Notice of Council Meeting

Ordinary Council Meeting Agenda 20 October 2020

NOTICE OF COUNCIL MEETING You are hereby advised that an Ordinary Meeting of the Coorong District Council will be held at the Coorong Civic Centre, 95 – 101 Railway Terrace, Tailem Bend (and by electronic means via Zoom and YouTube) on 20 October 2020 commencing at 2:00pm.

Bridget Mather CHIEF EXECUTIVE OFFICER

A G E N D A Tuesday 20 October 2020 Coorong Civic Centre, Tailem Bend (and by electronic means via Zoom and YouTube) 2:00pm

Civic Affirmation We gather today to duly and faithfully carry out our duties to the best of our judgement and ability for the advancement of this district and the benefit of all of our community and fellow citizens.

Acknowledgement of Country Coorong District Council Members acknowledge and pay respect to the Traditional Custodians of the land and waters, the Ngarrindjeri People whose ancestral lands are on which we meet today. We acknowledge the deep feelings of attachment and relationship of Aboriginal people to country and pay our respects to Elders past and present. We also extend that respect to all First Nation People.

1. APOLOGIES

2. CONFIRMATION OF MINUTES Ordinary meeting (incl. confidential) held on 15 September 2020 Special meeting held on 22 September 2020

3. ADJOURNED BUSINESS ...... Nil

4. MINUTE ACTION LIST

5. QUESTIONS 5.1 Questions with Notice; Councillors Qualmann & Rowntree ...... 3 5.2 Questions without Notice ...... 5

6. PETITIONS; ...... Nil

7. DEPUTATIONS; ...... Nil

7.1 PUBLIC QUESTION TIME ...... 8

Note: The page numbering is split between the sections i.e. OCEO = Office of the CEO, CC = Community & Corporate, and IA = Infrastructure & Assets

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

8. REPORTS BY MEMBERS 8.1 MAYOR’S REPORT ...... 9 8.2. COUNCIL MEMBERS’ REPORTS; Councillors Qualmann, Rowntree & Taylor ...... 10

9. NOTICES OF MOTION ...... Nil

9.1 MOTIONS WITHOUT NOTICE ...... 14

10. OFFICE OF THE CHIEF EXECUTIVE OFFICER REPORT ...... OCEO-1 1 Adoption of Disability Access and Inclusion Plan 2020-2024 ...... OCEO-1 2 2020-21 Community Grants – round one ...... OCEO-4 LAST PAGE ...... OCEO-8

11. COUNCIL POLICIES ...... OCEO-9 1 Risk Management Policy, Risk Framework and Risk Framework Communications Plan ...... OCEO-9 LAST PAGE ...... OCEO-10

12. SECTION 41 COMMITTEES AND SECTION 43 SUBSIDIARIES...... OCEO-11 1 Audit & Risk Committee – minutes of meeting held 6 October 2020 ...... OCEO-11 2 Pangarinda Botanic Garden Committee – minutes of meeting held 30 September 2020 ...... OCEO-12 LAST PAGE ...... OCEO-15

13. COMMUNITY & CORPORATE REPORT ...... CC-1 1 Climate variability position statement ...... CC-1 2 Audio-visual (AV) upgrade project – Coorong Civic Centre Chambers...... CC-3 3 Report on financial results as at 30 June 2020 ...... CC-8 4 2019/20 financial statements – certification of auditors independence ...... CC-19 5 Draft financial statements for year ending 30 June 2020 & audit report ...... CC-20 6 Audit & Risk Committee performance report ...... CC-21 LAST PAGE ...... CC-24

14. INFRASTRUCTURE & ASSETS REPORT ...... Nil

15. INFORMATION DOCUMENT ...... UNDER SEPARATE COVER

16. CONFIDENTIAL ITEMS ...... Nil

17. CLOSURE

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

3. ADJOURNED BUSINESS

NIL

2 1

Responsible Target Minute Details Notes Review officer completion date

Minute action list 2020/21

199/20 CR. JJ ARTHUR – MOBILE BLACK SPOT FUNDING Sep AMENDMENT Moved Cr. Bland, Sec. Cr. Leng that Council as a priority prepare a CEO December 2020 December submission ready for the Federal Government Mobile Black Spot programs, 2020 following the undertaking of community consultation. 209/20 COMMUNITY LAND MANAGEMENT PLAN – TAILEM BEND OVAL Sep Moved Cr. Leng, Sec. Cr. Qualmann that Council: 1. Agree that Allotment 106 CT 5820/105 and part Allotment 23 CT DCC September 2020 Complete 5866/254 Tailem Bend (as attached) be classified as Community Land and removed as being excluded from the Community Land classification; and 2. Agree to the commencement of public consultation of the Community DCC November 2020 Report on outcome of November Land Management Plan as attached, upon completion of the Notice in consultation to be tabled 2020 the Gazette classifying allotment 106 CT 5820/105 and part Allotment 23 at November Council CT 5866/254 Tailem Bend (as attached) as Community Land. meeting. 210/20 COMMUNITY LAND MANAGEMENT PLAN – OLD COUNCIL CHAMBERS Sep MENINGIE Moved Cr. Hill, Sec. Cr. Arthur that Council agree to the commencement of DCC November 2020 Report on outcome of November public consultation for the amended Community Land Management Plan as consultation to be tabled 2020 attached, for the Old Council Chambers Meningie located at Section 190 at November Council 5754/491 and Section 191 5807/245. meeting. 170/20 MOTION WITHOUT NOTICE Aug Moved Cr. Taylor, Sec. Cr. Qualmann that after consultation with Indigenous CEO June 2021 Grants officer is actively June 2021 owners of the land and wider interested communities, Council seek grant looking for funding funding in order to conduct a feasibility study to scope the design and opportunities. construction of an open air theatre on the edge of the Murray River, under the project name ‘Tagalang Floating Theatre’. 188/20 FLEET AND PLANT ASSET MANAGEMENT PLANT Aug Moved Cr. Qualmann, Sec. Cr. Rowntree that the ‘Fleet and Plant Asset DIA December 2020 Fleet & Plant AMP to be December Management Plan’ item be presented to the upcoming Coorong reviewed by I&A 2020 Infrastructure & Assets Committee meeting. Committee and Audit & Risk Committee before being tabled with Council in December 2020.

CEO = Chief Executive Officer DIA = Director Infrastructure & Assets DCC = Director Community & Corporate

*denotes completed item and removal will occur at following month’s agenda. 2

Responsible Target Minute Details Notes Review officer completion date

Minute action list 2018/19

027/19 INTENTION TO RELEASE ORANA AUSTRALIA LTD FROM LEASE - Jan WADMORE HOUSE, 76 PRINCES HIGHWAY, MENINGIE Moved Cr. Jaensch, Sec. Cr. Hill that Council: 1. Authorise the Mayor and Chief Executive Officer to prepare and execute DCC July 2019 1. Deed of Surrender of Complete surrender of lease documentation to release Orana Australia Ltd from its Lease signed and lease agreement of Wadmore House, 76 Princes Highway, Meningie executed by all (Allotment 50, CT 5980/136); parties. 2. Commence a period of community engagement, seeking expressions of DCC July 2019 2. Community Complete interest from local businesses and community groups for lease of the site, engagement will be subject to Council approval; undertaken as part of 3. That the community engagement includes opportunity for inspections of DCC August 2019 the Community Vision Complete the building and infrastructure. 2021-2025 process. 4. That a structural report be prepared, including costing, to bring the DCC April 2019 Preliminary work is Complete building to a safe and functional standard. currently occurring to get the project to a shovel ready stage, (per previous Council discussion) and to ensure we can maximise any grant funding that may become available to start the renovation process. 3. In Phase 2 of the Drought Communities Programme, $67,000 has been allocated to remediate urgent electrical and safety issues connected with the property. Until these have occurred there will be no inspections by the community.

CEO = Chief Executive Officer DIA = Director Infrastructure & Assets DCC = Director Community & Corporate

*denotes completed item and removal will occur at following month’s agenda. 3

Responsible Target Minute Details Notes Review officer completion date 4. Provisional report has been provided that indicates the building needs considerable work to bring it up to code. A more detailed report will be needed pending the outcome of the Community Vision consultation.

CEO = Chief Executive Officer DIA = Director Infrastructure & Assets DCC = Director Community & Corporate

*denotes completed item and removal will occur at following month’s agenda. 4

COMPLETED ACTIONS

Responsible Target Minute Details Notes Review officer completion date 198/20 CR. JJ ARTHUR – LANDSCAPE BOARD LEVY Sep Moved Cr. Arthur, Sec. Cr. Qualmann that Council write to the Minister Spiers CEO October 2020 Complete (Minister for Environment and Water) requesting that he address the anomaly of the charging methods that apply between the Limestone Coast Landscape Region and the Murraylands and Riverland Landscape Region.

As all Landscape Boards have a common goal of landscape management and are the relevant authority for the sustainable management of the environment including water land, animal and plant control activities a common charging method should be applied. 205/20 SOLAR PANELS INSTALLATION – COUNCIL FACILITIES Sep Moved Cr. Qualmann, Sec. Cr. Bland that Council approves a budget DCC September 2020 Complete variation for the installation of solar panel systems at Coorong Civic Centre, Tailem Bend and the Meningie Information Hub, Meningie with a budget allocation of $50,000 to cover quoted costs and contingencies. 208/20 PROPOSED RE-NAMING OF ROBS POINT Sep Moved Cr. Hill, Sec. Cr. Bland that in relation to the renaming of Robs Point, CEO September 2020 Complete Council advise the Office of the Surveyor-General (Land Boundaries, Planning and Land Use Services) of Council’s support for the locality to be dually named ‘Robs Point / Wirukum’. 211/20 COORONG FINANCE COMMITTEE TERMS OF REFERENCE – MINOR Sep AMENDMENT Moved Cr. Arthur, Sec. Cr. Rowntree that Council amend the Coorong DCC September 2020 Complete Finance Committee Terms of Reference so that Committee meetings now be held “a minimum of four times per year”. 243/20 CODE OF CONDUCT COMPLAINT RECEIVED Sep Moved Cr. Rowntree, Sec. Cr. Arthur that Council resolve: A. That Cr. Taylor breached Clauses 2.2 and 2.9 of the Code of Conduct for CEO September 2020 Complete Council Members by means of her twitter post on 18 December 2019 (Attachment 2); B. That the alleged breaches of Clauses 2.1, 2.3, 2.4, 2.5 and 2.10 of the CEO September 2020 Complete Code be dismissed and no further action taken; and C. That Cr. Taylor’s apology to Cr. Jaensch by email of 18 August 2020 in CEO September 2020 Complete relation to the breaches of the Code established by the process be noted. 173/20 MOTION WITHOUT NOTICE Aug Moved Cr. Rowntree, Sec. Cr. Arthur that the Mayor and Chief Executive CEO October 2020 Report has been Complete Officer refer the matters within the Galpins report (titled ‘Review of Financial prepared and referred to CEO = Chief Executive Officer DIA = Director Infrastructure & Assets DCC = Director Community & Corporate

*denotes completed item and removal will occur at following month’s agenda. 5

COMPLETED ACTIONS

Responsible Target Minute Details Notes Review officer completion date and Administrative Relationship Between the Mayor and the Council’) to the OPI for review and Office for Public Integrity for their review and assessment, with the assessment. information provided covering the questions below before referral to OPI:  What mechanism is required to allow a Councillor to use his/her allowance to cover their statutory rate obligation?  Clarification sought as to the nature of the waste dumping arrangement, i.e.: o Did the waste dumping arrangement go through the Council’s Procurement procedure (at the time) – how was the Jaensch land selected to be the recipient of this waste? o How long has this arrangement been in place? o Is this arrangement required to be declared on Ordinary Returns? And is it? o Were/are appropriate EPA (and other) licences and permits in place to allow for the dumping of effluent waste?  Did Cr. Jaensch breach the Motor Vehicle Policy applicable during his time as Mayor? And if so, what is the consequence of that breach?  Explanation of the $83 monthly ‘Mayoral Admin Fee’ – why was this fee not included in the Elected Members’ Allowance & Benefits Policy, and is it continuing?  What is the nature of the $1,000 reimbursement to Council for phone/internet?  Further explanation as to why Cr. Jaensch ‘in some instances’ only repaid 50% of the costs incurred by his spouse and in other cases 100%.  What was the nature of the purchase for $244.50 at the Canberra Casino on 19 June 2016?  Double-up of fuel purchases.  The vast anomaly of fuel purchases compared to declared travel. 419/19 CR. JJ ARTHUR – MAJOR PLANT Dec Moved Cr. Arthur, Sec. Cr. Qualmann that: 1. Council be provided with updated hourly rates for major plant and the DIA March 2020 CEO emailed Complete actual hourly costing against budgeted figures for the grader just traded. information to Council 2. This information to be provided back to Council no later than March 2020. DIA Members on 20 August 2020.

CEO = Chief Executive Officer DIA = Director Infrastructure & Assets DCC = Director Community & Corporate

*denotes completed item and removal will occur at following month’s agenda.

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

5.1 QUESTIONS WITH NOTICE

Cr. QUALMANN ASKS Could Council provide an updated report on the progress of the new intended public toilets, Railway Terrace, Tailem Bend?

RESPONSE FROM CHIEF EXECUTIVE OFFICER Council have received the final revision of the conceptual design for the Tailem Bend Toilet Bock project from Terrain Group. Council are now progressing into the procurement stage of this project to engage a suitable contractor to facilitate the demolition and remediation of the existing toilet facility and the construction of the new toilet facility.

It is anticipated that the construction of the new toilet block will occur over the summer months, however this will be subject to availability of successful contractor to undertake the works.

Refer to 20 October 2020 Information Document for conceptual design images.

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Cr. ROWNTREE ASKS Can the Way Finding Signage at Coonalpyn be amended to reflect the correct directions?

Background: On the 13th July 2020 I sent an email regarding concerns residents of Coonalpyn had with the directions placed on the long-awaited Way Finding Signage. Whilst the signs themselves look lovely and are well made, the distances and arrows are incorrect. Some locals feel that they don’t point visitors in the right direction and would like to see them amended.

RESPONSE FROM CHIEF EXECUTIVE OFFICER After the matter was raised, the signs were inspected and it is agreed that the directional signage should be revised.

Revised artwork is currently being created, however is not yet finalised owing to other community development projects taking priority. The signs will now be made a priority to be updated.

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

5.2 QUESTIONS WITHOUT NOTICE

Go to index

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

6.1 PETITIONS

NIL

Go to index

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

7. DEPUTATIONS

Council practice during Public Health Emergency 2020 – Electronic meetings

During the current public health emergency as a result of COVID-19, changes have been made to Ordinary Council meeting procedures.

A Deputation may be made by a person or persons who wish to address Council on a particular matter through the reading by the Mayor or CEO, of the deputation provided.

Deputations are limited to a maximum of three (3) per Council Meeting.

A request for a Deputation must be received at the Principal Office of the Council by midday the day before the meeting at which the person wishes the Deputation to be read. Any request for a Deputation received after this time will be treated as a request to be read at the next ordinary meeting of the Council.

The reading of a Deputation may be referred to the relevant Council Committee.

The Deputation requiring to be read aloud by the Mayor or CEO must not exceed a 5 minute time limit excluding questions. This time can be extended by a resolution of the Council or Committee.

Council Members will be invited to ask questions after the Deputation and these will be referred to the person providing the deputation after the Council meeting. Response will then be read at the next Ordinary meeting of Council.

There are no deputation requests for the 20 October 2020 ordinary Council meeting.

Go to index

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

7.1 PUBLIC QUESTION TIME

Council practice during Public Health Emergency 2020 – electronic meetings

During the current public health emergency as a result of COVID-19, changes have been made to Ordinary Council meeting procedures.

The public are not able to physically attend a meeting of Council to pose a question owing to social distancing requirements.

However a question may be submitted in writing to be read aloud at the meeting by the Mayor or CEO.

Questions to be asked must abide by the Public Question Time guidelines and relevant processes and requirements will remain the same except for the ability for the question to be asked in person, and questions of the person by Members to be asked in person.

A request for a question to be asked must be received at the Principal Office of the Council by midday the day before the meeting at which the person wishes the Question to be read.

Any request for a Question received after this time will be treated as a request to be read at the next ordinary meeting of the Council.

The question may be answered verbally at the meeting as the Meeting will be uploaded to Council’s website enabling the person who has asked the question to hear the answer (if able to be provided at the meeting) provided.

Appendix 1 of Council’s Code of Practice – Proceedings of Council and Committee Meetings sets out the guidelines for Public Question Time.

Go to index

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

8.1 MAYOR’S REPORT

Councillor Paul Simmons

Meetings attended September – October 2020

September 2020 18 Official opening of the Peake and Sherlock public toilets and Peake Netball Courts Drought Communities Programme projects, Peake 21 Meeting with Cr. Jaensch and Chief Executive Officer, Tailem Bend 22 Special Council meeting, Tailem Bend October 2020 6 Audit & Risk Committee meeting (observer only), Tailem Bend 6 Council Members workshop, Tailem Bend 6 Australian Citizenship ceremony, Tailem Bend 6 Meeting with Cr. Leng and Chief Executive Officer, Tailem Bend 8 Attendance at Tintinara Regional Areas Development Enterprises Inc. (TRADE) meeting, Tintinara 13 Discussion with Chief Executive Officer and J Comrie, Tailem Bend 13 Private Australian Citizenship ceremony, Tailem Bend 15 Local Government Association briefing with Senators Anne Ruston and Simon Birmingham re: update on federal matters affecting local government sector (via Zoom) 16 Opening of ‘In the Light’ art exhibition opening at Coorong Gallery, Tailem Bend

Meetings to be attended 20 Meeting with Cr. Taylor and Chief Executive Officer, Tailem Bend 20 Council briefing sessions, Tailem Bend 20 Council meeting, Tailem Bend

Media opportunities (18 September 2020) Domestic Violence Murraylands Filming of video for Domestic Violence Murraylands "You Are Not Alone" Launch. (25 September 2020)

Flow FM Radio interview regarding cancelled Tailem Bend Street Party, outcome of GM Crops consultation and September Council meeting.

Cr. Paul Simmons MAYOR 9

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

8.2 COUNCIL MEMBERS’ REPORTS

Cr. Jeff Arthur

No report

Cr. Sharon Bland

No report

Cr. Tracy Hill

No report

Cr. Neville Jaensch

No report

Cr. Vern Leng

No report

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Cr. Brenton Qualmann

Meetings attended:

June 2020 5 Meeting with Tailem Bend Hospital staff and CEO and Director Infrastructure & Assets to discuss river frontage, Tailem Bend 16 Council Members workshop (Genetically Modified Crops Management Act), Tailem Bend 18 Drought Communities Programme phase 1 projects tour, various locations across the district 23 Council briefing sessions, Tailem Bend 23 Council meeting, Tailem Bend 24 Coorong Health Service Health Advisory Council meeting, Tailem Bend July 2020 6 Tailem Bend Christmas Parade sub-committee meeting, Tailem Bend 7 Council Assessment Panel meeting, Tailem Bend 7 Council Members workshop, Tailem Bend 15 Tailem Bend Christmas Parade sub-committee meeting, Tailem Bend 21 Council briefing session, Tailem Bend 21 Council meeting, Tailem Bend 28 Coorong Infrastructure & Assets Committee meeting, Tailem Bend 29 Tailem Bend Town Hall Committee meeting, Tailem Bend August 2020 4 Council Members workshop, Tailem Bend 6 Dickson Reserve fixed floating pontoon official opening and Captain Proud river cruise, Tailem Bend 17 Tailem Bend Progress Association annual general meeting, Tailem Bend 18 Council briefing sessions, Tailem Bend 18 Council meeting, Tailem Bend 31 Tailem Bend Christmas Parade sub-committee meeting, Tailem Bend September 2020 1 Tailem Bend Community Centre annual general meeting, Tailem Bend 1 Council Members workshop, Tailem Bend 1 Special Council meeting, Tailem Bend 3 Meeting with Manager Construction & Maintenance regarding Granites Road, Tailem Bend 9 Tailem Bend Progress Association meeting, Tailem Bend 15 Council briefing sessions, Tailem Bend 15 Council meeting, Tailem Bend 16 Tailem Bend Combined Sporting Hub Committee meeting, Tailem Bend 18 Official opening of the Peake and Sherlock public toilets and Peake Netball Courts Drought Communities Programme projects, Peake

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

September 2020 (cont.) 22 Special Council meeting, Tailem Bend 30 Pangarinda Botanic Garden meeting, Wellington East October 2020 6 Council Members workshop, Tailem Bend

Cr. Brenton Qualmann

Cr. Lisa Rowntree

Meetings attended:

September 2020 21 Coonalpyn Soldiers Memorial Swimming Pool and Caravan Park Committee annual general meeting, Coonalpyn 22 Special Council meeting, Tailem Bend 30 Meeting re: Coonalpyn Swimming Pool with S Mickan and Director Infrastructure & Assets, Coonalpyn October 2020 6 Audit & Risk Committee meeting, Tailem Bend (apology) 6 Council Members workshop, Tailem Bend (apology) 12 Meeting re: Coonalpyn Swimming Pool with S Mickan, Chief Executive Officer and Director Infrastructure & Assets, Coonalpyn

Cr. Lisa Rowntree

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Cr. Glynis Taylor

Meetings attended:

August 2020 17 Tailem Bend Progress Association annual general meeting, Tailem Bend 18 Coorong Finance Committee meeting, Tailem Bend 18 Council Members briefing sessions, Tailem Bend 18 Council meeting, Tailem Bend 19 Tailem Bend Combined Sporting Hub Committee meeting, Tailem Bend September 2020 1 Council Members workshop, Tailem Bend 1 Special Council meeting, Tailem Bend 7 Meeting with P Strathearn, Murray Bridge News 7 Tailem Bend Street Party stakeholder meeting, Tailem Bend 8 Tailem Bend Progress Association meeting, Tailem Bend 15 Council Members briefing sessions, Tailem Bend 15 Council meeting, Tailem Bend 16 Tailem Bend Combined Sporting Hub Committee meeting, Tailem Bend 18 Official opening of the Peake and Sherlock public toilets and Peake Netball Courts Drought Communities Programme projects, Peake 22 Special Council meeting, Tailem Bend October 2020 6 Audit & Risk Committee meeting, Tailem Bend 6 Council Members workshop, Tailem Bend 6 Australian Citizenship ceremony, Tailem Bend 13 Council Assessment Panel meeting and training, Tailem Bend 14 Tailem Bend Town Hall Committee meeting, Tailem Bend (apology) 14 Tailem Bend Progress Association meeting, Tailem Bend

Cr. Glynis Taylor

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

9. NOTICES OF MOTION

NIL

9.1 MOTIONS WITHOUT NOTICE

Go to index 14

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

10. OFFICE OF THE CHIEF EXECUTIVE OFFICER REPORT

1. ADOPTION OF DISABILITY ACCESS AND INCLUSION PLAN 2020-2024

SMP Objective 1 Strategy 1.1 – Advocate to government agencies and A caring, healthy and relevant organisations to increase services/programs that resilient community. will improve the wellbeing of the community and foster resilience. Strategy 1.2 - Enhance the quality of life of our communities by advocating, supporting and/or undertaking health, recreation development, ageing in place, library services, community development, safety and transport initiatives. Strategy 1.6 – Promote active and healthy lifestyles for our communities. Strategy 1.7 - Achieve or implement the statutory and core responsibilities of Council. Other Document Strategic Management Plan Reference Annual Business Plan Statutory Requirement Disability Inclusion Act 2018 (SA) Financial Implications $5,000 allocated in the 2020/21 budget Author of Report Senior Community & Tourism Officer Officers Consulted Chief Executive Officer Recommendation That Council adopt the Disability Access and Inclusion Plan titled “Inclusive Coorong – Creating thriving and inclusive communities” as tabled.

REPORT

Purpose

To provide Council with the Disability Access and Inclusion Plan (DAIP) titled ‘‘Inclusive Coorong – Creating thriving and inclusive communities for review and adoption.

Background

In 2018 the Disability Inclusion Act 2018 (SA) (the Act) was passed following the South Australian Government recognising that a stronger commitment to access and inclusion planning for people living with disability was needed.

Council is required under the Disability Inclusion Act 2018 (SA) to develop a Disability Access and Inclusion Plan. The plan is required to be gazetted and registered with the Department of Human Services (DHS) along with being published in an accessible format on Council’s website by 31 October 2020. OCEO-1

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Discussion

Federal and State legislation require the planning, development and implementation of processes which fulfil Council’s legal and moral obligations to provide access to all citizens and visitors of the Council area.

