11-04 November 2019 Confidential Council Meeting Agenda

Mount Barker District Council – Monday 4 November 2019 ORDER OF BUSINESS

1. COUNCIL OPENING- Expression of Faith - Acknowledgement of Land - Apologies or Leave of Absence

2. QUESTIONS FROM THE GALLERY ............................................................................ 7

3. CONFIRMATION OF MINUTES ................................................................................. 7

3.1 8 October 2019 ........................................................................................... 7

3.2 14 October 2019 ......................................................................................... 7

4. CONFLICT OF INTEREST DECLARATION ................................................................... 7

5. DEPUTATIONS ...................................................................................................... 7

6. QUESTIONS WITH NOTICE ..................................................................................... 8

6.1 Dunn Memorial – Councillor Orr ................................................................... 8

6.2 5G Telecommunications – Councillor Leach ................................................ 10

6.3 5G Telecommunications – Councillor Grosser .............................................. 12

7. QUESTIONS WITHOUT NOTICE ............................................................................. 13

8. MOTIONS ON NOTICE .......................................................................................... 14

8.1 Climate Emergency Declaration – Councillor Grosser ................................... 14

9. MOTIONS WITHOUT NOTICE ................................................................................ 16

10. PETITIONS ......................................................................................................... 16

11. RECOMMENDATIONS FROM ADVISORY COMMITTEES.............................................. 17

11.1 Audit & Risk Committee Meeting – 17 October 2019 ..................................... 17

11.2 Community Grants Assessment Committee Meeting – 23 October 2019 ......... 55

12. REPORTS ........................................................................................................... 72

12.1. Draft Council Annual Report 2018/19 .......................................................... 72 To present the draft Council Annual Report 2018/19 for adoption

12.2. Statutory Financial Statements for the year ending 30 June 2019 ................ 75 To present to the Council the Audited Financial Statements for the year ending 30 June 2019.

12.3. Budget Review as at 30 September 2019 ..................................................... 79 To provide the Council with information on the actual results compared to the budget figures for the financial year ending 30 June 2020 as at 30 September 2019.

12.4. Appointment of Deputy Mayor Effective From 1 December 2019– 30 November

2020 ........................................................................................................ 92 To appoint a Deputy Mayor for the period 1 December 2019 – 30 November 2020.

12.5. Nomination Opportunity for the National Growth Areas Alliance Strategic

Advisory Committee ................................................................................. 97 To provide the opportunity for Council to nominate 1 person for a position on the National Growth Areas Alliance Strategic Advisory Committee

12.6. Proposed Sale of Council Owned Land at Hartley ...................................... 129 To seek approval to dispose of the property known as Section 297 Hundred of Freeling.

12.7. Undergrounding of Powerlines - Littlehampton ....................................... 133 To seek Council authority to accept a SA Power Networks “Power Line Environment Committee (PLEC) Project Old Princes Highway, Littlehampton” offer to undertake works (see attachment), a jointly funded project to underground the overhead power lines along Old Princes Highway, Littlehampton from Coppins Road to Darnley Street due to commence late 2019.

12.8. Proposed Roundabout at Springs Road/Heysen Boulevard, Mount Barker . 144 To seek authority to advise Lanser Communities that council is prepared to fund 50% of the cost of a roundabout at the junction of Springs Road and Heysen Boulevard, Mount Barker subject to a number of requirements being satisfied; and delegate authority to the Chief Executive Officer or nominee to formalise arrangements with Lanser Communities in an agreement, subject to the council requirements being met.

12.9. Aclare Mine Rd (extension) - Unmade Road Closure – St Ives ...................... 156 To seek Council approval to close the full section of unmade road that runs through property PCE 1004+1005 SEC 2001 SP 59370 CT 5873/644 marked “A” on the Preliminary Plan (PP 19/0023) provided in Attachment 2, exclude from Community land and sell to the adjoining owners, Barry & Lorraine Aubert.

12.10. Portion of Unmade Road Closure and Disposal – Adjoining Woodside Road

Nairne ................................................................................................... 161 To seek Council approval to close a portion of unmade road adjoining Lot 11 CP 40811 CT 6194/110 marked “A” on the Preliminary Plan (PP 19/0021) provided in Attachment 2, exclude from Community land and sell to the adjoining property owners, Rob Ephgrave & Stacey Lock (“Ephgrave & Lock”)

12.11. Road Renaming / Traffic Management Matters .......................................... 167 To seek Council approval to consider renaming portion of Martin Road and implementation of traffic management measures on Sims Road & Kidman Road

12.12. Response to Local Government Reform Proposals ..................................... 175

To provide the opportunity for Council to give feedback on the State Government discussion paper ‘Reforming Local Government in South Australia’

12.13. Revised Complaints Handling Procedure under Council Members’ Code of

Conduct ................................................................................................. 188 To provide a revised procedure for any complaints related to the Code of Conduct for Council Members

12.14. Annual Review of Confidential Reports – Released Reports and Reviewed

Reports .................................................................................................. 197 To provide Council with a summary of reports for which the confidentiality order has been reviewed, and to summarise reports which have been released to the public (in full or in part) since the last review in October 2018

12.15. Draft Callington Township Plan (for Consultation) .................................... 208 To provide Council Members with a draft of the Callington Township Plan and to seek authorisation to commence a 4 week period of public and stakeholder consultation on the draft plan.

12.16. Kanmantoo Copper Mine DPA Request to commence Consultation ............. 215 To seek approval for the Kanmantoo Copper Mine Development Plan Amendment to commence public and agency consultation

12.17. Draft Climate Change Action Plan ............................................................ 241 To present a Climate Change Action Plan (CCAP) for endorsement of Council

12.18. Ward Donations ...................................................................................... 248 To allocate ward donation funds to individuals or organisations.

13. INFORMATION REPORTS ................................................................................... 252 13.1. Adelaide Hills Region Waste Management Authority Annual Report ............ 252

To provide the Adelaide Hills Region Waste Management Authority (AHRWMA) Annual Report 2018/19.

13.2. Southern & Hills Local Government Association Annual Report 2018/19 ...... 306

To provide the Southern & Hills Local Government Association (SHLGA) Annual Report 2018/19 which will be incorporated into Council’s Annual Report.

13.3. Regional Hub: Precinct Expression of Interest ........................................... 341

To update members on the process for considering an Expression of Interest process(es) for the Regional Hub.

14. QUARTERLY REPORTS ...................................................................................... 347

14.1. Quarterly Report 1 – Capital Works Program 2019/20 ................................ 347

To provide an update on the approved 2019/20 Capital Works Program at the end of Quarter 1.

14.2. Quarterly Report on Wastewater Operations ............................................ 352 To provide a high level overview of the operational aspects of Council’s wastewater and recycled water service in the first quarter, in particular detailing performance trends, regulatory compliance, key challenges and proposed actions.

15. MAYOR’S REPORT ............................................................................................. 358

16. MEMBERS’ REPORTS ........................................................................................ 358

17. QUESTIONS ARISING FROM COUNCIL MEETING ................................................... 358

18. CONFIDENTIAL REPORTS .................................................................................. 359

18.1 Contract Negotiations Kerbside Waste ..................................................... 359

1. COUNCIL OPENING

EXPRESSION OF FAITH

ACKNOWLEDGEMENT OF LAND APOLOGIES OR LEAVE OF ABSENCE

1.1 Leave of Absence

1.2 Apologies

2. QUESTIONS FROM THE GALLERY (15 MINUTES)

3. CONFIRMATION OF MINUTES

3.1 Recommendation

That the minutes of the meeting held on 8 October 2019 as circulated to members be confirmed as a true and accurate record of proceedings.

3.2 Recommendation

That the minutes of the special meeting held on 14 October 2019 as circulated to members be confirmed as a true and accurate record of proceedings.

4. CONFLICT OF INTEREST DECLARATION

Council Members are reminded of the requirements for disclosure by Members of material, actual or perceived conflicts of interest in relation to items listed for consideration on the agenda.

5. DEPUTATIONS

Mount Barker District Council 7

Council Agenda 4 November 2019

6. QUESTIONS WITH NOTICE 6.1 TITLE: DUNN MEMORIAL DATE: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/133423

Background- Provided by Councillor Orr I understand that Council has had discussions over the years with the Mt Barker Branch of the National Trust regarding the Dunn Crypt/Memorial at the Mt Barker Cemetery.

Councillor Bradley Orr 22 October 2019

Questions asked by Councillor Orr:

Can Council please have a brief report from staff on the nature of those discussions, any proposed improvements or restoration works, any maintenance and improvement works that Council has already implemented and the plans for the future in partnership with the National Trust.

Officer Response: Council staff have been liaising for several years with the National Trust of SA (Mt Barker Branch) regarding the Dunn Crypt and its restoration. The issues have been defining the scope of the restoration and funding the costs of desired restoration. The current Committee of the National Trust of SA (Mt Barker Branch) working with Council staff have redefined and agreed a new project scope. The Branch have now internally reached agreement that a project initiative that is focussed on preserving Mount Barker history and establishing a pioneer trail with Dunn as the centrepiece would be desirable. The project initiative could include:

Sealing of the crypt (a visual depiction of the contents is not being contemplated);

Cleaning of the obelisk and other realistic restoration work (eg restoring the iron railings);

Installation of an information board;

Installation of seating towards the summit;

Clearing of other pioneer graves and a historical pathway established;

Drainage work to ensure that further damage to pioneer graves doesn’t occur.

The Branch understand that this project would need to be designed, costed and a funding strategy established. Council has an obligation to maintain the Mount Barker cemetery in good condition and provide services to encourage visitors to attend eg mowing, toilet cleaning, path maintenance, etc and there is an operational budget in place to this end. Ongoing maintenance and minor improvements to the cemetery paths, roadways and drainage have, and will be, undertaken within the existing cemetery operational budget. As Council does not own individual plots, including the Dunn crypt, funding requests through Council’s budget have consistently been unsuccessful due to a lack of any co-funding arrangements. The Dunn family have not shown significant interest in part funding the restoration of the crypt and the National Trust of SA (Mt Barker Branch) have not been in a financial position to significantly contribute to the costs of a restoration or preservation project either. Council staff are continuing discussions with the National Trust of SA (Mt Barker Branch) to determine means for seeking sponsorship, grants and/or other opportunities to co-fund the preservation of the Dunn memorial. Greg Parker General Manager Community Services

6.2 TITLE: 5G TELECOMMUNICATIONS NETWORK DATE: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/134730

Questions asked by Councillor Leach:

1. Does Council have the capacity or can they obtain the capacity to ban 5G cell transmission devices in the Council area?

2. Does Council have or intend to obtain information about the safety or

dangers of 5G non ionising radiation?

3. Can Councillors be held personally liable for damages to individuals who are suffer harm from 5G radiation?

Councillor David Leach

22 October 2019

Officer Response: 1. Does Council have the capacity or can they obtain the capacity to ban 5G cell

transmission devices in the Council area?

The short answer is, it is unlikely. The roll out and installation of 5G telecommunication facilities including macro and small cell transmission mobile base stations and devices fall under the Federal – Telecommunications Act 1997 and regulated by the Australian Communication and Media Authority (ACMA). Macro cell facilities are large visually imposing towers often located upon elevated locations around the Adelaide Hills. These “high impact” telecommunication facilities are subject to a development approval like any other development such as a building or change in land use, and must be assessed on its merits against relevant provisions of development control contained within council’s Development Plan by the relevant state or local government authority. However, more recently and in respect to 5G technology, telecommunication companies are now opting for what are defined under the Telecommunications Act 1997 as “low impact” small cell facilities. These facilities are small cell devices placed on structures within the public domain such as power and light poles, buildings and miscellaneous fixtures with proximity to a power source including but not limited to street and public signage, bus shelters and information kiosks. Importantly, these “low impact” cell facilities do not require local or state government authorisation or approvals. Under the requirements of the Telecommunications Act 1997, a telecommunications carrier only needs to issue a Land Access and Activity Notice (LAAN) to local council with no obligation in the Act or related

Telecommunication Code of Practice 2018 compelling the carrier to enter into a written agreement with the owner of the structure earmarked to house the small cell device. Council does however have the ability to lodge an objection to the Telecommunications Ombudsman (TIO) against an LAAN who will review the notice against both the Act and Code of Practice to ensure the carrier is acting within the bounds of the applicable legislative framework and codes of practice. 2. Does Council have or intend to obtain information about the safety or

dangers of 5G non ionising radiation? Mobile phone networks including 5G and other wireless telecommunications sources emit low-level radiofrequency (RF) electromagnetic energy (EME). Safety standards relating to RF EME’s are set by “The Australian Radiation Protection and Nuclear Safety Agency” (ARPANSA). This agency is the independent regulator and primary federal government authority providing advice on radiation protection and nuclear safety led by globally recognised subject experts. According to ARPANSA radiation limits for telecommunication are set well below levels known to cause harm. The operating frequencies of the incoming 5G network are included in these limits and remain well within the non-ionising frequency range below that of the ultraviolet light frequency which is the scientifically accepted threshold between safe non- ionising and harmful ionising radiation frequencies.

The operating frequency limits established for the 5G network in Australia according to ARPANSA, and that of international organisations such as the World Health Organisation (WHO) and the International Commission on Non-Ionising Radiation (ICNIRP) are considered safe.

In short, there is currently no established scientific evidence to support any adverse short term or long term health effects to people or the environment from electromagnetic radio waves at the frequency and power used by 5G networks.

3. Can Councillors be held personally liable for damages to individuals who are

suffer harm from 5G radiation? In the absence of having any definitive expert legal advice council staff are not in a position to answer this question as the question of liability relating to any decision of the elected members of council is a question of law. Council could resolve to seek such legal advice. Broadly, the insurance provided under the Local Government Act 1999 to Council Members ensures that any liability would transfer to Council itself. Council is awaiting a specific response from the LGA Mutual Liability Scheme on this question. Greg Parker General Manager Community Services

6.3 TITLE: 5G TELECOMMUNICATIONS NETWORK DATE: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/134735

Background provided by Councillor Grosser The planned transition to the 5G telecommunications network is creating anxiety amongst some community members, who have concerns over perceived health safety risks. Some residents believe that council has the power to stop the rollout of 5G fixed infrastructure throughout our district. Furthermore, some believe that council and elected members could be liable for individual health damages arising from exposure to radiation from the 5G network.

Questions asked by Councillor Grosser:

1. Which regulatory bodies assess and approve such new technologies and

what national and/or international standards and guidelines are used in such assessments?

2. What is council's role, including its powers and responsibilities, in the

implementation of any associated 5G fixed infrastructure?

3. What legal liability does council have for health damages, should they occur, under relevant legislation and insurance schemes?

Councillor Ian Grosser

23 October 2019

Officer Response: See responses provided to Item 6.2 in tonight’s agenda. Greg Parker General Manager Community Services

7. QUESTIONS WITHOUT NOTICE – COUNCILLORS

8. MOTIONS ON NOTICE 8.1 TITLE: CLIMATE EMERGENCY DECLARATION

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/135250 ATTACHMENT: NIL

Motion I move that Council: 1. Recognise that we are in a state of climate emergency, requiring urgent

action from all levels of government, including local government.

2. Commit to both mitigate and adapt to the impacts of climate change through prioritised implementation of the Climate Change Action Plan and Environment Plan.

3. Write to the Prime Minister, Premier of SA, state and federal MPs representing residents of Mount Barker District and CEOs and Mayors of all SA councils, informing of the Council’s resolution which recognises that we are in a state of climate emergency and that the many contributing factors to climate change requires urgent action from all levels of government, including local government.

4. Continue to support the Mayor’s role on the Premier’s Climate Change Council and the continuing importance of promoting the role of Local Government in doing its part to address the causes and impacts of climate change. Councillor Ian Grosser 25 October 2019

Background – provided by Cr Grosser There is near consensus amongst climate scientists that we are in a period of profound human induced climate change. With a one degree rise since the beginning of the industrial age to date, we are already witnessing melting glaciers and ice sheets, rising sea levels, changing rainfall patterns, increases in the frequency and ferocity of catastrophic storms and fires, and rising acidity levels in our oceans. Most scientific opinion is that at around 2 degrees of warming a number of feedback loops will occur. These include melting of the tundra causing the release of methane and less polar ice to reflect sunlight. Climate change then could spiral out of control. Yet without major changes worldwide we are on track for a 3 to 6 degree increase by the end of the century. A concerted and effective global effort to decrease carbon emissions is urgently required. All levels of government, including local government, are affected and need to respond by both reducing emissions and adapting to changed climactic conditions. Local government is directly affected by impacts including on their local economies, public health, biodiversity, council assets and the insurability

of council assets. Our district faces increased risks from flooding, fires and storms and damage to food and wine industries. There is a growing global campaign encouraging local governments to pass climate emergency declarations (CEDs). CEDs are statements that an emergency response is needed. War time mobilisations and resourcing illustrate the capacity of governments to restructure their economies when faced with a major threat. So far 1162 climate emergency declarations have been declared around the world. Last month the South Australian Legislative Council passed a climate emergency declaration. Many councils are also taking action to decrease their own and their community’s emissions and improve environmental sustainability through plans like the Mount Barker District Council’s Climate Change Action Plan. Our council’s Waste to Resources Strategy and 100% water recycling policy also enhance environmental sustainability. Mount Barker District Council in March also put a motion to the Local Government Association Ordinary General Meeting, endorsed unanimously, requesting that the LGA investigate options for prioritising lobbying of state and federal governments on climate change and to facilitate appropriate responses from member councils. Mount Barker District Council is also a member of the Cities Power Partnership, Australia’s largest local government climate action network with a membership of 115 councils, and the Covenant of Mayors. At a state level the South Australian government has led our state to now produce more than half of its energy from renewables. However nationally, emissions are increasing and are currently at record highs, according to figures released by the federal government’s Department of Environment and Energy in December 2018. Furthermore, a report by the Climate Council in December 2018 showed that the government’s own projections, according to its published data, confirmed that we are not on track to meet even our weak Paris Climate Agreement targets. The federal government has refused to take stronger action despite our economic strength and a majority of Australians supporting stronger climate change measures. Whilst they need to play their part, councils realise that they can’t do it on their own. The federal government makes the biggest decisions and must lead. One of the responsibilities of local government is to advocate in the interests of its community to other levels of government. Declaring a Climate Emergency is a statement to our community and other levels of government that council is prepared to prioritise and show leadership on climate change action. It also aligns council with other progressive municipalities working towards environmental sustainability.

9. MOTIONS WITHOUT NOTICE

For - requesting a report - a simple matter with minor impact - an urgent matter that without consideration by Council would result in a

detriment to Council 10. PETITIONS

11. RECOMMENDATIONS FROM ADVISORY COMMITTEES 11.1 AUDIT AND RISK COMMITTEE – 17 OCTOBER 2019 The recommendations of the Audit and Risk Committee are provided below for

consideration by Council:

11.1.1 REPORT TITLE: STATUTORY FINANCIAL STATEMENTS FOR THE YEAR ENDING 30 JUNE 2019 AND EXTERNAL AUDIT

DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/122853 ATTACHMENTS 1 - DOC/19/128287 – FINANCIAL STATEMENTS 2 - AUDIT COMPLETION REPORT - TO BE

TABLED BY THE AUDITORS 3 – MANAGEMENT REPRESENTATIONS LETTER

– TO BE TABLED BY THE AUDITORS Recommendation

That Council note that the Audit and Risk Committee:

1. endorsed that the Financial Statements for the Year ending 30 June 2019 (attached) presented fairly the state of affairs of the Council and be presented to Council for adoption at its meeting 4 November 2019.

2. recommended the Certificate of Auditor Independence be reviewed and signed by the Audit and Risk Committee Presiding Member and Chief Executive Officer.

3. recommended that Council note the Auditor’s Independence Declaration; and

4. recommended that Council note Audit Completion Report and Management Representation Letter.

Note: The Financial Statements are provided at Item 12.2

Mount Barker District Council

Audit Completion Report Year ended 30 June 2019

214 Melbourne StreetNorth Adelaide SA 5006

Samantha CretenE: sam@deannewbery.com.au

P: 8267 4777

deannewbery.com.au

14 October 2019

Mayor Ann Ferguson OAM Mount Barker District CouncilPO Box 54MOUNT BARKER SA 5251

Dear Mayor Ferguson

RE: External Audit Completion ReportFinancial Year Ended 30 June 2019

Our audit team has completed the field work of the external audit of the Mount BarkerDistrict Council (the Council). The purpose of this report is to provide the ElectedMember, Audit Committee and Administration a summary of the significant matters thathave arisen from our Balance Date audit of the entity, for the financial year ended 30June 2019.

We are pleased to advise that subject to finalisation of the outstanding matters outlinedin Section 1 of this report, our 2019 Audit Reports will be signed without reference toany qualification.

This report has been prepared to comply with Australian Auditing Standard (ASA) 260Communication with Those Charged with Governance and ASA 265 CommunicatingDeficiencies in Internal Controls to Those Charged with Governance andManagement.

I would like to thank the Administration for the support provided to myself and my audit team throughout the year.

If you require further information on any of the information above, please feel free to contact me on 8267 4777 or sam@deannewbery.com.au.

Yours sincerelyDEAN NEWBERY & PARTNERS

Samantha CretenPartner

C. Chief Executive OfficerC. Chairperson, Audit Committee

DisclaimerThis document is for the exclusive use of the person/organisation named on the front of this document (Mount Barker District Council). This document must notbe relied upon by any person/organisation who is not the Recipient. Dean Newbery & Partners Chartered Accountants does not take responsibility for any loss,damage or injury caused by use, misuse or misinterpretation of the information in this document by any person who is not the Recipient. This document may notbe reproduced in whole or in part without permission.

Liability limited by a scheme approved under Professional Standards Legislation

Contents1. Scope and Status of the Audit

3. Summary of Misstatements 7

Audit Scope

All audit procedures have been designed and carried out by our audit staff toprovide us with reasonable assurance that the financial report, as a whole, is freefrom material misstatement.

Two audit opinions will be issued per the requirements under Section 129 of theLocal Government Act 1999 which states:

(1) The auditor of a council must undertake an audit of(a) the financial statements within a reasonable time afterthe statements are referred to the auditor for the audit (and, in anyevent, unless there is good reason for a longer period, within 2 monthsafter the referral), and

(b) the controls exercised by the council during the relevant financialyear in relation to the receipt, expenditure and investment of money,the acquisition and disposal of property and the incurring of liabilities.

(3) The auditor must provide to the council(a) an audit opinion with respect to the financial statements; and

(b) an audit opinion as to whether the controls audited undersubsection (1)(b) are sufficient to provide reasonable assurance thatthe financial transactions of the council have been conducted properlyand in accordance with law.

1. Scope and Status of the AuditThe Council is responsible for implementing and maintaining an adequatesystem of internal controls, in accordance with Section 125 of the Act inrelation to Internal Controls to ensure appropriate policies, practices andprocedures of internal controls are implemented and maintained in order toassist the council to carry out its activities in an efficient and orderly mannerto achieve its objectives, to ensure adherence to management policies, tosafeguard the assets, and to secure (as far as possible) the accuracyand reliability of council .

As outlined in the Audit Report to be provided to Council, the responsibility forthe preparation and fair presentation of the financial report in accordancewith Australian Accounting Standards (including the Australian AccountingInterpretations), the Local Government Act 1999 and Local Government(Financial Management) Regulations 2011, rests with Chief ExecutiveOfficer. This responsibility includes designing, implementing and maintaininginternal controls relevant to the preparation and fair presentation of thefinancial report that is free from material misstatement, whether due to fraudor error; selecting and applying appropriate accounting policies; and makingaccounting estimates that are reasonable in the circumstances.

Due to the inherent limitations of any compliance procedure, it is possiblethat fraud, error or non-compliance may occur and not be detected. Areasonable assurance engagement is not designed to detect all instances ofnon-compliance with Section 125 of the Act in relation to the Internal Controlsspecified above, as the engagement is not performed continuouslythroughout the period and the procedures performed in respect ofcompliance with Section 125 of the Act in relation to the Internal Controlsspecified above are undertaken on a test basis.

4Mount Barker District Council2019 Audit Completion Report

Fraud and Litigation

As part of our audit we have discussed with the managementstaff;

The safeguards in place in relation to the prevention and detection of fraudThe existence of any fraudThe existence of any litigation and claims.

We have not become aware of any matter which should be brought to the Council or

Outstanding Matters

Our audit field work for the financial year ended 30 June 2019 has beencompleted. Before our 2019 Independent Reports are signed-off/issued to the Council, the following outstanding matters require addressing:

Completion of audit procedures relating to ASA 560 Subsequent Events to beperformed up to the date of signing the Audit Report.

Receipt of the Annual Financial Statements, certified by the Mayor and ChiefExecutive Officer of the Council, as required.

Receipt of the signed Management Representation Letter.

1. Scope and Status of the Audit (Cont.)

Independence

In accordance with our professional ethical requirements, we confirm that, forthe audit of the entity for the financial year ended 30 June 2019, all membersof our audit team have maintained their independence in accordance with therequirements of APES 110 Code of Ethics for Professional Accountants,Section 290, published by the Accounting Professional and Ethical StandardsBoard and in accordance with Local Government Act 1999 and the LocalGovernment (Financial Management) Regulations 2011.

Audit Status

All requested audit adjustments have been processed and disclosures withinthe financial report appropriately modified based on audit testing completed.All requested information has been provided by the Administration during thecourse of the audit.

Subject to all matters being appropriately completed as outlined above, weanticipate to be issuing an unqualified audit opinion on both the financialstatements (Section 129(1)(a) audit opinion) and the internalcontrols (Section 129(1)(b) audit opinion).

We have set out below the key accounting and audit matters that have arisen during the audit.

2. Key Accounting and Audit Matters Raised During the Audit

No. Audit Matter Comment

1 Capital Work in Progress

-current assets do not

commence to be depreciated. Audit testing was directed to the balance to ensure the amount included was appropriate and that all amounts included in this balance were appropriately classified.

2 DisclosureContingentLiability

Council has again included in Note 21 & Assets/Liabilities Not Recognised in the Balance ofthe Financial Statements a contingent liability note relating to disclosures included in the Adelaide Hills RegionalWaste Management Authority. A claim of for damages of $2.5 million plus legal costs has been made against theAuthority and is currently awaiting judgement. Given the potential material nature of the claim for both theAuthority and/or Council, disclosure regarding this matter has been included (as required by AustralianAccounting Standards) in the Financial Statements of Council.

3. Asset RevaluationRoad Assets

The asset class was revalued as at 30 June 2019. The revaluation resulted in an 7.5% decrease incarrying value across the asset class. The last revaluation of this asset class was undertaken on 30 June 2016.Based on this change over a period of 3 years, it would be prudent that revaluations of this asset class continueto be conducted every 3 years so that the carrying value of the asset and resultant depreciation expense is notmaterially misstated.

4. Transfers toReserves

The FY19 Financial Statements disclose significant net transfers to reserves. Due to the significant increase inthese Reserve appropriations in the year, additional audit testing around these transfers was undertake.

5. Loan HansHeysen

Due to the nature of the loan being significant and to a third party, we requested from Administration anundertaking as to the collectability of the debt and their assessment as to whether the loan required anyimpairment

There remain no misstatements that have not been adjusted by the Administration that have been identified during the course of our auditor that in our assessment, require to be reported to Audit Committee or Elected Members.

Any misstatements, either individually or in aggregate, that are considered to be immaterial, have not been reported and regarded as beingminor in the context of the financial report as a whole.

All requested audit adjustment have been processed and disclosures within the financial report appropriately modified based on audittesting completed.

Subject to all matters being appropriately completed as outlined in Section 1 of this report, we anticipate to be issuing an unqualified auditopinion on both the financial statements (Section 129(1)(a) audit opinion) and the internal controls (Section 129(1)(b) auditopinion).

3. Summary of Misstatements

MaterialityAn item is considered material to the financial statements if, through its omission or non-disclosure, the financial statements would no longershow a true and fair view. Materiality is set at the outset of planning to ensure that an appropriate level of audit work is planned. It is thenused throughout the audit process in order to assess the impact of any item on the financial statements. Any identified errors or differencesgreater than 5% of materiality will be recorded on a schedule of potential misstatements. These are assessed individually and in aggregate,discussed with you and, if you do not adjust, as signed off by you in your letter of representation to us, confirming your view that they areimmaterial to the financial statements an item of low value may be judged material by its nature. An item of higher value may be judged notmaterial if it does not distort the truth and fairness of the financial statements.

As a result of the audit work recently completed, the following audit matters are recommended to be addressed by the Administration;

4. Matters to be Addressed in Future Financial Years

No. Audit Matter Comment

1 Updated Projections from the Asset Management Plans

Significant work has been undertaken in condition rating Road Assets during the FY19. We recommend that theAsset Management Plans for this asset class be reviewed and updated where required to reflect the

most recently acquired data collected to ensure all future projections of required capital maintenance andupgrades remain reliable for strategic decision making purposes.

Updated projections from the Asset Management Plans should be factored into LTFP to ensureappropriate planning for future funding requirements are appropriately planned for and are known.

2 Asset Revaluations As disclosed in Note 7 of the FY19 Financial Statements, the following Council asset classes last undertookformal revaluation exercises, with the effective dates of valuations;

Asset Class Effective Date of Last RevaluationBuildings & Other Structures 30 June 2014Recreation & Open Space 30 June 2013Land 30 June 2015Waste Water 30 June 2015Recycled Water 30 June 2015

We recommend formal revaluations of these asset classes occur with the effective date of valuation of 1 July2019 to ensure that asset depreciation and valuations recorded in the eventual FY20 Financial Statements arebased on the most recent and up-to-date data for financial reporting purposes.

3. New Accounting Standards commencing 1 July 2019

Audit committee have been briefed in regards to the new AASB impact. Administration should identify andconsider updating policies that will be impacted by this change in accounting standards.

11.1.2 REPORT TITLE: COMPARISON OF ACTUAL TO BUDGET FOR THE

YEAR ENDING 30 JUNE 2019 DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/122916 ATTACHMENTS: DOC/19/128487 2018/19 FINANCIAL

STATEMENT COMPARISON Recommendation That Council adopts the estimates comparison for the financial year ending 30 June 2019.

Financial Statement Budget Comparison

for the Period ended 30 June 2019

Statement of Comprehensive Incomefor the Period ended 30 June 2019

Budget Budget2018 $ '000 2019 2019 Variance

Income37 051 Rates Revenues 39 468 39 448 0%

1 413 Statutory Charges 1 370 1 365 0%2 533 User Charges 2 612 2 585 1%3 661 Grants, Subsidies and Contributions 4 703 3 695 27%

243 Investment Income 201 138 46% 653 Reimbursements 622 504 23% 647 Other Income 403 202 100%

Net Gain - Equity Accounted Council Businesses 161 11 1364%

46 201 Total Income 49 540 47 949 3%

Expenses15 107 Employee Costs 15 787 15 789 0%20 198 Materials, Contracts & Other Expenses 21 004 20 626 (2%)

8 666 Depreciation, Amortisation & Impairment 8 976 8 658 (4%) 431 Finance Costs 314 681 54% 138 Net loss - Equity Accounted Council Businesses

44 540 Total Expenses 46 081 45 755 (1%)

1 661 Operating Surplus / (Deficit) 3 459 2 194 58%

(1 011) Asset Disposal & Fair Value Adjustments ( 461) (2 229)5 858 Amounts Received Specifically for New or Upgraded Asset 8 806 8 3977 281 Physical Resources Received Free of Charge 14 671 6 820

13 789 Net Surplus / (Deficit) 26 474 15 182 74%

Statement of Financial Positionfor the Period ended 30 June 2019

Budget2018 $ '000 2019 2019

ASSETSCurrent Assets

6 938 Cash & Cash Equivalents 8 678 2 5054 065 Trade & Other Receivables 5 401 2 770

8 Inventories 2 911 011 Subtotal 14 081 5 284

2 223 Non-Current Assets Held for Sale 2 223 13 234 Total Current Assets 16 304 5 284

Non-Current Assets

1 511 Financial Assets 1 508 1 518 246 Equity Accounted Investments In Council Business 407 235

508 383 Infrastructure, Property, Plant & Equipment 516 369 541 9266 774 Other Non-Current Assets 9 532 4 079

516 914 Total Non-Current Assets 527 816 547 758530 148 TOTAL ASSETS 544 119 553 042

LIABILITIES Current Liabilities

5 349 Trade & Other Payables 7 078 5 207 208 Borrowings 218 929

2 184 Provisions 2 281 2 2377 741 Total Current Liabilities 9 577 8 374

Non-Current Liabilities

6 940 Non Current Borrowings 6 733 17 399 380 Non Current Provisions 407 439

7 320 Total Non-Current Liabilities 7 140 17 83815 061 TOTAL LIABILITIES 16 717 26 212

515 087 Net Assets 527 402 526 830

EQUITY 189 564 Accumulated Surplus 210 532 212 021309 143 Asset Revaluation Reserves 294 984 307 424

16 380 Other Reserves 21 886 7 385

515 087 Total Council Equity 527 402 526 830

Statement of Cash Flowsfor the Period ended 30 June 2019

Budget2018 $ '000 2019 2019

Cash Flows from Operating ActivitiesReceipts

46 634 Operating Receipts 47 612 49 735 243 Investment Receipts 201 138

Payments (35 112) Operating Payments to Suppliers & Employees (34 820) (35 951)

( 431) Finance Payments ( 317) ( 681)

11 334 Net Cash provided by (or used in) Operating Activities 12 676 13 240

Cash Flows from Investing ActivitiesReceipts

5 858 Amounts Specifically for New or Upgraded Assets 8 806 8 397 287 Proceeds from Sale of Replaced Assets 288 327 146 Proceeds from Sale of Surplus Assets 568 700

4 Repayment of Loans by Community Groups 2 3 Payments

(7 585) Expenditure on Renewal/Replacement of Assets (7 164) (7 564)(14 588) Expenditure on New/Upgraded Assets (13 361) (22 265)

(15 879) Net Cash provided by (or used in) Investing Activities (10 862) (20 402)

Cash Flows from Financing ActivitiesReceipts

- Proceeds from Borrowings - 10 000 320 Proceeds from Bonds & Deposits 123 -

Payments ( 302) Repayment of Borrowings ( 197) ( 740)

18 Net Cash provided by (or used in) Financing Activities ( 74) 9 260

(4 527) Net Increase (Decrease) in Cash Held 1 740 2 098

11 465 Cash & Cash Equivalents at Beginning of Period 6 938 4076 938 Cash & Cash Equivalents at end of period 8 678 2 505

Notes to and forming part of the Financial Statementsfor the Period ended 30 June 2019

Financial Indicators

BudgetBudget

Variance2018 $ '000 2019 2019 2019

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.

1. Operating Surplus Ratio3.60% Operating Surplus 3 459 6.98% 4.58% 2.40%

Total Operating Revenue 49 540

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

2. Net Financial Liabilities Ratio5.51% Net Financial Liabilities 1 130 2.28% 40.50% 38.22%

Net Financial Liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in Council businesses). These are expressed as a percentage of total operating revenue.

3. Asset Renewal Funding Ratio92.38% Net Asset Renewals 6 876 78.19% 82.29% (4.10%)

Infrastructure & Asset Management Plan required expenditure 8 794

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.

Notes to and forming part of the Financial Statements

Uniform Presentation of Finances

Budget Budget Variance2018 $ '000 2019 2019

46 201 Income 49 540 47 949 3%(44 540) less Expenses (46 081) (45 755) (1%)

1 661 Operating Surplus / (Deficit) 3 459 2 194 58%

less Net Outlays on Existing Assets

(7 585) Capital Expenditure on Renewal and Replacement of Existing Assets (7 164) (7 564) 5%

8 666 less Depreciation, Amortisation and Impairment 8 976 8 658 4% 287 less Proceeds from Sale of Replaced Assets 288 327 (12%)

1 368 Subtotal 2 100 1 421 48%

less Net Outlays on New and Upgraded Assets(14 588) Capital Expenditure on New and Upgraded Assets (13 361) (22 265) 40%

5 858 less Amounts Received Specifically for New and Upgraded Assets 8 806 8 397 5%

146 less Proceeds from Sale of Surplus Assets 568 700 (19%)(8 584) Subtotal (3 988) (13 168) 70%

(5 556) Net Lending / (Borrowing) for Financial Year 1 571 (9 553) 116%

for the Period ended 30 June 2019

11.1.3 REPORT TITLE: CLIMATE CHANGE ADAPTATION GOVERNANCE

ASSESSMENT REPORT DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/124349 ATTACHMENTS: 1. DOC/19/91552, CLIMATE CHANGE

ADAPTATION GOVERNANCE ASSESSMENT REPORT - SEPARATELY ATTACHED

Recommendation That Council: 1. Note the Audit and Risk Committee noted the Climate Change Adaptation

Governance Assessment report

2. consider: - adopting the actions contained within the report; - the associated budgetary implications; and - an action plan being developed.

Note: Actions recommended as part of the Governance Assessment report are included as actions in the draft Climate Change Action Plan being considered in Agenda item 12.17

ITEM 11.1.3 CLIMATE CHANGE ADAPTATION GOVERNANCE

ASSESSMENT REPORT

ATTACHMENT 1 CLIMATE CHANGE ADAPTATION GOVERNANCE ASSESSMENT REPORT

PROVIDED AS SEPARATE ATTACHMENT

11.1.4 REPORT TITLE: 2020/21 ANNUAL BUSINESS PLAN PROCESS

DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/115710 ATTACHMENTS: NIL

Recommendation That Council 1. Endorses the 2020/21 Annual Business Plan process as outlined in this

report.

2. Notes the budget information to be provided to Council Members illustrated in this report.

3. Endorses the key milestones and meeting dates included in this report.

11.1.5 REPORT TITLE: DRAFT AUDIT AND RISK COMMITTEE ANNUAL

REPORT 2018/19 DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/125482 ATTACHMENTS: 1 – DOC/19/122592 – DRAFT AUDIT AND RISK

COMMITTEE ANNUAL REPORT 2018/19 Recommendation That Council: - Adopt The Audit and Risk Committee’s Annual Report for 2018/19 (attached)

including the additional self-assessment and Chairperson’s comments; and

- Note the Audit and Risk Committee Chairperson will provide a short presentation at a Council Meeting.

Note that Michael Bails, Chairperson, will be presenting to 4 December 2019 Council meeting.

ANNUAL REPORT

AUDIT AND RISK COMMITTEE 2018/19

Chairperson’s Comments 2018/19: The scope and terms of reference of Council’s Audit and Risk Committee is a little different and much broader than its name implies. Established under the Local Government Act 1999, it fulfils an important role in providing independent oversight of Council’s decisions and operations and a sounding Board for the community and its elected members. The Committee itself does not have a management function nor does it have any power to direct or bind the Council. It does not conduct financial or compliance audits, nor is it entitled to. Its purpose is to enquire, observe and report concerns relating to Council operations, policies, risk and compliance. In this observer role it provides the community with a measure of confidence that the decisions and operations of Council are open, fair and are consistent with the values and aspirations of the community set out in Council’s many plans and policies. It is within this context the Audit and Risk Committee met and attended to its program of review. The Local Government elections of November 2018 saw the retirement of Councillors Susan Hamilton and Geoff Bettcher from the Committee. At this time the newly elected Council also took the opportunity to review its terms of reference and determined to change the composition of the Committee. Council decided it would be better served by recruiting an additional independent member and reducing the number of elected members on the Committee to one. Councillor Narelle Hardingham was appointed to the committee in December 2018 and Pamela Lee was subsequently recruited and appointed by Council as the additional independent member. Council continues to be faced with the substantial challenge of active involvement in the management of urban growth in the District, its impact on Council resources and the capacity of the community to pay. During this period the Council has commenced a programme of major capital works which include the sport and recreation facilities and the infrastructure needed by a growing community. These are some of the largest projects the Council has embarked on and it is to be commended on the prudent steps and rigour involved in its decision making. The Audit and Risk Committee thanks and acknowledges the support and cooperation of Council staff and its elected members during the 2018 – 2019 financial year and looks forward to continuing to work with Council. Meetings of the Council’s Audit Committee are open to the public and the community are welcome to attend. Michael Bails Chairperson Audit and Risk Committee

This report presents a summary of the Mount Barker District Council Audit and Risk Committee’s activities undertaken and recommendations made during the 2018/19 financial year.

BACKGROUND INFORMATION ON THE AUDIT AND RISK COMMITTEE: Membership and Meetings: Two (2) meetings were held prior to the Council elections in November 2018: 23 August 18, 25 October 18. Attendance Michael Bails (Independent Chairperson) 2 Chris Howis (Independent Member) 2 Greg Holman (Independent Member) 1 Cr Bettcher 2 Cr Hamilton 2 Following the November Council election four (4) meeting were held 6 December 18, 6 March 19, 18 April 19, 23 May 19 (special meeting). Council resolved to appoint an independent in lieu of one council member. Pamela Lee was appointed in March 2019. Michael Bails (Independent Chairperson) 4 Chris Howis (Independent Member) 4 Greg Holman (Independent Member) 4 Pamela Lee (Independent Member) 2 Cr Narelle Hardingham 4 Terms of Reference: Council adopted the revised Terms of Reference and rename the Committee the Audit and Risk committee in December 2018. The Committee’s Terms of Reference provides that the Audit and Risk Committee has a role in relation to: Financial Reporting and Sustainability; Internal Control and Risk Management; Whistle blowing; Internal Audit; External Audit; Policies (relevant to the Terms of Reference).

Below is a list of resolutions for noting by the Committee or recommendations to Council to adopt. All the recommendations were adopted by Council. PRINCIPAL ISSUES EXAMINED

RESOLUTION

External Audit 23 August 2018 EXTERNAL AUDIT MANAGEMENT REPORT That the Audit Committee note the report. EXTERNAL AUDIT ATTENDANCE 2018 That the Audit Committee note the attached correspondence from Dean Newbery and Partners. 6 December 2018

EXTERNAL AUDIT MANAGEMENT REPORT Notes the External Audit Management Report and Action Plan attached.

Internal Audit 23 August 2018 INTERNAL AUDIT ANNUAL REPORT Note the attached annual report from Council’s internal auditors.

INTERNAL AUDIT ON MDPA LAND DIVISION CLEARANCE PROCESSES That the recommendations and improvement opportunities in the MDPA Land Division Clearance Processes Internal Audit Report (attached) be addressed by Council staff and a report and presentation be provided to the Committee in December 2018.

REVIEW OF INTERNAL AUDIT PROGRAM That the revised Internal Audit program be adopted as noted below and a review occur every 12 months: • Separate Rates • Gifted Assets • Project Management • Treasury Management • Grants Management

6 December 2018

PROGRESS ON IMPLEMENTATION OF INTERNAL AUDITS ON: • PLANNING ASSURANCE AND DEVELOPMENT ASSESSMENT • COMMUNICATION PROCESSES - That progress continue on the remaining recommendations

and improvement opportunities in the two internal audits on

Planning Assurance and Development Assessment ; and Communication Processes;

- That a further report be provided to the Audit Committee in June 2019 or earlier upon the completion of remaining actions items being implemented.

ICT RISK REVIEW & TECHNICAL SECURITY AUDIT That the Audit and Risk Committee note the report. 18 April 2019

INTERNAL AUDIT ON PROJECT MANAGEMENT - That the recommendations and improvement opportunities

in the Internal Audit on Project Management (attached) be addressed by Council staff as indicated within the report;

- that an update report on progress of the actions be provided in 6 months.

NEW INTERNAL AUDIT PROGRAM- WASTEWATER AND RECYCLED WATER That the report be noted.

Risk Management & Internal Controls

23 August 2018 STRATEGIC AND HIGH OPERATIONAL RISKS That the Audit Committee note the report. WORK HEALTH & SAFETY (WHS) UPDATE That the Audit Committee note the report. 25 October 2018

REGIONAL RISK ACTION PLAN UPDATE That the report be noted. 6 December 2018

STRATEGIC AND HIGH OPERATIONAL RISKS That the Audit and Risk Committee note the report 6 March 2019 FINANCIAL INTERNAL CONTROLS UPDATE That the Audit and Risk Committee note the report. REGIONAL RISK ACTION PLAN UPDATE That the Audit and Risk Committee note the report. 18 April 2019 HIGH AND VERY HIGH STRATEGIC AND OPERATIONAL RISKS That Council receives a quarterly report on high and very high operational and strategic risks.

Financial Reporting

25 October 2018 STATUTORY FINANCIAL STATEMENTS FOR THE YEAR ENDING 30 JUNE 2018 AND EXTERNAL AUDIT 1. that the Financial Statements for the Year ending 30 June

2018 (attached) and revised pages 22 and 40 present fairly the state of affairs of the Council, and be presented to Council for adoption at its meeting on Monday, 5 November 2018.

2. Recommends that the Certificate of Auditor Independence be reviewed and signed by the Audit Committee Presiding Member and Chief Executive Officer.

3. Notes the Auditor’s Independence Declaration. 4. Notes the Audit Completion Report and Management

Representation Letter COUNCIL INVESTMENTS AND BORROWINGS That the report be noted.

6 December 2018 OUTSTANDING SUNDRY DEBTORS That the Audit and Risk Committee note the report. 6 March 2019 OUTSTANDING DEBT RECEIVABLES That Council write off $186,546.85 in outstanding debts previously impaired for Sayers Excavations, G&C Giorgi and Rates Assessments 86017, 82628, 52332, 95026. OUTSTANDING SUNDRY DEBTORS That the Audit and Risk Committee note the report. 23 May 2019 2019/20 DRAFT ANNUAL BUSINESS PLAN, BUDGET AND RATING POLICY that the Audit and Risk Committee: 1. Notes the report and draft 2019/20 Annual Business Plan,

Budget and Rating Policy as attached; 2. Receives the information in the presentation to be made

at the Audit and Risk Committee meeting by Julie Scoggins, Manager, Finance on the process for the preparation of the draft 2019/20 Annual Business Plan and Budget and the risks identified, and

3. Recommends to Council that the following be included in public consultation feedback on Council’s 2019-20 Draft Annual Business Plan, Budget and Rating Policy and/or

the associated processes and risks: a. that Council consider as a Chief Executive Officer

performance review objective for the next 12 months a continuous improvement project to target a review of the Annual Business Plan performance measurement process;

b. ensure that the Annual Business Plan adequately contains and explains/communicates all of the information prescribed under the Regulations;

c. that the review of the Long Term Financial Plan be progressed as a priority following the adoption of the Annual Business Plan; and

d. articulation of the 1% addition to rates for the funding of the Long Term Financial Plan and its strategic plan objectives.

Policies 23 May 2019

Rating Policy 2019/20 - refer above recommendation

Whistle blowing Nil – New legislation commenced 1 July 2019.

Other 23 August 2018 PROPOSED STRATEGIC ADVISORY GROUP 1. That Council proceeds to establish a Strategic Advisory

Group (SAG) as a priority, with the arrangements for a SAG to be generally in accordance with the proposed approach as outlined below.

2. That on the assumption that the SAG is established, the Audit Committee be advised by Council when this has occurred and provided by Council with a copy of the annual report that would be prepared each year by the SAG.

DRAFT AUDIT COMMITTEE ANNUAL REPORT That: - The Audit Committee’s Annual Report for 2017/18 (attached) be adopted and the identification of specific training needs for the Council Members appointed to the Audit Committee be endorsed; and - The Audit Committee Chairperson provide a short presentation at a Council Members’ informal briefing. ANNUAL INSURANCE that the Audit Committee note the report. 25 October 2018 AUDIT AND RISK COMMITTEE WORK PLAN That the Audit Committee meet at 8am on the following dates:

- 6 December 2018, 21 February 2019, 18 April 2019, 20 June 2019, 21 August 2019, 17 October 2019, 12 December 2019. - The Work Plan for the Audit Committee (attached) be adopted.

