ORDINARY COUNCIL MEETING

NOTICE OF MEETING

To: Mayor Bill Spragg

Councillors Ward Councillor Ron Nelson Manoah Councillor Jan-Claire Wisdom

Councillor Ian Bailey Marble Hill Councillor Jan Loveday

Councillor Kirrilee Boyd Councillor Nathan Daniell Mt Lofty Councillor John Kemp

Councillor Val Hall Councillor Lynton Vonow Onkaparinga Valley Councillor Andrew Stratford

Councillor Linda Green Torrens Valley Councillor Malcolm Herrmann

Notice is hereby given pursuant to the provisions under Section 83 of the Local Government Act 1999 that the next meeting of the Council will be held on:

Tuesday 25 October 2016 6.30pm 63 Mt Barker Road Stirling

A copy of the Agenda for this meeting is supplied under Section 83 of the Act.

Meetings of the Council are open to the public and members of the community are welcome to attend.

Andrew Aitken Chief Executive Officer

Page 1

ORDINARY COUNCIL MEETING

AGENDA FOR MEETING Tuesday 25 October 2016 6.30pm 63 Mt Barker Road Stirling

ORDER OF BUSINESS

Council Vision Nurturing our unique place and people

Council Mission Delivering activities and services which build a resilient community, sustain our built and natural environment and promote a vibrant economy

1. COMMENCEMENT

2. OPENING STATEMENT “Council acknowledges that we meet on the traditional lands of the Peramangk and Kaurna people and we recognise their connection with the land.

We understand that we do not inherit the land from our ancestors but borrow it from our children and in this context the decisions we make should be guided by the principle that nothing we do should decrease our children’s ability to live on this land.”

3. APOLOGIES/LEAVE OF ABSENCE 3.1. Apology Apologies were received from …………. 3.2. Leave of Absence Cr Jan-Claire Wisdom (12/10 – 19/11 Approved at Council 27/9/16) Cr Ron Nelson (22/10 – 3/11 Approved at Council 27/9/16)

Cr Malcolm Herrmann (1/11 – 10/11) Mayor Bill Spragg (11/11 – 19/11) 3.3. Absent

Page 2 Ordinary Council Meeting AGENDA 25 OCTOBER 2016

4. MINUTES OF PREVIOUS MEETINGS Council Meeting – 27 September 2016 That the minutes of the ordinary meeting held on 27 September 2016 as supplied, be confirmed as an accurate record of the proceedings of that meeting.

5. DECLARATION OF CONFLICT OF INTEREST BY MEMBERS OF COUNCIL

6. PRESIDING MEMBER’S OPENING REMARKS

7. REPORTS 7.1. Council Member Activities 7.2. Reports of Members as Council/Committee Representatives on External Organisations 7.3. CEO Report

8. QUESTIONS ADJOURNED/LYING ON THE TABLE 8.1. Questions Adjourned 8.2. Questions Lying on the Table

9. PETITIONS / DEPUTATIONS / PUBLIC FORUM 9.1. Petitions Nil 9.2. Deputations Nil 9.3. Public Forum

10. PRESENTATIONS (by exception) Nil

11. QUESTIONS ON NOTICE Nil

12. MOTIONS ON NOTICE 12.1. Privately Funded DPA, Spring Gully Road Rostrevor 12.2. Celebration of 20th anniversary of Adelaide Hills Council

Page 3 Ordinary Council Meeting AGENDA 25 OCTOBER 2016

13. REPORTS OF COMMITTEES 13.1. Development Assessment Panel 13.1.1. CDAP Presiding Members Report January – August 2016

13.2. Strategic Planning & Development Policy Committee – 11 October 2016 That the minutes of the SPDPC meeting held on 11 October 2016 as supplied, be received and noted.

13.3. Audit Committee - 4 October 2016 That the minutes of the Audit Committee meeting held on 4 October 2016 as supplied, be received and noted

13.4. CEO Performance Review Panel – 10 October 2016 That the minutes of the CEO Performance Review Panel meeting held on 10 October 2016 as supplied, be received and noted.

14. OFFICER REPORTS – DECISION ITEMS 14.1. Lobethal Recreation Ground – Transfer of Land Council undertakes community consultation about the proposal to revoke the community land classification over the land contained in Certificate of Title Register Book Volume 5484 Folio 210 (Subject Land) for the purpose of transferring the Subject Land to the Lobethal Recreation Ground Sports Club Inc.

14.2. Adoption of Sport & Recreation Strategy That the Sport and Recreation Strategy contained in Appendix 1 be adopted.

14.3. Adelaide Hills Business & Tourism Centre Heritage Agreement & Conservation Management Plan To endorse the draft Heritage Agreement between the Minister for Sustainability, Environment and Conservation and Adelaide Hills Council for Lobethal Woollen Mill in Appendix 1 and to the execution of the Agreement by the Mayor and CEO under the common seal of the Council. To approve the depositing of the Application to Note the Heritage Agreement against the whole of the land comprised in Certificate of Title Register book Volume 5897 Folio 519, Volume 5169 Folio 516, Volume 5897 Folio 516 pursuant to section 34(2) of the Heritage Places Act 1993, allowing execution of the Application to Note and associated documentation by the Mayor and CEO under the common seal of the Council. To approve the draft Conservation Management Plan for the Former Lobethal Woollen Mill in Appendix 2.

Page 4 Ordinary Council Meeting AGENDA 25 OCTOBER 2016

14.4. Adoption of Adelaide Hills Council Strategic Plan That the Strategic Plan, as contained in Appendix 2, be adopted and be designated a strategic management plan for the purposes of Section 122(8) of the Local Government Act 1999.

That the Chief Executive Officer, or delegate, be authorised to make any formatting and editorial changes necessary for publication purposes.

14.5. 2015/16 Budget Review 4 Notes that Operating Budget variations presented in Budget Review 4 for the period ending 30 June 2016 totalled $(639)k unfavourable and provide for an adjusted Operating Deficit for the 2015/16 year of $(323)k.

Notes that Capital Budget variations provided for in Budget Review 4 for the period ending 30 June 2016 totalling $3,485k will be the subject of a Budget Review 1 report in November 2016 for consideration to be carried forward from 2015/16 and included in the 2016/17 Capital program.

14.6. Draft Annual Financial Statements 2015/16 In accordance with Section 127 of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999, Council adopts the General Purpose Financial Statements for the financial year ended 30 June 2016.

Council authorises the Mayor and CEO to sign the General Purpose Financial Statements for the financial year ended 30 June 2016.

14.7. Declaration of Prescribed Officers To declare that the following officer positions be ‘prescribed officers’ for the purposes of Chapter 7, Part 4, Division 2 – Register of Interests of the Local Government Act 1999: Director Community & Customer Services Director Corporate Services Director Engineering & Assets Director Strategy & Development Executive Manager Governance & Risk Executive Manager Organisational Development

15. OFFICER REPORTS – INFORMATION ITEMS Nil

16. MISCELLANEOUS ITEMS 16.1. Documents for signing & sealing 16.2. Status Report – Council Resolutions Update

17. QUESTIONS WITHOUT NOTICE

Page 5 Ordinary Council Meeting AGENDA 25 OCTOBER 2016

18. MOTIONS WITHOUT NOTICE

19. CONFIDENTIAL ITEMS 19.1. Community Wastewater Management Systems Expression of Interest 19.2. CEO Performance Review Panel Meeting Recommendations 19.3. Sale of Land for Non Payment of Rates

20. NEXT MEETING

Tuesday 22 November 2016, 6.30pm, 63 Mt Barker Road, Stirling

21. CLOSE MEETING

Page 6

Council Meeting/Workshop Venues 2016 6.30pm DATE TYPE LOCATION MINUTE TAKER October Monday 31 October Audit Committee (6.00pm) Stirling TBA November Tues 1 November CDAP TBA Karen Savage Wed 2 November Workshop Stirling Tues 8 November SPDPC Woodside Kylie Hopkins Wed 16 November Training Stirling Tuesday 22 November Council Stirling Pam Williams December Tues 6 December CDAP TBA Karen Savage Wed 7 December Workshop Stirling No meeting SPDPC Woodside Kylie Hopkins Tues 13 December Council Stirling Pam Williams

Meetings are subject to change, please check agendas for times and venues. All meetings (except Workshops & Elected Member Training) are open to the public. Community Forums 2016 6.00 for 6.30pm

DATE TYPE LOCATION Wednesday 17 February 2016 Community Forum Mt Torrens

Tuesday 29 March 2016 Community Forum Rostrevor

Tuesday 31 May 2016 Community Forum Lenswood

Tuesday 30 August 2016 Community Forum Mylor

Tuesday 29 November 2016 Community Forum Mt George

ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 12.1 Motion on Notice

Originating from: Cr Ian Bailey

Subject: Privately Funded Development Plan Amendment, Spring Gully Road Rostrevor

Strategic Plan Goal: Goal 2: Sustainable Natural & Built Environs

Strategic Plan Key Theme: 2.5: Facilities and Built Form

1. MOTION

I move:

That Council confirms the resolution of the Strategic Planning and Development Policy Committee of 12 April 2016 (Item 16.1.1) that the proposal for a privately funded Development Plan Amendment for the land located in the Hills Face Zone at the end of Spring Gully Road Rostrevor, not be proceeded with as this would set a precedent for further encroachment of residential development into this important landscape.

2. BACKGROUND

At its meeting held on 12 April 2016, the SPDPC resolved, inter alia, as follows: “Not to proceed with the proposal for a Privately Funded Development Plan Amendment as proposed in Appendix 2”.

Prior to reaching this decision, members of the Committee inspected the site on 29 March 2016 with the owners.

The motion and reports were discussed in confidence at the said SPDPC meeting, but were subsequently released at the request of the proponents by the CEO on 26 July 2016. At its meeting held on 27 September 2016, Council received a deputation (Item 9.2.1) from Patrick Trainor of Anson Solutions and Kieron Barnes of Ekistics Planners, on behalf of the owners of the properties involved. In his closing comments in relation to the deputation, Mr. Trainor requested that Council reconsider the resolution of the SPDPC to not support the request for a Privately Funded Development Plan Amendment (DPA) for the land in question.

In addition, in the Public Forum (Item 9.3.1) which followed, Mr Lee Walker- Roberts, President of the Morialta Residents Association addressed the Council and also tabled two documents. Mr Walker-Roberts was supported by other residents who spoke against the proposal to rezone the land in question through the Privately Funded DPA. The owners of the properties also addressed Council and provided information to Council on the proposed project.

Adelaide Hills Council meeting 25 October 2016 MON Privately Funded DPA Spring Gully Road Rostrevor

The Hills face Zone is a large Planning Zone which is incorporated into Development Plans for the respective councils concerned within whose jurisdiction this area falls, which extends from Gawler in the north to Sellicks Beach in the south. It was first suggested in 1962 and after enactment, the zone has largely remained intact since that time protecting the hills face as a backdrop for metropolitan Adelaide when viewed from the plains. The zoning policy for this area was adopted about 50 years ago with the intention to preserve this back drop environment.

The Hills Face Zone as described in the Council’s Development Plan does not envisage residential development beyond individual residences on existing allotments. Any further land division is discouraged and has been classified as a non-complying form of development in the Zone. The Objectives of the zone are set out on Pages 171-178 of the Council’s Development Plan which are as follows:

Any changes to the Hills Face Zone boundary, which could provide the opportunity for this kind of extensive residential development, should be carefully considered at a state level rather than on a piecemeal/ ad hoc basis by one of the many councils within whose jurisdiction this zone falls.

After hearing the submissions and presentations from the owners and their representatives, as well as members of the Residents Association at the meeting of 27 September, I was unable to find any new information or evidence which could be used to justify a change to the SPDPC’s resolution of 12 April 2016.

Adelaide Hills Council meeting 25 October 2016 MON Privately Funded DPA Spring Gully Road Rostrevor

2. OFFICER’S RESPONSE – Marc Salver, Director Strategy & Development

This proposal originally came to Council as the Development Act 1993 only permits rezonings of land to be undertaken via a Development Plan Amendment (DPA) process, and which can only be undertaken by either the Minister for Planning or by a local council with the consent of the Minister for Planning. This request was considered by SPDPC at its meeting held on 12 April 2016 (Item 16.1) where the Committee resolved to not to proceed with the proposal for a privately funded Development Plan Amendment.

In summary, this proposal involves the rezoning of two existing allotments of approximately 56 hectares in size, located in the Hills Face Zone in Rostrevor, described as follows:

 Lot 21 at the end of Spring Gully Road, Rostrevor (owned by D&D Fontanarosa); and  Lot 22 at the end of Wandilla Drive, Rostrevor (owned by SE Donoso).

The proposal is to donate around 47 hectares of the 56 ha site to the State Government for expansion of the Morialta Conservation Park. However, as much of this land is not in a condition suitable for immediate integration with the aforementioned Park, the land owners committed to a rehabilitation program at their expense over the next 10 years.

In return, the land owners wish rezone the remaining 9 hectares of the site to residential in order to create approximately 55 residential allotments of approximately 800m2 in area – some of which would be provided on another adjoining parcel owned by different parties. It is noted that the land division required to create the proposed residential allotments is non-complying in the Hills Face Zone. To facilitate this aspect of the overall development, the applicants proposed a privately funded DPA to rezone the 9 ha parcel, thereby effectively moving the western boundary of the Hills Face Zone to the east.

As stated in the previous SPDPC Report, this is not a common proposal, and would require close consultation with the Minister for Planning if it is to be progressed. If the Council and/or the Minister do not agree to progress the privately funded DPA, then this would be the end of the matter. It is noted that the Motion on Notice (MON) seeks that Council reaffirm the decision of SPDPC to not proceed with this privately funded DPA. If however, Council resolves to reconsider the matter, then this will require a rescission motion in the first instance, followed by a further report to either the SPDPC or Council in order to reconsider the request to proceed with the privately funded DPA.

3. APPENDIX

Nil ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 12.2 Motion on Notice

Originating from: Cr Malcolm Herrmann

Subject: 20th Anniversary of Adelaide Hills Council

Strategic Plan Goal: Goal 1: A Safe & Connected Community

Strategic Plan Key Theme: 1.2: Community Participation

1. MOTION

I move

That the Chief Executive Officer provide a report to council with recommendations on how the Council can celebrate 20 years of amalgamation.

2. BACKGROUND

The Adelaide Hills Council was proclaimed to come into existence on 1 July 1997. The new council comprised the former District Councils of East Torrens, Stirling, Onkaparinga and Gumeracha.

It is timely to reflect on the successes of the past 20 years.

3. OFFICER’S RESPONSE – David Waters, Director Community & Customer Services

A report as contemplated by the motion can be prepared for the December 2016 Council Meeting.

The report would contemplate options and a potential funding allocation. The Council’s 2016-17 Budget and Business Plan does not include any provision of funding or resources for special activities associated with the anniversary.

ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 13.1.1

Originating from: CDAP Presiding Member – Iris Iwanicki

Responsible Director: Marc Salver, Director Strategy and Development

Subject: CDAP Presiding Member Report – January to August 2016

Strategic Plan Goal: 2 - Sustainable Natural and Built Assets

Strategic Plan Key Theme: 2.4 – Facilities and Built Form

SUMMARY

Section 56A of the Development Act 1993 (the Act) requires that each council establish a development assessment panel (CDAP). The CDAP must have 7 members and the presiding member must not be a council member or employee of the council (i.e. independent). Up to half of the remaining members may be council members or employees with the balance as independents.

Council’s DAP consists of:

 Iris Iwanicki (Independent Presiding Member)  Kathryn Bellette (Independent Member)  Graeme Hopkins (Independent Member)  Alistair McHenry (Independent Member)  Cr Linda Green  Cr John Kemp  Cr Jan Loveday

In accordance with the CDAP’s Operating and Meeting Procedures, the Presiding Member is required to provide updates to Council on the Panel’s activities. The previous update was reported to Council on 19 January this year (Item 13.1.1), which was for the six month period July to December 2015. The attached report from the Presiding Member of CDAP summarises the key issues, trends and activities from the Panel’s operations in the period January to July 2016.

RECOMMENDATION

Council resolves that the report be received and noted.

ADELAIDE HILLS COUNCIL DEVELOPMENT ASSESSMENT PANEL PRESIDING MEMBER’S REPORT JANUARY-JULY 2016

Purpose of Report – Planning Policy issues noted by the CDAP

Clause 8.9 of the Guidelines and Protocols for Development Assessment Panel Meetings concerning Planning Policy states in part:

The Panel may, from time to time, identify trends, issues and other matters relating to planning or development that have become apparent or arisen through the assessment of development applications, and report on these to the Council’s Strategic Planning & Development Policy Council (SPDPC) accordingly. However the Act does not empower the Panel to act as a policy informing body. (8.9.1)

Further: The presiding member shall report on such matters as contemplated in Clause 8.9.1 above on a quarterly basis to the Chairperson of the SPDPC

In the previous report submitted by the Presiding Member, the CDAP advised the following matters were brought to the attention of Council:

Balhanna Township That the policy for the township of Balhannah, in the locality of the Balhannah Cold Store, be reviewed in relation to the issue of bulky goods and retail showrooms. Clarification of land uses (particularly where classification of applications and the overall structure planning for Balhanna are recommended for review to provide clearer guidance for applicants and residents).

Biodiversity In the interest of bio-diversity in rural residential environments, the issue of fencing be reviewed to ensure that solid fencing provide access panels to facilitate the migration of small native fauna through the landscape during the next review of the Development Plan. This motion was prompted over the ongoing loss of habitat and access to move across the landscape by native species, evidenced by the ongoing loss of Hills fauna species.

Standard of application documentation Staff were requested to include both plans originally on public display and amended plans in the CDAP agenda documentation.

Staff requested to develop examples of acceptable drawings in an information guide for applicants, given the poor standard of information and plans received by the council and CDAP from some applicants.

Traffic Study recommended The lack of an up to date traffic study of the Stirling Centre led to a request to staff to obtain a traffic count for Merrion Terrace and Mount Barker Road. This raised the issue that Council may wish to consider a broader traffic and parking study to manage existing and potential traffic and parking demands in the future as part of the strategic planning for Stirling (and possibly other major centres in the council area).

Code of Conduct and Meeting Procedures reviewed The reviewed Development Assessment Panel’s Operating & Meeting Procedures were adopted pursuant to Section 56A(19)(b) of the Development Act 1993, as detailed in Attachment 2 of the council report. It was decided that CDAP meetings inclusive of decisions made by the CDAP are to be held in open session in future and other minor changes were supported.

Current issues noted from 2016 CDAP meetings to August, 2016

Two matters (and subject to confirmation of the last meeting’s minutes, a third matter Aprilpossibly) 2016 have been raised that may be referred.

Policy Issues for Advice to Council John Kemp sought clarification following legislation passed which changes the Conflict of Interest rules under the Local Government Act, and how this new legislation affects members of Council’s Development Assessment Panel (CDAP). Lachlan Miller confirmed that new legislation came into effect on 31 March 2016 in relation to Declaration of Interest by Council Members at Council meetings , Committee meetings and other subsidiary meetings, and advised that members of CDAP are guided by the Conflict of Interest provisions set out under Section 56A of the Development Act 1993 and Section 21A (Ministerial Code of Conduct)of the Development Act 1993(which are different from the ones under the Local Government Act) in terms of what the conflict of interest is and their requirement in terms of Julydisclosure 2016 Policyat CDAP Issuesmeetings.

Jan Loveday sought clarification regarding Panel member queries on agenda items before a meeting. It was clarified by the Presiding Member that a question emailed to staff would be responded to direct to the member, but not all members would be copied in to the response in order to avoid the potential for discussion of the matter outside the meeting process. The answers to questions would be discussed in the subsequent meeting for the benefit of all panel members.

August CDAP Meeting (Draft Minutes) The Panel queried the interpretation of the definition of dwelling – when considering an application to use an outbuilding for self contained family accommodation on one site, where multiple dwellings are capable of being self contained within the same property. This issue arose recently in response to - firstly, an extended family seeking to maintain a self contained dwelling in a current outbuilding of the residence. The issue also secondly relates to tourist accommodation, namely of a Bed and Breakfast nature.

Marc Salver advised that new policy provisions for Tourist Accommodation in the Country Living Zone will be included in the proposed Zone changes in the current Townships & Urban Areas DPA. This will be workshopped with Elected Members on 17 August 2016, with a view to taking it to the Strategic Planning & Development Policy RecommendationsCommittee meeting for adoption in September 1 The CDAP commends the following matters to SPDPC for continuing progress or action:

 The review of Balhannah township policies and clarification of land use terms related to ‘bulky goods’ and similar terms in policy review;  Consideration of measures to protect biodiversity in terms of species refugia and movement;  Traffic and parking management plan to update Council’s future parking and movement management policies.  Advice re ‘conflict of interest’ provisions and their interpretation.

2 In reviewing the incidence of policy matters raised under item 8 of a CDAP agenda, I recommend consideration be given by Council to amending the guidelines and protocols of the CDAP with respect to the requirement for quarterly reports regarding policy issues. It is suggested that an annual report would be more useful, providing DA statistics, attendance numbers, delegations, number of ERD Court appeals as a summary of a year’s operation of the panel in addition to policy matters.

Dr Iris Iwanicki, PhD, M.Env.Law, Grad.Dip.TP, BA, FPIA Presiding Member Adelaide Hills Council Development Assessment Panel

30th August, 2016 ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.1

Originating Officer: Natalie Westover, Manager Property Services

Responsible Director: Terry Crackett, Director Corporate Services

Subject: Lobethal Recreation Ground – Transfer of Land

For: Decision

SUMMARY

The purpose of this report is to provide information about a proposal to transfer a parcel of land to the Lobethal Recreation Ground Sports Club Inc (LRGSCI) and seeks a decision to undertake community consultation about the proposal.

The proposal to transfer the Subject Land to LRGSCI may enable the LRGSCI to undertake a boundary realignment to create a residential allotment which, subject to obtaining Development Approval, would be sold to finalise a loan payment due to Council in 2017 and also provide funds to undertake further improvements on the site.

RECOMMENDATION

Council resolves that:

1. The report be received and noted

2. Council undertakes community consultation about the proposal to revoke the community land classification over the land contained in Certificate of Title Register Book Volume 5484 Folio 210 (Subject Land) for the purpose of transferring the Subject Land to the Lobethal Recreation Ground Sports Club Inc.

1. GOVERNANCE

 Strategic Management Plan/Council Policy

Goal 1 A Safe and Connected Community

Key Issue 1.2 Community Participation Key Action 1.2.1 Planning and development of recreation facilities including community owned facilities

Page 1 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Lobethal Recreation Ground – Transfer of Land

 Legal Implications

Section 194 of the Local Government Act 1999 governs the process to revoke the community land classification of community land.

 Risk Management Implications

Undertaking community consultation in relation to the proposed to revoke the community land classification on the land and transfer to the LRGSCI will address the following risks:

Failure to meet the requirements of the Local Government in relation to the management of community land.

The risk that the any concerns raised by the community in relation to the potential transfer of the transfer of land will not be identified.

Inherent Risk Residual Risk Target Risk Medium (4D) Low (2E) Low (2E)

 Financial and Resource Implications

The Transfer of land will reduce the Council’s possible liability for rates and taxes including Emergency Services Levy, maintenance (except for the public playground infrastructure) and insurance for the Subject Land.

Costs will be incurred to undertake the community consultation process. These costs relate to advertising and staff resources to undertake the consultation and will be at the cost of the Council.

 Customer Service and Community/Cultural Implications

Not Applicable

 Environmental Implications

Not Applicable

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

The Property Advisory Group and the Torrens Valley Ward Elected Members have been consulted in relation to this proposal and are supportive of the proposal.

Approval to undertake Community Consultation is the purpose of this report.

Page 2 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Lobethal Recreation Ground – Transfer of Land

2. BACKGROUND

The Lobethal Recreation Ground (LRG) is a multi sport facility in Lobethal. The Lobethal Recreation Ground Sports Club Inc (LRGSCI) is comprised of representatives of the football, cricket, netball, tennis and polo clubs that utilise the facility.

The LRG is made up of land in the ownership of the LRGSCI and Adelaide Hills Council (AHC) as identified in Appendix 1.

The initial land used for the LRG is identified in Appendix 3 and was vested in the LRGSCI in 1938 from the former individual trustees.

The ground was expanded by land vested in the LRGSCI from the former District Council of Onkaparinga (DCO). This land was transferred to the former DCO from Bardak Pty Ltd as part of the agreement with the State Government following the closure of the Onkaparinga Woollen Mills.

The first piece identified in Appendix 4 was vested via a land division in 1997 for nil consideration. The second piece identified in Appendix 5 was vested via a land division in 2000 for $20,000.

The Subject Land was transferred to the former DCO by the then Minister of Local Government pursuant to the Public Parks Act 1943 under Transfer No. 2579790.

The LRGSCI had maintained the Subject Land since the extension and development of the facilities under a long term lease which expired in 2007 and the LRGSCI has occupied the land in a holding over arrangement since that time. They have subsequently been provided with a short term 5 year lease over the Subject Land in 2016.

There is a public playground on the Subject Land which is maintained by the LRGSCI with the exception of the playground infrastructure which is under licence to AHC to ensure that the playground infrastructure is appropriately maintained, audited and insured.

There are proposed public toilets to be constructed on the Subject Land in this financial year by Council. Negotiations with the LRGSCI will be finalised following consideration of this report, however it is anticipated that ownership of the toilets would transfer to the LRGSCI with the land transfer should it occur. The LRGSCI would then assume responsibility for all maintenance of these toilets at that time.

The LRGSCI obtained a loan from AHC in 2002 in the amount of $200,000 for the extension of their facilitiles. The loan is due for repayment on 15 July 2017 with a final payment of $88,696.22. The LRGSCI is exploring options for the repayment of this amount including refinancing with a bank.

3. ANALYSIS

One of the options that the LRGSCI has been exploring is to subdivide their land to create a residential parcel of land on Jeffrey Street (Appendix 6) that they could sell to provide funds to pay off the loan to AHC. Due to the zoning of the land, it is not currently able to be subdivided to create a new allotment.

Page 3 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Lobethal Recreation Ground – Transfer of Land

The proposal to transfer the Subject Land to LRGSCI may enable the LRGSCI to undertake a boundary realignment to create the said residential allotment (subject to obtaining Development Approval) and sell the residential allotment to pay off the loan to AHC by the due date and free up funds to undertake further improvements on the site.

The LRGSCI has agreed that the transfer of land would be subject to a first right of refusal to AHC for the Subject Land to be transferred back to AHC should the land ceased to be owned by LRGSCI and used for community recreation purposes. This will be secured by way of a registered Encumbrance.

The LRGSCI has indicated their agreement to provide an area of land in the north eastern corner of the LRG (Appendix 7) for the location of new storage facilities for the benefit of the Council and community groups. This agreement has come about from a request from Council for them to identify any available space at the LRG that could be used for the possible construction of long term storage facilities should they be required by the Council in the future.

These facilities would be owned and maintained by Council, and secured by a long term lease for $1 per annum.

Council staff are investigating options for the construction of storage facilities and the outcome of those investigations will be presented to Council in a separate report for consideration.

4. OPTIONS

The options available to the Council are as follows:

1. Resolve to undertake community consultation to revoke the community land classification of the Subject Land (recommended). 2. Resolve not to support the proposal to transfer the Subject Land to the LRGSCI.

5. APPENDICES

(1) Overview of Lobethal Recreation Ground (2) Identification of Subject Land (3) Identification of initial Lobethal Recreation Ground Land (4) Identification of land transferred to LRGSCI in 1997 (5) Identification of land transferred to LRGSCI in 2000 (6) Proposed location of residential allotment (7) Identification of proposed storage area

Page 4

Appendix 1 Overview of Lobethal Recreation Ground

Date created: Land Services Group October 13, 2016 The Property Location Browser is available on the Land Services Group Website: www.sa.gov.au/landservices

Government of South Australia

Land Services Group Disclaimer: The information provided above, is not represented to be accurate, current or complete at the time of printing this report. The Government of South Australia accepts no liability for the use of this data, or any reliance placed on it.

Appendix 2 Identification of Subject Land

Date created: Land Services Group October 13, 2016 The Property Location Browser is available on the Land Services Group Website: www.sa.gov.au/landservices

Government of South Australia

Land Services Group Disclaimer: The information provided above, is not represented to be accurate, current or complete at the time of printing this report. The Government of South Australia accepts no liability for the use of this data, or any reliance placed on it.

Appendix 3 Identification of initial Lobethal Recreation Ground land

Date created: Land Services Group October 13, 2016 The Property Location Browser is available on the Land Services Group Website: www.sa.gov.au/landservices

Government of South Australia

Land Services Group Disclaimer: The information provided above, is not represented to be accurate, current or complete at the time of printing this report. The Government of South Australia accepts no liability for the use of this data, or any reliance placed on it.

Appendix 4 Identification of land transferred to LRGSCI in 1997

Appendix 5 Identification of land transferred to LRGSCI in 2000

Appendix 6 Proposed location of residential allotment

Date created: Land Services Group October 13, 2016 The Property Location Browser is available on the Land Services Group Website: www.sa.gov.au/landservices

Government of South Australia

Land Services Group Disclaimer: The information provided above, is not represented to be accurate, current or complete at the time of printing this report. The Government of South Australia accepts no liability for the use of this data, or any reliance placed on it.

Appendix 7 Identification of proposed storage area

Date created: Land Services Group October 13, 2016 The Property Location Browser is available on the Land Services Group Website: www.sa.gov.au/landservices

Government of South Australia

Land Services Group Disclaimer: The information provided above, is not represented to be accurate, current or complete at the time of printing this report. The Government of South Australia accepts no liability for the use of this data, or any reliance placed on it. ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.2

Originating Officer: Renee O’Connor, Sport and Recreation Planner

Responsible Director: Peter Bice, Director Engineering and Assets

Subject: Adoption of Sport and Recreation Strategy

For: Decision

SUMMARY

The review of the Sport and Recreation Strategy is an item included in the Strategic Plan, and this new document aims to provide structure and direction for sport and recreation in the Adelaide Hills.

After an extensive research, review and consultation process, a final version of the Sport and Recreation Strategy is ready for adoption and implementation.

RECOMMENDATION

Council resolves:

1. That the report be received and noted

2. That the Sport and Recreation Strategy contained in Appendix 1 be adopted.

1. GOVERNANCE

 Strategic Management Plan/Council Policy

Goal 1 A Safe and Connected Community

Key Issue 1.2 Community Participation Key Action 1.2.1 Review the existing Sport and Recreation Strategy and Open Space Strategy to establish a collaborative approach in the coordination, management and the ongoing planning and development of community, recreation and leisure infrastructure including community owned facilities.

 Legal Implications

The Sport and Recreation Strategy has been prepared in accordance with Council’s procurement and consultation policies.

Page 1 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Sport and Recreation Strategy

 Risk Management Implications

There could be a risk that local sporting clubs may have concerns about how changes outlined in the Strategy may impact on their club. To reduce this risk, the consultation process clearly communicated the strategic nature of the document, noting in particular that:

 No funding has been allocated to the implementation or outcome of actions from the Sport and Recreation Strategy at this stage.  Staff will continue to communicate and consult with the community and clubs impacted by the outcome of actions from the Sport and Recreation Strategy.

This strategy and its actions will help Council and the community understand priorities, allocate resources and encourage a new way of working to ensure transparency, accountability and sustainability for the future.

Inherent Risk Residual Risk Target Risk Medium (3C) Medium (3D) Medium(3D)

 Financial and Resource Implications

There are no capital work implications associated with the adoption of the Sport and Recreation Strategy. There will however be an expectation that Council’s Sport and Recreation Planner will dedicate time to implement the actions from the Strategy.

 Customer Service and Community/Cultural Implications

Sport and recreation contribute to communities in many ways, and the benefits for participants are significant. Improved health and wellbeing though physical activity and social connections are just some ways that sport and recreation participation have a positive effect on the community.

Council recognise that to ensure sustainable use of recreational sites and improved community wellbeing, it is important to do more than just manage well: positive and measurable improvements must be achieved.

 Environmental Implications

The Sport and Recreation Strategy includes principles that will ensure the consideration of the environment and our biodiversity in any future developments or routine management of sites. The document recognises links with our Biodiversity Strategy and Tree Management Policy. Building our clubs capacity and knowledge of environmental sustainability is also acknowledged.

Page 2 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Sport and Recreation Strategy

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

The development of this Strategy has included two phases of consultation with the community.

The first phase of consultation was conducted during May & June 2016 via online surveys and a meeting with representatives of local sporting associations. The two surveys (one for sporting clubs and one for the community) received over 500 responses. Information received from the community and sporting clubs was used to prepare the draft Sport and Recreation Strategy.

Key findings from the initial consultation include a community demand for a variety of locally accessible and affordable sport and recreation opportunities, while sporting clubs are struggling to meet community expectations with quality infrastructure. Clubs are experiencing growth, but struggle to accommodate the increases in participation, or are facing issues with playing surface quality due to over-use. Clubs are calling for assistance and support in the areas of grant funding and volunteer retention, but also want equity and transparency from Council in the support that they receive.

The initial consultation also highlighted a need for more recreational opportunities for youth. Facilities like skate parks, bike tracks, outdoor basketball courts and small soccer goals, along with upgrades to playgrounds are assets that the community would like to see in the region.

The second phase of consultation involved making the draft document available to the community for comment. The community were also asked a series of questions in an online survey about the documents content and future delivery of Strategy actions. The link to the survey and draft document was emailed to all relevant community and sporting groups who have registered an email address with the Sport and Recreation Planner. There were around 20 responses to the second phase of consultation.

Feedback was consistent; the community and sporting clubs want to work in partnership with Council. These clubs want to be provided with opportunities to have conversations with Council staff about their issues and concerns, and they want us to actively listen. There is also a desire for clubs to be involved in club development workshop opportunities.

The Sport and Recreation Advisory Group and Elected Members have also had several opportunities to provide feedback throughout the document’s development.

2. BACKGROUND

To meet the strategic objective from Council’s current Strategic Plan of reviewing the Sport and Recreation Strategy, a Sport and Recreation Planner was appointed in February 2016. Since that time, the Sport and Recreation Planner has conducted a significant amount of consultation, research and analysis to prepare the Sport & Recreation Strategy.

The draft document was presented to Council at a workshop in July, where members were provided with a copy, and the opportunity to provide comments and feedback. Feedback was considered and incorporated into the document where appropriate.

Page 3 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Sport and Recreation Strategy

Subsequently, an updated draft document was presented at the August SPDPC Meeting. Following this meeting, a draft document was made available for community consultation. Feedback has since been considered, and where appropriate, has been incorporated into the final version of the Sport and Recreation Strategy document.

3. ANALYSIS

The Sport and Recreation Strategy document has been prepared based on significant research of related documents and leading practice, analysis of Council recreation facilities, and review of current Council practices and procedures related to sport and recreation. Council has also received a strong response from the community during the two consultation phases, and relevant information has been incorporated into the document.

The Strategy outlines the trends and challenges facing the sport and recreation industry in Australia today, and the impact these factors are having locally. Considerations such as increased levels of sedentary behaviour in the community, and increased popularity in adventure and lifestyle sports are factors that our local sport providers must consider. The document also outlines Council’s role, and how we can support both the community and sporting clubs through new recreation trends.

Council and community sport and recreation assets are ageing and user groups report that some facilities are exceeding capacity and/or not meeting community expectations. Analysis of current Council practices and support for clubs has highlighted the need for significant changes in the way Council supports sport and recreation clubs. Implementing actions from the Strategy document will result in transparent, consistent and equitable practices and relationships between clubs and Council. The document aims to ensure that any future recreation and sport developments are underpinned by sound planning and effective asset management procedures.

As a result of the thorough research and analysis, valuable feedback from stakeholders, staff and Elected Members and the high level of participation in consultation opportunities, the new Sport & Recreation Strategy document is a sound reflection of the community and sporting club’s expectations.

4. OPTIONS

1. Council adopt the final version of the Sport and Recreation Strategy. (Recommended)

2. Council adopt the final version of the Sport and Recreation Strategy with the inclusion of amendments as agreed. (Noting there will be further cost if changes to the document are required)

Additionally, any significant changes at this stage should be considered carefully as the community would expect any changes at this point to be related to feedback received during the consultation process.

5. APPENDIX

(1) Sport and Recreation Strategy

Page 4

Appendix 1 Sport and Recreation Strategy

sport and recreation strategy 2017 – 2021 2 Contents

3 Executive summary 4 Introduction 5 Council’s role 6 Strategic actions 8 Strategic context 9 Trends and findings 12 Demand and supply analysis 19 Strategic principles 20 Principles and vision 26 Funding 27 Measuring success Photo: The Courier Newspaper 3 Executive summary

Sport and recreation contribute to communities in many ways, and the benefits for participants are significant. Improved health and wellbeing, through physical activity and social connections are just some ways that sport and recreation participation have a positive effect on the community. Play, whether in a playground or participating in sport can be indicative of a vibrant and healthy community.

We recognise the importance that sport This five year strategy also aims to and recreation play in the community and capitalise on the unique landscape in the benefits that it provides. Sport and the region that accommodates national recreation facilities and their provision recreation trends such as unstructured in the Adelaide Hills Council region is adventure sports and nature play areas. unique and complex. This Strategy We recognise that to ensure sustainable defines our role, but also acknowledges use of recreational sites and community that there is a significant amount of wellbeing, it is important to do more review and subsequent improvements than just manage well: positive and to be made in the near future. measurable improvements must also be achieved. In order to be an organisation This strategy and its actions will help that understands the community, our Council Members, staff, communities functions and priorities must be refined. and stakeholders understand the priorities, allocate resources and Principles and strategic actions in this encourage a new way of working to document are based on four themes: ensure transparency, accountability and planning, design, resourcing and sustainability for the future. Improved management. Actions are staged process will hopefully result in better and prioritised, and will be reviewed and more effective relationships to ensure that improvements are between site users and Council. made and actions are implemented. The Sport and Recreation Strategy has been developed by Adelaide Hills Council staff, with input from key external stakeholders and our communities.

We recognise that to ensure sustainable use of recreational sites and community wellbeing, it is important to do more than just manage well: positive and measurable improvements must also be achieved. 4 Introduction

The purpose of our Sport and Recreation Strategy is to activate and encourage increased participation in the Adelaide Hills community, and effective use of the region’s facilities. This document will guide our approach to playgrounds, sports facilities and other recreational activities that are undertaken by the community in our region.

This document explores linkages There has also been considerable research with federal and state government done on the community’s participation documents, and National trends in various sport and recreation activities, for sport and recreation that may and the implications this participation is impact the community. having on sites throughout the region. From consultation with the local The Strategy outlines a classification community and relevant stakeholders, schedule for both facilities and play local trends and findings are also spaces, with relevant characteristics also outlined, and an analysis of both the included. This information, along with demand and current supply completed. best practice development principles for both facilities and play spaces, will provide Council with a strong framework for future developments that are feasible, sustainable and cater to

the community’s needs. Photo: The Courier Newspaper

This document will guide our approach to playgrounds, sports facilities and other recreational activities that are undertaken by the community in our region. 5 Council’s role

Our Role Description

• Provide land and facilities (sometimes via a lease type arrangement) in the region. A large number of these sites have a recreation or sport function. Service • Meet management and maintenance requirements for Council assets. Provider • Where relevant, issue permits to external groups for recreational activities. • Provide funding for recreation and sport groups within the region. • Provide recreational opportunities at various Council locations.

• Work with external agencies, clubs and other relevant groups to deliver Partner sport and recreation opportunities to the community.

• Assist with bringing together relevant stakeholders to address sport and recreation issues. Facilitator • Assist with developing relationships between relevant parties and strengthening their capacity.

• Provide timely and relevant information to government departments and other stakeholders on behalf of Council.  Information • Share relevant information with the region’s sport and recreation groups, Provider increasing their capacity, skills and knowledge. • Provide information to the general public about sport & recreation opportunities in the Adelaide Hills.

• Ensure sport and recreation in the Adelaide Hills is considered in relevant Advocate government documents. • Campaign for and support sport and recreation groups within the region.

• Ensure that sport and recreation groups and their associated facilities Regulator meet relevant legislative requirements. 6 Strategic actions

The following actions have been developed from research and analysis of current practices and findings from this Strategy.

Action Principle Priority Time Frame

Ensure principles from the Sport and Recreation Strategy are reflected in Planning High Year 1 our Strategic Property Review, the Environmental Sustainability Framework and Water Management Plan.

Audit all sport playing surfaces (including ovals, courts, and pitches) and Management High Year 1 their associated facilities (eg. score boards, cricket nets, and coaches’ boxes).

Review all payments made to all clubs and groups, including but not limited Resourcing High Year 1 to: grant funding, bore electricity reimbursements, other reimbursements, maintenance grants, insurance payments.

Develop a funding position and associated guidelines that are transparent Resourcing High Year 1 and equitable for all clubs and groups, regardless of facility ownership.

Confirm characteristics and develop catchment zones for recreation and Planning High Year 1 sport facility classifications.

Assign a classification to each recreation and sport facility. Planning High Year 1

Develop and implement service levels for buildings, sport playing surfaces, Management High Year 1 buildings utilised by sport and recreation providers and their associated facilities. Ensure standards are reflected in lease/licence/management documents.

Revoke Council’s Sport and Recreation Policy. This Policy will be replaced Management High Year 1-2 by updated grant guidelines and lease documents.

Review the role of the Sport and Recreation Advisory Group. Management High Year 1-2

Work with and be guided by the Strategic Property Review and the Planning High Year 1-2 Asset Management Plan to develop priorities and a schedule for sports facility upgrades.

Review current procedures and standards for inspections and maintenance Management High Year 1 that is carried out on play spaces not owned by Council. Develop and implement a policy position for the future.

Develop catchment zones for play space classifications. Planning High Year 1

Assign a classification to each play space. Planning High Year 1 7

Action Principle Priority Time Frame

Develop and implement a Play Space upgrade program, based on information Planning High Year 1 provided by Play Space Auditors.

Review our current Play Space maintenance program. A new program Management High Year 1 should be based on information provided by the Play Space Auditors, and in line with proposed hierarchy classifications and service levels.

Develop and maintain partnerships with relevant funding bodies, Resourcing Medium Ongoing peak bodies and other relevant stakeholders.

Develop and maintain a database of clubs, community groups and Management Medium Ongoing recreation providers within the Council area. Implement an effective communication system with these clubs and groups across the region.

Develop and implement a club development program and capacity Management Medium Ongoing building initiatives for clubs and groups located within the region. Encourage participation in the STARCLUB program.

Develop and implement a process and guidelines for clubs and Council Resourcing Medium Year 2 to work together to obtain facility upgrade funding.

Develop and implement a procedure for consulting with the community Planning Medium Year 2 regarding reserve and play space upgrades.

Continue to support ‘non-traditional’ and unstructured recreation Planning Medium Ongoing opportunities in the region (eg. Mountain Biking). Work and partner / Low with relevant providers.

Contribute to the Mount Lofty Ranges International Mountain Bike Planning Medium Ongoing Destination Strategic Reference Group.

Investigate potential locations for the portable skate ramp in conjunction Planning Low Ongoing with staff and the community. Implement a schedule for moving.

Explore linkages with our Economic Development Strategy. Planning Low Ongoing

Review our Open Space Strategy. Management Low Year 3

Review the Recreational Use of Council Reserves and Public Space Policy. Management Low Year 3

Investigate the need for a policy position for the placement of memorials Planning Low Year 3 in reserves.

Investigate the need for a policy position for dealing with personal trainers Planning Low Year 3 (and other businesses) utilising Council land.

Investigate the need for a policy position on community access to courts Management Low Year 3 and other recreation facilities. Any changes must be consistent with leases, licences and management agreements.

Investigate the use of MOUs/Agreements with schools or community facilities Planning Low Year 3-4 to complement Council facilities that may have reached their capacity.

Work with the Communications Team to develop and implement consistent Design Low Ongoing signage for parks and reserves throughout the region.

Work with our Communication Team to promote our sport and recreation Management Low Ongoing facilities; including but not limited to play spaces, skate parks, ovals, courts, reserves and other recreation facilities like Fox Creek Mountain Bike Track. 8 Strategic context

This Strategy has been developed in consideration of national, state and local level policy, strategic and legislative documents.

National Documents Local Documents • Australia’s Physical Activity and • Strategic Plan, Your Adelaide Hills Sedentary Behaviour Guidelines • Long Term Financial Plan • Play. Sport. Australia • Asset Management Plan • Annual Business Plan State Documents • Community Strategy 2015 – 2020 • Open Space Strategy • South Australia’s Strategic Plan • Adelaide Hills Trail Network Strategy • Eat Well Be Active Strategy 2013 – 2033 • South Australian Regional Level • Biodiversity Strategy Recreation and Sport Facilities • Economic Development Strategy 2015 Planning Guidelines • Age Friendly Community Plan 2016 – 2019 • Local Area Bike Plan 2016 • S&HLGA Regional Public Health Plan • Tree Management Policy • Development Plan 9 Trends and findings

This section outlines the national and local trends that impact on the provision of sport and recreation opportunities.

National Trends and Findings

Participation Facilities The Play. Sport. Australia document These trends may be of concern to Councils must ensure that their facilities from the Australia Sports Commission traditional sport providers, including clubs are underpinned by sound planning outlines two significant challenges operating within our region. Sports and and that they are able to adequately with Sport in Australia today: their clubs that fail to recognise, accept maintain the asset over its lifetime. Local and adapt to these changes will begin Government traditionally relies on grants 1. Keeping sports relevant to lose participants to those who take to develop, and refurbish recreation and viable up these new opportunities. facilities, creating financial sustainability and asset management issues. However, Sports are operating in a rapidly changing In addition to the research highlighted by if these grants were no longer available, environment where Australians are the Federal Government, it is important to it must be considered where major increasingly time-poor, have limited recognise the increasing pressures being redevelopment funds be sourced from. budgets and are inundated by new forms placed upon clubs operating in today’s of entertainment. Preferences towards society. Expectations around governance, The South Australian Regional Level other leisure activities are on the rise risk management and child protection Recreation and Sport Facilities Planning eroding sports’ traditional customer bases. are all growing, increasing responsibilities Guidelines outline five challenges that for the volunteers managing the clubs. councils and the Sport and Recreation sector are currently facing: 2. Keeping Australians active Local Government has a critical role to and healthy play in all facets of recreation provision in • Facilities are ageing - and in need of the future, and supporting the community major redevelopment or in some cases Too many Australians, young and old, through these emerging trends. From replacement to remain fit-for-purpose, are leading increasingly sedentary ensuring that design principles enable affordable and sustainable to operate lives and are missing out on the people to walk or cycle to work or leisure and maintain. multitude of benefits that come destinations (not force them into cars) to • Inefficient provision and duplication from participating in sport. providing the facilities and open spaces • Increasing expectations – from In addition to this, the Australian that enable people to lead active lives. sporting bodies and the general Sports Commission recently partnered community on councils to provide with the Commonwealth Scientific higher-standard facilities. and Industrial Research Organisation • Pressure on open space – due to an ever (CSIRO) to identify trends in sport that increasing demand for housing supply are likely to affect the Sports sector close to population and activity centres. during the next 30 years. The study • Increasing budget pressures – becoming confirmed that people are increasingly: increasingly more competitive and difficult to raise the capital required • Favouring more flexible, non-organised to deliver new infrastructure. physical activity, such as running with headphones on Continued • Pursuing new lifestyle and adventure sports • Developing new tastes as our population becomes more culturally diverse. 10 Trends and findings

National Trends and Findings (continued)

Unstructured Recreation Nature Play These issues have instigated the Considering the Federal Government’s The natural environment of the region development of the planning guidelines, point that Australians will increasingly also complements the increasing trend which highlight the growing need for pursue new lifestyle and adventure of providing Nature Play opportunities for councils to work collaboratively and sports, it is important to note that the youngest members of our community. with other key stakeholders including the South Australian Government the State Government and state sporting is investing $1.5 million towards Research shows that the nature of organisations. This will ensure that establishing the Adelaide Mount Lofty children’s play has changed dramatically sporting groups and local communities Ranges as an international mountain over the last two decades. have access to well-planned and biking destination. By 2020, this Unstructured free play in nature benefits located facilities that are fit for purpose, initiative intends to develop the our children in many ways. Nature play sustainable and meet the needs of users. Adelaide Mount Lofty Ranges into improves health and wellbeing and an internationally recognised location, enhances intellectual development. The Federal Government commissioned offering world-class experiences for Crawford Report from 2009 makes the a range of cycling markets. We are The research also reveals some following statement: a member of the recently formed alarming statistics about the impacts Adequate facilities are needed for Adelaide and Mount Lofty Ranges of our current lifestyle on our children. increasing participation in sport. To International Mountain Bike Destination Decreased physical activity, increased maximise participation, facilities must Strategic Group; and will continue to screen time and risk aversion all be of a quality and quantity that makes explore ways to contribute to this group. contribute to the problem. (Nature Play SA, 2016) participation attractive, convenient and The natural environment of our region safe. There is little point in taking other complements trends and changes to action to increase participation without our recreational behaviour that the a concurrent program to ensure there Federal Government is anticipating. are enough facilities available to take Unstructured, adventure and lifestyle advantage of interest generated. It is activities like mountain biking, trail not clear why something so obvious walking, horse riding, cycling and rock has not been properly addressed in climbing are easily accommodated the past. All levels of government have in our region, and we must consider spent millions of dollars in an effort to implementing ways to support these increase participation without strategic types of activities, much like our consideration of where people might participation in the Mountain Bike play should they be inclined to do so. Destination Strategic Group, and This statement is consistent with exploring the options for completing the messages that we have received the Amy Gillett Bikeway. through consultation with the clubs and associations in the region; they don’t have enough space for their increasing membership. Clubs and their associated facilities have either reached their maximum capacity, or are exceeding it. This has subsequent impacts on the condition of many playing surfaces and their associated facilities. 11

Local Trends and Findings

Play Spaces This information has been gathered Clubs that utilise our facilities want We must consider and address the from consultation with the local equity in funding and support received ownership and management of play community, sports and recreation clubs from Council; and need assistance with spaces throughout our region. There are and associations. Council conducted facility maintenance, safety, drainage, a number of sites that are not owned by an online survey to ask the community lighting, parking, playing surfaces, Council, yet maintenance work is carried and clubs about recreation, sport and associated facilities like change rooms, out at these locations. Consistency, play spaces in the Adelaide Hills area. and ultimately more space for increased transparency, sustainability, process, Face-to-face consultation opportunities participation. Those that are not Council risk and the service provided to our were also provided to sports associations owned have similar needs, including community are all considerations that operating in the Hills. assistance with obtaining grant funding must be taken into account when and retaining their volunteers. reviewing this issue. Consultation Findings We must endeavour to ensure equity When asked about play spaces, the Response to the consultation was and transparency in our relationships community indicated that our play considerable and demonstrates that the and support to all clubs within our spaces are well maintained, safe, community want to discuss play spaces, region. Funding to clubs should be clean, close to their homes and other sport and recreation. Future consultation provided on the basis of the service community facilities, and that they procedures for play space or recreation they are providing to the community, are surrounded with trees. However, facility developments should reflect this and must be contributing to their the majority of respondents to the interest; and staff should be involving sustainability for the future. Funding survey indicated that the current the community from the initial stages should be linked to clear and transparent equipment is static and boring, and of any new projects. Sporting clubs want guidelines, and must be acquitted is not suitable for the current local to actively engage with us; they need to Council. Responsibilities at Council demographic. The community have us to listen and understand their issues. owned facilities must reflect lease overwhelmingly indicated that We must work in partnership with clubs and licence documents; and financially they want the following included to ensure that sport and facilities in the sustainable clubs should be able to cover in any upgrades or redevelopments region develop and progress. their own operational expenses. A review to local play spaces: of all payments (reimbursements, grants, From the consultation we now know contributions, and any maintenance • Interactive, modern equipment that the local community have an costs) made to clubs and their associated • Equipment for climbing and spinning increased recognition of the links facility is a priority. Council requires • Equipment for an appropriate age between physical activity and health. a clear picture of all payments to clubs and ability range In addition, information they provided before it can determine a future direction • Nature play and sensory elements complements research reflecting or level of service in regard to club and • Landscaping the increased demand for informal, facility funding. • Shade and shelter unstructured and non-competitive • Seating activities. Traditional, club based Unstructured Recreation • Bins, lighting, fences sports and their schedules are difficult for some of our community to participate Consultation with the community has Nature Play in, hence the need for increased casual indicated that there is a need for more participation opportunities. recreation facilities for youth, including Nature play is a strong theme present additional skate parks, bike tracks, dirt in recent consultation. The term nature The community demands a variety of BMX tracks, outdoor basketball courts, play refers to a play space that provides sport and recreation activities that are and community access tennis courts. children with access to a range of both affordable and locally accessible. There was much traction for exercise opportunities that reflect the natural That said, participation in traditional, equipment in reserves and ovals, and an world, and provides a place for organised sports remain popular, and indoor pool in the southern area of the unstructured play. We are in a fortunate clubs continue to experience growth. region. This type of facility should be position that the natural landscape incorporated into future reserve and of the Adelaide Hills accommodates Club and Facilities play space development consultations, the concept of Nature play so well. The consultation identified that clubs and provided if there is an expressed are struggling to meet community need and the demographics of the area expectations for high quality facilities support such developments. and are faced with the constant battle for more space. Clubs are also calling for us to provide support in the areas of grant funding and volunteer retention. 12 Demand and supply analysis

Community Profile

 

Total population District area Sparse density Median age 40,031 (2015 ABS estimate) 795km2 0.5 people per hectare 42 (39 greater Adelaide)

Age segmentation Dwellings

Age 0–17 Babies and school age 15,284 24.1% (21.5% greater Adelaide) Age 18–34 Tertiary education, independence and young workforce Household types 15.8% (23.2%) Couples with children   Age 35–59 Parents, 39.0% (28.5% greater Adelaide) homebuilders, pre-retirees 39.1% (33.9%) Age 60–69 Empty nesters and retirees  Couples without children 12.5% (10.2%) 30.9% (25.5% greater Adelaide) Age 70+ Seniors 8.4% (11.1%) One parent families  7.7% (11.0% greater Adelaide) Snapshot

 Lone person    18.1% (26.7% greater Adelaide) High average income High education levels

Work at home  7.3% (3.2% greater Adelaide) Low unemployment High levels of internet connectivity General statistics    Relatively low level of High labour participation Modest public transport use    socio-economic disadvantage

      New residents moved from outside the district between 2006–2011 Modest population growth High levels of home ownership  20.1% (Total 7,756)    Volunteers Low levels of disability Low levels of ethnic diversity  29.8% of population volunteer 2.9% (5.4% greater Adelaide) 7.0% (15.1% greater Adelaide) (17.7% greater Adelaide) from non-English speaking countries Data based on ABS 2011 census unless otherwise indicated. 13 Demand and supply analysis

Participation Numbers

Unstructured Recreation Play Spaces Walking was the main activity in which 74 per cent of respondents utilise play survey respondents participated, with spaces within the Council area, with the 76 percent indicating their participation. most popular being Steamroller Park in Cycling was the next most popular Stirling, Johnston Memorial Park at activity with a 44 percent participation Balhannah, and the Woodside Recreation rate among respondents. The majority Ground. This figure is significant and of respondents (81 percent) participate indicates that despite variable quality and in some form of organised club sport condition, utilisation rates remain high. throughout the year. Popular club sports according to survey respondents Organised Club Sport are netball, football, cricket, soccer and tennis, all facilities that Council As outlined and according to the may provide or support. Australian Sports Commission, the way Australians participate is changing and Casual tennis, recreational swimming participation in traditional club sport and running are also popular activities in is declining. However, after consultation which the survey respondents indicated with both clubs and the local sports participation. associations, they report that their numbers are still increasing. In addition, the region does not have significant population growth, so the area seems to be defying national trends. Is that because when it comes to sport, the region functions like a country area, with town based sporting clubs? Sporting clubs play an important role in the Hills community and clubs in the region should be congratulated and supported for adding to the vibrancy of the area; providing opportunities for the community to connect and be active; and for increasing participation numbers, while the National average is declining. Continued 14 Demand and supply analysis

Organised Club Sport Netball, Australian Rules Football, tennis, (continued) cricket, bowling and junior soccer are all organised and played locally in either The participant figures outlined in the our region or the Mount Barker District table below have been sourced from Council area. Volleyball and three senior the respective Hills sporting associations soccer clubs who call the Hills their home, with a summary of the key issues host teams from across the metropolitan and concerns from both the clubs area. Site user numbers for these sports and associations. have also been included.

Club Sport 2016 Registered Participants Issues and Concerns

Netball 2500 • Exceeding court and facility capacity • Unable to accommodate increasing participation • Sub-standard playing surfaces and facilities • Funding equity from Council • Court resurfacing costs • Issues with Council Planning procedures • Attracting and retaining volunteers

Australian Rules 2020 • Exceeding ground and facility capacity Football • Unable to accommodate increasing participation • Sub-standard playing surfaces and facilities • Funding equity from Council • Maintenance • Attracting and retaining volunteers

Soccer 1700 • Exceeding ground and facility capacity Additional participants from • Unable to accommodate increasing participation visiting senior clubs utilise facilities • Sub-standard playing surfaces and facilities throughout the soccer season: • Maintenance Birdwood: 250 per season • Infrastructure funding Bradwood Park : 600 per season Woodside: 1000 per season • Funding equity from Council • Attracting and retaining volunteers

Tennis 1000 • Exceeding court and facility capacity • Unable to accommodate increasing participation • Sub-standard playing surfaces and facilities • Court resurfacing costs • Funding equity from Council • Attracting and retaining volunteers

Cricket 900 • Unable to accommodate increasing participation • Sub-standard playing surfaces following football season • Funding equity from Council • Facility maintenance • Attracting and retaining volunteers

Volleyball 550 • Attracting and retaining volunteers An additional 600 participants • Grant funding utilise the Mt Lofty Community • Utilisation of beach courts Recreation Centre site each week during the volleyball season.

Bowling 400 • Attracting and retaining new members (membership numbers are in decline) • Facility improvements • Grant funding 15 Demand and supply analysis

Other Activities to Consider

Athletics Mountain Biking Walking and Walking Trails Athletics has a large participation It is estimated that the Mount Lofty Ranges Relevant Council documents all support base, which is largely catered for receives up to 950,000 mountain bike the development of a connected on school ovals. visits each year consisting of: recreational trail network through the Adelaide Hills, and highlight the health • approximately 26,200 residents and lifestyle benefits of a trail network (estimated from within a 40 kilometre linking existing trails and proposing radius) who participate in mountain new trails with links to facilities. We have bike-related activities approximately developed a long term trail strategy Swimming 930,000 times a year. (the Adelaide Hills Trail Network • a visitor market of 13,300 (including There were numerous survey respondents Strategy 2013 – 2033) to deliver on domestic day, overnight and priorities reflected in these documents. who reported participation in swimming, international visitors) who make almost at either the Woodside pool, or private 18,000 mountain bike trips per year. pools hired by swimming instructors. A number of respondents asked for These figures outlined above are additional swimming facilities, particularly significant, and are likely to increase those in the southern area. We must with the State Government funding Cycling consider how to address this need. contribution to the area. Road cycling is a popular pursuit in the region, due to the increasing popularity of events such as the Santos Tour Down Under. The region attracts a significant number of informal and recreational Golf Horse Riding cyclists from outside the region, and There was little response for golf in our also accommodates regular races and It is reported that our region has one competitions. The Adelaide Hills survey. Council currently owns land that of the highest percentages of horse is the location of a golf course, however Strategic Bike Plan outlines projects and ownership in Australia, yet there is activities to improve participation and further assessment of long term demand little data to back this up. Similarly, and supply is required to determine the experience of local and visiting consultation for our Trails Strategy had cyclists in the Adelaide Hills. The Plan is appropriate resource requirements for little response from horse owners and this sport. In assessment, consideration supported by a resource document that riders. For those respondents who do contains more detailed information must be given to the three privately ride a horse, their focus was recreation owned golf courses in the region, and about possible infrastructure, resourcing and leisure, rather than fitness. However, and administrative projects or changes. the other eight that are located within it is important to note that Horse SA was a short driving distance of our boundary. represented at all of the Trails Strategy workshops and provided valuable feedback on the alignment of trails. To supply sufficient and appropriate facilities for this section of the community, we may have to strengthen relationships with appropriate stakeholders to determine actual participation. 16 Demand and supply analysis

Grass Oval/Pitch Supply Comparison

Total Population Ratio of Oval / Pitch per Council Oval / Pitch (2016 data) Total Population

Adelaide Hills Council 40,031 27 1 : 1,483

City of Burnside 44,500 11 1 : 4,045

Mount Barker District Council 31,325 16 1 : 1,958

City of Onkaparinga 166,435 37 1 : 4,498

Barossa Council 21,806 12 1 : 1,817

City of Mitcham 65,692 16 1 : 4,106

Industry Benchmark - - 1 : 4,000

Tennis and Netball Court Supply Comparison (based on Tennis courts numbers)

Total Population Ratio of Courts per Council Courts (2016 data) Total Population

Adelaide Hills Council 40,031 128 1 : 313

City of Burnside 44,500 59 1 : 754

Mount Barker District Council 31,325 49 1 : 639

City of Onkaparinga 166,435 163 1 : 1,021

Barossa Council 21,806 48 1 : 454

City of Mitcham 65,692 90 1 : 730

Industry Benchmark (Tennis) - - 1 : 1,875

Industry Benchmark (Netball) - - 1 : 3,000 – 4,000 17 Demand and supply analysis

Club Sport and Club Facilities

As reported by the Australian Bureau of The following industry benchmarks are also of relevance to our community: Statistics (ABS), the region’s population is not growing significantly, and when coupled with information provided in the table, Facility Industry Benchmark it is difficult to demonstrate a need for additional facilities. We must however, consider that clubs and associations are District Skate Park 1 : 10,000 - 25,000 reporting increasing participation numbers despite the small population increase. Ovals, District BMX Dirt Track 1 : 10,000 – 30,000 pitches and courts are already struggling to deal with the participant numbers, so further increases are not able to be District Lawn Bowls 1 : 25,000 – 50,000 accommodated. As reported, we must also have a plan for accommodating increasing Golf Course 1 : 30,000 numbers of casual and recreational users of playing surfaces. Currently, community access to a tennis court with a net is not Indoor Sport & Recreation Centre 1 : 50,000 – 100,000 provided at many, if any, of our sites. Hills sporting associations are beginning Regional Sports Facility (including aquatics) 1 : 250,000 to implement flexible programing type arrangements for their competitions, with matches now being played at an alternate time or day. Council should consider how we can support associations to implement similar arrangements. Does the area need Golf and Swimming Walking and Cycling more courts, ovals and pitches with adequate lighting? Information from the Strategic Property The region contains a number of Review should be coupled with recreation conservation and national parks, and It is also paramount that we address and demographic data and additional forestry areas managed by the State the ongoing issue surrounding Council research to determine levels of service Government. These areas are key to the owned and community owned facilities. for activities including, but not limited landscape character and biodiversity We rely on community owned facilities to to, golf and swimming, as current data value of the region, making the walking service the demand from a portion of our from this strategy alone is not substantial trails so attractive. Considering that we population, so should funding and support enough to make an informed decision. do not own the land, we must continue be provided on the basis of the service to partner with relevant organisations they are providing to the community? to ensure the areas are promoted and Both community and Council owned utilised by the community. facilities are facing similar issues, and we must determine a way to service these The Adelaide Hills 20 Year Trail Strategy groups that is equitable, transparent and Mountain Biking and Action Plan will deliver a safe and contributes to their sustainability. legible network of connected trails for Considering the visitor statistics, the purpose of fitness and recreation, To address this issue, we must undertake mountain biking is an increasingly commuting between townships and to a comprehensive review of all facilities popular activity for both residents provide unique trails experiences to (of which a considerable amount will be and visitors to our area. As we do showcase the Hills. Similarly, we recently covered by the Strategic Property Review not own the land that these mountain endorsed the Local Area Bike Strategy and Sustainability Audit), and the current biking sites reside on, in what other (2016). This document outlines projects service and support that is provided at ways can we both support and leverage and activities to improve participation each location. A review of all playing these visitors? Partnership with the and the experience of cyclists (both surfaces should also be conducted. Department of Environment, Water locals and tourists) in the Adelaide Hills. Payments made to clubs and fees received and Natural Resources and National The Plan is supported by a resource for use of Council owned facilities should Parks South Australia will be important document that contains more detailed also be taken into consideration. With in developing these sites and their information about possible all of the above mentioned data, we can associated activities. Input into the infrastructure, resourcing and work towards making informed decisions Adelaide and Mount Lofty Ranges administrative projects or changes. regarding resources and support, resulting International Mountain Bike Destination in new funding guidelines, agreed service – Strategic Reference Group and their levels and a consistent, transparent implementation plan will be a good start. approach for all groups regardless of where the ownership of the site lies. 18 Demand and supply analysis

Play Space Supply Comparison

Total Ratio of Play Total Population of Ratio of Play spaces Play Council Population spaces per Total Children (0-14 years) per Population of spaces (2016 data) Population (2011 data) Children

Adelaide Hills Council 40,031 35 1:1,104 7,577 1:216

City of Burnside 44,500 38 1:1,158 6,705 1:176

Mount Barker 31,325 33 1:949 6,514 1:197 District Council

City of Onkaparinga 166,435 235 1:708 31,120 1:132

Barossa Council 21,806 23 1:948 4,420 1:192

City of Mitcham 65,692 64 1:1,026 10,984 1:171

Industry Benchmark 1:2,000 (Neighbourhood)

Play Spaces

When compared with other South Australian councils, our supply of play spaces is average, and above the industry benchmark. However, it is important to consider that we do not own several of the play spaces within the region and rely on these community owned facilities to service the demand from a portion of our population. Similar to sporting facilities, the ongoing issue of Council owned and community owned play spaces must be addressed. We should undertake a comprehensive review of ownership and services provided, with a particular focus on risk and asset replacement. New service levels, transparent guidelines for management and maintenance, and appropriate agreements with land owners (if relevant) should be the outcome of this review. 19 Demand and Strategic supply analysis principles

This strategy has highlighted and utilised four strategic principle areas that will assist with the delivery of recreation and sport facilities, playgrounds and the actions of this document.

