Annual Report 2018-2019 · 2019. 12. 17. · Naracoorte Lucindale Council, Annual Report 2018-2019 1 . Annual Report 2018-2019. The best place in regional South Australia to live,

Naracoorte Lucindale Council, Annual Report 2018-2019 1

Annual Report 2018-2019

The best place in regional South Australia to live, work, do business, raise a family and retire.

Created by having a Prosperous Community with Healthy Landscapes, Liveable Neighbourhoods and a focus on Harmony and Culture.


CONTENTS MESSAGE FROM THE MAYOR ............................................................................................................................ 3

COUNCIL STRUCTURE & ELECTED MEMBERS .................................................................................................... 5

COUNCIL AREA ................................................................................................................................................... 6

COUNCIL PROFILE .............................................................................................................................................. 7

STRATEGIC PLAN ................................................................................................................................................ 8

PERFORMANCE MEASURES ............................................................................................................................. 10

FINANCIAL PERFORMANCE MEASURES ........................................................................................................... 14

PROJECT PRIORITIES FOR 2018-2019 ............................................................................................................... 16

THEME 1 – PROSPEROUS COMMUNITY ........................................................................................................... 16

THEME 2 – HEALTHY LANDSCAPES .................................................................................................................. 17

THEME 3 – HARMONY AND CULTURE ............................................................................................................. 18

THEME 4 – LIVEABLE NEIGHBOURHOODS ....................................................................................................... 19

THEME 5 – PROGRESSIVE LEADERSHIP ............................................................................................................ 20

PROJECT PRIORITIES FOR 2019-2020 THEME 1 – PROSPEROUS COMMUNITY ............................................... 22

THEME 2 – HEALTHY LANDSCAPES .................................................................................................................. 23

THEME 3 – HARMONY AND CULTURE ............................................................................................................. 23

THEME 4 – LIVEABLE NEIGHBOURHOODS ....................................................................................................... 24

THEME 5 – PROGRESSIVE LEADERSHIP ............................................................................................................ 25

COUNCIL REPORT ............................................................................................................................................. 25

PUBLIC PARTICIPATION .................................................................................................................................... 31

GRANTS RECEIVED ........................................................................................................................................... 33

ELECTED MEMBERS’ ALLOWANCES ................................................................................................................. 34

COMMITTEE MEMBERS’ ALLOWANCES ........................................................................................................... 35

ELECTED MEMBER TRAINING AND DEVELOPMENT ........................................................................................ 35

CONFIDENTIAL ITEMS ...................................................................................................................................... 35

EXECUTIVE MANAGEMENT TEAM AND STAFFING .......................................................................................... 37

DELEGATIONS .................................................................................................................................................. 38

ETHICAL STANDARDS AND PERFORMANCE ..................................................................................................... 38

REGISTERS ........................................................................................................................................................ 39

CODES .............................................................................................................................................................. 39

POLICIES ........................................................................................................................................................... 40

REVIEW OF DECISIONS .................................................................................................................................... 41

FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT ..................................................................... 41

MANAGEMENT PLANS FOR COMMUNITY LAND ............................................................................................. 42

ACCOUNTABILITY ............................................................................................................................................. 42

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION ................................................................................ 44

FINANCIAL MANAGEMENT .............................................................................................................................. 44


MESSAGE FROM THE MAYOR Following the Local Government election in November 2018 three new councillors joined myself and seven returning representatives to form the Council for next four years.

A small number of strategic committees were implemented to explore ideas and issues, making recommendations for Council to consider, the Audit committee provides strategic advice on finance and risk and the Naracoorte Regional Livestock Exchange Board oversees the management and planning of the livestock exchange. The Naracoorte Regional Livestock Exchange, operates as a stand-alone business by Council and provides a significant economic benefit to the district – with over $1.328 billion in sales over the past 10 years. Upgrades to the cattle selling pens have commenced, ensuring the NRLE remains the premier livestock selling centre in the South East region and a leader in the Australian livestock selling industry.

Road infrastructure is a key driver of economic development. Council continues to focus on linking the heavy vehicle road network to serve agriculture and supporting industries and provide access to industrial land developments. A highlight of Council’s major projects program was the official opening of stage one of the Old Caves Road redevelopment in April attended by Mr Tony Pasin MP, Council Staff, elected members and contractors. Old Caves Road is an important regional tourism route linking Naracoorte to the World Heritage listed Naracoorte Caves. This project supports Council’s commitment through the Caves Connection Project to create economic development by leveraging greater value from the State’s only World Heritage site, the Naracoorte Caves. A celebration of twenty years of the Wonambi Visitor Centre, and the launch of the Naracoorte Caves Connection Business Prospectus was held at the Naracoorte Caves in December, also supporting the Caves Connection Project.

Working Groups consisting of community representatives and elected members were established for the Naracoorte Caves Trail, Botanical, Disability Inclusion and Naracoorte Creek. The volunteers who contribute to these groups ensure projects meet the needs of the community as well as enhancing it for visitors. There has been a strong focus on master planning and community input was sought on the plans for the Naracoorte and District Sports Centre and the townships of Lucindale and Frances. These plans will provide a guide for both Council and the community on the future development, sustainability and opportunities for enhancement of the Sports Centre, Lucindale and Frances. To ensure strategic documents are relevant to current community needs the Naracoorte Aerodrome Master Plan, Road and Stormwater Infrastructure Management Plan and Summary Infrastructure and Asset Management Plan were updated.

Council was pleased to provide financial support to community organisations and projects including the Naracoorte and District Hockey Association for its Turf Project, the Lucindale Community Pool, Frances Folk 20th Gathering, Community Chest distribution of $29,999 and a distribution from the Community Art Fund to the Naracoorte Caves Music Ensemble. To preserve the built heritage and character of the district financial support was provided to owners of heritage properties for restoration or conservation via the Heritage Restoration Fund. The Business Entrepreneurs / Innovation Fund assisted business owners to bring ideas and plans to fruition.


Community events are important to attract visitors to the district and to bring the community together. During the year Council was pleased to receive funding from the Australian Government for two inaugural events the Limestone Coast Multicultural Soccer Carnival and the Naracoorte World Heritage Festival and Fun Run, both these events will be held in late 2019.

A highlight was the visit to Naracoorte by South Australia’s State Governor, His Excellency Hieu Van Le and the community morning tea held during his visit. His Excellency initiated the visit and was particularly interested in learning more about local primary production and viticulture and how these industries contribute to the South Australian economy. His Excellency visited Teys Australia, Naracoorte Caves, Grindstone Vineyard, local schools and Garey Banks Woolshed. Mental health and wellbeing continues to be an important focus with Council represented on the Naracoorte Mental Health Roundtable, Suicide Prevention Community Network, Limestone Coast Community Services Roundtable and Naracoorte Local Area Settlement Coordination Committee.

Mayor Erika Vickery OAM


COUNCIL STRUCTURE & ELECTED MEMBERS


Councillor Craig McGuire,

Deputy Mayor

Councillor Monique Crossling

(from November 2018)

Councillor Tom Dennis

Councillor Julie Earl

Councillor Cameron Grundy

(from November 2018)

Councillor Derek James (from November 2018)

Cr Scott McLachlan

Councillor Malcolm McLean (up to November 2018)

Councillor Trevor Rayner

Councillor Toby Robinson (up to November 2018)

Councillor Damien Ross

Councillor Ken Schultz

Councillor Rebecca Smith (up to November 2018)


COUNCIL AREA

Item of interest Number

Size 451,844 ha

Elected Members including the Mayor 11

Length of constructed road network 1,679km

State Electorate MacKillop

Federal Electorate Barker


COUNCIL PROFILE In the heart of South Australia’s renowned Limestone Coast, midway between Adelaide and Melbourne, lies the Naracoorte Lucindale district encompassing an area of 451,844 hectares. The main centre of Naracoorte and the surrounding townships offer a diverse range of unforgettable experiences: lush farmland scenery, natural wonders and abundant wildlife, wetlands of international importance, not to mention fine wine and fresh local produce. Natural features of international significance include the World Heritage listed Naracoorte Caves, along with the Bool Lagoon Game Reserve and Hacks Lagoon Conservation Park. The World Heritage Naracoorte Caves preserves Australia's most complete marsupial fossil record for the past 500,000 years, is among the world's 10 greatest fossil sites and is South Australia’s only World Heritage Listed Area. The Bool Lagoon Game Reserve and Hacks Lagoon Conservation Park are recognised under the Ramsar Convention on wetlands as a Wetland of International Significance. Bool Lagoon is one of the largest and most diverse freshwater lagoon systems in southern Australia. The district is known for its reliable rainfall and underground water. It’s home to a strong rural economy featuring beef and dairy cattle, sheep for both wool and meat, as well as a diverse range of crops, wine grape production and wine making. The district is central to some of Australia's most famous wine producing areas. Two large enterprises; Teys Australia red meat processor and Mini Jumbuk wool manufacturing centre value add to the primary produce with large grain storage facilities supporting the cereal growing industry. Naracoorte has a vibrant retail precinct and is a major service hub, offering a range of accommodation, dining and shopping experiences as well as health services and education facilities. The proud communities of Lucindale, Frances, Kybybolite and Hynam surrounding Naracoorte feature well maintained parks and sporting facilities, museums, historical sites and major events including the South East Field Days, Taste the Limestone Coast Festival and the Frances Folk Gathering. Other local communities in the district are Keppoch, The Gap, Cadgee, Binnum, Lochaber, Wild Dog Valley, Stewart Range, Hynam, Mount Light, Laurie Park, Moyhall, Koppamurra, Bool Lagoon, Struan, Joanna, Wrattonbully, Spence, Woolumbool, Avenue Range, Coles, Conmurra and Fox. The district has 8,533 residents. The principal office for the Naracoorte Lucindale Council is located in DeGaris Place, Naracoorte.


STRATEGIC PLAN The Strategic Plan 2016-2026 outlines a vision and outcomes desired for the district and the strategies, key projects and services Council will deliver between 2016 and 2026. Many of the strategies contained in the Strategic Plan rely on working in partnership with others. Council’s responsibility is to deliver the Community Vision by being a progressive leader and creating an organisation that promotes continuous improvement. Council may be able to take a supporting or facilitating role, however we know that this plan cannot be achieved without the hard work, passion and dedication of the community.

Community Vision Statement By 2026 Naracoorte Lucindale Council will be: • The best place in regional South Australia to live, work, do business, raise a

family and retire. • Created by having a Prosperous Community with Healthy Landscapes,

Liveable Neighbourhoods and a focus on Harmony and Culture. An organisation known for: Progressive Leadership with strong community connections, efficiently managing our shared assets, services and natural resources.

What we want to look like in ten years time? The plan has four themes which contribute to achieving the Community Vision. The fifth theme focuses on Council as an organisation and what is required for it to be effective in the various roles that it has to play in the community. THEME 1 - Prosperous community

• Facilitating and supporting sustainable growth to achieve economic prosperity. THEME 2 - Healthy Landscapes • Working together to protect and enhance our natural environment for the future. THEME 3 - Harmony and Culture • A safe, healthy and diverse community celebrating our similarities and

differences.


THEME 4 - Liveable neighbourhoods • A range of well-planned neighbourhoods and public space, designed with a strong

sense of identity and place. THEME 5 - Progressive leadership • A well led and managed district supported by a professional approach to

managing infrastructure, and the delivery of projects and services to the community.

Strategies Underpinning the Strategic Plan 2016-2026 are a range of other strategies, plans and hierarchies.

• Open Space Strategy

• Naracoorte Regional Livestock Exchange Strategic Management Plan

Plans • Annual Business Plan and Budget • Bike and Walking Master Plan

• Infrastructure and Asset Management Plan

• Community Land Management Plans

• Community Art Framework • Dog and Cat Management Plan

• Development Plan • Long Term Financial Plan

• Economic Development Plan • Structure Plan

• Regional Health and Wellbeing Plan • Naracoorte Aerodrome Master Plan

• Suicide Prevention Action Plan

Hierarchy and Service Levels • Footpath and Open Space Hierarchy and Service Levels

Copies of these plans are available on the Council website at www.naracoortelucindale.sa.gov.au

https://www.naracoortelucindale.sa.gov.au/webdata/resources/files/Open%20Space%20Strategy%20Final%20September%202011.pdf

http://www.naracoortelucindale.sa.gov.au/nrleboard

http://www.naracoortelucindale.sa.gov.au/nrleboard

http://www.naracoortelucindale.sa.gov.au/annualbusinessplan

http://www.naracoortelucindale.sa.gov.au/majorprojects

http://www.naracoortelucindale.sa.gov.au/communitylandmanagementplans

http://www.naracoortelucindale.sa.gov.au/developmentplan

https://www.naracoortelucindale.sa.gov.au/page.aspx?u=719&e3560

http://www.naracoortelucindale.sa.gov.au/


PERFORMANCE MEASURES The Strategic Management Plan and Annual Business Plan and Budget form the framework against which Council monitors its performance during the year. Below are tables documenting Council’s progress in achieving its strategic objectives, activities and planned programs for the 2018 -2019 financial year. Performance can be measured in many ways and in many fields of Council’s operations. The measurement of Council’s actual performance is critical to the successful implementation of the Strategic Plan and Annual Business Plan. Performance Indicators can be used to highlight a number of key issues that are fundamental to the long-term sustainability of the Council and the wellbeing of the community. Performance Indicators can include measurements of the effectiveness and efficiency of internal systems and processes as well as the more traditional financial outcomes.

Theme 1 - Prosperous Community 2016/17 2017/18

2018/19

A sought after visitor destination

Number of in-person visitors to the Naracoorte Visitor Information Centre 10,817 10,447

10,315

Number of inquiries to Naracoorte Visitor Information Centre 12,281 11,806

11,500

Number of Visitor Information Packs provided 534 885 756 Visitor Facebook followers 209 264 392 Bookings at the Naracoorte Town Hall 225 233 171

Occupancy of the Naracoorte Town Hall 16,611 16,407 11,455 Bookings for the Naracoorte Town Hall for external (non-Council) users (% of total) 98% 93%

96%

Number of bookings for the Lucindale Town Hall 14 11

13

A vibrant and progressive business centre and townships

Number of applicants for Entrepreneur/ Innovation Fund 4 4

2

Number of grants paid from Entrepreneur/ Innovation Fund 2 2

1

Innovation Fund recipients with ongoing businesses 12 months following grant receipt (%)

100%

100%

100%


Diverse range of thriving primary industries

Grand total value of livestock sold on behalf of primary producers at the Naracoorte Regional Livestock Exchange ($)

$157,860,016

$141,060,772

$152,487,399

Number of cattle sold at the Naracoorte Regional Livestock Exchange 75,543 70,062

83,956

Number of sheep and lambs sold at the Naracoorte Regional Livestock Exchange 382,844 416,316

447,703

Amount of external funds attracted to the district for industry development projects ($) eg Red Meat Cluster

$230,500

$418,234

$117,546

Theme 2 - Healthy Landscapes 2016/17 2017/18 2018/19

Sustainable Land Management Practices

Volume of waste to landfill per capita (tonne) 1,771 1,746

1,638 Volume of recycling per capita (tonne) 500 519 502 Number of hectares of biodiversity restoration (target is 5 ha per year) 18 3

3

Number of Garage Sale Trail Registrations 20 20 20 Cost to dispose of putrescible waste ($/tonne) $212 $225

$232

Amount of the annual waste levy ($/property) $294 $320

$320 Water resources and Ecosystems

Volume of the Council water take (ML) for open space 1,278.16 1,307.79

974.83

Volume of the Council water take (ML) for NRLE 26 25

26

Length of the Naracoorte Creek (km) maintained 1.3km 1.3km

2.3km

Length of the Naracoorte Creek (km) restored 1km

1km

Theme 3 - Harmony and Culture 2016/17 2017/18 2018/19

An inclusive community

Number of events hosted by Council 8 9 12 Number of events supported by Council 16 18 22 A creative, artistic and learning community Number of members of the Naracoorte Public Library 2,651 2,978

3,067


Number of items borrowed from the Naracoorte Public Library 63,561 61,706

59,838

Number of visitors to the Naracoorte Public Library 49,074 51,138

50,760

Number of library programs at the Naracoorte Public Library 88 55

115

Number of participants / attendees for library programs 554 623

811

Number of visitors to the Lucindale Community Library (not students) 2,146 2,528

2,839

A healthy and resilient community Length of walking and/or cycling trail projects completed (kms) 1.3 2.8

2.34

Number of public open space developments 2 1 2

Theme 4 - Liveable Neighbourhoods 2016/17 2017/18 2018/19

A well-planned district Number of development applications 158 176 159 Total value of development approvals ($) $16,050,173 $13,146,749 $16,387,923 Number of dwellings approved 23 20 20 Number of CAP applications processed 4 7 9 Number of development plan compliance issues 32 25

31

Number of septic systems approved 9 18 18 Number of building inspections undertaken 88 81 68

A safe and integrated transport network Total transport infrastructure project grants ($) $980,500 $477,000

$1,339,182

Number of major road reconstruction projects completed (target of 2 per year) 7 5

15

Distance of road re-sheets as identified in NLC Road Hierarchy (kms) 14.80 10.20

29.23

Distance of road reseals as identified in NLC Road Hierarchy (kms) 3.29 9.57

21.38

Preserve the built heritage and character Number of projects completed under the Heritage Restoration Fund 1 4

2

Theme 5 Progressive Leadership 2016/17 2017/18 2018/19

Progressive and representative Elected Member leadership

Number of resolutions carried by Elected Members 313 341

313


Organisational Excellence

Number of external customer requests 693 618 769

Number of policies reviewed 14 15 18 Sustainable Community Finances and Assets

Total operating expenditure $18.811m $18.469m $16.045m

Rateable properties 6,147 6,158 6,167

Total Rateable Capital Value $2.097billion $2.108billion $2.180billion

Effective delivery of projects and services Percent of projects in the annual works program delivered (85% target) 85% 80%

69%

Effective community communication and engagement

Media releases distributed 26 27 28 Number of community consultations undertaken 7 8

8

Number of community responses from consultation processes 72 14

44

Your Say Website Total Visits 2,700 2,000 1,800 Your Say Website engaged visitors 85 14 9 Your Say Website informed visitors 875 270 461 Your Say Website aware visitors 2,000 1,467 1,314 Your Say Website new registrations 63 8 8 Council Facebook followers 1,199 1,601 1,971 Number of local events promoted on Council’s online event calendar 289 544

618

Engage external stakeholders to leverage local opportunities

Number of external grants received 10 9 8

Council is a preferred employer

Number of Council staff serving

>10 years 35% 36% 36%

>20 years 13% 20% 16%

Number of Workers Compensation Claims 9 6 11

Hours of Loss Time Injury (actual hours) 251.5 390 2014

Percentage of workforce turnover (%) 8% 9% 8%

Percentage of Council workforce in age:

<35 15% 17% 14%

36–50 38% 41% 42%

51–65 43% 39% 40%

>65 4% 3% 4%


Services 2016/17 2017/18 2018/19

Number of local suppliers (goods and services) 250 237 184 Value of expenditure in our Council district (goods and services) $4.9m $4.198m $5.159m Number of parking expiations issued 57 38 31

Number of dogs registered 1,964 2,015 2,045

Number of dogs impounded 107 80 62

Number of dogs returned to owner or rehomed 88 (82%) 76 (95%)

51 (82%)

No of burials 60 54 63

Number of Citizenship ceremonies conducted 4 1 5

Number of new citizens 31 7 53

Number of food inspections 33 52 44

Number of food infringement notices issued 1 2 0

Number of waste water inspections 6 4 12 Number of buildings inspected for Building Fire Safety Audits 12 13

15

Number of incidents of illegal dumping investigated and removed by Council 17 14

10

Number of fire prevention/fire hazard notices sent 31 87

64

Number of fire prevention / fire hazard works undertaken by Council 0 5

8

Number of fire / burn off permits issued 219 175 77

FINANCIAL PERFORMANCE MEASURES Financial performance is of significant interest to all ratepayers, as the achievement or otherwise of financial targets can have a direct monetary impact on all of them. The targets identified below have been adopted by Council following recommendation by Council’s Audit Committee. Indicator 1: Operating Surplus Ratio This ratio expresses the operating surplus as a percentage of total operating income. Target To achieve an operating surplus ratio of between 0% and 15% over any five-year period.

Target 2016-17 Actual 2017-18 Actual 2018-19 Actual

0-15%

6.2%

3.5%

19.2%


Indicator 2: Net Financial Liabilities Ratio Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as a percentage of total operating revenue. Target Net financial liabilities ratio is greater than zero but less than 100% of total operating revenue.


>0 < 100%

(16%)

(23%)

(28%)

This result indicates that Council has more assets than liabilities. Council is in a position where it could increase its borrowings to ensure assets are renewed at a sustainable level. Indicator 3: Asset Renewal Funding Ratio Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets. For 2017-2018 and 2018-19 the asset renewal funding ratio is calculated on the sum of the proposed expenditure as indicated in the Infrastructure & Asset Management Plan plus annual depreciation for those classes currently excluded from the Plan. Excluded classes: furniture & fittings; site improvements, plant & equipment and library books. Target Capital outlays on renewing/replacing assets net of proceeds from sale of replaced assets is greater than 90% but less than 110% of depreciation over a rolling 3-year period.


>90 < 110%

92%

67%

81%

Council is currently not meeting its target in renewing/replacing assets, with an average ratio over three (3) years of 80%.


PROJECT PRIORITIES FOR 2018-2019 The following tables indicate by each of the five themes in the Strategic Plan 2016-2026 the planned projects and achievements for 2018-2019.

THEME 1 – PROSPEROUS COMMUNITY Facilitating and supporting sustainable growth to achieve economic prosperity

Outcome

Planned Project 2018-2019

Achievements 2018-2019




• Economic Development Strategy

• NLBTA – contribution to TV Commercial promoting the district

• Create street banners and produce local directional map

• Upgrade to the NRLE cattle selling pens (Stage 1)

• Partner with Adelaide University to commence the ARC Linkage Project

• Caves Connection Project

• Continue to facilitate the Red Meat Cluster Project (includes in-kind)

• Encourage new ideas & ways of doing business by continuing the Innovation Fund (introduced in 2015-16)

• Upgrade electricity supply at the Naracoorte Aerodrome to encourage the establishment of additional hangars and other infrastructure

• Extend the taxiway at the Naracoorte Aerodrome to

• Economic Strategy – this will be included in the next strategic plan review

• $10,000 contribution to NLBTA for TV commercial

• Street banner system installed on Ormerod Street, directional map commenced

• Stage 1 of NRLE cattle selling pens commenced

• University of Adelaide-led research project focusing on the rich fossil history of Naracoorte Caves continued

• Caves Connection Concept Statement proposals initiated:

o Naracoorte Caves Connection Business Prospectus completed and launched

o Naracoorte Caves Trail Working Group formed in February 2019 and working on the project

• Red Meat Cluster activities for the year included

o Maintained a program of communications to raise the profile of the industry and the economic


allow access from new hangars

• Wayfinding Project (Stage 1) – signage in and around Naracoorte

• Installation of an electric car charging site

importance of the red meat cluster.

o developing a Strategic Plan for the Red Meat Cluster

• Frances Strawberries received $6000 from the Entrepreneur Innovation Fund for Business Planning Advice

• Naracoorte Aerodrome upgrade electricity supply project not completed as SA Power Networks need to install a new line prior to work commencing.

• Naracoorte Aerodrome taxiway extension survey and design work completed.

• Wayfinding Project – signs installed MacDonnell Street / Stewart Terrace corner and Gordon Street / Deviation Road corner.

• Project did not proceed as it was subject to receiving complimentary charging point from Tesla, which was not received.

THEME 2 – HEALTHY LANDSCAPES Working together to protect and enhance our natural environment for the future Outcome



• Contribute to sustainable land management practices

• Water resources and ecosystems are protected and restored

• Continued emphasis on waste management and the reduction of waste to landfill

• Hard waste disposal (two free disposal days to be held)

• Management of asbestos in

• Continued to support LCLGA Regional Waste Management Steering Committee and the LCLGA Waste Infrastructure Plan.

• Volume of waste to landfill per capita (tonne) has decreased over a three year period.


