Notice of Council Meeting - burnside.sa.gov.au · 4/14/2020 · Councillors Carbone, Cornish, Davey, Davis, Daws, Henschke, Huebl, Hughes, Jones, Lemon, Piggott, Turnbull . 1. Acknowledgement

Council Agenda 14 April 2020

Notice of Council Meeting

NOTICE IS HEREBY GIVEN in accordance with Sections 83 and 87 of the Local Government Act 1999, that a meeting of the

COUNCIL

of the

CITY OF BURNSIDE

will be held via electronic means through video conference (as afforded for through the Electronic Participation in Council Meetings Notice 2020, SA Government Gazette, 31

March 2020)

on

Tuesday 14 April 2020 at 7.00 pm

Chris Cowley Chief Executive Officer

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Council Meeting Agenda

14 April 2020 | 7.00 pm Council Chamber

401 Greenhill Road, Tusmore

Members: Mayor Anne Monceaux Councillors Carbone, Cornish, Davey, Davis, Daws, Henschke, Huebl, Hughes, Jones, Lemon, Piggott, Turnbull

1. Acknowledgement of those who gave their life for this Country and statementof acknowledgement of Country, acknowledging that the land being met on isthe traditional lands of the Kaurna people.

2. Opening Prayer

3. Apologies

Nil

3.1 Identification of Conflicts of Interest by Elected Members

4. Leave of Absence

Nil

5. Confirmation of Minutes

Nil to endorse due to adjournment of 24 March 2020 meeting. The minutes of themeeting of 24 March (adjourned to 14 April 2020) and of 14 April 2020 will beprovided to Council for endorsement at the 28 April 2020 meeting.

6. Deputations

Nil

Members of the community who wish to make a deputation on any items listed onthis agenda should make an application in writing to the Chief Executive Officer atleast 24 hours before the commencement of the meeting. The Presiding Member ofthe Council determines if a deputation will be heard.

7. Petitions

Nil

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8. Public Question Time

This will be temporarily suspended following the Special Meeting of Council beingheld 14 April 2020 at 5.45pm.

9. Questions on Notice

Nil

10. Motions on Notice p9

10.1 Adelaide Koala Rescue – Support of Council (Councillor Carbone)

11. Questions without Notice

12. Motions without Notice

13. Reports of Officers

Office of the Chief Executive Officer

13.1 COVID-19 (Coronavirus) – Council Actions / Response, CommunitySupport and Finance Response Package p11 Attachments A – C

Corporate and Development

13.2 Amendment to Mobile Food Vender (Food Truck) Location Rules p45 Attachments A – B

Urban and Community

Nil

14. Subsidiaries, Regional Subsidiaries and other Organisations/Entities p57

14.1 Eastern Waste Management Authority

14.4.1 Eastern Waste Management Authority Special Board Meeting Agenda – 9 April 2020

14.2 Eastern Health Authority

14.2.1 Eastern Health Authority Board of Management Special Meeting Minutes – 2 April 2020

14.3 Highbury Landfill Authority

Nil

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14.4 ERA Water

14.4.1 ERA Water Board Agenda and Papers – 27 March 2020

14.5 Eastern Region Alliance

14.5.1 ERA Chairman and CEO Report

14.5.2 ERA Mayors and CEOs Group Meeting Agenda – 25 March 2020

14.6 Brownhill Keswick Creeks (BHKC) Stormwater Board

Nil

15. Mayor’s Report p229

16. Reports of Members, Delegates and Working Parties

16.1 Report from Councillor Henry Davis – National Climate Emergency Summit

17. Council Correspondence / Memorials

Nil

18. Other Business

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19. Confidential Items

19.1 Proposed Projects for Inclusion in 2020/21 Draft Annual Business Plan and Budget (Elected Member Proposals)

Pursuant to section 90(2) of the Local Government Act 1999, the Council orders that all members of the public be excluded, with the exception of the Elected Members of the City of Burnside, the Chief Executive Officer, the General Manager Corporate and Development, the General Manager Urban and Community, the Group Manager People and Innovation and the Principal Executive Officer on the basis that it will receive and consider Item 19.1 ‘Proposed Projects for Inclusion in 2020/21 Draft Annual Business Plan and Budget (Elected Member Proposals)’. The Council is satisfied, pursuant to section 90(3)(k) of the Act, that the information to be received, discussed or considered in relation to this Agenda Item are tenders for the provision of services to the Council and at this time the information relating to the tender process should not be made public. The information concerns information relating to potential council projects and the disclosure of this information could be used by the market to achieve an advantage given the information relates to future tenders for services to the Council and the release of such information is unreasonable at this point in time. The principle that the meeting be conducted in a place open to the public has been outweighed in these circumstances because the disclosure of this information could reasonably be expected to be used by the market to achieve an advantage because it relates to future tenders for services to the Council, which tender has not yet been awarded.

Confidentiality Recommendation

1. That having considered Agenda Item 19.1 ‘Proposed Projects for Inclusion in 2020/21 Draft Annual Business Plan and Budget (Elected Member Proposals)’ in confidence under section 90(3)(k) of the Local Government Act 1999, the Council, pursuant to section 91(7) of that Act orders that:

1.1. The Report, Attachment A, Attachment C and Minutes relating to Agenda Item 19.1 ‘2020/21 Projects for Inclusion’ remain confidential pursuant to section 90(3)(k) as the information relates to future tenders for the provision of services to the Council.

1.2. the Report, Attachment A, Attachment C and Minutes will not be available for public inspection for a period of twelve months at which time this order will be revoked / reviewed by the Chief Executive Officer (CEO); and

1.3. this order is subject to section 91(8)(b) of the Act which provides that details of the identity of the successful tenderer must be released once Council has made a selection;

1.4. this confidentiality order will be reviewed by the Council at least once in every 12-month period; and

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1.5. the Chief Executive Officer is delegated authority that the order be revoked in whole or part.

2. That for the item named in clause 1 and associated sub clauses, unless:

2.1. the period in respect of any order made under section 91(7) of the Local Government Act 1999 lapses; or

2.2. Council resolves to revoke an order made under section 91(7) of the Local Government Act 1999; or

2.3. the CEO determines, pursuant to the delegated authority which this resolution provides, that the order be revoked;

any discussion of the Council on the matter and any recording made of those discussions are also confidential.

19.2 COVID-19 Special Leave Protocol and Provisions – Approval for Chief Executive Officer

Pursuant to section 90(2) of the Local Government Act 1999, the Council orders that all members of the public be excluded, with the exception of the Elected Members of the City of Burnside, the Chief Executive Officer; the General Manager Corporate and Development; the General Manager Urban and Community; the Principal Executive Officer and the Group Manager People and Innovation, on the basis that it will receive and consider Item 19.2 ‘COVID-19 Special Leave Protocol and Provisions – Approval for Chief Executive Officer’. The Council is satisfied, pursuant to section 90(3)(a) of the Act, that the information to be received, discussed or considered in relation to this Agenda Item is information that would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead). The information concerns the request for a leave condition being granted to an employee and Council may wish to discuss employment associated matters during this time. Further, the principle that the meeting should be conducted in a place open to the public has been outweighed in the circumstances because of the public interest in maintaining the confidentiality of the personal affairs of these persons (CEO).

20. Closure

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Council Agenda Item 10.1 14 April 2020

Item No: 10.1 To: Council Date: 14 April 2020 Submitted by: Councillor Carbone Subject: ADELAIDE KOALA RESCUE – SUPPORT OF COUNCIL Attachments: Nil

Motion of Which Notice has been Given

Pursuant to Regulation 12 of the Local Government (Procedures at Meetings) Regulations, 2013, the following Motion on Notice has been submitted by Councillor Carbone.

I, Councillor Carbone, do hereby give notice of my intention to move the following motion at the next ordinary meeting of Council for the City of Burnside.

Motion: That Council: 1. Supports the work done by Adelaide Koala Rescue and acknowledges their

significant contributions to date.

2. Write to the Premier Steven Marshall and the Minister for Environment and Water, The Honourable David Speirs supporting the need for a new central location for the Adelaide Koala Rescue clinic, to enable this critical service to continue.

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Council Meeting Agenda Item 13.1 14 April 2020

Item No: 13.1 To: Council Date: 14 April 2020 Author: Chris Cowley – Chief Executive Officer Subject: COVID-19 (CORONAVIRUS) – COUNCIL ACTIONS / RESPONSE,

COMMUNITY SUPPORT AND FINANCE RESPONSE PACKAGE Attachments: A. CEO and Mayor community communiques

B. Request from the Kensington Garden Bowling and Tennis ClubC. Correspondence to East Waste following exemption request

Prev. Resolution:

N/A

Officer’s Recommendation

That Council:

1. Note the summary of actions to date by the Chief Executive Officer (CEO) as outlined in this report, in response to the COVID-19 pandemic

2. Approve a deferral, until 30 September 2020, of loan payments and interest charges on the loan from Burnside Council to the Kensington Gardens Bowling and Tennis Club(this being separate from the lease in place and subject to suitable formal evidence of the facility shutdown).

3. Delegates to the Chief Executive Officer, the power to renegotiate any current payment plans or loan facilities with the Council, similar to that reference above.

Purpose

1. To inform Council and provide a summary of the actions to date in response to theCOVID-19 health pandemic.

Strategic Plan

2. The following Strategic Community Plan provisions are relevant:

“Delivery of good governance in Council business”

“An empowered Council and Administration that is visionary and innovative in meetingcommunity needs”

Communications / Consultation

3. Notice No. 1 as issued by the Minister for Local Government suspends the requirementto conduct community engagement on an alteration to the Code of Practice for Accessto Meetings and Documents in accordance with Section 92(5) of the Local GovernmentAct 1999.

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4. The necessary changes to work practices as a result of the public health emergency will have an impact on the way Council engages with relevant stakeholders whether it be by Zoom meetings or other electronic forms of communication.

Statutory

5. The following legislation is relevant in this instance:

Local Government Act 1999

5.1 Council’s swift and proactive response to this public health emergency is supported by the Local Government (Public Health Emergency) Amendment Act 2020, the Notice of the Minister for Local Government and the SA Public Health Act.

Policy

6. Relevant policy changes will be made as needed.

Risk Assessment

7. Ensuring that the necessary changes to various policies and procedures mitigates the risk of inadequate governance practices and ensures that Council functions in accordance with legislative obligations and continues to meet public expectation as best as possible.

8. The primary focus is to reduce the risk of exposure to COVID19, to reduce the community transmission of the disease, and to support community and economy to survive the pandemic, in a way which enables a prosperous recovery and future after the crisis.

CEO Performance Indicators

9. At the time of writing this Report the CEO Performance Indicators for 2019/20 had not been set.

Finance

10. There are clear financial implications resulting from the various actions undertaken. These are yet to be fully quantified. However, officers are retaining a Financial Implications spreadsheet to monitor impacts where possible. These will be outlined in future reports to Council relating to the budget and associated processes.

11. Anticipating further impacts from the pandemic, consideration is being given to the draft budget for 20/21 to ensure Council is able to appropriately respond to COVID-19 related matters. The Draft Business Plan and Budget for 20/21 is under consideration, and Council will apply further efforts to identify the services, facilities and programs which will assist the community to stabilise, re-establish, grow and thrive swiftly after the pandemic.

12. Council will still conduct an extensive online consultation and engagement process to hear the feedback of the community on any proposed budget.

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Discussion

Background

13. On 15 March 2020, the Chief Executive of the Department for Health and Wellbeing in the State of South Australia, pursuant to section 87 of the South Australian Public Health Act 2011, declared that an emergency which threatens to cause the death of, or injury or other damage to the health of any person is occurring or about to occur in relation to the transmission of coronavirus, and declared the emergency to be a public health emergency.

14. On 22 March 2020, the State Co-ordinator for the State of South Australia declared, pursuant to section 23 of the Emergency Management Act 2004, that a Major Emergency is occurring in respect of the outbreak of the Human Disease named COVID-19 (coronavirus) within South Australia.

15. On the evening of Sunday 22 March 2020, the Prime Minister and Chief Medical Officer announced that from midday on 23 March 2020 the following facilities will be closed: all restaurants and cafes (excluding take away and/or home delivery), pubs, registered and licensed clubs (excluding bottle shops attached to these venues), hotels (excluding accommodation), entertainment venues, cinemas, casinos and night clubs, gyms and indoor sporting venues, religious gatherings, places of worship or funerals (in enclosed spaces and other than very small groups and where the 1 person per 4 square metre rule applies).

16. The Commonwealth and State Governments also communicated an expectation that local government will assist to monitor, report and (where necessary) take action in their local areas. The City of Burnside has proactively established initiatives to ensure our community journeys and transitions through this period of time in the strongest possible way, maintaining health and safety, managing economic challenges, and supporting those who are most impacted by this public health emergency.

17. These necessary measures in a period of international crisis will be an extraordinarily difficult time for many individuals, businesses, and community organisations as they navigate the unprecedented and fast moving challenge ahead. It is likely that Federal and State Government directives will continue to change, be fluid and evolve in response to the Public Health Emergency.

18. This report seeks to advise Elected Members and the community of actions to date and the response from Council to COVID-19 and the host of measures including changes to financial, economic, communication and public health services to provide support, relief, stability and connection for our community.

19. The City of Burnside is a public authority and community service provider, responsible for providing essential services and complying with statutory obligations. Like all councils, it has been confronted by significant challenges to ensure it does all possible to assist with protecting the community and Council staff from the health threat posed by the coronavirus.

20. In particular, Council is faced with rapidly changing circumstances and disruption caused by coronavirus, coupled with dealing with numerous information sources of varying quality that, at times, can cause added anxiety among members of the community and staff, and pose a risk of inconsistent decision making.

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21. Due to the often rapidly changing circumstances advice has been sought where needed and as appropriate through various agencies to ensure that Council is well positioned to act responsibly and in a measured and responsible manner.

22. The South Australian Parliament has also enacted the Local Government (Public Health Emergency) Amendment Act 2020 which enables the Minister for Local Government, The Hon Stephan Knoll, to implement changes to the responsibilities of Local Government to enable Councils to respond to the serious health and economic risks and impacts associated with COVID19.

23. The Ministers Notice Number 1 was released on 31 March 2020 and provides councils with the ability to continue their obligations and responsibilities as decisions makers in an electronic environment. This is the subject of a separate report to Council.

Considerations and Analysis – Actions to Date by the Chief Executive Officer and Council

Summary

24. The Executive Team have established an informal ‘Huddle Group’ regarding COVID-19 incident leadership and management; responsible for identifying risks and implementing controls and initiatives to support the council and community. The group meets at least two-three times per week with a decision log retained.

25. This huddle group will continue to advise, respond and monitor necessary actions to manage business continuity, ensure staff are safe and take steps to protect public health and safety. The CEO senior management are also responsible for maintaining up to date knowledge of the changing COVID19 environment, and participating in necessary sector and state wide COVID19 response groups (such as those lead by the LGA).

26. The Chief Executive Officer and Mayor have participated in all State Government and Local Government Association (LGA) briefing sessions relating to COVID-19 and liaised with officers and Elected Members as appropriate.

27. A financial assistance ‘package’ and support / relief measures, have been enacted within the Chief Executive Officer’s delegations to consider applications and determine rate relief in the form of revised or waived fines, interest or fees, which have been communicated to the community at large, impacted community groups and commercial tenants. (Refer Attachment A)

28. Further financial support measures to manage the impacts of the COVID-19 Pandemic beyond 30 June 2020, will be considered as part of the Draft Annual Business Plan and 20/21 Budget process, with a view to minimising the financial burden and pressure on ratepayers where possible.

29. A 100 per cent payment free temporary period has been executed for all Council owned or controlled facilities under current lease, licence or permit arrangements which will extend until further notice and be reassessed in accordance with any State declarations regarding the major emergency.

30. Council will assign resources where possible to economic development initiatives, and work with Eastern Region Alliance councils, to support local business and local jobs, fast tracking access to necessary information, services and stimulus packages and grants. This includes actively pursuing grant opportunities form State and Federal

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government to deliver major infrastructure projects in the City of Burnside area which seeks to improve services and facilities of the City and generate new jobs.

31. Council is ensuring that suitable electronic communication platforms to ensure the community’s access to Council and services is maintained, and conversations and feedback can be readily provided to Council.

32. Council has acknowledged legislative responsibility for community safety, wellbeing and public health and the requirement to take certain actions and officers will continue to work within the policies for each of these functional areas, which provide for discretion in some matters, including education, caution, fee waivers or reductions.

33. The role of the CEO under Section 99 of the Local Government Act 1999, is to undertake responsibility for the day-to-day operations and affairs of the Council, as well as having obligations to provide a safe workplace for employees, Elected Members and those who attend at Council premises. This has been considered an over-riding consideration at this time and therefore a decision was made to close the Civic Centre (and associated Council services) to members of the public. However additional measures were implemented which has allowed the Council to continue to ‘transact business’. In addition, this decision is considered to be both reasonable and eminently sensible, particularly in light of the Council’s existing demographic.

34. The closure of Council’s Principal Office, other Council Offices, Library, Communities Centres, Halls, Playgrounds, pump track and Pool to reduce the spread of COVID-19, has been required and the Chief Executive Officer will determine the date and time these facilities may reopen, based on the expert advice of the Minister for Local Government, SA Health and the Federal Government.

Specific areas of change and initiatives

Social distancing – continued initiatives.

35. Playgrounds and exercise areas within parks have been closed in accordance with Government directives. Officers patrolling these areas will advise anyone on the playground or other equipment they are closed and ask that do not use them. Specific delegations have also been arranged through the Eastern Health Authority to enable authorised officers to take compliance action and request SAPOL to attend and support as needed.

36. There has been a dedicated focus on staff working from home and roll out of eWorking arrangements. Formal checklists have been enacted for health and safety purposes. Staff who are able to safely work from home have been enabled to do this, with the appropriate WHS criteria applied and technology provided, and regular contact being made by senior staff members to ensure they remain connected, deliver the work required and work safely.

37. At present approximately 80 staff are currently provision for working from home, some on a rotational basis to ensure back-up for core service delivery. Staff on site have been dispersed to ensure that social distancing requirements are met and all meeting protocols have been established for both internal and external meetings – leveraging IT resources where possible.

38. To assist in the management of social distancing and provide support for our workforce a Leave Policy which provides for an additional leave provision of up to 15 days, to be accessed only by those staff meeting certain criteria has been established. This is

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generally consistent across Local Government at a metropolitan level. Furthermore there is currently internal consultation on a draft Leave Deficit Protocol.

Library / Commonwealth Home Support Program (CHSP)

39. Council had to make the unfortunate decision to cease the earlier established ‘Call and Collect’ library service due to the closure of the Public Library Service (State). As the library is an important, and in some cases vital and treasured, service for our community, Council developed a new service that will use all of the resources already stored in the Burnside Library.

40. ‘Books to Burnside’ is the new home library delivery service, which is available to all residents. Library books are either chosen or collected from ‘holds’, collated, marked as borrowed and then delivered to a resident’s front door. The service is being actioned either through the Home Library Service or the casual pool of staff, a cohort that Council have committed to keeping gainfully employed.

41. The ‘Toys to Home’ delivery service has also been introduced. The public can call the Toy Library and officers will choose toys and deliver them to the door step.

42. In addition, the ‘Shopping For’ service has been expanded to all residents 65 and over, not solely CHSP funded clients; ensuring older residents stay safe and supported. ‘Shopping for’ is a service where Council will undertake a weekly shop for residents, delivering goods to their doors.

43. Critical core CHSP services have continued to be maintained, utilsiing the casual workforce where needed in addition to Council assisting with Meals on Wheels service delivery provision.

Financial Hardship and Small Business Support

44. Council has implemented several immediate measures to ease the impact of this situation and resultant financial pressures on households as per the following advice:

44.1. No fines or interest will be charged on rates until 31 August 2020.

44.2. Ratepayers can arrange to pay their rates weekly, fortnightly or monthly, based on an amount that suits their budget.

44.3. Ratepayers can postpone the fourth instalment of 2019/20 and the first instalment of 2020/21 up to December 2020 without having to pay any interest

44.4. Ratepayers aged 60 and over who have a seniors’ card may be eligible to postpone their rates for a longer period.

45. This has been further elaborated on in Attachment A. The CEO has full delegation for these areas as per the below extract:

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46. Council has adopted extra measures to give critical support to businesses during the coronavirus pandemic such as fast tracking payments to creditors in 14 days (max) instead of 28 days.

47. Businesses within Council premises / property have been offered rent relief and the option to stay open if feasible and within the Federal restrictions.

Leases and licence fees and charges

48. Section 188 of the Local Government Act 1999 (the Act) provides that the Council may impose fees and charges for the matters specified at (1)(a) – (h), which, in full, are as follows:

(1) A council may impose fees and charges –

(a) for the use of any property or facility owned, controlled, managed or maintained by the council;

(b) for services supplied to a person at his or her request;

(c) for carrying out work at a person's request;

(d) for providing information or materials, or copies of, or extracts from, council records;

(e) in respect of any application to the council;

(f) in respect of any authorisation, licence or permit granted by the council;

(g) in respect of any matter for which another Act provides that a fee fixed under this Act is to be payable;

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(h) in relation to any other prescribed matter

49. Section 44(3) provides that the Council may not delegate the power to fix, vary or revoke a fee under section 188(1)(d) to (h). Therefore, the Council may only, lawfully, delegate to the CEO the power to impose fees and charges (and to vary and revoke the same) for those matters set out at (1)(a) – (c).

50. The CEO has already been delegated the power pursuant to Section 188(1) to vary fees or charges under section 188(1)(a) - (c), as well as the power under section 188(3) to reduce, waive or refund, in whole or in part, any fees and charges set under section 188(1)(a) – (c). These powers have been further sub-delegated, with no limitations or conditions having been placed on the same.

51. In this regard, the distinction to be made in relation to the use of the term ‘licence’ which appears under section 188(1)(f), pertains to a ‘licence’ within the same category as an authorisation or permit under sections 221 and 222 of the Act, for example, a ‘road licence’. This is to be distinguished from a licence issued by the Council to a community group to use a property or facility owned, controlled, managed or maintained by the Council under section 188(1)(a) of the Act.

52. Accordingly, the licence fees for sporting and community clubs, as well as the commercial leases for Council property, all fall under section 188(1)(a), and can be reduced, waived or refunded (in whole or in part) by the CEO. This has been executed accordingly where necessary, for example, a soccer club or on site café.

53. It is very likely that without Council support in the form of rent abatement for these businesses for the foreseeable future that they will not survive or remain financially viable to re-emerge when the situation is over or controlled.

Transparency, Communication – putting the community at the heart of all decisions

54. Council’s leadership role at this time is critical and cannot be underestimated. Additional resources have been deployed to ensure Councils Customer Service and relationship management is informed and prepared to support the community in this new environment. Council’s website has been updated with the latest links to COVID19 safety information. The relationship with the community remains a focus for Council at this time, and transparency in Council decision making will allow the community insight and build trust in Council’s COVID19 response.

55. Council continues to provide customer service via phones, email and online and this is a crucial and important point of contract for community members seeking information on COVID-19 or other council services. Our Customer Experience staff are equipped to answer questions and/or refer enquiries to the appropriate agencies.

56. To ensure the safety of the dedicated volunteer team Council has ceased using volunteers across all programs. However all volunteers continue to receive CEO and Mayor communications and are in contact with the Volunteer Coordinator as needed.

57. Development, Compliance and Waste / Operational and Environmental Services are continuing to operate, with staff based at various locations. Council has regularly liaised with East Waste and granted exemptions upon request for relative services (Refer Attachment C).

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Conclusion

58. The social impact of the COVID-19 outbreak and associated economic shock will undoubtedly have far reaching consequences into the future. By assisting our community and to remain healthy, well and viable during this time Council will be helping to mitigate these impacts.

59. The insight provided by Senator Simon Birmingham at a recent LGA Conference Forum, articulated the position of the Government being that, rather than specify provision of essential and non-essential services, their approach has been to identify those services/business operations/activities which they require to be discontinued in order to minimize the impact of the COVID-19 Pandemic.

60. In adopting this approach they consider that this then provides the best opportunity of maintaining a level of economic activity whilst specifically targeting activities which will contribute to the spread of COVID-19.

61. In this Forum and others with State Government Ministers, Local Government is regarded as a critical entity for the maintenance of services which support both economic activity and social wellbeing. Furthermore, the intent is that as COVID-19 impacts arise, Local Government will become an important deliverer at a local/precinct level of initiatives being put in place by Federal Government to assist social and economic stability and recovery.

62. Council continues to look at initiation of new work practices, innovative service delivery models and improved Human Resource Management / Workforce practices to reflect changing directives and community expectation and needs as a consequence of the impact of COVID-19.

63. In making decisions regarding the nature of the financial support offered to the City’s business, community groups, users of the Council Services and the wider community with regard to Rate relief, the Council needs to ensure that decisions made are consistent across the different groups and the issues they are facing as a result of COVID-19.

64. Such matters will be further considered through future Council Reports as needed.

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COVID-19 Information for City of Burnside Community

Published on 13 March 2020

Dear community member

You will have likely seen the announcement yesterday (12 March) of a global pandemic by

the World Health Organisation (WHO) relating to COVID-19. In addition to this our national

and State situation is rapidly changing on a day to day basis.

I want to reassure you that the Council is continuing to manage the situation through the

Local Government Association SA, SA Health and the Eastern Health Authority; also taking

into account any advice that is or will be issued by the Federal Government.

As of this afternoon (13 March) the Prime Minister has announced that all mass gatherings

attended by more than 500 people will be cancelled from Monday next week. (16 March)

The Federal Government and Cabinet is yet to work through the exact and precise details

of the change management and logistics of working through this ban / cancellation. Once

official guidelines are released we will adopt accordingly and notify the community on how

it will impact events being held within the City of Burnside.

This does not result in an immediate impact on Council’s services which will continue to be

delivered; however, with proactive monitoring and due diligence with regular risk

assessments being made as needed and recommended.

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We will continue to communicate promptly and regularly should specific activities of the

Council become impacted, or as new information comes to hand, appreciating that this is a

fluid situation. New events will be assessed on a case by case basis with all existing events

similarly reviewed on an individual basis prior to occurring. This will be in line and consistent

with the advice of the Federal Government on the matter; noting that often Council’s

events are not the same in number as that of other larger organisations.

I also ask that all hirers and organisations that may be using Council facilities / venues or

have hire arrangements in place take this advice into account when considering your event

planning.

In light of recent concerns in the community regarding coronavirus, we would like to

remind people that the Department of Health (Federal) and SA Health (State) are the

authority for factual updates.

The Australian Government are monitoring this respiratory illness and issue updated public

health alerts daily based on the latest expert medical advice.

Should the Commonwealth Government health alerts require any change in our services to

the community, in particular for our My Aged Care clients, our Community Transport, and

Health and Wellbeing Programs, we will communicate these changes with impacted

parties.

What do I need to do?

There is evidence that it spreads from person to person. Good hygiene can prevent

infection.

We urge you to:

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AND to keep well informed through https://www.health.gov.au/news/health-alerts/novel-

coronavirus-2019-ncov-health-alert

As part of basic hand hygiene we have arranged for hand sanitiser dispensers to be placed

at key areas such as Customer Service and the Library.

We are also in the process of procuring stand-alone larger style units for our public access

and communal areas.

The information on this website is issued by the Australian Government Department of

Health who have jurisdiction in such matters.

For the latest travel advice on COVID-19, visit smarttraveller.gov.au.

You can also collect information about the coronavirus, prevention and management, from

Council’s Customer Service Desk.

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https://www.health.gov.au/news/health-alerts/novel-coronavirus-2019-ncov-health-alert#if-you-are-at-risk


https://www.smartraveller.gov.au/

Going forward

The safety of our staff and community is our paramount concern and we will continue to

monitor the situation and advise of any changes to these positions.

Thank you for your support.

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Chis Cowley

Chief Executive Officer

City of Burnside

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COVID-19 INFORMATION FOR CITY OF BURNSIDE COMMUNITY 13 March 2020 Dear community member You will have likely seen the announcement yesterday (12 March) of a global pandemic by the World Health Organisation (WHO) relating to COVID-19. In addition to this our national and State situation is rapidly changing on a day to day basis. I want to reassure you that the Council is continuing to manage the situation through the Local Government Association SA, SA Health and the Eastern Health Authority; also taking into account any advice that is or will be issued by the Federal Government. As of this afternoon (13 March) the Prime Minister has announced that all mass gatherings attended by more than 500 people will be cancelled from Monday next week. (16 March) The Federal Government and Cabinet is yet to work through the exact and precise details of the change management and logistics of working through this ban / cancellation. Once official guidelines are released we will adopt accordingly and notify the community on how it will impact events being held within the City of Burnside. This does not result in an immediate impact on Council’s services which will continue to be delivered; however, with proactive monitoring and due diligence with regular risk assessments being made as needed and recommended. We will continue to communicate promptly and regularly should specific activities of the Council become impacted, or as new information comes to hand, appreciating that this is a fluid situation. New events will be assessed on a case by case basis with all existing events similarly reviewed on an individual basis prior to occurring. This will be in line and consistent with the advice of the Federal Government on the matter; noting that often Council’s events are not the same in number as that of other larger organisations. I also ask that all hirers and organisations that may be using Council facilities / venues or have hire arrangements in place take this advice into account when considering your event planning. In light of recent concerns in the community regarding coronavirus, we would like to remind people that the Department of Health (Federal) and SA Health (State) are the authority for factual updates. The Australian Government are monitoring this respiratory illness and issue updated public health alerts daily based on the latest expert medical advice.

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Should the Commonwealth Government health alerts require any change in our services to the community, in particular for our My Aged Care clients, our Community Transport, and Health and Wellbeing Programs, we will communicate these changes with impacted parties. What do I need to do? There is evidence that it spreads from person to person. Good hygiene can prevent infection. We urge you to:

AND to keep well informed through https://www.health.gov.au/news/health-alerts/novel-coronavirus-2019-ncov-health-alert As part of basic hand hygiene we have arranged for hand sanitiser dispensers to be placed at key areas such as Customer Service and the Library. We are also in the process of procuring stand-alone larger style units for our public access and communal areas. The information on this website is issued by the Australian Government Department of Health who have jurisdiction in such matters. For the latest travel advice on COVID-19, visit smarttraveller.gov.au. You can also collect information about the coronavirus, prevention and management, from Council’s Customer Service Desk.

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https://www.smartraveller.gov.au/

Going forward

The safety of our staff and community is our paramount concern and we will continue to monitor the situation and advise of any changes to these positions.

Thank you for your support.

Chis Cowley

Chief Executive Officer

City of Burnside

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SUMMARY OF KEY CHANGES TO THE DELIVERY OF COUNCIL SERVICES DURING COVID-19 (Coronavirus)

To be read in conjunction with the main community information pack.

Effective from Wednesday 18 March 2020.

All queries to be directed through to our Customer Experience Team who will direct as necessary. Phone: 8366 4200 Email: [email protected]

TOPIC ACTION AND CHANGE TO SERVICE PROVISION

EVENT MANAGEMENT (INCLUDES BOTH COUNCIL MANAGED AND EXTERNAL, E.G. Hirer using council facility)

No events permitted that have numbers exceeding 60 people.

GEORGE BOLTON SWIMMING CENTRE and TUSMORE PARK WADING POOL

The George Bolton Swimming Centre and Tusmore Park Wading Pool will be closed during this period.

CIVIC CENTRE LIBRARY The Civic Centre Library will be closed during this period. However additional resources will be diverted to the Home Library Service and the New Library Click and Collect.

COMMONWEALTH HOME SUPPORT PROGRAM

To support our community Council will continue to provide essential wellbeing services for our Commonwealth Home Support Program (CHSP) clients, these will include:

• Personal Care

• Accompanied 1:1 shopping

• Cleaning

• Home maintenance and home modification

• Respite

• Medical appointments

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mailto:[email protected]

However, some services will cease until further notice given the nature of the service and associated risks when assessed overall. These include:

• Social Support Groups:

• Men’s Shed / Men’s Breakfast / Gents Day Out

• Bus Trips

• 3R’s program

• Come and Try (singing, Pilates, yoga)

• Strength for Life

• Knitting Group

• Small Group Training

• Boxing

MANAGING OUR VOLUNTEERS AND THE VOLUNTEER PROGRAM

Given the demographic and breadth of our volunteer cohort, and the responsibility Council has for these individuals, Council has determined to temporarily cease all volunteer programs and their use during this time.

Importantly this is not a reflection of our respected volunteer body. It is considered an essential move to mitigate risks and keep our volunteers safe and healthy.

REGAL CINEMA AND THEATRE FACILITY The Regal Cinema and Theatre facility will be closed during this period.

PEPPER STREET GALLERY, MAGILL

The Pepper Street Gallery will be closed during this period.

CIVIC CENTRE SITE (ADMINISTRATION AND CUSTOMER SERVICE)

Including management of accounts and payments

The Civic Centre will be closed to the public during this time – council staff will still be able to access to undertake their duties as needed.

As there will not be a front customer service area, extra resources will be diverted to the call centre facility to respond to resident queries and requests.

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Council will also arrange for the provision of two internal call centre physical locations from a risk and business continuity perspective.

Residents and ratepayers will still be able to contact staff by phone and email during this time and make alternate arrangements should small informal meetings be required.

Small meetings with external parties can occur on an as needs basis; and arrangements will be made to escort external visitor to meeting rooms.

PAYMENT OF ACCOUNTS AND SUPPLIER PAYMENT ARRANGEMENTS

In addition, recognising the view of these unprecedented circumstances, Council has determined not to impose any late fines or interest on the fourth rates instalment for 2019/20; due on 01 June 2020.

This initiative seeks to assist ratepayers affected due to the Coronavirus outbreak and it is expected that late payment penalties and interest charges will re-commence from the 2020/21 financial year.

Council will ensure that residents are not disadvantaged during this period in terms of payment of rates (for those who choose to pay cash).

The Coronavirus outbreak is having an immediate impact on our economy and Council is keen to support local businesses wherever possible. As such, until 30 June 2020, Council is amending its payment terms from ’30 days after end of month’ to ’14 day payment terms’ for ‘ALL’ its suppliers.

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LEASE MANAGEMENT – SPORTS, CLUBS, HIRERS, COMMERCIAL OPERATORS

Clubs and Sporting Associations will be asked to abide by the advice of their official professional body and the Federal Government.

RANGER SERVICES AND COMPLIANCE / FIELD SERVICES FROM DEPOT / RAPID RESPONSE /

WASTE COLLECTION AND MANAGEMENT

These will continue on a ‘business as usual’ basis.

COUNCIL / COMMITTEE MEETINGS These will continue on a ‘business as usual’ basis for the interim period.

GLENUNGA HUB / OTHER COMMUNITY CENTRE SITES

The Glenunga Hub and other community centres will be closed from an Administration perspective with no staff on site. This will not impact on those services / class / small events that have bookings on site not requiring mandatory cancellation.

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A Message from Your Mayor 26 March 2020 Social distancing does not hinder our community spirit, including support for one another. During the bushfire tragedy that occurred over the recent summer period our

community was resilient, generous and supported each other. We were ready to help

and reach out to those who needed a helping hand in the face of this disaster. This is

what identifies us as Australians. As a community, we need to pause and find this

strength again to protect all residents, especially the most vulnerable, and overcome

the unprecedented challenges of the coronavirus (COVID-19) as it starts to impact

every one of us in this city. Like the rest of Australia, Burnside Council has been

preparing itself for trying and challenging days ahead. In these uncertain times, we

all have important roles to play in limiting the spread of COVID-19 to protect

ourselves and our fellow community members.

Everyday life has become harder for us all and although the precautions may seem

extreme, they are necessary. The COVID-19 emergency will test us like never before

and it will take a long time before we are able to go about our ‘old and routine’ lives.

In line with the recent communications from our CEO, Federal and State

governments, I remind all of the imperative requirement to undertake regular and

thorough hand-washing with soap and maintain social distancing. Please follow the

rules about social gatherings, at home and in public parks and for those who require

it, observing periods of self-isolation. I thank all of you for your diligence in helping to

slow the spread of the virus and for your actions to date.

Burnside Council has a plan in place to ensure that crucial services can still be

delivered to the community and in particular, to support residents who may already

be socially isolated, while protecting the health of our community and workers. Our

plan includes how we care for our staff and how we prioritise our services so that

those in the community with the more critical needs are cared for as a priority and

that core services, such as waste management, can be maintained.

