adelaide plains council annual report | 2016-2017

Adelaide Plains Council Annual Report | 2016‐2017 | 1

2 | Adelaide Plains Council Annual Report | 2016‐2017

About this Report

Adopted by Council on 16 October 2017

Adelaide Plains Council

2a Wasleys Road

Mallala SA 5502

Postal address:

PO Box 18

Mallala SA 5502

Telephone: (08) 8527 0200

Website: www.apc.sa.gov.au

Email: [email protected]

© 2017


Table of Contents

Message from the Mayor and Chief Executive Officer 4

Our Vision and Mission 7

Our Values 8

Council Profile 9

Council Map and Ward Boundaries 10

Representation Quota 11

Year in Review 12

New Name, New Vision 15

Council Members 16

Corporate Governance 18

Organisational Structure 28

Governance and Communications 30

Development and Community 36

Infrastructure 64

Finance and Economic Development 80

Appendix 1 Adelaide Plains Council 2016/2017 Financial Statements 84

Appendix 2 Legatus Group (Central Local Government Region) 2016/2017 Annual Report 129

Appendix 3 Gawler River Floodplain Management Authority 2016/2017 Annual Report 169

Appendix 4 Regional Development Australia – Barossa 2016/2017 Annual Report 199


Message from the Mayor

and Chief Executive Officer

The 2016‐2017 financial year was, upon reflection, a progressive and exciting period for

Council on many fronts. While the preceding financial year was very much about

consolidation and laying the foundations from an organisational rebuild perspective, this

period delivered some wonderful achievements of which elected members and staff alike

should be extremely proud.

On 23 September 2016 Council officially changed its name to Adelaide Plains Council. This

was perhaps the greatest rebranding initiative of any council in South Australia. But it was

more than just a name change. Council wanted to become a well respected organisation, a

place where people choose to live, where developers seek to invest, an employer of choice

for staff and a Council that upholds core values of trust, respect, honesty and integrity.

Following six months of region‐wide consultation and overwhelming support, the rebranding

initiative culminated in Council hosting a gala event, attended by business leaders and

government representatives across many sectors. It was a wonderful process to have led

and an initiative that Council should be extremely proud of.

The reporting period continued to see a strong focus on economic development and

investment activity. The State Government announced a $110 million pledge toward the

Northern Adelaide Irrigation Scheme – a water harvesting scheme that would take 20

gigalitres from the Bolivar wastewater treatment plant to the Northern Adelaide Plains for

irrigated horticulture. As a means of being proactive in this space, Council commenced a

rezoning initiative to facilitate land use development activity through the Northern Food

Bowl Protection Areas Development Plan Amendment (DPA). This DPA has since received in‐

principle support from the State Government, and, once Council's Development Plan is

amended and the NAIS project is up and running, our region could well see significant

investment activity underway. Upwards of 3,700 jobs are likely to be created, attracting

TONY FLAHERTY OAM MAYOR

JAMES MILLER CHIEF EXECUTIVE OFFICER

“A progressive and

exciting period for

Council”


$1.1 billion in private investment and Council will continue to drive this process hard to bring

it to fruition.

Council continues to act with due diligence when it comes to financial management. Despite

pressure from contractors to hand the Mallala Community Wastewater Management System

over to Council on 20 July 2016, Council resisted knowing the many deficiencies that existed

with the infrastructure. By accepting the scheme, any faults would have ultimately been

passed on to our community to fund rectification works identified. With the great support

of the Local Government Association, Council has managed to secure an outcome where all

deficiencies will be rectified at no cost to Council, including an overhaul of the wastewater

treatment plant.

On a similar note and at a regional level, Council, which remains one of six constituent

councils on the Gawler River Floodplain Management Authority, elected to initiate the

necessary procedures to withdraw from the regional subsidiary citing insufficient capacity to

fund our share of the estimated $30 million flood mitigation infrastructure. While this

decision is still under review, it certainly sent a strong message to our subsidiary councils and

State Government that Adelaide Plains Council holds significant concerns with our current

percentage contribution rate amongst the six councils. The community, it appears, has

certainly supported Council's endeavours in this regard.

The reporting period saw the rapid advancement of the Strategic Plan 2017‐2020, with a

number of community workshops undertaken across the Council region. This document will

effectively become our blueprint, our prospectus, for the forthcoming four year period. The

Strategic Plan is centred around five key themes, namely:‐

Vibrant Community

Growing Economy

Great Places & Infrastructure

Resilient Environment & Community

Accountable & Sustainable Governance

From an administration perspective, a number of pivotal advancements were achieved. The

organisational restructure was delivered. The revised structure is based on four key

platforms, namely Governance, Finance, Development and Infrastructure. Each of those

departments is now headed up by highly competent and experienced General Managers and

as the new structure continues to bed down, both Council and the community will see the

benefits of the change in reporting. From an Enterprise Bargaining perspective, I am pleased

to report that staff and the CEO have reached agreement on what both parties believe to be

fair and reasonable terms and conditions. From a systems improvement perspective,

management and staff continue to review, refine and improve how we operate, with a

concerted focus on responsiveness to our community.

And finally, it would be remiss if we did not acknowledge the many years of service that two

elected members provided our community. The reporting period saw the resignations of

two long term elected members; Tom Summerton and Anne Picard. Their commitment to


their community over a long period of time was outstanding and we acknowledge their

contributions.

In closing and on behalf of Council, we commend all elected members and staff for their

commitment and professionalism demonstrated throughout the reporting period and we

look forward to a prosperous 2017‐2018 and beyond. We hereby commend the 2016‐2017

Annual Report to you, the reader.

Tony Flaherty OAM James Miller Mayor Chief Executive Officer


Our Vision and Mission

Our Vision

A progressive, growing community enjoying a quality lifestyle

in a sustainable, rural and coastal environment.

Our Mission

Provide a safe, healthy and sustainable environment for our

growing community, business and visitors, by providing

quality services, infrastructure and facilities.


Our Values

Leadership and Diplomacy – by acting strategically and effectively managing our relationships.

Teamwork – through unity, co‐operation and support.

Honesty and Integrity – building trust and loyalty with the community and within Council.

Innovative and Open‐Minded – being proactive in continually improving our services.

Professionalism – through commitment, quality and timeliness of work delivered.

Respect – for others, acting with humility and empathy.


Council Profile Adelaide Plains Council is a vibrant community located in the western part of the Barossa

Region, about 60 kilometres north of the Adelaide CBD. Although predominately a rural

area, Adelaide Plains Council has a large tidal coastal region facing the Gulf of St Vincent, and

borders the City of Playford, Wakefield Regional Council and Light Regional Council.

Both the Light River and the Gawler River pass

through the district and the rich fertile plains

are ideal for vegetable production, the majority

of which is sent to the nearby Adelaide markets.

Covering an area of 935 square kilometres,

Adelaide Plains Council currently has a

population of 8 922 people living in the region.

Since 2001, our total population has increased

by approximately 20%.

With a growing residential population and

growing economy, Adelaide Plains Council

provides a diverse economic base with vibrant

townships and a strong community focus. We are a place where people can choose to live

and work locally, with quality services, facilities and open space that support community

wellbeing and resilience. Adelaide Plains Council promotes the growth of tourism and

encourages is a place that provides local opportunities.

Our Principal Office

2a Wasleys Road, Mallala SA 5502 PO Box 18, Mallala SA 5502

Monday to Friday – 9am to 5pm (excluding public holidays)

Ph: 08 8527 0200 Fax: 08 8527 2242

Website: www.apc.sa.gov.au

Email: [email protected]

Two Wells Service Centre

69 Old Port Wakefield Road, Two Wells SA 5501

Monday to Friday – 9am to 5pm (excluding public holidays)

Ph: 08 8520 3360 Fax: 08 8520 2375

Mallala Depot

21 Aerodrome Road, Mallala SA 5502

Monday to Friday – 7.30am to 4pm (excluding public holidays)

Ph: 08 8527 0200 Fax: 08 8527 2490

Our Council at a Glance Adelaide Plains Council has 10 Elected Members, including the Mayor

Area: 935 sq km

Population: 8 922

No. of Electors: 5 743

Rateable Assessments: 4 892

No. of Wards: 3

Coastline: 47 km


Council Map and Ward Boundaries


Representation Quota The representation quota refers to the number of people able to vote in a Council election

(‘electors’) divided by the number of members who constitute the Council (‘Council

Members’ or ‘Elected Members’).

Adelaide Plains Council is divided into three (3) wards and is represented by the Mayor and

nine (9) Councillors. The area currently has 5,743 electors which equates to one (1) Council

Member per 574 electors.

A comparison of Council’s representation quota with that of other councils suggests that

Council’s representation per Elected Member is comparable to that of other similar sized

and type of Councils (refer table below).

A Representation Review pursuant to Chapter 3 Part 1 Division 2 of the Local Government

Act 1999 is scheduled for April 2020, with completion expected in April 2021.

The Local Government Act 1999 also allows ‘eligible electors’ to make their own submissions

on altering the boundaries of the Council or on the composition of the Council. These

previsions are found in Section 28 of the Local Government Act 1999.

Council Name Representation Quota

Clare and Gilbert Valleys 1:657

Coorong 1:421

Grant 1:532

Adelaide Plains 1:574

Mid Murray 1:613

Naracoorte Lucindale 1:525

Northern Areas 1:379

Renmark Paringa 1:699

Tatiara 1:451

Wakefield Regional 1:469


Year in Review

Action Description Status

Community Development

Continue with the facilitation of the development of the Two Wells town centre project including the urban design framework and guidelines

ONGOING – During the reporting period Council has supported planning for the relocation of community groups affected by the Two Wells town centre redevelopment.

Coordinate actions from the Barossa, Light and Lower Northern Region Public Health and Wellbeing Plan with member councils

ONGOING – A working group continues to meet on a quarterly basis to review and share progress on implementing the commitments and actions outlined in the Plan.

Support the ongoing provision of the Regional Youth Bus initiative

COMPLETED – Council provided financial support to the Regional Youth Bus throughout 2016/2017.

Progress Barossa Zone Emergency Planning at a regional and local level

COMPLETED – Risk Management Reports:

Extreme Heat

Extreme Storm

Flood – completed but yet to be signed by Barossa ZEMC

Rural Fire

Recovery Guidelines for Local Government

ONGOING – Community Educational Programs and Local Government Emergency Management Plans.

Develop community engagement concepts to encourage active citizenship in our communities

ONGOING – Community resilience requires diverse community stakeholders collaborating to address community issues and opportunities. Council continues to support the community capacity to nurture resilience in the community.

Aim to increase public participation to support our Council in making sustainable decisions

COMPLETED – Council has undertaken public consultation on the following key documents:

Strategic Plan

Asset Management Plan

Annual Business Plan and Budget

Long Term Financial Plan

Various Leases and Policies


Economic Development

Develop Township & District Visitor Maps ONGOING – Council to continue working on developing corporate signage for townships and the broader Council area.

Industrial Land Supply Study ONGOING – Incorporated within Northern Food Bowl Protection Areas Development Plan Amendment (DPA).

Continue to work with RDA Barossa to attract economic investment in to District

ONGOING – Regional Development Australia (RDA) – Barossa have assisted in the formulation of the Strategic Plan 2017‐2020.

Continue support of Regional Water Projects ONGOING – The Northern Adelaide irrigation Scheme (NAIS) is being supported by Council through the rezoning initiatives to facilitate intensive horticulture.

Active participation in regional collaboration between Federal, State and Local Governments

ONGOING – Regional collaboration across all three tiers of government continues to be an ongoing focus for Adelaide Plains Council.

Built Environment

Operate and maintain Mallala and Middle Beach Community Wastewater Management Systems in accordance with regulatory compliance

ONGOING – with the support of the Local Government Association (LGA) Community Wastewater Management Scheme (CWMS) Board, Council has been successful in securing funds to finalise completion of the Mallala CWMS.

Continue implementing actions from the Coastal Adaptation Strategy

ONGOING – Recommendations set out in the Coastal Adaptation Strategy Study are being implemented subject to Council resources and proposed timeframes for undertaking works. The Middle Beach Community Emergency Management Plan was endorsed by Council in September 2016.

Undertake road maintenance / re‐sheeting / construction program

COMPLETED – Council’s road maintenance completed in accordance with Works Program.

Continue with the Building maintenance upgrade Program

COMPLETED – Council’s building maintenance completed in accordance with Works Program.

Natural Environment

Continue participation in the activities of the Gawler River Floodplain Authority

ONGOING – As at 19 June 2017, Council had requested a Prudential Assessment be undertaken in relation to ongoing membership status.

Horticulture and Rural Lands Development Plan Amendment

ONGOING – During the reporting period, the State Government issued approval for


the Statement of Intent for the Northern Food Bowl Protection Areas DPA.

Continued actioning of Waste Management Strategy

ONGOING – Council has chosen to participate in a tender for the Waste Collection Services through the Barossa Regional Procurement Group.

Initiate a stormwater management plan for Lewiston

ONGOING – As at 30 June 2017, Two Wells township Stormwater Management Plan lodged with the Stormwater Management Authority for approval.

Governance and Organisation

Conduct a review of Strategic and Corporate Plan and Structures

ONGOING – Strategic Plan 2017‐2020 was being prepared and community consultation undertaken as at 30 June 2017.

Continue integration of the Governance Assessment Panel Committee

ONGOING – The Governance Advisory Panel continues to preside over Council’s governance practices.

Implement and enhance digital media to engage and support our diverse community

ONGOING – As at 30 June 2017, resources have been allocated, and a renewed focus on Information Technology and Communications has been achieved.

Conduct a community survey DEFERRED – 2017/2018


New Name, New Vision During early 2016 the then District Council of Mallala began investigating the notion of

rebranding the organisation to coincide with the then Acting Chief Executive Officer’s

priorities and platforms for the January to June 2016 period.

This gave rise to an opportunity for reinvigorating Council’s image through community

consultation and participation. The focus was on uniting current communities, targeting

growth areas, promoting a new brand to attract new stakeholders, rejuvenating the existing

stakeholders, and promoting a shared vision, a shared plan and a shared future.

Consultation began with resident groups within the region whom indicated positive

feedback in regards to the name change to unify all areas within the district. Public

consultation began with Council choosing a variety of communication methods to capture as

much feedback on the proposed name change from the public as possible. These methods

included, but were not limited to, website, physical media and 'on the street' consultation.

On 15 August 2016 after the conclusion of public

consultation, Council endorsed to change its name from the

‘District Council of Mallala’ to ‘Adelaide Plains Council’. In

addition, Council made some minor changes to modernise

its logo and to reflect the name change and rebranding initiative.

On 22 September 2016, Council launched its new name by holding a Gala Event to celebrate

the milestone occasion. The inaugural event was held at the Two Wells Community Centre

with a mixture of invited guests including Members of Parliament, neighbouring council

Mayors and CEOs, former staff members and

community members.

Council’s name change was official from 23 September

2016. We celebrate 80 unique years of history as the

District Council of Mallala and we embrace our future

prosperity as Adelaide Plains Council.


Council Members The Council is composed of nine (9) Elected Members plus a Mayor who form part of an

incorporated body which has the responsibility for carrying out the duties and exercising the

powers conferred on the Council by the Local Government Act 1999 and other State and

supporting legislation.

Mayor

Mayor Anthony (Tony) Flaherty OAM JP

0456 939 376

[email protected]

Lewiston Ward

Councillor Karen McColl Councillor Anne Picard (resigned 30 June 2017)

Councillor Carmine Di Troia (from 17 October 2016)

0433 222 874 N/A 0421 808 362

[email protected] N/A [email protected]

Two Wells Ward

Councillor Eddie Stubing Councillor Melville Lawrence Deputy Mayor – 22 November 2016 to 30 June 2017

Councillor P M N (Joe) Daniele

0428 824 712 0432 939 446 08 8520 2233

[email protected] [email protected] [email protected]

Mallala and Dublin Ward

Councillor S M (Marcus) Strudwicke Deputy Mayor – 1 July 2016 to 21 November 2016

Councillor Terry‐Anne Keen Councillor Stephen (Steve) Jones

0407 392 191 0407 971 022 0447 947 577

[email protected] terry‐[email protected] [email protected]


Supplementary Election of Council Member – Lewiston Ward

As a result of the resignation of Councillor Tom Summerton in June 2016, a supplementary

election to fill the vacancy was conducted by the Electoral Commission of South Australia

(ECSA). Four (4) nominations for the position were received being those of Mark Wasley,

Margherita Panella, Frank Maiolo and Carmine Di Troia. Ballot packs were posted to electors

from 20 – 26 September 2016. Voting closed at 12 noon on Monday 10 October 2016, and

the scrutiny and count commenced at 1:00pm at the Mallala Council Chambers.

At the conclusion of voting, 311 total ballot papers were received in total, with one (1)

informal ballot paper received. This represented 14.72% of eligible electors who voted.

Following the count of first preference votes, Carmine Di Troia received 98 1st preference

ballot papers, Mark Wasley received 77 1st preference ballot papers, while Margherita

Panella and Frank Maiolo both received 68 1st preference ballot papers.

With no candidate reaching the quota (being 156), candidates were excluded through the

‘proportional representation’ vote counting system. This involved calculating new totals by

excluding the candidates with the lowest number of votes and distributing all of their ballot

papers to the continuing candidates according to the next available preference marked on

their ballot papers. This resulted in both Margherita Panella (eliminated at count 2 on 68

votes) and Frank Maiolo (eliminated at count 3 on 74 votes) being excluded from the count.

Following the fourth and final count, Carmine Di Troia received 132 votes and Mark Wasley

received 130 votes.

On 13 October 2016 the official results were received from ECSA, declaring Mr Carmine Di

Troia as the Elected Member for the Lewiston Ward of Adelaide Plains Council. Councillor Di

Troia signed his declaration of office at the Ordinary Council Meeting held on 17 October

2016, at which time he officially commenced duties.


Corporate Governance What is Governance?

Governance can be defined as the framework of rules, relationships, systems and processes

within and by which decisions are made and controlled within Council.

Good governance occurs when Council’s actions are underpinned by accountability,

integrity, openness and transparency.

Council and staff are committed to acting responsibly, ethically and with the highest

standards of integrity to ensure that services are continually structured and delivered in a

manner that meets the needs of the community.

To achieve good governance, Council has structured its decision making to ensure that ‘on

the ground’ governance is practical, value adding and transparent.

Decision Making Structure

Decisions of the Council are made through various Council meetings and Committee

meetings or sometimes by the Chief Executive Officer through delegated authority, primarily

pursuant to Section 44 of the Local Government Act 1999. The Council’s principal power to

make decisions is delegated through the Local Government Act 1999. A number of other

Commonwealth and State Acts also provide Council with the power to make decisions.

The Elected Members are the policy arm of the Council and as such are responsible for

setting strategic direction, goals and objectives supported by documented policy for the

wellbeing of the community as a whole.

The Elected Body have a legislative requirement and responsibility to:

• Determine policies to be applied by the Council in exercising its discretionary powers;

• Determine the type, range and scope of projects to be undertaken by the Council; and

• Develop comprehensive management plans, budgets, financial controls and

performance objectives and indicators for the operations of Council.

Council Meetings

As an Elected Body and in accordance with the Local Government Act 1999, the Council must

convene a meeting at least once per month.

Currently, the Council conducts its monthly (Ordinary Meetings) on the third Monday of

each calendar month – with the exclusion of meeting dates that fall on a public holiday

which are held the following working day.

Meetings of Council provide a public forum where the decisions on questions before Council

are debated prior to resolution. The establishment of policy and procedure is also debated at

these formal meetings of Council.


Informal Gatherings

In accordance with Section 90(8) of the Local Government Act 1999, Council also holds a

number of ‘informal gatherings’. An ‘informal gathering’ is a gathering or discussion to which

all Elected Members are invited (outside of the formally constituted Council Meetings).

Examples of informal gatherings include: planning sessions associated with the development

of policies or strategies, briefing or training sessions, workshops, social gatherings.

Open and transparent Council meetings underpin representative democracy and ensure

public confidence in Council’s decision‐making processes. Informal gatherings, where

appropriate, provide a valuable opportunity to enhance the decision‐making processes by

providing opportunities for Council Members to become better informed on issues and seek

further clarification. While no decisions can be made at informal gatherings, they provide

Council Members with an opportunity to share ideas and partake in informal discussions.

Committee Meetings

Pursuant to Section 41 of the Local Government Act 1999, Council may establish committees

to assist Council in the performance of its functions. It is however mandatory for Council to

establish an Audit Committee under the Local Government Act 1999 (Section 126).

Adelaide Plans Council has the following special purpose Committees established under

Section 41 of the Local Government Act 1999:‐

• Animal Management Plan Advisory Committee

• Audit Committee

• Chief Executive Officer Review Committee

• Community Development and Advisory Committee

• Economic Infrastructure Advisory Committee

• Environmental Management Advisory Committee

• Governance Advisory Panel

• Mallala and Districts Historical Committee

• Mallala and Districts Homes Committee

Council Committees are established in an effort to streamline its business and assist with

specific functions and programs within Council.

In addition to the Committees established pursuant to the Local Government Act 1999,

Council also has the following Committees that are mandatory under the Development Act

1993 and its Regulations. These include:‐

• Building Fire Safety Committee

• Council Development Assessment Panel

• Strategic Planning and Development Policy Committee

Each of Council’s Committees has its own Terms of Reference, the role principally being to

provide an advisory function to the Council by making recommendations for Council to

consider.


The Committees not only include the Elected Members of Council amongst their

membership, but in some cases include members of the public who are able to take part in

and vote on subject matter before the Committee. Council believes that the interaction with

the community members at the Committee level provides a valuable resource and involves

the community members in the decision making process, thereby providing true ownership

over actions resulting from the Committee process.

Meetings of Council and Council’s Committees are open to the public and anyone may

attend as an observer if they so desire. The agendas and minutes of both Council and

Committee meetings are available at Council’s Principal Office in Mallala, Two Wells Service

Centre and on Council’s website www.apc.sa.gov.au.

Commencement of Committee Review

In light of Council’s organisational restructure and rebranding initiative in mid‐late 2016,

Council commenced the process of reviewing its current Committee Structure in January

2017. The review process remains in progress and plans have been made to hold workshops

with Elected Members in mid‐late 2017, with a view to better align the current Committee

Structure to Council’s organisational structure. Council believes that this will better serve the

current needs of Adelaide Plains Council and will assist with improving efficiency across the

organisation.

Council Members Meeting Attendance

During 2016/2017 Council held thirteen (13) Ordinary Council meetings and nine (9) Special

Council meetings.

*Councillor Di Troia in office for 10 Ordinary Council Meetings and 8 Special Council Meetings

Council Member Ordinary Council Meeting

Special Council Meeting

No. of meetings ‘Leave of Absence’

was granted

No. of meetings as an

apology

No. of meetings absent (no apology received)

Mayor A (Tony) Flaherty 11/13 8/9 0 3 0

Cr Terry‐Anne Keen 9/13 4/9 2 7 0

Cr P M (Joe) Daniele 13/13 7/9 0 2 0

Cr Carmine Di Troia 8/13* 5/9* 0 4 1

Cr Stephen (Steve) Jones 12/13 6/9 0 3 1

Cr SM (Marcus) Strudwicke 11/13 6/9 0 5 0

Cr Anne Picard 7/13 1/9 0 11 3

Cr Eddie Stubing 12/13 6/9 0 3 1

Cr Melville Lawrence 12/13 5/9 0 5 0

Cr Karen McColl 11/13 1/9 0 9 1


Confidentiality

Adelaide Plains Council is committed to open and transparent decision‐making through

minimising the number of occasions that the provisions of Section 90 (excluding the public

during debate) and Section 91 (documents to be kept confidential for a period of time) of

the Local Government Act 1999 are relied on. The below table is a summary of all items

considered and/or retained in confidence during the 2016/2017 financial year.

Date Meeting Item Subject S 90(3) S 90(2) S 91(7)

15‐Dec‐16 Special Council

2.1 Gawler River Floodplain Management Authority Charter

90(3)(b)

19‐Dec‐16 Ordinary Council

19.1 Australia Day Awards 90(3)(a)

16‐Jan‐17 Ordinary Council

19.1 Gawler River Floodplain Management Authority (GRFMA) – Gawler River 2016 Flood Review Preliminary Report: First Draft

90(3)(d) & (e)

24‐Jan‐17 Governance Advisory Panel

7.1 Rubble Crushing Carslake Road 90(3)(h)

20‐Feb‐17 Ordinary Council

19.1 Legal Services Retainer 90(3)(d)

20‐Feb‐17 Ordinary Council

19.2 Gawler River Floodplain Management Authority ‐ Charter

90(3)(h)

12‐Apr‐17 Governance Advisory Panel

7.1 Council Meeting ‐ 20 March 2017 ‐Request for Investigation

90(3)(a)

12‐Apr‐17 Governance Advisory Panel

8.1 Motion Without Notice 90(3)(a)

18‐Apr‐17 Ordinary Council

16.1.1 Legal Services Fee Proposals 90(3)(d)

18‐Apr‐17 Ordinary Council

16.1.2 By‐Law Review 90(3)(d)

08‐Jun‐17 Governance Advisory Panel

6.1 Code of Conduct ‐ Independent Investigation

90(3)(a)

19‐Jun‐17 Ordinary Council

21.1 Development ‐ Assessment Panels Memberships and Delegations

90(3)(a)

The public were excluded from debate (Section 90) at either Council or Committee meetings

on twelve (12) occasions and eleven (11) confidentiality orders were made to keep

documents confidential (Section 91) during the 2016/2017 financial year.

During this period, there were two (2) confidentiality orders that expired, ceased to apply or

were revoked. As at 30 June 2017, 22 confidentiality orders were still operative. Remaining

orders will be reviewed each year in accordance with the Local Government Act 1999.


Council Members Training and Development

Training Budget ‐ $6,200 Actual ‐ $4,355.20

Council Member Training Description

Mayor Flaherty Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr S M (Marcus) Strudwicke

Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr Karen McColl


Cr Terry‐Anne Keen Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr Eddie Stubing Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr P M (Joe) Daniele Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr Stephen (Steve) Jones Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr Melville Lawrence Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher Media Awareness Training

Cr Anne Picard Conflict of Interest and Informal GatheringsRoles and Responsibilities of Council Members ‐ Refresher Meeting Procedures ICAC – Refresher

Cr Carmine Di Troia (from 17/10/16)



Council Members Expenses and Allowances

Section 76 of the Local Government Act 1999 and Regulation 4 prescribe that all Council

Members are entitled to receive an allowance. The Council, within the limits imposed by the

Regulations, provides this allowance annually. The allowance is to help Council Members

cover the cost of performing and discharging their official functions and duties. Council

Member allowances are set by an Independent Remuneration Tribunal.

Council reviewed its ‘Council Member Allowances and Benefits Policy’ during the reporting

period. Under this policy, all Council Members are provided with a tablet, and may also seek

reimbursement for travel, expenses and childcare when undertaking Council business. The

Mayor is additionally provided with a mobile phone or phone allowance and a Council Fuel

Card for travel expenses by private vehicle for Council business.

Council Member Allowances Reimbursed Expenses

Total for 2016/2017

Mayor A (Tony) Flaherty $37,149.00 $2,497.51 $39,646.51

Cr Terry‐Anne Keen $9,287.25 $0.00 $9,287.25

Cr P M (Joe) Daniele $9,287.25 $576.84 $9,864.09

Cr Carmine Di Troia $7,753.25 $0.00 $7,753.25

Cr Stephen (Steve) Jones $9,287.25 $2,128.80 $11,416.05

Cr S M (Marcus) Strudwicke $9,862.50 $0.00 $9,862.50

Cr Anne Picard $9,287.25 $561.66 $9,848.91

Cr Eddie Stubing $9,287.25 $814.22 $10,101.47

Cr Melville Lawrence $11,033.82 $1,197.70 $12,231.52

Cr Karen McColl $9,287.25 $1,510.59 $10,797.84

TOTAL $121,522.07 $9,287.32 $130,809.39


Committee Members Allowances

Members of Council’s Audit Committee, Council’s Development Assessment Panel and

Council’s Governance Advisory Panel are entitled to an allowance within the limits imposed

by legislation. This allowance is to help cover the cost of performing and discharging their

official functions and duties. The following allowances were paid by Council for the

2016/2017 period (Net GST):

Audit Committee

‐ John Comrie $ 5,000

‐ Peter Fairlie‐Jones $ 2,000

Council Development Assessment Panel

‐ Sandra Foote $ 2,100

‐ Ian O’Loan $ 2,450

‐ Joel Taggart $ 2,100

‐ Trevor White $ 2,450

Governance Advisory Panel

‐ Edward (Ted) Byrt $ 800

‐ Graham Gunn $ 2,800

‐ Judith Jones $ 1,600

‐ Norman Waterhouse Lawyers $ 3,888

Total: $25,188

National Competition Policy

In accordance with the reporting requirements of the Clause 7 Statement on the application

of Competition Principles to Local Government under the Competition Principles Agreement,

the Adelaide Plains Council has no significant business activities to report. Subject to the

Competition Principles Agreement, the Adelaide Plains Council wherever possible will

incorporate the following preferences into Council's decision making in regard to purchasing

processes:

Competitive goods, services and construction works that are environmentally

sustainable.

In any procurement process, where all other factors are equal, the Adelaide Plains

Council may favour the engagement of local suppliers that is those operating within

the Council area boundaries, to the extent permitted by law for goods, service and

construction works.


Internal Review of Council Decisions

In accordance with Section 270 of the Local Government Act 1999, Council has an

established Internal Review of Council Decisions Policy and Procedure. The Policy is one

aspect of Council’s customer focused approach to service delivery. It provides a further

opportunity to review the way Council provides services to the community and to identify

areas for improvement.

Council is committed to transparent decision‐making processes; and to providing access to a

fair and objective procedure for the internal review of decisions. Grievances may arise as a

result of dissatisfaction with a decision about a policy, procedure, service or fee. All attempts

will be made to resolve grievances quickly and efficiently, without the need for formal

applications for review to be lodged. Sometimes this cannot be achieved. The Policy and

Procedure provide guidance for dealing with formal requests for internal review of decisions

of Council, its employees, and other people acting on behalf of the Council.

Council did not receive any formal requests for Internal Review of a Council Decision during

the 2016/2017 period.

Public Consultation and Community Engagement

Council holds regular consultation and information sessions relevant to specific projects

from time to time and members of the public are encouraged and invited to attend.

Members of the public have a number of opportunities and avenues to express their views

on particular issues before Council including:‐

Public Open Forum – At the conclusion of accepting Minutes and considering any Business

Arising on each agenda of an Ordinary Council Meeting, Council provides an opportunity for

members of the public to raise issues for Council’s consideration via ‘Public Open Forum’.

Council suspends its meeting procedures for a period of up to 30 minutes to facilitate the

holding of Public Open Forum, whereby a maximum of five (5) minutes per representative

applies.

Deputations – A member of the public wishing to appear before Council or a Section 41

Committee must seek permission of the Mayor or Committee Presiding Member. A request

must include a statement of the reason why the member wishes to appear. The Chief

Executive Officer (CEO) will notify the Mayor and the Mayor must advise the CEO, in writing,

of the date and hour of the meeting and also informing them that they have up to ten (10)

minutes to discuss the item. Council recorded eight (8) deputations during the 2016/2017

period.

Council Members – Members of the public may contact, verbally or in writing (including

email) an Elected Member to discuss any issue relevant to Council.

Council acknowledges that the community has a right to be informed and involved in

decisions affecting the district and is committed to effective consultation and

communication with its residents and other stakeholders. Effective consultation involves

seeking and receiving feedback, as well as providing information to the community.


Council’s Public Consultation Policy outlines the procedures Council will follow when

engaging and seeking feedback from the community in its decision making process, ensuring

accountability and transparency. The topic for consultation, the number of residents who

have the potential to be affected and the community interest in the topic will determine the

level and requirements of consultation to be undertaken by Council. Consultation methods

may include:‐

Regular Newsletters – The Communicator;

Direct Mail Publications;

Local, Regional and State Media Publications and Releases;

Community Forums and Stakeholder Meetings;

Market Research and Surveys;

Council’s Website – www.apc.sa.gov.au;

General Fixed Displays / Noticeboards / Library Displays.

External Bodies

Council is a member of, or participates in, a number of external Associations, Boards and

Committees throughout the region. Council’s membership and participation involves its

Elected Members, employees and members of the community. These external bodies

include, but are not limited to:

• Adelaide and Mount Lofty Natural Resources Management (NRM) Board;

• Adelaide International Bird Sanctuary Collective;

• Local Government Association;

• Local Government Finance Authority;

• Local Government Risk Services;

• Regional Development Australia Barossa.

Subsidiaries

Council is a member of two (2) Regional Subsidiaries under Section 43 of the Local

Government Act 1999 the Legatus Group (also known as the Central Local Government

Region (CLGR)) and the Gawler River Floodplain Management Authority (GRFMA), in

accordance with Section 28(3) Schedule 2 of the Local Government Act 1999. The Annual

Reports of Legatus and GRFMA are provided as Appendix 2 and 3 respectively.

Council does not have any Subsidiaries established in accordance with Part 1 Schedule 2 of

the Local Government Act 1999.


Access to Council Documents

Council has an established ‘Code of Practice – Access to Council Meetings and Documents’

which was last reviewed in 2013. The Code has been adhered to by Council as provided in

the policy statement: ‘Council is committed to the principle of transparent government,

whilst recognising it may be necessary in the broader community interest to restrict public

access to discussion and documentation in accordance with the Act.’

The following documents are available to the public:

• Annual Business, Budget & Long Term Financial Plan;

• Annual Report;

• Council and Committee Agendas & Minutes;

• Council By‐laws;

• Development Plan;

• Strategic Plan.

Members of the public may purchase copies of these documents in accordance with

Council’s Schedule of Fees and Charges.

Registers

A list of registers that are required to be kept under the Local Government Act 1999 or the

Local Government (Elections) Act 1999 is provided as follows:‐

• Register of Interest (Members) – Section 68

• Register of Allowances and Benefits (Members) – Section 79

• Register of Remuneration, Salaries and Benefits – Section 105

• Register of Interest (Officers) – Section 116

• Register of Community Management Plans – Section 196

• Register of Community Land – Section 207

• Register of Public Roads – Section 231

• Register of By‐Laws – Section 252

Council has a number of other special function Registers that it uses to keep records.

Codes

The following is a list of Codes of Conduct or Practice required under the Local Government

Act 1999.

• Code of Conduct for Council Members

• Code of Conduct for Council Employees

• Code of Practice – Meeting Proceedings

• Code of Practice – Access to Council Meetings and Documents


Organisational Structure Following the change of our name to Adelaide Plains Council, the administration structure of

the organisation was revised and realigned into four (4) key platforms, each department led

by a General Manager: Governance and Communications, Finance and Economic

Development, Development and Community and Infrastructure.

Chief Executive Officer

James Miller

The Chief Executive Officer reports to the elected body and is responsible for the overall

management of the administration of Council business.

General Manager – Governance and Communications

Sheree Schenk

The General Manager – Governance and Communications ensures the provision of sound

corporate governance for Council with a focus on Information Management, Information

Technology, Customer Service, Communications, Human Resources and Work, Health and

Safety. The position also provides governance support to the elected body and assists other

Council service departments in adhering to legislative obligations, policies and procedures.

General Manager – Development and Community

Robert Veitch

The General Manager – Development and Community is primarily responsible for ensuring

Council’s statutory obligations in a development and regulatory sense are adhered to. This

position presides over the Development Services function, General Inspectorate,

Environmental Health, Compliance, Community Services and Development, Community

Event Management and Libraries.