Places and facilities should be thoroughly planned, balanced, functional, and sustainable. Planning should be in consultation with the community,  Planning ensure diverse opportunities and utilise best practice at all times. Planning must encourage and accommodate participation increases.

The design of spaces should be functional, Design sustainable, and facilitate participation from a wide variety of users.

Resourcing must be equitable and contribute to sustainability. Resourcing and funding processes Resourcing  must be clear and transparent, and focus given to worthwhile partnerships and collaboration.

The asset management and maintenance of all sites must be planned and programmed, with relevant requirements reflected in management  Management agreements, leases or licences. There must be transparency in resource allocation, and support for those groups managing Council facilities. 20 Principles and vision

Facility Classification

The purpose of creating a hierarchy is to provide a guide for what type of facility will meet the needs of the catchment it serves and to assist in creating an approach to limit facility duplication.

The type of facility will inform the The following classifications have been partnerships required to make it published in the Local Government a successful and sustainable facility, Recreation Forum and the Local as well as influencing the design, Government Association’s document SA cost and services mix. Regional Level Recreational and Sport Facilities Planning Guidelines (Page 14).

Hierarchy Level General Characteristics

State/National • Provides for the highest level of sporting competition which may include Primary catchment of South Australia International events and competitions, National League(s) and associated attracting users and visitors from state and national team and squad training centre(s). interstate and overseas. • Facilities also assist to promote sports and provide community access and pathway opportunities for participants. • May also provide a Headquarters for State or National Sporting Organisation administration.

Regional • Integrates competition and recreational forms for participation and provides a Primary catchment of local users broad range of sport and recreation activities and programs for a large number with extended catchment across of participants across local and regional geographic catchments, generally multiple local Council areas, beyond a single local Council area. primarily for competition and events. • Generating usage via sporting events and specialised (for multi-sports) venue or sport specific services is also a core role and function of regional facilities. • Regional facilities are best provided at high profile sites in accessible locations with links to transport nodes and / or commercial / community centres and services.

District • Provides a focus for Association competition, as well as service a local catchment Primary catchment area of local to provide a mix of recreational, competitive and program formats of participation. communities single local Council areas. • Facilities may also provide a primary function as a local finals venue or a central venue that facilitates regular competition for multiple clubs / teams.

Neighbourhood • Generally, services the needs of local communities and sporting clubs for Primary catchment area of local home and away fixtures, training activities and for participation programs. townships or single suburb areas.

Local • Small sites on local road networks that provide basic facilities and landscape Primary catchment area usually within treatments. Local facility locations are not considered suitable for larger walking distance of most users. facilities as they are generally provided in residential settings and have limited or constrained function for multiple activities and events. 21

Engage and consult with a broad range of stakeholders, users groups and the local community.

Facility Principles

Hills sport facilities are facing challenges that, as outlined by the Australian Sports Commission, may be acting as a barrier to participation. Using the following facility development principles, and in partnership with Council, some of these challenges may be addressed, and participation may increase.

 Planning Design  Management

• Gaps and needs identified, and • Incorporate concepts from feasibility • Support clubs and groups who feasibility study considered. study, community and stakeholder undertake the management of • Acknowledge and consider the demand and hierarchy classification our assets. hierarchy classification of the site. characteristics. • Plan asset management based on • Establish key characteristics of the • Ensure continued consultation with age, condition, compliance, safety, surrounding population, the current community and stakeholders in all risk management. participation at the site and demand aspects of the design phase. • Ensure equity and transparency for the facility. Demand for facilities • Give preference to multi-purpose in resource allocation, and consider can be based upon utilisation, usage and shared use design of spaces. any relevant policy implications. requirements, population data and • Incorporate co-location with other • Implement best practice in projections, community benefit. associated facilities (e.g play space) governance, strategic management, • Consider the long term growth where possible. business planning, shared use potential of sport(s) and activities • Acknowledge the long term agreements, lease/licence/ management and operation of the utilising the site. management plans, and ensure that site, along with asset management • Engage and consult with a broad range arrangements between multiple site and maintenance requirements. of stakeholders, users groups and the • Consider the sites general infrastructure users are clear. local community. Ensure initial requirements (e.g. roads, energy, water). • Access for the general community planning meets their identified needs. • Ensure that the design allows sports to must be considered in the operation • Seek out partnerships and adapt their products and services for of all sites. collaboration in planning; and ensure the future needs of our communities. • Program and manage maintenance, these partnerships are maintained • The design of the site must incorporate and ensure the following is considered: throughout each phase of the project. best practice sustainability principles o External and internal building • Define roles and responsibilities within and consider relevant environmental maintenance the stakeholders group, and consider factors like temperature and rainfall. o Structural, risk and work health the long term management and • Accessibility, community use and and safety requirements operation of the site. individual sport requirements should o Playing areas • Give consideration to asset be considered in facility designs. o Specialist court/field surface management and site maintenance • Consider planning regulations. preparation requirements and responsibilities. • Consider amenities for spectators. o Irrigation, water and mowing. • Consider and consult with other o Associated facilities including but community facilities in close proximity not limited to score boards, cricket (e.g. schools, halls), and ensure that  Resourcing nets, seating, coaches boxes. planning is integrated with community, transport and services (e.g. roads, • Develop and maintain relationships water, energy) planning. with funding bodies and partners. • Ensure the planning phase considers • Acknowledge maintenance sustainability and accessibility. requirements and asset management • Consider planning and building implications. regulations. • Consider the financial requirements of asset management, maintenance, risk management and liability. • Ensure equity and transparency in resource allocation, and consider any relevant policy implications. • Ensure lease, licence, or management agreements reflect funding relationships. 22 Principles and vision

Play Space Classification

To assist in the planning of our play spaces, it is common practice to define the reserves under a play space classification hierarchy. This practice is particularly important when assessing service levels for each class of play space; it also identifies the recommended equipment and associated facilities within a space. This approach ensures diversity of play spaces and experiences throughout the region.

The table below outlines the minimum classification, further investigation provisions and design considerations is needed in this space. Investigations for each classification. It is important to should consider if catchments are acknowledge that while the table refers to be based upon townships areas, to a catchment zone for each population density or a distance.

Classification Definition General Characteristics

Regional District • A large, well developed space with a diversity of play All characteristics from a local and opportunities. The space should be large enough to enable neighbourhood play space plus: different activities and users to occur simultaneously. • Attracts users from a substantial part of the Council area • Car parking and beyond. • Toilet • Located central to the catchment to maximise accessibility, • BBQ in a location that has a natural, social or cultural feature. • Art elements • A destination where visits are usually planned in advance • Hard court surface and and users stay for a long period of time. associated equipment • The site should consider accessibility for all. if space permits • Be responsive to natural site features and assist to preserve local biodiversity and natural area values. • Be serviced by public transport routes. • The catchment zone of these sites is to be determined, but must reflect the large scale size of the space.

Neighbourhood • Extensive play opportunities with a number of play elements. All characteristics from a local • Visited by people from a town catchment. play space plus: • A site where users can stay for a median length of time. • The catchment zone of these sites is to be determined, • Existing toilet and BBQ but must reflect the medium scale size of the space. • Shelter • Picnic settings • Drinking water • Mounded grass • Bike racks

Local • Area intended for local play, often equipment based • Play equipment • Visited by people who live nearby, usually by foot for • Shade a short period of time. • Lighting • Catchment zone to be determined, but must reflect • Seating the small scale size of the space. • Paved path • Rubbish bin • Grassed open space • Vegetation/planting • Accessible, safe pedestrian and cycling connections • Support good passive surveillance 23

Plan to meet the changing demographics within an area, and provide sufficient variation in play space provision between sites.

Play Space Principles

Best practice in play space design says that the following types of play should be incorporated. Community expectations and feedback from the consultation reflect these findings.

Play types  Planning Design

• Active Play - Using fixed play equipment • Utilise play space audit data • Ensure reasonable access to all play for swinging, sliding, jumping, stepping, (e.g. lifespan, risk) when considering spaces in any upgrades or new balancing and hanging. a site to upgrade. developments. • Imaginative and Creative Play - Making • Plan to meet the changing • Incorporate associated facilities within up games or role playing. demographics within an area, and the design, such as seating, shade and • Social Play - Communicating and provide sufficient variation in play path networks. interacting with other children, space provision between sites. • Incorporate climbing, spinning, sliding, practicing cooperation and the use • Consider amalgamation, consolidation swinging and feedback from children of language. or a new site (based on consultation in all designs. • Exploratory and Natural Play - Using and demographic data) when deciding • Incorporate interactive elements and things like rocks, trees, plants and sand a site to upgrade. equipment. to explore. These elements stimulate • Ensure spaces are accessible, • Design appropriate spaces based a child’s imagination and provide conveniently located and distributed upon age and the local demographic. various shapes, colours, textures and appropriately throughout the region • Consult with other relevant users scents to explore. These environments • Address risk management issues, and on individual sites (e.g. kindy sports can also encourage bugs, birds and ensure compliance with Australian clubs, community groups). other wildlife, adding to the diversity Play Space Standards. • Consider play space surfaces and of the experience. • Consider providing links to open maintenance required for each. • Quiet Play - Includes reading, talking space or small grassed areas (that • Consider maintenance requirements or participating in a sit down game. allows for unstructured games). and the location of existing trees and • Free Play - Open grass spaces or • Consult with children and young plantings. slopes that can provide an opportunity people when designing spaces; for activities such as rolling, running, they are the users. informal ball games, somersaults, • Consult with other relevant  Resourcing handstands or cartwheels. Free stakeholders (e.g. neighbouring play is different to active play as it residents, staff, other site users). • Explore grant opportunities to fund enables non-prescribed movement • Consider the range of issues and new development or play space in open space. trends outlined in this document prior upgrades, but consider the asset (Kidsafe Western Australia, 2008) to redeveloping existing play areas. management and maintenance costs. • Consider maintenance requirements • Ensure we allocate sufficient funds The following principles encourage and capacity, in consultation with each year for both the upgrade and us to take an objective, balanced relevant staff. maintenance of current play spaces. approach to play provision in our region. Consider what makes a high-quality, well-maintained play environment,  and what assists us to provide better Management play opportunities for the community • Ensure a high level of play space into the future. maintenance is budgeted for and programmed. • Ensure new play space designs minimise maintenance issues. • Consider options for ground surfaces, equipment /and facilities that minimise damage from graffiti and vandalism. • Promotion of play spaces to ensure maximum community use. 24 Principles and vision

Play Space Additional considerations

The following elements should also be considered for play spaces in our region.

Fencing Fencing should be provided only where Shade is an important aspect of play Natural play spaces are: absolutely necessary and for safety spaces, providing park users some purposes. A fence could be included protection from UV light. Natural (tree) • Dominated by natural elements, when a play space is: shade is preferred over built shade as vegetation, water, sand, dirt, mud, it also provides natural cooling, is not flowers, insects and wildlife, and • next to busy roads or carparks as subject to vandalism, and contributes which mirrors the local landscape • near water bodies to the overall character and appeal of • Full of sensory stimulation • close to other activities and there the open space. Where possible, locating • Alive, diverse and changing all the time is a need to separate the play space play spaces in the proximity of existing, • Accessible at all times and in all weather • in close proximity to other physical suitable mature shade trees is preferred. • Places that promote a sense of wonder, hazards In some instances, large play spaces ignite the imagination and encourage • adjoining private property. which experience high use and have little curiosity and creativity • Opportunities for open-ended Considering the ages of children who natural shade may require additional built interactions, risk taking and use play spaces, care givers should shade. Built shade structures should spontaneous play be in attendance and supervising the be robust and designed to complement the character of the open space. • Visually appealing and inspiring. child at all times. Fencing does not (Nature Play SA, 2016) absolve the care giver of responsibility. Consideration should also be given to: Fencing can however restrict the ability of a child to play, explore and imagine. • The strategic planting of trees on parks Linkages of Play Spaces and reserves that may be the site of a with Sport and Recreation Natural barriers, like appropriate plantings future play space. Opportunities can provide a sense of enclosure and • Succession planting in areas to maintain containment and should be explored shade, as older trees reach the end of To maximise opportunities for play, during the planning and design stages. their life; or planting advanced trees for where possible play spaces should be linked to other areas of play such as Open Space Management and Dog those existing play spaces that currently lack appropriate shade. open grassed areas, natural spaces Management by-laws and documents or structured recreation facilities such should also be considered when • The risk that some trees place when located near a play space. as bike tracks, tennis courts, half-court considering the installation of a fence basketball court, small soccer goals around a play space. In addition, with increased use in the and kick-about space. By relocating our evenings and at night when its cooler, portable skate ramp to various locations Hot Weather and Shade we should consider additional lighting throughout the region, feedback from Australia has been identified as having at access points, on paths, or in the play the community can be used to guide the highest incidence of skin cancer in the space itself. potential future locations of skate or world. Couple this with climate change bike riding facilities. implications of increasing temperatures Nature Play Risk during the summer months, and In the absence of wild, natural opportunities to play under shade or in environments, a carefully planned, Play spaces should be designed to the evening are becoming increasingly constructed natural play space provides allow minor elements of risk taking. important. the best opportunities for unstructured The consultation with the community play and learning opportunities for the and research suggests that children young people in our community. benefit from play environments that provide risk and challenge, where they A natural play space is a designated are free to make their own decisions, area that emulates a natural setting to and are not directed by adults. Spaces provide a place where children can that provide these opportunities engage in creative, unstructured play build confidence and resilience in the with natural elements. youngest members of a community. 25

Club Sustainability and Development

Many local government entities are now providing education, resources, training and club development opportunities for clubs that reside within their district. There are obvious benefits for the club, but councils benefit too, as many assets are being managed by these groups.

Assistance and guidance for clubs We should continue to foster ensures more sustainable and effectively relationships with peak bodies, managed clubs. Club development the Office for Recreation and Sport and training opportunities that may and other relevant entities in both be of benefit include: promoting and delivering products, resources and services to our clubs. • Governance Examples of these are: • Grants and funding • Volunteering • Good Sports, Responsible • Risk Management/WHS Service of Alcohol training • First Aid • STARCLUB • Child Protection • V Star • Responsible Service of Alcohol • Sports Vouchers • Safe food handling • Play by the Rules • Sustainability (water, electricity) • Turf and Playing Surface Management Workshops like those listed above are also a great networking opportunity for clubs. They provide opportunities to build on the club capacity and social capital in our community. Any training provided should complement, not supplement that of what peak bodies or the Office for Recreation and Sport are providing. 26 Funding

The adjacent table outlines current Funding Source Use funding sources to deliver sport and Capital Works Budget Renewing and replacing infrastructure in recreation projects. Figures can be accordance with asset management plans. found in the Annual Business Plan. Operating Budget • Grants, reimbursements and contributions The impact of investigations, reviews for sporting clubs. and audits into playgrounds and sport • Facility maintenance facilities is likely to highlight gaps and • Staff wages areas for process improvements. Decisions around changes to service levels and clarity of resource allocations Grant funding Play space upgrades, sport facility upgrades, as a result of these investigations will (Federal or State recreation developments. have budget implications. This will be Government) addressed in line with the action priorities outlined. Photo: Mark Liebich Mark Photo: 27 Measuring success

The Sport and Recreation Strategy sets out a number of actions to work towards in providing quality sport and recreation opportunities for the community. Having an understanding of current data and establishing realistic goals will enable us to measure our progress and ensure we are meeting the needs of our community.

Current Data Indicator Data Source Target (2021) (2016)

Adelaide Hills Council residents Adelaide Hills Further 50% of Adelaide Hills Council participating in sport and/or physical Council records investigation residents (Aligned to SA Strategic recreation needed Plan target)

Clear direction for Play Spaces Adelaide Hills n/a Policy position for maintenance, in the region Council records upgrade & management

Clear direction for Sport Facilities Adelaide Hills n/a Policy for maintenance, upgrade in the region Council records & management & funding

The number of Adelaide Hills Office for 75% of Adelaide Hills Council Council sports clubs registered Recreation and sports clubs registered in the ‘Star Clubs’ program Sport records

The number of Adelaide Hills Adelaide Hills n/a 50% of Adelaide Hills Council Council sports clubs attending Council records sports clubs attended Club Development / Workshop opportunities

Listed policy documents reviewed, Adelaide Hills n/a 6 Policies revoked or endorsed by Council Council records as per Strategic Directions (08) 8408 0400

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@adelaidehillscouncil

@AHCouncil ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.3

Originating Officer: Deryn Atkinson

Responsible Director: Marc Salver, Director Strategy & Development

Subject: Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

For: Decision

SUMMARY

This report seeks to finalise and execute the Heritage Agreement for Adelaide Hills Business and Tourism Centre (AHBTC) in order to reduce the red tape associated with processing of development applications for developments at the State Heritage listed property. Both the Heritage Agreement and the Conservation Management Plan (CMP) will ensure better management of minor works at AHBTC and the development application process for these activities now that the site is listed as a State Heritage Place.

The report seeks:

 Council’s endorsement and execution of the draft Heritage Agreement between the Minister for Sustainability, Environment and Conservation and Adelaide Hills Council for Lobethal Woollen Mill; and  Council’s approval of the draft Lobethal Woollen Mill Conservation Management Plan.

RECOMMENDATION

Council resolves:

1. That the report be received and noted.

2. To endorse the draft Heritage Agreement between the Minister for Sustainability, Environment and Conservation and Adelaide Hills Council for Lobethal Woollen Mill in Appendix 1 and to the execution of the Agreement by the Mayor and CEO under the common seal of the Council.

3. To approve the depositing of the Application to Note the Heritage Agreement against the whole of the land comprised in Certificate of Title Register book Volume 5897 Folio 519, Volume 5169 Folio 516, Volume 5897 Folio 516 pursuant to section 34(2) of the Heritage Places Act 1993, allowing execution of the Application to Note and associated documentation by the Mayor and CEO under the common seal of the Council.

Page 1 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

4. To approve the draft Conservation Management Plan for the Former Lobethal Woollen Mill in Appendix 2.

1. GOVERNANCE

 Strategic Management Plan/Council Policy Goal 1 A Safe and Connected Community

Key Issue 1.4 Culture, Arts and Heritage Key Action 1.4.7 Recognise and protect built and landscape heritage

Goal 2 Sustainable Natural and Built Environs

Key Issue 2.5 Landscape Character and Activity Centres Key Action 2.5.7 Maintain and manage Council owned and managed land to improve the amenity and functionality of the area

The former Lobethal Woollen Mill (AHBTC) on the northern side of Lobethal Road is a State Heritage Place on the State Heritage Register. It is an important Council owned activity centre in Lobethal with multiple tenants.

 Legal Implications

• Heritage Places Act 1993 • Development Act 1993 and Development Regulations 2008

Under Section 4 of the Development Act, any work directly affecting a State Heritage Place is defined as development, requiring Development Approval. This captures minor works such as painting, replacement roofing and guttering, new windows and doors and the installation of plant and equipment, signage and other building work or redevelopment.

Section 37 of the Development Act requires mandatory referral of all development applications affecting State Heritage Places to the State Heritage Unit of the Department of Environment, Water and Natural Resources, other than where development is in accordance with a Heritage Agreement. The State Heritage Unit has 8 weeks to provide comment on development applications.

Once registered on the Certificate of Title, the Heritage Agreement is perpetual and binding on current and future landowners.

Page 2 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

 Risk Management Implications

AHBTC is a State Heritage Listed Place and an important Council owned activity centre in Lobethal. As a State Heritage Place with ageing infrastructure, there is a need to undertake maintenance and redevelopment works, and at the same time conserve and reinstate the heritage fabric of the former Lobethal Woollen Mill. The Conservation Management Plan (CMP) provides a guide to conserving the heritage elements of the site that need to be protected and restored.

The Development Plan requires works to protect the fabric and appearance of State Heritage Places and the Development Act defines all work to State Heritage Places as development. The Heritage Agreement lists minor development works that the Minister for Sustainability, Environment and Conservation that will not require mandatory referral to the State Heritage Unit. Having the Agreement in place will assist in reducing delays in obtaining development approval for simple maintenance and restoration activities.

The two major risks are:

1. Without the CMP there is a risk that works may occur in an uncoordinated manner that is inconsistent with the conservation of the site’s heritage value.

2. Without the Heritage Agreement there will be delays in obtaining development approval for simple maintenance and restoration matters such as painting, replacement doors and windows and installation of new plant.

Inherent Risk Residual Risk Target Risk Medium (3C) Low (2D) Low (2D)

 Financial and Resource Implications

Heritage restoration works can be costly. The allocation of funds to allow for suitable materials and finishes to be utilised in infrastructure and restoration works will assist in mitigating the risk of deterioration of the heritage fabric of AHBTC. Budget requests will be made as apart of the Budget Review and Budget Development processes.

 Customer Service and Community/Cultural Implications

There is a community expectation that Council will be involved in the management and renewal of AHBTC, and as owner of the site that Council will assist with the conservation and restoration of the site. The proposed Heritage Agreement and CMP will greatly assist in meeting this expectation.

Page 3 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

 Environmental Implications

AHBTC is recognised as an important element in the landscape of the town of Lobethal and the part the site has played in the history of the town is one of the main reasons for the State Heritage Register listing. The site is listed to protect both the heritage fabric of the site and to recognise the part the former Woollen Mill played in the development of Lobethal.

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

The CMP was consulted on as part of the AHBTC masterplanning process. The Heritage Agreement is between Council and the Minister for Sustainability, Environment and Conservation and the drafting has involved consultation with the Council’s Property and Planning Staff. The documents have also been considered by the Property Advisory Group on 17 October 2016.

2. BACKGROUND

Council has previously received a number of reports in relation to the progression of the AHBTC Masterplan.

At the 25 March 2014 Council meeting it was resolved:

That Council receive this update report and proceed with:

1. obtaining, by invitation to specific parties, expressions of interest for the sale of the Southern buildings property 2. preparation of a Conservation Management Plan for the heritage listed buildings 3. preparation of a Heritage Agreement between AHC and the Minister for Sustainability, Environment and Conservation which will be reported back to Council for consideration, prior to execution of the agreement 4. preparation of an engagement strategy to guide future consultation on the Master Plan process.

In addition a further resolution was adopted:

That a report be brought to Council at the special meeting on 14 April 2015, on the implications of allocating up to $70,000 towards the investigations around the AHBTC.

At the 14 April 2015 Council meeting it was subsequently resolved to:

Allocate $70,000 from the 2014/15 capital budget for the following:

a) Engage a consultant to identify priorities and costs for the infrastructure works including separation of services, roadway replacement, re-construction of the creek retaining wall, repair of the chimney and heritage wall. Estimated value $15,000.

Page 4 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

b) Engage a consultant to undertake soil testing to establish the extent and possible remediation costs of contamination around the underground tank on the southern side. Estimated value $25,000.

c) Investigate the sale of the commercial and warehouse areas of the site including a community title option. Estimated value $20,000.

d) Engage a heritage advisor/historian to assist in the display, interpretation and possible relocation of museum to the northern side of the public use area including developing a working relationship with the National Wool Museum, Geelong, and strengthening relationships with SA History. Estimated value $10,000.

At the 23 June 2015 Council further resolved:

1. That the draft AHBTC Masterplan report be received and noted. 2. That the draft Lobethal Woollen Mill, Lobethal (fmr) Conservation Management Plan report be received and noted. 3. That the draft AHBTC Masterplan be approved.

A Council workshop was subsequently held on 16 December 2015 to provide a detailed update on the progression of the above resolutions.

At the 19 January 2016 Council further resolved:

1. That the report be received and noted.

2. To allocate an additional $30,000 from the 2015/16 capital budget to engage consultants to investigate community title options and cost estimates for associated infrastructure works on the Southern Site.

3. To allocate an additional $50,000 from the 2015/16 capital budget to engage consultants to investigate community title options and cost estimates for associated infrastructure works for the area associated with Buildings 15 to 22 on the Northern Site.

4. To consult with current lessees on a right of first refusal to purchase prior to the finalisation of community titling for the AHBTC site.

5. That a further report on the progression of Community Titling for the area associated with Buildings 2 to 5 be provided to Council in March 2016 following consultation with lessees. Noting that this report is to include cost and revenue estimates associated with Buildings 2 to 5 as well as projections for the entire AHBTC site where available.

Page 5 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adelaide Hills Business & Tourism Centre (former Lobethal Woollen Mill) Heritage Agreement and Conservation Management Plan

3. ANALYSIS

As indicated above, Council resolved on 25 March 2014 to proceed with the preparation of a CMP and a Heritage Agreement. The draft CMP was presented to Council on 23 June 2015, noting that the CMP would stay as a draft until the Heritage Agreement is signed.

The purpose of the Heritage Agreement is to provide agreement between the Minister for Sustainability, Environment and Conservation and Adelaide Hills Council that development applications involving conservation, repair and maintenance works identified in Schedule A of the Agreement are exempt from referral to the State Heritage Unit of DEWNR under Section 37 of the Development Act 1993. Both the Heritage Agreement and the CMP will ensure better management of minor works at AHBTC and the development application process for these activities now that the site is listed as a State Heritage Place.

It was reported to Council earlier in the year that a draft Heritage Agreement has been prepared by the Crown Solicitor for Adelaide Hills Council’s consideration and execution. The wording of the draft Agreement was at that time being negotiated. Council Administration have now had the Agreement reviewed by Council’s lawyers and adjusted Schedule A to include some additional maintenance items. Such additions include repair and replacement of windows and doors, water pipes, roofing, signage within buildings, and repairs to paving and the concrete creek channel. The Administration is now satisfied with the wording and submits the Heritage Agreement and the CMP to Council for endorsement and authorisation for the execution of the Heritage Agreement.

4. OPTIONS

Council has two options in this instance:

 To endorse and authorise the execution of the Heritage Agreement and approval of the CMP, or  To NOT endorse and authorise the execution of the Heritage Agreement and approval of the CMP.

Staff recommend that Council endorses and authorises the execution of the Heritage Agreement and the CMP by the Mayor and CEO under the common seal of the Council.

5. APPENDICES

(1) Draft Heritage Agreement for Lobethal Woollen Mill (2) Draft Conservation Management Plan for the Former Lobethal Woollen Mill

Page 6

Appendix 1 Draft Heritage Agreement for Lobethal Woollen Mill

DATED DAY OF

LOBETHAL WOOLLEN MILL

HERITAGE AGREEMENT

BETWEEN

MINISTER FOR SUSTAINABILITY, ENVIRONMENT AND CONSERVATION

-AND-

ADELAIDE HILLS COUNCIL

CROWN SOLICITOR Level 9, 45 Pirie Street, Adelaide SA 5000 THIS AGREEMENT is made pursuant to s32 of the Heritage Places Act 1993 (SA) (hereinafter called “the Act”) on the day of 2016

BETWEEN:

THE MINISTER FOR SUSTAINABILITY, ENVIRONMENT AND CONSERVATION of 9th Floor, Chesser House, Grenfell Street, Adelaide, South Australia, 5000 (“the Minister”)

AND

ADELAIDE HILLS COUNCIL of PO Box 44, Woodside, South Australia, 5244 (“the Owner”)

RECITALS:

A. The Owner is the registered proprietor of an estate in fee simple in the whole of the land comprised in, and described as follows (hereinafter referred to collectively as “the Land”):

a. Certificate of Title Register Book Volume 5897 Folio 519 (Allotments 87 & 90 Filed Plan 4620 in the area named Lobethal Hundred of Onkaparinga); and b. Certificate of Title Register Book Volume 5169 Folio 516 (Allotment 88 Filed Plan 4620 in the area named Lobethal Hundred of Onkaparinga); and c. Certificate of Title Register Book Volume 5897 Folio 516 (Allotment 201 Deposited Plan 60535 in the area named Lobethal Hundred of Onkaparinga).

B. The Land is located at the intersection of Lobethal Road and Mill Road, Lobethal, South Australia.

C. The Lobethal Woollen Mill (“the Mill”) is one of South Australia’s most significant industrial complexes, and the large numbers of surviving buildings represent one hundred years of industrial, commercial and social development on the Land. It is an outstanding and rare example of an industrial group with the majority of the original buildings surviving, and has significant associations with the Onkaparinga Woollen Company, an enterprise that gained an international reputation and made South Australia a leader in woollen exports.

D. On 28 August 2014 the Mill was entered onto the South Australian Heritage Register maintained by the South Australian Heritage Council (“the Council”) under s13 of the Act.

E. The purpose of this Agreement is to provide that clause 5 of Schedule 8 of the Development Regulations 2008 (SA) (“the Development Regulations”) does not apply to the Land in relation to the conservation, repair and/or upgrade works identified in Schedule A of this Agreement.

F. Schedule A of this Agreement is a table that provides a list of the works which, if undertaken in accordance with this Agreement, are considered not to require referral to the Minister pursuant to Clause 5 of Schedule 8 of the Development Regulations Compliance with this Agreement in relation to the works identified in Schedule A will remove the need for referral of a development application to the Minister (made under the Development Act 1993 (SA) (“the Development Act”)) as may be required for a development application, in the absence of this Agreement, by clause 5 of Schedule 8 of the Development Regulations.

G. The Minister has considered the advice of the Council and has agreed to enter into this Heritage Agreement with the Owner pursuant to s32 of the Act to promote the conservation of the Mill and the Land and public appreciation of their importance to South Australia’s cultural heritage and, particularly, s33(2)(g) of the Act which provides that a Heritage Agreement may provide that specified regulations made under s37 of the Development Act do not apply to the Land.

NOW THIS AGREEMENT WITNESSES as follows:

INTERPRETATION 1. The parties acknowledge that the matters referred to in the Recitals of this Agreement are accurate and that they shall form part of this Agreement. 2. Subject to any inconsistency of subject or context, the following rules of construction shall be used in the interpretation of this Agreement: 2.1.1. words and phrases defined in the Act shall, for the purposes of this Agreement have the meanings defined by the Act; 2.1.2. any term which is defined in the statement of the names and descriptions of the parties or in the recitals shall have the meaning there defined; 2.1.3. any word importing the singular shall include the plural and vice versa; 2.1.4. a reference to a body corporate includes a natural person and vice versa; 2.1.5. the captions, headings and clause numbers appearing in this Agreement are inserted only as a matter of convenience and in no way affect the construction of this Agreement; 2.1.6. a reference to a statute includes all statutes amending, consolidating or replacing the statutes referred to and also includes any statutory instruments issued under the statute (including regulations, proclamations, rules, by-laws, orders, notices and codes or standards approved or adopted under the statute); 2.1.7. a reference to a recital, party, clause, schedule or annexure is a reference to a recital, party, clause, schedule or annexure of this Agreement; 2.1.8. when two or more persons are parties to this Agreement as Owner, the covenants, obligations and agreement on their part contained in this Agreement, whether express or implied, refer to, and shall bind, them or any two or greater number of them, jointly and each of them severally.

AMBIT OF OPERATION

Page 2 of 7 3. This Agreement has effect as a Heritage Agreement under the Act. It will remain in force until terminated by the parties or until it otherwise ceases to have effect by reason of the operation of law.

AGREEMENT TO BIND OWNERS AND OCCUPIERS 4. This Agreement attaches to the Land and is binding on the Owner of the Land (or any portion or portions of the Land) for the time being whether or not that owner was the person with whom the Agreement was made. 5. For the purposes of s32(5) of the Act, this Heritage Agreement is binding on any occupiers of the Land.

THE PARTIES AGREE THAT 6. Clause 5 of Schedule 8 of the Development Regulations, made under s37 of the Development Act, does not apply to work identified in Schedule A to this Agreement; 7. Where development approval may be required under Part 4 of the Development Act for any work which is identified in Schedule A to this Agreement, if carried out in accordance with Schedule A, and this Agreement, any development application for such work is not required to be referred to the Minister pursuant to Clause 5 of Schedule 8 to the Development Regulations.

FURTHER ASSURANCES 8. Each party shall do and execute all such acts, documents and things as shall be necessary to give effect to the covenants contemplated in this Agreement.

NOTATION OF THIS AGREEMENT 9. The parties shall do and execute all acts, documents and things as are necessary to ensure that this Agreement is noted on the Certificates of Title for the Land pursuant to s34(2) of the Act, as soon as is possible after the commencement of this Agreement, in priority to any other registrable interests save and except for those interests already registered in the Lands Title Registration Office at the date of this Agreement.

MINISTER’S POWERS 10. If, on the advice of the Council, the Minister has reasonable grounds to suspect that the Owner is in breach of this Agreement, the Minister, or any employee or agent of the Minister, so authorised by the Minister, may enter the Land (after giving seven days’ notice in writing of the intention to do so) for the purpose of: 10.1. inspecting the Land or buildings; 10.2. exercising any other power of the Minister under this agreement or pursuant to law. 11. If the Owner is in breach of any provision of this Agreement, the Minister may, by notice in writing served on the Owner, specify the nature of the breach and require the Owner to rectify or remedy the breach of any of the terms of this Agreement within a reasonable time specified in the notice. 12. The Owner must either comply with the requirements of any such notice served by the Minister or serve written notice on the Minister within twenty eight (28) days of the date

Page 3 of 7 of service of the notice by the Minister that it disputes any allegation of default or failure in that notice or any requirement made in it. 13. If the Owner serves a notice upon the Minister under clause 12 of this Agreement, the Minister must refer the matter to the South Australian Heritage Council, requesting the Council to nominate a suitably qualified person to determine the matter in dispute as an expert and not as an arbitrator. The expert’s determination of the dispute will be final and binding on the Owner and the Minister. In making his or her determination, the expert will have regard to the Australia ICOMOS Charter for the Conservation of Places of Cultural Significance (“The Burra Charter”), to the extent that the Articles of the Charter may be applicable and capable of practicable application to the matter to be determined. 14. If the Owner fails to comply with the requirements of any determination made under clause 13 of this Agreement within the period (if any) limited by the determination, the Minister may carry out such works as are reasonably necessary to rectify that default. 15. Where the Minister has carried out any rectification works under clause 14 of this Agreement, the Owner must reimburse the Minister for any and all reasonable costs and expenses incurred by the Minister in and incidental to those works. The amount of those costs is to be paid by the Owner forthwith on the Owner being notified by the Minister in writing of that amount, and is to be recoverable by the Minister as a debt due from the Owner to the Minister. 16. The Minister reserves the right to apply to a Court under s35 of the Act if compliance with this Agreement cannot otherwise be achieved.

SEVERANCE 17. If any provision of this Agreement should be for any reason unlawful, void, invalid or unenforceable, then the offending term or condition shall be severed here from without affecting the validity or enforceability of the remainder of this Agreement.

ENTIRE AGREEMENT 18. This Agreement contains the whole agreement between the parties in respect of the matters referred to in this Agreement. 19. The obligations imposed on the parties under this Agreement are in every respect to be read as additional to the requirements imposed by the Act and in no way limit or derogate from the provisions of the Act.

VARIATION AND WAIVER 20. This Agreement shall not be varied except by a supplementary agreement signed by the Minister and the Owner.

NOTICES 21. Notices shall, for the purpose of this Agreement, be properly served on a party if it is posted to the party’s last address known to the other party, or by such other method of service as agreed in writing by the parties.

GOVERNING LAW

Page 4 of 7 22. This Agreement is governed by the laws of the State of South Australia and the parties to this Agreement submit to the jurisdiction of the Courts of the State of South Australia.

EXECUTED AS AN AGREEMENT

THE COMMON SEAL of the MINISTER ) FOR SUSTAINABILITY, ENVIRONMENT ) AND CONSERVATION ) was hereunto affixed ) in the presence of: ) ……………………………………….. Minister

……………………………………….. Witness

Print Name:…………………………

THE COMMON SEAL of ADELAIDE ) HILLS COUNCIL ) was hereunto affixed ) in the presence of: ) ...... Mayor Print Name:......

...... Chief Executive Officer Print Name:......

Page 5 of 7 SCHEDULE A Schedule A The following matters are exempt from referral (and fee) to the Minister of Sustainability, Environment and Conservation (or delegate).

Building New New Signage Floor finishes New internal Pipework, electrical, lights Other items openings - openings - walls etc. exterior interior 3, New New As per New internal New internal  Interior – surface  New roller doors - 4, openings for openings. attached floors (new walls (walls mount piping, conduits, galvanised finish. 5, access, Signage monolithic should be egress signs / lighting,  Window security - use 14, window and Guidelines. floors to be framed and lighting. Selections not stainless steel mesh in 15, services physically removable in a heritage issue. simple frame, rather 16, penetrations isolated from construction).  Exterior – utilitarian than aluminium grilles 17, under masonry walls). style weatherproof  Replacement of wall 18, 300mm lighting appropriate. vents - like for like. 19, diameter. NOTE: Surface mount conduits  External and internal 20, Terazzo and and feed to interior painting - as per 21, timber floors to where possible. attached Painting 22. Building 20 and  Mechanical plant – New Guidelines. Building 21 are / upgrades / not to be replacement of A/C and removed refrigeration plant - without referral only if in nominated and approval. A/C plant compounds and roof mounted as per attached Mechanical Plant Guidelines.  Painting that conforms with attached Painting Guidelines. 7, New New As per New floors New walls  Interior – all works. Not applicable. 11, openings openings attached  Exterior – utilitarian 12a, Signage style weatherproof 12b. Guidelines. lighting appropriate. Surface mount conduits Building New New Signage Floor finishes New internal Pipework, electrical, lights Other items openings - openings - walls etc. exterior interior and feed to interior where possible.  Mechanical plant – New / upgrades / replacement of A/C and refrigeration plant – only if in nominated a/c plant compounds and roof mounted as per typical detail in attached Mechanical Plant Guidelines.  Paint that conforms with attached Painting Guidelines. All  Signage  Repair or matching  Repair/ or matching buildings installation replacement of interior replacement of existing within and exterior water roller doors and interior buildings for pipe/plumbing repairs timber doors, all door direction including fixtures and hardware and safety fittings  Repair or matching purposes  Replacement of interior replacement of interior and exterior electrical and exterior window lighting or repairs to with glass and hardware and electrical conduits to be fly screens surface mounted.  Graffiti removal without  Re-gassing of air damage to the significant conditioners and fabric using refrigeration units biodegradable products and low pressure washing methods.  Roof, gutter and downpipe repairs (replacement with Building New New Signage Floor finishes New internal Pipework, electrical, lights Other items openings - openings - walls etc. exterior interior matching parts)  Local replacement of or repairs to pavement, concrete or bitumen ( including creek channel repairs)  All landscaping excluding replacement of retaining walls or new retaining walls

 Works to the external toilet block

Source: Grieve Gillett Andersen; Lobethal Woollen Mill (fmr) Conservation Management Plan, 5 May 2015, page 116. Map of buildings on Lobethal Woollen Mill site

Source: Grieve Gillett Andersen; Lobethal Woollen Mill (fmr) Conservation Management Plan, 5 May 2015, page 109 Signage Guidelines

Signage Guidelines from Conservation Management Plan External CP – 33.1 Site signage – tenant, way finding and interpretation Signage Design and locate signage to minimise adverse impact on the heritage setting of the site CP - 33.2 – tenant signage Tennant branding signs should be cut letters as per ‘Bierhaus’ signage branding, to provide suitable branding, without dominance over red brick Mill buildings. Recommend dark single colours and avoid mirror finishes and multiple colours.

Minor information signage should be visually discrete – no bigger than 0.75m x 0.5m per panel and be removable, with a dark background.

Source: Grieve, Gillett, Andersen; Lobethal Woollen Mill (fmr) Conservation Management Plan, May 2015, page 128 Mechanical Plant Guidelines

Locate any necessary (split type) mechanical plant inside buildings where possible, venting through saw tooth roof glass louvres. If roof mounting unavoidable, locate plant to centre of roof, between saw tooth roof sections, screened as illustrated ‘ Typical roof mounted A/C screening detail ‘.

Typical roof mounted A/C screening detail

Source: Grieve, Gillett, Andersen; Lobethal Woollen Mill (fmr) Conservation Management Plan, May 2015, pages 125-126. Painting Guidelines

Area to be Guidelines from Conservation Management Plan painted Painting of CP-16 – painting of timberwork, brickwork, masonry, corrugated iron sheet and steelwork timberwork, Prepare substrate to painting manufacturer’s instructions. Secure any glazing using glazier’s putty. Fill timber masonry, holes/ weathering using appropriate filler to suit purpose. Treat any corrosion to steel framing and corrugated corrugated iron iron sheeting using rust convertor. Prime and paint – gloss finish to timberwork and steelwork. and steelwork – Progressively remove acrylic paint finish to face brickwork and apply brickwash, or mineral silicate paint finish, existing fascias, to more appropriately manage moisture movement through walls. doors and windows Colours/ paint systems Exterior Brickwork Stucco/ Timber Steel Timber Gutters / other Render doors windows windows Downpipes / Tanks Building. Maintain n/a n/a n/a n/a existing Fascia etc.. as 2 unpainted required. face Building. Maintain Face, or Solver ‘Mid- Solver ‘Mid- Solver ‘Mid- Red to match Paint 3,4,5 unpainted Broken White green’ green’ or green’ brick, or previously face, or Solver Broken White galvanised internal Mesa Red plaster to interp. Colour scheme Building. n/a n/a n/a n/a n/a Paint PVC to Timber fascias 7 match – Solver Light galvanised Crème Building. Maintain Solver Light Solver Broken Solver Light Solver Light Solver Broken Timber eaves/ 10 unpainted Crème White Crème Crème White fascias – face Solver Broken White Building. n/a n/a Solver ‘Mid- n/a n/a galvanised Timber fascias 11 green’ – Solver Light Crème Building. Maintain n/a Solver Broken Solver Broken Solver Broken Solver Broken Fascia etc.. as 12a unpainted White White White White required. face Building. Maintain n/a Solver Broken Solver Broken Solver Broken Solver Broken Fascia etc.. to 12b unpainted White White White White match as face, or Solver required. Mesa Red Building. n/a Solver Mesa Solver Broken Solver Broken Solver Broken Galv, or wall Fascia etc.. to 14 Red & Light White White or White colour match as Crème aluminium required. Building. Maintain Face, or Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Only repaint 15 unpainted Broken White green’ White green’ brick, or previously face, or Solver galvanised painted face Mesa Red brickwork where previously painted Building. Maintain Face, or Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Only repaint 16 unpainted Broken White green’ White green’ brick, or previously face, or Solver galvanised painted face Mesa Red brickwork where previously painted Building. Maintain Face, or Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Only repaint 17, 18 unpainted Broken White green’ White green’ brick, or previously face, or Solver galvanised painted face Mesa Red brickwork where Paint face previously render where painted protection required Building. Maintain Face, or Solver ‘Mid- Solver ‘Broken Solver ‘Mid- galvanised Either re-paint 19 unpainted Broken White green’ White green’ CGI to match face Do not paint galv finish, or 1877 masonry when wall. replaced, do not paint. Building. Maintain Face, or Solver Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Paint awning 20 unpainted Mesa Red to green’ White green’ brick, or canopy Solver face wall banding galvanised Broken White Building. Maintain Mesa Red & Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Render finish 21 unpainted light crème green’ White green’ brick, or should be face, or Solver where galvanised removed and Mesa Red & previously stonework light crème if painted repointed. previously painted Building. Maintain Mesa Red & Solver ‘Mid- Solver ‘Broken Solver ‘Mid- Red to match Do not repaint 22 unpainted light crème green’ White green’ brick, or (now) external face, or Solver where galvanised face of 1877 Mesa Red & previously wall of light crème if painted Building. 22, previously other than painted– refer painted ‘other’ parapet – paint Solver broken white (similar to whitewash)

Interior Brickwork Stucco/ Timber doors Steel windows Timber Later walls other Render windows . – All Maintain face Maintain face As selected Solver ‘Broken As selected n/a Mostly – buildings finish unless finish unless White internal previously previously colours as painted – then painted – then selected colour as colour as selected selected

Source: Grieve, Gillett, Andersen; Lobethal Woollen Mill (fmr) Conservation Management Plan, May 2015, pages 113-114.

Appendix 2 Conservation Management Plan for the Former Lobethal Woollen Mill

LLoobbeetthhaall WWoooolllleenn MMiillll,, LLoobbeetthhaall ((ffmmrr)) CCoonnsseerrvvaattiioonn MMaannaaggeemmeenntt PPllaann

Lobethal, South Australia

prepared for - Adelaide Hills Council architecture 243 Pirie Street interior design Adelaide 5000 Draft Issue – August 26th 2014 urban design South Australia heritage Updated issue –January 30th 2015 Tel 08 8232 3626 Fax 08 8232 3625 Updated issue – March 4th 2015 [email protected] www.grievegillett.com.au Final Issue – May 5th 2015 Job# 14029

Contents

1 Introduction 1

2 Historic Background 4

3 Analysis of the Place 96

4 Discussion of Cultural Significance 103

5 Statement of Significance 106

6 Conservation Policy 110

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

1 Introduction

1. 1 Background The Lobethal Woollen Mill Conservation Management Plan has been prepared by Grieve Gillett Dimitty Andersen Architects, on behalf of Adelaide Hills Council, who is responsible for the management of the heritage values of the asset. This Plan forms part of a suite of management documents for the site, which will include: 1. Master Plan, Adelaide Hills Business and Tourism Centre – the management document for the future planning of the site and activities (2015) 2. Lobethal Woollen Mill Conservation Management Plan (2015) 3. A future Heritage Agreement for the State Heritage listed parts of the site between Adelaide Hills Council and the SA Minister for Sustainability, Environment and Conservation (yet to be drafted) All three documents provide guidance to the future development and management of the site and should be consulted when works are proposed. The Management Plan provides overall guidance to the future development of opportunities on the site. This Conservation Plan will provide specific site management policy for the daily management of the site. It may also be incorporated into a future Heritage Agreement, reducing the need for DEWNR referral for minor maintenance and upgrade items on site. 1. 2 Non-binding Document The Conservation Management Plan is a ‘non-binding’ document. The Plan is an advisory report, to be used as a guide by Council when changes are proposed to the buildings and spaces of the State Heritage listed parts of the Woollen Mill site. There is no statutory requirement/ commitment to undertake conservation or future works proposed in the Conservation Policy section of the report, except where such works are specifically listed in the Master Plan or a future Heritage Agreement. 1. 1 Structure of Conservation Plan The Conservation Management Plan has been prepared based on Australian best practice models for conservation plans - The Burra Charter, The Australia ICOMOS Charter for Places of Cultural Significance, 2013, and JS Kerr - ‘The Conservation Management Plan’ (7th ed. 2013). The Conservation Plan is organised to provide a clear, structured argument for the management of the site. The Plan includes: • History: Preparation of a detailed history of the site • Analysis of the place – heritage value: Assessment of the cultural significance of the place, including social, historical, scientific, aesthetic and cultural landscape values, • Statement of Cultural Significance: Confirmation of the Statement of Cultural Significance for the place • Conservation Policy – for future management of the site, including preparation of conservation policies for inclusion in the Heritage Agreement. Conservation Policy is located last in the Plan, as an understanding of the history and heritage values of the site is needed before Policy can be understood.

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

1

Location Plan – Lobethal Woollen Mill, Lobethal The former Lobethal Woollen Mill is located on Adelaide-Lobethal Rd, at the intersection of Woodside Rd, Lobethal.

Fmr Lobethal Woollen Mill site

Fmr Lobethal Woollen Mill – but not part of State Heritage Register listing

Image, Google Maps August 2014

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

2

1. 2 Item Identification Adelaide–Lobethal Road, Lobethal 5241 CT 5897/519, Lot 87 & 90, F4620 Hundred of Onkaparinga CT 5169/516, Lot 88, F4620 Hundred of Onkaparinga CT 5897/516, Lot 201, D60535 Hundred of Onkaparinga Part Road reserve (between lots 200 & 201, D60535 Hundred of Onkaparinga) Current owner of property: Adelaide Hills Council 1. 3 Heritage Listing Status (2014) South Australian Heritage Places Register

(State) Heritage # 26414 (Site & Buildings, 2014) (State) Heritage # 16192 (Chimney, early Tweed Mill Walls, Red Brick Loom Shed) and 16195 (Mill Shop) – earlier representational listing, 2000

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

3

2 Historic Background

Two histories of the Woollen Mill site have been previously prepared and are incorporated in this document as a detailed record of the development of the site. Mulloway Architects/ Paul Kloeden History prepared a history of the site in March 2008, as part of a Adelaide Hills Council commissioned report examining the ‘heritage significance report for the FORMER WOOLLEN MILL, LOBETHAL’. The history section of the report is incorporated below, with the permission of the authors. A further history of the site was commissioned by Dr Susan Lustri, for SA DEWNR Heritage Unit in 2013. Part of this history is also incorporated below, providing a more detailed commentary of the history of each building on the Mill site.

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

4 02.00 HISTORY 0 1 03.01 historical overview 1 Lobethal was undoubtedly a German settlement. Although the first large group of German settlers arrived in the young South Australian colony in November 1838, under the care of Pastor Kavel, and the patronage 0 2 of George Fife Angas, individual Germans had been arriving since 1836. One German was aboard the ‘Duke history of York’, the first ship to bring settlers to the colony. The German geologist Johann Menge arrived shortly after. In April 1837 the ‘South Australian’ reached Kingscote on Kangaroo Island with Dr Drescher, nominated as Superintendent of the Germans, aboard. He was accompanied by six young German men including one 0 3 Friedrich Wilhelm Kleinschmidt. But more about him later.2

In October 1841, 213 Germans under the care of Pastor Gotthard Fritschke arrived aboard the ‘Skjold’. Following the earlier German group, they moved to Klemzig and Hahndorf. From there some moved to 0 4 Bethany while others, including Pastor Fritschke, looked for a new place to settle. Accepting the advice of a shepherd, Ferdinand Mueller, they decided on sections 5124 and 5125 located in a secluded valley about 15 km north of Hahndorf. Pastor Fritschke suggested naming the settlement Lobethal – ‘Valley of Praise’.3 0 5 The new settlement was surveyed by Ferdinand Mueller and Johann Kowald who adopted the traditional German form of a ‘hufendorf’ – a farming village of long narrow strips set at right angles to the main road and across the valley [ref map 2.01]. This classic form was, however, soon compromised. The road along the creek (now Mill Road) was steep and an easier bullock track cut diagonally across the strips soon became 0 6 the main thoroughfare, and later main street of the town.4

Friedrich Kleinschmidt was one of Lobethal’s first settlers. After an unhappy three years indentured to the South Australian Company, Kleinschmidt moved to Adelaide, where he worked as a mason. He was, however, map 2.01 survey plan of new settlement with traditional German form of ‘hufendorf’ not a particularly successful businessman, at one time trading his business interest for a herd of goats which were promptly killed by wild dogs. He moved to Hahndorf, one assumes for the security of being amongst his fellow Germans, and then to Lobethal. He initially purchased lots 1 and 2 of section 5125 but later added to his landholdings. In 1848 the 38 year old Kleinschmidt married Louise Kowald, 20 years his junior. They had four sons and three daughters.5

1 This historical overview is based upon documentary evidence and should be considered in concert with the photographic evidence provided elsewhere in this report. Unfortunately, as is often the case with industrial sites where building work is conducted on an ongoing, often undocumented and always utilitarian manner, it is not possible to determine the exact building sequence of all buildings on site. Similarly it is not possible to determine the exact use of each building over time as this also was subject to ongoing change, determined by changing circumstances, manufacturing techniques and perhaps management whim.

2 Faull J & Young G ‘People Places & Buildings : Rural Settlements in the Adelaide Hills South Australia’ SA Centre for Settlement Studies Inc, Adelaide 1986, page 53

3 ibid

4 Ibid pages 53 and 57

5 Ibid page 57

ADHC01 former woollen mill lobethal - heritage significance report 5 7 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 8

In 1854 Kleinschmidt, in partnership with Messrs Ploenges and Engleking, built a brewery on his land, on the banks of the creek. Although nothing now remains of the brewery, contemporary photographs show it to have been a substantial stone building. By 1869 business must have been faltering as Kleinschmidt closed the brewery, selling its equipment to what must have been a major competitor, Johnston Brothers of Oakbank. Kleinschmidt embarked on two new ventures. One, growing hops and processing them in a kiln built of the southern edge of the town, was to prove his most enduring and successful. The other, although less successful, is more important for our current purposes.6

In the early 1870s, Kleinschmidt formed a syndicate with the Kumnick Brothers to produce cloth. The Kumnick 1 8 7 6 brothers may have been, amongst other things, chaff and grain merchants, but they saw an opportunity when, in Hahndorf, they heard of the financial difficulties being experienced by the local woollen mill. The mill, the first established in South Australia, was owned by Carl Edward Cramm (and possibly his brother and Heinrich). They had imported new machinery from Europe but the machinery was lying idle in port, Cramm unable to pay the £80 customs duty. The Kumnick brothers smelt a profit, and Kleinschmidt had a vacant building, ideally situated on a creek. In about April 1873 Cramm’s machinery was moved to Lobethal.7

A company, the Lobethal Wool and Tweed Company Ltd, was established in 1874 to conduct the business. Kleinschmidt leased some of his land to the new company for a term of 21 years, with the company having the right to purchase the land if it so desired.8 A new steel building was constructed adjacent to the old brewery map 2.02 land acquired by 1876 building 9 and a 12hp steam engine installed. In November 1875, the foundation stone of a new factory was laid. Due to a shortage of labour no tenders were received for the building and the company decided to subcontract the job itself. Built at a cost of £2,000, the building was completed by July 1877. It measured 111 ft by 72 ft, independent of the engine and boiler house. A new steam engine, boiler, steam looms, carding mills and spinning machines were installed at a further cost of £4,500. This expenditure had been made possible by a government bonus of £2,000.10

Early photographs show what is probably the new factory building after completion. All that remains today of this earliest period as shown in these photograph would appear to be the eastern wall of the main building, now the wall to a car park at the rear of Building 22, and the brick chimney.

During construction of the building, in early 1876, the company exercised its right of purchase and purchased Kleinschmidt’s land for £58011 [ref map 2.02]. The venture appeared to be heading for success. But it was not to be. The small creek on which the factory was built, and on which it relied for its operations, could not

6 ibid

7 Brockhoff C ‘Onkaparinga : the story of a mill’ Lobethal Mill Reunion Committee, 1992 pages 7-10

8 Certificates of Title 113/189, 113/193 & 193/160

9 Brockhoff, page 11

10 Ibid pages 11-12

11 Transfer 64427 and certificate of title 228/17

6 supply adequate water. Competition from overseas products proved to be too great. Just one year after the new factory was completed, in the midst of a trade depression and drought, it closed.12 0 1 In 1880 the land and factory were transferred to Messrs Esau, Ehmcke, Lauerbach and Fileman, first as joint tenants and then, in 1881, as tenants in common.13 Despite the importation of new machinery, this venture too failed within two years.14 In 1882 the land and buildings were transferred to David Murray for the sum of £3,000.15 It would appear that he purchased it on behalf of a company in the process of formation because 0 2 Murray, who became chairman of that company, almost immediately transferred it to the South Australian history Woollen Factory Company Ltd.16 This company seemed to fare no better than its predecessors. By 1889 it was in liquidation.17 0 3 It would seem that one of the reasons for the company’s failure may have been its undercapitalisation because almost immediately a new company, with larger capital, was established to take over the business. The establishment of the South Australian Woollen Company Ltd was due, in no small part, to Robert Redpath who had been engaged as factory manager eighteen months earlier by the now liquidated South Australian 0 4 Woollen Factory Company Ltd.18 In 1890, the land and buildings were transferred to the new company. 19 Finally there was to be some stability for Lobethal’s woollen mill.

The water supply issue was addressed with the construction of a government funded £2,763, six million 0 5 gallon reservoir. In 1891 the company won a contract for the supply of cloth for railway, customs and military uniforms. In 1894 the company opened a new head office and warehouse in Grenfell Street. By 1895 there were some 60 people working in the factory, with another 60 working in the warehouse. An order for 2,200 blankets, to be distributed to the colony’s Aboriginal population, had just been filled.20 0 6

In July 1895 the Mount Barker Courier reported on the factory.21 The description is limited, for the purposes of accurately determining whether any of the then buildings remain, but it does, nevertheless, provide an interesting picture of the site. The factory obviously straddled the creek. The wool room was located on the hillside. From here wool was taken to the washing room where only reservoir water was used. Past the drying

12 Brockhoff, page 13

13 Transfers 116419 and 129477 on certificate of title 228/17

14 Brockhoff, page 15

15 Transfer 146643 and certificate of title 397/223

16 Transfer 147825 on certificate of title 397/223

17 Brockhoff, page 18

18 Ibid

19 Transfer 243063 on certificate of title 397/223

20 Brockhoff, pages19-21

21 Mount Barker Courier 1 July 1895

ADHC01 former woollen mill lobethal - heritage significance report 7 9 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 1 0 machine and the dye vats, a building comprised a higher floor with its plying and reeling machines, and a main floor with burring machine, carding machines and spinning jennies. Across the creek [but in which direction] were 16 looms. Back across the creek again there were scouring, milling and gigging machines.

In 1898 a dispute between the company and Kleinschmidt led to the temporary closure of the factory. A long- standing agreement whereby the company disposed of its waste water by draining it onto land owned by Kleinschmidt had expired and negotiations for its extension were difficult. After the company threatened to close the Lobethal mill and move its operations to Adelaide, the matter was resolved.22

Notwithstanding their many costs, wars proved to be a financial boon, if not saviour, for the company. Australia’s first major military engagement, troops heading off to the Boer War, took place before Australia as a nation even existed. In 1899 the South Australian Woollen Company Ltd received the first of many orders for cloth for military uniforms. The mill was running both day and night. In February 1902, just three months before the end of the war, mill workers were still working 13 hour shifts. It is likely that these orders saved the company from ruin as other business was so depressed that the company discontinued its retail trade.23

As is the case with most industrial sites, changes frequently occurred at the Lobethal mill. While some have been recorded, most of these are not described in other than fairly general terms. Some “small but useful additions” were made to buildings and machinery in 1903, additions in 1904 included a new boiler and in 1905 there was a “heavy outlay on repairs and renewal of machinery, including two new fat looms.” It was about this time that the manager’s residence was built.24 These changes coincided with the start of a period of relative prosperity, the company recording a profit in each of the years between 1905 and 1930.25

In 1909 the mill land was transferred from the South Australian Woollen Company Ltd to the South Australian Woollen Company Ltd – a company of the same name.26 It has been suggested that this new company was formed by a “new syndicate... to acquire all the assets and business of the old company”. 27 Other than a change of ownership, business appears to have simply continued.

In 1910 additional buildings were constructed, although we do not know which buildings. New and extra machinery was added. It was reported that all old looms had been disposed of and replaced by modern English looms. The following year saw the machinery used for making rugs and blankets duplicated in an effort to keep up with demand. A gas suction engine was installed in 1913. The increasing demand for water

22 Brockhoff, pages 23-24

23 Ibid pages 24-25

24 Ibid page 25

25 Ibid page 26

26 Transfer 501103 on certificate of title 397/223

27 Brockhoff page 26

8 led to the reservoir catchment area being increased that same year.28

land sold In 1912 the company purchased just over 43 acres of land south of the mill.29 This land was presumably used in 1921 0 1 for the disposal of waste water.