As many of you are now aware, the Civic Centre, Library and other Community

Centres were closed last week. Our staff have been creative and innovative to

ensure we maintain as many services as we realistically can, considering the

circumstances. They are now delivering our services in different ways. Casual staff

who would have been working in functions that have been cancelled are helping to

provide essential services for our community, many replacing volunteers who we

have tried to protect and keep safe. We have separated work teams and spread out

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workstations to comply with social distancing rules and undertaken increased

cleaning of council facilities.

On a personal note, I understand how our community is feeling right now. We’ve

seen businesses close their doors, people lose their jobs, and much-loved and

treasured community facilities close.

I can’t go swimming or to the gym, but I can walk along and reflect at a quiet place. I

can read, write, compose, edit, explore the internet and talk to friends on the phone. I

can even write a good old fashioned letter! I will remain positive, and be sensible to

keep my distance.

I too miss ‘being up close and personal’ with my community. I too am concerned at

the mounting job losses, and the worrying potential of illness, loneliness and other

health issues. My overwhelming message to you all is to be kind to each other...not

‘random acts of kindness’ but regular and deliberate ones!

I ask all of you to show kindness and community spirit, stay strong and support one

another. If you are feeling lonely and would like someone to talk to please call us on

83664176. I am also happy to talk with you about any matter on 0455336599. Our

history informs us of many times of hardship and uncertainty and yet we have always

persevered. What we do today as individuals and as a wider community will

determine how well we emerge from this crisis.

Anne Monceaux Mayor

City of Burnside

Some of the changes we have put in place to protect our community through these unprecedented times are listed below: Council Chat Line ALL Burnside residents are welcome to phone our team at any time if they are

feeling lonely and would like someone to talk with on 8366 4176.

Council Meetings Our recent scheduled meeting was adjourned to the 14 April 2020 at 6pm. The

meeting schedule remains in place; however, emergency legislation has been

presented to Parliament this week which will likely change the way we operate. We

will communicate these changes once more information becomes available.

Customer Service Desk Enquiries and help is still available through our Customer Service Desk. You can still

call us on 8366 4200 or email [email protected] with queries. You can

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also lodge eNotices, make payments and log a request for service online at

www.burnside.sa.gov.au

Financial Hardship – supporting you during COVID-19 The public health measures to date have had a significant impact on the economy

with many businesses closing or significantly reducing their trading hours. This has

resulted in large numbers of people becoming unemployed and experiencing

financial hardship nationally, and our resident’s and ratepayers are not immune to

this.

We understand your concerns around reduced revenue, financial obligations, and

management of employees, legal obligations, maintaining workplace health and

planning around disruptions.

Council customers, including businesses, who are currently experiencing financial

hardship can contact us to discuss an acceptable payment arrangement.

We have implemented several immediate measures to ease the impact of this

situation and resultant financial pressures on households. This can be found in the

summary table below with further information available from Council staff.

Rates scenarios and associated initiatives

Initiative Type Application Evidence Needed

Action required from ratepayer

No fines and Interests until 31 August 2020

Short term relief

Automatically waived for any rates payments not received (effective from 17 March 2020) Payment can be made anytime between now and 31 August 2020

None None

Paying rates on an arrangement plan suited to their budget (all ratepayers)

Medium term relief

Ratepayers can arrange to pay their rates weekly, fortnightly or monthly based on an amount that suits their budget. All penalties will cease during this period.

None Online form to be filled in

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Postponing rates for a period of time (all ratepayers)

Medium term relief

This option will allow ratepayers to postpone the 4th instalment 2019/20 & 1st instalment 20/21 amounts allowing up to December 2020 without having to pay any interest. Full payment will be due end December 2020 or option to pay by arrangement will be available.

Evidence of loss of income will be required

Online form to be filled in

Seniors Postponement of rates (excludes commercial)

Long Term Relief

If ratepayer is of the age of 60 and over and holds a seniors card, they may be eligible to postpone their rates. This option requires a minimum payment of $500 per year and the remaining balance postponed for an indefinite period, until the property is sold or eligibility ceases. Ratepayers can pay one lump sum of $500 or quarterly payments of $125. Interest will be waived for the 2019/20 remaining year and the 2020/21 financial year but will apply to the postponement amount after this period.

Evidence required – Seniors card

Online form to be filled in

Supporting Small Business Council has adopted extra measures to give critical support to businesses during the

coronavirus pandemic. Council is fast tracking payments to creditors in 14 days

(max) instead of 28 days.

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Businesses within Council premises / property have been offered rent relief and the

option to stay open if feasible and within the Federal restrictions.

Sports Clubs Clubs which pay Council monthly for facility use will have their charges waived during

this period.

Home Care and Visits While the social groups (3Rs, Bus trips, Come and Try, Men’s programs) and

community shopping bus have been suspended, the Home Support Program is

continuing to provide essential home services to the vulnerable in our community.

Clients are continuing to receive support for personal care, transport to medical

appointments, accompanied shopping, cleaning, respite, home maintenance and

home modification services. Clients of the suspended social groups who may now be

feeling a little lonely can choose to call our chat line or have a visit from one of our

support workers in their own home. Support staff will also phone clients for a friendly

chat.

The situation in Australia and South Australia is rapidly changing, so it is important to

keep up-to-date and take heed of all health and travel advice from the Australian

Department of Health and SA Health. Please familiarise yourselves with these

resources and keep tuned to the latest news in print media, radio and television for

daily updates.

For updates on what Council is doing check out our COVID-19 portal, call 8366

4200 or follow us on Facebook for more information.

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https://www.health.gov.au/

http://emergencydepartments.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/health+topics/health+topics+a+-+z/covid+2019

https://engage.burnside.sa.gov.au/council-service-delivery-during-covid-19-coronavirus-conditions

From the Chief Executive Officer

Dear Resident / Ratepayer I last communicated with you all on 17 March when we made the difficult decision to cease operating services and many of our public sites. Things have certainly moved along rather rapidly since then and the COVID-19 pandemic is testing all of us. The COVID-19 situation has been a truly fluid one for all of us to manage as we navigate unchartered waters on many fronts. I thank all of you who have understood and acknowledged the positions we have taken and for your support to our teams during this time. For those that have yet to do so I strongly encourage you to please read the Mayor’s Message that was posted to the community last week. This outlined important messaging around our financial hardship provisions, rate payments, our ongoing Council chat line and port of call for all residents should you require assistance or further information on our operations. It has been heartbreaking to read of the many stories, locally and nationally, of those who have lost their source of income, their jobs and of those who continue to be amongst the most vulnerable in society when we experience such tumultuous circumstances. I would like to reassure you all that we are doing all that we can to play our part throughout this period. This includes progressing key project works as soon as possible, maintaining services and continuingly exploring options to deliver others (keep your eye out for the Mayor delivering an online story time soon!). As you read this many of our casual staff are working in areas they have not experienced before, tirelessly ensuring that we can provide services wherever possible, while also ensuring local employment and stability. This includes providing casual staff for Meals on Wheels support services and upskilling these employees were possible in preparation for the future. You may have seen that Council had to make the unfortunate decision to cease the ‘Call and Collect’ library service due to the closure of the Public Library Service. The library is an important, and in some cases vital, service for our community. So Council has developed a new service that will use all of the resources we have already stored in the Burnside Library. ‘Books to Burnside’ is our new home library delivery service, which is available to ALL residents. Library books are either chosen or collected from ‘holds’, collated, marked as borrowed and then delivered to a resident’s front door. We are actioning this service either through our Home Library Service or via our casual pool of staff, who Council are committed to keeping gainfully employed. Residents are able to request a home delivery service either via phone or online, ensuring those at home who are not connected digitally, do not miss out and remain engaged. We are also introducing the ‘Toys to Home’ delivery service. You can call the Toy Library and the team will choose toys and deliver them to the door step. In addition, we are expanding our ‘Shopping For’ service to ALL residents 65 and over, not just our CHSP funded clients, to ensure our older residents stay safe and supported. ‘Shopping for’ is a service where Council will undertake a weekly shop for residents, delivering goods to their doors.

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UPDATE – DELIVERY OF COUNCIL SERVICES DURING COVID-19 (Coronavirus) CONSIDERATIONS– UNTIL FURTHER NOTICE Following the Commonwealth Government announcement made on 29 March 2020, Council will be closing playground facilities (including outdoor fitness equipment) and placing temporary bunting to restrict access to these facilities. Signage will also be erected. It would be appreciated if all in our community respect this decision and refrain from using these facilities until further notice. Rangers will be monitoring these sites and taking compliance and enforcement action where required. Unfortunately this also means that our rotating pump track trial will temporarily cease, with the current facility located at the Civic Centre to close. There is no change to tennis court usage at present. However I take this opportunity to remind all of the social distancing and gathering rules. All personal training sessions and boot camps conducted within City of Burnside parks and reserves are to be limited to two people with appropriate social distancing in place. Please practise responsible health and fitness, enjoy our breadth of open spaces but be courteous to your fellow citizens and neighbours. Council staff are also changing the way meetings are being conducted and your patience and flexibility during this time is sincerely appreciated. There are updates regarding Ordinary Meetings of Council and special provisions to be executed by the Minister. As soon as information comes to light I will ensure all of you are made aware so that your ability to view and understand the decision-making of Council continues as much as possible. Take precautions and be sensible. Don’t take unnecessary risks. It is also important to acknowledge that exercising personal responsibility does not mean you are responsible only for yourself. We all need to stay connected and treat each other with respect. As Australians, that is who we are. Remember we are your Council and here for you. Keep in touch with us if you need support or wish to chat in any form. Kind regards

Chis Cowley CEO

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Robert Dabrowski

Subject: FW: KGBTC loan Creditor id 3558

From: [email protected] <[email protected]> Sent: Wednesday, March 25, 2020 9:13:43 PM To: James Brennan <[email protected]>

Subject: KGBTC loan Creditor id 3558

Hi James

Further to our talk today, I am writing to request a suspension of payments due to be made on the loan from Burnside Council to Kensington Gardens Bowling & Tennis club.

The reason for this request is to assist in softening the impact of the corona virus on our club, which is suffering a significant financial hit as a result of having to close its clubrooms, including the bar, for an, as yet, undetermined period of time.

As you may be aware, there is an ongoing requirement to maintain greens and courts to a certain standard and to fund other ongoing expenses - and the major income streams to fund this work are no longer available.

A suspension of the the loan repayments of $3706 per month as an initial step, with no additional interest charges would assist greatly in this area.

The uncertainty around the club's future finances may mean further approaches to Burnside Council may be necessary in the coming months.

The next payment is due by March 31, so an early reply would be appreciated.

Pl contact me on if you have any queries

Ian cooper Finance Director

KGBTC

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CONFIDENTIALITY: This e-mail is from the City of Burnside. The contents are confidential and intended only for the named recipient of this email. If the reader of this e-mail is not the intended recipient you are hereby notified that any use, reproduction, disclosure or distribution of the information contained in the email is prohibited. If you have received this e-mail in error, please reply to us immediately and delete the document. VIRUSES: Any loss/damage incurred by using this material is not the sender's responsibility. The City of Burnside's entire liability will be limited to resupplying the material. No warranty is made that this material is free from computer virus or other defect.

*** Think before you print ***

This is one of Council's LA21 Sustainable Environmental Management initiatives.

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Post PO Box 9, Glenside SA 5065 Civic Centre 401 Greenhill Road, Tusmore SA 5065

Phone (08) 8366 4200 Fax (08) 8366 4299 Email [email protected] www.burnside.sa.gov.au ABN 66 452 640 504

7 April 2020 Mr Rob Gregory General Manager East Waste SENT VIA EMAIL Dear Mr Gregory DECLARATION IN RELATION TO SECTION 18 LOCAL NUISANCE AND LITTER CONTROL ACT 2016 Thank you for your letter dated 31 March 2020 outlining your request for an exemption in relation to Section 18 of the Local Nuisance and Litter Control Act 2016 (the Act). The City of Burnside has now made an assessment of your application for the activity as described below. • Exemption to waste service collection. Waste collection noise which includes noise generated by – (a) the intermittent stopping, starting and movement on a road of a waste transport

vehicle in the course of collecting waste for a council kerbside waste collection service;

(b) the setting down or picking up of a skip bin;

(c) the gathering or collection of waste by a vehicle from the site at which the waste was generated; and

(d) the depositing of waste into a receptacle in which it is to be transported.

The Council is satisfied that exceptional circumstances exist that justify the approval of the application and hereby declares that East Waste is exempt from the application of section 18 of the Act subject to the conditions specified below: 1. This declaration shall only apply in circumstances where there are insufficient staff in

relation to the normal roster, as a result of COVID-19 related illness or Government Health requirements.

2. In the event that the declaration is relied upon having regard to Condition 1, all efforts

must be made to ensure that collections are undertaken as close as possible to normal collection hours.

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3. If the declaration is to be relied upon, details of rostering and collection times must be provided to the Group Manager City Development and Safety.

4. If the declaration is to be relied upon, East Waste and the City of Burnside will

endeavour to provide timely and up to date information to the community. 5. This declaration applies to nuisance generated by the activity of waste collection as

described in Schedule 1, Part 1 – Interpretation (refer above). 6. This declaration is valid for a period of three months commencing on 02 April 2020 and

concluding on 2 July 2020 OR until revoked by council. 7. This declaration is valid within the City of Burnside only. 8. Waste collection must not occur between midnight and 4am on any day. The Council may vary or revoke this declaration at any time during the course of the exemption. If you have any questions, please contact Magnus Heinrich, Group Manager City Development and Safety on 8366 4136. Yours sincerely

Chris Cowley Chief Executive Officer

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Item No: 13.2 To: Council Date: 14 April 2020 Author: Magnus Heinrich – Group Manager, City Development and

Safety General Manager and Division

Martin Cooper – General Manager, Corporate and Development

Subject: AMENDMENT TO MOBILE FOOD VENDER (FOOD TRUCK) LOCATION RULES

Attachments: A. Current Mobile Food Vendor Location Rules (with proposed tracked changes)

B. New Mobile Food Vendor Location Rules Prev. Resolution: C11584, 28/2/18

Officer’s Recommendation

That Council adopt the amended Mobile Food Vender Location Rules.

Purpose

1. To seek Council endorsement for recommended amendments to the Mobile Food Vendor Location Rules to address a recent request and also to allow for some appropriate discretion in future instances.

Strategic Plan

2. The following Strategic Plan provisions are relevant:

“An effective transport network that supports safe and efficient movement, connecting people and places”

Communications/Consultation

3. The following communication / consultation has been undertaken:

3.1. The Council is in receipt of a request to authorise a permit which is contrary to the existing Location Rules.

3.2. Discussions with the General Manager Corporate and Development.

3.3. Discussions with the Team Leader Ranger Services.

3.4. Legal advice from Kelledy Jones Lawyers.

Statutory 4. The following legislation is relevant in this instance:

Local Government Act 1999 (LG Act)

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Road Traffic Act 1961

Australian Road Rules

Policy

5. The following Council Policies are relevant in this instance:

Road and Traffic Management Policy

Risk Assessment

6. The risk associated with not proceeding with the amendment is a lack of flexibility in issuing a permit where the circumstances are appropriate.

CEO Performance Indicators

7. At the time of writing this report the CEO’s Performance Indicators for the 2019-20 financial year had not been set.

Finance

8. There are no financial impacts associated with this report.

Discussion

Background

9. In August 2016, the State Government introduced the Local Government (Mobile Food Vendors) Amendment Bill 2016 (Bill) into Parliament for its consideration. The Bill was in response to an earlier State Government discussion paper of November 2015 and position paper of May 2016 recommending changes to the regulation of mobile food vendors.

10. The consequential Local Government (Mobile Food Vendors) Amendment Act 2017 and the associated Regulations came into operation on 1 March 2018.

11. The Act amended the regulatory regime under section 222 of the LG Act for the granting of permits for business purposes over public roads. It aimed to establish a uniform regulatory system for food trucks across all council areas in the state.

12. The Act required that a Council establish Location Rules for mobile food vendors (food trucks).

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13. On 20 February 2018, the Council established its inaugural Mobile Food Vendor Location Rules and resolved (C11584):

1. That the Report be received.

2. That Council adopt the proposed Mobile Food Vendor Location Rules, noting these are based on the 200 metre rule from fixed businesses.

14. Subject to the Regulations and the Location Rules, a Council must grant a permit in relation to a mobile food vending business.

15. The key provision in the Rules is that food trucks are not to be established within 200 metres of an existing fixed (‘bricks and mortar’) food business, regardless of what the business deals in. In order to create some flexibility without necessarily increasing competition, it is proposed that this provision be amended such that it applies only where the existing fixed business sells any of the products to be sold from the mobile food van.

16. The remainder of the provisions are designed to protect residential amenity and to ensure the maintenance of adequate road safety and as such, they are not proposed to be altered.

17. The only other alteration to the Rules is the addition of a paragraph which provides discretion and flexibility for the Council in granting a permit. For this purpose, the paragraph is necessary as the Rules as currently written do not allow for any discretion. Legal advice has confirmed that without such an explicit provision, discretion does not exist. It is proposed that the discretion would not be widely used.

18. The issue has arisen following enquiries from a fixed business that has burnt down and not able to operate until a rebuilding process has occurred. The rebuilding process is taking longer than normal as insurance companies are prioritising people affected by last summer’s extraordinary bushfire season.

19. The enquiry centered around whether the Council would issue a permit for an adjacent mobile food van so that the business could operate to some extent while the re-building process took place.

20. The Council would be prepared to issue a permit on the basis that even with the mobile food truck, competition would be less than the usual level associated with the fixed business.

21. However, the Council, at this point in time, is unable to issue a permit as the Rules are not met in their entirety (the 200 metre rule would not be satisfied) and there is no explicit mechanism to approve a permit where all rules are not satisfied.

Conclusion

22. An amendment is proposed to the Location Guidelines for Mobile Food Vendors.

23. The amendment is proposed in order to allow the Council some flexibility in approving permits where the circumstances are appropriate and address the specific request as outlined in Point 18 above.

24. There are also clear economic benefits from granting this amendment and to allow for the transaction of various products with consumers.

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1

burn0001_190177_002.docx

Mobile Food Vendor Location Rules (adopted pursuant to section 225A of the Local Government

Act 1999)

Classification: Location Rules adopted pursuant to Section 225A of the Local

Government Act 1999

Policy Name: Mobile Food Vendor Location Rules

First Issued / Approved: 20 February 2018 (C11584)

Last Reviewed: 24 AprilMarch 2020

Next Review: 24 February April 20240

DWS ECM tracking number:

(to be added)

Responsible Officer: Group Manager City Development and Safety

1 Introduction

Pursuant to Section 222 of the Act a person must not use a public road for a business purpose (including the operation a mobile food vending business) without a permit.

Section 222(1a) of the Act requires the Council to grant a permit to authorise a mobile food vending business to operate on a public road. However, pursuant to Regulation 25A(2) of the Local Government (General) Regulations 2013, the Council is not required to grant a permit for a mobile food vending business if the vehicle proposed to be used would unduly obstruct the use of roads in a manner that cannot be adequately addressed by conditions under section 224 of the Act.

These Location Rules are adopted by the Council under section 225A of the Act. The purpose of them is to outline the public roads in the Council’s area where a mobile food vending business that has been granted a MFVB Permit may operate. It is the responsibility of the Permit Holder to comply with these Location Rules.

For the avoidance of doubt, these Location Rules apply to the operation of a mobile

food vending business on a road only. It is an offence under the Council’s Local Government Land By-law to operate a mobile food vending business on Local Government land without permission from the Council. As such, a separate permit will be required where a mobile food vendor wishes to operate on Local Government land.

1.1 Legislation and Policy

Local Government Act 1999.

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burn0001_190177_002.docx

1.2 Definitions

The definitions contained herein are not exhaustive and officers may need to consider the relevant legislation for further applicable definitions.

Act: means the Local Government Act 1999.

Council: means the Corporation of the City of Burnside

Fixed Food business: means a business the primary purpose of which is the

retail sale of food or beverages that is carried on at fixed premises.

Footpath: means the part of a street or road between the property

boundary of the street or road and the closest edge of the carriageway.

Local Government Land: means all land vested in or under the care control and

management of the Council except roads.

Mobile food vending business: means a business involving the sale of food or beverages from a vehicle (within the meaning of the Road Traffic Act 1961).

MFVB permit: means a permit issued to authorise a mobile food vending

business to operate on a road under Section 222 of the Act.

Permit holder: means a person who holds an MFVB permit.

Road: has the same meaning as ‘public road’ under the Act and

includes a footpath.

2 Location Rules The Council has determined that a Permit Holder may operate a mobile food vending business from any road located in the Council’s area, subject to compliance with these location rules and the conditions attaching to an applicable MFVB permit. Rules 3.1 – 3.7 (inclusive)are subject to part 3 below.

3.1 A mobile food vending business must not operate within 200 metres of a fixed food

business that sells any of the same products during such time as the fixed food business is open to the public unless the MFVB permit provides otherwise.

3.2 A mobile food vending business must not operate on the side of a road that is directly

in front of any residential premises without the written consent of the Council. A mobile food vending business may operate on a residential street if it is parked directly adjacent to local government land.

3.3 A mobile food vending business must only operate between 8am and 9pm unless the

permit provides otherwise, or without the written permission of the Council. 3.4 Food and beverages must not be served from the rear of a vehicle or road side of the

vehicle, and may be served only onto a footpath provided there is a clear path of at least 1.2 metres in width for pedestrians.

Commented [A1]: We recommend the rules are adjusted to 2.1 – 2.11 in line with the preceding paragraph numbers

Commented [A2]: Included for the Council’s consideration

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3.5 A mobile food vending business and the vehicle from which it operates must not remain in one location for more than 24 hours regardless of whether the business is operating.

3.6 A mobile food vending business must not operate on any road where the speed limit is

higher than 60km/h. 3.7 A mobile food business must not operate on Portrush Road or the South Eastern

Freeway or any associated road related area (such as truck stops and parking areas). 3.8 Unless the MFVB permit provides for it, a permit holder must not erect any structures,

place any structures or signs (other than a sign in accordance with By-Law 2 – moveable signs) on Local Government Land or a road in connection with a mobile food vending business, without the written permission of the Council.

3.9 A Permit Holder must select a location for operating the mobile food business that takes

into account the effect of the operation of the mobile food vending business on;

1. Vehicles and pedestrian traffic, footpaths, driveways, access points to buildings and parking areas for people with disabilities;

2. Residents and businesses in the location and its vicinity

3.10 A Permit Holder must select a location for operating the mobile food business that does

not unduly interfere with;

1. Vehicles driven on roads;

2. Vehicles parking or standing on roads;

3. A parking area for people with a disability (within the meaning of rule 203(2) of the Australian Road Rules);

4. Public transport and cycling infrastructure (including bus zones, taxi zones, and

bicycle lanes);

5. Infrastructure designed to give access to roads, footpaths and buildings, and any other road related infrastructure.

3.11 A Permit Holder must select a site for operation that does not result in a breach of any

of the following;

1. The Australian Road Rules;

2. The Food Act 2001;

3. The South Australian Public Health Act 2011;

4. The Environment Protection Act 1993;

5. The Local Nuisance and Litter Control Act 2016;

6. The Motor Vehicles Act 1959 or the Road Traffic Act 1961;

7. Any other relevant legislation

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3 Exemptions from Certain Rules In issuing a permit, the Council may provide the Permit Holder with an exemption from one or more of rules 3.1 – 3.7. If an exemption is provided for a rule, the Permit Holder will not be taken to be operating contrary to that rule provided that the Permit Holder is otherwise operating in compliance with the conditions attaching to the MFVB permit. The MFVB permit will specify if any exemption has been provided pursuant to this part and if so, the rule (or rules) in respect of which the exemption applies. In determining whether or not an exemption is appropriate, the Council will have regard to the circumstances in question, including (but not limited to):

• the nature of the mobile food vending business subject of the application and the proposal for its operation;

• any relevant history of the food business operating in another council area; • whether there are any extenuating circumstances; • the number of mobile food vending businesses that are permitted to operate in the

Council’s area at any one time; • whether or not the mobile food vending business is linked to a fixed food

business; • the degree of community support for the mobile food vending business (if known); • the impact of the exemption upon a fixed food business (if any); • any other matters the Council considers relevant.

34 Objection to Location Rules

If the operator of a food business in the Council’s area is directly adversely affected by these location rules, then the operator may apply to the Small Business Commissioner for a review of these Location Rules.

45 Amendment of the Location Rules

The Council may amend these Location Rules from time to time and must amend them if directed to do so by the Small Business Commission or to satisfy a requirement of the Minister for Local Government.

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Mobile Food Vendor Location Rules (adopted pursuant to section 225A of the Local Government

Act 1999)

Classification: Location Rules adopted pursuant to Section 225A of the Local

Government Act 1999

Policy Name: Mobile Food Vendor Location Rules

First Issued / Approved: 20 February 2018 (C11584)

Last Reviewed: 24 April 2020

Next Review: 24 April 2024

ECM tracking number: (to be added)

Responsible Officer: Group Manager City Development and Safety

1 Introduction

1.1. Pursuant to Section 222 of the Act a person must not use a public road for a business purpose (including the operation a mobile food vending business) without a permit.

1.2. Section 222(1a) of the Act requires the Council to grant a permit to authorise a

mobile food vending business to operate on a public road. However, pursuant to Regulation 25A(2) of the Local Government (General) Regulations 2013, the Council is not required to grant a permit for a mobile food vending business if the vehicle proposed to be used would unduly obstruct the use of roads in a manner that cannot be adequately addressed by conditions under section 224 of the Act.

1.3. These Location Rules are adopted by the Council under section 225A of the Act. The purpose of them is to outline the public roads in the Council’s area where a mobile food vending business that has been granted a MFVB Permit may operate. It is the responsibility of the Permit Holder to comply with these Location Rules.

1.4. For the avoidance of doubt, these Location Rules apply to the operation of a mobile

food vending business on a road only. It is an offence under the Council’s Local Government Land By-law to operate a mobile food vending business on Local Government land without permission from the Council. As such, a separate permit will be required where a mobile food vendor wishes to operate on Local Government land.

2 Legislation and Policy

Local Government Act 1999

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3 Definitions

The definitions contained herein are not exhaustive and officers may need to consider the relevant legislation for further applicable definitions. Act: means the Local Government Act 1999 Council: means the Corporation of the City of Burnside Fixed Food business: means a business the primary purpose of which is the retail sale of food or beverages that is carried on at fixed premises. Footpath: means the part of a street or road between the property boundary of the street or road and the closest edge of the carriageway. Local Government Land: means all land vested in or under the care control and management of the Council except roads. Mobile food vending business: means a business involving the sale of food or beverages from a vehicle (within the meaning of the Road Traffic Act 1961). MFVB permit: means a permit issued to authorise a mobile food vending business to operate on a road under Section 222 of the Act. Permit holder: means a person who holds an MFVB permit. Road: has the same meaning as ‘public road’ under the Act and includes a footpath.

4 Location Rules

The Council has determined that a Permit Holder may operate a mobile food vending business from any road located in the Council’s area, subject to compliance with these location rules and the conditions attaching to an applicable MFVB permit. Rules 4.1 – 4.11 (inclusive) are subject to part 5 below. 4.1 A mobile food vending business must not operate within 200 metres of a

fixed food business that sells any of the same products during such time as the fixed food business is open to the public unless the MFVB permit provides otherwise.

4.2 A mobile food vending business must not operate on the side of a road that

is directly in front of any residential premises without the written consent of the Council. A mobile food vending business may operate on a residential street if it is parked directly adjacent to local government land.

4.3 A mobile food vending business must only operate between 8am and 9pm

unless the permit provides otherwise, or with the written permission of the Council.

4.4 Food and beverages must not be served from the rear of a vehicle or road

side of the vehicle, and may be served only onto a footpath provided there is a clear path of at least 1.2 metres in width for pedestrians.

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4.5 A mobile food vending business and the vehicle from which it operates must not remain in one location for more than 24 hours regardless of whether the business is operating.

4.6 A mobile food vending business must not operate on any road where the

speed limit is higher than 60km/h.

4.7 A mobile food business must not operate on Portrush Road or the South Eastern Freeway or any associated road related area (such as truck stops and parking areas).

4.8 Unless the MFVB permit provides for it, a permit holder must not erect any

structures, place any structures or signs (other than a sign in accordance with By-Law 2 – moveable signs) on Local Government Land or a road in connection with a mobile food vending business, without the written permission of the Council.

4.9 A Permit Holder must select a location for operating the mobile food

business that takes into account the effect of the operation of the mobile food vending business on:

4.9.1 vehicles and pedestrian traffic, footpaths, driveways, access points to

buildings and parking areas for people with disabilities; and 4.9.2 residents and businesses in the location and its vicinity.

4.10 A Permit Holder must select a location for operating the mobile food

business that does not unduly interfere with:

4.10.1 vehicles driven on roads; 4.10.2 vehicles parking or standing on roads; 4.10.3 a parking area for people with a disability (within the meaning of rule

203(2) of the Australian Road Rules); 4.10.4 public transport and cycling infrastructure (including bus zones, taxi

zones, and bicycle lanes); and 4.10.5 infrastructure designed to give access to roads, footpaths and buildings,

and any other road related infrastructure.

4.11 A Permit Holder must select a site for operation that does not result in a breach of any of the following:

Australian Road Rules Food Act 2001 South Australian Public Health Act 2011 Environment Protection Act 1993 Local Nuisance and Litter Control Act 2016

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Motor Vehicles Act 1959 or the Road Traffic Act 1961 and

Any other relevant legislation

5 Exemptions from Certain Rules 5.1 In issuing a permit, the Council may provide the Permit Holder with an exemption

from one or more of rules 4.1 – 4.7. If an exemption is provided for a rule, the Permit Holder will not be taken to be operating contrary to that rule provided that the Permit Holder is otherwise operating in compliance with the conditions attaching to the MFVB permit.

5.2 The MFVB permit will specify if any exemption has been provided pursuant to this part and if so, the rule (or rules) in respect of which the exemption applies.

5.3 In determining whether or not an exemption is appropriate, the Council will have regard to the circumstances in question, including (but not limited to): 5.3.1 the nature of the mobile food vending business subject of the application

and the proposal for its operation; 5.3.2 any relevant history of the food business operating in another council area; 5.3.3 whether there are any extenuating circumstances; 5.3.4 the number of mobile food vending businesses that are permitted to operate

in the Council’s area at any one time; 5.3.5 whether or not the mobile food vending business is linked to a fixed food

business; 5.3.6 the degree of community support for the mobile food vending business (if

known); 5.3.7 the impact of the exemption upon a fixed food business (if any); and 5.3.8 any other matters the Council considers relevant.

6 Objection to Location Rules

If the operator of a food business in the Council’s area is directly adversely affected by these location rules, then the operator may apply to the Small Business Commissioner for a review of these Location Rules.

7 Amendment of the Location Rules The Council may amend these Location Rules from time to time and must amend them if directed to do so by the Small Business Commission or to satisfy a requirement of the Minister for Local Government.

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www.eastwaste.com.au

EASTERN WASTE MANAGEMENT AUTHORITY SPECIAL BOARD MEETING

Thursday 9 April 2020

Notice is hereby given that a Special meeting of The Board of the Eastern Waste Management

Authority will be held via Zoom Conference on Thursday 9 April 2020, commencing at 4:00pm.

ROB GREGORY GENERAL MANAGER

57

http://www.eastwaste.com.au/

www.eastwaste.com.au

EASTERN WASTE MANAGEMENT AUTHORITY

AGENDA

SPECIAL MEETING OF THE BOARD OF MANAGEMENT Meeting to be held on Thursday 9 April 2020 commencing at 4:00pm

Via Zoom Conference

1. PRESENT

2. APOLOGIES

3. CONFLICTS OF INTEREST

4. CONFIRMATION OF THE MINUTES

5. MATTERS ARISING FROM THE MINUTES

6. QUESTIONS WITHOUT NOTICE

7. REPORTS

7.1 COVID-19 CONTINGENCY PLANNING OPERATING PRINCIPALS………….......... Pg. 1

8. CONFIDENTIAL REPORTSNil

9. OTHER BUSINESS

10. NEXT MEETING OF THE BOARDThe next Board Meeting is scheduled to be held on:Thursday 30 April 2020, commencing at 5:30pm, via Zoom Conference

11. CLOSURE OF MEETING

58

http://www.eastwaste.com.au/

Special Board Meeting 9 April 2020

Item 7.1

7.1: COVID-19 CONTINGENY PLANNING OPERATING PRINCIPLES

REPORT AUTHOR: General Manager ATTACHMENTS: A: Contingency Planning Operating Principles

Purpose of the Report To seek the East Waste Board’s (the Board) endorsement of a range of current and future operating principles should they be required in response to the unfolding Coronavirus pandemic.

Background To date, in response to COVID-19, East Waste Management have implemented a number of escalating changes to its standard operating procedures which have all been designed to protect the health and welfare of staff and their families. In addition, these measures have been implemented to preserve the operational integrity of our service functions, recognising the importance of continued collections, across all streams throughout the duration of this pandemic.

Report COVID-19 to date has required swift and decisive decision making in order to protect the health of staff, ensure the continued integrity of operations and to comply with State and Federal directions. It is expected that this will continue. In order to provide clear direction and a shared understanding between Administration, the Board and Member Councils of current and possible future decisions, a suite of Contingency Operating Principles have been established (refer Attachment A).

The decisions and changes to date have largely been operational and have not impacted upon service delivery. It is East Waste’s goal to provide uninterrupted service for the duration of the pandemic, however, should a critical number of staff contract the virus or be forced to self-isolate, retention of the current service delivery standard cannot be guaranteed. As such Administration draws the Board’s attention particularly to Operating Principle 4 – Reduction of Service, which would guide a contraction of service.

Further information, background and advice on each of the principles will be provided at the meeting. It is expected that the Operating Principles will be fluid and may need to be adjusted in response to the changing nature of Coronavirus. Administration will endeavour to seek Board approval on any changes of significance prior to implementation.

Recommendation

That the Board:

1. Endorses the COVID_19: Contingency Planning Operating Principles as presented in Attachment A, asa guiding document for the Organisation’s response to the COVID-19 pandemic.

2. Instructs Administration to provide each Member Council with a copy of the COVID_19: ContingencyPlanning Operating Principles as presented in Attachment A.

159

1 Temple Court, Ottoway 5013 T. 8347 5111

PO Box 26, Mansfield Park SA 5012 E. [email protected]

06 April 2020

COVID-19: Contingency Planning Operating Principles

CONTEXT

To date, in response to the COVID-19 pandemic, East Waste Management have implemented a number of escalating changes to its standard operating procedures which have all been designed to protect the health and welfare of staff and their families. In addition, these measures have been implemented to preserve the operational integrity of our service functions, recognising the importance of continued collections (regardless of whether we are officially recognised as an essential service or not), across all streams throughout the duration of this pandemic.

To date, it has been a necessity to implement swift and decisive actions and we anticipate that this will continue. This will limit the ability of Administration to consult with the Board and/or our Member Councils ahead of implementing those changes. We acknowledge the need to consult and actively communicate and will endeavor to do this to the full extent, wherever time permits, however anticipate that at times this will not always be possible. To assist Administration, the Board and our Member Councils in dealing with this unfolding situation, the following Guiding Principles have been established.

1. Safety & Welfare firstEast Waste acknowledges the vital service it provides, the increased reliance the community haveon our service (with a large section of the population now working from home), and the importanceof regularity in service collections. While very effort has and will continue to preserve this, at notime will the safety, an undue exposure risk to COVID-19, or breach of the National Heavy VehicleRegulations (NHVR) be prioritised over service delivery.

2. Commitment to preservation of employmentAt a time of mass job losses across the world, East Waste is in the fortunate position whereby allstaff are required and can remain gainfully employed. In the unlikely event an employee’s rolebecomes redundant, East Waste will seek to redeploy staff into value-adding roles across theOrganisation.

Any consideration of industrial relations or human resource impacts on East Waste staff i.e. in the event certain staff were required to be stood down for example, then an approach of compassion and equity is the guiding principle in the handling of these matters.