Council owned buildings

• Bushfire Mitigation & Corella Management

• Naracoorte Creek Erosion Control

• Improved stormwater management on Bibury Avenue, Naracoorte Rail Lands & Schinckel Road

• Garage Sale Trail held in October with 20 sales registered

• Hard waste disposal days were held in October and April.

• Management of asbestos in Council owned buildings ongoing, reducing the number of buildings with asbestos materials present.

• Bushfire Mitigation ongoing for the year & Corella Management continuing with new technology trialled

• Naracoorte Creek erosion control design completed.

• Improved stormwater management completed on Bibury Avenue and Schinckel Road. Naracoorte Rail Lands project commenced.

THEME 3 – HARMONY AND CULTURE

A safe, healthy and diverse community celebrating our similarities and differences Outcome



• An inclusive community

• A creative and artistic community

• Learning community

• A healthy and resilient community

• Extension of hosting of the Regional Volunteer Management Program to 30 June 2021 (grant funded)

• Purchase & installation of a new Christmas Tree for Naracoorte

• Continued implementation of Community Art Program

• Sponsorship and support provided to annual programs, community events, festivals

• Continued to host the Regional Volunteer Management Program (grant funded to 30 June 2021))

• New Christmas tree installed in Naracoorte Town square for Christmas 2019

• The Limestone Coast Symphony Orchestra received a grant under the Community Art Fund for the Naracoorte Caves Music Ensemble.


and Community Facilities: -

o Harmony Day o South East Field Days o Frances Folk Festival o TASTE the Limestone Coast o Christmas in the Square,

Lucindale Christmas Party & Special Kids Christmas Party (Adelaide)

• Continued support of Naracoorte Art Gallery (including provision for maintenance)

• Senior Super Bowls Series (new Event – 3-year commitment)

• Events at the Library (one per month)

• Support for community wellbeing

• Develop a cycling & walking trail from Naracoorte to the Caves (subject to grant funding)

• Extension of season at the Naracoorte Swimming Lake (open mid-November)

• Sponsorship and support provided to community events as listed.

• Support for Naracoorte Art Gallery continued

• First Senior Super Bowls Series (new Event – 3-year commitment) event held in November 2018 – 310 total number of attendees

• Events at the library included - school holiday activities, Summer Reading Club, Australian Reading Hour, book clubs, National Simultaneous Storytime, Let’s Read, author events, Science Week, Tech Savvy for Seniors, Be Connected and Little Bang Discovery Club

• Seventeen community groups received grants from Council’s Community Chest program

• Cycling & walking trail from Naracoorte to the Caves put on hold due to grant funding not being received

• Season at the Naracoorte Swimming Lake opened on 13 November - earlier than previous years

THEME 4 – LIVEABLE NEIGHBOURHOODS A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place.

Outcome



• A well planned district that meets the current and future needs of the community

• Contribution to the State Government Planning Portal (legislated contribution)

• Contribution to the State Government Planning Portal (legislated contribution) not


• A safe and integrated transport network

• Preserve the built heritage and character of the district

• Memorial Parklands Natural Play Area (Stage 2)

• Improved maintenance at Cockatoo Lake (slashing, new fire pits & improved signage)

• Continuation of the Heritage Assistance Fund to assist with maintenance of sites listed on the ‘Local Heritage Register’

• Develop a master plan for the Naracoorte CBD and Pioneer Park

• Masterplans for Lucindale (refer resolution 204/18) and Frances

• Installation of Storyboard Signs, introducing the heritage of the town (Stage 1)

• Trails Project – installation of Signs purchased in 2017-18

• Develop a master plan for the Naracoorte & District Sports Centre Precinct

required.

• Memorial Parklands Natural Play Area (Stage 2) completed

• Maintenance at Cockatoo Lake improved (slashing, new fire pits) and new sign installed

• There was a distribution of $14,000 to property owners via the Local Heritage Restoration Fund for 2018 / 2019

• Approach to developing a master plan for the Naracoorte CBD is being considered. Consultation is ongoing with the Naracoorte Lions Club on developing a plan for Pioneer Park

• Master plan for Frances adopted by Council and development of plan for Lucindale commenced.

• Storyboard signs installed in Kybybolite and Frances.

• Heritage Trail signs installed

• Development of a Master plan for the Naracoorte & District Sports Centre Precinct commenced

THEME 5 – PROGRESSIVE LEADERSHIP A well led and managed district supported by a professional approach to managing infrastructure through the delivery of projects and services to the community. Outcome



• Progressive and representative Elected

• 2018 Council election and effective induction of new

• Council election conducted in 2018 and new Council


Member leadership

• Organisational excellence

• Sustainable community finances and assets

• Effective delivery of projects and services

• Effective community communication and engagement

• Engage external stakeholders to leverage local opportunities

• Council is a preferred employer

Council

• Continued renewal & replacement of infrastructure (refer budget and major projects report for full details) including:

o Lucindale Town Hall – fire safety improvements

o Naracoorte Town Hall – paint auditorium & replace blinds/curtains

o Naracoorte Town Hall – replace retractable seating (notional costing)

o Naracoorte Cemetery – extend burial area

o Bridges & Culverts o Sealed road construction o Footpath construction o Intersections o Unsealed road

reconstruction o Reseals o Resheeting

Some of these projects are subject to grant funding and may be delayed if grant applications are not successful

• Continuation of “Bang the Table”, as an effective on-line consultation & engagement tool

• Participation in the Australasian LG Performance Excellence Program, which will allow Council to benchmark its performance over a number of years and potentially against other similar Councils.

inducted in November 2018.

• Renewal and replacement of infrastructure on the following:

o Lucindale Town Hall – fire safety improvements to emergency lighting

o Naracoorte Town Hall auditorium painting completed and curtains replaced

o Naracoorte Town Hall retractable seating replacement rescheduled to 2019/20

o Naracoorte Cemetery burial area extension commenced

o Bridges and Culvert work included design work for Grubbed Road Morambro Creek Crossing and completion of Hazels Road flooding crossing

o Sealed Road projects undertaken on Fifth and Second Streets, Frances, Barclay Avenue, Kingston Avenue, Kowree Court, Youngs Drive, Mill Road, Old Caves Road, Pearson Street and Platt Crescent, Naracoorte

o Footpath construction undertaken on Cameron, Gordon and Smith Streets, Naracoorte

o Safety improved at Cedar Avenue and Jenkins Terrace intersection

o Unsealed road reconstruction occurred on sections of the following roads: Crooked Lane – design, Fern Street, Flinders Lane, Struan Street

o Sealed road reseals occurred on sections of the following roads: Boddingtons Road, Bournes Road, Coles - Killanoola Road, East Settlement Road, Fairview Road, Gilbert Drive, Gordon Street, Hahns Road, Hutchison Crescent, Lochaber North Road, Spence-Coles Road


o Road resheeting occurred on sections of the following unsealed roads: Braemar Road, Butlers Road, Deepwater Road, Haynes Edwards Road, Jessie Road, Lacey Drive, Kybybolite, Lindsay Hoods Road, Mattners Road, McElroys Road, Old Kingston Road, Old Robe Road, Plantation Road, Woodend Road

• Continued use of Bang the Table


PROJECT PRIORITIES FOR 2019-2020

THEME 1 – PROSPEROUS COMMUNITY

Facilitating and supporting sustainable growth to achieve economic prosperity.

Outcome

Planned Projects 2019-2020




• Review Strategic Management Plans and Economic

Development Strategy

• NLBTA – contribution to TV Commercial promoting the district

• Contribution to district tourism brochures

• Continue upgrade of the NRLE cattle selling pens (Stage 1)

• Partner with Adelaide University to commence the ARC Linkage Project (3rd year)

• Caves Connection Project

• Continue to facilitate the Red Meat Cluster Project (includes in-kind)

• Encourage new ideas & ways of doing business by continuing the Innovation Fund


• Naracoorte Aerodrome – upgrade lighting

• Improved town entrances – removal of poplar trees & some pines on southern entrance to Naracoorte and replacement planting

• Boundary Signs

• Vibrant town entrances – promotional banners on Riddoch Highway (northern entrance)

• Introduction of public wi-fi in the Naracoorte CBD

THEME 2 – HEALTHY LANDSCAPES

Working together to protect and enhance our natural environment for the future.

Outcome


• Contribute to sustainable land management practices

• Water resources and ecosystems are protected and restored

• Investigate options for improved and innovative waste

management

• Hard waste disposal (two free disposal days to be held)

• Bushfire Mitigation & Corella Management

• Gare Swamp Restoration

• Effective management and protection of the Naracoorte Creek

• Improved stormwater management for Illawarra, Guernsey and Jersey Streets (design only)

THEME 3 – HARMONY AND CULTURE

A safe, healthy and diverse community celebrating our similarities and differences

Outcome


• An inclusive community

• A creative and artistic community

• Learning community

• A healthy and resilient

Community Art Program – Grant Program

Sponsorship and support provided to annual programs, community events, festivals and Community Facilities: - o Harmony Day o South East Field Days o Frances Folk Gathering o TASTE the Limestone Coast


community o Christmas in the Square, Lucindale Christmas Party & Special Kids Christmas Party (Adelaide)

o Continued support of Naracoorte Art Gallery (including provision for maintenance)

o Senior Super Bowls Series (year 2 of a 3-year commitment) o New Event – Great South Coast Bike Ride o New Event - World Heritage Festival & Fun Run (part grant

funded) o New Event - Multicultural Soccer Carnival (grant funded)

Develop a cycling & walking trail from Naracoorte to the Caves

(subject to grant funding)

THEME 4 – LIVEABLE NEIGHBOURHOODS

A range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place

Outcome


• A well planned district that meets the current and future needs of the community

• A safe and integrated transport network

• Preserve the built heritage and character of the district

• Continued maintenance at Cockatoo Lake Recreation Area

• Continuation of the Heritage Assistance Fund to assist with maintenance of sites listed on the ‘Local Heritage Register’

• Develop a master plan for the Naracoorte CBD

• Implementation of the Frances Master Plan

• Continuation of Storyboard Project, introducing the heritage of the town, for Lucindale and Hynam

• Trails Project – completion of Stage 1 of the project

• Memorial Parklands – replace pines & weed species with avenue planting

• Lucindale Rose Bed - replacement of 40 roses

• Smith Street – replant tired planter beds

• Naracoorte Town Squares – lawn renovation

• Market Square Playground – replace playground surface

• Musgrave Avenue Playground – additional shade sail and establish paths


THEME 5 – PROGRESSIVE LEADERSHIP

A well led and managed district supported by a professional approach to managing infrastructure and the delivery of projects and services to the community.

Outcome


• Progressive and representative Elected Member leadership

• Organisational excellence

• Sustainable community finances and assets

• Effective delivery of projects and services

• Effective community communication and engagement

• Engage external stakeholders to leverage local opportunities

• Council is a preferred employer

• Continued renewal & replacement of infrastructure (refer budget

and roads and major infrastructure report for full details) including: -

o Naracoorte Cemetery – extend burial area o Bridges & Culverts o Sealed road construction o Footpath construction o Intersections o Kerb & Water Table o Unsealed road reconstruction o Reseals o Resheeting Some of these projects are subject to grant funding and may be delayed if grant applications are not successful

• Continued renewal & replacement of buildings & structure including: -

o Naracoorte CBD Toilets o Naracoorte Works Depot – rebuild termite damage and fire

safety improvements o Lucindale Town Hall – fire safety improvements o Naracoorte Town Hall – replace blinds/curtains & stage

curtains o Naracoorte Town Hall – replace retractable seating o Naracoorte Art Gallery – fire safety improvements

• Continuation of “Bang the Table”, as an effective on-line

consultation & engagement tool


COUNCIL REPORT Representation Structure and Quota The Council is the decision-making body on all matters of policy and strategic direction, and consists of the Mayor and 10 Councillors, who are all elected from the whole


community. The Council also appoints a Deputy Mayor. Naracoorte Lucindale’s total number of electors is 5,830. The quota for Naracoorte Lucindale Council is one member to 530 electors. Councils of a similar size and type have: Council

Electors

Councillors

Representation

Quota

Renmark Paringa 6,462 9 718

Clare and Gilbert Valleys 6,687 10 668

Mid Murray 6,442 10 644

Adelaide Plains 5,975 10 597

Grant 5,458 10 545

Naracoorte Lucindale 5,830 11 530

Wakefield Regional 4,765 10 476

Tatiara 4,513 10 451

Coorong 3,754 9 417

Northern Areas 3,382 9 375

(The above information is provided by the Electoral Commission of SA (ECSA), current as at February 2019.) Representation Review Every 8 years, in accordance with Section 12 of the Local Government Act 1999, the Naracoorte Lucindale Council is required to review the composition of the council. A review was commenced in October 2016 and completed in September 2017. There were no changes to Council’s representation structure. The next representation review will commence during 2023/2024. Electors may make submissions on Council’s representation by writing to Council.

Decision making structure of council Decisions of Council are made through Council meetings, Committee meetings or by staff through delegated authority. Informed decision making is critical to ensuring that decisions are made in the best interests of the wider community. During 2018- 2019, Council’s formal decision making structure comprised of Council, Audit Committee, Council Assessment Panel and Section 41 Committees. All Council and Committee meetings are generally open to the public. Documentation for each meeting (notice of meetings, agendas with reports, attachments and minutes) is available from Council’s offices and on the Naracoorte Lucindale Council website.


Council Meetings As at 30 June 2019, Council had held a total of 12 General Council meetings and 4 Special Council meetings, totalling 16 meetings for the 2018-2019 financial year. Attendances at meetings were: Councillors

Number of meetings eligible

to attend

Number of meetings attended

% of eligible meetings attended

Mayor Erika Vickery OAM 16 15 94%

Councillor Craig McGuire 16 14 88%

Councillor Malcolm McLean 5 5 100%

Councillor Trevor Rayner 16 12 75%

Councillor Toby Robinson 5 5 100%

Councillor Damien Ross 16 16 100%

Councillor Kenneth Schultz 16 15 94%

Councillor Tom Dennis 16 14 88%

Councillor Julie Earl 16 12 75%

Councillor Scott McLachlan 16 11 69%

Councillor Rebecca Smith 5 4 80%

Councillor Monique Crossling 11 10 91%

Councillor Cameron Grundy 11 11 100%

Councillor Derek James 11 10 91%

Audit Committee The Audit Committee is established in accordance with section 126 of the Local Government Act, 1999 and operates as an independent and objective advisory committee to Council. It assists Council to accomplish its objectives by contributing to a systematic and disciplined approach to evaluating and improving the effectiveness of financial reporting, internal controls and risk management systems, whistle-blowing, internal and external audits. Council’s Audit Committee comprises five members, appointed by Council. Three are Elected Members while the remainder are independent representatives with experience in financial, audit, legal and business related disciplines. The appointment of independent members to the Audit Committee provides additional assurance to Council and the community that risks are being appropriately managed. During 2018-2019, the Audit Committee met 7 times. Meetings were held in August, October, December, February, April, May and June. Attendances at meetings were:


Members Number of meetings eligible

to attend



Mr Jim Ker (Independent Member and Presiding Member)

7 7 100%

Ms Robyn Mencel (Independent Member)

7 2 29%

Councillor Damien Ross 7 7 100%

Councillor Rebecca Smith 2 0 0%

Councillor Tom Dennis 2 2 100%

Councillor Julie Earl 5 4 80%


Council Assessment Panel Council has a Council Assessment Panel established in accordance with sections 82 and 83 of the Planning, Development and Infrastructure Act 2016. The Panel’s purpose is: • To make decisions on more complex developments (as defined in the Planning,

Development and Infrastructure Act 2016) and on those matters which may be prescribed by regulations.

The Council Assessment Panel comprises up to 5 members appointed by the Council, comprising: • one Member of the Council and • up to 4 Independent Members (Independent Members), not being Members of the

Council or State Parliament During 2018-2019, the Council Assessment Panel met in August and September. Attending the meetings were:

Member Number of meetings eligible

to attend



Mr Frank Brennan (Presiding Member and Independent Member)

2

2

100%

Mrs Liz Travers (Independent Member)

2 2 100%

Ms Colleen Woodgate (Independent Member)

2 2 100%

Councillor Ken Schultz

2

2 100%


Other Committees Under section 41 of the Local Government Act, 1999 (s41) Councils can create Committees to assist in the performance of its functions, to inquire into and report to Council on matters within the ambit of Council’s responsibilities, to provide advice to the Council, or to exercise delegated powers, functions or duties. Each committee has its own terms of reference and meeting schedule as required. The membership of the committee is determined by Council and may consist of Elected Members and people from the broader community with special interests or skills. Council appoints a presiding member for each committee. Council has not delegated the power to make decisions or to undertake actions to these Committees. The Committees have been created to advise and make recommendations to the Council. Section 41 Committees • CEO Recruitment, Performance Review & Remuneration • Naracoorte Regional Livestock Exchange • Strategic Asset Management • Strategic Planning and Development Policy (established in accordance with section

101A of the Development Act 1993) CEO Recruitment, performance review & remuneration

The purpose of the CEO Committee is to ensure that sound principles of human resource management are applied to the employment of the chief executive officer. The Committee consists of the Mayor and two Elected Members appointed by the Council. An independent member with relevant experience may be appointed by Council.

During 2018-2019 the CEO Committee met three times. Attending the meetings were:

Councillors Number of meetings eligible to

attend




3

3

100%

Councillor Damien Ross (Presiding Member up to November 2018)

3

3

100%

Councillor Tom Dennis (Presiding Member since November 2018)

3

3

100%

Naracoorte Regional Livestock Exchange Board The Naracoorte Regional Livestock Exchange Board’s purpose is to implement the Naracoorte Regional Livestock Exchange Strategic Management Plan 2017-2028.


The Board oversees the development, construction and general operations, monitors financial performance, makes recommendations to Council regarding the implementation and any recommended revisions to the Naracoorte Regional Livestock Exchange Strategic Plan and develops an annual business plan. The Board membership consists of up to three Elected Members and up to three Community Representatives with strong business acumen and a working knowledge of the livestock industry. The Naracoorte Lucindale Council CEO and Director Operations are non-voting members of the Board. The NRLE Board met 7 times during the financial year. Members Number of

meetings eligible to attend



Mr Ian O’Loan (Independent Member)

7

7

100%

Mr Jonathan England (Independent Member)

7 5 71%

Councillor Toby Robinson (Presiding Member up to November 2018)

2 2 100%

Councillor Scott McLachlan (Presiding Member from November 2018)

7

6

86%


Councillor Ken Schultz 5 4 80%

Strategic Planning and Development Policy The Strategic Planning and Development Policy committee is established in accordance with Section 101A of the Development Act 1993. The Committee provides advice to Council in relation to the extent to which Council’s strategic planning and development policies are in accordance with the Planning Strategy. All Elected Members are members of the Committee. The Committee did not meet during 2018-2019.

Strategic Asset Management The Strategic Asset Management Committee provides advice and recommendations to Council that align to outcomes listed under themes 4 and 5 of Council’s Strategic Plan as follows: • Theme 4 – Liveable Neighbourhoods, a range of well-planned neighbourhoods and

public space, designed with a strong sense of identity and place.


o Outcome - A safe and integrated transport network • Theme 5 – Progressive Leadership, a well led and managed district supported by a

professional approach to managing infrastructure, and the delivery of projects and services to the community.

o Outcome - Effective delivery of projects and services All Elected Members are members of the Committee. The Committee met six times during the financial year. Attendances at meetings were:

Councillors Number of meetings eligible

to attend



Mayor Erika Vickery OAM (Presiding Member up to November 2018)

6 6 100%

Councillor Craig McGuire 6 4 67% Councillor Malcolm McLean 2 2 100% Councillor Trevor Rayner 6 3 50% Councillor Toby Robinson 2 2 100% Councillor Damien Ross (Presiding Member since November 2018)

6 6 100%

Councillor Kenneth Schultz 6 6 100% Councillor Tom Dennis 6 3 50% Councillor Julie Earl 6 5 83% Councillor Scott McLachlan 6 4 67% Councillor Rebecca Smith 2 1 50% Councillor Monique Crossling 4 4 100% Councillor Cameron Grundy 4 4 100% Councillor Derek James 4 4 100%

PUBLIC PARTICIPATION As identified in theme 5 of the Strategic Plan 2016-2026, Progressive Leadership, Council wants to achieve effective community communication and engagement. Actions to achieve this include: • Engage with the community in Council decision making processes • Inform the community of Council’s progress in the delivery of strategic objectives • Ensure transparency in Council’s responsibilities and decision making Listed below are some of the ways the community can be involved in decision-making processes. Council and Committee Meetings Council’s Code of Practice for Council and Committee Meeting Procedures sets out how members of the public may present their views on particular issues to Elected Members at a Council meeting. A short summary is provided below:


Public Forum Up to 15 minutes is scheduled at the commencement of each ordinary meeting for members of the public to ask questions of Council or the Committee. Questions to Council must be in writing and submitted to the Chief Executive Officer no later than 2 hours prior to the meeting at which the question will be asked. Questions can be delivered to DeGaris Place, Naracoorte, posted to PO Box 555, Naracoorte SA 5271 or emailed to [email protected]. Petitions Petitions are one way in which members of the community may advise Council of their particular concerns regarding a specific issue or make requests of, and provide information to, Council. A petition is a formally drawn up request to Council seeking action or special consideration of a particular matter, which is signed by more than two (2) residents/members of the public. Petitions should be submitted by the close of business 7 days prior to the scheduled Meeting. Section 10 – Petitions and Section 11 - Deputations of the Local Government (Procedures at Meetings) Regulations 2013 prescribes how a petition and deputation can be made. Deputations or Presentations to Council A person, group of people, or an organisation seeking to appear before a Council or Committee, as a deputation, must provide a written request to the Council, addressed to the Chief Executive at the principal office of the Council, indicating the topic and reasons why the deputation wishes to appear. A request to make a deputation must be received by Council, no later than 7 days prior to the meeting at which the deputation is to appear. Written Requests A member of the public can write to Council on any council policy, activity or service. As a result, Council may invite the community member to provide further comment on points raised in the letter. Elected Members Members of the public can contact Elected Members of the Council to discuss items relevant to Council. Contact names and phone numbers are available from Naracoorte Lucindale Council offices or on Council’s website at www.naracoortelucindale.sa.gov.au. Community Consultation Council’s Public Consultation and Community Engagement policy sets out how Council will engage with the community in its decision making processes.

mailto:[email protected]



During 2018-2019 Council sought comment from the community on the following: • Naracoorte and District Sports Centre

Master Plan • Disability Inclusion Plan

• Frances master Plan • Naracoorte Aerodrome (two consultations)

• Annual Business Plan and Budget • Lucindale Health Centre • Lucindale Master Plan • Section 72 - Code of Practice

GRANTS RECEIVED Each year Council applies to the State and Federal Government for funding to support its planned projects. These are competitive grant rounds and are tied to particular projects. Successful grant applications allow Council to maintain a high level of services, facilities and amenity across our district while ensuring sustainable finances. Council receives an annual general purpose grant from the State Government Grants Commission. In 2018-2019, $4.093 million was received, including a supplementary road grant of $727,749. General purpose grants may be expended at Council’s discretion. Specific purpose grant money expended during 2018-2019 is listed below. An (a) indicates that a portion of the grant income was received in 2018-2019, but unexpended as at 30 June 2019. • Volunteer Management Program ($60,000 received in 2018-19, but previous year

grant of $5,550 returned due to non-expenditure) $54,450

• Library Maintenance Grant - Naracoorte $26,050

• Library Maintenance Grant - Lucindale $530

• Library Materials Grant - Naracoorte $21,919

• Library – Be Connected Registrations (over 50s) $2,000

• Natural Disaster Resilience Program - Early Flood Warning Monitoring System in the Naracoorte Creek

$4,152

• Naracoorte & District Sports Centre Master Plan $20,000

• Roads to Recovery Grant – Second & Fifth Streets, Frances $343,921

• Red Meat Cluster Project $27,000

• Industrial Development - Lucindale Road Roundabout Project $60,546

• Support Regional Aviation - Naracoorte Aerodrome $70,000

• Special Local Roads Program – Old Caves Road(a) $618,000

• Teys Australia also contributed a grant towards Harmony Day $818


ELECTED MEMBERS’ ALLOWANCES The Local Government Act 1999 (the Act) and the Local Government (Members Allowances and Benefits) Regulations 2010 (the Regulations) provides for the payment of Elected Member Allowances. An Elected Member is entitled to an annual allowance, which is determined every four (4) years by the Remuneration Tribunal of South Australia. The Tribunal’s determination for the current Council term was released on the 30 August 2018. Section 76(9) of the Local Government Act provides for the allowances to be adjusted by CPI on the first, second and third anniversary of the periodic elections. Allowances effective from November 2018 are: • Mayor $55,600