On 19 February 1914 disaster struck. The mill caught fire. The finishing rooms, the scouring and dye houses, the wool store, the new tentering and drying rooms, the boiler house and the engine room were all destroyed. 1 9 1 7 0 2 The main building, store room and manager’s house were, however, saved, as were a new gas plant and history the steam engine. The cost of the damage was estimated at over £10,000. Fortunately it was all covered by 1 8 7 6 insurance and rebuilding commenced immediately. Where most of the buildings destroyed by the fire had been constructed of wood and iron, the new buildings were built of brick and stone.30 0 3

The fire may have caused a temporary setback but this was soon alleviated by the onset of another war, World War I. In August 1914, the company received an order for 5,000 yards of khaki cloth for military uniforms. This was soon followed by an order for 1,000 blankets. Increased production required increased water and the 0 4 government was persuaded to increase the reservoir’s capacity by four million gallons.31

With this increased production the company probably considered the question of long term expansion. In 1917 it purchased land immediately to the north of its then property. 32 [ref map 2.03] Four years later it 0 5 map 2.03 land acquired by 1917 including land transferred a portion of this land to Hermann Rudolph Pingel, assistant manager and later manager of the mill.33 The company was to repurchase the block from Pingel’s family in 1972.34 parcel sold in 1921

The year 1921 also saw the company purchase two parcels of land south of the Adelaide Road from Hermann 0 6 Franz Kleinschmidt, son of Friedrich Wilhelm Kleinschmidt.35 On the corner of that land was a house which had previously been Kleinschmidt’s hop kiln, a private house and latterly Besara’s drapery shop. The South Australian Woollen Company Ltd used it as a boarding house for employees.36

In 1922 and 1929 the company purchased further small holdings south of the Adelaide Road,37 while in 1927

28 Ibid pages 26-27

29 Transfer 554281 and certificate of title 904/183

30 Brockhoff pages 29-30

31 Ibid page 35

32 Transfer 681899 on certificate of title 956/165

33 Transfer 783789 on certificate of title 956/165

34 Transfer 3327008 on certificate of title 1203/9

35 Transfer 787523 on certificates of title 1192/166 and 1150/56

36 Brockhoff page 42

37 Certificates of title 1233/67, 1236/119 and 1258/39

ADHC01 former woollen mill lobethal - heritage significance report 9 1 1 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 1 2 it purchased lot 51, north of the mill but not contiguous with its existing holdings. 38 Lot 51 was sold to Klose’s Supermarket Pty Ltd in 1976.39 [5] In addition to increasing its Lobethal landholdings, the company underwent other changes. In 1924 electricity was laid on from Woodside, although supply was not always continuous, resulting in staff lay-offs while the problem was rectified. 40 In 1928 the company purchased new warehouse premises in Gawler Place. 41 Most importantly, however, the company built a major new building, filled with new machinery, on the Lobethal land purchased in 1917.

The new brick building [Building 5] [ref map 2.04], completed in 1929, was effectively a separate mill. In map 2.04 [building 5] it, the operations of the old mill, just metres to the south, were duplicated. The Lobethal mill now had two blending rooms, carding rooms, spinning rooms and weaving sheds. Each had their own foreman and staff creating considerable rivalry between the two operations.42

There was an immediate need for more staff and it is suggested that this resulted in the construction of a weatherboard boarding house for some 50 girls.43

It was also about this time that the South Australian Woollen Company Ltd changed its name to Onkaparinga Woollen Company Ltd.44

In 1930, the company purchased a large parcel of land south of the Adelaide Road immediately west of the 1 9 2 1 land purchased from Kleinschmidt in 1921.45 [ref map 2.05]

While all this expansion was occurring, the world was heading for a major depression. By 1931 half the mill 1 9 3 0 was closed and the work, and wages, were shared between the 300-400 employees. None were sacked.46

Recovery, however, came fairly quickly. By 1932 business was improving and in the following year a large new building was erected. Built of jarrah and galvanised iron, with a jarrah floor, it was located on the east of the weaving room in the “old mill” section. The new building measured 40 m by 20 m and was 5 m high. map 2.05 land acquired by 1930

38 Transfer 1008479 on certificate of title 864/137

39 Transfer 3853629 on certificate of title 4016/220

40 Brockhoff page 43

41 Ibid page 45

42 Ibid page 45

43 Ibid page 46

44 The name had changed by January 1930 – see certificate of title 447/9

45 Transfer 1087925 on certificate of title 447/9

46 Brockhoff page 46

10 It stored 2,000 bales of wool.47 [10]

Production continued to increase, reportedly by 100% in the twelve months to 1936, although this came off [5] 0 1 the back of a quiet 1935. New employees were sought, some coming from the woollen mills of England. A new reservoir was built in 1935-6 increasing the combined capacity to 49.5 million gallons.48

A dining room was erected “across the road” in 1936. 49 Building 35, which the photographic evidence 0 2 suggests was built between 1930 and 1936, may be this dining room. The dining room was later used to history house workers, a new dining room being provided across the creek [Building 10] [ref map 2.06].

World War II provided another boost to the company. During the war the Lobethal mill produced “a million 0 3 blankets, 250 miles of heavy khaki overcoating, 300 miles of tunicking and many more miles of flannelling for underclothing.”50 Just prior to the war a small worsted plant of 1,000 spindles had been installed. Worsted material was needed to make Air Force uniforms. This plant was expanded in 1940 despite damage to the map 2.06 [building 10] new machinery caused when the ship transporting it to South Australia was torpedoed.51 0 4

In August 1941, during this period of high activity, a fire destroyed the scouring section. It was rebuilt across the road,52 presumably in Building 27 and/or 28. Half way through the war, in 1943, Joseph Shea replaced the long serving Hermann Pingel as manager. He immediately set about improving the mill’s efficiency and 0 5 one of the first steps was to cease the duplicated processes established in 1929 when the new building was constructed. Now there would only be one department for each process. Unfortunately there is no record found as to where each process now took place other than the suggestion that the “bulk of the mill was then in the bottom section where there were 148 looms, only eighteen inches apart.”53 0 6

Reliable power was finally supplied to the mill from the Electricity Trust of South Australia in about 1945.54

A new building was constructed at the ‘bottom’ end of the mill, just east of Mill Road. This necessitated the excavation of part of the hillside, clearly seen in a 1947 aerial photograph. The new building housed three carding machines.55

47 Ibid page 47

48 ibid

49 Ibid page 44

50 Ibid page 50

51 ibid

52 Ibid page 51

53 Ibid page 54

54 Ibid page 53

55 Ibid pages 55-56

ADHC01 former woollen mill lobethal - heritage significance report 11 1 3 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 1 4

At the same time, in 1948, the company purchased the block of land immediately to the north of the block purchased in 1917.56 [ref map 2.07]

1 9 4 8 As a result of government assistance many displaced persons came to Australia from the former war zones of Europe. Some time after 1951 seventeen married women came, ‘allocated’ to Onkaparinga. The company had been expecting only single women but soon offered the husbands employment as well. Housing was provided in the former dining room across the road as well as in temporary housing erected by the company.57

One migrant, Jonas Vanegas from Lithuania, described the mill as he found it in 1954. He described “eight large buildings, an engine room and a boiler house containing a 36 h.p. engine and three large boilers, a wool store, a dye house, a carding room, a burling and mending room and a store room.”58 In 1955 there were 85 ‘New-Australians’ working in the mill.

In 1954 the company purchased a small block of land to the north of its site.59 Located on Mill Road this block was not contiguous with the company’s other land. [ref map 2.08]

On 18 May 1955 a newspaper report stated that the company was working three shifts, handling orders from all over the Commonwealth. It further reported that a new two-storey finishing room was being constructed [Building 20] and eight new looms had been installed.60 map 2.07 land acquired by 1948

The year 1955 also saw the brick chimney being increased in height. The old chimney was simply not high enough. A steel chimney had been installed some time before but had corroded and now needed to be 1 9 5 4 removed.61

The year 1958 saw the start of a new era for the Onkaparinga Woollen Company Ltd, an era which would lead both to its expansion and eventually its demise. It was in that year that the company purchased the run-down Torrenside Woollen Mills for £91,500. The mill was located on a hectare of land at Thebarton, in Adelaide. The purchase was both expansive and defensive – a means of increasing production while minimising competition.62

Two years later, 1960, Onkaparinga purchased Jowett’s Fellmongery plant at Hindmarsh for £70,000.

56 Transfer 1528992 on certificate of title 1698/146

57 Brockhoff page 57

58 Ibid pages 57-58

59 Transfer 1857593 on certificate of title 1184/39

60 Brockhoff page 58

61 ibid map 2.08 land acquired by 1954 62 Ibid page 61

12 Expansion was to be accompanied by diversification. The plans to set up a scouring and carbonising plant in Jowett’s building came to naught, inflation and a credit squeeze making the cost prohibitive. The building was let as a store.63 1 9 6 4 0 1

The cost of money did not, however, put an end to the company’s expansion. Increasing its capitalisation in 1961, the company established a modern loose-wool dying plant at Torrenside. It also imported eight automatic looms from England. Now, with over 400 employees, some of the burden was taken from the 0 2 Lobethal mill, and overtime there was no longer needed.64 history

The problem of waste water and its disposal at Lobethal had long been a problem. Effluent from the settling ponds was leaching into the creek, and from there into Adelaide’s water supply. The government offered to 0 3 construct a sewerage plant but even this would not be enough – the quantity of waste water was simply too great. The problem was solved when, in 1962, Onkaparinga purchased a 40% interest in Waverley Wools which was located adjacent to Torrenside and all scouring operations were moved there.65 0 4 The company continued to expand. By 1963, it employed 600 people.66 In 1964, it purchased more land at Lobethal, a block to the north, although not adjoining, its main site, just south of the small block purchased in 1954.67 [ref map 2.09] In 1966, the company purchased the remaining 60% interest in Waverley Wools. It also installed new woollen card sets and spinning frames, a new dying and finishing plant, and more automatic 0 5 map 2.09 land acquired by 1964 looms, 12 at Torrenside and 16 at Lobethal. Despite rising costs and increased competition Onkaparinga made a record profit in 1967. It was not only one of the country’s major producers of rugs and blankets, it was Australia’s largest manufacturer of men’s and boy’s dressing gowns, a large supplier of woollen material for the clothing trade and a manufacturer of special fabrics for both the domestic and export markets. 0 6 Onkaparinga was a household name in Australia and a well recognised one overseas.68

A new holding company, Onkaparinga Holdings Ltd, was formed in 1969. At the same time share capital was increased. Wholly owned subsidiaries were established in the USA and Canada, and trading agencies in Japan and Hong Kong.69

In 1970, the company spent more than one million dollars on upgrading equipment at both Lobethal and Torrenside (by then known as Glenmill). By this time, the company was facing fierce competition, largely from

63 Ibid page 62

64 ibid

65 ibid

66 ibid

67 Transfer 2553310 on certificate of title 2244/107

68 Brockhoff pages 62-62

69 Ibid page 64

ADHC01 former woollen mill lobethal - heritage significance report 13 1 5 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 1 6 cheap overseas imports. Australia wide the number of significant woollen mills had decreased from 30 in 1965, 20 of them producing blankets and rugs, to just five. The industry had become more capital intensive and the workforce at Lobethal dropped from 400 to 250.70 And matters were about to get worse.

On 25 April 1971, heavy rains caused the creek to rise and then overflow, causing considerable damage as it flooded the mill. Parts of the mill were under a metre of water. The spinning department was worst effected, the carding room less so. The electric engines were damaged and diesel heaters were brought in to dry the rooms. Production was halted for two weeks. In the light of the flood there was some questioning of the Lobethal site although it was also pointed out that the existence of two mills, at Lobethal and Torrenside, meant that production could always continue even if one were damaged.71

Although the flood was damaging, far greater damage was being caused to the company by cheap imported synthetic fabrics. In 1972, profits fell and 40 full-time and 18 part-time employees were retrenched. The company fought back with a programme of modernisation and increased efficiency. Between 1970 and 1975, every department was re-equipped with new machinery at a cost of over two million dollars. The first Sulzer looms were purchased, and soon added to. Most importantly operations were rationalised between the Lobethal and Glenmill sites. No longer would there be two duplicate mills. As all scouring had been done at Glenmill since 1962, and it was obvious it would have to continue being done there, it was decided that all yarn preparation should follow. Lobethal’s carding machines were moved to Glenmill while the Gessner raising machine and Sulzer machines moved in the opposite direction. The wooden floors of Lobethal’s loom room were replaced by concrete and a number of old looms discarded. The finishing room was re-organised, and Lobethal became the major warehouse and national distribution centre for the company.72

The rationalisation was costly. Onkaparinga sold its houses to their occupants as a means of financing the changes. Over 60 workers were retrenched. Almost as if to rub salt into the wound, the government simultaneously lifted restrictions on textile imports. The competition from cheap imports was to get even worse.73

At the same time Onkaparinga remained a well-known and well-respected brand. In 1972 it provided fabric for the new Adelaide Festival Theatre, to a design by John Dallwitz.74 It continued to provide rugs for both Ansett and TAA airlines, and in 1974 received a similar order from the Indonesian carrier Garuda.75 It was Australia’s largest producer of mohair rugs and blankets.76

70 Ibid page 65

71 Ibid pages 67-68

72 Ibid pages 70-74

73 Ibid page 74

74 Ibid page 69

75 Ibid page 74

76 Ibid page 75

14 In 1974, the company purchased Kentish Clothes for $478,000. Kentish were manufacturers of men’s suits and leather jackets. Suits were made under license from Pierre Cardin. Whereas previously Onkaparinga had sold cloth to such manufacturers now it was able to add value to its product. At least that was the theory. 0 1 Unfortunately the new acquisition lost $10,000 in its first month and half a million dollars the next financial year. By the end of 1976 it had been disposed of.77

A more ambitious attempt at diversification came with the purchase of Kayline Plastics, producers of 0 2 disposable plastic medical products and dishwasher safe tumblers. This acquisition proved to be much more history successful.78

By 1976 Onkaparinga was supplying 60% of Australia’s branded rugs and blankets. Its nearest rivals were 0 3 Laconia with 30% and Warrnambool with 10%. But cheap imports and changing lifestyles, particularly the increased use of continental quilts and electric blankets, saw a decline in demand.79 In 1977 the company continued its attempts to swim against the tide by purchasing Kelsall & Kemp, a Tasmanian piece-goods firm. Some good news did come that year with the Federal Government’s decision to impose a three year import 0 4 quota level reduction. The Government warned, however, that a planned reduction in the number of mills would be necessary.80

By the end of the 1970s, Onkaparinga was the largest woollen mill in the country, the only one in the state. 0 5 It supplied fabrics for such companies as Toyota, Ford and Chrysler. But the company was still reporting a loss.81

1980 gave the appearance of being a turning point. The company reported a profit. Mill efficiency was deemed 0 6 to be high by world standards. New plant and equipment worth over $750,000 was installed at Lobethal and Glenmill. In 1981, the company bought the Laconia brand, as well as some of that company’s equipment when its Melbourne mill closed. In 1982 the Federal Government instituted a seven year assistance programme for the textile industry. The Lobethal mill was running at maximum capacity, using more wool than Glenmill could produce. Over 300 people were working up to three shifts a day.82

But the 1980s was also a period of takeover frenzy, some would say madness, in corporate Australia. In 1980, General Investments, a commercial financier, investor and real estate trader, was Onkaparinga’s largest shareholder with a 10% holding. They announced an intention of increasing that stake to 20%.83

77 Ibid page 76

78 Ibid pages 76-77

79 Ibid page 77

80 Ibid page 78

81 Ibid page 79

82 Ibid pages 81-85

83 Ibid page 81

ADHC01 former woollen mill lobethal - heritage significance report 15 1 7 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 1 8

In 1982, Macquarie Worsteds held an 18.7% stake in Onkaparinga. While Onkaparinga was the country’s largest woollen manufacturer, Macquarie was the country’s largest worsted mill. Macquarie launched a bid to purchase Onkaparinga. It is interesting to note that Macquarie was essentially controlled by two corporate ‘raiders’, Ron Brierley’s Industrial Equity and Radlec Holding’s General Investments.84

The Onkaparinga board responded by advising shareholders not to sell. They decided to expand their own base by purchasing Warrnambool Woollen Mills. 85 But Macquarie would not go away. In December 1982, Bardack Pty Ltd, a member of the Macquarie group, started buying Onkaparinga shares. They soon had a 19.7% holding, giving Macquarie effective control over 42.5% of Onkaparinga shares. This quickly increased to 68% and the Onkaparinga board was doubled in size to reflect the new ownership. The new ownership, however, had less immediate impact at Lobethal where work continued much as it had before.86

On 22 January 1986 something much more tangible hit the Lobethal mill – fire. It started in the storage area on the southern side of the mill. Previously the old spinning and carding area, the storage area had been the latest addition to the site. Filled with packing cartons, the store burned fiercely and threatened to spread quickly through the mill. Fortunately it was contained before it could spread to the adjacent store of flammable liquids used for cleaning and dying. 87

After the fire, gas replaced oil as fuel for the boilers.88

In 1988-9 all the Onkaparinga land at Lobethal was transferred to Bardack Pty Ltd. 89 It was a portent of things to come. On 20 April 1989, the Lobethal workers were informed that both the Lobethal and Glenmill mills were to close within twelve months. Operations were to be consolidated in a new mill to be constructed at Warrnambool. Lobethal workers who wanted, would be relocated there. Only a handful accepted the offer. Although things did not turn out exactly as planned – the date kept being put back and the new Warrnambool mill was not built - the closure of the Lobethal mill was inevitable. That inevitability struck everyone when, on 9 July 1991, Lobethal’s best looms, four high speed Sulzers, were loaded onto semi-trailers and taken away. It mattered little that they were heading for Geelong rather than Warrnambool. It was the end of Lobethal.

84 Ibid pages 83-84

85 Ibid page 84

86 Ibid pages 87-88

87 Ibid page 89

88 ibid

89 See all certificates of title

16 In 1994, the Lobethal site was transferred to the local council. To that site the council added the block of land to the north between the land purchased by Onkaparinga in 1948 and 1964,90 thus consolidating for the first time a total contiguous landholding. [ref map 2.10] 1 9 9 4 0 1

The council made an immediate impact on the mill site when it altered the route of Mill Road, necessitating the demolition of a number of buildings on the south-west corner of the main site. Amongst those buildings demolished were some of the earliest structures on the site – probably the Lobethal Wool and Tweed Company 0 2 Ltd’s 1875 factory (with the exception of the eastern wall), as well as a building of the same vintage previously history attached to the remnant chimney.

A guiding principle for any new use of the former woollen mill site was that it should engender an onsite 0 3 workforce of the same size as that employed when the mill closed. This has been achieved.

0 4

0 5 map 2.10 land acquired by 1994

0 6

90 Transfer 7672124 on certificate of title 5178/286

ADHC01 former woollen mill lobethal - heritage significance report 17 1 9 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 0 1

0 2 history

0 3

0 4 LAND ACQUISITION MAP

0 5

0 6

ADHC01 former woollen mill lobethal - heritage significance report 18 2 1 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 02.03 building construction from 1984 plan 0 1 Never part of mill site 1 Land purchased by council 1994 Never part of mill site 2 Land purchased by council 1994 0 2 history

1950 Suggested c1960 but no documetary evidence m i l l r o a d c u r r e n t 3 Pre 1962 aerial photo l a n d t i t l e 01 Land purchased 1948 07 08 1948 Post 1947 aerial photo 0 3 e x i s t i n g 02 main street b u i l d i n g s 03 4 Pre 1962 aerial photo 10 09 04 Land purchased 1917 f o r m e r 1928 Completed 1929 m i l l r o a d 11 5 0 4 Land purchased 1917 05 d e m o l i s h e d 6 15 b u i l d i n g s 7 1955 Post 1962 aerial photo 16 20 1950 Pre 1962 aerial photo 0 5 18 w o o d s i d e r o a d 8 12 Probably same as building 3

14 36 1928 Southern end probably 1929 with building 5 19 21 Certainly pre 1940/49 aerial photo 35 9 Northern end (adj building 4) pre 1962 aerial photo 0 6 22 1952 adelaide lobethal road 1955 Probably c 1951 27 34 10 Post 1947 aerial photo

28 Pre 1962 aerial photo 23 30 33 11 Pre 1947 aerial photo ?? 24 29 32 12 1900 Incorporates manager’s residence built c1905 ?? 25 31 13 former office, demolished 1998 26 jeffrey street 14 1950 Photo dated 1960 purports to show foundations. Shown in photo dated c1979 15 1900 Pre 1940 16 1900 Pre 1940 17 1900 Pre 1940

d e m o l i s h e d 18 1890 Pre 1940 b u i l d i n g s 19 1900 Pre 1940 20 1950 1955

ADHC01 former woollen mill lobethal - heritage significance report 19 1 9 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 2 0

21 1900 Built in at least two stages Completed pre 1930 1900? Pre 1930 aerial photo 22 South end looks a little like late 1800s building ???? Car park wall at west end of building 22 is last m i l l r o a d remnant of 1875 factory c u r r e n t 1956 Post 1947 aerial photo l a n d t i t l e 23 01 Pre 1962 aerial photo 07 08 e x i s t i n g main street 02 1955 Post 1947 aerial photo b u i l d i n g s 03 24 10 Pre 1962 aerial photo 09 04 f o r m e r Post 1947 aerial photo 25 m i l l r o a d 11 Pre 1962 aerial photo 05 d e m o l i s h e d Post 1947 aerial photo 15 26 b u i l d i n g s Pre 1962 aerial photo 16 20 1933 Post 1930 aerial photo 18 w o o d s i d e r o a d 27 12 Pre 1937 aerial photo

14 36 1950 Post 1930 aerial photo 19 21 28 Pre 1940 aerial photo 35 22 Post 1930 aerial photo 29 Pre 1940 aerial photo adelaide lobethal road 34 27 Post 1930 aerial photo 30 Pre 1940 aerial photo 28 23 33 30 Post 1947 aerial photo 24 29 31 32 Pre 1962 aerial photo 25 31 1948 Post 1947 aerial photo 32

26 jeffrey street Pre 1962 aerial photo 1949 Post 1947 aerial photo 33 Pre 1962 aerial photo

1950 Post 1947 aerial photo 34 Pre 1962 aerial photo

1936 Probably 1936 d e m o l i s h e d b u i l d i n g s 35 Post 1930 aerial photo Pre 1936 centenary photo 1890 Probably late 1800s 36 Since sold by AHC

20 02.04 photographic evidence 0 1

0 2 history

0 3 1. “Kleinschmidt’s brewery” - undated Would appear to have been completely demolished 0 4

2. “Kleinschmidt’s brewery” - undated 0 5 Would appear to have been completely demolished 0 6

3. “Lobethal Mill 1872” Probably new factory built 1875 East wall with windows and central door remains as wall to carpark, rear building 22 Chimney remains

4. “Woollen Mill, Lobethal c1872” Must be later date Building at front would appear to have been demolished

Cottage to right demolished 1998

ADHC01 former woollen mill lobethal - heritage significance report 21 2 1 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 2 2

5. undated

6. Undated Cottage demolished 1998 Managers house now incorporated into building 12 Chimney remains All other buildings probably demolished

7. Undated Manager’s house visible (now incorporated into building 12) 1875 factory at rear Addition to large building centre

8. Undated First two parts (built as one) of building 21 visible – western extension not yet built This does not seem to be same building as above, which appears to have been demolished

Building at rear appears to be 1875 factory

22 0 1

0 2 history

9. “From Mill Road, late 1800s” 0 3

0 4

10. “Mill, late 1800s” Chimney remains 0 5 Building at left may be start of building 21

0 6

11. “c1913”

12. “After the fire, 1914”

ADHC01 former woollen mill lobethal - heritage significance report 23 2 3 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 2 4

13. “From above Mill Road, 1930” Also “Overlooking Mill 1940s” Chimney within northern end of building Only chimney remains

14. “Mill with boarding house 1930 approx” No buildings on south side of Adelaide Road (ie no buildings 23-35) Building 21 extension visible Chimney now centre of extended building

15. “Mill from above back road 1930’s” Manager’s house and tennis court visible Building 27, and possible roof of 28, visible No building 35

16. “1936 centenary celebrations” Building 35 visible on right

17. “aerial view Lobethal 1937” Building 35 visible Buildings 27 & 28 visible No buildings 29 & 30 No buildings 23-26 No buildings 31-34 24 0 1 18. “c1940” Also “Mill before 1949” 0 2 history Buildings 27 – 30 all visible No buildings 23-26 0 3

0 4

19. “Mill early 1940s” 0 5 As above

0 6

20. “1947 aerial photo” Excavation for new buildings visible

21. “1947” As above

ADHC01 former woollen mill lobethal - heritage significance report 25 2 5 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 2 6

22. “Mill office 1960” Demolished 1998

23. “Mill 1962” Buildings 23 - 26 visible Buildings 31 - 34 visible

24. “Front of Mill 1979”

25. “Mill 1979”

26 0 1

26. 0 2 history “Mill office late 1979” Cottage behind not yet demolished 0 3

0 4

27. “Mill office late 1980s” 0 5 Cottage behind not yet demolished

0 6

28. “Mill fire 1986”

29. “White room after fire 1980’s”

ADHC01 former woollen mill lobethal - heritage significance report 27 2 7 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 2 8

30. Undated Post ?? – building 3 visible Pre 1994 demolition

31. “Wall down” 1991

32. “Mill demolition 1994”

33. “Mill demolition 1994”

28 0 1

0 2 history

34. “Mill demolition 1994” 0 3

0 4

35. “Mill demolition 1994” 0 5 Eastern wall of 1875 building visible

0 6

36. “Woolstore during demolition 1994” earlier building incorporated into wall

ADHC01 former woollen mill lobethal - heritage significance report 29 2 9 DRAFT ISSUE 25 MARCH 2008 ADHC01-report 3 0

30 2. DESCRIPTION:

The former Lobethal Woollen Mill is a landmark in the town. It is a gateway to Lobethal and occupies a significant portion of the southern end of the town. ‘The Mill site of ten hectares contains over thirty buildings of consistent character, clustered around Lobethal creek; including galvanised steel sheds, red brick buildings with saw-toothed roofs, early stone buildings and associated manufacturing plant’ (Queale 2010). The site is split in two by Adelaide-Lobethal Road (formerly Lenswood Road). The western side was mainly used for manufacturing and houses mainly masonry buildings whereas the eastern side was used for storage and comprises lightweight framed buildings clad with corrugated sheeting.

Detailed descriptions of each building follow.

Dr Susan Lustri 2013

31 NORTH creek 2

7 3

4 Main St 10

5 11

15 wc Woodside Road 16

Mill 12A Rd 20 12B 36 18 14

35

21 19

chimney 34 22 27

1877 walls 30 33 wc

29 23 32 24 Adelaide- Lobethal 31 Road 25

26

Dr Susan Lustri 2013

32 33

Site plan as at 2012

NOTE for individual Building descriptions: 1. All building names were current around the time of the Mill’s closure (as at May 1990). 2. Internal descriptions are based on Millar’s thesis because no internal inspection of buildings was made possible. 3. Date of construction is based on photographic evidence not the plan below which appears to be inaccurate in parts.

Source: Boyce, W., Hills, P., Mazzone, J. (1990) ‘Recycling the Onkaparinga Mill : a study arising from the closure of the Onkaparinga Woollen Mill, Lobethal, S.A., and the environmental, political and socio-economic implications of establishing small scale recycling industries on the mill site’, Unpublished University of Adelaide Thesis.

Dr Susan Lustri 29. 34

BUILDING 2

Building 2 as at November 2012

Building 2 was not part of the Former Lobethal Woollen Mill at the time of its closure.

Building 2 has no significance to the complex as a whole.

Dr Susan Lustri] 30. 35

BUILDING 3 – Former Yarn Store and Warp and Weft Winding (c. post 1947 – pre 1962) BUILDING 4 – Former Beam Store, Sample Store and Design Office (c. post 1947 – pre 1962)

Building 3 as at November 2012

Building 4 as at November 2012

Dr Susan Lustri 31. 36

Significant view of the complex from Adelaide-Lobethal Road. This view illustrates structures dating from 1890 (Mill Shop in the distance) throughout the history of the Mill including Buildings 3 and 4. Source: Google Streetview

Description: Buildings 3 and 4 are located on the main street, Adelaide-Lobethal Road and occupy a prominent position in the streetscape. Building 3 is a single storey, red brickwork building with a saw-toothed roof facing south. Below the main concrete band, the brickwork is English Bond and above, a modified English Bond, i.e. 3 courses of stretcher between each header course. The roof lighting consists of fixed and louvred glass. Internally Universal columns and beams support the roof trusses. The roof is clad with corrugated sheeting. Building 3 has timber framed windows and doors. The service doors are galvanised steel clad with counterweights with concrete lintels above. The timber flooring is tongue and groove (Millar 1990).

Building 4 is a single storey red brickwork building with timber columns and beams. The brickwork is English Bond. It has a saw-toothed roof with fixed glass and louvre panels facing south. The roof is constructed from timber trusses and purlins. The roof covering is corrugated iron and aluminium. The service door is galvanised steel clad with counterweights with a concrete lintel above. On the eastern side the floor is concrete whereas on the western side it is timber tongue and groove (Millar 1990).

History and Contribution: The front section of Building 3 was formerly a Yarn Store and the rear section was formerly used for Warp and Weft Winding. Building 4 was formerly a Beam and Sample Store and Design Office. Both buildings were constructed c. post 1947 – pre 1962 (some sources date Building 3 as 1950 and Building 4 as 1948 (Millar 1990)). They were built at a time when the Company was experiencing a period of expansion and diversification. During the late 1950s the Company was selling its goods throughout the Commonwealth. They are two examples of the many buildings constructed on the site during this period.

Buildings 3 and 4 are good examples of the several saw-toothed roof factory buildings on the site which were used for manufacturing and were dependent on south light levels. Building 3 has large clear spanning internal spaces and separated operation areas. It also has substantial ramps which indicate the movement of bulky objects and illustrates how additional height requirements were achieved by setting the building into the ground. The large external space in front of Building 3 delineates the former loading area. These industrial buildings are typical of the site and the period.

Buildings 3 and 4 form part of the significant view of the complex when travelling along Adelaide-Lobethal Road. Building 3 defines the northern-most site boundary and the edge of the complex. It is a large building and together with its prominent position, it marks the extent of the site without which the overall size and scale of the complex would be diminished.

Dr Susan Lustri] 32. 37

Buildings 3 and 4 have high significance to the complex as a whole.

BUILDING 5 – Former Design Weaving, Weaving and Mending (1929)

Building 5 as at November 2012

Description: Building 5 is a single storey red brickwork building with expressed brickwork piers. The brickwork is English Bond. The architects designed the building to transcend its primary functional and industrial purpose by articulating the façade based on formal Classical design principles. The brickwork piers have a capital, shaft and base and visually support several decorative string courses and triangular pediments drawing attention to the rendered ‘Onkaparinga Woollen Co. Ltd.’ signage and roundels.

The building has timber columns and beams. It has a saw-toothed roof with fixed glass facing south. The roof is constructed from timber trusses and purlins. The roof covering is corrugated iron. The windows are timber framed with concrete lintels above. The doors range from timber framed to service doors which are galvanised steel clad with counterweights. In the former Weaving and Design Weaving areas the floor is concrete whereas in the former Mending Area the floor is timber tongue and groove (Millar 1990).

Dr Susan Lustri 33. 38

History and Contribution: Building 5 was formerly used for Design Weaving, Weaving and Mending. It was designed by Architects Messrs. Cowell and Cowell and constructed by Contractors Messrs. Baulderstone Bros. It was completed in 1929 and opened by the Premier, Hon. R.L. Butler, on 15 February 1929 in front of a large gathering of 500 people. Building 5 represents the massive expansion which took place at the Mill just prior to the Depression. The new buildings and plant were valued at £50,000 resulting in the total value of the buildings and plant being £250,000. The new plant was a duplicate unit of the existing mill operations. Building 5 was built from red brickwork, with a Jarrah floor and a saw-toothed roof designed to capture the Southern light (The Advertiser, 4 August 1928, p.18). It was lined with ‘Celotex’ which both deadened the sound of machinery and protected the workers from heat exposure (The Register, 16 February 1929, p.28).

Sketch of ‘Additions to Tweedvale Buildings’ Source: The Advertiser, 4 August 1928, p.18

The machinery in the old Mill was steam driven but in Building 5 it was driven by electricity, provided by the Onkaparinga Electricity Company’s local Woodside ‘powerhouse’. This improvement was made due to the difficultly of obtaining adequate amounts of firewood (The Advertiser, 16 February 1929, p.21). The new plant consisted of machinery for scouring, carding and dyeing, teasing, spinning, weaving (including 26 looms) and finishing. The new plant was expected to double the Mill’s output and provide employment for an additional 50 employees joining the existing 210 Mill workers.

Building 5 was the main part of the Mill’s expansion however there were also extensions to the existing Mill; most likely Building 15 and 16. The total floor area of extensions was 36,150 square feet. These extensive additions were to meet ever-increasing demand for the Company’s rugs, blankets and tweeds which at the time were known throughout the Commonwealth (The Register, 4 August 1928, p.12).

Dr Susan Lustri] 34. 39

Building 5 is one of the key buildings on the site. It is an important landmark on the main street of the town. Building 5 visually links the Mill to its products through its prominent signage displaying the Company name. This building is a symbol of the Onkaparinga brand.

It is the finest example of a saw-toothed roof factory building on the site. It demonstrates which buildings were used for manufacturing, as opposed to other processes, and were dependent on south facing light. These industrial buildings are typical of the period.

As the largest building on the site, and effectively designed as a separate mill, it illustrates the massive expansion of the Mill prior the Depression. This was an important time in the Mill’s development. It shows the economic prosperity of the Company and viability of the woollen mill in South Australia.

Building 5 is currently listed on the SA State Heritage Register.

Building 5 has high significance to the complex as a whole.

BUILDING 7- Former Yarn Store 2 (c. post 1982 – pre 1990)

Building 7 as at November 2012

Description: Building 7 is located at the rear of the main, western site. It is a timber and steel framed building clad with corrugated steel wall and roof sheeting. The northern and southern walls are a timber stud frame whereas the east and west walls are a pratt truss with CHS, RHS and timber girts. Internally (as at 1990) the Design Warp Area was still in existence. This was a timber framed internal partition clad with Masonite with 6 louvre windows (Millar 1990). It is unclear whether this exists today as no internal inspection was possible.

Dr Susan Lustri 35. 40

History and Contribution: At the time of the Mill’s closure, Building 7 was used as Yarn Store 2. Several reports have dated the building construction to 1955 however in the published 1982 aerial site photo (shown below), the building does not exist. Assuming the photo has been correctly dated, Building 7 appears to date from after 1982 but before 1990 (Millar 1990).

Lobethal Mill in 1982 which does not show Building 7 to be extant Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal.

Building 7 reflects the 1980s period when the Mill was working ‘flat out’ and the Company invested a large amount in capital expenditure, necessitating a new building. However the early 1980s was a time when the textile industry was in decline and woollen mills across Australia were closing. Cheap imported products and synthetic fibres provided competition to a once dominant wool industry. The importance of the woollen mill in the manufacturing sector and economy was diminishing. Onkaparinga faced its own financial difficulties and this period ended in the demise and closure of the Mill. Building 7 was one of the last buildings to be constructed by the Onkaparinga Woollen Company. The corrugated steel shed is typical of many of the sheds constructed over the decades. The importance of this conflicted period in the Mill’s history is debatable.

Building 7 has low significance to the complex as a whole.

Dr Susan Lustri] 36. 41

BUILDING 10 - Former Dining Room (c. post 1947 – pre 1962)

Building 10 Source: Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill’, Lobethal, unpublished report.

Building 10 as at November 2012

Dr Susan Lustri 37. 42

Description: Building 10 is a single storey red brick building with skillion roof and concrete lintels to windows and doors. It was built across the creek accessible via the footbridge.

Contribution: Building 10 was formerly the Dining Room and was constructed c.1950s (after 1947 but before 1962). It reflects the post-World War Two boom and union involvement for better working conditions. It was the second Dining Room provided for Mill employees as a result of union demands. According to Brockhoff ‘although there has never been any militancy in Onkaparinga’s unionism, requests to the management brought steady improvements in conditions over the years’ (Brockhoff 2008, p.59). The Mill’s first Dining Room (Building 35?) had been built in 1936 and was also due to union involvement. It also provided a meeting place for the voluntary service, St Johns Ambulance. When this building was “commandeered to house workers”, Building 10 was constructed.

The Dining Room is located across the creek, accessible by footbridge. This building also defines the line of the creek.

The Mill site has a close association with the Onkaparinga Company which in the late 1960s employed over 1000 workers. The provision of amenities for its employees illustrates this social aspect of the Onkaparinga Company’s history. The Dining Room was one of the places where workers might meet and socialise over a meal. The need for an on-site dining room perhaps also reflects the Company’s work patterns namely shift work which is commonplace in manufacturing.

Building 10 is one of the buildings which sets this industrial complex apart from others through its provision of social, living and recreational areas. It demonstrates the Company’s commitment to its workers and the constraints of operating an industry in a rural location.

Building 10 has moderate significance to the complex as a whole.

BUILDING 11- Former Grey Piece Store No.2 (c. post 1937-1940s)

Front of Building 11 as at November 2012

Dr Susan Lustri] 38. 43

Rear of Building 11 with adjacent sliding doors as at November 2012

Description: Building 11 is a timber trussed gable roof and timber framed structure clad with corrugated sheeting and asbestos. It has a concrete ramp and floor (Millar 1990).

History and Contribution: Built c.1940 (after 1937) Building 11, at the time of the Mill’s closure, was used as Grey Piece Store No.2. ‘Grey’ is a term used in the textile industry to denote that no bleaching, dyeing or finishing treatment has occurred. Building 11 previously adjoined the Grey Piece Store No.1 which was in turn linked to the Grey Piece Store No. 3. Both building GPS1 and GPS3 were destroyed in 1994 when the creek flooded causing Mill Road to collapse. The extant large sliding doors join Building 11 and Building 15 and provided entry to the Grey Piece Store No.1.

Extant sliding doors

Building 11 (GPS 2) and large sliding doors to Grey Piece Store 1 (now demolished). Source: Millar, P. (1990) Onkaparinga Mill Redevelopment Lobethal, Unpublished UniSA Thesis. Highlighted sections indicating demolished buildings and dashed line of new Mill Road added by author.

Dr Susan Lustri 39. 44

Building 11 was part of the development which grew up around the creek line and illustrates the importance of the creek and water supply in the establishment of the Mill. In 1870 wool was washed by hand in the creek and the location of the Mill was determined by the creek as a source of water, although it was soon discovered that the water supply was inadequate.

Building 11 contributes to the mass of buildings associated with the nineteenth and early twentieth century development of the site, many of which have now been lost. As the Mill developed from a small nineteenth century enterprise, buildings spread from the southern end of the creek to the northern end where Building 11 is built over the creek. It is one of the structures that define the line of the creek.

Building 11 was constructed around the time of World War Two. The war had a positive economic effect on some South Australian industries and the Mill was one of them. World War Two was a key period of development for the Mill. It was a time when the Mill produced a significant quantity of military uniforms and blankets for the armed services. Mill work was deemed an essential occupation. The Mill increased working hours to keep up with orders. Building 11 is a physical demonstration of the expansion of the Mill due to increasing demands of the war. It is one of a few buildings built on the site during this time. It appears to be the only one built on the western (manufacturing) part of the site.

Although many of the Mill’s buildings were constructed of red brick, Building 11 was lightweight, perhaps illustrating the wartime building material restrictions. The large sliding doors illustrate the scale of the materials which were produced and stored at the Mill.

Building 11 has moderate significance to the complex as a whole.

BUILDING 12 – Former Office (Building 12A c. post 1960 and Building 12B c.1904)

Building 12A as at November 2012

Dr Susan Lustri] 40. 45

Building 12B as at November 2012

Description: Building 12 is divided into Building 12A and 12B. This building is located adjacent the main external space. Building 12A built after 1960 was formerly used as conference facilities. It is a red brickwork building with a skillion roof. It has timber framed windows and doors with lightweight sheet cladding above the main doors. The front windows are covered by roller shutters. Building 12A was a later addition to Building 12B.

Building 12B was built c.1904 as a Manager’s Residence. The building is one of the oldest on the site but has been significantly modified. The original Manager’s Residence was a double fronted symmetrical cottage constructed from stone with red brickwork quoins to doors and windows. The stone and brickwork are still evident at the rear of the building. The front façade is now rendered and a c.1960s concrete verandah has been added. The original timber framed door with leadlight remains. The windows are covered with roller shutters. The pitched, hipped roof has been replaced with a skillion form. The roof is clad in corrugated iron. The timber floor is tongue and groove (Millar 1990).

‘The mill rebuilt – and the manager has a house’. Manager’s residence highlighted. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage association, Lobethal, p.37.

Dr Susan Lustri 41. 46

History and Contribution:

In 1904 the SA Woollen Co. Ltd. called for tenders for the erection of a cottage (The Advertiser 19 September 1904, p.2). Plans and specifications could be inspected at Lobethal. It was not tendered by an architect but rather by the Secretary of the company. It is likely that this cottage is the manager’s residence which is now known as Building 12B. Shortly after in 1909 The Cyclopedia of South Australia described ‘Another addition to the already valuable property [of the Mill] is the erection of a manager’s residence’ (Burgess 1909, p.818). The Manager’s Residence was also used for entertaining:

Cooking on the wood stove (a new experience) Mrs Shea provided lunch or morning or afternoon tea for her husband’s business visitors (the only mill in Australia where travellers were invited into the manager’s house, she said) (Brockhoff 2008, p.53).

Building 12A does little to contribute to the significance of the complex on the whole. It is a small c. post 1960s addition to the Manager’s Residence and shows little about the operation of the Mill.

The location of the Manager’s Residence, Building 12B, on the Mill site demonstrates a way of life and working no longer commonplace. The collocation of residential and industrial buildings was not uncommon during the era. Domestic activities were undertaken side by side with dangerous industrial processes taking place in the Boiler House, carding and scouring rooms. The fact that the Mill Manager was required to live on site demonstrates the need for someone to be in attendance to fix problems at any time of the day or night, particularly at times of high demand when the Mill was operational well into the night.

As one of the oldest buildings on the site, Building 12B is one of the few early twentieth century buildings remaining and thus demonstrates the early development of the Mill.

Although the integrity of Building 12B has been significantly diminished, if the building’s roof and verandah were reinstated, and assuming the interior has remained intact, Building 12B could demonstrate a way of life and work no longer practised. Since the 1880s the Mill site included a residential building, and thus the combination of residential and industrial building types has been an integral part of the Mill’s development. Building 12B is now the only remaining residential structure on the western side.

Building 12A has low significance to the complex as a whole.

Building 12B has moderate significance to the complex as a whole (in its current condition). If this building was in its original condition it would be of high significance.

Dr Susan Lustri] 42. 47

BUILDING 14 – Former Administration Office (c. post 1960? – pre 1979)

Building 14 as at November 2012

‘Mill Office late 1980s’ Source: Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill’, Lobethal, unpublished report.

Dr Susan Lustri 43. 48

‘Onkaparinga’ logo Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal.

Description: Building 14 is located in a prominent position on Adelaide-Lobethal Road and adjacent the central external space. It is a two storey brick building which is rendered externally. Its pitched roof is concealed behind the front brick parapet. The timber trusses and purlins are clad with corrugated roof sheeting. It has timber tongue and groove flooring and terrazzo stair treads and landing. It has brick internal walls on the ground floor and lightweight internal partitions on the first floor. The windows are metal framed (Millar 1990).

History and Contribution: Building 14 was the former Administration Office. It was built c. post 1960? – pre 1979. This building ‘housed the management functions of the Mill … [and] was likely built as a dedicated administrative facility in the 1960s … It retains its administrative function and provides the entry to the site’ (AHC 2008). It is designed in this modernist style and the façade has an ‘Onkaparinga’ sign.

The Mill complex has a special association with the Onkaparinga Company which became known not only nationally but also throughout the Commonwealth and later internationally. It supplied high quality wool products for domestic and commercial use. This association is demonstrated most visibly through the two buildings which bear the Company’s name. One of which is Building 14 which formerly brandished the large ‘Onkaparinga’ script sign and which now has a smaller less dominant version. These buildings visually link the Mill to its products through the corporate logo.

Building 14 has high significance to the complex as a whole.

Dr Susan Lustri] 44. 49

BUILDING 15 – Former Tentering (c. pre 1930s) BUILDING 16 – Former Tentering and Raising (c. pre 1930s)

Building 15 as at November 2012

Building 16 as at November 2012

Dr Susan Lustri 45. 50

16 15

Significant view of the complex from Mill Road Source: Google Streetview

Description: Buildings 15 and 16 are single storey, brickwork structures. Their walls are constructed from red brickwork with brick piers and concrete lintels to doors and windows. The Buildings have English Bond red brickwork pattern, vents, brick parapet design and capping, concrete lintels, expressed column details; all the same as Building 5 and were likely built at the same time. There is a south facing, saw-toothed roof built from timber trusses and purlins with timber bracing between columns clad with corrugated sheeting. Internally timber beams and columns support the roof. The roof lighting is mainly fixed panels with some louvres. The floor is concrete with a pit under the western Tenter area. There are some timber framed, double hung sash windows and timber panelled doors (Millar 1990).

History and Contribution: It appears that Building 5, 15 and 16 were constructed at the same time and completed in 1929. Building 5 being the new main building and Buildings 15 and 16 being the extensions to the old mill. All three buildings have the same detailing including the English Bond red brickwork pattern, metal wall vents, brick parapet design and capping, concrete lintels, expressed column details and capping. This concurs with a newspaper report in 1928:

Attached to the present premises will be further extensions, comprising a new finishing room 90 x 50 ft., another 90 x 20 ft., and a scouring room 45 x 30 ft. Some of the existing accommodation will be used for dryers, burr crushers, neutralizer, and so on. The extensions will be well ventilated and lighted. A creek which ran below this block has been walled in and floored over with reinforced concrete (The Register, 4 August 1928, p.12).

Dr Susan Lustri] 46. 51

Buildings 15 and 16 were part of the major expansion which took place at the Mill just prior to the Depression. This was an important time in the Mill’s development. It shows the economic prosperity of the Company and viability of the woollen mill in South Australia.

These early twentieth century buildings were constructed above the creek line. The location of the Mill was determined by the creek as a source of water, although it was soon discovered that the water supply was inadequate. These buildings illustrate how the Mill developed around the creek line.

Buildings 15 and 16 are good examples of the several saw-toothed roof factory buildings on the western site and demonstrate those buildings which housed manufacturing functions dependent on good south light levels, large spanning clear internal spaces and separated operation areas. The number and varying size of these buildings shows how the complex developed over time according to need, and that the manufacturing functions were best carried out in individual buildings. Building 15 and 16 form part of a significant view of the site.

Buildings 15 and 16 have high significance to the complex as a whole.

BUILDING 18 – Former Raising (c. pre 1926) and Former Wet Finishing (c. pre 1926)

Building 18, Former Raising, as at November 2012

Dr Susan Lustri 47. 52

Building 18, Former Wet Finishing, as at November 2012

Description: Building 18 is a double height, single storey, red brickwork building. Its walls are constructed from brick with brick piers. It has a south-facing, saw-toothed roof made up of timber trusses and purlins clad with corrugated sheeting. Internally timber beams and columns support the roof structure. The roof lighting is fixed, multi-pane glazing. The Former Raising area has timber panelled doors and timber framed, eight-pane, double hung sash windows with concrete lintels above. The floor is both timber tongue and groove, and a concrete floor for the Drum Raising. The Wet Finishing section has a concrete slab floor and ramps with 450mm concrete pits (Millar 1990). The lower section of the Wet Finishing wall has been rendered due to rising damp and salt attack.

Dr Susan Lustri] 48. 53

Exterior of Building 18. ‘The workforce 1926’. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage association, Lobethal, p.43.

History and Contribution:

Building 18 was constructed pre 1926 but some sources suggest as early as the turn of the century (Millar 1990). It was one of the early buildings constructed over the creek line and illustrates how the Mill developed around the creek.

Building 18 is a good example of the several saw-toothed roof factory buildings on the site which were used for manufacturing and were dependent on south light levels. Building 18 housed the Wet Finishing and Raising sections in separate operation areas. These manufacturing functions were best carried out in individual buildings.

Building 18 has high significance to the complex as a whole.

Dr Susan Lustri 49. 54

BUILDING 19 – Former Boiler House (c. post 1914 - pre 1930)

Building 19 as at November 2012

Rear of Building 19, showing 1877 Factory wall, as at November 2012

Dr Susan Lustri] 50. 55

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Building 19 interior Source: Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill’, Lobethal, unpublished report.

Dr Susan Lustri 51. 56

Description: Building 19 is a double height, single storey structure. The north-west and south-west walls are constructed from brickwork whereas the north-east wall is brick and corrugated sheeting, and the south-east wall is brick and sandstone. There is a double gable roof painted aquamarine in colour. The north gable is CHS truss with timber purlins and the south gable is an equal angle truss with timber purlins. Both are clad with corrugated sheeting. The floor varies from a concrete slab to a concrete platform 800mm high and ramp (Millar 1990).

History and Contribution: Building 19 was constructed c. post 1914 - pre 1930. The original Boiler House was destroyed in the 1914 fire (Brockhoff 2008, p.29).

The stone buildings are grouped in the south-western portion of the site and include buildings 19, 21 and 22, corresponding broadly to the area of the original title. A number of buildings were erected on this part of the site in the early period of the establishment of the mill and include the former brewery building that preceded the mill. It is possible that some of these early structures remain in-part, having been incorporated into the fabric of the current buildings but evidence is inconclusive (AHC 2008).

Building 19 contained an engine and numerous large boilers. The boilers produced steam powering the engine and in turn machinery such as the looms, carding mills and spinning machines. In the 1920s the steam powered ‘engines, for heating and drying, and powered a generator supplying D.C. current for electric lights’ (Brockhoff 2008, p.40). Initially firewood was used in the boilers. Wood was still in use until after World War Two. However in 1952 the engineering practice Hurren, Langman and James designed a foundation for the new log-oil fired boiler signalling a change (LLSAM HLJ S254). After the 1986 fire, the fuel for the boilers was changed from oil to gas.

This tall, masonry walled structure contains an extant section of a steam boiler wall and corbelled brickwork that supported a former gantry crane as well as other remnants of equipment and structures evident in the walls. This was one of the central buildings in the complex. The Boiler House powered the Mill.

Building 19 was one of the early buildings constructed over the creek line and illustrates how the Mill developed around the creek. It forms part of a significant view of the site.

Building 19 has high significance to the complex as a whole.

Dr Susan Lustri] 52. 57

BUILDING 20 – Former Blanket Finishing, Mending & Rug Finishing (c.1954).

Building 20 as at November 2012

Dr Susan Lustri 53. 58

20

Significant view of the complex from Mill Road Source: Google Streetview

Description: Building 20 is a two storey, red brickwork structure with concrete lintel bands. It has a saw-toothed roof constructed from steel equal angle trusses, timber purlins with equal angle bracing to each bay. It is clad with corrugated sheeting and has mostly fixed glazing to the roof with some louvre panels. Internally there are timber clad steel beams and steel columns. The windows are 12-pane metal framed mostly fixed with a vertical pivot 4-pane section. There is a lifting hoist with pulley and timber stairs. There are timber tongue & groove flooring with the exception of a concrete floor slab to the stairs and hoist area (Millar 1990). ‘Evidence of the hoisting process remains’ (AHC 2008).

History and Contribution: Building 20 was designed as a New Store by Hurren Langman and James Engineers in 1954. The ground floor was designed to accommodate a loading platform, monorail and office with a ‘Designing Room above’ (LLSAM HLJ S254). In 1954 it was reported that a new two storey Mill building will be erected ‘as part of the mill’s expansion, and the old office building will be torn down’ (The Advertiser 13 April 1954, p.9). Later on 18 May 1955 the Courier reported that the Mill was exporting throughout the Commonwealth and employees were working three shifts. ‘There was a new finishing room, a two-storey building under way and eight new looms had been installed’ (Brockhoff 2008, p.58).

Building 20 was built at a time when the Company was experiencing a period of expansion and diversification. During the late 1950s the Company was selling its goods throughout the Commonwealth. Building 20 is one of many buildings constructed on the site during this period.

Dr Susan Lustri] 54. 59

Building 20 is a good example of the several saw-toothed roof factory buildings on the site which were used for manufacturing and were dependent on south light levels. It has large clear spanning internal spaces. These industrial buildings are typical of the site and the period. The scale of these buildings particularly the height illustrates the scale of the machinery housed in them. Building 20 is the only two storey building on the site except for Building 14 the former Administration Office. Building 20 forms part of a significant view of the site.

Building 20 also has an ‘Old Well’ under it (LLSAM HLJ S254). The creek and water supply held particular importance in the establishment of the Mill. In 1870 wool was washed by hand in the creek and the location of the Mill was determined by the creek as a source of water, although it was soon discovered that the water supply was inadequate.

Building 20 has high significance to the complex as a whole.

BUILDING 21 – Former Fabric Finishing (c. pre 1926)

Building 21, from Adelaide-Lobethal Road, as at November 2012

Dr Susan Lustri 55. 60

Building 21 as at November 2012

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Description: Building 21 comprises 3 interconnected spaces forming a triangular shaped structure in plan. It is a single storey structure with stone external walls. It has a gable roof, with an angled end, constructed from timber trusses and purlins clad with corrugated roof sheeting. The roof is supported on timber beams and columns internally. The western gable has dormer windows; some are now covered with clear corrugated sheeting. There are also high level timber framed, six-pane windows on the north side. There is a concrete ramp and upstand, and a timber tongue and grooved floor (Millar 1990).

Dr Susan Lustri] 56. 61

History and Contribution: The first two parts of Building 21 were extant in 1926, some sources date the building at 1900 (Millar 1990). It was built in several stages.

The stone buildings are grouped in the south-western portion of the site and include buildings 19, 21 and 22, corresponding broadly to the area of the original title. A number of buildings were erected on this part of the site in the early period of the establishment of the mill and include the former brewery building that preceded the mill. It is possible that some of these early structures remain in-part, having been incorporated into the fabric of the current buildings but evidence is inconclusive (ANC 2008).

‘Lobethal Woollen Mill 1872’ probably incorrectly dated, more likely 1883-86 showing Rees and Patterson’s new buildings as suggested by Feeney. Source: SLSA image no. B12411

Dr Susan Lustri 57. 62

‘1926’ The first two parts of Building 21 shown. It is possible that Rees and Patterson’s 1883 building was extended and modified. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage association, Lobethal, p.44.

Date unknown. Note: Building 21 in background, fenestration matches current photos. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage association, Lobethal, p.27.

Dr Susan Lustri] 58. 63

Mill around 1930 Source: Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill’, Lobethal, unpublished report.

It is possible that part of Building 21 includes the stone building designed by architects Rees and Patterson in 1883 as shown above. The 1880s stone building appears to have been extended and modified as shown in the 1926 photograph. The last section was extant by around 1930.

Building 21 was formerly used as the Fabric Finishing section. It is one of the early stone buildings which reflect the early period of the Mill’s development. It is possible that some of the Mill’s nineteenth century buildings have been incorporated into these early twentieth century structures.

Building 21 forms part of the significant view of the complex when entering the town of Lobethal from Adelaide-Lobethal Road. It illustrates one of the many construction types found on the site specifically a masonry building.

Building 21 has high significance to the complex as a whole.

Dr Susan Lustri 59. 64

BUILDING 22 – Former Fabric Dispatch (c. post 1926 - pre 1930)

Building 22 as at November 2012

Building 22 as at November 2012

Dr Susan Lustri] 60. 65

Rear of Building 22, showing 1877 Factory wall, as at November 2012

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Description: Building 22 is a single storey masonry building. The south-west wall is sandstone and was part of the 1877 Factory. This was originally the internal face of the wall however following the demolition of the 1877 Factory it is now an external wall. Building 22 has a part saw-toothed roof and a part gable roof built with timber trusses and purlins clad with corrugated sheeting. The roof structure is supported by a series of timber beams and columns internally. The roof lighting is fixed glazing. Internally there is a timber tongue and groove panelled ceiling. It has a concrete floor (Millar 1990).

Dr Susan Lustri 61. 66

1900 inside former 1877 factory. Note: fenestration. Source: SLSA B35524

History and Contribution:

Building 22 was constructed c. post 1926 - pre 1930 and was formerly the Fabric Dispatch.

The stone buildings are grouped in the south-western portion of the site and include buildings 19, 21 and 22, corresponding broadly to the area of the original title. A number of buildings were erected on this part of the site in the early period of the establishment of the mill and include the former brewery building that preceded the mill. It is possible that some of these early structures remain in-part, having been incorporated into the fabric of the current buildings but evidence is inconclusive (AHC 2008).

Building 22 was one of the early buildings constructed over the creek line and illustrates how the Mill developed around the creek. Building 22 forms part of the significant view of the complex when entering the town of Lobethal from Adelaide-Lobethal Road. It illustrates one of the many construction types found on the site specifically a masonry building with part saw toothed and part gable roof.

Building 22 defines the southern-most site boundary and the edge of the complex. It is a large building and together with its prominent position, it marks the extent of the site without which the overall size and scale of the complex would be diminished.

Building 22 has high significance to the complex as a whole.

Dr Susan Lustri] 62. 67

BUILDING 23 – Former Blanket and Rug Store (c. post 1947 – pre 1962)

Building 23 as at November 2012

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Dr Susan Lustri 63. 68

Description: Building 23 is a double height, single storey, lightweight steel framed structure. Its north-east and south-west walls are constructed from a steel pratt truss, exterior double angle, interior tubular steel and timber girts clad with corrugated sheeting. The north-west wall is built from steel angle column with timber girts clad with corrugated sheeting. The south-east wall is a timber stud frame clad with corrugated sheeting. The gable roof constructed from a pratt truss, exterior chords double angle, interior members are tubular steel and timber purlins clad with corrugated sheeting. The floor is concrete with a brick upstand and a concrete ramp adjacent Building 24. There is an attached canopy joining Building 23 to Building 27. There is also an attached red brickwork WC block (Millar 1990).

History and Contribution: Building 23 was a former Blanket and Rug Store. It was constructed c. post 1947 – pre 1962 (some sources date it as precisely as 1956 (Millar 1990)). It was built at a time when the Company was experiencing a period of expansion and diversification. During the late 1950s the Company was selling its goods throughout the Commonwealth. This was one of the many buildings constructed on the site during this period.

The size of this storage building shows the scale of production in terms of required storage area and the Company’s need to stockpile its goods on site. This building would have been particularly useful when the Company decided to make the Lobethal Mill site a warehouse and national distribution centre in the 1970s. This structure has few windows and is separated from the western site by Adelaide-Lobethal Road.

Building 23 forms part of the significant view of the complex when entering the town of Lobethal from Adelaide-Lobethal Road. It illustrates one of the many construction types found on the site specifically lightweight steel framed buildings clad with corrugated sheeting.

Building 23 defines the southern-most site boundary and the edge of the complex. It is a large building and together with its prominent position, it marks the extent of the site without which the overall size and scale of the complex would be diminished.

Building 23 has high significance to the complex as a whole.

Note - The attached red brickwork WC Block is excluded.

Dr Susan Lustri] 64. 69

BUILDINGS 24, 25 and 26 – Former Blanket and Rug Store (c. post 1947 – pre 1962)

Building 24 as at November 2012

Building 26 (front) and Buildings 25, 24, and 23 attached beyond as at November 2012

Dr Susan Lustri 65. 70

Description: Buildings 24-25 are attached to Buildings 26 and 23. They are an adjoined, double height, single storey, lightweight steel framed structure. Their north-east and south-west walls are constructed from steel universal columns with timber girts clad with corrugated sheeting. Its north-west and south-east walls are timber stud frames clad with corrugated sheeting. It has a gable roof clad with corrugated sheeting supported on tubular steel trusses with timber purlins and bracing. It has a concrete floor with concrete ramp between the north-east and south-west doors. Millar dates this building from 1955.

Building 26 is attached to Building 25. It is a double height, single storey, lightweight steel framed structure. Its walls are constructed from double tubular columns with timber girts clad with corrugated sheeting. It has a gable roof clad with corrugated sheeting supported on steel tubular trusses with timber purlins. It has a concrete floor on a brick upstand. Millar dates this building from 1960.

History and Contribution: Buildings 24-26 were formerly Blanket and Rug Stores. They were built c. post 1947 – pre 1962. They were built in the mid twentieth century at a time when the Company was experiencing a period of expansion and diversification. During the late 1950s the Company was selling its goods throughout the Commonwealth. The construction of these large, double height, single storey, functional sheds was a response to the greater need for storage. The lack of windows reflects the function of the building for storage compared with the well–lit, saw-toothed buildings used for manufacturing on the western site.

The number and size of these storage buildings on the eastern site show the scale of production in terms of required storage area. These structures are separated from the main site by Adelaide-Lobethal Road.

Although Buildings 24-26 reflect an essential function of an industrial site, i.e. the need for storage specifically blanket and rug storage, Buildings 23 and 27 better reflect this aspect of the Mill due to their prominent location and because Building 27 was the first storage building constructed on the eastern site.

Buildings 24-26 have low significance to the complex as a whole.

Dr Susan Lustri] 66. 71

BUILDING 27 – Former Blanket Store and Repack, and Dispatch Office (c. post 1930 – pre 1937)

Building 27 as at November 2012

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Dr Susan Lustri 67. 72

The Mill from Mill Road 1933. Note: Building 27 visible on right shown highlighted. Source: SLSA B 8911

Description: Building 27 is a large, double height, single storey, lightweight timber framed structure. In parts there is a 600mm concrete retaining wall visible. The walls are stud framed clad with corrugated sheeting externally and plasterboard internally. There are also internal partitions constructed from a stud frame lined with plasterboard. The roof has both a gable and lean-to sections. The gable is constructed from timber trusses with steel tie rods and timber purlins while the lean-to is built from timber rafters and purlins, both are clad with corrugated sheeting. There are timber columns internally to support the trusses (Millar 1990).

History and Contribution: Building 27 was formerly the Blanket Store and Repack, and Dispatch Office. However it is thought that Building 27 may have been used for scouring from 1942 to 1962 (Brockhoff 2008, p.62). It was constructed c. post 1930 – pre 1937 (some sources date it as 1933 (Millar 1990)). The eastern site, on which Building 27 is sited, was purchased by the Mill in 1921. Building 27 was the first building to be constructed on this site besides the Mill Shop.

The size of this building may suggest the scale of the scouring process but certainly shows the scale of production in terms of the later required storage area and the Company’s need to stockpile its goods on site. This structure has few windows and is separated from the main site by Adelaide-Lobethal Road.

Building 27 forms part of the significant view of the complex when entering the town of Lobethal from Adelaide-Lobethal Road. It illustrates one of the many construction types found on the site specifically lightweight steel framed buildings clad with corrugated sheeting. It is a large building and together with its prominent position, it reinforces the overall size and scale of the complex.