ATTACHMENT A

260




3. Commitment to Service Delivery Acknowledging Principle 1 listed above, East Waste is committed to ensuring seamless service delivery across all Member Councils. The key risk is one or more of our Drivers being required to isolate for medical reasons. Processes were implemented early to minimise exposure across the driving fraternity and this will continue to match operational needs, SA Health advice and State and Federal Government requirements as needed. Other risk mitigation measures implemented include:

• Reciprocal labour and fleet sharing arrangements with the private kerbside collection Contractors in Adelaide (Suez, Solo & Cleanaway);

• Amendment of Mechanics working hours to allow majority of servicing occurs after hours and therefore maximise truck availability during key collection hours;

• Sought individual Council concession for flexibility and a relaxation of standard waste collection hours, as currently prescribed in the Local Nuisance and Litter Control Act 2016;

• Lodgement of request with National Heavy Vehicle Regulator for driving hour flexibility; and,

• Administration working remotely, where able and in parallel teams;

4. Reduction of Service

In the event that East Waste cannot continue to perform all services to current standards due to a reduction in the number of Drivers available, the following hierarchy (in a cascading approach) will be used to guide service reductions:

1. Redeployment of staff where possible; 2. Access skilled casual labour hire pool (limited); 3. Defer the taking of leave and RDO, other than exceptional circumstances; 4. Increase collection hours (overtime) and working days (ie Saturday) to

ensure completion of weekly schedule; 5. Apply to the NHVR for driving exemptions; 6. Deferment of hard waste collections; 7. Seek industry labour sharing support; 8. Increase collections to 7 days per week, where possible (noting NHVR); 9. Defer Organics collection to monthly; 10. Defer Recycling collections to monthly; 11. Defer waste collections to fortnightly (with Government approval); 12. Cease Organics collections; and 13. Cease Recycling collections.

• Note: street and kerbside litter collection is not listed above. We have already noted

a reduction in the need for public place litter collection and are adjusting collection frequencies as a result, however increased on-street car parking (which negates the larger standard waste collection vehicles from traversing narrow streets) is requiring the use of the litter truck for kerbside collections.

361




5. Active Commitment to Communications with Board and Member Councils

East Waste is committed to ensuring the Board, our Member Councils and the community (where service delivery is impacted) stay informed of key decisions and service variations. East Waste will maintain timely and relevant communication and updates, particularly around amendment to service directly with Councils. For service amendments, every endeavor will be made to communicate this decision as far as possible ahead of any changes.

6. Member Council Fee Reductions

Should East Waste be required to reduce or vary collection service levels, as detailed in Operating Principle 4 (above), this in turn would equate to less time being spent servicing Member Councils and in all likelihood a variation in collection costs attributable to the Member Councils. Should this be realised, East Waste would seek to manage any adjustments in fees payable by Member Councils equitably as per the requirements set out in the East Waste Charter and the Treasury Management Policy, following the End of the Financial Year Audit.

462


Eastern Health Authority Board of Management Special Meeting Minutes 2 April 2020

EASTERN HEALTH AUTHORITY

Minutes of the Special Meeting of the Board of Management of Eastern Health Authority (EHA)

held via Microsoft Teams on Thursday 2 April 2020 commencing at 4:30pm.

MEMBERS PRESENT:

Cr Peter Cornish, Cr J Davey Burnside

Cr J Kennedy, M Hammond Campbelltown

Cr G Knoblauch, Cr S Whitington Norwood Payneham & St Peters

Cr K Barnett, N Cunningham Prospect

Cr J Joshi, A Caddy Walkerville

In attendance:

M Livori Chief Executive Officer

N Conci Team Leader Environmental Health

K Paparella Team Leader Administration and Immunisation

1 OPENING:

The meeting was declared open by the Chairperson, P Cornish, at 4.32pm.

2 APOLOGIES:

Nil

3 REGIONAL RESPONSE TO MONITORING SOCIAL DISTANCING REQUIREMENTS IN RESPONSE TO COVID-19, SUBDELEGATION OF POWERS TO COUNCIL STAFF AND EHA OPPERATIONAL RESPONSE TO COVID-19

RECOMMENDATION Cr Sue Whitington moved:

1. That:

1.1 having been delegated powers and functions under the South Australian Public Health Act 2011 (“the Head Delegation”) by the following Councils:

63

Eastern Health Authority Board of Management Special Meeting Minutes 2 April 2020

1.1.1 City of Burnside

1.1.2 Campbelltown City Council

1.1.3 City of Norwood Payneham and St Peters

1.1.4 City of Prospect

1.1.5 Corporation of the Town of Walkerville

1.2 Eastern Health Authority (“EHA”) in exercise of the powers under Section 44(4)(b) and Clause 36 of Schedule 2 of the Local Government Act 1999, subdelegates the powers and functions under the South Australian Public Health Act 2011 specified in the proposed Instrument of Subdelegation contained in Appendix 1 to the Report dated 2 April 2020 and entitled “Regional Response to Monitoring Social Distancing Requirements in response to COVID-19 , Sub Delegation of Powers to Council Staff and EHA Operational Response to COVID-19” to the persons detailed in the proposed Instrument of Subdelegation to be exercised within the respective council areas indicated within the instrument, subject to the conditions and/or limitations specified in the Schedule of Conditions in the proposed Instrument of Subdelegation.

Seconded by Cr G Knoblauch

CARRIED UNANIMOUSLY 1: 02042020

9 CLOSURE OF MEETING:

The Chairperson, Cr P Cornish, declared the meeting closed at 4.57pm.

The foregoing minutes were printed and circulated to EHA Members and member Councils on 7 April 2020.

-----------------------------------------

CR P Cornish

CHAIRPERSON

64

NOTICE of

ERA WATER BOARD MEETING AGENDA

To be held at the

Walkerville Civic Centre COUNCIL CHAMBERS

66 WALKERVILLE TERRACE, GILBERTON On

FRIDAY 27 MARCH 2020 AT 10.30AM

Robin English Issue Date: 20 March 2020

MEMBERSHIP

B JENKINS - CHAIRPERSON

Ms K Magro, Town of Walkerville

Cr S Hughes, City of Burnside

Cr J Minney, City of Norwood Payneham & St Peters

165

AGENDA 27 March 2020

1. ATTENDANCE RECORD

1.1 Present

1.2 Apologies

2. ADOPTION OF MINUTES

That adoption of the minutes from the Board meeting held on 24 February 2020 be

confirmed as a true and accurate record of the proceedings.

.3. DECLARATIONS OF INTEREST – Material, Actual, Perceived

4. PRESENTATIONS

4.1 Operations Report p

4.2 Work, Health and Safety Update p

5. REQUIRING DECISION OF COMMITTEE

5.1 Additional Bore Capacity Connection Costs p

5.2 Long Term Financial Plan p

5.3 Budget 2021/ 2022 p

5.4 Operations and Maintenance Contract p

6. REPORTS PRESENTED FOR INFORMATION

6.1 Financial Statements p

6.2 General Manager’s Report p

6.3 Action Items Report p

6.4 SCADA p

7. RISK MANAGEMENT

Nil

8. CORRESPONDENCE

Nil

9. OTHER BUSINESS

2

p 4

7

22

23

25

46

58

60

62

67

73

66

10. CONFIDENTIAL REPORTS

Nil

11. CLOSURE

367

MINUTES of

ERA WATER BOARD MEETING

held at the

COUNCIL CHAMBER 66 WALKERVILLE TERRACE GILBERTON

On

MONDAY 24 FEBRUARY 2020 AT 3.30PM

468

2 ERA Water Minutes of Meeting held 24 February 2020

MINUTES 24 February 2020

The meeting was declared open at 3.32pm.

1. ATTENDANCE RECORD

1.1 Present Bryan Jenkins, Independent Chairman Cr John Minney (City of Norwood, Payneham & St Peters) Cr Sarah Hughes (City of Burnside) Kiki Cristol (Town of Walkerville)

1.2 In attendance Robin English, General Manager Nathan Silby (WGA) Vanessa Davidson, Secretariat Michael Richardson, BRM Advisory

1.3 Apologies Nil.

3. DECLARATIONS OF INTEREST – Material, Actual, Perceived

Nil.

2. ADOPTION OF MINUTES

Moved: Cr Sarah HughesSeconded: Cr John Minney

ERAW62/19-20

That the minutes from the Board meeting held on 31 January 2020 be confirmed asa true and accurate record of the proceedings.

CARRIED

4. PRESENTATIONS

4.1 Second Budget Review 2020

ERAW63/19-20

Moved: Cr John Minney Seconded: Kiki Cristol

That the Board note the attached Amended Second Budget Review for 2020 and resolve to adopt the budget amendments with the following comments:

• That the revenue be reduced to $383, 864.

• The electricity costs are estimated to be $80, 000.

• Increase in capital expenditure for the connection of a secondreplacement bore with the cost being $380, 000.

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3 ERA Water Minutes of Meeting held 24 February 2020

• Consequential changes to interest expense ($4437), depreciation andamortisation ($226).

CARRIED

Motion

Moved: Kiki Cristol Seconded: Cr Sarah Hughes

ERAW64/19-20

That the General Manager write to the Constituent Councils seeking their consideration of adoption of BR2 as soon as possible.

CARRIED 5. REPORTS REQUIRING DECISION OF COMMITTEE

Nil.

6. REPORTS PRESENTED FOR INFORMATION

Nil.

7. CORRESPONDENCE

Nil.

8. OTHER BUSINESS

8.1 Draft Long Term Financial Plan

8.2 Lease for ERA Water - NPSP

9. CONFIDENTIAL REPORTS

Nil.

10. CLOSURE

The meeting was declared closed at 5.10pm

The next meeting of the Board will be held on 27 March 2020 at 9.30am.

670

Meeting: Board

Date: 27 March 2020

Subject: 4.1 Operations Report

Presentation

Briefing by: R English

Attachments: A – Operations Report

Recommendation

That the Board note the Operations Report

771

1

ATTACHMENT A

270320 BOARD 4.1 OPERATIONS REPORT – Summary up to and including 16 March 2020

EXECUTIVE SUMMARY

Water Balance Summary Season: 2019/20 (1 May 2019 to 31 April 2020) Period: 1 February to 16 March 2020

Component Volume (ML) Total Water Available this Season 168.6–201.0 Total Water Treated this Season 182.3 Total Water Directly Supplied this Season 30.5 Total Water Injected this Season 172.7 Remaining Predicted Injection / Direct Supply this Season[1] 7.6–13.6 Total Water Distributed to Network this Season 59.4 Total Water Supplied for Irrigation this Season (from 1 May 2019 to 2 March 2020) 41.9 Total Water Used for Other Purposes this Season (e.g. Commissioning, Pipeline Flushing etc.)[1] 17.5

Remaining Supply Volume this Season 110.3–142.7 Salinity of Recovered Water 700-950 mg/L

[1] Refer Section 3 for further information on water used for purposes other than irrigation.

The objective for this season was to ultimately supply 204 ML of water to the constituent councils for irrigation during the 2019/2020 summer period. In September 2019 towards the end of the winter period, the predicted water supply was between 168.8 and 201 ML for the season. The current predicted water supply for the season is between 168.6 and 201 ML. The availability has been decreased due to rainfall being approximately 15% lower than an average year and with significant storm events resulting in lower harvest rates.

Supplied Water

The volume of water supplied to the Constituent Councils is summarised below.

Constituent Council

2019/20 Irrigation

Season Water Allocation

(kL)

Total Usage Volume

2/03/2020 (kL)[1]

Usage between 6/01 to 2/03/2020

(kL)[1]

Expected Annual Demand (kL)[2][3]

Total Predicted

Usage 2019/20 FY

City of Burnside Subtotal 100,000 9,363 7,330 124,500 28,840

Town of Walkerville Subtotal 28,000 15,208 8,229 19,500 19,460

City of Norwood, Payneham & St Peters Subtotal

76,700 17,327 10,963 74,000 28,440

Constituent Councils Total[2] 204,700 41,898 26,522 218,000 76,700

[1] Usage volumes don’t consider commissioning water (approximately 82.89 kL estimated as of 2/03/2020). [2] The 2019/20 current andpredicted water usages for each reserve is attached. Due to the trend, contamination issues and cooler climate, the usage forecast forMarch and April has been reduced since previously reported. [3] Confirmation on annual demand per reserve is required from Councils asthe Expected Annual Demand is currently greater than the Irrigation Season Water Allocation.

Water usage is below the expected 204 ML with a total use forecasted of 76.7 ML. Town of Walkerville have used approximately 54% of their allocation, while City of Burnside has used 9.3% and City of Norwood, Payneham & St Peters has used 22.5%. A number of factors have resulted in the lower than expected, irrigation connections being connected until as late as February 2020. Whilst a majority of ToW connections were commissioned prior to January this was not the case for NPSP where the majority of connections were commissioned in February 2020. CoB has experienced a number of issues include swarf in the network which has limited irrigation.

872

2

Network Issues, Burnside

Concerns regarding contaminated water in the network were raised by CoB in July 2019, it was anticipated that the issue would be resolved following commissioning of the connections and with periodic cleaning of the reserve connection filters. However, the flushing and cleaning has not been sufficient with CoB reporting (on 18/3/2020) blockage issues at eight reserve with three reserves switching back to mains water. An audit has identified that the issues is mostly related to the network east of Glynburn Road. It is now recommended that the impacted portion of the network be flushed to remove the material, an approach and quotation is currently being sought.

Stage 2 Reserve Connections

All remaining reserve connections were completed by Team Civil in February 2020. Following the inspection, it has been concluded that the Contract has now reached a stage of Practical Completion. GO commenced commissioning of the Stage 2 Reserve Connections on 9/02/2020 with Council staff, each reserve connection having received Council acceptance except Adey Reserve on 28/02/2020 which is experiencing low pressure.

Increase in Injection Capacity

The program to increase the injection capacity of the system has commenced with two additional production wells, one at Scales and one at Hamilton, installed and tested. The sustainable injection rate for each of the wells is 14-15 L/s each depending on the interaction with other operational production wells. The salinity in the Hamilton well was found to be fresher (<1,000 mg/L) compared to the other production wells. This is not unusual as the existing Hamilton well historically reported fresh salinity which increase over time due to abstraction, however, does have risk implications on the risk profile of the system.

The design of the connection of the additional Hamilton well is being prepared by GO and is currently in draft form. WGA is currently reviewing GO’s design and is preparing the civil design component. The design of the connection for the Scales well has not be approved by ERA Water.

The application to vary the Environment Protection Authority (EPA) Licence and Section 128 Authorisation to Take Water has been submitted to the relevant authority. It is anticipated that the revised approvals will be available before May 2020. As part of the submission the Risk Management Plan was updated to reflect the revised risk analysis for the fresher water encountered in the Hamilton well.

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OPERATIONS REPORT

1. STATUS OF PERMITS / LICENCES / AUTHORISATIONS

Table 1: Summary of Permits / Licences / Authorisations

Licence / Authorisati

on

Governing Department

Number Expiry Date

Volume (ML/a)

Comments

Injection Licence

Environment Protection Authority

50332 30/9/2022 650 Annual licence return is required to be submitted by 30 June 2020. Application to amend the Licence to include the additional production wells has been submitted.

Section 128 Authorisation

under the NRM Act

Department of Environment and Water

- 30/6/2021 500 (125 per well)

Renewal of Authorisation can take greater than 6 months. A new Section 128 Authorisation is being prepared by DEW to include the two new additional wells.

2. SYSTEM OPERATION

2.1 Rainfall

Rainfall in February was above to very much above average over large parts of central South Australia. Most of the rain fell within a single day, when thunderstorms produced heavy rain and flash flooding in some areas (BoM 2020). A total of 44.4 mm of rainfall was recorded in February with 36 mm recorded in a single day. Rainfall in March is so far below average with 4 mm recorded compared to a mean of 26.4 mm. Figure 1 presents the mean and actual monthly rainfall recorded at Kent Town (Station 023090) and injection volumes.

Figure 1: Monthly Rainfall and Injection Volumes for the 2019/20 Injection Season (up to 16 March 2020*)

0

10

20

30

40

50

60

0

10

20

30

40

50

60

70

80

90

100

Inje

ctio

n Vo

lum

e (M

L)

Rai

nfal

l (m

m)

Mean Rainfall (mm) (Station 023090) Recorded Rainfall (mm) (Station 023090)

Actual Total Injection + Direct Supply (ML)

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2.2 Harvest and Injection Volumes

Although rainfall in February was 10% above average for South Australia as whole (BoM 2020), the intense rainfall impacted water quality (primarily suspended solids) which limited harvest volume. Figure 2 presents the monthly harvest and injection volumes for the 2019/20 recharge season. This season, the system has harvested 241.2 ML, injected 172.7 ML and directly supplied 30.5 ML. Please note that some of the predicted injection volume may be supplied directly to the distribution tank.

Figure 2: Monthly Harvest and Injection Volumes with the Predicted Lower and Upper Bound of Injection Volumes (based on average monthly rainfall) (up to 16 March 2020*)

2.3 Predicted Available Supply Volumes

Despite the cooler temperatures, the amount supplied is highest since operation of the scheme due to the completion of all except one reserve connection. The remaining supply volume for the 2019/20 irrigation season is between 110.3 and 142.7 ML. It is noted that this range is highly dependent on the efficiencies of the wells (70% recovery efficiency assumed). . In September 2019 towards the end of the winter period, the predicted water supply was between 168.8 and 201 ML for the season. The current predicted water supply for the season is between 168.6 and 201 ML.

2.4 Water Quality Exceedances

There have been no exceedances of the EPA Licence for inline parameters (pH or turbidity) due to pre-set limits in the SCADA system. A water quality sample of recovered water has been collected and we are currently awaiting results. This testing is routine as outlined in the Risk Management Plan.

3. DELIVERED / SUPPLIED VOLUME

The volume of water supplied to the Constituent Councils is summarised in Table 2. In addition to irrigation, extraction from storage can occur for scouring of the production wells, commissioning of reserve connections and flushing of distribution pipeline. Approximately 17.46 ML this season has been used for purposes other than irrigation, including:

- Approximately 3 ML treated water has been used to fill the Felixstow Wetlands- 82.89 kL treated water has been used for commissioning- 14.37 ML treated water estimated lost in network (flushing, leaks etc.)

0.00

50.00

100.00

150.00

200.00

250.00

Volu

me

(ML)

Actual Cumulative Injection + Direct Supply Volumes (ML)

Cumulative Forecasted Water Available for Injection & Direct Supply (ML) - Lower Bound

Cumulative Forecasted Water Available for Injection & Direct Supply (ML) - Upper Bound

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Table 2: Supplied Water to Constituent Councils

Reserve Name Stage Council

19/20 Irrigation Season

Allocation (kL)

Total Usage

Volume 2/03/2020

(kL)[1]

Usage between 6/01 to

2/03/2020 (kL)[1]

Reserve Expected Annual

Demand (kL)[2]

AE Cousins Reserve 1 CoB 1501.2 512.4 2200 Beaumont Common 1 CoB 0.1 0.0 7500 Glenunga Webb Oval 1 CoB 2488.6 2186.9 21000 Newland Reserve 1 CoB 2128.3 1547.4 16000 Penfold Park 1 CoB 161.4 5.2 8000 Symons & Symons Reserve 1 CoB 562.4 557.6 2000 Austral Park 2 CoB 236.2 236.2 3200 Hanson Reserve 2 CoB 160.7 160.7 3000 Hazelwood Park 2 CoB 0.0 0.0 0 Henry Martin Square 2 CoB 43.3 43.3 1500 Hubbe Court Reserve 2 CoB 382.2 382.2 2500 Kensington Gardens Reserve 2 CoB 1.0 1.0 6000 Kensington Park Reserve 2 CoB 351.9 351.9 19000 Langman Reserve 2 CoB 139.9 139.9 3800 Miller Reserve 2 CoB 161.7 161.7 4500 Ray Cooper Gardens 1 2 CoB 41.2 41.2 2000 Ray Cooper Gardens 2 2 CoB 149.1 149.1 2000 Tregenza Reserve 2 CoB 89.7 89.7 5800 Tusmore Park 2 CoB 51.5 51.5 7000 Warlands Reserve 2 CoB 83.1 83.1 2000 Waterfall Terrace 1 2 CoB 226.2 226.2 1250 Waterfall Terrace 2 2 CoB 100.6 100.6 1250 Wood Reserve 2 CoB 302.4 302.4 3000

City of Burnside Subtotal 100000 9362.7 7330.2 124500 Bothwick Park 1 NPSP 678.7 463.2 1600 Bridge Reserve 1 NPSP 386.7 262.7 500 Dunstan Adventure Park 1 NPSP 1574.8 614.4 2300 Patterson Reserve 1 NPSP 4325.8 2033.0 17500 Payneham Memorial Reserve 1 NPSP 5734.7 2963.2 1200 Adey Reserve 2 NPSP 0.0 0.0 8000 Buik Reserve 2 NPSP 232.0 232.0 1300 Church Street Reserve 2 NPSP 241.2 241.2 800 Drage Reserve / Linear Park 2 NPSP 0.0 0.0 9000 Felixstow Reserve 2 NPSP 1843.4 1843.4 5000 Glenbrook Close 2 NPSP 83.9 83.9 1000 Norwood Pioneer Park 2 NPSP 16.5 16.5 500 OG Road Lions Park 2 NPSP 131.1 131.1 3000 Payneham Oval (1/2) 2 NPSP 1162.7 1162.7 8000 Payneham Oval (2/2) 2 NPSP 526.3 526.3 8000 Payneham Swimming Centre 2 NPSP 0.0 0.0 3500 Scott Street Reserve 2 NPSP 283.0 283.0 1000 Willow Bend Marden 2 NPSP 45.0 45.0 1300 Willowbank Reserve 2 NPSP 61.3 61.3 500

Norwood Payneham & St Peters Subtotal 76700 17327.1 10962.9 74000 Willow Bend (Tank) 0 ToW NA NA NA Willow Bend / Stewart Reserve 0 ToW 2638.0 245.2 2200 Howie/Mary Harris Reserves 1 ToW 627.1 449.0 600 Levi Park 1 ToW 4605.1 1113.5 10000 Webster Reserve 1 ToW 1396.8 480.1 900 Crawford Reserve 2 ToW 276.5 276.5 500 Walkerville Oval 2 ToW 5664.5 5664.5 5300

Town of Walkerville Subtotal 28000 15207.9 8228.6 19500 Constituent Council Total 204700 41897.7 26521.7 218000

[1] Usage volumes don’t consider commissioning water (approximately 82.89 kL estimated as of 2/03/2020).

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3.1 Water Usage Forecast

Table 3: Water Usage Forecast Summary

Season Totals (ML) CoB NPSP ToW Totals Expected Annual Demand 124.5 74.0 19.5 218.0 Current Usage 9.4 17.3 15.2 41.90 Remaining Predicted Usage (March to June) 19.5 11.1 4.3 34.8 Total Predicted Usage 2019/20 FY 28.84 28.44 19.46 76.7

Water usage is below the expected 204 ML with a total use forecasted of 76.7 ML. ToW have used approximately 54% of their allocation, while CoB has used 9.3% and NPSP has used 22.5%. A number of factors have resulted in the lower than expected, irrigation connections being connected until as late as February 2020. Whilst a majority of ToW connections were commissioned prior to January this was not the case for NPSP where the majority of connections were commissioned in February 2020. CoB has experienced a number of issues include swarf in the network which has limited irrigation.

4. RISK MANAGEMENT / SYSTEM ISSUES

4.1 Weed Removal

Weed removal has been identified for the Hamilton treatment site, Scales pump station and Felixstow Wetlands. A quotation from LCS has been supplied to the General Manager for consideration, however, it is our understanding that internal discussions with the constitute councils are being held as to inhouse weed management.

4.2 Felixstow Wetlands Final Pond Leak

Additional investigations have identified that the pond is still leaking, most likely around the pond wall beneath the outlet pipe. Additional inspections are being undertaken at the time of preparing this report. Following these inspections WGA and GO will detail a repair approach methodology with quotation.

4.3 Network Issues, Burnside

Concerns regarding contaminated water in the network were raised by CoB in July 2019, it was anticipated that the issue would be resolved following commissioning of the connections and with periodic cleaning of the reserve connection filters. However, the flushing and cleaning has not been sufficient with CoB reporting (on 18/3/2020) blockage issues at eight reserve with three reserves switching back to mains water. An audit has identified that the issues is mostly related to the network east of Glynburn Road. It is now recommended that the impacted portion of the network be flushed to remove the material, an approach and quotation is currently being sought.

4.4 Felixstow Wetlands Carp Issue

GO’s quotation to drain the Felixstow Wetlands and remove the carp has been supplied to the General Manager. It is proposed that the carp removal program be scheduled for the week commencing the 20th April 2020. WGA is seeking endorsement for the timing of this program of works. The removal is expected to less than one week although is largely dependent on the amount of fish in the wetlands.

4.5 Damaged Screen, Third Creek

GO reported that the screen at Drage Extraction Pump Station was damaged during the storm event on the 31 January 2020. Cost for the repairs was approved by the General Manager with works scheduled in late March 2020. Whilst undertaking the repair, GO will further investigate the cause and will overengineer the screen to prevent this from happening again.

4.6 Langman Pump Station Fault, Langman

GO reported that the Langman Pump Station check valves were passing causing the Langman Tank to overfill. Upon inspection, it was identified that small gravel/grit had caused the check valves to be stuck partially open. The check valves were replaced and are back in service.

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5. CUSTOMER COMPLAINTS

5.1 No Water Supply, Burnside

On 24 January 2020, CoB reported that there was no water supply when they were irrigating in the morning. GO advised that the cause was associated with the fill levels and timing of the Langman and Shakespeare Tanks, the set points have been subsequently amended and APCI have installed system alarms to notify the operator of such issues. GO have been reporting these faults to CoB as requested.

5.2 Council Irrigation System Burst at Kensington Park, Kensington

On 23/02/2020, CoB reported a failure of the new three-way valve at Kensington Park, Kensington. This prevented any water supply to the reserve from both ERA Water and mains from that connection. GO carried our repairs and upon inspection, it was identified that the failure was associated with a leak of the Council’s irrigation system. The cause of the leak is unclear.

5.3 Potable Water Low Pressure, Payneham Tennis Club

On 16/03/2020, the Payneham Tennis Club at Payneham Oval reported low potable water pressure in their building. Following inspection by Team Civil with NPSP it was identified that it was not related to the Stage 2 component of works. Upon inspection on 18/03/2020, NPSP reported that one of their potable water valves may have been buried by Team Civil. NPSP have requested Team Civil to install a valve box for the buried valve.

5.4 Council Irrigation System Leak at Ray Cooper Gardens, Hazelwood Park

On 5/02/2020, GO reported an underground leak in Ray Cooper Gardens’ irrigation system. A meeting was held onsite with CoB, Team Civil and WGA to inspect and discuss the leak which concluded that the damaged was caused by Team Civil’s intrusive works and repairs were completed the following week.

5.5 Low Pressure, Burnside

On 28/02/2020, GO reported low network pressure faults, which affected irrigation for CoB, and advised that the issue was caused by faults at Langman Pump Station (gravel / grit refer to Section 4.6). Whilst this is not a common occurrence, GO and APCI are reviewing the SCADA code to improve response times.

5.6 Vandalism, Scales Pump Station

Damage to the fence and graffiti was identified at the Scales Pump Station, this has been removed and repaired.

5.7 Corroded Master Valve, Walkerville Oval

On 26/02/2020, ToW have advised that one of their new Master Valves at Walkerville Oval has evidence of corrosion. It is unlikely that the corrosion is caused by the recycled water supplied as salinity of water on extraction has been less than 1,200 mg/L which is within acceptable limits for irrigation. NPSP and CoB have advised that they have not experienced issues with corrosion.

5.8 Cage Door Hinges, Stage 2 Reserve Connections

During commissioning of Stage 2 connections, GO and Councils reported that the cage doors installed by Team Civil were difficult and dangerous to open. It was identified that the door hinges were affected by the galvanisation and powder coating. Team Civil has arranged for the cage manufacturer to replace the hinges which is expected to be completed by late March 2020.

5.9 Low Pressure, Adey Reserve

During commissioning of Stage 2 connections, the flowing pressure at Adey Reserve was found to be low. The low pressure was found to be as a result of low pressure in the network. The reserve is currently not using recycled water. Since the WaterCAD model confirmed that available pressure was borderline at 300–350 kPa due to its location, the connection PRV was removed to reduce the pressure reduction. WGA are currently awaiting feedback from NPSP

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regarding sprinkler performance. If the pressure issue remains, WGA and GO will consider increasing the Hamilton Pump Station pressure setpoint.

5.10 Well Drilling, Scales Reserve

Reinstatement works of the Scales drill site were delayed due to the storm event in which 36 mm of rain fell impacting site access. Once site conditions improved the reinstatement works were undertaken.

5.11 Complaint, Felixstow

A complaint was made to the City of Port Adelaide Enfield, NPSP, Department of Environment and Water and to WGA by a local near the Hamilton drill site. Prior to clean up of the site, overnight some remaining dirt was used to construct bike ramps / jumps. The resident was concerned about the jumps and damage to the local olive trees. The City of Port Adelaide Enfield and Olympic Boring attended the site the day of the complain to remove the ramps. As the complaint was made to the council, it is expected that they have completed the required complaint procedure.

6. ACTIVITIES CARRIED OUT DURING PREVIOUS PERIOD

6.1 Operations and Maintenance

6.1.1 Summary

Summary of the key maintenance and operation activities that were undertaken include:

• Calibrate extraction and transfer pump station instrumentation

• Replace Felixstow Bio-Filter Level Transmitter • Install and test Hamilton Bio-Filter Extraction Pit

Extensions for overflow mode • Clear intakes at Third and Fourth Creeks • Investigate Felixstow Wetlands final pond leak • Reset UV Dosing system • SCADA Presentation to ERA Board • Arrange Graffiti at Scales Tanks to be removed • Repair hole in fence at Scales Pump Station • Replace and test Bore Outlet Pressure

Transmitter at Marden Bore 2 • Attend Marden Bore 2 to investigate issue with

pressure transmitter and tested operation • Attend Langman Pump Station to investigate tank

filling

• Investigate irrigation system burst at Kensington Park

• Arrange plumber to remove Adey Reserve PRV • Stage 2 Reserve Connections Commissioning • Flush connections, replaced filters and test with

Council • Investigate ERA Water Meter at Beaumont

Common and Symons & Symons Reserve • Replace filter at Glenunga and test with Council • Flush and replace filter at Beaumont Common • Dismantle, clean and reinstall Miller Reserve

PRV and test with Council • Dismantle, clean and reinstall Wood Reserve

PRV and test with Council • Investigate and discuss Ray Cooper Gardens

with Council, WGA and Team Civil • Replace filter at Penfold Park

6.2 Stage 2 Reserve Connections

6.2.1 Team Civil

All remaining reserve connections were completed by Team Civil in February 2020. Following the inspection, it has been concluded that the Contract has now reached a stage of Practical Completion. Several defects and omissions are outstanding which have been listed for rectification by 30/04/2020. Date of award of Practical Completion is conditional on the completion of these tasks.

6.2.2 GO Commissioning

GO commenced commissioning of the Stage 2 Reserve Connections on 9/02/2020 with Council staff, each reserve connection having received Council acceptance except Adey Reserve on 28/02/2020 (refer Section 5.9).The commissioning involved undertaking each of the following tasks:

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- Verifying the civil and mechanical construction- Flushing the connection- Inspecting and cleaning filters as required- Verifying the operation of valves- Recording static and flowing pressures- Adjusting PRVs and confirming Council acceptance of the sprinkler coverage

Minor leaks were identified throughout the commissioning which were promptly repaired by Team Civil.

6.2.3 Telstra Data Loggers

Telstra provided the General Manger with the finalised contract for the LPWAN services which has been signed and returned. Telstra is to provide a password setup link so that ERA Water’s profile for the Telstra Wireless M2M Control

Centre can be activated. The Data Loggers are anticipated to arrive by end of April 2020.

6.3 Increase in Injection Capacity

The program to increase the injection capacity of the system has commenced with two additional production wells, one at Scales and one at Hamilton, have been installed and tested. The sustainable injection rate for each of the wells is 14-15 L/s each depending on the interaction with other operational production wells. The salinity in the Hamilton well was found to be fresher (<1,000 mg/L) compared to the other production wells. This is not unusual as the existing Hamilton well historically reported fresh salinity which increase over time due to abstraction, however, does have risk implications on the risk profile of the system.

The design of the connection of the additional Hamilton well is being prepared by GO and is currently in draft form. WGA is currently reviewing GO’s design and preparing the civil design component. The design of the connection for

the Scales well has not be approved by ERA Water.

The application to vary the Environment Protection Authority (EPA) Licence and Section 128 Authorisation to Take Water has been submitted to the relevant authority. It is anticipated that the revised approvals will be available before May 2020. As part of the submission the Risk Management Plan was revised to reflect the revised risk analysis for the fresher water encountered in the Hamilton well.

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7. BUDGET STATUS

Table 4: Status of Contracts – 2019/20 Financial Year

WGA[1] LCS Landscapes Guidera O’Connor

Period Budgeted Actual Budgeted Actual Budgeted Actual Comment

Apr 2019 $17,232.21 $18,148.20

May 2019 $17,232.21 $12,777.50

Jun 2019 $17,232.21 $13,034.00

Jul 2019 $17,232.21 $13,034.00 - - $22,864.95 $32,618.95

GO July invoice over budget by $9,754 due to manual operation during Telstra outage, CoB reserve connection investigations and changes to Hamilton PRV

Aug 2019 $17,232.21 $16,392.50 - - $22,864.95 $30,454.67

GO August invoice over budget by $7,564.96 due to turbidity analyser service and repair, UV System service, Hamilton injection pump repair and Scales Well automation.

Sep 2019 $17,232.21 $16,392.50 - - $22,864.95 $27,686.16

GO September invoice over budget by $4,821.21 due to Hamilton injection pump repair, Scales generator, Drage electrical investigations and UV System service.

Oct 2019 $10,693.21 $19,751.00 $955.00 $955.00 $14,065.46 $15,363.38

GO October invoice over budget by $1,297.92 due to Hamilton final injection pump repair and Beaumont Common filter replacement.

Nov 2019 $10,693.21 $16,845.00 $1,910.00 $1,910.00 $14,065.46 $12,270.97

Dec 2019 $6,495.08 $12,645.00 $4,710.00[2] - $14,065.46 $8,332.01

Jan 2020 $6,495.08 $4,000.00 - - $14,065.46 $21,848.81

GO January invoice over budget by $7,783.35 due to additional resources and materials required for Stage 1 pressure issues, Stage 2 commissioning and Felixstow wetland pond testing.

Feb 2020 $6,495.08 $4,925.50 $14,065.46 $29,588.72

GO February invoice over budget by $15,523.26 due to additional resources and materials required for reserve connection contamination issues, Stage 2 commissioning and Drage EPS screen repairs.

Mar 2020 $6,495.08 $14,065.46

Apr 2020 $14,065.46

May 2020 $14,065.46

Jun 2020 $14,065.46

Totals $150,760.00 $147,945.20 $30,000.00 $2,865.00 $195,184.00 $178,163.67 [1]It should be noted that the Future Extension to Lead Design Consultant Contract is currently over budget. Since theextension to the Contract in April 2019, approximately $83.5k of services has not been charged.[2]LCS’ quotation has been supplied to the General Manage for consideration. It is understood that NPSP are currentlyconsidering attending to the weeding within their Council boundaries as part of their operations.[3]WGA is currently preparing a proposal for the next 15 months from April to June 2021.

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Table 5: Variations – 2019/20 Financial Year

Contractor VO# Description

Fee

submitted

(ex. GST)

Amount

paid

(ex. GST)

WGA 1 Increase Injection Capacity – Drilling of additional production wells $28,800.00 $28,800.00

2 Application to vary EPA Licence $5,000.00 $5,000.00

3 ERA Drilling Program – Variation $8,800.00 $0.00

4 Additional Bore – Civil Design Component $12,000.00 $0.00

GO 19 Felixstow Wetland final pond repair $7,522.60 $7,522.60

21 Scales consumer mains repair $19,751.71 $19,751.71

22 Hamilton and Felixstow biofilter overflows $4,102.00 $4,102.00

23 Mechanical and Electrical design works for additional Hamilton well $19,603.90 $19,603.90

Olympic

Boring

- Drilling of production wells $90,000.00 $83,093.90

DEW - Pump testing $20,000.00 $0.00

Table 6: Other costs – 2019/20 Financial Year

Contractor Item# Description Fee submitted

(ex. GST)

SADB 1 Investigations into reported leak at Glenside $5,775.00

WGA 2 Preparation of MARART report[1] $7,230.00 [1] No variation to existing Contract.

