Ordinary Meeting - 10 November 2020 - Wattle Range Council

NOTICE AND AGENDA OF ORDINARY MEETING OF WATTLE RANGE COUNCIL

Notice is hereby given the next Ordinary Meeting of Wattle Range Council will be held in the Supper Room, Millicent War Memorial Civic & Arts Centre,

Ridge Terrace, Millicenton Tuesday 10 November 2020 at 5:00 PM.

Ben GowerCHIEF EXECUTIVE OFFICER

Disclaimer: Please note that the contents of the Council Agenda has yet to be considered by Council and recommendations contained herein may be altered or changed by the Council in the process of formally making

decisions of Council.

GF/9.24.1 – 3.1 GDS:40

On 15 March 2020, the Chief Executive of the Department for Health and Wellbeing in the State of South Australia, pursuant to section 87 of the South Australian Public Health Act 2011, declared that an emergency which threatens to cause the death of, or injury or other damage to the health of any person is occurring or about to occur in relation to the transmission of COVID-19, and declared the emergency to be a public health emergency. On 22 March 2020 the State Coordinator for the State of South Australia declared, pursuant to section 23 of the Emergency Management Act 2004, that a Major Emergency is occurring in respect of the outbreak of the Human Disease named COVID-19 within South Australia.As a necessity due to COVID-19, Hon Stephan Knoll, Minister for Transport, Infrastructure and Local Government in accordance with section 302B of the Local Government Act 1999 varied or suspended the operation of the specified provisions of the Act as set out in Schedule 1 to the “Electronic Participation in Council Meetings Notice (No 1) 2020” which was gazetted on Tuesday, 31 March 2020 (Page 619 – 627).

Wattle Range Council - Ordinary Meeting - 10 November 2020 2 of 363

ORDER OF BUSINESS

Tuesday 10 November 2020

1 Opening of the Meeting ....................................................................................................5

2 Present ...............................................................................................................................6

3 Apologies ...........................................................................................................................6

4 Disclosure of Interests......................................................................................................6

5 Confirmation of Minutes ...................................................................................................7

5.1 Ordinary Meeting of Council - 13 October 2020 (Folio 9035 - Folio 9049)..................7

5.2 Confidential Meeting of Council - 13 October 2020 (CM 887 to CM 893) - Released

Immediately ...............................................................................................................23

5.3 Special Meeting of Council - 19 October 2020 - (Folio 9053 - Folio 9054)................31

6 Matters Arising from the Minutes ..................................................................................34

7 Adjournments ..................................................................................................................35

8 Mayoral Communications...............................................................................................36

8.1 Mayoral Communications ..........................................................................................36

9 Deputations......................................................................................................................39

9.1 Substance Misuse Limestone Coast - Planet Youth Data.........................................39

9.2 Coonawarra Soldiers Memorial Hall Committee - Financial Assistance Request -

Rebuilding the Kitchen in the old Coonawarra School building .................................41

10 Petitions ...........................................................................................................................43

11 Reports from Council Members.....................................................................................44

12 Questions with Notice.....................................................................................................45


13 Questions without Notice ...............................................................................................46

14 Reports from Council Committees ................................................................................47

14.1 Greenrise Lake Advisory Committee.........................................................................47

15 Reports from Council Officers .......................................................................................50

15.1 Chief Executive Officer ..............................................................................................50

15.1.1 Monthly Project Status Report............................................................................50

15.1.2 Council Office - Further Guidance......................................................................61

15.1.3 Council Marketing Strategy ..............................................................................104

15.2 Director Corporate Services ....................................................................................108

15.2.1 Monthly Financial Performance Report ............................................................108

15.2.2 Additional Resources & Staffing.......................................................................113

15.3 Director Development Services ...............................................................................117

15.3.1 Australia Day Awards .......................................................................................117

15.3.2 Council Assessment Panel (CAP) - Appointment of Members ........................126

15.3.3 Update - Memorandum of Understanding (MOU) - Limestone Coast Southern

Regional Assessment Panel ............................................................................131

15.3.4 Building Fire Safety Committee........................................................................141

15.4 Director Engineering Services .................................................................................152

15.4.1 Land Division Policy for Provision of Infrastructure ..........................................152

15.4.2 Federal Government Grants - HVSPP and LRCIP...........................................172

15.4.3 Cray Buyer - Beachport....................................................................................239

15.4.4 Greenrise Commonage - Request for fill ..........................................................241

15.4.5 Replacement of roof and air conditioning Millicent Library...............................290

15.4.6 Waste Voucher Review ....................................................................................293

16 Correspondence............................................................................................................295

16.1 Limestone Coast Local Government Association - Annual Report and Financial

Statements ..............................................................................................................295


16.2 Limestone Coast Local Government Association - Meeting Summary - General

Meeting - 9 October 2020........................................................................................355

17 Motions on Notice .........................................................................................................357

17.1 Funding Variation - Glencoe Memorial Wall - Cr Deb Agnew .................................357

18 Urgent Motions without Notice ....................................................................................358

19 Items for Consideration in Confidence .......................................................................359

19.1 Confidential Evaluation of Reseals and Linemarking Tenders ................................359

20 Meeting Closure ............................................................................................................363


1 Opening Of The Meeting

Civic Prayer Almighty God We pray that in this meeting we speak honestly, listen attentively, think clearly and decide wisely, for the good of our District and the wellbeing of our people Amen

Acknowledgement of Country We acknowledge the traditional custodians of the land on which we meet and pay respect to Elders past and present.

Recording of MeetingsCouncil’s Code of Practice 6 prohibits any person from photographing, filming, televising or recording by audio devices Council Meetings without written approval from the Mayor or Chief Executive Officer.


2 Present

3 Apologies Cr Moira Neagle

4 Disclosure Of Interests

Any Councillor with one of the following Conflicts of Interest is asked to declare it now and prior to the Item being discussed:

Material – where any of a defined list of persons would gain a benefit, or suffer a loss (whether directly or indirectly, personal or pecuniary) depending on the outcome of the consideration of the matter at the meeting.

Actual – where a Member has a Conflict of Interest (not being a material conflict of interest) between their own interests and the public interest that might lead to a decision that is contrary to the public interest.

Perceived – where from the perspective of an impartial, fair-minded person it could reasonably be perceived that a Member has a Conflict of Interest in a matter.

Where an actual or perceived Conflict of Interest exists, the Member must inform the meeting of the interest and how (if they propose to participate in the meeting) they intend to deal with the actual / perceived Conflict of Interest. This information will be documented by the Minute Taker.


5 Confirmation Of Minutes5.1 Ordinary Meeting Of Council - 13 October 2020 (Folio 9035 - Folio 9049)

5.1 Ordinary Meeting of Council - 13 October 2020 (Folio 9035 - Folio 9049)

Report Type Minutes from Previous Meeting

File Reference GF/9.24.1/1

Attachments 1. coumin council 131020 [5.1.1 - 15 pages]

RECOMMENDATION

That the Minutes of the Ordinary Meeting of Council dated 13 October 2020 be taken as presented and confirmed.

Folio 9035

Wattle Range Council Ordinary Meeting – 13 October 2020

WATTLE RANGE COUNCIL Minutes of the Ordinary Meeting of Wattle Range Council held in the Council Chambers, Civic Centre, George Street, Millicent on 13 October 2020 at 5.00 pm. 1. OPENING OF THE MEETING / CIVIC PRAYER / ACKNOWLEDGEMENT OF COUNTRY /

RECORDING OF MEETINGS Mayor Noll advised that former Councillor John Douglas Clarke passed away on Saturday, 26 September 2020 aged 87 years. He was a Councillor with Wattle Range Council from 1997 to 2006. A minute’s silence was held in honour of John Clarke. 2. PRESENT His Worship the Mayor D Noll Cr D Agnew Cr D Burrow Cr S Cox Cr J Drew Cr P Dunnicliff Cr K McGrath Cr D Muhovics Cr M Neagle Cr R Paltridge Cr D Price Cr G Slarks

Messrs BJ Gower (Chief Executive Officer) PA Duka (Director Corporate Services) PA Halton (Director Engineering Services) SW Chapple (Director Development Services) Ms CP Allen (Executive Assistant)

3. APOLOGIES NIL 4. DISCLOSURE OF INTERESTS Cr Paltridge disclosed that he had an Actual Conflict of Interest in regard to Item 16.5. 5. CONFIRMATION OF THE MINUTES

5.1 Ordinary Meeting of Council – 8 September 2020 (Folio 9022 – Folio 9034)

Cr Cox moved that the Minutes of the Ordinary Meeting dated 8 September 2020 be taken as presented and confirmed. Cr Neagle seconded CARRIED

5.2 Confidential Meeting of Council – 8 September 2020 (CM 883 – CM 886) Cr Muhovics moved that the Minutes of the Confidential Meeting dated 8 September

2020 be taken as presented and confirmed.

Cr Paltridge seconded CARRIED

Attachment 5.1.1


Folio 9036


6. MATTERS ARISING FROM THE MINUTES NIL 7. ADJOURNMENTS NIL 8. MAYORAL COMMUNICATIONS 8.1 Mayoral Communications

Cr Burrow moved that Mayoral Communications be received and noted. Cr Agnew seconded CARRIED

9. DEPUTATIONS 9.1 Stand Like Stone Foundation – Mr Steve Duldig and Mrs Anne Kerr [Mr Steve Duldig and Mrs Anne Kerr attended the meeting at 5.05 pm] [Cr Drew left the meeting at 5.05 pm] (Cr Drew resumed the meeting at 5.06 pm] Mr Steve Duldig and Mrs Anne Kerr made a presentation to Council regarding the Stand

Like Stone Foundation. [Mr Steve Duldig and Mrs Anne Kerr left the meeting at 5.23 pm] 10. PETITIONS NIL 11. REPORTS FROM COUNCIL MEMBERS NIL 12. QUESTIONS WITH NOTICE NIL 13. QUESTIONS WITHOUT NOTICE Various questions were asked but there was no resolution that entry be made into the Minutes. 14. REPORTS FROM COUNCIL COMMITTEES 14.1 Greenrise Lake Advisory Committee - Minutes of Meeting held on 3 August 2020

Cr Burrow moved that the Minutes of the Greenrise Lake Advisory Committee Meeting dated 3 August 2020 be received and noted. Cr Paltridge seconded CARRIED

Attachment 5.1.1


Folio 9037


14.2 Lake McIntyre Management Committee - Minutes of Meeting held on 9 September 2020 Cr Neagle moved that the Minutes of the Lake McIntyre Management Committee Meeting dated 9 September 2020 be received and noted. Cr Slarks seconded CARRIED

15. REPORTS FROM COUNCIL OFFICERS 15.1 Chief Executive Officer

15.1.1 Monthly Project Status Report

Cr Muhovics moved that Council receive and note the report.

Cr Agnew seconded CARRIED

15.1.2 Community Grants, Scholarship and Sponsorship Programs

Cr Neagle moved that Council receive and note the report.

Cr Price seconded CARRIED Cr Drew moved that Council adopts the attached Community Funding

Programs Guideline subject to the following changes: Category A – Open for applications 1 July closing 31 July and 1 November

closing 30 November; Applicants must be able to contribute at least 50% of the Council’s

contribution from their own, existing accounts. These funds may not come directly or indirectly from other grant sources for the project in question.

Cr Cox seconded CARRIED

Cr Price moved that Council no longer provide the Flinders University

Regional Tourism Prize.

Cr Neagle seconded CARRIED

15.2 Director Corporate Services 15.2.1 Monthly Financial Performance Report

Cr Dunnicliff moved that Council receive and note the 2020/21 September Financial Performance Report.

Cr Price seconded CARRIED

15.2.2 Quarterly Budget Review 1 Report – 2020/21

Cr Price moved that Council adopt the 2020/21 Budget Review 1 as presented.

Cr Dunnicliff seconded CARRIED

Attachment 5.1.1


Folio 9038


Cr Price moved that Council invoice the Landscape Board for the $5,000 Single Farming Enterprise cost incurred as a result of an application approval after the Budget was adopted.

Cr Drew seconded CARRIED

15.2.3 Rate Rebate – Millicent Bowling Club

Cr Slarks moved that Council pursuant to the Local Government Act 1999 Section 166 (1)(j) grant a 100% discretionary rating rebate of general rates to the Millicent Bowling Club for the bowling green playing areas portion only, contained within Portion of Allotment 5, D89547, North Terrace, Millicent, Hundred of Mount Muirhead (rate assessment number A4352). Cr McGrath seconded CARRIED

15.3 Director Development Services 15.3.1 Limestone Coast Regional Public Health and Wellbeing Plan 2020-2025

Cr Dunnicliff moved that Council receive and note the report.


Cr Drew moved that Council endorse the draft Limestone Coast Regional Public Health and Wellbeing plan and release it for public consultation for a period of 21 days in accordance with Council Policy. Cr Cox seconded CARRIED

15.3.2 Australia Day Awards

Cr Paltridge moved that Council receive and note the report.


Short Term Suspension of Proceedings The Mayor, with the approval of two-thirds of the members present suspended the meeting procedures pursuant to Regulation 20(1) of the Local Government (Procedures at Meetings) Regulations 2013, for a period sufficient to facilitate informal discussion in relation to the Australia Day Awards. Cr Price moved that the meeting be suspended until 6.43 pm Cr Neagle seconded CARRIED The meeting adjourned at 6.28 pm. The meeting reconvened at 6.45 pm.

Cr Drew moved that Council: 1. Council establish a dedicated Australia Day Awards Selection

Committee of seven, consisting of two senior staff members, the Mayor and a Councillor from each Ward. A new matrix / scoring

Attachment 5.1.1


Folio 9039


template to be developed for the Committee by Council staff. 2. That the current system be maintained for 2021 and that the criteria

be fully explained to the community by notice and on the application form.


ADJOURNMENT OF MEETING

Cr Dunnicliff moved that the meeting be adjourned for dinner until 7.25 pm

Cr Price seconded CARRIED The meeting adjourned at 6.50 pm. The meeting reconvened at 7.27 pm. 15.3.3 Memorandum of Understanding (MOU) – Limestone Coast Southern

Regional Assessment Panel

Cr Muhovics moved that Council receive and note the report.

[Cr Neagle left the meeting at 7.36 pm] [Cr Neagle resumed the meeting at 7.38 pm]


Cr Cox moved that Council authorise the Chief Executive Officer to proceed with an application to the Minister for the establishment of the joint regional assessment panel in conjunction with the District Council of Robe, District Council of Grant and City of Mount Gambier.

Cr McGrath seconded CARRIED

Cr Cox moved that the Panel comprise up to five (5) members being the Presiding Member and up to four (4) members none of whom are an Elected Member of a Council.

Cr Burrow seconded CARRIED

15.4 Director Engineering Services

15.4.1 Riddoch Street Penola Drainage

Cr Paltridge moved that Council receive and note the report.


Cr Price moved that Council: 1. Approve a budget variation to the Arthur Street Drainage allocating

an additional $110,000. 2. Approve a contract variation with Transfer Services for contract Arthur

Street Drainage, Stage 2 ENG018.19/20.

Attachment 5.1.1


Folio 9040



15.4.2 Millicent Domain Marker Statement (Public Art)

Cr Neagle moved that Council receive and note the report.

Cr Agnew seconded CARRIED Cr Neagle moved that Council receive and note the report authorising the Chief Executive Officer to negotiate the final design and enter into a contract with Exhibition Studios Pty Ltd for the design, construction, and installation of an Entry Marker (Public Art) statement for the Domain Playground precinct in Millicent:

Cr Muhovics seconded CARRIED

16. CORRESPONDENCE 16.1 Local Government Association of South Australia – Nominations for President Cr Dunnicliff moved that the correspondence from Mr Matt Pinnegar regarding the

election of the LGA President dated 2 September 2020 dated be received and noted. Cr Cox seconded CARRIED

Cr Dunnicliff moved that Council nominate the following eligible candidate to be the LGA President - Mayor Karen Redman. Cr Drew seconded AMENDMENT

Cr Neagle moved that Council nominate the following eligible candidate to be the LGA President - Mayor Angela Evans. Cr Agnew seconded LOST THE ORIGINAL MOTION WAS PUT AND WAS CARRIED

16.2 Kalangadoo Police Station Cr Agnew moved that the correspondence from Hon Vincent Tarzia MP dated 14

September 2020 regarding Kalangadoo Police Station be received and noted. Cr Cox seconded CARRIED

16.3 Local Government Finance Authority Cr Drew moved that the correspondence from Mr David Lambert regarding the Annual

General Meeting dated 1 September 2020 be received and noted.

Cr Cox seconded CARRIED Cr Neagle moved that Council nominate the following two representative Board

Members - Annette Martin and Karen Hockley.

Attachment 5.1.1


Folio 9041



16.4 Business SA’s Nine-Point Plan to Skyrocket SA Cr Price moved that the correspondence from Martin Haese and Nikki Govan, Business

SA Chamber of Commerce re Business SA’s Nine-Point Plan dated 15 September 2020 be received and noted. Cr McGrath seconded CARRIED

Cr Price moved that Council write to Business SA requesting greater attention being given to regional South Australia in its planning.


16.5 Penola Show Society – New Multi-Purpose Shed Cr Paltridge advised that he had an Actual Conflict of Interest as he is a Committee Member on the Penola Show Committee [Cr Paltridge declared a Conflict of Interest and left the Chamber at 8.18 pm] Cr Burrow moved that the correspondence from Kathy Fennell, Secretary, Penola

Show Society dated 24 September 2020 be received and noted. Cr Cox seconded CARRIED

Cr Burrow moved that Council provide the Penola Show Society with the sum of $2,750 to enable it to construct the agricultural shed. Cr McGrath seconded CARRIED

[Cr Paltridge resumed the Chamber at 8.36 pm] 17. MOTIONS ON NOTICE

17.1 Council Office Cr Dunnicliff moved Council lift the matter off the table - Item 15.1.3 Council Office –

Results from Public Consultation (8 September 2020 Council Meeting). Cr Drew seconded CARRIED

Cr Dunnicliff moved Council reduce the number of sites for consideration to the following: a. Former Netball Courts b. Jubilee Park c. Carpark area immediately behind the Civic & Arts Centre

Cr Drew seconded

Attachment 5.1.1


Folio 9042


Short Term Suspension of Proceedings The Mayor, with the approval of two-thirds of the members present suspended the meeting procedures pursuant to Regulation 20(1) of the Local Government (Procedures at Meetings) Regulations 2013, for a period sufficient to facilitate informal discussion in relation to the Council Office by Cr Paltridge due to him not being in attendance at the 8 September 2020 Council Meeting. Cr Price moved that the meeting be suspended until 8.55 pm Cr Cox seconded CARRIED The meeting adjourned at 8.50 pm. The meeting reconvened at 8.56 pm. AMENDMENT Cr Burrow moved Council reduce the number of sites for consideration to the following:

a. Former Netball Courts

b. Jubilee Park (incorporating the RSL Building) c. Carpark area immediately behind the Civic & Arts Centre Cr Price seconded

THE AMENDMENT WAS PUT AND BECAME THE MOTION THE MOTION WAS PUT AND WAS CARRIED

Cr Dunnicliff moved that the Chief Executive Officer approach Stephen Herbert for a concept design for the carpark area directly behind the Civic and Arts Centre.

Cr Cox seconded LOST

AMENDMENT

Cr Price moved that the Chief Executive Officer approach Stephen Herbert for a concept design for the carpark area directly behind the Civic and Arts Centre and the Jubilee Park incorporating the RSL area.

Cr Burrow seconded LOST

Cr McGrath moved that Council proceed with the Former Netball Courts for the site of

the new potential Council Building.

Cr Slarks seconded CARRIED DIVISION Cr Price called for a division: The Mayor declared the vote set aside. Members voting in the affirmative: Councillors Cox, Drew, Dunnicliff, McGrath, Muhovics, Slarks

Attachment 5.1.1


Folio 9043


Members voting in the negative: Councillors Agnew, Burrow, Neagle, Paltridge, Price

The Mayor declared the motion CARRIED [Cr Cox left the meeting at 9.50 pm] 18. URGENT MOTIONS WITHOUT NOTICE NIL 19. ITEMS FOR CONSIDERATION IN CONFIDENCE

19.1 Confidential – Review of Eligible Section 184 – Sale of Properties for Unpaid Rates Cr Burrow moved that:

1. Pursuant to Sections 90(2) and 90(3)(a) of the Local Government Act, 1999, the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 19.1 excepting the following persons:

• Mr BJ Gower – Chief Executive Officer • Mr PA Duka – Director Corporate Services • Mr PA Halton – Director Engineering Services • Mr SW Chapple – Director Development Services • Ms CP Allen – Executive Assistant / Minute Taker to enable the Council to consider Item 19.1 Review of eligible section 184 sale of properties for unpaid rates in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 19.1.

Information the disclosure of which would involve the unreasonable disclosure of

information concerning the personal affairs of any person (living or dead). Specifically, the present matter relates to information pertaining to unpaid rates. The disclosure of this information would be unreasonable because the

information is sensitive / confidential and is not a matter of public knowledge.

2. Accordingly, on the basis, the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.


Mayor Noll stated: To all members of the gallery, I advise that Council has resolved that this matter is to be considered in confidence pursuant to section 90 of the Local Government Act 1999 because the matter relates to information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead). Accordingly I have to ask all members of the public and press to leave the Council Chambers.

Attachment 5.1.1


Folio 9044


Thank you [Cr Price left the meeting at 9.52 pm] [Cr Cox resumed the meeting at 9.52 pm] [Cr Price resumed the meeting at 9.53 pm]

Cr Drew moved that Council: 1. Supports the progression of the following properties to Section 184 sale of

properties for unpaid rates:

• Rate Assessment # A12815 – 26 Eliza Street, KALANGADOO • Rate Assessment # A9684 – 16 Ritchie Street, NANGWARRY • Rate Assessment # A13180 – 3 South East Terrace, KALANGADOO

2. Pending finalisation of debt recovery proceedings, supports the progression of

the following properties to Section 184 sale of properties for unpaid rates:

• Rate Assessment # A12552 –Lot 739, Comaum School Road, COMAUM • Rate Assessment # A12553 –Lot 737, Comaum School Road, COMAUM


Cr Slarks moved that having considered Item 19.1 in confidence under section 90(2) and (3)(a) of the Local Government Act 1999, the Council, pursuant to section 91(7) of that Act orders that the Minutes and Report related to this item be released to the public.


19.2 Confidential Southend Caravan Park – Amenities Block – Budget Update Cr Price moved that:

1. Pursuant to Sections 90(2) and 90(3)(k) of the Local Government Act, 1999, the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 19.2, excepting the following persons:

• Mr BJ Gower – Chief Executive Officer • Mr PA Duka – Director Corporate Services • Mr PE Halton – Director Engineering Services • Mr SW Chapple – Director Development Services • Ms CP Allen – Executive Assistant / Minute Taker

to enable the Council to consider Item 19.2 in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 19.2 tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to tenders for the supply of an amenities block.

Attachment 5.1.1


Folio 9045


2. Accordingly, on this basis, the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.


Cr Cox moved that Council receive and note the report. [Cr Drew left the meeting at 10.03 pm]

Cr Slarks seconded CARRIED Cr Dunnicliff moved that Council proceed with the purchase and installation of the Jayco transportable multi-use facility Amen109 model - as outlined in the report.

[Cr Drew resumed the meeting at 10.06 pm]


Cr Slarks moved that: 1. Pursuant to Section 91(7) of the Local Government Act 1999, the Council orders

that the following document(s) (or part) shall be kept confidential, being document(s) (or part) relating to a matter dealt with by the Council on a confidential basis under Sections 90(2) and 90(3)(k) of the Act:

• The Report and attachments of Item No 19.2 of 13 October 2020

On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works.

• Specifically, the present matter relates to tenders for the supply of an

amenities block.

This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.

2. Pursuant to Section 91(9)(c) of the Act, the Council delegates to the Chief

Executive Officer the power to revoke this order and must advise the Council of the revocation of this order as soon as possible after such revocation has occurred. 


19.3 Confidential – Quarry Operations Contract

Cr Cox moved that:

1. Pursuant to Sections 90(2) and 90(3)(k) of the Local Government Act, 1999 the Council orders that the public be excluded from attendance at the part of this meeting relating to Item 19.3, excepting the following persons:

• Mr BJ Gower – Chief Executive Officer • Mr PA Duka – Director Corporate Services • Mr PA Halton – Director Engineering Services • Mr SW Chapple – Director Development Services • Ms C Allen – Executive Assistant / Minute Taker

Attachment 5.1.1


Folio 9046


To enable the Council to consider Item 19.3 in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 19.3 tenders for the supply of goods, the provision of services or the carrying out of works.

Specifically, the present matter relates to a tender, seeking expressions of interest for quarry operations.

2. Accordingly, on this basis, the principle that meetings of the Council should be

conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.

Cr Slarks seconded CARRIED

Cr Burrow moved that Council receive and note the report.


Cr Neagle moved that Council authorise the appointment of Limestone Coast Earthmovers to the contract “Tender for Rubble Raising and Crushing and Schedule or Rate Agreement” ENG023.19/20.


Cr Cox moved that:

1. Pursuant to Section 91(7) of the Local Government Act, 1999, Council

orders that the following document(s) (or part) shall be kept confidential, being document(s) (or part) relating to a matter dealt with by the Council on a confidential basis under Sections 90(2) and 90(3)(k) of the Act:

• The Report of Item No. 19.3 of 13 October 2020

On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for quarry operations. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.

2. Pursuant to Section 91(9)(c) of the Act, the Council delegates to the Chief Executive Officer the power to revoke this order and must advise the Council of the revocation of this order as soon as possible after such revocation has occurred.


19.4 Confidential – Bulk Fuel Supply

Cr Cox moved that:

Attachment 5.1.1


Folio 9047





Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase and supply of bulk diesel fuel to the depots at Millicent, Kalangadoo, Penola and Beachport.




Cr Price moved that Council receive and note the report. Cr Cox seconded CARRIED

Cr Drew moved that Council authorise the award of Services contract to Kain & Shelton (Agencies) Proprietary Ltd for the purchase of bulk diesel fuel including delivery to the sites throughout the Wattle Range district. Cr Cox seconded CARRIED

Cr Muhovics moved that:




On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase and supply of bulk diesel fuel to the depots at Millicent, Kalangadoo, Penola and Beachport. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.

Attachment 5.1.1


Folio 9048


2. Pursuant to Section 91(9)(c) of the Act, the Council delegates to the Chief Executive Officer the power to revoke this order and must advise the Council of the revocation of this order as soon as possible after such revocation has occurred.


19.5 Confidential – Plant Purchase – Wheeled Loader

Cr Burrow moved that:

1. Pursuant to Sections 90(2) and 90(3)(k) of the Local Government Act, 1999 the

Council orders that the public be excluded from attendance at the part of this meeting relating to Item 19.5, excepting the following persons:



Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase of a new Wheeled Loader.

2 Accordingly, on this basis, the principle that meetings of the Council should be



Cr Drew moved that Council receive and note the report. Cr Price seconded CARRIED Cr Dunnicliff moved that Council award the contract to RDO Australia for the purchase of a John Deere 544K-11.


Cr Dunnicliff moved that:

1. Pursuant to Section 91(7) of the Local Government Act, 1999, Council orders



Attachment 5.1.1


Folio 9049


On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase of a new Wheeled Loader. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.


Executive Officer the power to revoke this order and must advise the Council of the revocation of this order as soon as possible after such revocation has occurred.


Meeting closed at 10.28 pm. Taken as presented and confirmed.

…………………………………………………… MAYOR

……………………………………… DATE

Attachment 5.1.1



5.2 Confidential Meeting Of Council - 13 October 2020 (CM 887 To CM 893) - Released Immediately

5.2 Confidential Meeting of Council - 13 October 2020 (CM 887 to CM 893) - Released Immediately



Attachments 1. coumin con council 131020 - released immediately [5.2.1 - 7 pages]

RECOMMENDATION

That the Minutes of the Confidential Meeting dated 13 October 2020 be taken as presented and confirmed.

CM 887

Wattle Range Council Confidential Meeting – 13 October 2020

WATTLE RANGE COUNCIL Confidential Minutes of the Ordinary Meeting of Wattle Range Council held in the Council Chambers, Civic Centre, George Street, Millicent on 13 October 2020 at 5.00 pm. 1. OPENING OF THE MEETING / CIVIC PRAYER / ACKNOWLEDGEMENT OF COUNTRY /

RECORDING OF MEETINGS 2. PRESENT His Worship the Mayor D Noll Cr D Agnew Cr D Burrow Cr S Cox Cr J Drew Cr P Dunnicliff Cr K McGrath Cr D Muhovics Cr M Neagle Cr R Paltridge Cr D Price Cr G Slarks

Messrs BJ Gower (Chief Executive Officer) PA Duka (Director Corporate Services) PA Halton (Director Engineering Services) SW Chapple (Director Development Services) Ms CP Allen (Executive Assistant)

3. APOLOGIES NIL 19. ITEMS FOR CONSIDERATION IN CONFIDENCE

19.1 Confidential – Review of Eligible Section 184 – Sale of Properties for Unpaid Rates Cr Burrow moved that:

1. Pursuant to Sections 90(2) and 90(3)(a) of the Local Government Act, 1999, the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 19.1 excepting the following persons:

• Mr BJ Gower – Chief Executive Officer • Mr PA Duka – Director Corporate Services • Mr PA Halton – Director Engineering Services • Mr SW Chapple – Director Development Services • Ms CP Allen – Executive Assistant / Minute Taker to enable the Council to consider Item 19.1 Review of eligible section 184 sale of properties for unpaid rates in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 19.1.

Information the disclosure of which would involve the unreasonable disclosure of

information concerning the personal affairs of any person (living or dead).

Attachment 5.2.1


CM 888


Specifically, the present matter relates to information pertaining to unpaid rates. The disclosure of this information would be unreasonable because the

information is sensitive / confidential and is not a matter of public knowledge.

2. Accordingly, on the basis, the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.


[Cr Price left the meeting at 9.52 pm] [Cr Cox resumed the meeting at 9.52 pm] [Cr Price resumed the meeting at 9.53 pm]

Cr Drew moved that Council: 1. Supports the progression of the following properties to Section 184 sale of

properties for unpaid rates:

• Rate Assessment # A12815 – 26 Eliza Street, KALANGADOO • Rate Assessment # A9684 – 16 Ritchie Street, NANGWARRY • Rate Assessment # A13180 – 3 South East Terrace, KALANGADOO

2. Pending finalisation of debt recovery proceedings, supports the progression of

the following properties to Section 184 sale of properties for unpaid rates:

• Rate Assessment # A12552 –Lot 739, Comaum School Road, COMAUM • Rate Assessment # A12553 –Lot 737, Comaum School Road, COMAUM


Cr Slarks moved that having considered Item 19.1 in confidence under section 90(2) and (3)(a) of the Local Government Act 1999, the Council, pursuant to section 91(7) of that Act orders that the Minutes and Report related to this item be released to the public.


19.2 Confidential Southend Caravan Park – Amenities Block – Budget Update Cr Price moved that:

1. Pursuant to Sections 90(2) and 90(3)(k) of the Local Government Act, 1999, the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 19.2, excepting the following persons:

• Mr BJ Gower – Chief Executive Officer • Mr PA Duka – Director Corporate Services • Mr PE Halton – Director Engineering Services • Mr SW Chapple – Director Development Services • Ms CP Allen – Executive Assistant / Minute Taker

to enable the Council to consider Item 19.2 in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public

Attachment 5.2.1


CM 889


(excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 19.2 tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to tenders for the supply of an amenities block.




Cr Cox moved that Council receive and note the report. [Cr Drew left the meeting at 10.03 pm]

Cr Slarks seconded CARRIED Cr Dunnicliff moved that Council proceed with the purchase and installation of the Jayco transportable multi-use facility Amen109 model - as outlined in the report.

[Cr Drew resumed the meeting at 10.06 pm]


Cr Slarks moved that: 1. Pursuant to Section 91(7) of the Local Government Act 1999, the Council orders


• The Report and attachments of Item No 19.2 of 13 October 2020

On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works.

• Specifically, the present matter relates to tenders for the supply of an

amenities block.

This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.


Executive Officer the power to revoke this order and must advise the Council of the revocation of this order as soon as possible after such revocation has occurred. 


19.3 Confidential – Quarry Operations Contract

Cr Cox moved that:

Attachment 5.2.1


CM 890





Specifically, the present matter relates to a tender, seeking expressions of interest for quarry operations.




Cr Burrow moved that Council receive and note the report.


Cr Neagle moved that Council authorise the appointment of Limestone Coast Earthmovers to the contract “Tender for Rubble Raising and Crushing and Schedule or Rate Agreement” ENG023.19/20.


Cr Cox moved that:




On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for quarry operations. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.

2. Pursuant to Section 91(9)(c) of the Act, the Council delegates to the Chief Executive Officer the power to revoke this order and must advise the Council of

Attachment 5.2.1


CM 891


the revocation of this order as soon as possible after such revocation has occurred.


19.4 Confidential – Bulk Fuel Supply

Cr Cox moved that:




Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase and supply of bulk diesel fuel to the depots at Millicent, Kalangadoo, Penola and Beachport.




Cr Price moved that Council receive and note the report. Cr Cox seconded CARRIED

Cr Drew moved that Council authorise the award of Services contract to Kain & Shelton (Agencies) Proprietary Ltd for the purchase of bulk diesel fuel including delivery to the sites throughout the Wattle Range district. Cr Cox seconded CARRIED

Cr Muhovics moved that:




Attachment 5.2.1


CM 892


On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase and supply of bulk diesel fuel to the depots at Millicent, Kalangadoo, Penola and Beachport. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.




19.5 Confidential – Plant Purchase – Wheeled Loader

Cr Burrow moved that:

1. Pursuant to Sections 90(2) and 90(3)(k) of the Local Government Act, 1999 the

Council orders that the public be excluded from attendance at the part of this meeting relating to Item 19.5, excepting the following persons:



Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase of a new Wheeled Loader.

2 Accordingly, on this basis, the principle that meetings of the Council should be



Cr Drew moved that Council receive and note the report. Cr Price seconded CARRIED Cr Dunnicliff moved that Council award the contract to RDO Australia for the purchase of a John Deere 544K-11.


Attachment 5.2.1


CM 893


Cr Dunnicliff moved that:

1. Pursuant to Section 91(7) of the Local Government Act, 1999, Council orders that the following document(s) (or part) shall be kept confidential, being document(s) (or part) relating to a matter dealt with by the Council on a confidential basis under Sections 90(2) and 90(3)(k) of the Act:


On the grounds that the document(s) (or part) relates to tenders for the supply of goods, the provision of services or the carrying out of works. Specifically, the present matter relates to a tender, seeking expressions of interest for the purchase of a new Wheeled Loader. This order shall operate until 13 October 2021 and will be reviewed at least annually in accordance with the Act.




Taken as presented and confirmed.

…………………………………………………… MAYOR

……………………………………… DATE

Attachment 5.2.1



5.3 Special Meeting Of Council - 19 October 2020 - (Folio 9053 - Folio 9054)

5.3 Special Meeting of Council - 19 October 2020 - (Folio 9053 - Folio 9054)



Attachments 1. coumin special council 191020 [5.3.1 - 2 pages]

RECOMMENDATION

That the Minutes of the Special Meeting dated 19 October 2020 be taken as presented and confirmed.

Folio 9053

Wattle Range Council Special Meeting – 19 October 2020

WATTLE RANGE COUNCIL Minutes of the Special Meeting of Wattle Range Council held in the Supper Room, Millicent War Memorial Civic & Arts Centre, Ridge Terrace, Millicent on 19 October 2020 at 5.01 pm. 1. OPENING OF THE MEETING / CIVIC PRAYER / ACKNOWLEDGEMENT OF COUNTRY /

RECORDING OF MEETINGS 2. PRESENT His Worship the Mayor D Noll Cr D Agnew Cr D Burrow Cr J Drew Cr P Dunnicliff Cr K McGrath Cr D Muhovics Cr R Paltridge Cr D Price Cr G Slarks

Messrs BJ Gower (Chief Executive Officer) PA Duka (Director Corporate Services)

3. APOLOGIES Cr S Cox Cr M Neagle 4. DISCLOSURE OF INTERESTS NIL 5. CONFIRMATION OF MINUTES 5.1 Audit & Risk Committee – 19 October 2020 (Folio 9050 – Folio 9052) – Late Item Cr Drew moved that the Minutes of the Audit & Risk Committee (provided at the

meeting) dated 19 October 2020 be taken as presented and confirmed.

Cr Slarks seconded CARRIED 6. QUESTIONS WITHOUT NOTICE NIL 7. REPORTS FROM COUNCIL OFFICERS 7.1 Director Corporate Services 7.1.1 Annual Financial Statements 2019/20 Cr Muhovics moved that Council recommends that the Chief Executive Officer

and the Mayor sign the “Certification of Financial Statements” for the 2019 / 20 Annual Financial Statements as presented, pursuant to Section 14 of the Local Government (Financial Management) Regulations 2011.


Attachment 5.3.1


Folio 9054

Wattle Range Council Special Meeting – 19 October 2020

8. CORRESPONDENCE NIL 9. URGENT MOTIONS WITHOUT NOTICE NIL 10. MEETING CLOSURE Meeting closed at 5.22 pm. Taken as presented and confirmed.

…………………………………………………… MAYOR

……………………………………… DATE

Attachment 5.3.1



6 Matters Arising From The Minutes

No matters have been presented at the point of publishing the Agenda.


7 Adjournments

No adjourned reports are included in this Agenda.


8 Mayoral Communications8.1 Mayoral Communications

8.1 Mayoral Communications

Report Type Mayoral Report

Author Mayor Noll


Attachments 1. Mayoral Communication - November 2020 [8.1.1 - 2 pages]

RECOMMENDATION

That the Mayoral Communications be taken as presented and confirmed.

Mayoral Communication

10/11/20

Wattle Range Council Disability Access and Inclusion Plan 2019/2023: The Committee held its first meeting on 15/10/20. A significant amount of data and actions were discussed. The data came from community consultation that was held with our community and legislative requirements that must be complied with. The aim of our Disability Access and Inclusion Plan (DAIP) is to provide equity of access and inclusion to all services, facilities, functions, events, and information provided by our Council. Work on the plan will continue along with budget submissions.

Local Government Annual General Meeting: Held at the Woodville Town Hall on Thursday the 29/10/20. I attended and have a complete copy of the agenda, Annual Report and the Annual Business Plan 2020/21, if anyone would like to discuss any items of business. General items of business are identified below.

Mayor Angela Evans from City of Charles Sturt was elected as Local Government President for the next two years. Congratulations to Angela.

Local Government Annual General Meeting Motions: 1. Attendance at Meetings by electronic means (Victor Harbor) Carried – Mayor’s Vote: Against 2. Solid Waste Levy (Berri Barmera) Carried – Mayor’s Vote: For 3. Recycling Services and better support for regional communities in the disposal and

management of recycling (Wattle Range) Carried – Mayor’s Vote: For 4. Family and Domestic Violence training, education and development (Adelaide) Carried –

Mayor’s Vote: Against 5. Native Vegetation Act and Policy for SEB Guidelines (Playford) Carried – Mayor’s Vote: For 6. Collaborative development of a trial local government sector framework and approach

fostering greater cross council collaboration and co-funding of shared social and other facilities and infrastructure (Adelaide) Lost – Mayor’s Vote: Against

7. Aluminium Composite Panel Cladding (Salisbury) Carried – Mayor’s Vote: For 8. Regulation 119 of the Planning, Development and Infrastructure (General) Regulations 2017

(Salisbury) Carried – Mayor’s Vote: For 9. State of Climate Change Emergency (Gawler) Lost – Mayor’s Vote: Against 10. Catastrophic Fire Days Community Relief Centres (Cool Refuge Centre) (Port Lincoln) Carried

Mayor’s Vote: For 11. Installation of Sea-Level Gauge at O’Sullivan Beach (Adelaide Plains) Carried – Mayor’s Vote: For 12. ‘Buying it Back’ Circular Procurement Pilot Project-recommendations for local government (LGA

Board of Directors) Carried – Mayors Vote: For 13. LGA Board and Committee Members Allowances and Expenses Policy (LGA Board of Directors)

Lost – Mayor’s Vote: Against

Attachment 8.1.1


Attended:

• Wattle Range Suicide Network Committee Meeting – 1/10/20 • Beachport Fishing Coop. Tour of new premises – 6/10/20 • Millicent Community Strategic Planning Meeting – 6/10/20 • Teleconference with Tony Pasin, MP - $736.000 Federal Govt. Funding – 7/10/20 • Kalangadoo CFS Training (Burn Over Skills) – 7/10/20 • Meeting with Local Police – 8/10/20 • LCLGA General Board Meeting at Robe – 9/10/20 • Tantanoola Primary School Meeting with District Education Manager – 9/10/20 • Wattle Range Suicide Network – Amazing Race Community Awareness Event – 11/10/20 • Wattle Range Council Disability Access & Inclusion Plan 2019-2023 meeting – 15/10/20 • Portraits of Penola Women – Parker Coonawarra Estate Winery – 15/10/20 • Mayors weekly catch up zoom meeting – 16/10/20 • Millicent United Soccer Club Juniors Presentation Day – 17/10/20 • WRC Audit & Risk Committee Meeting with Auditor – 19/10/20 • Citizenship Ceremony – 23/10/20 • Millicent Basketball Carnival – 24/10/20 • RSL Hall, Millicent Veteran’s Health Week - Dept Veteran’s Affairs – 25/10/20 • 2020 LGA Annual General Meeting at Woodville – 29/10/20 • Senior of the Year Award 2020 – John Shaw Nielson Gallery, Penola – 30/10/20 • Millicent “Art in the Garden” Fund Raiser - “Byamee Gardens” – 1/11/20 • SA Parliament Select Committee on Matters Relating to the Timber Industry in the

Limestone Coast. Wattle Range Council giving evidence – 2/11/20 • Meeting with Steve Bourne – Limestone Coast Landscape Board – 2/11/20 • Millicent Christmas Hamper meeting re: future direction – 4/11/20 • Stand Like Stone AGM – 4/11/20 • Millicent Community Learning Centre re Operation Flinders Presentation – 5/11/20 • Foodbank SA Mount Gambier Property Acquisition Celebration – 6/11/20

Attachment 8.1.1



9 Deputations9.1 Substance Misuse Limestone Coast - Planet Youth Data

9.1 Substance Misuse Limestone Coast - Planet Youth Data

Report Type Deputations

Organisation Substance Misuse Limestone Coast - Limestone Coast Local Government Association

Representative Sophie Bourchier (Substance Misuse Limestone Coast) and Jayne Miller (District Council of Grant)


Attachments 1. Letter [9.1.1 - 1 page]

Sophie Bourchier and Jayne Miller will make a presentation to Council regarding Planet Youth data.

Limestone Coast Local Government Association

Level 1, 9 Bay Road Mount Gambier SA 5290

Telephone (08) 8723 7310 Email [email protected]

20th October 2020 Mayor Des Noll Wattle Range Council PO Box 27 Millicent SA 5280 Dear Mayor Noll, The Alcohol and Drug Foundation and Iceland’s Planet Youth Team recently held community workshops in the five Planet Youth pilot sites in NSW and SA to discuss key findings from data collected in November 2019 from local schools. The Limestone Coast is one of South Australia’s two pilot sites. The nature of the data is sensitive as it presents information about local school students. The findings from the data will be used by our Local Drug Action Team (LDAT) and their stakeholders to increase awareness, and inform targeted approaches, to prevent alcohol and other drug (AOD) use and its associated harms within the pilot community. Data insights will inform approaches to building priority protective factors within the community across the Planet Youth Domains (Parents and family, Friends and peers, School and Leisure). It also seeks to increase awareness of key actions that community can support to improve outcomes for young people; and engage community influencers to mobilise cultural and environmental changes. Members of the LDAT request 20 minutes of Council’s time to present to Wattle Range Council elected Members an abridged version of the data to increase your members’ awareness and inform your targeted approaches to prevent AOD use and increase protective factors in the community. Kind Regards, Sophie Bourchier Georgina Davison Jayne Miller Project Officer Library Manager Community Development Coordinator SMLC City of Mount Gambier District Council Grant

Attachment 9.1.1



9.2 Coonawarra Soldiers Memorial Hall Committee - Financial Assistance Request - Rebuilding The Kitchen In The Old Coonawarra School Building

9.2 Coonawarra Soldiers Memorial Hall Committee - Financial Assistance Request - Rebuilding the Kitchen in the old Coonawarra School building

Report Type Deputations

Organisation Coonawarra Soldiers Memorial Hall Committee

Representative Brian Smibert


Attachments 1. Email from Brian Smibert [9.2.1 - 1 page]

Brian Smibert will make a presentation to Council regarding a request for financial assistance in rebuilding the kitchen in the old Coonawarra School building.

Attachment 9.2.1



10 Petitions

No petitions have been presented at the point of publishing the Agenda.


11 Reports From Council Members

No reports have been submitted at the point of publishing the Agenda.


12 Questions With Notice

No Questions with Notice have been received at the point of publishing the Agenda.


13 Questions Without Notice

Questions without Notice from Elected Members may be forthcoming at this point in the Meeting.


14 Reports From Council Committees14.1 Greenrise Lake Advisory Committee

14.1 Greenrise Lake Advisory Committee

Report Type Reports from Council Committees

Committee Greenrise Lake Advisory Committee


Attachments 1. GLAC 12-10-2020 [14.1.1 - 2 pages]

RECOMMENDATION

That:

1. The Minutes of the Meeting dated 12 October 2020 of the Greenrise Lake Advisory Committee be received and noted.

2. Council acknowledge the resignation of Graham Hinze and thank him for his work on the Committee.

3. Council proceed to advertise a vacancy on the Greenrise Lake Advisory Committee for a period of 21 days.

Greenrise Lake Advisory Committee

12-10-2020

Present P Bissell, C Robinson, B Provis, R Paltridge, K Jarred, G Hinze and P Halton.

R Haines attended as an observer.

No apologies were received.

Minutes B Provis moved that minutes of previous meeting be accepted. Sec R Paltridge Crd

Business arising. Chainsaw training date of 20th or 22nd was suggested. Pete Bissell to send out an email regarding a date.

Herbicide spraying. Pete Bissell to contact John ?? at Penola depot and also consult with Graham re thistle spraying

No correspondence

Engineer’s report.

Peter Halton presented a report on costing of relocating the walkway.

The current pathway will cost $30800 to complete including fencing and culverts for water flow.

To transfer the walkway to the eastern fence (along the highway, but within Greenrise) the cost would be $40800.

Although there would only be one fence required, apart from shifting material considerably more filling would be required due to lower areas.

Following considerable discussion C Robinson moved

“that we endorse the existing pathway, culverts be installed for water where required and the fence be placed as close as possible to the path with suitable gates installed to allow vehicle and sheep movement.”

Motion sec by K Jarred. Graham Hinze abstained from voting. Crd

Peter advised that he hoped to have culverts installed and pathway sealed before xmas.

P Halton to report back to next meeting re pathways in arboretum.

P Halton reported that he hopes to have some seating in place around the walkways before xmas, however this may depend on the weather to be able to shift the logs around.

Entrance meeting was well attended and with good discussion taking place.

Attachment 14.1.1


General business.

Peter Halton provided a map of the commonage area and a discussion about excluding areas such as the cemetery, pony club and airfield took place.

P Bissell to work with Cath Loder on the proposal and charter issues and report back next meeting

A working bee should be arranged to cleanup within the arboretum however it is too wet for vehicles at the moment. A date TBA

P Bissell and K Jarred met with council staff re mowing around newly planted trees and any issues were resolved.

K Jarred was reimbursed for trees he purchased from money received via the donation Box.

The Penola Men’s shed have made two table/benches to be used at the BBQ areas. These are paid for by the Lions Club and will be installed by council.

Around the Table.

C Robinson raised the issue whether a plaque could be placed at the tree where the serious accident took place several years ago and just ‘Tidy the area up” Catherine will investigate options.

K Jarred enquired whether council could provide mulch to be placed around trees to help suppress weeds.

Fence along driveway around “Deadman’s Swamp” needs some attention as some post are leaning in.

Peter H report new/extra signage is to be place around the entrance/exit to Greenrise.

Graham report recent issues with the windmill at the southern end. As this is shared by the Sports club there is a need to look at the long term supply of water. A water pipe is already in place from the cemetery.

Graham Hinze advised that this was his last meeting and would be resigning from the committee due to leaving the district in the new year.

C Robinson was nominated by P Bissell and sec by B Provis to be new secretary.

Meeting closed at 8.40PM with the next meeting on November 9th at 7PM.

It was pointed out that Ray Haines (being a Lions member) will nominate for the vacancy subject to WRC procedure in selecting a replacement.

Attachment 14.1.1



15 Reports From Council Officers

15.1Chief Executive Officer15.1.1 Monthly Project Status Report

15.1.1 Monthly Project Status Report

Report Type Officer Report

Department Executive

Author Ben Gower

Disclosure of Interest No Council officers or contractors have declared a conflict of interest regarding the matter under consideration.