Building 27 has high significance to the complex as a whole.

Dr Susan Lustri] 68. 73

BUILDING 29 – Former Plumber, Timber Store, and Steel Store (c. post 1937 – pre 1940) BUILDING 30 – Former Carpenter (c. post 1937 – pre 1940)

Building 29 as at November 2012

Building 30 as at November 2012

Dr Susan Lustri 69. 74

Description: Building 29 is a single storey, lightweight timber framed structure. It has a stud frame clad with corrugated sheeting. It has both a gable roof constructed from timber rafters, purlins and steel tie rods clad with corrugated sheeting, and a lean-to roof built from timber rafters and purlins also clad with corrugated sheeting. There is a timber beam between the gable and lean-to roof. There are some Alysinite sheets for roof lighting. There is one remaining original timber framed, six-pane window. Millar dates this building from 1950.

Building 30 is a single storey, lightweight timber framed structure. It has steel framed walls clad with corrugated sheeting. It has both a gable roof constructed from timber trusses with steel tie rods and timber purlins and a lean-to roof with timber rafters and purlins. Both are clad with corrugated asbestos sheeting. There is a steel tubular pratt truss between the gable and lean-to roofs. There is a concrete floor with upstand. There are four original timber framed, eight-pane windows remaining. Millar dates this building from 1950.

History and Contribution: Building 29 was formerly the Plumber, Timber Store, and Steel Store. Building 30 was the former Carpenter’s workshop. Both buildings were constructed c. post 1937 – pre 1940 around the time of World War Two. The war had a positive economic effect on some South Australian industries and the Mill was one of them. World War Two was a key period of development for the Mill. Although these buildings were constructed in a significant period of the Mill’s development, neither building is directly associated with the primary functions of the Mill, i.e. manufacture or storage; they are both ancillary structures.

Buildings 29 and 30 have low significance to the complex as a whole.

BUILDINGS 31, 32, 33 and 34 – Former Fabric Stores (c. post 1947 – pre 1962)

Buildings 31-32 as at November 2012

Dr Susan Lustri] 70. 75

Building 33 and Building 32 beyond as at November 2012

Building 34 as at November 2012

Description: Buildings 31-34 are located along the rear boundary of the eastern site and only visible in glimpses from Adelaide-Lobethal Road.

Dr Susan Lustri 71. 76

Buildings 31-32 are adjoined, double height, single storey, lightweight framed structures. The walls are constructed from a stud frame clad with corrugated sheeting. The windows are louvred glass in steel frames alternated with timber framed Alysinite. There is gable roof constructed from timber trusses with steel tie rods, timber purlins and bracing at the end bays. The roof is clad with corrugated asbestos sheeting. The floor is concrete with a concrete upstand.

Building 33 is attached to Buildings 32 and 34. It is a double height, single storey, lightweight framed structure. The east and west walls are constructed from double CHS columns with timber girts and clad with corrugated sheeting. The north and south walls are a stud frame clad with corrugated sheeting. It has a gable roof with tubular steel trusses with timber purlins clad with corrugated sheeting. Building 33 has a concrete floor and a brick ramp with concrete screed.

Building 34 is attached to Building 33. It is a double height, single storey, lightweight framed structure. The east and west walls are constructed from a pratt truss, timber girts and studs clad with corrugated sheeting. The north and south walls are double CHS, columns and girts clad with corrugated sheeting. It has a gable roof constructed from tubular steel trusses with timber purlins clad with corrugated sheeting. Building 34 has a concrete floor with brick upstand and a 550mm deep pit.

History and Contribution: Buildings 31-34 were used to store fabric and were built c. post 1947 – pre 1962, some sources date Buildings 31-32 as 1948, Building 33 1949 and Building 34 1950 (Millar 1990). They were constructed at a time when the Company was experiencing a period of expansion and diversification. During the late 1950s the Company was selling its goods throughout the Commonwealth. The construction of these large, double height, single storey, functional sheds was a response to the greater need for storage. The number and size of the lightweight storage buildings show the scale of production in terms of required storage area. The lack of windows reflects the function of the building for storage compared with the well–lit, saw-toothed buildings used for manufacturing on the western site. These structures are separated from the main site by Adelaide-Lobethal Road.

Although Buildings 31-34 reflect an essential function of an industrial site, i.e. the need for storage specifically fabric storage, Building 27 better reflects this aspect of the Mill due to its prominent location and because it was the first storage building constructed on the eastern site.

Buildings 31-34 have low significance to the complex as a whole.

Dr Susan Lustri] 72. 77

BUILDING 35 – Former Boarding House (c. post 1930 – pre 1936)

Building 35 as at November 2012

Rear of Building 35 as at November 2012

Description: Building 35 is a single storey, timber framed residence clad with timber. It has a hipped roof with gablets and two red brickwork chimneys. A rear lean-to is attached to the rear of the building. Building 35 has timber framed doors and windows.

Dr Susan Lustri 73. 78

History and Contribution: Building 35 was constructed c. post 1930 – pre 1936. There are conflicting reports as to whether it was constructed as a boarding house or as a dining room. Brockhoff explained that after the construction of Building 5 in 1929, the duplicate Mill building, the need arose to find enough workers to operate the new machines.

The Company had a weatherboard hostel built, large enough to hold fifty boarders, and put Mrs Stevens in charge. Most of the boarders were girls, many of whom had come from the Barossa Valley or the Murray plains. Some boarded in local homes. …. The mill house on the corner was run by the Bransdens. They had twelve boarders, and catered for about thirty for lunch, at a shilling (later two shillings) each. Mr Bransden … had been taken on at the mill as a carpenter. … The Hupfields managed the house after the Bransdens, and after them came Mrs Watkins (Brockhoff 2008, p.46).

However Brockhoff also stated that the Mill’s first Dining Room (Building 35?) had been built in 1936 and when this building was “commandeered to house workers”, Building 10 (the second Dining Room) was constructed (Brockhoff 2008, p.44). She stated that the first Dining Room was constructed due to union involvement. In the late 1930s The Advertiser reported that the Onkaparinga Woollen Company’s Dining Room was the meeting place for the voluntary service, St Johns Ambulance (The Advertiser 11 January 1937, p.17) (The Advertiser 3 March 1939, p.31).

After World War Two the Mill was in need of workers once again. The Government subsidised the passage of ‘displaced persons’ and the Mill request 15 single women to work in the factory. However they were allotted 17 women who were all married. The Mill offered to employ the husbands as well. ‘Several were housed in the mill’s dining room across the road’ (Brockhoff 2008, p.57). Either way it appears that Building 35 was used as both a Dining Room and Boarding House.

Building 35 is one of the buildings which contributes to the rarity value of the Mill as an industrial complex which incorporates working, living and recreational areas. Its function as both a boarding house and dining room demonstrates not only the Company’s commitment to its workers but also the constraints of operating an industry in a rural location.

Building 35 has high significance to the complex as a whole.

Dr Susan Lustri] 74. 79

BUILDING 36 – Former Mill Shop, and Quality Control (c. 1890 – 1900)

Front and side of Building 36 as at November 2012

Rear of Building 36 as at November 2012

Dr Susan Lustri 75. 80

Significant view of the complex from Woodside Road Source: Google Streetview

Description: Building 36 is a single storey sandstone building with red brickwork quoins to the front door and windows. It has a hipped roof, a lean-to roof both constructed from timber rafters and purlins and front verandah all are clad with corrugated roof sheeting. The doors and windows are timber framed. It has three red brickwork chimneys. There is a rear lean-to clad with corrugated sheeting on a timber stud frame. Internally there are steel CHS where the original partition was removed. Most doors are timber panelled. There are timber framed, double hung sash windows (Millar 1990).

History and Contribution: Building 36 is a residential building but it incorporates F.W. Kleinschmidt’s double hop kilns dating from the nineteenth century (photographs of the kiln date from 1890 to 1900). On 21 November 1921 the Mount Barker Courier reported ‘The hop drying building, lately converted into a dwelling house has been purchased by the S.A. Woollen company and will be used as a boarding house for mill employees’ (Young 1983, p.267). It appears that this conversion dates from the early twentieth century. ‘This was the old Kleinschmidt ‘double’ hop kiln in town, which is now the ‘Mill Shop’ selling remnants from the factory opposite’ (Young 1983, p.267). Young believes that the lower walls of the hop kiln now form part of the Mill Shop (Young 1983, p.87). The kiln was built in two stages; initially a single hop kiln and later a double hop kiln.

Dr Susan Lustri] 76. 81

Front of Building 36 showing hop kiln attached behind. Building described as ‘Main General Store’ Source: SLSA image no. B54931 dated c.1907

Dr Susan Lustri 77. 82

Rear of Building 36 showing ‘Men waiting at the side of the road at Lobethal with a collection of baled produce which could be items from the woollen mill, two men at the rear are holding up a blanket’ Source: SLSA image no. PRG 280/1/6/182 dated c.1912

Following the conversion of the hop kiln to a private residence, the building was used as Mr Besara’s drapery shop before it was purchased by the Company (Brockhoff 2008, p.42). In the 1920s ‘there were not enough workers available within cycling distance of the mill, and the Company hoped that providing accommodation would attract more’ (Brockhoff 2008, p.43).

In 1929 the relationship between the Company and its workers was described by its chairman as ‘excellent’. The Premier Mr Butler also commented on the ‘good feeling’ between the management and the staff commending the fact that there had never been a strike at the factory. It was reported that ‘Recently a hostel was provided for the girls in the mill and through the State Bank the company started a housing scheme for the married men operatives. Ten houses had been built.’ (The Register News Pictorial, 16 February 1929 p.28).

Kleinschmidt was one of Lobethal’s most influential and prosperous settlers who came to the town in the 1850s. He established the brewery on the Mill site in 1851 and later with the Kumnick brothers established the Mill; Lobethal’s first woollen factory. It was this antecedent company which went onto shape the highly successful Onkaparinga Company. Building 36 is important because it incorporates Kleinschmidt’s double hop kilns; a structure associated with the early development of the Mill.

Building 36 is one of the buildings which contributes to the rarity value of the Mill as an industrial complex which incorporates working, living and recreational areas. Its function as a boarding house demonstrates not only the Company’s commitment to its workers but also the constraints of operating an industry in a rural location.

Building 36 demonstrates the important association of the site with the ‘Onkaparinga’ brand. The public face of the Company was formerly visible at the Mill Shop where the Company’s products were sold. It forms part of a significant view of the site.

The Mill Shop is currently listed on the SA State Heritage Register.

Building 36 has high significance to the complex as a whole.

Dr Susan Lustri] 78. 83

1877 BRICK BOILER CHIMNEY

1877 Brick Boiler Chimney as at November 2012

Dr Susan Lustri 79. 84

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Significant view of the complex from Mill Road Source: Google Streetview

Description:

Dr Susan Lustri] 80. 85

The Boiler Chimney is square in plan and constructed from red brickwork. It has a two tiered base built of bluestone with red brickwork quoins to the corners.

History and Contribution: The chimney is shown in one of the earliest photographs of the Mill, probably taken after the completion of the new building (foundation stone laid 1875 and completed in 1877). In a description of the new building work for the Lobethal Woollen and Tweed Company Ltd. a new boiler and shafting costing £1500 is included (Brockhoff 2008, p.12). Therefore the chimney dates from 1877.

In 1955 ‘The old brick chimney was not high enough and something had to be done about it. A steel one had been tried but it corroded and had to be taken down. So a builder was given the job of adding more bricks to the top of the old chimney.’ (Brockhoff 2008, p.58).

In 1994 after the collapse of Mill Road, the height of the chimney was reduced by one quarter for safety reasons (Queale 2010).

The 1877 brick boiler chimney was used to vent smoke produced by burning firewood which heated the water in the boiler. The boiler produced steam powering the engine and in turn machinery such as the looms, carding mills and spinning machines. Prior to 1877 the spinning machine was horse powered. The use of steam power was central to the Mill and its operations. It considerably increased the capacity for production and established the Mill as an industrial manufacturing site rather than a craft based industry.

The 1877 brick boiler chimney is one of two structures which remain from the first woollen mill operated on the site by the Lobethal Woollen and Tweed Company Ltd. It represents the early processes associated with manufacture of woollen goods. As the tallest structure on the site, the chimney is an important visual landmark on the site. It forms part of the significant views of the site.

The Chimney is currently listed on the SA State Heritage Register.

The Chimney has high significance to the complex as a whole.

Dr Susan Lustri 81. 86

1877 FACTORY WALLS

1877 Factory wall, now rear of Building 22, as at November 2012

1877 Factory wall, now rear of Building 19, as at November 2012

Dr Susan Lustri] 82. 87

Freestanding 1877 Factory wall as at November 2012

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Description: The three remaining walls from the 1877 Factory are constructed from sandstone. Former window and door openings are evident with red brickwork quoins.

Dr Susan Lustri 83. 88

Interior of 1877 factory building. ‘Spinning’. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal, p.32.

Interior of 1877 factory building. ‘Mending in the finishing department’. Source: Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal, p.117.

Dr Susan Lustri] 84. 89

History and Contribution: The 1877 factory walls are one of two structures which remain from the first woollen mill operated on the site by the Lobethal Woollen and Tweed Company Ltd. It represents the early establishment and development of the Mill. The factory walls form part of the significant view of the site.

The 1877 Factory walls are currently listed on the SA State Heritage Register.

The 1877 Factory walls have high significance to the complex as a whole.

EXTERNAL RECREATION AREA

Former external recreation area adjacent Building 14 as at November 2012

Dr Susan Lustri 85. 90

Significant view of the complex from Woodside Road Source: Google Streetview

Mill 1933 showing the recreation area. Source: SLSA B8911

Description: A large, lawned, open space bounded by the main Adelaide-Lobethal Road, Building 5 and Building 14.

History and Contribution:

Dr Susan Lustri] 86. 91

The Company provided recreation spaces for its employees. The most prominent being the large, lawned area adjacent the Administrative Building (Building 14). This space was used for croquet and later tennis as early as 1929. In 1931 some of the English cricketers including Larwood and Voce visited the Mill escorted by Vic Richardson. ‘They played tennis on the court beside the manager’s house, which had originally been a croquet lawn’ (Brockhoff 2008, p.46).

The open lawn is one of the spaces which contributes to the rarity value of the Mill as an industrial complex which incorporates working, living and recreational areas. Its former function as a tennis court and croquet lawn demonstrates not only the Company’s commitment to its workers but also the constraints of operating an industry in a rural location. It forms part of a significant view of the site.

The External Recreation Area has moderate significance to the complex as a whole.

WC BLOCK (western site)

WC Block (western site) as at November 2012

The WC Block was not part of the Former Lobethal Woollen Mill at the time of its closure.

The WC Block has no significance to the complex as a whole.

Dr Susan Lustri 87. 92

Significant views may include:

Significant view of the complex when entering the town of Lobethal on Adelaide-Lobethal Road. This view illustrates structures dating from 1877 throughout the history of the Mill. Source: Google Streetview

Significant view of the complex on Adelaide-Lobethal Road. This view illustrates structures dating from 1890 (Mill Shop) throughout the history of the Mill. Source: Google Streetview

Dr Susan Lustri] 88. 93

Significant view of the complex from Woodside Road Source: Google Streetview

Significant view of the complex from Mill Road Source: Google Streetview

Dr Susan Lustri 89. 94

4. REFERENCES:

Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill Lobethal’, unpublished report.

Boyce, W., Hills, P., Mazzone, J. (1990) ‘Recycling the Onkaparinga Mill : a study arising from the closure of the Onkaparinga Woollen Mill, Lobethal, S.A., and the environmental, political and socio-economic implications of establishing small scale recycling industries on the mill site’, Unpublished University of Adelaide Thesis.

Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal.

Feeney, Alan (1973), ‘Flinders University Research Project: Rowland Rees, Architect 1840-1904’, unpublished report held at LLSAM S223/4/54.

Forster, C. (1995) Australian Cities: Continuity and Change, Oxford University Press, Melbourne.

Griffin, T. and McCaskill, M. (1986) Atlas of South Australia, South Australian Government Printing Division, Adelaide.

Millar, P. (1990) ‘Onkaparinga Mill Redevelopment Lobethal’, Unpublished UniSA Thesis.

‘Onkaparinga: A Triumph of Determination’, Australian Women’s Weekly (AWW), 14 May 1969, pp.52-3.

Queale, M. (2010) Weaving a Sustainable Future: Onkaparinga Woollen Mill, conference paper at Australia ICOMOS Conference.

‘The South Australian Woollen Company’ in Burgess, H.T. (1909) The Cyclopedia of South Australia, Cyclopedia Co., Adelaide.

Young, G. (1983) Lobethal Valley of Praise, South Australian Centre for Settlement Studies, Adelaide.

Alan Feeney, 'Rees, Rowland (1840–1904)', Australian Dictionary of Biography, National Centre of Biography, Australian National University, http://adb.anu.edu.au/biography/rees-rowland-4461/text7273, accessed 11 March 2013.

Australian Wool Innovation Limited (Wool) online at http://www.wool.com/Media-Centre_Australian-Wool-Production.htm accessed 11 March 2013. South Australian Government (SAGov) online at http://www.sa.gov.au/subject/Business,+industry+and+trade/Business+and+industry+sectors/Agriculture/Animals/Production/Sheep+meat+and+wool accessed 11 March 2013. The South Australian Advertiser, SA Weekly Chronicle, South Australian Register, The Advertiser, The Register various dates, accessed through http://trove.nla.gov.au

State Library of South Australia (SLSA) various images.

Dr Susan Lustri] 90. 95

3 Analysis of the Place

3. 1 Introduction

The following discussion examines the structures, cultural landscape1 and heritage curtilage2 of the former Lobethal Woollen Mill; considering: Historical / social analysis • History of construction, use

Aesthetic / scientific3 analysis of structures and site • design merit, • functional use • scientific value cultural landscape analysis • landscape & environment extant significant fabric, Heritage Curtilage and views • schedule The above criteria have been established based on Aust ICOMOS Burra Charter (2013) principles and relevant discussion papers and Acts relating to the protection and assessment of Australian heritage. Please note, the significance value of several of the structures listed in 3.5 Extant Significant Fabric, Heritage Curtilage and views, vary in significance to those scheduled in State Heritage Register entry 26414. These structures are annotated, for easy reference. A discussion of the significance value is detailed in Section 5 - DISCUSSION OF CULTURAL SIGNIFICANCE.

1 A cultural landscape illustrates, "the interactions between people and their natural environment over space and time." (Plachter & Rossler, 1995) Within the Australian context, The Burra Charter (1999) also incorporates the idea of a cultural landscape by outlining a framework for the assessment of the cultural value of Place – which is defined as a "site, area, land, landscape, building or other work, group of buildings or other works, and may include components, contents, spaces and views."1 Therefore, a cultural landscape is an environment which has been modified by people over time. The significance of a cultural landscape is determined by the assessment of the relative value of its social, historic, aesthetic, scientific and spiritual value to the community. 2 A heritage curtilage is defined as2 ‘the area of land (including land covered by water) surrounding an item or area of heritage significance which is essential for retaining and interpreting its heritage significance. It can apply to either: land which is integral to the heritage significance of items of the built heritage; or a precinct which includes buildings, works, relics, trees or places and their setting” - ‘Heritage Curtilages’, published by the Heritage Office of New South Wales and the Department of Urban Affairs and Planning (NSW), 1996. 3 Scientific – as per (1999) Burra Charter definitions – similar to ‘technical’ values as per 1993 SA Heritage Places Act

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3. 2 Historical/social analysis

Historical/social analysis - History of construction, use Discussion

1854 – 1877 early building erected on current Mill site for Building probably located near chimney area. No evidence of early building extant today. – no historic/ use as brewery – owned by Kleinschmidt. social value.

1877 – 1899 – establishment of Lobethal Wool and Tweed 1875 factory building and boiler chimney and attached building evident on the site. Chimney and wall of Co Ltd. New buildings and boilers erected, straddling the building (rear blg 22) all that remains today (after modification of Mill Rd by Adelaide Hills Council 1990s) existing creek. Factory operated sporadically. Large order 1st boom period for Mill – due to Boer War – buildings erected, multiple shifts established – becomes received for Boer War uniforms major employer in Lobethal. – historic value in chimney and remnant wall – earliest extant fabric on the site.

1900 – 1920 – a variety of buildings erected as the Mill Most buildings replaced/ upgraded after 1914 fire. Only manager’s house, main building and some stores expanded and buildings were modernised. Fire through Mill survived. Buildings of this period of historic/ social value, as evidence of the impact of Boer War on 1914 – rebuilt afterwards. Increased production (and profit) production and local economy. Buildings along creek – 15, 16, 18, 19, 22 also early and illustrate the due to WW1 – uniforms and blankets. dependence of the Mill on water in the manufacturing process – some potentially pre-date fire. Land purchased 1917 to north of site (Blg 3 to 5 area) Expansion of Mill land holdings significant from this period. Buildings on these sites do not date from this Land purchased 1921 on opposite side of Adelaide Rd, time though. Growth in land holding and erection of new buildings illustrates results of WW1 activity on behind Hop Kiln (fmr Mill Shop on SHR) site – historic/ economic heritage value.

1929 - (now) Blg 5 erected – substantial structure on the site 1929 building a substantial landmark in Lobethal and illustrates the inter-war growth and state-wide – dominant saw-tooth roof. Boarding house erected for prosperity of the Mill. 1929 building an iconic image of industrial nature of the site. Historic value in 1929 additional staff. Company name changed to “Onkaparinga building as significant upgrade to site, reflecting 1920s prosperity of Mill Woollen Company Ltd’.

1930-1945 – Mill suffered during Depression, but quickly WW11 became economic boom for Mill. New buildings erected. Main employer in district. Growth of recovered, with new buildings erected on ‘old mill’ side. historic/ social importance, illustrating impact of WW11 on Mill and Lobethal. Open grass area in front of Substantial growth during WW11 – uniforms, blankets building 20 (now) used for staff recreation (croquet etc...) and more widely, as an open space for the Lobethal community for social recreation.

1945-58 – steady growth for Mill company. 1955 – two Further substantial growth period for Mill, illustrating the world-scale operations of the place – of State- storey finishing room erected. Three shift days in operation wide historic and economic significance. on the site.

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1958 – 1991 – Mill operations steadily grew, Onkaparinga Mill purchased other companies, expanded and was at threat of shareholder takeover. Mill’s demise in became a household name. Most of the buildings south of 1991 of economic significance – productive, but a victim of tariffs and corporate takeovers of 1980s. Adelaide Rd erected during this period. Buildings erected during this period include the historically significant Finishing room and office buildings. Building 12B (office) was substantially altered during this period. A new dining room was erected over the creek c1960 – but was utilitarian in design (no evidence of kitchen in 2014).

3. 3 Aesthetic/ scientific/ rarity analysis of structures and site

Aesthetic/ Scientific analysis, rarity Discussion 1920-50s buildings represent the 1920-1970s operation of The buildings of this period are utilitarian in design, but illustrate their purpose as industrial buildings – the place, the most prosperous period of the Mill. simple unadorned facades, south light saw-tooth roofs (for natural light), minimal external windows (no requirement for views in a factory), generously sized doors, internal areas and high clearances, construction of buildings over water course, siting of buildings to reflect weaving processes and manufacturing sequences. The buildings of the Mill site (north side) are of some aesthetic/ significance as collection of industrial buildings of the period, illustrating the functional needs of the operations on site. The buildings to the south side of the Adelaide Road are of lesser significance – typically were storage sheds or housed operations duplicated on other side of road – most built in 1950-70s period. 1875 boiler chimney and remnant wall of factory only The chimney shaft and remnant wall date from the early period of the Mill and are evidence of the early evidence of construction method of building type of the scale of operations on the Mill site. The chimney is evidence of times before electricity. Further, structures period. pre-date 1914 fire on site.

Rarity – comparison with other SA mills and industrial The Lobethal Mill is the only woollen mill listed on the SA State Heritage Register. It is a complex building complexes of the period industrial site and all spaces and buildings combine to tell the Mill story. It one of few extant mill complexes within an Australian context. For example, a substantial rival, Warrnambool Mill (purchaser of the Lobethal Mill) is now mostly demolished (2014). The Mill is of rarity heritage value as a complex industrial site representing the historic significance of the Mill – mostly during the early to mid 20th Century period.

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3. 4 Cultural Landscape analysis

Cultural Landscape- landscape, environment, circulation Discussion systems

Early grid pattern of 1841 Lobethal – Huffendorf land pattern Surveyed Huffendorf subdivision pattern ran east/west, with the creek in the centre of allotments. This arrangement was quickly adapted (road moved near creek for ease of access) Mill site on corner of town, but layout does not reflect subdivision pattern. – no cultural heritage value. Layout of Mill buildings along creek bed Most of the early buildings on the site were erected along the creek – an integral part of the fabric process (washing, stretching, dying etc...) The location of buildings adjacent the creek, over the creek and the culvert creek itself are of historic and scientific cultural landscape value. Significant views –looking west, from Woodside Rd; looking Views listed are of significant cultural landscape value. The blank facades and saw-tooth roofs of Building north up Adelaide/ Lobethal Rd; Looking South, down Main 3,4,5 and 21 are of landmark status – gateway buildings for the town – illustrating the dominant role of the St., view looking south/ north from Mill Rd, across roofs of industrial nature of the Mill in the development of Lobethal. Views across the site from Mill Road are of site significance, showing the conglomerate of roof forms, saw-tooth roofs and the industrial landscape of the complex of buildings, within the ‘19th C main street’ context of the townscape of Lobethal. 3. 5 Extant Significant Fabric, Heritage Curtilage and views

Degree of Significance Significant fabric, Curtilage and views which illustrate heritage values

Site Whole of Lobethal Woollen Mill site (north of Adelaide Rd) (1878-1960) Site north of Adelaide Rd selected to illustrate significance - core of the early growth of the illustrating the period 1877 – 1960 (key period illustrating site, centred around the creek and buildings extant are either of landmark status, or illustrate the stages growth and impact of World Wars on Mill and Lobethal) of the manufacturing process (buildings and spaces between), or the impact of 20th century war on the growth of the place. Buildings south of Adelaide Road predominantly date from post WW11 and are shedding, utilitarian in form and indistinguishable and ancillary in function. All buildings (and spaces between) and separate chimney are of significance as a complex Structures - High Significance

• 1877 Brick Boiler Chimney (State Heritage Place (1877) Whole of chimney, including brick extension to shaft. May be archaeological evidence of flue No. 16192) tunnel under roadway.

• 1877 Factory Walls (Three Walls – Rear of Building (1877) 3 x factory walls (formerly internal walls) including masonry, remnant window sashes, sills, lintels

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22, Side of Building 19 and Freestanding Wall) and central doorway. Built up former wall openings also of note. May be archaeological evidence under (State Heritage Place No. 16192) carpark bitumen. .

• Building 03 Former Yarn Store and Warp (c1950) red brick, steel framed saw tooth roof manufacturing building, including openings, service and and Weft Winding (c. 1947– goods doors and windows and access ramps of the Mill period. Roof lights are a distinctive feature. 1962)

• Building 04 Former Beam Store, Sample (c1948) red brick, steel framed saw tooth roof manufacturing building, including openings, service and Store & Design Office (1947– goods doors and access ramps of the Mill period. Roof lights are a distinctive feature. 1962)

• Building 05 Former Design Weaving, (1929) red brick, timber framed manufacturing building, featuring brick pilasters, ‘onkaparinga’ signage Weaving and Mending (1929) panels, saw tooth roof form. Includes goods doors and single door openings and windows. Render (already entered in the Register lintels over openings and roof lights are a distinctive feature. as part of State Heritage Place No. 16192).

• Building 14 Former Administration Office (c. (c1960) two storey brick structure, with rein concrete entry porch form, terrazzo steps, slate entry Post 1960? – Pre 1979) courtyard, concealed roof, aluminium framed windows and doors. Signage panel space (only) to front facade.

• Building 15 Former Tentering (c. Pre 1930s) (1929) red brick, timber framed saw tooth roof manufacturing building, including openings, render lintels, service and goods doors, windows and access ramps of the Mill period. Roof lights are a distinctive feature.

• Building 16 Former Tentering and Raising (1929) red brick, timber framed saw tooth roof manufacturing building, including openings, render lintels, (c. Pre 1930s) service and goods doors, windows and access ramps of the Mill period. Roof lights are a distinctive feature.

• Building 18 Former Raising (c pre1926) and (early 20thC) red brick, timber framed saw tooth roof manufacturing building, sited over the creek; Former Wet Finishing including openings, render lintels, service and goods doors, windows and access ramps of the Mill period. (c.pre1926) Roof lights are a distinctive feature.

• Building 19 Former Boiler House (c. Post (post 1914, but before 1930) boiler house, of steel and timber frame construction, clad with corrugated 1914 - Pre 1930) iron sheeting. Several early masonry walls are extant within the building of significance. Corrugated sheeting painted an inappropriate colour and is degraded.

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• Building 20 Former Blanket Finishing, (1954) Two storey timber/ steel framed building, with reinforced concrete beams incorporated in brick Mending and Rug Finishing walling. Building features of significance include - south facing saw tooth roof detailing, with steel framed (c.1954) windows and roof lights. A substantial awning canopy shelters the front loading bay. Rare timber floors remain inside. Archaeological potential underneath – location of significant ‘old well’

• Building 21 Former Fabric Finishing (c. Pre (?1883 (remnant) c1920s) single storey timber framed, masonry and corrugated iron clad building with 1926) multiple gable roofs finishing on angle, facing Adelaide/Lobethal Rd. High level glazing also of significance.

• Building 22 Former Fabric Dispatch (c. Post (1926/30) single storey masonry, timber framed and corrugated iron clad building. Dominant gable form 1926 - Pre 1930) facing the corner of the site. High level glazing and corrugated iron cladding of significance.

• Open spaces between buildings 4 Of significance – open spaces, remnant Mill era infrastructure, ramps, loading platforms, galvanised pipe handrails and any Mill era signage and lighting.

• Line Of Creek Of significance – concrete lining and line of creek, from Adelaide/Lobethal Road to northern edge of Building 3. Reflects alteration of creek for use in manufacturing processes.

Significance curtilage proposed generally reflects that of SA Significant Views Heritage Council Heritage Listing (2014) but includes view • Looking west along Woodside Rd, when entering intersection aspect as discussed (refer Map 1 for details) • Looking south, down Main Street • Looking north, Adelaide/Lobethal Rd intersection • view looking south/ north from Mill Rd, across roofs of site Moderate/ Low Significance

• Building 10 Former Dining Room (c. post (c1950s) Staff dining room erected in post-war period, to meet worker demand for such facilities. 1947 – pre 1962) Utilitarian in design/ facilities. No remaining evidence of kitchen of worker dining facilities – now an empty room. Dining room is of moderate to low significance as an illustration of provision of worker needs. Integrity of place now compromised. External form only of significance.

4 This is at variance to the Summary of State Heritage Place #26414 – not mentioned

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(c1940) Timber framed, corrugated iron and asbestos sheet clad shed, straddling creek underneath. Of low significance, illustrating relationship between creek and wool processes it housed. Original cladding a • Building 11 Former Grey Piece Store No.2 health hazard and timber framing compromised. Form, scale and location of shed of significance. (c. post 1937-1940s)

• External Recreation Area adjacent Building 14 Significant as recreational/ social space – maintenance of open space nature recommended.

No Significance (refer variances to SHP listing in footnotes)

• Building 2 5 brick construction shop (c1980) Erected c 1980s as commercial premises – no association with Woollen Mill.

• Building 07 6 Former Yarn Store 2 shed (c 1980s) Not extant 1982 – so if erected after this date, has only been associated with the site for a very short period – not of sufficient significance to be considered as important to the understanding of the Mill and its past activities.

• Building 12A 7 Former Office (Building 12A c. (c1960s) minor addition to former manager’s house – does not contribute to the heritage values of the post 1960) – minor structure not site. important to Mill processes

• Building 12B 8 Former Office (Building 12B (1904 and c1960s facelift) originally the Mill Managers dwelling – a significant place from 1904 – c.1904and 1960s upgrade) providing understanding of the past 24hr management and needs of the site. The dwelling was substantially altered c1960s though and the integrity of the dwelling is irreversibly compromised. The place no longer demonstrates its early 20th century significance.

• WC Block 9 No significance – erected post closure of Mill.

5 This is not scheduled in the Summary of State Heritage Place #26414. 6 This is at variance to the Lustri report and also the Summary of State Heritage Place #26414 – noted as ‘low significance’ 7 This is at variance to the Lustri report and also the Summary of State Heritage Place #26414 – noted as ‘low significance’ 8 This is at variance to the Lustri report and also the Summary of State Heritage Place #26414 – noted as ‘moderate significance’ 9 This is at variance to the Summary of State Heritage Place #26414 – noted as ‘low significance’

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4 Discussion of Cultural Significance

4. 1 Introduction In determining how and why places are esteemed as part of our heritage, the Australian Heritage Commission Act (Cwth) 1975 defined four types of value, which encompass the wide range of places that make up the National Estate. These criteria have been reinforced in the 1999 EPBC Act10. These four types: aesthetic, historic, scientific and social; have successively been defined in various ways by different state and local authorities throughout Australia, in an attempt to recognise the sum of our cultural heritage. A Statement of Cultural Significance is proposed in Section 6 STATEMENT OF CULTURAL SIGNIFICANCE. 4. 2 National Heritage Value The Lobethal Woollen Mill is not listed on Australia's National Heritage List. "The National Heritage List is a list of places with outstanding natural, Indigenous or historic heritage value to the nation"11. The Mill site is of significant interest, but it is arguable whether it is of 'outstanding' heritage value within the context of Australia. Examination of the heritage value of the place relative to other extant mills in Australia is beyond the scope of this Conservation Plan commission. 4. 3 State Heritage Value The Lobethal Woollen Mill site has been in part listed as a State Heritage Place since 2000 (item 16192). At the time, the South Australian State Heritage Branch determined that a ‘representational’ selection of buildings be listed, rather than the whole site. The boiler chimney, remnant 1877 factory walls, Building 5 and the former Mill Shop on the opposite side of the road (item 16195) were recorded as State Heritage Places. This led to difficulties in Council’s understanding of the heritage impact of proposed works on buildings adjacent to these listed places and the between spaces. The whole site was nominated for State Heritage listing in 2013 by a community member/s and the Register Committee of the South Australia Heritage Council assessed its heritage value. The Heritage Council endorsed the provisional listing of the whole Lobethal Woollen Mill site (NW side of Adelaide-Lobethal Road) 13 December 2013. As a result, works to any of the buildings and their setting require formal referral to the DEWNR State Heritage Unit for consideration. Adelaide Hills Council has undertaken to commission this Conservation Management Plan to provide policy for the future adaptation and use of the site, as part of a proposed future Heritage Agreement for the site. A Heritage Agreement between Council and DEWNR will allow management of the referral process and potentially reduce the number of Development Application referrals required into the future. The Heritage Agreement was yet to be drafted at the time of completion of this report. (May 2015)

10 Environment Protection and Biodiversity Conservation Act (2003) Aust. Government. 11 www.environment.gov.au/heritage/about/national/criteria.html

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4. 4 Heritage Value against South Australia Heritage Act Criteria An assessment of the cultural heritage significance of the former Lobethal Woollen Mill has been previously undertaken by SA Heritage Council’s Register Committee, considering the criteria for listing a heritage place under Section 16 of the SA Heritage Places Act (1993)

Criteria for Assessment of Cultural Heritage Significance (1993) Assessment of Mill against Section 16 criteria

Criterion A: It demonstrates important aspects of the evolution or pattern of the SA Heritage Council comment - “ being a significant surviving example of a woollen mill complex, State’s history, and representing the development and increasing significance of the Lobethal Woollen Mill over more than a century. The Onkaparinga Woollen Company site in Lobethal became the most important woollen mill in Australia and one of the State’s most significant industrial complexes.” – support statement – Mill had a national profile as ‘Onkaparinga’ and was an important part of textile manufacturing in SA and the Adelaide Hills. Criterion B: It has rare, uncommon or endangered qualities that are of cultural SA Heritage Council comment - “ being a rare intact example of a woollen mill complex comprising significance, a range of associated buildings and structures not found anywhere else in the State. The Lobethal Woollen Mill is not only a rare place, but also demonstrates an industrial process that is no longer practised. It is an industrial complex which incorporates working, living and recreational areas in particular dining rooms and external recreation spaces and demonstrates not only the Onkaparinga Woollen Company’s commitment to its workers but also the constraints of operating an industry in a rural location.” – fully agree – only extant mill complex in SA of the 19th/ 20th Century and key in the growth and development of Lobethal. Criterion C: it may yield information that will contribute to an understanding of the Criterion (c) does not apply – this criterion typically refers to places of natural and archaeological State’s history, including its natural history; or heritage value. Criterion D: It is an outstanding representative of a particular class of places of SA Heritage Council comment – “being South Australia’s most substantial and best surviving cultural significance, example of a woollen mill complex, a class of places which has made a significant contribution to the State’s industrial development. The number, type, size and scale of the individual buildings and structures that remain and the relationship between them contributes to the Lobethal Woollen Mill being an outstanding representative of a woollen mill.” Agree, buildings extant today provide a

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clear understanding of the processes and needs of a 19/20th century Woollen Mill – even though most machinery has been removed. Other fabric mills are no longer extant in SA. (eg: Pennys) Criterion E: it demonstrates a high degree of creative, aesthetic or technical Criterion (e) does not apply. The Mill buildings are typical, utilitarian buildings, designed for accomplishment or is an outstanding representative of particular purpose, over a span of many decades. The typical details – red brick facades, saw-tooth roof construction techniques or design characteristics; or forms, cement render lintels, goods doors and mix of remnant infrastructure all illustrate the practical industrial needs of the place. The buildings are typical in construction for the period. Therefore, the buildings of the site do not demonstrate a high degree of ‘creative, aesthetic or technical accomplishment’ or have ‘outstanding’ design/ construction attributes. Criterion F: it has strong cultural or spiritual associations for the community or a Criterion (f) does not apply. The Mill is a place of strong community association for the community group within it; or of Lobethal – as a working part of their lives in the 19th and 20th centuries. This association is not considered ‘strong’ when considered within a State-wide context. Criterion G: it has a special association with the life or work of a person or SA Heritage Council comment – “being the main representative of the Onkaparinga Woollen organisation or an event of historical importance Company, a South Australian manufacturing enterprise which developed an international reputation. The surviving group of mill buildings demonstrates the association with the Onkaparinga Woollen Company most visibly through the two buildings which bear the Company’s name: Buildings 5 and 14. These buildings visually linked the Mill to its products through the corporate logo.” Agree – association with the ‘Onkaparinga blanket’ brand is substantial in an SA and Australian context.

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5 Statement of Significance

The following Statement of Significance was entered in the South Australian Heritage Places Register.

Statement of Significance

“The Lobethal Woollen Mill is one of South Australia’s most significant industrial complexes, and the large numbers of surviving buildings represent 100 years of industrial, commercial and social development at the site. The place is an outstanding and rare example of an industrial group with the majority of the original buildings surviving, and has significant associations with the Onkaparinga Woollen Company, an enterprise that gained an international reputation and made South Australia a leader in woollen exports.”

The South Australian Heritage Council endorsed this Statement of Significance on 28 August 2014. The Statement reflects the heritage values of the place and is used as the basis of all conservation decisions in this Conservation Plan.

Refinement of Statement of Significance Further, this Conservation Management Plan recommends further definition of the Statement of Significance, to better illustrate the key components of the significance of the Mill site. It is advised that the period of Significance be defined from 1877 to 1960 and be confined to the northern section of the site (northwest of Adelaide Rd, as proposed by the SA Heritage Council), because the dates and location illustrate: • The early core of the site, centred around the creek and • buildings extant are of landmark status in significant views, • illustrate all the stages of the manufacturing process (buildings and spaces between), and • the substantial impact of 20th century war on the growth of the place.

Buildings south (south east) of Adelaide Road predominantly date from post WW11 and are sheds, utilitarian in form and indistinguishable in function and ancillary to the Mill operations.

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5.1.1 Significance of Components The following heritage components contribute to the cultural significance of the place Refer 4.4 Extant Significant Fabric, Heritage Curtilage and Views section of this Conservation Management Plan for further detail of elements of significance per place. The following components have been identified as having high heritage significance: (all ‘high’ components reflect # 26414 Summary of State Heritage Place unless noted)

• 1877 Brick Boiler Chimney (State Heritage Place No. 16192) • 1877 Factory Walls (Three Walls – Rear of Building 22, Side of Building 19 and Freestanding Wall) (State Heritage Place No. 16192) • Building 03 Former Yarn Store and Warp and Weft Winding (c. 1947– 1962) • Building 04 Former Beam Store, Sample Store & Design Office (1947– 1962) • Building 05 Former Design Weaving, Weaving and Mending (1929) (already entered in the Register as part of State Heritage Place No. 16192). • Building 14 Former Administration Office (c. Post 1960? – Pre 1979) • Building 15 Former Tentering (c. Pre 1930s) • Building 16 Former Tentering and Raising (c. Pre 1930s) • Building 18 Former Raising (c pre1926) and Former Wet Finishing (c.pre1926) • Building 19 Former Boiler House (c. Post 1914 - Pre 1930)

• Building 20 Former Blanket Finishing, Mending and Rug Finishing (c.1954) • Building 21 Former Fabric Finishing (c. Pre 1926) • Building 22 Former Fabric Dispatch (c. Post 1926 - Pre 1930) • Open Space between buildings (note - not included in # 26414 Summary of State Heritage Place) • Line Of Creek - as specified on Site Plan (note - not included in # 26414 Summary of State Heritage Place)

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Significant Views of high heritage significance include: (note - not included in # 26414 Summary of State Heritage Place)

• Looking west along Woodside Rd, when entering intersection • Looking south, down Main Street • Looking north, Adelaide/Lobethal Rd intersection • Looking south/ north from Mill Rd, across roofs of site The following components have been identified as having moderate heritage significance

• External Recreation area adjacent Building 14 The following components have been identified as having low heritage significance

• Building 10 Former Dining Room • Building 11 Former Grey Piece Store No.2 The following components are considered to be of no particular heritage significance

• Building 2 masonry shop/ store (note - not included in # 26414 Summary of State Heritage Place) • Building 07 Former Yarn Store 2 (note – listed as ‘low’ significance in # 26414 Summary of State Heritage Place) • Building 12A Former Office (Building 12A c. post 1960) (note – listed as ‘low’ significance in # 26414 Summary of State Heritage Place)

• Building 12B Former Office (Building 12B c.1904) (note – listed as ‘moderate’ significance in # 26414 Summary of State Heritage Place) • WC Block erected post closure of the Mill – no heritage value (note – listed as ‘low’ significance in # 26414 Summary of State Heritage Place)

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Map 1

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6 Conservation Policy

In Australia, the most widely acknowledged tool for the management of sites of heritage value is the Conservation Management Plan, "a document which sets out what is significant in a place and, consequently, what policies are appropriate to enable that significance to be retained in its future use and development. For most places it deals with the management of change."12 Change is managed through the use of conservation policies. Policies balance heritage values against physical condition, client requirements, external influences, interpretation and the promotion of the place/ landscape. Policies also guide the needs of management staff associated with the place. Policy recommendations are ‘legally non-binding’ though, except where specific policies are included in the statutory Heritage Agreement for the site. The Lobethal Woollen Mill Statement of Significance forms the basis of the consideration of all conservation policy for the place. All future work encompassing the conservation and future development of the site and associated heritage curtilage and landscape should be guided by the following principles, seeking to: - conserve the cultural significance and integrity; - prevent damage to or deterioration; - allow for the future maintenance; - permit future appropriate development; of the site, buildings, spaces between and views of identified heritage value. Adelaide Hills Council commissioned this Conservation Management Plan in support of a proposed Heritage Agreement for the Woollen Mill site between Council and the SA Minister for Sustainability, Environment and Conservation. Council recognises the heritage values of the site, but wishes to also manage the future economic viability of the place. Council already has an annually funded ‘Asset Replacement Schedule’ for the maintenance and management of the site. It supports the preparation of a Conservation Management Plan and potentially the use of a Heritage Agreement to provide developmental certainty for the site. The Conservation Management Plan is to provide suitable Conservation Policy for the conservation and adaptation of the place. Further, the aim is to identify certain appropriate conservation/ repair/ upgrade actions that potentially do not require formal referral to DEWNR State Heritage Unit, to be listed in a future Heritage Agreement for the site (CP-19). Until an agreement is established, these actions will still require Development Approval and DEWNR State Heritage Unit referral. Relevant Conservation Policy is numbered below (eg: CP01) under several headings, for simple reference. 6.1 Conservation Works – Buildings (CP-01 to CP-18) 6.2 Potential future Heritage Agreement Exemptions (DEWNR Referral) (CP-19) 6.3 Statutory Requirements (CP-20 to CP-22) 6.4 Future Actions & Planning on Site (CP-23 to CP-33) 6.5 Interpretation of Site (CP-34)

12 2000 Kerr, p1

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Issue/risk Discussion Policy Outcome Demolition Demolition of places that contribute to the CP-01 – demolition of buildings Maintenance of heritage values, heritage value of the site would result in Demolition of extant buildings and features listed in the SA Heritage Places Register cannot be but management of structurally irreversible loss of significance demolished, unless they collapse, are burnt out or become structurally unsound. Places excluded from the unsound property. listing can potentially be demolished (subject to State Heritage Unit consent) Demolition of any building within the # 26414 polygon requires Development Approval – whether specifically heritage listed or not. Roofing – leaking Roof sheeting and galvanised steel/ lead CP-02 – roof leaks To be managed as required – All buildings sheet flashings/ cappings/ box gutters may Locally repair/ replace failed flashings/ cappings/ roof sheets with galvanised steel sheeting - same for as a maintenance item be failing/ junctions moved. Cut-in parapet compatibility. Avoid replacement of material beyond that failed. Use short sheet lengths for roofing, where roof flashings may have dislodged. in view of site. Minimise use of silicone caulking and match colours with roof material. Re-set stepped wall flashings with lead or galv plugs and repoint wall mortar to match exg. Roofing – Dangerous material – now brittle and CP-03 – asbestos sheet roof replacement Removal of health risk to site. replacement of hazardous to health. Replace any remnant corrugated asbestos roof sheeting with galvanised corrugated roof sheeting. Remove asbestos sheeting to Aust Guidelines and Workplace requirements Building (15) min. Roofing – gutters, Buildings on the site have a mix of gutter CP-04 gutter replacement Maintenance of watertight rainwater heads styles – box, OG profile and D profile, in Locally repair/ replace failed gutters, rain water heads and downpipes with galvanised steel same for buildings and suitable and downpipes various states of repair. compatibility. Avoid replacement of material beyond that failed. Minimise use of silicone caulking and match management of site storm All buildings colour with gutter material. Solder joins where possible – esp. rain water heads. Do not paint rain water water runoff goods if previously unpainted, or if whole of spouting replaced. Install additional UPVC downpipes internally in concealed locations if greater capacity required for box gutters Roofing – flues, Many buildings include recent extraction CP-05 – Flue repairs/ new flues/ vents/ aerials Maintain heritage setting of vents, aerials flues on roof Replace exg flues as necessary with galvanised or grey painted metal, locate in centre of roof area, away significant buildings on the site from facades. Parapet copings Many masonry parapets (mostly to saw- CP-06 – parapet copings Maintenance of parapets – a Buildings 3, 4, 5, tooth roof buildings) are in poor condition, Replace loose or missing double cant bricks to parapets – use lime rich mortar. Reinstate unconsolidated/ unique heritage feature of the 15, 16, 17, 18, 19, with bricks lost and copings deteriorated – missing stucco finish to rears of parapets where failed. place. 20, 21, 22 resulting in water ingress into walling Replace loose/ weathered sections of render coping to top of walls with cement rich mix. Glazing – saw- Glazing is mounted in simple timber/ steel CP-07 - roof level glazing Maintenance of high level tooth roof & upper frames, is missing in areas and is subject to Replace glazing where broken or missing with toughened/ or laminated clear glass to suit BCA windows – a unique heritage wall glazing leakage. requirements. Re-caulk windows where damaged/ missing with glazing putty to match. Replace operable feature of the place. Buildings 3, 4, 5, Louvre windows are corroded or fixed louvres with new operable, or alternately fixed glazing where required. Maintain all existing window Improvement of internal safety 15, 16, 17, 18, 19, blade. mullions in repair works and replace to match if deteriorated. Replace window sills where weathered to for occupants 20, 21, 22 Most glazing is unlikely to be BCA compliant match same. New aluminium window framing not acceptable. as safety glass. Walls – rising Poor site drainage, later stucco facing of CP-08.1 rising damp damage to walls Allows conservation of building damp walls, poor spouting, along with later Identify cause in each case and remediate. Divert site drainage, repair spouting, remove later stucco fabric and also maintains Generally, but also construction of rein concrete floor slabs (render) finish to affected area (inside/ outside). Rake out salt affected mortar and apply 3 x poultices to ‘healthy’ building environments specifically have resulted in bluestone and face red draw moisture (Westox or similar) inside for food production buildings 15, 16, brick external (and sometimes internal) Reinstate bitumen DPC if evident in face brick walls with bitumen tar mix and allow wall to dry before tenants (and rear of 19, 22) walls becoming affected by the effects of painting and repointing brickwork with lime based mortar. rising damp If floor slab/ paving inside/ outside breaches original damp proof course, insert a new gravity fed siloxane

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111 Conservation Policy –6.1 Conservation Works - Buildings

Issue/risk Discussion Policy Outcome DPC above paving/ floor level. Allow wall to dry (2 yrs typical) and remove salt affected material and repoint with lime mortar to match. If later concrete slab laid against damp affected wall as base for mechanical plant, cut slab clear of affected wall to prevent breaching of original DPC – allow drainage in new cut area. CP-08.2 blg 15/16 – rising damp damage to walls – Remove soil/ paving against wall and reinstate lowered drain. Remove stucco finish to walls and either reinstate exg DPC or inject new DPC above internal floor level. Apply poultice as noted. Repoint face brickwork with lime pointing mortar, to keep weather resistant. CP-08.03 Blg 19 & 22 (rear bluestone walls only) – rising damp damage Manage site drainage and install new perimeter drain (isolated from walls) to base of wall to remove site water. Insert a new gravity fed siloxane DPC above paving/ floor level. Allow wall to dry (2 yrs typical) and remove salt affected material and repoint with lime mortar to match. Consider finishing bluestone wall with lime-based topping mortar, to match finish of upper part of wall for further weathering assistance. Actions may have to be repeated over time – difficult to manage rising damp in wall as external face was originally detailed as internal face of building. External walls – Several buildings have been damaged by CP-09.1 impact damage to walls The structural integrity of face impact damage & truck impacts and former factory activities. Past corner impact damage to building corners should remain, to illustrate past use of the place. Where brick walls will be maintained. weathering (brick Further, face brickwork mortar is weathered bricks are dislodged, or fracturing/ cracking has caused water to enter walls, the subject brick should be and stucco) in areas, due to past roof leakage, general locally replaced and the crack repointed with lime mortar. Consider installing hardwood timber plates to weathering, or being exposed to the walls to match original timber ‘bumpers’ or cast bollards in the ground near building corners at risk of future elements once other adjacent shedding was impact. removed in the past CP-09.2 weathering of pointing – face brick external walls. Once moisture problem is addressed, rake out unconsolidated mortar (by hand methods) and repoint using lime mortar, struck and coloured to match surrounding mortar. Repoint areas where mortar has failed or is missing. External walls – Several now external walls were originally CP-10 –management of external walls which were once internal walls Maintenance of historically previously inside buildings, protected from the weather. Maintain extant earlier stucco render finishes where consolidated and finish with breathable paint finish important and interpretable internal walls These facades were exposed after a fire (not acrylic paint). Rake out unconsolidated mortar (by hand methods) and repoint using lime mortar, struck wall fabric. Face red brick Mill and the later realignment of Mill Rd after and coloured to match surrounding mortar. Repoint areas where mortar has failed or is missing to keep Rd facades of 1994. water out of walls. Avoid painting face brickwork except where previously painted (pre 1990). Painting of buildings 15, 16, 18 face brick will prevent the natural movement of moisture through walls. and 19. Also west faced of Blg 4 & 5 Repair of 1877 As above, this bluestone wall was originally CP-11 – 1877 Mill building wall conservation works Retention of earliest walls on masonry wall – the inside face of the 1877 Mill building. It is Maintain wall and stabilise condition. Undertake damp proofing works as per CP-08.03. Cap remnant site – historically important, but west face of one of the earliest extant walls on the site, timber window sills with galvanised sheet flashing. Apply oil finish to exposed remnant window framing and in very poor condition. Building 22, south but is in a very poor state of repair timber lintels. Replace decayed bluestones where structurally unsound. Stabilise wall surface through face of building 19 application of lime based face render over all masonry, applied to match current finish. Remove remnant acrylic paint to wall. Paint all of wall with limewash and maintain finish on regular basis. Refer ‘Future Development for future management of walls in long term.

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112 Conservation Policy –6.1 Conservation Works - Buildings

Issue/risk Discussion Policy Outcome Repair/ Several buildings incorporate corrugated CP-12 – repair/ replacement of corrugated iron sheet wall linings Maintenance of a weather tight replacement of iron sheet wall linings – as entire walls, or Locally replace sections of corrugated iron sheeting as required where corroded or failed. Replace wall cladding in a compatible corrugated iron as infill panels to masonry walls. flashings/ cappings to match existing. Replace with same depth profile and length sheeting, galvanised manner sheet wall linings finish. Use fixings to match those common to sheeting surrounding the repairs. Apply paint finish if Building 19, 21, 22, required. Do not use colorbond finished sheeting. Replacement of Dangerous material – now brittle and CP-13 – asbestos sheet wall cladding replacement Removal of health risk to site. asbestos sheet hazardous to health. Replace any remnant corrugated asbestos roof sheeting and flashings/ cappings with galvanised product wall corrugated roof sheeting and associated flashings/ cappings. Remove to Aust Guidelines and Workplace linings requirements. Maintain existing window and door openings. Building 15 and any others Roof and site A mix of drainage systems are extant at CP-14 – site runoff and roof drainage Management of surface water drainage present and some site areas have no Develop an integrated approach to site drainage. All downpipes are to be connected to sub-surface around buildings, reduction in Generally, but also drainage. Poor surface water run-off is drainage pipework, rather than be run onto paving areas. External paving should be locally altered to drain rising damp to walls, better in front of Building exacerbating rising damp problems in away from buildings and to avoid surface water draining into wall vents. Paving should also be isolated amenity for tenants. 15 and to rear of external walling of buildings. from external building walls. Low lying paving areas require additional grated drains to remove site water. Building 15, 16, 18, Develop drainage trench along the facade of Building 15 – as per policy CP-08.1. Develop a grated, sloped 19, 22, front of Blg drain along the Mill Rd facades of all buildings, to manage water runoff and prevent water entry into 4 perimeter walls. Paving – damage Bitumen, brick and concrete paving reflects CP-15 – paving repairs Maintenance of safe, paved Repairs in general past use of the place, but has been Locally repair existing paving where failed, maintaining the mix of brick, concrete and bitumen paving surfaces and continuation of damaged in areas due to truck activity extant on the site. Aim to replace sections of bitumen, rather than undertaking ‘pot hole’ repairs – will paving types which illustrate provide a more durable surface. Consider using rein. concrete slab paving where vehicle turning circles are the heritage features of the causing failure of bitumen. Avoid laying concrete unit pavers, or other ‘decorative’ paving units. The aim to place. maintain the functional, industrial finish to paved areas. Painting of Constantly required – numerous doors and CP-16 – painting of timberwork, brickwork, masonry, corrugated iron sheet and steelwork Paint systems suitable to timberwork, windows in varying states of repair and Prepare substrate to painting manufacturer’s instructions. Secure any glazing using glazier’s putty. Fill substrates used, conserving masonry, inappropriate paint systems used for face timber holes/ weathering using appropriate filler to suit purpose. Treat any corrosion to steel framing and significant building fabric and corrugated iron brickwork. corrugated iron sheeting using rust convertor. Prime and paint – gloss finish to timberwork and steelwork. reducing on-going and steelwork – Progressively remove acrylic paint finish to face brickwork and apply brickwash, or mineral silicate paint maintenance costs. existing fascias, finish, to more appropriately manage moisture movement through walls. doors and windows Colours/ paint systems generally: Exterior brickwork Stucco/ Timber Steel Timber Rainwater other Colours selected to maintain Render doors windows windows Goods consistency of colour, selected Blg 2 face n/a n/a n/a n/a exg Fascia etc.. as required. for compatibility with era of Blg 3,4,5 Face, or Face, or Solver ‘Mid- Solver ‘Mid- Solver ‘Mid- Red to match Paint previous internal Solver Broken White green’ green’ or green’ brick, or plaster to interp. Colour significance of site. Mesa Red Broken White galvanised scheme Blg 7 n/a n/a n/a n/a n/a Paint PVC to Timber fascias – Solver match Light Crème galvanised

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113 Conservation Policy –6.1 Conservation Works - Buildings

Issue/risk Discussion Policy Outcome Exterior brickwork Stucco/ Timber doors Steel windows Timber Rainwater other Render windows Goods Blg 10 face Solver Light Solver Broken Solver Light Solver Light Solver Broken Timber eaves/ fascias – Crème White Crème Crème White Solver Broken White Blg 11 n/a n/a Solver ‘Mid- n/a n/a galvanised Timber fascias – Solver green’ Light Crème Blg 12a face n/a Solver Broken Solver Broken Solver Broken Solver Broken Fascia etc.. as required. White White White White

Blg 12b Face, or n/a Solver Broken Solver Broken Solver Broken Solver Broken Fascia etc.. to match as Solver White White White White required. Mesa Red Blg 14 n/a Solver Mesa Solver Broken Solver Broken Solver Broken Galv, or wall Fascia etc.. to match as Red & Light White White or White colour required. Crème aluminium Blg 15 Face, or Face, or Solver ‘Mid- Solver Solver ‘Mid- Red to match Only repaint previously Solver Broken White green’ ‘Broken White green’ brick, or painted face brickwork Mesa Red galvanised where prev painted Blg 16 Face, or Face, or Solver ‘Mid- Solver Solver ‘Mid- Red to match Only repaint previously Solver Broken White green’ ‘Broken White green’ brick, or painted face brickwork Mesa Red galvanised where prev painted Blg 17, 18 Face, or Face, or Solver ‘Mid- Solver Solver ‘Mid- Red to match Only repaint previously Solver Broken White green’ ‘Broken White green’ brick, or painted face brickwork Mesa Red galvanised Paint face render where where prev protection required painted Blg 19 face Face, or Solver ‘Mid- Solver Solver ‘Mid- galvanised Either re-paint CGI to Broken White green’ ‘Broken White green’ match galv finish, or Do not paint when replaced, do not 1877 paint. masonry. Blg 20 face Face, or Solver ‘Mid- Solver Solver ‘Mid- Red to match Paint awning canopy Solver Mesa green’ ‘Broken White green’ brick, or Solver Broken White Red to wall galvanised banding Blg 21 face, or Mesa Red & Solver ‘Mid- Solver Solver ‘Mid- Red to match Ideally, render finish Solver light crème green’ ‘Broken White green’ brick, or should be removed and Mesa Red where prev galvanised stonework repointed. & light painted crème if prev paint Blg 22 face, or Mesa Red & Solver ‘Mid- Solver Solver ‘Mid- Red to match Do not repaint (now) Solver light crème green’ ‘Broken White green’ brick, or external face of 1877 wall Mesa Red where prev galvanised of Blg 22, other than & light painted painted parapet – paint crème if Solver broken white prev paint– (similar to whitewash) ref ‘other’

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114 Conservation Policy –6.1 Conservation Works - Buildings

Issue/risk Discussion Policy Outcome Interior brickwork Stucco/ Timber doors Steel windows Timber Later walls other Render windows Blgs - all Maintain Maintain face As selected Solver As selected n/a Mostly – internal colours face finish finish unless ‘Broken White as selected unless prev prev painted – painted – then colour as then colour selected as selected Chimney repairs – Chimney now stands separated from site, CP- 17.1 – repairs to boiler chimney Conservation of chimney flue – boiler chimney due to realignment of Mill Rd. Condition of Repairs required include site management, management of moisture in masonry and capping of top. an important part of the early Site management, chimney compromised , as early attached Further recommend that a structural engineering assessment of the structure be undertaken by a suitably operation of the Mill. repointing, capping buildings no longer extant. qualified engineer, to confirm structural, seismic stability of chimney. Confirm structural adequacy of steel of top strapping around brick flue shaft. Obtain engineering advice regarding cracking evident in masonry above Understanding of the structural flue opening in chimney base. adequacy of the chimney flue CP-17.2 – site management around chimney and stabilisation of the Substantial rising damp damage to base of chimney – bluestone and brick quoins. Recommend that sealed structure. apron of reinforced concrete be laid around base, to divert water away from rear and sides of chimney. Fall to suit water runoff and colour to match surrounds. CP-17.3 – masonry/ repointing Once site drainage managed, rake out failed pointing mortar and later cement based pointing mortar. Stabilise rendered apron dressing to top of base and replace failed sections to match. Replace failed bricks (to match) towards top of flue shaft – substantial area. Repoint masonry using lime mortar to match in colour and finish – bluestone base and brick chimney shaft. Maintain remnant stucco finish to top of flue. CP17.4 – capping of chimney Stabilise coping bricks and secure all bricks at chimney top. Fit FCS cap over shaft and finish with galvanised sheet/ lead sheet cover. Overhang cap 50mm all sides, so drains clear of brick shaft. Termite damage Little timber remains to flooring, but CP-18.1 – termites - conditions Conservation and on-going and fungal rot of conditions on site (damp, wet/ dry) are Ensure adequate ventilation to remaining sub-floor spaces. Remove any loose timber laying on the ground management of termite activity timberwork appropriate for termite activity. Loss of from the site. and fungal rot of significant timber building fabric (floors, door joinery, CP-18.2 – termite management programme timber elements on the site. structural sections) needs to be avoided Undertake annual inspection/ pesticide spray programme for whole site, to manage termite activity through where possible. site. Replace to match timber elements compromised by white ant action. Wood rot is evident to sections of timber CP-18.3 – fungal rot repairs to timber fascia – due to leaking gutters. Replace rotten sections of fascia to match existing in profile. Scarf joins. Rectify roof/ gutter leakage issue. Prepare and paint new timber repairs.

