Council Agenda Attachments 23 July 2013 - Naracoorte Lucindale ...

Naracoorte Lucindale Council 

17/07/20131:01 PM 

Major Projects (Rolling 3 Year Works Program) 

Job 

Number Project Name From To 

2012-13 

Estimated Cost 

(excl. GST) 

2013-14 


(excl. GST) 

2014-15 


(excl. GST) 

TOTAL 


(excl. GST) 

UNSEALED ROAD CONSTRUCTION $ 150,000 $ - $ 1,703,061 

9587026 Moyhall Road (Ludwigs corners) 

4.93kms south 

of Doolans Rd 

External 

Funding 

Contribution 

YTD 

Expenditure 

Start of open 

surface road $ 550,000 $ 550,000 $ 352,000 $ 492,191 -$ 57,809 

YTD 

Variance Project Description Status Current Status Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

Realign and widen roadway to improve safety and provide a 

consistent surface. Remove narrow bitumen road and return to 

open surface. improvement of drainage infrastructure through 

this section of construction. 8m wide pavement. Budget 

transfer from failed Black Spot Cycle projects $150k. Peg/level 

set out to be done as back up. Stage 1 and 2 starting from 

southern most point. 

Completed 

Design completed. Raising material from Ludwigs. Land 

scraper for earthworks. Land acquisition negotiated with 

property owners. Road alignment pegged and earthworks 

have begun. Culverts isntalled. Road base prepared. 

Fencing completed. Pavement completed. Final trim 

completed. 

9587021 Mudge St End of Seal 

End of Road 

Reserve $ 112,000 $ 112,000 $ - $ 75,348 -$ 36,652 

9587029 Boddingtons Road West (Stage 3) 2011-12 Const. Riddoch Hwy $ 15,000 $ 40,000 $ 1,000,000 $ 1,055,000 $ 10,000 $ 9,871 -$ 5,129 

9587022 Fourth St, Francis Second St Third St $ 15,000 $ 92,000 $ 107,000 $ - $ 5,938 -$ 9,062 

$ 692,000 $ 132,000 $ 1,000,000 $ 1,824,000 $ 362,000 $ 583,348 -$ 108,652 

UNSEALED ROAD RESHEET $ 900,000 $ - $ 1,775,000 

Extension of existing township road network to accomodate 

recent housing. Survey and preliminary design done. 

Construction of 80m of sealed road way including kerb and 

watertable to assist with drainage. Continue with same kerb 

design and provide proper crossovers at each driveway. No 

culdesac required. Surface water drains back toward Caves Rd. 

Discussion held with DPTI. Design in 12-13, construct in 13-14 

subject to funding. Council supports funding for further 

investigation and design. Design partly funded by DPTI. Final 

stage. Need to seek grant funding opportunities in future. 

Preferred contractors from DPTI. Budget transferred to Market 

Square Playground Softfall. 

Construct and seal roadway to Third St and then around the 

corner to Railway Tce. Also seal to first driveway to East on 

Third. Includes kerbing replacements and drainage upgrade. 

Accommodate parking at deli on both sides. 7m wide road 

beyond deli. Swale drains to North. Investigate stabilisation of 

existing material. 

9586711 Elad Road Callendale Road 4 km east $ 200,000 $ 200,000 

Awaiting confirmation on accessing material in Spence area. 

Also discussing the possibility of carting material from Ried Rd 

if Council will expand the pit at Di Giorgios, as this may be a 

better options as it is a sealed road for 90% of the distance. 

Commodity b-double route. Stage 1 - 4km East from Callendale 

$ 173,186 -$ 26,814 Rd. Stage 2 - 2.6km East from Bagnalls Rd to Coles Spence Rd 

3.6km from Limberts Lane North has been completed. 

Inspection and discussion on ownership of culverts to be 

replaced in this section. Stage 2 from Limberts Ln to Nilans Ln 

5.9km to finish in 12/13 budget. 150mm rubble from Haynes 

property already raised. 8m wide pavement. Prep and seal 

approaches to Bool Lagoon culvert - 120m either side and 

apron to Nilans Rd. Drainage Board to contribute 50%. $212k 

9586729 Moyhall Road Limberts Road 9.5 km South $ 275,000 $ 525,000 $ 352,652 $ 199,917 -$ 75,083 carried forward fom R2R 2011-12. 

Completed 

Slipping 

On Target 

Completed 

Completed 

Design complete. Tree trimming complete. Set out 

complete. Kerbing and road base complete. Driveways 

complete. Minor private works. Sealing completed. 

Liased with DPTI. Road Safety Audit on intersection 

complete. Drafting brief for concept designs in 13-14. 

Sawley Lock undertaking design. Service locations 

required. Depthing and soil testing required to determine 

pavement design. Limited material available. 

Raising material from Reid Rd which was recently blasted. 

Rubble being screend at the pit. Resheet completed. 

Tree trimming complete. Weed spraying done. Rubble 

raised. Slashing complete. Water being sourced from 

drainage board. Bridge approach designed. Carting 

completed. Resheet completed. Bridge approaches 

sealed. 

9586734 Legges Lane 

1.5 kms south 

150mm depth. Sourcing good quality material from Reid Rd. 

from half way 1.5km South $ 100,000 $ 100,000 $ 103,335 $ 3,335 Costing to be reviewed once location is found. 

Completed 

Raising material from Reid Rd which was recently blasted. 

Completed. 

9586703 Maaoupe Rd Bool Lagoon Int. Council Bdy $ 240,000 $ 240,000 $ 223,184 -$ 16,816 

Poor condition. Coincide with Bool Lagoon West Rd 

intersection. Culvert replacement and guard rails required. 

Realignment of several bends to accomodate large transport 

(e.g. B-Double milk tanker). Land acquisition. 200mm 

compacted rubble. 

Slipping 

Design completed. Land acquisition finalised. Road set 

out completed. Culvert completed. Fencing completed. 

Earthworks completed. Road pavement completed. 

Batters outstanding. Will be completed in 2013-14. Carry 

forward. 

Road failing, minimal material 5 culverts req and 2 headwalls, 4 

trees may need to be removed, native veg? 150mm depth. 

Stage 1 - 900m section from Carters Rd to Butler is worst 

section. Stage 2 - remaining distance(600m). Low use road. 

9586697 Turnbulls Rd Wrights Rd Road End $ 50,000 $ 25,000 $ 75,000 $ 61,795 $ 11,795 Consider future of Butlers Rd at same time. 

9586696 White Malones Rd Laurie Park Rd Council Boundary $ 57,000 $ 97,000 $ 35,309 -$ 21,691 

Tree trimming complete. Weed spraying complete. 

Completed. Stage 2 in 13-14. Rubble from Red Hill. 

Completed 

Minimal levels of rubble left, med to heavy tree trimming. 

150mm depth req'd on first km from Laurie Park Rd. Patching 

only required on road from 1km to 2km chainage. Large limb 

on tree to be removed at CH 790m. Width 5m. Roadside 

slashing/spraying required on northern side to prepare long 

drain. Culverts OK. Intersection OK. Narrow road near 

intersection. Completed Tree trimming complete. Completed. 

9586701 Lochaber South Rd Tresants Rd Stewarts Range Rd $ 25,000 $ 140,000 $ 100,000 $ 265,000 $ 104 -$ 24,896 

150mm depth. Major link road. This road has previously been 

repaired under maintenance budget which is failing now. Bus 

route. Two stormwater culverts. Approx 4kms. 

Slipping 

Updating signage & white posts into costing. Agreement 

for water (Stark) & rubble (Maranoa Downs) to be made 

up. Sourcing further rubble. Carry $25k forward to 2013- 

14 to do project in one hit. 

9586699 Robertson Hundred Line Moyhall Rd 

Major pavement failure in places. Heavily used. 150mm depth. 

Patch worst areas in 12-13. Will be impacted by rubble carting 

3.7kms East of 

Moyhall $ 25,000 $ 40,000 $ 65,000 

for Moyhall Rd. Bypass road for Moyhall Rd. Further patching 

$ 11,423 -$ 13,577 only in 13-14 to see it through for another 5+ years. 

9586712 Crooked Lane 200m North 850m North $ 25,000 $ 25,000 $ 11,549 -$ 13,451 

$ 997,000 $ 205,000 $ 100,000 $ 1,592,000 $ 352,652 $ 819,802 -$ 177,198 

SEALED ROAD RECONSTRUCTION $ 1,600,000 $ - $ 1,600,000 

9585607 Gap Rd, Frances Badmans Rd 4.9 kms East $ 10,000 $ 10,000 $ 1,168,150 $ 2,452,700 $ 1,168,150 $ 11,715 $ 1,715 

9585602 Foster St, Naracoorte Loveday St Pethick St $ 260,000 $ 260,000 $ 140,805 -$ 119,195 

Slipping 

Resheet 650m of roadway in worst section. 5m wide. 150mm 

depth. Completed Road completed. 

6.8m two lane seal. Design in 12-13 with application for SLRP 

funding in 13-14. AADT 65 with 20% b-double. Inspection 

shows severe deterioration of road surface with major 

depressions. Project staged over 2 years. Left unattened will 

require increased maintenance and possible speed restrictions. 

Major culvert and tree work required. Native veg implications 

possible. 

Includes construction of drainage, kerb, etc. Check capacity of 

soakage pit. Determine if easements in place. Capacity of 

pit/bore. Application of WSUD principles. Eng assessment being 

undertaken. 14/7 C170 seal. Dial before dig completed. Semimountable 

kerb with crossovers to be installed. Prelim design 

completed. 

No Budget 

Slipping 

Sourcing material. Awaiting completion of Moyhall Rd 

construction before starting. Patching in 12-13 completed. 

Carry forward to 13-14. 

Investigating rubble sources - possible Burns - may nee 

creek crossing - testing to be undertaken. Survey 

underway. Part design completed. Seeking EOI for 

construction. 

Grant funding not available - project construction 

deferred. Design to continue in 13-14. 

Two community consultation public meetings held. 

Feedback being considered. Final road design complete. 

Drainage design complete. Bore drilled. Set out complete. 

Kerbing, drainage and road base installed. Finalising 

streetscape and waiting for optimum moisture conditions 

prior to sealing. 


Feedback being considered. Final road design complete. 

Drainage design complete. Bore drilled. Set out complete. 

Kerbing, drainage and road base installed. Finalising 

streetscape and waiting for optimum moisture conditions 

prior to sealing. 

9585603 Loveday St, Naracoorte Foster St Gordon St $ 213,000 $ 213,000 

Includes construction of drainage, kerb, etc. Drainage bore. 

Profiling of footpath area near Gordon and retaining of church 

$ 127,293 -$ 85,707 land approx. 30m. Prelim design completed. 

Slipping 

Reconstruct road including replacement of kerbing. Survey 

done. Service depthing to be done. Design to be done as levels 

9585605 Second St, Frances Fourth St East Tce $ 10,000 $ 204,000 $ 214,000 $ 4,166 -$ 5,834 are critical. On Target Preminary investigation commenced. Design underway. 

Traffic study completed with HDS Australia. Design to be 

Undulating road. Kerb replacement. Project cost to be 

updated after this. Consultation with stakeholders started. 

determined. Part funding of SA Water infrastructure upgrade. 

Design tender awarded to GHD. SA Water consulted. 

Awaiting advice from SA Water and DTEI. Shared use path, off 

Concept designs completed. Public consultation underway - 

9587027 Butler Tce, Naracoorte Gordon St Smith St $ 45,000 $ 1,000,000 $ 1,045,000 $ 500,000 $ 29,200 -$ 15,800 street parking, etc. Pavement report obtained from BBS. On Target meeting early August. 

Please Note: This is a rolling three year plan that is subject to change as a result of revised priorities determined by Council. Page 1




Job 


9585611 Ormerod St, Naracoorte MacDonnell St 

2012-13 


(excl. GST) 



(excl. GST) 

2014-15 


(excl. GST) 

TOTAL 


(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

Design in 11-12. Construct in 12-13. DPTI will only construct 

their section of road and nothing external to their property. 

Council to partner with DPTI to design and construct Ormerod 

St. Indicative costs only. Design engineers (GHD) engaged. 

End of Council 

Section $ 233,500 $ 243,500 

Footpath (pavers) to roundabout. Consultation with adjacent 

$ 7,245 -$ 226,255 land holders. Final design received for endorsement. 

YTD 


Undeliverable 

Final design completed by GHD. Consultation completed 

with land holders. DPTI to tender civil works. Joint tender. 

DPTI holding over to 13-14. Will need to carry forward. 

9585601 Fifth St, Frances Second st High st $ 20,000 $ 220,000 

Reconstruct roadway. Remove kerbing and badly pruned trees. 

Reshape road with crown. Narrow to 7m. Provide WSUD 

principles. Culverts for driveways. Design only in 12-13. 

$ 4,629 -$ 15,371 Shortcut for heavy vehicles from Border Rd - damage corners. On Target Preliminary investigation commenced. Design underway. 

9585604 Old Caves Rd Pinkerton Rd 

Hynam Caves 

Road $ 25,000 $ 310,000 $ 310,000 $ 645,000 $ 3,469 -$ 21,531 

9585760 Bool Lagoon West Rd Maauope Rd Dual Lane Seal $ 25,000 $ 630,000 $ 685,000 $ 315,000 $ 3,619 -$ 21,381 

$ 841,500 $ 950,000 $ 2,682,150 $ 5,978,200 $ 1,983,150 $ 332,141 -$ 509,359 

SEALED ROAD RESEALS $ 550,000 $ - $ 1,100,000 

Narrow bitumen road. AADT 127. School bus route. Shoulders 

in poor condition. Two failed attempts at grant funding. 

Undulating surface. Low lying with drainage issues. Shallow 

services. Future purpose subject to Structure Plan. Staged 

approach. Design in 12/13. No grant $$ available. First stage 

from Pinkerton Rd to new seal near Pistol Club Rd. 2350m x 8m 

pavement and 6.2 m seal. Remove Poplar trees along drain. 

Culverts required. 

Narrow bitumen road in poor repair. Severely deformed, 

cracking in sections and some large blow outs. Return to open 

surface until future sealing. Approx. 2.7kms. AADT 30. Possible 

SLRP funding from Clarksons Rd as is identified SELGA strategic 

transport route. Letter written to LGTAP. Funds tranfser 

declined. Approx. $30k required for road repair in 11-12. 

Possible future funding. Includes 200m of Bool Lagoon Rd to 

intersection. Stage 1 - Bool Lagoon Rd to Moyhall Rd Stage 2 - 

Moyhall Rd to Existing 2 lane seal. Fosters or Cavill for water. 

Morehouse for rubble. 

9586752 Avenue - Crower Road Nth Reedy Creek Rd 2.2km South $ 40,500 $ 40,500 $ 27,555 -$ 12,945 7mm C170 - To complete northern end of road Completed Completed. 

On Target 

On Target 

Survey and design underway. Possible RFQ for 

construction. 

Survey and design almost complete. SLRP funding 

application completed. SLRP funding secured for 13-14. 

9586753 Avenue - Crower Road Sth 

10.1km South of 

Reedy Creek Rd 

4.0km Nth Robe 

Road $ 47,900 $ 47,900 $ 42,234 -$ 5,666 7mm C170 - To complete road. Minor pre-mix works required. Completed Completed. 

9586764 Ormerod Street Sandstone Ave 25m West $ 10,812 $ 10,812 $ 13,078 $ 2,266 40mm AC7 - Just on intersection to remove structural cracks Completed Completed. Spoon drain done. 

9586763 Riverside Drive (B) Ormerod St 

South East Ford 

Gate $ 52,092 $ 52,092 

40mm AC10 - Stripping in sections, major cracking on corner 

$ 2,120 -$ 49,972 near railway bridge Completed Completed. Spoon drain done. 

9586765 Sandstone Avenue Smith Street Railway Line $ 95,000 $ 95,000 

Design pending. Possible design profile wheel lanes, with 

30mm over parking lanes and 50mm in wheel lanes with some 

$ 108,050 $ 13,050 deep lift near intersections of around 80mm. 

Completed 

10mm S35E - Reseal to remove cracking with rubber 

9586757 Gordon Street Deviation Road Butler $ 25,700 $ 25,700 $ 25,959 $ 259 compound. Finish short of Butler Tce junction. Completed Road being prepared for sealing. 

Bool Lagoon West 

Rd $ 106,000 $ 106,000 $ 109,240 $ 3,240 

Stage 1: Riddoch Hwy to railway line - Scrub coat asphalt 

($37k) with 14mm crumbed rubber reseal to remove wheel 

lane depressions (trial site). Stage 2 & 3 pending design. 

SELGA strategic route. Possible future funding. Completed Scrub coat applied. 

Completed. Rail line covered. Deep lift near Smith St 

intersection 

9586761 Bool Lagoon Rd Riddoch Hwy 

10mm S35E - Reseal to rejuvinate existing surface and cover 

stripping. Parking lanes excluded. Finish short of McRae due to 

9586762 Riverside Drive (A) SE Ford Aust Post $ 14,700 $ 14,700 $ 64,955 $ 50,255 drainage works. Completed Road being prepared for sealing. 

7mm S35E - Reseal to rejuvinate existing surface and cover 

9586760 Merino Street Sixth Av Pavy Dr $ 11,600 $ 11,600 $ 12,640 $ 1,040 stripping Completed Road being prepared for sealing. 

Railway 

50mm AC10 MSR - To remove undulations either side of rail 

9586768 MacDonnell St 

Crossing Railway Crossing $ 21,000 $ 21,000 $ 23,591 $ 2,591 line. DPTI contribution for rail and 1m either side. Completed Completed. Rail line covered. 

Arthur Street/Hinckley Street/Gore 

50mm AC10 MSR - To remove undulations and cracking on the 

9586769 Street Intersection Intersection Intersection $ 25,000 $ 25,000 $ 28,433 $ 3,433 intersection Completed Completed. Top stones to be raised by SA Water. 

9586771 Lochaber Lane Riddoch Hwy 3.75kms West $ 86,700 $ 86,700 $ 89,110 $ 2,410 10mm C170. Swapped with Cadgee Rd for 12-13 program. Completed Road being prepared for sealing. 

9586772 Kidman St Rule St End $ 4,300 $ 4,300 $ 4,793 $ 493 10mm S35E Completed Road being prepared for sealing. 

9586773 Bourne St Rule St End $ 3,200 $ 3,200 $ 3,800 $ 600 10mm S35E Completed Road being prepared for sealing. 

$ 544,504 $ - $ - $ 544,504 $ - $ 555,556 $ 11,052 

INTERSECTIONS $ - $ - $ 98,500 

Mahoneys Rd and Cadgee Rd, 

Naracoorte $ 5,000 $ 95,000 $ 100,000 $ 47,500 $ - -$ 5,000 

9586770 

$ 5,000 $ 95,000 $ - $ 100,000 $ 47,500 $ - -$ 5,000 

KERB AND WATERTABLE $ 168,000 $ - $ 266,500 

Very bad alignment with poor vision in both directions. Tree 

removal, relaignment, speed reduction and slip lanes proposed. 

50/50 funding from Black Spot funding program possible. Pending 

Road Safety Audit completed by GHD in 2007. Application 

for state black spot funding submitted in Nov 2012. 

Awaiting outcome. Missed out on Federal govt funding. 

Awaiting State funding. 

9585941 Gordon St, Naracoorte Loveday St Pethick street $ 115,500 $ 115,500 $ 98,352 -$ 17,148 

New upright kerb outside TAFE. Replace exisiting on western 

side. Consider closure of Church St as it is currently a road 

safety hazard. Asphalt overlay. 

Slipping 


Feedback being considered. Prelim design complete. Bore 

drilled. Church St to be excluded from consideration. 

WSUD principles being deployed. Kerbing 90% complete. 

9585943 Ormerod St, Naracoorte 

Kerb and stomwater on southern side and also infront of 

MacDonnell 

Street Railyard $ 43,000 $ 43,000 

MiniJumbuk. Tie in with road works. Need to separate footpath 

$ 1,293 -$ 41,707 works. 

Undeliverable 

Prelim design complete. Redo costing for kerb only. Onsite 

investigation to confirm scope of works. Will combine 

with Ormerod St recon so will carry forward to 13-14. 

9585942 Railway Tce, Lucindale 

House 1 

(Millers) 

House 6 

(Wilks) $ 32,500 $ 32,500 $ 15,814 -$ 16,686 

9585944 Caves Rd, Naracoorte Arthur St Price Av $ 15,000 $ 250,000 $ 265,000 $ 56 -$ 14,944 

$ 206,000 $ - $ 250,000 $ 456,000 $ - $ 115,515 -$ 90,485 

FOOTPATHS $ 309,000 $ - $ 474,000 

Southern side. Prep work done internally but kerb works to be 

contracted. Design complete. Crossovers for adjacent 

properties. Checking driveway gradients. 

Stormwater control required along built up area to direct water 

away from the trafficable area. Survey and prelim kerb design 

done. Connection to open drain system not suitable for urban 

environment. Scope to include replacing open drain with 

underground pipe system. Design only in 12-13. Stage 1 to 

Price Av, Stahe 2 - Price to Sunrise 

9586046 Gordon St Butler St Loveday St $ 230,000 $ 230,000 

40mm asphalt AC7. Design completed. Coordinate with kerb 

works. Includes pedestrian crossing in front of TAFE, pram 

ramps, pedestrian refuge. Includes new lids and surrounds to 

SEPs on Butler and Gordon St intersection. Asphalt in 2012. 

Bollards installed near BP. $18k asphalt. Stage 2 - opposite 

$ 66,734 -$ 163,266 TAFE. 

Sealed footpath west side. 1.8m wide. Rubble base has been 

completed and compaction tested - OK. Tree removal 

completed. Asphalt 30mm surface estimated cost $19,000 and 

9586041 Sandstone Ave Park Terrace Newton Rd $ 30,000 $ 60,000 $ 58,717 $ 28,717 will be constructed in October 2012. $31.8k asphalt. 

Completed 

On Target 

Slipping 

Completed 

Survey and design done. Kerbing completed and back 

filled. Road pavement shaped and ready for sealing in Jan 

2013. Sealing completed. Remedial works planned with 

sealing contractor. 

Prelim design done. Tonkin engaged to prepare final 

design for full length to Sunrise school. Assessing 

drainage modelling to determine pipe sizes for drain 

replacement. 

Telstra contractor relocating pits. Dig out complete. 

Asphalt installed. Back filling and sealing underway. Tree 

planting scheduled. Stage 1 completed. Stage 2 between 

Pethick and McRae to tie in with kerb works. Sealed in 

Octoner 2013. 

Tree removal complete. Dig out complete. Compaction 

test completed. Asphalt installed. Telstra pit repaired. 

Pram ramps done. Back fill complete. Tree planting done. 

Completed. 





Job 


2012-13 


(excl. GST) 



(excl. GST) 

2014-15 


(excl. GST) 

TOTAL 


(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

9586042 Attiwill St, Naracoorte Cedar Av Memorial Drive $ 30,000 $ 40,000 $ 70,000 $ 64,760 $ 34,760 

YTD 


Left side back of kerb past Longridge and around the corner 

into Memorial. Asphalt with retaining walls. Joint project with 

Longridge. See letter Feb 13 2012. 1.8m wide. Longridge to do 

retaining and tree removal. Latter complete. Stage 1 - 

Longridge to Memorial, Stage 2 - Longridge to Cedar. $22.2k 

asphalt. No trees to be removed in Stage 2. 

On Target 

Rubble base prepared. Trees removed and stumps 

mulched. Telstra lowered. Posts installed. Pram ramps 

complete. Asphalt installed. Back filling underway. 

Retaining wall to be constructed by Longridge. Fire water 

tanks will be removed before Stage 2. 

9586043 Moore St Freeling Park Tce $ 19,000 $ 19,000 

130m to connect North school to town. Heavily used. 100mm 

rubble path completed. Waiting for asphalt in October 2012. 

$ 35,412 $ 16,412 1.5m wide. Pram ramps at each crossing point. $16.8k Completed 

Concrete paving on southern side of street. To proceed after 

drainage project is complete. Remove one small tree near True 

9586049 MacDonnell St Triton End of True Value $ 25,000 $ 25,000 $ 18,611 -$ 6,389 Value. 

Completed 

$ 334,000 $ 40,000 $ - $ 404,000 $ - $ 244,234 -$ 89,766 

STORMWATER DRAINAGE $ 113,100 $ - $ 168,100 

Upgrade undrground drainage network from Freeling St to the 

Naracoorte creek. Include Market Square and Globe St. Survey 

and preliminary design complete. Tonkin undertaking hydraulic 

modelling. Budget transferred from failed Bicycle Black Spot 

9585388 Freeling St and Cameron St Freeling Street Naracoorte Creek $ 35,000 $ 340,000 $ 340,000 $ 715,000 $ 22,642 -$ 12,358 projects. Design only 2012-13. 

On Target 

9585392 MacDonnell St 

2473743 Naracoorte CBD Arthur St 

New underground drainage system to take runoff from 

MacDonnell St in front of Pioneer Park down to the creek 

alongside True Value. New easement for drainage to be 

created. Poly pipe to be used in easement. Disconnect drainage 

pump at rear of lighting shop. Remove large eucalypyt on river 

bank to allow pipes to get to creek. Will be done in two stages: 

Limestone Coast 

Stage 1 - Creek to MacDonnell St footpath. Stage 2 - 

Lighting Naracoorte Creek $ 78,100 $ 78,100 $ 138,168 $ 60,068 MacDonnell St footpath to Pioneer Park SEP. 

Naracoorte Creek 

Via Smith $ - $ 1,500,000 $ 1,500,000 $ 4,577,000 $ - $ 339 $ 339 

Design only (11/12) Constructed over a number of 

years/stages. External engineering advice has been sought to 

date. Includes Roland, Robinson, Smith and Rivrside Dr. 

Further works will include service depthing at approx. cost of 

$22K. Designs and costings received. Apply for grant funding in 

12/13. Possible NDRP application. Drainage is identified as high 

priority in Council's risk register final plans to be submitted to 

council by the 30 June. Public consultation due later in 2012. 

Section in front of McDonalds needs kerbing and footpath as 

condition of development. 

Completed 

On Target 

Depthing completed. Pine treated timber edging. Pram 

ramps complete. Pavement ready. Asphalt installed. Back 

filling complete. Completed. 

First section to True Value completed. Remaining section 

awaiting establishmnet of True Value façade. 

Designs completed. Service depthing completed. Seeking 

EOI for construction. 

Design confirmed. Native veg removal aproved. Tree 

removed. Consultation with land holders complete. 

Easement being created by Sawley Lock. Materials 

delivered. Shoring on hire. Stage 1 down easement 

complete. Stage 2 on roadway nearing completion. Works 

delayed due to soil conditions. Redesign required. 

Expecting significant budget overrun. Road resurface in 

April 2013. Completed. 

Public consultation scheduled for March 2013. Application 

for stormwater management authority funding in 2013. 

Public meeting in early April. Reassessing a second option 

for design to save $$s. 

