VALUES - Berri Barmera Council · In finding ways to adapt to change we need to be ... This plan acknowledges the changes in local operations by a more global economy ... Council

2015-2020

VALUES

Contents

Introduction

Overview 1-2

Mayor 3

Chief Executive Officer 3

Elected Members 4

Our Community 5

Goals 6

Strategic Plan 2015-2020

1. Confident and Contributing Community 7-11

2. Diverse Economy 12-17

3. Smart Infrastructure 18-21

4. Valued Natural Environment / resources 22-24

5. Strong internal capability and capacity 25-28

Berri Barmera Council Strategic and Corporate Plan 2015-2020 1

Overview

Why the new strategies?

The Berri Barmera Council in the Riverland, undertook a strategic planning

process looking at different scenarios for the future. What would be the

characteristics that we need to have in our community to be vibrant now and

in the future, that would provide a community that everyone wants active

involvement?

Focussing on the horizon to 2030 as the projected time-frame for this plan,

Council believes there will be only one council for the Riverland, eliminating

the expense of delivering duplication of services and service delivery with a

population around 30,000 people. Council believes the way to make progress

towards this future is to have an active collaboration with the local Councils

now, to allow for a future with the Riverland as an active force across the

whole of South Australia. Our Riverland communities are aging and our

industries and economy continue to evolve from our horticultural base.

Strategic Plan

To envision the future you need to look back at the past to assess the rates

of change in the regional area. Since 2000, the changes within business

processes and community communication have shifted dramatically with the

rise of use of the Internet, email, social media platforms including Facebook,

Twitter, Instagram and Smart device apps, with less reliance on

newspapers. These changes have had an effect on some areas of Council’s

business operations with Council finding others remain unchanged such as

roads grading, requirements for parks and gardens maintenance and

building repairs.

When we look to the future, and how the upkeep will be maintained, Council

needs to identify the areas of local government business that will change,

which will stay the same and identify the gaps to maintain the effectiveness

of local government services.


Overview continued.

The recreation areas and sports that Council has helped maintain have also

changed rapidly over the last 10 to 15 years. Cricket has seen a decline in

participation from the year 2000, tennis at junior levels remain strong with a

drop in the amount of an adult competition. Senior sport levels have

deteriorated as people have moved away from structured regular

commitments such as weekend sport. People believe they are time poor, are

committed to doing longer working hours and continually trying to juggle a

work life balance. The sport that is supported by the baby boomers has

continued to flourish, bowls has good numbers and other sports have grown.

Soccer has seen an increase in participation from several teams and several

towns. Greyhound racing at Barmera has dissolved, as has the Monash

cricket and tennis teams, requiring a constant rethink of Councils service

delivery to meet the changes within the community.

So what the past has told us is that the future won't be the same, that there

will be structural changes that will happen within our community and Council

need to be prepared for them. There will be things that will remain the same,

that Council will need to excel and improve, find greater efficiencies and

better ways of achieving results, to be able to give good value for money

back to the residents.

In finding ways to adapt to change we need to be able to communicate with

our community on a stronger and more effective basis.

This critical examination has led the Council to believe that to be successful

in the future we need the following:

A Confident and Contributing Community

A Diverse Economy

Smart Community Infrastructure

To Value Natural Resources and the Environment

That Council as a business will need to have Strong Internal Capability

and Capacity


Mayor

Dear Residents,

Our community has had to face some of the toughest

economic and environmental challenges for generations and now must adjust

to ensure we continue to have a vibrant and successful future.

Council has undertaken to develop its Strategic Plan to state how we are as a

community, respond to the current and future opportunities for economic

growth, environmental sustainability and social cohesion. Council has included

explanations of its goals and objectives the community can understand, why we

have chosen the direction we have, on your behalf.

This plan acknowledges the changes in local operations by a more global

economy and the opportunities for the state and our community in pursuing a

China strategy for business growth.

The future funding is detailed in the Long Term Financial Plan. I commend the

document to you and hope that we can join in partnership with you in “Building

a Better Community.”

Peter Hunt, Mayor

This document challenges the Council to work together

with the community, state and federal governments to

achieve a bright future for our region.

The plan highlights the interaction and links between local action and focus, which

embrace state and federal government policy. Council varies in its role from

provider, to partner, to contractor and also lobbyist with the other levels of

government to respond to our local needs.

