December, 2011 - Berri Barmera Council

Transcription

AGENDA
COUNCIL MEETING
20th December 2011
at 6.00 p.m.
BERRI BARMERA COUNCIL
Notice is hereby given pursuant to Section 83 of the Local Government Act 1999, the next Ordinary
meeting of Council will be held in the Council Chambers, 19 Wilson Street Berri SA, on Tuesday 20th
December 2011 commencing at 6.00 p.m.
Notice is also given that pursuant to Section 83 (5) of the Local Government Act 1999, agenda items 16.1
“Berri Barmera Development Plan”, 16.2 “Riverland Foodbank” and 16.3 “Relocation of Berri Visitor
Information Centre” are listed to be considered in confidence under Part 3 of the Act and thus listed as a
confidential reports, until otherwise determined by Council.
Notice is also hereby given that pursuant to Section 61(3) of the Local Government Act 1999, appendices
relating to Confidential Items 16.2 regarding “Riverland Foodbank” and 16.3 “Relocation of Berri Visitor
Information Centre” are provided to Elected Members and Staff for information to assist with making a
decision on the above mentioned report item, with the document and information contained therein
being “confidential” for this purpose.
DAVID BEATON
CHIEF EXECUTIVE OFFICER
15.12.11
THE BERRI BARMERA COUNCIL
INDEX FOR MEETING TO BE HELD 20 DECEMBER 2011
Opening: Council Prayer / Acknowledgement of Country
1:
PRESENT:
2:
APOLOGIES:
3:
CONFIRMATION OF MINUTES:
4:
ADJOURNED ITEMS: - Nil
5:
PETITIONS: - Nil
6:
DEPUTATIONS / ADDRESS: - Nil
7:
MOTIONS WITH NOTICE: - Nil
8:
QUESTIONS ON NOTICE: - Nil
9:
ELECTED MEMBERS REPORTS:
9.1
Mayor’s Report
9.2
Councillors / Delegates / Representatives Reports
10:
11:
12:
EXECUTIVE / CORPORATE SERVICES:
10.1 Receive Executive / Corporate Services Reports
10.2 Hon. Gail Gago, MLC - Riverland Sustainable Futures Fund (RSFF)
10.3 LGA - Review of Regional Development Australia (RDA) Agreements
10.4 Mark Dreyfus, QC MP - Parliamentary Secretary for Climate Change and
Energy Efficiency
10.5 Mark Chiles - “Flight” Sculpture
10.6 MMLGA -- Minutes of Meeting held 2 December 2011
10.7 CEO’s Report
10.8 Mr P Tomaiuolo - Review of Council Decision
COMMUNITY SERVICES:
11.1 Receive Community Services Reports
11.2 Australia Day Awards
11.3 Wine and Food Festival - Minutes and Report
11.4 Korean Veterans Interpretive Project
11.5 Medical Bus Upgrade
11.6 YMCA - Bi-monthly Operations Update
INFRASTRUCTURE SERVICES:
12.1 Receive Infrastructure Services Reports
12.2 Waste Management
12.3 Adelaide Crows visit - 2012
12.4 Plant & Machinery – purchase of trailer (Attachment separate doc.))
12.5 Barmera Town Beautification Committee – Minutes of Meeting held 8th
December 2011
1
2
4
4-6
7-9
10-14
15-17
18-65
66
67-70
71
71-72
73-90
91-95
96-97
98
99
99-100
101
102
103-105
13:
ENVIRONMENTAL SERVICES:
13.1 Receive Environmental Services Reports
13.2 Major Projects Update
13.3 Development application 752/177/11 – Lot 12, Thiele Road, Loveday –
Variation to Land Management Agreement
13.4 Allotment 201, DP 54475 Barmera – Riverland Field Days site and proposed
site Riverland Motorsports facility
13.5 Berri Barmera Development Plan
13.6 Barmera United Soccer Club – Use of Bruce Oval
13.7 Berri Parking Audit
13.8 Temporary Road Closure – Ski Racing National Championships
13.9 Temporary Road Closures – Barmera Main Street Markets 2012
13.10 Temporary Road Closure – Riverland Speedboat Spectacular
13.11 Development Section Activities
106
106
107-116
117-125
126
127
128
129
130
131
132-133
14:
QUESTIONS WITHOUT NOTICE:
134
15:
MOTIONS WITHOUT NOTICE:
134
16:
CONFIDENTIAL ITEMS:
16.1 Berri Barmera Development Plan
16.2 Riverland Foodbank
16.3 Relocation of Berri Visitor Information Centre
134
134-137
137-171
171-188
17:
CLOSURE:
188
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AGENDA FOR AN ORDINARY MEETING OF COUNCIL TO BE HELD ON TUESDAY 20th DECEMBER
2011 COMMENCING AT 6.00 P.M. IN THE COUNCIL CHAMBER, WILSON STREET BERRI
Opening: Council Prayer / Acknowledgement of Country
1: 1:
PRESENT:
2:
APOLOGIES:
3:
CONFIRMATION OF MINUTES: - Ordinary Meeting of Council held on 29th November 2011.
RECOMMENDATION:
That the Minutes of the Ordinary Meeting of Council held on 29th November 2011 be taken as read
and confirmed.
4:
ADJOURNED ITEMS: - Nil
5:
PETITIONS: - Nil
6:
DEPUTATIONS / ADDRESS: - Nil
7:
MOTIONS WITH NOTICE: - Nil
8:
QUESTIONS ON NOTICE: - Nil
9:
ELECTED MEMBERS REPORTS:
9.1
MAYOR’S REPORT:
RECOMMENDATION:
That the Mayor’s Report be received.
9.1.1
REF:
SUBJECT:
9.24.1
9.24.1
Passing of Former Residents
Since the last meeting of Council held on 29th November 2011 the following
deaths have been noted:
Maria SKUBALA; Jasmine Robyn BARKER; Murray Hubert WALSH; Neville TIMSON;
Kathleen Charlotte EDWARDS.
9.1.2
REF:
SUBJECT:
29 Nov
30 Nov
9.24.1
Functions / Meetings attended since last meeting:
Attended the Ordinary Meeting of Council
Attended a handover of keys from Leo O'Leary of the Riverland
Greyhound Racing Club to Council and also to the Barmera Soccer
Club, and attended the Berri Seniors Xmas Party
Berri Barmera Council - Agenda for Ordinary Council Meeting to be held 20th December 2011
Page 1
Page 2
1 December
6 December
7 December
8 December
9 December
10 December
11 December
13 December
14 December
9.2
Meeting with Stephen Lynch from the Barmera Markets, Kevin Dunstone
and Corina Siostrom from the Barmera District War Memorial
Community Centre and staff to resolve various issues pertaining to the
Markets.
Attended a meeting with the Lions Club of Barmera and local Caravan
Park Operators to discuss the idea of a Motor Home dump-point and
parking area
Conducted a Citizenship Ceremony for five New Australian Citizens. All
from the Philippines
With the CEO attended a meeting with BHP Representatives, RDA
Members and the other Riverland Council Mayors and CEO's arranged
by Tim Whetstone MP.
Attended the Strategic Governance Committee Meeting
Attended the Australia Day Awards Meeting
Attended the Barmera Seniors Xmas Party
Attended the Barmera Town Beautification Committee Meeting. Made a
presentation to the Chiles Family for their contribution of Sculptures
installed in Barwell Ave.
With Cr. Evans attended the 40th Anniversary of the Ordination to the
Priesthood of Reverend Ellis Jones at Saint Alban's Church Berri
Welcomed National Trust SA Members to the Barmera Branch's 50th
Birthday and Christmas Celebrations at the Cobdogla Club, and
Welcomed visitors to the inaugural Train, Wine & Food Evening hosted
by the Cobdogla Steam Friends
Welcomed all to the Carols by the River organized by the Berri Barmera
Ministers Association
With the CEO attended a meeting with Foodbank SA Executives
Presented Awards at the Glossop High School's Annual Presentation /
Graduation Ceremony
COUNCILLORS / DELEGATES / REPRESENTATIVES REPORTS:
Cr Fuller:
Cr Beech:
Cr Richardson:
Cr Campbell:
30 Nov.
8th Dec.
Attended the Berri Seniors Christmas Party.
Berri Barmera Local Action Planning Committee Meeting.
Cr Chapple:
Cr Evans:
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Cr Kassebaum:
Cr Centofanti:
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10:
EXECUTIVE / CORPORATE SERVICES:
10.1
EXECUTIVE / CORPORATE SERVICES REPORTS:
RECOMMENDATION:
That Executive / Corporate Services Reports numbered 10.2 to 10.8 inclusive be received
and contents noted.
10.2
Hon. Gail Gago, MLC - Riverland Sustainable Futures Fund (RSFF)
REF:
OFFICER:
I111208-2395
CEO
Attachment follows Report:
Yes
Strategic Links:
(1) Linked to Objectives:
(2) Objective:
Yes
Our Economy (1)(4)
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
(4) Expenditure to date:
No
N/A
N/A
$-
For Information Only
REPORT:
Subject Detail:
Hon. Gail Gago has advised that due to level of interest from potential applicants to access funds
from the Riverland Sustainable Futures Fund (RSFF) a “Project Alignment Profile” has been
introduced as part of the application process.
Areas against which projects will be considered include:
 alignment with the RDA’s Regional Road Map
 contribution to the core strategies of the Riverland Regional Prospectus
 alignment to Riverland Local Government Strategic Management Plans
 capacity to help to achieve the objectives in any relevant industry development plans
 contribution to SA’s Strategic Plan targets
Council will be consulted on Project Applications that have an impact on our Council area.
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10.3
LGA - Review of Regional Development Australia (RDA) Agreements
REF:
OFFICER:
I111202-2342
CEO
Yes
Strategic Links:
(2) Objective:
Yes
Our Economy (1)
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
For Information Only
REPORT:
Subject Detail:
The CEO of the LGA has advised that a number of anomalies between the Funding Agreement
and the Rules for the RDA have been detected and require a review.
It is expected that the review into the funding agreement will be largely irrelevant however results
will be presented to the Federal and State Ministers for Regional Development in the form of a
series of recommendations for adoption.
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10.4
Mark Dreyfus, QC MP - Parliamentary Secretary for Climate Change and Energy Efficiency
REF:
OFFICER:
I111206-2375
CEO
Yes
Strategic Links:
(2) Objective:
Yes
Our Environment (1)(3)(4)
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
Report for Information
REPORT:
Subject Detail:
Council has been advised of the Australian Government’s Clean Energy Future Plan and its
implications and opportunities for local government. It is intended that the Plan will help to address
the threat of climate change.
The plan includes:

income tax cuts

tripling of the tax-free threshold

increases in pensions, allowances and benefits

substantial support for jobs in industries most affected by a carbon price.
The plan also addresses landfill facilities, electricity costs, and construction & fuel costs, details of
which are covered in the attached correspondence.
Information sessions to assist Councils to manage transition to a clean energy future will be held
early in 2012. The sessions will assist local government to assess whether they will have a carbon
price liability and to meet reporting requirements under the NGER framework.
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10.5
Mark Chiles - “Flight” Sculpture
REF:
OFFICER:
I111214-2436 2.85.1
CEO
Yes
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
RECOMMENDATION:
That the offer be accepted.
REPORT:
Subject Detail:
Mr Mark Chiles has advised that he proposes to donate another sculpture to the Barmera
Community.
The sculpture titled “Flight” is a semi-abstract modern sculpture to compliment the balance of the
“Celebration of Life” bronzes previously constructed. Mr Chiles considers that it should be erected
in the rose garden opposite the previously erected art work.
The medium of ”Flight” is a 6mm aluminium plate.
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10.6
MMLGA -- Minutes of Meeting held 2 December 2011
REF:
OFFICER:
9.14.3
CEO
Yes
Strategic Links:
(2) Objective:
Yes / No
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
$
RECOMMENDATION:
That
1:
That Council be represented at the “Äggregation Model” forum to be facilitated by the
LGA and held at the Berri Barmera Council Chamber on 28th February 2012.
2:
That Council supports sub-regional representation on the Board for appointments in
2013.
REPORT:
Subject Detail:
The minutes of the meeting of the Murray and Mallee Local Government Association held on
December 2nd 2011 are attached.
There are two items that require discussion.
1: Item 7.2.4 - Community Wastewater Management Systems (CWMS) User Group Proposal
(The Report and Motion from the meeting follows)
Member Councils are advised that a Murray and Mallee CWMS “Aggregation Model” forum is
being facilitated by the LGA, coordinated by the LGA CWMS Program Manager, Rick Gayler
(Gayler Professional Services) and is to be held on the 28th February 2012 at the Berri
Barmera Council Chambers, commencing at 9.30 a.m.
SELGA undertook a pilot study, with LGA support, and have developed an arrangement
between the Councils to improve consistency and cost effectiveness of their
owning/operating/maintaining and renewal of their CWMS assets. (The study report from
SELGA is available on the LGA website).
The LGA intends to present the findings of the studies to all Regional groups around the state.
S&HLGA has already been provided a presentation with their regional Councils considering
the formation of a CWMS User Group, replicating the SELGA experience, in addition to
providing policies to address the uncertainty of the implications of the Water Industry Act.
Should M&MLGA regional Councils consider following suit, the CEO expects that initial
establishment and work program would be subsidised by the LGA CWMS Management
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Committee with Councils’ provision of matching funding.
The following Motion was resolved:
MOTION:
1) That the Report be received, and
2) That Member Councils be encouraged to provide appropriate representation to the
CWMS “Aggregation Model” forum.
Could you please ensure that each and all of your CWMS associated personnel are advised and
encouraged to attend.
2:
Item 7.5.1 - Regional Development Australia Local Government nominations to the RDA
Board processes. (The Report and Motion from the meeting follows)
At the Association’s General Meeting held on 2nd December 2011, the subject matter above
was briefly discussed, culminating in the following resolution:
MOTION:
That the Item lay on the table, and that in the interim, the CEO seeks the views of individual
Councils on the matters raised in the Agenda Report, and collate a response for presentation
at a future Association General Meeting.
The matters raised in the Agenda Report were as follows:
 The principle of equal sub-regional local government representation on the RDA Board.
Conversely, ”the best person for the job” principle.
 The Association’s role in the initial nomination calls process to sub-regional Councils.
 The selection process of the responsible body/person to lead the sub-regional
nomination processes.
 What transparent sub-regional processes are to be employed in selecting the nominee(s)
- Note: Governmental nomination request timeframes have not historically aligned with
Council Meeting schedules.
 The principle of subsequent Association endorsement of nominees.
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Page SA
20 5214
55 Excelsior Parade, Hindmarsh Island
Postal: PO Box 1014, Goolwa SA 5214
Phone: 08 8555 3929
Fax: 08 8555 0451
Mob: 0429 862 669
Email: [email protected]
Website: www.mmlga.sa.gov.au
ABN: 78 714 181 490
MINUTES
of the
M&MLGA GENERAL MEETING
2nd December, 2011
held at the
Lameroo Golf Club, Chandos Terrace,
Lameroo, SA 5302
which commenced at
10.00am.
The Meeting was open to the Public.
Achieving Improvements for the benefit of the Murray Mallee Community
Berri Barmera Council, Coorong District Council, District Council of Karoonda East Murray, District Council of Loxton Walkerie,
Mid Murray Council, Renmark Paringa Council, Rural City of Murray Bridge, Southern Mallee District Council
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MINUTES
Minutes of the General Meeting of the Murray and Mallee Local
Government Association (M&MLGA) which commenced at 10.00am on
Friday 2nd December, 2011 at the Lameroo Golf Club, Chandos Terrace,
Lameroo, SA 5302.
ATTENDEES:
Berri Barmera Council (BBC): Deputy Mayor Rhonda Centofanti and David
Beaton, CEO (proxy).
Coorong District Council (CDC): Mayor Roger Strother and Michael Boyd,
CEO.
District Council of Karoonda East Murray (DCKEM): Mayor Kevin Burdett
and Peter Smithson, CEO.
District Council of Loxton Waikerie (DCLW): Mayor Leon Stasinowsky,
(President) and Deputy Mayor Mark Ward (proxy).
Mid Murray Council (MMC): Mayor David Burgess and Dean Gollan, CEO
(proxy).
The Rural City of Murray Bridge (RCMB): Mayor Allan Arbon, OAM and
Deputy Mayor Barry Laubsch.
Renmark Paringa Council (RPC): Mayor Neil Martinson and Tony Siviour,
CEO (proxy) and Cr. Peter Hunter (observer).
Southern Mallee District Council (SMDC): Mayor Gordon Hancock and
Deputy Mayor Robert Sexton.
M&MLGA – Peter Campbell, CEO.
Guests:
Mr. Richard Bingham, Ombudsman SA.
Megan Philpot, Deputy Ombudsman SA.
David Hitchcock, LGA SA.
Brenton Lewis, CEO, RDA (Murraylands and Riverland) Board.
Ralph Leonard and Peter Triantafilou, DFEEST.
Terry Banks, SA MDB NRM Board.
Marilyn Smith (gallery).
1.
OPEN and WELCOME.
The President welcomed all those in attendance, making special mention of
guests present and declared the Meeting open at 10.04am.
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1.2
Open and Welcome – Mayor Gordon Hancock, Southern Mallee
District Council welcomed all attendees to the Southern Mallee District
Council area. He spoke on topical matters and in addition provided the
following as a matter of record:
Welcome to Council Member Mayors and Chief Executive Officers.
Welcome to guest speakers and others in attendance.
Thank you for the opportunity to welcome everyone here today. Our Council,
like most others presumably also in attendance continue to embrace the
changes to how Local Government is required to be placed to meet its
challenges. New planning legislation, OHS&W’s One System and Sustainable
Basic Communities projects have been great consumers of resources for
Council and its staff and it doesn’t look like that this is likely to relent in the
future with projected new Governance policy to add further demands on our
resources for implementing such measures.
Whilst embracing the changing dynamics of how Local Government is to
conduct its business, there are also the demands of implementing new
infrastructure initiatives that keep us all busy at Southern Mallee.
•
•
•
It doesn’t seem that long ago that we did a comprehensive
upgrade and some new infrastructure at Pinnaroo to address the
ageing CWMS infrastructure and to improve capture of
stormwater resources for re-use opportunities. That project
whilst assistance was provided by the Australian Government
via the LGA and some additional funds via NRM, the majority of
the $2.0M cost was using Council funding.
Council is now commencing its SBC funded projects to the total
build of $1.5M which will see refurbished wastewater lagoons at
Lameroo and greater utilization of re-use water from both
stormwater and wastewater sources. Through the initiative of
Pinnaroo’s upgrade, reduction of Council’s bore water extraction
has lead to an opportunity for the Pinnaroo Primary School’s
irrigation needs to be changed from current reliance of SA Water
potable water to being supplied bore water from Council for turf
and garden requirements. This will see costs currently of $2.00
per kl for irrigation purposes being reduced to $0.35 per kl.
Council will also capitalize on its earlier stormwater savings in
Pinnaroo under the latest SBC funding for a new pump station
and additional pipe mains to take advantage of increased re-use
stormwater supplies with the added benefit of back-up
provisions for alternate supply provisions in extended dry
periods.
The up-grade of irrigation infrastructure in Pinnaroo will give greater capacity
for existing requirements and allow development of the Pinnaroo Wetlands to
occur. A community group has been formed under a S41 Committee of
Council arrangement to allow development of the site. A Master Plan detailing
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staged development has recently been completed and a $142,500 grant for
walking trails, 2 small bridges and establishment of a grassed area for multifunctional recreational purposes has this group very excited about community
involvement in a project that less than 2 years ago was a site for one of three
effluent ponds for Pinnaroo. Ironically, some members of the public still see
this type of development as a waste of Council expenditure.
It goes without saying that expenditure of this Council’s two main towns
CWMS infrastructure and to a much lesser extent, expenditure on a small
CWMS project involving a new Wisconsin Mound option for addressing
wastewater have impacted on Council’s budget. This year’s Council rate was
set at 9.0% and the new CWMS rate at $480. Four years ago, the CWMS rate
was $120. Council as a result of investigations undertaken by the Boundary
Adjustment Facilitation Panel and an Ombudsman’s inquiry seen fit to
undertake an independent review of its financial position. This action by
Council was seen as a necessary measure to combat a small number of
ratepayers who were making unsubstantiated claims and doing so on a large
scale in an attempt to discredit this Council. It would appear this is an
emerging issue for a number of Councils and it does unfortunately create a
disabling effect due to the many different forms of getting unsolicited free
speech to the wider public.
Tourism:
Council has for this financial year decided to withdraw its funding support to
the traditional Council and SA Tourism approach after having initially engaged
Shane Strudwick of Discover Murray. As a result of trialling his marketing
approach and developing our own Tourism Website linked to his various web
based tourism links, it was decided that all tourism funding for this year be
channelled into this business. A new initiative by Strudwick to develop a
Mallee Highway concept has drawn strong support by smaller based
communities and its success will be evaluated at the end of the year to
determine what Council’s options will be in 2011/12. There is however
concern to the high entry cost for smaller Councils such as ours and without
evidence that improved benefits is the case, regrettably it may be the case
that this Council has to rely on private enterprise to get its marketing of
tourism at an affordable price.
Brochures on the Mallee Highway have been given out to representatives in
attendance.
I thank you for your attendance and I hope you have an enjoyable day.
2.
APOLOGIES.
An attendance list will be circulated. Members and Attendees are asked to
record any additional apologies.
Hon. Russell Wortley MLC, John Dawkins MLC, Mitch Williams MP, Tim
Whetstone, MP, Peter Ackland, CEO and Ruth Firstbrook, DCLW, Adrian
Pederick, MP, Member for Hammond, Mark Goldsworthy MP, Member for
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Kavel, Ray Najar, MDA, Damien Moloney, CEO, RCMB, Mayor Peter Hunt,
BBC, Peter Bond, Acting CEO, RCMB, Cr. Inez Bormann, MMC, Deputy
Mayor Kevin Myers, MMC and Deputy Mayor Maria Spano, RPC.
3.
CONFIRMATION OF MINUTES.
The Minutes of the M&MLGA General Meeting held on Friday, 7th October,
2011 held at the Rural City of Murray Bridge Council Chamber, 2 Seventh
Street, Murray Bridge. SA 5253 was previously electronically circulated, and
uploaded to the Association’s website at www.mmlga.sa.gov.au under the
“Minutes” tab.
Motion resolved: That the Minutes of the General Meeting held on Friday, 7th
October, 2011 be accepted as a true and correct record.
Moved: BBC
Seconded: RCMB
Carried.
4.
BUSINESS ARISING.
Item 4.1 – (4.1 – 10/11) & (4.1 – 8/11) & (4.1 – 6/11) & (4.1 – 4/11) & (4.1 –
2/11) & (5.1 – 12/10) & (4.1 – 10/10) & (4.1 – 8/10) & (4.1 – 6/10) & (4.6 –
4/10) & (4.8 – 2/10) etc. - Ensuring Local Government Services Provision
Project (ELGSPP) - Local Government Research and Development Fund
(LGR&D Fund).
Strategic Plan √
Annual Business Plan √
Gov’t Imposed ×
Budget Implications √
Budgeted √
Motion resolved: That:
Moved: MMC
1) The acquittal report attached as Appendix 1 be
endorsed, and
2) The actions of the CEO be endorsed.
Seconded: DCKEM
Carried.
Item 4.2 – (4.4 – 10/11) & (8.1 – 8/11) - Viterra grain waste disposal to
Council's waste transfer facilities – Southern Mallee District Council
(SMDC) – Con’td.
Strategic Plan √
Gov’t Imposed ×
Budget Implications ×
Motion resolved: That the Report be received.
Moved: SMDC
Seconded: DCLW
Budgeted ×
Carried.
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Item 4.3 – (4.2 – 10/11) & (4.2 – 8/11) & (4.5 – 6/11) & (11.1 – 4/11) –
Broomrape Eradication Program.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
General discussion ensued.
Motion resolved: That in accordance with previous resolutions, the
Association reinforces with the Minister for Agriculture that eradication
activities on the Branched Broomrape Pest Weed should continue.
Moved: MMC
Seconded: RPC
Carried.
Item 4.4 - Any other Business Arising.
There was no other Business Arising.
5.
REPORTS AND PRESENTATIONS.
Item 5.1 – Report(s) from Representative(s) of the Local Government
Association of SA (LGA SA).
David Hitchcock, LGA SA, provided a verbal Report and spoke to a handout,
a copy of which forms part of these Minutes.
Questions and answers ensued.
Item 5.2 – Report(s) from Representative(s) of the Office of Local
Government (O of LG).
There was no Dept. of Local Government representative present at the
Meeting. However, the CEO distributed a late written Report provided by
Michael Barry, DPLG, a copy of which forms part of these Minutes.
Motion resolved: That the Reports at Item 5.1 and 5.2 be received.
Moved: BBC
Seconded: SMDC
Carried.
The President took the opportunity to present a Certificate of Appreciation to
Dean Gollan, CEO, Mid Murray Council and thanked him for the continued
support to the Association over the past 7 years and wished Dean well in his
future endeavors.
Dean provided a verbal response in thanks and wished all present the best for
the future.
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Item 5.3 – Reports of Delegates. (other than those applicable to Strategic
Issues - Environmental, Economic, Social and Governance).
Item 5.3.1 – SAROC.
The SAROC Key Outcomes Summary was distributed to Delegates, a copy of
which forms part of these Minutes.
Moved: RCMB
Seconded: MMC
Carried.
Item 5.3.2 – Murraylands and Riverland Regional Coordination Network
(RCN).
Strategic Plan √
Annual Business Plan ×
Gov’t Imposed √
Moved: DCLW
Seconded: BBC
Budgeted ×
Carried.
Item 5.3.3 – Murray and Mallee Zone Emergency Management Committee
(ZEMC).
Strategic Plan ×
Gov’t Imposed √
Budgeted ×
Mayor Peter Hunt, BBC was a late apology.
The CEO advised that Pippa Pech has been appointed as Regional Officer.
Her office is located in the Berri Barmera Council Offices. She is currently
undertaking preparation for compiling the Murray and Mallee zone and
Limestone Coast zone Emergency Management Plans.
It is the intention to invite Pippa along to a future meeting.
Moved: MMC
Seconded: DCKEM
Carried.
Item 5.4 – Chief Executive Officer’s Report.
Moved: MMC
Seconded: BBC
Carried.
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6.
FINANCIAL MATTERS.
Item 6.1 –Financial Statements as at 31st October, 2011.
Strategic Plan √
Gov’t Imposed √
Budgeted √
1) the Financial Accounts Report be noted, and
2) the amount of $4,373.00 in the Water Management Project line and
$7,500.00 in the Ensuring Local Government Services Provision
Project line be transferred to the Discretionary Project line.
Moved: MMC
Seconded: RPC
Carried.
7.
STRATEGIC ISSUES – Legend: General, Environmental,
Economic, Social and Governance.
7.1
STRATEGIC ISSUES - GENERAL.
Item 7.1.1 – (7.1.1 – 10/11) & (7.1.1 – 8/11) & (8.1.3 – 6/11) & (7.1.1 – 4/11) Strategy for Regional South Australia.
Strategic Plan √
Gov’t Imposed ×
Moved: SMDC
Seconded: BBC
Budgeted ×
Carried.
Item 7.1.2 – Business Plan 2011-2012 Review – Status Report.
Strategic Plan √
Gov’t Imposed √
Motion resolved: That the Status Report be noted.
Moved: RCMB
Seconded: DCKEM
7.2
Budgeted √
Carried.
STRATEGIC ISSUES – ENVIRONMENTAL.
Item 7.2.1 – (ongoing) - SA MDBNRM Board Delegate Representative
Report.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
As Cr. Inez Bormann, MMC was a late apology, no Report was presented.
8
Page 28
Item 7.2.2 – (ongoing) - SA MDBNRM Board – Board Representative
Report.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
Terry Banks, SA MDB NRM Board provided a verbal Report and spoke to a
handout, a copy of which forms part of these Minutes.
Motion resolved:
Moved: BBC
That the Report be received.
Seconded: DCLW
Carried.
Item 7.2.3 – (7.2.3 – 10/11) & (8.2.2 – 6/11) & (7.2.2 – 4/11) & (7.2.2 – 2/11)
& (8.2.2 – 12/10) & (7.2.2 – 10/10) & (7.2.2 – 8/10) & (8.2.2 – 6/10) & (7.2.2 –
4/10) & (7.2.2 – 2/10) etc. – Regional Waste Management Strategy.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
David Beaton provided a further verbal Report, following which general
discussion and questions and answers ensued.
Moved: RPC
Seconded: BBC
Carried.
Item 7.2.4 – (previous file notations archived) - Community Wastewater
Management Systems (CWMS) User Group Proposal.
Strategic Plan √
Gov’t Imposed ×
Budgeted ×
1) The Report be received, and
Moved: SMDC
2) That Member Councils be encouraged to provide
appropriate representation to the CWMS “Aggregation
Model” forum.
Seconded: DCKEM
Carried.
Item 7.2.5 – SA Murray Darling Basin Plan Report – CEO, M&MLGA.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
General discussion ensued. David Hitchcock advised of the Murray Darling
Basin Plan meeting to be held at Murray Bridge on the 9th December, 2011
and encouraged attendance in addition to a subsequent Local Government
meeting to assist Councils in response formulation.
9
Page 29
Motion resolved: That Member Councils, providing comment to the Murray
Darling Basin Plan Report be encouraged to provide a copy to the CEO,
M&MLGA and or otherwise provide the CEO with a summary of comments
provided in their response consultation to the Plan.
Moved: CDC
Seconded: RPC
Carried.
7.3
STRATEGIC ISSUES – ECONOMIC.
Item 7.3.1 – (0ngoing) - Regional Development Australia, Murraylands
and Riverland Board Inc. (RDA Board) – Regional Update Report.
Strategic Plan √
Gov’t Imposed ×
Budgeted ×
Brenton Lewis, CEO, RDA (Murraylands and Riverland) Board provided a
verbal Report. He made mention of the following:
•
•
•
•
•
•
•
Integrated Vulnerability Assessment Project update.
RDA Fund submissions closed on 1st December, 2011 – 5 applications
received with the Board to prioritise at their meeting on the 15th
December, 2011.
Made mention of the release of the MDB Plan and promoted
attendance to the Murray Darling Basin Plan meeting to be held at
Murray Bridge on the 9th December, 2011. The Board has employed a
strategist on a short term contract.
On this day, he formed part of a teleconference with 11 other RDA
Boards to discuss the short term assistance available to various
communities in the Basin.
And advised that this Board will be focusing on a Digitally Smart
Community theme for this region.
That the South Australian Strategic Plan has still not been regionalized,
with no benchmark or reporting on outcomes against targets been
undertaken. This process will now be undertaken by the RDA Board
with the economic blueprint process to be undertaken between January
to March, 2012.
He provided information on recent staff movements.
Mayor Neil Martinson and Brenton Lewis made a special point of thanking
Mayor Allan Arbon, OAM and David Beaton on their retirements from the RDA
Board and thanked them both for their contributions.
Moved: RCMB
Seconded: MMC
Carried.
10
Page 30
Item 7.3.2 – (7.3.2 – 10/11) & (8.3.2.2 – 6/11) & (7.3.2.2 – 4/11) - Special
Local Roads Program (SLRP) Funding Applications – 2011-2012 Funding
Round – CEO, M&MLGA.
Strategic Plan √
Gov’t Imposed ×
Motion resolved: That the Report be noted.
Moved: MMC
Seconded: DCKEM
Budgeted ×
Carried.
The President called for a recess at 11.30am. The Meeting resumed at
11.40am.
Item 7.3.3 – (7.3.3 – 4/11) & (7.3.3 – 2/11) & (8.3.3 – 12/10) & (7.3.3 – 10/10)
& (7.3.2 – 8/10) & (8.3.2 – 6/10) & (7.3.2 – 4/10) & (7.3.2 – 2/10) etc. –
Broadband Development - Regional Enhancement.
Strategic Plan √
Gov’t Imposed ×
Budgeted ×
Ralph Leonard, Manager Broadband and the Digital Environment and Peter
Triantafilou, Principal Policy Officer, Telecommunications Digital Economy
and Technology Directorate, DFEEST provided a PowerPoint presentation, a
copy of which forms part of these Minutes.
Motion resolved: That the Presentation be received and that the Association
express gratitude to the presenters.
Moved: RPC
Seconded: SMDC
Carried.
Motion resolved: That the Association reinforces its request for the extension
of the Broadband Blackspots fibre network cable project from Berri to Loxton,
which in turn compliments availability of NBN fibre services to the Loxton
area.
Moved: RPC
Seconded: DCLW
Carried.
7.4
STRATEGIC ISSUE – SOCIAL.
Item 7.4.1 – (7.4.1 – 10/11) & (7.4.1 – 8/11) & (8.4.1 – 6/11) & (7.4.1 – 4/11)
& (7.4.1 – 25/11) & (8.4.1 – 12/10) & (7.4.1 – 8/10) & (8.4.1 – 6/10) & (7.4.1 –
4/10) & (7.4.1 – 2/10) etc. – Community Transport Needs and Access
(Status Report).
Strategic Plan √
Gov’t Imposed √
Budgeted ×
Peter Smithson, CEO, DCKEM provided a brief verbal Report and provided
information for the record regarding the Mid Murray Community Passenger
Network, a copy of which forms part of these Minutes.
11
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He advised that the Murray and Mallee Transport Advisory Committee met on
the 29th November, 2011, also attended by Karyn Baker of the Mid Murray
CPN. She, being the new coordinator of this newly formed CPN now forms a
network of 11 regional and 2 metropolitan CPNs.
Concerns have been raised with the drop-off of services by commercial bus
operators during the school holiday period.
In addition, commercial “territorial rights” continues to be a contentious issue
to the point that a number of commercial operators do not support the
concept. However, it is recognised that it would be difficult to change the
government’s stance on this matter.
Moved: BBC
Seconded: CDC
7.5
Carried.
STRATEGIC ISSUE – GOVERNANCE.
Item 7.5.1 – Local Government Nomination Process for selection of
Nominees to represent the region on the RDA (Murraylands and
Riverland) Board – CEO, M&LGA.
Strategic Plan √
Gov’t Imposed √
Budgeted ×
General discussion ensued, in response to consideration of late
correspondence received from the LGA dated 22nd November, 2011 –
“Review of Regional Development Australia (RDA) Agreements” (a copy of
which forms part of these Minutes).
Motion resolved: That the late correspondence be received and considered
in parallel to Item 7.5.1.
Moved: DCLW
Seconded: RPC
Carried.
Motion resolved: That the Item lay on the table, and that in the interim, the
CEO seeks the views of individual Councils on the matters raised in the
Agenda Report, and collate a response for presentation at a future
Association General Meeting.
Moved: RPC
Seconded: DCKEM
Carried.
12
Page 32
8.
BUSINESS/AGENDA ITEMS SUBMITTED.
(including CORRESPONDENCE, NOTICES OF MOTIONS, DISCUSSION
ITEMS etc.) – other than those dealt with separately.
There were no Business/Agenda Items, Correspondence, Notices of Motions
or Discussion Items submitted.
9.
CORRESPONDENCE RECEIVED LISTING.
Item 9.1 – Correspondence received – Listing – other than that dealt with
separately.
(Many of these would have been received by Member Councils through their
mail stream. Correspondence covers the period 24th September, 2011 to 18th
November, 2011.
Motion resolved: That the Correspondence Listing be noted.
Moved: RCMB
Seconded: SMDC
Carried.
10.
GENERAL BUSINESS:
An opportunity for Members to raise items of general interest or
significant issues that have arisen since the Agenda was formulated.
Item 10.1 – Lifting of the ban on fishing for catfish in the River Murray –
Renmark Paringa Council on behalf of the Riverland Councils – Late
Correspondence (a copy of which forms part of these Minutes).
Motion resolved: That the Late Correspondence be received.
Moved: BBC
Seconded: RPC
Carried.
RPC spoke to this Item, following which general discussion ensued.
Motion resolved: That the Association writes to the Local Action Planning
Groups to seek their assistance to coordinate a project for the entire length of
the River Murray to provide evidence based statistics on catfish stocks, to
include the opportunity to address fishers’ willingness to pay a license fee,
with the revenue to flow back into the project.
Moved: RPC
Seconded: DCLW
Carried.
13
Page 33
11.
GUEST SPEAKERS.
The Ombudsman, Richard Bingham and Deputy Ombudsman, Megan Philpot.
provided a verbal presentation.
12.
CLOSE AND DATE OF NEXT MEETING:
The President thanked all those who attended the Meeting. In addition he
thanked the Southern Mallee District Council for the provision of the venue
and catering. He wished all a very happy Christmas, a safe and prosperous
New Year and declared the Meeting closed at 1.04pm.
Next Meeting:
General Meeting – 3rd February, 2012 – Berri Barmera Council area.
Signed:
…………………………………….
President.
Dated: 3rd February, 2012.
14
Local Government Association
of South Australia
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Page 34
Regional LGA Topical Report for December 2011
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Local Excellence Program
The development of the Local Excellence Program is happening at a rapid pace. The "Local Excellence
- Councils Working Together for Communities" program has four key themes which have been further
developed in consultation with Councils and stakeholders: community engagement; financial reform;
efficiency and effectiveness; and, governance. Four theme papers and a work program were released at
the end of September and Councils have been invited to participate in the 68 projects listed in the work
program. See www.lga.sa.gov.au/goto/localexcellence
for more information.
Meetings with Ministers and other Members of Parliament
The Minister's State-Local Government Relations Forum on 11 November 2011 was opened by the
Premier, the Hon Jay Weatherill and key issues were discussed. The Premier outlined recent realignments on public policy and public sector agencies including the establishment of an Urban Renewal
Authority and a review of the State-Local Government Relations Agreement. The priority issues for
discussion at the Forum were planning and urban development, regional development and investment
and Constitutional recognition of Local Government. The next Minister's Forum will be held in about May
2012. The Premier also addressed LGA State Executive Committee at its meeting on 24 November
2011.
The President and CEO met with Chloe Fox, Minister for Transport Services and with Patrick Conlon,
Minister for Housing and Urban Development. Regular meetings with the Minister for State/Local
Government Relations, Russell Wortley, continued. Meetings were also held with David Ridgway MLC
and Robert Brokenshire MLC.
Regional Development & Growing Country Communities Policy Work
The LGA's two new policies on Regional Development and Growing Country Communities were adopted
at the Association's AGM on 28 October 2011. The LGA Secretariat is now preparing a discussion
paper for delivery to State and Federal governments on Partnering with Local Government to Achieve
Regional Outcomes. The paper will provide a series of recommendations that seek to achieve a more
coordinated approach to regional development in South Australia. The paper will be endorsed by the
LGA State Executive before it is actioned. For further information contact [email protected]
Promotion of Regional Contribution
The South Australian Centre for Economic Studies (SACES) has commenced a Local Government
Research and Development Scheme project to quantify the contribution that each region makes to the
State and National economy. The LGA has written to each Regional Development Australia Committee
(RDAs) seeking their involvement in the project. Results from the project (data) can be used as a tool by
the LGA and Councils when preparing cased-based submissions to Government.
The data also
provides a secondary benefit to RDAs when preparing their "Regional Roadmaps" (strategic plans). For
further information contact [email protected]
Regional Development Australia Fund
The Federal Department for Regional. Australia, Regional Development & Local Government
(DRARDLG), on 3 November 2011, announced the opening of round two of the Regional Development
Australia Fund (RDAF). $200 million will be made available to eligible projects in this current round.
Four South Australian Councils were successful in attracting over $15 million in total in round one of the
RDAF. A number of changes have been made to the application process for this round, expressions of
interest are due with the Department on 1 December 2011. For further information please contact' your
local RDA Office.
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Local Government Appointments to Regional Development Australia Committees
Nineteen Local Government nominations to South Australia RDAs were officially endorsed by the LGA
President in October and forwarded to the State and Federal Regional Development Ministers for
approval. Nominees should receive official notification of their appointment from the Federal Minister,
Hon Simon Crean MP by January 2012. Forfurther information contact [email protected]
Libraries issues
At the LGA AGM President Kym McHugh announced that the successful tenderer for the One Library
Management System (One LMS) is global software provider SirsiDynix and that the overall contract will
save $2.6m on purchase costs estimated in the original business case. The LGA State Executive
Committee has reviewed the proposed Council contribution formula to purchase costs to ensure all
Councils receive benefit from the savings. Annual maintenance costs will also be well under average
existing costs. Further information will be provided to Councils as contracts are finalised. The joint media
release with Minister Hill is available at www.lga.sa.gov.au/goto/mediareleases.
A review of the school based community library service is currently being undertaken by the Public
Libraries Board, with .Kristine Peters (of KPPM) engaged to undertake this. A number of workshops
have been held in regional areas and library users have been invited to provide their views of the
service. Evaluation of the data being collected is currently underway and it is anticipated further
discussions will occur early in the New Year in respect to preferred delivery models.
Planning Update
A Statewide Wind Farms Development Plan Amendment by the Minister for Planning was released for
public consultation on 19 October 2011. The LGA convened a Forum on 16 November 2011 which
provided an opportunity for Councils to discuss common issues and workshop potential solutions. To
assist affected Councils to interpret and apply the new wind farm policy set, the LGA hosted an
Education and Training Forum for planners and Development Assessment Panel Members. The LGA
will be preparing a collective Local Government submission based on the feedback provided from
Councils during the consultation period.
Draft legislation aimed at protecting the character of the Barossa Valley and McLaren Vale regions was
introduced in the House of Assembly on 28 September 2011. A Development Plan Amendment
providing interim control over a range of industrial and commercial land uses was introduced at the same
time. Based on the discussions at an LGA forum on 3 November 2011, the LGA has drafted a
submission on the draft legislation which addresses the collective concerns, in particular the limiting of
Councils planning powers. A President's Forum on the Local Government Planning Agenda will be held
on 29 February 2012. Full details of the program and registrations will be announced soon. The LGA has
surveyed all Councils about the Development Plan Amendment process and collected a significant
amount of data that supports the need for clearer communication and process improvements from the
State Government.
A submission to the Minister for Planning will be made with a series of reform
recommendations.
Copies of the survey report will be made available to Councils. For further
information contact [email protected]
Water Industry Bill
The Water Industry Bill proposes to facilitate planning in connection with water demand and supply and
to regulate the water industry, including establishment of a licensing regime. The LGA consulted
Councils on the Bill via Circular 5.5. A key concern of the LGA has been that the legislation will capture
CWMS as a retail service. The LGA believes CWMS are provided as a public service and should not
have onerous regulatory regimes applied. The LGA has lobbied the State Government to have CWMS
either exempted from the classification of retail service by regulation or recognised as a water industry
entity without need for a licence. The Bill is currently being debated by the Legislative Council and is
expected to be passed as an Act by the end of this year. For further information contact
[email protected]
Murray-Darling Basin Draft Plan
The LGA will work with Councils and the State Government on a collective submission regarding the
draft Murray-Darling Basin Plan which was released by the MDB Authority on 28 November. Councils
DME 75229
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and their communities have until 16 April 2012 to finalise submissions. The LGA will meet with the State
Government and other key stakeholders on 5 December to discuss a united front to call for a fairer
treatment for SA river water communities. SA draws only 7% of the total take from the Murray River
system. For further information contact [email protected]
Social Media Policy
The LGA has prepared a Social Media Issues Paper to assist Councils with this new medium. The paper
focuses on risk management issues and includes a model Council policy for Councils to adapt. As part of
the Local Excellence program the LGA will also be seeking interested Councils to discuss best practice
and share experiences. The Issues Paper can be found linked from LGA Circular 34.18.
Twitter
The LGA has installed a Twitter feed on its website and is encouraging Members to follow the LGA on
@LGAofSA on twitter. The majority of our Twitter followers are media and we are using the account to
point to LGA and Councils news items or events. Our AGM and Associated Sessions also be featured a
Twitter feed. For further information contact [email protected]
Carbon Tax (Clean Energy Futures)
On Sunday 10 July 2011, the Prime Minister Julia Gillard launched the Clean Energy Future (CEF)
package containing action on 4 key policies: Carbon tax; Renewable energy; Energy efficiency; and
Land use. Key impacts for Local Government will be increased costs associated with electricity, fuel and
waste management however the Government has proposed a number of policies and funding packages
to encourage investment in energy efficiency, renewable energy technology and improved land use
practices to offset these costs. The LGA is working closely with the Australian Local Government
Association (ALGA) and other state associations to analyse and research the Governments CEF
proposal and model its impact on Councils and their communities. For more information on the Clean
Energy
Futures
Package
please
refer
to
LGA
Circular
29.1
at
http://www.lga.sa.gov.au/site/[email protected].
Solar Councils Innovation Fund
The Fund was publicly announced in May, 2010, and will provide small grants to assist Councils to
investigate and develop community, local and regional renewable energy options. Submissions closed
on 30 September and assessed by the Solar Councils Innovation Fund Advisory Committee during
October 2011. Seven projects from across the State have been awarded funding. The successful bids
were made by: Adelaide Hills; Tea Tree Gully; Victor Harbor; Campbelltown; Pt Lincoln; Mt Remarkable
and Flinders Ranges. Outcomes from each of the projects will be made available to all Councils via the
LGA web site. For further information contact [email protected] or go to LGA Circular 34.10.
Review of Regional Airports
The LGA, in partnership with the SA Tourism Commission, District Council of Grant and South East
Local Government Association (SELGA), has appointed South Australian consultants Hudson Howells to
carry out a Regional Airport Study funded through the Local Government Research and Development
Scheme. The six month consultancy seeks to provide Local Government in SA with a blueprint to guide
the sustainable management of airports under their control. A regional airport forum was held at the LGA
on Friday 16 September to provide the opportunity for Council airport managers to have input into the
project and a discussion paper was recently circulated to the group for the same purpose. The final
report from the consultant is due to be published in December 2011. For further information contact
[email protected]
Public Lighting
The LGA in conjunction with TTEG (consultants engaged by the LGA) and DTEI has undertaken a
process of review and validation of ETSA Utilities modelling including a separate process to establish
assessment of what regulatory compliant and cost reflective SLUOS charges by light type should be.
Both processes have required a significant amount of data exchange with a lot of 'back and forth' with
ETSA Utilities and TTEG. There is also need to consider other potential service tariff requirements and
the costs associated with those tariffs. A submission is now being prepared for the negotiation process
with ETSA Utilities, which is anticipated to have commenced by 28 October 2011. It is anticipated that
DME 75229
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the process will be completed in December 2011. If a successful outcome cannot be negotiated, the
submission can then also be provided to the Australian Energy regulator for its determination. For further
information contact [email protected]
Local Government Corporate Services (Procurement)
LGCS has a range of panel contracts available to Councils, a number of which relate to plant, machinery
and trucks, as follows: Bus Shelters, Supply of Tractors, Tele Handlers, Mowers, Blowers, Vacuums,
Chippers, Chainsaws, Mulchers, Work Utility, All Terrain Vehicles and Small Engine Equipment; Supply
of Road & Bridge Making Equipment; Supply of Earth Moving and Material Handling Equipment; Supply
of Specialised Truck Bodies (including Garbage Compactors) and Trailers; and Supply of Trucks, Vans
and Buses. Other contracts include Corporate Wardrobe; Work-Wear and PPE; Stationery and Office
Equipment; Mobile Garbage Bins; Open Space Playground & associated equipment! services; Tyres and
Batteries; Oils and Lubricants; IT Hardware, Software & associated services. For further information
contact [email protected]
or [email protected].
Get excited about data
The LGA has developed a quick, easy reference guide to provide a snapshot of the LG sector in SA. The
guide is called 'Get Excited about Data' and contains data on Council services, finances, demographics
and rates. The purpose of the guide is to highlight the broad range of services and infrastructure
provided to the community by Councils and to provide a consistent data set for reference that will be
updated on an annual basis. Get Excited about Data is available from the LGA website for use on mobile
phone or tablet at http://www.lga.sa.gov.au/goto/lginprofile.
There is a limited number of the first edition
in hard copy.
Local Government Cultural Development Award
The Local Government Cultural Development Award was announced at the LGA Annual General
Meeting dinner. The award is the result of a bequest made to the LGA in 2010 by the family of the late
Kong Wong. The bequest has been deposited into a stand-alone account and for the next six to seven
years, a sum of $2,500 will be awarded each to a country and a metropolitan Council that properly
demonstrate the true spirit of cultural development. Nomination forms are available from the LGA
website and close on January 25 with the award announcements to be made at the LGA General
Meeting in April 2012. See Circular 44.2 for further information. Nominations for the John Legoe Award
have also opened and will close on January 25, 2012. See Circular 44.1 for further information.
Unity 6 website upgrades
The LGA has been working with partner Deloitte Online to develop the Unity6 upgrade for the majority of
Council corporate websites in SA. The following Councils are scheduled for upgrade by 9 December
2011: Ceduna, Cleve, Elliston, Franklin Harbour, Kimba, Lower Eyre, Port Lincoln, Streaky Bay, Tumby
Bay, Wudinna. The Unity Content Management System (CMS) is hosted as a shared service primarily
for Local Government. This shared service arrangement has ensured all participating Councils benefit
from upgrades to the software and overall pay a lower ongoing cost for licencing and website hosting.
Further information on the Unity6 rollout can be obtained from Circular 29.4, www.unity6.on.net or
contacting [email protected].
LGA Education & Training Service - Annual Consultation Survey - 2012-13 Program
The LGA Education & Training Service is currently drafting its schedule for the 2012-13 Education &
Training Program and would appreciate input from Councils on any current training requirements that
could be met in our next program. LGA Circular 46.13 provides the draft 2012-13 Schedule and includes
