annual Report 2015-2016 42 5. Set up and maintain a community engagement record 6. Collate and Analyse Information 7. Make a decision and implement the final decision
During 2015-2016 Council sought comment from the community on the following:
Reduce speed limit on the entire Draft Annual Business Plan and Draft length of Repeater Station Road Budget for 2016-17 Proposed road name of Sports Complex Naracoorte & District Sports Centre Drive Management Plan Proposed lease of the Hynam Hall Community Art Framework 55 Ormerod Street, Naracoorte Robertson Street, Naracoorte, Stage 2 Naracoorte Lucindale Council Strategic Naracoorte Public Library Building Plan draft Code of Practice / Policy Access Works, service levels and facilities in to Council and Committee meetings Lucindale and associated documents and Informal Gathering Naracoorte Skate Park Memorial Parklands Nature Play
GRANTS RECEIVED
Each year Council applies to the State and Federal Government bodies for funding to support its planned projects. These are competitive grant rounds and are tied to particular projects. Successful grant applications allow Council to maintaining a high level of services, facilities and amenity across our district while ensuring sustainable finances.
Council receives an annual general purpose grant from the State Government Grants Commission. In 2015-2016, $1.527 million was received. The allocation was less than received in previous years due to $1.387 million of Council’s allocation being received early in June 2015. General purpose grants may be expended at Council’s discretion.
Specific purpose grant money expended during 2015-2016 is listed below. An (a) indicates that a portion of the grant income was received in 2014-2015, but unexpended as at 30 June 2015.
Red Meat Cluster Project(a) $160,000 Volunteer Management Program $60,000 Volunteer Training Fund(a) $5,000 Youth Week $2,000 Library Maintenance & Books Grant $48,000 Roads to Recovery $811,000 Roads to Recovery – Gap Road $180,000
Naracoorte Lucindale Council, Annual Report 2015-2016 43 Economic Development $64,000 Community Art Plan $3,000 Total $1,333,000
ELECTED MEMBERS’ ALLOWANCES
The Local Government Act 1999 (the Act) and the Local Government (Members Allowances and Benefits) Regulations 2010 (the Regulations) provides for the payment of Elected Member Allowances.
An Elected Member is entitled to an annual allowance which is determined every four (4) years by the Remuneration tribunal of South Australia. The Tribunal’s determination for the current Council term was on the 31 July 2014. Section 76(9) of the Local Government Act provides for the allowances to be adjusted by CPI on the first, second and third anniversary of the periodic elections. Allowances effective from November 2015 are:
Mayor $51,784 Deputy Mayor $16,183 Standing (Key) Committee Presiding Member $16,183 Elected Member $12,946
An additional allowance in the form of a sitting fee was introduced in July 2014 for a Councillor who is the presiding member of a Committee (other than the Principal or Deputy Principal Member, Chairperson or Deputy Chairperson or a Presiding Member of a prescribed committee).
Allowance - $152 per meeting limited to an aggregate amount of $911 per annum.
Travel time allowances for Members of Non-Metropolitan Councils have also been determined where the Member’s residence is located:
>30 kms < 50kms from Council’s principal office $340 per annum >50 kms < 100kms from Council’s principal office $567 per annum >100 kms from Council’s principal office $1,133 per annum
Council is not required to adopt these allowances as they are based in legislation.
Council pays the cost of Elected Members attendance at training, seminars and conferences related to Council activities.
Naracoorte Lucindale Council, Annual Report 2015-2016 44 The following support is also provided to Elected Members to assist them in the performance of their official duties:
Mayor Elected Members
Fully maintained Council passenger Council owned and maintained iPad sedan for travel related to official Reimbursement of expenses relating duties to functions attended Council owned and maintained Reimbursement of approved childcare computer expenses while representing Council Council owned mobile phone Reimbursement of travel expenses Reimbursement of expenses relating Reimbursement of telephone, to functions attended facsimile or other communication Reimbursement of telephone, device expenses (up to $150 per facsimile or other communication quarter for internet access) Device expenses (up to $150 per quarter for internet access)
COMMITTEE MEMBERS’ ALLOWANCES
Independent members of the Audit Committee, Development Assessment Panel and Naracoorte Regional Livestock Exchange Board receive a fee for attendance at approved meetings, training and events. The following fees were set by Council at its June 2015 meeting (resolution 357/15):
Presiding Member $275 Independent Members $220
Naracoorte Lucindale Council, Annual Report 2015-2016 45 ELECTED MEMBER TRAINING AND DEVELOPMENT
Training and development activities undertaken by Elected Members during 2015-2016 are listed below.
Councillors Activities undertaken
Mayor Erika Vickery 2015 Local Government Conference and Annual General Meeting Conflict of Interest Training National Roads Congress Mandarin for Business and Travel Councillor Kenneth Schultz Conflict of Interest Training Works and Roads conference
Councillor Damien Ross Conflict of Interest Training
Councillor Malcolm McLean Conflict of Interest Training
Councillor Craig McGuire Conflict of Interest Training LGA Ordinary General Meeting
Councillor Trevor Rayner Conflict of Interest Training Works and Roads conference
Councillor Toby Robinson Livestock Saleyards Association of Victoria annual conference Conflict of Interest Training Works and Roads conference
Councillor Tom Dennis Conflict of Interest Training
Councillor Julie Earl Conflict of Interest Training
Councillor Scott McLachlan Conflict of Interest Training
Councillor Rebecca Smith Conflict of Interest Training
Naracoorte Lucindale Council, Annual Report 2015-2016 46 CONFIDENTIAL ITEMS
Council and Council committees may from time to time discuss an item of business in confidence and as a result the public is excluded from attendance at the meeting for the period of time taken to discuss the relevant item. The Local Government Act 1999, Section 90(3) (a) to (n) sets out the criteria for when this may occur. Following is a summary of the number of occasions that the provisions listed in Section 90 (excluding the public during debate) or Section 91 (documents to be kept confidential for a period of time) were used during 2015–2016.
During 2015-2016:
23 orders to move into confidence were made under section 90(2) 22 orders were made to retain reports, minutes and other documents in confidence under section 91(7) 6 orders from 2015-2016 remain operative under section 91(7) as at 30 June 2016 4 orders from 2014-2015 were released, 2 orders were partially released and 1 order remained operative as at June 2016 2 orders from 2013-2014 were released, 3 orders were partially released and 1 order remained operative as at June 2016
Below is a summary of orders for 2015-2016:
Grounds for Confidential Order - Section Order expired, ceased or Date Topic 90(3) revoked
28-Jul-15 Caves Research Partnership Proposal j Released 10 December 2015 Retained in confidence as 28-Jul-15 Waste Transfer Operations: Recycling b grounds are still valid
25-Aug-15 Naracoorte CBD Drainage - Stage Two k Released 16 October 2015
25-Aug-15 Lucindale Road Roundabout k Released 28 January 2016
22-Sep-15 Caves Research Partnership Proposal j Released 10 December 2015
13-Oct-15 Caves Research Partnership Proposal j Released 10 December 2015 Tender - Globe Street and Flinders Lane 13-Oct-15 Construction, Naracoorte k Released 10 December 2015 Tender - Fern Street Construction, 13-Oct-15 Naracoorte k Released 10 December 2015 Tender - Campbell Street Construction, 13-Oct-15 Naracoorte k Released 10 December 2015 Upgrade of Stormwater Drainage - 27-Oct-15 Adelaide Avenue, Naracoorte k Released 10 December 2015 Naracoorte Bowls Club - Request for 27-Oct-15 Community Loan d Released 28 January 2016 Retained in confidence as 27-Oct-15 Waste Transfer Operations: Recycling b grounds are still valid Naracoorte Men's Shed - Request for No order made to retain the 27-Oct-15 Financial Support b item in confidence Naracoorte Lucindale Council, Annual Report 2015-2016 47 Tender - Naracoorte Public Library Pre- 15-Dec-15 Design Analysis k Released 28 January 2016 27-Jan-16 Naracoorte CBD Drainage - Stage Three j Released June 2016 27-Jan-16 Graham Street Construction, Naracoorte j Released June 2016 27-Jan-16 Request to Purchase Land b Released June 2016 27-Jan-16 CEO Recruitment, performance review and Retained in confidence as remuneration committee b grounds are still valid 08-Mar-16 Lucindale Road Roundabout k Released June 2016 26-Apr-16 CEO Recruitment, performance review & Retained in confidence as remuneration committee a grounds are still valid 24-May-16 Business Entrepreneurs / Innovation Fund a Released June 2016
24-May-16 Caves Research Partnership Proposal j Retained in confidence as grounds are still valid 28-Jun-16 Waste Transfer Operations: Recycling b Retained in confidence as grounds are still valid
EXECUTIVE MANAGEMENT TEAM
The Executive Management Team is led by Chief Executive Officer, Dr Helen Macdonald.
Chief Executive Officer Dr Helen Macdonald
Director Operations Mr Steve Bourne
Director Corporate Services Ms Fiona Stringer
Manager Planning & Compliance Mr Paul McRostie
Manager Governance & Community Development Ms Sally Klose
Salary packages for these Officers include over Award salary in a band of $88,408 - $171,790, and may also include private use of a motor vehicle, packaged overtime allowance, superannuation, home phone, internet data transfer reimbursement and mobile phone or mobile phone reimbursement.
Staff Levels (as at 30 June 2016)
2015-2016 2014-2015 2013-2014
Total employees (FTE) 69 70.9 73
Permanent full time 53 54 58
Permanent part time 13 14 15 Fixed term contract – full time and part time 5 3 2
Casual 7 6 8
Naracoorte Lucindale Council, Annual Report 2015-2016 48 Naracoorte Lucindale Council follows equal opportunity employment principles across the organisation and the principles of anti-discrimination in all dealings with its employees. Selection to fill any vacancies is based on merit, including skills, experience, and aptitude for the position.
Appropriate work skills are vital to the effective and efficient delivery of services to the community. Council encourages employees to undertake relevant training to develop and enhance those skills.
Approximately 33% (2015: 30%, 2014: 36%) of the Naracoorte Lucindale Council’s operating revenue was expended on salaries, wages and associated employment costs. Of this expenditure $632,000 (2015: $484,000, 2014: $551,000) can be attributed to capital expenditure. The increase in % of operating expenditure on employment costs is due to the timing of receipt of grants. The 2015-16 Grants Commission payment was received early in June 2015. The direct impact of this was to increase Council’s operating revenue in 2014-15 and decrease it in 2015-16, thus affecting the % calculation.
RISK MANAGEMENT AND INTERNAL AUDIT
Naracoorte Lucindale Council is a member of the Local Government Mutual Liability Scheme which provides Local Government with insurance services at lower premiums than market rates. The Scheme rewards good performance through premium rebates. A comprehensive audit of risk management policies, practices and procedures is undertaken annually to assess the performance of each Council.
Naracoorte Lucindale Council is committed to a high standard of governance and accountability. Council manages its strategic, operational and financial risks at an organisation level in accordance with the AS/NZS ISO 31000:2009. This framework ensures that risks and internal controls are identified, assessed and managed and reported against whilst ensuring that effective policies, operating guidelines and actions are in place.
In 2012 an Organisation Risk Register was developed profiling Council’s corporate and operational risks. This register has been reviewed and further refined during 2015-2016. Risks identified through this process are managed and mitigated through inclusion in annual work area plans and other programs.
Dean Newbery & Partners Chartered Accountant have been appointed by Council as the Council’s External Auditors for a five (5) year contract, expiring at the completion of the 2019-2020 financial audit. This appointment is in accordance with section 128 of the Local Government Act. The External Auditors
complete the annual statutory audit by testing the underlying transactions that form the basis of the financial statements. provides an opinion on whether the accounts are a true and fair view.
Naracoorte Lucindale Council, Annual Report 2015-2016 49 The External Auditors findings are reported to the Audit Committee and Council at the completion of the Audit each year. The Audit Committee meets with Council’s Auditor on an annual basis to discuss internal controls, risk management and to seek clarification on financial matters.