9585396 Gordon St Sump Schinckel Rd $ 35,000 $ 35,000 $ 19,114 -$ 15,886 

$ 148,100 $ 1,840,000 $ 1,840,000 $ 5,405,100 $ - $ 180,264 $ 32,164 

BRIDGES AND MAJOR CULVERTS $ 160,000 $ - $ 295,000 

9585936 Schinckels Rd Culvert $ 182,000 $ 182,000 $ 129,912 -$ 52,088 

Urgent replacement of damaged sump with pre-cast unit, new 

kerb to Schinckel Rd, reseal shoulder. High risk work. 2.4m 

deep. Budget transferred from drainage maintenance acount. On Target Sump installed. Kerbing and sealing remain. 

Very poor condition - high priority. Application to Native Veg for 

removal of four trees. Water Affecting Activity permit to NRM. 

Costing to be reviewed for guard rails and erosion control 

measures. 2.4W*1.2H*1.2L. Replace like for like. Reseal road 

with 6.8m 14/7. 

Completed 

Water affecting permit application lodged and approved. 

Native veg application lodged and approved. Culvert size 

to remain the same. Risk mitigation measures in place 

until construction starts. Culverts ordered. Trees removed. 

Culverts completed. Road prepared for seal. Seal early 

April. Completed. 

9585935 MacDonnell St Bridge - Railing $ 20,000 $ 20,000 $ - -$ 20,000 

$ 202,000 $ - $ - $ 202,000 $ - $ 129,912 -$ 72,088 

SPORT AND RECREATION $ 562,000 $ - $ 844,500 

Four concrete pillars and fencing on western side that have 

been damaged from a collision. No insurance claim made. 

Fence material to be replaced as well. 

Slipping 

DPTI has examined proposed works and purchase order 

raised. DPTI unable to complete works for Council prior to 

end of financial year. Will be carried forward to 13-14. 

9585305 Memorial Parklands Fitness Trail $ - $ 60,000 $ 60,000 $ 30,000 -$ 0 -$ 0 

Investigate exercise equipment on rubber pad in Memorial 

Parklands to replace exisiting. Approx $25k for three pieces. 

Not enough budget. Seeking grant funding plus additional $10K 

in 12-13. Carry forward $10k from 11-12. Carry forward to 13- 

14 as part of Commnity Rec and Sport Funding Program. Pending 

Memorial Parklands consultation undrway. Further 

consultation happening on gym equipment. Demo 

organised for new equipment in Feb. Providers sourced. 

Grant submitted for Rec and Sport. 

9585329 Market Square BMX Track Upgrade $ 7,500 $ 7,503 $ - $ - -$ 7,500 

9585335 

1617997 

1617998 

North Parklands Sports and Carpark 

Lighting $ 144,500 $ 214,500 $ 105,000 $ - -$ 144,500 

Community based project to reshape the track. Project meeting 

held with Cr McGuire and Mr Mailley to discuss scope. New 

design suitable for beginners agreed to utlising existing BMX 

area. Contractor (Bulls) engaged to undertake works. Track 

formed but needs extra work. Carry forward approx. $7.5k. 

Meeting was held with members of sports clubs on 14 June 

2012. Soccer Club lights are in and have been commissioned. 

Discussion about trees and lights in basketball carpark park 

held on August 20. Large eucalypts will be removed and kerb 

removed. Hockey lights etc. at the end of season. Carry 

forward funds to 12-13. 

Slipping 

Completed 

Waiting on weather to fine up to progress. Awaiting onsite 

meeting with Chris and Bulls to rectify soil issues. 

Bulls engaged to resurface track with rubble and further 

track definition work planned. 

Contract with Limestone Coast Lighting. Soccor lights 

completed. Hockey lights completed. Hockey lights 

completed. Final adjustmemnt late Jan. Basketball lights 

(LED) completed. 

9585332 Memorial Parklands Paths $ - $ 10,000 

New rubble paths on the Eastern side of the park 

predominantly. Support from Parklands Group obtained. 11-12 

construction has been be completed with the help of Rotary. 

Panorama path in 12-13. 1.8m wide rubble paths. Carry 

forward to 13-14 as part of Commnity Rec and Sport Funding 

Program. Paths included into the Memorial Parklands Fitness 

-$ 0 -$ 0 Trail project. Pending Concept plan developed. Seeking stakeholder input. 

9585330 Market Square Development $ 10,000 $ 100,000 $ 110,000 $ - -$ 10,000 in 12-13. 

9588851 Swim Lake Switchboard $ 10,000 $ 10,000 $ 7,818 -$ 2,182 

Possible improvements include: Car park sealed, improved 

seating, lighting, playground upgrade, etc. Requested by Cr 

McGuire. To be investigated. Solid shelter over playground 

estimate $40k. Need to review master plan. Landscape design 

Public consultation underway. Grant funding being 

sourced. Brief for concept plans being prepared. Bill 

Chandler preparing concept plans. 

Slipping 

Identified as problematic and nearing end of life. Reduce call 

outs to the lake. Completed Contractor engaged and works underway. Completed. 

9585328 Market Square Playground Softfall $ 35,000 $ 35,000 $ - $ 29,486 -$ 5,514 

$ 207,000 $ 60,000 $ 100,000 $ 447,003 $ 135,000 $ 37,304 -$ 169,696 

WASTE TRANSFER STATIONS $ 165,000 $ - $ 285,000 

Replace the western most soft fall with modern recycled rubber 

treatment. Remove existing matting, remove tree roots, 

prepare base to specification, install root barrier or remove 

trees, contract rubber and chip bark soft fall installation. 

Budget trransferred from Boddingtons West Rd in Nov 2012. 

Completed 

Project brief prepared. Quotes received. Root barrier 

installed. Soft fall installed by Dynamic Rubber. 





Job 


2012-13 


(excl. GST) 



(excl. GST) 

2014-15 


(excl. GST) 

TOTAL 


(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

1408330 Closure of Naracoorte Landfill $ 165,000 $ 40,000 $ 325,000 $ - $ 200,676 $ 35,676 

$ 165,000 $ 40,000 $ - $ 325,000 $ - $ 200,676 $ 35,676 

COMMUNITY WASTEWATER MANAGEMENT SCHEMES (STEDS) $ 45,000 $ - $ 65,000 

9588565 CWMS Pump Station Renewal Program $ 25,000 $ 50,000 $ - $ 25,890 $ 890 

$ 25,000 $ - $ - $ 50,000 $ - $ 25,890 $ 890 

LAND AND BUILDINGS $ 70,000 $ - $ 255,000 

9582380 Naracoorte Depot $ 20,000 $ 20,000 $ 2,849 -$ 17,151 

YTD 


Staged over two years. Includes construction of clay capping, 

topsoil layer, revegetation and preparation of ongoing 

management plan. EPA extension for 12 mths. Clay has been 

carted and spread from Helli farm - 3,500 cubic m. Further 

quotes have been obtained for completion of the clay capping 

and will need to be souced 2012/13 summer. Mulch will be 

transported to site after green waste has been chipped in July 

and revegetation will commence in accordance with the closure 

plan. Carry forward remainder from 11-12. Liability expensed in 

11-12 for 10 years. On Target 

Two pumps and eight pump stands (2011-12) in the Lucindale 

area as per asset management plan prepared by GHD in April 

2007 at Lucindale Rec Ground PS 1. Two pumps at Blacwood 

Station PS2 and all suction pipes in 2012-13. Replace with 

HDPE. 

As per Incident log; reduce dust and improve drainage. 

Application of 20mm rubble. Sealing car park and other 

hardstand areas. Improve steps from car park to office to 

improve employee safety. 

9585300 Naracoorte Cemetery Extension $ 32,000 $ 32,000 

New plot to the south of current burial area $25k and creation 

$ 29,962 -$ 2,038 of Muslim burial area $7k. Includes irrigation and tidy up. 

Upgrade of public conveniences to provide a premium facility 

with greater capacity that is easier to maintain. Stage over two 

9582101 Market Square Public Conveniences $ 5,000 $ 100,000 $ 105,000 $ - -$ 5,000 years. Proposal to put in same location. 

Completed 

Slipping 

Completed 

On Target 

Quotes received and works awarded. Clay excavation 

completed. 20,000 cubic metres of clay carted. Clay has 

been spread on landfill mostly. Reveg in 13-14. 

Stage 1 - PS 1 Recreation Oval - two pumps and 

infrastructure have been purchased and installed on June 

26 2012. Stage 2 - pumps and suction pipes ordered. 

Completed. 

Carpark rolled and designs underway for drainage. Some 

budget may be transferred for essential re-wiring works in 

the office. 

Preparing brief for works. Quotes received. Works 

commenced. Muslim area completed. New bays 

completed and back filled. 

Designs investigated. Consultation to commence in March 

2013. 

9588850 Swim Lake Changerooms Upgrade $ 5,000 $ 75,000 $ 140,000 

Upgrade internal fit out of change room facilities and provide 

$ 653 -$ 4,348 hot water to showers. Disabled access to changerooms. On Target Prelim designs complete and costing prepared. 

9582102 IB Edwards Oval Public Conveniences $ 10,000 $ 15,000 $ 25,000 

Screens and concrete paths etc to enhance appearance and 

$ 10,838 $ 838 usability in 12-13.13-14 tiling, pans, basins. 

On Target 

Concrete paths and new screens installed. Tiling repair 

being investigated. 

9585316 Irrigation Upgrade Lucindale Reserve $ 18,000 $ 18,000 

Install new sprinklers and bubblers to rose bed area and rail 

park area near RSL Hall and ambulance centre to avoid having 

to place tractor sprinklers and hoses throughout the summer 

$ 18,000 $ - season. Will be contracted pout 

Completed 

Contractor engaged. Irrigation installed and comissioned. 

Waiting as-constructed plans. 

$ 90,000 $ 115,000 $ 75,000 $ 340,000 $ - $ 62,302 -$ 27,698 

NARACOORTE REGIONAL LIVESTOCK EXCHANGE (NRLE) $ 600,000 $ - $ 4,250,000 

9585428 Livestock Exchange Upgrade (Stage 1) $ 800,000 $ 5,934,574 $ 1,850,000 $ 170,576 -$ 629,424 

Roof over yards; waste water treatment plant and water reuse 

as per the funding deed. Variation to funding deed accepted. 

Contracts awarded to Spanlift and Factor UTB. On-site works 

have commenced. Contracts $4.2M to Spanlift and Factor UTB. 

Additional works required outside of scope $200,000. No 

contingency used to end April. Issue with electrical supply 

which may not be in place in time for commissioning of the 

WWTP. Carry forward. Work remaining: trenching, piping of 

water to truck wash, transformer upgraded and other electrical 

work and some stormwater works near the workshop. 

9589430 

Livestock Exchange Upgrade (Stage 2) - 

Weighbridge $ 750,000 

Upgrade to soft flooring, yards and weighbridge. Design only in 

$ 750,000 $ 200,000 $ 595,375 -$ 154,625 2011-12. On Target 

$ 1,550,000 $ - $ - $ 6,684,574 $ 2,050,000 $ 765,951 -$ 784,049 

AERODROMES $ 30,000 $ - $ 450,000 

Continue renewal of post and wire fencing on the southern 

9585400 Boundary Fencing Renewal $ 10,000 $ 20,000 $ 10,000 $ - 

Rip and relay runway (full width) with Gratz material to 

9585401 Lucindale Runway Stabilisation $ 33,000 $ 33,000 $ 42,301 $ 9,301 improve usability in all conditions. 

Completed 

$ 43,000 $ - $ - $ 53,000 $ - $ 52,301 $ 9,301 

OTHER $ 135,000 $ - $ 135,000 

2473778 Rural Addressing $ 100,000 $ 100,000 $ 62,731 -$ 37,269 

2473786 

Structure Plan Incorporating Transport 

Master Plan $ 85,000 $ 15,000 $ 100,000 $ 3,081 -$ 81,919 

New North Parklands Master Plan $ - $ - $ - $ - 

New Memorial Parklands Master Plan $ - $ - $ - $ - 

1617152 Naracoorte Creek Bank Stabilisation Riverside Dr $ 5,000 $ 10,000 $ 100,000 $ 115,000 $ - -$ 5,000 

Completed 

Complete. Financial and project reports sibmitted to 

Australian Governmnet and Council 

Contract awarded to Fusco, an Adelaide-based company, 

who will use local Haynes Engineering for steel work. Two 

delays to the project, signing the funding agreement and 

with the scanners to be used. A revised completion date 

of 30 June has been negotiated with the funding body. 

side. Carry forward from 2010-11. Fence completed. Completed Contractor engaged. Completed. 

Implement the rural addressing project by rolling out signs to 

all rural properties. DPTI have released final addresses for 

verification. Select tender released in Dec 2011. Contract 

award pending finalistion of addresses from DPTI and Australia 

Post. Letters sent to residents for feedback. Closes June 29. 

Carry forward to 12-13. 

To develop an integrated transport master plan for Naracoorte 

for all modes of transport including cycling. Scope will include 

options for a heavy vehicle bypass. Template will be based on 

DPTI format and will be consistent with SELGA planning. Will 

be combined with necessary work for DPA. Assistance sought 

from Mr Bill Chandler initially. Commencing community 

consultation in August. Investigated Hamiltons project. 50 + 25 

Economic Dev + 30 DPA 

To guide the development of this facility. A project team has 

been establsihed and is collating survey information to guide 

masterplan and the developmneht of licence agreements with 

sporting clubs. Survey responses received. Draft masterplan 

partially completed. 

Completed 

On Target 

On Target 

To guide the development of this facility. Limited resources 

available to progress this project and hold public consultation. On Target 

Engineering assessment of dry stack stone wall on Riverside 

Dr. Possible bank stabilisation works required. Risk of erosion 

and collapse. Slipping Not started 

New material has been imported, mixed in and rolled. 

Surface completed. 

Coincil sign-off on road names included. Contractor 

engaged for sign roll out. Signage almost complete. Only 

excluded road addresses to go and some QA checks. 

Draft project objectives reviewed by Stratgeic Planning 

and Development Policy Committee. Draft project plan to 

Feb Strategic Planning and Development Policy committee 

meeting. Tender published. Evaluation underway. 

Consultation occurred with sports bodies and draft plan 

prepared for review. Landscape plan completed. Licences 

to be preapred based on master plan. 

Public consultation underway. Draft plan prepared. 

Seeking funding through the Places for People funding 

through Dept of Planning and Local Government. A site 

visit is planned for early February with dept 

representatives. Awaiting funding from DPTI. Alice Leake 

engaged to prepare concept plans. 

New 

Possible project under PLEC funding banner to coincide with 

Undergrounding of Powerlines in 

Robertson St Rolland St McCrae St $ 10,000 

stormwater upgrade works and streetscape improvements (see 

$ 1,200,000 $ 1,210,000 $ 800,000 $ - -$ 10,000 Council report). PLEC providing cost estimates. 12/13 

On Target 

Concept plans completed. Consultation underway. Info 

sent to PLEC. PLEC meeting in April on-site. PLEC agreed 

to fund first stage of undergrounding in 2014-15. 

2473761 

Implementation of Asset Management 

Strategy $ 55,000 $ 22,360 $ 60,000 $ 137,360 $ 54,793 -$ 207 

Phase 1 - asset management system to collate and manage all 

asset related data and work processes relating to assets 

including revaluations and calculation of depreciation. $35k 

from IT reserve Phase 2 - GIS integration and additional data 

import Phase 3 - Operations module and Finance integration 

On Target 

Functionals specs written. Tender published. Closing date 

December. Evaluation completed. Contract awarded. 

Software installed and configuration underway. Transport 

asset data installed. 





Job 


2012-13 


(excl. GST) 



(excl. GST) 

2014-15 


(excl. GST) 

TOTAL 


(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

1408520 Waste Management Strategy $ 30,000 $ 30,000 

Preparation of a regional waste management strategy to 

determine the most effective way to collect, process and 

dispose of waste with the aim of making waste management 

more sustainable both environmentally and financially. To be 

$ - -$ 30,000 carried forward to 13-14 pending progress from SELGA. 

New Business Continuity Plan $ - $ - $ - $ - 

YTD 


Meeting with SELGA and ZeroWaste SA in early 

November. Regional strategy proposed. All Councils 

reporting back to SELGA CEO Forum in December. Likely 

to be carried forward to 13-14. Application for funding in 

with ZeroWaste SA for regional waste coordinator partly 

Slipping funded by all SELGA councils. 

Prepare a BCP for NLC to ensure strategies are in place to 

respond and recover from business interruptions. Completed Developed and reviewed by management. Complete. 

1002115 Safer Greener More Active Travel $ 30,000 $ 30,000 $ 30,000 $ 17,805 -$ 12,195 

$ 315,000 $ 47,360 $ 1,360,000 $ 1,722,360 $ 830,000 $ 138,409 -$ 176,591 

PRIVATE WORKS $ 135,000 $ - $ 135,000 

2473442 Wimmera Hwy, Hynam Miles Rd Approx 300m east $ 147,753 $ 147,753 $ 14,753 $ 154,405 

$ 147,753 $ - $ - $ 147,753 $ 14,753 $ - $ 154,405 

Under partnership with DPTI, implement strategies to change 

the mode of travel from cars to more sustainable options such 

as walking and cycling. 

DPTI instigated project to deliver sealed shoulders and kerbing 

through the township. Includes tree trimming. May include 

upgrade to intersection with Miles Rd. Removal of trees on 

Southern side dependent on budget remaining ($15k). 

Skyworks to be doing tree removal. 

Slipping 

Completed 

Committee formed and a number of meetings held to 

devise strategies. Ride to Work Day breakfast held in 

October. Council joined Way2Go program. Cycling concept 

plans developed for Naracoorte. BUG commenced. 

Survey complete. Designs complete. Concepts back to 

DPTI for comment. DPTI approved. Survey set out Jan 

2013. Kerbing complete. Shoulders in. Sealed. Completed. 

Tree removal possible variation. 


Job 



Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

UNSEALED ROAD CONSTRUCTION $ - $1,703,061 

External 

Funding 

Contribution 

YTD 

Expenditure 

YTD 


9587025 Globe St, Naracoorte MacDonnell St Freeling St $ 10,000 $ 140,000 $ 150,000 #N/A #N/A 

Tie in with drainage works. Costing reqd. 

Review traffic management on Globe. Request 

to close road to through traffic at Freeling St. 

Integrated with Market Sq development. 

On Target 

New Flinders Ln, Naracoorte Globe St Pearson St $ 10,000 $ 50,000 $ 60,000 #N/A #N/A 

9587029 

Boddingtons Road West (Stage 

3) 2011-12 Const. Riddoch Hwy $ 40,000 $ 1,000,000 $1,055,000 $ 10,000 $ 9,871 -$ 5,129 

9587022 Fourth St, Francis Second St Third St $ 92,000 $ 107,000 $ - $ 5,938 -$ 9,062 

9587024 Coles-Killanoolla Rd End of Seal Start of Seal $ 20,000 $ 500,000 $ 520,000 #N/A #N/A 

$ 172,000 $1,000,000 $ 690,000 $1,892,000 $ 10,000 #N/A #N/A 

UNSEALED ROAD RESHEET $ - $1,775,000 

9586727 Reid Road Spence Road 3 km west $ 150,000 $ 150,000 $ - $ - 

Unsealed road in township. Maintenance issues 

with grading and drainage due to rubble 

surface. Design 13-14. Kerbing included. Tie in 

with Globe St. Traffic study required. 

Discussion held with DPTI. Design in 12-13, 

construct in 13-14 subject to funding. Council 

supports funding for further investigation and 

design. Design partly funded by DPTI. Final 

stage. Need to seek grant funding 

opportunities in future. Preferred contractors 

from DPTI. Budget transferred to Market 

Square Playground Softfall. 

Construct and seal roadway to Third St and 

then around the corner to Railway Tce. Also 

seal to first driveway to East on Third. 

Includes kerbing replacements and drainage 

upgrade. Accommodate parking at deli on 

both sides. 7m wide road beyond deli. Swale 

drains to North. Investigate stabilisation of 

existing material. 

financial contribution. SMB Civil did 

construction work. Full sealed surface. 

Currently 750m short of Phillips Rd. Design 13- 

14. Approx. 13 minor culverts and one major 

drainage board culvert. Native veg 

implications. Approx. 7kms from 2km south of 

Phillips to existing seal. Initial discussion held 

with Wattle Range - supportive. SLRP funding 

possible. Approx. 2kms near swamp needs to 

be resheeted. Investigate. Approx. 1.8kms 

long through low lying swamp area. Rough and 

badly potholed. Lots of traffic. 

Priority due to blue gum plantation harvest in 

the near future. Investigating when harvest 

will occur. Freight route. 150mm depth. 

Road failing, minimal material 5 culverts req 

and 2 headwalls, 4 trees may need to be 

removed, native veg? 150mm depth. Stage 1 - 

900m section from Carters Rd to Butler is 

worst section. Stage 2 - remaining 

distance(600m). Low use road. Consider future 

9586697 Turnbulls Rd Wrights Rd Road End $ 25,000 $ 75,000 $ 61,795 $ 11,795 of Butlers Rd at same time. 

Heavy Tree trimming and 1 small tree for 

Completed 

removal, 4 culverts and headwalls to be 

replaced, gas line crossing at 600m mark. 100 - 

150mm depth required (refer to depthing 

sheet). Combine with box culvert replacement. 

9586698 Radfords Rd Johnsons Road Schinckel Rd $ 90,000 $ 90,000 $ - $ - 1.7km 

On Target 

9586701 Lochaber South Rd Tresants Rd 

9586699 Robertson Hundred Line Moyhall Rd 

9586724 Black Range Rd 

Callendale 

Road 

Stewarts 

Range Rd $ 140,000 $ 100,000 $ 265,000 $ 104 -$ 24,896 

3.7kms East 

of Moyhall $ 40,000 $ 65,000 $ 11,423 -$ 13,577 

Conmurra- 

Furner Rd $ 210,000 $ 200,000 $ 410,000 $ - $ - 

150mm depth. Major link road. This road has 

previously been repaired under maintenance 

budget which is failing now. Bus route. Two 

stormwater culverts. Approx 4kms. 

Major pavement failure in places. Heavily used. 

150mm depth. Patch worst areas in 12-13. Will 

be impacted by rubble carting for Moyhall Rd. 

Bypass road for Moyhall Rd. Further patching 

only in 13-14 to see it through for another 5+ 

years. 

Loss of material and poor shape. Close 

proximity to timber harvest areas. Checking 

future harvest plans. Pending timing of 

harvest. Declared for b-double commodity 

route and therefore may attract funding in the 

future. Delay until after timber harvest 

completed. Stage 1 - eastern end from 

Callendale Rd approx. 5kms. 

On Target 

Slipping 

On Target 

On Target 

On Target 

Slipping 

Slipping 

On Target 

Liased with DPTI. Road Safety Audit 

on intersection complete. Drafting 

brief for concept designs in 13-14. 

Sawley Lock undertaking design. 

Service locations required. Depthing 

and soil testing required to determine 

pavement design. Limited material 

available. 

Arranging meeting with Wattle 

Range. 

Check rubble depth. Rubble from 

Reid Rd pit. 

Tree trimming complete. Weed 

spraying complete. Completed. Stage 

2 in 13-14. Rubble from Red Hill. 

Road inspection completed. Water 

affecting activity permit prepared. 

Rubble from Red Hill. 

Updating signage & white posts into 

costing. Agreement for water (Stark) 

& rubble (Maranoa Downs) to be 

made up. Sourcing further rubble. 

Carry $25k forward to 2013-14 to do 

project in one hit. 

Sourcing material. Awaiting 

completion of Moyhall Rd 

construction before starting. Patching 

in 12-13 completed. Carry forward to 

13-14. 

Rubble from Reid Rd pit. Confirming 

water source. Awaiting completion of 

harvest.

Job 



Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

YTD 


9586694 Laurie Park Rd $ 40,000 $ 40,000 #N/A #N/A 

9586749 Alaman Rd 8km Marker 

New Grubbed Rd End of Seal 

New 

Charcutt Rd 

Coles 

Killanoola 

10km 

Marker $ 80,000 $ 80,000 $ - $ - 

Deepwater 

Rd $ 100,000 $ 100,000 #N/A #N/A 

Approx 

6.5kms West $ 50,000 $ 200,000 $ 250,000 #N/A #N/A 

9586695 Clarksons Rd Riddoch Hwy End $ 30,000 $ 30,000 #N/A #N/A 

$ 955,000 $ 300,000 $ 200,000 $1,555,000 $ - #N/A #N/A 

SEALED ROAD RECONSTRUCTION $ - $1,600,000 

9585607 Gap Rd, Frances Badmans Rd 4.9 kms East $ 10,000 $ 1,168,150 $ 1,264,550 $2,452,700 $ 1,168,150 $ 11,715 $ 1,715 

New Shepherds Rd, Kyby Jessie Rd Border $ 470,000 $ 310,000 $ 780,000 $ 352,562 #N/A #N/A 

9585604 Old Caves Rd Pinkerton Rd 

Hynam 

Caves Road $ 310,000 $ 310,000 $ 645,000 $ 3,469 -$ 21,531 

1 km resheet. Check. Grader notes. 2 x 500m 

patches. Trees. West Wimmera quarry nearby. On Target Ghez undertaking road inspection. 

Loose stone. Needs compaction. sandholes, 

resheet needed between 8 & 10km markers, 

trees need trimming - bad in places 

On Target 

Badly potholed. Sandy material. Wide road 

that needs material to be brought back in and 

made narrower. Improve drainage and 

crossfall. 

In poor condition and badly degraded due to 

blue gum harvest by ABP. Road is being 

maintained by ABP contractors during harvest 

but will need to be resheeted sooner rather 

than later. 

Only fines left on road. Needs clay type 

material brought in. Perhaps Popes. Stabilise 

roadway with polymer additive as option. Hold 

road condition until transport master plan is 

completed i.e. 2-3 years. Consider drainage 

issues with Rotary Av at same time. 

6.8m two lane seal. Design in 12-13 with 

application for SLRP funding in 13-14. AADT 65 

with 20% b-double. Inspection shows severe 

deterioration of road surface with major 

depressions. Project staged over 2 years. Left 

unattened will require increased maintenance 

and possible speed restrictions. Major culvert 

and tree work required. Native veg 

implications possible. 

Badly undulating with evidence of machinery 

bottoming out. Rutted with edge break and 

drop on narrow bitumen. Section to border on 

Vic side has been recently rebuilt to 5.5m 

width. Drainage critical in design - road to be 

built up. Stage 1 - Border to Jessie. Stage 2 - 

Jessie Rd to town. R2R funding in 2013-14. 

Narrow bitumen road. AADT 127. School bus 

route. Shoulders in poor condition. Two failed 

attempts at grant funding. Undulating surface. 

Low lying with drainage issues. Shallow 

services. Future purpose subject to Structure 

Plan. Staged approach. Design in 12/13. No 

grant $$ available. First stage from Pinkerton 

Rd to new seal near Pistol Club Rd. 2350m x 

8m pavement and 6.2 m seal. Remove Poplar 

trees along drain. Culverts required. 

On Target 

On Target 

On Target 

No Budget 

On Target 

On Target 

Heavy vehicle movements for timber 

harvest. 