Current Risk Rating Medium

Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.1 Enhance public space areas including parks, public places, car parking, street lighting and streetscapes to provide vibrant, attractive areas.1.2 Through appropriate planning, develop vibrant, presentable townships throughout the Wattle Range area.1.3 Provide sustainable, vibrant community facilities.

Theme 4 - Infrastructure & Asset Sustainability4.1 Create a sustainable stock of assets, with appropriate long term asset planning and optimal use.4.2 Plan and provide for a safe local road network that meets the future and current needs of our community.4.4 Plan for and optimise Council’s stock of building assets whilst meeting the future and current needs of community.4.5 Plan and provide for the expansion and replacement of Council’s stock of footpaths, walkways and trails to meet the future and current needs of our community.

Theme 5 - Organisational Excellence 5.2 Govern in a responsible and responsive way.


Attachments 1. 2020-21 Capital Projects October 2020 [15.1.1.1 - 1 page]

Purpose of Report

To provide an update on the progress of works and financial status of Council’s capital and operational projects.

Report Details

Project Officers are continuing to deliver a number of 2020/21 capital projects which provide functional, safe, fit for purpose assets that meet the changing needs of the community. As at 26 October 2020, 99 capital projects were listed in the 2020/21 Annual Business Plan. The capital project completion rate is currently at 34% with an expenditure rate of just 6.35%.


Planning, design, and procurement are commencing on several projects. Status of all listed capital projects is shown in the chart below:

The 2020/21 capital program comprises a range of infrastructure assets and services as shown in the chart below:

The distribution of capital projects resulting in the creation of new assets, and the management of ageing assets in need of renewal and replacement is shown in the chart below:


As at 26 October, the total expenditure rate was at 6.35% of $8,373,392 total allocated budget.

Officers are also working on completing the 10% of outstanding projects that were not completed as part of the 2019/20 Capital Works Program.

Capital Projects Status

Council New Office – the Council, at the October meeting, has selected the former Netball Courts as the site for the proposed new office. The next stage in the process will be to engage a suitably qualified architect to produce a detailed design that meets both the current and future needs of the Council. Once the design has been finalised, the next stage will be to seek tender submissions to construct the building.

Millicent Domain Entry Marker Statement - the Council, at the October meeting, resolved to negotiate the final design and enter into a contract with Exhibition Studios Pty Ltd for the design, construction, and installation of an Entry Marker (Public Art) statement for the Domain Playground precinct in Millicent.


Millicent Domain Artwork – the evaluation panel met in October and decided to enter into a contract with Propeller Design (trading as Quentin Gore Design) for the design, construction, and installation of supplementary artwork for the Domain Playground precinct in Millicent.

Millicent Domain Pedestrian Bridge – ground works for the installation of a new pedestrian bridge have been rescheduled in early November due to inclement weather in October. The project is now planned for completion by the end of November.


Millicent Swimming Lake – Restrooms and changerooms at the Millicent Swimming Lake have been renovated and are ready for use in summer.

Glencoe War Memorial Wall – the construction of the memorial wall is approaching completion. Council has scheduled landscaping around the memorial wall in November.


Penola Entrance Signage - The evaluation panel are currently reviewing quotations from contractors for the construction of two entrance signage on Riddoch Highway.

Penola Stormwater Drainage - the Council, at the October meeting, has resolved to approve a budget variation to the Arthur Street Drainage allocating an additional $110,000. Council has completed 60% road reinstatement. All drainage apart from the pipes across the front of the fire station next to the depot are now in, and pits are in, and a lot of the concrete re-instatements have now been done. Next job will be the Main street, to re-do the intersection of Church and Arthur Streets, that will be an extensive job removing the spoon drains and resloping the intersection ready for sealing.


Beachport Bowling Club – The scope development and tender documentation for the upgrade works at Beachport Bowling Club is continuing with further planning meetings with Heritage advisor and Structural engineer scheduled at the end of October.

SOTP Recreation Hall – Project Officer, having received specifications and plans from the designer, will go out to tender within the next fortnight.

Various Roadworks – renewal works are continuing as planned on a number of roads, kerbs, footpaths and pram ramps throughout the Council. As seen below, Young Street footpath in Penola has now been sealed.


Project Officers are also focusing on delivering a number of other capital projects including the Beachport Museum Roof, Millicent RSL Lintels, Water Softener at SOTP, new water supply for the Millicent VIC, and balcony upgrade at the Civic and Arts Centre. A number of projects were waiting on Budget Review 1, now that it has been adopted, these projects will proceed.

A detailed list of capital and operational projects is detailed herewith for information.

Information Technology Projects Status

The Datascape Project – Datascape is the replacement software for the current legacy administration software SynergySoft. To date progress has been made in the following areas.

Antenno – The Antenno app is now live and ready to download from Google Play or the App store. The two-way communication of public reporting back to Council will be implemented with the Customer Request Module mid-2021.

Online Bookings – The Online Bookings module will allow the community greater access and control in managing their bookings for venues and resources by being able to browse and search for venues and resources, availability of venues, create, update, change or cancel bookings and pay online. Build work has commenced and key user training is scheduled for 23rd – 25th November with Go Live in December.

Finance Modules – The Financial modules will allow the community to make payments online and to streamline Council’s financial processes. The Solution Design Document (SDD) is currently being reviewed by Council and a review has been scheduled with Datacom Subject Matter Experts. Build work will commence in November 2020 and continue until February 2021.

Property and Rating – The SDD has been signed and submitted to Datacom, ready for build work to commence in November.

SubscribeHR – This software will streamline human resources functions such as the recruitment, onboarding and offboarding processes. The new software is integrated with Datascape and will create efficiencies in human resources and payroll functions


once fully implemented. Single Sign On integration has been implemented. Seek integration for recruitment will be tested in November. The e-Recruitment and Onboarding modules build work has begun and the first round of testing has been completed. After discussions around process changes, it has been decided to move the Go Live date from September and implement a staged rollout across managers and processes.

Datapay – Datapay is the payroll software which will integrate with Datascape and SubscribeHR. Integration work between Datapay and SubscribeHR has commenced and the design workshops have been scheduled for November.

Regulatory – two meetings have been scheduled to gather requirements for the regulatory modules:

Animals Cemeteries Development Environment Health Infringements

All other modules design workshops have been scheduled with Datacom continuing from November 2020 to February 2021.

Financial Considerations

Budget Allocation $8,373,392.00Budget Spent to Date $531,386.21Budget Variation Requested $0

Risk Considerations

Refer to Wattle Range Council’s SharePoint Risk Register – Capital Works Progress.

Policy Considerations

There are no known policy considerations related to this report.

Legislative Considerations

There are no known legislative considerations related to this report.

Environmental / Sustainability Considerations

There are no known environmental or sustainability considerations related to this report.

Communication & Consultation Considerations


A series of media releases have and will continue to be prepared for Capital Works projects to keep the community informed about their progress.

RECOMMENDATION

That Council receive and note the report.

Project Name Project Category Asset Classification Project Type Project Officer Project Status % Complete Planning Commencement Date Works Commencement Date Project Completion Date 20/21 Budget 20/21 Actual Cost

Mount Burr Football Club Capital Buildings and Other Structures Renewal Andrew Thorne Approvals 10% 1/07/2020 30/06/2021 80,000$ -$

SOTP Recreational Hall Capital Buildings and Other Structures New Daryl Sexton Approvals 15% 1/07/2019 30/06/2020 220,550$ -$

VIC Counter Doors Capital Buildings and Other Structures Upgrade David Davis Approvals 10% 1/07/2020 30/06/2021 22,000$ -$

Beachport Waste Transfer Centre (part construction) Capital Buildings and Other Structures New Ryan Domleo Approvals 10% 1/07/2020 30/06/2021 400,000$ -$

Millicent Swimming Lake (Toilet & Showers) Capital Buildings and Other Structures Renewal Andrew Thorne Completed 100% 1/07/2020 30/06/2021 40,000$ 29,140$

Childcare Staffroom Upgrade Capital Buildings and Other Structures Upgrade David Davis Completed 100% 1/07/2019 30/06/2020 7,250$ -$

SOTP- B Block Water Softener Upgrade Capital Buildings and Other Structures Upgrade David Davis Completed 100% 1/07/2020 12/10/2020 19/10/2020 8,500$ 8,803$

Wifi - Visitor Information Centres Capital Plant and Equipment New Jamie Sneddon Completed 100% 1/07/2020 30/06/2021 4,400$ -$

Millicent Domain Walking Trail Capital Footpaths New Peter Halton Completed 100% 1/01/2017 3/07/2017 30/09/2017 32,500$ -$

Footpath Renewal- Mount Gambier Road (Millicent) Capital Footpaths Renewal Peter Wight Completed 100% 1/07/2020 1/09/2020 15/10/2020 29,150$ 12,240$

Footpath Renewal- North West Terrace (Beachport) Capital Footpaths Renewal Peter Wight Completed 100% 1/07/2020 11/09/2020 2/10/2020 15,000$ 8,055$

Footpath Renewal- Young Street (Penola) Capital Footpaths Renewal Peter Wight Completed 100% 1/07/2020 16/09/2020 16/10/2020 14,850$ 2,897$

Kerb Renewals- Science Avenue (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Completed 100% 1/07/2018 28/09/2020 18/10/2020 20,000$ 4,982$

Kerb Renewals- Smith Street (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Completed 100% 1/07/2020 20/08/2020 10/10/2020 36,000$ 13,494$

Kerb Renewals- Scott Street (Penola) Capital Kerbs and Gutters Renewal Peter Wight Completed 100% 1/07/2020 25/09/2020 17/10/2020 24,000$ -$

Major Plant Purchase- Light Truck (Maintenance Team) Capital Plant and Equipment New Tim Whennen Completed 100% 1/07/2020 21/09/2020 58,500$ 54,521$

Resheet (unsealed) - Lynns Road Capital Unsealed Roads Renewal Wayne Thomas Completed 100% 1/07/2020 30/06/2021 56,000$ 55,502$

Resheet (unsealed)- Nitschke Road Capital Unsealed Roads Renewal Wayne Thomas Completed 100% 1/07/2020 30/06/2021 47,000$ 24,275$

Resheet (unsealed)- Ryans Road Capital Unsealed Roads Renewal Wayne Thomas Completed 100% 1/07/2020 30/06/2021 35,000$ 24,818$

Resheet (unsealed)- V & A Lane (east) Capital Unsealed Roads Renewal Wayne Thomas Completed 100% 1/07/2020 30/06/2021 59,000$ 44,561$

Resheet (unsealed)- Muggleton Road Capital Unsealed Roads Renewal Wayne Thomas Completed 100% 1/07/2020 12/10/2020 15/10/2020 10,000$ 9,582$

Millicent RSL Lintel Replacement Capital Buildings and Other Structures Renewal David Davis Delivery 25% 1/07/2020 30/06/2021 27,500$ 60$

Beachport Museum - New roof Capital Buildings and Other Structures Renewal David Davis Delivery 25% 1/07/2020 30/06/2021 22,000$ 60$

Childcare- Cupboards Capital Furniture and Fittings Renewal David Davis Delivery 25% 1/07/2020 30/06/2021 7,250$ -$

WIFI Spine for Community Access Millicent/Penola Capital Plant and Equipment New Jamie Sneddon Delivery 80% 1/07/2019 23/03/2020 30/11/2020 31,500$ 14,455$

Annual Computer Replacement Capital Plant and Equipment Renewal Jamie Sneddon Delivery 90% 1/07/2020 30/06/2021 22,500$ 20,243$

Annual Computer Renewal (Public) Capital Plant and Equipment Renewal Jamie Sneddon Delivery 80% 1/07/2020 30/06/2021 4,000$ 3,543$

Millicent Library- Stage 2 RFID Project (After hours chute) Capital Plant and Equipment New Janice Nitschke Delivery 20% 1/07/2020 30/06/2021 7,000$ 6,035$

Kentish Place Footways (Millicent) Capital Footpaths Renewal Peter Wight Delivery 20% 1/07/2019 30/06/2020 13,000$ -$

Footpath Renewal- Various Pram Ramp Renewals Capital Footpaths Renewal Peter Wight Delivery 50% 1/07/2020 20/08/2020 30/06/2021 15,000$ 660$

Footpath Renewal- Williams Road (Millicent) Capital Footpaths Renewal Peter Wight Delivery 80% 1/07/2020 6/10/2020 30/06/2021 47,000$ 7,744$

Kerb Renewals- Whennen Street (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Delivery 10% 1/07/2020 20/08/2020 30/06/2021 29,000$ 964$

Kerb Renewal- North Tce (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Delivery 10% 1/07/2020 20/10/2020 30/06/2021 9,700$ -$

Kennedy Road- Widening Capital Sealed Roads Upgrade Wayne Thomas Delivery 20% 1/07/2020 28/09/2020 30/06/2021 1,004,872$ 31,704$

Resheet (unsealed)- McKays Road Capital Unsealed Roads Renewal Wayne Thomas Delivery 10% 1/07/2020 2/10/2020 30/06/2021 125,000$ -$

Resheet (unsealed)- Canunda Frontage Road Capital Unsealed Roads Renewal Wayne Thomas Delivery 20% 1/07/2020 15/10/2020 30/06/2021 186,000$ 905$

Main Office Building (design & documentation) Capital Buildings and Other Structures New Daryl Sexton; Munivenkata Krishna SR Design 50% 1/07/2020 30/06/2021 165,000$ -$

Millicent Civic Library (Air-Conditioning) Capital Buildings and Other Structures Renewal Jonathon Kilsby Design 10% 1/07/2020 30/06/2021 40,000$ -$

Nangwarry Pool (plant room) Capital Buildings and Other Structures Upgrade Lauren Oxlade Design 10% 1/07/2020 30/06/2021 234,000$ -$

Millicent Depot (Building design) Capital Buildings and Other Structures New Munivenkata Krishna SR Design 40% 1/07/2020 30/06/2021 33,000$ -$

Beachport Bowling Club (Kitchen & Bar) Capital Buildings and Other Structures Upgrade Munivenkata Krishna SR Design 10% 1/07/2020 30/06/2021 60,000$ -$

Grandstands for Community Events Capital Buildings and Other Structures New Roger Babolka Design 20% 1/07/2020 30/06/2021 9,600$ -$

Rymill Hall Carpark Capital Sealed Roads New Ryan Domleo Design 40% 1/07/2020 30/06/2021 5,000$ -$

Railway Terrace (Beachport) - New Capark Capital Sealed Roads Upgrade Ryan Domleo Design 50% 1/07/2020 30/06/2021 6,500$ -$

Fire Service Upgrade - McLaughlin Park Capital Buildings and Other Structures New Daryl Sexton Not Started 0% 1/07/2020 30/06/2021 72,000$ -$

Fire Hydrant- McCorquindale Park (Penola) Capital Buildings and Other Structures New Daryl Sexton Not Started 0% 1/07/2020 30/06/2021 72,000$ -$

Penola Stormwater Design (Arthur & Clarke Street) Capital Stormwater New Daryl Sexton Not Started 0% 1/07/2020 30/06/2021 70,000$ -$

Playground Replacement (Mowbray Street) Capital Buildings and Other Structures Renewal Eddy Ros Not Started 0% 1/07/2020 30/06/2021 66,000$ -$

Millicent Domain Playground (softfall replacement) Capital Buildings and Other Structures Renewal Eddy Ros Not Started 0% 1/07/2020 30/06/2021 50,000$ -$

Video Conferencing Equipment Capital Plant and Equipment New Jamie Sneddon Not Started 0% 1/07/2020 30/06/2021 20,000$ -$

Millicent Town Entrance Capital Buildings and Other Structures New Munivenkata Krishna SR Not Started 0% 1/07/2020 30/06/2021 20,000$ -$

Footpath Renewal- Sommerville Street (Beachport) Capital Footpaths Renewal Peter Wight Not Started 0% 1/02/2021 30/06/2021 14,000$ -$

Kerb Renewal- South Tce (Beachport) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 1/07/2020 30/06/2021 15,000$ -$

Kerb Renewals- Elder Street (Kalangadoo) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 26/10/2020 30/06/2021 13,480$ -$

Kerb Renewals- McCourt Street (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 16/11/2020 30/06/2021 9,300$ -$

Kerb Renewals- Young Street (Penola) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 3/01/2021 30/06/2021 25,200$ -$

Kerb Renewals - Ridge Terrace (Millicent) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 11/01/2021 30/06/2021 13,500$ -$

Kerb Renewals- Ingram Street (Mt Burr) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 1/02/2021 30/06/2021 27,720$ -$

Kerb Renewals- Cape Buffon Drive (Southend) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 1/03/2021 30/06/2021 12,000$ -$

Kerb Renewals- George Street (Southend) Capital Kerbs and Gutters Renewal Peter Wight Not Started 0% 1/03/2021 30/06/2021 5,100$ -$

Stormwater Renewals Capital Stormwater Renewal Peter Wight Not Started 0% 1/07/2020 30/06/2021 20,000$ -$

SOTP - Boom Gate Replacement Capital Plant and Equipment Renewal Roger Babolka Not Started 0% 1/07/2020 30/06/2021 31,900$ -$

Plant Renewals (Light Vehicles) - P254 Capital Plant and Equipment Renewal Tim Whennen Not Started 0% 1/07/2020 29/01/2021 30/06/2021 33,000$ -$

Plant Renewals (Light Vehicles) - Toyota Rav4 Capital Plant and Equipment Renewal Tim Whennen Not Started 0% 1/07/2020 29/01/2021 30/06/2021 49,500$ 40,829$

Major Plant Renewal- P3657 (Hyster Forklift) Capital Plant and Equipment Renewal Tim Whennen Not Started 0% 30/11/2020 30/06/2021 38,500$ -$

Plant Renewals (Light Vehicles)- P259 Capital Plant and Equipment Renewal Tim Whennen Not Started 0% 26/02/2021 30/06/2021 71,500$ -$

Major Plant Renewal- P228 (Suzuki APV Van) Capital Plant and Equipment Renewal Tim Whennen Not Started 0% 26/02/2021 30/06/2021 28,600$ -$

Resheet (unsealed)- Brooks Road Capital Unsealed Roads Renewal Wayne Thomas Not Started 0% 1/07/2020 30/06/2021 20,000$ -$

Resheet (unsealed) - Considine Road (Tantanoola) Capital Unsealed Roads Renewal Wayne Thomas Not Started 0% 1/07/2020 30/06/2021 24,000$ -$

Resheet (unsealed)- Fensoms Road Capital Unsealed Roads Renewal Wayne Thomas Not Started 0% 1/07/2020 30/06/2021 60,000$ -$

Resheet (unsealed)- Pooles Road Capital Unsealed Roads Renewal Wayne Thomas Not Started 0% 1/07/2020 30/06/2021 118,000$ -$

Lossie Lane Capital Unsealed Roads Upgrade Wayne Thomas Not Started 0% 1/07/2020 30/06/2021 60,000$ 142$

Resheet (unsealed)- Rabbits Road Capital Unsealed Roads Renewal Wayne Thomas Not Started 0% 11/01/2021 30/06/2021 43,000$ -$

Civic & Arts Centre (Parapet and gutters) Capital Buildings and Other Structures Renewal Andrew Thorne Planning 10% 1/07/2020 30/06/2021 22,000$ 6,564$

CWMS Renewals - Penola Capital CWMS Renewal Charlie Matthews Planning 10% 1/07/2020 30/06/2021 25,000$ -$

CWMS Renewals- Kalangadoo Capital CWMS Renewal Charlie Matthews Planning 10% 1/07/2020 30/06/2021 20,000$ -$

CWMS Renewals- Southend Capital CWMS Renewal Charlie Matthews Planning 10% 1/07/2020 30/06/2021 20,000$ 3,182$

Millicent Depot (Premix Shed) Capital Buildings and Other Structures Renewal Munivenkata Krishna SR Planning 10% 1/07/2020 30/06/2021 110,000$ -$

Beachport Bowling Club (building) Capital Buildings and Other Structures Renewal Munivenkata Krishna SR Planning 20% 1/07/2020 30/06/2021 270,000$ -$

Mount Burr Service Roads (Survey & Design) Capital Unsealed Roads Upgrade Ryan Domleo Planning 5% 1/07/2020 30/06/2021 15,000$ -$

Mount Burr Service Road Capital Unsealed Roads Upgrade Ryan Domleo Planning 10% 1/07/2020 30/06/2021 240,000$ -$

Major Plant Renewal- P4018 (Mitsubishi Fuso Dual Cab Canter) Capital Plant and Equipment Renewal Tim Whennen Planning 10% 1/07/2020 21/10/2020 30/06/2021 99,000$ -$

Major Plant Renewal- P4054 (Toro Groundmaster Mower) Capital Plant and Equipment Renewal Tim Whennen Planning 20% 1/07/2020 21/10/2020 30/06/2021 121,000$ -$

Southend Access Road Capital Sealed Roads Upgrade Ryan Domleo Procurement 5% 1/07/2018 30/06/2019 105,000$ -$

Lake Leake Glencoe (Toilet & BBQ Upgrade) Capital Buildings and Other Structures Renewal David Davis Procurement 10% 1/07/2020 30/06/2021 30,000$ 2,786$

Beachport Centennial Park - (Replace lighting tower) Capital Buildings and Other Structures Renewal Jonathon Kilsby Procurement 10% 1/07/2020 30/06/2021 11,000$ -$

Penola Township Entrance Capital Buildings and Other Structures New Munivenkata Krishna SR Procurement 20% 1/07/2020 30/06/2021 55,000$ -$

Beachport Playground Upgrade Capital Buildings and Other Structures Upgrade Peter Halton; Munivenkata Krishna SR Procurement 20% 1/07/2020 30/06/2021 350,000$ -$

Capital Renewal (sealed roads- reseals) Capital Sealed Roads Renewal Peter Wight Procurement 15% 1/07/2020 30/06/2021 1,110,200$ 335$

Intersection Upgrades Capital Sealed Roads Upgrade Peter Wight Procurement 10% 1/07/2020 30/06/2021 110,000$ -$

Saleyards Irrigation expansion EPA requirement Capital Plant and Equipment Upgrade Steve Chapple Procurement 25% 1/07/2020 16/11/2020 26/02/2021 11,000$ -$

Major Plant Renewal- P4043 (Hustler Z Series Zero Turn Mower) Capital Plant and Equipment Renewal Tim Whennen Procurement 80% 1/07/2020 30/06/2021 28,600$ -$

Major Plant Renewal- P4044 (Hustler Z Series Zero Turn Mower) Capital Plant and Equipment Renewal Tim Whennen Procurement 80% 1/07/2020 30/06/2021 28,600$ -$

Minor Plant Renewal Capital Plant and Equipment Renewal Tim Whennen Procurement 20% 1/07/2020 30/06/2021 40,000$ 44,168$

Major Plant Renewal- P516 (Komatsu Wheel Loader) Capital Plant and Equipment Renewal Tim Whennen Procurement 90% 1/07/2020 6/07/2020 30/06/2021 286,000$ -$

Major Plant Purchase- Prime Mover & Side Tipper Capital Plant and Equipment New Tim Whennen Procurement 75% 1/07/2020 6/07/2020 30/06/2021 385,000$ -$

Plant Renewal (Light Vehicles) - P206 Capital Plant and Equipment Renewal Tim Whennen Procurement 75% 1/07/2020 30/09/2020 30/06/2021 38,500$ -$

Plant Renewal (Light Vehicles) - P239 Capital Plant and Equipment Renewal Tim Whennen Procurement 75% 1/07/2020 30/09/2020 30/06/2021 47,300$ -$

Plant Renewals (Light Vehicles) - P240 Capital Plant and Equipment Renewal Tim Whennen Procurement 75% 1/07/2020 30/09/2020 30/06/2021 47,300$ -$

Attachment 15.1.1.1



15.1.2 Council Office - Further Guidance

15.1.2 Council Office - Further Guidance



Author Ben Gower

Disclosure of Interest No Council Officers or Contractors have declared a Conflict of Interest regarding the matter under consideration.

Current Risk Rating Not Applicable

Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.3 Provide sustainable, vibrant community facilities.

Theme 2 - Economic Prosperity 2.1 Support and advocate for improved infrastructure that enhances and creates economic and business opportunities.

Theme 4 - Infrastructure & Asset Sustainability4.1 Create a sustainable stock of assets, with appropriate long term asset planning and optimal use.4.4 Plan for and optimise Council’s stock of building assets whilst meeting the future and current needs of community.

Theme 5 - Organisational Excellence 5.3 Increase community input into Council decision making, through adoption of quality Community Engagement principles and practices.


Attachments 1. Concept Plans - Former Netball Courts Site [15.1.2.1 - 39 pages]

Purpose of Report

The purpose of this report is to define a number of project management constraints for the proposed new Council office prior to moving into stage three of the project - the detailed design phase.

Report Details

On the 13 October 2020 Council resolved to proceed with the Former Netball Courts site on the corner of North Terrace and Williams Road in Millicent as the location of the proposed new Council Office.


Prior to engaging architects to draft a detailed design for the office, a number of project management constraints need to be clarified to enable the project to proceed with a clear understanding of Council’s scope, cost and schedule expectations.

The project management triangle (also referred to as the triple constraint, iron triangle or project triangle) is a time-honoured model that describes the constraints of project management. It contends that the quality of work is constrained by a project's budget, deadlines and scope. All three constraints are inextricably linked and changes in one constraint necessitate changes in others to compensate, or quality will suffer.

For example, a project can be completed faster by increasing budget or cutting scope. Similarly, increasing scope may require equivalent increases in budget and schedule. Cutting budget without adjusting schedule or scope will lead to lower project quality.

As the project sponsor, it is important that Council provides the CEO (the Project Manager) with clear guidance on their project cost, scope and schedule expectations. As all three constraints are in constant tension with each other, it is also important to nominate a primary and secondary constraint to guide project decision making – and you can’t nominate all three. "Better, faster, or cheaper - choose two" and similar statements are often used to encapsulate the triangle's constraints concisely.

It is recommended that Council delegates the scoping of any administrative requirements of a new office (i.e. number of workstations, offices, meeting rooms and facilities) to the CEO to define with the architects as there are a number of technical and functional requirements that will need to be incorporated into the office design.

Further guidance is sought from Council on the incorporation of local building materials (i.e. timber or limestone), environmental sustainability (natural light, thermal properties and energy capture, storage and efficiency factors) and any general guidance around preferences for public spaces that need to be incorporated into the design - noting that all of these elements will have a corresponding impact on project cost.

It is also important to establish a maximum financial quantum for the project in order to place boundaries around the overall design scope. Design elements can then be added or removed from scope as required to ensure the project remains on track and in accordance with both Council and community financial expectations.

https://en.wikipedia.org/wiki/Project_management

https://en.wikipedia.org/wiki/Project_management

https://en.wikipedia.org/wiki/Quality_(business)


In order to help guide Council with establishing this quantum, the cost estimate that was produced for Chapman Herbert Architects Concept Design 4 (the Former Netball Courts) by quantity surveyors Chris Sale Consulting is contained at Attachment 1.

It should be noted that this estimate was based on a high-level concept design and that it contains a number of conservative percentage-based estimates around fees, loadings and contingency. Based on local experience and advice, the locality loading was subsequently adjusted down from 15% to a 10% loading when these cost estimates were presented to Council during the June 2020 Ordinary meeting. The adjusted cost estimates for concept Design Option 4 can be summarised as follows.

Demolition $51,000Building Construction $3,230,428External Works and Carparks $1,253,066Building Works Subtotal $4,534,494Design Contingency (5%) $226,725Builders Preliminaries and Margin (9.5%) $430,777Total Building Works $5,191,966Construction Contingency (5%) $259,600Professional Fees (10%) $519,200Statutory Charges including CITB Levy $15,576Loose Furniture, Fittings and Equipment $336,410Locality Loading (10%) $519,200Total Project Cost $6,841,981


Budget Allocation $165,000Budget Spent to Date $0Budget Variation Requested $0

Risk Considerations

There are no known risk considerations related to this report.


A Prudential Management Plan will be produced and presented to Council once the design phase has been completed and prior to any final decision to allocate funds and award a contract to construct.





There are a number of environmental and sustainability considerations related to this project that will need to be considered as part of the detailed design.


Once Council has considered the detailed scope of work and design for the proposed new Council Office it is recommended that the plans are released for community consultation

RECOMMENDATION

That Council:

1. Receive and note the report.

2. Directs the CEO to ensure that the primary project management constraint for the proposed new Council Office project is to be _________ driven followed by_________ as the secondary constraint.

3. Allocates $_________ to the Long Term Financial Plan for the construction and fit out of a potential new Council Office.

4. Directs the CEO to commence the demolition process for the former Netball building.

WATTLE RANGE COUNCIL Millicent, SA

New Administration Centre

Feasibility Report – Options 3 & 4

11 May 2020

Attachment 15.1.2.1


Contents

Drawings A19845-S5 – New Building: Apex Park – Option “3”, revision “P5”

- SITE / LOCATION PLANS

A19845-S6 – New Building: Apex Park – Option “3”, revision “P5”

- FLOOR PLAN

A19845-S7 – New Building: North Terrace – Option “4”, revision “P5”

- SITE / LOCATION PLANS

A19845-S8 – New Building: North Terrace – Option “4”, revision “P5”

- FLOOR PLAN

A19845-S9 – New Building: North Terrace – Option “3 & 4”, revision “P2”

- ELEVATIONS / SECTION

Cost Estimate 202481 – Wattle Range Council Admin Centre Redevelopment

- CONCEPT COST ESTIMATE OPTION “3”, revision “0”, 8 May 2020

- CONCEPT COST ESTIMATE OPTION “4”, revision “0”, 8 May 2020

Building Services Report 121665 – Wattle Range Council Administration Centre

- BUILDING SERVICES – PRELIMIMNARY ORDER OF COSTS

- OPTIONS 3 & 4

Attachment 15.1.2.1


ScaleSite Plan 1:200

ScaleLocation Plan 1:1000

Chapman Herbert Architects Pty Ltd50 North Terrace (PO Box 3589)Mount Gambier SA 5290Phone 0418 838 058Email [email protected] www.chapmanherbert.com.au

DRAWING NO. REV.

DATEELECTRONIC FILE DRAWN BY

TO BE READ WITH

SPECIFICATION NUMBER:

REV DATEISSUE / AMENDMENT DETAILS

CHKDDRN

SHEET SIZE

A1

Lot 5, North Terrace

Millicent, South Australia

Location & Site Plans

1:200

-

A19845-SD2.dwg GR 11/05/20

A19845-S7 P5

P1 25/03/20 GR PGK

PGKGR11/05/20P5

PGKGR01/05/20P4

SHGR24/04/20P3

SHGR09/04/20P2

Completed Concept Design

Issued to Client

Issued to client for review

Issued to consultants

Preliminary issue

Issued for internal review

Preliminary issue


Preliminary Concept Design


Wattle Range Council

Lot 5 - Option "4"


Lot 5 - Option "4"

0 4m2m 10m 20m

Main

Reception

Public

Entry

Council

Chamber

Public Gallery

Meet3

Lunch

Room

Lounge

Acc1

Acc2

Sa

fe

P/A

FM

CEO

Mayor

Store1

Files

Mgr/Dir

Meeting 1

Int1

HR/

Meet

I.T./

Store2

Q2Q1Mgr/Dir

Store3

Files

Engineering

Services #12

Development

Services #11

Corporate

Services #22

Meet4

Meet2

Int2

Mgr/Dir

PRELIMINARY

Service

Kiosk 1

Service

Kiosk 2

Office - Future

Expansion

Staff Entry

Attachment 15.1.2.1


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W I L L I A M S R D

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R I D G E T C E

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D R A I N

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D R A I N

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N O R T H T C E

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N O R T H T C E

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Out

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In

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(Exec Assist)

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(inc Shwr)

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(inc Shwr)

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K'ette

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Car Park

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A

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S9

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A

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S9

ScaleFloor Plan 1:100


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1:100

-

A19845-SD2.dwg GR 11/05/20

A19845-S8 P5

P1 25/03/20 GR PGK

PGKGR11/05/20P5

PGKGR01/05/20P4

SHGR24/04/20P3

SHGR09/04/20P2


Issued to Client

Issued to client for review

Issued to consultants

Preliminary issue


Preliminary issue





Lot 5 - Option "4"


Lot 5 - Option "4"

0 2m 4m 6m 8m 10m

Main

Reception

Public

Entry

Council

Chamber

Public Gallery

Staff Entry

Meet3

Lunch

Room

Lounge

Acc1

Acc2

Safe

P/A

FM

CEO

Mayor

Store1

Files

Mgr/Dir

Meeting 1

Int1

HR/

Meet

I.T./

Store2

Q2Q1Mgr/Dir

Store3

Files

Engineering

Services #12

Development

Services #11

Corporate

Services #22

Meet4

Meet2

Int2

Mgr/Dir

PRELIMINARY

Office - Future

Expansion

Service

Kiosk 1

Service

Kiosk 2

Attachment 15.1.2.1


AutoCAD SHX Text

(Exec Assist)

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(inc Shwr)

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(inc Shwr)

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AREAS SUMMARY Total Floor Area: = 1282 sq.m = 1282 sq.m 1282 sq.m Total Car Parks: = 60 = 60 60 Total Workstations: = 45 = 45 45

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Elevations

Options 3 & 4 1:100

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A19845-SD2.dwg GR 11/05/20

A19845-S9 P2

P1 08/05/20 GR PGK

PGKGR11/05/20P2


Issued to Client




Option 3 & 4


PRELIMINARY

0 2m 4m 6m 8m 10m

Apex East Park - Option "3"

0 2m 4m 6m 8m 10m

ScaleNorth Elevation 1:100

ScaleEast Elevation 1:100

ScaleSouth Elevation 1:100

ScaleEast Elevation 1:100

ScaleSection AA 1:100

East Lot 5 - Option "4"

Structure

East Lot 5 - Option "4"

Offices

Public Gallery

Attachment 15.1.2.1


AutoCAD SHX Text

Top of Roof

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FFL (Existing)

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5900

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Top of Roof

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FFL (Existing)

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5900

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Blade sunscreens.

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Light shelf.

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Light shelf.

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'Light shelf'

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Natural light reflected to interior.

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'Light shelf'

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Blade sunscreens.

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Top of Roof

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FFL (Existing)

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3000

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5900

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Office Ceiling

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3000

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Office Ceiling

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3000

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Office Ceiling

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Glass pyramid to Council chambers.

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Glass pyramid to Council chambers.

Concept Cost Estimate

Wattle Range Council AdminCentre - Option 4

8 May 2020

Attachment 15.1.2.1



Wattle Range Council Admin Centre - Option 4

8 May 2020

Project: Client: Architect: Structural Engineer: Civil Engineer: Services Engineer: Cost Manager:

Wattle Range Council Admin Centre - Option 4 Wattle Range Council Chapman Herbert Architects N.A. N.A. Meinhardt Chris Sale Consulting

PROJECT GROUP CONTACTS

EXECUTIVE SUMMARY

This estimate has been prepared based on the information as listed in Section 4.0 of this report.

This estimate has been priced at current rates - refer to Section 5.0 in regards to tendering and market

assumptions.

Travis SwigartChecked By:

Revision Number:Job Number:

Distribution:Controlled Doc

No:

Issue Date:

Author:

8 May 2020

1 x on file; 1 x electronic copy

Yes

0

Maria Lahiff

202481

Project Information

Page 1 of 2908/05/2020

Chris Sale Consulting Pty Ltd | Level 7, 19 Grenfell Street Adelaide SA 5000 | T (08) 8363 9954 | ABN 63 628 998 372 | www.csconsult.com.au

Attachment 15.1.2.1




8 May 2020

1.0 SCOPE OF PROJECT

The scope of this project includes the new Administration Centre including associated carparking and

landscaping works at Lot 5, North Terrace, Millicent SA 5280.

This project is based on the following areas:

FECA (Fully Enclosed Covered Area): 1,255m2

UCA (Unenclosed Covered Area): 31m2

2.0 INCLUSIONS

This cost estimate includes the following:

- Design Development Contingency

- Builders Preliminaries and Margin

- SAPN Provisional Sum

- Statutory Authority Charges including CITB Levy

- Construction Contingency

- Professional Fees

- Loose Furniture, Fixtures and Equipment

- Locality Loading

3.0 EXCLUSIONS

This cost estimate excludes the following which should be considered when assessing overall project cost:

- Latent Conditions

- Contaminated soil removal and remediation

- Rock excavation

- Asbestos removal

- Overtime

- Construction management procurement

- Staging

- Solar panels

- Roof plant platform

- Land cost

- Legal cost

- Computers, PABX systems etc.

- Escalation

- GST

Page 2 of 2908/05/2020


Attachment 15.1.2.1




8 May 2020

4.0 INFORMATION USED IN PREPARING THIS ESTIMATE

The following information was used in preparation of this cost estimate:

- Architectural drawings by Chapman Herbert Architects received 1 May 2020

- Services Engineering estimate by Meinhardt dated 8 May 2020

This estimate is based upon a traditional lump sump contract. The prevailing market is "competitive to

very competitive" and is expected to remain so for the foreseeable future.

Our estimate excludes escalation on the basis that works will be tendered in the short term. Should the

tender programme extend beyond this date we recommend our estimate to be re-assessed and

updated.

Yours faithfully,

Travis Swigart

Director

5.0 COSTING & MARKET CONDITIONS

Page 3 of 2908/05/2020


Attachment 15.1.2.1


Project: Wattle Range Council Admin Centre - Option 4 Concept Cost Estimate


202481 Date:Project No:

GFA:

Estimate:

1,255 m2

8 May 2020

Code Description Quantity Unit Rate Total

OPTION 4 - New Administration Building

DE Demolition Item 51,000

NB New Administration Building 1,255 m2 2,574 3,230,428

EW External Works and Carpark Item 1,253,066

Sub-Total Building Works 1,255 m2 3,613 4,534,494

DC Design Contingency (5%) Item 227,000

PR Builder's Preliminaries and Margin (9.5%) Item 453,000

Total Building Works 1,255 m2 4,155 5,214,494

CC Construction Contingency (5%) Item 261,000

PF Professional Fees (10%) - TBC Item 548,450

SC Statutory Charges including CITB Levy (0.3%) Item 19,000

FU Loose Furniture, Fitting and Equipment Item 336,410

LL Locality Loading (15%) Item 957,000

GT Goods and Services Tax Item 0

Rounding Item -354

Total Project Cost (excl. GST) 1,255 m2 5,845 7,336,000

Page 4 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2

Code Quantity Unit Rate TotalDescription

Demolition

DE.1 Demolition Item 51,000

Demolition $ 51,000

Page 5 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


New Administration Building

RB.1 Substructure 1,255 m2 243 304,925

RB.2 Column 1,255 m2 45 56,475

RB.3 Roof 1,255 m2 360 452,250

RB.6 External Wall 1,255 m2 215 269,605

RB.7 Window 1,255 m2 164 205,700

RB.8 External Doors 1,255 m2 14 17,900

RB.9 Internal Wall 1,255 m2 102 127,735

RB.10 Internal Screens 1,255 m2 93 116,650

RB.11 Internal Doors 1,255 m2 47 58,450

RB.12 Wall finishes 1,255 m2 92 115,443

RB.13 Floor finishes 1,255 m2 110 138,080

RB.14 Ceiling finishes 1,255 m2 186 233,370

RB.15 Fitments 1,255 m2 127 159,845

RB.17 Special Equipment 1,255 m2 0 0

RB.18 Hydraulic Services 1,255 m2 80 100,000

RB.19 Mechanical Services 1,255 m2 335 420,000

RB.20 Fire Protection Services 1,255 m2 24 30,000

RB.21 Electrical Services 1,255 m2 315 395,000

RB.23 Builders Works in Connection with services 1,255 m2 23 29,000

New Administration Building $ 3,230,428

Page 6 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


External Works and Carpark

EW.1 Site Preparation Item 91,881

EW.2 Roads, Footpaths & Paved Areas Item 340,615

EW.3 Boundary Walls, Fencing & Gates Item 35,000

EW.4 Outbuildings and Covered Ways Item 27,200

EW.5 Landscaping & Improvements Item 111,370

EW.6 External Fitments Item 30,000

EW.7 External Stormwater Drainage Item 160,000

EW.8 External Sewer Drainage Item 0

EW.9 External Water Supply Item 55,000

EW.10 External Communication Item 12,000

EW.11 External Fire Services Item 190,000

EW.12 External Electric Light & Power Item 200,000

External Works and Carpark $ 1,253,066

Page 7 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Design Contingency (5%)

DC.1 Design Contingency (5%) Item 227,000

Design Contingency (5%) $ 227,000

Page 8 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Builder's Preliminaries and Margin (9.5%)

PR.1 Builder's Preliminaries and Margin (9.5%) Item 453,000

Builder's Preliminaries and Margin (9.5%) $ 453,000

Page 9 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Construction Contingency (5%)

CC.1 Construction Contingency (5%) Item 261,000

Construction Contingency (5%) $ 261,000

Page 10 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Professional Fees (10%) - TBC

PF.1 Professional Fees (10%) Item 548,450

Professional Fees (10%) - TBC $ 548,450

Page 11 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Statutory Charges including CITB Levy (0.3%)

SC.1 Statutory Charges including CITB Levy (0.3%) Item 19,000

Statutory Charges including CITB Levy (0.3%) $ 19,000

Page 12 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Loose Furniture, Fitting and Equipment

FU.1 Loose Furniture, Fitting and Equipment Item 336,410

Loose Furniture, Fitting and Equipment $ 336,410

Page 13 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Locality Loading (15%)

LL.1 Locality loading - assume some local trades to be utilised Item 957,000

Locality Loading (15%) $ 957,000

Page 14 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



GFA:

Estimate:

1,255 m2


Goods and Services Tax

GT.1 Goods and Services Tax Item Excl.

Goods and Services Tax $ 0

Page 15 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Demolition

DemolitionDE.1

100.00m2200 Demolish single storey brick building approx. 20m x 10mDE.DE.1.1 20,000

5.00m25,400 Demolish Tennis Court pavement including fencing DE.DE.1.2 27,000

500.00No8 Terminate and remove light post including footingDE.DE.1.3 4,000

Note No allowance for soil contaminationDE.DE.1.4 Excl.

Note No allowance for rock excavationDE.DE.1.5 Excl.

Sub-Total Demolition 51,000

Demolition 51,000

Page 16 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



SubstructureRB.1

235.00m21,255 Reinforced concrete ground slab including strip footings,d.p.m, edge formwork, reinforcement, concrete and surfacefinish etc.

NB.RB.1.1 294,925

Item Allowance for termite treatmentNB.RB.1.2 5,000

Item Allowance for concrete sundries, setdowns etc.NB.RB.1.3 5,000

Item No allowance for special footings NB.RB.1.4 Excl.

Sub-Total Substructure 304,925

ColumnRB.2

45.00m21,255 Column to support roofNB.RB.2.1 56,475

Sub-Total Column 56,475

RoofRB.3

275.00m21,490 Metal deck roof including steel frame, insulation, drainageetc.

NB.RB.3.1 409,750

2,500.00m29 Glass Pyramid (above Council Chambers) - approx. 2.0mhigh

NB.RB.3.2 22,500

Item Allowance for roof access system (maintenance purposes) NB.RB.3.3 20,000

Note No allowance for Roof Plant platformNB.RB.3.4 Excl.

Sub-Total Roof 452,250

External WallRB.6

290.00m2598 Masonry wall including lightweight steel stud partition internallining including insulation and paint finish

NB.RB.6.1 173,420

80.00m2598 Allowance for external render and paint finish to face brickNB.RB.6.2 47,840

585.00m257 Blade sunscreens including framing - 2000 x 2800mm highNB.RB.6.3 33,345

Item Allowance for wall bracing / headersNB.RB.6.4 15,000

Sub-Total External Wall 269,605

WindowRB.7

850.00m2242 Aluminium framed glazed wall /windowsNB.RB.7.1 205,700

Sub-Total Window 205,700

External DoorsRB.8

Page 17 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



14,500.00No1 Pair of aluminium framed glazed Main Entry doors - assumeauto doors

NB.RB.8.1 14,500

2,400.00No1 Single aluminium framed glazed swing door - Staff Entry(assume auto)

NB.RB.8.2 2,400

Item Allowance for sundry hardwares etc.NB.RB.8.3 1,000

Sub-Total External Doors 17,900

Internal WallRB.9

165.00m2589 Lightweight stud frame partition wall including insulation,plasterboard lining and paint finish

NB.RB.9.1 97,185

50.00m2411 Allowance for additional acoustic treatment to CouncilChamber and Meeting rooms

NB.RB.9.2 20,550

Item Allowance for services ducts, nib walls etc.NB.RB.9.3 10,000

Sub-Total Internal Wall 127,735

Internal ScreensRB.10

750.00m2105 Aluminium framed glazed wall - allowed for Meeting rooms /Director's office

NB.RB.10.1 78,750

1,350.00No5 Toilet cubicle system including door NB.RB.10.2 6,750

150.00m2105 Allowance for glazed filmNB.RB.10.3 15,750

350.00m44 Allowance for steel headersNB.RB.10.4 15,400

Sub-Total Internal Screens 116,650

Internal DoorsRB.11

Aluminium doors

2,150.00No13 Single aluminum framed glazed swing door including frameand hardware

NB.RB.11.1 27,950

Timber doors

1,350.00No12 Single solid core timber door including frame and hardware NB.RB.11.2 16,200

1,450.00No4 Single solid core timber door including frame and hardware -Toilets

NB.RB.11.3 5,800

Item Allowance for services DB doorsNB.RB.11.4 3,500

General

Item Allowance for additional hardwares, acoustic seals etc.NB.RB.11.5 5,000

Sub-Total Internal Doors 58,450

Page 18 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



Wall finishesRB.12

165.00m2149 Ceramic wall tiling to Toilets - assume full heightNB.RB.12.1 24,552

165.00m25 Tiled splashback above Lunch bench cupboardNB.RB.12.2 891

Item Allowance for pinnable wall surfaces to OfficesNB.RB.12.3 15,000

Item Allowance for feature wall finishes / timber panellingNB.RB.12.4 75,000

Sub-Total Wall finishes 115,443

Floor finishesRB.13

60.00m21,087 Carpet flooring generallyNB.RB.13.1 65,220

95.00m2101 Vinyl flooring to Lunch / Lounge NB.RB.13.2 9,595

165.00m267 Ceramic floor tiles to toiletsNB.RB.13.3 11,055

190.00m2219 Extra over allowance for feature flooring to CouncilChamber and Foyer

NB.RB.13.4 41,610

15.00m540 Flat skirting - generallyNB.RB.13.5 8,100

Item Sundry allowance for thresholds etc.NB.RB.13.6 2,500

Sub-Total Floor finishes 138,080

Ceiling finishesRB.14

120.00m2331 Flushed plasterboard ceiling including paint finish to Offices /Meetings / Main Reception

NB.RB.14.1 39,720

85.00m2857 Suspended plasterboard ceiling tiles generallyNB.RB.14.2 72,845

130.00m267 Flushed moisture resistant plasterboard - ToiletsNB.RB.14.3 8,710

135.00m2235 Allowance for FC lining to external soffitsNB.RB.14.4 31,725

230.00m2219 Extra over allowance for feature ceiling to Council Chamberand Foyer

NB.RB.14.5 50,370

Item Allowance for bulkheads, acoustic treatment etc.NB.RB.14.6 15,000

Item Allowance for ceiling access panelsNB.RB.14.7 15,000

Sub-Total Ceiling finishes 233,370

FitmentsRB.15

Public Gallery

Item Allowance for Display joinery NB.RB.15.1 50,000

Reception

Page 19 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



2,200.00m6 Reception counter including cupboards / open underNB.RB.15.2 13,200

850.00m8 Laminate bench top cupboard - Reception rearNB.RB.15.3 6,800

1,500.00m7 Service Kiosk counter including cupboards / open underNB.RB.15.4 10,500

Lunch Room

950.00m9 Laminate bench top with cupboard under NB.RB.15.5 8,550

450.00m9 Laminate overhead cupboard NB.RB.15.6 4,050

2,000.00m4 Laminate island bench with cupboard underNB.RB.15.7 8,000

850.00m210 Joinery wall / TV wall -TBCNB.RB.15.8 8,500

Copy / Print

850.00m5 Laminate bench top with cupboard under NB.RB.15.9 4,250

Toilet

850.00m4 Vanity bench cupboardNB.RB.15.1

03,400

250.00m23 Mirror to HanbasinNB.RB.15.1

1750

85.00No7 Toilet roll holderNB.RB.15.1

2595

150.00No4 Paper towel dispeserNB.RB.15.1

3600

150.00No4 Soap dispenserNB.RB.15.1

4600

750.00Set4 Accessibility grab railsNB.RB.15.1

53,000

350.00Set2 Ambulant railsNB.RB.15.1

6700

425.00No2 Shower railNB.RB.15.1

7850

250.00No2 Curtain railNB.RB.15.1

8500

General

Item Authority and Directional signageNB.RB.15.1

915,000

Item Building Signage - not illuminatedNB.RB.15.2

020,000

Note No allowance for BlindsNB.RB.15.2

1Excl.