General Manager – Finance and Economic Development

Rajith Udugampola

The General Manager – Finance and Economic Development is primarily responsible for the

management of Council’s financial services division. The position presides over Strategic

Finance, Budgeting, Management Accounting and Reporting, Business Plan Support and

Performance Reporting, Treasury, Grants and Subsidy Administration as well as Rating and

Property Database Maintenance. An integral aspect to the position is in the economic

development realm; seizing on economic investment opportunities, leveraging for State and

Federal funding and working with the private sector to attract new investment to the region.


General Manager – Infrastructure

Martin Waddington

The General Manager – Infrastructure is responsible for the provision of capital projects and

maintenance services to the region for all of Council’s assets including Roads, Land and

Buildings, Parks and Gardens and Waste Management. The Infrastructure Department is

responsible for supporting the community by maintaining and improving the public realm

and providing a pleasant amenity for residents and visitors alike.

Executive Allowances

The Senior Management Team comprises of the Chief Executive Officer and four (4) General

Managers. Salary packages for these five positions are comprised of:‐

A negotiated annual salary;

Fully maintained Council vehicle or equivalent;

Mobile phone, laptop and iPad;

Option to salary sacrifice; and

Statutory superannuation.

No bonuses are available as part of the salary package.

In addition to the current Management Team (listed above), the following senior executive

positions were also held during the 2016/2017 period:‐

Acting General Manager – Assets and Infrastructure

Paul Cleghorn (1 July 2016 to 9 December 2016)

Acting General Manager – Corporate and Community Services

Gary Graham (1 July 2016 to 24 October 2016)


Governance and Communications

Customer Service

Adelaide Plains Council operates from multiple sites. We have four (4) Customer Service

Officers who work across two (2) offices, with two officers at each site who rotate regularly

to ensure they are up to date with relevant information relating to different departments.

The Principal Office is located at 2a Wasleys Road, Mallala and we have a Service Centre

located at 69 Old Port Wakefield Rd, Two Wells.

Both sites are open business hours, 9am – 5pm

Monday to Friday and closed on public holidays.

This year the administrative offices were closed

from 5pm, Friday 23 December 2016 and re‐

opened at 9am, Tuesday 3 January 2017. During

this time, ratepayers and residents were still able

to call the offices and obtain emergency contact

information if they were unable to access Council’s website. Our Customer Services Team

provide a wide range of services which include, but are not limited to accepting and

receiving payment of Council bills such as Council rates, animal renewals and development

lodgement fees.

Our Customer Service Officers answer a wide range of telephone calls daily, for example,

responding to enquiries regarding missing animals, updating personal details and dealing

with enquiries about local services available within the district, local history and much more.

Most enquiries made over the telephone or in person at our offices will be dealt with by the

Customer Service Officers at the time the enquiry is made, however if the customer requires

a more detailed and informative response the Customer Service Officers will seek assistance

from the appropriate department. If the relevant staff member is not available, the

Customer Service Officer will record the caller’s details and lodge a ‘Customer Service

Request’ within Council’s Customer Service Request Management (CRM) System. The

relevant staff member will then be able to follow‐up and contact the caller to assist with the

enquiry/request. Once our friendly staff have dealt with the enquiry, the request will be

finalised and closed out within the CRM System.

With a newly rebranded Council and fresh Management Team, we are excited for the future

and growth of our district and a continual improvement in level of service provided to our

customers.


Information Management

Freedom of Information

The Freedom of Information Act 1991 (FOI Act) serves to promote openness and

transparency in governance and accountability of government agencies, including Councils.

The Act sets out the legislative requirements for how applications for access to information

held by Council are to be dealt with. Some documents may be exempt from public release

under the provisions of the Act.

A person may request personal information held by Council to be released to them and may

request amendments to documents if they are incomplete, incorrect, misleading or out of

date.

Freedom of Information applications should be submitted using the Freedom of Information

Application Form. To assist Council locate specific and accurate documents, applicants are

encouraged to be as specific as possible when making a request. An application fee must

accompany a Freedom of Information Application Form (this fee changes on 1 July every

year).

Applications under this legislation will be dealt with as soon as practicable (and in any case,

within 30 days) after receipt.

For further information regarding Freedom of Information, please contact Council’s Records

Management Officer on Tel: 8527 0200.

Freedom of Information application forms, as well as details of the relevant prescribed fees

and conditions, can be obtained from Council’s website at www.apc.sa.gov.au.

Information Requests

During the 2016/2017 financial year Council received seven (7) requests for information

under the provisions of the FOI Act. There were five (5) general applications and two (2)

restricted applications.

Human Resources

Council delivers a wide range of programs, products and services to the community. The

Council Members and Management Team on behalf of Adelaide Plains Council acknowledge

the commitment and hard work of its workforce.

Organisational Review

The 2016/2017 year provided Council with the opportunity to review its Organisational

Structure and current human resource allocations across all facets of Council activities. The

review has resulted in the creation of four (4) portfolios within the employee structure to

focus on the following specialised areas: Governance and Communications, Development

and Community, Finance and Economic Development and Infrastructure.


The aim of separating these areas was to bring complementary services together and enable

Council to effectively review the efficiencies and deficiencies, within each of the portfolios.

The goal was to improve Council’s overall output and performance.

To manage the defined departments, four (4) General Managers were recruited in late 2016

with the understanding that they will not just manage the department, but will assume a

‘hands‐on’ approach in the delivery of the services provided by Council. With the instalment

of the General Management Team, the General Managers are able to effectively support the

Chief Executive Officer in the delivery of Key Performance Indicators that have been

established by the Council Member base on behalf of Council’s ratepayers.

Regional Youth Traineeship Program

Adelaide Plains Council was successful in securing grant funding through the Regional Youth

Traineeship Program endorsed by Minister Brock, to engage a Customer Service Trainee.

Through this initiative, Council has supported government initiatives to address youth

unemployment, and also provide an opportunity for professional development through

formal and informal training.’

Shared Services Agreement

Throughout 2016/2017, Council has continued to enhance Human Resource (HR) practices

with the assistance of Barossa Council through a Shared Services Agreement. The

agreement supports the application of Council’s Human Resource functions and provides for

Human Resource specialist advice. This practice ensures a consistent and transparent

approach to HR which aims to mitigate any adverse risk to Council and its employees, whilst

improving Council’s overall effectiveness to manage a diverse workforce.

Enterprise Bargaining

Council has two (2) workplace agreements which outline the working conditions for both

Outdoor and Administrative employees. These Agreements provide security for staff and

industrial stability for Council.

The 2016/2017 year saw a review of both the ‘Administrative Employee Relations

Agreement’ and ‘Outdoor Employee Relations Agreement’. As at 30 June 2017, both

Agreements were in the final stages of review.

Adelaide Plains Council continues to aim to be a productive workforce that actively seeks to

provide a high standard of customer service through flexibility, adaptability and stability.

Equal Opportunity

Council continues to be an equal opportunity employer and welcomes interest from all

avenues. This enables Council to provide for a varied workforce that permits the undertaking

and deliverance of a range of core functions and services more effectively, along with

additional tasks to achieve requirements set out in Council’s Strategic Plan and Annual

Business Plan.


Workforce Movement

Adelaide Plains Council’s annual employee turnover for the year was 19.5%. Total employees

engaged at the end of the 2016/2017 year were 58, comprising of both full time and part

time engagements.

When required, Council does engage the use of labour hire personnel and specific

contractors to accommodate for periods of extended leave or turnover within the

workforce, ensuring the continuity of practices and the provision of services to a high

standard. Whilst the annual employee turnover was reasonably high, it is expected that the

current workforce will stabilise based on the finalisation of the ‘Organisational Review and

Restructure’ along with the solidifying of the Management Team. The Organisational

Structure supports future direction and allows for the development of the workforce to

provide effective succession planning and continued improvement in service provisions.

Current Staffing at 30 June 2017 (FTE 56.1)

Directorate Employees Male Female Office of the Chief Executive

Chief Executive Officer 1 1

Executive Assistant 1 1

Governance and Communications

General Manager 1 1

Administration Support 1 1

Governance 1 1

Human Resources 1 1

Health and Safety 1 1

Records Management 1 1

IT and Communications 1 1

Customer Service 3 3

Finance and Economic Development

General Manager 1 1

Finance 4 2 2

Development and Community

General Manager 1 1


Planning Services 4 2 2

Compliance/Inspectoral 5 4 1

Community Services 1 1

Library Services 3 3

Infrastructure

General Manager 1 1


Civil Construction 14 14

Horticulture 3 2 1

Waste Management 2 2

Asset Management 3 3

Coastal ‐ NRM 1 1

Cleaning 1 1

Total Employees 58 36 22

Trainees – External Agency ‐ Contracted 3 2 1


Work Health Safety

Council continues to be self‐insured via the LGA Workers Compensation Scheme (WCS) and

is required to comply with the Performance Standards for Self Insurers and Work Health

Safety & Return to Work legislative requirements.

Council was formally reviewed by the LGAWCS against its work health safety and return to

work processes during 2016/2017, which resulted in a Key Performance Indicator (KPI) audit

action plan being developed and priority areas of focus being set for the next twelve (12)

months.

Within the previous twelve (12) months Adelaide Plains Council has been committed to the

development and implementation of Council’s WHS & RTW System. The hard work invested

by all Council staff over this period has resulted in some excellent outcomes in many areas of

our WHS & RTW System.

Supported by the Management Team and Council’s Health and Safety Committee, our

achievements over the 2016/2017 period include the following:

Annual System Review resulting in the endorsement of the 2017/2018 WHS & RTW

Plan. Focus areas being: Planning and Continuous Improvement, Hazard Management,

Procurement, Contract and Contractor Management Systems.

Work Health Safety & Injury Management Plan for 2016/2017. 52% of actions were

achieved between December 2016 and June 2017.

KPI Audit 2016, we achieved 21 Conformances, 1 Observation and 3 Non

Conformances

KPI Audit Action Plan 2015/2016, we achieved 88% of completed actions

100% implementation of the Corporate Health Program

Volunteer Induction sessions completed

Continued collaboration with the Northern Regional Training Group

Scheduling, review and completion of task risk assessments across Council sites as per

schedule

Review and implementation of the Chemalert and Plant Assessor database across

Council

Completion of hazardous chemical and plant risk assessment as per schedule

Review of the Approved Contractor Register and regional procurement processes

Review and implementation of the pre‐operational checklist

Implementation of the training needs analysis, training plan and register

An increase in Hazard Reporting

Annual surveys of the WHS&RTW for continuous improvement – very positive

Re‐nomination of two (2) Health and Safety Representatives

Allocated budget for the WHS&RTW management system

Reviewed the membership of the HS Committee

Completion of inspections and testing as per schedule

Improved Safety Culture across Council


Introduction of five Sit/Stand desks to improve health and wellbeing

Review of evacuation plans and emergency management procedures

Zero workers compensation claims in the 2016/2017 financial year

Review of the WHS&RTW policies and procedures

General Awareness Training sessions completed

Review of the training application process and forms

14 inductions were completed in 2016/2017

Risk Management

Council continues to be self‐insured via the Local Government Association (LGA) Mutual

Liability Scheme and is required to comply with the Local Government Act 1999 and other

legislative requirements.

During 2016/2017, Council continued to develop its organisational risk management system

and integrate with Councils Strategic and Governance processes.

Council has developed and endorsed a risk management policy and procedure with a suite of

supporting templates to assist with implementation and decision making processes.

Council also endorsed an Event Management Policy and has developed an event

management kit for event organisers which are available on the Council website. There has

been an increase in events in the 2016/2017 year.

Council developed and adopted the ‘Provision of Council Resources to support Emergency

Services in Emergencies Policy’ replacing the previous Fire Fighting and Other Emergency

Activities Policy. A Business Continuity and Emergency Management Plan (BCEMP) Mock

Exercise was undertaken on the 27 April 2017 and the review of the BCEMP commenced,

including various meetings and consultation with all key stakeholders across the

organisation.

The Native Vegetation Plan was also reviewed.


Development and Community

Development Services

Development Assessment

Planning Assessment

The total number of development applications lodged with Council for the period was 317, a

slight decrease from the 335 recorded for the previous year. Only seven applications were

withdrawn by the applicant for various reasons throughout the period. The value of

development increased from the previous year to a value of approximately $33.9 million.

Development Applications Lodged and Cost of Development

2012‐13 2013‐14 2014‐15 2015‐16 2016‐17

Numbers 297 344 324 335 317

Cost (millions) $16.75 $23.63 $31.9 $25.3 $33.9

Most applications lodged with Council were for developments approved by staff under

delegated authority. Examples included dwellings, dwelling additions, sheds/garages,

swimming pools, verandahs, carports, pergolas, and other types of minor out buildings.

Proposals for development in the townships of Mallala and Two Wells were commonly

received throughout the year. Applications for development in the coastal settlements of

Parham and Thompson Beach were also received, with many referred to the Coast

Protection Board for advice on required site and finished floor levels. A number of

applications for development in the farming areas of the district were also processed.

Consistent with previous years, the majority of development applications received by

Council related to rural living properties in Lewiston and Two Wells. Applications for horse

keeping and dog kennelling development in these areas were noted, and many building

development applications involved a high level of complexity due to issues of potential

flooding from the Gawler River.

Significant developments assessed by planning staff during the period included proposals for

bulk grain handling facilities at Dublin and an expansion to a wheat drying facility in the

same location. An application for a significant expansion to an existing poultry farm at Lower

Light was also processed by planning staff.

The reporting period also saw the assessment (and construction) of dwellings in the ‘Eden’

housing development at Two Wells, the first of 267 over the next few years and a major

milestone in terms of the future expansion of the Two Wells township. It is expected that the

number of ancillary applications for sheds, garages, verandahs, swimming pools, etc, will

increase as the residential development is established.


Entrance to the ‘Eden’ development at Two Wells

Bulk handling facility under construction near Dublin

The creation of additional allotments within the district also continued, with 13 land division

applications received. Together these proposed an increase of 37 mostly rural living and

residential allotments, and some boundary realignments.


During the reporting period 25 development applications were publicly notified, as required

by the Development Act 1993. In total, 243 applications were issued Development Plan

Consent.

The number of telephone enquiries received by the department relating to planning/building

matters was again high. During the reporting period 1409 enquiries were received, many of

which required further detailed research and investigation. Of note was that many enquiries

related to potential business development, an indicator of positive future economic growth

in the district. Examples included food production and farming related enquiries, particularly

in relation to horticultural development. New housing developments at Two Wells also

generated considerable enquiries, particularly in relation to built form and land use.

Non‐Complying Development

A total of seven non‐complying development applications were lodged during the period.

The concurrence of the Development Assessment Commission was required before Council

could issue any approvals in relation to these applications.

No non‐complying applications referred to the Commission were refused during the period.

The following non‐complying developments received concurrence in 2016/2017:

• Compost facility addition at Redbanks;

• Division of one allotment into two and associated road realignment in Lewiston;

• Fence in the Gawler River Flood Plain in Lewiston;

• Land division boundary realignment at Lower Light;

• Change of land use from store to retail showroom (shop) and construction of storage

shed in Mallala.

Council Development Assessment Panel (CDAP)

Eight meetings of Council’s Development Assessment Panel took place during the period,

one less than the previous year. The Panel met when required on the first Tuesday of each

month to consider public notification development applications where there had been

representations, applications that were being recommended for refusal, and any other

applications that staff considered warranted the deliberation of the Panel.

The Panel may also be called upon to consider applicant compromise proposals resulting

from appeals to the Environment, Resources and Development Court against their decision

to refuse a particular development.

The following developments were approved by the Panel during the period:

• Land division boundary realignment at Mallala;

• Division of one allotment into two and associated road realignment in Lewiston;

• Change in the use of land from aged care facility to short term workers

accommodation and hostel at Mallala;

• Construction of telecommunications facility at Windsor;

• Construction of dog kennels, associated external pens and keeping of 29 dogs in

Lewiston;


• Construction of packing shed, 5 plastic covered greenhouses and a water storage dam

near Middle Beach;

• Flying trapeze school incorporating light weight flying trapeze rig and associated

resting/viewing area, amenities and car parking in Lewiston;

• Keeping of 12 animals (sheep and alpacas) and associated animal shelters in Lewiston;

• Change of land use from store to retail showroom (shop) and construction of storage

shed in Mallala;

• Expansion of existing use involving construction of two free range broiler sheds and

associated water storage tanks at Lower Light;

• Extension to hours of trading at a Veterinary Clinic in Lewiston.

The only application refused by the Panel during the period was a non‐complying application

for the division of one allotment into two wholly within the Gawler River Flood Plain.

Council’s Strategic Projects staff also provided regular reports to the Panel on projects and

policy matters.

It is noted that from 1 October 2017 a new Council Assessment Panel (CAP) will replace the

Council Development Assessment Panel (CDAP), although the functions of the new Panel will

essentially remain much the same. Significantly, membership will reduce from seven

members to five. Only one member of the new Panel may be a Council Member, compared

to the three currently allowed under the Development Act 1993. These changes are required

under the new Planning, Development and Infrastructure Act 2016.

Appeals

Only two (2) appeals were lodged in the Environment, Resources and Development Court

against decisions made by Council’s Development Assessment Panel. Both appeals were

resolved without the need to proceed to a full hearing of the Court.

A long standing appeal against the Panel’s decision to refuse an application for the division

of land for horticultural purposes and associated roadway near Port Gawler remained

ongoing at the end of the reporting period.

Building Assessment

A total of 328 applications were granted Building Rules Consent either by building staff or

private certification during the reporting period, and 91 inspections undertaken. Eight pool

safety compliance inspections were undertaken with seven additional defect follow up

inspections required. A total of 28 inspections were required for structural defect

rectification and 11 inspections undertaken of unsafe or dilapidated structures. Many

inspections were also undertaken for Building Rules assessment purposes.

The reporting period has seen an increase in large scale commercial development within the

Council area. The year has also seen a marked increase in developers choosing to liaise with

Council’s Building Department rather than Private Certifiers. Such liaison has seen an

increase in associated staff consultation and required assessment time, but has also ensured

that Building Rules assessment fees are retained by Council rather than external parties.


Typical timber frame inspection

Swimming pool requiring safety fence installation

Footing inspection showing piping, trenching and reinforcement


Non Conforming Building Products

The period has seen the introduction of significant legislative requirements pertaining to the

concerns of non conforming building products. In particular Melbourne’s Lacrosse Tower in

2014 highlighted the concerns with non conforming building cladding and significant

investigation has been undertaken. Unfortunately the West London Grenfell Tower inferno

further highlighted the problems with cheaper non conforming primarily imported products.

Non conforming imported product continues to be a problem in construction with non

authorised duplication of compliance certificates and duplicated non conforming product.

State Governments have introduced legislation and undertaken audits of relevant buildings.

The South Australian government has passed the responsibility to local Councils to conduct

audits of their respective areas to identify buildings of three storeys or greater that may

contain non conforming cladding products.

Council’s Building Officer has confirmed that there are no buildings within the district of

greater than three storeys containing non conforming cladding.

South Australian Advisory Notices noted in 2016/2017

• Design of building elements for seismic purposes

• Short term accommodation – change in use of dwelling status

• Energy efficiency and use of solar offsets

• Planning and Building Rules Consent consistency

Building Fire Safety Committee

Council’s Building Fire Safety Committee is required pursuant to Section 71 of the

Development Act 1993. The latter half of 2016 saw the re‐establishment of the Committee

with members including Council’s Development Services Coordinator, Building Officer,

Building Surveyor, Peter Harmer and CFS representatives Julian Aggiss and Colin Paton

(Deputy). New Terms of Reference have been adopted by Council and meetings are being

held on a six monthly basis.

The Committee is established as the ‘appropriate authority’ under the Development Act to

take action, when required, to have a property owner upgrade the fire safety of a building to

the appropriate level.

The Committee is required to inspect any public building that is brought to the attention of

Council for the purpose of determining whether the fire safety of the building is adequate. It

is the responsibility of the Committee to ensure any unsafe building defects relating to fire

safety are addressed and resolved so that the building suitably complies with safety

standards.

An inspection register is maintained by the Committee and accurately records the inspection

and re‐inspection of all commercial and public buildings over a period of time.


Planning and Building Compliance

As in previous years, illegal land use and building work has been reported and observed by

Council staff. Approximately 54 new investigations were commenced during the reporting

period. Some of these matters impacted negatively on adjoining land owners and most

required detailed examination and research.

The table below provides development compliance figures for the 12 month reporting

period.

2014‐15 2015‐16 2016‐17

New Investigations 77 75 54

Section 84 Notices Issued 6 8 4

Expiation Notices Issued 0 0 1

Warning Letters 99 66 27

Resolved No ERD Court 65 43 11

ERD Court 5 3 1

No Action Required 12 9 21

Since 1 July 2016 approximately thirteen development applications have been submitted to

Council as a result of compliance investigations, an increase on the previous year. It is

pleasing to see an increase in the number of applications submitted as a result of compliance

investigations, which in turn reduces the administrative burden/costs associated with

pursuing matters in court.

Compliance issues that were followed up by Council staff included:

• Various land uses without development approval, e.g. truck parking, vehicle storage,

animal keeping (including dogs, sheep, horses, goats and emus) and use of land for

horticulture;

• Illegal structures such as the construction of sheds, placement of shipping containers,

fencing in the Gawler River Flood Plain, dwelling additions, dependant

accommodation, verandahs and carports, and plastic covered greenhouses and dams;

• Non‐compliance with existing conditions of development approval;

• Illegal disposal of stormwater (onto adjoining properties).

Council has issued enforcement notices to landowners in respect of some of these forms of

unauthorised development and some matters have progressed to the Environment,

Resources and Development Court in Adelaide, while other matters from previous reporting

periods continue to progress through the courts.

Some residents and property owners are not aware that certain activities on their properties

require development approval under the Development Act 1993, including change in the use

of land and development activity within the Gawler River Flood Plain, e.g. filling and

excavation. Opportunities to educate the community in relation to these requirements are

utilised wherever possible. Compliance related articles were also included in the autumn and

winter editions of Council’s newsletter, resulting in increased enquiries and voluntary

compliance with development law.


Unauthorised living in caravan and disposal of wastewater

Stormwater drainage impacting on an adjoining property


Planning Policy

Strategic Plan

A Strategic Plan is the framework that provides Council with the strategic direction to guide

its operations and service delivery. Section 122 of the Local Government Act 1999 requires

Council to develop and adopt a strategic plan for the management of its area.

Council has been undertaking a review of its current Strategic Plan (2013‐2016) with the aim

of preparing its new Strategic Plan, which will outline the aspirations and priorities for the

Council area and the projects and services Council will deliver from 2017 to 2020.

In preparing its draft Strategic Plan (2017‐2020), Council held community drop‐in sessions

during May 2017 to gauge the main priorities for the Plan from local residents. Workshops

for external stakeholder groups, Council Members and staff were also held to establish the

key services and projects that should be included in the Plan. The draft Strategic Plan was

released on 26 June 2017 for three (3) weeks public and agency consultation.

The draft Plan was structured around the following five key themes:‐

Vibrant Community

Growing Economy

Great Places & Infrastructure

Resilient Environment & Community

Accountable & Sustainable Governance

Following consideration of all public and agency submissions made during the consultation

phase, it is anticipated that the draft Strategic Plan will be endorsed by Council in the first

half of 2017/2018.

Strategic Policy Planning

Council undertakes strategic policy planning to manage the development and use of land

within its boundaries. In doing so, Council can plan for the needs of the community, while

safeguarding natural resources. Council planning policy is currently set through the State

Government’s Planning Strategy via The 30 Year Plan for Greater Adelaide.

Development Plan

Council’s Development Plan is a statutory policy document which guides the type of

development that can occur within the Council area. The Development Plan separates land

within the Council area into a number of different zones, including commercial, residential,

primary production and industrial zones amongst a range of others. The Development Plan

outlines land uses that are envisaged in a zone and those which are considered

incompatible. Council’s planning staff use the Development Plan to assess development

applications.

The Development Plan needs to be amended to introduce changes in zoning or to reflect

changes in local and state government policy. In South Australia, changes to Development

Plans are made through a process called a Development Plan Amendment (DPA). This

process is set out in the Development Act 1993 and Development Regulations 2008 and can


take eight to 18 months to complete, depending on the complexity of the amendment.

DPA’s can be initiated by a local council or, under certain circumstances, the minister

responsible for planning.

Northern Food Bowl Protection Areas Development Plan Amendment

In April 2017, the Minister for Planning approved the Statement of Intent for Council to

undertake the Northern Food Bowl Protection Areas DPA.

The intent of the DPA is to assist in implementing the State Government’s strategic and

economic priority of enabling major primary production and horticulture growth on the

Northern Adelaide Plains and protecting South Australia’s primary food production region

from urban encroachment. The DPA will include the designation of significant areas for

primary production, horticulture and value adding food related industries and the

implementation of policies that will help protect these areas from urban encroachment.

The DPA will also include updated mapping of both the Gawler River and Light River flood

plains.

It is anticipated that the DPA will provide the policy framework to enable farmers and

growers to take up opportunities presented by the Northern Adelaide Irrigation Scheme

(NAIS) for the expansion of irrigated agriculture and horticulture through the use of recycled

water from the Bolivar Waste Water Treatment Plant.

A statutory eight week consultation process on the draft DPA is currently proposed for

August to October 2017. In line with the Statement of Intent timetable, it is anticipated that

the final DPA will be submitted to the Minister for approval on 1 December 2017, following

Council endorsement.

South Australian Planning Reforms

During 2016/2017, the biggest overhaul to South Australia’s planning system in over 20

years commenced through the Planning, Development and Infrastructure Act 2016 (PDI Act),

which came into operation on 1 April 2017. The PDI Act represents the blueprint for South

Australia’s new planning system and its provisions will be gradually introduced in stages over

the next 3 years to provide for a smooth transition from the current Development Act 1993

to the new PDI Act.

The replacement of the state’s planning system will result in a new Planning and Design

Code, which will replace Council’s existing Development Plan. Council will contribute to the

preparation of the new Planning and Design Code in collaboration with State Government to

ensure that local planning policy issues in the district are considered under the new planning

system.

Environment Food Production Areas

The new PDI Act has introduced Environment Food Production Areas (EFPAs) across South

Australia to help protect food and agricultural lands and contain the threat of urban sprawl

by reducing the ability to subdivide land for housing development.

A large part of the Council area is located within an EFPA.


The EFPA only affects landowners who wish to apply to divide their land for residential

purposes. Land owners within Council’s Rural Living and Animal Husbandry Zones who wish

to subdivide their land for residential purposes, have until 1 April 2019 to lodge an

application for land division. After this date, land division creating additional allotments for

residential purposes will not be permitted.

It should be noted that only those land owners who were allowed to divide land for

residential purposes as of 1 December 2015 (the date when the legislation was drafted) are

eligible to lodge applications before the 1 April 2019 deadline. EFPAs only affect land division

for residential purposes and do not affect development proposals for new buildings,

structures or land division for other purposes.

Strategic Projects

The following Council projects helping to facilitate the planning, growth and development of

the district have been progressed during the 2016/2017 period:‐

Open Space Plan

In September 2016, Council endorsed a new Open Space Plan to guide the development and

use of open space and community land within the district over the next 10 years.

The Plan includes concept master plans for the design and future development of the

Mallala, Two Wells and Dublin Oval sites, which were developed in consultation with the

community and local sporting groups.

The master planning of open space and the three recreation precinct plans will result in a

clear direction for the development of the major sports and recreation precincts within the

district. It will also assist Council in allocating funds for the progressive development of these

areas as residential populations continue to grow and demand for open space and

recreation services increases.


Community Land Management Plans

The Local Government Act 1999 requires the development of Management Plans for all land

that is owned by a Council or under the Council’s care, control and management and

classified as Community Land.

In October 2016, Council endorsed new Community Land Management Plans relating to the

following key open space and facility categories:

Major Sport and Recreation Precincts Historic Areas

Other Sport and Organised Recreation Reserves Cemeteries

Informal Recreation Reserves Stormwater Management

Formal and Memorial Gardens Natural and Coastal Areas

Community Facilities

Coastal Planning

The management and development of Council’s coastline presents an ongoing challenge in

balancing the competing demands of the coast as a valuable environmental, social, cultural

and economic resource. Coastal projects and studies are undertaken by Council to help

protect the coastal environment and promote appropriate activities as the Council

population increases.

Community Emergency Management Plans

Council completed the Coastal Settlements Adaptation Study (CSAS) in 2014 to consider

flood protection measures for Council’s coastal settlements associated with the impacts of

current storm surge events and potential future rises in sea levels. This included the

development of cost effective, realistic and achievable adaptation strategies to cope with

the impacts of sea floods; to consider the development of planning policy in response to the

predicted risks; and, to build community resilience to the predicted risks.

Following a recommendation from the CSAS, Council successfully obtained funding from the

Natural Disaster Resilience Fund to develop a Community Emergency Management Plan

(CEMP) for the settlement of Middle Beach in collaboration with the local community.

The CEMP contains guidance for residents and landowners as to how they can best prepare

for a flood and what to do before, during and after a flood to minimise property damage and

the likelihood of injury or death. The Middle Beach CEMP was endorsed by Council in

September 2016.

Council is currently awaiting the outcome of a new funding application to the Natural

Disaster Resilience Fund to undertake a CEMP for the Webb Beach settlement. If Council is

successful in attaining the grant funding, it is anticipated that work on the Webb Beach

CEMP will commence in early 2018.

Adelaide International Bird Sanctuary National Park – Winaityinaityi Pangkara

In October 2016, the Adelaide International Bird Sanctuary (AIBS) was proclaimed within the

Adelaide Plains Council area. The AIBS occupies a 60 kilometre stretch of coastline from St

Kilda to Parham, 85% of which is located within the Council area. The bird sanctuary also

includes a designated area of National Park that is set to expand in the future.


The AIBS will place the international spotlight onto Council’s 47 kilometres of coastline,

enticing visitors and tourists to the region. The issue of coastal access and development

along the Council’s coastline will present an ongoing challenge in balancing the competing

demands of the coast as a valuable environmental, social and economic resource.

In May 2017, Council prepared a Coastal Issues and Opportunities Paper to summarise the

key management issues for the Adelaide Plains coast as well as to identify potential

opportunities for achieving an appropriate level of development, access and use of the

coast that is compatible with the retention of the region’s high value coastal environment.

The paper forms a guide to Council’s long term vision for the coast and as a resource for

cross‐collaborative partnerships in coastal management, particularly in relation to the AIBS

National Park.

The establishment of the AIBS National Park required the State Government to undertake a

revocation process of some parcels of land held under the care, control and management of

Council. As the expansion of the National Park occurs, it is anticipated that Council will enter

into further discussions with the State Government over the revocation of additional land

parcels along the coast during 2017/2018.

Public Health and Food Administration

Food

Food premises throughout the district are inspected on a regular basis as required by the

Food Act 2001, with frequency of inspections dependent on a risk classification.

Of the 72 food premises in the district, 42 are risk classified at P1 and P2 higher risk

category, while 30 are classified as low risk. A total of 36 inspections were undertaken in the

higher risk category with seven inspections of lower risk premises undertaken. There are a

further 29 listed food businesses within the Council area which need further categorizing.

These include small temporary food stalls or mobile food businesses.

As part of a proactive initiate Council facilitated two food handling sessions for smaller low

risk community groups and organizations. The training sessions were held during Public

Health Week and were attended by people representing 30 organisations. All attendees

received a nationally accredited Food Safety Certificate – Use hygienic practices for food

safety.


Food handling training in the Mallala Council Chambers

During the period there were ten food complaints received. Reported issues included

unclean premises, poor hygiene and foreign matter in food. Of the ten complaints received,

six were deemed as justified.

A total of 18 food recall notices were received, with some requiring follow up inspections

with two retail establishments.

The Council continues to promote the use of the “I’m Alert” on‐line food safety training

program and subscriptions to the program on Council’s website have increased from the last

reporting period.

Public Health

The Public Health Act 2011 came into operation in June 2013 and recognises Local

Government’s role as:

Public health authorities for their areas;

Preserving, protecting and promoting public health within its area;

Cooperating with other authorities involved in the administration of this Act;

Ensuring that adequate sanitation measures are in place in its area;

Ensuring that activities do not adversely affect public health;

Identifying risks to public health within its area; and

Providing or supporting activities within its area to preserve, protect or promote public

health.

During the reporting period 818 inspections were undertaken concerning various public

health issues and requirements. These were mainly related to “General Duty” (Section 56) of

the South Australian Public Health Act 2011.


With regard to wastewater systems, 543 inspections were undertaken, including inspections

of connections to the Mallala, Two Wells and Middle Beach CWMS.

A further 275 inspections were undertaken for a variety of public health issues including

flooded properties, refuse disposal, air quality, dilapidated housing, animal keeping, water

quality and infectious waste.

Several longstanding public health issues have been addressed within the reporting period,

with only one notice served under Section 92 of the Public Health Act.

Wastewater Approvals

Due to the district being mainly a non‐sewered area, on‐site wastewater systems continue to

require approval under the South Australian Public Health Act 2011. A total of 120 approvals

for both on site and CWMS installation or alteration of wastewater systems were processed

during the period.

Mallala, Middle Beach & Two Wells CWMS

The Mallala CWMS became operational in June 2015. As of 30 June 2017, 54% of properties

had either connected to the system or obtained the appropriate approvals to connect.

During 2016 a review was undertaken on the Middle Beach CWMS. All on‐site septic tanks

were emptied and inspected. It was discovered that three were not connected to the

scheme, and further work is now underway to have these properties connected. The review

also allowed an opportunity to coordinate a new tender process for the emptying of tanks

every four years, and equalize the rating system for all relevant Middle Beach properties.

Two new major housing developments are now underway in Two Wells, namely Eden and

Longview. Eden has a private sewer disposal scheme and Longview currently requires new

dwellings to have an on‐site disposal system.

2016 Gawler River and Light River Floods

In September 2016 both the Gawler River and Light River created wide spread flooding

across the region. The Environmental Health Officer had extensive involvement in flood

activities over a period of eight months, while hundreds of enquiries were received by

Council staff.

In response, 60 assessments of flooded properties were undertaken and two officers from

neighbouring councils engaged to provide additional assistance. This resulted in 33 on‐site

wastewater specific inspection assessments.

Septic tank pumping was undertaken at 14 properties after flood waters had subsided with

two properties pumped multiple times so residents could remain at home. Dewatering of

flood waters from six properties was undertaken over a period of 51 days, with three pumps

in circulation pumping water back to culverts and low land.

Mosquitoes

Council facilitated meetings with SA Health and surrounding affected councils. A financial

assistance amount of $3000 was provided to each of the five relevant councils for mosquito

control activities.


Within the district 57 sites were identified as having mosquito breeding activity and spraying

of private property and roadside reserves was undertaken from September 2016 through to

February 2017. Adult mosquito trapping was undertaken to monitor flood impact and

mosquito numbers, and no viruses were detected during the trapping. The following results

were obtained at the Virginia Horticulture Centre:

Trapping Date

Results

28/10/2016 661

2/11/2016 670

9/11/2016 365

16/11/2016 308

23/11/2016 68

30/11/2016 76

Mosquito activity along the coastal areas also increases at certain times. A positive media

and public relations exercise was undertaken with the coastal progress associations, with

over 200 drink holders and mosquito protection brochures distributed.