suggested areas for training courses. Where required, the Service can offer courses for Council
Members and all Local Government staff, including senior management, middle management,
professional officers, field staff, volunteers and administrative and front line staff. Additional courses can
also be organised for individual Councils and/or Regions at other locations and times as required,
subject to sufficient numbers of attendees to cover costs. Councils are requested to identify any training
needs that could be met by the LGA Education & Training Service on the survey form by 16 December
2011. For further information on the LGA Education and Training Service, please click on the following
link: https://www.lga.sa.gov.au/goto/training.
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Workforce Planning Project
The LGA has begun the first stage of a Workforce Planning project, undertaking six comprehensive
workforce planning pilot projects - in small, medium and large country and metropolitan Councils. The
pilot Councils (see LGA Circular 13.6) are' Roxby Downs, Renmark Paringa, Naracoorte Lucindale,
Prospect, Adelaide Hills and Onkaparinga. All employees in the pilot Councils have been encouraged to
complete a survey to assist with the preparation of workforce reports for each Council. These reports are
now being used to inform workforce plans and workforce development strategies for each of the
Councils. The work undertaken by the pilot Councils will lead to the development of a Local Government
Workforce Planning Manual and other workforce planning templates and tools to assist all SA Councils
with undertaking this task. For further information contact [email protected]
2012 Local Government Showcase - Register of interest to participate
The 2012 Local Government Showcase & General Meeting will be held on 12-13 April 2012 at the
Adelaide Convention Centre.
Councils are invited to register their interest in showcasing their
innovative, successful ideas, practices and examples at this biennial event by 27 January 2011. An
online registration of interest is available from www.lga.sa.gov.au/goto/2012Showcase.
For further
information refer to LGA Circular 44.6 or contact [email protected].
Return to Minutes
DME 75229
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Item 5.2 – General Meeting 2nd December, 2011.
OFFICE FOR STATE/LOCAL GOVERNMENT RELATIONS
Regional LGA Meeting – 2 December 2011
Murray & Mallee Local Government Association – Lameroo
OSLGR apologises that it has not been possible to provide a representative to
attend the meeting due to the unusual occurrence of three regional meetings on
the same day and recent staff changes. If there are any questions or comments
arising from these notes please contact Michael Barry on 8204 8398.
State Government organisational changes
After the new Premier, the Hon Jay Weatherill, assumed his office, a number of
significant changes were made to State Government organisational
arrangements. Some of the changes with a direct impact on Local Government
include:
• Abolition of the Department of Planning and Local Government. The
Planning functions will be transferred to a new Department of Planning,
Transport and Infrastructure (DPTI) under the leadership of Rod Hook.
• The Office for State/Local Government Relations will be transferred to the
Department of Premier and Cabinet to assist with an integrated approach
to commonwealth, state and local government relations.
• The Department of Primary Industries and Regions SA will continue to be
known as PIRSA and include responsibilities for primary industries, regions
and tourism. Ian Nightingale is the CEO for this Department.
• The Department of Manufacturing, Innovation, Trade and Resources
(DMITR) continues the work of the Department of Trade and Economic
Development. DMITR will have a stronger focus on integrated resources,
energy and trade policy and will include Renewables SA. Geoff Knight will
head up this Department.
• Significant changes were also made in the creation of a new Departments
for Education and Child Development (DECD) and Communities and Social
Inclusion (DCSI).
Role of OSLGR Officers
OSLGR will continue to attend as many Regional LGA meetings as possible to
discuss Local Government policy issues, legislation and the other direct
responsibilities of the office, including ‘whole of government’ relationship issues,
wherever possible. However, the responsibility for building stronger relationships
with the regional councils to deliver the best quality planning outcomes for the
regional areas will be managed directly by a dedicated Regional Team that has
been established in the new DPTI as the first point of contact for regional planning
issues. The team will assist the regional areas to progress the various aspects of
planning from development assessment matters right through to strategic
planning. The first role of the team will be to actively visit, meet and talk to people
in the regions and open up the communication channels to the organisation. In
the meantime, the current planning issues for the region are summarised on the
attached sheet.
Page 40
Legislation
Public Integrity/ICAC
OSLGR has been discussing a number of outstanding legislative issues with the
LGA. The recent announcement on a revised public integrity framework
(including an ICAC) will have significant implications for Local Government.
Details of the new framework (including legislative proposals) are unlikely to be
available until the New Year. In the meantime, the Minister for State/Local
Government Relations and the President of the LGA have agree to issue a joint
communiqué to all councils to provide an update on these developments.
‘Urgent’ Proposed Regulations
At the request of the LGA, draft regulations are being prepared for:
• section 155 of the Act (Services Charges) where a service is not directly
provided to a property;
• scheduling of representation reviews;
• a by-law making power to prevent the obstruction of roads that continues
an existing power that expired on 1 September 2011.
Other Legislative Matters
• The LGA is developing guidelines for councils to assist them to comply with
the new requirements of the Act s48 (Prudential Requirements for Major
Projects) and s49 (Procurement Policies)
• The Local Government (Procedures at Meetings) Regulations are due for
renewal by September 2012. The LGA has been invited to consult with
Councils and other interested parties on any proposed changes and
improvements to the Regulations for the Minister’s consideration. A similar
process is proposed for the ‘General’ Regulations.
Minister’s State/Local Government Forum
The Minister’s State/Local Government Forum met on Friday 11 November 2011.
The Premier addressed the Forum and provided members with an update on
recent Government initiatives and activities, including the establishment of an
ICAC, Constitutional Recognition of Local Government, the establishment of an
urban development authority and Machinery of Government changes. Major
issues considered at the meeting included Planning and Development Reforms,
Regional Development and Investment and Constitutional Recognition of Local
Government.
Grants Commission Returns
Local Government Grants Commission (LGGC) returns are due today 2
December 2011. Many councils are yet to submit the returns so please
encourage responsible staff to complete the returns as soon as possible.
Accurate and timely returns from councils not only assist the Commission with
grant calculations but also provides Councils, the LGA and the State Government
with invaluable data to promote the sector, including funding submissions to
Commonwealth and State government agencies.
Page 41
Attachment
INFORMATION ON PLANNING ISSUES FOR COUNCILS IN THE REGION
Significant Council DPAs
o The Riverland Futures Project has reached completion with the
approval of the three Riverland Better Development Plan
Conversion and Alignment DPAs on the 1 December 2011. All
Councils now have consistent Development Plan policy.
o The Mid Murray Mannum Waters Marina and Residential
Development DPA was approved on the 27 October 2011, the Mid
Murray Township Boundaries DPA was approved on 6 October
2011 and the Mid Murray River Murray Zone Minor Amendments
commenced Interim Operation on 10 November 2011.
o The Murray Mallee Councils have received funding through the
Sustainable Basins and Communities project to prepare Development
Plan Amendments.
The Karoonda/East Murray and Southern Mallee Councils are
preparing Better Development Plan and General DPAs, the Mid
Murray Council is preparing a River Murray Zone DPA and all
Councils are involved in the Integrated Water Management Regional
DPA.
The Department is treating these as a top priority to assist Councils
meeting their deadlines.
Contact Sally Jenkin, Team Leader, Development Plan Amendments on
83030628
Ministerial DPAS
• Regulated Trees DPA is on interim operation and on consultation until 25
January 2012. The DPA inserts policy to provide guidance for the
assessment of development applications relating to regulated trees,
complementing those policies already in place for significant trees.
o
o Statewide Windfarms DPA is on interim operation and on consultation
until 13 December 2011. The policies in the DPAare aimed recognising
windfarms as an envisaged form of development in some zones of
relatively low population densities and that wind farms may need to be
located in prominent locations to take advantage of the wind required for
effective operations.
Contact Caroline Chapman, Team Leader, Development Plan Amendments on
83030749
Return to Minutes
Page 42
SAROC Committee Meeting 23 November 2011
KEY OUTCOMES SUMMARY
Guest Speaker – RISE Model for Economic Impact Analysis in the Murray Mallee
The SAROC Committee received a presentation from Julian Morison (Econsearch)
regarding RISE (Regional Industry Structure and Employment) Model for Economic
Impact Analysis that has been used in the Murray Mallee, Riverland and Murrayland
Regions. Funds for the project were provided by the LGR&DS.
Guest Speaker – National Heavy Vehicle Regulation
The SAROC Committee received a presentation from John Goodrick regarding National
Heavy Vehicle Regulation.
Speed Limits
The SAROC Committee received the report, noted the principles of the SA Road Safety
Strategy 2020 and re-affirmed its commitment of the principle that blanket reductions in
speed limits should not be applied when overall and much needed road improvements to
the regional and rural network is required.
The SAROC Committee noted the reports regarding:
 Fish Possession;
 Regional Airports; and
 Reform Fund Audits.
E-Waste Regulations update
The SAROC Committee noted the report on E-Waste Regulations and requested
consideration be given to the Container Deposit Legislation as an alternative to the
E-Waste Collection Model in LGA submissions on E-Waste Regulations.
Next Meeting
The SAROC Committee resolved to undertake a Harvest Break over January and
reconvene in March 2012.
The SAROC Members noted the impending retirement of Mr Fred Pedler and formally
acknowledged his contributions to the Committee and Local Government.
RECOMMENDATIONS TO THE LGA STATE EXECUTIVE COMMITTEE
Speed Limits
That the LGA State Executive Committee:
1. request the LGA Chief Executive Officer to initiate work with CASA, ARRB and
other relevant stakeholders to develop a discussion paper on key elements and
considerations on Road Safety Issues; and
2. authorise the LGA Chief Executive Officer to make a delegated LGA Research
and Development Scheme allocation of up to $10,000 project funds to fund the
work if required.
DME 75322
Minutes of all SAROC meetings are available on the LGA website - www.lga.sa.gov.au
Page 43
SAROC Committee Meeting 23 November 2011
RISE Model for Economic Impact Analysis
That the LGA State Executive Committee request the LGA Secretariat to:
1. consult with the Federal Government to confirm the acceptability of the RISE
Model as a method of assessing economic impacts; and
2. work with Econsearch to review a proposal to develop and maintain RISE Models
across SA regions.
Fire Ground Training
That the LGA State Executive Committee endorses the transition to an all hazards
emergency incident training module.
Regional Development Update
That the LGA State Executive Committee requests the LGA CEO writes to Minister
Crean requesting the following wording be added to the end of Clause 3.6 of the RDAF
criteria:
‘except where these projects are consistent with the RDAF criteria’.
Return to Minutes
DME 75322
Minutes of all SAROC meetings are available on the LGA website - www.lga.sa.gov.au
Page 44
Item 7.2.2 – General Meeting 2nd December, 2011.
Notes for Murray and Mallee Local Government Association – 2/11/2011.
Board’s draft 2012-15 business plan
While the Regional NRM Plan guides all natural resources management activity across
the SA Murray Darling Basin, the Board itself carefully invests its funds (both NRM Levy
and funds sourced externally) and energy in selected parts of the regional plan. Each
year the Board gathers a wide range of stakeholders to test the investment, including
people from industry, local community groups, local and state government and
conservation organisations.
The draft business plan reflects the results of the stakeholder assessment and the Board’s
proposed investments for 2012-15. The Board soon will actively seek comment on the
types and level of investment of more than $16m in the 5 main areas of land, water,
biodiversity, people and atmosphere. To make a comment or find out more, please
contact Amy Goodman on 8580 1809.
The NRM Community Volunteer Small Grants is a funding program aimed at supporting
the efforts of volunteers in the SA Murray-Darling Basin who are working to protect and
restore the natural resources of our region. Fifty seven projects have been funded across
the region this year for a range of local projects. The next round of NRM Community
Volunteer Small Grants will open in early 2012 with a closing date of 31 March 2012. For
further information contact Ms Kathy Hill on phone 8580 1817.
In terms of Sustainable Irrigation program activities the NRM Board has secured in excess
of $21m of funding through the Water for the Future program to implement approximately
150 individual irrigator projects that will deliver in excess of 6.6GL of water savings. The
majority of these projects will occur above Lock 1 e.g. in the 3 x Riverland council areas
although we have commenced a scoping study to identify irrigation modernisation
opportunities below Lock 1.
The Board has also co-invested in landholder support and trial activities to assist and
address the acid drainage issue in the Lower Murray Reclaimed Irrigation Areas which is
part of both the Mid Murray and RCMB council areas.
The sustainable basin communities project has proven to be extremely valuable for the
participating councils, the board and the region.The project has enhanced regional
cooperation and produced Integrated Water Management Plans that have already proved
useful for helping with applications for further funding to address alternative water sources
for councils to usein our region.
We are looking forward to seeing the cooperative new approaches further used in 2012,
to get the Development Plans of councils updated to take into account climate variation.
Hugo Hopton and Kym McHugh are on a MDBA stakeholder group, which received an
early briefing on the basin plan. The plan is crucial for healthy river and river-dependent
industry in SA. The premier is encouraging people to take the time to understand the plan
and develop a unified SA-wide response.
The Mallee WAP is awaiting adoption b the Minister for Sustainability, Environment and
Conservation –
C:\Documents and Settings\Peter\My Documents\M&MLGA\Agenda\December 2011\NRM Board MM LGA
notes for reading and paper-2 12 11.doc
Page 45
Following adoption, Department for Water will commence the process of volumetric
conversion – that is converting all current area based water licenses to volume based on
the policies within the adopted water allocation plan
Other significant component of the WAP include revised trading policies - aimed at
making the trade of water licensed more flexible across the prescribed area – within the
volumetric limits of the respective management zones along with distance criteria between
licensed bores.
Amendment of the River Murray water allocation plan continues with a revised water
allocation plan expected by June 2014
Brief summary of NRM Operations Activities in the Murray Mallee:
•
•
•
•
•
•
•
Spring Broomrape link inspections were completed on 6 properties.
Spring livestock sales at Pinnaroo and Lameroo were attended by NRM operations
staff to inspect for weed seeds on livestock.
NRM officers coordinated the distribution of fox baits throughout the Group area as
part of the fox baiting for the protection of ground dwelling birds.
Early summer weed control has taken place on some known sites of Innocent
weed.
Funding has been received to undertake extensive rabbit control programs along
the various rail corridors within the region.
A goat control program has continued in and on adjacent properties to Karte,
Peebinga and Billiatt CP, with the Sporting shooters hunting and conservation
branch undertaking a ground based shoot from the 5th December. This program is
utilizing Judas goats.
Boneseed monitoring and control has taken place on known sites.
Inez Bormann is really enjoying her time on the NRM Board and finding it worthwhile.
Return to Minutes
C:\Documents and Settings\Peter\My Documents\M&MLGA\Agenda\December 2011\NRM Board MM LGA
notes for reading and paper-2 12 11.doc
Page 46
Broadband Update
Peter Triantafilou
Digital Economy & Technology
Directorate
Overview
Outcomes of the South Australian Government’s
Broadband Development Fund
National Broadband Network Update
Page 47
Background
Minister for Science and Information Economy
Hon. Tom Kenyon MP
Digital Economy & Technology Directorate
Broadband & Digital Environment team
Page 48
Page 49
Broadband Development Fund • $7m BDF fully spent
Outcomes
• 12 major
infrastructure projects
• 60,000 sq km
• Support for 3 new
backbone routes
• Project support
• Leverage 1:6 or
$42m
• Coorong,
Murraylands,
Riverland and
Southern Mallee BDF
investment - $889k
NBN Update
1.
2.
3.
4.
Coverage
Network Construction
New Regional Backbones
Issues for SA
Page 50
Coverage
Page 51
• 93% premises fibre
• 4% fixed wireless
• 3% next generation
satellite
• National figures
• Retail competition
• Fibre extensions
• 12Mbps entry level
• Uniform wholesale
prices
Coverage
Page 52
satellite
prices
Coverage
Page 53
satellite
prices
NBN – Network Construction
Page 54
– First release site
• Willunga (completed)
– Second Release sites (12 months)
•
•
•
•
•
•
•
•
•
Modbury
Prospect
Seaford/McLaren Vale
Strathalbyn
Port Elliot
Aldinga Beach
Yankalilla
Stirling
Port Augusta
– Rolling 3 year program (to be released early
2012)
New Regional Backbone Links
Page 55
• Funded by
Federal
government
• 6,000km of
new fibre
backbones
• 2 SA routes
now
completed
NBN Issues for SA
Page 56
• The NBN is important for the State
• Rollout schedule is 9 years but the legacy of design
decisions will remain in place for decades.
• The priority is to ensure that all parts of SA are not
significantly underserved
• Our policy is to support the NBN and ensure that SA
can maximize the potential benefits for the state.
• State’s NBN Taskforce formed August 2010, operated
from Office of the Chief Information Officer
• Important for NBN to also align with State priorities
NBN rollout potentially tilts field again
Page 57
Initial Expectation – Fibre in Towns of 1,000 population and above
Who misses out?
Percentage of non-metropolitan population
in locations with < 1,000 people
SA
NT
Tas
Vic
WA
Qld
NSW
42%
38%
37%
32%
30%
26%
24%
Population of largest non-metropolitan urban centre/locality
23,492
23,615
Source: ABS 2006 Census
71,395
137,221 67,811
402,647 288,733
Page 58
Current Design Rule – Fibre in Towns of 1,000+ premises
Who misses out?
Percentage of non-metropolitan population
in locations with < 2,000 people
SA
NT
Tas
Vic
WA
Qld
NSW
51%
42%
42%
37%
35%
30%
28%
Population of largest non-metropolitan urban centre/locality
23,492
23,615
Source: ABS 2006 Census
71,395
137,221 67,811
402,647 288,733
Page 59
• Target of fibre to 93% of premises is a national average
• July 2010 - NBN Co published list of towns to receive
fibre.
• DFEEST calculation based on that list estimates SA
figure will be closer to 88%.
• New greenfields estates are likely to be a driving force
for rollout and bolster case for surrounding brownfields –
but SA has fewer greenfields.
• SA leadership in fixed-wireless did not translate to early
wireless site and no apparent intention to build on
existing wireless. Loss of momentum and possible
degradation.
Page 60
Disconnect: NBN Rollout vs State Priorities
•
•
•
Many regional
locations currently
receiving ADSL
broadband will not
receive fibre services
Changes to the USO
means that continued
operation of copper is
guaranteed for
telephony but ADSL is
at the discretion of
Telstra and other ISPs
Co- builds are
encouraged but
difficult to coordinate
in the short term (eg
Beachport)
Page 61
Disconnect: NBN Rollout vs State Priorities
•
•
•
Many regional
locations currently
receiving ADSL
broadband will not
receive fibre services
Changes to the USO
means that continued
operation of copper is
guaranteed for
telephony but ADSL is
at the discretion of
Telstra and other ISPs
Co- builds are
encouraged but
difficult to coordinate
in the short term (eg
Beachport)
Return to Minutes
Page 62
MID MURRAY COMMUNITY
PASSENGER
NETWORK
(CPN)
The Mid Murray CPN project has been funded under an establishment grant for 12 months
by Home & Community Care (HACC),to look at the feasibility of establishing a Community
Passenger Network for the Mid Murray & Murray Bridge local government areas. Mid
Murray Council is the lead agency for this project, in partnership with the Rural City of
Murray Bridge.
There are currently 11 regional and 2 metro based CPN's in South Australia. Each CPN has
been established to suit the particular needs of its region and communities, so they all vary
in how they operate.
A Community Passenger Network (CPN) has three main objectives:
1/
Provide information on transport services available in the region
(bus, taxi, coach, and community transport services)
2/ Coordinate and broker transport services for members of our
community, particularly the transport disadvantaged*
3/ Provide volunteer driver transport as a last resort where no other
transport is available in the region and where resources are available
to the CPN(e.g. vehicle, drivers)
*Transport disadvantage: 'where people experience a shortage of transport options which restricts their
mobility, thus restricting their access to goods, services and relationships'.
During the first 6 months, the project coordinator will:
o
Identify existing transport
services available in the region (including community,
commercial & public transport)
o
Work with the community to determine the gaps and opportunities
in services
o
(where do people go and how do they get there)
Explore what might be the best solutions (this could include recommendations
expand existing services, coordinate existing services, or obtain new resources)
to
The final outcome of the project will be to develop a business plan, with recommendations
for a sustainable Community Passenger Network model that is unique to the needs of the
Mid Murray & Murray Bridge regions.
CLICK ON HIGHLIGHTED SECTION
KC! V"tj VI- "BC! fze V"
ABOVE OR TO THE SIDE TO
CommunityPassenger Network(CPN) Coordinator
RETURN TO MINUTES
Mid Murray Council in partnership with the Rural City of Murray
Bridge
Phone:(08)85690100
Mob: 0407 445 833
MURRAY
BRtDGE
Return to Minutes
Local Government
TheVOicePage 63
Association
of Local
Government
of South Australia
Our Reference:
DME 74778 WC:EW
22 November 2011
.Mr Peter Campbell
Chief Executive Officer
Murray & Mallee LGA
PO Box 1014
GOOLWA SA 5214
Dear Peter
Review of Regional Development
Collectively, Councils
South Australia. This
regional development,
cooperation between
Regional Development
2. 1. 1
Australia
(RDA) Agreements
provide in excess of $1.2 million in funding towards RDA Committees in
arrangement, which sees the three spheres of government collaborate on
is unique to our State. Maintaining this partnership requires a spirit of
all parties and this is recognised in the following clauses of the LGA's
Policy:
Local Government acknowledges RDAs and their role, function and membership as
outlined in:
• the Memorandum of Understanding between the LGA and the relevant State
and Federal Ministers;
• the rules of each association; and
• the funding agreement between each Council and its respective RDA.
These agreements should be reviewed periodically to ensure they are effective.
2.4.3
Local Government recognises the role that regional bodies (e.g. RDAs) are playing
in building a strong regional deveiopment platform for South Australia and these
bodies should be resourced appropriately by all spheres of government to fulfil
these functions.
The recent nomination and appointment process for RDA Boards highlighted a number of
anomalies between the Funding Agreement and the Rules of each Association that require
attention. For example there are inconsistencies in respect to filling a casual board vacancy. The.
documents also fail to recognise the role that Local Government Associations (LGAs) continue to
play in coordinating Local Government nominees to each Board, an important step in the process
of achieving effective RDA Committees.
.. ./2
148 Frame Street Adelaide SA 5000
I GPO Box
2693 Adelaide SA 5001 DX 546
I Tel
0882242000
I Fax
08 8232 6336
I Web
www.lga.sa.gov.au
Page 64
-2-
As a party (or interested party) to the Funding Agreement we seek your assistance to resolve
these issues through the following process:
1. the LGA Secretariat seeks written feedback from Council funding partners and Regional
LGAs on any issues regarding the Funding Agreement and/or Constitution with respect to
Local Government's involvement in RDA;
2. the LGA Secretariat consolidates these issues and seeks independent advice with a view to
developing a series of recommendations for adoption;
3. the LGA Secretariat seeks agreement from Councils and Regional LGAs on the content of
therecommendations;
and
4. the LGA President presents the agreed recommendations to the Federal and State
governments for discussion/adoption.
LGA's Regional Development Policy Officer, Emily White will be in contact with you shortly to
initiate the above process. A letter will also be sent to-the Federal and-State Government Regional
Development Ministers (with a copy to the State/Local Government Relations Minister) as well as
each RDA Committee advising them of the review.
The LGA looks forward to assisting your Council and Regional LGA to further strengthen
relationship with RDA to achieve mutually held objectives.
Yours sincerely
~~
Wendy Campana
Chief Executive Officer
Telephone: 8224 2022
Return to Minutes
its
Page 65
Return to Minutes
Page 66
10.7
Chief Executive Officer’s Report
REF:
OFFICER:
9.24.1
CEO
No
RECOMMENDATION:
REPORT:
Subject Detail:
Since the last meeting the following I wish to report the following go:
1: Presided over the final meeting of the Strengthening Basin Communities Project which has
seen the production of:
(i)
Climate Change Adaption Scenarios
(ii) Integrated Water Management Plans
(iii) Riverland Tourism Strategy
(iv) Clean Energy Opportunities
(v) Water Sensitive Urban Design DAP’s
2: Attended, with the Mayor, a briefing with BHP regarding the expansion of Olympic Dam.
3: Met with CEO and Board Members of Foodbank regarding the establishment of a Foodbank
Riverland which will be of great assistance to the region.
4: Continued to pursue shared services with the Riverland Councils focusing initially on potential
with Information technology.
5: I wish to express my respect and appreciation of the efforts the Council undertakes on behalf
of the community it what are challenging times to balance opportunity and prudence.
6: I also wish to acknowledge the efforts of the staff who undertake their duties with diligence,
good nature and dedication.
Page 10
Page 67
10.8
Mr P Tomaiuolo - Review of Council Decision
REF:
OFFICER:
CEO
Yes
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
For Council decision
REPORT:
Subject Detail:
Mr Tomaiuolo was not happy with the decision made by the Manager of Infrastructure Services
and has requested both verbally and by email that the Council review the decision to not have the
tree removed.
Mr Tomaiuolo believes that the tree infiltrates into his front garden and prevents the lawn from
adequately growing. He believes that the tree has the potential to drop limbs on cars parked in
front of the property Mr Tomaiuolo has made an offer to plant and water another species if this tree
is removed.
For removal:
(1) Footpath is not wide and some roots may enter the property.
Against removal:
(1) The tree appears healthy and robust
(2) Kerb has not lifted due to presence of the tree
(3) Size of tree - will take a long time to get another tree to that height.
Comments by MIS:
Council received a phone request regarding the removal of a tree at 5 Chennell Crescent Barmera
but was asked to ring Council Office to lodge request but did not and continued to ring.
Shane Yard contacted Mr. Paul Tomaiuolo and explained that it would be around three weeks
before he could have a look at the tree because it did not pose a risk of injury or damage to
property. Mr. Tomaiuolo contacted Shane several times wanting to know “when are you coming”
and “when are you removing the tree”, on the lead up to the day when he finally did visit 5 Chennell
Crescent.
When Shane did inspect the tree he said that all he was prepared to do was remove a limb or two,
which Mr. Tomaiuolo did not accept and kept complaining until Shane agreed to remove the tree
but was more than Council could undertake given the height and size of the limb/s in question. It
was then explained to Mr. Tomaiuolo that a contractor would have to undertake the work and that
they were out of the region for another three to four weeks so it would be some time.
Page 11
Page 68
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Page 70
Mr. Tomaiuolo was not happy with this solution and then rang myself and I agreed that in that
afternoon of that day I would travel down to Barmera and meet with him to discuss the situation.
I inspected the tree and rang Mr. Tomaiuolo when I was at his home, leaving a message and then
returned to Council because he was not home at the time I was there.
Mr. Tomaiuolo rang when I was driving but I never answered; he then rang Council as I arrived
back at the Berri Offices complaining that I never answered the original phone call. I conveyed to
Mr. Tomaiuolo that Shane had no authority to remove the tree and that it was my decision unless it
was dead or posed a significant risk to injury or property, and that in my opinion the tree, granted it
is the wrong species for a footpath, has not caused any damage to the concrete kerb or a tripping
point in the footpath and that we would not be removing it.
Mr. Tomaiuolo then proceeded to verbally attack and threaten me to a point where I hung up but he
rang back three times, to which I ultimately reported him to the Police for the threats.
My recommendation would be to remove the tree on Chennell Crescent adjacent 6 Bonnar Street
which has lifted the concrete kerbing and has raised roots in the footpath which could create a slip
trip or fall.
Page 12
Page 71
11:
COMMUNITY SERVICES:
11.1
COMMUNITY SERVICES REPORTS:
RECOMMENDATION:
That Community Service Reports 11.2 to 11.6 be received and contents noted.
11.2
Australia Day Awards
REF:
OFFICER:
2.48
CDO
No
Strategic Links:
(2) Objective:
Yes
CS6
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
Australia Day
$4635
$255
RECOMMENDATION:
That Council accept the following as recipients of the Australia Day awards 2012;
1. Joint Citizen of the Year- John Heward
2. Joint Citizen of the Year- Rob Todd
3. Young Citizen of the Year- Chris McKinlay
4. Community Event of the Year- Running of the Sheep
5. Building a Better Community Award-Play Space Project
REPORT:
Subject Detail:
Council have received six nominations for Citizen of the Year, one nomination for Young Citizen of
the Year, four for Community Event of the Year and four for the newly introduced Building a Better
Community Award.
A selection panel meeting was held on 5 December to review nominations and recommend to
Council on its chosen award recipients.
Below are the nominees for their selected categories.
Award
Citizen of the Year
Nominee
John Heward
Monash Hidden Secrets
Silvia Vonic
Generous Community Heart
Melanie Alder
Baby Rhyme Times Coordinator
Page 72
Young Citizen of the Year
Community Event of the Year
Building a Better Community
Jenny Todd
Various roles and activities over
a number of years
Rob Todd
Barmera Community Men’s Shed
Stephen Lynch
Barmera Main Street Markets
Chris McKinlay
Running of the Sheep (Barmera
Sheep Dog Trials)
Monash Hidden Secrets
Berri Centenary Events
Murray Man Triathlon
Residential Care
Play Space Project (Play Space
Committee)
Life Without Barriers
Melanie Allder (individuals not
eligible)
A nomination for Terry Kearney was received well after the closing date and therefore was
ineligible for consideration.
The quality of citizen nominations was high and the selection committee considered a range of
factors to identify the most worthy applicants for the awards. As all applicants have a strong history
of service to the community the final assessment focused on their most recent activities.
The selection committee agreed that the following nominations should be selected as recipients of
the Australia Day awards 2011:
1. Joint Citizen of the Year- John Heward
2. Joint Citizen of the Year- Rob Todd
3. Young Citizen of the Year- Chris McKinlay
4. Community Event of the Year- Running of the Sheep
5. Building a Better Community Award-Play Space Project
The Building a Better Community Award was created to allow the recognition of projects, activities
and groups that provide outstanding service the Berri Barmera community. The award was first
advertised as the Contribution to the Community Award but it was felt that the title created some
confusion and led to individuals being incorrectly nominated in the category. It was felt that the new
title allowed for a strong link to the strategic focus of Council and should allow for less confusion in
the future.
Page 73
11.3
Wine & Food Festival Minutes and Report
REF:
OFFICER:
17.38.1
CDO
Yes
Strategic Links:
(2) Objective:
Yes
CS6
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
Major Community Events
$45,000
$15,859
Report provided for Information only
REPORT:
Subject Detail:
A meeting of the Wine & Food Steering Committee was held on 11th November 2011 and the
minutes and reports are attached for information.
The event when measured against its objectives resulted in :
Festival Viability
· Current bottom line figure of just over 29K, note $20K of SA Tourism funding is unlikely to be
available in 2012
Regional Inclusiveness
· Business from all major Riverland towns involved in the main event
· Associated events held in Renmark (Murtho), Berri, Kingston on Murray and Waikerie
· Strong attendance at the main event from all major Riverland towns.
Increased Visitation
· 466 patrons from outside of the Riverland Region attended the main event
· 80% of those visitors stayed in the Region for at least two nights
· 60% of those visiting were visiting family and friends
Economic stimulus
· conservative estimates have the contribution to the Regional economy at 220K
· Suggested $ 42K of media exposure for the Region
Increased Brand Recognition
· Difficult to measure at this time, however$ 42K worth of media exposure for the Region is a
start albeit some of that was intra-region.
Council will be asked to determine its role in this event at its January meeting.
Page 74
RIVERLAND WINE & FOOD FESTIVAL STEERING COMMITTEE
Minutes to the meeting held 11th November 2011
at the Berri Resort Hotel at 9am
1.
Present
Amy Martinson, Tim Smythe, Shane Roberts and Andrew Haigh
2.
Apologies
Andrew Kassebaum and Chris Byrne
3.
Minutes of the last meeting held 4th of October 2011 were tabled a true and accurate
account of business.
4.
Business Arising
There was no business arising from the previous minutes.
5.
2011 Budget
Tim Smythe presented the budget to date and noted the following variances:
a.
b.
c.
d.
e.
f.
g.
h.
Final $5,000 income from SATC is pending approval of final report
Mirabella Vineyards and Renmark Hotel outstanding stallholder fees
Event Manager’s total figure should exclude $260 for Chefs of the Murray tickets
and $29 postage; actual figure $20,895
Likely we wont be invoiced $500 for MOU
St John and Berri Lions haven’t invoiced yet
Murray Pioneer haven’t invoiced for local taste lift out yet and likely they wont
Cooperative Sumptuous advert hasn’t been invoiced yet
FULLER media monitors hasn’t been invoiced yet
Further to the above notes the budget should show a profit of $28,000. Amy Martinson
confirmed $1 for $1 funding towards marketing would be available through the SATC
January/ February next year.
ACTIONS
RWIDC to generate invoice for SATC $5,000 to be forwarded with the Final Report.
6.
2011 Draft Final Report
Discussion was held around feedback by stallholders at a debrief meeting held on
November 4 with the following comments to be actioned/ considered and or explored
for future events.
a.
b.
c.
d.
e.
Remainder glass stock to be sold through Berri Direct and local Visitor Centres for
a marginal cost
Security to enforce strictly NO BYO and particularly around attendees continually
entering and exiting the event
Consideration to be given around ‘sensible’ maximum capacity at the event
Further discussion/ planning needed around tables and chairs set up
Security and or performers to restrict attendees from ‘dancing on the stage’
Page 75
Steering Committee to manage admission, wristbands in future
Further discussion/ planning around unit price of water, juice and soft drink
Ensure contingency of weather dependent marquees built into the budget
Concerns around toilet cleanliness and steep steps
Need for free bus routes to be clearer on the website and marketing collateral
Explore use of BankSA marquee next year
Further planning around getting stats for WINE Down events to support economic
stimulus to the region
m. Need more local signage similar to ‘Riverstock’
n. Explore cost and logistics around permanent signage similar to ‘Rose Festival’
f.
g.
h.
i.
j.
k.
l.
Further to discussion Amy Martinson presented the Draft Final Report for the remainder
$5,000 from SATC. Discussion was held around Market Research obtained and an
amendment to Question 8/ Market Research & Statistics/ Economic Benefit to the State
and region. Refer to 2011 RW&FF Final Report.
7.
Other Business
a.
Major Wineries site fees
Brief discussion was held around a discounted site fee for Banrock Station and
Berri Estates because the company holds two sites. Woolshed Brewery had similar
complaints that the site fee was ‘too expensive’.
ACTIONS
Further discussion to be held in 2012 with consideration around striking a 2 year
contract with wineries at fixed price and increasing major wineries site size.
b.
Renmark Rose Festival collaborative marketing project
Brief discussion was held around exploring opportunities to work collaboratively
with other major events that weekend i.e. Renmark Rose Festival, Barmera Sheep
Dogs in a specific marketing campaign which branded the Riverland and
attracted visitors.
ACTIONS
Amy Martinson to report opportunities to the group as they arise.
8.
Next meeting
A meeting will be held 9th of December at 9am at the Berri Resort Hotel to:
a. Endorse the final budget according to the MOU
b. Approve 2012 event
c. Confirm Event Manager contract
Page 76
Postcode Record
Barmera
Berri
Cobdogla
Glossop
Kingston on Murray
Moorook
Loxton
Monash
Paringa
Renmark
Waikerie
Total Local Attendance
Total Visitor Attendance
Total Overall Attendance
2010
n/a
2011
145
333
2
25
15
12
143
26
27
198
12
938
466
1404
Adelaide
Eastern Suburbs
North Eastern Suburbs
Southern Suburbs
Western & Beach Suburbs
Total Adelaide Visitors
12
32
73
77
69
263
York Peninsula
South East
Mid North & Outback
Clare Valley
Adelaide Hills
Murraylands
Fleurieu Peninsula
Eyre Peninsula (Kirton Pt)
Barossa Valley
Total Intrastate Visitors
8
9
33
29
39
16
6
7
17
164
NSW (Broken Hill)
Queensland
Victoria (Mildura)
Victoria (Ballarat & Melb)
Tasmania
WA
Total Interstate Visitors
6
2
6
15
3
6
38
Overseas (Dublin)
1
2012
2013
2014
2015
Page 77
SPONSORSHIP POST EVENT REPORT
2010/2011
Event Name:
Riverland Wine & Food Festival
Event Date:
13 – 16 October 2011
 Major Event Sponsorship
 Regional Events & Festivals Program
 Community Events Development Fund
(Please tick appropriate box)
Post event reports must be completed and returned to
Events South Australia within 8 weeks of the conclusion of the event.
OFFICE USE ONLY
Date Report Received
Notes
Signed
Page 78
SPONSORSHIP POST EVENT REPORT
Events sponsored by Events South Australia are required to submit information relating to the
expenditure generated by the event at the community level and, where applicable, State level. In
particular Events South Australia requires a measure of the total new money that enters the State, and
where appropriate the host region, which would not have entered had the event or festival not been
staged i.e. the dollars spent within the region by visitors from outside of the region who came to the
region because of the event and dollars spent within the region by the festival or event organiser using
funds generated outside the region. The information you provide is vital for our analysis of funding
programs and assists us to determine potential event growth and opportunities. If this report is not
completed in full, your event may risk ineligibility for future funding.
The required information may be sourced from box office and other internal records and from surveys of
event patrons and participants.
Please review the data requirements outlined below and plan how the information might be
collected well in advance of the event.
If a survey of the event patrons is to be conducted a budget should be allocated for data collection or
alternatively a source of volunteers identified to undertake survey interviews. Generally a survey of at
least 200 event patrons is recommended. This should be considered a minimum and in deciding on the
sample size consideration should be given to what proportion of those surveyed are likely to be event
specific visitors who represent new spend to the state or region and ways to ensure an adequate number
of event specific visitors are sampled. Student assistance may be available through TAFE or University
tourism courses for this purpose.
The Research Unit at the South Australian Tourism Commission can provide further information
regarding event evaluation. Please contact Pauline Coates on (08) 8463 4638.
This report must be completed no later than 8 weeks after the conclusion of the event.
Once completed, please send ONE hard copy of the full report and attachments to:
Business Development Manager
Events South Australia
GPO Box 1972
ADELAIDE SA 5001
And an electronic copy of this document and any supporting documents to:
[email protected]
Page 79
Associated Documentation attached:







Riverland Wine & Food Festival Questionnaire
2011 Budget
Market Research/ Postcode data
Fuller PR Report
Marketing Plan
Poster/program PDF
2011 Stallholder debrief
Page 80
EVENT DETAILS
Event name
Riverland Wine & Food Festival
Event date(s)
13 – 16 October 2011
Organisation name
Riverland Wine Industry Development Council
Organisation registered business address
PO Box 444, Loxton SA 5333
Contact person Amy Martinson
Contacts title/role
Event Manager
Phone 1
0458 550 258
Phone 2
08 85953183
Email
[email protected]
Website
www.riverlandwineandfoodfestival.com
(hm)
Tourism Region
Riverland
Local Council(s)
Berri Barmera, Renmark Paringa, Loxton Waikerie
Total Sponsorship Amount Granted
$20,000
I confirm to the best of my knowledge that the information contained in this post event report is accurate
and that Events South Australia sponsorship funds have been used for the marketing of this event as per
the sponsorship agreement.
Signed
Print Name
Date
Amy Martinson
11 November 2011
Page 81
RESEARCH & STATISTICS
1. Was there any formal market research undertaken for this event?
If so, please provide detail as to who undertook this research, when/how it was done, reports
produced, etc. Please forward a complete copy of any research reports with this document to
Events South Australia.
Volunteers of the Berri Visitor Information Centre completed surveys representative of 20% of
overall attendances at the main event held on Saturday. Refer to Associated Documentation for
copy of the Riverland Wine & Food Festival Questionnaire and Market Research & Postcode
Data.
2. Please summarise the ticket breakdown for the event(s)
The following table represents data collected from the
Berri Resort Hotel Riverland Wine & Food Festival MAIN EVENT
Total tickets
Max
Tickets
sold inc.
Ticket Type
capacity
pre sold
pre sold
General Admission –
2000
200
1404
Adult
Concession
Child
Unit value
Total
revenue
$20
$28,080
-
-
-
-
Corporate/Sponsors
20
-
16
-
-
Complimentary/Media
10
-
5
-
-
Early Bird /Discounted
-
-
-
-
-
Stallholders/contractors
84
-
84
-
-
2105
-
1509
-
$28,080
TOTAL
The following table represents data collected from ticket sales and gross sales on the day at other events
held as part of the weekend festival.
Max
capacity
Pre
sold
tickets
Total
tickets
sold inc.
pre sold
Unit
value
Total
ticket
sales
Sales
on the
day
Total
Revenue
Nippy’s Chefs of the
Murray
120
120
120
$130
$15,600
-
$15,600
Winemaker for a day
12
-
-
$150
-
-
-
Riverland Farmers’
Market
-
Free
event
600
p/codes
recorded
-
-
-
-
Wilkadene Station
150
20
90
$25
$2,250
$1,300
$3350
Banrock Station
200
Free
event
170 meals
-
-
$5,000
$5,000
919 Wines & Tapas
50
34
34
$35
$1,190
$630
$1820
Other Events
Page 82
Illalangi Feast of the
Senses
80
65
65
TOTAL
612
239
309
$85
$5,525
$700
$6,225
$25,565
$7,630
$31,995
3. Provide the number of day trip and overnight visitors who attended the event. (Given that an
individual visitor may attend more than one ticketed activity at an event, the total number of
visitors may be less than the total number of attendances).
Day Trip attendances in the table below are representative of the total number of attendees from
postcodes collected at the gate, and assume overnight attendances from non-local attendees.
Refer to Associated Documentation/ Market Research & Postcodes for data around average
length of stay and preferred accommodation style.
Local residents
SA Residents
(ex local residents)
Interstate Visitors
International Visitors
Total Attendances
Day Trip
attendances
938
Overnight
attendances
-
% of Total
427
427
30%
38
1
1404
38
1
466
2.7%
0.07%
32.7%
0%
Please detail how many of these attendances were participants/officials/other accredited people
associated with the event.
The above table is representative of the total number of tickets sold. Refer to the table in
Question 2 around number of attendances by participants, contractors, sponsors & media.
4. Outline what proportion of visitors from interstate and overseas
a. Visited South Australia specifically to attend your event
b. Were visiting South Australia already but extended their stay to attend the event
c. Were visiting South Australia already and did not extend their stay
Information specific to the table below was not obtained however data from attendees surveyed
refer to Associated Documentation/ Market Research and Postcodes revealed 44% of visitors
came specifically for the event, 35% were visiting friends and family and decided to attend the
event while they were here, 11% were already in the region on holiday and 10% for work and/ or
other reasons.
Visited South
Australia
specifically for
the event
Overseas
Visitors
Interstate
Visitors
Extended stay
in South
Australia to
attend event
Were already visiting
South Australia and
did not extend stay
TOTAL
-
-
-
-
-
-
-
-
5. Of those visitors that extended their stay, on average how many extra days did they stay
because of the event?
Data was not obtained around extended stays and or specific to interstate and or overseas
visitors however lengths of stays in the region were recorded refer to Associated
Documentation/Market Research and Postcodes; which revealed 18% of people stayed in the
region at least 1 night, 55% stayed 2 nights, 8% 3–4 nights and 17% stayed 5 or more nights.
Page 83
Anecdotal evidence from the Berri Riverside Caravan Park also suggests visitors already in the
region decided to increase their length of stay by up to 2 nights to especially attend the festival.
The park operated at full capacity.
6. On average, for how many nights did overnight visitors stay in the local area and elsewhere in
South Australia? If known, please specify length of stay separately for South Australian,
interstate and overseas residents.
See question 5.
7. How were these attendance figures derived?
Market Research collected during the event.
8. What was the estimated economic benefit the event provided to:
a. State of South Australia
$ 29,000 (expenditure outside the region only)
b. Tourism Region/Riverland
Min $220,000
9. How was this amount derived?
Refer to Associated Documentation/ 2011 Budget. Gate takings generated $28,080.
Refer to Associated Documentation/ Market Research & Postcodes/Stallholder Takings. Data
showed the average gross takings on the day were $3,736 (x 14 sites = $53,304).
Refer to Associated Documentation/ 2011 Budget. Data showed merchandise totalled $1600.
Refer to figures in this report as part of the Financial Information. Expenditure generated by the
event inside the region totaled $53,770. Note the figure excludes additional expenditure by other
events participating in the programming and could be estimated at a further $10,000.
Refer to Question 3 around overnight attendances. Assuming half of the 466 overnight visitors
stayed a minimum of two nights (as indicated in the Market Research collected) at $124 per
night the estimated economic benefit to the region could be estimated at $57,784. Note the
figure excludes incident costs around petrol and food.
Refer to Associated Documentation/market Research/RW&FF Snapshot. Data revealed gate
takings generated $8,812 and sales on the day $7,630
10. Please provide any further research and or statistics/ comments you think are relevant.
For example:
Refer to Associated Documentation/ Market Research and Postcode in answer to these
questions.
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Where your target market/event attendees live
Age group
How attendees heard about the event
Why they chose to attend the event
Was the event the main reason for their visit to the area
Have they been to the event previously and if so how many times n/a
Will they return to the event again/recommend it to others n/a
How many people are in their group n/a
Accommodation type
Travel method n/a
Approximate spend
Page 84
MARKETING & PR INFORMATION
1.
Describe the target market for your event?
Local residents
Returning Riverland residents
Adelaide residents
Regional SA residents
2.
How did you communicate your message to the target market?
A number of strategies were undertaken to reach our target markets including social media,
marketing collateral (posters/ program/ distribution outside the region), professional public
relations campaign & media famils, website and print advertising in regional papers and
selected wine, food and lifestyle magazines.
3.
Summarise the extent of local, national and international PR media exposure achieved by the event.
Where possible, please include number of articles/items and approximate value of articles/items.
Please provide examples such as clippings, footage, etc.
Refer to Associated Documentation for full report around PR campaign by FULLER.
Media
Type
Local
no. of
articles
Local
approx
value
Intrastate/
Adelaide no.
of articles
Intrastate
approx
value
National
no. of
articles
National
approx
value
TOTAL
no. of
articles
TOTAL
approx
value
Print
36
$5,000
6
$10,000
4
$1500
46
$16,500
Television
2
WIN
News
$2,000
-
-
-
-
2
$2,000
Radio
14 ABC
$2,000
5
$1,500
-
-
19
$3,500
Online
3
$1500
9
$5,000
1
$500
13
$20,500
TOTAL
55
80
42,500
20
5
4.
Was your event broadcast on any television stations? If so, please provide details and copies of
footage if available.
N/A
5.
What elements of the marketing plan (TV advertising, website, competitions, etc.) worked well and
what would you change for the next event?
The newly created website provided a central point of contact for visitors and local operators to
obtain information around the event. It also provided visitors to the region an opportunity to help plan
their trip and book online tickets. Refer to Associated Documentation for FULLER PR Report around
no. of website hits. Data also showed 14% of attendees booked online for the first time this year with
that figure expected to grow, as online booking becomes an intricate part of Australian culture.
The public relations campaign & media famils were effective in building relationships between
organisers and media outside the region in the hope of generating future publicity around the event.
It also generated an approximate $42,500 in exposure for the event.
It is believed Social Media was effective in communicating with ex Riverland residents (aged 21 – 30
years) and encouraging them back to the region for the event.
Page 85
Organisers have identified areas of growth next year include downloadable stallholder forms from
the website and ensuring major search engines find our website as part of simply word searches.
6.
Please provide details of all marketing material that included Events South Australia
acknowledgement, branding or logo placement. This includes the ‘Adelaide Australia’ and ‘South
Australia. A Brilliant Blend’. Include examples if available.
Posters and programs, website.
7.
What strategies did you apply to promote South Australia as an attractive destination for visitors?
8.
Did you register for your event with the South Australian Tourism Data Warehouse (SATDW)?
Yes
9.
Please attach copy of your final marketing plan used for the event to this report.
Page 86
SPONSORSHIP BENEFITS & AGREEMENTS
1. How many branded signage items did your event utilise and where were they located?
If possible, please provide pictures.
Type of Sign
Number Used
Location
Adelaide Australia
2.4m x 0.9m corflute signs
Adelaide Australia
A-Frame foam signs
South Australia. A Brilliant Blend.
2.4m x 0.9m corflute signs
4
At the entrance of the Main Event
2. How many event tickets were provided to Events South Australia?
Ticket Type
e.g. General
Admission
General Admission
Number of Tickets
Ticket Value (each)
Total Ticket Value
5
$10.00
$50
2
$20
$40
TOTAL
2
$20
$40
Note: Please include all ticket types, such as general admission, corporate, VIP, exclusive functions,
parking passes, etc.
3. Did the event achieve the ‘Key Indicators of Success’ as detailed in your Sponsorship
Agreement? Please provide as much detail as possible.
The following objectives were identified by key stakeholders and are agreed to as the basis for which
the success of the event is to be measured.
•
Financial Viability
The event made a profit for the first time since its inception in 2002 and is largely attributed to
equal financial support by key stakeholders and commercial approach to running this event.
•
Regional Inclusiveness
While a commercial approach to this event was crucial to its financial viability; key stakeholders
maintained a strong emphasis around engaging local community including stallholders,
contractors, entertainment, volunteers and merchandise.
•
Increased Visitation
Increased visitation was not achieved however data collected showed visitors from outside the
region was comparable to previous years making up one third of attendances. The following
reasons have been attributed to marginally lower attendances:
o Rebuilding year after last year’s cancellation
o It was the last weekend of school holidays; locals still returning from holidays
o Other major events were held in the region that weekend including the Renmark Rose
Festival and Barmera Sheep Dog Trial
o Perceptions around early weather forecasts for rain and wind
o Different approach around marketing i.e. social media and public relations rather than
mainstream mediums such as TV and radio
Page 87
•
Economic stimulus within the region
Refer to Financial Information and Question 8/ Research and Statistics in this report. Note
information only pertains to the main event and ticket sales only from other participating events.
•
Increased brand recognition of regional producers, processors and enterprises
Refer to Associated Documentation/ FULLER PR Report. Media coverage received outside the
region, which specifically mentions individual local producers, processors and enterprises
suggests increased brand recognition and or awareness has been increased.
Page 88
FINANCIAL INFORMATION
1. How were the sponsorship funds used for the event? Please provide as many examples as
possible.
Refer to Associated Documentation/ 2011 Budget and Marketing Plan.
2. Please specify the sources and total amounts of event income. Please also specify the
percentage of event income sourced from outside the local area, i.e. ticket sales to visitors,
grants from the Commonwealth Government or State Government for regional areas.
Event Income
inside the region
Event income from outside
the region
Box office – ticket sales
$18,760
$9320
Sponsorships
$14,000
-
Grants – Comm. Govt.
-
-
Grants – State Govt.
-
20,000
Grants – Local Govt.
$5,000
Other subsidies
$17,500
Event merchandise
$1600
Other income/key stakeholders
$30,000
Total Income
$86,860
$29,320
3. Please provide a breakdown of event-related expenditure. Where possible, please also
specify the percentage of event expenditure that occurs within the local area.
Performers/Competitors
Construction/hire
Marketing
Salary/wages
Travel
Administration
Event Expenditure
inside the region
Event Expenditure outside
the region
-
$3,450
$22,243
-
$4256
$13,932
$20,884
-
Inc. in Event Manager
salary/wages
Inc. in Event Manager
salary/wages
$7,186
Insurance
Other expenditure
$6387
$4,673
Total Expenditure
$53,770
$29,241
4. Please attach a complete income and expenditure statement for your event.
Page 89
OTHER
1. How did the event measure against your expectations? What would you change for the next
event? Please provide details.
2. Was your event nominated for any awards? Please provide details.
N/A
Page 90
CHECKLIST
Before submitting your Post Event Report please ensure that you have undertaken the following:
 Discussed any elements of your Post Event Report that you are unsure about with your Events
South Australia contact
 Completed all sections of the Post Event Report
 Attached a copy of your final marketing/PR plan
 Attached a complete income and expenditure statement for your event
 Attached a copy of all PR, marketing material and/or signage that included ‘Adelaide Australia’ or
‘South Australia. A Brilliant Blend’ references, branding or logo placement
 Attached a copy of any market research or data collected at your event
 Retained a copy of the Post Event Report and all of the above for your records
 Send one hard copy of the complete Post Event Report and all supporting documents to:
Business Development Manager
Events South Australia
GPO Box 1972
ADELAIDE SA 5001
Page 91
11.4
Korean Veterans Interpretive Project
REF:
OFFICER:
7.41.5
CDO
Yes
Strategic Links:
(2) Objective:
Yes
Ec9,CS3, CS5, CS6, CS10
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
Korean Veteran Memorial
$15,000
Nil
RECOMMENDATION:
That Council endorses and support (as requested) the installation of a monolith at the
Berri Marina, site option two, to recognise the soldiers lost during the Korean conflict.
REPORT:
The Korea & South East Asia Forces Association of South Australia – Riverland Sub-branch
approached Berri Barmera Council, in September 2009, to assist them in their plans to
commemorate the 60th anniversary of the commencement of the Korean war. One symbolic
activity that they wished to make the centre-piece of these activities was the planting of 339 native
trees/shrubs (a tree for each Australian who gave their lives during this peacemaking deployment).
In its December 2009 meeting Council agreed on the following recommendation:
After considering numerous sites, the size required for such a significant planting and the desire to
locate to an accessible public place, the Korea & SE Asia Services committee asked to be
involved with future planning for works associated with the proposed concept using the north side
of the Berri Marina.
The committees focus had shifted from having a number of trees/shrubs, to creating a peaceful
place of contemplation. The aim is to develop a Veterans Memorial Pathway, with native shrubs
and seating, that was inspired by a similar pathway that can be found behind the States
Government house. Their plan was to add value to the proximity of the Vaughan Tce Veterans
Memorial by creating some interpretive signage adjacent proposed seating along the path or
boardwalk that will in the future link the existing Riverfront path with the Lion’s Martin’s Bend
Walking Trail.
In its August 2010 meeting Council passed the following motion:
MOTION: (2331/10)
(1) That Council endorse the construction of memorial seating and
interpretative signage along the northern side of the Berri boat ramp by
the Riverland Sub-branch of Korea & South East Asia Forces
Association of South Australia, subject to approval of concept plans
and funding.
Page 92
On June 27th 2010, surviving Korean Veterans and the general public had a small memorial
service at the Marina site and endorsed the future plans.
Council then submitted an application, on behalf of the KSEAFA(SA), to the ‘Saluting their Service’
Program for $3000 but was only successful in securing $1025. The Association was therefore
asked to consider revising their plans and design some interpretive signs for use along the future
marina path.
The group has now submitted a request to install a monolith memorial, approximately 1.6m tall
into a small garden bed as a component of the original plans (see attached). A site visit with the
CDO and MIS identified two possible locations for such and the site maps are attached. Site
option two is considered to be the preferred site of Council staff, with the land area requiring less
works than option 1.
The group will fund the plaque and monolith from the funds received and their own account but
has asked for support in preparing the site and installation of the garden. They will look at other
components of the project, such as seating, further into the future.
Page 93
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Page 96
11.5
Medical Bus Upgrade
REF:
OFFICER:
17.65.1
CDO
No
Strategic Links:
(2) Objective:
Yes
CS10
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Yes – upgrade not included in budget
Medical Bus
$Nil
Nil
RECOMMENDATION:
That Council approves the capital expenditure of $11,500 for the installation of a wheelchair
lifter into the Riverland Medical Bus.
REPORT:
Subject Detail:
Significant funds have been contributed in the past few months by the community towards the
medical bus, in fact in the past 3 months the following donations have been made:
• Waikerie Intercare ($2000)
• Riverland Friendship Fellowship ($135)
• Berri & Barmera Seniors Christmas Parties ($575)
• Barmera Monash Bingo ($375)
• Palms Bingo ($750)
• Pacemakers Bingo ($1000)
In the preceding months several discussions have concentrated on the lack of wheelchair/mobility
supported transport and the possible options to borrow other agencies vehicles, when we require.
Although this has resulted in options for local transport needs, due to the early departures and
often late returns of the medical bus, the arrangements create many more logistical issues, with
many agencies peak usage times being concentrated earlier and later in the day.
Ensuring that all our community members have suitable access to suitable transport services to
meet their needs is a priority target from the strategic direction of the Riverland Community
Transport scheme and this upgrade would allow for a broader range of clients to receive support.
It must be noted that the installation of the lifter will reduce the normal operating passenger
capacity of the vehicle from 10 to 9 but will allow for easy rear access for clients who may
currently find it difficult to traverse the steps. The conversion will then also allow for the transport
of one wheelchair with 5 other clients.
On the busy days where more seats may be required, there is the capacity to send an additional
Page 97
vehicle to Adelaide with our diverse fleet including 4, 8 or 12 seater options with the ability to also
secure 16 and 22 seater vehicles on loan or hire from other agencies. These options have been
used on a few occasions this year and have proven to be cost effective due to larger number of
contributions received due to increased total passenger numbers.
It is proposed that Council install a wheelchair lifter in the medical bus to increase the flexibility in
providing transport for the mobility impaired. The cost of this conversion has been quoted at
$9,986 for the wheelchair lift and a further $1500 for modifications to luggage cage
Page 98
11.6
YMCA Bimonthly Operations Update
REF:
OFFICER:
17.65.1
CDO
Provided separately
Strategic Links:
(2) Objective:
Yes
Ec9,CS3, CS5, CS6, CS10
Budget:
(1) Impact:
(2) Description:
(3)
Allocation:
(4)
Expenditure to date:
No
(a) Barmera Recreation Centre - YMCA
(b) Swimming Centre - YMCA
(a) $59,378
(b) $93,636
(a) 29,800
(b) $44,992
Report provided for Information only
REPORT:
Subject Detail:
Barmera Recreation Centre
•
Operational Report and financial reports for October have been submitted and have
been distributed separately - Highlights
o Positive cash flow for October
o YTD budget deficit has improved, still expected to continue positive trend over
next quarter
o Numbers continue to improve with October out performing previous months
o Boxing and Soccer now have regular attendances
o New Cardio equipment has arrived
o Growth in membership continues to improve
•
The spilt system air-conditioning has just been installed into the group fitness room
Berri Swimming Pool
•
Security System faults have been creating an excessive number of false alerts, the
issue is being addressed by the installers
•
The weather has not yet been conducive to high public entry numbers.
•
School numbers and DECS programs are improving in numbers.
•
The large inflatable ‘playground’ is providing to be a hit amongst users
Page 99
12:
INFRASTRUCTURE SERVICES:
12.1
INFRASTRUCTURE SERVICES REPORTS:
RECOMMENDATION:
That Infrastructure Services Reports numbered 12.2 to 12.5 inclusive be received and
contents noted.
12.2
Waste Management
REF:
OFFICER:
14.36.1
MIS
No
Strategic Links:
(2) Objective:
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
For Council information only
REPORT:
Subject Detail:
Council has engaged the services of One World Environmental Solutions to assist in the area of
Waste Management. Geoff Johnston the Managing Director is a former Council CEO, managed
East Waste and Cleanaway. His company is Adelaide based and works throughout Australia, New
Zealand and Saudi Arabia.
Recent works have included the waste management strategy and implementation for Mid Murray
Council including their Transfer Station designs and new Landfill that will be constructed at
Cambrai. They also have completed work for City of Playford, City of Salisbury, Fleurieu Peninsula
Subsidiary, Tatiara District Council and District Council of Elliston. Geoff is also working with
Renmark Paringa Council to identify best practice solutions for their Waste Disposal paths.
He has a good rapport and working relationship with the EPA and has already established a
meeting with them on Friday 16 December 2011 to discuss some options he has identified from a
recent site visit.
His experience along with practical outcomes will be of great benefit to the Berri Barmera Council
to create and implement an agreed Waste Path for Council in the most cost effective option
available with up to date industry practices.
Page 100
Council is also confident with a change to the Landfill Footprint with the discovery of an old Monash
Waste Management Plan from 1990 which indicates a larger area of waste than first thought.
I will provide more information at the Council Meeting to inform Elected Members regarding the
meeting with the EPA.
Page 101
12.3
Adelaide Crows visit - 2012
REF:
OFFICER:
14.36.1
MIS
No
Strategic Links:
(2) Objective:
N/A
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
RECOMMENDATION:
For Council decision.
REPORT:
Subject Detail:
The Adelaide Football Club have requested to undertake an AFL Community Camp in February 2012.
The Crows Players will conduct training sessions at the Berri Oval and make School and Community
visits on the 16th and 17th.
The Adelaide Football Club have suggested a Civic Reception to include the Coach, Captain, RFL,
Riverland Crows Supporters Group Leaders and invited guests on the 16 February 2012 at 1.00pm.
Page 102
12.4
Plant & Machinery – purchase of trailer
REF:
OFFICER:
MIS
Yes
Strategic Links:
(2) Objective:
N/A
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
RECOMMENDATION:
That Council purchases a three axle tipping dog trailer.
REPORT:
Subject Detail:
Council has since March 2008 hired a 3 axle dog Tipper Trailer to tow behind one of its bogie tip trucks.
In this time, it was mainly utilized when Council undertook its annual Road Resheeting. The trailer has
proved to be cost effective in its operation and so, has been used in other areas when needed.
Over the past six months, Council has been carting large quantities of fill to the Monash Landfill to cover
the daily waste, and as you are aware Council has taken over the Monash Landfill and will over the next
5 years be progressively capping the site.
As Council will be increasing the use of the trailer, I would suggest Council either purchase this trailer,
which we have been verbally told, would be $10,000 or purchase another trailer similar.
Attached is a valuation and condition report of the current hired trailer from Morrellis Allweld, noting that,
in my opinion the repairs could be left for a period that better suits Councils work plans.
To date from March 2008 to present Council has expended $20,180 on hire rates.
Page 103
12.5
Barmera Town Beautification Committee – Minutes of Meeting held 8th December 2011
REF:
OFFICER:
9.14.1
MIS
Yes
Strategic Links:
(2) Objective:
N/A
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
N/A
N/A
$-
RECOMMENDATION:
1: That the Minutes of the Barmera Town Beautification Committee Meeting held on 8th
December 2011 be received.
REPORT:
Subject Detail:
The minutes of the meeting of the Barmera Town Beautification Committee held on 8th December 2011
are attached at appendix.
Page 104
MINUTES OF A MEETING OF THE BARMERA TOWN BEAUTIFICATION COMMITTEE HELD ON
THURSDAY 8th DECEMBER 2011 COMMENCING AT 6.00PM BARWELL AVENUE, BARMERA (near
sculptures)
1:
PRESENT:
Mayor Peter Hunt, Crs Vicki Beech, Rhonda Centofanti, Trevor Chapple, Mike Fuller, Mr Kevin
Dunstone (Chairperson), Greg Perry, Murray Harvey, Margaret & Robert Drogemuller, Barb Scudds,
John Spriggs, Ann Berriman, Dari Bojovic, Peggy Germein, Anne Irwin, Corrina Siostrom, Chris
Wutke, Cynthia Harvey, Graham Nitschke, John Berry, Sheona Boase and Robyn Downer
2:
APOLOGIES: Kevin & Kaye Stead
3:
PRESENTATION:
Mark Chiles and Family were presented with plaque by Mayor Peter Hunt
in appreciation for the donation of the Barwell Avenue Sculptures.
NOTE: The Barmera Beautification Committee meeting was adjourned to move to the Barmera
Library and Information Centre, Barwell Avenue, Barmera
The Barmera Beautification Committee meeting reconvened at the Barmera Library and
Information Centre, Barwell Avenue, Barmera
4:
CONFIRMATION OF MINUTES:
Minutes of Meeting held 13 October 2011.
RECOMMENDATION TO COUNCIL: (BATBC 19/11)
That the Minutes of the Barmera Town Beautification Committee held on 13 October 2011 be
taken as read and confirmed, and referred to Council for adoption.
5:
BUSINESS:
5.1
Hills Street Reserve, Barmera
Attached is an aerial plan of the site. This parcel of land on Hill Street has been set aside as
a buffer reserve to the adjacent industrial zone to the east.
Council decided at its November Meeting to ask the Barmera Beautification Committee for
some suggestions for the said reserve area.
Murray Harvey to look at a plan.
5.2
Nookamka Terrace West Entrance
Plan was sent to Department Planning, Transport, and Infrastructure for approval.
5.3
Budget
No monies used as yet.
Minutes – Barmera Town Beautification Committee –8th December 2011
6:
5.4
Projects
Nil
5.5
Flag Pole
Placement of the pole needs to be discussed after further consultation. Suggestion was
made that it be placed on the southern side of pine trees with an up light.
5.6
Cactus Farm
Area to be marked out to grade and then spray for couch until dead, eastern side of
Langdon Terrace and Ritchie Street.
5.7
Nevatire Civil letter
Corrina to send a letter of appreciation to Phil Tornow of Nevatire Civil for the left over
concrete, which was used for the sculptures on the Lakefront.
5.8
Main Street Music
Ron Haynes and George Tastanellis to look at music for Barwell Avenue, Barmera.
5.9
Bin Surrounds
Greg advised that we are still waiting on the concrete slabs for the bins to be placed on.
CLOSURE & NEXT MEETING DATE:
The meeting closed at 6.50pm.
Next meeting to be held on Thursday 9th February 2012 at 6:00pm
Confirmed:
DATE:
Page 105
, 2011
CHAIR: …………………………………..
K. DUNSTONE
Page 14
Page 106
13:
ENVIRONMENTAL SERVICES:
13.1
ENVIRONMENTAL SERVICES REPORTS:
RECOMMENDATION:
That Environmental Services Reports numbered 13.2 to 13.11 inclusive be received and
contents noted.
13.2
Major Projects Update
REF:
OFFICER:
Various
MES/MP
No
Strategic Links:
(2) Objective:
Yes
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
various
Report provided for information only
REPORT:
Subject Detail:
13.2.1 Barmera Boat Ramp
The progress of the Barmera Boat Ramp has been slowed due to the issue with the pouring of the
concrete which has now been removed. The re-pouring of the concrete is now due to be completed
by the end of the week ending 16 December with the installation of the pontoon to occur once this
is completed. The car park and turn around area have had compaction testing undertaken and will
be ready for sealing once the kerbing has been completed on the upper car park. Completion is still
anticipated prior to the January skiing championships.
13.2.2 Bonney Theatre Upgrade
Council has recently received the final specification documents for the first stage of the Bonney
Theatre upgrade. These will be put out to tender next week and include works to the main
entrance, toilets and roof.
Page 107
13.3
Development application 752/177/11 – Lot 12, Thiele Road, Loveday – Variation to Land
Management Agreement
REF:
OFFICER:
3.71.4
DO-P, MES
Yes
Strategic Links:
(2) Objective:
Yes
Our Economy – Objective 5
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
N/A
RECOMMENDATION:
Council consents to a variation to Part 3(j) of the Land Management Agreement in respect of
Lot 12, Thiele Road, Loveday, accepting that the dwelling proposed via Development
Application 752/177/11 utilises galvanised iron cladding and roofing.
REPORT:
Subject Detail:
Council has received Development Application 752/177/11 to establish a dwelling at Lot 12, Thiele
Road, Loveday. The subject land is on the corner of Thiele and Slaughter Roads.
The land is subject to a Land Management Agreement (LMA) pursuant to section 61(6) of the
Planning Act 1982, between DC Barmera and the developer of the land. The LMA represents a
surrogate form of development control, put in place prior to the establishment of Development
Plans under the Development Act 1993. Prior to this date, Development Plans did not recognise
rural areas. The LMA does not have a sunset clause, meaning that despite the greater controls
provided by the Development Plan, the LMA is still valid.
Notwithstanding this, the LMA provides guidance for owners of the land in terms of how the land is
managed, and the types of development that are envisaged. The LMA provides Council with surety
in ensuring that the land is not cleared and is responsibly managed.
The agreement was established pursuant to an application for sub-division of the land, in 1990.
The LMA in part provides conditions for dwellings to be erected on the land. Part 3(j) of the LMA
states:
Where a dwelling is proposed to be erected on the subject land it should utilize materials and
finishes reinforcing the rural living character of the locality and require low maintenance. Highly
reflective materials such as galvanized iron shall not be used.
A shed was approved on the land via development application 752/123/08 by the previous owner,
of Colorbond type materials. The current owners wish to erect a dwelling on the land, which utilises
galvanised iron as cladding for both the external walls of the dwelling, and for the roofing.
Page 108
The land is heavily vegetated with remnant native vegetation. The dwelling is unlikely to have a
detrimental effect on the amenity of the locality, as it is proposed to be located behind the native
vegetation. The proposed dwelling has a skillion roof line. Plans of the proposed dwelling are
attached at appendix for members information.
Councils Development Plan discusses the following objectives and Principles of Development
Control:
Objective 1 of the Design and Appearance module:
Development of a high architectural standard that responds to and reinforces positive aspects of
the local environment and built form.
Principle of Development Control 1 of the Design and Appearance module:
The design of a building may be of a contemporary nature and exhibit an innovative style provided
the overall form is sympathetic to the scale of development in the locality and with the context of its
setting with regard to shape, size, materials and colour.
Principle of Development Control 19 of the Design and Appearance module:
Development should be compatible with the character of the existing buildings in the locality and
exhibit a high standard of design and external appearance which takes into account the scale,
mass and siting of the buildings, the materials to be used (including their texture and colour) and
elements of building detail.
The design of the dwelling is innovative and is sympathetic to the surroundings. Its erection
requires the removal of very little native vegetation on the land, as it is to be located on an area
that is degraded and has been cleared. The owners are keen to retain and thicken plantings with
vegetation endemic to the area. They have already undertaken a clean up of the land and removed
old car bodies and scrap materials, since recently taking ownership of the land.
View towards Slaughter Road from the site
Page 109
The site of the proposed dwelling
Council has clearly identified its wish to support rural and country living in our area. The owners are
new to the area, having moved recently from Queensland and this application represents an
outcome that is clearly envisaged, both by the Strategic Plan and the Development Plan.
The MES and DO-P undertook an inspection of the land on 13 December. Given the location of the
proposed dwelling, and that the proposed development is supported by the provisions of the
Development Plan, we have no hesitation in recommending to Council that this portion of the LMA
is varied in this instance.
Page 110
Page 111
Page 112
Page 113
Page 114
25000
2500
2500
Page 115
NOTE : ALL STORMWATER OVERFLOW
TO BE CONTAINED ON THE SITE.
OVERFLOW TO BE DIRECTED A MIN. OF
6.00met. CLEAR OF ALL BUILDINGS TO
A LOWER CONTOUR.
NEW 3300 LITRE PRECAST
CONCRETE SEPTIC TANK WITH
LIDS RAISED TO SURFACE
PROPOSED SOAKAGE
TRENCHES 54met.sq.
PROPOSED
DWELING
FFL 99:400
L
15.35met.
S
PROPOSED 50,000Litre
RAIN WATER STORAGE
A
U
PROPOSED
WC
G
2160
H
T
E
R
EXISTING SHED
FFL 100:000
PROPOSED
SOAKAGE
AREA 54met.sq.
PROPOSED
3300 L. SEPTIC
16.25met.
20.45met
R
Y
A
D
ETSA
O
9m
2.0
14
EXISTING SHED
FFL 100:000
R
DA
UN
et.
40.85m
U
BO
BO
et.
50m
RY
41.
A
ND
PROPOSED
DWELING
FFL 99:400
m
47
0.
27
et.
m
0
51.4
WATER
SCALE 1 :500
EXISTING
GATE
67m
BO
UN
DA
RY
250.
Y
R
NDA
BOU
60
.69
m
T
H
I
E
R
L
O
A
D
E
EXISTING
DRIVEWAY
SCALE 1 :1250
Page 116
Page 117
13.4
Allotment 201, DP 54475 Barmera – Riverland Field Days site and proposed site Riverland
Motorsports facility
REF:
OFFICER:
16.2.1, I111202-2339
MES
Yes
Strategic Links:
(2) Objective:
Yes
Our Economy – Objective 9
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
N/A
RECOMMENDATION:
That Council advises the Minister that it is prepared to take care and control of a portion of
Allotment 201, DP54475, Sturt Highway Barmera for the purposes of a sub-lease to the
Riverland Motorsports Club for the establishment of a drag strip and driver training facility.
REPORT:
Subject Detail:
The Riverland Motorsports Club were granted Development Plan Consent on 14/10/2010 to
development application 752/253/09 to establish a motorsports complex comprising a 1600 metre
drag strip, return chutes, roadways, staging area, burn out and skid pan, 2 soundproofing mounds,
a spectator mound, stormwater swales, detention basin, PA system, internal signage and driver
education facilities. It is proposed that this development is located on a portion of allotment 201,
DP54475, Sturt Highway Barmera. This land is owned by the Crown and is currently under the
dedication of the Minister. It is proposed that the portion of Allotment 201 is merged with the
adjoining Allotment 200, the site of the Riverland Field Days, which is leased on a long term basis
to the Field Days committee.
In order for the development to go ahead, Council needs to indicate to the Minister that it is
prepared to take care and control of the land. Subsequent to the dedication the land can be
subleased to the Motorsports Club. Whilst the Minister has not yet consented to the rededication, a
recommendation is required to support the rededication.
Documentation outlining the conditions of dedication is attached for members reference.
Page 118
Page 119
Page 120
Page 121
Page 122
Page 123
Page 124
Page 125
Page 126
13.5
Berri Barmera Development Plan
REF:
OFFICER:
3.71.7, I111201-3726
MES/MP
No
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
N/A
REPORT:
Subject Detail:
I have pleasure in advising Council that the new Development Plan was gazetted on 1 December
2011. Copies of the new Development Plan are available on line at www.planning.sa.gov.au, or
from Council.
The development, consultation, adoption and finalisation of the Development Plan has been a
lengthy process and I thank Council for its patience and leadership during this time.
I especially recognise the efforts of Council’s consultant, David Altmann, during this process. David
was first engaged in 2009 to undertake an internal review paper, which then developed into the
Amendment process on a regional basis in conjunction with the Riverland Futures project and other
Riverland Councils.
Page 127
13.6
Barmera United Soccer Club – Use of Bruce Oval
REF:
OFFICER:
16.36.1, A396
CEO, PO
No
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
RECOMMENDATION
1. The Barmera United Soccer Club be granted a 20 year community partnership lease,
over the portion of Bruce Oval that was utilised by the former Riverland Greyhound
Racing Club, in accordance with the Asset Management Committee Meeting held on the
13th September 2011, items 5.2 (B) 1-3 inclusive.
2. The Mayor and Chief Executive Officer sign and seal the lease documentation of former
Riverland Greyhound Racing Club site to the Barmera United Soccer Club.
REPORT:
Subject Detail:
The Barmera United Soccer Club (BUSC) is proposing to utilise part of Bruce Oval and the
buildings previously leased by the Riverland Greyhound Racing Club (RGRC) as a home ground
for soccer in Barmera.
BUSC has financial and membership strength combined with community support and is aiming to
bring soccer back to Barmera.
Page 128
13.7
Berri Parking Audit
REF:
OFFICER:
20.37.1
MES/MP
No
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
RECOMMENDATION
1. That Council engage an appropriately qualified traffic engineer to undertake a car park
audit on the Berri Town Centre.
REPORT:
Subject Detail:
Car parking within the town centre has long been identified as an issue for both the businesses and
visitors to the area. Council is seeking to establish a car parking fund which as part of the
submission will require a car parking audit to be undertaken.
Information has been gathered in some instances on traffic movements; however a detailed study
can only be undertaken by having people gather details on the number of car parks and the
frequency of use during the day. This information can be gathered by individuals who can then
pass this information on to qualified people to make an assessment of, or alternatively a traffic
engineer can be engaged to undertake the gathering of the information and then perform an
analysis of the data.
Although community groups or schools can be approached to gather the data, an engineer would
still need to perform a level of assessment prior to preparing a report to support the car parking
fund proposal. It is therefore considered that although this would most likely come at a higher cost
to Council that this will be of the most benefit.
Page 129
13.8
Temporary Road Closure – Ski Racing National Championships
REF:
OFFICER:
16.6.1, 11.71.2, 20.16.1, I111130-4044
GI, MES/MP
No
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
Community Events & Road Closures
$ 27,583
$ 758
RECOMMENDATION:
The Berri Barmera Council exercises the power pursuant to Section 33 of the Road Traffic
Act 1961 and Clause ”F” of the instrument of General Approval of the Minister dated 12
March 2001 to:
1)
Pursuant to Section 33(1) of the Road Traffic Act 1961 hereby make an order
directing that Dean Drive between Whitmore Avenue and Foot Avenue Barmera, be
closed to traffic daily between:
8.00am Saturday 7 January 2012 until 8.00pm Sunday 15 January 2012 for Ski
Racing National Championships.
2)
Pursuant to Section 33 (1) (b) of the Road Traffic Act 1961 hereby make an order
directing that persons taking part in the event be exempt from the duty to observe
the Australian Road Rules relating to pedestrian behaviour.
REPORT:
Subject Detail:
A temporary road closure has been requested for activities associated with the Ski Racing National
Championship to be held between 7 January 2012 and 15 January 2012 in Barmera.
Page 130
13.9
Temporary Road Closures – Barmera Main Street Markets 2012
REF:
OFFICER:
20.16.1, I111109-3812
GI
No
Strategic Plan:
(1) Linked to Corporate Objectives: Yes
(2) Corporate Objective:
SC1
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
$ 27,583
$ 758
Annual Business Plan:
(1) Linked to Plan:
(2) Project:
No
N/A
RECOMMENDATION:
Act 1961 and Clause ”F” of the instrument of General Approval of the Minister dated 12th
March 2001 to:
(1)
directing that Barwell Avenue Barmera, between Nookamka Terrace and Pascoe
Terrace, be closed to traffic on:
Sunday 5 February 2012
Sunday 4 March 2012
Sunday 8 April 2012
Sunday 6 May 2012
Sunday 3 June 2012
Sunday7 October 2012
Sunday 4 November 2012
Sunday 2 December 2012
between the hours of 7.30am and 2.30pm, for the Barmera Main Street
Market activities.
(2)
REPORT:
Subject Detail:
Temporary road closures have been requested for activities associated with the Barmera Main
Street Market, to be held February, March, April, May, June, October, November and December
2012.
Page 131
13.10
Temporary Road Closure – Riverland Speedboat Spectacular
REF:
OFFICER:
20.16.1
GI, MES/MP
No
Strategic Links:
(2) Objective:
No
N/A
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
No
$ 27,583
$ 758
RECOMMENDATION:
Act 1961 and Clause ”F” of the instrument of General Approval of the Minister dated 12
March 2001 to:
1)
directing that Riverview Drive, Berri, between 100m east of Ahern Street and 50m
west of the Berri Riverside Caravan Park entrance, be closed to traffic daily between:
8.00am Saturday 28 January 2012 until 8.00pm Sunday 28 January 2012 and 7.00am
Sunday 29 January 2012 until 6.00pm Sunday 29 January 2012 for Riverland
Speedboat Spectacular.
2)
REPORT:
Subject Detail:
A temporary road closure has been requested for activities associated with the Riverland
Speedboat Spectacular to be held 28 January 2012 and 29 January 2012 in Berri.
Page 132
13.11 Development Section Activities
REF:
OFFICER:
9.24.1, 3.71.4, 3.71.3
DO-P, DO-B
No
Strategic Plan:
(2) Objective:
Yes
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
$-
Annual Business Plan:
(1) Linked to Plan:
(2) Project:
No
N/A
REPORT:
Subject Detail:
Minutes of the Riverland Regional Development Assessment Panel
The meeting of the RRDAP was held on 15 December 2011. The minutes will be distributed via
the January Council meeting.
Building Rules Consents:
The following table provides statistics for building approvals to the end of November 2011.
DESCRIPTION
Dwellings
Dwelling Extensions/Renovations
Commercial
Commercial Extensions/Renovations
Health Services
Industrial & Wine Storage
Industrial Extensions/Renovations
Verandah/Carports
Verandah/Carport Extensions
Garages/Sheds
Garage/Shed Extensions
Swimming/Spa Pools
Signs
Churches
Special
Demolition
No.
TOTAL:
Value $
1
2
2
248,163
121,000
11,550
8
63,410
2
20,800
1
13,500
16
$
478,423
YEAR TO DATE
No.
VALUE $
11
2,650,026
12
967,517
14
552,530
1
11,832
1
181,500
2
84,000
0
42
337,836
3
14,360
39
474,352
2
63,305
7
202,513
2
3,200
0
4
28,800
1
13,000
141
$
5,584,771
Page 133
Development Plan Consents:
The following applications were granted development plan consent in October 2011.
752/149/11
752/150/11
752/151/11
752/156/11
752/157/11
752/158/11
752/159/11
752/160/11
Hoffy's Steel Erections Pty Ltd
A & R Donaldson
A Markow
Riverland Sheds
DS & RA Brewster
Riverland Steel
GJ Gardner Homes Riverland
12 McIntosh Avenue Glossop
15 Hardwick Street Barmera
3 Wills Court Barmera
3a Magarey Street Berri
59 Mills Road Berri
7 Magarey Street Berri
21 Tonkin Avenue Barmera
50 Jarvis Street Berri
Verandah and carport additions
Carport and verandah addition to dwelling
Domestic shed
Verandah addition to dwelling
Freestanding verandahs
Freestanding carport
Carport
Detached dwelling and under main roof garage
752/162/11
154 Nixon Road Monash
752/163/11
752/164/11
752/167/11
K Hill
Big River Sheds & Steel
M Saville
10 Aitken Street Berri
1070 Old Sturt Highway Berri
22-30 Hughes Street Berri
752/168/11
D & N Nowlan
427 Hunt Road Loveday
752/169/11
Hotondo Homes Riverland
198 Winkie Road Winkie
752/170/11
D & C Tsoumbris
30 Thelma Road Barmera
To erect a verandah addition to dwelling and a
verandah addition to an existing building
incorporating a service industry
Verandah addition to rear of dwelling
Domestic shed
Change in use to general industry specifically
shot blast cleaning and metal fabrication
Dependent accommodation in association with
an existing dwelling
Extension to rear of existing dwelling
comprising 2 bedrooms ensuite dining and
living areas.
Solar panels
Page 134
14:
QUESTIONS WITHOUT NOTICE:
15:
MOTIONS WITHOUT NOTICE:
16:
CONFIDENTIAL ITEMS:
16.1
RECOMMENDATION (EXCLUSION):
That pursuant to Sections 90(2) and 90(3)(d)(i) of the Local Government Act 1999 the
Council orders that the public be excluded with the exception of the Chief Executive
Officer, Manager Corporate Services, Manager Infrastructure Services, Manager
Environmental Services/Major Projects, Executive Assistant and Development Officer –
Planning, present on the basis that it will receive, consider and discuss correspondence
relating to “Berri Barmera Development Plan” and the Council is satisfied that the
principle, being that the meeting should be conducted in a place open to the public, is
outweighed in relation to the matter because receiving, considering and discussing the
matter involves:
 90(3)(m) information relating to a proposed amendment to a Development Plan under the
Development Act 1993 before a Development Plan Amendment proposal relating to the
amendment is released for public consultation under that Act;
This is a matter regarding the Development Plan that could prejudice a decision regarding
any future Development Plan Amendment
Page 16
Page 135
16.1.1
REF:
OFFICER:
3.71.7
DO-P, MES
No
Strategic Links:
(2) Objective:
Yes
Our Economy – Principal focus
Our Economy – Objectives 1, 5, 7
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Nil
N/A
N/A
N/A
RECOMMENDATION:
For discussion
REPORT:
Subject Detail:
As Council are aware, the Development Plan was gazetted on 1/12/2011.
We have received queries from residents and proponents seeking advice regarding the excision of
dwellings in the Primary Production (Horticultural Policy Area 1). Principle of Development Control
10 in this Policy Area states:
Land division to excise an existing dwelling should not occur unless:
(a) the new allotment containing the dwelling has a minimum area of 1 hectare
(b) all new allotment boundaries are located at least 40 metres from the existing dwelling unless
where it is located adjacent to a road reserve or existing non-horticultural activities.
However, the non-complying trigger in the zone states:
Non-complying Development
Development (including building work, a change in the use of land, or division of an allotment) for
the following is non-complying:
Land division creating additional allotment(s)
Except where it achieves any of the following:
(b) it is within the Horticulture Policy Area 1 and either (i) or (ii) apply:
(ii) to excise a dwelling that existed as of 1 December 2011 from an allotment that also existed as
of 1 December 2011, provided that the excised allotment:
(A) contains the existing dwelling
(B) has a minimum area of 1 hectare
(C) boundaries are located at least 40 metres from the existing dwelling unless where it is located
adjacent to a road reserve or existing non-horticultural activities
The difference between Principle of Development Control and the non-complying trigger are the
word “new boundaries”. The “new” helps identify the intent of Council – ie, that landowners are able
to excise the dwelling from the land and then be able to sell off the remainder parcel. When using
the word new, however, it is confusing, because when a proposed allotment is created technically
all boundaries are new, even if they are in the same position as previously.
Page 17
Page 136
We are seeking clarification from Council on its intent in relation to the excision matter. There was
a definite intent that where the dwelling is located adjacent to a non-horticultural use (ie. another
dwelling) on one side and horticulture on the remainder that a 40 metre buffer would apply to those
boundaries adjacent to horticultural activity, and less to road reserves or non-horticultural uses.
This is what is reflected in the non-complying trigger.
If this is changed to state that only “new boundaries” require a 40 metre buffer, it will basically give
every landowner of land containing a dwelling at 1/12/11 in the Primary Production zone
(Horticulture Policy Area) the ability to excise, which may lead to land use conflict and inappropriate
development. We must bear in mind that one of the principal aims of the DPA was to support and
encourage horticultural and rural based industries. If this provision is changed, it has the potential
to impact adjacent activities of this nature.
We encourage discussion on this policy and whether any changes should be contemplated. In
order to assist the MES will provide some diagrams which will better identify the issue at hand.
The Minister has the ability, pursuant to section 29 of the Act, to correct an error in Council’s
Development Plan. Council’s consultant David Altmann suggests that we meet with officers from
DPLG around March when we have had a chance to utilise the new Development Plan further and
find any other edits that may be required. This particular situation may give rise to requesting
support from DPLG staff for a minor variation on this targeted matter, pursuant to section 29.
Page 18
Page 137
RECOMMENDATION (ORDER):
That pursuant to Sections 91(7) and (9) of the Local Government Act 1999, the Council
orders that the minutes and all reports and associated documents considered and
discussed in regard to “Berri Barmera Development Plan” remain confidential and not
available for public inspection, for a period of 12 months from the date of the meeting (19
December 2012) and notes that this order is to be reviewed in 12 months time.
RESUMPTION OF OPEN COUNCIL:
The Council Meeting resumed open Council after considering Confidential Report Item 16.1.
16.2
Riverland Foodbank
That pursuant to Sections 90(2) and 90(3)(d)(i) of the Local Government Act 1999 the
relating to a “Riverland Foodbank” and the Council is satisfied that the principle, being that
the meeting should be conducted in a place open to the public, is outweighed in relation to
the matter because receiving, considering and discussing the matter:
 90(3)(d)(i) … could reasonably be expected to prejudice the commercial position of the
person who supplied the information, or to confer advantage on a third party;
This is a matter regarding a commercial venture and Council has been requested to keep
the matter in confidence at this stage.
Page 19
Page 138
10.7
Mr J Pollock - Mayor of Whyalla - Riverland Foodbank (Establishment of facility and
operations)
REF:
OFFICER:
4.37.1
CEO
Yes
Strategic Links:
(2) Objective:
Yes
Our Community / Social (5)
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
Yes (Not a budget item)
$-
RECOMMENDATION:
That Council supports the introduction of Riverland Foodbank with a commitment of $5,000
per annum over the next 5 years.
REPORT:
Subject Detail:
From previous reports, Members are aware of a proposal to establish a Foodbank for the Riverland
community. It is estimated that there are in excess of 3,000 residents in the Riverland that would
be in need of this service including over 1100 in the Berri Barmera Council area and as such this
service provides good value for money for the Council to support the disadvantaged in the area.
Foodbank is making a capital investment of over $650,000 to support the disadvantaged residents
in our region.
The attached letter from the Mayor of the City of Whyalla outlines the experience and commitment
of the Whyalla Council in supporting the establishment of such a service in his City.
A funding / sponsorship proposal for the Berri Barmera, Loxton Waikerie and Renmark Paringa
Councils is attached for consideration by Elected Members.
Page 20
Page 139
Page 140
Page 141
Funding / Sponsorship proposal for:



Berri Barmera Council
Renmark Paringa Council
Loxton Waikerie Council
For presentation to Council Mayor's & CEO's - for consideration by Elected Members
Foodbank of South Australia Incorporated (legal entity of all South Australian Foodbank operations)
ABN: 70673398230
P.O. Box 40 Edwardstown Adelaide SA 5039
Contact: Leigh Royans (General Manager - Regional Development / Special Projects)
Tel: 08 83511136
Mobile: 0419862817
Foodbank Riverland
Contact: Brian Leckie (Foodbank SA director; Foodbank Riverland Committee Chairman-elect)
Mob: 0407 609 148
Nature of project:
The establishment of a Riverland Foodbank facility & operations
Page 142
Riverland Foodbank
The ‘Riverland Foodbank’ project is the establishment of a Foodbank warehouse and
operations centre in the Riverland.
The facility will be established in Berri, central to all Riverland towns. This will provide easy
access to the many welfare agencies and community groups/schools etc taking advantage
of the Foodbank food distribution system.
Riverland Foodbank will collect food from various outlets including retailers (current
agreements exist), local businesses, growers and packing-shed. The food will be
warehoused, then packed to order and distributed to community groups etc. Food will also
be received from other Foodbank head-office at Edwardstown (in particular, packaged nonperishable food lines), as well as produce sourced within the Riverland being sent to other
Foodbank SA warehouses located across the State.
Nb: Naturally fresh produce will initially be distributed to local agencies; it is the surplus
(which is expected based on our knowledge of the region and early dialogue with
horticultural companies) that will be routed to other Foodbank centres across the State, to
help alleviate poverty. In other words, Foodbank Riverland will receive considerable food
supplies from Foodbanks head-office in Edwardstown, and will share fresh fruit and
vegetable surplus after local distribution to agencies is satisfied.
This is a whole-of-community collaborative project - which will only work with support
from all key stakeholders - that is, welfare & community organisations, schools, indigenous
bodies, councils and sponsors across the Riverland districts.
Project Outcomes