ADVICE ON PROCESS AND TIMING OF THE PRUDENTIAL REPORT FOR THE REGIONAL SPORTS HUB That the report be noted

18 April 2019 MOUNT BARKER REGIONAL SPORTS HUB - STAGE 1 PROJECT The Prudential Report on the Regional Sports Hub Stage 1 from BRM Holdich be received and the following be noted: • that there are no known impediments to Council proceeding to call a tender for construction of stage 1; that there are cost management strategies in place for Council consideration to manage the estimated budget shortfall (or lesser amount) for stage 1; • that the Long Term Financial Plan and the forthcoming Council review and updating of that Plan will further assist Council’s decision making following tender assessment for stage 1.

Presentations: Budget Process Infrastructure Contributions from Developers Overview of Wastewater/Recycled Water Audit and Risk Committee Evaluation for 2018/19 The Committee undertook a self assessment of its Terms of Reference and its own performance of these. This self-assessment was undertaken in consultation with all committee members and took account of factors such as: - the Committee’s work program; - the Committee’s operating environment; - the stage of maturity of the Committee - Council’s strategic directions; - Council’s risk and control environment; - Current and emerging trends and factors; - the outcomes of previous self-assessments The Committee’s comments and recommendations are summarised in the following table:

MOUNT BARKER DISTRICT COUNCIL

AUDIT AND RISK COMMITTEE SELF ASSESSMENT SURVEY FOR THE YEAR 2018/19

Please tick Strongly

Disagree Disagree Neutral Agree Strongly

Agree Comments Training

Required 1. Members of the Audit and

Risk Committee understand their role and responsibilities

Overall this (now) very good (see #2). I think the role is well understood by Committee members together with the expectation that they will participate and contribute to the meeting.

2. There is an appropriate balance of independent and Council Members

The introduction of an additional independent member was a good decision by Council. Any gaps are now covered by the opportunity to participate in information briefings with elected members.

3 Do members of the Committee believe there is a good balance of expertise and experience in its membership?

There is now a very good mix of professional experience on the Committee.

Required 4 There is adequate training

available What additional training would you suggest?

Training is always available on request. This will depend on what additional responsibilities are given to the Committee (with the revised TOR). Refresher training from industry experts would provide value if done in a balanced manner and in an ongoing way (i.e. every 6 months a training session on a new topic or refresher on a core issue) Would like to see training in the additional topics / field of interest added to the Committee TOR. To fulfil our responsibilities individually and collectively, would appreciate training more so than briefings. Yes, now that members are invited to informal briefings

Required 5 There is a general

understanding of the Council, Local Government sector and external issues

The Committee has a good mix of LG experience in both elected member and LG professional viewpoint which proves very helpful.

6 The meetings are conducted in an appropriate manner, frequency and length

The Chair does a good job in this regard. He ensures everyone has an opportunity to speak. Framework permits enough time to question and discuss issues. Committee members are permitted ample opportunity to contribute.

Required 7 The agenda papers are

appropriate and outstanding issues followed up

There is always good follow up by the senior management team. They come well prepared to meetings. Meeting Agendas do seem to be getting longer which does put pressure on the ability to deep dive into every topic. Would appreciate management including options they considered, pros, cons, recommendation and why where this would assist the committee to understand the context and reason for management's recommendation.

8 There is an understanding of financial indictors (and targets for these) being used to assess the Council’s performance

As in number 4. Committee members have demonstrated financial and business acumen. Questions generally demonstrate sound insight of financial matters.

Required 9 There was an objectivity

and independence of operations over the past 12 months

There were some problems in the last 12 months. However, the last few months has seen a greater degree of objectivity and independence mainly due to the 2 new committee members. Quality questions asked by Committee members.

10 The Committee has access to appropriate Council information

Council information is always available on request. The briefings (Sports Hub) are a valuable tool to provide wider context to audit committee members

11 There are adequate resources available to the Committee

Required 12 There is a good working

relationship with Council and the senior management team

This has always been at a high level with both Council and senior management team. The CEO attends many of the meetings as an observer but when necessary will clarify issues being discussed. Special thanks to Alex and Ros who work hard to keep an open and frank relationship with the Committee. Ros is especially good with follow up. The contributions and concerns raised by the Committee appear to be valued and respected by the senior management team. The Audit Committee demonstrate similar respect to the management team and staff. Appreciate CEO comments. To assist committee to frame recommendations in the manner that provides clear and unambiguous direction to management or council, does the LGA have training or can

Required council's governance specialist provide training/guidance/advice to the committee on how best to articulate a recommendation.

13 The work program is appropriate

This will improve (change?) under the revised ‘Terms of Reference’ for the Committee. Yes – though it would be interesting to review this in 12 months with the recently expanded remit. Would like to see the program reviewed following the expanded TOR. i.e. The additional areas included in the TOR.

Required 14 Members believe the

Committee is effective in providing advice and recommendations to Council which contribute to the effective operation of the Council.

Feedback from Elected Members and CEO is that the Committee has been effective in providing appropriate and meaningful advice. The most rewarding aspect of being involved in the Committee is in seeing the value added to the operations of Council as a result of recommendations by the committee. Opportunity

15 Where would you like to see the Audit and Risk Committee adding value in the future?

See the revised TOR. Council faces challenging times ahead especially with the sports complex and wastewater projects starting. The A & R Committee are open to suggestions for additional involvement. The new terms of reference are probably challenge enough, though I think it probably also has a good role in giving confidence in the internal processes of Council to elected members. To this end there is

Required probably an opportunity for better communication between the two. Key to ongoing value is staying up to date with the changing local government and risk/governance landscape. Exiting and expanded Terms of Reference.

11.1.6 REPORT TITLE: LOCAL GOVERNMENT REFORM DISCUSSION

PAPER PROPOSALS RELATED TO LOWER COSTS AND ENHANCED FINANCIAL ACCOUNTABILITY

DATE OF MEETING: 17 OCTOBER 2019 FILE NUMBER: DOC/19/125750 ATTACHMENTS: 1 – DOC/19/125777 - EXCERPT FROM

DISCUSSION PAPER ON LOCAL GOVERNMENT REFORM

2 – DOC/19/125981 - EXCERPT OF DRAFT FEEDBACK

Recommendation That Council amend the attached feedback to include an indication of where Council has already adopted the proposed measures in Reform Area 2, be considered when Council considers the agenda item on its response to the State Government’s Local Government Reform Discussion Paper. Note that the feedback is included at Agenda Item 12.12 Response to Local Government Reform Proposals

11.2 COMMUNITY GRANTS ASSESSMENT COMMITTEE – 23 October 2019 The recommendations of the Community Grants Assessment Committee are provided below for consideration by Council: 11.2.1 REPORT TITLE: COMMUNITY GRANTS 2019/2020 ROUND 1

FILE NUMBER: DOC/19/118604

Recommendation That it be a recommendation to Council that the Community Grants Assessment Committee allocate the community grants as determined below:

1. Successful Community Grant Applications

App ID Applicant Project Title Brief Project Description Total Amount Requested

Total Project Cost

Reason for allocation/refusal

Amount Granted

CG00058 Macclesfield Community Association. Biochar initiative

Macclesfield Biochar

The commissioning of flame capped kilns to produce bio char from woody waste, sourced from local property owners and households therefore sequestering carbon from the atmosphere. The carbon captured would be measured and used to provide an offset on current carbon emissions for the community. We would be looking to expand the facility in the future with the establishment of a community garden and orchard area and be in a position to take advantage of any new technologies in recycling and of renewable energy facilities for small communities. Bio char capabilities will help to introduce a possible income thereby enabling the facility to self fund into the future for community and environmental advantage.

$5,000.00 $8,000.00 Good initiative - money allocated for research and development.

$2,000.00

CG00059 Meadows Uniting Church - Closet community op shop

Upgrade of playground outdoor area

The Closet Community Op shop is a hub of our community with a steady flow of people including young mums with kids during the week. We want to offer a facility that is safe, enjoyable and stimulating for the children that visit and also through this offer some respite for their carers while they are on the premises. We are keen to enhance this by upgrading the current playground area so that it is an enjoyable place that in particular meets the needs of preschool children in creative outdoor play and is suitable for engagement in all seasons. We would like to have a natural play area with a farm theme to align with the local community profile and which offers something different to other

$1,000.00 $3,024.00 Good community benefits.

$1,000.00

playing areas in Meadows. The Music and movement group for preschoolers meets Wednesday mornings and would utilise this area following each session through access to this area.

CG00061 Mount Barker Community Childcare Centre

Baby yard revamp

We are seeking funds to landscape our baby yard. At the moment our children have very few items to play on in their outdoor area making us a less competition for all those new fancy Centres opening around us. The centre has been servicing the community for over 30 years and as we are a not for profit centre we rely on the parent fees and fundraising. These changes would benefit the children, families and the wider community as there are newer child care centres opening in the area.

$1,600.00 $1,600.00 Part funding supported. Suggest to partner with local community groups e.g. Baptist Men’s Shed to assist with the project

$800.00

CG00062 Hahndorf Community Association, Inc.

Strempel Avenue Verge Planting Project

I am attaching the Community Grant Acquittal form recently submitted. It charts progress to date. We are seeking funds for an early Autumn 2020 planting and Spring 2020 planting. We will progress with small plantings of appropriate plants purchased from local nurseries Misty Hollow and Valley Nursery, as well as Bunnings, with negotiated discounts. John Buchan continues to guide the planting group and has provided us with an updated list of plants available from each nursery. We will repeat patterns of plantings that have withstood frost and heat conditions. Cuttings, seeds , bulbs and donated plants are being organized within the group and sought from the broader community. It is our intention to be as true to John's original landscape plan as possible, adjusting as required. Our group plantings foster friendship and a shared vision, and are in line with Councils own efforts to rejuvenate and beautify our Main Street.

$1,000.00 $2,250.00 Supported $1,000.00

CG00064 Echunga Memorial Institute Incorporated

replacement of large external clock

The existing electric clock on the front of the building was commissioned in 1956 and it's movement has now worn out and is beyond repair. The clock is a focal point on the front of the building and it could be likened to the "Town Hall Clock"

$2,500.00 $5,563.00 Supported $2,500.00

CG00068 Mount Barker Family House Inc.

Youth Program Equipment

We are seeking funding to purchase a kit of equipment to use at events for young people aged 8 - 25 in the region. Equipment will include slacklines, giant games eg. jenga, chess, beachballs and chess sets. We recently offered a 3 week slacklining program for young people at Mount Barker Community Centre and this was fun and popular with 10 - 18 year olds. We received excellent feedback. We would like to offer more fun and exciting activities for this age demographic and having some equipment available will help to make this possible. Mount Barker Community Centre would also like to support some students at Mount Barker High school to start a "Slacklining club". While they are getting their club established, we would offer them the use of the community centre slacklines. We would also like to increase our range of after school activities by offering chess as a regular activity.

$2,201.70 $2,201.70 Supported. Encourage community use of the equipment.

$2,200.00

CG00069 Mount Barker Family House Inc.

Mount Barker Community Pantry

Mount Barker Community Centre provides food and financial support for people in need and we would like to expand this service. Currently we offer food boxes, free bread donated by Coles and organic produce from Duck Flat community garden which is sold for a donation. We also partner with the Salvos Marketplace Program and offer their excess produce for free at the community centre. We would like to expand this service and have more food available for people in need at the Community Centre. We are seeking funding for shelving, fridge and freezer to store food. Once we have the storage capacity for more food, we will seek donations and develop partnerships to offer food for people in need in the Mount Barker Community.

$2,070.00 $2,070.00 Good service to the community. Supported

$2,070.00

CG00071 Returned & Services League Mt Barker RSL Sub-branch

To purchase a small storage shed

The Mt Barker RSL Sub-branch would like to erect a small storage shed to house the bbq and accompanying equipment used for community events, eg the Mt Barker Show and the Pageant and for its own minor fundraising held throughout the year. The container which is currently sited in the car park owned by Collett Mt Barker is to be removed at their request and the contents will be relocated to the small storage shed. The shed will also house equipment used for our commemorative days, eg ANZAC Day and Remembrance Day. The project will benefit all members of the Sub-branch with ease of storage and a location closer to the building plus will free up the north-eastern corner of the car park.

$915.00 $1,115.00 Part funding supported.

$600.00

CG00072 Hahndorf Town Band Incorporated

Security, child protection and WHS improvements

Installation of glass panels in doors to side music rooms so students can have lessons and there is a line of sight to other adults as per our child protection policy. Installation of new curtains/blinds to front of the rehearsal room facing the street as current curtains are 45 years old to provide increased security, privacy and warmth for rehearsals. Purchase of new carpet square to cover floor boards in the rehearsal room as current carpet is 20 years old, second hand and now stained to improve warmth, musical quality and raise hygiene. The rehearsal room is used by HTB and local Church group. In order to continue to provide this service the ageing interior of the rehearsal rooms needs updating to boost morale, attract new members and conform with Child Safe and WHS policies.

$2,500.00 $3,700.00 Supported. $2,500.00

CG00079 Macclesfield Community Association Inc.

Davenport Square Shelter Furniture

The MCA seeks funding to provide bench seating and table for the community shelter, to be installed at Davenport Square next to the Skate Park and playground in November 2019. The seating and table are to be in keeping with the existing timber bench seating and table located on the other side of Davenport Square. The Macclesfield Community Association have raised funds for several years to build and erect the Davenport Square shelter, which has been constructed by the Macclesfield Men's Shed. The shelter is being provided and installed in the park at no cost to Council, and has an estimated value of $20,000. The project is a collaboration between MCA, Men's Shed, local tradespeople and volunteers. Fixed furniture within the shelter will improve the useability of the new shelter near the play facilities, thereby encouraging greater use of the park throughout the year.

$2,500.00 $11,700.00 Supported $2,500.00

CG00081 Callington Recreation Park Inc.

Excavation of the 1860's Callington Smelters

This project will continue the excavation of the historical Callington Smelters and the completion of an associated report, as required by the permit currently in force from the South Australian Heritage Council. We are specifically seeking funding to undertake the report required for the excavation we intend to undertake, as below. The permit is number 0008/17 and expires on 30th December 2019. Excavation work will be primarily by local community volunteers, overseen by archaeologist Dr Nicholas Grguric , resident of Nairne. This excavation schedule will be the final one under the current permit and hopes to complete the exposure and assessment of the final as yet un-excavated feature on this site. This project will provide further evidence in regards to the historical importance of the Callington Smelter site and bolster the application for State Heritage listing that is currently being developed.

$1,200.00 $3,470.00 Supported $1,200.00

CG00083 Hahndorf Memorial Institute Inc

Stage lighting upgrade

Suspended lighting bars have been installed in the ceiling of the main hall but stage lighting has never been acquired or installed. We seek to acquire a basic system of 7 modern LED/DMX stage lights , and a simple but expandable control console. This will be achieved in consultation with local lighting technician Jayden Cowell and our new member Tony Hannan, an experienced theatre worker. As the lighting bars are 5m from floor level they require hired scaffold to install. This inhibits all but professional groups adding temporary lighting. Simple modern DMX lights can be controlled in light level and colour tone from a console backstage or in the auditorium. This project has been discussed and approved in principle by DCMB maintenance officer David Baird. This will greatly

$2,000.00 $2,600.00 Supported $2,000.00

enhance all choral, theatrical , speaking , musical performances and other presentations that use the stage. And bring the Institute in line with contemporary standards.

CG00086 Mount Barker SES

Honour Board for SES

The current volunteers in the Mount Barker SES have collective 130 years of service, this doesn't count the many years of past members that have grown the skills and capabilities of our Unit and served the Adelaide Hills Community. We would like to recognise the wonderful work of our volunteers with an honour board passed and current members. We are seeking funding to purchase an honour board to be displayed at the Mt Barker Unit.

$1,000.00 Supported $1,000.00

CG00087 MOUNT BARKER CHRISTMAS FESTIVAL ASSOCIATION

Mt Barker Christmas Pageant

We are looking to replace "Barka" The Dog - costume. Costume is 20 years old and is in need of replacing

$500.00 $500.00 Supported $500.00

CG00089 Nairne Soldiers memorial Hall Inc

Installation of PV Solar Panels

To Install a 6KW Photo Voltaic Solar Power system to the SM Hall to offset the current high cost of Electricity from the main grid. Payback cost for this is expected to be 3.25 years.

$2,500.00 $7,000.00 Supported subject to relevant compliance being met.

$2,500.00

CG00093 Kanmantoo Grounds Committee

Internal Painting of the Kanmantoo hall

Kanmantoo Grounds Committee is to maintain the condition of the Kanmantoo Hall which dates back to the 1850's. Our committee is to undertake to repair and paint the internal walls and door of the hall. The benefit is to improve the appearance of the hall for the purpose of hiring and to conduct various functions to bring the community together including the Kanmantoo Dawn Service which will be held every year

$3,000.00 $6,005.00 Supported $3,000.00

2. Unsuccessful Community Grant Applications App ID Applicant Project Title Brief Project Description Total

Amount Requested

Total Project Cost

Reason for allocation/refusal

Amount Granted

CG00054 Mount Barker Family House Inc

Community Information Service

Mount Barker Community Centre recently moved to a central location within walking distance to the Library, TAFE, Primary, High Schools, Kindergarten and the main shopping district of Mount Barker. There is ample car parking and public transport making this a very accessible service for the community. We would like to set up a Community Information Service on site in the Community Centre. This service will provide information on sporting clubs, social groups, emergency relief, homeless, domestic violence and health services among others. The service will include a display of up to date flyers and brochures as well as ipads to access up to date databases and Apps with relevant local information. Community Centre Administration staff and volunteers will be trained to answer questions and access relevant information to inform the community about local services. The Community Centre website will also be updated with links to relevant databases.

$4,994.00 $4,994.00 Concept supported but not supported to allocate Community Grant money.

CG00055 Fostercare Share Shed

Foster Care Share Shed

As carers, we have children of various ages come and go into our care, sometimes at very short notice. To stock a supply of everything needed for both genders and children of various ages takes a lot of space in our home and requires an extensive outlay of funds as we are required to provide everything for the children in our care personally. I aim to set up a free borrowing facility in a storage facility or warehouse, much like a toy library, where carers can come and borrow what they need for the child that they have in their care at the time – clothes, bottles, blankets, sheets, sterilisers, toys, bassinets, prams, swings, activity centres etc. – anything required to care for children at various ages. Any funding received will go toward the cost to set this up (shelving, storage boxes etc.). All items on loan will be donated, not purchased.

$1,500.00 $3,000.00 Application requires more development - not supported.

CG00056 Reclink Australia

Mount Barker Futures Project

The Project aims to offer a range of active and passive sporting recreational and creative programs for at risk youth adults and families with a disability or who are unemployed or have a mental health diagnosis. The Reclink model is grassroots community development which has demonstrable results in bettering the lives of disadvantaged people through : improved mental and physical health, personal fitness and well being, self confidence and self esteem, reduced depression and anxiety, increased social connections and a greater sense of being a valued part of the local community, gaining of new sporting and artisitic skills and interests and formation of new frienship and support networks.

$3,000.00 $6,000.00 Not supported via Community Grants. Refer to Community Connections Team for support via partnership agreement.

CG00063 Mount Barker Ministers Fellowship

New promotional banners

Our promotional corflutes and banners are currently looking quite weathered and old and all have different designs on them being accumulated over the last decade. We are initiating a program of rebranding the event and to this end have a new logo to be incorporated in all advertising. The new advertising/promotional infrastructure would assist to raise the profile of the event and be more aesthetically pleasing. With careful storage, we see the corflutes and banners lasting at least five years.

$2,000.00 $2,000.00 Signage not supported

CG00065 Community Living Australia

Create a multi-sensory space at the Mount Barker Day Service Centre

Community Living Australia is seeking funding to develop a multi-sensory space at our Day Options service in Mount Barker. A multi-sensory space is an artificially created area containing equipment and materials designed to stimulate the senses through light, sound, touch and smell. It aims to create a feeling of safety, and to provide novel sensations, with stimulation being under the user’s control. Research demonstrates how beneficial multi-sensory environments that are highly absorbing and provide moments of comfort and calm for overactive and distressed individuals can be. Multi-sensory spaces assist with minimising sensory overload in education and care settings, help to improve focus, develop or reactivate senses, encourage socialisation, promote cognitive development, improve behaviour and deescalate/calm an individual when in a heightened state. Having access to these facilities will help us provide holistic and effective supports that increase the independence of our clients, help them develop relationships and engage in community.

$3,259.00 $4,319.00 Not supported. Unable to demonstrate services allocated to people living in the district.

CG00066 Nairne Oval Committee

Upgrade Hot Water System at Nairne Oval Changerooms

The hot water system in the Nairne Oval Changerooms is well over 40 years old and is in desperate need of replacement. At the last football match of the season, the system failed leaving both the opposition players and the umpires to endure cold showers. The plumber who has maintained the system for the last few years has indicated that as the system is so old it can no longer be repaired and must be replaced as it also no longer meets safety requirements. The new system will be installed outside the change rooms rather than inside which will ensure that it meets current safety requirements.

$2,500.00 $5,710.00 Not supported. Possibly a Council responsibility – Peter McGinn to follow up.

CG00070 Asperlutely Autsome Inc

Outdoor Connections

Outdoor Connections is a successful social skills development program which works to develop social skills, independence and self determination skills for children and young adults on the autism spectrum or with similar challenges who have found other programs difficult to engage with. The program runs during the school term at Four Oaks Farm in Littlehampton. The program is fully funded by NDIS funding for those attending and has had good success with children with a demand avoidance presentation of autism as it uses a participant led approach. The program was nominated for and won a professional excellence award last year from Autism SA. Unfortunately due to current rollout challenges with the NDIS, some children who would benefit have had difficulties accessing NDIS funding. As such, this funding submission is to provide an opportunity for those children who are unable to gain NDIS funding to participate in the Outdoor Connections program.

$2,500.00 $16,400.00 Not supported as it is unclear that the membership accessing this program would be people living in the district.

CG00073 Littlehampton Primary

Sensory Garden Students in Year 4/5 would like to create a sensory garden to stimulate all five senses at The Glebe or in the Nature Playground located within Littlehampton Primary School that is open to the wider community. Sensory gardens stimulate all the senses through sight, touch, smell, taste and sound and have proven therapeutic value in terms of health and wellbeing. They can be a wonderful learning experience for children of all ages, people with disabilities and the elderly. All ages can enjoy nature in a safe and tactile environment and be able to relax, reflect, meditate, contemplate and talk about the discoveries in a Sensory Garden. Students will plan, plant and maintain the Sensory garden on behalf of the community

$3,000.00 $3,000.00 Requires further investigations with Council staff and the school (e.g. location, plan, access, maintenance). Encouraged to reapply again when a plan is established.

CG00076 Nairne Tennis Club Inc

Stage 2 of Court repair

Extensive cracks have appeared over the past couple of years in our court surface. In association with the Nairne Netball Club we are about to complete stage 1 of the repair using our own and oval committee resources. We have sealed each crack in the court surface using a polymer sealant recommended by court repair professionals using volunteer labour. Stage one also involves the cleaning and painting of the parts of the court we use for tennis. We are leaving the remainder of the surface due to limited funding. The remaining court surface painting/repair is stage 2 which is why we are seeking this funding. If not funded the remaining court surface will be only have the cracks repaired but not cleaned or the patches painted.

$2,500.00 $6,391.00 Not supported. Refer to Office for Recreation and Sport.

CG00077 Australian Air Force Cadets - 602 Squadron - Woodside

602 Squadron Transformation and Modernisation Program

602 Squadron requires a number upgrades to our current suite of equipment. This equipment is used to support our teaching, learning and development activities for our cadets. A lot of this is equipment is currently outdated, in need of replacement or we need more of it. The beneficiaries of this new equipment will be the the current 24 cadets of 602 Squadron. Our unit has a strong history of supporting local community events in both the Adelaide Hills and Mount Barker by participating the annual Mount Barker show and the annual Christmas pageant. With this grant funding specifically, we intend to use it purchase an additional 6 radios to support our activities by enabling communications between our staff members and comply with our safety requirements. Additionally this will support the growth of the unit and better enable us to support community events.

$1,500.00 $8,000.00 Not supported as application requires more information on the benefits to those living in the district.

CG00078 Meadows Sporting and Recreation Social Club Inc (Meadows Sports Club)

Replacement of Toilet Cubicle Partitions

The toilets within the clubrooms have become very outdated and are in need of renovation and refurbishment. The Club aims to paint, install new vanities and replace toilet fixtures in the male, female and disabled toilet facilities. The first stage of the project, though, has been identified as replacement of the old chipboard toilet cubicle partitions and doors within the male and female toilets. This will involve the removal of two cubicles from the male toilets and three cubicles from the female toilets by Club volunteers, and the installation of new Compact Laminate cubicles by the nominated contractor.

$3,000.00 $6,368.00 Not supported. Possibly a Council responsibility – Peter McGinn to follow up.

CG00082 Eastern Mavericks District Basketball Club

Training and Development

Provide extra Training sessions for players weekly that cover Strength and Conditioning. This will be introduced gradually across all the club members and will be at different levels for different age groups. We are looking to purchase various weight strengthening items eg Medicine balls , Hand weights and yoga mats. Trainings will be held at the St Francis de Sales Community Sports Centre and led by a Qualified Exercise Physiologist [ Member player ]. These sessions will also be offered to the St Francis de Sales College Basketball Academy members as the program moves forward.

$2,000.00 $5,000.00 Not supported. Refer to Office for Recreation and Sport.

CG00084 1:10 Adelaide Hills 1:10 community project

Funding relates to having some sensible functional equipment on hand to be used when required. Such equipment like: *Ride on mower, *Lawn mower, *mulcher, *lawn edger, Once we receive a needy family referral we would then take the following action; The Chair would make the client visit and determine man power and equipment needs required, *photos then taken ad sent to the Leaders of the various nominated groups whom I turn will promote the project amongst their people, *once the overall risk management assessment completed we would then set a specific date to action the project. *as a follow up we would then advise all parties of the successful outcomes and summarise.

$2,500.00 $2,500.00 Application required more information. Council staff to provide feedback to applicant.

CG00088 Hahndorf Academy

Hahndorf's Hidden Histories

This is a community project with artist Rachel Harris, which celebrates Hahndorf’s history with paste ups on specific buildings in Hahndorf’s Main Street of old black and white photographs with a contemporary twist. As part of History Month May 2020 we see this project as a great benefit for our community where people can be proud of Hahndorf’s history. We will run workshops with locals, traders, local historians and community groups, using their old photographs and stories, which engages locals, involving participation and wellbeing. This is site specific using temporary posters (that will not damage facades). Rachel’s work is on display in our gallery and visitors are enjoying it so much that and we want to show off Hahndorf’s history on the street to engage locals and visitors who can enjoy history with a dash of humour. (Rachel also did paste ups in Semaphore for SALA 2018, huge success).

$2,500.00 $9,000.00 Refer to the Community Connections Team for support under Arts and Culture.

CG00091 Nairne RSL Sub Branch

Refurbish honour Rolls SM Hall

To refurbish WW1 and WW2 Photographic Service honour Rolls in the Main Hall of the Soldiers' Memorial Hall. Replacement of old and /or missing glass panels, cleaning of photo panels, correction, repair, addition of some lettering. The addition of draped flags under each the honour rolls will also form part of this project.

$2,500.00 $5,000.00 Not supported as supporting application to install solar panels.

CG00092 Arts Excentrix Inc

'The Clearing House' Arts Auction

The concept (as it was last year) was to create an event that is an afternoon of art experience and music. Artists will exhibit their works (visual, ceramic, textile, jewellery) together with live music and an experience of a unique Hahndorf cottage...an afternoon to remember. Last year had approximately 200 people visit the event, many were tourists wandering the Main Street who stayed to enjoy an afternoon of music and art.

$500.00 $500.00 Refer to Community Connections/Events Teams.

12. REPORTS 12.1 REPORT TITLE: DRAFT COUNCIL ANNUAL REPORT 2018/19

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/127259 ATTACHMENTS: 1 – DOC/19/133322- DRAFT COUNCIL ANNUAL

REPORT 2017/18 SEPARATELY ATTACHED Key Contact Ros McDougall, Risk and Governance Officer

Manager/Sponsor Brian Clancey, Deputy CEO / General Manager

Governance, Strategic Projects, Wastewater/ Recycled Water

Mount Barker 2035 – District Strategic Plan: Governance and Leadership – Corporate capacity and leadership GL 2.10 Ensure compliance with legislative requirements Annual Business Plan: Nil Purpose: To present the draft Council Annual Report 2018/19 for adoption. Summary – Key Issues:

• Council is required to provide an annual report for adoption on or before 30 November.

Recommendation: That Council adopt the draft Mount Barker District Council Annual Report 2018/19 as separately attached noting that the Council’s financial statements and regional subsidiaries’ annual reports will be included following adoption by Council. Background: 1. The Local Government Act 1999 (“The Act”) requires Council to adopt an Annual

Report on or before 30 November each year. Discussion: 2. The Annual report provides a summary of reports and information related to

Council’s performance in implementing its strategic and annual business plans during the financial year. The key achievements include:

- External funding commitments for the Regional Sports Hub Stage 1 were increased to a total of $12.644 million, detailed design was completed and construction tendering commenced.

- Over 17,893 hours of volunteer time was gifted to the community across seven Council volunteer programs

- Entrance sculpture to Gawler Street, Mount Barker installed - Adelaide Road / Gawler Street, Mount Barker intersection with pedestrian

crossing completed - $4.8million was invested in buildings including the Environmental Service

Centre and Volunteer Hub. - Completion of $1million synthetic hockey pitch at Anembo Park of which

Council contributed $330,000 - Totness Employment Lands DPA community consultation completed and

endorsed by Council - Approximately 973 megalitres of recycled water was produced from the Springs

Road wastewater treatment plant. - Council elections were held and Council Members received induction and

training - 280,000 physical items were loaned from the library - In partnership with Business SA, Council has committed funding to support the

delivery of business scholarships as part of the South Australian Young Entrepreneur Scheme (SAYES)

- Macclesfield Main Street stage 2 completed - $447,000 was spent renewing footpaths across the district

- Commencement of new toilet and storage facilities at Littlehampton Peace Memorial Hall

- Opening of the indoor Community Sports Centre with shared St Francis de Sales College and community use

3. Council’s financial statements will be added following adoption by the Council. 4. Regional subsidiaries annual reports have been provided as separate information

reports to this Council meeting and will also be incorporated into Council’s annual report.

5. Copies of the Annual Report will be provided to Parliament, the Local Government Grants Commission and Libraries as required.

Community Engagement:

Informing only The Annual Report will be placed on Council’s website and a copy placed at the Local Government Centre. Copies will also be provided to Parliament and other agencies as required.

Policy: There is no Policy. Budget: There is no budgetary impact in the production of this report.

Statutory/Legal: Section 131 of the Local Government Act 1999 requires the adoption of the Annual Report. Staff Resource Requirements: There is no impact on staff resources. Environmental: N/A Social: The Annual Report provides information on services and programs in a manner which is easily accessible to the community. Risk Assessment: No risks identified Asset Management: N/A Conclusion: The annual report has been prepared as required under legislation. Previous Decisions By/Information Reports to Council Meeting Date 5 November 2019 HPRM Reference DOC/17/106563 Title Draft Council Annual Report 2017/18 Purpose To present the draft Council Annual Report 2017/18 for adoption. Meeting Date 6 November 2017 HPRM Reference DOC/17/106563 Title Draft Council Annual Report 2016/17 Purpose To present the draft Council Annual Report 201/17 for adoption.

ITEM 12.1 ATTACHMENT 1

DRAFT ANNUAL REPORT

12.2 REPORT TITLE: STATUTORY FINANCIAL STATEMENTS FOR THE

YEAR ENDING 30 JUNE 2019 DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/130649 ATTACHMENTS DOC/19/132370 AUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDING 30 JUNE 2019 SEPARATELY ATTACHED

Key Contact Julie Scoggins, Manager Financial Services Manager/Sponsor Alexander Oulianoff, Chief Financial Officer

Mount Barker 2035 – District Strategic Plan: Governance Leadership GL:1 – Manage assets and liabilities through a planned, long term approach. Annual Business Plan 2018/2019: Nil Purpose: To present to the Council the Audited Financial Statements for the year ending 30 June 2019. Summary – Key Issues: The purpose of the annual financial statements is to provide Council, the community and other interested parties, a record of the financial activities and the financial position of the Council, comparative to the preceding financial period. Recommendation: That the Council adopts the audited Financial Statements for the year ending 30 June 2019 (Attachment 1).

Background:

1. Pursuant to Section 125 of the Local Government Act 1999, a Council must ensure that appropriate policies, practices and procedures of internal control are implemented and maintained in order to assist the council to carry out its activities in an efficient and orderly manner to achieve its objectives, to ensure adherence to management policies, to safeguard the Council's assets, and to secure (as far as possible) the accuracy and reliability of Council records.

2. Pursuant to Section 126 (4) of the Local Government Act 1999, the functions of an Audit and Risk Committee include – (a) reviewing annual financial statements to ensure that they present fairly the state of affairs of the Council and (c) reviewing the adequacy of the accounting, internal control, reporting and other financial management systems and practices of the Council on a regular basis.

3. Pursuant to Section 129 (3) of the Local Government Act 1999, (3) The auditor must provide to the Council— (a) an audit opinion with respect to the financial statements; and (b) an audit opinion as to whether the controls audited under sub section (1) (b) are sufficient to provide reasonable assurance that the financial transactions of the Council have been conducted properly and in accordance with law.

4. Pursuant to Section 16 of the Local Government (Financial Management) Regulations 2011, on or before 30 November a copy of the audited financial statements for the preceding year must be submitted to the Minister and the presiding member of the South Australian Local Grants Commission.

Discussion:

5. The Model Financial Statements set out a recommended format (covering the four principal financial statements and notes to be read in conjunction with those statements) complying with Australian Accounting Standards.

6. The form and contents of the financial statements are prescribed by the Local Government Act 1999 and Financial Regulations 2011, in conjunction with associated Australian Accounting Standards, and in particular Part 4 13 of the regulations requires that; the financial statements of a council, council subsidiary or regional subsidiary (other than notes and other explanatory documentation) must be in accordance with the requirements set out in the Model Financial Statements.

7. Council’s Financial Statements (covering the four principal financial statements and notes which are read in conjunction with those statements) were audited by Dean Newbery & Partners in September 2019. Dean Newbery & Partners were awarded a 5 year contract in 2017 to undertake the external audit of the Council's financial report and audit of internal controls for the financial year period 1 July 2016 - 30 June 2021.

8. The Financial Statements for the year ending 30 June 2019 were presented to the Audit and Risk Committee on 17 October 2019. The Committee recommended that the draft Financial Statements for the Year ending 30 June 2019 presented fairly the state of affairs of the Council and that the statements be adopted by Council. (The Financial Statements are attached).

9. Apart from the four principal financial statements, key financial performance information is included in Note 15 Financial Indicators that highlight Council’s financial sustainability, and Note 16 Uniform Presentation of Finances that shows the net lending/(borrowings) for the year.

10. Council’s financial performance for the 2018/19 financial year included;

a. an operating surplus before capital revenue of $3,459k,

b. an increase in Council equity of $12.3 million, and

c. net lending position for the year of $1.6 million.

Informing only The community are informed via the Council report and the final audited statements which will be provided on Council’s website

Policy: The Annual Business Plan assesses the financial requirements of the council for the financial year and sets out a summary of its proposed operating expenditure, capital expenditure and sources of revenue and takes into account the council's long-term financial plan. Long Term Financial Plan: The Long Term Financial Plan (LTFP) provides for borrowings to meet cash flow requirements. Budget: Pursuant to the Local Government Act 1999, Council is required to prepare a comparison of budget to actual each financial year. Statutory/Legal: Financial Statements must be prepared in accordance with the Local Government Act 1999, the Local Government (Financial Management) Regulations 2011 and relevant Australian Accounting Standards. Staff Resource Requirements: N/A Environmental: N/A Social: N/A

Risk Assessment: Prudent management of Council’s financial sustainability ensures that long and short term financial risk is mitigated. Asset Management: The Financial Statements reports financial balances of Council assets as at 30 June 2019. This framework includes all the strategic and operational documents required to be compliant. The Asset Management Plan outlines Council’s current asset management maturity and outlines the key strategies and actions to improve asset management practice through building internal capability and incorporating new technology. Conclusion: Council’s end of year results as shown in the audited financial statements indicate Council’s ongoing strong financial position. Maintaining a financially sustainable position is crucial in continuing to build capacity to achieve the Community’s long term strategic goals. Previous Decisions By/Information Reports to Council Meeting Date 5 November 2018 HPRM Reference DOC/18/116103 Title Statutory Financial Statements for the Year Ending 30 June 2018 Purpose To present to the Council the Audited Financial Statements for the year ending

30 June 2018. Previous Decisions By/Information Reports to Council Meeting Date 6 November 2017 HPRM Reference DOC/17/103191 Title Statutory Financial Statements for the Year Ending 30 June 2017 Purpose To present to the Council the Audited Financial Statements for the year ending

30 June 2017.

ITEM 12.2 ATTACHMENT 1

AUDITED FINANCIAL STATEMENTS

12.3 REPORT TITLE: BUDGET REVIEW AS AT 30 SEPTEMBER 2019

DATE OF MEETING: 4 NOVEMBER 2019

FILE NUMBER: DOC/19/130650

ATTACHMENTS DOC/19/134426 BUDGET REVIEW 1 STATEMENTS FOR THE YEAR ENDING 30 JUNE 2020 AS AT 30 SEPTEMBER 2019

Key Contact Julie Scoggins, Manager Financial Services Manager/Sponsor Alexander Oulianoff, Chief Financial Officer

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL:1 – Manage assets and liabilities through a planned, long term approach. Annual Business Plan 2019/2020: Impact as included in report. Purpose: To provide the Council with information on the actual results compared to the budget figures for the financial year ending 30 June 2020 as at 30 September 2019. Summary – Key Issues: The purpose of the budget review as at 30 September 2019 is to provide Council, the community and other interested parties, a record of the budgeted financial activities and the financial position of the Council, compared to the adopted annual budget for the year ending 30 June 2020. Recommendation: That Council adopts the attached revised budget for the year ending 30 June 2020 as at 30 September 2019 (Budget Review 1). Background: The budget adopted by Council in July 2019 had an operating surplus before capital revenue of $2,190k, capital revenue for new assets of $15,057k, capital expenditure of $40,043k and net (borrowing) of ($13,348k). The forecast capital expenditure for 2019/20 (including carry forwards from 2018/19 and reallocation of budget for the Environmental Services Centre and the Regional Sports Hub) was $42,481k as adopted at the Council meeting on 2 September 2019 with a corresponding net (borrowing) of ($15,786k). This is the first review of the budget for the 2019/20 financial year and is as at 30 September 2019.

Discussion: 1. The operating result as at 30 September 2019 before capital revenue is an

operating surplus of $1,035k, capital expenditure of $6,042k and a net (borrowing) of ($2,128k). This report reflects the first quarter of the financial year and includes an update of operating revenue and expense and changes to the budgeted capital revenue and expenditure for the financial year.

Draft Budget Review Statement of Uniform Presentation Of Finances 2. The Draft Budget Review for the end of financial year is now forecast to be a net

operating result before capital revenues of $822k, ($1,368k) lower than the adopted budget (unfavourable variance), capital revenue for new assets of $8,087k, capital expenditure of $37,429k, and net (borrowing) of ($18,938k), ($5,590k) higher than the adopted budget (unfavourable variance).

3. The major variances contributing to the net (borrowings) are as follows:

Operating Result:

Operating Revenue – ($232k) or (0.5%) lower than budget (unfavourable variance) – Including the following significant variances:

a. Supplementary Local Roads Fund Grant Revenue ($290k) lower than budget (unfavourable variance) – Removal of the $290k included in the budget, taking account of the 2019/20 grant which was paid in 2018/19.

b. Government Programs Revenue $38k higher than budget (favourable variance) – Additional Commonwealth Home Support Program (CHSP) grant revenue included.

Operating Expenditure ($1,136k) higher than budget (unfavourable variance) – Including the following significant variances:

c. Lagoon Desludging Costs ($1,030k) higher than budget (unfavourable variance) – Transfer of costs from capital expenditure to operating as per report presented to Council on 2 September (zero impact on net borrowing position).

d. Depreciation ($134k) higher than budget (unfavourable variance) – Depreciation has increased due to additional gifted assets.

e. Impact of 2018/19 deferred activities ($102k) higher than budget (unfavourable variance) – Including Smart City Strategy ($32k), and asset condition audits ($29k).

Draft Capital Expenditure & Revenue Capital Expenditure $5,052k lower than budget including carry forwards (favourable variance) – Including the following significant variances: f. The revised draft capital expenditure total of $37,429k is $5,052k lower than the

budget adjusted for carry forwards from 2018/19 (as adopted on 2 September 2019)(favourable variance) and $2,614k lower than the original (adopted) budget (favourable variance).

f. The key drivers for the $5,052k reduction in this year’s capital works program are:

i. Deferred/Partially Deferred Projects $6,075k lower than budget (favourable variance) – Rescheduled works for the Regional Sports Hub stage 1 construction $3,644k, Wastewater Treatment Plant Upgrade $401k, and Wastewater Treatment Plant to Hampden Road New Gravity Sewer Trunk Line $1,459k. Impact of unsuccessful/deferral of grant applications for Hahndorf Main Street $300k, Nairne Village Green $150k, AHRC Upgrade Court 3 $70k and Hahndorf Bowling Club Green replacement $50k.

ii. Transfer to operating expenditure $1,030k lower than budget (favourable variance) – Lagoon desludging transfer of costs from capital expenditure to operating as per report presented to Council on 2 September (zero impact on net budget deficit position). The impact of this transfer on the asset renewal funding ratio is a reduction of 11.7%.

iii. Project Cancellations $162k lower than budget (favourable variance) – Cancellation of projects and associated budgets to reflect changed assumptions for grant funding/contributions including: Exercise Nodes Linear Trail $36k, Chambers Road $114k, and Hahndorf Tennis Club Plexipave Court Resurfacing $12k.

iv. Projects Completed at a lower cost than budgeted $251k (favourable variance) – Including Shared Path Hurling Drive to Laratinga Trail Stage 2 Pedestrian Activated Crossings $125k, and Central Sector - Design and Peet Wistow Park Extension $59k, and Hurling Trail Stage 3 $58k.

v. Emerging priorities ($415k) higher than budget (unfavourable variance) – Including expenditure associated with the processing of unsolicited proposals, administration of strategic Expressions of

Asset ClassOriginal Budget

Approved Budget

Budget Review 1

Var to Approved

Bud Inc CF $'000 $'000 $'000 $'000

Bridges & Culverts 340 368 368 0Buildings Asset 6,191 4,788 4,843 (55)Drainage Asset 355 530 530 0Footpaths 804 1,380 1,685 (304)Information Technology 119 119 138 (19)Land Assets 1,406 1,655 3,628 (1,973)Plant 1,632 1,790 1,770 20Recreational Assets 17,522 19,220 14,686 4,534Roads 3,679 4,094 5,131 (1,037)Unsealed Roads 1,998 1,998 1,045 953Wastewater 5,175 5,719 2,786 2,933Recycled Water 820 820 820 0

Grand Total 40,043 42,481 37,429 5,052

Interest on behalf of Council and capitalisation of staff time ($330k) and a number of minor emerging projects .

vi. Other ($1,973k) higher than budget (unfavourable variance) – Including Strategic Site Investment ($632k) to reflect stamp duty and mortgage funding of land purchase (on the corner of Bald Hills and Springs Roads) and ($1,174k) for the purchase of a property in the Mount Barker City Centre as per recent council meeting resolution which remains the subject of a confidentiality order until the purchase is settled.

g. Capital Revenue ($6,970k) lower than budget (unfavourable variance) –

Including the reduction (in a timing sense only) of regional sports hub stage 1 construction grants from $9,244k to $3,091k aligned to the latest business case and delivery/milestone schedule.

Draft Budget Review Financial Indicators 4. A comparison of the draft budget review key financial indicators, which measure the

financial sustainability and performance of Council, is 2.72% lower than budget for operating and 1.7% lower than budget for net financial liabilities and 21.75% lower than budget for asset renewal funding ratio. The lower asset renewal funding ratio is mainly driven by a review of the Wastewater capital program which reduced the ratio by 22.3% including the transfer of lagoon desludging from Wastewater 12.3%, a review of other classes undertaken at Budget Review run has driven the net reduction in other asset classes. Financial Indicator Budget Forecast Policy Target

i. Operating surplus ratio 4.37% 1.65% 0-1% ii. Net financial liabilities ratio 42.69% 40.99% 0-80% iii. Asset renewal funding ratio 123.55% 101.80% 100%+

Draft Budget Loan Funded Borrowings: 5. Although there is a higher net borrowing position as shown in the uniform

presentation of finances ($5,590k) to ($18,938k), this has not resulted in increased loan funded borrowings for Council. This is due to the end of year financial result (operating surplus), deferred projects and other minor movements which were budgeted and funded in 2018/19.

Informing only The budget is available on Council’s website Policy: The Annual Business Plan assesses the financial requirements of the Council for the financial year and sets out a summary of its proposed operating expenditure, capital expenditure and sources of revenue and takes into account Council's long-term financial plan. Long Term Financial Plan: The Long Term Financial Plan (LTFP) provides for borrowings to meet cash flow requirements.

Budget: This is the first budget review for the 2019/20 financial year as at 30 September 2019. The Net (Borrowing) will be increased by ($5,590k) to ($18,938k). The forecast cash position of $923k is ($3,998k) lower than the budget of $3,978k. The loan funded borrowing position at Budget Review 1 of $20,925k, which is $3,998k lower than the budget of $24,923k. Statutory/Legal: The Local Government Financial Regulations 2011 Part 2 Section 9 requires Council to reconsider its budget at least three times between 30 September and the 31 May. Staff Resource Requirements: As per budget/strategic plan – no comment applicable to this report. Environmental: As per budget/strategic plan – no comment applicable to this report. Social: As per budget/strategic plan – no comment applicable to this report. Risk Assessment: The Local Government Act 1999 requires that Council assesses the financial requirements of the Council for the financial year and sets out a summary of its proposed operating expenditure, capital expenditure and sources of revenue and takes into account the Council's long-term financial plan and relevant issues relating to the management and development of infrastructure and major assets by the Council. Asset Management: The Annual Estimates address issues relating to the management and development of infrastructure and major assets of Council. Conclusion: It is a legislative requirement that Council reconsiders its budget at regular intervals during the year. The budget assesses the financial requirements of Council for the financial year, it provides stability and certainty of financial outcomes and ensures continuation of delivery of essential community services and the efficient operation of infrastructure while maintaining a sound financial position. The major impacts on the budget at this review are; 2018/19 Carry Forwards – The net impact of carried forward capital projects from

2018/19 as adopted on 2 September 2019). 2019/20 Capital Expenditure Changes - Net impact of changes to the capital

works program including the deferral/partial deferrals of projects to 2020/21, partly offset by additional funding required for land acquisitions.

Capital Revenue– Lower capital revenue mainly driven by Regional Sports Hub stage 1 construction rescheduling impact on grant revenue

2018/19 Net Lending position - The 2018/19 actual result impact on net loan funded borrowings position.

In reviewing the budget estimates Council’s financial sustainability has been monitored and maintained ensuring the key financial indicators remain within Council’s adopted ratios. Previous Decisions By/Information Reports to Council Meeting Date 2 September 2019 HPRM Reference DOC/19/99776 Title CARRY FORWARD 2018/19 CAPITAL WORK IN PROGRESS BUDGETS Purpose To provide the Council with the capital work in progress for the financial

year ending 30 June 2019 to be carried forward to the 2019/20 budget.