Note No allowance for fixed joinery to Offices / Meetings - assumemajority are Loose Furniture

NB.RB.15.2

2Excl.

Sub-Total Fitments 159,845

Special EquipmentRB.17

Note Refer to Loose Furniture and EquipmentNB.RB.17.1 Excl.

Page 20 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



Sub-Total Special Equipment 0

Hydraulic ServicesRB.18

Item Hydraulic Services as per Meinhardt cost report dated 8 May2020

NB.RB.18.1 100,000

Sub-Total Hydraulic Services 100,000

Mechanical ServicesRB.19

Item Mechanical Services as per Meinhardt cost report dated 8May 2020

NB.RB.19.1 420,000

Sub-Total Mechanical Services 420,000

Fire Protection ServicesRB.20

Item Fire Protection Services as per Meinhardt cost report dated 8May 2020

NB.RB.20.1 30,000

Sub-Total Fire Protection Services 30,000

Electrical ServicesRB.21

Item Electrical Services as per Meinhardt cost report dated 8 May2020

NB.RB.21.1 395,000

Sub-Total Electrical Services 395,000

Builders Works in Connection with servicesRB.23

Item Builders Works in Connection with servicesNB.RB.23.1 29,000

Sub-Total Builders Works in Connection with services 29,000

New Administration Building 3,230,428

Page 21 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



Site PreparationEW.1

3.50m25,633 Site preparation including site clearingEW.EW.1.1 19,716

30.00m21,255 Building plateauEW.EW.1.2 37,650

15.00m22,301 Base preparation for pavement and the likeEW.EW.1.3 34,515

Sub-Total Site Preparation 91,881

Roads, Footpaths & Paved AreasEW.2

Carpark and Access Driveway

85.00m21,810 Bitumen paving including sub-base preparationEW.EW.2.1 153,850

4.50m21,810 Line marking and directional arrows EW.EW.2.2 8,145

95.00m2194 Concrete footpathEW.EW.2.3 18,430

60.00m267 Concrete kerbEW.EW.2.4 16,020

150.00No60 Allowance for wheel stopEW.EW.2.5 9,000

1,200.00No2 Allowance for pram rampEW.EW.2.6 2,400

Perimeter building

250.00m295 Forecourt concrete paving including base preparationEW.EW.2.7 23,750

120.00m2396 Concrete footpath including base preparationEW.EW.2.8 47,520

250.00m26 Concrete steps to ForeCourt - 300mm wide (assume 350mmhigh average)

EW.EW.2.9 6,500

Item Allowance for ramps, steps etc.EW.EW.2.1

030,000

Item Allowance for tactile indicators EW.EW.2.1

15,000

General

Item Reinstatement of cross over (1No.)EW.EW.2.1

210,000

Item Reinstatement of kerbs and pavements affected by newworks

EW.EW.2.1

310,000

Sub-Total Roads, Footpaths & Paved Areas 340,615

Boundary Walls, Fencing & GatesEW.3

Item Allowance for retaining wallEW.EW.3.1 25,000

Item Allowance for low height garden wallEW.EW.3.2 10,000

Note No allowance for boundary fencingEW.EW.3.3 Excl.

Page 22 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



Sub-Total Boundary Walls, Fencing & Gates 35,000

Outbuildings and Covered WaysEW.4

850.00m232 Allowance for Metal canopy including framing for Staff EntryEW.EW.4.1 27,200

Sub-Total Outbuildings and Covered Ways 27,200

Landscaping & ImprovementsEW.5

120.00m2173 Soft landscaping including garden beds, top soil etc.EW.EW.5.1 20,760

35.00m22,229 Natural turfEW.EW.5.2 78,015

15.00m2173 Allowance for irrigation systemEW.EW.5.3 2,595

Item Sundry allowance for landscaping featureEW.EW.5.4 10,000

Note No allowance for fixed seatings etc.EW.EW.5.5 Excl.

Sub-Total Landscaping & Improvements 111,370

External FitmentsEW.6

Item Allowance for directional traffic signage - Driveway /Carpark

EW.EW.6.1 5,000

Item Allowance fo metal balustrades / handrailsEW.EW.6.2 20,000

Item Allowance for bollards including footingsEW.EW.6.3 5,000

Sub-Total External Fitments 30,000

External Stormwater DrainageEW.7

Item Allowance for stormwater drainage including associatedconnections

EW.EW.7.1 150,000

Item Allowance for rainwater tank system including associatedconnections

EW.EW.7.2 10,000

Sub-Total External Stormwater Drainage 160,000

External Sewer DrainageEW.8

Item Allowance for sewer drainage including associatedconnections

EW.EW.8.1 Incl.

Sub-Total External Sewer Drainage 0

External Water SupplyEW.9

Item Hydraulic services as per Meinhardt cost report dated 8 May2020

EW.EW.9.1 55,000

Page 23 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:



Sub-Total External Water Supply 55,000

External CommunicationEW.10

Item External Communications as per Meinhardt cost report dated8 May 2020

EW.EW.10.

112,000

Sub-Total External Communication 12,000

External Fire ServicesEW.11

Item External Fire Services as per Meinhardt cost report dated 8May 2020

EW.EW.11.

140,000

Item Fire pumps and tanks if required - subject to flow test result asper Meinhardts cost report dated 8 May 2020

EW.EW.11.

2150,000

Sub-Total External Fire Services 190,000

External Electric Light & PowerEW.12

Item SAPN Electrical upgrade as per Meinhardt cost report dated8 May 2020

EW.EW.12.

1150,000

Item Carpark lighting as per Meinhardt cost report dated 8 May2020

EW.EW.12.

250,000

Sub-Total External Electric Light & Power 200,000

External Works and Carpark 1,253,066

Page 24 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Construction Contingency (5%)

Construction Contingency (5%)CC.1

Construction Contingency (5%)CC.CC.1.

1261,000

Sub-Total Construction Contingency (5%) 261,000

Construction Contingency (5%) 261,000

Page 25 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Professional Fees (10%) - TBC

Professional Fees (10%)PF.1

Item Professional Fees (10%)PF.PF.1.1 548,450

Sub-Total Professional Fees (10%) 548,450

Professional Fees (10%) - TBC 548,450

Page 26 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Statutory Charges including CITB Levy (0.3%)

Statutory Charges including CITB Levy (0.3%)SC.1

Item Statutory Charges including CITB Levy (0.3%)SC.SC.1.1 19,000

Sub-Total Statutory Charges including CITB Levy (0.3%) 19,000

Statutory Charges including CITB Levy (0.3%) 19,000

Page 27 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Loose Furniture, Fitting and Equipment

Loose Furniture, Fitting and EquipmentFU.1

Workstation

2,000.00No46 L-Shaped workstationFU.FU.1.1 92,000

550.00No46 ChairsFU.FU.1.2 25,300

285.00No46 Mobile pedestalFU.FU.1.3 13,110

Loose Furniture

Item Allowance for loose furniture to Public GalleryFU.FU.1.4 50,000

Item Allowance for loose furniture to Meeting roomsFU.FU.1.5 75,000

Item Allowance for loose furniture to Lunch Room and LoungeFU.FU.1.6 20,000

Item Allowance for shelving to StoresFU.FU.1.7 5,000

Equipment

Item Allowance for Audio Visual systemFU.FU.1.8 50,000

Item Allowance for white goods appliances to Lunch roomFU.FU.1.9 6,000

Note No allowance for computers, telephone, copiers etc.FU.FU.1.10 Excl.

Sub-Total Loose Furniture, Fitting and Equipment 336,410

Loose Furniture, Fitting and Equipment 336,410

Page 28 of 2908/05/2020


Attachment 15.1.2.1



8 May 2020



Estimate:


Locality Loading (15%)

Locality loading - assume some local trades to be utilisedLL.1

Item Locality loading - assume some local trades to be utilisedLL.LL.1.1 957,000

Sub-Total Locality loading - assume some local trades tobe utilised

957,000

Locality Loading (15%) 957,000

Page 29 of 2908/05/2020


Attachment 15.1.2.1


Attachment 15.1.2.1


Abu Dhabi • Adelaide • Bahrain • Bangkok • Beijing • Brisbane • Chennai • Danang • Doha • Dubai • Hanoi • Ho Chi Minh City • Hong Kong Jakarta • Jeddah • Karachi • Kuala Lumpur • Kuwait • Lahore • London • Macau • Manila • Melbourne • Muscat • New Delhi • Riyadh Shanghai • Shenzhen • Singapore • Sydney • Tripoli 121665-BS-POC-2020-05-08(4.2.3)-RJE

Meinhardt (SA) Pty Ltd A.B.N. 28 089 954 549 Level 11, 44 Waymouth Street Adelaide, South Australia Australia 5000 T: +61 8 8227 1544 F: +61 8 8227 1488 [email protected] www.meinhardtgroup.com

8th May 2020 Chapman Herbert Architects 6/26 The Parade West, Kent Town SA 5067 ATTENTION: Philip Kidman ([email protected]) COPY TO: Maria Lahiff ([email protected]) Project reference: 121665 WATTLE RANGE COUNCIL ADMINISTRATION CENTRE BUILDING SERVICES Dear Sir, Meinhardt were engaged by Chapman Herbert to provide a Concept Design and Preliminary Order of Costs for Options 3 & 4 for a new council office at Millicent. The report provides a concept design & Preliminary Order of Costs for the building services. PRELIMINARY ORDER OF COSTS Site Infrastructure Option 3 Option 4

Electrical (incoming supply)

$ 150,000 $ 150,000

Electrical (carpark lighting) $ 50,000 $ 50,000 Communication $ 12,000 $ 12,000 Hydraulic $ 55,000 $ 55,000 Fire $ 40,000 $ 40,000 Internal Fit-out Electrical $ 390,000 $ 395,000 Mechanical $ 400,000 $ 420,000 Hydraulic $ 100,000 $ 100,000 Fire $ 30,000 $ 30,000 TOTAL $1,227,000 $1,252,000

Note: • Costs are exclusive of:

o 10% GST o Professional fees o Site & zone allowances o Builder’s mark-up & on-costs o Contingencies o Authority fees and charges

• Costs are based on sketches provided by Chapman Herbert Architects dated 1st May 2020. • Costs are based on fixed price contracts as at March 2020.

(¹) Cost estimate of $150,000 for fire pumps and tanks if required subject to flow test result Mechanical Services Proposed Air Conditioning System For Options 3 & 4, air conditioning will be provided to the space via 5(five) VRV type reverse cycle air conditioning units complete with multiple fan coil units and ductwork to serve the office’s specific zones. The units have been selected for their energy efficiency plus improved comfort control for the office. In addition, after hours use will be cost effective to operate due to the multiple zones.

Attachment 15.1.2.1


/ 3

121665-BS-POC-2020-05-08(4.2.3)-RJE

For each ducted system, outside air shall be introduced to meet BCA & Australian Standards. The IT room will be conditioned by an independent air conditioning unit set to run 24/7. The room will include 100% back up. Exhaust fans shall be provided to the following:

- Kitchenette - Lunchroom - Toilets

Electrical Services Proposed Electrical Upgrade The electrical upgrade shall include a SA network supply for the street, transformer & submains cabling to a new main switchboard. From the main board, power will be reticulated to:

- 3 electrical distribution boards. - 1 mechanical services switchboard.

Lighting will be provided as energy efficient LED lighting with specified lighting systems for the foyer, reception area & council chambers. LED exit & emergency lighting will be provided throughout. All data shall run from the IT comms room via a new dedicated communications rack. In addition, the office area shall be provided with WIFI coverage. All data cabling shall be Cat 6A. Carpark lighting is included. Security System A full security system shall be provided which shall include smoke detectors connected to the main security system. Hydraulic Services SA Water sewer and water main is available within the township of Millicent and is suitable for both Option 3 & 4 connections. Street water main is DN200 for option 3 and DN100 for option 4. However flow test Sanitary Drainage Sewer is available to both Option 3 & 4 and sanitary drainage shall be provided to serve all fixtures in accordance with AS3500 Sanitary Appliances The sanitary appliances in the bathrooms, toilet areas and kitchen of the building shall all be energy efficient type. Water Supply Water is available to both option 3 & 4 and a new 40mm water supply shall be provided to serve the site.

Attachment 15.1.2.1


/ 3

121665-BS-POC-2020-05-08(4.2.3)-RJE

Hot Water Units Proposed for a solar with electric hot water system complete with dual circulation pumps. These pumps will be interlocked with building security system for turning the pumps on/off on activation of building alarm. This will save on energy when the building is not occupied. Toilet area requires the provision of thermostatic mixing valves to provide warm water at the hand basins and showers in lieu of hot water to comply with AS3500 “Plumbing Code”. Thermostatic mixing valve shall be recessed within stainless steel valve box at 1500AFL for ease of maintenance. Recommendations Fire Services SA Water information indicated that DN200 water main (option 3) and DN100 (option 4). However, flow test should be conducted to determine the suitability for fire service given the floor area is in excess of 1,000m² thus requiring a flow of 20L/s @ 200kPa for compliance. The fire protection systems and equipment comprise of the following: - Fire extinguishers - Fire hose reels - Fire hydrant cover Fire Hose Reels Fire hose reels will be provided in the buildings generally to comply with the BCA and Australian Standards. Backflow prevention valves shall be provided. Fire Detection System A fire detection system connected to the security system shall be provided. Fire Extinguishers Multiple fire extinguishers are provided which generally comply with the BCA and code requirements. Fire pumps and tanks are specifically excluded subject to flow test result and estimate of cost is in the order of $150,000 if required. Yours faithfully MEINHARDT

BOB ELLIS General Manager

Attachment 15.1.2.1



15.1.3 Council Marketing Strategy

15.1.3 Council Marketing Strategy



Author Ben Gower



Strategic Plan Reference Theme 2 - Economic Prosperity 2.2 Through appropriate planning, develop opportunities to expand economic and business opportunities throughout Wattle Range. 2.3 Expand on current inward investment opportunities, maximising business and economic creation opportunities for the Council area.2.4 Strengthen and support the professional and economic growth of local businesses and job creation opportunities for the area.2.5 Promote Wattle Range as a tourism destination through provision of appropriate tourist facilities and advocacy.


Attachments Nil

Purpose of Report

At its Ordinary Meeting on the 8th of September 2020, Council resolved to develop a strategy to promote our local businesses to our residents and, if necessary, prepare a case for funds to achieve the strategy. This report outlines what has been done to date with the Go Local First Campaign and what additional options are available should Council wish to develop a more comprehensive marketing strategy.

Report Details

In July of this year, Council’s Executive Leadership Team decided to embrace the national Go Local First Campaign to promote and support our local small businesses. Many of our main street traders have suffered from a significant downturn in trade due to the economic effects of the global pandemic and the gradual but inevitable consolidation of global markets and the emergence of larger more centralised retail shopping centres that have and will continue to affect rural and regional townships across the globe.

The Go Local First Campaign is sponsored by the Council of Small Business Organisations Australia (COSBOA) with a simple yet effective marketing strategy to encourage locals to shop locally to help build and sustain local communities. Small businesses contribute to a third of our nation’s economic activity, keep millions of Australians in jobs and are responsible for paying wages to more than half of our workforce. They are vital to our everyday lives – especially now in our economic recovery.

The Campaign includes a combination of simple messages delivered across multiple media platforms that include television, social, print and posters that tell stories about real businesses and real people in local communities.


In subscribing to the Campaign, Council was provided with templates, guidelines, corflute posters and signs which have all been used or placed on display around the Council area. Elected Members and staff have engaged directly with local business with photographs and short stories being posted on the Councils Website and Facebook page. Local radio and print media have further amplified these stories through regular media releases and recorded interviews.

In response to Councillor Drew’s question on notice in relation to the development of a more formal marketing strategy for the Wattle Range Council area, advice was sought from the CEO of Adelaide based KWP Advertising David O’Loughlin. David has a wealth of experience in this area having managed many familiar brands such as Coopers Brewery, Foodland, the Motor Accident Commission, UniSA, the South Australian Tourism Commission, and Surf Lifesaving Australia.

The first question David focussed on was what is the story that Wattle Range would like to tell. Given this year’s life changing events; the emerging trend of people moving away from the congestion of metropolitan cities and into regional Australia; the recent upswing in property sales in the Limestone Coast; and Council’s long term vision of making this a Great Place to Live and Work; one theme that quickly emerged was a campaign around lifestyle relocation to Wattle Range that would accelerate population growth and breathe life back into our local communities and small businesses.

David then provided the following key steps that would need to be considered in developing that strategy.

https://kwp.com.au/work/there-s-a-coopers-for-that

https://kwp.com.au/work/great-food-lives-here

https://kwp.com.au/work/left-0

https://kwp.com.au/work/study-on-0

https://kwp.com.au/work/kangaroo-island-barossa-and-adelaide

https://kwp.com.au/work/kangaroo-island-barossa-and-adelaide

https://kwp.com.au/work/the-ocean


1. Campaign planninga. Identify the most likely target market or cohort including psychographic, location,

age and socio-economic profilingb. Size that targetc. Understand the value proposition of the Limestone Coast more broadly, and the

Wattle Range Council area more specifically to that target marketd. Turn that value proposition into a lifestyle narrative for communication purposes e. Assess the most cost effective and impactful media to access the agreed target

marketf. Plan a media strategy against ‘bought’, ‘owned’ and ‘earned’ media (social will be a

big part of the plan)g. Set benchmarks to measure campaign success against

2. Campaign creationa. Build the creative assets required against the agreed media planb. Plan the UX (user experience) and the journey we want the target market to take

in their discovery of the Wattle Range areac. Plan that user experience against the available marketing assets the Council may

(or may not) have e.g. web or social media presence and plan and build for minimum viability

d. Ideate to with a ‘big’ idea that will create interest and exposure to amplify the available budget

e. Set a plan to re-serve interest and inquiries and follow up leads

3. Campaign launcha. Manage stakeholders and train them for campaign advocacy as brand championsb. Identify key spokespeople and set their communication parameters (guard rails)c. Engage publicity around the campaign for ‘earned’ media impressionsd. Launch ‘owned’ media platforms e.g. website and or enquiries page / re-servee. Buy, launch and manage ‘bought’ media platform e.g. SEM (search engine

marketing) or social media ad spacef. Manage ongoing social media communities

David further suggested that a budget of around $100,000 would be a reasonable starting point depending on the final scope of work and what would need to be built, with 20-30% of the budget spent on stages one and two above with the rest going towards stage three (mostly on sub points e and f).

Council does not have the internal skills or capability to develop a marketing strategy with this level of maturity or probability of success, so this work would need to be outsourced via a competitive tender process.


Budget Allocation TBDBudget Spent to Date TBDBudget Variation Requested TBD

There are no known financial considerations related to this report.


Risk Considerations









There are no known communication and consultation considerations related to this report.

RECOMMENDATION



15.2Director Corporate Services15.2.1 Monthly Financial Performance Report

15.2.1 Monthly Financial Performance Report


Department Corporate Services

Author Jasmine Eyles



Strategic Plan Reference Theme 5 - Organisational Excellence 5.2 Govern in a responsible and responsive way.


Attachments 1. Monthly GL Report - October [15.2.1.1 - 3 pages]

Purpose of Report

Council consideration of the Monthly Financial Performance Report.

Report Details

The attached Financial Performance report for the year to 31 October 2020 shows that Council is currently within its approved 2020/21 budget based on current expenditure and income trends.

The 2020/21 Financial Performance Report provides a snapshot of Council’s financial performance for the period to 31 October 2020. The report includes the year to date actual expenditure and income for both operating and capital comparative to the adopted 2020/21 original budget. In addition, the report also provides an update of the Key Financial Indicators used to measure Council’s Financial Sustainability.

Operating Expenditure and Revenue

The attached Income Statement shows that after the completion of four (4) months of the 2020/21 financial year, Council is within its overall budget parameters and is expected to remain so at year end when accounts are completed.

Capital Expenditure

Council’s current capital budget is $9.797M of which $2.580M has been spent and/or committed for expenditure.

Balance Sheet

Council did not budget to borrow any funds in 2020/21. Repayment of existing loans is scheduled for various times throughout 2020/21. Council’s current loan principal is $4.6M.


Rates Debtors

Aged Rates Debtors constitute 5.14% ($0.783M) of total rates raised in 2020/21. It should be noted that the number of properties with rates outstanding more than three years is 26. It should be noted that amount of rates debts outstanding and the number of ratepayers who owe rates are slightly more than at the same time as last financial year.


Budget Allocation Refer to AttachmentBudget Spent to Date Refer to AttachmentBudget Variation Requested Refer to Attachment

The financial implications are as detailed in the attached budget papers.


Information reflected in this report forms part of Council’s 2020/21 Annual Business Plan and Budget, which is required to be reviewed periodically by Council, in accordance with the Local Government Act 1999 and Local Government (Financial Management) Regulations 2011.







RECOMMENDATION

That Council receive and note the 2020/21 October Financial Performance Report.

Adopted YTD BR1 YTD YTD YTD2020/21 2020/21 2020/21 2020/21 2019/2020 2019/2020BUDGET BUDGET ACTUAL VARIANCE VARIANCE$'000 $'000 $'000 $'000 %

OPERATING INCOME A E =A‐E NOTE

19,086 Rates 17,346 19,108 19,118 (1,772) 10.2%294 Statutory Charges 88 294 129 (40) 45.4% 6

2,251 User Charges 747 2,240 513 233 ‐31.2% 14,124 Grants Subsidies and Contributions 1,385 4,256 895 490 ‐35.4% 1

58 Investment Income 19 58 10 10 ‐51.3% 1402 Other 129 413 151 (22) 16.9% 1

26,215 Total Operating Income 19,715 26,370 20,817 (1,101) ‐5.6%

OPERATING EXPENSES

10,151 Wages and Salaries 3,382 10,148 3,036 (346) ‐10.2% 111,229 Materials, contracts & other expenses 3,831 12,185 2,044 (1,787) ‐46.6% 1 & 5

349 Finance Costs 116 349 28 (88) ‐75.5% 24,936 Depreciation, amortisation & impairment 1,645 4,936 0 (1,645) ‐100.0% 3

26,665 Total Operating Expenses 8,975 27,617 5,108 (3,866) ‐43.1%

OPERATING SURPLUS/(DEFICIT) (450) A BEFORE CAPITAL AMOUNTS 10,740 (1,248) 15,709 (4,967) ‐46.2%

CAPITAL ACTIVITIES

Net Outlays in Existing Assets4,438 Capital Expenditure on renewal and replacement of Existing Assets 165 5,472 747 582 352.9% 4

(4,936) Depreciation, Amortisation and Impairment (1,645) (4,936) ‐ 1,645 ‐100.0% 3(190) B Proceeds from Sale of Replaced Assets (17) (130) (17) (0) 1.5%(688) (1,497) 406 730 (2,227) 148.8%

Net Outlays on New and Upgraded Assets3,838 C Capital Expenditure on New and Upgraded Assets 124 4,325 504 380 307.5% 4

(970) D Amounts received specifically for New and Upgraded Assets (134) (970) (577) (442) 329.2% 1‐ Proceeds from Sale of Surplus Assets ‐ ‐ ‐ 100.0% 1

2,868 (11) 3,355 (73) 62 ‐579.5%

(2,630) Net Lending / (Borrowing) for Financial Year (A‐B‐C) 12,248 (5,009) 15,052 2,804 22.9%

Net Operating Surplus / Deficit (A+B+C+D) 10,713 1,977 15,619 (4,905) ‐45.8%

WATTLE RANGE COUNCIL

OPERATING ACTIVITIES

31‐October‐2020AS AT

2020/21 MONTHLY BUDGET REPORT

Attachment 15.2.1.1


# Status Action Required

1 No Action Required



4Budget timings for projects to be updated to correlate with

expected completion dates at BR 1



Timing issue between when budgets for activites are scheduled to occur and when the activities actually occur.

NOTES

WATTLE RANGE COUNCIL2020/21 MONTHLY BUDGET REPORT

AS AT31-October-2020

Description

Accrued Interest for 19/20. Will be corrected when 20/21 year end process is completed.

Depreciation for July, August, September, October 20/21 yet to be allocated. Will occur when the 19/20 End of Year processes have been completed.

Project completion time frames do not always match the expected budget time lines for completion as this information was unavailable at the time of the intial budget upload.

Development applications received to date are greater than originally budgeted for.

Expenditure on roads is less than current budgeted amount due to inclement weather conditions resulting on less work on roads being undertaken.

Attachment 15.2.1.1


10.5%

‐18.5%

73.0%

‐1.7%

‐2.7%

76.0%

‐4.7%

13.0%

91.2%

‐40.0% ‐20.0% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Operating Surplus Ratio

Net Financial Liabilites Ratio

Asset Renewal Ratio

WRC‐ Financial Indicators

2020/21 BR1

2020/21 Original Budget

2018/2019 Audited FinancialStatements

Attachment 15.2.1.1



15.2.2 Additional Resources & Staffing

15.2.2 Additional Resources & Staffing



Author Catherine Allen



Strategic Plan Reference Theme 5 - Organisational Excellence 5.2 Govern in a responsible and responsive way.

File Reference GF/7.11.3

Attachments Nil

Purpose of Report

To consider a budget variation request for additional staffing and resources to assist staff with the transition of Council’s Enterprise Software System and to assist the Engineering Team in helping to address staffing shortage in its Parks and Gardens and Mechanical Services Team.

Report Details

In August 2019 Council endorsed the following resolution related to the Datascape Enterprise Software System transition:

Cr Drew moved that Council:

1. Receive and note the report. 2. Authorises the CEO to enter into a Software as a Service contract with Datacom for the

provision of a Local Government enterprise software system with an initial implementation cost of up to $300,000 and an annual subscription cost of up to $100,000.

Cr McGrath seconded

The project has subsequently commenced and to date advancements have been made with the implementation of Antenno, with the Online Bookings module set to go live in December 2020. Concurrently, staff have been undertaking preparatory work in the background to help with the transition, which has consumed a significant amount of staff hours on data cleansing of Council’s existing system. To date Council staff have cleansed 24,000 contact records out of 32,000 contact records in our current system. In addition, Council Finance and IT staff have attended countless “Teams” meetings with representatives from Datascape on various finance modules and back end IT configuration required to ensure the implementation of the transition runs smoothly.

Whilst Council staff have endeavoured to keep the project on schedule, there is no doubt that the COVID-19 lock down and hard border restrictions have significantly hampered the progress of this project. In particular, with the significant number of “Teams” meetings that Council staff have attended it has been increasingly difficult for staff to attend all these


meetings as scheduled. In the original project plan it was planned that Datascape staff would attend on site and undertake an intensive transition workshop over a week. Unfortunately, with the hard border closures and requirements to self-isolate for 14 days these sessions were moved to online “Teams” meetings, which has significantly protracted these workshop sessions.

Given these delays, the project plan for implementation of the finance modules has now been compressed to 8 months to ensure a 1 July 2021 implementation. There is no doubt that this revised timing will have significant impact on staff’s capabilities to deliver their day to day work on top of the transition requirements. In addition, with this compression in the project plan it is also envisaged that there will be ripple effects that will also impact delivery of other key modules such as the records management, customer request and regulatory modules.

It is therefore recommended that additional resources be allocated to the project to ensure the day to day operations can be maintained whilst the software transition continues. In summary the following changes are recommended:

An additional 2 full time equivalent (FTE) staff members be added to the Project Team for a period of 15 months commencing January 2021 to alleviate the upcoming transitional challenges. Specifically, 1 FTE will be assigned to the Project Team to assist with project transition delivery and the other person will be assigned to the Finance Team to assist with maintaining day to day operations of the Finance Team’s functions whilst key existing personnel are assisting with the transition from the legacy software to the new software.

The cost for the additional 2 personnel over the 15-month period is $208,000. If approved a budget variance of $85,000 is requested for 2020/21 and the remainder will be allocated as part of the 2021/22 budget process.

In addition to the above changes, the Datascape Project Team has strongly suggested procuring an Optical Character Recognition (OCR) capable software that will complement the new purchasing module system in Datascape. This OCR software will assist in reading invoices as they are scanned into the system and then create an import file into Datascape upon which the Accounts Payable Officer would check the imported file before processing payment approvals. Effectively, the OCR system will do away with manual inputting of invoices into Datascape. The cost of an OCR software system is $39,000 which covers the cost of both implementation and licensing requirements for the first year.

The direct benefit of this OCR system is that it will result in greatly reduced manual inputting times for invoices and improve timeliness of invoices for payment. Currently, Council processes on average 9,500 invoices annually and given the complexities surrounding some invoices and dependant on the number of line items enclosed we estimate that on average 4-5 minutes are required per invoice to enter into the system. It is therefore estimated that 30% - 40% of the time output of an Accounts Payable Officer’s work effort is associated with invoice entry. If this time effort was reduced significantly it would allow the Accounts Payable Officer time to focus on other improvements such as streamlining their processes further and assisting the Finance Team in back up of other finance duties, which would help address some ongoing resourcing issues in the Finance Team.

In addition to the above staffing and resource requests, the Engineering Services Team are also seeking to employee 2 additional apprentices, one to join the Parks and Gardens Team and the other to join the Mechanical Services Team.


If approved the Horticulture Apprentice will join the Parks and Gardens team to assist in addressing the backlog of mowing and gardening in our Council area, increased maintenance requirements from the Domain area and playground maintenance.

Currently, to keep on top of the heightened demand for mowing, slashing and gardening in the Spring months, Council staff have been working overtime to help address the back log. The employment of a trainee will help address these overtime hours and assist in addressing several ongoing customer requests associated with maintenance requests that have not been able to be actioned such as clearing paths along coastal tracks in which Council is responsible for.

In addition to the Parks and Gardens apprentice, it is also recommended that an Apprentice Mechanic be approved to join our Mechanical Services Team of Council. Currently, Council has an Apprentice Mechanic who has 7 months remaining on his tenure. To allow for a smoother transition of apprentices it is recommended that the advertising of the role be brought forward by 7 months to allow for an effective transition and mentoring period for the new apprentice. If supported the employment of a new apprentice will also go part way to immediately addressing a workload issue with the Team Leader Mechanical Services currently supporting the Construction Team whilst the Team Leader in that area is taking long service leave.

If both apprenticeships are approved a budget amendment will be required for 2020/21 for an amount of $41,000 ($30,000 Horticultural Apprentice and $11,000 associated with the Mechanical Apprentice).


Datascape OCR Software

Apprentice

2020/21 Total 2020/21 2020/21Budget Allocation $156,830 $300,000 Nil $56,000Budget Spent to Date $Nil $79,256 Nil $28,000Budget Variation Requested $85,000 $85,000 $39,000 $41,000

Risk Considerations

Risk Register - Medium Risk: The failure to implement the new enterprise software system by 30 June 2020 may incur additional Synergy Soft and project management costs.






The provision of the Horticultural Apprentice position will improve Council maintaining roadside vegetation in the bushfire season.




RECOMMENDATION

That Council:

1. Approves the employment of 2 full time equivalent employees for a period of 15 months (January 2021 – April 2022) to assist with the transition to the Datascape Enterprise Management System.

2. Approves the employment of 2 full time apprentices for a period of three years for the Parks and Gardens and Mechanical Services Teams.

3. Approves a budget variance of $126,000 in 2020/21 for the employment of additional staff and apprentices.

4. Approves a budget variation of $39,000 in 2020/21 for the procurement of an Optical Character Recognition (OCR) software system that complements the new Datascape Enterprise Management System.


15.3Director Development Services15.3.1 Australia Day Awards

15.3.1 Australia Day Awards


Department Development Services

Author Director Development Services


Current Risk Rating Low

Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.5 Support community events that are sustainable and provide longer term benefit to the community & visitors.1.6 Promote and support the establishment of strong, sustainable clubs and volunteer organisations throughout the Wattle Range area.

File Reference GF/9.63.1/3 & GF/2.38.1/2

Attachments 15.3.3.1 coudoc-policy-1-26-australia-day-awards-150211

Purpose of Report

To provide Council with a revised Australia Day Policy and update on proposed events and judging processes.

Report Details

A report was presented to the Ordinary Meeting of Council on the 13th of October 2020 regarding the existing Australia Day Policy and procedures.

At that meeting Council resolved to establish a dedicated Australia Day Awards Selection Committee of seven, consisting of two senior staff members, the Mayor and a Councillor from each Ward. A new matrix / scoring template to be developed for the Committee by Council staff (Folio 9038 – Folio 9039).

Council also resolved that the current system be maintained for 2021 and that the criteria be fully explained to the community by notice and on the application form (Folio 9039).

Minor changes were required to Council’s Australia Day Policy to meet the resolution of Council. The Policy has been amended and is attached.

Council has advertised the Australia Day Awards for 2021 and ensured that there is clarity around criteria. A meeting has been held with representatives of the Lions Clubs from Penola, Kalangadoo, Millicent and Beachport and subject to any restrictions imposed by State Government it is expected that all four events will continue. The Southend Progress Association has also indicated that its event will continue subject to restrictions.

Council staff have been successful in applying for and obtaining two grants specifically for Australia Day 2021. A $1,000 grant for pre event promotional materials and a $20,000 grant to assist with making events COVID safe. Discussions have already taken place with the


event organisers over extra requirements for the 2021 year including, extra fencing, seating, cleaning materials, sanitisers and food handling and safety equipment.

According to the Draft Australia Day Awards Policy 1.26, the Selection Panel will automatically comprise the Mayor, CEO and a Council Staff Member selected and appointed by the CEO (see excerpt below):

The Chief Executive Officer of Council called for Councillor Ward nominations for the Selection Panel for the 2021 Awards.

The following nominations were received:

Riddoch Ward Cr Rick PaltridgeCorcoran Ward Cr Sharon CoxKintore Cr Kevin McGrathSorby Adams Cr Deb Agnew

Nomination scoring matrix sheets have been developed for use by the selection panel.


Budget Allocation $8,000Budget Spent to Date NILBudget Variation NIL

Council has received a further $21,000 in grant funding to assist with marketing and promotion and ensuring events are COVID safe.

Risk Considerations

Refer to Council’s Risk Register – Australia Day.


Policy 1.26 Australia Day







Council staff have begun consultation with the event organisers and details regarding nominations have been advertised and promoted.

RECOMMENDATION

That Council:


2. Adopt the updated Australia Day Policy 1.26.

3. Council endorse the following for the 2021 Australia Day selection panel:

Riddoch Ward Cr Rick PaltridgeCorcoran Ward Cr Sharon CoxKintore Cr Kevin McGrathSorby Adams Cr Deb Agnew

POLICY 1.26 Version: Draft 2020_10

Australia Day Awards Date Adopted:

Next Review Due:

File Ref: Classification: Department: Position Responsible: Review Frequency:

GF/ 9.63.1/4 Public Corporate Services Chief Executive Officer 4 Yearly (After Every General Election)

Printed copies of this document are uncontrolled, refer to Council's Intranet to verify this is the current version.

Page 1 of 6

1. STATEMENT

To prescribe the process for nominations and selection of recipients of the annual Council Australia Day Awards.

To outline a transparent process for objectively selecting recipients on merit in consideration of Award criteria.

2. DEFINITIONS

There are no known definitions related to this Policy.

3. PRINCIPLES

3.1 Scope

Council will participate in Australia Day Citizen of the Year Awards and make available local awards in the following categories:

Citizen of the Year;

Young Citizen of the Year;

Community Event of the Year; and

Other award categories as recommended by the Australia Day Council of South Australia on an adhoc basis.

Awards may be presented in each of the (4) four Council wards, in recognition of the achievements and contributions made to the Wattle Range community by individuals and events.

The awards shall be presented at the Australia Day celebrations held within the respective ward on 26th January each year.

The awards are given to reward and recognise the nominee’s achievements in the year immediately prior to receipt of the Awards, as well as their past achievements and/or the ongoing contribution to the Wattle Range community, and in particular:

Demonstrated commitment in their field of community service and involvement

Significant contribution to the local community

An inspirational role model for the local community

The Event Award acknowledges a significant cultural, social and community participation contribution at the local level.

3.2 Overall Principles, Criteria and Guidelines for Awards

a) Only one (1) nomination in each category, from each ward, may be awarded.

b) If considered appropriate, no Award will be issued in a category.

Attachment 15.3.1.1




Next Review Due:




Page 2 of 6

c) The winners of each Award remain confidential until notified of their success by the Mayor (or their nominee) and the Mayor issues a media release confirming the award winners.

d) Where practicable, the winners of each Award will be presented with their Awards at the official Ward ceremony on Australia Day.

e) Awards for Citizen of the Year and Young Citizen of the Year will not be granted posthumously.

f) Nominations for all Awards may be made by any individual, group of individuals or organisation, however nominations for Citizen of the Year and Young Citizen of the year will not be accepted if the nominator is an immediate family member.

g) Nominees for “Young Citizen of the Year”, will also be considered for the “Citizen of the Year” Award, but one (1) nominee cannot receive both Awards.

h) Nominations for “Community Event of the Year” will only be considered in the year the event was conducted.

i) Groups of people or couples will not be eligible for the “Citizen” or “Young Citizen of the Year” Award.

j) All nomination information and material submitted remains the property of the Wattle Range Council and may become publicly available. Nominations received are tabled at a meeting of Council and may become publicly available. Council may forward information from nominations for consideration in State and national wards.

k) An individual/event need only be nominated once per year to be considered. The number of nominations received per nominee bears no weight in their selection.

l) Self-nominations will not be accepted.

m) Unsuccessful nominees in the “Young Citizen of the Year” and “Citizen of the Year” categories may be re-nominated in subsequent years.

n) In exceptional cases, the selection panel reserves the right to consider nominations as it sees fit.

3.3 Selection Panel

A Selection Panel will be appointed annually to consider nominations received for all Council Australia Day Awards being considered that year. The Selection Panel will determine the recipients of the Australia Day Awards for that year. The Selection Panel will comprise:

Type of Panel Member

Number of

Positions

Conditions of Appointment Appointed by:

Wattle Range Council Member

1 Must be the Mayor Automatically appointed by virtue of position held.

1 Must be a Councillor from the Corcoran Ward

Determined and appointed by resolution of the Council

1 Must be a Councillor from the Kintore Ward

1 Must be a Councillor from the Riddoch Ward

1 Must be a Councillor from the Sorby Adams Ward Wattle Range Council Staff Member

1 Must be the Chief Executive Officer Automatically appointed by virtue of position held.

1 Must be an employee of the Wattle Range Council Selected and appointed by the Chief Executive Officer.

Attachment 15.3.1.1




Next Review Due:




Page 3 of 6

Persons appointed to the Selection Panel must comply with the relevant conflict of interest provisions of the Local Government Act 1999, including:

for Council Members: sections 62 -63 [general duty & code of conduct] & 73-75A [conflicts of interest], as though a matter to be considered by the Selection Panel were a matter to be considered at a meeting of the council;

for Wattle Range Council Staff Members: sections 109 [general duty], 120 [conflict of interest].

The Selection Panel shall consider the above criteria and guidelines, and the specific criteria applicable to each Award. The Selection Panel will develop a standard selection matrix template, which each member will use when considering nominations in each category.

3.4 Citizen of the Year – Criteria and Eligibility

a) A nominee must be an Australian citizen.

b) The nominee must be a resident of the Wattle Range Council local government area for the year immediately prior to granting of the Award.

c) The nominee must be at least 16 years of age on 26 January of the year in which the award is presented.

d) The nominee should be held in high regard in the community (e.g. significant contributor to the community, inspirational role model to the community, scope of impact of the individual’s contribution).

e) The work performed by the nominee must principally be within the Wattle Range Council local government area.

f) The nominee should have strong ethical and community values.

g) Regard will be given to the nominee’s community activities in the year immediately prior to granting of the Award, as well as their past community service.

h) Wattle Range Councillors, sitting State and Federal politicians and current vice-regal officers are not eligible. Retired politicians and vice-regal officers will be considered for work undertaken in addition to their official duties.

i) A Wattle Range Council employee, whilst employed by the Council, is not eligible.

j) Current members of the National Australia Day Council Board and state based Australia Day Board are not eligible.

k) A person cannot receive a second award in the same category.

l) The name and contact details of at least one (1) referee must be supplied with the nomination.

m) The nomination should explain the achievements and background of the nominee, and the reasons for the nomination, and address as many of the following aspects as possible;

i. Personal, academic and professional achievements and commitment; past current and future.

Attachment 15.3.1.1




Next Review Due:




Page 4 of 6

ii. Contribution in the relevant field i.e. how has the nominee “put back” into their field to benefit others.

iii. Demonstrated leadership, innovation and creativity.

iv. Personal interests and community and voluntary involvement.

v. Contribution to the Wattle Range Council community.

vi. Future goals and likely impact.

vii. Degree of difficulty of the achievement and sacrifices made.

viii. Previous Awards and recognitions.

ix. Nature and length of involvement.

x. Voluntary work beyond paid employment.

xi. Achievements as an individual or as part of a group or organisation.

n) One (1) award per ward in this Category may be awarded each year.

3.5 Young Citizen of the Year – Criteria and Eligibility

a) A nominee must be an Australian citizen.

b) The nominee must be a resident of the Wattle Range Council local government area for the year immediately prior to granting of the Award.

c) The nominee must be at least 16 years of age and no more than 30 years of age on 26th January of the year in which the award is presented.

d) The nominee should have a proven record of achievement within the Wattle Range Council area.

e) Regard will be given to participation in school activities, community involvement and charitable work, as well as work done to improve community life in the Wattle Range Council area.

f) Recognition by peers will be taken into account.

g) Wattle Range Councillors, sitting State and Federal politicians and current vice-regal officers are not eligible. Retired politicians and vice-regal officers will be considered for work undertaken in addition to their official duties.

h) A Wattle Range Council employee, whilst employed by the Council, is not eligible.

i) A person cannot receive a second award in the same category.

j) The name and contact details of at least one (1) referee must be supplied with the nomination.

k) The nomination should explain the achievements and background of the nominee, and the reasons for the nomination, and address as many of the following aspects as possible;

i. Personal, academic and professional achievements and commitment; past current and future.

Attachment 15.3.1.1




Next Review Due:




Page 5 of 6

ii. Contribution in the relevant field i.e. how has the nominee “put back” into their field to benefit others.

iii. Demonstrated leadership, innovation and creativity.

iv. Personal interests and community and voluntary involvement.

v. Contribution to the Wattle Range Council community.

vi. Future goals and likely impact.

vii. Degree of difficulty of the achievement and sacrifices made.

viii. Previous Awards and recognitions.

ix. Nature and length of involvement.

x. Voluntary work beyond paid employment.

xi. Achievements as an individual or as part of a group or organisation.

l) One (1) award per ward in this Category may be awarded each year.

3.6 Community Event of the Year – Criteria and Eligibility

a) The event organising Committee should be Wattle Range Council residents or be able to show representation of the event operating, and being held, in the Wattle Range Council area.

b) The quality and scope of impact the event has had on the community (e.g. demonstration of community values, community involvement and appeal, achieve community acceptance and support, and participation in or attendance at the event must be open to all sectors of the community).

c) The Award is granted to the “Event” and not to the organising committee.

d) The purpose of the event must be community focused, and not staged for personal or private reward or financial benefit.

e) An event cannot receive a second award in this category.

f) The name of at least one referee must be supplied with the nomination.

g) The nomination should explain the achievements and background of the event and the reasons for the nomination.

h) One (1) award per ward in this Category may be awarded each year.

3.7 Other Award Categories – Criteria and Eligibility

Should the Australia Day Council of South Australia recommend other awards on an adhoc basis, any eligibility criteria recommended by the Australia Day Council of South Australia will be taken into consideration.

Attachment 15.3.1.1




Next Review Due:




Page 6 of 6

4. REVIEW

This Policy will be reviewed every four years after each general election.

Upon review, Council and ELT must be consulted.

5. AVAILABILITY

This Policy is available for inspection without charge at the following location during ordinary business hours:

Principal Office, “Civic Centre”, George Street, Millicent

Council Website: www.wattlerange.sa.gov.au.

A copy of the Policy may be purchased from the Principal Council Office upon payment of a prescribed fee in accordance with Council’s Schedule of Fees and Charges.

6. REFERENCES & FURTHER READING

References Australia Day Citizen of the Year Awards - Guidance and Criteria for Local

Government Authorities Relevant Legislation:

Relevant Policies / Procedures / Guidelines

There are no known relevant documents related to this Policy.

7. ADOPTION & AMENDMENT HISTORY The table below sets out the adoption, review and amendment history of the policy.

Version No:

Issue Date: Authorised by: Description of Change: Minutes Reference:

4 15 February 2011 Council Reviewed Folio 4518; Item 11.1.9

5 8 April 2014 Council Amended Folio 5284; Item 12.2.7

6 8 August 2017 Council New format, amended criteria to be more consistent with State & Federal Awards

Folio 7199; Item 13.2.9

Council Additional ad-hoc awards Nominations by family Selection panel changes

Attachment 15.3.1.1



15.3.2 Council Assessment Panel (CAP) - Appointment of Members

15.3.2 Council Assessment Panel (CAP) - Appointment of Members



Author Director Development Services



Strategic Plan Reference Theme 2 - Economic Prosperity 2.2 Through appropriate planning, develop opportunities to expand economic and business opportunities throughout Wattle Range.



Attachments Nil

Purpose of Report

To provide Council with recommendations for appointment to the positions of Presiding and Independent Members of the Council Assessment Panel (CAP).

The CAP will remain in place until the Regional Assessment Panel (RAP) is formalised between the District Councils of Grant, Robe and Wattle Range Council.

Report Details

Pursuant to Section 83 of the Planning, Development and Infrastructure Act 2016 (PDI Act), it is a requirement that Council must review the appointment of independent members, deputy members and a Council member to the Council Assessment Panel ("CAP").

The Planning, Development and Infrastructure Act 2016 (PDI Act) is now in effect (31 July 2020) and has replaced the previous Development Act 1993. An important part of the PDI Act enables the Minister for Planning to establish an accreditation scheme for planners, building certifiers and other industry professionals involved in making development decisions. This includes Council Assessment Panel Members.

In accordance with Section 88 of the PDI Act 2016, CAP members should be selected based on their understanding of the PDI Act 2016 while having a relevant qualification under section 88 of the PDI Act 2016 (being an Accredited Professional).

As required by the PDI Act 2016, the CAP Terms of Reference (TOR) was adopted by Council on the 13 March 2018 Folio 7533 Item 13.3.3. The Council Assessment Panel (CAP) is formed to administer Council obligations under both the PDI Act 2016, the Development Act 1993, as a Relevant Planning Authority.

The following requirements are essential for Independent CAP Members:


Accreditation under the Accredited Professionals Scheme for Planning Level 2. As an Accredited Professional all CAP members will be required to maintain their accreditation through continuing professional development (CPD) training.

The following qualifications or experience (or ability to obtain) is highly desirable:

Relevant planning degree or qualification in an allied field (e.g. architecture, engineering, environmental management or law) and two years full time or equivalent experience considered appropriate.

Full or Associate Membership of Planning Institute of Australia or accreditation in a recognised allied field.

The presiding member will ideally have experience in chairing formal meetings and knowledge of the Council Assessment Panel Meeting Procedures.

Independent members will be compensated for their time and expertise by an appropriate level of remuneration determined by Council. All training and accreditation requirements will be supported by Council.

Independent members of the CAP should also have:

a sound interest in town planning;

knowledge of the South Australian Planning and Design Code;

knowledge of the Development Act and Planning, Development and Infrastructure Act; and

appropriate qualifications and experience relevant to the CAP.

The previous CAP Panel which expired on the 1st August 2020, was made up of the following:

Presiding Member – Elizabeth Travers (Independent Member)

Cr Peter Dunnicliff (Council Member)

Michael Talanskas (Independent)

Meg Redman (Independent)

Mark Teakle (Independent)

Pursuant to Section 83 of the PDI Act 2016 the Council Assessment Panel shall comprise of no more than 5 full members, only 1 of which may be a member of a Council.

Appointing CAP MembersWhen considering the appointment of CAP Members, the Wattle Range Council has considered the following:

The candidate’s knowledge of the operation and requirements of both Acts.

The candidate’s qualifications or experience against the Accredited Professional Scheme.

The candidate’s experience in local government planning matters.

The balance of qualifications and experience among other CAP Members.

Gender diversity among CAP Members and any other matters as the Wattle Range Council considers relevant


Council has received six nominations for the four Independent panel member positions. Nominations for these positions are as follows:

Elizabeth Travers (Presiding Member) [Independent]

Michael Talanskas [Independent]

Meg Redman [Independent]

Mark Teakle [Independent]

Hugh Altschwager [Independent]

Carol Muzyk [Independent]

These applications have been reviewed and scored against a matrix by Council’s Chief Executive Officer, Director of Development Services, and Manager Development Health and Compliance.