Reduce hunger in the region for many unfortunate families and individuals

Improve liveability in the Region

Assist and empower local charities, community groups and schools - ensuring
people do not go hungry - & drive a far greater return from limited welfare budgets
(this includes programs that address children presenting at school having not had breakfast)

Reduce the level of food wastage in the region

Assist local growers and businesses with an additional channel for low grade food

Collaborate with training organisations to enhance skills of local indigenous
unemployed (individuals will be selected, as identified suitable for such programs)

Raise awareness of ‘hunger’ and give more people the chance to assist the less
fortunate - eg: community volunteering; business partnerships; support in-kind; etc

Increase exports intra and interstate of Riverland produce

Add diversity to the Riverland community.
Page 143
Foodbank Riverland location:
1317 Old Sturt Highway, Berri ( centrally located to all Riverland districts)
Note: The site purchased was previously the local Ford Motor-vehicle Dealership Centre
Project’s total capital or investment costs:
$625,000 - $650,000
Planned launch date:
March/April 2012
Foodbank Riverland operation cost breakdown:
Purchase of the premises :
~$365,000 - excluding GST, Stamp Duty, Conveyancing, Legals, etc
This acquisition is a Board endorsed strategic acquisition - ensuring the local Riverland
community has a secure Foodbank operation for decades to come.
Infrastructure and capital equipment fit-out:
~$250,000 - $275,000
This includes industrial pallet -racking; shelving; pallet trucks; trolleys; purpose designed
large commercial coolroom; new 3-pallet capacity refrigerated delivery vehicle; warehouse
safety equipment; fire-fighting equipment; warehouse aids; 2 forklifts (one for the yard, one a
specialist narrow-aisle unit for pallet racking picking); internal building modifications to create
the correct balance between warehouse space and office needs; OH&S and HACCP
equipment; etc.
Note:
The fit-out is comprehensive - as is always the case to establish a professional Foodbank
response in a regional area - However, a project plan to complete the set-up for operational
commencement is well underway, with some key major acquisitions already scheduled, to
ensure we can deliver the project on time for the benefit of the region.
Page 144
Financial assistance sought from each of the three (3) Riverland Councils:
Foodbank SA seeks a sponsorship arrangement with each of the 3 Councils operating
across the Riverland region.
An annual cash donation/sponsorship of $5,000 per Council is sought, for a minimum
initial 5-year term.
Over the first 5 years, each Council will help underpin their Foodbank operations with the
gifting of $25,000 (total from the 3 Councils over the 5-year term being $75,000).
We seek assistance from Councils to have the:
 1st payment effected during financial year 2011-2012, as considerable spend is
required to commence operations.
 2nd year payment would be due at commencement of the 2012/2013 year, invoiced
July 2012
 subsequent years would be invoiced in July each year, until initial 5 year term expiry.
We anticipate Foodbank Riverland operating expenses will be in the vicinity of $85,000-$100,000pa.
Council funds will help to underwrite annual operating costs for the local operation; cover
fuel costs for the two (2) branch vehicles nominated below; and assist in completion of
infrastructure fit-out not possible by commencement of trading (eg: for instance, we need to
raise funds for a commercial freezer, a good 2nd-hand ute, and two concrete loading pads).
We expect branch annual fuel expenses to be in vicinity of $5,000-$7,000pa.
Note: Whyalla Foodbank fuel costs are in vicinity of $5,000 to $6,000 pa, and this branch is not in a
food-bowl region like the Riverland, hence we expect greater fuel usage annually.
The 2 Riverland Foodbank vehicles are:
- branch manager's vehicle (Ute or similar) - used for visits to various stakeholders
and food and produce growers, packing-sheds, etc
- refrigerated delivery vehicle (3 pallet capacity, high-roof) , which will be seen all
over the region delivering food orders to welfare and community groups (this is an
excellent opportunity to profile our partners!) .... PTO for photo of delivery vehicle
Page 145
Photo: Foodbank Whyalla refrigerated delivery vehicle, proudly displaying key sponsors corporate logos/names
Recognition of our local sponsors:
We will actively seek to acknowledge this unique tri-Council Riverland partnership
on an on-going basis:

local newspaper & radio media - launch media release; milestone(s) media
release; special events eg: Charity Golf Days; etc

signage on Foodbank Riverland building

signage on Foodbank Riverland delivery vehicle

honour roll sign within warehouse

special newsletters released by legal entity, Foodbank SA (circulation >1,000
businesses)

Foodbank SA Annual Report (circulation >1,000 businesses; State & Federal
Government Ministers, etc)

make available Foodbank management and Committee members to brief Council
Elected Members of progress
Page 146
We expect this project will significantly ease pressure on welfare groups and
individuals in need, by empowering local community groups through the
provision of a wide range of very low-cost nutritional foods - with the outcome
being an estimated 200,000 meals in year one of our operations.
By year five we anticipate over 300,000 meals pa will be distributed to the
needy via your local Foodbank!
The project already has broad acceptance from the entire Riverland welfare industry.
Letter of support:
Mayor Jim Pollock - City of Whyalla
Mayor Peter Hunt - Berri Barmera Council
Brenton Lewis, Chief Executive - Regional Development Australia, Murraylands & Riverland
Waikerie Lutheran Parish Inc.
Berri Barmera Minister’s Association Inc.
Waikerie Lutheran Parish Inc.
Salvation Army, Riverland Community Services
St Vincent de Paul Society
Renmark Lutheran Church
Berri Barmera Care- Combined Churches Welfare
Acknowledgements:
We remain extremely grateful to many private organisations, Trusts, Foundations, service
groups etc that have helped raise considerable funding as necessary to create a local
professional Foodbank response for the Riverland community. Most of these groups are
'long-time' Foodbank SA partners, who continually rally when we seek their kind assistance
for yet another strategic project - to help End Hunger and food insecurity in South Australia.
We acknowledge assistance from Berri Barmera Council CEO & Mayor over the last
18months as we started to gain some momentum around this project. We also thank them
for their recent $4,000 grant towards acquisition of infrastructure for the Foodbank Riverland
operations.
Property acquisition, a key component of the success to bring a local Foodbank to the region
was well supported by Warren Andrews (Lin Andrews Real-Estate, Renmark); and we thank
Warren and his local team for their support.
I also acknowledge, on behalf of the Chairman and directors of Foodbank SA, the very
considerable time and expertise provided so willingly by Mr Brian Leckie (local resident and
business person). Every venture of this size and scope needs a local champion - and we
have one, and remain in his debt.
Page 147
Summary:
We are so very close to making this a reality, after over 2 years of planning and fundraising.
However, as this a truly 'whole-of-community' project it requires key local government
stakeholder investment and leadership to ensure its success.
We seek your earliest possible response to our request.
Thank you for your consideration,
Yours sincerely
Leigh Royans
Brian Leckie
GM - Special Projects & Regional Operations
Director, Foodbank SA
Chair-elect - Foodbank Riverland Committee
Cc: Ray Tanner (Foodbank SA director; Chairman of Operations, Foodbank SA)
Attachments:






Graph of expected Meals provided pa by Foodbank Riverland (5 years)
Letters of Support from local peak groups & Welfare agencies
Background to Foodbank SA and planning for local Riverland operation
Plan of warehousing design (property 1317 Old Sturt Hwy, Berri)
Mayor Jim Pollock testimonial re benefit of local Foodbank to Whyalla & surrounding
community
Foodbank SA Annual Report 2010-2011 (with audited financials)
Page 148
BUSINESS PLANNING
to establish
FOODBANK RIVERLAND
Comprehensive planning is well underway to open a new regional food-relief warehouse in the
Riverland in early 2012. This facility will better address food insecurity faced by marginalised
people, through a centralised 'whole-of-community' charity food warehouse, providing a large
range of low-cost food and grocery items to welfare, community groups and schools.
Page 149
1. Vision
Establish Foodbank Riverland to support welfare & community groups across
the Riverland and nearby districts, and help bridge the food insecurity gap
experienced by people of all ages, nationality and belief-systems - that is,
people in your region experiencing disadvantage.
This is in line with Foodbank SA's vision to make SA the first state in Australia to End Hunger,
based on the United Nations Food and Agriclture Organisation (FAO) definition of food
security... "when all people, at all times have the physical, social and economic access to
sufficient, safe and nutritious food".
2. Mission
Create a value chain with sufficient food to supply those in need regardless of culture, belief
system, age or sex.
Ensure our food is nutritious and to standards set by the broad community
Capture the waste at the farm gate for distribution to those in need
Maintain existing support from food processors that currently donate food - and proactively develop new food company donor partners
Provide the food to those in need with the highest regard for safety, hygiene and dignity
Strive to reduce our costs further - from its already current low base
3. Values
Strive to "Dream for what could be" in delivering our Vision
Respect and Compassion for all people
Act with Honesty and Integrity at all times
Deliver our service in true partnership with our agency customers that in turn deliver our
food to those in need
Continuous improvement is the corner stone of how we work and will deliver the
efficiencies we need to reduce costs.
Financial sustainability based on strong governance and financial management coupled with
support from the welfare sector, Governments, business sector and the community.
Page 150
4. Governance
4.1 The Board and Background
Stephen Gerlach AM
Chairman
Chancellor Flinders University
Ex-chairman Santos and Elders, plus past-chair & director of
many various corporate & not-for-profit boards
David Meldrum
Vice Chairman
Executive Director,
Mental Illness Fellowship
Expertise across government & welfare/disability sectors
Richard Pagliaro
CEO
Background in Logistics and IT working in the commercial
sector. Business consulting in logistics.
Max Ormsby
Treasurer and Chair of finance
committee
Ex- Director, Elders Rural Bank Ltd
Director of other nfp groups
John Hood
Finance committee
Senior partner
Deloitte Private Pty Ltd
Expertise across financial sector and risk management
Ray Tanner
Chair of operations committee
Chairman , Oomiak Industrial Refrigeration
Immediate past-CEO, Swire Cold Storage Ltd
Director, other corporate organisations
Experience across food sector, warehousing, cold-storage
and transport
Brian Leckie
Operations Committee member and
Chair of Riverland Foodbank
Committee
Director, SED Consulting Riverland
Ex -Chairman, Food Adelaide; Director, Food SA ; Food
production and business consultant; many years involved with
Berri Fruit Juice.
Business consultant - horticultural sector specialist
Peter Joy
Marketing committee
Principal & Strategy Director
J.A.M.
Marketing and advertising executive experience
Simon Schrapel
Chief Executive
Uniting Care Wesley Adelaide
President, ACOSS (Australian Council for Social Services)
Hon. Dean Brown AO
Former Premier, South Australia
Liaison across all levels of Government. Strategic expertise
Page 151
4.2
The Committee Structure attached to the Board
Members of the various committees that are not board members
Finance committee
 Deb Arnold - CPA/Auditor, Not for Profit Accounting services
 Sue Stevens - FBSA finance manager
Marketing committee
 Brenton Murray - BMD graphics design - 12 yrs of service to date.
 Dan Hall - Honors student Marketing- newly appointed
Operations Committee
 Adrian Walsh - Horticulture Key Account Manager for Chep in SA - responsible for
fruit and vegetables movements in SA
 David Garreffa - ex-owner, current CEO Alaska Foods - expertise across food sector
and food processing
 Brenton Sneath - owner logistics company; logistics consultant
 Leigh Royans, Dot Towler and Ron Iasiello (Foodbank SA management )
4.3 Organisational Structure - Head Office and Branches
We currently have 3 strategic warehouses located across the State.
These warehouses act as food hubs for the welfare sector.
Edwardstown - Head Office
There are a total of 8 staff operating at the Edwardstown head office. Their roles cover all
management aspects. The business is lead by a CEO.
Operations management
Ron Iasiello - Warehouse and transport, Inventory, volunteers, training, OHS, HACCP.
Sales and customer service
Dot Towler - Christmas hamper and school breakfast programmes, customer service &
communication, welfare agency liaison. Support to CEO.
Finance management
Sue Stevens - All finance functions.
Procurement and distribution
Leigh Royans - Special projects, liaison with food producers & financial partners, key staples
management, regional branch development/oversight. Support to CEO.
Mt Gambier - Branch
Mt Gambier is managed through a Mt Gambier Foodbank committee, which was formed
through the enthusiasm of prominent local businessman, Barry Maney Chairman, The Maney
Group of Companies. The branch has been operating effectively for 6 years, with a
competent part time manager (0.6FTE) and a large number of volunteers. It is financially self
sustaining and is a branch of Foodbank SA.
Whyalla - Branch
Whyalla commenced almost 2 years ago and achieved financial sustainability after only 18
months of operation. It is managed by a local part time manager (0.6FTE), and is strongly
supported by the City of Whyalla through Mayors office, and One Steel Whyalla. (both are
major sponsors of the branch) . It services the Upper Spencer Gulf and Eyre Peninsula and is
also a branch of Foodbank SA.
Page 152
5. About Foodbank SA
The food from Foodbank SA
5.1 Background
Foodbank SA is a not for profit, non-denominational, charitable organisation that sources,
stores and then re-distributes food donations to hundreds of welfare groups that feed an
estimated 130,000 to 140,000 people in need across our State every year.
As the largest hunger-relief organisation in South Australia, Foodbank SA has distributed more than
eight million kilograms of food to South Australian welfare groups since opening 11 years ago. In the
2010-2011 financial year, we distributed 1.4 million kilograms of food (equivalent to ~3 million
meals for the marginalised). We project a 20 to 25% increase in the 2011-2012 year.
Poverty levels continue to rise in Australia and more people are finding it hard to make ends meet.
The cost of essential items such as food, rent, energy and fuel have risen sharply in recent years, far
outstripping the growth in income levels for those on low incomes! Welfare leaders expect this to
increase further in the years ahead.
5.2 How we work
We collect surplus edible foods from food manufacturers, distributors, retailers, growers, wholesalers,
agents, etc - and then route these foods to our food warehouses positioned strategically across the
State. The foods then undergo a thorough food safety/quality inspection process, prior to being
released onto our warehouse floors, where they are accessed by welfare groups that run outreach
programs to help people in need.
All food groups, ambient, chilled and frozen foods, are managed in accordance with best-practise
standards, including HACCP for refrigerated goods.
During the past eleven years Foodbank SA has built a highly efficient and effective food-relief
organisation, that is used by about 580 charities and community groups across the state. Only not-forprofit groups and schools can access foods from Foodbank (individuals in need are not serviced
directly, but rather via accredited welfare groups). Welfare groups pay a small handling-fee for the
foods they access - this is on a true 'cost-recovery model' basis.
This small fee structure allows agencies to make very significant cost savings, estimated, on average
over their total purchases at 70-80% of the price they would otherwise incur if they purchased at
supermarkets. These savings fund/empower other activities of outreach by the charities - helping to
break the poverty cycle.
Foodbank is a professional food sourcing, storage and logistics business.
Outsiders reviewing our business model would see little difference from the operations of a for-profit
food company involved in food storage/logistics. However, we differentiate significantly from for-profit
operators through the 'reason we exist', which drives all activities and creates the 'business culture' that is, to source a nutritious range of food and groceries to ensure marginalised South Australians do
not go hungry, but rather have a wide range of healthy foods in their pantries.
Page 153
5.3 Where we provide our services (our geographic spread)
The Edwardstown head-office is a sophisticated central facility of ~3,00 sqm, with storage capacity of
1,500 pallets of food. Mt Gambier and Whyalla are smaller regional response warehouse, not required
to hold huge stock-holdings, but rather be regularly filled via the Edwardstown facility, and donations
sourced within their local regional areas.
Mt Gambier services the Limestone Coast region and Whyalla the Upper Spencer Gulf & West Coast.
This submission supports comprehensive planning underway to open a new regional foodrelief warehouse in the Riverland by early 2012, to address food security across the region, by
providing critical low-cost foods to welfare groups that in turn distribute it to families, youth
and children in need.
We also have a strategic objective to be involved with healthy eating initiatives in schools, rural areas
and also aboriginal centres. We already help ~100 schools in the State and have plans to provide 200
schools with healthy breakfast programs - for children that arrive at school having not been fed by
their parents/guardians.
4’s distribution centre.
5.4 Our financial partners .. financial and in-kind donors
We receive wonderful help from ~180 companies, trusts, foundations and selected individuals. In
addition, ~50 Lions & Rotary Clubs across the State donate funds each year. Without this generous
support Foodbank SA and its branches could not function.
Companies donate funds to assist programs and help underwrite expansion of infrastructure, others
provide donate goods and services that assist our operations (freight, audit & compliance, pest
control, HACCP services, etc). Refer Appendix 1 for a detailed list of current donors.
5.6 Our suppliers .. food donors
We access surplus foods from hundreds of food companies on a regular basis. We manage their
brands with integrity, essential to maintaining good working relationships with our food donors.
Foodbank has fostered excellent relationships with Australia’s food businesses (the business model
has been built on innovation & collaboration). The food industry has a good understanding and
respect for the essential work we do in the community, which has resulted in increasing donations of
food each year, and their complete trust in our safe management of their brands. Refer Appendix 2 for
a detailed list of current donors.
5.7 Our customers .. welfare groups
The 580 welfare groups & schools we provide essential food supplies to cover most of our State,
including Adelaide city, metropolitan Adelaide, Barossa, Mid-North, Clare Valley, Mid-North, Yorke
Peninsula, Upper Spencer Gulf, West Coast, Far North, Fleurieu Peninsula, Kangaroo Island,
Limestone Coast - we even distribute foods into the northern APY Lands (to aboriginal communities).
At the moment we help a few agencies intermittently in the Riverland, but once the new Foodbank
Riverland warehouse is established, will service regularly 35-40 welfare groups and schools, whilst
also assisting as needed in the Lower Mallee and Murraylands. Refer Appendix 3 for a detailed list of
current welfare group customers.
5.8 Our Volunteers
Foodbank has 370 active volunteers from the community and the corporate sector. Corporate
volunteers are shown in appendix 4. We also have volunteers under W.F.T. Dole Programs and
proactively partner with these federal government programs since our start-up in this State (Sept
2000), and have maintained programs continually over the last 11 years - providing valued labour
resources for our lean manpower business, whilst skilling long-term unemployed persons (male &
female) in warehousing and logistics. Similar programs will be deployed for the new Foodbank
Riverland operation - including developing similar partnerships with key local indigenous groups.
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6. Key programs
6.1 Core Emergency-relief
Probably the most critical service of all, this program underpins hundreds of anti-poverty responses
across the State, 52 weeks of the year, and also supports state emergency disaster-relief if and when
required.
The food provided to this large group of welfare programs is often the difference between destitution
and well-being for those at the 'sharpest-end' of poverty and disadvantage
6.2 Staple Food Procurement Program
Our major challenge is to provide welfare groups with ongoing supplies of the staple foods most in
demand by the State’s needy, such as fruit and vegetables, bread, breakfast cereal, long-life milk,
baked beans, rice, pasta, pasta sauce, soups, canned fruit and other foods in demand by welfare
groups.
To achieve this we have developed a staple foods procurement program in partnership with food
businesses and other businesses/organisations. Increasing the range of staples available at
Foodbank’s warehouses will continue to be a focus in future years.
6.3 School Breakfast Program
The solution for a better world lies with our children - it starts with a hearty breakfast each of the
school days, for without the fuel of nutritious food, the health experts acknowledged learning is not
possible.
Foodbank SA also partners school breakfast and nutrition programs, supplying nutritional breakfast
groceries to more than 100 schools in urban, rural and Aboriginal communities. We service schools
directly here in Adelaide as well as partnering with the Red Cross in the APY lands. We see this as an
important part of our future activities as the need is significant.
We are developing an ambitious plan to expand this essential service to 200 schools in our State.
6.4 Christmas Hamper Program
Our annual Christmas Hamper Program prepares and delivers ~10,000 hampers of food, including
festive foods, to families and individuals facing difficult times every Christmas across our State.
Over 120 tonne of groceries (worth ~$1,000,000 at the retail shelf) are distributed via this program, at
what is an emotionally critical time of year, when those with little are often reminded of their
circumstance by the elevated media advertising aimed at those with funds at their disposal.
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7. About the Riverland Foodbank
The Riverland branch will operate in a similar fashion to Mt Gambier and Whyalla Foodbank
branches. Packaged foods will be delivered there from Edwardstown (the central hub for all Foodbank
SA operations - & head-office function) to be distributed amongst the welfare agencies, schools, lowincome meal kitchens, etc operating within the region.
However; there is one very significant different characteristics that make this branch quite
unique to our Mt Gambier and Whyalla regional centres:

The Riverland facility will provide a wonderful reverse logistics opportunity, creating
an outgoing flow of food, primarily fresh fruit and vegetables (an export market of
sorts for growers/producers/packing-sheds), for use by South Australians in need in
other regions in the state - we will collect and route this commercial surpluses and
lower-grade edible farm produce.
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7.1 Exporting produce out of the Riverland
There are significant quantities of food produced in the Riverland and because of the vagaries of
agricultural production there will always be a certain amount that is out of specification or in
oversupply for the markets they service. This perfectly good food is a wonderful source of supply for
Foodbanks value chain and will be used to serve the rest of the state. It will be part of the job
specification for the Foodbank Riverland branch manager to establish relationships with
farmers/growers, to actively source this food and to manage its movement from the farm to our local
Riverland warehouse facility - where it will first be distributed amongst the Riverland welfare groups then, the excess will be subsequently shipped to Edwardstown for sharing across the state.
7.2 The local Management Committee
This committee will become an essential part of the operation of this branch. It will be our objective to
have representation from farmers, welfare agencies, government (including local government), media
and commercial businesses. Ideally they will be from various key towns across the Riverland.
It will be their role assist the Branch Manager with Foodbank strategies within the region and to
engage the community in supporting its activities. This includes media exposure, charity golf days,
sponsorship from local commercial activities, etc.
They will ensure that Foodbank is well known at all levels of Government across the region and will
collaborate with, and seek their support as needed, in the same way that Whyalla local government
and entities engages with its Foodbank.
Further fund raising activities will also be instigated by the committee - including the funding needs for
future infrastructure for the branch, past the initial set-up which is managed directly by Foodbank SA
head-office (via our directors and experienced management executive team).
7.3 The New Facility
The property purchased is ideal for the development of Foodbank. Its 550 sq metres office/warehouse
sits on serviced land of 8,500sq metres and is ideally situated on the outskirts of Berri, on the main
road to Renmark.
The building is relatively new and has excellent warehousing, office accommodation and staff
amenities.
The warehouse is a clear-span, high bay, food-grade warehouse, with a clean sealed floor (sealed to
minimise the entry of dust and dirt) - perfect for development into the new home for Foodbank
Riverland operations. Existing infrastructure will be used, and we will erect a large industrial purpose
designed cool room, industrial pallet racking, steel shelving, and all other warehousing infrastructure
needs. There is also room for a future freezer to be built (Note: it is not essential for start-up of
operations). Roller doors are in excellent condition and there are three large water tanks for firefighting purposes. Future extension is easily possible, if required, because of the ample land and the
arrangement of the building on the site. It is a wonderful home for Foodbank Riverland and will
service the region admirably for decades to come(due to the size of the land-holding, it is also ideal
long-term as further expansion of the warehouse is possible if ever required)
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7.4 Operations and Staffing
Initial staffing level will be one branch manager, 0.8FTE (more hours than our other 2 branches as the
reverse food logistics opportunity requires dedicated time to service each week). We are also
negotiate with local indigenous groups, to provide one trainee to learn food storage and distribution.
This is an exciting opportunity to extend the brief of Foodbank into related areas of community
involvement and support.
Agencies will either collect their food at the warehouse, or place an order for us to pick, pack and
deliver. The process will be no different from our other two regional Foodbanks. We will have a new
three pallet refrigerated vehicle that will be used for both pick-ups from farms and deliveries to on
forwarding depots - it will also deliver emergency food orders to community-based welfare groups and
school programs across the region, as needed. This vehicle will proudly display signage to promote
Foodbank and to acknowledge the support of organisations that have financially assisted the
development of this new Foodbank Riverland business.
7.5 Customers
Foodbank Riverland customers will include those working in the area of