Budgeted Financial Statements

for the Period ended 30 September 2019

Statement of Comprehensive Incomefor the Period ended 30 September 2019

YTD YTD Budget Forecast2019 $ '000 2020 2020 2020

Income9 854 Rates Revenues 10 452 41 957 41 950

196 Statutory Charges 361 1 411 1 391 536 User Charges 632 2 328 2 378 377 Grants, Subsidies and Contributions 413 3 402 3 146

36 Investment Income 27 80 80 76 Reimbursements 97 496 496 62 Other Income 41 404 404

- Net Gain - Equity Accounted Council Businesses - 11 137 Total Income 12 022 50 077 49 845

Expenses3 542 Employee Costs 3 651 16 467 16 4464 932 Materials, Contracts & Other Expenses 4 897 21 543 22 5652 163 Depreciation, Amortisation & Impairment 2 363 9 178 9 312

80 Finance Costs 76 700 700- Net loss - Equity Accounted Council Businesses - - -

10 716 Total Expenses 10 987 47 888 49 024

421 Operating Surplus / (Deficit) 1 035 2 190 822

180 Asset Disposal & Fair Value Adjustments 41 (1 186) (1 186)2 136 Amounts Received Specifically for New or Upgraded Assets 400 15 057 8 087

- Physical Resources Received Free of Charge - 5 824 5 824

2 737 Net Surplus / (Deficit) 1 476 21 885 13 547

Statement of Financial Positionfor the Period ended 30 September 2019

DRAFT Budget Forecast2019 $ '000 2020 2020 2020

ASSETSCurrent Assets

8 678 Cash & Cash Equivalents 10 002 3 978 9235 401 Trade & Other Receivables 32 109 4 000 4 000

2 Inventories 9 7 714 081 Subtotal 42 120 7 985 4 930

2 223 Non-Current Assets Held for Sale 2 223 2 223 2 22316 304 Total Current Assets 44 343 10 208 7 153

Non-Current Assets

1 508 Financial Assets 1 508 1 504 1 504 407 Equity Accounted Investments In Council Business 407 271 407

516 369 Infrastructure, Property, Plant & Equipment 514 308 574 324 554 4549 532 Other Non-Current Assets 15 197 3 933 3 933

527 816 Total Non-Current Assets 531 420 580 032 560 298544 119 TOTAL ASSETS 575 764 590 240 567 450

LIABILITIES Current Liabilities

7 078 Trade & Other Payables 4 514 3 401 3 401 Revenue in Advance 31 367 17 17

218 Borrowings 610 218 2292 281 Provisions 2 240 2 255 2 2559 577 Total Current Liabilities 38 732 5 891 5 902

Non-Current Liabilities

6 733 Non Current Borrowings 7 748 24 705 20 696 407 Non Current Provisions 407 261 261

7 140 Total Non-Current Liabilities 8 155 24 966 20 95716 717 TOTAL LIABILITIES 46 887 30 857 26 859

527 402 Net Assets 528 877 559 382 540 591

EQUITY210 532 Accumulated Surplus 212 006 224 744 224 077294 984 Asset Revaluation Reserves 294 985 318 258 294 985

21 886 Other Reserves 21 886 16 380 21 530

527 402 Total Council Equity 528 877 559 382 540 591

Statement of Cash Flowsfor the Period ended 30 September 2019

Cash Flows from Operating ActivitiesReceipts

47 612 Operating Receipts 16 618 50 997 51 148 201 Investment receipts 27 80 80

Payments (34 820) Operating payment to suppliers & employees (11 126) (38 380) (43 188)

( 317) Finance payment ( 76) ( 700) ( 700)

12 676 Net Cash provided by (or used in) Operating Activities 5 444 11 997 7 340

Cash Flows from Investing ActivitiesReceipts

8 806 Amounts Specifically for New or Upgraded Assets 400 15 057 8 087 288 Proceeds from Sale of Replaced Assets 270 270 568 Proceeds from Sale of Surplus Assets 116

2 Repayment of Loans by Community Groups 4 4 Payments

(7 164) Expenditure on Renewal/Replacement of Assets (1 377) (10 370) (8 814)(13 361) Expenditure on New/Upgraded Assets (4 665) (29 673) (28 616)

Loans Made to Community Groups (10 862) Net Cash provided by (or used in) Investing Activities (5 526) (24 712) (29 068)

Cash Flows from Financing ActivitiesReceipts

- Proceeds from Borrowings 44 13 110 14 339 123 Proceeds from Bonds & Deposits

Payments ( 197) Repayment of Borrowings 1 362 ( 365)( 74) Net Cash provided by (or used in) Financing Activities 1 407 13 110 13 974

1 740 Net Increase (Decrease) in Cash Held 1 324 396 (7 755)

6 938 Cash & Cash Equivalents at Beginning of Period 8 678 3 582 8 6788 678 Cash & Cash Equivalents at end of period 10 002 3 978 923

Notes to and forming part of the Financial Statementsfor the Period ended 30 September 2019

Financial Indicators

DRAFT Forecast Budget Forecast2019 $ '000 2020 2020 2020

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.

1. Operating Surplus Ratio6.98% Operating Surplus 822 4.37% 1.65%

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

2. Net Financial Liabilities Ratio2.28% Net Financial Liabilities 20 432 42.69% 40.99%

Net Financial Liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in Council businesses). These are expressed as a percentage of total operating revenue.

3. Asset Renewal Funding Ratio78.19% Net Asset Renewals 8 544 123.55% 101.80%

Infrastructure & Asset Management Plan required expenditure 8 393

Net asset renewals expenditure is defined as net capital expenditure onthe renewal and replacement of

existing assets, and excludes new capital expenditure on the

acquisition of additional assets.

Notes to and forming part of the Financial Statements

Uniform Presentation of Finances

49 540 Income 12 022 50 077 49 845(46 081) less Expenses (10 987) (47 888) (49 024)

3 459 Operating Surplus / (Deficit) 1 035 2 190 822

less Net Outlays on Existing Assets

(7 164) Capital Expenditure on Renewal and Replacement of Existing Assets (1 377) (10 370) (8 814)

8 976 less Depreciation, Amortisation and Impairment 2 363 9 178 9 312 288 less Proceeds from Sale of Replaced Assets 116 270 270

2 100 Subtotal 1 102 ( 921) 768

less Net Outlays on New and Upgraded Assets(13 361) Capital Expenditure on New and Upgraded Assets (4 665) (29 673) (28 616)

8 806 less Amounts Received Specifically for New and Upgraded Assets 400 15 057 8 087

568 less Proceeds from Sale of Surplus Assets (3 988) Subtotal (4 265) (14 615) (20 528)

1 571 Net Lending / (Borrowing) for Financial Year (2 128) (13 348) (18 938)

Capital Expenditure

20 528 Grand Total 6 042 40 043 37 429

Capital Renewal 12 Bridges & Culverts 9 340 340

133 Buildings Asset 31 916 963 Drainage Asset 284

447 Footpaths 2 383 409 962 Plant & Equipment 423 1 333 1 487 349 Recreational Assets 14 142 125

Recycled Water 1 20 202 942 Roads 887 3 313 4 167

899 Unsealed Roads 1 509 1 0451 389 Wastewater 12 2 128 2577 133 Total Capital Renewal 1 377 10 370 8 814

New Capital 168 Bridges & Culverts 28

4 649 Buildings Asset 1 233 5 275 3 880 267 Drainage Asset 120 71 530

1 365 Footpaths 214 421 1 276 395 Land Assets 2 154 1 406 3 628

49 Plant & Equipment 86 418 4211 795 Recreational Assets 258 17 380 14 560

Recycled Water 4 800 8003 507 Roads 179 366 963

111 Unsealed Roads 489 1 089 Wastewater 417 3 047 2 529

13 395 Total New Capital 4 665 29 673 28 616

12.4 REPORT TITLE: APPOINTMENT OF DEPUTY MAYOR EFFECTIVE FROM 1 DECEMBER 2019– 30 NOVEMBER 2020

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/130645 ATTACHMENTS: 1 – DOC/19/130646 – APPOINTMENT PROCESS Key Contact Ros McDougall, Risk and Governance Officer

Infrastructure and Projects

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL1: Active democracy and effective representation

Annual Business Plan : Nil Purpose: To appoint a Deputy Mayor for the period 1 December 2019 – 30 November 2020. Summary – Key Issues: There is an opportunity for Council to appoint a Deputy Mayor. The appointment of a Deputy Mayor is preferable from a community perspective. Appointment for a term of 12 months is proposed as this provides greater

opportunity for Council Members. Recommendation: That Council: 1. Appoint a Deputy Mayor;

2. Follow the process to nominate a Council Member to the position of Deputy Mayor

as outlined in Attachment 1. 3. Appoints Councillor…………………….to the position of Deputy Mayor for the

period 1 December 2019 until 30 November 2020.

Background: 1. Section 51(3) of the Local Government Act 1999 (“the Act”) allows Council to

appoint a Deputy Mayor.

2. There is no requirement to appoint a Deputy Mayor. A member chosen by Council may act in the office of the Mayor for the relevant period.

3. Following the November 2018 election Cr Greg Morrison was appointed as Deputy Mayor until 1 December 2019.

Discussion: 1. Council has regularly appointed a Deputy Mayor for a 12 month period. This

provides an opportunity for a greater number of Council Members to nominate for this position.

2. The term cannot exceed 4 years. 3. A Deputy Mayor is eligible to re-nominate for subsequent appointments. 4. Appointing a Deputy Mayor can resolve difficulties that may arise should the Mayor

be unable to attend to duties or when on leave. 5. If a Deputy Mayor is not appointed the Council can resolve who will be the Acting

Mayor for the required period as the need arises via resolution of Council at the time.

6. However should there be an unanticipated need (such as due to illness) there will be a lag time until Council meets to appoint a Deputy Mayor. This could put at risk documents requiring signatures and attendance at official events or ceremonies.

7. If Council wishes to nominate a Deputy Mayor for a period of time: - All Councillors are eligible to nominate; - Councillors may self nominate or nominate others (subject to that being

acceptable to the other council member) - Council will need to determine the period of time for the appointment with 12

months being recommended, commencing 1 December 2019.

8. The process of nominating will be as detailed in Attachment 1.

Informing only The community is informed via this report and information on Council’s website

Policy: There is no existing Policy. Budget: The allowance for the Deputy Mayor is 1.25 times that of a Councillor and is currently $21,587.50 p.a. Statutory/Legal: Local Government Act S51 (3) – (8) Staff Resource Requirements: N/A Environmental: N/A Social: Both an Acting Mayor and Deputy Mayor can fulfil official duties if the Mayor is absent.

Risk Assessment: There are no identified risks other than if there isn’t a Deputy Mayor this can cause difficulties as outlined above. Asset Management: N/A Conclusion: Council should consider which Council Member to appoint as Deputy Mayor for the period 1 December 2019 – 30 November 2020. Previous Decisions By/Information Reports to Council Meeting Date 3 December 2018 HPRM Reference DOC/18/116592 Title Appointment of Deputy Mayor Purpose To consider appointing a Deputy Mayor. Previous Decisions By/Information Reports to Council Meeting Date

6 November 2017 HPRM Reference

DOC/17/105385

Title Appointing a Deputy Mayor Purpose To appoint a Deputy Mayor until the periodic election in November 2018.

Nomination Process for One (1) Council Member to the position of Deputy Mayor

Background 1. Council Members should consider whether they have a conflict of interest when

nominating and whether they should participate in the vote. 2. If Council Members wish to nominate but will be absent from the meeting they may

notify the Chief Executive Officer or the Executive Assistant to the CEO and Mayor via email or letter of their desire to nominate;

Step 1. 3. The Mayor will call for nominations. Step 2 4. If there is more than one nomination:

- the Mayor will allow up to 2 minutes each for those members nominated to explain why they are the most appropriate nominee

- the vote will be via secret ballot. 5. All members in the Chamber including the Mayor shall be eligible to vote via the

secret ballot as this is not a motion, it is to gauge the preferred Councillor.

Step 3 6. Secret Ballot

Each Council Member in the Chamber including the Mayor will complete their voting slip to include the name of their preferred Council Member. These will be collected and counted by a Council Officer present and an additional Council Officer acting as scrutineer.

7. The counting will be first past the post, majority vote. Step 4 8. The Mayor will announce the result of the secret ballot process. Step 5 - Motion – the Mayor will call for the following Motion to formalise the ballot process.

9. Appoint Councillor………………. to the position of Deputy Mayor for the period 1 December 2019 until 30 November 2020.

10. Council Members will not be able to see the ballot papers after the vote is completed

and the ballot papers will be destroyed by the scrutineers. If there is a tied vote the following processes will occur: 11. Tied Vote

23. As per section 51 (8) of the Local Government Act (Principal Member of Council) If

the result is a tied vote between two or more councillors the result will be decided by the Risk & Governance Officer placing the tied councillor names in a box.

12. The first name drawn out by the Presiding Member will be the Council Member who

is eliminated (as per Council’s Code of Practice for Meeting Procedures) until there is only one name remaining.

13. This will be followed by a motion and resolution as above.

12.5 REPORT TITLE: NOMINATION OPPORTUNITY FOR THE NATIONAL GROWTH AREAS ALLIANCE STRATEGIC ADVISORY COMMITTEE

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/133458 ATTACHMENTS: 1 - DOC/19/133464 NGAA NOTICE OF ELECTION 2 - DOC/19/133466 INFORMATION TO CANDIDATES 3 - DOC/19/133468 NGAA GOVERNANCE MANUAL 4 – DOC/19/133511 PROCESS FOR APPOINTMENT Key Contact Greg Sarre, Manager Economic Development and

Sustainable Futures, Planning and Development

Manager/Sponsor Marc Voortman, Acting General Manager, Planning and Development

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL2: Corporate capacity and leadership GL2.5 Participate in State and Federal policy development processes affecting local

government GL 2.6 Foster strategic alliances to deliver key projects and initiatives in partnership

with key stakeholders Annual Business Plan: N/A Purpose: To provide the opportunity for Council to nominate 1 person for a position on the National Growth Areas Alliance Strategic Advisory Committee Summary – Key Issues: 1. The National Growth Areas Alliance (NGAA) is calling for nominations for positions

on its Strategic Advisory Committee. 2. To fulfil requirements for State representation, Council is guaranteed 1 position

should a Councillor wish to nominate. 3. The committee is established to approve the NGAA strategic plan, operational plan

and budget, provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected members.

Recommendation: That Council: 1. Follow the process to nominate 1 Council member to the National Growth Areas

Alliance Strategic Advisory Committee (Attachment 4) 2. Nominate ………………to the National Growth Areas Alliance Strategic Advisory

Committee Background: 1. The National Growth Areas Alliance (NGAA) has recently changed its governance

structure and is now calling for nominations for positions on its Strategic Advisory Committee.

2. To fulfil requirements for State representation, Council is guaranteed 1 position should an elected member wish to nominate.

Discussion: 3. Notice of election of Strategic Advisory Committee members is included as

attachment 1, Information for candidates as attachment 2 and NGAA Governance Structure as attachment 3.

4. The process allows for only Councillors to be nominated to the Strategic Advisory Committee.

5. The new governance structure includes a Committee of Management which will be made up of Council staff at CEO/General Manager level across member Councils. A process to appoint members to the Committee of Management will be undertaken after the Strategic Advisory Committee is appointed.

6. The Strategic Advisory Committee is established to approve the NGAA strategic plan, operational plan and budget, provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected members.

7. Membership on the Strategic Advisory Committee would be for a period of 2 years

maximum. Meetings would be held at least 3 times per year and members can attend either in person or by teleconference. Meetings are held in February, June (to align with the ALGA meeting) and November (to align with the NGAA congress). There are no sitting fees attached to these positions.

8. The governance structure for the Strategic Advisory Committee allows for the

automatic election of the immediate past NGAA chair which in this case is Glenn Docherty, Mayor of the City of Playford. The City of Playford won’t be nominating another candidate therefore Mount Barker Council, as the only other SA NGAA member, is guaranteed a position should a Councillor wish to nominate.

9. The process to nominate is included at Attachment 4.

Informing only Information is provided via the Council report which is available on Council’s website.

Policy: N/A Long Term Financial Plan: N/A Budget: N/A Statutory/Legal: N/A Staff Resource Requirements: N/A Environmental: N/A Social: N/A Risk Assessment: N/A Asset Management: N/A Conclusion: Council can consider supporting a nomination to the NGAA Strategic Advisory Committee. Previous Decisions By/Information Reports to Council

Meeting Date 2 September 2019 HPRM Reference DOC/19/101818 Title NATIONAL GROWTH AREAS ALLIANCE UPDATE Purpose To provide an update on activities of the National Growth Areas Alliance

and to advise potential future new governance and membership arrangements.

Notice of Election 2019

Strategic Advisory Committee Member In line with the implementation of the revised NGAA Governance Structure, a new Strategic Advisory Committee will be established at the Annual Meeting of Members on 11 November, 2019 at The Vines Resort in the Swan Valley. The Strategic Advisory Committee (comprising Mayors and Councillors) will replace the current roles of Chair and Deputy Chair of NGAA. The new NGAA Committee of Management (officer-level positions which will be established in a separate exercise) will replace the current NGAA Executive Committee.

Positions to be filled This election will fill six (6) vacant positions to establish the Strategic Advisory Committee. The positions are to be filled by elected representatives from NGAA Member Councils.

Eligibility Any Mayor or Councillor from an NGAA member council may nominate themselves, or be nominated by a fellow Councillor, for a position on the Strategic Advisory Committee.

Nomination Process All nominations must be submitted online here by close of business on Monday 28 October, 2019 In the first instance, nominations will be collected by the NGAA Executive Officer. If more nominations than vacant positions are received, a secret ballot will be held. This will be delivered by an independent third party.

Voting Process If a vote is required, the online voting company GoVote will be engaged to manage the ballot and will perform the role of Returning Officer. GoVote will send the NGAA Key Contact in each Council a PIN and online voting instructions on Friday 1 November 2019. Candidate information will be available online for consideration before voting. Voting will close on Thursday 7 November. Results will be announced during the NGAA Annual Meeting of Members on 11 November 2019. Each NGAA Member Council will vote for six candidates to fill the six vacant positions, ensuring at least one vote goes to a candidate from their own state. A first past the post counting method will be used to determine the result. The candidate with most votes from each individual state of NGAA membership will be elected (WA, SA, VIC, NSW). The remaining two positions will be filled by the two candidates with the most votes, regardless of state.

Submit nominations here by close of business Monday 28 October, 2019

Bronwen Clark Executive Officer, NGAA 14 October 2019

Information for Candidates

Strategic Advisory Committee In line with the implementation of the revised NGAA Governance Structure, a new Strategic Advisory Committee will be established to replace the current roles of Chair and Deputy Chair of NGAA. Before submitting a nomination, please read the Strategic Advisory Committee Terms of Reference overleaf.

Objective The Strategic Advisory Committee (SAC) is called upon to approve the NGAA Strategic Plan, Operational Plan and Budget, provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected representatives.

Membership - Six elected representatives (Mayors or Councillors) from different Member Councils, ensuring

representation from each state - Immediate past NGAA Chair - Chair and Deputy Chair of the Committee of Management (officer level Committee replacing

the current Executive Committee)

Eligibility All nominees must be current elected representatives (Mayors or Councillors) of a financial member council of NGAA.

Term of Appointment Members are appointed for a period of two years.

Office Bearers From within the Committee membership a Chair and Deputy Chair will be elected for a two year term. State Delegates will be elected for a two year term from those states not represented by the Chair and Deputy Chair.

Meeting attendance Attendance at Committee meetings may not be delegated to a representative. Three meetings will be held each year and all can be attended in person or by videoconference. The meetings will be held in February, June (aligned with ALGA NGA) and November (aligned with NGAA Congress).

Nomination Process All nominations must be submitted online here by close of business on Monday 28 October 2019. In the first instance, nominations will be collected by the NGAA Executive Officer. If more nominations than vacant positions are received, a secret ballot will be held. This will be delivered by an independent third party. Nominations should include a candidate statement describing experience and knowledge of NGAA and growth area issues (250 words) and a photo to be uploaded. Candidates can be self-nominated or nominated by a fellow Councillor.

Questions Please contact Bronwen Clark, Executive Officer on bronwen.clark@ngaa.org.au or 0448 401 257.

NGAA Strategic Advisory Committee Terms of Reference 1. Objective

1.1. The Strategic Advisory Committee is called upon to approve the Strategic Plan, provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected representatives.

2. Membership 2.1. Six elected representatives (Councillors) from different Member Councils, ensuring

representation from each state 2.2. Immediate past NGAA Chair 2.3. Chair and Deputy Chair of the Committee of Management

3. Membership Eligibility 3.1. All Committee members must be current elected representatives (Mayors or Councillors)

of a financial member council of NGAA. 4. Appointment process

4.1. All Member Councils will be notified of Committee vacancies as they arise, including the timeline for nominations and electronic voting.

4.2. Nominations will be invited using the Nomination Form that accompanies these Terms of Reference.

4.3. Any Mayor or Councillor from any Member Council may self-nominate or be nominated to fill a position on the Strategic Advisory Committee.

4.4. If more nominations than vacant positions are received, a secret ballot will be held. 4.5. The secret ballot will be undertaken by an independent third party. 4.6. Establishment of the Committee:

4.6.1. If a ballot is required for the establishment of the Committee, each Member Council will vote for six nominees, ensuring at least one vote is given to a nominee from their own state.

4.6.2. The ballot will use a first past the post counting method to determine the result. 4.6.3. The nominee with most votes from each individual state will be elected (WA, SA,

VIC, NSW). 4.6.4. The remaining two positions will be filled by the two nominees with the most votes,

regardless of state. 4.7. Casual vacancies:

4.7.1. Elections to fill casual vacancies held in response to the resignation of a Committee member will follow the same process as outlined above.

4.7.2. On the creation of a vacancy, members of the Strategic Advisory Committee will be responsible for deciding if the vacant position should be filled by a nominee from a particular state, to ensure ongoing geographically balanced representation.

5. Term of Appointment 5.1. Members are appointed for a period of two years. 5.2. Vacancies caused by the resignation of a Member will be filled using the process outlined

above. 6. Office Bearers

6.1. From within the Committee membership a Chair and Deputy Chair will be elected for a two year term.

6.2. State Delegates will be elected for a two year term from those states not represented by the Chair and Deputy Chair.

7. Role of Office Bearers 7.1. The Chair will convene the Annual Meeting of Members, lead delegations to Parliament

House Canberra, be the key contact for elected officials from NGAA Member Councils and lead delegations to State Government in their home state.

7.2. The Deputy Chair will fill the Chair role if the Chair is unavailable and lead delegations to State Government in their home state.

7.3. State Delegates will lead delegations to State Government in their home state. 8. Meeting Schedule

8.1. Three meetings will be held each year February by videoconference, June at ALGA or videoconference, November at Congress or videoconference

8.2. Committee meeting minutes distributed to all members 9. Responsibilities

9.1. Approve Strategic Plan 9.2. Approve Operational Plan 9.3. Approve Policy Platform 9.4. Approve annual agreement with auspicing council on outcomes of KPIs to be achieved by

the auspicing council through the Executive Officer 9.5. Review outcomes of Canberra delegations 9.6. Provide advice on advocacy strategy 9.7. Convene Annual Meeting of Members 9.8. Chair acts as national spokesperson when appropriate 9.9. Receive minutes of Committee of Management 9.10. Review performance of Committee of Management

10. Remuneration 10.1. Membership of the Committee is not remunerated and is undertaken on a voluntary

basis only 10.2. Expenses incurred by the Chair (or Deputy) while attending meetings in Canberra

will be covered by NGAA. 10.3. No additional expenses are expected to be incurred, as all meetings may be

attended by videoconference if required. 11. Authority and Compliance Requirements

11.1. The Committee is an advisory committee to the National Growth Areas Alliance and is not a Committee of the City of Whittlesea, which auspices the Alliance Secretariat.

12. Conflict of Interest 12.1. If a Committee Member has a conflict of interest relating to any item on the Agenda,

the member must verbally disclose the type and nature of the interest immediately before consideration of the matter in question.

13. Support to the Committee 13.1. The Chair of the Committee of Management and the Executive Officer will assist in or

provide advice on any other function specified in these terms of reference where appropriate

14. Attendance at Meetings 14.1. All Committee members are expected to attend each meeting. 14.2. Teleconference or videoconference attendance is acceptable. 14.3. A member who misses two consecutive meetings without a formal apology may, at

the discretion of the Committee, have their term revoked. 14.4. A member who is unable to attend the majority of meetings during the year without

a formal apology may, at the discretion of the Committee, have their term of office revoked.

15. Quorum 15.1. A majority of members of the Committee constitute a quorum. If at any Committee

meeting a quorum is not present within 30 minutes after the time appointed for the meeting, the meeting shall be deemed adjourned.

16. Voting 16.1. There will be no official voting process and the Committee shall operate on a

consensus basis 17. Minutes of the Meeting

17.1. The Executive Officer, will take the minutes for each Committee meeting. The minutes shall be in a standard format including a record of those present, apologies for absence, adoption of previous minutes and a list of adopted actions and resolutions of the Committee.

17.2. The agenda shall be distributed at least 5 working days in advance of the meeting to all Committee members.

17.3. A copy of the minutes shall be distributed to all Committee members within 10 working days of the meeting.

18. Report to Membership 18.1. A report to Membership will be tabled at the Annual Meeting of Members and

ed to all members. 18.2. Reports to Members should reflect a consensus view. Where consensus cannot be

reached, the report should clearly outline the differing points of view. 19. Review of these Terms

19.1. These Terms of Reference shall be reviewed annually. October, 2019.

NGAA Governance Structure 2019

Contents Review of NGAA Governance ........................................................................................... 2

Objectives and Outcome of the Review ......................................................................... 2

Issues for consideration in next Strategic Plan ............................................................... 2

Governance ....................................................................................................................... 3

Legal Status ................................................................................................................... 3

New Governance Structure ............................................................................................ 3

NGAA Governance Structure Chart ............................................................................... 6

Membership Agreement .................................................................................................... 7

Ongoing Governance Calendar by Financial Year ............................................................. 7

Annexe 1 Strategic Advisory Committee Terms of Reference and Nomination Form ...... 9

Annexe 2 Committee of Management Terms of Reference and Nomination Form........ 12

Annexe 3 NGAA Membership Agreement .................................................................... 16

Annexe 4 Governance Review Report .......................................................................... 17

Review of NGAA Governance Alliance Members marked the ten year anniversary of NGAA at the National Congress in November 2018. Earlier in 2018, a new Executive Officer had been appointed. The NGAA Executive Committee agreed it was timely to take a fresh look at the governance structure and operations (membership, finances, staffing) of the Alliance.

A review of the current structure and operations was conducted in late 2018 by the (Annexe 4).

Recommendations from the review were considered by the Executive Committee at their meetings in February and April 2019 and a paper titled

stributed to all NGAA Member Councils on 23 April for comment by 5 June 2019. This deadline was then extended to 21 June 2019.

A revised proposal, incorporating feedback from Member Councils was tabled at the Executive Committee meeting of 5 August, 2019 and was subsequently approved by email (to include those Executive Committee members not present at the meeting) on 29 August.

Objectives and Outcome of the Review The objectives of reviewing the Operations and Structure of NGAA were to:

1. Take stock of how NGAA has evolved and develop a governance and decision-making framework that achieves the best outcomes for Member councils.

2. Achieve greater transparency and accountability in NGAA activities. 3. Improve reporting processes between the Executive Committee and Chair/Deputy

Chair and between all Member Councils. 4. Provide more opportunities for members to collaborate and be included in the

The outcome of the Review is a revised governance structure as outlined in this document.

Issues for consideration in next Strategic Plan Some issues arose during this review that fell outside its scope but are nevertheless

These will form part of the process of developing the 2021-2024 Strategic Plan. A Strategic Planning workshop will be held at the 2019 Congress to develop the next plan.

Finances o Explore income diversification while ensuring independence

Membership o Explore potential to expand membership parameters o Explore associate memberships for LGAs or other organisations outside

membership parameters

Governance Legal Status NGAA will continue to be auspiced by the City of Whittlesea. The 2018 Governance Review

e deferred until the proposed

From 2019-20, an auspicing agreement will be entered into outlining provision of services by City of Whittlesea and a process for ensuring delivery of the NGAA Operational Plan by NGAA Secretariat (who are employees of the City of Whittlesea). The Agreement will be written by the Executive Officer in conjunction with the City of Whittlesea and approved by the Committee of Management. It will be reviewed and renewed on a regular basis.

New Governance Structure There will be three levels of governance in the new structure:

1. NGAA Annual Meeting of Members 2. Strategic Advisory Committee comprising elected officials (Councillors) 3. Committee of Management comprising senior officers of Member Councils.

Transition to new structure

The current NGAA structure will transition to the agreed new structure at the Annual Meeting of Members on 11 November 2019, where the outcomes of elections for the Strategic Advisory Committee will be announced. The nomination and voting process for the two new Committees will take place in the month leading up to the Annual Meeting.

Election Process

Elections will be held to fill vacancies on the Strategic Advisory Committee. An election notice will be issued one month before the vote, outlining eligibility for nominations and voting process.

Nominations: - Any Mayor or Councillor from a member council may nominate themselves, or be

nominated by a fellow Councillor, for a position on the Strategic Advisory Committee.

Voting: - If more nominations are received than vacant positions, a secret ballot will be held. - If a ballot is required for the establishment of the Committee, each Member Council

will vote for six nominees, ensuring at least one vote is given to a nominee from their own state.

- - The candidate with most votes from each individual state will be elected (WA, SA,

VIC, NSW). - The remaining two positions will be filled by the two candidatse with the most votes,

regardless of state.

Casual vacancies: - Elections to fill casual vacancies held in response to the resignation of a Committee

member will follow the same process as outlined above. - On the creation of a vacancy, members of the Strategic Advisory Committee will be

responsible for deciding if the vacant position should be filled by a nominee from a particular state, to ensure ongoing geographically balanced representation.

NGAA Annual Meeting of Members

All Councils who are current financial members are eligible to vote in elections held during the Annual Meeting of Members

Responsibilities - Elect Councillors/Mayors to Strategic Advisory Committee - Receive NGAA annual report and accounts - Receive reports on Strategic Plan and Policy Platform - One representative from each Member Council for voting purposes - Member Councils to confirm each May to their intention to continue membership - Participation in Annual Meeting restricted to current financial members (membership

fee invoice issued each July)

Strategic Advisory Committee

Membership - Six elected representatives (Councillors) from different Member Councils, ensuring

representation from each state - Immediate past NGAA Chair - Chair and Deputy Chair of the Committee of Management - Members elected for a two year term - Chair, Deputy Chair and State Delegates elected from within the Committee - Extraordinary vacancies created through the resignation of a member will prompt an

election.

Responsibilities - Meet three times per year - Approve Strategic Plan - Approve Operational Plan - Approve Policy Platform - Approve annual agreement with auspicing council on outcomes of KPIs to be

achieved by the auspicing council through the Executive Officer - Review outcomes of Canberra delegations - Provide advice on advocacy strategy - Convene Annual Meeting of Members - Chair acts as national spokesperson when appropriate - Receive minutes of CoM - Review performance of CoM

The Full Terms of Reference and Nominations Forms can be found at Annexe 1

Committee of Management

Membership - One representative of each state at CEO/GM or Deputy CEO/GM, Director or

equivalent level, to be nominated by members within each state (not to be delegated) - Three skills-based members appointed positions for limited tenure (not to be

delegated) - Chair and Deputy Chair elected by Committee members annually

Responsibilities - Meet up to six times per year - Develop and Recommend Strategic Plan to the SAC - Recommend Policy Platform to SAC - Recommend Annual Budget to SAC and monitor during year

- Recommend Operational Plan to SAC and monitor during year - Recommend annual agreement with auspicing council on the KPIs to be achieved by

the auspicing council through the Executive Officer - Appoint skills-based members - Appoint Executive Officer (in consultation with Chair of the SAC) - Set Executive Officer KPIs - Confirm NGAA policies

The Full Terms of Reference can be found at Annexe 2

Secretariat Role

Responsibilities - Prepare Strategic Plan for approval - Prepare Policy Platform for approval - Prepare and implement Operational Plan (annual), Budget (annual) and NGAA

policies/procedures - Member liaison - Event Coordination - Communications internal and external - Government Relations and representation - Administration - Manage auspicing arrangement

NGAA Governance Structure Chart

Body and Membership Key Responsibilities Annual Meeting of NGAA Members

One representative from each Member Council for voting purposes

Members of Strategic Advisory Council (non-voting unless delegates)

1. Elect Councillors/Mayors to SAC 2. Elect CEO State representative members of Executive

Committee 3. Receive NGAA annual report and accounts 4. Receive SAC reports on Strategic Plan and Policy Platform

r or D

r of C

Strategic Advisory Committee (SAC) Membership Six elected representatives (Councillors)

from different Member Councils, ensuring representation from each state

Immediate past NGAA Chair Chair and Deputy Chair of the Committee of

Management

Office Bearers From within SAC membership a Chair is

elected. Three Deputy Chairs are elected to ensure one Office Bearer from each state.

Meetings Meets 3 times per year Chair chairs Annual Meeting of Members Meeting minutes distributed to all members

1. Approve Strategic Plan 2. Approve Operational Plan 3. Approve Policy Platform 4. Approve annual agreement with auspicing council on

outcomes of KPIs to be achieved by the auspicing council through the Executive Officer

5. Review outcomes of Canberra delegations 6. Provide advice on advocacy strategy 7. Convene Annual Meeting of Members 8. Chair acts as national spokesperson when appropriate 9. Receive minutes of CoM 10. Review performance of CoM

Committee of Management (CoM) Membership Four CEO State representatives (not to be

delegated) Three skills-based members appointed

positions for limited tenure (not to be delegated)

Executive Officer Office Bearers Chair and Deputy Chair elected by

Committee members annually Meetings Committee meets 6 times per year (additional meetings to be scheduled if required)

Committee of Management Executive (CoM

Exec) Membership Chair and Deputy Chair Executive Officer

Meetings Meets in between full COM scheduled meetings

CoM 1. Develop and Recommend Strategic Plan to the SAC 2. Recommend Policy Platform to SAC 3. Recommend Annual Budget to SAC and monitor during

year 4. Recommend Operational Plan to SAC and monitor during

year 5. Recommend annual agreement with auspicing council on

the KPIs to be achieved by the auspicing council through the Executive Officer

6. Appoint skills-based members 7. Appoint Executive Officer (in consultation with Chair of

the SAC) 8. Set Executive Officer KPIs 9. Confirm NGAA policies CoM Exec 1. Approve/monitor Executive Officer delegations 2. Supervise Executive Officer

NGAA Secretariat Membership Executive Officer (0.95FTE); Research &

Policy Coordinator (0.4FTE); Communications Coordinator (0.6FTE); Events Coordinator (0.4FTE)

Responsibilities Member liaison EO to act as media spokesperson (with Chair

of SAC when appropriate) Implement Operational Plan Manage auspicing arrangements

Prepare for approval:

Strategic Plan (3 years) Policy Platform

Prepare and implement: Operational Plan (annual)

Budget (annual) NGAA policies/procedures

Membership Agreement In an effort to create more certainty around annual income from membership fees, Member Councils will be requested each May to confirm their intention to continue their membership in the following financial year.

Members will also be given the option of providing in principal support for a three year membership commitment (invoiced annually) which will provide a level of funding certainty for the medium-term, opening up the potential for NGAA to enter into multi-year research and funding agreements.

the financial year has commenced, when budgets have been set and work plans agreed to.

The Membership Agreement content can be found at Annexe 3.

Ongoing Governance Calendar by Financial Year MEETING MEETING PARTICIPANTS MEETING FORMAT COM Executive

COM Chair, Deputy Chair and Executive Officer Phone/Video 30-60 minutes

COM Full Committee of Management and EO Phone/Video 60-90 minutes SAC Full Strategic Advisory Committee, Chair and

Deputy Chair of COM and EO 1xPhone/Video 2x in person 60-90 minutes.

AGM All members at Congress 1x in Person

MONTH MEETING AGENDA ITEMS REPORTING July COM Executive 1 Day to day business

Minutes to COM

August COM 1

Approve: 1. Congress Program 2. Executive Officer KPIs and

agreement with auspicing Council Receive:

1. Operational Plan progress report

Minutes to SAC

September COM Executive 2 Day to day business

Minutes to COM

October COM 2

Receive from EO and recommend to SAC: 1. Budget Submission 2. Policy Platform Annual Review

Minutes to SAC

November COM Executive 3 Day to day business

Minutes to COM

SAC1 at Congress

Approve: 1. Policy Platform 2. Budget Submission

Minutes to all Members

AGM at Congress

Receive Annual Report Elect SAC and COM (when required)

December COM 3

Receive: 1. report on Congress

Approve: 2. calendar of meetings and events

Minutes to SAC

January COM Executive 4 Day to day business

Minutes to COM

February COM 4

Receive: 1. Operational Plan Progress Report

Minutes to SAC

SAC2 by videoconference

Receive reports: 1. Calendar of NGAA Events

Provide advice: 1. Advocacy 2. Development of 2021-24 Strategic

March COM Executive 5

1. Day to day business 2. Executive Officer mid-term

performance review

Minutes to COM

April COM 5

Approve: 1. Congress theme and budget 2. Executive Officer mid-term

performance review

Minutes to SAC

May COM Executive 6 Day to day business

Minutes to COM

June COM 6

Receive from EO and recommend to SAC: 1. Operational Plan and Budget 2. Strategic Plan

Receive from EO: 1. Report on Federal Budget

Outcomes

Minutes to SAC

SAC3 at ALGA

Approve: 1. Operational Plan and Budget 2. Strategic Plan

Receive: 2. Report on Federal Budget

Outcomes

Annexe 1 Strategic Advisory Committee Terms of Reference and Nomination Form Strategic Advisory Committee Terms of Reference

1. Objective 1.1. The Strategic Advisory Committee is called upon to approve the Strategic Plan,

provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected representatives.

2. Membership 2.1. Six elected representatives (Councillors) from different Member Councils, ensuring

representation from each state 2.2. Immediate past NGAA Chair 2.3. Chair and Deputy Chair of the Committee of Management

3. Membership Eligibility 3.1. All Committee members must be current elected representatives (Mayors or

Councillors) of a financial member council of NGAA. 4. Appointment process

4.1. All Member Councils will be notified of Committee vacancies as they arise, including the timeline for nominations and electronic voting.

4.2. Nominations will be invited using the Nomination Form that accompanies these Terms of Reference.

4.3. Any Mayor or Councillor from any Member Council may self-nominate or be nominated to fill a position on the Strategic Advisory Committee.

4.4. If more nominations than vacant positions are received, a secret ballot will be held. 4.5. The secret ballot will be undertaken by an independent third party. 4.6. Establishment of the Committee:

4.6.1. If a ballot is required for the establishment of the Committee, each Member Council will vote for six nominees, ensuring at least one vote is given to a nominee from their own state.

4.6.2. The ballot will use a first past the post counting method to determine the result.

4.6.3. The nominee with most votes from each individual state will be elected (WA, SA, VIC, NSW).

4.6.4. The remaining two positions will be filled by the two nominees with the most votes, regardless of state.

4.7. Casual vacancies: 4.7.1. Elections to fill casual vacancies held in response to the resignation of a

Committee member will follow the same process as outlined above. 4.7.2. On the creation of a vacancy, members of the Strategic Advisory Committee

will be responsible for deciding if the vacant position should be filled by a nominee from a particular state, to ensure ongoing geographically balanced representation.

5. Term of Appointment 5.1. Members are appointed for a period of two years. 5.2. Vacancies caused by the resignation of a Member will be filled using the process

outlined above. 6. Office Bearers

6.1. From within the Committee membership a Chair and Deputy Chair will be elected for a two year term.

6.2. State Delegates will be elected for a two year term from those states not represented by the Chair and Deputy Chair.

7. Role of Office Bearers 7.1. The Chair will convene the Annual Meeting of Members, lead delegations to

Parliament House Canberra, be the key contact for elected officials from NGAA Member Councils and lead delegations to State Government in their home state.

7.2. The Deputy Chair will fill the Chair role if the Chair is unavailable and lead delegations to State Government in their home state.

7.3. State Delegates will lead delegations to State Government in their home state. 8. Meeting Schedule

8.1. Three meetings will be held each year February by videoconference, June at ALGA or videoconference, November at Congress or videoconference

8.2. Committee meeting minutes distributed to all members 9. Responsibilities

9.1. Approve Strategic Plan 9.2. Approve Operational Plan 9.3. Approve Policy Platform 9.4. Approve annual agreement with auspicing council on outcomes of KPIs to be

achieved by the auspicing council through the Executive Officer 9.5. Review outcomes of Canberra delegations 9.6. Provide advice on advocacy strategy 9.7. Convene Annual Meeting of Members 9.8. Chair acts as national spokesperson when appropriate 9.9. Receive minutes of Committee of Management 9.10. Review performance of Committee of Management

10. Remuneration 10.1. Membership of the Committee is not remunerated and is undertaken on a

voluntary basis only 10.2. Expenses incurred by the Chair (or Deputy) while attending meetings in

Canberra will be covered by NGAA. 10.3. No additional expenses are expected to be incurred, as all meetings may be

attended by videoconference if required. 11. Authority and Compliance Requirements

11.1. The Committee is an advisory committee to the National Growth Areas Alliance and is not a Committee of the City of Whittlesea, which auspices the Alliance Secretariat.

12. Conflict of Interest 12.1. If a Committee Member has a conflict of interest relating to any item on the

Agenda, the member must verbally disclose the type and nature of the interest immediately before consideration of the matter in question.

13. Support to the Committee 13.1. The Chair of the Committee of Management and the Executive Officer will assist

in or provide advice on any other function specified in these terms of reference where appropriate

14. Attendance at Meetings 14.1. All Committee members are expected to attend each meeting. 14.2. Teleconference or videoconference attendance is acceptable. 14.3. A member who misses two consecutive meetings without a formal apology

may, at the discretion of the Committee, have their term revoked. 14.4. A member who is unable to attend the majority of meetings during the year

without a formal apology may, at the discretion of the Committee, have their term of office revoked.

15. Quorum

15.1. A majority of members of the Committee constitute a quorum. If at any Committee meeting a quorum is not present within 30 minutes after the time appointed for the meeting, the meeting shall be deemed adjourned.

18. Report to Membership 18.1. A report to Membership will be tabled at the Annual Meeting of Members and

ed to all members. 18.2. Reports to Members should reflect a consensus view. Where consensus

cannot be reached, the report should clearly outline the differing points of view. 19. Review of these Terms

19.1. These Terms of Reference shall be reviewed annually.

Strategic Advisory Committee Nomination content

Call for Nominations to the NGAA Strategic Advisory Committee open 14 October, 2019.

All nominations to be submitted by 6.00pm AEST 28 October, 2019 Electronic voting and candidate information will be distributed to a designated contact

in each Member Council. Each Member Council will vote for their preferred six candidates to fill the six

Committee positions.

Online nomination form includes:

- Nominee information - Nominator Information - Statement supporting your nomination (250 words) - Upload photo

Annexe 2 Committee of Management Terms of Reference and Nomination Form Committee of Management Terms of Reference

1. Objective 1.1. The Committee of Management focusses on operational matters, decision-making

and delegation of authority to the Executive Officer. It provides the Executive Officer and Secretariat with guidance and support. The Committee is responsible for recommending to the Strategic Advisory Committee and monitoring the NGAA Strategic Plan, Policy Platform, Operational Plan and Budget.

2. Membership 2.1. Four Council CEOs/GMs or Deputy CEO/GMS, Directors or equivalent to be

decided by Member Council in each state. To ensure consistency these positions are not to be delegated.

2.2. Three skills-based members who are appointed by the CEO/GM members 2.3. Executive Officer

3. Office Bearers 3.1. Chair and Deputy Chair elected by Committee members annually

4. Meetings 4.1. Committee meets up to 6 times per year (additional meetings to be scheduled if

required 5. Membership Eligibility

5.1. All Committee members must be current officers of a financial member council of NGAA.

6. Appointment process 6.1. All Member Councils will be notified of Committee vacancies as they arise, and each

State of NGAA membership will be required to put forward a CEO/GM representative of their State

6.2. The Committee will call for Expressions of Interest to be submitted from appropriately skilled officer to fill three skills-based positions and will appoint those Members accordingly.

6.3. Expressions of Interest will be invited using the Form that accompanies these Terms of Reference.

7. Term of Appointment 7.1. Members are appointed for a period of two years. 7.2. Vacancies caused by the resignation of a Member will be filled using the process

outlined above. 8. Office Bearers

8.1. The Committee of Management elects a Chair and Deputy Chair to form the Executive.

9. Role of Office Bearers 9.1. The Executive meets regularly with the Executive Officer to provide guidance,

supervision and oversight of professional development. 9.2. The Chair participates in Canberra delegations along with the Strategic Advisory

Committee Chair and the Executive Officer. 9.3. The Deputy Chair will fill the Chair role if the Chair is unavailable.

10. Meeting Schedule 10.1. Up to six meetings will be held each year by videoconference. 10.2. Committee meeting minutes will be distributed to the Strategic Advisory

Committee 11. Responsibilities

11.1. Develop and Recommend Strategic Plan to the SAC 11.2. Recommend Policy Platform to SAC 11.3. Recommend Annual Budget to SAC and monitor during year 11.4. Recommend Operational Plan to SAC and monitor during year 11.5. Recommend annual agreement with auspicing council on the KPIs to be

achieved by the auspicing council through the Executive Officer 11.6. Appoint skills-based members 11.7. Appoint Executive Officer (in consultation with Chair of the SAC) 11.8. Set Executive Officer KPIs 11.9. Confirm NGAA policies 11.10. The Executive will Approve/monitor Executive Officer delegations and

supervise Executive Officer 12. Remuneration

12.1. Membership of the Committee is not remunerated and is undertaken on a voluntary basis only

12.2. Expenses incurred by the Chair (or Deputy) while attending meetings in Canberra will be covered by NGAA.

12.3. No additional expenses are expected to be incurred, as all meetings may be attended by videoconference if required.

13. Authority and Compliance Requirements 13.1. The Committee is an advisory committee to the National Growth Areas

Alliance and is not a Committee of the City of Whittlesea, which auspices the Alliance Secretariat.

14. Conflict of Interest 14.1. If a Committee Member has a conflict of interest relating to any item on the

Agenda, the member must verbally disclose the type and nature of the interest immediately before consideration of the matter in question.

15. Support to the Committee 15.1. The Executive Officer will assist in or provide advice on any other function

specified in these terms of reference where appropriate 16. Attendance at Meetings

16.1. All Committee members are expected to attend each meeting or register an apology in advance of the meeting.

16.2. Teleconference or videoconference attendance is acceptable. 16.3. A member who misses two consecutive meetings without a formal apology

may, at the discretion of the Committee, have their term revoked. 16.4. A member who is unable to attend the majority of meetings during the year

without a formal apology may, at the discretion of the Committee, have their term of office revoked.

17. Quorum 17.1. A majority of members of the Committee constitute a quorum. If at any

Committee meeting a quorum is not present within 30 minutes after the time appointed for the meeting, the meeting shall be deemed adjourned.

20. Review of these Terms 20.1. These Terms of Reference shall be reviewed annually.

Committee of Management Agreement

I, the undersigned

Being an officer of (

do hereby agree to join the NGAA Committee of Management for a two year term from and agree to participate in accordance with the Terms of

Reference for the Committee.

Signature

Committee of Management Skills-based position Expression of Interest Form

Call for Expressions of Interest to join the NGAA Committee of Management will be advertised to all Members with a skill set and timeframe agreed to by the Committee.

I, the undersigned being an officer of ( do hereby register my

Expression of Interest for the skills-based role on the NGAA Committee of Management.

Signature

Email to: Chair, Committee of Management.