Council manages assets with replacement cost of over $200million but, most like

roads, footpaths, parks and gardens are not assets that can be sold or converted

to cash but require a great deal of expenditure to maintain.

Council staff are dedicated to provide the services the community wants but is

limited by the financial resources and income that the Council receives.

The plan illustrates that the Council is working on many different levels besides

what people traditionally associate local government activities of roads, rubbish,

parks and gardens to increase our local diversity as we strive to keep our area as

a special place to live.

David Beaton, Chief Executive Officer

Chief Executive Officer

Mayor Peter Hunt JP

Phone: 0408 821 922

Email: [email protected]

10 Trevelyan Street

BARMERA SA 5345

Cr Rhonda Centofanti

Phone: 8583 7216


PO Box 182

WINKIE SA 5343

Cr David Waterman

Phone: 8588 1177


6/41 Queen Elizabeth Drive

BARMERA SA 5345

Cr Trevor Scott

Phone: 0409 588 568


7 Cooper Street

BERRI SA 5343

Cr Stephen Lynch

Phone: 8588 7384


PO Box 350

LOVEDAY SA 5345

Cr Margaret Evans, OAM

Phone: 8582 1764


2/1 McGilton Road

BERRI SA 5343

Cr Mike Fuller

Phone: 8588 1130


54 Nookamka Terrace

BARMERA SA 5343

Cr Andrew Kassebaum

Phone: 8583 7116


PO Box 14

GLOSSOP SA 5344

Cr Linc Gore

Phone: 8582 1118


36 Derrick Street

BERRI SA 5343

Elected Members



Our Community

The Berri Barmera Council is located in the Riverland region of South

Australia, the Riverland population is approximately 33,000, with the Berri

Barmera Council population 10,500. The area is 50,845ha which

incorporates the townships of Barmera, Berri, Cobdogla, Glossop, Loveday,

Monash, Overland Corner and Winkie.

The economic base of the community is driven by horticulture and viticulture

and associated industries; in addition Berri has traditionally serviced the

region for state and federal government services. Other major sources of

economic development within the area include Accolade Wines Australia

located at Glossop; tourism and retail shopping.

The region has a well earned reputation for an outdoor lifestyle and sporting

excellence coupled with a naturally friendly and outgoing social acceptance.

We are very much a River Murray local government body and our future is

linked hand in hand with the health of the river for our economy, recreation

and amenity.

There is merit in discussing the future to see a shared vision of one council

serving the whole of the Riverland as needs for more efficiency and greater

accountability for infrastructure stretch the financial capacity of councils.

Council has reviewed what currently exists within the community and what

needs to be put in place for the area to thrive in the future.

Council has scope to effect change in a variety of ways, but also faces

severe limitations in the amount of funding it has access to compared to

State and Federal Governments.

Council can assist the business and economic environment in the region but

has no influence on global factors, on supply and demand of goods and

services and foreign exchange rates, that have effected our economy in the

past.


Our Strategic Plan is shaped by five Goals;

1. Confident and Contributing Community;

This Goal focuses on creating opportunities for active contributions from the community and retaining the population. The goal encourages the community to

participate. It is underpinned by an entrepreneurial spirit, partnerships and the region’s future success and leadership.

2. Diverse Economy;

This Goal focuses on broadening the economic base of the region. Recognising that the region has successfully grown through horticultural and associated

industries, now is the time to create and attract new economic opportunities and talent.

3. Smart Infrastructure;

This Goal focuses on effectively managing assets, ensuring contemporary systems are in place to enhance community wellbeing, communication, and access.

4. Valued Natural Environment / resources;

This Goal focuses on protecting and enriching our natural resources for future generations. While the river is foundational to our identity and lifestyle, this goal

extends beyond to the creation of ‘closed loop’1 systems and by becoming self-reliant in many areas.

5. Strong Internal capability / capacity.

This Goal focuses on business practices for community benefit, accountability, good governance and clear decision making processes. Reduction in complexity,

increased skill development of staff and Elected Members and resource sharing opportunities are pivotal to the goal.

1. a system that adjusts itself to varying conditions by feeding output information back as input

Goals


Confident and Contributing Community

In 2030 a modern a vibrant community has a variety of key elements that

will help it progress and create a place where our residents are happy to call

home.