emergency food relief
schools - breakfast and cooking & nutrition classes, etc
food kitchens responding to low-income support
church and other community groups serving the disadvantaged
we will also support local initiatives that bring attention to 'healthy eating'
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8. Appendices
1.
Foodbank SA Financial and In-kind Donors
A. Rocco
Adelaide Merchandising
Adelaide Training & Employment Centre (ATEC)
Advertiser Newspapers
Advertiser Sunday Mail Foundation
Alaskan Air
All Bugs Pest Control (Mt. Gambier)
All Laundry & Linen Service
Allstate Communications
Amcor
ANZ Bank
ANZ Bank Staff Volunteers
Austin Williams - Editorial consulting, Editing, Writing
Australian Children’s Trust
Australian Food & Grocery Council
Australian Government - Dept. of Families, Housing,
Community Services & Indigenous Affairs
Australian Government - Job Services Australia
Barry Maney & Family
Barry Maney Group
Bayside Insurance Brokers
Bedford Industries - Packaging Division
Bells Pure Ice
Lions Club of Glenside
Lions Club of Prospect - Belair Athol
Lions Club of Richmond
Lions District 201-C1
Lions District 201-C2
Loscam
M. Sharpe
MG Club of SA
Micsosoft
Microsoft Staff Volunteers
Mission Australia
Mitre 10 Glenunga
Montague Cold Storage
Morialta Trust
Murray Pest Control
BMD Graphic Design
Paradise Community Church
Bob's Hardware & Garden Service
Pegasus Print Group
Bonds Couriers
Phillis Electrical
Border Watch
Phoenix Society - Whyalla
C. O'Nyons
Playford Whyalla
CBH Group
Centacare Catholic Family Services
Central Warehousing & Distribution
Poly-Tech Industrial Flooring
PricewaterhouseCoopers
PricewaterhouseCoopers Staff Volunteers
PSP Refrigerated Transport - Island Express
- McKeough Transport
Pure Logistics
QBE Mercantile Mutual
Quest Serviced Apartments
Qickmix Concrete - Mt Gambier
R. Morrow
Read Brothers Signs
Retail World
Rotary Club of Adelaide
Rotary Club of Brighton
Rotary Club of Campbelltown
Rotary Club of Eastwood
Rotary Club of Largs Bay
Rotary Club of Mt Gambier Lakes
Rotary Club of Mt Gambier West
Rotary Club of Whyalla Norrie
Rotary District 9500
Rotary District 9520
Centrelink Gawler
CGU
Chep
City of Marion
City of Whyalla
Collins Transport
Commonwealth Bank - Castle Plaza
Commonwealth Bank Community Staff Foundation
Community Benefit SA
Copyfax Stationers Edwardstown
CPA Staff Volunteers
Crown Equipment
CSIRO
CSL
Data 3 Staff Volunteers
Datacom
Delmac Engineering
Dexion Logistics
National Australia Bank Staff Volunteers
Network Rescue
Office National - Whyalla
One Steel Whyalla
Oomiak Industrial Refrigeration
Optus
Oxford Cold Storage
Page 159
Digital Tsunami
Elders Staff Volunteers
Euro RSCG
Ferrero
Finlaysons Lawyers
Fleetwood Transportable Buildings
Foodweek
Freemasons Foundation SA &NT
G.O. Shelving
Government of South Australia – Dept of Primary Industries &
Resources of SA
G. Johnson
G. Saunders
GS1
GT Bob Cat
Harris Refrigerated Transport
HSBC Staff Volunteers
I. & N. Davey Constructions
Ian Potter Foundation
Instrument Solutions Australia
ITP Property Maintenance
J. Shearer
Jeffries Commercial Food Organics Recycling
John Hodgson Transport
Johnson Controls Staff Volunteers
K. Stafford
Kevin Killey Photographics
Kimberley-Clark Australia Staff Volunteers
KPMG
Koh Architects
Kraft Staff Volunteers
L. Talbot
Limestone Coast Area Consultative Committee
Lindsay Transport
Linfox
Lions Club of Brighton
Lions Club of Gambier City
Rotary Club of Whyalla Norrie
Rydges Hotels
SE Fire Extinguisher Service
S. Van der Linden
SA Off Road Motorcycle Championships
SA Water Polo
Scholz Transport
Scott Group of Companies
Shiell Party Hire
Silvern Guardian Security Services
Sodexo Staff Volunteers
Steve Razum Constructions
Stillwell Trucks
Swire Cold Storage
Synergen Power
Tecon Australia
Tecsound Communications
Thompson Security
Toll Logistics
Toll Priority
Tony & Matthew Agostinelli
V. Beard
Veolia Environmental Services, Adelaide
Veolia Environmental Services, Whyalla
Variety, The Children's Charity South
Australia
Virgin Blue
Visy
Wavals Party Hire
Wendy's
Wendy's Staff Volunteers
Westpac Staff Volunteers
Whyalla News
Whyalla Plumbing
Wiley & Co
Woolworths
Zero Waste SA
Zero Waste SA Staff Volunteers
Thank you to the following Rotary Clubs for their recent support of the Foodbank/Rotary staple food
procurement program:
Adelaide, Brighton, Campbelltown, Eastwood, Glenelg, Hyde Park, Largs Bay, Marion, Mt Gambier, Mt Gambier
Lakes,
Mt Gambier West, Norwood, Regency Park, Whyalla Norrie
Note: Individual Club donations >$1,000 are also noted alphabetically above.
Thank you to the following Lions Clubs for their recent support of the Foodbank/Lions staple food procurement
program:
Athelstone, Balaklava & Districts, Blackwood, Brighton, Charles Sturt, Clare, Cleve, Gambier City, Gawler,
Glenside,
Goolwa, Grange, Loxton, McLaren Districts, Meningie & Districts, Millicent, Noarlunga/Morphett Vale, Penola,
Port Lincoln, Prospect/Blair-Athol, Richmond, Victor Harbour & Port Elliot
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2.
Food Donors
A2 Australia
Holco
ABC Sales & Marketing
Home Ice-cream
Adelaide Convention Centre
HWE Store (Whyalla)
Adelaide Mushrooms
Inflight Logistic Services
Adelaide Poultry Service
Ingerson Citrus Pty Ltd
Adelaide Pre-Release Centre
Johnson & Johnson
Adelaide Produce Markets, Pooraka
Kellogg’s
Adelaide Showground Farmers Market
Kimberly-Clark Australia
Aldi
Kraft Foods
Ardmona Factory Sales
Kytons Bakery Australia
Australian Fast Foods (Red Rooster)
La Famiglia
Bagel Boys
La Manna Bananas
Bakers Delight Mt Gambier
L&T Trading
Balfours
Lenswood Cold Stores
B.-d. Farm Paris Creek
Lettuce Centre
Beerenberg Farm
Lindsay Transport
Bellis Fruit Bars
Linfox
Berri (National Foods)
Lion
Bidvest
Manildra Group
Big Sister Foods
Mars Foods
Big W – Distribution Centre
Masterfoods of Australia
Blue Sky Seafoods
McCain Foods
British Sausage Company
McGwerriton Organics
Bulla
Media Promotions
Bundaberg Beverage
Menora Foods
Cadbury
Mercurio Bros
Campbell’s Cash & Carry
Metcash
Campbell Arnott’s
Mitani Products
Cerebos Foods
Montague Fresh
Charming Waters
Mulgowie Farming Company
Choice Fruit & Vegetables
Murray Goulburn
Chrisco Hampers
Mushroom Centre
Christie Tea
National Foods
City Fruit & Vegetables
National Onion Lab
Clinical One Healthcare
Nestlé
Cobbledick Bros Nominees
Nichol’s
Coca-Cola Amatil
Nutricia
Coles SA Distribution Centre
OBE Beef
Coles Supermarkets
Oriental Merchandise
Colgate-Palmolive
Parmalat
Comit Farm Australia
Pacific Salt
Copperpot Dips & Pate
Pacific West
Page 161
Costa Exchange
Pat & M Belperio & Sons
CT Luong
Patties Foods
Curves (Mt Gambier)
PFD Food Services Pty Ltd
Dairy Farmers
Phillippe Fine Foods
Dew Drop Fresh
Port Lincoln Tuna Processors
Dover Fisheries
Procter & Gamble
Drinkboy
Quality Lines Produce
Farmhouse Fresh
R Ceravolo & Co Pty Ltd
Ferrero
Rafferty’s Garden Ltd
First Froots
Rand
Fleurieu Free Range Eggs
Reborne
Fonterra
Rinoldi
Foodbank Australia
RS Valente
Foodbank NSW
Safcol
Foodbank Queensland
Sanitarium Health Food
Foodbank Victoria
Samson
Foodbank WA
San Remo
Foodbank Mt. Gambier
Sara Lee
Freemasons Foundation (Staple Foods Program)
Say Cheese
Fresh Exchange
Scalzi Produce
Fruit-o-rama
Schweppes
George Weston Foods
She’s Apples
Glaxo-Smith Kline
Sigma Pharmaceuticals
Global Fresh Produce
Simplot Australia
Golden Circle
Snackbrands
Goodman Fielder
SPC Ardmona
Grahams Chooks
Squeezed Fruit Juices
Greens General Foods
Srikar Imports
Greg Frick
Stam Fruit Supply
GT Produce
Stramare Produce
G Zizzo & Sons
Stella Hospitality Group, SA (& United Way. Qld)
Haigh’s Chocolates
Sugar Australia
Harvey Fresh
Sunrice
Heinz
Talleys
Healthy Vegie Bite
The Fresh Fruit for You Produce Company
Herbalife Australasia
The Smith’s Snackfood Company
Vili’s
TTH Doo
Viva Foods
Uncle Toby’s
Wendy’s
Unilever Australia
Wild Salad
Valcorp
Woolworths SA Distribution Centre
Venus Citrus
Woolworths Supermarkets
Vifon
Yarrows the Bakers
Zerella Holdings
Yum Restaurants
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3.
Customers
Testimonials from SA welfare sector business leaders
Foodbank SA remains one of the most innovative and valuable community services in this State. It
not only assists agencies like UCW Adelaide to help far more people who experience hunger and
poverty, but also unites food companies and retailers in a collaboration with charities to help break the
cycle of disadvantage for tens of thousands of marginalised South Australians.
Simon Schrapel, Chief Executive, Uniting Care Adelaide Wesley
National President, ACOSS – Australian Council of Social Services
It is clear that the enormous cost savings, convenience, quality and efficient processing of an
extensive range of grocery and personal care items offered by Foodbank SA, is a largely hidden but
very significant contributor to the well-being of marginalised South Australians.
Dale West, Executive Director, Centacare
Catholic Family Services
Foodbank is an exemplary South Australian program that delivers real and significant value-add to
hundreds of welfare organisations that reach out to people and families facing hardship.
Immediate past Executive Director,
Anglicare SA
Foodbank SA helps supplement our very lean budget, and the immense variety of items on the
shelves each week, enables the clients accessing the services of Hutt Street Centre to have a healthy
and nutritious diet, and an opportunity to enjoy meals that would be very hard for us to deliver if not
for the team at Foodbank SA.
Ian Cox (Chief Executive), Hutt Street Centre
List of current Agency Customers
Dept F.A.Y.S. Port Augusta
N E Community Ass Project Inc
Families SA - Ceduna
Nevus Support Australia Inc
*Airdale Primary School (SBP)
New Life Christian Centre Manna Ministry
*Alberton Primary School (SBP)
Newbery Park Primary School
*Aldinga Primary School (SBP)
North East Community House
*Ascot Park Primary School (SBP)
Northern Carers Network
*Augusta Park Primary School (SBP)
Northern Family Church
*Cowandilla Primary School (SBP)
Northgate Life Centre Inc - North East Care
*Elizabeth Grove Community Campus (SBP)
O'Sullivan Beach Childrens Centre
*Elizabeth South School (SBP)
O'Sullivan Beach School
*Fisk Street Primary School (SBP)
Oak Valley Anangu School
*Fremont-Elizabeth City High School (SBP)
OARS of S.A . - Christie Downs
*Gordon Education Centre
OARS of S.A. - Mt Gambier
*Hackham West Childrens Centre
OARS of S.A. - Murray Bridge
*Hamley Bridge Primary School (SBP)
OARS of SA- Port Augusta
*Hincks Avenue Primary School (SBP)
Operation Flinders Foundation
*Kirton Point Primary School (SBP)
Orana - Amaroo Accommodation Service
*Lake Windemere School - (SBP)
Orana - Harrow House
*Leigh Creek Area School (SBP)
Orana - Metropolitan Community
Page 163
*Lincoln Gardens Primary School (SBP)
Orana - Netley
*McDonald Park Schools
Our House Port Augusta Inc
*Melaleuca Park Schools
Overseas Chinese Association SA
*Newbery Park School
Paradise Community Services
*Pirie West Primary School (SBP)
Parafield Gardens Community Church
*Risdon Park Primary School (SBP
Peterborough Primary School
*Salisbury North Primary School (SBP)
Phoenix Society Inc - Whyalla
*Swallowcliffe Area School (SBP)
Playford Community Fund
*Thebarton Senior College ( SBP)
Plaza Youth Centre Inc
*Yalata Anangu School
Port Augusta Secondary School
Abbeyfield Society Marion Inc
Port Lincoln Aboriginal Community Council Inc
Abbeyfield Society of Mt Gambier & District Inc
Port Noarlunga Sea Scouts
Aberfoyle Community Centre
Port Pirie Community Centre
Aboriginal Catholic Ministry
Portland District Christian Emergency Relief
Aboriginal Family Support Services
Portlife Church
Aboriginal Family Violence - Ceduna
Positive Life South Australia Inc
Aboriginal Hostels Ltd - IYMP Program - Pt Augusta
Prison Fellowship of Australia
Aboriginal Hostels Ltd - IYMP Program - Whyalla
Ramoth Gilead Ministries Inc
Aboriginal Sobriety Group Inc
Recovery Support Inc
AC Care
River of Life Ministries
Activate Life Church Inc
Riverland Youth Ministries
Adelaide Campus Life
Romanian Pentecostal Church
Adelaide Christian Centre
Romanian Pentecostal Church - Pt Pirie
Adelaide Secondary School of English
Rotary Club of Adelaide East
ADRA - Adelaide
Rotary Club of Adelaide Inc
ADRA - Elizabeth
Rotary Club of Adelaide Parks
ADRA - Gawler
Rotary Club of Barmera
ADRA - Melrose Park
Rotary Club of Brighton
ADRA - Middleton (Tooperang)
Rotary Club of Brownhill Creek
ADRA - Port Adelaide
Rotary Club of Charles Sturt, Grange
ADRA - Morphett Vale
Rotary Club of Clare
Alberton Primary School (School A/c)
Rotary Club of Eastwood
Aldinga Community Centre
Rotary Club of Edwardstown
All Nations Christian Baptist Church
Rotary Club of Elizabeth
Alzheimer's Australia SA Inc
Rotary Club of Encounter Bay
Amandus Lutheran Disability Services
Rotary Club of Enfield
Amaroo Lodge - Whyalla
Rotary Club of Flagstaff Hill
Anglican - The Picket Fence
Rotary Club of Gawler Light
Anglican Church -St Lukes
Rotary Club of Glenelg
Anglican Church of Mt Gambier
Rotary Club of Golden Grove
Anglican Community Care - Murray Bridge
Rotary Club of Grange-MERGED WITH WOODVILLE
Anglican Parish of Saint Pauls
Rotary Club of Hindmarsh
Anglicare - Davoren Pk Children's Club 51761
Rotary Club of Holdfast Bay
Anglicare - Family Centre Elizabeth
Rotary Club of Kangaroo Island
Anglicare - Katherine
Rotary Club of Kidman Park
Anglicare - Magdalene Centre
Rotary Club of Largs Bay
Page 164
Anglicare - Outreach Whyalla (Willochra)
Rotary Club of Mitcham
Anglicare - St Barnabas
Rotary Club of Modbury
Anglicare - St Hilarys Family
Rotary Club of Mt Gambier
Anglicare - Star Bear Program
Rotary Club of Mt Gambier Lakes
Anglicare - The Archway
Rotary Club of Mt Gambier West
Anglicare DSS Montrose Respite
Rotary Club of Munno Para
Anglicare DSS Accommodation Services
Rotary Club of Murray Bridge
Anglicare DSS Community Outreach
Rotary Club of Noarlunga
Anglicare SA
Rotary Club of Noarlunga East
AOG- Samoan Bilingual Community Christian Church
Rotary Club of North Adelaide
Apex Club of Crystal Brook
Rotary Club of Norwood
APU - Cross Ministries
Rotary Club of Port Pirie
Ascot Park Primary School (School A/c)
Rotary Club of Prospect
Australian Red Cross
Rotary Club of Regency Park
Australian Red Cross - Migration Support Program
Rotary Club of Reynella
Australian Red Cross - Pt Augusta
Rotary Club of Somerton Park
Autism SA
Rotary Club of St Peters
Baptist Care (SA) - Karpandi Womens Centre
Rotary Club of Tailem Bend
Baptist Care (SA) - WESTCARE
Rotary Club of Tea Tree Gully
Baptist Care (SA) - X-Streams Program
Rotary Club of Unley
Baptist Care (SA) Inc
Rotary Club of Victor Harbour
Baptist Church - Aberfoyle Park
Rotary Club of Walkerville
Baptist Church - Cheltenham
Rotary Club of West Torrens
Baptist Church - Clovercrest
Rotary District 9520 Rywell
Baptist Church - Community Services Emergency Relief
S.C.P.S.W. - Amy Reid
Baptist Church - Coromandel Valley
S.C.P.S.W. - Andrew Solomon
Baptist Church - Edwardstown
S.C.P.S.W. - Ann Nadge
Baptist Church - Family Enrichment Centre Inc
S.C.P.S.W. - Arthur McKay
Baptist Church - Grange/Outback
S.C.P.S.W. - Beau Schaefer
Baptist Church - Hallett Cove
S.C.P.S.W. - Bek Brown
Baptist Church - Ingle Farm
S.C.P.S.W. - Ben Foley
Baptist Church - Le Fevre
S.C.P.S.W. - Caleb Stott
Baptist Church - Lighthouse
S.C.P.S.W. - Cathy Miegel
Baptist Church - Lockleys
S.C.P.S.W. - Cathy Whiting
Baptist Church - M/Vale - Generate Youth
S.C.P.S.W. - Cherie Love
Baptist Church - Mitcham
S.C.P.S.W. - Chris Bain
Baptist Church - Norton Summit
S.C.P.S.W. - Colleen Waring
Baptist Church - Richmond
S.C.P.S.W. - Damian McCarthy
Baptist Church - Whyalla
S.C.P.S.W. - Damien Tann
Baptist Church Trinity
S.C.P.S.W. - Dawn Button
Baptist Community Services (SA) Inc
S.C.P.S.W. - Debra Wilson
Barossa Care - Life Skills
S.C.P.S.W. - Dianne Bailey-Walters
Barossa Care - Treasure Chest
S.C.P.S.W. - Dianne Hill
Beafield Education Centre
S.C.P.S.W. - Dianne Koennecke
Bedford Group Inc - Balyana
S.C.P.S.W. - ECHUNGA PRIMARY
Bedford Group Inc -Cafeteria
S.C.P.S.W. - Elaine Heesakkers
Page 165
Bethany Christian School
S.C.P.S.W. - Eve McMillan
Bethel Christian Centre
S.C.P.S.W. - Hansi Muldoon
Bookyana Incorporated
S.C.P.S.W. - Helen Wurst
Booleroo Ministry Centre
S.C.P.S.W. - Holly Taylor
Bowden Brompton Community Centre
S.C.P.S.W. - Jackie Pedder
Boystown
S.C.P.S.W. - Jamestown Community School
Bread & Roses
S.C.P.S.W. - Jane Adamson
Camden Community Centre Inc
S.C.P.S.W. - Jane Adamson
Camp Quality
S.C.P.S.W. - Jason Lippitt
Care Outreach Ltd
S.C.P.S.W. - Jennie Bate
Catherine House Inc
S.C.P.S.W. - Jessica Henley
Catholic Church - St Lukes Noarlunga
S.C.P.S.W. - Jessica Hunt
Catholic Parish - Morphett Vale
S.C.P.S.W. - Jill Wilkinson
Ceduna Christian Ministers Assoc Inc
S.C.P.S.W. - Jodi Quast
Centacare - Limestone Coast DV Services
S.C.P.S.W. - Jody Byerley
Centacare - Louise Place
S.C.P.S.W. - John Adams
Centacare - Wodli (Salisbury)
S.C.P.S.W. - Jonathon Measday
Centacare Domestic Violence & Homlessness Whyalla
S.C.P.S.W. - Joy Saba
Centacare Family Services
S.C.P.S.W. - Julia Osborn
Centralian Girls Academy
S.C.P.S.W. - Karl Mibus
CHIPS - Mid-Murray Community Support Services
S.C.P.S.W. - Kat Evans
Christian Care & Share Inc
S.C.P.S.W. - Kathryn Soar
Christian Care & Support Inc
S.C.P.S.W. - Kathy Ottens
Christie Downs Community House
S.C.P.S.W. - Katie McManus
Christies Beach Primary School - Breakfast Club
S.C.P.S.W. - Kaye Gale
Church of Christ - Brighton Community Care
S.C.P.S.W. - Keith Area School
Church of Christ - Brooklyn Park
S.C.P.S.W. - Keith Barton
Church of Christ - Noarlunga C C
S.C.P.S.W. - Kelly Johnston
Church of Christ - Noarlunga F @ F
S.C.P.S.W. - Lauren Duyndam
Church of Christ - Prospect
S.C.P.S.W. - Lindley Hoffrichter
Churches of Christ Careworks
S.C.P.S.W. - Louise Woodberry
Clontarf Foundation
S.C.P.S.W. - Maggie Clapp
Clubhouse SA
S.C.P.S.W. - Marella Keane
Coastlands Care Inc
S.C.P.S.W. - Margot Mertin
Combined Churches Welfare - Berri
S.C.P.S.W. - Maria Kemp
Community Accom & Respite Agency
S.C.P.S.W. - Maya Findlay
Community Centre Serbia & Montenegro SA Inc
S.C.P.S.W. - Natalie Wells
Community Partnerships at Work Inc
S.C.P.S.W. - Nicole Richardson
Connecting Foster Carers SA
S.C.P.S.W. - Niki Gelekis
Coober Pedy Communtiy Church
S.C.P.S.W. - Pamela Main
Cowandilla Primary School
S.C.P.S.W. - Paul Newman
Darlington Primary School
S.C.P.S.W. - Phil Harvie
Dieri Aboriginal Corporation
S.C.P.S.W. - Rosalie Hunt
Disability Living Inc
S.C.P.S.W. - Samarn Meach
Drug Arm - South
S.C.P.S.W. - Sara Smith
Drug Arm - West
S.C.P.S.W. - Scott Romain
Page 166
Drug Arm - North
S.C.P.S.W. - Sonja Harrison
Drug Arm - North East
S.C.P.S.W. - Stephanie Turvey
Drug Arm Australasia
S.C.P.S.W. - Stephen Albrecht
Drug Beat of SA -ADTARP Inc
S.C.P.S.W. - Stephen Brooks
Edge Assist - South
S.C.P.S.W. - Tania Cattell
Edge Church - Primary Schools Outreach
S.C.P.S.W. - Tanya Thorogood
Edmund Rice Camps (SA) Inc
S.C.P.S.W. - Tiffany Wood
Edward John Eyre High School (Aboriginal Students)
S.C.P.S.W. - Tim Hensel
Edward John Eyre High School (FLO)
S.C.P.S.W. - Tracy Chaplin
Edward John Eyre High School (Young Mums)
S.C.P.S.W. - Tricia Hooper
Elizabeth Blue Light Discos Inc
S.C.P.S.W. - Vivonne Amoy - Reynella South
Elizabeth Grove School (School A/c)
S.C.P.S.W. - Vivonne Amoy - Pt Noarlunga PS
Elizabeth South Primary School (School A/c)
S.C.P.S.W. - Wendy Lindsay
Encounter Centre Inc
S.C.P.S.W. - Wendy Natt
Encounter Youth Inc
SA Dog Rescue (NO CHARGE)
Enfield High School
SA Lebanese Womens Association
Epilepsy Association of SA/NT Inc
SA Support Services Inc
Errappa Blue Light Camp
Saints Care - Parkholme
Families SA -
Salisbury Community Care
Fisk Street Primary School
Salisbury North Primary School (School A/c)
Forbes Children's Centre
Salvation Army - Adelaide
Forerunner Ministries
Salvation Army - Alice Springs
Freemasons Foundation Inc.
Salvation Army - Bramwell House
Fusion - Adelaide South
Salvation Army - Burlendi Youth Housing
Fusion SA Mid North
Salvation Army - Campbelltown
Gateway Care Kadina
Salvation Army - CSS Network
Gateway Community Services
Salvation Army - Hamilton
Gawler & Barossa Youth Services
Salvation Army - Ingle Farm
Global Care
Salvation Army - Katherine N.T.
Goodwood Community Services
Salvation Army - Mount Barker
Gordon Education Centre (School A/c)
Salvation Army - Mt Gambier
Grandparents for Grandchildren SA Inc
Salvation Army - Noarlunga
Grant High School
Salvation Army - Norwood
Greek Welfare Centre - St Philothei
Salvation Army - Peterborough
GROW SA
Salvation Army - Playford
Hackham West Children's Centre (Childrens Ctr A/c)
Salvation Army - Port Augusta
Hackham West Community Centre
Salvation Army - Port Lincoln
Hackham West Primary School
Salvation Army - Riverland
Happy Valley Scout Group
Salvation Army - Sobering Up Unit
Highway Christian Centre
Salvation Army - Tea Tree Gully
Hills Community Options - Mt Barker
Salvation Army - Towards Independence
Hope Central Care Ministries
Salvation Army - Unley
Hungarian Caritas Society in SA Inc
Salvation Army - Victor Harbor
Hungarian Cultural Welfare Club Inc
Salvation Army - Whyalla
Hutt St Centre
Salvation Army - Whyalla Corps Whyalla
Inter-Church Council - Naracoorte
Salvation Army /Warrondi Transitional Support Prog
Page 167
Island Care
Samoan Church of God
Jack Roberts Camps for Children with Disabilities
Save the Children Australia SA
Jubilee Community Care
SCAEP - Programme
Jubilee Community Care - Mt Gambier
Schools Ministry Grp Community Care
Jump Start Care Inc
Seaford Ecumenical Mission Inc
Karobran New Life Centre
Seaford Meadows Scout Group
Katherine Strongbala Male Healthy 4 Life Program
Seaview Community Church
Kids Inc
Service to Youth Council - Adelaide
Kilburn Blair Athol Community Action Group
Service to Youth Council - Elizabeth
Kiwanis Club of Reynella Inc
Service to Youth Council Inc - Woodville
Kura Yerlo Inc
Sisters of St Josephs Ain Karim Ltd
Lake Windemere School
Skilled Migrant Friendship Advisory Committee
Learning For Life Education Services
Southern Domestic Violence - M/Vale
Leigh Creek Area School (School A/c)
Southern Junction Community Services Inc
Life Christian Centre
Southland Compassion
LifeHouse Australia Inc
Spark Resource Centre Inc
Limestone Coast Education & Training Assoc Inc
Spina Bifida & Hydrocephalus Assoc of SA Inc
Limestone Coast Migrant Resource Centre
St Anthony Mission Association
Lincoln Community Care
St Elias Antochian Orthodox Church Adelaide
Lioness Club of Mt Gambier
St Francis de Sales College
Lions Club - Aberfoyle Districts
St Johns Youth Services - Chisholm Plc
Lions Club - Adelaide Italian
St Johns Youth Services - The Lodge
Lions Club - Angaston & District
St Johns Youth Svcs - Burdekin Place
Lions Club - Balaklava & Districts
St Vincent de Paul - Brighton
Lions Club - Barossa Valley
St Vincent de Paul - Croydon
Lions Club - Brighton
St Vincent de Paul - Fred's Van 1
Lions Club - City of Adelaide
St Vincent de Paul - Freds Van 2
Lions Club - City of Adelaide
St Vincent de Paul - Freds Van 3 - ELIZABETH
Lions Club - Cowell
St Vincent de Paul - Freds Van 3 - Salisbury
Lions Club - Gambier City
St Vincent de Paul - Freds Van 4 -Ferryden Park
Lions Club - Gawler
St Vincent de Paul - Freds Van Coordinator
Lions Club - Gilbert Valley
St Vincent de Paul - Henley Beach
Lions Club - Gilles Plains
St Vincent de Paul - Le Fevre
Lions Club - Glenside
St Vincent De Paul - Millicent
Lions Club - Golden Grove
St Vincent de Paul - Mt Barker
Lions Club - Goolwa
St Vincent De Paul - Mt Gambier
Lions Club - Hahndorf & Districts Inc
St Vincent de Paul - Murray Bridge
Lions Club - Highbury
St Vincent De Paul - Naracoorte
Lions Club - Kalangadoo & District
St Vincent de Paul - Noarlunga
Lions Club - Kapunda District
St Vincent de Paul - Ormonde House NT
Lions Club - Mallala & Dist.
St Vincent de Paul - Para Hills
Lions Club - Minlaton & District
St Vincent de Paul - Port Augusta
Lions Club - Modbury
St Vincent de Paul - Port Pirie
Lions Club - Noarlunga Morphett Vale
St Vincent de Paul - Pt Lincoln
Lions Club - Onkaparinga
St Vincent de Paul - St Marys
Lions Club - Paralowie (Lakes Branch) Inc
St Vincent de Paul - Vincentian Centre
Page 168
Lions Club - Penola
St Vincent de Paul - Whyalla
Lions Club - Pooraka
Stable Christian Centre
Lions Club - Port Augusta
State Emergency Service - T T Gully
Lions Club - Port McDonnell and District
Step Out Community Access Service Inc
Lions Club - Richmond
Sudanese Ethnic School of SA Inc
Lions Club - Snowtown
Sunset Community Kitchen
Lions Club - Tea Tree Gully
Swallowcliffe Area School (School A/c)
Lions Club - Tumby Bay & Districts
Teen Challenge - Central
Lions Club - Unley
Teen Challenge - North
Lions Club - Whyalla
Tenison Woods College
Lions Club - Whyalla/ Mount Laura
The Big Issue
Lions Club - Wudinna
The Hive - Scripture Union of SA
Lions Club - Yorketown
The Potters House Christian Centre Prospect Inc
Lonsdale Heights School CPC-7
The Remote Areas Community Solutions SA Inc -TRACS
Lutheran - Calvary-M/VALE
The SA Zhu-Lin Buddhist Association
Lutheran Church - Berri
The Second Story (Central)
Lutheran Church - St Johns TTG
The Vines Uniting Church
Lutheran Church - St Pauls Community Care
Time For Kids
Lutheran Church St John's Trinity
Twelve25 - Salisbury Youth Enterprise Centre
Lutheran Church St Martins
Umoona Aged Care Aboriginal Corp
Lutheran Tabor Church - Bethany
Umoona Tjutagku Health Service
Magic Moments Foundation Ltd
Uniting Aboriginal & Islander Christian Congress
Maltese Guild of SA
Uniting Care - Adelaide East Inc
Marion Christian Church
Uniting Care Glenelg- St Andrews
Marion Life Community Centre
Uniting Care Mt Gambier
McDonald Park School (School A/c)
Uniting Care Wesley - Bowden
Meals on Wheels
Uniting Care Wesley - MACL/AVALON
Meals on Wheels - Mt Gambier
Uniting Care Wesley - PHAM/Pt Adelaide
Melaleuca Park Primary School (School A/c)
Uniting Care Wesley - Port Adelaide Family Centre
Mental IIlness - Panangga Centre
Uniting Care Wesley - Port Youth Accom.
Mental Illness - Fellowship of SA
Uniting Care Wesley - Whyalla Stuart
Milang Old School House Community Centre
Uniting Care Wesley -Joan Gibbons Neighbourhood
Millicent High School
Uniting Care Wesley Adelaide- Byron Place
Millicent North Primary School
Uniting Care Wesley Adelaide - Reconnect Salisbury
Mind Australia
Uniting Care Wesley Adelaide - Rubys
Minda Inc 'Respite' - Happy Valley
Uniting Care Wesley Adelaide Inc
Minda Inc - 'Specialist Support Services'
Uniting Care Wesley Adelaide Inc- Streetlink Youth
Minda Inc - Homestead Cottage
Uniting Care Wesley Port Pirie
Minda Inc - Leverington
Uniting Church - Mitcham
Minda Inc - Trowbridge House
Uniting Church - The Journey
Minda Inc - Variety House
Unity Housing Company
Minda Inc - Yoorana House
Vine Community Church - Berri
Miroma Cottage Inc
Warriappendi School
Mission Australia - Elizabeth
WAVE Program - Wirreanda High School
Mission Australia - Hindmarsh Centre
Western Care Liberty Family Church
Mission Australia - Whyalla
Whitelion
Page 169
Mt Gambier High School
Whyalla Aged Care
Mt Gambier North Primary School (School A/c)
Whyalla Community Church Inc
Multicultural Youth SA Inc
Whyalla Special School
Woodcroft & Morphett Vale
Woodcroft Christian Centre
Workskil Incorporated - STEPNEY
XMRC Inc Peter Badcoe Complex
Youth for Christ South Australia
Youth Under Konstruction
Youth with a Mission Adelaide
YWCA of Adelaide
S.C.P.S.W. - School Christian Pastoral Support Worker
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4.
Volunteers
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
ANZ
BT Financial Group
CPA
Data #3
Deloittes
DHL
Elders
HSBC
Johnson Controls
Kimberly Clark
Kraft
Microsoft
NAB
PWC
SA Water
Sodexo
Wendy's
Westpac
Zero Waste
Page 171
discussed in regard to a “Riverland Foodbank” remain confidential and not available for
public inspection, for a period of 6 months from the date of the meeting (19June 2012) and
notes that this order is to be reviewed in 5 months time.
16.3
Relocation of Berri Visitor Information Centre
That pursuant to Sections 90(2) and 90(3)(b)(i) of the Local Government Act 1999 the
relating to the “Relocation of Berri Visitor Information Centre” and the Council is satisfied
that the principle, being that the meeting should be conducted in a place open to the
public, is outweighed in relation to the matter because receiving, considering and
discussing the matter:
 90(3)(b)(i) … could reasonably be expected to confer a commercial advantage on a
person with whom the council is conducting, or proposing to conduct,
business, or to prejudice the commercial position of the council;
This is a matter regarding a commercial venture involving Council and it is not considered
prudent to release details at this stage.
Page 21
Page 172
16.3.1
Relocation of Berri Visitor Information Centre
REF:
OFFICER:
17.73.2
CDO
Yes
Strategic Links:
(2) Objective:
Yes
Economic Development (9)
Budget:
(1) Impact:
(2) Description:
(3) Allocation:
To be determined
N/A
N/A
N/A
RECOMMENDATION:
That Council:
(1) approve the relocation of Visitor Information Centre services to the Berri Direct site,
with the implementation timetables and cost as outlined,
(2) seek expressions of interest for the commercial use of the Riverfront site.
REPORT:
A proposal for the relocation of the Berri Visitor Information Centre was include in the annual
business plan consultation. Council has subsequently supported, in principle, the relocation of the