Candidate Information Council Name Position Email Mobile

Statement supporting your EOI (250 words)

Annexe 3 NGAA Membership Agreement To be sent to Members each May with a response required by mid-June.

(insert Council name) confirms its intention to continue membership of the National Growth Areas A

(Option) We also provide in-principal commitment to continue our membership for the next three financial years and undertake to notify the Executive Officer if this commitment changes.

We acknowledge we have received thcontribute to the Alliance through some or all of the following options:

- participation in Member events such as Congress, Symposium and webinars - responding to requests for information on our advocacy and project priorities - participation in committees, networks, advisory groups and research projects

(CEO/GM signature and date)

Annexe 4 Governance Review Report

OBH Consulting Pty Ltd [ABN 42 060 739 488] Melbourne and Perth

www.obhconsulting.com.au info@obhconsulting.com.au

Introduction

The intent of this review is to identify a communication and decision-making framework and an appropriate governance structure that will achieve the most effective outcomes in influencing Federal infrastructure policies and funding, undertaking effective research and assisting Member Councils to undertake advocacy. An essential component in identifying this framework is the need to ensure that Member Councils and their elected representatives are kept informed of the National Growth Area

s and can participate in defining the n and/or appointment of relevant governance

representatives. Process

current structure and several meetings with the Executive Officer, telephone interviews were conducted with members of the Executive Committee and with the NGAA Chair and Deputy Chair. Although a standard format was developed, the interviews were generally free-ranging, with participants encouraged to expand on issues which they considered to be of significance. As a result, a wide range of views were captured which have informed the analysis behind the interim recommendations contained in this report. The subjects pursued during the interviews were:

Whether the functions assigned to the NGAA in its 2017-2020 strategic plan (influencing Federal policy, research, assisting/supporting advocacy) accurately reflect its current or intended activities and whether any function is more, or less, significant than others.

Whether the current governance structure (elected representatives, Executive Committee, secretariat) is clearly understood by members of the bodies and by the participants.

Whether the current structure provides accountability to Member Councils and flexibility

to respond to political developments.

Options for improvement. Findings

activities were achieving the outcomes envisaged in the functions. However, there were a variety of views as to priorities, with some respondents indicating that sufficient research had been undertaken and others of the view that continued focused research was critical to influencing policymakers. There were also varying views about the extent to which NGAA should provide assistance or support to Member Councils for advocacy. There was universal agreement that the existing governance structure needs overhauling although respondents came to this conclusion from differing points of view. Virtually all agreed that the current structure, particularly the relationship between the Executive Committee and the elected representative spokespeople, is confusing and the lines of communication, accountability and responsibility are blurred. There does not appear to be a clear awareness at elected representative level of the

some Member Councils were unsure of the respective roles of the parties, including the secretariat, and that this may contribute Both the Chair and Deputy Chair indicated that they do not have a direct relationship with the Executive Committee and their understanding of its proceedings and decisions depends largely on informat

Responsibility for strategic planning, budgeting, decision-making and appointments (to the Executive Committee and management) is not clearly understood or agreed between layers or, in some instances, within the Executive Committee. There is a clear need and, it appears, a desire for greater transparency in decision-making. There were indications that several Member Councils are not actively engaged with the NGAA or its activities. Of the 21 Member Councils, only 5 were represented in this survey, although for both Playford and Wanneroo, the Mayor and the CEO were respondents. While lack of member involvement might not be considered a governance issue, it is important that any recommendaaddress collaboration with and involvement of Member Councils where possible. Recommendations

During the course of this governance review, virtually all issues raised by respondents fell into one or more of the following categories:

Transparency Accountability Communication Inclusion/Collaboration.

Where possible, these elements have been addressed in the development of the recommendations arising out of the review. 1. Clear structures and responsibilities Structure should be designed to ensure effective implementation of organisational strategy. Th -making and to limit collaborative involvement in strategic planning. The proposed structure should provide clear and delineated roles and responsibilities for elected representatives, Committee members and the Executive Officer while taking into account the varying roles of these parties and their

In proposing a restructured operating environment, it is important to note that NGAA is not a legal e

procedures. The following governance, strategic and operational factors have been considered:

Monitoring and approval of Development and endorsement of the NGAA Policy Platform Responsibility and representation for advocacy and lobbying Lines of authority for decision-making Formalisation of membership Supervision of management.

The Member Councils meet annually and, in line with standard governance practice, the members of the organisation should elect the persons who will represent their collective interests and have It is proposed that the elected representative/State spokespeople arrangement be replaced by a

provide strategic advice to the Committee of Management on policy and advocacy and to be a communication conduit amongst elected representatives. A Convenor (or Chair) and Deputy Convenor (or Deputy Chair) would be elected from within the SAC membership. The NGAA Executive Committee would be replaced by an expanded Committee of Management and would focus on operational matters, decision-making and delegation of authority to the Executive Officer. It would meet regularly to provide the Executive Officer and Secretariat with guidance and support. The Committee would be responsible for recommending to the SAC and monitoring the NGAA Strategic Plan, approving the Policy

Platform and monitoring the budget. The revised Committee of Management would elect a Chair and Deputy Chair who would form the Executive. The Executive would meet regularly with the Executive Officer to provide guidance, supervision and oversight of professional development. The Chair would participate in Canberra delegations along with the SAC Chair and the Executive Officer. The following chart illustrates the proposed structure: (see over)

Body and Membership Key Responsibilities Annual Meeting of NGAA Members

One delegated representative from each Member Council for voting purposes

Members of Strategic Advisory Council (non-voting unless delegates)

5. Elect Councillors/Mayors to SAC 6. Elect CEO State representative

members of Executive Committee 7. Receive NGAA annual report and

accounts 8. Receive COM reports on Strategic

Plan and Policy Platform

r of C

Strategic Advisory Committee (SAC) Membership Six elected representatives from different

Member Councils, ensuring representation from each state

Chair and Deputy Chair of the Committee of Management

Office Bearers From within SAC membership, Convenor

(suggest: Chair) and Deputy Convenor (suggest Deputy Chair) elected

Meetings Meets 3 times per year Convenor (Chair) chairs Annual Meeting of

Members

11. Approve Strategic Plan 12. Note Operational Plan 13. Provide advice on Policy Platform 14. Review outcomes of Canberra

delegations 15. Provide advice on advocacy strategy 16. Convene Annual Meeting of

Members 17. Convenor acts as national

spokesperson when appropriate 18. Meeting minutes distributed to all

members 19. Suggest: Receive minutes of CoM

Committee of Management

Membership Four CEO State representatives elected

positions (not to be delegated) Three skills-based members appointed

positions for limited tenure (not to be delegated)

Executive Officer Office Bearers Chair and Deputy Chair elected by Committee

members annually Meetings Committee meets 6 times per year (additional meetings to be scheduled if required)

Committee of Management Executive

Membership Chair and Deputy Chair Executive Officer

10. Recommend theStrategic Plan to the

SAC 11. Approve/monitor Policy Platform 12. Approve/monitor Annual Budget 13. Approve/monitor Operational Plan 14. Appoint skills-based members 15. Appoint Executive Officer (in

consultation with Chair of the SAC) 16. Set Executive Officer KPIs 17. Confirm NGAA policies

3. Approve/monitor Executive Officer delegations

4. Supervise Executive Officer

Meetings Meets in between full COM scheduled meetings

NGAA Secretariat

Membership Executive Officer (0.95FTE); Research & Policy

Coordinator (0.4FTE); Communications Coordinator (0.6FTE); Events Coordinator (0.4FTE)

Responsibilities Member liaison EO to act as media spokesperson (with Chair of

SAC when appropriate) Research, policy development, advocacy Manage events, delegations Manage auspicing arrangements

Prepare for approval:

Strategic Plan (3 years) Policy Platform

Prepare and implement:

Operational Plan (annual) Budget (annual)

NGAA policies/procedures

2. Election and Representation The Annual meeting of Member Councils would include a delegated representative of each Member Council. The Chair of the SAC would chair the meeting. Members of the SAC would attend in a non-voting capacity (unless they were delegated representatives). The Chair of the Committee of Management, together with the Executive Officer, would report on the performance of the NGAA over the preceding year. Member Council delegates at the Annual meeting would elect:

- 6 elected representatives as members of the SAC for 2-year staggered terms - 4 CEOs representing each state where NGAA has members to sit on the Committee of

Management. All positions would be personal appointments and not to be delegated. The SAC would elect a Chair) and a Deputy Chair from its elected representatives, each serving for a 2-year rotating period. To facilitate communication, collaboration and transparency, it is proposed that the Chair and Deputy Chair of the Committee of Management would attend meetings of the SAC. AChair and Deputy Chair, drawn from the Member Council CEOs, would be appointed annually by Committee of Management members. The Committee of Management would appoint up to 3 skills-based members to the Committee. Appointees would be full members of the Committee but would be appointed for

ed to draw on their specific expertise. Appointed members could be replaced at any time if their relevant skills were no longer required. 3. Communication and Reporting To assist in achieving transparency and the collaboration and involvement of Member Councils and effective communication between the layers of governance, it is proposed that several reporting procedures be put in place.

Minutes of the Committee of Management should be provided to SAC members following each Committee meeting.

Minutes of the SAC should be provided to the CEOs of all Member Councils following

each SAC meeting. Depending on Council procedures, these might be included in the papers for distribution at Council meetings.

Minutes of the NGAA Annual meetings should be provided to all Member Councils following Annual meetings.

The NGAA Strategic Plan should be distributed to the CEOs of all Member Councils following its approval by the Committee of Management. Depending on Council procedures, the Strategic Plan might be included in the papers for distribution at Council meetings.

The NGAA Policy Platform should be distributed to the CEOs of all Member Councils following its confirmation by the Committee of Management. Depending on Council procedures, the Policy Platform might be included in the papers for distribution at Council meetings.

The Executive Officer should provide a quarterly report to CEOs of all Members, approved by the Committee of Management, detailing performance outcomes for the period in question including, but not necessarily limited to, policy activities and delegation achievements at Federal (or State) level, research findings, events, advocacy achievements and collaboration with other organisations.

Conclusion The overall intent of the recommendations is to address the concerns expressed about transparency, accountability, communication and inclusion. It is recognised that several of the processes recommended in this report are currently in place and these, in combination with

should support greater commitment and involvement by Member Councils. Threcommendations as to a potential legal structure. This review has focused on the governance issues facing the NGAA. It is recommended that consideration of a legal structure be deferred until the proposed governance arrangements have been implemented and are operating effectively. Should members subsequently decide that a formal legal structure is warranted, the organisation could incorporate as either an incorporated association or a company limited by guarantee. As part of this project, we are happy to revisit this issue and provide an analysis of these options at that time if requested.

Director OBH Consulting Pty Ltd

Nomination Process for One (1) Council Member to the NGAA Strategic Advisory Committee

Background 1. Council Members should consider whether they have a conflict of interest when

nominating and whether they should participate in the vote. 2. If Council Members wish to nominate but will be absent from the meeting they may

notify the Chief Executive Officer or the Executive Assistant to the CEO and Mayor via email or letter of their desire to nominate;

Step 1. 3. The Mayor will call for nominations for one (1) position Step 2 4. If there is more than one nomination:

- the Mayor will allow up to 2 minutes each for those members nominated to explain why they are the most appropriate nominee

- the vote will be via secret ballot. 5. All members in the Chamber including the Mayor shall be eligible to vote via the

secret ballot as this is not a motion, it is to gauge the preferred Councillor.

Step 3 6. Secret Ballot

Each Council Member in the Chamber including the Mayor will complete their voting slip to include the name of their preferred Council Member. These will be collected and counted by a Council Officer present and an additional Council Officer acting as scrutineer.

7. The counting will be first past the post, majority vote. Step 4 8. The Mayor will announce the result of the secret ballot process. Step 5 - Motion – the Mayor will call for the following Motion to formalise the ballot process.

9. Nominate ………………. to the NGAA Strategic Advisory Committee. 10. Council Members will not be able to see the ballot papers after the vote is completed

and the ballot papers will be destroyed by the scrutineers. If there is a tied vote the following processes will occur:

11. Tied Vote If there is a tie for the most votes but there are also votes for other nominees,

Council will undertake a further process (using the same voting option) with this then being restricted only to the two (or more) tied nominees who received the most votes.

12. If the subsequent result is a tied vote between candidates and no other candidates

received any votes, the result will be decided by the scrutineer placing the Council Member names in a box.

12. The first name drawn out by the Presiding Member will be the Council Member who

is eliminated (as per Council’s Code of Practice for Meeting Procedures) until there is only one name remaining.

13. This will be followed by a motion and resolution as above.

12.6 REPORT TITLE: PROPOSED SALE OF COUNCIL LAND AT HARTLEY DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/131410 ATTACHMENTS: 1. DOC/19/131364 Location Plan Key Contact David Morton, Strategic Property and Projects

Manager Manager/Sponsor Alex Oulianoff, Chief Financial Officer

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL 4.1 Manage assets and liabilities through a planned, long term approach. Annual Business Plan: To be included in the next Budget Review if approved. Purpose: To seek approval to dispose of the property known as Section 297 Hundred of Freeling. Summary – Key Issues: 1. Council has owned the property since 1995. 2. There is no current or anticipated Council use for the property. 3. A sale is proposed to generate funds for Council. Recommendation: That Council:

1. Approves the sale of Section 297 Hundred of Freeling subject to a sale price being achieved in accordance with recommendation 2.

2. Delegates to the Chief Executive Officer or his delegate to undertake a competitive sale process for the subject land followed by direct negotiation of a sale (if required) for no less than 10% below the valuation amount by an independent valuer and execute any documents required for the sale and transfer.

3. Approves a sale budget of $15,000 for the 19/20 financial year and notes that the amount will be included in Budget Review 2.

Background: 1. Section 297 Hundred of Freeling (the property) was purchased in 1995, comprises

one allotment of 99.5ha and is located south of the land which was previously operated by Council as the Monarto Quarry (see Location Plan and Site Plan Attachment 1.)

2. The Quarry ceased operation in 2016 and has since been remediated by Council.

3. The property has been leased to Maxam Pty Ltd, an explosives company, since 2000. Maxam has erected two sheds on the property and has recently signed a new 2 year lease expiring in August 2021. The current rent is $26,425 p.a. which is subject to annual CPI reviews.

4. The sale, if approved, will not affect the lease. The sheds are fixtures and will be left on the property if the tenant vacates at the end of the lease.

5. The property is located in Alexandrina Council and zoned General Farming, the zoning allows construction of a single detached dwelling but does not allow subdivision.

6. The property was excluded from Community Land Classification pursuant to the Local Government Act 1999 through a revocation process in 2009.

Discussion: 7. The property was originally purchased in conjunction with the now closed Monarto

Quarry operation and has no current or anticipated Council use.

8. The expected market for the property is as a life style allotment. Interest from adjoining owners, the tenant and other explosives companies should also be explored.

9. In accordance with Council’s Disposal of Council Land and Other Assets Policy the property would be offered for sale via an Expression of Interest or similar. Given the nature of the property and its location it is anticipated that an extended marketing campaign may be required.

10. The property was last valued in 2012, a new valuation will be obtained.

11. The lease adds value to the property and the recommendation for disposal is reflective of that.

Informing only Council Report Policy: Disposal of Council Land and Other Assets Policy. Long Term Financial Plan: Although land parcels are not specifically identified in the LTFP, Land sales are allowed for in the Long Term Financial Plan. Budget: The estimated budget for marketing, contract preparation and valuation is $15,000. The sale, if approved, will result in the loss of rental revenue of approximately $26,000 pa.

Statutory/Legal: Not applicable. Staff Resource Requirements: Will be managed from existing staff resources. Environmental: The property is predominantly vegetated with a mix of low Mallee, Horehound, Onion Weed and Scabiosa. Social: Not applicable. Risk Assessment: Limited market demand. To retain the land presents a risk of the lease not being place (i.e. expires and is not renewed) and the market value then being impacted accordingly. Asset Management: Disposal of a surplus Council asset. Conclusion: Council has owned the property since 1995, there is no current or anticipated Council use therefore a sale is proposed to generate funds for Council. Previous Decisions By/Information Reports to Council

Meeting Date 16 March 2009 HPRM Reference 10/130/065 Title Revocation of the Classification of Community Land –

Section 297 Hundred of Feeling in the area of Hartley Purpose To seek Council approval to finalise the revocation of the classification as

community land of the land described as Section 297, Hundred of Freeling in the area named Hartley (CT 5314 Folio 588)

Meeting Date 17 November 2008 HPRM Reference 10/130/065 Title Proposed Revocation of the Classification of Community Land –

Section 297 Hundred of Feeling in the area of Hartley Purpose To inform Council of the undertaking of the community consultation

process on the proposed revocation of the classification as community land of the land described as Section 297, Hundred of Freeling in the area named Hartley (CT 5314 Folio 588) and to gain Council’s approval to write to the Minister for State/Local Government Relations requesting approval to revoke the classification of community land from the subject land.

12.7 REPORT TITLE: UNDERGROUNDING OF POWERLINES - LITTLEHAMPTON

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/131406 ATTACHMENTS: ATTACHMENT - POWER LINE ENVIRONMENT

COMMITTEE (PLEC) PROJECT OLD PRINCES HIGHWAY, LITTLEHAMPTON – OFFER TO PERFORM WORKS. (DOC/19/135082)

Key Contact Martin Waddington, Manager Infrastructure

Delivery

Manager/Sponsor Phil Burton, General Manager Infrastructure

Mount Barker 2035 – District Strategic Plan: GL2.6 Foster strategic alliances to deliver key projects and initiatives in partnership with key stakeholders. Annual Business Plan: The Urban Environment Power Line Environment Committee (PLEC) Program – Littlehampton Purpose: To seek Council authority to accept a SA Power Networks “Power Line Environment Committee (PLEC) Project Old Princes Highway, Littlehampton” offer to undertake works (see attachment), a jointly funded project to underground the overhead power lines along Old Princes Highway, Littlehampton from Coppins Road to Darnley Street due to commence late 2019 Summary – Key Issues: On 4 March 2019 Council was informed of the successful application to the Power

Line Environment Committee (PLEC) for further funding for the undergrounding of power lines within the Mount Barker district that being a portion of North Terrace, Littlehampton.

The cost to underground powerlines for this section of Old Princes Highway

Littlehampton is approximately $2.27 million excluding GST, of which Council will be required to contribute $682,090 (evenly over 2 financial years). PLEC require Council to indicate a financial commitment to the project.

In addition to the cost described above, there will be a future year capital cost required to facilitate streetscape works in support of the PLEC project, the value of which is yet to be determined, as included in the Littlehampton and Blakiston Neighbourhood Plan.

As the total value of the project exceeds $500,000 Council is required to authorise

this level of expenditure

Recommendation: That Council:

1. Authorise the CEO or his delegate to execute the agreement “Power Line Environment Committee (PLEC) Project Old Princes Highway, Littlehampton” dated 18 September 2019 and make payment of $682,090 to South Australia Power Networks over two financial years ($341,045 in 2019/20 and the same amount again in 2020/21) being Council’s agreed share of the project to underground the overhead power lines at Old Princes Highway Littlehampton between Coppins Road and Darnley Street. Background: 1. On 4 March 2019 Council was informed of the successful application to the Power

Line Environment Committee (PLEC) for funding to carry out undergrounding of power lines on Old Princes Highway, Littlehampton.

2. A formal offer was received from SA Power Networks (SAPN) dated 18 September 2019 for execution.

Discussion: 3. The costs for the scope of works has been received from SAPN, with the total

undergrounding cost of $2.27million equating to a total Council contribution of $682,090 . Amounts are exclusive of GST.

4. Council’s contribution has been negotiated to be spread equally across two financial

years, that being 2019/20 and 2020/21 (i.e. $341,045 in this financial year and the same in the 2010/21 financial year).

5. Council has included its contribution to the project in the 2019/20 budget and Annual

Business Plan. Council will need to make a similar commitment in the 2020/21 budget in accordance with the negotiated arrangements.

6. Undergrounding works are expected to commence late 2019 and be completed by

June 2020. The project will be managed by SAPN. 7. Although not specifically allowed for in Council’s Long Term Financial Plan, the

undergrounding of power lines and upgrade of main streets is strongly aligned to Council’s Strategic Plan, the required funds would be obtained from Council’s provision for new initiatives in future years.

8. Further consideration of future works by Council will be required to determine the

scope of work to upgrade this section of North Terrace post completion of the undergrounding of powerlines, (e.g. streetscape improvements such as footpath paving and landscaping). These works would be in line with the endorsed Littlehampton and Blakiston Neighbourhood Plan and will be the subject of a separate budget allocation for 2020/21.

Informing only Information on Council’s Website

Policy: There is no existing policy in relation to the undergrounding of powerlines. Long Term Financial Plan: This project is not specifically provisioned for in Council’s Long Term Financial Plan, However it would be assumed that the funding for this project would have been included in the long term financial plan as part of the new initiatives provision for 2019/20 and 2020/21. The undergrounding of power lines and upgrade of main streets is strongly aligned to Council’s Strategic Plan. Budget: Council is required to contribute on a 1:2 basis once advised of the projects accepted by PLEC and require Council’s endorsement of the project with a commitment to budget provisions (operating) for Council’s contribution commencing in 2019/20. Council has set aside the necessary funds for 2019/20. Power lines and associated infrastructure are not Council owned assets with funding from the operating budget and not the capital budget. In support of the PLEC project, Council will also need to commit to a refresh of the streetscape in support of the undergrounding work the detail of which has not yet been scoped or designed. This will require funding consideration in 2020/21 financial year. Statutory/Legal: There are no legal obligations to underground power lines. Staff Resource Requirements: The physical works are project managed by SA Power Networks. Council will be responsible for the provision of information to the local community and any necessary easements. Environmental: The undergrounding of power lines will improve the local amenity and overcome the need for invasive pruning of street trees by SA Power Networks. It is expected that energy efficient street lamps will be power efficient LED designed and installed by SA Power Networks. Social: No specific negative social impacts have been identified. The project is likely to have a positive impact on pedestrian amenity and streetscape appeal in Littlehampton. Undergrounding of power lines removes a roadside hazard (stobie poles) for road users, improving road safety. Risk Assessment: There is a low risk to Council in this commitment. SA Power Networks will manage the project within budget. A low risk is where the project encounters unforeseen circumstances such as rock beyond what is expected.

Asset Management: Once the power lines are underground, SA Power Networks are responsible for any ongoing maintenance / replacement costs. Conclusion: The undergrounding of power lines especially in the central business precinct of towns has a positive and ongoing influence to streetscaping and overall aesthetics, and is supported by the community. Previous Decisions By/Information Reports to Council

Meeting Date 4 March 2019 HPRM Reference DOC/19/19540 Title SUCCESSFUL APPLICATION TO THE POWER LINE ENVIRONMENT COMMITTEE

(PLEC) FOR UNDERGROUNDING OF POWER LINES IN LITTLEHAMPTON Purpose To inform Council of the successful application to the Power Line Environment

Committee (PLEC) for further funding for the undergrounding of power lines within the Mount Barker district that being a portion of North Terrace, Littlehampton.

Meeting Date 6 February 2018 HPRM Reference DOC/17/6932 Title REGISTRATION OF INTEREST TO POWER LINE ENVIRONMENT COMMITTEE

(PLEC) FOR UNDERGROUNDING OF POWER LINES Purpose To seek endorsement for a registration of interest to the Power Line

Environment Committee (PLEC) for further funding for the undergrounding of power lines within the Mount Barker district being a portion of North Terrace, Littlehampton.

Meeting Date 2 October 2018 HPRM Reference DOC/18/103772 Title FORMAL SUBMISSION TO POWER LINE ENVIRONMENT COMMITTEE (PLEC) FOR

UNDERGROUNDING OF POWER LINES IN LITTLEHAMPTON Purpose To inform Council of the application to the Power Line Environment

Committee (PLEC) for further funding for the undergrounding of power lines within the Mount Barker district that being a portion of North Terrace, Littlehampton.

12.8 REPORT TITLE: PROPOSED ROUNDABOUT AT SPRINGS ROAD/HEYSEN BOULEVARD, MOUNT BARKER

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: 19/135020 ATTACHMENTS: 1. DOC/19/136972 Letter from Lanser Communities Key Contact Brian Clancey, Deputy Chief Executive

Officer/General Manager Governance and Strategic Projects

Sponsor Andrew Stuart, Chief Executive Officer

Mount Barker 2035 – District Strategic Plan: Governance and Leadership Strategy 3.1 Partner with developers to contribute financially to providing community infrastructure to benefit current and future generations. Annual Business Plan: 5.2.5.1 Transport Infrastructure Ministerial DPA Area A separate rate of $63,790 per hectare on rateable land within the Ministerial DPA area. Purpose: To:

Seek authority to advise Lanser Communities that council is prepared to fund 50% of the cost of a roundabout at the junction of Springs Road and Heysen Boulevard, Mount Barker subject to a number of requirements being satisfied; and

Delegate authority to the Chief Executive Officer or nominee to formalise

arrangements with Lanser Communities in an agreement, subject to the council requirements being met.

Summary – Key Issues:

Lanser Communities (the developer of Aston Hills) is seeking council commitment to fund 50% of the cost of a roundabout at the junction of Springs Road and Heysen Boulevard, Mount Barker with the balance to be funded by the State Government;

This roundabout is on the list of required transport infrastructure upgrades to

be funded from contributions from developers, payable to both council and State Government; and

It is recommended that council support the proposal from Lanser Communities,

subject to a number of points as contained in the recommendations below.

1. Advise Lanser Communities that council would be prepared to have 50% of the approved cost of the procurement of a roundabout at the junction of Springs Road and Heysen Boulevard funded by council from funds received from developers within the 2010 Ministerial DPA area, subject to the following requirements being satisfied:

a) The Minister for Transport, Infrastructure and Local Government being prepared

to have 50% of the approved cost of the procurement of this roundabout funded by State Government from funds received/to be received from developers within the 2010 Ministerial DPA area via the existing 2012 Ministerial Transport Deeds between the Minister and several developers; and

b) Lanser Communities:

demonstrating to the satisfaction of Council that the procurement of the

roundabout is undertaken in a manner so as to ensure value for money;

committing to the delivery of all of the transport infrastructure shown on the Lanser Communities’ plan attached (attachment 1) within the timelines indicated on that plan; and

obtaining all necessary approvals required for construction of the

roundabout.

2. Advise the Minister for Transport, Infrastructure and Local Government and the Ministerial Mount Barker Road Infrastructure Advisory Committee of the council meeting resolution on this matter.

3. Delegate authority to the Chief Executive Officer or nominee to prepare and execute an In Kind Agreement with Lanser Communities for this roundabout in accordance with Council’s Transport Infrastructure In-Kind Contributions Policy - subject to the above requirements being satisfied.

4. Note that subject to the above requirements being satisfied, it will be necessary

to make an adjustment via Budget Review 2 to the 2019/20 council budget to include capital funds for this purpose for an estimated amount of $125,000 (ex GST) with the balance of the council contribution (currently estimated to be $1.129 million – ex GST) needing to be included in the 2020/21 council budget with such funds (total estimate of $1.254 million ex GST) to be acquitted against the existing council Transport Developer Contribution Reserve.

Background: 1. A consolidated list of required transport infrastructure upgrades resulting from the

2010 Ministerial Development Plan Amendment (MDPA) has been in place for some years with the support of the State Government. A roundabout at the junction of Springs Road and Heysen Boulevard is included on the consolidated list. The list can be provided on request.

2. A key component and high priority is the Heysen Boulevard/Connector Road (future bus route) as shown on the Mount Barker Growth Plan as endorsed at the Council meeting held on 16 November 2015.

3. There are two mechanisms in place to secure contributions to the required

transport infrastructure by developers when undertaking development within the area of the MDPA being:

Execution of a Deed by a developer with the Minister for Transport and

Infrastructure (State Government) – directly applicable to approximately 40% of the total MDPA area; or

The Transport Infrastructure Separate Rate declared by Council – directly applicable to approximately 60% of the total MDPA area.

4. Land being developed by Lanser Communities as part of the Aston Hills estate is the subject of both of the above mechanisms. This arises from Lanser Communities having secured additional land since a number of Ministerial Deeds were executed by developers in 2012.

5. The intent of the two mechanisms is to facilitate the timely delivery of transport

infrastructure in the MDPA area that is required due to growth. 6. The once off amount of the obligation on the developer to contribute is essentially

the same irrespective of the two mechanisms described above and is indexed annually. For 2019/20 the amount is $63,790 per hectare.

7. Pursuant to the Deeds with the Minister, an advisory committee was established by the Minister in late 2018, titled the Mount Barker Road Infrastructure Advisory Committee. Council’s nominee on this Committee is Brian Clancey.

8. Developers can apply to enter into an agreement with Council (or the Minister as

the case may be) to provide the required transport infrastructure as an in-kind contribution to offset against their financial obligations. To date there has been two such applications approved by Council (refer below). The Minister has approved one in kind application being from Lanser Communities for the roundabout at the junction of Flaxley Road and Heysen Boulevard.

9. As a variation to that approach, Lanser Communities proposes to procure the

roundabout and pay their contractors and then seek reimbursement via council and the Minister. This will enable a transparent record to be kept of the remaining obligations of Lanser Communities as they continue to pay contributions as triggered by development activity. It will also avoid the possibility of Lanser

Communities being in credit with council and having to account for that on a progressive basis over a period of time.

10. Contributions from developers for the required transport infrastructure upgrades

are held in a council reserve account that is solely for this purpose. This is as per the requirements of the separate rate mechanism pursuant to the Local Government Act i.e. revenue received from developers must be expended on the required transport infrastructure upgrades .

Discussion: 11. Given the above, the major factors for council in considering the proposal from

Lanser Communities are: (a) the priority of this roundabout relative to other required upgrades on the consolidated list and if supported; (b) ensuring that the procurement approach delivers value for money and is constructed to the required council standards i.e. fit for purpose with asset maintenance implications given due consideration.

12. Completion of construction of the entire connector road (Heysen Boulevard) remains a high priority given the community benefits that this would deliver.

13. The proposal from Lanser Communities meets this objective as shown on the plan

in attachment 1. 14. Somewhat similar is the intersection of Wellington Road and Heysen Boulevard

where a roundabout is also required. The estimated timing of construction is not yet known as the design of this infrastructure is not as far advanced as the design work undertaken on the Springs Road and Heysen Boulevard junction.

15. The remaining pieces of the connector road/Heysen Boulevard to be funded from

these developer contributions is the Paech Road intersection, the Steam Ranger railway line crossing and the junction with Hawthorn Road. Design for these locations is yet to commence and as yet, there is no indication of when concept design would occur.

16. Already funded and constructed are the roundabouts at Flaxley Road and Barker

Road and the ‘crossing’ of Sims Road. 17. The assessment of the value for money requirement would be undertaken

progressively with the required level of council (and State Government) scrutiny as has occurred with previous transport infrastructure procured by developers.

18. In relation to the design work to date, the constraints have included the

topography of the land, stormwater management and seeking to avoid the purchase of any land on the Northern side of Springs Road.

19. Ultimately this has seen support from council for the current roundabout

design/location and the purchase by Lanser Communities of the land which is adjacent to the Regional Sports Hub site (known locally as the Runge land).

20. Although a lesser consideration for council but still of relevance is that the construction of this roundabout and the adjacent sections of the connector road would be of benefit to the Mount Barker regional sports hub site.

21. Similarly is that support for the Lanser Communities proposal would see

development of a stage of Aston Hills that is the subject of the separate rate for transport infrastructure contributions, not a Ministerial Deed. Development at this location would trigger revenue to council for transport infrastructure, this being payable by Lanser Communities.

Informing only Information will be available via the council website. Policy: Transport Infrastructure In-Kind Contributions Policy. Long Term Financial Plan: The Long Term Financial Plan includes both revenue and expenditure for the upgrading of transport infrastructure that is required by growth. There is a reserve account for transport infrastructure contributions received from developers. The balance of the reserve account as at 30 June 2019 was $1,666,330. The forecast balance of the reserve account as at 30 June 2020 is around $2.5 million (excluding the Lanser Communities proposal). Budget: There isn’t any provision for expenditure on this roundabout in the 2019/20 council budget. As per recommendation 4 above, if the recommendations are adopted an adjustment via budget review 2 will be required for an estimated amount of $125,000 ex GST. Statutory/Legal: As outlined above, contributions from developers to the required transport infrastructure upgrading arising from growth are secured by Deeds with the State Government and the Transport Infrastructure Separate Rate. Staff Resource Requirements: The recommendations can be implemented within existing staff resources. Environmental: The design of the roundabout will have regard to environmental implications such as stormwater management. Social: Completion of further sections of the connector road will have social benefits for the community such as improved access for all road users including emergency services vehicles, and would bring closer to fruition improved access to public transport with the connector road being the proposed bus route to service the Mount Barker growth area.

Risk Assessment: If the recommendations are not supported Lanser Communities has indicated that they will instead develop stage 8 of Aston Hills which is located south of Sims Road. Hence the opportunity to secure delivery of further sections of the connector road would be delayed. If council didn’t support the Lanser Communities proposal, it may see developers questioning the approach of council given the revenue being derived by council from developers for such purposes. Other risks such as for example that the actual cost of the roundabout exceeds the current estimate or the works are delayed, should be able to be managed through the intended agreement between council and Lanser Communities (recommendation 3). If council supports the proposal but the Minister does not, council would not be financially exposed under the above recommendations. Asset Management: Council will be responsible for the management of this asset as it will form part of the local road network. Conclusion: The Lanser Communities proposal to procure a roundabout at the junction of Springs Road and Heysen Boulevard that would be jointly funded by council and the State Government from developer contributions revenue would deliver required transport infrastructure that is considered to be a priority, using funds received for such purposes. Previous Decisions By/Information Reports to Council Meeting Date 21 January 2019 HPRM Reference DOC/18/126697 Title Transport Infrastructure: Roundabout at Heysen Boulevard/Barker Road,

Application for In Kind Contribution Purpose To seek approval for an application from Metro Property for an in kind transport

infrastructure contribution Meeting Date 6 November 2017 HPRM Reference DOC/17/104733 Title Transport Infrastructure In Kind Contributions Purpose Approve an application from Burke Urban for an in kind transport infrastructure

contribution

12.9 REPORT TITLE: ACLARE MINE RD (EXTENSION) - UNMADE ROAD CLOSURE – ST IVES

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/129657 ATTACHMENTS: 1. DOC/19/56817 - AERIAL MAP OF ROAD LOCATION 2. DOC/19/58008 - PRELIMINARY PLAN (19/0023) Key Contact Matt Willox, Rates and Property Officer Manager/Sponsor Neville Gay, Manager Revenue, Property & Records

Mount Barker 2035 – District Strategic Plan: GL 2.10 Ensure Compliance with legislative requirements. Annual Business Plan: No specific applicable project / initiative. Purpose: To seek Council approval to close the full section of unmade road that runs through property PCE 1004+1005 SEC 2001 SP 59370 CT 5873/644 marked “A” on the Preliminary Plan (PP 19/0023) provided in Attachment 2, exclude from Community land and sell to the adjoining owners, Barry & Lorraine Aubert. Summary – Key Issues: Council resolved to commence a Road Process Order and undertake consultation to

close the unmade road at its meeting 3 June 2019.

Community consultation has been conducted and no community submissions received.

Closed road to be excluded from Community land and sold to Barry & Lorraine Aubert.

Recommendation: That Council make a resolution to:

1. Make a Road Process Order to close the whole of unmade road that runs through PCE 1004+1005 SEC 2001 SP 59370 CT 5873/644 pursuant to Section 15 of the Roads (Opening & Closing) Act 1991.

2. Exclude the closed road from Community Land Register. 3. Approve the sale of the closed road to the Barry & Lorraine Aubert .

A brief summary of a Road Process order is as follows: Commence a Road Process Order (previous report) wherein Council undertakes consultation on the proposed road closure (28 days)

Make a Road Process Order (subject of this report) wherein Council considers all submissions received on the proposal and resolve whether to close the full section of the unmade road

Background: 1. Property owners, Barry & Lorraine Aubert approached Council with a proposal to

purchase the unmade road which runs through their property.

2. Council resolved to commence a Road Process Order and undertake consultation to close the unmade road at its meeting 3 June 2019.

3. Consultation was undertaken 21 August 2019 through to 20 September 2019.

Discussion: 4. Unmade road runs through the Aubert’s, St Ives property as per Attachment 1.

5. The unmade road is an extension of Aclare Mine Road that commences at the North Western corner of the Barry & Lorraine Aubert property and ends at the South Eastern Freeway boundary corridor.

6. Unmade road consists of rocky terrain and ends at the South Eastern Freeway corridor with a steep embankment from property boundary to the freeway.

7. Unmade road length is approximately 920m and land area is approximately 17,500m2.

8. An independent valuation has been received from Andrea Carolan of Public Private Property providing a market value of $5,000.

9. Community consultation on the proposal to close the unmade road was conducted including; Public Notices published in The Courier and Council’s website/public notice board. Letters were also sent to neighbouring landowners and utility authorities.

10. No submissions were received by Council or the Surveyor-General.

11. Barry & Lorraine Aubert have met all costs to date.

Community Engagement: Decision to be made Council to approve the road closure, exclude from

community land sell to Barry & Lorraine Aubert. Key factors to be considered in decision (dot points)

Whole of unmade road to be closed. Closed road to be excluded from Community Land register and sold to the Aubert’s.

Area of community influence

Support for the road closure

Method of consultation, informing community & cost

Public Notice placed in The Courier & Government Gazette Council’s website / Public Notice Board. Letters sent to neighbouring owners and public utilities.

Feedback to stakeholders/Council

No submissions were received from the Community.

Timeframe for consultation

Consultation conducted for greater than 28 days.

Community input None received Policy: Community Consultation policy Disposal of Council Land & Other Assets policy

Long Term Financial Plan: Not applicable to this proposal Budget: Minimal impact – only administrative costs. Barry & Lorraine Aubert have met the full costs of surveying, valuation and Public Notices as part of the proposal. Barry & Lorraine Aubert will pay Council $5,000 for the closed road. Statutory/Legal: Roads (Opening & Closing) Act 1991 Local Government Act 1999 Staff Resource Requirements: The process will be coordinated by existing staff in collaboration with Barry & Lorraine Aubert’s Surveyor.

Environmental: Not considered beneficial for trail network as it ends at freeway corridor. Social: Not applicable to this report. Risk Assessment: Minimal impact on community as a result of proposed road closure Asset Management: No impact as effectively considered a road reserve and not maintained by Council. Conclusion: Council approve the above recommendation.

Fig 1.1 Previous Decisions By Council

Meeting Date 3 June 2019 HPCM Doc/19/56819 Title ACLARE MINE RD (EXTENSION) - UNMADE ROAD CLOSURE – ST IVES Purpose Consider road closure and commence consultation

St Ives Proposed Road closure and disposal

Proposed unmade road closure

12.10 REPORT TITLE: PORTION OF UNMADE ROAD CLOSURE AND DISPOSAL – ADJOINING WOODSIDE ROAD NAIRNE

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/130191 ATTACHMENTS: 1. DOC/19/130380 – AERIAL OF UNMADE ROAD AREA

2. DOC/19/130167 – PRELIMINARY PLAN (PP 19/0021) Key Contact Matt Willox, Rates and Property Officer Manager/Sponsor Neville Gay, Manager, Rates, Property & Records

Mount Barker 2035 – District Strategic Plan: GL 2.10 Ensure Compliance with legislative requirements. Annual Business Plan 2019/20: No specific applicable project / initiative. Purpose: To seek Council approval to close a portion of unmade road adjoining Lot 11 CP 40811 CT 6194/110 marked “A” on the Preliminary Plan (PP 19/0021) provided in Attachment 2, exclude from Community land and sell to the adjoining property owners, Rob Ephgrave & Stacey Lock (“Ephgrave & Lock”). Summary – Key Issues: Council resolved to commence a Road Process Order and undertake consultation to

close the unmade road at its meeting 3 December 2018.

Community consultation has been conducted.

Closed road to be excluded from Community land and sold to the Ephgrave & Lock.

Construction of a shared use pedestrian and cyclist path to be considered for the unclosed remaining portion to allow access between Clover Hill development and Woodside Road.

Recommendation: That Council make a resolution to:

1. Make a Road Process Order to close a portion of unmade road adjoining Lot 11 CP 40811 CT 6194/110 marked “A” on the Preliminary Plan (PP 19/0021), pursuant to Section 15 of the Roads (Opening & Closing) Act 1991.

2. Exclude the closed portion of unmade road from Community Land Register. 3. Approve the sale of the closed portion to Ephgrave & Lock.

A brief summary of a Road Process order is as follows: Commence a Road Process Order (previous report) wherein Council undertakes consultation on the proposed road closure (28 days)

Make a Road Process Order (subject of this report) wherein Council considers all submissions received on the proposal and resolve whether or not to close the full section of the unmade road

Background: 1. Ephgrave & Lock approached Council about the possibility of acquiring a portion of

unmade road that adjoins their business premises.

2. Council resolved to commence a Road Process Order and undertake consultation to close a portion of the unmade road at its meeting 3 December 2018.

3. Consultation was undertaken 31 July 2019 through to 30 August 2019.

Discussion: 4. Council met with the owners to discuss options regarding the proposal to acquire a

portion of unmade road adjoining his property.

5. Support for the closure has been provided by Land Boundaries, Development Division within the Department of Planning, Transport and Infrastructure.

6. Discussions have been held with City Development team regarding the proposed plans for the Clover Hill development, which adjoins this land and any proposed use of the unmade road. Clover Hill development have lodged plans that include a cul de sac at the boundary of the proposed closure area. Marked “A” on Attachment 1.

7. The land area to be closed is triangular shaped and approximately 139m2.

8. An independent valuation was obtained April 2019 from Andrea Carolan of Public Private Property providing a market value of $17,000.

9. Community consultation on the proposal was conducted including; Public Notices published in The Courier and Council’s website/public notice board. Letters were also sent to neighbouring landowners and utility authorities.

10. No submissions were received from the community, however a submission objecting to the proposal was received from SA Water.

11. SA Water’s objection was based on possible easement requirements for additional SA Water infrastructure possibly required in that area of unmade road to connect the Clover Hill development to water supplies.

12. The Surveyor representing Ephgrave & Lock, Geoff Van Senden held discussions with SA Water and the objection has been withdrawn based on a variation to the size of the portion to be closed.

13. There are no submissions effecting this proposal.

14. Ephgrave & Lock have met all costs including, valuation and Public Notices to date. 15. Opportunity to create a shared use cycle/pedestrian pathway to connect Clover Hill

development with Woodside road, still possible on the balance of unmade road retained.

16. Delays to date have been as a result of Surveyor communication, timing of undertaking the valuation, Ephgrave & Lock considering valuation and their ongoing pursuit of the proposal and addressing the objection from SA Water.

Decision to be made Council to approve the portion of road closure, exclude from community land sell to the Ephgrave & Lock.

Key factors to be considered in decision (dot points)

Portion of unmade road to be closed. Closed portion to be excluded from Community Land Register and merged with adjoining property. Opportunity to create of shared use cycle/pedestrian pathway on balance of unmade road.

Support for the road closure.

Public Notice placed in The Courier & Government Gazette. Council’s website / Public Notice Board Letters sent to neighbouring owners & public utilities.

No submissions were received from the Community SA Water objection withdrawn

Consultation conducted for greater than 28 days.

Community input None received Policy: Community Consultation policy Disposal of Council Land & Other Assets policy.

Long Term Financial Plan: Not applicable to this proposal

Budget: Minimal impact – only administrative costs. Ephgrave & Lock have met the full costs of surveying, valuation and Public Notices as part of the proposal. Ephgrave & Lock will pay Council $17,000 for the closed portion. Statutory/Legal: Roads (Opening & Closing) Act 1991 Local Government Act 1999 Staff Resource Requirements: The process will be coordinated by existing staff in collaboration with the applicant’s Surveyor.

Environmental: Not applicable to this report.

Social: Not applicable to this report. Risk Assessment: Minimal impact on community as a result of proposed road closure. Asset Management: No impact as effectively considered a road reserve and not maintained by Council. Conclusion: Council approve the above recommendation.

Meeting Date 3 December 2018 HPCM DOC/19/128465 Title PORTION OF UNMADE ROAD CLOSURE AND DISPOSAL – ADJOINING

RAILWAY LINE NAIRNE Purpose Consider road closure and commence consultation

ATTACHMENT 1 - UNMADE ROAD AREA adjoining 13 WOODSIDE ROAD NAIRNE

Provision for shared use path remains

12.11 REPORT TITLE: ROAD RENAMING / TRAFFIC MANAGEMENT MATTERS

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/131651 ATTACHMENTS: 1. DOC/19/131614 - MAP - PORTION OF MARTIN ROAD TO BE

RENAMED KARRA CIRCLE 2. DOC/19/89339 – MAP - WHOLE OF KIDMAN ROAD 3. DOC/19/89342 – MAP - PORTION OF SIMS ROAD Key Contact Matt Willox, Rates and Property Officer Manager/Sponsor Neville Gay, Manager Revenue, Property & Records

Mount Barker 2035 – District Strategic Plan: GL 2.10: Ensure Compliance with legislative requirements. CW 5.2: Provide facilities and space that encourages physical activity NE 3.4 : Further develop and enhance vegetation corridors UE 2.5: Apply a strategic, planned and consistent approach to the provision, development

and maintenance of roads. Annual Business Plan 2019/20: No specific applicable project / initiative. Purpose: To seek Council approval to consider renaming portion of Martin Road and implementation of traffic management measures on Sims Road and Kidman Road. Summary – Key Issues: Community consultation has been conducted regarding all 3 areas.

Council propose to rename a portion of Martin Road to “Karra Circle”.

Council propose to implement permanent traffic management measures to restrict certain vehicles on portion of Sims Road adjacent the Aston Hills and Blefari Developments.

Council propose to implement permanent traffic management measures to restrict certain vehicles on the whole of Kidman Road within the Newenham Development and convert it to a pedestrian and bicycle access area only.

Recommendation: That Council: Pursuant to Section 219 of the Local Government Act 1999 rename portion of Martin Road marked “A” on Attachment 1 to Karra Circle.

Pursuant to Section 32(1) of the Road Traffic Act 1961 approve the alteration and installation of a traffic control device to close the whole of Kidman Road marked “X” on Attachment 2 to all vehicles (except for Emergency Services, Council vehicles and any vehicles Council may authorise). Pursuant to Section 32(1) of the Road Traffic Act 1961 approve the alteration and installation of a traffic control device to close a section of Sims Road marked “X” on Attachment 3 to all vehicles (except for Emergency Services, Council vehicles and any vehicles Council may authorise). Martin Road Background: 1. Martin Road is situated between Flaxley and Barker Roads

2. The Springlake and Clover Park developments are adjacent to Martin Road.

3. The connector road Heysen Boulevard, once completed will run through both Clover Park and Springlake removing the need for dependency on the entirety of Martin Road.

4. It is anticipated that the Martin Road thoroughfare will ultimately be closed to through traffic, with only small sections retaining a function for vehicular access and the remaining lengths being utilised as part of a future trail network.

5. Karra Circle within Springlake has two open ends and it is proposed to join Martin Road at two points and renaming the portion of Martin Road marked “A” will provide continuity for the existing portions of Karra Circle.

Martin Road Discussion:

1. Refer attachment 1 - Martin road area marked “A”.

2. Public consultation was undertaken for greater than 30 days.

3. No submissions opposing the renaming were received.

4. Council received a submission from a resident on Karra Circle supporting the renaming which included questions regarding dust suppression and road blocking once renamed and amalgamated with existing Karra Circle.

5. City Development contacted this resident and has addressed their concerns.

6. Council proposes Section “A” now be renamed Karra Circle.

Kidman Road Background: 7. Kidman Road was formerly the access route from Flaxley Road to 3 properties .