Undertaking test holes to check 

quantity/quality of material existing. 

Investigating rubble sources - 

possible Burns - may nee creek 

crossing - testing to be undertaken. 

Survey underway. Part design 

completed. Seeking EOI for 

construction. 

Grant funding not available - project 

construction deferred. Design to 

continue in 13-14. 

Outsourcing survey and design for 

Stage 1 and 2. Seeking EOI for 

construction. 

Survey and design underway. 

Possible RFQ for construction. 

9585609 Moyhall Rd 

9585760 Bool Lagoon West Rd Maauope Rd 

4.93kms south 

of Doolans Rd Doolans Rd $ 25,000 $ 300,000 $ 300,000 $ 625,000 $ - $ - 

Dual Lane 

Seal $ 630,000 $ 685,000 $ 315,000 $ 3,619 -$ 21,381 

9585612 Mill Rd End of Seal Kyby $ 10,000 $ 200,000 $ 200,000 $ 410,000 #N/A #N/A 

Narrow bitumen road in poor repair. 

Undulating with severe cracking in sections 

and some potholes appearing. Return to open 

surface. Staged approach. Design in 13-14. 

Narrow bitumen road in poor repair. Severely 

deformed, cracking in sections and some large 

blow outs. Return to open surface until future 

sealing. Approx. 2.7kms. AADT 30. Possible 

SLRP funding from Clarksons Rd as is identified 

SELGA strategic transport route. Letter written 

to LGTAP. Funds tranfser declined. Approx. 

$30k required for road repair in 11-12. 

Possible future funding. Includes 200m of Bool 

Lagoon Rd to intersection. Stage 1 - Bool 

Lagoon Rd to Moyhall Rd Stage 2 - Moyhall Rd 

to Existing 2 lane seal. Fosters or Cavill for 

water. Morehouse for rubble. 

Rip narrow bitumen seal which is in poor 

condition with major depressions and edge 

break. Widen road to 7 metres or in accord 

with road hierarchy. Investigate return to open 

surface. Improve alignment. Some native veg 

and drainage issues will be pertinent. Cater for 

large farm machinery movement. Original seal 

reportedly paid for by local residents. 

On Target 

On Target 

On Target 

Survey and design almost complete. 

SLRP funding application completed. 

SLRP funding secured for 13-14. 

Preparing concept plans for 

consultation.


Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

External 

Funding 

Contribution 

Job 


YTD 

Expenditure 

YTD 

Variance Project Description 

Excludes intersection with Riddoch Hwy. Road 

Status Current Status Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

badly deformed and needs attention. 

Depressions due to clay in avement and old 

tree in roadway. New pavement required. 6m 

9585613 Wrattonbully Rd Riddoch Hwy 300m east $ 50,000 $ 50,000 #N/A #N/A wide. 14/7 seal. On Target Defining project scope. 

$1,505,000 $2,288,150 $1,764,550 $5,647,700 $1,835,712 #N/A #N/A 

SEALED ROAD RESEALS $ - $1,100,000 

9586779 Cadgee Road Gap Road Conkar Road $ 155,000 $ 155,000 #N/A #N/A 

Scrub Coat AC 7 Asphalt with 14mm Crumb 

Rubber Reseal severe wheel track depressions 

with cracking 


Rubber Reseal Severe undulation and 

depressions with major cracking. Use this as a 

holding treatment with possibility of 

reconstruction in future. Possible SLRP 

application. 

9586789 Railway Terrace, Frances Bradley Ave 

Naracoorte 

Bordertown 

Road $ 43,400 $ 43,400 #N/A #N/A 

On Target 

9586774 Barclay Ave, Naracoorte Full Length $ 8,640 $ 8,640 #N/A #N/A 10mm Crumb Rubber Reseal On Target 

9586783 Findlater St, Naracoorte Full Length $ 15,300 $ 15,300 #N/A #N/A 10mm Crumb Rubber Reseal On Target 

9586781 Caldwell Ave, Naracoorte Full Length $ 8,160 $ 8,160 #N/A #N/A 10mm Crumb Rubber Reseal On Target 

9586784 Humphris Ave, Naracoorte Full Length $ 9,600 $ 9,600 #N/A #N/A 10mm Crumb Rubber Reseal On Target 

9586785 Hynam Caves Road 

Victoria fossil 

Road 

Langkoop 

Road $ 101,680 $ 101,680 #N/A #N/A 

9586780 Cadgee Rd Higgs Rd Carters Rd $ 25,000 $ 150,000 $ 175,000 #N/A #N/A 

200m east 

Riddoch 

New Golf Course Rd 

Highway $ 9,500 #N/A #N/A 

New Langkoop Road Pinkerton Rd 

New 

Langkoop Road 

9586775 Bates Lane, Naracoorte 

10mm C170 reseal cracking under trees with 

some parts of the seal breaking away on the 

cracks. Road still smooth and sound 

Scrub Coat AC 7 Asphalt to remove 

undulations. Higgs Rd to Carters Rd. 

Preparation for 14-15 crumb rubber seal. 

On Target 

On Target 

On Target 

AC10 asphalt overlay to remove undulations 

seal deformity 

Scrub Coat AC7 asphalt to remove wheel track 

On Target 

depressions from previous widening 10mm 

PMB or Crumbed Rubber reseal. Project to be 

staged over 3 years. Stage 1 pinkerton road to 

Carters Road. Stage 2 Carters road to Michaels 

Hynam 

Road. Stage 3 Michaels road to Hynam Caves 

Caves $ 140,000 $ 140,000 $ 192,000 $ 472,000 #N/A #N/A Road 

On Target 

Bad cracking and some depressions on 

Concrete 

approach to bridge fom Eastern side. Needs 

Bridge Rd 1km East $ 20,000 $ 20,000 #N/A #N/A shape correction and sealing. 

On Target 

Sandstone Ave 

East $ 8,424 $ 8,424 #N/A #N/A 10mm S35E On Target 

9586776 Bradley Ave, Kyby Full length $ 7,829 $ 7,829 #N/A #N/A 10mm C170 On Target 

9586777 Butler St, Kyby Full Length $ 7,400 $ 7,400 #N/A #N/A 10mm C170 On Target 

9586778 East Terrace, Kyby Full Length $ 7,140 $ 7,140 #N/A #N/A 10mm C170 On Target 

9586786 Kiddle Street, Kyby Full length $ 7,768 $ 7,768 #N/A #N/A 10mm C170 


On Target 

3.27kms from 

Rubber Reseal. Remove undulations and 

deformation. Check actual location. Approx. 

9586782 Coles Spence Rd 

Lucindale Rd Reid Rd $ 102,000 $ 102,000 #N/A #N/A 974m scrub coat patches up to full width. On Target 

$ 676,841 $ 290,000 $ 192,000 $1,149,341 $ - #N/A #N/A 

INTERSECTIONS $ - $ 98,500 

9586770 

New 

9586200 

Mahoneys Rd and Cadgee Rd, 

Naracoorte $ 95,000 $ 100,000 $ 47,500 $ - -$ 5,000 

Langkoop Rd and Concrete 

Bridge Rd $ 5,000 $ 10,000 $ 15,000 #N/A #N/A 

Burgess Lane and Wimmera 

Hwy $ 75,000 $ 75,000 $ 10,000 #N/A #N/A 

9586202 Pinkerton Rd and Old Caves Rd $ 5,000 $ 20,000 $ 200,000 $ 225,000 #N/A #N/A 

9586203 Robertson St and Jones St $ 10,000 $ 200,000 $ 210,000 #N/A #N/A 

Very bad alignment with poor vision in both 

directions. Tree removal, relaignment, speed 

reduction and slip lanes proposed. 50/50 

funding from Black Spot funding program 

possible. 

Unsealed road meets sealed road at busy 

sweeping corner with large camber. Needs 

realignment and possible sealing. Road safety 

report 13-14. Design 14-15. 

Used by heavy vehicles from Red Hill pit and 

McKenzie Intermodal. Degrades quickly as is 

unsealed. Bad dust problem on highway. 

Asphalt seal required. Possible contribution 

from DPTI .Rip and relay roadway from 

Wimmera Highway to narrow bitumen. 

Requires 50mm AC14 + 50mm AC10 asphalt 

from wimmera highway in 60 m and then 

14/7mm C170 to narrow bitumen 

High use intersection. Needs to be staggered. 

Culvert to be replaced with new barrier rails. 

Land acquistion on North side before 

development occurs. Raod safety report and 

design over a number of years. 

Dangerous intersection. Speed, signage and 

lighting an issue. Needs a safety assessment 

and concept designh to tie in with Robertson 

St upgrade plans. 

Pending 

On Target 

On Target 

On Target 

On Target 

Road Safety Audit completed by GHD 

in 2007. Application for state black 

spot funding submitted in Nov 2012. 

Awaiting outcome. Missed out on 

Federal govt funding. Awaiting State 

funding. 

Have requested funding from DPTI. 

Seeking funding suport from Qube 

who are the primary users of this 

roadway. Checking DA conditions. 

Checking lease agreement for Qube 

on Council land.

Job 



Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

Church St and McRae St, 

Naracoorte $ 5,000 $ 50,000 $ 55,000 

External 

Funding 

Contribution 

YTD 

Expenditure 

New 

$ 195,000 $ 280,000 $ 200,000 $ 680,000 $ 57,500 #N/A #N/A 

KERB AND WATERTABLE $ - $ 266,500 

9585948 Pearson St, Naracoorte 

MacDonnell 

Street Freeling St $ 25,000 $ 25,000 #N/A #N/A 

9585946 Livingstone St, Naracoorte McCoy Butler $ 60,000 $ 60,000 #N/A #N/A 

YTD 

Variance Project Description 

Dangerous intersection. Blind spot. Steep 

Status Current Status Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

approach. Requires improved pedestrian 

movement. Heritage trail. Consider one-way 

movement into Church St only. Pick up area for 

St Martins school bus. See community 

consultation results. 

On Target 

Eastern side along park and western side from 

Freeling; spoon drain through car park or park; 

control storwater runoff to mitigate impact on 

MacDonnell. Coordinate with road resealing 

works. Bioretention swale adjacent park 

boundary on western side - WSUD. Parallel 

parking in street. Ceck use of car park. 

Replace badly damaged kerb and watertable 

which is allowing water to enter properties. 

On Target 

On Target 

9585945 

Gum and Centenary Av, 

Lucindale Ash Gr Willow Av $ 50,000 $ 50,000 #N/A #N/A 

9585947 Pavy Dr, Naracoorte Cedar Av Merino St $ 22,000 $ 22,000 #N/A #N/A 

$ 157,000 $ - $ - $ 157,000 $ - #N/A #N/A 

FOOTPATHS $ - $ 474,000 

9586044 Omerod St, Naracoorte McRae St Railyard $ 40,000 $ 40,000 $ - $ - 

9586042 Attiwill St, Naracoorte Cedar Av 

Memorial 

Drive $ 40,000 $ 70,000 $ 64,760 $ 34,760 

In front of kindergarten. Includes kiss and 

drop zone for school. Sealing of Gum Av bus 

park. Consider sealing path from bus stop to 

kindy. Possible realignment of intersection to 

improve safety. Some design may be required. 

No existing kerb. Crossovers required. Also 

small crossover section on southern side needs 

to be replaced where shed is. 145m. 

Concrete and paving. South side. Some rubber 

matting required near trees or alternative 

permeable pebble. 

Left side back of kerb past Longridge and 

around the corner into Memorial. Asphalt with 

retaining walls. Joint project with Longridge. 

See letter Feb 13 2012. 1.8m wide. Longridge 

to do retaining and tree removal. Latter 

complete. Stage 1 - Longridge to Memorial, 

Stage 2 - Longridge to Cedar. $22.2k asphalt. 

No trees to be removed in Stage 2. 

Approx. 30m. Continue paved path to develop 

connection across park. Consider purchasing 

named/sponsored pavers. 

9586053 Railway Reserve, Lucindale End of Path Gazebo $ 10,000 $ 10,000 #N/A #N/A 

Major connector from Caves Rd area. 

9586050 Arthur St, Naracoorte Jenkins Tce Smith St $ 50,000 $ 50,000 #N/A #N/A Dangerous narrow road with light industry. 

Major replacements of badly cracked concrete 

9586048 Pethick St, Naracoorte Foster St Gordon St $ 28,000 $ 28,000 $ - $ - path with concrete 

Eastern side. Asphalt 1.8m wide. Tree 

9586046 Gordon St, Naracoorte Aitchison Av Schinckel Rd $ 130,000 $ 130,000 $ 66,734 $ 66,734 removal. 

Feasability study of constructing the rail trail. 

See minutes from Recreation and Sport 

meeting Feb 2013. Check previous studies by 

9586052 Naracorte to Kingston Rail Trail $ 5,000 $ 5,000 #N/A #N/A Lions or Rotary. 

Replace badly deteriorated spray seal path 

with concrete brick paving. Widen Banner 

driveway, replace damaged sections of kerb, 

close access to Banner front entrance on 

Sandstone Av, provide improved disability 

access to retail buildings. 

New Smith St/Sandstone Ave Ormerod St Video Store $ 120,000 $ 120,000 #N/A #N/A 

$ 423,000 $ - $ - $ 453,000 $ - #N/A #N/A 

STORMWATER DRAINAGE $ - $ 168,100 

9585388 Freeling St and Cameron St Freeling Street 


Creek $ 340,000 $ 340,000 $ 715,000 $ 22,642 -$ 12,358 

Upgrade undrground drainage network from 

Freeling St to the Naracoorte creek. Include 

Market Square and Globe St. Survey and 

preliminary design complete. Tonkin 

undertaking hydraulic modelling. Budget 

transferred from failed Bicycle Black Spot 

projects. Design only 2012-13. 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

On Target 

Rubble base prepared. Trees 

removed and stumps mulched. 

Telstra lowered. Posts installed. Pram 

ramps complete. Asphalt installed. 

Back filling underway. Retaining wall 

to be constructed by Longridge. Fire 

water tanks will be removed before 

Stage 2. 

Designs completed. Service depthing 

completed. Seeking EOI for 

construction.

Job 


2473743 Naracoorte CBD Arthur St 

9585386 Gordon Street Fordham Ave 


Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 


Creek Via 

Smith $ 1,500,000 $ 1,500,000 $ 1,500,000 $4,577,000 $ - $ 339 $ 339 

Doolans 

Road $ 10,000 $ 223,700 $ 233,700 #N/A #N/A 

New Foster St Detention Basin $ 2,000 $ 100,000 $ 102,000 #N/A #N/A 

New Loveday St Detention Basin $ 2,000 $ 60,000 $ 62,000 #N/A #N/A 

New Musgrave Av, Lucindale 8 Musgrave Rd Drain $ 5,000 $ 5,000 #N/A #N/A 

Opposite 

9585387 MacDonnell St and Graeme St Market Sq $ 20,000 $ 250,000 $ 270,000 #N/A #N/A 

$1,879,000 $2,473,700 $1,500,000 $5,964,700 $ - #N/A #N/A 

BRIDGES AND MAJOR CULVERTS $ - $ 295,000 

9585933 Cadgee Rd Culvert 

Near Seigert's 

Property $ 10,000 $ 200,000 $ 210,000 #N/A #N/A 

9585934 Radfords Rd $ 208,000 $ 208,000 #N/A #N/A 

$ 218,000 $ - $ 200,000 $ 418,000 $ - #N/A #N/A 

SPORT AND RECREATION $ - $ 844,500 

9585305 Memorial Parklands Fitness Trail $ 60,000 $ 60,000 $ 30,000 -$ 0 -$ 0 

9588852 

Swimming Lake Crime 

Prevention $ 100,000 $ 100,000 $ 50,000 #N/A #N/A 

Creek Walk Upgrade at Duck 

Pond $ 25,000 $ 25,000 $ - $ - 

9585220 

$ 185,000 $ - $ - $ 185,000 $ 80,000 #N/A #N/A 

WASTE TRANSFER STATIONS $ - $ 285,000 

1408330 Closure of Naracoorte Landfill $ 40,000 $ 325,000 $ - $ 200,676 $ 35,676 

$ 40,000 $ - $ - $ 325,000 $ - $ 200,676 $ 35,676 

COMMUNITY WASTEWATER MANAGEMENT SCHEMES (STEDS) $ - $ 65,000 

YTD 


number of years/stages. External engineering 

advice has been sought to date. Includes 

Roland, Robinson, Smith and Rivrside Dr. 

Further works will include service depthing at 

approx. cost of $22K. Designs and costings 

received. Apply for grant funding in 12/13. 

Possible NDRP application. Drainage is 

identified as high priority in Council's risk 

Public consultation scheduled for 

register final plans to be submitted to council 

March 2013. Application for 

by the 30 June. Public consultation due later in 

stormwater management authority 

2012. Section in front of McDonalds needs 

funding in 2013. Public meeting in 

kerbing and footpath as condition of 

early April. Reassessing a second 

development. 

On Target option for design to save $$s. 

An area that floods reqularly and has limited 

underground drainage. Flloding affects traffic 

flow on Gordon St and inundates adjacent 

properties. Complete design completed for 

future works 

On Target 

Investigate acquisition of land and construction 

of new basin to provide improved flood 

protection. Stage 2 of previous drainage and 

road works. On Target Negotiating with land holders. 

Investigate acquisition of land and construction 

of new basin to provide improved flood 

protection. Stage 2 of previous drainage and 

road works. Consut with Catholic Church. 

Upgrade drainage on southern side of street to 

On Target Negotiating with land holders. 

permit water to drain freely from roadway to 

drain to the west. Currently backing up and 

ponding up to post office. Survey and design 

required in 13-14. On Target Survey and design. 

Pipe collapse under road. Can it be extended 

down Graeme St to creek. 

On Target 

Full inspection and replacement of culvert and 

bridge deck. Will require 50mm asphalt 2400w 

x 1500h x 12m twin cell Headwall to come 

1250mm above crown. Design 13-14. 

Two large iron half barrels with badly craked 

headwalls that could either be renewed or 

replaced. 

Investigate exercise equipment on rubber pad 

in Memorial Parklands to replace exisiting. 

Approx $25k for three pieces. Not enough 

budget. Seeking grant funding plus additional 

$10K in 12-13. Carry forward $10k from 11-12. 

Carry forward to 13-14 as part of Commnity 

Rec and Sport Funding Program. 

Install additional security cameras and improve 

traffic management through carpark and 

On Target 

On Target 

Pending 

roadways. 

Realign the creek walk around the duck pond 

No Budget 

to improve safety. Replace pontoon with 

recycled plastic product for longer life. New 

crossing on Park Tce. Landscaping. On Target Design. 

Staged over two years. Includes construction 

of clay capping, topsoil layer, revegetation and 

preparation of ongoing management plan. 

EPA extension for 12 mths. Clay has been 

carted and spread from Helli farm - 3,500 

cubic m. Further quotes have been obtained 

for completion of the clay capping and will 

need to be souced 2012/13 summer. Mulch 

will be transported to site after green waste 

has been chipped in July and revegetation will 

commence in accordance with the closure plan. 

Carry forward remainder from 11-12. Liability 

expensed in 11-12 for 10 years. 

On Target 

Memorial Parklands consultation 

undrway. Further consultation 

happening on gym equipment. Demo 

organised for new equipment in Feb. 

Providers sourced. Grant submitted 

for Rec and Sport. 

Grant application submitted. Awaiting 

outcome. Grant unsuccessful. 

Quotes received and works awarded. 

Clay excavation completed. 20,000 

cubic metres of clay carted. Clay has 

been spread on landfill mostly. Reveg 

in 13-14.

Job 



Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

YTD 


9588566 

To provide autodialler facility at all 5 pump 

stations to reduce risk of overflows. Indicative 

CWMS Pump Station Telemetry 

Upgrade $ 20,000 $ 20,000 $ - $ 

cost only. Staged approach. Subject to SELGA 

- recommendations. Carry forward to 13-14 On Target Carry forward to 13-14 

$ 20,000 $ - $ - $ 20,000 $ - $ - $ - 

LAND AND BUILDINGS $ - $ 255,000 

9582380 

9582101 

9582102 

Sealing of Naracoorte Depot 

Yard $ 40,000 $ 40,000 $ 2,849 $ 2,849 

Market Square Public 

Conveniences $ 100,000 $ 105,000 $ - -$ 5,000 

IB Edwards Oval Public 

Conveniences $ 15,000 $ 25,000 $ 10,838 $ 838 

9586430 Water Supply Points - CFS $ 30,000 $ 30,000 $ 60,000 $ - $ - 

New 

Naracoorte Town Hall Roof 

Plumbing $ 20,000 $ 20,000 #N/A #N/A 

9582381 Lucindale Depot Fuel Tanks $ 45,000 $ 45,000 $ - $ - 

To reduce dust entering the workshop. Could 

try using heavy blue metal stone as an 

alternative. Also reported OHS and drainage 

issue from staff car park. 

Upgrade of public conveniences to provide a 

premium facility with greater capacity that is 

easier to maintain. Stage over two years. 

Proposal to put in same location. 

Screens and concrete paths etc to enhance 

appearance and usability in 12-13.13-14 tiling, 

pans, basins. 

On Target 

Designs investigated. Consultation to 

On Target commence in March 2013. 

Concrete paths and new screens 

installed. Tiling repair being 

On Target investigated. 

As requested by the Lucindale CFS. 

Woolumbool, Avenue and Stewarts Range. CFS 

contribution? Woolumbool just needs manifold 

installed - no power. Quotes being obtained. 

Cost benefit analysis and agreement with CFS 

for ongoing maintenance to be completed prior 

to any works being undertaken. 

Design new roof plumbing system which may 

On Target 

include replacement of gutters and downpipes. 

Remove internal downpipes and make good. 

Seeking grant funding through 2013-14 

Heritage Fund Grants. On Target Seeking supporting funds. 

As identified in the worksite safety 

assessment. New self-bunded tank. Quotes 

received. Removal of the concrete water tank. 

New drinking water and wash down bay water 

tank. 10,000L? Reduce town supply. Remove 

all fuel tanks from outsode the yard - not 

owned by Council. 10,000l diesel tank. 5,000l 

petrol tank underground to stay as is. New 

tank meets all safety standards. Do nothing, 

approx. $20 k in fixing up existing tanks. 

On Target 

9585336 

Naracoorte Basketball and 

Squash Carpark Upgrade $ 5,000 $ 50,000 $ 55,000 #N/A #N/A 

Removal of inappropriate trees, repair kerbing, 

WSUD, new drainage to west, increase 

capacity by adding new angled parking and 

promoting one way traffic flow. Repair surface 

defects and reseal entrance and park. 

On Target 

9585333 Memorial Parklands Car Park $ 20,000 #N/A #N/A 

Rubble car park with concrete sleeper border 

and recycled plastic bollard delineation. On Target 

Implementation of Disability 

9586039 Discrimination Action Plan $ 20,000 $ 20,000 $ 20,000 #N/A #N/A As per Action Plan - Allan to confirm. On Target 

$ 295,000 $ 100,000 $ 20,000 $ 350,000 $ - #N/A #N/A 

NARACOORTE REGIONAL LIVESTOCK EXCHANGE (NRLE) $ - $4,250,000 

New Loading Ramps $ 486,000 $ 486,000 $ 225,000 

$ 486,000 $ - $ - $ 486,000 $ 225,000 $ - $ - 

AERODROMES $ - $ 450,000 

9585403 

Resealing Works (Apron and 

Taxi Way) $ 208,000 $ 208,000 #N/A #N/A 

$ 208,000 $ - $ - $ 208,000 $ - #N/A #N/A 

OTHER $ - $ 135,000 

2473786 

Structure Plan Incorporating 

Transport Master Plan $ 15,000 $ 100,000 $ 3,081 -$ 81,919 

Installation of seven new cattle loading ramps. 

To be built to new Australian Standards. On Target Funding deed to be signed. 

Resyrface badly deteriorated sections of apron 

and taxiway including area around the fuel 

bowser. 

To develop an integrated transport master 

plan for Naracoorte for all modes of transport 

including cycling. Scope will include options for 

a heavy vehicle bypass. Template will be 

based on DPTI format and will be consistent 

with SELGA planning. Will be combined with 

necessary work for DPA. Assistance sought 

from Mr Bill Chandler initially. Commencing 

community consultation in August. 

Investigated Hamiltons project. 50 + 25 

Economic Dev + 30 DPA 

On Target 

On Target 

Draft project objectives reviewed by 

Stratgeic Planning and Development 

Policy Committee. Draft project plan 

to Feb Strategic Planning and 

Development Policy committee 

meeting. Tender published. 

Evaluation underway.

Job 



Estimated 

Cost 

(excl. GST) 

2014-15 

Estimated 

Cost 

(excl. GST) 

2015-16 

Estimated 

Cost 

(excl. GST) 

TOTAL 

Estimated 

Cost 

(excl. GST) 

External 

Funding 

Contribution 

YTD 

Expenditure 

YTD 


1617152 

2473761 

9586110 

Naracoorte Creek Bank 

Stabilisation Riverside Dr $ 10,000 $ 100,000 $ 115,000 $ - -$ 5,000 

Implementation of Asset 

Management Strategy $ 22,360 $ 60,000 $ 137,360 $ 54,793 -$ 207 

Implementation of Cycling and 

Walking Master Plan 2007 $ 60,000 $ 60,000 $ 40,000 $ - $ - 

New Accessability Action Plan $ 20,000 $ 20,000 #N/A #N/A 

2044732 

Long Vehicle Parking in 

Naracoorte Riverside Dr $ 10,000 $ 10,000 #N/A #N/A 

2033724 Upgrade of Street Lighting $ 10,000 $ 150,000 $ 160,000 #N/A #N/A 

1002197 Review of Council Operations $ 20,000 $ 20,000 #N/A #N/A 

New Naracoorte Trails Network $ 30,000 $ 30,000 $ 20,000 #N/A #N/A 

Upgrade of Radio 

Communication System $ 120,000 $ 120,000 $ 52,000 $ - $ - 

9583680 

$ 317,360 $ 310,000 $ - $ 772,360 $ 112,000 #N/A #N/A 

PRIVATE WORKS $ - $ 135,000 

$ - $ - $ - $ - $ - $ - $ - 

Engineering assessment of dry stack stone wall 

on Riverside Dr. Possible bank stabilisation 

works required. Risk of erosion and collapse. Slipping Not started 

Phase 1 - asset management system to collate 

and manage all asset related data and work 

processes relating to assets including 

revaluations and calculation of depreciation. 

$35k from IT reserve Phase 2 - GIS integration 

and additional data import Phase 3 - 

Operations module and Finance integration 

Includes implementation of bicycle lanes on 

Gordon St, Rolland St, Cedar Av, Memorial Dr 

and Park Tce. Help resolve know bicycle black 

spots and encourage more children to cycle to 

school. $2k funding from Way2Go Program 

and tied in with Safer Greener More Active 

Travel Project. 

On Target 

On Target 

As per DDA legislation. Utilise the outcomes 

from the accessability audit to develop an 

action plan for implementing improvements to 

streetscapes and access to buildings. 

On Target 

As per Council resolution from March 2013. 