Property requiring de‐watering from flooding


Floodwater damage in greenhouse

Bore water

Three bores that are used for human consumption/contact were sampled after concerns of

contaminates. These bores were decontaminated.

Legionella

High risk manufactured water systems (cooling tower and warm water supply) were

independently audited and samples submitted for microbiological testing under the South

Australian (Legionella) Regulations 2013 to ensure proper maintenance of the systems and

to help control the incidence of Legionellosis. One cooling tower inspected was found to be

compliant with the legislation.

Disease Surveillance

Council liaises with the Communicable Disease Control Branch of SA Health, and maintains

Communicable Disease surveillance within the district to help prevent the transmission of

infectious diseases. There were three disease notifications which required further

investigation within the Council area during the reporting period.

Regional Public Health Plan

The Council, along with the Councils of Barossa, Light and Gawler, in association with the

Barossa RDA, have worked together to develop a Public Health and Wellbeing Plan for the

‘Barossa, Light and Lower Northern Region’. The document was adopted by Council in 2014.

The Plan adopts a holistic approach to promoting health through supportive social, natural,

built and economic environments, and promotes a “sustainable region for a healthy

community”.

A working group made up of representatives of the four Councils meets regularly and

monitors progress against the Plan’s commitments and actions. A key action of the Plan was

the preparation of a Regional Disability Access and Inclusion Plan. Following a community


survey and associated workshops to assist in the preparation of the regional Plan it is

expected that the document will be released for public consultation in late 2017.

Animal Management & Dog Control

Council’s Animal Management Plan prepared in response to the

requirements of the Dog and Cat Management Act 1995 was formally

adopted by Council in October 2012.

The Plan identifies strategies and actions to implement the mission,

aims and objectives for the management of dogs, cats and other

animals within the district. The Plan contains recommendations for a

wide range of actions to be undertaken by the Council over a five year

period and is due to be reviewed in 2017.

Council is responsible for the management of dogs within the district pursuant to the above

Act. The objectives of the legislation are to encourage responsible ownership, promote

effective management and reduce the public and environmental impact from dogs and cats.

Council is the responsible Authority under the Act to receive registrations for dogs.

Council again conducted a door knock to locate dogs that had not been re‐registered by the

due date (31 August 2016). This annual process is undertaken in an effort to keep Council’s

Dog Register up to date. As a result of the 2016‐2017 door knock, almost 100% of the dogs

on Council’s register were re‐registered. However a large number of Expiation Notices were

again issued to people for owning or keeping an unregistered dog, although this number was

considerably less than last year.

During the reporting year, Council received 3207 individual dog registrations and 117

business registrations. It is estimated that the average number of dogs on a property with a

dog business registration is 15 dogs, which equates to approximately 1755 dogs. Total dogs

registered for the period, including business registrations, was estimated to be 4962.

While Council has not resolved to introduce cat management controls at this point, residents

are afforded advice and assistance in the removal of stray or feral cats, to lessen their impact

on the environment and society.

Two Wells

Dog Pound


Dog Control Statistics 2016/2017

Expiations Issued 159

Wandering at Large 35

Impounded 72

Returned to Owner from Pound

Returned to Owner Direct

39

8

Barking Complaints 1

Attack ‐ Person 2

Attack ‐ Animal 10

Harass ‐ Person 2

Harass ‐ Animal 1

Fire Prevention

The Fire and Emergency Services Act 2005, stipulates that each rural Council must appoint a

Fire Prevention Officer for its area. The role of Council’s Fire Prevention Officer includes the

monitoring of residential areas to ensure landowners take reasonable steps to protect

property from fire, as required under the Act. Inspections of residential areas leading up to

and during the fire danger season are carried out to assess compliance.

Section 105F notices are issued as required and pursuant to the Act, requiring landowners to

attend to maintenance of land to reduce the risk of fire. Council also has the responsibility to

ensure that reserves which come under its care and control are maintained to good bushfire

prevention standards.

Fire Prevention Statistics 2016/2017

Section 105F Notices issued 274

Council action required 0

Expiations Issued 0

Council’s Fire Prevention Officer is also responsible for the issuing of permits and monitoring

compliance, pursuant to the Act, for the common agricultural purpose of burning off stubble

to lessen weed and pest infestation.


Fire Permit Statistics 2016/2017

Fire Permits issued 36

Number of burn offs with Fire Permit 23

Expiation Notices issues for non compliance 4

General Inspections

Parking

Car parking in the parking regulated areas within the Council area has been generally

compliant within the reporting period. A number of car parking cautions were issued during

this period mainly for parking on the footpath, and requirements explained to the offenders.

One expiation notice was issued during the 2016‐2017 year.

Abandoned vehicles and Litter

Abandoned vehicles have generally been stolen and burnt. Most are recovered by insurance

companies or the owner after Council officers make enquiries. Council was required to

recover four vehicles during the 2016‐2017 year.

February 1 2017 saw the commencement of the littering provisions of the Local Nuisance

and Litter Control Act 2016. This legislation provides guidance for Council in dealing with

litter complaints and exercising enforcement functions. The next reporting period will see

the introduction of provisions relating to local nuisance.

Livestock

The majority of wandering livestock complaints made to Council related to livestock

wandering between private properties. These complaints were in most cases resolved by

talking with property owners. Issues with livestock on roads or roadsides are commonly

dealt with by issuing expiation notices. Council also works closely with local police as

livestock are a road safety hazard.

No expiations have been issued to stock owners for allowing stock to wander onto a

roadway pursuant to Council By‐law No 3 Roads Part 2.3.2 Cause or allow any animal to

stray onto, move over, graze or be left unattended on any Road. It is considered that the

ability of Council’s General Inspector to issue expiations in relation to this issue is a

contributing factor to this positive result.


Library Services

The Council operates three library sites. The main library is located at Two Wells (61 Old Port

Wakefield Road), housed in the State Heritage listed Institute Building, as well as a small

branch outlet at the Mallala Council office and a depot at the Windsor Institute, which is run

by a local volunteer.

Council employs 2.7 library staff (including a qualified librarian) and through a Memorandum

of Understanding with the Town of Gawler, their casual library officers work at times at the

Two Wells Library to cover staff absences.

Library patrons have continued to enjoy the benefits of the One Library Management

System, as they are able to borrow and return items from any South Australian public library

using just one library card. Moreover, library borrowers can access and reserve items from

the whole state’s library resources, through the Adelaide Plains Library catalogue, which can

be accessed via the Council website – www.apc.sa.gov.au. When reserved items are

available for collection, patrons have the option to pick up the items at their preferred

library branch.

Library borrowers (through entering their unique borrower and pin numbers) also have the

opportunity to download a large collection of e‐books, audio books and magazines (which

can be accessed through the library’s catalogue). This financial year approximately 9,600

people entered one of the library buildings.

As from 3 January 2017, the Two Wells Library extended its opening hours by an additional

five and a half hours per week (resolved by Council at its November 2016 meeting). The

Library is now open at the following times:

• Tuesday – 9 am to 5 pm

• Wednesday – 12 noon to 7 pm

• Thursday – 9 am to 5 pm

• Friday – 9 am to 5 pm

• Saturday – 9 am to 11.30 am

• Sunday and Monday – Closed

Library Events and Programs

Author Events

Adult events continued to be well attended. On Monday, 12 September 2016 well known

South Australian shark attack survivor and adventurer, Rodney Fox, entertained the

audience with his numerous stories at the Two Wells Bowling Club.

Rural romance writer Rachael Treasure spoke to over 60 people on Tuesday, 8 November

2016.

Kate Swaffer, the 2017 recipient of South Australia’s Australian of the Year Award and

dementia advocate, was a special guest speaker at the Two Wells Bowling Club on Tuesday

21 March 2017.


Lastly, Kristin Weidenbach, a popular non fiction author who writes stories for both children

and adults, particularly focusing on Australian history, delighted crowds on 23 May 2017.

Kate Swaffer Rodney Fox

School Holiday Programs

Primary school aged children had a variety of school holiday programs on offer over the

course of the 2016/2017 financial year, ranging from participating in a game of “Bubble

Soccer” to “Geo‐caching“ where the children took computers and technology outdoors on a

treasure hunt, using GPS units.

In the January school holidays, Council offered a “Fun in the Sun” program which was funded

by a successful grant application received from the South Australian Recreational Fishing

Grants Program, as well as in kind support from Birdlife Australia, Natural Resources

Adelaide and Mount Lofty Ranges and Fishwatch. On Thursday, 19 January 2017, the

children and accompanying adults journeyed from the Two Wells Library to Thompson

Beach. Children had the opportunity to be involved in a range of activities including bird

watching (and identification), how to identify and measure key local fish species, whilst also

learning about the impacts of marine debris in our local environment.

Both the children and adults alike learnt about the fragility of our coastal environment and

gained a better understanding of the issues facing our local wildlife. By the end of the

morning all the participants were happy to escape the sun and make their own fish kites at

“The Shed” before enjoying a sausage sizzle provided by the local Thompson Beach Progress

Association.

A total of 170 children (with their parents and siblings) attended the school holiday

programs this financial year.


“Fun in the Sun” – children enjoyed making kites

(Photo taken by Bec O Brien, Two Wells & Districts Echo)

Children enjoying playing Bubble Soccer in the April school holidays.


Summer Reading Program

The Library service once again participated in the Summer Reading Club programme (a

national library venture to encourage young children to read literature over the course of

the Summer Holidays). This year 28 children successfully read their quota of ten books

during their January break and on Wednesday 22 February 2017 Councillor Karen McColl

presented the children with a certificate and book prize, to recognize their achievement,

which was followed by afternoon tea.

Councillor Karen McColl at the Summer Reading Party 2017

(Photo taken by Bec O’Brien, Two Wells & Districts Echo)

Two Wells Book Group

The Book Group continues to meet on the first Wednesday of the month from 5.30 pm to

6.30 pm at the Two Wells Reading Room. Currently there are ten participants.

Two Wells Toddler Read & Rhyme

Sessions are held at the Two Wells Library, on the first Wednesday of the month from 9.30

am to 10.30 am. Children are accompanied by their parents and siblings, and enjoy listening

to stories and participating in craft themed activities.

Justice of the Peace Service

A Justice of the Peace is available at the Two Wells Public Library every Saturday morning

from 9 am to 11 am. Six volunteer Justices of the Peace are rostered to work at the Library

on a rotational basis.


Community Services

Community Bus Service

Community Services staff are now responsible for the administration associated with the

monthly Community Bus Service, which transports residents in the District to and from the

Elizabeth City Centre, with Customer Service staff managing the bookings. Support continues

to be provided by the ever valuable volunteer bus coordinator, who collects fees and records

passenger attendance. While patronage remains steady, the numbers of passengers remains

low.

Community Transport

Council is a member of the Mid North Community Passenger Network (MNCPN) Committee

and contributes funding to the Network. A Community Car is based in the region and is

located at a private residence in Mallala. The service provides low cost access to transport

for medical, health and general transport related needs and is subsidised by Council. During

the reporting period 167 trips were made using the Community Car. The MNCPN also

arrange bookings for a medical bus service which provides transport to medical and hospital

appointments for a low fee.

Council Owned Properties

Council has a formal lease agreement in place with Junction Australia to manage the seven

single bedroom, Council owned properties located at 12 Aerodrome Road, Mallala and one,

two bedroom unit located at 2/7 Chivell Street, Mallala.

Grant Funding

Community Services staff disseminate information to local community and sporting

organisations about potential funding opportunities through Local, State and Federal

departments and provide advice to community groups completing funding applications, as

well as letters of support where possible.

Staff continue to administer the Community Partnerships ‐ Individual & Cultural Fund,

providing financial assistance to residents who have been selected to represent South

Australia or Australia in their chosen field of sport, recreation or cultural pursuits.

Seniors Collaborative Action Project – Consumer Engagement Working Group (SCAP)

The Seniors Collaborative Action Project Consumer Engagement Working Group (CEWG) is a

Commonwealth Home and Community Care (HACC) funded initiative operating in the region

comprising the local government areas of Gawler, Barossa, Light and Adelaide Plains. The

SCAP is one of 12 collaborative projects funded in South Australia, to provide sector support

and development that actively engages with services that support frail, older people aged

over 65 years. The SCAP is auspiced by the Barossa Council and the purpose of the CEWG is

to develop and implement a Regional Consumer Engagement Plan and seek ways to ensure

the consumer is supported. The SCAP – CEWG is responsible for the highly successful ‘Ageing

in Style EXPO’ road shows, which are held in each council region.


Tourism

Council continues to provide tourism support through the Visitor Information Outlet (VIO),

based at the Two Wells Service Centre. The relocation of the Community Development

Officer to the Two Wells Office has enabled the VIO to have a full brochure/information

display audit and introduce a statistical database to enable recording enquiries, which will

prove valuable when planning future tourism strategies.

Staff again participated in the Shorebirds Festival held at the St Kilda foreshore and provided

information for the Adelaide International Bird Sanctuary.

Events

Ageing in Style Expo

The 2016 Ageing in Style EXPO was held in the Mallala Institute on Thursday 18 August 2016.

Organised by Council, the event is part of an expo ‘road show’ held in collaboration with the

Gawler, Barossa and Light Regional Councils. The EXPO attracted just under 30 stallholders

showcasing home support and care services, retirement living options, scooters and mobility

aids. Free tea, coffee and scones were provided for all attendees and stallholders.

Anzac Day and Remembrance Day

Council arranged wreaths for ANZAC and Remembrance Day Services held both at the Two

Wells and Mallala War Memorials. Staff also collected and collated information relating to

the memorial services and distributed this information to local media, staff and Council

Members. The Mayor and Deputy Mayor both attended services held in the District.

Australia Day Event

A successful Australia Day event was held at the Mallala Oval. The Australia Day Ambassador

was Peter Goers who provided an entertaining and well received presentation. A hearty

breakfast was provided by the Mallala Lions Club.

Awards were presented to:

• Citizen of the Year – Karen Simmons

• Young Citizen of the Year – Amy Paech

• Community Event of the Year – no nominations

• Community Group of the Year – Two Wells District Tennis Club – Australian Open

Celebration Party

• Community Project of the Year – No nominations


National Aborigines and Islanders Day Observance Committee (NAIDOC) Week 2016

Council once again provided funding towards NAIDOC Week which enabled the Mallala and

Two Wells Primary Schools to participate.

2016 National NAIDOC logo

National Volunteer Week

Council was proud to be able to show its appreciation to the volunteers working tirelessly

across our region, by organising a free movie (choice of two movies, daytime or evening) at

the Gawler Cinema on Tuesday, 9 May 2017. Council wished to acknowledge and thank the

many valued local volunteers who provide a variety of essential community, environmental,

sporting and cultural services. During National Volunteer Week (second week in May)

thousands of events were held across the country to say thank you to the six million

Australian volunteers who generously donate their time.


Outdoor Cinemas

Three outdoor cinemas were held in March at Two Wells, Mallala and for the first time, Long

Plains. These family orientated events were both well attended and positively received by

residents, with an estimated total attendance of over 600 people.

South Australian Living Artists (SALA) Festival

The Two Wells Library was once again transformed into an Art Gallery during the month of

August 2016. This year twelve artists exhibited their work which ranged from quilts, which

were hung on the Library’s walls, to stunning paintings, and in total 28 pieces were

displayed. The official launch of the SALA Festival was held on Thursday 4 August 2016, when

the Deputy Mayor presented the artists with certificates and acknowledged their hard work

and talents. This year’s theme was ‐ “From the ashes we have risen: celebrating the recovery

from the Pinery Fires”.

The then Deputy Mayor,

Councillor Marcus

Strudwicke, with artists in

the Two Wells Library

Two Wells & Mallala Christmas Street Parade

Council continued to support the Two Wells and Mallala Christmas Street Parades/Parties by

funding insurance and providing administrative support and Council facilities for the events.


Infrastructure

Infrastructure Services Asset Management

Buildings & Facilities Management

Community Infrastructure

CWMS Administration

Capital Works & Maintenance

Horticulture Service

Coastal Management

Roads Services

Waste Management

The Infrastructure Department manages and maintains Council's civil assets including roads,

footpaths, bridges, above ground and underground drainage, parks and gardens, reserves,

depots, quarry operations. The department also provides support to emergency services in

the preparation, response and recovery phases of emergency management.

Asset Management – Building and Facility Maintenance

New Projects

Mallala Chamber Upgrade

The upgrade provided a much needed overhaul internally and externally giving the chambers a new lease of life with a fresh coat of paint, wall linings, installation of new TV for presentations and a board room table.


Mallala CWMS

As at 30 June 2017, 131 property connections were installed with a further 26 approved for

connection to the new system. This equates to 54% of total township connections.

Council’s Name Change

The rollout of sign replacement to reflect the Council name change to Adelaide Plains

Council occurred with the replacement of entrance signage, vehicle signage, building signage

and all other signs that referenced the District Council of Mallala. Staff have received

positive feedback in relation to the upgraded and newly branded signs.


Dublin Lions Park Toilets

The Dublin Lions park toilet was re‐painted as part of its refurbishment and routine maintenance.


Mallala Oval Bore Connection to underground sprinkler system and Bore shed The connection of the oval irrigation system to the current bore and the replacement of the

bore shed occurred. A bore backflow prevention device was installed which is a requirement

if bore water and recycled water utilise the same irrigation system.


Capital Works and Maintenance

Seal Rehabilitation

Bethesda Road from Dawkins to Gawler River Road.

Boundary Road from Hayman to Gawler River Road.

Dublin Road from Hill Road to Franks Road.

Dublin Road from Hill to Cameron Terrace.

St George Boulevard from Sevastine Court to Sophia Court.

St George Boulevard from Paula Court to Sevastine Court.

Sevastine Court.

St Andrews Road from St George Boulevard to Gawler River Road.

First Street from Old Pt Wakefield to Seventh Street.

Gawler River Road from Old Pt Wakefield to Germantown Road.

Sixth Street from Third to South Street.

Arterial Unsealed Road Resheeting

Barabba Road from Redbanks Road to Wasleys Road.

Barabba Road from 1015 Barabba Road to Hamley Bridge Road.

Barabba Road from Fidge to Hamley Bridge Road.

Barabba Road from 1km. Nth of Mallala Two Wells Road to Butler Street.

Church Road from Navvy Hill to Gordon Road.

Collins Road from Barabba to Farrelly Road.

Collins Road from Davies to Woods Road.

Davies Road from 364 Davies Rd to Marshman.

Davies Road from Marshman to March Road.

Fidge Road from Barabba to Hawes Road.

Fidge Road from Davies to Balaklava Road.

Lawrie Road from Parker to Tiller Road.

Light Beach Road from McEvoy to Rifle Range Road (Western section).

Old Dublin Road from Mallala Two Wells to Hill Road.

Old Dublin Road from Shannon to Long Plains Road.

Owen Road from Fidge to Woods Road.

Simpkin Road from Mallala Two Wells to Harvey Road.

Windsor Road from Long Plains to Surface Change.

Worden Road from Helps to Wasleys Road.

Tank Road from Collins to Hawes Road.

Broster Road from Hall to Powerline Road.


Major maintenance programs and works included:

Dublin Road Mallala – Footpath renewal

Dublin Road Mallala – Drainage correction, resealing and Streetscape

Equipment/Plant Replacement

The following major equipment was purchased during 2016/2017 as part of Council’s plant

replacement program:

Back‐Hoe Loader

2 Utilities

Operational Works

The Operational Works Programme provides for the construction, maintenance and

management of the following key services:

Transport facilities (roads, bridges, storm water systems, and footpaths);

Quarry operations;

Parks, ovals, gardens, reserves, street scapes and roadside vegetation;

Flood mitigation (coastal and flood plain locations);

Cemetery operations;

Waste and recycling collection / transfer stations / illegal dumping;

Public conveniences & barbecue facilities;

Engineering assessment of development applications; and

Plant and depot operations.


These services are provided by the following work groups:

Construction/Maintenance;

Waste Services;

Horticulture Services; and

Workshop/General Maintenance.

Horticulture Services

Street Tree Replacement

Dublin Road Kerb and Watertable Replacement

Due to the replacement of the kerb and watertable, the existing trees needed to be removed. Horticulture services then renewed the street with 14 Gleditsia triacanthos “Sunburst” (Honey Locust). These trees are of a deciduous nature and will provide a beautiful shaded streetscape during summer and allow the sun through during the winter period.

Maintenance

Horticulture Services employs five staff that undertakes many activities throughout the year

including:

Maintenance to all ovals under its care – Dublin, Mallala and Two Wells ovals –

mowing, insect control, irrigation, weed control, fertilising.

Parks and Gardens maintenance – lawn mowing, pruning, fertilising, rubbish and

graffiti removal, irrigation, insect control, weed control, mulching.


General weed control throughout the district, keeping all townships, cemeteries, etc

free of weeds.

Declared weed control in conjunction with the Natural Resources Management Board.

Care of our natural areas – Heritage Dublin Parklands, Barabba Scrub, Baker Wetland,

Lewiston Wetland, The Rockies and all 103 RMS (Roadside Marker Scheme) sites

where the majority of our remnant vegetation presides.

Slashing of roadsides and rural intersections and reserves.

Tree pruning on roadsides and intersections (line of sight).

Coastal Management

Within the Adelaide Plains Council (APC) area, coastal community land accounts for up to

36% of the entire community land under Council’s care and control. In partnership with the

Adelaide and Mount Lofty Ranges Natural Resources Management (AMLR NRM) Board the

externally funded Council hosted Coast Estuary and Marine (CEM) position provides mutual

benefits for both parties through cross boundary management and protection of the districts

most important environmental asset. The position covers three council areas Salisbury,

Playford and APC. Within APC, targeted works are undertaken at Parham, Webb Beach,

Thompson Beach, Pt Prime, Light Beach, Light River Estuary, Middle Beach, Pt Gawler and

Buckland Park and encompasses community land, crown land, Conservation Park.

Within APC the CEM position contributed to:

9,000 seedlings planted.

1444ha of pest plant control.

500m of fencing protecting rare plants, rare plant communities and important

shorebird roosting habitat.

Across the three council areas the CEM position contributed to:

19,600 seedlings planted.

1157 ha of pest plant control.

500m of fencing protecting rare plants, rare plant communities and important

shorebird roosting habitat.

17ha of pest animal control and monitoring works.

Highlights over the past 12 months within APC include:

Successful recreational fishing grant for the installation of the Hook Line and Thinker

program and ‘Fun in the Sun’ school holiday activity.

Large scale boxthorn control undertaken within the Light River Estuary Marine

Sanctuary Zone.

3,500 seedlings planted in the Light River Estuary.

A total of 58 volunteers contributing 230 hours assisting in revegetation activities.

Coordinating activities for the Samphire Coast Green Army team.


Fun in the Sun Day Direct Seeding at Pt Prime

Key areas of concerns and on‐going issues that face the area:

Vandalism to revegetation works, and fencing from illegal off road vehicles use.

Continued weed spread and vegetation loss in sensitive coastal habitat directly related

to illegal off road vehicle use.

Significant rubbish dumping within Samphire habitat.

The future

APC will continue to monitor and remediate natural areas within the region in collaboration

with the Adelaide and Mount Lofty Ranges Natural Resources Management (AMLR NRM)

Board providing benefits to both residents and the environment.

Coast Estuary and Marine Officer project sites


Pt Prime Tree Guard Removal

Calomba Daisy control at Light Beach

Light Beach before Planting

Light Beach after Planting


Pt Prime before Planting Pt Prime after Planting

Bridal Creeper removal Buckland Park


Lionel Miller installing new

signage at Thompson Beach

Southern Walking Trail

Pt Gawler rubbish collection green army team


Waste Management

Overview

The waste management department consists of three full time staff members (listed below)

but are supplemented by engaging employees from other infrastructure departments as

required.

• Team Leader Waste Services – Has overall responsibility for the day to day operations

of the Waste Management Department. Duties attended to include allocation of

labour and plant, invoicing, addressing customer enquiries and ensuring delivery of the

waste service to residents.

• Waste Officer – Waste Collection truck driver.

• Waste Officer – Waste Collection truck driver of Council’s second Waste truck for three

and a half days per fortnight collecting organic waste and emptying the street bins.

The second truck also assists the main truck when required. This officer also operates and

maintains Council’s two transfer stations, collects illegal dumping, maintains waste

management related infrastructure and delivers bins.

The two drivers rotate duties on a 3 monthly basis.

Kerbside Collection

Council continues to provide either a two (2) or a three (3) bin household collection service.

All resident in the Council area have access to one of these services.

The three bin service provided by Council is available with in the townships of Dublin, Two

Wells and Mallala. This service consists of:

A Council supplied and maintained 140 litre red lidded Mobile Garbage Bin (MGB) for

general household waste.

A Council supplied and maintained 240 litre blue lidded MGB for receipt of household

recyclable items.

The third service in these townships is an organics disposal. Residents wishing to utilise

this service provide their own 240 litre green lidded MGB and council empties it.

The two bin service is provided in all areas outside of the three defined townships, including

coastal settlements, rural areas and Lewiston.

Council’s 2005 Isuzu FVZ 1400

garbage compactor which has a

hopper capacity of capacity 24 m3


This service consists of:

A Council supplied and maintained 240 litre green lidded Mobile Garbage Bin (MGB)

for general household waste.

A Council supplied and maintained 240 litre blue lidded MGB for receipt of household

recyclable items.

An organics service is not available in areas outside of the three townships.

The frequency of bin collection for all services is:

Week 1 – domestic rubbish bins.

Week 2 – recycle bins and organic bins (where service is available).

General household waste, material that goes to landfill is disposed of at either:

Northern Adelaide Waste Management Authority (NAWMA), Edinburgh North.

Integrated Waste Services (IWS), Dublin.

Recyclables collected are transported to Northern Adelaide Waste Management Authority

(NAWMA) to be either sorted or processed for further recycling or transportation to landfill.

Peats Soils at Dublin is the disposal site for all organic material collected from with in the

townships. This site is a recycling facility where the organic material is composted for use in

gardens.

Street, parks and reserves bins have their material transported to the Integrated Waste

Services (IWS), Dublin landfill site for disposal.

Waste Management Stickers

During the 2016/2017 year, displaying of black and white ‘Waste Management Services

Authorised Bins’ stickers were rolled out.

These stickers indicate to the waste compactor drivers which bins come from households

paying the waste levy and therefore funding this user pays system.

After Council approved the introduction of this, all properties not paying the waste levy were

advised by letter of this and given the opportunity, if they wished, to participate in the

kerbside collection service.

July 2016 saw 2985 properties contributing to the kerbside collection service but at the end

of June 2017 that number had risen to 3343. The increase in participation rate has seen the

cost of providing this service going from needing to be subsidised to being self funded.

A recycle bin with an authorised

sticker in the correct position.


Kerbside Collection Statistics

Being able to offer residents a cost effective and efficient kerbside collection service remains

a focus of the Waste Services department. Council is steadfast in it’s commitment to

reducing costs borne by the residents for this user pays system. The easiest way to achieve

this result is by increasing the recycling participation rate.

2016/17 totals Number of pick ups Tonnes collected Average wgt/bin KM travelled

General Waste 78388 1422 18.14kg 27650

Recyclables 63515 672 10.58kg 25477

Organics 9089 205 22.55kg 2941

The cost to dispose of kerbside recycling and kerbside organics is considerably less than the

cost to dispose of kerbside general waste.

A comparison between tonnages collected in 2015/2016 and those collected in 2016/2017

show a pleasing trend toward an increase in residents commitment to recycling.

Comparison 2015/16 2016/17 Change

General Waste 1509 T 1422 T ‐ 87 T

Recyclables 633 T 672 T + 39 T

Organics 191 T 205 T + 14 T

Council’s educational programs aim to maximise the amount of recyclables presented for

collection by deterring poor recycling behaviours but at the same time encouraging good

behaviours.

Illegal Dumping

The illegal and unsightly problem of dumped rubbish continues to persist through out the

Council district. No locality seems to be immune from this practice but Lewiston and the

coastal settlements have been the most frequently afflicted areas.

0% 20% 40% 60% 80% 100%

recycle

organics

general waste

Comparison of disposal costs of each waste stream as a percentage of general


Council’s Waste Officers continually find evidence in this rubbish that points to the majority

of identifiable offenders are from neighbouring council areas.

During 2016/17 Council’s accounting program shows that $73,155 was spent to clean up this

material.

Dumped matter included tyres, organics, furniture and asbestos, varying in size from boot

loads through ute loads up to and including trucks.

Transfer Stations

Council owns and operates two transfer stations:

Two Wells Transfer Station, Wells Rd, Two Wells

Mallala Resource Recovery Centre, Limerock Road, Lower Light

Both facilities are licensed to receive various materials including but not limited to:

Organics

Building material (not asbestos)

House hold garbage

Used motor oil (domestic quantities)

E‐Waste

Both facilities were audited by the Environment Protection Authority (EPA) in late June with

no major issues noted.

Two Wells Transfer Station Mallala Transfer Station

Dumped matter included tyres, organics, furniture and asbestos, varying in size from boot loads through ute loads up to and including trucks size loads


Finance and Economic Development Council’s Finance and Economic Development Department is primarily responsible for the

management of Council’s financial services and the advancement of local economy. The

department is responsible for strategic finance, budgeting, financial and management

accounting, payroll, statutory reporting & compliance, Annual Business Plan, performance

reporting, treasury management, grants and subsidy administration as well as rating and

property database administration and administration of Council Cemeteries. An integral

aspect to the position is in the economic development realm; seizing on economic

investment opportunities, leveraging for State and Federal funding and working with the

private sector to attract new investment to the region.

Long Term Financial Plan

Long Term Financial Objective of Adelaide Plains Council is to be “a Council which delivers on

its strategic Objectives by managing its financial resources in a sustainable and equitable

manner by incremental growth and service cost containment to reduce the operating deficit

over time; as opposed to burdening the ratepayers of the Council with short term excessive

increases to their annual council rate bill”.

Financial sustainability means having a financial position capable of meeting long‐term

service and infrastructure levels and standards, acceptable to the community, without

substantial increases in rates or cuts to services. The Long Term Financial Plan has been

developed based on following budget principles. They are;

Principle 1: Breakeven budget

Cost of annual Council’s services and programs, including depreciation of assets, are fully

funded by the current ratepayers being the consumers of those Council services, programs

and assets.

Principle 2: Rate Stability

Annual rate collections are fair and equitable for the ratepayers with the aim to keep rate

revenue increases stable over the medium term.

Principle 3: Infrastructure and Asset Management

Maintain Infrastructure and Assets in line with the Council’s Infrastructure Asset

Management Plans.

Principle 4: Prudent Debt Management

Prudent use of debt to invest in new long term assets to ensure intergenerational equity

between current and future users.

The updated Long Term Financial Plan for the period 2018‐2027 was adopted by the Council

on 10 July 2017. It shows that the Council is expected to make operating deficits for the next

four (4) financial years with a 3.00% increase in average rate (2.50% increase in rate the


dollar by the Council & 0.50% valuation increase by Valuer General) and 0.60% growth,

excluding the impact of Two Wells developments. Although the LTFP forecasts an operating

surplus from year 5 (2021/2022) onwards, Council should make it priority to return to

budget breakeven earlier if possible, without putting more financial burden on the Adelaide

Plains community

Overdue Council Rates

Adelaide Plains Council’s main source of revenue is rates income as rates income as a

percentage of total income is 70% in 2016/2017 Financial Year. Therefore, any overdue rates

would add pressure on rate payers who pay their rates on time, by way of extra interest

expenses on short‐term borrowings Council’s has to make to bridge funding shortfall.

Following graph shows, Council’s overdue rates at 30 June of each financial year compared

to the total rates income (General Rates, CWMS charges, Refuse Levy & NRM Levy) of the

financial year. While the rate income has gone up by 51%, from $5.738m in 2010/2011

Financial Year to $8.645m in 2016/2017 Financial Year, overdue rates have gone up by 116%,

from $0.280m to $0.607m during the same period. As result of changes in internal processes

to recover overdue Council rates on time, Council had been able to reduce its overdue rate

in 2016/2017 Financial Year considerably.

Outstanding Council Borrowings

During the 2016/2017 Financial Year, Adelaide Plains Council has reduced its total

outstanding loan borrowings by $1.874m. Council started financial year with an outstanding

cash advance facility (CAD) of $2.890. However, due to advance payment of 2017/2018

Federal Government Financial Assistance Grant ($0.650m) and a significant reduction in

overdue Council rates, the outstanding CAD balance was reduced to $1.594m at 30 June

2017.


Cash management practices have continued in the same manner as previous years, in line

with the Treasury Management Policy. This resulted in no funds being retained for specific

purposes (except for developer contributions of $0.084m for new footpaths that are

required to be cash backed), and existing cash reserves were utilised for daily cash flow

management based on operational needs.

The fixed rate borrowings on 30 June 2017 were $4.738m (Please refer to Table 1 for

details). It is a reduction of $0.578m when compared with the outstanding fixed rate

borrowings of $5.316m at 30 June 2016.

The fixed interest loans have been provided by LGFA. The terms for LGFA loans range from

ten (10) years to twenty (20) years, with the interest rates varying between 4.45% and 8.10%

per annum. To minimise the future financing costs, the current funding strategy is to utilise

surplus funds in the first instance, with short‐term funding needs being met via the

utilisation of the CAD facility. A listing of the active loans is contained in Table 1 and Table 2.

Table 1: Outstanding Fixed Rate Debenture Loans at 30 June 2017

Loan No.

Purpose of Loan Loan Term (Yrs.)

Principal Amount ($)

Date of Borrowing

Date of Maturity

Interest Rate (%)

Balance ($)

111 Gawler River Scheme ‐ Flood Plain Management

15 116,000 15/03/2006 15/03/2021 6.20 41,906

113 Gawler River Scheme ‐ Flood Plain Management

15 430,000 15/01/2007 15/01/2022 6.80 192,982

115 Community Land ‐ Mallala

15 180,000 15/05/2007 15/05/2022 7.02 81,454

116 Resource Recovery shed & Ruskin Shannon Rd Development

15 368,000 15/06/2007 15/06/2022 7.05 166,716

120 Mallala Bowling Club Synthetic Green (Repaid by the Bowling Club)

10 60,000 15/08/2008 15/08/2018 8.10 12,295

121 Funding Capital Program FY2010

10 1,700,000 17/05/2010 17/05/2020 6.85 634,613

122 Funding Depot and Plant purchases

10 3,000,000 16/04/2012 16/04/2022 5.90 1,716,526

125 Mallala CWMS Scheme (Repaid by the Mallala CWMS)

20 1,910,000 15/06/2016 15/06/2036 4.45 1,892,152

Total 7,764,000 4,738,645


Table 2: Outstanding Variable Rate Cash Advance at 30 June 2017

Loan No. Purpose of Loan CAD Limit ($)

CAD Facility Expiry Date

Interest Rate (%)

Balance

($)

CAD 123 General Council operations 5,000,000 5/07/2028 3.75 1,593,854

CAD 124 General Council operations 1,500,000 15/05/2030 3.75 ‐

Total 6,500,000 1,593,854

All Council existing fixed rate loans will be repaid by 30 June 2022, except for the Mallala

CWMS loan which was obtained for a 20 year period on 15 June 2016.

Financial Statements for the year ending 30 June 2017

Council’s Auditor, Mr David Papa of Bentleys SA, has audited and signed the 2016/2017

Annual Financial Statements of Adelaide Plains Council, with a qualification on the valuation

of Buildings & Other Structure assets. The Council received and approved the 2016/2017

Annual Financial Statements at its ordinary meeting held on Monday 20 November 2017.

