How You Can Contact Us 22 · management & use of Council’s open space facilities. Annual 1.3.1.2....
Transcript of How You Can Contact Us 22 · management & use of Council’s open space facilities. Annual 1.3.1.2....
Mayor’s Message 1
Tatiara District Council Area 2
Strategic Framework 3
Council Vision 4
Goals and 4 Year Actions
Strategic Objective 1: A Safe and Connected Community 5
Strategic Objective 2: Infrastructure & Assets 7
Strategic Objective 3: Economic Development 9
Strategic Objective 4: Natural Environment & Sustainable Living 11
Strategic Objective 5: Governance & Leadership 13
Strategic Resource Plan 2016/17 to 2019/20 15
How You Can Contribute 21
How You Can Contact Us 22
Contents Page
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As the custodian of community resources, the Council must
seek to engage, understand and work with, and on behalf
of, its people to improve community well-being.
People live, work and recreate in the Tatiara to take
advantage of our region’s special qualities – it offers the
best rural living in a setting where residents and visitors can
enjoy clean air, open spaces and natural beauty. Residents
and business owners are typically aspirational and are
acutely aware of the need to nurture what is unique.
The culture of the District is heavily influenced by its rural
past and Council looks to ensuring that farming remains a
strong part of the future.
Social networks are often based around sporting or
recreational pursuits or special interests such as the arts,
biodiversity conservation and sustainable living. There is a
mix of new and long term residents, with diverse views and
varied expectations of Council in the District.
Through our community engagement process to develop
this plan, we know the things that our community values,
the things that they are concerned about and the
opportunities that they see.
We know that our community want us to embrace the future
and do our best to build prosperity, community wellbeing
and resilience.
This Strategic Plan introduces a new planning framework
and associated planning processes. The underlying
planning framework is that there is a clear line of sight from
this high level strategic plan and vision for the District down
to the day to day operations of Council. The framework
includes the long-term vision, objectives and strategies
contained within this document.
There is much to be proud about and many reasons to be
confident that our region will build on its strengths and
attributes to become one of the most liveable places
Cr Graham Excell
Mayor
M: 0428 534 096
Mayor’s Message
Mayor Graham Excell
Councillors David Edwards
M: 0413 601 283
Liz Goossens E: [email protected]
M: 0448 292 821
Miles Hannemann E: [email protected]
M: 0429 952 327
Jamie Jackson E: [email protected]
M: 0427 799 504
Ken McInerney E: [email protected]
M: 0407 793 938
Robert Mock (Deputy Mayor) E: [email protected]
M: 0429 944 213
Mark Murphy E: [email protected]
M: 0408 055 025
Maureen Oliver E: [email protected]
M: 0428 164 691
Diana Penniment E: [email protected]
M: 0419 546 037
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Tatiara District Council Area
Region’s History
The Tatiara area has been occupied since
1845 by pastoralists holding occupational
licences and then, after 1851, by pastoral
leases. The first wheat farmers in the upper
South East settled in the area in 1872. The
fertile soil, reliable rainfall and good quality
underground water have enhanced the
production of cereal crops, vines, vegetables,
lucerne and other small seeds, as well as
sheep and cattle breeding. Industries are
based on primary production and the district
has a major export abattoirs, seed processing
and oat milling plants.
The District sits across several highways and
main roads with Dukes Highway/Western
Highway to Adelaide and Melbourne; Riddoch
Highway and Rowney Road servicing the lower
South East and Ngarkat Highway providing
access to the Riverland. As a result of this road
network, the district is the hub of a significant
transport industry.
The name “Tatiara” is derived from an
aboriginal word meaning “good country” and
the district is a truly great place in which to live,
work, invest and visit.
Region’s Profile
According to the 2011 Census, in August
2011 the Tatiara District Council had an
estimated resident population of
approximately 6,556 people and is one of the
largest Local Government areas in South
Australia (6,527 square kilometres). The
Council is part of the Limestone Coast and is
situated in the Upper Southeast region of
South Australia. It has two main service
centres, these being Bordertown and Keith,
and three smaller townships of Mundulla,
Padthaway and Wolseley.
The Tatiara District is becoming an
increasingly broad multicultural community,
where the people are entirely unique, they are
friendly and welcoming despite many of the
challenges and hardship that define their past
and present. The Tatiara Region provides
visitors, tourists and residents with an
opportunity to explore the world in one unique
location, where the cross fertilization of
residents and new people has led to the
discovery of new places – new social,
environmental and cultural places of
appreciation
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Strategic Framework The Strategic Plan is a high level planning document which is supported by a number
of other plans. Together these plans form the Council’s strategic planning framework.
This framework can be seen in the following diagram. The Strategic High Aspirations
Sustainable Actions Plan will provide the focus for Council’s service deliver over the
next four years while aspiring towards a longer term vision.
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Council’s Vision for the District is:
“Shaping a sustainable future by realising the potential of our
people and region”
To achieve this we have prepared the Strategic Plan with an emphasis on our community, community
assets, environment, economy and governance. The goals that are central to achieve this are:
The following pages outline the strategies and actions relating to the Strategic Plan’s 4 year goals. For
each of the five goals, it includes the following:
A brief description and context for the goal;
A number of key theme topics;
The Strategic objective for each theme topic;
A number of actions to contribute to the objective; and
Further information on the key services that Council is currently delivering and will continue to
improve.