• Deputy Mayor $17,375

• Standing (Key) Committee Presiding Member $17,375

• Elected Member $13,900

An additional allowance in the form of a sitting fee is applicable for a Councillor who is the presiding member of a committee (other than the Principal or Deputy Principal Member, Chairperson or Deputy Chairperson or a Presiding Member of a prescribed committee): Allowance - $170 per meeting limited to an aggregate amount of $1,020 per annum Travel time allowances for Members of Non-Metropolitan Councils have also been determined where the Member’s residence is located: • >30 kms < 50kms from Council’s principal office $410 per annum

• >50 kms <75kms from Council’s principal office $700 per annum

• >75 kms from Council’s principal office $1,050 per annum

Council is not required to adopt these allowances as they are based in legislation. Council pays the cost of Elected Members attendance at training, seminars and conferences related to Council activities. The following support is also provided to Elected Members to assist them in the performance of their official duties:

Mayor Elected Members

• Fully maintained Council passenger sedan for travel related to official duties

• Council owned and maintained computer

• Council owned mobile phone • Reimbursement of expenses relating

to functions attended

• Council owned and maintained Surface Pro

• Reimbursement of expenses relating to functions attended

• Reimbursement of approved childcare expenses while representing Council

• Reimbursement of travel expenses • Reimbursement of telephone, facsimile


• Reimbursement of telephone, facsimile or other communication

• Device expenses (up to $150 per quarter for internet access)

or other communication device expenses (up to $150 per quarter for internet access)

COMMITTEE MEMBERS’ ALLOWANCES Independent members of the Audit Committee, Council Assessment Panel and Naracoorte Regional Livestock Exchange Board receive a fee for attendance at approved meetings, training and events. The following fees were set by Council at its June 2018 meeting (resolution 325/18): • Presiding Member $290

• Independent Members $230

ELECTED MEMBER TRAINING AND DEVELOPMENT The Local Government Act states that Council must ensure that its Elected Members undertake regular training in accordance with Council’s Elected Member Training and Development policy and that training complies with the Local Government Association training standards. There are mandatory training requirements Elected Members must undertake following each Local Government election. Training and development opportunities focus on assisting Elected Members in the performance and discharge of their functions and duties and contribute to achieving the strategic and good governance objectives of Council. Training and development activities undertaken by Elected Members during 2018-2019 are listed below. Councillors Activities undertaken

All Members (elected in November 2018) • Mandatory Training / Induction Mayor Erika Vickery OAM • 2018 Local Government

Conference and Annual General Meeting

• 2019 LGA Ordinary General Meeting and Showcase

• National General Assembly of Local Government

• Local Government Elections • Roads and Works Conference • 2018 National Roads

Conference • Media Training


Councillor Toby Robinson • National Saleyards Expo Councillor Craig McGuire • Media Training Cr Damien Ross • Media Training Cr Cameron Grundy • Audit Committee Cr Julie Earl • Audit committee

CONFIDENTIAL ITEMS Council and Council committees may from time to time discuss an item of business in confidence and as a result the public is excluded from attendance at the meeting for the period of time taken to discuss the relevant item. The Local Government Act 1999, Section 90(3) (a) to (n) sets out the criteria for when this may occur. Following is a summary of the number of occasions that the provisions listed in Section 90 (excluding the public during debate) or Section 91 (documents to be kept confidential for a period of time) were used during 2018–2019. During 2018-2019: • 24 orders to move into confidence were made under section 90(2) • 21 orders were made to retain reports, minutes and other documents in confidence

under section 91(7) • 11 orders from 2017-2018 were released • 1 order from 2016-2017 was released • 3 orders from 2015-2016 were released • 2 orders from 2014-2015 was released

Below is a summary of orders for 2018-2019: Date Topic Grounds for

Confidential Order - Section 90(3)

Order expired, ceased or revoked

24-Jul-18 Memorial Oval, Naracoorte - Nature Play k no order made 28-Aug-18 Contracts – 201819-02 to 201819-09 k 56/19

28-Aug-18 Contract - 201819-01 Rubble Raising and Crushing

k 59/19

28-Aug-18 CEO Recruitment, Performance Review & Remuneration Committee Meeting – 22 August

2018

a no order made

18-Dec-18 Cedar Avenue / Jenkins Terrance intersection, Naracoorte

k 132/19

18-Dec-18 Contract 201819/13 Road construction: Kingston Avenue and Donald Street,

Naracoorte

k 135/19

22-Jan-19 Contract 201819/13 Road construction: Kingston Avenue and Donald Street,

Naracoorte

k 151/19

22-Jan-19 Contract 201718-10 - Road Reconstruction: Barclay Avenue, Naracoorte

k no order made


22-Jan-19 Road Closure and Sale – Unmade Road Reserve b 156/19

22-Jan-19 Naracoorte Public Library Temporary Premises – 165 Smith Street, Naracoorte

b 159/19

05-Feb-19 Energy Audit b

26-Feb-19 Naracoorte Regional Livestock Exchange Management Board – Confidential Item

b 184/19

26-Feb-19 Tender 201819-14 - Naracoorte and District Sports Centre Master Plan

k 187/19

26-Feb-19 Sale of Land for Non-Payment of Rates a 190/19

15-Mar-19 Tender 201819-16 Upgrade Cattle Selling Pens - Naracoorte Regional Livestock Exchange

b

26-Mar-19 Naracoorte Regional Livestock Exchange Management Board - Tender 201819-16

Upgrade Cattle Selling Pens - Naracoorte Regional Livestock Exchange

k 212/19

26-Mar-19 Tender 201819-20 - Lucindale Master Plan k 215/19

26-Mar-19 Naracoorte Public Library Temporary Premises – 165 Smith Street, Naracoorte

b 218/19

26-Mar-19 Road Closure and Sale – Unmade Road Reserve b 221/19

09-Apr-19 Waste Management b order to retain attachments in

confidence

23-Apr-19 Naracoorte Cemetery k 255/19

28-May-19 CEO Recruitment, Performance Review & Remuneration Committee

a 277/19

28-May-19 LATE ITEM - Major Event j 279/19

14-Jun-19 Major Event j 285/19

EXECUTIVE MANAGEMENT TEAM AND STAFFING The Executive Management Team is led by Chief Executive Officer, Trevor Smart. Chief Executive Officer Mr Trevor Smart

Director Operations Mr Steve Bourne

Director Corporate Services Ms Fiona Stringer

Manager Planning & Compliance Mr Paul McRostie

Manager Governance & Community Development

Ms Sally Klose

Manager Operations Mr Daniel Willsmore


Salary packages for these Officers include over Award salary in a band of $98,983 - $182,880, and may also include private use of a motor vehicle, packaged overtime allowance, superannuation, home phone, internet data transfer reimbursement and mobile phone or mobile phone reimbursement. Staff Levels (as at 30 June 2019)

2016-2017 2017-2018 2018-2019

Total employees (FTE)

69 68 64

Permanent full time

51 49 48

Permanent part time

14 16 13

Fixed term contract – full time and part time 6

5

5

Casual

6 6 4

Naracoorte Lucindale Council follows equal opportunity employment principles across the organisation and the principles of anti-discrimination in all dealings with its employees. Selection to fill any vacancies is based on merit, including skills, experience, and aptitude for the position. Appropriate work skills are vital to the effective and efficient delivery of services to the community. Council encourages employees to undertake relevant training to develop and enhance those skills.

DELEGATIONS The Council has provided the chief executive officer with the delegated authority to make decisions on a number of specified administrative and policy matters. A copy of the Delegations Policy is available on the website, www.naracoortelucindale.sa.gov.au. Council reviews these delegations annually. In keeping with legislative requirements Council: • Determines the policies to be applied by the Council in exercising its discretionary

powers. • Determines the type, range and scope of projects to be undertaken by the Council. • Determines the resources, which are to be made available to undertake such works

and services.

ETHICAL STANDARDS AND PERFORMANCE A mandatory Code of Conduct applies to all Elected Members of Council in South Australia. Any person can make a complaint to Council about a possible breach by an Elected



Member under the Behavioural Code (Part 2 of the Code of Conduct). Complaints about behaviour alleged to have breached the Behavioural Code should be brought to the attention of the Mayor or Chief Executive Officer. Any person may report an alleged breach under the Part 3 of the code, Misconduct to the Council, the Ombudsman, the Electoral Commissioner (for alleged breaches of Code 3.8) or the Office for Public Integrity. Alleged breaches of this Part made to a Council or to the Office for Public Integrity may be referred to the Ombudsman for investigation under Section 263 of the Local Government Act 1999, by the Council’s Chief Executive Officer or by the Independent Commissioner Against Corruption, where he or she so determines. A mandatory Code of Conduct applies to all Council employees in South Australia. Any person may make a complaint about a Council employee under this Code. Complaints about an employee’s behaviour that is alleged to have breached this Code should be brought to the attention of the Chief Executive Officer of the Council. Complaints about a Chief Executive Officer’s behaviour that is alleged to have breached the Code should be brought to the attention of the Mayor.

REGISTERS Following is a list of registers required to be kept by Council: • Section 68 Members Register of Interests • Section 79 Members Register of Allowances and Benefits • Section 105 Officers Register of Salaries • Section 116 Officers Register of Interests • Section 188 Fees and Charges • Section 207 Community Land • Section 231 Public Roads • Section 252 By-Laws The following registers are also kept by Council: • Register of Interests (Council Assessment Panel Members) • Register of Elected Members Disclosure of Conflict of Interests • Election Campaign Donation Returns • Register of Land management agreements • Confidential Items • Development • Heritage • Gifts and Benefits • Resolutions

CODES Following is a list of Codes of Conduct or Practice, required under the Local Government Act 1999 or the Local Government (Elections) Act 1999:


• Section 63 - Members Code of Conduct • Section 92 - Code of Practice for Access to Council and Committee Meetings and

Associated Documents • Section 110 - Employees Code of Conduct • Reg 6 - Code of Practice Meetings of Council and Council Committees

POLICIES Council has adopted the following policies: • Accommodation and Associated Expenses • Accounting Policy - Infrastructure, Property, Plant & Equipment • Australian Defence Force - Reservist Leave • Budget Reporting and Amendment Policy • Building and Swimming Pool Inspection • CFS Support • Caretaker Guidelines • Caretaker • Cemetery Leases • Civic Events and Functions • Access to Council and Committee Meetings and Associated Documents • Community Organisations – Financial and other support • Council and Committees Meeting Code of Practice • Customer Service & Complaint Handling • Complaints & Dispute Resolution Procedure - Sewerage Services • Customer Charter - Sewerage Services • Delegations Policy • Drug and Alcohol Policy • Drug and Alcohol Procedure • Driveway Policy • Enforcement Policy • Elected Members Allowances and Benefits • Elected Members Casual Vacancy • Elected Members Complaint Handling Procedure • Elected Members Training and Development • Employee Assistance Program • Employee Behaviour Standards • Employee - Recognition of Service, Personal Events and Occasions • Employee - Corporate Uniform and Protective Clothing & Equipment • Employee Pre-placement Medical Examination • Fingerboard Signs • Footpaths • Firearms • Footpath Dining • Fraud, Corruption and Whistle-blower Policy • Fraud, Corruption Prevention and Whistle-blower Procedure • Flag Flying • Grievance / Review of Decision Policy


• Informal Gatherings • Hardship Policy for Residential Customers of Minor and Intermediate Water Retailers • Use of Council Equipment by Community and Sporting Organisations • Internal Controls • Investments Policy • Livestock Exchange OHSW Policy • External Communications • Motor Vehicles • Online Purchasing Terms and Conditions • Order Making • Procurement • Council Land - Permit to Use • Prudential Management • Public Consultation • Quarry Activities • Rate Rebates • Register of Interests • Risk Management • Road and Place Naming • Road Network Extension and Upgrade • Child Safe Environment (and other vulnerable people) • Sale or Disposal of Land and Other Assets • Smoke Free Policy • Shipping Container • Technology and Communication • Venue Hire • Tree Management Policy • Volunteer • Kerbside Waste Collection • Re-employment of Work Injured Former Employee • Return to Work from a Work Injury & Provision of Suitable Employment

REVIEW OF DECISIONS As required by the Local Government Act 1999, Council has a Grievance / Review of Decisions policy, outlining how decisions of Council or other people acting on behalf of Council are reviewed. There was one application for review of decision during 2018- 2019 that related to Road Closure and Sale – Unmade Road Reserve – Henschke Avenue. The decision was reviewed at Council’s meeting held on 28 May 2019 and the original decision was upheld.

FREEDOM OF INFORMATION APPLICATIONS AND STATEMENT The Freedom of Information Statement is published annually by the Naracoorte Lucindale Council in accordance with the requirements of the Freedom of Information


Act 1991. There were three Freedom of Information applications received during 2018- 2019. There were no applications brought forward from the previous year and there were no unfinished applications at 30 June 2019. Inquiries or requests for information under the Act should be forwarded to: Freedom of Information Officer Naracoorte Lucindale Council PO Box 555, NARACOORTE SA 5271 The Freedom of Information Statement is available on Council’s website, www.naracoortelucindale.sa.gov.au

MANAGEMENT PLANS FOR COMMUNITY LAND Council has management plans in place for all community land under its care.

LOCAL NUISANCE AND LITTER CONTROL ACT 2017 Section 8 of the Local Nuisance and Litter Control Act requires councils to include information in its annual report on the functions conferred on councils under this Act. • Council received 12 complaints of local nuisance or littering • There were 2 offences under the Act that were expiated • There were no offences under the Act that were prosecuted • There were 6 nuisance abatement notices or litter abatement notices issued • There were no civil penalties negotiated under section 34 of the Act • There were no applications by the council to the Court for orders for civil penalties

under section 34 of the Act and therefore there were no orders made by the Court on those applications

• No other functions were performed by the council under the Act ACCOUNTABILITY Provision of Services and the Purchase of Goods Naracoorte Lucindale Council is committed to ensuring a fair, transparent and accountable process in the provision of services and the purchase of goods and services to enable it to meet its operational and community obligations. Naracoorte Lucindale Council aims to ensure that its methods of service provision, including the carrying out of works and purchasing goods are transparent, cost- effective, and represent best value for money while meeting the needs of Council and the community. At the same time, Council is committed to pursuing a convention of purchasing locally whenever possible and practical. More detailed information is available in the Procurement Policy.



National Competition Policy – Clause 7 Statement Reporting Local Government is required to comply with the Competition Policy Reform (South Australia) Act, 1996 to ensure the application of competitive neutrality principles and practices when significant “business activities” are being carried out by Councils. Whether an activity is a significant business activity to which competitive neutrality principles should be applied is a matter for each local government agency to determine. This determination should be made taking into account: • the intent of National Competition Policy • whether the business activity possesses sufficient market power to create a

competitive impact in the market that is more than nominal or trivial • whether the size of the business activity relative to the size of the market as a whole

is more than nominal or trivial The National Competition Policy categorises significant business activities as: • Category 1 - business activities with an annual revenue in excess of $2 million, or

employing assets in excess of $20 million • Category 2 - all other significant business activities. Competitive Neutrality Principles under National Competition Policy require that Councils must report annually on: • the determination of significant business activities undertaken by Council, and the

creation or cessation of significant business activities • the application, or change in application, of competitive neutrality • the review and reform of by-laws, including by-laws created or repealed • complaints about the application of competitive neutrality and • the structural reform of public monopolies Significant Business Activities • Category 1:

o Council has determined it has no significant business activities to declare under Category 1.

• Category 2:

o the Naracoorte Regional Livestock Exchange is a business activity falling within Category 2. Council has adopted the Cost Reflective Pricing principle to counter any unfair competitive advantage that might exist. This includes the recovery by Council of administration, loan servicing charges, and other similar business costs associated with the management and operation of the Livestock Exchange.

Commencement or Cessation of Significant Business Activities Council has neither commenced nor ceased a significant business activity during the course of the reporting period.


By-Laws Council did not review or reform any by-laws during 2018–2019. Complaints Concerning the Application of Competitive Neutrality Council did not receive any complaints concerning the application of competitive neutrality principles during the 2018-2019 financial year. Structural Reform of Public Monopolies These provisions do not apply to any Council activity.

LIMESTONE COAST LOCAL GOVERNMENT ASSOCIATION Section 43 of the Local Government Act allows two or more councils to establish a Regional Subsidiary to provide specified services or to carry out a specified activity or activities. The seven (7) Limestone Coast Councils have joined together to develop a regional subsidiary known as the Limestone Coast Local Government Association (LCLGA). The following Councils are Members of LCLGA: City of Mount Gambier, District Councils of Grant, Robe, Tatiara and Kingston and Naracoorte Lucindale and Wattle Range Councils. LCLGA’s overall goal is to represent and serve its Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation. LCLGA’s Annual Report and audited financial statements for the 2018-2019 financial year have been prepared in accordance with Schedule 2 (28) of the Local Government Act 1999 and are attached to this report.

FINANCIAL MANAGEMENT Council’s long-term financial sustainability is dependent on ensuring that, on average, over time its expenditure is equal to or less than its revenue. Revenue Council’s primary source of revenue is generated by the levying of general rates and service charges. The 2018-2019 year included a budgeted increase in general rates of approximately 2.3% (2018: 1.3%, 2017: 1.0%). Other sources of revenue for Council included user charges (hall hire and Naracoorte Regional Livestock Exchange fees), statutory fees (animal registration, development and health fees), reimbursements (private work), investment income, grant income and other income (rebates and insurance recoupments).


2016-2017 2017-2018 2018-2019

Rates General Rate Revenue Fines, Interest & Legal Fees Less Rebates (mandatory, discretionary & revaluations)

$10.260 million $0.071 million $0.137 million $10.194 million

$10.389 million $ 0.089 million $ 0.181 million $10.297 million

$10.646 million $ 0.066 million $ 0.201 million $10.511 million

Service Charges Waste & Recycling Community Waste Management Scheme NRM Levy (collected on behalf of the NRM Board)




Statutory Charges $0.167 million $0.206 million $0.200 million

User Charges $1.719 million $1.701 million $1.976 million

Investment Income $0.122 million $0.172 million $0.201 million

Reimbursements & Other Income

$0.919 million $0.413 million $0.572 million

Grant, Subsidies & Contributions

For New or Upgraded Assets Other Grants




TOTAL REVENUE (excluding income from sale of assets)

$21.425 million

$19.804 million

$20.572 million


Assets and Capital Expenditure Land, buildings and specified infrastructure (including Naracoorte Regional Livestock Exchange, Naracoorte Aerodrome, Naracoorte Transfer Station and the Naracoorte Swimming Lake) were revalued as at 30 June 2015 by AssetVal Pty Ltd. Road and Stormwater infrastructure was revalued by Council staff as at 1 July 2018. CWMS infrastructure was revalued by AssetVal Pty Ltd as at 1 July 2017. Plant and machinery, furniture & equipment, reserve furniture, minor equipment and library books continued to be valued at cost. 2016-2017 2017-2018 2018-2019

Capital Expenditure Renewal or Replacement of Existing Assets New Assets

$ 7.037 million $ 2.473 million $ 9.510 million

$5.824 million $1.747 million

$7.571 million

$ 6.735 million $ 2.135 million $ 8.870 million

Work in Progress (capital projects in progress, which will be completed and capitalised year ending 30 June)

$1.116 million

$1.061 million

$0.916 million


Asset Values Asset Values Carrying Value (written down value)

$308.146 million

$175.653 million



Further details relating to completed capital projects and related expenditure may be found elsewhere in this document. Expenditure Council’s operating expenditure for 2018-19 was $16.045 million (2018: $18.469 million). The table below excludes expenditure in relation to capital projects, except in relation to employee costs which are provided for informational purposes only. Expenditure referenced as ‘capital projects’ is also included in the amounts shown above for capital expenditure. Employee costs include wages, workers’ compensation, superannuation, income protection and leave accruals. $671,000 (2018: $659,148) was passed on to the Natural Resource Management Board. 2016-2017 2017-2018 2018-2019

Employee Costs

Operating Expenditure

Capital Projects


$5.522 million


$5.639 million


$5.735 million

Materials, Contracts & Other $6.360 million $6.218 million $5.467 million

Depreciation $7.281 million $7.035 million $5.243 million

Finance Costs $0.193 million $0.170 million $0.146 million

TOTAL OPERATING

EXPENDITURE ( l di it l j t )

$18.811 million

$18.469 million

$16.045 million


Other Information 2016-2017 2017-2018 2018-2019

Cash & Cash Equivalents $7.544 million $8.682 million $9.748 million

Trade & Other Receivables (excludes loans to community groups)


Inventories $0.746 million $0.583 million $0.660 million

Loans to Community Organisations $0.433 million $0.381 million $0.435 million

Loan Liability $3.009 million $2.636 million $2.240 million

Employee Leave Provisions $1.219 million $1.274 million $1.393 million

Landfill Provisions (reinstatement & monitoring of landfill sites)



Net Result Council’s operating result before capital revenues for year ending 30 June 2019 is a surplus of $3.810 million (2018: surplus of $0.679 million). The Audited Financial Statements for the year ended 30 June 2019 are attached to this report. Auditor The Local Government Act 1999 requires Council to report on a range of matters relating to the services provided by its Auditor, including the amount of remuneration paid for audit and other services. The Adelaide firm Dean Newbery & Partners Chartered Accountants has been engaged to undertake statutory audit duties in relation to Council’s financial and operational activities since the year ending 30 June 2011. During 2018 - 2019, a payment of $25,000 (GST exclusive) was made to Newbery’s for audit services provided in relation to the financial year ending 30 June 2018. No payments were made for any other services.

Financial Statements for Year Ending 30 June 2019

NARACOORTE LUCINDALE COUNCIL

General Purpose Financial Reportsfor the year ended 30 June 2019

TABLE OF CONTENTSPage

Council Certificate 1

Principal Financial Statements Statement of Comprehensive Income 2 Statement of Financial Position 3 Statement of Changes in Equity 4 Statement of Cash Flows 5

Notes to, and forming part of, the Principal Financial Statements

Note 1 - Significant Accounting Policies N1Note 2 - Income N7Note 3 - Expenses N10Note 4 - Asset Disposal & Fair Value Adjustments N12Note 5 - Current Assets N13Note 6 - Non-Current Assets N14Note 7 - Infrastructure, Property, Plant & Equipment N15Note 8 - Liabilities N19Note 9 - Reserves N20Note 10 - Assets Subject to Restrictions N21Note 11 - Reconciliation of Cash Flow Statement N22Note 12 - Functions N24Note 13 - Financial Instruments N26Note 14 - Expenditure Commitments N28Note 15 - Financial Indicators N29Note 16 - Uniform Presentation of Finances N30Note 17 - Operating Leases N31Note 18 - Superannuation N32Note 19 - Assets & Liabilities not Recognised N33Note 20 - Related Party Transactions N34

Audit Report - Financial StatementsAudit Report - Internal ControlsCouncil Certificate of Audit IndependenceAudit Certificate of Audit Independence

2019 2018Notes $'000 $'000

INCOMERates 2 12,255 12,052 Statutory charges 2 200 206 User charges 2 1,976 1,701 Grants, subsidies and contributions 2 4,651 4,604 Investment income 2 201 172 Reimbursements 2 207 156 Other income 2 365 257 Total Income 19,855 19,148

EXPENSESEmployee costs 3 5,189 5,046 Materials, contracts & other expenses 3 5,467 6,218 Depreciation, amortisation & impairment 3 5,243 7,035 Finance costs 3 146 170 Total Expenses 16,045 18,469

OPERATING SURPLUS / (DEFICIT) 3,810 679

Asset disposal & fair value adjustments 4 (2,454) (2,171)

Amounts received specifically for new or upgraded assets 2 717 656

NET SURPLUS / (DEFICIT) transferred to Equity Statement

2,073 (836)

Other Comprehensive IncomeAmounts which will not be reclassified subsequently to operating result

Changes in revaluation surplus - infrastructure, property, plant & equipment

9 300 555

Total Other Comprehensive Income 300 555

TOTAL COMPREHENSIVE INCOME 2,373 (281)

This Statement is to be read in conjunction with the attached Notes.