The development of a Disability Access and Inclusion Plan represents a commitment by Council to contribute towards social access and inclusion for all community members and visitors. This can provide many benefits including increased opportunities for social inclusion, improved physical access to facilities and buildings, enhanced community and individual wellbeing and a greater recognition of the diversity of the residents and visitors.

The aim of the Plan is to assist Council to better meet the needs of people with a disability who live, work, volunteer and visit the region. It will also assist Council to meet its statutory requirements under relevant disability legislation, at both a Federal and State level. In addition to this, the Plan will also:

 Promote and improve access for all.  Build an inclusive region for all people that respects the dignity and values the diversity of individuals.  Strengthen the community.  Ensure the protection of equal rights, the right to participate in all aspects of community life and to ensure the right of equal access to services, resources and facilities provided by Council’s, in their roles as purchaser, service provider, policy adviser, planner, regulator and responsible employer.

The objectives of the plan are to:

 Foster a region where people with a disability are afforded the same opportunities as the broader community.  Improve access for people with a disability to Council’s services and facilities.  Encourage participation by people, regardless of ability, in Council activities.  Promote positive and inclusive images of people with a disability within Council and the community.  Strengthen the relationship between Council and people with disability in the region.  Promote and increase awareness in Council staff and the broader community of the rights and needs of people with disability.  Focus on practical, achievable and deliverable initiatives to enhance access to services, physical infrastructure and public places.

The draft plan was developed in keeping with the Community Plan and supports a number of strategies identified under the themes of the Community Plan. The DAIP and legislative requirements whilst delivering the values of the Community Plan that acknowledges that disability is a natural part of human diversity and that people with disability are to be included in all aspects of life. OCEO-2

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Phase two (2) of public consultation commenced on Monday 24 August 2020 and concluded on Friday 18 September and enabled the community to provide further comment to ensure that the Plan considered and took into account community and key stakeholder feedback gained during phase one (1) of community consultation.

Upon completion of the consultation period, the following submission was received:

I am writing on behalf of my two son's families. They live at Colebatch and have children with disabilities. Due their family and work responsibilities they are time poor and asked me to submit for them. The plan is very comprehensive and the council has consulted widely. We would just like to support the suggestions already made about accessibly recreation areas. It would be an advantage to have disability accessible playground areas and also for these areas to be fenced as our young children with autism are not competent with traffic and will run off. We would also appreciate accessible equipment and consideration to sensory play. To promote inclusion in the community it would be helpful if information was available in plain English and other formats to meet the needs of hearing and vision impaired people.

The submission received resulted in no further amendments or changes made to the plan as the request is captured in the action plan under Priority 1 – Involvement in the community, 1.1 Implement Inclusive Play - Guidelines for accessible and inclusive play spaces and playgrounds.

The plan is without further amendments and ready for Council adoption. Following adoption the plan will be gazetted and registered with the Department of Human Services (DHS) along with being published in an accessible format on Council’s website by 31 October 2020.

Following Council’s adoption of the plan will be implemented and any future expenditure required for the implementation will be progressed through the normal budget process and included in Council’s long term financial plan.

Attachments Coorong District Council Disability Access and Inclusion Plan Disability Access and Inclusion Plan – Community Engagement Findings Report

OCEO-3

Acknowledgement of Country

In the spirit of reconciliation the Coorong District Council acknowledges the Traditional Custodians of country throughout Australia and their connections to the land, sea and community.

We pay our respect to their elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples today.

1 | P a g e

Table of Contents

Contact Details ...... 3

Executive Summary ...... 4

The role of local government in disability, access & inclusion ...... 6

A snapshot of the region ...... 7

The Local Government Area ...... 7

Demographic Profile ...... 8

Why a disability, access and inclusion plan? ...... 9

Disability Discrimination Overview ...... 9

Statutory Awareness ...... 9

Aims and Objectives of the Disability Access and Inclusion Plan ...... 10

Development of the Regional Disability Access and Inclusion Plan ...... 11

Why Develop a Plan? ...... 11

Community Consultation ...... 12

Community Survey Findings ...... 12

Regional Action Priorities ...... 14

Priority Areas ...... 14

Council District Council Regional Action Plan ...... 15

Implementing the Plan ...... 23

Plan Review and Reporting ...... 23

2 | P a g e

Contact Details

Inclusive Coorong, the Coorong District Council Disability Access and Inclusion Plan (DAIP) is available on Council’s website and printed copies are available at all Council Customer Service Offices

Coorong Civic Centre 95 – 101 Railway Terrace, Tailem Bend SA 5260 PO Box 399, Tailem Bend SA 5260

Meningie Information Hub 49 Princes Highway, Meningie SA 5264

Tintinara Customer Service Centre 37 Becker Terrace, Tintinara SA 5266

Phone: 1300 785 277 Email: [email protected] Website: www.coorong.sa.gov.au

3 | P a g e

Executive Summary

Local Government authorities have a key role in providing supportive and accessible environments for their communities. Coorong District Council is committed to providing a community that is accessible and inclusive for everyone and this plan demonstrates Council’s commitment to improving the access and participation of people with disability across a range of areas so that they can enjoy the rights and opportunities provided to all citizens. The plan aims to ensure that the region becomes more accessible for and inclusive of people living with a disability. It will help people within the community that are living with a disability to contribute and feel welcome, have access to services and retail outlets, and participate in everyday activities.

4 | P a g e

Strategic Context

In 2018, the Disability Inclusion Act 2018 (SA) (the Act) was passed following the South Australian Government recognising that a stronger commitment to access and inclusion planning for people living with disability was needed. The Act supports the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), acknowledging that people living with disability have the same human rights as other members of the community and that the State and the community have a responsibility to facilitate the exercise of those rights. The UNCRPD is underpinned by eight guiding principles based on respect, equality and non- discrimination and was ratified by Australia in 2008, and the Optional Protocol signed by Australia in 2009. The National Disability Strategy (NDS) is a coordinated plan across all levels of government to improve the lives of people living with disability, their families and carers. The NDS is Australia’s response to the UNCRPD and is designed to ensure the principles of the UNCRPD are incorporated into policies and programs across Australia. Currently, the Commonwealth and State and Territory Governments are working towards developing a new national disability strategy for beyond 2020 Areas of policy action under the NDS are:  Inclusive and accessible communities  Rights protection, justice and legislation  Economic security  Personal and community support  Learning and skills  Health and wellbeing Inclusive SA was launched on 1 November 2019 and is the South Australian Government's first State Disability Inclusion Plan. It is the Government’s commitment to creating an accessible and inclusive South Australia based on fairness and respect. The State Disability Inclusion Plan brings State Government agencies and local councils together to reduce the barriers faced by people living with disability. Inclusive SA sets out our priorities and actions for the next four years under the following themes:  Inclusive communities for all  Leadership and collaboration  Accessible communities  Learning and employment The State Plan is a requirement of the Act and sets a framework to support State authorities to implement the National Disability Strategy 2010-2020 (NDS).

5 | P a g e

The role of local government in disability, access & inclusion

Local Government plays an important role in creating an environment which is inclusive of all people, through its planning role and also through its involvement in community activities and provision of a range of services.

Murray and Mallee Public Health Plan This Regional Health Plan has been jointly prepared by the Councils that make up the Murray and Mallee Local Government Association:  Mid Murray Council  District Council of Karoonda East Murray  Southern Mallee District Council  Renmark Paringa Council  Rural City of Murray Bridge  District Council of Loxton Waikerie  Berri Barmera Council  Coorong District Council

The purpose of the Regional Public Health Plan is to demonstrate how the Murray and Mallee LGA will work to improve the health and wellbeing of the community of the region over the next five years and is a legislative requirement of the South Australian Public Health Act 2011.

Priority Area #1

 Building Stronger and Healthier Communities and Neighbourhoods for All Generations. o The priority for the region involves maintaining and improving services to the region and overcoming the challenges for people living in remote areas.

6 | P a g e

A snapshot of the region

The Local Government Area

Coorong District Council covers 8,832 square kilometres with a population of 5,429 people living in 3,016 dwellings. (Australian Bureau of Statistics 2019 Estimated Resident Population) The area is predominately rural and encompasses the small townships of Coonalpyn, Meningie, Tailem Bend, Tintinara and Wellington East.

7 | P a g e

Demographic Profile

National Data Disability affects about one in five Australians to varying degrees and in different ways (Disability, Ageing and Carers, Australia: Summary of Findings, 2015 cat. no. 4430.0). This can range from someone who has a mild hearing impairment that is overcome with the use of hearing aids, to a person who cannot wash or dress themselves due to a mobility restriction. The 2016 Census of Population and Housing showed that the number of people in Australia with a need for assistance with core activities increased to 1,202,900 people or 5.1% of the population in 2016, up from 998,600 people, or 4.6% of the population in 2011.

Coorong District Council Data In 2016, 330 people (or 6.1% of the population) in the Coorong District Council area reported as needing assistance in their day-to-day lives and identify as having a profound or severe disability. Of those residents identified as requiring assistance, 49% are aged 65 plus. Coorong District Council has an ageing population with 22% recorded as being 65 plus. The area's disability statistics relate directly to need for assistance due to a severe or profound disability. People with a profound or severe disability are defined as those people needing help or assistance in one or more of the three core activity areas of self-care, mobility and communication, because of a disability, long-term health condition (lasting six months or more) or age. According to the 2016 ABS Census the Coorong District Council recorded a total of 568 people (13% of the population) that provided unpaid care, help or assistance to a person with a disability or health condition.

8 | P a g e

Why a disability, access and inclusion plan?

Disability Discrimination Overview

The Disability Discrimination Act 1992 provides protection for everyone in Australia against discrimination based on disability. Disability discrimination occurs when a person is treated less favourably, or not given the same opportunities as others in a similar situation because of their disability. The Disability Discrimination Act 1992 (DDA) makes it unlawful to discriminate against a person, in many areas of public life, including employment, education, getting or using services, renting or buying a house or unit, and accessing public places, because of their disability. The DDA covers people who have temporary and permanent disabilities; physical, intellectual, sensory, neurological, learning and psychosocial disabilities, diseases or illnesses, physical disfigurement, medical conditions, and work-related injuries. It extends to disabilities that people have had in the past and potential future disabilities, as well as disabilities that people are assumed to have. The DDA protects people with disabilities who may be discriminated against because they are accompanied by an assistant, interpreter or reader; they are accompanied by a trained animal, such as a guide, hearing or assistance dog; or they use equipment or an aid, such as a wheelchair or a hearing aid.

Statutory Awareness

9 | P a g e

Aims and Objectives of the Disability Access and Inclusion Plan

Promote and improve access for all.

 Build an inclusive region for all people that respects the dignity and values the diversity of individuals.  Strengthen the community.  Ensure the protection of equal rights, the right to participate in all aspects of community life and to ensure the right of equal access to services, resources and facilities provided by Council’s, in their roles as purchaser, service provider, policy adviser, planner, regulator and responsible employer.

The objectives of the plan are to:

10 | P a g e

Development of the Regional Disability Access and Inclusion Plan

Why Develop a Plan?

Council is required under the Disability Inclusion Act 2018 (SA) to develop a Disability Access and Inclusion Plan. The development of a Disability Access and Inclusion Plan represents a commitment by Council to contribute towards social access and inclusion for all community members and visitors. This can provide many benefits including increased opportunities for social inclusion, improved physical access to facilities and buildings, enhanced community and individual wellbeing and a greater recognition of the diversity of the residents and visitors.

In developing this Plan, the following was included:

 A survey to assess the potential needs, experiences and ideas of individuals and the community regarding Council’s existing facilities and services.  Workshops with community members, Elected Members and Council staff to assess the potential needs, experiences and ideas of individuals and the community regarding Council’s existing facilities and services.

11 | P a g e

Community Consultation

In accordance with Councils Community Engagement Policy, consultation was undertaken over a six (6) week period. During this time community members, service providers and Council staff were invited to participate and contribute to the development of the plan through either completing a survey, providing feedback direct via email, phone and face to face or attending a community workshop. The survey was developed around the themes of access to Council buildings, facilities, programs, services and information. The survey also sought and encouraged additional feedback. Council developed three (3) versions of the survey which included an online version, a printed version and an Easy-Read version. Access to surveys was made available via Council’s website, through links via electronic and social media distribution, as well as printed copies located at all Council offices, local post offices, medical centres, community hubs, and chemists. The survey findings and feedback obtained from the community has been used to guide and assist in the development of the actions outlined in this plan.

Community Survey Findings

25% of those completing the survey identified as being a person with a disability or where completing the survey on their behalf. Other people taking part in the consultation included family members, carers, people working in the disability sector, local government representatives and interested community members.

12 | P a g e

 Over 64% total respondents were aged 55+ o 59% of respondents to the General Survey were 55+ o 75% of respondents to the Easy-Read survey were 55+

 84% of total respondents identified as Coorong District Council Residents and 16% as other

 25% identified as being a person with a disability or where completing the survey on their behalf o 50% of respondents to the Easy Read survey identified as being a person with a disability or were completing the survey on their behalf

 When asked to rate the accessibility of Council’s building or facilities o 52% rated then as good o 35% were not sure o 13% rated them as needing improvements. o It is worth nothing that 64% rated footpaths as requiring improvements which was also emphasized with 20% of additional comments referring to the condition of footpaths.

 When asked to rate the accessibility of Council’s programs and services o 60% rated them as good o 3% rated them as needing improvement o 5% were unsure

 When asked to rate the accessibility of Council’s communications o 80% of the general survey respondents rated Council’s communication as good. o Response in the Easy-Read survey showed only 30% felt that information was easily accessible. Across both surveys it was highlighted that 15% of respondents do not have access to the internet.

13 | P a g e

Regional Action Priorities

Priority Areas

Coorong District Council Disability Access and Inclusion Plan is structured around the themes and priority areas of the Inclusive SA: State Disability Inclusion Plan 2019– 2023

1. Inclusive communities for all Social inclusion is a priority for people living with disability as it affects all aspects of their lives. It is our aim that the contributions and rights of people living with disability are valued and understood by all South Australian’s and that their rights are promoted, upheld and protected. We also want to ensure that people living with disability are supported to advocate for their own rights.

2. Leadership and collaboration People living with disability want to have a greater role in leading and contributing to government and community decision-making. It is our aim that the perspectives of people living with disability are actively sought and that they are supported to participate meaningfully in government and community consultation and engagement activities.

3. Accessible communities The accessibility of the built environment, quality services and information is key to ensuring people living with disability are included and have the opportunity to equally participate in all aspects of community life. It is our aim to increase accessibility to public and community infrastructure, transport, services, information, sport and recreation and the greater community.

4. Learning and employment Workforce participation is fundamental to social inclusion. It provides economic independence and choice, social connections and friendships, value, identity and belonging. It is our aim that people living with disability have access to inclusive places of study and that education and training provides pathways to meaningful and inclusive employment and volunteering opportunities. Under each priority areas a number of regional actions have been identified and included in the following regional action plan.

14 | P a g e

Council District Council Regional Action Plan

Basis for the required report pursuant to regulation 9(4) of the Disability Inclusion Regulation 2019 (SA)

Inclusive Communities for All

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

Priority 1 - Involvement in the Community People living with a disability actively participate in welcoming and inclusive communities 1.1 Implement Inclusive Play - Guidelines for accessible Infrastructure & All newly installed and inclusive play spaces and playgrounds Assets  playgrounds and play spaces incorporate Inclusive Play Guidelines 1.2 Incorporate accessibility measures into the planning Office of the CEO A guide has been for all Council run events, programs and activities  developed and provided with all event applications 1.3 Coorong District Council’s volunteer program Office of the CEO Number of people supports people with disability to engage in a variety Corporate & participating in of volunteering roles within the district, by having Community Council’s Volunteering volunteer supervisors with disability awareness and  program processes and systems which are accessible

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

Priority 2 - Improving Community Understanding and awareness The South Australian Community is aware of and understand the barriers to access and inclusion face by people living with a disability 2.1 Coorong District Council Elected Members, Corporate & Number of Elected employees and volunteers are offered disability Community  Members, Staff & awareness training Volunteers who have undertaken training 2.2 Develop inclusive and accessible guidelines for all Community future Council events Development  Priority 3 - Promoting the rights of people living with a disability People living with disability have their rights promote, upheld and protected 3.1 Ensure that the induction of all new Elected Corporate & Number of workshops Members, Management, Staff and Volunteers to Community  delivered include an understanding of the DAIP 3.2 Investigate senior and parent with pram car parking Infrastructure & Number of newly spaces Assets  introduced parking space 3.3 Where appropriate advocate for accessible – local Office of the CEO  SMP transport: disability services, aged care and disability employment education and improved NBN services

16 | P a g e

Leadership and Collaboration

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

Priority 4 - Participation in decision-making The perspectives of people living with disability are actively sought and they are supported to participate meaningfully in government and community decision-making 4.1 Continue to offer consultation processes that use Office of the CEO multiple methods of engagement (e.g. written, on-  line, face-to-face, and group sessions) and ensure that these comply with disability format standards 4.2 Undertake a review of all Council committee’s and Corporate & Number of where relevant invite community members with a Community  participants relevant background in disability access and increases inclusion to participate 4.3 Provide opportunities for people with disabilities, Office of the CEO Participation in the carers and service providers to have input into the  2024 review has 2024 DAIP review doubled from 2020 Priority 5 - Leadership and raising profile People living with disability hold positions of leadership and responsibility across all sectors 5.1 Regularly promote the DAIP and it’s completed Office of the CEO Published quarterly actions in Council’s information document  in the Council information document 5.2 Investigate what services Council can support to Office of the CEO build capacity of young people living with disability to  ensure their participation in decision making

17 | P a g e

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

5.3 Disability access included in administration and CEO  toolbox meetings Priority 6 - Engagement and consultation Consultation and engagement practices across State Government support people living with disability to influence decisions that affect their lives 6.1 Develop and maintain a contact database of all Office of the CEO  Number of disability, carer and aged care service providers and communications businesses in the district. Use the database to disseminated to disseminate Council information about new access targeted audiences and inclusion initiatives 6.2 Ensure that community engagement opportunities Office of the CEO  Number of are provided accordingly and include face to face participants consultation and person to person activities 6.3 Encourage the business community to become more Office of the CEO  Number of aware of Disability Access and inclusion and how businesses who inclusive facilities will improve business and positive have developed customer experience their own DAIP

18 | P a g e

Accessible Communities

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

Priority 7 - Universal Design across South Australia Built environments and public spaces are accessible to people living with disability 7.1 Investigate the incorporation of Universal Design Corporate & principles Community  7.2 Provide Universal Design training plans for relevant Corporate &  staff and contractors Community Priority 8 - Accessible and available information People living with disability can access available information that is inclusive and accessible 8.1 Undertake an Audit of Councils communications Communications Implement new or methods, taking into consideration feedback from the  alternative forms of 2020 DAIP community survey and that 22% of the communication region’s population does not have internet connection methods and consider:  Monthly contributions to local community publications  The installation of Council Notice Boards  Increasing direct mail campaigns 8.2 Customer services through face to face and person to Corporate &  Positive customer person are retained and promoted Community feedback 8.3 Audit Council’s website against the WCAG 2.0AA Policy Communications 

19 | P a g e

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

8.4 Investigate and provide accessible and inclusion Communications  Positive customer improvements to Council’s Website feedback Priority 9 - Access to services People living with disability have access to the services and supports they need 9.1 Undertake an Audit of Council’s footpaths and Infrastructure & A footpath plan is pathways, taking into consideration feedback in the Assets  developed and 2020 DAIP community survey and consider a work plan highlights priority for budgeting and long term financial plan areas and new footpaths 9.2 Undertake an audit of Council’s public toilets, parks, Corporate &  An accessibility reserves, sport and recreational, libraries, halls, tourism Community compliance plan is and visitor facilities for compliance with accessibility Infrastructure & developed & requirements Assets implementation commenced within 6 months of completion of the audit 9.3 Undertake an audit of access to Main Council Office Corporate &  An accessibility and Visitor facilities and establish a schedule of Community compliance plan is required modifications to meet accessibility Infrastructure & developed & Assets requirements implementation

commenced within 6 months of completion of the audit

20 | P a g e

Learning and Employment

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

Priority 10 - Better supports within educational and training settings People living with disability have access to inclusive education and training opportunities 10.1 Investigate grant funds, to hold free workshops for “Safe Office of the CEO Number of Use of Electronic Mobility Scooters” working in  participants conjunction with local suppliers and police 10.2 Investigate grant funds to work with the regions Office of the CEO Number of community centres to hold free training and workshops  participants to build knowledge, capacity and confidence on the internet Priority 11 - Skill development through volunteering and support in navigating the pathway between learning and earning People living with disability have opportunities to develop their skills through volunteering, learning and employment 11.1 Review Council’s volunteer policy to encourage and Office of the CEO Completed an build an inclusive volunteer program  update of the policy 11.2 Ensure accessible workplaces, timely modifications and Corporate &  flexible job design are part of Council’s processes Community Priority 12 - Improved access to employment opportunities and better support within Workplaces People living with disability have opportunities to develop and succeed in flexible and sustainable employment 12.1 Investigate grant funding opportunities which would Corporate & support the employment of people with a disability Community  12.2 Inform local Disability Employment Service Providers, of Corporate &  available Council Employment opportunities Community 21 | P a g e

Action Key Responsibility 20/21 21/22 22/23 23/24 Measurable Target

12.3 Establish an inclusive “People and Culture” manual Corporate &  Completed which encompasses non-discriminatory employment Community Manual engagement processes and the provisions of appropriate employee training, workplace support and personal development.

22 | P a g e

Implementing the Plan

Coorong District Council Disability Access and Inclusion Plan Project Team will oversee the implementation of the Regional Disability Access and Inclusion Plan and the regional actions. Each Council will be responsible for the implementation of actions within their individual plans. The roles and responsibilities of Council are outlined within these plans that can be obtained from each individual Council. The continued engagement of key stakeholders is fundamental to the successful implementation of this Plan.

Plan Review and Reporting

Coorong District Council Disability Access and Inclusion Plan project team will meet annually to monitor progress in regard to the regional actions. An annual progress report is due to be received by the Chief Executive – SA Department of Human Services on 31 October 2021. A copy of the report will also be presented to Council. This plan is a working document and can be reviewed at any time. The Plan may be reviewed in line with changing legislation. The timeframe for evaluation and review of the Plan is four years unless otherwise legislated.

24 | P a g e

Acknowledgement of Country

In the spirit of reconciliation the Coorong District Council acknowledges the Traditional Custodians of country throughout Australia and their connections to the land, sea and community.

We pay our respect to their elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples today.

1 | P a g e

Table of Contents

Contact Details ...... 3

Background ...... 4

A snapshot of the region ...... 6

The Local Government Area ...... 6 Demographic Profile ...... 6 Community Consultation ...... 7

Community participation...... 7 Community Feedback ...... Error! Bookmark not defined. Survey results Summary ...... 9 Survey results feedback ...... 10 Community feedback - meetings ...... 25 Community feedback – written submissions ...... 20 Stakeholder feedback - ...... 23

2 | P a g e

Contact Details

Coorong Civic Centre 95 – 101 Railway Terrace, Tailem Bend SA 5260 PO Box 399, Tailem Bend SA 5260

Meningie Information Hub 49 Princes Highway, Meningie SA 5264

Tintinara Customer Service Centre 37 Becker Terrace, Tintinara SA 5266

Phone: 1300 785 277 Email: [email protected] Website: www.coorong.sa.gov.au

3 | P a g e

Background

In 2018, the Disability Inclusion Act 2018 (SA) (the Act) was passed following the South Australian Government recognising that a stronger commitment to access and inclusion planning for people living with disability was needed. Inclusive SA was launched on 1 November 2019 and is the South Australian Government's first State Disability Inclusion Plan. It is the Government’s commitment to creating an accessible and inclusive South Australia based on fairness and respect. The State Disability Inclusion Plan brings State Government agencies and local councils together to reduce the barriers faced by people living with disability. Inclusive SA sets out our priorities and actions for the next four years under the following themes: • Inclusive communities for all • Leadership and collaboration • Accessible communities • Learning and employment The State Plan is a requirement of the Act and sets a framework to support State authorities to implement the National Disability Strategy 2010-2020 (NDS). Local Government plays an important role in creating an environment which is inclusive of all people, through its planning role and also through its involvement in community activities and provision of a range of services.

Council is required under the Disability Inclusion Act 2018 (SA) to develop a Disability Access and Inclusion Plan.