Management can confirm that to the best of their knowledge, the 2017 Financial Statements

represent a true and fair view of the state of affairs of the Council as at 30 June 2017. In the

2016/2017 Financial Year, the Council has made an Operating Surplus of $369,225 against an

Operating Deficit of $733,749 made in the 2015/2016 Financial Year.

The Financial Statements, Notes to the Financial Statements and the Key Performance

Indicators are presented in Note 15 of Appendix 1 to this Annual Report. Council’s aim of

producing a positive operating result continues to provide a challenge whilst the debt level

remains manageable and maintaining and renewing infrastructure assets.


Appendix 1

Adelaide Plains Council

2016/2017 Financial Statements

ADELAIDE PLAINS COUNCIL

ANNUAL FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 June 20.7

CERTIFICATION OF FINANCIAL STATEMENTS

We have been authorised by the Council to certify the financial statements in theirfinal form. In our opinion:

the accompanying financial statements comply with the Local Government ActI999, Local Government (Financial ManagementI Regulations 201 I andAustralian Accounting Standards.

> the financial statements present a true and fair view of the Council's financialposition at 30 June 2017 and the results of its operations and cash flows for thefinancial year,

internal controls implemented by the Council provide a reasonable assurancethat the Council's financial records are complete, accurate and reliable and wereeffective throughout the financial year.

> the financial statements accurately reflect the Council's accounting and otherrecords.

^::'I>,,, 4, i^'


General Purpose Financial Reportsfor the year ended 30 June 2017

TABLE OF CONTENTSPage

Council Certificate 1

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

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

Note 1 - Significant Accounting Policies 6Note 2 - Income 11Note 3 - Expenses 13Note 4 - Asset Disposal & Fair Value Adjustments 14Note 5 - Current Assets 15Note 6 - Non-Current Assets 15Note 7 - Infrastructure, Property, Plant & Equipment & Investment Property 16

Note 8 - Liabilities 20Note 9 - Reserves 21Note 10 - Assets Subject to Restrictions 22Note 11 - Reconciliation of Cash Flow Statement 23Note 12 - Functions 24Note 13 - Financial Instruments 26Note 14 - Expenditure Commitments 28Note 15 - Financial Indicators 29Note 16 - Uniform Presentation of Finances 30Note 17 - Operating Leases 31Note 18 - Superannuation 32Note 19 - Interests in Other Entities 33Note 20 - Assets & Liabilities not Recognised 35Note 21 - Related Party Disclosures 36

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

2017 2016Notes $ $

INCOMERates 2 8,645,445 8,112,516 Statutory charges 2 324,430 325,479 User charges 2 112,317 115,413 Grants, subsidies and contributions 2 2,819,370 1,452,028 Investment income 2 5,598 7,665 Reimbursements 2 350,992 282,508 Other income 2 138,941 136,943 Total Income 12,397,093 10,432,552

EXPENSESEmployee costs 3 4,755,167 4,326,041 Materials, contracts & other expenses 3 3,923,091 3,726,567 Depreciation, amortisation & impairment 3 2,906,604 2,619,196 Finance costs 3 378,491 427,625 Net loss - equity accounted Council businesses 19 64,515 66,872 Total Expenses 12,027,868 11,166,301

OPERATING SURPLUS / (DEFICIT) 369,225 (733,749)

Asset disposal & fair value adjustments 4 17,500 (52,403)

Amounts received specifically for new or upgraded assets 2 39,258 871,592

Physical resources received free of charge 2 1,143,818 661,308 NET SURPLUS / (DEFICIT) transferred to Equity Statement

1,569,801 746,748

Other Comprehensive IncomeChanges in revaluation surplus - infrastructure, property, plant & equipment

9 8,589,411 4,386,306

Share of other comprehensive income - equity accounted Council businesses

19 - (22,643)

Impairment (expense) / recoupments offset to asset revaluation reserve

9 (233,957) (434,056)

Total Other Comprehensive Income 8,355,454 3,929,607

TOTAL COMPREHENSIVE INCOME 9,925,255 4,676,355

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


STATEMENT OF COMPREHENSIVE INCOMEfor the year ended 30 June 2017

Page 2

2017 2016ASSETS Notes $ $Current AssetsCash and cash equivalents 5 113,158 672,561 Trade & other receivables 5 913,194 1,045,711 Inventories 5 199,960 264,025

Total Current Assets 1,226,312 1,982,297

Non-current AssetsEquity accounted investments in Council businesses 6 4,684,408 4,748,923 Infrastructure, property, plant & equipment 7 100,797,527 92,152,958 Other non-current assets 6 131,601 2,837

Total Non-current Assets 105,613,536 96,904,718 Total Assets 106,839,848 98,887,015

LIABILITIESCurrent LiabilitiesTrade & other payables 8 1,178,662 1,150,784 Borrowings 8 2,208,747 3,467,796 Provisions 8 827,771 1,083,823

Total Current Liabilities 4,215,180 5,702,403

Non-current LiabilitiesBorrowings 8 4,123,752 4,738,645 Provisions 8 194,612 64,918

Total Non-current Liabilities 4,318,364 4,803,563 Total Liabilities 8,533,544 10,505,966 NET ASSETS 98,306,304 88,381,049

EQUITYAccumulated Surplus 31,368,217 29,798,416 Asset Revaluation Reserves 9 66,843,137 58,487,683 Other Reserves 9 94,950 94,950 TOTAL EQUITY 98,306,304 88,381,049



STATEMENT OF FINANCIAL POSITIONas at 30 June 2017

Page 3


AccumulatedSurplus

Asset Revaluation

Reserve

Other Reserves

TOTAL EQUITY

2017 Notes $ $ $ $

Balance at end of previous reporting period 29,798,416 58,487,683 94,950 88,381,049 Net Surplus / (Deficit) for Year 1,569,801 1,569,801 Other Comprehensive Income

Gain on revaluation of infrastructure, property, plant & equipment - 8,589,411 - 8,589,411

Impairment (expense) / recoupments offset to asset revaluation reserve - (233,957) - (233,957)

Share of other comprehensive income - equity accounted Council businesses - - - -

Balance at end of period 31,368,217 66,843,137 94,950 98,306,304

2016

Balance at end of previous reporting period 29,051,668 54,558,076 94,950 83,704,694 Net Surplus / (Deficit) for Year 746,748 746,748 Other Comprehensive Income

Changes in revaluation surplus - infrastructure, property, plant & equipment - 4,386,306 - 4,386,306

Impairment (expense) / recoupments offset to asset (434 056) (434 056)

for the year ended 30 June 2017STATEMENT OF CHANGES IN EQUITY

pa e t (e pe se) / ecoup e ts o set to assetrevaluation reserve - (434,056) - (434,056)

Share of other comprehensive income - equity accounted Council businesses - (22,643) - (22,643)

Balance at end of period 29,798,416 58,487,683 94,950 88,381,049

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

Page 4


STATEMENT OF CASH FLOWSfor the year ended 30 June 2017

2017 2016CASH FLOWS FROM OPERATING ACTIVITIES Notes $ $Receipts

Rates - general & other 8,748,020 7,972,338 Fees & other charges 321,327 351,337 User charges 126,656 121,798 Investment receipts 7,198 5,865 Grants utilised for operating purposes 2,780,112 1,560,930 Reimbursements 350,992 310,759 Other revenues 138,941 699,794

PaymentsEmployee costs (4,699,816) (4,426,742) Materials, contracts & other expenses (3,930,345) (4,329,156) Finance payments (404,640) (276,252)

Net Cash provided by (or used in) Operating Activities 3,438,445 1,990,671

CASH FLOWS FROM INVESTING ACTIVITIESReceipts

Amounts specifically for new or upgraded assets 39,258 871,592 Sale of replaced assets 24,409 140,755

PaymentsExpenditure on renewal/replacement of assets (1,003,865) (1,470,319) Expenditure on new/upgraded assets (1,183,709) (701,409)

Net Cash provided by (or used in) Investing Activities (2,123,907) (1,159,381)

CASH FLOWS FROM FINANCING ACTIVITIESReceipts Proceeds from borrowings 4,868,000 6,010,000 Payments Repayments of borrowings (6,741,942) (7,088,240)

Net Cash provided by (or used in) Financing Activities (1,873,942) (1,078,240)

Net Increase (Decrease) in cash held (559,404) (246,950)

Cash & cash equivalents at beginning of period 11 672,561 919,511 Cash & cash equivalents at end of period 11 113,158 672,561


Page 5


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSfor the year ended 30 June 2017

Note 1 - SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies adopted in the preparation of the financial report are set out below. Thesepolicies have been consistently applied to all the years presented, unless otherwise stated.

1 Basis of Preparation

1.1 Compliance with Australian Accounting Standards

This general purpose financial report has been prepared on a going concern basis in accordance withAustralian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements ofthe Australian Accounting Standards Board, Interpretations and relevant South Australian legislation.

The financial report was authorised for issue by certificate under regulation 14 of the Local Government(Financial Management) Regulations 2011 dated 01 July 2013.

1.2 Historical Cost Convention

Except as stated below, these financial statements have been prepared in accordance with the historical costconvention.

1.3 Critical Accounting Estimates

The preparation of financial statements in conformity with Australian Accounting Standards requires the use ofcertain critical accounting estimates, and requires management to exercise its judgement in applying Council’saccounting policies. The areas involving a higher degree of judgement or complexity, or areas where

Financial YearCash Payment

Received Annual Allocation Difference2013/2014 495,137 1,397,901 - 902,764 2014/2015 1,811,828 1,152,956 + 658,872 2015/2016 636,718 1,291,126 - 654,408 2016/2017 1,961,155 1,294,672 + 666,483

g p g g g j g p y,assumptions and estimates are significant to the financial statements are specifically referred to in the relevantsections of this Note.

1.4 Rounding

All amounts in the financial statements have been rounded to the nearest dollar ($).

2 The Local Government Reporting Entity

The Adelaide Plains Council is incorporated under the SA Local Government Act 1999 and has its principalplace of business at 2A Wasleys Road, Mallala. These financial statements include the consolidated fund andall entities through which Council controls resources to carry on its functions. In the process of reporting onthe Council as a single unit, all transactions and balances between activity areas and controlled entities havebeen eliminated.

3 Income recognition

Income is measured at the fair value of the consideration received or receivable. Income is recognised whenthe Council obtains control over the assets comprising the income, or when the amount due constitutes anenforceable debt, whichever first occurs.

Where grants, contributions and donations recognised as incomes during the reporting period were obtainedon the condition that they be expended in a particular manner or used over a particular period, and thoseconditions were undischarged as at the reporting date, the amounts subject to those undischarged conditionsare disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognisedas incomes in a previous reporting period which were obtained in respect of the Council's operations for thecurrent reporting period. In recent years the payment of untied financial assistance grants has varied from the

Page 6



Note 1 (cont) - SIGNIFICANT ACCOUNTING POLICIES

The actual amount of untied grants received during the reporting period are disclosed in Note 2.

4 Cash, Cash Equivalents and other Financial Instruments

Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificantrisk of changes in value with a maturity of three months or less from the date of acquisition.

Receivables for rates and annual charges are secured over the subject land, and bear interest at ratesdetermined in accordance with the Local Government Act 1999. Other receivables are generally unsecuredand do not bear interest.

All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt ofwhich is considered doubtful.

All financial instruments are recognised at fair value at the date of recognition. A detailed statement of theaccounting policies applied to financial instruments forms part of Note 13.

5 Inventories

Inventories held in respect of stores have been valued by using the weighted average cost on a continualbasis, after adjustment for loss of service potential. Inventories held in respect of business undertakings havebeen valued at the lower of cost and net realisable value.

6 Infrastructure, Property, Plant & Equipment

6.1 Land under Roads

Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset inaccordance with AASB 1051 Land under Roads. Land under roads acquired after 30 June 2008 has not beenrecognised as in the opinion of Council it is not possible to reliably attribute fair value, and further that suchvalue if determined would be immaterial.

6.2 Initial Recognition

All assets are initially recognised at cost. Cost is determined as the fair value of the assets given asconsideration plus costs incidental to the acquisition, including architects' fees and engineering design feesand all other costs incurred. For assets acquired at no cost or for nominal consideration, cost is determined asfair value at the date of acquisition.

All non-current assets purchased or constructed are capitalised as the expenditure is incurred anddepreciated as soon as the asset is held “ready for use”.

The cost of non-current assets constructed by the Council includes the cost of all materials used inconstruction, direct labour on the project and an appropriate proportion of variable and fixed overhead.

Capital works still in progress at balance date are recognised as other non-current assets and transferred toinfrastructure, property, plant & equipment when completed ready for use.

6.3 Materiality

Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceedsmateriality thresholds established by Council for each type of asset. In determining (and in annuallyreviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examplesof capitalisation thresholds applied during the year are as follows. No capitalisation threshold is applied to theacquisition of land or interests in land.

Office Furniture & Equipment $ 1,000Other Plant & Equipment $ 1,000Buildings - new construction/extensions $10,000Park & Playground Furniture & Equipment $ 2,000

Page 7




Road construction & reconstruction $10,000Paving & footpaths, Kerb & Gutter $ 2,000Drains & Culverts $ 5,000Reticulation extensions $ 5,000Sidelines & household connections $ 5,000

6.4 Subsequent Recognition

Certain asset classes are revalued on a regular basis such that the carrying values are not materiallydifferent from fair value. For infrastructure and other asset classes where no active market exists, fair valueis determined to be the current replacement cost of an asset less, where applicable, accumulateddepreciation calculated on the basis of such cost to reflect the already consumed or expired future economicbenefits of the asset. Further detail of existing valuations, methods and valuers are provided at Note 7.

6.5 Depreciation of Non-Current Assets

Other than land, all infrastructure, property, plant and equipment assets recognised are systematicallydepreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects theconsumption of the service potential embodied in those assets.

Depreciation methods, useful lives and residual values of classes of assets are reviewed annually.

Major depreciation periods for each class of asset are shown below Depreciation periods for infrastructureMajor depreciation periods for each class of asset are shown below. Depreciation periods for infrastructureassets have been estimated based on the best information available to Council, but appropriate recordscovering the entire life cycle of these assets are not available, and extreme care should be used ininterpreting financial information based on these estimates.

Plant, Furniture & Equipment> Office Equipment & Furniture 4 to 25 years> Vehicles and Road-making Equip 6 to 40 years> Other Plant & Equipment 5 to 40 years

Building & Other Structures> Buildings – masonry 50 to 150 years> Buildings – other construction 20 to 40 years> Park Structures – masonry 50 to 100 years> Park Structures – other construction 20 to 40 years> Playground equipment 5 to 15 years> Benches, seats, etc 10 to 20 years

Infrastructure> Sealed Roads – Surface 15 to 30 years> Sealed Roads – Structure 20 to 130 years> Unsealed Roads 10 to 30 years> Bridges – Concrete 80 to 150 years> Paving & Footpaths, Kerb & Gutter,Drains 50 to 100 years> Culverts 50 to 80 years> Flood Control Structures 80 to 100 years> Reticulation Pipes – PVC 70 to 80 years> Reticulation Pipes – other 25 to 75 years> Pumps & Telemetry 15 to 25 years

6.6 Impairment

Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually forimpairment. Assets that are subject to depreciation are reviewed for impairment whenever events orchanges in circumstances indicate that the carrying amount may not be recoverable. An impairment loss isrecognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which isthe higher of the present value of future cash outflows or value in use).

Page 8




For assets whose future economic benefits are not dependent on the ability to generate cash flows, andwhere the future economic benefits would be replaced if Council were deprived thereof, the value in use is thedepreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is madethat the current replacement cost exceeds the original cost of acquisition.

Where an asset that had been revalued is subsequently impaired, the impairment is first offset against suchamount as stands to the credit of that class in the Asset Revaluation Reserve, any excess being recognisedas an expense.

7 Payables

7.1 Goods & Services

Creditors are amounts due to external parties for the supply of goods and services and are recognised asliabilities when the goods and services are received. Creditors are normally paid 30 days after the month ofinvoice. No interest is payable on these amounts.

7.2 Payments Received in Advance & Deposits

Amounts received from external parties in advance of service delivery, and security deposits held againstpossible damage to Council assets, are recognised as liabilities until the service is delivered or damagereinstated, or the amount is refunded as the case may be.reinstated, or the amount is refunded as the case may be.

8 Borrowings

Loans are carried at their principal amounts which represent the present value of future cash flows associatedwith servicing the debt. Interest is accrued over the period to which it relates, and is recorded as part of“Payables”. Interest free loans are carried at their nominal amounts; interest revenues foregone by the lendereffectively being a reduction of interest expense in the period to which it relates.

9 Employee Benefits

9.1 Salaries, Wages & Compensated Absences

Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid orsettled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts)measured in accordance with AASB 119.

Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as thepresent value of the estimated future cash outflows (including payroll based oncosts) to be made in respect ofservices provided by employees up to the reporting date. Present values are calculated using governmentguaranteed securities rates with similar maturity terms.

Weighted average discount rate 2.19% (2016, 2.16%)Weighted average settlement period 1.31 years (2016, 1.31 years)

No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in eachreporting period is less than the entitlement accruing in that period, and this experience is expected to recur infuture reporting periods. Council does not make payment for untaken sick leave.

9.2 Superannuation

The Council makes employer superannuation contributions in respect of its employees to the LocalGovernment Superannuation Scheme. The Scheme has two types of membership, each of which is fundeddifferently. No changes in accounting policy have occurred during either the current or previous reportingperiods. Details of the accounting policies applied and Council’s involvement with the schemes are reportedin Note 18.

Page 9




10 Joint Ventures and Associated Entities

Council participates in cooperative arrangements with other Councils for the provision of services and facilities. Council’s interests in cooperative arrangements, which are only recognised if material, are accounted for in accordance with AASB 128 and set out in detail in Note 19.

11 Leases

Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117.

In respect of finance leases, where Council substantially carries all of the risks incident to ownership, theleased items are initially recognised as assets and liabilities equal in amount to the present value of theminimum lease payments. The assets are disclosed as assets under lease, and are amortised to expenseover the period during which the Council is expected to benefit from the use of the leased assets. Leasepayments are allocated between interest expense and reduction of the lease liability, according to the interestrate implicit in the lease.

In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident toownership of the leased items, lease payments are charged to expense over the lease term.

12 GST Implications

In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax”In accordance with UIG Abstract 1031 Accounting for the Goods & Services Tax> Receivables and Creditors include GST receivable and payable.> Except in relation to input taxed activities, revenues and operating expenditures exclude GST

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

13 New Accounting Standards and UIG Interpretations

In the current year, Council adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. The adoption of new and revised Standards and Interpretations has not resulted in any material changes to Council'' accounting policies.

Adelaide Plains Council has not applied any Australian Accounting Standards and Interpretations that have been issued but not yet effective.

This year Council has applied AASB 124 Related Party Disclosures for the first time. As a result, Council has disclosed more information about related parties and transactions with those related parties. This information is presented in Note 21.

Certain new accounting standards and UIG interpretations have been published that are not mandatory for the30 June 2017 reporting period and have not been used in preparing these reports.

AASB 9 Financial Instruments (Effective from 01 January 2018)AASB 15 Revenue from Contracts with customers (Effective from 01 January 2018)AASB 16 Leases (Effective from 01 January 2019)AASB 1058 Income for Not-for-Profit Entities (Effective from 01 January 2019)

Standards containing consequential amendments to other Standards and Interpretations arising from theabove :-

AASB 2010-7, AASB 2014-1, AASB 2014-5, AASB 2014-7,AASB 2015-8, AASB 2015-8, AASB 2016-1,AASB 2016-2, AASB 2016-3, AASB 2016-4, AASB-2016-5, AASB 2016-6, AASB 2016-7, AASB 2016-8,AASB 2017-1, AASB-2017-2

Page 10

for the year ended 30 June 2017

NotesRATES REVENUESGeneral Rates

Less: Discretionary rebates, remissions & write offs

Other Rates (including service charges)Natural Resource Management levyWaste collectionCommunity wastewater management systems

Other ChargesPenalties for late paymentLegal & other costs recovered

STATUTORY CHARGES

ADELAIDE PLAINS COUNCILNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 2 - INCOME

Less: Discretionary rebates, remissions & write offs

7,607,755

(32,911)7,574,844

2017

210,370966,365

$

162,599593,396

8,645,445

79,50824,925

104,433

(197)

(26,467)7,159,396

152,258514,305

(12)8,112,516

2016$

7,185,863

857,009

76,82419,29996,123

190,446

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

USER CHARGESCemetery/crematoria feesMuseum Admission FeesHall & equipment hireRubbish/Recycling Collection FeesSales - generalSundry

INVESTMENT INCOMEInterest on investments

Local Government Finance AuthorityBanks & other

136,90931,908

324,430

35,1263,419

152,244144

3,225

27,678112,317

5,52573

1,35832,80011,936

5,598 7,665

35,727115,413

7,117

32,410164,213

89

126,543

2,36929,20510,508

2,224325,479

32,4995,105

548

Page 11


NOTE 2 - INCOME (continued)

NotesREIMBURSEMENTS

- for private works - by joint undertakings - other

OTHER INCOMERebates receivedSundry

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

Untied - Financial Assistance GrantRoads to RecoveryNational Youth Week GrantLibrary & CommunicationsReimbursmenet for Mallala CWMS Rectification Works

Emergency Management -


2017

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

2016$ $

350,992

116,653

32,753256,54061,699

22,288136,943

871,592

636,718

273,135

138,941

39,258

1,961,155416,110

- 24,422

350,00020,000

65,124217,384

-

13,284

282,508

123,659

514,689 2,000

24,886

SundryFlood Assistance -

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

Sources of grantsCommonwealth governmentState governmentOther

PHYSICAL RESOURCES RECEIVED FREE OF CHARGERoads, Bridges & FootpathsStormwater Drainage

TOTAL PHYSICAL RESOURCES RECEIVED

600 7,100

1,452,0282,323,620

514,689 663,604

1,145,327

2,858,628

416,110 1,985,577

456,941

2,819,370

40,583

369,229

2,858,628 2,323,620

1,143,818

774,589

661,308

494,548166,760

Page 12



Note 3 - EXPENSES

2017 2016Notes $ $

EMPLOYEE COSTSSalaries and Wages 3,968,195 3,796,283 Employee leave expense 505,123 331,017 Superannuation - defined contribution plan contributions 18 269,372 278,236 Superannuation - defined benefit plan contributions 18 79,775 75,564 Workers' Compensation Insurance 203,330 196,520 Less: Capitalised and distributed costs (270,628) (351,579) Total Operating Employee Costs 4,755,167 4,326,041

Total Number of Employees 57 56 (Full time equivalent at end of reporting period)

MATERIALS, CONTRACTS & OTHER EXPENSESPrescribed ExpensesAuditor's Remuneration - Auditing the financial reports 15,000 14,000 Elected members' expenses 130,655 131,661 Election expenses 12,940 20,098 Operating Lease Rentals - cancellable leases 13,481 14,271 Subtotal Prescribed Expenses 172 076 180 030Subtotal - Prescribed Expenses 172,076 180,030

Other Materials, Contracts & ExpensesContractors 636,558 714,956 Energy 377,406 313,624 Repairs & Maintenance 475,987 272,811 Parts, accessories & consumables 651,987 498,264 Waste Collection & Disposal 381,311 421,048 Information Technology - Software & Licensing 305,787 303,953 Rubble 298,132 127,271 Contributions & Donations 18,922 76,759 Legal Expenses 183,961 182,766 Levies paid to government - NRM levy 162,513 152,576 - Other Levies 68,823 77,029 Professional services 253,139 287,220 Memberships & Subscriptions 91,149 86,287 Insurance 239,646 250,856 Grading 188,418 141,192 Sundry 1,224,876 939,546 Less: Capitalised and distributed costs (1,807,600) (1,299,621) Subtotal - Other Materials, Contracts & Expenses 3,751,015 3,546,537

3,923,091 3,726,567

Page 13



Note 3 - EXPENSES (cont)2017 2016

Notes $ $DEPRECIATION, AMORTISATION & IMPAIRMENTDepreciationLand Improvements 16,278 15,681 Buildings & Other Structures 683,201 575,670 Infrastructure - Roads, Kerbing & Footpaths 1,592,490 1,540,036 - Stormwater Drainage 118,236 89,414 - CWMS 92,470 89,511 Plant, Machinery & Equipment 365,723 377,996 Furniture & Equipment 38,206 42,216 ImpairmentRoads, Kerbing & Footpaths 220,449 419,401 Buildings & Other Structures - 14,655 Stormwater & Structures 13,508 -

3,140,561 3,164,580 Less: Capitalised and distributed costs (111,328) Less: Impairment expense offset to asset revaluation reserve 9 (233,957) (434,056)

2,906,604 2,619,196

FINANCE COSTSInterest on overdraft and short-term drawdown 94,509 140,755 I t t L 283 982 286 870Interest on Loans 283,982 286,870

378,491 427,625

Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS

2017 2016Notes $ $

INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENTAssets renewed or directly replacedProceeds from disposal 24,409 140,755 Less: Carrying amount of assets sold 6,909 193,158 NET GAIN (LOSS) ON DISPOSAL OR REVALUATION OF ASSETS 17,500 (52,403)

Page 14



Note 5 - CURRENT ASSETS2017 2016

CASH & EQUIVALENT ASSETS Notes $ $Cash on Hand and at Bank 28,274 105,872 Deposits at Call 84,884 566,689

113,158 672,561

TRADE & OTHER RECEIVABLESRates - General & Other 607,163 709,738 Accrued Revenues 992 2,592 Debtors - general 57,053 68,901 GST Recoupment 157,551 167,256 Prepayments 90,435 97,224

913,194 1,045,711

INVENTORIESStores & Materials 199,960 264,025

199,960 264,025

Note 6 - NON-CURRENT ASSETS2017 2016

FINANCIAL ASSETS Notes $ $ReceivablesEQUITY ACCOUNTED INVESTMENTS IN COUNCIL BUSINESSESGawler River Floodplain Management Authority 19 4,684,408 4,748,923

4,684,408 4,748,923

OTHER NON-CURRENT ASSETSCapital Works-in-Progress 131,601 2,837

131,601 2,837

Page 15



Note 7 - INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT

Land - Community 3 11,699,580 - - 11,699,580 11,699,580 - - 11,699,580 Land - Other 2 1,962,668 - - 1,962,668 1,962,668 - - 1,962,668 Land Improvements 3 547,166 155,723 (521,380) 181,509 547,166 155,723 (537,658) 165,231 Buildings & Other Structures 3 22,806,696 301,400 (11,346,802) 11,761,294 23,432,327 70,391 (12,185,817) 11,316,901 Infrastructure - Roads, Kerbing & Footpaths 3 69,690,165 1,479,808 (17,122,656) 54,047,317 80,164,810 2,514,857 (21,182,412) 61,497,255 - Stormwater Drainage 3 7,334,781 647,799 (2,814,745) 5,167,835 10,075,341 392,363 (3,366,449) 7,101,255 - CWMS 3 353,762 4,211,749 (205,707) 4,359,804 4,565,511 12,172 (298,004) 4,279,679 Plant, Machinery & Equipment - 5,894,997 (3,106,268) 2,788,729 - 5,991,698 (3,411,997) 2,579,701 Furniture & Equipment - 462,346 (278,124) 184,222 - 511,587 (316,330) 195,257 TOTAL INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT 114,394,818 13,153,822 (35,395,682) 92,152,958 132,447,403 9,648,791 (41,298,667) 100,797,527

Comparatives 103,246,134 15,726,302 (31,592,297) 87,380,139 114,394,818 13,153,822 (35,395,682) 92,152,958

This Note continues on the following pages.

2017$

Fair Value Level AT COST ACCUM

DEP'NCARRYING AMOUNTAT FAIR VALUE

2016$

AT COST ACCUM DEP'N

CARRYING AMOUNT

AT FAIR VALUE

Page 16



2016 2017$

New/Upgrade Renewals

Land - Community 11,699,580 - - - - - - 11,699,580 Land - Other 1,962,668 - - - - - - 1,962,668 Land Improvements 181,509 - - - (16,278) - - 165,231 Buildings & Other Structures 11,761,294 18,498 51,893 - (683,201) - 168,417 11,316,901 Infrastructure - - Roads, Kerbing & Footpaths 54,047,317 956,333 1,558,524 - (1,592,490) (220,449) 6,748,020 61,497,255 - Stormwater Drainage 5,167,835 373,213 19,150 - (118,236) (13,508) 1,672,801 7,101,255 - CWMS 4,359,804 12,172 - - (92,470) - 173 4,279,679 Plant, Machinery & Equipment 2,788,729 60,211 103,393 (6,909) (365,723) - . 2,579,701 Furniture & Equipment 184,222 49,241 - - (38,206) - - 195,257

TOTAL INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT 92,152,958 1,469,668 1,732,960 (6,909) (2,906,604) (233,957) 8,589,411 100,797,527

Comparatives 87,380,139 2,258,382 1,485,869 (193,158) (2,730,524) (434,056) 4,386,306 92,152,958


CARRYING AMOUNT MOVEMENTS DURING YEAR$

CARRYING AMOUNT

AdditionsDisposals Depreciation Impairment Net

Revaluation CARRYING

AMOUNT

Page 17



Valuation of Assets

General Valuation Principles

The determination of the cost to construct the asset (or its modern engineering equivalent) using currentprices for materials and labour, the quantities of each being estimated based on recent experience of this orsimilar Councils, or on industry construction guides where these are more appropriate.

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

At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 1.19 to retain a previouslyestablished deemed cost under GAAP as its deemed cost. With subsequent additions at cost, this remainsas the basis of recognition of non-material asset classes.

Fair value hierarchy level 3 valuations of buildings, infrastructure and other assets: There is noknown market for these assets and they are valued at depreciated current replacement cost. This methodinvolves:

Fair value hierarchy level 3 valuations of land: Valuations of Crown land, community land and landsubject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3valuation inputs, are based on prices for similar assets in an active market, but include adjustments forspecific advantages or disadvantages attaching to the particular asset that are not directly or indirectlyobservable in that market, or the number and / or amount of observable adjustments of which are so greatthat the valuation is more fairly described as being based on level 3 valuation inputs.

Fair value hierarchy level 2 valuations: Certain land, and the buildings and structures thereon, areshown above as being based on fair value hierarchy level 2 valuation inputs. They are based on prices forsimilar assets in an active market, with directly or indirectly observable adjustments for specific advantagesor disadvantages attaching to the particular asset.

Transition to AASB 13: The requirements of AASB 13 Fair Value Measurement have been applied to allvaluations undertaken since 1 July 2013 as shown by the valuation dates by individual asset classes below.

For buildings and other structures on and in the land, including infrastructure, “highest and best use” isdetermined in accordance with the land on and in which they are situated.

For land subject to these restrictions, the highest and best use is taken to be the "highest and best use"available to Council, with a rebuttable presumption that the current use is the "highest and best use". Thereason for the current use of a large proportion of Council’s assets being other than the “highest and bestuse” relates to Council’s principal role as the provider of services to the community, rather than the use ofthose assets for the generation of revenue.

Much of the land under Council’s care and control is Crown land or has been declared as community landunder the provisions of the Local Government Act 1999. Other types of restrictions also exist.

Highest and best use: For land which Council has an unfettered right to sell, the “highest and best use”recognises the possibility of the demolition or substantial modification of some or all of the existing buildingsand structures affixed to the land.

Accounting procedure: Upon revaluation, the current new replacement cost and accumulateddepreciation are re-stated such that the difference represents the fair value of the asset determined inaccordance with AASB 13 Fair Value Measuremen t: accumulated depreciation is taken to be the differencebetween current new replacement cost and fair value. In the case of land, fair value is taken to be thecurrent replacement cost.

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

The calculation of the depreciation that would have accumulated since original construction using currentestimates of residual value and useful life under the prime cost depreciation method adopted by Council.

Page 18



Land & Landscaping

Building & Other Structures

Road Infrastructure

Other Infrastructure

Equipment & Furniture and All other Assets

No capitalisation threshold is applied to the acquisition of land or interests in land.

Pursuant to Council’s election, freehold land and land over which Council has control, but does not havetitle, are initially recognised on the cost basis. A revaluation of land was done at fair value as at 01 July2015 by by Graham L Martin, BBus Property (Val) AAPI, CPV, of Maloney Field Services.

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

Stormwater drainage infrastructure were valued by Council officers with external assistance by Tonkin Engineering at wriiten down replacement cost as at 1 July 2016. All acquisitions made after the respective dates of valuation are recorded at cost.

Road Infrastructure assets, kerbing and footpaths were revalued by Council officers with external assistance by Tonkin Engineering at written down current replacement cost as at 1 July 2016, all acquisitions after that date are recorded at cost.

Buildings and other structures generally are recognised at fair value, based on current market values. However, special purpose buildings (such as public toilets) for which there is no market are valued at depreciated current replacement cost. Buildings which Council does not intend to replace at the end of their useful life are valued at the market value of the “highest and best” use. These assets were revalued as at 01 July 2015 by Graham L Martin, BBus Property (Val) AAPI, CPV, of Maloney Field Services. On 01 July 2016 buidings were revalued based on an index supplied by Maloney Field Service at the rate of 2.5%.

Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify forrecognition, land under roads has not been recognised in these reports. Land acquired for road purposesduring the year is initially recognised at cost, but transferred to fair value at reporting date, effectivelywriting off the expenditure.

Land improvements, represent landscaping and are recognised on the cost basis and depreciated over the estimated remaining life of the relevant asset.

Pursuant to Council's election, these assets are recognised on the cost basis.

Community wastewater management scheme at Middle Beach was valued Graham L Martin, BBusProperty (Val) AAPI, CVP, of Maloney Field Services at written down current replacement cost as at 01 July2015. All acquisitions made after the respective dates of valuation are recorded at cost.

Bridges were revalued as at 01 July 2015 by Graham L Martin, BBus Property (Val) AAPI, CVP, of MaloneyField Services.

Page 19



Note 8 - LIABILITIES2017 2016

$ $TRADE & OTHER PAYABLES Notes Current Non-current Current Non-currentGoods & Services 574,971 - 567,210 - Payments received in advance - - 39,258 - Accrued expenses - employee entitlements 252,188 - 175,229 - Accrued expenses - other 58,024 - 102,145 - Other 293,479 - 266,942 -

1,178,662 - 1,150,784 -

BORROWINGSLoans 2,208,747 4,123,752 3,467,796 4,738,645

2,208,747 4,123,752 3,467,796 4,738,645

PROVISIONSEmployee entitlements (including oncosts) 827,771 194,612 993,785 64,918 Future reinstatement / restoration, etc - - 90,038 -

827,771 194,612 1,083,823 64,918

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

Movements in Provisions - 2017 year only(current & non-current)

Future Reinstate-

ment

Opening Balance 90,038

(Less) Payments (90,038)

Closing Balance

0

Page 20



Note 9 - RESERVES

ASSET REVALUATION RESERVE 1/7/2016 Net Increments (Decrements)

Transfers, Impairments 30/6/2017

Notes $ $ $ $Land - Community 9,542,829 - 9,542,829Land - Other 2,645,625 - 2,645,625Land Improvements 6,899,067 - - 6,899,067Buildings & Other Structures 1,272,564 168,417 1,440,981Infrastructure - Roads, Kerbing & Footpaths 37,409,037 8,420,994 (233,957 ) 45,596,074Joint Ventures - Other Comprehensive Income 718,561 - 718,561

TOTAL 58,487,683 8,589,411 (233,957 ) 66,843,137Comparatives 54,558,076 4,363,663 (434,056 ) 58,487,683

OTHER RESERVES 1/7/2016 Transfers to Reserve

Transfers from Reserve 30/6/2017

CWMS Reserve - Middle Beach 48,917 - - 48,917Footpath Construction Reserve 46,033 - - 46,033TOTAL OTHER RESERVES 94,950 94,950

Comparatives 94,950 - - 94,950

PURPOSES OF RESERVES

Footpath Construction Reserve is funds received from developers and held for future footpath construction.