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115 Conservation Policy – 6.2 Heritage Agreement Exemptions (DEWNR Referral)

Issue/risk Discussion Policy Outcome Future Heritage Adelaide Hills Council (owner) has CP-19 – Works which could be incorporated into a future Heritage Agreement, to negate referral to Reduce ‘red tape’ and referral Agreement requested consideration of ‘exemptions’, to DEWNR Heritage Unit. Note: until Heritage Agreement established, these works still require DEWNR times, but ensure heritage Exemptions reduce red tape and omit referral of certain Heritage Unit Referral and Development Approval from AHC. values still maintained. ‘development’ actions to DEWNR Heritage Unit – to be listed and agreed in a future Heritage Agreement for the site. Building New New openings signage Floor New pipework, electrical, lights Other items openings – – interior finishes internal etc exterior walls 3, New openings New openings As per signage New internal New internal • Interior – surface mount New roller doors - galvanised finish 4, – for access, guidelines floors (New walls ( walls piping, conduits, egress 5, window and monolithic should be signs/ lighting, lighting. Window security – use s/s mesh in services floors to be framed and simple frame, rather than aluminium 10 , Selections not a heritage penetrations physically removable in issue. grilles 14, (under 300mm isolated from construction) • Exterior – utilitarian style 15, dia) masonry walls) weatherproof lighting Replacement of wall vents like for like 16, appropriate. Surface mount 17, Terrazzo and conduits and feed to interior External and internal painting – as per 18, timber floors where possible. policy CP-16 19, to Building 20 • Mechanical plant – New/ and Building 20, upgrades/ replacement of 21 are not to 21, A/C and refrigeration plant – be removed/ only if in nominated a/c plant 22 altered without compounds and roof DEWNR mounted as per typical detail Heritage Unit nominated in this CMP Referral and • Painting – if matches CP-16 Approval schedule 7, New openings New openings As per signage New floors New walls • Interior – all works. n/a 11, guidelines • Exterior – utilitarian style 12a, weatherproof lighting 12b, appropriate. Surface mount conduits and feed to interior public where possible. toilets, • Mechanical plant – New/ upgrades/ replacement of A/C and refrigeration plant – only if in nominated a/c plant compounds and roof mounted as per typical detail nominated in this CMP • Painting – if matches CP-16 schedule

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116 Conservation Policy – 6.3 Statutory Requirements

Issue/risk Discussion Policy Outcome Heritage Refer Part 6 Heritage Agreements (SA CP-20 – ongoing management of place through Heritage Agreement Reduced referrals to DEWNR, management – Heritage Places Act 1993) In particular: s33 Items/ works listed in CP-19 – are proposed for inclusion in a future Heritage Agreement for the site. Under streamlined management of Heritage (d) “provide for the management of the land, such an agreement, management will still be required to lodge a Development Application for such works agreed minor works to whole of Agreement to or any place, specimens or artefacts on or with Adelaide Hills Council, but DEWNR Referral (and fee) not required. site reduce DEWNR in the land, in accordance with a particular Full Development Approval and DEWNR Heritage Unit referral still needed for any work actions until Referrals for minor management plan or in accordance with Heritage Agreement is put in place. works under the SA management plans to be agreed from time Heritage Places Act to time between the Minister and the owner” 1993 Aim is to exempt certain minor works from DEWNR referral. Dual State The State Heritage Place listing for the CP-21 – State Heritage entry to the SA Heritage Places Register Clear understanding and Heritage listing of whole place (2013) will not supersede the SA Heritage Register entry # 26414 (2013) should be primarily referenced regarding the heritage values of simple administration of future place – heritage earlier 16192 (2000) State Heritage listing of the Lobethal Woollen Mill site. It is a more comprehensive analysis and assessment of the heritage values works to the Mill site. values at risk due part of the Mill site, due to the requirements of the place than the earlier entry for the Place 16192. Both Heritage Register entries have equal legal to dual heritage of the State Heritage Places Act. Both status, one is for parts of the Mill site, the other covers most of the pre 1950 site. listing of Place. listings will remain on the Heritage Register. Therefore, it is recommended that listing 26414 (2013) be the primary heritage listing referenced for the site, as the Statement of Significance is more comprehensive and the heritage values of the whole site are considered. Consistency in SA Heritage Register entry # 26414 (2013) CP-21.1– State Heritage entry to be updated Clear understanding and Heritage listing of lists the components of the site, scheduling SA Heritage Register entry # 26414 (2013) should be updated to reflect findings of this CMP. Further, simple administration of future place – heritage High, Moderate, Low or non significant. Register entry ‘Summary Report’ should be completed as per DEWNR template policy – including a works to the Mill site. values are at risk Some components of the site are not ‘commentary on the listing’ - clearly scheduling degree of significance and ‘exclusions’ of components on due to conflicting mentioned at all. Consistency of listing, the site. understanding of considering the #26414 listing, the Lustri degree of report and this CMP would provide clarity of significance of parts relative significance for the future of site – CMP vs development of the site. SHP listing Other Statutory Equitable access, BCA and OHW&S CP-22.1 – Conflicting Statutory obligations Provides informed opinion in Obligations requirements need to be managed to allow Equitable access provisions, safe work areas, storage of gas bottles, emergency lighting, fire fighting relation to statutory Heritage values at the continuing use of the place, but these access etc...needs should be assessed with due consideration of the heritage value of the Place. Solutions management of use of the Mill risk due to over- issues may impact on heritage values. should be sought which do not compromise identified heritage fabric and significant views of the place. site into the future riding requirements Most of these needs have been addressed appropriately in earlier years. Some of these future needs have of other statutory been addressed in this Conservation Management Plan. obligations CP-22.2 – Fire Protection requirements Most required Fire compliance works have been completed on site to date. Should further tenancies be created in the future in buildings (for example Building 19, 21, or 22) walling is to be erected in a manner

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117 Conservation Policy – 6.3 Statutory Requirements

Issue/risk Discussion Policy Outcome similar to that completed in Building 5. Emergency and Evacuation signage/ lighting is to be surface mounted and reversible and additional exits in walls only formed where heritage fabric is not adversely compromised. Given future locations of exits are unknown at present; all exits would be subject to SA DEWNR assessment. CP-22.3 – Workplace Safety – storage of fuel and waste products The site contains several tenancies which require a gas fuel supply. There is no gas mains supply in Lobethal. Locations for gas storage tanks should be centralised for easy access, but also be located away from public areas and general views of heritage value. Gas bottles should be located in screened compounds, or in designated areas between perimeter buildings and Mill Rd. Location subject to supplier and regulatory requirements. Many tenancies also store waste products on site and arrange for them to be pumped out at intervals. Such waste should also be managed in a centralised manner, to avoid ‘pump out’ incidents. In the long term, sewer points should be upgraded to manage such food waste. CP-22.4 – trip hazards and equitable access Equitable access to buildings is an expectation within the public environment. Several buildings are not at grade, so solutions which minimise handrails, ramps and alteration of significant door openings are encouraged. The design of access ramps which reflect the aesthetics of existing goods loading ramps is encouraged. Many entry doors are large, timber sliding doors – requiring considerable effort to open. Equitable access swing doors should be incorporated where such access is expected, but in locations which avoid loss of brick walling. External paving through the site is of mixed material and level, reflecting the accretional nature and functional needs of the Mill site. Loss of this paving would compromise heritage value. Alterations to paving for equitable access or to reduce trip hazards should be localised and incorporate concrete, bitumen or steel chequer-plate materials for ramps/ transition paving.

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118 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome AHBTC Vision Vision - The new (recent) vision developed CP-23 – AHBTC vision to be supported for the site Continuation of use and Employment, use of by the community and the AHBTC Advisory The vision for the site should continue to be compatible with the heritage values of the place. The past conservation of the Mill site buildings, economic Group is to achieve “a vibrant, diverse and approach of encouraging low-impact business development on the site has resulted in more people being and buildings. incubator for sustainable business, tourism and employed on the site today than at the closure of the Mill (AHBTC, 2014). Revenue from site tenants has Lobethal and community hub in the Adelaide Hills’” been used to undertake basic repair and upgrade works, to allow the buildings of the site to continue to be beyond How can the Mill site continue to support the used. vision of the AHBTC? Future development of the site into the future should build on this past operational approach, setting in place a management framework which provides a sustainable revenue stream for ongoing conservation and upgrade of the buildings on the site. Appropriate uses/ Most tenants are food/ beverage producers, CP-24 – tenant mix Supporting full occupation Tenants but one light industry tenant remains – Tenant mix should be compatible with the building fabric of the place and be able to be accommodated (income) of the site, while also causing delivery, fabrication, waste and within the existing footprint of buildings on the site, without alterations which compromise the heritage selecting tenants who have safety issues for food production and values of the place. Current tenancies only have a minor degree of intervention to heritage fabric and are little permanent impact on the tourism opportunities into the future supported. Such uses include food production, wine making/ sales, cafes, commercial businesses, tourism heritage values of the place. related businesses, food sales, recreation activities. The one ‘light-industry’ operation on the site is not Also supporting uses which compatible with the heritage values of the space – large storage areas are required, substantial trucks further enhance community need to manoeuvre through the site with goods and the tenant operates between buildings, making public and tourist strategies. access in the laneways between difficult to manage from a safety point of view. Vehicular Access Current vehicle movement on site is CP-25.1 – vehicle movement on site Regulated road network, to unregulated. There are demands for A vehicle movement strategy should allow the practical servicing of tenancies, but in a manner which does control vehicle/ pedestrian parking, deliveries and equitable access to not adversely impact on the heritage values of the site. Roads can be concrete or bitumen in finish, to interface and reduce risk of the site. Traffic flow has been in part continue the established paving character of the Mill site. Refer Map 2. damage to buildings. structured to encourage one-way CP-25.2 – loop road movement, but the whole route has yet to A permanent one-way shared zone loop road from the north carpark, around Building 3,4,5, exiting be formalised. adjacent the ‘village green’ should be formalised for goods and services deliveries. The road should be speed limited and be able to be closed as required. Refer Map 2. CP-25.3 – services delivery A deliveries point should also be developed in the 17,18,19 buildings courtyard, with a time limit, to avoid vehicle/ pedestrian conflicts during the day. Additional opportunities exist to discretely service buildings 19 and 22 from the small south carpark. Refer Map 2.

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119 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome Pedestrian Pedestrian access is available for the whole CP-26.1 – pedestrian movement/ access Improved pedestrian safety Access site at present, except along the creek edge A pedestrian movement strategy should be developed through the Master Plan to ensure pedestrian safety, through the site. Improved (rear Building 3, 4, 5), which is closed off full and permeable access to the site (especially from the north carpark) and facilitate pedestrian activity pedestrian access through the after hours. Further, light industry vehicles through the site and off the street (for commercial, community and heritage tourism benefits) Refer Map 2. site – improving heritage cause conflicts/ safety issues both sides of CP-26.2 – shared zone carriageways tourism and commercial Building 4. Pedestrian/ vehicular conflict Driveways should ideally be developed as ‘shared zone’ carriageways and speed limited. Refer Map 2. opportunities also occurs along the driveway adjacent CP26.3 – access west of Buildings 3, 4, 5 Building 5 A clearly defined pedestrian pathway should be established from the north carpark to the centre of the site. Pedestrian/ vehicle use/ conflicts need to be managed in the Master Plan .Opportunity should be made to develop the pathway along the creek edge, improving the amenity of the creek and area in general. Refer Map 2. CP-26.4 – access across front of Buildings 3,4,5 Removal of carparking and a loading area in front of building 4 will allow development of the area and a safer environment for pedestrian activity. Refer Map 2. CP-26.5 – improve pedestrian linkages across the site Consider upgrading the current service driveway link in Building 5 for exclusive pedestrian use during weekends – providing a visual and physical connection between the ‘village green’ open space and the forecourt of Building 3 and 4 – better connecting the site with Lobethal’s Main Street. Refer Map 2.

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120 Conservation Policy – 6.4 Future Actions & Planning on Site

Map 2

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121 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome Management of Lobethal has little open public space in the CP-27.1 – open space strategy Enhanced community and Open Space – Main Street precinct. The historic open Utilise open space (‘village green” area and areas outside Building 3 and 4) as community development heritage tourism spaces within green areas space on the Mill site (former staff sports/ and heritage tourism spaces. Develop strategy for interpretation to past uses and use strategy for the Lobethal – better integrating recreation area) provides an opportunity for future. Landscape, signpost and light outdoor spaces to create areas of safety and flexibility. Design paved site with town and community. open space, for community use and tourism surfaces, seating, planters etc... to reflect the historic character of the Woollen Mill landscape. potential. The space in front of Building 3 CP-27.2 - Uses and 4 provides further open space Consider temporary uses such as markets and event spaces. Maintain open space and landscape to allow opportunities for the site and town. functions. Use open spaces for community events, to better integrate Mill site into town’s urban spaces. CP-27.3 – activation Develop built form edge of outdoor spaces to allow greater permeability of activity, thus further activating spaces. Consider further door/ window openings, roller doors etc.. in surrounding buildings – appropriately designed to maintain heritage values of extant buildings. Consider replacement of current toilet building with a building incorporating facilities which would serve ‘village green’ space. Management of Creek integral with heritage value of the Mill CP-28.1 – creek corridor Enhance natural asset and creek corridor – the reason for its location. Location of Creek is an integral part of the heritage value of the site and should be conserved in its current form – as a highlight valuable role of creek sheds/ buildings 11, 15, 16, 17, 18, 19 over concrete culvert, running under Mill buildings. in the past industrial processes the creek illustrate historic function of Mill CP-28.2 - concrete culvert repairs on the site. site – use of water in manufacturing Creek should be cleared of debris and vegetation, concrete repaired and corroded steel replaced. Failed processes. The creek is in a poor state of steel pipe balustrades/ fencing should be replaced to match. Consider installation of galvanised steel mesh repair though and is a mix of concrete screening to provide safe balustrade. culvert and unmade bank. Access and CP-28.3 – creek beyond culvert crossing points are few in number. Water Creek banks north of Building 7 – clear banks and remodel creek bed to a more natural state, from Building course is currently undermining paved 7 to the northern boundary of the current carpark. Consult NRM Board for requirements. Develop areas outside Building 10 and 4/5. pedestrian bridge access point across to Mill Rd.

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122 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome Management of Spaces between buildings are of heritage CP-29.1– open space management between buildings Spaces between buildings are spaces between value – equal to the buildings themselves. Maintain open space nature of spaces between extant buildings on the site. a part of the heritage listing of buildings The accretional facades, redundant CP-29.2 – infill development the whole site and services, remnant cart rails, paving, drains, Maintain open space between buildings in laneways. Do not enclose spaces with roofs or transparent development should be roof lines and building relationships are all roofing. Temporary membrane ‘sails’ or canopies and ‘cafe umbrellas’ may be appropriate. managed in a manner similar part of the heritage fabric of the place. CP-29.3 – porches, verandahs to that for buildings on the site. Management of these spaces is as Existing doorway porches should remain and not be removed to suit vehicular access requirements. Future important as development of the buildings awnings over windows and doorways are supported and should reflect simple design types of the period – themselves. 35-40 degree pitch, cantilevered out from wall, framed in timber, clad with corrugated galvanised ‘mini-orb’ profile or corrugated profile sheeting. CP-29.4 – waste management in laneways Rubbish bins and recycling bins should be removed from laneways where possible, as they adversely impact on the historic presentation of laneway spaces. If not removed, screened compounds should be erected in discrete locations, clad with timber plank or corrugated, galvanised steel sheeting – materials common to the era of significance of the Mill site. Refer Map 3. CP-29.5 – Paving Maintain paving, drains and grades where possible. Consider upgrades of paving only when unsafe or drainage requirements are to be met. Use concrete or bitumen in replacement paving works. Community The Mill site is at tenant capacity (2014). CP-30.1 – future use, tourism, community The Mill site has the potential Development/ The potential of the site as a place of Improve the public accessibility of the site. Improved access will add to the visitor experience, provide to tell several regional stories industry/ tourism community development, civic purpose and community spaces for the local community and improve the urban character of the town. and play a yet-untapped integration as a tourist magnet for Lobethal is yet to be CP-30.2 – Open spaces heritage tourism role as well as realised. The site contains several outdoor Develop the two open spaces facing Adelaide/ Lobethal Road (main Street) Lobethal for multiple purposes a community development role spaces, but these are only occasionally – for tourists and also the local community. If the spaces are used by more visitors, opportunities will arise in the district. used by the local community and have little for further commercial potential. Refer Map 4. physical relationship with the main street CP-30.3 – community amenities activity of Lobethal. Upgrade toilet facilities and consider landscaping ‘village green’ area as benched space, for use for sports, The site is promoted as a tourist destination, marquees and market activities. Upgrade space forward of Building 4 as a ‘hard pave’ area for temporary but there is little there to do or interpret once event functions. Refer Map 4. tourists visit the site. A former market was CP-30.4 – tourism opportunities only open on weekends and there is little Develop an interpretive trail through the site, with discrete wall signage, linkage to mobile device apps, signage on site and no interpretation trail. provide guided route (exterior) that tells the story of the Mill. Use future cafes, the proposed museum and outdoor areas to promote the heritage values of the place. Consider support for weekend market – as antiques market, growers market, vintage clothes market etc..themed to provide multiple tourist visits over a year. Encourage themed weekends on site – for gourmet, fashion, music, wine, produce etc... focus per season, to improve visitation. Build on event status of ‘Lobethal Lights’ and ‘Classic Car Rally’ events. CP-30.5 – wider tourism potential – Adelaide Hills Trails Link Lobethal Woollen Mill with other heritage and tourism sites in Lobethal and beyond (eg: Lutheran Seminary, Oakbank breweries, local wineries, food producers, restaurants, Rail Trail, Mount Torrens....) so a regional ‘trail’ heritage tourism experience can be developed which is diverse and sustainable.

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

123 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome New buildings on Options/ potential exists on site to develop CP-31.1 – Future building development Development opportunities may the site parts of the Mill site, to provide more real Any future buildings, alteration of existing buildings or features or demolition of structures should be provide the financial support to estate revenue, allow further development subject to the policies of this Conservation Management Plan. In particular, changes should only be undertake essential conservation and within the physical limitations of the town undertaken where the heritage benefits are clearly demonstrated and significant heritage fabric is not maintenance works to the site. and add value to the accommodation of the lost. Refer Map 4 for illustration of the footprint of future potential development options. Further, development opportunities site, increasing the population and will allow greater population of the sustainability of support resources on the CP-31.2 to CP-31.7 - Preamble site, which in turn increases site. Note: These policy recommendations are only a planning suggestion, proposed within the context of opportunities for support facilities, the heritage values of the site. They are not binding requirements/ proposals as a part of any future grater community use and actions/ planning on the Mill site. sustainable outcomes. CP-31.2 – potential future new buildings to the rear of Building 3.4.5 The potential exists to erect shedding to the rear of these buildings, as required for functional purposes. Early lean-to shedding was removed several years ago for structural/ contamination reasons and therefore sheds in this location would be compatible with the historic setting of the site. Sheds would need to be shallow, to allow new roadway arrangements, but would be compatible if they were lean-to in form, clad with galvanised, corrugated steel sheeting and featured a pitched roof of 20 degrees. Sliding doors of the same material would be recommended. A recent shed has been erected behind Building 4 in this manner. Refer Map 4. CP-31.3 – potential future new buildings to the rear of Building 15, 16, 18, 19 Potential shedding of a nature similar to that currently erected to the rear of Blg 18 would provide additional accommodation without compromise to the heritage setting of the site. A single lean-to shed has recently been erected on this facade and is compatible with the heritage setting of the place. Further shedding in this manner would allow accommodation of services etc... and would shield them from view from Mill Road. Refer Map 4. CP-31.4 – potential new building to the front of Building 4 Once the tenancy changes in the future, an addition to the front of this building may be feasible, subject to design detailing, to improve the functional area of the building and provide opportunities to better activate the streetscape and forecourt area. Any addition would need to be relatively transparent in form and be lower and further set back than Building 3’s front facade, to maintain understanding of the historic form and scale of building 4. Refer Map 4. CP-31.5 – possible upgrade of Building 19 Building 19 is substantial in size – over three storeys in height. The building is a shell inside, with only early masonry walls remaining at ground level. The shell of the building could be refurbished for alternative uses (accommodation, commercial, mixed studio use etc...) without impact on the heritage values of the site. Wall and roof cladding could be replaced to match and openings would be possible to the west and south, subject to design detailing. Refer Map 4.

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124 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome CP-31.6 – potential future development of ‘wall’ site to south of site The current wall structure is in a state of decay, partly because the exposed facades were in fact originally internal wall faces – not erected to resist the effects of weathering. Given the fragile nature of the wall, it is recommended that it be capped and sheeted, or more appropriately incorporated into a new building in the corner of the site. A three storey structure could be possible (Subject to Council planning requirements) without adverse impact on the heritage setting of the Mill site – subject to design and form. The heritage listed wall would be incorporated into the new building and carparking, accommodation, commercial or mixed uses could be accommodated, increasing the population on the site. Refer Map 4. CP-31.7 – potential future development of buildings facing the ‘village green’ public space The current toilet building is not heritage listed and has an adverse visual impact on the setting of the ‘village green’ space. Its removal and replacement with a more suitable building would greatly enhance the setting of the space. Further, building 12B is nominated in the Statement of Significance as of ‘moderate’ significance. The heritage values of the building have been compromised through later alterations and it is not a key part of the Mill story. It could be negotiated that both the toilets and Building 12B be removed to enhance the setting of the green square space and provide a more valuable civic space for the community. This would also allow opening of the east facade of Building 20 – further activating the public space. While this action may not compromise the heritage values of the site, the works would need to be negotiated with DEWNR State Heritage Unit. Refer Map 4. Services – Services are currently randomly located on CP –32.1 – co-location of building services To reduce impact of services Exterior and site, typically near tenancies. There are Services to be consolidated and co-located where possible – Refer Map 4. on fabric of buildings of Interiors pedestrian interface problems and services CP-32.2 – service yard locations heritage value. To support also impact on the heritage setting of the Locations determined to suit proximity of tenancies, noise reduction, servicing by vehicles and to conceal minor a/c works as exemptions site. a/c and mechanical plant from views of heritage value. Services include: Gas bottles, rubbish bins, a/c in the Heritage Agreement. plant, refrigeration plant, water tanks. Surface mount (in galv casing) and aim to lay pipes/ cabling internal where possible. Refer Map 3. CP –32.3– roof mount locations Locate any necessary (split type) mechanical plant inside buildings where possible, venting through saw tooth roof glass louvres. If roof mounting unavoidable, locate plant to centre of roof, between saw tooth roof sections, screened as illustrated ‘ Typical roof mounted A/C screening detail ‘

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

125 Conservation Policy – 6.4 Future Actions & Planning on Site

Typical roof mounted A/C screening detail

Map 3

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

126 Conservation Policy – 6.4 Future Actions & Planning on Site

Map 4

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

127 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome Signage Signage is varied and can adversely CP – 33.1 Site signage – tenant, way finding and interpretation Consistent signage treatment Guidelines impact on the setting of the heritage place. Design and locate signage to minimise adverse impact on the heritage setting of the site Across site. - Exterior Signage guidelines provide a consistent, CP - 33.2 – tenant signage legible, but not dominating approach to Tennant branding signs should be cut letters as per ‘Bierhaus’ signage branding, to provide suitable branding, branding for tenants and way finding without dominance over red brick Mill buildings. Recommend dark single colours and avoid mirror finishes and through the site. multiple colours.

Minor information signage should be visually discrete – no bigger than 0.75m x 0.5m per panel and be removable, with a dark background.

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128 Conservation Policy – 6.4 Future Actions & Planning on Site

Issue/risk Discussion Policy Outcome CP-33.3 – way finding signage Consistent signage treatment Simple timber post and blade signage is planned across the site, to provide directional signage. Other statutory Across site. signs can be mounted on galvanised poles and be presented in a utilitarian manner, suiting the functional character of the site.

CP-33.4 – interpretation signage Interpretation signage should be incorporated into way finding pole signs, or be mounted on building corners. Signs do not need to be large, as they should include a title, a key fact, an image and QR code style link for further information.

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

129 Conservation Policy – 6.5 Interpretation of Site

Issue/risk Discussion Policy Outcome Interpretation of The Woollen Mill is a historically rich site, CP-34.1 - Interpretation Tourist satisfaction, enrichment heritage Values but there is little interpretation currently Develop an Interpretation Plan for the site, to exploit the rich history of the place and provide a catalyst for of understanding of place by the presented on the site. It is a commercially further development of the place. Interpretation of the past can co-exist alongside the current commercial community, economic benefits of active site, not one for tourist engagement. operation of the Mill site. Interpretation material available includes the museum collection, commissioned visitation to the site. Commercial uses are required, but an artwork, photographs, machinery, a theatrical play, books and oral histories. additional layer of tourism/ interpretation CP-34.2 – tourist signage, information could be added to improve the cultural Develop signage strategy, providing basic historic material in site signs and QR reader style links to a sustainability of the site and Lobethal in managed site which provides detailed historic information. The web link only needs to be managed, not the general. signage, providing a cost effective means of tourists engaging with the site. CP-34.3 – tourism engagement Develop Master Plan for the site to allow safe tourist access, support for temporary events on the ‘village green’, support for a cafe/ market, support for the Museum. Refer CP-30.4 – tourism opportunities and CP-30.5 – wider tourism potential – Adelaide Hills Trails – for additional potential CP-34.4 – other initiatives for heritage interpretation - Consider (long term) establishment of: ‘back-to-the-mill’ days; use public art to further engage with the Mill story; consider using the site for Mill themed arts/ food festivals. - Consider a more appropriate location for the Mill museum and integrate/ or present collection items within public areas of the site. - Consider guided tours of the site – by volunteers or by recording

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

130 Appendices

Lobethal Woollen Mill (fmr) Conservation Management Plan - 2014

131

South Australian HERITAGE COUNCIL

SUMMARY OF STATE HERITAGE PLACE

REGISTER ENTRY Entry in the South Australian Heritage Register in accordance with the Heritage Places Act 1993

NAME: Lobethal Woollen Mill PLACE NO.: 26414

ADDRESS: Adelaide–Lobethal Road, Lobethal 5241 CT 5897/519, Lot 87 & 90, F4620 Hundred of Onkaparinga CT 5169/516, Lot 88, F4620 Hundred of Onkaparinga CT 5897/516, Lot 201, D60535 Hundred of Onkaparinga Part Road reserve (between lots 200 & 201 Hundred of Onkaparinga)

STATEMENT OF HERITAGE SIGNIFICANCE

The Lobethal Woollen Mill is one of South Australia’s most significant industrial complexes, and the large numbers of surviving buildings represent 100 years of industrial, commercial and social development at the site. The place is an outstanding and rare example of an industrial group with the majority of the original buildings surviving, and has significant associations with the Onkaparinga Woollen Company, an enterprise that gained an international reputation and made South Australia a leader in woollen exports.

RELEVANT CRITERIA (under section 16 of the Heritage Places Act 1993)

(a) It demonstrates important aspects of the evolution or pattern of the State’s history, being a significant surviving example of a woollen mill complex, and representing the development and increasing significance of the Lobethal Woollen Mill over more than a century. The Onkaparinga Woollen Company site in Lobethal became the most important woollen mill in Australia and one of the State’s most significant industrial complexes.

Summary of State Heritage Place: 26414 1 of 11 Approved by South Australian Heritage Council on 28 August 2014 132 (b) It has rare, uncommon or endangered qualities that are of cultural significance, being a rare intact example of a woollen mill complex comprising a range of associated buildings and structures not found anywhere else in the State. The Lobethal Woollen Mill is not only a rare place, but also demonstrates an industrial process that is no longer practised. It is an industrial complex which incorporates working, living and recreational areas and demonstrates not only the Onkaparinga Woollen Company’s commitment to its workers but also the constraints of operating an industry in a rural location.

(d) It is an outstanding representative of a particular class of places of cultural significance, being South Australia’s most substantial and best surviving example of a woollen mill complex, a class of places which has made a significant contribution to the State’s industrial development. The number, type, size and scale of the individual buildings and structures that remain and the relationship between them contributes to the Lobethal Woollen Mill being an outstanding representative of a woollen mill.

(g) it has a special association with the life or work of a person or organisation or an event of historical importance, being the main representative of the Onkaparinga Woollen Company, a South Australian manufacturing enterprise which developed an international reputation. The surviving group of mill buildings demonstrates the association with the Onkaparinga Woollen Company most visibly through the two buildings which bear the Company’s name: Buildings 5 and 14. These buildings visually linked the Mill to its products through the corporate logo.

SITE PLAN

The attached Site Plan 1 indicates the boundary of the place, and Site Plan 2 generally indicates the important features and elements of the place.

Summary of State Heritage Place: 26414 2 of 11 Approved by South Australian Heritage Council on 28 August 2014 133

SITE PLAN 1

Lobethal Woollen Mill, Adelaide-Lobethal Road, Lobethal PLACE NO: 26414

Site plan of Lobethal Woollen Mill generally indicating important features and elements of the place 26414 outlined in orange

Summary of State Heritage Place: 26414 3 of 11 Approved by South Australian Heritage Council on 28 August 2014 134 SITE PLAN 2

Lobethal Woollen Mill, Adelaide-Lobethal Road, Lobethal PLACE NO: 26414

A site plan of Lobethal Woollen Mill, generally indicating important features and elements of the place (including main mill site and chimney and excluding buildings on the eastern side of the Adelaide-Lobethal Road).

 Components of State Heritage Place 16192 are shown in red with diagonal hatching.  Components of high significance are outlined in red.  Components of moderate significance are outlined in green.

Summary of State Heritage Place: 26414 4 of 11 Approved by South Australian Heritage Council on 28 August 2014 135

COMMENTARY ON THE LISTING Description and notes with respect to a place entered in the South Australian Heritage Register in accordance with the Heritage Places Act 1993

Physical Description

The former Lobethal Woollen Mill is a landmark in Lobethal, South Australia. It is a gateway to the town and occupies a significant portion of its southern end. At its peak the Mill complex covered an area of ten hectares and contained over thirty buildings of consistent character, clustered around Lobethal Creek. These included galvanised steel sheds, red brick buildings with saw-toothed roofs, early stone buildings and associated manufacturing plant.

The mill complex is split in two by Adelaide-Lobethal Road. The western side was mainly used for manufacturing and comprises primarily masonry buildings whereas the eastern side was used for storage and comprises lightweight framed buildings clad with corrugated sheeting.

This State Heritage Place encompasses the western side of the former complex, and incorporates State Heritage Place No 16192, ‘Chimney, Early Tweed Mill Walls, Red Brick Loom Shed, Former Lobethal Woollen Mill’ and is closely associated with the former Lobethal Woollen Mill Shop (State Heritage Place No. 16195) located on the eastern side of the Adelaide-Lobethal Road.

The components identified as having high significance in the context of the Place are defined on Site Plan 1 and summarised below.

 1877 Brick Boiler Chimney (State Heritage Place No. 16192)

 1877 Factory Walls (Three Walls – Rear of Building 22, Side of Building 19 and Freestanding Wall) (State Heritage Place No. 16192)

 Line Of Creek (as specified on Site Plan 2)

 Building 03 Former Yarn Store and Warp and Weft Winding (c. 1947– 1962)

 Building 04 Former Beam Store, Sample Store & Design Office (1947– 1962)

 Building 05 Former Design Weaving, Weaving and Mending (1929) (already entered in the Register as part of State Heritage Place No. 16192).

 Building 14 Former Administration Office (c. Post 1960? – Pre 1979)  Building 15 Former Tentering (c. Pre 1930s)  Building 16 Former Tentering and Raising (c. Pre 1930s)

Summary of State Heritage Place: 26414 5 of 11 Approved by South Australian Heritage Council on 28 August 2014 136  Building 18 Former Raising (c pre1926) and Former Wet Finishing (c. pre1926)

 Building 19 Former Boiler House (c. Post 1914 - Pre 1930)

 Building 20 Former Blanket Finishing, Mending and Rug Finishing (c.1954)

 Building 21 Former Fabric Finishing (c. Pre 1926)

 Building 22 Former Fabric Dispatch (c. Post 1926 - Pre 1930)

The components that have been identified as having moderate significance in the context of the place are summarised below.

 Building 12B Former Office (Building 12B c.1904)

 Unnumbered External Recreation Area: Former External Recreation Space Adjacent Building 14

The components that have been identified as having low significance in the context of the place are summarised below.

 Building 07 Former Yarn Store 2 (c. post 1982 – pre 1990)

 Building 10 Former Dining Room (c. post 1947 – pre 1962)

 Building 11 Former Grey Piece Store No.2 (c. post 1937-1940s)

 Building 12A Former Office (Building 12A c. post 1960)

 Unnumbered WC Block (Western Site)

History of the Place

Chronology of the Lobethal Woollen Mill

 Around 1851 Kleinschmidt with Messrs. Ploenges and Engelking built a stone brewery building on the site.  Carl Edward Kramm founded the first woollen mill in South Australia, in a hut in Hahndorf.  1869 Kleinschmidt closed the brewery and started growing hops.  Around 1870 Kleinschmidt formed a syndicate with the Kumnick brothers to set the Kramm brothers up to make cloth in the former brewery building, renamed The Lobethal Tweed Factory.  1872 a company was formed with 20 workers.  A new building was added to the old brewery with the foundation stone laid on 6 November 1875. Building designed by architect Julius Hammer of Lobethal.  12 March 1874 Lobethal Woollen and Tweed Company Ltd established.  1877 building completed.  1878 tweed factory ceased operations.

Summary of State Heritage Place: 26414 6 of 11 Approved by South Australian Heritage Council on 28 August 2014 137

 Around 1881 another company was formed but was unsuccessful.  1883 the South Australian Woollen Company was formed. 30 employees.  1889 reservoir built to guarantee water for mill.  1891 the Company began supplying railway, customs and military uniforms.  1894 new head office and warehouse in Grenfell Street.  1895 60 employees at the factory and 60 at the warehouse. Products included clothing, tweeds, knit wools, shirtings, flannels, rugs and blankets with 10,000 different patterns  1898 trade depression.  1899 Woollen mill ran day and night making uniforms for the State’s contingent of soldiers going to the Boer War.  Around 1909 manager’s residence built and new finishing room.  1910 additional buildings constructed.  1911 new buildings to hold plant.  19 February 1914 fire destroyed the finishing rooms, scouring and dye house, wool store, new tentering and drying room, boiler house and engine room.  Rebuilt in brick or stone.  1914 provided uniforms for World War One.  1917-1935 the town of Lobethal renamed Tweedvale.  1928 company renamed Onkaparinga Woollen Company.  1939-45 1 million military blankets, 250 miles of heavy khaki overcoating, 300 miles of tunicking, and many more miles of flannel for underclothing for World War Two produced.  1991 Mill ceased operations. The Lobethal Woollen Mill complex illustrates the operation of a woollen mill, with buildings and structures located across the entire site housing a range of functions critical to the mill’s operation.

The 1877 brick boiler chimney (State Heritage Place No. 16192) was used to vent smoke produced by burning firewood which heated the water in the boiler. The boiler produced steam to power the engine and run machinery such as the looms, carding mills and spinning machines. Prior to 1877 the spinning machine was horse powered. The use of steam power was central to the Mill and its operations. It considerably increased the capacity for production and established the Mill as an industrial manufacturing site rather than a craft based industry.

The early buildings (15, 16, 18, 19, and 22) constructed along the creek line show the importance of the creek and water supply in the establishment of the Mill. In 1870 wool was washed by hand in the creek and the location of the Mill was determined by the creek as a source of water, although it was soon discovered that the water

Summary of State Heritage Place: 26414 7 of 11 Approved by South Australian Heritage Council on 28 August 2014 138 supply was inadequate. There is an old well under Building 20 which is adjacent to the creek line.

The stone buildings (19, 21, and 22) reflect the early period of the Mill’s development. It is possible that some of the nineteenth century buildings have been incorporated into these early twentieth century structures.

The Boiler House (Building 19) contained an engine and numerous large boilers. This tall, masonry walled structure contains an extant section of a steam boiler house wall and corbelled brickwork that supported a former gantry crane as well as other remnants of equipment and structures evident in the walls. This was one of the central buildings in the complex and powered the Mill.

The saw-toothed roof factory buildings (3, 4, 5, 15, 16, 18, 20 and 22) demonstrate those buildings which housed manufacturing functions dependent on good south light levels, large spanning clear internal spaces and separated operation areas. The number and varying size of these buildings shows how the complex developed over time according to need, and that the manufacturing functions were best carried out in individual buildings. The scale of these buildings, particularly the tall single storey height, illustrates the scale of the machinery housed in them.

The Lobethal Woollen Mill is significant as a precinct that illustrates the manufacture of woollen products from the late nineteenth to the late twentieth centuries; a process which has disappeared from South Australia’s manufacturing industry.

The Mill complex has rarity value as one of the few industrial complexes which integrated work, living and recreation areas. Although this integration is seen in ‘company’ towns such as Woomera or Roxby Downs, it is atypical on a smaller scale such as in an industrial complex. The majority of the site is occupied with former manufacturing and storage factory buildings however there is a notable presence of residential buildings not only the former manager’s residence (Building 12B) but also, more unusually, the Mill Shop (Building 36, State Heritage Place No 16195), which was bought in 1921 to house boarders. The accommodation buildings represent the Company’s fluctuating need to bring in workers from outside the Lobethal area whether it be from areas such as the Barossa Valley and Murray plains, or ‘displaced persons’ after World War Two. The Company attracted workers through the provision of on-site accommodation, a necessity in a relatively isolated, rural area. The Company went further and in association with the State Bank it started a housing scheme for the married men operatives. Ten houses were built in the town.

Workers were provided lunches in the Mill Shop in the 1920s and the Dining Room (Building 10) was built in the 1950s. The provision of amenities for its employees illustrates this social aspect of working at the Mill. The Dining Room was one of the places where workers might meet and socialise over a meal. The need for an on-site

Summary of State Heritage Place: 26414 8 of 11 Approved by South Australian Heritage Council on 28 August 2014 139 dining room perhaps also reflects the Onkaparinga Woollen Company’s work patterns namely shift work which is commonplace in manufacturing.

In addition the Company also provided recreation spaces for its employees, the most prominent being the large lawned area adjacent the Administrative Building (Building 14). This space was used as a tennis court from as early as 1929 and also for croquet. The collection of buildings and spaces used for working, living and recreation form a precinct that is atypical when compared with other industrial sites in South Australia.

References

The main reference for this Record is:  Lustri, Susan, University of South Australia 2013, Assessment Report for Former Lobethal Woollen Mill, Department of Environment, Water and Natural Resources.

Additional references include the following:  Adelaide Hills Council (AHC), Mulloway Studio and Paul Kloeden, (2008), ‘Heritage Significance Report for the Former Woollen Mill Lobethal’, unpublished report.  Boyce, W., Hills, P., Mazzone, J. (1990) ‘Recycling the Onkaparinga Mill : a study arising from the closure of the Onkaparinga Woollen Mill, Lobethal, S.A., and the environmental, political and socio-economic implications of establishing small scale recycling industries on the mill site’, Unpublished University of Adelaide Thesis.  Brockhoff, C. (2008) Onkaparinga: the Story of a Mill, Lobethal Heritage Association, Lobethal.  Millar, P. (1990) ‘Onkaparinga Mill Redevelopment Lobethal’, Unpublished UniSA Thesis.  ‘Onkaparinga: A Triumph of Determination’, Australian Women’s Weekly (AWW), 14 May 1969, pp.52-3.  Queale, M. (2010) Weaving a Sustainable Future: Onkaparinga Woollen Mill, conference paper at Australia ICOMOS Conference.  ‘The South Australian Woollen Company’ in Burgess, H.T. (1909) The Cyclopedia of South Australia, Cyclopedia Co., Adelaide.  Young, G. (1983) Lobethal Valley of Praise, South Australian Centre for Settlement Studies, Adelaide.  Australian Wool Innovation Limited (Wool) online at http://www.wool.com/Media-Centre_Australian-Wool-Production.htm accessed 11 March 2013.  The South Australian Advertiser, SA Weekly Chronicle, South Australian Register, The Advertiser, The Register various dates, accessed through http://trove.nla.gov.au

Summary of State Heritage Place: 26414 9 of 11 Approved by South Australian Heritage Council on 28 August 2014 140 SITE RECORD

Lobethal Woollen Mill, Adelaide-Lobethal Road, Lobethal PLACE NO: 26414

FORMER NAMES: Lobethal Tweed Factory 1870 Lobethal Woollen and Tweed Company 1874 South Australian Woollen Factory Company 1882 South Australian Woollen Company 1890 Onkaparinga Woollen Company 1928

DESCRIPTION OF PLACE: The Lobethal Woollen Mill is a landmark in Lobethal. One of the gateways to the town, it occupies a significant portion of its southern end. The site includes over thirty buildings including early stone buildings, red brick buildings with saw- toothed roofs, and lightweight sheds clad with corrugated sheeting. The site is on the western side of the Adelaide-Lobethal Road and was mainly used for manufacturing. DATE OF COMPLETION: Various SA HERITAGE REGISTER STATUS: Description: Confirmed Date: 28 August 2014 LOCAL HERITAGE STATUS N/A CURRENT USE: Description: Adelaide Hills Business and Tourism Centre Inc. Dates: c.1994-current PREVIOUS USE(S): Description: Brewery Dates: 1851-1869 Description: Woollen Mill Dates: 1870-1991 ARCHITECT: Name: Various Dates: BUILDER: Name: Various Dates: LOCAL GOVERNMENT AREA: Description: Adelaide Hills Council LOCATION: Street Name: Adelaide–Lobethal Road Town/Suburb: Lobethal Post Code: 5241

LAND DESCRIPTION: Title Type: CT CT CT Road Volume: 5897 5169 5897 Reserve Folio: 519 516 516 Lot No.: 87 & 90 88 201 Plan No: F4620 F4620 D60535 Hundred: Onkaparinga Onkaparinga Onkaparinga

Summary of State Heritage Place: 26414 10 of 11 Approved by South Australian Heritage Council on 28 August 2014 141

PHOTOS

Lobethal Woollen Mill, Adelaide-Lobethal Road, Lobethal PLACE NO: 26414

Significant view of the mill on Adelaide-Lobethal Road. Source: Google Streetview

Significant view of mill buildings from Woodside Road Source: Google Streetview

Significant view of surviving mill buildings from Mill Road Source: Google Streetview

Summary of State Heritage Place: 26414 11 of 11 Approved by South Australian Heritage Council on 28 August 2014 142 ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.4

Originating Officer: David Waters, Director Community & Customer Service

Responsible Director: David Waters, Director Community & Customer Service

Subject: Adoption of Strategic Plan

For: Decision

SUMMARY

The purpose of this report is to provide the Council with the outcome of the final stage of consultation for the new Strategic Plan and to present the final proposed plan for adoption.

RECOMMENDATION

Council resolves:

1. That the report be received and noted.

2. That the Strategic Plan, as contained in Appendix 2, be adopted and be designated a strategic management plan for the purposes of Section 122(8) of the Local Government Act 1999.

3. That the Chief Executive Officer, or delegate, be authorised to make any formatting and editorial changes necessary for publication purposes.

1. GOVERNANCE

 Strategic Management Plan/Council Policy

This report is entirely about adopting a new primary Strategic Plan.

 Legal Implications

Section 122 of the Local Government Act 1999 requires the Council to have strategic management plans which must be comprehensively reviewed within two years of every general council election.

The Act only mandates long term financial plans and infrastructure and asset management plans as being required for Section 122 of the Act, but, like most councils, this Council has

Page 1 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Strategic Plan

maintained a primary strategic plan which fulfils the requirements of Section 122 that do not relate specifically to financial management and infrastructure and asset management.

By adopting the new Strategic Plan contemplated in this report, the Council is fulfilling part of its obligations under Section 122.

 Risk Management Implications

The review and development of the new Strategic Plan will assist in mitigating the risk of:

‘Lack of effective strategic planning which will impact on effective resource management.’

Inherent Risk Residual Risk Target Risk Extreme (5C) Medium (4D) Low (2E)

 Financial and Resource Implications

There are no direct financial implications arising as a result of adopting the Strategic Plan. The plan will, however, inform proposals for future annual budgets and business plans, which will need to be considered by the Council as part of the normal budget setting process.

 Customer Service and Community/Cultural Implications

The new Strategic Plan provides an opportunity to ‘set the tone’ for the Council’s approach to enhancing community wellbeing in the district.

For instance, the tag line ‘your Adelaide Hills’ has been used throughout the community engagement stages to make it clear to the community that the Council is genuinely seeking ‘your’ views and is here to act in ‘your’ interest. The use of conversational language throughout the plan helps engage the reader and indicates that the Council is looking to work with its community.

In the final plan, the phrase ‘a place for everyone’ has been used in place of a formal vision statement to reinforce that the culture of the Adelaide Hills Council should be a welcoming one where everyone can thrive and fulfil their potential.

 Environmental Implications

The new Strategic Plan provides an opportunity to mark the Council’s commitment to environmental sustainability. In particular, the Places goal area recognises the challenges in this realm and the importance of ensuring existing activities, like primary production, can grow in a sustainable way.

The strategies in this area are also realistic – the commitment to strive for carbon neutrality for instance, recognises that achieving certified carbon neutral status may be beyond the Council’s reach, at least in the short to medium term. And yet, this commitment makes it clear that the Council will do what it realistically can to minimise its carbon footprint.

Page 2 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Strategic Plan

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

The three stage community engagement process consisted of the following:

Stage 1 – discover

At this early stage, Council staff and the community at large was effectively asked to brainstorm what issues were important. A range of engagement techniques were used, including an online portal (brainstorming, storytelling), ideas walls at events and survey forms in service centres. Advisory Groups were also engaged at this stage.

Stage 2 – discuss

The most popular themes identified in stage 1, plus some others considered important by Council Members, were put back out to the community for further discussion. This stage served to test the importance and relevance of each theme and elicit ideas around what strategies could end up in the final plan. Techniques used in this stage included guest speaker public forums, an online portal (brainstorming, surveys, map plotting) and graffiti walls in service centres.

Stage 3 – decide

This stage comprised a conventional consultation process using an online portal as the primary engagement mechanism. The intent of this stage was to receive considered input on the relevance and efficacy of the proposed new plan.

The outcome of the final stage of engagement is the main subject of this report.

As Council Members will be aware, there have been a number of Council Member workshops along the way where specific themes have been explored and the outcome of the three stages of engagement discussed.

2. BACKGROUND

The Council’s current suite of strategic management plans consists of:

 Lofty Aspirations, Sustainable Actions (the Council’s primary strategic plan)  The Long Term Financial Plan  The Council’s Asset Management Plans

The Council’s strategic management plans must be reviewed within two years of each general Council election. The subject of this report is the review of the Council’s primary strategic plan (the Strategic Plan).

The Strategic Plan review commenced in late 2015 with a Council workshop to identify potential aspirations and discuss a framework for the review. In December 2015, the Council considered a report about the matter and adopted the goals and themes to be used as the basis for community engagement, as well as the engagement plan itself.

The engagement process which ensued is described earlier in this report.

Page 3 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Strategic Plan

At its meeting held on 23 August 2016, the Council considered a draft new Strategic Plan and resolved to adopt it for consultation purposes. The third and final stage of community engagement (consultation on the draft new Strategic Plan) has now finished. This report presents the outcome of the final stage of consultation and submits the final proposed Strategic Plan for consideration for adoption.

3. ANALYSIS

Consultation on the draft new Strategic Plan was aimed at receiving considered input regarding the relevance and efficacy of the Plan. Consultation was promoted via the Council’s website, advertisements in local print media, social media, by the e- communications database and posters throughout the district. All channels encouraged people to engage via the Council’s online community engagement portal.

Although people did have the option to provide input in person, by email or by post, all submissions were through the online portal. The online portal gave people access to the draft new Strategic Plan and a range of ‘frequently asked questions’.

Respondents could ask questions online (with responses posted publicly or privately depending on the nature of the question) and they could make submissions directly through an online form. The online form, which was kept simple to maximise the likelihood of engagement, prompted people to give the following information:

 Name  Name of group or body they represent (if applicable)  Information about themselves or their group/body (in order to provide context to their submission)  Their submission (unlimited free text)

In addition, submitters could attach electronic files (documents, pictures, etc), although none did so.

11 questions were asked during the consultation period. 22 submissions on the draft new Strategic Plan were received.

Interestingly, a total of 242 unique visitors viewed the online engagement portal and the draft new Strategic Plan was downloaded 27 times. This suggests most people who engaged with the site did not feel compelled to make a submission. Members can reach their own conclusions on this.

Appendix 1 contains a table with all submissions with submitters names excluded. Some submissions addressed multiple matters and these have been separated in the table for ease of consideration. The table also contains staff comments in relation to the submissions and recommendations about what action, if any, the Council should take to amend the plan in response. The submissions, comments and recommendations are self-explanatory.

In addition to changes proposed in response to community consultation, a number of other minor edits are proposed. These include:

Page 4 Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Adoption of Strategic Plan

 Adding an International Standard Book Number and a date of adoption  Changing some of the pictures and formatting  Adding a contextual statement to the Organisational Sustainability section on page 32  Adding a number of links to regional, state and national priorities against individual strategies and adding those priorities to the list on page 13.

The proposed new Strategic Plan, incorporating all of the recommended changes, is contained in Appendix 2. The ‘proposed’ watermark will be removed once adopted.

4. OPTIONS

The Council has previously adopted the draft new Strategic Plan for consultation purposes. It is now necessary to consider the outcome of the consultation and determine what, if any, changes should be made.

The Council may resolve to adopt the plan as presented in Appendix 2 (which incorporates the recommended changes) or to make any other/alternative amendments as it determines.

Significant changes at this point should be considered carefully as the community would expect any changes at this point to be related to feedback received during the consultation.

The Council could, of course, not resolve to adopt a new Strategic Plan at all, but Members are reminded of the legislative obligation to review the Council’s strategic management plans within two years of each general election, i.e. by November 2016.

5. APPENDICES

(1) Consultation submissions (2) Proposed new Strategic Plan

Page 5

Appendix 1 Consultation submissions

Appendix 2 Proposed new Strategic Plan

Strategic Plan review stage 3 engagement

Public submissions on the Draft Strategic Plan

Notes:

1. Submission identifiers indicate unique submitters in whole numbers. Some submissions have been split (e.g. 4.1, 4.2, 4.3 etc) for ease of responding to each issue raised in the same submission. 2. Submission content has been presented verbatim, i.e. without editing or correction. 3. Submitters were asked to provide their name – this detail has been excluded from this report. 4. Submitters were asked to indicate what group they represent, if any. No submitters indicated that their submissions were made on behalf of a group. 5. Not all submitters provided detail about themselves.