STATEMENT OF COMPREHENSIVE INCOMEfor the year ended 30 June 2019

Page 2

2019 2018ASSETS Notes $'000 $'000Current AssetsCash and cash equivalents 5 9,748 8,682 Trade & other receivables 5 1,246 1,055 Inventories 5 660 583

Total Current Assets 11,654 10,320

Non-current AssetsFinancial assets 6 396 343 Infrastructure, property, plant & equipment 7 175,834 174,440 Other non-current assets 6 916 1,061

Total Non-current Assets 177,146 175,844 Total Assets 188,800 186,164

LIABILITIESCurrent LiabilitiesTrade & other payables 8 2,276 1,732 Borrowings 8 422 396 Provisions 8 1,185 1,082

Total Current Liabilities 3,883 3,210

Non-current LiabilitiesBorrowings 8 1,818 2,240 Provisions 8 213 201

Total Non-current Liabilities 2,031 2,441 Total Liabilities 5,914 5,651 NET ASSETS 182,886 180,513

EQUITYAccumulated Surplus 47,864 45,879 Asset Revaluation Reserves 9 132,265 131,965 Other Reserves 9 2,757 2,669 TOTAL EQUITY 182,886 180,513

This Statement is to be read in conjunction with the attached Notes.


STATEMENT OF FINANCIAL POSITIONas at 30 June 2019

Page 3


AccumulatedSurplus

Asset Revaluation

Reserve

Other Reserves

TOTAL EQUITY

2019 Notes $'000 $'000 $'000 $'000

Balance at end of previous reporting period 45,879 131,965 2,669 180,513 Restated opening balance 45,879 131,965 2,669 180,513 Net Surplus / (Deficit) for Year 2,073 - - 2,073 Other Comprehensive Income

Gain on revaluation of infrastructure, property, plant & equipment

- 300 - 300

Transfers between reserves (88) 88 -

Balance at end of period 47,864 132,265 2,757 182,886

2018

Balance at end of previous reporting period 47,680 131,410 1,704 180,794 Restated opening balance 47,680 131,410 1,704 180,794 Net Surplus / (Deficit) for Year (836) - - (836)Other Comprehensive Income

Changes in revaluation surplus - infrastructure, property, plant & equipment

- 555 - 555

Transfers between reserves (965) - 965 - Balance at end of period 45,879 131,965 2,669 180,513

This Statement is to be read in conjunction with the attached Notes

for the year ended 30 June 2019STATEMENT OF CHANGES IN EQUITY

Page 4


STATEMENT OF CASH FLOWSfor the year ended 30 June 2019

2019 2018CASH FLOWS FROM OPERATING ACTIVITIES Notes $'000 $'000Receipts

Rates - general & other 12,382 12,034 Fees & other charges 212 222 User charges 2,273 1,766 Investment receipts 211 168 Grants utilised for operating purposes 4,985 4,949 Reimbursements 116 626 Other revenues 1,790 2,455

PaymentsEmployee costs (5,124) (4,992) Materials, contracts & other expenses (7,354) (8,799) Finance payments (177) (243)

Net Cash provided by (or used in) Operating Activities 9,314 8,186

CASH FLOWS FROM INVESTING ACTIVITIESReceipts

Amounts specifically for new or upgraded assets 717 656 Sale of replaced assets 79 50 Sale of surplus assets - 82 Repayments of loans by community groups 46 52

PaymentsExpenditure on renewal/replacement of assets (6,459) (5,768) Expenditure on new/upgraded assets (2,135) (1,747) Loans made to community groups (100) -

Net Cash provided by (or used in) Investing Activities (7,852) (6,675)

CASH FLOWS FROM FINANCING ACTIVITIESReceipts Proceeds from aged care facility deposits - - Payments Repayments of borrowings (396) (373)

Net Cash provided by (or used in) Financing Activities (396) (373)

Net Increase (Decrease) in cash held 1,066 1,138

Cash & cash equivalents at beginning of period 11 8,682 7,544 Cash & cash equivalents at end of period 11 9,748 8,682

This Statement is to be read in conjunction with the attached Notes

Page 5


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

for the year ended 30 June 2019

Note 1 – SIGNIFICANT ACCOUNTING POLICIES

Page N1

The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. 1 Basis of Preparation 1.1 Compliance with Australian Accounting Standards This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation. The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management) Regulations 2011 dated 24 September 2019. 1.2 Historical Cost Convention Except as stated below, these financial statements have been prepared in accordance with the historical cost convention. 1.3 Critical Accounting Estimates The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying Council’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this Note. 1.4 Rounding All amounts in the financial statements have been rounded to the nearest thousand ($’000). 2 The Local Government Reporting Entity Naracoorte Lucindale Council is incorporated under the SA Local Government Act 1999 and has its principal place of business at DeGaris Place, Naracoorte. These financial statements include the Council’s direct operations and all entities through which Council controls resources to carry on its functions. In the process of reporting on the Council as a single unit, all transactions and balances between activity areas and controlled entities have been eliminated. 3 Income Recognition Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs. Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Council's operations for the current reporting period.

Naracoorte Lucindale Council NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019 Note 1 - Significant Accounting Policies (cont)

Page N2

In June 2018 and June 2019 the Federal Government announced that the payment of untied financial assistance grants would be made early. Approximately 50% of the anticipated grant for 2018-19 and 2019-20 were received in June 2018 and June 2019 respectively. The Fedearal Government also announced that the supplementary roads grants for 2019-20 and 2020-21 would be paid early. 100% of the grants were received in June 2019. The actual amounts of untied grants received during the reporting periods are disclosed in Note 2. 3.1 Construction Contracts Construction works undertaken by Council for third parties are generally on an agency basis where the third party reimburses Council for actual costs incurred, and usually do not extend beyond the reporting period. As there is no profit component, such works are treated as 100% completed. Reimbursements not received are recognised as receivables and reimbursements received in advance are recognised as “payments received in advance”. 4 Cash, Cash Equivalents and other Financial Instruments Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk of change in value with a maturity of three months or less from the date of acquisition. Receivables for rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are generally unsecured and do not bear interest. All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful. All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13. 5 Inventories Inventories held in respect of stores have been valued on a cost basis after adjustment for loss of service potential. Inventories held in respect of business undertakings have been valued at the lower of cost and net realisable value. 6 Infrastructure, Property, Plant & Equipment 6.1 Land under roads Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial. 6.2 Initial Recognition All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition.


Page N3

All non-current assets purchased or constructed are capitalised and depreciated as soon as the asset is held “ready for use”. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architects' fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead. Capital works still in progress at balance date are recognised as other non-current assets and transferred to infrastructure, property, plant & equipment when completed ready for use. 6.3 Materiality Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of capitalisation thresholds applied during the year are as follows. No capitalisation threshold is applied to the acquisition of land or interests in land. Office Furniture & Equipment $ 1,000 Information Technology $ 500 Other Plant and Equipment $ 1,000 Buildings New Construction / Extensions $10,000 Buildings – fit-out or services $ 1,000 Park & Playground Equipment $ 2,500 Road Construction and Reconstruction $10,000 Paving & Footpaths, Kerb & Gutter $10,000 Kerb & Watertable $ 5,000 Bridges & Culverts $ 5,000 Spoon Drains $ 2,500 Stormwater $10,000 Artworks $ 1,000

6.4 Subsequent Recognition All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. For infrastructure and other asset classes where no active market exists, fair value is determined to be the current replacement cost of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Further detail of existing valuations, methods and valuers are provided at Note 7. 6.5 Depreciation of Non-Current Assets Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets. Major depreciation periods for each class of asset are shown below. Depreciation periods for infrastructure assets have been estimated based on the best information available to Council, but appropriate records covering the entire life cycle of these assets are not available, and care should be used in interpreting financial information based on these estimates.


Page N4

Plant, Furniture & Equipment Office Equipment - Computerised 2 to 10 years Office Furniture & Equipment 5 to 15 years Vehicles and Road-making Equip 5 to 15 years Minor Plant & Equipment 3 to 15 years Building & Other Structures Buildings – masonry 50 to 100 years Buildings – other construction 20 to 80 years Memorials 40 to 100 years Park Structures – other construction 30 years Playground equipment 5 to 25 years Benches, seats, etc 5 to 15 years Infrastructure Seals - Upper 20 years Seals - Lower 80 years Asphalt 20 to 40 years Pavement – Sealed Road 80 to 160 years Pavement – Rubble Road 20 to 50 years Sub Pavement – Rubble Road 200 to 500 years Bridges 60 to 100 years Paving & Footpaths 30 to 80 years Kerb & Watertable 60 to 80 years Stormwater Drainage 60 to 100 years Other Assets Library Books 3 to 20 years Artworks indefinite 6.6 Impairment Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for impairment. Assets carried at fair value whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, are not assessed for impairment. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash outflows or value in use). For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that the current replacement cost exceeds the original cost of acquisition.


Page N5

Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in the Asset Revaluation Reserve, any excess being recognised as an expense. 7 Payables 7.1 Goods & Services Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts. 7.2 Payments Received in Advance & Deposits Amounts received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be. 8 Borrowings Loans are carried at their principal amounts which represent the present value of future cash flows associated with servicing the debt. Interest is accrued over the period to which it relates, and is recorded as part of “Payables”. 9 Employee Benefits 9.1 Salaries, Wages & Compensated Absences Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based on-costs) measured in accordance with AASB 119. Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based on-costs) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms.

Weighted average discount rate 1.03% (2018, 1.53%)

No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. 9.2 Superannuation The Council makes employer superannuation contributions in respect of its employees predominantly to the Statewide Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently. No changes in accounting policy have occurred during either the current or previous reporting periods. Details of the accounting policies applied and Council’s involvement with the Scheme is reported in Note 18.


Page N6

10 Leases Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117. In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to ownership of the leased items, lease payments are charged to expense over the lease term. 11 GST Implications In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax” Receivables and Creditors include GST receivable and payable. Except in relation to input taxed activities, revenues and operating expenditures exclude GST

receivable and payable. Non-current assets and capital expenditures include GST net of any recoupment. Amounts included in the Statement of Cash Flows are disclosed on a gross basis.

12 Pending Accounting Standards Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2019 reporting period and have not been used in preparing these reports. AASB 7 Financial Instruments - Disclosures AASB 9 Financial Instruments AASB 15 Revenue from Contracts with Customers AASB 16 Leases AASB 1058 Income of Not-for-Profit Entities Standards containing consequential amendments to other Standards and Interpretations arising from the above - AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. (Standards not affecting local government have been excluded from the above list.) Council is of the view that other than AASB 16 and AASB 1058, none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed. Accounting Standard AASB 16 Leases may have a material effect on the amounts disclosed in these reports, particularly in relation to Infrastructure, Property, Plant & Equipment, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early. Accounting Standard AASB 1058 Income of Not-for-Profit Entities may have a material effect on the amounts disclosed in these reports, particularly in revenues from grants & subsidies, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early.


Notes

RATES REVENUESGeneral Rates

Less: Mandatory rebatesLess: Discretionary rebates, remissions & write offs

Other Rates (including service charges)

Natural Resource Management levyWaste collectionCommunity wastewater management systems

Other ChargesPenalties for late paymentLegal & other costs recovered

STATUTORY CHARGESDevelopment Act feesTown planning feesHealth & Septic Tank Inspection feesAnimal registration fees & finesParking fines / expiation feesOther licences, fees, & fines

USER CHARGESCemetery/crematoria feesLivestock Exchange Fees and ChargesLease, Permits and Rental IncomeHall & equipment hireSales - generalSundry

INVESTMENT INCOMEInterest on investments

Local Government Finance AuthorityBanks & otherLoans to community groups

Less: Discretionary rebates, remissions & write offs

10,646(163)

(37)10,446

6311,017

(1)

96

836

59

4

200

1011,634



Note 2 - INCOME

62

(36)10,209

6481,013

2019$'000

1,744

124

66

117

12,255

34

121,976

15829

3669

201

4374

25

111,701

131

14 16172

2018$'000

10,389(144)

2989

941,755

60

(1)12,052

5764

112

20206

961,365

558

2

Page N7


NOTE 2 - INCOME (continued)

Notes

REIMBURSEMENTS - for private works - other

OTHER INCOMEInsurance & other recoupments - infrastructure, property, plant & equipment

Rebates receivedSundry

GRANTS, SUBSIDIES, CONTRIBUTIONSAmounts received specifically for new or upgraded assetsOther grants, subsidies and contributions

Untied - Financial Assistance Grant 4,093 3,376Roads to Recovery 344 694Library & Communications 50 45Sundry 164 489

The functions to which these grants relate are shown in Note 12.

Sources of grantsCommonwealth governmentState government

2019


$'000


207

158

62

56100

2018$'000

156

125

41145

14958

3984,9445,368

365

717

4,6515,368

91

1,2004,0605,260

257

656

4,6045,260

Page N8


NOTE 2 - INCOME (continued)

2018Notes $'000

Conditions over grants & contributions

Unexpended at the close of the previous reporting period

Subtotal

Subtotal

Net increase (decrease) in assets subject to conditions in the current reporting period

Roads InfrastructureHeritage & Cultural Services

Roads InfrastructureHeritage & Cultural Services

Plus: amounts recognised as revenues in this reporting period but not yet expended in accordance with the conditions

Unexpended at the close of this reporting period

$'000

375

2019



(375) -

Grants and contributions which were obtained on the condition that they be expended for specified purposes or in a future period, but which are not yet expended in accordance with those conditions, are as follows:

Less: expended during the current period from revenues recognised in previous reporting periods

-

- -

141

(234 )

(375 )

5091

141

375

375

- 375375

Page N9


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSfor the year ended 30 June 2019

Note 3 - EXPENSES

2019 2018Notes $'000 $'000

EMPLOYEE COSTSSalaries and Wages 4,109 3,968 Employee leave expense 950 979 Superannuation - defined contribution plan contributions 18 332 331 Superannuation - defined benefit plan contributions 18 104 105 Workers' Compensation Insurance 159 184 Other 81 72 Less: Capitalised and distributed costs (546) (593) Total Operating Employee Costs 5,189 5,046

Total Number of Employees 65 69 (Full time equivalent at end of reporting period)

MATERIALS, CONTRACTS & OTHER EXPENSESPrescribed ExpensesAuditor's Remuneration - Auditing the financial reports 25 24 Elected members' expenses 225 217 Election expenses 41 2 Operating Lease Rentals - cancellable leases 30 30 Subtotal - Prescribed Expenses 321 273

Other Materials, Contracts & ExpensesContractors 940 1,140 Contributions to Economic Development - 68 Waste Management 1,102 1,158 Street Cleaning 140 148 Insurance 250 246 Quarry - rubble raising & associated costs 327 642 Subscriptions & Licences 310 280 Energy 679 655 Maintenance 939 1,140 Legal Expenses 9 59 Levies paid to government - NRM levy 671 659 - Other Levies 177 174 Parts, accessories & consumables 550 605 Professional services 73 174 Sundry 395 321 Less: Capitalised and distributed costs (1,416) (1,524) Subtotal - Other Materials, Contracts & Expenses 5,146 5,945

5,467 6,218

Page N10



Note 3 - EXPENSES (cont)2019 2018

Notes $'000 $'000DEPRECIATION, AMORTISATION & IMPAIRMENTDepreciationBuildings & Other Structures (L2) 11 11 Buildings & Other Structures (L3) 452 451 Transfer Station 37 38 Furniture and Fittings 61 64 Site Improvements 111 97 Minor Plant 14 15 Plant & Equipment 356 375 Library Books 30 28 CWMS - Infrastructure 49 49 - Plant & Equipment 4 9 Regional Livestock Exchange - Building Structures 372 371 - Plant, Equipment & Furniture 35 34 Swimming Lake - Building Structures 55 55 - Plant, Equipment & Furniture 4 3 Aerodrome - Building Structures 117 107 - Site Improvements 2 2 Infrastructure - Bridges & Drainage 82 81 - Roads 2,996 5,111 - Walkways 117 - - Kerb & Watertable 190 - - Stormwater & Culverts 148 134

5,243 7,035

FINANCE COSTSInterest on Loans 146 170

146 170

Page N11



Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS

2019 2018Notes $'000 $'000

INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENTAssets renewed or directly replacedProceeds from disposal 79 50 Less: Carrying amount of assets sold 2,533 2,203 Gain (Loss) on disposal (2,454) (2,153)

Assets surplus to requirementsProceeds from disposal - 82 Less: Carrying amount of assets sold - 100 Gain (Loss) on disposal - (18)

NET GAIN (LOSS) ON DISPOSAL OR FAIR VALUE DISPOSAL OF ASSETS

(2,454) (2,171)

Page N12



Note 5 - CURRENT ASSETS2019 2018

CASH & EQUIVALENT ASSETS Notes $'000 $'000Cash on Hand and at Bank 292 89 Deposits at Call 4,000 7,444 Short Term Deposits & Bills, etc 5,456 1,149

9,748 8,682

TRADE & OTHER RECEIVABLESRates - General & Other 602 630 Accrued Revenues 75 60 Debtors - general 314 164 GST Recoupment 170 163 Prepayments 46 - Loans to community organisations 39 38

1,246 1,055

INVENTORIESQuarry Materials 571 454 Trading Stock - VIC 6 5 Fuel & Lubricants 40 40 General Stores 29 55 Other 14 29

660 583

Aggregate write-downs and other losses recognised as an expense, and reversals of these, werenot material in amount in either year. All such reversals occurred principally as a result of clericalinaccuracies during stores operations.

Page N13



Note 6 - NON-CURRENT ASSETS2019 2018

FINANCIAL ASSETS Notes $'000 $'000ReceivablesLoans to community organisations 396 343 TOTAL FINANCIAL ASSETS 396 343

OTHER NON-CURRENT ASSETSInventoriesCapital Works-in-Progress 916 1,061

916 1,061

Page N14



Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

Land (L2) 2 3,254 - - 3,254 3,254 - - 3,254 Land (L3) 3 8,971 - - 8,971 8,971 - - 8,971 Buildings & Other Structures (L2) 2 285 - (33) 252 285 - (44) 241 Buildings & Other Structures (L3) 3 24,304 210 (13,149) 11,365 24,264 252 (13,561) 10,955 Transfer Station 3 1,468 - (299) 1,169 1,468 - (336) 1,132 Furniture and Fittings - 817 (558) 259 - 824 (562) 262 Site Improvements - 3,034 (869) 2,165 - 3,333 (980) 2,353 Minor Plant - 364 (303) 61 - 372 (315) 57 Plant & Equipment - 7,605 (3,928) 3,677 - 7,664 (4,154) 3,510 Library Books - 715 (539) 176 - 715 (543) 172 CWMS - Infrastructure 3 3,678 - (1,633) 2,045 3,678 - (1,682) 1,996 - Plant & Equipment - 89 (60) 29 - 89 (64) 25 Regional Livestock Exchange - Building Structures 3 12,680 131 (5,404) 7,407 248 12,563 (5,659) 7,152 - Plant, Equipment & Furniture - 335 (174) 161 - 342 (206) 136 Swimming Lake - Building Structures 3 3,119 292 (1,787) 1,624 3,112 299 (1,835) 1,576 - Plant, Equipment & Furniture - 39 (30) 9 - 45 (33) 12 Aerodrome - Building Structures 3 2,438 728 (930) 2,236 2,438 886 (1,047) 2,277 - Site Improvements - 62 (28) 34 - 70 (27) 43 Infrastructure - Bridges & Drainage 3 7,697 472 (4,494) 3,675 7,697 472 (4,576) 3,593 - Roads 3 202,885 10,468 (97,584) 115,769 155,601 5,443 (55,189) 105,855 - Walkways 3 - - - - 2,839 1,511 (1,296) 3,054 - Kerb & Watertable 3 - - - - 10,265 1,601 (3,816) 8,050 - Stormwater & Culverts 3 13,014 2,474 (5,386) 10,102 12,987 3,684 (5,513) 11,158

283,793 27,835 (137,188) 174,440 237,107 40,165 (101,438) 175,834

Comparatives 287,682 20,464 (132,493) 175,653 283,793 27,835 (137,188) 174,440

This Note continues on the following pages.

TOTAL INFRASTRUCTURE, PROPERTY, PLANT& EQUIPMENT

2019$'000

Fair Value Level

AT COSTACCUM DEP'N

CARRYING AMOUNT

AT FAIR VALUE

2018$'000

AT COSTACCUM DEP'N

CARRYING AMOUNT

AT FAIR VALUE

Page N15



2018 2019$'000 $'000

New/Upgrade Renewals In Out

Land (L2) 3,254 - - - - - - - - 3,254 Land (L3) 8,971 - - - - - - - - 8,971 Buildings & Other Structures (L2) 252 - - - (11) - - - - 241 Buildings & Other Structures (L3) 11,365 2 40 - (452) - - - - 10,955 Transfer Station 1,169 - - - (37) - - - - 1,132 Furniture and Fittings 259 20 44 - (61) - - - - 262 Site Improvements 2,165 299 - - (111) - - - - 2,353 Minor Plant 61 9 1 - (14) - - - - 57 Plant & Equipment 3,677 10 241 (62) (356) - - - - 3,510 Library Books 176 - 26 - (30) - - - - 172 CWMS - - - - - - - - - - - Infrastructure 2,045 - - - (49) - - - - 1,996 - Plant & Equipment 29 - - - (4) - - - - 25 Regional Livestock Exchange - - - - - - - - - - Building Structures 7,407 - 117 - (372) - - - - 7,152 - Plant, Equipment & Furniture 161 7 3 - (35) - - - - 136 Swimming Lake - - - - - - - - - - Building Structures 1,624 - 7 - (55) - - - - 1,576 - Plant, Equipment & Furniture 9 7 - - (4) - - - - 12 Aerodrome - - - - - - - - - - Building Structures 2,236 158 - - (117) - - - - 2,277 - Site Improvements 34 - 17 (6) (2) - - - - 43 Infrastructure - - - - - - - - - - - Bridges & Drainage 3,675 - - - (82) - - - - 3,593 - Roads 115,769 220 5,429 (2,260) (2,996) - - (10,607) 300 105,855 - Walkways - 109 27 (5) (117) - 3,040 - - 3,054 - Kerb & Watertable - 420 432 (179) (190) - 7,567 - - 8,050 - Stormwater & Culverts 10,102 874 351 (21) (148) - - - - 11,158

TOTAL INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

174,440 2,135 6,735 (2,533) (5,243) - 10,607 (10,607) 300 175,834

Comparatives 175,653 1,747 5,824 (2,304) (7,035) - 1,577 (1,577) 555 174,440

Transfers

Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

CARRYING AMOUNT MOVEMENTS DURING YEAR$'000

CARRYING AMOUNT

AdditionsDisposals Depreciation Impairment

Net Revaluation

CARRYING AMOUNT

Page N16

Page N17


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019

Note 7 (cont) – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

Valuation of Assets General Valuation Principles Accounting procedure: Upon revaluation, the current new replacement cost and accumulated depreciation are re-stated

such that the difference represents the fair value of the asset determined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, fair value is taken to be the current replacement cost.

Highest and best use: For land which Council has an unfettered right to sell, the “highest and best use” recognises the

possibility of the demolition or substantial modification of some or all of the existing buildings and structures affixed to the land. Much of the land under Council’s care and control is Crown land or has been declared as community land under the provisions of the Local Government Act 1999. Other types of restrictions also exist. For land subject to these restrictions, the highest and best use is taken to be the "highest and best use" available to Council, with a rebuttable presumption that the current use is the "highest and best use". The reason for the current use of a large proportion of Council’s assets being other than the “highest and best use” relates to Council’s principal role as the provider of services to the community, rather than the use of those assets for the generation of revenue. For buildings and other structures on and in the land, including infrastructure, “highest and best use” is determined in accordance with the land on and in which they are situated.

Fair value hierarchy level 2 valuations: Certain land, and the buildings and structures thereon, have been classified as hierarchy level 2. Fair Value is based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset.

Fair value hierarchy level 3 valuations of land: Valuations of Crown land, community land and land subject to other

restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and / or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs.

Fair value hierarchy level 3 valuations of buildings, infrastructure and other assets: There is no known active market for

these assets and they are valued at depreciated current replacement cost. This method involves: The determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate. The calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council.