Mrs Elizabeth Travers resides in Naracoorte and has been the presiding member of CAP since 2010 and has chaired the CAP meeting efficiently and effectively. Elizabeth has received a Certificate of Accreditation as an Accredited Professional - Planning Level two and is currently on the Accredited Professionals Register. Elizabeth also has qualifications in Planning and extensive experience in planning assessment. It is recommended that Elizabeth Travers be appointed as the Presiding Member of the CAP.

Michael Talanskas resides in Millicent and has been an Independent Member of the CAP since 2018. Michael has received a Certificate of Accreditation as an Accredited Professional - Planning Level two and is currently on the Accredited Professionals Register. Michael also has a Certificate in Civil Engineering, Hydrography and Surveying.

Meg Redman resides in Penola and has been an Independent Member of the CAP since 2018. Meg has received a Certificate of Accreditation as an Accredited Professional - Planning Level two and is currently on the Accredited Professionals Register. Meg has a Bachelor of Architecture (Honours) and a Bachelor of Construction Management (Honours).

Mark Teakle resides in Mount Gambier and has been an Independent Member of the CAP since 2018 and is also an Independent CAP Member of City of Mount Gambier and District Council of Grant. Mark has received a Certificate of Accreditation as an Accredited Professional - Planning Level two and is currently on the Accredited Professionals Register. Mark Teakle has a Degree in Surveying.

Hugh Altschwager resides within the Council area and has a Bachelor of Design Studies in Architectural and Landscape Studies and a Graduate Diploma in Project Management. Hugh is not currently listed as an Accredited Professional.

Carol Muzyk resides in Adelaide and is currently Presiding Member at the City of Burnside. Carol has received a Certificate of Accreditation as an Accredited Professional - Planning Level two and is currently on the Accredited Professionals Register. Carol has significant experience in Local Government and has a Master of Environmental Management and Sustainability and a Graduate Diploma in Urban and Regional Planning.


Training/ Professional Development

The Accredited Professionals Scheme for Planning Level 2 under the PDI Act 2016, will require all CAP members to undertake professional development training (10 hours) to acquire CPD points (annually) for re-accreditation.

Appointed CAP members will be responsible for organising their own professional development and allocation of time to undertake professional development training.

Professional development training and accreditation expenses will be a consideration in the appointment to the successful Members.


Budget Allocation 20/21 $8,900Budget Spent to Date $1,817Budget Variation Requested N/A


Risk Considerations

Please refer to Wattle Range Council’s SharePoint Register – Council Assessment Panel.




Planning, Development and Infrastructure Act 2016

Planning, Development and Infrastructure (General) Regulations 2017

Development Act 1993

Terms of Reference




An open advertised expression of interest was sought for the membership of the CAP. Subject to Council resolution letters will be written to successful and unsuccessful applicants.


RECOMMENDATION

That Council:


2. Council appoints the following as members to the Council Assessment Panel for a term ending 30 June 2022 or until such time as a Regional Assessment Panel is established.

Elizabeth Travers (Presiding Member) [Independent]

Michael Talanskas [Independent]

Meg Redman [Independent]

Mark Teakle [Independent]

Councillor Peter Dunnicliff (Council Member)


15.3.3 Update - Memorandum of Understanding (MOU) - Limestone Coast Southern Regional Assessment Panel

15.3.3 Update - Memorandum of Understanding (MOU) - Limestone Coast Southern Regional Assessment Panel



Author Steve Chapple – Director Development Services.



Strategic Plan Reference Theme 5 – Organisational Excellence. 5.2 Govern in a responsible and responsive way.5.4 Optimise Council operation of businesses and assets, to ensure value for money is returned to the community.5.5 Ensure Council has the right people to succeed in delivering outcomes.


Attachments 1. Draft RAP MOU - Final [15.3.3.1 - 8 pages]

Purpose of Report

To provide Council with an update on the proposed draft Memorandum of Understanding (MOU) between Wattle Range Council, the District Council of Robe, Grant District Council and the City of Mount Gambier for the progression of a joint regional assessment panel.

Report Details

Council considered a staff report on the development of a Regional Assessment Panel at the Ordinary meeting of Council held on the 13th of October 2020 (Folio 9039 – Item 15.3.3).

At that meeting Council resolved to authorise the Chief Executive Officer to proceed with an application to the Minister for the establishment of the joint regional assessment panel in conjunction with the District Council of Robe, District Council of Grant and City of Mount Gambier.

Subsequent to Council’s resolution, the City of Mount Gambier has resolved not to participate in the joint regional assessment panel and will stand alone in that process.

It is therefore now recommended that Council proceed with a regional assessment panel, based on the draft MOU attached with the District Council of Robe and the Grant District Council.


Budget Allocation To be determinedBudget Spent to Date N/ABudget Variation Requested To be determined

Existing Council budgets are in place for the current Council Assessment Panels. The development of a Regional Assessment Panel is likely to have cost savings for Council.


Risk Considerations

Please refer to Wattle Range Council’s SharePoint Register – Development Assessments – Risk Rating - Medium.




Planning, Development and Infrastructure Act 2016.




Ongoing meetings have been held with Chief Executive Officers, planning and other senior staff of the four Councils. The draft MOU has been presented to Council’s legal advisers for comment.

RECOMMENDATION

That Council:


2. Authorise the Chief Executive Officer to proceed with an application to the Minister for the establishment of the joint regional assessment panel in conjunction with the District Council of Robe and District Council of Grant.

Limestone Coast Southern Regional Assessment Panel Memorandum of Understanding (MOU) BETWEEN Wattle Range Council, District Council of Grant and District Council of Robe. (together, “the Councils”) Dated: RECITALS A. The Councils have determined that the creation of a Regional Assessment Panel for the

combined areas of the Wattle Range Council, District Council of Grant and District Council of Robe to be known as the Southern Limestone Coast Regional Assessment Panel (Panel), would be an effective way to pool resources and satisfy the requirements of the Planning, Development and Infrastructure Act 2016 (PDI Act), the Planning, Development and Infrastructure (General) Regulations 2017, and the Planning and Design Code in regional South Australia.

B. The Councils acknowledge the work of previous Council Assessment Panels and local Assessment Managers and are committed to maintaining the highest degree of effective local decision making and delegation in a regional panel.

C. Section 84(1)(c)(ii)(A) of the PDI Act provides for the Minister to constitute a Regional Assessment Panel where 2 or more councils request the Minister to do so in relation to their combined areas.

D. The Councils have agreed to enter into this MOU acknowledging their intent to request the Minister to constitute the Panel, and to otherwise facilitate the constitution and operation of the Panel on the terms and conditions which follow.

1. ABOUT THIS MOU

1.1 The purpose of this MOU is:

1.1.1 to acknowledge the intent of the Councils to request the Minister to constitute the Panel;

1.1.2 to provide an agreed model for the constitution of the Panel for the Minister’s consideration; and

1.1.3 upon the constitution of the Panel, to govern the sharing of costs, information sharing, resourcing and other matters relevant to the administration of the Panel as expressed in this MOU and subject at all times to the PDI Act.

1.2 The Councils agree to work co-operatively in good faith to ensure that the Panel is constituted by the Minister, and thereafter to support the Panel and to facilitate its ongoing operation.

1.3 The Councils acknowledge that there is no express ability to “withdraw” from the Panel provided in the PDI Act at this time.

2. RELATIONSHIP OF THE COUNCILS

2.1 Each Council must act fairly, reasonably, diligently and in good faith in performing its obligations under this MOU.

Attachment 15.3.3.1


2.2 The relationship between the Councils under this MOU is one of cooperation and support for the constitution of the Panel and its operation.

2.3 The relationship between the Councils is limited to the purposes of this MOU and the constitution and management of the Panel under the PDI Act, and is not to be construed as a partnership, joint venture, principal and agent, trust, fiduciary or any other special relationship.

2.4 The Councils acknowledge and agree that this MOU does not create any substantive rights or liabilities on the part of the Councils.

2.5 The Councils acknowledge that notwithstanding the intentions of the Council, that the Minister may not agree to constitute the Panel on the basis of this MOU, but that certain terms may be added, removed or varied at the Minister’s discretion.

3. TERM

3.1 This MOU will be effective from the date of its execution by the Councils for a period of two years. An initial oversight review will be undertaken by Council CEO’s six months into the operations of the MOU. The MOU shall be reviewed and varied by agreement of the Councils on every 12 month anniversary following constitution of the Panel.

4. TERMINATION

4.1 This MOU will terminate:

4.1.1 upon the notice constituting the Panel being revoked by the Minister pursuant to Section 84(1)(j) of the PDI Act; or

4.1.2 upon the notice constituting the Panel being varied by the Minister pursuant to section 84(1)(j) of the PDI Act and a replacement MOU or agreement for the varied Panel being executed such that this MOU is rendered obsolete.

5. CONSTITUTION OF THE PANEL

5.1 Subject at all times to the PDI Act, the Councils agree to request that the Minister constitute the Panel in the following manner:

Option A

that the area of the Panel comprise the entire areas of the Councils;

that the Panel comprise up to five (5) members being:

(a) the Presiding Member appointed in accordance with paragraphs 5.1.2

and

(b) up to four (4) members appointed in accordance with paragraph 5.1.4, one of which will be an elected member from one of the Councils.

Option B

that the area of the Panel comprise the entire areas of the Councils;

that the Panel comprise up to five (5) members being:

(c) the Presiding Member appointed in accordance with paragraphs 5.1.2

and

(d) up to Four (4) and members appointed in accordance with paragraph 5.1.4

Attachment 15.3.3.1


5.1.2 that the members of the Panel be appointed by a Recruitment Panel constituted by the Chief Executive Officer or delegate of each Council, together with the Assessment Manager (Recruitment Panel).

5.1.3 The Recruitment Panel will appoint the Presiding Member taking into account the following requirements:

(a) the Presiding Member must be an accredited professional;

(b) the Presiding Member must be a fit and proper person with reasonable knowledge of the operation and requirements of the Act and

(c) the Presiding Member must not be an elected member or an officer of any of the Councils.

5.1.4 The Recruitment Panel will appoint up to:

Option A

The Recruitment Panel will appoint up to four (4) (or whatever number of appointments are required at the time) Panel Members, that are not the Presiding Member, taking into account the following requirements:

(a) one Panel Member will be an elected member of any of the Councils;

(b) the remaining Panel Members must not be an officer or elected member of any of the Councils and must be an accredited professional to a minimum of Planning Level 2.

(c) each Panel Member must be a fit and proper person to be a member of the Panel;

(d) where possible, Panel Members should be representative of the Council areas covered.

Option B

The Recruitment Panel will appoint up to four (4) (or whatever number of appointments are required at the time) Panel Members, that are not the Presiding Member, taking into account the following requirements:

(a) Panel Members must not be an officer or elected member of any of the Councils and must be an accredited professional to a minimum of Planning Level 2.

(b) each Panel Member must be a fit and proper person to be a member of the Panel;

(c) where possible, Panel Members should be representative of the Council areas covered.

5.1.5 the term of office of each Panel Member will be two (2) years and may be extended for any or all members at the discretion and by agreement of the Councils.

5.1.6 the conditions of appointment of Panel Members will be determined by agreement of the Councils.

5.1.7 The Recruitment Panel may appoint up to two deputy members at its discretion.

Attachment 15.3.3.1


5.2 The office of a member of a panel member will become vacant if the member:

5.2.1 is removed from office by the Councils or Minister due to a breach of the Code of Conduct adopted by the Minister under Schedule 3 of the Act;

5.2.2 Is removed from office by the Councils due to:

(a) Misconduct or neglect of duty;

(b) Incapacity to carry out duties satisfactorily;

(c) Failure to carry out duties in accordance with Section 91 of the Act;

5.2.3 resigns by written notice to the Councils;

5.2.4 dies;

5.2.5 completes a term of office and is not re-appointed;

5.2.6 becomes bankrupt or applies to take the benefit of a law for the relief of insolvent debtors; or

5.2.7 is convicted of an indictable offence punishable by imprisonment.

6. HOST COUNCIL

A host Council shall be determined and operate as the lead Council for a period of 12 months. The host Council will be responsible for all aspects of the management of the Regional Assessment Panel including administration support, fee payments and other relevant financial management considerations.

The role of the host Council will be shared on a 12 monthly basis, on a financial year rotation, or part thereof in the first year, by those Councils with sufficient staffing, or resourcing capacity to undertake the role.

6.1 Subject to the Panel determining otherwise, the location of all Panel meetings will be determined by the Host Council, taking into account the origin of applications to be considered by the Panel.

7. COSTS AND EXPENSES

7.1 Subject to the scheme set out in the notice issued under s84(1)(a) of the PDI Act and except as otherwise expressed in this MOU;

7.1.1 each Council will contribute one quarter of the total expenses of the foundation costs of setting up the Panel, including but not limited to, the costs associated with advertisements for expressions of interest for new members, notices and establishment costs of the Panel.

7.1.2 Each Council will contribute to the operational costs of the Panel including notices, refreshments if required, remuneration and sitting fees of Panel members. Operational costs will be allocated on a use basis, should a Council not have a matter before a particular RAP meeting then no costs will be allocated to that Council for that meeting.

7.1.3 All Councils will be responsible for an equitable share of costs associated with all training and accreditation requirements of Panel members.

7.1.4 the contribution payable by the Councils for the costs associated with the Panel set out in paragraphs 7.1.1,7.1.2 and 7.1.3 shall be reviewed and varied by agreement of the Councils on every 12 month anniversary following constitution of the Panel.

7.2 Each Council shall be individually responsible for the cost and conduct of any claim, expense or Court proceedings arising from a decision of the Panel made in respect of a development application in that Council’s area.

Attachment 15.3.3.1


7.3 The Host Council shall be responsible for making payment of the shared expenses outlined in clause 7.1.1, 7.1.2 and 7.1.3. Upon doing so, the Host Council will invoice the other three Councils for the relevant total cost of the expenses and the invoice shall be paid within one month of the date of the invoice. Councils will be invoiced every six months.

7.4 If any Panel Member (including the Presiding Member) resigns or is no longer a member for any reason, the Councils shall be equally responsible for administrative costs associated with replacing that member.

7.5 A Council may individually obtain legal advice in relation to the performance of this MOU or the conduct of the Panel and/or a Panel Member or in the assessment of a development application to be determined by the Panel. In doing so, that Council will be responsible for any legal expenses incurred, unless the Councils have previously agreed in writing that legal advice was required and that the associated legal expenses would be shared equally between the Councils.

8. ASSESSMENT MANAGER

8.1 The Councils may nominate a person to be Assessment Manager which position shall ultimately be appointed in accordance with the PDI Act.

8.2 The costs and expenses of the Assessment Manager shall be split equally between the Councils, only to the degree that there are additional costs incurred by the employing Council.

8.3 The Assessment Manager:

8.3.1 may delegate the assessment of all applications to officers of the Council in whose area the development application is located, or lodged so that development applications are assessed by officers of the Council to whose area the application relates. An exception to this will be where a Council does not have an Officer with appropriate qualifications or experience to undertake the assessment.

8.3.2 may delegate the assessment of any applications to:

(a) an officer of a Council in whose area the development application is not located; or

(b) another person permitted by the PDI Act if the Council in whose area the development application is located or lodged does not have an officer to whom the application can be delegated (because of for example resourcing relating to leave, qualifications or skills) such that a development application may be assessed by officers of a council to whose area the application does not relate, or such other permitted person.

8.4 A Council in whose area a development application is located is responsible for the cost and conduct of any claim, expense or Court proceedings arising from decisions made by the Assessment Manager or a delegate of the Assessment Manager.

Attachment 15.3.3.1


9. CONFIDENTIALITY

9.1 Subject to the provisions of the Freedom of Information Act 1991, a Council must not, without the prior written consent of the other Councils, use or disclose confidential information regarding any other council which it has obtained through the operation of the Panel.

9.2 A Council will not use any confidential information provided to it pursuant to this MOU other than to discharge its obligations in accordance with the MOU.

10. INDEMNITIES AND GUARANTEES

10.1 Each Council agrees to indemnify the remaining Councils for any losses, actions, damages, costs and expenses that arise from or are the result of the failure of that Council to perform any of its obligations under this MOU.

10.2 In circumstances where the Councils become liable as a result of the conduct of a member of the Panel, any or all of the Councils may liaise with the Mutual Liability Scheme.

11. DISPUTE RESOLUTION

11.1 It is the intention of the Councils to amicably and in good faith settle any dispute that arises out of the performance of this MOU, by way of discussion and negotiations between the relevant Chief Executive Officers of the Councils.

11.2 Where a dispute has arisen, it shall be referred to the Chief Executive Officers of the Councils who, if they cannot reach agreement, will refer the matter to their respective Council for determination.

12. GENERAL

Amendment

12.1 This Agreement can only be amended, modified, varied, released or discharged by the written agreement of each council and subject to the PDI Act.

Governing Law

12.2 The laws of South Australia apply to the performance of this MOU.

Entire Agreement

12.3 Subject to the PDI Act and any applicable regulations and other instruments under the PDI Act this MOU constitutes the full extent of terms that have been agreed to by the Councils in relation to the establishment and ongoing operation of the Panel.

12.4 This MOU is intended to supersede any previous arrangements, agreements, correspondence, tenders, representations, proposals, understandings and communications that were entered into and/or made by the Councils (whether orally or in writing) in regards to the establishment and ongoing operation of the Panel.

Interpretation

In this MOU:

12.5 any terms which are defined in the PDI Act or regulations or in any instruments under that Act or regulations are assigned the meaning in the Act, regulations or instrument;

12.6 headings do not affect interpretation;

12.7 singular includes plural and plural includes singular;

Attachment 15.3.3.1


12.8 a reference to any statute or subordinate legislation includes all statutes and subordinate legislation amending, consolidating or replacing the statute or subordinate legislation referred to; and

12.9 the requirements of this MOU are to be construed as additional to any requirements upon any party under the PDI Act or any other legislation.

EXECUTED AS A MEMORANDUM OF UNDERSTANDING Signed for and on behalf of

WATTLE RANGE COUNCIL

by its authorised officer in the presence of

__________________________________

Witness Signature

_________________________________

Signature

_________________________________

Print Name

_________________________________

Print Name

Signed for and on behalf of

DISTRICT COUNCIL OF GRANT


__________________________________

Witness Signature

_________________________________

Signature

_________________________________

Print Name

_________________________________

Print Name

Signed for and on behalf of

DISTRICT COUNCIL OF ROBE


__________________________________

Witness Signature

_________________________________

Signature

_________________________________

Print Name

_________________________________

Print Name

Attachment 15.3.3.1


ADOPTION AND AMENDMENT HISTORY

Date Authorised by Minute Reference

August 2024 Next review

CEOs of

Attachment 15.3.3.1



15.3.4 Building Fire Safety Committee

15.3.4 Building Fire Safety Committee



Author Chris Tully, Manager Development, Health and Compliance



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.2 Through appropriate planning, develop vibrant, presentable townships throughout the Wattle Range area.



Attachments 1. Draft Building Fire Safety Committee Terms of Reference [15.3.4.1 - 8 pages]

Purpose of Report

To establish the Building Fire Safety Committee under the Planning, Development and Infrastructure Act 2016, adopt the Terms of Reference for the Committee and appoint members to the Committee.

Report Details

At the Ordinary meeting of Council held on 17 January 2017, Council resolved to form a Building Fire Safety Committee (Folio 6980-6981; Item 17.2) established under section 71 of the Development Act 1993 (the Development Act) as the ‘appropriate authority’ for Council’s area.

Due to the transition from the Development Act to the Planning, Development and Infrastructure Act 2016 (the PDI Act) a new Building Fire Safety Committee now needs to be established under section 157 of the Planning, Development and Infrastructure Act 2016 (‘the PDI Act’) and designated as the ‘appropriate authority’ for Council’s area.

Council is given the authority to establish and designate an appropriate authority by the PDI Act (section 157(16)).

The Committee is proposed to be a stand-alone Committee to serve the Wattle Range Council area.

The draft Building Fire Safety Committee Terms of Reference (attached) details the purpose and functions of the Committee. It also outlines prescribed requirements of the PDI Act and Planning, Development and Infrastructure (General) Regulations 2017 (Regulations) in terms of membership requirements, inspection & notice making powers, disclosure of interests and other procedures.

Membership of the Committee is prescribed in the PDI Act and detailed in clause 4 of the draft Terms of Reference. Council will need to appoint members to the new Committee. To enable a smooth transition, it is recommended that members of the Building Fire Safety


Committee formed under the Development Act be considered for appointment to the new Committee, being:

Christopher Tully as a person who holds prescribed qualifications in building surveying (Building Level 2 Accreditation – registration number APB20200026).

As per correspondence received from the Chief Officer SA Country Fire Service (Chief Officer), dated 23 July 2020, the approved delegate that is an authorised officer under Part 3 Division 5 or section 86 of the Fire and Emergency Services Act 2005 is Julian Aggiss. The Chief Officer has also approved proxies (deputy members), being Colin Paton and Darren Chapman.

Grant Riches as a person with expertise in the area of fire safety. Council has an existing professional services agreement in place for providing consultancy and advice to the Wattle Range Council Building Fire Safety Committee, valid to 20 September 2021 (as per Council decision on 9 July 2019). Some minor amendments may be required to the agreement.

Cr Burrow was the person selected by the Council (Council decision 27 Nov 2018) with his previous term expiring 26 November 2021 and Cr Price was appointed deputy (Council decision 9 July 2019).

Council may specify the term of office of a member (other than those approved by the Chief Officer). The proposed Terms of Reference specify a term of up to two years.

As per the proposed Terms of Reference, Council will need to select one of the appointees as Chairperson of the Committee.

As per advice provided by the LGA, no formal decision of Council is required to dissolve the former Committee established under the Development Act. This Committee will cease to exist on repeal of section 71 of the Development Act or on expiry of the members’ terms, whichever occurs first.


Budget Allocation $2,000Budget Spent to Date $0Budget Variation Requested $0

Risk Considerations

Please refer to Wattle Range Council’s SharePoint Register – Building Fire Safety Committee.


Policy 3.1 Building Inspections PolicyPolicy 3.8 Enforcement Policy


Planning, Development and Infrastructure Act 2016





The Committee will discuss fire safety matters with relevant building owners and continue to provide advice and guidance.

RECOMMENDATION

That Council:


2. In accordance with section 157 of the Planning, Development and Infrastructure Act 2016 (‘the PDI Act’):

2.1. Establish the Wattle Range Council - Building Fire Safety Committee (‘the Committee’) and designate it as the appropriate authority for the area of the Council.

2.2. Appoints the following members of the Committee:

2.2.1. Mr Chris Tully, as a person who holds prescribed qualifications in building surveying

2.2.2. Mr Grant Riches as a person with expertise in the area of fire safety; and2.2.3. Cr …................, as a person selected by the Council.

2.3. Taking into account the nature of the Council’s area, the Committee will also include a person approved by the Chief Officer of the South Australian Country Fire Service (‘CFS’):

2.3.1. Notes that the Chief Officer of the SA CFS has approved Julian Aggiss as a member of the Committee.

2.3.2. Notes that the Chief Officer of the SA CFS has approved Colin Paton and Darren Chapman as deputy members to Julian Aggiss.

2.4. That the members of the Committee will hold office for the following terms:

2.4.1. Mr Chris Tully, a term of two years, expiring on 10 November 2022;2.4.2. Mr Grant Riches, a term expiring on 09 July 2021;2.4.3. Cr ................., a term of two years, expiring on 10 November 2022 or at

the end of their Council term of office (whichever occurs first).

3. Adopt the Draft Building Fire Safety Committee Terms of Reference for a new committee to be constituted under the Planning, Development and Infrastructure Act 2016 (‘the PDI Act’).

4. Appoints ……...........…. as the Chairperson of the Committee.

5. Appoints the following persons as deputy members of the Committee, whose term of office as a deputy member will coincide with the term of office of the member for whom they are the deputy:

5.1. Cr………………. as deputy to Cr ….................

Terms of Reference ID414 Version: Draft 2020_09

Building Fire Safety Committee Date Adopted:

Next Review Due:


3.14.1/5 Public Development Services Manager Development Health & Compliance

4 yearly


Page 1 of 8

1. NAME

The name of the Committee is the Wattle Range Council Building Fire Safety Committee (hereinafter called ‘the Committee’).

2. ESTABLISHMENT & PURPOSE

1. The Committee is established under section 157 of the Planning, Development and Infrastructure Act 2016 (‘the PDI Act’) and designated as the ‘appropriate authority’ for Council’s area, as resolved by Council at its Ordinary Meeting dated DD MONTH YYYY (Folio ####; Item ##.#).

2. The Committee is a stand-alone committee to serve the Wattle Range Council area.

3. In exercising its powers under section 157 of the PDI Act, the Committee should seek to achieve the following (in order of priority):

(a) firstly, a reasonable standard of fire safety for the occupiers of the relevant building;

(b) secondly, the minimal spread of fire and smoke;

(c) thirdly, an acceptable fire fighting environment,

in accordance with the fire safety objectives and performance criteria of the Building Code of Australia.

3. FUNCTIONS

The Committee is assigned the responsibilities to:

1. Develop and maintain appropriate building fire safety inspection policies;

2. Scrutinise and inspect the fire safety of buildings that have been identified as, or are suspected of, having inadequate fire safety provisions;

3. Issue notices to building owners in accordance with section 157 of the PDI Act;

4. Forward information on notices issued to Council administration for the purposes of section 7 enquiries under the Land and Business Sale (Convincing) Act 1994 (which are made by a vendor when a building is available for sale or lease);

5. Where appropriate, negotiate a cost effective performance solution with a building owner to reduce fire safety risks to an acceptable level;

6. Initiate enforcement or other action to ensure a building owner complies with certain notices issued; and

7. Revoke or vary notices when appropriate.

Attachment 15.3.4.1




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4. MEMBERSHIP

1. The Committee must comprise the following members:

(a) a person who holds prescribed qualifications1 in building surveying appointed by the Council; and

(b) an authorised officer under Part 3 Division 5 or section 86 of the Fire and Emergency Services Act 2005 who has been approved by the Chief Officer of the South Australian Country Fire Service (SACFS) to participate as a member of the Committee; and

(c) a person with expertise in the area of fire safety appointed by the Council; and

(d) if so determined by the Council, a person selected by the Council.

2. At least one of the members of the Committee may be a Council member or, if the Council so determines, a Council employee.

3. Subject to a resolution of the Council to the contrary, the term of office for a member of the Committee is two years.

(a) A member of the Committee who is an elected member of the Council cannot be appointed for a term exceeding their term as a member of the Council.

(b) Members are eligible to be re-appointed at the conclusion of their term, if deemed appropriate.

4. Deputy members (proxies) may be appointed to the Committee.

(a) The Council may, at its discretion, appoint a deputy member to deputise for each of the members appointed by Council.

(b) The Chief Officer of the SACFS may, at their discretion, appoint a deputy member to deputise for the member approved by the Chief Officer of the SACFS.

(c) A person must not be appointed as a deputy for a member appointed by the Council unless that person holds the requisite qualifications or has the relevant experience required to be a member of the Committee.

(d) The term of office of a deputy member will coincide with the term of office for the relevant Committee member.

5. The office of a member or deputy member of the Committee (other than a member under 4.1.(b)) will become vacant if the member:

(a) dies; or

(b) completes a term of office and is not reappointed; or

(c) resigns by written notice addressed to the Council; or

(d) is removed from office by the Council for any reasonable cause.

1 Prescribed qualifications as per regulation 113 of the Planning, Development & Infrastructure (General) Regulations 2017, as amended from time to time.

Attachment 15.3.4.1




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5. CHAIRPERSON

1. A Chairperson shall be appointed by the Council.

2. The Chairperson will preside at all meetings of the Committee and, in their absence, a member chosen by the members present at the meeting shall preside.

6. ADMINISTRATION

The Council shall provide the following support to the Committee:

(a) administrative support at meetings of the Committee;

(b) an administrative base and record storage;

(c) administrative support for the preparation of agendas and minutes of meetings, minutes of inspections, reports, notices and other associated administrative tasks, as may be required from time to time.

7. MEETINGS

1. Ordinary meetings shall be held at such time and place as deemed necessary by the Committee to ensure the provisions of section 157 of the PDI Act are met, provided that at least two (2) meetings per annum are held.

2. The Chairperson may call a special meeting, either of the Chairperson’s own initiative, or upon the request of at least two members of the Committee.

3. Generally, at meetings the Committee will:

(a) discuss or review policy;

(b) review existing procedures and practices;

(c) discuss or review reports, inspections and document minutes of such reviews and discussions;

(d) discuss the issuing, or proposed issuing, of a notice under section 157 of the PDI Act.

4. The Committee may conduct ordinary or special meetings by telephone conference or other electronic means.

(a) A meeting conducted for the purposes of this clause may involve the participation of one, some, or all of the members by telephone or other electronic means, provided that each participating member is capable of communicating with every other participating member during the meeting.

(b) A meeting conducted in accordance with this clause is deemed to be held at the place determined by the Committee, provided that at least one member is present at that place for the duration of the meeting.

5. Meetings of the Committee are to be conducted in private. However, the Committee may permit a person to attend at a meeting of the Committee as an observer or to provide a report or briefing to the Committee.

Attachment 15.3.4.1




Next Review Due:



4 yearly


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8. MOTIONS

1. A member may bring forward any business at the meeting in the form of a motion with or without notice.

(a) A motion will lapse if it is not seconded at the appropriate time.

(b) A member may only speak once to a motion except with leave of the meeting or as the mover in reply.

2. A member who has not spoken to a motion at an earlier stage of the debate may move or second an amendment to the motion.

(a) An amendment will lapse if it is not seconded at the appropriate time.

(b) If an amendment is carried or lost, only one further amendment may be moved to the original motion.

3. The mover of a motion or amendment may, with the consent of the seconder, request leave of the meeting to vary, alter or withdraw the motion or amendment.

9. VOTING

1. Questions arising for decision at all meetings of the Committee will be decided by votes of the majority of the members present, on the basis of one vote per member.

2. The Chairperson will be entitled to a deliberative vote, but will not be entitled to a casting vote.

3. Each member present at a meeting of the Committee must vote on a question arising for decision at that meeting. Failure by any member to vote on any question arising will deem that member to have voted in the negative.

4. In the event of an equality of votes, the question will be resolved in the negative.

10. QUORUMS

1. No business will be transacted at Committee meetings unless a quorum is present.

2. The quorum for a meeting of the Committee shall be the number of Committee members who from time to time constitute the Committee, divided by two (2), ignoring any fraction resulting from the division, and adding one.

11. ADJOURNMENTS

1. The Committee may adjourn any meeting from time to time and from place to place.\

12. MINUTES

1. The Committee shall cause proper minutes to be kept of proceedings at its meetings.

2. The minutes of the proceedings at a meeting must be submitted for confirmation at the next ordinary meeting of the Committee.

Attachment 15.3.4.1




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3. On the confirmation of the minutes, the Chairperson will:

(a) initial each page of the minutes (but not including the attachments), which pages are to be consecutively numbered; and

(b) place his or her signature and the date of confirmation at the foot of the last page of the minutes.

4. The minutes of the proceedings of a meeting must include:

(a) the names of the members present at the meeting;

(b) in relation to each member present:

(i) the time at which the person entered or left the meeting;

(ii) unless the person is present for the whole meeting, the point in the proceedings at which the person entered or left the meeting; and

(iii) if the member is participating by telephone or other electronic means, that fact;

(c) each motion or amendment, and the names of the mover and seconder;

(d) any variation, alteration or withdrawal of a motion or amendment;

(e) whether a motion or amendment is carried or lost;

(f) any disclosure of interest made by a member;

(g) details of any adjournment of business; and

(h) any other matter required to be included in the minutes in accordance with the PDI Act or these Terms of Reference.

5. If in attendance, Council’s administrative support provided for in clause 6 will be responsible for the minutes and agenda for the meeting, otherwise the Chairperson will delegate the responsibility to a member of the Committee.

13. DISCLOSURE OF INTEREST

1. A member of the Committee who has a personal interest or a direct or indirect pecuniary interest in any matter before the Committee (other than an indirect interest that exists in common with a substantial class of persons) must not take part in any deliberations or decision of the authority in relation to that matter.

2. A member of the Committee must disclose his or her interest to the Committee as soon as he or she becomes aware of that interest.

14. ANNUAL REPORT

1. At least once per annum, the Committee shall prepare a report to Council including:

(a) the number of inspections;

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(b) the classification of buildings inspected; and

(c) the type and number of notices issued.

2. Council’s Manager Development, Health & Compliance shall ensure this report is tabled at an ordinary meeting of the Council as soon as practicable after the Committee has prepared the report.

15. INSPECTIONS

1. All members appointed to the Committee are authorised under section 157 of the PDI Act to undertake inspections for Committee purposes.

2. Other authorised Council officers who hold the prescribed qualifications may inspect premises to determine the level of fire safety, but must report to the Committee for determination of the relevant action required.

3. Adequate records of inspections undertaken shall be kept in accordance with Council’s Records Management Policy.

16. NOTICES

1. Notices will be issued by the Committee as the appropriate authority pursuant to section 157 of the PDI Act.

2. The Committee may cause a notice (pursuant to sections 157(3) and 157(4)) of the PDI Act to be served upon a building owner that:

(a) requires the owner to report to the Committee (in writing) within two months or such longer period as the Committee may allow (pursuant to section 157(5) of the PDI Act) on the work or other measures necessary to ensure that the fire safety of the building is adequate and the expected timeframes to complete the works; or

(b) in the case of an emergency:

(i) requires the owner carry out a program of work, or to take any other measure, to overcome the fire hazard; or

(ii) requires the evacuation of the building; or

(iii) prohibits the occupation or use of the building or a part of the building until the Committee is satisfied that the fire hazard no longer exists; or

(iv) requires the building owner take such other action as required by the Planning, Development & Infrastructure (General) Regulations 2017 (‘the Regulations’).

3. Where a notice in accordance with paragraph (b) is issued, the Committee shall consider representations made by the owner or the owner’s representative about the fire safety of the building and the work or other measures to be carried out (pursuant to section 157(6) of the Act).

Attachment 15.3.4.1




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4. Where a report is received from the owner in response to the Committee notice (issued pursuant to sections 157(3) and 157(4)), the Committee shall consider that report and any fire safety upgrade completion timeframes and make a determination as to whether to cause a notice pursuant to sections 157(3) and 157(7) to be served upon the owner.

5. Where no report is received from the owner in response to the notice (issued by the Committee pursuant to the sections 157(3) and 157(4)), the Committee shall make a determination as to whether to cause a notice pursuant to sections 157(3) and 157(7) to be served upon the owner

6. Where a notice pursuant to sections 157(3) and 157(7) is served upon the owner that notice shall:

(a) require the owner to seek an appropriate development authorisation under the PDI Act and, if granted, to carry out a programme of work or to take other measures to ensure that the fire safety of the building is adequate; or

(b) prohibit the occupation or use of the building or a part of the building until the Committee is satisfied that the fire hazard no longer exists; or

(c) require the owner take such other action as prescribed by the Regulations.

7. Pursuant to section 157(9) of the PDI Act, the Committee may, at the request of the building owner, vary this notice or may, on its own initiative, revoke this notice if satisfied that it is appropriate to do so.

8. Where the Committee resolves to issue a notice pursuant to section 157 of the Act, that notice must be signed by the Chairperson, or such other person as the Committee so resolves.

9. Council’s Manager Development, Health & Compliance shall be responsible for the preparation of all reports, notices and other documents relating to such notices and maintenance of such records in accordance with Council’s Records Management Policy.

10. Notices shall be sent out in accordance with the prescribed format (if any).

17. COST RECOVERY

1. All monies recovered by the Committee as fines and interest, or costs and expenses in relation to actions undertaken by the Committee under the PDI Act shall be remitted to Council.

18. CONSULTANTS AND OTHER PROFESSIONAL ADVICE

1. Council shall be responsible for the engagement of and, any payment to, Fire Safety Engineers, Consultants or other similar persons who may be required to provide professional advice, or appear on behalf of the Committee in any Court action in relation to any building fire safety matter within the Council’s area. Such action shall be approved by the Director Development Services.

2. Where relevant, the powers of the Committee shall not extend beyond those delegated to it by Council under section 157 of the PDI Act.

Attachment 15.3.4.1




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19. PROCEDURES

1. The procedures to be observed at meetings of the Committee will be:

(a) as prescribed by the PDI Act;

(b) as prescribed by these Terms of Reference;

(c) insofar as the procedure is not prescribed by the PDI Act or these Terms of Reference, as determined by the Committee.

20. AVAILABILITY

These Terms of Reference are available for inspection without charge at the following location during ordinary business hours:

• Principal Office, “Civic Centre”, George Street, Millicent

• Council Website: www.wattlerange.sa.gov.au

A copy of the Terms of Reference may be purchased from the Principal Council Office upon payment of a prescribed fee in accordance with Council’s Schedule of Fees and Charges.

21. REFERENCES & FURTHER READING

References

Relevant Legislation:

Planning, Development and Infrastructure Act 2016 Planning, Development and Infrastructure (General) Regulations 2017


22. ADOPTION & AMENDMENT HISTORY The table below sets out the adoption, review and amendment history of the procedure.

Version No:


1 14/03/2017 Council Constituted under Development Act

Folio 7004 Item 13.3.3

New committee constituted under PDI Act

Attachment 15.3.4.1



15.4Director Engineering Services15.4.1 Land Division Policy for Provision of Infrastructure

15.4.1 Land Division Policy for Provision of Infrastructure


Department Engineering Services

Author Daryl Sexton



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.1 Enhance public space areas including parks, public places, car parking, street lighting and streetscapes to provide vibrant, attractive areas.1.3 Provide sustainable, vibrant community facilities.

Theme 2 - Economic Prosperity 2.1 Support and advocate for improved infrastructure that enhances and creates economic and business opportunities.

Theme 3 - Environmentally Sustainable 3.1 Protect Council's natural assets through proactive planning in climate adaptation and structured infrastructure replacement and enhancements.

Theme 4 - Infrastructure & Asset Sustainability4.1 Create a sustainable stock of assets, with appropriate long term asset planning and optimal use.4.2 Plan and provide for a safe local road network that meets the future and current needs of our community.


Attachments 1. couadv consult Land Division Policy for Provision of Infrastructure [15.4.1.1 - 1 page]

2. Land Division Infrastructure [15.4.1.2 - 16 pages]

Purpose of Report

Adoption of the Land Division Policy for Provision of Infrastructure that sets out the recommended requirements for infrastructure (including the technical requirements associated with each class of asset) that private developers must provide when undertaking land divisions.

Report Details

At the 8 September Council Meeting a report was presented associated with the development of a new Policy that would establish consistent standards for the provision of infrastructure (new assets) when new land division occurs at Wattle Range Council.

At the meeting the following decision was made:


A public notice was published on 10 September seeking community comment on the Land Division Policy for Provision of Infrastructure with a closing date of 7 October 2020 (attached). No submissions were received. The policy is now being presented to Council for adoption as a final version noting that the document has had some minor changes which were provided by Elected Members. These changes did not alter the intent of the document and were included in the version that went out for public consultation.

In terms of background, land developers must undertake land divisions in accordance with the provisions of the prevailing planning legislation but, at times, there is conflicting views on what is required and also the standards that are to be met in the provision of the infrastructure that is typically provided in land divisions.

The infrastructure provided by developers is “gifted” to Council as part of the development and each piece of infrastructure typically becomes an asset owned by the Council and as such it is placed on the asset register and its ongoing maintenance and eventual replacement becomes a community cost.

To ensure that developers meet their fair share of the cost and that they provide infrastructure in line with community expectations, it is highly desirable that Council has a clear statement of its expectations and requirements.

The attached “Land Division Policy for Provision of Infrastructure” is the document that clearly details the infrastructure to be provided and the design/construction standards to be met.

As with all Council policies, this will be a living document, subject to regular review and can be amended from time to time as, and when required.


Budget Allocation TBDBudget Spent to Date TBDBudget Variation Requested TBD


Risk Considerations




Community Engagement Policy 1.5.







RECOMMENDATION

That Council:


2. Adopt the Land Division Policy for the Provision of Infrastructure.

Our Ref: GF/2.3.2/2couadv consult draftldpolicy

10 September 2020

ADVERTISEMENT:

Public ConsultationDraft Land Division Policy for Provision of Infrastructure

Council is seeking community comment on the ‘Land Division Policy for Provision of Infrastructure' which was presented to the ordinary meeting held on 8 September 2020:

This policy has been prepared in alignment with the Planning, Development and Infrastructure Act 2016 (PDI Act) with particular reference to the provision of new roads and related infrastructure that is gifted to Council as part of land division.

In accordance with Council’s public consultation policy, the public is invited to comment and make formal representation to Council on the draft policy.

Written submissions marked ‘Draft Land Division Policy’ can be:• posted to PO Box 27, Millicent SA 5280;• left at any of Council’s offices;• or emailed to [email protected]

and will be received by Council until 5pm on Wednesday, 7 October 2020.

Copies of the draft policy are available from any of Council’s Offices or our website at www.wattlerange.sa.gov.au/haveyoursay

Please note that all comments, including the names of those responding may be tabled at a public meeting of Council unless otherwise indicated by the respondent in which case their details are to be excluded from publication.

Ben GowerCHIEF EXECUTIVE OFFICER

Attachment 15.4.1.1


http://www.wattlerange.sa.gov.au/haveyoursay

POLICY 507 Version: DRAFT 2020_10

Land Division – Provision of Infrastructure Date Adopted:

Next Review Due:


GF/9.63.1/3 Public Development Services Manager Development Health & Compliance

2 Yearly


Page 1 of 16

1. STATEMENT

This policy sets out the requirements of the Wattle Range Council (“Council”) for the provision of infrastructure in privately funded land divisions. 2. DEFINITIONS / ACRONYMNS

SCAP State Commission Assessment Panel CODE Planning and Design Code NATA National Association of Testing Authorities TGSI Tactile Ground Surface Indicators AS Australian Standards CWMS Community Wastewater Management Scheme DIT Department of Infrastructure & Transport CBR California Bearing Ratio ARR Australian Rainfall and Runoff MDD Maximum Dry Density 3. PRINCIPLES

3.1 Scope

This policy applies to all persons and or organisations undertaking land divisions for any purpose within the Wattle Range Council area.

3.2 Planning Requirements

In addition to the plans and specification requirements for land divisions, as detailed in Part 9, Division 6 of the Planning, Development and Infrastructure (General) Regulations 2017 (Regulations), a development application and supporting material shall include the following:

a) Where new roads are to be created - proposed road reserve and road pavements

widths; b) Reference to and details of any proposed fencing, particularly fencing adjoining

reserves/screening reserves; c) Street trees are encouraged in land divisions. They must be properly planned for and

integrated as part of the overall land division proposal. A Plan of the land division showing proposed street trees should accompany the Development Application. The number, position and type of street trees shall be at the total discretion of Council and should be discussed with Council prior to submitting the proposal. The cost of purchasing any agreed to street trees shall be totally borne by the applicant/land developer; and

d) Design site levels to be provided with the lodgement of the land division for formal

approval.

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3.3 Infrastructure

3.3.1 Street Names

Proposed street names associated with the overall land division (including estate name etc.) shall comply with the Naming of Roads Policy.

3.3.2 Land Management Agreements

Where appropriate and at the sole discretion of Council, Council is prepared to accept Land Management Agreements, in accordance with the provisions of the Planning, Development & Infrastructure Act 2016 (PDI Act) and Regulations. Such Land Management Agreements are only to be used in relation to the development and initial maintenance of screening reserves and development requirements for small allotments. All costs associated with the preparation of a Land Management Agreement (including any draft agreement) for any matter and its final lodgement and execution shall be totally borne by the applicant/land developer.

3.3.3 Reserves

Council, when dealing with land division applications, seek where appropriate, to have public open space contributions in parcels of at least 1,000m2 in area and on flat land. Such areas should link with other reserves where possible and practicable. In instances when screening reserves are required, the Development Approval and / or Land Management Agreement, should include a request for the Developer to fence the screening reserve and develop the reserve in accordance with a plan approved by Council. Council aims to plant out (with appropriate species) public open space reserves to the equivalent of approximately 10% of the reserve area, with the remainder of the area to be left grassed, to allow for low level active and passive recreation.

3.3.4 Clearance / Certificate of Approval

Where Council has agreed and has been engaged to undertake the physical construction works associated with the land division (or part works), all money for the cost of the work shall be paid to Council prior to Council clearing the land division and advising the State Commission Assessment Panel (SCAP) that it can issue the Certificate of Approval for the plan of division; and; a) Where a private contractor has been engaged to undertake the physical construction

works, associated with the land division (or part works), all of the work shall be completed to the satisfaction of Council, prior to Council clearing the land division and advising the SCAP that it can issue the Certificate of Approval for the plan of division; or

b) Where a private contractor has been engaged to undertake the work, a bond equalling

150% of the higher of two highest quotations shall be lodged with Council in the form of cash or bank guarantee, together with an agreement (which sets out the construction stages and timing of each stage for the whole of the works) that will allow Council to draw upon deposited funds or bank guarantee to complete outstanding works. If works fall more than 30 days behind the submitted schedule, Council will

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have the sole discretion in the decision to complete the works, or to grant time extensions.

The form of bank guarantee is to be such that no termination date of the guarantee is to be specified, and the guarantee can only be cancelled on the written advice of the Chief Executive Officer of Council. Upon receipt of the contract sum (or other amount as determined to be reasonable by Council) and the signed works schedule agreement, Council will clear the land and advise the SCAP that it can issue the Certificate of Approval for the plan of division.

3.3.5 Depressions – Prone to Flooding

Where a land division includes land that is situated within a depression, and may be prone to flooding, Council will endeavour to have the land transferred to Council for reserve purposes. The applicant, with the assistance of a professionally qualified and experienced Engineer, will assess any depression situated within a proposed land division, which may become flooded and develop a strategy, based on current engineering design principles, to eliminate or reduce the flooding or potential for flooding to any property. The applicant will be required to submit the strategy (which is to include engineering plans showing retention areas, drainage pits, outfall drains, contouring, etc. if appropriate) to Council for approval and if approved, incorporate same into the overall infrastructure plan for the land division. Where there is a depression situated within a proposed land division, which may be prone to flooding, Council will impose the following condition, when considered necessary, following execution of the strategy as developed in accordance with the above:

"That the applicant be advised that Allotments are situated within a depression and as such an appropriate notation to the effect is to be registered on the title to the allotment, which will bring to the attention of prospective purchasers of the allotment, so that they can establish satisfactory floor levels in respect to any building to be erected on these allotments in order to reduce the potential for property damage”.

Council will ensure, to the best of its resources and ability, that any flooding problem has been satisfactorily overcome prior to issuing any approval. Where a flooding problem is unable to be satisfactorily overcome, the land division application should not be approved by Council.

3.3.6 Engineering Works

The applicant is required to submit for approval, design plans for all the engineering and infrastructure works associated with the land division and such plans are to include:

a) Road Hierarchy, Design and Construction Standards;

b) Kerb Profile;

c) Drainage;

d) Footpaths;

e) Crossing Places;

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f) Retaining Walls; and

g) Wastewater Infrastructure.

3.3.7 Road Hierarchy, Design and Construction Standards

Philosophy

The development road hierarchy is to reflect the different road functions, ranging from traffic distribution to shared traffic, pedestrian and recreation use. Road design, based on current engineering standards is to be consistent with the road hierarchy, land use and land forms. Development should generally be undertaken in a manner consistent with general policies contained in the Planning and Design Code (the Code). Unsealed roads will not be permitted within Township boundaries as defined in the Planning and Design Code (the Code). Table 1 is to be used in developing design criteria consistent with this philosophy. Table 1 – Road Design Requirements

Road Classification

Maximum 24-hour Traffic

Volume

Number of allotments

served

Design Speed (kmh)

Road Reserve Width

(m)

Carriageway Width

(m)

Minimum Pavement Thickness

(mm)

Access Place 100 <10 30 <12 4.5 – 7.0 300 Access Street/road

250 <25 40 <14 4.5 – 8.0 300

Collector Road 250 to 1000 <100 50 14-16 6.0 – 8.0 350

Distributor Road >1000 >100 50 16-18 8.0-10.0 350

Industrial Street - - 50 18-20 10.0 – 13.0 450

Technical requirements - Road Design:

a) Centre line grades generally should be a maximum of 10%, absolute minimum of

0.4%. Steeper grades, over a short distance will be permitted subject to the prior approval of the Director Engineering Services (or nominee).

b) Intersections in areas of steep grades should be avoided if possible. Intersection

storage area for one vehicle is desirable. Intersection site distances should comply with current engineering standards, as should all the design work within the proposed development.

c) In roads classified as collector roads or distributor roads, consideration should be given to the installation of accepted traffic management devices to control traffic flow and speed (e.g. roundabouts, slow points etc).

d) Where a new road is to intersect with a distributor road or major arterial road or industrial road, developers are encouraged to be innovative in the design to ensure

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vehicles leaving the road do so at a very low speed for the safety of all road users. Such designs are to be in accordance with the Code of Practice for the Installation of Traffic Control Devices in South Australia. If the developer and the Director Engineering Services cannot agree on a suitable intersection treatment, then this may be referred to Council for a final and binding decision.

e) Road cross fall should be in the range of 1 in 20 (5%) to 1 in 50 (2%) with the desirable being 1 in 33 (3%).

f) One-way road cross fall may be utilised, where the land form is such that the road will tie into existing natural surface levels more readily than with the conventional and desired 2-way cross fall with centre crown.