The Riverland has been established on a principle of individuals and groups

“having a go” and it is this culture that has served us well in the past and will

provide guidance for future generations.

Groups that have a strong self help ethic and will put energy and effort into

their preferred future and those that generally succeed and prosper. It is

these groups the Council wishes to partner and invest with to get the largest

return on community dollars.

To achieve its goal Council will do the following:

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Objective 1

We will create opportunity for active involvement and input to

civic issues and decision making.

Council values the input from the community and wants to make as many

residents as possible aware of the projects and plans Council is undertaking.

Council undertakes a broad range of roles and directions on behalf of the

community. The Mayor and Councillors bring their experience and

perspective to Council decisions from their involvement in the community,

but community observations and reflections improve the authenticity of

decision making.

How a community gains information has changed over the years and with

the region no longer having a local television news service and email and

social media taking over some of the role of newspapers, Council realises it

must have a variety of information sources to involve the community.

Objective 2

We will increase involvement in civic pride.

Civic pride or the general positive feeling of being a part of a community is

important to how that community grows. Many groups and individuals in the

Berri Barmera area do outstanding work and support to the cultural and

social fabric of the community. Council wants to both expand those

opportunities for the community to come together in cultural, social and

sporting events and competition. Additionally, Council wants to continue to

recognise those that contribute to “Building a Better Community”.



Objective 3

We will support First People

The first people of the River Murray and Mallee have a special bond to the

land in our region which pre-dates white settlement. This enduring

connection has been acknowledged by the decision that recognised that

native title had never ceased to exist in the area.

Council has a joint management and care role at Lake Bonney-Barmera

(joint name), at Barmera which is intended to provide both protection to

historic sites and opportunity for community use. The Council has a

Memorandum of Understanding with the River Murray and Mallee Aboriginal

Corporation as representatives of the first peoples that provides

commitment to work together.

Additionally Council recognises that Aboriginal people in the region have

been through a period of social and economic disadvantage that needs to

be addressed and this forms a part of a larger Australia wide issues.

Objective 4

We will support and promote multicultural diversity.

The Berri Barmera area and the Riverland in general supports a wide range

of races and cultures that have added to the diversity and social fabric of the

Riverland. These groups require support and celebration of their culture to

make them welcome in the community.



Objective 5

We will increase access to quality housing for a greater range of

individuals.

The Berri Barmera area has the most affordable housing in the region with

the lowest average housing prices. Much of the lower value housing is owned

by the South Australian Housing Trust but the quality and maintenance levels

have not kept up with community needs. Council needs to work with the

state and federal governments to upgrade and replace these properties. The

benefits will be to the residents of these properties but also to the wider

community by the economic benefits by increased maintenance and

replacement supporting local trade people and companies. Upgrading these

houses will increase community pride in the towns and district overall.

Objective 6

We will create opportunities for community ownership and control

of assets.

In line with Council’s self help approach, Council wants to maximise the benefit

to the community of facilities and sporting venues. Council’s role it believes is

in assistance and applications for supporting funding but believes the best

group to look after the facilities is the group or groups that use them. This

model has been successfully used across the area with football, soccer, netball,

basketball and tennis clubs and underpins the development at Glassey Park,

which has run successfully and interdependently for a number of years.

Source: Barmera United Soccer Club facebook page



Objective 7

We will work with communities of interest to increase safety.

The sense of security and being safe is important. Council has a history of

taking steps to ensure resident safety is maintained, this has included

regular meetings with SA Police, crime prevention measures and the

creation of “dry zones”. Street lighting is another area where the Council

pays for on behalf of the community as it assists residents to feel safe at

night.

The influence of illicit drugs has developed more as a serious community

issue and the increased use of methamphetamine (ice) and recreational pill

taking (MDMA) by our residents creates new issues to be addressed.

Objective 8

We will influence state, regional and local decision making.

Council needs support from the Federal and State Governments to achieve

its long term goals for the region. Council will participate to inform

governments on our local needs and direction as they operate within their

policy objectives.

The benefits of this interaction should provide greater opportunities for local

businesses and tourism operators and improved community infrastructure

with grant funding.

Source: Renmark Paringa Council facebook page


Diverse Economy

In 2030 the

The economic structure of the area and region has centred on the engine

room of irrigated horticulture and the processing of the fruit to wine, juice and

fresh markets.