Establish long vehicle park behind Naracoorte 

Hotel Motel. Keep as unsealed area. Add 

signage to surrounding streets and improve 

access/egress from McRae St if required. Also 

assess new signage to MacDonnell St and 

Smith St. 

On Target 

Investigate major entrances to town and key 

intersections that require a lighting upgrade to 

improve safety and aesthetics. 

On Target 

As per Council resolution, review the 

effectiveness and efficiency of Council 

operations. Seek external expertise to assist 

with review with the aim of increasing 

productivity. 

On Target 

Establish a trail network and trail head for 

cycling and walking. Incoporates heritage trail. 

Carried forward from 12-13. Grant funding 

successful. 

On Target 

Replace analog VHF radio system with digital 

system. NDRP funding approved. 

On Target 

Functionals specs written. Tender 

published. Closing date December. 

Evaluation completed. Contract 

awarded. Software installed and 

configuration underway. Transport 

asset data installed. 

Application made to DPTI State Black 

Spot Program - Cycling Projects. 

Total project cost $75k. Awaiting 

confirmation. Received confirmation 

of $40k funding from Black Spot 

Program 15 July 2013. 

Establishing a community working 

group to discuss highest priority 

issues. Disability audit of Council 

facilities completed. New policy 

drafted. 

Deferred grant funding until 13-14 

year. Seeking RFQs.

NARACOORTE LUCINDALE COUNCIL 

BANK RECONCILIATION STATEMENT 

AS AT 15 JULY 2013 

BANK STATEMENT 

Balance as at the 12July 2013 424,736.85 

PLUS 

Unpresented Deposits - Banking 3,627.15 

LESS 

Outstanding Cheques 56,463.21 

BALANCE AS AT THE 15 JULY 2013 371,900.79 

ACCOUNT - "CASH AT BANK" 

Balance as at the 15 July 2013 372,119.56 

PLUS 

Unprocessed Deposits 37.00 

Returned Deposit/EFT 

LESS 

Direct Debit not Processed 255.77 

Returned Cheque 

BALANCE AS AT THE 15 JULY 2013 371,900.79 

PLUS 

INVESTMENTS 

General Investment - CWMS 78,532.34 

General Investment - Open Space 24,762.00 

General Investment - NRLE 135,305.54 

General Investment - LGFA 2,901,772.70 

BankSA - Term Deposit 1,000,000.00 

Term Deposit - LGFA 2,000,000.00 

LESS 

LIABILITIES 

Cash Draw Down No. 3 

Cash Draw Down No. 6 - NRLE 

CASH POSITION 6,512,273.37


BANK RECONCILIATION STATEMENT 

AS AT 30 JUNE 2013 

BANK STATEMENT 

Balance as at the 30 June 2013 485,593.75 

PLUS 

Unpresented Deposits - Banking 6,327.30 

LESS 

Outstanding Cheques 36,852.84 

BALANCE AS AT THE 30 JUNE 2013 455,068.21 

ACCOUNT - "CASH AT BANK" 

Balance as at the 30 June 2013 455,068.21 

PLUS 

Unprocessed Deposits 

Returned Deposit/EFT 

LESS 

Direct Debit not Processed 

Returned Cheque 

BALANCE AS AT THE 30 JUNE 2013 455,068.21 

PLUS 

INVESTMENTS 

General Investment - CWMS 77,977.74 

General Investment - Open Space 24,762.00 

General Investment - NRLE 134,261.52 

General Investment - LGFA 2,870,736.16 

BankSA - Term Deposit 1,000,000.00 

Term Deposit - LGFA 2,000,000.00 

LESS 

LIABILITIES 

Cash Draw Down No. 3 

Cash Draw Down No. 6 - NRLE 

CASH POSITION 6,562,805.63

NARACOORTE LUCINDALE COUNCIL CASH FLOW 


July August September October November December January February March April May June 

Cash at Bank (Bank) 

Opening Balance 382,916.16 57,953.61 835,805.97 90,837.24 -3,822.08 872,632.56 295,800.69 -773.80 851,910.92 -253,582.49 62,672.50 696,394.89 

Plus 

Receipts 986,265.37 1,971,191.67 1,533,354.98 324,704.93 1,395,827.57 1,433,725.63 719,303.25 1,437,372.25 1,717,401.82 451,929.46 1,274,439.35 1,385,673.82 

Transfers in 1,400,000.00 700,000.00 0.00 710,000.00 390,000.00 700,000.00 100,000.00 600,000.00 0.00 1,180,000.00 490,000.00 830,000.00 

Interest 3,424.66 1,135.43 1,755.18 1,704.22 725.57 811.42 1,973.70 630.54 898.16 1,712.75 404.76 11,922.95 

Less 

Cheques Raised 76,200.46 160,619.42 107,278.92 35,861.27 43,640.06 41,389.06 39,891.12 30,040.47 89,446.26 81,193.61 51,696.35 83,914.46 

Transfers Out 1,100,000.00 450,000.00 1,000,000.00 0.00 0.00 1,000,000.00 0.00 0.00 1,600,000.00 940,000.00 

Direct Debits 1,536,628.37 1,282,872.75 1,170,030.90 1,092,561.09 865,714.51 1,667,487.22 1,075,227.64 1,154,372.18 1,131,963.30 1,233,873.12 1,078,633.02 1,442,716.34 

Bank Charges 1,823.75 982.57 2,769.07 2,646.11 743.93 2,492.64 2,732.68 905.42 2,383.83 2,320.49 792.35 2,292.65 

Closing Balance 57,953.61 835,805.97 90,837.24 -3,822.08 872,632.56 295,800.69 -773.80 851,910.92 -253,582.49 62,672.50 696,394.89 455,068.21 

Cash Advance (LGFA) 

Opening Balance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Plus 

Drawdowns 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Less 

Payments 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Closing Balance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Term Deposit - BankSA 1,000,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,000,000.00 1,000,000.00 1,000,000.00 

Plus 

Deposits 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,000,000.00 0.00 0.00 0.00 

Less 

Transfers Out 1,000,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Closing Balance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00 

General Invest (LGFA) 

Opening Balance 2,307,277.92 4,010,498.40 3,760,498.40 4,760,498.40 4,410,770.18 4,378,480.95 4,678,480.95 4,578,480.95 4,014,917.67 4,962,725.67 3,816,301.42 3,674,109.42 

Plus 

Deposits 2,112,614.87 450,000.00 1,000,000.00 867,500.13 367,613.54 1,000,000.00 0.00 36,436.72 947,808.00 142,150.75 482,069.52 2,263,628.00 

Less 

Transfers Out 409,394.39 700,000.00 0.00 1,217,228.35 399,902.77 700,000.00 100,000.00 600,000.00 0.00 1,288,575.00 624,261.52 830,000.00 

Closing Balance 4,010,498.40 3,760,498.40 4,760,498.40 4,410,770.18 4,378,480.95 4,678,480.95 4,578,480.95 4,014,917.67 4,962,725.67 3,816,301.42 3,674,109.42 5,107,737.42 

Closing Balance 4,068,452.01 4,596,304.37 4,851,335.64 4,406,948.10 5,251,113.51 4,974,281.64 4,577,707.15 4,866,828.59 5,709,143.18 4,878,973.92 5,370,504.31 6,562,805.63

NARACOORTE LUCINDALE COUNCIL - CASH FLOWS 

7,000,000 

6,000,000 

5,000,000 

09/10 

10/11 

4,000,000 

11/12 

12/13 

3,000,000 

2,000,000 

1,000,000 

- 

July Aug Sept Oct Nov Dec Jan Feb Mar April May June


LOAN SUMMARY AS AT THE 30TH JUNE 2013 

Loan Original Principal Owing Payments** Principal Owing Finalisation 

Number Purpose Value 30/06/2012 2012/2013 30/06/2013 Date 

Council Loans 

16 Public Toilets 283,015 200,223.56 29,573.28 183,136.68 16/01/2021 

17 Fleet Loan 800,000 617,119.87 86,450.02 572,494.39 15/03/2022 

19 Road Works - McRae Ormerod 302,000 232,962.77 32,634.88 216,116.66 15/03/2022 

20 Sewerage Works Clover Cres 243,350 187,720.14 26,297.02 174,145.61 15/03/2022 

21 Sewerage Works Stewart Tce 247,276 190,748.72 26,721.26 176,955.22 15/03/2022 

22 Concrete Bridge 860,000 663,983.83 93,226.00 616,086.71 16/04/2022 

Commitment 

2,735,641 2,092,758.89 294,902.46 1,938,935.27 

Saleyards 

23 Saleyard - Truck Wash 543,615 419,711.21 58,929.12 389,434.95 16/04/2022 

24 Saleyards Project - Stage 1 2,000,000 97,476.63 1,955,523.37 17/09/2027 

Commitment 

2,543,615 419,711.21 156,405.75 2,344,958.32 

Self Servicing Loans 

5 Ncte RSL Bowls Club 50,000 15,124.13 5,765.46 10,470.34 17/01/2015 

14 Naracoorte Golf Club 30,400 4,673.99 4,896.02 0.00 15/06/2013 

CAD1 Lucindale Country Club 40,000 

Commitment 

120,400 19,798.12 10,661.48 10,470.34 

5,399,656 2,532,268.22 461,969.69 4,294,363.93 

** Note: Payments (except in relation to Cash Advances) Include Interest. Payments are year to date. 

* Total Loan Commitment as at the 30/06/2013 4,294,363.93 

* Total Loan Commitment as at the 30/06/2013 

(excluding NRLE & Self Servicing) 1,938,935.27 

* Total NRLE Loan Commitment as at the 30/06/2013 2,344,958.32 

* Total Self Servicing Loan Commitment as at the 30/06/2013 10,470.34 

* 2012/2013 Budgeted Rate Revenue 9,479,621.00 

* 2012/2013 Budgeted Total Revenue 16,262,596.00 

Actual 

Funding Policy 

Limit 

* Percentage of rate revenue to 

total self servicing loan commitments as at 31/06/2013 0.11% 4.00% Community Loans 

* Percentage of total rate revenue to 

total loan servicing commitments 2012/2013 (estimate) 4.87% 25.00% Actual Payments Forecast 12/13 

* Percentage of loans total to total (Principal & Interest) 

rate revenue as at 30/06/2013 45.30% 80.00% Total Loans 

* Percentage of NRLE loans total to total 

rate revenue as at 30/06/2013 24.74% NRLE Total Loans 

* Percentage of total rate revenue to 

total loan servicing commitments 2013/2014 (estimate) 5.85% 25.00% Actual Payments Forecast 13/14 

* Percentage of total rate revenue to (Principal & Interest) 

total loan servicing commitments 2014/2015 (estimate) 5.85% 25.00% Actual Payments Forecast 14/15 

(Principal & Interest)


YEAR‐TO‐DATE 2012‐2013 (OPERATING) 

ADOPTED BUDGET 2012‐2013 


RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

STRATEGIC 

$ 500 $ - $ - $ 305,870 

GENERAL OPERATIONS $ 504 $ - $ - $ 291,143 

$ 2,500 $ - $ - $ 87,894 

GOVERNANCE $ 504 $ - $ - $ 

67,941 

$ - $ - $ - $ 43,543 

MEDIA, COMMUNICATION AND PUBLIC FUN$ - $ - $ - $ 

11,971 

$ 1,100 $ - $ 6,348 $ 202,484 

ELECTED MEMBERS $ 1,104 $ - $ 2,892 $ 157,523 

$ - $ - $ - $ 7,380 

STRATEGIC PLAN $ - $ - $ - $ 

3,563 

$ 4,100 $ - $ 6,348 $ 647,171 

$ 2,112 $ - $ 2,892 $ 532,141 

Page 1





RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

OPERATIONS & TECHNICAL SERVICES 

$ 1,000 $ - $ 7,413 $ 213,875 

OPERATIONS ADMINISTRATION $ 996 $ - $ 7,416 $ 230,908 

$ 500 $ - $ - $ 77,738 

PURCHASING $ 504 $ - $ - $ 

84,421 

HEALTH 

-$ 1,599 -$ 5,000 $ 7,157 $ 6,599 

LUCINDALE HEALTH CENTRE $ - -$ 5,000 $ 7,152 $ 

1,320 

SOCIAL SECURITY & WELFARE 

$ - $ - $ 9,472 $ 7,397 

SENIOR CITIZENS $ - $ - $ 9,528 $ 

4,101 

HOUSING & COMMUNITY 

$ - -$ 50,100 $ 2,746 $ 98,550 

CEMETERIES $ - -$ 52,890 $ 3,744 $ 

88,701 

-$ 40,930 -$ 70,272 $ 40,539 $ 66,202 

EFFLUENT DISPOSAL - CWMS $ - -$ 72,097 $ 40,536 $ 

48,702 

$ - -$ 2,493 $ - $ 25,650 

EFFLUENT DISPOSAL - OTHER $ - -$ 2,493 $ - $ 

25,650 

$ - $ - $ 28,246 $ 96,098 

PUBLIC CONVENIENCES $ - $ - $ 28,248 $ 

95,149 

$ - -$ 1,234,868 $ 45,000 $ 1,807,685 

SANITATION & GARBAGE $ - -$ 1,297,838 $ 50,964 $ 1,760,757 

$ - $ - $ - $ 221,778 

STREET CLEANING $ - $ - $ - $ 218,761 

$ - $ - $ - $ 108,000 

STREET LIGHTING $ - $ - $ - $ 

98,101 

SPORT & RECREATION 

$ - $ - $ 4,186 $ 566,456 

PARKS & GARDENS $ - -$ 12,550 $ 6,252 $ 501,258 

$ - -$ 1,000 $ 47,157 $ 208,488 

SWIMMING FACILITIES $ - -$ 923 $ 47,160 $ 180,461 

$ - -$ 6,894 $ 10,548 $ 44,310 

SPORT & RECREATION $ - -$ 25,607 $ 12,576 $ 106,211 

$ - $ - $ 39,395 $ 16,148 

ARTS $ - $ - $ 41,448 $ 

15,054 

$ - $ - $ - $ 1,436 

MUSEUMS $ - $ - $ - $ 

1,609 

TRANSPORT & COMMUNICATION 

$ - $ - $ - -$ 31,600 

QUARRIES $ - $ - $ - $ 

93,449 

$ - -$ 1,020,141 $ 3,992,444 $ 2,257,618 

ROAD MAINTENANCE $ - -$ 753,807 $ 3,992,448 $ 1,828,290 

$ - -$ 500 $ - $ 61,240 

STORMWATER DRAINAGE $ - -$ 500 $ - $ 

40,904 

$ - -$ 20,048 $ 7,059 $ 59,049 

AERODROMES $ - -$ 23,554 $ 11,352 $ 

61,285 

$ - $ - $ - $ - 

ROAD CONSTRUCTION $ - $ - $ 

- 

ECONOMIC AFFAIRS 

$ - $ - $ - $ 2,000 

PLANTATIONS $ - $ - $ - $ 

- 

$ - $ - $ - $ - 

LAND DEVELOPMENT $ - $ - $ - $ 

- 

$ - $ - $ - $ 5,040 

CARAVAN PARKS $ - $ - $ - $ 

6,073 

Page 2





RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

OTHER PURPOSES 

$ - $ - $ - $ 10,000 

VANDALISM $ - $ - $ - $ 

11,516 

-$ 34,500 $ - $ - $ 289,099 

ASSET MANAGEMENT $ 504 $ - $ - $ 277,803 

$ - -$ 35,980 $ 15,415 $ 10,962 

OTHER PROPERTIES & SERVICES $ - -$ 37,178 $ 16,080 $ 

8,978 

$ - -$ 12,000 $ - $ 10,000 

OTHER GENERAL PURPOSES $ - -$ 231,321 $ - $ 208,118 

$ 301,752 -$ 30,000 $ 301,752 -$ 271,752 

PLANT OPERATIONS $ - -$ 38,398 $ 309,144 -$ 398,151 

$ 3,000 $ - $ 64,099 -$ 67,099 

DEPOT EXPENSES $ 3,000 -$ 22,886 $ 51,600 $ 150,051 

$ 1,000 $ - $ 7,375 $ 198,316 

TECHNICAL SERVICES $ 996 $ - $ 7,380 $ 178,796 

-$ 196,752 $ - $ - $ - 

PLANT CAPITAL $ - $ - $ - $ 

- 

$ 33,471 -$ 2,489,296 $ 4,630,003 $ 6,099,283 

$ 6,000 -$ 2,577,042 $ 4,643,028 $ 5,928,276 

Page 3





RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

PLANNING, ENVIRONMENT & COMMUNITY DEVELOPMENT 

ADMINISTRATION 

$ 750 -$ 53,222 $ 6,600 $ 224,505 

COMMUNITY $ 756 -$ 22,000 $ 6,600 $ 204,086 

$ 250 $ - $ - $ 52,452 

EMPLOYEE SAFETY $ 252 -$ 30,000 $ - $ 

35,037 

$ 250 -$ 41,533 $ - $ 41,283 

PROJECT MANAGEMENT $ - -$ 37,814 $ - $ 

47,459 

HEALTH 

$ 500 -$ 4,100 $ 5,500 $ 104,282 

HEALTH INSPECTION $ 504 -$ 5,165 $ - $ 

64,320 


$ - -$ 1,000 $ - $ 5,000 

SENIOR CITIZENS $ - $ - $ - $ 

1,788 


$ 250 -$ 8,690 $ 1,456 $ 49,977 

COMMUNITY & MULTICULTURAL CENTRE $ 252 -$ 5,800 $ 3,204 $ 

41,285 

$ - -$ 61,883 $ - $ 61,883 

VOLUNTEERS $ - -$ 64,633 $ - $ 

49,978 


$ 500 -$ 38,000 $ 103,571 $ 116,352 

HALLS (Naracoorte) $ 504 -$ 38,408 $ 103,572 $ 112,388 

$ - -$ 2,000 $ 28,341 $ 29,328 

HALLS (Lucindale) $ - -$ 2,110 $ 29,064 $ 

12,406 

$ - $ - $ 29,958 $ 3,338 

HALLS (Other) $ - $ - $ 29,964 $ 

306 

$ 2,000 -$ 29,500 $ 51,891 $ 285,046 

LIBRARIES $ 996 -$ 31,898 $ 51,888 $ 290,604 

$ - $ - $ - $ 25,487 

HERITAGE $ - -$ 20,000 $ - $ 

6,914 

MASTERS GAMES $ - -$ 14,237 $ - $ 

6,939 

PUBLIC ORDER & SAFETY 

$ 2,375 -$ 42,780 $ 1,792 $ 38,613 

DOG CONTROL $ 252 -$ 36,333 $ 1,800 $ 

22,180 

$ 1,633 -$ 8,550 $ 1,953 $ 108,258 

FIRE PREVENTION $ 252 -$ 93,521 $ 1,956 $ 

56,456 

$ - $ - $ 325 $ 6,394 

LIVESTOCK CONTROL $ - $ - $ 324 $ 

3,261 

$ - -$ 400 $ 2,278 $ 45,551 

GENERAL INSPECTION $ - -$ 2,926 $ 2,280 $ 

73,741 

MINING & CONSTRUCTION 

$ 1,000 -$ 78,200 $ 3,881 $ 228,684 

BUILDING AND PLANNING CONTROLS $ 996 -$ 129,101 $ 3,876 $ 205,019 

ECONOMIC AFFAIRS 

$ 2,500 -$ 34,000 $ 911 $ 218,340 

VISITOR INFORMATION CENTRE $ 504 -$ 42,962 $ 912 $ 226,553 


$ - -$ 9,200 $ 651 $ 12,086 

PARKING CONTROLS $ - -$ 4,402 $ 648 $ 

3,261 

Page 4





RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

$ 12,008 -$ 413,058 $ 239,108 $ 1,656,859 

$ 5,268 -$ 581,310 $ 236,088 $ 1,463,981 

CORPORATE SERVICES 


$ 1,000 $ - $ 7,413 $ 289,503 

FINANCE $ 996 $ - $ 7,416 $ 280,399 

$ 500 $ - $ - $ 85,433 

CREDITORS $ 504 $ - $ - $ 

74,294 

$ 250 $ - $ - $ 16,473 

DEBTORS $ 252 $ - $ - $ 

5,918 

$ 500 $ - $ - $ 126,252 

RATES & PROPERTY $ 504 $ - $ - $ 116,064 

-$ 16,808 -$ 3,000 $ - $ 177,557 

COMPUTER OPERATIONS $ - $ - $ - $ 177,592 

$ 1,000 -$ 11,418 $ - $ 113,182 

PAYROLL $ 996 $ - $ - $ 107,057 

$ 250 $ - $ - $ 69,223 

HUMAN RESOURCES $ 252 $ - $ - $ 

13,270 

$ 500 $ - $ - $ 91,569 

RECORDS MANAGEMENT $ 504 $ - $ - $ 

67,018 

$ 750 $ - $ - $ 92,449 

CUSTOMER SERVICE / RECEPTION $ 756 $ - $ - $ 107,803 

$ - $ - $ 55,477 $ 100,057 

COUNCIL OFFICES - NARACOORTE $ - $ - $ 55,476 $ 

79,574 

$ - $ - $ 12,671 $ 21,613 

COUNCIL OFFICES - LUCINDALE $ - $ - $ 12,672 $ 

16,034 

-$ 3,508 -$ 105,470 $ - $ 235,068 

GENERAL OPERATIONS -$ 21,144 -$ 124,388 $ - $ 213,650 


$ - -$ 19,000 $ 32,248 $ 31,957 

AGED HOMES $ - -$ 18,000 $ 32,244 $ 

25,429 


$ - -$ 18,200 $ 14,634 $ 6,310 

HOUSES $ - -$ 17,346 $ 14,640 $ 

5,558 

$ - $ - $ - $ 71,040 

COMMUNITY SUPPORT $ - $ - $ - $ 

59,706 


$ - -$ 63,000 $ - $ 63,000 

LUCINDALE COUNTRY CLUB $ - -$ 61,049 $ - $ 

61,049 


$ 17,280 -$ 113,834 $ - $ 1,334 

PUBLIC DEBT $ - -$ 133,927 $ - $ 

1,333 

-$ 111,542 -$ 3,500 $ 4,542 $ 5,500 

FLEET OPERATIONS -$ 13,595 -$ 63 $ 4,548 $ 

2,329 

$ - -$ 40,000 $ - $ 45,000 

OTHER GENERAL PURPOSES $ - -$ 123,523 $ - $ 105,531 

RATES & GRANTS 

$ - -$ 9,479,621 $ - $ 115,000 

RATES $ - -$ 9,484,901 $ - $ 157,710 

$ - -$ 223,269 $ - $ 185,269 

FINES, LEVIES & NRM $ - -$ 237,234 $ - $ 185,262 

$ - -$ 1,963,380 $ - $ - 

GRANTS $ - -$ 2,335,428 $ - $ 

- 

-$ 109,828 -$ 12,043,692 $ 126,985 $ 1,942,789 

-$ 29,975 -$ 12,535,859 $ 126,996 $ 1,862,580 

Page 5





RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

RESERVE 

TRANSFERS & 

INTERNAL 

RECOVERIES 

OPERATING 

INCOME 

DEPREC 

OPERATING 

EXPEND 

-$ 60,249 -$ 14,946,046 $ 5,002,444 $ 10,346,102 

TOTALS (excluding NRLE) -$ 16,595 -$ 15,694,211 $ 5,009,004 $ 9,786,978 

-$ 25,408 -$ 1,431,550 $ 250,133 $ 928,945 NARACOORTE REGIONAL $ 3,000 -$ 1,259,660 $ 250,140 $ 871,336 

LIVESTOCK EXCHANGE 

-$ 85,657 -$ 16,377,596 $ 5,252,577 $ 11,275,047 

TOTALS (including NRLE) -$ 13,595 -$ 16,953,871 $ 5,259,144 $ 10,658,314 

$ 150,028 

-$ 1,036,413 

Page 6


YEAR‐TO‐DATE 2012‐2013 (CAPITAL) 



CAPITAL 

RENEWAL & 

REPLACEMENT 

NEW CAPITAL 

LOAN 

PRINCIPLE 

PAYMENTS 

CAPITAL GRANTS, 

ASSET SALES & LOAN 

INCOME 

RESERVE TRANSFER 

CAPITAL 

CAPITAL 

LOAN 

PRINCIPLE 

PAYMENTS 


ASSET SALES & 

LOAN INCOME 

RESERVE 

TRANSFER 

CAPITAL 

STRATEGIC 

$ - $ - $ - $ - $ - 

$ - $ - $ - $ 

- 

OPERATIONS & TECHNICAL SERVICES 

HOUSING & COMMUNITY AMENITIES 

32,000 CEMETERIES $ 29,962 $ - $ - $ 

- 

45,000 EFFLUENT DISPOSAL - CWMS $ 25,890 $ - $ - $ 

- 

27,368 -2,963 EFFLUENT DISPOSAL - OTHER $ - $ 27,368 -$ 2,963 $ 

- 

5,000 10,000 17,087 PUBLIC CONVENIENCES $ 10,837 $ 17,086 $ - $ 

- 

SANITATION & GARBAGE $ 21,560 $ - $ - $ 

- 


74,750 90,250 -61,000 -10,000 PARKS & GARDENS $ 87,169 $ - $ - $ 

- 

13,750 1,250 SWIMMING FACILITIES $ 8,470 $ - $ - $ 

- 

SPORT & RECREATION $ 12,992 $ - $ - $ 

- 

ARTS $ - $ - $ - $ 

- 

MUSEUMS $ - $ - $ - $ 

- 


-124,000 ROAD MAINTENANCE $ - $ 64,743 $ - $ 

- 

58,575 19,525 STORMWATER DRAINAGE $ 192,083 $ - $ - $ 

- 

30,000 AERODROMES $ 52,300 $ - $ - $ 

- 

3,197,100 852,111 64,743 -116,000 ROAD CONSTRUCTION $ 2,780,360 $ - $ - $ 

- 

$ - $ - $ - $ 

- 


28,700 DEPOT EXPENSES $ 5,823 $ - -$ 181 $ 

- 

152,127 44,625 PLANT CAPITAL $ 102,642 $ 44,625 -$ 54,954 $ 

- 

$ 3,605,002 $ 1,005,136 $ 153,823 -$ 187,963 -$ 126,000 

$ 3,330,088 $ 153,822 -$ 58,098 $ 

- 

PLANNING, ENVIRONMENT & COMMUNITY DEVELOPMENT 


$ 15,000 $ 10,000 $ - $ - $ - HALLS (Naracoorte) $ 4,544 $ - $ - $ 

- 

$ 34,000 $ - $ - -$ 29,000 $ - LIBRARIES $ 5,270 $ - $ - $ 

- 

$ 49,000 $ 10,000 $ - -$ 29,000 $ - 

$ 9,814 $ - $ - $ 

- 

Page 7


YEAR‐TO‐DATE 2012‐2013 (CAPITAL) 



CAPITAL 

RENEWAL & 

REPLACEMENT 

NEW CAPITAL 

LOAN 

PRINCIPLE 

PAYMENTS 


ASSET SALES & LOAN 

INCOME 

RESERVE TRANSFER 

CAPITAL 

CAPITAL 

LOAN 

PRINCIPLE 

PAYMENTS 


ASSET SALES & 

LOAN INCOME 

RESERVE 

TRANSFER 

CAPITAL 

CORPORATE SERVICES 


$ 3,000 $ 7,000 $ - $ - -$ 8,000 COMPUTER OPERATIONS $ 27,529 $ - $ - $ 

- 

$ 2,600 $ 1,000 $ - $ - $ - COUNCIL OFFICES - NARACOORTE $ 2,887 $ - $ - $ 

- 


$ 4,000 $ - $ - $ - $ - AGED HOMES $ - $ - $ - $ 

- 


$ - $ - $ 9,328 -$ 39,316 $ - PUBLIC DEBT $ - $ 9,327 -$ 24,117 $ 

- 

$ 252,500 $ - $ - -$ 102,500 $ - FLEET OPERATIONS $ 92,838 $ - -$ 36,210 $ 

- 

$ 262,100 $ 8,000 $ 9,328 -$ 141,816 -$ 8,000 

$ 123,254 $ 9,327 -$ 60,327 $ 

- 

$ 3,916,102 $ 1,023,136 $ 163,151 -$ 358,779 -$ 134,000 TOTALS $ 3,463,156 $ 163,149 -$ 118,425 $ 

- 

$ 601,300 $ - $ 126,713 -$ 200,000 $ - NARACOORTE REGIONAL $ 955,764 $ 74,752 -$ 2,200,000 $ 

- 

LIVESTOCK EXCHANGE 

$ 4,517,402 $ 1,023,136 $ 289,864 -$ 558,779 -$ 134,000 TOTALS $ 4,418,920 $ 237,901 -$ 2,318,425 $ 

- 

$ 5,271,623 

$ 2,338,396 

Page 8

MINUTES 


MASTERS GAMES COMMITTEE MEETING 

HELD ON MONDAY 1 JULY 

2013 

COMMENCED: 

PRESENT: 

Meeting commenced at 5.35 pm at the Naracoorte Council Chambers. 