3.3.8 Kerb Profile

Kerb and channel are required to both sides of all streets to provide a structural pavement edge, a drainage mechanism and to delineate vehicle movements. This does not apply to allotments within a Rural Living Zone. Pavement edges may be provided as follows:

a) Access place - roll-over profile;

b) All other roads - roll-over profile and/or barrier profile – see approved cross sections below (Diagram 1);

c) Other kerb profiles may be used subject to the prior approval of the Director Engineering Services and the provision of kerb inverts at the location shown on the engineering drawings.

Kerb and channel is to be constructed using concrete of twenty eight (28) day strength of 25MPa (F’c=25MPa) and finished to a steel float finish. Kerb transition between types shall be made over 3 metres.

Diagram 1 – Kerb Profiles

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3.3.9 Road Pavement Requirements

Table 1 gives minimum pavement depths (as a general guide) but they may be increased depending on the quality and type of sub-grade material and also based on:

a) The design of flexible pavements as per the Austroads Design Guide Part 2 –

Guide to Pavement Technology, Pavement Structural Design method using equivalent standard axle (ESA's) loadings based on 10 vehicles per day per allotment and a twenty (20) year design life; OR

b) Road designs shall provide for concrete pavement based on the Concrete and

Cement Associations design tables.

All flexible pavements shall be constructed of materials approved by the Director Engineering Services (or nominee).

a) Where there is any doubt about the quality of proposed pavement materials, the

Director Engineering Services (or nominee) may require laboratory testing of materials as follows:

Sieve Analysis (Gradings) Atterberg Limits

b) All testing to be carried out by a National Association of Testing Authorities (NATA) registered laboratory.

c) Material, in the opinion of the Director Engineering Services (or nominee), not considered suitable for road pavement construction is not to be used.

Pavement density testing is required on all works prior to placement of seal coat, pavers, asphalt etc. Unless otherwise indicated by the Director Engineering Services (or nominee), the modified density test method shall be used.

The road pavement is to extend a minimum of 150mm behind the back of kerb and a minimum of 100mm under the base of kerb. Kerb base material is to be compacted to the same specifications as the road pavement.

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An Asphaltic concrete (hotmix) surface or two coat basalt aggregate seal is to be provided to all roadways to the satisfaction of the Director Engineering Services. The design of the hotmix surface to be to the satisfaction of the Director Engineering Services (or nominee); and may include a requirement to use a mix design utilizing polymer modified binders.

3.3.10 Vehicle Turning Movements

All vehicle turning movements shall be deemed to comply with performance measures when compared with templates contained in the National Association of Australian State Road Authorities Design Vehicles and Turning Templates, as follows:

a) For turning movements involving local arterial and distributor roads/industrial roads, the design 30 metre A-Double truck with radius 15.0 metres shall be used;

b) For turning movements involving collector roads but not local arterial or distributor roads/industrial roads, the design rigid truck with radius 12.5 metres shall be used;

c) For local arterial roads/industrial roads, the largest design vehicle likely to enter the land division shall dictate the road geometric design.

d) For turning movements involving access streets or access places, but not involving local arterial or distributor roads/industrial roads or collector roads, the design car with radius 8.0 metres shall be used;

e) For turning movements at the head of dead-ended streets, sufficient area shall be provided for the design car to make a complete turn and for garbage collection vehicles to undertake a 3-point turn. Pavement shapes may be one of, but not restricted to:

f) Access places and access streets should not exceed 150 metres in length. It is desirable streets interconnect at 90-degree junctions separated by at least fifty (50) metres. Cross roads and "Y" junctions are to be avoided, to reduce the likelihood of road-user accidents.

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3.3.11 Materials for Roadworks

General:

a) All material shall be clean, sound, hard and durable. Foreign material shall not be present in sufficient quantity to produce adverse effect upon the usage or performance of the material.

b) All material shall be produced from natural rock or sand deposits and shall be

preapproved by the Director Engineering services (or nominee) prior to its use.

c) The contractor shall be required to submit a reference sample of the proposed material and to undertake the following laboratory testing of the material:

Sieve analysis (gradings) Atterberg limits

d) Pavement Material Specification (produced by Department of Infrastructure &

Transport (DIT) and found at https://www.dpti.sa.gov.au/, shall be referred to and used as the general document to determine the acceptability of various classes of materials to be used in roadworks. The suitability of fill material shall be determined on a case by case basis by the Director Engineering Services (or nominee) but generally shall conform to the requirements as indicated in - Fill material.

Fill Material:

a) Excavated material may be used as fill material provided it is considered acceptable by the Director Engineering Services (or nominee), but shall consist of the following properties: particle size to not exceed 75mm; be free of organic or other foreign matter; under proof rolling, not show any signs of deformation, rutting, softness or

yielding or be unstable; be stable under various moisture contents with minimal swell or shrinkage.

b) Proof rolling shall be used to determine the acceptability of a material placed as fill and shall be undertaken by using either a fully laden water cart or other heavy machine exceeding 10 tonne in mass.

c) Fill material shall be placed in layers of between 150 - 200mm loose thickness.

Proof rolling is a hold point in roadwork construction and the contractor shall not proceed to the next stage until approval has been granted by the Director Engineering Services (or nominee). Sub-grade:

The sub-grade shall be prepared to produce a tight dense surface and shall be compacted to not less than 95% of standard maximum dry density for all roadways up to and including residential class. For road classes considered above residential (i.e. industrial and or collector and distributor) the sub-grade shall be compacted to a level as determined by the Director Engineering Services (or nominee) and based on the materials sub-grade California Bearing Ratio (CBR) value and its resilient modulus. The method for

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determining the sub-grade materials CBR value shall be in accordance with the Austroads pavement design manual “A Guide to the Structural Design of Road Pavements.” The testing and verification of the sub-grade is a hold point in the road construction and the contractor shall not proceed to the next stage until approval has been granted by the Director Engineering Services (or nominee). Sub-base:

a) For roads up to and including residential class, the sub-base layer shall consist of either 40mm crushed limestone rubble as approved by the Director Engineering Services (or nominee), and in accordance with the material properties as indicated below, or PM2/40QG as specified in Appendix 1 - Pavement Material Specification. The minimum sub-base thickness shall be 150mm, and with no individual layer placed exceeding a compacted thickness of 150mm.

b) A minimum compaction of 96% MDD is required and tested at a frequency of 1 test

per 500m2 per sub-base layer. c) Material to be used is generally described as non-plastic cementitious coraline

limestone rubble. It shall be graded and all material shall pass a 75mm screen, with the maximum dimensions being not more than 100mm. It shall be free of deleterious material. Surfaces containing oversize material may be rejected.

d) Contractors are required to provide a NATA laboratory analysis of the material

being used. The analysis is to include: particle size distribution to AS1289 C.6.1 (sampled in accordance with

AS1141.3); consistency limits and moisture content to AS1289.

NOTE: If the above tests are superseded by revised Australian Standards, such new standards to be used and listed.

e) During the works, any substantial variation in the material may be rejected. The Director Engineering Services (or nominee) will have sole discretion definition of substantial variation.

f) The contractor shall supply two samples in suitable containers. Samples shall

weigh at least eight (8) kilograms each and be lodged at the time of tender or at least two (2) weeks before work commences on site. The samples will be marked. One sample will be returned to the contractor and the other sample will be retained by Council.

g) For road classes considered above residential (i.e. industrial and or arterial or

distributor status) the sub-base material and layer thickness and compaction specification shall be determined by a proper road pavement design process as referred to in the Austroads pavement design manual “A Guide to the Structural Design of Road Pavements” or approved equivalent design process, and shall consider the design traffic loading for the road class.

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The testing and verification of the sub-base is a hold point in the road construction and the contractor shall not proceed to the next stage until approval has been granted by the Director Engineering Services (or nominee).

Base:

a) For roads up to and including residential class, the base layer shall consist of a 100mm thick compacted layer of PM2/20QG.

b) A minimum compaction of 96% MDD is required for all sample points, tested at a frequency of 1 test per 250m2 per layer.

c) For road classes considered above residential (i.e. industrial and or arterial or distributor status) the base material and layer thickness and compaction specification shall be determined by a proper road pavement design process as referred to in the Austroads pavement design manual “A Guide to the Structural Design of Road Pavements” or approved equivalent design process, and shall consider the design traffic loading for the road class.

The testing and verification of the base is a hold point in the road construction and the contractor shall not proceed to the next stage until approval has been granted by the Director Engineering Services (or nominee). Construction Tolerances:

a) Tolerances for the construction of various pavement courses shall comply with Table 2.

Table 2: Construction Tolerances

Final Trim:

Following placement and compaction of base course material, the whole of the surface of base course shall be final graded and trimmed to the specified tolerances, so as to leave a hard, dense, tightly packed surface, free of defects. Road surfacing shall not be commenced until the profile, surface compaction, quality and finish of the base course have been inspected and approved by the Director Engineering Services (or nominee). This is a hold point in the road construction and the contractor shall not proceed to the next stage until approval has been granted by the Director Engineering Services (or nominee).

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3.3.12 Drainage

A detailed drainage design is required for all stages of the proposed land division, and if necessary, due to existing land form, include areas outside the proposed development but within the drainage catchment affecting the development. Design shall be in accordance with procedures in the current edition of “Australian Rainfall and Runoff (ARR)” or other edition as approved by the Director Engineering Services (or nominee) and the Environment Protection Authority “Guidelines for stormwater management in Mount Gambier” in so far as this document is applicable to the location and the design. These documents are to be used to determine the appropriate sizing on the drainage system for both minor and major storm events. Drainage computations must be prepared by a qualified and experienced Engineer and submitted with the detailed engineering drawings for the proposed land division. All stormwater runoff attributable to the proposed land division is to be adequately disposed of within the development area, or as otherwise approved by the Director Engineering Services (or nominee). As a general rule, side entry pits should be spaced no further than 100 metres apart; closer spacing if required, may be acceptable depending on conditions and detailed design. Any drainage bores and associated settlement tanks shall be constructed to meet the requirements of Council and the Limestone Coast Landscape Board. Drainage capacity of any bore is to exceed the calculated drainage discharge for the designated stormwater system; and the bore is to be proved to the satisfaction of the Director Engineering Services (or nominee). Storage basins capable of holding the run-off of the designated rainfall storm shall be provided at suitable locations if drainage bores prove to be unacceptable or outfall drainage has limited capacity. Spoon drains, when required at junctions, shall be constructed to maintain the pavement width of the through street and to ensure continuity of flow of all stormwater. A spoon drain may not be constructed across a through street. Generally, spoon drains are not to be used unless approved by the Director Engineering Services (or nominee). All stormwater storage basins are to be provided with appropriate warning signs and fencing where required (in cases where side slopes exceed a slope of 1 vertical to 5 horizontal) to the satisfaction of the Director Engineering Services (or nominee). Council may require a separate drainage reserve in land divisions of adequate area to provide stormwater treatment and retention for a one (1) in five (5) year storm event in residential areas and a one in ten (10) year storm event in other areas. Any requirements above these limits may be incorporated into the public open space calculation.

3.3.13 Footpaths

Paved footpaths are to be provided where shared use of road pavement is not appropriate; and where potential volumes of pedestrians warrant formal construction to provide safe and adequate all-weather links.

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Footpaths shall be provided as follows:

a) Industrial streets, local streets and access places carrying less than 400 vehicles per day shall have no separate constructed pedestrian path;

b) Streets carrying between 400 and 2000 vehicles per day shall have, on one side of the road pavement, a separate pedestrian path of concrete or blockwork of 1.5 metres width to the approved construction standard;

c) Collector roads, distributor roads and arterial roads and industrial roads with greater than 2,000 vehicles per day, shall have on each side of the road pavement, a separate pedestrian path of concrete or blockwork of 1.5 metres width to an approved construction standard;

d) Concrete footpaths shall be constructed to a minimum thickness of 80mm with regular control joints at 1.2 metres to 1.5 metre centres and 10mm expansion joints at 6.0 metre centres and with sections of paths extending through crossovers to be suitably steel reinforced to take the required traffic loading;

e) The footpaths shall be located on the relevant road reserves in accordance with the current edition of 'Code of Practice for Coordination of Work and Allocation of Space on Roads and Footpaths (South Australia)';

f) All concrete footpaths are to have a broom finish;

g) Kerb Ramps shall be provided at every corner radius where footpaths are proposed. The location is to be approved by the Director Engineering Services (or nominee). Kerb ramps shall comply with relevant AS1428 standards.

Warning Tactile Ground Surface Indicators (TGSI) shall be provided within kerb ramps. The ramps shall have a maximum grade of 1:8, as allowed in AS1428.4. The full width of footpaths (nature strips with or without paved path) shall be graded to slope toward the adjoining top of kerb at a rate of 0.040 metre (fall) per metre (width); Details of blockwork and concrete footpaths are to be included with the detailed engineering drawings as submitted as part of the land division application. The land owner/developer should have regard for the establishment of bike lane/bike paths within the road reserve (either on-road or off-road).

3.2.14 Crossing Places

It is Council’s expectations that one (1) paved crossover will be provided to each new allotment created by the land division. Crossing places must avoid road/drainage infrastructure, particularly stormwater pits, service pits etc. Crossing places shall be constructed to the following specifications:

a) Finished grades shall be consistent with the adjoining roadway and footpaths (levels at the property boundaries shall be designated by the Director Engineering Services (or nominee);

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b) Materials shall be either reinforced concrete with a minimum thickness of 100mm for residential allotments (125mm to 150mm for industrial allotments); or

c) Blockwork of suitable strength and design for the expected vehicle movements (full

design details must be submitted with engineering drawings).

Crossing place relocation due to inappropriate siting for a specific building design/development shall be the responsibility of the current owner of the allotment.

3.2.15 Retaining Walls

In land divisions that require site preparation that requires the use of retaining walls to achieve the design site levels, Council will accept a single development application, prior to the creation of allotment titles, for all the required retaining walls within the proposed land division. This will allow the developer to present for sale allotments that are ready for building works and to also achieve consistency in retaining wall style throughout the land division.

3.2.16 Provision of Wastewater to New Allotments

All allotments in a residential zone must be provided with a connection to the relevant wastewater system (either Council-owned or SA Water), aerobic wastewater and other alternatives systems will only be approved where a scheme does not exist or in exceptional circumstances. It is the responsibility of the developer / applicant to provide evidence of the exceptional circumstances and cost alone is not considered to be sufficient grounds.

3.2.17 SA Water Sewer Scheme

SA Water conditions must be complied with to connect newly created allotments, to its sewer scheme.

3.2.18 Council-Owned Community Wastewater Management Scheme

The developer / applicant shall engage a suitably qualified wastewater Engineer to provide Council with a full design and specifications for the CWMS and details of the connection point to the existing CWMS. All design specifications must meet the requirements of Council. A concrete inspection cover is to be installed over the connection point at the time of the CWMS construction. Should alterations be required to the existing scheme to allow access to the new development, all associated costs shall be borne by the developer. Where necessary, the design may include a pressurised system or additional pump stations to accommodate flows outside the capacity of the existing wastewater control system. Any easement to be created as part of the design and construction of the CWMS shall be 3 metres in width and made out in favour of the Wattle Range Council. Any reserves of dimensions approved by Council must be formed over any pump station site located on private property. Such reserves shall be under the control of Council.

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The developer / applicant shall pay the fee prescribed in Council’s Fees and Charges Schedule to the Council per each newly created allotment created by the land division that requires access to the CWMS. Each connection point and associated infrastructure must be installed or bonded prior to issuing clearance. Council will accept ownership of the infrastructure only from outside the property boundary. This includes gravity mains, pump stations and rising mains, but not private pump stations within a property or sewer boundary kits, required due to a lack of fall for gravity connections. Council will require at least 24-hour notice, for any works of connecting to the CWMS, to allow a site inspection to occur, prior to backfilling pipe work. The Defect Liability provisions below will also apply to CWMS infrastructure.

3.2.19 Provision of Drinking Water to Newly Created Allotments

All newly created allotments in a residential area must be serviced by potable mains water where it is available in the town. Bore water will not be approved for drinking water in townships where mains water is available.

3.2.20 Street Lights and Street Signs

Street lighting is to be designed and installed in accordance with the current Australian Standard and have regard to energy efficient lighting systems, with all costs associated with this requirement being borne by the developer. Street signs shall be supplied (from an approved supplier) and erected to indicate the appropriate street names to the reasonable satisfaction of the Director Engineering Services (or nominee).

3.2.21 Defects Liability Period

Applicants are required to lodge with Council, (unless Council is the construction contractor) a standard agreement to indemnify Council against any defects that occur in any infrastructure (including but not limited to road and drainage infrastructure, reserves and retention basins, etc) for a period of twelve (12) months from the date of practical completion. The date of practical completion will be the date that Council accepts the engineering works. The standard agreement will stipulate that any/all infrastructure faults are to be rectified by the applicant or to reimburse Council the full cost of all necessary works. Council will notify the applicant in writing of practical completion in response to a written request by the applicant. The applicant (or contract representative) is required to notify Council in accordance with Table 3 below when each stage of the engineering works have been met. Works are not to proceed until inspection is completed and works have been approved (including appropriate testing if required) by Council.

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Table 3: Hold Points Hold Point The following are the hold points for the process of civil construction in concluding road works for residential class Stage Testing Roadworks 1. Cut/Fill Proof Rolling 2. Sub-Grade Placement 95% SSD

1 test per 500m2 3. Sub-Base Placement 96% MDD

1 test per 500m2 4. Based Placement 965% MDD

1 test per 500m2 5. Final Trim prior to placement of

seal/asphalt Visual inspection plus reference to table 2 construction tolerance

6. Concrete Kerb – on completion of crush rock base and prior to placement of kerb

Visual Inspection

7. Stormwater and Council CWMS Visual Inspection 8. Pipe Laying prior to backfilling of trenches Visual Inspection

3.2.22 Provision of “As Constructed” Document / Plans

Prior to Council accepting the engineering works, the applicant is required to provide “as-constructed” documents/plans for all works. Documents must be provided in a suitable format approved by Council and the applicant should contact Council prior to preparation.

3.2.23 Provision of Power to Newly Created Allotments

Where any new allotment is created the provision of electricity shall only be permitted to be installed as an above ground service (i.e. using stobie poles), in areas where electricity is currently provided above ground. In areas where there is currently no above ground electricity installed and any new allotment is created Council will require that the provision of electricity shall be provided via underground cables.

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4. REVIEW

This Policy must be reviewed at least every two years or updated when necessary.

5. AVAILABILITY

This Policy is available for inspection without charge at the following location during ordinary business hours:

Principal Office, “Civic Centre”, George Street, Millicent

Council Website: www.wattlerange.sa.gov.au.

A copy of the Policy may be purchased from the Principal Council Office upon payment of a prescribed fee in accordance with Council’s Schedule of Fees and Charges. 6. REFERENCES & FURTHER READING

References

Australian Standards Code of Practice for the Installation of Traffic Control Devices in South

Australia Austroads Design Guide Part 2 – Guide to Pavement Technology, Pavement

Structural Design National Association of Australian State Road Authorities Design Vehicles and

Turning Templates

Relevant Legislation:

Planning, Development and Infrastructure Act 2016 (PDI Act) Planning, Development and Infrastructure (General) Regulations 2017


Naming of Roads Policy Fees & Charges Schedule Community Land Management Plans

7. ADOPTION & AMENDMENT HISTORY The table below sets out the adoption, review and amendment history of the policy. Version No:


Attachment 15.4.1.2



15.4.2 Federal Government Grants - HVSPP and LRCIP

15.4.2 Federal Government Grants - HVSPP and LRCIP



Author Peter Halton



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.1 Enhance public space areas including parks, public places, car parking, street lighting and streetscapes to provide vibrant, attractive areas.1.2 Through appropriate planning, develop vibrant, presentable townships throughout the Wattle Range area.1.3 Provide sustainable, vibrant community facilities.

Theme 2 - Economic Prosperity 2.1 Support and advocate for improved infrastructure that enhances and creates economic and business opportunities.2.4 Strengthen and support the professional and economic growth of local businesses and job creation opportunities for the area.2.5 Promote Wattle Range as a tourism destination through provision of appropriate tourist facilities and advocacy.

Theme 4 - Infrastructure & Asset Sustainability4.1 Create a sustainable stock of assets, with appropriate long term asset planning and optimal use.4.2 Plan and provide for a safe local road network that meets the future and current needs of our community.4.4 Plan for and optimise Council’s stock of building assets whilst meeting the future and current needs of community.4.5 Plan and provide for the expansion and replacement of Council’s stock of footpaths, walkways and trails to meet the future and current needs of our community.

File Reference GF/7.41.1

Attachments 1. LRCIP Extension Funding Announcement Tony Pasin [15.4.2.1 - 1 page]

2. HVSPP Funding successful - Hon Scott Buchholz MP, Assistant Minister for Road Safety and Freight Transport [15.4.2.2 - 1 page]

3. Wattle Range Council - Offer of Funding - Intersection Upgrades [15.4.2.3 - 3 pages]

4. Wattle Range Council - Offer of Funding - Border Road [15.4.2.4 - 3 pages]

5. Offer of Funding Agreement [15.4.2.5 - 3 pages]6. Coonawarra to Penola Trails Project Report [15.4.2.6 - 25 pages]7. Engineering Report Border Road Upgrade Report [15.4.2.7 - 5 pages]8. Engineering Report - Intersection Upgrades [15.4.2.8 - 18 pages]

Purpose of Report

To advise Council that it is to receive further funding from the Federal Government for Infrastructure and seek its approval to accept the funding agreements including the commitment to contribute to the projects as per the agreements.


Report Details

Council has been advised that it is to receive three additional grants from the Federal Government. One grant through the Local Roads and Community Infrastructure Program (LRCIP) as an extension to the current allocation and two grants through the Heavy Vehicle Safety Productivity Program (HVSPP).

The allocations are as follows

Grant Program Purpose of Funds

Project Value Contribution Grant

LRCIP Untied funding however Council needs to nominate project/s for consideration

$736,052 $0 $736,052

HVSPP Border Road $4,000,000 $2,000,000 $2,000,000HVSPP Intersection

Upgrades$1,800,000 $900,000 $900,000

Total Grant $3,636,052

Local Roads and Community Infrastructure Program

In terms of the Local Roads and Community Infrastructure Program, at this stage we have only received advice from Federal Member for Barker, Mr Tony Pasin MP on the funding (see attached email). The communication states that in addition to the allocation already provided a further $736,052 of funding has been allocated through the program to Wattle Range Council. This brings the total allocation though the “Local Roads and Community Infrastructure Program” to $1,365,350.

As this funding is untied to projects a report was tabled on 9 June 2020 to adjust the budget to allow for the first allocation of funding and to identify the projects that we were seeking to deliver under this program to finalise a funding agreement. These projects were as follows:

Project Budget Grant Funding

Contribution (other)

Council Contribution

Beachport Playground $350,000 $200,000 $150,000Local Road Upgrade – Lossie Lane, Millicent

$60,000 $30,000 $30,000

Mount Burr Service Road, Mt Burr

$240,000 $119,298 $120,702

Penola Township Entrance Signage and landscaping of entrances into town

$155,000 $115,000 $10,000 $30,000

Beachport Bowling Club Building Renewal and Kitchen/Bar Upgrade

$330,000 $165,000 $30,000 $135,000

Total $1,135,000 $629,298 $40,000 $465,702

As per the previous report the program is to support local councils in delivering priority local road and community infrastructure projects, supporting jobs and the resilience of local economies to help communities bounce back from the COVID-19 pandemic.


The funding has been made available to Local Government to spend on local road and community infrastructure projects that involve the construction, maintenance and/or improvements to council-owned assets (including natural assets) that are generally accessible to the public.

The program can be used for Local Road projects or Community Infrastructure projects which are defined in the program as:

Local Road projects which can include road works, traffic signs, traffic control equipment, street lighting, bridges or tunnels, facilities off the road used by heavy vehicles in connection with travel on the road (for example, a rest area or weigh station), facilities off the road that support the visitor economy and road and sidewalk maintenance.

Community Infrastructure projects including, Closed Circuit TV (CCTV), bicycle and walking paths, painting or improvements to community facilities, repairing and replacing fencing, improved accessibility of community facilities and areas, landscaping improvements, such as tree planting and beautification of roundabouts, picnic shelters or barbeque facilities at community parks, playgrounds and skateparks (including all ability playgrounds), noise and vibration mitigation measures, off-road car parks (such as those at sporting grounds or parks).

The funding announcement is clear that this extension program is provided on the basis of use it or lose it i.e. Council must allocate the funding and complete the projects within the defined timeframes. In terms of timeframe, the extension program funding will be available from 1 January 2021 and is to be spent by December 2021. Council should therefore look to projects that are shovel ready and do not have many constraints that might impact on delivery.

Councils will also need to demonstrate that projects are additional to their pre COVID-19 work program for 2020/21 i.e. additional to normal capital works schedules that were to be funded by Council. It also states funding can be for a project that has been brought forward from a future work program.

The report tabled in June that considered the first allocation, listed the following projects for consideration:


In addition to these important proposals, Council has been discussing the provision of a major rail trail project between Penola and Coonawarra called the “Coonawarra Trail”. A project plan has been developed (attached) for this project at an estimated cost of $800,000. In addition to the works to develop the trail, funding is required to develop car parking and safe crossing points in particular to navigate the Penola Bypass from Penola Township.

LRCIP Recommendation

Whilst it may be appealing to refer several projects up for funding, this has a high probability to result in Council not delivering on expectations and losing the funding.

The reason is the capital program based on the first quarter review is listed at $9.797M and currently requires the delivery of 114 capital project (reference Quarterly Budget Review Report). We have annually completed around $6M in capital works and approximately 80 projects, so the organisation is already stretched to the point at which it will not meet the program. In addition to this, we need to consider that we have been advised of further funding and additional projects through the HVSPP which will be challenging to deliver on.

It is therefore the staff recommendation that Council allocate the LRCIP funding to one project rather than multiple projects.

Officers are recommending that Council considers one of three priority projects to be completed under the LRCIP:

1. Millicent Swimming Lake $1,200,000

The project is for the renewal of the swimming lake along with the development of a water slide park and additional amenities block. Improvements to tourism was something that received strong support as part of the review of the Strategic Plan so it achieves this outcome.


The staff have obtained indicative quotes for the water slide element and would propose a prefabricated style amenity building or look to a local builder, however the second option would be subject to cost and capacity to deliver in the short timeframe. The renewal of the existing swimming lake is still to be worked up in detail and as such this part of the project would be a risk to delivery with the scope being a resurfacing of the lake’s surface, improvement to water circulation and BBQ facilities as the main elements.

The project is seen as improving the already significant tourist attraction this asset offers the region. The swimming lake is already an icon and the renewal of this asset and development of additional attraction would be a wonderful addition to the facility.

The risk and negatives to the project are the project is unlikely to provide many local jobs in the development. Staff also have not determined the operational costings for water park (slides). Council also would need to fund the shortfall and as such would be required to part fund the delivery of this project unless we obtained funding through a separate grants program. No development approval has occurred at this stage.

2. Rail Line Shared Paths in Millicent and Penola $1,500,000

This is for the development of a walking/riding path using the disused rail corridor within the townships of Millicent and Penola.

The development of additional walking and cycling paths was an area strongly supported in the survey as part of the review of the Strategic Plan with the community wanting more walking and cycling paths developed in towns.

The staff have developed a project plan for each trail which included the sealing of the trail, linemarking, lighting with solar LED lighting and signage. The project is likely to be able to be delivered by a local contractor generating local jobs.

The risk and negatives to the project are the land is not currently under Council care and control so we would need to work through this issue with State Government. The land has some level of contamination which may delay the project.

Council has a shortfall in funds and as such would be required to part fund the delivery although an option is to reduce the scope and complete a shorter section of trail works or obtain funding through a separate grants program.

3. Coonawarra Rail Trail - $1,000,000

The Coonawarra Rail Trail as per the second project is using the disused rail corridor and developing a walking and cycling trail. The officers have developed a project plan for this project which included the merits of such a project and estimated cost. As stated above the original project did not include the provision to access the town following the development of the Penola Bypass or the provision of parking facilities and areas to stop, thus the increase in the budget.

The project unlike the second would be a regional attraction with Council working with Naracoorte Lucindale Council on a trail that ultimately would allow people to walk and ride from Penola to Naracoorte and cover all the attractions for that the region offers along this


trail which include the Coonawarra vineyards, wineries and cellar doors and the Naracoorte Caves.

The project is likely to provide many local jobs in the development.

The risk and negatives are similar to the second project as Council has yet to obtain access to the land. It is however the officer’s opinion that State Government would support providing care and control of the land to Council for this project and is more likely to make a contribution due to the regional nature and tourism benefits this project offers.

Alternatively, Council may wish to roll the funding in local roads and bring forward unsealed road resheeting works or undertake road upgrades. Both could be delivered through either current day labour resources or contracting out the works depending on workload noting that this funding is for 2021 and thus our capacity would be dependent on the size of next year’s capital works program. The upgrade of local roads would require some design works which are still to be completed and may impact on deliver of upgrade works.

Heavy Vehicle Safety Productivity Program

In addition to the Federal Government providing Council funding through the “Local Roads and Community Infrastructure Program” Council has been successful in obtaining two grants under the Heavy Vehicle Safety Productivity Program (HVSPP).

Federal Government announced that it was to increase funding to this program with an additional $130M provided to Round 7. Council officers subsequently decided to lodge two applications which were the maximum allocation to the program in the form of Border Road Upgrade and Intersection Upgrade Program. HVSPP funding is provided as a 50:50 program.

1. Border Road Dergholm Road to Casterton Road $4,000,000

This project is to upgrade the unsealed section of Border Road Penola to a sealed standard to cater for forestry transport along this regionally important road. Border Road as named, is on the border between South Australia and Victoria and is a significant road for the movement of softwood. The road is a boundary road therefore any upgrade is shared between the two Councils (in this instance three due to location).

The funding has been provided over two financial years and as such Council has until 30 July 2022 to complete the projects. As Council is the applicant the grant will be provided to Wattle Range Council.

The financial split for this project is as follows:

Council Contribution GrantWattle Range $1,000,000 $2,000,000Glenelg Shire Council $875,000West Wimmera Shire Council

$125,000

Total $2,000,000 $2,000,000

Council wrote to both Councils back in May about the application and obtained support from West Wimmera Shire Council however is still to obtain support from Glenelg Shire Council.


Officers will continue to pursue this commitment from Glenelg Shire Council prior to making a commitment to the funding agreement.

2. Intersection Upgrade Program $1,800,000

A second application was lodge by Wattle Range Council for the upgrade of 7 intersections. These were identified through a road safety audit as locations of high risk. All the intersections are regionally important due to the number of heavy vehicles using these intersections with the audit identifying issues of either major pavement failure, poor sight lines or not enough road width with vehicles crossing into wrong lanes in turning through the intersection. In some instances, two or three of the above concerns were identified.

The attached report identifies the 7 intersections and the issues that need to be addressed. The report does not quantify the cost however a very rough estimate of $250,000 each has been used to determine the proposed amount for the program.

Once detailed design work is completed this cost will be more accurately known and it is anticipated some of the projects will be less than this figure and some greater however the total spend will be managed within the total budget of $1,800,000.

It should be noted that all 7 intersections are located between local and main roads and as such Council will be seeking a contribution to the project from Department of Infrastructure Transport (DIT) and all projects will need to be approved by DIT prior to commencing works.

This adds a layer of complication to these projects and Council has meetings organised with senior staff from DIT to discuss the projects and how we can work together on the delivery.


Budget Allocation $0Budget Spent to Date $0Budget Variation Requested $1,450,000

Risk Considerations

Please refer to Wattle Range Council’s SharePoint Register – Grant Funding.









RECOMMENDATION


That Council:


2. Accept the funding Agreement for the two projects under the Heavy Vehicle Safety Productivity Program.

3. Refer to the budget, Council’s contribution to Heavy Vehicle Safety Productivity Program $1.450M.

4. Write to the Department of Infrastructure Transport seeking a $450,000 contribution to the Intersection Upgrade Program and follow up with Glenelg Shire Council on its contribution to Border Road Upgrade as part of the funding for the project under the Heavy Vehicle Safety Productivity Program.

5. Under the Local Roads and Infrastructure Program funding extension refer the Coonawarra Rail Trail.

1

Peter Halton

From: Pasin, Tony (MP) <[email protected]>Sent: Wednesday, 7 October 2020 5:08 PMTo: MayorCc: Ben Gower; Rick Paltridge; Dean Burrow; Sharon Cox; John Drew; Moira Neagle; Graham Slarks;

Dale Price; Deb Agnew; Peter Dunnicliff; Kevin McGrath; Dennis MuhovicsSubject: EI2020/178237 - 7.3.2/2 - Local Roads and Community Infrastructure Program

Dear Mayor Noll I write regarding the announcement made last night in the Federal Budget to extend our Government’s Local Roads and Community Infrastructure Program (the “LRCI”). As a result of that announcement a further $1 Billion has been allocated to the Program. Accordingly, I am pleased to confirm that the Wattle Range Council will receive $736,052 in additional stimulus funding. That brings the total allocation for the Wattle Range Council from the LRCI Program to $1,365,350. As always, I would be pleased if your Council could keep my office apprised of developments with respect to the application of that additional funding. Thank you in anticipation. Kind Regards Tony Pasin MP | Federal Member for Barker Electorate Office (Murray Bridge) Shop 5, Murray Bridge Green Cnr Swanport Road and Riverview Road, Murray Bridge SA 5253 Phone (08) 8531 2466 I Fax (08) 8531 2124 Electorate Office (Mount Gambier) 27 Commercial Street East, Mount Gambier SA 5290 Phone (08) 8724 7730 I Fax (08) 8723 2230 Canberra Office Suite R1 99 Parliament House, Canberra ACT 2600 Phone (02) 6277 4864 I Fax (02) 6277 4865

Attachment 15.4.2.1

T h e H o n S c o t t B u c h h o l z M P

Assistant Minister for Road Safety and Freight Transport

Federal Member for Wright

The Hon Scott Buchholz MP

Parliament House Canberra| (02) 6277 4144 | [email protected] 21 William Street, Beaudesert QLD 4285 | [email protected]

Ref: MS20-001702

Cr Des Noll Wattle Range Council PO Box 27 MILLICENT SA 5280

Dear Cr Noll

BRIDGES RENEWAL PROGRAM (BRP) ROUND FIVE AND HEAVY VEHICLE SAFETY AND PRODUCTIVITY PROGRAM (HVSPP) ROUND SEVEN

Thank you for your proposals for funding under either or both Rounds Five and Seven, of the BRP and HVSPP respectively. Your continued support of these programs, which provide funding to improve community access and increase heavy vehicle safety and productivity, is valued.

I am pleased to advise you that the proposals listed below have been successful in qualifying for Australian Government funding under the current funding rounds:

Border Road upgrade, Penola Wattle Range Intersection upgrades package, Glencoe

Attached to this document is an offer of funding setting out the terms and conditions for these projects. This documentation needs to be completed and returned by email to the relevant address, [email protected] or [email protected] by 30 November 2020. Council should not accept tenders for, or commence construction of, the project until the funding agreement has been finalised.

If you require further information or assistance, the Department of Infrastructure, Transport, Regional Development and Communications can be contacted by the above email addresses or by telephone on 02 6274 8040. I wish you every success with your project. Yours sincerely Scott Buchholz

Attachment 15.4.2.2


mailto:[email protected]

file:///C:\Users\pking\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\NAFC0QGY\[email protected]

Bridges Renewal Program Round Five and Heavy Vehicle Safety and Productivity Program Round Seven

Offer of Funding – Project DetailsOctober 2020

IntroductionThis Offer of Funding Attachment outlines the requirements for specific projects under the Australian Government’s Bridges Renewal Program (BRP) and/or the Heavy Vehicle Safety and Productively Program (HVSPP). It should be read in conjunction with the offer of funding agreement, which sets out the terms applicable to all projects funded under the programs.

Completing the formRead the information carefully, then complete all the identified sections. If you have questions, or need to request an amendment to the information please contact us (see Questions below).

Returning the formPlease check that you have completed all sections of the form, including signature (electronic is acceptable).

Once complete this document should be returned by email to:

bridgesrenewal @infra stru cture. gov.au or HVSPP@infrastru cure. go v.au .

Councils should also provide an email copy to their state/territory transport/infrastructure agency contact.

QuestionsShould you have any questions or concerns regarding your Offer of Funding agreement, please contact the NTRIP Program helpdesk:

Phone: (02) 6274 8040. Email: bridge srene wal@ infrastructure. gov.au . Email: HVSPP@infra stru cure. gov.au .

Next stepsUpon receipt and acceptance of the Offer of Funding, the Department will complete its formal acceptance procedure. This may take several weeks. When it has been formally approved, the Department will send you an email confirming that all arrangements are in place.

Do not undertake any construction on the site of the project or accept any tenders for construction prior to receiving the Australian Government’s email confirmation of approval.


1

Attachment 15.4.2.3






2Bridges Renewal Program Round Five and Heavy Vehicle Safety and Productivity Program Round Seven

About the projectAbout the project

Proponent Wattle Range CouncilProject name Wattle Range Intersection upgrades package, GlencoeProject description Structural improvement to various road intersectionsAustralian Government funding amount $900,000Council/other funding amountState funding amountTotal project cost $1,800,000

Tendering of WorksAll works greater than $100,000 must be need to gain Ministerial exception consent if not subject to public tender. This obligation can be satisfied in some cases by selecting contractors under a pre-existing panel arrangement, where it can be demonstrated that the pre-existing panel arrangement was the result of a public tender process.

It is possible to seek an exemption from the Minister where it can be demonstrated that there are exceptional circumstances where the use of a public tender would not be recommended. Contact us if you need to seek an exemption.

Milestones and PaymentsBy default, smaller projects (under $200,000) will have a single milestone, payable on completion and presentation of an acceptable Post Completion Report. Larger projects will have three payments, one each for Commencement, Completion and the Post Completion Report, divided in the ratio 40/40/20.

In the table below, please nominate the expected commencement of construction date, completion of construction date and when you expect to present a Post Completion Report (typically 2 months after completion of construction).

If you would like a different milestone schedule these can be approved on a case by case basis. Contact us to discuss.

Milestones Nominated Month/Year

Amount

Milestone 1 - Payment claim for commencement of construction (Maximum 40% of total Australian Government funding) $360,000

Milestone 2 – Payment claim for completion of construction (Maximum 40% of total Australian Government funding) $360,000

Final Milestone – Payment for delivery of a Post-Completion Report (Either 20% of total Australian Government funding OR 100% of total Australian Government funding)

$180,000

Maximum Australian Government Funding $900,000

Do you need to seek a tender exemption?

Attachment 15.4.2.3



Project contactDeclaration

A project contact officer will be the first contact point for the Department for any questions in relation to the project.

Primary Officer

Job Title

Phone

Email

Secondary Contact

Job Title

Phone

Email

DeclarationThis declaration must be completed by a person authorised to commit funding to this project, usually a General Manager or Mayor.

I declare that:

I am authorised to represent Wattle Range Council in relation to this project. I agree to abide by, on behalf of Wattle Range Council, the terms of the offer of funding and related Acts of

Parliament and regulations. Wattle Range Council has committed the funds listed above to the project. I acknowledge that costs in excess of the total project cost will be met by the proponent. I acknowledge that changes to scope or costs must be approved in advance.

Signed

Name

Position

Date

Attachment 15.4.2.3



Offer of Funding – Project DetailsOctober 2020

IntroductionThis Offer of Funding Attachment outlines the requirements for specific projects under the Australian Government’s Bridges Renewal Program (BRP) and/or the Heavy Vehicle Safety and Productively Program (HVSPP). It should be read in conjunction with the offer of funding agreement, which sets out the terms applicable to all projects funded under the programs.

Completing the formRead the information carefully, then complete all the identified sections. If you have questions, or need to request an amendment to the information please contact us (see Questions below).

Returning the formPlease check that you have completed all sections of the form, including signature (electronic is acceptable).

Once complete this document should be returned by email to:

bridgesrenewal @infra stru cture. gov.au or HVSPP@infrastru cure. go v.au .

Councils should also provide an email copy to their state/territory transport/infrastructure agency contact.

QuestionsShould you have any questions or concerns regarding your Offer of Funding agreement, please contact the NTRIP Program helpdesk:

Phone: (02) 6274 8040. Email: bridge srene wal@ infrastructure. gov.au . Email: HVSPP@infra stru cure. gov.au .

Next stepsUpon receipt and acceptance of the Offer of Funding, the Department will complete its formal acceptance procedure. This may take several weeks. When it has been formally approved, the Department will send you an email confirming that all arrangements are in place.

Do not undertake any construction on the site of the project or accept any tenders for construction prior to receiving the Australian Government’s email confirmation of approval.


1

Attachment 15.4.2.4







About the projectAbout the project

Proponent Wattle Range CouncilProject name Border Road upgrade, PenolaProject description Upgrade Border Road to improve safety and to

accommodate A Double standard transportationAustralian Government funding amount $2,000,000Council/other funding amountState funding amountTotal project cost $4,000,000

Tendering of WorksAll works greater than $100,000 must be need to gain Ministerial exception consent if not subject to public tender. This obligation can be satisfied in some cases by selecting contractors under a pre-existing panel arrangement, where it can be demonstrated that the pre-existing panel arrangement was the result of a public tender process.

It is possible to seek an exemption from the Minister where it can be demonstrated that there are exceptional circumstances where the use of a public tender would not be recommended. Contact us if you need to seek an exemption.

Milestones and PaymentsBy default, smaller projects (under $200,000) will have a single milestone, payable on completion and presentation of an acceptable Post Completion Report. Larger projects will have three payments, one each for Commencement, Completion and the Post Completion Report, divided in the ratio 40/40/20.

In the table below, please nominate the expected commencement of construction date, completion of construction date and when you expect to present a Post Completion Report (typically 2 months after completion of construction).

If you would like a different milestone schedule these can be approved on a case by case basis. Contact us to discuss.

Milestones Nominated Month/Year

Amount

Milestone 1 - Payment claim for commencement of construction (Maximum 40% of total Australian Government funding) $800,000

Milestone 2 – Payment claim for completion of construction (Maximum 40% of total Australian Government funding) $800,000

Final Milestone – Payment for delivery of a Post-Completion Report (Either 20% of total Australian Government funding OR 100% of total Australian Government funding)

$400,000

Maximum Australian Government Funding $2,000,000

Do you need to seek a tender exemption?

Attachment 15.4.2.4



Project contactDeclaration

A project contact officer will be the first contact point for the Department for any questions in relation to the project.

Primary Officer

Job Title

Phone

Email

Secondary Contact

Job Title

Phone

Email

DeclarationThis declaration must be completed by a person authorised to commit funding to this project, usually a General Manager or Mayor.

I declare that:

I am authorised to represent Wattle Range Council in relation to this project. I agree to abide by, on behalf of Wattle Range Council, the terms of the offer of funding and related Acts of

Parliament and regulations. Wattle Range Council has committed the funds listed above to the project. I acknowledge that costs in excess of the total project cost will be met by the proponent. I acknowledge that changes to scope or costs must be approved in advance.

Signed

Name

Position

Date

Attachment 15.4.2.4


Bridges Renewal Program Round Five Heavy Vehicle Safety and Productivity Program Round Seven 1

Bridges Renewal Program Round Five Heavy Vehicle Safety and Productivity Program Round Seven

Offer of Funding Agreement October 2020

Introduction This Offer of Funding Agreement outlines the Council/or State/Territory government’s obligations under the Australian Government’s Bridges Renewal Program (BRP) and/or the Heavy Vehicle Safety and Productively Program (HVSPP). The National Land Transport Act 2014 (the Act) requires the Department to ensure that projects which are funded under the BRP or HVSPP meet, and continue to meet, the eligibility requirements of the Program.

The requirements are based on the overarching Notes on Administration for Land Transport Infrastructure Projects, which provide administrative guidance for managing projects that are funded under the National Partnership Agreement.

Definitions In this agreement, these words have the following meaning:

Department – The Department of Infrastructure, Transport, Regional Development and Communications, or any successor department responsible for the National Land Transport Act 2014.

Proponent – The council, State Government or Territory Government in receipt of funding under this offer of funding.

State/Territory Transport Department – The organisation which receives funding from the Australian Government for these projects, for passing onto the Proponent. Normally the Department responsible for road transport infrastructure in that State/Territory.

The project – The road transport project/s as described in the attachments.

Your obligations

Commencement of construction Construction of the project must not begin prior to Proponent receiving confirmation from the Department that construction may commence.

This means that actual on ground works at the project site and/or the fabrication of major components off-site and tenders cannot be accepted or executed.

Attachment 15.4.2.5



Offer of funding agreement

Construction timing Construction of the project must be commenced within 12 months of the signing of this offer of funding and must be completed no later than 24 months from the signing of this offer of funding.

Public tenders A public tender process is a requirement of funding under the Act for all projects more than $100,000. This obligation can be satisfied in some cases by selecting contractors under a pre-existing panel arrangement, where it can be demonstrated that the pre-existing panel arrangement was the result of a public tender process.

If a Council/or State/Territory government wishes to seek an exemption from the public tender process, Ministerial approval must be sought first. Please contact the Department to discuss the tender exemption process.

Construction standards All construction must comply with relevant Australian Standards in place at the time of construction.

Milestones Payment will be made on the basis of achievement of milestones. Small projects will have a single milestone, paid upon completion of the project, including acceptance of the Post Completion Report. Larger projects will have three milestones, divided as follows:

Milestone Amount Commencement of construction 40% Completion of construction 40% Acceptance of Post-Completion Report 20%

The Department may vary the milestone schedule (including the number and amount of milestones) as it requires. Proponents may also request an amendment to the milestone schedule. The project attachments will outline the milestone schedule for that project.

Milestone payments may be claimed by completing the relevant form available from the Department’s website and sending to your State/Territory Transport Department (if required by them), or directly to the Department (if not required or for state projects).

Monthly reporting Councils must provide a monthly report to your State/Territory Transport Department on the progress of the project, in the form and timing required by the State/Territory Transport Department. State/Territory Transport Departments must include updates on the progress of both council and State/Territory projects in the usual monthly reporting.

Signage It is a requirement of Australian Government funding that signage be displayed on either side of the bridge or road works. Evidence will need to be supplied as part of your milestone claim. Further information regarding the signage requirements can be found by following this link.

Events and Public Recognition Under the Notes on Administration for Land Transport Infrastructure Projects, the Australian Government reserves the right to publicise and report on the funding it commits or approves to a Funding Recipient. Please ensure that the Department is advised well in advance of any events or public proceedings so all parties can work collaboratively in making the necessary arrangements. The publication is available here: Notes on administration.

Attachment 15.4.2.5



Offer of funding agreement

Changes to scope, schedule or budget You must advise the Department at the earliest possible time of changes to the scope, schedule or budget for the project. The Department must approve any such change. Failing to have planned changes approved, or not advising within sufficient time for approval, may result in funding being withdrawn.

Cost overruns Any costs incurred over the total project cost as listed in the Attachment are the responsibility of the Proponent.

The Department may consider requests for additional funding in exceptional circumstances only.

Non-compliance Failure to comply with any of the requirements of this agreement may result in funding for the project being withdrawn, including the requirement to repay funding paid to date.

The Australian Government obligations Projects and payments to Councils will be managed through state and territory governments under the National Partnership Agreement on Land Transport Infrastructure Projects and the related Notes on Administration. Appropriate funding arrangements (e.g. a separate deed) between local and the relevant State/Territory government may also be required.

This means that payment will be made to the relevant State/Territory government, who will pass this payment onto you. They may have additional requirements before funding can be paid, such as the provision of an invoice. Contact your State/Territory Transport Department for questions about this.

Project information The attachment/s to this agreement outline the project/s agreed to be delivered by the Proponent and form part of this agreement. The information in the attachments may be varied by agreement.

Returning this agreement If you agree with the requirements, please complete the information in the attachment/s sign and return to:

For BRP projects: [email protected] or For HVSPP projects to: [email protected] .

The attachments must be signed by the General Manager or the delegate authorised to commit the Proponent to the above listed project/s.

Please provide a copy to your State/Territory government contact.

Next steps Upon receipt and acceptance of the Offer of Funding, the Department will complete its formal acceptance procedure. When the Offer of Funding has been formally approved, the Department will send you an email confirming that all arrangements are in place.