8. The Developer of the Newenham Estate has acquired all 3 properties that formerly accessed Kidman Road.

9. Kidman Road is not currently in use as it is not required for property access.

10. Rainbird Drive and Newenham Parade are the access points into Newenham Estate.

Kidman Road Discussion:

11. Refer attachment 2 – Kidman Road area marked “X”

12. The Developer of the Newenham Estate requested that Council consider Kidman Road no longer be used by vehicles and it be converted into a shared path pedestrian / cycling thoroughfare only.

14. No submissions were received from the community opposing the closure.

15. Pursuant to Section 32(4) of the Road Traffic Act 1961, Commissioner of Highways, (DPTI) have also provided support for the closure.

16. Council now proposes that the whole of Kidman Road be altered and permanent traffic management measures be installed at the Flaxley Road end.

17. Council proposes that the section of Kidman Road be altered and the following measures installed:

Road closed signs Fencing to allow pedestrian/ cyclist access Gate

18. The design and format of the fencing and gate still to be determined.

19. The Developer will bear the costs of installation of any agreed traffic management measures.

20. Kidman Road would continue to exist as a public road, however vehicles (except for Emergency Services, Council vehicles and any vehicles Council may authorise) would no longer have access to the whole of Kidman Road marked “X” on Attachment 2.

21. Emergency Services would be provided with keys to any gate structure installed.

22. Council would continue to maintain Kidman Road path and its road reserves when necessary.

Sims Road Background: 23. Council implemented temporary traffic management closure measures to manage

cut-through builder traffic that was occurring for building activity in the Blefari Development.

24. The temporary measures eliminated the ability for trade vehicles and delivery trucks to use this section of Sims Road as a short cut route to the Blefari Development and forced all traffic to bend around onto Paech Road and utilise Heysen Boulevard which is the intended route.

25. Property access to all residents has always been maintained.

Sims Road Discussion: 26. Refer to Attachment 3 – Section of Sims Road

28. No submissions were received from the community opposing the closure.

29. The Metropolitan Fire Service was contacted who were supportive of the closure and of the opinion the use of the sealed dual carriageway Heysen Boulevard would be more appropriate.

30. Council proposes that the section of Sims Road be altered and the following measures installed:

Road Closed Ahead signs Road Closed signs Fencing to allow pedestrian/ cyclist access

31. Sims Road between Paech Road and Heysen Boulevard would continue to exist as a public road, however vehicles would no longer have access to the section marked “X” on Attachment 3.

32. Council would continue to maintain this section of Sims Road and its road reserves when necessary.

33. Property access to the residents at 143 Sims Road would continue to and from Paech Road.

Community Engagement: Decision to be made Rename portion of Martin Road

Implement traffic management measure on portion Sims Road and whole of Kidman Road.

Council proposing to introduce traffic management measures (vehicle restrictions only)

All properties requiring access continues Sims & Kidman Roads will continue to be public roads Martin Road future anticipated to be utilised as part of a

future trail network Area of community influence

Support for the renaming / traffic management measures

Public Notice placed in The Courier & Advertiser Council’s website / Public Notice Board Letters sent to adjoining owners Contact made with DPTI (Kidman Road)

Support from: DPTI re Kidman road Resident on Karra Circle re renaming Martin road.

Consultation period was greater than 30 days.

Community input Policy: Community Consultation policy Disposal of Council Land & Other Assets policy

Long Term Financial Plan: Not applicable to this proposal

Budget: Administrative costs. Survey costs. Traffic management measures costs. Statutory/Legal: Road Traffic Act 1961 Local Government Act 1999 Staff Resource Requirements: The process will be coordinated by existing staff in collaboration with Developer representatives

Environmental: Increases in trail network and pedestrian / cycling pathways. Increase in vegetation corridor. Social: The road and traffic management measures will improve accessibility, walkability and liveability of the precinct generally.

Risk Assessment: Minimal impact on community as a result of proposed road closures and traffic management measures. Asset Management: Reduced road infrastructure maintenance. Conclusion: Council approve the above recommendations.

Meeting Date 5 August 2019 HPRM DOC/19/89123 Title ROAD CLOSURES / ROAD RENAMING / TRAFFIC MANAGEMENT MATTERS Purpose Council approval to commence public consultation within the

community regarding a number of road closure / renaming and traffic management matters within the district as per the Roads (Opening & Closing) Act 1991 and the Road Traffic Act 1961.

12.12 REPORT TITLE: RESPONSE TO LOCAL GOVERNMENT REFORM PROPOSALS

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/117783 ATTACHMENTS: 1 - DOC/19/109038 – FEEDBACK ON LOCAL

GOVERNMENT REFORM DISCUSSION PAPER Key Contact Ros McDougall, Risk and Governance Officer

Manager/Sponsor Brian Clancey, Deputy CEO/General Manager

Governance, Strategic Projects, Wastewater/Recycled Water

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL2: Corporate capacity and leadership GL2.5 Participate in State and Federal Policy development processes affecting local

government Annual Business Plan: N/A Purpose: To provide the opportunity for Council to give feedback on the State Government discussion paper ‘Reforming Local Government in South Australia’. Summary – Key Issues:

The State Government is seeking feedback on 4 reform areas; Feedback on these and other topics provided by the LGA and Council are

included in the attachment A draft Bill is expected in early 2020.

Recommendation: That Council endorse submitting the attached feedback on local government reform to the State Government, the Local Government Association and to the Member for Kavel Dan Cregan MP and the Member for Heysen Josh Teague MP. Background: 1. The State Government has produced a discussion paper following community

consultation on local government reform. 2. The paper outlines 72 proposals for reform and is available for consultation until 1

November 2019. 3. The LGA provided their own discussion paper in relation to the State Government

proposals and suggested additional proposals as has council.

Discussion: 4. The reforms proposed cover :

Reform Area 1 Stronger Council Member Capacity and Better Conduct Reform Area 2 Lower Costs and Enhanced Financial Accountability Reform Area 3 Efficient and Transparent Local Government Representation Reform Area 4 Simpler Regulation

5. The Local Government Association provided their own topics that they consider are important for local government to provide feedback on.

6. Council has also added two of its own topics where it considers reform is required. 7. The draft responses in the attachment were workshopped with Council Members at

an informal gathering held on 14 October 2019. 8. Feedback on Reform Area 2 (particularly relevant to Audit Committees) was sought

from Council’s Audit and Risk Committee which at its meeting on 17 October recommended the inclusion of information to indicate to the State Government proposed measures that had already been adopted by council. These are noted in red in Reform Area 2 in the attachment.

9. The community were also able to submit their own comments on the discussion paper to the State Government.

10. The State Government will consider all submission and anticipates the provision of a draft Bill in early 2020.

Informing only Information is provided via this agenda item which is available on Council’s website and local government centre

Policy: Nil Long Term Financial Plan: Nil Budget: There are no direct budgetary impacts with this submission. Statutory/Legal: The Local Government Act 1999 is reviewed from time to time and Councils and the community have an opportunity to provide feedback. Staff Resource Requirements: The submission will not impact on staff workloads. Environmental: N/A Social: N/A Risk Assessment: There is a risk that the feedback will not be incorporated into the draft Bill.

Asset Management: N/A Conclusion: Council should submit its feedback on proposals that will be considered in the draft Bill in 2020. Previous Decisions By/Information Reports to Council Meeting Date 6 May 2019 HPRM Reference DOC/19/38371 Title LOCAL GOVERNMENT ASSOCIATION – LOCAL GOVERNMENT REFORM

DISCUSSION PAPER Purpose To provide feedback on the discussion paper by the Local Government

Association (LGA) on Local Government Reform and include additional suggestions for inclusion.

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29 October 2019 Response to Local Government Reform Discussion Paper Department of Planning, Transport and Infrastructure Via email: DPTI.LocalGovernmentReform@sa.gov.au Dear Sir/Madam At Council’s meeting on 4 November 2019 the Council resolved to provide the following response to the Local Government Reform Discussion Paper, the LGA discussion paper and has also provided Council’s own suggestions for reform: RESPONSE TO LOCAL GOVERNMENT REFORM DISCUSSION PAPER

Reform Areas Feedback REFORM AREA 1 – Stronger Council Member

Capacity and Better Conduct

1.1 Clearly separate behavioural matters from integrity matters in the legislation.

Agree in principle

1.2 Include standards of behaviour in the legislation, allowing councils to adopt more detailed ‘examples of behaviour’.

Agree in principle

1.3 Continue to give councils flexibility to deal with behavioural matters.

Agree in principle

1.4 Provide principal members with enhanced powers to deal with disruptive behaviour at meetings.

Agree in principle

1.5 Enable escalation of serious behavioural matters to an independent body that can suspend members (including suspension of an allowance).

Agree in principle

1.6 Simplify the conflict of interest provisions by establishing ‘material’ and ‘non-material’ conflicts.

Simplify the current provisions both when a conflict arises and what a council member is then required to do. It would be preferable to focus on financial interests of council members and those closely associated with those members.

1.7 Simplify the process by which council members can be exempt from conflict of interest provisions, or seek approval to participate in a matter.

Agree in principle

1.8 Clarify the application of conflict of interest rules to council committees and subsidiaries.

Agree in principle

1.9 Establish a new conduct management framework through—

An independent body is supported (model 3) although

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Reform Areas Feedback Model 1 - The clarification of current legislation Model 2 - Using governance committees Model 3 - Establishing a Local Government Conduct Commissioner.

more information should be provided on what the funding model would be.

1.10 Clarify the role of council members to recognise their responsibility to ensure good working relationships within the council, and to support the conduct management framework.

Agree in principle

1.11 Clarify the role of council members to recognise their obligation to complete mandatory training.

Agree in principle

1.12 Clearly state the role of the principal member as a leader of the council, particularly in ensuring good working relationships within the council.

Agree in principle

1.13 Provide directly elected Mayors with a deliberative vote on motions before council.

This is not supported as the current system works well for this Council.

1.14 Establish a mandatory training scheme within the regulations.

Agree in principle

1.15 Establish a timeframe for the completion of mandatory training and a penalty for non-compliance.

Agree whilst acknowledging the volunteer nature of the role and not wanting to discourage people from nominating as a candidate for election

1.16 Require councils to receive independent advice on CEO selection and remuneration.

Agree in principle

1.17 Give responsibility for determining CEO remuneration to the Remuneration Tribunal of South Australia

Further information is required to determine if this is supported. In particular how remuneration is determined and whether it will be linked to performance review results.

1.18 Require councils to conduct annual performance reviews of CEOs, with independent oversight.

Agree subject to “oversight” meaning input and guidance not decision making

1.19 Require annual performance reviews to be completed before the extension of a CEO contract.

Agree in principle

1.20 Require councils to receive independent advice before terminating a CEO contract.

Agree in principle

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REFORM AREA 2 – Lower Costs and enhanced Financial Accountability

2.1 Require audit committees to have a majority of independent members, and an independent chair.

Agree in principle The Audit and Risk Committee already has a majority of independent members being 4 out of 5.

2.2 Strengthen the role of audit committees in councils’ external audits, through a greater role in the appointment of the auditor and determining the scope of the audit, and as the chief liaison point with the auditor

Agree in principle.

2.3 Require audit committees to report on the council’s approach to internal audit processes.

Agree in principle

2.4 Require audit committee members to have specified skills, and an induction process.

Agree in principle The Council already requires this of its Audit and Risk Committee members.

2.5 Allow councils to form regional audit committees. Agree in principle 2.6 Require the Auditor-General to oversight all

council audits. Disagree, as it will add additional expense for Councils

2.7 Create ‘audit and risk committees’ that play an expanded role in councils’ financial management and performance. This could include— • Reviewing councils’ risk assessments and controls. • Providing comment on councils’ rating policies and practices. • Reporting to council on its use of public resources. • Reporting to councils on prudential matters. • Performance monitoring of councils.

Agree in principle Council has already included the majority of these points in the Audit and Risk Committee’s Terms of Reference.

2.8 Require the chair of the ‘audit and risk committee’ to provide a report in the council’s annual report on governance standards and compliance.

Agree in principle

2.9 Require councils to develop and adopt a funding policy that would be reviewed by its audit and risk committee.

Agree in principle Council already has a Funding Policy.

2.10 Require councils to release a summary of their draft annual business plan that states the proposed increase in total general rate revenue, and the reasons for this increase.

Agree in principle

2.11 If a council’s proposed increase in total general rate revenue is above a prescribed level (such as the Local Government Price Index), require its audit and risk committee to provide a report to the council on the reasons for this increase.

Agree in principle with the proposal and request that the prescribed rate be applied to the Average Rate Payer such that Growth Councils are not disadvantaged.

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2.12 Create ‘governance committees’ to provide

independent advice to councils on critical management, policies, processes and actions, potentially— • Councils’ compliance and governance policies. • Councils’ policies to improving ethical standards across councils and reduce fraud and corruption risks. • Councils’ strategic management plans, and on progress to deliver priorities, particularly on the management of significant council projects. • Council member conduct—both on policies and processes to improve it, and on specific conduct matters (as described in Reform Area 1). • CEO appointment and management (as described in Reform Area 1).

Whether a Council needs a Committee should be determined by the Council. Mount Barker has recently expanded the terms of reference for its Audit and Risk Committee that incorporates most of the points listed (other than Council Members Code of Conduct and CEO appointment/ management). An independent body is preferred to manage Code of Conduct complaints.

REFORM AREA 3 – Efficient and Transparent Local Government Representation

3.1 Change the timing of periodic council elections to the year following a state election.

Agree in principle

3.2 Enable ECSA to provide ballot papers electronically.

Agree in principle

3.3 Clarify that councils are responsible for information sessions about the role of a council member, and that ECSA is responsible for election promotion.

Agree in principle

3.4 Require councils to undertake specific activities to inform property franchise holders of their need to self-enrol, OR re-introduce the automatic enrolment of property franchise holders.

Reintroduction of automatic enrolment is not supported. History suggests it does not result in increased participation and it comes with a considerable administrative burden. The cost and administration that would be involved to reinstate a roll to automatic enrolment would be considerable alone. Council undertakes a mail out following the purge of the roll to encourage enrolment prior to elections. (there is an obligation upon Councils, particularly in a periodic election year, to inform potential electors that they can apply for enrolment (through Council) on the voters roll if they are not already enrolled on the

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HOA roll as an elector in the relevant Council area or ward.) Council does support legislation requiring Council’s to inform property franchise holders of their need to self-enrol,

3.5 Require ECSA to receive all nominations and publish candidate profiles.

Agree in principle

3.6 Remove the term limit on holding the office of Lord Mayor.

Agree so to be consistent with all other councils

3.7 Require candidates to ‘tick a box’ stating whether they live in the area they are contesting.

Agree in principle

3.8 Require candidates to state whether they are a member of a political party or any association or body formed for political purposes, or have been within the past 12 months.

Agree in principle

3.9 Require ECSA to host all information on donations received by candidates.

Agree in principle

3.10 Require candidates to report to ECSA any single donations above a prescribed amount (for example, $2,000) within five business days of receipt.

Agree in principle

3.11 Enable all candidates to request an electronic copy of the voters roll from the relevant council.

Agree in principle

3.12 Remove the requirement for councils to make a ‘designated decision’ within their caretaker policies on the use of council resources, in favour of a statement within general caretaker responsibilities that council resources must not be used to advantage particular candidates.

Agree in principle

3.13 Extend the voting period by one week to better allow for postal delays.

Agree in principle

3.14 Change the counting method to the ‘exclusion method’. (Explanation – there will be a partial preferential voting method retained. The counting in an exclusion method is simpler. At each count the candidate who has received the fewest votes is excluded until the number of candidates continuing in the count is equal to the vacancies to be filled. )

Agree in principle

3.15 If a vacancy on a council is created within 12 months of a periodic election, allow this to be filled through a ‘countback’ of candidates.

Agree in principle however this won’t be relevant where there were only enough candidates for positions and no election was required.

3.16 Extend the period of time in which a vacancy does not need to be filled to 12 months before a periodic election.

Agree in principle

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3.17 Enable councils without wards, and with at least nine members, to ‘carry’ two vacancies.

No comment

3.18 Simplify representation reviews, and make public consultation requirements more flexible.

Agree in principle

3.19 Transfer the responsibility for representation reviews to the Local Government Boundaries Commission.

Agree in principle and on the assumption that the costs would be same as if Council had engaged a contractor to undertake this work.

3.20 Suspend council members running for State Parliament for the duration of the election campaign.

Agree in principle - to avoid the perception that council members use their position for purpose of promoting their candidacy; and on the assumption that a quorum can be maintained.

Reform Area 4 – Simpler Regulation 4.1 Replace the prescriptive community engagement

requirements in the Local Government Act with a more flexible ‘Community Engagement Charter’.

Agree in principle

4.2 Review the requirements for councils to publish notices.

Council believes the requirement to publish in a local paper (as opposed to a state paper) is still necessary to ensure there are sufficient options for the community as some do not have access, or do not use, the internet.

4.3 Allow councils to refuse a request for an internal review of a council decision where the request is substantially similar to a matter that has been reviewed, or is under review through another process.

Agree in principle

4.4 Enable councils to charge a small fee for internal review requests – Council’s will not be required to charge the fee

Agree in principle. This should be refunded if the complaint is upheld.

4.5 Set a time limit on which requests for internal review of decisions can be made.

Agree in principle

4.6 Require councils to consider recommendations for improved administrative practices in their annual report on internal reviews.

Agree in principle

4.7 Remove the ‘informal gatherings’ provisions in the Act, in favour of establishing a new category of meetings, such as ‘information or briefing sessions’.

Agree in principle subject to the ability to hold such sessions in confidence when necessary e.g. possible land purchase offer

4.8 Require councils to publish details of information sessions held, what was discussed, who attended, and whether the session was open or not.

The regulations and model policy of the LGA includes: (i) the place, date and time

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(ii) the subject matter that is to be discussed; (iii) whether or not the designated informal gathering or discussion is to be held at a place open to the public; (iv) if the discussion is confidential the reason it is confidential Any additional provision of who attended and what was discussed will increase the administrative requirement in what is supposed to be an informal process and appears excessive.

4.9 Compile all council members’ registers of interest into one, simple plain English form.

Agree in principle

4.10 Publish council members’ Register of Interests in full on the council website (with the exception of specific residential address information)

This is not supported as the Register contains information that extends beyond that of the Council Member eg income source of spouse; and other information that is of questionable benefit to the community eg the name of their lending institution

4.11 Require councils to publish any document that is currently available at a council office on its website (with the exception of the Assessment Record)

Agree in principle

4.12 Remove the requirement for councils to have documents ‘available for inspection’, but require them to print a copy at request (for a fee).

Agree in principle

4.13 Include a single list of all material to be published on a council’s website in the legislation.

Agree in principle

4.14 Create two categories of community land revocation proposals within the Act (‘administrative’ and ‘significant’) and require Ministerial approval only for ‘significant’ proposals.

Agree in principle

4.15 Enable limited amendments to Schedule 8 to allow minor changes to the management of prescribed land.

Agree in principle

4.16 Clarify that councils do not need to undertake community land revocation proposal where the council’s care, control and management of the

Agree in principle

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land has been withdrawn under the Crown Land Management Act 2009.

4.17 Enable a council to revoke the classification of land as community land where owners cannot reasonably be found.

Agree in principle

4.18 Provide a mechanism to allow councils to acquire private roads where the owner consents, where the owner is deceased or where the owner cannot reasonably be found and to allow the council to retain or transfer the land to another party.

Agree in principle

4.19 Review the public consultation requirements that apply to permits and authorisations, in line with a new community engagement approach.

Agree in principle

4.20 Remove specific provisions regarding mobile food vendors, in favour of a ‘general right of appeal’ where a council has unreasonably affected a business.

The changes to the Local Government Act in relation to mobile food vendors is relatively new and up to this point there have been no issues within our Council area. The current process where an appeal can be made to the Small Business Commissioner seems to be a logical approach, having said that, it has not been tested here in Mt Barker.

Additional LGA suggestions

Reform Areas Feedback LGA1 Increase the maximum penalty under a by-law. Agree in principle

LGA2 Performance Management – to enable Councils

compare performance Council’s prepare Annual Financial Statements per the Model Financial Statements as legislated. Council’s also complete a SA LG General Information Return and the Grants Commission SA LG Supplementary Return. This data is already used for this purpose.

LGA3 Prescribed format for Asset Management Plans and Long Term Financial Plans

Agree in principle. It should be noted that IPWEA already provide a format for Asset Management Plans.

Doc/19/109038 9

LGA4 Developer contributed assets – clarify the right of Council to decline an asset or undertake a prudential review

Agree in principle

LGA5 Rating equity for commercial and / or industrial land uses (eg wind farms, solar farms)

Agree in principle.

LGA6 Introduce regulations for section 245A of the Local Government Act (development bonds)

More information is required to determine if new Regulations would be supported. It would however be beneficial to have some clarity in the Regulations regarding the nature/types of security that could be accepted by Council.

LGA7 Amend Regulation 21 of the LG (Procedures at meetings) Regs 2013 to ensure integration with Regulation 12(3)

Agree in principle

LGA8 Management of unmade roads - Clearer statutory provisions to close an unmade road to all, or certain classes of vehicles to and to enforce road closures

Council does not believe change is required.

LGA9 Remove the rebate of 75% on community housing

Council supports removal of 75% rebate on Community Housing. Cost shifting exercise from State Government to Local Government transferring SAHT houses to registered community housing groups where legislation stipulates a Mandatory 75% rebate. Council has 390 SAHT properties on 2019/20 rates a 75% rebate would cost Council (ratepayers) approx. $532,000 in 2019/20

LGA10 Review all fees and charges to establish modern price setting principles which promote efficiency, flexibility and fairness in service delivery

Council undertakes a review of its fees and charges regularly. Fees which are set by the State Government should be reviewed to ensure that they achieve cost recovery, for example Planning, Development and compliance Fees.

LGA11 Review the information required to be included in annual reports

Agree in principle

LGA12 Clarify the ability of the SA Register-General to transfer the ownership of land, where there is a caveat placed over the land. This impacts on S184 and councils cannot sell land for non-payment of rates

Agree in principle

Doc/19/109038 10

COUNCIL’S OWN SUGGESTIONS

MBDC1 Amend the separate rate provisions to eliminate or at least reduce waste and the associated cost of council resources that are of no benefit to the community in using these provisions for the purposes of infrastructure contributions from developers. Council has previously written to the Minister and the LGA on this matter and will happily provide further information.

MBDC2 Council is seeking a change to rating, such that Council is able to capture growth throughout the year both in relation to rates and annual service charges. .

If you have any queries please contact Ros McDougall, Risk and Governance Officer tel: 83917231 or email rmcdougall@mountbarker.sa.gov.au Yours sincerely Andrew Stuart CHIEF EXECUTIVE OFFICER

12.13 REPORT TITLE: REVISED COMPLAINTS HANDLING PROCEDURE UNDER COUNCIL MEMBERS’CODE OF CONDUCT

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/131232 ATTACHMENTS: 1 – DOC/19/115776 COMPLAINTS HANDLING

PROCEDURE UNDER COUNCIL MEMBERS’ CODE OF CONDUCT

Key Contact Ros McDougall, Risk and Governance Officer

Strategic Projects, Wastewater / Recycled Water

Mount Barker 2035 – District Strategic Plan: Governance and Leadership GL2: Corporate capacity and leadership GL2.1 Demonstrate accountability through clear, relevant and easily accessible

policies and corporate reporting Annual Business Plan: Nil Purpose: To provide a revised procedure for any complaints related to the Code of Conduct for Council Members. Summary – Key Issues:

The revised procedure has taken consideration of the Public Interest Disclosure Act 2018

Recommendation: That Council adopts the revised Complaints Handling Procedure under Council Members’ Code of Conduct (attached). Background: 1. The State Government developed a mandatory Code of Conduct for Council

Members. 2. As stipulated within Part of the Code of Conduct, a Procedure is required to be

reviewed within 12 months of an election. 3. Council has an existing Complaints Handling Procedure under Council Members’

Code of Conduct. 4. The Procedure was last reviewed in August 2015.

Discussion: 5. A revised Procedure is provided as Attachment 1. 6. Additions are shown in red and strikethrough for deletions. 7. The Procedure has been revised with considerations of the impact of the Public

Interest Disclosure Act 2018 (PID). This is particularly relevant to Part 3 of the Code of Conduct (ie Misconduct) and Appendix 1 (criminal matters).

8. Depending on the progress in 2020 of the proposed Bill regarding Local Government Reform which is considering Code of Conduct matters, there may be a need for further revisions prior to the scheduled review of 12 months following the next general council election.

Informing only The Code of Conduct and associated Procedure is provided on Council’s website

Policy: There is an existing Procedure. Long Term Financial Plan: N/A Budget: There is no impact on the budget. Statutory/Legal: Section 63 of the Local Government Act Staff Resource Requirements: There is no impact on staff resources. Environmental: N/A Social: Ensuring that procedures are updated is important when they are used by the community to make a complaint. Risk Assessment: There is a risk that the procedure may need to be updated following a review of the LGA template document and / or changes to legislation. Asset Management: N/A Conclusion: The Procedure has been revised to take into consideration the PID Act 2018.

Previous Decisions By/Information Reports to Council Meeting Date 17 August 2015 HPRM Reference DOC/15/80142 Title Revised Complains Handling Procedure under Council Members Code of

Conduct Purpose To provide a revised procedure for any complaints related to the new Code of

Conduct for Council Members.

Complaints Handling Procedure – Council Members Code of Conduct October 2019 1

TITLE: COMPLAINTS HANDLING PROCEDURE UNDER COUNCIL

MEMBERS’ CODE OF CONDUCT

REFERENCE NUMBER: Doc/19/115776

RESPONSIBLE OFFICER/ DEPARTMENT Risk and Governance Officer

APPLICABLE LEGISLATION: Local Government Act 1999

Local Government (General) Regulations 2013

Public Interest Disclosure Act 2018

Independent Commissioner Against Corruption Act 2012

MOUNT BARKER 2035 - DISTRICT STRATEGIC PLAN: Governance and Leadership Corporate Capacity and Leadership GL2.1 Demonstrate accountability through clear, relevant and easily accessible policies and corporate reporting

RELATED POLICIES / CORPORATE POLICY /

PROCEDURE Code of Conduct for Council Members as published in the SA Government Gazette 29 August 2013

Directions and Guidelines issued by ICAC

Fraud and Corruption Prevention Policy

Caretaker Policy

Public Interest Disclosure Procedure

PREVIOUS PROCEDURE DATE: 17 August 2015

APPROVED: <<Insert Date>>

NEXT REVIEW DATE: October 2023

1. Introduction The Code of Conduct for Council Members is made by Regulation. The Code of Conduct applies to all Council Members across the Local Government sector and Council Member behaviour and conduct may be the subject of a Council investigation or an Ombudsman investigation, depending on the nature of the issue. The Code of Conduct also contains sanctions which may be imposed by Council on a Council Member where a breach of the Code is found to be sustained.

2. Purpose and Scope This procedure applies when the Council receives a complaint against a Council

Member under the Code of Conduct for Council Members as gazetted on 29 August 2013. A copy of the Code may be accessed: www.mountbarker.sa.gov.au.

3 Breaches the Code of Conduct

Breaches of the Code of Conduct may relate to behaviour (in Part 2 of the Code) or misconduct (in Part 3 of the Code). Criminal or corruption matters, which are subject to separate legislation, do not form part of the Code of Conduct for Council Members but are referred to in the appendix. This procedure covers referral of these types of complaints to other agencies.

4.1 Alleged breach 4.1.1 Where an alleged breach occurs the complainant should report the allegation, in writing,

to the Council, addressed to the CEO or the Mayor. The allegation should: be specific if the complaint is in relation to Part 3 (Misconduct) or Appendix 1, indicate if the

complaint is from a Public Officer (which will require the consideration of the actions required under the Public Interest Disclosure Act 2018 (PID))

provide as much supporting evidence as possible to assist an investigation provide the name of the Member who has allegedly breached the Code.

Complainants can, at any time, take the alternative option of lodging the complaint with

the Office of Public Integrity (OPI), which will direct the complaint in accordance with the ICAC Act.

Complaints by Public Officers regarding Part 3 (Misconduct) or Appendix 1 will be

considered by both the CEO and the Mayor under the PID Act and the Council’s Public Interest Disclosure Procedure.

4.1.2 The CEO will be responsible for receiving and managing the referral of a complaint to the

Principal Member. If the complaint is from a Public Officer the CEO and will consider the requirements under the PID Act. If the complaint is not from a Public Officer the CEO will advise the Principal Member (or if it relates to the Principal Member, his/her deputy).

The Principal Member (or deputy) will determine whether the complaint relates to:

behaviour which falls under Part 2 of the Code misconduct which triggers action under Part 3 of the Code or criminal or corrupt behaviour

Complaints relating to misconduct or criminal behaviour must be referred to the appropriate authorities immediately. (See below at clauses 6 and 7) Council maintains jurisdiction where the complaint deals with conduct that falls into Part 2 of the Code. Part 2 deals with conduct that reflects reasonable community expectations of how Council Members should conduct themselves. Robust debate within Council which is conducted in a respectful manner is not a breach of this Part. Having regard to the seriousness of the allegation and information provided, the Principal Member may: a) seek to resolve the matter internally, including through conciliation or via a

mediator b) refer the complaint to the Local Government Governance Panel c) dismiss the allegation because it is trivial, frivolous or vexatious.

4.1.3 Advising the person who is the subject of the complaint will be dependent on which part

of the Code of Conduct the complaint relates to, whether the complainant is a Public Officer and if the steps within the PID procedure have been followed. Otherwise it is intended that within three business days of receipt of an allegation, the Member who is the subject of the complaint will be advised by the Principal Member of the complaint and will be provided with a copy of the complaint. The Member and the complainant will be advised of the manner in which the Principal Member intends to deal with the complaint.

5.1 Alleged Breach of Part 2-Internal response 5.1.1 Only matters which are determined to be of a minor nature will be dealt with internally

and only with the agreement of the parties. The Principal Member may hold meetings with the complainant and the Council Member and may seek mediation or conciliation between the parties in an attempt to resolve the matter to the satisfaction of all parties. This may be appropriate, for example, where the complainant is also a Council Member .

5.1.2 The Principal Member must ensure that the principles of natural justice are observed. 5.1.3 Where the matter is resolved by the Principal Member to the satisfaction of all the

parties, the matter will be closed and no further action will be taken. The Principal Member will send written confirmation to all the parties confirming that the matter has been resolved. and provide a report to a public meeting of the Council.

5.1.4 Where the matter cannot be resolved, the Principal Member will refer the original

complaint to the Local Government Governance Panel. Neither the Mayor nor the CEO will investigate a complaint.

5.2 Part 2 – Referral to the Local Government Governance Panel

Where there has been an allegation that a Council Member has breached Part 2 of the Code the complaint may be referred to the independent Local Government Governance Panel by the Principal Member under this procedure, without further reference to Council.

Complaints referred to the Governance Panel will specify the ground/s of the complaint, set out the circumstances of the complaint and be accompanied by any other material that is available to support the complaint. A copy of the Governance Panel’s procedures is available on the Governance Panel webpage on the LGA’s website under Rules of Engagement. [www.lga.sa.gov.au] The matter will be assessed initially by the Panel Chairperson who will determine the process to be followed and the person who will deal with the matter. The matter may be dismissed if it is frivolous, vexatious, misconceived or lacking in substance. Where a complaint progresses to an investigation, a report will be prepared by the Panel and will be provided to the Principal Member. The report may recommend to the Council appropriate action in relation to the matter, including the imposition of any of the sanctions available to a Council under clause 2.25 of the Code of Conduct (see below). A copy of the final report will be provided by the Mayor to the Council Member(s) the subject of the complaint and to the complainant within 3 business days of its receipt by the Principal Member.

5.2.1 A breach of Part 2 of the Code must be the subject of a report to a public meeting of the

Council (clause 2.24 of the Code). The report of the Panel may be tabled at the Council meeting. If the report is not tabled, a Council report of the breach will be made in writing and will include any recommendations made by the Panel. The outcome of the item will be minuted.

The Council may, by resolution, take any of the following actions:

Take no action; Pass a censure motion in respect of the Council Member; Request a public apology, whether written or verbal; Request the Council Member to attend training on the specific topic found to

have been breached; Resolve to remove or suspend the Council Member from a position within

the Council (not including the Member’s elected position on Council) Request the member to repay monies to the Council.

5.2.2. Where a report finds there is no breach of the Code, the report will not be made public,

except at the request of the Council Member who was the subject of the complaint. If such a request is received, a copy of the report will be tabled at the next practicable Council meeting. If no such request is received, no further action will be taken, although a summary report may be made to the Council regarding other observations or recommendations made by the Panel that are of broader application.

5.2.3 The complainant will be notified by letter of the outcome of the investigation. Where the

full investigation report is to be tabled at a Council meeting, the complainant will be entitled to a copy of the report at, or following, the Council meeting which receives the report. If the full report is not presented to a Council meeting, the complainant will not be provided with a copy of the report as a matter of course.

5.3 Appeals Council will not enter into any process of appeal in relation to Part 2 of the Code.

6 Part 3-Mandatory Code (Misconduct) 6.1 Complaints by Public Officers regarding Part 3 (Misconduct) will be considered under the

PID Act and the Council’s Public Interest Disclosure Procedure. 6.2 Any person may report an alleged breach of Part 3 of the Code to the Council, the

Ombudsman or the Office for Public Integrity. Alleged breaches of this Part made to Council or to the Office for Public Integrity may be referred to the Ombudsman for investigation.

6.3 Under the Code of Conduct, a Council Member who is of the opinion that a breach of Part 3 of the Code has occurred, or is currently occurring, must report the breach to the Mayor of the Council or Chief Executive Officer, the Ombudsman or the Office for Public Integrity.

6.4 A failure to report an alleged or suspected breach of Part 3 of the Code is in itself a

breach under Part 2 of the Code. 6.5 A failure of a Council Member to co-operate with the Council’s process for handling

alleged breaches of Part 2 of the Code may be referred for investigation under Part 3. 6.6 A failure of a Council Member to comply with a finding of an investigation under Part 2 of

the Code, adopted by the Council, may be referred for investigation under Part 3. 6.7 Repeated or sustained breaches of Part 2 of the Code by the same Council Member may

be referred, by resolution of the Council, to the relevant authority as a breach of Part 3. 6.8 A report from the Ombudsman that finds a Council Member has breached Part 3 of the

Code of Conduct must be the subject of a report to a public meeting of the Council.

The Council must pass a resolution to give effect to any recommendations received from the Ombudsman, within two (2) ordinary meetings of the Council following the receipt of these recommendations.

7 Criminal Matters – Appendix to the Code of Conduct 7.1 Complaints by Public Officers regarding Appendix 1 will be considered under the PID Act

and the Council’s Public Interest Disclosure Procedure. 7.2 The matters within the Appendix to the Code of Conduct are matters for which a criminal

penalty attaches. These matters must be reported to the OPI. In addition, allegations of a breach of any of the offence provisions in the Local Government Act must also be reported to the OPI. (See Council’s Fraud and Corruption Prevention Policy for further information on reporting requirements or the Directions and Guidelines issued by the Independent Commissioner Against Corruption).

7.3 In compliance with the Independent Commissioner against Corruption Act 2012, referral

of such complaints to the OPI will remain confidential.

8. REVIEW This Procedure will be reviewed every three years or if aligned with a Policy at the time the policy is reviewed, or earlier in the event of changes to legislation or related Policies and Procedures or if deemed necessary by the the Risk & Governance Officer.

9. ACCESS TO THE PROCEDURE

The Procedure is available on Council’s website www.mountbarker.sa.gov.au and at Council’s office 6 Dutton Road, Mt Barker during normal business hours.

10. FURTHER INFORMATION

For further information on this Standard Operating Procedure, please contact: Title: Risk and Governance Officer Phone 8391 7231 Email: rmcdougall@mountbarker.sa.gov.au

12.14 REPORT TITLE: ANNUAL REVIEW OF CONFIDENTIAL REPORTS – RELEASED REPORTS AND REVIEWED REPORTS

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/107362

ATTACHMENTS: ATTACHMENT 1 - DOC/19/107385, REPORTS

RELEASED (IN PART OR IN FULL) SINCE LAST REVIEW

ATTACHMENT 2 - DOC/19/107387, REPORTS REVIEWED AND TO BE RETAINED IN CONFIDENCE

Key Contact Maree Barns, Administration Officer - Governance

Manager/Sponsor Andrew Stuart, Chief Executive Officer

Mount Barker 2035 – District Strategic Plan: 5. Governance and Leadership GL2: Corporate capacity and leadership GL2.10 Ensure compliance with legislative requirements Annual Business Plan 2017/2018: N/A Purpose: To provide Council with a summary of reports for which the confidentiality order has been reviewed, and to summarise reports which have been released to the public (in full or in part) since the last review in October 2018. Summary – Key Issues:

1. A summary of confidential items released to the public since the last review has been provided (Attachment 1).

2. Confidential items in place for longer than 12 months have been reviewed (Attachment 2).

3. Council will need to resolve to go into confidence if there is a desire to discuss any items listed in Attachment 2.

1. note the confidential reports released since the last review in Attachment 1; and

2. retain the confidential orders that remain in place in Attachment 2 as per the original recommendation trigger and that they be reviewed again within 12 months.

Background: 1. Council is able to exclude the public from a meeting if it is necessary to receive,

discuss or consider confidential information.

2. Any confidential orders that have been in place for longer than 12 months must be reviewed at least once per year.

3. Council last conducted an annual review of its confidential reports on 2 October 2018.

Discussion: 4. The Chief Executive Officer has been given delegated authority to revoke some

confidential orders.

5. Attachment 1 provides a list of confidential documents which have been released (in full or in part) to the public since the last review in October 2018.

6. The documents referred to in Attachment 1 were released to the public due to:

(i) a date being reached or an event occurring that automatically allowed for the document(s) to become public without a further determination by the Council; or

(ii) a determination being made by Council to release the documents; or

(iii) the Chief Executive Officer having delegated authority to determine the release date.

7. Attachment 2 provides a list of confidential documents (in full or in part) which have been reviewed, and for which the existing confidential orders remain in place.

8. Council will need to resolve to go into confidence if there is a desire to discuss any items listed in Attachment 2.

9. Some items will appear in both attachments where part has been released and the remainder is still confidential, the items are shaded accordingly.

10. Copies of released confidential items are available on Council’s website www.mountbarker.sa.gov.au and go to Released Confidential Items under the Council heading drop down menu.

Informing only Released information is available on Council website within 4 weeks from the release date.

Policy: Code of Practice – Access to Meetings and Documents Budget: N/A

Statutory/Legal: This annual review is required under the Local Government Act S91(9) Staff Resource Requirements: This will be accommodated within existing resources. Environmental: N/A Social: The release of confidential information is a demonstration of transparency in local government. Risk Assessment: The release of these reports has been assessed by the relevant General Manager and Chief Executive Officer. Asset Management: N/A Conclusion Confidential reports in place for more than 12 months have been reviewed, as required by legislation. Previous Decisions By/Information Reports to Council

Meeting Date 4 September 2017 HPRM Reference DOC/17/81905 Title Annual Review of Confidential Items – Released and Reviewed Reports Purpose To provide Council with a summary of reports for which the confidentiality

order has been reviewed, and to summarise reports which have been released to the public (in full or in part) since the last review in September 2016.

Meeting Date 5 September 2016 HPRM Reference DOC/16/82363 Title Annual Review of Confidential Reports – Released Reports and Reviewed

Reports Purpose To provide Council with a summary of reports for which the confidentiality

Meeting Date 2 October 2018 HPRM Reference DOC/18/80622 Title Annual Review of Confidential Reports – Released Reports and Reviewed

Reports Purpose To provide Council with a summary of reports for which the confidentiality

CONFIDENTIAL ITEMS 2003 – OCTOBER 2019 ATTACHMENT 1: REPORTS RELEASED (IN FULL OR PART) SINCE LAST REVIEW

# Date Item Title Date Released

DOC/19/107385 1

2016 101 15 February 2016 The Cedars Market and Pre-Feasibility Assessment Attachment 1

released on Website 19 September 2019 106 4 July 2016

Adelaide Hills Recreation Centre Contract Extension with YMCA New Management Agreement in place.

Report, attachments and minutes released on website 14 January 2019

107 4 July 2016 Proposed Sale of Portions of Unmade Road known as Haines Road, Mount Barker

Settlement concluded Report, attachments and minutes released on

Website 5 September 2019

2017 117 7 August 2017 Hillgrove Resources Debt Debt reduced

Report, attachments and minutes released on Website 5 September 2019

121 3 October 2017

Tender Evaluation for the Management of Adelaide Hills Recreation Centre and Mount Barker Mountain Pool

Contracts executed. Minutes released on website 13 October 2017

Report on website 14 January 2019 124 6 November 2017 Hillgrove Resources Debt to Council Update Debt reduced

CONFIDENTIAL ITEMS 2003 – OCTOBER 2019 ATTACHMENT 1: REPORTS RELEASED (IN FULL OR PART) SINCE LAST REVIEW

# Date Item Title Date Released

DOC/19/107385 2

2018 127 15 January 2018 Strategic Land Acquisition Council and the related party have concluded all

commercial negotiations. Report, attachments and Minutes released on

website 26 August 2019 129 5 February 2018 Hillgrove Resources Debt to Council – Further Update Debt reduced

132 3 September 2018 Regional Hub Precinct Plan And Regional Indoor Aquatic/Leisure Detailed Concept

Contract settled Reports, attachments and minutes released on

web 30 October 2019 134 5 November 2018 Recycled Water Debt reduced

2019 135 21 January 2019 Proposed Strategic Land Acquisition Land Settled

Reports, attachment and minutes released on web 30 October 2019

136 4 March 2019 Appointment of Additional Audit and Risk Committee Member Member appointed Report, attachments and minutes released on

Website 19 September 2019 138 1 April 2019 Appointment to Adelaide Hills Reconciliation Working Group Working Group appointed

141 2 September 2019 Chief Executive Officer’s Performance Review 2019 Report, attachments and minutes released on Website 5 September 2019

All Information released

CONFIDENTIAL ITEMS 2003 – OCTOBER 2019 ATTACHMENT 2: REPORTS REVIEWED AND TO BE RETAINED IN CONFIDENCE

# Date Item Title Confidential Order Details Reason regarding retention or recommend-action to release

Resolution Regarding Action

Date Released

DOC/19/107387 1

Part Information released Information remains Confidential

69 3 December 2012

Adelaide Hills Region Waste Management Authority

Pursuant to Section 90(3)(b) of the Local Government Act 1999

90(3)(b) – commercial advantage

Until the negotiations are complete and the matter is determined, but not longer than 12 months.

Minute only released and on web 20/6/13

73 17 June 2013

Review of Confidential Orders Associated with Ombudsman’s Report 20 October 2008

Pursuant to Section 90(3)(g) of the Local Government Act 1999

90(3)(g) – breach any law, direction of court or tribunal

The redacted parts of Council Report of 20 October 2008 (attachment 2) be retained in confidence for the life of the confidential agreement;

The redacted parts of Attachment Executive Summary of Ombudsman’s report – 20 October 2008 (attachment 3) be retained in confidence until the staff members are no longer employed with Council; and

The redacted parts of Attachment Executive Summary of Ombudsman’s report – 20 October 2008 (attachment 3) relating to the names of the complainant be retained in confidence for the life of the confidential agreement

Release Attachment 1 to this report - minute 47.2 from 20 October 2008 regarding the Ombudsman report

Release Attachment 2 to this report - the Council Report – Confidential Ombudsman Report 20 October 2008 with redacted paragraphs as shown relating to the confidentiality agreement remaining confidential;

Release Attachment 3 to this report - the Attachment 20 October 2008 – Ombudsman Report Executive Summary with redacted names of staff and complainants as shown remaining confidential.

and this order be reviewed every 12 months.

Att 1 released

Att 2, 3 part Released

17/6/13 – on web

20/6/13

Date Released

DOC/19/107387 2

74 17 June 2013

Review of Confidential Orders Associated with Ombudsman’s Report provided to Council on 15 December 2008

The redacted parts of Council report of 15 December 2008 (attachment 2 to this report); and

The redacted parts of the letter from the Council to the Ombudsman dated 14 November 2008 (attachment 3 to this report)

be retained in confidence the life of the confidential agreement; and until all staff members are no longer employed with Council or such lesser period as may be determined by the Chief Executive Officer; and that this order be reviewed every 12 months.

Release the following items: Attachment 1 - minute 71.1 from 15 December 2008 regarding the Ombudsman’s Report be released; Attachment 4 – A letter from Council to the LGA dated 6 November 2008; Attachment 5 - A project brief; Attachment 6 - Information on the organisational review; and Attachment 7 - Customer Services categories Release with redacted information as shown remaining confidential: Attachment 2 - The Council report of 15 December 2008 Attachment 3 - A letter from Council to the Ombudsman dated 14 November 2008 Attachment 2 – page 198 – dot point 4 – be amended to redact the identity of the council officer. and this order be reviewed every 12 months.

Att 1 – released

Att 2 – part released

Att 3 – part released

Att 4 – released

Att 5 – released

Att 6 – released

Att 7 released

17/6/13 – on web 20/6/13

Date Released

DOC/19/107387 3

75 17 June 2013

Review of Confidential Orders Associated with Ombudsman’s Report provided to Council on 15 June 2009

Pursuant to Section 90(3)(a) of the Local Government Act 1999

90(3)(a) – personal affairs

The redacted information within attachment 3 & attachment 4 be retained in confidence until relevant staff are no longer employed by Council or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

Release:

Attachment 1 - Council Minute 117.2 dated 15 June 2009;

Attachment 2 - Council report 17.2 15 June 2009 ‘Confidential Ombudsman Report’

Release with redacted information as shown remaining confidential: Attachment 3 – Ombudsman investigation report with redactions; Attachment 4 – Mayor’s response to Ombudsman’s report with redactions. Attachment 3 – page 231 at 1.4.2.4 and page 234 at 3.7.1.5 be amended to redact the identity of individual. and this order be reviewed every 12 months

Att 1 released

Att 2 released

Att 3 part released

Att 4 part released

17/6/13 on web 20/6/13

83 16 Dec 2013 (special)

Adelaide Hills Region Waste Management Board

Pursuant to Section 90(3)(i) of the Local Government Act 1999

90(3)(i) - litigation

Until 6 months after the matter is resolved or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

Minutes on web within 5 days of meeting

Date Released

DOC/19/107387 4

84 16 Dec 2013

Outcome of 1st Stage Office and Mulitlevel Carpark EOI

Pursuant to Section 90(3)(d) of the Local Government Act 1999

90(3)(d) – commercial information

Until contracts for the construction of both the office and carpark project have been signed or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

88 23 June 2014 Special

Multi-Deck Car Park & Council Office Accommodation

Until a contract is in place or such lesser period as determined by Chief Executive Officer

Review every 12 months.

95 18 May 2015

Regional Tender for Waste, Recycling, Green Organics & Street Litter Bin Collection Services for Recycling/Green Organics Processing Services

Until the expiry of the contract (including renewals) between SOLO Resource Recovery and Council.

Name of contractor and the amount included in

public minutes

102 21 Mar 2016 Council Wastewater Services – New Customer

Pursuant to Section 90 (3)(d) of the Local Government Act 1999

90(3)(d) – commercial information

Until the requirement for confidentiality by virtue of the ready to be executed Wastewater Commitment Deed between Council and the developer has ceased, this is currently expected to be around 2025 and that this order be reviewed every 12 months.

104 6 June 2016 Mount Barker and Tourist Caravan Park

Pursuant to Section 90(3)(g) of the Local Government Act 1999 90(3(g) – breach any law, direction of court or tribunal

Until the confidential settlement details expire on 13 September 2030 or such lesser period as may be determined by the Chief Executive Officer and that this order be

Minute released 4 August 2016 and on Council’s website 4

August 2016

Date Released

DOC/19/107387 5

reviewed every 12 months.