The effect of the decrease in margins for growers has had a knock on effect

on other business in the region and a wider economic base is needed to

support the community. Tourism, health and service industries have grown

over the last decade and the region needs to expand these areas of the

economy to support local employment.

Local Government has a limited financial base to attract business into the

region but can focus on helping the already established businesses. Local

government across the region needs to use its expenditure as much as

possible with local business. It also needs to work with the state and federal

governments via the Murraylands and Riverland Regional Development

Australia, Destination Riverland and Business Riverland to keep local

businesses at the forefront of market changes, challenges and opportunities.

To achieve its goal the Council will do the following:

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Source: aldi.com.au


Diverse Economy

Objective 1

We will develop partnerships to attract new industry

(eg advanced manufacturing; green industries; alternative

horticulture; education and training.

The Berri Barmera Council area has advantages with solar power

generation through clear sunlight hours and opportunities to cost effectively

connect to the grid of the Monash sub-station and Victoria-SA transmission

link.

Council will pursue a planning

environment that allows for diversity of

land use that can support increased

employment in the region.

Objective 2

We will attract investment to value add to current industry.

Improvement in the profitability of Australian export business through a

dollar is 70-75 ¢US range will create greater local wealth.

The Berri Barmera Council area has a long history of value adding via the

winery at Glossop (Accolade) and previous juice and fruit processing.

Council will offer support and lobby to other levels of Government to

facilitate the expansion of local businesses.

Council will partner with the Murraylands & Riverland Regional Development

Australia.


Diverse Economy

Objective 3

We will work with partners to attract business not reliant on the

River

Changes in business demand and opportunities continue to evolve at a fast

pace, though the Riverland has traditionally relied on irrigated horticulture

and tourism. The region needs to be open to explore new opportunities as

they occur.

Objective 4

We will develop a China strategy

China is Australia’s major trading partner and increases the investment

climate for local businesses to make the most of this opportunity. The State

Government has established a relationship with the Shandong region of

approximately 100 million people.

Council and the Riverland needs to explore the best way to facilitate both

business to business partnerships and tourism potential across the region.

As China is not a democracy, local government has a role to play in

supporting business to add credibility and respect as occurs with their

system of government. Delegations to and from China may be required if

there exists ways to stimulate our local economy, this will need to be done

in a co-ordinated manner with the other Riverland councils to maximise

benefit.

Riverland Councils, Regional Development Australia Murraylands &

Riverland Board and Destination Riverland need to work together to assist

local businesses to be able to develop the skills and capability required.


Diverse Economy

Objective 5

We will promote quality Country Style Living / Lifestyle

The Riverland has extensive social, sporting, cultural, economic and medical

services which partnered with a clean environment, offers an ideal

opportunity for people to relocate to retire. Cheaper than capital city housing

allows retirees to take advantage of the regions assets and still have money

to enjoy their retirement.

Land availability, diversity and quality local builders can support people

moving from more expensive housing areas.

Objective 6

We will facilitate development through appropriate zoning and

amend where require (while protecting the natural assets of the

region).

Council has an approach that wants to promote business and the

opportunities for extra employment for its residents but at the same time

wants to protect the natural resources of the area and primary production.

Council will regularly review its planning laws with State Government

framework to adapt to changing demand including rural living demand,

potential for large scale solar developments and enough large scale

commercial and industrial land.


Diverse Economy

Objective 7

We will support local business and towns to work together to

increase joint profitability.

Businesses across the Riverland have customers that support them from

different towns and council areas. Council will support its local businesses

in the first instance and then businesses of the Riverland because our

residents often work in other towns and Council areas.

Councils in the Riverland are working together as the G3 Alliance to

achieve greater efficiency and effectiveness and there is great scope for

businesses to increase profitability through clusters and working together.


Diverse Economy

Objective 8

We will support tourism

As it is a major economic driver for the region and where Council has both a

direct and indirect role. Tourism helps support the events, functions and

carnivals that come and are a part of the fabric of the community. Council

supports tourism in a variety of measures including operating the Berri Visitor

Information Centre and supporting the Barmera Visitor Information Centre.

Council is also a major supporter of community events that attract visitors to

the region including the Riverland Wine and Food Festival and the Murray

Man Triathlon each year. Additional events are supported on a regular but

not annual basis including junior tennis carnivals, football country

championships and major skiing and speed boat races.