DELEGATIONS TO THE CEO
The Council has provided the chief executive officer with the delegated authority to make decisions on a number of specified administrative and policy matters. A copy of the Delegations Policy is available on the website, www.naracoortelucindale.sa.gov.au. Council reviews these delegations annually. In keeping with legislative requirements Council:
Determines the policies to be applied by the Council in exercising its discretionary powers. Determines the type, range and scope of projects to be undertaken by the Council. Determines the resources which are to be made available to undertake such works and services.
ETHICAL STANDARDS AND PERFORMANCE A mandatory Code of Conduct applies to all Elected Members of Council in South Australia.
Any person can make a complaint to Council about a possible breach by an Elected Member under the Behavioural Code (Part 2 of the Code of Conduct). Complaints about behaviour alleged to have breached the Behavioural Code should be brought to the attention of the Mayor or Chief Executive Officer.
Any person may report an alleged breach under the Part 3 of the code, Misconduct to the Council, the Ombudsman, the Electoral Commissioner (for alleged breaches of Code 3.8) or the Office for Public Integrity. Alleged breaches of this Part made to a Council or to the Office for Public Integrity may be referred to the Ombudsman for investigation under Section 263 of the Local Government Act 1999, by the Council’s Chief Executive Officer or by the Independent Commissioner Against Corruption, where he or she so determines.
A mandatory Code of Conduct applies to all Council employees in South Australia. Any person may make a complaint about a Council employee under this Code. Complaints about an employee’s behaviour that is alleged to have breached this Code should be brought to the attention of the Chief Executive Officer of the Council. Complaints about a Chief Executive Officer’s behaviour that is alleged to have breached the Code should be brought to the attention of the Mayor.
Naracoorte Lucindale Council, Annual Report 2015-2016 50 REGISTERS
Following is a list of registers kept by Council:
Members Register of Interests Members Register of Allowances and Benefits Officers Register of Salaries Officers Register of Interests Campaign Donation Returns Fees and Charges Members Conflict of Interests Community Management Plans Community Land Public Roads By Laws Policy Confidential Items Development Heritage Gifts and Benefits Resolutions
CODES
Following is a list of Council Codes of Practice, adopted in accordance with the Local Government Act 1999 or the Local Government (Elections) Act 1999 and Local Government (Procedures at Meetings) Regulations 2000:
Code of Practice - Access to Council and Committee Meetings and Associated Documents Code of Practice - Meetings of Council and Council Committees
POLICIES
Council has adopted the following statutory policies:
Access to Council and Committee Meetings and Associated Documents and Informal Gatherings Building and Swimming Pool Inspection Caretaker Complaints & Dispute Resolution Procedure - Sewerage Services Complaint Handling Policy Contracting, Purchasing of Goods and Services Customer Charter - Sewerage Services
Naracoorte Lucindale Council, Annual Report 2015-2016 51 Delegations Policy Elected Members Complaint Handling Procedure Elected Members Training and Development Grievance / Review of Decision Policy Hardship Policy for Residential Customers of Minor and Intermediate Water Retailers Internal Control Policy Order Making Prudential Management Public Consultation Road Naming Sale or Disposal of Land and Other Assets Work Health and Safety and Injury Management Policy
Council has adopted the following discretionary policies:
Accommodation and Associated Expenses Accounting Policy - Infrastructure, Property, Plant & Equipment Australian Defence Force - Reservist Leave Budget Reporting and Amendment Policy Cemetery Leases CFS Support Child Safe Environment (and other vulnerable people) Council Land - Permit to Use Customer Service Development Assessment Panel - Code of Conduct Development Assessment Panel Complaint Handling Donations and Sponsorships Drug and Alcohol Policy Driveway Policy Elected Members Allowances and Benefits Elected Members Casual Vacancy Election Signs Employee - Corporate Uniform and Protective Clothing & Equipment Employee - Recognition of Service, Personal Events and Occasions Employee Assistance Program Employee Pre-Placement Medical Examination Enforcement Policy Firearms Flag Flying Footpath Dining Footpaths Fraud, Corruption and Whistle-blower Policy Investments Policy Livestock Exchange OHSW Policy Media Motor Vehicles, Plant & Machinery Rate Rebates
Naracoorte Lucindale Council, Annual Report 2015-2016 52 Register of Interests Risk Management Road Network Extension and Upgrade Shipping Container Smoke Free Policy Social Media Technology and Communication Venue Hire Use of Council Equipment by Community and Sporting Organisations Volunteer
REVIEW OF DECISIONS
As required by the Local Government Act 1999, Council has an Internal Review of Decisions policy, outlining how decisions of Council or other people acting on behalf of Council are reviewed. There were no applications for review of decisions during 2015- 2016.
FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT
The Freedom of Information Statement is published annually by the Naracoorte Lucindale Council in accordance with the requirements of the Freedom of Information Act 1991. There were no Freedom of Information applications received during 2015- 2016.
There were no applications brought forward from the previous year and there were no unfinished applications at 30 June 2016. Inquiries or requests for information under the Act should be forwarded to:
Freedom of Information Officer Naracoorte Lucindale Council PO Box 555 NARACOORTE SA 5271
The Freedom of Information Statement is available on Council’s website, www.naracoortelucindale.sa.gov.au
MANAGEMENT PLANS FOR COMMUNITY LAND
Council has management plans in place for all community land under its care.
Naracoorte Lucindale Council, Annual Report 2015-2016 53 ACCOUNTABILITY
Provision of Services and the Purchase of Goods
Naracoorte Lucindale Council is committed to ensuring a fair, transparent and accountable process in the provision of services and the purchase of goods and services to enable it to meet its operational and community obligations.
Naracoorte Lucindale Council aims to ensure that its methods of: service provision, including the carrying out of works; and purchasing goods are transparent, cost- effective, and represent best value for money while meeting the needs of Council and the community. At the same time, Council is committed to pursuing a convention of purchasing locally whenever possible and practical.
More detailed information is available in the Contracting, Purchasing of Goods and Services Policy.
National Competition Policy – Clause 7 Statement Reporting
Local Government is required to comply with the Competition Policy Reform (South Australia) Act, 1996 to ensure the application of competitive neutrality principles and practices when significant “business activities” are being carried out by Councils. Whether an activity is a significant business activity to which competitive neutrality principles should be applied is a matter for each local government agency to determine. This determination should be made taking into account:
the intent of National Competition Policy whether the business activity possesses sufficient market power to create a competitive impact in the market that is more than nominal or trivial whether the size of the business activity relative to the size of the market as a whole is more than nominal or trivial
The National Competition Policy categorises significant business activities as:
Category 1 - business activities with an annual revenue in excess of $2 million, or employing assets in excess of $20 million Category 2 - all other significant business activities.
Competitive Neutrality Principles under National Competition Policy require that Councils must report annually on:
the determination of significant business activities undertaken by Council, and the creation or cessation of significant business activities the application, or change in application, of competitive neutrality the review and reform of by-laws, including by-laws created or repealed complaints about the application of competitive neutrality and the structural reform of public monopolies
Naracoorte Lucindale Council, Annual Report 2015-2016 54 Significant Business Activities
Category 1: o Council has determined it has no significant business activities to declare under Category 1.
Category 2: o the Naracoorte Regional Livestock Exchange is a business activity falling within Category 2. Council has adopted the Cost Reflective Pricing principle to counter any unfair competitive advantage that might exist. This includes the recovery by Council of administration, loan servicing charges, and other similar business costs associated with the management and operation of the Livestock Exchange. Commencement or Cessation of Significant Business Activities
Council has neither commenced nor ceased a significant business activity during the course of the reporting period.
By-Laws
Council did not review or reform any by-laws during 2015–2016.
Complaints Concerning the Application of Competitive Neutrality
Council did not receive any complaints concerning the application of competitive neutrality principles during the 2015 - 2016 financial year.
Structural Reform of Public Monopolies
These provisions do not apply to any Council activity.
LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION
Section 43 of the Local Government Act allows two or more councils to establish a Regional Subsidiary to provide specified services or to carry out a specified activity or activities.
The seven (7) Limestone Coast Councils have joined together to develop a regional subsidiary known as LCLGA. The following Councils are Members of LCLGA: City of Mount Gambier, District Councils of Grant, Robe, Tatiara and Kingston and Naracoorte Lucindale and Wattle Range Councils.
LCLGA’s overall goal is to represent and serve its Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation. LCLGA’s Annual Report and audited financial statements for the 2015-16 financial year have been prepared in accordance with Schedule 2 (28) of the Local Government Act 1999.
Naracoorte Lucindale Council, Annual Report 2015-2016 55 FINANCIAL MANAGEMENT
Council’s long term financial sustainability is dependent on ensuring that, on average, over time its expenditure is equal to or less than its revenue.
Revenue
Council’s primary source of revenue is generated by the levying of general rates and service charges. The 2015-2016 year included a budgeted increase in general rates of approximately 2.0% (2015: 2.3%, 2014: 2.5%). Other sources of revenue for Council included user charges (hall hire and Naracoorte Regional Livestock Exchange fees), statutory fees (animal registration, development and health fees), reimbursements (private work), investment income, grant income and other income (rebates and insurance recoupments).
2015-2016 2014-2015
Rates General Rate Revenue $10.140 million $9.943 million $ 0.056 million Fines, Interest & Legal Fees $0.049 million $ 0.116 million $0.125 million Less Rebates (mandatory, discretionary & $10.080 million $9.867 million revaluations)
Service Charges Waste & Recycling $0.919 million $0.916 million Community Waste Management Scheme $0.090 million $0.084 million NRM Levy (collected on behalf of the NRM Board) $0.192 million $0.187 million $1.201 million $1.187 million
Statutory Charges $0.202 million $0.176 million User Charges $1.697 million $2.357 million Investment Income $0.204 million $0.249 million Reimbursements & Other Income $0.435 million $0.482 million Grant, Subsidies & Contributions $1.515 million $0.887 million For New or Upgraded $2.785 million $4.685 million Assets Other Grants $4.300 million $5.572 million
TOTAL REVENUE $18.119 million $19.890 million (excluding income from sale of assets)
Council’s grant income for 2014 – 2015 is exaggerated due to the early receipt of 50% of the 2015 – 2016 Grants Commission payment in June 2015 ($1.387 million).
Naracoorte Lucindale Council, Annual Report 2015-2016 56
Assets and Capital Expenditure
Land, buildings and specified infrastructure (including Naracoorte Regional Livestock Exchange, Naracoorte Aerodrome, Naracoorte Transfer Station and the Naracoorte Swimming Lake) were revalued as at June 30 2015 by AssetVal Pty Ltd.
Road, Stormwater and CWMS infrastructure will be revalued during 2016 -2017. Plant & machinery, furniture & equipment, reserve furniture, minor equipment and library books continued to be valued at cost.
2015 - 2016 2014 - 2015
Capital Expenditure Renewal or Replacement of Existing Assets $8.095 million $6.020 million $2.609 million $1.514 million New Assets $10.704 million $7.534 million
Work in Progress (capital projects in progress, which will be $2.500 million $1.225 million completed and capitalised year ending 30 June) Asset Values Asset Values $385.615 million $380.134 million Carrying Value (written down value) $278.190 million $275.619 million
Further details relating to completed capital projects and related expenditure may be found elsewhere in this document.
Naracoorte Lucindale Council, Annual Report 2015-2016 57 Expenditure
Council’s operating expenditure for 2015-16 was $15.687 million (2015: $16.881 million). The table below excludes expenditure in relation to capital projects, except in relation to employee costs which are provided for informational purposes only.
Expenditure referenced as ‘capital projects’ is also included in the amounts shown above for capital expenditure. Employee costs, include wages, workers’ compensation, superannuation, income protection and leave accruals.
2015 - 2016 2014 - 2015
Employee Costs Operating Expenditure $4.847 million $5.242 million Capital Projects $0.632 million $0.484 million $5.479 million $5.726 million
Materials, Contracts & Other $5.069 million $5.290 million Depreciation $5.736 million $6.114 million Finance Costs $0.215 million $0.235 million
$192,000 (2015: $186,000) was passed onto the Natural Resource Management Board.