Prioritisation and resourcing of the actions occurs in the planning and development of the Annual
Business Plan.
Council Vision
1. A Safe and Connected Community
2. Infrastructure & Assets
3. Economic Sustainability
4. Environmental Sustainability
5. Governance & Leadership
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Community Participation
Create opportunities for the community to
participate in programs and activities to
connect, engage and collaborate.
The Council area has established communities
that provide support and social engagement
with a strong tradition of volunteering. These
volunteers are crucial to the ongoing
management of activities and community
events, facilities and projects. Continuing
support from Council is a high priority and will
maximise the potential to build our
community’s capacity.
Services, Programs & Infrastructure
The community will have access to a range of
services and programs delivered in a
coordinated and collaborative manner, and in
partnership with agencies and service
providers.
Wherever, Council builds partnerships with
service providers to deliver services, programs
and infrastructure for a diverse community.
This important goal will continue to plan,
collaborate and investigate opportunities to
enhance services and programs in response to
changing policy and funding decisions.
Culture, Arts & Heritage
Council has a strong foundation for promoting,
supporting and celebrating culture, arts and
heritage across the Tatiara.
The Tatiara has a vibrant arts community and
a culture that supports, promotes and delivers
cultural activities, arts and heritage across the
region. This strong and growing network has
been successful in securing a funding
partnership with Country Arts SA, which has a
significant impact on the delivery of local and
regional arts and community development
projects and activities. Council will continue to
support the growth of cultural networks by
facilitating events, providing networking
opportunities and promoting achievements.
Lifelong Learning
The Tatiara community will have the
opportunity to participate in activities that
promote and enhance lifelong learning within
Council’s community centres, libraries and
facilities.
Lifelong learning has become an integral part
of our community. The aim is to ensure that
learning opportunities are available at
different times and places, are flexible and
diverse to meet the needs of the community
and are available throughout life. Council will
continue to provide support and promote
accessible community centres and libraries in
engaging all levels of the community to extend
and enhance their knowledge of and
experience with digital learning and
communication.
1. A Safe & Connected Community
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Objective: 1.1 Provide innovative and effective community services.
No. Strategy No. Activity Timeframe
1.1.1.
Build community capacity & participation
in community services, culture &
recreation.
1.1.1.1.
Acknowledge the contribution made by community members through their individual
areas of excellence, through appropriate avenues such as Australia Day Awards,
Volunteer of the Year, ANZAC Day celebrations & other events.
Annual
1.1.2. Create a safe community environment.
1.1.2.1.
Participate in & promote community safety & wellbeing through a number of forums (e.g.
Road Safety initiatives, Cybersafety, Drug & Suicide Prevention, & Dry Zone Regulation).
Annual
1.1.2.2.
Promote & support recreational & cultural activities that encourage community
participation (e.g. libraries, cinemas, men’s sheds, walking trails, recreation & sporting
venues).
Annual
1.1.3. Contribute to building a vibrant & diverse
community.
1.1.3.1.
Encourage & facilitate, where appropriate, a range of flexible, diverse & affordable
housing options (e.g. retirement villages & independent living units).
Annual
1.1.3.2. Further expand the opportunities for members of multi-cultural communities to gather
together through Council programs to support their sense of belonging & participation. Annual
1.1.3.3. Create opportunities for all regional stakeholders to contribute to the district's
promotion, growth & enhancement as part of community engagement. Annual
Objective: 1.2. Provide community leadership through accessible, open & consultative government.
No. Strategy No. Activity Timeframe
1.2.1.
Health & social wellbeing services in the
Tatiara meets regional community needs.
1.2.1.1. Implement the recommendations / actions of Council’s Regional Health Plan. Annual
1.2.1.2. Facilitate the development of health services by building a close working relationship
with the region’s hospitals, medical centres & health services. Annual
1.2.1.3. Advocate support for a Health Hub in Bordertown, Keith and Padthaway. Annual
1.2.2.
Develop & implement a range of
communication strategies to strengthen
relationships between Council &
community groups.
1.2.2.1.
Identify & implement communication strategies (e.g. online social media, group
presentations etc.) that improve engagement with all segments of our community (e.g.
youth, aged, migrant communities).
Annual
Objective: 1.3.Develop and support sport, recreation and community activities to promote healthy lifestyles and community wellbeing.
No. Strategy No. Activity Timeframe
1.3.1.
Promote community health and well-
being through the provision of recreation
space, facilities & programs.
1.3.1.1. Implement the recommendations of the Parks & Gardens Master plan to enhance the
management & use of Council’s open space facilities.
Annual
1.3.1.2. Optimise recreation opportunities by co-locating, where viable, sports facilities with
community / family recreation places / space. Annual
1.3.2.
Promote the Region’s library services as
an information resource that is
accessible & responsive to community
need.
1.3.2.1. Consolidate Tatiara Libraries planning under a Libraries Strategy Group.
Annual
1.3.2.2. Implement the Tatiara Libraries Forward Plan to establish a cooperative & collaborative
relationship between Bordertown Library & Keith Community Library. Annual
1.3.2.3. Identify opportunities to engage with the community, funding bodies & other agencies to
support library & community development programs, activities & services. Annual
1.3.3 Collaborate with Country Arts SA to
deliver a Regional Arts and Culture Plan. 1.3.2.4
Collaborate with Country Arts SA to compliment & implement the Tatiara Arts & Culture
Plan 2016-19. Annual
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Community Planning
Community needs are addressed through planning
for the provision of infrastructure, accommodation,
community facilities, programs and services.