Berri Visitor Information Centre to the Berri Direct site, subject to the creation of an implementation
plan and the endorsement of a costing analysis of the relocation.
The attached report details the expenditure and timelines required for this relocation. Given the
potential of the Berri Direct site:
1. future business opportunities of adjacent properties,
2. the increase parking capacity for caravans, buses and cars,
3. the buildings capacity for increased office and administration space,
4. the diversity of attractions that could be incorporated on site, i.e. provision for historical
and art displays, and;
5. the commercial capacity of the Riverfront property
it is therefore proposed that Council relocate the Visitor information services, including transport to
the Berri Direct site and commences the process of securing a commercial trader to lease the
Riverfront site.
In reviewing the best option for the site, this proposal has focused on the minimum needs required
to transfer the tourism and transport services to the Berri Direct site. Due to the age and condition
of the building a number of other improvements will be required, especially to the areas
designated as ‘Bulk Produce Sales’ and ‘Gallery/History Museum’, it is however, considered that
decisions about these areas be deferred until the combined services have been operating for
three to six months.
Page 22
Page 173
RELOCATION POTENTIAL OF THE BERRI VISITOR INFORMATION CENTRE
PREFERRED OPTION REPORT – DECEMBER 2011
Prepared by Andrew Haigh, Community Development Officer, Berri Barmera Council
INTRODUCTION
A proposal for the relocation of the Berri Visitor Information Centre was include in the Annual Business Plan
consultation. The original summary table of site advantages has been attached (Attachment D) for further
review, and the report tabled in October 2011 “Relocation Potential of the Berri Visitor Information Centre”
should also be referenced regarding other option discussions.
It has been stated in previous reports that it is considered that the relocation of the Berri Visitor Information
Centre to the Berri Direct site has many more benefits than disadvantages when compared to all other sites.
After an onsite visit in October, the Strategic Planning committee requested that further detailed costings be
provided for creating a Community Services Hub at the Berri Direct site (option 3 of the site layouts in the
October report).
This model would see components of the existing Berri Direct operations integrated with the administrative
operations of an accredited Visitor Information Centre plus Community Transport and administrative support for
Councils community events. Space in the design is also allocated towards establishing a small history gallery
and/or museum for future development.
The following report summarises the projected costs associated with the integration of the Visitor Information
Centre services into the Berri Direct site.
CURRENT SITE BUILDING REQUIREMENTS
The current site has a listing of priority works for the building and these requirements will exist irrespectively of
any relocation for Visitor information services.
Better site signage (easy to drive past site without noticing it),
Point of sale software (stronger stock control, more efficient administration and integrated statistics
about visitors and spending trends),
Car park resurface and entrance works,
Remodelling of ladies toilets to allow for disability access,
Aesthetic improvements (highly desirable but not essential),
o General painting,
o Further clean up of garden areas and greening of lawn area adjacent to main road,
Fire & Building Safety Improvement,
o Exit doors in side rooms need to be converted to one way access and quick release,
o Replace louver windows with solid window to reduce „break in‟ potential and increase climate
control,
o Rainwater tank reconnection and gutter clean up,
o Kitchen ceiling requires repairs and eves at side of building need repairs,
o Vegetation clean up around rear of building, to a distance greater than 2m (for fire prevention),
o Install new fire extinguisher and adjust relevant signage once all entrances and exits are
finalised,
Installation of WiFi infrastructure (currently unable to connect to Council network for financial
efficiencies. Point of sale data entry requires double handling to place in Councils financial system),
Install Sturt Hwy advertising signage (highly desirable but not essential) to draw visitors from bi-pass &
Renmark direction.
These upgrades have been included in the project cost and timeline document.
Page 174
ISSUES & STRATEGIES
A number of issues have been identified with using the Berri Direct site as the future:
Location Issues
Location perceived as too far away from town centre
Highway location a weakness for visitors from Loxton/Barmera entry points, almost have to drive out of
town boundary to find it
Low awareness of product lines and „stopping power‟ of current facility.
Strategies to reduce impact of issues
1. Implement of strong marketing campaign with improved directional and marketing signage
2. Create more diversity of attractions by using available space, including history and arts displays to
provide stronger appeal to diverse range of visitors and residents alike
3. Maintain some services (and promote such) at the Berri Library and Berri Administration Centres.
Cost benefit of Building Upgrades
To provide strongest service, Berri Direct would need some building improvements. The cost benefit of
these improvements has been questioned with concerns that these improvements would not bring
corresponding benefit to the budget or service delivery
1. Combined administrative services allow for operational efficiencies, operational projections show
strong improvements
2. Creating more diversity of attractions and increasing foot traffic will generate justifications for future
building upgrades
3. Strong management and quality provision of services will assist in balancing the financial variances
currently experienced by the two operations.
Ensure that existing Riverfront site is not left empty
Current VIC site needs to be utilised for the benefit of the town centre the business community needs
less empty shopfronts not more
1. Actively explore commercial opportunities for the appropriate use of the riverfront site.
Bus Ticket Sales and Bus Stops
Suggestion that bus ticket purchase point needs to still be in town centre
Concern about bus stop relocations away from town centre
1. Work with commercial bus companies to maintain central bus stops and explore opportunities for
linking transfers
2. Investigate the capacity of the Berri Administration Centres
The following items have also been raised but as stated earlier are also required for the Berri Direct site (if it
is to become a more viable Council cost centre) irrespective of VIC services decision. These items are being
costed separately.
Car parking entrance and exits need modifications
External improvements for aesthetic appeal will require increased capital expenditure
Public Toilets are provided but will require improvements to allow for suitable disability access
Not linked with Council administration network and systems
Page 175
PROPOSED COMMUNITY SERVICES HUB
As stated in the introduction, this is the model option chosen by the Strategic Planning Committee to be
reviewed more closely.
This option provides Council and the Berri District continued strong tourism and transport support. A combined
Berri Direct and VIC staffing structure could be maintained, providing both retail and administrative strength at
the site.
The provision of a History/Art gallery would also expand the stopping power of the site and potentially bring
further volunteer recruitment opportunities, further bolstering the volunteer pool that would be involved with the
site.
Future options to further develop the site a with museum expansion, offers a real possibility of providing a point
of difference for Tourists and locals alike and would likely lead to further foot traffic.
Benefits
1. More staff focused on all aspects of site operations should lead to:
a. Diversity of roles across all staff, allows for less impact when staff members are on leave/sick,
b. Increased staff numbers, increase safety on site and allows for continued strong operations
across lunch breaks,
c. Existing links between transport and bus sales operation will remain strong,
d. Stronger development of History and Gallery component,
e. Stronger support for voluntary roles.
2. Maintains Berri with it‟s accreditation Visitor Information Centre status.
3. Continues the high quality tourism functions that saw the induction of the Berri VIC into the Regions
Tourism Hall of Fame.
4. Continues highly integrated service delivery of existing VIC service.
5. Provides a combination of strong administration and tourism knowledge to the sales potential of Berri
Direct – should continue to be effective in keeping visitors in our district for longer.
6. Opportunity to provide residents with 7 days per week access to Council administration staff.
Disadvantages
1. Slight increases expenses required compared to implementation of option two.
Opportunities
1. Small Café function (visitors and buses);
a. Coffee machine,
b. Small alfresco seating & tables,
c. Possible packaged foods (sandwiches, cakes).
2. Future development of museum, either:
a. Inside existing structure,
b. New shed along right site of building,
c. New shed in rear of site.
3. Using the administrative staff rostered on weekend to provide residents with 7 days per week access to
Council payments and some administration functions.
4. Further yransport benefits such as secure housing of transport vehicles on site, plus weekend return
options for community use of vehicles (organisational hire).
Financial Implications
See attachment A for the estimated costs for the relocation.
See attachment B for the projected operational budget.
Page 176
Layout
CONCLUSION/RECOMMENDATION
The timetable for implementation of this proposal would require five months of capital works to the building and
surrounds, with all preparations to relocate other services to the site to be completed by 1st June 2012. The site
would commence its full combined operational functions from 4th June.
It is anticipated that the two operations would initially function in a parallel fashion for the first 3 to 6 months to
allow for a smooth transition to one operational entity. This period would also be used to highlight opportunities
for establishing the most efficient practices and allow time for the assessment of which other services or
improvements should become a priority to ensure the most viable operation in the future.
In reviewing the best option for the site, this proposal has focused on the minimum needs required to transfer
the tourism and transport services to the Berri Direct site. Due to the age and condition of the building a number
of other improvements will be required in the future, especially to the areas designated as „Bulk Produce Sales‟
and „Gallery/History Museum‟, it is however, considered that decisions about these areas be deferred until the
combined services have been operating for three to six months.
In considering the above, it is therefore expected that expenditure and income ratios will remain similar for this
initial period as projected in attachment C, however, with the main benefits of this integration to come from
increased traffic and the stronger retailing potential of the Berri Direct site, the difference in income and
expenditure for the second half of 2012/13 is expected to improve by half.
This would result in the targeted budget variance for 2012/13 year, after additional efficiency strategies are
implemented, to be closer to $135,000, which is a significant reduction to the $412,823 variance currently
predicted with the two sites operating independently
With just over $56,000 of the implementation costs already included in the 2011/2012 budget, it is considered
that the additional $56,000 required to complete the relocation is acceptable when considering the savings in
Page 177
operational expenditure that it will facilitate. With even the potential of between $125,000 and $150,000 worth of
future (staged) capital works the relocation is still considered to be strongly viable due to the projected
operational financial improvement over the next few years.
It is therefore, proposed that Council relocate the visitor information services, including transport to the Berri
Direct site and commence the process of securing a commercial trader to lease the Riverfront site.
ATTACHMENTS
Attachment A: Draft Timetable and Costings
Attachment B: Anticipated Budget Impact
Attachment C: Driveway Solutions
Attachment D: Potential Location Comparisons
Page 178
Attachment A: Draft Timetable and Costings of proposed relocation
Primary Implementation needs and priorities
Key Implementation Deliverables
STAGE ONE
Due Date
Costs
included
in
Current
Budget
New
Costs
requiring
Budget
Allocation
2011/2012
Administrative needs
Network linkage
25-May-2012
$8,500
Internal IT Cabling
Telephone system installation
Computers and peripherals
25-May-2012
25-May-2012
01-June-2012
$4,000
$1,000
$0
New Point of Sale System (Cash Register and
stock control)
Progressive up scaling of tourism brochures to Berri
Direct site prior to closure of riverfront site
27-January-2012
$3,000
Ongoing from
January
$500
Telephone transfer of VIC and transport numbers to
new site
Relocation of administrative and tourism
infrastructure
01-June-2012
Temporary relocation of bus sales and transport
services to Wilson Street
Essential Building Layout Changes
Remodelling of reception desk and administration
work area, creation of two offices
Emergency Door upgrade
Final specifications created for Toilet upgrade
$400
01-June-2012
$2,000
28/05/2012 (one
week)
$0
01-May-2012
$40,000
31-January-2012
$1,500
06-February2012
$1,000
$4,000
$2,500
Notes
Priority/Status
Maximum anticipated, is dependent on assessments
undertaken prior to commence of works
Essential
Reconfiguration and redirections
Existing Equipment should be satisfactory for the
budget period
In current VIC existing budget
Essential
Essential
Essential
Essential
Essential to prevent loss of continuity of tourism
services. Graphic artist costs, printing to be absorbed
into existing allocations
Essential
Essential to prevent loss of continuity
Essential
Internal allocation of Staff time - VIC staff & works
team, to relocate desks, computers and other items
Essential
Essential to prevent loss of continuity and allow for
closure of riverfront site to allow for packing and
relocation of stock and admin infrastructure
Essential
In existing capital budget
Essential
Required Fire Safety upgrades to 2 emergency exit
doors
Internal staff time
Essential
Essential
Page 179
Development Application lodged for changes to
internal load bearing walls.
Remodel Toilets for accessibility
13-April-2012
$500
8-12 weeks
Essential
25-May-2012
$12,000
Important to provide suitable facilities for all patrons.
Includes DA costs
Essential
Signage and marketing for location change
Directional Signage
25-May-2012
$2,000
Changes to and additional signage directing visitors to
the site from all approaches
4 new replacement signs and installation of additional
8 new signs
Essential
Marketing Signage
30-June-2012
TBA
Very High to ensure success
Marketing Campaign
28-May-2012
$6,000
Upgrading of Berri Direct signage to reflect change of
function
Facebook, a Website and tourism operator notices to
be phased in over multiple weeks advising of date of
relocation. Change promotions to new site ASAP on
industry websites and marketing brochures
11-January-2012
$1,500
Easy to drive past existing site without noticing
Essential for Berri Direct site
To identify site boundaries and allow for appropriate
adjustments in Entry/Exit locations
Essential
Internal staff time
Essential
8-10 weeks - DTEI are critical to the success of the
VIC working in that location, remembering that the
speed zone is 80km/hour.
Essential
Purchase of 5 flag banners, for visual „stopping
power‟ - Flag Banners offer the quickest and most
cost effective & eye catching solution
Car park and Entry/Exit Improvements
Site to be surveyed
25-January-2012
$2,000
Final technical Entrance/Exit Designs created
based on Drive way Option 1 (attachment C)
A Development Application needs to be lodged, and
DTEI consulted to ensure that the entry/exit to Old
Sturt Highway meets their specifications.
06-February2012
13-April-2012
Preparation works commence on entry/exit
Resurfacing of Main Car park and entry/Exit
16-April-2012
27-April-2012
$5,000
$4,000
Desirable to ensure aesthetic of site are improved
Essential
Very High
Car park kerbing
27-April-2012
$7,000
Desirable to ensure aesthetic of site are improved
High
Entrance/Exit signage design, purchases and install
27-April-2012
$1,000
to ensure successful functioning of one way traffic flow
Essential
Transfer 4 existing Palm trees to Grass entrance
area
Project Relocation Costs
30-June-2012
$1,500
Crane hire and staff time - Desirable to ensure
aesthetic of site are improved
High
TOTALS
$1,000
Essential to ensure success
$500
$56,500
$55,900
Page 180
Key Implementation Considerations
STAGE TWO plus
Consideration
Date
Estimated
Costs for
2012/13
Future works consideration
Remodelling of Gallery Areas
01-July-2012
$30,000
Additional road side resurfacing and kerbing
01-July-2012
Remodel Kitchenette
Essential
$25,000
Painting works installation of display cabinets and Art
fixtures
Further Improve Parking for Caravans and Buses
01-July-2012
$45,000
Improve Snack Bar Café potential of facility
High
Marketing Signage
01-July-2012
TBA
Additional Road side signage – dependant of final
designs - options on Monash bypass (towards
Renmark) and Highway approach from Renmark
Very High to ensure success
Upgrade of Stock display cabinets and shelving
01-July-2012
TBA
Costings to be presented dependant on suitable
designs accessed after 6 - 12 months of operations
Bulk store area upgrade
01-July-2012
TBA
Costings to be presented dependant on suitable
designs accessed after 6 - 12 months of operations
High
Page 181
Attachment B: Anticipated Budget Impact
The following is a projected budget performance of the combined operational figures compared to the operational performance of the two individual sites in 2010/11.
Actual 2012/13 performance is anticipated to be managed to improve on this predicted income/expenditure variance.
Financial projection for a Combined Operation
Based on Last years Actual Operating figures
Tourism - Visitor Information Centre
Income
Maintenance Grants
Cleaning Reimbursement
Souvenirs
Commissions Received
Freight Greyhound
National Parks Passes
River Cruises
Commissionable Items
Sundry Sales (Internet)
Income from Operators
Accommodation Bookings
Berri VIC Membership
Stateliner Tickets & Freight
Greyhound Bus Ticket Sales
Community Directory Funding
RTA Contributions
Total Income
Visitor Information Centre
Expenditure
Plant & Equipment Maint.
Berri Direct
Income
1,932
15,125
Plant & Equipment Purchases
2791
Photocopier Lease
Interest on loan - Deb 16 VIC
Super Guarantee Contrib.
Salaries
2459
8046
8460
147238
Notes
Former SA Tourism Payments
Shared Cleaning costs from Craggs Creek
Sales of goods that incur GST
Sales of goods that do not incur GST
11,888
2,363
980
7
246
472
9
4,273
73,124
10,424
539
120,438
6310
Combined
Operation
125632
225611
140,757
225,611
11,888
2,363
980
7
246
9
4,273
73,124
10,424
-
Working on improving rates during 20011/12
Opportunity to generate funds via supporting x-promotions
Opportunity to develop online bookings and commissions
May be reduced depending on agency status
Former Regional Tourism Donations Received
351,243
Berri Direct
Expenditure
Land & Building Maintenance
Plant & Equipment Repairs &
Maintenance
Water Supply Charges
5706
1308
2400
469,682
Combined
Expenditure
6000
2000
2400
2459
Loan finishes this year
Superannuation
Salaries
4419
47378
12,879
175,500
The VIC amount includes a termination payout of $14,751
Page 182
Promotions
8802
Workers Compensation Ins.
Depreciation
Monash Adventure Park Promotions
Stationery
Electricity
Telephone
Postage
Data Processing
Souvenirs
Training
Cleaning
Insurance
Security Monitoring
Volunteer Expenses
River Cruises
Commissionable Items
Uniforms
Accommodation & Other Events
Bookings
Stateliner Tickets/Freight
Greyhound Tickets/Freight
Community Directory
FCA Distributed
Operating Profit (Loss)
Combined Separate Site
Total Operating Loss
227
15000
0
8,354
11,000
1900
6000
5500
4000
10,400
1791
216,648
2,500
9419
5000
3250
502
5,000
500
1,652
784
891
655
0
227
100
65176
13347
0
53101
403605
100
65176
13347
0
60000
650834
6079
35460
1900
1925
7842
3330
292
1791
11869
614
9419
4697
Advertising
Staffing Costs
Workers Compensation
Depreciation
14221
91368
2275
5500
Printing & Stationery
Electricity
Telephone
Postage & Freight
4624
4777
926
10108
Purchases - Stock
Training
Cleaning
Insurances
Pallet hire and repairs
Waste Disposal
Sundry Expenses
Donations
Bank/Eftpos fees
204779
750
188
847
0
502
9994
0
1652
784
891
655
-283,167
- 412,823
FCA Distributed
67177
480899
- 129,656
Combined Operations
Total Operations Loss
kept at high budgeted level for promotion of changes
No longer included due to amalgamation of staff
Existing VIC building $30,000 would still be incurred
Advertising could now also include playspace
Data trax system - after hours Information monitor
under spent in previous years
Commercial cleaning used at VIC
Monthly charge now being incurred
control this item
Gift baskets and vouchers to events
Relates to tickets sold will increase will better sales
Relates to accommodation sold will increase will better sales
- 181,152
- 181,152
-135,000
Targeted Budget Variance for 2012/13 year
After additional efficiency strategies are implemented
Page 183
Attachment C: Driveway Solutions
Option One:
1. All options require the expanding of entrance and Exit to allow for Caravan and Coaches to enter site
2. Preference for all options (and to aid vehicle flow) is to create one way traffic only through parking area
3. This proposal allows for on-site parking for at least 2 caravans/coaches and 10 car spaces and 1 disability space
Of course further off-site parking is extensive whilst adjoining property remains undeveloped
A view of the existing entrance and parking area can be seen below for comparison
Page 184
Attachment D: Driveway Solutions (Cont)
Option Two:
1.
2.
3.
All options require the expanding of entrance and exit to allow for Caravan and Coaches to enter site
Preference for all options (and to aid vehicle flow) is to create one way traffic only through parking area
This proposal allows for on-site parking for at 2 caravans/coaches and 5 car spaces and 1 disability space, with
a. Parking for a further 2 caravan/coach or multiple cars off the road verge
Of course further off-site parking is extensive whilst adjoining property remains undeveloped
Page 185
Attachment D: Potential Location Comparisons
Summary Report
Berri Visitor Information Centre Relocation Options
Other options may also be possible, however new facility construction and sale of service to commercial operator are not considered viable at this time
Stays at current
Location
Moves to Council
Office
Advantages
• Known location
• Proximity to town centre
• Strong River aesthetics
• Link with potential river cruises
• Maintains town audio system
• Maintains Veterans Security Video
Feed
•
•
•
•
Back up support (staff)
Increased supervisory
Removal of isolated work environment
Would allow current VIC site to be
redeveloped into a more commercial
tourism product
Disadvantages
• Limited space for merchandising growth
• isolated work environment
• Car parking an issue
• No Caravan Parking
• Building design does not provide staff with
suitable protection for client related incidents
• Separated work stations (upstairs/downstairs)
poor support work flow
• Café layout is not fit for purpose
• Shared space uncontrolled
• Offers a poor bus transit centre (limited indoor
seating, limited quick food and drink options –
adjacent commercial operators)
• Site offers no VIC services expansion
opportunities
• Poor staff back up (breaks, illness and
security) small satellite site
• Riverside location provides regular disruption
for staff by drunk park people
• Budgeted Deficit $218K in 2010/11
• Limited space for browsing brochures
• Increased customer service (Time required)
to talk to visitors
• Site offers no tourism expansion opportunities
General Notes
• Bus companies have suggested non town centre pick up would be
an asset
• Improved direction signage required from ALL town approaches
• Would require an improved adherence to income/expenditure
strategy including the addition of:
o Booking fee for accommodation
o Booking fee for bus tickets and freight
o Increased Merchandise product and margins
o Increased advertising product for local operators
o Targeted income increase by $20,000 there by reducing
Relative Tourism services investment to $195,000
• A further saving of up to$65,000 could be made if the current VIC
was not open weekends. The weekend service could be directed to
the Berri Kiosk
• Offers potential for increased community services support –
regarding events and information services
• Has potential as a gallery space; however other options such as
River Lands Gallery and town hall entrance also provide that
option.
Bus station services would need relocating
Improved direction signage required from ALL town approaches
Small equipment assets would be relocated from existing VIC
VIC building costs would remain at $43,000pa
Would still require some staff load (events directory, tourism
promotion and community information and weekend hours) =
$65,772 for weekend alone plus 0.5 staff member $35K inc on
costs
• Relative Tourism Services investment $143,772 ($108,772 ex
0.5 staff member)
•
•
•
•
•
Page 186
Moves to Library
• Diversity of function for existing
services
• Already titled information centre
• Back up support (staff)
• Increased supervisory
• Removal of isolated work environment
• Would allow current VIC site to be
tourism product
• Limited space for browsing brochures
• Increased customer service (Time required)
to talk to visitors
• Would require expansion of opening hours, all
of venue would be accessible
• Site offers no tourism expansion opportunities
•
•
•
•
Moves to Berri Direct
• Highway location a strength for visitors
• Facility space for a range of display,
sales and information growth
• Already providing 75% of duplication in
services
• Offers similar staffing requirements and
would assist in reducing current staffing
commitment by some $100K
• Small staff increase would improve
current staff back up (breaks, illness
and security) small satellite site
• Opening hours stronger than current
provision
• Diversity in income streams allows for
improved income/expenditure ratios for
this site
• Bus companies have suggested non
town centre pick up would be an asset
• Good Car parking
• Good Bus and Caravan parking
• Provides a strong Tourism product
already (local produce)
• Would allow current VIC site to be
tourism product
• Provides an informal Bus transit centre
• Suggestion that Greyhound may make
Berri a transit stop instead of Renmark
in Café services were offered
• Location away from town centre
• Would need some building improvements - $$
• Would require slight external improvements
for aesthetic appeal - $$
• Public Toilet are provided but will require
improvements to allow for suitable disability
access
• Improved direction signage required from southern and western
town approaches
• Offers potential for increased community services support –
regarding events and information services
• VIC building costs would remain at $43,000pa
• Small equipment assets would be relocated from existing VIC
• Would still require some staff load (events directory, tourism
promotion and community information) 0.5 staff member $35K inc
on costs but offset against other income
• Relative Tourism services investment $101,000 (minus
projected operating profit of $23,000 (Berri Kiosk))
Improved direction signage required from ALL town approaches
VIC building costs would remain at $43,000pa
Small equipment assets would be relocated from existing VIC
Would still require some staff load (events directory, tourism
promotion and community information and weekend hours)
• Would still require some staff load (events directory, tourism
promotion and community information and weekend hours) =
$65,772 for weekend alone plus 0.5 staff member $35K inc on
costs
• Relative Tourism Services investment $143,772
Page 187
• Maintains (improves) current services
whilst offering a transitional period for
the potential establishment of a
commercially owned VIC operation
• Site offers expansion opportunities
• Strong Operational leadership & work
ethic of staff and adherence to strategic
and operational targets
Page 188
discussed in regard to a “Relocation of Berri Visitor Information Centre” remain confidential
and not available for public inspection, for a period of 6 months from the date of the
meeting (19 June 2012) and notes that this order is to be reviewed in 5 months time.
17:
CLOSURE:
Page 23

December, 2011 - Berri Barmera Council

Transcription

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