Submission About Submission Staff comment Staff recommendation identifier submitter 1 The recent decision to ban burning is crazy and fraught with risk Noted. The Environment Protection (Air Quality) Policy Add sentence to Place in regard to increased fuel for catastrophic bushfires. Burning 2016 created by the Environment Protection Authority description: 'Council plays an fallen trees etc is a prime way of preparing for the bushfire (EPA) came into effect on23 July 2016. While Council did important role in mitigating season by reducing furl that is too difficult to get to the dump, as not create the Policy, we will work with and consult the the risks posed by natural well as the dump being too expensive to deposit it there. Too community to ensure that community input is provided hazards such as fire, flood and large for cars, too difficult to drag up hills to a car- et etc etc. and considered in the development of burning in the extreme weather events. Please rescind the decision or have massive bills for infrastructure open controls. It is proposed to add the sentence When such events do occur, destroyed in increased bushfires 'Council plays an important role in mitigating the risks Council responds to and assists posed by natural hazards such as fire, flood and the community in recovery.' extreme weather events.' to the description of the Place Add link to the Mt Lofty goal to further underline Council's role in bushfire Ranges Bushfire Management mitigation. Plan to the document. 2 I have lived in It seems that this area is the back side of the council area. I would Noted. Comment is a supportive of the strategy 'We will Add to Place Goal Area: We Birdwood like to see as great emphasis on getting the Bike Track finished to connect key walking trails and cycling routes to make it will work with the State and Cromer Mount Pleasant . There are many people in the Gumeracha, easier for people to be active in the hills.' The extension Government to complete the for 40years Birdwood. Mount Pleasant . Mount Torrens, Williamstown who of the bikeway has been identified as an initiative in the Amy Gillett Bikeway to Mount feel that they do not belong to this council. Much over looked Annual Business Plan. Recommend we add a specific Pleasant. Add to Place goal regarding signs and road maintenance. Even trying to coordinate strategy about the Amy Gillett Bikeway given its area 'We will take a proactive activities in these areas are over looked - perhaps we should have significance. This comment has identified again that the approach, and long term view, a liaison person for all of these towns? issue of infrastructure maintenance is a key topic fo the to infrastructure maintenance community - it has been a key theme in each stage of and renewal.' the consultation. Recommend a specific strategy relating to infrastructure be inserted into the Plan. The strategy 'We will encourage community-led place making approaches to enhance townships and public spaces' emphasises Council's commitment to vibrant townships across the region. 3 I would like to see the marking of delineated bike lanes especially Noted. This comment compliments other feedback we New strategy recommended along main streets of towns and also busier side streets eg. received relating to road safety. A new strategy has for the Prosper goal area: 'We Longwood Rd Stirling and Mill Rd Lobethal, as is happening in been proposed which actions such as these can be will work with other levels of Adelaide city. I think this would encourage more people to get on linked to. Government to improve safety their bikes. for road users (including pedestrians and cyclists) in the Hills.' 4.1 World Heritage listing is an laudable objective, but I wonder if this Noted. The World Heritage listing is intended to result No change recommended. would bring with it a host of rules and limitations that may be in significant economic development opportunities and contrary to some strategic plan goals, particularly on not add another layer of red tape. development (e.g. small and micro businesses), environment and population growth. 4.2 The old woollen mill needs development and preservation, but Noted. Comment supports the strategy 'We will No change recommended. easy transport links from Adelaide will need to be put in place to implement the Adelaide Hills Business and Tourism make it economically viable. Centre (Old Woollen Mill) Masterplan to stimulate local job creation, boost tourism and create a vibrant cultural hub' p.17. As this space develops and becomes more attractive to tourists transport options will be looked at further. There is a bus from Lobethal to the city which currently provides a service to the town. 4.3 The development plan should be amended to include the division Noted. The comment supports the strategy 'We will Given that the DPA has of land for housing where this does not impact on the water amend the Development Plan to provide more housing recently been adopted by the catchment. AHC is hypocritical and inconsistent on this issue at is opportunities for first home buyers and those ageing in Council and is now awaiting allows existing houses to have septics right next to water courses, our community'. Ministerial approval, it would but prevents development in areas where there can be no impact be better to reword the on the catchment. The policy of limiting development in some strategy to: "We will use the areas is helping to escalate land prices making it more and more amended Development Plan to difficult for some people to achieve home ownership. provide more housing opportunities for first home buyers and those wishing to age in our community." 4.4 Sustainable living is of paramount importance along with the Noted. This comments supports the direction outlined No change to that element of achievement of carbon neutrality. This links directly to the in the plan. Strategies that relate to this statement the Strategy, but add in the achievement of off-grid power and AHC needs to understand the include: ''we will work with our community to context of the Place goal (page new technologies that are available right now. encourage sustainable living and commercial practices'/ 22), that facilities should 'we will investigate 'off grid' power opportunities for incorporate sustainable design facilities and households in our community. We're open principles. to the idea of whole townships doing the same'. 4.5 The use of household solar battery storage systems to be used Noted. Comment supports the strategies: 'we will work No change recommended. collectively as instantly controllable power stations is currently with our community to encourage sustainable living and being trialled in Canberra, and AGL is setting up a similar system commercial practices'/ 'we will investigate 'off grid' in northern Adelaide. See www.repositpower.com AHC could power opportunities for facilities and households in our implement a similar system for hills residents which could also community.' Suggestions have been input into Ideas become a revenue stream for the Council. For example, one Bank to inform project planning, no further action thousand houses each with 1kW of battery storage available required. provides 1 megawatt of power instantly available to the power company. This is the future of power generation and distribution and AHC needs to understand the benefits to the community and become involved in this revolution. 4.6 Cat and dogs should not be allowed to wander freely. We have Noted. Comment supports the strategy 'We will reduce No change recommended. three cats, but they are never allowed to roam outside and the impact of cats on flora and fauna'. OR Marc S destroy the wildlife. Instead, they have a cat run which they can alternate strategy ' 'We will reduce the impact of cats go into any time. Cat owners in the hills should be fined for on the district's fauna'. Council's Animal Management allowing their cats to wander, hunt and destroy fauna. Similarly, Plan plays a role in managing and mitigating the impact dog owners should not allow their dogs to roam freely and harass of animals in the region. wildlife or people, or kill fauna. On our community notice board, we frequently hear of dogs being seen chasing sheep or kangaroos and even killing them. There should be heavy fines for these owners. Some dogs also like to attack passing people or cars. 4.7 Also, people live in the Adelaide Hills for the peace and quiet of Noted. This is addressed by existing operational No change recommended. the environment – not to listen to barking dogs. Owners who processes. leave their dogs to bark all day should be fined. 4.8 AHC is naive to think that the NBN will solve all the broadband Noted. NBN referenced on page 8 in 'Trends and No change recommended. communications issues. Wireless broadband will be line of sight Considerations', however the document does not only and up to a limited range. A wireless tower for the NBN is suggest the nbn will solve all broadband and being proposed for Scott Creek where I live, but it will be on the communications issues. We have regular engagement wrong side of the hill from where I live, so there will be no benefit with NBN Co. around these issues and they maintain a to me. The struggle to achieve a good broadband service in the commitment to high speed internet connectivity for all hills will continue for many years to come. properties. 5 Sole Geographical issue needs to be addressed - large land allotment - Noted. The comment supports the strategy 'We will use No change recommended. participant not possible to subdivision prevents population growth. (new) the amended the Development Plan to provide more Business & any associated living services enterprises don't see the housing opportunities for first home buyers and those potential unless population is getting large. Securing green area ageing in our community' but change to ‘we will use the with consideration of subdivision of watershed in 20 - 30 years amended Development Plan to provide more housing plan is vital.. Infrastructure along with subdivision each area is a opportunities for first home buyers and those wishing key not to creating a bottle neck in traffic. Others are teenagers to age in place in our community'. Comment supports activities are very limited, high density traffic area need to the strategy 'We will improve the engagement and increase a bus service within hills, as population grows, a public participation of younger people in our district.' hospital in full capacity needs in Hills area with cooperation with other neighbouring councils. 6 Hobby 1. Removing restrictions on the number of residential buildings Noted. Comments 1 and 5 supports the strategy ''We Add strategy to Prosper goal Farmer /sheds on large block of land or farms. Increasing in residential will use the amended Development Plan to provide area: 'We will work with other houses can attract people to the Hills as farm staying visitors or more housing opportunities for first home buyers and levels of government to tenants. It can also help with house affordability. 2. Approaching those ageing in our community'. OR Marc S alternate improve safety for road users state and federal governments on upgrading roads in the Hills, words: 'We will use the amended the Development Plan (including pedestrians and like a wider Gorge Road with less sharp turns and more look-outs to provide more housing opportunities for first home cyclists) in the Hills'. 3. Encouraging intensive agriculture, like greenhouse production, buyers and those wishing to age in place in our which will minimum impacts on land and water resources while community'. Comment 2 has been input into the Ideas achieving higher value for the products. 4. Reducing items Bank for future reference, also recommend a strategy required for council approval, like building shape, colour, etc, so be inserted into the Plan relating to road safety. council can concentrate on strategic issues while saving time for Comment 3 supports strategies 'We will amend the the residents. 5. Urging state government to be more flexible on Development Plan to make farming in the hills easier.' land subdivision to reduce the average size of farm land. It will Comment 5 is supportive of the concept outline in the attract more people to the Hills, better use the productive land Explore goal 'Our strategies, policies, processes and and control the pest plants, as well as create jobs. 6. Based on my systems must be current and relevant to community experience in under ground water and agriculture, water needs.' management and allocation systems have some work to do. The Hills has much more water resources to be used than what the current water allocation policy allows. Pushing state government to review the policies with an open mind. In general, the new strategy plan is a much better one than the previous one. 7.1 I'm a resident Overall, I find the Strategic Plan to be alarmingly simplistic and Noted. No change recommended. at Forest insubstantial. Clearly an enormous amount of effort has gone into Range with a the presentation of what is only a draft, while content is small acreage remarkably lacking. There must be only a page or two of text in of organic the whole thing amongst all the lovely formatting. Motherhood apples and a statements abound, a sure sign of an organisation wanting to background present appearances rather than commitments. The only real in commitment is to form over substance, and there is too much biodiversity along the lines of "investigate", "pursue", "foster" and "strive". conservation How about some concrete goals? You say “we measure our success by the achievement of the objectives and action outlines in our strategies and plans.” Well, when this strategic plan is full of motherhood statements there is conveniently little to measure. 7.2 Goal 1 show little commitment to cycling routes. Why won’t this Noted. While we reference mountain bike riding, Add in additional text on page Council put in cycling lanes in the hills? There are large numbers connecting key walking and cycling trails and the 15 "Active lifestyles are of cyclists and effectively no worthwhile lanes. The Amy Gillett importance of active lifestyles in the plan we may need synonymous with the Hills and bike path is ok for slow, recreational riders, but it is not useful for to make a stronger reference to the importance of road we recognise the role we play people trying to get places. I see regular road widening in the hills safety. Recommend a strategy is inserted into the in supporting health and (surprising when we are told the Council is struggling to maintain Prosper goal relating to road safety. Comments relating recreation." New strategy existing assets and can’t control its debt) but if anything they are to the significance of the environment are supported by recommended for the Prosper worse for cyclists, with ugly barriers put in to wedge cyclists or the goals and aspirations outlined in the goal area Place. goal area: 'We will work with injure motor cyclists, and often in places they obviously aren’t Council has a Climate Change Adaption Plan and a other levels of government to needed, e.g. beside a paddock. What is “more age friendly”? Biodiversity Strategy that directly relates to managing improve safety for road users What age? Should this be “aged”? Sorry, but this is simply silly. the Hills environment. References to wanting more (including pedestrians and Deficiencies I find the most galling are in the environment field, detailed actions are acknowledged, recognising that The cyclists) in the Hills.' an area the Council has never shown any real commitment to draft Strategic Plan has a different format to our last beyond regular platitudes. How about an Environmental Plan for one, instead of putting all the detailed information and the Hills? Goal 3 contains a number of very vague commitments actions in our high level document we have kept the to the environment. There is an oblique reference to Plan succinct and to the point. This helps us stay "empowering the community" but none about taking focused on achieving the ‘stand out’ initiatives which responsibility for the considerable environmental assets the work towards the delivery of our four goal areas. The Council is responsible for. What is "strive for carbon neutrality"? detail of what, when and how we measure success is How about a concrete aim here? How about aiming to make plotted in our annual business plan and budget and in Council carbon neutral by 2025? "Completing road reserve and detailed subject specific strategies and plans such as the reserve assessments" is a paper exercise, and one that should Biodiversity strategy, Waste Strategy and the Adelaide have been done years ago. What will actually be done for and Mount Lofty Ranges Naturals Resources remnant vegetation? Why aren't there roadside management Management Plan. plans in place now, with roadside markers etc. indicating management priorities and guiding activities on roadsides? Impoverished mallee Councils had these years ago. How can the Council really claim to be leading the nation here? It is a long way behind. Roadside management is hopelessly inadequate/non- existent in the Hills, and statements like "leading the nation" are absurd. How about some concrete commitments? "Completing assessments" is not enough. What will be done? What resources are available? What is being done to prevent the degradation of roadside reserves? What biodiversity is present, and what goals exist to maintain them at what levels? Why are landholders being allowed to fence off and graze roadside vegetation under leases granted by Council? How is that strategic? What will be done to stop ongoing roadside vegetation degradation? What is being done to stop the loss of important old trees along roadsides? What is being done to stop clearing by stealth? What exactly will Council be doing that is "leading the nation in conservation and biodiversity practices"? "Reduce the impact of cats" - how?? By how much? What will be done here? The Council is not leading the nation here either, it is in the league of "don't care" Councils without any cat control, with no requirements for registration, desexing, microchipping etc. At the moment cats are allowed to roam freely, including, it seems, on private land. There has been plenty of time to grapple with this issue. What will Council actually do? We are entitled to know. How will you reduce landfill? How about charging for how much waste people create instead of making the economical subsidise the wasteful? It is too easy for ratepayers to fill bins with rubbish, and no incentive to do anything else. "Explore option for a northern freight bypass" - this is a weak commitment if there ever was one. If Council hasn't already "explored" then what has it been doing these post years? This is not a new issue. How about something Strategic here? I don't even know what "community-led place making" is, and I wonder if anyone does. "Investigate off grid power opportunities" - what does that mean? Any of us can (and many do) investigate (yes, and implement) off-grid opportunities. What will be done after “investigating” it? Where is some sort of commitment, or an aspirational goal at least. Really, this is so insipid. Does Council actually have a role in off-grid installations for private residences? So, overall, I find the Strategic Plan to really be lacking in substance, and I fear this is the sort of non-strategic document a Council produces when they want to continue sleepwalking. Thanks for reading this far! Kind Regards (Name deleted) 8 Resident. This isn't a plan. It's a vague list of aspirations or vision. As a list of Noted. The draft Strategic Plan has a different format to No changes recommended. hopeful day dreaming it's fine - lots of good things in there. But our last one, instead of putting all the detailed nothing like a plan at all. No definite deliverables, no schedule, no information and actions in our high level document we money and nothing measurable. How you could have got this so have kept the Plan succinct and to the point. This helps far wrong is staggering. us stay focused on achieving the ‘stand out’ initiatives which work towards the delivery of our four goal areas. The detail of what, when and how we measure success is plotted in our annual business plan and budget and in detailed subject specific strategies and plans such as the economic development strategy and positive ageing plan. As we develop the plans, budget and strategies we go out to the community for consultation and feedback. We think the plan will be more useful to the community, our staff and our partners if we keep it to the point. And having some flexibility in delivery means we can check with you each year on what should be done to achieve the plan's objectives. 9 My partner Overall, I think the Plan is great. I was concerned that Goal 2 was Noted - although there is a specific strategy which No changes recommended. and I have not specific enough in what you propose to do. For example, in relates to the creation of a Reconciliation Action Plan, owned a Goal 1, you clearly identified tasks that you would complete (eg the broader statement of 'We need to do more to house in the achieve Pest Free status, amend the Development Plan). In recognise and respect the region's first people.' which is hills for the particular, under Goal 2, I would be keen (in the first strategy contained within the description of the Connect goal last 7.5 years. listed) to see you commit to more than a Reconciliation Action area provides Council with the opportunity to develop a About 6 Plan to recognise and respect Aboriginal culture. Whilst a RAP is a range of actions in collaboration with the indigenous months ago nice step, it is likely to be a document that not many people community. These actions will be documented through we moved outside the Council and its employees are aware of. I would like the annual business plan process and specific action from a house to see the Council make some visible recognition and respect for plans. in Woodside Aboriginal culture and elders in our local communities. This could to a property align with other tasks that you have committed to (eg improve with 8 acres the engagement and participation of young people in the district, just outside embrace nature play in play space developments). I also want to of Woodside. applaud you for including some recognition that housing is not affordable in the Hills, which is likely to be having an impact on young, first home owners and the elderly. 10.1 An Individual The plan is high level and sets a vision for the Council; however I Noted. This comment indicates that the new format for No changes recommended. resident for am more interested in how the Council will monitor and evaluate a higher level visionary plan has been achieved which is 40 years. its performance against the plan. pleasing. References to wanting specifics re how Council will monitor and evaluate its performance are acknowledged, recognising that The draft Strategic Plan has a different format to our last one. The Council will receive regular reports on the work done against the strategies in the plan. Specific strategies and plans contain their own reporting mechanisms. 10.2 The plan does not address key emerging practical issues such as Noted. Recommend adding information on bushfire Add this sentence to the goal inadequate parking, poor bushfire vegetation management on mitigation and pro-active infrastructure management. area Place: "Council plays an Council properties etc important role in mitigating the risks posed by natural hazards such as fire, flood and extreme weather events. When such events do occur, we respond and assist the community in recovery.'' Add this strategy to Connect: 'We will take a proactive approach, and a long term view, to infrastructure maintenance and renewal'. 10.3 It serves the purpose of a vision statement. It does not address Noted. The strategy 'We will complete the road reserves No changes recommended. emerging issues as the area attracts more tourists and the overall and reserve assessments (blue marker project), leading population ages. Emerging challenges include: inadequate vehicle the nation in conservation and biodiversity parking, poor Council vegetation management on Council management practices' reflects Council's commitment properties and the lack of facilities including housing for the to looking after the unique flora, fauna and biodiversity ageing population. of our region. The information gathered through the assessments enables the creation of actions that are informed by the evidence gained through the assessments. The Biodiversity Plan also contributes to the effective planning and management of the region's biodiversity. 11 I am a The Draft Strategic Plan looks as if it were created, designed and Noted. References to wanting specifics re how Council No changes recommended. concerned published by a Market Research company in conjunction with a will monitor and evaluate its performance are resident of Public Relations Company. The presentation is very eye catching acknowledged, recognising that The draft Strategic Plan almost 30 and the constant use of the word "strategy" in conjunction with has a different format to our last one. The detail of years who "seek opportunities, "support", "encourage", "strive for", what, when and how we measure success is plotted in has seen the investigate, gives reassurance to some that something is actually our annual business plan and budget and in detailed Stirling area going to be done. But what? The detail is totally non-existent. subject specific strategies and plans such as the change There are no commitments to outcomes. For every one of those Biodiversity strategy, Waste Strategy and the Adelaide significantly lofty-sounding unspecific so-called strategies one can think of ten and Mount Lofty Ranges Naturals Resources as a result of different ways to implement them without actually achieving a Management Plan. The Strategic Planning Framework various thing! (p.10 & 11) describes how Council monitors and Mayors' I want to know exactly what is going to be done, by whom, by measures its performance. desires to when and what the outcome will be. Then I can decide whether make or not the "strategy" is a correct one, and as a ratepayer I can popularising hold someone responsible if goals are not achieved! The Adelaide This Draft Strategic Plan as it stands at the moment is simply A PR Hills as the exercise totally without substance. centre of just about everything. 12.1 Resident on It was a little bit difficult to interpret the draft plan as there was a Noted. The proposed Townships and Urban Areas No changes recommended. 18 acre bit too much design and not enough detail. I was a bit concerned, Development Plan Amendment strives to balance the bush/pasture for example, by the proposed changes to the Development Plan preservation of green spaces with the community call property in to accommodate older and new home buyers. I'm not sure for smaller block sizes to facilitate first home buyers and Bradbury, exactly what this means but I understand the Council is currently residents wishing to remain in the area as they age. The running an pursuing changes that allow subdivision of properties into much NBN rollout is referenced on page 8 in 'Trends and office based smaller allotments - a move I would strongly oppose. With poor Considerations'. Council staff have regular engagement home public transport, infrastructure and services, I don't believe that with NBN Co. around the rollout in the district; NBN Co. business. the hills are a good location for cheap housing and subdivisions - maintains a commitment to high speed internet we have seen the disasters in planning created in Mt Barker and connectivity for all properties. other regional towns by this approach. It might create a short term boost for rates but it creates considerable social and environmental damage which ultimately the Council has to foot the bill for - particularly with infrastructure. I would like have had a brief description of what these changes might entail in the strategic plan. Although digital connectivity is mentioned in the Strategic Plan, there is no discussion of ensuring that the NBN is rolled out to all communities in the hills. Bradbury and Scott Creek are currently scheduled to lose their ADSL service and not get NBN. Many properties in this area are also in mobile blackspots so it is unclear whether or how their current (poor but workable) internet access will be replaced. Connectivity is a major factor in future economies and there is a very strong representation of small independent home-based businesses in the Hills which rely on improving (not reducing) internet services. I would like to see Council play a stronger liaison role with the NBN to ensure that we are not left behind in the digital age. The NBN Co. has not been particularly responsive to individual queries. 12.2 Finally, I was surprised to find no mention of bushfire Noted. The comment relating to the importance of fire Add sentence to Place management. I would not have thought this was even optional to safety is relevant and has identified a gap in the description: "Council plays an leave out of a strategic plan for the Hills. There is always room for document. Recommended to add further detail important role in mitigating better council practices in relation to tree-lopping, weed control, outlining Council's role in bushfire mitigation to the the risks posed by natural planning and development in a way that meets both description of the Place goal. hazards such as fire, flood and environmental and fire safety goals. Given the recent EPA extreme weather events. decision, there is clearly a need for MUCH stronger Council action When such events do occur, in defending the rights of local residents to maintain their Council responds to and assists properties for fire safety. Providing a few extra green waste drop the community in recovery." off days in NO WAY substitutes for the practice of regular, mosaic Add link to the Mt Lofty cool burns for asset protection around homes. Having lived Ranges Bushfire Management through the Black Saturday bushfires and their aftermath, worked Plan to the document. in Community Bushfire Safety and written a book and published papers on the subject, I know just how important it is to make sure residents in fire prone areas are supported and encouraged to maintain their properties for fire safety. Not only is fuel- reduction burning for asset protection one of the single most important factors in saving lives from bushfires, but it also gives residents vital experience in how fires behave and how to deal with them - something that is often lacking today. Too many properties within the township areas are heavily vegetated, adjoining contiguous vegetation and are at high risk from fires. Gum trees, in particular, drop far too much dry litter and timber to be managed by green waste bins or driving trailers all over the place. The Council does need to advocate strongly for the EPA recommendations to be changed and implement an ongoing cycle of continuous improvement to manage fire safety and ensure it stays foremost in every residents' mind. For this reason alone, it needs to be in the Strategic Plan. Fire safety has to be sold like Coca-cola - continually, unrelentingly and everywhere and Council has a very important part to play in this. I'm sorry to only focus on what's missing from the plan. I think there were lots of good things in there and I can only encourage you to keep supporting improvements for local industry (agriculture, tourism and the arts), services for aged care and health, working to protect our natural and heritage environment. Keep it up! 13 The Hills Council should protect our farmlands and encourage Noted. The comments support the goal area statement No changes recommended. agriculture and primary producers and protect parks. This is what in Place where we recognise the 'native flora and fauna the hills is about, beauty and natural ecotourism for residents and of our region contribute to the character of the visitor to the hills. Stop further sub division of farmlands. Adelaide Hills and are essential to our productivity, Preserve our forest and parks and improve corridors for wildlife. economy, health and sense of wellbeing.' Support for Encourage and support friends of parks and volunteer groups to farming is reflected in the strategies 'We will pursue look after our environment. World Heritage Listing for the Mount Lofty Ranges as a working agricultural landscape.' and 'We will work with governments and industry to achieve pest free area status for the Adelaide Hills primary production area.' Working with the community to look after the environment is reflected in the strategy 'We will work with our community to encourage sustainable living and commercial practices'. 14 Resident of I am impressed and in favour of most of the strategic plan. I am Noted. The comments are in support of the majority of No changes recommended. Crafers and very concerned, however, about the possibility of subdivision of the Plan. The proposed Townships and Urban Areas commercial existing blocks. I came to the Hills 25 years ago to escape from Development Plan Amendment strives to balance the property suburbia. The vision of the hills having houses on small allotments preservation of green spaces with the community call owner in would threaten the unique nature of this environment. Adelaide for smaller block sizes to facilitate first home buyers and Stirling is full of suburbs with small allotments and tiny gardens for those residents wishing to remain in the area as they age. who want to live in that environment. Please preserve the green garden filled and wonderful natural environment we have here and don't allow a further decrease in the size of permissible subdivision. (Name deleted) 15 I would like to see safe horse riding trails included in the strategy Noted. While we reference mountain bike riding, No changes recommended. Horse riders also like to be able to stop and lunch at wineries. connecting key walking and cycling trails and the Victoria does it and so should we. People love to see horse riders importance of active lifestyles in the plan horse riding is out enjoying the environment and the community is richer for a not specifically mentioned. Horse riding is captured in wide diversity of activities without any particular group being side the Sport and Recreation Strategy. The Trail Strategy lined. identifies trails in the district and there uses. The Amy Gillett trail is multi use, and may be used for horse riding. There are a number of designated horse trails through the district such as areas North West of Kersbrook and in the Mt Crawford Forest. 16 I agree with one of the contributors who suggested more walking Noted. The comment supports the strategies 'We will No changes recommended. (and perhaps cycling?) trails linking parks, cafes and wineries in connect key walking trails and cycling routes to make it the Hills, e.g. none currently between Hahndorf and Bridgewater, easier for people to keep active in the Hills.' (p.17) but other than more northerly H.T.. I am looking forward to the questions the strategy 'We will explore options for a completion of the AG Trail to Mt Pleasant. We should learn to live northern freight train bypass' (p.25). The process of with the railway network, rather than become a bunch of exploring options for a bypass will consider pros and whingeing NIMBY'S! For goodness sake, Adelaide needs freight cons. too. Trains help reduce numbers of heavy trucks on our roads. On that note, I suggest we need a moratorium on tinkering with speed limits in the Adelaide Hills! Traffic has already slowed everywhere quite significantly, and further lowering of speed limits is unjustified. 17 Ratepayer for It reads well but I think it is too passive where bad things occur Noted. Council has defined its many roles (Leader, No changes recommended. 20 years. and does not suggest that the Council will actively stand up and Service Provider, Partner, Facilitator, Regulator, lobby against poor decisions by (particularly) SA Govt. "Working Advocate) on page 12 of the Plan. For each strategy in with stakeholders" is not the same thing.... Not enough use if the Plan the role of Council has been defined; a number made of local / social media to inform the community of poor of strategies list Council in the role of advocate. Council decisions coming our way eg DAP / recent burn-off changes etc. will continue to expand the use of social media to inform and advocate for the community, while working to foster and maintain a collaborative partnership with all levels of government. 18 Homeowner, Its very vague - where is the Noted. The draft Strategic Plan has a different format to No changes recommended. working detail??????????????????????????????????????????? our last one, instead of putting all the detailed parents. information and actions in our high level document we have kept the Plan succinct and to the point. This helps us stay focused on achieving the ‘stand out’ initiatives which work towards the delivery of our four goal areas. The detail of what, when and how we measure success is plotted in our annual business plan and budget and in detailed subject specific strategies and plans such as the economic development strategy and positive ageing plan. As we develop the plans, budget and strategies we go out to the community for consultation and feedback. We think the plan will be more useful to the community, our staff and our partners if we keep it to the point. And having some flexibility in delivery means we can check with you each year on what should be done to achieve the plan's objectives. 19 Hello ! I am a I have looked at your Draft Strategic Plan and think you are doing Noted. Comments support strategies relating to ageing No changes recommended. resident of a good job in trying to address the needs of a diverse community in place, community place making and supporting the Adelaide whilst showing a true appreciation of the beautiful Adelaide hills tourism through the trail strategy. Comment re 'one hills who and all it has to offer. large council' relates to the strategy 'We will work with lives on the Your consideration of the needs of your elderly residents and the neighbouring Councils and stakeholders to ensure border need for suitable accommodation for them to remain in their Council boundaries best serve our communities.' The between community is to be commended, as is your keen sense of strategy 'Council will work to make the district more Hahndorf and community and the support for local meeting places. age-friendly' provides the scope to investigate different Mylor on a I appreciate that you recognize that the Mount Lofty ranges is a housing models for the aged in our community. beautiful water catchment area for Adelaide's water supply and you piece of land appear to take the need to continue to respect this issue very of some 8 seriously, - for the sake of everyone. I have previously noted in hectares - your council documentation that you are aware that the quality unfortunately of water in Adelaide's reservoirs is deteriorating at an alarming just outside rate, - this is a very serious issue and should be at the forefront of of your everyone's minds when considering future development in the council water catchment area. district - but I get the impression that your council truly recognizes and very very respects the beauty of the Adelaide hills and you will hopefully be close. I truly very careful about future development so as not to spoil the love my beauty and uniqueness of the area with too much tourist patch and development in our primary production/watershed protection the beauty of areas. - If the drive for the almighty dollar changes the landscape the Adelaide too much it will be ruined for all. Having said that, sensitive hills with its tourist development such as the bike trails you mention would be glorious a great addition, hopefully for all types of cyclists. (As much as we views, residents love the area it is our duty to also share it with others !). tranquility, I would like to propose that you work towards there being one trees, birdlife large council for the Adelaide hills - you are the Adelaide Hills and visiting Council after all and you seem to have a pretty reasonable vision kangaroos as for the area and the Adelaide Hills is one very special and well as the magnificent place which needs to be treated with great care and, surrounding dare I say, reverence. When the general public think of the features of Adelaide hills they think of the region as a whole, not as my local segmented areas and I think one council with the right values and towns and vision is what the area needs. your special My desire is for you, the Adelaide Hills Council, to take over the town, Mount Barker Council, and in doing so, form one big Adelaide Stirling. My Hills Council that truly considers the needs of its community and home is very treats its environment with the utmost respect. special to me My grave concern is that the Mount Barker Council are out for and I feel development at any cost in their quest for dollars and their desire truly to become the state's second biggest city after Adelaide. I fear fortunate to greatly for the areas of the Adelaide hills that they have control live here. Not over. As far as I can see, they are a council out of control. a day goes by The Hahndorf hinterland areas have become their latest target without me for a multitude of business developments with little or no regard being in awe for the people who already live in these areas, many on small of the beauty acreages, and who no doubt treasure, care for, and adore their that environment. surrounds The Mount Barker Council's own 'detailed analysis' of all me and every properties in the region has identified that 95% of the properties time I drive in their newly designated 'Hahndorf Rural Activity Policy area 24' home up my have homes on them yet the Mount Barker council's 'Principles of dirt road I Development control - Land Use' makes no mention of homes, feel a sense residences or Lifestyle properties. They appear to seek of development at any cost in their desire for restaurants (up to 75 excitement, seats), cellar doors, wineries, Gourmet Retreats, shops, industry adventure with processing and packaging- before we know it the beautiful and gratitude Hahndorf hinterland will be turned into Noddyville with no for the beautiful rural vistas left - just take a look at what they are doing beautiful at Mount Barker if you want to see the sort of development that environment they admire. that PLEASE PLEASE (No, that's not a typo), save the Hahndorf surrounds hinterland and see if you can take over Hahndorf into your me. council area as I believe you will treat it with a lot greater respect than the Mount Barker Council,- they do not deserve to have control over this very special region. I suspect many people in Nairne and Littlehampton would like to be saved too, so I hope you can work towards a larger Adelaide Hills Council in the very near future. Your Draft Strategic Plan recognises that your council has both Legislative and moral responsibilities to mitigate risk to your community, something I fear is lacking within the Mount Barker Council and, as a result, I believe the safety of the community is being placed at risk. I give the example of my home extension where the council and their 'associates' arranged a substitution of alleged falsified Engineering documentation into my DA, without the council dealing with either the Applicant (my Architect), or me, the owner, after full Development Authorisation for the correct approved documentation had been given and they had been informed that works were starting on the site. This has resulted in a 'non-compliant' and alleged 'unsafe' home construction (deemed to fail in 5-10 years), with no regard for bushfire safety (steel house supporting posts replaced with soft pine posts stuck straight into the ground), yet the Mount Barker Council inform me that 'Clearly you think the amendment is significant but the council have deemed it to be minor and that's at the discretion of the Planners'. Such arrogance. Such little respect for the safety and lives of their residents. They have no right to behave in such a fashion, yet, they have and apparently see no reason to change their procedures. I fear another bushfire this summer could thus lead to multiple deaths if it occurs within the Mount Barker Council region. This could possibly be their new 'tool' in their quest to make homes 'non-compliant' in the areas where the council would like/prefer the land to be 'made available' for other purposes. Outrageous, not acceptable and most likely illegal. Please extend your Draft Strategic Plan to adopt the area of Hahndorf and hopefully our fellow neighbours too if they so desire. I make this request as I have grave concerns for the safety of the community in the Mount Barker Council region and I also seriously care about the future of the magnificent Adelaide Hills. Thank you for allowing me the opportunity to communicate with you. 20 My wife and I The Plan recognises that older people often move from the AHC Noted. The comment supports the strategies ''We will No changes recommended. have lived on area if they are unable to manage their larger properties or use the amended Development Plan to provide more our property because of limited access to services, such as health care. housing opportunities for first home buyers and those near Mylor We know people who have moved from the Mylor area for these ageing in our community' but amend to 'We will use the for 21 years. very reasons. For them it was a very difficult time emotionally amended the Development Plan to provide more We are leaving behind long term friends and an area in which they felt housing opportunities for first home buyers and those 'seniors' comfortable and were well-known. Often they had contributed to wishing to age in place in our community' and 'We will actively the local community and would have continued to do so if they work to make the district more age-friendly'. Note - involved in had been able to stay in the area. We know quite a number of Council is currently undertaking a review of Council the Mylor people in our area who are currently grappling with this very owned retirement villages which is exploring the most community. issue. efficient ways to deliver aged care housing in the I think Council could play a role in facilitating the construction of district. very small -scale retirement complexes (maybe around 6 units) in smaller centres such as Mylor. This would allow 'seniors' to stay in the community which they love and continue to contribute to the local community. This would need to be supported by maybe a community bus to take these people to services in other larger centres once they were unable to drive. I am confident local volunteers would be available to operate this service. I think the establishment of such retirement homes in the smaller communities would add considerably to the quality of life of many of our seniors and allow them to contribute even more to the community to which they have such a strong attachment. I think a feasibility study of this proposal should be included in Council's current business plan

21 Resident I think the draft is, visually, a very attractive document. Noted. The proposed Townships and Urban Areas No changes recommended. Development Plan Amendment strives to balance the However, I would have liked to have read that the Adelaide Hills preservation of green spaces with the community call Council will not go down the same path as Mt Barker Council. I for smaller block sizes to faciliate first home buyers and despair that open space is being sold off as tiny housing blocks residents wishing to remain in the area as they age. with cream Stratco fences and no trees.

I would have also liked more details regarding the rumour that blocks are going to be able to be subdivided into much smaller lots than before. 22.1 We are a The Draft Plan is laudable in its scope and ambition. However, it is Noted. The draft Strategic Plan has a different format No changes recommended. retired not clear how many of its aims will be achieved and there are not to our last one, instead of putting all the detailed couple 70 yrs many links to provide detail. information and actions in our high level document we and 69 yrs, have kept the Plan succinct and to the point. This helps on 1.5 acres us stay focused on achieving the ‘stand out’ initiatives at Aldgate. which work towards the delivery of our four goal areas. The detail of what, when and how we measure success is plotted in our annual business plan and budget and in detailed subject specific strategies and plans such as the economic development strategy and positive ageing plan. As we develop the plans, budget and strategies we go out to the community for consultation and feedback. We think the plan will be more useful to the community, our staff and our partners if we keep it t the point. And having some flexibility in delivery means we can check with you each year on what should be done to achieve the plan's objectives. 22.2 The Adelaide Hills are unique in conserving a semblance of nature Noted. Council works with the Natural Resources No changes recommended. at least, but habitat fragmentation (as mentioned in the Draft) Management (NRM) board to inform and shape and urbanisation are putting great pressure on its fauna and biodiversity strategies for the region. The recently flora. Involvement of the EPA, and consultation with ecologists adopted Biodiversity Strategy has identified should be part of the Plan. partnerships as a key component in successfully managing the flora and fauna of the district.

your adelaide Prosper / Connect / Place / Explore Our strategic plan to make the hills Adelaide Hills a place for everyone. 2 3 Mayor’s Contents message The district has a changing population and we know that new people come with new expectations.

People now expect more what makes the Hills call home. All of this in 3 Mayor’s message of their Council. They such an attractive place a landscape that is the want to connect with us to live, work and play. envy of the world! 4 What is the Strategic Plan? in different ways and when it is convenient for them. Our plan is ambitious The next four years present 6 Community profile They want to know we’re and we know we can’t do an exciting opportunity interested in their views everything ourselves, so for us all to come together 8 Trends and considerations and value their input. we’ve made a concerted to make the Adelaide Hills effort to be clear about the place we want it to be 10 Strategic planning framework People also connect with what role the Council can – a place for everyone. each other using methods play in meeting community 12 Our role not thought of years ago expectations. Bill Spragg and communities of interest Mayor have become as important We are blessed to have 14 Goal 1 People and business prosper as the communities in one of the highest levels which we live. of community based 18 Goal 2 Activities and opportunities to connect volunteering in the nation. With your input, we’ve We also have a vibrant 22 Goal 3 Places for people and nature developed a bold plan to business community make the Adelaide Hills a and residents who are 26 Goal 4 Explore ideas and work with others place for everyone while passionate about the at the same time nurturing place they choose to 30 What’s next? 32 Organisational sustainability 35 District map Aboriginal recognition The Adelaide Hills Council recognises the Peramangk and Kaurna as the region’s Adopted October 2016 ISBN TBC first people. We respect their ongoing relationship This Strategic Plan is dedicated to the people of the Adelaide Hills Council with the land and are committed to working together district. Community input to the development of this plan was integral and we thank all of those who participated. to ensure their culture and traditions are preserved. 4 5 Adelaide Hills: What is the a place for everyone! Strategic Plan? People Places for Your rates go much further than just and business people and prosper nature picking up waste and fixing roads... • Tourism • Thriving ecosystems • Agriculture • Functional towns and villages • Community wellbeing • Productive landscapes

We provide a range of services This plan outlines the Council’s to the community such as asset key areas of focus for the and infrastructure management, coming years. It doesn’t include business and community everything we do, but it helps development, community us focus on those areas care and safety, development which need new or renewed and building assessments... attention to address emerging the list goes on. community needs and trends. Explore Activities and ideas and work opportunities with others to connect • Advocacy • Diversity and inclusion • Creativity and innovation • Culture and heritage • Community engagement • Lifelong learning 6 Snapshot General 7 statistics

   Relatively low level High average income of socio-economic Community    disadvantage New residents moved Low unemployment from outside the district  between 2006–2011  20.1% (Total 7,756) profile   High labour participation Volunteers 29.8% of population  volunteer Data based on ABS 2011 census unless otherwise indicated.    (17.7% greater Adelaide) Modest population growth

Dwellings Low levels of disability   2.9% (5.4% greater Adelaide) 15,284

Total population District area Sparse density Median age Household types 40,031 (2015 ABS estimate) 795km2 0.5 people per hectare 42 (39 greater Adelaide) High education levels Couples with children   39.0% (28.5% greater Adelaide)

Age segmentation High levels of internet connectivity  Couples without children 30.9% (25.5% greater Adelaide) Age 0–17 Babies and school age 24.1% (21.5% greater Adelaide)

Age 18–34 Tertiary education, Modest public transport use One parent families independence and young workforce  7.7% (11.0% greater Adelaide) 15.8% (23.2%) Age 35–59 Parents,    homebuilders, pre-retirees High levels of home ownership Lone person 39.1% (33.9%)  18.1% (26.7% greater Adelaide) Age 60–69 Empty nesters and retirees 12.5% (10.2%) Low levels of ethnic diversity Work at home Age 70+ 7.0% (15.1% greater Adelaide)  7.3% (3.2% greater Adelaide) Seniors from non-English speaking countries 8.4% (11.1%) 8 9 Trends and considerations

Population growth poorly serviced by public Young people Digital connectivity transport which can create The 30 year plan for difficulty for lower income The number of school The district has high levels greater Adelaide families and individuals aged children in the of internet connectivity anticipates population to live there. Adelaide Hills compares but speed and reliability growth of 545,000 people well with greater Adelaide, varies. The nbn™ network through urbanisation. suggesting that it is is being progressively Much of the Adelaide Hills Cultural diversity considered to be a good rolled out and most of the Council district is covered Only%f 7 o the district’s place to bring up children. district should be covered by the Hills Face and population were born in by the end of 2017. The district does however Watershed (Primary non-English speaking have a relative dearth in Production) Zones which countries compared with people between the ages Workplace protect those important 15% for greater Adelaide. or returning after living of 18-34. This suggests pieces of land and restrict Housing affordability, 62.0% of the population elsewhere for some time. people growing up in the development. That being lower job vacancy rates works outside the area. Yet, This turnover is not high Ageing district tend to leave once the case, population and historic migration there is a comparatively in comparison with other they enter the workforce. growth across the district patterns may be barriers The Australian population higher tendency for people places, but confirms that The fact that they are is low compared with other to people from more is ageing as baby boomers to work from home. The the Adelaide Hills does not replaced by others parts of Adelaide. The diverse backgrounds enter retirement and life Council needs to recognise have a changing population, in the same age bracket implication is that natural moving to the Hills. expectancy increases. the desire people have to which will bring about indicates a link to the and agrarian landscapes changing expectations. However, the Adelaide Hills work from home and are under less pressure district has a relatively low housing affordability respond to this cohort from development, but the proportion of people over issue and/or a desire ‘workplace’. Council’s rate income base Housing affordability 70, suggesting that people to live closer to work or the city while young. grows slowly in comparison The Adelaide Hills is an tend to move out of the area Aboriginal population as they age. This is likely due with other areas. attractive place to live, First home ownership in the to the difficulty people have Just 204 people (0.5%) yet development Hills is a challenge. The age managing larger properties identify as Aboriginal or restrictions mean that profile suggests families Population change as they age, the challenges Torres Strait Islander, but housing supply is limited. tend to buy in the Hills in posed by the geography, this was up from 144 (0.4%) 20.1% of the 2011 population The implication is that cost their late 30s and 40s. lived outside the district of housing in parts of the limited public transport and in 2006. We know that many in 2006, indicating a district is relatively high. the proximity of support Aboriginal people with a continued trend for ‘new’ More affordable areas services. strong connection to the people moving to the hills, tend to be isolated and land live outside the district. 10 11

Strategic Corporate Plan Plan • Prosper • Leadership • Places • People • Resources • Connect • Systems, processes & service • Explore • Organisation Policy • Results

Reviewed every 4 years Reviewed every 4 years

The Council’s Strategic Plan* is supported by a suite of subject-specific strategies and plans. Specific Organisational Strategies Plans and and Plans Frameworks These typically have a 4-6 year Planning and development of the Council’s administration planning horizon. Examples include: happens through a Corporate Plan, which aims to develop an organisation capable of • Community Strategy delivering the Council’s long term community objectives • Long Term Financial Plan* and annual priorities. Each year the Council • Asset Management Plan* determines the priorities from its strategies and plans, and allocates resources • Biodiversity Strategy through the budget and business planning process. • Economic Development Strategy The community is involved in this process through public Business Plan & Budget consultation and engagement. • Communications & Marketing Plan • Special actions & programs

*Denotes that the plan is Developed annually • Climate Change Adaptation Plan a strategic management plan for the purposes of the • Sport & Recreation Strategy Local Government Act 1999. We measure our success by the achievement of the objectives and actions outlined in our strategies and plans. We monitor progress through regular Council reporting and summarise achievements in our Annual Report. 12 13 Related regional, state & national priorities Many of our strategic initiatives help fulfil regional, state and national priorities. These are indicated throughout our Plan.

Adelaide and Mount Lofty South Australian Strategic Plan NAT RES Ranges Natural Resources goal: We value and promote SASP: Management Plan ARTS artistic vibrancy and excellence and celebrate community expressions through the arts Adelaide Hills Council 20 Year TRAIL Regional Trail Strategy and Our role Action Plan South Australian Strategic Plan SASP: goal: Governments demonstrate LEAD strong leadership working with TOUR Adelaide Hills Regional Strategic and for the community 15-20 Tourism Plan 2015-2020 South Australian Strategic Plan goal: We are innovative in The Council fulfils a broad range of functions and there are a number DOG Dog and Cat Management CAT SASP: Act 1995 INNOV designs and technologies and of ways the Council can achieve its community objectives. we use our intellectual property to advance our state

ML Mount Lofty Ranges Bushfire BMAP Management Area Plan South Australian Strategic Plan SASP: goal: In South Australia we NEW BUS encourage entrepreneurship Leader National Innovation and enterprise in business Council leading the community or the local government NISA and Science Agenda sector by, for example, setting directions to meet the South Australian Strategic Plan South Australian Government goal: South Australia’s transport community’s needs or role-modelling an approach EAT SASP: WELL Eat Well Be Active IND network enables efficient Strategy 2011-16 TRAN movement by industry and the Service Provider/Owner community South Australian Government Council directly delivering services, providing assets or Economic Priority: Premium South Australian Strategic Plan EP: SASP: FOOD Food and Wine produced in ROAD goal: We are safe and protected managing community funds WINE our clean environment and SAFE at work and on the roads exported to the world South Australian Strategic Plan Partner SASP: South Australian Government AGE goal: We support people to stay Council contributing funds or resources and working EP: HOME BEST Economic Priority: The best in their homes if they choose collaboratively with others to deliver a service or initiative place to do business South Australian Strategic Plan SASP: South Australian Government HOME goal: Everyone can afford to rent AFF Facilitator SAGP: policy: Reforming Democracy: or buy a home DEMOC Deciding, Designing and Council bringing together other people and partners Deliverying Together South Australian Strategic Plan to achieve outcomes SASP: NAT goal: We are prepared for South Australian Strategic DIS natural disasters SASP: Plan goal: We are proud of Regulator DIV South Australia and celebrate Council fulfilling a particular role as determined by legislation our diverse culture and people South Australian Strategic Plan SASP: goal: People in our community CARE support and care for each other, South Australian Strategic Plan especially in times of need Advocate goal: We are the Festival State; SASP: our festivals, cultural venues Council making representations on behalf of the community FEST and events create a vibrant SASP: South Australian Strategic Plan and energetic atmosphere, ACTIVE goal: We are physically active generating excitement! 14 15 Prosper

Goal 1 Active lifestyles are Playing in nature is People and business prosper synonymous with the important for the young Hills and we recognise and young at heart. the role we play in Both residents and visitors supporting health and alike enjoy opportunities recreation. The State to spend time and explore The Adelaide Hills is a unique region, where people live Government has identified in nature. among working vineyards, on viable agricultural land and the region as an international mountain It can be difficult for in village townships and settlements. The country lifestyle biking destination and people to buy their first more needs to be done house or secure affordable and natural surrounds are key attractors for residents to make this a reality. rental properties in the There is a network of Hills. We know that many and visitors. Living and doing business are entwined. iconic walking trails and people leave the district there are opportunities in their later years as they to connect these with look for smaller properties The Hills is known for its With close proximity key destinations. closer to public transport quality food and beverage to Adelaide, short-stay and services. For people offerings, with creative experience tourism works to prosper in the Hills, producers finding niche well for the Adelaide we need to make it liveable markets at home and Hills. Affordable and for all ages. overseas. We operate unique experiences in an environment free in a natural setting are of genetically modified highly sought after. crops. There are opportunities to leverage What success looks like: the ‘clean and green’ brand and help producers Thriving businesses that uniquely say tap in to interstate and overseas markets. ‘Adelaide Hills’. Healthy and happy people. 16 17

Strategy Role Related priorities

1.5 We recognise that small and micro business is the backbone SASP: EP: NEW of our regional economy and will BEST BUS work with stakeholders to make it easier to do business in the Hills.

1.6 We will work with other levels of SASP: government to address transport IND TRAN Prosper needs for business.

1.7 We will connect key walking trails SASP: and cycling routes to make it easier TRAIL ACTIVE for people to keep active in the Hills.

1.8 We will amend the Development EP: FOOD Goal 1 Plan to make farming in the Hills easier. WINE

1.9 We will work to make the district SASP: People and business prosper AGE more age-friendly. HOME

1.10 We will use the amended Development Plan to encourage Strategy Role Related priorities SASP: HOME more housing opportunities AFF for first home buyers and those 1.1 We will pursue World Heritage wishing to age in our community. EP: Listing for the Mount Lofty Ranges FOOD WINE as a working agricultural landscape. 1.11 We will embrace nature play EAT concepts in play space WELL 1.2 We will work with governments developments. and industry to achieve Pest EP: FOOD Free Area status for the Adelaide WINE Hills primary production area. 1.12 We will seek opportunities to increase the wellbeing and SASP: NAT SASP: resilience of our community DIS CARE 1.3 We will work towards making to withstand, recover and TOUR the Adelaide Hills the favoured 15-20 grow in the face of challenges. tourism destination in the State.

1.13 We will work with other 1.4 We will work with the State levels of government to improve SASP: ROAD Government to make the safety for road users (including SAFE Adelaide Hills an international pedestrians and cyclists). mountain biking destination.

Leader Service Provider/Owner Partner Facilitator Regulator Advocate 18 19 Connect

The Adelaide Hills has We need to do more to Goal 2 Activities and nearly twice the level of recognise and respect volunteering than the the region’s first people. opportunities to connect greater Adelaide area and Both the Peramangk this needs to be fostered. and Kaurna people have connections with the Creative pursuits provide Hills and we can learn people with an opportunity by connecting with them. In an increasingly fast-paced and technological world, to connect with each opportunities to connect are crucial. Connection can other and their surrounds The Adelaide Hills is a on a more meaningful place for everyone. To be be with a place, people, activities or ideas. A connected and thoughtful level. welcoming and respecting Art is often said to be of individual uniqueness community is inclusive and welcoming, engaged, empowered an expression of culture. we must strive to It demonstrates community understand, accept and dynamic. Its members are confident and resilient. identity, provides an and value differences. important outlet for expression, is a valuable The Hills community People wish to be heard educational tool and can values learning and sees and involved in making encourage business it as a lifelong pursuit. decisions which affect investment. Technology has enabled them. Opportunities for people to connect with active citizenship and communities of interest community led approaches beyond their local area, exist through Advisory bringing new ideas and Groups, working parties, What success looks like: expectations. forums and volunteering, but more can be done A welcoming and inclusive community to strengthen community based leadership. where people support, respect and celebrate each other for their differences as much as for their shared values. 20 21 Connect

Goal 2 Activities and Strategy Role Related priorities opportunities to connect 2.4 We will implement the Adelaide Hills Business and Tourism Centre

(Old Woollen Mill) Masterplan SASP: to stimulate local job creation, ARTS Strategy Role Related priorities boost tourism and create a vibrant cultural hub.

2.1 We recognise and respect 2.5 We will support opportunities Aboriginal culture and the SASP: for learning in our community to descendants of our first DIV increase the confidence, wellbeing people. We will implement and health of our citizens. a Reconciliation Action Plan.

2.6 We will seek to bring events 2.2 We recognise diversity in the to our district that have social, SASP: community is one of our greatest cultural, environmental and FEST SASP: strengths and we will support DIV economic benefits. and promote opportunities for social inclusion. 2.7 We will seek opportunities SASP: AGE to improve transport options HOME 2.3 We will establish a community for those who need it most. leadership program to help SASP: unlock the potential of people LEAD 2.8 We will improve the in the community to improve engagement and participation the community. of younger people in our district.

Leader Service Provider/Owner Partner Facilitator Regulator Advocate 22 23 Place

Goal 3 Places for people and nature

What makes the Adelaide Hills special is its unique landscape and places. From native vegetation and productive farming land to village townships and Our plants and wildlife face The environment is Council plays an important community facilities, the region comprises a blend a number of challenges continually changing – role in mitigating the risks including weed invasion, influenced by climate, posed by natural hazards of land use which allows people and nature to thrive. habitat fragmentation, economic considerations such as fire, flood and bushfires and climate and human impacts. extreme weather events. change. Through We need to empower When such events do occur, Good facilities provide Built spaces like libraries, responsible management our community with the we respond and assist the places for people to meet, community centres and halls and supporting community knowledge and capacity community in recovery. connect and participate. provide hubs for people to based activities, we can to adapt to change and These range from fields come together, learn and work together to improve secure a sustainable future. for organised sport interact. These spaces should biodiversity and enable to spaces for meeting constantly evolve to meet ecosystems to thrive. friends in the main street. new and changing needs. They should also incorporate A unique ‘sense of place’ sustainable design principles. can be created with input from people who spend The native flora and fauna of time or do business in an our region contribute to the area. Communities know character of the Adelaide What success looks like: what a place needs, who Hills and are essential to our will use it and how it can productivity, economy, health Vibrant places which contribute to be enhanced. and sense of wellbeing. increased wellbeing. Thriving ecosystems. 24 25 Place

Goal 3 Places for people and nature Strategy Role Related priorities 3.5 We will take a proactive approach, and a long term view, to infrastructure maintenance and renewal.

Strategy Role Related priorities 3.6 We will reduce the impact DOG of cats on native flora and fauna. CAT 3.1 We will work with our community to encourage sustainable living and NAT RES 3.7 We will drive further reduction commercial practices. in waste consigned to landfill.

3.2 We will strive for carbon neutrality 3.8 We will explore options for as an organisation and encourage a northern freight train bypass. our community to do likewise.

3.9 We will encourage community-led 3.3 We will complete the road place making approaches to enhance reserves and reserve assessments townships and public spaces. (blue marker project), leading the nation in conservation and biodiversity management practices. 3.10 We will investigate ‘off grid’ power opportunities for facilities and households in our community. 3.4 We will work with the We’re open to the idea of whole State Government to complete SASP: ACTIVE townships doing the same. the Amy Gillett Bikeway.

Leader Service Provider/Owner Partner Facilitator Regulator Advocate 26 27 Explore

Goal 4 Explore ideas To meet changing community expectations and work with others the Council needs to be agile. Our strategies, policies, processes and systems must be current Our community is full of ideas and potential. We seek community input and relevant to community needs. We must embrace for important decisions and to help us set directions. The community flexibility and be prepared needs the Council to be easy to work with and to act in its interest. to change. In recognising and realising opportunities, we manage risks so that we Today’s norm was participate and influence can achieve our objectives. yesterday’s innovation. decisions that affect As the world changes Creative communities them and be empowered around us, the Council are vibrant and members to create change. needs to be aware of the have outlets to express impacts on its community themselves. We need Two heads are better and advocate accordingly. to foster creativity in the than one. Working community and embrace together with community, it as an organisation. business and other levels of government will Community-led approaches create better outcomes can achieve great community and allow for knowledge What success looks like: outcomes. Everyone should sharing and learning have the opportunity to from one other. Council working with our community and others to pursue new ideas and address emerging needs. 28 29 Explore

Strategy Role Related priorities

4.1 We will embrace contemporary SAGP: methods of engagement so it’s DEMOC easy for everyone to have their say.

4.2 We will explore the opportunities

that emerging technologies present SASP: to people living, working, visiting INNOV or doing business in our district.

4.3 We will offer greater access to services and realise business efficiencies through online services.

4.4 We will foster creativity in the community and embrace NISA it as an organisation.

4.5 We will work with neighbouring Councils and stakeholders to ensure Council boundaries best serve our communities.

4.6 We will actively pursue opportunities to share resources and partner with others for better community outcomes.

Leader Service Provider/Owner Partner Facilitator Regulator Advocate 30 31 What’s next?

Our community is full of ideas! Become a centre for Grants to young, innovative people – Jeanette ‘GREEN’ businesses We know because we received hundreds – Kathryn As playgrounds become due for renewal, of them when we engaged during the convert them to Nature Based playgrounds – Anon

development of this plan and these Name public places with Indigenous names Future planning for public Council buildings have been captured in an ideas bank. – Tamara transport for the next 50 years go green – lovethehills – Chelsea As we pursue the actions and Manyf o these ideas will find their commitments made in this plan way into our upcoming annual and other strategies, we will draw business plans and budget. Low cost accommodation Walking trails that combine wine, upon those ideas to formulate We consult every year during for bike riding tourists food, exercise in gorgeous scenery actions and approaches that this process, so look out for your – Anon – Kathryn are truly community generated. idea and keep in touch with us!

Funny walk Better access to bus shelters would pedestrian crossing make waiting for buses more inviting – NikkiD – travelle 32 33 Organisational sustainability

Risk and Our primary mechanisms Governance Local Government is a highly regulated and scrutinised sector. People need responsibility include: The Council is committed to be able to trust us. We place great value on being open, transparent We understand that risk • We actively seek face to open, participative and and responsive. We strive for accountable and strategic decision-making exposure to the Council to face Minister-Council transparent decision is risk exposure to the interaction on an making and administrative and we pursue excellence and equity in service delivery. community. We have annual basis processes. We diligently a framework in place • Council, and the Executive adhere to legislative • Reducing the infrastructure to identify, evaluate Leadership Team, requirements to ensure Our organisation Work health monitors opportunities to and safety asset renewal backlog and manage risks public accountability and Our organisation needs • Keeping rate increases low associated with: comment on proposals of exceed these requirements to be agile and capable We strive to integrate • Funding new or enhanced other levels of government where possible. We are of delivering the Council’s health and safety into • Achieving corporate via the Local Government particularly proud that: services through efficiency objectives long term community all aspects of our activities savings Association’s regular objectives and annual and planning and have • Staff welfare circulars and prioritises • Our Council Member priorities. Built on a a strong record of • Legal compliance effort and input according Code of Conduct goes continuous improvement achievement in this space. Customer Service • Financial and asset to district relevance. above and beyond the philosophy, our Corporate Commitment sustainability • The Chief Executive Officer minimum legislated We are committed to • Service continuity standards Plan seeks to develop We aim to consistently and Mayor participate providing a workplace that: • Community and • Members of the public a high performing and deliver excellent service. in the Metropolitan Local social wellbeing Government Group can address Council service focused culture • Is safe and healthy for all We do this by being: • The environment and the Southern and Members, without notice, through an emphasis on: employees, volunteers, • Available: we make it • Local and regional Hills Regional Local at any Council meeting contractors and visitors • Leadership easy for you to reach us economy Government Association, • Our Audit Committee • Understands and manages • People • Helpful: we are which are regular forums considers risk and risks to minimise the Our highest risks are • Policy and strategy for collaboration and efficiency measures potential for harm at work approachable and regularly reassessed and • Partnerships and regional decision making in addition to financial • Fully complies with health always willing to assist monitored by the Council’s resources • We regularly invite controls and safety legislation • Empathetic: we listen to Audit Committee and • Systems, processes your needs and appreciate senior government staff and services subsequently by Council. We are committed to fully your point of view to address Council and cooperate with the State Financial the Executive Leadership We measure our success • Responsive: we respond Ombudsman, Office for sustainability Collaboration on team on issues of district as an organisation by to your needs and keep Public Integrity, Independent public policy setting relevance in an informal monitoring a range of The Adelaide Hills Council you informed Commissioner Against and interactive manner indicators around these has consistently met its • Reliable: we are honest, We foster positive Corruption and other areas. Our Corporate financial sustainability accurate and consistent relationships with other The state, national and investigative authorities. Plan will be reviewed targets and is on track to in all that we do Councils, relevant State regional objectives that in early 2017. continue this strong trend Government Ministers, and We are proudly a member We have service standards were considered in the of the Local Government into the foreseeable future. government departments development of this plan, We regularly review the that are regularly measured Association and its mutual Our Long Term Financial and agencies. The extent and the extent to which way we deliver services and reported, and we liability and workers Plan, which is reviewed to which we collaborate we plan to co-ordinate to ensure the community maintain systems which compensation schemes. annually, is built around: in public policy setting is with State and Federal receives best value. enable people to make determined on the basis of Governments on specific • Operating within requests, suggestions, relevance to our community our means compliments and objectives, are outlined and the ability to allocate in the goal area sections. • Managing debt responsibly complaints. the necessary resources. 34 City of 35 Playford The Barossa N Council

Humbug Scrub Mount Crawford

Kersbrook Sampson Flat

KERSBROOK RD Cromer

Forreston City of Tea Tree Lower Hermitage Gully Torrens Valley

Inglewood Ward WARRENRD SOUTH PARA RD TORRENS VALLEY RD Chain Of Ponds Birdwood NORTH EAST RD Millbrook Gumeracha Houghton

Paracombe

Kenton Valley Campbelltown Cudlee Creek City Council GORGE RD

ONKAPARINGA VALLEY RD VALLEY ONKAPARINGA

Castambul RD VALLEY KENTON

Mount Torrens

Montacute Rostrevor

Lobethal WOODSIDE RD Mid Marble Hill Charleston Woodforde Murray Ward Cherryville LOBETHAL RD Council Teringie Norton Summit City of Skye Lenswood Burnside Onkaparinga Valley Ward Horsnell Gully Basket Range Ashton LOBETHAL RD Greenhill Uraidla GREENHILL RD Woodside

Waterfall Summertown

Gully Carey Gully NAIRNE RD

Cleland ONKAPARINGA VALLEY RD Oakbank Piccadilly Legend

Crafers Ward area Mount George Balhannah boundaries Crafers Mt Lofty JUNCTION RD West Ward Stirling Verdun Adelaide Hills Hay Valley Aldgate Council boundary MT BARKER RD Bridgewater UPPER STURT RD Service centres, Upper Sturt Hahndorf Sturt Heathfield community centres, libraries Littlehampton Longwood Ironbank Manoah Mylor Ward Scott Creek

Bradbury Mount Adelaide Barker District Council Hills Council Dorset Vale district map (08) 8408 0400

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@adelaidehillscouncil

@AHCouncil ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.5

Originating Officer: Paul Francis, Manager Finance

Responsible Director: Terry Crackett, Director Corporate Services

Subject: 2015/16 Budget Review 4

For: Information

SUMMARY

Under the requirements of the Local Government Act 1999, a Council must undertake a review of its Budget at least four times throughout the financial year, the final review being of the actual results against budget for the prior financial year.

Budget Review 4 is for the period ending 30 June 2016 and reflects the adjustments necessary to match the end of Financial Year result.

The Audit Committee considered Budget Review 4 at its meeting on 4 October 2016 where it noted the budget amendments and recommended its adoption.

This report presents Budget Review 4 to Council for adoption.

RECOMMENDATION

That Council:

1. Receives and notes the report.

2. Notes that Operating Budget variations presented in Budget Review 4 for the period ending 30 June 2016 totalled $(639)k unfavourable and provide for an adjusted Operating Deficit for the 2015/16 year of $(323)k.

3. Notes that Capital Budget variations provided for in Budget Review 4 for the period ending 30 June 2016 totalling $3,485k will be the subject of a Budget Review 1 report in November 2016 for consideration to be carried forward from 2015/16 and included in the 2016/17 Capital program.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 2015/16 Budget Review 4

1. GOVERNANCE

 Strategic Management Plan/Council Policy

Goal 4 A Recognised Leading Performer

Key Issue 4.2 Management and Risk Responsibility

Key Action 4.2.6 Manage and maintain the sustainable financial position of Council

 Legal Implications

The undertaking of formal budget reviews is a requirement of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011.

 Risk Management Implications

Conducting the budget review process as required by the Regulations will assist in mitigating the risk of:

Failure to conduct budget review process as required by the Regulations results in inaccurate budgets, unforecasted deficits and inadequate resourcing for current and future activities.

Inherent Risk Residual Risk Target Risk Medium (4D) Low (2E) Low (2E)

It ensures that financial resources are deployed in areas that align with Council’s Strategic Management Plans, are affordable and support Council’s Long Term Financial Plan.

 Financial and Resource Implications

Budget Review 4 presents a reconciliation of the actual result for 2015/16 against the revised budget and explains the reasons associated with key variations.

Most notably the two additional quarters of Financial Assistance Grant (FAG) that were anticipated to be received in late June did not occur. This has resulted in an unfavourable variation of $820k that was effectively offset in 2014/15 with the early receipt of FAG funding.

There was also an unanticipated rebate of $209k raised by Council’s waste collection contractor (East Waste) that favourably impacted on the End of Year result.

Both of these variances are included in the analysis at Point 3.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 2015/16 Budget Review 4

 Customer Service and Community/Cultural Implications

Not applicable.

 Environmental Implications

Not applicable.

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

Budget Review 4 was considered by the Audit Committee at its 4 October 2016 meeting.

2. BACKGROUND

Section 9(1)(b) of the Local Government (Financial Management) Regulations 2011 requires quarterly consideration of the Council’s budget for a particular financial year.

Budget Review 4 was considered by the Auidt Committee at its meeting on 4 October 2016 where it was resolved:

That the Audit Committee: 1. Receives and notes the report. 2. Notes that Operating Budget variations presented in Budget Review 4 for the period ending 30 June 2016 totalled $(639)k unfavourable and provide for an adjusted Operating Deficit for the 2015/16 year of $(323)k. 3. Notes that Capital Budget variations provided for in Budget Review 4 for the period ending 30 June 2016 totalling $3,485k are to be carried forward from 2015/16 and included in the 2016/17 Capital program. 4. Advises Council that it has reviewed Budget Review 4 and recommends its adoption.

3. ANALYSIS

Operating

This budget review has been prepared following the completion of Council’s financial year end result. The Operating Deficit for the 2015/16 year was $(323)k, which is $(639)k unfavourable against the budgeted Operating Surplus of $316K.

As outlined above the two major variations contributing to the end of year outcome relate to the State Government payment of just over half the 2015/16 Financial Assistance Grant allocation (i.e. $820k) within 2014/15, and an unanticipated rebate from East Waste of $209k.

After adjusting for these variations, as well as other key items outlined in the following table, the end of year result aligns very favourably to the projected position as well as the current Long Term Financial Plan.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 2015/16 Budget Review 4

$’000 Item FAV/(UNFAV) Rates Income: Lower than anticipated number of objections and an increase in property growth in excess of budget $145 User Charges: Green organic recyclables income revenue received in first year of operation. Not originally provide for. $130 Grant Revenue: Financial Assistance Grant reported in 2014/15 $(820) Employee Costs: Largely attributable to vacancies that have been offset by contractual service costs below $527 Materials Contractors Other: Unanticipated End of Year rebate provided by East Waste $209 Materials Contractors Other: Additional contractors engaged to cover for vacant positions throughout the year (offset above) $(452) Finance costs: Impact of additional $5m fixed loan taken out in June 2015 not fully provided for in original budget. Partially offset by an increase in investment income. $(111) Adelaide Hills Regional Waste Management Authority – this non-cash adjustment relates to AHC’s proportion of a reduction in the net equity of the organisation $(177)

Capital

The favourable capital works variation of $3.485m is related to projects not finalised as at 30 June 2016. Of this amount $2.713m relates to Infrastructure and $0.772m to IT, Fleet and Plant & Equipment).

The majority of these items will require the remaining budget to be “carried forward” into the current financial year to enable the works to be completed, and as such will be included in BR1 for 2016/17.

Whilst the level of carry forward projects has increased over that of previous years there are a number of specific matters that have contributed to this increase. In particular:

1. $300k for AHBTC that have been intentionally put on hold to ensure the works align to the recently adopted divestment strategy. 2. $200k for Plant and Equipment for which delivery was promised by 30 June but did not occur until after end of year. 3. $500k for two key Information System Projects (EDRMS & the Asset Mgt System). Both now have contracts in place that were signed late in the financial year. 4. $200k+ for stormwater projects in Birdwood that were to be completed in May but experienced contractor delays 5. $160k for two significant toilet upgrades where there was extensive consultation/ design requirements that delayed (including Woorabinda).

Whilst it is recognised there will always be a reasonable amount of carry forwards for capital works given the way in which the LG Sector (with the exception of very significant projects) tends to budget for the full amount of a project, even though there may be an expectation that certain elements will be finalised in the following financial year. Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 2015/16 Budget Review 4

That said, the level of carry forwards is still higher than considered appropriate and as such to assist in future years a restructure within the engineering section is currently being progressed. This restructure will include additional focus around the asset planning / management activities in part to focus on timely delivery of the works program.

A detailed listing of the proposed carry forward amounts is outlined in Appendix 2.

4. OPTIONS

1. To adopt the budget review as prepared without making any further amendment to the adopted budget. 2. Decline to adopt the review, in which case it will risk breaching the requirements of the Local Government Financial Management Regulations (2011).