Mayor Erika Vickery - Presiding Member 

Bryce Crick, Cr Ken Schulz, Sue Waite 

APOLOGIES: 

OFFICERS: 

Director Planning, Environment & Community 

Development 

Masters Games Coordinator 

Steve Bourne 

Jan Bittner 

ITEM 1 

CONFIRMATION OF COMMITTEE MINUTES 

MOVED 

SECONDED 

Sue Waite 

Cr Ken Schulz 

That the minutes of the Masters Games Committee meeting held on 6 May 2013 and 

meeting notes from 3 JUNE 2013 as typed, are accepted as an accurate record of 

the proceedings of the meetings. 

Page 1

ITEM 2 

BUSINESS 

2.1 BUDGET 

The committee reviewed and updated the 2014 Masters Games budget. Updated budget 

is attached. 

2.2 WEBSITE 

The web-site home page is now well established with new information being added as it 

comes to hand. Contact details, event diary and sport levy information can now be found 

on the home page for most sports. 

Since Jan, Patrick and Nigel participated in an on-line demonstration of the “Active 

Networks” registration system a review has been carried out of the expected costs for 

2014 and with these being slightly higher than 2011 it is recommended that the athlete 

registration fee be set at $40.00 

MOVED Sue Waite 

SECONDED Bryce Crick 

1.That the Active Networks on-line registration system to be used to establish 

a registration/payment page on the 2014 Masters Games web-site 

2. That the athletes’ registration fee be set at $40. 

ITEM 3 OTHER BUSINESS 

3.1 MASTERS GAMES –COORDINATOR’S REPORT 

The Sporting events—Lucindale Camp draft, Sailing and Indoor Bowls have withdrawn from 

the games. However, we now have a firm commitment from Dragon Boat and swimming and 

possibly an Aquathon event.—making a total of 21 sports. 

Most sport events are now in final draft and will shortly be proof read prior to going to the 

Page 2

printer. With the addition of Swimming and possibly the Aquathon, we have the opportunity to 

showcase the Lake as it will be one of the major features of the games. This will require the 

swimming lake to be kept open until April 7 th . 

Peter Spry, from Sport SA, was very pleased with our venues and facilities and with the 

progress of the games. 

Some of the tasks that need addressing in JULY are: 

• Insurance cover 

• Follow up sponsorship proposals 

• Provide all detail for the registration book 

FOR DISCUSSION 

3.2 GAMES ORGANISING COMMITTEE 

The Games Organising Committee will meet again on July 17 th and will be considering the risk 

management of the event, merchandise, medals, etc. 

3.3 SPORTING CLUBS MEETING 

The representatives of the sporting bodies met on 3 June. Peter Spry was also present 

at this meeting and was able to provide information and answer questions. 

3.4 MASTERS GAMES TIMELINE 

To assist with preparations for the 2014 Masters Games an action plan and timeline 

has been produced, which is based on the knowledge and information gained from the 

2011 Games. Current stages of the plan were attached with the agenda. At this stage 

games planning is on track with the time-line. 

Page 3

3.5 AUSTRALIAN CRICKET ASSOCIATION MASTERS TOUR 

An opportunity to be included in the Australian Cricket Association Masters Tour 

program for 2013-14 has been offered to our region. This would include a Twenty20 

Match with legends of Australian Cricket against a local representative side. Two clinics 

are held with local primary school age children to help promote the growth of local 

cricket. A $1000 scholarship is presented to a junior cricketer and there is the capacity 

to hold a sportsman’s function using the available talent to host a community event. 

Other community benefits can also be provided; eg autographed bats for auctions, 

Potentially this could provide much needed funds by the local cricket association, who 

would be required to facilitate and run the event, but could also be used as a “lead-in” 

event to the Masters Games in April. 

Discussion: 

The Committee raised concerns about the commitment of local Cricket Club members 

and would the committee be setting a precedent for similar events in the future. 

This has not been included in the Masters Games Budget and could affect the 

outcome. 

As one of the requirements of this event may be the provision of a first class wicket— 

and would that rule out holding the event at the Naracoorte Football Club which would 

be an ideal venue for crowd monitoring. 

Steve offered to check with officials re the appropriate wicket and then facilitate a 

meeting with committee members and representatives of the Cricket club. 

The Committee agreed to would be a useful event to promote the Games, but was 

outside the scope of their work. Steve to follow up with local clubs to determine if they 

wish to host the event. 

CLOSURE: 

Meeting closed at 6.20pm. 

……………………………………………. 

CONFIRMED 

………………………….. 

DATE 

Page 4


MINUTES FOR THE COMMUNITY RECREATION AND SPORT 

FACILITIES COMMITTEE MEETING HELD ON 

2 JULY 2013 

COMMENCED: 

PRESENT: 

APOLOGIES: 

Meeting commenced at 5:10pm in Naracoorte Council Chamber, 

DeGaris Place, Naracoorte 

Craig McGuire (Chairperson) 

Mayor Erika Vickery 

Cr Ann Bell 

Cr Ken Shultz 

Geraldine Maithieson 

Alice Leake – Memorial Parklands Master Plans 

Ann Hannaford 

Jan Malpas 

Mick Deland 

Geoff Robinson 

Gerard Coote 

Rob Sandercock (entered at 5:17) 

Daryl Pearce, Chris Mailley, Cr Flynn 

ON LEAVE: 

OFFICERS: 

Phil Burton 

Steve Bourne 

Sonia Caldera 

Director Operations and 

Technical Services 

Director Planning, 

Community and 

Development 

Administration Operations 

and Technical Services 

ITEM 1 CONFIRMATION OF COMMITTEE MINUTES 

MOVED Geraldine MATHIESON 

SECONDED Geoff ROBINSON 

That the Minutes of the Community Recreation and Sport Facilities 

Committee meeting held on 2 April 2013 are taken as read and confirmed as 

an accurate record of the proceedings of the meeting. 

CARRIED 

ITEM 2 BUSINESS 

2.1 NARACOORTE LUCINDALE OPEN SPACE STRATEGY 

The Committee review the progress of actions in Council’s Open Space Strategy. 

REFER TO ATTACHMENT 2.1 

Community Recreation and Sport Facilities Committee, 2 July 2013 

PAGE NO. 1

- Open Space Strategy Action Plan 

Further information on the high priority actions will be discussed at the meeting. 

DISCUSSION 

No Discussion 

2.2 OUTDOOR GYM EQUIPMENT 

Report 

Council has prepared a grant application for the development of the Memorial 

Parklands Fitness Trail incorporating new paths, lighting, exercise equipment and 

associated furniture. Under the Community Recreation and Sport Facilities 

Program, Council has the opportunity to double its allocated funding for this project. 

A copy of the grant application is attached for information. All planned works for 

Memorial Parklands will be carried forward to 2013-14 to cater for this grant funding 

opportunity. 


- CRSFP - Memorial Parklands Fitness Trail Grant Application 

DISCUSSION 

Council allocated $10,000 last financial year for paths and $20,000 for outdoor gym 

equipment. If successful with the Community Recreation and Sport Facilities 

Program grant application, Council will be able to spend $60,000 extending the 

trails around memorial parking, and upgrading the furniture and lighting to make 

Memorial Parklands a more attractive place to visit and keep active. 

2.3 RAIL TRAILS 

Report 

In February 2013, Council resolved: 

That Council writes to SELGA to consider the inclusion of the Naracoorte to 

Kingston railway line in the South East Trails strategy. 

This letter has been sent to SELGA. 

DISCUSSION 

No Discussion 

2.4 SWIMMING LAKE 

Report 

A safety audit of the Naracoorte Swimming Lake was undertaken by the Royal 


PAGE NO. 2

Lifesaving Association of Australia (RLSAA) on Wednesday 24 April 2013. This was 

the second time that RLSSA had visited the site to do the audit. 

The safety assessment conducted was measured against the safety standards and 

operational guidelines listed in the RLSSA Guidelines for Safe Pool Operation 

document. The completed Assessment (attached) details the areas that were 

assessed. In addition a Safety Improvement Plan has been included, and details 

additional recommendations for improving the safety of the swimming lake. 

The safety assessment is described by RLSAA as a tool which merely aims to 

assist the Council with identification of areas which may need improvement or 

ongoing monitoring. 

The Naracoorte Swimming Lake achieved an overall Safety Score of 54.5%. The 

purpose of the Safety Score is to provide a benchmark to the percentage of RLSSA 

safety issues the facility has addressed. The Safety Score can be compared year 

to year to show improvement and monitor the progress the facility is making in 

relation to the items assessed. RLSAA suggests that this result can be improved 

by: 

• Implementation of the Safety Improvement Plan. 

• Regular internal reviews of the issues affecting safety at the Centre 

• Internal Assessments. 

• Compliance with the RLSSA Guidelines for Safe Pool Operation and other 

statutes and regulations 

• Continued periodic independent Aquatic Facility Safety Assessments 

The recommendations from the safety assessment as well as the safety 

improvement plan will be used to prepare an overall swimming lake management 

plan for Council. A further report will be prepared for Council once a draft 

management plan has been completed. Until then, where possible, 

recommendations will be implemented utilising the existing budget allocation for the 

swimming lake. 

Council has been notified that it was unsuccessful in gaining a Crime Prevention 

and Community Safety grant application submitted to upgrade the security and 

traffic management at the Swimming Lake surrounds to the value of approx. 

$100,000. 


- Swimming Lake Safety Assessment 2013 

DISCUSSION 

Cr McGuire commented that it was good to see Council completing so many grant 

applications. 

2.5 RECREATIONAL TRAILS SUB-COMMITTEE 

Report 

No meeting has been held. 

Council has been successful with a grant application to the Open Space funding 

program of the South Australian Government. The project is to establish a trailhead 

in the town square as a starting point of trails in Naracoorte, plan for a heritage trail 


PAGE NO. 3

and identify improvement to the Naracoorte Creek Walk. A project team will be 

established to deliver this project. The Trails Sub-Committee could be part of the 

project team. 

Any further nominations? 

Also, Cr Ann Bell is retiring from the committee and will need to be replaced. 


- Places for People - Naracoorte Trails Network Grant Application 

DISCUSSION 

ACTIONS : Steve Bourne to look at a Lucindale Loop, keeping in mind what the 

Lucindale School has planned. 

2.6 MEMORIAL PARKLANDS & MARKET SQUARE SUB-COMMITTEES 

Report 

No meetings have been held pending development of concept master 

plans. 

Council has engaged Alice Lake to prepare concept plans for Memorial Parklands, 

and Bill Chandler to prepare concepts for Market Square. Alice will attend the 

meeting to present drafts. 

Sub-committees will be engaged through this process to provide essential input, 

feedback and help engage the broader community. 


- Memorial Parklands community consultation 

DISCUSSION 

Alice Lake discussed the Memorial Parklands Community Consultation 

document with committee members 

Currently memorial parklands is zoned residential and this needs to be 

changed to recreational zone. 

To sell off community land even though it is zoned residential still involves 

community consultation. The land has been marked as community land. 

Community consultation has made it clear the community want to keep 

this as a recreational area 

The carpark will be investigated this financial year. 

Boardwalks in and around the Gare Swamp and wetlands may be useful 

as children are already cutting through the area. 

Committee commented that the report was well compiled and it gave a 

good starting point. 


PAGE NO. 4

The next step is to get the Memorial Parklands sub committee together to 

give Alice Lake firm direction, and then present the information back to 

Council. 

Council needs to get the vision right and get the concept out to 

community. The location of equipment and pedestrian and vehicle zones 

need to be looked at 

Phil Burton commented that Memorial Parklands plays a role in the Old 

Caves Road Drainage System and Council should not try not to develop 

those areas that are prone to flooding. 

Council needs to look at developing a track to try to deter young children 

from using Panorama Crescent for riding to school as this road has poor 

visibility around corners and the children are at risk of getting hit by a 

vehicle. 

Phil Burton identified three possible path locations for entry from the 

eastern side, one up at Panorama, one across from Third Avenue and 

one before Second Avenue. 

Gerard Coote commented that the kids could use Panorama to get to 

school and go home via a middle path – the boys go down Panorama – 

but they could go home via the path across from Third Avenue. 

Geraldine Mathieson pointed out that a lot of families don’t have transport 

already use this point to enter and exit the Memorial Parklands 

Ann Hannaford noted that Parklands Preservation society fought to keep 

the Memorial Parklands as parklands, and made a huge bid for no 

structures, but the society would be flexible if the community badly wants 

it. Ann also commented that some of the things identified in the memorial 

parklands plan are going to require a bit of maintenance by Council and 

the society does not want it to be a burden. So far Ann is very happy with 

the direction. 

Phil Burton specified that how vehicles enter and exit the park need to be 

identified as a zone in the plan. Currently there is conflict where a 

pedestrian/cycle path is also a roadway. The plan needs to look at 

separating vehicles and pedestrians. 

Phil Burton raised the question should there be access to Old Caves 

Road or expanding of the car park near the toilets? 

Cr Ann Bell has concerns about shared use road area extending south 

from the kindergarten. 

Committee members were invited to send any suggestions through to Phil 

Burton or Steve Bourne. 

The Parklands Preservation Society is holding a meeting on 22 July 2013, and Ann 

Hannaford will provide feedback from the meeting to the committee. 

2.7 SAFER GREENER MORE ACTIVE TRAVEL PROJECT 

Report 


PAGE NO. 5

Work on the Safer Greener More Active Travel in Naracoorte Project continues to 

progress with the project due for completion later this year, final details are being 

worked on that will tie the project together and cover the requirements set out in the 

funding deed. 

The Way2Go program, which forms part of this project and focuses on school aged 

children, has been progressing slower than expected with only three schools in the 

Naracoorte Lucindale district currently signed up to participate. The next visit from 

the program coordinator will be in early August, work between now and then will 

include discussions with the schools that have not signed up to participate. 

Another community breakfast was held in late May to coincide with Walk2School 

day. This breakfast was held at Naracoorte South Primary School using their hall 

facility and with the help of Naracoorte Rotary club members. While only low 

numbers attend, the weather wasn’t exactly on side. This is now the third 

community breakfast that has been undertaken all too varying degrees of success. 

Consideration now needs to be given to how we support and encourage 

participation in national active travel days (walk and ride to school and work days) 

into the future. 

Other project work occurring in the following weeks includes: 

- Council staff approaching the business and tourism meeting with the 

suggestion of setting up a “parklet” one Saturday morning. A parklet is a 

small space, usually a car parking space that serves as an extension of the 

footpath. These spaces are usually a green space with public seating or 

unique objects that attract people to interact with the area. Refer to 

attached pictures for details of parklets used in other areas. 

- Cycling and walking maps that are currently being produced and should be 

available shortly 

- Footpath signage to indicate time and walking distances 

- Speaking to local newspapers in regards to featuring regular walkers and 

cyclists, providing details of active travel areas in Naracoorte. 


- Examples of Parklets 

DISCUSSION 

The community breakfasts have been run by Council staff volunteering, 

Councillors and service clubs – they are well received and worth 

persevering with. 

Lucindale has not yet picked up on the Way2Go. Geoff Robinson 

commented it would have to happen in the spring time. 

There is a meeting coming up with DPTI to measure the progress of the 

Way2Go Program – mapping work of the town being done to show where 

people walk – using all day parks and walking. 

Parklets have a risk factor if they are being used as an eating area and 

they will also take up parking. 

Steve will be presenting the parklets idea to Business and Tourism 

Association. 


PAGE NO. 6

2.8 LOCAL AREA WALKING AND BIKE PLAN FOR NARACOORTE TOWNSHIP 

Report 

A petition has been received from Rolland St residents against the proposed 

installation of bicycle lanes on Rolland St. A report was presented to Council on 25 

June 2013 in response. 

Phil Burton to provide further details and options to the committee. 

Council are awaiting formal advice on the outcome of grant application to the State 

Bicycle Black Spot Fund for implementation of the bicycle network in Naracoorte. 

DPTI are visiting Naracoorte in late July to continue the implementation of 

the Way2Go cycling safety and education program in schools as well as 

discuss future project opportunities for improving cycling safety and 

encouraging more cyclists on our roads. 

DISCUSSION 

There has been a mixture of feedback and enquiries, most regarding the 

loss of parking out the front of their properties. Council received feedback 

regarding the consideration of cycling safety around Lucindale as well. 

Rolland Street is very narrow and doesn’t support a lot of parking. There 

is only a small section where parking is available on Rolland Street. A 

report and the petition was made available to Council. 

Cr Craig McGuire commented that the access points to the CBD are fairly 

limited as there is no ability to do anything down the main cutting and 

Rolland Street is the only logical access point for cyclists. Craig noted that 

he would like to see committee support bicycle lanes on Rolland Street 

Mayor Erika Vickery commented that the benefits for the wider community 

needed to be considered. 

Rolland Street is the only on-road option to get people from the Southern 

side into the CBD and into the northern area by bike. 

MOVED Mayor Erika VICKERY 

SECONDED Geraldine MATHIESON 

That the Community Recreation and Sports Committee supports 

further investigation into bicycle lanes on Rolland Street 

CARRIED 

2.9 COCKATOO LAKE WORKING GROUP 

Report 


PAGE NO. 7

No Report 

DISCUSSION 

No Discussion 

2.10 HERITAGE 

Report 

Meeting Held 23 April 2103 


- Heritage Working Group Meeting Notes - 23 April 2013 

DISCUSSION 

Different elements from the Heritage Working Group could go through to the 

relevant Section 41 Committees, not necessarily the Community Recreation and 

Sports Committee. It was noted that the Trails project includes a heritage trail. 

2.11 PARKLANDS PRESERVATION SOCIETY 

Report 

Cr McGuire to provide a verbal report from the last meeting and invite Ann 

Hannaford to also speak. 

DISCUSSION 

The Parklands Preservation Society had its annual meeting with more 

members that ever before attending. Currently the society has 147 

members with 12 committee members. The society is studying the 

development and strategic plan for Naracoorte Lucindale Council, and will 

hopefully make submissions at its meeting on 22 July 2013. The main role 

of the society is to provide support if there is a need and to provide 

feedback on what they need in the community. Its focus is the protection 

of parks and recreation areas for the community to use. The society wants 

to see an active community preserving the parklands we have. 

2.12 MARKET SQUARE PLAYGROUND 

Report 

The soft fall at the playground has been removed and a new rubber surface is 

being installed on a part section. The playground is closed to the public during this 

time. 

Phil Burton to provide a verbal update at the meeting. 


PAGE NO. 8

DISCUSSION 

Market Square Playground should be open (pending weather) end of this 

week or early next week. First layer of rubber has gone down and another 

colour to go on the top. 

Geraldine Mathieson raised the issue of safety inspection requirements to 

check the temperature of the rubber surface and commented that if the 

temperature is over 30 degrees the rubber will hold the heat and there is a 

risk of kids getting burnt. 

Cr McGuire commented that Council was looking to put shade over this 

playground in the future. 

2.13 RESIGNATION OF MEMBER 

Report 

Cr Ann Bell is resigning from Council. Ann has been a valued member of the 

Naracoorte Recreation and Sports Committee for a number of years and we would 

like to acknowledge her dedication and commitment to Sport and Recreation in the 

region and thank her for her contribution over many years. 

MOVED Geoff ROBINSON 

SECONDED Cr Ken SCHULTZ 

That Council commend and sincerely thank Cr Bell for her representation 

on the Recreation and Sports Facilities Committee. 

CARRIED 

2.13 OTHER BUSINESS 

ITEM 3 NEXT MEETING 

ITEM 4 MEETING CLOSURE 

CLOSURE: Meeting closed at 615: pm 


PAGE NO. 9

HERITAGE WORKING GROUP 

NOTES OF MEETING HELD 23 RD APRIL 2013 

MEETING COMMENCED AT 9.05AM 

PRESENT: 

Cr. Malcolm McLEAN, Brian ARNOLD, Jan MALPAS, Judy MURDOCH, Daryl SMITH, Shane 

SMITH, and Steve BOURNE (Officer) 

APOLOGIES: 

Cr. Ann BELL 

BUSINESS 

1. 2013/2014 BUDGET PROVISION 

Steve Bourne reported that the following is proposed:- 

Provision for heritage photo - proposed $3,000 (unspent 2012/2013 

allocation of $8,000); 

Provision for purchase of heritage database materials; 

Provision for convening of information forum for heritage property owners, 

incl. advice and information from Heritage Adviser, and proposal to provide 

50/50 funding assistance for the preparation of heritage works plans for 

listed properties; 

Application for grant funding to facilitate the development of the Town Squares 

heritage feature, and complementary heritage walks/drives has been submitted. 

Likelihood of success appears good. 

Local Heritage Register is scheduled for review in 2016. 

2. PHOTO PROJECT 

Cataloguing of photos is progressing, and Shane Smith reports that he anticipates 

the scope of the project to increase significantly. 

Judy Murdoch proposed that purchase of the MOSAIC program be considered, 

given that the State Library ONE SYSTEM is not able to store such photographic 

data. 

IT WAS AGREED THAT PURCHASE OF THE MOSAIC PROGRAM BE PURSUED AS A 

PRIORITY 

3. WORKING GROUP STATEMENT OF PURPOSE 

Jan Malpas proposed that the Working Group review the current “Statement of 

Purpose” to ensure that it reflects current objectives and arrangements. 

STATEMENT OF PURPOSE TO BE DISCUSSED AT THE WORKING GROUP’S JUNE 

2013 MEETING

4. DVD DEPICTING CONSTRUCTION OF NARACOORTE SWIMMING LAKE 

Shane Smith proposed that the Working Group view this DVD (transcribed from 

8mm colour film) at its next meeting. 

5. NOMINATION OF PRESIDING MEMBER 

Members discussed the benefit of nominating a member to preside over future 

meetings vs an informal structure. 

Without prejudicing the Group’s discussion of the “Statement of Purpose” 

Members expressed a preference for a “Presiding Member” to lead discussion. 

AGREED THAT JAN MALPAS PRESIDE OVER FUTURE MEETINGS OF THE WORKING 

GROUP SUBJECT TO FINAL REVIEW OF THE “STATEMENT OF PURPOSE”. 

AGREED THAT DARYL SMITH RECORD THE PROCEEDINGS OF WORKING GROUP 

MEETINGS FOR SUBMISSION TO COUNCIL’S CHIEF EXECUTIVE OFFICER. 

5. NEXT MEETING 

To be held on Thursday, 6 th June 2013 commencing at 9.00am 

CLOSURE: 

Meeting closed at 10.30am

Memorial Parklands Community Consultation July 2013

Prepared for: 


PO Box 555 

De Garis Place 

Naracoorte SA 5271 

Prepared by 

Alice Leake 

Landscape Architect/Urban Designer

Index 

1. Preface 

2.Location map of Memorial Parklands 

2. Landscape Plan of Memorial Parklands 

3.Current Zones 

4. Proposed changes to Zones 

5. Activity nodes within the parklands 

6. Constraints/opportunities 

7. Community values within the parklands 

8. Nature/Special location 

9. Community identifies need to be improved and maintained 

10.. Improvements 

11. Suggestion for improvements 

12. Gares Swamp 

13. Wetland conservation, Water Sensitive Urban Design measures, including reads 

14. Swales and the benefits 

15. BBQ area possibilities and seating for these areas 

16. Trees to be replanted and areas for these to be planted 

17. Possible exercise equipment 

18. Possible borders instead of rocks

Preface 

Memorial Park was dedicated a reserve after World War II. Gares Swamp holds water year round and has heavy reed growth. The dominant tree species is red gum with some 

introduced species included Cyprus pines and Acacia saligna, a Western Australian wattle. Most of the area in open space grass. It is predominantly informal recreation area, 

with some formalised areas being ovals used for cricket, a baseball diamond and some structured bike and walking paths. The area is regularly used for exercise and has some 

exercise equipment installed which ideally needs to be updated. It is a popular place for exercising dogs as well as community groups. The area is used by the adjacent Sunrise 

Christian School as a recreation area during the school terms. 

Council has revised its Strategic Plan and prepared a draft 2013-23 Strategic Plan. Memorial Parklands development and management assist Council to deliver on two of its 

five themes. 

Theme 01 

Harmony and Culture -A safe, healthy and diverse community celebrating our similarities and differences. 

Outcome 

• Healthy and resilient community 

Actions 

• Development of community open spaces to improve community lifestyles 

• Encourage participation in physical activity and healthy lifestyles 

• Ensure access to a range of high quality active and passive recreation facilities 

Theme 02 

Liveable neighbourhoods - a range of well-planned neighbourhoods and public space, designed with a strong sense of identity and place 

Outcome 

• Preserve the rural atmosphere, open spaces and natural resources 

Memorial Parklands Community Land Management Plan 

• The objectives of the Community Land Management Plan for Memorial Parklands are; 

• To maintain the area for passive and active recreational activities 

• To preserve the Parklands ambience for the enjoyment of present and future residents 

• To enter into agreements with community groups for use of the area for approved activities or purposes 

• To permit the erection or installation of approved structures and amenities that are ancillary to or support approved community recreational activities

Landscape Zones within Memorial Parklands 

Legend: 

Scout Hall 

Price Avenue 

Michelle DeGaris Memorial Kindergarten 

Sunrise Christian School 

Toilet block 

Baseball 

Cricket oval 

Bike/pedestrian tracks 

Caves road 

Existing exercise area 

Un-restricted passive open space 

Wetlands 

Memorial Drive 

Existing Trees 

Panorama Crescent

Current zone map 

Memorial Parklands is zoned Residential in the Naracoorte Lucindale Council Development Plan. Council sold some land along Caves Road which has been developed 

 

 

residentially, and land divisions have been completed along Price Avenue and a number of blocks could potentially be sold off. This anomaly could be addressed through 

the Structure Plan and a subsequent Development Plan Amendment. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Currently zones residential land

Proposed changes to zone map 

 

 

 

 

 

 

 

 

?Keep as Residential Zone or change to Recreation zone?