Naracoorte Lucindale Council, Annual Report 2015-2016 58 Other Information
2015 – 2016 2014 - 2015
Cash & Deposits $5.318 million $9.593 million
Trade & Other Receivables $0.946 million $0.946 million
Inventories $1.096 million $1.034 million
Loans to Community Organisations $0.089 million $0.048 million
Loan Liability $3.358 million $3.686 million
Employee Leave Provisions $1.204 million $1.274 million
Landfill Provisions $0.109 million $0.104 million (reinstatement & monitoring of landfill sites)
Net Result
Council’s operating result before capital revenues for year ending 30 June 2016 is a surplus of $0.737 million (2015: surplus of $2.122 million).
Council’s 2015 result was exaggerated due to the early receipt of 50% of the 2015 – 2016 Grants Commission payment in June 2015 ($1.387 million).
The Audited Financial Statements for the year ended 30 June 2016 are attached to this report.
Auditor
The Local Government Act 1999 requires Council to report on a range of matters relating to the services provided by its Auditor, including the amount of remuneration paid for audit and other services.
The Adelaide firm Dean Newbery & Partners Chartered Accountants has been engaged to undertake statutory audit duties in relation to Council’s financial and operational activities since the year ending 30 June 2011.
During 2015 - 2016, a payment of $19,000 (GST exclusive) was made to Newbery’s for audit services provided in relation to the financial year ending 30 June 2015. No payments were made for any other services.
Naracoorte Lucindale Council, Annual Report 2015-2016 59 Budget 2016 - 2017
For the year ending 30 June 2017, Council has adopted the following Operating Budget.
ACTUALS BUDGET YEAR ENDED YEAR ENDED 30.06.2016 30.06.2017 ($’000) ($’000)
OPERATING REVENUES Rates 11,281 11,840 Statutory Charges 202 169 User Charges 1,697 1,812 Operating Grants, Subsidies and Contributions 2,785 3,640 Investment Income 204 160 Reimbursements 187 133 Other Income 248 161 TOTAL OPERATING REVENUES 16,604 17,914
OPERATING EXPENSES Employee Costs 4,847 5,325 Materials, Contracts and Other Expenses 5,069 6,197 Finance Costs 215 201 Depreciation 5,736 6,157 TOTAL OPERATING EXPENSES 15,867 17,881
OPERATING SURPLUS (DEFICIT) BEFORE CAPITAL REVENUES 737 34
Asset Disposal & Fair Value Adjustments (1,104) -
Amounts Received Specifically for New or 1,515 2,541 Upgraded Assets
NET SURPLUS (DEFICIT) 1,148 2,574
Further information in relation to projects proposed for the 2016 - 2017 financial year may be sourced from Council’s Annual Business Plan & Budget 2016 - 2017.
Naracoorte Lucindale Council, Annual Report 2015-2016 60 MEASURING COUNCIL’S PERFORMANCE
In addition to documenting Council strategic objectives, activities and planned programs for the 2015 - 2016 financial year, the Annual Business Plan & Budget and the Strategic Management Plan 2009-2030 form the framework against which Council monitors its performance during the year.
Performance can be measured in many ways and in many fields of Council’s operations. Financial performance is obviously of significant interest to all ratepayers, as the achievement or otherwise of financial targets can have a direct monetary impact on all of them.
The measurement of Council’s actual performance is critical to the successful implementation of the Strategic Plan and Annual Business Plan. In conjunction with that performance measurement, Performance Indicators can be used to highlight a number of key issues that are fundamental to the long-term sustainability of the Council and the wellbeing of the community.
Performance Indicators can include measurements of the effectiveness and efficiency of internal systems and processes as well as the more traditional financial outcomes.
Financial Indicators are calculated in accordance with Information Paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia.
The targets identified below have been adopted by Council following recommendation by Council’s Audit Committee.
Indicator 1: Operating Surplus The difference between day to day income and expenses for the period
Target To achieve an operating breakeven position, or better, over any five-year period.
Target 2013-14 2014-15 2015-16 Actual Actual Actual ($’000) ($’000) ($’000 =>0 441 2,122 737)
Indicator 2: Operating Surplus Ratio The percentage by which the major controllable income source varies from day to day expenses.
Target To achieve an operating surplus ratio of between 0% and 15% over any five-year period.
Target 2013-14 Actual 2014-15 Actual 2015-16 Actual
0-15% 3% 11% 4%
Naracoorte Lucindale Council, Annual Report 2015-2016 61 Indicator 3: Net Financial Liabilities Money owed to others less money held, invested or owed to Council
Target Council’s level of net financial liabilities is no greater than its annual operating revenue and not less than zero.
Target 2013-14 Actual 2014-15 Actual 2015-16 Actual ($’000) ($’000) ($’000)
>0 < $16,604 (1,663) (3,608 (848) ) This result indicates that Council has more assets than liabilities. Council is in a position where it could increase its borrowings to ensure assets are renewed at a sustainable level.
Indicator 4: Net Financial Liabilities Ratio The significance of the net amount owed compared with income received
Target Net financial liabilities ratio is greater than zero but less than 100% of total operating revenue.
Target 2013-14 Actual 2014-15 Actual 2015-16 Actual
>0 < 100% (10%) (19%) (5%)
Indicator 5: Interest Cover Ratio The level of income used to pay interest on loans
Target Net interest is greater than 0% and less than 10% of operating revenue.
Target 2013-14 Actual 2014-15 Actual 2015-16 Actual
>0 < 10% 1.5% 0.1 0.1 % % This result indicates that Council’s net interest (interest paid less interest received) as a percentage of operating income is very low and is a further indication that Council is in a good position to increase its borrowings.
Indicator 6: Asset Sustainability Ratio The extent to which assets are being replaced at the rate they are wearing out
Target Capital outlays on renewing/replacing assets net of proceeds from sale of replaced assets is greater than 90% but less than 110% of depreciation over a rolling 3-year period.
Naracoorte Lucindale Council, Annual Report 2015-2016 62 Target 2013-14 Actual 2014-15 Actual 2015-16 Actual
>90 < 110% 61% 95% 141%
Council is meeting its target in renewing/replacing assets, with an average ratio over three (3) years of 99%.
AUDITED FINANCIALS
Understanding the Financial Statements
The Financial Statements are an essential report of the Naracoorte Lucindale Council. They show how Council performed financially during the year and reveal Council’s overall financial position as at 30 June.
Council presents its financial report in accordance with all applicable Australian Accounting Standards as it is required to do. Council is a ‘not for profit’ organisation and some of the generally recognised terms used in private sector company reports are not appropriate for Council reports.
Council’s Financial Report was prepared by Council’s Administration and audited by Dean Newbery & Partners Chartered Accountants.
Statement of Comprehensive Income
This report discloses Council’s revenues broken down into a range of prescribed categories. It also identifies expenses incurred in the running of Council during the year. These revenues and costs relate solely to the day-to-day running of the Council and its various facilities and do not include the purchase of assets or reconstruction / renewal of infrastructure. The difference between revenue and expenditure is Council’s operating surplus for the year.
Statement of Financial Position
This report is similar to a Balance Sheet for a private company. It identifies what Council owns as Assets and what it owes as Liabilities.
The Assets and Liabilities are divided into current and non-current. Current means those assets or liabilities which will fall due in the next 12 months. The components of the Balance Sheet are as follows:
Current Assets
Cash and Cash Equivalents – includes all amounts readily convertible to cash, with an insignificant risk of change in value. Trade and Other Receivables – are amounts owed to Council by ratepayers and other persons and organisations. Inventories – includes the stores and consumable items stocked at the Council’s Works Depots, quarry materials and stationery.
Naracoorte Lucindale Council, Annual Report 2015-2016 63 Non-Current Assets
Financial Assets – are the funds invested on behalf of the Council. Infrastructure, Property, Plant & Equipment – are the largest component of Council’s wealth and represent the value of all land, buildings, roads, vehicles, equipment etc which have been constructed or accumulated by Council. Roads comprise the majority value of these assets. Other Non-Current Assets – includes all loans owed to Council from Community Groups, and amounts that have been prepaid.
Current Liabilities
Trade & Other Payables –includes amounts owing for goods and services, accrued employee liabilities, amounts received in advance and other deposits. Borrowings – comprise loan repayments falling due in the next 12 months. Provisions – comprise employee leave (annual & long service) entitlements and Council’s liability associated with the closure of its landfill site.
Non-Current Liabilities
Borrowings – comprise loan repayments that do not fall due in the next 12 months. Provisions – comprise employee leave (annual & long service) entitlements and Council’s liability associated with the closure of its landfill site that do not fall due in the next 12 months.
Statement of Changes to Equity
This Statement demonstrates how the changes in Total Ratepayers’ Equity arose during the year. The main factors associated with the change in equity are:
The profit or losses from operations; The use of monies from Council’s reserves; Revaluation of assets. Each asset class is revalued as per Council policy, unless it has been determined by Council policy to be valued on a cost basis.
Cash Flow Statement
The Cash Flow Statement summarises Council’s cash payments and cash receipts for the year. The Statement is presented according to a specific Accounting Standard and needs some care in analysis. The values may differ from those shown in the Statement of Comprehensive Income, as the latter is prepared on an accrual accounting basis. Cash is used in the following main areas:
Operating Activities Investing Activities Financing Activities
The result demonstrates whether the Council’s “cash position” increased or decreased as a result of the year’s activities.
Naracoorte Lucindale Council, Annual Report 2015-2016 64 Notes to the Accounts
The Notes are a very important component of the Financial Statements. They provide a range of detail behind many of the summary figures contained in the statements. The note numbers are shown beside the relevant items in the Statement of Comprehensive Income, Statement of Financial Position, and the Statement of Cash Flows.
Most of the Notes are self-explanatory and contain the following:
A breakdown of expenses, reserves, revenues and other assets Commitments of expenditure
Naracoorte Lucindale Council, Annual Report 2015-2016 65
LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION
ANNUAL REPORT 2015-16 PRESIDENTS REPORT INTRODUCTION
I am pleased to report that the Limestone Coast Local Government Association (LCLGA) has continued to meet its objectives of This document is the Annual Report of the Limestone Coast Local Government Association (LCLGA) Inc. for the period 1st July 2015 to advocacy and representation for our seven constituent councils. As reported in previous years we have had a number of regional 30th June 2016. This document is prepared pursuant to the Local Government Act 1999 to report to Constituent Councils on the work projects that have again proven beneficial for our member Councils and these programs will continue to lay the foundations of the five and operation of the Association for the preceding financial year. identified themes of the LCLGA: Infrastructure, Sustainable Economy, Environmental Sustainability, Community and Social Wellbeing This Report details the activities of the Association to represent and serve the seven Constituent Councils and to advance the and LCLGA Governance, Leadership and Financial Sustainability. Limestone Coast communities through effective advocacy, facilitation and innovation.