Other ReservesThe CWMS Reserve is rate revenue received in excess of annual expenditure held for future maintenance of thescheme

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

Page 21



2017 2016CASH & FINANCIAL ASSETS Notes $ $Developer Contributions 221,656 174,156CWMS - Middle Beach Scheme 48,917 48,917TOTAL ASSETS SUBJECT TO EXTERNALLY IMPOSED RESTRICTIONS

270,573 223,073

Note 10 - ASSETS SUBJECT TO RESTRICTIONSThe uses of the following assets are restricted, wholly or partially, by legislation or otherexternally imposed requirements. The assets are required to be utilised for the purposes forwhich control was transferred to Council, or for which the revenues were originally obtained.

Developer Contributions are restricted to either open space landscaping or footpaths in the applicable developments.

CWMS Scheme are restricted to maintenance of CWMS facilities.

Page 22



Note 11 - RECONCILIATION TO CASH FLOW STATEMENT

(a) Reconciliation of Cash

2017 2016Notes $ $

Total cash & equivalent assets 5 113,158 672,561 Less: Short-term borrowings 8 - - Balances per Cash Flow Statement 113,158 672,561

(b) Reconciliation of Change in Net Assets to Cash from Operating ActivitiesNet Surplus (Deficit) 1,569,801 746,748 Non-cash items in Income Statement Depreciation, amortisation & impairment 2,906,604 2,619,196 Equity movements in equity accounted investments (increase) decrease 64,515 66,872

Net increase (decrease) in unpaid employee benefits 40,639 (100,701) Non-cash asset acquisitions (1,143,818) (661,308)

G t f it l i iti t t d I ti A ti it (39 258) (871 592)

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

Grants for capital acquisitions treated as Investing Activity (39,258) (871,592) Net (Gain) Loss on Disposals (17,500) 52,403

3,380,983 1,851,618 Add (Less): Changes in Net Current Assets Net (increase) decrease in receivables 132,516 300,273 Net (increase) decrease in inventories 64,065 5,486 Net increase (decrease) in trade & other payables (49,081) (156,744) Net increase (decrease) in other provisions (90,038) (9,962) Net Cash provided by (or used in) operations 3,438,445 1,990,671

(c) Non-Cash Financing and Investing Activities

Acquisition of assets by means of: - Physical resources received free of charge 3 1,143,818 661,308

Amounts recognised in Income Statement 1,143,818 661,308 - Estimated future reinstatement etc. costs (9,962) (9,962)

1,133,856 651,346

(d) Financing Arrangements

Unrestricted access was available at balance date to the following lines of credit:Corporate Credit Cards 12,000 12,000 LGFA Cash Advance Debenture facility 6,500,000 6,500,000

Page 23



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

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL2017 2016 2017 2016 2017 2016 2017 2016 2017 2016

$ $ $ $ $ $ $ $ $ $Business Undertakings 630,427 533,155 627,365 355,480 3,062 177,675 350,000 - 1,030,258 953,569 Community Services 87,333 39,069 276,821 465,982 (189,488) (426,913) 34,350 2,000 11,171,499 10,339,927 Culture 36,873 32,995 262,121 202,010 (225,248) (169,015) 24,422 25,486 1,577,956 1,460,498 Economic Development - - 1,273 - (1,273) - - - - Environment 82,317 47,287 1,263,501 1,176,739 (1,181,184) (1,129,452) - - 13,772,719 12,747,520 Recreation 104,662 86,479 348,824 189,120 (244,162) (102,641) - - 9,464,694 8,760,171 Regulatory Services 278,188 303,913 907,870 906,183 (629,682) (602,270) - - 233,181 215,824

TOTAL ASSETS HELD (CURRENT &

NON-CURRENT)

Note 12 - FUNCTIONS

INCOME EXPENSES OPERATING SURPLUS (DEFICIT) GRANTS INCLUDED IN

INCOME

Regulatory Services 278,188 303,913 907,870 906,183 (629,682) (602,270) 233,181 215,824 Transport 800,775 593,222 2,971,568 2,253,050 (2,170,793) (1,659,828) 416,110 514,689 59,002,957 54,610,957 Plant Hire & Depot/Indirect 15,488 8,625 122,623 168,324 (107,135) (159,699) - - 5,816,008 5,383,082 Council Administration 10,361,030 8,787,806 5,182,658 5,381,275 5,178,372 3,406,531 1,961,155 636,718 4,770,574 4,415,467 TOTALS 12,397,093 10,432,551 11,963,351 11,099,436 433,742 (666,885) 2,786,037 1,178,893 106,839,846 98,887,015

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

Page 24Page 24



Note 12 (cont) - COMPONENTS of FUNCTIONSThe activities relating to Council functions are as follows:

Business UndertakingsCamping facilities, Gravel Pits/Quarries, Private Works, and Sewerage/CWMS,

Public Order & SafetyCrime Prevention, Emergency Services, Other Fire Protection

Health ServicesPest Control – Health, Immunisation

Community SuportChild and youth Services, Community Assistance, Community Transport, Family and Neighbourhood Support,

Community AmenitiesCemeteries/Crematoria, public Conveniences, Car Parking – non-fee-paying and Other Community Amenities.

Library ServicesProvision of three static facilities

Cultural ServicesCultural Services, Cultural Venues, Heritage and Museums , and Other Cultural Services.

Economic DevelopmentEmployment Creation Programs, Regional Development, Support to Local Businesses, Tourism, and Other EconomicDevelopment.

Environment - Waste ManagementDomestic Waste Green Waste E Waste Recycling Transfer Stations Waste Disposal Facility Other Waste ManagementDomestic Waste, Green Waste, E-Waste, Recycling, Transfer Stations, Waste Disposal Facility, Other Waste Management

Other EnvironmentCoastal Protection, Stormwater and Drainage, Street Cleaning, Street Lighting, Streetscaping, Natural Resource ManagementLevy, and Other Environment.

RecreationParks and Gardens, Sports Facilities – Indoor, Sports Facilities – Outdoor,

Regulatory ServicesDog and Cat Control, Building Control, Town Planning, Litter Control, Health Inspection, Parking Control, and Other RegulatoryServices.

TransportFootpaths and Kerbing, Roads – sealed, Roads – formed, Roads – natural formed, Roads – unformed, Traffic Management, LGGC– roads (formula funded), and Other Transport.

Plant Hire & Depot /IndirectPlant and equipment, indirect expenditure and depot operations

GovernanceCouncil Administration n.e.c., Elected Members, Organisational.

Support ServicesAccounting/Finance, Payroll, Human Resources, Information Technology, Communication, Rates Administration, Records,

Page 25



Accounting Policies - Recognised Financial Instruments

Receivables - Rates & AssociatedCharges (including legals & penaltiesfor late payment)Note: These receivables do not meetthe definition of "financial instruments"and have been excluded from thefollowing disclosures.

Receivables - Fees & other charges

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

Receivables - other levels ofgovernment

Terms & conditions: Secured over the subject land, arrears attract interest of 6.0% perannum (2016: 6.0%) Although Council is not materially exposed to any individual debtor,credit risk exposure is concentrated within the Council's boundaries in the State.

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

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

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

Carrying amount: approximates fair value (after deduction of any allowance).Accounting Policy: Carried at nominal value.T & diti A t d h b l l t d i d ith th t d

Note 13 - FINANCIAL INSTRUMENTS

Terms & conditions: Short term deposits have an average maturity of 30 days and anaverage interest rates of 1.5% (2016: 30 days, 2.0%).

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

Bank, Deposits at Call, Short TermDeposits

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

All financial instruments are categorised as loans and receivables.

Accounting Policy: accounted for in accordance with AASB 117.Liabilities - Finance Leases

Liabilities - Interest BearingBorrowings

Carrying amount: approximates fair value.Terms & conditions: Liabilities are normally settled on 30 day terms.

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

Liabilities - Creditors and Accruals

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

Terms & conditions: secured over future revenues, borrowings are repayable on bothcredit foncier and cash advance; interest is charged at fixed rates between 4.5% and 8.1%for credit foncier (2016: 4.5% and 8.1%) and the cash advance at variable of 3.75% (2016:4% as at 30 June 2016).

Carrying amount: approximates fair value.

government

Carrying amount: approximates fair value.

Terms & conditions: Amounts due have been calculated in accordance with the terms andconditions of the respective programs following advice of approvals, and do not bearinterest. All amounts are due by Departments and Agencies of State and FederalGovernments.

Page 26

Note 13 (cont) - FINANCIAL INSTRUMENTSLiquidity Analysis

Due < 1 year Due > 1 year; < 5 years Due > 5 years

Total Contractual Cash Flows

Carrying Values

Financial Assets $ $ $ $ $Cash & Equivalents 113,158 113,158 113,158 Receivables 58,045 58,045 58,045

Total 171,203 - - 171,203 171,203 Financial Liabilities

Payables 868,450 868,450 868,450 Current Borrowings 2,462,314 2,462,314 2,208,747 Non-Current Borrowings 2,955,597 2,787,173 5,742,770 4,123,752

Total 3,330,764 2,955,597 2,787,173 9,073,534 7,200,949

Due < 1 year Due > 1 year; < 5 years Due > 5 years


Carrying Values

Financial Assets $ $ $ $ $Cash & Equivalents 672,561 672,561 672,561 Receivables 71,493 71,493 71,493


Payables 873,410 873,410 873,410 Current Borrowings 3,758,461 3,758,461 3,467,796 Non-Current Borrowings 3,214,063 3,397,167 6,611,230 4,738,645

Total 4,631,871 3,214,063 3,397,167 11,243,101 9,079,851

Th f ll i i li bl C il' b i b l d

2016

2017



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

Weighted Average Interest

Rate Carrying Value

Weighted Average Interest

Rate Carrying Value

% $ % $Other Variable Rates 3.75 1,593,854 4.13 2,890,000 Fixed Interest Rates 6.55 4,738,645 6.50 5,316,441

6,332,499 8,206,441

Net Fair Value

30 June 2017 30 June 2016

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

Risk Exposures

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

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

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

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

Page 27



2017 2016Notes $ $

Capital Commitments

CWMS 70,006 Roads & Footpaths 29,510 Plant & Equipment 32,940 84,000

132,456 84,000 These expenditures are payable:Not later than one year 132,456 84,000

132,456 84,000

Other Expenditure CommitmentsOther non-capital expenditure commitments:Employment Contracts 3,330,525 - IT Contracts 3,142 - Other Contracts 172,960 -

3,506,627 -

Note 14 - COMMITMENTS FOR EXPENDITURE

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

These expenditures are payable:Not later than one year 1,127,554 - Later than one year and not later than 5 years 2,379,073 -

3,506,627 -

Page 28



Note 15 - FINANCIAL INDICATORS

2017 2016 2015

Operating Surplus RatioOperating Surplus 3.0% (7.0%) 2.0%Total Operating Revenue

Adjusted Operating Surplus Ratio (2%) (1%) (5%)

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

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

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

In recent years the Federal Government has made advance payments prior to 30th June from future yearallocations of financial assistance grants, as explained in Note 1. The Adjusted Operating Surplus Ratioadjusts for the resulting distortion in the disclosed operating result for each year.

Net Financial Liabilities RatioNet Financial Liabilities 61% 84% 92%Total Operating Revenue

Asset Sustainability RatioNet Asset Renewals 44% 378% 209%Infrastructure & Asset Management Plan required expenditure

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

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

Page 29



Income 12,397,093 10,432,552less Expenses 12,027,868 11,166,301Operating Surplus / (Deficit) 369,225 (733,749)

less Net Outlays on Existing AssetsCapital Expenditure on renewal and replacement of Existing Assets 1,003,865 1,470,319

Depreciation, Amortisation and Impairment (2,906,604) (2,619,196)Proceeds from Sale of Replaced Assets (24,409) (140,755)

(1 927 148) (1 289 632)

Note 16 - UNIFORM PRESENTATION OF FINANCES

2017$

2016$

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

All Councils in South Australia have agreed to summarise annual budgets and long-term financial plans on thesame basis.

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

(1,927,148) (1,289,632)

less Net Outlays on New and Upgraded Assets

Capital Expenditure on New and Upgraded Assets 1,183,709 701,409

Amounts received specifically for New and Upgraded Assets (39,258) (871,592)

1,144,451 (170,183)

Net Lending / (Borrowing) for Financial Year 1,151,922 726,066

Page 30



Lease payment commitments of Council

2017 2016$ $

Not later than one year 12,308 9,357 Later than one year and not later than 5 years 7,371 10,448

19,679 19,805

Note 17 - OPERATING LEASES

Council has entered into non-cancellable operating leases for 3 photocopiers.

No lease imposes any additional restrictions on Council in relation to additional debt or furtherleasing.

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

No lease contains any escalation clause.

Commitments under non-cancellable operating leases that have not been recognised in the financialstatements are as follows:

Page 31



Note 18 - SUPERANNUATION

The Council makes employer superannuation contributions in respect of its employees to Statewide Super(formerly Local Government Superannuation Scheme). There are two types of membership, each of which isfunded differently. Permanent and contract employees of the South Australian Local Government sector withSalarylink benefits prior to 24 November 2009 have the option to contribute to Marketlink and/or Salarylink. Allother employees (including casuals) have all contributions allocated to Marketlink.

Marketlink (Accumulation Fund) MembersMarketlink receives both employer and employee contributions on a progressive basis. Employer contributionsare based on a fixed percentage of employee earnings in accordance with superannuation guaranteelegislation (9.50% in 2016/17; 9.50% in 2015/16). No further liability accrues to the Council as thesuperannuation benefits accruing to employees are represented by their share of the net assets of the Fund.

Salarylink (Defined Benefit) MembersSalarylink is a defined benefit scheme where the benefit payable is based on a formula determined by themember's contribution rate, number of years of contribution and final average salary. Council makes employercontributions to Salarylink as determined by the Scheme's Trustee based on advise from the appointedActuary. The rate is currently 6.3% (6.3% in 2015/16) of "superannuation" salary.

In addition, Council makes a separate contribution of 3% of ordinary time earnings for Salarylink members totheir Accumulation account. Employees also make member contributions to the Salarylink section of the Fund.As such, assets accumulate in the Salarylink section of the Fund to meet the member's benefits as defined inthe Trust Deed as they accrue.

The Salarylink Plan is a multi-employer sponsored plan. As the Salarylink section's assets and liabilities arepooled and are not allocated by each employer, and employees may tranfer to another employer within thelocal government sector and retain membership of the Fund the Actuary is unable to allocate benefit liabilitieslocal government sector and retain membership of the Fund, the Actuary is unable to allocate benefit liabilities,assets and costs between employers. As provided by AASB 119.32(b), Council does not use defined benefitaccounting for these contributions.

As required by law, an actuarial valuation is conducted for the Local Super Scheme every three years inrelation to Salarylink Scheme . The most recent review was conducted for the for the period 1 July 2011 to 30June 2014. As a result of the review the actuary determined that the assets of the Scheme are adequate tomeet the value of the liabilities of the Scheme in respect of Accrued Benefits, and would remain adequatethroughout next three years to 30 June 2017. Therefore, the employer contribution rate (currently 6.3% ofmembers’ salaries) will remain unchanged until the next review at 30 June 2017. The results of the 30 JUne2017 actuarial review is not unknown untill late 2017.

Contributions to Other Superannuation SchemesCouncil also makes contributions to other superannuation schemes selected by employees under the “choiceof fund” legislation. All such schemes are of the accumulation type, where the superannuation benefitsaccruing to the employee are represented by their share of the net assets of the scheme, and no furtherliability attaches to the Council.

Page 32



Joint Operations

Central Local Government Region of South Australia

Note 19 - INTERESTS IN OTHER ENTITIES

Section 43 of the Local Government Act 1999, provides that Councils may establish a regional subsidiary tocarry out joint projects, functions or activities of the Councils

The Adelaide Plains Council is a member of the Central Local Government Region of South Australia,referred to in this report as the "Regional Subsidiary".1. Undertake co-ordinating, advocacy and representational roles on behalf of its Constituent Councils at aregional level;2. Facilitate and co-ordinate activities of local government at a regional level related to community andeconomic development with the object of achieving improvement for the benefit of the communities of itsConstituent Councils;

3. Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen therepresentation and status of local government when dealing with other governments, private enterprise andthe community;

4. Develop further co-operation between its Constituent Councils for the benefit of the communities of theregion;5. Develop and manage policies which guide the conduct of programs and projects in the region with theobjective of securing the best outcomes for the communities of the region;6. Undertake projects and activities that benefit the region and its communities;7. Associate, collaborate and work in conjunction with other regional local government bodies for theadvancement of matters of common interest.

Equity accounted Council Businesses

Gawler River Floodplain Management Authority (GRFMA) The GRFMA has been established for the following purposes:

This note is continued on the next page.

2. To raise finance for the purpose of developing, managing and operating and maintaining flood mitigationworks within the Floodplain;3. To provide a forum for the discussion and consideration of topics relating to the Constituent Council'sobligations and responsibilites in relation to management of flood mitigation within the Floodplain;4. To enter into agreements with Constituent Councils for the purpose of managing and developing theFloodplain.

During the 2016-17 year Council Subsidary contribution was $10,636 ($10,276 in 2015-16).

1. To coordinate the construction, operation and maintenance of flood mitigation infrastructure in the GawlerRiver area (the Floodplain);

All equity accounted Council businesses are required to prepare Annual Financial Statements that comply with the SA Local Government Model Financial Statements.

Page 33

Note 19 (cont) - INTERESTS IN OTHER ENTITIES

2017 2016Gawler River Floodplains Management Authority $ $Council's respective interests are: - interest in the operating result 27.65% 27.65% - ownership share of equity 27.65% 27.65% - the proportion of voting power 16.67% 16.67%

Movements in Investment in Joint Operation $ $ Opening Balance 4,748,923 4,838,438 Share in Operating Result (64,515) (66,872) Adjustment to Equity Share - (22,643) Share in Equity of Joint Operation 4,684,408 4,748,923

Summarised financial information of the equity accounted businessStatement of Financial Position

Cash and cash equivalents 163,158 197,544Other current assets 52,289 3,646Non-current assets 16,742,726 16,973,939Total assets 16,958,173 17,175,129

Current trade and other payables 16,375 -Total liabilities 16,375 -Net Assets 16,941,798 17,175,129



Statement of Comprehensive IncomeOther income - 29Contributions from constituent Councils 76,544 74,676State Government Grants 136,438 -Interest income 3,359 3,925Total Income 216,341 78,630

Materials, contracts & other expenses 218,458 89,271Depreciation, amortisation & impairment 231,213 231,213Total expenses 449,671 320,484Total Comprehensive Income (233,330) (241,854)

Page 34



Note 20 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED

1

2

3

4

IN THE STATEMENT OF FINANCIAL POSITIONThe following assets and liabilities do not qualify for recognition in the Balance Sheet but knowledge of thoseitems is considered relevant to user of the financial report in making and evaluating decisions about the allocationof scarce resources.

BANK GUARANTEESCouncil has guaranteed an amount of $35,143 for a lease on a rubble pit (2016: $36,000) at reporting date.

Council does not expect to incur any loss arising from these guarantees.

LEGAL EXPENSESCouncil is the planning consent authority for its area under the Development Act 1993 (as amended). Pursuantto that Act, certain persons aggrieved by a planning decision of the Council may appeal. It is normal practice thatparties bear their own legal costs. At the date of these reports, Council is unaware of any appeals againstplanning decisions made prior to reporting date.

LAND UNDER ROADSAs reported elsewhere in these Statements, Council is of the opinion that it is not possible to attribute a valuesufficiently reliably for these assets to qualify for recognition, and accordingly land under roads has not beenrecognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, buttransferred to fair value at reporting date, effectively writing off the expenditure.

At reporting date, Council controlled 960 km of road reserves of average width 9 metres.

POTENTIAL INSURANCES LOSSES4 POTENTIAL INSURANCES LOSSESCouncil is a multi-purpose organisation providing a large range of building, parks infrastructure, playgrounds andother facilities accessible to the public. At any time, it is likely that claims will have been made against Councilthat remain unsettled.

Council has insured against all known insurable risks using a range of insurance policies, each of which issubject to a deductible "insurance excess", the amount of which varies according to the class of insurance.

Council has recognised the potential losses arising from claims known at reporting date based on averagehistorical net cost (including insurance excess) of similar types of claims. Other potential claims not reported toCouncil may have existed at reporting date.

Page 35


Note 21 - RELATED PARTY DISCLOSURES

Type of compensation 2017 ($)Salaries, allowances & other short term benefits 881,608 Total 881,608

Other Related Parties

IN THE STATEMENT OF FINANCIAL POSITION


The Key Management Personnel of the Council include the Mayor, Councillors, CEO and certain prescribed officers under section 112 of the Local Government Act 1999. In all, 17 persons were paid the following total compensation:

Amount payable as direct reimbursement of expenses incurred on behalf of the Adelaide Plains Council have not been included above.

Adelaide Plains Council is a member of Gawler River Floodplains Management Authority(GRFMA). The Council is represented by two Elected Members as Board Member andDeputy Board member of the GRFMA . In addition, CEO is the proxy board member of theGRFMA.

During the 2016-17 year Council's Regional Subsidiary contribution was $14,995.

Council contains some key management personnel that have relationships with parties thatthe Council may transact with on a regular basis. Relationships includes, Two Wells RSL,Southern Compass Food Festival, Mallala & District Mens Shed, Two Wells CommunityCentre and Two Wells Lions Club.

The nature of these organisation's activities with Council typically include lease of propertyfrom the Council: they may also be the recipient of grants from the Council.

Key management personnel and their close family members may either have an employmentrelationship or committee role with these organisations and/or access their services. Allmatters when addressed by the key management personnel are covered by Council'' conflictof interest policies & procedures.

Page 36

Bentleys SA Audit Partnership

Level 2 139 Frome Street Adelaide SA 5000

GPO Box 939 Adelaide SA 5001

ABN 43 877 091 903

T +61 8 8372 7900 F +61 8 8372 7999

[email protected] bentleys.com.au

A member of Bentleys, a network of independent accounting firms located throughout Australia, New Zealand and China that t rade as Bentleys. All members of the Bentleys Network are affiliated only and are separate legal entities and not in Partnership. Liability limited by a scheme approved under Professional Standards Legislation. A member of Kreston International. A global network of independent accounting firms.

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ADELAIDE PLAINS COUNCIL

Qualified Opinion

We have audited the accompanying financial report of the Adelaide Plains Council, which comprises the statement of financial position as at 30 June 2017, the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies and the Certification of the Financial Statements.

In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial report gives a true and fair view of the financial position of the Adelaide Plains Council as of 30 June 2017, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards and the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011.

Basis for Qualified Opinion

We were unable to verify, due to insufficient audit evidence, the closing balances of Roads, Kerbing & Footpaths and Stormwater Drainage classes of assets. It is not practicable to quantify the financial effects as we were not provided with appropriate audit evidence to reconcile these classes of assets.

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the entity in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Responsibilities of Management and Those Charged with Governance for the Financial Report

Management is responsible for the preparation of the financial report, which gives a true and fair view in accordance with Australian Accounting Standards and the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011, and for such internal control as the committee and management determines is necessary to enable the preparation of a financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intends to liquidate the entity or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the entity’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/Home.aspx. This description forms part of our auditor’s report.

BENTLEYS SA AUDIT PARTNERSHIP DAVID PAPA PARTNER Dated at Adelaide this 22nd day of November 2017

http://www.auasb.gov.au/Home.aspx




ABN 43 877 091 903

T +61 8 8372 7900 F +61 8 8372 7999


A member of Bentleys, a network of independent accounting firms located throughout Australia, New Zealand and China that trade as Bentleys. All members of the Bentleys Network are affiliated only and are separate legal entities and not in Partnership. Liability limited by a scheme approved under Professional Standards Legislation. A member of Kreston International. A global network of independent accounting firms.

INDEPENDENT ASSURANCE REPORT ON INTERNAL CONTROLS OF THE ADELAIDE PLAINS COUNCIL We have audited the compliance of the Adelaide Plains Council (the Council) with the requirements of Section 125 of the Local Government Act 1999 in relation to the Internal Controls established by the Council to ensure that financial transactions relating to the receipt, expenditure and investment of money, acquisition and disposal of property and incurring of liabilities for the period 1 July 2016 to 30 June 2017 are in accordance with legislative provisions. The Council’s Responsibility for the Internal Controls The Council is responsible for implementing and maintaining an adequate system of internal controls, in accordance with Section 125 of the Local Government Act 1999 in relation to Internal Controls, to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of property, and incurring of liabilities are in accordance with legislative provisions. Our Responsibility Our responsibility is to express an opinion on the Council’s compliance with Section 125 of the Local Government Act 1999 in relation only to the Internal Controls established by the Council to ensure that financial transactions relating to the receipt, expenditure and investment of money, acquisition and disposal of property and incurring of liabilities, based on our procedures. Our engagement has been conducted in accordance with applicable Australian Standards on Assurance Engagements ASAE 3100 Compliance Engagements, issued by the Australian Auditing and Assurance Standards Board, in order to state whether, in all material respects, the Council has complied with Section 125 of the Local Government Act 1999 in relation only to the Internal Controls specified above for the period 1 July 2016 to 30 June 2017. ASAE 3100 also requires us to comply with the relevant ethical requirements of the Australian professional accounting bodies. Our procedures included obtaining an understanding of internal controls in relation to the receipt, expenditure and investment of money, the acquisition and disposal of property and the incurring of liabilities, evaluating management’s assessment of these internal controls, assessing the risk that a material weakness exists, and testing and evaluating the design and implementation of controls on a sample basis on the assessed risks. Limitation on Use This report has been prepared for the members of the Council in accordance with Section 129 of the Local

Government Act 1999 in relation to Internal Controls specified above. We disclaim any assumption of responsibility for any reliance on this report to any persons or users other than the members of the Council, or for any purpose other than that for which it was prepared.

Limitations of Controls Because of the inherent limitations of any internal control structure it is possible that, even if the controls are suitably designed and operating effectively, the control objectives may not be achieved so that fraud, error, or non-compliance with laws and regulations may occur and not be detected. An assurance engagement on internal controls is not designed to detect all instances of controls operating ineffectively as it is not performed continuously throughout the period and the tests performed are on a sample basis. Any projection of the outcome of the evaluation of controls to future periods is subject to the risk that the controls may become inadequate because of changes in conditions, or that the degree of compliance with them may deteriorate. Independence In conducting our engagement, we have complied with the independence requirements of the Australian professional accounting bodies. Qualified Opinion In our opinion, except for the possible effect on the internal controls of the matters referred to in the Basis for Qualified Opinion paragraph, the Adelaide Plains Council has complied, in all material respects, with Section 125 of the Local Government Act 1999 in relation to Internal Controls, established by the Council in relation to the receipt, expenditure and investment of money, acquisition and disposal of property and incurring of liabilities so as to provide reasonable assurance that the financial transactions of the Council have been conducted properly and in accordance with legislative provisions for the period 1 July 2016 to 30 June 2017. Basis for Qualified Opinion From October 2016 to March 2017 there was no evidence of reconciliations being prepared for Sundry Debtors and Trade Creditors. The bank reconciliation was not prepared for the month of December 2016. Due to staff changes, no reconciliations were reviewed between December 2016 and March 2017. Council is unable to produce a useable General Ledger Access Report directly from the general ledger software, and as such have not been able to review user access levels within their general ledger software. The Roads, Kerbing & Footpaths and Stormwater Drainage classes of assets were not appropriately reconciled throughout and at the end of the year. BENTLEYS SA AUDIT PARTNERSHIP DAVID PAPA PARTNER Dated at Adelaide this 22nd day of November 2017


ANNUAL FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 June 2017

CERTIFICATION OF AUDITOR INDEPENDENCE

To the best of our knowledge and belief, we confirm that, for the purpose of the auditof the Adelaide Plains Council for the year ended 30 June 2017, the Council'sAuditor, Bentleys SA Audit Partnership, has maintained its independence inaccordance with the requirements of the Local Government Act I999 and the LocalGovernment (Financial Management) Regulatibns 207 f made under that Act.

This statement is prepared in accordance with the requirements of Regulation 22(3)Local Government inaricialManagement) Regulations 207 f.

Date: 06 November 2017

9i/




ABN 43 877 091 903

T +61 8 8372 7900 F +61 8 8372 7999


A member of Bentleys, a network of independent accounting firms located throughout Australia, New Zealand and China that trade as Bentleys. All members of the Bentleys Network are affiliated only and are separate legal entities and not in Partnership. Liability limited by a scheme approved under Professional Standards Legislation. A member of Kreston International. A global network of independent accounting firms.

Certification of Auditor Independence

I confirm that, for the audit of the financial statements of Adelaide Plains Council for the year ended 30 June 2017, I have maintained my independence in accordance with the requirements of APES 110 – Code of Ethics for Professional Accountants, Section 290, published by the Accounting Professional and Ethical Standards Board, in accordance with the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011 made under that Act.

This statement is prepared in accordance with the requirements of Regulation 22 (5) Local Government (Financial Management) Regulations 2011.

David Papa Partner Bentleys SA Audit Partnership

Dated at Adelaide this 20th day of November 2017

129| Adelaide Plains Council Annual Report | 2016‐2017

Appendix 2

Legatus Group (Central Local

Government Region)

2016/2017 Annual Report

1

2016/2017 ANNUAL REPORT

This report was adopted at the Annual General Meeting of the Legatus Group held on 8 September 2017.

The Legatus Group Charter clause 6.3 Annual Report

6.3.1 The Legatus Group must each year, produce an Annual Report summarising the activities,

achievements and financial performance of the Legatus Group for the preceding Financial Year.

6.3.2 The Annual Report must incorporate the audited financial statements of the Legatus Group for

the relevant Financial Year.

6.3.3 The Annual Report must be provided to the Constituent Councils by 30 September each year.

The Legatus Group is a regional subsidiary of:

• Adelaide Plains Council

• Clare & Gilbert Valleys Council

• Copper Coast Council

• District Council of Barunga West

• District Council of Mount Remarkable

• District Council of Orroroo/Carrieton

• District Council of Peterborough

• Light Regional Council

• Northern Areas Council

• Port Pirie Regional Council

• Regional Council of Goyder

• The Barossa Council

• The Flinders Ranges Council

• Wakefield Regional Council

• Yorke Peninsula Council

2

The Central Local Government Region was established in 1998 under Section 200 of the Local Government

Act 1934 as a controlling authority. It now continues in existence and as a regional subsidiary of its member

Councils under Part 2 of Schedule 2 of the Local Government Act 1999 by the provisions of Section 25 of the

Local Government (Implementation) Act 1999. In 2016 the Central Local Government Region of South

Australia adopted the name of Legatus Group to which it is now referred.

The Legatus Group is established to:

• undertake co-ordinating, advocacy and representational roles on behalf of its Constituent Councils at a

regional level

• facilitate and co-ordinate activities of local government at a regional level related to community and

economic development with the object of achieving improvement for the benefit of the communities of

its Constituent Councils

• develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the

representation and status of local government when dealing with other governments, private enterprise

and the community

• develop further co-operation between its Constituent Councils for the benefit of the communities of the

region

• develop and manage policies which guide the conduct of programs and projects in the region with the

objective of securing the best outcomes for the communities of the region

• undertake projects and activities that benefit the region and its communities

• associate, collaborate and work in conjunction with other regional local government bodies for the

advancement of matters of common interest.

The Legatus Group is a body corporate and is governed by a Board of Management which has the

responsibility to manage all activities of the group and ensure that they act in accordance with its Charter.

The Region’s area spans the Barossa Valley through the Clare Valley, Yorke Peninsula, Adelaide Plains, Mid

and Upper North districts through to the Flinders Ranges, covering 27 per cent of the incorporated area of

the State and comprising some 27 per cent of the State’s population outside of Adelaide.

Contact Details: Address: 155 Main North Road CLARE SA 5453 PO Box 419 CLARE SA 5453 Telephone: 08

88422222 Email: [email protected] Website: www.legatus.sa.gov.au

mailto:[email protected]

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

3

Legatus Group Board of Management: The Board shall consist of all the principal members of the

Constituent Councils which for 2016/2017 were:

Council Delegate

Adelaide Plains Council Mayor Tony Flaherty

Clare & Gilbert Valleys Council Mayor Allan Aughey OAM

Copper Coast Council Mayor Paul Thomas AM

District Council of Barunga West Mayor Cynthia Axford

District Council of Mount Remarkable Mayor Sandra Wauchope replaced by Mayor Colin Nottle

District Council of Orroroo Carrieton Chairman Kathie Bowman

District Council of Peterborough Mayor Ruth Whittle OAM

Light Regional Council Mayor Bill O’Brien

Northern Areas Council Mayor Denis Clark

Port Pirie Regional Council Mayor John Rohde

Regional Council of Goyder Mayor Peter Mattey

The Barossa Council Mayor Bob Sloane

The Flinders Ranges Council Mayor Peter Slattery

Wakefield Regional Council Mayor Rodney Reid

Yorke Peninsula Council Mayor Ray Agnew OAM

Office Bearers for 2016/17

Chairman: Mayor Peter Mattey

Deputy Chairs: Mayor Denis Clark Mayor Sandra Wauchope (until 18 November 2016) Mayor Allan Aughey (from 18 November 2016)

Executive Members: Mayor Rodney Reid Mayor Ray Agnew OAM

Delegate to the LGA Board representing the Central Region of the LGA Constitution:

Mayor Denis Clark (Northern Areas) LGA Board Member Mayor Peter Mattey (Goyder) LGA Board Member Mayor Allan Aughey OAM (Clare & Gilbert Valley) LGA Deputy Board Member

Chief Executive Officer: Mr David J. Stevenson (until 5 June 2017) Mr Simon Millcock (from5 June 2017)

Auditor: Mr Ian G. McDonald FCA

Meetings of the Legatus Group

The following meetings of the Board of Management were held during the 2016/17 year:

• Annual General Meeting 19 August 2016

• Ordinary Meeting 19 August 2016

• Ordinary Meeting 18 November 2016

• Ordinary Meeting 17 February 2017

• Special Meeting 31 March 2017

• Ordinary Meeting 19 May 2017

Committee Meetings

There were five committees formed in 2016/2017

Committee Members Meeting Dates

Executive Committee • Mayor Peter Mattey (Chair)

• Mayor Denis Clark

• Mayor Sandra Wauchope/Mayor

Allan Aughey

• Mayor Rodney Reid

• Mayor Ray Agnew

Nil

Audit Committee • Mayor Ray Agnew (Chair)

• Chair Kathie Bowman

• Mayor Colin Nottle (19 May 2017)

• Dr Andrew Johnson

• Mr Colin Davies

24 February 2017

Management Group • Mr Colin Byles (Northern Areas)

(Chair)

• Mr Martin McCarthy (Barossa)

• Mr Andrew Cole (Barunga West)

• Mr Roy Blight (Clare & Gilbert

Valleys)

• Mr Peter Harder (Copper Coast)

• Mr Colin Davies (Flinders Ranges)

• Mr John Brak (Goyder) and Mr

Griff Campbell (acting CEO

January until June 2017)

• Mr Brian Carr (Light)

• Mr Wayne Hart (Mt Remarkable)

• Mr Stephen Rufus

(Orroroo/Carrieton)

• Mr Peter McGuiness

(Peterborough)

• Dr Andrew Johnson (Pirie

Regional)

• Mr Christopher Parish (Wakefield)

then Mr Jason Kuchel

5 August 2016 14 October 2016 1 December 2016 3 February 2017 30 June 2017

CHAIRMAN’S REPORT

It has been my pleasure to serve as your Chairman in 2016/17 and I would like to take this opportunity to report

on some of the highlights from the year. We developed and adopted a suite of major policies in education, health,

national resource management, regional development, roads and infrastructure, sports and recreation. It is

however important now as we move closer to the State election that our major polices reflect our regional needs.