Activity nodes 

Community spaces areas 

where groups of people 

meet and interact 

Bike and Pedestrian tracks used by 

all members of the community and 

are a great asset to the parklands 

they offer a linkage to the whole 

parklands 

Sunrise Christian School 

use this open space 

during the school terms 

Community spaces areas 

where groups of people 

meet and interact

Opportunities and Constraints 

Natural planting buffer 

Cricket Oval 

Rocks along the edge of Base ball oval need 

to be less of a safety issue, possible options 

outlined later. 

Base Ball Oval 

Possible wetland connection using the existing lower points 

of the parklands to harvest rainwater and create biodiversity 

and relationships to the existing wildlife within the parklands 

Leave as open space with unprescribed sports, 

both passive and unrestricted play 

This area would benefit from the 

reintroduction and planting of 

Endemic gums for succession 

planting as well as education 

possibilities for both schools and 

Kindergarten 

Natural planting buffer along 

the Sunrise Christian School 

Possible location for Boardwalks and wetland 

regeneration, offering education, relaxation 

and both Passive and active involvement 

Possible location for BBQ and 

Picnic space or outdoor classroom 

Currently being used for meeting space 

possibility for better access to parklands off 

Panorama Crescent and Memorial Drive

Why is Memorial Parklands so important? 

Play chasey with friends 

Families find enjoyment watching the wildlife and feeding the ducks in the wetland area of the park 

Kids games 

Lots of grass to play on 

Feeding the ducks 

Gare’s swamp with it’s cumbungi and ducks 

Water available for animals 

Stretching area 

Wide range of walkers 

Model Aeroplanes 

Fitness 

Open space 

Active recreational spaces 

Kicking football/soccer 

Watch the local cricket games 

Various fitness activities here!! 

Running club and other clubs use the parklands frequently 

Passive recreational spaces 

Family areas 

Boot camps 

Personal training 

Kite Flying 

Dog walking 

Walking paths 

Surveillance of the open spaces 

Sense of security within the open space 

Keep it natural 

Connection with and to Nature 

Natural/Special Location 

The remnant red gums which give the area a connection with the local natural landscape 

Family activities 

Bike riders 

Different outdoor sports opportunities available which are not only team sports with infrastructure

Natural/Special Location

What improvements could be made to the Memorial Parklands? 

The exercise equipment needs updating 

Area around the baseball oval, better maintained 

Rock Barrier is not natural 

Clean up the dead trees and plants around the parklands 

Stop car’s driving from Memorial drive onto the parklands

Improvements

Suggestions for improvements 

Alcohol free zones 

Possible entrance point from Panorama crescent and Memorial drive. 

Outdoor education areas around Gares Lagoon and with the planting regeneration 

More lighting 

Drains to divert flood waters including Water Sensitive Urban Design measures 

Relocate and update the exercise area 

Play equipment 

Picnic and BBQ areas 

Continue the bike track around Panorama Crescent 

Further the natural planting buffer to Memorial drive and Christian school 

Shade trees and seating 

Boardwalks through the wetlands and Gares lagoon 

Paint sheds and toilets same colour 

Clean up Gares Lagoon 

Red Gum Regeneration 

Increase planting adjacent Sunrise Christian School 

Control bridal creeper and introduced weeds

Gares Swamp area improvements

Current signage systems need updating and more around the wetlands to better inform and educate 

users of the Memorial Parklands in relation to Gares Swamps, Cultural, Natural and Environmental 

processes. 

Gares Swamp; Cultural, Natural and Educational 

The environment is our life support system, and any opportunity for all members of the community; children in particular to interact with the great outdoors helps them learn and 

understand more about the world around them. As they grow they can understand how dependent people are on nature, and how we need to nurture the earth, just like they are 

being nurtured themselves 

Memorial Parklands includes a small wetland Gares Swamp, a site of cultural significance for the Aboriginal people. 

The area adjacent the Gares Swamp is low lying and subject to flooding to improve this area an introduction of either plantings or an interactive boardwalk with a picnic table and 

interpretive signage would be beneficial for the Memorial parklands. 

The purpose of Gares Swamp: 

Physical and biological processes to be identified and explained to the greater community 

Cultural understandings of the relationships to Gares Swamp through interpretive signage 

Identifying any significant environmental features within the swamp which needs to be protected and maintained 

Appropriate safety warnings

Gares Swamp; Cultural, Natural and Educational 

Create a boardwalk similar to the one on the left in this area which is currently 

being used as a thoroughfare

Swales and Water Sensitive Urban Design Measures to 

Maintain flood water 

1 Protect natural systems 

Protect and enhance natural water systems within urban developments. 

2 Integrate storm water treatment into the landscape 

Use storm water in the landscape by incorporating multiple use corridors 

that maximise the visual and recreational amenity of developments. 

3 Protect water quality 

Protect the quality of water draining from urban development. 

4 Reduce run-off and peak .flows 

Reduce peak flows from urban development by local detention measures 

and minimising impervious areas. 

5 Add value while minimising development costs 

Minimise the drainage infrastructure cost of development. 

Urban Storm water: Best Practice Environmental Management 

Guidelines. 

Create interest in the creek bed through adding 

plants and possibly bridges or boardwalks to 

cross and interact with the landscape.

Picnic tables seating and BBQ areas 

To keep with the Naracoorte Character all seating, picnic 

areas and BBQ spaces will use the same materials as other 

parks and areas within Naracoorte. 

This location is ideally situated to offer a BBQ and 

picnic space as it is located close to the car park as 

well as the toilet block 

To incorporate seats into the parklands they would 

be best situated on the peripheral of the sporting 

grounds, this would allow for surveillance as well as 

a place to meet. 

This area is prone to flooding, to create a space where 

a picnic table could be incorporated there would need 

to be a boardwalk or something similar introduced. 

To meet the needs of all members of the community 

a few seats and a table in this corner of the Parklands 

would be beneficial.

Picnic tables seating and BBQ areas 

Located next to the toilets this area is an ideal location for a BBQ and picnic area 

Located next to Gares Swamp this area is a great location for an outdoor classroom, picnic area, 

and meeting place. 

To meet the changing needs of all members of the community a few seats and a table in this 

corner of the Parklands would be beneficial. 

Located next to Gareas Swamp this area is a great location for an outdoor classroom, picnic 

area, and meeting place, This area has the afternoon winter light also and operates as a good 

surveillance areas as well as a place to feed the ducks.

Tree Planting Areas 

The endemic tree species need to be propagated and planted within the parklands. These plantings need to be well spread out to allow for the Natural feel of the parklands to be 

maintained. 

The planting of these trees could be conducted by volunteers and the school children at the Sunrise Christian School. 

The Boundary fence of the Christian School should also be planted with trees and shrubs to act as a wind break and increase the natural amenity of the parklands. 

Trees should be planted in groupings around the proposed picnic areas to encourage use year round. 

The cluster planting adjacent the trees and exercise equipment need 

some maintenance and more trees need to be planted in this area. 

The cluster planting adjacent the Sunrise Christian School is a great 

example of succession planting.

Suggestions for exercise equipment upgrade 

The Memorial Parklands strategy recognises that open 

space contributes immeasurably to the wellbeing and 

quality of life of residents, through the integration and 

more strategically placed equipment around the Memorial 

Parklands there will be better opportunities for all 

members of society to interact and utilise the equipment. 

Creating different exercise stations through out the 

parklands will offer different intensity and workout options 

as well as places for all ages to interact and use.

Suggestions for exercise equipment upgrade 

Create a network of equipment around the parklands 

Multiple machines 

Stretching 

Abs body work out 

Maintain Existing location as the Main exercising area 

Upper body work out 

Lower body work out

Suggestions for access points from Panorama Cresent 

and Memorial Drive . 

These areas are currently being used as access points by members of the public which are causing erosion from pedestrian 

and bicycle access.

Suggestions for Rock Barrier. 

Using plantings and play type structures the barrier could 

act as a playful environment when there is no baseball on. 

Many people use the parklands to ride their scooters and 

Bikes, something which incorporates parking for bikes 

would be beneficial for the barrier of the parklands. 

Using plantings which have an education value such as a vegetable garden, 

sunflowers or something similar could give the barrier an educational as 

well as playful experience.

Example of a Parklet in Adelaide 

Examples of San Francisco Parklets

More Examples of San Francisco Parklets

Application Form 

Open Space and Places for People 

Grant Funding 

How to Apply 

Step 1 

Step 2 

Step 3 

Step 4 

Step 5 

Read the Open Space and Places for People grant funding program guidelines 

available on the Public Space Website: http://publicspace.planning.sa.gov.au 

Ensure Council has adequately prioritised its open space and public realm projects. 

Discuss the proposed project/s with a grant funding coordinator. This can be done 

via phone and is to ensure that all applications are consistent with the overall 

objectives of the Open Space/Places for People grant program. 

Complete a pre-application form and submit to a grant funding coordinator to 

determine the proposals eligibility for funding. 

Arrange a site visit and meeting with the grant funding coordinators (as required) to 

view the site and discuss the pre-application in further detail. 

Once the scope, detail and eligibility of your proposal has been determined, you 

should complete a detailed application form. One of the funding coordinators can 

assist you with your application. 

Key Dates 

pre-application submissions close: 8 February 2013 

full applications close: 1 March 2013 

Open Space & Places for People Application Form - Page 1 

Call: Gabriella Vikor (8303 0703) or Matthew Lang (8303 0728) 

Email: gabriella.vikor@sa.gov.au or matthew.lang@sa.gov.au

Application procedure 

Applications will be considered against the relevant program assessment criteria. Please contact one of the 

grant funding coordinators to discuss application closing dates and submissions for the next committee meeting. 

Due to competing priorities, funding can not be guaranteed even if the project meets all of the assessment 

criteria. 

Applications must be made on the application form and all sections completed. The applicant must submit one 

‘hard’ or paper copy and one ‘electronic’ copy. It is preferable that any plans or any photographs are submitted 

in electronic format on CD. Please do not bind applications or attach to folders. The hard copy needs to arrive at 

the Department of Planning, Transport and Infrastructure by the closing date. 

Address for submission 

Open Space / Places for People Grant Application 

Urban Design & Public Space Team 

Department of Planning, Transport and Infrastructure 

GPO Box 1815 

ADELAIDE SA 5001 

Contact details of funding coordinators 

Gabriella Vikor 

Tel: 8303 0703 

Email: gabriella.vikor@sa.gov.au 

Matthew Lang 

Tel: 8303 0728 

Email: matthew.lang@sa.gov.au 




SECTION 1 – Council Details 

Contact information 

Date: 

Project name: 

Council: 

Address: 

Postal address: 

4-Mar-2013 

Naracoorte Trails Network 


DeGaris Place Naracoorte 

PO Box 555 Naracoorte SA 5271 

Project Manager (this is the officer that we will send all formal correspondence to) 

Name: 

Position: 

Phone: 

Mobile (if applicable): 

Email: 

Steve Bourne 

Director Planning Environment and Community Development 

8760 1100 

0488 028 703 

steve.bourne@nlc.sa.gov.au 




Fund applying for 

OPEN SPACE 

PLACES FOR PEOPLE 

land purchase 

planning 

development 

Project budget summary 

 

strategic urban design 

design and contract documentation 

development 

Council Contribution 

$ 20,000.00 

Other Confirmed Contribution* 

Open Space/Places for People Funding 

Total Project Cost** 

$ 20,000.00 

$ 40,000.00 

* see other contribution 

** refer to project target table in Section 6 

Which State Government Region will the project occur in? 

Adelaide Hills 

Barossa, Light and Lower North 

Eastern Adelaide 

Eyre and Western 

Far North 

Fleurieu and Kangaroo Island 

 


Murray and Mallee 

Northern Adelaide 

Southern Adelaide 

Western Adelaide 

Yorke and Mid North 




SECTION 2 – Project Details 

Project description 

Describe exactly what the project will involve, including why the project is necessary 

This project has two elements; the establishment of a trailhead to which all Naracoorte trails will be linked, and design work for two trails 

that are in the conceptual stage. It will bring together three trails, the Creek Walk, a Heritage Walk and a bike/walking path to the 

Naracoorte Caves - the World Heritage Bike Trail, through the establishment of a trailhead within the Naracoorte Town Squares. It will 

also produce plans for the Heritage Trail and World Heritage Bike Trail. 

The ‘Creek Walk’ was a community instigated project completed in the 1990’s. A broad group from the community individuals and clubs 

such as Rotary and Lions were involved in the planning and construction. The Council played a supporting role in planning. It was 

essentially conceived as a walking trail but has been increasingly used by the public as a recreational cycling path despite its shortcomings 

in design for cycling. The path was subsequently widened to cater for the increasing use by recreational cyclists especially family groups. 

The trail passes the Visitor Information Centre, CBD, the caravan park and the swimming lake, a feature of the town. This project proposes 

a number of improvements to make the creek walk more suitable for cycling. 

The township of Naracoorte was established over 150 years ago. The stories behind how and why it was established in its location, and 

how it has evolved since then are told in an ad hoc manner and in a number of locations. This element of the project will consider the 

information that is currently available to the community and town’s visitors and consider innovative new methods to tell a more complete 

and compelling story of Naracoorte’s history. 

Naracoorte Lucindale Council has established a Local Heritage List. Suitable sites will form part of the interpretation of Naracoorte 

township’s evolution. This project will provide the context for the heritage list and the stories behind the significant places and will develop 

the stories behind the town’s development, and prepare a project brief to engage a developer to implement the project. 

Naracoorte is home to the World Heritage-listed Naracoorte Caves National Park, which attract over 40,000 visitors each year. The local 

community also has a strong connection to the park dating back over 150 years. Many locals enjoy the ride the 11km to “The Caves” 

along the Old Caves Road which is a single lane carriageway for most of its length, or the Riddoch Highway. Rider safety is a key concern 

along either route. A private operator has commenced cycle hire for visitors near the caves, providing visitors with ready access to cycles if 

they are traveling without. 

Naracoorte Lucindale Council developed a bike strategy in 2007 and adopted its Open Space Strategy in 2011. Both strategies identify a 

bike path from Naracoorte to the Naracoorte Caves as a high priority and a key project with community and visitor outcomes. 

The bike path has not been implemented to date as the necessary planning and design to develop a safe route and design work has not 

been undertaken. This project will undertake the planning and design work necessary to allow Council to proceed to construction phase 

when funds are available. 

Naracoorte township has been constructed around two town squares, which will form the meeting and starting point for the three trails. The 

trailhead will signify the starting point for each of the trails, and any future trails, at the logical central point to town. 




Describe the project location: (street address etc – attach a plan of the subject site and a location plan that 

shows the project site in relation to a district or regional map) 

The project locations are; 

Naracoorte Town Squares - trailhead 

Naracoorte to Naracoorte Caves along the Old Caves Road 

Naracoorte Creek Walk along the Naracoorte Creek 

Goals of the project 

Describe what you hope the project will achieve and list the main purpose for undertaking the project. 

For example: 

Develop a strategic open space and public realm framework to guide future planning and development for 

the region/council area 

Create a central town square as a public space for celebrations, festivals and community events 

Develop or enhance open space pedestrian/cycle links across a council area/region 

Develop the foreshore to provide greater activation and amenity including shared use path, seating, 

shelters, and landscaping. 

The project will achieve multiple outcomes. The establishment of a trailhead central to town 

in the town squares creates a focal point, a meeting place, where people congregate, 

socialise and start their exploration of the town. Council is working with the community to 

create a healthier community; one which exercises and utilises the town's network of paths 

and trails. 

The goals of the project are: 

• To provide safer cycling opportunities for recreational cyclists especially families 

• Increased local participation in cycling as a fitness activity 

• Plan and design for construction of a bike path from Naracoorte to the Naracoorte Caves to 

create a recreational bike path for all levels of users 

• Facilitate cycle commuting to the CBD. 

• Increased tourism and flow on economic benefits from the provision of a safe cycling 

network. The Naracoorte Creek circuit is seen as a pivotal feature in the town cycling master 

plan providing the connecting link to other parts of the network. 

• Interpret the historical growth of the streetscape of Naracoorte’s Town Centre 

• Enhancing the sense of place - creating a place where people meet 

• Provide links to points of heritage interest in the broader landscape 

• Bringing people together strengthening the town squares’ value as a community meeting 

place 




Project Stages 

List any completed stages of the project and any future stages 

Council completed its Open Space Strategy and Bike Plan and is now working 

through the priority actions identified in these plans. The Naracoorte Town Squares 

have been identified as a place where people meet, and is an ideal connecting point 

for all trails. 

Also completed; 

- first stage of Creek Walk 

- community consultation on recreational opportunities in Naracoorte 

- identification of local heritage sites of interest 

- identification of the route to Naracoorte Caves from Naracoorte 

Future stages if this project is awarded funding: 

- construction of a World Heritage bike path from Naracoorte to Naracoorte Caves 

- implementation of interpretation along the Heritage Trail 

- construction of a trailhead connecting all paths and trails 

It is also possible additional trails, including those connecting Naracoortes open 

space areas, will be identified and linked back to the trailhead in the Town Squares. 

What is the proposed project commencement date? 

1 July 2013 

What is the estimated project duration in months? 

12 months 




Describe any critical timelines / issues for the project that may affect delivery of the project 

(E.g. planting season, council funding secured for current financial year only, council endorsement of a design, 

funding application with or awaiting a decision of a third party) 

None critical to delivery 

Complete a proposed timeline for delivery of the project (Eg. engage a consultant/contractor – 6 week 

timeframe, complete design development – 6 month timeframe) 

Task 

None critical to delivery 

Prepare draft concept plans 

Community consultation on drafts 

Complete designs 

Seek Council endorsement 

Timeframe 

12 weeks 

8 weeks 

28 weeks 

4 weeks 

Strategic context 

Outline the strategic significance of this project 

(Eg. Identification in Council’s Open Space/Public Realm Strategy, catchment population, location in relation to 

major community facilities and activities, the projects role in linking open space areas) 

This project forms part of the implementation of Council's Open Space Strategy, as 

well as objectives with its Strategic Plan. Council is seeking to focus its efforts in 

managing its open space to provide levels of service commensurate with community 

expectations and resources. The project will establish a focal point within the 

Naracoorte Town Centre, the major retail centre with a catchment of 100+ km, linking 

an established trail and planning for two more. 




Funding is only available for projects that are consistent with relevant State / local government strategic plans. 

Outline how the project is consistent with relevant objectives of one or more of the following strategic plans: 

Planning Strategy for South Australia 

(Eg ‘The 30-Year Plan for Greater Adelaide’ or Regional Planning Strategy) Please list the main policies/targets 

which the project specifically meets, and briefly summarise how the project meets these objectives. 

Title of strategy: 

Objective/target: 

Description: 

Limestone Coast Regional Plan 

Design towns to provide safe, healthy, accessible and appealing environments 

Encourage active lifestyles by providing a range of open space, 

sport and recreation facilities in towns and throughout the region 


Description: 


Description: 

Council’s Open Space or Urban Design Strategy / Strategic Plan 

(List the objectives which the project specifically meets, and briefly summarise how the project meets these 

objectives) 


Objective: 

Description: 





Objective: 

Description: 


Objective: 

Description: 

Naracoorte Lucindale Council Strategic Plan 2013-23 

A safe, healthy and diverse community celebrating our differences and similarities 

Development of community open spaces to improve community lifestyles 

Encourage participation in physical activity and healthy lifestyles 

Ensure access to a range of high quality active and passive recreation 

facilities 

Naracoorte Lucindale Council Strategic Plan 2013-23 

Liveable neighbourhoods - 

A range of well planned neighbourhoods and public space, 

designed with a strong sense of identity and place. 

South Australia’s Strategic Plan 

(Briefly summarise how the project meets the objectives of this Strategic Plan) 


Improve welbeing 

Description: 


The project meets the “Improving Wellbeing” objective of South Australia’s 

Strategic Plan encouraging an active lifestyle and the benefits this 

provides the community. 

Description: 


Description: 




Other relevant strategic documents 

(Briefly summarise how the project meets these objectives) 


Objective: 

Naracoorte Lucindale Council Open Space Strategy 

Create a network of trails 

Description: 

The development of an integrated walkway and cycle way system is 

recommended as a top priority. This will require the review of the Naracoorte 

Township Bike Walking Path Master Plan and then the development of a 

master plan for the walkway / cycleway network for the entire Council. 


Objective: 

Naracoorte Lucindale Council Open Space Strategy 

Create a network of trails 

Description: 

- Filling the gaps in the existing network 

- Connecting open space with neighbourhoods and key community locations, for example 

shops. 

-- Where possible, provide walkways and cycle ways in the ‘green corridors’. 

- Continue to enhance and maintain the Creek Walk as one of the Councils premier trails. 


Objective: 

Description: 

Provide details of any development plan policy changes underway/planned that will support this proposal 

Council is currently developing its Structure Plan to guide the development of the 

district for the next ten years and beyond. The Naracoorte Lucindale Council 

Development Plan has the Town Squares within the Town Centre zone. Feedback 

from the business community strongly supports retaining the Naracoorte Town 

Centre as the commercial and retail centre and the Structure Plan will reflect this 

desire to retain this zone and avoid satellite retail development. 




Explain if the project will be occurring in close proximity to densification of residential development or 

new growth areas 

Nil 

Funding and approvals 

Has council funding been secured for the project? Yes No 

Amount 

Financial Year 

Date 

$10,000 

2012/13 

4 March 2013 

Are there any other external contributions sought (pending approval)? Yes No 

Other contribution 

Preference will be given to projects that can demonstrate a strong level of community support through public 

consultation and where council is contributing towards the cost of the project. Provide details of the funding bodies 

contributing towards the development of this project and of the funding contribution being provided. 

Naracoorte Lucindale Council contribution $20,000 ($10,000 2012/13, $10,000 

2013/14) 

A breakdown of expenditure items contributing towards the Total Project Cost must be provided on the Table 

shown in Section 6. 




Open Space & Places for People grant funding generally require a minimum 50% contribution from 

applicants. If your application does not meet the 50% contribution, provide reasons why. 

meets this criteria 

Provide evidence of community support for the project and outcomes of any public consultation that has 

been undertaken. 

Council undertook extensive community consultation through the development of its 

Strategic Plan in 2012. We have also been seeking community feedback on the 

development of Robertson Street which is part of the Naracoorte CBD and linked to 

the Town Squares. Feedback strongly supports retaining and enhancing the Town 

Squares as places for people to meet, interact and relax. 

What approvals are still required before the project can commence? 

(E.g. planning, building, council endorsement) 

none required 




Accessibility 

Will the completed project allow the community free access to the completed works, with no fee or charge 

levied to use the space, or ongoing exclusive use by particular groups? 

 

Yes 

No (your application is not eligible for funding) 

Will the project be accessible to a wide cross section of the community including, where possible, people 

with disabilities? 

 

Yes (please explain) 

No (please explain) 

The trailhead will be developed to provide access to every member of the community, 

regardless of disability. Infrastructure will be designed to meet relevant Australian standards. 

Who will be the main beneficiaries (expected user groups, age groups, etc) of the completed project? 

The project will reach a broad spectrum of users, including the local community and 

visitors to the town. More specifically, those seeking to exercise will benefit as well 

as those seeking to learn more of the town's history and connection with the World 

Heritage Area. A number of cycling groups of all ages already meet in the town 

squares regularly to commence their rides across the district. 

Open Space Grant Funding 

If applying for Open Space grant funding answer questions in section 3 

(skip section 4) 

Places for People Grant Funding 

If applying for Places for People grant funding answer questions in section 4 

(skip section 3) 




SECTION 3 

Open Space Funding 

Project type: 

(You can tick more than one) 

planning 

land purchase 

development 

Project site – legal description 

CT/CR 

Volume / 

Folio 

Parcel 

Plan 

Type No. Type No. 

Owner 

Project site status 

(Tick applicable) 

Community Land reserved or dedicated as a park or reserve under the Local Government Act 1999 

Reserve land vested to Council management of under the Crown Lands Act 1929 




Conservation and unstructured recreation objectives 

Briefly demonstrate how the proposal meets the following objectives. Refer to the grant funding application form 

guidelines for further clarification on how to meet the following objectives. Preference will be given to projects that 

assist in the preservation, enhancement and enjoyment of features containing natural beauty, conservation 

significance and/or cultural and amenity values and where public use of the land is focused on the provision of 

unstructured recreation opportunities. 

OBJECTIVE A – conservation 

Outline the main conservation elements of the project 

OBJECTIVE B – unstructured recreation 

Explain how the project will provide unstructured recreation opportunities for the community 

OBJECTIVE C – access and linkages 

Explain how the project will create or improve walking and cycling linkages 




Explain what impact the project will have on adjoining streetscapes, and amenity of the area 

OBJECTIVE D – social and cultural wellbeing 

Explain how the project will improve the vitality and social interaction of the community 

Explain what elements of education / interpretation will be included in the project (list examples) 

Explain how the project will include innovative and creative design processes and outcomes 

OBJECTIVE E – environmental sustainability 

Explain how the project follows principles of water sensitive urban design (WSUD) and ecologically 

sustainable design (ESD) 




OBJECTIVE F – safety 

Explain how the project will improve safety and address crime prevention through environmental design 

Funding category 

Open Space Grants are made available under the following categories: 

planning (e.g. strategic concept plans, masterplans, open space and public realm strategies) 

land purchases 

development 

Please supply the following additional information for the category / categories of funding you are applying for. 

Open Space Planning 

How will the planning study be developed? 

In house 

External consultant 

Will there be a steering committee overseeing the development of the project? 

How will the community / stakeholders be involved in the planning? 

Attach a project brief for the planning study 




Open Space Land Purchase 

Method of purchase 

private treaty 

auction (date) 

compulsory acquisition 

Are there any critical dates? If so, what are they? (E.g. Public auction, expression of interest closes, etc) 

In the case of a private treaty sale, has a purchase price been negotiated with the vendor? What is the 

purchase price? 

Has a contract been signed to purchase the land? 

What was the valuation of the land that is the subject of this grant application? 

Valuation details 

Valuations will only be accepted where: 

they are less than 12 months old 

have been commissioned directly by Council 

Please include a copy of the valuation with this application 




Future ownership / land management 

If successful with your grant application and council subsequently purchases the land, council must agree to: 

include the land on its Community Land register 

enter into a Land Management Agreement to ensure that the land remains as public open space 

Attachments to be provided 

Valuation 

Map showing the location of the subject property 

Current Certificate of Title 

Open Space Development 

Are the development works based on a detailed concept plan for the reserve? 