Table 7: Reserve Connections Stage 2 Budget Status (including GST and CITB)

CoB NPSP ToW ERAW Totals

Original Contract sum $195,721.55 $145,916.72 $17,514.58 $20,891.60 $380,044.45

Approved variations $8,271.73 $30,260.93 $23,182.70 $11,254.34 $72,969.69

Revised Contract sum $203,993.28 $176,177.64 $40,697.28 $32,145.93 $453,014.14

This claim $6,566.11[1] $10,714.72 $436.77 $1,830.09 $19,547.69

Total claimed $211,115.81[1] $176,177.64 $40,697.29 $27,932.93 $455,923.67

Retention held $4,880.84 $3,638.82 $436.77 $520.99 $9,477.42

Left to claim -$7,122.53[1] $0.00 $0.00 $4,213.00 [2] -$2,909.53[2]

[1] An error in the claim spreadsheet was found resulting in the claim being over by $6,475 excl. GST. WGA are awaitingTeam Civil to issue the amended invoice for processing.[2] Amount remaining is for installation of data loggers.

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Water Balance Summary 19/20

May June July August September October November December January February March April Annual

Mean Rainfall (mm) (Station 023090) 61.5 78.1 76.6 67.7 58.5 41.4 29.9 28.9 20.1 15.5 26.4 38.2 551.4

Recorded Rainfall (mm) (Station 023090) 87.4 82.6 39.2 50.6 48.2 18.6 15.4 9.4 22.2 44.4 4 422

Difference between Mean and Actual (mm) 25.9 4.5 -37.4 -17.1 -10.3 -22.8 -14.5 -19.5 2.1 28.9 -22.4 -129.4

% of Rainfall under Intense Conditions (>10 mm) 43.7% 82.8% 0% 69.6% 36% 0% 0% 0% 0% 33% 0%

Cumulative Mean Rainfall (mm) 61.5 139.6 216.2 283.9 342.4 383.8 413.7 442.6 462.7 478.2 504.6 542.8

Cumulative Recorded Rainfall (mm) 87.4 170 209.2 259.8 308 326.6 342 351.4 373.6 418 422

Mean Rain Days (Station 023090) 9.1 10.6 12.3 11.7 9.4 7 5 5 3 3 4 6 86

Actual Rain Days (Station 023090) (>1mm) 14 6 11 8 9 4 2 2 4 3 2 65

Designed Harvest Volume (ML) 600

Actual Harvest Volumes - Felixstow Total (ML) 15.30 12.90 35.40 45.96 40.70 6.07 3.06 12.05 4.00 3.29 0.83 179.56

Actual Harvest Volumes - Hamilton Total (ML) 7.36 2.39 16.32 16.74 9.76 1.56 1.67 0.28 2.50 2.07 0.99 61.64

Actual Total Harvest Volumes (ML) 22.65 15.29 51.73 62.70 50.46 7.63 4.73 12.32 6.51 5.36 1.82 241.20

Actual Cumulative Harvest Volume (ML) 22.65 37.94 89.67 152.37 202.83 210.46 215.19 227.51 234.02 239.38 241.20

Actual Filtered Volumes - Hamilton Biofilter 1 (ML) 2.60 0.91 6.33 5.76 2.34 0.71 0.64 0.09 0.93 0.72 0.37 21.38



Actual Filtered Volumes - Hamilton Total (ML) 7.36 2.39 16.32 16.74 9.76 1.56 1.67 0.28 2.50 2.07 0.99 61.64

Actual Filtered Volumes - Felixstow Biofilter 1 (ML) 2.83 1.76 4.03 5.66 3.19 0.74 0.80 3.11 0.72 0.50 0.09 23.42



Actual Filtered Volumes - Felixstow Wetlands (ML) 2.85 3.48 10.52 12.93 16.47 2.79 1.00 5.16 1.70 1.86 0.29 59.05

Actual Filtered Volumes - Felixstow Total (ML) 13.48 7.67 27.42 49.63 44.35 6.34 3.02 13.00 3.71 3.52 0.61 172.75

Actual Total Filtered Volumes (ML) 20.83 10.06 43.74 66.38 54.12 7.90 4.69 13.27 6.22 5.59 1.60 234.39

Actual Cumulative Harvest Volume (ML) 20.83 30.89 74.63 141.01 195.12 203.02 207.71 220.98 227.20 232.79 234.39

Actual Transfer Pump Station Volumes - Felixstow (ML) 11.06 9.55 30.13 41.88 36.46 4.10 0.88 8.90 1.14 1.05 0.11 145.26

Actual Transfer Pump Station Volumes - Hamilton (ML) 3.39 1.19 12.11 11.65 7.97 1.30 1.31 0.19 0.20 1.44 0.57 41.31

Actual Total Volumes Transferred to Hamilton Tank (ML) 14.45 10.74 42.24 53.53 44.44 5.40 2.19 9.09 1.34 2.48 0.69 186.58

Actual Cumulative Volume Transferred to Hamilton Tank (ML) 14.45 25.18 67.42 120.95 165.39 170.79 172.98 182.07 183.41 185.89 186.58

Actual Injection Pump Station Volumes - Hamilton (ML) 10.24 9.66 42.84 54.38 44.99 5.34 2.05 9.17 0.77 2.31 0.59 182.33

Actual Cumulative Injection Pump Station Volumes (ML) 10.24 19.90 62.74 117.11 162.10 167.44 169.49 178.66 179.43 181.74 182.33

Designed Injection Volume (ML) 600

Modified Forecasted Injection Volume (ML) - Lower Bound (54 L/s) 29.3 28.8 24.1 12.6 9.0 9.0 5.4 5.4 7.2 10.80 141.60

Modified Forecasted Injection Volume (ML) - Upper Bound (54 L/s) 52.8 51.8 43.4 22.7 16.2 16.2 9.7 9.7 12.96 19.44 254.92

Actual Injection Volumes - Hamilton Bore 1 1.99 2.94 11.31 15.60 23.70 1.84 0.87 1.67 0.02 0.00 0.52 60.46

Actual Injection Volumes - Marden Bore 1 2.59 3.57 15.04 18.19 10.51 1.30 0.44 4.38 0.01 0.00 0.34 56.36

Actual Injection Volumes - Marden Bore 2 1.46 2.84 10.87 12.48 2.82 0.98 0.44 1.08 0.04 0.02 0.52 33.54

Actual Total Injection Volumes Minus Scales Bore (ML) 6.04 9.36 37.21 46.26 37.03 4.11 1.74 7.13 0.07 0.02 1.38 150.36

Actual Injection Volumes - Scales Bore 0.16 0.05 5.41 7.49 7.67 1.07 0.14 0.07 0.07 0.00 0.17 22.31

Actual Total Injection Volumes (ML) 6.20 9.41 42.63 53.76 44.69 5.19 1.88 7.20 0.14 0.02 1.56 172.67

Actual Cumulative Injection Volumes (ML) 6.20 15.61 58.24 111.99 156.69 161.87 163.75 170.95 171.09 171.11 172.67

Cumulative Forecasted Water Available for Injection (ML) - Lower Bound 172.67 183.47 183.47

Cumulative Forecasted Water Available for Injection (ML) - Upper Bound 172.67 192.11 192.11

Actual Direct Supply to Network (ML) 0.11 -0.22 0.00 0.11 0.30 1.59 5.17 4.91 6.06 7.30 5.18 30.49

Actual Cumulative Direct Supply to Network (ML) 0.11 -0.11 -0.11 -0.01 0.30 1.89 7.05 11.96 18.02 25.32 30.49

Actual Total Injection + Direct Supply (ML) 6.31 9.19 42.62 53.86 45.00 6.77 7.05 12.11 6.19 7.32 6.73 203.16

Actual Cumulative Injection + Direct Supply Volumes (ML) 6.31 15.50 58.12 111.99 156.99 163.76 170.80 182.91 189.10 196.43 203.16

Cumulative Forecasted Water Available for Injection & Direct Supply (ML) - Lower Bound 203.16 213.96

Cumulative Forecasted Water Available for Injection & Direct Supply (ML) - Upper Bound 203.16 222.60

Hamilton Booster Pump Station Flow 1.13 0.36 5.55 7.71 8.07 2.87 8.21 7.44 12.00 12.40 9.96 75.70

Scales Booster Pump Station Flow 0.11 0.02 0.01 0.03 0.00 0.18 1.32 1.37 3.37 3.42 2.28 12.10

Shakespeare Booster Pump Station Flow 0.87 0.53 0.14 0.11 0.10 0.21 2.91 2.46 5.87 5.09 4.61 22.895

Langman Booster Pump Station Flow 0.12 0.10 0.10 0.09 0.09 0.22 1.92 1.42 3.04 1.80 1.70 10.60

Hamilton Booster Pump Station Flow -0.01 -0.23 -0.01 0.08 0.30 1.41 4.43 4.10 4.58 5.45 4.24 24.36

Scales Booster Pump Station Flow 0.11 0.02 0.01 0.03 0.00 0.18 1.32 1.37 3.37 3.42 2.28 12.10

Shakespeare Booster Pump Station Flow 0.75 0.43 0.04 0.01 0.01 -0.01 0.99 1.04 2.83 3.30 2.91 12.30

Langman Booster Pump Station Flow 0.12 0.10 0.10 0.09 0.09 0.22 1.92 1.42 3.04 1.80 1.70 10.60

Actual Total Volume Distributed (ML) 0.971 0.311 0.141 0.216 0.402 1.798 8.663 7.934 13.828 13.963 11.126 59.35

Actual Cumulative Volume Distributed (ML) 0.97 1.28 1.42 1.64 2.04 3.84 12.50 20.44 34.26 48.23 59.35

Actual Volumes Bypass Injection to Hamilton PS (ML) 4.20 0.30 5.62 8.12 7.96 1.23 0.31 2.04 0.70 2.29 -0.79 31.97

Actual Cumulative Volumes Bypass Injection to Hamilton PS (ML) 4.20 4.50 10.12 18.24 26.20 27.43 27.74 29.78 30.47 32.76 31.97

Scales Booster Pump Station Actual Direct Supply Volumes (ML) 0.11 0.02 0.01 0.03 0.00 0.18 0.73 0.81 1.47 1.85 0.94 6.14

Hamilton Booster Pump Station Actual Direct Supply Volumes (ML) -0.005 -0.233 -0.009 0.082 0.303 1.413 4.432 4.099 4.582 5.45 4.24 24.36

Actual Volumes Direct Supply to Network (ML) 0.106 -0.218 -0.002 0.109 0.304 1.588 5.165 4.908 6.056 7.301 5.18 30.49

Actual Cumulative Volumes Direct Supply to Network (ML) 0.11 -0.11 -0.11 -0.01 0.30 1.89 7.05 11.96 18.02 25.32 30.49

Designed Extraction Volume (ML) 454

Modified Extraction Volume Volume (ML) 255

Actual Extraction Volumes - Hamilton Bore 1 0.16 0.11 0.18 0.02 0.07 0.86 2.97 2.49 4.92 4.03 3.33 19.15

Actual Extraction Volumes - Marden Bore 1 0.56 0.08 0.05 0.03 0.12 0.63 2.54 1.56 3.49 4.32 3.84 17.21

Actual Extraction Volumes - Marden Bore 2 0.47 0.16 0.11 0.14 0.16 0.54 2.63 1.79 3.48 3.73 2.79 16.01

Actual Extraction Volumes - Scales Bore 0.00 0.00 0.00 0.00 0.00 0.00 0.59 0.56 1.90 1.57 1.34 5.96

Actual Total Extraction Volumes (ML) 1.19 0.36 0.34 0.20 0.35 2.03 8.73 6.41 13.78 13.65 11.30 58.33

Actual Cumulative Extraction Volumes (ML) 1.19 1.55 1.89 2.09 2.44 4.47 13.20 19.60 33.38 47.03 58.33

Injection & Direct Supply

Transfer

Bore Extraction

Direct Supply (Bypass Injection)

Bypass at Hamilton PS

To Distribution

Booster PS Flows

20202019

Rainfall Conditions

Harvest

Filtration

Season: 2019/20 (1 May 2019 to 31 April 2020)

1983

WATER USAGE FORECAST 2019/20

Reserve Council Stage Annual demandMay (24/4/19

to 20/5/19)

June

(20/5/19 to

17/6/19)

July (17/6/19

to 26/7/19)

Aug & Sep

(26/7/19 to

23/9/19)

October

(23/9/19 to

1/11/19)

November

(1/11/19 to

2/12/19)

December

(2/12/19 to

6/1/20)

January

(6/1/2020 to

4/2/20)

February

(4/2/20 to

2/03/20)

Current Use

Totals (ML)March April May June

Predicted Use

Totals (ML)Comments

AE Cousins Reserve CoB 1 2.2 0.00 0.00 0.00 0.00 103.05 392.60 493.18 363.56 148.84 1.50 330.00 220.00 0.00 0.00 0.55 No reported issues

Austral Park CoB 2 3.2 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 236.15 0.24 480.00 320.00 0.00 0.00 0.80 Commissioned 14.02.2020

Beaumont Common CoB 1 7.5 0.00 0.00 0.00 0.00 0.00 0.11 0.00 0.00 0.00 0.00 562.50 750.00 0.00 0.00 1.31 Filter broken in February. Replaced filter broken in March. Replaced 16/03/2020 and since on ERA Water

Glenunga Webb Oval CoB 1 21.0 0.00 0.00 0.00 0.00 132.21 169.48 0.05 1070.21 1116.70 2.49 1575.00 2100.00 0.00 0.00 3.68 Filter broken in March. Filter replaced 16/03/2020 and since on ERA Water

Hanson Reserve CoB 2 3.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 160.67 0.16 450.00 300.00 0.00 0.00 0.75 Commissioned 14.02.2020. No reported issues

Hazelwood Park CoB 2 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Not expected to use ERA Water as backup supply only

Henry Martin Square CoB 2 1.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 43.26 0.04 225.00 150.00 0.00 0.00 0.38 Commissioned 14.02.2020. No reported issues

Hubbe Court Reserve CoB 2 2.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 382.18 0.38 375.00 250.00 0.00 0.00 0.63 Commissioned 5.02.2020. No reported issues

Kensington Gardens Reserve CoB 2 6.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Not being used as CoB requires to install new pipework.

Kensington Park Reserve CoB 2 19.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 351.89 0.35 1425.00 950.00 0.00 0.00 2.38 Repaired 22.02.2020 and since on ERA Water. CoB plan to shandy 50% ERA Water and 50% mains

Langman Reserve CoB 2 3.8 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 139.88 0.14 570.00 380.00 0.00 0.00 0.95 Commissioned 19.02.2020. No reported issues

Miller Reserve CoB 2 4.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 161.70 0.16 337.50 450.00 0.00 0.00 0.79 Commissioned 14.02.2020 but low flow/ pressure issues. PRV replaced 16.03.2020

Newland Reserve CoB 1 16.0 104.92 2.75 1.14 3.26 35.42 160.73 272.66 998.20 549.20 2.13 480.00 320.00 0.00 0.00 0.80 No reported issues. Predicted reduced due to lower usage.

Penfold Park CoB 1 8.0 0.00 0.00 0.00 0.00 70.82 85.40 0.00 3.09 2.10 0.16 1200.00 800.00 0.00 0.00 2.00 Filter broken in February hence no usage. Filter replaced 28.02.2020 and since on ERA Water

Ray Cooper Gardens 1 CoB 2 2.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 41.23 0.04 150.00 200.00 0.00 0.00 0.35 Rectification works completed 16.03.2020

Ray Cooper Gardens 2 CoB 2 2.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 149.12 0.15 300.00 200.00 0.00 0.00 0.50 Commissioned 5.02.2020. No reported issues

Symons & Symons Reserve CoB 1 2.0 3.66 0.00 0.79 0.30 0.00 0.00 0.00 289.58 268.04 0.56 150.00 150.00 0.00 0.00 0.30 CoB reported blockage issues. March adjusted. Flushing expected early April.

Tregenza Reserve CoB 2 5.8 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 89.70 0.09 870.00 580.00 0.00 0.00 1.45 Commissioned 19.02.2020. No reported issues. Low flow/ pressure issues reported due to blockages.

Tusmore Park CoB 2 7.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 51.54 0.05 0.00 525.00 0.00 0.00 0.53 CoB reported blockage issues. Not connected to ERA Water. Flushing expected early April.

Warlands Reserve CoB 2 2.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 83.11 0.08 300.00 200.00 0.00 0.00 0.50 Commissioned 5.02.2020. No reported issues

Waterfall Terrace 1 CoB 2 1.3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 226.20 0.23 187.50 125.00 0.00 0.00 0.31 Commissioned 14.02.2020. No reported issues

Waterfall Terrace 2 CoB 2 1.3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 100.62 0.10 187.50 125.00 0.00 0.00 0.31 Commissioned 14.02.2020. No reported issues

Wood Reserve CoB 2 3.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 302.44 0.30 0.00 225.00 0.00 0.00 0.23 CoB reported blockage issues. Not connected to ERA Water. Flushing expected early April.

Adey Reserve [1] NPSP 2 8.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 800.00 0.00 0.00 0.80 PRV has been replaced in response to low flowing pressure issue. NPSP to confirm performance

Bothwick Park NPSP 1 1.6 0.00 0.00 0.06 0.29 76.23 57.70 81.19 0.00 463.20 0.68 240.00 160.00 0.00 0.00 0.40 No reported issues

Bridge Reserve NPSP 1 0.5 0.00 0.00 0.00 0.00 0.00 0.00 124.02 143.34 119.33 0.39 75.00 50.00 0.00 0.00 0.13 ERA Water since mid-Jan. No reported issues

Buik Reserve NPSP 2 1.3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.14 223.90 0.23 195.00 130.00 0.00 0.00 0.33 ERA Water since mid-Jan. No reported issues

Church Street Reserve NPSP 2 0.8 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.83 240.33 0.24 120.00 80.00 0.00 0.00 0.20 Commissioned 14.02.2020. No reported issues

Drage Reserve / Linear Park NPSP 2 9.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 NPSP upgrading irrigation system. Completion expected May 2020

Dunstan Adventure Park NPSP 1 2.3 60.16 85.25 43.70 125.79 196.21 159.35 289.96 343.10 271.30 1.57 345.00 230.00 0.00 0.00 0.58 No reported issues

Felixstow Reserve NPSP 2 5.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 192.33 1651.04 1.84 750.00 500.00 0.00 0.00 1.25 Commissioned 4.02.2020. No reported issues

Glenbrook Close NPSP 2 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.23 83.70 0.08 150.00 100.00 0.00 0.00 0.25 ERA Water since 21.02.2020. No reported issues

Norwood Pioneer Park NPSP 2 0.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.48 0.02 75.00 50.00 0.00 0.00 0.13 Commissioned 20.02.2020. No reported issues

OG Road Lions Park NPSP 2 3.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 131.09 0.13 450.00 300.00 0.00 0.00 0.75 Commissioned 20.02.2020. No reported issues

Patterson Reserve NPSP 1 17.5 392.23 0.00 0.71 0.00 66.97 707.66 1125.28 896.85 1136.10 4.33 787.50 525.00 0.00 0.00 1.31 No reported issues. Predicted reduced due to lower usage.

Payneham Memorial Reserve NPSP 1 1.2 298.43 0.00 0.77 0.00 72.25 907.11 1492.96 1633.06 1330.10 5.73 180.00 120.00 0.00 0.00 0.30 No reported issues

Payneham Oval (1/2) NPSP 2 8.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1162.74 1.16 1200.00 800.00 0.00 0.00 2.00 ERA Water since mid-Jan. No reported issues

Payneham Oval (2/2) NPSP 2 8.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 526.34 0.53 1200.00 800.00 0.00 0.00 2.00 ERA Water since mid-Jan. No reported issues

Payneham Swimming Centre NPSP 2 3.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 NPSP to upgrade irrigation system. Connection to ERA will occur as part of upgrade

Scott Street Reserve NPSP 2 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 85.56 197.45 0.28 150.00 100.00 0.00 0.00 0.25 ERA Water since mid-Jan. No reported issues

Willow Bend Marden NPSP 2 1.3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 45.05 0.05 195.00 130.00 0.00 0.00 0.33 ERA Water since 25.02.2020. No reported issues

Willowbank Reserve NPSP 2 0.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.41 60.88 0.06 75.00 50.00 0.00 0.00 0.13 Commissioned 4.02.2020. No reported issues

Crawford Reserve ToW 2 0.5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 119.41 157.06 0.28 75.00 50.00 0.00 0.00 0.13 No reported issues

Howie/Mary Harris Reserves ToW 1 0.6 0.00 0.00 0.00 0.00 0.00 0.00 178.15 204.29 244.69 0.63 90.00 60.00 0.00 0.00 0.15 No reported issues

Levi Park ToW 1 10.0 0.02 10.55 2.12 22.43 1645.20 1435.55 375.71 606.08 507.39 4.61 1125.00 750.00 0.00 0.00 1.88 No reported issues. Predicted reduced due to lower usage.

Walkerville Oval [3] ToW 2 5.3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4672.28 992.18 5.66 795.00 530.00 0.00 0.00 1.33 No reported issues

Webster Reserve ToW 1 0.9 0.00 2.38 9.24 30.14 195.57 265.69 413.66 327.54 152.53 1.40 135.00 90.00 0.00 0.00 0.23 No reported issues

Willow Bend ToW 0 2.2 84.84 177.76 0.00 0.16 44.68 1036.01 1049.38 0.00 245.18 2.64 330.00 220.00 0.00 0.00 0.55 No reported issues

Totals (ML) 218.00 0.94 0.28 0.06 0.18 2.64 5.38 5.90 11.96 14.56 41.898 18.89 15.95 0.00 0.00 34.84

[1] Highlighted reserves yet to be connected to ERA Water 0.1500 0.1000

[2] Water usages don't include commissioning water (estimated 82.89 kL)

[3] Walkerville Oval 4,672.28 kL usage occurred between November 2019 and January 2020

Season Totals CoB NPSP ToW Totals

Expected Annual Demand 124.5 74.0 19.5 218.0

Current Usage 9.4 17.3 15.2 41.90

Remaining Predicted Usage (March to June) 19.5 11.1 4.3 34.8

Total Predicted Usage 2019/20 FY 28.84 28.44 19.46 76.7

Predicted Use (kL)Current Use (kL) [2]

2084

0

10

20

30

40

50

60

70

Vo

lum

e (

ML

)Monthly Injection + Direct Supply and Harvest Volumes and Lower /

Upper Limit Predictions

Actual Total Injection + Direct Supply (ML)

Modified Forecasted Injection Volume (ML) - Lower Bound (54 L/s)

Modified Forecasted Injection Volume (ML) - Upper Bound (54 L/s)

Actual Total Harvest Volumes (ML)

0

50

100

150

200

250

0

100

200

300

400

500

600

Inje

ctio

n V

olu

me

(M

L)

Ra

infa

ll (m

m)

Cumulative Rainfall and Injection Volumes

Cumulative Mean Rainfall (mm)

Cumulative Recorded Rainfall (mm)

Actual Cumulative Injection + Direct Supply Volumes (ML)

2185

Meeting: Board

Date: 27 March 2020

Subject: 4.2 Work Health and Safety Update

Presentation

Briefing by WGA

Attachments Nil _________________________________________________________________________

Recommendation

That the Board note the verbal Work Health and Safety Report.

2286

Meeting: Board

Date: 27 March 2020

Subject: 5.1 Additional Bore Capacity Connection Costs

Decision Report


Attachments: A – Nil

Recommendation

That the Board approve amounts required to complete the connection of the additional bore capacity to the system.

Background

The 2020 Budget provided $400,000, with a range of possible costs from $320,000 to $500,000, for additional bore capacity.

The four successful bores of the original five bores sunk to meet the design requirements of the project, produced, after commissioning, a maximum cumulative injection rate of +-54 L/sec against a design requirement of 80 L/sec. The inadequacy in injection capacity was addressed to enable the project to store enough cleaned water in the aquifer to meet its sales targets for water.

WGA provided proposals for increasing bore capacity for the project. Based upon the experience with all of the bores drilled for the project, each was producing on average an injection rate of approximately 14 L/sec. To achieve 80 L/sec therefore, at least two further bores were required. These bores were to be funded out of the approved budget of $400,000.

The bores have been drilled and have both proved successful, subject to final testing, flowing at rates of 15 L/sec at Hamilton and 14 L/sec at Scales.

The completed cost of the two bores is $136,843, $15,000 over budget, and the estimated cost of connecting the Hamilton Bore to the system is $369,000. The total cost of drilling two bores and connecting one is therefore estimated to be $505,843, $105,843 over budget or 21%.

The cost of connecting the additional Scales bore to the system has been estimated to be $325,000 (this estimate is not yet completed to a reliable degree). Included in BR2 for 2020 for this work is the amount of $380,000.

Design licencing and approval work for the connection of the two bores is estimated at $74,500. $20,000 of this amount has been expended upon the design of the Hamilton bore. Approval to inject and extract from both new bores has been obtained.

Therefore the estimated cost of additional bore capacity may be summarised as follows:

2387

Drilling two additional bores (funds expended) $136,843 Connecting the Hamilton bore (estimate) 369,000 Connecting the Scales bore (estimate) 325,000 Connection design licencing approval both bores (estimate) 74,500

Total $905,343

Budgeted amounts

2020 Budget $400,000 BR 2 380,000

Total $780,000

16% over budget (estimate) $125,000

If only the Hamilton bore is connected to the system, the scheme will not be able to achieve its design capacity for injection and would therefore be much less likely to be in a position to supply the annual design volume of 454ML to customers. This would further impact the long term financial sustainability of ERA Water.

These updated estimates have not been included in the LTFP attached to this Agenda and the financial impact on cashflow and the debt cap ($125k) should be considered.

The estimates will now need to be refined with a view to achieving substantially lower than estimated outcomes.

2488

Meeting: Board

Date: 27 March 2020

Subject: 5.2 - Long Term Financial Plan

Information Report

Briefing by: M Richardson/R English

Attachments: A – Long Term Financial Plan

Recommendation

That the Board note the Long Term Financial Plan.

2589

DRAFT Long Term Financial Plan

FY2021 to FY2030

2690

ERA Water Pipe Network:

2791

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...................................................................................................... 1 1. INTRODUCTION ......................................................................................................... 1 2. STRATEGIC PLANNING FRAMEWORK .................................................................... 2 3. GOVERNANCE ........................................................................................................... 34. REGULATION AND COMPETITION ........................................................................... 3 5. FINANCIAL OBJECTIVES .......................................................................................... 4 6. KEY ASSUMPTIONS AND RISKS .............................................................................. 5

6.1 Key influences .................................................................................................. 5 6.2 Key Economic Assumptions ............................................................................ 6

7. FINANCIAL STATEMENTS....................................................................................... 10 8. FINANCIAL INDICATORS ........................................................................................ 13 9. MODELLED SAVINGS FOR CONSTITUENT COUNCILS ........................................ 14 10. SENSITIVITY/SCENARIO ANALYSIS ...................................................................... 15

2892

EXECUTIVE SUMMARY

ERA Water is pleased to present the FY2021-FY2030 Long Term Financial Plan.

[To be drafted based on agreed LTFP]

ERA Water’s future performance against its adopted financial indicators has also been forecast in the LTFP.

The financial projections contained within the Plan provide an indication of the direction and financial capacity of ERA Water. This Plan should be viewed as a guide to the long-term financial sustainability of the Subsidiary based on the assumptions disclosed in the LTFP.

It is likely that there will be changes in circumstances and results will vary over the life of the Plan, therefore, the underlying assumptions are regularly reviewed by the ERA Water Board.

Pursuant to the Local Government Act, 1999 and the Local Government (Financial Management) Regulations 2011, the projected Financial Statements, in the prescribed form are contained on the following pages.

2993

200327 BOARD 5.2 LONG TERM FINANCIAL PLAN ATTACH A Page 1

1. INTRODUCTION

ERA Water was formed by the City of Burnside, the City of Norwood Payneham and StPeters and the Corporation of the Town of Walkerville as a Regional Subsidiary underSection 43 of the Local Government Act (1999) on 21 July 2015.

ERA Water came into existence as a result of the Waterproofing Eastern Adelaideproject which was supported through funding from the Australian Government’s NationalUrban Water and Desalination Plan, and the Adelaide and Mount Lofty Ranges NaturalResources Management Board, which assisted the Constituent Councils in the initialstages of the project.

The Waterproofing Eastern Adelaide project involves the establishment of wetlands,aquifer recharge and recovery, pipeline installations and water storage facilities. Theprimary purpose of ERA Water is for Aquifer Storage and Recovery (ASR) - a system ofharvesting, cleaning and injecting water into aquifers for later use.

The intention of the Project is to allow for the capture, treatment, storage and delivery ofstormwater for irrigation purposes. Accordingly, ERA Water will help to progress anumber of environmental objectives such as to reduce the reliance on mains water andthe River Murray for irrigation in the greater Adelaide region and financial objectives ifthe scheme can produce water at a cheaper price to SA Water.

The Project comprises two treatment sites as well as 46km of distribution pipe networkacross each of the three Constituent Council areas. The storage assets and distributionnetwork are designed to deliver 458ML of recycled water to Constituent Council reservesas well as to other potential customers in these areas and beyond.

The Project was commissioned on 29 November 2018, commencing the supply of waterto Constituent Councils shortly afterwards.

The Local Government Act 1999, requires Councils to prepare a Long Term FinancialPlan (LTFP) covering a period of at least 10 years. The LTFP is a key document in theStrategic Planning Framework. It is the primary financial management tool which linksthe Strategic Plan, Whole of Life Asset Management Plans and the Annual BusinessPlan and Budget.

The financial projections contained within the LTFP are meant to provide an indicationof the direction and financial capacity rather than predicting the future financialperformance and position of the Subsidiary. As the project is still in its infancy there aremany risks and uncertainties that may and will likely eventuate.

The Plan should be viewed as a guide to future actions or opportunities whichencourages ERA Water to think about the future impact of decisions made today on itslong-term financial sustainability.

3094


2. STRATEGIC PLANNING FRAMEWORK

The LTFP is a component of ERA Water’s Strategic Management Framework and willsupport the delivery of the ERA Water Strategic Plan.

The LTFP is integral to the suite of Strategic Management Plans providing the criticallink between the:

• Strategic Plan;

• Asset Management Plan and;

• Annual Business Plan and Budget.

It translates the objectives and strategies outlined in the Strategic Plan and Asset Management Plans (AMP) into financial outcomes.

Plan Contents

Strategic Plan The ERA Water vision, strategic direction, medium and long term priorities and resourcing implications. The Strategic Plan is currently under review and is expected to be developed over the next 12 months.

Long Term Financial Plan A 10 year outlook on ERA Water’s long term financial position and performance.

Asset Management Plan Approach to managing assets to deliver chosen service levels.

Annual Business Plan and Budget

Objective and financial budget over the next 12 months.

As the ERA Water Scheme is still in early stages of operation, ERA Water has not yet prepared a Strategic Plan or Asset Management Plan. These key documents will be prepared over the coming years.

3195


3. GOVERNANCE

As a Subsidiary, ERA Water is bound by its Charter. The Board has responsibility forthe affairs of the Subsidiary and ensuring that the Subsidiary acts in accordance withthe Charter and all relevant legislation.

The Board consists of four members, made up of a representative from each of the threeConstituent Councils plus an Independent Chairperson. The current Board membersare:

Independent Chairperson: Bryan Jenkins

City of Burnside: Cr Sarah Hughes

Town of Walkerville: Kiki Cristol, CEO

City of Norwood, Payneham& St Peters Cr John Minney

ERA Water also employs a General Manager, Robin English to manage the affairs of the Subsidiary.

4. REGULATION AND COMPETITION

ERA Water is a small-scale water utility which has financed, designed, constructed, andis operating and managing, assets and infrastructure to deliver recycled water tocustomers, including the Constituent Councils, under commercial agreements.

As a water utility, ERA Water’s activities are subject to external regulation and licencingby State Government agencies, including the Essential Services Commission of SA(ESCOSA), who is the economic / water pricing regulator, and the Department forEnvironment & Water (DEWNR) and Environment Protection Authority (EPA), who arethe environmental regulators.

ERA Water’s current and only competitor for supply of water to its intended customerbase is the South Australian Water Corporation (SA Water).

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5. FINANCIAL OBJECTIVES

The ERA Water Board is committed to prudent financial management to ensure longterm financial sustainability.

For ERA Water, financial sustainability means having a financial position capable ofdelivering a water price that is lower than the price charged by SA Water. To ensure thatERA Water delivers on its overall financial objective, the Board is committed to achievingthe following financial outcomes.

Objective 1: Lower Water Prices

ERA Water is designed to deliver water to Constituent Councils and external customersat a lower cost than SA Water. This requires the cost of operations, financing, risk anddepreciation of infrastructure and assets, to be fully funded by the sale of water to theConstituent Councils and to third parties.

Objective 2: Price Stability

Increases in the price of water will be kept stable over the medium term.

Objective 3: Infrastructure and Asset Management

Maintain infrastructure and assets in line with the ERA Water Whole of Life Infrastructureand Asset Management Plans (which are yet to be developed).

Objective 4: Debt Management

Prudent use of debt to invest in long term assets to ensure intergenerational equitybetween current and future users.

Objective 5: Equitable Distribution of Financial Surplus

Any surplus generated by the Subsidiary will be distributed in accordance with thecontribution made by each constituent Council to generating that surplus.

Explanatory Note: Although each of the Constituent Councils has a one third interestin ERA Water, the ERA Water LTFP assumes that any surplus generated by ERA Wateris applied to lower the cost of water for Constituent Councils. Thus, those Councils whotake larger volumes of water receive a proportionately higher benefit than those who uselower volumes of water. This methodology has been agreed between the ConstituentCouncils and is consistent with the assumptions that formed part of the original projectscoping and feasibility work.

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6. KEY ASSUMPTIONS AND RISKS

6.1 Key influences

The financial projections contained within the Plan provide an indication of ERA Water’s direction and financial capacity rather than seeking to accurately predict the future financial performance and position of the Subsidiary.

This Plan generates information which is used to guide decisions about ERA Water operations into the future. However, as with any long-term plan, the accuracy of this Plan is subject to many inherent influences. These variables and risks can be divided into three main groups:

6.1.1 External Influences – items outside of ERA Water’s control

Variable Environmental Conditions such as:

• Performance of the aquifer and the recovery efficiency; and

• Extreme weather events such as flooding and/or drought.

Unforeseen economic changes or circumstances such as:

• Interest rates fluctuations;

• Increases in the price of contractors / consumables; and

• SA Water’s pricing strategy and the decisions of the regulator(ESCOSA) relating to SA Water pricing.

Unforeseen political changes or circumstances such as:

• Changes to water licence conditions and charges;

• A change in the level of legislative compliance; and

• A lack of consensus between ERA Water and the Constituent Councilsin terms of future strategy.

6.1.2 Internal Influences – items that ERA Water can control:

• Speed at which external customers are sourced and connected to thescheme;

• Agreed service levels;

• Infrastructure Asset Management;

• Water Pricing Policy;

• Efficiencies in service delivery and administrative support; and

• Salaries and wages.

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6.2 Key Economic Assumptions

A number of significant factors have influenced the preparation of the Plan. The key assumptions underlying the Plan are as follows.

6.2.1 Cost Escalation

The Consumer Price Index (CPI) measures quarterly changes in the price of a 'basket' of goods and services which account for a high proportion of expenditure by the CPI population group (i.e. metropolitan households). The Reserve Bank of Australia has an inflationary target of between 2% and 3% per annum. CPI increases have been set at 2.3% for the life of the Plan, other than for electricity which has projected increases of 5.0% per annum.

6.2.2 Employee Costs

Employee costs include provisions for the following.

• General Manager salary

• Customer & Admin Support

Employee Costs have been increased by CPI over the life of the Plan.

6.2.3 Materials, Contracts and Other Expenses

Materials, Contracts and Other Expenses include provisions for administrative and operational expenditures on the following costs.

• Audit & Accounting

• Governance

• Bank charges

• Electricity

• Information technology

• Insurances

• Licencing and Testing

• Maintenance

• Office Expenses

• Professional Services

• Staff Amenities & Development

• Telecommunications and SCADA

• Contingency

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Overall, materials, contracts and other expenditure has been escalated at 2.3% over the life of the Plan, other than maintenance expenditure which is forecast to reduce from FY2020 levels.

This takes into account that a percentage of the operations and maintenance work undertaken in FY2020 related to commissioning activities and learning about how to optimise the system. It is expected that such ‘commissioning’ activities will continue to occur over the next three years and accordingly operations and maintenance activities are forecast to be higher than the long run operations and maintenance costs over this time period. Operations and maintenance costs are forecast to be $300k in FY2021, $250k in FY2022 and $200k in FY2023 before returning to the long run assumed operations and maintenance cost of $150k (in FY2018 dollars).