The Roads Infrastructure Advisory Committee undertook the 2017/18 Special Local Roads program and it would

appear from notice received yesterday that our application this year has been successful.

Our battle to see a quality outcome to the NRM Levy debacle remains unsatisfactorily resolved, but that wasn’t

from the lack of effort put in across the local government sector and in particular our region. But rather a broader

misunderstanding by Minister Hunter to see that local government shouldn’t be burdened with the necessity to

collect a state tax which seemingly then bears little to no resemblance to the costs of delivering services on the

ground by his department and NRM boards alike.

On a similar note work to reduce the red tape and improve efficiency in Crown lands has continued, albeit been

met with echoes of complexity and time delays from the state government.

• Mr Andrew Cameron (Yorke

Peninsula)

Road & Transport Infrastructure Advisory Committee:

• David Hassett (Wakefield),

• Fred Linke (Barunga West),

• Lee Wallis (Goyder),

• Peter Porch (Northern Areas),

• Kieren Chappell (Light)

• Colin Davies (Flinders Ranges),

• Stephen Rufus (Orroroo),

• Jo-Anne Buchanan (RDA),

• Steve Kaesler (Barossa)

10 April 2017 19 April 2017

Regional Climate Change Steering Committee

• Kelly-Anne Saffin (RDA Yorke &

Mid North)

• Trevor Naismith (Natural

Resources Northern Yorke)

• David Stevenson

• Michelle Benison (Department of

Environment, Water and Natural

Resources)

7 November 2016 30 Jan 2017 6 March 2017 1 May 2017

The region has been proactive in supporting the challenges and changing environment our regional and rural

hospitals and health services find themselves in. Without these critical services, the very foundations of our towns

are continuing to be threatened.

Our effort to encourage and foster closer working relationships with the RDA were slowed when the federal

government announced a national review. The review is now complete and it would appear little significance will

come of it. However, we remain close allies and maintain local government can be a continuing catalyst for

efficient and effective delivery of economic development across the region.

The work the region has done to have rubble royalties removed has made significant progress over the year. This

is a shining example of how our region has been able to garner support across the entire state through

perseverance and collaboration. It is also an example of how the LGA can work closely with regions in a support

role.

Our Charter was reviewed and there are still some minor amendments to make, but given this has been the most

substantial change in the Charter for many years I’m pleased Councils have worked positively toward improving

our governance.

The Regional Transport Plan 2030 is due for completion soon; this work will help improve the understanding and

complexities of our regional road transport networks, their purpose and the users. There are ever increasing size

vehicles using regional Council roads to move large volumes of agricultural products. Also, the burgeoning tourism

and community connectivity needs.

The Mega Trends Forum was held earlier this year in association with the RDA and NRM, the region hosted a very

successful day and the key note speaker Dr John Hewson was blunt and insightful about politics and business in

South Australia and nationally.

In closing we have also appointed a new CEO, I hope Simon is settling in and wish him well.

Mayor Peter Mattey

Chairman Legatus Group

Achievements for 2016/17

Within the focus areas for Legatus Group:

1. BOARD OPERATION AND GOVERNANCE

Operation of Legatus Group is in accordance with legislative requirements and the boards policies and procedures.

• Committees that operated under the Charter all conducted their operations within their terms of

reference.

• Employment of Procurement Officer July 2016 and offer for extension May 2017.

• Managed the contract for Climate Change Project Officer.

• Appointment of a new Chief Executive Officer in June 2017.

• Adoption of the 2016/17 Business Plan and Budget.

• Acquittals to the Local Government on all funding and Research and Development Scheme were

completed.

• Policy Development and Implementation

• Ten Year Strategic Plan progressing

• Brand & Identity Plan – name change / logo and website developed

• Charter Review completed

• Policies and procedures developed and accepted including employee policies

• Relocation of Office

2. LOCAL GOVERNMENT LEADERSHIP AND SUSTAINABILITY

Legatus Group are well regarded by its members and stakeholders as a valid and relevant organisation that assists

with regional collaboration and is supportive of actions on key identified regional priorities.

Support members to engage collaboratively to improve service delivery, resourcing and financial capacity

including through identified procurement activities.

Increased awareness by key stakeholders and political decision makers of key regional issues.

These progressed in 2016/2017 and increased development of the Legatus Group occurred through several

partnerships and one of major importance is that with the Local Government Association of South Australia. This

included major funding through the Outreach Program and the Regional Capacity building allocations. These

programs have allowed the Legatus Group to become a stronger and more relevant to our Constituent Councils.

This has occurred in the form of cost and organisational efficiencies and with enhanced alignment across our

region in the form of sub regional and whole of region initiatives. The year has engendered an alignment of LGA

strategies and actions with the Legatus Group region and this is relevant to both organisations as they are critical

objective to both.

This alignment has allowed Legatus Group to progress with appropriate policies and procedures and establish

procurement and a new website. During the year, there was continued progress against a number of priority

activities.

The transition from Central Local Government Region into the Legatus Group was completed which enabled the

development of a new Charter and the creation of a contemporary brand and image. A significant amount of

work was completed in conjunction with the selected Brand Agency to define the work brief and produce a design

and style guide for use in all communications.

Once this branding exercise was completed, we were able to immediately use the style guide as the basis to

engage with our I.T. provider and jointly develop the Legatus website. The Website architecture, layout, content

and level of interactivity was completed with the formal launch occurring in Q4 2016

The offering included submitted images from each of our Member Councils as well as a ‘Members Only’ section

that provides access to a range of procurement documentation for use in normal day to day Council procurement

activities.

Other partnerships which have been of importance during 2016/2017 has been with the various Regional

Development Australia (RDA) and Natural Resource Management (NRM) Organisations that cover the Legatus

Group region. Due to the complexity of these various regions a focus has seen 2016/2017 focus on working with

the RDA Yorke Mid North (YMN) and Northern and Yorke NRM. Expanding into the other RDA’s and NRM’s needs

to also be considered.

Legatus Group continued to be an active member of the South Australian Regional Organisation of Councils and

has benefitted from the support of the 5-other regional Executive Officers.

3. REGIONAL & COMMUNITY SUSTAINABILITY

The long-term regional economic, environmental and social sustainability is fostered through pro-active,

innovative, efficient and collaborative approaches to priority issues.

Projects

Project Topic / Commentary / Detail

Regional Procurement (more

detailed report provided)

• Legatus Group strategic alliance to establish a collaborative

regional approach to the procurement function

• MoU by member Councils to collectively acknowledge the value,

benefit and objectives of the Legatus Procurement Group

• Legatus website and the first Legatus Tender being called

through this medium (supply of bulk diesel fuel)

Regional Climate Change • Guideline to Plan Climate Change Actions tendered

o Literature review and implementation plan with

guidelines for individual councils tested along with

development of monitoring and case studies developed.

• Final draft of Coast Adaptation report submitted

• Inundation mapping progressed with Yorke Peninsula Council

• Draft sector agreement completed

• Regular steering committee meetings held

Regional Rubble Royalty repeal

• Progress with Department of State Development and Cement

Concrete & Aggregates Australia with positive impact and

successful outcomes to be achieved with outstanding matter

being the decision on distances and possible repeal

• Data collection from across State collated and distributed

Regional Alliance RDAY&MN and

NRMN&Y

• Legatus Group relocates to the regional agency hub as a co-

tenant with both RDAY&MN and NRMN&Y

• Regional Plan being progressed with all 3 organisations being

partners

• Sub regional leaders program progressing

Regional Crown Land Red Tape

Reduction

• Progress made with Department of Environment, Water and

Natural Resources and Crown Lands

• Prioritising by region and ability to work with Crown Lands on

identified strategic land to progress

Community Waste Management

Scheme

• CWMS Management Committee confirmed funding to Legatus

Group for the formation of the Central Local Government Region

CWMS User Group.

• Initial meeting held and proposal by Rashlee Pty Ltd for a 12-

month program to developed.

State Recoveries Procedure • Relevant data documented on the Clare and Gilbert Valleys

Council claim through the State Recoveries Office for damages

relating to the extreme weather event experienced in the region

in September of 2016.

• Review required and need to establish the support of the LGA to

advocate the case on our behalf to the State Government.

Regional Transport Plan for

Legatus

• HDS Australia commenced work on the 2030 Regional Transport

Plan

• Desk top research undertaken

• Formation of Legatus Transport & Infrastructure Advisory

Committee

National Disability Insurance

Scheme

• Membership of the Yorke Mid North Hub delivering project and

action plans in partnership with RDA YMN.

PROCUREMENT

Following the identification of procurement as a function of the Legatus Group, Paul Kennedy was contracted for

12 months on 25.07.2016 as the Legatus Group Procurement Officer.

The key aspect of the procurement function is to form an alliance to improve respective procurement activity and

to benefit from economies of scale. This is designed to reduce the cost of services to ratepayers and ensure a

coordinated approach to the regional procurement of goods and services. A procurement Memorandum of

Understanding (MoU) was signed by the CEO’s of all the Legatus Group in November 2016.

The Legatus Procurement Working Group was established with a nominated representative from each Council to

meet, identify, discuss, review and prioritise the regional procurement activity. These meetings actively

encouraged the cultivation of cross communication, sharing of information, experiences and practical examples of

problems and solutions.

Some excellent knowledge has been gathered and the spirited nature of discussions has ensured their

constructive value.

Following the development and implementation of the new Legatus website, a standardised suite of procurement

working documents was produced and loaded for immediate on-line access by our Member Councils. This full

working set of templates are both best practice and have also been legalised. The suite of documents totals some

650 pages in number and are downloadable for members who then only need to place their individual council

logo on the required set.

Our thanks go to The Barossa Council for their assistance in compiling these documents.

This has provided an immediate saving in labour, whilst at the same time standardising the procurement

documents in use throughout the region. The website is also accessible for registered suppliers to access tender

opportunities in addition to being able to download a complete sample set of Work, Health and Safety documents

and tools.

A formal Legatus Procurement Policy was developed and published in Quarter 1, 2017 that sets out in detail the

standards and processes that will be adopted for the provision of services, purchasing of goods and services and

the disposal of land and other assets.

The policy addresses the key elements of the conduct of the Legatus Group in these areas and the principles that

will guide its decision-making- process.

Key principles include the compliance with our statutory obligations and the National Competition Policy and our

participation with other spheres of government, community groups and the private sector in service delivery.

A critical component of the Policy is that full consideration is taken of the impact of service delivery on

community and social issues.

The Legatus Group clearly states that a main procurement consideration is the existence of local suppliers of the

goods or services and the subsequent impact on the local economy if the goods or services were purchased from

outside of the region.

The Legatus Procurement Working Group is proving an ideal forum to bring together Member Council staff who

have a procurement responsibility with a view to cultivating cross communication, collaboration in procurement

planning and the identification of regional procurement opportunities. There have been 22 topics relevant to

procurement that have been discussed.

Over the 2016/17 financial year, the procurement working group meetings have averaged seven attendees from

the twelve participating Councils.

All Member Council Mayor's and CEO's signed the Procurement MoU as a clear demonstration of the support of

all Councils for the procurement initiative.

It is imperative that this in principle support is translated into on the ground attendance and participation in the

activities of the group.

The Local Government Association Procurement are undertaking an aggressive plan of revenue expansion and

Legatus Group engaged with them to assess the potential for a closer working relationship between the two

groups. With no decision made during 2016/2017.

The Diesel Fuel Tender proved to be a lengthier process than was initially intended and should be completed in

early 2017/2018. It was appropriate to engage with our legal counsel to ensure that the first proposed Legatus

contract was in accordance with current best industry practice.

They recommended some changes be implemented and this resulted in the addition of around three months of

discussions as a proposed contract was drafted and revised several times. The tender process had reached the

completion of the first assessment team meeting. It was following this initial assessment meeting that a

participating Council removed themselves from the process for confidential reasons. This introduced a range of

logistical and probity complexities that were required to again be overseen by our legal team.

A new specification document then needed to be drafted to reflect the reduced volume of the overall tender. This

was supplied back to the market along with the draft contract document for the tenderers to review and resubmit

their offering.

The initial annual saving to the region was in the vicinity of $45K per annum and we expect this to reduce by

around 25% with the lower annual volumes.

Work commenced on the 2017/18 Procurement Plan is to assemble all the capital budgets from our councils to

deliver:

• A regional summary spreadsheet that details the budgeted expenditure by Councils which will be broken

down by category.

• A recommended strategic procurement plan by category for consideration.

• The Legatus Procurement Working Group will then meet, review and prioritise the regional procurement

activity.

• Participating members will confirm their individual category data sets and commit to joining in to the joint

procurement process.

• Legatus Group will then undertake the preparation of specifications and tender documents in accordance

with the prioritised procurement plan.

• The market engagement will be in accordance with the Legatus Procurement Policy.

• Tenders and quotations will be received, collated and prepared for assessment by the participating

members.

• Recommendations are then submitted to the Legatus Board for ratification and contracts and purchase

orders will be awarded subject to the direction of the board.

• Legatus Group will then undertake the contract management and post procurement review of each

decision to ensure that all efficiencies and cost savings are captured and reported on.

• The early indication is that around $40mill of combined Member Council procurement activity can be

processed through this collaborative approach.

This joint initiative will be a clear demonstration of the value in maintaining a centralised procurement function

that will result in:

- Reduce the regional duplication of procurement activity

- Produce improved cost savings and return greater operational efficiencies

- Improved probity and risk

- The stimulation of regional collaboration and economic development

CENTRAL LOCAL GOVERNMENT REGION OF

SOUTH AUSTRALIA

trading as

ANNUAL FINANCIAL STATEMENTS

for the financial year

1 July 2016 – 30 June 2017

As adopted at the Annual General Meeting held 8 September 2017

LEGATUS GROUP

General Purpose Financial Reports


TABLE OF CONTENTSPage

Group Certificate 1

Principal Financial Statements

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

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

Note 1 - Significant Accounting Policies 8Note 2 - Income 11Note 3 - Expenses 12Note 4 - Asset Disposal & Fair Value Adjustments 13Note 5 - Current Assets 13Note 6 - Non-Current Assets 13Note 7 - Plant & Equipment 14Note 8 - Liabilities 15Note 9 - Reserves 15Note 10 - Assets Subject to Restrictions NRNote 11 - Reconciliation of Cash Flow Statement 16Note 12 - Functions 16Note 13 - Financial Instruments 17Note 14 - Expenditure Commitments NRNote 15 - Financial Indicators 18Note 16 - Uniform Presentation of Finances 19Note 17 - Operating Leases NRNote 18 - Superannuation NRNote 19 - Interests in Other Entities NRNote 20 - Discontinued Operations and Non-Current Assets held for sale NRNote 21 - Assets & Liabilities not Recognised NRNote 22 - Events Occurring After Reporting Date NRNote 23 - Related Party Transactions 20

(NR - Not Required)

Audit Report - Financial Statements

Audit Report - Internal Controls

Council Certificate of Audit Independence

Audit Certificate of Audit Independence

2017 2016

Notes $ $

INCOME

Grants, subsidies and contributions 2 348,889 316,166 Investment income 2 12,205 13,869 Reimbursements 2 25,105 - Other income 2 194,538 154,140 Total Income 580,737 484,175

EXPENSES

Employee costs 3 261,600 92,626 Materials, contracts & other expenses 3 279,405 264,741 Depreciation, amortisation & impairment 3 9,487 3,243 Finance costs 3 24 - Total Expenses 550,516 360,610

OPERATING SURPLUS / (DEFICIT) 30,221 123,565

NET SURPLUS / (DEFICIT)

transferred to Equity Statement 30,221 123,565

Total Other Comprehensive Income - -

TOTAL COMPREHENSIVE INCOME 30,221 123,565


LEGATUS GROUP

STATEMENT OF COMPREHENSIVE INCOME


2017 2016

ASSETSNote

s$ $

Current Assets

Cash and cash equivalents 5 719,859 556,783 Trade & other receivables 5 25,404 124,056

Total Current Assets 745,263 680,839

Non-current Assets

Infrastructure, property, plant & equipment 7 23,799 30,110 Total Non-current Assets 23,799 30,110

Total Assets 769,062 710,949

LIABILITIES

Current Liabilities

Trade & other payables 8 47,649 18,928 Provisions 8 5,214 6,060

Total Current Liabilities 52,863 24,988

Non-current Liabilities

Provisions 8 172 155 Total Non-current Liabilities 172 155

Total Liabilities 53,035 25,143 NET ASSETS 716,027 685,806

EQUITY

Accumulated Surplus 121,695 113,143 Other Reserves 9 594,332 572,663 TOTAL EQUITY 716,027 685,806


LEGATUS GROUP

STATEMENT OF FINANCIAL POSITION

as at 30 June 2017

LEGATUS GROUP

Accumulated

Surplus

Other

Reserves

TOTAL

EQUITY

2017 Note $ $ $

Balance at end of previous reporting period 113,143 572,663 685,806

Net Surplus / (Deficit) for Year 30,221 30,221

Other Comprehensive Income

Transfers between reserves 9 (21,669) 21,669 -

Balance at end of period 121,695 594,332 716,027

2016

Balance at end of previous reporting period 68,145 494,096 562,241 Net Surplus / (Deficit) for Year 123,565 123,565 Other Comprehensive Income

Transfers between reserves (78,567) 78,567 - Balance at end of period 113,143 572,663 685,806


STATEMENT OF CHANGES IN EQUITY

LEGATUS GROUP

STATEMENT OF CASH FLOWS


2017 2016CASH FLOWS FROM OPERATING ACTIVITIES Notes $ $Receipts

Investment receipts 12,205 14,132 Grants utilised for operating purposes 490,490 224,444 Reimbursements 15,400 - Other revenues 188,416 217,562

PaymentsEmployee costs (266,402) (81,342) Materials, contracts & other expenses (273,833) (326,485) Finance payments (24) -

Net Cash provided by (or used in) Operating Activities 166,252 48,311

CASH FLOWS FROM INVESTING ACTIVITIES

ReceiptsPayments

Expenditure on renewal/replacement of assets - (33,353) Expenditure on new/upgraded assets (3,176) -

Net Cash provided by (or used in) Investing Activities (3,176) (33,353)

CASH FLOWS FROM FINANCING ACTIVITIES

ReceiptsPaymentsNet Increase (Decrease) in cash held 163,076 14,958

Cash & cash equivalents at beginning of period 11 556,783 541,825 Cash & cash equivalents at end of period 11 719,859 556,783


LEGATUS GROUP



Note 1 - SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. 1. Basis of Preparation

This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, Interpretations and relevant South Australian legislation. The financial report was authorised for issue by certificate under regulation 14 of the Local Government (Financial Management)

Regulations 2011 dated 9th August 2014. The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying the Group’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this Note. All amounts in the financial statements have been rounded to the nearest dollar ($). 1.1 Historical Cost Convention

Except as stated below, these financial statements have been prepared in accordance with the historical cost convention. 1.2 The Local Government Reporting Entity

The Legatus Group (“the Group”) is a regional subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999. The Constituent Councils are: 1. The Barossa Council 2. District Council of Mount Remarkable 3. District Council of Barunga West 4. Northern Areas Council 5. Clare and Gilbert Valleys Council 6. District Council of Orroroo/Carrieton 7. District Council of the Copper Coast 8. District Council of Peterborough 9. The Flinders Ranges Council 10. Port Pirie Regional Council 11. Regional Council of Goyder 12. Wakefield Regional Council 13. Light Regional Council 14. Yorke Peninsula Council, and 15. Adelaide Plains Council. All funds received and expended by the Group have been included in the Financial Statements forming part of this Financial Report. 1.3 Income recognition

Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Group obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs. Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Group’s operations for the current reporting period.

1.4 Cash, Cash Equivalents and other Financial Instruments

Cash Assets include all amounts readily convertible to cash on hand at the Group’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition.

Receivables for generally unsecured and do not bear interest. All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful. All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13.

1.5 Property, Plant & Equipment

All non-current assets purchased are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. All assets are recognised at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition. Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by the Group for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of capitalisation thresholds applied during the year are as follows: Office Furniture & Equipment $1,000 Motor Vehicles, Other Plant & Equipment $1,000 All material asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of the Group, best reflects the consumption of the service potential embodied in those assets. Depreciation methods, useful lives and residual values of classes of assets are reviewed annually. Major depreciation periods for each class of asset are shown in Note 7. 1.6 Payables

Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts. Amounts received from external parties in advance of service delivery are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.

Employee Benefits

Salaries, Wages & Compensated Absences

The Group has two employees as at the 30th June 2017, a Chief Executive Officer and a Regional Procurement Officer. Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119. Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms. Weighted average discount rate 2.10% (2016, 2.08%) Weighted average settlement period 10 years (2016, 10 years) No accrual is made for sick leave as the Group’s experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. The Group does not make payment for untaken sick leave. Superannuation

The Group contributes the statutory 9.5% SGC superannuation to the nominated superannuation funds for the Chief Executive Officer and Regional Procurement Officer. GST Implications

In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax” ➢ Receivables and Creditors include GST receivable and payable. ➢ Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and

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

Pending Accounting Standards

Certain new accounting standards and UIG interpretations have been published that are not mandatory for the 30 June 2017 reporting period and have not been used in preparing these reports. AASB 7 Financial Instruments – Disclosures AASB 9 Financial Instruments AASB 15 Revenue from Contracts with Customers AASB 17 Leases AASB 1058 Income of Not-for-Profit Entities Standards containing consequential amendments to other Standards and Interpretations arising from the above - AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. (Standards not affecting local government have been excluded from the above list.) The Group is of the view that other than AASB 16 and AASB 1058, none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed. Accounting Standard AASB 1058 Income of Not-for-Profit Entities may have a material effect on the amounts disclosed in these reports, particularly in revenues from grants & subsidies, but does not commence until the 2019/20 financial period, and it is not Group’s intention to adopt this Standard early.


INVESTMENT INCOME

Interest on investmentsLocal Government Finance AuthorityBanks & other

REIMBURSEMENTS

Legal, Climate Change, USGRPG

OTHER INCOME

Council ContributionsSundry

GRANTS, SUBSIDIES, CONTRIBUTIONS

Sundry

Sources of grants

State government

Other

Conditions over grants & contributions

Unexpended at the close of the previous reporting period

Subtotal

Subtotal

Net increase (decrease) in assets subject to conditions in the

current reporting period

A009-Special Projects

P022-Roads & Transport

Unexpended at the close of this reporting period

2017

$

LEGATUS GROUP


Note 2 - INCOME

2016$

-

348,889

25,105

159,545

34,993

348,889

-

348,889

154,140

221,570

231,16685,000

(107,473 )

316,166

143,003

-

(127 )

(52,923 )

(5,471 )

366,006

144,436

(42,142 )

11,314

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

conditions

P028-Regional Capacity Building 98,086 104,940

P024-Climate Change Co-ordinator 2015-17 43,943 -

P025-Outreach Phase 2 33,235 50,000

P026-Strategic Procurement - 31,100

186,578

13,795

13,869

12,117

88 74

25,105

12,205

-

348,889 316,166316,166

-

154,140-

194,538

78,567

186,040

221,570

P009-Climate Change

P015-Local Government Reform

P026-Strategic Procurement

P022-Roads & Transport

P023-Outreach Collaboration Project

-

-

-

Grants and contributions which were obtained on the condition that they be expended for specified purposes or

in a future period, but which are not yet expended in accordance with those conditions, are as follows:

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

(4,761 )

-

(31,100 )

P027-LG Reform - Incentive Risk

-

(48,952 )

-

(6,281 )

LEGATUS GROUP



Note 3 - EXPENSES

2017 2016$ $

EMPLOYEE COSTS

Salaries and Wages 209,804 75,887 Employee leave expense 15,991 6,217 Superannuation 20,785 7,209 Insurance 2,550 872 CEO relocation 3,761 - Professional Development 1,007 - FBT 7,702 2,441 Total Operating Employee Costs 261,600 92,626

Total Number of Employees 2 1

(Full time equivalent at end of reporting period)

MATERIALS, CONTRACTS & OTHER EXPENSES

Prescribed ExpensesAuditor's Remuneration - Auditing the financial reports 1,650 1,683 Subtotal - Prescribed Expenses 1,650 1,683

Other Materials, Contracts & ExpensesContractors & Consultants 202,888 220,098 Legal Expenses 8,202 8,639 Unleaded Fuel 4,934 3,410 Members Allowances & Support 4,264 6,024 Meetings & Conferences 4,852 3,175 Insurance 7,624 7,585 Rental - Premises 10,581 3,182 Advertising 1,050 2,093 Accommodation 3,959 915 Airfares 2,157 1,361 Travel : Reimbursement 7,036 15 Catering & Meals 4,768 1,098 Telephone & Internet 4,434 455 Postages/Stationery/IT 5,586 4,408 Sundry 5,420 600 Subtotal - Other Materials, Contracts & Expenses 277,755 263,058

279,405 264,741

DEPRECIATION

Motor Vehicle 6,311 3,243 Computers & Software 3,176 -

9,487 3,243

FINANCE COSTS

Interest on bank account 24 - 24 -

LEGATUS GROUP



2017 2016$ $

Note 4 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS

Nil Nil

Note 5 - CURRENT ASSETS

CASH & EQUIVALENT ASSETS

Cash on Hand and at Bank 77,915 21,879 Deposits at Call 641,944 534,904

719,859 556,783

TRADE & OTHER RECEIVABLES

Accrued Revenues 2,687 2,610 Debtors - general 12,139 - Other levels of Government - 115,434 GST Recoupment 10,578 4,421 Prepayments - 1,591

25,404 124,056

Note 6 - NON-CURRENT ASSETS

FINANCIAL ASSETS Nil Nil

LEGATUS GROUP



Motor Vehicle - 33,353 (3,243) 30,110 - 33,353 (9,554) 23,799

Computers & Software - 772 (772) - - 3,948 (3,948) -

- 34,125 (4,015) 30,110 - 37,301 (13,502) 23,799

Comparatives - 772 (772) - - 34,125 (4,015) 30,110

2016 2017

$ $

New/Upgrade Renewals In Out

Motor Vehicle 30,110 - - - (6,311) - - - - 23,799 Computers & Software - 3,176 - - (3,176) - - - - - TOTAL PLANT &

EQUIPMENT 30,110 3,176 - - (9,487) - - - - 23,799

Comparatives - 33,353 - - (3,243) - - - - 30,110

2017

$

Fair Value Level

AT COSTACCUM DEP'N

CARRYING AMOUNT

AT FAIR VALUE

2016$

AT COSTACCUM DEP'N

CARRYING AMOUNT

AT FAIR VALUE


TOTAL PLANT & EQUIPMENT

Transfers

CARRYING AMOUNT MOVEMENTS DURING YEAR$

CARRYING AMOUNT

AdditionsDisposals Depreciation Impairment

Net Revaluation

CARRYING AMOUNT


LEGATUS GROUP



Note 8 - LIABILITIES

2017 2016$ $

TRADE & OTHER PAYABLES Current Non-current Current Non-currentGoods & Services 23,399 317 Accrued expenses - employee entitlements 1,096 - 5,069 - GST & PAYG 23,154 - 13,542 -

47,649 - 18,928 -

PROVISIONS

Employee entitlements (including oncosts) 5,214 172 6,060 155 5,214 172 6,060 155

Note 9 - RESERVES

OTHER RESERVES1/7/2016

Transfers to Reserve

Transfers from Reserve

30/6/2017

General Reserve 31,093 - - 31,093

1 A009-Special Projects 17,341 - (2,000 ) 15,341

2 P003-Waste Management 16,273 - - 16,273

P009-Climate Change 4,761 - (4,761 ) -

P015-Local Government Reform 111,048 - (111,048 ) -

3 P022-Roads & Transport 26,578 11,314 - 37,892

4 P024-Climate Change Co-Ordinator 2015-17 19,529 43,943 - 63,472

5 P025-LG Outreach Phase 2 50,000 33,235 - 83,235

P026-Strategic Procurement 31,100 - (31,100 ) -

6 P027-LG Reform - Incentive Risk 160,000 - (16,000 ) 144,000

7 P028-Regional Capacity Building 104,940 98,086 - 203,026

TOTAL OTHER RESERVES 572,663 186,578 (164,909 ) 594,332

494,096 346,040 (267,473 ) 572,663

PURPOSES OF RESERVES

1 A007-Special Projects

LGA funded support programme

2 P003-Waste Management

State Government funded technical support programme

3 P022-Roads & Transport

4 P024-Climate Change Co-ordinator 2015-17

5 P025-LG Outreach Phase 2

6 P027-LG Reform - Incentive Risk

7 P028-Regional Capacity Building

Region rubble royalty % returned for project allocation 2017/18 on

Other Reserves

CLGR funded programme - Regional Development Australia Freight Strategy

Regional Partners and State Government funded programme

LGA funded programme

CEO Performance fund

LEGATUS GROUP



Note 11 - RECONCILIATION TO CASH FLOW STATEMENT

(a) Reconciliation of Cash

2017 2016Notes $ $

Total cash & equivalent assets 5 719,859 556,783 Balances per Cash Flow Statement 719,859 556,783

(b) Reconciliation of Change in Net Assets to Cash

from Operating Activities

Net Surplus (Deficit) 30,221 123,565 Non-cash items in Income Statement Depreciation, amortisation & impairment 9,487 3,243 Net increase (decrease) in unpaid employee benefits (4,802) 11,284

34,906 138,092 Add (Less): Changes in Net Current Assets Net (increase) decrease in receivables 98,652 (59,763) Net increase (decrease) in trade & other payables 32,694 (30,018) Net Cash provided by (or used in) operations 166,252 48,311

(c) Non-Cash Financing and Investing Activities

(d) Financing Arrangements

Unrestricted access was available at balance date to the following line of credit:Corporate Credit Cards 5,000 2,000

Note 12 - FUNCTIONS

The activities of the Region are categorised into the following programmes

1 A009-Special Projects2 P003-Waste Management3 P009-Climate Change4 P015-Local Government Reform5 P022-Roads & Transport6 P023-Outreach Collaboration Project7 P024-Climate Change Co-Ordinator 2015-178 P025-LG Outreach Phase 29 P026-Strategic Procurement

10 P027-LG Reform - Incentive Risk11 P028-Regional Capacity Building

Income and expenses have been attributed to the functions/activities throughout the

financial year.

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

LEGATUS GROUP



Accounting Policies - Recognised Financial Instruments

Liquidity Analysis

Due < 1 yearDue > 1 year; <

5 yearsDue > 5 years


Carrying Values

Financial Assets $ $ $ $ $Cash & Equivalents 719,859 - - 719,859 719,859

Receivables 22,717 - - 22,717 22,717

Total 742,576 - - 742,576 742,576

Financial Liabilities

Payables 46,553 - - 46,553 46,553

Total 46,553 - - 46,553 46,553

Due < 1 yearDue > 1 year; <

5 yearsDue > 5 years


Carrying Values

Financial Assets $ $ $ $ $Cash & Equivalents 556,783 - - 556,783 556,783 Receivables 121,446 - - 121,446 121,446


Payables 13,859 - - 13,859 13,859 Total 13,859 - - 13,859 13,859

Net Fair Value

2016

2017

Carrying amount: approximates fair value.Terms & conditions: Liabilities are normally settled on 30 day terms.

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

Liabilities - Creditors and Accruals

Receivables - Trade & OtherDebtors

Accounting Policy: Carried at nominal value. Terms & conditions: Amounts due have been calculated in accordance with the termsand conditions of the respective programs following advice of approvals and do notbear interest.

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

Note 13 - FINANCIAL INSTRUMENTS

Short term deposits are available on 24 hour call with the LGFA and have an interestrate of 1.5% as at 30 June 2017

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

Bank, Deposits at Call, Short

Term Deposits

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

All financial instruments are categorised as loans and receivables.

All carrying values approximate fair value for all recognised financial instruments. There is no recognised market forthe financial assets of the Group.

Risk Exposures

Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximumcredit risk on financial assets of the Group is the carrying amount, net of any allowance for doubtful debts. All Groupinvestments are made with the SA Local Government Finance Authority and are guaranteed by the SA Government.Except as detailed in Notes 5 & 6 in relation to individual classes of receivables, exposure is concentrated within theGroup's boundaries, and there is no material exposure to any individual debtor.

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

Liquidity Risk is the risk that the Group will encounter difficulty in meeting obligations with financial liabilities. Inaccordance with the model Treasury Management Policy (LGA Information Paper 15), liabilities have a range ofmaturity dates.

Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Cash flowfluctuations are managed holistically in seeking to minimise interest costs over the longer term in a risk averse manner.

LEGATUS GROUP



Note 15 - FINANCIAL INDICATORS

2017 2016 2015

Operating Surplus Ratio

Operating Surplus 5.0% 26.0% (60.0%)Total Operating Revenue

Net Financial Liabilities Ratio

Net Financial Liabilities -119% -135% -113%Total Operating Revenue

Asset Sustainability Ratio

Net Asset Renewals 0% 0% 0%Infrastructure & Asset Management Plan required expenditure

Net Financial Liabilities are defined as total liabilities less financial assets. These are expressed as a percentage

of total operating revenue.

Net asset renewals expenditure is defined as net capital expenditure on the renewal and replacement of existing

assets, and excludes new capital expenditure on the acquisition of additional assets.

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

These Financial Indicators have been calculated in accordance with Information Paper 9 - Local

Government Financial Indicators prepared as part of the LGA Financial Sustainability Program for the Local Government Association of South Australia. Detailed methods of calculation are set out in the SA Model Statements.

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

LEGATUS GROUP



Income 580,737 484,175less Expenses 550,516 360,610Operating Surplus / (Deficit) 30,221 123,565

less Net Outlays on Existing Assets

Capital Expenditure on renewal and replacement of Existing Assets

- 33,353

Depreciation, Amortisation and Impairment (9,487) (3,243)(9,487) 30,110

less Net Outlays on New and Upgraded Assets

3,176 -

Net Lending / (Borrowing) for Financial Year 36,532 93,455

Note 16 - UNIFORM PRESENTATION OF FINANCES

2017

$

2016$

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

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

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

LEGATUS GROUP



Note 23 - RELATED PARTY DISCLOSURES

KEY MANAGEMENT PERSONNEL

Salaries, allowances & other short term benefitsPost-employment benefitsLong term benefitsTermination benefits

TOTAL

Contributions for fringe benefits tax purposesTOTAL

PARTIES RELATED TO KEY MANAGEMENT PERSONNEL

TBA

2017

$

2017

$Nil

The Key Management Personnel of the Group include the 15 Mayors/Chairpersons of the consituentCouncils and the CEO. In all, 3 persons were paid the following total compensation:

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

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


Appendix 3

Gawler River Floodplain Management

Authority


199| Adelaide Plains Council Annual Report | 2016‐2017

Appendix 4

Regional Development Australia –

Barossa


Annual Report & Regional

Statement 2017

Published: Regional Development Australia Barossa PO Box 767 TANUNDA SA 5352

T: (08) 8563 3603 F: (08) 8563 3584 E: [email protected] W: www.barossa.org.au

Printed: Leader Print The Leader Newspaper 34 Dean Street ANGASTON SA 5353

Cover Design: Sue Merry

November 2017

What is Regional Development Australia Barossa? We are a regional economic development organisation that undertakes local economic development aligned with Federal, State & Local Government priorities.