Council’s changing population brings both
challenges and opportunities. Council engages
with the community, funding bodies, service
providers and volunteers to plan services that
address the changing needs of the community,
including older people, young people, families and
children.
Facilities & Built Form
Council is committed to providing well used and
maintained facilities that provide a community
focus.
Public spaces and facilities provide the focus for
community involvement and activities. Council
recognises the importance of these facilities,
specifically community centres and halls for
community interactions and will continue to plan
and maintain facilities with regard to community
needs.
Landscape Character and Activity Centres
Council is committed to the conservation and
enhancement of the District character to maintain
the combination of a rural landscape, scenic beauty,
natural character and iconic villages.
The Tatiara landscape is a mosaic of primary
production areas, native vegetation, waterways and
built form. This character attracts tourists to the
region and provides a desirable lifestyle. The
community has exhibited a desire to preserve the
landscape character and its associated benefits
through the retention of primary production land,
conservation of biodiversity and preservation of built
heritage. The challenge for Council and community
is to ensure a balance of competing land uses and
in doing so prioritise its effort, resources and
finances.
2. Infrastructure & Assets
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Objective: 2.1 Plan for & provide infrastructure appropriate to the community’s needs.
No. Strategy No. Activity Timeframe
2.1.1 Prudently review & manage
Council’s AMPs with its LTFP.
2.1.1.1.
Complete the development of Asset Management Plans for Council’s core asset groups to
ensure there are sufficient funds in the long term to renew infrastructure that is vital to
Council’s service delivery.
2016/17
2.1.1.2. Review & update Asset Management Plans (AMPs) on a regular basis & define condition,
service & performance standards for each asset class. Annual
2.1.1.3. Deliver works to develop & maintain Council’s physical assets for long-term sustainability,
amenity & safety. Annual
2.1.1.4. Continue to look for opportunities to rationalise & dispose of surplus assets in order to reduce
long-term operating & capital costs. Annual
2.1.2 Improve the safety of the
community.
2.1.2.1
Review & improve lighting provided to public facilities, roads & open spaces to improve public
safety.
Annual
2.1.2.2. Provide & promote walking & cycling trails for the health & wellbeing for recreation &
commuter use. Annual
2.1.3 Improve telecommunication for
both residents & local business..
2.1.3.1.
To work in conjunction with state & federal government departments to provide internet
(mobile BB) & mobile phone coverage to black spots within the district.
Annual
2.1.4
.
Maintain & manage Council
owned & managed land to
improve the amenity &
functionality of the area.
2.1.4.1.
Plan & develop the Old Shell Depot in Bordertown & the Railway lands in Keith for "tourist"
parking of larger vehicles & so that heritage information, arts & vegetation can be established
to "beautify" the area.
2017/18
2.1.4.2. Undergrounding of power, development/improvement of parking & the improved amenity of
parks (i.e. along Heritage Street, Keith; Padthaway). 2017/18
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Economic Development
Council is committed to facilitating and
advocating for a strong, diverse and sustainable
economy.
Our community can be strengthened by an
economy which builds on its strengths. Further
development of the District’s economy will be
based on an economic development strategy
which understands external pressures, and
employs practical economic development
methods.
An important objective is to prepare an
Economic Development Strategy to establish
the Council’s role, function and key activities in
respect to supporting economic activity within
the District.
Sustainable Agriculture
Agriculture is the traditional economic strength
of the Tatiara.
To allow agriculture to remain as a productive
sector, which value adds its product and
supports the Council’s population, productive
farm land must be protected from local and
international impacts and preserved from the
incursion of other competing uses.
Tourism
Council is committed to a well-promoted,
innovative and sustainable tourism industry
which complements our rural setting.
Tourism could become one of the Region’s key
economic areas. Proximity to the Dukes
Highway and Riddoch Highway provides a solid
basis for “day tourists”, and the areas natural
and rural scenery, and a growing calendar of
events is an attraction for visitors and the local
population.
A key objective is to identify a model through
which Council can make the most effective use
of available resources to encourage, promote
and support tourism in the District. This
includes identifying options for branding,
marketing and promoting the Tatiara Tourism
Offer.
3. Economic Development
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Objective: 3.1 Create an environment which encourages new & existing businesses to achieve their aspirations for growth.
No. Strategy No. Activity Timeframe
3.1.1.
To have a strong & prosperous
economy built on diversifying our
established industries, businesses
& enterprises & attracting new
industries & investors.
3.1.1.1. Develop & implement an Economic Development Strategy. 2016/17
3.1.1.2.
Develop & implement a strategy to foster economic development & tourism, which includes
partnering with Government bodies (like the RDA) to seek out & attract potential new
industries.
2016/17
3.1.1.3.
Work in partnership with the business community in the development & promotion of
business growth & employment opportunities, which includes Council visiting Tatiara
businesses annually.
Annual
3.1.1.4. Maintenance & data updates of the Tatiara Community Profile on its website, which can be
accessed by community groups, investors, business, students & the general public Annual
3.1.1.5.