5. APPENDICES

(1) Budget Review 4 Statutory Financial Statements (2) Proposed Capital Works Carry Forward Amounts

Appendix 1 Budget Review 4 Statutory Financial Statements

Adelaide Hills Council

STATEMENT OF COMPREHENSIVE INCOME 2015/16 Budget Review 4

2014/15 2015/16 2015/16 BR1 BR2 BR3 BR4 Actual Original Revised $'000 $'000 $'000 INCOME 32,312 Rates 33,650 161 33,811 911 Statutory charges 934 (10) 32 956 1,258 User charges 1,249 (39) 135 1,345 4,515 Grants, subsidies and contributions 3,464 157 (36) (796) 2,789 38 Investment income 56 2 58 307 Reimbursements 293 (34) 259 321 Other income 278 100 12 26 46 462 50 Net gain - equity accounted Council businesses 125 51 176 39,712 Total Income 40,049 257 12 (59) (403) 39,856

EXPENSES 13,382 Employee costs 14,807 (52) (527) 14,228 16,932 Materials, contracts & other expenses 16,631 327 12 (59) 372 17,283 7,375 Depreciation, amortisation & impairment 7,521 40 7,561 859 Finance costs 774 (18) 127 883 12 Net loss - equity accounted Council businesses 224 224 38,560 Total Expenses 39,733 257 12 (59) 236 40,179

1,152 OPERATING SURPLUS / (DEFICIT) 316 0 - - (639) (323)

(1,554) Asset disposal & fair value adjustments 250 (1,356) (1,106) 920 Amounts received specifically for new or upgraded assets 1,053 525 1,290 2,868 NET SURPLUS / (DEFICIT) 518 1,619 525 - - (705) 1,439 transferred to Equity Statement

Changes in revaluation surplus - infrastructure, property, plant & 8,952 - 2687 2,687 equipment Total Other Comprehensive Income 8,952 - - - - 2,687 2,687 9,470 TOTAL COMPREHENSIVE INCOME 1,619 525 - - 1,982 4,126

Page 2 Adelaide Hills Council

BUDGETED FUNDING STATEMENT 2015/16 Budget Review 4

2014/15 2015/16 2015/16 BR1 BR2 BR3 BR4 Actual Original Revised

$'000 $'000 $'000 INCOME 32,312 Rates 33,650 - - - 161 33,811 911 Statutory charges 934 - - (10) 32 956 1,258 User charges 1,249 - - (39) 135 1,345 4,515 Grants, subsidies and contributions 3,464 157 - (36) (796) 2,789 38 Investment income 56 - - - 2 58 307 Reimbursements 293 - - - (34) 259 321 Other income 278 100 12 26 46 462 50 Net gain - equity accounted Council businesses 125 - - - 51 176 1,530 Adj 41,242 Total Income 40,049 257 12 (59) (403) 39,856

EXPENSES 13,382 Employee costs 14,807 (52) - - (527) 14,228 16,932 Materials, contracts & other expenses 16,631 327 12 (59) 372 17,283 7,375 Depreciation, amortisation & impairment 7,521 - - - 40 7,561 859 Finance costs 774 (18) - - 127 883 12 Net loss - equity accounted Council businesses - - - - 224 224 (722) Adj 37,838 Total Expenses 39,733 257 12 (59) 236 40,179

NET BUDGETED SURPLUS / (DEFICIT) BEFORE CAPITAL 3,404 316 0 - - (639) (323) AMOUNTS

Less: Net Outlays on Existing Assets 5,932 Capital Expenditure on Renewal and Replacement of Existing Assets 9,355 211 (1,211) 8,355 - Proceeds from Sale of Replaced Assets - - (7,375) Depreciation (7,521) - - - (40) (7,561) (1,443) NET OUTLAYS ON EXISTING ASSETS 1,834 - - 211 (1,251) 794

Less: Net Outlays on new and Upgraded Assets Capital Expenditure on New and Upgraded Assets & Remediation 2,571 costs 1,288 2,159 (645) 85 (2,466) 421 Capital Grants and Monetary Contributions for New and Upgraded (920) Assets (1,053) (525) (205) (1,085) (2,868) (87) Proceeds from Sale of Surplus Assets (250) 232 (18) 1,564 NET OUTLAYS ON NEW AND UPGRADED ASSETS (15) 1,634 (645) (120) (3,319) (2,465)

Other Comprehensive Income - Joint Ventures - -

3,283 Net Lending/ (Borrowing) for Financial Year (1,503) (1,634) 645 (91) 3,931 1,348 Adelaide Hills Council BALANCE SHEET 2015/16 Budget Review 4

2014/15 2015/16 2015/16 BR1 BR2 BR3 BR4 Actual Opening Revised $'000 ASSETS $'000 $'000 $'000 Current Assets 1,672 Cash and cash equivalents 1,672 (1,055) 617 3,866 Trade & other receivables 3,866 782 12 (59) (1,620) 2,981 Other financial assets - - 17 Inventories 17 (10) 7 5,555 5,555 782 12 (59) (2,685) 3,605 - Non-current Assets held for Sale - - 5,555 Total Current Assets 5,555 782 12 (59) (2,685) 3,605

Non-current Assets 107 Financial assets 107 (33) 74 1,271 Equity accounted investments in Council businesses 1,271 (26) 1,245 - Investment property - - 300,302 Infrastructure, property, plant & equipment 300,302 (645) (120) (995) 298,542 3,124 Other non-current assets 3,124 2,159 (1,348) 3,935 304,804 Total Non-current Assets 304,804 2,159 (645) (120) (2,402) 303,796 310,359 Total Assets 310,359 2,941 (633) (179) (5,087) 307,401

LIABILITIES Current Liabilities 8,951 Trade & other payables 7,332 2,416 12 (59) (1,118) 8,583 6,806 Borrowings 6,806 (645) 91 (2,357) 3,895 1,282 Provisions 1,282 199 1,481 Other current liabilities - - 17,039 Total Current Liabilities 15,420 2,416 (633) 32 (3,276) 13,959

Non-current Liabilities 10,000 Borrowings 10,000 10,000 182 Provisions 182 71 253 - Liability - Equity accounted Council businesses - - Other Non-current Liabilities - - 10,182 Total Non-current Liabilities 10,182 - - - 71 10,253 27,221 Total Liabilities 25,602 2,416 (633) 32 (3,205) 24,212 283,138 NET ASSETS 284,757 525 - (211) (1,882) 283,189

EQUITY 132,487 Accumulated Surplus 134,106 525 - (211) (4,601) 129,819 148,485 Asset Revaluation Reserves 148,485 2,683 151,168 2,166 Other Reserves 2,166 36 2,202 283,138 TOTAL EQUITY 284,757 525 - (211) (1,882) 283,189

Page 3 Adelaide Hills Council

STATEMENT OF CHANGES IN EQUITY AND KPI'S 2015/16 Budget Review 4

Asset Accumulated Other TOTAL Revaluation Surplus Reserves EQUITY Reserve 2015/16 $'000 $'000 $'000 $'000

Balance at end of previous reporting period 132,487 148,485 2,166 283,138 Adjustment to give effect to items reported from a - prior period Restated opening balance 132,487 148,485 2,166 283,138 Adj for 2013/14 result - - Net Surplus / (Deficit) for Year 525 525 Other Comprehensive Income (474) (474) Gain on revaluation of infrastructure, - - property, plant & equipment Transfers between reserves - - - Balance at end of period 132,538 148,485 2,166 283,189

2014/15 Actual

Balance at end of previous reporting period 131,046 140,440 2,278 273,764 Restated opening balance Net Surplus / (Deficit) for Year 518 518 Other Comprehensive Income 907 (907) - Changes in revaluation surplus - 8,952 8,952 infrastructure, property, plant & equipment Share of Other Comprehensive Income JV - - Transfers between reserves 16 (112) (96) Balance at end of period 132,487 148,485 2,166 283,138

KEY PERFORMANCE INDICATORS 2015/16 Budget Review 4 Operating Surplus Ratio Operating Surplus (1.0%) Rates - general & other less NRM levy

Net Financial Liabilities Ratio Net Financial Liabilities 50% Total Operating Revenue less NRM levy

Asset Sustainability Ratio Net Asset Renewals 89% Infrastructure & Asset Management Plan required expenditure

Page 4 Adelaide Hills Council CASH FLOW STATEMENT 2015/16 Budget Review 4

2014/15 2015/16 2015/16 BR1 BR2 BR3 BR4 Actual Original Revised $'000 CASH FLOWS FROM OPERATING ACTIVITIES $'000 $'000

Receipts 32,035 Rates - general & other 33,650 - - - 161 33,811 911 Fees & other charges 934 - - (10) 32 956 1,258 User charges 1,249 - - (39) 135 1,345 4,316 Investment receipts 56 157 - (36) (796) (619) 38 Grants utilised for operating purposes 3,464 - - - 2 3,466 307 Reimbursements 293 - - - (34) 259 2,377 Other revenues 403 100 12 26 46 587 Payments (13,397) Employee costs (14,807) 52 - - 527 (14,228) (20,988) Materials, contracts & other expenses (16,631) (327) (12) 59 (372) (17,283) (859) Finance payments (774) 18 - 127 (629) GST Adjustment 281 281 5,998 NET CASH USED IN OPERATING ACTIVITIES 7,837 0 - - (172) 7,946

CASH FLOWS FROM FINANCING ACTIVITIES Receipts - 5,000 Proceeds from Borrowings 0 - - Proceeds from Aged Care facility deposits 85 85 Payments - (65) Repayment from Borrowings (28) (28) (154) Repayments of Aged Care facility deposits 4,781 NET CASH USED IN FINANCING ACTIVITIES - - - - 57 57

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts 920 Grants for new or upgraded assets 1,053 525 1,290 2,868 75 Sale of replaced/ new assets & other investment 250 (232) 18 24 Repayment of loans to Community Groups 85 85 Payments (2,571) Expenditure on new/ upgraded assets (1,288) (2,159) 645 2,381 (421) (5,932) Expenditure on renewal/ replacement of assets (9,355) 1,104 (8,251) (12) Payments of borrowed Community Group loans (161) (161) (7,496) NET CASH USED IN INVESTING ACTIVITIES (9,340) (1,634) 645 - 4,467 (5,862)

3,283 NET (DECREASE) IN CASH HELD (1,503) (1,634) 645 - 4,352 2,141 (8,257) CASH AT BEGINNING OF YEAR (4,974) (4,974) (4,974) CASH AT END OF YEAR (6,477) (1,634) 645 - 4,352 (2,833)

Page 5

Appendix 2 Proposed Capital Works Carry Forward Amounts

ADELAIDE HILLS COUNCIL CAPITAL WORKS SCHEDULE 2015/16 PROPOSED CFWD Proposed Project Name C/FWD MAJOR PROJECTS Druid Avenue, Stirling 6,500 Garrod Crescent, Stirling 4,000 Sturt Valley Road, Stirling 91,000 Union Street, Lobethal 22,000 Serafini Place , Crafers 30,500 Paratoo Road, Stirling 13,500 167,500 SEALED ROADS Newman Road, Charleston, Seals 37,000 Oakwood Road, Balhannah/Oakbank, Seals 140,000 Sturt Grove, Upper sturt, Seals 35,000 Deviation Road - Stage 2, Carey Gully , Pavements 2,000 Fox Creek Road, Cudlee Creek 35,000 249,000 CWMS Pump Stations Upgrade, Regionwide, CWMS 41,000 Valve automation, Birdwood, CWMS 20,000 Rehabilitation ponds Stage 2, Kersbrook, CWMS 3,000 SA Water transfer infrastructure, Woodside, CWMS 40,000 Pump Stations Upgrade, Infiltration Studies 18,000 CWMS - Birdwood WWTP Overflow Storage Facility 120,000 Kersbrook CWMS ponds disposal upgrade 30,000 272,000 STORMWATER Junction Rd , Balhannah, Stormwater 109,000 Nairne Rd, Woodside - Stormwater 1,000 Kidney St, Uraidla - easement drainage - Urgent pipe replacement due failure 15,000 125,000 BRIDGES Burns Road, Woodside, Bridges 20,000 Hollands Creek Road, Cudlee Creek, Bridges 16,000 Snows Road, Stirling, Bridges 30,000 Johnston Park, Balhannah, Footbridges 50,000 Onkaparinga Valley Road, Balhannah, Footbridges 10,000 Onkaparinga Valley Rd, Oakbank - Footbridges 15,000 141,000 FOOTPATHS Bridgewater Oval , Bridgewater, Footpaths 10,000 Kurla Road, Balhannah, Footpaths 15,000 Bridgewater Institute Reserve Upgrade-Playground & Footpath 145,500 Scott St, Kersbrook 9,000 179,500 KERBING Horn Street , Houghton, Kerbing 26,000 Mt Barker Road, Stirling, Kerbing 70,000 Onkaparinga Valley Rd, Woodside, New kerbing 500 96,500 Proposed Project Name C/FWD STREET FURNITURE Legislative DDA Compliance, Regionwide, Busstops 6,000 6,000 RETAINING WALLS Bridgewater Oval , Bridgewater, Retaining Walls 8,000 8,000 BUILDINGS Toilets demolition, Various, Buildings 55,000 Design DA submission for AHBTC, Lobethal, Buildings 20,000 Retirement Village upgrades and renovations 10,000 Balhannah CFS Roof 8,000 Crafers Hall, Crafers 75,000 Mylor Tennis Courts, Mylor 21,500 AHBTC - Building 20A, 21, 22A-E, Lobethal 45,000 AHBTC Draft Masterplan 186,500 421,000 SPORT & RECREATION Bradwood Park Changeroom General Upgrade, S&R 36,000 Recreational Ground Renewals, Regionwide, S&R 26,000 Woodside Swimming Pool - Replacement Return Line 25,000 Mount Torrens Trail Stage 1 - Sport & Rec 22,000 Tennis Courts Summertown 20,000 Balhannah - Gilleston Reserve - Dog Park improvements 14,000 Master Plan Heathfield Recreation Grounds 30,000 173,000 NEW Upgrade Millbrook Road Lower Hermitage, Inglewood, Seals 10,500 New Memorials year 3 of 5 year programme, Regionwide, Memorials 10,500 John Street Woodside stormwater network addition, Woodside, Stormwater 25,000 Theel Avenue Birdwod stormwater network addition, Birdwood, Stormwater 163,500 Lange Crescent Birdwood stormwater network addition, Birdwood, Stormwater 50,000 Oakbank Street, Stirling, Footpaths 32,000 Upper Sturt Road Footpath/Walking Trail Stage 1, Upper Sturt, Footpaths 20,000 Robert and Elizabeth Streets, Woodside, Footpaths 44,500 Piccadilly Netball/Tennis Contr for new building, Piccadilly, Buildings 30,000 New fire services upgrade, Various, Buildings 15,000 Council Office Woodside - DDA Access&Improvements, Woodside, Buildings 3,000 New Toilets, Various, Buildings 160,000 Mt Torrens Township reserve upgrade Stage 1 Mt Torrens, Buildings 30,000 Piccadilly Netball / Tennis Lighting, Piccadilly, S&R 28,000 Morella Grove road diversion Stage 1, Bridgewater, Other 20,000 642,000 OTHER INFRASTRUCTURE Sculpture Trail - on going 197,000 Signage replacement, Stirling, S&R 30,000 Cemeteries Upgrades (Houghton) 5,500 232,500

TOTAL INFRASTRUCTURE CFWD 2,713,000 Proposed Project Name C/FWD ICT EDRMS - Renewal of Systems, Regionwide, ICT 127,000 CRM Upgrade, Regionwide, ICT 15,000 GIS Mapping Renewal, Regionwide, CRM and ConQuest ICT 25,000 Systems Security Renewal, Regionwide, ICT 25,000 UPS/Air Con Maintenance Renewal , Regionwide, ICT 20,000 VMware View 6 upgrade, Regionwide, ICT 4,000 Business Continuity Plan - Site Recovery Manager, Regionwide, ICT 38,500 Conquest Asset Mgt Renewal - ICT Projects 275,000 529,500 PLANT & EQUIPMENT Furnishings replacement/upgrading, Library 5,000 Finding Workable Solutions 45,000 Fleet replacement program 192,500 242,500

TOTAL P&E CFWD 772,000

TOTAL CAPITAL WORKS CFWD 3,485,000 ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.6

Originating Officer: Paul Francis, Manager Finance

Responsible Director: Terry Crackett, Director Corporate Services

Subject: Draft Annual Financial Statement 2015/2016

For: Decision

SUMMARY

This report presents the Adelaide Hills Council’s 2015/16 Annual Financial Statements to Council for adoption and subsequent inclusion in the 2015/2016 Annual Report (Appendix 1).

The Audit Committee considered the 2015/16 Annual Financial Statements at its meeting on 4 October 2016 where it resolved to advise Council that it had reviewed the annual financial statements and was satisfied that they presented fairly the state of affairs of the Council.

RECOMMENDATION

Council resolves that:

1. The report be received and noted.

2. In accordance with Section 127 of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999, Council adopts the General Purpose Financial Statements for the financial year ended 30 June 2016.

3. Council authorises the Mayor and CEO to sign the General Purpose Financial Statements for the financial year ended 30 June 2016.

1. GOVERNANCE

 Strategic Management Plan/Council Policy

Goal 4 A Recognised Leading Performer Key Issue 4.2 Management and Risk Responsibility Key Action 4.2.6 Manage and maintain the sustainable financial position of Council Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Draft Annual Financial Statement 2015/2016

 Legal Implications

Local Government Act 1999, Section 127 – Council to prepare, adopt and submit audited General Purpose Financial Statements which fairly present the state of affairs of Council.

 Risk Management Implications

Failure to complete the year end process with the timetable can result in increased financial, compliance and reputational risk.

Inherent Risk Residual Risk Target Risk Medium (4D) Low (2E) Low (2E)

 Financial and Resource Implications

The End of Year Financial Statements are considered to be the most significant output from Council’s financial management and reporting processes, and are required for inclusion in the Annual Report.

Funding and resources required to prepare the End of Year Financial Statements is provided for as part of the annual budget process.

 Customer Service and Community/Cultural Implications

Not applicable.

 Environmental Implications

Not applicable.

 Engagement/Consultation with Committee, Regional Subsidiary, Advisory Group and Community

Council’s Financial Statements were considered by the Audit Committee at its meeting on 4 October 2016.

Council’s external auditors, BDO Adelaide, have reviewed the Financial Statements and provided an Audit Completion Report that was considered by the Audit Committee. An Audit Opinion as set out within this appendix will be provided following adoption by Council and certification by the Chief Executive and Mayor.

Council’s audited Financial Statements are provided to the community within the Annual Report.

2. BACKGROUND

The Annual Financial Statements (or General Purpose Financial Report) have been prepared in accordance with Australian equivalents to International Financial Reporting Standards (AIFRS) as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board and relevant South Australian local government legislation. Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Draft Annual Financial Statement 2015/2016

The Annual Financial Statements were considered by the Audit Committee at its meeting on 4 October 2016 where it was resolved:

1. That the report be received and noted. 2. That in accordance with Section 126(4)(a) of the Local Government (Financial Management) Regulations 1999, the Audit Committee advises Council that it has reviewed the annual financial statements of the Council for the financial year ended 30 June 2016, and is satisfied that they present fairly the state of affairs of the Council 3. For the provision to the Audit Committee out of session of the draft Management Representation Letter. 4. For the provision of advice to the Audit Committee out of session of any adjustments to the Annual Financial Statements exceeding the External Auditor’s materiality threshold. 5. That the Presiding Member of the Audit Committee be authorised to sign the Certificate of Auditor Independence in accordance with the requirements of Regulation 22(3) Local Government (Financial Management) Regulations 2011.

3. ANALYSIS

Council has reported a $(323)k operating deficit for 2015/16. This result, though unusually low, remains consistent with both the 2015/16 revised budget and Council’s Long Term Financial Plan.

The result against forecast was greatly impacted by the correction of the advance grant revenue received in June 2015 relating to the 2015/16 Financial Assistance Grant (FAG). This correction of the previous year’s advance payment of the FAG has reduced the level of clarity of the operating result within the Financial Statements.

Approximately half of the FAG allocation for 2015/16 (i.e. $820k) was distributed to Council in June 2015 so was reported as 2014/15 grant revenue. Were the $820k of FAG grant revenue reported in 2015/16 the Operating Result would have been a surplus of $497k.

This modest underlying surplus shows a fundamental sustainability of core activities and aligns strongly with the Long Term Financial Plan. Whilst the total carrying value of our infrastructure assets is equivalent to ten years of rate income, Council has developed a capacity to maintain its network into the long term.

Infrastructure Each year, Council budgets to maintain and renew its portfolio of infrastructure assets with a fair value replacement cost of $488m, and a carrying value of $299m, which is approximately ten times the general rate revenue raised each year to support it.

All infrastructure assets on the Current Replacement Cost model were revalued in the 2015/16 year. Given Council’s current asset management system (ConQuest) is currently being replaced with a new solution (Confirm), it was considered impractical to overlay this migration project with an external revaluation of a class of assets. Both the Road network and Buildings will be condition assessed and revalued in 2016/17.

During the year, Council provided $7.6m for depreciation, reflecting the steady growth in the network base as renewals increase. Recognising that some assets have been depreciated down to zero, it is expected that depreciation expense will increase as the capital renewal program intervenes in consumed assets and renews them.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Draft Annual Financial Statement 2015/2016

Draft Audit Completion Report To assist in the consideration of the Statements a draft Audit Completion Report was prepared by BDO for consideration by the Audit Committee.

Whilst a number of matters still under consideration at the time the report states in part that “At the date of this completion report we anticipate issuing unqualified opinions on both the financial statements and internal controls.”

Long Term Financial Plan

Continuously updated over recent years, it will be re-written and include the actual result for 2015/16, the budget for 2016/17 and fresh indices. The estimated timeframe for this is December 2016.

While the 2015/16 adopted budget forms the starting point for the Long Term Financial Plan (LTFP), the 2015/16 result, including the favourable and unfavourable variances still need to be verified against base budget.

4. OPTIONS

Council has the following options:

1. To adopt the General Purpose Financial Statements as recommended by the Audit Committee; or 2. To defer adoption of the General Purpose Financial Statements in order for further information to be provided.

5. APPENDIX

(1) 2015/16 Annual Financial Statements

Appendix 1 2015/16 Annual Financial Statements

Adelaide Hills Council GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2016

Nurturing our unique place and people Adelaide Hills Council

General Purpose Financial Statements for the year ended 30 June 2016

Certification of Financial Statements

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

In our opinion:

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

the financial statements present a true and fair view of the Council’s financial position at 30 June 2016 and the results of its operations and cash flows for the financial year,

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

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

Andrew Aitken Bill Spragg CHIEF EXECUTIVE OFFICER MAYOR

Date:

Page 1 of 47 Adelaide Hills Council

Statement of Comprehensive Income for the year ended 30 June 2016

$ '000 Notes 2016 2015

Income Rates Revenues 2a 33,811 32,312 Statutory Charges 2b 956 911 User Charges 2c 1,345 1,258 Grants, Subsidies and Contributions 2g 2,789 4,515 Investment Income 2d 58 38 Reimbursements 2e 259 307 Other Income 2f 462 321 Net Gain - Equity Accounted Council Businesses 19 176 50 Total Income 39,856 39,712

Expenses Employee Costs 3a 14,228 13,382 Materials, Contracts & Other Expenses 3b 17,283 16,932 Depreciation, Amortisation & Impairment 3c 7,561 7,375 Finance Costs 3d 883 859 Net loss - Equity Accounted Council Businesses 19 224 12 Total Expenses 40,179 38,560

Operating Surplus / (Deficit) (323) 1,152

Asset Disposal & Fair Value Adjustments 4 (1,106) (1,554) Amounts Received Specifically for New or Upgraded Assets 2g 2,868 920 Net Surplus / (Deficit) 1 1,439 518

Other Comprehensive Income Amounts which will not be reclassified subsequently to operating result Changes in Revaluation Surplus - I,PP&E 9a 2,683 8,952 Share of Other Comprehensive Income - Equity Accounted Council Businesses 19 4 0 Amounts which will be reclassified subsequently to operating result Nil

Total Other Comprehensive Income 2,687 8,952

Total Comprehensive Income 4,126 9,470

1 Transferred to Equity Statement

Page 2 of 47 Adelaide Hills Council

Statement of Financial Position as at 30 June 2016

$ '000 Notes 2016 2015

ASSETS Current Assets Cash and Cash Equivalents 5a 617 1,672 Trade & Other Receivables 5b 2,981 3,866 Inventories 5d 7 17 Total Current Assets 3,605 5,555

Non-Current Assets Financial Assets 6a 74 107 Equity Accounted Investments in Council Businesses 6b 1,245 1,271 Infrastructure, Property, Plant & Equipment 7a 298,542 296,579 Other Non-Current Assets 6c 3,935 3,124 Total Non-Current Assets 303,796 301,081 TOTAL ASSETS 307,401 306,636

LIABILITIES Current Liabilities Trade & Other Payables 8a 8,583 8,951 Borrowings 8b 3,582 6,806 Provisions 8c 1,481 1,319 Total Current Liabilities 13,646 17,076

Non-Current Liabilities Borrowings 8b 10,000 10,000 Provisions 8c 253 145 Total Non-Current Liabilities 10,253 10,145 TOTAL LIABILITIES 23,899 27,221 Net Assets 283,502 279,415

EQUITY Accumulated Surplus 135,298 133,930 Asset Revaluation Reserves 9a 146,002 143,319 Other Reserves 9c 2,202 2,166 Total Council Equity 283,502 279,415

Page 3 of 47 Adelaide Hills Council

Statement of Changes in Equity for the year ended 30 June 2016

Asset Accumulated Revaluation Other Total $ '000 Notes Surplus Reserve Reserves Equity

2016 Balance at the end of previous reporting period 133,930 143,319 2,166 279,415 a. Adjustments (Correction of Prior Period Errors - Stormwater) 23a - - - - b. Adjustments (Changes in Accounting Policies) 23b - - - - c. Adjustments (Changes in Accounting Standards) 23c - - - - Restated Opening Balance 133,930 143,319 2,166 279,415 d. Net Surplus / (Deficit) for Year 1,439 - 1,439 e. Other Comprehensive Income - Gain (Loss) on Revaluation of I,PP&E 7a - 2,683 - 2,683 - Share of OCI - Equity Accounted Council Businesses 19 4 - - 4 Other Comprehensive Income 4 2,683 - 2,687

Total Comprehensive Income 1,443 2,683 - 4,126 f. Transfers between Reserves (75) 36 (39) Balance at the end of period 135,298 146,002 2,202 283,502

Page 4 of 47 Adelaide Hills Council

Statement of Changes in Equity for the year ended 30 June 2016

Asset Accumulated Revaluation Other Total $ '000 Notes Surplus Reserve Reserves Equity

2015 Balance at the end of previous reporting period 131,046 140,440 2,278 273,764 a. Adjustments (Correction of Prior Period Errors) 22a 1,443 (5,166) - (3,723) Restated Opening Balance 132,489 135,274 2,278 270,041 d. Net Surplus / (Deficit) for Year 518 - - 518 e. Other Comprehensive Income - Gain (Loss) on Revaluation of I,PP&E 7a - 8,952 - 8,952 - Other Movements - Library Asset Revaluation Reserve 907 (907) - - Other Comprehensive Income 907 8,045 - 8,952

Total Comprehensive Income 1,425 8,045 - 9,470 f. Transfers between Reserves 16 - (112) (96) Balance at the end of period 133,930 143,319 2,166 279,415

Page 5 of 47 Adelaide Hills Council

Statement of Cash Flows for the year ended 30 June 2016

$ '000 Notes 2016 2015

Cash Flows from Operating Activities Receipts Rates Receipts 34,175 32,035 Statutory Charges 956 911 User Charges 1,345 1,258 Grants, Subsidies and Contributions (operating purpose) 2,834 4,518 Investment Receipts 58 38 Reimbursements 259 307 Other Receipts 3,134 2,175 Payments Payments to Employees (13,272) (13,397) Payments for Materials, Contracts & Other Expenses (20,660) (20,988) Finance Payments (883) (859)

Net Cash provided by (or used in) Operating Activities 11b 7,946 5,998

Cash Flows from Investing Activities Receipts Amounts Received Specifically for New/Upgraded Assets 2,868 920 Sale of Replaced Assets 18 17 Repayments of Loans by Community Groups 85 24 Distributions Received from Equity Accounted Council Businesses 167 58 Payments Expenditure on Renewal/Replacement of Assets (8,355) (5,932) Expenditure on New/Upgraded Assets (421) (2,571) Loans Made to Community Groups - Capital Contributed to Equity Accounted Council Businesses (224) (12) Net Cash provided by (or used in) Investing Activities (5,862) (7,496)

Cash Flows from Financing Activities Receipts Proceeds from Borrowings - 5,000 Proceeds from Aged Care Facility Deposits 85 - Payments Repayments of Borrowings (28) (65) Repayment of Bonds & Deposits - - Repayment of Aged Care Facility Deposits - (154) Net Cash provided by (or used in) Financing Activities 57 4,781

Net Increase (Decrease) in Cash Held 2,141 3,283 plus: Cash & Cash Equivalents at beginning of period 11 (4,974) (8,257)

Cash & Cash Equivalents at end of period 11 (2,833) (4,974)

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Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued)

The principal accounting policies adopted by Council 2 The Local Government Reporting Entity in the preparation of these consolidated financial statements are set out below. Adelaide Hills Council is incorporated under the South Australian Local Government Act 1999 and These policies have been consistently applied to all has its principal place of business at 28 Onkaparinga the years presented, unless otherwise stated. Valley Road, Woodside 5244. These financial statements include the Council’s direct operations and all entities through which Council controls 1 Basis of Preparation resources to carry on its functions. In the process of reporting on the Council as a single unit, all 1.1 Compliance with Australian Accounting transactions and balances between activity areas Standards and controlled entities have been eliminated.

This general purpose financial report has been prepared in accordance with Australian Accounting 3 Income Recognition Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Income is measured at the fair value of the Accounting Standards Board, Interpretations and consideration received or receivable. Income is relevant South Australian legislation. recognised when the Council obtains control over the assets comprising the income, or when the amount The financial report was authorised for issue by due constitutes an enforceable debt, whichever first certificate under regulation 14 of the Local occurs. Government (Financial Management) Regulations 2011 dated. Where grants, contributions and donations recognised as incomes during the reporting period 1.2 Historical Cost Convention were obtained on the condition that they be expended in a particular manner or used over a Except as stated below, these financial statements particular period, and those conditions were have been prepared in accordance with the historical undischarged as at the reporting date, the amounts cost convention. subject to those undischarged conditions are disclosed in these notes. Also disclosed is the 1.3 Critical Accounting Estimates amount of grants, contributions and receivables recognised as income in a previous reporting period The preparation of financial statements in conformity which were obtained in respect of the Council's with Australian Accounting Standards requires the operations for the current reporting period. use of certain critical accounting estimates, and requires management to exercise its judgement in In recent years the payment of untied financial applying Council’s accounting policies. assistance grants has varied from the annual allocation as shown in the table below: The areas involving a higher degree of judgement or Cash complexity, or areas where assumptions and Annual Payment Difference estimates are significant to the financial statements Allocation are specifically referred to in the relevant sections of Received these Notes. 2013/14 $896,910 $1,725,640 -$828,730 2014/15 $2,349,053 $1,520,880 +$828,173 1.4 Rounding 2015/16 $696,644 $1,512,372 -$815,728

All amounts in the financial statements have been rounded to the nearest thousand dollars ($’000). Because these grants are untied, the Australian Accounting Standards require that payments be recognised upon receipt. Accordingly, the operating results of these periods have been distorted compared to those that would have been reported

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Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued) had the grants been paid in the year to which they 6 Infrastructure, Property, Plant & Equipment were allocated. 6.1 Initial Recognition The Operating Surplus Ratio disclosed in Note 15 has also been calculated after adjusting for the All assets are initially recognised at cost. For assets distortions resulting from the differences between acquired at no cost or for nominal consideration, cost the actual grants received and the grants is determined as fair value at the date of acquisition. entitlements allocated. All non current assets purchased or constructed are capitalised as the expenditure is incurred and 4 Cash, Cash Equivalents and other depreciated‐ as soon as the asset is held “ready for Financial Instruments use”. Cost is determined as the fair value of the assets given as consideration plus costs incidental to Cash Assets include all amounts readily convertible the acquisition, including architects' fees and to cash on hand at Council’s option with an engineering design fees and all other costs incurred. insignificant risk of changes in value with a maturity The cost of non current assets constructed by the of three months or less from the date of acquisition. Council includes the cost of all materials used in construction, direct‐ labour on the project and an Receivables for rates and annual charges are appropriate proportion of variable and fixed secured over the subject land, and bear interest at overhead. rates determined in accordance with the Local Government Act 1999. Other receivables are 6.2 Materiality generally unsecured and do not bear interest. Assets with an economic life in excess of one year All receivables are reviewed as at the reporting date are only capitalised where the cost of acquisition and adequate allowance made for amounts the exceeds materiality thresholds established by receipt of which is considered doubtful. Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to All financial instruments are recognised at fair value the nature of the asset and its estimated service life. at the date of recognition. A detailed statement of Examples of capitalisation thresholds applied during the accounting policies applied to financial the year are given below. No capitalisation threshold instruments forms part of Note 13. is applied to the acquisition of land or interests in land.

Capitalisation 5 Inventories Asset Type Threshold Inventories held in respect of stores have been Buildings $5,000 valued by using the weighted average cost on a Retirement Villages $2,000 continual basis, after adjustment for loss of service Street Furniture $1,000 potential. Inventories held in respect of business All other Infrastructure $5,000 undertakings have been valued at the lower of cost Assets and net realisable value. Plant & Equipment $1,000 Furniture & Fittings $1,000 5.1 Other Real Estate Held for Resale

Properties not acquired for development, but which Council has decided to sell as surplus to 6.3 Subsequent Recognition requirements, are recognised at the carrying value at the time of that decision. All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Significant uncertainties exist in the estimation of fair value of a number of asset classes including land, buildings and associated structures and infrastructure. Further

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Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued) detail of these uncertainties, and of existing 6.5 Impairment valuations, methods and valuers are provided at Note 7. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in 6.4 Depreciation of Non-Current Assets circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised Other than land, all infrastructure, property, plant for the amount by which the asset’s carrying amount and equipment assets recognised are systematically exceeds its recoverable amount (which is the higher depreciated over their useful lives on a straight line of the present value of future cash inflows or value in basis which, in the opinion of Council, best reflects use). the consumption of the service potential embodied‐ in those assets. For assets whose future economic benefits are not dependent on the ability to generate cash flows, and Depreciation methods, useful lives and residual where the future economic benefits would be values of classes of assets are reviewed annually. replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In Major depreciation periods for each class of asset assessing impairment for these assets, a rebuttable are listed below. Depreciation periods for assumption is made that the current replacement infrastructure assets have been estimated based on cost exceeds the original cost of acquisition. the best information available to Council, but appropriate records covering the entire life cycle of Where an asset that has been revalued is these assets are not available, and extreme care subsequently impaired, the impairment is first offset should be used in interpreting financial information against such amount as stands to the credit of that based on these estimates. class of assets in Asset Revaluation Reserve, any excess being recognised as an expense. Plant, Furniture & Equipment Office Equipment 5 to 10 years 6.6 Borrowing Costs Office Furniture 10 to 20 years Vehicles and Road-making Equip 5 to 8 years Borrowing costs in relation to qualifying assets (net of Other Plant & Equipment 5 to 15 years offsetting investment revenue) have been capitalised in accordance with AASB 123 “Borrowing Costs”. Building & Other Structures The amounts of borrowing costs recognised as an Buildings – masonry 50 to 100 years expense or as part of the carrying amount of Buildings – other construction 20 to 40 years qualifying assets are disclosed in Note 3, and the Park Structures – masonry 50 to 100 years amount (if any) of interest revenue offset against Park Structures – other construction 20 to 40 years borrowing costs in Note 2. Playground equipment 5 to 15 years Benches, seats, etc 10 to 20 years

Infrastructure 7 Payables Sealed Roads – Surface 15 to 25 years Sealed Roads – Structure 20 to 50 years 7.1 Goods & Services Unsealed Roads 10 to 20 years Pavement & formation 60 to 600 years Creditors are amounts due to external parties for the Bridges – Concrete 80 to 100 years supply of goods and services and are recognised as Paving & Footpaths, Kerb & Gutter 80 to 100 years liabilities when the goods and services are received. Drains 80 to 100 years Creditors are normally paid 30 days after the month Culverts 50 to 75 years of invoice. No interest is payable on these amounts. Flood Control Structures 80 to 100 years Dams and Reservoirs 80 to 100 years 7.2 Payments Received in Advance & Deposits Bores 20 to 40 years Reticulation Pipes – PVC 70 to 80 years Reticulation Pipes – other 25 to 75 years Amounts other than grants received from external Pumps & Telemetry 15 to 25 years parties in advance of service delivery, and security deposits held against possible damage to Council

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Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued) assets, are recognised as liabilities until the service Statewide Superannuation Scheme. The Scheme is delivered or damage reinstated, or the amount is has two types of membership, each of which is refunded as the case may be. funded differently. No changes in accounting policy have occurred during either the current or previous reporting periods. Details of the accounting policies 8 Borrowings applied and Council’s involvement with the schemes are reported in Note 18. Borrowings are initially recognised at fair value, net of transaction costs incurred and are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the income statement over the period of the borrowings using 10 Provisions the effective interest method. 10.1 Provisions for Reinstatement, Restoration Borrowings are carried at their principal amounts and Rehabilitation which represent the present value of future cash flows associated with servicing the debt. Interest is Close down and restoration costs include the accrued over the period to which it relates, and is dismantling and demolition of infrastructure and the recorded as part of “Payables”. removal of residual materials and remediation and rehabilitation of disturbed areas. Estimated close down and restoration costs are provided for in the 9 Employee Benefits accounting period when the obligation arising from the related disturbance occurs, and are carried at the 9.1 Salaries, Wages & Compensated Absences net present value of estimated future costs.

Liabilities for employees’ entitlements to salaries, Although estimated future costs are based on a wages and compensated absences expected to be closure plan, such plans are based on current paid or settled within 12 months of reporting date are environmental requirements which may change. accrued at nominal amounts (including payroll based Council’s policy to maximise recycling is extending oncosts) measured in accordance with AASB 119. the operational life of these facilities, and significant uncertainty exists in the estimation of the future Liabilities for employee benefits not expected to be closure date. paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be 11 Leases made in respect of services provided by employees up to the reporting date. Present values are Lease arrangements have been accounted for in calculated using government guaranteed securities accordance with Australian Accounting Standard rates with similar maturity terms. AASB 117.

No accrual is made for sick leave as Council In respect of finance leases, where Council experience indicates that, on average, sick leave substantially carries all of the risks incident to taken in each reporting period is less than the ownership, the leased items are initially recognised entitlement accruing in that period, and this as assets and liabilities equal in amount to the experience is expected to recur in future reporting present value of the minimum lease payments. The periods. Council does not make payment for untaken assets are disclosed within the appropriate asset sick leave. class, and are amortised to expense over the period during which the Council is expected to benefit from 9.2 Superannuation the use of the leased assets. Lease payments are allocated between interest expense and reduction of The Council makes employer superannuation the lease liability, according to the interest rate contributions in respect of its employees to the implicit in the lease.

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Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued)

In respect of operating leases, where the lessor . Except in relation to input taxed activities, substantially retains all of the risks and benefits revenues and operating expenditures exclude incident to ownership of the leased items, lease GST receivable and payable. payments are charged to expense over the lease term. . Non-current assets and capital expenditures include GST net of any recoupment.

. Amounts included in the Statement of Cash Flows are disclosed on a gross basis.

12 Construction Contracts 15 New accounting standards and UIG interpretations Construction works undertaken by Council for third parties are generally on an agency basis where the In the current year, Council adopted all of the new third party reimburses Council for actual costs and revised Standards and Interpretations issued by incurred, and usually do not extend beyond the the Australian Accounting Standards Board (AASB) reporting period. As there is no profit component, that are relevant to its operations and effective for the such works are treated as 100% completed. current reporting period. The adoption of the new Reimbursements not received are recognised as and revised Standards and Interpretations has not receivables and reimbursements received in resulted in any material changes to Council's advance are recognised as “payments received in accounting policies. advance”. Adelaide Hills Council has not applied any Australian For works undertaken on a fixed price contract Accounting Standards and Interpretations that have basis, revenues and expenses are recognised on a been issued but are not yet effective with the percentage of completion basis. Costs incurred in exception of AASB 2015-7 Amendments to advance of a future claimed entitlement are Australian Accounting Standards – Fair Value classified as work in progress in inventory. When it Disclosures of Not-for-Profit Public Sector Entities. is probable that total contract costs will exceed total Generally Council applies standards and contract revenue, the expected loss is recognised as interpretations in accordance with their respective an expense immediately. commencement dates. The retrospective application of AASB 2015-7 has exempted Council from the disclosure of quantitative information and sensitivity 13 Equity Accounted Council Businesses analysis for some valuations categorised within Level 3 of the fair value hierarchy. Council participates in cooperative arrangements with other Councils for the provision of services and At the date of authorisation of the financial report, facilities. Council’s interests in cooperative AASB 9 Financial Instruments and AASB 2015-6 arrangements, which are only recognised if material, Amendments to Australian Accounting Standards – are accounted for in accordance with AASB 128 and Extending Related Party Disclosures to Not-for-Profit set out in detail in Note 19. Public Sector Entities are the only new accounting standards with a future application date that are expected to have a material impact on Council's 14 GST Implications financial statements.

In accordance with UIG Abstract 1031 “Accounting From 1 July 2016 AASB 124 Related Party for the Goods & Services Tax” Disclosures will apply to Council, which means that Council will disclose more information about related . Receivables and Creditors include GST parties and transactions with those related parties. receivable and payable. AASB 9, which replaces AASB 139 Financial Instruments: Recognition and Measurement, is 11 _

Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 1. Summary of Significant Accounting Policies (continued) effective for reporting periods beginning on or after 1 17 Disclaimer January 2018 and must be applied retrospectively. The main impact of AASB 9 is to change the Nothing contained within these statements may be requirements for the classification, measurement taken to be an admission of any liability to any and disclosures associated with financial assets. person under any circumstance. Under the new requirements the four current categories of financial assets stipulated in AASB 139 will be replaced with two measurement categories: fair value and amortised cost and financial assets will only be able to be measured at amortised cost where very specific conditions are met.

As a result, Council will be required to measure its financial assets at fair value. There will be no financial impact on the consolidated financial statements.

Council is still reviewing the way that revenue is measured and recognised to identify whether AASB 15 Revenue from Contracts with Customers will have a material impact. To date no impact has been identified.

AASB 15 is effective from 1 January 2018 and will replace AASB 118 Revenue, AASB 111 Construction Contracts and a number of Interpretations. It contains a comprehensive and robust framework for the recognition, measurement and disclosure of revenue from contracts with customers.

Other amended Australian Accounting Standards and Interpretations which were issued at the date of authorisation of the financial report, but have future commencement dates are not likely to have a material impact on the financial statements.

The amended Australian Accounting Standards and Interpretations which were issued at the date of authorisation of the financial report, but have future commencement dates are not likely to have a material impact on the financial statements.

16 Comparative Figures

To ensure comparability with the current reporting period’s figures, some comparative period line items and amounts may have been reclassified or individually reported for the first time within these financial statements and/or the notes.

12 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 2. Income

$ '000 Notes 2016 2015

(a). Rates Revenues

General Rates General Rates 31,639 30,230 Less: Mandatory Rebates (217) (224) Less: Discretionary Rebates, Remissions & Write Offs (109) (92) Total General Rates 31,313 29,914

Other Rates (Including Service Charges) Natural Resource Management Levy 836 810 Community Wastewater Management Systems 1,283 1,274 Verrall Road Separate Rate 5 5 Stirling Business Association Separate Rate 86 78 Total Other Rates 2,210 2,167

Other Charges Penalties for Late Payment 186 195 Legal & Other Costs Recovered 102 36 Total Other Charges 288 231

Total Rates Revenues 33,811 32,312

(b). Statutory Charges

Development Act Fees 307 308 Town Planning Fees 134 130 Animal Registration Fees & Fines 354 328 Parking Fines / Expiation Fees 47 49 Other Licences, Fees & Fines 114 96 Total Statutory Charges 956 911

(c). User Charges

Cemetery/Crematoria Fees 173 168 Community Centres 103 90 Adelaide Hills Business and Tourism Centre (AHBTC) 478 537 Dump Fees 7 2 Rate Searches 61 57 Retirement Villages 333 337 Sundry 190 67 Total User Charges 1,345 1,258

Page 13 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 2. Income (continued)

$ '000 Notes 2016 2015

(d). Investment Income

Local Government Finance Authority 11 12 Banks & Other 34 10 Loans to Community Groups 13 16 Total Investment Income 58 38

(e). Reimbursements

Private Works 21 50 Other 238 257 Total Reimbursements 259 307

(f). Other Income

Insurance & Other Recoupments - Infrastructure, IPP&E 13 12 Sundry 449 309 Total Other Income 462 321

(g). Grants, Subsidies, Contributions

Amounts Received Specifically for New or Upgraded Assets 2,868 920 Other Grants, Subsidies and Contributions 2,789 4,515 Total Grants, Subsidies, Contributions 5,657 5,435

The functions to which these grants relate are shown in Note 12.

(i) Sources of grants Commonwealth Government 2,039 3,582 State Government 3,008 1,250 Other 610 603 Total 5,657 5,435

(ii) Individually Significant Items 2015/16 Financial Assistance Grant Recognised as Income 697 1,530 Additional 2015/16 Financial Assistance Grant Recognised as Income - 820 Home and Community Care (HACC) 859 1,006 Library Lending Materials 279 268 Upper Torrens Land Management Project (UTLMP) 466 628 Road Network Grants 2,614 617 National Broadband Network - 70 Mt Lofty Environmental Project 100 100 Sampson Flat Bushfire Grant 112 -

Page 14 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 2. Income (continued)

$ '000 Notes 2016 2015

(h). Conditions over Grants & Contributions Nil

(i). Physical Resources Received Free of Charge Nil

Page 15 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 3. Expenses

$ '000 Notes 2016 2015

(a). Employee Costs

Salaries and Wages 12,712 11,991 Employee Leave Expense 341 373 Superannuation - Defined Contribution Plan Contributions 18 937 815 Superannuation - Defined Benefit Plan Contributions 18 239 269 Workers' Compensation Insurance 329 357 Personal Income Protection Insurance 188 155 Fringe Benefits Tax (FBT) 284 240 Other 39 47 Less: Capitalised and Distributed Costs (841) (865) Total Operating Employee Costs 14,228 13,382

Total Number of Employees (full time equivalent at end of reporting period) 173 155

(b). Materials, Contracts and Other Expenses

(i) Prescribed Expenses Auditor's Remuneration - Auditing the Financial Reports 37 22 Elected Members' Expenses 392 364 Election Expenses 45 42 Operating Lease Rentals - Cancellable Leases 270 296 Subtotal - Prescribed Expenses 744 724

(ii) Other Materials, Contracts and Expenses Contractors 9,936 9,806 Contributions & Donations 562 440 Energy 576 628 Insurance 629 505 Legal Expenses 209 126 Levies Paid to Government - NRM levy 826 807 Levies - Other 330 308 Parts, Accessories & Consumables 2,605 2,311 Professional Services 160 124 Sundry 706 1,153 Subtotal - Other Material, Contracts & Expenses 16,539 16,208

Total Materials, Contracts and Other Expenses 17,283 16,932

Page 16 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 3. Expenses (continued)

$ '000 Notes 2016 2015

(c). Depreciation, Amortisation and Impairment

(i) Depreciation and Amortisation - Buildings 786 865 - Stormwater 352 360 - Community Wastewater Management Systems 392 383 - Roads 3,612 3,341 - Bridges 250 249 - Footpaths 298 309 - Retaining Walls 106 173 - Guardrails 103 109 - Kerb & Gutter 405 368 - Traffic Controls 39 39 - Street Furniture 59 42 - Sport & Recreation 300 294 - Playgrounds 46 45 - Cemeteries 31 33 Plant & Equipment 718 696 Furniture & Fittings 64 69 Subtotal 7,561 7,375

Total Depreciation, Amortisation and Impairment 7,561 7,375

(d). Finance Costs

Interest on Overdraft and Short-Term Drawdown 165 214 Interest on Loans 607 548 Merchant Fees 70 67 Bank Charges 37 30 Total Finance Costs 883 859

Page 17 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 4. Asset Disposal & Fair Value Adjustments

$ '000 Notes 2016 2015

Infrastructure, Property, Plant & Equipment

(i) Assets Renewed or Directly Replaced Proceeds from Disposal 18 17 Less: Carrying Amount of Assets Sold (1,124) (1,571) Gain (Loss) on Disposal (1,106) (1,554)

Net Gain (Loss) on Disposal or Revaluation of Assets (1,106) (1,554)

Page 18 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 5. Current Assets

$ '000 Notes 2016 2015

(a). Cash & Cash Equivalents

Cash on Hand at Bank 259 503 Deposits at Call - Advance Payment of Financial Assistance Grant - 820 Short Term Deposits & Bills, etc. 358 349 Total Cash & Cash Equivalents 617 1,672

(b). Trade & Other Receivables

Rates - General & Other 1,539 1,908 Council Rates Postponement Scheme 25 20 Accrued Revenues 569 750 Debtors - General 280 490 Other Levels of Government 107 152 Goods & Services Tax (GST) Recoupment 133 202 Prepayments 275 276 Loans to Community Organisations 83 135 Subtotal 3,011 3,933

Less: Allowance for Doubtful Debts (30) (67) Total Trade & Other Receivables 2,981 3,866

(c). Other Financial Assets (Investments) Nil

(d). Inventories

Stores & Materials 7 17 Total Inventories 7 17

Page 19 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 6. Non-Current Assets

$ '000 Notes 2016 2015

(a). Financial Assets

Receivables Loans to Community Organisations 74 107 Total Receivables 74 107

Other Financial Assets (Investments) Nil Total Financial Assets 74 107

(b). Equity Accounted Investments in Council Businesses

Gawler River Floodplain Management Authority (GRFMA) 19 562 393 Eastern Waste Management Authority (EWMA) 19 25 41 Adelaide Hills Regional Waste Management Authority (AHRWMA) 19 658 837 Total Equity Accounted Investments in Council Businesses 1,245 1,271

(c). Other Non-Current Assets

(i) Inventories Nil

(ii) Other Capital Works-in-Progress 3,935 3,124

Total Other Non-Current Assets 3,935 3,124

Page 20 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 7a (i). Infrastructure, Property, Plant & Equipment

Asset Movements during the Reporting Period as at 30/6/2015 as at 30/6/2016 Asset Additions Revaluation WDV Depreciation Increments Adjustments of Asset Expense to Equity Fair Value At At Accumulated Carrying New / & Transfers At At Accumulated Carrying Renewals Disposals (Note 3c) (ARR) Upgrade $ '000 Level Fair Value Cost Dep'n Impairment Value (Note 9) Fair Value Cost Dep'n Impairment Value

- Land - Community 2 57,206 - - - 57,206 - - - - 1,481 58,687 - - - 58,687 - Buildings 3 65,402 - 42,154 - 23,248 - 357 - (786) - 202 66,328 - 43,307 - 23,021 - Stormwater 3 32,751 - 9,071 - 23,680 - 577 (9) (352) - 137 33,505 - 9,472 - 24,033 - Community Wastewater Management Systems 3 18,822 - 7,274 - 11,548 - 49 - (392) - 67 18,980 - 7,708 - 11,272 - Roads 3 198,877 - 77,304 - 121,573 - 4,352 (881) (3,612) - 1,882 203,291 - 79,974 - 123,317 - Bridges 3 15,778 - 6,667 - 9,111 - 128 - (250) - 142 16,152 - 7,021 - 9,131 - Footpaths 3 11,199 - 4,354 - 6,845 - 705 (45) (298) - 40 11,900 - 4,653 - 7,247 - Retaining Walls 3 6,909 - 1,769 - 5,140 - 78 - (106) - 30 7,027 - 1,885 - 5,142 - Guardrails 3 5,195 - 769 - 4,426 - 575 - (103) - 26 5,799 - 876 - 4,923 - Kerb & Gutter 3 29,573 - 15,061 - 14,512 - 79 (49) (405) - 84 29,704 - 15,484 - 14,220 - Traffic Controls 3 2,018 - 613 - 1,405 - - - (39) - 8 2,030 - 656 - 1,374 - Street Furniture 3 2,562 - 1,081 - 1,481 - 104 (3) (59) - 9 2,664 - 1,134 - 1,530 - Sport & Recreation 3 14,927 - 8,251 - 6,676 - 243 - (310) - 39 15,258 - 8,609 - 6,649 - Playgrounds 3 1,126 - 434 - 692 - - - (46) - 4 1,133 - 483 - 650 - Cemeteries 3 3,303 - 1,107 - 2,196 - - - (31) (1,481) 13 1,841 - 1,144 - 697 Plant & Equipment - 10,398 5,275 - 5,123 1,112 (601) (718) - - - 10,230 5,314 - 4,916 Furniture & Fittings - 2,926 1,209 - 1,717 70 - (54) - - - 3,211 1,478 - 1,733 Total Infrastructure, Property, Plant & Equipment 465,648 13,324 182,393 - 296,579 1,182 7,247 (1,588) (7,561) - 2,683 474,299 13,441 189,198 - 298,542

Comparatives 451,817 13,022 177,465 - 287,374 7 9,342 (1,571) (7,375) - 8,952 465,648 13,324 182,393 - 296,579

Page 21 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property

$ '000

Valuation of Assets

The fair value of assets and liabilities must be estimated in accordance with various Accounting Standards for either recognition and measurement requirements or for disclosure purposes.

AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a "level" in the fair value hierarchy as follows:

Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date.

Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.

Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).

Refer to Note 7a for the disclosure of the Fair Value Levels of Infrastructure, Property, Plant and Equipment Assets.

Information on Valuations

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

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

There is no known market for buildings, infrastructure and other assets. These assets are valued at depreciated current replacement cost. This method involves: - The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate. - The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council.

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

Page 22 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property (continued)

$ '000

Valuation of Assets (continued)

Other Information

At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 1.19 to retain a previously established deemed cost under GAAP as its deemed cost. With subsequent addition at cost, this remains the basis of recognition of non-material asset classes.

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

Page 23 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 7b. Valuation of Infrastructure, Property, Plant & Equipment & Investment Property (continued)

$ '000

Valuation of Assets (continued)

Land & Land Improvements Council being of the opinion that it is not possible to attribute value sufficiently reliably to qualify for recognition, land under roads has not been recognised in these reports

Land - Level 3: Land which is subject to restriction for its use or sale, ie Community Land, or land where there is no active market such as Parks & Gardens or subject to Community Service Obligations. Land assets revaluation was undertaken by Council officers using the Valuer General's values indexed up to 31 January 2014.

Buildings - Council discloses Buildings as a class of Infrastructure Assets for the purposes of AASB 13 Fair Value Measurement, and the level of fair value hierarchy to be Level 3, as no relevant observable inputs (Markets) are available. - Valued by Council Officers at depreciated current replacement cost during the period ended 30 June 2016. - There were no Assets Valued where it was considered that the highest and best use was other than its current use. - Valuations are based on Australian Bureau of Statistics (ABS) Time Series data, specific for Adelaide. - Table 17 Output of the Construction Industries, Adelaide index numbers for June 2016.

Infrastructure Roads, Bridges, Footpaths, Retaining Walls, Guardrail, Kerb & Gutter, Traffic Controls, Street Furniture Stormwater, Community Wastewater Management Systems (CWMS), Sport and Recreation Facilities (S&R) Playground and Cemeteries - Council discloses each of the above as an individual class of Infrastructure Assets for the purposes of AASB 13 Fair Value Measurement, and the level of fair value hierarchy to be Level 3, as no relevant observable inputs (Markets) are available. - Valuations have been performed by Council Officers at depreciated current replacement cost during the period ended 30 June 2016. - There were no Assets Valued where it was considered that the highest and best use was other than its current use. - Valuations are based on Australian Bureau of Statistics (ABS) Time Series data, Tables 17 (Construction Industries) and Table 18 (House Construction and Steel Products Industries) and specific for Adelaide, dated June 2016.

Retaining Walls, Guardrail and Street Furniture - Field work undertaken on Retaining Walls, Guardrail and Street Furniture identified that their remaining lives are longer than previously estimated.

Stormwater - Early results of field work undertaken after June 2015 suggested that there could be a net increase of $3.3m in Written Down Value (WDV) of unrecorded Stormwater network in 2015/16 year. This adjustment was disclosed in the Note 7, Balance Sheet and Comprehensive Income Statement for 2014/15.

- The final results of the Stormwater field work after June 2015 further identified a net decrease of $3.7m in Written Down Value (WDV) of recorded Stormwater network not belonging to Council. This adjustment is disclosed in Note 7, Balance Sheet and Comprehensive Income Statement for 2015/16.

- There were no Assets Valued where it was considered that the highest and best use was other than its current use. - Based on Australian Bureau of Statistics (ABS) Time Series data, specific for Adelaide. - Table 17 Output of the Construction industries, Adelaide index numbers for 2016.

Plant, Furniture & Equipment and Furniture & Fittings - Basis of valuation: These Assets are recorded on a Historic Cost basis.

Page 24 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 8. Liabilities

2016 2016 2015 2015 $ '000 Notes Current Non Current Current Non Current

(a). Trade and Other Payables

Goods & Services 2,025 - 2,059 - Payments Received in Advance 193 - 308 - Accrued Expenses - Employee Entitlements 1,727 - 982 - Accrued Expenses - Other 295 - 1,383 - Aged Care Facility Deposits 4,041 - 3,956 - Deposits, Retentions & Bonds 1 - 1 - Rates - General and other (credit balances) 200 - 200 - Other 101 - 62 - Total Trade and Other Payables 8,583 - 8,951 -

(b). Borrowings

Bank Overdraft 3,450 - 6,646 - Loans 132 10,000 160 10,000 Total Borrowings 3,582 10,000 6,806 10,000

All interest bearing liabilities are secured over the future revenues of the Council

(c). Provisions

Employee Entitlements (including oncosts) 1,455 120 1,282 82 Future Reinstatement / Restoration, etc 26 133 37 63 Total Provisions 1,481 253 1,319 145

Page 25 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 9. Reserves

Increments 1/7/2015 Transfers Impairments 30/6/2016 $ '000 Notes (Decrements)

(a). Asset Revaluation Reserve

- Land - Community 29,961 - - - 29,961 - Buildings 4,988 202 - - 5,190 - Stormwater 17,640 137 - - 17,777 - Community Wastewater Management Systems 3,654 67 - - 3,721 - Roads 58,576 1,882 - - 60,458 - Bridges 3,632 142 - - 3,774 - Footpaths 256 40 - - 296 - Retaining Walls 2,406 30 - - 2,436 - Guardrails 2,745 26 - - 2,771 - Kerb & Gutter 12,995 84 - - 13,079 - Traffic Controls 487 8 - - 495 - Street Furniture 1,164 9 - - 1,173 - Sport & Recreation 2,561 39 - - 2,600 - Playgrounds 64 4 - - 68 - Cemeteries 2,190 13 - - 2,203 Total Asset Revaluation Reserve 143,319 2,683 - - 146,002

Comparatives 2014/15 135,274 8,952 (907) - 143,319

Tfrs to Tfrs from Other 1/7/2015 30/6/2016 $ '000 Notes Reserve Reserve Movements

(c). Other Reserves

Investment in Associates 759 - (28) - 731 Community Wastewater Management Systems 948 - (192) - 756 Retirement Village Lobethal 54 26 - - 80 Retirement Village Woodside 204 3 - - 207 Retirement Village Balhannah - 7 - - 7 Retirement Village Fee Bond 43 - - - 43 Torrens Valley Community Centre 99 18 - - 117 Library 6 11 - - 17 Upper Torrens Land Management Project 48 - (48) - - Scott Creek Progress Association 6 - - - 6 Environmental Fund Reserve - 232 - - 232 Significant Trees Reserve - 6 - - 6 Total Other Reserves 2,167 303 (268) - 2,202

Comparatives 2014/15 2,278 81 (192) - 2,167

Page 26 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 10. Assets Subject to Restrictions

$ '000 Notes 2016 2015

The uses of the following assets are restricted, wholly or partially, by legislation or other externally imposed requirements. The assets are required to be utilised for the purposes for which control was transferred to Council, or for which the revenues were originally obtained.

Cash & Financial Assets Nil Unexpended amounts received from Federal Government Community Wastewater Management Systems Investigations 335 328 Total Cash & Financial Assets 335 328

Page 27 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 11. Reconciliation to Statement of Cash Flows

$ '000 Notes 2016 2015

(a). Reconciliation of Cash

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

Total Cash & Equivalent Assets 5 617 1,672 Less: Short-Term Borrowings 8 (3,450) (6,646) Balances per Statement of Cash Flows (2,833) (4,974)

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

Net Surplus/(Deficit) 1,439 518 Non-Cash Items in Income Statements Depreciation, Amortisation & Impairment 7,561 7,375 Equity Movements in Equity Accounted Investments (Increase)/ Decrease 48 (38) Grants for Capital Acquisitions (Treated as Investing Activity Receipts) (2,868) (920) Net (Gain) Loss on Disposals 1,106 1,554 7,286 8,489

Add (Less): Changes in Net Current Assets Net (Increase)/Decrease in Receivables 870 (698) Change in Allowances for Under-Recovery of Receivables 37 - Net (Increase)/Decrease in Inventories 10 1 Net (Increase)/Decrease in Other Current Assets (74) - Net Increase/(Decrease) in Trade & Other Payables (453) (1,928) Net Increase/(Decrease) in Unpaid Employee Benefits 211 113 Net Increase/(Decrease) in Other Provisions 59 21 Net Cash provided by (or used in) operations 7,946 5,998

(c). Non-Cash Financing and Investing Activities Nil

Page 28 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 12a. Functions

Income, Expenses and Assets have been directly attributed to the following Functions / Activities. Details of these Functions/Activities are provided in Note 12(b).

Functions/Activities GRANTS (Operating and TOTAL ASSETS HELD OPERATING INCOME EXPENSES Capital) (CURRENT & SURPLUS (DEFICIT) NON-CURRENT)

Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual $ '000 2016 2015 2016 2015 2016 2015 2016 2015 2016 2015 Community Development 2,282 2,166 6,160 5,587 (3,878) (3,421) 1,432 1,391 - - Environmental Management 596 957 1,062 1,825 (466) (868) 566 881 - - Governance and Administration 707 760 4,116 3,820 (3,409) (3,060) 572 416 8,859 10,057 Infrastructure 392 1,137 14,949 12,976 (14,557) (11,839) 3,087 2,748 298,542 296,579 Land Use and Planning 483 458 1,881 1,718 (1,398) (1,260) - - - - Laws and Enforcement 544 385 1,129 345 (585) 40 - - - - Waste Management 222 93 5,243 4,992 (5,021) (4,899) - - - - Financial Management 34,630 33,756 5,639 7,297 28,991 26,459 - - - -

Total Functions/Activities 39,856 39,712 40,179 38,560 (323) 1,152 5,657 5,435 307,401 306,636

Revenues and expenses exclude net gain (loss) on disposal or revaluation of assets, amounts received specifically for new or upgraded assets and physical resources received free of charge.

Page 29 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 12b. Components of Functions

$ '000

The activities relating to Council functions are as follows:

COMMUNITY DEVELOPMENT Public Order and Safety, Crime Prevention, Other Public Order and Safety, Health Services, Nursing Homes, Preventive Health Services, Other Health Services, Community Support, Elderly Citizens Facilities, Home Assistance Scheme, Other Services for the Aged and Disabled, Child Care Centres, Children and Youth Services, Community Assistance, Community Transport, Family and Neighbourhood Support, Other Community Support, Community Amenities, Bus Shelters, Library Services, Mobile Libraries and Housebound Services, Static Libraries, Other Library Services, Cultural Services, Cultural Venues, Heritage, Museums and Art Galleries, and Other Cultural Services, Customer Service.

ENVIRONMENTAL MANAGEMENT Agricultural Services, Agricultural Water, Animal/Plant Boards, Landcare, Other Agricultural Services, Other Environment, Natural Resource Management Levy, and Other Environment.

GOVERNANCE AND ADMINISTRATION Governance, Administration, Elected Members, Organisational Support Services, Revenues, Cemeteries / Crematoria, Employment Creation Programs, Regional Development, Support to Local Businesses, Tourism, and Other Economic Development

INFRASTRUCTURE Bridges, Footpaths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, LGGC – roads (formula funded), and Other Transport, Gravel Pits/Quarries, Private Works, Property Portfolio, Parks and Gardens, Sports Facilities – Indoor, Sports Facilities – Outdoor, Swimming Centres – Outdoor, and Other Recreation. Public Conveniences, Telecommunications Networks, and Other Community Amenities, Stormwater and Drainage, Street Cleaning, Street Lighting, Streetscaping

LAND USE AND PLANNING Building Control, Town Planning, Clean Air/Pollution Control.

LAWS AND ENFORCEMENT Dog and Cat Control, Building Control, Town Planning, Clean Air/Pollution Control, Litter Control, Health Inspection, Parking Control, and Other Regulatory Services, Emergency Services, Other Fire Protection, Pest Control – Health, Immunisation.

WASTE MANAGEMENT Waste Management, Domestic Waste, Green Waste, Recycling, Transfer Stations, Waste Disposal Facility, Other Waste Management, Sewerage/CWMS

FINANCIAL MANAGEMENT Accounting/Finance, Payroll, Human Resources, Information Technology, Communication, Rates Administration, Records, Occupancy, Contract Management, Other Support Services, LGGC – General Purpose, and Separate and Special Rates.

Page 30 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 13. Financial Instruments

$ '000

Recognised Financial Instruments

Bank, Deposits at Call, Short Term Deposits Accounting Policy: Carried at lower of cost and net realisable value; Interest is recognised when earned.

Terms & Conditions: Deposits are returning fixed interest rates between 1.875% and 2.375% (2015: 2.5% and 2.5%). Short term deposits have an average maturity of nil (0) days and an average interest rate of 2.375% (2015: 1 day and 2.5%).

Carrying Amount: Approximates fair value due to the short term to maturity.

Receivables Accounting Policy: Rates & Associated Charges Carried at nominal values less any allowance for doubtful debts. (including legals & penalties for late payment) An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. Note: These receivables do not meet the definition of "financial instruments" and have been excluded Terms & Conditions: from the following disclosures. Secured over the subject land, arrears attract interest of 7.00 % (2015: 7.25%). Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries in the State.

Carrying Amount: Approximates fair value (after deduction of any allowance).

Receivables Accounting Policy: Fees & Other Charges Carried at nominal values less any allowance for doubtful debts. An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.

Terms & Conditions: Unsecured, and do not bear interest. Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council's boundaries.

Carrying Amount: Approximates fair value (after deduction of any allowance).

Page 31 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 13. Financial Instruments (continued)

$ '000

Recognised Financial Instruments

Receivables Accounting Policy: Other Levels of Government Carried at nominal value.

Terms & Conditions: Amounts due have been calculated in accordance with the terms and conditions of the respective programs following advice of approvals, and do not bear interest. All amounts are due by Departments and Agencies of State and Federal Governments.

Carrying Amount: Approximates fair value.

Receivables Accounting Policy: Retirement Home Contributions Carried at nominal values less any allowance for doubtful debts. An allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable.

Terms & Conditions: Amounts due have been calculated in accordance with the terms and conditions of the respective legislation.

Carrying Amount: Approximates fair value (after deduction of any allowance).

Liabilities Accounting Policy: Creditors and Accruals Liabilities are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Council.

Terms & Conditions: Liabilities are normally settled on 30 day from End of Month terms.

Carrying Amount: Approximates fair value.

Page 32 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 13. Financial Instruments (continued)

$ '000

Recognised Financial Instruments

Liabilities Accounting Policy: Retirement Home Contributions To avoid inconvenience when complying with the separate audit requirements imposed by the relevant legislation, amounts are carried at nominal values.

Terms & Conditions: Pursuant to Commonwealth legislation certain intending residents are required to contribute amounts on an interest free basis. The amounts are subject to certain deductions as prescribed by the legislation, the balance being repaid on termination of tenancy.

Carrying Amount: Approximates fair value for short tenancies; may be non-materially overstated for longer tenancies.

Liabilities Accounting Policy: Interest Bearing Borrowings Carried at the principal amounts. Interest is charged as an expense as it accrues.

Terms & Conditions: Secured over future revenues, borrowings are repayable on agreed terms; interest is charged at fixed rates between 4.6% and 6.25% (2015: 4.6% and 6.25%).