4 | P a g e

In developing this Plan, the following was included:

5 | P a g e

A snapshot of the region The Local Government Area

Demographic Profile

Coorong District Council Data In 2016, 330 people (or 6.1% of the population) in the Coorong District Council area reported as needing assistance in their day-to-day lives and identify as having a profound or severe disability. Of those residents identified as requiring assistance, 49% are aged 65 plus. The area's disability statistics relate directly to need for assistance due to a severe or profound disability. People with a profound or severe disability are defined as those people needing help or assistance in one or more of the three core activity areas of self-care, mobility and communication, because of a disability, long-term health condition (lasting six months or more) or age. According to the 2016 ABS Census the Coorong District Council recorded a total of 568 people (13% of the population) that provided unpaid care, help or assistance to a person with a disability or health condition. Coorong District Council has an ageing population with 22% recorded as being 65 plus.

6 | P a g e

Community Consultation

In accordance with Councils Community Engagement Policy, initial consultation for the DAIP was undertaken over a six (6) week period. During this time community members, service providers and Council staff were invited to participate and contribute to the development of the plan through either completing a survey, providing feedback direct via email, phone and face to face or attending a community workshop. Community feedback and input was sought to help in the development of the action plan which incorporates four key priorities around inclusive communities, leadership and collaboration, accessible communities and learning and employment. A survey was developed around the themes of access to Council buildings, facilities, programs, services and information. Findings and feedback obtained from the community has been used to guide and assist in the development of the actions outlined in the Inclusive Coorong – Disability Access and Inclusion Plan.

Community participation

Over 124 people took part in the consultation  23 people participated by contributing to community discussions held at the Meningie Day Care Centre and the Coonalpyn Community Hub  30 People completed the online survey  9 People completed a printed copy of the survey  16 people completed the Easy-Read survey  4 People made written submissions  39 Council Staff and Elected Members participated in workshop presentations  3 Service providers were consulted over the phone Council developed 3 versions of the survey which included an online version, a printed version and an easy-read version. Access to surveys was made available via Council’s website, through links via electronic and social media distribution, as well as printed copies located at all Council offices, local post offices, medical centres, community hubs, and chemists. A report detailing information on survey results and the feedback received during the community engagement period will accompany the Draft Plan, which will be presented at the August 18 Ordinary Council meeting. 25% of those completing the survey identified as being a person with a disability or where completing the survey on their behalf. Other people taking part in the consultation included family members, carers, people working in the disability sector, local government representatives and interested community members.

7 | P a g e

Summary

Consultation participants gave feedback and input into a wide range of topics affecting the lives of our elderly population and people living with disability within the district. Strong themes emerged around the topics of footpaths, communications / consultation, access to information and disabled toilets. These themes that emerged from the consultation were discussed at length during group discussions and have been included in the draft plan along with recommended actions that align with the priorities contained within Inclusive SA the South Australian state plan. In addition, where the community rated services, buildings, facilities programs and services as good or needing improvement, actions have been included in the plan to undertake audits to determine where improvements can be made. Any future expenditure required for the Plan’s implementation will be progressed through the normal budget process and included in Council’s long term financial plan.

8 | P a g e

Survey results Summary

 Over 64% total respondents were aged 55+ o 59% of respondents to the General Survey were 55+ o 75% of respondents to the Easy-Read survey were 55+

 84% of total respondents identified as Coorong District Council Residents and 16% as other

 When asked to rate the accessibility of Council’s programs and services o 60% rated them as good o 3% rated them as needing improvement o 5% were unsure

9 | P a g e

Survey results feedback

The following feedback was also provided with both the Community Survey and Easy-Read (ER) Community Survey.

ER: You can tell us more about the public spaces  Peake Hall & toilets are accessible for disabled. Peake & District Sporting Club is also accessible for disabled.  Generally are up to standard. Public toilets main street requiring replacement  Footpaths are uneven. Playground is to uneven and can trip entering.  "Some streets in Tailem Bend do not have footpaths which is hard for people with mobility issues. Public toilets are not in very good condition. "  "Decent seating & table at kids park next to tennis court. Replace broken table and seating taken away months ago near toilets at Coonalpyn.  Swimming pool - Grant for a lift?  ? Grant for disability swing where the wheelchair is attached to the mechanism - put Coonalpyn on the map!! - not Tailem Bend! Not Tintinara! Not Meningie!  Re Wattle Range Council 1 million $ kids park - done over 10 years ago was fabulous, ask David Mosel!  Would fall over where treehouse was removed!! At tennis court / playground.  Footpath from road to inside caravan park for people with walkers canes etc can be wet boggy & uneven. “ Example is 42 Mile Crossing only those with 4x4 car can go through.  The footpaths of Jallarah Court need to be sealed as they are uneven in various places and not safe for the residents in the cottages - also they need to be sprayed for weeds regularly.  Post Office and Bakery only has steps and difficult for people with leg problems to access. Needs ramp.

ER: You can tell us more about the public amenities  Disabled toilets are hard to access. Other toilets should not have steps.  Carparks hold to much water and could slip.  Toilets at Coonalpyn are a disgrace, need separate disabled toilet urgently and decent signage for male/female for people who don't understand English.  In some counties this logo (on the survey) would mean male, quite often before COVID males went into females toilet and didn't like being told to get out!! Tintinara too!!  The 'Lions Park' overlooking Lake & Pelican walk is very popular - kept very tidy. No alcohol. Good break for lunch fot bakery for travelling public.

10 | P a g e

Further comment on the accessibility of the following programs and services:  Some hard waste collections would be useful especially for those like me living in the retirement village who do not have trailers etc.  Water storage for refilling fire trucks needs improving.  At Doctor's Clinic there is a huge slab of cement right next to a disability car park. My father-in-law, who has a disability permit, had difficulty getting out of car, and to his walking frame. Along with my mum-in-law, they both have trouble walking. And there's also too many 'steps' leading into clinic.  What I know of for these things they are great but I can hardly say  Need a heavy rubbish pick up the information centre needs a bit of improvement as never knowing when it is open  It depends on how far you want to go with it and who your target demographic is for that program.  Ensuring written information is available in large fonts, or for people with vision difficulties, having sign language interpreters available if needed, or interpreters for people who's first language isn't English.  I know things like rubbish management is a huge issue for people who do not have access to a regular kerbside collection and must take their bin/rubbish some distance to be collected and/or to the dump. Not everyone can lift or move a rubbish bin or can drive. Most of these things above can be improved in one way or another.  Currently Council provides no safe access for me to its facilities and programs because of the widespread community use of toxic chemicals. Being socially isolated, some years ago I contacted Red Cross seeking regular phone contact. Despite phoning more than once, and being told I qualitied for help, nothing happened. During the Covid-19 lock-down I was grateful to get phone calls from the Moorundi Health Service (whom I see at Raukkan) and the Tailem Bend Community Centre. Regular socialisation, including art, music, story-reading, poetry writing, suitable exercise programs et al, via phone and online would be very helpful. Of course, I'm not expecting Council to provide these, but it would be helpful if Council posted a list online of where online/phone programs & activities can be found.  On the rare occasions when I'm well enough to venture out for a local walk, there is no safe footpath to walk on, and since being chased and/or bitten my a neighbour's dog, I am too frightened to go near their place.  A yearly hard rubbish collection would be very helpful, as I have no way of getting rid of this myself. Also shifting the bins weekly to the roadside is a difficult task, since the road verge is so wide and is uphill, and so I am grateful the Council has not made an issue of me leaving them some way back from the road. Sadly, some locals have not been so understanding of disabilities.  There is a need for a public education program to take the stigma out of disability.

11 | P a g e

 In the event of a fire or other disaster, there is not toxic chemical safe place for me to evacuate to, as far as I know.  During dry weather the dust from Loveday Bay is a health hazard. Thankfully Council put up slow down signs, but only one side of my home, and too many drivers ignore them anyway. There's a need for more public education re the hazards of air-born fine particulate matter, not just from dust, but fires and chemicals too. Too many locals & visitors, as in duck-shooters, have a reckless disregard for the health of others, human or otherwise, especially here where habitat should be looked after for the protection of endangered migratory birds.  It is impossible to get tradespeople to come out to do maintenance work around the home here. Is it possible Council can supply a list of tradies prepared to travel?  There are times when it would be very helpful to have home help.  Getting access to home help has been a stressful and fruitless task  This is general. There are limited services for people with disabilities.  Those services we do have, are not well known to the people with disabilities.  More needs to be done by providers as well as other stakeholders such as LGA  Some of the areas I couldn't think of the program being available in Coonalpyn.  Was this disable accessibility or general public?  Everyone focuses on Tourism, Where has tourism got us now the Covid 19.  Everyone has had to rely on the community for support

Please rate the accessibility of the following Council buildings or facilities: Further comments  As we do not actually live in a town and have not had to negotiate places from a disabled point of view, our answers to these questions maybe a bit misleading!  There are some streets that do not have proper footpaths, making it difficult for people who need mobility aids.  Railway crossings are not really easy for those using mobility aids.  Seating - concrete table and chairs - seats too close to the table.  Disability parking at Doctor's Clinic is disgraceful.  Council Chamber - don't know where it is; camp grounds - unsure don't know where they are; Council offices and buildings - don't know all the buildings in Tailem Bend.  Council Offices are a huge one, I believe that if someone with a disability such as a wheel chair or even elderly with a walking frame etc. came to any of our offices they are straight away going to face a challenge walking through the doors. They need to push/pull them open as well as hold it so they can

12 | P a g e

manoeuvre through. I believe that automatic doors should be considered for the offices especially as we do have such a high rate of elderly citizens in the area. I know for certain that the Tailem Bend door is extremely heavy to open when there is a slight wind outside and have had it close quite forcefully on me. I also think that once inside our offices there is no desk for someone in a wheelchair to go to so that they can speak to us without a counter in the way. currently the one in the Tailem Bend office is being utilised as another brochure stand of which I don't believe it was installed for.  Tintinara Community Hall has not got a disabled toilet and the current toilets have limited spaces for turning if a patrons uses a roller walker.  there are plenty of areas where you can park and relax  there is much that is needed to be done to allow ppl in wheelchairs and using walking aids to access all of the above Need to make sure footpaths etc are stable and provide access to these spaces from car parking/bus parking spaces.  Also ensuring that the doors provide easy access  There are limited footpaths that are in safe condition in Tintinara.  DOORS to some premises too hard to open as I have a mobility walker and only the use of one of my arms. FOOTPATHS, lack of, especially on the other side of the railway tracks.  There is a lot of old infrastructure that was built before access needs were a requirement  Disability access to Council facitlities is not all about wheel-chair or mobility scooters.  Because the Coorong Council, without informing the public, permits widespread use of toxic chemicals, such as hospital grade or alcohol-based cleaners in toilets and other public facilities, herbicides with toxic active ingredients such as glyphosate along roadside verges and in parks, no where is safe for me to go. There are alternatives available. Yes, these may be more expensive, but why is a healthier environment for all routinely rejected on cost? Everyone, everything benefits from a healthier environment. The problem is that too many folk have been convinced by the advertisers that their toxic chemicals are safe. No, whenever they have a warning, like 'poison', they are not safe. What about a public online notification system so that those of us with chemical allergies and intolerances can know where to avoid, and when it's safe to travel?  Looking at it from dementia inclusive environments some improvements can be done such as dementia inclusive signage / design, training etc.  Your survey didn't allow me to say I was a Community Nurse. I filled this survey in as if I was a Mum with a double pram, pushing a walker or someone in a wheelchair.

13 | P a g e

 The most difficult area in Coonalpyn and the most used is the footpath and access to the Post Office. The danger of being close to the highway with no barrier and steps to get into the building.  I am the owner of Coonalpyn Bakery and LPO. The access into shop has stairs. The elderly have problems getting into shop to get their mail and essentials. They are unable to mobilise up the steps with walking frames or wheel chair. Mothers leave their babies in prams outside, right next to major highway to get their mail.  Someone from the Coorong Council had approached my shop and spoke to my manager saying they had money put away to improve access. That was 9 months ago. As we are the only place that sells milk, veg,fish and now have a small grocery line to help support the community with bare essentials. The Elderly and disabled need to have an easy access to enter the store.  Coonalpyn Bakery and LPO has no wheelchair access at all. A council worker spoke to Jennie Peck (Manager) over 12months ago and told her it was going to be done in the next 6 months. Yet still no sign of it happening. When I spoke to the Mayor about it, he had no knowledge of it but promised to look into it. We have elderly people with walkers who struggle to come in and get their mail. A number of customers have had falls outside the shop on the footpath as well. Council would be doing a great service to Coonalpyn if this problem could be remedied before any ratepayers or visitors to our lovely town are seriously hurt. Thankyou for your time and consideration.  Comments only in relation to places I have been and am comfortable accessing.  I have not had any problems accessing the public areas in the main street.  The footpaths are in fairly good order. The parks, paths/walkways are terrific

ER: You can tell us more about the buildings  Needs to be a ramp installed at the Coonalpyn post office/bakery, for people with walkers, walking sticks etc.

ER: You can tell us more about how you get council information  Via a letter, more should be in the local papers. Tailem Topics, Lakelander & Coonalpyn Hub. Not everyone has a computer. Elected Members  Facebook, website, word of mouth (though sometimes this is unreliable), Tailem Topics.  "Very easy to get if you have decent phone, laptop etc. What is printed in The Hub Newsletter - usually not much. Word of mouth. "  I don't know, because I think on my own opinion, there is no council servcies awareness coming from the council but in other hand the council doing great, cheers.

14 | P a g e

 "I do not get any information from computer or smart mobile so I go to the Council office and Renee is very helpful.  I have this same conversation with many locals - NO local telephone direct - instead of having to be connected via Tailem Bend many people have told me - they give up consequently their business is not received.  Community publication is Lakelander, monthly. "  As I do not have a computer I find it hard to access information.  I would either have to walk down to the Council office or catch the community bus on a Friday.  Word of mouth, can't read, no access to computer etc.  We are a very fortunate community to participate in all the above services - excellent Information is given to us, via Coonalpyn Community Hub newsletter each month by Mrs Lisa Rowntree keeping us up to date with Council info.  Can be hard to get someone to call back at time, phone wise.  "Quite often we get Lakelander too late to go to funerals, markets etc and that’s being closed down, can't afford $80 postage for it.  Quite a few don't drive anymore or don’t have a car.  About 1/2 of town's population don’t have/do Facebook etc so every event etc done that way they miss out on.  We have a noticeboard on verandah next to post boxes everyone looks at it. It takes 2 minutes to print A4 or smaller notice that could be emailed direct to post office and then pinne up for all to see.  Pub wonders why people don't go as everything is on Facebook!"

Providing timely, responsive, accurate and accessible information is critical to Council. Please rate the accessibility of the following means of communication: Further comments  A lot of us 'older' people don't use websites or social media to access information and use for communication.  A lot of elderly do not use electronic devices such as computers, and require other forms of communication.  Social media - feel that the general public cannot comment freely due to possible repercussions from CRAG and some councilors.  Community notice boards - is there one?  On hold telephone messages: don't know.  Would like Council to review its Bush fire / Emergency plan and inform the community of the plan including the bush fire safe place & relevant signage.

 i put help and nothing has been forthcoming since no communication at all after i went out of my way to see someone at the council

15 | P a g e

 Could radio advertisement be a form of communication for those who may be missed with print media on certain issues.  All communication needs to be accessible to those with vision/hearing difficulties. Improvements on making things more easily understood would be good also in terms of the forms and permits as they can be quite full of jargon.  Please see previous comment for my online suggestions.  Coorong Council are very good with Media, social media, web sites, etc  I personally have not had to access any of the above. I see the social media Facebook page on my feed and find it informative.

Tell us more about how you can use council services  Don't use Council services a lot, yet, if at all!!  Council needs to get it out more, to what it services ie does provide. A insert into the local papers.  Don't use a lot of Council Services as I live in TB Homes for Aged Retirement Village. However, I am very grateful for the Council fixing the curbing at the entry of the village. It is much smoother now.  Difficult for me cause as I have previously started 'computer internet illierate' - but my family keep me 'up to date'.  I think most times are reasonable, they do have strange laws at times, I personally haven't hard to worry about have to deal with any problems so far  Some house numbers on street curbing need improving.  Usually by phone.

ER: Please tell us more  The new toilets for the main street to have appropriate signage eg braille signage for the blind  As a volunteer at our local 'Vinnies' Op Shop, there a lot of locals dropping unusable furniture and goods which costs Vinnie's a lot of money to be removed. this is not a good look for Vinnie's or the Catholic Church. It may be better to have some cheap days at the tip or for Council to do hard waste collections once or twice a year.  "Could not fit the survey in the pre paid envelope no matter how hard I tried.  Need more seating around town in back streets and highway for elderly needing a rest on their walks otherwise you have to perch on a fence.  Still no seat/table at Tintinara dog park - all others have one (1 at Meningie, 3 at Tailem Bend and none at Coonalpyn dog park).  Decent big tree near gate at Coonalpyn one to put table under, fair distance for visitors to walk to if disabled/sick/old through tunnel etc.  Access to Tintinara Foodworks shop?

16 | P a g e

 Access to Coonalpyn post office?  Access to Meningie post office? Auto opening doors as very hearvy.  SA water fountain - dog drinking spot not working for quite a while. And uesless signage of how to use. "  I am one of the 'Elders' of Meningie as I have lived in the district for 70 years. My life has been very interesting experiencing all the changes in our beautiful town! The community all work so tirelessly together - we have an excellent health centre - to assist all age groups - particuarly the ageing population - lifestyle for retirees 2 days week - free transport - hot midday meal - exercise and entertainment in afternoon. Jallarah Home for the people who need special care. I have 3 issues of importance to the community - 'There is an accident ready to happen; The many transports driving too fast in shopping area - 50 k's over the years I have tried in vain to reduce speed limit to '40 k's' with no available. Bikes speeding on footpath - very dangerous. Please bring the Hospital Board with local members. Sincerely Julie Cartledge.  I know you are upgrading foothpaths etc, which are very good, but over SW of the town of Coonalpyn more footpaths need to be built (ie High St), everyone has to walk on the road, if they have to walk on the grassed or dirt area, it is a bit dangerous for older people (tripping & falling) - thank you for what you do for us.  Do something about the public toilets.  Would be nice to see lawn mowing of nature strip done more often. And PLEASE get rid of those pesty Corella's, they are causing lots of damage to trees and grass areas, out of control.

Please provide specific examples of how you feel other Council services or facilities may be made more accessible and inclusive:  Hard waste collections from kerbside or cheaper fees at the tip.  Soap in toilets would be good and that has been addressed.  Erection of more modern main toilet facilities as current facilities are not impressive and visiting buses and tourists might consider current facilities to be outdated.  at the moment there is lack of information concerning what is around the town and district.  Parks and open spaces where ppl walk, try to walk, can access in a wheelchair, ride pushbikes, push prams. Coomandook has just had constructed an all access bitumen path in the town which is fantastic for locals.  A safe walk way and access for all people no matter their disability or ability.  All access toilets along walking trails  Consider Dementia Friendly design in facilities and signage  All streets should have usable SAFE footpaths on Both sides of the streets

17 | P a g e

 For every new infrastructure planning for access, ie park benches and tables  Can the Council please provide information about local vets who do home visits. The Murray Bridge Clinic doesn't.  Dementia specific signage (yellow with black lettering, black or blue toilet seats, staff training on dementia awareness, floor covering design such as no black door mat, or too much pattern or dark colours.  I think there has been a decrease on information to those that are not on the internet.  access ramp outside the post office/bakery would be better  Apply a ramp where the stairs are at Coonalpyn Bakery and LPO  implementation of hard rubbish removal on a per annum basis, improved customer service experience, improved council management of council

How would you rate your Council’s implementation of programs and activities that aim to improve access for people living with a disability?

 I am grateful for the Tailem Bend transport scheme for when I need to travel to medical appointments. I am grateful for the cummunity library services and my friends who volunteer to pick up books etc. I am grateful for the mail contractor who delivers my fortnightly food order.  If the Council could supply a list of local businesses that home deliver, or would deliver to the PO that would be helpful.  I am unaware of this, sorry.  I am aware that the council has put in the stairs at swimming pool.  Other than the footpath improvements in the streets and the support for the medical bus, I was not able to think of any others in Coonalpyn.  the post office/bakery needs an access ramp for people with a disability/wheelchair etc  Councillors have been in before making comment that they would fix access and it going to happen. Then we find out 6 months ago the Mayor new nothing about it. Coorong council have rang so many time how can we help and i explain the situation we will look into it with no response.  Limited communication from council about implementation of much of anything  Unable to rate as I have no experience to go by.  I will be moving back to live there in a week. I have been living elsewhere and only spent holidays there since 2011.

Further Comment

18 | P a g e

 Would like to see the Council focus more on services they can provide rather than how much money can be saved.  Given the large population of gopher (mobility scooter) users in the Tailem Bend area, it would be good to have dedicated space for them to ride eg footpath space and park when visiting shops/hairdresser, using the hall etc.  Do I detect a bias in this Council survey to 'access' being assumed to be ramps et al suitable for folk using wheel-chairs or mobility scooters. Pleace note, disabilty has many faces and forms.  The govt trend towards user pays has not been helpful because of the fixed income many folk with diability are on. At the beginning of 2020 a favourite online library service was cut, and will not be reinstated. It is a loss.  Will anyone not on the internet get this survey or even know about it?  Needing a ramp for Coonalpyn Bakery and LPO this would lower any risk of anyone in getting hurt. The steps are on Council Property by the looks of them.  Its all about the community and their members who have come to us about a ramp. I don't own the building I lease it. If someone wants to talk you have my details  Thank you for giving the opportunity to have some input in this plan.  I wish you all the best with it and look forward to seeing the physical results in the community.

19 | P a g e

Community feedback – written submissions

Three (3) members of the community provided the following feedback through written submissions

Email received 1 July 2020 The council is already doing a great job with inclusiveness (such as clear signage & ramps everywhere) but I thought that some of these things might help if you make changes. Some of the things to think about with dementia inclusiveness are that people with dementia can have trouble with vision / perception so clear signage (yellow background and black or blue and white ) are key. Some small changes are important such as having light (and not overly patterned) carpets and no dark coloured mats at entrance. This can be perceived as a hole so someone with dementia (or other disability that affects depth perception) will have trouble stepping over this. Some things to consider:  Clear signage with pictograms (contrast)

 Replace toilet seats with blue or black ones  Promote dementia training to staff, business owners and community groups (this is offered free of charge by university of Tasmania for example)  Clear distinction between foot paths, bike tracks and road  Follow dementia design guidelines for interior design of public buildings  Clearly indicate what public buildings are (i.e. someone with dementia might not understand what a civic centre is as they have always called it town hall)  Public seating opportunities that are recognisable as seating  Have employment opportunities for people with dementia  Have dementia friendly parks (with circular walks, sensory experiences) I’ve attached the dementia inclusive communities document and also dementia design guidelines. The building we were initially going to build on the farm was designed according to these principles. We hope in the near future to offer dementia inclusive accommodation on the farm to attract a new tourist base to the region because many of people recently diagnosed with dementia are in the grey nomads group. We’ve spoken to many who had just purchased a caravan and planned to

travel around Australia and that is no longer possible as they feel that many caravan parks are not equipped, the partner doesn’t feel safe with caravan or in an environment that is not entirely suitable for them etc. So hopefully with a couple of small steps we can make this happen again for those people and make our council even more liveable. Below another link to some interesting information: https://www.urbandesignmentalhealth.com/journal1-dementia.html Warm regards, Name and contact details withheld

Letter received 9 July 2020 Dear Kellie, The big issue with being a parent of a child with a disability is what happens to the child when the parents are either too old to care for the child or the parents are dead. This is where being able to build a separate small house for the child next to the parent’s house is very important. The person with the disability often wants the same as the rest of us. So to be able to give them a house of their own is important for their own independence and wellbeing. The person with the disability usually will need someone to check in on them though. Example if the toilet gets blocked they may need help to phone a plumber to fix the problem. Council’s ability to assist in issues outside of regular (what suits the majority) is very important. If you want to discuss this further please call me. Name and contact details withheld

Letter received 13 July 2020 This survey I received does not appear to refer to Coonalpyn needs. It reminds me of a form to apply for funding. Looks as though the ‘heading’ results will be fed into a computer, not really addressing our needs. For this reason I haven’t filled the survey in. Name and contact details withheld

21 | P a g e

Letter received from Jallarah Homes Inc 23 June 2020

22 | P a g e

Stakeholder feedback -

Email received 25 May 2020 Hi Bridget/Deb Vern contacted TBCC today asking me to provide you both with information about disability services offered by TBCC and suggested involvement in Councils Disability Access and Inclusion Workshops in June. TBCC is funded for the following services for people under 65 years (50 ATSI) living with a disability. Department Human Services (DHS) - Home and Community Care (HACC) $43,477 p/a auspiced by CDC with a deed of novation to TBCC pending Centre based care, counselling advocacy, couns/advoc carer, good/equipment home maintenance, home modification, meals, food other, social support individual. Funding is for 95% Coorong 5% Rural City Murray Bridge Current contract concluded January 2021 the program is being reviewed possible 2 year extension may be offered. Department Human Services (DHS) Murray Mallee Community Passenger Network (MMCPN) This service is funded for both over 65 years (Commonwealth Home Support Programme (CHSP) consumers and under for transport disadvantaged the information provided below is specifically under 65 years as requested. SA HACC eligible clients: . Younger people with disability (aged under 65 years and under 50 years for ATSI people) who are vulnerable and transport disadvantaged that do not benefit or receive support from other service systems such as the NDIS, CHSP etc. . Unpaid carers of younger people with moderate, severe or profound functional disabilities and any other persons and their carers as agreed by the State Minister . Clients who are eligible for other service systems will be referred to the appropriate service sectors such as NDIS, CHSP, etc. . Community Passenger Network (CPN) transport services are provided across the three local government areas of Coorong, Southern Mallee and Karoonda East Murray District Councils. In line with contractual requirements, CPN services include: . Providing information on transport services available in the region; . Coordinating transport services for community members, particularly for transport disadvantaged people;

23 | P a g e

. Providing ad-hoc transport where no other transport is available in the region and where resources are available to TBCC as the CPN.