Advocate to Government, in conjunction with the RDA and industry, to ensure that the
supply of energy to the region caters for current & future demand levels (e.g. cold storage,
bio-energy).
Annual
3.1.1.6.
Embrace technology as a key enabler of economic development & social networking by
advocating for appropriate Information Communication Technology (ICT) infrastructure to
support industry, business & the community. (e.g. mobile phone coverage).
Annual
3.1.1.7.
Coordinate long term strategic land use planning & infrastructure that assists economic
development across the Tatiara with particular emphasis on the retail & commercial
precincts, such as the Bordertown & Keith Industrial Estates, & the development of new
homes on surplus blocks.
Annual
Objective: 3.2 Implement effective strategies to grow & retain the region's population.
No. Strategy No. Activity Timeframe
3.2.1. Develop strategy to attract & retain
people in the Tatiara.
3.2.1.1
Facilitate the provision of transport services for the aged & young families by a community
bus system, encouraging local operators to provide a bus service & lobbying State/Federal
Governments for transport services.
Annual
Objective: 3.3 To support and encourage a sustainable, innovative and resilient tourism sector.
No. Strategy No. Activity Timeframe
3.3.1. To have a vibrant & growing
tourism industry.
3.3.1.1. Prepare and implement a Tourism & Marketing Plan for the region. 2016/17
3.3.1.2. Identify models through which Council can make the most effective use of available
resources to encourage, promote & support tourism in the District. 2016/17
3.3.1.3. Support & work with local & regional tourism groups, including the Tatiara Business
Association. Annual
3.3.1.4. Support, facilitate & promote major & unique events to regional & wider audiences. Annual
3.3.1.5. Identify ways to functionally & promotionally link accommodation activities with tourism
attractions, tourism businesses, farms & other rural activities. Annually
3.3.1.6. Encourage the community to be involved in preserving & promoting the history of their town
& the region. Annual
3.3.1.7. Developing the Bob Hawke Galley as a major regional tourism attraction through a
partnership with the Bob Hawke Ministerial Museum, University of SA. 2016/17
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Natural Systems
The natural environment of the Tatiara is greatly
valued by the local community and visitors.
Conservation of biodiversity, protection of the
watershed and the impacts of climate change
are key concerns. Council has a responsibility to
manage biodiversity and stormwater on land
owned or under its care and control and
regulate water polluting activities. Important
partnership opportunities exist with State
Government and other organisations to achieve
region-wide environmental objectives.
Climate Change & Energy Use
Our community and Council are well informed
and participate in climate change adaptation,
energy efficiency measures and is continuing to
reduce its greenhouse gas emissions.
Council has installed solar PV panels on a
number of its buildings and will continue to
reduce its carbon footprint and contribute
towards climate change mitigation. A regional
approach to climate change adaptation will
provide information to Council and the
community about local implications.
A key objective is for Council to take a role
model approach and develop an ongoing
corporate greenhouse gas reduction program
for Council facilities and operations based on
previous energy audits and matched to
available funding.
Waste Management
Council key objective is to manage waste
through increased diversion from landfill and re-
use options.
Sustainable action is a key for Council and the
community. Council is leading by example in
reducing waste from its facilities, services,
activities and programs. Council is committed to
reducing waste to landfill through the continual
provision of collection and recycling services
and facilities.
4. Natural Environment & Sustainable Living
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Objective: 4.1 Protect & enhance the natural landscape, urban treescapes & waterways.
No. Strategy No. Activity Timeframe
4.1.1. Support a clean, green & healthy
environment.
4.1.1.1.
Promote sustainability & conservation of Council’s bushland & waterway reserves through
information, education & public events (e.g. Clean Up Australia Day).
Annual
4.1.1.2. Investigate projects to preserve & enhance areas of remnant vegetation or significant native
flora & fauna on public & private land. Annual
4.1.1.3. Support community based climate change & sustainability initiatives. Annual
Objective: 4.2 Support our community to experience & appreciate a healthy, diverse & exciting natural environment.
No. Strategy No. Activity Timeframe
4.2.1.
Maintain Council’s commitment to
the Coorong & Tatiara Local Action
Plan (LAP) Committee & staff.
4.2.1.1. To achieve a better informed community on key NRM issues and actions to help protect &
enhance biodiversity across our region.
Annual
Objective: 4.3 Establish Council leadership as a sustainability & environment steward.
No. Strategy No. Activity Timeframe
4.3.1.
To reduce impact of Council’s
activities & provide leadership in
sustainability by demonstrating
best practice.
4.3.1.1.
Assess the potential impacts of Climate Change in relation to Council operations & services
& implement adaption strategies.
Annual
4.3.1.2. Develop a business case for the conversion of street lights to energy efficient lights. Annual
Objective: 4.4 Council will continue to develop best practice waste management strategies
No. Strategy No. Activity Timeframe
4.4.1.
Ensure waste services are
managed according to a long-term
waste management strategy which
is consistent with waste
minimisation principles.
4.4.1.1. Develop a Waste Management Strategy & Plan for the District. 2016/17
4.4.1.2. Encourage & promote waste reduction, recycling & reuse through community education &
public awareness programs. Annual
4.4.1.3. Continue to investigate cost effective ways to manage waste & recycling within the district. Annual
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Strategic Planning & Performance
Leadership
Our communities are confident, as a result of
strong, fair and accountable leadership.