105 6 June 2016 Adelaide Hills Region Waste Management Authority – Offer from Resource Co

Pursuant to Section 90 (3)(i) of the Local Government Act 1999 90(3)(i) - litigation

Until the conclusion of the legal process and any appeal or a negotiated settlement whichever is the sooner; and attachment 2 be retained until 30 June 2021, or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

109 15 August 2016 Rate Relief / Remission – Long Term Debt Mount Barker Springs

Pursuant to Section 90 (3) (a) of the Local Government Act 1999 90(3)(a) – personal affairs

Until all the rates debt has been paid or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

112 17 October 2016

Mount Barker City Centre Land Strategy

Pursuant to Section 90(3)(b) of the Local Government Act 1999 90(3)(b) – commercial advantage

Until the Council has concluded commercial negotiations or no longer has a direct interest in any of the strategic sites referenced in this item or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

Attachment 3 only released on web

22/12/16

113 16 January 2017

Public Lighting Services Business Case

Until the attached report is released by the Report Author or such lesser period as may be determined by the Chief Executive Officer that this order be reviewed every 12 months.

114 Special Audit Committee 24 April 2017

Appointment of External Auditor

Pursuant to Section 90(3)(k)of the Local Government Act 1999 90(3)(k) - tender

Until the contract has concluded and that this order be reviewed every 12 months.

Minutes on website 26 April 2017

Date Released

DOC/19/107387 6

115 1 May 2017 Adelaide Hills Region Waste Management Authority

Section 90 (3) (h) Order of the Local Government Act 1999 90(3)(h) – legal advice

Until the action by Southern Waste ResourceCo against the Adelaide Hills Region Waste Management Authority is determined and any subsequent appeal process has also concluded, or the matter is settled by the parties through a commercial agreement, or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

Recommendation 3 b) and Draft Annual

Business Plan released 5 May 2017

126 4 December 2017

Mount Barker WWTP - CMF Upgrade: Project Close-Out

Should remain confidential and that this order be reviewed every 12 months.

131 7 May 2018 Recycled Water Initiatives

Pursuant to Section 90 (3)(b) of the Local Government Act 1999 90(3)(b) – commercial advantage

Retained in confidence until: ………….

or such lesser period as may be determined by the Chief Executive Officer and that this order be reviewed every 12 months.

137 1 April 2019 Proposed Disposal of 64 Alexandrina Road Mount Barker

Pursuant to Section 90 (3)(b) of the Local Government Act 1999 90(3)(b) – commercial advantage

Until the settlement of the subject land or such lesser period as may be determined by the Chief Executive Officer.

12.15 REPORT TITLE: DRAFT CALLINGTON TOWNSHIP PLAN (FOR CONSULTATION)

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/128431 ATTACHMENTS: DRAFT CALLINGTON TOWNSHIP PLAN

DOC/19/128651 SEPARATELY ATTACHED Key Contact Nathan Franklin (Strategic Planner) – Strategic

Projects, Planning and Policy

Manager/Sponsor Luke Gray (Manager) - Strategic Projects, Planning and Policy

Mount Barker 2035 – District Strategic Plan: Community Wellbeing CW 2.6: Undertake town planning and infrastructure provision to facilitate

healthy lifestyles and safety by design in development CW 3.1: Support a long-term approach to the development, upgrade and

improvements to community facilities and infrastructure such as the library, sports grounds, community halls and venues and play spaces

The Urban Environment UE 1.2: Apply a strategic, planned and consistent approach to the provision,

development and maintenance of public open space UE 2.2: Enable safe and logical pedestrian, bicycle and mobility scooter

movements to and through public spaces UE 3.2: Ensure that quality built outcomes, green infrastructure and open space

activation are prioritised in the development and renewal of town centres and main streets

UE 3.4: Encourage and enable housing infill and densification through a strategic, planned approach in appropriate locations

UE 3.8: Protect and enhance the special qualities and sense of place of country townships.

Annual Business Plan: This project was funded within the Annual Business Plan 2018/19 Section 3.1 - Capital Project and Initiative Townships Planning.

Purpose: To provide Council Members with a draft of the Callington Township Plan and to seek authorisation to commence a 4 week period of public and stakeholder consultation on the draft plan. Summary – Key Issues: 1. Council approved a budget for the development of a suite of strategic ‘Township

Plans’ for the townships of Meadows, Callington, Echunga and Callington in 2018/19FY. The completion all four township plans is expected to occur within the second half of the 2019/20FY.

2. Council staff have worked with Council Members and the community to identify the

key issues and opportunities relevant to Callington. An Informal Briefing session was held with Council Members of both Mount Barker District Council and the Rural Council of Murray Bridge on the 8th July 2019 to further identify issues relevant to the future of the Callington township.

3. Consultation on the draft Plan seeks to gather feedback from the community on the

principles, actions and priorities contained within the Plan. This feedback will be used to further refine the Plan.

4. The Rural City of Murray Bridge have confirmed that some assistance will be

provided in the form of staff time, with some of their planning staff being made available to assist with the consultation period.

5. Subject to post consultation amendments the final Callington Township Plan is

expected to be ready for Council endorsement in early 2020. Recommendation: 1. That Council authorise staff to undertake a 4 week period of public consultation on

the draft Callington Township Plan.

2. That Council note that approval to consult on the draft Callington Township Plan will also be sought from the Rural City of Murray Bridge Council prior to commencing the public consultation period.

Background: 1. Callington has an individual character which presents unique issues and

opportunities.

2. The purpose of the Plan is to bring together these issues and opportunities in a manner that articulates a clear vision for the town and sets priority actions to achieve that vision.

3. The Plan will assist Council and the community to co-ordinate and prioritise projects, planning and services for the town. Staff from both Councils have liaised throughout the formation of the draft document.

4. Stakeholder engagement has already commenced, with an Informal Briefing held with Council Members of both Councils, meetings with community and business groups and key State Government Departments. This early engagement has assisted to identify the key issues, principles and actions for the Plan.

Discussion: 5. The draft Callington township plan includes the same seven themes that have

formed part of the both the Meadows and Echunga draft township plans which have recently been the subject of community consultation. These themes are as follows:

a. Heritage, character and identity b. Connected communities

c. Access and Movement d. Open space and Community facilities e. Economic development, growth and tourism f. The Main Street g. Infrastructure

6. While there is no specific theme relating to sustainability, the environment and

climate change, these important issues have been considered and captured in each of the previously mentioned themes .

7. Investigations have been undertaken across each key theme to guide the strategies and actions outlined within the plan.

8. Existing plans and documents of Council have also been reviewed and incorporated within the draft Plans.

9. The Plan has a 20 year life span, however priorities are highlighted within the Plan for short-term action (subject to funding). It is important to note that any new actions resulting from the plan will be subject to funding and priority setting across the entire Council area and staged over an extended period of time. This will be clearly explained to the community as a part of the consultation process.

10. The top five key priority actions identified in the Plan are:

- Improve the quality and efficiency of pedestrian movement throughout the town especially across the Bremer River as to link both sides of the township;

- Identify potential for economic growth in primary production and horticultural activities and through the establishment of a more diverse rural economy.

- Enhance existing open space and recreation areas and facilities. - Improve the main street area and public realm. - Protect and enhance heritage and character.

11. Subject to endorsement by the Rural City of Murray Bridge Council will now seek

community feedback on the draft Plan for the Callington township. A period of consultation will be conducted on the draft Callington Township Plan from 8th January 2020 until the 7th February 2020 on the draft Plan, with a Consultation Open Day to be held on Saturday 18 January 2020 in Callington. Should endorsement for consultation by the Rural City of Murray Bridge be delayed Council staff will amend consultation dates accordingly. Consultation methods are detailed further in this report.

12. It is important to note that endorsement of the plan helps to guide Council’s decision making and prioritising of work within the township. It does not guarantee an annual program of works for the town but will assist Council in its prioritisation of works across the town and District.

Decision to be made To endorse the draft Callington Township Plan. Mount Barker Council will take the lead with regard to the consultation with assistance from the Rural City of Murray Bridge.

Suitability for consultation Community support Social, environment and economic benefits Financial viability Sustainability Competing priorities.

Aspects that are fixed: Issues regarding community safety, equity and social justice and legal requirements have been considered by Council to be not subject to community influence. Key areas for community input: Citizens can add value regarding • information on the impacts and acceptability of

proposals in the draft Plans • local knowledge, experience and ideas that will

improve the draft Plans • feedback on the priorities.

The community will be informed about the draft Plans via 1. Advertisements in local print media 2. Summary publication to be distributed widely 3. Council website 4. Council Social Media (Facebook) 5. Displays and public events in local venues 6. Letters and email communication with key

stakeholders, including community groups and Government Agencies.

Feedback on the draft Plan will be sought via

1. Feedback form – hard copy and online 2. Public event 3. Survey monkey 4. Written submissions 5. Meetings with key stakeholders, including

community groups and Government Agencies. The cost of the consultation is expected to be around $4,000 including advertisement and publication costs.

Council report summarising feedback and changes made as a result. Letters / emails to groups, stakeholders and individuals who make submissions. Meet with key stakeholders where required to further discuss and resolve issues and/or identify opportunities.

There will be a one month consultation period that will commence on the 8th January 2020 until the 7th February 2020.

Policy:

Councils Community Consultation Policy applies. Long Term Financial Plan: At present there is no provision for actions arising from the Callington Township Plan in the Long Term Financial Plan. However, funding for infrastructure renewal and upgrades would be the result of an action coming out of the Asset Management Plan. Budget: Council allocated a budget of $60,000 in 2018/19 to develop the Plans. The proposals in the draft Plans will impact on subsequent budgets, but these will be subject to Council decisions in the Annual Business Plan and overall district wide priorities. Statutory/Legal: Council has prepared this draft Plans with the powers it has under the Local Government Act. This Plans does not have statutory authority under the Development Act. Staff Resource Requirements: The Plan has been prepared with existing staff resources. Future initiatives arising from the Plan will be resourced according to Council priorities and budget processes. Environmental: The draft Plan proposes initiatives which will have a positive impact on the natural and built environment in Callington.

Social: The draft Plan proposes initiatives which will have a positive impact on health, wellbeing and social inclusion of community members in Callington. The draft Plans takes into account the special needs of vulnerable groups including children, young people, the elderly and people with disabilities. Risk Assessment: Community expectations will need to be managed as all actions within the plan will be subject to future funding and priority. Detailed risk assessments will be carried out on a project by project basis as the Plan is implemented. Asset Management: Proposals and specific projects contained within the draft Plan will have an impact on infrastructure and asset management. These will be addressed at the time of project scope, detailed design and implementation. The co-ordination between asset

management and new investment will be critical to an effective and timely delivery of particular elements of the Plan. Conclusion: Council has developed a draft Township Plan for Callington which seeks to guide growth and improve liveability of the townships over the next 20 years. The draft plan has been developed to a point where it is considered suitable to form the basis of community consultation, and is recommended to Council for authorisation for this purpose. Previous Decisions By/Information Reports to Council

Meeting Date 4 February 2019 HPRM Reference DOC/19/3278 Title Townships Lead Strategy Endorsement and Update Purpose To present the Townships Lead Strategy for endorsement and provide a status

update on the development of township plans for Echunga, Meadows, Callington, Callington and Mount Barker.

ITEM 12.15 DRAFT CALLINGTON TOWNSHIP PLAN (FOR CONSULTATION)

ATTACHMENT 1: DRAFT CALLINGTON TOWNSHIP PLAN PROVIDED AS SEPARATE ATTACHMENT

12.16 REPORT TITLE: KANMANTOO COPPER MINE DPA REQUEST TO COMMENCE CONSULTATION

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/131366 ATTACHMENTS:

1. DOC/19/132774 AFFECTED AREA MAP 2. DOC/19/135290 EXPLANATORY STATEMENT &

AMENDMENT SEPARATELY ATTACHED

3. DOC/19/128624 SOI APPROVAL LETTER 4. DOC/19/133351 PEER REVIEW 5. DOC/19/135277 SPDPC AMENDED TERMS OF

REFERENCE 4 NOVEMBER 2019

Key Contact Glenn Searle, Senior Strategic Planner, Strategic

Projects, Planning and Policy

Manager/Sponsor Luke Gray, Manager, Strategic Projects, Planning and Policy

Mount Barker 2035 – District Strategic Plan: Economic Prosperity EP1: Employment Growth – To be an active and enthusiastic partner with

government and the private sector driving regional investment and employment growth.

EP2: District investment and export growth – To increase investment and business growth for community benefit.

Governance and Leadership GL2: Corporate capacity and leadership – For the community to have confidence and

trust in the Council that it can deliver services effectively and transparently and promote and progress the needs and ambitions of the District.

Annual Business Plan: Planning Policy and Strategy. Prepare Council for transition to new Planning and Design

Code Purpose: To seek approval for the Kanmantoo Copper Mine Development Plan Amendment to commence public and agency consultation. Summary – Key Issues: 1. A Statement of Investigations (SOI) was prepared by the proponent, Hillgrove

Resources, to explore the potential reuse of infrastructure and the diversification of land uses at the Kanmantoo Copper Mine prior to the cessation of mining activities on the site.

2. This SOI was endorsed by Council and has received the support of the Minster for Planning.

3. The approval of the SOI has allowed for the DPA to be prepared seeking to rezone approximately 32 hectares of land from Primary Production Zone to Urban Employment Zone.

4. Public and Agency consultation is now required in order to gather feedback on the proposed rezoning and to ensure the timely processing of the DPA.

Recommendation: That Council: 1. Endorse the Kanmantoo Copper Mine Development Plan Amendment for an 8 week

period of public and agency consultation in accordance with Regulation 25 of the Development Act 1993.

2. Council appoint a Strategic Planning and Development Policy Committee consisting

of all Council Members, to consider any representations received as part of this consultation process and to provide advice in relation to these representations, pursuant to Section 25, (11), (c) of the Development Act 1993.

3. Council endorse the amended terms of reference for the Strategic Planning and

Development Policy Committee which form Attachment 5 to this report. 4. Council appoint the Mayor as the chairperson to oversee this running of the

Strategic Planning and Development Policy Committee for a period of twelve (12) months from 4th November 2019 – 4th November 2020.

Background: 1. The Kanmantoo Copper Mine is strategically located 2 kilometres south of

Kanmantoo, 55 kilometres by road from Adelaide’s CBD, 20 kilometres from Mount Barker and 30 kilometres from Murray Bridge.

2. The mine was originally in operation from 1970 to 1976. In 2004, Hillgrove Resources commenced further exploration work which proved up an additional mineral resource of copper and gold in the pit and an adjacent area.

3. In 2009 a Mining Lease over the site was granted by the State Government,, with the mine operating since that time.

4. Recently Hillgrove have ceased large scale open-cut mining operations, although the processing of existing stockpiles will continue into 2020 and potentially beyond.

5. The cessation of mining has created opportunities within and around the mine for the re-use of existing facilities and infrastructure. Possible projects include a pumped hydro energy storage project and other industrial developments utilising the large buildings, hard stand areas and other fixed infrastructure.

6. To allow for the diversification of land uses and the reuse of the existing infrastructure the proponent has sought to amend the Zoning of the site as currently

the subject land is located in the Primary Production Zone and the Broad Acre Agriculture Policy Area 23.

7. This zoning supports general farming and agricultural pursuits, however industrial uses (other than a service industry in association with primary production) are not supported and are listed as non-complying forms of development.

8. Development Plans can be updated and amended through a formal statutory process known as a Development Plan Amendment (DPA). This process can either be undertaken by a Council (either to be funded by the Council or be partly/fully Privately Funded) or undertaken by the Minister for Planning.

9. In June 2019 Council received a Statement of Strategic Context along with a Statement of Intent (SOI) prepared by URPS Planning Consultants (on behalf of Hillgrove Resources) seeking support for the initiation of a DPA in respect to the abovementioned land.

10. Lachlan Wallace from Hillgrove Resources made a deputation to Council on Monday 5 August 2019 that coincided with the consideration of the SOI.

11. Subsequently Council endorsed the (SOI) on 5 August 2019 formally seeking the Minister for Planning’s approval to amend the Development Plan.

12. On 8 October 2019, the Minister for Planning wrote to Council outlining his support for the intent of the SOI and allowing for the DPA to be progressed.

13. It should be noted that the DPA process is proposed be fully funded by Hillgrove Resources Limited (the proponent) as required by Council’s Developer Funded DPA Policy.

Discussion: The Re-Zone Area: 14. The nominated re-zone area is located in the south-west portion of the existing

mining lease between the railway corridor and the giant pit (see Attachment 1).

15. The re-zone area contains a number of large sheds, hardstand areas, dams and an electricity sub-station all of which have previously been associated with the mining operations. It is intended that these structures will be repurposed for other industrial or commercial uses.

16. While the Mount Barker District Council Development Plan currently contains an Industry Zone in this locality, this Zone represents only 25 hectares of land and is restricted to one allotment surrounding the current operations of the Neutrog Biological Fertilisers facility.

17. As such it is considered that the provision of adequate employment lands for industrial purposes is lacking.

18. Other employment/industrial land contained within the Mount Barker District Council Development Plan consists of land zoned for light industry.

19. The adequate provision of appropriately zoned employment lands is acknowledged and supported in the Mount Barker District Council Economic Development Strategy (2014) and the 30 year plan for Greater Adelaide (Policies 56and 73 specifically).

20. This lack of appropriately zoned land has seen a separate developer funded DPA seeking to amend the zoning for land located within the Totness area.

Proposed Zoning: 21. The DPA proposes to amend the zoning of a portion of the mining lease site from

Primary Production Zone to Urban Employment Zone.

22. The purpose of the Urban Employment Zone is to accommodate a range of industrial land uses together with other related large floor plate enterprises such as major logistics and manufacturing plants, high technology and/or research and development related uses.

23. These activities will be of higher impact than that occurring within the nearby Industry Zone, recognising the nature of activities previously occurring within the Zone (i.e. extractive industries). It is envisaged that development within this zone will take advantage of its relative isolation in relation to sensitive land uses, its topography and high level of existing infrastructure servicing.

24. Key policies contained in the Urban Employment Zone revolve around the list of acceptable land uses (being kept to industrial uses only), setback requirements (for visual and environment requirements) and allotment size (minimum size of 5,000m2).

25. When considering the proposed zoning it should be noted that from 1 July 2020 Council’s Development Plan will transition to the Planning and Design Code. A review of the Draft Planning and Design Code for Phase 3 areas (which includes the Mount Barker District Council) shows that the Urban Employment Zone has been replaced by the Employment Zone. This draft Zone has a similar intent as that of the Urban Employment Zone which is flexible while supporting the provision of employment lands.

26. Further consideration of the impact of the Code will be undertaken as part of Council’s response to DPTI on the Code and may also be covered in any comments received from DPTI during the consultation process.

Reports: 27. To support the DPA the following investigations have been undertaken by the

developer. These reports are located in Attachment 3: Traffic and movement analysis Infrastructure analysis Stormwater management analysis Land use interface analysis Indigenous and Non-indigenous heritage report

Flora and Fauna

Topics for further consideration:

28. In reviewing the DPA, the Council and the peer review consultants were aware of a number of topics that required greater consideration: The potential for an increase in traffic to and from the site; The means of access to the site (which is currently gained from a private road)

and how access will be provided in the future. This may include upgrades underpinned by an Infrastructure Agreement and Land Management Agreement with the road transferred to Council control;

Ensuring appropriate service infrastructure can be provided; Ensuring activities meet interface/buffer requirements and do not unduly

negatively impact on adjoining land uses and activities;

29. Topics such as traffic/access, the provision of infrastructure and stormwater are explored in greater detail below.

30. Taking into consideration the policy amendments in the DPA, Council administration

believes that the above list of topics can be satisfactorily resolved. Traffic/Access: 31. As previously stated, access to the mine site is currently gained via the private access

road that leads from Old Princes Highway. 32. The traffic analysis prepared on behalf of the proponent by Tonkin Engineering (see

attachment 3) concludes that despite the expected increase in traffic movements (approximately 900 trips per day) the current access to and from Old Princes Highway should be maintained.

33. To maintain this access arrangement it is recommended that the existing mine access

road to be upgraded (including any sealing, culverts, creek crossings) and vested to Council to as a Council owned road.

34. The cost of these works will need to be borne by Hillgrove Resources and those that

undertake future development within the rezoned area. 35. This requirement can be managed through an Infrastructure Agreement and Land

Management Agreement. The developer has agreed to further explore this option and if acceptable enter into Infrastructure Agreement and an LMA.

The provision of infrastructure: 36. The following table summarises the infrastructure that will be required for the site and

how this can be provided:

Infrastructure Comments Potable Water Currently SA Water supply potable water to the

Neutrog facility (via Mine Road) but this stops approximately 2.5 kms short of the rezone area;

However, SA Water has not noted any capacity issues, and has provided the parameters required for future connection should this be required.

Waste Water The rezone is not serviced by SA Water sewer or a Council Community Waster Water Management System. As such, on site management of waste water will be required.

The exact details for the disposal of waste water will be considered during the assessment of any development application.

Telecommunications Telecommunications are subject to an application to Telstra, however it is noted that connectivity is not anticipated to present an issue.

Electricity The developer has confirmed that there is an existing ElectraNet sub-station located on Mine Road adjacent the Neutrog Australia site. This sub-station is capable of accommodating additional demand within the rezone area, subject to a new 11,000 volt main from the sub-station along Mine Road.

37. In summary the developer has provided details showing that the infrastructure

required to service the future rezone area can be provided. Stormwater:

38. Existing stormwater management practices provides for the capture and re-use via existing on-site processes.

39. Modelling, undertaken by the proponent, shows that both stormwater quantity and

quality, along with the risk of flooding can be safely and effectively managed and mitigated across the rezone area. The combination of both site specific and precinct scale solution will allow the achievement of the Water Sensitive Urban Design (WSUD) Policy and not lead to undue development pressure or impacts on the natural environment.

Interface requirements: 40. The DPA provides an Acoustic Assessment to accompany the interface analysis. The

Acoustic Assessment concludes that there are sufficient planning controls in place to manage the potential land uses of the site. Therefore it is considered that the DPA provides sufficient information to ensure that the impact of interface issues are adequately addressed.

Next Steps:

41. Consultation will occur in accordance with the requirements of Regulation 25 of the

Development Act 1993 and in a manner outlined in the Community Engagement section below.

42. Given the Ministers urgency as noted within his letter dated 8 October 2019 (see Attachment 3), consultation is required to commence in a timely manner. Thereby necessitating the consolidation of community, agency, neighbouring council and internal review in to the Summary of Consultation and Proposed Amendments (SCAPA) Report.

43. Once complete the SCAPA Report will be presented to Council for their consideration

and endorsement. 44. Should Council endorse the draft DPA for consultation, a committee must be

appointed by Council, pursuant to Section 25, (11), (c) of the Development Act 1993 to consider any representations received as part of the consultation process for the DPA and to provide advice in relation to these representations.

45. Legal advice provided to Council has confirmed that this committee must be

established prior to commencing consultation on the DPA and may consist of all Council Members.

46. Previously the role of this committee has been performed by Council’s Strategic

Planning and Development Policy Committee (SPDPC) and staff recommend that this committee again be established consistent with the terms of reference included within Attachment 5.

47. Given the relatively small number of meeting required of this committee it is

recommended to appoint the Mayor as Chairperson. Should a Council Member be appointed as Chairperson who is not the Mayor or Deputy Mayor an allowance equal to the Deputy Mayor allowance will need to be paid for the 12 month period (approximately $4,317).

Community Engagement: Following Council endorsement of the Development Plan Amendment an 8 week period of public and agency consultation will commence. Consultation comments:

Decision to be made Whether to support the proposed DPA Key factors to be considered in decision (dot points)

The adequacy of policy and provisions in the DPA to manage and encourage future industrial development the site.

Community consultation will be undertaken in accordance with the requirements of the Development Act and Regulations and explanatory documents provided by DPTI (this involves an advert being in the Advertiser and the Government Gazette). Additional adverts will be placed in the Courier and the Murray Valley Standard. As per the Explanatory Statement, key internal and external stakeholders will be contacted directly by staff. The DPA will be available on Council’s web site, a static display will be mounted in the Council Offices and an

information session will be provided by Council staff during the consultation period. A submission form and fact sheet will be circulated.

There will be an opportunity for verbal presentation of public submissions if requested at a public meeting. All public submissions are to be documented in the Summary of Consultation and Proposed Amendments document and the community will be informed of the outcome of their submissions.

In accordance with the Statement of Investigations agreed by the Minister for Planning the DPA will be on public and agency consultation for a period of 8 weeks

Community input and Recommendations (post consultation only)

Following the hearing of all submissions, staff will review the DPA and determine whether any changes to it are warranted. If post-consultation changes are recommended, the DPA will be returned to Council for its consideration before it is sent to the Minister for approval.

Policy: The DPA will introduce the Urban Employment Zone, one of the commercial/industrial zones in the South Australian Planning Policy Library. The preparation of the DPA is consistent with Council’s Privately Funded DPA Policy. The processing of the DPA, including consultation, is consistent with the requirements of the Development Act and Regulations. Long Term Financial Plan: Infrastructure agreements will be developed to ensure Council is not left burdened with infrastructure upgrades as part of the proposed rezoning. It should be noted that there is a broader financial benefit for the community and local economy expected as a result of the progression of the DPA, and its potential impacts in generating additional employment opportunities and economic activity. Budget: The proposal will be funded by the proponent and as such there is a very limited financial impost on Council. There would be a minor cost to Council through the involvement of Council Officer(s) in directing and overseeing the DPA, related studies and statutory process. Statutory/Legal: The preparation and finalisation of the DPA is subject to Section 25 of the Development Act 1993. Staff Resource Requirements: There are no impacts over and above normal staffing levels. Environmental: Detailed reports, forming part of the investigations, have been prepared by the proponent outlining potential impacts on the surrounding environment. These reports

have shown that provided proper infrastructure is developed and separation distances adhered to there should be limited effects on the environment. It should be noted that the DPA will incorporate a range of environmental benefits that include (but not limited to) the reuse of significant industrial structures and their diversion from landfill. Site rehabilitation, as per the Mining Lease and the Program for Environmental Protection and Rehabilitation (PEPR), will be required to be undertaken by the proponent. Social: As recognised in Council’s Strategic Plan, the Kanmantoo Copper Mine is a major presence in the community and economy of the area. The Kanmantoo, Callington Community Consultative Committee (K4C) have been involved in the preparation of a master plan which has also considered the closure of the mine. By increasing the total area of employment lands in the district there are greater opportunities for the provision of locally based sustainable employment which would help to buffer these communities from the closure of the mine. Risk Assessment: Risk is appropriately managed through the Councils Privately Funded DPA Policy and the legislated DPA process administered by the Development Act 1993. At this stage Council are to determine if further investigations are warranted. Furthermore Council are under no obligation to support the final DPA should significant concerns be raised by the peer review consultants, the community, Government Agencies or the administration. Asset Management: Investigations are being undertaken to determine the appropriate requirements and staging to upgrade and transfer the current private mine access to a Council road. Prior to delivery of this asset an infrastructure agreement and land management agreement will be required to manage the specifications, construction and final hand over of the road. Conclusion: The rezoning of the subject land from Primary Production Zone to Urban Employment Zone has the strong potential to result in positive outcomes for the local community and the wider Council area. The reuse of the existing facilities and infrastructure, for industry and other employment generating activities, is expected to result in the maintenance and upkeep of buildings and their surrounds, avoiding the potential for derelict conditions. The proposed DPA meets several of the objectives of Council’s Strategic Plan and Economic Development Strategy. For these reasons it is recommended that the Council release the DPA for agency and public consultation.

Previous Decisions By/Information Reports to Council Meeting Date 5 August 2019 HPRM Reference DOC/ Title Statement of Intent Kanmantoo Copper Mine Development Plan Amendment Purpose To seek support for further investigations for a privately funded Development

Plan Amendment (DPA) to rezone land at Kanmantoo Mine to increase the supply of industry/employment lands within the Mount Barker District Council

ITEM 12.16 KANMANTOO COPPER MINE DPA REQUEST TO COMMENCE CONSULTATION

ATTACHMENT 2: EXPLANATORY STATEMENT & AMENDMENT PROVIDED AS SEPARATE ATTACHMENT

Prepared by MasterPlan SA Pty Ltd

ABN 30 007 755 277, ISO 9001:2015 Certified

33 Carrington Street, Adelaide SA 5000 Telephone: 8193 5600, masterplan.com.au

October 2019

PLANNING REPORT Peer Review

Kanmantoo Copper Mine DPA

51434REP01 1

1.0 INTRODUCTION

MasterPlan SA Pty Ltd has been engaged by the Mount Barker District Council to undertake a peer review of the Kanmantoo Copper Mine Development Plan Amendment (DPA)

The Kanmantoo Copper Mine DPA is a privately funded DPA prepared by URPS. In accordance with Council’s privately funded DPA policy, an independent peer review is required though the various stages of the DPA process.

Stage 1 of the Peer Review process includes a review of the Development Plan Amendment document to ensure that it has been drafted in accordance with the requirements of the Statement of Intent and is a suitable document to be released for concurrent agency and public consultation.

The peer review has involved a site inspection and a review of the following documents:

• Statement of Intent, agreed by the Minister on 8 October 2019;

• Draft Development Plan Amendment for Consultation Version 4 and 5,

• Mount Barker District Council Development Plan, consolidated 8 August 2017;

• Traffic Impact Statement dated 17 September 2019, prepared by Tonkin;

• Stormwater and Flooding Assessment dated 26 September 2019, prepared by Tonkin;

• Services Report dated 1 October 2019, prepared by Tonkin; and

• Acoustic Assessment dated October 2019, prepared by Sonus.

In regard to the draft DPA document, the following analysis has been undertaken:

• general comments regarding the content of the DPA including errors and omissions, formatting etc that require amendment before release for concurrent agency and public consultation;

• a comparative analysis of the agreed additional investigations in the Statement of Intent and the actual investigations to ensure that the development is suitable to be released; and

• a conclusion summarising the amendments required.

51434REP01 2

2.0 GENERAL COMMENTS

The following general comments have been noted following our review of the documents. The page numbers refer to Version 5:

• Date is not provided in the footer for all pages.

• Table of contents – formatting of section 2.1.

• Page 1 – Have your say – insert relevant information as highlighted.

• Page 2 – Introduction – provide statement regarding the impact of the new Planning and Design Code (provided in Version 5).

• Page 2 – Replace ‘Mitcham City’ with ‘Mount Barker District Council”.

• Page 4 – Correct October.

• Page 4 – Increase size of Figure 1 (an appendix of a larger map has been provided in version 5). While this is easier to read, it lacks key identifiers referred to in the DPA (i.e. Private Road, Mine Road, Back Callington Road, plus a general location of the Site office, Car Park, Admin Buildings, Sub-station, Processing Buildings and Maintenance Buildings).

• Page 4 – Correct Additional.

• Page 4 – Replace “within the current Development Plan” with “within the current South Australian Planning Policy Library”. Noting that there is no Urban Employment Zone currently in the Development Plan.

• Page 5 – No title provided for Figure 2. (amended in version 5).

• Page 7 - last sentence – ‘Figures 2 and 3 below’ should be amended to ‘Figures 3 and 4 below’.

• Page 8 – ‘Figure 3 Aerial Photograph (2019)’ should be amended to ‘Figure 4 Aerial Photograph (2019)’.

• Page 9 – fix formatting in relation to Policy 55.

• Page 10 – Fix formatting of comments section within the table at the top of the page.

• Page 10 - 2.3.1 – insert ‘(SDR)’ after “Strategic Directions Report’.

• Page 12 - 2.3.5 – insert reference to the Totness Employment Lands Amendment (which is also creating a separate Urban Employment Zone).

• Page 14 – Complete sentence at the end of 3.1.

51434REP01 3

• Page 15 - 3.2.1 para 2 – correct ‘buildings’ with ‘topography’.

• Page 16 – remove ‘This in turn requires a series of upgrades’ at the bottom of the page. (amended in Version 5).

• Page 17 – 3.2.2 – fourth paragraph ‘Mount Barker District Council’

• Page 18 – 3.2.3 – Third paragraph correct “managing”, fourth paragraph “Australian”.

• Page 19 – Paragraph 6 – correct ‘traverses’.

• Page 19 – Formatting paragraph 7.

• Page 20 – replace ‘Phase 2’ with ‘Phase 3’.

• Page 21 – Paragraph 6 – remove ‘of’.

• Page 21 – Paragraph 7 – remove ‘to’.

• Page 22 – ‘Figure 4’ as referenced at the top of the page to be amended to ‘Figure 5’. (amended in version 5).

• Page 22 – Red line through the site appears to follow the Policy Area not the Zone boundary

• Page 24 – 3.2.8, first paragraph, correct ‘for’.

• Page 26 – Acoustic Assessment – October 2019.

• Date and sign Schedule 4a Certificate (when complete).

• Amendments Instructions Table – Delete reference to “Replace BPA Map (MtB/18)” from Part 3 (does not include subject land and is not included in Appendix B).

• Renumber 5. - Statement of Statutory Compliance

• Renumber 5.1 – 5.6.

• 5.1 – Replace first sentence with “Relevant strategies from the Planning Strategy are summarised in Section 2.2”.

51434REP01 4

3.0 THE AMENDMENT

It is recommended that the Amendment be corrected in accordance with the following comments.

Attachment A – Urban Employment Zone

• Renumbering of the Objectives is required due to the deletion of Objective 2.

• We question the relevance of Objective 5, particularly reference to ‘arterial roads’.

• Remove reference to private road (amended in Version 5).

• Principle 5 – remove ‘(a)’ and continue text as one sentence.

• Table for Principle 8 – add ‘6 metres’ after ‘Greater than’.

• We question the relevance of Principle 11 regarding the hours of operation not detracting from a residential area?

• Principle 16 – Minimum Allotment area suitable for the intended use. The Totness DPA does not have a minimum allotment size and instead has the following which we think could be relevant for this site.

• Land division should:

(a) create allotments that are of a size and shape suitable for the intended use

(b) create allotments that respond to topography and reduces the need for extensive cut and fill.

• Non-complying Development – Dwelling – Remove ‘(a)’ and continue text as one sentence.

• Non-complying Development – Office – Remove ‘located’ after ‘Office’.

• Non-complying Development – Remove ‘Prescribed mining operations’ (amended in Version 5).

4.0 COMPARATIVE ANALYSIS OF DPA AND STATEMENT OF INTENT

As mentioned, the Statement of Intent was agreed to by the Minister on 8 October 2019. In the response, the Minister advised

“I note that the DPA contemplates possible access to the site from a private road via Old Princes Highway. Should this be the case, it is recommended that the traffic and movement analysis consider the impacts from increased traffic on Old Princes Highway (including any required upgrades) and the future of Back Callington Road (including impacts on road crossings).”

51434REP01 5

The additional investigations agreed to be undertaken in the preparation of the DPA as listed in section 4.1.2 of the Statement of Intent are listed below in bold italics.

A comparative analysis of the consistency of the draft DPA in relation to each issue is then provided.

Traffic and movement analysis to ensure appropriate access can be provided to the subject land (including consideration of the future of the private access road currently servicing the site) and that it is suitable for the likely volumes and type of industrial/commercial traffic to be generated.

A comprehensive Traffic Impact Statement has been recently prepared by Tonkin and is summarised in Section 3.2.1 of the draft DPA.

The Traffic Impact Statement confirms that there will be a substantial increase in the traffic generation from the rezoned area on the Old Princes Highway. Modelling undertaken anticipates that the increased traffic on Old Princes Highway will not exceed the capacity of the local road network with some recommended off-site upgrades. Furthermore, it will not impact on the future function of Back Callington Road.

Council has indicated that the Mine Access Road be vested in Council as a public road. The most important consideration for this conversion is the formalisation of an Infrastructure Agreement for the upgrade and maintenance of the Mine Access Road.

It is recommended that the Infrastructure Agreement be formalised prior to final endorsement of the DPA by Council.

Infrastructure analysis to confirm service infrastructure availability and suitability and that identifies any potential infrastructure issues that will been to be addressed.

An infrastructure servicing assessment has been recently prepared by Tonkin. This has identified all the potential infrastructure issues and where relevant, information regarding augmentation costs.

The assessment confirms that required infrastructure is conveniently located to the site and that existing capacity has not been identified as a constraint.

It should be noted that the water main capacity would need to be investigated when a future development proposal is lodged. Further, SAPN have advised that to connect power to the site, the existing 11,000 volt main from the substation would need to be extended at a cost of approximately $250,000.00.

Stormwater management analysis.

A Stormwater and Flooding Assessment has recently been undertaken by Tonkin. The report concludes that both stormwater quantity and quality can be managed across the site with site by site and communal system solutions provided.

The DPA provides suitable information relating to flood risk and stormwater management issues.

51434REP01 6

Potential interface issues analysis, particularly with any sensitive adjoining land uses/activities.

The DPA provides an Acoustic Assessment prepared by Sonus to accompany the interface analysis. The Acoustic Assessment concludes that there are sufficient planning controls in place to manage the potential land uses of the site.

The DPA provides sufficient information to ensure that the impact of interface issues are adequately addressed.

5.0 SUMMARY AND CONCLUSION

The comparative analysis of the DPA against all the requirements of the Statement of Intent has found that there is suitable compliance with the relevant additional investigation requirements.

The DPA has also addressed the additional comments provided by the Minister in the approval for the Statement of Intent. These include the reference to the Traffic Impact Statement previously discussed, the need to incorporate any desired development outcomes within Objectives and Principles of Development Control rather than a Concept Plan and the future implementation and transition to the Planning and Design Code.

A key amendment has been the inclusion of a larger scale plan in the Appendices to assist in understanding the details of the site and locality. This will be further enhanced by the addition of key identifiers and road names to assist the general public and agencies not familiar with the area.

In conclusion, the draft DPA requires a number of minor amendments as discussed and once these have been attended to, the document should be in a suitable form to be placed on concurrent agency and public consultation.

Wayne Gladigau RPIA B/A in Planning

22 October 2019

TERMS OF REFERENCE

STRATEGIC PLANNING & DEVELOPMENT POLICY COMMITTEE

Endorsed by Council at its meeting on Monday 4TH NOVEMBER 2019 TRIM Reference:DOC/19/135277

1. ESTABLISHMENT OF COMMITTEE

1.1 As required by Section 101A of the Development Act (1993) the Council establishes a Strategic

Planning and Development Policy Committee (“the Committee”) for the purposes of providing

advice to the Council on strategic planning and development policy matters pursuant to the

aforementioned section of legislation.

1.2 The Committee does not have executive powers or authority to implement actions or delegated

financial responsibility.

2. FUNCTIONS 2.1 (a) to provide advice to the council in relation to the extent to which the council's strategic

planning and development policies accord with the Planning Strategy; and (b) to assist the council in undertaking strategic planning and monitoring directed at

achieving—

(i) orderly and efficient development within the area of the council; and

(ii) high levels of integration of transport and land-use planning; and

(iii) relevant targets set out in the Planning Strategy within the area of the council; and

(iv) the implementation of affordable housing policies set out in the Planning Strategy within the area of the council; and

(v) other outcomes of a prescribed kind (if any); and

(c) to provide advice to the council in relation to strategic planning and development policy issues when the council is preparing—

(i) a Strategic Directions Report; or

(ii) a Development Plan Amendment proposal; and

(d) other functions (other than functions relating to development assessment or compliance) assigned to the committee by the council.

3. MEETING FREQUENCY 3.1 The Committee to meet as required commencing from 4th November 2019 until 4th November

3.2 The Chief Executive Officer is delegated the authority to vary the meeting schedule after liaison

with the Chairperson.

3.3 The Chief Executive Officer is delegated the authority to not call a meeting of the Committee

within the meeting schedule should the Committee have no matter for consideration.

3.4 Special meetings of the Committee may be called in accordance with the Local Government Act

(1999).

4. LOCATION OF MEETING 4.1 The meetings are held at the Council Chambers unless otherwise indicated on the meeting’s

Agenda notice.

5. NOTICE OF MEETING 5.1 In accordance with Section 87 of the Local Government Act (1999), a minimum of three (3)

clear days notice of an ordinary meeting will be provided to members of the Committee.

6. PUBLIC ACCESS TO MEETINGS 6.1 Members of the public are able to attend all meetings of the Committee, unless prohibited by

resolution of the Committee under the confidentiality provisions of Section 90 of the Local

Government Act (1999).

7. PUBLIC ACCESS TO DOCUMENTS 7.1 Members of the public have access to all documents relating to the Committee unless

prohibited by resolution of the Committee under the confidentiality provisions of Section 91 of

the Local Government Act (1999).

8. MINUTES OF MEETINGS 8.1 The Chief Executive Officer shall ensure that the proceedings and resolutions of all meetings of

the Committee, including recording the names of those present and in attendance, are minuted

and that the minutes otherwise comply with the requirements of the Local Government

(Procedure at Meetings) Regulations 2013.

8.2 Minutes of Committee meetings shall be circulated within five (5) clear days after a meeting to all

members of the Committee and to all members of the Council.

8.3 Minutes of the Committee meeting will be placed on public display at the Customer Service

Centre within five (5) clear days of the meeting and kept on display for one (1) month. The minutes

will also be placed on Council’s website.

9 COMPOSITION

9.1 The composition of the Committee shall be as determined by Council resolution and may include independent members.

10 MEMBERSHIP 10.1 All Members shall have full voting rights.

10.2 A member of the Committee may resign from the Committee by giving written notice to that

effect to the Chief Executive Officer.

10.3 A member of the Committee may be removed by Council resolution at any time.

11 QUORUM 11.1 That a quorum of the Committee shall be a number ascertained by dividing the total number of

members by 2, ignoring any fraction resulting from the division, and adding one. 12 MEETING ATTENDANCE 12.1 All members must attend the meeting and where unable to do so, must provide an apology

prior to the meeting.

12.2 The Chief Executive Officer, General Managers and other Staff may attend meetings as

required or to provide information and support to the Committee.

13 MEETING PROCEDURE 13.1 The Committee shall conduct meetings observing the provisions of Part 1 Preliminary, Part 2 –

Meetings of Councils and Key Committees and Part 4 – Miscellaneous of the Local

Government (Procedures at Meetings) Regulations 2013.

14 CHAIRPERSON 14.1 The appointment of the Chairperson will be made by the Council for the term of the Committee.

14.2 At the first meeting of the Committee a Deputy Chairperson will be appointed by the Committee

for its term.

14.3 The Chairperson shall chair all meetings of the Committee at which they are present and in

their absence the Deputy Chairperson shall chair. In the absence of both, a member of the

Committee, elected by the Committee members present, shall chair that meeting.

14.4 As this Committee is a Prescribed Committee (as determined by the Remuneration Tribunal) if

the Chairperson appointed is a Councillor (ie not a Presiding Member or Deputy Presiding

Member, or Presiding Member of another Prescribed Committee) they will receive an allowance

equal to 1.25 times the annual allowance for Councillors of that Council in accordance with the

determination of the Remuneration Tribunal.

15 CONDUCT AND DISCLOSURE OF INTEREST 15.1 Members of the Committee must comply with the conduct and conflict of interest provisions of

the Local Government Act (1999). In particular, Sections 62 (general duties), 63 (code of

conduct) and 73-74 (conflict of interest, members to disclose interests) must be adhered to.

16 TERMS OF COMMITTEE 16.1 The term of the Committee shall be as determined by Council resolution.

17 REVIEW PROCESS 17.1 The Committee shall, before the end of its term, review its own performance, membership and

Terms of Reference to ensure it is operating at maximum effectiveness and recommend

changes it considers necessary to the Council for approval.

18 REPORTING REQUIREMENTS AND RESPONSIBILITIES

18.1 The Committee shall make recommendations to the Council it deems appropriate on any matter

within its Terms of Reference.

19 INFORMAL GATHERINGS

19.1 The Committee may hold and participate in informal gatherings for planning sessions, workshops

or professional development/training from time to time but no decision making can occur in such

gatherings.

20 OTHER

20.1 The Committee shall have access to reasonable resources in order to carry out its duties

including allocation of administrative support.

21 ACCESS TO THE TERMS OF REFERENCE

21.1 The Committee’s Terms of Reference will be available for public inspection at the Local

Government Centre, 6 Dutton Road, Mount Barker, South Australia and on the Council’s website

www.dcmtbarker.sa.gov.au.

22 FURTHER INFORMATION 22.1 For further information on this Terms of Reference or the operations of the Committee, please

contact:

Title: Mr Marc Voortman Acting General Manager Planning and Development Address: PO Box 54, Mount Barker South Australia, SA, 5251 Email: mvoortman@dcmtbarker.sa.gov.au

12.17 REPORT TITLE: DRAFT CLIMATE CHANGE ACTION PLAN DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/101909 ATTACHMENTS: 1. DOC/19/133485 CLIMATE CHANGE ACTION PLAN

DRAFT SEPARATELY ATTACHED Key Contact Emma Montgomery, Environmental Project Officer,

Planning & Development

Manager/Sponsor Greg Sarre, Manager Economic Development and Sustainable Futures, Planning and Development

Mount Barker 2035 – District Strategic Plan: Natural Environment and Sustainable Living Objective 1- Environmental leadership For stewardship of the environment to be a core commitment and to continuously lead by example in environmental protection and innovation Objective 2- Ecological footprint and waste management There is a committed and sustained effort to reduce the ecological footprint of Council and community. NE 2.1 Commit to a high standard of built and operational sustainability performance in major building projects of Council NE 2.2 Limit and reduce carbon and other greenhouse gas emissions in capital investment projects and operational practices NE 2.3 Use renewable energy

Objective 4 -Climate change and resilience To continually adapt to changing local environmental conditions. NE 4.2 Identify and respond to environmental risks and vulnerabilities NE 4.3 Evolve strategy, policy and operational practices to ensure appropriate adaptive responses to climate change Economic Prosperity Objective 3 Branding and promotion To showcase the district to investors, visitors and residents. Community Wellbeing Objective 2 Community safety, public health and wellbeing Annual Business Plan: The development of the Climate Change Action Plan is included in the 2019/20 annual business plan. Purpose: To present a Climate Change Action Plan (CCAP) for endorsement of Council.

Summary – Key Issues:

1. In 2015 the Australian Government signed up to the Paris Agreement which commits it to do its part to achieve global greenhouse gas emissions reductions aimed at keeping global temperature rise to below 1.5 degrees.

2. In Council’s environment strategy, Council set a target of 3% reduction on current emissions to help meet the obligations of the Paris Agreement.

3. The risk associated with climate change is increasing and all levels of government are

having to consider how this risk will need to be managed, now and in the future. 4. To help achieve the 3% target, and to manage climate risk, a draft Climate Change

Action Plan has been developed which will guide Council in its response to climate change.

Recommendation: That Council: 1. Endorse the draft Climate Change Action Plan. 2. Provide authority to Acting General Manager Planning and Development to make

minor amendments to the Plan to include a message from the Mayor and to accommodate changes to the way emissions data is measured and collected.

Background: 1 The Intergovernmental Panel on Climate Change (IPCC) released their most recent

report in October 2018, making it clear that under current policies, temperatures are on track for between 3.3 and 3.9°C of warming. The report states that any temperature increase above 2°C will result in catastrophic changes and impacts on human health and wellbeing, natural systems, ecological communities and individual species.

2 To avoid the worst impacts of climate change, temperatures must be limited to a

1.5°C temperature increase. Australia is a signatory to the Paris Agreement which commits it to help keep any global temperature rise to below 2°C.

3 Council’s Environment Strategy (adopted February 2018) set a Greenhouse Gas

emissions reduction target of 3% per annum which involves reducing emissions by 7,527 tonnes (current emissions are 295,000 tonnes of carbon dioxide equivalent - t CO2-e).