6.2.4 Finance

Based on the principle of intergenerational equity, the LTFP assumes that ERA Water will continue to be funded through a variety of debt facilities sourced from the Local Government Finance Authority.

On 28 June 2019, the ERA Water Board made a decision to restructure its existing debt facility into three separate loans:

• $5.0 million interest only loan, with an interest rate fixed for two years at2.70%;

• $5.0 million interest only loan, with an interest rate fixed for two years at2.90%;

• The remaining debt balance (currently $3.0 million) on a variableinterest rate CAD facility with an applicable interest rate at the time ofwriting of 2.45%.

The LTFP has calculated interest expenses in accordance with the above structure and assumed that at the end of the fixed terms, the interest only loans will revert to the applicable variable CAD rate at the time.

Interest rates on borrowings are modelled to commence at the current CAD rate of 2.45% in FY2021 and FY2022, increase to 3.00% between FY2023 and FY2025 and 4.0% from FY2026 onwards.

6.2.5 Asset Renewal and Replacement

ERA Water is forecasting to invest $0.400 million over the next three financial years with respect to network expansion and contributing towards additional reserve connections for external customers.

Contributions towards scheme extensions and external connections are investment decisions and will be judged on a case by case basis noting that any capital investments made by ERA Water will need to be supported by contracts for sale and achieve commercial rates of return.

Given the Scheme has only recently been constructed, there have been no other financial provisions to replace assets or to construct new assets over the ten year life of the LTFP. In time, ERA Water will develop Whole of Life Asset

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Management Plans for each major class of assets that will drive asset renewal decisions and financial planning.

A $50k per annum general provision for unforeseen additional capital expenditure has been provided for in each year of the LTFP along with a $25,000 capital provision for improvements to the current SCADA system in FY2021.

6.2.6 Debt / Interest

The closing balance of CAD borrowings decreases over the Plan period, peaking at approximately $15.170 million at the end of FY2021/22 and steadily reducing to $11.870 million in FY2030.

The debt cap imposed on ERA Water by the Constituent Councils is $15.300 million. Poorer than expected trading in FY2020, mainly as a result of delays to Constituent Council connections and drier than expected weather conditions, has meant that ERA Water is at a high risk of exceeding the debt cap on or by Q1 of FY2022.

Cashflow improvement strategies or additional financing is likely to be required to ensure the continued solvency of ERA Water.

6.2.7 Depreciation

Depreciation is an allowance that represents the consumption of an assets service potential, or, put simply, its wear and tear. Depreciation is based on the written down replacement value of an asset.

Under accounting standards, ERA Water will be required to undertake an independent valuation of its major asset classes every five years. For modelling purposes, the Plan assumes that the assets are revalued in FY2024 and FY2029. The revaluation is based on a 2.3% uplift per year (equivalent of CPI).

Depreciation is calculated on a straight-line basis based on the relevant asset classes within the Scheme.

6.2.8 Water Pricing

The price of water in the LTFP is tied to the lower of the SA Water Price and the price calculated under the principles of ‘full cost recovery’. ERA Water is not modelled to achieve full cost recovery at a water price which is less than SA Water until FY2031.

During 2019, an external review of SA Water’s regulated asset base revealed an overvaluation of SA Water’s assets. The impact of the subsequent revaluation is expected to result in a short-term decrease in SA Water prices, however the exact amount is currently unknown.

The LTFP accordingly assumes a SA Water price of $3.352 per KL in FY2021 (which is a 1.8% decrease on the FY2020 price) with an assumed 2.3% increase in water prices for every proceeding year in the LTFP.

ERA Water may generate more or less revenue over the LTFP model if SA Water prices do not move in accordance with the forecast in the LTFP model.

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6.2.9 Water Volumes

The chart below shows the assumed levels of water sales and the modelled volume of water available for sale. This model assumes average rainfall conditions over the LTFP period and that the scheme operates in accordance with its design specification.

The LTFP assumes that the maximum volume of water that can be supplied is 454ML per annum which is an amount based on the scheme performing to its design specifications and with ‘average’ levels of rainfall. ERA Water is licensed to sell up to 500ML of water per annum. If additional production efficiencies can be achieved or additional water sourced, there is an opportunity to increase sales up to 500ML which would significantly increase the financial viability of the scheme.

100 100 100 100 100 100 100 100 100 100 100

77 77 77 77 77 77 77 77 77 77 77 28 28 28 28 28 28 28 28 28 28 28

92 176

249 249 249 249 249 249 249 249 249 296

381

454 454 454 454 454 454 454 454 454

-

100

200

300

400

500

600

700

800

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31

ML

Water VolumesBurnside

NPSP

Walkerville

Total Other Customers

Volume available for sale(ML)

Total Volumes Sold

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7. FINANCIAL STATEMENTS

Statement of Comprehensive IncomeERA Water LTFP

$ FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31

Budget Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst

IncomeUser Charges

Water Sales ERA Councils 701,392 717,524 734,027 750,910 768,180 785,849 803,923 822,413 841,329 860,679 858,366

Water Sales Other Customers 260,668 512,926 742,365 759,439 776,906 794,775 813,055 831,755 850,885 870,456 890,476

Grants, Subsidies and Contributions - - - - - - - - - - -

Investment Income - - - - - - - - - - -

Total Income 962,060 1,230,450 1,476,392 1,510,349 1,545,087 1,580,624 1,616,978 1,654,168 1,692,214 1,731,135 1,748,842

ExpensesEmployee Costs 102,000 103,680 106,064 108,504 110,999 113,552 116,164 118,836 121,569 124,365 127,225

Materials, Contracts & Other Expenses 568,500 537,226 496,668 466,468 480,322 494,651 509,474 524,811 540,680 557,105 574,107

Depreciation & Amortisation 469,833 473,296 475,796 477,224 524,712 525,427 526,141 526,855 522,796 571,995 572,709

Finance Costs 408,606 393,920 450,100 518,116 435,600 562,000 547,200 532,655 514,000 495,200 474,800

Total Expenses 1,548,939 1,508,122 1,528,628 1,570,311 1,551,634 1,695,630 1,698,979 1,703,157 1,699,046 1,748,665 1,748,842

Operating Surplus / (Deficit) (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530) -

Amounts Received Specifically for New or Upgraded Assets - - - - - - - - - - -

Net Surplus / (Deficit) (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530) -

Other Comprehensive Income

Amounts which will not be reclassified to operating result - - - - - - - - - - -

Impairment expense - - - - - - - - - - -

Total Comprehensive Income (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530) -

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200327 BOARD 5.2 LONG TERM FINANCIAL PLAN ATTACH A

Page 11

Balance SheetERA Water LTFP

$ FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst

AssetsCurrent Assets

Cash & cash equivalents 167,302 172,927 166,486 163,748 161,913 152,333 146,472 144,339 140,304 134,769

Trade & Other Receivables - - - - - - - - - -

Total Current Assets 167,302 172,927 166,486 163,748 161,913 152,333 146,472 144,339 140,304 134,769

Non-current Assets

Financial assets - - - - - - - - - -

Infrastructure, property, plant & equipment 21,225,467 20,952,172 20,626,376 22,631,394 22,156,681 21,681,255 21,205,114 20,728,259 22,694,485 22,172,490

Total Non-current Assets 21,225,467 20,952,172 20,626,376 22,631,394 22,156,681 21,681,255 21,205,114 20,728,259 22,694,485 22,172,490

Total Assets 21,392,770 21,125,098 20,792,862 22,795,141 22,318,594 21,833,588 21,351,586 20,872,598 22,834,789 22,307,259

LiabilitiesCurrent Liabilities

Trade & Other Payables (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383)

Provisions - - - - - - - - - -

Borrowings - - - - - - - - - -

Total Current Liabilities (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383) (1,383)

Non-current Liabilities

Trade & Other Payables - - - - - - - - - -

Borrowings 15,160,000 15,170,000 14,890,000 14,520,000 14,050,000 13,680,000 13,280,000 12,850,000 12,380,000 11,870,000

Total Non-current Liabilities 15,160,000 15,170,000 14,890,000 14,520,000 14,050,000 13,680,000 13,280,000 12,850,000 12,380,000 11,870,000

Total Liabilities 15,158,617 15,168,617 14,888,617 14,518,617 14,048,617 13,678,617 13,278,617 12,848,617 12,378,617 11,868,617

NET ASSETS 6,234,153 5,956,481 5,904,245 8,276,524 8,269,977 8,154,971 8,072,969 8,023,981 10,456,172 10,438,642

EquityAccumulated Surplus 6,821,032 6,234,153 5,956,481 5,904,245 5,844,282 5,837,735 5,722,729 5,640,727 5,591,739 5,584,908

Net Surplus (Deficit) (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530)

Asset Revaluation Reserves - - - 2,432,242 2,432,242 2,432,242 2,432,242 2,432,242 4,871,265 4,871,265

TOTAL EQUITY 6,234,153 5,956,481 5,904,245 8,276,524 8,269,977 8,154,971 8,072,969 8,023,981 10,456,172 10,438,642

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Page 12

Statement of Cash FlowsERA Water LTFP

$ FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31

BR2 Budget Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst

Cash Flows from Operating ActivitiesReceipts

Water Sales ERA Councils 702,649 717,524 734,027 750,910 768,180 785,849 803,923 822,413 841,329 860,679 858,366

Water Sales Other Customers 260,668 512,926 742,365 759,439 776,906 794,775 813,055 831,755 850,885 870,456 890,476

Other receipts - - - - - - - - - - -

Investment Income - - - - - - - - - - -

Payments

Employee costs (102,000) (103,680) (106,064) (108,504) (110,999) (113,552) (116,164) (118,836) (121,569) (124,365) (127,225)

Materials, contracts & other expenses

Fixed Operating Costs (133,000) (139,188) (142,390) (145,665) (149,015) (152,442) (155,948) (159,535) (163,205) (166,958) (170,798)

Operational Costs (435,500) (398,038) (354,278) (320,803) (331,307) (342,209) (353,526) (365,275) (377,476) (390,147) (403,309)

Finance Payments (408,606) (393,920) (450,100) (518,116) (435,600) (562,000) (547,200) (532,655) (514,000) (495,200) (474,800)

Net cash provided by (or used in) Operating Activities (115,789) 195,624 423,560 417,261 518,165 410,420 444,140 477,867 515,965 554,465 572,709

Cash Flows from Investing ActivitiesReceipts

Amounts Received Specifically for New Assets - - - - - - - - - - -

Payments

Expenditure on new/upgraded Assets (225,000) (200,000) (150,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000)

Net cash provided by (or used in) Investing Activities (225,000) (200,000) (150,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000)

Cash Flows from Financing ActivitiesReceipts

Proceeds from Borrowings 370,000 10,000 - - - - - - - - -

Payments

Repayment of borrowings - - (280,000) (370,000) (470,000) (370,000) (400,000) (430,000) (470,000) (510,000) (530,000)

Net cash provided by (or used in) Financing Activities 370,000 10,000 (280,000) (370,000) (470,000) (370,000) (400,000) (430,000) (470,000) (510,000) (530,000)

Net Increase (Decrease) in cash held 29,211 5,624 (6,440) (2,739) (1,835) (9,580) (5,860) (2,133) (4,035) (5,535) (7,291)

Cash and cash equivalents at beginning of period 138,091 167,302 172,927 166,486 163,748 161,913 152,333 146,472 144,339 140,304 134,769

Cash and cash equivalents at end of period 167,302 172,927 166,486 163,748 161,913 152,333 146,472 144,339 140,304 134,769 127,479

Cash Movement before movement in borrowings (rounded) (350,000) (10,000) 280,000 370,000 470,000 370,000 400,000 430,000 470,000 510,000 530,000

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Page 13

8. FINANCIAL INDICATORS

The following key financial indicators have been identified to inform stakeholders of the financial performance and health of the Subsidiary.The performance in each year of the LTFP against the six financial indicators is shown below. The ERA Water Board is yet to set a targetlevel of performance for each financial indicator.

Financial IndicatorsERA Water LTFP

$ FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst

YTG 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

1) Operating Surplus RatioOperating Surplus Ratio (61.0%) (22.6%) (3.5%) (4.0%) (0.4%) (7.3%) (5.1%) (3.0%) (0.4%) (1.0%)

2) Net financial liabilities ratioNet financial liabilities ratio 1576% 1233% 1009% 961% 909% 865% 821% 777% 732% 686%

3) Liabilities as percentage of credit limitLiabilities as percentage of credit limit 99% 99% 97% 95% 92% 89% 87% 84% 81% 78%

4) Asset funding ratioAsset funding ratio 209% 237% 317% 954% 1049% 1051% 1052% 1054% 1046% 1144%

5) Asset sustainability ratioAsset sustainability ratio 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

6) Interest cover ratioInterest cover ratio (1.4 x) (0.7 x) (0.1 x) (0.1 x) (0.0 x) (0.2 x) (0.1 x) (0.1 x) (0.0 x) (0.0 x)

Financial Indicator comments:

Total Comprehensive Income Generated (base case)

2) Net financial l iabilities calculated as total l iabilities less financial assets divided by Adjusted Income.

3) Net financial l iability as percentage of ERA Water debt l imit imposed by the Constituent Councils.

4) Capital expenditure on renewal or replacement assets as a percentage of annual depreciation expenditure.

5) Planned capital expenditure over the 70 year scheme life as percentage of total asset value. Currently assumed at 100% as ERA Water is fully depreciating its asset base over the assessed useful l ife.

6) Interest expense as a percentage of Adjusted Income.

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Page 14

9. MODELLED SAVINGS FOR CONSTITUENT COUNCILS

ERA Water intends to supply Constituent Councils with water at a price lower than the price charged by SA Water.

Based on the assumptions in the LTFP, the following table estimates the savings for each Constituent Council over the LTFP period.

ERA Water

Calculated savings for each Constituent Council FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31

Burnside - - - - - - - - - - 10,802

NPSP - - - - - - - - - - 8,282

Walkerville - - - - - - - - - - 3,025

Total Comprehensive Income Generated (base case) - - - - - - - - - - 22,109

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Page 15

10. SENSITIVITY/SCENARIO ANALYSIS

ERA Water has undertaken scenario analysis on the impact of a lower and upper bound of injection volumes and the impact that a change to injection volumes would have on the financial performance of ERA Water. The lower and upper bound could result from a series of dry or wet years, a change to the efficiency of the scheme, a change to the injection capacity of the scheme or a combination of all of the above factors. However, it should not be interpreted as being a ‘best’ and ‘worst’ case scenario as there are many variables which can impact the future performance of the scheme. The ‘Design Scenario’ represents the assumptions in the LTFP and is based on ‘average’ rainfall and the scheme operating in accordance with its design. The scenario analysis shows the modelled closing inventory and comprehensive income generated (profit / loss) of the scheme under the design, upper and lower limit scenarios.

Scenario Analysis FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

Design Scenario

Volumes Supplied (kL) - Average 1 296,170 380,670 453,670 453,670 453,670 453,670 453,670 453,670 453,670 453,670

Closing Inventory (kL) - Average 1 217,430 290,360 290,290 290,220 290,150 290,080 290,010 289,940 289,870 289,800

Comprehensive Income Generated - Average 1 (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530)

Upper Limit Scenario

Volumes Supplied (kL) - Wet 2 296,170 380,670 453,670 453,670 453,670 453,670 453,670 453,670 453,670 453,670

Closing Inventory (kL) - Wet 2 308,080 471,660 562,240 652,820 743,400 833,980 924,560 1,015,140 1,105,720 1,196,300

Comprehensive Income Generated - Wet 2 (586,879) (277,672) (52,236) (59,963) (6,547) (115,007) (82,001) (48,988) (6,831) (17,530)

Lower Limit Scenario

Volumes Supplied (kL) - Dry 3 296,170 379,830 308,000 308,000 308,000 308,000 308,000 308,000 308,000 308,000

Closing Inventory (kL) - Dry 3 71,830 - - - - - - - - -

Comprehensive Income Generated - Dry 3 (586,879) (280,120) (486,534) (517,787) (488,653) (636,366) (635,655) (636,257) (628,616) (675,964)

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Page 16

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1 2 3 4 5 6 7 8 9 10

Vo

lum

es s

up

pli

ed (k

L)

Clo

sin

g In

ven

tory

(kL)

Axis Title

Water Volume Scenarios - Closing Inventory

Volumes Supplied (kL) - Average Volumes Supplied (kL) - Wet Volumes Supplied (kL) - Dry

Closing Inventory (kL) - Average Closing Inventory (kL) - Wet Closing Inventory (kL) - Dry

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

(800,000)

(700,000)

(600,000)

(500,000)

(400,000)

(300,000)

(200,000)

(100,000)

-

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

Vo

lum

es S

up

lied

(kL)

Co

mp

reh

ensi

ve I

nco

me

($)

Water Volume Scenarios - Comprehensive Income Generated

Volumes Supplied (kL) - Average Volumes Supplied (kL) - Wet Volumes Supplied (kL) - Dry

Comprehensive Income Generated - Average Comprehensive Income Generated - Wet Comprehensive Income Generated - Dry

45109

Meeting: Board

Date: 27 March 2020

Subject: 5.3 – Budget 2021

Decision Report

Briefing by: M Richardson/R English

Attachments: A – Budget 2021

Recommendation

That the Board approve the Budget for 2021. The budget is required by the ERAW Charter to be submitted to the Constituent Councils by 31 March 2020.

46110

1

DRAFT BUDGET FY2021.v2 1. INTRODUCTION

This budget had been prepared to meet the specific requirements of the ERA WaterCharter which requires ERA Water to prepare and submit a draft budget to theConstituent Councils for the ensuing financial year by no later than 31 March.

The budget must be adopted by 30 June of each year by unanimous approval of theConstituent Councils.

This budget sets out the range of assumptions that have informed the budget with theresulting budgeted financial statements shown in Attachment A.

2. WATER SUPPLY AND DEMAND ASSUMPTIONS

2.1 Water Supply

2.1.1 The budget assumes that 454ML of water will be captured and available for sale in FY2021 (and beyond) based on an assumed 648ML of injection at a 70% recovery efficiency.

2.1.2 648ML of injection is based on an ‘average’ rainfall year.

2.1.3 The 70% assumed recovery efficiency is based on the scheme design assumptions and is yet to be proven based on actual performance of the aquifer.

2.1.4 The opening volume of water that is assumed to be available in the aquifer at the start of the FY2021 irrigation season is 60ML. The actual balance of water available will be dependent on climatic conditions and Constituent Council usage for the last few months of FY2020.

2.2 Water Demand

2.2.1 Constituent Councils have entered into ‘take or pay’ water supply

arrangements with ERA Water based on the following volumes.

City of Burnside 100 ML

City of Norwood Payneham & St Peters 76.67 ML

Town of Walkerville 28 ML

Total volume sold to ERA Water Councils 204.67 ML

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2.2.2 ERA Water is currently negotiating with a number of external customers to supply water during the FY2021 irrigation season.

2.2.3 The budget assumes that 91.5ML will be sold to external customers in FY2021.

2.2.4 ERA Water may be in a position to secure and connect more external customers to the network by the FY2021 irrigation season. This will be dependent on current negotiations with customers, in particular the Department of Education and the ability for ERA Water to have these connections in place for all or part of the irrigation season.

2.3 Scenario analysis

2.3.1 Scenario analysis has been undertaken based on an upper and lower limit of water captured using a dry and wet year scenario.

2.3.2 The water available for sale in FY2021 under the dry and wet years scenarios would range between 308ML and 544ML respectively. This would mean that even under the dry year scenario, there should still be sufficient water available to meet budgeted demand.

3. INCOME

3.1 Water pricing

The price of water is tied to the lower of the SA Water Price and the price calculated under the principles of ‘full cost recovery’. ERA Water is not expected to achieve full cost recovery at a water price which is less than SA Water in FY2021.

During 2019, an external review of SA Water’s regulated asset base showed SA Water’s asset base to be overvalued. Based on the subsequent revaluation, SA Water’s draft FY2021 water pricing submission to ESCOSA proposed a 1.8% reduction in water prices in FY2021 from FY2020 levels. This proposal has recently been rejected by the regulator.

In the absence of further clarity, our budget assumes a SA Water price of $3.352 per KL which is a 1.8% reduction from the FY2020 SA Water price. The actual price charged in FY2021 will need to be adjusted based on the actual SA Water price which has yet to be agreed.

The budget assumes that Constituent Councils are charged the full SA Water price and that external customers are charged a discounted rate of 85% of the SA Water price as mechanism to encourage external connections to the scheme.

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3

3.2 Water Supply Charge

A supply charge of $308.53 per constituent council connection per annum has been included in the budget which is based on the current SA Water connection charge inflated by 2.3%.

Due to the uncertainty surrounding the number of external connections and whether a supply charge should be levied on those connections, no water supply charge has been included in the budget in relation to external customers.

3.3 Grants and Investments

There is no forecast income expected from either grants or investments for FY2021.

ERA Water may receive a member distribution from the LGFA or LGA Mutual Liability Scheme however such as distribution has not been budgeted.

3.4 Income summary

The forecast income from water sales is shown below in Table 1.

TABLE 1: INCOME FROM WATER SALES TO CONSTITUENT COUNCILS

Constituent Council Revenue

City of Norwood, Payneham & St Peters $256,965

Town of Walkerville $93,844

City of Burnside $335,157

Constituent Council Supply charge $15,427

Sales to external customers $260,668

Total Income $962,060

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4. EXPENSES

4.1 Employee Costs

TABLE 2: EMPLOYEE COSTS

ITEM AMOUNT KEY ASSUMPTIONS

General Manager $95,000 Cost for the position of General Manager on a part time basis.

Admin and Board Secretarial Support

$7,000 Assumes that some paid administration and secretarial support will be provided to the GM.

Total Employee Costs $102,000

4.2 Materials, Contract & Other Expenses

Table 3: Fixed operating Expenses


Audit and Accounting

$18,000 $5,000 for external auditing of ERA Water’s accounts for

FY2021. $13,000 payment to City of Burnside to partially subsidise accounting and bookkeeping services being provided.

Governance $16,000 Chairman $12,000 plus $4,000 provision for two independent audit committee members.

Bank Charges $500 Provision for bank charges.

ICT $2,500 Provision for miscellaneous IT costs and software.

Insurances $40,000 Based on FY2020 actual costs with an allowance for inflation.

Office Expenses

$1,000 Provision

Premises $0 NPSP providing premises to ERA Water for $nil.

Professional Services

$50,000 Financial and strategic management support - $18,000 Provision for legal services in relation to external customer sales contracts and updates to the Charter - $20,000 Other professional services - $12,000

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5


Staff Amenities and Development

$2,500 Provision

General Expenses

$2,500 Provision

Total Fixed Operating Expenses

$133,000

TABLE 4: Operating Expenses

ITEM AMOUNT KEY ASSUMPTIONS Operations & Maintenance Services

$300,000 Includes $180k provision for scheme maintenance and landscaping contractors and $120k for engineering and operations support contractors. These amounts have yet to be formally negotiated with suppliers.

Electricity $ 100,000 Assumption is that electricity consumption will be broadly in line with current year with a small allowance for additional activity.

Licencing and testing

$15,000 $4,000 provision for EPA Licence and $11,000 for development of MARART and other licensing requirements.

Telecoms & SCADA

$20,500 Assumption based on FY2020 Telstra charges.

Total Operating Expenses

$435,500

4.3 Depreciation and Amortisation

4.3.1 Depreciation for FY2021 has been calculated at $469,833 with reference to the useful life estimates by asset class shown in Table 5.

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TABLE 5: Asset Useful Lives

4.4 Finance Costs

Interest expense is forecast to be $408,606. This is calculated using the following assumptions:

4.4.1 $5.0 million fixed rate facility at 2.7% per annum (originally a two year fixed term);

4.4.2 $5.0 million fixed rate facility at 2.9% per annum (originally a five year fixed term);

4.4.3 Remaining at call debt assumed to incur an interest rate of 2.45% per annum which is the current CAD rate.

5. CASH AND CAPITAL

5.1 Capital Expenditure

5.1.1 A capital expenditure provision of $0.150 million is provided to support additional external customer connections in FY2021.

5.1.2 The amount contributed to each external connection will need to be negotiated with the individual customer and will likely be a function of the agreed price of water, the volume of water required and the actual cost of connections and could vary from customer to customer.

5.1.3 There is also a $50k general capital provision and a $25k provision for upgrades to the SCADA system.

Asset Class Sub Asset Class Years Depn Rate

Civil Assets CA - Biofilters and Wetlands 50 2.0%

CA - Bores (excluding pumps) 70 1.4%

CA - Buildings (including foundations) 50 2.0%

CA - Earthworks 70 1.4%

CA - Fencing 30 3.3%

CA - Landscaping and Plantings 10 10.0%

CA - Pipelines and Pipework 70 1.4%

CA - Roadways and Paving 50 2.0%

CA - Stormwater Structures 50 2.0%

CA - Tanks / Chambers / Manholes 50 2.0%

Electrical Assets EA - Electrical conduits / cables / pits 70 1.4%

EA - Switchboards and Transformers 25 4.0%

Instrumentation and Control Assets IA - Flow Meters and Water meters 15 6.7%

IA - Online instrumentation 15 6.7%

IA - SCADA System and PLC’s 15 6.7%

IA - Security and fire detection equipment 15 6.7%

IA - Telemetry equipment 15 6.7%

ICT Assets IT - Computer Hardware 5 20.0%

IT - Computer Software 5 20.0%

Mechanical Assets MA - Pumps and pump sets 20 5.0%

MA - Valves 20 5.0%

Sunk Costs SC - Sunk Costs 70 1.4%

Specialised Water Treatment Equipment WT - UV disinfection systems 20 5.0%

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5.2 Cash Position

5.2.1 Net cash from operating activities is forecast to be a ($115,789) cash operating deficit.

5.2.2 Net cash from investing activities is forecast to be ($225,000) on account of budgeted capital expenditure.

5.2.3 Net cash from financial activities is forecast to be $370,000 to finance the capital expenditure.

5.2.4 The forecast closing debt level is $15.160 million which is $0.140 million below the existing debt cap of $15.300 million.

5.2.5 Table 6 shows the forecast monthly closing cash position based on the budget.

TABLE 6: Monthly closing cash position

5.2.6 While it is modelled that ERA Water will remain within the debt cap for the FY2021 year, there is limited headroom to deal with any future shocks or below budget performance.

5.2.7 The potential cashflow management strategies that could be implemented by ERA Water to manage operations within the debt limit include:

5.2.7.1 Prepayment of water by Constituent Councils

5.2.7.2 Spending less than budgeted on operations and maintenance

5.2.7.3 Spending less than budgeted on external customer connections

5.2.7.4 Managing payment terms with core suppliers

5.2.7.5 Deferring non essential work

5.2.8 Even with these mitigations there is a risk that ERA Water will require additional funding to trade throughout FY2021.

5.3 Equity

Historical accumulated surpluses have been derived from the grant funding received from the Federal Government to fund the construction of the scheme. Net Surplus / Deficit represents the movement in the Operating Statement for the budget year.

$ Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21

Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst Fcst

Mnth 1 Mnth 2 Mnth 3 Mnth 4 Mnth 5 Mnth 6 Mnth 7 Mnth 8 Mnth 9 Mnth 10 Mnth 11 Mnth 12


Trade & Other Payables - - - - - - - - - - - -

Borrowings 14,890,000 15,000,000 15,220,000 15,250,000 15,220,000 15,230,000 15,090,000 14,950,000 14,970,000 14,940,000 14,980,000 15,160,000

Total Non-current Liabilities 14,890,000 15,000,000 15,220,000 15,250,000 15,220,000 15,230,000 15,090,000 14,950,000 14,970,000 14,940,000 14,980,000 15,160,000

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6. SENSITIVITY

6.1 Water availability

Even under dry conditions, ERA Water expects to have water available to supply Constituent Council demand and the forecast level of demand from external customers.

The forecast amount of water available at the end of FY2021 under an average, dry and wet years scenario is shown below:

60,000 60,000 60,000

217,430

308,080

71,830

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

Closing Inventory (kL) -Average

Closing Inventory (kL) -Upper

Closing Inventory (kL) -Lower

Forecast closing water volumesFY20 FY21

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ATTACHMENT A: Financial Statements

Statement of Comprehensive IncomeERA Water LTFP

$ FY21

Budget

IncomeUser Charges

Water Sales ERA Councils 701,392

Water Sales Other Customers 260,668

Grants, Subsidies and Contributions -

Investment Income -

Total Income 962,060

ExpensesEmployee Costs 102,000

Materials, Contracts & Other Expenses 568,500

Depreciation & Amortisation 469,833

Finance Costs 408,606

Total Expenses 1,548,939

Operating Surplus / (Deficit) (586,879)

Amounts Received Specifically for New or Upgraded Assets -

Net Surplus / (Deficit) (586,879)

Other Comprehensive Income

Amounts which will not be reclassified to operating result -

Impairment expense -

Total Comprehensive Income (586,879)

ERA Water

Calculated savings for each Constituent Council FY21

Burnside -

NPSP -

Walkerville -

Total Comprehensive Income Generated (base case) -

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10

Balance SheetERA Water LTFP

$ FY21

Fcst

AssetsCurrent Assets

Cash & cash equivalents 167,302

Trade & Other Receivables -

Total Current Assets 167,302

Non-current Assets

Financial assets -

Infrastructure, property, plant & equipment 21,225,467

Total Non-current Assets 21,225,467

Total Assets 21,392,770


Trade & Other Payables (1,383)

Provisions -

Borrowings -

Total Current Liabilities (1,383)


Trade & Other Payables -

Borrowings 15,160,000

Total Non-current Liabilities 15,160,000

Total Liabilities 15,158,617

NET ASSETS 6,234,153

EquityAccumulated Surplus 6,821,032

Net Surplus (Deficit) (586,879)

Asset Revaluation Reserves -

TOTAL EQUITY 6,234,153

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Statement of Cash FlowsERA Water LTFP

$ FY21

BR2

Cash Flows from Operating ActivitiesReceipts

Water Sales ERA Councils 702,649

Water Sales Other Customers 260,668

Other receipts -

Investment Income -

Payments

Employee costs (102,000)

Materials, contracts & other expenses

Fixed Operating Costs (133,000)

Operational Costs (435,500)

Finance Payments (408,606)

Net cash provided by (or used in) Operating Activities (115,789)

Cash Flows from Investing ActivitiesReceipts

Amounts Received Specifically for New Assets -

Payments

Expenditure on new/upgraded Assets (225,000)

Net cash provided by (or used in) Investing Activities (225,000)

Cash Flows from Financing ActivitiesReceipts

Proceeds from Borrowings 370,000

Payments

Repayment of borrowings -

Net cash provided by (or used in) Financing Activities 370,000

Net Increase (Decrease) in cash held 29,211

Cash and cash equivalents at beginning of period 138,091

Cash and cash equivalents at end of period 167,302

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Meeting: Board

Date: 27 March 2020

Subject: 5.4 Operations and Maintenance Contract

Decision Report


Attachments: A – Nil

Recommendation

That the Board consider the renewal of the Operations and Maintenance contract for ERAW. The current contract with Guidera O’Connor expires on 30 June 2020.

Background

The current Guidera O’Connor contract for the operations and maintenance of the project expires on 30 June 2020.

It is suggested that ERAW could ask for proposals from Guidera O’Connor to extend their contract for 6 to 12 months; refresh the list of work to be done under the contract, and then negotiate it to conclusion. Alternatively, the contract could be put to tender now for commencement on 1 July 2020. ERAW is advised that completing the tender, the tendering and selection process and operator training by 1 July 2020 whilst operating the system during injection, will be difficult and costly.

There is a concern that introducing a different contractor for operations and maintenance work, at a time when the completion of commissioning has yet to occur, could have negative consequences for the project. Guidera O’Connor are now experienced in our project, experience gained at our expense over the last three years. As was evident at the SCADA presentation to the Board on 28 February, 2020, projects such as ERAW’s will operate better over time as the operators become more experienced and small projects are completed to improve the operations. It is suggested that Guidera O’Connor has reached this stage of experience at ERAW.

A second difficulty with the tendering now approach is that the changeover of contractors will have to occur in the critical middle of the injection season, which will be very disruptive to operations and possibly result in loss of injection volumes. There will need to be a changeover period if another contractor wins the tender, where Guidera O’Connor teach the new contractor the system.

The suggested solution is as follows: - Negotiate 9 month extension of the contract with Guidera O’Connor. Their service

level and expertise provide the continuity that the project needs during the cominginjection season;

- Once the injection season is nearing its end, issue tenders and seek bids for a newcontract to run for 15 months to 20 June 2021;

- The changeover training period, if required, will then occur during the irrigationseason with the new contractor ready for injection by April 2021.

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The Guidera O’Connor costs and service levels have to date been within acceptable limits.

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Meeting: Board

Date: 27 March 2020

Subject: 6.1 Financial Statements

Information Report


Attachments: A – Financial Statements

Recommendation

That the Board note the financial statements for February 2020.

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February

Actual

February Budget

(per BR2) Variance Comments YTD February

YTD Budget

(per BR2) Variance

Full Year

Budget (BR2) Comments

Trading IncomeWater Sales - Constituent Councils 49,702 74,977 (25,275) Water sales of 14.6 ML were recorded against a

budget of 21.6 ML.

151,188 286,506 (135,318) 383,684 YTD water sales of approximately 40.6 ML against a YTD

budget of 81.0 ML. An additional 68ML of sales will be

required between March and June to achieve the revised

budget target. With all reserves now connected it is hoped

that Constituent Coucnil water use can meet or exceed the

adjusted budget target for the remainder of the year.

Water sales - Other - - - - - - - Total Income 49,702 74,977 (25,275) 151,188 286,506 (135,318) 383,684

Plus Other IncomeOther Income 5 - 5 59 - 59 -

Total Other Income 5 - 5 59 - 59 -

Operating ExpensesDepreciation and Amortisation 38,367 38,106 261 306,933 304,312 2,621 458,272 Electricity 8,869 6,667 2,202 Includes invoices from Origin that cross over with

new Infigen invoices, which is ERA Water's new

electricity retailer.

66,827 53,333 13,494 80,000

Legal Expenses - - - 950 - 950 - Interest Expense - - - 189,812 198,559 (8,747) 405,047 Interest rate reductions will result in a positive budget

variance. Licencing & Testing - 1,875 (1,875) 3,960 15,000 (11,041) 22,500 Maintenance 29,500 31,667 (2,167) February maintenance accounts not yet received.

WGA figures used as estimate.

269,702 253,333 16,368 380,000 YTD budget variance has reduced as one off commissioning

activities have slowed. Repairs - - - 31,484 - 31,484 - SADB repair made to ERA pipeline and costs to repair Scales

Pump Station. Potential to recover some of these costs via

insurance claim or from contractor. GM to provide update.

Premises - - - 2,750 - 2,750 - Relates to the creation of signage at Felixstow wetlands.

Telecommunications & Scada 1,678 2,367 (689) 13,616 18,933 (5,317) 28,400 Fixed Operating Costs Audit & Accounting 1,025 1,250 (225) 8,232 10,000 (1,768) 15,000 Bank Charges 4 83 (80) 19 667 (647) 1,000 Customer & Admin Support 2,066 1,250 816 Engagement with contractor to provide support on

ERA Water history project.

4,791 10,000 (5,209) 15,000

Employee Costs 8,213 7,673 540 64,817 61,380 3,437 92,070 Governance - 1,292 (1,292) 6,440 10,333 (3,894) 15,500 ICT - 458 (458) - 3,667 (3,667) 5,500 Insurance 2,861 3,333 (473) 14,279 26,667 (12,388) 40,000 Office Expenses 184 83 101 484 667 (183) 1,000 Staff Amenities 80 208 (128) 80 1,667 (1,587) 2,500 General 545 208 337 1,981 1,667 315 2,500 Professional Services 4,250 4,167 83 22,292 33,333 (11,042) 50,000

Total Fixed Operating Costs 19,227 20,006 (779) 123,414 160,047 (36,633) 240,070 Total Operating Expenses 97,641 100,688 (3,047) 1,009,448 1,003,518 5,931 1,614,289

Net Profit (47,934) (25,711) 22,224 (858,201) (717,012) 141,189 (1,230,605)

Profit & LossERA Water Regional Subsidiary

For the month ended 29 February 2020

Looking likely that overhead costs will come in under budget

for the year which will help to offset some of the potential

revenue variance.