Yes (Attach copy) 

No (Have you considered applying for funding to carry out a concept plan?) 

Where a detailed concept plan has not been completed first, funding will not be provided for capital works. 

Did the concept plan include detailed cost estimates for project works? 

Yes (Attach cost estimates if not included in concept plan) 

No 




SECTION 4 

Places for People Funding 

Project type 

(You can tick more than one) 

 

strategic urban design (e.g. concept plans, masterplans, open space and public realm strategies) 

design and contract documentation 

development (attach concept plan and cost estimates) 

Public realm development and enhancement objectives 

Briefly demonstrate how the proposal meets the following objectives. Refer to the grant funding application form 

guidelines for further clarification on how to meet the following objectives. Preference will be given to projects for 

innovative public realm enhancement. 

OBJECTIVE A – useability and function 

Explain how the project will create or revitalise a key public place 

Naracoorte's central retail area is concentrated along Smith and Ormerod Streets, 

which bound the Naracoorte Town Squares to the north and south. Consequently, 

they have become a natural meeting place. Minimal infrastructure - the Sound Shell 

( a donation from a prominent local family), an ablutions block and a war memorial 

(located to this site ten years ago) are the only permanent fixtures on site. The open 

space is well utilised for public events; festivals, Australia Day celebrations, Anzac 

Day Commemorations, and art shows and retail expos. 

This project will create a "place where people meet", and also set off to explore and 

understand Naracoorte. We envisage the Town Squares as the heart of the town, full 

of character, rather than being just green open space in the town's centre. 




Explain how the project will improve useability and function of the public realm 

As the geographic centre of town, the Town Squares are the perfect starting point for 

paths and trails to explore Naracoorte and beyond. The Naracoorte Creek Walk is 

well used by local residents but largely missed by visitors to the town. The story of 

how Naracoorte developed is an opportunity that needs a focal starting point. 

Naracoorte Caves National Park is South Australia's only World Heritage Site, and 

the Town Squares are the perfect site to establish this link with the park and link the 

town with its stories. 

OBJECTIVE B – creative and innovative design 

Explain how the project will include innovative and creative design processes and outcomes 

(Eg. including use of recycled material, use of locally sourced materials, integration of new technology, or a 

creative design process that engages the community) 

The proposed trailhead has not been designed, but will be developed by a 

consultant in consultation with the community. We are bringing together trails and 

paths that link history, environment and World Heritage with the potential for this to 

be expanded in the future. Natural options for its construction include limestone, the 

foundation bedrock of the region, and red gum, majestic trees that dominate the 

landscape. Interpretation on the Heritage Trail may be provided by a mobile 

application, depending on concepts developed in this project. 

OBJECTIVE C – social, cultural and economic wellbeing 

Explain how the project will support the social, cultural and economic wellbeing of a wide cross section 

of the community 

The Town Squares are freely accessible to all ages, cultures and physical abilities. 

Exercise to improve health and wellbeing is widely promoted with increasing 

participation levels. Linking trails back to the town centre establishes an easy starting 

point. The Town Squares are the "Hub", the vibrant town centre that are part of the 

town's identity and the location for many cultural activities. Creating the trailhead is in 

keeping with and enhancing the town's sense of place. 




Explain how the project will enhance the heritage and culture of the community and its environment 

(Eg. design of flexible spaces to allow a variety of cultural activities to occur) 

A trail connecting places of local heritage significance is planned as part of this 

project. Naracoorte grew around the Town Squares, so much of this heritage is 

within easy walking distance. The trailhead will attract people and encourage further 

exploration of the town. 

Explain how the project will promote economic development and attract or integrate with investment 

opportunities (Eg. rezoning proposals) 

The project will encourage greater use of Naracoorte's network of trails, and develop 

plans for new trails. As all trails lead to to and start from the town centre, its creates 

opportunities for the retail centre. No rezoning proposals are likely with this project. 

OBJECTIVE D – access and linkages 

Explain how the project will consider accessibility for special needs groups 

Efforts are being made to ensure trails and paths are accessible to all user groups. 

The Town Squares are wheel chair accessible and infrastructure is in place to assist 

the visually impaired. The project team will consider access and engage with special 

needs groups and those who can provide expert advice. 

Open Space & Places for People Application Form - Page 23 



OBJECTIVE E – environmental sustainability 

Explain how the project follows principles of water sensitive urban design (WSUD) and ecologically 

sustainable design (ESD) 

The Naracoorte CBD is the focus of a separate drainage upgrade and water use 

project. This project will complement that work but does not form part of this 

application. 

Explain if the proposal will link to a strategic water sensitive urban design scheme 

As above 

OBJECTIVE F - safety 

Explain how the project will improve the safety of the public realm 

The Naracoorte Town Centre is well lit and we have little vandalism or crime. Safe road 

crossings where required will be established. The meeting point will be off-road 

allowing people to gather in large numbers safely without interference from traffic. The 

designated trail network will ensure that users are informed of the most interesting and 

safest routes to travel on. Currently these routes are only known by locals so with the 

establishment of the trailhead and associated information visitors to Naracoorte will be 

able to obtain the most up to date information 24hrs a day 7 days a week. 




Applications must demonstrate that they meet the following prerequisites 

The project must form part of a sequential process beginning with a strategic urban design process. Subsequent 

design work must demonstrate its previous strategic design foundations. The following will be required for: 

Strategic planning projects 

Attach any relevant documents that demonstrate a relationship to a previous urban design process, spatial 

plans and development strategies 

Detailed design and contract documentation projects 

Attach evidence of a previous strategic urban design processes 

Capital works projects 

Attach evidence that demonstrates the project relates directly to previous strategic urban design and design 

development process. Detailed cost estimates for the project should also be included. 




SECTION 7 - 

Additional Information 

Additional information to support your grant application for this project 

Concept designs for Robertson Street showing linkages, traffic and pedestrian 

movements focussed around the Town Squares. 

Bike paths in and around Naracoorte 

Naracoorte Creek Walk map 




SECTION 8 - Checklist 

Final checklist before submission 

Please ensure that: 

 

 

 

 

You have obtained and read the relevant guidelines, and referred to the guidelines when completing 

this application form 

You have spoken with a grant funding coordinator prior to completing the application 

You have completed all relevant sections of this application form, and included contact information, and 

the project budget template 

You have 1 “hard copy” and 1 “electronic copy” to submit 

Please ensure that you have attached all supporting material requested in this application form: 

 

 

 

Concept/plan of the subject site 

Location plan showing the subject site in context of a district map 

Project brief 

Open Space Land Purchases 

Valuation 

Copy of current Certificate of Title 

Other relevant 




24th April, 2013 

Royal Life Saving SA Branch 

Aquatic Facility Safety Assessment 

Safety Improvement Plan 

Naracoorte Swimming Lake 

FINAL 

By: Matt Griffiths

Foreword 

The principle aims of the Royal Life Saving Society Australia (RLSSA) are to prevent loss of 

life and promote safe participation in water related activities. 

The RLSSA pursues these aims through: 

• Provision of educational programs for water safety, swimming, survival, Lifeguarding 

and resuscitation 

• Promotion of public understanding of its important water safety and lifesaving 

messages through publicity, educational resources, competition and other events. 

The Royal Life Saving Society Australia produces the Guidelines for Safe Pool Operation. 

This document is recognised as the minimum standard for safety related issues for the 

aquatic industry. It provides a comprehensive guide for any one involved in either the 

design, construction, maintenance or management of an aquatic leisure venue. Its purpose 

is to provide a guide to venue management thus ensuring safety standards and guidelines 

are being met for the prevention of accidents in and around aquatic environments. 

Date of Safety Inspection: 24th April, 2013 

Aquatic Facility Safety Assessment was conducted by: Royal Life Saving SA Branch 

Lead Assessor: Matt Griffiths 

Venue Staff in Attendance: Sonia Caldera 

During the safety assessment conducted at your venue it was measured against the safety 

standards and operational guidelines listed in the RLSSA Guidelines for Safe Pool 

Operation document. The Aquatic Facility Safety Assessment (enclosed) details the areas 

that were assessed. 

In addition a Safety Improvement Plan has been included, and details additional 

recommendations for improving the safety of your venue. 

NB: This document and the Aquatic Facility Safety Assessment should not be used 

exclusively for the purpose of determining whether the venue is providing a safe 

environment. Several aspects of a centre's operation may change from day to day, 

and this document is a tool, which merely aims to assist the venue management with 

identification of areas, which may need improvement or ongoing monitoring. 

Foreword 1

Contents: 

Understanding Your Safety Inspection 3 

Qualification Items 4 

Compliances 5 

Safety Score 6 

Summary Recommendations 8 

Appendices 

• Appendix A - Safety Inspection Checklist 

9 

• Appendix B - Safety Improvement Plan 

36 

• Appendix C - Observations 

74 

Contents: 2

Understanding Your Safety Inspection 

An Aquatic Facility Safety Assessment of the venue was conducted on 24th April, 2013. 

During the assessment a Aquatic Facility Safety Assessment Checklist was completed. The 

Aquatic Facility Safety Assessment contains questions developed by the Royal Life Saving 

Society Australia relating to particular aspects of safety which in the RLSSA's experience 

are relevant. Your venue was assessed using this checklist. In addition a Safety 

Improvement Plan is attached. 

When using the assessment the RLSSA assessor will determine firstly if the areas to be 

assessed are relevant to your venue. If relevant, the assessor will then detail your centre’s 

conformance or non-conformance to the requirements listed. 

The assessment is based on the assessor's knowledge of the relevant statutory 

requirements, Australian Standards, and the RLSSA Guidelines for Safe Pool Operation, 

and is limited to the observations and information available on the day of the assessment. 

The Safety Improvement Plan is then formed on the results of this Aquatic Facility Safety 

Assessment. 

NB: Several key items on the assessment may be verified/observed on one day, and 

the conditions in which this compliance occurs may change on another day (eg: the 

number of lifeguards required will vary depending on factors such as the number of 

patrons, the weather, the activities being undertaken, etc). 

Continuous Monitoring and Improvement 

It is recommended that an external independent inspection be undertaken at least annually, 

in order to: 

• Assess that current safety standards are maintained on an ongoing basis. 

• Gain external and non-biased assistance in identifying hazards and safety issues, 

thus ensuring changes in the venue’s operation have not adversely affected the safe 

operation of the venue. E.g:Changes in programming. 

• Ensure access to updated information and advice on Safety Standards being 

adopted in aquatic facilities 

Understanding Your Safety Inspection 3

Qualification Items 

Qualification items (those highlighted in grey in Safety Assessment and Safety 

Improvement Plan) indicate the items that RLSSA believes must be compliant at all times. 

These items are fundamental to the safe operation of Naracoorte Swimming Lake and 

compliance with these items is a hurdle requirement before the rest of the assessment 

should be considered. 

The items that are included in the Safety Assessment that are not included as Qualification 

Items are in no way of diminished importance. 

Section Title Compliances Total Possible 

1 Administration 5 11 

2 First Aid 3 4 

3 Technical Operations 14 18 

4 Facility Design 1 11 

5 Spa Pool(s) N/A N/A 

6 Dive Pool(s) N/A N/A 

7 Water Slide(s) (Flumes) N/A N/A 

8 Wave Pool(s) N/A N/A 

9 Rivers N/A N/A 

10 Water Features N/A N/A 

11 General Supervision 2 5 

12 Learn to Swim N/A N/A 

Total Compliances 25 

Possible Compliances 49 

Qualification Items 4

Compliances 

The purpose of the Compliances section is to give the staff at Naracoorte Swimming Lake 

an indication on the number of safety issue that need to be addressed. The number of 

Compliances can be tracked year to year thus giving the staff at Naracoorte Swimming 

Lake a record of the continuous improvement process they are undertaking. 

Section Title Compliances Total Possible 

1 Administration 9 19 

2 First Aid 4 8 

3 Technical Operations 22 30 

4 Facility Design 23 44 

5 Spa Pool(s) N/A N/A 

6 Dive Pool(s) N/A N/A 

7 Water Slide(s) (Flumes) N/A N/A 

8 Wave Pool(s) N/A N/A 

9 Rivers N/A N/A 

10 Water Features N/A N/A 

11 General Supervision 5 12 

12 Learn to Swim N/A N/A 

Total Compliances 63 

Possible Compliances 113 

Compliances 5

Safety Score 

The purpose of the Safety Score is to provide a benchmark to the percentage of RLSSA 

safety issues the venue has addressed. The Safety Score can be compared by the centre 

year to year to show improvement and monitor the progress the Centre is making in relation 

to the items assessed. 

A score is derived as a percentage using the following method: 

• The two key numbers (safety indicators) are firstly identified - 

♦ I. The number of questions on the checklist the assessor believes is 

applicable to the venue - the Safety Denominator. 

♦ II. The number of questions which are successfully answered /verified 

/observed by the assessor - the Safety Numerator. 

• The second number is divided by the first, and multiplied by 100. This produces a 

simple score indicative of the safety level of the venue - the Safety Score. 

In this exercise queries are considered unsuccessful answers, and they should be followed 

through by the venue management to ensure they are satisfied. 

The score does not give any weight to the probability or consequences of any of these 

issues, and prioritising actions to address any shortcomings this report identifies remains 

the responsibility of the venue management. 

NB: The Safety Score achieved and continued maintenance of the standards 

observed will depend on the continuing observance of the recommendations made 

in the Safety Improvement Plan, and ongoing compliance with the Guidelines for 

Safe Pool Operation. 

Safety Score 6

Section Title Total Achieved Total Possible Percentage % 

1 Administration 98 200 49% 

2 First Aid 38 85 44.71% 

3 Technical Operations 280 380 73.68% 

4 Facility Design 269 525 51.24% 

5 Spa Pool(s) N/A N/A N/A 

6 Dive Pool(s) N/A N/A N/A 

7 Water Slide(s) (Flumes) N/A N/A N/A 

8 Wave Pool(s) N/A N/A N/A 

9 Rivers N/A N/A N/A 

10 Water Features N/A N/A N/A 

11 General Supervision 48 155 30.97% 

12 Learn to Swim N/A N/A N/A 

Safety Numerator 733 

Safety Denominator 1345 

Safety Score 54.5% 

Safety Score 7

Summary Recommendations 

The Aquatic Facility Safety Assessment completed on 24th April, 2013 achieved a 

compliance of 25 out of 49 Qualification items, a compliance of 63 out of 113 total items 

and a Safety Score of 54.5%. This result can be improved by: 

• Implementation of the Safety Improvement Plan. 

• Regular internal reviews of the issues affecting safety at the Centre. 

• Internal Assessments. 

• Compliance with the RLSSA Guidelines for Safe Pool Operation and other statutes 

and regulations. 

• Continued periodic independent Aquatic Facility Safety Assessments. 

The assessment team would like to acknowledge the staff of Naracoorte Swimming Lake 

on their proactive approach to safety in requesting an independent assessment of the 

safety issues affecting their centre. 

RLSSA encourages the Naracoorte Swimming Lake to adopt the Safety Improvement Plan 

attached, and is available to provide further advice and assistance in the pursuit of safety 

improvements. 

Summary Recommendations 8

Appendix A 

Swimming Pool Safety 

Assessment Checklist

Date of Inspection: 24th April, 2013 

Aquatic Facility Safety Assessment SA 


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1. Administration 

No. Item Range Score Comp. Comments 

1.1 Is there a current copy of the 

GSPO? 

0 - 15 15 Y Online access 

1.2 Is there an Operations Manual? 0 or 

15 

0 N Development currently in progress. 

1.3 Is the Operations Manual(s) 

facility-specific? 

0 - 10 0 N Section 

Physical Layout 

Staff Structure 

Personnel 

Staff Procedures 

Training 

Occ. Health & Safety 

Emergency Action Plan 

Incident Reporting 

Plant & Equipment Maintenance 

Water Quality 

Programs 

Lightning Storms (Outdoor pools) 

Staff List 

1.4 Has an Emergency Action Plan 

(EAP), which includes sections for 

different scenarios and locations, 

been developed? 

Note: Toxic/Chemical Leak section 

should be available at a location 

remote from the chemical storage. 

0 - 15 6 N Scenario/Ratio 

First Aid 

Aquatics - spinals, drownings, overcrowding, 

thunderstorms, etc. 

Theft 

Assault 

Fire 

Bomb Threat 

Toxic/Chemical Leak 

Power Shortage 

Evacuation 

Emergencies 

Total score for this page: 21 

Possible score for this page: 20 

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Copyright 2013 Royallifesaving - All Rights Reserved




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1. Administration (Cont...) 


1.5 Has there been a practice of a full 

centre evacuation during operational 

hours within the last 12 months? 

Note: Training or attendance logs 

may be presented. 

0 or 

10 

10 Y Item 

All Staff 

Centre open 

23 Feb 2013 

1.6 Are the Operations Manual and EAP 

regularly reviewed? 

0 or 5 0 N First issue currently in development. 

Note: During the last 12 months. 

1.7 Are all facility staff trained in the 

EAP? 

0 or 

15 

15 Y 



1.8 Do all lifeguards hold a current 

recognized lifeguarding 

qualification? 

0 or 

15 

U/A U/A Lifeguards required to hold a Bronze Medallion 

(Junior) or RLSSA Pool Lifeguard Award (Senior). 

Training Register makes no reference to staff 

members holding these qualifications. Currently the 

facility is not operational and therefore Lifeguards not 

currently employed. 

1.9 Do lifeguards undertake in-service 

training covering all areas of 

Lifeguard skills? 



0 or 

15 

0 N Session 

Emergency procedures 

Initiative assessment 

Lifesaving skills 

Resuscitation 

Oxygen equipment 

First Aid 

Deep Water Recovery 

Spinals 

Defibrillator 



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1.10 How often do Lifeguards undertake 

this training? 

Note: This does not include annual 

Lifeguard qualification updates. 

0 or 

10 

0 N Frequency 

No in-service training 

1 per season 

2 or 3 per season 

4 per season 

5 or more per season 

Induction only. No in-service training during a 4 

month season. Recommend that where possible an 

in-service session is held at the midpoint of the 

season to re-enforce policies and procedures and 

promote lifeguard vigilance. 

1.11 Do all First Aiders hold a current 

recognized First Aid qualification? 

0 or 

10 

10 Y All staff required to hold a First Aid certificate. 

Note: A First Aider is any staff 

member expected or likely to 

perform First Aid. 

1.14 Do all staff who deal with chemicals 

have appropriate training? 

0 or 

15 

15 Y 

Note: Training or qualifications may 

be cited. 

1.15 Is there an agreement/contract for all 

hirers of all or part(s) of the facility? 

Note: Hirers may include school 

groups. 

0 or 

15 

0 N Process in place for the use of council facilities or 

areas however nothing specific to the Naracoorte 

Swimming Lake available at the time of assessment. 

1.16 Does the contract specify minimum 

conditions of service provision and 

conduct? 

0 - 15 0 N Item 

Numbers using facility 

Supervision of activities 

Number of lifeguards present 

List or summary of rules 

Provision of First Aid 

Responsibilities during an emergency 

Medical conditions of participants 

Emergency Action Plan 



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1.17 Is the oxygen regulator serviced 

according to the manufacturer's 

recommendation, or at least 

annually? 

0 or 5 0 N Last service January 2011. 

1.18 Is there a report form for every 

incident involving life-threatening 

hazards, and First Aid? 

0 or 5 5 Y Item 

Minor Report Form 

Major Report Form 

Incident Report Form 

1.19 Does the First Aid / Incident report 

form include the following? 

0 - 5 2 N Item 

Casualty's name, sex, DOB 

Guardian details 

Witness details 

Incident time and place 

Incident description 

Action taken 

Nature of injury or disease 

Bodily location 

Treatment description 

Emergency services details 

1.20 Are First Aid / incident reports kept, 

either at the facility or at municipal 

premises, for an appropriate time? 

0 or 5 5 Y 

1.21 Is there a system of internal facility 

and plant maintenance inspections? 

0 or 

10 

10 Y 

1.22 What is the frequency of the internal 

maintenance inspections? 

0 - 5 5 Y Frequency 

1-2 times/year 

3 times/year 

4 or more times/year 

Start-up, mid-season and shutdown 



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Section 1 Summary 

Item Achieved TotalPossible 

Compliances - Qualification Items 5 11 

Compliant - All Items 9 20 

Score - All Items 98 200 



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2. First Aid 


2.1 Is there a designated First Aid room 

or area of appropriate size and 

configuration? 

0 or 

15 

0 N Feature 

0-500: 1 bed 

500-1000: 15m2, 1 bed & stretcher access 

1000+: 35m2, 2 beds & stretcher access 

Multi-purpose room used 

Screen provided 

Toilet close by 

Wide exit bay closed by 

2.2 Is the First Aid room or area easily 

identified? 

0 or 

10 

0 N 

Note: Standard signage is a white 

cross on a green background. The 

words \"First Aid\" should also 

appear. 

2.3 Does the main First Aid room 

contain the following: 

0 - 10 0 N Feature 

Sufficient lighting 

Sufficient ventilation 

Telephone 

Hot and cold water 

Power outlet (GPO) 

Lockable supplies 

Washable floor 



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2. First Aid (Cont...) 


2.4 Is their sufficient stock of appropriate 

First Aid equipment? 

0 - 10 8 Y Item 

Emergency phone numbers (compulsory item) 

1 pair scissors (compulsory item) 

1 box disposable Latex gloves (compulsory item) 

2 triangular bandages (compulsory item) 

4 sterile eye pads (compulsory item) 

20 safety pins (compulsory item) 

Adhesive tape (compulsory item) 

15 sterile large wound dressing (compulsory item) 

1 heavy crepe bandage (compulsory item) 

1 burns module (compulsory item) 

1 eye module (compulsory item) 

4 medium unmed. dressing (compulsory item) 

4 large unmed. dressing (compulsory item) 

2 packets gauze 7.5 ? 7.5cm (compulsory item) 

1 packet sterile adhesive dressing (compulsory) 

2 ice packs (compulsory item) 

1 packet sterile wound closures (compulsory item) 

1 thermometer (compulsory item) 

1 pair tweezers (compulsory item) 

Basic first aid notes (compulsory item) 

Liquid skin antiseptic (compulsory item) 

Biohazard container (compulsory item) 

Sharps container (compulsory item) 

1 pocket face mask (extras for lifeguards) 

1 pair of disposable gloves (extras for lifeguards) 

1 pair 125mm dressing forceps (additional item) 

1 stainless steel kidney tray (additional item) 

1 disposable drinking vessel (additional item) 

1 pocket torch (additional item) 

Soap & nail brush (additional item) 

Paper towel in dispenser (additional item) 

Clean uniform(s) (additional item) 

Sunscreen (additional item) 

Towels (additional item) 

Material Safety Data Sheets (additional item) 



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2.5 Is there at least one portable first aid 

kit? 

0 or 5 5 Y 

Note: Lifeguards bum-bags, if 

appropriately stocked, may be 

considered. 

2.7 Is functioning oxygen equipment 

available? 

0 or 

15 

15 Y 

2.8 Is the oxygen equipment stored 

safely ready for use? 

0 or 

10 

10 Y Feature 

Cylinder is off 

Regulator correctly fitted 

Tubing in good condition 

Therapy mask 

Spare tubing 

Spare Bodok seal 

Spare cylinder 

2.9 Is a defibrillator available? 0 or 

10 

0 N 








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3. Technical Operations 


3.1 Is all pool water (including spa) 

monitored and maintained within 

regulations set by local statutory 

authorities? 

0 or 

10 

10 Y Tests 

Before opening (required test) 

Every 4 hours or less (required test) 

Free Cl 2ppm (pool) (required test) 

Total Cl must not exceed Free 1ppm (required 

test) 

Combined Cl no more than 1.0 ppm (required test) 

PH 7.2-7.6 (required test) 

TA 60-200 (required test) 

CH tested weekly (optional test) 

Spa Pools Free Chl 4ppm 

Twice a day testing from multiple locations in lake 

plus sampling point for chem controller. 

3.2 Is there a plant operations logbook 

or diary and are adjustments and 

treatments recorded? 

0 or 5 5 Y 

3.3 Are pools open for use pools 

sufficiently clear? 

Note: Bottom of pool at deep end 

clearly visible from sides of pool. 

0 or 

15 

U/A U/A Pool (Name) 

50m Pool 

Toddlers Pool 

25m Pool 

Program Pool 

Leisure Pool 

Spa Pool 

Other 

3.4 Is the chemical storage area clean 

and tidy? 

0 or 

15 

15 Y 

3.5 Are dry chemicals stored off the 

floor? 

0 or 

15 

15 Y 

3.6 Are dry chemicals stored to prevent 

mixing? 

0 or 

15 

15 Y 



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3. Technical Operations (Cont...) 


3.7 Can liquids spill onto dry chemicals? 0 or 

15 

15 Y 

3.9 Has a risk assessment been done 

on the storage and use of 

Dangerous Goods and Hazardous 

Substances? 

0 or 

15 

0 N Not available at the time of assessment. 

3.10 Are all chemical storage areas 

clearly labeled? 

0 or 

15 

15 Y 

Note: Each chemical in the storage 

area should be labeled. Container 

labels may be large enough in some 

cases, depending on the size of the 

container. 

3.11 Are"HAZCHEM" signs posted 

immediately outside plant rooms and 

at all entries to the facility? 

0 or 

10 

10 Y 

3.12 Is correct signage specifying, for 

each Dangerous Good, the 

HAZCHEM code, Class, and 

Subsidiary Risk, prominently 

displayed immediately outside 

storage areas and on storage 

containers? 

0 or 

10 

10 Y 

Note: Combination signs outside 

delivery points or storage areas 

should display the HAZCHEM code 

and Subsidiary risk labels. 



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3.13 Are Material Safety Data Sheets 

(MSDS's) available for each stored 

chemical, including those used for 

cleaning? 

0 or 

15 

15 Y 

Note: 3.13 becomes non-compliant if 

either of 3.14 & 3.15 are 

non-compliant 

3.14 Have all MSDS's been prepared by 

the manufacturer or importer? 

0 or 

10 

10 Y 

3.15 Are all MSDS's current? 

0 or 5 5 Y Note Ammonia MSDS now out of date - 1 Jan 2007. 

Note: Within last 5 years. 

3.16 Are MSDS's stored in the chemical 

storage area and one other location 

remote from the chemical storage 

area? 

0 or 

15 

15 Y 

3.19 Has a Hazardous Substances 

register been prepared? 

0 or 

10 

10 Y 

Note: Register should contain list of 

substances and relevant MSDS\'s. 

3.22 Is an emergency procedure in place 

for chemical spills and leaks? 

0 or 

15 

15 Y 



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3.23 Is appropriate Personal Protective 

Equipment (PPE) provided in plant 

rooms and chemical handling areas? 

0 or 

15 

0 N Item 

Goggles 

Face Shield 

Dust Mask 

Helmet 

Earmuffs 

Gloves 

Boots 

Overalls or Apron 

Operators carry PPE in their vehicles. Breathing 

apparatus stored on site. 

3.24 Is PPE stored and maintained for 

immediate and correct operation? 