Attachment 15.4.2.5


COONAWARRA TO PENOLA

TRAILS PROJECT

March 2018

Attachment 15.4.2.6


Prepared for:

Peter Halton


Prepared by:

One Eighty Sport and Leisure Solutions

George House

207 The Parade

Norwood, SA, 5067

Contact: Brett Hill

m: 0414 658 904

t: 08 8431 6180

f: 08 8431 8180

e: [email protected]

Attachment 15.4.2.6



FOREWORD

Drafted by both CEO and Vignerons group to insert in this section.

Attachment 15.4.2.6


Wattle Range Council: Coonawarra Trails Project

iv

TABLE OF CONTENTS

FOREWORD iii

SECTION ONE: PROJECT INTRODUCTION 1 1.1 Regional & Wattle Range Council Overview 1 1.2 Trail Project Background 2 1.3 Trail Alignment Issues & Options 3

SECTION TWO: RECREATION TRAIL USE & BENEFITS 5 2.1 A Definition of Recreational Trails 5 2.2 Benefits of Recreational Trails 5 2.3 Tourism and Recreational Trails 6 2.4 Demand for Recreational Trails 7 2.5 Recreation Trail Users 8 2.6 Types of Recreation Trails 9

SECTION THREE: RECREATION TRAIL DESIGN ELEMENTS 11

SECTION FOUR: TRAIL SIGNAGE 14

SECTION FIVE: PROJECT PROPOSAL 17

SECTION SIX: PROJECT COSTS 20

SECTION SEVEN: PROJECT SUPPORT 21

LIST OF FIGURES Figure 1: Limestone Coast 1

Figure 2: Wattle Range Council 2

Figure 3: ERASS 2010 Top Ten Physical Activities 8

Figure 4: High Level Trail Alignment 16

LIST OF TABLES Table 1: Trail Categories & Characteristics 9

Attachment 15.4.2.6



1

SECTION ONE: PROJECT INTRODUCTION During the preparation of the Limestone Coast Regional Trails Implementation Feasibility

Study in 2015, a number of cross regional trails were identified that would provide a range

of positive economic and social outcomes to the region. With these benefits as a

motivating factor, the Wattle Range Council is investigating opportunities to develop a trail

that passes through significant tourism and wine growing areas and connects the regional

towns of Penola and Coonawarra.

These investigations will incorporate planning, consultation and other research to identify

the alignment and construction requirements for a shared use walking, cycling and horse

riding trail. A key focus of the trail is to provide links and access to the wineries and other

significant tourist destinations in the region.

1.1 Regional & Wattle Range Council Overview

The South East of South Australia is an important tourist destination with a global reputation

for world class wineries, diverse landscape, ancient coastline, volcanoes, craters, lakes,

aquifers, swamps, caves and sinkholes. It also holds significance to local Aboriginal

communities including the Ngarrindjeri and Booandik people.

The region’s landscape and environment as well as its food and wine are significant tourist

attractions and are the main contributors to the area being a major holiday destination for

local, national and international visitors. Activities offered include walking, cycling, horse

riding, bird watching, four wheel driving and trail biking. Water based activities are also

available and include sailing, diving, fishing, surfing and canoeing.

In regards to natural assets, the region has many

national and internationally significant sites including

South Australia’s only UNESCO World Heritage Site at

the Naracoorte Caves, and Ramsar sites at Bool and

Hacks Lagoons, Piccaninnie Ponds, Karst Wetlands

and the Coorong.

It also has major biodiversity value with around 60

Conservation and National Parks and approximately

25,000 hectares of Native Forest Reserve. These parks

are used primarily for conservation purposes and

support wildlife and local flora and fauna.

In addition to this network of parks, there are more

than 150,000 hectares of commercially managed forest – primarily pine used for the

softwood industry.

Figure 1: Limestone Coast

Attachment 15.4.2.6



2

Wattle Range Council is located on the main

route between South Australia and Victoria

with its boundaries stretching from the coast to

the Victorian border. The area incorporates the

seaside towns of Beachport and Southend, the

regional centre of Millicent, the historic town of

Penola and the world renowned Coonawarra

wine region (refer to figure 2).

There are many major tourist attractions within

the Council including Penola's Mary MacKillop

Penola Centre and historic Petticoat Lane,

renowned Millicent Living History Museum, the

Tantanoola Caves, historic Glencoe Woolshed,

Canunda National Park, Woakwine Cutting,

Lake George and Lake Bonney - the largest

fresh water lake in South Australia.

The area’s cool Mediterranean-type climate

also supports industries including agriculture

and forestry. An array of products are produced for local and export markets including

beef, prime lambs, wool, herbs, rock lobster, wine, potatoes, apples, cherries, native

flowers, sea weed, blue gums and pinus radiata for processing, and a diverse range of

small seeds. The area also includes Kimberly-Clark Australia's Millicent Pulp and Paper Mill,

timber processing mills at Kalangadoo and Nangwarry, the Katnook Gas Fields and the

Boral Power Plant.

1.2 Trail Project Background

The concept of a walking and riding trail from Penola to the Coonawarra was developed

following investigations into a regional trails network that was completed in 2015. With the

increasing awareness of the value of outdoor recreation in relation to health and

wellbeing, and the Coonawarra Wine Region being acknowledged as an excellent

tourism attraction, the development of a multi-use walking and riding trail would add

strongly to the region. A well planned and constructed trail network in this area would

cater to a range of users including recreational walkers and runners, cyclists, horse riders

and tourists wanting to visit wineries and other destinations.

The Limestone Coast Regional Trails Master Plan (RTMP) which was prepared in 2015

identified a number of regional trail opportunities through a literature review and

consultations with local advocates and community groups. It identified general

community support for a regional trails network and nominated five trails for investigation.

Figure 2: Wattle Range Council

Attachment 15.4.2.6



3

Coastal Trail: a multi-use trail along the coast linking the River Murray mouth with

SA/Victoria border

Aussie Camino Trail: connecting Portland to Penola in recognition of Saint Mary Mackillop

and Father Julian Tenison Woods

The Golden Trail: based on the existing 500 kilometre drive trail linking 16 towns and cities in

South Australia and Victoria

Regional Pushbike Trails: linking a series of local bicycle trails in regional towns

Rail Trail: a walking, cycling and horse trail travelling along disused rail corridors and

maintenance tracks

The document also noted a number of benefits for the region including:

The enrichment of communities

Opportunities to compliment and work with other sectors e.g. food and wine

Promotion of local, national and international tourist destinations

Engendering an appreciation for the natural environment

Encouraging health and activity within the community

This research was the precursor to the Limestone Coast Regional Trails Implementation

Feasibility Study (LCRTIFS) which narrowed investigations to three trails – the Rail Trail, the

Coastal Trail and the Aussie Camino Trail. Of interest to this project is the major section of

Rail Trail from Bordertown to Mount Gambier which incorporates the focus area of Penola

to Coonawarra.

The LCRTIFS’s research noted that this area is a relatively flat landscape that is used

primarily for farming, viticulture and grazing activities, and that it would be highly suitable

for a walking and riding trail. It stated that many sections would provide a high level

tourism visitor experience, particularly in the wine regions as a result of a combination of

tourism destinations, easy grades, natural attractions, varied section distances, and

relatively close proximity to major and minor road networks. And based on that

assessment, it anticipated that there would be medium to high level use of this trail with the

Naracoorte to Penola leg providing high appeal.

It identified a number of attractions along this section and in particular:

the Coonawarra Wine Region which offered opportunities to create a trail similar to

the Riesling Trail in Clare Valley

Penola and its significant religious connections with Australia’s first patron Saint Mary

Mackillop and its proximity to the Coonawarra Wine Region

Access and links to the Aussie Camino Trail

1.3 Trail Alignment Issues & Options

While there are positive benefits and opportunities for a trail through this region, it was

identified that utilising the old rail corridor presents a number of issues in regard to

contamination, land ownership, public risk and costs.

Attachment 15.4.2.6



4

The report noted that utilisation of natural or existing surfaces may not satisfactorily address

the potential contamination of the trail corridor and that a capped hard surface - spray

seal or in some sections compacted rubble - would be required depending on land owner

requirements. As an example, the Department of Transport, Planning and Infrastructure

(DPTI), which owns large amounts of the disused rail corridor proposed as a potential trail

route, has a number of requirements in regard to contamination and requires a hot mix

treatment. Given the very high costs associated with this form of surface, the construction

of a trail that accesses the old rail network was seen as not feasible.

Having acknowledged that the rail corridor is not feasible as a trail route, the Wattle Range

Council in conjunction with a number of vignerons in the Coonawarra Wine Region have

identified that an alternative alignment in this region merits investigation. These

stakeholders believe there is potential to establish a route that accesses a number of

private land holdings and avoids the rail network. They see a number of benefits resulting

from the construction of a trail from Penola to Coonawarra that would be used for walking,

cycling and horse riding and that provides access to wineries, tourism attractions,

accommodation and links the townships.

The development of this section of trail as the initial stage within the greater Limestone

Coast region’s trails network has significant upside. Once completed, it is anticipated that

it will have a high level of use and deliver significant economic, tourism, social and

environmental benefits. As well it will provide a model for future trail development that

requires private, commercial and government cooperation.

The initial interest of property owners to have the trail access their land is encouraging for

the project and this cooperation will provide alignment options that have the support of

the community, commercial operators and local businesses. It creates opportunities for the

alignment to access a range of activities, destinations and attractions by multiple user

groups that may not have been accessible if the old rail corridor was used.

The following sections of this report present details and background information on trail

planning, design and construction, and also provide information on a proposal to progress

the Penola to Coonawarra Trail project to construction stage.

Attachment 15.4.2.6



5

SECTION TWO: RECREATION TRAIL USE & BENEFITS

2.1 A Definition of Recreational Trails

Recreational trails are traversed on foot, bicycle, horse or car and can be designed for

able bodied users and people with disabilities. They are defined as an established route,

path or track that can be used for walking, running, cycling, commuting, mountain-biking,

horse-riding, exercise and tourism experiences.

Trails typically have sealed, unsealed or natural soil surfaces and often pass through natural

areas, parks or reserves. They can be short or long distances and they can be connected

to other trails that are navigated using signage and maps. The Office for Recreation and

Sport’s Sustainable Recreation Trails Guidelines (2007) defines a recreational trail as:

“…a corridor, route or pathway with strong linkages with the natural environment,

open space networks and cultural heritage.”

“Land based trails typically have a trail corridor that is distinguishable from the

surrounding landscape. There is normally a visible trail surface, pathway or series of

signs, trail markers or landmarks. Regular use of trails will often ensure the trail

retains a visible difference from the adjacent environment e.g. walking trails,

mountain bike trails, linear paths and coastal pathways.”

2.2 Benefits of Recreational Trails

Recreational trails offer a diverse range of benefits to the communities and environments

they pass through. Improved social interaction, health benefits, environmental

management and awareness, economic benefits, heritage interpretation and

preservation can result from the experiences offered by trails. Research undertaken by the

State Governments of South Australia and Victoria has identified a number of potential

benefits summarised as follows.

Social & Community

Engendering a greater sense of community via community interaction and nurturing a

sense of neighbourhood pride and ownership

Present the community with a controlled and safe environment in which all trail users

feel comfortable to be physically active within

Generate a more pleasurable environment to live in

Enable pet owners to exercise their animals

Provide a nature based experience for people

Depending upon design, trails can accommodate people with mobility impairments,

the elderly or satisfy those seeking challenging adventure and a sense of achievement

Provide people with opportunities for heritage interpretation and cultural experiences

Attachment 15.4.2.6



6

Health and Well Being

In acknowledging that physical activity in most forms and situations is a positive influence

on health and well being, the benefits relating to this aspect include:

Improved health, fitness, wellbeing and disease prevention

Improved mental health from exercise and reduced risk of depression through contact

with natural environments

Fit and healthy people are generally less burden on the health care system

Transport

Walking and cycling reduce attrition on roads in comparison to vehicle use

Reduced running costs for car owners and reduced motor vehicle congestion

Provides a more efficient use of land in comparison to other forms of transport

Environmental

Less vehicle use and dependency on fossil fuels results in less air and noise pollution

A connection with the outdoors can engender better understanding and appreciation

for the environment, as well as enhancing the natural environment via improved

conservation efforts and management practices

Protect the environment by localising impacts and managing visitation effects

Direct visitors through sensitive areas to minimise informal trails and associated impacts

Provide educational and interpretive opportunities and increase environmental and

cultural awareness and appreciation

Provide access for volunteers and land managers to undertake restoration activities

Tourism & Economic

Trails provide a range of economic and tourism benefits with research identifying there can

be significant financial benefits for community and local business. Trails and networks can:

Be a key component in attracting visitors and tourists to an area

Trail visitors spend money in towns and communities along or near trails

Encourage tourists to stay longer in an area, and so spend more money

Trails support and enhance local business opportunities in proximity to the trail network

Draw other tourism markets to an area e.g. kayaking or horse riding

Trail construction and maintenance can generate employment opportunities

Participation in activities improves health which contributes to reduced health costs

2.3 Tourism and Recreational Trails

Tourism is significant to the Limestone Coast. The Limestone Coast Destination Plan 2012 -

2015 indicated that in the last 10 years, tourism to the region has declined below the State

and national averages (Source: Tourism Research Australia, 2011). It also noted that the

Great Ocean Road had experienced a 1% decline in interstate travel since 2000. While

acknowledging this, the plan suggested that tourism expenditure in the region may grow

by up to 46% from 2011 to December 2020. And by focusing on key strategic areas there

Attachment 15.4.2.6



7

may be opportunities to increase that to 76%. This work also indicated that if the tourism

industry in the Limestone Coast was to grow by 76%, it would be worth around $377 million

and contribute significantly to the 2020 SA Strategic Plan. (Source: BDA Marketing Planning

from TRA/NVS/IVS/Access Economics, 2011). These are significant amounts of money to

bring in to the region and offer considerable incentives to develop plans and actions.

Linking with this tourism focus, the Cycle Tourism Strategy 2005 -20091 stated that cycle

tourism is a major market that is currently underrated in South Australia and an important

focus will be to develop and promote initiatives. Research conducted by the SATC in 1999

identified that cycle tourism attracts Australian residents and overseas tourists.

In general, overseas visitors have a strong interest in experiencing Australia’s nature and

wildlife as well as what is local and authentic. Bike SA notes the significant input that

cycling tourism can provide to a region. As an example, information in its Cycle Tourism

Resource Kit indicated that an estimated 25,000 people would use the Munda Biddi Trail in

Western Australia each year and bring around $13 million to the region’s economy. It is

estimated that within five years, up to 42,000 people will use that trail and create annual

revenue of $5 million2. Further research on the economic benefits of trails was identified in

the Sunshine Coast Recreation Trail Plan 20123 and includes the following examples:

On the Nambour to Coolum Trail4 users spend between $1.77 and $54.89 per visit

depending on where they come from and how long they are on the trail

The Riesling Trail in Clare injects $1.08 million per year into the Clare region5

Research at the Murray to the Mountains Rail Trail in north eastern Victoria found the

average expenditure per person per day was approximately $2586

2.4 Demand for Recreational Trails

National physical activity trends indicate participation in unstructured recreation activities

is increasing and relative to those trends, desire to use recreation trails is growing. The 2010

Exercise, Recreation and Sport Survey (ERASS) identified that:

The 2010 regular participation rate in physical activity increased from 2001 and the

overall trend appears to be slowly increasing regular participation

In terms of top 10 physical activities (Figure 3), participation in cycling and walking

increased in the 10-year period, although walking, running and cycling fluctuated over

the period. (Eg. participation in walking increased between 2001 and 2004, decreased

between 2004 and 2007, increased in 2008, and then decreased again slightly in 2009)

In terms of total participation, walking, bushwalking and cycling were in the top 10

non-organised activities. Most walking and cycling was non-organised.

1 Cycle Tourism Strategy2005-2009, South Australian Tourism Commission 2 Mundi Biddi Trail Foundation, cited in Hunter Cycling Network, 2005:12 3 Sunshine Coast Council, 2012, Sunshine Coast Recreation Trail Plan 4 Mike Halliburton Associates, 2010, Nambour to Coolum Trail Draft Feasibility Study 5 Department of Infrastructure and Planning, 2010, Draft SEQ Active Trails Implementation Guideline 6 Queensland Outdoor Recreation Federation ,2009, SEQ Active Trail Management Systems

Attachment 15.4.2.6



8

In terms of total participation rates, walking, bushwalking and cycling were in the top

10 physical activities in 2010. Around 6.3 million people (35.9%) participated at least

once in walking for exercise, recreation or sport

Both nationally and in SA, walking is the most popular and cycling the fourth most popular

of fifty recreational activities. 2010 ERASS data indicates that in SA, there were over 150,000

cyclists and 514,000 walkers. Almost 61,000 South Australians reported that they bush-

walked for exercise or recreation. Horse riding is another activity pursued by South

Australians and is a top 20 activity for women.

2.5 Recreation Trail Users

Given the statistics, which demonstrate the demand for walking and riding infrastructure

and that participation is increasing, it is reasonable to expect that a range of individuals

and user groups will be looking for new and different trail experiences and opportunities. In

planning and designing a successful and relevant trail, it is important to have a general

knowledge of potential users. An additional benefit of knowing who will use the trail is that

it may assist the local community’s understanding of users and alleviate any concerns they

have in regard to inappropriate behaviour such as trespassing, theft and privacy. Whilst

there has been minimum investigation into trail users, some research has been undertaken

regarding various trails and their users, and is collated below.

Almost half of the users of the Murray to the Mountains Rail Trail listed their employment

status as professional (e.g. doctors, lawyers, managers)

53% of people who participate in outdoor recreation are aged 25 to 547

7 Queensland Government, SEQ Water and Griffith University, 2007, South East Queensland Outdoor Recreation Demand Study

Figure 3: ERASS 2010 Top Ten Physical Activities

Attachment 15.4.2.6



9

80% of users of the Bibbulmun Track (WA’s long-distance walk track) are aged 25 to 608

62% of users of the Murray to the Mountains Rail Trail were aged between 31 and 60,

while 28% were aged between 9 and 20

The City of Greater Geelong conducted a survey of walkers (not just on trails). 82.9% of

respondents who had a degree or post-graduate qualifications had walked for

exercise or pleasure in the last weeks, while only 62.9% of those who had left school in

Year 10 or earlier had walked for exercise or pleasure in the last 2 weeks

People using a series of walk and cycle trails in SA are motivated by a desire to attain

a sense of well-being (95%), to unwind and relax (91%), to be close to nature (87%),

and to be close to family and friends (70%)9

In addition to appreciating the profile of users, understanding their preferences in regard

to the distances and time spent walking and riding assists good trail design. Transplan and

Mike Halliburton and Associates 20096 work noted that a Victorian study undertaken during

the development of the Victorian Trails Strategy 2005 -2010 identified that walks of up to 6

kilometres and those that take between 30 minutes and 2 hours are preferred. Studies

conducted by Market Equity in South Australia support this observing 76% of walkers used

trails for less than two hours. That study also noted there is a difference between walking

and cycling behaviour with research conducted by Market Equity indicating most cyclists

use a trail for 3 - 4 hours and are more prepared to travel to use a trail than walkers.

2.6 Types of Recreation Trails

The Sustainable Recreational Trails Guidelines recommends three trail categories which are

determined by a trail’s characteristics. These include the trail’s ability to provide economic

benefit to communities, the experiential quality provided for visitors, its attraction to tourists

and its potential to improve the health and social wellbeing of the state. If a trail does not

include these characteristics, it would most likely be unsustainable and require an

assessment to verify if it should be improved or closed. Based on the characteristics as

listed in Table 1, it is anticipated that the trail proposed for this project would be planned

initially at regional level with potential to be developed into a national trail in the future.

LOCAL TRAILS REGIONAL TRAILS NATIONAL TRAILS

Largely attract local users

Attract interstate and intrastate visitors

Attract international and interstate tourists

Generate economic benefits to the local region

Generate considerable economic benefits to the region

Generate significant economic benefits to SA

Good quality experiential values

Excellent quality experiential values

Outstanding quality of experiential values

8 Colmar Brunton, 2004, Bibbulmun Track User Short Research Project Report to the Department of Conservation and Land Management and the Bibbulmun Track Foundation 9 Riverina Regional Development Board & Gundagai Shire Council (2009) Murrumbidgee Valley Rail Trail Feasibility Study

Attachment 15.4.2.6



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Make a contribution to the lifestyle, health and social well being of the local community

Make a considerable contribution to the lifestyle, health and social well being of South Australians

Make a significant contribution to the lifestyle, health and social well being of Australians

Table 1: Trail Categories & Characteristics

Attachment 15.4.2.6



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SECTION THREE: RECREATION TRAIL DESIGN ELEMENTS Good design is vitally important to ensure the sustainability of a trail. The design aspects

noted below are key principles to be considered during the planning process.

Trail Grade & Alignment

Grade and alignment are crucial design elements to ensure the future sustainability of

trails. Soil displacement issues caused through water movement can lead to erosion.

Planning trail alignments that gradually ascend or descend contours rather than follow fall

lines (direct lines down a slope) at steep grades will assist sustainability, particularly in wet

conditions. Sustainable trails are generally constructed with a slightly crowned tread on flat

terrain or an out-sloped tread in sloping terrain.

While it is anticipated that the topography of the trail from Penola to Coonawarra will in

the main be relatively gentle, some sections may have steeper grades than others. Given

that this trail will have a strong focus on providing access to tourist destinations such as

wineries as well as for activities including cycling and horse riding, the alignment will need

to consider the users of the trail, the areas they are wanting to access, and erosion issues.

Surface/Soil Type

The soil type used to create a trail surface affects its quality, how well it resists erosion, and

how it responds to water run-off and different levels of use. As an example, clay and silt are

soil components with the smallest particles which tend to be muddy when wet and dusty

when dry. Clay and silt do not provide good drainage but they do compact well to create

a hard surface. Sand is an unstable trail surface that is composed of large soil particles that

do not bind together. Loose, uncompacted soil particles are most prone to soil erosion.

It will be important to determine the most appropriate trail surface to cater to the range of

user modalities including walking, horse riding and cycling – different surfaces are better

suited to different user groups. In this situation providing surfaces capable of catering to

each of the modalities will be necessary. As well, it will be worthwhile to consider the

surface type in areas with higher traffic.

While it is anticipated that the overall trail will receive a high level of use over time, the

areas closer to the main towns of Penola and Coonawarra are expected to experience

greater use than those further away. These sections closer to towns also act as links to

existing walking and cycling trails and may require a sealed surface, while unsealed

surfaces would suit areas further from towns.

Connectivity and Accessibility

Good connectivity and accessibility supports trails use within a network and strong linkages

between trails allow users to choose appropriate routes and experiences according to

personal preference or difficulty. Good accessibility is determined by factors including:

Attachment 15.4.2.6



12

proximity to transport such as the road network or public transport

linkages to other trails and the wider trails network

proximity to natural attractions such as scenic views, lookouts, parks, native

vegetation, waterfalls and creeks

the presence of existing facilities that support or facilitate use such as car parks, toilets,

picnic facilities and proximity to shops and cafes

the nature of the terrain, landform and the difficulty rating of a trail (as identified in

AS2156.1-2001)

With the trail linking the towns of Penola and Coonawarra, there is good access to natural

attractions, tourism destinations and visitor facilities. As well, linkages to local trails in Penola

and potential to include the Aussie Camino Trail create opportunities to form part of a

greater network that extends through Mount Gambier and onto Portland in Victoria.

User Experience

When designing a trail it is important to consider the human experience as well as the trail’s

physical attributes. A trail might meet technical requirements but not provide an engaging

experience. On the other hand, a trail may provide an exciting experience but not meet

the technical requirements. It is generally accepted that there are two primary experience

criteria - human experience and human feelings. Some of the key contributors to user

experience are as follows.

Natural Features: Areas of native vegetation, varied and challenging terrain,

watercourses and native fauna, natural 'anchors' such as trees, large rocks etc.

Views: Viewing points and lookouts allow users to pause and enjoy views of the

landscape and additional opportunities for interpretation

Trail Shape and Playfulness: The way a trail fits with the site, trail flow and rhythm,

natural shapes, anchors and features and how users respond to the trail with

anticipation, excitement, curiosity and surprise

Difficulty and Safety: Perceived levels of safety or comfort zone for using a trail. Some

users may seek out trails that challenge their endurance and ability to overcome

natural obstacles. Other users may prefer a gentle and smooth trail or have specific

access requirements. While preferred user difficulty is subjective, it highlights the need

to provide a wide variety of trails for a range of intended uses and capabilities

Cultural Interpretation: Heritage features can provide an interpretive experience when

integrated with effective signage and accessible information (sign or web based)

The proposed trail has potential to deliver very positive user experiences based on these

criteria. Key aspects include the flora of the area, the relative ease of the terrain and sense

of safety and comfort, and the access to cultural, interpretive and tourist focused activities

spread across the length of the trail.

Attachment 15.4.2.6



13

Water Points and Toilets

It is acknowledged that while these are important items, they can be expensive to

construct and maintain, and can be subject to vandalism. While opportunities exist to

install them at picnic spots and shelters along the trail, access to water and toilets will also

be available at wineries off the main trail and at Penola and Coonawarra. Utilising existing

infrastructure would save on capital and ongoing maintenance costs.

Picnic Areas, Shelters, Seating and Water Tanks

This equipment should be provided at trail heads and potential key destination areas.

Further to these installation points, seating can also be installed at viewing areas. When

water tanks are provided, it is recommended that they are installed with shelters so that

they can be plumber from the shelter’s roof.

While tourism destinations off the main trail such as wineries will provide good facilities,

seating, shelters and picnic spaces will need to be factored into the trail’s design. It is

anticipated that one or two shelters will be constructed at key points and that these areas

would incorporated picnic spots. The siting of benches and low key rest stops would be

identified following a determination of the alignment however it is anticipated that seats

could be located at intervals of around two to three kilometres.

Medical Assistance

Access to first aid and medical assistance is available at Penola and the closest hospital is

at Mount Gambier approximately 50 kilometres from Penola.

Car and Bike Parking Areas

It is expected that walking, cycling and horse riding will be major travel modalities and

accordingly car, bike and parking areas for horse floats as well as hitching points will need

to be factored into the design of trail heads and key destination points including the cellar

doors of wineries. It is anticipated that many tourism destinations will have some existing

parking provisions and there may be an opportunity to have these areas accessible by trail

users. There may also be opportunities to develop bike parking facilities in some of these

destinations if they are not already present.

Attachment 15.4.2.6



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SECTION FOUR: TRAIL SIGNAGE Effective signage is important to allow users to navigate trails and it plays an important role

in a trail user’s experience – particularly in regard to safety and enjoyment. A number of

signage types can be used to provide information on distance, directions, safety warnings,

promotions, etiquette and interpretation. While the messages relayed by these signs will

vary depending on the information they are providing, the individual signs along the trail

should ideally be uniform in their shape, size and colour. This approach provides

consistency for users as well as providing the trail with its own identity and branding. In

determining the appearance and types of signage for the trail, consideration should also

be given to other established trails in the area that these regional trails will link to.

Signs should be in accordance with the Australian Standard AS 2156.1-2001 and where

appropriate in South Australia, the Department of Planning Transport and Infrastructure’s

Road Sign Guidelines. The Australian Standard specifies the:

Size, colour and content of signs which ensure they are legible and easily understood

(colours recommended from Australian Standard AS2700)

Materials which make up the sign and post which are resistant to fire and corrosion

Location and frequency of signage to assist navigation (dependent on trail type,

classification and length)

In recent years technology has seen the development of smart phone applications that

can offer interactive experiences with some forms of signage. Trail users can access

information on their smart phone by scanning the Quick Response (QR) code on signage

at specific points and download information that shows videos, printed guides, details of

surrounding sites and audio commentary. Available information could also include details

regarding surrounding wineries such as direction to cellar door sales, local businesses,

available accommodation, the natural, cultural and historic particulars of specific sites and

other relevant information for trail users and tourists. This type of application could also be

particularly useful for people with sight and hearing impairments. An overview of signage

types that may be utilised on the trails is provided below.

Direction Markers

Direction markers identify the way. They need to

be consistent in their markings and presentation,

and easily understood. They can also provide

information on distances to or from a destination.

While it is not necessary to have them at

prescribed distances where a trail is discernible,

markers must be visible from one point to the next

where the route is not clear.

Attachment 15.4.2.6



15

Distance & Direction Signs

These signs can take many forms – they indicate distances

and directions to a destination and provide information to

users, whether they have just entered the trail or they have

been on it for some time. It is suggested these signs are

placed at regular intervals along the trail. They assist users to

orientate to a location and provide them with a sense of

safety, security and confidence in

knowing where they are and how much

further they need to travel. This signage

is also important in managing risk and

providing emergency services with

locations if there is a need to extract a user from a trail. Some trails also provide GPS details

on markers.

Interpretive Signage

This form of signage is important in creating a positive experience for users. These signs

provide limited but sufficient details about

the history or significance of a place,

building, event or person. This signage

can be supported by a physical and/or

web based trail booklet that is accessible

to users when on the trail to provide

further information on the specific details

of the point of interest. Trail users are

interested in seeing plenty of this type of

trail information.

Trail Warning Signage

These signs are used to warn users of potential physical risks when walking a trail such as

extreme temperatures, and also to alert them to

situational risks including flooding, erosion and also to

approaching road crossings.

For on-trail risks, an impending warning sign would

ideally be provided some distance from the area of

concern as well as a specific sign at the site, e.g. using

a Road Ahead sign to provide notice of an

approaching road crossing, followed by a Give Way

sign at the point of the crossing. In some situations,

these signs can also provide a GPS location to assist

emergency services and users in case of an emergency.

Attachment 15.4.2.6



16

Code of Use Signage

These signs are designed to inform users about who is anticipated to be using the trail (for

example walkers,

runners, cyclists, horses)

and their expected

behaviour. These signs

should be located at

main access and egress

points to ensure that

users are aware of these

expectations.

Trail Head Signage

Detailing the trail’s name and logo will raise awareness of its existence and also support

safety by informing passers-by of it presence. This information is provided in conjunction

with information regarding route

distances and directions,

interpretation and warnings,

including relevant information in

relation to emergency contacts

and telephone numbers.

While public telephones are not as

prevalent as in the past, identifying

the nearest phone could be

included in the information if

relevant. On some trails in remote areas, emergency telephones or satellite devices are

provided and their locations should be noted on these signs.

Tourism Signage

Signs providing information on nearby tourist destinations, trail services and other

attractions needs to be placed at relevant areas along the trail to direct users to these sites

(e.g., wineries, restaurants,

eateries, shops,

accommodation and bed

and breakfast stays, etc).

This signage would ideally

also be prepared in conjunction with a user booklet and/or information that is

downloadable.

Attachment 15.4.2.6



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SECTION FIVE: PROJECT PROPOSAL The section of trail proposed for development runs for approximately 16 kilometres

(excluding links to wineries and tourist attractions) from the historic town of Penola through

a number of vineyards and wineries to Coonawarra. Figure 4 identifies the section within

the greater regional trail context as

proposed for the initial Rail Trail concept. An

opportunity also exists to connect to the

Aussie Camino Trail as a part of this section

that would link through Mount Gambier and

continue to Portland Victoria.

To progress the project, a Detailed Trail

Construction Plan will be required to identify

the trail’s route and surfaces along with

infrastructure including resting places,

shelters and other amenities. It will also

undertake consultation and negotiations

with land owners and Government

agencies, and identify the cost implications

for establishing the trail.

The detailed plan will be prepared to enable the construction of a trail that offers quality

visitor experiences for a range of user types. The first phase of planning will identify a high

level trail alignment that will form the basis for further trail investigations and design work.

Following this first phase of the project, the plan will then undertake:

A defined trail alignment

Approximate costs of construction, ongoing maintenance and management

A recommendation for the staging of any works

A series of maps and photo montages to illustrate the plan (suitable for tendering)

Specifications, drawings & design documentation for trail heads and viewing areas

Signage and wayfinding

Consultation with stakeholder groups and individuals including land owners and

relevant State Government departments and agencies,

Negotiation of land use agreements to provide secure and long term access to land

It is anticipated the following stages will be required to undertake the study.

Stage 1: Consultations and Initial Land Owner Negotiations

Consultation with relevant stakeholders will be a significant and integral aspect of this plan.

Gaining support from stakeholders and property owners who own and /or control land that

the trail will pass through is a key to the trail’s construction.

Figure 4: High Level Trail Alignment

Attachment 15.4.2.6



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Consultation with land owners will ultimately aim to negotiate Statements of Intent or similar

documents that indicate their willingness to enter into a Land Use Agreement in the future

to secure long term tenure for the trail. It is anticipated that individual meetings and initial

negotiations will be held with the following key stakeholders:

Private land owners holding property on or adjacent to the proposed trail alignment

Relevant Government agencies which may include DEWNR, DPTI, Native Vegetation

Relevant local Aboriginal groups

Other interested groups identified during the planning stages of the project

Stage 2: Identification of High Level Trail Alignment

To establish the draft alignment of the trail, information obtained during consultations with

council, private landowners and other stakeholders will be assessed. The information will

provide the basis for a draft trail route to be determined at a desk top level. Following this

process, the draft trail alignment will then be physically inspected – preferably with the

private land owners in attendance to identify any specific issues and matters that will need

addressing. This approach will support the project’s progression in the future. Once the

actions of this stage are completed the proposed trail alignment will then be mapped and

high level resource requirements identified.

Stage 3: Concept Design and Development

The concept design will resolve the relationship between various spaces and elements. The

Landscape Plans will include information on hard landscape elements with regard to

location, alignments, materials and finishes to schematic design level. They will illustrate the

landscape at sufficient level to describe materials, surfaces and layout within the scope of

landscape works. These drawings will be coloured and of an illustrative graphic standard.

It is proposed that in order to streamline the planning and design process, plans will be

developed in conjunction with trail construction and signage contractors. This stage of the

project will undertake the following tasks:

Identifying key areas to be targeted and undertaking detailed site assessments

Undertake a survey for proposed infrastructure such as viewing areas & trail heads

Prepare draft detailed concept drawings that articulate the design intent for the

identified areas

Concept drawings will include landscape sketches illustrating the trail alignment,

preferred location of structures, elevations, typical sections & material selections. An

artist impression (photomontage) of each element will be provided

In parallel with concept development, cost estimates will be prepared

Develop signage and wayfinding concepts

Stage 4: Negotiation of Land Tenure

Following the preparation of plans and the identification of the trail’s alignment, long term

Land Use Agreements will be negotiated with property holders owning land along the trail.

Attachment 15.4.2.6



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Stage 5: Construction Documentation

Following written approval of the Concept Drawings, a fully coordinated set of

construction documentation of the landscape works for the trail network will be prepared

to a level of detail required for tendering and implementation as follows.

Construction documentation will be suitable for tender as a single package and show

detailed information on alignments, materials and setout of hardscape and other site

elements within the scope of the landscape works.

Landscape Materials and Surfaces Drawings will define the location and types of

elements in the landscape works. Key Levels Plans will show key levels of landscape

elements in defined sites.

Signage and wayfinding documentation will show detailed information on locations of

trailheads, wayfinding, trail information, materiality and setout.

Setout plans will provide dimensioned setout of all landscape elements where

infrastructure is proposed as well as typical dimensions for the proposed trial.

A Technical Specification for landscape works will be prepared for the works to be

complimentary to the drawings. These will include detailed descriptions of materials,

finishes, and required works methods.

A detailed Schedule of Landscape Works for use in issuing the tender.

At the completion of the project, the following outputs will be provided

Draft trail alignment identifying loops & connections to wineries and tourist attractions

Concept themes & initial concept plan

A3 Construction Package including:

Coloured plans, sections and elevations.

Photo montages to explain the design intent.

Cost estimates at concept stage.

Agency approvals & Statements of Intent from property holders indicating a

willingness to enter Land Use Agreements to allow the trail to access their properties

Trail Identity design and signage suite design concepts including:

Design of typical trail head sign, trail marker, trail directional signs, interpretive signs

Provision for development of overall trail map illustration

Provision for design of trail identity and simple style guide including mock-up trail

brochure and website homepage, merchandise

Signage detail design and finished artwork

Estimated detail design and specification of all signage structures

Provision for engineering of structures as required

Preparation of finished artwork for all sign graphics

It is anticipated that a budget of around $55,000 will be required to complete the project

inclusive of all outputs, travel and associated expenditure.

Attachment 15.4.2.6



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SECTION SIX: PROJECT COSTS

The project is likely to be developed over stages therefore the costing have been broken

down into that form. Initial discussion with vignerons is some appetite to develop a share

trail using existing maintenance tracks and roadways to provide for a usable trail between

Penola and Coonawarra. This would require further negotiation with landowners and some

level of lease arrangement for the shared use of the corridor when using private property.

The next stage would be preparation of a survey and detailed design. The design would

also included a engineers estimate of cost and staging. The delivery would be subject to

finding however the cost below could be used as a guide for delivery of the project.

Additional to the trail works would be establishing a link between the start of the trail in

Penola and the Penola Central Business District. This is seen as a separate piece of work

that should be incorporated into a pedestrian and cycling plan for Penola. The

importance of this work is to ensure that users easily locate the trail from the town centre

and accommodation as one of the goals of the trail in terms of tourism is to encourage

user to ‘stay another day’.

Stage One

Development of first staging being 4km section a trail starting from Penola using existing rail

reserve constructed to a sealed standard.

Design $5,000

Land Agreement (legal costs) $25,000

Signage $10,000

Intersection upgrades $10,000

Pavement works ($50,000/km) $200,000

Total $250,000

Stage two

Survey and Detailed Design remaining section to Coonawarra $50,000

Stage 3 – Construction of the Rail Trail on the Rail Corridor

Total Length of the project from Penola to Glenroy 16km at a cost of $50,000/km at a total

cost of $800,000

Attachment 15.4.2.6



21

SECTION SEVEN: PROJECT SUPPORT

Any letters of support to the project to be provided by Council

Attachment 15.4.2.6


1 | P a g e

Engineering Report – Border Road Upgrade ProposalPrepared by: Daryl Sexton, BEng, Manager Special Projects, Wattle Range Council April 2020

Reviewed by: Peter Halton, BEng, Director Engineering Services, Wattle Range Council, April 2020

Background:

Wattle Range Council is submitting an application under Round 7 of the Australian Government’s Heavy Vehicle Safety and Productivity Program (HVSPP) and a requirement for the programme is a current Engineering Report documenting the proposal in detail.

Council’s nominated project for the purposes of this report is the upgrade of Border Road, from Dergholm Road at the north end, to the Casterton Penola Road in the south.

Border Road, as the name implies follows the border between South Australia and Victoria.

Border Road is a local road providing access to significant hardwood and softwood timber plantations in both SA and Victoria. It provides linkages for timber transport and destinations can include a number of timber processing plants in SA or the Port of Portland in Victoria.

The Border Road which is subject to this application is not fit for purpose for the high productivity vehicles that the timber industry must use to remain globally competitive.

The subject road is approximately 15.8 kilometres in length, with the northern most 8.45 kilometres being an open surfaced gravel road and the southern 7.4 kilometres being sealed, however the seal width is significantly narrower (approximately 5 metres) than required for safe passage of High Productivity Vehicles which include Performance-Based Standards vehicles such as A-Doubles.

The proposal is to upgrade the entire 15.4 kilometres to a sealed two lane, two way road with travel lanes of 3.2 metres each and 1 metre wide sealed shoulder on each side of the road.

The road alignment is straight with no significant horizontal or vertical deviations.

Attachment 15.4.2.7


2 | P a g e

Image 1: Location Map (source: Google Maps) Section of Border Road subject to this application

Importance of Border Road:

All timber product from the plantations adjacent and in proximity to Border Road travel to destinations to the south of the plantations. A broad generalisation would be that softwood timber logs will go to timber processing plants in South Australia and woodchip product (softwood and hardwood) will go to the Port of Portland.

Timber product bound for a Victorian destination can use Border Road and the Casterton Penola Road to travel to Portland (the most direct and efficient route) or alternatively, travel to Dergholm to the east and then Portland via Casterton – a longer route but on a better road (it should be noted that the term “better road” does not mean a fit for purpose road it simply means a sealed road of baring geometric standards).

Timber bound for South Australian destinations tends to travel via the Penola Township which creates community angst and travel is via residential roads. A substantial road network south

Attachment 15.4.2.7


3 | P a g e

of Border Road exists but is generally avoided because of the poor condition of Border Road – particularly the northern, unconstructed section.

The upgrading of Border Road will result in a significant change to transport network used by industry resulting in safer, quicker and more efficient movement of freight. Whilst the predominant commodity is timber on Border Road, other agriculture product uses the road and these transport tasks will be similarly enhanced.

The Township of Penola will see a significant reduction in heavy truck movements along its eastern perimeter which will be a significant community benefit.

Border Road has been recognised as a regionally significant freight route under the Limestone Coast Local Government Association 2030 Regional Transport Plan as indicated on the following extract from the plan.

Border Road

Image 2: 2030 Regional Transport Plan – Roads of regional significance within Wattle Range Council Area

What is Proposed:

It is proposed to construct the section of Border Road from the Dergholm Road south to Shepherds Lane – a distance of approximately 8.45 kms.

Attachment 15.4.2.7


4 | P a g e

The horizontal alignment will be maintained on its approximate current alignment with only minor variations to provide clearance from substantial native vegetation. Vertical alignment will be approximately parallel to current alignment, the additional height will allow for a deeper pavement and any necessary adjustments for longitudinal drainage.

There are a number of natural low-lying swamps adjacent to Border Road and where practicable, roadside drainage will be directed to these areas. In other locations mitre drains are to be constructed away from the road pavement.

It is likely that existing native vegetation will be in conflict with the new, wider road alignment and its removal and any required offsets will need to be negotiated with the relevant native vegetation authority. This may be problematic in as much there has always been some level of dispute whether the Border Road is actually on the proclaimed border. Google maps, for example, show the border to be to the west of the road reserve in which Border Road is constructed and will be reconstructed as this project proceeds. For all practical purposes this is not an issue but the native vegetation discussion may present a jurisdictional conflict between South Australia and Victoria and the relevant authorities in each state will need to consider and agree on a way to deal with any conflicts. Ideally, one authority will take responsibility.

The road construction between Dergholm Road and Shepherds Lane will be undertaken using typical construction techniques. The existing material will be used to the form the boxing for the new road pavement. Subgrade to be trimmed, compacted to uniform compaction of 95% Standard Dry Density and appropriately tested to demonstrate compliance.

The road pavement will consist of a sub-base course of 300mm graded limestone uniformly compacted into 2 equal layers to 96% Modified Dry Density. The base layer to be 150mm thick PM20 crushed rock compacted uniformly to 98%Modified Dry Density. The base course to extend over the shoulder for 1 metre beyond the travel lanes and sealed as set out following.

A two coat 14/10 basalt flexible seal to be applied to all new work, including shoulder widening. Edge line, centre lines, raised pavement reflective markers, guide posts and all appropriate warning signs to be supplied and installed in accordance with Australian Standards and local state road authority requirements.

The section of Border Road from Shepherds Lane to the Casterton Penola Road (7.4 kms) is constructed and provided with a XXm wide seal. For the traffic volumes using the road this is technically adequate under the Austroad guidelines. However, given the make up of the traffic and the vehicle configurations using the road a wider pavement and seal is a far superior and safer solution.

Many areas of Border Road in this section have been built up through low lying areas and have very narrow formations meaning vehicles pulling over to allow for passing are very close to a steep drop off.

Attachment 15.4.2.7


5 | P a g e

The proposal is to widen either side of the existing pavement to provide a horizontal alignment identical to the northern section.

The intersection of Border Road and the Casterton Penola Road is problematic and suffers from an awkward orientation and poor sight distance. This intersection is not included in the scope of works as the primary road, and the intersection are under the control of Vicroads on the Victorian side and the Department Planning, Transport and Infrastructure on the South Australian side.

It would however be advisable to consult with VicRoads about making improvement to the intersection as part of the project.

Summary:

Border Road is a strategically important but substantially underutilised freight route that is important to the timber industry in south east South Australia and south west Victoria.

To bring this road up to a fit for purpose standard that will assist the timber industry remain globally competitive requires a substantial investment that will:

1. Address the structural condition of the unsealed section from Dergholm Road to Shepherds Lane (8.45kms)

2. Widen the sealed section from Shepherds Lane to Casterton Penola Road (7.4kms) so that is has safe and efficient travel lanes for High Productivity Vehicles and all other road users.

3. Improve safety (by use of raised pavement markers, painted lines and guideposts) for night time travel (noting the timber industry is a 24/7 operation).

4. Improve roadside drainage.5. Improve roadside run off areas (very high incidence of collisions between vehicles and

native wildlife in this region)

Attachment 15.4.2.7


1

Engineering Report – Intersection Upgrade Proposal Prepared by: Daryl Sexton, BEng, Manager Special Projects, Wattle Range Council May 2020

Reviewed by: Peter Halton, BEng, Director Engineering Services, Wattle Range Council, May 2020

Background:

In 2018 Wattle Range Council undertook a road safety review of the major freight routes associated with the extensive plantation forestry industry in the Council area and came to the conclusion that a number of strategically important intersection are operating at a less than “fit for purpose” standard.

This report has been prepared to support Council’s application for funding to upgrade the identified intersections under Round 7 of the Heavy Vehicle Safety and Productivity Program.

This Engineering report has also been prepared in the knowledge that there has been a significant shift in the South Australian Department of Planning, Transport and Infrastructure’s (DPTI) attitude to high productivity transport and the move to larger trucks. The introduction of longer vehicles (e.g. 30m A doubles, B triples) has implications for a number of key intersections where local roads intersect with main, arterial roads.

Wattle Range Council has designated Kennedy Road and Wandilo Forest Road as major freight routes and has concerns with a number of intersections on this route.

Border Road and Tower Road are also significant freight routes and the intersection of Border Road and the Casterton-Penola Road is an issue.

The intersection of South Terrace and Riddoch Highway within the Penola township is another high priority intersection requiring works.

Kennedy Road:

Kennedy Road (north of Glencoe) is a local road of regional significance. At the western end it connects to the Overland Track and at the eastern end it connects to Kangaroo Flat Road.

Council has received funding from the Special Local Roads Funding Program for the staged upgrade of Kennedy Road, with stage 1 works to undertaken in the 2018/19 financial year and Stage 2 in 2019/20. Further stages are required to complete the upgrade for the entire road length and this is expected to occur over the next one to two years.

Kennedy Road/Overland Track Intersection:

This intersection is a conventional T intersection and suitable for “light” traffic. For heavy vehicles it has two significant deficiencies, namely limited sight distance to the north and inadequate lane width for long vehicles to safely turn.

Attachment 15.4.2.8


2

Photo 1 – The Overland Track, south of Kennedy Road, looking north.

Kennedy Road and The Overland Track have both been approved for use by B Doubles and A Doubles, including an approval to left turn from Kennedy Road to The Overland Track in a southerly direction. The limited sight distance for left turn vehicles exiting Kennedy Road onto The Overland Track is a significant risk, further exacerbated when the turning vehicles (due to their size and configuration) cannot stay in their designated lanes.

This intersection needs the sight distance on The Overland Track to be improved (i.e. remove hill) and localised pavement widening to accommodate long vehicle swept paths.

Photo 2 Limited Sight distance looking north from intersection

Attachment 15.4.2.8


3

Kennedy Road/Kangaroo Flat Road Intersection:

This intersection is at the east end of Kennedy Road and has issues with sealed pavement width on Kangaroo Flat Road. Trucks exiting Kennedy Road and travelling south are using the gravel road shoulder on the east side of Kangaroo Flat Road. At times the amount of shoving due to this turn is very significant (far worse than shown in photograph below) and this presents a significant hazard for small vehicles if they “drop off” the seal whilst travelling south on Kangaroo Flat Road. It should be noted that south bound vehicles are negotiating a left hand curve and there is a natural tendency to “cut” the corner in such situations.

Long vehicles are crossing the centre line on Kennedy Road to negotiate turning movements.

Photo 3 Unsealed shoulder being used by turning trucks

Attachment 15.4.2.8


4

Photo 4 Evidence of swept path of turning trucks using shoulder

Photo 5 significant edge drop off on isside of curve

This intersection requires an upgade to ensure long vehicles can turn without using unsealed shoulders or crossing the centreline.

Attachment 15.4.2.8


5

Wandilo Forest Road/Kangaroo Flat Road:

The truck movements at this intersection are predominantly left turn from Kangaoo Flat Road onto Wandilo Forest Road (for east bound travel) and right turn from Wandilo Forest Road onto Kangaroo Flat Road (for northbound travel).

.

Photo 6 looking north from Wandilo Forest Road towards Medhurst Road Intersection

Photo 7 Evidence of vehicles cutting corner – left turn from Kangaroo Flat Road

Attachment 15.4.2.8


6

This report recommends the upgrade of the intersection to ensure all turning movements can be accommodated on sealed pavement and to improve the structural integrity of the intersection.