4 Setting a science-derived target is important in order to align with the broader

emissions reductions needed to keep the global temperature increase below 2°C. For industrialised countries such as Australia, this means approximately an 85% reduction in greenhouse gas emissions by 2050.

5 As well as emissions reduction, Council must consider the considerable risk

associated with the changing climate and the impacts this will have on physical assets and exposure to legal and financial liabilities. These risks are identified in the

Climate Change Action Plan (CCAP) and through other processes occurring at the regional level.

6 A Climate Change Adaptation Governance Assessment report was recently

considered by the Audit and Risk committee and is included as item 11.1 on this agenda. Actions from the Governance Assessment have been included in the Climate Change Action Plan.

7 The process to develop the Climate Change Action Plan included consultation with

Council staff with responsibility for relevant areas and a workshop with Council on 26th of August 2019.

8 The development of the Climate Change Action Plan completes an action from the

Environment Strategy and will guide Council and community efforts to reduce emissions across the district and effectively respond to climate change.

Discussion: Climate risk. 9 Historically, climate change in local, state and federal governments was managed as

an environmental problem that has been driven by environment and sustainability teams. However, it is now accepted that climate change is much broader and is impacting all sectors of our community and economy and that these impacts, and associated risks, will increase significantly in future years.

10 Mount Barker District Council’s climate risks include physical, financial and legal

risks. Exposure of Councils and their communities to this risk is occurring now and increasing.

11 Physical risks include:

a. changes to rainfall causing extended droughts, storms and flooding; b. an increase in temperatures in all seasons; c. an increase in frequency and intensity of heat extremes; and d. a higher frequency in fire danger days and risk of bushfire.

12 Financial risks include:

a. increased difficulty gaining finance or insurance for projects with high climate risk exposure;

b. reduced credit worthiness of the State due to related risk of local government; c. increased costs associated with responding to physical climate impacts; d. the possibility of homeowners being denied insurance as extreme climate

events increase; and e. exposure of all tiers of government as the ‘insurer of last resort’.

13 Legal risks include exposure to legal liabilities for Councils that fail to mitigate,

manage and disclose climate risks in their governance. 14 As well as addressing climate change at the district level, Council is also working

regionally, through the Resilient Hills and Coast Climate Adaptation partnership, to

address climate risk. Two projects that address climate risk are ‘Where We Build What We Build’ and a recently conducted Climate Risk Governance Assessment. The former will be brought to Council at a later date and the latter is included as a separate agenda item.

Emissions reduction. 15 As well as managing the risk associated with climate change, Council has committed

to meet the obligations of the Paris Agreement through an annual emission reduction target of 7,527 tonnes or a 3% reduction on current emissions of 295,000 tonnes of carbon dioxide equivalent (t CO2-e), per year.

16 Council engages Ironbark Sustainability to collect and interpret emissions data. The way data is measured and collected is subject to change. Recommendation 2 provides flexibility for staff to adjust the CCAP to accommodate any future changes to data management.

17 To achieve the goal of a 3% emission annual reduction, and to manage risk, a range

of priority actions have been identified in the CCAP through 6 key areas:

Natural Environment & Landscapes Climate Risk Urban Development & Planning Council Operations and Processes Emissions Reduction Community Engagement

18 Each area within the CCAP contains a number of specific actions that will, if endorsed

by Council, be progressively implemented as resources allow.

19 Example high priority actions (abbreviated) from the 6 areas include:

- Protect and replenish populations of threatened flora and fauna - Conduct tree canopy mapping - Increase uptake of Water Sensitive Urban Design - Develop a climate change policy - Install renewable energy on Council buildings - Raise awareness about the benefits of climate resilience buildings

20 Many of the actions contained within the CCAP are already being implemented or

are able to be implemented within current resourcing levels. Community Engagement:

Informing only The development of the CCAP and the actions within follow a review of Council’s previous actions on climate change and have been developed in consultation with internal staff and managers. The plan is also guided by the overarching regional Resilient Hills and Coast Climate Change Adaptation Plan which included an extensive community consultation process. Therefore, the plan will be informing only via

website, social media and through external Council communications. Consultation on implementing individual actions will occur as required.

Policy: Council doesn’t currently have a climate change policy however the Climate Change Adaptation Governance Assessment recommends that one be developed. Long Term Financial Plan: No provision for climate change mitigation or adaptation is currently included in the LTFP however this was also a recommendation of the Climate Change Adaptation Governance Assessment. Budget: The development of the Climate Change Action Plan is included in the 2019/20 annual business plan. Many of the actions contained within the CCAP can be implemented within current resourcing levels. Statutory/Legal: See main body of report. Staff Resource Requirements: The CCAP has been developed with the intention that each department will be responsible for incorporating actions into existing and future work plans. The actions have been developed with consultation of each department and will be implemented and incorporated within processes and procedures and considering emissions reduction objectives and climate risk in the future. Environmental: The Climate Change Action Plan has been developed in reference to the Environment Strategy. The implementation of the Climate Change Action Plan will contribute positively to achieving local environmental outcomes. Social: The Climate Change Action Plan has been developed to reduce the social risks and impacts of climate change on the community. Risk Assessment: Climate change risks are identified throughout the plan. A large driver of this plan is to identify potential climate risks and the implementation of the actions within the plan will minimise these financial, legal, social and environmental risks and Council’s capacity to deliver services. Asset Management: Climate associated risks to Council assets are identified throughout the plan. Asset management plans will need to be updated to consider the risk and impact of climate change on Council assets.

Conclusion: By endorsing the draft Climate Change Action Plan, Council can help address and minimise the physical, financial and legal risk of a changing climate and contribute to the Paris Agreement obligation by reducing emissions by 3% per annum. The plan also provides an important framework to monitor and assess performance over time. Previous Decisions By/Information Reports to Council

Meeting Date 4 MARCH 2019 HPRM Reference DOC/19/19250 Title COUNCIL’S RESPONSE TO CLIMATE CHANGE Purpose To update Council on various issues in relation to the regional and local

response to adapting to the impacts of climate change, mitigating the effects of climate change through emissions reductions and responding to the risk posed by climate change to community wellbeing and Council and community and environmental assets.

ITEM 12.17 DRAFT CLIMATE CHANGE ACTION PLAN

ATTACHMENT 1: CLIMATE CHANGE ACTION PLAN DRAFT PROVIDED AS SEPARATE ATTACHMENT

12.18 REPORT TITLE: WARD DONATIONS DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/110217

ATTACHMENTS: NIL Key Contact Sue Miller, Executive Assistant to Chief Executive

Officer & Mayor

Manager/Sponsor Andrew Stuart, Chief Executive Officer

Mount Barker 2035 – District Strategic Plan: Governance and Leadership Annual Business Plan: Nil Purpose To allocate ward donation funds to individuals or organisations. Summary – Key Issues Council has budgeted an amount for 2019/20 of $15,951 which equates to $1450 for

each Council Member to allocate to individuals and/or groups at the Council Members’ discretion. This is known as a Ward Allowance.

Council Members may nominate groups or individuals to receive a Ward donation from their allowance at each Council meeting.

Recommendation That Council will make the following donations, given that each Member nominating the donation has given careful consideration to whether there is a conflict of interest:

Council Member Amount Group/

Individual Purpose

Councillor Hardingham (DOC/19/128130)

$50.00 Eliza Stone State Representation Singa Cup FFSA U17 team 3-10 November 2019

Councillor Leach (DOC/19/133114)

$100.00 InkPot Arts Inc Wellbeing Pilot 2020

Background 1. Council receives many requests for assistance from individuals, community

members and community groups. Requests may be received by Council Members via telephone, letter or via email, or direct to Council.

2. Council has budgeted an amount for 2019/20 of $15,951 which equates to $1450 for each Council Member to allocate to individuals and groups at the Council Members’ discretion. This is known as a Ward Allowance.

3. The Representation Review process (completed in September 2013) ensures equal

representation (Council Member per elector) in each Ward. No change was made to the number of Councillors in each Ward. This process ensures the amount of Ward Allowance available to the community is equal between each of the Wards. A further Representation Review process is scheduled to begin in October 2020.

4. At the end of each financial year, a report of the expenditure of Ward Allowances will

be reported to Council.

Ward Donation Procedures 5. Members receive a print-out indicating how much is still to be spent.

6. Individual members of the community or community groups may require small

financial assistance for projects/initiatives of community interest and benefit from Council.

7. These requests should be made directly to the Mayor and/ or Council Members for

their consideration / assessment.

8. Any requests received directly by Council will be acknowledged by the Executive Assistant to the Chief Executive Officer and Mayor, and advised that any such requests received will be provided to all Council Members who may choose to contribute some funds from their annual Ward Allowance.

9. When determining donations, Council Members should consider the community

interest / benefit to be received and enjoyed by the community at large as a result of that donation.

10. As per section S73-75A of the Local Government Act 1999 Council Members should

also consider and assess any material, actual or perceived conflict of interest as a result of making a particular donation or voting on the donations.

11. At each Council Meeting, Council Members may nominate members of the

community or community groups to receive a donation from their Ward Allowance. These donations are reflected in the Council meeting minutes, available on Council’s website www.mountbarker.sa.gov.au

12. Council Members are encouraged to advise the Executive Assistant to the Chief Executive Officer and Mayor as soon as possible of any requests for ward donations received in advance of Council meetings in order for such requests to be included in the Council meeting agenda. The form can be found on the extranet under Forms.

13. When making a donation in the Council Meeting, the Council Member should:

a. Declare who the donation is to be made to, the amount and the purpose of the donation; and

b. Complete and submit a Ward Donation Form to the Minute Secretary (Sue Miller).

Community Engagement

Informing only Notification by way of Council minutes. Recipients will be notified of any donation.

Policy There are currently no Council Policies in relation to Ward Donations. Long Term Financial Plan: Nil Budget The budget allocation for Ward Donations is $15,951 which equates to $1450 recommended expenditure by each Council Member. Any unallocated ward allowance balance is not carried over to the next financial year. Statutory/Legal There are no statutory/legal implications or requirements in relation to Ward Donations. Section 73-75A of the Local Government Act 1999: However, Council Members should be mindful of material, actual or perceived conflict of interest that may arise as a result of making a ward donation. Staff Resource Requirements This is incorporated into the existing responsibilities of the finance staff. Environmental There are no environmental implications arising from this report or its recommendations. Social Ward donations enable individual members of the community and community groups to request small donations to assist with their endeavours. Risk Assessment: It is the responsibility of each Council Member to assess the risks association with the ward donations. Asset Management: There are no asset management implications arising from this report or its recommendations.

Conclusion Council Members have the opportunity to make ward donations.

13. INFORMATION REPORTS

Recommendation That the following information reports be noted en bloc.

13.1 REPORT TITLE: ADELAIDE HILLS REGION WASTE MANAGEMENT

AUTHORITY (AHRWMA) ANNUAL REPORT 2018/2019 DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/123715 ATTACHMENTS: 1 – DOC/19/123694 - AHRWMA ANNUAL REPORT

2018/19 Key Contact Ros McDougall, Risk and Governance Officer

Governance, Strategic Projects, Wastewater / Recycled Water

Purpose: To provide to Council the Adelaide Hills Region Waste Management Authority (AHRWMA) Annual Report 2018/19. Summary – Key Issues:

Council is required to incorporate regional subsidiaries’ annual reports into the Council’s annual report

Background: 1. The Adelaide Hills Region Waste Management Authority (AHRWMA) is a regional

subsidiary under Section 43 of the Local Government Act 1999 comprising the Rural City of Murray Bridge, Adelaide Hills Council, Alexandrina Council and Mount Barker District Council.

2. Any liabilities incurred by a regional subsidiary are guaranteed by the constituent councils.

3. For the period June to November 2018 Cr Lindsay Campbell was Council’s nominee and the AHRWMA Board Chairperson, Cr Greg Morrison was Council’s deputy member with Greg Parker, General Manager Community Services as the staff Board member.

4. From December 2018 – June 2019 Cr Harry Seager was Council’s nominee to the Board, Cr Simon Westwood Deputy Board Member and Greg Parker the staff Board member.

5. The current Chairperson of the AHRWMA Board is Cr John Kemp (Adelaide Hills Council) and the Deputy Chairperson is Cr Seager.

Discussion: 6. Some of the key matters considered by the AHRWMA Board during 2018/19 include:

The Charter was, and is, being reviewed in consultation with Council CEOs - The Charter was adopted in 2007. The review process has been under way for some time and completion of the review is now well overdue as the Local Government Act requires that the Charter must be reviewed at least every four years. Recent progress has been made with the Executive Officer meeting with the four CEOs on 17 October 2019.

The Governance Action Plan continues to be implemented including the review of several policies

Draft Asset Management Plan Purchase of litter collection vacuum for the landfill site Landfill construction planning A Draft Capping and Closure Plan submitted to the Environment Protection

Authority (EPA) Recovery of steel and recyclables from mixed waste loads Free Household Paint and Chemical Facility established at Heathfield Assisted 3 member councils with sustainable procurement pilot program

7. In terms of core business performance in 2018/19 compared to 2017/18:

Landfill gross revenue increased partly due to the solid waste disposal levy increase

Kerbside waste and recycling decreased by 72 tonnes Waste disposal to landfill decreased by 66 tonnes while the population

continues to grow Kerbside green organics collection increased by 241 tonnes

8. The attached Annual Report provides greater detail on the Authority’s activities and

performance.

9. The AHRWMA is awaiting the outcome of a legal case that concluded in December 2017. That decision is expected very soon and may have significant implications.

Conclusion: The AHRWMA Annual Report 2018/19 provides a summary of its activities for 2018/19 and will be incorporated into Council’s Annual Report. Previous Decisions By/Information Reports to Council Meeting Date 1 July 2019 HPRM Reference DOC/19/71018 Title Adelaide Hills Region Waste Management Authority Quarterly Report Purpose To provide a quarterly report on the outcomes of the Adelaide Hills

Region Waste Management Authority Board and minutes of the meeting on 14 May 2019.

Meeting Date 3 June 2019 HPRM Reference DOC/19/61496 Title Adelaide Hills Region Waste Management Authority - Proposed Annual Business Plan

And Budget Purpose To seek Council approval of the 2019/20 Adelaide Hills Region Waste Management

Authority (AHRWMA) Annual Business Plan and budget.

2018-19 Annual Report

AHRWMA Annual Report 2018/19

CONTENTS

ABOUT AHRWMA 3

REPORT FROM THE CHAIR 4

AHRWMA SERVICE AREA MAP 5

STRATEGIC DIRECTION 6

GOVERNANCE 7

2018/19 ACHIEVEMENTS 10

LANDFILL OPERATIONS 13

RESOURCE RECOVERY CENTRE OPERATIONS 16

KERBSIDE COLLECTION SERVICES 20

ORGANISATION CHART 22

AUDITED FINANCIAL STATEMENTS 23

ABOUT AHRWMA

The Adelaide Hills Region Waste Management Authority (AHRWMA) is a Local Government Regional Subsidiary established by its constituent Councils the Adelaide Hills Council, The Alexandrina Council, The Mount Barker District Council and The Rural City of Murray Bridge (Member Councils). Waste management and recycling services for local ratepayers, residents and visitors is a key Local Government function. The Member Councils resolved to work together through the AHRWMA to coordinate waste management and recycling within the region. The Authority undertakes landfill operations, resource recovery centre management, hooklift truck transport services, mobile crushing and recyclables baling for the benefit of its Member Councils. The AHRWMA provides an avenue for Member Councils to be represented in relevant forums and provides technical waste and resource management advice to Member Councils when required, along with coordinated education services to Member Council communities. The Authority also facilitates a shared Waste Strategy Coordinator resource for three of the Member Councils. The Authority continues to focus on evaluating waste and recycling services throughout the region to determine where it can add value to Member Councils by applying a resource sharing model.

Chair: Cr John Kemp

REPORT FROM THE CHAIR

I would like to thank our Member Councils for their support throughout the year and am pleased to report another year of achievement for AHRWMA on behalf of our Constituent Councils and their communities.

Council elections took place during 2018/19 and AHRWMA underwent a significant change in Board Membership, welcoming several new Board Members. I would like to take this opportunity to thank all previous Board Members for their commitment to the Authority, in what I understand to be a challenging time. The AHRWMA is still awaiting the outcome of a legal case that concluded in December 2017. The new Board was inducted and held its first meeting in January 2019 where I was pleased to be elected Chair. In my short time as Chair I have recognized the ongoing commitment the

rs show in striving to achieve the best outcomes for AHRWMA, its Member Councils and the Environment. During the induction of new board members and the

the Executive Officer, Leah Maxwell who has been a great help in my role as Chair. The Auditor General undertook a Governance review of the AHRWMA in 2017 and in response the AHRWMA continues to focus on governance improvement across all areas of operation. The Authority continues to provide;

Landfilling services at the Brinkley Landfill with cell 8 now in use and construction of cell 9 commencing.

Bailing services for recyclables. Resource Recovery operations. Hooklift transportation services. Waste Strategy Coordinator services. General waste and resource advisory and coordination services.

With a close focus on asset management, operations and repairs and maintenance we have ensured efficient and effective service provision and have achieved a positive budget result. The operation of both the Brinkley and Heathfield Resource Recovery Centres on behalf of Murray Bridge and Adelaide Hills Councils were also undertaken within budget. Along with core services the Authority continues to enhance its representation within the industry and represents its Constituent Councils in relevant forums. We now move to finalizing our Charter review and update our Strategic Plan, ensuring strong guiding documents and governance into the future.

AHRWMA SERVICE AREA MAP

STRATEGIC DIRECTION

The Vision Shared Services for the communities of

Adelaide Hills, Alexandrina, Mt Barker and Murray

The Mission

To meet Resource Recovery Targets across the region where economically and

environmentally justified.

model regional landfill that provides the most cost-effective disposal option for

Member Councils and commercial customers.

To educate the regional community on responsible waste choices that enhance and

maintain their environment.

The Objectives

To take a leadership role in resource recovery and community education.

landfill

meeting all legislative requirements and operating benchmarks.

Financial sustainability in waste services for Member Councils by pursuing a shared

services model.

Advocate, research and promote best practice waste management and actively

represent Member Councils in all forums.

A fully compliant Regional Subsidiary that meets the highest standards in governance,

financial and human resource management.

GOVERNANCE

The AHRWMA is administered by a Board in accordance with the Local Government Act (1999) and AHRWMA Charter. The Board consists of eight Members, being one Elected Member appointed by each Constituent Council and one employee appointed by each Constituent Council. Each Constituent Council also appoints a Deputy Board Member. The Chairperson and Deputy Chairperson of the Board are elected by ballot of the whole Board from those Board Members who are Elected Members. The Board meets as required and at least once every four months excluding the AGM, the Board held six meetings in 2018/19. The Board is responsible for managing all activities of the Authority, responsibilities include development of strategic and business directions and strategies aimed at improving the business of the Authority. The Board appoints an Executive Officer responsible for implementing the decisions made by the Board and managing the day-to-day operations of the Authority.

2018-19 Board Members (June 2018 Dec 2019) Rural City of Murray Bridge Cr Theo Weinmann Deputy Chairperson Anthony Brown, General Manager Corporate Services (Vacated position at Council Feb 2019) Cr Jerry Wilson, Deputy Board Member Mount Barker District Council Greg Parker, General Manager Community Services Cr Lindsay Campbell Chairperson Cr Greg Morrison, Deputy Board Member Alexandrina Council Simon Grenfell Cr Jim Davis Cr Ben Brazzalotto, Deputy Board Member Adelaide Hills Council Marc Salver, Director Strategy and Development Cr Nathan Daniel John McArthur, Manager Waste, Health & Reg Services, Deputy Board Member

2018-19 Board Members (Current) Rural City of Murray Bridge Heather Barclay, General Manager Assets & Infrastructure

Malcolm Downie, Manager City Assets (Deputy) Mount Barker District Council Greg Parker, General Manager Community Services Cr Harry Seager (Deputy Chairperson) Cr Simon Westwood, Deputy Board Member Alexandrina Council Elizabeth Williams, General Manager Resources Cr Mike Farrier Cr John Carter, Deputy Board Member Adelaide Hills Council John McArthur, Manager Waste & Emergency Services Cr John Kemp (Chairperson) Cr Ian Bailey, Deputy Board Member

AHRWMA Annual Report 2018/19 AHRWMA Annual Report 2018/19

Malcolm Downie Dep. Member Manager City Assets RCMB

Greg Parker General Manager Community Services MBDC

Current Board Members

Heather Barclay General Manager Assets & InfrastructureRCMB

RCMB Cr John Kemp Chair AH

Cr Harry Seager Deputy Chair MBDC

Cr Mike Farrier Alexandrina

Cr Simon Westwood Dep. Member MBDC

Cr Ian Bailey Dep. Member AHC

John McArthur Manager, Waste & Emergency Management AHC

Elizabeth Williams General Manager Resources Alexandrina

Cr John Carter Dept. Member Alexandrina

Audit Committee In accordance with the Local Government Act (1999) the AHRWMA has an Audit Committee.

operations, by assisting the Board to meet its legislative and probity requirements as required by the Local Government Act 1999 and other relevant Legislation, Standards and Codes. The Audit Committee is comprised of two Board Members as determined by resolution of the Board and one Independent Member, who is also the Chair. The Audit Committee meets as required and at least once every four months, prior to Board Meetings. The Current Audit Committee Members include; Independent Member: Peter Brass Board Members: Greg Parker, Elizabeth Williams Management & Operations Committee In 2018/19 the Board re-established the Management and Operations Committee. The Committee includes a staff member from each Constituent Council and provides valuable support to the Executive Officer. The committee meets as required to discuss strategic and operational matters. The current Management & Operations Committee Members include; Malcolm Downie Rural City of Murray Bridge Greg Parker Mount Barker District Council John McArthur Adelaide Hills Council Elizabeth Williams Alexandrina Council

2018/19 ACHIEVEMENTS Landfill & Operations

A new litter collection vacuum was purchased, enabling efficient collection of litter across the landfill and site boundary. Line marking has been undertaken across the site, ensuring adequate traffic management. Fees and charges have been reviewed and updated, taking into account the waste disposal levy increases for the period. Focus has been placed on regularly surveying the landfill site and landfill cell management. Landfill construction planning has been undertaken, ensuring staged construction in line with airspace and budget requirements. A Landfill Gas generation review and assessment has been completed, which will inform an updated Landfill Gas Management Plan. A Draft Capping & Closure Plan was submitted to the EPA and a review of capping methodology undertaken in order to inform the final plan development. Significant clean up has been undertaken of soil and concrete stockpiles in conjunction with the Rural City of Murray Bridge. Site processes have been established to recover steel and recyclables from the landfill cell where these items are included within mixed waste loads destined for landfill. The Authority assisted the Rural City of Murray Bridge with obtaining funding from Green Industries SA for a street sweepings pad at the Brinkley Transfer Station. This pad will enable the Council to deposit their street sweepings for transportation to a licenced composting facility, rather than being disposed to landfill.

Governance

The Charter review process is continuing, with consultation with Constituent Council CEOs. The Governance action plan continues to be implemented. Several policies have been reviewed including;

o Annual Budget Policy o Treasury Management Policy o Corporate Credit Card Policy o Purchasing Policy & Delegations o Code of Conduct o Entertainment Policy o Asset Code of Tendering Policy

WHS is being reviewed across all operations. A Draft Asset Management Plan has been established and the AHRWMA has continued to focus on improved asset management practices.

Resource Sharing, Resource Recovery Centres & Value Add

Asbestos is now received at Brinkley and Heathfield Resource Recovery Centres (RRC). Free greens days have been held across the RRCs. Positive working relationships have been maintained with Constituent Councils, commercial and non-member local government customers. The new hooklift vehicle is now in place and providing waste transport services across the region. Assistance has continued to be provided to Member Councils regarding the recycling market changes resulting from the China Sword Policy and the AHRWMA has ensured Member Council representation across all forums. The AHRWMA has participated in a high level education working group assisting Green Industries SA with the implementation of a state wide education program titled

A Household Paint and Chemical Facility (funded by Green Industries SA) has been established at the Heathfield RRC which will be commissioned mid-2019. This facility will provide a valuable free service to users across the region. The Authority assisted three of our Member Councils with participation in the Local Government Association sustainable procurement pilot program. This initiative is an important step in encouraging a circular economy within South Australia. With Green Industries SA Funding support the Authoproject managed a bin tagging education program across three of our Member Councils, fulfilling a project outlined within the Councils Waste & Resource Strategies. The Waste Strategy Coordinator also assisted with obtaining funding from Green Industries SA for Member Councils to continue the provision of kitchen caddy bins and compostable bags, including educational and promotional materials to assist with diverting food waste from landfill.

Finances

The Audited financials have been completed for the year 2018/19 and are attached. The year to 30 June 2019 ended with the AHRWMA achieving a total surplus of $380,923 compared to a May 2019 budget review projecting a $290,000 surplus. The Brinkley Resource Recovery Centre achieved very close to budget and the Heathfield Resource Recovery Centre finished ahead of budget for the year.

*The facility will be commissioned in 19/20

LANDFILL OPERATIONS Brinkley Landfill Statistics Waste disposed to landfill reduced by 2,556 tonnes in the 18/19 financial year. This is largely due to the receipt of fire impacted material from a one-off event in 17/18 and is an increase of 1,768 tonnes on the 16/17 year. Overall landfill tonnes are showing an increasing trend, while total Member Council tonnes to landfill have decreased.

Non-member Local Government tonnes maintained consistent this financial year, with a slight increase of 67 tonnes on 17/18 and commercial tonnes also remained steady for the period. The Authority continues to focus on providing quality service and looking at opportunities to value add for customers. Revenue Landfill gross revenue increased in 2018/19, which is partially due to the increase in the Solid Waste Disposal Levy. The Authority is required to pay the Solid Waste Disposal Levy for every tonne of waste disposed to landfill and therefore collects the levy from Member Councils and landfill customers as part of the landfill gate fees. In 2018/19 the Levy increased to $100 per tonne for metropolitan waste and $50 for non-metropolitan waste, an increase of close to 15% on the previous year.

30,000

35,000

40,000

45,000

14/15 15/16 16/17 17/18 18/19

Landfill Total Tonnes

54.4%39.0%

2.3% 4.3%

Waste streams to landfill

Domestic Commercial & Industrial Construction & Demolition Waste Fill

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

14/15 15/16 16/17 17/18 18/19

Landfill Gross Revenue

Landfill income Levy income/paid

Waste Streams Over 50% of the material disposed to landfill is made up of domestic waste from kerbside collection services. 39% of the material disposed is from the commercial and industrial sector, which includes material from Member and non- member Local Government transfer stations or resource recovery centres and commercial customers, some of which collect skip bins etc. throughout the member council regions or on behalf of Member Councils. A small portion of material is C&D waste, where recovery is not possible and is disposed directly to landfill and approximately 4% is waste fill, which is used for daily cover and will be utilised for capping material.

RESOURCE RECOVERY CENTRE OPERATIONS The Authority manages two Resource Recovery Centres (RRCs) on behalf of its Member Councils. These sites are the Heathfield RRC, which serves the Adelaide Hills Council area with an approximate population of 40,000 people and the Brinkley RRC, which serves the Rural City of Murray Bridge area with an approximate population of 22,000 people. Site Usage Both facilities have shown strong customer growth since the Authority commenced operations. This has been assisted by the continued and consistent use of the facilities by the

operations area and joint projects to produce quality road base materials from recycled products, particularly within the Adelaide Hills Council area. The AHRWMA and Murray Bridge Council have formed a strong working relationship and continue to positively manage Murray Bridge Council soil and concrete stockpiles at the Brinkley site. In 2018/19 patronage across both sites dropped slightly on 2017/18.

Tonnes to Landfill The tonnes of waste disposed to landfill from both the Brinkley and Heathfield sites have reduced in 2018/19. The AHRWMA maintains a strong focus on diversion of waste from landfill and achieves a diversion rate across the sites of approximately 80%. All material that can be reused, reprocessed or recycled is removed from the waste stream prior to transportation to landfill. For example, green organics are chipped on site and sold as mulch and construction and demolition material is stored for crushing and reuse as road base.

Financials The Heathfield RRC exceeded the 2018/19 budget target, finishing the year with a net loss of of approximately $34,100, compared to a budgeted loss of $45,000, a positive variance of approximately $10,900. The Brinkley site finished the year on budget with a net loss of approximately $54,000. The Authority will continue to monitor the Transfer Station budgets and adjust operations where required, aiming to minimise the losses across the site. It is recognised that the sites are operated for community benefit and we aim to recover costs at the sites and work towards a break-even position, without significantly increasing user fees.

Resource Recovery Sites - Waste Tonnes to Landfill

2015/16 2016/17 2017/18 2018/19

Heathfield 2,010 1,840 1,562 1,533

Brinkley 1,682 1,818 1,719 1,623

2016-17 2017-18 2018-19

Kerbside Recycling Tonnes

KERBSIDE WASTE & RECYCLING COLLECTIONS Adelaide Hills, Mount Barker & Murray Bridge

The Authority facilitates a shared Waste Strategy Coordinator resource across three of the Member Councils: Adelaide Hills Council, the Mount Barker District Council and the Rural City of Murray Bridge. The Waste Strategy Coordinator manages waste & resource services on behalf of the councils.

Recycling Service

Across the three Councils a total of 7,841 tonnes of recycling was collected via the kerbside service, which is a decrease of 72 tonnes compared to the 2017/18 year, compared to a decrease of 191 tonnes from the previous 2016/17 year. The impact of the National China

2016-17 2017-18 2018-19

Kerbside FOGO Tonnes

Waste Service

Total kerbside waste disposed to landfill from within the three Member Council regions has decreased by a total of 66 tonnes in comparison to the previous year, while the population continues to grow.

Kerbside Green Organics (FOGO)

Properties within the Township areas of the three Councils are entitled to a green bin service, which also accepts food waste (FOGO). The 2018/19 financial year saw an increase of green organics of 241 tonnes from the previous 2017/18 financial year. Green organics can be heavily dependent on rainfall, however BOM data suggests rainfall recorded within the Mount Barker area in 2018 was lower than 2017 indicating an increase in FOGO independent of climatic conditions.

19,652

19,13019,064

2016-17 2017-18 2018-19

Kerbside Waste Tonnes to Landfill

AHRWMA Executive Officer

Finance0.42

(provided through Alexandrina Council)

Operations Manager 1

Weighbridge Officer1

(shared across Brinkley Landfill & RRC)

Brinkley RRC Operator 1.8

(1 staff 0.8 weekend Labour Hire)

Hooklift Driver 1

(Labour Hire)

Landfill Plant Operator/Litter Control 3.42

(1 Staff 2.42 Labour Hire)

Landfill Accounts/Admin 0.68

Heathfield RRC Supervisor

Healthfield RRC operators 3

Waste Strategy Coordinator 1

90% AHC/RCMB/MBDC

Organisation Chart 2018/19

13.2 REPORT TITLE: SOUTHERN & HILLS LOCAL GOVERNMENT ASSOCIATION ANNUAL REPORT 2018/19

DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/115859 ATTACHMENTS: 1 – DOC/19/116085– SHLGA ANNUAL REPORT

2018/19 Key Contact Ros McDougall, Risk and Governance Officer

Manager/Sponsor Brian Clancey, Deputy CEO/General Manager

Governance, Strategic Projects, Wastewater / Recycled Water

Purpose: To provide the Southern & Hills Local Government Association (SHLGA) Annual Report 2018/19 which will be incorporated into Council’s Annual Report. Summary – Key Issues:

SHLGA is a regional subsidiary and Council is required to incorporate its annual report into the Council’s annual report.

Background: 1. The SHLGA is a regional subsidiary under Section 43 of the Local Government Act

1999 comprising Adelaide Hills Council, Alexandrina Council, Kangaroo Island Council, Mount Barker District Council, City of Victor Harbor and District Council of Yankalilla.

2. The Mayor and CEO are Council’s representatives on this Board and Cr Jones is a deputy board member.

Discussion: 3. Some of the key matters considered by the SHLGA Board during 2018/19 financial

year were: Working with Regional Development Australia to complete the 2019 Regional

Public Transport Study, develop the regional infrastructure Priority Plan, the regional middle-east trade engagement strategy, board governance and a regional work plan in partnership with Primary Industries and Regions SA (PIRSA);

Working with the LGA and South Australian Region of Councils (SAROC) on fees and levy proposals for NRM boards and conversion to Landscape Boards, consistent approach to planning, equitable road funding, input into LGA governance and organisational review, SAROC strategic plan, management of pes species and black spot funding.

A Strategic Futures Workshop 4. The attached Annual Report provides greater detail on the Association’s activities. 5. This Annual Report will be incorporated into Council’s Annual Report.

Conclusion: The SHLGA Annual Report 2018/19 provides a summary of its activities for 2018/19 and will be incorporated into Council’s Annual Report. Previous Decisions By/Information Reports to Council Meeting Date 5 November 2018 HPRM Reference DOC/18/111279 Title SHLGA Annual Report 2017/18 Purpose To provide the Southern & Hills Local Government Association (SHLGA)

Annual Report 2017/18 which will be incorporated into Council’s Annual Report.

Southern & Hills Local Government Association

ANNUAL REPORT 2018-2019

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Southern & Hills Local Government Association Annual Report 2018 - 2019

Area of 8,656 Km2

Prominent retirement destination

Coastline 652 Kilometres

Total Council revenue $182.4 million

5,539 kilometres of Local Roads

25% projected Population increase by 2026

Population 127,975

Adelaide Hills, Fleurieu and Kangaroo Island are major tourism destinations

About the Southern & Hills Local Government Association region The Southern & Hills Local Government Association was first formed in July 1969 and is now constituted as a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999. Consisting of six (6) local government Councils:

o Adelaide Hills Council o Alexandrina Council o Kangaroo Island Council o Mt Barker District Council o City of Victor Harbor o District Council of Yankalilla

Collectively these six (6) Councils have:

More than 127,000 people as at 30th June 2018.

5,539 kilometres of local roads

Area consists of 8,656 square kilometres.

An ocean coastline of 652 Km.

The River Murray and lakes form the southeast boundary of the region.

The region has extreme diversity form the foothill suburbs of Adelaide to the isolation of the inaccessible west coast of Flinders Chase National Park.

Significant areas within the region are under primary production include highly productive farm, horticulture, viticulture, forestry, fishing and intensive animal keeping enterprises and in the more undulating parts sheep farming, cereal growing and dairying.

The region contributed nearly $3 billion in gross value to the State economy in 2006/07 or 4.4% of gross state product.

Much of the area has, (by South Australian standards) a high rainfall.

A large part of the area is within the 30 Year Plan for Greater Adelaide.

Significant growth pockets both in population and development, placing demands on infrastructure and the natural environment.

Projected change in the population to 2026 by approximately 25%.

Within the region, Victor Harbor and Goolwa are key retirement destinations.

Within the region, The Adelaide Hills, The Fleurieu and Kangaroo Island are all major tourism destinations.

Kangaroo Island is a major component of the Australian and SA tourism plan with tourist numbers targeted to double over the next decade.

The Southern and Hills Local Government Association Board

June 2019

Council Elected Member Representative

Council Staff Representative

Adelaide Hills Council Deputy Mayor Jan - Claire

WisdomCEO Andrew Aitken

Post November 2018 LG election

Mayor Jan Claire Wisdom CEO Andrew Aitken

Alexandrina Council Mayor Keith Parkes CEO Glenn Rappensberg

Kangaroo Island Council Mayor Peter Clements CEO Andrew BoardmanPost November 2018 LG election

Mayor Michael Pengilly CEO Greg Georgopolous

Mt Barker District Council Mayor Ann Ferguson CEO Andrew Stuart

City of Victor Harbor Mayor Graham Philip CEO Victoria MacKirdyPost November 2018 LG election

Mayor Moira Jenkins CEO Victoria MacKirdy

District Council of Yankalilla

Mayor Glen Rowlands CEO Nigel Morris

Office Bearers 2018 2019

President Mayor Keith Parkes, Alexandrina Council

Deputy President Mayor Glen Rowlands, District Council of Yankalilla

Executive Officer Mr Graeme Martin

Auditor Mr Jon Colquhoun, FCA, HLB Mann Judd

Elected under the provisions of the Constitution of the Local Government Association

Delegates to LGA Board Mayor Keith Parkes Mayor Jan Claire Wisdom (via Metro/GAROC)

Delegates to SAROC Mayor Keith Parkes

Mayor Glen Rowlands

Alexandrina Council

District Council of Yankalilla

The 2018-2019 year yet again has largely seen Southern and Hills Local Government Association consolidate its role and activities.

Core activities remain and have included the continuing work of the existing Roads Working Party and the 2020 Transport Plan review, monitoring the S&HLGA Regional Public Health plan and

further the Regional Infrastructure Plan, as well as maintaining and reviewing key strategy and performance documents such as the Annual Action Items, Annual Budget and adopting a new 4 year Business Plan. These activities are all designed to drive and improve the wellbeing of our communities.

Critically during the year we have developed and presented the S&HLGA Value proposition which demonstrated a hugely significant 3,500% return on member Council subscriptions as well as conduct a future directions and strategy forum for the organisation.

Following on from the Local Government Association of SA governance review and restructure the S&HLGA has been an active player in the further development of its regional SAROC committee.

We acknowledge and continue to work with the Local Government Association of SA and State ur regional economic

development organisation, Regional Development Australia as well as PIRSA and the Natural Resource Management Boards as we continue to confront the many impacting regional issues.

We were able to welcome new S&HLGA Board members in Mayors Moira Jenkins (Victor Harbor) and Michael Pengilly (KI) and new CEOs Victoria MacKirdy (Victor Harbor) and Greg Georgopolous (KI).

Thank you to our Executive Officer, Graeme Martin for his continued energy and drive in supporting the body.

In closing, I acknowledge and thank all the member councils for their support during the year, and say how much I value ongoing contribution of member Mayors and CEOs.

Mayor Keith Parkes President

The Board

The Board held 6 ordinary bi-monthly meetings during the year. Board Members are generally the Mayor and Chief Executive Officer of each Council. To provide the opportunity for Board Members to gain first hand knowledge of regional issues, meetings are hosted by Member Councils on a rotational basis and were held at:

17 August 2018 City of Victor harbor

19 October 2018 - Yankalilla

14 December 2018 - Mt. Barker

8 February 2019 - Kangaroo Island

26 April 2019 - Yankalilla

28 June 2019 - City of Victor Harbor

Key Issues acted on by the Board included:

o Continued to work closely with the Adelaide Hills Fleurieu and Kangaroo Island Regional Development Australia Board and with RDA officers to complete the 2019 Regional Public Transport study, develop the regional Infrastructure Priority Plan, the regional middle - east trade engagement strategy, Board governance and membership and a regional workplan in partnership with PIRSA.

o Continued working with the Local Government Association and SAROC on lobbying on the review of the business plans, administrative fee and levy proposals of the Natural Resource Management Boards and conversion to Landscapes Boards, continuing lobbying for a more balanced & nationally consistent approach to planning, regulation for rural and regional road safety & speed limits, equitable road funding for SA, continuing the development of a balanced and consistent policy approach to Council sustainability, finances and rate revenue in the face of the call for a State Rate Capping policy, input into the LGA governance and organisational review and SAROC 2019 -2023 Strategic Plan and 2019-2020 Annual Business Plan, working with the State government on the management and control of abundant pest species particularly Little Corellas,telecommunications Black Spot funding, working on the LG Coastal Alliance project and cost shifting policies such as e-planning portal contributions, hard waste levy and the transfer of rate exempt community housing and developing and promoting the regional decentralisation and population growth strategies.

o Monitoring ad implementing the S&HLGA Regional Public Health Plan.

o Monitoring ad implementing the S&HLGA Regional Climate Change Adaptation Plan

o Input into the SA Visitor strategy

o Continued the updating of the Roads Database component of the regional 2020 Transport Plan,special local roads funding applications and continued the comprehensive review of the Regional Transport Plan including the development of the South Coast Freight Corridor marketing material and advocating on Public Transport issues

o Working with the State Government and lobbying on Local Government reform around the key elements such as Council member capacity and conduct, representation, benchmarking and simpler regulation

o Updating and maintaining of the S&HLGA Website and developing new promotional material.

Regional Consultations and briefings were coordinated to occur on the day of Board meetings.

10 various speakers addressed meetings of the Board.

several of their meetings in the morning preceding the Board meeting.

The Board reviewed its achievements to date and developed a new Action Plan for 2018-2019

At the commencement of 2018-2019 the Board completed a review of its Annual Key Actions, the EO performance and its Annual Budget performance covering the previous period. The Board also conducted a comprehensive Strategic Futures workshop in May 2019.

S&HLGA Value proposition

The S&HLGA provided a report back to its Council members on the estimated value of their membership. This is based on the same methodology utilised by the LGA in determining its membership value.

The value from membership in a regional organisation can be summarised in the following key categories; advocacy and representing the region, establishing and implementing high level regional partnerships and links, developing and strengthening regional capacity.

The table below summarises the 2018-2019 value per council and for the region as a total.

2019 Summary Value per Council Value for the S&HLGA region

General advocacy $20,000 $120,000Programs and Projects $375,005 $2,003,500Capacity building $35,948 $165,692

Total $430,953 $2,289,192

Task Force and Working Groups

The S&HLGA EO was a member of the following Task Force and Working Groups during the course of the year:

Committee S&HLGA Executive Officer Role

Meeting Frequency Comment

Regional Public Health

Secretarial/Administration Every 2 months ongoing

Resilient Hills & Coast - Climate change Adaptation

Committee member Every 2 months ongoing

Regional Economic Development Officers

Committee member Every 2 months ongoing

SA Coastal Alliance Committee member Every 2 months Estimated phase 2 project to be complete by Dec 2020

Regional EO Management Group

Committee member Every 2 months Precedes SAROC

S&HLGA CEO group Secretarial/Administration Every 3 months Precedes S&HLGA Board

S&HLGA Roads Works Group

Secretarial/Administration Ad hoc but at least 3 times per annum

ongoing

S&HLGA CWMS User Group

Secretarial/Administration Every 2-3 months ongoing

SAROC Advisor/Observer Every 2 months ongoing

S&HLGA Roads Working Party

The Roads Working Party (RWP), with membership drawn from directors /managers of technical services of Councils and regional managers and infrastructure planners of the Department of Planning, Transport and Infrastructure held meetings in November 2018 and March 2019 to review the S&HLGA 2020 Transport Plan (Plan) Roads database priority summary list and to make recommendations on regional priorities for the Special Local Roads Program (SLRP). The work of the committee included:

o Co- s summary assessment and update of the 2020 Transport Plan Roads Database.

o Co-ordinated and supported the application process of Councils to the SLRP.

o Review and plan the update of the S&HLGA Roads Database that comprises the roads nominated by Councils under the policies of the 2020 Transport Plan

o Reviewed the next 3 year work plan for the region

o The following projects were recommended, based on the methodology of the Plan and proposed funding under the Special Local Roads Program for 2019 2020

Project Council Total Project Cost for this stage

SLRP request Council contribution

comment

Waitpinga Rd City of Victor Harbor

$600,000 $400,000 $200,000 Stage 4 of 4

Springs Rd Mt Barker $1,160,000 $773,000 $387,000 Stage 3 of 4

Wedgewood/Hickmans Rd

Kangaroo Island

$840,649 $560,432 $280,217 Stage 2 of 3

Springs Rd Mt Barker $1,146,000 $774,000 $372,000 Stage 4 of 4 Total $3,746,649 $2,507,432 $1,239,217

CWMS Group

The S&HLGA Community Waste Water Management Systems (CWMS) User group has been formally constituted with member establishment levies set comprising a base rate plus a percentage based on the number of connections.

Following on the Essential Services Commission of SA (ESCOSA) to review Water Industry reform and the implications of the Water Industry Act 2012, The S&HLGA Council CEO group has been reviewing options for CWMS assets in light of:

o The risk factors and increasingly time and resource consuming compliance regime associated with this critical asset management.

o The opportunity for regional scale

o Continued investment interest from the private sector

o Adopting best practice and efficient operations

The CWMS User group meeting on 28 May and 20 June 2018 as well as attending the CWMS state conference in the Barossa

S&HLGA Regional Public Health Plan

Role: Secretary and Task group member - Implementation and Monitoring of a Regional Public Health Plan for S&HLGA:

o Working group meetings ( preparation Agendas & Minutes ) 20/07/2018, 29/01/2019, 21/02/2019, 3/07/2019

o Liaise with LGA Public Health Program Manager

o Liaise with SA Public Health Office

o Represent the region at Forums and workshops

o Liaise with Public Health Researchers

o Prepare funding submissions for regional Public Health projects

Of significant importance was the successful application to run the Community Wellbeing alliance Pilot study for the S&HLGA region

S&HLGA Regional Climate Change Adaptation Committee

Role: Committee member (Resilient Hills and Coast) - Implementation and Monitoring of the Regional Climate Change Adaptation Plan for S&HLGA:

o Working group meetings 22/08/2018, 19/12/2018, 10/04/2019, 20/06/2019

o S&HLGA presentations

o Liaise and co-ordinate with Project Manager

o Prepare funding submissions for regional Climate adaptation projects

Of significant importance was the successful application to run the Resilient Regions Central Co-ordinator Pilot study for the S&HLGA region to be rolled out in 2019-2020

Regional Economic Development Officers Committee

The S&HLGA has strongly supported the activities and research of the Adelaide Hills Fleurieu and Kangaroo Island Regional Development Australia Board and worked closely with RDA officers to partner with the organisation in the general Economic Development of the region.

Role: Task Group member - A Working Group has been formed with the Economic Development Officers from the S&HLGA Member Councils. - The principal activity is to share information, achieve procurement and resource sharing efficiencies and develop a regional infrastructure Plan by:

o Identify and collating infrastructure projects from Council plans

o Grade them according to Local, District or Regional category, dollar value and impact and probability

o The Working group has held meetings 18/09/2018, 12/11/2018, 4/02/2019 and 6/05/2019

o In conjunction with the CEO and Chair of the RDA, the EO S&HLGA met regularly with the regions State government MPs (Finniss, Kavel and Heysen) to discuss key priorities and policy impact for the region.

o Liaise and regularly meet with GTA Consultants who were commissioned to review the

Regional LGA Organisations EO Management Group

Role: Committee member To provide input into the sector, develop capacity, share knowledge and develop co-operation between the regions:

o Meetings were held 22/08/2018, 4/12/2018, 20/03/2019,15/05/2019

o Have input into SAROC Business Plan and the Agenda

o Develop a working relationship with the LGA Management team

o Have input into sector issues

o Advocate on behalf of the regions

o Share information and provide collegiate support

o Develop a priority issues and action list

The South Australian Regional Organisation of Councils (SAROC) is a Committee of the LGA that focuses on key issues affecting country Councils.

The S&HLGA supports the Governance process by contributing to agenda items for SAROC meetings, the distribution of Key Outcomes Statements of meetings to S&HLGA Board meetings and collegiate support to prepare submissions on behalf of country Councils that included:

o Continuing lobbying and input into the ongoing review of the business plans, administrative fee and levy proposals of the Natural Resource Management Boards

o Continuing lobbying for a more balanced & nationally consistent approach to planning, regulation for rural and regional road safety & speed limits as well as advocating the return of appropriate Road funding for SA

o Lobbying and continuing the development of a balanced and consistent policy approach to Council sustainability, finances and rate revenue in the face of the call for a State Rate Capping policy and cost shifting policies such as e-planning portal contributions, hard waste levy, transfer of rate exempt community housing.

o Working with the State Government on the management and control of abundant pest species particularly Little Corellas

o Developing and promoting the Regional Decentralisation and population growth strategies

o Working on Coastal Council Alliance project and working with State Government on a Jetties and Wharves replacement and maintenance plan

o Member of the Regional Task Group to oversee the Ratings Equity Project

o Input into LGA Governance review and the SAROC 2019-2023 Strategic Plan and 2019-2020 Annual Business Plan

o Reviewing and having input into the SA Visitor strategy

o Taking a leadership position on Climate risk

o Developing a measurement project with the RDAs on the socio economic impact on regions of the NDIS delay and rollout

o Working with the State Government and lobbying on Local government reform around key elements such as Council member capacity and conduct, representation, benchmarking and simpler regulation.