MEDICAL BUS - COORONG COACHES Funded by the South Australian Government (DPTI), The geographic area for Medical Bus booking service delivery (as Murray Mallee CPN) will include the local government areas of Coorong, Southern Mallee, Karoonda East Murray, Tatiara, Mid Murray and Rural City of Murray Bridge. Coorong Coaches provides a wheelchair accessible medical transport service (for eligible passengers) from Keith to Adelaide (along the Dukes Highway, Princes Highway and South Eastern Freeway) Monday to Friday (excluding public holidays and a four-week period over the Christmas period).Passengers are collected from either their own home or a prearranged meeting place. Adelaide appointment times need to be between the hours of 11am and 2pm and preferably at least three working days’ notice is required prior to the appointment date to arrange transport (eligibility criteria apply).In the first instance all requests for transport to medical appointments will be referred to the Medical Bus and every effort made to assist clients to match appointment times to Medical Bus travel times.

TBCC is a registered National Disability Insurance Scheme Provider (provider number 4050013121) which will supersede HACC in due course. I have attached a copy of our Disability Action Plan, due for review in September. I trust this answers Vern’s questions, please let me know if you require additional information Regards

Tammy Shepherd Chief Executive Officer Tailem Bend Community Centre

24 | P a g e

Community feedback - meetings

Two community group meetings were conducted with senior members of the community

23/06/2020 - Meningie Hospital Day Care Attendance =10 members of the public and 3 Staff members

 Internet access – Not all senior community members have it and nor do they want it  Online forms – need to be available in hard copy  Customer service o To complete forms on behalf of customers over the phone  Don’t assume everyone is computer savvy  Not receiving communications (No Social media, no internet no computers)  Home assistance programs – not aware of what is available o Communicate via local community publications o All Read the lakelander  More Disabled or Senior parking at key services o Governed by council policy o Only for Senior card holders  Footpaths a big issue o Jallarah Court o Notable to get to hospital  Public Toilets – Disabled Toilets o A real challenge to get into

8/7/2020 Coonalpyn Hub Attendance =10 members of the public and 2 Staff members  Coonalpyn Post Office / Bakery Access o The steps out the front cause major concern o A accident waiting to happen  Digital savvy / Internet access o Many do not have access to the internet and therefore cannot access online information o Hard to access forms etc o Have to go to an office for forms etc o Like the local publication (Coonalpyn Hub Newsletter) o All read the publication o Suggestions of using local notice boards  Customer service o Get tired of waiting to have requests acknowledged o Can more be done to help with requests such

25 | P a g e

 Footpaths around Coonalpyn o Need improving as a lot of the older population still like to walk to the post office o Not wide enough o Need repairing  Transportation for medical appointments an issue  Enjoy using the pool and bowling club

26 | P a g e

28 | P a g e

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

2. 2020-21 COMMUNITY GRANTS – ROUND ONE

SMP Objective 1 Strategy 1.2 – Enhance the quality of life of our A caring, healthy and communities by advocating, supporting and/or resilient community. undertaking health, recreation development, ageing in place, library services, community development, safety and transport initiatives. Strategy 1.3 – Through leadership and the sharing of knowledge, build the capacity of communities to sustain their ownership of facilities an, where appropriate, renovate or expand their facilities to meet community needs. Other Document Community Grants Policy Reference Community Grants Procedure Statutory Requirement N/A Financial Implications Projects to be considered in accordance with annual budget allocation of $50,000 Author of Report Senior Community & Tourism Officer Officers Consulted Chief Executive Officer Recommendation That Council in accordance with the Community Grants Policy and Procedure, approve funding to the value of $45,614.25 to the following successful grant applications: Coomandook Amalgamated Pastimes Club - Playgroup $5,000.00 Coorong Cottage Industries Inc $2,127.75 Lake Albert Golf Club $5,000.00 Meningie Cheese Factory Museum Inc $5,000.00 Peake Community Centre $5,000.00 Tailem Bend Historians $4,414.00 Coonalpyn and District Agricultural & Horticultural Society $5,000.00 Tintinara Golf Club $4,700.00 Tailem Bend Bowling Club $3,838.50 Careship Coorong $2,000.00 RSL Tailem Bend Sub-Branch $2,000.00 Young Husband Fishing Club $640.00 Tailem Bend Historians $894.00

REPORT

Purpose

To provide Council with a recommendation on the allocation of funding to successful applications made under the Community Grants program.

Background

OCEO-4

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Council recognises that community groups provide important and valued community and social benefits to the district. Council also recognises the importance of supporting local individuals in pursuing personal achievement in their chosen field.

Funding community, cultural and recreational activities, events and services enables individuals and groups to work in partnership with Council in meeting community needs. The program also supports communities that value creativity, innovation, access and participation, as well as supporting individual residents striving in their field.

1. Community Grants support groups within the Coorong district, and are intended to:

 Promote participation in local community activities of recreation and sport, cultural activities, community development, lifelong learning, social cohesion, and social and welfare activities.  Financially assist community groups and eligible individual residents based in the Coorong district.  Promote community pride and participation in the Coorong district.  Support community groups in local events.  Support individuals participating in either a sporting, music, art or cultural activity/event, or other activities eligible in accordance with the Community Grants Procedure.

2. Grants available are divided into the following classifications, and relevant criteria for each classification is documented within the Council's Community Grants Procedure.

 Small Community Grants  Community Event Grants  Community Project Grants  Individual, Sport & Cultural Grants (applications open year round)

Following a 12 month break and a review of the program’s policy, Council opened round one of the 2020/21 Community Grants program following the August 18 Ordinary Council meeting.

Under the Community Grants Policy, an annual allowance of $50,000 will be allocated to Community, and Individual - Sport & Cultural Grants in an effective, equitable and transparent manner.

Discussion

Submissions from community groups were invited, with applications closing Friday 25 September, 2020. A total of 17 submissions were received with funding requests totalling $61,418.25 to support over $150,000.00 worth of community projects, events and activities. OCEO-5

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

To support the Community Grants Program the annual budget of $50,000 was to be delivered across two (2) rounds of the program.

Allocation and assessment of Community Grants and Individual - Sport & Cultural Grants is supported the Community Grants Policy framework and all applications are assessed in accordance with the Policy and Procedure.

Thirteen (13) applications were successful in meeting the criteria, eligibility and demonstrated the ability to meet the preferences outlined in the Community Grants Policy.

The total value of funding requested by the successful applicants equates to $45,614.25. In response to the COVID-19 pandemic awarding funding to all successful applicants will assist communities through relief and recovery.

COVID-19’s impact on community groups, organisations and sporting clubs inhibited the ability to actively undertake fundraising or source donations and sponsorships to enable the delivery and undertakings of community projects, programs and events.

The provisions of financial assistance under this program will be received positively and the impacts of these projects will provide community benefits across the whole district, stimulate the economy and bring visitors to the region.

In approving the allocation of $45,614.25 in funding, $4,385.75 will be available for round 2 of the Community Grants program for the 2020/2021 financial year. This amount is unlikely to fulfil community aspirations for round 2. Council may wish to allocate further funding through a budget review.

OCEO-6

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Successful Applications

The following (4) Applications were unsuccessful in meeting the criteria and eligibility.

Organisation Name Project Name Amount Sought Total Project Cost Coomandook Amalgamated Pastime Club - Gym Equipment $ 1,957.00 $ 4,438.00 Community Gym

Coonalpyn Community Hub Inc Community Garden Sign $ 2,487.00 $ 4,987.00

Meningie Football Club Installation of Safety Nets $ 5,000.00 $ 10,100.00

Tailem Bend Cricket Club Construction of Community Club House $ 5,000.00 $ 11,200.00

$ 14,444.00 $ 30,725.00

Council’s Community Development Team will work with the unsuccessful applicants and assist with meeting the criteria and eligibility outlined in the policy for future rounds of the Community Grants Program as well as providing advice and direction on other funding opportunities.

OCEO-7

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Information regarding the applications received will be forwarded to Council Members under separate cover.

Go to index OCEO-8

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

11. COUNCIL POLICIES

1. RISK MANAGEMENT POLICY, RISK FRAMEWORK AND RISK FRAMEWORK COMMUNICATIONS PLAN

SMP Objective 1 Strategy 1.7 – Achieve or implement the statutory and A caring, healthy and core responsibilities of Council. resilient community. Other Document Internal Control Policy Reference Statutory Requirement Local Government (Financial Management) Regulations 2011 Financial Implications No Direct Financial Implications Author of Report WHS and Risk Officer Officers Consulted Chief Executive Officer, Director Community & Corporate & Director Infrastructure & Assets Recommendation That Council: 1. Adopt the Risk Management Policy as endorsed by the Audit and Risk Committee; 2. Adopt the Risk Framework; and 3. Adopt the Risk Framework Implementation and Communication Plan.

REPORT

Purpose

The purpose of this report is to provide Council with the revised Risk Management Policy, the new Risk Management Framework and the Implementation Plan.

Background

Risk management is about managing threats and opportunities. AS/NZS ISO 31000:2018 describes risk as the ‘effect of uncertainty on objectives’ When management of risks or opportunities is effective, it often remains unnoticed. When it fails, the consequences for clients and staff may be significant and politically high profile.

Risk management can no longer be seen to be a special or an optional aspect to running any organisation - it is a necessary consideration every time a decision is required. Council is committed to an integrated approach to risk management to assist in setting appropriate strategies, achieving our objectives and making informed decisions, in the best interests of our community and workers.

OCEO-9

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Until now, Councils risk management approach has been ad-hoc and not systematic in its application, which was identified in the previous two external risk evaluations. By implementing the elements of the following risk framework Council will now implement best practice risk management practices that will minimise the negative effect of uncertainties on Council objectives.

Discussion

The following risk management framework will provide Council with a systematic approach to managing (controlling) risks and while building on opportunities. The elements of the framework will guide Council and act as a catalyst for ongoing improvement and management of risk, providing a higher level of assurance, ensuring our objectives can be routinely meet. The risk matrix within the framework is to ensure that likelihood and consequence methodology is standard across all facets of the organisation, creating a consistent evaluation of risk of all users enabling effective risk control.

The risk management framework implementation plan sets out key timeframes for engagement and consultation with all stakeholders. This will assist with the implementation of the framework and empower stakeholders to participate at their level of control.

The Risk Policy has been reviewed to align to the risk management framework providing a consistent message and approach to managing risk of Council objectives.

At its 6 October 2020 meeting, the Audit and Risk Committee reviewed the documents and suggested only minor changes to what was presented. The recommendation from the Audit and Risk Committee is provided.

Attachments Risk Management Policy Risk Management Framework 2020 Risk Management Framework Implementation and Communication Plan

Go to index OCEO-10

Risk Management Policy

Objective 1; A caring, healthy and resilient community. Strategic Reference Strategy 1.7; Achieve or implement the statutory and core responsibilities of Council. File reference AR18/3246 Responsibility Office of Chief Executive Officer Revision Number 6.0 Effective date August 2001 Last revised date October 2020 Minutes reference xxx/20, 211/18, 088/18, 046/17, 131/14, 051/12 Next review date May 2021 Applicable Legislation Local Government Act 1999 Internal Financial Control Policy Related Policies Prudential Management Policy ISO 31000: 2018 Risk Management Guidelines WHS Injury Management Policy Related Documents Risk Management Framework Risk Register

1. Policy overview

The Risk Management Policy is intended to demonstrate that Coorong District Council understands and manages risk to ensure:  there is a consistency to the methods used in assessing, monitoring and communicating risks throughout Council and  that risk management efforts are aligned with Council’s strategic and business objectives.

It also outlines Council’s requirements for assessing, monitoring and treating risks and assists in understanding the impact of uncertainties inherent in business decisions.

Important objectives of this Policy are to:  promote a balanced approach to risk that minimises risk and optimises return and  ensure that the Coorong District Council management team considers in advance the risks of business/service delivery.

The Elected council determines the level of risk that is acceptable, based on information provided by management and within general guidelines.

NOTE: Electronic version in the TRIM System is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 1 of 8 Risk Management Policy Council considers that effective risk management is a fundamental part of good management practice and is committed to maintaining sound risk management systems to safeguard Coorong District Council's assets, and to prevent breaches in applicable laws or regulation.

Council is responsible for:  approving this risk policy:  periodically reviewing the effectiveness of the risk management process and  confirming Coorong District Council’s risk tolerance levels.

Management is responsible for assisting Council to ensure that its corporate governance responsibilities are fulfilled in relation to risk management, including compliance with applicable laws and/or regulation. It is essential that management treat risk management as an integral part of managing the business, not just as a mandatory activity for achieving compliance with corporate policy.

There is legislation in place for the management of specific risks such as Work Health & Safety and Equal Employment Opportunity. The Risk Management policy does not mitigate Council’s responsibility to comply with other legislation.

2. Definitions

Risk management definitions can be found in the definitions section of the Standards Australia risk management standard, ISO 31000: 2018 Risk Management Guidelines . The key definitions for this policy follow:

“Risk” – The chance of something happening that will have an impact on the achievement of the Council’s objectives. Risk is measured in terms of consequences and likelihood.

“Risk Analysis” – The process to comprehend the nature of the risk and to determine the level of the risk

“Risk Assessment” – The overall process of risk analysis and evaluation.

“Risk Management” – The culture, processes and structures that are directed towards the effective management of potential opportunities and adverse effects within the Council environment.

“Risk Management Framework” – set of components that provide the foundations and organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management throughout the organisation

“Risk Management Process” – The systematic application of management policies, procedures and practices to the tasks of establishing the context, identifying, analysing, evaluating, monitoring, treating risks and communicating risk.

3. What is risk management?

In the purest form, risk management is the identification, classification and prioritisation of risks. This is generally done in tandem with efforts to monitor, control and mitigate the risks. Risks themselves can be from internal factors, such as the adoption of a new technology, or resource constraints and internal dependencies.

NOTE: Electronic version in the TRIM System is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 2 of 8 Risk Management Policy Additionally, risks can also be external, such as the health of the financial markets, competitive pressures, legal liabilities or even accidents.

The Coorong Council risk management takes on the culture, processes and structures that are directed towards the effective management of potential opportunities and adverse effects within the Coorong District Council control and environment.

Risk is inherent in all business activities and every member of Council’s staff manages risk on a daily basis.

Formal and systematic approaches to managing risk have evolved and they are now regarded as good management practice. As a consequence Council acknowledges that the adoption of a strategic and formal approach to risk management will improve decision- making, enhance outcomes and accountability.

The aim of this policy is not to eliminate risk, rather to manage the risks involved in all Council activities to maximise opportunities and minimise adversity on Council objectives.

Effective risk management requires:  A strategic focus,  Forward thinking and active approaches to management,  Balance between the cost of managing risk and the anticipated benefits, and  Contingency planning in the event that mission critical threats are realised.

Risk management can also provide a system for the setting of priorities when there are competing demands on limited resources.

4. Principles of Risk Management

Council will follow the nine principles of risk a management to enable the best possible outcomes are obtained for all council stakeholders:

The guiding principles council has adopted to risk management are:

a) Integrated - An integral part of all Council processes b) Part of decision-making - Aids decision-makers in making informed choices and identifying the most effective course of action c) Structured and comprehensive - Contributes to efficiency and to consistent and comparable quality results and outcomes d) Best Available Information - Based on historical and current information, as well as on future expectations, taking into account any limitations and uncertainties associated with such information/data and expectations. e) Customised - Aligns with the internal and external context related to our objectives f) Inclusive - Requires appropriate and timely involvement of to enable their knowledge, views and perceptions to be considered g) Dynamic - Anticipates, detects, acknowledges and responds to changes in Council’s internal and external contexts that result in new risks emerging and others changing or disappearing. Improving Council’s agility and ability to respond to changes in a timely manner

NOTE: Electronic version in the TRIM System is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 3 of 8 Risk Management Policy h) Human and cultural factors - Recognises that our behaviour, beliefs and culture can significantly influence the achievement of objectives i) Continual improvement - Learning and experience drives continuous improvement, council strives to be a learning organisation.

5. Policy scope

This risk management policy applies to all areas of the organisation including operational, project and strategic.

A risk event can result from an occurrence or change of a particular set of circumstances. The effect is a deviation from the expected outcome or objectives and can be positive and/or negative. Risk sources within the context of the Council’s delivery on objectives include:  Business disruption and technology  Strategy  Public safety  Projects  Stakeholder relations  Asset management  Environmental and natural resource management  Execution, delivery and process management  Fraud and security  Human resource and workplace safety  Financial sustainability  Corporate sustainability  Contracts and procurement  Legal and regulatory compliance.  Reputational  Environmental Management  Business & community continuity  Governance  Civil Liability  Property and Infrastructure.

6. Risk Management Framework

The Framework describes a whole of organisation approach towards the management of risks across Council incorporating strategic and operational activity. The Framework is aligned to ISO 31000: 2018 Risk Management Guidelines and is a component of the Coorong District Council Risk Management Policy. It outlines the methodology adopted to identify, assess, manage and report on risks and integrates the process for managing risk into the organisation’s various systems such as:

 Governance  Strategic planning  Management  Reporting processes  Policies  Values  Culture.

Council acknowledges that the adoption of a strategic and formal approach to risk management will provide numerous benefits impacting positively on various aspects of the organisation. These include but are not limited to:  The customer experience  Achievement of the strategic plan and objectives  Enhancing health and safety performance and environmental protection  Decision-making and productivity  Transparency of information  Governance  Financial management  Managing business interruption, hazards and incidents  The identification and management of opportunities and threats  Effective allocation of resources and continual improvement  Legal and regulatory compliance.

7. Risk categories

The key categories of risk to Coorong District Council are:  Strategic or Organisational; Risks associated with high level strategic goals that align to Councils Strategic Management Plan, Annual and Business Plans. Strategic risks may affect the achievement of Council’s corporate objectives. They are key issues for the management and impinge on the whole business rather than a business unit. These risks can be triggered from within the business or externally. In other words they may prevent the organisation from achieving its strategic goals.  Operational; Risks associated with Directorate functions and daily operations to deliver essential services, i.e. waste management, building, playground, park, road and footpath maintenance, playground maintenance. Often the risks are cost overruns, supply chain/logistic issues, employee issues, fraud, WHS, return to Work Management, non-compliance to policies and procedures and ability to meet community expectations.  Project; Risks associated with Project Management that will affect milestones connected to delivering a specific project.

Coorong District Council will maintain procedures to provide the organisation with a systematic view of the risks faced in the course of our business activities. Where appropriate these procedures will be consistent with the ISO 31000: 2018 Risk Management Guidelines.

This will require the Council to:  Establish a context. This is the strategic, organisational and risk management context against which the rest of the risk management process in the Council will take place. Criteria against which risk will be evaluated should be established and the structure of the risk analysis defined.  Identify Risks. This is the identification of what, why and how events arise as the basis for further analysis. Risk assessment methodology will be detailed in a separate procedures manual.  Analyse Risks. This is the determination of existing controls and the analysis of risks in terms of the consequence and likelihood in the context of those controls. The analysis should consider the range of potential consequences and how likely those consequences are to occur. Consequence and likelihood are combined to produce an estimated level of risk.  Evaluate Risks. This is a comparison of estimated risk levels against pre- established criteria. This enables risks to be ranked and prioritised.  Treat Risks. For higher priority risks, the Council is required to develop and implement specific risk management plans including funding considerations. Lower priority risks may be accepted and monitored.  Monitor and Review. This is the oversight and review of the risk management system and any changes that might affect it. Monitoring and reviewing occurs concurrently throughout the risk management process. The Audit and Risk Committee will be included in the monitoring and reviewing of risk mitigations and any new areas of risk that have been identified.  Communication and Consultation. Appropriate communication and consultation with internal and external stakeholders should occur at each stage of the risk management process as well as on the process as a whole.

Schematically, the risk management process is depicted in the following diagram:

9. Responsibility for risk management

Council

Council retains the responsibility for risk management and for determining the appropriate level of risk that Coorong District Council is willing to accept.

Chief Executive Officer

The Chief Executive Officer (CEO) is accountable for ensuring that risk management systems are established, implemented and maintained in accord with this policy. Assignment of responsibilities in relation to risk management is the prerogative of the CEO.

Audit and Risk Committee

To assist Council in discharging its responsibility in relation to risk management, the Council will seek the views of its Audit and Risk Committee. The responsibilities of the Committee which include providing advice to Council regarding the effectiveness of the Coorong District Council’s risk management, governance and control frameworks are contained in the Committee’s Policy and Terms of Reference.

The Audit and Risk Committee will receive concise risk reports (minimum annually) as prepared by the Work Health Safety & Risk Officer, and advise Council as necessary.

Work Health Safety & Risk Officer

The Work Health Safety & Risk Officer has responsibility for coordinating the assessment and reporting of risks across Council operations. This facilitates and enables the management of risk by those with prime responsibilities.

Council’s Departmental Directors and Managers

NOTE: Electronic version in the TRIM System is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 7 of 8 Risk Management Policy Departmental Directors/Managers are accountable for strategic, operational and project risk management within areas under their control, including the devolution of the risk management process to operational supervisors and staff. This includes responsibility for the development of risk mitigation plans and the implementation of risk reduction/mitigation strategies.

Collectively the management team is responsible for:  The formal identification of risks that impact upon the Council’s objectives;  Allocation of priorities; and  The development of risk management plans.

The management team will review progress against agreed risk management plans and will communicate this to the Audit and Risk Committee and to the Council.

Individually the Departmental Directors are responsible for:

 implementation of this policy within their respective areas of responsibility;  annual reporting on the status of the risk register, insofar as it impacts on their respective responsibilities, as part of the annual business planning and review cycle;  have knowledge and understanding of the risks within their area of control  have knowledge and understanding of the impacts to risk of their decisions to wider council operations.  ongoing maintenance of the risk register insofar as it impacts on their respective responsibilities;  ensuring that a risk management plan is completed for each capital project venture; and  ensuring compliance with risk assessment procedures.

General

Every staff member of Council is responsible for the effective management of risk including the identification of potential risks.

10. Further information

This policy will be available for inspection at the Council offices listed below during ordinary business hours and available to be downloaded, free of charge, from Council’s website: www.coorong.sa.gov.au.

Coorong Civic Centre Meningie Information Hub Tintinara Customer Service Centre 95 - 101 Railway Terrace 49 Princes Highway 37 Becker Terrace Tailem Bend Meningie Tintinara Phone: 1300 785 277 Fax: 8572 3822

Copies will be provided to interested parties upon request. Email [email protected].

Any grievances in relation to this policy or its application should be forwarded in writing addressed to the Chief Executive Officer of Council.