People can become community leaders by driving
community initiatives, advocating for a cause,
coordinating community groups or by being an
elected representative. The community wants
leaders to act in a way that encourages
collaboration and cooperation for the good of the
broader community, while being accountable to the
communities and organisations they represent. In
the role as the peak District governance body, the
Council must ensure the community has confidence
in the integrity of its leadership and decision making
processes.
In meeting its legislative, regulatory and good
governance responsibilities and obligations, an
important leadership objective is to undertake an
ongoing review of Council’s overall governance
structure and explore opportunities to enhance the
decision making processes at all levels of the
organisation, including:
Elector representation;
The role and function of committees and
advisory groups;
Community access, including via technology;
Meeting procedures, agendas and minutes;
Community forums; and
Policies and associated procedures.
Managing Risk & Responsibility
Council is committed to creating a stable, sustaining
and relevant organisation.
The Council has both legislative and moral
responsibilities to mitigate risks to itself and the
community. This goal must be balanced with a
proactive approach by the Council which takes place
in accordance with contemporary business practice.
Community Engagement
Council is committed to ensuring our community is
informed, consulted and involved with Council
business and decision.
Council is responsible for allocating pooled
resources and making decisions for the entire
community. The community expects to be engaged
in making significant decisions and to be kept aware
of the ongoing operations of Council, regardless of
its scale and extent. Council must clearly define the
circumstances and situations, which the community
will be informed, consulted, involved, partnered and
empowered to ensure the community is confident in
the decisions and resource allocations made by
Council.
Council’s key objective is to create a sustainable
and high performing organisation that achieves its
goals and objectives for the benefit of current and
future generations.
Council must operate as a sustainable and
accountable organisation. This means managing
community resources now in a way that benefits
current and future members of the community.
Council’s impact on community well-being and the
environment must not only be well managed, but
also achieve positive and measurable
improvements.
Organisational Culture
Council is creating an agile, cohesive, customer
focused organisation that provides value for money.
The Council has a responsibility to build an
organisation that understands its community and
refines Council functions and priorities accordingly.
To this end, Council staff needs to be engaged, with
goals and work priorities that are aligned to strategic
objectives.
5. Governance & Leadership
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Objective: 5.1 Provide community leadership through accessible, open & consultative government.
No. Strategy No. Activity Timeframe
5.1.1.
Provide accountable, open, &
transparent communication with
the community.
5.1.1.1.
Develop a Community Engagement Framework which establishes mechanisms to inform,
consult and involve the community in Council business & decision making.
Annual
5.1.1.2. Provide information to the community via newsletters, website, local media & other
avenues.
Annual
Objective: 5.2 Maintain a clear & effective short, medium & long term planning framework.
No. Strategy No. Activity Timeframe
5.2.1. Council's operations are effective,
efficient & customer focused.
5.2.1.1.
Pursue the integration & management of information, communication & technology
systems.
Annual
5.2.1.2. Continue to undertake service review processes to ensure efficient & effective service
delivery. Annual
5.2.2.
To continuously improve the health
& safety of people within our
workplace.
5.2.2.1.
Implement & monitor health, safety & injury management services to provide a safe
working environment for all workers & volunteers.
Annual
5.2.2.2. Council's WH&S performance is at or above the regional average. Annual
5.2.3. Manage risk to the Council.
5.2.3.1.
Update the Risk Management Framework, which addresses workplace health & safety,
emergency management, business continuity, financial management, public liability &
legislative accountability.
Annual
5.2.3.2. Undertake an annual legislative compliance audit, commencing with key areas of risk
identified under the Risk Management Framework. Annual
5.2.3.3. Foster improved organisational probity, practices & risk management through effective
operation of Council’s Audit Committee. Annual
5.2.3.4. Council's risk management performance is at or above the regional Local Government
average. Annual
Objective: 5.3 Ensure that Council’s plans and budgets are both responsible and sustainable.
No. Strategy No. Activity Timeframe
5.3.1.
To implement prudent &
professional financial &
operational management.
5.3.1.1.
Maintain & implement prudent financial policies & practices to ensure long term financial
sustainability, including the provision of quality internal control & audit procedures.
Annual
5.3.1.2. Review the financial assumptions & planning parameters applied to the Long Term
Financial Plan to achieve long term financial sustainability. Annual
5.3.1.3. Develop & implement a comprehensive rating strategy that balances the needs of
Council with community interest. Annual
5.3.1.4. Improve service efficiency & effectiveness through regular service reviews & process
improvements. Annual
5.3.2.
Provide leadership & advocacy to
improve the financial position of
the Tatiara Council.
5.3.2.1.
Advocating for legislative change including constitutional recognition for local
government & improved funding models to lessen the reliance on rates as an income
stream.
Annual
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Council is required by the Local Government Act
1999 to prepare a Strategic Resource Plan
covering both financial and non-financial
resources for at least the next four financial
years to support the Council plan. Council has
prepared a Strategic Resource Plan for the
years 2016/17 to 2019/20 as part of its
ongoing financial planning to assist in adopting
a budget within a longer term framework. The
Strategic Resource Plan takes the strategic
objectives and strategies as specified in the
Council Plan and expresses them in financial
terms for the next four years.