South Terrace/Riddoch Highway Intersection – Penola:

Due to the “awkward” alignment of the intersection of Julian Street and the Riddoch Highway many trucks use South Terrace to intersect the Riddoch Highway for southbound travel.

The intersection needs strengthening and enlarging to cater for long vehicles. As this intersection is within the Penola township, amenity is also a significant issue to be addressed.

South Terrace is used by trucks coming from the Victorian border area.

Photo 8 Insufficient pavement width for long vehicles – left turn to Riddoch Highway

Attachment 15.4.2.8


7

Photo 9 insufficient pavement width – right turn from Riddoch Highway to South Terrace – looking east

Photo 10 Left turn from South Terrace to Riddoch Highway, insufficient width, structurally weak

Attachment 15.4.2.8


8

Photo 11 poor strength

Border Road/Casterton-Penola Road Intersection:

This intersection has poor alignment due to the intersecting angle of the two roads, limited sight distance on the Casterton-Penola Road from both east and west and is structurally challenged. There is evidence that sealed pavement is not of sufficient dimension to accommodate the vehicles using the intersection.

The use of Border Road needs to be promoted as a more efficient transport route than using the Dergholm Penola Road and travelling through Penola. The recent upgrade of the Casterton-Penola Road and Tower Road intersection is a significant enhancement to the network – this work was done using HVSPP funding and undertaken by DPTI.

Without a doubt the Border Road/Casterton-Penola Road intersection upgrade will be challenging because at the intersection there are 4 road authorities involved (i.e. Vicroads, Glenelg Shire Council, DPTI and Wattle Range Council). This is a unique set of circumstances and this report recommends that Wattle Range Council take the lead role in this project to ensure that it actually gets done.

Attachment 15.4.2.8


9

Photo 12 Difficult approach for long vehicles

Photo 13 Vehicles stay wide off the seal to stay left of centre line at the intersection

Attachment 15.4.2.8


10

Photo 13 Looking east from Intersection, swept path is off the seal

Photo 14 clear evidence of long vehicle swept path

Attachment 15.4.2.8


11

Photo 15 Looking wset from Intersection

Diagonal Road/Clay Wells Road:

This intersection carries significant heavy vehicle volumes and its geometry is deficient. Observation of truck movements and examination of wheel tracks indicates that large trucks are cutting across centre lines and/or approaching the intersection in the wrong lanes.

The road seal is distressed with clear signs of pavement failure in the vicinity of the junction between Diagonal Road and Clay Wells Road.

This intersection requires realigment to ensure design paths align with vehicle turning paths and that, importantly, the turning path alignment recognises driver behaviour. If drivers see an advantage in “straight lining” the intersection, then ideally the intersection will be more straight lined.

Attachment 15.4.2.8


12

Photo 16 Straight Lining the approach to keep on the correct tside of the edge line on departure

Photo 17 Exit position on road is good but requires straight lined entry to the intersection.

Attachment 15.4.2.8


13

Photo 18 Good entry to intersection results in poor exit

Photo 19 Evidence of pavement failure

Rifle Range Road/Clay Wells Road Intersection:

Rifle Range Road has a significant forstry catchment and the intersection of Rifle Range Road and Clay Wells Road is a significant intersection during periods of harvest.

The approach to the intersection from the north on Rifle Range Road is adequate but sight distance at the intersection is severly impeded by signage and vegetation. The signage

Attachment 15.4.2.8


14

problems can be resolved reasonably easily and selected vegetation removal and on going control will see significant improvements to sight distance.

The intersection itself is “tight” due to roadside drop off at the intersection - this means any articulated vehicle turning left from Rifle Range Road will cross the centre line on Clay Wells Road.

There are signs of pavement distress on Clay Wells Road.

One issue that affects this intersection is a stand of very large Pine trees about 200 metres to the west of the intersection. These trees cast very long shadows across Clay Wells Road and on bright, sunny days the shadows are very dark, making approaching vehicles very difficult to see. Removal of the pines within 20-30 metres of the road would significantly improve safety.

Photo 20 Poor sight distance

Attachment 15.4.2.8


15

Photo 21 Poor sight distance and road drop off

Photo 22 Can you see the truck in the shadows?

Attachment 15.4.2.8


16

Photo 23 Signs of pavement issues

Summary:

There is clear evidence that the intersections highlighted in this document are suffering stress and in some cases failure as well as being no longer fit for purpose due to modern vehicle configurations.

Each intersection has its own unique problems (which have been identified in this report )and each needs to be addressed to ensure the safety of all road users and to ensure the efficiency required in moving plantation timber can be maintained for this industry to remain nationally and globally competitive.

Attachment 15.4.2.8


17

Risk Assessment:

The following table is an abbreviated risk assessment for each of the above intersections. This table has been used to establish a priority based program for improvements works.

Intersection"not fit for purpose"

issuesRisks Consequence Mitigation Priority

Limited Sight Distance to north

High Speed collision Fatality

Investigate Sight distance and improve to 100kmh standard

1

Insufficient turning pavement width

Side swipe, vehicle run off road

Property Damage, potential severe (or worse) injury

Localised pavement widening and associated line marking

2

Kennedy Road/Kangaroo Flat Road

Insufficient turning pavement width Vehicle damage,

potential for roll over



6

Wandilo Forest Road/Kangaroo Flat Road

Corner radius and pavement width deficient

Road damage due to corner cutting

Property damage


7

South Terrace/Riddoch Highway

Insufficient turning pavement width, structural condition



Localised pavement widening and associated line marking, pavement strengthening

4

Border Road/Casterton Penola Road

Insufficient turning pavement width, sight distance on Casterton Penola Road, both east and west, structural condition

Inability to negotiate outcome due to involvement of 4 road authorities

Fatality, property damage, severe injury

Improve sight distance, localised pavement widening and strengthening and linemarking

5

Diagonal Road, Clay Wells Road

Insufficient turning pavement width, structural condition



Localised pavement widening and associated line marking, pavement strengthening

3

Rifle Range Road, Clay Wells Road

Insufficient turning pavement width, poor sight distance

Head on crash, right angled crash


Improve sight distance, localised pavement widening and strengthening and linemarking

8

Kennedy Road/Overland Track

Attachment 15.4.2.8


18

Appendix 1

Attachment 15.4.2.8



15.4.3 Cray Buyer - Beachport

15.4.3 Cray Buyer - Beachport



Author Peter Halton



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.1 Enhance public space areas including parks, public places, car parking, street lighting and streetscapes to provide vibrant, attractive areas.


Attachments Nil

Purpose of Report

Provide Council with an update on the situation associated with the parking of Cray Buyers vehicles for the Beachport Professional Fishing Association activities following the sale of the Fish Factory.

Report Details

Council for a number of years has provided seasonal parking for Cray Buyer vehicles on Beach Road adjacent to the Susan Wilson Playground. The arrangement for the parking is in accordance with Section 222 of the Local Government Act 1999 in which Council issues a permit to the Cray Buyer as per Council’s Fees and Charges. The seasonal fee is $675 to occupy the park and a further $155 if power is required.

The parking is located at this location due to the scales and recording information associated with confirmation of the catch.

Council has recently been advised that the property in which the scale equipment is located has been sold and the new owner will be seeking a relocation of this activity after the end of the season.

As verbally stated at the October Meeting of Council, a discussion with members of the Beachport Professional Fishing Association indicated a preference to relocate the activity to the Beachport Boatyard and to include parking for Cray Buyers.

Contact has been made with a senior official at the Department for Infrastructure and Transport - Marine Facilities and in principle support has been confirmed for this relocation to the Beachport Boatyard prior to next season with details still to be worked through.

This is a great outcome for Council as every year we received complaints both from the Cray Buyers regarding members of the public using the carparking and also complaints from the community complaining that this area of parking is not available for general parking which is a prime location for tourists.


Council staff are continuing to work with both Marine Facilities and Beachport Professional Fishing Association to ensure that prior to next season, the relocation is completed and will commence consultation with Cray Buyers.

Council should note that as a result of this relocation, the carparking fee will no longer be required and will result in a minor impact on the Council’s budget as there will no longer be the need for permits next season.


Budget Allocation $0Budget Spent to Date $0Budget Variation Requested $0


Risk Considerations

There are no known risk consideration relating to this report.








Council will need to commence consultation with the annual Cray Buyer permit holder about the proposed relocation and will need to amend the parking arrangement longer term to remove the seasonal permit zone.

RECOMMENDATION



15.4.4 Greenrise Commonage - Request for fill

15.4.4 Greenrise Commonage - Request for fill



Author Peter Halton



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.2 Through appropriate planning, develop vibrant, presentable townships throughout the Wattle Range area.

Theme 2 - Economic Prosperity 2.2 Through appropriate planning, develop opportunities to expand economic and business opportunities throughout Wattle Range.

Theme 4 - Infrastructure & Asset Sustainability4.1 Create a sustainable stock of assets, with appropriate long term asset planning and optimal use.

File Reference 897/d/009/12

Attachments 1. Penola Commonage - Fill Request [15.4.4.1 - 2 pages]2. Declaration of Trust [15.4.4.2 - 2 pages]3. Penola Commonage Management Plan [15.4.4.3 - 38 pages]4. Greenrise Advisory Committee Response [15.4.4.4 - 3 pages]

Purpose of Report

Consider a request for access to excess material from the Penola Bypass Project for filling of the land division (Dohnt Subdivision) located on the corner of Cameron, Arthur and Gordon Street Penola.

Report Details

Council has received an email from local planning consultancy Frank Brennan Consulting Services, who is acting on behalf of Dohnt on a land division in Penola on the corner of Cameron, Arthur and Gordon Street Penola.

The land division has obtained planning consent and approval of engineering plans which detail the need for the filling of the property to manage site levels for building. The development had stalled several years ago as we understand the developer was still seeking fill for the development.

Officers have been advised that the development requires approximately 20,000m3 of additional fill to build up the site (some filling has already occurred) to achieve the required development approval. The developer has asked if Council would allow for the removal of some or all of the excess material on the Commonage as per the attached email.


Above are photos of Dohnt’s land division


This material was placed on site as part of the development of a stormwater retention basin developed on the site by Department of Infrastructure Transport in the development of stage 1 of the Penola Bypass.

The request for access to this material has been referred to Greenrise Lake Advisory Committee for comment and attached is the response from the Committee. The response indicates no concerns but would like to retain some of the mound closest to the Bypass for a lookout which can be accommodated in the approvals should Council support this request.

Stockpile of soil on the Commonage Land

To help Council with the decision attached is information on the trust for the Penola Commonage and Management Plan for the site. The proposal is not consistent with the public use for the land which makes this decision tricky.

On the overall merits of the request it is the Officer's recommendation that Council support this request. The main reason is this will finally see the residential land division progress to development. Penola has seen a number of new dwellings developed and has a current shortfall of available land and this development will only be a benefit to the town’s growth.

If the approval is provided, the consent will be subject to several conditions including area disturbed in the removal of the soil on the Penola Commonage, is to be reinstated and resewn with grass. The area is left free of any large rocks and shaped to retain a mound for a lookout.

They will also be required to deal with dust and any road related issues during the loading and carting of the material. All costs to be borne by the developer in undertaking this activity.



Budget Allocation $Budget Spent to Date $Budget Variation Requested $


Risk Considerations










RECOMMENDATION

That Council:


2. Approve the request from Frank Brennan Consulting Services to have access to excess material from the Penola Commonage subject to retaining some of the mound closest to the Penola Bypass as requested by Greenrise Lake Advisory Committee.

1

Peter Halton

From: Frank Brennan <[email protected]>Sent: Friday, 14 August 2020 11:28 AMTo: Peter HaltonCc: Phillip Dohnt ([email protected])Subject: EI2020/179541 - 894/D009/12 - Fill Material Stockpile - Penola Commonage - Dohnt Land

Division

SynergySoft: EI2020/179541 - 894/D009/12

Hi Peter

I refer to our meeting on Monday 10 August 2020 and our conversation regarding the possible access to the Council’s Abbey lands (stormwater basin) to procure fill material for the Dohnt land division on the corner of Arthur, Gordon & Cameron Streets, Penola.

I confirm that Council will not provide access to the Abbey lands for the purpose of obtaining the fill material.

I further reference our conversation regarding the stockpile of excess material from the Penola Bypass Road project located on portion of the Penola Commonage land as shown in the photo below.

I confirm that we are interested in being granted access to this stockpile of fill material for the Dohnt land division and request your advice as to the approval or otherwise of this request and if approval is to be granted by Council the terms and conditions for accessing the fill material.

I am happy to discuss further at your convenience.

Regards Frank Brennan PSM MPIA Accredited Planning Professional APP20190029

ABN: 91 376 720 132

PO Box 335 361 Mount Burr Road MILLICENT SA 5280 MILLICENT SA 5280

Mobile : (0418) 838 152 Email : [email protected]

Attachment 15.4.4.1

2

LinkedIn : http://www.linkedin.com/pub/frank-brennan/12/248/183 The information contained in this e-mail message may be confidential, and may also be the subject of privilege or public interest immunity. This e-mail and any attached files should be scanned to detect viruses and no liability for loss or damage resulting from the use of any attached files is accepted. If you are not the intended recipient, any use disclosure or reproduction of this document is unauthorised. If you have received this e-mail in error please phone (0418) 838 152.

Attachment 15.4.4.1


Attachment 15.4.4.2


Attachment 15.4.4.3


1

Peter Halton

From: Pete Bissell <[email protected]>Sent: Wednesday, 4 November 2020 11:13 AMTo: Peter HaltonSubject: EI2020/179554 - 894/D009/12 - RE: Fill Material Stockpile - Penola Commonage - Dohnt Land

Division

SynergySoft: EI2020/179554 - 894/D009/12

Peter ,

I have had no comments on the use of this material. As chair I cant see a problem with removing it as it will allow more area for hay production, but I do like the idea of leaving some of the mound closest to the bypass for a lookout, I have been up there while walking and it gives a commanding view of the area.

Pete Bissell

Pete Bissell Broken Windmill Vineyard Consulting Winemaker. Bissell‐Dickens PL Chair LC Winetrails Committee. Chair Greenrise Lake Advisory Committee Mobile: 0427 852 315

Postal Address: 6 Queen St, Penola , SA 5277

From: Peter Halton Sent: Friday, 30 October 2020 1:41 PM

Attachment 15.4.4.4

2

To: Catherine Robinson <[email protected]>; Pete Bissell <[email protected]>; BJ & BJ Provis <[email protected]>; Kevin Jarred <[email protected]>; Rick Paltridge <[email protected]>; [email protected]; [email protected] Cc: Ben Gower <[email protected]> Subject: Fill Material Stockpile ‐ Penola Commonage ‐ Dohnt Land Division

Hi Greenrise Advisory Committee Members

Council has received a request from a planning consultant to obtain approval to take the material placed in a mound on the northern Commonage adjacent to the caravan park (see plan below). The material is to be used to fill land as part of the Land Division in Penola. The land division is on the corner of Cameron, Gordon and Arthur Street and has planning approval which requires substantial fill to address the nature of the land prior to construction of road etc.

The material in the Commonage was place approximately 4 years ago when authorisation was provided to the Department of Transport to create a retention basin in the reserve which was needed as part of drainage for the Bypass. The material was the soil dug from the basin in the creation of the retention basin which also provides for drainage or the southern catchment of the Penola Township. You may ask why not offer them the material located next to the effluent ponds (CWMS). The answer is this material is good quality gravel that can be used for road works whilst the material detailed below is soil and as such does not have a value.

I support this as it will finally allow for the land division to progress which is good for Penola, however, I have advised that I would not support the taking of all the material as it offers a buffer to the houses along South Tce and the mound is a nice feature and I can see ultimately walking tracks to the top and some kind of viewing point ie I would support the taking of only part of the mound and reshaping of the remainder. I would also like the developer to take the smaller mound north of this larger hill first.

The request is to be tabled at the next meeting of Council and I would like to include any feedback from the Greenrise Advisory Committee to the proposal. Please pass any comments back to Pete Bissell by next Wednesday (4/11/2020) so Pete can provide a response on behalf of the Committee to this request.

Regards

Attachment 15.4.4.4

3

Peter Halton Director Engineering Services WATTLE RANGE COUNCIL

ph. 08 8733 0900 m. 0439 283 918 e. [email protected] p. PO Box 27 Millicent SA 5280 w. www.wattlerange.sa.gov.au

The information contained in this e‐mail message may be confidential, and may also be the subject of privilege or public interest immunity. This e‐mail and any attached files should be scanned to detect viruses and no liability for loss or damage resulting from the use of any attached files is accepted. If you are not the intended recipient, any use disclosure or reproduction of this document is unauthorised. If you have received this e‐mail in error please phone (08) 8733 0900.

Disclaimer

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Attachment 15.4.4.4



15.4.5 Replacement of roof and air conditioning Millicent Library

15.4.5 Replacement of roof and air conditioning Millicent Library



Author Lauren Oxlade



Strategic Plan Reference Theme 1 - Community Vibrancy & Presentation 1.3 Provide sustainable, vibrant community facilities.

Theme 4 - Infrastructure & Asset Sustainability4.4 Plan for and optimise Council’s stock of building assets whilst meeting the future and current needs of community.


Attachments 1. DSC N 3953 edited [15.4.5.1 - 1 page]

Purpose of Report

Seeking Council approval to tender for the replacement of the roof and air conditioning units at the Millicent Library and refer the outcome of the tender to the budget.

Report Details

In 2020/21, Council has allocated a capital works budget of $40,000 for the first of a number of stages to replace air conditioning units on the roof of the Millicent Library. When Council Officers commenced detailed scoping of the project, it became evident that a staged approach over a number of years was not the best strategy. In addition, the roof has been found to be in a poorer than expected condition and replacement is recommended as a priority.

Council staff have been actively managing a number of leaks in the Library for a number of years due to the location of the box gutters inside the footprint of the building, the condition of the roof, the slope of the roof and the location of the air conditioning units. The majority of leaks are in the entrance, along the drain side of the building immediately above the computer workstations and in the Children’s Library.

The existing air conditioners are at end of life and are installed on the roof over the Children’s Library. There are significant leaks in the roof in this area, which cannot be accessed without removal of the air conditioning units and the platform that they sit on. In addition to the water damage to the carpets and ceiling, there is a considerable mould issue that has the potential to impact on the use of the Children’s Library.

Rather than the staged approach that was originally considered by Council in preparing the 2020/21 budget, officers are recommending the complete re-roofing of the Millicent Library and replacement of all air conditioners with ground based units be delivered as a single project over the next 18 months. This ensures that all leaks can be addressed in a single event, minimising further damage to the building and limiting the impacts on library services. It is also expected that there will be a considerable saving to Council by completing the


works in a single project, rather than tendering, mobilising contractors and equipment every year for the next 3-4 years. For instance, there are 8 air conditioning units above the Children’s Library. Stage 1 of the original project involved only the removal and replacement of 2 of these units. Removal requires the use of a 130T crane and only replacing two of the units means that the leaks above the Children’s Library could not be repaired.

It is proposed to issue a request for tender, seeking submissions from suitably qualified professionals and provide a recommendation to Council in early 2021 to appoint a contractor and amend the budget.


Budget Allocation $40,000Budget Spent to Date NilBudget Variation Requested TBD

A report will be brought back to Council in early 2021, seeking a budget variation once tenders have been submitted and evaluated.

Risk Considerations

Community facility maintenance – Medium (Moderate / Possible)


The recommendation is consistent with Council’s Procurement Policy.







RECOMMENDATION


Attachment 15.4.5.1



15.4.6 Waste Voucher Review

15.4.6 Waste Voucher Review



Author Lauren Oxlade



Strategic Plan Reference Theme 3 - Environmentally Sustainable 3.3 Minimise the financial impact of Waste Management on the community and provide a service that meets the current and future needs of the community.


Attachments Nil

Purpose of Report

To inform Council of the intent to review the waste disposal voucher system and consult with the community.

Report Details

In January 2017, waste disposal vouchers were introduced for all five of Council’s waste facilities. The introduction followed community consultation on how residents and ratepayers utilised the service, the opening hours and options to ensure access was limited to Wattle Range residents and ratepayers. The voucher system has been well received by residents and ratepayers. Council officers are recommending that a review of the waste voucher system be undertaken to ensure that it is fit for purpose. Factors to consider include:

The number of vouchers issued to each property Whether there should be separate vouchers for landfill waste and recycling Whether those in a residential area need as many vouchers as rural areas How to encourage greater diversion from landfill Whether Council should be subsidising waste disposal for businesses

Council staff to undertake community consultation and present the results to Council for consideration as part of the budget process for 2021/22.


Budget Allocation $ 739,646Budget Spent to Date $ 104,899Budget Variation Requested Nil

There are no known financial considerations related to this report. Any changes that arise from the consultation with financial implications will be considered in the development of the 2021-22 budget.


Risk Considerations

Identified on risk register – Waste Management Service Delivery - Medium – Moderate / Unlikely






The purpose of the review of waste vouchers is to maximise diversion of waste from landfill and ensure that Council’s waste services are fit for purpose.


Community engagement will be consistent with Council’s policy.

RECOMMENDATION



16 Correspondence16.1 Limestone Coast Local Government Association - Annual Report And Financial Statements

16.1 Limestone Coast Local Government Association - Annual Report and Financial Statements

Report Type Correspondence

Correspondent Limestone Coast Local Government Association

File Reference GF/10.14.2/1 EI2020/178899

Attachments 1. LC LGA Annual Report 2019-2020 with Financial Statements Final [16.1.1 - 59 pages]

RECOMMENDATION

That the 2019/20 Annual Report and Financial Statements from Limestone Coast Local Government Association dated 21 October 2020 be received and noted.

LCLGA ANNUAL REPORT 2019-20 1

LIMESTONELIMESTONECOAST LOCALCOAST LOCALGOVERNMENT GOVERNMENT ASSOCIATIONASSOCIATION

ANNUALREPORT 2019-20

Attachment 16.1.1



Collaboration to achieve regional outcomes is in our

DNA. It continues to be our purpose since our formation

by our members in 1885.

During 2019/20 the Covid-19 pandemic was a

significant disruptor to every aspect of our operations.

This disruption was heightened in the Limestone Coast

due to our proximity to the Victorian Border. Life in the

Limestone Coast does not stop at the Victorian Border,

and indeed our communities, economies, recreational,

social and health systems cross the border with many of

our friends, employees, business partners, customers,

stakeholders and families living in Western Victoria. We

are very much looking forward to the reopening of the

SA/Vic Border.

We take great pride in how our members and the LCLGA

have worked together with our community throughout

2019/20 to sustain services, deliver recovery programs,

provide information, connect our community, deliver

projects; and provide a voice to state and federal

government.

A special thank you to those agencies that partnered

with us over the past twelve months. Without your

valuable contribution, time and effort, many of our

projects would not go ahead. They are the South

Australian Tourism Commission, Office for Recreation

Sport and Racing, Regional Development Australia

Limestone Coast, Local Government Association of

South Australia, SA Government Departments and

Agencies, the University of South Australia, the Australian

Federal Government and our member Councils. Your

continued support is very much appreciated.

We acknowledge the tremendous efforts of Federal

Member of Parliament Mr Tony Pasin MP and State

Members Mr Troy Bell MP and Mr Nick McBride MP.

Your assistance and support are valued and greatly

appreciated.

On behalf of the Board, I would like to acknowledge the

efforts of our dedicated staff over the past 12 months:

Tony Wright, Michaela Bell, Tony Elletson, Biddie

Shearing, June Saruwaka, Prae Wongthong, Ali Auld,

Sophie Bourchier, Mae Steele & Nicole Moran.

The Annual Report includes a detailed overview of the

LCLGA operations and the value we have delivered to

our members. I commend this years’ report to you and

would like to acknowledge the continued support of the

constituent council Mayors, elected members and Chief

Executive Officers.

Mayor Erika Vickery (OAM) President LCLGA

WELCOMEAs the President of the Limestone Coast Local Government Association (LCLGA) it has been a privilege to work with the LCLGA Board and our constituent members in 2019 – 2020.

Notably, the LCLGA Board developed and approved a new strategic plan for the next five years. With our members, we agreed that the reason the LCLGA exist is to “collectively build stronger communities”.

Attachment 16.1.1



This document is the Annual Report of the Limestone Coast Local Government Association (LCLGA) Inc. for the

period 1st July 2019 to 30th June 2020. This document is prepared pursuant to the Local Government Act 1999 to

report to our Constituent Councils on the work and operation of the Association for the preceding financial year.

This report details the activities of the Association to represent and serve the seven Constituent Councils and to

advance the Limestone Coast communities through effective advocacy, facilitation and innovation.

OUR ASSOCIATION

LCLGA was established as a regional body on 6th October 1885. LCLGA is a regional subsidiary representing its

Constituent Councils and is established pursuant to Section 43 of the Local Government Act 1999 by the Constituent

Councils.

The Association is comprised of the following Constituent Councils:

Ą District Council of Grant

Ą Kingston District Council

Ą City of Mount Gambier

Ą Naracoorte Lucindale Council

Ą District Council of Robe

Ą Tatiara District Council

Ą Wattle Range Council

Under its Charter, LCLGA’s objectives are to:

Ą Work in Association with both the Local Government Association of South Australia (LGASA) and the Australian Local

Government Association.

Ą Undertake co-coordinating, advocacy and representational roles on behalf of its Constituent Councils at a regional level.

Ą Facilitate and coordinate activities of local government at a regional level related to social, environmental and

community development with the object of achieving improvement for the benefit of the communities of its

Constituent Councils.

Ą Develop, encourage, promote, foster and maintain consultation and co-operation and to strengthen the

representation and status of local government when dealing with other governments, private enterprise and the

community.

Ą Develop further co-operation between its Constituent Councils for the benefit of the communities of its

region.

Ą Develop and manage policies which guide the conduct of programs and projects in its region

with the objective of securing the best outcomes for the communities of the region.

Ą Undertake projects and activities that benefit its region and its communities.

Ą Associate, collaborate and work in conjunction with other regional local

government bodies for the advancement of matters of common interest.

Ą Implement programs that seek to deliver local government services on a

regional basis; and

Ą To effectively liaise and work with the State and Commonwealth

Government and instrumentalities on a regional basis for the

general enhancement of the region.

INTRODUCTIONLCLGA ANNUAL REPORT 2019-20

Attachment 16.1.1



The Board held six ordinary bi-monthly General Meetings, and The Annual General Meeting during 2019-2020.

Meetings are hosted by Constituent Councils on a rotational basis.

COUNCIL DELEGATE DEPUTY BOARD MEMBER/S

City of Mount Gambier Mayor Lynette Martin (OAM) Deputy Mayor Sonia Mezinec

District Council of Grant Mayor Richard Sage Cr Gillian Clayfield

Wattle Range Council Mayor Des NollDeputy Mayor Moira Neagle

Cr Dale Price

District Council of Robe Mayor Alison Nunan Cr David Laurie

Kingston District Council Mayor Kay RasheedCr Jodie Gluyas

Cr Chris England

Naracoorte Lucindale Council Mayor Erika Vickery (OAM)Cr Scott McLachlan

Cr Craig McGuire

Tatiara District Council Mayor Graham Excell Cr Robert Mock

STAFF MEMBER ROLE

Tony Wright Executive Officer

Michaela Bell Project Manager

Tony Elletson STARCLUB Field Officer - Limestone Coast Regional Sporting Academy Coordinator

Biddie Shearing Tourism Development Manager

Ali Auld (until June 2020) Regional Community Road Safety Officer

Ali Auld Leadership Program

June Saruwaka (until July 2019) Regional Waste Management Coordinator

Prae Wongthong (until Jan 2020) Climate Adaptation Project Officer

Mae Steele Executive Support Officer

Nicole Moran Trainee

LCLGA BOARD MEMBERS 2019-20

In accordance with the LCLGA Charter, the positions of LCLGA President and Vice President are appointed at the

Annual General Meeting, held in February.

At the Annual General Meeting in February 2019, Mayor Erika Vickery was again elected as LCLGA President, to serve in

the position for a period of 12 months. Mayor Richard Sage was elected as LCLGA Vice President.

During 2019-2020, the Executive Officer role was filled by Tony Wright

Dean Newbery and Partners are the appointed Auditor.

During 2019-2020, LCLGA engaged the following staff to deliver regional programs:

The LCLGA Board comprises nominated representatives from each of the Constituent Councils and is chaired by

the LCLGA President. Each Constituent Council can nominate up to two Deputy Board Members.

OFFICE BEARERS 2019-2020

THE LCLGA BOARDLCLGA ANNUAL REPORT 2019-20

Attachment 16.1.1



COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

LC LGA Roads and Transport

Management Group

Cr Jamie Jackson (Presiding Member)

Mr Aaron HillierTatiara District Council

Cr Paul Jenner

CEO or delegated staff memberCity of Mount Gambier

Mr Steve Bourne Naracoorte Lucindale Council

Mr Dave Worthley Kingston District Council

Mr Peter Halton

Ms Kerry Baker (Proxy)Wattle Range Council

Mr Adrian Schutz District Council of Grant

Mr Trevor Hondow

Cr Bob Bates (Proxy)Robe District Council

LCLGA EO

LCLGA Project ManagerLCLGA

Limestone Coast Economic

Development Reference Group

Mr Trevor Smart

Mayor Erika VickeryNaracoorte Lucindale Council

Mayor Richard Sage

CEO or delegated staff member (Proxy)District Council of Grant

Mr Roger Balbolka

Mr Steve ChappleWattle Range Council

Cr Frank Morello


Mr James Holyman District Council of Robe

Ms Nat Traeger Kingston District Council

Mayor Graham Excell

Ms Anne ChampnessTatiara District Council

LCLGA EO

LCLGA Project Manager

LCLGA Tourism Development Manager

LCLGA

LC LGA REPRESENTATIVE

LGA Board Mayor Erika Vickery (SAROC Chair)

SAROC Mayor Erika Vickery (Chair)

Mayor Richard Sage (Delegate)

LCLGA EO

Under the Constitution of the LGASA, regions are represented via appointed members to serve on the LGA Board

and the South Australian Regional Organisation of Councils (SAROC).

SAROC is an important LGA committee for non-metropolitan Councils. Membership is drawn from each of the six

non-metropolitan Regional Local Government Associations with members meeting bi-monthly to discuss the key

issues affecting non-metropolitan Councils.

DELEGATES TO THE LOCAL GOVERNMENT ASSOCIATION OF SOUTH AUSTRALIA

ASSOCIATION COMMITTEES AND WORKING PARTIESTo undertake specific projects or fulfil areas of operational responsibility, LCLGA convenes a number of committees

and working parties. LCLGA acknowledges the work of all who have contributed to the following committees and

working parties throughout 2019-2020. (The current appointments are listed, as of 8th February 2019)

LCLGA WORKING PARTIES & COMMITTEESLCLGA ANNUAL REPORT 2019-20

Attachment 16.1.1



COMMITTEE / WORKING PARTY REPRESENTATIVE COUNCIL

Tourism Management Group

Ms Jane Fetherstonhaugh

Mr Mike Ryan (Proxy)District Council of Grant


Ms Sally Klose Naracoorte Lucindale Council

Ms Nat Traeger Kingston District Council

Mr Steve Chapple

Mr Roger BalbolkaWattle Range Council

CEO or delegate City of Mount Gambier

Mr Kingsley Green

Ms Anne ChampnessTatiara District Council

Mrs Biddie Shearing

LCLGA EOLCLGA

Regional Sport and Rec Advisory Group

Ms Jane Fetherstonhaugh

Ms Jayne Miller (Proxy)District Council of Grant

Ms Heather Schinkel Kingston District Council

Mrs Sally Klose Naracoorte Lucindale Council

Cr David Laurie

Mayor Alison Nunan (Proxy)District Council of Robe

Ms Naomi Fallon Tatiara District Council

Ms Sarah Mrzec

Mr Steve ChappleWattle Range Council

Cr Kate Amoroso City Mount Gambier

Mr Tony Elletson

LCLGA EOLCLGA

LCLGA Regional Waste Management Steering

Committee

Mr Steve Bourne Naracoorte Lucindale Council

Mr Dave Worthley Kingston District Council

Cr Paul Jenner


Mr Leith McEvoy

Mr Aaron PriceDistrict Council of Grant

Mr James Holyman Robe District Council

Mr Andrew Pollock

Mr Aaron Hillier (Proxy)Tatiara District Council

Mr Peter Halton

Ms Lauren Oxlade (Proxy)Wattle Range Council

LCLGA Project Manager

LCLGA EOLCLGA

LCLGA Audit & Risk Committee

Mayor Richard Sage District Council of Grant

Mayor Erika Vickery Naracoorte Lucindale Council


Mr Paul Duka Wattle Range Council

LCLGA EO LCLGA


Attachment 16.1.1



LCLGA has numerous representatives on working parties, boards and committees including State Government boards,

cross border bodies and regional boards and committees. This representation allows LC LGA to keep in touch with

communities and have input to new and existing initiatives.

During 2019-2020, LCLGA made or continued the following appointments to other organisations.

(The current appointments are listed, as of 8th February 2020)

ASSOCIATION REPRESENTATION - OUTSIDE ORGANISATIONS

LCLGA APPOINTMENTS TO OUTSIDE

ORGANISATIONS CURRENT APPOINTMENTS COUNCIL

South East Zone Emergency

Management Committee (ZEMC)

Mr Andrew Meddle City of Mount Gambier

Mr Daryl Whicker District Council of Grant

Limestone Coast Zone Emergency

Centre Committee (ZEST)

LCLGA EO (Local Government Controller) LCLGA

Mr Ben Hood

(Local Government Deputy Controller)City of Mount Gambier

Green Triangle Freight Action Plan –

Implementation Management Group

Mr Andrew Meddle City of Mount Gambier

Mr Tony Wright LCLGA

Limestone Coast Community

Services Roundtable

Mayor Erika Vickery Naracoorte Lucindale Council

Cr Moira Neagle Wattle Range Council

Regional Development Australia

Limestone CoastMayor Erika Vickery Naracoorte Lucindale Council

Limestone Coast Bush Fire

Management Committee

Mr David Hood Naracoorte Lucindale Council

Mr Roger Balbolka (Deputy) Wattle Range Council

Southern Border Fire Coordination

AssociationMr Roger Balbolka Wattle Range Council

Local Government Association of SA

– LGA Board

Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council

Mayor Richard Sage (Delegate)

South Australian Regional Organisation

of Councils (SAROC)

Mayor Erika Vickery (SAROC Chair) Naracoorte Lucindale Council

Mayor Richard Sage District Council of Grant

LCLGA EO (Observer) LCLGA

Ac.care Board Mr Tony Wright LCLGA


Attachment 16.1.1



DESIRED REGIONAL OUTCOME LC LGA ROLE LC LGA ACTIONS 2018-2019 KEY OUTCOMES

1.1 Existing and future regional

infrastructure is fit for purpose and

has the capacity to meet the region’s

needs.

Regional

Leadership

Lead the implementation of the

LCLGA 2030 Regional Transport

Plan

LCLGA have engaged HDS Australia

to undertake an update to the 2030

Regional Transport Plan, Road Action

Plans & Roads Database

Advocacy Submissions and engagement

with local members, and State and

Federal government.

Coastal challenges, Supporting the

Green Triangle Freight Action Plan,

Waste levy and strategy, roads, signage

and regional housing.

Council

Coordination

Effectively coordinate regional

submissions for the Special Local

Roads Program to maximise

investment in regional road

infrastructure.

LCLGA submitted nine prioritised

applications for funding under the

Special Local Roads Program (SLRP) for

2018-2019 requesting a total $1,810.500

(refer to table on page 9)

1.2 Councils to protect built heritage,

heritage spaces and the region’s

cultural heritage.

Council

Coordination

Effectively coordinate and

manage a regional Heritage

Advisory Service for the benefit of

Constituent Councils and private

owners.

LCLGA currently engages Habitable

Places Architects to deliver the

Limestone Coast Heritage Advisory

Services to Constituent Councils on a

fee-for-service, under an Agreement for

2016-2021.

The Heritage Adviser works closely with

and under the direction of Councils’

planning and development assessment

staff to provide timely and considered

professional advice that includes:

Ą Heritage conservation advice

Ą Statutory DA assessment and advice

Ą Policy advice to Council

Ą Local Heritage Development Plan

Amendments

Ą CDAP/Heritage Committee

Ą State Heritage Unit

1.3 Development of a regional approach

to the maintenance and provision of

improved and new infrastructure and

utility services.

Advocacy Advocate for the region for

improved and sustainable

services from State and Australian

Governments in meeting our

regional needs for:

Ą Roads

Ą National Broadband Network

Ą Mobile phone coverage

LCLGA has continued to advocate on

Roads, data services and the need to

address blackspots.

1. INFRASTRUCTURESTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



COUNCIL ROAD ROAD TYPE ESTIMATED PROJECT COST $$ SLRP

SOUGHT

1 Tatiara District Council Brown Terrace Freight 145,000.00 72,500.00

2District Council of

GrantRamsay Terrace Freight 400,000.00 200,000.00

3 Wattle Range Council Railway Terrace South Freight 300,000.00 150,000.00

4 Tatiara District Council Mingbool Road Freight 260,000.00 130,000.00

5 Wattle Range Council Wandilo Forest Road Freight 550,000.00 275,000.00

6 Wattle Range Council Kennedy Road (Glencoe) Freight 102,000.00 51,000.00

7 Naracoorte Lucindale Old Caves Road Tourism 1,235,000.00 617,500.00

8District Council of

Robe

Bagdad Road / Dairy Range

RoadFreight 262,000.00 131,000.00

9 Tatiara District Council Railway Terrace South Freight 367,000.00 183,500.00

$ 3,621,000.00 $ 1,810,500.00

SPECIAL LOCAL ROADS

1. INFRASTRUCTURESTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



DESIRED REGIONAL

OUTCOME

LC LGA

ROLELC LGA ACTIONS 2019-20 KEY OUTCOMES

2.1 A growing and diverse

economy, based on the

region’s natural assets and

innovative community,

under the priorities of:

Premium Food and

Wine from our Clean

Environment; and Growing

Advanced Manufacturing.

Regional

Leadership

Convene the Limestone Coast

Economic Development Group

(LCEDG) and maintain the


Development Group Work Plan.

The LCEDG continues to be an important forum

to further regional priorities. The LCEDG consists

of LCLGA members, RDA Limestone Coast and

State Government representatives through Primary

Industries and Regions SA (PIRSA) and the Department

of State Development.

The LCEDG completed a review of their Terms of

Reference and developed a Work Plan to guide the

implementation and prioritisation of critical projects

to assist in achieving the outcomes detailed in the

Limestone Coast Regional Growth Strategy & Action

Plan

Some of the major projects discussed includes:

Ą Limestone Coast Migration Project – workforce

attraction & retention strategy

Ą Workforce Assessment needs in the disability

sector in the Limestone Coast

Ą Development of a Strategic Plan for the

Limestone Coast Red Meat Cluster

Ą Limestone Coast Leadership Program

Advocacy Strongly advocate for

investment, projects,

legislation/policy review or

development to promote

economic growth in the region.

Engagement, presentations and submissions on

projects and policy settings on the Growth Strategy

pillars for growth.

Partnership Partner with RDA Limestone

Coast to drive economic

development projects for the

Region.

This is an ongoing project where the LCLGA and

Councils provide funding to enable the delivery of

regional projects and supporting services for small

businesses.

2. SUSTAINABLE ECONOMYSTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



2.2 A thriving and well-

supported tourism industry,

growing the region’s status

as a visitor destination.

Advocacy Advocate for and support

industry leadership within

regional tourism, including

the rollout of the regional

Limestone Coast brand

The region has been represented at domestic

and global tourism activities, underpinned by the

Limestone Coast regional brand; and has contributed

regularly at the SA Regional Chairs forums, including

meetings with SATC, the Minister for Tourism and the

Premier.

The development of a Limestone Coast Industry

Reference Group to test collaboration and the creation

of an independent industry voice for the region.

LCLGA supported the Mixed Dozen project which

entailed significant business building capacity activities

and a consumer-facing digital tool, which has

leveraged the Limestone Coast Regional Brand.

Council

Coordination

Coordinate council investment to

implement the Regional Tourism

Plan

Due to Covid-19, some scheduled activities in regional

tourism plan were re-directed to support and recovery

work.

The LCLGA Tourism Management Group developed a

Recovery & Rebuilding Action Plan to provide support to

the tourism sector and our members during the emergence

of Covid-19.

In parallel a new Destination Tourism & Marketing Plan was

underdeveloped which was delayed due to Covid-19.

2.3 A sustainable population

base with the skills and

capability to grow regional

economic development.

Advocacy Assist key regional bodies

and the South Australian

Government with the

objective to grow our

population, develop our

regional workforce, and to

build skills and capability in

our communities, through

implementation of the

outcomes developed in the

Limestone Coast Regional

Growth Plan.

The Limestone Coast Regional Growth Strategy

identified ‘Invigorating the working age population,

by attracting and retaining more people across the

region to fill key skills gaps and support vibrant and

sustainable regional communities’ as a priority area for

growing the population in the Limestone Coast.

DESIRED REGIONAL

OUTCOME

LC LGA


2. SUSTAINABLE ECONOMYSTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



DESIRED OUTCOME LC LGA


3.1 Local Government is

a key partner in the

sustainable management

of the environment and

natural resources in the

region.

Advocacy

and

Partnership

Engagement with members and

stakeholders on local environmental

and sustainability issues.

LCLGA represents the region, as required, with regard to

coastal, 4wd access and impacts from climat variability.

Partnership In partnership with Natural

Resources South East and RDA

Limestone Coast deliver the

outcomes identified in the Climate

Adaptation Plan

Since 2018, the LCLGA have worked on the “Coastal

Flood Mapping Viewer application project’ in collaboration

with the Eyre Peninsula NRM Board, Eyre Peninsula Local

Government Association, the Coast Protection Board and

the Department for Environment and Water Department.

This was funded by the Natural Disaster Resilience

Program to improve access to Coastal flood mapping

information.

The Interactive Flood Mapping Tool is aimed at providing

improved information about coastal flood hazard from

sea level rise and flood events. The tool was launched in

June 2020.

3.2 A regional approach

to landfill minimisation

and innovative waste

management.

Delivery Coordinate shared resources for

the Regional Waste Management

Coordinator to deliver a regional

approach to waste management.

The LCLGA engaged the University of South Australia and

BDO EconSearch to develop a model to test the viability

and risks for a regional Material Recovery Facility (MRF).

This involved an assessment of the costs in material

recovery, processing and reuse of recyclable materials

within the Limestone Coast context.

A objective of this study was to create an assessment

framework to determine the economic benefit from a

range of options for the management of recyclable waste

in the region.

Delivery In partnership with Constituent

Councils, develop an

Implementation Plan for the

Regional Waste Infrastructure Plan.

The Limestone Coast Region Waste and Resource

Recovery Implementation Plan provides a list of priority

actions for the region. The Committee has representatives

from of our members who facilitate and coordinate the

implementation plan.

3. ENVIRONMENTAL SUSTAINABILITYSTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1





3. ENVIRONMENTAL SUSTAINABILITYSTRATEGIC ACTIVITIES 2019-20

3.3 Well-managed and

protected terrestrial,

wetland, coastal and

marine environments,

with active partnership

from all responsible

organisations.

Partnership Investigate further opportunities

for funding of critical

environmental outcomes and

identified regional projects.

The LCLGA was successful in obtaining funding from the

LGR&DS to bring together Councils, State Government,

Local Government Risk Management and independent

researchers to develop a new, more equitable and

sustainable funding model to manage coastal issues.

This project aims to produce a new, collaborative and

evidence-based coastal protection and management

funding model for South Australian Coastal Councils, that

take into account:

Ą The roles and most appropriate cost-sharing

arrangements for coastal management across all levels

of Government;

Ą Establish a long-term program of works, rather than the

current year-to-year arrangements;

Ą A more streamline funding mechanisms to achieve

multiple outcomes for our coast, including protection,

tourism, health, recreational and environmental

benefits;

Ą Appropriate cost-sharing on public vs private benefits

from the investment of public funding into coastal

management and protection;

Ą The Principles and thresholds for triggering

Government financial intervention/support vs default

market/insurance-driven response.

Attachment 16.1.1





4.1 Regional communities have

access to appropriate health

and education services and

facilities.

Advocacy Advocate for expanded mental

health and drug treatment services

and support in the Limestone

Coast.

Encourage and support the

initiatives of Constituent Councils

to be expanded regionally,

particularly regarding suicide

prevention and other priority issues

with significant impacts on regional

areas.

The LC LGA continues to support the Substance

Misuse Limestone Coast (SMLC) project and has

engaged a Project Officer to deliver the Program in

the region.

With 3-years funding from the Federal Department

of Health, SMLC has successfully delivered

educational programs targeting schools and the

community that can be adapted to the needs of

each locations in the Limestone Coast.

4.2 Regional communities

have access to programs

and facilities promoting a

healthy lifestyle.

Partnership

and Delivery

Partner with Constituent Councils

to deliver the Regional Public

Health and Wellbeing Plan

Under the South Australian Public Health Act, 2011

(The Act) South Australian Councils are required to

maintain and review their Regional Public Health

Plan (RPHP). The majority of Councils within

the LCLGA agreed that a joint Public Health &

Wellbeing Plan be reviewed and updated. A draft

copy has been prepared for consultation.

Partner with the Office of

Recreation and Sport to deliver

the STARCLUB Program for the

Limestone Coast.

Local Government recognises the importance

of sporting and recreation clubs to regional

communities and is pleased to partner with the

Office for Recreation, Sport and Racing to deliver

the Star Club Program in the Limestone Coast.

The Star Club Program has supported over 100

sporting and recreation clubs in the Limestone

Coast in the areas of leadership, financial

sustainability, compliance, planning and volunteer

management

4.3 Local Government is a

key regional partner in

emergency management,

road safety and other

community safety

programs.

Council

Coordination

Assist to coordinate Constituent

Councils’ role in Zone Emergency

Management to ensure appropriate

role for Local Government

in emergency response and

recovery.

The LCLGA is a member of the Zone Emergency

Management Committee (ZEMC), the Bushfire

Management Committee (BMC) and the Zone

Emergency Support Team (ZEST) with responsibility

for regional emergency preparedness, response,

planning and implementation.

Partnership

and Delivery

Partner with the DPTI, and work

with relevant State agencies and

community road safety groups

to implement the South East

Road Safety Strategy, including

the engagement of a Regional

Community Road Safety Officer

to coordinate regional efforts to

reduce road crashes and trauma.

Sponsored by DPTI and supported by regional

stakeholders the roads safety program was

established to provide a regionally based road

safety advocate to lead regional road safety

activities including campaigning, initiating and

promoting road safety messages and actions across

the Limestone Coast.

This is the final year of this project with the shift in

responsibilities and resources to DPTI and SAPOL.

4. COMMUNITY AND SOCIAL WELLBEINGSTRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



5.1 LCLGA is recognised as the

regional leadership body

which provides a framework

and coordination for other

regional groups.

Regional

Leadership

Lead regional advocacy and action

on priority issues, and actively

engage and coordinate partner

organisations’ action on common

regional issues.

Facilitate active engagement

and participation of Constituent

Councils on issues and decisions

that impact their communities.

As the peak Local Government body in the region,

LCLGA continues to work with our local Members

of Parliament, Federal Member for Barker Mr Tony

Pasin, Member for Mount Gambier Mr Troy Bell,

and Member for Mackillop Mr Nick McBride, and

commends the work they do on behalf of our region.

Additional to maintaining these working relationships,

we also maintain close contact with both the State

and Federal Government and regularly meet with

Ministers and senior agency staff on issues relevant to

the Region.

5.2 Regional Local Government

is effective and cost

efficient.

Council

Coordination

Work with the State Government to

implement the new Planning Act

Identify and coordinate practical

opportunities for joint investment,

shared services and resources

between Constituent Councils

and the LGA that improve service

delivery and provide cost savings.

Coordinate and convene specialist

Working Groups to address and

act on regional issues of common

interest to Constituent Councils:

The Board approved the formation of a Joint

Planning Board for the Limestone Coast which will

facilitate the delivery of a new Regional (Land Use)

Plan by 2024.

Many of our existing projects and programs provide

shared service outcomes. Agreement was reached

with our members to assess the market for shared

outcomes in Roads, Waste and Materials Recycling.

Additional activities in shared advertising were

completed.

The LCLGA continues to coordinate and convene

the following;

Ą Roads and Transport Working Group

Ą Limestone Coast Economic Development

Reference Group

Ą Regional Waste Management Steering

Committee

Ą Regional Sport and Recreation Advisory Group

Ą Tourism Management Group

5.3 A well-governed regional

organisation.

Delivery Ensures the Association operates

and carries out its operations in

alignment with the adopted LCLGA

Charter and relevant legislation

The LCLGA has developed a new strategic plan to

guide the Association over the next five years.

In developing this plan, we engaged extensively with

our members and stakeholders to understand what

they value about the LCLGA, where we can improve

and most importantly, what we should do into the

future.