This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.

Land & Land Improvements

Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify for recognition, land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure. Earthworks is assessed as a component of land under roads and as such it has been assessed that no reliable value can be attached to earthworks.

Naracoorte Lucindale Council NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year ended 30 June 2019 Note 7 – Property, Plant & Equipment (cont)

Page N18

Freehold land and land over which Council has control, but does not have title, are recognised on the fair value basis. These assets were revalued for the year ending 30 June 2015 by Mr Nick Franks, BSc. MRICS AAPI, Certified Practising Valuer of AssetVal Pty Ltd at market value. Additions since the date of revaluation are recorded at cost. No capitalisation threshold is applied to the acquisition of land or interests in land.

Buildings & Other Structures Buildings and Other Structures incorporate Buildings & Other Structures, Transfer Station, Regional Livestock Exchange, Swimming Lake and Aerodrome. Regional Livestock Exchange, Swimming Lake & Aerodrome include assets which are valued at Fair Value and on a cost basis. Buildings and other structures which are valued at Fair Value were revalued for the year ending 30 June 2015 Mr Nick Franks, BSc. MRICS AAPI, Certified Practising Valuer of AssetVal Pty Ltd. Additions are recognised at cost.

Infrastructure

Road seals and pavements were valued at depreciated current replacement cost as at 1 July 2018, based on local knowledge of road building techniques and useful lives. Council’s methodology was reviewed and deemed as appropriate by Ashay Prabhu, Director, Assetic Pty Ltd. The on-ground assets were inspected, dimensions validated and upper component condition rated by Council staff and Greenhill Engineers Pty Ltd as at 1 July 2018. All other infrastructure assets, including bridges & drainage, stormwater, kerbs & watertable and walkways were valued at depreciated current replacement cost as at 1 July 2016, based on unit rates calculated on the value of work undertaken during the previous reporting period. All acquisitions made after the respective dates of valuation are recorded at cost.

Community Waste Management System

Community wastewater management system infrastructure was valued at depreciated current replacement cost as at 1 July 2017 by Mr Mitch Ekonomopoulos, Certified Practising Valuer of AssetVal Pty Ltd. All acquisitions made after the respective dates of valuation are recorded at cost.

Furniture & Equipment, Site Improvements, Minor Plant and Plant & Equipment

Pursuant to Council’s election, these assets are recognised on the cost basis. Library Books

Library books and other lending materials are recognised on the cost basis and capitalised in bulk Capitalisation Thresholds and Estimated Useful Lives

Refer to Note 1 for details in relation to capital thresholds and estimated useful lives.



Note 8 - LIABILITIES2019 2018$'000 $'000

TRADE & OTHER PAYABLES Notes Current Non-current Current Non-current

Goods & Services 1,110 728 Payments received in advance 399 - 191 - Accrued expenses - employee entitlements 95 - 104 - Accrued expenses - other 103 - 123 - Aged Care Facility Deposits 438 - 443 - Deposits, Retentions & Bonds 126 - 130 - Other 5 - 13 -

2,276 - 1,732 -

Amounts included in trade & other payables that are not expected to be settled within 12 months of reporting date.

438 443

BORROWINGSLoans 422 1,818 396 2,240

422 1,818 396 2,240

PROVISIONSEmployee entitlements (including oncosts) 1,183 210 1,078 196 Landfill Liability 2 3 4 5

1,185 213 1,082 201

Amounts included in provisions that are not expected to be settled within 12 months of reporting date.

710 735

All interest bearing liabilities are secured over the future revenues of the Council.

Page N19



Note 9 - RESERVES

ASSET REVALUATION RESERVE 1/7/2018Net Increments (Decrements)

Transfers, Impairments

30/6/2019

Notes $'000 $'000 $'000 $'000

Land 7,491 - - 7,491Buildings & Other Structures 9,181 - - 9,181Infrastructure 113,641 300 - 113,941Other Community Assets 1,652 - - 1,652TOTAL 131,965 300 132,265

Comparatives 131,410 555 131,965

OTHER RESERVES1/7/2018

Transfers to Reserve

Transfers from Reserve

30/6/2019

Community & Heritage Chest 31 10 (10) 31Development 306 18 - 324Grants Committed 375 - (375) 0IT Upgrade 80 - - 80Lake Ormerod 1 - - 1Lucindale Aged Care Facility 5 - - 5Lucindale Health Centre 11 2 - 13Lucindale Library 8 - (2) 6Open Space 25 - - 25Plant & Machinery 1,261 346 - 1,607Harry Tregoweth Retirement Village - - - - Livestock Exchange (NRLE) 210 18 - 228CWMS 356 81 - 437TOTAL OTHER RESERVES 2,669 475 (387 ) 2,757

Comparatives 1,704 997 (32 ) 2,669

PURPOSES OF RESERVES

The Community & Heritage Chest Reserve acknowledges community grants given by Council but not claimed byCommunity Groups as at 30 June 2019.

Reserve to allow for future development in the Council district. May be used to assist community groups and sportingbodies with expansion that has a proven community benefit.

Grants Committed ReserveReserve recognises grants received, but not fully expended.

IT Upgrade ReserveProvision for the upgrade of IT requirements.

Asset Revaluation Reserve

The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of non-current assets (less any subsequent impairment losses, where applicable).

Community & Heritage Chest Reserve

Development Reserve

Page N20


Note 9 - RESERVES

Provision for future capital requirements of the Naracoorte Regional Livestock Exchange.

CWMS ReserveBalance of fees collected from Lucindale CWMS Scheme held for future renewals & maintenance.

Lake Ormerod ReserveAccount for funds held on behalf of Lake Ormerod Community Group.

Plant & Machinery ReserveProvision for future plant replacement

Harry Tregoweth Retirement Village (Lucindale) ReserveBalance of monthly rent, retained capital and expenditure held for future maintenance.

Livestock Exchange Reserve (NRLE)

Funds set aside for future maintenance of the Lucindale Health Centre.

Lucindale Library ReserveLucindale Community Library. Commitment at amalgamation.

Open Space ReserveDevelopers Contribution towards open space reserves.


Lucindale Aged Care Facility Reserve

Donation May 2005 from National Rally of Caravan Clubs for Aged Care Accommodation to be established inLucindale

Lucindale Health Centre Reserve

Page N21



2019 2018

CASH & FINANCIAL ASSETS Notes $'000 $'000

Unexpended amounts received from Federal Government - 375

Open Space 25 25

Community Waste Management Scheme (CWMS) 437 356

Committed & Tied Grants 141 - TOTAL ASSETS SUBJECT TO EXTERNALLY IMPOSED RESTRICTIONS

603 756

The following liabilities, included in Note 8, may be discharged from restricted assets in the first instance.

Bank Overdraft 8

Payables 8

Borrowings 8

Provisions 8

0 0

Note 10 - ASSETS SUBJECT TO RESTRICTIONS

The uses of the following assets are restricted, wholly or partially, by legislation or other externally imposedrequirements. The assets are required to be utilised for the purposes for which control was transferred to Council, orfor which the revenues were originally obtained.

Unexpended Amounts Received from Federal GovernmentGrant was allocated under the Special Local Roads Program to upgrade Kingston Avenue. Project was delayed until 2018-19 due to inability to attract a viable tender to undertake the works.

Open SpaceCash contributions received from developers in lieu of the provision of open space as part of a land division proposal. It is a condition of the contribution that the funds are spent either directly on the provision of open space or recreation (eg. playground) or the planning for such infrastructure.

CWMSBalance of expenditure and income in relation to Council's CWMS Scheme. Required by legislation to be preserved for expenditure in relation to future upgrades and/or maintenance of the Scheme.

Page N22



Note 11 - RECONCILIATION TO CASH FLOW STATEMENT

(a) Reconciliation of Cash

2019 2018Notes $'000 $'000

Total cash & equivalent assets 5 9,748 8,682 Balances per Cash Flow Statement 9,748 8,682

(b) Reconciliation of Change in Net Assets to Cash from Operating ActivitiesNet Surplus (Deficit) 2,073 (836) Non-cash items in Income Statement Depreciation, amortisation & impairment 5,243 7,035 Net increase (decrease) in unpaid employee benefits 110 54 Grants for capital acquisitions treated as Investing Activity (717) (656) Net (Gain) Loss on Disposals 2,454 2,171

9,163 7,768 Add (Less): Changes in Net Current Assets Net (increase) decrease in receivables (190) 1,038 Net (increase) decrease in inventories (77) 163 Net increase (decrease) in trade & other payables 422 (771) Net increase (decrease) in other liabilities (4) (12) Net Cash provided by (or used in) operations 9,314 8,186

(c) Financing Arrangements

Unrestricted access was available at balance date to the following lines of credit:Corporate Credit Cards 14 14 LGFA Cash Advance Debenture facility 4,000 4,000

Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificantrisk of changes of value. Cash at the end of the reporting period as shown in the Cash FlowStatement is reconciled to the related items in the Balance Sheet as follows:

The LGFA Cash Advance Debenture Facility may be drawn at any time.

Page N23



INCOMES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS & ACTIVITIES

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

2019 2018 2019 2018 2019 2018 2019 2018 2019 2018

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Administration 13,951 13,809 3,928 3,537 10,023 10,272 2,652 2,652 12,416 11,356 Community Services 258 251 965 928 (707) (677) 54 60 6,901 7,137 Environment 1,052 1,016 1,629 1,891 (577) (875) - - 13,320 12,442 Culture 61 59 475 495 (414) (436) 51 45 1,755 1,782 Recreation 32 5 953 823 (921) (818) 20 - 9,100 8,941 Regulatory Services 190 190 292 313 (102) (123) - - - 12 Transport & Communication 1,828 1,451 5,790 8,082 (3,962) (6,631) 1,786 1,418 125,954 125,216 Economic Development 182 492 447 607 (265) (115) 88 429 478 503 Business Undertakings 1,878 1,515 1,401 1,678 477 (163) - - 12,254 12,034 Plant Machinery & Depot 64 46 - - 64 46 - - 4,960 5,215 Unclassified 359 314 165 115 194 199 - - 1,662 1,526 TOTALS 19,855 19,148 16,045 18,469 3,810 679 4,651 4,604 188,800 186,164

TOTAL ASSETS HELD (CURRENT &

NON-CURRENT)

Note 12 - FUNCTIONS

INCOME EXPENSES OPERATING SURPLUS (DEFICIT)

GRANTS INCLUDED IN

INCOME

Revenues and expenses exclude net gain (loss) on disposal or revaluation of assets, net gain (loss) from joint ventures & associated entities, amounts received specifically for new or upgraded assets and physical resources received free of charge.

Page N24

Page N25



Note 12 (cont) - COMPONENTS OF FUNCTIONS The activities relating to Council functions are as follows: Administration

Administration, Governance, Elected Members, Accounting/Finance, Payroll, Human Resources, Information Technology, Communication, Rates, Records, Contract Management, Customer Service, Other Support Services, Revenues, LGGC – General Purpose, General Rates and NRM Levy.

Community Services

Fire Prevention, Immunisation & Other Preventative Health, Community Support, Volunteer Management, Halls, Harry Tregoweth Retirement Village, Seniors and Youth Support, Cemeteries, Effluent (not CWMS) and Public Conveniences.

Environment

Waste Management, Stormwater, Street Cleaning and Street Lighting. Culture

Library, Heritage, Art Gallery and Lucindale Historical Museum Recreation

Parks & Gardens, Sporting Grounds & Facilities, Playgrounds, Swimming Lake Regulatory

Urban and rural development, including building and planning. Dog Control, Livestock Control, Parking Control, Health Inspections, Septic Tank Approvals and General Inspectorial Responsibilities.

Transport

Aerodrome, Bridges, Footpaths, Bike Paths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, Drainage, LGGC – roads (formula funded), and Other Transport.

Economic Affairs

Land Development, Plantations, Visitor Information Centre and Events.

Business Undertakings Naracoorte Regional Livestock Exchange, Community Waste Management Scheme (CWMS), Rental Property, Private Works and Quarries.

Plant, Machinery & Depots

Depot, fleet and plant operations Unclassified

Debt, Other Property & Services, Other and Vandalism.



Accounting Policies - Recognised Financial Instruments

Note 13 - FINANCIAL INSTRUMENTS

Terms & conditions: Deposits are returning fixed interest rates between 1% and 2.55%(2018: 1.5% and 2.45%). Short term deposits have an average interest rates of 1.48%(2018: 1.5%).

Accounting Policy: Carried at lower of cost and net realiseable value; Interest isrecognised when earned.

Bank, Deposits at Call, Short Term Deposits

Carrying amount: approximates fair value due to the short term to maturity.

All financial instruments are categorised as loans and receivables.

Receivables - Rates & Associated Charges (including legals & penalties for late payment)

Receivables - Fees & other charges

Accounting Policy: Carried at nominal values less any allowance for doubtful debts. Anallowance for doubtful debts is recognised (and re-assessed annually) when collection in fullis no longer probable.

Terms & conditions: Secured over the subject land, arrears attract interest of 0.53%(2018: 0.55%) Although Council is not materially exposed to any individual debtor, creditrisk exposure is concentrated within the Council's boundaries in the State.


Carrying amount: approximates fair value (after deduction of any allowance).

Terms & conditions: Unsecured, and do not bear interest. Although Council is notmaterially exposed to any individual debtor, credit risk exposure is concentrated within theCouncil's boundaries.


Liabilities - Interest Bearing Borrowings


Receivables - Retirement HomeContributions


Terms & conditions: Amounts due have been calculated in accordance with the terms andconditions of the respective legislation.

Carrying amount: approximates fair value.

Terms & conditions: Liabilities are normally settled on 30 day terms.

Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goodsand services received, whether or not billed to the Council.

Liabilities - Creditors and Accruals

Carrying amount: approximates fair value for short tenancies; may be non-materially over-stated for longer tenancies.

Terms & conditions: Pursuant to Commonwealth legislation certain intending residents arerequired to contribute amounts on an interest free basis. The amounts are subject to certain deductions as prescribed by the legislation, the balance being repaid on termination oftenancy.

Accounting Policy: To avoid inconvenience when complying with the separate auditrequirements imposed by the relevant legislation, amounts are carried at nominal values.

Liabilities - Retirement Home Contributions

Accounting Policy: Carried at the principal amounts. Interest is charged as an expense asit accrues.

Terms & conditions: secured over future revenues, borrowings are repayable bi-annually;interest is charged at fixed rates between 5.3% and 7.95% (2018: 5.3% and 7.95%)

Carrying amount: approximates fair value.

Page N26

Note 13 (cont) - FINANCIAL INSTRUMENTSLiquidity Analysis

Due < 1 yearDue > 1 year;

< 5 yearsDue > 5 years

Total Contractual Cash Flows

Carrying Values

Financial Assets $'000 $'000 $'000 $'000 $'000

Cash & Equivalents 9,747 9,747 9,748 Receivables 1,207 - 1,207 1,207 Community Loans 39 144 252 435 435

Total 10,993 144 252 11,389 11,390 Financial Liabilities

Payables 1,640 438 - 2,078 2,078 Current Borrowings 549 - - 549 422 Non-Current Borrowings - 1,458 682 2,140 1,818

Total 2,189 1,896 682 4,767 4,318

Due < 1 yearDue > 1 year;

< 5 yearsDue > 5 years

Total Contractual Cash Flows

Carrying Values

Financial Assets $'000 $'000 $'000 $'000 $'000Cash & Equivalents 8,682 8,682 8,682 Receivables 384 - - 384 1,017 Other Financial Assets 1,017 124 219 1,360 381

Total 10,083 124 219 10,426 10,080 Financial Liabilities

Payables 1,257 443 - 1,700 1,505 Current Borrowings 549 - - 549 396 Non-Current Borrowings - 1,811 877 2,688 2,240

Total 1,806 2,254 877 4,937 4,141

The following interest rates were applicable to Council's borrowings at balance date:

Weighted Average Interest

Rate Carrying Value

Weighted Average Interest

Rate Carrying Value

% $'000 % $'000

Cash Advance Facility 3.58 - 3.72 -

Fixed Interest Rates 5.58 2,240 6.02 2,636

2,240 2,636


30 June 2019 30 June 2018

2018

2019


Net Fair ValueAll carrying values approximate fair value for all recognised financial instruments. There is no recognised market forthe financial assets of the Council.

Risk ExposuresCredit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. Themaximum credit risk on financial assets of the Council is the carrying amount, net of any allowance for doubtfuldebts. All Council investments made with the SA Local Government Finance Authority are guaranteed by the SAGovernment. Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure isconcentrated within the Council's boundaries, and there is no material exposure to any individual debtor.

Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. All ofCouncil's financial assets are denominated in Australian dollars and are not traded on any market, and hence neithermarket risk nor currency risk apply.

Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. Inaccordance with the model Treasury Management Policy (LGA Information Paper 15), liabilities have a range ofmaturity dates. Council also has available a range of standby borrowing facilities that it can access.

Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Councilhas a balance of both fixed and variable interest rate borrowings and investments. Cash flow fluctuations aremanaged holistically in seeking to minimise interest costs over the longer term in a risk averse manner.

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2019 2018Notes $'000 $'000

Capital Commitments

Buildings & Infrastructure 325 - Roads & Footpaths - 213

325 213 These expenditures are payable:Not later than one year 325 213

325 213

Note 14 - COMMITMENTS FOR EXPENDITURE

Capital expenditure committed for at the reporting date but not recognised in the financialstatements as liabilities:

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Note 15 - FINANCIAL INDICATORS

2019 2018 2017

Operating Surplus RatioOperating Surplus 19.2% 3.5% 6.2%Total Operating Income

Net Financial Liabilities RatioNet Financial Liabilities (28%) (23%) (16%)Total Operating Income

Adjustments to Ratios

Adjusted Operating Surplus Ratio 16.4% 2.8% (1.0%)Adjusted Net Financial Liabilities Ratio (40%) (32%) (25%)

Asset Renewal Funding RatioNet Asset Renewals 81% 67% 92%Infrastructure & Asset Management Plan required expenditure + Annual Depreciation

Amounts shown above an asterisk (*) indicate that depreciation expense has been used as a proxy, pending finalisation of the Infrastructure & Asset Management Plan.

Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as apercentage of total operating revenue.

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement ofexisting assets, and excludes new capital expenditure on the acquisition of additional assets.

The asset renewal funding ratio is calculated on the sum of the proposed expenditure as indicated in theInfrastructure & Asset Management Plan plus annual depreciation for those classes currently excluded fromthe Plan. Excluded classes: furniture & fittings; site improvements, plant & equipment and library books.

This ratio expresses the operating surplus as a percentage of total operating revenue.

These Financial Indicators have been calculated in accordance with Information Paper 9 - Local Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia. Detailed methods of calculation are set out in the SA Model Statements.

The Information Paper was revised in May 2015 and the financial indicators for previous years have been re-calculated in accordance with the revised formulas.

In recent years the Federal Government has made advance payments prior to 30th June from future year allocations offinancial assistance grants, as explained in Note 1. These Adjusted Ratios correct for the resulting distortion in keyratios for each year and provide a more accurate basis for comparison.

Page N29



Income 19,855 19,148Expenses (16,045) (18,469)Operating Surplus / (Deficit) 3,810 679

Net Outlays on Existing AssetsCapital Expenditure on renewal and replacement of Existing Assets

(6,459) (5,768)

Add back Depreciation, Amortisation and Impairment 5,243 7,035Proceeds from Sale of Replaced Assets 79 50

(1,137) 1,317

Net Outlays on New and Upgraded AssetsCapital Expenditure on New and Upgraded Assets(including investment property & real estate developments)

(2,135) (1,747)

Amounts received specifically for New and Upgraded Assets

717 656

Proceeds from Sale of Surplus Assets(including investment property and real estate developments)

- 82

(1,418) (1,009)

Net Lending / (Borrowing) for Financial Year 1,255 987

Note 16 - UNIFORM PRESENTATION OF FINANCES

2019$'000

2018$'000

The following is a high level summary of both operating and capital investment activities of the Councilprepared on a simplified Uniform Presentation Framework basis.

All Councils in South Australia have agreed to summarise annual budgets and long-term financialplans on the same basis.

The arrangements ensure that all Councils provide a common 'core' of financial information, whichenables meaningful comparisons of each Council's finances

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Leases providing revenue to the Council

Lease payment commitments of Council

2019 2018$'000 $'000

Not later than one year 33 13 Later than one year and not later than 5 years 38 27

71 40

Note 17 - OPERATING LEASES

Council owns various buildings, plant and other facilities that are available for hire orlease (on a non-cancellable basis wherever practicable) in accordance with thepublished revenue policy. Rentals received from such leases are disclosed as rent andhire of non-investment property in Note 2.

Council has entered into non-cancellable operating leases for various items of computerequipment.

No lease imposes any additional restrictions on Council in relation to additional debt orfurther leasing.

Leases in relation to computer and office equipment permit Council, at expiry of thelease, to elect to re-lease, return or acquire the equipment leased.

Commitments under non-cancellable operating leases that have not been recognised inthe financial statements are as follows:

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Note 18 – SUPERANNUATION

The Council makes employer superannuation contributions in respect of its employees to Statewide Super (formerly Local Government Superannuation Scheme). The Scheme has two types of membership, each of which is funded differently. Permanent and contract employees of the South Australian Local Government sector with Salarylink benefits prior to 24 November 2009 have the option to contribute to the Accumulation section and/or Salarylink. All other employees (including casuals) have all contributions allocated to the Accumulation section Accumulation Only Members Accumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of employee ordinary time earnings in accordance with superannuation guarantee legislation (2019: 9.5%; 2018: 9.5%). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund. Salarylink (Defined Benefit Fund) Members Salarylink is a defined benefit scheme where the benefit payable is based on a formula determined by the member’s contribution rate, number of years and level of contribution and final average salary. Council makes employer contributions to Salarylink as determined by the Scheme's Trustee based on advice from the Scheme's Actuary. The rate is currently 6.3% (2018: 6.3%) of “superannuation” salary. In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members to their Accumulation account. Employees also make member contributions to the Salarylink section of the Fund. As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits, as defined in the Trust Deed, as they accrue. The Salarylink section is a multi-employer sponsored plan. As the Salarylink section's assets and liabilities are pooled and are not allocated by each employer, and employees may transfer to another employer within the local government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for these contributions. The most recent actuarial investigation was conducted by the Fund's actuary, Louise Campbell, FIAA, of Willie Towers Watson as at 30 June 2017. The Trustee has determined that the current funding arrangements are adequate for the expected Salarylink liabilities. However, future financial and economic circumstances may require changes to Council’s contribution rates at some future time. Contributions to Other Superannuation Schemes Council also makes contributions to other superannuation schemes selected by employees under the “choice of fund” legislation. All such schemes are of the accumulation type, where the superannuation benefits accruing to the employee are represented by their share of the net assets of the scheme, and no further liability attaches to the Council.

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Note 19 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED IN THE BALANCE SHEET

The following assets and liabilities do not qualify for recognition in the Balance Sheet but knowledge of those items is considered relevant to users of the financial report in making and evaluating decisions about the allocation of scarce resources. 1. LAND UNDER ROADS

As reported elsewhere in these Statements, Council is of the opinion that it is not possible to attribute a value sufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not been recognised in these reports.

2. POTENTIAL INSURANCE LOSSES Council is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds and other facilities accessible to the public. At any time, it is likely that claims will have been made against Council that remain unsettled. Council insures against all known insurable risks using a range of insurance policies, each of which is subject to a deductible "insurance excess", the amount of which varies according to the class of insurance. Potential claims not reported to Council may have existed at reporting date.

3. LEGAL EXPENSES Council is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuant to that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice that parties bear their own legal costs. At the date of these reports, Council has not been notified of any appeals against planning decisions made prior to the reporting date.

4. RATEPAYER & COMMUNITY ORGANISATION LOANS

Council has extended loans to individual ratepayers relating to the installation of sewer extension schemes and community groups for upgrade to facilities. The amount outstanding at reporting date is $435,258 (2018: $381,161). Council does not expect to incur any loss arising from these loans.