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Meeting: Board

Date: 27 March 2020

Subject: 6.2 General Managers Report

Information Report


Attachments: A – Governance Calendar

_________________________________________________________________________

Recommendation

That the Board note the following General Manager’s Report.

Issues List and Comment

1. Charter ReviewThe Constituent Councils have provided responses to the request for their requirements for any changes to the ERAW Charter. A further meeting will be held once the Constituent Councils have considered the responses.

2. Sales Contracts – Constituent CouncilsBurnside’s queries were responded to on 11 December 2019 and we await their review. If amendments need to be made, all contracts will need to be amended and signed again. Burnside are requested to respond as soon as practicable as the signed contracts are required to reduce costs by reducing the costs of ESCOSA reporting.

3. Sales Contracts – Third Parties – ConfidentialThe draft third party sales contract has been supplied to potential customers and negotiations are being held with 5 possible purchasers listed below: Pembroke School Azzuri Soccer Club Campbelltown Council Port Adelaide Enfield Council Department of Education (17 schools as possible purchasers) No contracts have been signed yet.

4. Additional Bore CapacityDrilling of both additional bores is complete and the preliminary performance results of both are encouraging. It is estimated that the connection of the Hamilton bore to the ERAW system will be able to be accomplished within the amounts already approved in the 2020 budget. Design of the connections has commenced.

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5. MARART – Participation in Stormwater GroupAttended a meeting of the Stormwater group on 18 March 2020.

6. Audit CommitteeThe Town of Walkerville is currently engaged in the process of appointing a replacement for their current representative on the committee. Arranged an Audit Committee meeting on 12 March 2020 to consider the draft 2021 budget and Long Term Financial Plan. The Committee have made a number of suggestions of which some have been included in the draft 2021 Budget presented to this Board meeting.

7. History ProjectInformation provision to our contractor has continued and the product of her efforts has commenced. The product is yet to be assessed and her work will be suspended for the present.

9. Strategic PlanningProgress in planning awaits the results of the Stormwater project being run by the department of the Environment. This work promises to uncover opportunities for co-operation and coordination between the various projects in Adelaide. It may also be the precursor to opportunities for the rationalisation of the various projects. For ERAW it may prove useful. The first comprehensive report has been delayed for a second time and there is concern at what the quality of the report may be. Nevertheless, optimistically, it may achieve its goals. A number of meetings have been held with the Chair and WGA to clarify the scope of the options being considered in strategic planning

10. WGA Contract renewal/Operations and Maintenance ContractThe WGA contract expires on 31 March 2020 and I have requested a proposal for them to continue for 12 months. I believe that it would be premature to dispose of their services when there is still commissioning and more connections to be completed. If no alternative can be found the Guidera O’Connor contract should be put to tender for renewal. I have requested that a tender be prepared for issue for the Operations and Maintenance contract which Guidera O’Connor has until 30 June 2020.

11. SCADA. A presentation was arranged on the SCADA system on 28 February 2020and attended by some board members and Staff.

12. Construction of Connections. I have made contact with the construction arm of theLocal Government Association. They offer services which seem to be attuned toERAW needs for the construction of connections over time. They are wellexperienced in the work and can do new connections as and when needed. The costper connection is expected to be reduced.

13. Risk Register. The current version is very out of date and so it will be a major task toreview. I have completed a first pass and will complete a second pass before askingfor comment.

14. Insurance Claim: cable damage, Scales bore: site inspections were held and furtherdetails supplied to loss adjusters. I await the response to the claim.

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15. Presentation to NPSP Council meeting. The City of Norwood Payneham and StPeters request a presentation updating the project to their full council and I providedit on 5 February 2020.

16. Technical Committee: discussions have commenced to revive this committee.

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GOVERNANCE CALENDAR

Annual

31/3 Prepare and submit a draft Budget for the next year to the Constituent Councils – 5.1.1

30/6 Adopt Budget for next year unanimously – 5.1.2 Within 5 days adopted budget to Constituent Councils – 5.1.4

30/6 EPA Licence 50332 for 650 ML pa Annual Report to EPA (WGA)

30/6 Annual Business Plan to be prepared and adopted – 6.1.1

31/7 Marart report to be submitted (WGA)

30/9 Annual report including audited accounts – 6.2.3 Audited Fin Stats to Board 30/9 – 6.3.3

30/11 ESCOSA annual reporting requirements

Monthly Monthly reports to each Board meeting copies to Constituent Councils – 5.1.5

Budget review Budget reviews to be undertaken at intervals of not less than 3 months between 30/9 and 31/5. Suggest 31/10; 31/1; 30/4. – 5.1.6

LTFP an LTFP for at least 3 years must be submitted to Constituent Councils – 5.5.1 ERAW to do for each budget review 30/6

Audit Committee should meet before each budget review and the annual accounts.

Longer term dates

Section 28 Authorisation under the NRM Act; Department of Environment and Water for 500ML pa Expires 30/6/2021 Diarise 1/11/2020 to commence renewal process – WGA

Charter Review every 4 years first 21/7/19 7.6.1 next review 21/7/2023

Injection Licence WGA to renew in time – diary 15/01/2022 Expires 30/09/2022 Commence Review process 15/01/22

Policies Review Dates

Delegations 01/11/2023

Procurement 13/12/2023

Risk 13/12/2023

Asset management 13/12/2023

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Board and Audit Committee Membership Expiry Dates

Board

Bryan Jenkins 10th July, 2020

Kiki Cristol 1st January, 2020; extended by resolution of 161219 to 1st January, 2021;

Councillor Bishop 1st January, 2020; extended by resolution of 161219 to 1st January, 2022;

Councillor John Minney 31st October, 2020 CEO Mario Baronne 31st October 2020

Councillor Sarah Hughes 29th June 2021 Councillor Grant Piggott 29th June 2021

Audit Committee

Corinne Garrett - Chair 27 May 2020

Bryan Jenkins 22 August 2020

Roberto Bria 27 May 2020; resigned 26 August 2019

Brigid O’Neill 7 November 2021

Grant Piggott 7 November 2021

66130

Meeting: Board

Date: 27 March 2020

Subject: 6.3 Action Items Report

Information Report


Attachments: A – Action Items Report

Recommendation

That the Board note the Action Item Report

67131

ATTACHMENT A 200327 ERAW BOARD 6.3 ACTION ITEMS REPORT 24 February 2020

The General Manager to write to the Constituent Councils to seek their consideration for the adoption of BR2 as soon as possible

Letter written and BR2 provided to Constituent Councils. Item Complete

31 January 2020

That BRM Advisory be requested to provide a revised BR 2 which should be presented to a future Board meeting called to review it.

Revised BR 2 presented to Board meeting held on 24 February 2020 Item Complete

31 January 2020

General Manager to write to the Town of Walkerville requesting their nomination to the ERAW Audit Committee.

Letter sent 31 January 2020 Item Complete

13 December 2019

Approval of Procurement, Risk Management and Asset Management Policies subject to conditions that financial limits be included in the Procurement Policy and that all policies be considered by the Audit Committee.

To be provided Items signed at the Audit Committee. Item Complete

1 November 2019

The Board requested the General Manager to arrange a briefing for them with regard to the SCADA system.

Arrangements are being made to provide the Board with a briefing on the SCADA system. 200327 SCADA briefing presented on 280220 Item Complete

1 November 2019

The Board requested commencement by the General Manager of the task to write the history and parameters of ERAW from Inception to date and that an electronic copy be provided to the Constituent Councils

Information gathering has commenced. Analysis of the information by our contractor has commenced. 200327 Research continuing.

30 August 2019

That the General Manager draft a model sales contract for third parties to commence sales negotiations and make any agreed amendments to conclude the sale at a price equivalent to 85% of the SA Water price with flexibility to adjust the price if needed.

Contract draft prepared and settled with external solicitors. This draft is being used to commence negotiations with customers. Item Complete

28 June 2019 8.3 tenders be called for the drilling of additional bore capacity

Replacement bore commencement of the required investigations approved at the Board meeting of the 14th August,

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2019. Tenders will not be called until investigations are complete. 011119 investigations continuing. Recommendations from WGA for consideration at this meeting. Tenders were called and the winning tenderer appointed. Drilling commenced this week.

Item Complete

28 June 2019 8.5 Respond to the Constituent Council’s

recent correspondence.

8 February, 2019

4.1 GM to seek Councils co-operation to co-ordinate with ERA Water with respect to irrigation scheduling

Arrangements to co-ordinate irrigation scheduling are being discussed and formalised. Discussions commenced. In the 2019/2020 irrigation summer, with lower volumes, coordination will not be much required. At the commencement of the summer estimated allocations will be provided to Constituent Councils and then usage monitored automatically by data loggers, and instructions issued in response to information. Once third party sales commence, this will complicate matters. Each user will have to be scheduled at full production, as there will be insufficient pressure in the system for all to draw at once. Estimated production for 2019/202 summer will be established in September, 2019. As better estimates of production for the 2019/2020 summer are provided irrigation scheduling will be completed.

200131 Irrigation scheduling is unnecessary in this summer 2019/2020. This issue will be reviewed in 2020/2021.

69133

8 February, 2019

4.1 GM to arrange meeting with WGA to determine extent of operational data reporting

Meeting held operations reporting drafted and to be finalised with WGA. New format Operational Reports and interim reports now in place. As circumstances require further refinement will occur. Item Complete

10 December, 2018.

4.1 number 2. That the General manager make contact with the Azzuri Soccer Club in relation to its bore.

Awaiting return of NPSP CEO and meeting will then be arranged. With the delay in water production in FY 2018/2019 Azzuri have not yet been approached. When the Constituent Councils agree on future funding for ERAW this will be reviewed. GM and CEO of NPSP will now discuss with Azzuri. 200131 Meetings held with Azzuri with a view to it purchasing water next summer. The matter of them drawing ERAW water from the bore was raised but not pursued and the response was that that it would be unjust to ERAW. Their view is that they have a legal right. Negotiations continue. 200327 Negotiations continue. The contact has been made and pursued and it is suggested that this item be removed from the list.

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29 November 2017

5.1 Audit Committee Recommendations ERAW42/17-18 The Board agrees with the Audit Committees recommendation to undertake an independent assessment of the ERA Water Internal Financial Controls and an appropriate budget be allocated.

ToW to provide update. ToW were obtaining quotes to undertake assessment. Update required from Kiki Magro. General Manager to follow this issue up with Kiki Magro. BRM HOLDICH now performing financial tasks; controls to Australian accounting standards; item to be retained on Action List to review in 2019. To be referred to Audit Committee for review. 200131 Considered by the Audit Committee on 230120 – the committee noted the improved financial controls established by ERAW and the role of BRM Advisory in ensuring this. It is suggested that this item be considered as complete and removed from the List.

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4 November 2016

5.4 Licence Agreement Hamilton Reserve ERAW25/16-17 That the matter be deferred until the Board has received documentation from the Ministers office. and That access entitlements be written into any licence agreement.

As constructed drawings have been received. Lease agreement was revisited however put on hold due to election. WGA and GM to progress as soon as possible. Awaiting meeting with A Pierce at SA Water to progress discussions. First meeting held on 21st March, 2019. SA Water considering the best approach. Now awaiting second draft of licence agreement. Negotiations with SA Water continue. 011119 SA Water have asked for a delay in proceedings until the increased bore capacity has been established so that those new areas may be included in the licence. 200131 SA Water have now raised uncertainty about the methodology of providing the permission and are reconsidering their position. We await developments. 200327 awaiting SA Water developments

72136

Meeting: Board Date: 27 March 2020 Subject: 6.4 SCADA Information Report Briefing by: R English Attachments: A – SCADA Presentation

Recommendation

That the Board note the attached presentation provided to it on 28 February 2020. The scope of any improvements to the SCADA system now need consideration and costing.

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WATERPROOFING THE EASTSCADA SYSTEM PRESENTATION

74138

System Architecture• Telstra 3G WAN (Wide Area Network)

– Connects Embedded SCADA Server at Hamilton Pump Station to Remote Sites

– Connects PLC’s between Remote Sites

– Connects Remote Access PC at Walkerville Council to Embedded SCADA Server

– Provides Remote Monitoring / Programming Laptop Access to PLC’s & Embedded SCADA Server

– Provides paging Alarms from Remote Site PLC’s

• Ethernet LAN (Local Area Network)

– Connects Hamilton Pump Station PLC to Marden & Hamilton Bores and Drage Pump Station

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76140

77141

Paging System

– Each Remote Site 3G Modem has two inputs from the PLC initiating SMS Alarms

o Site Fault (any sub-system can no longer run)

o Site Power Fault (entire site is offline)

– 2 SMS Alarms per site

– Logic for Alarms is configured in the Remote Site PLC

– SMS Alarms alert operator to remotely access SCADA for investigation

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SCADA Pages (Screens)• Overview Mimic

• Drage Extraction Pump Station

• Hamilton Treatment and Storage Site

• Felixstow Reserve Treatment Site

• Marden & Hamilton Bores

• Scales Reserve Site

• Shakespeare Storage Site

• Langman Reserve Storage Site

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81145

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86150

87151

88152

SCADA Equipment / Sequence Control Pop-Ups– Configured for each Process Area,

– Configurable Equipment Setpoints,

– Displays Equipment Status,

– Displays Faults, Alarms, Interlocks Pre-Start Conditions

– Selections for Auto / Manual / Off,

– Selections for different Operating Modes (if applicable) i.e. Bore Injection, Extraction, Rest , Scour, Stop

– Fault Reset

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SCADA Device Control Pop-Ups– Configured for each Device Type (Pumps, Valves, Instruments)

– Displays Device Status,

– Displays Device Faults / Alarms,

– Selections for Auto / Manual,

– Selections for Manual Start / Stop,

– Provides Simulation Mode for Instrumentation

– Fault Reset

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SCADA Alarm Screens• Active Alarms

– Displays Alarm Description and Time of Alarm,

– Displays Time of Alarm Acknowledgment,

– Provision for Acknowledging Individual or All Alarms,

– Provision to Suppress / Unsuppress Alarms,

– Provision to Export Current Alarms

• Alarm History

– Displays Alarm Description and Time of Alarm, Time of Acknowledgment, Time Alarm Cleared

– Provision for 10,000 Alarm Entries

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SCADA Trend Screens• 25 Pre-Configured Trend Screens for Individual Process Areas

• Configured with process information from instrumentation

• Scalable from 1 minute to 1 year

• Data viewed can be “live” or “historic”

• Data can be selected or unselected as required

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SCADA Reporting• 10 Pre-Configured Reports

• 1 for each site

• All process information from instrumentation available for selection

• Data extracted from SCADA System at 1 minute intervals

• Data selection from 1 minute up to 1 year (10,000 entry limit)

• Data can be exported to Excel Spreadsheet

• All analogue values are recorded at 1 minute intervals and automatically exported to a CSV File daily, stored on Remote Access PC

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Benefits of SCADA / Control System• Allows continuous adjustment of system parameters to maximise harvest volume

• Allows continuous monitoring of Water Quality for EPA compliance

• Provides SMS Paging Alarms facilitating 24/7 monitoring

• Provides trending & reporting for continuous process adjustment / improvement

• Reduces amount of time needed onsite via Remote Access

• Monitors equipment Run Hours for maintenance requirements

• Provides “Simulation Mode” for failed instrumentation

• Provides Manual Operation of devices (Pumps, Valves, etc.) in emergency situations

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Improvements to SCADA / Control System (1)• Automatic creation of Daily Flow Totals Spreadsheet from exportable report data (daily

task during Harvest Season)

• Inclusion of Reserve Connection Water Meters (two days per month to read)

• Paging System updates to advise when equipment failure is affecting harvest volume (not just on Sub-System failure)

• Installation of continuous monitoring of Turbidity at Hamilton Injection Tank allowing “shandying” of water from Felixstow & Drage

• Remote Reset of Booster Pump Stations

• Simulation of UVT Analyser

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Improvements to SCADA / Control System (2)• Remove Simulation Mode interlock for non Water Quality Instruments (Tank / Bio-Filters

Levels)

• PID Control of Bore Injection Flow Rate based on Injection Tank level

• Upgrade to 4G

• Re-Arrangement of SCADA Pages into Logical Groups instead of Sites i.e. Extraction Page displaying Felixstow and Drage Extraction Pump Stations

• Display frequently operated Setpoints on Site Page instead of in Pop-Upi.e. Bore Injection Flow Rates / Bio-Filter Flow Rates

106170

QuestionsTHERE APPEARS TO BE INSUFFICIENT SYSTEM ARCHITECTURE WITH ERAW

• Installed System Architecture detailed in this presentation

• System installed is a mySCADA solution with my Reports which provides a SCADA system, data logging and a reporting system

• Items not included in Automation Contract Scope;– ERA Water Telstra WAN and VPN End-point

– ERA Water IT Infrastructure

– Configuration of a VPN on the laptop

107171

QuestionsTHE SPECIFICATIONS PROVIDED TO THE SUPPLIER UPON WHICH THEY BASED THEIR SYSTEM

DESIGN DO NOT APPEAR TO BE AVAILABLE

• System Design complies with requirements detailed in;– “ECI Brief (V2)”

– “Functional Design (Rev.B)”

• Current system was agreed as fit for purpose and a cost effective solution

• Current system is web based and customizable and upgradable

108172

QuestionsIT IS EXPECTED THAT WITH A PROPERLY OPERATING SCADA SYSTEM, THE FREQUENCY OF

ATTENDANCE AT SITE SHOULD REDUCE.

• The SCADA System is a tool to provide remote monitoring and control only

• Examples of tasks requiring site attendance;– Cleaning of Trash Racks, Water Quality Analysis (grab samples), Flushing of Bio-Filters,

Raking of Bio-Filters, Inspection / Cleaning / Calibration of Analytical Instrumentation (30 of installed), Greasing of Pumps, Reading of Council Flowmeters, Equipment Breakdowns , Removal of debris from Wetlands, Cleaning of A/C Filters, Cleaning and Pest Removal from Pump Stations, Security System Call-Outs, Coordination of contractors.

• Type of process requires continuous monitoring / adjustment to maximise Harvest Volumes

109173

Demonstration of “live” SCADA System

Video of flow down Third Creek after heavy rains

110174

Balance Sheet Test ERA Water Regional Subsidiary

Balance SheetERA Water Regional SubsidiaryAs at 29 February 2020

29 FEB 2020

AssetsBank

ERA Water Regional Subsidiary 23,905.49Total Bank 23,905.49

Current AssetsAccounts Receivable 45,132.13

Prepayments 2,860.69

Accrued Billings 49,702.28Total Current Assets 97,695.10

Fixed AssetsCivil Assets 13,373,307.72

Accumulated Depreciation Civil Assets (430,641.28)

Electrical Assets 1,316,245.00

Accumulated Depreciation Electrical Assets (25,304.00)

Instrumentation & Control Assets 213,546.00

Accumulated Depreciation Instrumentation (8,730.00)

Information Technology Assets 1,453.64

Mechanical Assets 2,260,501.85

Accumulated Depreciation Mechanical Assets (65,931.00)

Sunk Costs 4,346,233.28

Accumulated Depreciation Sunk Costs (36,219.00)

Water Treatment Equipment 199,169.90

Accumulated Depreciation Water Treatment Equipment (5,809.00)Total Fixed Assets 21,137,823.11

Total Assets 21,259,423.70


Accounts Payable 104,348.59

Accrued Expenses - Other 33,600.00

GST (43,834.89)

PAYG Withholdings Payable 2,868.00

Provision for Annual Leave (6,740.34)

Superannuation Payable 4,550.53

Suspense (415.89)

Loan 14,100,000.00Total Current Liabilities 14,194,376.00

Total Liabilities 14,194,376.00

Net Assets 7,065,047.70

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Balance Sheet

29 FEB 2020

Balance Sheet Test ERA Water Regional Subsidiary

EquityAccumulated Surplus 7,923,248.53

Current Year Earnings (858,200.83)

Total Equity 7,065,047.70

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Profit and Loss ERA Water Regional Subsidiary

Profit and LossERA Water Regional SubsidiaryFor the month ended 29 February 2020

FEB 2020

Trading IncomeWater sales - Burnside 15,715.41

Water sales - Norwood Payneham & St Peters 26,140.28

Water sales - Walkerville 7,846.59

Total Trading Income 49,702.28

Gross Profit 49,702.28

Other IncomeInterest Income - ERAW Account 4.52

Total Other Income 4.52

Operating ExpensesAudit & Accounting 1,025.00

Bank Charges 3.50

Customer & Admin Support 2,065.09

Depreciation 38,366.66

Electricity 8,869.01

Employee Costs 7,500.00

Insurance 2,860.67

Maintenance 29,500.00

Office Expenses 184.04

Printing & Stationery 79.91

Professional Services 4,250.00

Subscriptions 545.45

Superannuation 712.50

Telecommunications & Scada 1,678.15

Total Operating Expenses 97,639.98

Net Profit (47,933.18)

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Profit and Loss ERA Water Regional Subsidiary

Profit and LossERA Water Regional SubsidiaryFor the 8 months ended 29 February 2020

JUL 2019-FEB 2020

Trading IncomeWater sales - Burnside 33,263.35

Water sales - Norwood Payneham & St Peters 64,929.49

Water sales - Walkerville 52,995.43

Total Trading Income 151,188.27

Gross Profit 151,188.27

Other IncomeInterest Income - ERAW Account 59.35

Total Other Income 59.35

Operating ExpensesAudit & Accounting 8,232.00

Bank Charges 19.25

Customer & Admin Support 4,791.00

Depreciation 306,933.28

Electricity 66,827.24

Employee Costs 60,000.00

General Expenses 1,435.81

Governance 6,439.64

Insurance 14,278.85

Interest Expense 189,812.32

Legal expenses 950.00

Licencing & Testing 3,959.50

Maintenance 269,701.75

Office Expenses 483.73

Premises 2,750.00

Printing & Stationery 79.91

Professional Services 22,291.60

Repairs and Maintenance 31,484.37

Subscriptions 545.45

Superannuation 4,816.50

Telecommunications & Scada 13,616.25

Total Operating Expenses 1,009,448.45

Net Profit (858,200.83)

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Statement of Cash Flows ERA Water Regional Subsidiary

Statement of Cash FlowsERA Water Regional SubsidiaryFor the month ended 29 February 2020

FEB 2020

Operating ActivitiesReceipts from customers 49,702.28

Payments to suppliers and employees (108,171.99)

Cash receipts from other operating activities (19,456.59)

Net Cash Flows from Operating Activities (77,926.30)

Investing ActivitiesProceeds from sale of property, plant and equipment 38,366.66

Payment for property, plant and equipment (177,714.11)

Other cash items from investing activities (38,866.99)

Net Cash Flows from Investing Activities (178,214.44)

Financing ActivitiesOther cash items from financing activities 17,086.74

Net Cash Flows from Financing Activities 17,086.74

Net Cash Flows (239,054.00)

Cash and Cash EquivalentsCash and cash equivalents at beginning of period 262,959.49

Cash and cash equivalents at end of period 23,905.49

Net change in cash for period (239,054.00)

179

Statement of Cash Flows ERA Water Regional Subsidiary

Statement of Cash FlowsERA Water Regional SubsidiaryFor the 8 months ended 29 February 2020

JUL 2019-FEB 2020

Operating ActivitiesReceipts from customers 357,710.68

Payments to suppliers and employees (929,523.51)

Cash receipts from other operating activities (13,344.64)

Net Cash Flows from Operating Activities (585,157.47)

Investing ActivitiesProceeds from sale of property, plant and equipment 76,733.32

Payment for property, plant and equipment (470,878.07)

Other cash items from investing activities (97,695.10)

Net Cash Flows from Investing Activities (491,839.85)

Financing ActivitiesOther cash items from financing activities 1,070,287.70

Net Cash Flows from Financing Activities 1,070,287.70

Net Cash Flows (6,709.62)

Cash and Cash EquivalentsCash and cash equivalents at beginning of period 30,615.11

Cash and cash equivalents at end of period 23,905.49

Net change in cash for period (6,709.62)

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Chairman and CEO Report January 2020

City of Unley

Introduction

To ensure that each ERA Council is kept informed on the progress of initiatives, update reports are to be presented to the member Councils. This report details activity for the period March to December 2019.

Activity

1. Business SA – Strategic Vision and Opportunities for Collaboration

At their August 2019 meeting, the CEOs received a presentation from Martin Haese, CEO of Business SA. Business SA is a private organisation which provides advocacy services for businesses and is supported by a professional services group. The organisation provides professional services to Councils and businesses including:

• Building business capability through training and education programs.

• Workplace safety audit and compliance.

• Workplace relations and employer obligations.

• Business SA Today updates, news, information and staff giveaways.

• Apprentice and Trainee sourcing and ongoing support. Their Business Advisory Service assists Members with consultants who are experts in their field in the key areas of:

• Workplace safety audit and compliance.

• Workplace relations and obligations.

• Injury management.

• Individual case management (on behalf of the employer).

• Business SA is also part of the Apprenticeship Support Australia funding program. They are currently looking at multi-channelling and digitisation of their services, particularly with training. Integrating a Business SA online service, via for example YouTube or podcasts are opportunities they would like to pursue, and they are undertaking a mapping exercise of all of their products to see what ones they should focus on with respect to multi-channelling. They would like to craft a partnership strategy and work a lot closer with Local Government without replicating work already undertaken by Councils. To that extent, they will be investigating employing someone who is dedicated to working with Local Government. Meetings with the LGA have also occurred to ensure the work is not crossing over as there are some parallels between the two organisations. Councils could benefit from working with Business SA in the areas of:

• Economic development – adding strength to this department.

• Main street communities.

• Industrial Relations and detailed support for employers. ERA Councils are encouraged to contact Business SA if they would like to work with them.

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2. Economic Development Regional Economic Development Manager A recruitment process for a 0.8 FTE Economic Development Manager position to replace Abby Threadgold who resigned in May 2019, has now been completed and the new Manager appointed is Hari Argiro. The position is for 3 years and is hosted by the Campbelltown City Council. Australian Tourism Data Warehouse (ATDW) As part of the approved ERA Economic Development Action Plan, tourism is identified as one of the four key drivers of economic development. There are a number of related actions that involve ERA continuing to develop its relationship with the South Australian Tourism Commission (SATC), promoting the region’s offering, identifying opportunities for tourism operators and businesses, bolstering the regions tourism value proposition and increasing the number of listings on the Australian Tourism Data Warehouse (ATDW). The ATDW was established in 2001, to provide the tourism industry with a national content standard and to create a comprehensive, high quality, consumer relevant database of Australian tourism products and destinations content. ATDW works in partnership with all state and territory government tourism organisations (STOs) to collect, quality assure and manage the wide range of tourism products in the database. The database enables distributors to pick and choose which product listings, categories and regions they wish to publish on their digital channels, and they can apply their own style and branding. This content is available for online publication through ATDW’s multi-channel distribution network. ATDWs content platform consists of over 40,000 quality assured tourism listings and 175,000 images across 11 product categories. In 2018, it was agreed by the ERA CEOs that it would be beneficial for the Eastern Region to become a distributor and a free 90-day trial was approved. In 2019, two free sessions were provided by the SA Tourism Commission (SATC) to businesses in the ERA region on the ATDW and both sessions were very successful in getting more businesses listed. Thirty regional tourism operators and businesses attended the two sessions. The Eastern Regional listing went from 60 to 70 after the two events and there are now 100 new ATDW listings across the region. Businesses were encouraged to build their listings while they were at the sessions. Some feedback from local businesses is that they would like Councils to take on more of a leadership role. A follow up program to the two sessions and ongoing support will be investigated as well as who will take on that role with SATC. The model has been supplied to the ERA Economic Development Directions Group. Regional Prospectus One of the identified projects was the development of a regional prospectus which seeks to capitalise on new data sets and economic profiling now available through REMPLAN (economic resource recently acquired by ERA Councils). The prospectus is an important tool to help raise the profile of the region, support with investment attraction opportunities and help in achieving advocacy and grant and funding opportunities as they arise. It would be built as a live document with a long shelf life and we need to ensure its content stays current and relevant, in line with the regional business and economic environment and activity. The content developed would also be used to refresh and update the ERA website. The prospectus is currently being drafted with all information now received from the ERA Councils.

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Response to the State Planning Commission Productive Economy Policy Discussion Paper

The full paper was reviewed by the Economic Development Manager with an economic development lens and draft responses to the 22 questions raised by the LGA were prepared, together with a summary report that considered opportunities and alignment with the ERA Economic Development objectives. The responses and summary report were shared with the ERA Business and Economic Development Portfolio Group, with all feedback collated from each ERA Council to finalise the report. The report was provided to the LGA and the Department of Planning, Transport and Infrastructure (DPTI) and was published in the Have Your Say paper. It is noted that multiple response papers have been prepared in relation to State based topics such as Main-streets, the State Planning Commission’s new design code, productive economy, and the State budget. Regional Cluster Mapping and Analysis Project Further work on the regional cluster mapping has occurred. Around 70 maps in total as well as maps for each individual Council have been created. Data sets and charts have been worked on with REMPLAN to generate some data sets and charts that show good comparison in industry sectors across the region. A report was presented to the CEOs at their May meeting and the following information was noted:

• There could be some food export opportunities.

• There is an opportunity to share this information with the State Government and compare the information against key businesses to identify some opportunities to present to the cluster groups.

• Gaming industry cluster – Adelaide has quite a focus on the gaming industry. We could tie in with a few of the industries identified.

• New businesses aren’t necessarily employing locally – how can we work with the construction companies in particular to have them employ persons from within the region.

• Think local, buy local, employ local should be something we strive for.

• Share outcomes of the cluster mapping with the Mayors. The Economic Development Manager will now work with the ERA ED Directions Group to develop a cluster business engagement strategy with a focus on construction, creative industries (with a focus on professional, scientific and technical services), health care and social assistance, and food manufacturing. Relationships Many new relationships have been formed across State Government and with State agencies and the ERA profile has been raised significantly through the new connections.

Key Deliverables for the Next 12 Months

Stage 2 and the proposed next steps and key deliverables for the next twelve months are:

• Continue to work closely with Lot 14, Renewal SA and Deloitte to complement and support business activity within Lot 14 and plan and prepare for opportunities to retain businesses and talent in region as part of a ‘life after Lot 14’ strategy – keep ERA on their radar.

• Review key policies, permits and licences across the Councils to develop common approaches (this can particularly support regional programs such as Fringe ArtEAST) – make it easier and consistent across Councils.

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• Develop a business attraction kit and welcome pack for new businesses.

• Develop a business support and events program for regional clusters.

• Develop a strategic advocacy and relationship management framework. Each ERA Council is asked to commit a staff member to participate in the established staff group to assist in guiding the directions for ERA Economic Development. The ERA CEOs in conjunction with the steering committee will establish priorities and outcomes for years 2 and 3 in the first half of 2020.

3. Electric Vehicles Charging Network

It will cost Australia around $3.2 billion cumulatively between 2018 and 2030 for charging infrastructure, including charging stations and power upgrades to cope with the estimated increase in demand for Electric vehicles (EVs)in Australia. The ERA CEOs at their May 2019 meeting received a presentation from JOLT on their proposed ‘Electric Vehicles Charging Network’. JOLT has been speaking with a number of Councils regarding EV charging – a source of electricity to charge electric vehicles. If JOLT were to provide charging stations in the ERA area, they would look to install 15-20 stations across the region with a mechanism in place to expand as more electric vehicles are used. A DA process would be required for each of the sites that includes signage and advertising. An ERA partnership would include installation, maintenance and power covered by JOLT, fleet charging, the future cities program that allows partners to share data as part of the future cities program outcomes and a media bonus allocation for ERA Councils to communicate on the network. The ERA CEOs discussed the proposal and agreed that a procurement exercise is required to see who else is offering the same services and determined that the LGA and the State Government need to be consulted to see what is happening in this space, so that ERA can consider putting out an EOI for electric charging stations throughout the ERA region. There needs to be a requirement for DA’s, and Councils will need to look at their Adshel contracts to check when these expire and identify any issues that could arise from the charging stations. ERA has been consulting with the LGA and the Department of Mines and Energy on this matter, but little progress has been made.

4. LGA Governance Review - GAROC

Now that GAROC has been established, a GAROC Workshop was held on 1 July 2019. ERA wrote to the LGA in 2018 providing its position regarding the composition of GAROC, the nominations process and the metropolitan groupings (zones). It is ERA’s preference that the Eastern Region Zone will be comprised of the current 6 ERA Councils. Further correspondence reaffirming this position was provided to the LGA in 2019. There are concerns regarding what sort of power and authority GAROC will have to deliver its objectives, however it is noted that four of the representatives on GAROC are from the Eastern region and therefore representation is very good.

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5. Planning Reform The PDI Act is scheduled to be fully operational in the second half of 2020 and this date has been set by Parliament. Each council will be provided with a dedicated DPTI Transition Manager to assist each council and their communities to prepare for the new planning system. Planning and Design Code The current 72 Development Plans will be replaced with the new Code. The e-Planning solution will support the new system and will replace the need for council only systems to process DPAs. The Code is being delivered in three phases:

1. Land Not Within A Council Area (outback areas) (mid-2019) 2. Regional Councils (late-2019) 3. Greater Adelaide Councils (mid-2020)

Councils don’t want to lose developer funded DPA’s and there is concern that councils will only be part of a consultation process on the new Code instead of actively advising from the outset and that is problematic. Mayor Hewitson and Unley Council prepared a draft media release for the Eastern Region Councils raising planning concerns, and a draft letter to Minister Knoll was sent on behalf of ERA on 5 specific topics. Local Government may be dealt out of planning altogether which is a concern. Councils want to have the right to local diversity within the overall Code and the ability to have rules as local and unique to each council as possible. Different applications of a common Code would be most appropriate so that councils can have their own variations. The Mayors and CEOs Group at their meeting in November discussed the draft media release and letter, and the Mayors and CEOs were asked to provide feedback to Unley Council to finalise the documents.

6. Resilient East

Commencing with Federal funding in 2014, the Resilient East Project is an initiative between the cities of Adelaide, Burnside, Campbelltown, Norwood Payneham & St Peters, Prospect, Tea Tree Gully, Unley, and the Town of Walkerville. The project is hosted by the City of Unley on behalf of the participating councils. Resilient East is funded by the eight partner councils, the Department of Environment, Water and Natural Resources, South Australian Fire and Emergency Services Commission, and the Adelaide and Mount Lofty Ranges Natural Resources Management Board. In November 2016, the CEOs approved a request to fund a 0.5 Regional Coordinator position, with funding subsequently matched by the NRM to coordinate the implementation of the plan across the region and Regional Coordinator, Tim Kelly, was appointed. Tim Kelly has since resigned from the coordinator position and the role is currently vacant. The recruitment process for a new coordinator is underway. The Resilient East Climate Change Adaptation Plan was completed in 2016 and is being implemented under a Climate Change Sector Agreement with the South Australian Government (signed on 23 March 2017). A Resilient East Project Steering Group (PSG) oversees the implementation and includes membership from across the eight participating councils. The PSG reports progress twice yearly to the ERA CEOs Group. The goal of Resilient East is to ensure our communities, assets and infrastructure, local economies and natural environment are resilient to the impacts and challenges of climate change.

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There are significant benefits from 8 councils coming together. The last 12 months of activities from the project has generated significant interest from the media, the community and businesses. Information on the project is also being sought out by the State Government. With 8 councils working together, Resilient East is the largest adaptation community in the metro area.