We also explored the externalities that are likely to

impact our members and the LCLGA in delivering this

strategic plan. In a workshop with our Board (Mayors

of the Limestone Coast constituent Councils) and

Council CEO’s we developed clarity on our “why”

The “why” for the Limestone Coast Local

Government

is working with our members “collectively building

stronger communities”.



5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY

STRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



5.4 LCLGA maintains its

reputation with State and

Australian Governments as

a leading Local Government

body and effective advocate

for the Limestone Coast.

Advocacy Lead effective and targeted

advocacy campaigns, on priority

regional issues, in partnership

with Constituent Councils, the

LGA and regional organisations as

appropriate.

Each year at both a state and federal level the

LCLGA are requested to provide feedback and

submission on behalf Limestone Coast region and

our Constituent Councils.

Some of our major submissions include:

Ą Joint Standing Committee on ‘Migration in

regional Australia’

Ą Regions SA ‘Regional Development Strategy

Discussion Paper’

Ą Select Committee ‘Matters relating to the timber

industry in the Limestone Coast’

Ą South Australian Productivity Commission

‘Inquiry into Local Government costs and

efficiency.’

Ą Efficient rating of renewable energy assets.

Continue to be active members

of SAROC and the LGA Board to

support LCLGA’s advocacy on

regional issues and issues affecting

Local Government.

President of the LCLGA Mayor Erika Vickery, Vice

President Richard Sage and the LCLGA Executive

Officer continue to attend SAROC meetings and

have input into the many regional issues that are

elevated to the LGASA Board for consideration.

Lead the regions response and

input to the State and Australian

Governments on key issues and

opportunities, acting as a single

point of contact for regional visits

and requests.

We engaged with Local Members, State and Federal

Government including attending meetings with the

Premier, State Ministers and Federal MP’s and the

opposition.

5.5 Effective communications

with Constituent Councils,

partner organisations and

the community.

Delivery Develop a modern communication

plan that provides up to date

information

The LCLGA EO and Project staff continue to meet

regularly with Constituent Councils

Continue LCLGA representation on

key outside organisations

LCLGA Project staff provide bi-monthly reports to

LCLGA Constituent Councils

Continued LCLGA representation on key outside

organisations.

5.6 LCLGA financial processes

are transparent and efficient,

ensuring a sustainable

financial position.

Delivery Implement an annual program of

budget development, consultation,

adoption and review.

We continue to hold our bi-monthly Board

meetings across the Limestone Coast with reports

being tabled for consideration, the majority of

which are available to the public.

Ensure that the LCLGA Board and

Constituent Councils are provided

with bimonthly financial and

performance reports, and an Annual

Report.

Budgets are prepared and sent out for Council

feedback throughout April and May each year with

final adoption of the Annual Budget taking place at

the August Board meeting.

Explore approaches to attract

funding for LCLGA to deliver or

partner on priority regional projects.

Throughout the year our staff continually monitor

the grants environment to assess opportunities as

they arrive. In this past year we have been able to

attract additional funding through grant programs

in Tourism, Waste and Leadership.



5. LCLGA GOVERNANCE, LEADERSHIP & FINANCIAL SUSTAINABILITY

STRATEGIC ACTIVITIES 2019-20

Attachment 16.1.1



The South Australian Tourism Commission has a strategic partnership with each region in South Australia

(there are 11 regions including Limestone Coast).

The Limestone Coast Collaborative

Custodians of the Limestone Coast

Regional Brand

24 x Tourism & Business Interest Groups

875 tourism business across the region

South Australian Tourism Industry Council

The peak body of the SA Tourism Industry

Limestone Coast Local

Government Association

Consisting of 7 local councils


Development Group

A group of high level leaders and economic

practitioners focused on driving the region

forward with their LCED Group Work Plan.

Regional Development Australia

Limestone Coast

South Australian Tourism Commission

Regions SA / PIRSA

Dept. Environment, Water,

Natural Resources

Austrade

AusIndustry

REGIONAL LEADERSHIP GOVERNMENTINDUSTRY

Delivering on the promise

Consumer Facing Activities

Capacity Building + Facilitation

Advocacy + Support

Leadership

Leadership

Capacity Building + Support

Funding

The Limestone Coast Local Government Association

(LCLGA) is the preferred partner and we have a strong

working relationship which supports this strategic

alliance. The SATC provides $47,000 pa (+CPI) to

LCLGA, plus access to a further $20,000 pa (matched

1:1) for consumer-facing activity. This financial

agreement outlines agreed KPI’s to be achieved such as

being an in-region liaison for industry, political and local

intelligence.

In addition, through the Tourism Industry Development

Manager, we provide advice on funding applications that

have a tourism outcome, for example, Events Funding.

The Limestone Coast Visitor economy was valued

at $375 million, year ending March 2020 (Tourism

Research Australia) with 667,000 overnight visitors and

765,000 day trips.

The LCLGA Tourism Management Group monitor and

oversee the implementation of the regional Priorities

to Grow the Visitor Economy by 2020 (which expired

in June 2020) within our Regional Tourism Framework

(pictured below).

REGIONAL TOURISMPROJECT OFFICERS ANNUAL REPORTS

Attachment 16.1.1



PRIORITY 1: GROW OUR SHARE IN INTERNATIONAL VISITOR EXPENDITURE

The Limestone Coast is a member of the Australian

Tourism Export Council (ATEC) which enables our region

to be viewed credibly when represented internationally

and domestically in the trade distribution system. Our

region also has a position on the South Australian Branch

Committee of ATEC, the Tourism Industry Development

Manager, Biddie Shearing, is the Chairperson which

enables a national voice on inbound business and market

development.

The Limestone Coast participated in exclusive ATEC

trade events that bring together Inbound Tour Operators

(ITO’s) who are arguably the heart of the tourism supply

chain, destinations and tourism operators. The events

attended included;

Ą South Australia ATEC B2B Exchange, Adelaide.

Secured 16 x 10 minutes appointments.

Ą ATEC Meeting Place, Brisbane. Secured 25 x 9-minute

appointments.

Ą SATC & ATEC SA Showcase, Sydney. Secured 27 x

10-minute appointments

Our region also hosted several familiarisations with

wholesalers, travel influencers and media from various

countries, some as a result of meetings held previously

at Trade Events. These familiarisations were hosted

in partnership with the South Australian Tourism

Commission and Tourism Australia.

The Limestone Coast international visitation is 44,000

with 273,000 nights valued at $19 million.

(Tourism Research Australia International Visitor Survey,

year ending March 2020).

The Limestone Coast was represented at the following

Trade Events, specifically targeting our key international

markets of United Kingdom, Europe/Germany, United

State of America, India, South East Asia, SE Asia and China.

Ą India Travel Mission – Kochi, August 2019. Secured 90

business to business face appointments with leading

travel wholesalers and travel planners from across India.

With the World Cup 2020 scheduled for late 2020

in Australia, we launched touring packages between

Melbourne and Adelaide that coincided with the cricket

schedule.

Ą To support this emerging market and to assist in

developing compelling itineraries, the tourism

industry development manager participated in

an on-line webinar series called India Host which

was adapted to focus on the domestic market,

given Covid-19 and has provided a more in-depth

understanding of how to attract, engage and service

the local Indian community based traveller for

domestic travel opportunities.

Ą Tourism Australia invited the Limestone Coast to

present live to high volumes of agents in India,

this resulted in many what’s app messages seeking

further information.

Ą SATC Roadshow – United State of America. This was a

sponsored trade event by SATC which included training

sessions and presenting the Limestone Coast as a

destination to 124 agents, itinerary planners/buyers in

business to business meetings. In addition to pitching the

region and its natural wonders to 30 media companies

including the New York Times, Conde Nast Traveller,

Travel & Leisure, Style & Society, Bella Mag, Travel Pulse

and various family-oriented publications or websites.

Ą Australia Marketplace – South East Asia. Secured 125

itinerary planners from Malaysia, Singapore & Indonesia

and through the support of SATC provided interactive

training sessions with agents.

Ą Corroboree West in Perth provided an opportunity to

meet and train 300 frontline travel agents from our key

western markets.

Ą The Limestone Coast was accepted to attend Australian

Tourism Exchange in Melbourne I April 2019, however

this event was cancelled due to Covid-19.


Attachment 16.1.1



As part of our strategic partnership with the South

Australian Tourism Commission we supported nine

applications in the Regional Events and Festivals

funding programme. Five events were successful in

receiving money for marketing to support an increase

in visitation and expenditure for our region. This was

the highest number of events that have been funded

through this program since its inception.

Our region supported Naracoorte Lucindale Council in

delivering a highly successful triple j event called One

Night Stand in 14th September, in Lucindale. Each of

the 15,000+ attendees received a glow in the dark wrist

band with the hashtag #LimestoneCoast. It is estimated

the event generated $20 million in economic activity in

the region and increased awareness of the region.

PRIORITY 2: BUILD ADVOCACY AND FORMALISE ACTIVITIES FOR THE ‘VISITING FRIENDS & RELATIVES’ SECTOR

Together with the South Australian Tourism Commission and Tourism Australia, the Limestone Coast assisted

in hosting trade and media familiarisations to increase reach through traditional and social media, including

WeChat.

Ą Limestone Coast partnered with Amaze Tour, for a promotion that targeted 600,000 Chinese speaking

Australians, who are active users of WeChat to drive bookings to the Limestone Coast. This campaign was

postponed due to Covid-19.

Ą In August, the region hosted a film crew and two celebrities as they filmed throughout the region as part of a

southern Australia itinerary. This was broadcast in Hong Kong on Channel TVB later in the year to an average

audience of 77 million with an estimated media value of $7 million.

PRIORITY 3: USE EVENTS TO GROW VISITATION

PRIORITY 4: BUILD A REGIONAL PROPOSITION TO ATTRACT CORPORATE AND BUSINESS TRAVELLERS

The Limestone Coast are a regional member of the

Adelaide Convention Bureau (ACB) and which includes

an on-line pitch portal and our regional profile.

Ą The Limestone accepted to attend the Destination

SA in Adelaide, March 2020, event, however due to

Covid-19 this was postponed. We also participated

in on-line webinars to improve our regional profile

and plan for the future.

The LCLGA was successful in a bid to host Sustainable

Economic Development Regional Australia (SEGRA)

National Conference in September 2020. This included

significant work to develop a program and to access

a grant through the ACB. Due to Covid-19, the 2020

conference was cancelled.


Attachment 16.1.1



The tourism industry development manager continued

to play an integral role in the Mixed Dozen Project as

part of a large consortia, with 12 stakeholders with a

total of $362,000. In conjunction with Wine Australia

and Primary Industries, Regions SA (PIRSA) the project

brings together wine associations and other symbiotic

organisations to build capabilities and confidence to

better target, attract and host international wine visitors.

A digital itinerary planner www.limestonecoast.org.au

was launched in January 2020 aimed to inform, entice

and disperse travellers across the region, ultimately

increasing length of stay and depth of meaningful

experience.

The project included capacity building and mentoring

activities including workshops aimed to increase digital

listings with the Australian Tourism Data Warehouse

(ATDW). The region listings grew from 326 to 462 (40%

increase). IN addition to this there were an additional 15

bookable online experiences established. This activity

contributes to lifting the overall digital footprint of the

region and raises the profile of the Limestone Coast.

Through several meetings and building on years of

enthusiasm, the Tatiara District Council led an initiative

to establish a Memorandum of Understanding between

LCLGA and the Wimmera Mallee Tourism Association.

The aim of the cross-border alliance was to bring

together regional councils in a unique geographical

location that have a high level of commonality

with potential to grow our local economies while

increasing the awareness of the region and its collective

opportunities, initially underpinned by tourism activities.

In line with the Limestone Coast Regional Growth

Strategy, which outlined the need for a holistic

tourism and marketing plan to guide the growth and

development of the visitor economy, the LCLGA has

partnered with SATC to develop a Destination Tourism

& Marketing Plan for the region. The first of its kind

since 2010. Delivery of this plan has been delayed due

to Covid-19 and is now due December 2020.

PRIORITY 5: WORK TOGETHER TO RAISE THE PROFILE OF THE LIMESTONE COAST

As part of our strategic partnership with the (SATC) the Limestone Coast was featured in the Intrastate Campaign

themed “Things have Changed around here’ encouraging visitation from those who may have visited the region

previously years ago and enticing them to return. This campaign generated high volumes of interest with the

biggest month ever for domestic traffic to sa.com, and the campaign has generated the most ATDW leads out to

operators in a month as well as travel partner leads.


Attachment 16.1.1



With three years of funding from the Federal Department of Health, and auspiced by the LCLGA, the SMLC is

progressing the following objectives.

Objective: Scaffold an educative program targeting schools and the community that can be adapted to the needs of

each location in the region.

CLIMATE SCHOOLS

All Limestone Coast secondary schools are being encouraged to use evidence informed Alcohol and Drug (AOD)

education at www.climateschools.com.au. The full program is freely available for schools to use during the

pandemic and is an innovative and engaging way to empower students to gain knowledge about their health and

wellbeing. The modules are accessed on-line, making them perfect to use during home schooling periods and

can be distantly managed by teaching staff.

SUBSTANCE MISUSE LIMESTONE COASTPROJECT OFFICERS ANNUAL REPORTS

Secondary schools currently registered to use Climate

School modules include the Millicent Community

Learning Centre, Bordertown High School, Penola High

School, Mount Gambier High School, Kangaroo Inn Area

School and Grant High School.

Substance use and mental health issues are the leading

cause of burden of disease for young people, causing

morbidity, behavioural problems, mental illness, loss of

income to self and global economy. Mental illness and

substance use disorders often begin in adolescence &

early adulthood (15-24 years) and the delays to seek

treatment is very long.

For example, the median delay to seek treatment for

alcohol related abuse is 18 years (Gore et.al. 2011).

Climate Schools aims to change and strengthen the

school climate around AOD education, and the modules

provide curriculum-consistent health education courses

proved to reduce harm and improve student well-being.

PLANET YOUTH DOMAINS IN AUSTRALIA

South Australia has two trial sites,

Mount Gambier and Murray Bridge.

The model shows that long term

investment in community-led

prevention leads to significant

reductions in AOD use among

young people with significant

reduction in the need and costs for

tertiary AOD treatment.

FAMILY

SCHOOL

INDIVIDUALSPEER

GROUPLEISURE

TIME

In 2019, The Limestone Coast was one of five Australian sites selected to participate in the Planet Youth trial by the

Alcohol and Drug Foundation (ADF), with the program to be coordinated by SMLC.

Attachment 16.1.1



THE FOUR STEPS OF THE PLANET YOUTH MODEL ARE:

1. Conduct a Youth Survey in the school environment

2. Share the results to stakeholders in the community

3. Stakeholder workshops - drawing on survey data to inform the development of a community action plan

and delivery of activities to address identified priority issues and identified gaps.

4. Evaluate the process and impact of the community action plan, report to the ADF and prepare for the next

round of youth surveys in 2021.


The survey results were presented by the Planet Youth team from Iceland’s Reykjavik University at a

community information session at Mount Gambier City Hall on Wednesday 26th February 2020.

Those who attended shared a common interest in developing a community action plan promoting the

increase of protective factors for young people in the region.

Attachment 16.1.1



LIMESTONE COAST KEY FINDINGS

Family - Key Findings

School - Key Findings

Substance Use - Key Findings

Leisure activities - Key Findings


Objective: To collect and consolidate data about existing support services in the community and coordinate workforce training for agencies.

SMLC with the Limestone Coast Drug Action Team is

exploring the short and long-term impacts of COVID-19

on Limestone Coast Agencies, their current and future

resources, their clients who regularly use licit and illicit

substances and the wider community.

We are asking our local experts their knowledge and

opinions to gain an understanding of the current

AOD issues and the future needs for our community.

This information will allow drug-related issues in the

Limestone Coast during COVID-19 to be accurately

represented and used to inform planning for education,

prevention and harm reduction strategies in the SMLC

program, our networks, service providers and health

departments.

Attachment 16.1.1




Objective: To establish a Board representing diverse community interests to build and champion the development of substance misuse infrastructure and a community-based collaborative model.

Knowledge gained from the Western Region Alcohol and Drug Centre

suggests that Board members need to be proactively selected for their

networks and an ability to garner broad based support of development

strategies. https://wrad.org.au/

With WRAD’s precedent in mind, SMLC’s Working Party members,

Sergeant Andrew Stott, Dr Judy Nagy, Dr Sue Mutton and SMLC’s

project officer Sophie Bourchier invited selected community members

to join SMLC’s Advisory Board.

SMLC’s Advisory Board members are John Williamson (Lawyer, Mt

Gambier), Sue Thomson (Registered Nurse, Mt Gambier), Sandi Seymor

(Social Worker, Penola), Michael Schultz (Accountant, Millicent)

and Prof (Adj.) Ian Darnton-Hill AO (Adjunct Professor, University of

Sydney). Our new Membership represents the diverse skills required to

contribute to the progression of SMLC’s objectives.

The COVID-19 pandemic meeting restrictions has delayed the

Advisory Board induction process. On Monday 6th July, Michael White,

Executive Director, from the Adelaide based South Australian Network

of Drug and Alcohol Services (SANDAS), attended Mt Gambier to

provide background information to Advisory Board members relating

to AOD issues as part of Induction Part 1. Further Induction activities

are being planned around COVID-19 restrictions, and on completion

of the induction process, SMLC’s website will be launched which is

currently being designed by local web designer Leigh Howlett.

Induction part 1 with Michael White, Executive Director, SANDAS.

Objective: To establish Community Partnerships

Loneliness and isolation contribute to vulnerability

and increases the risk of problematic AOD use. The

SMLC is engaging with small community groups to give

vulnerable people in their community the opportunity

to re-connect and contribute to their communities and

reduce the uptake of alcohol and other drugs.

Tarpeena Progress Association (TPA) was granted $1,000

seed funding through SMLC’s Community Partnership

Program. The TPA is using the grant money to purchase

meat for their free monthly BBQ and equipment for

residents to use during social gatherings, bringing

Tarpeena residents together. Members of the TPA

have been inviting vulnerable people to their monthly

gatherings and asking their opinions, via a survey SMLC

prepared, about activities they would like to participate

in during TPA monthly get-togethers. The data collected

from the survey has been shared with the District

Council of Grant. These activities have been put on

hold during the COVID-19 pandemic.

Attachment 16.1.1



Ą Adaptive Leadership

Ą Leadership Frameworks and Tools

Ą Leading Change

Ą Governance and Finance

Ą Presentations and Public Speaking

Ą Developing Teams and Motivating Others

Ą Reactive v Creative Leadership

In its second year, the project aims to develop, stimulate and foster

a diverse range of leaders in our region to support boards, council,

community leadership, project development, governance, industry,

business associations, sport, recreation and service clubs.

LIMESTONE COAST LEADERSHIP PROGRAMPROJECT OFFICERS ANNUAL REPORTS

The program is delivered by the Leaders Institute of SA and includes the following topics:

Attachment 16.1.1



Through the program participants were placed into working groups to undertake Community Action Projects.

These projects address real regional issues.

Participants benefit through the journey learning deeply about collaborative working and gaining valuable hands-on

experience in complex fields and issues, while exploring social and economic dynamics and issues across our region.

The projects being undertaken in 2020 include:


In addition to the scheduled program, participants are invited to attend events

and functions as opportunities arise.

This year’s participants had the opportunity to join an informal dinner with the

Hon Clare Scrivens in Port MacDonnell in August 2020.

Sponsors SE NRM Board and Beach Energy took the opportunity to present to

the group on the Induction Day in Feb 2020.

As the program is delivered in each council area, CEO’s or their representatives

are invited to present to the participants to share their regions issues,

opportunities and challenges and their own leadership journey if desired.

Ą Attracting and Retaining a Skilled Workforce

Ą Community Supporting Persons with Disability

Independence

Ą Engaging Youth In Work Opportunities in the Region

Ą Moving people around the Limestone Coast

Attachment 16.1.1



Ą 17 (12 Female and 5 Male)

Ą Inclusion Migrant, Disability and Disadvantaged

Ą Inclusion representatives from five of the Limestone Coast Council

Areas

Ą 1 participant withdrawal in 2020 due to Fires (Forestry Recovery

work relocation to NSW)

Participants attend induction sessions, overnight workshops, monthly

full day workshops and a graduation event. They also undertake out

of session community action project work, substantial pre reading.

research and written reflections.

Ą Restrictions required cancellation of the delivery of face to

face sessions

Ą Program moved to online zoom platform for one session

Ą Following stakeholder feedback, program was hibernated for

2 months

Ą Face to face delivery to be resumed 7th July

(restrictions dependent)

LIMESTONE COAST LEADERSHIP PROGRAM 2020 PARTNERS

PARTICIPANTS FOR 2020

COVID-19 IMPACTS


Limestone Coast Council areas also provide in-kind venue and catering support to the program.

Attachment 16.1.1



REGIONAL ROAD SAFETYPROJECT OFFICERS ANNUAL REPORTS

The overarching responsibility of the Regional Community Road

Safety officer is to advance road safety in the Limestone Coast

region whilst promoting and raising awareness of Government of

SA road safety programs.

The priority work areas identified for 2019/2020:

Ą Government of SA Campaign Support and Digital Engagement

Ą Community and Industry Engagement

Our strong relationship with regional print and electronic media enabled the promotion of the Government of SA

campaign messages throughout the year.

Social media is an important part of our communications package. Facebook posts

highlighting campaigns, issues and events are also used to educate all road users.

Regular social media posts promote and share current Government of SA road safety

campaigns. The use of our social media has been instrumental in pushing the messages to

and for the media, local members and community road safety groups.

Campaigns such as “Think who you’ll leave behind’ ‘No ones driving if your distracted’ ‘The 10 year

hangover’ ‘Be Safe Be Seen’ and ‘Our town could save your life – rest every two hours’ are good examples

of supporting the Government of SA state-wide campaigns. The “No Winners Here” regular road safety

message continued to be circulated to all community road safety groups, Councils, regional media and

interested stakeholders.

OBJECTIVES

GOVERNMENT OF SA CAMPAIGN SUPPORT

Attachment 16.1.1



Ą Supporting and providing funding assistance and collaboration for

promotion of the Annual Regional “Lights and Car Safety Check”

championed by Rotary in the Limestone Coast. Evening sessions were held

at Bordertown, Naracoorte, Millicent and Mount Gambier

Ą Sharing training resources from the ARRB, NRSPP and LGA SA on

informative and business improvement opportunities.

Ą Membership with the Australian Road Safety Foundation (ARSF) has

assisted regional stakeholders in raising the ‘Road Safety Message’.

Resources used at Family Truck Show, Fatality Free Friday and RYDA.

Ą Raising opportunities through the media for the community to engage in

community consultation and “Have their Say” on road safety issues,

Ą Promoting the availability of partner programs and current road safety

programs delivered by RYDA, RAA – Street Smart and Street-Smart Primary,

The Little Blue Dinosaur Foundation, MFS- RAP


Road safety statistics were updated each week and

placed on the pages of 7 country football associations

in South Australia during the football and netball season

highlighting the unnecessary level of road trauma on

regional and rural roads.

Country Footy SA was able to post the weekly update

on the pages of the majority of SA country football

leagues on the weekend of the SA Country Football

Championships. The weekly emails usually carry a themed

Government of SA road safety message.

Opportunities were also seized to promote timely road

safety messages that relate to regional issues for example,

fatigue, drink/drug driving, distraction and speed. TV and

Radio campaigns through winter promoting ‘Drive to the

Conditions’ ‘See and Be Seen’ ‘ Headlights On’

Partnering with The Little

Blue Dinosaur Foundation

through the Christmas

holiday time promotes road

safety awareness with key

messages of ‘Hold my Hand’

and ‘Slow Down – Kids

Around’ building awareness

for both locals and tourists

Regional media has continued to demonstrate their

commitment to regional road safety with their willingness

to distribute key road safety messages. We acknowledge

and thank ABC SE Local Radio, Southern Cross Austereo,

WIN Television, The Border Watch and Fairfax regional

media for their support.

INDUSTRY AND COMMUNITY ENGAGEMENT

In step with the South Australian Road Safety Strategy – Towards Zero Together workplace activities aligning with the

region’s key industries and major employers. In Association with the Safe Freight Network (Forestry/manufacturing SA

and Vic) and The Green Triangle Freight Action Plan Group progress is being made on improving workplace driving,

road safety culture and the interaction of the Heavy Vehicle industry with other road users. These networks include

sectors that comprise the regional freight task, forestry, livestock, fluids, bulk and general freight and contractors.

Opportunities through industry and community engagement have included:

Attachment 16.1.1




Promoting and increasing road safety awareness through National Events

such as ‘National Ride to School Day’ ‘Walk Safely to School Day’ ‘National

Ride to Work Day’ ’National Police Remembrance Day’ ’Fatality Free Friday’

together with international ‘World Day of Remembrance for Road Traffic

Victims’ and ‘Global Road Safety Week’

Collaboration workshops with regional support services Standby, Substance

Misuse, Road Trauma Support Team SA and The Limestone Coast Grief and

Trauma Support Team were developed to increase awareness of how to

access the regional support for trauma victims and their families.

Covid-19 restrictions 2 sessions to be delivered.

This Regional Community Road Safety Officer was externally funded

through a partnership funding agreement with responsibilities transferred to

DPTI 1st July 2019. (previously held with the Motor Accident Commission)

The partnership arrangement was guaranteed to continue for one year

following the cessation of MAC and funding concluded 30th June 2020.

Attachment 16.1.1



Local Government recognises the importance of sporting and recreation clubs to regional communities, and is

pleased to partner with the Office of Recreation, Sport and Racing (ORSR) to deliver the STARCLUB Program in the

Limestone Coast.

The STARCLUB Program promotes involvement in recreation and sport by supporting all sporting and recreation

clubs in the Limestone Coast in the areas of leadership, financial sustainability, compliance, planning and volunteer

management. LCLGA employs the STARCLUB Field Officer, who serves as an on-ground resource and a conduit

between clubs, councils, associations and the ORSR.

The long-term goals of this program are:

Ą to ensure clubs in the region are compliant with State and Federal Legislation,

Ą clubs are financially stable through prudent self-management and have access to appropriate funding

Ą maintain and build on membership, players and volunteers within the club.

STARCLUB PROGRAMPROJECT OFFICERS ANNUAL REPORTS

Funding and Financial Stability

Awareness of grant availability and application support,

increased eligibility through STARCLUB membership,

and education and training regarding financial stability.

Volunteer Management

Sourcing and retaining volunteer support, running

nationally-accredited training and education locally,

information on education and training courses,

providing templates for job descriptions for volunteers,

volunteer management policy assistance, ideas to

involve, recognise and reward volunteers, and providing

information on succession plans and complaints /

conflict procedure.

Compliance

Occupational work, health and safety for club staff and

volunteers, child protection, constitutions - update,

review or start from scratch, incorporation, affiliation

with State or national bodies, compliance with the

Discrimination Act, risk management and information

on licensing requirements for clubs selling alcohol.

Planning

Long-term maintenance of facilities, strategic planning,

job descriptions, codes of conduct, good sports

program and play by the rules program.

The STARCLUB Field Officer is guided by the Regional

Sport and Recreation Advisory Group, established with

membership from all constituent councils. This group

provides direction and feedback for the STARCLUB Field

Officer.

The STARCLUB Field Officer provides support to clubs and associations in a number of areas:

Attachment 16.1.1



STARCLUB PROGRAMPROJECT OFFICERS ANNUAL REPORTS

The STARCLUB Field Officer program delivered the following outcomes in 2019-20:

Ą Had over 100 face to face meetings with clubs/associations providing support in the STARCLUB Program, as well as

Funding, Strategic Planning, Facility Planning, Sports Tourism Opportunities, Conflict Resolution, Volunteer Support,

Financial guidance and various other sports related issues. Also support for Clubs during the COVID-19 situation.

Plus provided support to clubs with hundreds of phone calls and emails received.

Ą The STARCLUB Field Officer also provided the following training and education for clubs in the region.

- Strategic planning workshop

- Child Safe Officer Course.

- RSA Courses across the region Naracoorte

- Level 1 Sports Trainers Course

Ą Below is a table comparing the regions STARCLUB numbers from 2018-19 to 2019-20. In all areas we have seen an

increase in clubs registering and progressing through the program. This is due to the support councils have shown to

the program.

STARCLUB STATUS 2018-2019 2019-2020

LEVEL 1

REGISTERED

Club has registered in the STARCLUB

program but not ‘submitted’ their

responses.

241 257

LEVEL 2

SUBMITTED

All questions have been answered online as

either; Yes, No or In Progress, and responses

have been ‘submitted’.

60 62

LEVEL 3

PROVISIONAL ONLINE STATUS ACHIEVED

At least 3 questions in each of Parts 1-5 must

be answered YES including all mandatory

questions

49 54

LEVEL 4

FULL STARCLUB RECOGNITION ACHIEVED

A consultant has met with the club and

determined if the club has appropriately met

criteria for ‘Recognition’

43 45

Attachment 16.1.1



In June 2019 the LCLGA were successful in meeting certain requirements from the ORSR and obtained another

$50,000 to run the program for another 12 months. Once again, the LCLGA partnered with the ORSR and the third year

of the LCRSA was launched in October 2019. We were pleased to welcome back Limestone Coast Regional Sporting

Academy.

Hockey SA and Athletics SA as official partners of the Academy, and were

able to offer skill-based sessions for athletes and local coaches. We were

also excited to welcome two new sports to the program, Tennis and Cycling

thanks to new partnerships formed with the South Australian Sports Institute

and Tennis SA.

We inducted 72 athletes into the Academy for the 2019/20 iteration. There

are 15 athletes in the hockey program, 5 in the athletics program, 20 in the

tennis program, 12 in the cycling program and 20 in the lonestar program

These athletes are provided with a 12-month Gym membership, a 12-month

elite athlete strength and conditioning program (2 sessions a week at the gym

and an at home program), coaching, education sessions (sports psychology,

media training, coping with pressure, sporting routines and sports nutrition),

and high level testing at the University of SA’s High Performance Centre in

Adelaide. We are also able to live stream our education sessions to athletes

across the region who are unable to attend.

LIMESTONE COAST REGIONAL SPORTING ACADEMYPROJECT OFFICERS ANNUAL REPORTS

In partnership with the Office for Recreation, Sport and Racing and

the LCLGA, the Limestone Coast Regional Sporting Academy (LCRSA)

inducted its first Inductees in October 2017 and commenced working

with these Athletes in November, as part of a Pilot Program.

The program has given the athletes the chance to

understand the training and preparation requirements

to become an elite athlete, as well as, improve their

performances at school and on the field or track.

We continued our partnership with the University of

SA, who provide us with a venue for our education

sessions and testing. The LCRSA is extremely pleased

to also be supported by the M & G Hotel Group, who

have provided us with 30 nights of free accommodation

for athletes and families, as well as, a reduced rate for

athletes and families on an ongoing basis.

We also welcomed the Commodore on the Park

as a partner this year. The Commodore on the Park

provide our visiting coaches and educators with

accommodation when they visit the region.

Attachment 16.1.1



The LCRSA has four main objectives:

Ą To identify regional sporting talent

Ą To educate and develop youth in the region

Ą To provide pathways to State and national

representation

Ą To develop the skills of regional coaches

LIMESTONE COAST REGIONAL SPORTING ACADEMYPROJECT OFFICERS ANNUAL REPORTS

The LCRSA athletes have done the Academy and our

region extremely proud, competing at State and National

levels in the past year. We have had two past Academy

Alumni move to Adelaide and gain selection for Glenelg

in the SANFLW League side and one of our current

cycling program athletes has been offered a full time SASI

Scholarship to train with the elite cyclists in the country.

This has put her on the path to Olympic and World

Championship selection.

We also had an athlete win the 2019-20 U/16 Athletics SA

Athlete of the Year.

All of our athletes have been great ambassadors for the

program and we look forward to continue supporting our

current and future LCRSA athletes in the coming years.

Attachment 16.1.1



LCLGA acknowledges the Constituent Council Mayors, Elected Members, Chief Executive Officers and

staff for their support of the regional role of the Association.

During 2019-2020, the LCLGA Board engaged a small team to implement a diverse and comprehensive

regional work plan: Tony Wright (Executive Officer), Michaela Bell (Projects Manager), Tony Elletson

(LCLGA Star Club Field Officer & Limestone Coast Regional Sporting Academy), Ali Auld (Leadership

Program), Biddie Shearing (LCLGA Tourism Industry Development Manager), Sophie Bourchier (Substance

Misuse Program) and Mae Steele (Executive Support Officer). The Team farewelled June Saruwaka

(Regional Waste Management Coordinator, Prae Wongthong (Climate Adaptation Project Officer) & Ali

Auld (Community Road Safety Officer)

The Local Government Association SA has continued to provide strong support to LCLGA and its

members throughout the year. LCLGA acknowledges the contributions of SAROC members, Chief

Executive Officer Matt Pinnegar and the many LGA staff that have supported LCLGA throughout the year.

The Local Government Research and Development Scheme funding has enabled LCLGA to undertake

a range of additional projects throughout the year, both through additional Research and Development

Fund projects and via the Regional Capacity Building Grants.

LCLGA enjoys a close working relationship with RDALC Board members and staff.

Tony Wright

Executive Officer

ACKNOWLEDGEMENTS

Attachment 16.1.1



FINANCIAL REPORTS

30 JUNE 2020

LIMESTONELIMESTONECOAST LOCALCOAST LOCALGOVERNMENT GOVERNMENT ASSOCIATIONASSOCIATION

Attachment 16.1.1


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Attachment 16.1.1


�� !��"#�"��$%&'()*+,-./&010/&0/20-3�456789:�;<=;>�759�;<?�=@A8;�57�;<?�786=648=B�C;=;?:?6;C�57�;<?�D8:?C;56?�E5=C;�D54=B�F5G?96:?6;�HCC548=;856�759�;<?�I?=9�?6A?AJK�L@6?�MKMK>�3�<=G?�:=86;=86?A�:I�86A?N?6A?64?�86�=4459A=64?�O8;<�;<?�9?P@89?:?6;C�57�HQRS�TTK�UE5A?�57�R;<84C�759�Q957?CC856=B�H445@6;=6;C>�S?4;856�MVK>�N@WB8C<?A�WI�;<?�H445@6;86X�Q957?CC856=B�=6A�R;<84=B�S;=6A=9AC�Y5=9A>�86�=4459A=64?�O8;<�;<?�Z[\]_[abcdebdf_g\f_hiii_]dj_fkb_Z[\]_[abcdebdf_lmnd]d\n]_o]d]pbebdfq_rbps]fn[dt_uvhh_:=A?�@6A?9�;<=;�H4;w�x<8C�C;=;?:?6;�8C�N9?N=9?A�86�=4459A=64?�O8;<�;<?�9?P@89?:?6;C�57�y?X@B=;856�MM�z{|�Z[\]_[abcdebdf_lmnd]d\n]_o]d]pbebdfq_rbps]fn[dt_uvhh}~��"��!��#��!��!��"�� "�� Attachment 16.1.1

�� !��"#$%�#��"#�&'(&')*&+*+,*-.&(/&')*&01+*.'(2*&3(4.'&0(340&5(6*-2+*2'&4..(314'1(2&��(7898:9&�;<�=>?<�>@ABC<A�C=<�DBE>EFB>G�H<IJHC�JD�C=<�KBL<MCJE<�NJ>MC�KJF>G�OJ?<HEL<EC�PMMJFB>CBJE�QC=<�P@C=JHBCRST�U=BF=�FJLIHBM<M�C=<�VC>C<L<EC�JD�WBE>EFB>G�XJMBCBJE�>M�>C�YZ�[@E<�\Z\ZT�C=<�VC>C<L<EC�JD�NJLIH<=<EMB?<�]EFJL<T�C=<�VC>C<L<ECM�JD�N=>E<M�BE�_@BCRT�C=<�VC>C<L<EC�JD�N>M=�WGJUM�DJH�C=<�R<>H�C=<E�<EA<AT�>EA�EJC<M�CJ�C=<�DBE>EFB>G�MC>C<L<ECMT�BEFG@ABE�>�M@LL>HR�JD�MBEBDBF>EC�>FFJ@ECBE�IJGBFB<MT�>EA�JC=<H�<aIG>E>CJHR�BEDJHL>CBJE�>EA�C=<�N<HCBDBF>CBJE�JD�WBE>EFB>G�VC>C<L<ECMb��]E�J@H�JIBEBJET�C=<�DBE>EFB>G�H<IJHC�IH<M<ECM�D>BHGRT�BE�>GG�L>C<HB>G�H<MI<FCMT�C=<�DBE>EFB>G�IJMBCBJE�JD�C=<�P@C=JHBCR�>M�>C�YZ�[@E<�\Z\ZT�>EA�BCM�DBE>EFB>G�I<HDJHL>EF<�>EA�BCM�F>M=�DGJUM�DJH�C=<�R<>H�C=<E�<EA<A�BE�>FFJHA>EF<�UBC=�C=<�cdefghidjklmnkmohpeohqrrrshcdefghidjklmnkmohtuvmfmevfghwfmfxknkmoyhzkx{gfovdm|h}~qqh>EA�C=<�P@MCH>GB>E�PFFJ@ECBE�VC>EA>HAM�QBEFG@ABE�P@MCH>GB>E�PFFJ@ECBE�]EC<HIH<C>CBJEMSb��,��8�&�:�&(7898:9&�;<�FJEA@FC<A�J@H�>@ABC�BE�>FFJHA>EF<�UBC=�P@MCH>GB>E�P@ABCBE�VC>EA>HAMb��@H�H<MIJEMB�BGBCB<M�@EA<H�C=JM<�MC>EA>HAM�>H<�D@HC=<H�A<MFHB�<A�>M�BE�C=<��hM<FCBJE�JD�J@H�H<IJHCb�;<�>H<�BEA<I<EA<EC�JD�C=<�P@C=JHBCR�BE�>FFJHA>EF<�UBC=�C=<�<C=BF>G�H<@BH<L<ECM�JD�C=<�PFFJ@ECBE�XHJD<MMBJE>G�>EA�_C=BF>G�� ¡¢£��¤ ¡¥¦§�¡ ©¡ªd«khd¬ho®ve|h¬dlhld¬k||vdmfghpeed{mofmo|hQC=<�NJA<S�C=>C�>H<�H<G<?>EC�CJ�J@H�>@ABC�JD�C=<�DBE>EFB>G�H<IJHC�BE�P@MCH>GB>b�;<�=>?<�>GMJ�D@GDBGG<A�J@H�JC=<H�<C=BF>G�H<MIJEMB�BGBCB<M�BE�>FFJHA>EF<�UBC=�C=<�NJA<b��;<��<GB<?<�C=>C�C=<�>@ABC�<?BA<EF<�U<�=>?<�J�C>BE<A�BM�M@DDBFB<EC�>EA�>IIHJIHB>C<�CJ�IHJ?BA<�>��>MBM�DJH�J@H�JIBEBJEb��(°±²�&19�:�³�°8:9&:µ¶·�µ¹�µ¶�º»¹¹¼»½�#¶¾¿·�¹À� ÁÀ»¿·$Â�#¶¾¿·��µ¶·¶¿¹&&Ã=<�P@C=JHBCR�BM�H<MIJEMB�G<�DJH�C=<�JC=<H�BEDJHL>CBJEb�Ã=<�JC=<H�BEDJHL>CBJE�FJLIHBM<M�C=<�BEDJHL>CBJE�BEFG@A<A�BE�C=<�¥Ä�Å£�Æ�Ç¤ ¡��Ä�È¡�ÉÊ£��DJH�C=<�R<>H�<EA<A�YZ�[@E<�\Z\ZË¡ÌÄ�¡�£É ¡�£�¡Æ�ÍÈÄ�É¡�ÅÉ¡ÎÆ��ÍÆ�È¡�ÉÊ£��¡��¡£Ä�¡�Ä�Æ�£�¤ ¡�ÉÊ£��¡C=<H<JEb��@H�JIBEBJE�JE�C=<�DBE>EFB>G�H<IJHC�AJ<M�EJC�FJ?<H�C=<�JC=<H�BEDJHL>CBJE�>EA�>FFJHABEGR�U<�AJ�EJC�<aIH<MM�>ER�DJHL�JD�>MM@H>EF<�FJEFG@MBJE�C=<H<JEb�]E�FJEE<FCBJE�UBC=�J@H�>@ABC�JD�C=<�DBE>EFB>G�H<IJHCT�J@H�H<MIJEMB�BGBCR�BM�CJ�H<>A�C=<�JC=<H�BEDJHL>CBJE�>EAT�BE�AJBE�MJT�FJEMBA<H�U=<C=<H�C=<�JC=<H�BEDJHL>CBJE�BM�L>C<HB>GGR�BEFJEMBMC<EC�UBC=�C=<�DBE>EFB>G�H<IJHC�JH�J@H�ÏEJUG<A<�J�C>BE<A�BE�C=<�>@ABC�JH�JC=<HUBM<�>II<>HM�CJ��<�L>C<HB>GGR�LBMMC>C<Ab�]DT��>M<A�JE�C=<�UJHÏ�U<�=>?<�I<HDJHL<AT�U<�FJEFG@A<�C=>C�C=<H<�BM�>�L>C<HB>G�LBMMC>C<L<EC�JD�C=BM�JC=<H�BEDJHL>CBJET�U<�>H<�H<@BH<A�CJ�H<IJHC�C=>C�D>FCb�;<�=>?<�EJC=BE�CJ�H<IJHC�BE�C=BM�H<>HAb��-²�7:9�8Ð8Ñ8°Ò&�:�&°±²&/89�9Ó8�Ñ&-²7:�°&�Ã=<�P@C=JHBCR�BM�H<MIJEMB�G<�DJH�C=<�IHH>CBJE�>EA�D>BH�IH<M<EC>CBJE�JD�C=<�DBE>EFB>G�H<IJHC�BE�>FFJHA>EF<�UBC=�P@MCH>GB>E�PFFJ@ECBE�VC>EA>HAM�>EA�C=<�cdefghidjklmnkmohpeohqrrrh>EA�C=<�cdefghidjklmnkmohtuvmfmevfghwfmfxknkmoyhzkx{gfovdm|h}~qqb�Ã=<�P@C=JHBCR¤ ¡H<MIJEMB�BGBCR�BEFG@A<M�<MC>�GBM=BE�>EA�L>BEC>BEBE�BEC<HE>G�FJECHJG�H<G<?>EC�CJ�IHH>CBJE�>EA�D>BH�IH<M<EC>CBJE�JD�C=<�DBE>EFB>G�H<IJHC�MJ�C=>C�BC�BM�DH<<�DHJL�L>C<HB>G�LBMMC>C<L<ECT�U=<C=<H�A@<�CJ�DH>@A�JH�<HHJHb��]E�IHHBE�C=<�DBE>EFB>G�H<IJHCT�C=<�P@C=JHBCR�BM�H<MIJEMB�G<�DJH�>MM<MMBE�C=<�P@C=JHBCR¤ ¡�ÌÆÈÆ�Ç¡�£¡Í£��Æ�ÄÉ¡� ¡�¡Ô£Æ�Ô¡FJEF<HET�ABMFGJMBET�>M�>IIGBF>�G<T�L>CC<HM�H<G>CBE�CJ�JBE�FJEF<HE�>EA�@MBE�C=<�JBE�FJEF<HE��>MBM�JD�>FFJ@ECBE�@EG<MM�L>E><L<EC�<BC=<H�BEC<EAM�CJ�GB@BA>C<�C=<�<ECBCR�JH�CJ�F<>M<�JI<H>CBJEMT�JH�=>M�EJ�H<>GBMCBF�>GC<HE>CB?<��@C�CJ�AJ�MJb��Ã=JM<�F=>H<A�UBC=�J?<HE>EF<�>H<�H<MIJEMB�G<�DJH�J?<HM<<BE�C=<�P@�Å£�Æ�Ç¤ ¡ÎÆ��ÍÆ�È¡�ÉÊ£��Æ�Ô¡Ê�£ÍÉ Õ�� Attachment 16.1.1

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16.2 Limestone Coast Local Government Association - Meeting Summary - General Meeting - 9 October 2020

16.2 Limestone Coast Local Government Association - Meeting Summary - General Meeting - 9 October 2020

Report Type Correspondence

Correspondent Limestone Coast Local Government Association


Attachments 1. LCLGA Board Meeting Key Outcomes 9 October 2020 - Final [16.2.1 - 1 page]

RECOMMENDATION

That the correspondence from Limestone Coast Local Government Association Key Outcomes dated 9 October 2020 be received and noted.

The Limestone Coast Local Government Association (LCLGA) is a regional subsidiary established by the seven Constituent Councils in the Limestone Coast region of South Australia; City of Mount Gambier,

District Council of Grant, Kingston District Council, Naracoorte Lucindale Council, District Council of Robe, Tatiara District Council & Wattle Range Council.

MEETING SUMMARY

LCLGA General Meeting, 9th October 2020 hosted by District Council of Robe

1. Guest Speakers

Dr Kerry DeGaris, Chair & Mr Steve Bourne, General Manager - Landscapes SA – Limestone Coast

An overview was provided on the nine recently appointed Landscapes SA Boards who have the role of administering the new Landscapes SA Act 2019. They operate across nine regions and support local communities and land managers to be directly responsible for managing their region’s natural resources.

They also partner with government and regional communities to deliver a strong, back-to-basics system that’s autonomous and flexible in response to their regions’ needs. Further information can be found at https://landscape.sa.gov.au/lc/home and the Annual Business Plan Link Here

Mr Steve Bourne commences in his role as General Manager Limestone Coast soon and looks forward to working closely with all key stakeholders including and Local Government.

Mr Adam Gray, SA Coastal Councils Alliance

An update on how the SA Coastal Councils Alliance has strengthened its role in providing the Coastal Council members with one coordinated voice on current and emerging coastal protection/management works and costings and also continues to advocate for more sustainable funding and cost sharing arrangements. A presentation of the group’s activities and the new 2020-2025 Strategic Plan was made and is available by contacting the LCLGA Office.

2. Recommendation Reports & Items for Noting

2.1 LCLGA Annual Reports and Audited Financials 2020-2021

LCLGA Annual Reports and Audited Financials 2020-2021 were endorsed and will be provided to each Constituent Council on or before the 31st October 2020 in accordance with the Local Government (Financial Management) Regulations 2011.

2.2 Shared Sourcing and Capability

Executive Officer presented an update on shared sourcing and capability.

2.3 Financial Viability of Incubator Projects

Executive Officer provided an overview of the progress of four projects and the sustainability and the decision-making

process around the LCLGA auspicing and incubating future projects.

2.4 Office Accommodation Review

Further update was provided on the operational, WHS and access requirements for the current tenancy for LCLGA Office.

2.5 LCLGA Recovery and Rebuilding Plan (Tourism) - Additional Opportunities

Destination Development Manager provided an update on the LCLGA Recovery and Rebuilding Plan and the implementation progress. A Consumer marketing campaign concept was presented and the board approved additional resources to support local businesses and communities to rebuild following the effects of COVID.

Further information available by contacting Mr Tony Wright, Executive Officer P:0417 442 296 or via the Office P: 08 8723 7310

E: [email protected]. Copy of reports can be found on the LCLGA Website www.lclga.sa.gov.au

Attachment 16.2.1


https://landscape.sa.gov.au/lc/home

file:///C:/Users/admin/Downloads/200709_LCLB_Business_Plan_2020-21.pdf


http://www.lclga.sa.gov.au/


17 Motions On Notice17.1 Funding Variation - Glencoe Memorial Wall - Cr Deb Agnew

17.1 Funding Variation - Glencoe Memorial Wall - Cr Deb Agnew

Report Type Motions on Notice

Author Cr Deb Agnew


Attachments Nil

Cr Deb Agnew submitted the following Motion on Notice in regard to a funding variation for the Glencoe Memorial Wall. I Cr Deb Agnew, give notice of my intention to move the following motion at the Council Meeting of 10 November 2020.

RECOMMENDATION

That Council approves a funding variation $10,067 for the Glencoe Memorial Wall for the supply ($4,952) and installation of paving stones ($5,115).

Rationale

The wall has been designed to have a granite paving stone apron. This is an extra cost. This is the first time in 10 years on Council that I believe Councillor Price has requested a variation to a budget outside the normal budgetary process. Comparatively, it is a small amount considering recent variation funding allocated to the Penola drainage project, Southend toilet facilities and Beachport playground.

Notably Council has never incurred any previous costs in relation to the provision of a cemetery at Glencoe. The Memorial Wall will have minimal ongoing costs compared to cemeteries located throughout the Council area.

The wall is already an excellent addition to the Memorial Park in Glencoe providing a much needed aesthetic backdrop to the War Memorial and finally providing a place to acknowledge deceased people who have lived in Glencoe.


18 Urgent Motions Without Notice

Urgent Motions without Notice may be raised at this point of the Meeting.

Ordinary Meeting - 10 November 2020 - Wattle Range Council

Documents

Transcript of Ordinary Meeting - 10 November 2020 - Wattle Range Council