NOTE: Electronic version in the TRIM System is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 8 of 8

Risk Framework

Framework Owner Director Community & Corporate Last Reviewed New Next Review October 2023 File Reference AR20/15247 Responsible Officer Work Health Safety & Risk Officer Relevant Legislation Local Government Act 1999 Related Documents ISO 31000:2018 Risk Management - Guidelines Coorong District Council Risk Management Policy Local Government Act 1999 Work Health and Safety Act 2012 Return to Work SA Code of Conduct for Self-Insured Employers Version 12 Civil Liabilities Act 1936 Work Health Safety and Return to Work Policy Audit and Risk Committee Terms or Reference (TOR)

Signed: ______Chief Executive Officer Audit & Risk Committee Chairperson

Date: ____/____/____ Date: ____/____/____

Page 1 of 29

Table of Contents 1 Introduction ...... 4 2 Purpose ...... 4 3 Local Government Risk Services (LGRS)...... 5 4 Risk Management Principles ...... 5 5 Risk Management Framework ...... 6 5.1 Leadership and commitment ...... 7 5.2 Integration ...... 8 5.2.1 Enterprise Risk Management ...... 9 5.2.2 Strategic & Business Planning/Decision Making ...... 9 5.2.3 Legislative Compliance ...... 10 5.2.4 Service Delivery ...... 10 5.2.5 Internal Audit ...... 10 5.2.6 Emergency Management ...... 10 5.2.7 Business Continuity Plan / Information Technology Disaster Recovery Plan ...... 10 5.2.8 Performance Management ...... 10 5.2.9 Information/Data Management ...... 10 5.3 Design ...... 7 5.3.1 Understanding the organisation and its context ...... 7 5.3.2 Roles and responsibilities...... 7 5.4 Implementation ...... 11 5.5 Evaluation ...... 11 5.6 Improvement ...... 11 6 Risk Management Process ...... 11 6.1 Communication and Consultation ...... 11 6.2 Scope, context and criteria ...... 11 6.2.1 Defining the scope ...... 11 6.2.2 Defining the context ...... 12 6.2.3 Defining risk criteria ...... 12 6.3 Risk Assessment ...... 12 6.3.1 Risk Identification ...... 12 6.3.2 Risk Analysis ...... 13 6.3.3 Risk Evaluation ...... 14 6.4 Risk Treatment ...... 15 6.4.1 Risk treatment options ...... 15 6.4.2 Control characteristics ...... 16 6.4.3 Preparing and implementing risk treatment plans ...... 16 6.5 Monitoring and Review ...... 16 6.5.1 Review of risks and controls ...... 16 6.5.2 Project risks ...... 16 6.5.3 Internal audit ...... 16 6.5.4 Review of Risk Management Framework ...... 17 7 Recording and reporting ...... 19 7.1 General ...... 17 7.2 Risk register ...... 17 7.2.1 Strategic Risks ...... 17 7.2.2 Operational Risks ...... 17 7.2.3 Project Risks ...... 17

Page 2 of 29

7.3 Risk reporting ...... 18 7.3.1 Purpose ...... 18 7.3.2 Content ...... 18 8 Training ...... 18 8.1 Workers ...... 18 8.2 Council Members ...... 20 8.3 Audit Committee ...... 19 9 APPENDICES ...... 20 9.1 Appendix A: Definitions ...... 20 9.2 Appendix B: Consequence Tables ...... 23 9.3 Appendix C: Likelihood Table ...... 25 9.4 Appendix D: Risk Matrix ...... 26 9.5 Appendix E: Risk tolerances ...... 27 9.6 Appendix F: Control definitions ...... 27 9.7 Appendix G: Detailed Risk Areas ...... 28

Page 3 of 29

Introduction Organisationally, and environmentally, the business of local government is turbulent and continually changing, in which presents different levels and complexity of risk. The need and ability to respond positively is always a challenge for a Council that is limited geographically, and financially, in its capacity to address the myriad of legislative changes that continue to be imposed by other levels of government. Understanding and effectively managing the risks associated with our vast and unique business activities is key to being resilient and agile for our ongoing success in delivering quality and positive outcomes for our community and workers. Risk management cannot be any longer seen to be a special or an optional aspect to running any organisation, it is a necessary consideration every time we make a decision. The Coorong District Council (Council) is committed to an integrated approach to risk management to assist us in setting appropriate strategies, achieving our objectives and making informed decisions, in the best interests of our community and workers. Council recognises that managing risk is part of good governance and sound leadership, and is fundamental to how the organisation is managed at all levels that it also contributes to continuous improvement of its business management systems.

Risk management is considered fundamental to our ability to deliver core services.

Council’s Vision states:

A progressive and proactive Council Recognised for its diverse communities, prosperous economy and unique and highly valued environment.

Council also recognises that to achieve its vision and objectives, our risk management process must not be an isolated or separate function, but a process that can be applied to any business activity, including decision making at all levels. Effective identification, analysis, evaluation and treatment of defined risks are critical to Council achieving its strategic and operational objectives enabling overall community expectations to be met. Council also understands there are many external factors that will often contribute or influence our decisions, risk tolerance and risk appetite that will ultimately influence the implementation of risk mitigating controls. External influences may include; legislative / statutory compliance, funding, and state and / or federal government decisions / policy. Our risk framework is designed to take into account our varied and at times unique environment in which we work / operate (risk context). We manage our risk by applying as a basis the International Standard for Risk Management - ISO 31000:2018.

1. Purpose This framework outlines the requirements and processes supporting Council’s Risk Management Policy in order to create and protect value by improving performance, encouraging innovation and supporting the achievement of Council’s objectives. This Framework will: a) Align with the aims of the Risk Management Policy; b) Establish roles and responsibilities for managing risk; c) Establish a standardised, formal and structured process for assessment, treatment and monitoring of identified risks; d) Encourage innovation by integrating risk management into the strategic and operational processes across all departments of Council; e) Ensure that Council maximises its opportunities, whilst minimising any negative impacts identified during the risk management process;

Page 4 of 29

f) Ensure that all risks outside the defined risk tolerances are escalated to the relevant Executive Leadership Team member and additional treatment options are then implemented; g) Ensure that agreed reporting protocols are established and integrated for information dissemination across all Council departments; and h) Assist in the development of a continuous improvement culture by integrating risk management processes into all Council functions.

2. Local Government Risk Services (LGRS) A key partner and stakeholder for the Council is LGRS. The Local Government sector in South Australia have identified certain insurable risks, these have been transferred to a number of self-managed Schemes managed by LGRS via payment of an annual contribution. The Schemes are: a) Local Government Association Mutual Liability Scheme (LGAMLS) for the purposes of Civil Liability coverage & claims management; b) Local Government Association Workers Compensation Scheme (LGAWCS) for the purposes of workers compensation coverage & claims management; and c) Local Government Asset Mutual Fund (LGAMF) for the purposes of asset and fleet coverage and claims management. d) As a Member of all the above Schemes and Fund, Council must ensure that WHS, asset and risk management protocols are developed, endorsed and implemented across all departments. LGRS also provides Council with a range of fully funded and subsidised programs and support services to assist in managing risk across the organisation.

3. Risk Management Principles The international standard for Risk management - Guidelines (ISO 31000:2018) describes risk as: “…the effect of uncertainty (either positive, negative or both) on objectives…” The goal is not to eliminate all risks, but rather to manage the risks involved in Council’s functions and services and to create and protect value for our stakeholders and community. Council uses the following nine principles from ISO31000:2018, which underpin this framework and guides how we manage risk across Council business activities and functions:

Page 5 of 29

Principles Activities/Outcomes Integrated An integral part of all Council processes Part of decision-making Aids decision-makers in making informed choices and identifying the most effective course of action Structured and Contributes to efficiency and to consistent and comparable

comprehensive quality results and outcomes Best available information Based on historical and current information, as well as on future expectations, taking into account any limitations and uncertainties associated with such information/data and expectations. Customised Aligns with the internal and external context related to our (sometimes both) (sometimes

objectives Human and cultural Recognises that our behaviour, beliefs and culture can factors significantly influence the achievement of objectives Inclusive Requires appropriate and timely involvement of Protection stakeholders (Elected Members, Staff and Community) to enable their knowledge, views and perceptions to be

Value Value considered Dynamic Anticipates, detects, acknowledges and responds to changes in Council’s internal and external contexts that result in new risks emerging and others changing or disappearing. Improving Council’s agility and ability to respond to changes in a timely manner. Continual improvement Learning and experience drives continuous improvement,

Value Creation and Creation Value council strives to be a learning organisation.

ISO 31000:2018 Risk Management - Guidelines

4. Risk Management Framework Based on the ISO31000:2018 Standard, our framework is stepped out to assist us with integration of risk management into our business undertakings;

System Design

Continuous Integration improvement Implementation

Leadership and Committment

Review Implementation

Control / Risk Evaluation Mitigation

Page 6 of 29

4.1. Leadership and commitment Council and its Executive Leadership Team and the Audit & Risk Committee will demonstrate leadership and commitment to ensure that risk management is integrated into all organisational undertakings by: a) Developing and implementing risk management policy, framework and supporting tools and processes; b) Allocating appropriate resources for risk management; and c) Assigning roles, authorities, responsibilities and accountabilities with respect to risk management and communicating these at all levels of Council. 4.2. Design 4.2.1. Understanding the organisation and its context Establishing the context involves those involved in the risk management process understanding factors internal and external to the organisation that may influence Council’s ability to achieve its objectives. Council’s risk management culture, organisational structure, strategy and objectives are factors that define Council’s internal context. The external environment may include a range of factors such including (but not limited to): a) increased legislative and compliance requirements; a) Reduced funding from State government b) Community expectations; and c) Social, cultural, political, technological, economic, natural and built environment. 4.2.2. Roles and responsibilities The following roles and responsibilities ensure a transparent approach to managing risk within Council. Note: the roles and responsibilities outlined below refer to risk management only and the committee/ position requirements in general Roles Responsibilities Council  Endorse Council’s Risk Management Policy  Review and consider any report or recommendations regarding the Risk Management Framework  Ensure that risks are adequately considered when setting Council’s strategies and objectives  Understand the risks facing Council in pursuit of its objectives  Ensure there is a systematic and effective approach to managing risk and opportunity across Council operations that is implemented, monitored and communicated  Apply risk management principles to the decision making process  Monitor Council’s strategic risks Audit & Risk  Recommend endorsement of Council’s Risk Management Committee Policy  Review and endorse the Risk Management Framework  Ensure a framework is implemented and delivers a consistent approach to risk management by assigning authority, responsibility & accountability at appropriate levels within the organisation  Review reports from management and auditors and monitor that effective enterprise risk and opportunity management controls have been implemented Chief Executive  Promote a strong risk management culture by providing firm Officer (CEO) and visible support for risk management including ensuring appropriate accountability for the management of risk.  Ensure a customised policy and framework are in place and implemented that deliver a consistent approach to risk management

Page 7 of 29

Roles Responsibilities  Ensure that appropriate resources are allocated to managing risk  Ensure Managers have the necessary knowledge and skills to effectively fulfil their risk management responsibilities and are accountable for risks arising from the activities of their departments  Regularly review Council’s strategic and operational risks Executive  Commitment to, and promotion of, the Risk Management Policy Leadership Team and Framework  Monitor Council’s overall risk profile and mitigation strategies  Ensure that risk management is embedded into all critical functions and activities  Ensure documentation of items on the risk register and ongoing and regular reviews of the risk register including the actioning of any overdue risk treatments  Include risk treatments into Directorate plans  Empower staff to actively be involved in managing risk  Promote a proactive risk culture in accordance with business management initiatives  Regularly review risks on the risk register (at least annually)  Review Councils Strategic Risks Organisation  Implement and maintain CDC’s Corporate Governance Development Structure. Coordinator

WHS & Risk Officer  Provide guidance and assistance to all staff in relation to the application of this framework and reporting within the Risk Register  Ensure relevant risk information is reported and escalated to the Executive Leadership and Management Teams or Audit Committee or cascaded to staff, as relevant  Maintain the Risk Management Policy and Framework to ensure its currency and accuracy  Maintain the Risk Register and timeframes as required  Provide support and advice to Managers and staff in the application and use of the Risk Management Framework Employees,  Understand the risk management processes that are integrated Volunteers & into all Council activities Contractors  Identify, evaluate, report and manage risks in their daily activities and projects

4.3. Implementation and Integration This framework provides the methods and processes Council uses to manage risks and identify opportunities in every part of the organisation. Governance guides the direction of the organisation and provides the rules, processes and practices necessary for Council to achieve our objectives. Management structures that define risk management accountability and oversight roles across the organisation are critical to achieving strategy and objectives required for Council to achieve sustainable performance and long-term viability and capability.

Council’s Audit & Risk Committee have identified three key risk areas that cross all business functions of Council such as strategic and operational, these are:

Page 8 of 29

Strategic & business plans/ decisions Information/ Legislative Data compliance management

Enterprise Performance Service Risk management delivery Management

Business continuity & Internal audit disaster recovery Emergency management

Risk Management is not just about the risk assessment process nor is it a stand-alone discipline. In order to maximise risk management benefits and opportunities, it requires integration through Council’s entire operations, as follows:

4.3.1. Enterprise Risk Management Enterprise risk management encompasses Strategic, Operational and Project Risk Management.  Strategic Risks are identified by reference to both the external environment and Council’s Strategic Management Plan objectives. Strategic risks are monitored by the Executive and Elected Member body, with all risk assessments captured in the Risk Register and recorded within Council’s Record Management System.  Operational Risks arise from Council’s day-to-day directorate functions and operations to deliver essential services. Operational risks are monitored by Council’s Executive and/or Management teams.  Project Risk are those that arise from a specific termed protect, such as construction or upgrade piece of infrastructure, or community amenity or those listed in the Strategic Management Plan to help achieve the relevant objective.

4.3.2. Strategic & Business Planning/Decision Making Strategic and Business Planning, (which includes long-term financial planning and annual budgeting), must adequately consider the risks facing Council in setting and pursuing its objectives and the effectiveness of systems that are in place to manage and communicate those risks. Risk Management will be integrated into Council’s governance structures, including decision making. Risk assessment and management processes will be incorporated into Council and Committee reports, where there is a potential impact on achievement of Council’s objectives or on the wider community. Council members are expected to: a) give adequate consideration to risks when setting Council’s objectives; b) understand the risks facing Council in pursuit of its objectives; c) oversight for the effectiveness of systems implemented by the organisation to manage risk; d) accept only those risks that are appropriate in the context of Council’s objectives; and e) consider information about such risks and make sure they are properly communicated to the appropriate stakeholder or governing body.

Page 9 of 29

4.3.3. Legislative Compliance The Local Government Act (SA) 1999 applies to the functions of Councils in South Australia, however, due to the diversity of functions and services provided by Council, a range of other Acts, Regulations and Codes of Practice and Standards also apply, in particular; Council has implemented a Work Health and Safety (WHS) system to manage health and safety risks to workers and members of the public, in accordance with the WHS Act (SA) 2012. WHS is a critical component of Council’s risk management system and addresses risks facing workers conducting their specified duties. Council acknowledges the highly valued environment and the economic benefits this brings to the community, through diverse agriculture and tourism sectors. Council recognises that to ensure future communities will benefit from our highly valued environment, has sound implemented environmental practices, in particular its waste management to comply with the Environment Protection Act 1993. Other multiple statutory obligations are necessary to be considered and complied with as part of Councils undertakings, including and not limited to; the Fair Work Act 1994, Liquor Licencing Act 1997, Awards and Enterprise Agreements, Road Traffic Act 1961 etc. 4.3.4. Service Delivery Council’s risk exposures vary according to the functions, facilities and services it provides and these will inevitably change over time. Council’s planning processes will address both the risks associated with provision of functions, facilities and services, (such as capacity and resources,) and risks arising from their delivery, (such as public safety and community reaction). 4.3.5. Internal Audit Internal audit is an independent, objective assurance and consulting activity designed to add value and improve the organisation’s operations. It helps Council to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. The process of internal audit may result in the identification of new risks or more effective treatments for existing risks. 4.3.6. Emergency Management Council plans for, and undertakes, prevention, preparedness, response and recovery activities to support its community in the event of emergencies and natural disasters. This process includes alignment and co-operation with lead agencies and other councils in the region as well as providing information and training for workers to protect them from harm whilst responding to emergencies and natural disasters. 4.3.7. Business Continuity Plan / Information Technology Disaster Recovery Plan Council is obliged to ensure that critical business functions continue after a business interruption. Council has/will develop the following plans, taking into consideration reasonably foreseeable risks and their potential impact on achievement of Council’s objectives. The Business Continuity Plan (BCP), which is designed to manage risk by limiting or reducing the impact of a disruption, (such as severe weather event or loss of key personnel), and enable the resumption of critical business functions/services of Council following a disruption. The Information Technology Disaster Recovery Plan (ITDRP) (to be developed), which is intended to protect and recover Council’s Information Technology infrastructure and data in the case of a disruptive event, (such as cyberattack or loss of infrastructure,) by defining actions to be taken before, during and after an event. 4.3.8. Performance Management Both risk management and performance management start with the establishment and communication of corporate goals and objectives and development of strategies which are then cascaded throughout the organisation. Appropriate measures and reporting structures will be put in place to monitor the effectiveness of Council’s risk management processes, (at an individual and organisational level), which will in turn assist in identifying gaps or emerging risks. 4.3.9. Information/Data - Knowledge Management Not only is it critical to the achievement of Council’s objectives that it retains data and corporate knowledge, there are regulatory requirements to do so - Council must comply with the State Records Act 1997, Commonwealth Privacy Act 1988 and Freedom of Information Act 1991.

Page 10 of 29

Council’s records may be vulnerable to cyberattack, malicious intent or unauthorised release, should risk mitigation strategies not be in place.

4.4. Implementation Plan Council’s risk management framework is supported by an implementation plan that includes timeframes and resource requirements and processes for engagement with, and provision of information to, stakeholders. 4.5. Evaluation Council will undertake annual reviews of its risk management framework and implementation plan to measure its effectiveness and to determine whether it remains suitable in supporting the achievement of its strategic and operational objectives. 4.6. Continuous Improvement To maintain and improve the value of risk management to the organisation, Council will monitor and adapt its risk management framework, with a view to continually improve the suitability, adequacy and effectiveness of the risk management process. 5. Risk Management Process Having good risk management practices ensures that Council can undertake activities knowing that measures are in place to maximise the benefits and minimise the negative effect of uncertainties. Risk management involves both the management of potentially adverse effects as well as the fulfilment of potential opportunities. The risk management process is an integral part of management and decision-making and will be/is integrated into Council’s structure, operations and processes. The dynamic and variable nature of human behaviour and culture should be considered throughout the risk management process. Although the risk management process is often presented as sequential, in practice it is iterative.

5.1. Communication and Consultation Establishing a communication and consultation plan with internal and external stakeholders is critical to the success of the risk management process. Effective communication and consultation throughout the process is essential to ensure that those responsible for implementing risk management, and those with a vested interest, understand the basis on which risk management decisions are made and why particular actions are required. Council will engage with stakeholders throughout the risk management process to: a) Correctly identify risks and understand context b) Gain a better understanding of the views and interests of stakeholders and how their expectations may be managed; c) Capitalise on the diversity of knowledge, opinions and experience to enhance identification and management of risks and opportunities; and d) Build a sense of inclusiveness and ownership amongst stakeholders, 5.2. Scope, context and criteria 5.2.1. Defining the scope Because the risk management process is applied at different levels throughout the organisation, it is important to define the scope and it’s alignment with Council’s objectives; this should include consideration of: a) Goals and objectives of risk management activities; b) Proposed outcomes and timing; c) Responsibilities and accountabilities for the risk management process; d) Risk management methodologies; e) Processes, activities and projects and how they may interact with other processes, activities and projects of Council; f) How effectiveness and/or value will be measured and monitored; and g) Availability of resources to managed risk.

Page 11 of 29

Council’s Strategic Management Plan 2016-2020 (SMP) has four overarching objectives, each objective is underpinned by strategies to enable Council to meet the each objective within the life of the SMP. Each objective is illustrated below.

THEMES OBJECTIVES

Community wellbeing A caring, healthy and resilient community.

Infrastructure & townships A strong sense of civic pride and well maintained townships.

Prosperity & sustainability A prosperous and sustainable district.

Leadership & collaboration Collaborative and respective relationships amongst community, Council Members and Council staff.

5.2.2. Defining the context Defining the context is important because a) Risk management takes place in the context of Council’s objectives and activities; and b) Organisational factors can be a source of risk.

The context should reflect the specific environment of the activity to which the risk management process is to be applied, and consider the factors outlined in 4.2.1.

5.2.3. Defining risk criteria Risk criteria are used to evaluate the significance of risk and are reflective of Council’s values, objectives and resources and the views of its stakeholders. Council’s risk criteria are documented throughout this framework and its appendices. It should be noted that, whilst risk criteria are established at the beginning of the risk management process, they are dynamic and should be continually reviewed and amended, if necessary.

5.3. Risk Assessment 5.3.1. Risk Identification The aim of risk identification is to develop an inclusive list of events that may occur which - if they do - are likely to have an impact on the achievement of Council’s objectives, as stated in its Strategic Management Plan. Council identifies, assesses and treats risk in the following three groups (risk types): Strategic or Risks associated with high level strategic goals that align to Councils Organisational Strategic Management Plan, Annual and Business Plans. Strategic risks may affect the achievement of Council’s corporate objectives. They are key issues for the management and impinge on the whole business rather than a business unit. These risks can be triggered from within the business or externally. In other words they may prevent the organisation from achieving its strategic goals. Operational Risks associated with Directorate functions and daily operations to deliver essential services, i.e. waste management, building, playground, park, road and footpath maintenance, playground maintenance. Often the risks are cost overruns, supply chain/logistic issues, employee issues, fraud, WHS, return to Work Management, non-compliance to policies and procedures and ability to meet community expectations. Project Risks associated with Project Management that will affect milestones connected to delivering a specific project.

Page 12 of 29

Risk identification naturally flows on from the context discussion and is a process of formally documenting the effects of uncertainty on objectives. An effective approach is to engage as many stakeholders as possible in a structured identification process. The aim is to generate a list of risks based on those impacts or events. During the identification process, there are a number of questions that need to be asked to capture the information required: a) What might happen/ what could go wrong? b) What is the cause? c) How does this affect the objective? After a risk is identified, it should be categorised and captured in the Risk Register in accordance with the following categories The process of risk identification must be comprehensive as risks not identified are by nature excluded from further analysis. Care must be taken to identify and define risks, rather than causes or consequences. Based on the risks faced by the organisation, there may be other categories.

5.3.2. Risk Analysis Risk analysis involves developing an understanding of a risk. It provides an input to risk evaluation and to decisions on whether risks need to be treated, and the most appropriate risk treatment strategies and methods. The tables included in the appendices are Council’s tools for expressing the consequence, likelihood and level of risk as well as Council’s risk tolerance. 5.3.2.1. Inherent and residual risk A “risk rating” can be determined by combining the estimates of effect (consequence rating) and cause (likelihood rating). The risks are to be assessed against all consequence categories; and the highest consequence rating will be used. The first rating obtained will be the inherent risk rating, (i.e. the level of risk at time of risk assessment with no controls.) Once further and additional controls are added to reduce the consequence and/or likelihood, the risk is rated again to determine the residual risk, (i.e. the level of risk remaining after risk treatment).

RISK Acceptance Level Control Monitoring Reporting RATING Level Low Acceptable Adequate Fundamental Yearly Medium Acceptable Adequate Active Quarterly Acceptable in some High Excellent Pro-Active Monthly circumstances Unacceptable in most Extreme Excellent Intensive Weekly circumstances

5.3.2.2. Risk appetite The Executive Leadership Team, in consultation with Council Members, and the Risk and Audit Committee are responsible for defining Council’s risk appetite, taking into consideration the nature and extent of the risks Council is willing to take in order to achieve its strategic objectives. The following five questions have been considered in arriving at Council’s position for its risk appetite: a) Do decision makers understand the degree to which they are permitted to expose Council to the consequences of an event or situation? b) Does the Executive Leadership Team understand their aggregated and interlinked level of risk to determine whether it is acceptable or not? c) Do the Council and Executive Leadership Team understand the aggregated and interlinked level of risk for Council as a whole? d) Are Council and Executive Leadership Team clear risk appetite is not constant? (i.e. there must be flexibility to agility built in.) e) Are risk decisions made with full consideration of reward? The appetite needs to help Council and the Management Team take appropriate level of risk for Council, given the potential for reward.

Page 13 of 29

Council’s risk appetite will be included in Council’s regular monitoring and review process of the Risk Framework. This review of appetite will be incorporated into the structure of Council at each level of responsibility due, in part, to the differing focuses with regards to the risks that Council faces at each of these levels. 5.3.2.3. Risk tolerance Not all risk types for Council are the same in terms of their acceptability. Once a risk has been analysed, it needs to be compared to Councils tolerance levels. Tolerance can be described as the organisation’s readiness to bear each of the risks after implementation of controls in order to achieve its objectives. An example could be if Council determines there is Zero Tolerance to the risk then controls will be needed to reduce the risk rating to the desired level. On the other end of the scale if Councils tolerance level is high then there may be no need to control the risk further.

Tolerance Level

Zero Willingness to accept no risk at all

Low Willingness to accept very little risk

Moderate Willingness to accept some reasonable risk

High Willingness to accept a high level of risk

If the assessed risk level is above the tolerable level for that category of risk then treatment may be required. If it is equal to, or below, the tolerable level for that category of risk then the risk can be accepted, provided the controls are implemented and effective.