The key objective, which underlines the
development of the Strategic Resource Plan, is
financial sustainability in the medium to long
term, whilst still achieving Council's strategic
objectives as specified in the Council Plan. The
key financial objectives, which underpin the
Strategic Resource Plan, are:
Continuous improvement of service delivery
within available resources.
Effectively manage Council’s risk.
Increase capital projects funding to manage
Council’s renewal gap.
Improve the liquidity of Council.
In preparing the Strategic Resource Plan,
Council has also been mindful of the need to
comply with the following principles of sound
financial management as contained in the Local
Government Act 1999:
Prudently manage financial risks relating to
debt, assets and liabilities.
Provide reasonable stability in the level of
rate burden.
Consider the financial impacts of Council’s
decisions on future generations.
Provide full, accurate, and timely disclosure
of financial information.
The Strategic Resource Plan is reviewed
annually through detailed sensitivity analysis to
achieve the key financial objectives of the
Strategic Resource Plan. The following
strategies which underpin the Strategic
Resource Plan have been prepared for the
period 2016/17 to 2019/2020 to assist.
Council in implementing the principles of sound
financial management;
Rating Strategy.
Asset and Infrastructure Strategy.
Treasury Management Strategy.
Human Resource Management Strategy.
Financial Sustainability Analysis.
Four standard statements are presented within
this Strategic Resource Plan which relate to
income, balance sheet, cash flow and capital
works.
Key Strategic Resource Plan Outcomes
The key outcomes of the key strategic resource
plan are as follows:
Rating Strategy: Council will always attempt
to identify other sources of revenue to
alleviate any further rate increases where
possible. Modest rate increases are
forecast over the next four years.
Infrastructure Strategy: Council’s annual
renewal gap is projected to increase over
the next four years.
Debt Management Strategy: New loans to
part fund capital works are projected over
the next four years. Reduced dependence
on loans provides Council with the ability to
take out new loans to meet special project
needs or opportunities in the future.
Human Resource Strategy: No increases to
staff levels are budgeted for the term of this
plan. The organisational structure is subject
to annual review based on the current and
projected functions of the Council to be
carried out.
Financial Sustainability Strategy: The
underlying debt is projected to increase as
a result of increasing funds to fund capital
works.
Strategic Resource Plan 2016-2020
17
Finance Expenses: Finance costs represent
interest payments on loans. Council‘s
Treasury Management Policy encourages
the use of cash reserves over loan
borrowings to fund capital works and for
the management of cash flow. However,
loan borrowing have been utilised where
necessary to fund appropriate capital works
and the costs associated with the loans
factored into the operational expenses of
Council.
Depreciation, Amortisation and Impairment:
Although depreciation is not a cash
expense to Council it is an expense that
represents the wear and tear of Council‘s
asset base and which reflects the
consumption of the assets being used. All
things being equal an equivalent amount
should be spent on the renewal and
replacement of such assets.
Depreciation expense is calculated using
the straight line method with increases
occurring every 5 years to allow for the
revaluation of assets.
Employee Costs: This expenditure line
includes all expenditure relating to the
employment of Council‘s staff and includes
on-costs such as superannuation, workers
compensation insurance and accrued leave
entitlements. Any of the above costs
associated with capital works is not
included.
It has been assumed an increase in line
with the CPI will apply for the term of the
plan. It has also been assumed that staffing
levels will remain relatively static over the
10 year period.
A number of external influences have been
taken into consideration as they are likely to
impact significantly on the delivery of Council’s
services. They include:
Negotiation of new Enterprise Workplace
Agreements in 2016, with salaries to be
maintained in line with these agreements.
Rates to increase by the CPI.
Inflation is projected to increase by 3% per
annum.
Council’s Infrastructure and Asset
Management Plan is to increase annually
by the CPI.
Funds will be borrowed for Road
Construction.
Continued receipt of the Federal
Government’s Roads to Recovery Funding.
Legislative compliance including Work
Health and Safety.
18
Account Description
2016/17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget
$ $ $ $
Inc. Exp. Inc. Exp. Inc. Exp. Inc. Exp.
10 Administration
1000 Revenue NEC (General Ops) 1,400 0 1,400 0 1,400 0 1,400 0
1020 Revenue NEC (Rates) 8,270,187 10,000 8,434,591 5,000 8,644,206 5,000 8,902,032 5,000
1050 Governance - Elected Members 500 594,477 500 603,584 500 628,193 500 610,690
1051 Governance – Other 0 272,977 0 258,964 0 262,103 0 265,610
1055 Revenue NEC (Financial Services) 2,648,006 0 2,696,284 0 2,757,621 0 2,833,065 0
1070 Revenue NEC ( Keith Office) 17,437 2,000 19,743 2,000 20,119 2,000 20,507 2,000
1080 Ss-Accounting/Finance Services 1,409,032 1,369,582 1,378,850 1,380,511 1,378,850 1,412,021 1,378,850 1,449,889
1081 Ss-Information Technology 235,839 269,094 265,616 260,196 265,616 330,622 265,616 280,366
1082 Ss-Communications 33,000 33,000 23,000 23,000 23,000 23,000 23,000 23,000
1083 Ss-Rates Administration 38,000 38,000 38,000 38,000 38,000 38,000 38,000 38,000
1085 Ss-Bordertown Occupancy 78,361 75,127 123,156 109,148 123,156 82,780 123,156 77,447
1089 Ss-Payroll/Hr. 0 8,000 0 8,000 0 8,000 0 8,000
1091 Ss-Keith Occupancy 81,860 97,576 101,736 84,536 101,736 86,496 101,736 88,761
Program Total 12,813,622 2,769,833 13,082,875 2,772,939 13,354,203 2,878,214 13,687,862 2,848,762
11 Public Order & Safety
1100 Dog Control 33,400 67,288 34,700 66,047 34,700 66,255 34,700 66,523
1110 Fire Protection 2,000 67,773 2,000 64,336 2,000 64,497 2,000 64,705
1130 Impounding Livestock 0 1,000 0 1,000 0 1,000 0 1,000
1140 Other public Order & Safety 500 57,120 500 58,161 500 58,958 500 59,967
Program Total 35,900 193,181 37,200 189,544 37,200 190,710 37,200 192,196
Strategic Resource Plan 2016-2020
19
Account Description
2016/17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget
$ $ $ $
Inc. Exp. Inc. Exp. Inc. Exp. Inc. Exp.