In collaboration with industry, community and governments we facilitate regional economic activation and jobs growth. We offer assistance for business investment, business growth, exports, advocacy and business case development for regional infrastructure, career development and skills training access.

Services & Initiatives:

• Investment Attraction and Regional Information• Investor Assistance• Access to Business services and growth support• Export Assistance / Markets access• Career Development and Human Resource planning• Workforce planning and skills development• Advocacy and business case development for regional infrastructure and

investment• Community engagement• Long Term Strategic Planning

Our staff have strong networks across industry and government and experience in working with government programs. They also have extensive private sector experience and support business and investors with growth strategies, collaborations and partnerships and new investment projects.

More information available at www.barossa.org.au

Infrastructure Investments tracked - $507.7 mill Pipeline Investments identified–- $98.8 mill

Additional Jobs identified – 420 Construction Jobs projected – 482

Jobs advertised – 709 Investment Opportunities - $8.7 mill Potential Non-residential - $22.6 mill

3

http://www.barossa.org.au/

To

Local Government (Barossa Region)

Mayor Karen Redman Town of Gawler

Mayor Tony Flaherty OAM Adelaide Plains Council

Mayor Bob Sloane The Barossa Council

Mayor Bill O’Brien Light Regional Council

The Government of South Australia

Hon Jay Weatherill MP Premier of South Australia.

Hon John Rau MP Deputy Premier Attorney-General Minister for Justice Reform Minister for Planning Minister for Industrial Relations Minister for Child Protection Reform Minister for the Public Sector Minister for Consumer & Business Services Minister for the City of Adelaide.

Hon Geoffrey Brock MP Minister for Regional Development Minister for Local Government.

Hon Kyam Maher MP Minister for Employment Minister for Aboriginal Affairs & Reconciliation Minister for Manufacturing & Innovation Minister for Automotive Transformation Minister for Science and Information Economy.

Hon Tom Koutsantonis MP Treasurer Minister for Finance Minister for State Development Minister for Mineral Resources and Energy.

Hon Ian Hunter MP Minister for Sustainability, Environment and Conservation Minister for Water & the River Murray Minister for Climate Change.

Hon Leon Bignell MP Minister for Agriculture, Food and Fisheries Minister for Forests Minister for Tourism Minister for Recreation and Sport Minister for Racing.

Hon Martin Hamilton-Smith MP Minister for Investment & Trade Minister for Small Business Minister for Defence and Space Industries Minister for Veterans' Affairs Minister for Health Industries.

Hon Chris Pictons MP Minister for Police Minister for Correctional Services Minister for Emergency Services Minister for Road Safety.

Hon Zoe Bettison MP Minister for Communities and Social Inclusion Minister for Social Housing Minister for the Status of Women Minister for Multicultural Affairs Minister for Ageing Minister for Youth Minister for Volunteers.

Hon Susan Close MP Minister for Education and Child Development Minister for Higher Education and Skills.

Hon Katrine Hildyard MP Minister for Disabilities.

Hon Stephen Mullighan MP Minister for Transport and Infrastructure Minister for Housing and Urban Development.

Hon Peter Malinauskas MP Minister for Health Minister for Mental Health and Substance Abuse.

4

Australian Government The Hon Malcolm Turnbull MP Prime Minister.

The Hon Scott Morrison MP Treasurer.

The Hon Steven Ciobo MP Minister for Trade, Tourism and Investment.

Senator the Hon Nigel Scullion Minister for Indigenous Affairs.

The Hon George Brandis QC Attorney-General.

The Hon Darren Chester MP Minister for Infrastructure & Transport A/g Minister for Regional Development A/g Minister for Local Government and Territories.

Senator the Hon Arthur Sinodinos AO Minister for Industry, Innovation and Science.

The Hon Christopher Pyne MP Minister for Defence Industry.

Senator the Hon Michaelia Cash Minister for Women Minister for Employment.

The Hon Greg Hunt MP Minister for Sport Minister for Health.

The Hon Kelly O’Dwyer MP Minister for Revenue & Financial Services.

Senator the Hon Simon Birmingham Minister for Education & Training.

Senator the Hon Mitch Fifield Minister for Communications Minister for the Arts A/g Minister for Regional Communications.

The Hon Josh Frydenberg MP Minister for the Environment & Energy

Senator the Hon Matt Canavan Minister for Resources and Northern Australia.

In accordance with the provisions of the following agreements:

• Operational Funding Contract Variation with the Australian Governmentdated 05/04/2016,

• Funding Agreement with the Government of South Australia dated02/07/2015 and Local Government in the Barossa Region dated02/08/2016.

We present the Annual Report of Regional Development Australia Barossa Inc. for the financial year 2016-2017.

Ivan Venning Chair

5

The Barossa Gawler Light and Adelaide Plains region has presented a wealth of opportunity in 2016 – 17 which will continue to be realized in the coming year. Highlights of some of the investment in the region which will deliver income and regional jobs of substantial proportion include:

• The announcement of the Northern Adelaideirrigation Scheme with financial backing from stateand federal governments

• The commencement of the Northern Connector to expedite freight andtourism transport to Port and Airport

• The increase in direct flights into Adelaide, a boon not just for tourism butfor cruise related services and demand for food and wine products

• The substantial retail development in the Barossa by the community ownedcooperative, Barossa Coop

• Substantial retail development in Gawler including Bunnings, Aldi and Coles

• The Gawler Connect Project which will activate heritage civic buildings andincorporate a gig city innovation hub for emerging businesses

• Substantial housing development in Gawler Two Wells Roseworthy Freelingand Nuriootpa with some of South Australia’s fastest growing communitiesin this region

• Orora Glass Expansion

• Ahrens Group import replacement project of grain silos production

• Australian Grain Exports near Dublin

• Further Expansion of High Tech Horticulture by Perfection Fresh

• Expansion of slaughtering and boning capability by Prime Valley Pastoralnear Two Wells

• Substantial upgrades and new development of first class cellar door facilitiesin the Barossa and Light region

• Opening of new quality restaurants in the Barossa to expand the growingculinary tourism economy

• Expansion of packaging and processing facilities at Bilyara Winery

• The opening of premium wine experience and restaurant “St Hugo” byPernod Ricard Pacific

These investments and the jobs created are underpinned and at times catalysed by the operations of RDA Barossa including investment attraction, investor assistance with site, planning issues and local connections, business development, skilled workers and skilling workers, business networks and events. Our work in attracting and welcoming business trade delegations, including from China, has resulted in a number of significant export contracts supporting further business growth and jobs creation.

6

An important element of RDA work is to understand the local economy and the opportunity within and then to identify government policy and programs, including grant funds, which will help unlock or activate that opportunity and try to ensure that the benefits of those government policies and progams lands in the region. We have negotiated a Tradestart officer based in our premises, a Country Arts, Arts business development program, Jobs brokerage and skills training, Career Services all working with RDAs economic development staff in growing business, jobs, exports and investment for our businesses and our community.

We acknowledge, gratefully acknowledge, the continued support of Federal, State and Local Governments in all contributing to joined up economic development through the RDA framework. We try very hard to support the work of agencies, assisting them to connect with relevant business and opportunities, issues and challenges that we know about because we are on the ground. We also acknowledge the valuable collaborations with industry and industry bodies, notably Barossa Grape & Wine Association but many others as well, and commend them for recognising the leverage for their members in working closely with RDA and its skilled and experienced staff, for the benefit of their members and their industry. It is amazing what we can achieve when we all work together, pulling, or jumping, in the same direction.

Importantly also I acknowledge the contribution and commitment of the RDA Board: Deputy Chair Alex Zimmerman, Rolf Binder, Tony Clark, Andrew Morphett, Victoria McClurg, Sarah Goldfinch, Annabel Mugford, Henry Inat, Brian Carr, Martin McCarthy, Lynette Seccafien and imminently James Miller. This is a Volunteer board, they are not paid for the work they do or the time lost from their own businesses in attending to RDA Business. They contribute energetically and support RDA CEO and Staff in achieving the very best outcomes they can for our region.

Ivan Venning, Chair November 2017.

7

CEOs Introduction & Overview This Annual Report is presented to you as a scorecard of achievement in the following Structure:

• What we do: The Regional Economic Plan• Why we do this: Regional Analysis• RDA’s role: Our Strategy• How we have implemented the Strategy this year: Impact Projects.

o Each impact project is presented as a Scorecard of results for 2016-17, A summary of current activities and initiatives under this projectumbrella and a few cases studies by way of example of RDAOutcomes. These studies are representative, not comprehensive. Toinclude total activity and achievements for the year would create avery heavy volume indeed.

• How we resource this activity: Our audited financial accounts• Who we are: RDA Board member profiles

RDA staff member profiles• How it all fits together: Our organisational chart.

These Impact projects are designed to deliver on one or more of our mandated outcome areas: A Regional Plan, Critical Issues Reporting, Priority Activities that drive Economic Development, develop Project Proposals for Funding and Promote Government Programs. They also advance and deliver on the objectives of the new RDA Charter for Stronger Regions.

I thank Chair Ivan Venning and the Board for their excellent counsel, support and guidance during the year and for their contribution to RDA business including representation and presentations on the regional economy and opportunities. I acknowledge and thank RDA staff for their commitment and efforts during the past year as we battle against sluggish global economic conditions and play our part in galvanising the regional economy.

Our funded programs are cyclical in nature and require some flexibility in our staffing arrangements. In 2016 – 17 we farewelled Felicity Trinne and Stephen Birch after many years of excellent work for our skills training programs and career service respectively. Thank you Felicity Trinne and Stephen Birch. Charlotte Williams and Chelsea Broadhurst also moved on to “higher office” and remain ambassadors for the work of RDA. They will all be missed.

The impact of regional economic development is reflected in strong investment and export results for the region, low unemployment and new industries development. At a local level, we are able to harness the best and most relevant of government policy and programs at state and national level and connect with industry to ensure our regional businesses get maximum benefit from those policies and programs on the ground.

8

Stronger connected local economies improve state and national performance as well: there are common goals, that is why we all work together for effective economic development.

The following Scorecards and Case Studies for each Impact project reflect achievements and outcomes for our region and our Stakeholders for the 2016 – 2017 year.

Anne Moroney, CEO

9

A Strategy and a Plan

Background to 2016-17 Program

What We Do: A Regional Economic Plan

Collective Vision: Creative, Innovative, Skilled, Culture Driven, Design Led, Entrepreneurial, Future Focus.

What is included?

People & Place Good Governance Business

Competitiveness New Horizons

• Natural Resources• Planning• Infrastructure• Built Environment• People• Skills• Creativity• Institutions• Safety

• Public Health

• IntegratedDesignProcesses

• Structures• Organisation• Information• Consultation• Decision making• Collaboration

• Partnerships

• Innovation gaps• Capabilities• Skills• Knowledge• Relevance• Research• Innovative capacity• Entrepreneurship• Support services• Technical know-how• Education• Cluster

Development

• Specialisations

• New Investment• Investor Information• Research• Global connections• New Markets

knowledge

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• Start ups• Diversification at the

edge of regionalspecialisations

• Site Selection• Investor Assistance

• Social Enterprise

Diversify

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Business Competitiveness & Jobs Growth

Value Add

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People and Place

Wine Food

Tourism

EducationHealth &

Allied Health Services

Professional Services Equine

Recreation and

Entertainment

Engineering Services

11

Why We Do It: Economy Structure & RDA Focus

Working with State & Federal government

Local economy –high number of lower skilled jobs, low competitivenessTraded economy

– high economicgrowth &competitiveness,lower number of jobsbut many skilledjobs – fuelled byspecialisations

National State Local

Investment attraction; infrastructure

Business Retention & expansion; labour force

Start Ups, business ecosystem

New investment & Jobs

Investor information

Behind the scenes - long term impacts

RDA will focus on growing the traded economy and transitioning business from the local economy to the traded economy. Growth in the traded economy will also drive job growth in the local economy.

Connectivity and collaboration between these roles will lead to more effective results – RDA provides that coordination.

Visible - short & medium term impacts

12

Why We Do It: Regional Competitive Analysis

Strategic Location* 60km to Adelaide, Port &Adelaide Airport* Direct highways to Sydney,Melbourne & Perth* 8 local airports for private &commercial aviation with growthpotential, Barossa helicopter park* Unique climate suitable forpremium viticulture.

Economics* $3.05 billion in Gross RegionalProduct* $548 million GRP from wineindustry* Population growth by 141% to2040.

PopulationTotal Population - 70,640

* Gawler - 22,618* Adelaide Plains - 8,750* Barossa - 24,256* Light - 15,016

Labour Force - 34,309.

Key Industries* Wine (viticulture, winemaking,supply/service)* Food (agriculture, horticulture,artisan food production, foodservice, restaurants)* Tourism* Education* Retail.

Emerging Industries

* Equine* Weddings & Events* Professional Services* Health, Wellness & CommunityServices* Art/Music/Design* Advanced Manufacturing &Technical Services.

Capabilities* Affordable land & housing* Strong business supportnetwork* Wide range of government &RDA services for investors* Skilled workforce* World famous regional Brand* Large on-going investments inwater, gas & transportinfrastructre.

13

Where we do:

RDA Barossa Gawler Light & Adelaide Plains

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Issue or Opportunity One of the ways to attract investments to Regional South Australia is through the business migration. Business Talent Visa subclass 132 is very popular among Chinese business people willing to relocate to Australia. The issue is that it is quite difficult for the migrants willing to do business with Australian partners, or export Australian products, to find relevant reliable partners among Australian businesses. RDA Barossa is collaborating with one of the largest Chinese Migration Agencies “Sky Immigration” and Australian government bringing other groups of business migrants for the Business Migration events, and is regularly introducing local businesses with trade and investment interests to the groups of 132 visa holders and potential business migrants. For this purpose, RDAB is organising local showcases, host migrants’ delegations, facilitate participation of local businesses in the relevant state events, and provide direct links connecting interested parties. Project Outcome Trade deals directly with local wineries, more Chinese business owners and new residents in the Region. Business migrants recognise the Barossa region and demonstrate interest to trade, invest and become residents. Migrants meet businesses in personal and develop partnerships. Impact Stronger regional economy regularly fuelled by ongoing export and investments. Prospers multicultural community.

2017 CASE STUDY

CONNECTING BUSINESS MIGRANTS WITH LOCAL OPPORTUNITIES

21

Issue or Opportunity China is Australia’s number one export market, our largest source of international students, our most valuable tourism market, a major source of foreign direct investment and our largest agricultural goods market. ChAFTA – China-Australia Free Trade Agreement allows export of more than 86 per cent of Australia’s goods exports to China duty free. Australian small producers have to build their export capabilities and become China ready. RDA Barossa is connecting market opportunities with relevant producers, and helps producers become export ready. China related activities included exhibitions and trade events, premium wine tastings, hosting government and industry delegations, participating in outbound and inbound business missions as theRegion`s ambassadors and industry advocates; educating businesses on export matters and product performance. Project Outcome Increased interest to export; export readiness; real deals with wineries signed up; producers redesign their products for export market; some understand that Chinese market is not their target, and focus on the domestic market. Impact The RDA Barossa region on the world map and regional products are sold within Asian markets.

2017 CASE STUDY

CHINA READY, CHINA CONNECTED

22

Issue or Opportunity South Korea is the third largest market for Australia but knowledge about it is quite limited. This is a hi-tech country, focused on a modern, highly effective ways of doing business. The Korean business culture is different from China and Japan but this makes Korea, to some extent, an easier export destination.

1. Educate businesses on North Asia – Japan, Republic of Korea and Taiwan:- Special workshop on South Korea hasted by Uni SA - March 2017

5(five) Barossa businesses (winery, cheese, small goods, wool, services) and RDABarossa participated in the workshop.

- North Asia information session and panel discussion for the Barossa and Clarebusinesses organised by RDA Barossa in July 2017. Session provided specificinformation on countries, markets, FTAs and government trade mission to NorthAsia in October 2017. 32 businesses registered for the session.

2. Promoting opportunities for collaboration with North Asia – Business Mission,Preparation sessions from DSD, video conferences with Australia Korea BusinessCouncil on agriculture, infrastructure and financial services.

3. RDA Barossa is supporting school exchange programs with Korea and Japan.

Project Outcome 1. Growing knowledge base about North Asia - markets, culture, economics.2. 5 (five) regional businesses participating in the North Asia Business Mission in

October 2017.3. 2 businesses gained an export permit to South Korea (small goods and wine).

Impact Diversified high value markets for our regional premium products and tourism established.

2017 CASE STUDY

NORTH ASIA TRADE ENGAGEMENT

23

Issue or Opportunity RDA Barossa supported local schools in organising Student Exchange with South Korea. The sister-state relationship between South Australia and Republic of Korea was formed in 1999, with Chungcheongnam-Do Province. RDA Barossa supported local public schools in introducing the opportunity and encouraging them to host a study group of South Korean kids. The main issue was lack of homestay families, the reason why during last two years schools rejected exchange programs with Japan which ran successfully before. RDA Barossa met with the International Education Department to clarify conditions and requirements to the homestay program, and launched an initiative “Open Barossa to the World” seeking for homestay families in the region. RDA Barossa used its networks and communication channels to encourage and source host families to participate. RDA Barossa received 12 expressions of interest to become homestay families for international exchange students. This homestay opportunity gave schools confidence that they will be able to find enough homestays for the upcoming groups. The decision to host a group of 13 Korean students was made.

Project Outcome As a result, starting from 25 July 2017 3 local schools – Angaston Primary and Nuriootpa Primary and Nuriootpa High -hosted a group of 13 Korean kids. Students stayed in the Barossa for 3 weeks, and their visit will follow a reciprocal visit in January 2018 funded by Korean government. It will be an opportunity for local students and teachers to visit South Korea in January 2018. Impact

• Established cultural connections with target trade markets underpinning exportopportunities.

• Local community educated about different cultures; developed cultural awareness

• International students to become new Barossa global ambassadors

• Expanded international education activities from hosting short term study groups to full-time paid international students studying in the Regional schools and colleges

2017 CASE STUDY

INTERNATIONAL AND CULTURE EXCHANGE TO UNDERPIN TRADE RELATIONSHIPS

24

Photography by Barossa Grape & Wine Association

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port

uni

ties

to

the

Chi

nese

inv

esto

rs

thro

ugh

all

dedi

cate

d au

thor

itie

s:

Inve

stm

ent

SA

, A

CB

C, L

GA

, Im

mig

rati

on

SA,

DSD

Int

erna

tion

al e

ngag

emen

t de

part

men

t.

Inve

stm

ent

Att

ract

ion

Act

ivit

ies

27

Issue or Opportunity The Investment Map addressed the issue of there being a lack of deep information about the Region concentrated in one source. There was no resource which provided data for all 4 Council areas in the same place. RDA Barossa developed the Barossa Region Investment Map which is a snapshot of the Region highlighting strengths and comparative advantages. It is a web-based GIS map showcasing existing and prospective investment opportunities as well as social, economic and geographical advantages of the region. It displays main industries and clusters, emerging opportunities, key infrastructure (utilities, roads, land) including social. For each displayed site, information with pictures and a weblink can be accessed (in the pop-up window). The layers are regularly updated and Mandarin translations have been done for selected areas. Project Outcome The Investment Map is a comprehensive tool used by people searching for information about the region and regional infrastructure, as well as our government partners working with the investors. Each layer group is capturing about 20,000 - 30,000 visits per year.

Impact Information support for the decision-making process for game changing projects. Allocation of investment proposals to this region.

2017 CASE STUDY

INVESTMENT MAP

28

Issue or Opportunity The investment attraction activity in South Australia is led by the Investment Attraction SA (IASA). What regions and regional opportunities are presented to potential investors by the IASA depends on how much information about the region is available and how well it is packaged for the investor. RDA Barossa developed products which help to communicate regional investment opportunities with the potential investors, and support Investment Attractions SA and other relevant departments with the detailed information: Barossa region Investment Map; Regional Investment prospectuses in English and Mandarin; Investment projects portfolio and presentations of targeted investment opportunities. Project Outcome RDA Barossa works closely with IASA, DSD, Austrade and regularly host investors` delegations coming to South Australia through Government channels. After genuine interest from the investors we continue working with them directly.

Impact Information support for the decision-making process for game changing projects.

2017 CASE STUDY

INVESTMENT ATTRACTION

29

Investm

en

tA

cti

on

Ou

tcom

es

Impact

0.5

FTE

Plu

s

Advic

e o

n p

lan

nin

g a

nd d

evelo

pm

en

t pro

cess;

iden

tify

policy i

mpacts

; gra

nt

fun

din

g a

dvic

e a

nd

applicati

on

assis

tan

ce.

Info

rmed a

nd c

on

fiden

t in

vestm

en

t decis

ion

s;

en

gagin

g p

rofe

ssio

nal

con

su

ltan

ts (

i.e.

B2B

refe

rral);

pro

ject

init

iati

on

.

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en

t gro

wth

su

pport

ing l

ocal bu

sin

ess,

incre

ased e

mplo

ym

en

t an

d e

xport

; str

uctu

ral

adju

stm

en

t to

glo

bal fo

rces t

o r

eta

in o

r gain

mark

et

sh

are

.

$1,0

00

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e s

ele

cti

on

; m

ark

et

inte

llig

en

ce;

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ing p

olicy;

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nt

pro

gra

m a

ssis

tan

ce.

Info

rmed a

nd c

on

fiden

t in

vestm

en

t decis

ion

s;

en

gagin

g p

rofe

ssio

nal

con

su

ltan

ts (

i.e.

B2B

refe

rral);

pro

ject

init

iati

on

or

bu

sin

ess c

ase

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pm

en

t.

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ete

d in

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en

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rism

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frastr

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re,

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cts

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d im

pro

ved v

isit

or

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en

ces t

o

matc

h m

ark

et

dem

an

d.

-

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e s

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cti

on

; zon

ing p

olicy r

equ

irem

en

ts;

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llig

en

ce o

n in

frastr

uctu

re a

ccess;

gra

nt

fun

din

g a

dvic

e; con

necti

on

s t

o G

overn

men

t

bu

sin

ess d

evelo

pm

en

t pro

gra

ms.

Pu

rch

ase o

f exis

tin

g b

usin

ess;

develo

pm

en

t of

a

new

bu

sin

ess;

investm

en

t in

an

exis

tin

g

bu

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ess;

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pm

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t of

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pro

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cts

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on

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wth

in

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ew

pro

du

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incre

asin

g d

em

an

d f

or

raw

pro

du

cts

su

pport

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the s

upply

ch

ain

. G

row

th i

n jobs a

nd s

upport

for

investm

en

t in

in

novati

on

.

-

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e s

ele

cti

on

; m

ark

et

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ce;

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olicy;

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pm

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t assessm

en

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cess;

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nt

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gra

m

assis

tan

ce;

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Sm

all b

usin

ess s

tart

up s

upport

th

rou

gh

to

majo

r pro

jects

bri

ngin

g s

ign

ific

an

t in

vestm

en

t

an

d p

rodu

ct

ch

oic

e.

Regio

nal com

peti

tion

for

aff

ord

able

goods a

nd

serv

ices;

jobs g

row

th;

regio

nal

investm

en

t;

regio

nal

div

ers

ific

ati

on

.

Pro

jects

& C

oll

abora

tion

Acti

vit

ies

Obje

cti

ve

Tim

efr

am

eStr

ate

gy/ A

gency

Govern

men

t G

ran

tsPro

mote

gra

nts

su

itable

for

bu

sin

ess a

nd c

om

mu

nit

y w

ith

in t

he R

DA

Baro

ssa R

egio

n; re

vie

w d

raft

applicati

on

s.

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ract

su

pport

fu

ndin

g w

ith

pro

fessio

nal applicati

on

s

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goin

gA

ustr

alian

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tate

An

d L

ocal G

overn

men

t

RD

A I

nvestm

en

t m

ap a

nd p

ort

folio o

f

investm

en

t opport

un

itie

s

Keep in

vestm

en

t m

ap a

nd p

ort

folio o

f opport

un

itie

s u

p t

o d

ate

.

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en

t in

tellig

en

ce for

key in

du

str

y t

ypes.

Accu

rate

in

vesto

r in

tellig

en

ce

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goin

gD

SD

, PIR

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, A

ustr

ade,

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rt

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k b

usin

ess t

o t

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ven

ts a

nd

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r n

etw

ork

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ts

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SA

, A

ustr

ade a

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rade S

tart

type o

pport

un

itie

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kin

g

bu

sin

ess a

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ven

ts t

hat

con

nects

in

vesto

rs a

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ark

ets

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ase E

xport

, Fore

ign

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en

t an

d b

uild T

rade l

inks

On

goin

gD

SD

, PIR

SA

, A

ustr

ade,

Tra

desta

rt

Pla

nn

ing a

nd D

evelo

pm

en

t A

ssis

tan

ce

Port

folio o

f in

form

ati

on

on

Pla

nn

ing a

nd D

evelo

pm

en

t S

yste

m in

Sou

th

Au

str

alia. A

dvic

e a

nd a

dvocacy f

or

sit

e s

pecific

develo

pm

en

t pro

posals

Tim

ely

an

d e

ffecti

ve p

lan

nin

g a

nd

develo

pm

en

t assessm

en

t

su

pport

ing s

ou

nd in

vestm

en

t

decis

ion

s

On

goin

gPla

nn

ing, D

evelo

pm

en

t an

d I

nfr

astr

uctu

re A

ct;

Cou

ncil D

evelo

pm

en

t Pla

ns/ D

PTI, C

ou

ncils o

f

Baro

ssa, Lig

ht,

Gaw

ler

an

d A

dela

ide P

lain

s

Cu

rren

t acti

vit

ies –

Investo

r A

ssis

tan

ce

30

Issue or Opportunity Existing businesses and investors outside the region seek information to help guide their investment decisions. Most often this includes finding suitable property or land to purchase, information on the planning and development system, land use policies, and regional socio-economic data for major industries or council areas. The challenge is locating information or finding expertise to assist in the assessment of investment opportunities. RDA Barossa coordinates investor information and provides preliminary advice to guide investors in the assessment of investment opportunities. The process includes working Invest SA or consultants working with overseas investors who don’t have local knowledge or local contacts to find out more detailed information. RDA’s Investment Map, Investment Prospectus and Economy ID platform are all important tools to perform this function. Investors look at many regions across Australia and to remain competitive in gaining investment and investor confidence, RDA Barossa prepares information to guide investors and follow up detailed queries with Real Estate agents, land use information with Council, or industry support through the State Government. Project Outcome The Primary benefit is facilitating more investment and helping investors choose our region for their project. When added to our suite of investment attraction material, this support drives investors to liaise with RDA Barossa regarding their project. This builds reputation and allows RDA Barossa to channel the right investment into the right location. It also allows RDA to improve investor information to cater for diverse areas of interest. One example is publishing a regional investment guide in Mandarin to meet the needs of Chinese investors. Impact The right investment in the right place can assist local businesses to grow, brings in new capital to the local economy and assists to build export relationships for local commodities. Collectively the South Australian economy and the local community benefit from the flow-on effects of that investment.

2017 CASE STUDY

INVESTMENT ASSISTANCE

ADELAIDE PLAINS

31

Investm

en

tA

cti

on

Ou

tcom

es

Impact

0.2

FTE

Govern

men

t in

vestm

en

t in

Bu

sin

ess

Develo

pm

en

t an

d C

apit

al In

vestm

en

t G

ran

ts:

Cellar

Door

Gra

nts

; A

dvan

ced M

an

ufa

ctu

rin

g;

Regio

nal D

evelo

pm

en

t G

ran

ts e

tc.

Pro

vid

e a

dvic

e,

regio

nal

inte

llig

en

ce a

nd r

evie

w

applicati

on

to m

eet

pro

gra

m g

uid

elin

es.

Pro

vid

e

lett

ers

of

su

pport

an

d lia

ise w

ith

Sta

te

Govern

men

t on

pote

nti

al

part

icip

an

ts.

En

gage B

2B

pro

gra

m a

nd o

ther

pro

fessio

nals

to

impro

ve t

he s

tan

dard

of

applicati

on

s.

Su

ccessfu

l applicati

on

s l

eadin

g t

o in

cre

ased

investm

en

t in

in

frastr

uctu

re a

nd im

pro

vem

en

ts i

n

pro

du

cts

, serv

ices o

f bu

sin

ess.

Gro

wth

in

em

plo

ym

en

t an

d f

low

on

econ

om

ic

acti

vit

ies f

or

su

pply

ch

ain

in

du

str

ies.

Incre

ase in

regio

nal

export

s;

impro

ved f

ood a

nd w

ine t

ou

rism

experi

en

ces f

or

vis

itors

Govern

men

t in

vestm

en

t in

Com

mu

nit

y G

ran

ts:

Pla

ces f

or

People

, O

pen

Space,

Recre

ati

on

Facilit

ies,

Pu

blic A

rt,

Even

ts e

tc.

Pro

vid

e a

dvic

e,

regio

nal

inte

llig

en

ce a

nd r

evie

w

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on

to m

eet

pro

gra

m g

uid

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es.

Pro

vid

e

lett

ers

of

su

pport

an

d lia

ise w

ith

Sta

te

Govern

men

t on

pote

nti

al

pro

jects

.

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gage B

2B

pro

gra

m a

nd o

ther

pro

fessio

nals

to

impro

ve t

he s

tan

dard

of

applicati

on

s.

Facilit

ate

applicati

on

s f

rom

mu

ltip

le p

art

ies

Su

ccessfu

l applicati

on

s a

cti

vati

ng local

govern

men

t in

vestm

en

t, e

ngagin

g c

om

mu

nit

y

socia

l capit

al an

d p

rivate

secto

r spon

sors

hip

an

d

investm

en

t

Impro

ved p

ublic s

paces a

nd f

acilit

ies s

upport

ing

the h

ealt

h a

nd w

ellbein

g o

f com

mu

nit

y a

nd

bu

sin

ess.

Pro

jects

& C

oll

abora

tion

Acti

vit

ies

Obje

cti

ve

Tim

efr

am

eStr

ate

gy/A

gency

Bu

sin

ess G

ran

tsW

ine In

du

str

y G

ran

ts; PIR

SA

Cellar

Door

Gra

nts

; R

egio

nal

Develo

pm

en

t Fu

nd;

Advan

ce M

an

ufa

ctu

rin

g; E

xport

Assis

tan

ce;

Agri

bu

sin

ess G

row

th P

rogra

m; E

ntr

epre

neu

rs P

rogra

mm

e; C

luste

r

Pro

gra

mm

es-

as e

xam

ple

s

Impro

ve in

tern

ati

on

al vis

itor

experi

en

ce a

nd e

xport

com

peti

tiven

ess, develo

pm

en

t of

new

pro

du

cts

an

d s

erv

ices, gro

w

jobs a

nd in

vestm

en

t

On

goin

gV

ari

ou

s

Com

mu

nit

y P

art

ners

hip

Gra

nts

-la

rge

Bu

ildin

g B

ett

er

Regio

ns G

ran

t –

Regio

nal C

ycle

Tou

rism

Netw

ork

Collabora

tion

to facilit

ate

sig

nific

an

t pu

blic a

nd b

usin

ess

investm

en

t

Ju

ne 2

018 –

Su

bm

issio

n

(TB

C)

Vari

ou

s

Com

mu

nit

y P

art

ners

hip

Gra

nts

-sm

all

Fu

nd m

y N

eig

hbou

rhood;

Cou

ncil C

om

mu

nit

y G

ran

ts –

as e

xam

ple

sS

upport

collabora

tion

s a

nd

investi

gati

on

s r

equ

ired t

o m

ake

su

bm

issio

n.

On

goin

gV

ari

ou

s

Cu

rren

t acti

vit

ies –

Govern

men

t Pro

gra

mm

es a

nd S

upport

ing B

usin

ess

32

The first project is focussed on a comparative advantage through capitalising on previous infrastructure investment and growing consumer interest in cycling to explore food and wine destinations. As a diversification strategy it provides opportunity for business to tap into a cross-regional tourism collaboration, and adds value to existing State Government investment in the Epicurean Way.

The second project has the potential to increase tourism trade and to increase competitiveness of local exports. The DPA has potential to support $12M in direct infrastructure investment and create 94 jobs.

Issue or Opportunity RDA Barossa works with its member councils and business to contribute to cross-regional opportunities that require collaboration and shared commitment to drive ‘game changer’ projects. This includes industry support and advocacy for significant commercial projects driven by the private sector.

Project Outcome Two examples demonstrate RDA Barossa’s role to assist regional investment and collaboration. The first example is the current Regional Cycle Tourism Project to link South Australia’s Clare, Barossa, and Adelaide Hills wine regions through cycling tourism networks. RDA Barossa supports the project through updating the Barossa Regional Cycle Tourism Strategy and developing an Inter-regional map showcasing the cycle tourism network.

A second example is assisting a developer funded Development Plan Amendment (DPA) for an expanding business operation. RDA Barossa provided data to inform the design and demand modelling for the project as well as advocate State Government Ministers to support the DPA process.

Impact

2017 CASE STUDY

PROJECT DEVELOPMENT & COLLABORATION

33

Michael Hall Wines & Riesling Freak - Cellar Door Grant

Photography by: Craig Grocke

Issue or Opportunity State and Australian Government grant programs are an opportunity for business and community to seek investment support to grow jobs. The challenge for a busy business operator is to stay abreast of programs and identify relevant opportunities. RDA helps promote the programs and connects a business with opportunities. Another challenge for many applicants is access to regional data to support a grant or having access to expertise to review an application for completeness. Here RDA also assists.

RDA Barossa is an agent for such support and finding the right grant opportunity for the project proposed. This may include liaising with grant program coordinators or facilitating collaboration between stakeholders for regional applications.

Recent support and success has assisted a number of organisations including the Mount Pleasant Men’s Shed, Michael Hall and Riesling Freak Wines, Dutschke Wines, Chateau Tanunda, Barossa Bushgardens and the Mt Lofty Ranges World Heritage Bid. Project Outcome Facilitating regional investment through grant programs assisting business to accelerate growth, capture new markets or provide community infrastructure and services that improve community wellbeing. Impact Stimulates further investment in jobs.

2017 CASE STUDY

GOVERNMENT GRANT PROGRAMS

34

Investm

en

t/R

esou

rces

Acti

on

Ou

tcom

es

Impact

0.5

FTE

Plu

s

Th

e R

DA

B2B

Pro

gra

m:

SM

E S

erv

ices

Pro

vis

ion

$30,0

00

An

RD

A s

taff

mem

ber

iden

tifies w

here

th

e

new

bu

sin

ess h

as o

pport

un

itie

s a

nd

barr

iers

, an

d w

ork

s o

ut,

how

best

to a

ssis

t

the b

usin

ess o

wn

er

wit

h o

ver

36 B

2B

pro

vid

ers

/ c

on

su

ltan

ts.