INFRASTRUCTURE COMMUNITY AND SOCIAL WELLBEING One of our key pillars that will place the Limestone Coast in a solid The road safety program that is funded by the Motor Accident OUR ASSOCIATION position in years to come. Much work is still required to develop Commission (MAC) has once again proven to be a success. The priority plans for our road, bridge and drainage network with additional three-year pilot project is coming to an end next year and we look LCLGA was established as a regional body on 6th October 1885. LCLGA is a regional subsidiary representing its Constituent Councils and is infrastructure being required in the areas of connectivity through forward to having continued discussions about extending this project. established pursuant to Section 43 of the Local Government Act 1999 by the Constituent Councils. available technologies that the NBN network can bring to our region. With regard to the STARCLUB Program it has once again proven to We shall continue to advocate for mobile technology and coverage to be hugely popular and the region now boasts the highest number of The Association is comprised of the following Constituent Councils: improve, and recognise that many regional areas depend on access to registered STARCLUBS in the State. The Limestone Coast Region of 1. District Council of Grant high quality consistent network coverage. Wellbeing collaboration is progressing well and together with the South 2. Kingston District Council Australian Health and Medical Research Institute we have submitted a funding proposal to the Premier to fund a pilot project. SUSTAINABLE ECONOMY 3. City of Mount Gambier 4. Naracoorte Lucindale Council Whilst Regional Development Australia Limestone Coast (RDALC) is recognised as the lead agency in the field of economic development, GOVERNANCE, LEADERSHIP 5. District Council of Robe local government acknowledges that it has a major role to play with AND FINANCIAL SUSTAINABILITY 6. Tatiara District Council developing the regions’ economic base. We will continue to collaborate We have continued to promote the regional interests to all levels of with the RDA to place our region in a solid position when funding 7. Wattle Range Council government and we remain active with SAROC and are represented on opportunities arise. We look forward to continuing to host the Limestone the LGA South Australia board. We acknowledge the tremendous efforts Coast Economic Development Group and it is pleasing to see the of Federal Member of Parliament Mr Tony Pasin and State Members of Under its Charter, LCLGA’s objects are to: initiatives being developed by the group coming to fruition. The various Mr Troy Bell and Mr Mitch Williams. Over the past 12 months we have cluster programs are progressing well and the interaction between local ą adopted our new Charter, carried out a review of the committee structure ą Work in association with both the Local Government Association of South Australia (LGASA) and the Australian Local Government Association government and the various agencies will ensure a strong regional and adopted a new financial reporting format in an effort to provide our to assist in the achievement of their aims and objectives message is consistently communicated to all stakeholders. During the member councils with clear and concise information about the operations ąą Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level year we established a tourism management group to investigate the of the LCLGA. We look forward to continuing to improve the operations value of the tourism sector and to develop a regional tourism strategy. ąą Facilitate and co-ordinate activities of local government at a regional level related to social, environmental and community development with the of the Association and continue to build value for our members. We look forward to this work being completed in the first half of next object of achieving improvement for the benefit of the communities of its Constituent Councils year and are keen to continue to partner with the South Australian On behalf of the Board I would like to acknowledge the efforts of ąą Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the representation and Tourism Commission to deliver tourism programs throughout the region. our dedicated staff over the past 12 months: Dominic Testoni, Tony status of local government when dealing with other governments, private enterprise and the community Elletson, Rob Forgan, June Saruwaka, Michaela Bell, Biddie Shearing, Alice Macleod and Jackie Hao. Also assisting the Association is Jan ąą Develop further co-operation between its Constituent Councils for the benefit of the communities of its region ENVIRONMENTAL SUSTAINABILITY Shanahan and Julie Scott from the RDALC. ąą Develop and manage policies which guide the conduct of programs and projects in its region with the objective The waste management project continues to gather momentum and Finally, I wish to acknowledge the support of the constituent council of securing the best outcomes for the communities of the region with the addition of June Saruwaka to the LCLGA team this year we Mayors, elected members and Chief Executive Officers. look forward to implementing the agreed work plan. The Limestone ąą Undertake projects and activities that benefit its region and its communities Mayor Erika Vickery Coast Regional Adaptation Plan has been finalised and was presented President LCLGA ąą Associate, collaborate and work in conjunction with other regional local government bodies for the to member Councils in recent months. Our goal is to integrate those advancement of matters of common interest findings with a renewed focus on climate change and identify ways in ąą Implement programs that seek to deliver local government services on a regional basis which our region can look to adapt to a changing environment – social, economic and environmental. The Limestone Coast and Coorong Coastal Action Plan and Limestone Coastwatchers programs have continued this year with pleasing results being reported back to LCLGA. A priority for the coming year will be our efforts to develop a sustainable coastal management funding program and we will continue our discussions with the appropriate government agencies and Ministers.
2 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 3 THE LCLGA BOARD THE LCLGA BOARD
The LCLGA Board comprises nominated representatives from each of the Constituent Councils, and is chaired by the LCLGA President. DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA Each Constituent Council can nominate up to two Deputy Board Members. Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC). LCLGA BOARD MEMBERS 2015-16 COUNCIL LC LGA REPRESENTATIVE COUNCIL DELEGATE DEPUTY BOARD MEMBER/S LGA Board Mayor Erika Vickery Cr Brian Collins District Council of Grant Mayor Richard Sage Mayor Richard Sage (Proxy) Cr Bruce Bain SAROC Mayor Erika Vickery Cr Kay Rasheed Kingston District Council Mayor Reg Lyons Mr Dominic Testoni Cr Chris England Mayor Richard Sage (Proxy)
Cr Penelope Richardson City of Mount Gambier Mayor Andrew Lee Cr Ian Von Stanke SAROC is an important LGA committee for non-metropolitan Councils. Membership is drawn from each of the six non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss the key issues affecting non-metropolitan Councils. Cr Scott McLachlan Naracoorte Lucindale Council Mayor Erika Vickery Cr Craig McGuire
District Council of Robe Mayor Peter Riseley Cr Harvey Nolan ASSOCIATION COMMITTEES AND WORKING PARTIES To undertake specific projects or fulfil areas of operational responsibility, LCLGA convenes a number of committees and working parties. LCLGA Cr Diana Penniment Tatiara District Council Mayor Graham Excell acknowledges the work of all who have contributed to the following committees and working parties throughout 2015 - 2016. Cr Robert Mock
Wattle Range Council Mayor Peter Gandolfi Cr Robert Dycer COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL
Cr Jamie Jackson The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2015 - 2016. Tatiara District Council Mr Surya Prakash Meetings are hosted by Constituent Councils on a rotational basis. The Coorong District Council attends LCLGA meetings as welcomed observers. Cr Ian Von Stanke City of Mount Gambier OFFICE BEARERS 2015-16 Mr Steve Bourne Naracoorte Lucindale Council LCLGA Roads and Transport Working Group Mr Bob Bates Kingston District Council In accordance with the LCLGA Charter, the positions of LCLGA President and Vice President are appointed at the Annual General Meeting, held in February. Mr Peter Halton Wattle Range Council
At the Annual General Meeting in February 2016, Mayor Erika Vickery was again elected as LCLGA President, to serve in the position for a period of Mr Adrian Schutz District Council of Grant 12 months. Mayor Richard Sage was elected as LCLGA Vice President. Mr Trevor Hondow District Council of Robe During 2015 - 2016, the Executive Officer role was filled by Ann Aldersey until (19th August). Dominic Testoni (commenced 9th November). Galpins Cr Loxton (proxy) are the appointed Auditor. During 2015 - 2016, LCLGA engaged the following staff to deliver regional programs: Mayor Graham Excell Tatiara District Council
STAFF MEMBER REGIONAL PROGRAM Mayor Erika Vickery LCLGA President
Tony Elletson STARCLUB Field Officer Mr Mark McShane City of Mount Gambier Cr Steve Perryman Rob Forgan Regional Community Road Safety Officer Mayor Richard Sage Daniel Willsmore (Until 24th July 2015) District Council of Grant Regional Waste Management Coordinator Mr Trevor Smart (proxy) June Saruwaka (commenced 13th October 2016) Limestone Coast Economic Development Reference Group Dr Helen Macdonald Naracoorte Lucindale Council Michaela Bell Project Manager Mayor Peter Riseley District Council of Robe Biddie Shearing Tourism Industry Development Manager Mr Ben Gower Jackie Hao (commenced 14th March 2016) Economic Development Officer Wattle Range Council Mr Steve Chapple Alice Macleod (commenced 29th February 2016) Administration Officer Mr Dominic Testoni LCLGA
Mr Andrew MacDonald Kingston District Council
4 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 5 THE LCLGA BOARD THE LCLGA BOARD
COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL
Cr Brian Collins District Council of Grant Mr Kingsley Green Tatiara District Council
Mr Rocky Callisto Tatiara District Council Mrs Sally Klose Naracoorte Lucindale Council
Mr Milan Hodak Kingston District Council Mr Andrew MacDonald Kingston District Council LCLGA Building Fire Safety Committee Cr Rayner Naracoorte Lucindale Council Mr Roger Sweetman District Council of Robe
Cr Ian Von Stanke City of Mount Gambier Limestone Coast Tourism Management Group Ms Barbara Cernovskis City of Mount Gambier
Mr Ekramul Ahasan Wattle Range Council Ms Jane Featherstonhaugh District Council of Grant
South East Relief Trust (SERT) Current trustees are LCLGA President and Vice President Ms Paula Bennet Wattle Range Council
Cr Jeff Pope Mr Dominic Testoni LCLGA Kingston District Council Mr Andrew MacDonald Mrs Biddie Shearing LCLGA Cr Ian Von Stanke City of Mount Gambier Mr John Best Mr Daryl Sexton Catarina Santos (Secretary) Wattle Range Coucil Mayor Peter Riseley Catherine Pegler District Council of Robe Mr Roger Sweetman Ekramul Ahasan
Mayor Richard Sage Mr Milan Hodak Kingston District Council LCLGA Regional Planning Alliance District Council of Grant Mr Trevor Smart Implementation Group. Mr Paul McRostie (President) Naracoorte Lucindale Council Cr Scott McLachlan Ms Justine Aldersey Cr Ken Schulz Naracoorte Lucindale Council Hayden Cassar Mr Paul McRostie Simon Wiseman Cr Gwenda Lawlor Limestone Coast Local Government Chris Tully Wattle Range Council City of Mount Gambier Mr Ben Gower Inspectorate Group (LCLGIG) Heather Reilly Kate Fife Mayor Graham Excell Tatiara District Council Jessica Porter Mr Robert Harkness Trudy Glynn Cr Robert Mock Tatiara District Council Rod Storan (Treasurer) Mr Andrew MacDonald Kingston District Council Paul Gibbs District Council of Grant Coorong and Limestone Coast Coastal Nicole Dodds Mayor Peter Riseley District Council of Robe Management Committee Leith McEvoy Mr Peter Halton Wattle Range Council Michelle Gibbs Robe District Council Mr Trevor Smart District Council of Grant Mr Rocky Callisto Tatiara District Council Mr Bob Bates Kingston District Council Mr Steve Bourne Naracoorte Lucindale Council Mr Steve Bourne Naracoorte Lucindale Council Mr Bob Bates Kingston District Council Cr Des Mutton City of Mount Gambier Mr Daryl Morgan City of Mount Gambier Ms Nicole Dodds District Council of Grant Limestone Coast Local Government Mr Adrian Schultz District Council of Grant LCLGA Regional Waste Management Supervisory Officers Association (LCLGSOA) Mr Nick Brown District Council of Robe Steering Committee Mr Trevor Hondow Robe District Council Mr Andrew Pollock Tatiara District Council Mr Surya Prakash Tatiara District Council Mr Peter Halton Wattle Range Council Mr Wayne Fennell Wattle Range Council Mr Dominic Testoni LCLGA
Mrs June Saruwaka LCLGA
6 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2015-16 7 THE LCLGA BOARD STRATEGIC ACTIVITIES 2015-16
COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL 1. INFRASTRUCTURE
Mr Surya Prakash Tatiara District Council DESIRED REGIONAL OUTCOME LCLGA ROLE LCLGA ACTIONS 2015-16
Mrs Sally Klose Naracoorte Lucindale Council Lead the implementation of the LCLGA 2030 Regional Transport Plan, including a Mr Andrew MacDonald Kingston District Council 1.1.1 Regional Leadership review in response to updated wood flow
Limestone Coast Regional Trails Mr Roger Sweetman District Council of Robe data and council requirements.
Implementation Group Mrs Barbara Cernovskis City of Mount Gambier Advocate for appropriate State and Australian Government investment in the Mrs Jane Featherstonhaugh District Council of Grant upgrade, maintenance and operation of the Existing and future regional infrastructure Mr Peter Halton Wattle Range Council South East drainage and bridge network, 1.1 is fit for purpose and has the capacity to 1.1.2 Advocacy in partnership with the South East Natural Mrs Michaela Bell LCLGA meet the region’s needs. Resources Management Board, RDALC and the South Eastern Water Conservation and Drainage Board.
ASSOCIATION REPRESENTATION – OUTSIDE ORGANISATIONS Effectively coordinate regional submissions LCLGA has numerous representatives on working parties, boards and committees including State Government boards, cross border bodies and for the Special Local Roads Program to 1.1.3 Council Coordination regional boards and committees. This representation allows LC LGA to keep in touch with communities, and have input to new and existing initiatives. maximise investment in regional road During 2015-2016, LCLGA made or continued the following appointments to other organisations. infrastructure.
