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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 2
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
Berri Barmera Council Strategic and Corporate Plan 2015-2020 3
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
Email: [email protected]
PO Box 182
WINKIE SA 5343
Cr David Waterman
Phone: 8588 1177
Email: [email protected]
6/41 Queen Elizabeth Drive
BARMERA SA 5345
Cr Trevor Scott
Phone: 0409 588 568
Email: [email protected]
7 Cooper Street
BERRI SA 5343
Cr Stephen Lynch
Phone: 8588 7384
Email: [email protected]
PO Box 350
LOVEDAY SA 5345
Cr Margaret Evans, OAM
Phone: 8582 1764
Email: [email protected]
2/1 McGilton Road
BERRI SA 5343
Cr Mike Fuller
Phone: 8588 1130
Email: [email protected]
54 Nookamka Terrace
BARMERA SA 5343
Cr Andrew Kassebaum
Phone: 8583 7116
Email: [email protected]
PO Box 14
GLOSSOP SA 5344
Cr Linc Gore
Phone: 8582 1118
Email: [email protected]
36 Derrick Street
BERRI SA 5343
Elected Members
Berri Barmera Council Strategic and Corporate Plan 2015-2020 4
Berri Barmera Council Strategic and Corporate Plan 2015-2020 5
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 6
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
Berri Barmera Council Strategic and Corporate Plan 2015-2020 7
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:
1
Berri Barmera Council Strategic and Corporate Plan 2015-2020 8
Confident and Contributing Community
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”.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 9
Confident and Contributing 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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 10
Confident and Contributing 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
Berri Barmera Council Strategic and Corporate Plan 2015-2020 11
Confident and Contributing Community
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
Berri Barmera Council Strategic and Corporate Plan 2015-2020 12
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:
2
Source: aldi.com.au
Berri Barmera Council Strategic and Corporate Plan 2015-2020 13
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 14
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 15
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 16
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 17
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 18
Smart Infrastructure
In 2030 local infrastructure should support the community aspirations to live,
work and relax in the region with first class facilities.
To achieve its goal the Council will do the following:
3
nbn™, nbn co and related brands and logos are trade marks of nbn co and used under licence.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 19
Smart Infrastructure
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 20
Smart Infrastructure
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 21
Smart Infrastructure
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 22
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.
To achieve its goal the Council will do the following:
Valued Natural Environment / resources 4
Berri Barmera Council Strategic and Corporate Plan 2015-2020 23
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 24
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 25
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.
To achieve its goal the Council will do the following:
5
Berri Barmera Council Strategic and Corporate Plan 2015-2020 26
Strong internal capability and capacity
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 27
Strong internal capability and capacity
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.
Berri Barmera Council Strategic and Corporate Plan 2015-2020 28
Strong internal capability and capacity
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.