12 Health
1250 Health Immunisations 4,500 8,100 4,500 8,100 4,500 8,100 4,500 8,100
1260 Health Inspection 70,100 110,960 72,300 114,823 74,391 117,652 76,545 120,566
1270 Vertebrae Pests 0 0 0 1,700 0 1,700 0 1,700
1280 Noxious Insects 0 200 0 200 0 200 0 200
1290 Other Health Services 0 13,000 0 13,000 0 13,000 0 13,000
Program Total 74,600 132,260 76,800 137,823 78,891 140,652 81,045 143,566
13 Social Security & Welfare
1320 Senior Citizens 0 10,700 0 11,700 0 11,700 0 11,700
1330 Other Social Services & Welfare 51,500 189,877 52,738 195,135 54,260 196,690 55,827 198,597
Program Total 51,500 200,577 52,738 206,835 54,260 208,390 55,827 210,297
14 Health & Community Amenity
1400 Cemeteries 57,000 225,568 57,000 228,309 57,000 230,051 57,000 231,864
1411 Effluent Drainage – Bordertown 538,560 326,001 565,403 178,792 593,588 154,264 623,183 196,750
1412 Effluent Drainage - Keith 240,828 332,529 252,646 100,669 265,055 101,033 273,616 94,408
1413 Effluent Drainage - Mundulla 33,120 17,630 34,776 16,497 36,515 16,602 38,341 28,209
1414 Effluent Drainage - Wolseley 22,770 63,011 23,909 22,575 25,104 22,626 26,359 22,540
1420 Public Conveniences 0 210,084 0 208,236 0 215,540 0 219,042
1430 Sanitary & Garbage 647,280 1,006,408 684,900 974,821 714,360 1,001,889 754,620 1,029,769
1440 Street Cleaning 0 75,000 0 76,875 0 79,181 0 81,161
1450 Street Lighting 0 184,000 0 131,500 0 146,575 0 137,742
1460 Town Planning 0 66,885 0 73,296 0 71,982 0 73,481
1465 Flood Prevention 0 10,000 0 10,000 0 10,000 0 10,000
1477 Land Development 221,600 55,730 600 12,012 600 12,012 600 12,012
1485 Wolseley Water Supply 14,000 7,347 10,000 7,551 10,000 7,778 10,000 8,011
Program Total 1,775,158 2,580,193 1,629,234 2,041,132 1,702,222 2,069,532 1,783,718 2,144,989
20
Account Description
2016/17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget
$ $ $ $
Inc. Exp. Inc. Exp. Inc. Exp. Inc. Exp.
16 Sport & Recreation
1600 Halls 81,588 636,695 90,088 626,155 87,588 608,794 90,588 635,857
1610 Bordertown Library 24,132 391,774 24,000 400,585 24,050 407,112 24,100 415,248
1615 Keith Community Library 3,900 20,063 3,900 20,063 3,900 20,063 3,900 20,063
1620 National Estate 2,000 46,561 2,000 45,686 2,000 46,111 2,000 46,548
1630 Parks & Gardens 0 764,896 0 706,482 0 724,620 0 737,742
1640 Sport & Recreation 46,300 123,692 35,494 63,732 35,495 63,949 35,495 64,172
1650 Swimming Pool – Bordertown 70,955 231,189 69,155 221,375 64,200 220,197 64,200 223,447
1660 Swimming Pool – Keith 31,800 192,994 32,500 178,400 32,500 180,853 32,500 204,757
1670 Other Cultural Services 0 14,500 0 14,500 0 14,500 0 14,500
Program Total 260,675 2,422,364 257,137 2,276,978 249,733 2,286,200 252,783 2,362,335