Su

bsid

ised r

efe

rral

pro

vid

es s

pecia

list

advic

e t

o S

ME

s i

n t

he

regio

n.

•139 in

div

idu

al

B2B

appoin

tmen

ts w

ith

bu

sin

esses i

n t

he r

egio

n.

•36 B

2B

S

erv

ice P

rovid

ers

en

gaged in

bu

sin

ess d

evelo

pm

en

t an

d m

ark

ets

gro

wth

.

Gro

wth

in

Pro

fessio

nal

Serv

ices S

ecto

r

Gro

wth

an

d J

obs C

reati

on

in

SM

Es

Su

ccessio

n P

lan

nin

g,

HR

Pla

nn

ing,

IT

Pro

tecti

on

, D

igit

al

Mark

eti

ng,

Fin

an

cia

l

Man

agem

en

t, E

xport

Gro

wth

expert

ise

impart

ed t

o b

usin

esses w

ith

rela

ted

bu

sin

ess c

om

peti

tiven

ess i

mpro

vem

en

ts.

$2000

B2B

Netw

ork

ing t

he n

etw

ork

, su

pport

ing

the N

etw

ork

B2B

Pro

vid

ers

Netw

ork

ing a

nd k

now

ledge

Sh

are

Impro

ved F

ram

ew

ork

for

B2B

;

Skills

develo

pm

en

t B

2B

Pro

vid

ers

36

Issue or Opportunity In our Region 92% of employment is within the small business sector. Strong small business performance supports large business and the economy in general. The B2B program coordinates regional professional services providers in the delivery of specialist business services to SMEs. RDA Barossa “front ends” the service delivery with business analysis and marketing support as well as supporting businesses with finding skilled staff.

Project Outcome For the financial year, the RDA B2B service providers, conducted 139 individual appointments with businesses in the region. This excellent business support assists new businesses and strengthens their platform for operating in a competitive business environment. Here are just two examples:

Fleur Social, a new concept business inspired by living in Vancouver, has employed 5 staff members in the community, supporting employment growth in our region since it opened.

A recent finalist in the Winnovation Awards (Elevating South Australia’s Innovative Woman), this is a new business which created an innovative story based App that teaches children to spell using story based learning.

2017 CASE STUDY

BUSINESS TO BUSINESS SUPPORT

37

Issue or Opportunity Artists within the Barossa, Gawler, Light & Adelaide Plains region struggle to connect with economically viable work & projects. There is a disconnect between artistic business and other forms of business practice. This said, many community and business leaders recognise the enormous potential of the arts as an economic driver: feeding cultural tourism, creative problem solving, and innovation. RDA has worked with both the business and the artistic communities to address this disconnect and bring the artistic community closer to the broader business community. In early 2017 RDA was approached to assist in finding art that would hang in a new building development. Through consultation with the RDA Arts & Cultural Facilitator, the business was able to secure the services of local Indigenous artist.

Project Outcome The business will commission approximately 40 new art works and the artist will gain a large scale commission that will sustain his practice, whilst the business will gain a series of unique pieces of high quality art that will improve their market differentiation, increase their connection to the cultural landscape, and develop their standing as tourism leaders within the Barossa region. Impact A demonstrable example of how the arts can successfully pair with local business to create a community that is rich, diverse, and economically vibrant. The creative vision of the Barossa Weintal, coupled with the expertise of RDA Barossa, created a sound economic opportunity for a local artist that in turn will have direct impact on the broader cultural landscape of the region.

2017 CASE STUDY

CONNECTING THE ARTS AND BUSINESS

Bush Kitchen, Scott Rathman 2017

38

Issue or Opportunity The Barossa’s world-renowned reputation as a wine and food destination is one of the key drivers of visitors to the region. Local, national, and international tourists come to visit the Barossa for its diverse offering and luxury experiences. This said, tourism data indicates that many visitors to the region are not aware of its cultural offerings. This is despite the Barossa, Gawler, Light & Adelaide Plains regions having a diverse and multifaceted arts community. This project aims to connect that arts community with a growing demand for cultural tourism that matches the wine and food industries. ‘Be a Designer for a Day’ connects local designers and cultural. The idea is simple: tourists wishing to engage in an ‘authentic’ or ‘makers’ experience will partner with a local designer for a unique behind the scenes look at the creative Barossa lifestyle. Barossan designers of all mediums have been invited to propose their own ideas for the project and to interpret the theme as suits their own practice. Ideas for activities may include, but are not limited to, behind the scenes tours or DIY workshops for beginners. Project Outcome This project has reached the end of the first phase: design & community consultation. The outcome of this has been a full feasibility study completed by the Barossa Future Leaders into how this project might be executed. RDA mentored the Barossa Future Leaders through this process, assisting them to develop an understanding of design-led thinking. The next outcome, due for completion in 2018, will be the roll out of a pilot program based on the recommendations of the Barossa Future Leaders program, RDA’s Arts & Cultural Facilitator, and broader stakeholders within the Barossa community. Impact Thus far, the learnings & benefits of the RDA intervention have been greater community and business awareness of arts and arts practice within the Barossa region. By pairing this project with leaders outside of the artistic community, RDA has begun an important conversation about the place of local artists within the cultural tourism industry. This outcome, which should not be underestimated, feeds the broader RDA objective of developing a diverse, resilient and creative community.

2017 CASE STUDY

BE A DESIGNER FOR A DAY


39

Investm

en

t/R

esou

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on

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tcom

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41

Issue or Opportunity Each year RDA stages a major event for businesses engaging globally recognised speakers to address one specific issue for Transforming Business. The theme for 2017 was “Smart Technology and how it can affect a business”. The conference included 10 speakersand 3 interactive workshops

Project Outcome The conference was very successful with 192 attendees, 22 sponsors, and RDA covered all the costs of the event with no allocated budget.

• RDA had positive feedback from attendees on the business content shared at the event• The event allows regional business owners to upskill their knowledge and work

smarter in their business• Excellent networking opportunities• Strengthens RDA Profile in the region and SA Community.

Impact The primary benefit was the transformative business content shared at this event and at each workshop, which is beneficial in driving our regional economy by making sure that SMEs and employees have the latest skills and business information to operate effectively and profitably.

The secondary benefits include long term sustainability of the regional business economy and employment. Provides an opportunity for a number of businesses to adopt new strategies and business models, to compete competively within the global business market.

RDA positions itself at the cutting edge of business competencies.

2017 CASE STUDY

TRANSFORMING BUSINESS

42

Issue or Opportunity In today’s ever-changing business environment, you sometimes need to take a break from your “work” to sharpen your skills. With our various RDA business breakfasts, workshops and conference, attendees leave with new ideas and business strategies that make them more effective and efficient in their business. These events are designed to give attendees an abundance of usable content on a variety of relevant business subjects so that they can keep up-to-date with the latest changes that are occurring within their industry. Networking is one of the best marketing tools and at all these events we give attendees time to network and build new business relationships. Most business owners prefer to do business with someone they know or have met rather than randomly search for a stranger to assist their business. Project Outcome In the financial year FY17 the RDA, in collaboration with the State Department, ATO and TafeSA have organised:

• 18 Training and Upskilling Regional Workshops & business events.• 12 Business Networking Breakfasts.• 1 Major Conference.

The business content shared at these events and workshops supports our regional economy by making sure that business owners and employees have the latest skills and business information to operate effectively and profitably in our region.

Impact Our business events introduce new ideas, new information, new technology to small businesses, the owners of which are often too busy to undertake formal professional development. They also present excellent networking opportunities and peer to peer support. These business events play an important role in promoting the RDA brand and role of RDA regionally. The RDA have strengthened their connection with regional business area.

2017 CASE STUDY

B2B EVENTS & WORKSHOPS

43

Issue or Opportunity The Barossa Wine region, is one of Australia’s iconic tourism destinations and attracts thousands of Chinese Tourists as well as opportunities for Cellar Doors to make thousands in sales of wine products to tourists. Feedback from several attendees at previous workshops, indicated a demand for Sales and Chinese Culture training, so RDA Barossa organised a workshop. The training workshop day ran from 9.00am to 3.30pm, and was split up with the morning session focused on sales training and the afternoon session on understanding the Chinese culture. The primary target market was “Cellar Door” employees in the regional wine area who required Sales Training and Chinese cultural understanding in their respective employment. Project Outcome We had an excellent turnout from attendees with a large workshop of 41 attendees on a Tuesday the 25th July 2017. Here is the positive feedback we received.

Michelle Gerber: GM of Chateau Tanunda. “Trevor, I had great feedback from my team on the Chinese Culture and sales course. Thank you so much for putting it together. They were really energised and eyes wider opened for going on the course.” Denise Hearl: Grant Burge Wines. “The whole workshop (Chinese &Sales Training) was very interesting. We need to have them more regularly”. Isabel Stevenage: Hermann’s Restaurant 1847 Wines. “It was all great and extremely helpful, (Chinese & Sales Training) but would like to do it again with all staff.” Louise Everett: Penfolds Cellar Door. “Enjoyed the storytelling, I think the workshop (Chinese & Sales Training) was spot on”

Impact The training included Sales Behavioural Training and Chinese Culture and how to engage correctly with the Chinese Consumer. The Workshop was succesful in upskilling regional employees engagment in these strategic areas. This provided employers with upskilled and trained frontline staff. The long-term impact would be seeing an increase in overall regional cellar door sales and an increase in Chinese visitation in the region as Chinese consumers are better engaged by staff trained about their culture and expectations.

2017 CASE STUDY

SALES & CHINESE CULTURAL WORKSHOP

44

Investm

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tA

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Cri

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kills

45

Issue or Opportunity In Australia’s most important wine region any job seeker with Regional knowledge and an understanding of wine will add more value to a business and therefore have an advantage in applying for work. RDA Barossa met with some of the top restaurants in the Barossa including Fino, Hentley Farm and Appellation to discuss their needs for training. This identified the need for staff who had skilled wine knowledge. The Barossa Wine School, an initiative of Barossa Grape and Wine Association, is a training program to increase participants understanding oflocal wine styles, history, viticulture and winemaking in the Barossa. RDA Barossa applied to the state government for funding to deliver the Barossa Wine School to job seekers.

Project Outcome The programme was oversubscribed, and all 16 places were filled. Out of 16 participants in the project we have so far tracked 7 into jobs and 5 that went on to further study in the industry. With RDA Barossa’s Career Service and our years of experience and knowledge we were able to provide a service that was designed to best suit the industry and employer requirements and grow this highly valued area of skill, and guide people into jobs.

Impact RDA leveraged it’s strong connections in the wine industry, to support business in training staff

to improve their knowledge and customer service skills. Knowledgeable, skilled staff improve business performance and support brand delivery through consistent messaging. The net outcome is more jobs.

46

Photography by: The Herald

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47

Issue or Opportunity Sue was unemployed, struggling financially and feeling frustrated. Sue had spent 15 years within the same industry and left as she was feeling burned out. Sue needed a change. She had undertaken Resources and Infrastructure training with the aim of working in the mining industry however without a targeted resume she was not getting any positive results. “… I'm just sending this now because … you are about the only shining light I've seen this year. I never ask for help I always get up and do things for myself but it's the 'wording presentation and precision' that’s needed these days in a cv/resume, not just to get a job but to get one in the mines that's needed. I don't have a computer, printer, or fax that's needed for this either, I know I should never rely on anyone but I actually have to with this … Thanks Stephen appreciate your time, and knowledge”

Project Outcome Stephen offered Sue the support and guidance she required but he also empowered her and in doing this Sue now has this knowledge to use for the remainder of her life. With the new resume and application letter Sue applied to all the companies that hire for the mining industry. She instantly secured interviews with two companies and subsequently gained employment within a very short time frame. “I could actually pick and choose who I wanted to work for, due to your words and professionalism at resumes. I really can't Thankyou enough, you were the only light left at the end of the tunnel for me, and you couldn't have shone any brighter.”

Impact With your encouragement getting this far as been do-able and will set me up for having more goes. Humungous Ta. -JillThank you again for all of the help you haveprovided me over the last few weeks. I havecertainly learned quite a bit about betterpresenting myself both in person and onpaper.-CherylI just wanted to let you know howappreciative I am, as I have since moved on togreater opportunities.-AndreeThank you for your help with the resume as Ido think it made a big difference knowing howto do eg the criteria.-PaulaThanks again for your help the other day - Ithink following your suggestions to put morepassion into my cover letter got me a spot onthe Wine Course!-Shelly

I would like to thank you for your assistance and guidance in getting a resume together. I found it very helpful and enjoyable and getting me to think about my strengths and work experiences. -MichaelI'm really happy with the Resume, great job!Since our last appointment, I have managedto secure some work-JohnI got a job! Starting today. Apparently, theysaw my resume and knew they had to haveme. I credit a lot of that success to our workon my resume, and your efforts in bringingout the best of me on paper. Thank you somuch for our sessions and our work togetheron making such a successful document! Iprobably would not have even been invitedaround for an interview if not for your help.-TrishaYour motivation and positivity has been reallyimportant today.-Anthony

2017 CASE STUDY

BAROSSA CAREER SERVICE

48

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Photography by Barossa Grape and Wine Association

Issue or Opportunity The wine industry is the region’s economic base accounting for some 40% of employment across the region. In 2008 RDA Barossa supported the wine industry in establishing a peak regional body to drive collaborate efforts for excellence and markets growth. The wine industry is performing well globally and recognises that continuing growth and development of its global profile requires a cohesive regional approach to brand proposition and delivery. Working with three peak bodies for Wine Food and Tourism, the Barossa Arts Council and the local governments of Barossa and Light, in 2015 RDA Barossa facilitated joint planning and policy development for the region including rate limiter analysis which identifies gaps and barriers to improved performance across the three sectors. This collaborative forum enabled the group to propose a joint submission to Country Cabinet on needs, particularly around planning reform for food producing and value adding an brand extension activities for deep understanding of brand value articulation. Project Outcome The Government of South Australia has made a special purpose grant available to the network, matched by local government, to facilitate prioritised activities, reducing the reliance on RDA resources and facilitating achievement in priority projects. Impact A cohesive voice for the common ground of wine food and tourism in the region and the beginnings of a cluster based approach to connected industries development.

2017 CASE STUDY

BAROSSA PARTNERSHIP

51

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52

Issue or Opportunity UNESCO World Heritage listing of the agricultural landscapes of the Mount Lofty Ranges is an opportunity to put South Australia on the world stage for the long-term benefit of South Australia’s food, wine and tourism industries. The pre-requsite for this is National listing in support of World Heritage listing. Both submissions required the formation of a larger inter-regional partnership to drive the project, including extensive consultation, research and financial administration. Regional Development Australia Barossa (RDAB) partnered with the project upon its inception and took a role on the Project Management Group and a role as an independent third party to manage project finances on behalf of six local government partners. RDA Barossa is also active in promoting the project to industry through hosting world heritage experts and associated events. Industry engagement is esential.

Project Outcome The project collaboration was aimed at progressing the National and World bid to reveal how South Australia’s globally significant colonisation system and its associated utopian views has shaped the contemporary landscape and community values including cultural diversity, agricultural entrepreneurship and resilience to the Australian climate. RDA Barossa continues to provide financial administration of the project and participation through the Project Management Committee. The project has successfully engaged research and documentation supporting the National bid process and RDA Barossa continues its role in supporting regional collaboration and industry consultation. RDA Barossa accepted consortium partners with a successful application to the Building Better Regions Fund of the Australian Government to develop a Digital Knowledge Hub. Impact Increase in Global tourism (and its economic value) to celebrate and support the financial performance of our farmers and tourism businesses, and ensure realistic premiums are achievable post character preservation framework being established. Support government in giving meaning to character preservation areas. The longer term benefit of the commitment to inter-regional collaborations over many years is fostering new partnerships so that industry opportunities can inter-link across regions and new knowledge and practice can be shared. This is key to innovation through regional and inter-regional clusters around World Heritage listing.

2017 CASE STUDY

MT LOFTY RANGES WORLD HERITAGE BID

53


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57

Issue or Opportunity The Regional Australia is challenged by aging infrastructure and structural change in industries that both challenge infrastructure provision. Understanding the capacity and limitations of regional infrastructure needs to be considered alongside changing demands from business and change in government policy. This position requires a regional approach to understanding the infrastructure required in the future, the impediments and priorities for infrastructure investment by government and the private sector. RDAB audits infrastructure provision and the changing demands of local industries. RDA Barossa advocates for strategic investment and facilitates or supports regional collaboration in the delivery or investment in new infrastructure. For local business to remain competitive and manage risks from limited access to electricity, water, telecommunications and road infrastructure, requires RDA Barossa to partner with Government, business and industry groups to plan for infrastructure provision and improve capability to use existing infrastructure and resources more effectively. Project Outcome The Barossa Region is experiencing a growing population and growth in exports in the food, wine and agriculture commodities. This growth can be sustained by improvement in road infrastructure, investment in water reuse schemes and expansion of telecommunications and local embedded energy systems. Impact The right infrastructure investment improves competitiveness and resilience to the impacts of climate change. It also attracts future investment which collectively supports jobs growth and economic prosperity.

2017 CASE STUDY

INFRASTRUCTURE

58


Issue or Opportunity The Barossa Region is a desirable cycling destination, attracting visitors drawn to its landscape, climate and cultural heritage mixed with a rich and authentic food and wine history. This comparative economic advantage is showcased each year with the Tour Down Under bringing thousands of cyclists and supporters into the region. It has been further bolstered the past decade by significant government investment in the regions shared path network and supporting infrastructure including a regional bike hub and bike hire. Overall, the investment in these activities is increasing the popularity of cycling as means to experience the region’s food and wine hospitality. What is needed is better tourist information and further improvement in cycling infrastructure to make the Barossa Region known as a cycling-ready destination. RDAB works with member Councils and Tourism Barossa to deliver the Barossa by Bike Map to communicate to visitors the opportunity to explore the region by bike. RDA Barossa also assists by providing intelligence on what cycle-minded tourists want in terms of infrastructure and experiences. Visitors to the Barossa are looking for healthy holiday experiences which also allows them to explore lesser known parts of the region. The Barossa by Bike brochure and regional maps highlight the opportunities including local bike hire and recommended cycle routes. Project Outcome The Barossa Region is experiencing growth in cycling from both dedicated cyclists and tourists who prefer to engage food and wine experiences by bike. Cycle tourism is a diversification strategy that assists the Barossa to remain a compelling tourism destination, and supports community health through providing active transport and leisure options. Impact A vision for Cycle Tourism in the Barossa Region is to provide outstanding cycling lifestyle experiences for the benefit of visitors and residents. The benefit is broadening the appeal of the Barossa as a cycle tourism destination to grow tourism spending by increasing the length of stay and repeat visitation.

2017 CASE STUDY

CYCLE ECONOMY

59


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60

Issue or Opportunity The issue is that when people consider the Barossa Region as a place to live, to set up a new business or a place to invest, they rarely get to understand what makes the Barossa a vibrant and prosperous rural community. Every place has its local distinctiveness and best kept secrets which can be hard to find for outsiders such as tourist, new residents and business investors. What was needed was an insight into the Barossa as a place to business, a place with a sense of community and a place to invest. RDA coordinated a project in partnership with Chris Sands, founder of Brands, People and Place, to curate stories about people, places and the extraordinary things locals do and why they choose to them in the Barossa region.

Project Outcome A series of visual podcasts was curated to understand the everyday life of Barossa people, the food, wine, local culture, and artisan trades which are often seen as extraordinary to people visiting from outside the region. This point of difference is what is captured and has appeal for visitors and investors. For samples of the stories go to www.extraordinaryeverydaybarossa.org The stories provided a broad suite of content for marketing and communications and complement’s RDA’s Investment Prospectus, the RDA Website and cooperative marketing with other agencies. The portrait photographic style also drew attention in the review of Barossa’s Place Branding Guidelines and supported a greater focus on story-telling by the wine and tourism industry. The project was a feature exhibition at the 2017 Barossa Vintage Festival and in 2016 won a National Economic Development Award for Marketing and Promotion from EDA Australia. Impact The key impact is the appeal the stories have for investors and the potential to use the stories to drive a conversation about local business and community culture. The stories also motivate

people to start a business that is an extension of their hobbies, interests and expertise.

2017 CASE STUDY

EXTRAORDINARY EVERYDAY BAROSSA

61


http://www.extraordinaryeverydaybarossa.org/

Accountability

Note 2017 2016( $ ) ( $ )

IncomeFunding - RDA Barossa 2 1,184,642 1,510,681 Bank Interest 5,433 10,526 Sundry Income 3 140,975 179,212

Total Income 1,331,051 1,700,419

ExpensesEmployment Expenses 4 866,504 808,683 Depreciation 11,738 9,507 Projects 254,093 606,158 Rent & Outgoings 47,001 47,471 Other Operational Expenses 5 160,550 145,869

Total Expenses 1,339,885 1,617,689

Net Surplus / (Deficit) (8,834) 82,731

Regional Development Australia Barossa Inc.

Profit & Loss Statement


2016 – 2017 Financial Statements

63

Note 2017 2016

CURRENT ASSETS ( $ ) ( $ )

Cash & Cash Equivalents 6 671,804 721,546 Trade & Other Receivables 311,008 552,587

TOTAL CURRENT ASSETS 982,812 1,274,133

NON CURRENT ASSETS

Plant & Equipment @ WDV 7 19,705 20,868

TOTAL NON CURRENT ASSETS 19,705 20,868

TOTAL ASSETS 1,002,517 1,295,001

CURRENT LIABILITIES

Trade & Other Payables 8 437,032 678,628

TOTAL CURRENT LIABILITIES 437,032 678,628

NON CURRENT LIABILITIES

Provision for Long Service Leave 33,826 40,010

TOTAL NON CURRENT LIABILITIES 33,826 40,010

TOTAL LIABILITIES 470,858 718,638

NET ASSETS 531,659 576,362

MEMBERS FUNDS

Retained Surplus 540,493 493,631 Current Surplus / (Deficit) (8,834) 82,731

TOTAL MEMBERS FUNDS 531,659 576,362

as at 30 June 2017

Statement of Financial Position


64

Note 2017 2016( $ ) ( $ )

Cash Flows from Operating ActivitiesFunding & Other receipts 1,657,981 1,361,060 Payments to suppliers and employees (1,697,149) (1,763,025) Net cash provided by / (used in) operating activities (39,168) (401,965)

Cash Flows from Investing ActivitiesPayments for Plant & Equipment (10,575) (8,759) Net cash provided by / (used in) plant & equipment (10,575) (8,759)

Cash Flows from Financing ActivitiesProceeds from Borrowings - - Repayment of Borrowings - - Net cash provided by / (used in) financing activities - -

Net increase / (decrease) in cash held (49,742) (410,724) Cash and cash equivalents at beginning of financial year 721,546 1,132,270 Cash and cash equivalents at end of financial year 671,804 721,546

The accompanying notes form part of these financial statements.


Statement of Cash Flows


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Who We Are

RDA Board Members

Ivan Venning - Chairman

Born in Crystal Brook, Ivan Venning is a 4th generation farmer who finished his formal education at Prince Alfred College. Ivan was elected to State Parliament in 1990 and served as Shadow Minister, Party Whip, Chairman – Environmental Resources & Development Committee and on the State Public Works Committee until his retirement in 2014. Prior to his election he was involved with Local Government for District Council of Crystal Brook - Redhill, the Agriculture Bureau, Advisory Board of Agriculture, Rural Advisory Council, State Board of the RSL and served for two years National Service. In 2015 Ivan was elected as President of the SA Parliamentary Wine Club and Captain of the SA Parliamentary Bowling Club.

Alex Zimmermann – Deputy Chairman

Alex Zimmermann is a member of the South Australian Police Force and is currently the Officer in Charge of the State Community Engagement Section. Immediately prior to this, Alex served as the Local Recovery Coordinator for the communities devastated by the Pinery Fire in November 2015 and before that, he was the Local Service Area Commander for the Barossa region. Alex is the Chairman of the Police Credit Union Board, and also Workskil (an employment services provider). He has successfully completed the SA Governor’s Leadership Foundation program conducted by the Leaders Institute of SA (Fellow status), which has provided him with a strategic overview of the issues facing the South Australian and broader Australian community into the future. Alex holds a Graduate Certificate in Business Administration and is a Fellow of the Australian Institute of Company Directors. As the Barossa Local Area Service Commander and Local Recovery Coordinator, Alex has extensive experience of working in partnership with local stakeholders including local government organisations, service organisations and community groups. Alex was also a member of the Marion City Council for eight years.

Rolf Binder

Rolf Binder is an iconic name from the Barossa Valley, known amongst true wine collectors and connoisseurs as a producer of rich Shiraz of cult status. With his sister Christa, Rolf has built up Rolf Binder Wines through consistently high standards and uncompromising wine quality. Rolf is a keen supporter of the Arts having housed a number of exhibitions, SALA events and live music events including a series of recorded concerts for ABC Classic FM at the winery. Rolf is a strong believer in place and people, and in the value of the Barossa region and its future generations.

67

Tony Clark

For over thirty years, Tony has been involved in the operational and general management of large fast moving consumer goods manufacturing, from plastics to the growing, processing and packaging of food, to the making of concrete roof tiles. He is highly experienced in business change, restructuring and strategic planning. Tony has worked worldwide exporting Australian product and know how. His company COCO consults to family business and another, PPM, develops digital media software systems. Tony is a former Chair of the State Horticulture Board, member of the Premiers Food Council, Certified Practicing Manager and Graduate of the Australian Institute of Company Directors.

Victoria McClurg

Victoria McClurg is the head cheesemaker and owner of Barossa Valley Cheese Company in Angaston. A national and international award winning producer of artisan cheese, Victoria is committed to the integrity of the Barossa Valley and its primary producers.

Andrew Morphett

Andrew Morphett is an experienced businessman in Financial Services and Hospitality Management. Andrew is also a grazier and current co-owner of Anlaby Station, the Australian mainlands oldest continuously operating Merino stud.

Sarah Goldfinch

Sarah Goldfinch moved to the Barossa Valley 3 years ago to manage the Novotel Barossa Valley Resort. Sarah has extensive hotel management experience contributing 17 years within the International Hotel Industry. Sarah studied a Hotel Management degree at the Blue Mountains Hotel Management School, upon completing her studies travelled considerably thorough out Europe & Asia while working with Starwood Hotels in London. During her tenure Sarah has achieved Accor Pacific Award for Planet 21 Property of the Year in 2013 for Sustainable Development practices around Health & Wellbeing, Local Contribution, Energy & Climate, Natural Resources, Innovation, Corporate Social Responsibility & Governance. Sarah aims to maintain her passion for Tourism and Hospitality as a board member.

Annabel Mugford

Having worked in the wine and food industries for more than 25 years, you could say that wine and food are in Annabel’s blood. Annabel currently works at the Barossa Grape and Wine Association partnering with wine producers promoting the Barossa region to the world, including managing the Barossa Wine School and the Barossa Wine Chapters Auction 2015. Annabel has previously worked at Wine Australia, PIRSA, Adelaide Hills Regional Development and a number of wine companies, always looking for ways of creating value and “wow” experiences for consumers and helping producers to deliver these. She studied Wine Marketing at Roseworthy Agricultural College in the 1980’s and then completed an MBA, majoring in strategic

68

marketing, graduating in 2000. In the quest of continuously building on my knowledge of wines from around the world I have completed the Wine Spirit Education Trust Level 3 Certificate in 2014.

Lynette Seccafien

Lyn has a significant background in community and sporting organisations on a volunteer level, having served on many of the local committees. Lyn grew up in the district and has been involved in a voluntary capacity with community and sporting groups for over 30 years. Her role as governing chairperson of the Two Wells Kindergarten in the late 1990’s oversaw the development and construction of the Two Wells Community Childrens Centre. Currently Community Development Officer in Local Government, Lyn is passionate about collaborative approaches to community and economic development, advancement and achievements.

Brian Carr Brian has held the position of CEO at the councils of Wakefield Plains, City of Elizabeth, City of Tea Tree Gully and Liverpool City Council, NSW, before taking up his current position of CEO at Light Regional Council. During 2003 - 2007, Brian had been providing consulting services to the public and privatesectors within South Australia. A fellow of Local Government Manager’sAustralia and an inaugural chair of the CEO network LGMA. He has beenrecognised and appointed a Business Ambassador for the State of SouthAustralia.

Martin McCarthy

Martin was appointed as the CEO of The Barossa Council in 2012 and brings a wealth of experience in state and local government in finance, economics and business management at senior management level.

Henry Inat

Henry was appointed Chief Executive Officer of the Town of Gawler in early 2013. Prior to this he worked as General Manager at the City of Charles Sturt. Over his 20 year career he has worked at seven Councils and two State Government agencies, including Planning SA and the Department of Treasury and Finance. Henry holds post Graduate Qualifications in Business Management and Regional Planning and a BA in Town Planning.

Adelaide Plains Council (to be formalised in 2017)

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RDA Barossa has a staff of 7 Full Time (including trainees) and 5 part time staff. Along with 1 specialist contractor for China specific business.

Anne Moroney

Chief Executive Officer

With a background in commercial law and relevant studies in Law, Economics, Economic Development, Mediation, Accountancy and Governance, Anne is responsible for organisational performance and working with the Board to develop and implement regional strategic vision. Anne has lead responsibility for Good Governance agenda in the region and overall responsibility for delivery of programs and projects. Anne liaises with the three levels of government and regional industry. Her goal is to influence sustainable, design led growth and adaptive industries.

Suzanne Merry

Executive Assistant/Finance

Sue brings to the role extensive Administration experience having worked closely with Chairs, CEOs and Managers. Sue possesses financial management and project management skills including contract and scholarship management and event organisation.

Sue welcomes the opportunity to work within the regional community to assist and enhance its future development and well-being of its residents. Sue’s qualifications include an Advanced Diploma in Accounting and Corporate Governance.

Elena Shchepina

Investment Attraction and Export

Elena has extensive experience in Economic Development and Investment attraction in Russia. Her specific interests are Start-ups, Entrepreneurship, Industry Clusters and Investment attraction.

Elena’s qualifications include medicine, business and consultancy.

Craig Grocke

Place, Planning and Infrastructure

With a background in urban and regional planning, tourism development and urban design, Craig is responsible for RDA’s role in Spatial Planning (including tourism trails and freight movements) and Place. Craig has had a career in Local & State Government working for the Dept of Planning and Local Government, the SA Tourism Commission, the Dept of Conservation and Land Management in WA and Dunedin Council in New Zealand. Craig’s qualifications include: B.A. Planning, Grad. Dip. Recreation Planning and Management; M. Appl. Sci. in Parks, Tourism and Recreation Management. Craig is a Fellow of the Institute of Place Management.

RDA Staff Members

70

Trevor Taylor

Business Growth & Strategy

Trevor has a wealth of business experience, having held a number of positions in his career such as Chairman of Australia Marketing Institute(AMI) in South Australia, Marketing Manager Gaming at Adelaide Casino, State Sales Manager of Sony, Business and Marketing Consultant, Senior Steward of Thoroughbred Horseracing and recently Business Manager, Telstra Business Centre North; assisting Telstra with the recent launch of NBN in Port Augusta, working closely with the RDA Far North on benefits of NBN. He managed the Telstra Business Centre North B2B and Telesales Team and did a lot of sales training, which resulted in record sales been achieved.

Charlotte Williams (until August 2017)

Industry Networks

Charlotte brings to the team knowledge and experience in urban and regional land use planning, and strategic projects at both state and local government levels, in both South Australia and Victoria. Her role at RDAB is to work with business and industry to identify and design skills training for current and future job demand. Charlotte also coordinates regional networks, including Young People in Ag, Industry Leaders Group and B2B Providers.

She holds a Bachelor of Business (Tourism Management) and a Graduate Diploma in Social Science (Environment and Planning).

Stephen Birch (until July 2017)

Career Coach

Steve brings a positive, enthusiastic and passionate approach to helping people succeed. He has had a diversified administrative career within the Manufacturing, Tertiary and Local Government sectors, where he has undertaken a variety of roles including: Career Planning, Human Resources Management, Internal Quality Auditing, Rehabilitation and Payroll/Remuneration.

Steve’s qualifications include; Diploma of Human Resources Management, Certificate IV in Career Development, Certificate IV in Business and the Vocational Graduate Certificate in Career Development.

Meagan Stapleton

Jobs & Skills Project Officer

Meagan undertook a traineeship with RDA Barossa working closely with the workforce projects and DSD programs. This experience has given her the skills to step up into this new role working to design and deliver skills training programs with jobs outcomes.

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Leah Blankendaal (commenced October 2016)

Arts & Cultural Facilitator

Leah joined RDA in 2016 as the newly appointed Arts and Cultural Facilitator, in partnership with Country Arts SA. She comes with experience as a performing musician, composer, broadcaster, and teacher. Leah’s experience as a practicing musician has included winning one of three major commissions at the 2016 Sound stream Emerging Composers’ Forum. In 2017 she will represent the Australian delegation in the Classical: Next Fellows Program in Rotterdam.

Caroline McInnes

Administration

In 2014-15 RDA Barossa was able to offer a return to work placement for Caroline McInnes. Caroline has made a wonderful contribution to the team in administration support for economic development projects including coordinating an extensive survey of local business to identify investment and jobs opportunity. Caroline has stayed on in a part time role providing scheduling and administration services.

Daniel Bailey

IT Guy and Projects

Daniel’s skills are applied to investor and business information, mapping investment in the region and supporting new businesses with online presence. He also supports RDA Administration with IT services including website updates.

RDAB took advantage of a Regions SA and LGA (SA) program for subsidised traineeships and is supporting two trainees in jobs ready skills and experience:

Chelsea Broadhurst (until January 2017)

Admin Trainee

Chelsea undertakes general administration duties and desktop publishing and worked 0.5 with the Barossa Career Service and 0.5 in business support projects.

Chloe Heslop (Commenced March 2017)

Admin Trainee

Chloe is undergoing a traineeship with RDA Barossa. On completion she will receive a Certificate III in Business Administration.

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Org

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Whats Coming

STRONG, CONFIDENT AND VIBRANT REGIONS

A NEW CHARTER FOR REGIONAL DEVELOPMENT AUSTRALIA

Regional Development Australia (RDA) is a national network of Committees made up of local leaders who work with all levels of government, business and community groups to support the economic development of their regions.

RDA Committees have an active and facilitative role in their communities and a clear focus on growing strong and confident regional economies that harness their competitive advantages, seize on economic opportunity and attract investment.

Working in close partnership with fellow RDA Committees, all levels of government, and the private sector, RDA Committees will:

1. Collaborate with relevant stakeholders to identify economic opportunities and leverageprivate and public sector investment to the regions;

2. Connect regional businesses, councils and industry sectors with international trade partners,financial markets and potential investors;

3. Promote and disseminate information on Australian Government policies and grantprograms to state and local governments and industry, business and community sectors;

4. Support community stakeholders to develop project proposals to access funding;

5. Develop and maintain positive working relationships with the local government bodies intheir regions;

6. Facilitate public and private sector decentralisation;

7. Assist in the delivery of Australian Government programs, where relevant and whererequested by the Minister;

8. Engage with regional entrepreneurs and emerging business leaders to explore newopportunities to grow local jobs in their regions;

9. Provide information on their region's activities and competitive advantages to all levels ofgovernment, industry, business and community sectors; and

10. Provide evidence-based advice to the Australian Government on critical regionaldevelopment issues positively and negatively affecting their regions.

Senator the Hon Fiona Nash Minister for Regional Development

August 2017

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