Mission and Strategy for Canopy and Green Cover The Mission and Strategy for Canopy and Green Cover has been developed as a region wide commitment to support the existing planting programs of, and management of street trees, whilst working towards clear goals aligned with the Government’s 2045 canopy and green cover targets. The Mission Statement for Canopy Cover has been completed and adopted and/or recognised in each Eastern Region Council. Implementation of the Canopy and Green Cover Mission and Strategies is mostly completed with a few areas still underway. Mission and Strategy for Water Sensitive Urban Design (WSUD) Water Sensitive Urban Design (WSUD) principles, when integrated with stormwater and other infrastructure and open space projects, can deliver multiple benefits to improve the quality of stormwater runoff and to improve water detention and infiltration, increasing soil moisture which in turn supports healthier tree canopy and green cover. Maximising WSUD outcomes in infrastructure is therefore considered an important contribution to climate adaptation for supporting cooler more liveable places. The Action Working Group charged with developing a Mission and Strategy for Water Sensitive Urban Design met twice and collected a range of data and information. The Working Group includes a representative from Water Sensitive SA who is providing knowledge and guidance. The Mission and Strategy for Water Sensitive Urban Design is a regional approach to support councils in the implementation of WSUD principles in projects which are being undertaken by ERA councils. The WSUD Mission and Strategy has now been completed and adopted and/or recognised in each Eastern council. Resilient East has been successful in obtaining a grant of $25k to assess the monetised benefits of WSUD projects. The Mission Statement and Strategy includes actions to promote the successes, case studies and benefits of WSUD outcomes. Street Tree Species Review and Guideline Development The purpose of the Street Tree Species Review is to provide a resource for Resilient East councils to select plant species and associations (e.g. ground covers) that can cope with a changing climate. The outcome will be a species list and informative guidelines on the suitability of species in a local environment, considering climate change, localised soil moisture conditions, and suitability given constraints on roots and power lines. The Street Tree Species Review brings together the best knowledge from across the councils, the Botanic Gardens, SA Power Networks, and other external sources. The final document will include a separate section for associations (shrubs and understory species) with guidance for optimising amenity and biodiversity outcomes. The List has been drafted and a workshop was held to rate the climate and resilience of species and sub species against different criteria. In undertaking this work, the Action Working Group has engaged with SA Power Networks and is planning further engagement with other organisations including the Department of Planning, Transport and Infrastructure, the LGA and SA Water.

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By enabling councils to select street tree and shrub species that will be suitable for their conditions in a changing climate, the Street Tree Species List will assist the councils towards their canopy and green cover goals. Collaborative Heat Mapping The aim of the Heat Mapping Project was to provide a sound scientific foundation for decision-making about informing council planting programs and projects. Heat mapping, together with visual imagery and canopy assessments will assist councils when engaging on development issues (e.g. the Planning Design Code) with State Government agencies. The costs of the heat mapping exercise were shared across the eight participating Resilient East councils as well as the City of Salisbury who also participated in the project. This collaboration has helped to reduce the costs for each council. The heat mapping flyovers were carried out in March 2018, under the ideal conditions of a clear hot day above 35 degrees, followed by a clear warm night, where the re‐release of accumulated heat could be photographed with thermal sensing equipment. The Collaborative Heat Mapping for Eastern and Northern Adelaide Report and Maps, that have now been finalised, show differences in temperatures for different materials. The information will assist to make decisions in heat refuges in communities. Resilient East councils will apply the data from regional heat mapping together with site verification, to spatially identify and prioritise the locations for greening activities and planting programs. Resilient East successfully negotiated with the Department of Environment and Water (DEW) to create an online portal to host the heat mapping and related data layers attracting $37k of funding. The online portal, hosted by the DEW, has been launched and can be accessed by Local Government and the community. Feeling Hot Hot Hot Event The City of Adelaide funded and hosted the ‘Feeling Hot Hot Hot’ event on behalf of Resilient East councils in the Adelaide Town Hall on 6 February 2019. There were approximately 700 registrations received and 500 of those were in attendance. Panellists from 8 different sectors provided advice on practical actions that the community can take to manage risks. 91% of respondents to the event provided positive feedback that they are now more informed on climate change and heatwaves. Branding, Website and Media A lot of work has gone into website content for the Resilient East site: www.resilienteast.com. There is a lot of interest in the media around the heat mapping and vegetation hub. Interviews and articles have been picked up by local radio stations and newspapers. Landscape Reforms A lot of consultation has been undertaken on the State Government’s NRM policy on back to basics soil, pest, plants and animals etc and the concept of a ‘Green Adelaide’. The Landscape South Australia Bill 2019 was introduced into Parliament on 20 March 2019. Landscape boards will be put in place similar to NRM boards and will focus on soil, water, pests, plants and animals. A ‘Green Adelaide’ landscape board will be established and will have seven priorities under the new Landscape South Australia Act (the Natural Resources Management Act 2004 is set to be repealed under the government’s reform agenda).

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In terms of obligations on councils, councils will still collect the levy and will be encouraged to have a relationship with the Green Adelaide Board (which will sit within the Department of Environment and Water). There will likely be grants available for Green Adelaide. Engagement on planning policy reform and landscape reform with the LGA and State Government will continue through 2019/20 as a priority. Climate Change A priority for 2019/20 is to increase community awareness and education regarding climate hazards and to manage legal and financial risks of climate change. Legal risk is recognised as an emerging issue and there is an opportunity to look at what our services and access to those services are, and what will be at risk, for example workforce productivity. It is also an opportunity to understand what is happening internationally and nationally around legal implications, making planning decisions around climate change and identifying what risks are being seen in other states and countries. For example: electricity networks going down, blackouts across the state, climate change emissions. The following priorities are currently being worked on:

• Productivity issues as a result of heat and extreme weather events.

• Connecting with the community and businesses on climate adaptation – Communication Strategy still to be finalised.

• There are concerns surrounding climate emergencies, the LGA is seeking legal advice around negligence and liability and climate emergencies (what is the duty of care and what is the reasonable response).

• Progress the Climate Ready Trees project.

• Climate and Business Risk Action Working Group to be established.

• Climate Change sector Agreement to be sent through to the Minister with an offer to discuss the agreement.

Sector Agreement, Funding and Future Priorities

The Resilient East Sector Agreement comes to an end in January 2020. The new agreement is proposed to be a five (5) year agreement. Feedback on the draft agreement was provided to the Resilient East Steering Group in late 2019. With the continuation of State Government funding unknown, the ERA CEOs discussed using ERA funds to pay for an independent review of the Resilient East project to identify its successes and outcomes, and options and opportunities for going forward in the future, particularly in the absence of additional funding. A scope was prepared for the review to identify the project’s success and outcomes and to recommend options and opportunities going forward. Three quotes to undertake the review were received and were quite expensive and therefore it was decided that the formal review would not proceed. A Resilient East Project Workshop with partner Chief Executive Officers, the Resilient East Steering Group and Green Adelaide was held on 7 November 2019. The objective of the workshop was to reflect on what has been achieved by the Resilient East project to date, discuss priorities for work (1 year and 5 years), discuss resourcing and ongoing collaboration, and identify the process for signing the revised Climate Change Sector Agreement. The workshop was constructive and resulted in the recommendation to forward the proposed Resilient East Sector Agreement 2020-25 to the Minister for Environment and Water.

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Priorities for the next 5 years and 1 year were identified as below:

• Water Security: Ongoing integration of water sensitive urban design (WSUD) into projects undertaken by Councils. Transition these aspects to business as usual practices:

o Keeping water up to street trees o On-street capture o Alternative water sources o Use of recycled water o Provision of more permeable surfaces

• Advocacy: Identify a small amount of critical issues that need a regional approach. Areas of focus/further discussion include:

o Defining and agreeing what the Councils’ role is versus others in relation to climate change action

o Waste management o The need for State Government funding support for regional groups o The desire for regional groups to be “at the table’ and supported as a partner in the

process (e.g. Green Adelaide, State Government Across Agency Climate Change Strategy)

• Understanding the value of actions: A range of community benefits are delivered as a result of initiatives that are undertaken via upfront investment in infrastructure, services and programs that support climate change adaptation and build resilience. For example, through investment in urban greening, community health and amenity is improved, property prices increase, urban environment is cooler, air condition costs are reduced etc. This upfront investment results in savings which can be captured and invested elsewhere. This needs to be quantified (‘put a price on it’) and communicated. Establish a ‘sinking fund’ whereby each council contributes into the fund that can then be used for research and development projects.

• Community Education and Engagement: o Continue to build knowledge about what the Councils are doing and generate support for

Resilient East activities. o Continue to increase the community’s understanding about their own risks and what they

can do to adapt to climate change and contribute to resilience of themselves and their community.

• Articulate and Communicate what we do: Develop and deliver a 5-year plan which sets out clearly what each council/Resilient East plan to do to support the region in adapting to climate change and take advantage of opportunities

o On a daily basis o Project basis o As a regional collective o Once developed, use the plan to communicate to the community what we are looking to

do o Focus is on transitioning from pilot projects and initiatives, towards business as usual

7. Resource Sharing This is a standing agenda item at CEO meetings, where progress on numerous collaborative initiatives between ERA Councils is shared. Some of these have included integration of the Walkerville and Campbelltown depots; investigation of shared IT functions between Campbelltown and Walkerville, and Unley and Adelaide; shared inspectorial services between Unley and Walkerville; and Prospect’s investigation of depot options with Adelaide, Campbelltown and Port Adelaide Enfield (PAE). No staff secondments on a long-term basis occurred between the ERA Councils in 2019.

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8. Smart Water Smart City

At their May meeting, the CEOs received a presentation from Taggle regarding Smart Water Smart City and the MiWater System. The technology has been derived from the same technology as Wi-Fi. It is a one-way network from a sensor back to a radio centre with smart utilities getting information from out on the field on mass and cheaply. It is a small sensor data and the devices last a long time on the field.

There are currently 32 water utilities around the country using the facilities, 140,000 devices covering over 400,000 square metres and 1.5 Bn Meter and Sensor readings are collected each year. Meters with AMR devices of Integrated Smart Meters send data on a regular basis that is then received at base-stations that collect the data from up to 30,000 meters and sensors. Receivers send the data back to Taggle Cloud and MiWater applications, then the data is presented to consumers in near-real time via web and mobile.

The system can assist clients to moderate usage, and there are adaptable sensors that can pick up rainfall, moisture, pressure, as some examples. Software and analytics include data portals and apps with data integration support.

Council managed assets may benefit from the facilities. Councils can tap into the network for parks, gardens, ovals and community centres. Monitoring water usage for sub-metred areas could be of benefit for asset rationalisation – such as how the asset is being used (public toilets for example). The MiWater software could be set up as a group of Councils. The Technology is being rolled out in conjunction with SA Water.

The CEOs agreed that each ERA council should approach Taggle individually if they would like to explore the use of the software and facilities.

9. Strategic Plan Review The ERA Strategic Plan arose out of work driven by the previous Mayors (with support from the CEO’s) to ensure a clear intent for ERA. The key areas of the Strategic Plan cover Governance, Influence, Services and Programs and Engagement.

The main outcome of the ERA councils working together is to look for synergies in policy work and implementation. The Strategic Plan covers specific KPIs in this regard. All current ERA councils have many similarities and work being undertaken across the six councils has been very beneficial. The ERA Mayors and CEOs reviewed the Strategic Plan between September and November 2019 and it was endorsed at the November Mayors and CEOs Group meeting. The amendments bring the Plan up to date and in particular it is noted that the work on the governance framework has been completed. The Strategic Plan will now be presented to the ERA councils for adoption.

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10. Subsidiary Updates The ERA Mayors and CEOs agreed that they would like to receive regular presentations from the General Managers and/or Chairpersons of each subsidiary updating ERA on their activities and also as a forum to discuss any current issues. Subsidiary updates that occurred in 2019 are provided below. East Waste Rob Gregory, East Waste General Manager, provided an update at the November Mayors and CEOs Group meeting as follows:

• It was a positive year for East Waste, with an operating surplus of $136,000 due to efficiencies that were implemented throughout the year.

• Finalisation of the Recycling Contract and associated legal matter occurred but there will still likely be challenges with the contract with issues and changes that are anticipated to arise.

• East Waste has purchased SA’s first fully electric waste collection vehicle – the trucks should last longer, and they cost between $50-$70k.

• $100k income has been obtained through grants and awards and implementation of an online booking and electronic notification system has been completed.

• There are currently 63 staff members at East Waste.

• They have worked hard to update the My Local Services App with a $30k grant from the LGA and it was rolled out state-wide with East Waste recognition.

• They would like to move into the behaviour change space and will be commencing a project.

• A Strategic Plan is being finalised and will be coming back to Councils in the new year for consultation.

• Reporting to Councils and the community has improved and contamination and collection frequencies for the three-bin system are the main focus. They are looking at the circular economy and also better sorting systems to take some of the responsibility and burden from the community. It is important to have good data on what households are not using the right behaviour so that a targeted education program can be developed.

Highbury Landfill Authority Trevor Hockley, Highbury Landfill Authority Executive Officer, provided an update at the November Mayors and CEOs Group meeting as follows:

• the landfill authority is located at the top of North East Road.

• The Member Councils of the authority are Burnside, Norwood Payneham and St Peters and Walkerville.

• After 20 years the site is still producing methane.

• A 1 MW power plant produces green energy from landfill gas by Energy Developments Ltd and has been doing so for 23 years ending May 2016.

• McMahon Services under contract to flare landfill gas and manage the gas field on behalf of HLA and Suez Recycling. Contract can be extended next year or retendered and Suez pay percentage of costs.

• Previous migration of landfill gas was on the Western boundary under houses in the year 2000.

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• There is a general environmental duty to manage the contaminated site under the Environment Protection Act. With respect to major environmental and potential health risks, landfill gas migration, there is a risk of explosion if the methane mixes with air in a confined space in the explosive range. The Authority has environmental monitoring right around the boundary just to make sure gas is contained and they can do additional readings to manage the landfill. There is risk due to atmospheric pressure, the authority can only manage the leakage of gas to a certain degree but obviously the atmospheric pressure is a risk. The site is quarantined, and the boundary is fenced.

• A Lo-Cal flare has been purchased from the UK by the Authority.

• Cash outflows have been calculated for the initial 25 year (up to the year 2034) post-closure period as per SA EPA guidelines and used the Commonwealth bond rates as the discount percentages updated yearly as required by the Model Financial Statements.

• Member Councils fund the provision in their equity proportions annually.

• The provisions spreadsheet is reviewed and updated prior to finalising the Financial Statements each year and is independently checked every 3 years. The spreadsheet calculated NPV sensitive to changes in the inflation rate, future bond rates and timing of cash outflows.

• The current budget is $200,000 and the Board is looking at ways to reduce the costs and responsibly manage the site under the Environment Protection Act. An Australia wide expression of interest on future options for the site to reduce costs for Member Councils has been issued. Joule Energy was one of the respondents. They are developing a more cost-effective mounting system as SRWRA next year that should make their proposal more competitive. Managing the risk remains the key priority and also reducing running costs, solar may be a viable option.

Eastern Health Authority EHA will be providing a presentation to the ERA Mayors and CEOs Group at their March 2020 meeting.

11. Waste and Single Use Plastic – Proposed Sustainability Trial

The ERA CEOs at their September 2019 meeting received a presentation from Detmold and APCO on single use plastics and the effect on councils as well as a snapshot of what’s in the market. The Environment Ministers around Australia in April last year agreed on the Towards 2025 legislation:

• 100% of all Australia’s packaging will be reusable, recyclable or compostable by 2025 or earlier.

• 70% of Australia’s plastic packaging will be recycled or composted by 2025

• 30% average recycled content will be included across all packaging by 2025

• Problematic and unnecessary single use packaging will be phased out through design, innovation or introduction of alternatives

It is important as a priority to sort what is being purchased and what products are available. Recycling rates for PEC in SA is at 60%. Composting is very accessible in SA and sustainable precincts are currently focussed on eliminating plastics. APCO is responsible for making sure the targets of the legislation are delivered. The issues for Local Government are single use plastics, kerbside bin content and where the waste ends up. With respect to waste collection (source separation – kerbside or other collection system or going into landfill), councils are looking at the kerbside systems and APCO is looking at a system that can be used around the country. Packaging companies and brand owners need to look at what can be collected kerbside and what can’t.

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APCO will be looking at Commonwealth funding that may be available and will work with packaging companies (compostable managing manufacturers). Collection infrastructure will need to be in place. In relation to clean waste streams, this needs to be addressed at the manufacturing and consumer level. From a Local Government perspective, public education is key, and Councils will also need to work with APCO to determine what is required in terms of packaging and contamination reduction. Companies will need to create packaging that can go into kerbside collection – but this will not be ideal for every council area. The Australasian recycling label will need to be on all packaging and the public will need to be educated about this program.

Compostable food and packaging at events are ideal, but in the absence of that, reusable is desirable as it generates an income – waste to energy. APCO and Detmold presented a further proposal at the October 2019 ERA CEOs meeting for a 12-month trial concept:

• The trial would work towards the 2025 packaging guidelines and completing them earlier.

• The outcome for the Councils will be reducing the amount of waste in their council areas.

• The trial would be unique being across multiple councils.

• A part-time project manager from each Council would need to be organised and each council represented on a working group.

• Detmold will provide a 0.6 FTE Coordinator and other options for funding for public waste separation and collection should be considered.

• APCO would assist with the design of the trial and seek external funding assistance (State and Federal level and possibly some specific companies, or green industries for example).

• The Government will assist in consumer messaging.

• Each Council would need to select one or two precincts and APCO will go through the retailers and work out 3 to 5 improvements with each.

• Consistent messaging, bins and labelling would be used across all councils and there will be a heavy focus on trialling metric collection.

The ERA CEOs agreed that a discussion will need to be had to understand what is required of each ERA council financially and then a budget can be outlined with the roles of each party also resolved. The ERA CEOs also agreed that the funding required will be a factor and will likely determine what ERA councils want to pursue the trial. The ERA CEOs would like to see the camera technology that already exists included in the trial to be able to track behaviour – internet of things opportunity. Data can then be fed back to the community.

There are concerns that there are many different parties that are attacking this issue and they are likely to overlap. The ERA trial model would be more focussed on creating clean waste streams and sorting through relationships with contractors and suppliers – this has a different focus to other areas of work to solve different problems. Guidelines will need to be set by the ERA CEOs first before a workgroup is put together. The workgroup would need to be made up of technical staff, decision makers and operative staff and the workgroup will be tasked with scoping out the project. It will also be important to discuss what each council is already doing so that duplication can be identified.

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The ERA CEOs at their December 2019 meeting discussed the proposed trial and noted the following points:

• A part-time Project Manager would be required for this project – concerns over the capacity to provide a Project Manager.

• Some funding should be able to be provided through the existing ERA funds, and funding support from other bodies would need to be sought, for example, the Local Government Research and Development Scheme.

• East Waste would need to be a part of the discussion.

• The work may fit within the scope of the Resilient East project and as such, all Resilient East Councils would need to be involved.

• It is noted that time and effort already need to be put into organics (resource wise), and Burnside noted that they would support a high-level ERA environmental project.

• To scope the trial, the ERA CEOs will need more information from participant Councils and the trial would need to add in the organics issue.

Moving forward it was agreed that discussions will be had with East Waste and Detmold, particularly around funding and resources and with Minister David Speirs particularly around straws and packaging with the potential to expand the project.

Action List – ERA CEOs Group

What

1 Electric Vehicles Charging Network Continue to discuss this matter with the LGA and State Government

2 Proposed Sustainability Trial

• Discuss the project with East Waste and Detmold, particularly around funding and resources.

• Discuss the project with Minister David Speirs particularly around straws and packaging with the potential to expand the project.

3 Resilient East Receive quarterly updates from the Coordinator

4 Economic Development

• Receive quarterly updates from the Manager

• The ERA CEOs in conjunction with the steering committee will establish priorities and outcomes for years 2 and 3 in the first half of 2020.

5 Watching Brief

• Emergency Management – Continue to keep in contact with the LGA regarding the regional Emergency Management Plan development.

• PDI Act

Action List – ERA Mayors & CEOs Group

What

1 Subsidiary Updates (Six monthly) Two at a time. Next being EHA due at the March 2020 meeting.

2 Informal Gathering Consider organising an informal gathering of Council Members from all ERA Councils

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AGENDA

ERA Mayors and CEOs Group Meeting

Date/Time: Wednesday, 25 March 2020 at 6:00pm

Venue: City of Prospect Turkanthi Kuu Meeting Room, Level 1, Payinthi - 128 Prospect Road, Prospect – enter by main entrance on Prospect Road only – staff will be on hand (or by Zoom – details to follow)

ERA Council Attendees:

City of Prospect City of Burnside Campbelltown City Council City of Norwood Payneham & St Peters City of Unley Town of Walkerville

Mayor David O’Loughlin (Chair) Mayor Anne Monceaux Mayor Jill Whittaker Mayor Robert Bria Mayor Michael Hewitson Mayor Elizabeth Fricker

Nigel McBride Chris Cowley Paul Di Iulio Mario Barone Peter Tsokas Kiki Magro

Guests:

6:15pm Michael Livori, Chief Executive Officer, Eastern Health Authority

1. Attendance 2. Apologies

3. Previous Minutes

Recommendation: That the minutes of the meeting held 20 November 2019 are accepted as a true and correct record.

4. Subsidiary Presentation

4.1 Eastern Health Authority – Michael Livori, Chief Executive Officer 4.1.1 High level overview of EHA review / assessment 4.1.2 Options to expand to other Shared Services 4.1.3 COVID-19 presentation and round table discussion / ERA shared learnings

5. Discussion Items

5.1 Mental Health Strategy – Possible Regional Approach 5.2 State Planning Update

6. Issues for GAROC

6.1 Ask GAROC to clarify commencement date and election cycle (currently on hold) of new

Eastern Region in the absence of the Ordinary General Meeting and decision

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7. For noting 7.1 Financial report 7.2 LGA Economic Activities – GAROC discussion paper 7.3 Strategic Plan KPIs prioritisation (deferred) 7.4 Eastern Region - ERA as Eastern Region – including Adelaide Hills

7.4.1 Opportunities for further influence 7.4.2 Potential relaunch to key politicians 7.4.2 Review of agenda and approach – what do we want to discuss going forward?

8. Collaborative Projects

8.1 eScooters – Possible Regional Approach 8.2 COVID-19 (item discussed above - ongoing)

9. Other Business

10. Next Meeting

Wednesday, 24 June 2020

11. Close


What Who When Status

1 Consider organising an informal gathering of Council Members from all ERA Councils plus Ministers and Government departments – once website has been updated

Mayors & CEOs Group

TBC ON HOLD

Annual Standing Agenda Items – ERA Mayors and CEOs Group

What Report By When

1 Review of Strategic Plan KPI’s All CEOs November

2 Subsidiary Updates:

• East Waste

• Highbury Landfill Authority

• EHA

Subsidiary September November March

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MINUTES

ERA Mayors and CEOs Group Meeting

Date/Time: Wednesday, 20 November 2019 at 6:00pm

Venue: Bar Area, Council Chamber, City of Unley – 181 Unley Road, Unley

ERA Council Attendees:

City of Unley

City of Burnside Campbelltown City Council City of Norwood Payneham & St Peters City of Prospect Town of Walkerville

Mayor Michael Hewitson (Chair) Mayor Anne Monceaux Mayor Jill Whittaker Mayor Robert Bria Mayor David O’Loughlin Mayor Elizabeth Fricker

Peter Tsokas

Barry Cant (Acting) Paul Di Iulio Mario Barone Nigel McBride Kiki Magro

Guests: 6:15pm Trevor Hockley, Executive Officer, Highbury Landfill Authority 7:45pm Rob Gregory, General Manager, East Waste

1. Attendance

• Mayor Michael Hewitson (Chair), City of Unley

• Peter Tsokas, City of Unley

• Mayor Anne Monceaux, City of Burnside

• Barry Cant, City of Burnside

• Mayor Robert Bria, City of Norwood Payneham & St Peters

• Mario Barone, City of Norwood Payneham & St Peters

• Mayor David O’Loughlin, City of Prospect

• Nigel McBride, City of Prospect

• Mayor Elizabeth Fricker, Town of Walkerville

• Kiki Magro, Town of Walkerville

2. Apologies

• Mayor Jill Whittaker, Campbelltown City Council

• Paul Di Iulio, Campbelltown City Council

• Michael Lennon, Chair, State Planning Commission

3. Previous Minutes

Moved: Mayor Anne MonceauxSeconded: Mayor David O’Loughlin

Recommendation: That the minutes of the meeting held 11 September 2019 are accepted as a trueand correct record.

CARRIED

Item 3

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4. Subsidiary Presentation

4.1 Highbury Landfill Authority – Trevor Hockley, Executive Officer

Trevor provided an introduction to the landfill authority located at the top of North East Road and the following information was noted:

• The Member Councils of the authority are Burnside, Norwood Payneham and St Peters and Walkerville.

• After 20 years the site is still producing methane.

• A 1 MW power plant produces green energy from landfill gas by Energy Developments Ltd and has been doing so for 23 years ending May 2016.

• McMahon Services under contract to flare landfill gas and manage the gas field on behalf of HLA and Suez Recycling. Contract can be extended next year or retendered and Suez pay percentage of costs.

• Previous migration of landfill gas was on the Western boundary under houses in the year 2000.

• There is a general environmental duty to manage the contaminated site under the Environment Protection Act. With respect to major environmental and potential health risks, landfill gas migration, there is a risk of explosion if the methane mixes with air in a confined space in the explosive range. The Authority has environmental monitoring right around the boundary just to make sure gas is contained and they can do additional readings to manage the landfill. There is risk due to atmospheric pressure, the authority can only manage the leakage of gas to a certain degree but obviously the atmospheric pressure is a risk. The site is quarantined, and the boundary is fenced.

• A Lo-Cal flare has been purchased from the UK by the Authority.

• Cash outflows have been calculated for the initial 25 year (up to the year 2034) post-closure period as per SA EPA guidelines and used the Commonwealth bond rates as the discount percentages updated yearly as required by the Model Financial Statements.

• Member Councils fund the provision in their equity proportions annually.

• The provisions spreadsheet is reviewed and updated prior to finalising the Financial Statements each year and is independently checked every 3 years. The spreadsheet calculated NPV sensitive to changes in the inflation rate, future bond rates and timing of cash outflows.

• The current budget is $200,000. The Board is looking at ways to reduce the costs and responsibly manage the site under the Environment Protection Act. An Australia wide expression of interest on future options for the site to reduce costs for Member Councils has been issued. Joule Energy was one of the respondents. They are developing a more cost-effective mounting system as SRWRA next year that should make their proposal more competitive. Managing the risk remains the key priority and also reducing running costs, solar may be a viable option.

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4.2 East Waste – Rob Gregory, General Manager

Rob provided an update on East Waste and the following information was noted:

• It was a positive year for East Waste, with an operating surplus of $136,000 due to efficiencies that were implemented throughout the year.

• Finalisation of the Recycling Contract and associated legal matter occurred, there will still likely be challenges with the contract with issues and changes that are anticipated to arise.

• East Waste has purchased SA’s first fully electric waste collection vehicle – the trucks should last longer, and they cost between $50-$70k.

• $100k income has been obtained through grants and awards and implementation of an online booking and electronic notification system has been completed.

• There are currently 63 staff members at East Waste.

• They have worked hard to update the My Local Services App with a $30k grant from the LGA and it was rolled out state-wide with East Waste recognition.

• They would like to move into the behaviour change space and will be commencing a project. They are also working with Waste Management Resource Recovery (WMRR) and assisting them in the development of their submissions

• Currently bringing their governance material up to speed, they are also looking to finalise their Strategic Plan and will be coming back to Councils in the new year for consultation.

• They are looking to put together a Kerbside Innovations Plan and will be targeting the behaviour change and are in a unique spot being a waste company wanting to reduce waste.

• They have improved their reporting to Councils and the community. Councils are playing catch with their waste knowledge, China Sword highlighted that, and East Waste want to make sure that Councils are better informed. Contamination and collection frequencies for the SA three bin system are the main focus. They are looking at the circular economy and also better sorting systems to take some of the responsibility and burden from the community. They would like to be able to have good data on what households are not using the right behaviour so that a targeted education program can be developed.

5. Discussion Items

5.1 Planning and Design Code – Mayor Michael Hewitson, City of Unley

Mayor Hewitson and Unley Council has prepared a draft media release for the Eastern Region Councils raising planning concerns and a draft letter to Minister Knoll (to be sent on behalf of ERA). Local Government may be dealt out of planning all together which is a concern. Councils want to have the right to local diversity within the overall code – the ability to have rules as local and unique to each Council as possible. Different applications of a common Code would be most appropriate so that Councils can have their own variations. The group discussed the contents of the letter and the following was noted:

• The Development Assessment Panel point in the letter needs to be changed to ensure it matches the current legislation.

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• Heritage Conservation Zones: Applications within the heritage zones – do they go to the CAP or are they delegated to an Officer? The right to assess and approve needs to only go to the CAP if required. Council supports the Codes intention that x, y, z for example will be retained.

• Transfer Contributory Items from policy into legislation – a policy and piece of legislation has been drafted by Norman Waterhouse Lawyers for Norwood Payneham St Peters – Mario will share this with the ERA Mayors and CEOs. The current heritage system has a lot of flaws. It is desirable that the Contributory Items are rolled forward and this point needs to be incorporated into the letter with acknowledgement to the work of NPSP. A heritage review is planned for 2022 so the contributory items issue should be dealt with then (technical issues and consistencies in documentation), rolling it over for now is the most sensible move.

• High Density Interface – alter wording of the recommendation to allow Councils to have the discretion and differences. We need a list of discretionary items from each ERA Council – top 6 for example.

• Tree canopy – be clear to focus on the deep root zone percentage at 15%. Have to plant the trees in 15% deep root zone and achieve once fully grown 15% canopy cover.

• Code Amendments – Councils don’t want to lose developer funded DPA. Councils will only be part of a consultation process instead of actively advising from the outset and that is problematic.

Peter will finalise the draft letter with the Unley Mayor and send to the Group for consultation before it is sent to the Minister.

5.2 ERA Strategic Plan

The Strategic Plan was discussed and approved. A template Council report will be prepared for use by ERA Councils. The Strategic Plan will be used as a basis for future ERA Mayors and CEOs meeting agendas.

Moved: Mayor Elizabeth Fricker Seconded: Mayor David O’Loughlin

Recommendation: That the ERA Mayors and CEOs endorse the 2020-2024 ERA Strategic Plan for presentation to their respective Councils for adoption. CARRIED

5.3 ERA Shared Services Framework

Noted.

6. Issues for the Greater Adelaide Region Organisation of Councils (GAROC)

Nil

7. Collaborative Projects Nil

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8. Other Business

The group would like to consider holding an informal gathering of Council Members from all ERA Councils.

9. Next Meeting

Wednesday, 25 March 2020

10. Close The meeting closed at 8:35pm.


What Who When Status

1 Subsidiary Updates (Six monthly):

• East Waste

• Highbury Landfill Authority

• EHA

Secretariat March 2020 EHA still to provide an update

2 Prepare a timeframe for review of the ERA Strategic Plan

Secretariat November 2019 Completed

3 Consider organising an informal gathering of Council Members from all ERA Councils

Mayors & CEOs Group

TBC

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Adopted COMMENTS DRAFT COMMENTS DRAFT

Budget 2019/20 Adjustments Assumptions

Budget 2020/21

ERA Carry Forward from Prior Years (ex GST)

Carry Forward from Prior Years (ex GST) 173,831 8,000-Net movement from 19/20 plus REDM savings 165,831

Resilient East Grant Funding - Mainstreaming Water Sensitive Urban Design 11,000 estimated funds remaining 11,000- Grant funding used in 19/20 -

Resilient East Project funding carried forward from Unley 40,199 40,199- Grant funding used in 19/20 -

Total Carry Forward from Prior Years (ex GST) 225,030 59,199- 165,831

Income (ex GST)

ERA Council Contributions 120,000 6 ERA Council at $20k each 6 ERA Council at $20k each 120,000

Contributions for Resilient East Coordinator (2 Councils x $6k plus 2 councils x $1k) 14,000 TTG & Adelaide City TTG & Adelaide City 14,000

NRM Contributions for Resilient East Project Partners 48,000 Assumed to continue Assumed to continue 48,000

Total Income (ex GST) 182,000 - 182,000

Total Expenditure (ex GST)

Regional Economic Development Manager (REDM) 95,000 Per Kevin Lowe's estimate estimate based on 19-20 95,000

Regional Economic Development Initiatives 20,000 Per Kevin Lowe's estimate estimate based on 19-20 20,000

Resilient East Coordinator 96,000

Coordinator co-funded from 6 ERA Councils, Tea Tree Gully, Adelaide City Council and NRM

Coordinator co-funded from 6 ERA Councils, Tea Tree Gully, Adelaide City Council and NRM 96,000

Resilient East Initiatives 48,199

includes Unley projects carry forward of $40,199 and $1,000 incidental contributions from 8 Councils 40,199-

assume the 19-20 funding have been spent 8,000

Mainstreaming Water Sensitive Urban Design initiatives 11,000 Grant carried forward 11,000- funds spent in 19-20 -

Secretarial Support - Think Purple 14,000 14,000

Website 2,000 3,000 Increased per resolution 20 feb 20 5,000

Unallocated Expenditure - Total Expenditure (ex GST) 286,199 48,199- 238,000

Carried Forward - from previous years - Unspent 225,030 165,831

Total Income (ex GST) 182,000 182,000

Total Expenditure (ex GST) 241,199 less 45k for REDM vacancy 238,000

Funds Available (ex GST) 165,831 109,831

EASTERN REGIONAL ALLIANCE INCOME AND EXPENDITURE REPORT

Draft Budget 2020/21

Item 7.1

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148 Frome Street Adelaide SA 5000 | GPO Box 2693 Adelaide SA 5001 | T 08 8224 2000 | W lga.sa.gov.au

In reply please quote our reference: 693628 LB/MD

25 November 2019

Mayor Anne MonceauxCity of BurnsidePO Box 9Glenside SA 5065Emailed: [email protected]

Dear Mayor Monceaux

LGA Economic Development Activities – GAROC Discussion Paper

Earlier this year the Greater Adelaide Region Organisation of Councils (GAROC) committee engagedwith its member councils to develop the first GAROC Strategic Plan 2019-2023 and Annual BusinessPlan 2019- 20203.

These plans were adopted by GAROC and endorsed by the LGA Board of Directors in June 2019 andare now being implemented.

Economic Development is a key theme in GAROC’s Strategic Plan 2019-2023, which states that:

GAROC recognises the important role of councils as local place makers. With the right policy settings and partnerships, councils can help to create the best conditions for local businesses to grow and thrive.

Objective: Enable advocacy and partnership opportunities that recognise the specific needs of metropolitan Adelaide; and assist councils to contribute to creating conditions that support increased and sustainable employment in the region.

An action identified in GAROC’s 2019-20 Annual Business Plan is to identify best practice economicdevelopment and job creation initiatives, partnerships, and grant programs undertaken by SouthAustralian councils.

The attached Discussion Paper: Local Government Economic Development Activities seeks to

• consider the effectiveness of the LGA and GAROC (and former MLGG) activities under theEconomic Development priority and investigate best practice in metropolitan councils;

• increase the understanding and awareness of outcomes of those activities; and

• seek your views on potential advocacy actions on the Economic Development theme to beincluded in its 2020-21 GAROC Annual Business Plan.

To assist GAROC in its considerations, I invite you to provide any comments you might have to LGADirector Policy, Lea Bacon at [email protected] by 10 January 2020.

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At its meeting on 3 February, GAROC will undertake a review of its Strategic Plan and develop a draft Annual Business Plan 2020-21 for future consultation with member councils. I will provide further details on that consultation following the GAROC meeting.

Thank you in advance for taking the time to engage with GAROC as we continue to work in close partnership with metropolitan councils to influence outcomes on issues that are common across the region.

Yours sincerely

Mayor Karen Redman

Chairperson - Greater Adelaide Region Organisation of Councils (GAROC)

Attach: ECM 691493 – LGA Economic Development Activities 2019 – GAROC Discussion Paper

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LGA of SA ECM XXXXX < File Name > Page 0 of 10

Local Government Economic Development Activities GAROC Discussion Paper November 2019

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LGA of SA ECM 691493 LGA Economic Activities 2019 – GAROC Discussion Paper Page 1 of 10

Context ........................................................................................................................................... 2

Purpose of this Discussion Paper .................................................................................................... 2

Local government’s role in economic development ......................................................................... 2

LGA’s economic development activities .......................................................................................... 3

LGA 2019-2023 Advocacy Plan ...................................................................................................... 4

Questions to inform potential activities in the GAROC 2019-20 Annual Business Plan……………...5

Appendix A - LGA actions to support its Statement of Economic Development Priorities. ............... 6

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Context

The LGA’s Greater Adelaide Region Organisation of Councils (GAROC) committee plays a key role in regional advocacy, policy initiation and review, leadership, engagement and capacity building on behalf of the 19 member councils within the metropolitan region.

On an annual basis GAROC prepares a business plan to identify the key actions it will undertake in that year to address the themes and objectives in its Strategic Plan1.

Purpose of this Discussion Paper Economic Development is a key theme in GAROC’s Strategic Plan 2019-2023, which states that:

GAROC recognises the important role of councils as local place makers. With the right policy

settings and partnerships, councils can help to create the best conditions for local businesses to

grow and thrive.