18 Agricultural Services
1800 Land Management - Conservation 16,000 581,827 4,000 595,374 4,120 611,690 4,244 628,495
1820 Land Management – Agricultural Pests 0 1,500 0 2,500 0 2,500 0 2,500
Program Total 16,000 583,327 4,000 597,874 4,120 614,190 4,244 630,995
19 Mining, Manufacturing etc.
1900 Development Act 41,400 218,977 43,200 224,437 43,200 228,557 43,200 233,724
1920 Quarries 500,000 746,000 500,000 796,000 500,000 796,000 500,000 796,000
Program Total 541,400 964,977 543,200 1,020,437 543,200 1,024,557 543,200 1,029,724
20 Transport & Communication
2000 Construction Works (Capital) 0 3,702,925 0 3,111,082 0 3,128,884 0 3,112,096
2010 Maintenance Works 0 1,770,434 0 1,785,111 0 1,810,785 0 1,841,975
2020 Road Grants 2,189,082 0 1,442,282 0 1,283,545 0 1,300,297 0
2030 Parking 300 3,100 300 2,100 300 2,100 300 2,100
2040 Aerodrome 800 29,641 800 30,382 800 31,293 800 32,232
2050 Rural Addressing 0 0 0 0 0 0 0 0
2070 Other Transport & Comm. 0 9,223 0 11,316 0 12,430 0 13,548
Program Total 2,190,182 5,515,322 1,143,382 4,939,991 1,284,645 4,985,492 1,301,397 5,001,951
21
Account Description
2016/17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget
$ $ $ $
Inc. Exp. Inc. Exp. Inc. Exp. Inc. Exp.
21 Economic Affairs
2100 Economic Development 4,824 81,179 4,824 77,381 4,824 73,721 42,870 74,071
2110 Area Promotion 0 0 0 0 0 0 0 0
2120 Caravan Park 11,221 22,960 11,501 26,523 11,846 23,523 12,202 26,523
2150 Saleyards 7,800 2,730 8,800 2,798 8,800 2,882 8,800 2,969
2160 Tourism 10,000 68,999 0 43,078 10,000 58,466 0 43,867
Program Total 33,845 175,868 25,125 149,780 35,470 158,593 63,872 147,430
22 Other Purposes NEC
2210 Plant Operations 1,148,000 1,428,300 1,140,000 1,387,108 1,140,000 1,476,471 1,140,000 1,468,565
2220 Depot & Overhead
Expenses 673,045 1,893,240 689,329 1,870,761 703,055 1,943,770 717,061 1,950,980
2230 Vandalism 0 3,000 0 3,000 0 3,000 0 3,000
2250 Other Property & Services 58,000 88,460 56,000 91,523 56,000 91,523 56,000 91,523
2260 Other General Service 8,640 7,200 12,000 10,000 12,000 10,000 12,000 10,000
Program Total 1,887,685 3,420,200 1,897,329 3,362,391 1,911,055 3,524,764 1,925,061 3,524,068
Grand Total 19,680,567 18,958,102 18,749,019 17,695,724 19,254,999 18,081,293 19,736,208 18,236,312
Surplus / Deficit 722,465 1,053,296 1,173,706 1,499,897
Reserves – Transfers From 0 0 0 0
Reserves – Transfers To 706,009 728,318 795,854 789,709
Total – Surplus / Deficit 16,456 324,977 377,852 710,188
22
Strategic Plan 2016/17-2019/20 expresses Council’s commitment to the community.
Council however cannot achieve these aspirations alone – it needs your help! Listed
below are just some of the ways each resident within the region can contribute to
achieving these aspirations.
We look forward to everyone’s participation
and contributions as we strive to make the
Tatiara the best place to live.
Join a club. The Tatiara district has
hundreds of sporting, recreation, special
interest and social clubs. This is a great way
to connect with other people in the region
who share your interests.
Volunteer at a council-run facility or special
event. The Tatiara has an extensive
volunteer network.
Ride your bike to work or car pool with
others in your local area.
Walk your children to school.
Purchase products and services locally.
‘Go Green’ – there are many ways to reduce
your carbon footprint and save our regions
precious resources.
Get active – take advantage of one of our
areas of open space, or one of our
playgrounds.
Attend a community festival or major event.
Encourage a healthy lifestyle.
Take care on our roads.
Embrace our diverse community.
Support local artists and exhibitions.
Visit your local library.
Employ locally.
Be welcoming to visitors and tourists.
Take a local education course.
Value and respect our local heritage.
Get to know your neighbours.
Get involved in a local community project.
Be water wise.
Get involved in environmental initiatives
such as:
o Respect our community assets.
o Be a responsible pet owner.
o Report damaged council property and
assets such as footpaths, roads,
street furniture or buildings to one of
our Council offices.
How You Can Contribute
23
If you need any further assistance or information on a service or a facility listed in this
Strategic Plan, simply contact us via one of the following easy ways:
Web
The Council’s website is a great source of
information available to you 24 hours a day,
365 days a year.
Log on to the web at www.tatiara.sa.gov.au
Telephone
Pick up the phone between 8.30am and 5pm
weekdays to call us on 8752 1044. Your
questions can be answered by just dialling one
number (and, if we can’t help you, we’ll do our
best to tell you who can).
Post
Write to us at:
Tatiara District Council
PO Box 346
BORDERTOWN 5268
Fax
Send us a fax on 8752 1442
Don’t forget the speed of email. Get online and
drop us an email at [email protected]
Mayor & Councillors
There’s also a hotline to the Mayor and
Councillors if that’s who you’re looking for. To
contact them directly, please refer to their
contact details on page 2.
In Person
You can always visit us for personal over-the-
counter service at any one of our two
conveniently located Customer Service Centres:
Bordertown
43 Woolshed St
Keith
34 Hender St
How You Can Contact Us