Effectively coordinate and manage a BOARD / COMMITTEE REPRESENTATIVE COUNCIL Councils to protect built heritage, heritage regional Heritage Advisory Service for the 1.2 1.2.1 Council Coordination South East Natural Resources Management spaces and the region’s cultural heritage. benefit of Constituent Councils and private Mayor Peter Riseley (Observer) District Council of Robe Board owners.
South East Regional Bushfire Prevention Advocate for the region for improved Cr Adrian Schultz Naracoorte Lucindale Council Committee and sustainable services from State and Development of a regional approach to the Australian Governments in meeting our Mr David Hood (Chair) Naracoorte Lucindale Council 1.3 maintenance and provision of improved 1.3.1 Advocacy regional needs for: South East Zone Emergency Management Cr Ian Von Stanke (Delegate) City of Mount Gambier and new infrastructure and utility services. • Roads Committee • National Broadband Network Mr Dominic Testoni (Deputy Delegate) LCLGA • Mobile phone coverage Mr Dominic Testoni LCLGA Limestone Coast Zone (Local Government Controller)
Emergency Centre Committee Mr Leith McEvoy 1.1.1 LCLGA 2030 Regional Transport Plan: The Roads and Transport Working Group have discussed the updating of this document to align the District Council of Grant (Local Government Deputy Controller) strategic plan with current and forecast transport movements. Preliminary discussions have been held with HDS Australia about carrying out this review in the second quarter of the 2017 financial year. Mr Peter Halton Wattle Range Council Green Triangle Freight Action Plan – 1.1.2 South East drainage and bridge network: Several meetings have been held with the Manager Drainage Operations with the Department of Mr Trevor Smart District Council of Grant Implementation Management Group Environment and Natural Resources about the priority listing for road and bridge upgrades. The LCLGA also drafted a regional submission Cr Ian Von Stanke City of Mount Gambier for the SEWCDB Draft Management Plan 2015-16 to 2018-19. This submission emphasised the continued under-investment in the road and bridge network and highlighted the importance of this network to the continued economic viability of the region. We recognise that a strong Greater Green Triangle University Department Cr Frank Morello City of Mount Gambier partnership between our constituent Councils and key government agencies is required to address this critical piece of infrastructure and have of Rural Health (GGTUDRH) made moves to invite the SEWCDB and other key agencies onto our restructured Roads and Transport Management Group. Limestone Coast Community Services Mayor Erika Vickery Naracoorte Lucindale Council Roundtable 1.1.3 Special Local Roads: LCLGA submitted seven prioritised applications for funding under the Special Local Roads Program (SLRP) for 2015-2016, requesting a total of $1,332,000. Mayor Erika Vickery Naracoorte Lucindale Council Regional Development Australia Limestone Mayor Richard Sage District Council of Grant Coast Mayor Andrew Lee City of Mount Gambier
Limestone Coast Industry Leaders Group Mr Dominic Testoni LCLGA
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ROAD 2015-16 REGIONAL SLRP GRANT COUNCIL (PRIMARY PROJECT DETAILS ROUND 1 PROJECT PRIORITY ($M) PURPOSE) COST ($M)
Continue with stage 5 of a 5 year Tatiara District Emu Flat Road project to upgrade the Emu Flat Road. 1 0.438 0.219 Council (Freight) Stage 5 - 4.7km shoulder widening to increase the seal width to 7.2m.
Stage 4 involves the realignment District Council of Meyers Road and sealing of the road beginning at 2 0.410 0.205 Grant (Tourism) the Pudney Road intersection for a distance of 2.6kms west.
Resurface the existing road pavement City of Mount Graham Road with deep lift asphalt to strengthen 3 0.350 0.175 Gambier (Freight) the pavement and cater for additional traffic loadings.
The proposal is to upgrade/re- Wolseley East Tatiara District construct the current Wolseley East 1.2.1 Heritage Advisory Service: LCLGA currently engages Habitable Places Architects to deliver the Limestone Coast Heritage Advisory Services to 4 Railway Crossing 0.285 0.143 Council Rail Crossing and Turning lanes to Constituent Councils on a fee-for-service, under an Agreement for 2013-2016. (Freight) comply with B-Double route. The Heritage Adviser works closely with and under the direction of Councils’ planning and development assessment staff to provide timely and Complete reconstruction from considered professional advice that includes: the subgrade to seal. Stage 1 will ąą Heritage conservation advice Naracoorte Gap Road commence 200m East of Danbys 5 1.720 0.430 ąą Statutory DA assessment and advice Lucindale Council (Community) Road to 2.3km west of Danbys Road - reconstruction of the large intersection ąą Policy advice to Council of Gap, Danbys and Herolds Roads. ąą Local Heritage Development Plan Amendments Resealing of 4.5km of Saltwell Road, ąą CDAP/Heritage Committee being the section of road beginning 4.5km east of Southern Ports Highway ąą State Heritage Unit Kingston District Saltwell Road 6 and finishing 9.0km East of Southern 0.240 0.060 Council (Freight) Ports Highway (9.0km West of Princes A copy of the Heritage Advisors Annual Report for 2015-2016 is available from participating councils or the LCLGA. Highway). The existing road will be resealed to a width of 6.0m. With regard to State Heritage Referrals that are currently being carried out by the State Heritage Branch a meeting was convened between the LCLGA, Richard Woods from Habitable Places Architects and Peter Wells from the State Heritage Branch. The issue of streamlining the State Reconstruction of the existing Referrals was discussed with a successful resolution being agreed to whereby Habitable Places Architects can now carry out that work on Wattle Range Smith Road unsealed pavement followed by a 7 0.352 0.100 behalf of the State Heritage Branch – this agreement will come into effect on the 1st July 2016. Council (Freight) sealed wearing surface suitable for B-double vehicles. 1.3.1 Advocate for the region for improved and sustainable services from State and Australian Governments in meeting our regional needs for; roads, national broadband network and mobile phone coverage: PROPOSED 1.332 Several meetings have been held with the Department of Planning, Transport and Infrastructure about the road network and the need to look at ALLOCATION more collaborative models of delivering road maintenance and capital improvements. LCLGA are also looking to partner with the Eyre Peninsula Local Government Association on a pilot program to develop Road Construction and Maintenance Service Standards that can be adopted throughout the state. Pleasingly, all projects were approved for investment under the SLRP by the Local Government Transport Advisory Panel. In February, the LCLGA President and Executive Officer met with representatives from Telstra to discuss smarter regions and the roll-out of the NBN network. Work will continue to be done with investigating the regional benefits of having high speed connectivity. To that end, a submission was also drafted for the Telecommunications Universal Service Obligations Inquiry and how the NBN can possibly address regional telecommunication issues now and into the future.
LCLGA has continued to work with RDALC, the LGASA and Federal and State members of parliament to ensure our region is recognised for continued mobile black spot funding. To that end, a submission was made by Regional Development South Australia identifying a number of sites throughout South Australia – the Limestone Coast had seven sites put forward in that submission.
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2. SUSTAINABLE ECONOMY 2.1.3 Partner with RDALC to drive economic development: As the lead agency in the Limestone Coast we recognise the importance of resourcing the RDA so that they can continue to represent the regions interests. Our member Councils will continue to be a strategic funding partner. The DESIRED REGIONAL OUTCOME LCLGA ROLE LCLGA ACTIONS 2015-16 partnership is guided by a number of Key Performance Indicators related to economic diversification activities, the provision of a support service for small business and leadership to attract external funding into the region. RDA reports on progress against the KPIs at bi-monthly LCLGA Meetings. Lead the Limestone Coast Economic 2.2.1 Advocate and support industry leadership: The LCLGA Tourism Industry Development Manager (TIDM) has continued our strategic relationship with Diversification Project. the Limestone Coast Collaborative. As the project is moving into a brand implementation phase the TIDM will continue to investigate linkages into Convene the Limestone Coast Economic 2.1.1 Regional Leadership the work the Collaborative have been carrying out and the benefits our member Councils can derive from this work. A growing and diverse economy, based on Diversification Group, and lead the the region’s natural assets and innovative implementation of the Limestone Coast 2.2.2 Deliver a Regional Tourism Industry Development Program: The regional tourism program continues to be a 3-way partnership between LCLGA, community, under the priorities of: Economic Diversification Group Work Plan. South Australian Tourism Commission and RDALC. The focus has been to facilitate activities to develop business capacity, grow tourism business 2.1 Premium Food and Wine from our Clean through more visitation and longer length of stay. This is achieved through a comprehensive work plan which aligns with the LCLGA Strategic Priority Strongly advocate for investment, projects, Environment; and Growing Advanced No.2 - SUSTAINABLE ECONOMY: A thriving and well supported tourism industry, growing the regions status as a visitor destination. 2.1.2 Advocacy legislation/policy review or development to Manufacturing. promote economic growth in the region. 2.2.3 Regional Tourism Chairs Forum: LCLGA President Mayor Erika Vickery has continued to represent the region at this State Level. Mayor Vickery has been representing the regions views to the State body and has sought direction from the LCLGA TIDM on many occasions to ensure our work plans Partner with RDALC to drive economic 2.1.3 Partnership remain relevant and in sync with other regional areas. development projects for the Region. 2.3.1 Assist key regional bodies and the South Australian Government with the objective to grow our population: The Limestone Coast Attraction and Advocate for and support industry Retention Strategy is still being considered. Funding for the project has been set aside in reserves and discussions on the best way to approach the leadership within regional tourism, 2.2.1 Advocacy Strategy is being discussed with RDALC and Department of State Development. in particular the Limestone Coast Collaborative. A thriving and well-supported tourism 3. ENVIRONMENTAL SUSTAINABILITY Deliver a Regional Tourism Industry 2.2 industry, growing the region’s status as a 2.2.2 Delivery Development Program for the Limestone visitor destination. DESIRED OUTCOME LCLGA ROLE LCLGA ACTIONS 2015-16 Coast. Through implementation of the Local Continue to represent the region at the Regional Leadership and Government Resource Industry Protocol 2.2.3 Regional Tourism Chairs Forum at State Advocacy 2015, lead appropriate regional action to level. ensure that resource development projects, including mining and unconventional Assist key regional bodies and the South 3.1.1 Advocacy and Partnership gas, are environmentally sustainable, Australian Government with the objective to Local Government is a key partner in have approval of impacted landholders, A sustainable population base with the grow our population, develop our regional the sustainable management of the 3.1 provide for community consultation, and 2.3 skills and capability to grow regional 2.3.1 Advocacy workforce, and to build skills and capability environment and natural resources in the are governed by legislation and regulation economic development. in our communities, through participation region. appropriate to the Limestone Coast. in the development of a Limestone Coast Attraction and Retention Strategy. In partnership with Natural Resources South East and RDALC, participate in the 3.1.2 Partnership Climate Change Vulnerability Assessment 2.1.1 Convene the Limestone Coast Economic Diversification Group: The Group continues to be an important forum to further regional priorities. and Planning Project. The Group consists of LCLGA members, RDALC and the South East Natural Resources Management Board (SENRMB). It continues to work Coordinate shared resources for the with the State Government through Primary Industries and Regions SA (PIRSA) and the Department of State Development. Some of the major Regional Waste Management Coordinator projects discussed include: 3.2.1 Council Coordination to deliver a regional approach to waste ąą Bio-economy project: the Project has emerged out of the recent Renewables SA forum. management. ąą Limestone Coast Collaborative: steering committee is currently considering ‘brand concepts’ for regional adoption. A regional approach to landfill minimisation 3.2 ąą Cropping cluster: focus of collaboration has been on soil moisture monitoring programme to enhance work of MacKillop Farm Management Group. and innovative waste management. In partnership with Constituent Councils, ąą Dairy cluster: As per dairy industry recommendations, cluster has focused on collaborative opportunities for niche dairy processors. implement the South East Regional Waste 3.2.2 Delivery ąą Regional Leadership Program: currently forming a steering committee. Management Strategy to facilitate a ąą Investor and export ready: projects to investigate the regions readiness to export. regional approach to waste management. ąą Innovation hub: preliminary work carried out to investigate the feasibility of developing a hub. Partner with Natural Resources South ąą Red meat cluster: has commenced the pilot of its financial management training. Well-managed and protected terrestrial, East to deliver two Australian Government wetland, coastal and marine environments, 2.1.2 Strongly advocate for investment, projects etc: We continue to have a strong working relationship with the RDALC and cooperate on regional 3.3 3.3.1 Partnership funded coastal projects: Implementing the with active partnership from all responsible projects. The recent Shandong trade mission in April 2016 saw a collective effort travel to China and represent the regional and individual Limestone Coast and Coorong Coastal organisations. Council strengths. Action Plan; and Limestone Coastwatchers.