Carrying Amount: Approximates fair value.

Liabilities Accounting Policy: Finance Leases Accounted for in accordance with AASB 117.

Page 33 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 13. Financial Instruments (continued)

Due Due > 1 year Due Total Contractual Carrying $ '000 < 1 year &≤ 5 years > 5 years Cash Flows Values

2016 Financial Assets Cash & Equivalents 617 - - 617 617 Receivables 1,009 16 - 1,025 1,009 Other Financial Assets 83 74 - 157 - Total Financial Assets 1,709 90 - 1,799 1,626

Financial Liabilities Payables 8,394 - - 8,394 8,390 Current Borrowings 3,582 16 - 3,598 3,582 Non-Current Borrowings - 10,000 - 10,000 10,000 Total Financial Liabilities 11,976 10,016 - 21,992 21,972

Due Due > 1 year Due Total Contractual Carrying $ '000 < 1 year &≤ 5 years > 5 years Cash Flows Values

2015 Financial Assets Cash & Equivalents 1,672 - - 1,672 1,672 Receivables 1,460 265 - 1,725 1,460 Other Financial Assets 135 107 - 242 230 Total Financial Assets 3,267 372 - 3,639 3,362

Financial Liabilities Payables 8,643 - - 8,643 8,643 Current Borrowings 6,806 - - 6,806 6,806 Non-Current Borrowings - 10,000 - 10,000 10,000 Total Financial Liabilities 15,449 10,000 - 25,449 25,449

The following interest rates were applicable 30 June 2016 30 June 2015 to Council's Borrowings at balance date: Weighted Avg Carrying Weighted Avg Carrying Interest Rate Value Interest Rate Value Overdraft 3.75% 3,450 4.25% 6,646 Other Variable Rates 4.37% 132 4.72% 160 Fixed Interest Rates 5.68% 10,000 5.68% 10,000 13,582 16,806

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

Page 34 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 13. Financial Instruments (continued)

$ '000

Risk Exposures

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

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

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. In accordance with the model Treasury Mangement Policy (LGA Information Paper 15), liabilities have a range of maturity dates. Council also has available a range of bank overdraft and standby borrowing facilities that it can access.

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

Page 35 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 14. Commitments for Expenditure

$ '000 Notes 2016 2015

(a). Capital Commitments

Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Plant & Equipment 9 38 Other 594 107 603 145

These expenditures are payable: Not later than one year 603 145 603 145

(b). Other Expenditure Commitments

Other expenditure committed for (excluding inventories) at the reporting date but not recognised in the financial statements as liabilities:

Audit Services 30 48 Waste Management Services - 2,620 Employee Remuneration Contracts 7,187 7,871 7,217 10,539

These expenditures are payable: Not later than one year 1,860 4,295 Later than one year and not later than 5 years 5,357 6,244 7,217 10,539

(c). Finance Lease Commitments

Council has no Finance Leases.

Page 36 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 15. Financial Indicators

Amounts Indicator Prior Periods $ '000 2016 2016 2015 2014

These Financial Indicators have been calculated in accordance with Information paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia.

1. Operating Surplus Ratio Operating Surplus (323) (1%) 3% (1%) Total Operating Revenue 39,856

This ratio expresses the operating surplus as a percentage of total operating revenue.

1a. Adjusted Operating Surplus Ratio In 2014/15 the Federal Government has made advance payment prior 497 1% 1% 2% to 30th June from the 2015/16 year allocations of financial assistance grants, as 39,856 explained in Note 1. The Adjusted Operating Surplus Ratio adjusts for the resulting distortion in the disclosed operating result for each year. The amount of the Financial Assistance grant received in advance in 2014/15 was $820k.

2. Net Financial Liabilities Ratio Net Financial Liabilities 20,227 51% 54% 60% Total Operating Revenue 39,856

Net Financial Liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in Council businesses). These are expressed as a percentage of total operating revenue.

3. Asset Sustainability Ratio Net Asset Renewals 8,337 110% 80% 166% Infrastructure & Asset Management Plan required expenditure 7,561

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets.

Page 37 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 15. Financial Indicators - Graphs (continued)

Commentary on 2015/16 Result 1. Operating Surplus Ratio Purpose of Operating 5% Surplus Ratio 2015/16 Ratio -1% 4% 3% 3% 2% Council reports a -1% ratio, again distorted 2% This indicator is to by the early payment in 2014/15 of $820k of determine the percentage

Ratio % 1% 2015/16 Financial Assistance Grant (FAG). In the operating revenue 0% varies from operating 2015/16 Council received $820k less than -1% 2013 2014 2015 2016 expenditure the allocated FAG grant revenue bacause it -1% -1% was received in the previous year. -2%

1a. Adjusted Operating Surplus Ratio Purpose of Adjusted Commentary on 2015/16 Result Operating Surplus 3% 2015/16 Ratio 1% Ratio 3% 2% This indicator is to 2% 2% determine the percentage Were it not for the short payment of the FAG 2% 1% the operating revenue 1% grant in 2015/16, Council's underlying

Ratio % (adjusted for timing 1% Operating Surplus would have been $497k, (- differences in the 1% Financial Assistance $323k + $820k). The associated ratio would 0% Grant) varies from have been +1%. 2013 2014 2015 2016 operating expenditure

2. Net Financial Liabilities Ratio Purpose of Net Commentary on 2015/16 Result Financial Liabilites 80% 2015/16 Ratio 51% Ratio 70% 60% 53% 54% 60% 51% 50% This indicator shows Council's borrowings have steadily increased 40% the significance of the over the recent years. This is to be 30% Ratio % 20% net amount owed to assesssed in conjunction with the increases 10% others, compared to in income and profitability achieved in the 0% operating revenue same period. 2013 2014 2015 2016

Commentary on 2015/16 Result 3. Asset Sustainability Ratio Purpose of Asset 250% Sustainability Ratio 2015/16 Ratio 110%

200% 166% 153% This ratio indicates whether Council is renewing and replacing existing consumed infrastructure at 150% This indicator aims to 110% the same rates as they are wearing out. It is 100% 80% determine if assets are

Ratio % affected by the decision whether an improvement being renewed and is a renewal or new asset. The works undertaken 50% replaced in an optimal by the Built and Natural Assets team has not way 0% changed, but the way that work is disclosed as 2013 2014 2015 2016 New or Renewal has.

Page 38 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 16. Uniform Presentation of Finances

$ '000 2016 2015

The following is a high level summary of both operating and capital investment activities of the Council prepared on a simplified Uniform Presentation Framework basis.

All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on the same basis.

The arrangements ensure that all Councils provide a common 'core' of financial information, which enables meaningful comparisons of each Council's finances.

Income 39,856 39,712 less Expenses (40,179) (38,560) Operating Surplus / (Deficit) (323) 1,152 less Net Outlays on Existing Assets Capital Expenditure on Renewal and Replacement of Existing Assets 8,355 5,932 less Depreciation, Amortisation and Impairment (7,561) (7,375) less Proceeds from Sale of Replaced Assets (18) (17) Subtotal 776 (1,460) less Net Outlays on New and Upgraded Assets Capital Expenditure on New and Upgraded Assets 421 2,571 (including Investment Property & Real Estate Developments)

less Amounts Received Specifically for New and Upgraded Assets (2,868) (920) less Proceeds from Sale of Surplus Assets (including Investment Property & and Real Estate Developments) - - Subtotal (2,447) 1,651

Net Lending / (Borrowing) for Financial Year 1,348 961

Page 39 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 17. Operating Leases

$ '000 2016 2015

Leases Providing Revenue to the Council

Council owns various buildings, plant and other facilities that are available for hire or lease (on a non-cancellable basis wherever practicable) in accordance with the published revenue policy. Rentals received from such leases are disclosed as rent and hire of non-investment property in Note 2.

(i) Investment Property Nil

Leases commitments under all non-cancellable lease agreements, including those relating to Investment Property, are as follows:

Not later than one year 147 181 Later than one year and not later than 5 years 116 318 Later than 5 years - - 263 499

Page 40 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 18. Superannuation

$ '000

The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). There are two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Accumulation section and/or Salarylink. All other employees (including casuals) have all contributions allocated to the Accumulation section.

Accumulation only Members Accumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of ordinary time earnings in accordance with superannuation guarantee legislation (9.50% in 2015/16; 9.50% in 2014/15). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Salarylink (Defined Benefit Fund) Members Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Fund’s Trustee based on advice from the appointed Actuary. The rate is currently 6.3% (6.3% in 2014/15) of “superannuation” salary.

In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members to their Accumulation account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue.

The Salarylink section is a multi-employer sponsored plan. As the Salarylink section's assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions.

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

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

Page 41 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 19a. Interests in Other Entities

$ '000

All joint ventures and associates are required to prepare Annual Financial Statements that comply with the SA Local Government Model Financial Statements.

Council's Share of Net Income Council's Share of Net Assets 2016 2015 2016 2015 Joint Ventures (48) 38 1,245 1,272 Total (48) 38 1,245 1,272

(i) JOINT VENTURES, ASSOCIATES AND JOINT OPERATIONS

(a) Carrying Amounts

Name of Entity Principal Activity 2016 2015 Eastern Waste Management Authority Waste Management 25 41 Gawler River Floodplain Management Authority Floodplain Management 562 394 Adelaide Hills Regional Waste Management Authority Waste Management 658 837 Total Carrying Amounts - Joint Ventures & Associates 1,245 1,272

Eastern Waste Management Authority Eastern Waste is a regional subsidiary pursuant to S.43 of the Local Government Act 1999. Council has an interest in the assets and liabilities of Eastern Waste. The other member Councils are Norwood, Payneham & St. Peters, Burnside, Mitcham, Campbelltown and Walkerville.

Gawler River Floodplain Management Authority Gawler River Floodplain Management Authority is a regional subsidiary pursuant to S.43 of the Local Government Act 1999. Council has an interest in the assets and liabilities of Gawler River Floodplain Management Authority. Other members are Barossa, Gawler, Light, Mallala and Playford Councils.

Adelaide Hills Regional Waste Management Authority Adelaide Hills Regional Waste Management Authority is a regional subsidiary pursuant to S.43 of the Local Government Act 1999. Council has an interest in the assets and liabilities of Adelaide Hills Regional Waste Management Authority. Other members are Alexandrina, Mt. Barker and Murray Bridge Councils.

(b) Relevant Interests Interest in Ownership Operating Share of Proportion of Result Equity Voting Power Name of Entity 2016 2015 2016 2015 2016 2015 Eastern Waste Management Authority 16.7% 14.9% 16.7% 14.9% 16.7% 14.9% Gawler River Floodplain Management Authority 3.3% 3.1% 3.3% 3.1% 3.3% 3.1% Adelaide Hills Regional Waste Management Authority 35.9% 36.3% 35.9% 36.3% 35.9% 36.3%

Page 42 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 19a. Interests in Other Entities

$ '000

(c) Movement in Investment in Joint Venture or Associate Eastern Waste Management Gawler River Floodplain Authority Management Authority 2016 2015 2016 2015 Opening Balance 41 42 394 405 Share in Operating Result (1) 20 (8) (11) Share in Other Comprehensive Income 6 0 - New Capital Contributions 18 18 - Distributions Received - Adjustments to Equity (39) (39) 176 - Council's Equity Share in the Joint Venture or Associate 25 41 562 394

Adelaide Hills Regional Waste Management Authority 2016 2015 Opening Balance 837 831 Share in Operating Result (141) 6 Share in Other Comprehensive Income (2) - New Capital Contributions - Distributions Received - Adjustments to Equity (36) - Council's Equity Share in the Joint Venture or Associate 658 837

Page 43 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 20. Contingencies & Assets/Liabilities Not Recognised in the Balance Sheet

The following assets and liabilities do not qualify for recognition in the Balance Sheet, but knowledge & is considered relevant to the users of the financial report in making and evaluating decisions about the allocation of scarce resources.

1. LAND UNDER ROADS

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

At reporting date, Council controlled 1,091 km of road reserves of average width 6.0 metres.

2. POTENTIAL INSURANCE LOSSES

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

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

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

3. BANK GUARANTEES

Council has guaranteed certain loans and other banking facilities advanced to community organisations and sporting bodies, amounting to Nil (2015: Nil) at reporting date.

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

4. LEGAL MATTERS

Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council had notice of 8 appeals against planning decisions made prior to reporting date. All known costs have been recognised, but the amount of further costs cannot be known until the appeals are determined.

Page 44 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 21. Events after the Balance Sheet Date

Events that occur after the reporting date of 30 June 2016, up to and including the date when the financial statements are "authorised for issue" have been taken into account in preparing these statements.

Council has adopted the date of receipt of the Auditors' Report as the appropriate "authorised for issue" date relating to these General Purpose Financial Statements.

Accordingly, the "authorised for issue" date is 25th October 2016.

Storms - September 2016 During September 2016 heavy rainfall caused localised flooding and wash-aways in many locations within the Council district. In addition the associated strong winds brought down a large number of trees and caused other storm related damage. Whilst the full financial impact of these events is yet to be fully assessed, a section of Montacute Road, Montacute with a current written down value of $817k will need to be replaced. As a result of this replacement this asset will be impaired during the year ending 30 June 2017.

Adelaide Hills Regional Waste Management Authority (AHRWMA) As at 30 June 2016 an equity accounted Council business (AHRWMA) is a defendant in Supreme Court procedures in which it is asserted that the AHRWMA made some misleading representations at the time that it transfered its interests in the Hartley Landfill to a third party. The AHRWMA is defending the claim and legal costs will continue to be incurred. At this time it is not possible to advise whether the AHRWMA will have any additional financial exposure.

Page 45 of 47 Adelaide Hills Council

Notes to and forming part of the Financial Statements for the year ended 30 June 2016

Note 22. Equity - Retained Earnings and Revaluation Reserves Adjustments

$ '000 2016 2015

(a). Correction of Error/s relating to a Previous Reporting Period

CouncilStormwater made field no work correction completed of duringerrors the during 2015/16 the currentyear has reporting determined period. that Stormwater assets Councilpreviously made recorded no correction as being owned of errors by Adelaide during theHills current Council reporting are understood period. to be owned by Councilother parties. made no correction of errors during the current reporting period. CouncilThe affected made Stormwater no correction assets of have errors a Current during Replacementthe current reporting Cost (CRC) period. of $5,166k, Accumulated Depreciation of $(1,443)k and a Written Down Value (WDV) of $3,723k

In accordance with AASB 108 - Accounting Policies, Changes in Accounting Estimates and Errors, the above Prior Period Errors have been recognised retrospectively.

These amounted to the following Equity Adjustments:

- Adjustments to Opening Equity - 1/7/14 (3,723) - (relating to adjustments for the 30/6/14 reporting year end and prior periods) - Adjustments to Closing Equity - 30/6/15 - - (relating to adjustments for the 30/6/15 year end) Total Prior Period Adjustments - Prior Period Errors (3,723) -

Page 46 of 47

ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 25 October 2016 AGENDA BUSINESS ITEM

Item: 14.7

Originating Officer: Lachlan Miller, Executive Manager Governance & Risk

Responsible Director: Terry Crackett, Director Corporate Services

Subject: Declaration of Prescribed Officers

For: Decision

SUMMARY

The Local Government Act 1999 (the Act) provides for the Chief Executive Officer (CEO) and any other officers (as determined by Council) to be subject to the operation of Chapter 7, Part 4, Division 2 – Register of Interests of the Act.

Chapter 7, Part 4, Division 2 – Register of Interests the Act requires those declared council officers to lodge primary and ordinary returns in relation to their interests as defined in the Act.

Currently the CEO is the only AHC officer to which Chapter 7, Part 4, Division 2 – Register of Interests applies.

The purpose of this report is to seek Council’s consideration and declaration of any other officers to which Chapter 7, Part 4, Division 2 – Register of Interests will apply.

RECOMMENDATION

That Council resolves:

1. That the report be received and noted

2. To declare that the following officer positions be ‘prescribed officers’ for the purposes of Chapter 7, Part 4, Division 2 – Register of Interests of the Local Government Act 1999: a. Director Community & Customer Services b. Director Corporate Services c. Director Engineering & Assets d. Director Strategy & Development e. Executive Manager Governance & Risk f. Executive Manager Organisational Development.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Declaration of Prescribed Officers

1. GOVERNANCE

 Strategic Management Plan/Council Policy

Goal 4: A Recognised Leading Performer

Key Issue 4.1: Leadership Key Action 4.1.4: Meet legislative, regulatory and good governance responsibilities and obligations.

 Legal Implications

Chapter 7, Part 4, Division 2 – Register of Interests (Council Officer Interests) of the Act provides the legislative framework for the declaration, by CEOs and other officers, of prescribed information in a prescribed form relating to the interests that the officer holds (see Appendix 1 for a Primary Return).

The regime is similar to that which applies to Council Members under Chapter 5, Part 4, Division 2 (Council Member Interests) of the Act however there are a number of key differences:  Compliance with the Council Member Interests is required by all Council Members whereas compliance with the Council Officer Interests is only required for the CEO and those officer positions declared by Council.  A member of the public is entitled to inspect and make copies of the Council Member Interest Register whereas only Council Members (via a request to the CEO) may inspect the Council Officer Interest Register.  Disclosure of information regarding the Council Member Interests is not to occur via either publication of information or comment unless it is a fair and accurate summary of the information contained in the Register and is published in the public interest whereas information relating to Council Officer Interests may only be disclosed for the purposes of preparing the Register by the CEO or at a meeting of the council, a council committee or a subsidiary where the public has been excluded from attendance.

Section 111 is the section of Chapter 7, Part 4, Division 2 – Register of Interests under which Council declares which officers or class of officers will be subject to the operation of the Division.

 Risk Management Implications

The declaration of key Council Officer interests will assist in mitigating the risk of:

Poor governance practices occur which lead to a loss of stakeholder (i.e. customer and regulator) confidence and/or legislative breaches.

Inherent Risk Residual Risk Target Risk Extreme (5C) Medium (3D) Medium (3D)

Note that there are many other controls that are in place to mitigate this risk.

Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Declaration of Prescribed Officers

 Financial and Resource Implications

There are no financial and only minimal resource implications in respect of maintaining the Register.

 Customer Service and Community/Cultural Implications

It is reasonable for the community to expect that key council staff, generally with significant financial and legislative delegations, are required to be transparent in the interests that they hold.

 Environmental Implications

Not applicable.

 Community Engagement/Consultation

There is no requirement for community consultation in relation to the declaration of a class of council officers to which Chapter 7, Part 4, Division 2 – Register of Interests applies.

2. BACKGROUND

All CEOs and ‘prescribed officers’ of councils in South Australia are required to provide information to be held in a Register of Interests (the Register). The underlying rationale of this statutory requirement is that disclosure of private interests (sources of information, positions in companies and various bodies, gifts, assets and debts) promotes transparency in the performance of their duties and responsibilities and accountability to the Council.

For CEOs and other prescribed officers, the duty to provide information for inclusion in the Register coexists as complimentary to, but independent of, the duty to disclose conflicts of interest (under s120 of the Act).

The majority of councils within South Australia have declared positions below the CEO role to be prescribed officers. In some cases this has been limited to the executive management team whereas other councils have expanded the prescribed officers to include middle level staff based on their financial and legislative delegations.

At AHC currently only the CEO is required to comply with Chapter 7, Part 4, Division 2 – Register of Interests.

There are sanctions under the Act for failure to provide information, or for providing false information in the returns. Adelaide Hills Council – Ordinary Council Meeting 25 October 2016 Declaration of Prescribed Officers

3. ANALYSIS

The Executive Leadership Team (ELT) at AHC consists of the following positions:

 Chief Executive Officer  Director Community & Customer Services  Director Corporate Services  Director Engineering & Assets  Director Strategy & Development  Executive Manager Governance & Risk  Executive Manager Organisational Development.

It is proposed that declaring the positions on ELT (except the CEO) to be prescribed officers is appropriate both in terms of AHC’s own governance arrangements and in achieving a degree of consistency with other local government entities in the sector.

4. OPTIONS

The Council has the following options:

I. To resolve to declare the ELT positions to be prescribed officers for the purposes of s111 of the Act (Recommended).

II. To resolve to declare other officer positions to be prescribed officers for the purposes of s111 of the Act.

III. To decide against declaring any officer positions to be prescribed officers for the purposes of s111 of the Act (i.e. do nothing).

5. APPENDIX

1. Register of Interests - Officers – Primary Return

Appendix 1 Register of Interests – Officers – Primary Return

Form 5 Register of Interests - Officers Primary Return

Please read instructions and notes below before completing this return.

SURNAME: ...... OTHER NAMES: ......

OFFICE HELD: ......

1. Provide a statement of any income source2 that you have or a person related to you3 has or expects to have in the period of 12 months after the date of the primary return......

2. State the name of any company or other body, corporate or unincorporate, in which you hold, or a member of your family4 holds, any office whether as director or otherwise......

3. State the name or description of any company, partnership, association or other body in which you or a person related to you3 is an investor5.

......

4. Provide a concise description of any trust (other than a testamentary trust) of which you3 or a person related to you is a beneficiary or trustee, and the name and address of each trustee.

......

5. Provide the address or description of any land in which you have or a person related to you3 has any beneficial interest6 other than by way of security of any debt.

......

6. Provide details of any fund in which you or a person related to you has an actual or prospective interest to which contributions are made by a person other than you or a person related to you3.

......

7. If you or a person related to you3 is indebted to another person (not being related by blood or marriage) in an amount of or exceeding $7,500 – state the name and address of that other person.

......

8. If you are or a person related to you3 is owed money by a natural person (not being related by blood or marriage) in an amount of or exceeding $10,000 – state that person.

......

9. Declare any other substantial interest of yours or of a person related to you whether of a pecuniary nature or not, of which you are aware and which you consider might appear to raise a material conflict between your private interest and the duty that you have or may subsequent have as an officer of the council.

......

10. Provide any other additional information which you think fit.

......

Signature of Officer:......

Date: ..../...... /......

ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 27 October 2016 AGENDA BUSINESS ITEM

Item: 16.2

Originating Officer: Lachlan Miller, Executive Manager Governance & Risk

Responsible Director: Terry Crackett, Director Corporate Services

Subject: Information Report – Council Resolutions Update

SUMMARY

The Action List is updated each month and outlines actions taken on resolutions passed at Council meetings. The completed items are removed from the list each month.

RECOMMENDATION

That Council resolves:

1. The Council Action List be received and noted

2. The following completed items be removed from the Action List.

Date Meeting No Heading 19/1/16 Council 6a Amy Gillett Bikeway Extension 22/3/16 Council 56 Woodforde Residential Development Reserve Agreement 26/7/16 Council 136 Local Area Strategic Bike Plan 26/7/16 Council 139 Change of Name Mt Torrens Reserve 23/8/16 Council 159 Tregarthen Road Speed Limit 13/9/16 Special 175 Affixing Seal to Black Spot Funding Deeds Council 27/9/16 Council 193 Nomination for Board Member LGA Board 27/9/16 Council 194 Voting for LG Finance Authority Board Members 27/9/16 Council 196 Delegations Review

ADELAIDE HILLS COUNCIL - ACTION LIST

Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 6/07/10 Council B177 Approval to Register Drainage Easements Over That Drainage easements over 8 Tolmer Road and 2, 4 and 6 Gale Street, Woodside in favour of Council, being Terry Crackett In Progress 13/10/16 30/11/16 Signed documentation received from landowners for execution. 28/04/16 Properties at 8 Tolmer Road and 2, 4 and 6 Gale land owned by Mr Aubrey, Ms Brunialti, Ms Hall and Housing SA respectively, be secured at no fee with Council Compensation amounts for easements are now to be Street Woodside meeting all legal and title production costs of approximately $3000. confirmed with the landowners prior to progressing to Once approval has been secured from Mr Bellwood for the property at 10 Tolmer Road, Woodside for an registration with the Lands Titles Office. A compulsory easement in favour of Council over these existing pipes that Council proceed with executing this easement at acquisition of the easement over 10 Tolmer Road has not been no cost to the owner. If the easement is not granted then Council approve that the process for compulsory required as the landowner has agreed to grant the required acquiring this easement be granted. drainage easement. Exploring if drainage easements are The Mayor and CEO be authorised sign and to affix the Council seal to all necessary documentation statutory easements under the Water Industry Act 2012 which would negate the need for registered easements. LGA provided an initial response on 12/9/16 however they need to follow up further and provide a more detailed response in teh coming weeks.

27/03/12 Council 72 Future Use of Stirling Community Shop Site 3 year lease approved with terms to be implemented as per adopted resolution Terry Crackett In Progress 13/10/16 30/11/16 The previous lease expired on 4/12/2011. Given that a new 28/04/15 lease was not negotiated prior to this date it should be assumed the Shop had a 5 year lease expiring 4/12/16. A Council report will be prepared proposing to offer the Shop 5 year lease from 5/12/16. Not possible to offer 3 year lease agreement under the Retail and Commercial Tenancies Act. Automatic 5 year lease requirement. Will be progressed after delivery of property review project and adoption of new leasing templates 28/08/12 Council 214 Kersbrook Stone Reserve – Heritage Agreement Chief Executive Officer, or delegate, be authorised to take all necessary actions to bring the Heritage Terry Crackett In Progress 13/10/16 31/12/16 Heritage Agreement can not be finalised until the land is 28/04/16 Agreement into effect rededicated to Council per 164. DEWNR have advised that a Heritage Agreement is no longer required due to the change of dedication of the land. This item will be removed once new dedication is completed.

10/09/13 Council 164 Handing back of Crown Land to be rededicated – Finalise Documents - Mayor/CEO to sign Terry Crackett In Progress 13/10/16 30/10/16 Documents signed under seal and returned to the Crown for 22/04/16 Section 426 H 105700 Kersbrook Stone Reserve final revocation approval - Council required to approve the resumption of Section 426 Hundred 105700 (Crown Record 5753/748) back to the Crown for the sole purpose of rededication to conservation purposes. With the land being dedicated back to Council with the new appropriately dedicated purpose. Still awaiting confirmation from DEWNR.

13/05/14 SPDPC 29 Avenue of Trees - William Street, Birdwood 1. Support the replacement or pruning of Claret Ash trees over a two year period where the Arborist Report Peter Bice In progress 10/06/16 30/06/17 Second stage of tree removal including consultation, removal indicates that such work is required; and new planting completed in July 2015. Trees inspected and 2. Residents of William Street be advised of Council’s decision and the likely start date for maintenance no removals required in 2016 will re-inspect in 2017. work/tree removal 13/05/14 SPDPC 30 Adelaide Hills Trails Network Strategy 1. The Adelaide Hills 20 Year Trail Network Strategy & Action Plan be adopted; Peter Bice Not Started 20/07/16 1/03/17 Implementation of the Strategy has commenced, a more 2. An implementation plan be prepared by staff in 2014 to inform spending priorities for consideration in detailed implementation plan is still required as per this future budgets resolution. This process will be a focus area for the Recreation and Open Space Planner following the Sport and Rec Strategy Review. 27/05/14 Council 95 William St Birdwood Street Furniture, plaque That Council, as a consequence of the SPDPC resolution No 29 dated 13 May 2014, approves: Peter Bice In Progress 10/06/16 30/08/16 We are currently seeking advice to see if the timber is seasoned 1. The construction of a piece of street furniture and installation in William Street Birdwood, in the vicinity of and ready to be used. where the trees will be removed, provided suitable timber is available from those trees. 2. The erection of a plaque acknowledging the residents who donated funds to plant the initial avenue. 3. Place a memorial with names in the Birdwood Institute in consultation with the Friends of the Birdwood Institute. 4. Suitable timber to be made available to the Friends of the Birdwood Institute (FBI) to enable the Committee to make some small wood pieces (e.g. bowls) to display in the Institute. 5. The CEO investigate a source of funds for the projects. 1 and 2 to be undertaken in consultation with the community.

27/01/15 Council 6 Review of CWMS Operations 1. That the report be received and noted Marc Salver In Progress 16/08/16 30/10/16 Expression of interest released to the market on 16/08/2016. 2. To approve the call for tenders seeking expressions of interest for the operation, maintenance and/or Submissions received to be evaluated and further report to ownership of Council’s CWMS assets Council to be provided at the October meeting. 3. That subject to the approval of the call for tenders, a further report be presented to Council on the outcome of the tender process not later than 31 May 2015

24/03/15 Council 45 August Street Birdwood Traffic Management Peter Bice In Progress 20/07/16 25/10/16 Traffic Counters were installed in July 2016 and data is being That a further traffic study be undertaken in February 2016 and that a report be provided at a subsequent collated. Anticipate report to Council in October 2016. meeting 24/03/15 Council 57 Confidential Item - Morella Grove As per minute Peter Bice In Progress 16/09/16 30/11/16 Still in negotiations with resident, who is seeking more money than the top end figure provided in the original independent valuation. Natalie Westover is leading the discussion with resident. 11/08/15 SPDPC 35 LGA Template Cat Management By-law A comprehensive review of the Cat Management Policy and Cat By-law be undertaken subject to the outcomes Marc Salver In Progress 16/08/16 31/03/17 Project plan and schedule under development. of the review, development and adoption of the 2017 – 2022 Animal Management Plan and legislative changes to the Dog and Cat Management Act 1995

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Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 25/08/15 Council 108 Draft District Masterplan 1. That the draft District Masterplan be endorsed. Peter Bice In Progress 1/07/16 30/12/16 Plan has been endorsed. Review of the Strategic Plan still 2. That the draft District Masterplan be reviewed in the first half of 2016 following the review of the Strategic occurring. When this is completed the District Masterplan will Plan 2014-18. be further reviewed. 25/08/15 Council Stock Road Mylor Speed Limit Review 1. Consultation be conducted to seek community feedback on the potential reduction of the speed limit on Peter Bice In Progress 20/07/16 1/04/16 DPTI response pending. Stock Road, Mylor from 80 Km/h to 60 Km/h and the feedback be provided to the Department Planning Transport and Infrastructure. The Department of Planning Transport and Infrastructure be requested to undertake a review to consider reducing the speed limit on Stock Road, Mylor from 80 Km/h to 60 Km/h.

8/09/15 SPDPC 48 MON - Transport Policy That the Transport Policy be referred to the Social Planning Advisory Group for suggestions on improving the Marc Salver In Progress 16/09/16 11/10/16 Reviewed by Social Planning Advisory Committee on July 26. policy Amended Policy to be reported back to SPDPC in October 2016.

22/09/15 Council 140 Highercombe Golf Course - relocating 5 Allotments That no further action be taken in relation to the sale or relocation of the five (5) land titles that form part of Peter Bice In Progress 16/08/16 30/06/17 Pending completion of the Sport and Recreation Strategy the Highercombe Golf Course until a review of the Golf Course, which may form a part of the Sport and review. Recreation Strategy 2009-19 Review, is completed. 27/10/15 Council 159 Weed Management To undertake a trial of steam weeding and any other new technologies that are readily available, to determine Peter Bice In progress 10/06/16 30/11/16 Two Steam trial sites have now occurred. their cost and effectiveness and report back in November 2016.

27/10/15 Council 161 Revised delegations policy for CDAP Determination 3. CDAP members to receive: a) regular updates of Category 2 & 3 Development applications in order to Marc Salver In Progress 16/05/16 30/11/16 Policy adopted at October 2015 Council meeting. To remain on of development applications determine if they wish the application to be referred to the panel and b) notification of applications for action list until 12 month report tabled. variations to development decisions of CDAP 4. A report on the effectiveness of this policy be provided in 12 months detailing the results of a review of the policy. 27/10/15 Council 170 MWN Hard Waste Pamphlet That when the hard waste collection brochure is reprinted, under the heading “unacceptable items”, reference Marc Salver In Progress 16/09/16 30/09/16 Amendments to be made with new 2016 contract. be made to sites where the unacceptable items can be disposed. 25/11/2015 Council 186 Cemetery Pine Tree Removal 2. That the opportunity to harvest pine trees at Council cemeteries be reviewed on an annual basis and Council Peter Bice Not Started 10/06/16 30/11/16 Will continue to liaise with Forestry SA regarding potential be advised of any change in status that may trigger harvesting. removal. 15/12/15 Council 206 Masterplan Townsend St Reserve Mt Torrens 2. To endorse the Master Plan and Design for Townsend Street Reserve, Mount Torrens. Peter Bice In Progress 20/07/16 30/06/17 Grant applicationwas unsuccessful. We are now exploring 3. To submit an application in January 2016 for the State Government’s Open Space / Places for potential next steps to achieve desired outcomes. People grant funding to complete stages 1 and 2 of the Master Plan (site preparatory works and the construction of archival store and toilets) for a total cost of $166,500. 4. If the funding submission is successful to allocate an additional $32,050 required to match the State Government grant to complete stages 1 and 2 of the Master Plan. 5. That should the grant submission be unsuccessful, to consider approving a carry forward of the existing budget of $30,000 into the 2016/17 budget year with the aim of securing additional funding to complete Stages 1 and 2 concurrently. 6. To submit an application for the State Government’s Open Space / Places for People grant funding or other relevant fund for future stages in 2016/17 and/or 2017/18 subject to matching funds being allocated by Council in those years and subject to the State Government having the same or similar grant programs in those years. 7. To include for consideration the funding of future stages of the Master Plan as part of the annual business planning and budget process for 2016/17 and 2017/18.

19/01/16 Council 7 AHBTC Masterplan Update & Draft Heritage 7. To consider the Activate Space Initiative pending finalisation and implementation of a plan for use of the David Waters In Progress 10/08/16 31/12/16 Stakeholder update session was held on 4 August 2016. Agreement public space. 19/01/16 Council 6a Amy Gillett Bikeway Extension The CEO investigates all funding options including how the Jack Bobridge Bikeway in the Barossa Valley was Peter Bice Completed 17/10/16 28/06/16 Additional Funding options are being explored. Jack Bobridge funded. Bikeway: The $5.45 million project has been completed in partnership with both local government and the private sector, part-funded with $4.81 million under round one of the Australian Government’s Regional Development Australia 23/02/16 Council 32 Road Closure 12 Sheoak Road Crafers West 1. To make a Road Process Order in relation to the portion of Sheoak Road Crafers West, as detailed in Terry Crackett In Progress 13/10/2016 30/11/16 Consultation in progress, subject to not receiving any Appendix 1 to this report. objections, expect to progress with a Road Process Order and 2. Subject to closure of the above mentioned portion of road reserve that: lodgement of final documentation in October. Documents have • It not to be placed on the Community Land Register; and been provided to surveyor for lodgement with Surveyor • It be sold to the owner of the property at 12 Sheoak Road, Crafers West for $1,140, plus GST and all other General fees and charges that may be applied. 3. To ask the owner of the property at 12 Sheoak Road, Crafers West to initiate action to resolve the remainder of the encroachment onto Council road reserve, as detailed in Appendix. 4. To authorise the Mayor and Chief Executive Officer to finalise and sign all necessary documentation to close and sell the above portion of closed road. 23/02/16 Council 33 Monomeith Road Revocation Community Land That Council approves the commencement of the public consultation, in accordance with Council’s Public Terry Crackett In Progress 13/10/2016 30/11/16 Consultation to be commenced in late October. Needed Status Consultation Policy, as part of the process to revoke the community land status for the Monomeith Road clarification around trust arrangement when land provided to Reserve, Ashton, being the land described as Lot 25, Section P1149 FP: 15464, Certificate of Title 5480/276. the Council which was received from PAG on 12/9/16.

3. That a further report be presented to Council at the completion of the public consultation regarding a submission to the Minister for State/Local Government Relations seeking revocation of the Community Land Classification of the Monomeith Road Reserve.

23/02/16 Council 41 MWN - Speed Limit Corkscrew Road 1. That Council asks DPTI to review the speed limit of Corkscrew Road Montacute with a view to lowering the Peter Bice In Progress 20/07/16 24/05/16 Awaiting response from DPTI speed limit to 60kph. 2. Council recognises that the request to DPTI has been prompted by a petition received from 52 signatories of local residents.

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Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 22/03/16 Council 50 Economic Dev Strategy Implementation Plan 2. That the draft of the Economic Development Statement – Implementation Plan contained in Appendix 2 be Marc Salver In Progress 16/09/16 30/06/17 Action 2 completed adopted by Council recognising that a number of the initiatives are funded. Action 3 unfunded initiatives will be revisited throughout the 3. The adopted Implementation Plan will be revised upon the adoption of the 2016/17 Annual Business Plan year (2016/17) as required and Budget to reconsider any unfunded initiatives.

22/03/16 Council 51 Kersbrook CWMS Environmental Improvement Marc Salver In Progress 16/09/16 31/12/16 Finalising completion of agreement appendices to facilitate Program execution of agreement and establishment of easement. 2. Council delegate to the CEO to enter into an agreement with Kersbrook Soldiers Memorial Park Community & Sports Club Inc. for the supply of wastewater for irrigation of the Kersbrook Oval and surrounds. 3. To grant approval for the Council’s interest in the property at allotment 311, Deposited Plan 86963, CT6082/97, also known as 57 Glover Street, Kersbrook to be registered. 4. That $10,000 be allocated to the 2015/16 Operating budget at Budget Review 3 for agreement and easement establishment costs and $80,000 be allocated to the 2016/17 Capital Works program for the installation of the irrigation system, funded from the Community Wastewater Management System reserve 5. That clause 24 of the proposed agreement be amended stating that Council will pay the annual insurance premium on behalf of Kersbrook Soldiers Memorial Park Community Sports Club Inc. for the life of the agreement.

22/03/16 Council 56 Woodforde Residential Development Reserve 2. That the CEO be authorised to execute the relevant agreements to give effect to the following outcomes…. Peter Bice Completed 17/10/16 1/09/16 Agreement has been signed. Agreement (see minute)

22/03/16 Council 59 Sturt Valley Road reconstruction 2. That a capital budget allocation of $160,000 be provided in the 2015/16 financial year for the reconstruction Peter Bice In Progress 17/10/16 29/02/17 Surveyor has been engaged and cost estimates being sought for of a 230m section of Sturt Valley Road, Stirling. solutions to allow a footpth to be put in place. Once all options 3. That a further report be presented to Council for consideration regarding the possible placement of a costed, full consultation with all residents along Sturt Valley footpath or walking trail along sections of Sturt Valley Road prior to installing any additional safety barriers Road will occur.

22/03/16 Council Confidential item - AHBTC Divestment Strategy As per confidential minute Terry Crackett In Progress 13/10/16 30/09/17 2. Funding included in 16/17Budget - Completed 3. DA for the proposed community titling lodged for Southern site 4. Right of first refusal to purchase discussions with Lessees finalised

22/03/16 Council Confidential Item - Land Acquisition Colonial Drive As per confidential minute Terry Crackett In progress 13/10/16 30/11/16 Surveyor has been engaged to prepare draft land division plans Norton Summit for consideration by Council to provide a number of options for the acquisition of land. Awaiting receipt of draft plans from surveyor after consideration of available options. Further discussions have been held with the church around boundary realignment options.

2. That the Office for Recreation and Sport and Department of Planning, Transport and Infrastructure be 26/04/16 Council 83 Croft & Harris Road Precinct, Lenswood Peter Bice In Progress 17/10/16 22/11/16 Discussions underway to explore various funding channels to approached to discuss any potential funding opportunities to undertake bituminising works up to where the support infrastructure works relating to cycling activities. Traffic bicycle access occurs. Data has been collected and potential treatments will be outlined as part of September Report. This has been deferred 3. That a further report be presented on potential road treatments for Croft Road Lenswood and the to November with current events taking precedence. surrounding road network once additional data has been collected on peak traffic numbers generated through a major event and staff continue negotiations with ForestrySA regarding infrastructure improvements for Cudlee Creek Forest Reserve.

24/05/16 Council 90 Draft Regional Climate Change Adaptation Plan 2. The Draft Climate Change Adaptation Plan-Resilient Hills and Coast be approved for public consultation. Peter Bice In Progress 26/05/16 31/08/16 public consultation 3. A report be presented to Council by August 2016 detailing the outcomes of the public consultation.

24/05/16 Council 91 Road Closure portion Sinkinson Road Mt Torrens 2. To make a Road Process Order to the Surveyor-General to close and then merge a portion of road into the Terry Crackett In Progress 13/10/16 31/11/2016 Surveyor-General has advised that he will not support a road adjoining property at 20 Sinkinson Road, Mount Torrens, being Allotment 53 in Filed Plan 155968, Certificate of closure of the 'made' section of Sinkinson Road initially included Title 5779/569. The portion of road is more particularly delineated and marked ‘A’ on Preliminary Plan No. in the preliminary plan and the subject of the Council's 15/0040, as detailed in Appendix 1 to this report. resolution. W & J Hort to be approached to determine if they still wish to proceed to purchase the lesser area. Negotiations 3. Subject to closure of the above mentioned portion of unformed public road, that: with land owner are ongoing in relation to the final area of road a. It not to be placed on the Community Land Register; and to be closed and the contents of the Land Management b. It be sold to Mr and Mrs Hort, the owners of the property at 20 Sinkinson Road, Mt Torrens, for market value Agreement. Office of Recreation & Sport withdrew their plus all other fees, charges and GST that may be applied. A Land Management Agreement be entered into with ojection to the road closure on 11/10. Surveyor has been consideration to be given to limiting the mature height of trees at the start of the unmade road and to planting instructed to complete final survey, after which the valuation fire resistant native trees on the southern boundary. will be arranged and LMA finalised.

4. To authorise the Mayor and Chief Executive Officer to finalise and sign all necessary documentation to close and sell the above portion of closed road.

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Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 24/05/16 Council 92 Proposed Closure & Sale Portion Baldocks Road 2. To make a Road Process Order to the Surveyor-General to close and then merge a portion of road into the Terry Crackett In Progress 13/10/16 30/11/16 Waiting to receive the market valuation form the proposing Oakbank adjoining property at 201 Schillabeer Road, being Allotment 301 in Deposited Plan 90812, Certificate of Title purchaser. If acceptable we will ask the surveyor to send a Road 6113/46. The portion of road being more particularly delineated and marked ‘A’ on Preliminary Plan No. Process Order to the Surveyor-General. Has progressed 15/0041 and adjoins Allotment 301 in Deposited Plan 90812, Section 225 in Hundred Plan 105600 and Piece however advised by surveyor on 16/9 that documents sent to Allotment 18 in Deposited Plan 28484, as detailed in Appendix 1 to this report. them have been water damaged and need to be reissued and signed. Final documents provided to surveyor for lodgement 3. Subject to the closure of the above mentioned portion of unformed public road, that: with Surveyor General. a. It not to be placed on the Community Land Register; and b. it be sold to the owner of the property at 201 Schillabeer Road, Oakbank for its market value, plus and all other fees, charges, and GST that may be applied.

4. To authorise the Mayor and Chief Executive Officer to finalise and sign all necessary documentation to close and sell the above portion of closed road.

24/05/16 Council 105 Confidential Item - Land at Houghton Request to As per confidential minute Terry Crackett In Progress 13/10/16 31/12/16 Agreement received from Bob Day to gift the land to Council. Purchase Arrangements to transfer the various sections of land to Council. Settlemetn of transfer of land from Bob Day has been finalised. Progressing transfer from TTG and S210 conversion and transfer from DPTI 14/06/16 Special 105 Variation to Land Management Agreement for 7 Implement Variation to Land Management Agreement as per minute Marc Salver In Progress 13/07/16 30/09/16 Waiting on CDAP decision anticipated for the September CDAP Council (Lot 15) Pomona Road Stirling 2016 meeting. CDAP approved, LMA being prepared. LMA has been prepared and is currently being executed.

28/06/16 Council 129 MWN - Traffic Management Chain of Ponds That, in view of public concern about safety, the Council requests the Minister of Transport and Infrastructure Peter Bice In Progress 20/07/16 1/08/16 Letter is being drafted to the Minister. to review the traffic management in the area of Tippett, North East and South Para (B31) Roads, Chain of Ponds as a matter of urgency.

12/07/16 SPDPC 27 Woodforde Road and Reserve Naming That the CEO be authorised to execute the relevant documents and liaise with relevant State Government Peter Bice In Progress 20/07/16 20/10/16 Joint Venture Partners have been advised of the Council Departments to give effect to assigning the listed names to the roads and main reserve within the Woodforde decision. residential subdivision 12/07/16 SPDPC 29 MON - Woodforde Road and Reserve Naming 1. Staff pursue, with the developer, the inclusion of indigenous names within Hamilton Park and in relation to Peter Bice In Progress 20/07/16 20/10/16 Joint Venture Partners have been advised of the requirement future stages and will come back to council staff with some suggested names 2. A progress report be made to Council or the Strategic Planning & Development Policy Committee within 3 for consideration. months 12/07/16 SPDPC 25b Unsealed Roads Policy Implement Policy & communicate to staff/community when effective Peter Bice In Progress 20/07/16 30/06/17 Ongoing 26/07/16 Council 133 Future of Harms Avenue Birdwood That the CEO investigates the future of Harms Avenue East of Wegener Road Birdwood , including Peter Bice consultation with adjoining land owners and DPTI and provides a report to Council /SPDPC by December 2016 26/07/16 Council 136 Local Area Strategic Bike Plan Peter Bice Completed 17/10/16

That the Local Area Strategic Bike Plan contained in Appendix 1 be adopted 26/07/16 Council 137 Oakbank Street Stirling one way proposal 2. That two-way traffic movements be retained on Oakbank Street, Stirling Peter Bice 3. That a new footpath be created from the western end of Oakbank Street, Stirling joining into the existing footpath network around the upper level of the oval embankment. 4. That the existing footpath ramp leading to the northern section of Oakbank Street be abandoned and fenced off. 5. That parking on the northern side of Oakbank Street be restricted. 6. That signage indicating children are present and centre line marking on the bend in the road be installed. 7. That a budget bid be prepared for Council’s consideration as part of the 2017/18 budget process to improve on-site parking within the oval grounds.

26/07/16 Council 139 Change of Name Mt Torrens Reserve To approve the proposal to change the name of the reserve located at Townsend Street, Mount Peter Bice Completed 17/10/16 Torrens, to ‘Mount Torrens Heritage Reserve’ 26/07/16 Council 143 Funding of repairs to Graeber Road That the CEO asks the State Government to fund the repair of Graeber Road between Charleston and Peter Bice In Progress Lobethal as it is now being used as a detour for Woodside Road, while the roundabout is being constructed 23/08/16 Council 162 Reflect Reconciliation Action Plan Council resolves to adopt the Reflect Reconciliation Action Plan as contained in Appendix 1 David Waters

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Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 23/08/16 Council 163 Piccadilly CFS Relocation 2. To delegate to the Chief Executive Officer , following consultation with the CFS, to determine the area of the Terry Crackett In Progress 13/10/16 28/02/17 Consultation for amendment of CLMP and granting of lease portion of Atkinson Reserve to be used as the site of the Proposed CFS Location commenced on 12/10/16. 3. To commence a community consultation process, for a minimum period of 21 clear days in accordance with AHC’s public consultation policy, in relation to the proposed: 3.1 amendment of the Community Land Management Plan for that portion of Atkinson Reserve identified as the Proposed CFS Location from the current Category 4 Recreation and Sport to Category 6 – CFS 3.2 lease to the CFS for use as a CFS station (the proposed term being 21 years with an option to renew for another 21 years) of the Proposed CFS Location 3.3 road closure of an area of unmade road reserve adjacent to Atkinson Reserve as identified in Appendix 2 (“Road Closure Land”) to provide overflow car-parking for both the CFS station and users of Atkinson Reserve 3.4 the adoption of a community land management plan for the Road Closure Land for use as car parking conditional upon the Council issuing a Road Process Order 4. That Council’s approval (as land owner) be given to the CFS to submit a Development Application for the construction of a fire station on the Proposed CFS Location noting that a Development Approval is conditional upon: • Council resolving to amend the Community Land Management Plan as detailed in 2.1 above • Council resolving to enter into a lease for the Proposed CFS Location in a form consistent with existing lease agreements for CFS sites in the AHC area • Council resolving to issue a Road Process Order under the Roads (Opening and Closing) Act 1991 for the Road Closure Land and to develop a Community Land Management Plan for the Closed Road Land and addition of the Closed Road Land to the Community Land Register for car parking purposes

23/08/16 Council 166 Event Opportunity Stirling Fringe 2017 That in-principle support is provided to the establishment of an Adelaide Fringe Festival space (Stirling Fringe) David Waters In Progress 15/09/16 Event organisers notified of Council's decision. Currently by Bamboozled Productions on the Coventry Library lawns, Stirling, for the years 2017, 2018 and 2019. awaiting organisers' return from abroad to further negotiate 3. That the Council contributes up to $30,000 in 2016-17 to establish the event on the basis that: final agreement. a. The event will showcase local food and beverages from the Adelaide Hills Council area b. Opportunities for community development outcomes will be incorporated c. Opportunities for cross promotion of other events in the district are incorporated 7. That the detail and parameters of the Council’s financial contribution be subject to negotiations as part of the further planning for this event. 8. That within 3 months after the event, a review take place and a report be presented to Council 9. That Council authorises the Chief Executive Officer, or delegate, to finalise negotiations with Bamboozled Productions and to execute any associated contracts or agreements, including a permit under the Council’s Local Government Land By-Law

37 Marc Salver In Progress 16/09/16 30/09/16 Community to be advised of interim policy criteria in due 13/09/16 SPDPC Interim Township Burning Permit Criteria Implement Policy & communicate to staff/community when effective course via social media and Council's website 40 2. To approve the attached “Summary and Response to Public and Agency Submissions” Marc Salver In Progress 16/09/16 30/09/16 Change to DPA to be made in accord with resolution of SPDPC 3. To approve the draft “Townships and Urban Areas DPA” for submission to the Minister for Planning for and all relevant information to be compiled for lodgement with Townships & Urban Areas Development Plan approval with the following amendment: the Minister. • That land division in the non-complying table on page 130, Clause (b)(ii)(e), be ‘contains a suitable building Amendment (DPA) – Summary of Consultations 13/09/16 SPDPC envelope and associated vehicle access area and bushfire protection area, of no less than 300sqm which does and Proposed Amendments – Approval to send not contain or impact on one or more regulated trees, or one or more significant trees, or established remnant to the Minister for Planning for Approval native vegetation. 4. That the Chief Executive Officer be authorised to make any necessary minor amendments to the DPA, as directed by the Minister for Planning 41 Marc Salver In Progress 16/09/16 31/10/16 Community consultation program and associated The draft Adelaide Hills Council 2016-2021 Waste and Resources Management Strategy be approved for public Draft Adelaide Hills Council 2016-2021 Waste documentation being prepared. Once consultation period has 13/09/16 SPDPC consultation for a period of 21 clear days in accordance with the AHC’s Public Consultation Policy from 28 and Resources Management Strategy closed, submissions will then be reviewed and matter will be September 2016 to 20 October 2016 reported back to SPDPC for consideration in October/November 2016 The CEO write to DPTI advising that Council supports: Peter Bice Completed 17/10/16 a. The lowering of the speed limit along the southern portion of Tregarthen Road from the intersection of Greenhill Road to 400 metres north of the intersection to 50 km/h with the remainder of Tregarthen Road to be 80 km/h 23/08/16 Council 159 Tregarthen Road Speed Limit b. The lowering of the speed limit along the northern portion of Bonython Road from the intersection of Greenhill Road to the beginning of the existing 60 km/h zone which lies to the south of the intersection to 50 km/h c. The relocation of the 50km/h zone on Greenhill Road to be to the west of the Tregarthen Road reserve.

Peter Bice Completed 14/09/16 Special The Chief Executive Officer and Mayor are authorised to sign and affix the seal of the Adelaide Hills Council to 13/09/16 175 Affixing the Seal to Black Spot Funding Deeds Council the Funding Deed and associated documents for the 2016/2017 Infrastructure Investment Black Spot Program 27/09/16 Council 182 MON - Townships & Urban Aeas Development Plan That the wording of Country Living Zone Principle of Development Control (PDC) 14(a) and Non-complying Marc Salver provisions relating to Land Division exemptions, being clause (b) (ii) (c) be amended as follows: 1. After the words “median allotment size” in PDC 14(a), insert the words “or 2000 square metres whichever is the greater,”; and, 2. After the words “than the median allotment size in the locality” in item (b) (ii) (c) in the Land Division Exemptions of the Country Living Zone, insert the words “or 2000 square metres whichever is the greater”

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Date Meeting Res Topic Action Responsible Director Progress Date of Estimated Comment 2 year update provided to No. Update Completion Council Date 27/09/16 Council 183 Undergrounding power in Gumeracha 1. That the Chief Executive Officer, after consultation with Gumeracha Community Association or its Peter Bice In Progress 17/10/16 31/03/17 Investigations are currently underway. representatives, explore the potential for under grounding the power lines in the main street (Albert Street), Gumeracha with the Power Lines Environment Committee (PLEC), and report to council on or before 31 March 2017. 2. That the outcomes of the investigation be considered as part of the normal budgetary processes for the future Capital Works Programs

27/09/16 Council 186 Climate Change Adaptation Plan That Council endorses the Resilient Hills & Coasts Climate Change Adaption Plan for the Adelaide Peter Bice Hills, Fleurieu Peninsula and Kangaroo Island Region

27/09/16 Council 187 Heritage Agreements Lobethal, Greenhill, Mylor & 2. That the Chief Executive Officer, or delegate, be authorised to enter into Heritage Agreements, including Peter Bice Bradbury instigation of the relevant processes relating to changes to the community land management plans (where necessary) over the following Council properties (see minutes) 27/09/16 Council 188 Cromer Cemetery Proposed DEWNR Land Swap & 2. To commence and finalise the public consultation process in accordance with the AHC’s Public Consultation Terry Crackett In Progress 13/10/16 30/04/17 Consultation to commence in November consultation Policy by the end of November 2016, in relation to the proposed: a. land swap with the Department of Environment Water and Natural Resources (DEWNR) for a section of the Cromer Cemetery (without plots) to be included in the Cromer Conservation Park with an equal sized portion of the current Cromer Conservation Park vesting in Council to provide legal and public access as per Appendix 2.

b. revocation of that portion of the Cromer Cemetery land identified in Appendix 4 from the Community Land Register.

3. Following the community consultation process, a report will be presented to Council detailing the feedback and seeking a further resolution based on the outcomes of the community consultation to proceed with the proposed land swap and revocation of community land. 27/09/16 Council 189 SA Water Compulsory Acquisition Bundarra Reserve 2. That the compensation amount of $12,500 plus GST for an area of land of 1,031m2 of Bundurra Reserve Terry Crackett In Progress 13/10/16 28/02/17 SA Water have been advised of Council's decision Lobethal Lobethal be accepted 3. That Council agree to SA Water entering upon the land to be acquired to commence works, subject to entering into a Licence to Occupy agreement detailing the works to be undertaken and assumption of liability for all aspects of the works on the land 4. That the Mayor and Chief Executive Officer be authorised to sign all necessary documentation.

27/09/16 Council 190 2017 Community Forums 2. That Community Forums be held in 2017 and that the following indicative schedule be adopted: David Waters

a. Wednesday 22 March 2017 – Paracombe b. Tuesday 30 May 2017 – Upper Sturt c. Tuesday 29 August 2017 – Woodside d. Tuesday 31 October 2017 – Uraidla

3. That the Chief Executive Officer, or delegate, be authorised to finalise dates and locations according to venue availability or any other factors which may arise 27/09/16 Council 191 Extension of Advisory Group Independent Member To extend the membership terms of all Advisory Group independent members until 30 April 2017 Terry Crackett In Progress 18/10/16 31/10/16 Executive Officers of impacted Advisory Groups to advise their terms Independent Members 27/09/16 Council 193 Nomination for Board Member LGA Board 2. Mayor Bill Spragg be nominated for a position of Board Member of the Local Government Association Terry Crackett Completed 30/09/16 Nomination and Candidate Information Posted 30/9/16 Board 27/09/16 Council 194 Voting for LG Finance Authority Board Members 2. That Adelaide Hills Council casts its vote for Cr John W Frogley and Colin Davies as Representative Terry Crackett Completed 28/09/16 Delivered by Mayor Bill Spragg Members of the Board of Trustees of the Local Government Finance Association 3. That the Mayor and CEO submit Council’s vote in the postal ballot conducted by the CEO and Returning Officer of the LFGA

27/09/16 Council 196 Delegations Review As per minute Terry Crackett Completed 19/10/16 27/09/16 Council 200 Death of Peggy Church That Council expresses its condolences to the family of Peggy Church, who was a previous employee of Council David Waters and instrumental in establishing The Hut in Stirling and the Men’s Shed in Aldgate. 10/10/16 CEOPRP 31 CEO Performance Review Report Confidential Item Andrew Aitken In Progress 18/10/16 31/10/16 Recommendations to 25 Oct 2016 Council meeting 10/10/16 CEOPRP 33 CEO Remuneration Review Confidential Item Andrew Aitken In Progress 18/10/16 31/10/16 Recommendations to 25 Oct 2016 Council meeting 10/10/16 CEOPRP 35 CEO Performance Targets Confidential Item Andrew Aitken In Progress 18/10/16 31/10/16 Recommendations to 25 Oct 2016 Council meeting 11/10/16 SPDPC 47 Development Application Document Reproduction With an effective date of 24 October 2016, to revoke the 24 November 2015 Development Marc Salver Policy Review Application Document Reproduction Policy and to adopt the Development Application Document Reproduction Policy, as contained in Appendix 1 11/10/16 SPDPC 48 Submission on the Local Heritage Reform Discussion 2. To approve the draft Submission report contained in Appendix 5 of this report as the basis for Council’s Marc Salver Paper submission regarding the Local Heritage Discussion Paper With the addition of the following:With the addition of the following: a. Page 3 “The Adelaide Hills Council emphasises and strongly supports the LGA statement” prior to importantly…. a. Page 3 “The Adelaide Hills Council emphasises and strongly supports the LGA statement” prior to importantly…. b. Page 5 “Adelaide Hills Council strongly emphasises” prior to local government is the level of government… b. Page 5 “Adelaide Hills Council strongly emphasises” prior to local government is the level of government… b. Page 5 “Adelaide Hills Council strongly emphasises” prior to local government is the level of government…

http://teams.ahc.sa.gov.au/ea/AHC Action List/AHC Action List Page 6 ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING 25 October 2016 CONFIDENTIAL AGENDA BUSINESS ITEM

Item: 19.1

Originating Officer: John McArthur, Manager Waste, Health and Regulatory Services

Responsible Director: Marc Salver, Director Strategy and Development

Subject: Community Wastewater Management Systems Expression of Interest

For: Decision

1. Community Wastewater Management Systems Expression of Interest – Exclusion of the Public

a) That under the provisions of section 90(2) of the Local Government Act 1999 an order is made that the public be excluded from the meeting, with the exception of:

 CEO, Andrew Aitken  Director Corporate Services, Terry Crackett  Director Engineering & Assets, Peter Bice  Director Community & Customer Service, David Waters  Director Strategy & Development, Marc Salver  Executive Manager Governance & Risk, Lachlan Miller  Manager Waste, Health and Regulatory Services, John McArthur  Minute Secretary, Pam Williams

in order to consider Agenda Item 19.1 (Community Wastewater Management Systems Expression of Interest) in confidence.

b) The Council is satisfied that it is necessary that the public, with the exception of Council staff in attendance as specified in (a) above, be excluded to enable Council to consider the report at the meeting on the following grounds:

c) Section 90(3)(d) of the Local Government Act 1999, the information to be received, discussed or considered in relation to this Agenda Item is commercial information of a confidential nature (not being a trade secret) the disclosure of which –

(i) could reasonably be expected to prejudice the commercial position of the person who supplied the information, or to confer a commercial advantage on a third party; and

(ii) would, on balance, be contrary to the public interest

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Item: 19.2

Originating Officer: Megan Sutherland, Executive Manager Organisational Development

Subject: CEO Performance Review Panel – 10 October 2016 Meeting Recommendations – Confidential

For: Decision

1. CEO Performance Review Panel – 10 October 2016 Meeting Recommendations - Confidential – Exclusion of the Public

Pursuant to section 90(2) of the Local Government Act 1999 the Council orders that all members of the public, except:

 Director Engineering & Assets, Peter Bice  Director Strategy & Development, Marc Salver  Director Corporate Services, Terry Crackett  Director Community & Customer Service, David Waters  Executive Manager Governance & Risk, Lachlan Miller  Minute Secretary, Pam Williams

be excluded from attendance at the meeting for Agenda Item 19.1: CEO Performance Review Panel – 10 October 2016 Meeting Recommendations – Confidential.

The Council is satisfied that, pursuant to Section 90(3)(a) of the Act, that information to be received, discussed and considered in relation to the Agenda Item is information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead), being the personal affairs of the Chief Executive Officer, in that details of his performance and remuneration reviews and forthcoming performance targets will be discussed, which are sensitive and are details only known to those who have participated in the review process.

In addition, the disclosure of this information would, on balance, be contrary to the public interest. The public interest in public access to the meeting has been balanced against the public interest in the continued non-disclosure of the information. The benefit to the public at large resulting from withholding the information outweighs the benefit to it of disclosure of the information.

The Council is satisfied that the principle that the meeting be conducted in a place open to the public has been outweighed in the circumstances because the disclosure of information could unreasonably reveal personal information regarding the CEO’s performance, remuneration and performance targets may prematurely be disclosed before the details of the reviews have been discussed with the Chief Executive Officer.

Page 1 ADELAIDE HILLS COUNCIL COUNCIL MEETING Tuesday 25 October 2016 CONFIDENTIAL AGENDA BUSINESS ITEM

Item: 19.3

Originating Officer: Paul Francis, Manager Finance

Responsible Director: Terry Crackett, Director Corporate Services

Subject: Sale of Land for Non-Payment of Rates

For: Decision

1. Sale of Land for Non-Payment of Rates – Exclusion of the Public

a) That under the provisions of section 90(2) of the Local Government Act 1999 an order is made that the public be excluded from the meeting, with the exception of:

 CEO, Andrew Aitken  Director Corporate Services, Terry Crackett  Director Engineering & Assets, Peter Bice  Director Community & Customer Service, David Waters  Director Strategy & Development, Marc Salver  Executive Manager Governance & Risk, Lachlan Miller  Minute Secretary, Pam Williams

in order to consider Agenda Item 19.3: Sale of Land for Non-Payment of Rates in confidence.

b) The Council is satisfied that it is necessary that the public, with the exception of Council staff in attendance as specified in (a) above, be excluded to enable Council to consider the report at the meeting on the following grounds:

c) Section 90(3) (i) of the Local Government Act, the information to be received, discussed or considered in relation to this Agenda Item is information relating to actual litigation, or litigation that the council or council committee believes on reasonable grounds will take place, involving the council or an employee of the council, the disclosure of which could reasonably be expected to impact on legal processes required to progress the sale of land.

d) Accordingly, on this basis the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information and discussion confidential.

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