Council recognises the value of sports tourism to the region with major

carnivals for soccer, veterans tennis, lawn bowls, basketball and netball

drawing people to the region. Playgrounds including Monash and Barmera,

camping areas and rest facilities are ways the Council supports locals and

visitors as well.

The Riverland needs a China Strategy to identify tourism opportunities in this

rapidly expanding market.

Objective 9

We will support more women in leadership roles.

Council has a long history of female role models in the development of the

community in the roles of Mayor and Councillors. The 2010-2014 Council has

equal representation but the current Council has only 25%, so more needs to

be done to encourage women to nominate for Council.


Smart Infrastructure

In 2030 local infrastructure should support the community aspirations to live,

work and relax in the region with first class facilities.


3

nbn™, nbn co and related brands and logos are trade marks of nbn co and used under licence.



Objective 1

We will ensure fast, reliable NBN infrastructure. We will bolster

technology capacity and capability across the region.

The Federal Governments commitment to the rollout of the National Broadband

Network to the Council area in 2016 will create opportunities for the community

and Council. The faster internet speeds will create potential for more electronic

business transactions including tourism businesses being able to be on-line

bookable.

Many individuals use internet searches and social media as their major source

of information on travel and available services. The NBN will allow that to be

done quicker and allow more local content and information to be stored on the

internet.

The National Broadband Network (NBN) will have the ability to vastly increase

the local internet speeds, that in turn will create the technology infrastructure to

allow businesses to expand their on-line content and e-business.

Opportunities will allow increase for the access of on-line education and

medical diagnosis and opportunities to be conducted digitally, which will reduce

the isolation of the region for these services.

Objective 2

We will continue to invest in sports, recreation and lifestyle

infrastructure working to partner with businesses when

appropriate.

The sporting and recreational infrastructure has always been first rate but there

has been a change of demand and types of infrastructure needed. Several of

the more traditionally supported sports of cricket and tennis are less popular

than they were previously and don’t utilise all the available facilities. Other

sports including soccer, gymnastics, basketball and lawn bowls are becoming

more popular. A sports stadium is required to meet the demand in Berri and

Council is actively seeking grants to help get it built.

Expansion of Glassey Park and the sports that are accommodated is a blueprint

for an affordable model to encourage sports into the future. Walking trails and

gopher routes allow more active physical participation by the community and

makes it easier for those with pushers or restricted mobility.



Objective 3

We will modernise and build community assets. We will

enhance the combining and sharing of community resources

(eg transport).

Council has a large asset base that it maintains for the residents for these

facilities to be effective they must be kept up to date. Additionally, Council

must find ways of supporting the community demands without adding extra

expense and this will require partnerships with the state government,

community groups and Councils to get the best local result.



Objective 4

We will provide non structured recreational facilities, locally and

regionally to promote participation, well-being and aesthetic

landscape quality.

Structured sport and recreation has declined over time and demands for

physical, social and cultural outlets are required in the region to give residents

and their families more options than traditional sporting outlets.

Objective 5

We will focus on amalgamating sporting, recreational and

lifestyle facilities to continue to provide high quality services.

The upkeep of sporting areas

and facilities is a large part of

the Council budget and stand

alone venues are now less

viable and not an effective use

of the Council resources. The

developments at Glassey Park

in Berri and Bruce Oval in

Barmera are examples of the

future levels of co-operation

required.


In 2030 the natural environment will be in pristine condition supporting

industry, recreation, tourism and the growth of the region based on a healthy

river.


Valued Natural Environment / resources 4


Valued Natural Environment / resources

Objective 1

We will explore alternative energy supplies to reduce our carbon

footprint.

The Riverland has geographical advantages in the assets and resources

available for major solar electricity production. The clear daylight hours in the

Riverland is higher than most areas in the state and the access to the high

KVA transmission lines near Berri provides a good platform for investment.

These opportunities also create a local access point to reduce electricity

costs. This leaves the Berri Barmera Council area in a unique position to

influence the states overall production of renewable energy. Changes to solar

electricity storage by battery improvements has the potential in the future to

change the renewable energy industry.

Objective 2

We will explore business opportunities in the waste stream area.

We will continue to upgrade and promote practices of recycling

of waste; looking for business opportunities where possible. We

will continue to position ourselves as leaders of water and waste

water reuse.