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3.1.1 Local Government Resource Industry Protocol 2015: LCLGA continues to represent the region with regard to unconventional gas exploration and mining practices that are environmentally sustainable. Each member Council continues to communicate with their respective constituents and we remain open to having a mature debate about the perceived benefits of this industry whilst weighing up the impacts that may be caused to our fragile environment. The Limestone Coast is a unique part of Australia with vast groundwater reserves that should not be compromised if the best scientific evidence suggests there is a risk of environmental degradation or the chance of contamination.
3.1.2 Climate Change Vulnerability Assessment and Planning Project: The Limestone Coast Regional Adaptation Plan project is an initiative of RDALC, LCLGA and the SENRMB. The project was to produce a Climate Change Adaptation Plan for the whole Region with input from all levels of government, business and the community.
On the 17th December 2015, Nicole Halsey from URPS released the draft Regional Adaptation Plan for distribution and review. Within that report there was an Integrated Vulnerability Assessment (IVA). The IVA is a tool that helps to identify areas of vulnerability to the impacts of climate change. It is an evolution in purely risk based approaches to climate change adaptation because it considers both the potential impact of climate change (exposure and sensitivity) and adaptive capacity. LIMESTONE COASTWATCHERS To progress the plan a Transitioning from Planning to Action workshop was held on the 4th April 2016 with approximately 50 people in attendance. At this forum areas of vulnerability that were identified in the assessment were presented along with a series of actions and adaptation pathways to help us deal ąą Deliver an annual holiday program to 5 coastal communities from Kingston SE through to the SA/Victorian border. This includes four coastal with changes in climate expected over the next few decades. councils. Held in the first two weeks of January the program attracted 1227 participants in 2016, and is increasing in popularity each year. Promoted by local councils through their Visitor Information centres and sought out by holiday accommodation providers the program These adaptation actions and pathways have been drafted into a Regional Climate Change Adaptation Plan, which was released in May 2016. introduces coastal conservation to a broader audience with the aim of fostering a greater sense of ownership and appreciation of the coast. LCLGA is looking to establish a Climate Change Committee and utilise the actions identified in the Adaptation Plan as the basis for the Terms of Reference. ąą Delivering components of the Coastal Connections program to schools throughout the year. 3.2.1 Regional Waste Management Coordinator: This is a fully funded position from the member Councils. The primary purpose of the position is to ąą Establishing a marine debris removal and education program with a target of 250km of marine debris removal along the Limestone Coast. develop a regional approach to landfill minimization and innovative waste management. The management committee is made up of representatives of each of the member councils and meet bi-monthly to set priorities and monitor the work program. ąą Providing support to Coastal Community Groups including funding, assistance with projects (eg. Supporting Friends of Shorebirds SE with monitoring efforts, technical advice to groups undertaking revegetation work or weed control, supported Friends of Shorebirds SE in a major 3.2.2 Implement the South East Regional Waste Management Strategy: Initiatives for the past twelve months include; Public awareness campaigns exhibition “The Flyway Exchange” which was held at the Riddoch Art Gallery in 2015 and was highly successful). through Bin Tagging, submission of Parliamentary Inquiry into the South Australian Waste Management Industry, liaised with Green Industries and Garage Sale Trail that saw 10 tonnes of waste material diverted from landfill. ąą Working with councils to provide improved signage along the coast including directional signage to better inform 4WD users and trail bike users and minimise the occurrence of illegal off-roading and its negative effects on sensitive coastal environments. 3.3.1 Implement the Limestone Coast and Coorong Coastal Action Plan and Limestone Coastwatchers: LCLGA is actively involved in a number of coastal management initiatives in the Limestone Coast. ąą Monitoring the health of populations of threatened orchids, intertidal areas and vegetation communities across the Limestone Coast.
The Limestone Coast and Coorong Coastal Management Group is a sub-committee of LCLGA formed in 2003 to implement the Limestone Coast and Coorong Coastal Action Plan. The Group comprises Local Government, State Government and community representatives, and focuses on all aspects of coastal management across the region, including biodiversity protection and enhancement, pest control, coastal access and tourism. IMPLEMENTING THE LOWER LIMESTONE COAST AND COORONG ACTION PLAN ąą An ongoing fox control program which has expanded from 25,000ha of ground-based baiting conducted 3 times annually to 60,000ha of LCLGA is the proponent for two significant regional coastal management projects funded by the Australian Government: combined ground-based and aerial treatment. The program has expanded to include the Coorong and it is anticipated that monitoring of this 1. Implementing the Limestone Coast and Coorong Coastal Action Plan 2012 – 2017. $2,300,000, funded by the Australian Government Clean Energy area will indicate improvements in nesting success over coming years. Future Biodiversity Fund. ąą Targeted weed control conducted over approximately 1774ha, well in excess of the 1,100ha target for the life of the project. This includes 2. Limestone Coastwatchers 2013 to 2018. $980,000, funded by the Caring for our Country program. community engagement around coastal weeds and garden escapees. The project also contributed to a new program of aerial treatment of
LCLGA sub-contracts the delivery of the projects to the Department of Environment, Water and Natural Resources in the region. Combined, the boxthorn using the granular herbicide, Graslan. This included the Coorong and new areas of coastal crown land, massively increasing the area projects enable DEWNR to engage a number of staff to deliver key initiatives. A Project Management Committee has oversight of the projects, which of boxthorn treated. includes the LCLGA Executive Officer & Project Manager, Mayor Peter Riseley of District Council of Robe and DEWNR staff. ąą Prescribed burning of coastal grasslands to control invasive shrubs. To date prescribed burns have been conducted over 90 ha of coastal grasslands. This maintains native herbaceous grasslands with a diversity of species in these coastal areas.
ąą Provides employment opportunities for Indigenous people through a labour hire agreement with Burrandies Aboriginal Corporation. Crews have been employed to assist with erosion control, weed control, plant propagation and revegetation works.
ąą Established a network of plant propagators locally including Millicent High School which produces at least 20,000 seedlings annually. Robe Community Nursery, Burrandies Aboriginal Corporation in Mt Gambier, Orana/Melaleuca Nursery in Meningie and other smaller nurseries all contribute to meeting plant requirements for the project. In 2016 some 50,000 seedlings will be planted across the Limestone Coast.
ąą Supporting a network of volunteers through provision of training, support and advice.
ąą Fencing of native vegetation to protect it from the damaging effects of stock grazing or illegal vehicle access.
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4. COMMUNITY AND SOCIAL WELLBEING
4.2.1 Regional Public Health and Wellbeing Plan: The Limestone Coast Region of Wellbeing collaboration has been 18 months in the making led by DESIRED OUTCOME LCLGA ROLE LCLGA ACTIONS 2015-16 the South Australian Health and Medical Research Institute (SAHMRI) Wellbeing & Resilience Centre and the City of Mount Gambier involving Advocate for expanded mental health and approximately 60 agencies with a potential reach of over 1,000 people within the first 18 months of the Project.
drug treatment services and support in the Wellbeing and resilience has been identified as a vital link to improving a significant number of priority areas in Local Government Regional Limestone Coast. Regional communities have access to Health Plans and is also recognised at a regional level as a focus area by the agencies represented at the Limestone Coast Community Services Encourage and support the initiatives 4.1 appropriate health and education services 4.1.1 Advocacy Roundtable. Further to a public health context, improving the wellbeing and resilience of our community is also considered an integral key to of Constituent Councils to be expanded and facilities. providing a sustainable solution for diversifying our transitioning economy. regionally, particularly regarding suicide prevention and other priority issues with The Region has experienced the impact of a transitioning manufacturing sector, as well as challenging conditions for the agricultural economy, significant impacts on regional areas. with drought conditions declared in the Upper Limestone Coast for two consecutive years. The region is experiencing rising unemployment, with pockets of high socio-economic disadvantage in some parts of the region. Partner with Constituent Councils to deliver It is recognised that the wellbeing and resilience of the Limestone Coast community underpins all aspects of regional life. With leadership from the Regional Public Health and Well-being the South Australian Health and Medical Research Institute (SAHMRI) Wellbeing & Resilience Centre, this project will embed wellbeing and Plan. resilience skills across a wide section of the community. Regional communities have access to Partner with the Office of Recreation and 4.2 programs and facilities promoting a healthy 4.2.1 Partnership and Delivery Sport to deliver the STARCLUB Program for Barbara Cernoviskis, Ann Aldersey and LCLGA Executive Officer have been working with SAHMRI to define the project management structure, lifestyle. the Limestone Coast. and the project scope. It was determined that the project management will sit with SAHMRI Wellbeing and Resilience Centre, with a Regional Partner with Constituent Councils to deliver Leadership Group providing the local direction and input. LCLGA will provide coordination and leadership of this regional group. the Limestone Coast Regional Trails Master A detailed proposal has been submitted to the Premier’s office by SAHMRI. Plan (Stage 2). 4.3.1 Zone Emergency Management: LCLGA and all Constituent Councils are members of the Zone Emergency Management Committee with Assist to coordinate Constituent Councils’ responsibility for regional emergency preparedness and response planning and implementation. role in Zone Emergency Management to ensure appropriate role for Local The LCLGA Executive Officer is the Local Government Controller on the Zone Emergency Centre. The Centre is activated in the case of a 4.3.1 Council Coordination Government in emergency response and regional emergency; the role of the Local Government Controller is to provide a single point of contact for Local Government across the region recovery. This includes membership of the for the Control Agency to enable the efficient transmission of information and coordination of resources.
Zone Emergency Management Committee Issues that have been discussed by the committee this year have included; bushfire management plans, Disaster Waste Management Scoping Local Government is a key regional partner and the Zone Emergency Centre. Study, Animals in Emergencies and State Emergency Management Committee Strategic and Business Plan 2015-16. The Executive Officer also
4.3 in emergency management, road safety Partner with the Motor Accident attends the Southern Border Fire Coordination Association meetings with representation from our neighbouring shires in Victoria. and other community safety programs. Commission (MAC), and work with relevant 4.3.2 Partner with Motor Accident Commission: The Limestone Coast Local Government Regional Road Safety Partnership is unique in South State agencies and community road safety Australia. LCLGA and Regional Emergency Services including SA Police Superintendent Trevor Twilley advocated and fought hard for the groups to implement the South East Road establishment of a 3-year pilot project that show cased the potential of this delivery model to be adopted in other regional and rural centres in 4.3.2 Partnership and Delivery Safety Strategy, including the engagement South Australia. of a Regional Community Road Safety In April 2014 the three-year partnership project fully sponsored by the South Australian MAC began and in the process achieved one of the Officer to coordinate regional efforts to Association’s identified medium to long term goals by appointing a dedicated road safety officer. An initiative in alignment with one of the of the reduce road crashes and trauma. Association’s key pillars and that of its member Councils, “Community Health and Wellbeing”. It also recognises that residents of the Limestone Coast, by necessity spend substantial periods travelling on our rural roads and highways for business, social and personal reasons and are exposed to risks that others in cities and peri-urban areas rarely face or appreciate. 4.1.1 Advocate for expanded mental health and drug treatment: At its meeting held in August 2015 LCLGA considered a Notice of Motion from the City of Mount Gambier raising the closure of a Drug and Alcohol Rehabilitation Centre in the Limestone Coast, Karabran New Life Centre. Our member Councils have also witnessed and reported on an increased level of community road safety responsibility through engagement in their areas. It has revived the majority of volunteer road safety groups that were seriously considering folding as has been the pattern in other LCLGA contributed $2,000.00 towards a working party established by Pangula Mannamurna Inc. The working party endeavoured to develop areas of South Australia. Those same SE groups have reported that their new lease of life is due in no small part to the support and commitment a best practice model for drug and alcohol crisis de-tox and rehabilitation programme appropriate to the needs of the Limestone Coast provided by the LCLGA. This view is shared by member councils and significantly, senior management of MAC who together are committed to community. reducing the unacceptable and unnecessary level of road trauma that severely impacts communities. The Working Party have recognised that problems associated with drug use is extensive throughout the region. To facilitate this process a consultant was to research and coordinate the project, bring a model to a Limestone Coast Community Services Round Table, and prepare a presentation to key stakeholders. An outcome of the project is to obtain a fully researched and costed solution to drug and alcohol crisis and rehabilitation service appropriate for the community, complete with a strategy for implementation and ongoing management.