Note 20 - RELATED PARTY DISCLOSURES

KEY MANAGEMENT PERSONNEL

2019 2018$'000 $'000

Salaries, allowances & other short term benefits 1,368 1,276 Post-employment benefits - - Long term benefits 27 22 Termination benefits - -

TOTAL 1,395$ 1,298$

2019 2018$ $

Contributions for fringe benefits tax purposes - - Planning and building applications fees 1 - Rentals for Council property - -

TOTAL 1$ -$

PARTIES RELATED TO KEY MANAGEMENT PERSONNEL

The Key Management Personnel of the Council include the Mayor, Councillors, CEO, SeniorManagement Team, Operations Manager and the Planning Officer. In all, 18 persons were paid thefollowing total compensation:

Other than amounts paid as ratepayers or residents (e.g. rates, swimming pool entry fees, etc.),Council received the following amounts in total:

KMP and relatives of KMPs own retail businesses from which various supplies werepurchased as required either for cash or on 30 day account. Purchases from none ofthese individual businesses exceeded $1,000 during the year.

KMP and relatives of KMPs own businesses from which Council has expended approximately$119,000. This expenditure is under an on-going contract as awarded by Council in compliancewith its Procurement Policy or of a minor nature.

Two close family members of key management personnel are employed by Council in accordancewith the terms of the Award, and as recorded in the public Register of Salaries maintained inaccordance with section 105 of the Local Government Act 1999.

Key management personnel or close family members (including related parties) lodged twoplanning and building applications during the year.

Page N34

LIMESTONECOAST LOCALGOVERNMENT ASSOCIATION

ANNUALREPORT 2018-19

Our purpose remains focused on achieving the five regional strategies that guided the work of the LCLGA

1. Infrastructure: Regional leadership and advocacy to ensure that regional infrastructure is fit for purpose and has the capacity to meet the region’s current and future needs.

2. Sustainable Economy: Regional leadership and advocacy to promote a thriving and sustainable economy capitalising on our diverse resources, sustaining growth, prosperity and employment throughout the region.

3. Environmental Sustainability: Advocacy and partnerships to responsibly manage our natural environment and resources, ensuring sustainability and diversity.

4. Community and Social Wellbeing: Advocacy and partnerships to enhance the quality of life, health and opportunities for our regional communities.

5. LCLGA governance, leadership and financial sustainability: Regional leadership and effective Constituent Council coordination to ensure that LCLGA continues as an efficient and well-governed regional organisation.

Some of the major highlights for the year have included;

• The implementation and prioritisation of critical projects identified in the Limestone Coast Regional Growth Strategy & Action Plan

• The Limestone Coast Waste & Resource Recovery Infrastructure Plan which identifies investment priorities and opportunities in new/expanded waste and resource recovery infrastructure for the Limestone Coast over the

next 10 years. This includes infrastructure to collect, transfer, process and dispose of waste via municipal services and facilities

• The Limestone Coast Regional Sporting Academy which inducted 42 athletes into the Academy for the 2018/19 iteration and welcomed Hockey SA and Athletics SA as official partners of the Academy

• The Limestone Coast Leadership Program inducted its first 16 participants, 9 Female & 7 Males

The next 12 months is going to see many developing opportunities for the LCLGA as we continue to implement and prioritise the critical projects identified in the Limestone Coast Regional Growth Strategy Action Plan. There is a strong, organised and collaborative economic development community in the Limestone Coast, with local government being an important enabler of this collaboration. We believe the Limestone Coast Regional Growth Strategy provides a strong foundation for a strong and vibrant regional community that can substantially grow its already significant contribution to the state GDP.

The new 2019 - 2024 LCLGA Strategic Plan will underpin and take direction from the key regional priorities identified in the Limestone Coast Regional Growth Strategy (LCRGS). The Limestone Coast Regional Growth Strategy builds on the current directions, strategies and leadership within the region. It will enable the Limestone Coast region to prioritise key strategic projects that can both drive and achieve future growth. It is recognised that without a clear set of strategic projects that link to existing and future regional plans, growth may not be achieved. In implementing the new Strategic Plan, LCLGA will work with our key partners to ensure that key regional needs and issues are addressed

WELCOME

2 | LCLGA ANNUAL REPORT 2018-19

I am pleased to report that the Limestone Coast Local Government Association (LCLGA) has continued its excellent work in meeting its objectives of advocacy and representation for our seven constituent councils. Through our structure which includes our member councils, the elected Board, the various internal committees and our representation on a range of external committees we have continued to remain focused on delivering a wide range of outcomes for the Limestone Coast region.

by complementary regional action, with an emphasis on collaboration, brokerage, facilitation and partnership

We would like to extend a special thank you to those agencies that have partnered with us over the past twelve months. Without your valuable contribution, time and efforts many of our projects would not go ahead. South Australian Tourism Commission, Office for Recreation Sport and Racing, RDA Limestone Coast, Local Government Association of South Australia, Motor Accident Commission, the University of South Australia and the Australian Federal Government and finally our member Councils – your continued support is very much appreciated.

We acknowledge the tremendous efforts of Federal Member of Parliament Mr Tony Pasin MP and State Members Mr Troy Bell MP and Mr Nick McBride MP. Your assistance and support are not only valued but greatly appreciated.

On behalf of the Board I would like to acknowledge the efforts of our dedicated staff over the past 12 months: Dominic Testoni, Michaela Bell, Tony Elletson, Biddie Shearing, June Saruwaka, Rob Forgan, Prae Wongthong, Ali Auld, Sophie Bouchier, Mae Steele, Nicole Moran & Tony Wright, , particularly during the transition period between LCLGA Executive Officers.

The Annual Report includes a detailed overview of the entire operations and what has been achieved on your behalf. I commend this years’ report to you and would like to acknowledge the continued support of the constituent council Mayors, elected members and Chief Executive Officers

Mayor Erika Vickery President LC LGA

LCLGA ANNUAL REPORT 2018-19 | 3

This document is the Annual Report of the Limestone Coast Local Government Association (LCLGA) Inc. for the period 1st July 2018 to 30th June 2019. It has been prepared pursuant to the Local Government Act 1999 to report to Constituent Councils on the work and operation of the Association for the preceding financial year.

This Report details the activities of the Association to represent and serve the seven Constituent Councils and to advance the Limestone Coast communities through effective advocacy, facilitation and innovation.

OUR ASSOCIATION


INTRODUCTIONLCLGA ANNUAL REPORT 2018-19

LCLGA was established as a regional body on 6th October 1885. LCLGA is a regional subsidiary representing its Constituent Councils and is established pursuant to Section 43 of the Local Government Act 1999 by the Constituent Councils.

The Association is comprised of the following Constituent Councils:

1. District Council of Grant

2. Kingston District Council

3. City of Mount Gambier

4. Naracoorte Lucindale Council

5. District Council of Robe

6. Tatiara District Council

7. Wattle Range Council

Under its Charter, LCLGA’s objectives are to:

ö Work in association with both the Local Government Association of South Australia (LGASA) and the Australian Local Government Association to assist in the achievement of their aims and objectives.

ö Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level.

ö Facilitate and co-ordinate activities of local government at a regional level related to social, environmental and community development with the object of achieving improvement for the benefit of the communities of its Constituent Councils.

ö Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the representation and status of local government when dealing with other governments, private enterprise and the community.

ö Develop further co-operation between its Constituent Councils for the benefit of the communities of its region.

ö Develop and manage policies which guide the conduct of programs and projects in its region with the objective of securing the best outcomes for the communities of the region.

ö Undertake projects and activities that benefit its region and its communities.

ö Associate, collaborate and work in conjunction with other regional local government bodies for the advancement of matters of common interest.

ö Implement programs that seek to deliver local government services on a regional basis.

The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2018 - 2019. Meetings are hosted by Constituent Councils on a rotational basis.

COUNCIL DELEGATE DEPUTY BOARD MEMBER/S

City of Mount GambierMayor Andrew Lee (until November 2018)Mayor Lynette Martin (OAM)

Deputy Mayor Sonia Mezinec

District Council of Grant Mayor Richard Sage Cr Gillian Clayfield

Wattle Range CouncilMayor Peter Gandolfi (until November 2018)Mayor Des Noll

Deputy Mayor Glen BrownCr Dale Price

District Council of RobeMayor Peter Riseley (until November 2018)Mayor Alison Nunan

Cr Peter Riseley

Kingston District CouncilMayor Reg Lyons (until November 2018)Mayor Kay Rasheed

Cr Jodie GluyasCr Chris England

Naracoorte Lucindale Council Mayor Erika Vickery (OAM)Cr Scott McLachlanCr Craig McGuire

Tatiara District Council Mayor Graham ExcellCr David Edwards Cr Robert Mock

STAFF MEMBER ROLE

Tony Wright (commenced 3rd June 2019) Executive Officer

Dominic Testoni (until 15th January 2019) Executive Officer

Biddie Shearing (15th January – 3rd June 2019) Interim Executive Officer

Michaela Bell Project Manager

Tony Elletson STARCLUB Field Officer - Limestone Coast Regional Sporting Academy Coordinator

Biddie Shearing Tourism Development Manager

Rob Forgan (until 31st August 2018) Regional Community Road Safety Officer

Ali Auld (commenced 10th December 2018) Special Projects (Road Safety Officer & Leadership)

Prae Wongthong (until November 2018)June Saruwaka (commenced 26th November 2018 returned Maternity Leave)

Regional Waste Management Coordinator

Prae Wongthong Climate Adaptation Project Officer

Mae Steele Executive Support Officer

Nicole Moran Sports Trainee

LCLGA BOARD MEMBERS 2018-19

In accordance with the LCLGA Charter, the positions of LCLGA President and Vice President are appointed at the Annual General Meeting, held in February.

At the Annual General Meeting in February 2019, Mayor Erika Vickery was again elected as LCLGA President, to serve in the position for a period of 12 months. Mayor Richard Sage was elected as LCLGA Vice President.

During 2018 - 2019, the Executive Officer role was filled by Dominic Testoni (until January 2019) and Tony Wright (commenced 3rd June 2019).

Galpins are the appointed Auditor.

During 2018 - 2019, LCLGA engaged the following staff to deliver regional programs:

The LCLGA Board comprises nominated representatives from each of the Constituent Councils and is chaired by the LCLGA President. Each Constituent Council can nominate up to two Deputy Board Members.

OFFICE BEARERS 2018-19

THE LCLGA BOARDLCLGA ANNUAL REPORT 2018-19

COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

LC LGA Roads and Transport Management Group

Cr Jamie Jackson (Presiding Member)Mr Aaron Hillier

Tatiara District Council

Cr Kate AmorosoCEO or delegated staff member

City of Mount Gambier

Mr Steve Bourne Naracoorte Lucindale Council

Mr Dave Worthley Kingston District Council

Mr Peter HaltonMr Daryl Sexton (Proxy)

Wattle Range Council

Mr Adrian Schutz District Council of Grant

Mr Trevor HondowCr Bob Bates (Proxy)

Robe District Council

LCLGA EOMs Ali Auld

LCLGA

Limestone Coast Economic Development Reference Group

Mr Trevor SmartMayor Erika Vickery

Naracoorte Lucindale Council

Cr Jodie ElliotCEO or delegated staff member (Proxy)

District Council of Grant

Mr Ben GowerMr Steve Chapple


Cr Frank MorelloCEO or delegated staff member


Mayor Peter Riseley District Council of Robe

Mr Andrew MacDonald Kingston District Council

CEO or delegated staff member Robe District Council

Mayor Graham Excell Ms Anne Champness


LCLGA EO Mrs Michaela Bell

LCLGA

COUNCIL LC LGA REPRESENTATIVE

LGA Board Mayor Erika Vickery

SAROC Mayor Erika VickeryLCLGA EOMayor Richard Sage

Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board and the South Australian Regional Organisation of Councils (SAROC).

SAROC is an important LGA committee for non-metropolitan Councils. Membership is drawn from each of the six non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss the key issues affecting non-metropolitan Councils.

DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA

ASSOCIATION COMMITTEES AND WORKING PARTIESTo undertake specific projects or fulfil areas of operational responsibility, LCLGA convenes a number of committees and working parties. LCLGA acknowledges the work of all who have contributed to the following committees and working parties throughout 2018 - 2019.(The current appointments are listed, as of 8th February 2019)

LCLGA WORKING PARTIES & COMMITTEESLCLGA ANNUAL REPORT 2018-19


Tourism Management Group

Ms Jane FetherstonhaughMr Mike Ryan


CEO or delegated staff member District Council of Robe

Mrs Sally Klose Naracoorte Lucindale Council


Mr Steve ChappleMr Roger Balbolka


Ms Donna Foster City of Mount Gambier

Mr Kingsley GreenMs Anne Champness


Mrs Biddie Shearing LCLGA EO

LCLGA


LCLGA Regional Waste Management Steering Committee

Mr David Worthley Kingston District Council


Cr Paul JennerCEO or delegated staff member


Mr Leith McEvoy District Council of Grant

Mr Nick Brown Robe District Council

Mr Andrew PollockMr Aaron Hillier (Proxy)


Mr Peter Halton Ms Lauren Oxlade (Proxy)


Mrs June SaruwakaLCLGA EO

LCLGA

Limestone Coast Climate Adaption Committee Members

Mayor Richard SageCr Brad Mann (Observer)CEO or delegated staff member


Mayor Peter RiseleyCEO or delegated staff member

District Council of Robe


Cr Miles HannemannMr Rocky Callisto (Proxy)


Cr Paul JennerCEO or delegated staff member


Ms Lauren OxladeMr Peter Halton (Proxy)



Mr David Wheaton RDA Limestone Coast

Ms Michelle BenisonDepartment of Environment, Water and Natural Resources

Ms Kerry DeGarisSouth East Natural Resources Management Board

Mr Tim CollinsDepartment of Environment, Water and Natural Resources

LCLGA EOMrs Prae WongthongMrs Michaela Bell

LCLGA



Regional Sport & RecreationAdvisory Group

Cr Kate AmorosoCEO or delegated staff member


Ms Jane FetherstonhaughMs Jayne Miller (Proxy)


Ms Heather Schinkel Kingston District Council

Mrs Sally Klose Naracoorte Lucindale Council

CEO or delegated staff member District Council of Robe

Ms Naomi Fallon Tatiara District Council

Ms Sarah MrzecMr Steve Chapple


Mr Tony Elletson LCLGA

LCLGA has numerous representatives on working parties, boards and committees including State Government boards, cross border bodies and regional boards and committees. This representation allows LC LGA to keep in touch with communities and have input to new and existing initiatives.

During 2018-2019, LCLGA made or continued the following appointments to other organisations.

(The current appointments are listed, as of 8th February 2019)

ASSOCIATION REPRESENTATION - OUTSIDE ORGANISATIONS

BOARD / COMMITTEE REPRESENTATIVE (FROM 2016) COUNCIL

South East Zone Emergency Management Committee (ZEMC)

Mr Nick Serle City of Mount Gambier

LCLGA EO (Delegate) LCLGA

Limestone Coast Zone Emergency Centre Committee (ZEST)

LCLGA EO (Local Government Controller) LCLGA

Mr Ben Hood (Local Government Deputy Controller)


Green Triangle Freight Action Plan - Implementation Management Group

Mr Peter Halton Wattle Range Council

Mr Steve Bourne (Proxy) Naracoorte Lucindale Council

Limestone Coast Community Services Roundtable

Mayor Erika Vickery Naracoorte Lucindale Council

Cr Julie Reis District Council of Grant

Limestone Coast Industry Leaders Group LCLGA EO LCLGA

Regional Development Australia Limestone Coast

Mayor Erika Vickery Naracoorte Lucindale Council

Limestone Coast Bushfire Management Committee

Mr David Hood Naracoorte Lucindale Council

Mr Roger Balbolka Wattle Range Council

Southern Border Fire Coordination Association Mr Roger Balbolka Wattle Range Council

Local Government Association of SA - LGA Board Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council

South Australian Regional Organisation of Councils (SAROC)

Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council

Mayor Richard Sage District Council of Grant

LCLGA EO LCLGA



DESIRED REGIONAL OUTCOME

LC LGA ROLE

LC LGA ACTIONS 2018-2019 KEY OUTCOMES

1.1

Existing and future regional infrastructure is fit for purpose and has the capacity to meet the region’s needs.

Regional Leadership

Lead the implementation of the LCLGA 2030 Regional Transport Plan

Lead the process to develop a needs based regional infrastructure plan, objectively prioritising all major infrastructure development required in the region

Our Roads and Transport Management Group has continued to investigate ways in which the Regional Plans can be used to attract additional funding to the region.

The LCLGA has continued to work with RDA LC to support the development of the Limestone Coast Infrastructure Audit & Regional Prospectus. The Audit consolidates existing information detailing the regions infrastructure incorporating hard & soft, identifies gaps & deficiencies, key improvements and prioritised infrastructure needs. Both Projects are led by RDA LC with the Investment Prospectus showcasing the investment opportunities across the region.

Advocacy

Advocate for appropriate State and Australian Government investment in the upgrade, maintenance and operation of the South-East drainage and bridge network, in partnership with the South East Natural Resources Management Board, RDALC and the South Eastern Water Conservation and Drainage Board.

The LCLGA have continued to prosecute the regions concerns with the continued under-investment in the road and bridge network and highlighted the importance of this network to the continued economic viability of the region.

Council Coordination

Effectively coordinate regional submissions for the Special Local Roads Program to maximise investment in regional road infrastructure.

LCLGA submitted nine prioritised applications for funding under the Special Local Roads Program (SLRP) for 2018-2019, requesting a total $1,760,000(refer to table below)

1.2

Councils to protect built heritage, heritage spaces and the region’s cultural heritage.


Effectively coordinate and manage a regional Heritage Advisory Service for the benefit of Constituent Councils and private owners.

LCLGA engages Habitable Places Architects to deliver the Limestone Coast Heritage Advisory Services to Constituent Councils on a fee-for-service, under an Agreement for 2016-2021.

The Heritage Adviser works closely with and under the direction of Councils’ planning and development assessment staff to provide timely and considered professional advice that includes: • Heritage conservation advice• Statutory DA assessment and advice• Policy advice to Council• Local Heritage Development Plan Amendments • CDAP/Heritage Committee• State Heritage UnitA copy of the Heritage Advisors Annual Report for 2018-2019 is available from participating councils or the LCLGA.

1. INFRASTRUCTURESTRATEGIC ACTIVITIES 2018-19


COUNCIL ROAD ROAD TYPE ESTIMATED PROJECT COST $ $ SLRP SOUGHT

1 Tatiara District Council Brown Terrace Freight 145,000.00 73,000.00

2 Tatiara District Council Ramsay Terrace Freight 260,000.00 130,000.00

3 Tatiara District Council Railway Terrace South Freight 367,000.00 183,500.00

4 District Council Grant Mingbool Road Freight 400,000.00 200,000.00

5 Wattle Range Council Wandilo Forest Road Freight 550,000.00 275,000.00

6 Wattle Range Council Kennedy Road (Glencoe) Freight 300,000.00 150,000.00

7Naracoorte Lucindale

CouncilOld Caves Road Tourism 1,235,000.00 618,000.00

8 District Council RobeBagdad Road / Dairy Range

RoadFreight 262,000.00 131,000.00

$ 3,519,000.00 $ 1,760,000.00


1. INFRASTRUCTURESTRATEGIC ACTIVITIES 2018-19

1.3

Development of a regional approach to the maintenance and provision of improved and new infrastructure and utility services.

Advocacy

Advocate for the region for improved and sustainable services from State and Australian Governments in meeting our regional needs for:• Roads• National Broadband Network • Mobile phone coverage

LCLGA has continued to work with RDA Limestone Coast, the LGA South Australia and Federal and State members of parliament to ensure our region is recognised for continued mobile black spot funding.


LC LGA ROLE


SPECIAL LOCAL ROADS


LC LGA ROLE

LC LGA ACTIONS 2017-18

2.1

A growing and diverse economy, based on the region’s natural assets and innovative community, under the priorities of: Premium Food and Wine from our Clean Environment; and Growing Advanced Manufacturing.

Regional Leadership

Convene the Limestone Coast Economic Development Reference Group and lead the implementation of the Limestone Coast Economic Diversification Group Work Plan.

The Group continues to be an important forum to further regional priorities. The Group consists of LCLGA members, RDA Limestone Coast and State Government representatives through Primary Industries and Regions SA (PIRSA) and the Department of State Development. Some of the major projects discussed include:

ö Limestone Coast Regional Growth Strategy & Action Plan implementation and prioritisation of critical projects.

ö Limestone Coast Red Meat Cluster. The LCLGA continues to financially support the Limestone Coast Red Meat Cluster

ö SEGRA Conference 2020 ö Limestone Coast Regional Leadership Program ö Designated Area Migration Agreements (DAMA) ö Advocate for and support industry in the adoption

of the Limestone Coast Brand.

Advocacy

Strongly advocate for investment, projects, legislation/policy review or development to promote economic growth in the region.

We continue to have a strong working relationship with the RDA Limestone Coast and cooperate on regional projects. In partnership with the Regional Australian Institute (RAI) and with support from RDA LC and each of the seven constituent councils the LC LGA developed a Regional Growth Strategy and Action Plan. It provides the evidence base, priority areas for focus, strategic directions, and potential actions required to give regional confidence.

Partnership

Partner with RDA Limestone Coast to drive economic development projects for the Region.

THE LCLGA recognise the importance of resourcing the RDA LC so that they can continue to represent the regions interests. The Limestone Coast Regional Growth Strategy and supporting Action Plan will assist with further discussions with RDA LC in determining funding arrangements and the delivery of identified projects in which the RDALC could potentially lead.


2. SUSTAINABLE ECONOMYSTRATEGIC ACTIVITIES 2018-19

DESIRED OUTCOME LC LGA ROLE




2.2

A thriving and well-supported tourism industry, growing the region’s status as a visitor destination.

Advocacy

Advocate for state government investment in industry support, marketing and projects to enable the growth of the regions tourism industry.

Advocate for the SATC to successfully market the Limestone Coast to increase visitor numbers. Advocate for and support industry leadership within regional tourism.

LCLGA has continued to represent the region at the State Level. We have been representing the regions views to the State body and has sought direction from the LCLGA TIDM on many occasions to ensure our work plans remain relevant and aligned with other regional areas, including cross-border and the South Australian Tourism Commission.

DeliveryDeliver a Regional Tourism Industry Development Program for the Limestone Coast.

The regional tourism program continues to be a strategic partnership between LCLGA and the South Australian Tourism Commission. The focus has been to facilitate activities that develop business capacity, grow the visitor economy. This is achieved through a comprehensive work plan which aligns LCLGA Strategic Priority No.2 - SUSTAINABLE ECONOMY: A thriving and well supported tourism industry, growing the regions status as a visitor destination. This body of work is also aligned to the South Australian Regional Visitor Strategy 2020. This financial year the LCLGA has continued to deliver on the LCLGA Priorities to Grow the Visitor Economy by 2020 through it’s Implementation Plan.

2.3

A sustainable population base with the skills and capability to grow regional economic development.

Advocacy

Assist key regional bodies and the South Australian Government with the objective to grow our population, develop our regional workforce, and to build skills and capability in our communities.

Advocate for the infrastructure and services required to both attract and service a growing and diverse population, in particular recognising changing demographics.

The Limestone Coast Regional Growth Strategy identified ‘Invigorating the working age population, by attracting and retaining more people across the region to fill key skills gaps and support vibrant and sustainable regional communities’ as a priority area for growing the population in the Limestone Coast. The LCLGA continues to investigate a migration program to attract new people to the region, targeting immediate labour and skills shortage opportunities as well as larger regionally planned and coordinated programs over the medium and long term.



3.1 Local Government is a key partner in the sustainable management of the environment and natural resources in the region.

Advocacy and Partnership

Through implementation of the Local Government Resource Industry Protocol 2015 lead appropriate regional action to ensure that resource development projects, including mining and unconventional gas, are environmentally sustainable, have approval of impacted landholders, provide community consultation and are governed by legislation and regulation appropriate to the Limestone Coast

LCLGA continues to represent the region with regard to unconventional gas exploration and mining practices that are environmentally sustainable. Each member Council continues to communicate with their respective constituents.

Partnership In partnership with Natural Resources South East and RDALC, participate in the Climate Change Vulnerability Assessment and Planning Project.