5.3.3. Risk Evaluation Risk Evaluation is the process used to assist in making decisions, based on the outcomes of risk analysis, about which risks need treatment and the priority for implementation of controls. Decisions should take account of the wider context of the risk and include consideration of the tolerance of the risks borne by parties other than Councils who may benefit from the risk. There are also circumstances whereby, despite the risk level, risks cannot be treated. Then, determine the priority for action

Risk level Managing risk – priority rating

Extreme  Add risk to Council’s Risk Register 20-25  Escalate risk issue immediately to CEO/ Executive Leadership Team  CEO/Executive Leadership Team to: o Refer risk to risk owner o Identify and develop treatment strategies for immediate action o Monitor and review actions/strategies o Provide direction and information to relevant stakeholders  Consider cessation/suspension of the activity giving rise to the risk until such time as CEO/ Executive Leadership Team authorises its continuation and/or whilst other risk treatment strategies are being developed/implemented  For WHS related risks, the following applies: o Operation of item or activity should not be allowed to continue until the risk level has been reduced o Will commonly be an unacceptable level of risk o May include both short term and long term control measures High 14-19  Add risk to Council’s Risk Register  Escalate risk issue to Executive Leadership Team and Management Teams / WHS and Risk Advisor

Page 14 of 29

 Management Team to: o Refer to relevant risk owner o Identify and develop treatment strategies with appropriate timeframes o Monitor and review actions/strategies to manage risk to an acceptable level o Provide direction and information to relevant stakeholders For WHS related risks, the following applies: o Reduce the risk rating so far as is reasonably practicable o Should only be an acceptable level of risk for ‘Major’ or ‘Catastrophic’ consequences

Moderate  Add risk to Council’s Risk Register 6-13  Manage within department o Identify and develop treatment strategies with appropriate timeframes o Monitor and review actions/strategies to manage risk to an acceptable level For WHS related risks, the following applies: o Reduce the risk rating so far as is reasonably practicable. May be an acceptable level of risk

Low 1-5  Add risk to Councils Risk Register  Undertake localised risk management & actions (if required)  Review within the department parameters and routine procedures For WHS related risks, the following applies: o Reduce the risk rating so far as is reasonably practicable. Commonly is an acceptable level of risk.

5.4. Risk Treatment Risk treatment can be conducted using a variety of methods. When looking at risks, treatments are aimed at reducing or removing the potential for consequences occurring. However when looking at opportunities, treatments look at ensuring that consequences are realised. Risk treatment involves selecting one or more options for modifying risks, and implementing those options. Once implemented, treatments provide or modify the controls. An action should be implemented to treat certain risks. Justifications for risk treatment is broader than solely economic considerations and should take into account all of Council’s obligations, voluntary commitments and stakeholder views. Appropriate risk treatment options should have regard to Council’s objectives, risk criteria and available resources. Council will tolerate a level of risk, in accordance with the risk tolerances set out in Appendix E. Any risk that is rated at or below a tolerable level of risk should be discussed with the relevant department to have a treatment plan in place. 5.4.1. Risk treatment options Risk treatment options are not necessarily mutually exclusive or appropriate in all circumstances. Options may include: Eliminate Remove the asset or service completely so as to eliminate the risk altogether Share Allocate risk to a third party, such as through appropriate contactor management Mitigate Implement a type of treatment control to reduce or remove the risk. This may include but is not limited to options such as substitution (swapping), isolation (barricade), engineering (modify by design) or administration (policy/process) Accept Risk can be accepted for a number of reasons including:  no extra treatments being available;  meets the stated target for the type of risk;  informed decision has been made about that risk; and  risk treatment is worth more than the risk exposure.

Page 15 of 29

5.4.2. Control characteristics Risk treatments need to be designed in a manner to ensure they are sufficient to mitigate that risk, and have some of the following characteristics if they are to become an adequate control: a) Documented (e.g. Policies, procedures, task lists, checklists) b) Systems-oriented (e.g. integrated and/or automated) c) Preventative (e.g. system controls) or detective d) Consistent and regular (including during staff absence) e) Performed by competent and trained individuals f) Clear responsibility and accountability g) Create value (i.e. benefits outweigh costs) h) Achievable for the organisation (based on available resources) i) Evidenced j) Confirmed independently 5.4.3. Preparing and implementing risk treatment plans Risk treatment plans specify how the risk treatment options will be implemented, so that those involved understand what arrangements are in place and to allow progress against the plan to be monitored. Risk treatment plans may be integrated into Council’s existing processes, (e.g. project management plans, risk registers,) and provide the following information: a) Rationale for selection of treatment options; b) Responsibilities and accountability for approving and implementing the plan; c) Proposed actions and timeframes; d) Resourcing requirements; e) Constraints and contingencies; and f) Required reporting and monitoring. 5.5. Monitoring and Review 5.5.1. Review of risks and controls Monitoring and review must be a formal part of the risk management process and involves regular checking or surveillance of the effectiveness and efficiency of the risk management processes implemented. A monitoring and review process will: a) Ensure that implemented controls are effective and adequate; b) Provide further information to improve risk assessment and treatment plans; c) Allow for the identification of emerging risks; d) Identify any (new) activities that may influence established strategies to mitigate risks. It is essential to monitor all activities and processes in order to capture any new or emerging risks arising from the changing environment, (both internal and external) and the activities undertaken by Council. Monitoring and review guidelines and timeframes are captured in the Risk Reporting structure. 5.5.2. Project risks Due to the dynamic nature of most projects, a risk may change over the lifecycle of the project, triggering the need for reassessment. The monitor and scheduled review process allows for validation of risks to ensure that they remain relevant and adaptation of project plans as necessary. Any changes in risks throughout the project and after its completion should be recorded and used for future project planning. 5.5.3. Internal audit The audit process plays an important role in evaluating the internal controls (and risk management processes) currently employed by Council. Our internal audit program is ‘risk based’ and provides assurance that we are managing our risks appropriately. In developing the Internal Audit Plan consideration is given to the extreme, high and moderate risks identified by the risk assessment process. Internal audits assess the adequacy of selected controls identified. The internal audit process will measure risk by: a) Measuring compliance – has Council met its Policy objectives

Page 16 of 29

b) Measuring maturity – measuring against best practice and Council benchmarking c) Measuring value add – has the framework and risk culture added to the achievement of Councils strategic objectives Information is shared between the risk management and internal audit functions. Changes in our risk profile are reflected in our Internal Audit Plan. Similarly, control issues identified through internal audit will inform our Risk Management Framework. The internal audits are conducted to provide assurance that key risks have been identified and the controls in place are adequate. 5.5.4. Review of Risk Management Framework The review of Council’s risk management framework and processes will be scheduled 12 months after initial endorsement, then prior to a Strategic Management Plan review every four years. 5.6. General The risk management process and its outcomes should be documented and reported, in order to: a) Communicate risk management activities and outcomes; a) Provide information for decision making; b) Continuous improvement; c) Assist interaction with stakeholders, including those with responsibility and accountability for risk management activities. Records will be managed and retained in accordance with State Records General Disposal Schedule 40 for Local Government.

5.7. Risk register The Risk Register enables Council to document, manage, monitor and review strategic, project and operational risk information in order to build a risk profile and provide direction on how to improve risk management processes. Council has identified 31 (detailed risk areas) key services and infrastructure that Council provides/manages for the community, this helps to build the risk profile and the risk appetite for these key areas. Using the approach outlined in this framework Council can monitor whether the risk management process is resulting in an increasing trend towards potential for success (building on opportunities) and less risk with negative consequences. 5.7.1. Strategic Risks Council will identify and record Strategic Risks on the central Risk Register. Strategic level risks are identified by the Executive Management Team and the Audit and Risk Committee, as part of an annual review at a minimum. Any risks identified at the Strategic level may be reflected in other corporate documents e.g. Strategic Management Plan, Annual Business Plans, and Asset Management Plans and mitigated through action details in these documents; however these should be collated in the Risk Register for ease of monitoring and review. Recording and reporting of Strategic level risks is the responsibility of the WHS and Risk Officer via the Executive Leadership Team and Audit and Risk Committee. 5.7.2. Operational Risks Council will record and maintain Operational risks on the central Risk Register, which is reviewed at least annually by Directors and Managers. The Risk Register will incorporate Directorate risks and proposed mitigation techniques, as determined by the evaluation process. Recording operational level risks in the register and reporting of implementation and effectiveness of controls is the responsibility of Department Managers and workers. 5.7.3. Project Risks Project level risks can be identified by anyone at any time prior to, and during, specified projects and are recorded within the Project Plan and with all projects being recorded in a projects register. Project level risks must be identified during the planning process, however can be added as and when necessary. Recording and reporting of project level risks rest with the identified project owner.

Page 17 of 29

Strategic Risk

Council Services and Objectives

Operational Project Risk Risk

5.8. Risk reporting 5.8.1. Purpose Risk based Reports will draw data from the Risk Register and provide monitoring and profile information to Council, Audit Committee and the Executive leadership Team in order to: a) Understand the risk exposure of the Council; b) Identify risks that require increased attention and action; c) Provide risk information to the Council; especially anything effecting the Strategic Management Plan; d) Provide information to all workers at all levels to make risk informed decisions; and e) Improve the Risk Management awareness and culture at Council 5.8.2. Content Risk reporting will include: a) All Council and Audit and Risk Committee reports to include discussion of potential risks, based on completed risk assessment and treatments; b) An annual review and update of the Operational Risks Register by Directorate Managers, (or as otherwise required, e.g. organisational structure change/ process change/ new project); c) Quarterly review of Extreme/ High Operational Risks by the Executive Leadership Team provided to the Audit and Risk Committee; d) Annual review of Strategic Risks by Executive Leadership Team; e) All new and emerging Strategic Risks reviewed by Executive Leadership Team required; and f) Any risks rated as HIGH or EXTREME after the consideration or implementation of treatment options are reported to Council’s Audit and Risk Committee. g) Any actions that are overdue by management for HIGH and EXTREME risks to be reported to the Executive Leadership Team six monthly.

6. Training 6.1. Workers This Framework and supporting policies and tools will be made available to all workers through the intranet. Council’s Training Needs Analysis (TNA) is a tool used to: a) capture legislative training and/or licencing requirements for roles, and a) identify individual tasks within specific jobs and the core competencies required for the safe performance of those tasks. Risk Management awareness training is captured on Councils TNA, to ensure the effective implementation of this Framework. Risk Management should be viewed as an umbrella that is overarching across all Council functions and business activities, not as a specialist skill that is owned by a designated risk management position and, as such, Council considers it to be a skill and necessity that workers need to perform

Page 18 of 29

their day to day activities. Risk Management awareness training will be provided by Council to relevant workers and will take into consideration the role of the worker within the Risk Management Framework and the level of past risk management experience and knowledge. 6.2. Elected Members Elected Members are key strategic decision makers and it is therefore imperative that they have an understanding of Council’s Risk Management Policy and Framework and their role in informed decision making based on sound risk management principles. Risk Management awareness training will be scheduled within 12 months of Council elections. 6.3. Audit and Risk Committee The Audit and Risk committee members should, at a minimum, have an understanding of their roles and responsibilities as outlined in Council’s Risk Management Policy and Framework, including the monitoring / review of risk management reports and outcomes from management and external auditors.

Page 19 of 29

7. APPENDICES 7.1. Appendix A: Definitions

Key Definitions A process that provides a level of confidence that objectives will be Assurance: achieved within an acceptable level of risk Risk of an adverse outcome resulting from clinical diagnosis, treatment Clinical risk: or patient care. The outcome of an event expressed qualitatively or quantitatively, being Consequence: a loss, injury, disadvantage or gain. There may be a range of possible outcomes associated with an event. An action that modifies risks and increases the likelihood that objectives Controls: and goals of an organisation will be achieved. ERM can be defined as the process affected by an organisation's board of directors (Council Members/Audit & Risk Committee for Councils), management and other personnel, applied in strategy setting and Enterprise Risk Management: across the organisation, designed to identify potential events that may affect the entity, manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of the organisation's objectives. Defining the external and internal parameters to be taken when Establishing the Context: managing risk Event: Occurrence of a particular set of circumstances The risk exposure is a qualitative value of the sum of the consequence Exposure: of an event multiplied by the likelihood of that event occurring External environment in which the organisation seeks to achieve its External Context: objectives Risk relating to the organisation's financial sustainability or ability to Financial/Infrastructure Risk: provide or maintain services, structures and/or facilities

A measure of the rate of occurrence of an event expressed as the Frequency: number of occurrences of their event in a given time.

Risk at time of risk assessment without existing/current controls Inherent Risk: An independent, objective assurance and consulting activity designed to add value and improve organisations operations. It helps organisation Internal Audit: to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. Internal environment in which the organisation seeks to achieve its Internal Context: objectives IT (Information Technology) Risks relating to loss, exploitation or ineffectiveness of the organisations Risk: hardware, software or systems, (including data retention and security) Risks relating to failure or inability to comply with legal or regulatory Legal and compliance risk: compliance Likelihood: Chance of something happening To check, supervise, observe critically or record the progress of an Monitor: activity, action or system on a regular basis in order to identify change.

Risks associated with Directorate functions and daily operations to Operational Risks: deliver core services. Risk to the organisation caused by its people, (e.g. relating to culture or People Risks: behaviour,) or the risk of harming people, (whether employees or not). Risks associated with Project Management that may affect milestones Project Risks: or deliverables connected to a specific project. The concept that enterprise risk management, no matter how well designed and operated, cannot guarantee that an entity’s objectives will Reasonable assurance: be met. This is because of inherent limitations in all Risk Management Frameworks.

Page 20 of 29

Key Definitions Rating of the risk remaining after risk treatment or control has been Residual Risk: applied. A systematic use of available information to determine how often Risk Analysis: specified events may occur and the magnitude of their consequences. The statement articulates the organisations approach to risk and Risk Appetite Statement: includes both risk appetite and risk tolerance. The risk appetite is broad pursuit of risk whereas risk tolerance is operational and more tactical Is the amount of risk an organisation is prepared to accept or avoid. Risk Appetite: Broad-based description of the desired level of risk that an entity will take in pursuit of its mission An overall process of risk identification, risk analysis and risk evaluation Risk Assessment: Risk culture refers to the behaviours that lead to how every person Risk Culture: thinks about and manages risks, A risk management system whereby an increasingly higher level of authorisation is required to sanction the continued tolerance of Risk Escalation Process: increasingly higher levels of risk. Some organisations use the term risk elevation. The process used to determine risk management priorities by Risk Evaluation: comparing the level of risk against predetermined standards, target risk levels or other criteria. Coordinated activities to direct and control an organisation with regard Risk Management: to risk. Set of components that provide the foundations and organisational Risk Management arrangements for designing, implementing, monitoring, reviewing and Framework: continually improving risk management throughout the organisation. Risk maturity of an organisation is the level of maturity an organisation has reached in its risk culture. A matured risk organisation is where the management are far more adept at identifying and mitigating the risks that could undermine their achievement of business goals. At the same Risk Maturity: time, they are effectively containing financial reporting and compliance risks and they focus on strategic risks and have integrated their various risk management activities. Organisations with low level of risk maturity are often fragmented and are not adept in identifying and managing their risks. Risk Owner: Staff member with the accountability and authority to manage a risk Formal process where the organisation’s risk profile is reviewed Risk Profile Review: periodically and annually. Risk Rating: Risk priority based on consequence and likelihood assessments Register of all identified risks, their consequences, likelihood, rating and Risk Register: treatments. It works well when it is a live document and the risks are reviewed on a periodic basis. An organisation’s or stakeholder’s readiness to bear the risk after risk treatment/control has been applied in order to achieve its objectives. It Risk Tolerance: also reflects the acceptable variation in outcomes related to specific performance measures linked to objectives the entity seeks to achieve Risk treatment is a risk modification process - Usually the risk treatment means what are you going to do (modify) with the risk based on its residual risk rating, i.e. • Avoid Risk Treatment: • Reduce • Transfer • Accept • Share An event or uncertainty that will stop an organisation to achieve its Risk: objectives Person or organisation that can affect, be affected by, or perceive Stakeholder: themselves to be affected by, a decision or activity

Page 21 of 29

Key Definitions Risks associated with high level strategic goals that align to Councils Strategic, Annual and Business Plans. Strategic risks may affect the achievement of Council’s corporate objectives-They are key issues for Strategic risks: the management and impinge on the whole business rather than a business unit. These risks can be triggered from within the business or externally. In other words they may stop the organisation from achieving its strategic goals.

Page 22 of 29

7.2. Appendix B: Consequence Tables Organisational Qualitative Measures of Consequence (excluding Project Risks)

Financial / Legal / Regulatory / RANK People Service Delivery Reputation Environmental Infrastructure Policy Minor injuries not Financial – low Interruption to a service requiring first aid financial loss Little community interest, No breach of legislation Insignificant – no impact to No impact to environment treatment, or <$25000 impact on low profile, no news items or regulatory impact customers/business near miss operating result Minor Financial – medium Interruption to a service Impact to environment that First aid Low impact, some passing No Breach of legislation financial loss with minimal impact to can be immediately treatment interest, low news profile or regulatory impact >$25000 and <75,000 customers/business contained.

Impact to environment. Injury requiring Interruption to service Moderate impact, Financial – high Localised damage or Minor Breach of medical delivery. Customer moderate public interest, financial loss release that can be legislation and possible Moderate attention. impact up to 48 hrs. embarrassment, moderate >$75,000 and contained or reversed investigation, low risk Possible suitable Partial BCP action may news profile. Short term <150,000 internally or outside of prosecution. duties required be needed Reputation loss assistance. Interruption to service Possible long Financial – major delivery or production Sustained public interest, Off-site release, loss of Breach of legislation

term injury. financial loss capability, Customer high negative news profile. environmental amenity or and likely investigation,

Temporary >$150,000 and impact > 7 days. Medium to long term danger of continuing possible risk of Major disablement. <$500,000 Component of BCP reputation loss environmental damage. prosecution. action may be needed. Widespread public Off-site release with agitation, Negative Financial – detrimental effect, major Interruption to delivery outcome with Breach of legislation Death or catastrophic loss of environmental of all or most services for Government relationships, Investigation, Catastrophic permanent financial amenity or significant more than 14 days. Full widespread negative news prosecution and / or disability loss/exposure environmental damage. BCP action required. profile. conviction likely. >$500,000 May required reporting to Long Term Reputation EPA/ESCOSA Loss

Page 23 of 29

Consequence Table for Project Risk

RANK Cost Schedule Performance Reputation Safety

Would cause the delivered capability to be < 2.5% of < 2.5% of functionally fit for all desired missions or tasks, Little community Minor injuries not remaining remaining but there may be some qualification to the level Insignificant interest, low profile, no requiring first aid Project Project to which it would perform non-critical elements news items treatment, or near miss Budget Schedule of the mission or task. Few such qualifications would exist. Minor Would cause the delivered capability to be 2.5-10% of 2.5-10% of functionally fit for all desired missions or tasks, Low impact, some Minor Medical attention. remaining remaining but there would be some qualification to the passing interest, low Negligible impact on Project Project level to which it would perform non-critical news profile morale Budget Schedule elements of the mission or task. Several such qualifications would exist. Would cause the delivered capability to be partly functionally fit for purpose (i.e. degraded ability Significant Injury 10-14% of 10-14% of to perform all desired missions or tasks; Moderate impact, requiring medical remaining remaining however, there are known workarounds). There moderate public interest, Moderate attention. Short Term Project Project would be some qualification to the level to which public embarrassment, effect on morale and Budget Schedule it would perform (e.g. due to issues of moderate news profile business relationships, concurrency, etc.). Several such qualifications would exist. Would cause the delivered capability to be only Sustained public Serious Long Term 15-19% of 15-19% of partly functionally fit for purpose (i.e. degraded interest, high negative Injury. Temporary remaining remaining ability to perform some core missions or news profile, Major disablement. Significant Project Project essential tasks or unable to perform non-core Premier/Cabinet publicly impact on morale and Budget Schedule missions or tasks, and there are no known involved, third party business workarounds). action

Widespread public >20% of >20% of Would cause the delivered capability to be agitation, Government remaining remaining functionally unfit for its intended purpose (i.e. Catastrophic censure, high multiple Would cause loss of life. Project Project unable to perform core missions or essential impacts, widespread Budget Schedule tasks). negative news profile

Page 24 of 29

7.3. Appendix C: Likelihood Table Likelihood table

Explanation – Projects/ Business Likelihood Explanation – Operations FREQUENCY Case

It is expected to occur in most Could be expected to occur more Certain to circumstances, immediately or Expected to occur in most than once during the study or occur within a short period – likely to circumstances project delivery occur most weeks or months. Will probably occur in most Could easily be incurred and has Likely circumstances – several times a generally occurred in similar studies Probably will occur year. or projects.

Might occur at some time - within Incurred in a minority of similar Moderate probability of an Possible a one – two year period. studies or projects incident

Could occur at some time - in a Unlikely Known to happen, but only rarely. Low probability of an incident two - five year time frame.

May occur only in exceptional Has not occurred in similar studies Extremely low probability. Will Rare circumstances. Could be incurred or projects. Conceivable but in only occur in exceptional in a 5-30 year timeframe. extreme circumstances. circumstances

Page 25 of 29

7.4. Appendix D: Risk Matrix

CONSEQUENCE LIKELIHOOD Insignificant – 1 Minor - 2 Moderate - 3 Major - 4 Catastrophic - 5

Certain to occur 5 Moderate - 8 High - 14 Extreme - 20 Extreme - 23 Extreme - 25

Likely 4 Moderate - 7 Moderate - 10 High - 16 Extreme - 21 Extreme - 24

Possible 3 Low - 3 Moderate - 9 High - 15 High - 18 Extreme - 22

Unlikely 2 Low - 2 Low - 6 Moderate - 11 High - 17 High - 19

Rare 1 Low - 1 Low - 4 Low - 5 Moderate - 12 Moderate - 13

Page 26 of 29

Appendix E: Risk tolerances The tolerance level for each residual risk, and specific to Council and its objectives, is stated below:

Zero Willingness to accept no risk at all

Low Willingness to accept very little risk

Willingness to accept some reasonable Moderate risk

High Willingness to accept a high level of risk

7.5. Appendix F: Control definitions

RATING Definition Note

The control is designed in a manner that it can give reasonable assurance that the risk will be This definition applies to the design of Adequate mitigated. In other words existing systems and procedures cover known circumstances and the control provide reasonable assurance for majority of risks.

The design of the control is not sufficient enough to give reasonable assurance that the risk will be This definition applies to the design of Inadequate mitigated. There may be no systems and procedures in place, or existing systems and procedures the control are obsolete and require review

The control operates in a manner that is effective in terms of being consistent, complete, reliable This definition applies for the operating Effective and timely. effectiveness of the control

The control does not or partially operates in a manner that is not effective in terms of being This definition applies for the operating Ineffective consistent, complete, reliable and timely. effectiveness of the control

Page 27 of 29

7.6. Appendix G: Detailed Risk Areas

Aerodromes Animal Management Arts & Culture Caravan Parks / RV Facilities Cemeteries Coastal & Inland Waterways Includes: Beach/River/Lake front, Boat Ramps; Jetties Community Development Includes: Building Safety; Hire of Council Facilities; Leasing Council Land & Buildings Arrangements Economic Development Emergency Management Includes BCP and Disaster management and recovery Event Management Financial Management Governance Includes: Special Committees; Council Members HACC (Home And Community Includes: Home Maintenance; Care) Health - Inspections Food and other health inspections (proactive and reactive) Health - Provision of clinical e.g. Immunisation Programs services Human Resources Sustainability, Employer of Choice, Work Health Safety Information Technology Cyber Security, Technology Advancements, Soft Ware management Library Services Including home library, mobile library etc. Planning & Development Includes: Development Act; Development Assessment; Section 7 Playgrounds/Outdoor Gym Includes Nature Play Equipment Procurement, Contracts, Also covers Contract/Contractor Management Tenders Rail Interfaces Includes: Agreements, Risk Assessments Regulatory Includes: Parking Enforcement Roads & Footpaths Roads & Footpath Management Includes: Drones; Driverless Vehicles; CCTV; Electric Vehicle Charging Smart Technology Stations; Includes Leisure Facilities/Services; Recreational Reserves - sport & Sport/Recreation/Leisure non-sport Swimming Pools Coonalpyn Memorial Pool Tree Management Tourism Tourism - Visitor Centres Volunteers Volunteer Management Waste Management Includes: Rubbish Collection; Recycling Water Management Includes: CWMS; Drainage; Non-Potable water supply

Page 28 of 29

Review History Document Version Issue Date: Description of Change History No: Draft May 2020 Initial Document

Page 29 of 29

Risk Management Implementation and Communication Plan

Purpose

This Implementation and Communications Plan is to define who needs to be aware of and informed about the Coorong District Council’s risk framework and risk register, it defines how often information will be distributed and who will be responsible for the distribution.