Regional Research Papers and Submissions

The following Papers and Submissions have been prepared on behalf of Member Councils during the course of the year:

o To the LGA on behalf of the S&HLGA region Expression of interest for pilot study

o To Minister for the Environment on behalf of the S&HLGA region Abundant Bird Species Management

o To SA Grants Commission on behalf of the S&HLGA region Review of methodology

o To Department of Environment & Water Funding application for Resilient Regions Central co-ordinator

o LGA R&D application - research grant

o S&HLGA Value proposition paper

o To SA Health on behalf of S&HLGA Regional Public Health progress report for the period 2016 2018

o To EO Management Group project briefs on Peri Urban organisation, overabundant pest species and Financial Assistance Grants reform

Workshops and seminars

The Executive officer represented the member Councils at various workshops and seminars during the course of the year:

o LGA Showcase / OGM

o LGA Conference / AGM

o LGA Smart Cities Forum

o CWMS state conference

o Yorke & Mid North Bio Energy Forum

o Commissioner for Kangaroo Island meeting

o Various Council presentations on S&HLGA Key Activities and Projects

o Australian Institute of Company Directors Economic Outlook Forum

o SA Grants Commission Forum

o LGA Rate Capping Forum x 2

o Climate Change and risk officers Forum

o Adelaide Hills and Fleurieu Peninsula Public Transport workshop

o S&HLGA Regional Community Energy Project Forum

o SAROC Planning and Business plan workshop x 2

o Goyder Economic development and resilience roundtable

oo RDA SA state conference

Rubble Royalties

The S&HLGA received top up funds from Rubble Royalties in 2018-2019. The S&HLGA has member Council Kangaroo Island as the sole contributor to this scheme. During the year funds were allocated to:

o Contribution to the Resilient Hills & Coast Climate Change Adaptation Project Officers 12 month contract extension

o S&HLGA Strategic directions forum 10 May 2019

o Working with the State Government and the Regional EO group to review the impact of Rubble Royalties and seek their removal.

LGA Board

Mayor Jan Claire Wisdom (Adelaide Hills Council) along with Mayor Keith Parkes (Alexandrina Council) have represented the Southern and Hills Region at the Local Government Association State Board meetings.

Resources

The continuation of the capacity building grant from the Local Government Research and Development Scheme and the final Outreach Grant has improved the capacity of the Executive Officer that has been applied across a range of Association activities during the year.

Part of the additional capacity has supported the administrative processes around the S&HLGA Roads Working Party and the applications to the Local Government Transport Advisory Panel, involvement with SAROC, the regional EO group, the regional working groups and various reports, submissions and forums throughout the year.

Mr Graeme Martin, Director of Grange Advisors Pty Ltd has provided Executive Officer services to the Association under a contract services agreement for the period July 2018 February 2019.

He has continued in the role as an employee of S&HLGA from February 2019.

KEY CATEGORIES & THEMES

THE 2017-2021 S&HLGA BUSINESS PLAN

OBJECTIVE

1. To provide leadership and advocacy for Member Councils on regional issues.

2. To market & promote the Southern & Hills Local Government Association

3. To support sustainable economic, environmental and social development in the region

5. To strengthen the capacity of the Association to meet its service obligations.

THE 2018-2019 S&HLGA ANNUAL KEY ACTION PLAN

Theme Items & Actions

General Administration (sound financial and compliance management)

Budget, Charter Review, Board meetings, Subscriptions and Levies, Key Actions, Audit, Annual Report, Grant reporting & acquitals

Projects and support (sustainability and development)

Regional Public Health Plan, Resilient Hills & Coast Climate adaptation Plan, Northern Freight Bypass Project, Fleurieu Futures Pilot, Regional Transport Plan, Grants Commission review.

Leadership, advocacy and marketing

LGA Governance review, New Government Policies (e.g Rate Capping ), Relationship building with new Government MPs, Website maintenance

Opportunities (capacity and infrastructure)

CWMS, Waste, Regional Infrastructure Plan, Regional Procurement, External Funding, Regional Development Assessment Panel

Theme Items & Actions Item Status Comment

General Administration (sound financial and compliance management)

Budget, Charter Review, Board meetings, Subscriptions and Levies, Key Actions, Audit, Annual Report, Grant reporting & acquitals

Budget

Charter review

Subscriptions & levies

Annual Report

LGA Grants Successful LGA R&D $45,000 CEP

Projects and support

Regional Public Health Plan,

Regional Public Health Plan Successful LGA pilot region

submission/2 year report

(sustainability and development)

Resilient Hills &Coast Climate adaptation Plan, Northern Freight Bypass Project, Fleurieu Futures Pilot, Regional Transport Plan

submitted/Committee regularly meeting

Resilient Hills & Coast Climate adaptation Plan

Committee meeting regularly. $45,000 CEP grant, $95,000 What we build where we build grant

Grants Commission Review Project

Fleurieu Futures Pilot, Councils Seeking funding for

next stage investigation Regional Transport Plan

Leadership, advocacy and marketing

LGA Governance review, New Government Policies (e.g Rate Capping ), Relationship building with new Government MPs, Website maintenance

LGA Governance review Peri-urban regional

organisation to be investigated Rate Capping

Relationship with MPs Regularly meeting

Website

Updated after Council elections

Opportunities (capacity and infrastructure)

CWMS, Waste, Regional Infrastructure Plan, Regional Procurement, External Funding, Regional Development Assessment Panel

CWMS Committee meeting regularly

Infrastructure Plan Recent RDA priority project forum/ Committee meeting regularly

Procurement

External funding

Seeking Native Veg Plan contributions

= Not on track / yet to commence = on track = completed / no further action required

Category S&HLGA Role Item Comment/Description Administration Active/Lead Charter Review Original target date Dec

2018, revised August 2019. Active/Lead Draft Budget 2019-2020 Endorsed by Board

26/04/2019 out for individual Council approval. Majority approval received

Active/Lead Draft Key Action 2019-2020 Draft June 2019 Active/Lead Regional Capacity grant

acquittal 2018-2019 Due July 2019

Active/Lead Audit 2018-2019 Due July-Aug 2019 Active/Lead Annual Report 2018-2019 Due Sept 2019 Projects Lead/S&HLGA Committee

Active/Lead Regional Public Health Plan Community Wellbeing Alliance Pilot funding of $75,000 received. Expect at least 18 month delivery

Category S&HLGA Role Item Comment/Description timeframe. Consultant contractor appointed and work plan being developed

Active/Lead Resilient Hills & Coast Community Energy Scheme funding $45,000. Working through the second phase of this at present and seeking external funding for phase three (State Bank grant application unsuccessful)

Active/Lead Where we build, what we build project has received $95,000 Natural disaster Program grant and $60,000 Insurance Council of Australia grant commitment. Milestones 1&2 completed.

Active/Lead Road Works Party Completed HV assessment of South Coast Freight Corridor. Issues with Middleton main street traffic to be resolved. Developing a new Roads database and new 2030 Transport Plan for 2020-2021

Active/Lead CWMS Committee now active with regular meetings scheduled. Just waiting for LGA availability. Key focus is on audit/description of each Council scheme and then seek common ground for efficiencies around operations and procurement. Meeting scheduled 24 June 2019

Projects Lead Active/Lead Grants Commission

methodology review March 2019 - Completed submission to SA Grants Commission

Active/Lead Regional Native Vegetation Plan

Reviewing cost and opportunity for some external contributory funding

Lead/Partner/Influence Regional LGA Management Group

Regular meeting of the LGA EOs and development of priority projects in conjunction with SAROC

Projects - Partner Partner/Influence Coastal Alliance project We have a significant interest in this but S&HLGA role is largely information provision via steering committee and input into the report.

Partner/Advocate Digital Maturity S&HLGA role is largely information provision and input into the report although EO is on monitoring task group

Category S&HLGA Role Item Comment/Description Partner/Influence Economic Development

Officers Forum RDA lead but focus on Regional Infrastructure plan and Public Transport

Relationships Active/Lead/Influence New Elected members Updated S&HLGA Value

Proposition presented to all 6 member Councils 1st May 2019

Active/Lead Peri Urban Group Advocate and seek input from potential expanded Council members into a larger peri urban Regional Organisation

Acronyms

AMLRNRM.........................Adelaide and Mt Lofty Ranges Natural Resources Management Board

CEO....................................Chief Executive Officer

CWMS................................Community Wastewater Management Systems

..............................Department of Environment and Water

ESCOSA.............................Essential Services Commission of South Australia

Region of Councils

LGA.....................................Local Government Association

MOU....................................Memorandum of Understanding

NRM....................................Natural Resources Management

ies & Regions SA

RDA.....................................Regional Development Australia

SAROC...............................South Australian Regional Organisation of Councils

S&HLGA.............................Southern and Hills Local Government Association

SLRP...................................Special Local Roads Program

Southern & Hills Local Government Association Past Presidents and Secretaries / Executive Officers

Years President Council Secretary / EO

2018 - 2019 Mayor Keith Parkes Alexandrina Council Graeme Martin

2017 2018 Mayor Keith Parkes Alexandrina Council Graeme Martin

2016 - 2017 Mayor Bill Spragg Adelaide Hills Council Graeme Martin

2015 - 2016 Mayor Bill Spragg Adelaide Hills Council Graeme Martin

2014 - 2015 Mayor Bill Spragg f

Mayor Ann FergusonAdelaide Hills CouncilDC Mount Barker

Graeme Martin

2013 - 2014 Mayor Ann Ferguson DC Mount Barker Graeme Martin

2012 - 2013 Mayor Ann Ferguson DC Mount Barker Graeme Martin

2011 - 2012 Mayor Ann Ferguson DC Mount Barker Fred Pedler dGraeme Martin e

2010 - 2011 Mayor Ann Ferguson c

Mayor Brian Hurn OAMDC Mount BarkerThe Barossa Council

Fred Pedler b

2009 - 2010 Mayor Brian Hurn OAM The Barossa Council Fred Pedler b

2004 - 2005 Mayor Kym McHugh Alexandrina Council Fred Pedler b

2003 - 2004 Mayor Kym McHugh Alexandrina Council Fred Pedler b

2002 - 2003 Mayor John Crompton a City of Victor Harbor Fred Pedler b

2001 - 2002 Mayor John Crompton City of Victor Harbor Fred Pedler b

1999 - 2000 Mayor Bernie Eglinton APM DC Mt Barker Fred Pedler b

1998 - 1999 Mayor Bernie Eglinton APM DC Mt Barker Dean Gollan

1997 - 1998 Mayor Janice Kelly Kangaroo Island Council Barry Hurst

1996 - 1997 Mayor Janice Kelly Kangaroo Island Council Barry Hurst

1995 - 1996 Mayor Anita Aspinall DC Stirling Peter Vlatko

1993 - 1994 Cr GR Mayfield DC Yankalilla Malcolm Davis

1991 - 1992 Mayor Val Ball DC Strathalbyn John Coombe

1989 - 1990 Cr Val Bonython DC East Torrens Eric March

1987 - 1988 Cr PD Secker DC Mt Barker Dean Gollan

1985 - 1986 DC Strathalbyn Vernon Cotton

1984 - 1985 Cr CA Phieffer DC Onkaparinga David Seaman

1982 - 1983 Cr Brian Pym DC Mt Pleasant Adrian Hamiester

1980 - 1981 Cr Roy Galpin DC Port Elliot and Goolwa Ron Wellington

1979 Mayor M Checker DC Gumeracha Malcolm Anderson

1978 Mayor M Checker DC Gumeracha John Grosvenor

1976 - 1977 Mayor A Davidson DC Strathalbyn Vernon Cotton

1975 Cr Ray Orr DC Mt Barker Reginald Walters

1974 Cr L Hughes DC Meadows Wally Richards

1969-1973 No minutes available

30th July 1969 First Constitution for S&HLGA Adopted

Attendance register maintained for annual and half yearly conferences from 1968 to 1990

a Until 12th May 2003 b Executive Officer c From February 2011 d To December 2011 e From January 2012

f From February 201521

Southern and Hills LGA Membership subscription history

Financial Year ended 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Individual member subs 2,275$ 4,500$ 4,635$ 4,867$ 5,000$ 5,100$ 5,200$ 5,300$ 5,500$ 7,500$ 8,829$ 9,270$ 10,000$ 10,250$ 10,500$ 10,685$ 11,000$ 11,200$ 12,000$ Total Subscriptions 18,200$ 31,500$ 37,080$ 38,936$ 40,000$ 40,800$ 41,600$ 42,400$ 44,000$ 60,000$ 61,803$ 64,890$ 80,443$ 82,172$ 84,037$ 72,995$ 75,173$ 76,373$ 81,214$ $ Change from previous year $13,300 $5,580 $1,856 $1,064 $800 $800 $800 $1,600 $16,000 $1,803 $3,087 $15,553 $1,729 $1,865 -$11,042 $2,178 $1,200 $4,841% Change from previous year 73.1% 17.7% 5.0% 2.7% 2.0% 2.0% 1.9% 3.8% 36.4% 3.0% 5.0% 24.0% 2.1% 2.3% -13.1% 3.0% 1.6% 6.3%

NB 8 members 2001-20107 members 2011-20156 members 2016

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

$65,000

$70,000

$75,000

$80,000

$85,000

$90,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

S&HLGA Member Subscriptions

Total Subscriptions Individual member subs

D:\OneDrive\Documents\Shlga\Admin\Annual Report\2018-2019\Subscriptions History22

SOUTHERN & HILLS LOCAL GOVERNMENT ASSOCIATION

FINANCIAL STATEMENTS

Statement of Comprehensive Income for the Year Ended 30th June 2019

2019 2018 Notes $ $

Income

Subscriptions 1.8 76,373 75,173 Operating Grants 2.2 261,239 89,777 Investment Income 1.7 4,456 3,164 Other 28,655 90,280 Total Income 1.4 370,723 258,394 Expenditure

Contractual Services 3 167,523 163,911 Finance Charges 3,763 3,482 Other 104,707 51,410 Total Expenditure 275,993 218,803

Surplus (Deficit) from Operations 94,731 39,591 The above Income Statement should be read in conjunction with the accompanying notes

Balance Sheet as at 30th June 2019 2019 2018

Notes $ $

Current Assets Investments 181,281 126,959 Debtors 147,675 6,000

Total Current Assets 328,956 132,959

Current Liabilities

Accounts Payable 21,326 60 Grants in Advance 80,000

Total Current Liabilities 101,326 60

Net Current Assets 227,630 132,899

Net Assets 227,630 132,899 Equity

Accumulated Surplus 227,630 132,899

Total Equity 227,630 132,899 The above Balance Sheet should be read in conjunction with the accompanying notes

Statement of Changes in Equity for the Year Ended 30th June 2019 2019 2018

Notes $ $

Accumulated Surplus Balance at beginning of period 132,899 93,308 Net Surplus / (Deficit) 94,731 39,591

Balance at end of period 227,630 132,899

Total Equity 227,630 132,899 The above Statement of Change in Equity should be read in conjunction with the accompanying notes

Statement of Cash Flows for the Year Ended 30th June 2019 2019 2018

Notes $ $

Cash Flows from Operating Activities

Receipts 328,452 280,753 Payments (273,599) (252,299) GST Paid (received) (4,987) (2,587) Interest Receipts 4,456 3,164

Net Cash Provided by (Used in) Operating Activities

54,322 29,031

Net increase/(decrease) in Cash Held

54,322 29,031

Cash at the beginning of the reporting period

126,959 97,928

Cash at the end of the reporting period

181,281 126,959

Reconciliation of Change in Net Assets to Cash from operating activities 2019 2018

Net Surplus 94,731 39,591 Decrease / (Increase) in Debtors (147,675) 0 (Decrease) / Increase in Accounts Payable 27,266 (10,560) (Decrease) / Increase in Grants in Advance 80,000 0 Net Cash provided by Operating Activities

54,322

29,031

The above Statement of cash Flows should be read in conjunction with the accompanying notes

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

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

1.1 Compliance with Australian Accounting Standards

This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not-for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, interpretations and relevant South Australian legislation The Southern & Hills Local Government Association is a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999. The Constituent Councils are the Adelaide Hills Council, Alexandrina Council, Kangaroo Island Council, Mt Barker District Council, City of Victor Harbor and District Council of Yankalilla. All funds received and expended by the Association have been included in the financial statements forming part of this financial report.

1.2 Historical Cost Convention Except where stated below, these financial statements have been prepared in accordance with the historical cost convention.

1.3 Critical Accounting Estimates

The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying the Authority’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this note.

1.4 Rounding All amounts in the financial statements have been rounded to the nearest dollar 1.5 Non Current Assets and Non Current Liabilities

The Association has no non current assets or non current liabilities.

1.6 Employees The Association has one employee having converted the EO from contractor to employee in February

1.7 Investments Investments are valued at cost. Interest revenues are recognised as they accrue.

1.8 Subscriptions Clause 6 of the Charter of the Association prescribes that subscriptions (not levies) by Constituent Councils are equal.

Constituent Council Subscription 2019 $11,200 Constituent Council Subscription 2018 $11,000

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 1.9 Income recognition Income is measured at the fair value of the consideration received or receivable. Income is recognized

when the authority obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever occurs first.

1.10 Cash For purposes of the statement of cash flows, cash includes cash deposits which are readily convertible to cash on hand and which are used in the cash management function on a day to day basis.

1.11 New accounting standards for application in future periods The Australian Accounting Standards Board has issued new and amended Accounting Standards and

interpretations that have mandatory application dates for future periods. The organisation has assessed that it is not expected to be materially impacted by those changes.

2 Functions / Activities of the Association

2.1 Revenues and expenses have been attributed to the following functions / activities, descriptions of which are set out in Note 2.2.

2.2 The activities of the Association are categorised into the following broad functions:

Administration: The operation of the Office of the Association and its decision making forums.

Special projects: The research into and implementation of projects prescribed by Acts or

regulations or approved by Board decision. Transport and Communication: The review and implementation of the S&H 2020 Transport Plan.

Note 2.2 Functions / Activities of the Southern & Hills Local Government Association

Administration

Year Revenue Expenses

Surplus (Deficit) Grants Other Total

Revenue % Expenses

Total %

2019 106,989 80,829 187,818 50.7% 184,528 66.9% 3,290

2018 39,777 78,338 118,115 45.7% 160,692 73.4% (42,577) Projects

2019 154,250 12,255 166,505 44.9% 68,020 24.7% 98,485

2018 50,000 70,789 120,789 46.8% 49,442 22.6% 71,347 Transport and Communication

2019 0 16,400 16,400 4.4% 23,444 8.4% (7,044)

2018 0 19,490 19,490 7.5% 8,669 4.0% 10,821

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Year Revenue Expenses

Surplus (Deficit) Grants Other Total

Revenue % Expenses

Total %

2019 261,239 109,484 370,723 100% 275,993 100% 94,731

2018 89,777 168,617 258,394 100.0% 218,803 100.0% 39,591 3. Contractual Services

Contractual Services involve payments or liabilities for the external provision of services and include (net of GST):

2019 2018 Consultants: LKS Quaero $0 $12,682 Grange Advisors Pty Ltd $85,239 $142,560

HDS Australia Pty Ltd $23,444 $8,669 RH&C (CVH) $45,000 $0 Seed Consulting $13,840 $0 Totals $167,523 $163,911

4. Comparison of Budget and Actual Results 2019 2018 Budget Actual Budget Actual $ $ $ $ Revenue

Administration 174,273 187,818 202,369 118,115 Projects (incl Transport Plan ) 20,050 182,905 18,350 140,279

Total Revenue 194,323 370,723 220,719 258,394

Expenditure

Administration 170,000 184,529 170,190 160,692 Projects 68,050 91,464 38,250 58,111

Total Expenditure 238,050 275,993 208,440 218,803

Surplus (Deficit) (43,727) 94,731 12,279 39,591

Southern & Hills Local Government Association – Financial Statements Year Ended 30th June 2019

CERTIFICATION OF FINANCIAL STATEMENTS

We have been authorised by the Southern & Hills Local Government Association to certify the financial statements in their final form. In our opinion:

o the accompanying financial statements comply with the Local Government Act 1999, Local Government (Financial Management) Regulations 2011 and Australian Accounting Standards.

o the financial statements present a true and fair view of the Association’s financial position at 30 June 2019 and the results of its operations and cash flows for the financial year.

o internal controls implemented by the Authority provide a reasonable assurance that the Association’s financial records are complete, accurate and reliable and were effective throughout the financial year.

o the financial statements accurately reflect the Association’s accounting and other records.

Dated 23rd August 2019

Graeme Martin EXECUTIVE OFFICER

Mayor Keith Parkes PRESIDENT

CERTIFICATION OF AUDITOR INDEPENDENCE To the best of our knowledge and belief, we confirm that, for the purpose of the audit of the Southern & Hills Local Government Association for the year ended 30 June 2019, the Association’s Auditor, HLB Mann Judd, 169 Fullarton Rd, Adelaide, has maintained its independence in accordance with the requirements of 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(3) Local Government (Financial Management) Regulations 2011.

Dated 23rd August 2019

Graeme Martin EXECUTIVE OFFICER

Mayor Keith Parkes PRESIDENT

The Board C/- Graeme Martin Executive Officer Southern & Hills Local Government Association 13 Ringmer Drive Burnside SA 5066 TO THE BOARD MEMBERS OF SOUTHERN & HILLS LOCAL GOVERNMENT ASSOCIATION STATEMENT OF AUDITORS INDEPENDENCE ANNUAL FINANCIAL STATEMENT FOR THE YEAR ENDED 30 JUNE 2019 I confirm that, for the audit of the financial statements of Southern & Hills Local Government Association for the year ended 30 June 2019, 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. HLB Mann Judd Audit (SA) Pty Ltd Jon Colquhoun Chartered Accountants Director

Adelaide, South Australia

23 August 2019

Independent Auditor’s Report to the Members of Southern & Hills Local Government Association

Opinion

We have audited the financial report of Southern & Hills Local Government Association (“the Entity”) which comprises the Balance Sheet as at 30 June 2019, the statement of comprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial report presents fairly, in all material aspects, the financial position of the Entity as at 30 June 2019, and its financial performance and its cash flow for the year then ended in accordance with Australian Accounting Standards. Basis for Opinion 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 auditor independence 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 Board Members for the Financial Report Management is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and for such internal control as management determines is necessary to enable the preparation of the financial report that 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 related to going concern and using the going concern basis of accounting unless management either intend to liquidate the Entity or to cease operations, or have no realistic alternative but to do so. Board Members 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 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.

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the management.

Conclude on the appropriateness of the management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Entity to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

We communicate with Board Members regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. HLB Mann Judd Audit (SA) Pty Ltd Jon Colquhoun Chartered Accountants Director Adelaide, South Australia 23 August 2019

13.3 REPORT TITLE: REGIONAL HUB: PRECINCT EOI DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/129837 ATTACHMENTS: 1. DOC/19/130442 - Council land ownership and

transactions 2. DOC/19/130463 - Regional Hub Precinct: Concept Plan

Key Contact Luke Gray: Manager Strategic Projects and Planning

Policy

Manager/Sponsor Marc Voortman: Acting Manager Planning and Development

Purpose: To update members on the process for considering an Expression of Interest process(es) for the Regional Hub. Summary – Key Issues:

1. Council owns approximately 40HA of land, referred broadly as being the Regional

2. The land has been purchased through a number of separate transactions, with the intent to develop community infrastructure to support the existing and forecasted population growth.

3. Within this land significant community facilities including the regional sports hub, regional aquatic and leisure centre and regional adventure playground are proposed.

4. There is approximately 19HA of land that is deemed surplus to Council requirements.

This land has the opportunity to facilitate revenue through complimentary commercial investment including accommodation, education, tourism, retail and leisure.

5. Revenue from the surplus land may be utilised to partially offset the costs of

constructing and operating the community infrastructure within the precinct, including the regional sports hub and regional aquatic & leisure centre.

6. An Expression of Interest process or processes, is seen as the appropriate

mechanism to explore the level of commercial interest in the surplus land.

7. Of high priority (likely stage 1 of any EOI process) would be to understand the Council’s ability to catalyse any expenditure on the Aquatic and Leisure Centre, so that this may influence not only the design of the centre, but the business case that underpins its viability.

Background: 1. Council has taken a strategic approach over the last 10 years, with acquiring land it

deems necessary to support the development of community infrastructure to support the significant population growth occurring in Mount Barker and to a lesser extent Nairne and Littlehampton.

2. One such location is the Regional Hub, land bordered by Bald Hills and Springs Road, an area proposed to accommodate both the regional sports hub and regional aquatic and leisure centre.

3. Council has undertaken three property transactions relating to this land being:

a. 2009 purchase of approximately 36HA from the Stephenson family b. 2019 purchase of approximately 5HA from the Stephenson family c. 2019 purchase of approximately 2000sqm from Mrs Lambe

4. Attachment 1 identifies the extent of Council’s current land holdings and the separate

transactions that have taken place.

5. Although Council does not own the land identified as D in attachment 1, for the purposes of a putting forward an integrated concept, this land has been included within the precinct plan considerations. Council does have a first right of refusal to purchase this land and other adjacent land owned by the Stephenson family.

6. Transaction ‘A’ was pre the 2010 Ministerial Rezoning of 1300 HA in Mount Barker and this land was ultimately rezoned from agricultural to residential neighbourhood, providing Council with broader development opportunities than previously allowed.

7. Transaction ‘B’ took advantage of an option Council had over that land and was

intended to facilitate potential community and commercial outcomes.

8. Transaction ‘C’ was driven by the need to ensure the optimal locating of the proposed regional aquatic and leisure centre and effective connections into future trail extensions.

9. None of the land within the Precinct is on the community land register having been

excluded from such classification by council meeting resolution when purchased although land area A is subject to a deed with the State Government, requiring the Minister’s approval prior to any sale, lease or development of this land. That deed arises from the State Government providing a grant to council to contribute to the purchase cost and is in the form of a Land Management Agreement which is registered on the certificate of title.

10. The land is currently zoned Residential Neighbourhood, a zone that provides

significant flexibility with regards to envisaged land uses.

Discussion: 11. Attachment 2 represents a draft concept plan, illustrating an indicative layout that

demonstrates the types of land uses that may be able to fit within the precinct.

12. Confidential up until now, the draft concept has been used to assist Council

understand a range of broad site planning matters, specifically with regards to the location of the proposed regional aquatic and leisure centre and possible connections within the site.

13. The Concept Plan has not been endorsed by Council and should only be considered

as an informing concept, which will be reviewed, consulted on and further presented to Council.

14. The design rationale is as follows:

a. Support the development of a staged and integrated precinct; b. Ensure road connections throughout; c. Take advantage and celebrate creek line, views of Mt Barker Summit; d. Enable better integration of existing golf course; e. Ensure trail connections throughout and linking with existing trails

through Laratinga Wetlands; f. Create prominent and integrated community precinct surrounding

proposed aquatic facility, including trails, adventure playground, heritage barns, creek line;

g. Seek complimentary development that delivers a commercial return; h. Provide opportunities for diverse community use across a range of

commercial and community facilities.

15. The precinct, although allowing for a range of different land uses, seeks to broadly attract and integrate the following primary uses:

a. Recreation b. Tourism c. Accommodation d. Education

16. One of the central pillars of the funding strategy for the community facilities

within the Precinct, is to drive revenue from the ‘surplus’ land within the precinct.

17. This presents Council with a unique opportunity to leverage the significant expenditure on sport and leisure infrastructure and attract commercial investment which assist with capital, but equally if not more important, the operating expenditure associated with these new facilities i.e. council can consider the sale and/or lease of the surplus land. This strategy is directed at ensuring Council is able to develop facilities that meet the community’s needs, whilst limiting the impact on rates.

18. Although Council has not elicited any commercial interest in the land, formal

(through Council’s Unsolicited Proposals Policy) and informal interest has been received regarding land within the Precinct.

19. In order to develop the appropriate competitive framework for such proposals to

be considered, an EOI process will be developed.

20. As a first priority, an EOI relating to the proposed regional aquatic and leisure centre is intended to assist in understanding the level of commercial interest in being integrated and or adjacent the planned facility. These alternative uses may contribute to the viability of the aquatic and leisure centre through both indirect and direct means.

21. The urgency for this process relating to the regional aquatic and leisure centre is

so that it may influence Council’s decision making on the scale of the proposed facility and the business case that underpins it.

22. Community input regarding the development of the precinct is proposed to be

facilitated in 2020 and will be subject to a further Council agenda item.

Conclusion: Council has strategically acquired land bordered by Bald Hills and Springs Road Mount Barker, that can assist in accommodating significant community infrastructure. The land is also capable of allowing for commercial investment that is designed to bring effective synergies but also revenue to assist in the capital and operating expenditure. A concept plan has been developed to illustrate the capacity of the site, however this layout will ultimately be decided upon through detailed investigations and negotiations with key stakeholders and investors. A further report to Council will outline a proposed EOI process, with the priority likely to be the progression of an EOI relating to the regional aquatic and leisure centre.

Attachment 1: Land parcels and transactions

14. QUARTERLY REPORTS

Recommendation That the following reports be noted.

14.1 REPORT TITLE: QUARTERLY REPORT 1 – CAPITAL WORKS

PROGRAM 2019/20 DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/132665 ATTACHMENTS: ATTACHMENT A: PHOTOS OF PROJECTS

COMPLETED OR UNDERWAY Key Contact Martin Waddington, Manager Infrastructure

Delivery, Infrastructure

Manager/Sponsor Phillip Burton, General Manager Infrastructure

Purpose: To provide an update on the approved 2019/20 Capital Works Program at the end of Quarter 1. Summary – Key Issues: 1. The forecast 2019/20 Capital Works Program consists of 116 capital projects totalling

a budget of $42.5 million (including land acquisitions, Regional Sports Hub Stage 1 and Wastewater and Recycled Water) following the inclusion of carry forwards from 2018/2019.

2. At the end of Quarter 1 $6 million has been spent year to date against a year to date forecast of $7.7 million.

3. 14 projects have been completed. 4. 5 projects are at risk with the Regional Sports Hub Stage 1 being a significant item. 5. Adjustments to the capital works program budget have been put as part of budget

review 1. Background: 1. The capital works program consists primarily of planned infrastructure works, both

new and renewal, that deliver on the strategic objectives outlined in the Mount Barker 2035 District Strategic Plan.

2. This year’s capital works program is a significant undertaking by Council and includes the building of Council’s new Regional Sports Hub Stage 1 which dominates the overall Capital Works Program with a budget of $13.5 million alone.

3. The capital works program is predominantly delivered by Council’s Infrastructure Department and is mostly governed by an internal Project Control Group that has representation from staff across the organisation.

Discussion: 4. At the end of Quarter 1, $6 million has been spent against a year to date forecast of

$7.7 million. This is influenced by the road reseal program expended significantly in this quarter ahead of schedule taking advantage of contractor availability. A significant land purchase was made ahead of time in this quarter further adding to expenditure. Conversely the Library refurbishment was expected to have commenced at the beginning of the 2019/20 financial year however delays at the State Government level led to a two month delay to works commencing.

5. The first quarter of this year has seen the completion of the following projects:

1. Pochin Street Macclesfield Drainage which remedies a local flooding issue near Pemberton Court.

2. Shared Path Hurling Drive to Laratinga Trail Stage 2 Pedestrian Actuated Crossings saw new lights that are linked together with the train crossing signals to provide a safe crossing of Alexandrina Road and Wellington Road for pedestrians.

3. Hurling Trail Stage 3 was also completed which runs alongside the railway line from Alexandrina Road through to Hurling Drive. This has been proven very popular with many trail users taking advantage of this new smooth and pleasant addition to Council’s extensive trail network.

4. Hahndorf Bowling Club - Upgrade 4 Light Towers to LED lamps has improved conditions for night bowlers.

5. Gawler Street/Stephen Street Plaza pavement and catenary lighting was completed.

6. Springs Road Upgrade Stage 2. This was two segments of road located either side of the Waste Water Treatment Plant /St Francis de Sales College access road.

7. Roads to Recovery 2018/19 (Nairne, Mt Barker, Littlehampton, Hahndorf) township road sealing program. This was the completion of the previous year’s road sealing program in numerous towns around the District. A further similar body of work will commence in the new calendar year to seal more township and other roads.

8. Dumas Street Carpark and beatification adjacent Auchendarroch House was completed. This was a great collaboration between Council and the owners of Auchendarroch House resulting in a both functional and aesthetically pleasing improvement to an old disused section of road.

9. Central Sector (Mount Barker growth area) Sewer Trunk Main design has been completed. This will help meet the demand of the rapidly expanding town and is a crucial upgrade alongside other similar upgrades to major trunk mains currently being designed.

10. Littlehampton Gravity Main Stage 4/5. This completes the upgrade of this trunk main to Littlehampton. Most of the project was carried out behind property boundaries utilising open trench and directional boring techniques. The project was challenging not only from an access point of view but encountering rock and asbestos added to the complexity of the project.

11. Sewer Pump Station Renewal Program from 2018/19 saw renewal of one of two major pumps at the Mount Barker Wastewater Treatment Plant.

12. Western Sector (Mount Barker growth area) Sewer Trunk Main - Maglita Connection. This was the installation and upgrade of a crucial trunk main in collaboration with Burke Urban and Lanser Communities.

13. Mount Barker High School Refuge and Bus Bay on Flaxley Road was completed including a late addition to the project being a new bus shelter partly funded by Department of Planning, Transport and Infrastructure.

14. Undergrounding of power lines in Meadows – Removing stobie poles and overhead power lines and installing underground power cables and street lights. This included the removal of the stobie poles in the Meadows Hall Carpark and their replacement with neater lighting columns.

6. At the end of the first quarter the following projects were either under construction

or otherwise being designed or implemented: 1. Library refurbishment has commenced in early October. Progress is smooth

with the contractor endeavouring to cause the least amount of disruption to business as possible.

2. Byethorne Park was near complete at the end of September with new play equipment installed as well as nature play areas and grasses being established. This is being undertaken utilising Fund My Neighbourhood grants secured by the local community.

3. Various projects associated with the Tourist Park have commenced. 4. Upgrade to the Kitchen and Supper room at the Macclesfield Hall as well as

repairs following underpinning are under way. 5. The new Environmental Service Centre including the installation of

equipment and internal fit out is nearing completion. This facility when complete will provide an excellent venue for conferences, workshops and a variety of other public uses. The Environmental Service Centre is location close to the award winning Laratinga Wetlands with easy access from a new carpark facility built next to the centre.

6. Sealed Road resealing program has commenced at Pyrites Road with significant repairs to the road to be followed by an edge to edge bitumen seal.

7. Design of Childs Rd and associated footpath between the South Eastern Freeway tunnel to Hallett Road with the footpath potentially extending to reach Anembo Park is under way.

8. Review of the options to seal the last stage of Harrogate Road taking into consideration the numerous trees close to the road alignment is also nearing a conclusion. This will be presented to Council for further consideration in the coming quarter.

9. Meadows Bore Water Supply Renewal including the removal of the old water tank is being procured with actual works intended to commence in November.

10. The Bridge renewal program has commenced with Mueller Close culvert an urgent late inclusion being addressed.

11. The new toilets at the Littlehampton Hall are nearing completion 12. New shed at the Windmill Hill Transfer Station to store certain waste

materials in compliance with Environment Protection Authority requirements is near complete.

13. The design of the Innovation and Gig City Precinct and Dumas Street Community/Innovation Learning Precinct is under way with a focus on constructability and air conditioning performance.

14. Nairne Soldiers Memorial Hall stormwater improvements will commence construction in October.

15. Baker Street to Old Princes Hwy Littlehampton Stormwater Drainage Upgrade design is near complete and will be tendered in time for construction in early 2020

16. The Plant Renewal Program continues to be implemented with recent acquisitions of a new water truck and heavy duty trailer.

17. The design of the Keith Stephenson Park Playground has concluded and public consultation has occurred. This design will inform future budget bids.

18. The design of the extension to the recycled water main to reach the former Polo Club site has been completed and procurement of a contractor has commenced. When complete this pipe will deliver recycled water to the former Polo Club site thus reducing the reliance on potable water resources.

19. The Prospect Hill playground upgrade has been taken to public consultation and a supplier identified. Erection of the new equipment is expected to occur in November.

20. Proctor Road sealing has been designed and tendered through September. A commencement of construction is expected in November.

7. 3 projects have been cancelled for a variety of reasons (refer Budget Review 1 report). 8. Photographs of the projects either underway or completed are included in

Attachment A.

9. A review of the capital works program has been undertaken to identify any adjustments necessary to the forecast. Impacts to the budget are separately reported to Council as part of the first Budget Review by Councils Manager, Financial Services.

10. More information on a range of current projects can be found on Councils website at

https://www.mountbarker.sa.gov.au/currentprojects or via eMaps at https://www.mapsdcmtbarker.com/

Conclusion: The 2019/20 Capital Works Program is a significant undertaking by Council and the first quarter has seen many projects completed or well under way. A number of significant projects have commenced including the refurbishment of the Library and the Regional Sports Hub Stage 1. Previous Decisions By/Information Reports to Council

Meeting Date 5 August 2019 HPRM Reference DOC/19/87499 Title QUARTERLY REPORT 4 CAPITAL WORKS PROGRAM 2018/19 Purpose To provide an update on the approved 2018/19 Capital Works Program at the

end of Quarter 4.

ATTACHMENT A – PROJECTS IN CONSTRUCTION OR COMPLETED

Nairne Lagoon Site Rehabilitation

Mount Barker Tourist Park Improvements

Steamranger Trail to Hurling Drive

14.2 REPORT TITLE: QUARTERLY REPORT ON WASTEWATER

OPERATIONS DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/128035 ATTACHMENTS: NIL Key Contact Kevin Yerrell, Acting Manager Wastewater Planning

and Operations

Manager/Sponsor Phil Burton, General Manager Infrastructure

Purpose: To provide a high level overview of the operational aspects of Council’s wastewater and recycled water service in the first quarter, in particular detailing performance trends, regulatory compliance, key challenges and proposed actions. Summary – Key Issues:

1. The wastewater collection network performed well with relatively few chokes and

blockages reported throughout the quarter.

2. Residents in Mawson Green subdivision in Meadows were put back on bore water on 15 July 2019 until an issue related with odour and water quality (staining) with recycled water was identified and resolved. After comprehensive water testing, no specific causes were identified. Draining, cleaning and disinfection of all facilities has been undertaken and the recycled water system will be brought back on line in coming weeks.

3. Rapid population growth and the acceptance of sewage rather than just effluent is placing pressure on the performance of existing infrastructure in all areas of collection, treatment and distribution. A number of upgrade projects to expand the existing system have been identified and budgeted in 2019/20. Two Council employees responsible for the delivery of these works (a Senior Project Manager and the Manager Wastewater Planning and Operations) have left Council. To ensure continued and timely execution of these works Council has engaged contract employees while commencing a recruitment process.

4. Council is continuing to pursue the objective of 100% reuse of treated effluent. The most significant challenge to this is managing the implications of the reduction in demand from the Hillgrove Mine for recycled water. Council is working with a number of entities to identify other reuse opportunities.

Background:

5. Council owns and operates the second largest Local Government wastewater scheme in South Australia serving some 11,600 customers. Further information can be found on Council’s website: https://www.mountbarker.sa.gov.au/wastewater

6. Services include:

Community Wastewater Management Scheme (CWMS) i.e. septic tanks with the collection of effluent only

Sewer i.e. effluent and solids Trade waste i.e. discharge for commercial and industrial business Recycled water distribution Non-potable water supply

7. Treatment facilities exist at the following locations:

Mount Barker Meadows Little Dublin Road Recycled Water Treatment Facility Echunga (lagoon only) Macclesfield (lagoon only)

8. Council provides recycled water to contracted customers including Hillgrove

Resources from its Mount Barker and Little Dublin Road facilities. The Meadows treatment plant also provides recycled water to some residents in Meadows for toilet flushing and irrigation and open space areas. Recycled water is also supplied to the Echunga golf course.

Discussion:

Collection Network

9. One blockage was reported across the quarter, crews attended and found everything to be operating correctly.

10. Council also continued a wastewater pipe flushing and Closed Circuit Television

(CCTV) condition assessment this Financial year with the assistance of a contractor (Pipeline Technology Services). Approximately 1.5 kilometres of pipe has been inspected from July 2019 to end of September 2019. The condition of the pipes inspected during the third quarter is good with no major issues reported to date. The regular flushing and inspection of the gravity mains by Council is important to prevent chokes & blockages and to provide accurate data for replacement programs.

11. The Wetland Pump Station is currently offline whilst a number of other stations are

having pumps replaced as part of the planned pump replacement program. Having operable back up pumps mitigates risk of overflows when there is unexpected failure of pump assets.

Mount Barker Wastewater Treatment Plant and Recycled Water Distribution Plant

12. The lagoons at the Mount Barker treatment plant have accumulated a large amount of sludge over the past few years and desludging of the Eastern lagoon was completed in May 2019. To restore treatment capacity of the Western lagoon , Epsom Environmental has been engaged to desludge the lagoon with this work commencing in late October 2019.

13. A number of studies have identified improvements to ensure that the required

capacity (for higher volumes plus the increased inflow of sewage) can be handled in the short term future until a new treatment plant is built. Provision for the upgrading works has been made in the capital works budgets. Council has engaged a contract resource to review and drive the program of works while commencing a recruitment process for a new Commercial Manager Wastewater. A Consultant, KBR, has been engaged to assist with reviewing the works and producing contract documentation for the execution of design and construct contracts.

14. The membranes of the filtration plant are at the end of their useful lives (4-5 years).

Hence additional maintenance activities need to be undertaken to ensure that the strict requirements of SA Health are met. Replacement of the membranes and expansion of the capacity is required as a priority. Procurement of the membranes will be undertaken in the next quarter.

15. All flows from the treatment plant are polished in the Laratinga Wetlands before

being discharged to the creek (i.e. there is no direct discharge from the treatment plant to the creek). Figure 1 provides volumes (in Megalitres per month) of discharges from Mount Barker Treatment Plant to the Laratinga Wetlands as well as discharge from the Wetlands to the Creek.

Figure 1 – Discharges In/Out of wetlands

Discharge from MBWWTP to Wetland and Discharge from Wetland to the MB Creek (ML/Month)

Discharge to Wetland Discharge to Creek

16. Hillgrove Resources continue to be the largest user of recycled water as detailed in Figure 3 below.

Figure 3 – Recycled water usage

17. Hillgrove has indicated that they will cease using recycled water in April 2020 unless they commence underground mining. It is understood that a decision on that is likely to be made soon. If underground mining does proceed this will see an ongoing, albeit lesser, demand for recycled water.

18. The RDA (Regional Development Australia – Adelaide Hills, Fleurieu and Kangaroo

Island) has been tasked to seek large volume horticulture and other interested parties for new uses of recycled water around the Callington area. A number of potential end users have been identified and discussions are continuing. A grant funding application to contribute to the cost for the construction of a new water storage facility near Callington has been lodged with State Government.

19. A report on the hydraulic capacity of the Laratinga Wetlands to receive treated

effluent has been completed by Naturallogic. This report outlines the maximum environmentally sustainable discharge possible and provides recommendations for future actions to improve the performance of the wetland both as a wastewater and environmental asset. The findings of this report will be presented to Council Members at an informal gathering in early December 2019.

Meadows Wastewater Treatment Plant and Recycling Plants 19. Due to odour and water quality (staining) complaints from customers, on 15 July the

recycled water supply was stopped and Council commenced supply of bore water to customers until the cause of the issues were identified and resolved. Customers and the regulatory authorities (EPA, SA Health and OTR) were informed of this matter. An investigation with sampling analysis by the Australian Water Quality Centre (AWQC) did not identify a specific cause. The reuse treatment, storage and delivery facilities were drained, cleaned and disinfected and the reuse supply is scheduled to come back on line in November 2019.

Recycled water usage - Total, Hillgrove and Others (ML/month)

Reuse - Hillrove Copper Total Reuse Others Usage

Regulatory Reporting

20. A type 1 incident was reported to SA Health in October for failing to meet a prescribed critical control point from the Mount Barker Wastewater Treatment Plant. This incident occurred following some routine maintenance being performed on the plant by one of Council’s contractors and was quickly resolved.

21. A type 2 incident was also reported to SA Health in October as a result of insufficient dosing of chlorine into the recycled water supply from the Little Dublin Road facility. The cause was identified as a faulty scale where the chlorine drums are stored. Supply of recycled water was immediately suspended to ensure public health was not compromised.

22. The following regulatory reporting during the first quarter of FY2020: 1. EPA annual reporting 2. DHA annual reporting 3. NPI ( National Pollutant Inventory) annual reporting

Conclusion: This report provides a high level overview of wastewater operations with key performance issues identified. Whilst the system is largely meeting demand currently, there are operational issues that need to be addressed very soon and the endorsed capital works program provides the opportunity to do this to improve performance and reliability.

Previous Decisions By/Information Reports to Council

Meeting Date

5 August 2019 HPRM Reference

DOC/19/68844

Title Quarterly report on wastewater operations

Purpose To provide an update on the performance of the wastewater section on a quarterly basis.

Meeting Date

4 February 2019 HPRM Reference

DOC/19/7295

Meeting Date

5 November 2018 HPRM Reference

DOC/18/112876

Meeting Date

2 July 2018 HPRM Reference

DOC/18/61622

Title Quarterly report on wastewater operations and expansion to service growth

Purpose To provide an update on the expansion of Council’s wastewater system to service growth and also to report on the performance of the wastewater section on a quarterly basis.

Meeting Date

5 March 2018 HPRM Reference

DOC/18/12831

Title Quarterly report on wastewater operations and expansion to service growth

Purpose To provide an update on the expansion of Council’s wastewater system to service growth and also to report on the performance of the wastewater section on a quarterly basis.

15. MAYOR’S REPORT

16. MEMBERS’ REPORTS

17. QUESTIONS ARISING FROM COUNCIL MEETING

18. CONFIDENTIAL REPORTS 18.1 REPORT TITLE: CONFIDENTIAL REPORT - KERBSIDE WASTE

CONTRACT AMENDMENTS DATE OF MEETING: 4 NOVEMBER 2019 FILE NUMBER: DOC/19/132581

Recommendation: Section 90 (3) (k) Order

Pursuant to Section 90(3)(k) 1. Pursuant to Section 90(2) of the Local Government Act 1999 the Council orders

that all members of the public except Chief Executive Officer, General Manager Community Services, General Manager Infrastructure, Acting General Manager Planning and Development, Chief Financial Officer, Minute Secretary be excluded from attendance at the meeting for Agenda Item 18.1 Kerbside Waste Contract Amendments.

The Council is satisfied that pursuant to Section 90(3)(k) of the Act, the

information to be received, discussed or considered in relation to this Agenda item are tenders for the provision of :

• The provision of services, or • The carrying out of works

The Council is satisfied that the principle that the meeting be conducted in a

place open to the public has been outweighed in the circumstances because the information to be disclosed and discussed has the potential to impact adversely on each of the tenderers as competitive commercial information will be disclosed.

Section 91(7) Order

Pursuant to Section 91(7) 5. That having considered Agenda Item 18.1 Kerbside Waste Contract Amendments

in confidence under 90(2) and 3(k) of the Local Government Act 1999, the Council pursuant to Section 91(7) of the Act orders that the report be retained in confidence until the conclusion of the contract and that this order be reviewed every 12 months.

11-04 November 2019 Confidential Council Meeting Agenda

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