Valued Natural Environment / resources

Objective 3

We will promote and encourage eco tourism. We will invest in the

provision of high quality tourism facilities, services and attractions.

The natural environment has provided the basis for many visitors to the region

who have pursued water based activities on the river or Lake Bonney in

Barmera. These tourists and locals have enjoyed camping in the riverine

environment. These have been supplemented and supported by strategically

located camping grounds and parks and at a higher end, houseboat holidays.

A greater degree of variety and sophistication has developed in eco tourism

market with canoe trails, walks and higher end accommodation.

Council assisted eco-tourism by providing recreational vehicle (RV) friendly

towns that provide safety and basic services to tourists. Martin Bend Camping

area has been upgraded and improved over the past five years and has had a

greater development of the environmental assets of the area. Bruce oval at

Barmera has in partnership with local service groups been established as a RV

short term parking area.

Council will continue to be an active participant in the provision of eco-tourism

opportunities and maintenance and in addition look to support and encourage

local investment into eco-tourism ventures.

Objective 4

We will implement best practice in Cat Management.

Cats have shown to be very effective predators of the native species of

fauna who had previously existed without being hunted. Feral cats have a

major effect on birds, lizards and small mammals in parks but domestic cats

also have a major impact on these animals in the town and rural

environments.

Council has established a Cat By-Law that looks at establishing a regulatory

regime for cats similar to dogs, that when implemented will look to restrict

cats from wandering in the environment. The State Government have

introduced legislation to change the Dog and Cat Management Act that looks

to introduce mandatory de-sexing and micro-chipping of cats. Once these

changes are finalised, Council will look to engage with the local community

to highlight changes in owner obligations and responsibilities.


Strong internal capability and capacity

In 2030 there should only be one Council for the Riverland, before that

occurs Councils must focus on building its internal capability and capacity so

opportunities are not missed, nor resources wasted.


5



Objective 1

We will embed strategic procurement practices.

Council believes there is opportunity for local businesses and industry by

using their combined expenditure to support local and region business

investment.

Council will formulate its procurement policies to have the joint objectives of

value for money and supporting local and then regional businesses. Council

will look to prequalify contractors to allow them to establish their credentials

to bid/quote for Council goods and services requirements.

Council will look to practices that support ease of delivery and operation for

those businesses that supply Council to increase business profitability.

Objective 2

We will continuously improve process ensuring a focus on

monitoring and evaluation.

Changes to various acts that Council must administer and the need to be up

to date with modern management practices requires focus on continuously

striving to improve so our customer services and operations serve the

community.



Objective 3

We will enhance resource sharing with other councils

(exploration of enhanced service provision through regional

collaboration, public private partnerships and sector-wide

approaches.

The Riverland Councils work together to improve the operation efficiency by

undertaking joint purchasing and tenders via the G3 Alliance, which has

delivered considerable savings. Councils meet regularly to discuss ways to

increase resource sharing and joint projects across the region, as many

changes in State and Federal Government legislation and policy have a similar

effect.

Objective 4

We will invest in workforce planning and upskilling of staff.

The working environment for most residents has changed dramatically over

the last decade with changes in technology, work health and safety legislation

and community expectations. The Berri Barmera Council is no different and

Council continues to invest in its staff as residents expect our operations to be

modern, effective, efficient, value for money and responding to community

needs.

Council needs to adapt to the changes in the workplace as employees retire

or seek other opportunities. Council has taken on numerous trainees to

provide job skills for them to continue with Council at the end of their

traineeships or find local employment. Council in 2016 will employ a further 2

young adults as trainees. The use of trainees and their transition into the

Council workforce provides a balance to our aging workforce.

Council employees, many highly qualified and professional officers and their

skills and competencies, need to be kept up to date. Training and support for

additional education is essential for Council to provide the best possible

quality of service.



Objective 5

We will invest in upskilling / skill maintenance of Elected

Members.

The Berri Barmera Council is one of the largest employers in the district with

an annual operating and capital budget of $20 million annually and must

administer over 50 Acts and/or Regulations which makes for a complex

system of administration.

The legislative and community expectations of the Mayor and Councillors has

increased markedly over the last five years and most who become Elected

members have no previous exposure to local government.

Documents

VALUES - Berri Barmera Council · In finding ways to adapt to change we need to be ... This plan acknowledges the changes in local operations by a more global economy ... Council