Audience

There are both external and internal audiences and some individuals or groups will be a member of multiple audience segments. Some Council communications will reach all of these segments, while others will be targeted at specific groups.

External audiences include  Ratepayers  Residents  Contractors  Local Government Risk Services (LGRS)

Internal audiences include  Council staff  Council Members  Audit & Risk Committee  Volunteers Objectives

The Objective of this Implementation and Communications Plan is to ensure that all relevant stakeholders are aware and understand their roles in the effective management of risk at the Coorong District Council.

Risk Framework Communications and Implementation plan Version - Draft NOTE: Electronic version in the Content Manager is the controlled version Printed copies are considered uncontrolled. Before using a printed copy, verify that it is the current version Page 1 of 4

Communications Goals This Communications Plan has been developed with the following communication goals in mind:  Inform – Provide information about risk and opportunities.  Educate – All stake holders on what their role is in managing risks in their control via information and advice.  Support – Provide information and tools to stake holders to assist with implementation. Considerations and Support

Consideration Questions to ask Support materials / information

Presentation of plan What is our organisation’s style of presenting information? As per our Style Guide and Branding What level of detail does our organisation need in a communication plan? Guidelines

Communication approach What is our organisation’s risk management communication approach? Emails What types of communication does our organisation need to include? Regular risk reports produced for the executive, Audit and Risk Committee Periodic risk identification / awareness workshops. Articles included in staff letters, intranet etc. Planned staff training on risk management, including induction training. Risk Management messages in annual report. Induction programs Team/Staff/Toolbox meetings WHS Committee Posters etc. at key memo boards i.e. lunch rooms

All stakeholders and Who are our stakeholders and audience (internal/external) for communications? Council – Council Members audience for Audit & Risk Committee communication have been Executive Leadership Team identified. Managers / Coordinators All staff LGRS Volunteers Contractors

Frequency How often should messages be sent? As per the implementation and What will be the most beneficial frequency to issue communications? communications plan

Consideration Questions to ask Support materials / information

Approval Who needs to approve communications before they are distributed? Director Community & Corporate Who needs to approve the Framework Chief Executive Officer

Engagement Level

Implementation and Communications Plan Stakeholders Engagement Level Message/Content Channel/Method Timing/Date Frequency Prepared Sent Status by by

Internal

Council  Risk Framework Briefing Session Content information

session Information session  Risk Management (already Training completed)

Stakeholders Engagement Level Message/Content Channel/Method Timing/Date Frequency Prepared Sent Status by by

Internal

Executive  Review content ELT Briefing 23 September Leadership 2020 Team  Approval Approval ELT Meeting  Review strategic Quarterly risk register

Audit & Risk  Risk Framework Audit & Risk October 2020 Committee Content Committee briefing information

session

 Review strategic Reporting via risk register Quarterly standard meeting

Managers and  Content Information session October 2020 Coordinators information combined session managers

LGRS  Provide Email October 2020 documentation as evidence of completion

All staff  Content Information session November information / toolbox 2020 session

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

12. SECTION 41 COMMITTEES AND SECTION 43 SUBSIDIARIES

1. AUDIT & RISK COMMITTEE – MINUTES OF MEETING HELD 6 OCTOBER 2020

SMP Objective 3 Strategy 3.8 – Ensure Council finances and assets are A prosperous and managed to support changing community needs in a sustainable district. sustainable and cost-effective manner. Other Document Committee Terms of Reference Reference Statutory Requirement Yes – section 41 committees of Council are required to submit minutes of meetings. Financial Implications Nil Author of Report Executive Officer Officers Consulted Chief Executive Officer Recommendation That Council receive the minutes of the Audit & Risk Committee meeting held on 6 October 2020.

REPORT

The Audit & Risk Committee operates under Section 41 of the Local Government Act 1999 as a Committee of Council for the purpose of providing independent advice and making recommendations to full Council on matters relating to the corporate and financial governance of Council.

The Committee met on 6 October 2020 to discuss and consider reports (agenda can be accessed here), including the Audit & Risk Committee work program, external auditors’ progress report, report on financial results as at 30 June 2020, certification of auditor independence, draft 2019-20 financial statements plus audit report, Audit & Risk Committee performance report, CEO’s credit card report, and draft risk framework, communications plan and revised Risk Management Policy.

It is noted that separate reports have been included within this meeting agenda which require Council to consider recommendations from the Committee.

The next Audit & Risk Committee meeting is scheduled for 8 December 2020.

Attachments Audit & Risk Committee minutes, 6 October 2020

OCEO-11

Coorong District Council Minutes of the Audit & Risk Committee meeting held 6 October 2020

AUDIT & RISK COMMITTEE

Coorong Civic Centre Chambers 95-101 Railway Terrace, Tailem Bend (and by electronic means via Zoom) Tuesday 6 October 2020 at 10:02am

MINUTES

1. Welcome Committee Members: Ms Michele Bennetts (Presiding Member) Cr. Tracy Hill Cr. Sharon Bland Cr. Glynis Taylor

2. Present Bridget Mather, Chief Executive Officer David Mosel, Director Infrastructure & Assets Deb Brokenshire, Director Community & Corporate Rex Mooney, Consultant (via Zoom) David Papa, Bentleys (SA) Pty Ltd Judy Thompson, Finance Manager Ben Jarvis, Organisational Development Coordinator Rob Allison, WHS & Risk Officer Ashlee Crossman, minute taker

3. Apologies Cr. Lisa Rowntree

4. CONFIRMATION OF MINUTES – AUDIT & RISK COMMITTEE MEETING HELD 2 JUNE 2020 Moved Cr. Bland, Sec. Cr. Hill that the minutes of the Audit & Risk Committee meeting held on 2 June 2020 are received and noted. CARRIED UNANIMOUSLY

5. BUSINESS ARISING FROM MINUTE ACTION LIST NIL

6. WORK SCHEDULE – AS AT 25 SEPTEMBER 2020 Moved Cr. Hill, Sec. Cr. Bland that the Audit & Risk Committee receives and notes the work program as at 25 September 2020. CARRIED UNANIMOUSLY

7. PROGRESS REPORT – EXTERNAL AUDITORS Moved Cr. Bland, Sec. Cr. Taylor that the Audit & Risk Committee receive and note the report of audit findings undertaken by Bentleys SA for the year ending 30 June 2020. CARRIED UNANIMOUSLY

1 These minutes are subject to final ratification at the next council meeting. Where an amendment results in the change of intent then a revised copy will be forwarded with the subsequent meetings minutes.

Coorong District Council Minutes of the Audit & Risk Committee meeting held 6 October 2020

8. REPORT ON FINANCIAL RESULTS AS AT 30 JUNE 2020 Moved Cr. Bland, Sec. Cr. Hill that the Audit & Risk Committee advise Council that: 1. It has reviewed and discussed the Report for Financial Results for the year ending 30 June 2020; and 2. It has compared the variances to the Adopted Budget. CARRIED UNANIMOUSLY

9. 2019/20 FINANCIAL STATEMENTS – CERTIFICATION OF AUDITORS INDEPENDENCE Moved Cr. Bland, Sec. Cr. Taylor that the Audit & Risk Committee endorses the Presiding Member of the Audit & Risk Committee and the Chief Executive Officer to sign the Certification of Auditor Independence for inclusion within the Annual Financial Statements for the year ended 30 June 2020. CARRIED UNANIMOUSLY

10. DRAFT FINANCIAL STATEMENTS FOR YEAR ENDING 30 JUNE 2020 & AUDIT REPORT Moved Cr. Bland, Sec. Cr. Hill that the Audit & Risk Committee advise Council that it has reviewed and discussed the 2019/20 Financial Statements with the Auditor and believe they represent a true and fair report of Council’s finances for the year ending 30 June 2020. CARRIED UNANIMOUSLY

11. AUDIT & RISK COMMITTEE PERFORMANCE REPORT Moved Cr. Hill, Sec. Cr. Bland that the Audit & Risk Committee recommends to Council that the Audit & Risk Committee Performance Report be ratified and included in Council’s Annual Report for 2019/20 with the following amendments:  The status of non-committee Council Members attending meetings to include ‘observation to attend’;  Schedule of meeting to be amended to show that the has Mayor stood down from the Audit & Risk Committee; and  Key activities of the Audit & Risk Committee to reflect the full Committee recommendations. CARRIED UNANIMOUSLY

12. CREDIT CARD REPORT – CHIEF EXECUTIVE OFFICER Moved Cr. Taylor, Sec. Cr. Bland that the Audit & Risk Committee receive and note the Chief Executive Officer’s Credit Card Report to 31 August 2020. CARRIED UNANIMOUSLY

2 These minutes are subject to final ratification at the next council meeting. Where an amendment results in the change of intent then a revised copy will be forwarded with the subsequent meetings minutes.

Coorong District Council Minutes of the Audit & Risk Committee meeting held 6 October 2020

13. DRAFT RISK FRAMEWORK, RISK FRAMEWORK COMMUNICATIONS PLAN AND REVISED RISK MANAGEMENT POLICY Moved Cr. Taylor, Sec. Cr. Hill that the Audit & Risk Committee recommend that Council: 1. Adopt the Risk Management Policy as endorsed by the Audit & Risk Committee; 2. Adopt the Risk Framework as endorsed by the Audit & Risk Committee; and 3. Adopt the Risk Framework Implementation and Communication Plan. CARRIED UNANIMOUSLY

14. OTHER BUSINESS The Chair invited the Chief Executive Officer to provide Members an update on any arising matters. Chief Executive Officer provided an update on the impacts of the COVID- 19 public health emergency.

15. NEXT MEETING The next meeting is scheduled for 8 December 2020.

16. CLOSURE Meeting closed at 11:32am.

3 These minutes are subject to final ratification at the next council meeting. Where an amendment results in the change of intent then a revised copy will be forwarded with the subsequent meetings minutes.

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

2. PANGARINDA BOTANIC GARDEN COMMITTEE – MINUTES OF MEETING HELD 30 SEPTEMBER 2020

SMP Objective 1 Strategy 1.5 – Promote volunteering and encourage, A caring, healthy and value and support community volunteers. resilient community. Other Document Committee Terms of Reference Reference Statutory Requirement Yes – section 41 committees of Council are required to submit minutes of meetings. Financial Implications Nil Author of Report Executive Officer Officers Consulted Chief Executive Officer Recommendation That Council receive the minutes of the Pangarinda Botanic Garden Committee meeting held on 30 September 2020.

REPORT

The Pangarinda Botanic Garden Committee was formed under Section 41 of the Local Government Act 1999 for the purposes of maintaining, managing and improving the land within the Pangarinda Botanic Garden, including development of a botanic garden which conserves and protects native plant species.

Items of discussion from the Committee’s meeting held on 30 September 2020 included:  SA Murray-Darling Basin NRM volunteer grant  Communities Environment Program Tracks & Trails and habitat boxes grant status  Donations from Gardens SA and Australian Plant Society  Pangarinda Land Management Plan  Hosting of Murray Bridge High School intellectually disabled student volunteers  Vehicle access track management

Attachments Pangarinda Botanic Garden Committee minutes, 30 September 2020

OCEO-12

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Pangarinda Botanic Garden Committee General Meeting Minutes September 30, 2020, Pangarinda 10:30 am

Present: John Barrie, Julie Barrie, Paul Bartlett, Kaye Bartlett, Bill Scutchings, Phil James (Sparky), Brenton Qualmann, Keith Walters, Margaret Walters, Samantha Blight, Patsy Crabb (CDC volunteer manager).

Apologies: Kevin Kropinyeri, Peter Warbout

Committee Members:

Julie Barrie (Chair) Keith Waters Paul Bartlett Margaret Walters

Jack Hunt (Vice-Chair) Peter Warbout Kaye Bartlett John Barrie

Samantha Blight (secretary) Kevin Kropinyeri Brenton Qualmann (Council rep)

Receipt of Minutes of Meeting held January 15, 2020 – Accepted: Jack Hunt Moved: Margaret Walters

Business Arising:

 SA MDB NRM volunteer grant $1000 – Purchase of chainsaw and chaps – COMPLETED

 Communities Environment Program Tracks & Trails and habitat boxes grant status – ONGOING o Extension of access Tracks - Nearly completed – need 2 more truckloads of 20mm rubble to finish off. Liaise with Council regarding delivery of rubble. o Installation of natural habitat hollows – Outstanding – Discussion was had regarding attachment method and most suitable locations. S. Blight will take some hollow logs to site on Wednesday October 7, 2020 to experiment with placement and attachment methods.

 Open Gardens SA donation for walking track extension . A short 350m easy access walking trail with start located at main gate and information shelter. – COMPLETED

 Annual donation of $1000 from Australian Plant Society (APS) – Installation of 92 plant name signs - COMPLETED  Pangarinda Land Management Plan o Governance: Volunteer group to remain a Section 41 Committee of Council. o Land management plan detailing weed control including fire fuel load hazard reduction works, maps highlighting entry & exit points, walking trail locations, locations of infrastructure, a plant species list, detail of future directions/aspirations.

OCEO-13

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

 Murray Bridge High School Intellectually disabled student volunteers are looking to return on Wednesday October 21, 2020 to assist with garden maintenance activities including weeding, tidying up, planting and watering.

 Request blocking off vehicle access track from toilet block through road reserve to southern gate entrance. This is part of the Heritage walking trail and it is being observed that more people are driving their vehicles along this track which poses a hazard to walkers and increases the risk of an accident between vehicles and pedestrians.

 Finance Report – presented by S. Blight

o Communities Environment Program Grant of $20,000 has been expended to budget. o OGSA donation of $5,000 towards walking trail extension expended as budgeted.

 WHS Report – No incidents or near misses reported.

 Correspondence

o Hindmarsh Island bird watching group sent an email commenting on how excited the group were with the visit, they thoroughly enjoyed walking through the garden and identified 46 different species of birds.

 Any Other Business o It has been observed that Lincoln weed seed has been brought in with the rubble for the vehicle and walking tracks from Chapmans pit.

 Meeting Closed: 12:30pm

OCEO-14

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

ACTION TABLE:

ITEM ACTION RESPONSIBLE PERSON (S) STATUS Outstanding /Completed 1 Compile a letter to OGSA notifying them Samantha Blight Outstanding that monetary donation towards walking path is completed, and invite them to inspect.

1.a. Get a small sign made indicating that OGSA Samantha Blight Outstanding funded that particular walking track.

2 Request dry powder extinguisher for ride- Samantha Blight Outstanding on lawnmower (current extinguisher is Coorong District Council empty).

3 Request for a blue ‘toilet’ finger sign to be Steve Latham Outstanding located on Pangarinda Drive opposite entrance to location of toilet. Coorong District Council

4 Request from Council timber sleepers and Samantha Blight Outstanding materials to make twelve bench seats for placement along walking tracks.

5 There is a need to reinforce the eastern Paul & Kaye Bartlett Outstanding boundary fence to deter adjoin landholders cattle from destroying – speak with landholder to work together to perhaps run an electric wire across the top, powered by a small solar panel.

6. Request placement of large boulders to Steve Latham Outstanding block off vehicle access on track near toilet block.

7. Develop & strategically place interpretive Kaye Bartlett Outstanding signage providing information relating to the different plant associations occurring in John Barrie that particular area. Samantha Blight

Go to index

OCEO-15

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

13. COMMUNITY AND CORPORATE

DIRECTOR COMMUNITY & CORPORATE

1. CLIMATE VARIABILITY POSITION STATEMENT

SMP Objective 3 Strategy 3.9 – Facilitate environment, land care and A prosperous and water related initiatives to support primary production, sustainable district. tourism development & local employment or to restore/conserve significant habitats. Other Document Nil Reference Statutory Requirement N/A Financial Implications Nil Author of Report Development & Environmental Services Coordinator Officers Consulted CEO, Director Community & Corporate, Community, Senior Sustainability Officer , Sustainability Officer Recommendation That Council approves the Climate Variability Position Statement as recommended in the report.

REPORT

Purpose

For review and consideration on a Climate Variability Position Statement to accompany relevant content on Council’s website and for reference in relevant funding applications and public documents.

Background

Council held a Climate Adaptation Workshop on 18 August 2020, an outcome of which was for staff to develop a Position Statement for further Council consideration. The Statement is intended to acknowledge global climate variability and the potential impacts upon our community and environment. The Statement emphasises that Council will take these factors into consideration in decision making whilst maintaining knowledge and informing the community of actions being taken. It is intended the Statement will be published on Council’s website accompanied by information on current and planned Council activities such as Local Action Plan projects, solar installations and other relevant activities.

In developing the recommended Position Statement regard was given to notes from the workshop and the general principles expressed by Council Members.

CC-1

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

In addition, other council statements were reviewed and used to assist in drafting the statement presented.

Recommendation

It is recommended that the following Position Statement is adopted by Council for publication on Council’s website and for reference in relevant funding applications and public documents:

The effects of climate variability are being felt across our district with our environment, landholders, and the wider community having to adapt farming practices and lifestyles associated with:

 Increased frequency and intensity of heatwaves  Increase in average temperature  Lower rainfall and decrease of growing season rainfall  Timing and intensity of rainfall events  Increase in intensity of bushfires  Increased coastal hazards such as erosion and flooding related to sea level rise combined with storms  Increased intensity of frost events  Increased pressure on water resources

Council acknowledges and respects a scientific and evidence based assessment of the global impacts as stated in the Intergovernmental Panel on Climate Change’s (IPCC’s) 5th Assessment Report which shows that that human influence on the climate system is clear. In its recent Special Report, the IPCC details the impacts of global warming of 1.5 °C above pre-industrial levels.

Our region is part of the Murray Basin and climate projections indicate that average temperatures will continue to increase with more hot days and warm spells. Rainfall will decline, interspersed with heavy rainfall intensities.

Council will consider the likely impacts of climate change for all our current and planned activities, whilst applying principles of sustainability and adaptation in decision making. Council Members and staff will continue to be informed on the risks posed by climate variability and developments in science, environmental management and technology. Information will be published and regularly updated on Council’s website informing the community of actions being taken by Council in response to the existing and likely impacts of climate variability within our district.

CC-2

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

2. AUDIO VISUAL (AV) UPGRADE PROJECT – COORONG CIVIC CENTRE CHAMBERS

SMP Objective 1 Strategy 1.7 – Achieve or implement the statutory and A caring, healthy and core responsibilities of Council. resilient community. Other Document Code of Practice – Meeting Procedures Reference Statutory Requirement State Records Act Financial Implications $20,000 (incl. GST) capital purchase, plus additional staff resourcing Author of Report Information Technology Officer Officers Consulted Director Community & Corporate Recommendation That Council: 1. Support the continuation of livestreaming during and post COVID-19; and 2. Approve the purchase and implementation of audio visual equipment for the Coorong Civic Centre Chambers to the amount of $20,000 through Budget Review #1.

REPORT

Purpose

To consider the continuation of the livestreaming of Council meetings and, if supported, the purchase and implementation of a professional audio visual equipment upgrade within the Civic Centre Council Chamber.

Background

Historically, Council has conducted its meetings in a face-to-face capacity with a public gallery in attendance. The ability to continue to conduct meetings this way was suspended on 22 March 2020 due to the Covid-19 pandemic when the State Co-ordinator for SA declared that a Major Emergency was occurring in respect to the outbreak.

Consequently, Notice No 1 was introduced in relation to the Meeting Procedures Code of Practice allowing councils to live stream and/or record meetings. Coorong District Council updated the Code of Practice in accordance with Notice 1 and implemented the live streaming and recording of its meetings.

Council commenced recording its meetings in April of 2020, and eventually live streaming to YouTube using Zoom by utilising existing hardware and some loaned hardware.

At this time, meetings were being held in the Sturt Board room where minimal people attended and most Elected Members attended via Zoom.

CC-3

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

With the easing of some of the restrictions of the State Emergency, Council meetings were relocated to the Civic Centre Council Chamber where specific numbers of people could physically attend. Most Council Members now attended meetings in person with the recording/live streaming facility continuing to ensure the public are able to see the Council meeting in a live environment.

Discussion

At present the larger Council Chamber does not facilitate the equipment currently available to Council. Due to the size and design of the room, more specific equipment is required to ensure improved sound quality can be achieved enabling the public to properly hear the proceedings.

IT staff have been investigating options to improve the quality of live meetings since the implementation of the emergency declaration. Initially high costs and limited internet speeds made any proposed improvements not feasible at the time.

The Tailem Bend Civic Centre Chamber currently has two data projectors supplying images behind the Mayor’s desk along with a single TV used to display the Zoom meetings hosting the live stream to YouTube. There is no microphone or video infrastructure in the chamber. Currently audio for any streamed videos is poor due to the large space and limited microphone equipment.

Earlier this year Council moved to the improved NBN internet infrastructure allowing for much higher upload speeds thus enabling the live streaming and video conferencing from multiple individuals at once and allowing genuine consideration of possibilities moving in to the future.

With the improved upload speeds now available, consideration has been given to options available and how Coorong District Council will provide access to meetings

Continuation of livestreaming

Although the emergency declaration continues, consideration towards the future direction Council wishes to take in relation to the provision of public access to Council meetings via electronic means is required.

Overall, the local government sector appears to be embracing the provision of electronic (livestreaming) meeting access as a ‘new normal’ and it is unlikely many Council’s will cease its use when the emergency declaration has been removed. The provision of electronic access for the public is an important addition to all council’s commitment of ensuring openness and transparency of their conduct.

To ensure Coorong District Council keeps pace with ever changing technology, provision of information and improved customer service to the public, it is considered extremely beneficial for the current livestreaming of meetings to continue, even when the major emergency has been lifted, however continued streaming of meetings will hinge on an appropriate microphone/audio system being installed. CC-4

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Other considerations

The initial outlay and installation of the audio visual equipment is a portion of the overall assessment requiring consideration.

Staffing

Should Council support the continuation of livestreaming of its meetings into the future it is to be noted that there will be an impact to staffing due to the need for IT expertise to remain on-site in case of technological issues that may occur.

Previously, the Executive Assistance was the only staff member required to attend however, a technical IT officer will be required to remain at the office and available for each meeting for the following purposes:

• Setup and test equipment prior to meeting • Start recording and streaming of meeting • Admit remote attendees when required • Pause video/Audio when required and when entering and exiting confidence items • End stream and recording • Store recoding on separate hard disk • Upload video to YouTube when required • Pack up equipment before space open to public gallery • Ongoing maintenance of equipment including software updates

As meetings are currently held at 2pm, relevant staff are not generally required to remain after hours, however, Council may decide meetings are to return to a 6pm start. When this occurs both the Executive Assistant and the IT professional will be required to remain on–site for the duration of the meeting (and the ensuing ‘clean up’, uploading etc following the meeting). It is likely they will be required to work until late into the evening.

This means Council is obligated to ensure staff are treated in accordance with the Award and EB e.g. minimum 10 hr break etc. By requiring the IT officer to remain on-site for Council meetings will result in a change of hours for his attendance during work hours, thus impacting on the day-to-day operations of IT.

Security/Storage

As the Chambers are also utilised as a public gallery when not in ‘official’ use, members of the public are able to (reasonably) freely access the area. This will require equipment associated with the proposed AV upgrade to be removed and secured from easy access after each use.

A storage unit will be required to provide adequate space for the storing of all relevant equipment.

CC-5

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

It is proposed the storage unit will not impact on the current area available for use in the Chamber and will be aesthetically complementary to the current design/furnishings.

Electronic storage

The recording of Council meetings is an option available in addition to the livestreaming of meetings. Such recordings are referred to as “video files” and require a large amount of electronic storage. There is currently limited electronic storage available through ‘renting’ from Council’s service provider and the current capacity available is not large enough for these video files to be stored.

There is no legislative requirement for Council to keep/store recordings of Council meetings. Recordings may be removed upon completion of Minutes.

Should Council require video recordings of Meetings be kept, a determination will be required specifying how long recordings are to be kept e.g. one month, six months along with consideration of the budget impact associated with purchase of additional electronic storage space.

This determination will be sought at the time of updating the Meeting Procedures Code of Practice where more details will be provided in relation to associated costs etc.

Since the introduction of electronic meetings, video recordings are not kept in Council’s electronic records management system (and are not required to be legislatively), however they are available on YouTube.

Proposal

An investigation into the best and most cost efficient options available has been conducted with quotes received from three different companies. On-site visits were conducted by company representatives where an assessment of the best options were considered.

As a result, the proposed upgrade of Civic Centre Chamber audio includes:

1. Microphones on each desk for Council Members and a single mic for presenters 2. Dedicated AV controller and amplifier 3. Upgradable and able to incorporate camera with options to upgrade to additional cameras and screens. 4. As little manual operation required as possible

Additionally, the following considerations have also been taken into account to determine the most efficient, effective and cost effective option available:

CC-6

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

 Legislative requirements  Technical capabilities and considerations  Existing infrastructure/equipment  Options and platforms for streaming  Planning for the future

Should the proposed upgrade be ratified, staff will develop operating procedures to ensure appropriate controls are in place for its use. It is important all users are trained and have an understanding of best practice to maximise the ‘usage life’ of the equipment e.g. when it is turned on and off (going into confidence, adjournments etc), controller etc

The diagram below provides Members with a summarised version of the proposed system.