Objective: Enable advocacy and partnership opportunities that recognise the specific needs of

metropolitan Adelaide; and assist councils to contribute to creating conditions that support

increased and sustainable employment in the region.

An action identified in GAROC’s 2019-20 Annual Business Plan is to identify best practice economic development and job creation initiatives, partnerships, and grant programs undertaken by South Australian councils.

Through this Discussion Paper, GAROC seeks to:

• consider the effectiveness of LGA and GAROC (and former MLGG) activities under the Economic Development priority and investigate best practice in metropolitan councils;

• increase the understanding and awareness of outcomes of those activities; and

• seek views from its metropolitan member councils on potential advocacy actions on the Economic Development theme to be included in its 2020-21 GAROC Annual Business Plan.

Local government’s role in economic development A strong state economy is underpinned by a financially sustainable local government sector.

The Local Government Act 1999 specifically prescribes that the functions of a council includes:

7 (g) to promote its area and to provide an attractive climate and locations for the development

of business, commerce, industry and tourism.

As local place makers, South Australian councils play an important role in supporting economic growth, as well as social wellbeing and sustainable environmental management. They contribute to creating the right conditions for local business to grow and thrive.

A key responsibility for local government is to provide, develop and maintain the infrastructure necessary to ensure that communities have access to safe and sustainable services. South Australia’s

councils are the custodians of infrastructure on behalf of their communities. They are responsible for around $24 billion worth of public assets and infrastructure and have a combined annual budget of over

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$2 billion to manage these assets and provide local services. This investment is a driver of the local economy.

LGA’s economic development activities A key priority of the LGA is to position and support local government as a driver of economic development. We undertake activities that support councils to foster a sustainable local economy that promotes wealth and job creation.

LGA Policy Manual2

The LGA has worked with our member councils to develop a series of policy statements and positions that represent the broad directions for leadership and advocacy for the local government sector.

The Policy Manual’s Economic Development theme includes a suite of statements relating to local government’s commitment to achieving sustainable economic development, and includes the steps required to accomplish this. For example:

LGA Policy: Economic Development Statement

Local government acknowledges the significant role that regional economies play in the economic

stability of South Australia. In recognition of the specific needs of the regions, councils shall continue to

work with federal and state government, Regional Development Australia Boards and key regional

stakeholders to support regional economies.

The table at Appendix A provides a comprehensive outline of the actions undertaken by the LGA and its GAROC/SAROC committees to support the Statement of Economic Development Priorities (eleven themes).

These have included undertaking advocacy to State and Federal Government, assisting member councils, and commissioning research through the Local Government Research and Development Scheme.

Recent LGA advocacy on behalf of our member councils has included submissions to the Senate Select Committee on Jobs for the Future in Regional Areas (September 2019), to the State Government’s Regional Development Strategy Discussion Paper and to Infrastructure SA’s 20-Year State Infrastructure Strategy Discussion Paper (July 2019).

Two key areas of focus in 2019 have been Smart Cities and advocacy towards sustainable population growth.

Smart Cities

Working with GAROC and metropolitan councils, the LGA developed a Smart Cities framework to help councils embed Smart Cities principles in their planning, and administration and operations. This framework is the first of its kind in Australia and will help councils utilise data and technology to increase their efficiency and effectiveness, improve local amenity and community wellbeing and drive downward pressure on rates.

Sustainable population growth

Recognising the strong link between sustainable population growth and economic development, the LGA partnered with the South Australian Centre for Economic Studies to produce a Population Policy

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Report. The LGA also surveyed councils to determine both their immediate and future capacity for population growth, and the short- and long-term investment required to support this growth.

LGA 2019-2023 Advocacy Plan Economic Development is a key theme in the LGA’s Advocacy Plan 2019-2023, which determines priorities to deliver a focused and effective advocacy agenda over the next four years. This Plan has been informed by our members through annual surveys, general meetings, the LGA Board of Directors, and the SAROC and GAROC committees.

The Advocacy Plan states that:

Local government acknowledges that ensuring sustainable economic development is a shared

responsibility of all spheres of government. Councils contribute identifying and implementing

solutions to impacts on economic growth, while highlighting the significant responsibilities of

federal and state government.

Objective: Influence federal and state government activities in identifying and implementing

programs that promote local aims and produce positive local outcomes.

Key Economic Development advocacy issues the LGA is currently pursuing include:

• State and Federal economic development initiatives that will assist with the growth and development of regional South Australia (SAROC are the lead body)

• Decentralisation of SA Government Services so that 30% of the state government public service to be based outside Greater Adelaide and ensuring Commonwealth and State Government policy and programs support increasing regional SA population. (SAROC)

• Repeal of the Mobile Food Vendors regulations to give councils more autonomy to regulate mobile food vendors. (LGA Board are the lead body).

• Ensuring that local government views are considered as the State Government develops a Heritage Tourism Strategy. (LGA Board).

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Questions to inform potential activities in the GAROC 2019-20 Annual Business Plan.

Council activities and services in economic development

1. How do the LGA’s eleven Economic Development Priorities (themes) align with your Council’s

strategic directions?

2. What are your Council’s current strategic priorities regarding economic development?

3. Please highlight any successful economic development and job creation initiatives, partnerships, and

grant programs undertaken by your Council.

Assessment of LGA activities to date

4. To what extent has your Council been aware of the LGA (GAROC/SAROC) activities in economic

development?

5. What are the top three issues that the LGA’s activities have assisted your Council with?

Future advocacy role for GAROC

5. Are there any future priorities in economic development that GAROC could be advocating on to the

State Government (policy or legislative change) or Commonwealth Government (funding

arrangements)?

6. Do you have any other comments or insights?

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LGA of SA ECM 691493 LGA Economic Activities 2019 – GAROC Discussion Paper

Appendix A

LGA actions to support its Statement of Economic Development Priorities.

Priority (theme) Objective Local government’s role LGA activities

Strategic Vision Influence macro-economic and planning policy through mutually advantageous inter-governmental and business relationships, advocacy and leadership that will assist councils to grow GRP and employment and thereby contribute to GSP and community wellbeing.

Local government via strong business relationships, business support services, simpler administration processes and alignment with state and Federal Government strategies seeks to create the micro-economic environment that promotes business growth and community wellbeing.

Local Government can draw together the many stakeholders who drive local economies including Federal and State Government agencies, local business and industry and other community organisations, to focus the strategic vision to achieve a prosperous local economy.

Local Government Research and Development Scheme (LGR&DS) is providing funding to support the LGA to develop a framework to undertake comprehensive research to explore the carrying capacity opportunities and challenges in regional communities – commenced October 2019.

LGA Submission to Federal Senate Select Committee on Jobs for the Future in Regional Areas – September 2019

LGA Submission to the State Government’s Regional Development Strategy Discussion Paper – July 2019.

LGR&DS supported South Australian Centre for Economic Studies (SECES) to develop the Evidence to Inform Local

Government Advocacy for a Strategic Population Policy report – completed December 2018.

LGR&DS Economic Development Australia report on Development and Evaluation of Economic Development Measures to establish measures that can be used to evaluate economic development programs and provide evidence to inform council decisions on resource commitments – completed September 2018.

LGR&DS Access Economics report to quantify the fiscal stimulus effects of local government spending – completed 2010.

LGR&DS South Australian Centre for Economic Studies (SECES) report to examine the policy, strategy, procurement and advocacy functions of local government to determine how councils can stimulate their local and regional economy – completed 2013.

Investment Attraction

Increasingly the opportunity is for the LGA and councils to facilitate and support local firms attract investment and invest outside the local area via brokering key relationships cross-jurisdictional, regional, state and international markets.

Local Government is well placed to package up information about the local economy available for potential investors, highlighting the comparative advantages and features of the region, noting that attracting businesses from other regions in SA is a zero sum game and Local Government investment attraction aims to grow the economy, not simply change its shape.

The vast majority of capital investment comes from within the business community of a council.

Local government business and investment attraction activities are driven by the structure of the local economy and to nurture the economic environment for investment. This can include attraction of State and Federal government projects and relationships, a focus on liveability, tourism, social enterprise educational institutions and students, favourable planning regulations, business support services and proactive local leadership.

The LGA led a delegation of member councils to China in 2016 and has assisted with Inbound Missions. Since 2015 councils have participated in inbound and outbound missions from South Australia’s sister-state Shandong, as well as regional events, supporting and promoting their regions and their local businesses and industries.

LGR&DS funded the development of the China Strategy and Action Plan to provide strategic advice and direction to councils on how best to engage with China, to realise economic advantages for local communities – completed 2016.

Between 2015 -2018, the LGA had an MOU with the Australia China Business Council to deliver on initiatives that assist councils to assist their local businesses be export ready. At present 26 of the 68 councils are involved in the initiative.

LGR&DS – New Business Development - a guideline for councils to prepare a checklist and model guidelines to use when working with new businesses both large and small. The report acts as a guide for new businesses with respect to the legislative compliance, business development fundamentals and the social license aspects of starting a new business – completed 2014.

LGR&DS SACES study to evaluate of Federal nation building projects (economic stimulus) to illustrate how some of these initiatives could have been better administered and delivered through local government – completed 2013.

Tourism Tourism, as a service export, has the capacity to deliver new expenditure and create new jobs and will be a key engine of growth in a serviced-based economy.

Tourism is a key plank in investment attraction, small business growth and a driver for innovation and entrepreneurship.

Tourism is a fundamental economic driver for South Australian regions and metropolitan Adelaide, and Local Government can support and facilitate regional tourism bodies to build and promote a diverse and sophisticated experience in their region.

In September 2019, the LGA designed and hosted a ‘Tourism and Councils’ training day to assist elected members to understand councils’ role in supporting the tourism economy.

The LGA has focused on its relationship with the South Australian Tourism Commission (SATC) and the various organisations that coordinate tourism activities and continues to advocate for a local government position on the SATC Board.

LGA sponsors the Tourism Industry Council South Australia’s Local Government Award for Tourism Award.

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Tourism is a fundamental economic driver for South Australian regions and metropolitan Adelaide, and councils can support and facilitate regional tourism bodies the broader theme of the “Tourism

Economy”. This captures all the economic

activity that supplies the tourism industry, such as the caravan manufacturer, the Australiana Gift shop, the laundry supplier and the hotels and motels.

LGA is on SATC’s Regional Visitor Strategy Committee and is representing council interests in the development of

regional tourism capability statements.

The LGA currently is on the Department of Environment and Water’s working group as it develops a statewide Heritage

Tourism Strategy.

LGR&DS - University of South Australia report on the efficiencies and service delivery in LG caravan parks – completed September 2019.

In 2017, the MLGG hosted a ‘Visiting Friends and Relatives’ Think Tank with metropolitan councils and local businesses.

In 2017 the LGA launched a Tourism Background Paper and Festivals Events Guide. These were informed by a LGR&DS research report into methods for councils to achieve best value returns for investment in tourism and events.

LGR&DS supported the development of a Tourism Strategy for local government in conjunction with council and the SA Tourism Commission – completed 2006.

Mineral and Energy Resources

Mineral and energy resources are increasingly becoming an important part of the State’s economy and Local Government

can plan proactively for a range of imperatives including community concerns, changes to land use and industry, economic development opportunities, infrastructure requirements, social changes and environmental and sustainability concerns.

The mining and energy sectors present opportunities and challenges to some council regions to facilitate economic growth in culturally sensitive, and in ecologically and socially responsible ways.

The LGA has maintained important links with peak industry bodies and key state and federal Government agencies to represent the best interests of councils.

Working with member councils, the LGA and regional LGAs successfully advocated to remove the requirement for regional councils to pay royalties to the State Government for the operation of their own ‘borrow pits’.

2017 LGA submission to the Leading Practice in Mining Acts Review of SA’s mining laws.

LGR&DS to support the Eyre Peninsula LGA to develop an engagement protocol or code for mining and resources development in regional SA – completed 2014.

In 2014 the LGA, the Eyre Peninsula Local Government Association (EPLGA) and Regional Development Australia Whyalla and Eyre Peninsula (RDA) established the EP Mining & Energy Resources Community Development Taskforce (Taskforce) to raise the level of awareness in local government and the community of mining projects and business opportunities being proposed for the Eyre Peninsula.

LGR&DS supported a SACES report to examine the effects that exploration and mining can have on council services and infrastructure and explore risk minimisation strategies for councils – completed July 2013.

LGR&DS research report from the University of Queensland Centre for Social Responsibility in Mining to document the impact of the Resources Boom in Regional Australia – completed July 2012.

Red Tape Reduction Regulatory policy and processes are designed to be robust and protect the public interest, but can be a barrier to economic development and a source of friction.

Councils can contribute directly to local productivity through improved efficiencies to some of their own processes and functions, such as red tape reduction and reducing the cost of doing business.

The LGA seeks opportunities to proactively work with all levels of government to simplify decision-making, planning and administration policies and practices.

LGA submissions to State Government’s Simplify Day process in 2016 and 2017 to highlight opportunities to streamline

regulatory process and drive economic development.

Following the 2017 Simplify Day, the State-Local Government Taskforce on Reducing Red Tape was established to identify reforms to reduce red tape that prevents economic development and growth of small business.

The Taskforce had a term of 12 months and consisted of senior representatives from councils, relevant government departments and the LGA.

Planning Planning is a critical tool for the achievement of social, cultural, environmental and economic objectives.

Local government collaboration with the State Government on the implementation of a planning reform program and in terms of economic development, expedite planning approval policy amendments to

The LGA seeks to influence public planning policy reform to preserve and promote the aims and objectives of local government to produce positive community outcomes.

The LGA is a member of Mainstreet SA and sponsors their awards. In 2016, the LGA hosted a Mainstreets, Placemaking and Smart Communities Workshop to assist councils develop their thinking on these issues.

Submission to the Productive Economy Discussion Paper used to support the preparation of the new Planning and Design Code – February 2019.

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facilitate growth and investment in strategic areas.

In 2017, the LGA worked with the Office of the Industry Advocate to translate the State Government’s Industry

Participation Policy into a framework for local government. In 2018, the MLGG The MLGG received a presentation from Ian Nightingale, the Industry Advocate on how local government can successfully adopt the SA Industry Participation Policy.

LGR&DS supported development of the Upper Spencer Gulf (USG) Cities plan to ‘pilot’ a regional service-sharing arrangement to achieve consistent planning outcomes for the three cities, each of which has a strong heavy industry and advanced manufacturing economic base – completed 2014.

LGR&DS supported SACES to develop fact sheets/ regional profiles for the seven non-metropolitan RDAs that summarise their current contribution to the SA economy, consider and prioritise future contributions and highlight potential issues/barriers to growth – completed 2011.

LGR&DS to support the development of an economic model to quantify the economic contribution of regional South Australia, by region and by industry, to the State – completed 2005.

Innovation and Entrepreneurship

Local start-ups reflect entrepreneurial spirit, bring new lifeblood to local and regional economies and add to the vibrancy of local communities.

Recognising that the key to economic growth is innovation and entrepreneurship, Local Government can facilitate an environment that supports local creativity and grow homebased businesses through policy and program support.

The LGA represents member councils’ interests by liaising with State and Federal Governments when implementing various innovation initiatives to ensure South Australian councils are in the best position to attract funding.

LGR&DS report from Workforce Blueprint to assist councils to leverage sister-city relationships into economic development and entrepreneurial opportunities – completed July 2019.

LGR&DS University of Adelaide developed a framework for the evaluation of effective links and principles necessary to measure the value of involvement in the Sister Cities program – completed 2000.

LGR&DS report to provide information to councils interested in competing internationally by selling their expertise in the international marketplace – completed 2000.

Local Infrastructure High quality public realm amenity and place-making attract high value businesses and knowledge workers stimulating private investment.

Local Government is responsible for the provision and maintenance of local infrastructure which is often a key catalyst for local economic development.

Councils planning for new infrastructure and upgrades see the investment realised in terms of investment attraction, a planning tool and meeting its social contract with residents and the business community.

The LGA (and the Australian Local Government Association) advocates on a range of roads and community infrastructure issues to ensure that Federal funding and State policies and legislation adequately supports South Australian councils to fund, build and maintain the appropriate infrastructure required by their communities.

LGR&DS support for the University of Adelaide’s Business School to develop a plan to assist regional councils in

improving the long-term financial sustainability of their regional airports – commenced October 2019.

LGA submission to Infrastructure SA’s 20-Year State Infrastructure Strategy Discussion Paper – July 2019

In 2017, the LGA successfully advocated for and entered into a deed with the State Government for the administration of the State Local Government Infrastructure Partnership (SLGIP). The SLGIP program was established to allow councils to bring forward investment in approved infrastructure projects thereby creating jobs and increasing economic development across the state. The project resulted in the distribution of State Government grants of $24.1 million, with councils agreeing to undertake projects totalling $131.9 million.

Digital Economy The provision of world class, high-speed broadband as an enabler to increase engagement with the digital economy is fundamentally important for our future productivity, competitiveness and social and economic wellbeing.

Local Government supports the development of community capacity to participate in the digital economy through BECs and RDAs, to enhance access to information and participation in the global economy.

GAROC’s leadership of the Smart Cities program has been a flagship of the LGA’s activities to support economic

development. Commencing with funding support from the former Metropolitan Local Government Group (now GAROC), the program sponsored a Smart Cities Project Officer within the LGA to work with council on their smart cities initiatives between 2018 and 2019. GAROC launched the Smart Cities Framework for Metropolitan Adelaide in May 2019 and continues to support the Smart Cities Network.

The LGA supports ALGA’s advocacy that the Commonwealth Government provide a Smart Cities Communities Program

of $100 million/year and a Digital Local Government and Rural/Regional Telecommunications Program of $100 million over 4 years.

The LGA has advocated to the Commonwealth for broadband to be classified as an essential service. The LGR&DS supported a research report to determine local government’s role in the expansion of broadband – completed in 2004.

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Small Business An estimated 34% of the South Australian workforce is employed by small businesses.

Supporting businesses to become more competitive and resilient is a more effective contributor to economic development than attracting new businesses, particularly through specific enticements.

Local Government facilitates the conditions to support small-to-medium enterprises (SMEs) and home-based businesses (HBBs) to prosper and grow, contributing to growth in Gross Regional Product (GRP) and creating local employment opportunities.

At the request of the MLGG, in 2017, the LGA worked with the Office for the Small Business Commissioner to develop a Small Business Friendly Council Charter Program, as a framework which allows greater recognition of small business in the activities undertaken by councils. The Charter outlines what a Council agrees to do to support small business in its area. It comprises commitments to small business and economic development, to customer service, and to simplifying administration and regulation

To date, thirty councils have signed up to the Charter. The OSBC held a Small Business Friendly Council Workshop on 28 October 2019 to further promote this initiative to councils.

In 2017, the MLGG held three ‘think tank’ sessions with metropolitan councils and business leaders to consider local government role in creating new and developing existing businesses. The MLGG also led the development of a report for councils to consider the use of ‘case management’ services to stimulate and facilitate local business.

Since 2016, the LGA has advocated for the State Government to extend small bars outside of the Adelaide CBD.

LGR&DS supported TAFE to develop self-learning packages as part of a pilot series aimed at meeting the vocational and education training needs of Family Business Owners/Managers – completed 2000.

Skilled Workforce Human capital is the single most important factor in enhancing economic development and growth, with reducing the proportion of people with low skills more important than increasing the proportion of people with high skills. A productive, educated and skilled workforce is essential for a prosperous local economy and contributes to increasing the participation of the local population in economic growth.

Councils can work with BECs, RDAs and other industry agencies to develop the skilled workforce required to drive local industry.

The LGA represents member councils’ interests on the State Government’s Industry Skills Council.

In previous years, the LGA managed the State Government’s Regional Youth Traineeship Program which contributed $4m over two rounds to provide a wage subsidy per trainee for up to two years. This program filled in excess of 114 positions across SA regional councils and provided unemployed young people in regional areas with training and employment opportunities in local government.

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148 Frome St Adelaide SA 5000

GPO Box 2693 Adelaide SA 5001

T (08) 8224 2000

F (08) 8232 6336

E [email protected]

www.lga.sa.gov.au

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STRATEGIC

PLAN

2020 - 2024

Eastern Region Alliance

Website: www.era.sa.gov.au

Item 7.3

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1

ERA Strategic Plan

Vision

Adelaide’s Eastern Metropolitan Councils working together to better serve their communities.

Mission

To secure a sustainable lifestyle, excellent services and facilities for our communities and to advance the interests of Adelaide’s Eastern Metropolitan Region.

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2

ERA Strategic Plan

Introduction

The Eastern Region Alliance (ERA) is a group of six eastern Adelaide Councils that collaborate for the

benefit of their local communities and the region as a whole, based on a Memorandum of

Understanding developed in 2008 (and updated in 2017). The ERA Councils are the Cities of Burnside,

Campbelltown, Norwood Payneham & St Peters, Prospect, Unley and the Town of Walkerville. The

region generally enjoys higher than average income levels, quality urban form and amenity, and good

economic and social opportunity.

ERA Councils, under the strategic guidance of the ERA Mayors and CEOs, have worked together

collaboratively on a wide range of initiatives, some inclusive of all ERA Councils and others in

partnership with non-ERA Councils. Priorities have encompassed long-term future planning (e.g.

water initiatives and economic development), efficiencies and cost savings (e.g. East Waste) and

positioning Eastern Adelaide more strongly with State and Commonwealth Government. ERA Councils

maintain direct affiliation with the Local Government Association of South Australia. Similarly, ERA

Councils can work on projects with other ERA Councils without ERA involvement or endorsement and

can work with Councils outside of the Eastern Adelaide region. Most importantly, while this strategy

includes opportunities for efficient service delivery, ERA Councils are clear that ERA is not a conduit to

Council amalgamations. Projects or initiatives will be badged as ‘ERA Projects’ when all ERA Councils

resolve to participate.

One of ERA's greatest strengths is the collaborative nature of its member relationships, which allow

for ideas and initiatives to be raised and actioned quickly. This fluidity contributes to the social capital

'glue' which makes the group interesting and provides value to ERA Councils who can initiate projects

as needed. This flexible approach worked very well in the early years of ERA and contributed to good

working relationships. However, with ERA now developing into a more mature organisation, the

Strategic Plan provides a mechanism for ERA Councils to drive greater efficiencies, improved

capability and better services to Eastern Adelaide communities.

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ERA Strategic Plan

The Eastern Region

Within ERA the resident population is 202,273, while the 2016 census showed that those employed

within ERA’s boundaries number 98,814. The economic contribution of ERA is estimated to be $9.72

billion, approximately 10.4% of the Gross State Product, making ERA a significant force within Greater

Metropolitan Adelaide.

Since signing an MOU in 2017, the six ERA Councils have been working towards improved co-

operation, resource sharing, more effective working relationships and joint actions to agree and

address strategic priorities between any two or more of the six Councils.

With the goal of securing a sustainable lifestyle, excellent services and facilities for its constituent

communities, ERA aims to:

• Improve cooperation, collaboration, and coordination across the ERA Councils.

• Establish a robust operational framework to deliver effective and efficient services

• Be successful in attracting state and federal government funding for regional initiatives.

• Increase awareness, and the influence, of ERA within the three spheres of government

The CEOs of the six Councils meet monthly to discuss issues of mutual interest, while the Mayors and

CEOs meet quarterly. Chairing of these meetings is rotated annually, alphabetically by Council name.

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ERA Strategic Plan

ERA’s Goals for 2020-2024

What do we want these goals to achieve?

1. Governance Framework

The governance framework remains appropriate and effective for the achievement of ERA’s objectives.

2. Influence

ERA Councils will have a 'place at the table' with LGA, State and Commonwealth Government in policy formation that affects eastern Adelaide.

3. Regional Services and

Programs

Regional service delivery programs will be managed by the ERA Councils, delivering cost-effective services within an accountable governance framework.

4. Engagement

Elected Members, Council Staff and our communities will recognise ERA for the quality and cost-effectiveness of shared services for Local Government in this region.

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ERA Strategic Plan

The Strategy

1. Governance Framework

Within two years, the ERA Councils will review ERA’s governance framework with the aim of ensuring

that the framework is appropriate and effective for the achievement of ERA’s objectives.

Action Outcome KPIs

1. The Strategic Plan sets out actions and directions and is regularly reviewed to ensure ERA is responsive in a dynamic environment.

'Achievements against the Strategic Plan' is a standing agenda item, and the Plan undergoes a formal 'rolling review' tied to the Local Government election cycle.

2019/20 and 2023/24: A review of achievements, new influences, and new opportunities has been conducted, and the Strategic Plan extended.

2. A 'directions' workshop between the ERA Mayors and CEOs to underpin the delivery of the Strategic Plan will be undertaken within 12 months after the conclusion of each periodic election.

The mechanisms for discussion, debate and progress monitoring will be kept relevant and fresh.

A workshop will address the question "is this the best way of working?" within 12 months after the conclusion of a periodic election and implement changes if required.

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ERA Strategic Plan

The Strategy

2. Influence

ERA Councils will have a 'place at the table' with LGA, State and Commonwealth Government in policy

formation that affects eastern Adelaide.

Action Outcome KPIs

1. Demonstrable cohesiveness saves ERA Councils’ time through facilitating information sessions by Agency Heads and other key stakeholders.

Agencies understand regional strengths and issues and receive coordinated feedback about the implications of State and Commonwealth policies and initiatives.

Opportunities for presentations to individual Councils are extended to all ERA Councils.

2. Monitor and coordinate the provision of interpretation of State and Commonwealth policy and consultation drafts for ERA Councils.

ERA Councils are informed about new policy agendas and 'calls for comment', and ERA facilitates a regional response where appropriate.

A mechanism is in place to provide timely information about policy and initiatives and facilitate a regional response where this provides benefit to ERA Councils.

3. Demonstrate leadership in Local Government in South Australia by working with State Government in the achievement of key agendas.

State Government consults with ERA Councils, ensuring opportunities for response to emerging policy agendas.

ERA Councils influence the design and implementation of State Government agendas to ensure the best outcome for Eastern Adelaide communities.

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7

ERA Strategic Plan

The Strategy

2. Influence

ERA Councils will have a 'place at the table' with LGA, State and Commonwealth Government in policy

formation that affects eastern Adelaide.

Action Outcome KPIs

4. Monitor and provide value to State and Commonwealth Government reform agendas.

Knowledge, delivery capacity, and sound partnering ethos is valued.

2020/21: ERA provides the opportunity for local knowledge sharing, funded service delivery, and intergovernmental collaboration.

5. ERA Projects are showcased regularly at Local Government events eg ALGA, LGA AGM.

There is increased awareness of ERA activities at state and national levels.

• 2020/21: At least one

presentation per annum on

ERA initiatives is provided..

• 2020/21: The ERA Councils are represented on Local Government boards.

6. ERA’s biannual report is included in agendas of ERA Councils.

There is greater awareness of and among Elected Members and residents.

Biannual report is presented

after Mayors and CEOs

meetings.

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8

ERA Strategic Plan

The Strategy

3. Regional Services and Programs

Regional service delivery programs will be managed by the ERA Councils, delivering cost-effective

services within an accountable governance framework.

Action Outcome KPIs

1. Priority projects including Ageing, Smart Region, Climate Change Adaptability, Waste Management and Water Security will continue.

A consistent effort is applied across the region for the benefit of the ERA Councils and their communities.

• Successful implementation of the Daily

Moves Program and the Housing

Adaptability Program (active ageing).

• Successful implementation of ERA Water.

• Successful implementation of Connected

Cities.

• 2019/20 successful implementation of

year 3 of the Resilient East Program.

• Develop an action plan to minimise waste to landfill for each Council and educate the community.

2. Scheduled review and renewal of existing contractual arrangements (e.g. East Waste, Street Sweeping, Waste Disposal and EHA).

The design and implementation of the new structure benefits from sunset arrangements with existing service contracts.

• Ongoing review of regional contracts

determines timelines for key decisions

about the use of ERA Council subsidiaries

for regional services.

• 2019/20 City of Unley to investigate

becoming a member of East Waste.

• 2019/20 City of Unley to investigate

feasibility of becoming a member of EHA.

• Successful implementation of a joint street sweeping contract between Campbelltown City Council and Town of Walkerville.

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9

ERA Strategic Plan

The Strategy

3. Regional Services and Programs

Regional service delivery programs will be managed by the ERA Councils, delivering cost-effective

services within an accountable governance framework.

Action Outcome KPIs

3. Assess the feasibility of a regional approach to programs (such as Economic Development or Rec and Sport Assets), with a single regional manager rather than duplication of management roles in a number of ERA Councils.

Integrated regional programs will provide stronger direction, save management costs, and better position the region to attract grant funding.

• At least one regional

program has been

developed and is operating,

with monitoring and review

processes in place.

Investigate other potential

programs for example

Urban Forest.

• Resilient East and Economic

Development programs

successfully implemented.

4. A regional service delivery framework is established and focuses on key areas including: economic development, waste, health, back of house, civil works, tree pruning, payroll, call centre, records management and street sweeping.

There are increased efficiencies and ROI for ERA Councils and demonstrable benefits for ratepayers.

2020/21: A regional service delivery framework is adopted and enacted.

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ERA Strategic Plan

The Strategy

4. Engagement

Elected Members, Council Staff and our communities will recognise ERA for the quality and cost-

effectiveness of shared services for Local Government in this region.

Action Outcome KPIs

1. ERA Councils include regional implications as a standing item on all Council reports.

Staff and Elected Members are required to think regionally.

2019/20: All Council reports

include discussion of regional

implications.

2. ERA Councils will provide transparency and promote regional benefits to communities and stakeholders.

Constituent communities and stakeholders understand the value of regional initiatives and encourage Councils to progress this approach.

• ERA’s branding is used to

promote regional projects.

• That each ERA Council’s annual report will include a section on ERA.

3. Council staff are engaged with ERA’s projects and portfolio areas. Mayors and CEOs actively participate in ERA.

ERA’s projects provide professional development, succession and leadership opportunities, and staff think regionally in designing and delivering Council services.

• Council staff are aware of ERA and how their specific

roles are influenced by regional initiatives.

• Council staff are provided

with opportunities to

participate in ERA projects.

4. Implement shared services initiatives to achieve cost efficiencies and increased service levels for ERA Councils.

ERA Councils pursue operational efficiencies and projects leading to reductions in red tape and providing a direct benefit to our communities.

ERA Councils demonstrate

leadership in shared services

outcomes as opportunities

arise.

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ERA Strategic Plan

KPI Summary

Ongoing / Annual

Action

1.3 A workshop between the ERA Mayors and CEOs will address the question "is this the best way of working?" within 12 months after the conclusion of a periodic election and implement changes if required.

2.1 Opportunities for presentations to individual Councils are extended to ERA Councils

2.2 A mechanism is in place to provide timely information about policy and initiatives, and facilitate a regional response where this provides benefit to ERA Councils

2.3 ERA Councils influence the design and implementation of State Government agendas to ensure the best outcome for Eastern Adelaide communities

2.6 Biannual report is presented after Mayors and CEOs meetings

3.1 Successful implementation of the Daily Moves Program and the Housing Adaptability Program (active ageing).

3.1 Successful implementation of ERA Water.

3.1 Successful implementation of Connected Cities.

3.1 Develop an action plan to minimise waste to landfill for each Council and educate the community.

3.2 A review of regional contracts determines timelines for key decisions about the use of the ERA Council subsidiaries for regional services

3.2 Successful implementation of a joint street sweeping contract between Campbelltown City Council and Town of Walkerville.

3.3 At least one regional program has been developed and is operating, with monitoring and review processes in place. Investigate other potential programs for example Urban Forest.

3.3 Resilient East and Economic Development programs successfully implemented

4.3 ERA’s branding is used to promote regional projects

4.3 That each ERA Council’s annual report will include a section on ERA.

4.4 Council staff are aware of the work of ERA and how their specific roles are influenced by regional initiatives

4.4 Council staff are provided with opportunities to participate in ERA projects

4.5 ERA Councils demonstrate leadership in shared services outcomes as opportunities arise

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ERA Strategic Plan

KPI Summary

2019/20

Action

1.2 A review of achievements, new influences, and new opportunities has been conducted, and the Strategic Plan extended.

3.1 Successful implementation of year 3 of the Resilient East Program.

3.2 City of Unley to investigate becoming a member of East Waste.

3.2 City of Unley to investigate feasibility of becoming a member of EHA.

4.1 All ERA Council reports include discussion of regional implications.

2020/21

Action

2.4 ERA provides the opportunity for local knowledge, funded service delivery, and inter-governmental collaboration.

2.5 At least one presentation per annum on the ERA initiatives is given at both state and national level.

2.5 The ERA Councils are represented on Local Government boards.

3.4 A regional service delivery framework is adopted and enacted.

2023/24

Action

A review of achievements, new influences, and new opportunities has been conducted, and the Strategic Plan extended for the forthcoming decade.

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Council Agenda Item 15 14 April 2020 Item No: 15 To: Council Date: 14 April 2020 Submitted by: Mayor Anne Monceaux Subject: MAYOR’S REPORT Attachments: Nil

MAYORAL ACTIVITIES | For the period 19 March to 8 April 2020 • Attended the Elected Member Annual Community Survey and Strategic Plan

Workshop. • Attended an on-line Eastern Region Alliance (ERA) meeting of ERA Mayors and CEOs. • Partook in on-line meetings, relating to COVID-19, with the Minister for Local

Government, the Local Government Association (LGA) and other Mayors across the state.

• Joined an on-line briefing with Senators Birmingham and Rushton and other Mayors

across the state to discuss matters relating to COVID-19. • Read and had recorded four children’s stories for Burnside Library to go on-line as part

of Story Time. • Read and had recorded a message for Library users and one for the Burnside

Community. • Joined an on-line briefing with CEOs and Mayors led by the SAPOL Deputy

Commissioner. • Participated (as panel member) in the selection of the design of the sculpture to be

placed in Constable Hyde Memorial Garden. • Created two official written messages for the Burnside community to be placed on our

website to inform and support the community through the current health pandemic. The Mayor’s schedule has been adjusted to take account of the public health situation, resulting in the required cancellation or delay of most face-to-face engagements.

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I attended the National Climate Emergency Summit on 15 February 2020. I attended this summit as a result of the Council’s Climate Emergency Declaration. The Summit was marketed as:

“The National Climate Emergency Summit will convene practitioners, advocates, governments, youth leaders, and industry innovators from across Australia to explore and unpack what a climate emergency transition could look like at local, national, and global levels.

The Summit will present a series of workshops, panel discussions, and debates that tackle critical issues spanning the political, economic, technical, and social change dimensions of initiating and carrying out a full-scale response to the climate emergency.

The Summit addresses the pressing need to consolidate coordinated and cooperative approaches to form sound and effective responses – inviting communities, practitioners, businesses to challenge and assist governments to respond to the emergency at hand.

This event should be used as an opportunity to catalyse the breakthroughs that can help shape the kind of urgent climate emergency response citizens want to see.”

I had hoped to hear suggestions on how Local Government could reduce its emissions and prepare for our changing climate.

Unfortunately, the conference was a complete waste of time and money. This was largely as a result of the presenters trying to push their own agendas in attempting to denigrate the liberal party as much as possible. The Guests they had invited were very impressive however, they were each given about 5mins to speak which was not enough to actually address any of the issues that they wanted to discuss. They were also constantly interrupted by the presenters who were trying to score political points. This was met with celebration by the majority of the audience which was equally disappointing.

Key Quotes from the presenters include:

“Isn’t it good that these public school students are giving a fucking kick up the bum to all those private school students?”

“who can spell pyrocumulus? Public school students”

The presenter after these comments then honestly asked the question “ why is the politics so toxic around climate change.” “masculinity is preventing people from accepting climate change.” “the assholes at school became politicians, I hope they die” “they have the politics of hate”

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As a conference that was supposed to be focused on mapping out a climate change transition I was very disappointed by the presenters in particular and their childish behaviour. They dominated the discussions and sapped any value from the summit.

All of the presenters seemed to be making the comment that Governments and regulation were preventing them from achieving their aims. An investment banker who was investing in solar farms stated that he could build a 650 megawatt powerstation in 18 months but it would take 8 years to get approval from the EPA. He said that governments were the problem and they can solve these issues but government needed to get out of the way.

Another guest spoke about how he could store Hydrogen in ammonia and transport it safely, it could then be used as a fuel source. The ammonia plant could be located next to a solar farm to produce clean fuel for vehicles.

The presenters dismissed the point of view of their guests that less government intervention and regulation was the key to solving climate change and concluded that the conference should all vote for the Labor Party at the next election as the most important take away for the summit.

It was a waste of time and ratepayer money.

Cr Henry Davis

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