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5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY
Desired Outcome LCLGA Role LCLGA Actions 2015-16
Lead regional advocacy and action on priority issues, and actively engage and coordinate partner organisations’ action on common regional issues, including: LCLGA is recognised as the regional • Emergency Services Sector Reform leadership body which provides a 5.1 5.1.1 Regional Leadership • Unconventional gas exploration and framework and coordination for other development in the Region regional groups. Facilitate active engagement and participation of Constituent Councils on issues and decisions that impact their communities.
Deliver Stage 2 of the Regional Planning Alliance Project and the Memorandum of Understanding between all Constituent Councils. Identify and coordinate practical opportunities for joint investment, shared services and resources between Constituent Councils and the LGA that improve service delivery and provide cost savings. Coordinate and convene specialist LCLGA Working Groups to address and take action on regional issues of common interest to Constituent Councils, including: Regional Local Government is effective 5.2 5.2.1 Council Coordination • Roads and Transport Working Group and cost efficient. • Limestone Coast Regional Trails Implementation Group • Limestone Coast Economic Diversification Group • Regional Waste Management Steering Committee • Regional Sport and Recreation Advisory Group • Regional Planning Alliance Implementation Group • LCLGA Charter and Subscription Review Working Party • Vocational Education, Training and Skills Working Party
Finalise the review of the LCLGA Charter 5.3 A well-governed regional organisation. 5.3.1 Delivery with endorsement from all Constituent Councils.
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5.1.1 Lead Regional Advocacy: As the peak Local Government body in the region, LCLGA continues to work closely with our local Members of Desired Outcome LCLGA Role LCLGA Actions 2015-16 Parliament, Federal Member for Barker Mr Tony Pasin, Member for Mount Gambier Mr Troy Bell, and Member for Mackillop Mr Mitch Williams, Lead effective and targeted advocacy and commends the work they do on behalf of our region. Additional to maintaining these close working relationships we also maintain close campaigns on priority regional issues, contact with both the State and Federal Government and regularly meets with Ministers and senior agency staff on issues relevant to the Region. in partnership with Constituent Councils, During 2015 - 2016, LCLGA maintained its close partnership with the Hon Geoff Brock MP, Minister for Local Government and Minister for the LGA and regional organisations as Regional Development. appropriate. 5.2.1 Regional Planning Alliance: Work is continuing with the project to investigate Regional Planning. Delays with the project have occurred LCLGA maintains its reputation with State Continue to be active members of SAROC principally due to the Planning, Development and Infrastructure Bill 2015 not being passed by parliament until May 2016. It is envisaged that and Australian Governments as a leading and the LGA Board to support LCLGA’s 5.4 5.4.1 Advocacy the project will recommence in the 1st quarter of FY 2017 once the Bill has been fully assessed. Discussions with legal and the LGASA will Local Government body and effective advocacy on regional issues and issues continue prior to moving forward with the project. advocate for the Limestone Coast. affecting Local Government. Lead the region’s response and input to 5.3.1 Finalise the review of the LCLGA Charter: The amended Charter inclusive of the name change to the Limestone Coast Local Government the State and Australian Governments on Association was published within the Government Gazette in September 2015. Due to the significant cost associated with the publication of key issues and opportunities, acting as a the full Charter when amendments are made, the LCLGA and other regional LGA’s shall continue to lobby for changes to the Act so that a single point of contact for regional visits subsidiary can put a notice of the amendment in the Gazette and refer to a weblink for a full copy of the Charter.
and requests. 5.4.1 Targeted Advocacy Campaigns on regional priorities and representation at SAROC: President of the LCLGA Mayor Erika Vickery and the
Renew the LCLGA website to a modern Executive Officer Dominic Testoni continue to attend SAROC meetings and have input into the many regional issues that are elevated to the Effective communications with Constituent platform to provide an up-to-date LGASA Board for consideration. 5.5 Councils, partner organisations and the 5.5.1 Delivery communication tool. 5.5.1 Renew Website and develop effective communications strategies: This project will continue into the next financial year in an effort to develop community. Continue LCLGA representation on key a communication strategy and platform that best targets and represents the important regional work that we undertake. Developing a modern outside organisations. platform for communication is seen to be essential to continually inform, not only our regional and state partners, but to broadcast our regional strengths to an international audience. The Limestone Coast region is a power house of the South Australian economy and our goal is to ensure we have the best resources available to communicate that message.
5.6.1 Financial Reporting and budget development: Our efforts over the past six months have seen a new reporting standard adopted by the Board Implement an annual program of budget with increased transparency and greater clarity with regards to our divisional and project reporting. After consultation with member Councils it development, consultation, adoption and was clear that this volume of work was a priority and was completed in December 2015. review. We continue to hold our bi-monthly Board meetings across the Limestone Coast with the full suite of financial reports and project reports being Ensure that the LCLGA Board and tabled for consideration. Throughout the year many motions are also tabled for the Board’s consideration and we thank those member Councils Constituent Councils are provided with LCLGA financial processes are transparent for utilising the strength of the regional body to prosecute their case to the State and Federal levels. bimonthly financial and performance 5.6 and efficient, ensuring a sustainable 5.6.1 Delivery reports, and an Annual Report. financial position. Explore approaches to attract funding for LCLGA to deliver or partner on priority regional projects, in particular the Regional Planning Alliance and Regional Trails Implementation projects.
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REGIONAL TOURISM WASTE MANAGEMENT
The regional tourism program continues to be a 3-way partnership between LCLGA, South Australian Tourism Commission and RDALC. The focus has Waste Management remains a critical regional issue for the seven Constituent Councils. Through the Regional Waste Management Project, LCLGA been to facilitate activities to develop business capacity, grow tourism business through more visitation and increase length of stay. This is achieved together with the seven Constituent Councils examine ways to create efficiencies in regional waste management, in particular to coordinate regional through a comprehensive work plan which aligns with the LCLGA Strategic Priority No.2 - SUSTAINABLE ECONOMY: A thriving and well supported waste management initiatives. The project is administered by the Regional Waste Management Coordinator, June Saruwaka, who joined LCLGA on the tourism industry, growing the regions status as a visitor destination. 13th of October 2015.
The plan is underpinned by relationship management with a broad cross-section of stakeholders including 24 tourism/business groups in the region. A LCLGA Tourism Management Group was established to provide strategic guidance for the program while identifying opportunities to align resources WASTE STATISTICS FOR 2015-16 – especially across the significant local government investment in tourism activities. This group will be complimented by the establishment of a Tourism Leadership Group. LIMESTONE CITY OF DISTRICT DISTRICT KINGSTON NARACOORTE TATIARA WATTLE COAST MOUNT COUNCIL COUNCIL DISTRICT LUCINDALE DISTRICT RANGE REGION GAMBIER OF GRANT OF ROBE COUNCIL COUNCIL COUNCIL COUNCIL
HIGHLIGHTS Kerbside Waste to 13,699 6,061 887 835 702 1,769 1,428 2,017 CONSUMER FACING ACTIVITY Landfill As a predominately self-drive region, the Limestone Coast was represented at key consumer events including the Sydney, Brisbane, Adelaide and Kerbside Melbourne Caravan and Camping Shows, plus The Great Outdoor Expo in Mount Gambier. The main activity at these shows was to influence itinerary Greenwaste 4,330 2,591 N/A N/A N/A 580 N/A 1,159 planning with travellers with very high propensity to travel. (DfL) From 1 - 8th May, Tasting Australia participation involved 10 food & wine operators in either Town Square Adelaide or in-region at an event called ‘from Kerbside little things, big things grow’. Recyclables 4,407 2,123 357 135 195 534 304 759 The TIDM assisted in the production of the Regional Visitor Guide which sees 100,000 copies distributed worldwide as well as an electronic copy (DfL) housed on the southaustrlia.com website. 10,000 copies of the new edition of the Regional Food & Wine Trail was also produced and distributed. Total Kerbside 8,737 4,714 357 135 195 1,114 304 1,918 TRAVEL TRADE ACTIVITY (DfL) Sub Total An important piece of work is the education and maintenance of strong working relationships Kerbside 22,437 10,775 1,245 970 897 2,883 1,732 3,935 with of our overseas partners who help sell holidays to our region. This year saw an intense Collected schedule of activity to reinforce the driving holiday from Melbourne to Adelaide through the Limestone Coast. The TIDM attended the following trade events and met with over 300 key WTS (WtL) 2,847 797 277 109 13 627 333 691 influencers or decision makers in the international trade sector via one-on-one appointments WTS (Waste schedules. 3,419 1,040 1,072 64 154 95 207 787 DfL) ąą SA Uncorked, Inbound Tourism Operators based in Sydney Sub Total ąą SA Tourism Exchange, meeting with Wholesalers and Inbound Tourism Operators WTS 6,267 1,837 1,350 173 167 722 540 1,478 ąą Meeting Place, Sydney based wholesalers and inbound tourism operators Collected
ąą Australia Marketplace in Los Angeles Total Waste 16,547 6,858 1,165 944 715 2,396 1,761 2,708 to Landfill ąą European Product Workshop in London Total Waste ąą Australian Tourism Exchange on the Gold Coast Diverted 12,156 5,754 1,429 199 349 1,209 511 2,705 from Landfill
INDUSTRY WORKSHOPS Grand Total all Waste 28,703 12,612 2,594 1,143 1,064 3,605 2,272 5,413 A series of business capacity building workshops were facilitated or delivered in the region based on the Streams following themes: Marketing, Social Media and Branding. Where possible this was co-delivered with the peak cross-industry group The Limestone Coast Collaborative. N.B: WTS – Waste Transfer Station; DfL – Diverted from Landfill; WtL – Waste to Landfill.
The above table only includes waste streams that are weighed. There are a large range of waste products diverted from landfill not included which, are managed per item. These items include mattresses, lounges, batteries, fluoro lights and globes, waste oil, paint, tyres, x-rays, mobile phones and a wide range of salvage items.
Based on the 2015/2016 figures, on average every one of the 64,105 people (ABS Census 2011) in the Limestone Coast Region generates around 448 kilograms (kg) of household waste a year. The waste includes all waste collected at the kerbside and at waste transfer stations.
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ACHIEVEMENTS SPORT AND RECREATION REUSE - GARAGE SALE TRAILS Local Government recognises the importance of sporting and recreation clubs to regional communities, and is pleased to partner with the Office 3 Councils from the Limestone Coast Region participated in the Garage Sale Trails. Approximately 6,700 items were listed for sale or reuse and items for Recreation and Sport to deliver the STARCLUB Program in the worth over $12,600 were sold in the region. Over 10 tonnes of material was diverted from landfill. Limestone Coast.