CC-7

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

3. REPORT ON FINANCIAL RESULTS AS AT 30 JUNE 2020

SMP Objective 1 Strategy 1.7 – Achieve or implement the statutory and A caring, healthy and core responsibilities of Council. resilient community. Other Document Annual Business Plan & Budget Policy Reference Asset Management Plans Long Term Financial Plans Statutory Requirement Local Government (Financial Management) Regulations 2011, Part 2, Regulation 9 Financial Implications Nil Author of Report Finance Manager Officers Consulted Chief Executive Officer, Director Community & Corporate, Director Infrastructure & Assets Recommendation That Council receive the Audit & Risk Committee’s advice that: 1. It has reviewed and discussed the Report for Financial Results for the year ending 30 June 2020; 2. It has compared the variances to the Adopted Budget; and 3. Consider the 2019/20 Financial Statements are reasonable and accurate.

REPORT

This report details the Financial Results for year ending 30 June 2020, which includes:

 Key Financial Indicators  Statement of Comprehensive Income  Statement of Financial Position (detailed adjustments between the adopted 2019/20 budgets to audited financial statements for year ending 30 June 2020) in order to reconcile to the end of year.

Significant Item

The Federal Government continued its practice whereby they prepaid approximately half of the 2020/21 Financial Assistant Grant allocation of $1,665k in 2019/20. These funds have been treated as income for 2019/20 grant income in accordance with Australian Accounting Standards Board (AASB) 1058.

Key Financial Indicators

Note 15 has been based on Council’s key financial indicators and sustainability performance targets in order to ensure the long term financial sustainability of Council, covering its operational expenses and community assets, as well as maintaining services.

CC-8

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

The following table represents the key financial indicators and variances explained between the adopted budgets to audited financial statements for year ending 30 June 2020.

The Adjusted Ratios corrects for the resulting distortion in key ratios for the year ending 30 June 2020 and provide a more accurate result, by removing the Federal Government advance payments made prior to 30 June 2020, from future year allocations of financial assistance grants (FAGS).

Financial Adopted YE Note 15. Financial Indicators 2019/20 2020 Movement

1. Operating Surplus Ratio -2.4% 5.7% 8.1% Adjusted Operating Surplus Ratio 5.1%

2. Net Financial Liabilities Ratio 16.0% 14.0% -2.0% Adjusted Net Financial Liabilities Ratio 25.0%

3. Asset Renewal Funding Ratio 85.7% 93.0% 7.3%

1) Operating Surplus/Deficit & Operating Surplus Ratio:

Operating Surplus – Council’s overall surplus was improved from the adopted forecast deficit. This is a result primarily reflected in the employee costs as a result of staff vacancies throughout the financial year. At 30 June 2020 there were approximately five (5) FTE equivalent vacant positions across Council. The adjusted ratio shows the net Council Operating Surplus ratio as an improvement after the FAGS grant (received in advance as at 30 June 2020) was removed.

As per AASB 15 and 1058, income recognition (where a tied grant, i.e. Drought Communities Project Round 2) was not expended in the current year but recognised as a liability as at 30 June 2020 and will be recognised as income in 2020/21 on completion of projects.

2) Net Financial Liabilities Ratio:

The decrease of Council’s Net Financial Liabilities Ratio from the adopted budget to actual result remains in target range. Council continues to reduce it borrowings and only undertakes borrowings, if required, in accordance with Council’s Treasury Management Policy. Nevertheless, in 2019/20 Council did not require borrowings.

3) Asset Renewal funding Ratio:

CC-9

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

This ratio increased slightly, largely credited to grant funding received. This allowed Council to reassess future renewal works and bring them forward to undertake during the 2019/20 financial year.

Statement of Comprehensive Income

Council reported a consolidated operating result for year ending 30 June 2020 before capital revenue, resulting in $921,000 surplus compared to the forecast operating deficit of $376,000. This should be noted that again, the FAG was received in advanced which presents a timing issue and impacts favourably in the 2019/20 financial statements.

Total operating income for 2019/20 saw an increase of $854,000 to the forecast, which was due mostly to a raise in rate & services revenue, grants for Coorong Tatiara Local Action Plan (CTLAP), supplementary roads grants, reimbursement for private works, waste & shared services, insurances and an electricity cost audit. This was offset by a minor reduction within statutory & user charges and other revenue.

Operational employee costs had a reduction of $844,000. This was due to a combination of recognising staffing capital project costs and vacancies. There was an associated increase in Materials, Contracts and Other Expenses due to the backfilling of these vacancies, works associated with grant funding, legal fees and repairs to major plant due to replacement delays.

Financial charges were lower than expected due to limited borrowings as a result of grants paid in advance which supported Council’s cash flow. Further, due to delays in capital works projects, no borrowings were required for the 2019-20 financial year. Additionally, interest rates continued to fall over the financial year and this was not reflected in the adopted budget.

The Net Loss on Asset Disposal of Fixed Assets was $1,497,000 as a result of the undertaking of renewal works with grants received. These are renewed before the asset is due or as a result of the incorrect life of an asset (which generates lower annual depreciation rates).

Another key item from the consolidated operating statement is the “Amounts Received for New & Upgraded Assets of $1,715,000.” Council received this funding for new/upgraded assets which increased $58,000 from the adopted budget to $1,657,000 in recognition of grants received for new assets.

The grants received (totalling $1,715,000) are directly related to Capital Projects:

 Kulde Road - $532,000  Murray Darling Basin Economic Development Program (Raukkan Trail & Meningie Jetty & Pontoon) - $43,000  Dickson Reserve - $125,000

CC-10

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

 Drought Communities Programme – Extension Funding Phases 1 and 2 - $1,015,000

Adopted Results Variance Comment Budget Year 2019/20 End (AFS) INCOME $,000 $,000 $,000 Rates - General & Other 9,991 10,087 96 Rates increase 3% & growth 2.15%. Growth is not budgeted as unknown at time of consultation and finalising the ABP. Capping & objections where not required. Reduction in Interest & fines due to Council resolution in relation to COVID-19.

Statutory Charges 153 145 (8) User Charges 253 251 (2) Grants & Subsidies 4,635 5,239 604 Increase in grants from CTLAP and roads (Kulde & Seven Mile).

Investment Income 10 10 0 Reimbursements 108 283 175 Increase in reimbursement as a result of electricity audit, private works and waste services, shared services, insurances. Other Revenues 261 250 (11)

Total Operating Income 15,411 16,265 854

EXPENDITURE $,000 $,000 $,000 Employee Costs 5,194 4,350 (844) Result due to a number of vacant positions and staff working on capital projects.

Materials, Contracts & Other 6,191 6,630 439 Increase as a result of contracted Expenses professionals/consultants backfilling some vacant positions, works associated with grant funding (ie. Drought, CTLAP) legal fees, repairs to major plant. Depreciation 4,243 4,239 (4) Finance Charges 159 125 (34) Borrowings minimised due to cash available during the year, unpaid creditors and/or capital works delayed or deferred. Total Operating Expenditure 15,787 15,344 (443)

OPERATING SURPLUS/(DEFICIT) (376) 921 1,297

Gain/Loss on Disposal of Assets 0 (1,497) (1,497) Result of road renewal works.

Amounts Received Specifically for 1,657 1,715 58 New Assets NET SURPLUS/(DEFICIT) transferred to 1,281 1,139 (142) Equity Statement

CC-11

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Statement of Financial Position

Total Equity increased by $5,960,000 as a result of the net surplus and evaluation of unsealed roads.

Total current assets increased by $1,922,000. This was largely as a result of the increased cash on hand funds (due to grants in advance payments, outstanding debtors including rates, services & sundry debtors and major increase in inventories).

An increase in the Total Non-Current Assets was related to the increased capital works for Roads, Building, Dickson Reserve and revaluation of unsealed roads.

Total current liabilities increased by $2,186,000 due to the late receipt of invoices for works undertaken in June 2020, the reinstatement of quarries and movement of annual and long service leave liability.

Total non-current liabilities decreased by $1,553,000 due to a reduction of the loan repayable for 2020/21.

CC-12

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Adopted Results Variance Budget Year End 2019/20 (AFS)

ASSETS

CURRENT ASSETS $,000 $,000 $,000

Cash & Cash Equivalents 2,589 3,461 872 Increase in cash is due to Grants received in advance for grant funded projects.

Trade & Other Receivables 1,311 2,027 716 Increase in Other Debtors is a result of Drought Communities Program Phase 1 not fully received, increase in outstanding rates and GST recoupment.

Inventories 125 459 334 Increase due to purchase of material from quarries for works to be undertaken in future years. Total Current Assets 4,025 5,947 1,922

NON-CURRENT ASSETS $,000 $,000 $,000

Financial Assets 36 128 92 Infrastructure, Property, 246,568 252,084 5,516 Change due to increased works from Plant & Equipment Grant Funding projects and the revaluation of the Unsealed Roads undertaken in June 2020. Other 18 0 (18) Total Non-Current Assets 246,621 252,212 5,591

TOTAL ASSETS 250,646 258,159 7,513

LIABILITIES

CURRENT LIABILITIES $,000 $,000 $,000

Trade & Other Payables 1,623 3,733 2,110 Increase due to late receipt invoice (mostly related to capital projects) undertaken in June 2020. Borrowings 357 292 (65) Short Term Provisions 904 1,062 158 Increase is a result of future reinstatement/restoration for quarries (when no longer viable) and annual & long service leave movement (in & out). Other 16 0 (16) Total Current Liabilities 2,901 5,087 2,186

Adopted Results Variance (cont) Budget Year End 2019/20 (AFS) NON- CURRENT $,000 $,000 $,000 LIABILITIES CC-13

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Long Term Borrowings 3,202 2,543 (659) No new loans raised in 2019/20 due to available cash from grants unspent and FAGS received in advance. Long Term Provisions 259 284 26 Total Non-Current 3,460 2,827 (633) Liabilities

TOTAL LIABILITIES 6,361 7,914 1,553

NET ASSETS 244,285 250,245 5,960

EQUITY Accumulated Surplus 34,360 30,421 (3,939) Asset Revaluation Reserve 209,227 218,202 8,975 Net revaluation of Unsealed Roads. Other Reserves 698 1,622 924 Increase due to transfer from CWMS, CTLAP and water (unspent). TOTAL EQUITY 244,285 250,245 5,960

CC-14

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Capital Expenditure

Council’s overall expenditure decreased by $441,315 as detailed below. This resulted in net cash provided by financing activities (loans borrowing) hence not required.

As presented in the Coorong Finance Committee meeting on 18 August 2020, the following projects are recommended for carryover to ensure the completion of these capital works highlighted in Council’s 2019/20 Annual Business Plan. There are two projects that are either fully or partially grant funded:

1. IT Corporate System (expression for tenders now closed) 2. Coorong Civic Centre Streetscape project 3. Meningie Jetty & Pontoon (grant funded, completion date November 2021) 4. Revitalising Raukkan project (grant funded, completion date April 2022) 5. Rotunda Tailem Bend - land purchase (settlement approximately October 2020) 6. Fleet Vehicles (delayed delivery due to COVID-19) 7. Coorong Seven Mile Road (works delayed and have received grant funding for 2020/21)

Adopted Budget Year End Proposed Item Variance Comment (Excludes Actual Carryover $ income) REPLACEMENT ASSETS Information Technology 74,000 1,090 72,910 72,910 Funds to be carried over as Capital part of the new corporate system approved in the 2020/21 budget. CWMS Capital 585,000 542,951 42,049 Depot fuel tank 22,000 23,673 - 1,673 Buildings (Various via 78,000 81,729 - 3,729 AMP) Coorong Civic Centre, 38,000 8,257 29,743 29,740 Carryover for office building modifications for streetscape project in lieu of safety purposes bollards. Irrigation 25,000 23,385 1,615 Park Furniture 13,000 23,887 - 10,887 Dickson Reserve, Tailem 88,000 72,390 15,610 Bend

Bollards 8,257 - 8,257 BR#2 updated.

Tailem Bend Train Park 25,000 25,633 - 633 Playground 65,000 56,094 8,906 Major Plant & Machinery 103,000 40,678 62,322 Remaining funds NOT required to be carried over. CC-15

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Item Adopted Year End Variance Proposed Comment (cont) Budget Actual Carryover $ (Excludes income)

Water Supply Capital 20,000 19,902 98

Other Vehicles (Light 106,000 - 106,000 106,000 Needs to be carried over. Fleet) Procurement process undertaken in 2019/20 with all vehicles being order prior to EOFY. Due to Covid-19, vehicles were not able to be delivered by EOFY Jetties (Other) 15,000 15,741 - 741 Road - Unsealed 1,497,000 1,419,598 77,402 Coorong Seven Mile 123,080 - 123,080 26,920 Grant receipted to undertake Project - unspent funds to be carried over. As some portion of works were undertaken in 20-21 FY due to Native vegetation & inclement weather delays Road - Sealed 940,000 843,769 96,231

Kulde Road 188,333 - 188,333 Grant receipted to undertake Project

Footpath 55,000 59,060 - 4,060 Kerb & Guttering 100,000 99,470 530 Total Replacement 3,849,000 3,676,977 172,023 235,570 Assets

NEW/UPGRADED ASSETS Information Technology 39,000 15,805 23,195 23,195 Funds requested to be carried Capital over to the renewal/upgrade of the corporate system, (currently with LGA Procurement)

Kulde Road 1,064,000 1,064,000 - Project completed (partly grant funded)

Public Toilets Tailem Bend 300,000 - 300,000 Project was moved to 2020/21

Revitalising Raukkan - part 500,000 13,080 486,920 106,920 Due to COVID-19, changes to of Murray Coorong Trail milestones have been moved out though project still to be completed by April 2022.

CC-16

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Item Adopted Year End Variance Proposed Comment (cont) Budget Actual Carryover $ (Excludes income) Meningie North Jetty 500,000 30,115 469,885 19,885 Capital grant funding matched Upgrade & Floating with capital expenditure. Pontoon Tender to be let June 2020, work expected to start July 2020. . Project required to be completed by 31 December 2020. Murray Coorong Trail 45,000 10,819 34,181 The $45,000 was budgeted to assist with completion of the Tailem Bend to Wellington and Meningie to Coorong sections of the trail. Due to being under resourced (for a period of eight months) and COVID-19, this resulted in the project delivery being delayed. In light of the recent decision by Council to support the additional allocation of funds from the Local Roads and Community Infrastructure Program and the intention to use that to leverage additional funding opportunities we are in a position to not require the unspent funds to be rolled over. Wellington East Reserve - 7,085 - 7,085 Further expenditure unknown MDB Econ Dev Grant - waiting on grant to be notified (fully funded $450,000).

Dickson Reserve, Tailem 250,000 300,112 - 50,112 Partly grant funded project. Bend

Rotunda TB Land - - 32,700 Discussion of Council minute Purchase 086/20 - contract signed early July 2020, waiting on Ministerial approval and settlement approximately October 2020. Peake Cemetery Upgrade 18,662 - 18,662 Fully funded grant – DCP Phase 1 Meningie Cemetery 23,217 - 23,217 Fully funded grant – DCP Upgrade Phase 1 Tailem Bend Cricket - - Fully funded grant – DCP Clubrooms Phase 1 Meningie Lions Park 84,092 - 84,092 Fully funded grant – DCP Upgrade Phase 1 Meningie Footpath 151,160 - 151,160 Fully funded grant – DCP Upgrade Phase 1

CC-17

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Item Adopted Year End Variance Proposed Comment (cont) Budget Actual Carryover $ (Excludes income)

Sherlock Public Toilets 114,124 - 114,124 Fully funded grant – DCP Phase 1 Peake Public Toilet 100,713 - 100,713 Fully funded grant – DCP Upgrade Phase 1 Coomandook Footpath 118,625 - 118,625 Fully funded grant – DCP Upgrade Phase 1 Tailem Bend Street 362,099 - 362,099 Fully funded grant – DCP Sealing Phase 1 Drought Communities 15,000 - 15,000 Work in progress - project to Programme – Round 2 be completed by December 2020 as part of the DCP Round 2.

Total New/Upgrade 2,698,000 2,428,708 269,292 182,700 Total Capital 6,547,000 6,105,685 441,315 418,270 Expenditure

CC-18

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

4. 2019/20 FINANCIAL STATEMENTS – CERTIFICATION OF AUDITORS INDEPENDENCE

SMP Objective 4 Strategy 4.1 – Ensure council finances and assets are Collaborative and managed to support changing community needs in a respectful relationships sustainable and cost-effective manner. amongst community, elected members and council staff. Other Document N/A Reference Statutory Requirement Part 4 Local Government (Financial Management) Regulations 2011 Financial Implications Nil – execution only Author of Report Finance Manager Officers Consulted Chief Executive Officer, Director Community & Corporate, Director Infrastructure & Assets Recommendation That Council endorses the Presiding Member of the Audit & Risk Committee to sign the Certification of Auditor Independence for inclusion within the Annual Financial Statements for the year ended 30 June 2020.

REPORT

As part of the Annual Report process, Council must provide a Statement of Independence (signed by the Chief Executive Officer and the Presiding Member of the Audit & Risk Committee) to confirm the Auditor has maintained independence as required by the Local Government Act 1999 and the 2011 Regulations.

Council has not engaged its auditor, Bentleys (SA) Pty Ltd, to provide any services outside the scope of the auditor’s functions under the Local Government Act 1999.

The Chief Executive Officer will sign the Certification of Auditor Independence and at the Audit and Risk Committee meeting of 6th October 2020 it was recommended that the Presiding Member of the Audit & Risk Committee be authorised to counter-sign the Certification.

As per the recommendation, the Audit & Risk Committee endorsed the recommendation and it is now presented to Council for ratification.

CC-19

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

5. DRAFT FINANCIAL STATEMENTS FOR YEAR ENDING 30 JUNE 2020 & AUDIT REPORT

SMP Objective 1 Strategy 1.7 – Achieve or implement the statutory and A caring, healthy and core responsibilities of Council. resilient community. Other Document Annual Business Plan & Budget Policy Reference Asset Management Plans Long Term Financial Plans Statutory Requirement Local Government (Financial Management) Regulations 2011, Part 2, Regulation 9 Financial Implications No direct financial implications Author of Report Finance Manager Officers Consulted Chief Executive Officer, Director Community & Corporate, Director Infrastructure & Assets Recommendation That Council acknowledges that the Audit & Risk Committee have reviewed and discussed the 2019/20 Financial Statements with the Auditor and the Audit & Risk Committee believe they represent a true and fair report of Council’s finances for the year ending 30 June 2020.

REPORT

Seeking ratification from Council of the Audit and Risk Committee’s review of the 2019/20 Financial Statements from the Auditor.

Discussion

The Draft Financial Statements for year ending 30 June 2020 were presented to Council at its September meeting for Council’s information.

The report presented advised Members that these draft financial statements would be presented to the Audit and Risk Committee for their consideration at its 6 October meeting.

The Audit and Risk Committee reviewed and discussed the Statements with the recommendation from the meeting provided for Council’s ratification.

CC-20

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

6. AUDIT & RISK COMMITTEE PERFORMANCE REPORT

SMP Objective 1 Strategy 1.7 – Achieve or implement the statutory and A caring, healthy and core responsibilities of Council. resilient community. SMP Objective 3 Strategy 3.8 – Ensure Council finances and assets are A prosperous and managed to support changing community needs in a sustainable district. sustainable and cost-effective manner. Other Document Nil Reference Statutory Requirement Local Government (Financial Management) Regulations 2011 Financial Implications No direct financial implications Author of Report Finance Manager Officers Consulted Acting Director Community & Corporate Recommendation That Council ratify the Audit & Risk Committee Performance Report and for its inclusion in Council’s Annual Report for 2019/20.

REPORT

As part of Council’s annual report deliberations, a report on the progress and activities of the Audit & Risk Committee for the preceding financial year is required.

The report appears on the following pages and will be inserted into Council’s 2019/20 Annual Report (scheduled for adoption at the November 2020 Council meeting).

At its 6 October 2020 meeting, the Audit and Risk Committee recommended Council ratify the Performance Report as presented.

Attachments Audit & Risk Committee Annual Performance Report 2019/20

CC-21

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

AUDIT & RISK COMMITTEE Annual Performance Report 2019/20

Council’s Audit & Risk Committee is formed under section 126 of the Local Government Act 1999 for the purpose of providing independent advice and making recommendations to full Council on matters relating to the corporate and financial governance of Council.

Responsibilities of the Audit & Risk Committee

The Audit & Risk Committee is responsible for assisting Council in fulfilling its corporate governance responsibilities in regard to:

 Business risk management  Compliance with legal and regulatory obligations  The establishment and maintenance of the internal control framework  The reliability and integrity of financial information for inclusion in financial statements and other financial reports  Monitoring the financial performance of Council  Development of a long-term financial plan and associated policies  Safeguarding the independence of the internal and external auditors  Audit, accounting and financial reporting obligations

Membership

 Independent (Presiding) Member: Rex Mooney (July 2019 – April 2020)  Independent (Presiding) Member: Michele Bennetts (commenced June 2020)  Mayor Paul Simmons (resigned from Committee April 2020)  Cr. Sharon Bland  Cr. Tracy Hill  Cr. Glynis Taylor  Cr. Lisa Rowntree  Cr. Vern Leng (proxy)

The Chairperson is the independent member of the Committee. CC-22

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

Membership of the Committee is reviewed every two years and a member’s term can be extended upon recommendation from the Audit & Risk Committee to Council.

All Council Members are invited to attend each meeting (either as a member or in an ‘observer only’ capacity).

The Chief Executive Officer, Director Community & Corporate and Finance Manger are generally in attendance and the Committee may co-opt expertise when required.

Schedule of meetings

The Committee convened meetings on three separate occasions, with the following table showing attendances for the financial year. The Committee had no confidential issues considered during the course of the year.

Meeting Attendees 01/10/2019 23/01/2020 02/06/2020 No longer a Rex Mooney member Michele Bennetts No longer a Cr. Paul Simmons member Cr. Tracy Hill Cr. Glynis Taylor Cr. Lisa Rowntree Cr. Sharon Bland

Present Absent

Minutes of the Audit & Risk Committee are presented to Council at the next ordinary meeting for consideration. The Terms of Reference requirement that “the minutes are made available within five (5) days of the meeting” was met on every occasion.

Key Activities of the Audit & Risk Committee for 2019/20

The Committee generally uses its work program to determine the matters for discussion at each meeting. The program is updated prior to each meeting and members can add to the program with the consensus of the Committee. The following reflects key considerations for the Committee during the review period:

 Endorsed the adoption of the 2018/19 Annual Financial Statements which included robust discussion and recommendations to council relating to the qualified external audit result (minute number 10, October 2020).  Reviewed and commented on budget reviews in relation to budget variances (minute number 12, October 2019).  Continued to monitor Council’s internal controls which are being assessed and reported on by Galpins Accountants Auditors & Business Consultants (minute number 7, June 2020).  Received, reviewed and noted the external interim audit report for 30 June 2020 (minute number 11, June 2020). CC-23

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

 Monitored the Treasury Management Policy which is intended to keep Council informed of their outstanding loan liabilities & community loan assets (minute number 13, October 2019).  Endorsed the operation of a number of policies of Council including: o Corporate Credit Card Policy (minute number 14.1, June 2020) o Council Members Allowance, Benefits And Support Policy (minute number 14.2, June 2020)  Reviewed the Finance and Risk Management Policy Register (minute number 13, June 2020).  Reviewed the Risk Management System and the Business Continuity Plan (minute number 12, June 2020).  Reviewed and discussed the draft 2020/21 Annual Business Plan & Budget (minute number 9, June 2020).  Made a recommendation that a more aggressive financial strategy needs to be developed to address the ongoing shortfall in budgeted operational revenue.  Reviewed and received Council’s Long Term Financial Plan 2021 – 2030 (minute number 10, June 2020).

Other Matters

No special investigations were undertaken by the Audit & Risk Committee or external auditor during the 2019/20 financial year and no conflicts of interest were declared by members.

Deb Brokenshire DIRECTOR COMMUNITY & CORPORATE

Go to index CC-24

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

14. INFRASTRUCTURE AND ASSETS

DIRECTOR INFRASTRUCTURE & ASSETS

NIL

Go to index IA-1

Coorong District Council

Ordinary Council Meeting Agenda 20 October 2020

16. CONFIDENTIAL ITEMS

NIL

C-1