In partnership with Natural Resources South East and RDALC, the LCLGA continued to implement the Limestone Coast Regional Climate Adaptation Plan. With the support of the Limestone Coast Climate Adaptation Committee (LCCAC) the Limestone Coast Climate Education and Awareness Strategy (CEAS) was developed by the Climate Adaptation Project Officer. The CEAS forms the commitment of the Limestone Coast Local Government Association (consisting of 7 Constituent Councils) to ensure that the community and partner stakeholders have the information and support they need to make the right decisions.

3.2 A regional approach to landfill minimisation and innovative waste management.

Delivery Coordinate shared resources for the Regional Waste Management Coordinator to deliver a regional approach to waste management.

The primary purpose of the position is to develop a regional approach to landfill minimization and innovative waste management. The management committee is made up of representatives of each of the member councils and meet bi-monthly to set priorities and monitor the work program.

Delivery In partnership with Constituent Councils, implement the South East Regional Waste Management Strategy to facilitate a regional approach to waste management.

In response to the China Sword Policy, the seven Constituent Councils in the Limestone Coast Region, developed the Limestone Coast Region Waste and Resource Recovery Infrastructure Plan, which was adopted by the LCLGA Board in April 2019. Work on the plan commenced during the 2017/18 financial year and was completed in April 2019.

3.3 Well-managed and protected terrestrial, wetland, coastal and marine environments, with active partnership from all responsible organisations.

Partnership Partner with the SA Dept of Environment, Water and Natural Resources South East & Coastal Councils to access external funding to deliver coastal projects in the region targeting biodiversity conservation, sustainable strategies and community engagement.

With the support of the Limestone Coast Climate Adaptation Committee (LCCAC) the Climate Adaptation Project Officer successfully applied for funding through the Natural Disaster Resilience Program (NDRP) to deliver the following projects;

ö Lidar Mapping project for the coastline from SA/VIC Border to the top of the Coorong

ö Develop Sea level Rise Flood Inundation mapping in the Limestone Coast of 12 settlements in the Limestone Coast in 6 sea level scenarios. The mapping will identify high risk areas and assets that are threatened (social, cultural, built and environmental) by projected sea level rise and storm surge, Identify areas for future development that are not likely to be at risk, Plan amendments to restrict future development in areas likely to be at risk and Build community resilience for emergency management






4.1 Regional communities have access to appropriate health and education services and facilities.

Advocacy Advocate for expanded mental health and drug treatment services and support in the Limestone Coast.

Encourage and support the initiatives of Constituent Councils to be expanded regionally, particularly regarding suicide prevention and other priority issues with significant impacts on regional areas.

The LC LGA continues to support the Substance Misuse Limestone Coast project and has engaged a Project Officer to deliver the Program in the region. The work of Substance Misuse Limestone Coast (SMLC) has focused on research by the Parliament in Victoria, inquiry in to the Supply and Use of Methamphetamines, and in the subsequent Parliament of Victoria, Ice Action Plan.

4.2 Regional communities have access to programs and facilities promoting a healthy lifestyle.

Partnership and Delivery

Partner with the Office of Recreation and Sport to deliver the STARCLUB Program for the Limestone Coast.

Explore opportunities to undertake regional projects to provide facilities or infrastructure for community recreation and amenity.

Our StarClub program continues to be one of the largest programs run in South Australia and our Project Manager has been able to impart the benefits of the program onto a large number of regional sporting bodies. This has enabled many small sporting organisations to increase their level of professionalism and governance structures.

The SFO provided advice and support to 25 clubs looking to apply for grants. In the 2018/19 financial year over $1.6million of Office and Recreation and Sport Funding has been given to Limestone Coast Clubs and Associations.

4.3 Local Government is a key regional partner in emergency management, road safety and other community safety programs.


Assist to coordinate Constituent Councils’ role in Zone Emergency Management to ensure appropriate role for Local Government in emergency response and recovery.

The LCLGA continues to be a member of the Zone Emergency Management Committee and the Zone Emergency Centre with responsibility for regional emergency preparedness and response planning and implementation.

Partnership and Delivery

Partner with the Motor Accident Commission (MAC), and work with relevant State agencies and community road safety groups to implement the South East Road Safety Strategy, including the engagement of a Regional Community Road Safety Officer to coordinate regional efforts to reduce road crashes and trauma.

The Limestone Coast Local Government Regional Road Safety Partnership is unique in South Australia and continues to work on road safety issues that affect all our 7-member councils. Sponsored by DPTI and supported by regional stakeholders the program continues to provide evidence that builds a clear case for the successful delivery of road safety initiatives in the region from the very region it serves. The employment of a Regional Community Road Safety Officer (0.6 FTE) provides leadership and coordination within our region. This position has enabled stronger links to our association’s internal operations, e.g. its links to the LCLGA Roads and Transport Working Group and member Council’s infrastructure developments. Local Government is a key partner in the continuing campaign “Towards Zero Together “the State Road Safety Strategy 2020. This has assumed greater importance with the Australian Government demanding that road safety is an essential criterion when applying for Commonwealth road infrastructure funding.

3. ENVIRONMENTAL SUSTAINABILITYSTRATEGIC ACTIVITIES 2018-19

5.1 LCLGA is recognised as the regional leadership body which provides a framework and coordination for other regional groups.

Regional Leadership

Lead regional advocacy and action on priority issues, and actively engage and coordinate partner organisations’ action on common regional issues.Facilitate active engagement and participation of Constituent Councils on issues and decisions that impact their communities.

As the peak Local Government body in the region, LCLGA continues to work closely with our local Members of Parliament, Federal Member for Barker Mr Tony Pasin, Member for Mount Gambier Mr Troy Bell, and Member for Mackillop Mr Nick McBride, and commends the work they do on behalf of our region. Additional to maintaining these close working relationships we also maintain close contact with both the State and Federal Government and regularly meets with Ministers and senior agency staff on issues relevant to the Region. During 2018 - 2019, LCLGA maintained its close partnership with the Hon Stephan Knoll MP, Minister for Transport Infrastructure and Local Government and the Hon. Tim Whetstone MP, Minister for Primary Industries and Regional Development.

5.2 Regional Local Government is effective and cost efficient.


Identify and coordinate practical opportunities for joint investment, shared services and resources between Constituent Councils and the LGA that improve service delivery and provide cost savings.

The Planning, Development and Infrastructure Act 2016 (PDI Act) provides for groups of Councils (and potentially other bodies) to enter into Planning Agreements with the Minister for Planning to form a Joint Planning Board. The LCLGA working group consisting of LCLGA Board members, Council CEOs, LCLGA Executive Officer and Jeff Tate of Jeff Tate Consulting successfully developed a Business Case. recommending three planning functions: ö Preparation of a Regional Plan (this is the only

mandatory function of a Joint Planning Board – if there is no Joint Planning Board the Regional Plan would be prepared by the State Planning Commission)

ö Forming a Regional Assessment Panel and appointing an Assessment Manager, with Panel meetings alternating between the north and south of the region, to replace the current Council appointed panels

ö Undertaking such research and planning for other local government functions for the Councils that are parties to the Planning Agreement that may be requested by them from time to time (noting that approval of any such plans would remain with the Councils). The LCLGA continues to coordinated and convene the following;

ö Roads and Transport Working Group ö Limestone Coast Economic Development

Reference Group ö Regional Waste Management Steering Committee ö Regional Sport and Recreation Advisory Group ö Limestone Coast Climate Adaptation Committee ö Tourism Management Group



3. ENVIRONMENTAL SUSTAINABILITYSTRATEGIC ACTIVITIES 2018-19


5.3 A well-governed regional organisation.

Delivery Coordinate Constituent Councils and the LGA to develop and implement sound governance and decision-making practises that re open, accountable and comply with relevant legislation.

LCLGA commenced the review process of the 2014-2019 Strategic Plan. The new 2019 – 2024 LCLGA Strategic Plan will underpin and take direction from the key regional priorities identified in the Limestone Coast Regional Growth Strategy (LCRGS).

5.4 LCLGA maintains its reputation with State and Australian Governments as a leading Local Government body and effective advocate for the Limestone Coast.

Advocacy Lead effective and targeted advocacy campaigns, responses and input on priority regional issues, in partnership with Constituent Councils, the LGA and regional organisations as appropriate.

Continue to be active members of SAROC and the LGA Board to support LCLGA’s advocacy on regional issues and issues affecting Local Government.

LCLGA continues to provide feedback and submissions on behalf of the Limestone Coast region and our Constituent Councils.

President of the LCLGA Mayor Erika Vickery and the LCLGA Executive Officer continue to attend SAROC meetings and have input into the many regional issues that are elevated to the LGASA Board for consideration.

5.5 Effective communications with Constituent Councils, partner organisations and the community.

Delivery Communicate regularly and openly with Constituent Councils on all decision making and relevant operational matters

The LCLGA EO and Project staff continue to meet regularly with Constituent Councils LCLGA Project staff provide bimonthly reports to LCLGA Constituent Councils

Undertake actions to raise the profile of the Association within the region, including the use of media, website and other formats

The LCLGA continues to renew and maintain their website along with other relevant social media platforms.

Ensure effective LCLGA representation on key outside organisations

Continued LCLGA representation on key outside organisations.

5.6 LCLGA financial processes are transparent and efficient, ensuring a sustainable financial position.

Delivery Implement an annual program of budget development, consultation, adoption and review.

Ensure that the LCLGA Board and Constituent Councils are provided with bimonthly financial and performance reports, and an Annual Report.

Explore approaches to attract funding for LCLGA to deliver or partner on priority regional projects.

We continue to hold our bi-monthly Board meetings across the Limestone Coast with the full suite of financial reports and project reports being tabled for consideration.

Budgets are prepared and sent out for Council feedback throughout April and May each year with final adoption of the Annual Budget taking place at the August Board meeting.

Throughout the year many motions are also tabled for the Board’s consideration and we thank those member Councils for utilising the strength of the regional body to prosecute their case to the State and Federal levels.

Throughout the year our staff continually monitor the grants environment to assess opportunities as they arrive. In this past year we have been able to attract additional funding via ad-hoc grant programs.



4. COMMUNITY AND SOCIAL WELLBEINGSTRATEGIC ACTIVITIES 2018-19



The South Australian Tourism Commission has one strategic partnership with each region in South Australia (there are 11 regions including Limestone Coast).

The Limestone Coast Local Government Association (LCLGA) is the preferred partner and we enjoy a strong working relationship which supports the strategic alliance. The SATC provides $45k pa to LCLGA, plus access to a further $20kpa (matched 1:1) for consumer facing activity.

This financial agreement outlines pertinent KPI’s be achieved like being an in-region liaison for industry, political acumen and local intelligence. In addition, there is a requirement for the Tourism Industry Development Manager to assess certain funding applications that may have a tourism outcome, for example Events Funding.

The LCLGA Tourism Management Group continues to monitor and oversee the implementation of the regional Priorities to Grow the Visitor Economy by 2020 within our Regional Tourism Framework.

The Limestone Coast Collaborative Custodians of the Limestone Coast Regional Brand

24 x Tourism & Business Interest Groups 875 tourism business across the region

South Australian Tourism Industry Council The peak body of the SA Tourism Industry

Limestone Coast Local Government Association Consisting of 7 local councils

Limestone Coast Economic Development Group A group of high level leaders and economic practitioners focused on driving the region forward with their LCED Group Work Plan.

Regional Development Australia Limestone Coast

South Australian Tourism Commission

Regions SA / PIRSA

Dept. Environment, Water, Natural Resources

Austrade

AusIndustry

REGIONAL LEADERSHIP GOVERNMENTINDUSTRY

Delivering on the promise

Consumer Facing Activities

Capacity Building + Facilitation

Advocacy + Support

Leadership

Leadership

Capacity Building + Support

Funding


Limestone Coast Booth at India Travel Mission, Jaipur, August 2018

REGIONAL TOURISMPROJECT REPORTS

The Limestone Coast was represented at the following Trade Events, specifically targeting our key international markets of United Kingdom, Europe/Germany, United State of America, India, South East Asia, SE Asia and China.

ö India Travel Mission – Jaipur & Mumbai, August 2018. Secured 90 business to business face appointments with leading travel wholesalers and travel planners from across India. This was a Tourism Australia managed event and is invitation only.

ö Australian Tourism Exchange – Perth, April 2019. Secured 120 business to business appointments with wholesalers, online travel agents, inbound tour operators and tourism suppliers from Australia, United States of America, United Kingdom, Germany, Italy, France, Indonesia, China, New Zealand & Europe and is invitation only.

The Limestone Coast continues to be a financial member of the Australian Tourism Export Council (ATEC) which enables the region to be viewed credibly when being represented internationally and domestically in the trade distribution system. The region also holds a position on the South Australian Branch Committee of ATEC.

In support of the above trade activity, the region hosted several familiarisations with wholesalers, travel influencers and media from various countries, some as a result of meetings held previously at Trade Events. These familiarisations were hosted in partnership with the South Australian Tourism Commission and Tourism Australia.

The Limestone Coast international visitation is 45,309 with 306,019 nights valued at $18m. (Tourism Research Australia International Visitor Survey, year ending March 2019).

PRIORITY 1: GROW OUR SHARE IN INTERNATIONAL VISITOR EXPENDITURE


As part of our strategic partnership with the South Australian Tourism Commission, the Tourism Industry Development Manager supported 7 applications in the Regional Events and Festivals funding programme. 5 events were successful in receiving money to contribute towards their marketing efforts that could lead to increased visitation and expenditure in the region. This is the highest number of events that have been funded through this program since its inception.

The region was successful in securing triple j’s One Night Stand for September 14th, 2019 in Lucindale. It is acknowledged, like most events in the region, the level of volunteer commitment and passion to secure this event and in its delivery is paramount to its success. The tourism industry development manager is supporting the delivery of this event where applicable and liaising with the SATC to ensure the Limestone Coast maximises on this exposure.

REGIONAL TOURISMPROJECT REPORTS

As part of our strategic partnership with the (SATC) the Limestone Coast was featured as part of a large-scale Winter Campaign with a number of creative executions including Billboards in capital cities, Social media platforms.

All tactical links back to www.southaustralia.com This marketing activity generated high volumes of interest with the biggest month ever for domestic traffic to sa.com, and the campaign has generated the most ATDW leads out to operators in a month as well as travel partner leads.

PRIORITY 2: BUILD ADVOCACY AND FORMALISE ACTIVITIES FOR THE ‘VISITING FRIENDS & RELATIVES’ SECTORTogether with South Australian Tourism Commission and Tourism Australia, the Limestone Coast assisting in hosting trade and media familiarisations to increase reach through traditional media channels and social media, including WeChat.

PRIORITY 3: USE EVENTS TO GROW VISITATION

PRIORITY 4: BUILD A REGIONAL PROPOSITION TO ATTRACT CORPORATE AND BUSINESS TRAVELLERSThe Limestone Coast continued to be a regional member of the Adelaide Convention Bureau (ACB) and continue to monitor the on-line pitch portal and our regional profile within this members-only section.

The Limestone was represented at the following business trade events to promote our destination, highlight pre and post itineraries to large scale delegations in Adelaide and to facilitate smaller scale conferences or business events to the Limestone Coast.

ö Connect SA - Adelaide, August 2018. Limestone Coast was one of only 34 exhibitors. 75 Professional Conference Organisers (PCO’s) attended. This is an exclusive event managed by the ACB as part of the regional membership.

ö Destination SA - Adelaide, March 2019. (1day event) Limestone Coast secured 19 business to business appointments. This is an exclusive event managed by the ACB as part of the regional membership.

In support of this activity, LCLGA developed a brochure to assist PCO’s to plan a business event in the Limestone Coast which also included sample itineraries for Pre and post touring.

The tourism industry development manager also supported the pitch preparation (including event convenor familiarisation) for the Sustainable Economic Development Regional Australia National Conference to be hosted in the Limestone Coast in August 2020, announcement pending in August 2019.

PRIORITY 5: WORK TOGETHER TO RAISE THE PROFILE OF THE LIMESTONE COAST


The LCLGA continued to play an integral role in the Mixed Dozen Project as part of a large consortia, with 12 stakeholders with a total of $350k. In conjunction with Wine Australia and Primary Industries, Regions SA (PIRSA) the project brings together wine associations and other symbiotic organisations to build capabilities and confidence to better target, attract and host international wine visitors.

A digital consumer-facing portal that will inform, entice and disperse travellers across the region, ultimately increasing length of stay and depth of meaningful experience. The tourism industry development manager is the vice-chair of the steering committee and is on target to meet the project milestones.

When representing the region, the Limestone Coast Regional Brand is used and supported to create awareness.

Trade Presentation front cover

REGIONAL TOURISMPROJECT REPORT

Participants - Growing Wine Tourism, UniSA Campus, Mount Gambier November 2018



WASTE MANAGEMENTPROJECT REPORT

Local government plays a vital role in waste management in the region by providing municipal and resource recovery services, with the aim of reducing waste sent to landfill and increasing resource recovery rates. The Regional Waste Management Project continues to make strides to better manage waste in the region despite the ongoing challenges faced in the waste industry, such as limited markets for recyclables and increasing solid waste levy.

In response to the China Sword Policy, the seven Constituent Councils in the Limestone Coast Region, developed the Limestone Coast Region Waste and Resource Recovery Infrastructure Plan (the Limestone Coast Plan) which was adopted by the LCLGA Board in April 2019. Work on the plan commenced during the 2017/18 financial year and was completed in April 2019.

The Limestone Coast Plan assesses current waste and resource recovery infrastructure and waste management in the region; explores potential waste generation, gaps and opportunities over a 10-year period to identify infrastructure and costs for the region. It does not include ongoing infrastructure costs.

It was necessary to consider waste and resource recovery infrastructure planning to ensure that waste volumes generated in the region can be managed in an efficient, effective and safe manner, and targets set by the state can be met by the region. It was also beneficial to consider current and potential waste and resource recovery infrastructure in the region to:

ö Maximise diversion of waste from landfill

ö Achieve economies of scale

ö Identify what critical mass is needed to justify potential infrastructure

ö Increase employment opportunities in the region through waste and resource recovery

ö Identify potential innovative infrastructure that may help achieve targets

ö Reduce operating costs for Council’s waste management

LIMESTONE COAST WASTE AND RESOURCE RECOVERY INFRASTRUCTURE PLAN

66,863POPULATION

22,659TONNES OF

WASTE GENERATED

9,460TONNES OF WASTE RECOVERED - 42%

The Limestone Coast Plan was endorsed by the LCLGA Board in April 2019. To find out more about the plan go to www.lclga.sa.gov.au


Following the adoption of the Limestone Coast Plan by the LCLGA Board, an Implementation Plan was developed which identified four priority areas to align to the priority areas of the Limestone Coast Local Government Association Regional Waste Strategic Direction 2018 - 2023.

LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN

KEY AREA OBJECTIVE

1. Resource recovery and innovation

Identify and encourage innovative cost-effective ways to increase resource recovery and local reuse.

2. Behaviour change Achieve behaviour change that reduces waste generation and increases resource recovery.

3. Regional collaboration Foster relationships for the aggregation of services through joint procurement to maximise resource recovery and cost effectiveness.

4. Market development Identify and establish industry relationships to build market opportunities to maximise resource recovery and local reuse.

HARD INFRASTRUCTURE

Regional MRF1

Shared mobile steel baler

Glass to road base

Plastics and other (e.g. tyres) applications to road base

Innovative infrastructure options ö paper/cardboard remanufacturing in local area; ö small scale combustion energy from waste; ö organics processing including anaerobic digestion, biochar and regional biomass plant; ö hazardous waste treatment plant

SOFT INFRASTRUCTURE

Increasing demand for recycled products

Sound partnerships

Education and engagement

Advocate for packaging changes

Supporting commercial sector

The Limestone Coast Plan provided an infrastructure action list based on short, medium and long- term priorities. Table 3 lists the priorities and actions to be undertaken at regional level.

TABLE 2 REGIONAL INFRASTRUCTURE PROJECTS

TABLE 1 LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN PRIORITY AREAS

1. MRF – Material Recycling Facility. A specialised plant that receives, separates and prepares recyclable materials for marketing to end-user manufacturers.




The Waste Less, Divert More project, was a project jointly funded by the Limestone Coast Councils and Green Industries South Australia, through the Recycle Right Grant funding. The project cost a total $16,500. The project focus was on reducing food waste disposed in the general waste bin through raising awareness on food waste, its impacts and how households can reduce it thus saving money and the environment.

This was done through producing awareness material (see images below) and a video which was broadcast on WIN Network for a period of 3 months (July - September). The broadcast reached approximately 89,700 audiences across the Limestone Coast, Riverland, Murray Lands, Western Victoria and Southern New South Wales and is now available on YouTube entitled Waste Less Divert More TV Commercial https://www.youtube.com/watch?v=E6sBShv0TKE

WASTE LESS, DIVERT MORE

Tea Towel

Board Game

Meal Plan Fridge

The work of Substance Misuse Limestone Coast (SMLC) has focused on research by the Parliament in Victoria, September 14 inquiry in to the Supply and Use of Methamphetamines, and in the subsequent Parliament of Victoria, March 2015, the Ice Action Plan. These reports make it clear that an effective response to alcohol and other drug use in rural and regional communities requires tailored interventions that consider the specific, evidenced based needs of the community.

While the issues and responses are complex, SMLC have focused on our objectives which match key elements of the Victorian Ice Action Plan and the South Australian Alcohol and Other Drug Strategy 2017-2021.

SMLC is progressing elements of these stages which are in our priority areas.

LIMESTONE COAST WASTE AND RESOURCE RECOVERY IMPLEMENTATION PLAN

PROACTIVE EDUCATION PROGRAM

for the public, support agencies and in education facilities as a

prevention strategy

REACTIVE TREATMENT PROGRAMS

that include harm minimisation interventions, medical, hospital detox

and rehab facilities

EVOLVING SYSTEMIC STRUCTURES

that include funding for education and training of existing and new professionals, policing responses and changes to legal

frameworks




SUBSTANCE MISUSE LIMESTONE COASTPROJECT REPORT

To mitigate this, SMLC is proactively promoting evidence based and sustainable alcohol and other drug education in schools using current best practice. In researching what that is, the Alcohol and Drug Foundation advised that secondary schools in Australia can access Climate Schools. Climate Schools is an innovative and engaging way to empower students to gain knowledge about their health and wellbeing.

Climate Schools aims to change and strengthen the school climate around alcohol and other drug education and the modules provide curriculum-consistent health education courses proved to reduce harm and improve student well-being.

PRIORITY ONE: PROVIDE SUPPORT FOR SCHOOLS TO IMPLEMENT SUSTAINABLE EVIDENCE-BASED ALCOHOL & OTHER DRUG EDUCATION

Currently Using Climate Schools:

Tenison Woods College, Allendale East Area School, Millicent High School, Millicent Community Learning Centre, Independent Learning Centre, Grant High School FLO, Grant High School (purchased) and Mt Gambier High School (purchased).

Substance use and mental health issues are the leading cause of burden of disease for young people, causing incredible morbidity, behavioural problems, mental illness, loss of income to self and global economy. Mental illness and substance use disorders begin in adolescence & early adulthood 15-24 years and the delays to seek treatment is incredibly long with the median delay to seek treatment being 18 years for alcohol treatment (Gore et.al. 2011).

Research in NSW has shown that CLIMATE Schools improves student outcomes by reducing alcohol binging and consumption, cannabis and ecstasy use, thereby reducing harms related to using those substances and increasing knowledge about alcohol, cannabis and psychostimulants.

Since then the Millicent High School Wellbeing Coordinator teamed with SMLC and together visited 4 Upper Limestone Coast Schools, promoting Climate Schools with evidence in the form of evaluations completed by Millicent High School. Confidence is building for the program in the education sector as more schools are engaging in the on-line program.

PRIORITY TWO: COMMUNITY EDUCATION TO BUILD KNOWLEDGE & PREVENT HARMAs a follow on from the 2017/2018 Community Forums, the Rotary Club of Naracoorte and the Rotary Club of Millicent along with the Naracoorte/Lucindale and Wattle Range Councils, supported SMLC in the delivery of their respective Community Forum “The Ice Update”. Evaluations showed that regional communities desire ongoing information on alcohol and other drug issues and what services are available locally. The Naracoorte/Lucindale event was opened by Mayor Vickery and the Millicent event was opened by Manager of Crime Prevention SAPOL, Sgt Andrew Stott. Approximately 40 local people attended both events.