The STARCLUB Program promotes involvement in recreation and sport by supporting all sporting and recreation clubs in the Limestone Coast in COMMUNITY INFORMATION AND EDUCATION the areas of leadership, financial sustainability, compliance, planning and ąą Community awareness and education continued throughout the region through waste awareness sessions, bin tagging, tours to the recycling volunteer management. LCLGA hosts the STARCLUB Field Officer, who centres and distribution of waste calendars. serves as an on-ground resource and a conduit between clubs, councils, associations and the Office of Recreation and Sport. ąą LCLGA commenced engagement with local businesses in a bid to reduce recyclables that are being sent to landfill. This was done following an audit undertaken at Caroline Landfill by the City of Mount Gambier in April 2015. The long term goals of this program are: ąą to ensure clubs in the region are compliant with State and Federal Legislation; INFORMATION EXCHANGE ąą clubs are financially stable through prudent self-management and have access to appropriate funding; ąą Successfully hosted a Waste/Energy Forum on the 31st of March 2016 in conjunction with RDALC, Green Industries SA and AusIndustry. The The STARCLUB Field Officer is guided by the Regional Sport and ąą maintain and build on membership, players and volunteers within forum was attended by a total of 47 participants. It created a platform where thought leaders, businesses and industry groups could share Recreation Advisory Group, established with membership from all the club. knowledge and information on the emerging bioeconomy. Constituent Councils. The STARCLUB Field Officer provides support to clubs and associations ąą Promoted information exchange between Councils. in a number of areas: This Group provides direction and feedback for the STARCLUB Field Officer as well as determining issues for clubs and associations that can ą ą Submitted a paper to the Parliamentary Inquiry into the South Australian Waste Management Industry, on behalf of the Constituent Councils. be dealt with on a regional level. FUNDING AND FINANCIAL STABILITY The STARCLUB Field Officer program delivered the following outcomes Awareness of grant availability and application support, increased in 2015-16: eligibility through Starclub membership, and education and training ąą 29 Limestone Coast clubs became fully registered with the regarding financial stability. STARCLUB program. This is over half the states fully registered STARCLUBS CHALLENGES VOLUNTEER MANAGEMENT ąą Grant Assistance through a Grant workshop was run in partnership with the Office of Recreation and Sport (ORS). Over 50 clubs were SCRAP METAL PRICES Sourcing and retaining volunteer support, running nationally-accredited provided with grant application advice by a member of the ORS training and education locally, information on education and training grant funding team. Councils in the Limestone Coast region have not been spared from unstable global scrap metal prices. In 2010, scrap metal recyclers courses, providing templates for job descriptions for volunteers, used to pay slightly over $200 per tonne and this dropped to $110 per tonne in November 2014, and further decreased to $95 per ąą STARCLUB Field Officer has had contact with over 150 clubs to Volunteer Management Policy assistance, ideas to involve, recognise tonne in July 2015. In December 2015, Councils only managed to break even as scrap metal was collected at no cost to Councils. In provide support. and reward volunteers, and providing information on Succession Plans May 2016 there was a slight increase in scrap metal collection to $40 per tonne, but this has since dropped to $27. and complaints / conflict procedure. ąą Child Safe Officer Training Courses were held in Kingston, Mount Gambier and Bordertown TRANSITION FROM ZERO WASTE SA TO GREEN INDUSTRIES SA ąą The first round of the LCLGA Sporting Grants was opened in COMPLIANCE May. 10 fully registered STARCLUBS in the Limestone Coast were The change from ZERO Waste SA to Green Industries SA, resulted in reduction in support for public awareness campaigns, school Occupational Work, Health and Safety for club staff and volunteers, successful in obtaining $1,000 for use towards events, equipment education programs and waste infrastructure upgrades and improvement, which used to be supported financially by ZERO Waste SA. Child Protection, constitutions - update, review or start from scratch, and minor facility upgrades. incorporation, affiliation with State or national bodies, compliance with ąą The Tatiara Soccer Association (TSA) begun in April with a senior the Discrimination Act, risk management and information on licensing competition and a Junior Mini Roos competition. The Football requirements for clubs selling alcohol. Federation of South Australia were so pleased with the work of the TSA that 6 children from the Tatiara region were invited to play at halftime of the Socceroos World Cup Qualifying match at Adelaide PLANNING Oval on the 24th March 2016
Long term maintenance of facilities, Strategic Planning, job descriptions, The STARCLUB Field Officer provides information and resources in the Codes of Conduct, Good Sports Program and Play by the Rules region via Twitter, Facebook, the SportSE web site and e-news, and program. regional radio and print media.
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REGIONAL ROAD SAFETY
The LCLGA continued the partnership with the Motor Accident Commission (MAC) with the delivery of the regional road safety pilot project, a demonstration project unique in regional and rural South Australia. This successful collaboration resulted from the Association’s realisation that road safety is a community health and well-being issue impacting on individuals, families, communities and the regional economy and the answer to the issue often lies within the affected community.
The Association’s desire to appoint a dedicated road safety officer to work within the Limestone Coast community came to fruition in April 2014.
The project is now entering its third and final year. We are proud to report that for the year ending 30th June 2016, the Limestone Coast Community Road Safety Officer has continued his strong engagement with the region’s Community Road Safety Groups, Emergency Services network, State and Local Government, MAC and the region’s media.
Key outcomes for the Road Safety Program in 2015/16 include: ą ąą Coordination of visits to Councils and Community Road Safety Groups from Mr. Roger Cook AM, Chair of the South Australian Motor Accident ą Coordinated the roll out of Bike SA’s “Be Safe, Be Seen” road safety cycling sessions in Limestone Coast work places. Their first visit to regional Commission and Mr. Michael Cornish, APM, General Manager, MAC Road Safety and Strategic Communication. South Australia was an outstanding success with 203 people participating at 13 regional locations. ą ąą Assisting Ministerial staff with visits to regional community groups by the Hon. Peter Malinauskas, Minister for Road Safety during Road Safety ą Coordinated the delivery of cycling safely messages with the assistance of Cycling Victoria, the Charter Mason Giant and Avanti racing teams Week in May 2016 and meeting with the former Minister, the Hon. Tony Piccolo in July 2015. who were competing in the 2015 Tour of the Great South Coast. 500 students from 6 schools were fortunate to receive the cycling safety advice from young professional riders. Schools have been wait listed for 2016. ąą Assisting the Association, the LGA (SA) and Councils on policy matters, e.g. roadside memorials, review of rural speed limits and legislative ą changes. ą Rotary also provided an opportunity for the Community Road Safety Officer to address a combined meeting of South Australian and Victorian Rotary clubs on road safety issues. ąą Projects aimed at making our roads and road users safer addressing “The Fatal Five” road safety issues were conducted throughout the year. ąą Regional partnerships were formed to promote road safety messages including the Annual Limestone Coast Lights and Car Safety checked ą ą Continuation of the Driver Distraction “Don’t Touch It” regional radio campaign aimed at younger drivers and the illegal and unsafe use of mobile delivered by Rotary in Bordertown, Naracoorte, Millicent and Mount Gambier. The annual check held on the change over from daylight saving phones while driving. The initial investment in on-air advertising generated in excess of tenfold in value. revealed that of the 382 vehicles presented, 60% required corrective action. ą ą The educative “What to Do When Confronted by a Roo” road safety message was played on WIN TV in regional South Australia in March ąą Social media was embraced in 2016 with the creation of the Limestone Coast Local Government Association Facebook page. This site is now reaching a combined population of 120,000 people. An initiative recognising that one of the key contributors to road trauma in the Limestone used to promote regular road safety messages. Coast is “Run off road, hit fixed object”. Our modest investment leveraging industry contributions created a $25,000 campaign. ąą Opportunities were taken to promote important regional road safety messages in popular tourism and leisure magazines. The “Stay Another ą ą The issue of fatigue management led to the introduction of a novel approach to encouraging motorists to take time out of their journey, take a Day” tourism magazine (Distribution 20,000 copies) creatively highlighted the challenges posed by country driving. break and enjoy the benefits of what the Limestone Coast has to offer. Using a simple pastry bag, a local packaging company was approached ą to print tips on how to fight driver fatigue and places of interest to stop and enjoy the Limestone Coast. Local businesses came on board and ą Similarly, the regional “Parent Talk” magazine provided an opportunity in 2016 to inform parents and care givers about the importance of bags in their thousands will be dispersed through numerous bakeries, cafes and canteens in the region. correctly fitting child restraints. ą ąą Supporting MACs “Be A Game Changer” Road safety campaign across the 3 football and netball leagues in the Limestone Coast. ą Regional media was an important partner in spreading road safety messages. We are grateful to the support of our friends in the print and electronic media and in particular, ABC SE Local Radio, who provided regular opportunities to raise road safety issues and messages, for ą ą Expanding and continuing the “No Winners Here” road safety message beyond the Limestone Coast region. In 2015/2016 this message was example “Driver Reviver Stations”, holiday road safety over Christmas, New Year and Easter, “Lights On”, Road Safety Week, etc. displayed on 8 South Australian Community Football League pages on the popular Country Footy SA website. The message updated weekly ą highlighting the disproportionate level of road crashes on country roads and the resulting community trauma is now distributed to all South ą Ongoing support was provided to our network of Community Road Safety Groups by attendance at meetings and practical support. For Australian road safety groups (Metro and Country). example, the Regional Community Road Safety Officer prepared a successful funding submission on behalf of the Tatiara that resulted in the RAA providing funds towards a Variable Message Board trailer equipped with a speed detection and advisory unit. Other examples include ą ą Programs addressing the needs of our emerging, younger and older drivers were also offered throughout the year. These included the assisting with the breath testing of patrons at the Fork and Cork Food and Wine Festival in Mount Gambier. Department of Planning, Transport and Infrastructure (DPTI) and the Council of the Ageing (COTA) “Moving Right Along” program for senior ą drivers to the confronting Road Awareness Program (RAP) delivered by the SA Metropolitan Fire Services (SAMFS) to schools in the region. ą In June 2016 representatives from the region’s Community Road Safety Groups came together with Local Government, Emergency Services, DPTI to participate in a Limestone Coast Road Safety Forum in Coonawarra. Mr. Charles Mountain, Senior Manager Road Safety with the RAA ą ą Participation in the Rotary Young Driver Awareness (RYDA) program in September brought together 96 students from 9 secondary schools from was the keynote speaker at the weekend forum and left the SE impressed with the enthusiasm displayed by the delegates in attendance and across the Limestone Coast who benefited from professional sessions covering safe driving, knowing your car, your personality profile and the their willingness to work together in the interests of road safety. profound and enduring impact of poor decision making.
ąą Schools were also involved in discussions on the importance of road safety. Together with the Mount Gambier and District Road Safety Group, a road safety calendar was launched using art work promoting road safety messages from Allendale East Area School students. This project will continue in 2017 and will involve 2 other primary schools.
ąą Youth outreach also included sessions delivered to the Limestone Coast Youth Services network on the extent of and the impact of road trauma on our region’s youth. Presentations on the impact of road trauma to Year 12 students at Grant High School were programmed to time with their English and Drama studies into the State Theatre Company’s production of “Gorgon”, a new work with young crash survivors at its core.
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ACKNOWLEDGEMENTS
LCLGA acknowledges the Constituent Council Mayors, Elected Members, Chief Executive Officers and staff for their support of the regional role of the Association.
During 2015 - 2016, the LCLGA Board engaged a small team to implement a diverse and comprehensive regional work plan: Ann Aldersey (Executive Officer to August 2015), Michaela Bell (Project Manager), Tony Elletson (LCLGA Star Club Field Officer), Rob Forgan (Community Road Safety Officer), Biddie Shearing (LCLGA Tourism Industry Development Manager) and Daniel Willsmore (Regional Waste Management Coordinator to July 2015). The Team welcomed Dominic Testoni (Executive Officer in November 2015) June Saruwaka (LCLGA Regional Waste Management Coordinator in February 2016), Alice Macleod (LCLGA Administration Officer in February 2016), and Jackie Hao (LCLGA Economic Development Officer in March 2016).
LCLGA is supported by staff of RDALC, including Jan Shanahan (Finance Officer) and Alan Richardson provides media support to communicate the results of each LCLGA meeting.
The Local Government Association SA has continued to provide strong support to LCLGA and its members throughout the year. LCLGA acknowledges the contributions of SAROC members, Chief Executive Officer Matt Pinnegar and the many LGA staff that have supported LCLGA throughout the year.
The Local Government Research and Development Scheme funding has enabled LCLGA to undertake a range of additional projects throughout the year, both through additional Research and Development Fund projects and via the Regional Capacity Building Grants.
LCLGA enjoys a close working relationship with RDALC Board members and staff.
Dominic Testoni Executive Officer
FINANCIAL REPORTS 30 JUNE 2016
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