PRIORITY THREE: COORDINATING WORKFORCE TRAINING FOR AGENCIES WORKING IN THE WELFARE SECTORIn December 2018, SMLC coordinated training for front line staff employed in the welfare and education sector, and who work with families affected by substance use. This was funded by the Limestone Coast Local Government Association. 33 Limestone Coast front line staff registered for two trainings held at UniSA Mount Gambier. Evaluations showed that participants do not have access to ongoing professional development due to Agency budgets. This is because the competitive tendering process restricts agencies to add training and the associated costs of travel and accommodation to capital cities where trainings are commonly held, into their tender budgets.


LCLGA President, Mayor Vickery opens the Naracoorte Community Forum

Participants at the Naracoorte and Wattle Range Community Forums.

Staff from agencies at training delivered at UniSA and coordinated by SMLC.



PRIORITY FOUR: ESTABLISHING COMMUNITY PARTNERSHIPS

PRIORITY FIVE: TO ESTABLISH A BOARD REPRESENTING DIVERSE COMMUNITY INTERESTS TO BUILD AND CHAMPION THE DEVELOPMENT OF SUBSTANCE MISUSE INFRASTRUCTURE AND A COMMUNITY BASED COLLABORATIVE MODEL

Community think tanks in Keith and other Council areas are part of the process of establishing community partnerships.

To deliver primary prevention programs to reduce isolation and loneliness in each Council area, targeting vulnerable populations. Seed funding came from LC LGA Council Membership and Rotary Clubs.

It was identified by SMLC and ADF in research that loneliness and isolation contribute to vulnerability and to reduce this by giving people opportunities to re-connect with community contributes to positive communities and reduces the uptake alcohol and other drugs.

Knowledge gained from the Western Region Alcohol and Drug Centre suggests that Board members need to be proactively selected for their networks and an ability to garner broad based support of development strategies. https://wrad.org.au/

SMLC Committee Members along with Mayor Vickery visited WRAD and its Director Geoff Soma to hear the story of WRAD’s successful operations and how the concept can be transferable to other regional locations. WRAD’s success is contributable to their strategically handpicked Board, which represents the diverse skills needed to lead a standalone regional alcohol and other drug centre.

ö SMLC presented to the South Australian Network of Drug and Alcohol Services our work and plans at their June Forum to South Australian alcohol and other drug agencies

ö SMLC, along with 9 other Australian Local Drug Action Team sites have been invited to collaborate with the ADF and Planet Youth to pilot a highly successful Icelandic preventative model in two Council areas. The Planet Youth Model complements the school education program Climate Schools, which is now in place in Allendale East Area School and most City of Mount Gambier secondary schools. This informed the decision of trialling Planet Youth in these two Council areas. A workshop was held in Melbourne in June for all 10 Australian sites and District Council of Grant Community Development Officer Jayne Miller and City of Mount Gambier Library Manager Georgina Davison joined Sophie Bourchier to learn about the model and how we will begin implementation.


References: M Gore, Fiona & J N Bloem, Paul & Patton, George & Ferguson, Jane & Joseph, Véronique & Coffey, Carolyn & Sawyer, Susan & D Mathers, Colin. (2011). Global burden of disease in young people aged 10-24 years: A systematic analysis. Lancet. 377. 2093-102. 10.1016/S0140-6736(11)60512-6.

OTHER HIGHLIGHTS

ö The Alcohol and Drug Foundation (ADF) asked to use SMLC’s case study of Tenison Woods College using Climate Schools in a peer mentoring project between their Year 10 and Year 9 students, as an example of best practice in peer supports in schools on their website. Permissions were granted for this to occur. https://community.adf.org.au/implement/stories/connection-reduce-substance/

ö The ADF invited SMLC to present at their June Prevention in Practice Conference detailing the collaboration between SMLC, Tenison Woods College and Climate Schools and to be on the panel of speakers to answer further questions about school collaborations.

ö The Federal Department of Health has recognised SMLC and the proactive work that is being accomplished and has granted $525,000 over three years as of 1st July 2019. This will assist our momentum in building a sustainable community-based collaborative that incorporates public education programs, training and education for professionals and reactive treatment programs.

ö SMLC has transitioned to the LCLGA office with LCLGA acting as the auspicing agency for all SMLC grant funding.


City of Mount Gambier Library Manager Georgina Davison and District Council of Grant Community Development Officer Jayne Miller joined SMLC Project Coordinator Sophie Bourchier to learn about the Planet Youth Model with the Icelandic Planet Youth Team.


SPORT AND RECREATIONPROJECT REPORT

Local Government recognises the importance of sporting and recreation clubs to regional communities and is pleased to partner with the Office for Recreation and Sport to deliver the Star Club Program in the Limestone Coast. The Star Club Program promotes involvement in recreation and sport by supporting all sporting and recreation clubs in the Limestone Coast in the areas of leadership, financial sustainability, compliance, planning and volunteer management. LCLGA hosts the Starclub Field Officer, who serves as an on-ground resource and a conduit between clubs, councils, associations and the Office of Recreation and Sport.

The STARCLUB Field Officer provides support to clubs and associations in a number of areas:

FUNDING AND FINANCIAL STABILITY Awareness of grant availability and application support, increased eligibility through Starclub membership, and education and training regarding financial stability.

VOLUNTEER MANAGEMENT Sourcing and retaining volunteer support, running nationally-accredited training and education locally, information on education and training courses, providing templates for job descriptions for volunteers, Volunteer Management Policy assistance, ideas to involve, recognise and reward volunteers, and providing information on Succession Plans and complaints / conflict procedure.

COMPLIANCE Occupational Work, Health and Safety for club staff and volunteers, Child Protection, constitutions - update, review or start from scratch, incorporation, affiliation with State or national bodies, compliance with the Discrimination Act, risk management and information on licensing requirements for clubs selling alcohol.

PLANNING - long term maintenance of facilities, Strategic Planning, job descriptions, Codes of Conduct, Good Sports Program and Play by the Rules program.

The Starclub Field Officer is guided by the Regional Sport and Recreation Advisory Group, established with membership from all Constituent Councils. This Group provides direction and feedback for the Starclub Field Officer as well as determining issues for clubs and associations that can be dealt with on a regional level.

The long term goals of this program are:

ö to ensure clubs in the region are compliant with State and Federal Legislation,

ö clubs are financially stable through prudent self-management and have access to appropriate funding

ö maintain and build on membership, players and volunteers within the club.

STARCLUB STATUS 2017-18 2018-19

Level 1 - RegisteredNumber of sport and recreation organisations registered in the STARCLUB program

227 250

Level 2 - SubmittedAll questions have been answered online as either Yes, No or In Progress

57 65

Level 3 - Provisional online status achieved At least 3 questions in each of Parts 1-5 must be answered YES including all mandatory questions

46 50

Level 4 - Full STARCLUB recognition achieved A consultant has met with the club and determined if the club has appropriately met criteria for ‘Recognition’

37 45

SPORT AND RECREATIONPROJECT REPORT

The STARCLUB Field Officer program delivered the following outcomes in 2018-19:

ö Had 121 face to face meetings with clubs/associations providing support in the STARCLUB Program, as well as Funding, Strategic Planning, Facility Planning, Sports Tourism Opportunities, Conflict Resolution, Volunteer Support, Financial guidance and various other sports related issues. Plus provided support to clubs with hundreds of phone calls and emails received.

ö Grant Assistance given to Clubs and Associations. The SFO provided advice and support to 25 clubs looking to apply for grants. In the 2018/19 financial year over $1.6million of Office and Recreation and Sport Funding has been given to Limestone Coast Clubs and Associations

ö The STARCLUB Field Officer also provided the following training and education for clubs in the region.

• 2 Funding Information Workshops (in partnership with ORSR). Mount Gambier - 25 attendees, representing 20 clubs. Naracoorte – 23 attendees, representing 12 clubs and 3 council representatives.

• 2 Child Safe Officer Courses. Mount Gambier - 15 attendees, representing 9 clubs. Millicent – 11 attendees, representing 7 clubs.

• 2 Sideline Helpers Courses. Mount Gambier – 20 attendees, representing 9 clubs. Naracoorte - 10 attendees, representing 6 clubs.

ö The SFO has worked with 4 clubs across the region on putting together their Strategic Plan. This has been a free service for clubs. To get a private consultant to come in and put together a plan would cost clubs hundred and maybe even over a thousand dollars. A strategic plan helps clubs become sustainable long term and is an essential tool when applying for funding, especially facility improvement funding.

ö Below is a table comparing the regions STARCLUB numbers from 2016-17 to 2017-18. In all areas we have seen an increase in clubs registering and progressing through the program. This is due to the support councils have shown to the program.



LIMESTONE COAST REGIONAL SPORTING ACADEMYPROJECT REPORT

In partnership with the Office for Recreation, Sport and Racing and the LCLGA, the Limestone Coast Regional Sporting Academy (LCRSA) inducted its first Inductees in October 2017 and commenced working with these Athletes in November, as part of a Pilot Program.

In June 2018 the LCLGA were successful in acquiring a grant through the ORS to extend the program for a further 12 months with an additional 12 months of funding promised if the LCRSA met certain requirements. Once again the LCLGA partnered with the ORSR and the second year of the LCRSA was launched in October 2018. We were pleased to welcome Hockey SA and Athletics SA as official partners of the Academy and were able to offer skill-based sessions for athletes in these sports and coaching development for local coaches as well.


We inducted 42 athletes into the Academy for the 2018/19 iteration. There are 15 athletes in the Hockey program, 5 in the Athletics program and 22 in the Lonestar Program.

These athletes are provided with a 12-month Gym membership, a 12-month Elite Athlete Strength and Conditioning Program (2 sessions a week at the gym and an at home program), Coaching, Educational Sessions (Sports Psychology, Media Training, Coping with Pressure, Sporting Routines and Sports Nutrition), and High level testing at the University of SA’s High Performance Centre in Adelaide. We are also able to live stream our Education sessions to athletes across the region who are unable to attend due to travel.

The program has given the athletes the chance to understand the training and preparation requirements to become an elite athlete, as well as improve their performances at school as well as on the field or track.

We also continued our partnership with Uni SA, who provide us with the Education sessions and Testing. The LCRSA is extremely pleased to also be supported by the M & G Hotel Group, who have provided us with 30 nights of free accommodation for athletes and families, as well as a reduced rate for athletes and families on an ongoing basis.




The current intake of Athletes will complete the 12-month program at the end of November 2019. From there we are looking to expand the program once again. The Academy is in the process of finalising partnerships with SASI (South Australian Sports Institute) to include a cycling program in the Academy next year. We were lucky to have Olympic Gold Medallist Brett Aitken come and do some Talent ID Testing earlier this year and we have identified some amazing talent. We are also working with Tennis SA and South Australian Cricket Association (SACA) to have skill-based programs from these sports in the program also.

The Academy is also working with Local Government and Businesses to ensure the program can be a long term one in the region.

The LCRSA athletes have done the Academy and our region extremely proud, competing at State and National levels in the past year. All have been great ambassadors for the program. We look forward to continue supporting our current and future LCRSA athletes in the coming years.

The LCRSA has four main objectives:

ö To identify regional sporting talent

ö To educate and develop youth in the region

ö To provide pathways to State and national representation

ö To develop the skills of regional coaches

ö Outside of these four main sporting objectives, our key goal is to help young people become leaders in our communities.

OBJECTIVES

GOVERNMENT OF SA CAMPAIGN SUPPORT

The overarching responsibility of the Government of SA Regional Community Road Safety officer is to advance road safety in the South East region whilst promoting and raising awareness of Government of SA road safety programs. The priority work areas identified for 2018 / 2019:

ö Government of SA Campaign Support and Digital Engagement

ö Community and Industry Engagement

Our strong relationship with regional print and electronic media enabled the promotion of Government of SA campaign messages throughout the year. The use of our social media (Facebook) was instrumental in pushing the messages out to the media, local members and community road safety groups.

Campaigns such as “Think who you’ll leave behind’ ‘No ones driving if your distracted’ ‘The 10 year hangover’ ‘Be Safe Be Seen’ and ‘Our town could save your life – rest every two hours’ are good examples of supporting Government of SA’s statewide campaigns. The “No Winners Here” weekly road safety message continued to be circulated to all community road safety groups, Councils, regional media and interested stakeholders.

The same road safety message was updated each week and placed on the pages of 7 country football associations in South Australia during the football and netball season highlighting the unnecessary level of road trauma on regional and rural roads.

Country Footy SA were able to post this the weekly update on the pages of the majority of SA country football leagues on the weekend of the SA Country Football Championships. The weekly emails usually carry a themed State Government road safety message.

REGIONAL ROAD SAFETYPROJECT REPORT

The use of social media that began in 2016 is now an important part of our communications package. Facebook posts highlighting campaigns, issues and events are also used to educate all road users. Regular social media posts promote and share current Government of SA road safety campaigns.

Opportunities are also seized to promote timely road safety messages that relate to regional issues for example, fatigue, drink/drug driving, distraction and speed. TV and Radio campaigns through winter promoting ‘Drive to the Conditions’ ‘See and Be Seen’ ‘ Headlights On’.



An innovative bus safety campaign in collaboration with MP for Mt Gambier Mr Troy Bell, Department of Education and Regional Bus Service providers was designed and implemented this year. Every school has been requested to include this in their newsletter each term. Artwork has been provided to all councils.

The Limestone Coast has a high tourist visitation rates and the self-drive market comprises most of our visitors. Recognising this creative info-page and accompanying editorial was placed into the ‘long shelf life’ regional tourism magazine ‘Stay Another Day’.

Partnering with The Little Blue Dinosaur Foundation through the Christmas holiday time promotes road safety awareness with key messages of ‘Hold my Hand’ and ‘Slow Down – Kids Around’ building awareness for both locals and tourists.



INDUSTRY AND COMMUNITY ENGAGEMENTIn step with the South Australian Road Safety Strategy – Towards Zero Together workplace activities aligning with the region’s key industries and major employers. In association with the Safe Freight Network (Forestry/manufacturing SA and Vic) and The Green Triangle Freight Action Plan Group progress is being made on improving workplace driving, road safety culture and the interaction of the Heavy Vehicle industry with other road users. These networks include the various sectors that comprise the regional freight task, forestry, livestock, fluids, bulk and general freight and contractors.

Input and feedback provided on regionally significant reviews and projects such as GHD Advisory, Princess Highway Corridor Strategy and RAA’s Limestone Coast Issues Paper

Provide funding assistance and collaboration for promotion of the Annual Regional “Lights and Car Safety Check” championed by Rotary in the Limestone Coast. Evening sessions were held at Bordertown, Naracoorte, Millicent and Mount Gambier in April 2019 with over 300 vehicles taking advantage of the services

Training resources shared from the ARRB and NRSPP and the LGA Training Services alert industry of informative and business improvement (road safety/resultant economic benefits) opportunities

Raised opportunities through the media for the community to engage in community consultation and “Have their Say” on road safety issues, e.g. the proposed changes to kangaroo culling

Promote the availability of partner programs and current road safety programs delivered by RYDA, RAA – Street Smart and Street Smart Primary, The Little Blue Dinosaur Foundation, MFS- RAP

Promote and utilise the existence of Funding Grants, e.g. RAA’s Regional Safety Grants, Bendigo Bank Community Fund, OTR and Foundation for Regional and Rural Renewal (FRRR) ‘Small Grants’ program

Regional Community Road Safety Officer is a member of LCLGA’s Roads and Transport Working Group and the LGA SA steering committee for the ‘Guide to a Local Government Road Safety Strategy and Action Plan

Promote and increase road safety awareness by promoting National Events such as ‘National Ride to School Day’ ‘Walk Safely to School Day’ ‘National Ride to Work Day’ ’National Police Remembrance Day’ ’Fatality Free Friday’ together with international ‘World Day of Remembrance for Road Traffic Victims’ and ‘Global Road Safety Week’

Increase awareness of available regional support for road safety victims by promoting Road Trauma Support Team SA and The Limestone Coast Grief and Trauma Support Team. Supporting and where required sourcing resources and financial assistance to the Limestone Coast Road Safety Groups. Mount Gambier and District Road Safety Group, Wattle Range Road Safety Group and Tatiara Road Safety Group.



The community capacity building program aims to develop people for Boards, Council, Community Leadership, Project Development and Governance, Industry and Business Associations and Sport, Recreation and Service Clubs. To stimulate and foster a diverse range of leaders in our region to support regional opportunities and address our challenges.

The program is delivered by the Leaders Institute of SA and includes the following topics:

LIMESTONE COAST LEADERSHIP PROGRAMPROJECT REPORT

ö Adaptive Leadership

ö Leadership Frameworks and Tools

ö Leading Change

ö Governance and Finance

ö Presentations and Public Speaking

ö Developing Teams and Motivating Others

ö Reactive v Creative Leadership

Through the program participants are placed into working groups to undertake Community Action Projects, these projects address real regional issues. Participants benefit through the journey, learning deeply about collaborative working and gaining valuable hands-on experience in complex fields and issues, while exploring the social and economic dynamics and issues across our region.

The projects undertaken in 2019 include:

ö Engaging Young Volunteers

ö Waste Management

ö Start-up Business and Entrepreneurs

ö Housing Shortfalls

KEY PARTNERS PROVIDING INITIAL FUNDING FOR 1 YEAR

The Australian Government through the Building Better Regions Fund, Regional Development Australia Limestone Coast, Primary Industries and Region SA, Department of Industry and Skills and program host LCLGA.

THE LIMESTONE COAST LEADERSHIP PROGRAM PARTNERS

PARTICIPANTS FOR 2019


PROGRAM SCHOLARSHIP PARTNERS 2019

L.V. Dohnt, Beach Energy, EML, South East Natural Resource Management Board, Disability Workforce Project, City of Mt Gambier and District Council of Grant with Tatiara District Council and SADA joining in 2020.

ö 16 (9 Female and 7 Male)

ö Inclusion Aboriginal, Migrant, Disability and Disadvantaged

ö Inclusion representatives from each of the seven Limestone Coast Council Areas

Participants are expected to: attend induction session, overnight workshops, monthly full day workshops and graduation event, in addition to out of session community action project work, substantial pre reading and research and written reflections.

LCLGA Constituent Councils have also provided in kind venue and catering support.



“The inaugural 2019 Limestone Coast Leadership Program has exceeded all expectations, and more. Not only have I had the opportunity to meet some amazing people and learn the skills needed to become a good leader, it has given me the chance to reflect on who I am and who I want to be in the future” Paul

“The LCLGA Limestone Coast Leadership program has provided me with an opportunity to undertake study to not only better myself, but to become a better asset to our local community. “The tools that we have been provided, has seen me shift the way I act, I reflect and the outcomes achieved as a result.” Michael

“My experience of the Leadership Course has been a journey which has seen so much self-discovery to date. I’ve felt challenged, vulnerable, emotional and empowered. Sometimes all on the same day!” Fiona

“The CAP project has provided a valuable benefit of applying what we are learning with other participants, giving us an opportunity to discuss a range of matters, including different perspectives and ideas” Tracy


CLIMATE ADAPTATIONPROJECT REPORT

PLANNING FOR COASTAL HAZARDS AND SEA LEVEL RISE IN THE LIMESTONE COAST Many coastal settlements in the Limestone Coast region have been vulnerable to the impacts of coastal flooding and erosion. At some locations, these impacts will be exacerbated in the future due to sea level rise as a result of our changing climate.

Following the acquired LiDAR data over the coast between Kingston and the Victorian / SA border in 2018, the LCLGA obtained funding through the National Disaster Resilient Program (NDRP) to map areas that could potentially be vulnerable to coastal flooding by sea level rise and storm surge.Based on six sea level rise scenarios, the flood maps will assist coastal councils in addressing coastal hazards, as well as building community resilience.

Six sea level rise scenarios are:

1. 2019: mean high water spring tide level

2. 2050: mean high water spring tide level + 30 cm

3. 2100: mean high water spring tide level + 1 m

4. 2019: 1 in 100 (ARI) storm surge

5. 2050: 1 in 100 (ARI) storm surge + 30 cm

6. 2100: 1 in 100 (ARI) storm surge + 1 m

The flood maps revealed a range of vulnerability to sea level rise from minimal to extreme.


This data will enable Councils, development planners, emergency management agencies, natural resource managers to:

ö Identify areas for future development that are not likely to be at risk; ö Plan amendments to restrict future development in areas likely to be at risk; ö Develop conservation, mitigation and adaptation strategy; ö Build community resilience for coastal hazards emergency management; and ö Educate and raise awareness about climate change.

Online web application tool which incorporates the best available science and local data is currently being developed to allow communities and coastal managers to visualize the risks imposed by coastal hazards and sea level rise on the people, economy and coastal habitats in order to identify solutions for enhancing resilience and reducing risks where possible. This will follow by series of workshops on different approaches as well as printed and digital collaterals.


CLIMATE ADAPTATIONPROJECT REPORT

SOUTH AUSTRALIA COASTAL COUNCILS ALLIANCELimestone Coast LGA is the lead region in the statewide project, funded through the Local Government Research and Development Scheme, to establish a South Australian Coastal Councils Alliance on behalf of the 34 Coastal Councils in the state. This was based on the recognition that protection and management of the coastline and coastal assets are becoming increasingly complex and costly for Councils. Growing intensity and frequency of storm events, flooding, erosion, sand loss, pollution and development pressures are evident across the State.

The project commenced in December 2019 with Anita Crisp and Prae Wongthong being appointed as Project Coordinator and Project Officer respectively. The main outcomes of the project are to:

1. Establish the governance and resourcing arrangements for a South Australian Coastal Councils Alliance that supports an informed, coordinated advocacy voice.

2. Prepare advocacy documents that include current and emerging coastal issues and costings, and options for more sustainable funding and cost-sharing arrangements.

As of June 2019, interviews were conducted with all 34 coastal Councils and the Coastal Councils Alliance initiative was featured at the recent LGA Showcase in April - with a presentation and display booth generating positive feedback and additional Council input. Feedback has overwhelmingly reinforced that now, more than ever, Coastal Councils in South Australia need a strong, united voice to help find solutions to the increasing cost, liability and resourcing impacts facing local government.

To date, a discussion paper on the management of jetties has been prepared for Councils; work is well underway to identify current and emerging coastal management works and costings across Councils in SA; and a review of funding and legislative arrangements here and in other jurisdictions has also commenced.

To help shape the final administrative arrangements and terms of reference for the full Coastal Councils Alliance and guide transition by the end of 2019, the next step is to establish an Executive Committee, comprising representatives from Councils within each of the coastal zones (South, Metropolitan, North and West).

The project will complete in December 2019 with the SA Coastal Councils Alliance being formalised by November.

The LCLGA acknowledges the LCLGA Board Members, Constituent Council Mayors, Elected Members, Chief Executive

Officers and staff for their support of the regional role of the Association.

During 2018 - 2019, the LCLGA Board engaged a small team to implement a diverse and comprehensive regional work

plan; Michaela Bell (Projects Manager), Tony Elletson (LCLGA Star Club Field Officer), Biddie Shearing (LCLGA Tourism

Industry Development Manager) Prae Wongthong (Climate Adaptation Project Officer & Regional Waste Management)

and Mae Steele (Executive Support)

The team also farewelled Dominic Testoni (Executive Officer) in January 2019 and welcomed Tony Wright as the new

LCLGA Executive Officer in June 2019. The LCLGA also welcomed to the team Ali Auld (Special Projects Road Safety

& Leadership), Nicole Moran (Sports Trainee) and Sophie Bourchier (Substance Misuse Officer), June Saruwaka also

returned from Maternity Leave to continue in the role of Regional Waste Coordinator. We also farewelled Rob Forgan

(Regional Community Road Safety Officer) and wish him well in his retirement

The Local Government Research and Development Scheme funding has enabled LCLGA to undertake a range of

additional projects throughout the year, both through additional Research and Development Fund projects and via the

Regional Capacity Building Grants.

The Local Government Association SA has continued to provide strong support to LCLGA and its members throughout

the year. LCLGA acknowledges the contributions of SAROC members, LGA Regional Executive Officers, Chief Executive

Officer Matt Pinnegar and the many LGA staff that have supported LCLGA throughout the year.

Tony Wright

Executive Officer

ACKNOWLEDGEMENTS


FINANCIAL REPORTS30 JUNE 2019

LIMESTONECOAST LOCALGOVERNMENT ASSOCIATION