0 or 

15 

0 N 

3.25 Is signage displayed in plant rooms 

and chemical handling areas 

promoting the use of the required 

PPE (refer question 3.13)? 

Note: See appendix 3.2 

0 - 15 0 N Item 

Goggles 

Face Shield 

Dust Mask 

Helmet 

Earmuffs 

Gloves 

Boots 

Overalls or Apron 

3.26 Are all pipes, valves and pumps, 

controlling water and chemical 

feeds, clearly labeled? 

0 - 5 0 N 

3.27 Are pipe markers present? 0 or 

10 

0 N 



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3.28 Do pipe markers have the correct 

colour? 

0 or 

10 

0 N Item 

Water - Green 

Hypo - Violet 

CO2 - Yellow Ochre 

3.29 Is there signage prohibiting smoking 

and indicating restricted access (e.g. 

"Staff Only") at entrances to, and 

inside, the plant room and chemical 

storage areas? 

0 - 10 10 Y Item 

No Smoking 

Staff Only 

Chemical Storage - Keep Out 


3.30 Is a dump shower and eye wash 

provided immediately outside the 

chemical handling and storage area? 

0 or 

15 

0 N 

Note: A first aid eye module may be 

provided in place of eyewash. 

3.31 For facilities with Cl2 gas or ozone, 

is a self-contained breathing 

apparatus provided? 

0 or 

15 

15 Y Item 

Training 

Maintenance 

Use 

3.32 Are chlorine gas cylinders stored 

appropriately? 

0 or 

15 

15 Y Item 

Away from heat sources? 

3m away from combustible matter? 

With adequate ventilation? 

On a base / floor which is in good condition? 

3.33 Are Cl2 gas cylinder outlets plugged 

and securely capped when not in 

use? 

0 or 

15 

15 Y 



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3.34 Is chlorine gas stored at an 

appropriate distance from public and 

protected places? 

0 or 

15 

15 Y Item 

At least 15m from a public place 

At least 25m from a protected place 

Note: See definition of protected and 

public places below: 

Australian Standard AS/NZS 

2927:2001 The Storage and 

Handling of Liquefied Chlorine Gas 

defines a Protected Place as: 

a) \"A dwelling, place of worship, 

public building, school or college, 

childcare facility, hospital, theatre, or 

any building or open area in which 

people are accustomed to assemble, 

whether within or outside the 

property boundary of the installation; 

b) A factory, workshop, office, store, 

warehouse, shop or building where 

people who are not associated with 

the operation of the chlorine 

installation are employed; 

c) A ship lying at permanent berthing 

facilities; 

d) Any storage facility for dangerous 

goods that exceeds minor storage 

quantities and is outside the property 

boundary of the installation.\" 

Australian Standard AS/NZS 

2927:2001 The Storage and 

Handling of Liquefied Chlorine Gas 

defines a Public Place as: 

\"Any place other than private 

property, open to the public, which 

the public has a right to use and 

which includes a public road. 

Private car parking areas are not 

considered to be public places\". 



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3.35 Are chlorine cylinders secured to 

prevent their falling and sustaining 

damage to tanks or fittings? 

0 or 

15 

15 Y 

3.36 For chlorine gas, is there a gas leak 

detection system installed with 

audible and visual alarms? 

0 or 

15 

15 Y 








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4. Facility Design 


4.1 Are exits from the facility clearly 

marked in any lighting conditions? 

0 or 

10 

10 Y The facility is open and publicly accessible at all 

hours. 

Note: This item includes change 

room exits. 

4.2 Are the rooms or compounds in 

which the pools are located secure 

outside opening hours? 

0 or 

15 

0 N The facility is open and publicly accessible at all 

hours. 

Note: Security measures include 

lockable doors, windows, turnstiles 

and fencing. 

4.3 Are the pool and its surrounds 

sufficiently lit? 

Note: Average = 120-240 lux - At 

time of inspection only. 

0 - 15 15 Y Outdoor facility and subject to weather and varying 

lighting conditions. Flood lighting available to 

improve ambient lighting if required. 

4.4 Is there a emergency lighting system 

inside the buildings? 

0 or 

10 

0 N 

4.5 Is shading (sun protection) available 

in wet areas? 

0 or 5 0 N Pool 

Toddlers Pool 

50m Pool 

25m Pool 

Leisure Pool 

Program/Learners Pool 

Other 

4.6 Is shading (sun protection) available 

in dry areas? 

0 or 5 5 Y Area 

Lawn 

Play ground 

Concourse 

Seating 



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4. Facility Design (Cont...) 


4.7 Is the nature of the surfaces in water 

depth of 1.6m or less intended to be 

slip-resistant? 

0 or 

10 

10 Y 

4.8 Are fittings and fixtures flush with 

pool walls and floor? 

0 or 

10 

0 N Lane rope anchors in lap swimming area of lake are 

not recessed and protrude from wall. 

4.9 Are gutters, whether wet-deck or 

integrated with the pool wall, 

sufficiently protected to prevent 

injury through obstruction, 

entrapment, or tripping? 

0 or 

15 

15 Y Concerns regarding use of thin metal cover plate in 

place of plastic skimmer box lid as to risk of cuts 

from the lid or fixings. Also likely to be slippery when 

wet. 

4.10 Are there visual indications of 

changes in gradient, particularly in 

depths of 1.6 metres or less? 

0 - 15 6 N General warning signs are not compliant with AS 

2416 including size and/or placement for intended 

viewing distances. 

Note: This item includes signage for 

sudden changes in depth. 

4.11 Are there sufficient depth markers? 

Marking type: 

Deep water depth mark = D 

Shallow water depth mark = S 

Intermediate depth mark = I (at 

intervals between ends) 

Depth mark at gradient changes = G 

0 or 

15 

0 N 

Note: Depth markers in metric 

measures should be placed at deep 

water, shallow water, and at regular 

intervals. 

Marking type: 

Deep water depth mark = D 

Shallow water depth mark = S 

Intermediate depth mark = I (at 

intervals between ends) 

Depth mark at gradient changes = G 



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4.12 Are depth markers clearly visible 

from within the pool? 

Note: Additional markings may 

increase visibility and reduce 

uncertainty. This does not include 

Dive pools, pools with adjustable 

depth or Spa pools. 

0 or 

15 

0 N Depth Marking 

Markings at least 100mm high 

Contrasting colour 

Visible from pool 

4.13 Are depth markers clearly visible 

from the concourse? 

Note: Additional markings may 

increase visibility and reduce 

uncertainty. This does not include 

Dive pools, pools with adjustable 

depth or Spa pools. 

0 or 

15 

0 N Depth Marking 

Markings at least 100mm high 

Contrasting colour 

Visible from concourse 

4.14 Is there sufficient signage identifying 

deep water and shallow water, 

particularly at pool entry points? 

Note: Advisory warnings may include 

Danger - Deep Water and Caution - 

Shallow Water. 

0 or 

15 

0 N Pool 

50m Pool - Deep Advice 

50m Pool - Shallow Advice 

25m Pool - Deep Advice 

Toddlers - Shallow Advice 

At Gradient Changes 

25m Pool - Shallow Advice 

Leisure Pool - Deep Advice 

Leisure Pool - Shallow Advice 

Program/Learners Pool - Deep Advice 

Program/Learner Pool - Shallow Advice 

4.15 Is deep water / shallow water 

signage compliant with AS/NZS 

2416:2010 Water safety signs and 

beach safety flags or the National 

Aquatic and Recreational Signage 

Style Manual, 3rd Ed, 2006? 

0 or 

15 

0 N Item 

Shallow Water 

Deep Water 




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4.16 Is all "Do Not Dive" signage 

compliant with AS/NZS 2416:2010 

Water safety signs and beach safety 

flags or the National Aquatic and 

Recreational Signage Style Manual, 

3rd Ed, 2006? 


0 or 

15 

0 N Item 

50m Pool 

Leisure Pool 

Toddlers 

25m Pool 


Spa 

Splash Pool 

4.17 In water under 1.8 metres in depth, 

is Do Not Dive signage displayed? 

0 or 

15 

0 N Item 

50m Pool 

Leisure Pool 

Toddlers 

25m Pool 


Spa 

Splash Pool 

Yes but not adequate numbers and/or size 

4.18 If diving is to be conducted in water 

depth under 1.8 metres is 

appropriate signage displayed? 

0 or 

15 

0 N 

4.21 Are only ladders used as entries and 

exits into deep water? 

0 or 

15 

15 Y 

4.22 Are entry and exit points provided on 

both sides of the pools and at each 

end? 

0 or 

10 

10 Y 

4.23 Are lanes wide enough for their 

intended use? 

0 or 5 5 Y 

Note: At time of assessment. 



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4.24 Are leisure activities conducted in 

appropriate water depths? 

0 or 

15 

15 Y 


4.25 Are backstroke flags present when 

lap swimming is being conducted? 

0 or 

10 

0 N 

4.27 Are advisory signs, other than those 

associated with depth markings, 

used, when and where appropriate? 


0 or 

10 

10 Y Sign 

"Slippery when wet" 

"Cleaning in progress" 

"Pool closed" 

"Changing water conditions" 

Lap lane speeds 

Swim lessons/programs 

No Lifeguard on Duty signs in place. 

4.28 Is the nature of the concourse 

surface intended to be slip-resistant? 

0 or 

15 

15 Y 

Note: Evidence of the standard of 

slip resistance may be supplied. 

4.29 Does the concourse appear to be 

maintained? 

0 or 

10 

10 Y 

Note: Maintenance may include 

regular cleaning. 

4.30 Is there sufficient drainage of the 

concourse? 

0 or 

10 

10 Y 

4.31 Is equipment stored on the pool 

concourse positioned to allow safe 

traffic flow? 

0 or 

10 

10 Y 



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Page 29 





____________________________________________________________________________________________________________ 



4.32 Is the concourse width, without 

obstructions or fittings, a minimum of 

2.0m? 

0 - 10 4 N In most cases yes however walkways protruding into 

the lake are less than 2m wide with the pontoon in 

the centre of the lake being considerably reduced by 

the configuration of the pool ladders. 

4.34 Is the concourse free of any trip and 

entrapment hazards? i.e. Equipment 

anchors, or other fittings, or are such 

trip or entrapment hazards reduced 

through management? 

0 or 

15 

15 Y 

Note: Hazards include starting block 

or flagpole anchors. Management 

may include signage or barriers. 

4.35 Is permanently installed electrical 

equipment located away from the 

pool(s)? 

0 or 

15 

15 Y 

Note: P.A. systems, lighting, etc. 

4.36 Are General Power Outlets (GPO's) 

located at least 3.0m from the 

pool(s)? 

0 or 

15 

0 N 

4.37 If GPO's are located within 3m of the 

pool, are they a minimum of 1m 

above finished surface? 

0 or 

15 

0 N 

4.38 If GPO's are located within 3m of the 

pool or outdoors, do they have 

waterproof covers? 

0 or 

15 

0 N 

4.40 Are change rooms easily 

accessible? 

0 - 5 3 Y May be difficult to access for someone with a 

mobility assistance device given the small step and 

width of doorway. 



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4.41 Are change rooms lit to a level of 80 

lux or greater? 

0 or 5 5 Y 

Note: At time of inspection only. 

4.42 Are change room floors, including 

those in the showers and shower 

walls, of a slip-resistant nature? 

0 - 15 9 Y Floor is of a slip-resistant nature however shower 

walls are finished smooth. 

4.43 Do the change room floor and 

shower walls appear to be 

maintained? 

0 or 

15 

15 Y Appear well maintained with consideration to the age 

of amenities. 

4.44 Is the water temperature in hand 

basins and showers no more than 45 

degrees Celcius? 

0 or 

15 

15 Y 

4.45 Are change rooms clearly identified 

with signage? 

0 - 5 0 N Item 

"Male" 

Male symbol 

"Female" 

Female symbol 

"Disabled" or "Family" 

Use of terms "Boys" and "Girls" in tile mosaic above 

door. No distinguishing features such as colour 

differences or symbols etc that make them 

immediately identifiable and compliant with current 

Standards. 

4.46 Is there consideration given to 

special needs users? 

Note: Disabled change rooms may 

also be designated as Family 

change rooms. 

0 - 5 2 N Item 

Ramps in pool 

Ramps on concourse 

Hand rails 

Assisted lifting equipment 

Disabled change rooms or cubicles 

Beach access. Grab rails around perimeter of pool 

but not provided at locations along beach entry. 



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____________________________________________________________________________________________________________ 



4.59 Are bulkheads properly installed? 

Note: i.e. Anchored when in position, 

etc. 

0 or 

15 

15 Y Pontoon to be considered bulkheads for the purpose 

of this assessment (use or purpose of pontoon is 

somewhat similar to that of a bulkhead in this 

context). 

4.60 Is the upper surface of the bulkhead 

of a slip resistant nature? 

0 or 

10 

10 Y 

4.61 Is the surface of the bulkhead 

maintained? 

0 or 

10 

0 N In some areas carpet surface is damaged. 




Compliant - All Items 23 44 




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Page 32 





____________________________________________________________________________________________________________ 

11. General Supervision 


11.1 Are at least two staff members on 

duty at any one time? 

0 or 

15 

0 N Refer Observations for comments regarding 

supervision. 

Note: If Low patronage staffing 

11.2 Are there sufficient lifeguards 

supervising the pool area? 

Note: At time of assessment. The 

recommended maximum ratio is 1 

guard to 100 bathers. 

0 or 

15 

0 N Given the size of the lake, supervision of bathers 

with 1 Lifeguard is incredibly difficult. Refer to 

Observations for recommendations regarding 

systems of supervision. 

11.3 Are all pools adequately supervised 

at time of assessment? 

0 or 

15 

U/A 

U/A 

11.4 What criteria are considered when 

deploying lifeguards? 

0 or 

15 

0 N Item 

Number of bathers 

Size of pools 

Shape of pools 

Relative locations of pools and water features 

Surface reflection 

Activities and programs 

11.5 Are guarding positions sufficient to 

observe any part of the pool(s) 

without excessive reflection from the 

waters surface? 

0 or 

15 

0 N 

11.6 Is the lifeguard uniform suited to the 

performance of lifeguard duties, 

including aquatic rescue, easily 

recognized by customers and staff, 

and distinguishable from uniforms 

worn by other staff? 

0 - 10 U/A U/A 



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____________________________________________________________________________________________________________ 

11. General Supervision (Cont...) 


11.7 Are isolated areas sufficiently 

supervised? 

0 or 

15 

0 N Criteria 

Change rooms (30 - 60 min.) 

Sauna / Steam rooms (15 - 20 min.) 

11.9 Do lifeguards have sufficient lines of 

sight to the pools it is their duty to 

supervise? 

0 or 

15 

0 N 

11.10 Do lifeguards vary duties and take 

sufficient breaks to maintain vigilant 

supervision? 

0 or 

15 

U/A 

U/A 


11.11 Are effective and sufficient 

emergency methods of 

communication available? 

0 or 

15 

15 Y Method 

Spoken 

P.A. System 

Hand signals 

Two-way radios/ PHONE 

Whistles 

11.12 Is there signage at the facility 

entrance which specifies the 

conditions of use of the facility? 

0 - 5 3 Y Item/Condition 

Sign at facility entrance 

Child age for supervision 

Guardian age for supervision 

Guardian responsibilities 

Customer responsibilities 

Disclaimer 

Rules 

Signage is in place however requires updating. Refer 

Observations. 

11.13 Is there signage that encourages 

responsible behaviour? 

0 or 

10 

10 Y 

Note: Rules signage may be 

assessed. 



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____________________________________________________________________________________________________________ 



11.14 Is there signage that encourages 

active parental supervision in 

appropriate areas? 

0 or 

10 

10 Y Signage 

Toddlers Pool (compulsory) 

Entry / Exit to Change rooms (compulsory) 

Leisure Pool (compulsory) 

Program/Learners Pool (compulsory) 

Other Areas - seating areas, cafes, etc. 

11.15 Is the rule that children under a 

certain age (under 10) be supervised 

by guardians over a specified age 

(16 or older) enforced? 

0 or 

15 

U/A 

U/A 

11.16 Is sufficient attention given to 

protecting staff from excessive 

exposure to environmental factors 

and disease? 

0 or 

15 

0 N Measure Taken 

Time of exposure 

Lond-sleeved shirt 

Broad-brimmed hat 

Sunglasses 

Sufficent drinks 

Sunscreen 

Pocket face mask 

Disposable gloves 

11.17 Is there rescue equipment located 

on the concourse in reasonable 

reach of lifeguards (i.e. less than 10 

seconds)? 

0 or 

10 

10 Y Rescue Aid 

Reach poles 

Throw ropes 

Floatation aid (board or tube) 

Pocket face mask 

Disposable gloves 

Spinal board 

Spinal collars 

Recommend throw ropes also be provided. 








____________________________________________________________________________________________________________ 

Page 35 


Appendix B 

Safety Improvement 

Plan

Venue: Naracoorte Swimming Lake Date: 24th April, 2013 


____________________________________________________________________________________________________________ 

1. Administration 

Item # Possible Action(s) Risk References 

1.2 Recommend that an Operations Manual be developed in 

compliance with the RLSSA Guidelines for Safe Pool 

Operations, Guideline GO1 Operations Manuals. 

H 

GSPO: GO1 

Action(s) Date Signed off 


1.3 Recommend that the Operations Manual be modified to 

include sections as listed in the inspection checklist and 

recommended in GSPO Guideline GO1 Operations 

Manuals. 

M 

GSPO: GO1 


Recommendations should be read in conjunction with the current Occupational Health and Safety Act. 

Please note: Suitable scheduling for implementation of this plan or other possible actions is the responsibility of the facility 

management. 

"GSPO" indicates the Guidelines for Safe Pool Operations, published by the Royal Life Saving Society Australia. 

AS and AS/NZS indicate Australian standards, published by Standards Australia. 

Venue Representative: Sonia Caldera 

Assessor: Matt Griffiths 

Council Representative(s): 

____________________________________________________________________________________________________________ 

Page 37 




____________________________________________________________________________________________________________ 



1.4 Qualification Item 

Recommend that an Emergency Action Plan (EAP) be 

developed and included in the facility''s Operations 

Manual. 

The EAP should be able to be used as a stand-alone 

document. It should include procedures for various 

scenarios in different locations in the facility and 

provision for different staffing levels in the facility. The 

EAP should be developed in compliance with the RLSSA 

Guidelines for Safe Pool Operations, Guideline GO2 . 

Recommend that an Emergency Action Plan (EAP) be 

expanded to include alternative plans for each staffing 

level (when one, two, or more staff are present). 

Recommend that the duties of all staff (wardens) present 

should be explicitly stated. Extra provisions, such as 

raising a remote alarm, should be made for those times 

when only one staff member is present. 

H 

GSPO: GO2 

AS 3475/1995, 

Emergency control 

organization and 

procedures for 

buildings. 




management. 






____________________________________________________________________________________________________________ 

Page 38 




____________________________________________________________________________________________________________ 



1.6 Recommend that the facility?s Operations Manual and 

Emergency Action Plan is regularly reviewed (every 12 

months). This will ensure currency of the facilitys 

procedures and falls into line with established quality 

control practice. 

Note: Document control procedures will ensure currency 

of these documents. 

S 

GSPO: GO1, GO2 




management. 






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1.9 Recommend that all lifeguards (staff) perform in-service 

training, covering all areas of Lifeguard skills throughout 

the year or season to maintain currency of lifeguarding 

skills. 

Recommend that personnel, who provide emergency 

assistance during times that the pool is supervised by a 

single staff member should, where possible, attend 

relevant in-service training. 

See Appendix C. 

Note: Staff attendance and practise details should be 

recorded. 

H 

GSPO: SU7 



1.10 Recommend that Lifeguard in-service training is 

conducted at least every three months. 

Note: this does not include annual Lifeguard qualification 

updates. 

M 

GSPO: SU7 




management. 






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____________________________________________________________________________________________________________ 



1.15 Recommend that a hire agreement be developed for all 

groups hiring all or part of the facility. 

H 

GSPO: GO4 



1.16 Recommend that the hire agreement should specify the 

minimum conditions of service and conduct and include 

a copy of the Emergency Action Plan as outlined in Item 

1.16 of the Safety Assessment Checklist. 

H 

GSPO: GO4 




management. 






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____________________________________________________________________________________________________________ 



1.17 Recommend that the facilitys oxygen equipment be 

serviced in accordance with the manufacturer's 

recommendations (annually). 

Note: Service records should be maintained. 

S 

GSPO: FA4 



1.19 Recommend that an appropriate reporting procedure be 

incorporated in the Operations Manual. 

Recommend that reports be made for every incident 

involving a threat to life or limb, first aid, and problems 

with customer relations. 

Recommend that the incident report form include the 

details listed in Item 1.18 of the Safety Assessment 

Checklist. 

S 

GSPO: FA1, FA3. 

AS 1885.1-1990, 

Workplace injury and 

disease recording 

standard. 




management. 






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____________________________________________________________________________________________________________ 

2. First Aid 


2.1 Recommend that the facility have an appropriate First Aid 

Room (or area), preferably close to a toilet and with access for 

emergency services, from those listed in Item 2.1 of the Safety 

Assessment Checklist. 

Additional first aid stations or portable first aid kits may be 

located around the facility. The Code of Practice: First Aid in 

the Workplace may be used as guide for number and 

locations. 

H 

GSPO: FA3, FD23 

SA Gvernement - Code 

of Practice for 

Occupational Health 

and First Aid in the 

Workplace. 



2.2 Recommend that the First Aid Room or area be clearly 

identified using internationally recognised signage, similar to 

AS1319 Emergency Information Sign no. 471, and labelled 

"First Aid"". 

M 

GSPO: FD23 





Workplace. 




management. 






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____________________________________________________________________________________________________________ 



2.3 Recommend that the First Aid Rooms lighting and ventilation 

is improved. 

Recommend that the First Aid Room be fitted with the 

following equipment: telephone, hot and cold water, a lockable 

supplies cabinet, and one general power outlet (GPO). 

M 

GSPO: FD23 





Workplace. 



2.4 Recommend that the First Aid Room be appropriately stocked 

with first aid supplies. Consumables should be in excess of 

the amounts listed in the Safety Assessment Checklist, item 

2.4. 

Recommend that lifeguards should be given easy access to a 

pocket facemask and disposable gloves. 

M 

GSPO: FA3 





Workplace. 

Note: Actual amounts of first aid consumables may be 

determined by examining the frequency and nature of typical 

incidents. Pocket facemasks and gloves may be carried in 

bum bags or provided at first aid stations. 




management. 






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____________________________________________________________________________________________________________ 



2.9 Recommend that the facility provide functional defibrillation 

equipment for the use by qualified staff. 

M 

GSPO: FA4 

Note: Staff holding the RLSSA Pool Lifeguard award are 

qualified to use defibrillators 




management. 






____________________________________________________________________________________________________________ 

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____________________________________________________________________________________________________________ 

3. Technical Operations 


3.9 Recommend that a risk assessment be done on the storage of 

chemicals at the facility. This should be done in accordance 

with requirements of relevant State Government regulations. 

H 

GSPO: TO1 

Dangerous Substances 

Regulations SA 2002. 

Occupational Health, 

Safety and Welfare 

Regulations SA 1995, 

Subdivision 1.3.2. 

Storage of Chemicals - 

Chemical Use. 

Workplace Services SA. 




management. 






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____________________________________________________________________________________________________________ 



3.23 Recommend that the facility provide appropriate Personal 

Protective Equipment (PPE). This equipment should be 

located in close proximity to chemical handling and storage 

areas. 

H 

GSPO: TO1 



Note: Material Safety Data Sheets list required PPE. 




Division 2.12. 


Chemical Use. 





management. 






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Page 47 




____________________________________________________________________________________________________________ 



3.24 Recommend that the PPE should be stored in such a way that 

it is ready to use. 

H 

GSPO: TO1 








Chemical Use. 





management. 






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Page 48 




____________________________________________________________________________________________________________ 



3.25 Recommend that signage be clearly displayed within and 

around the plant room and other chemical storage areas to 

promote the use of PPE. 

Recommend that signage comply with AS1319, in particular 

Symbolic Safety Signs no. 421-430. 

H 

GSPO: TO10 








Chemical Use. 


AS1319ï¿½1994, 

Safety signs for the 

occupational 

environment. 




management. 






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Page 49 




____________________________________________________________________________________________________________ 



3.26 Recommend that all pumps, pipes and hoses used to transfer 

chemicals or chemical solutions be clearly labelled and fitted 

to avoid incorrect operation. 

S 

GSPO: TO11, TO12 



3.27 Recommend that all pipes and hoses used to transfer 

chemicals or chemical solutions be clearly identified with the 

appropriate pipe markers. 

M 





management. 






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Page 50 




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3.28 Recommend that all pipe markers be the correct colour: 

Water - Green 

Hypo - Violet 

Chlorine gas - Violet 

CO2 - Yellow ochre. 

M 


AS 1345 Identification 

of the Contents of 

Pipes, Conduits and 

Ducts. 




management. 






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Page 51 




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3.30 Recommend that a dump shower and eye wash facility be 

located at close proximity to the bulk chemical delivery point. 

H 

GSPO: TO Guidelines, 

Appendix C 




Division 2.12 

ICI Australia Operations 

Pty Ltd 1996, Bulk 

Installation 

Guide-Sodium 

Hypochlorite 




management. 






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Page 52 




____________________________________________________________________________________________________________ 

4. Facility Design 


4.2 Recommend that entrances and exits be made secure outside 

opening hours by using devices such as gates, fences, 

lockable doors, or other barriers. Recommend that regular 

inspections and maintenance occurs on fencing to ensure that 

it is in good condition and remains functional. 

H AS 1926.1-1993, 

Swimming Pool 

Safety-Part 1: Fencing 

for swimming pools. 

AS 1926.2-1995, 

Swimming Pool 

Safety-Part 1: Location 

of fencing for swimming 

pools. 

Australian Building 

Codes Board, Building 

Code of Australia. 




management. 






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Page 53 




____________________________________________________________________________________________________________ 



4.4 Recommend that an emergency lighting system be installed 

that is automatically activated in the event of lighting or power 

failure. 

In the mean time, a procedure for evacuation of the facility in 

low lighting conditions or darkness should be incorporated into 

the Emergency Action Plan and Operations Manual (see Items 

1.2 and 1.3). 

M 

GSPO: GO1, GO2 

AS 3475 -1995, 

Emergency control 

organization and 

procedures for 

buildings. 

AS/NZS 2293.1-1998, 

Emergency evacuation 

lighting for 

buildings-Part 1: 

System design, 

installation and 

operation. 

AS/NZS 2293.2-1995, 

Emergency evacuation 

lighting for 

buildings-Part 2: 

Inspection and 

maintenance. 




management. 






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Page 54 




____________________________________________________________________________________________________________ 



4.5 Recommend that shade be provided in wet areas of the facility 

and in particular the locations listed in Item 4.5 of the Safety 

Assessment Checklist. 

S 

GSPO: FD15 



4.8 Recommend that, as soon as possible, fittings and fixtures 

which protrude from the pool wall or floor be modified or 

replaced to be flush with the surface on which they are 

mounted and that sharp edges be removed. 

M 

GSPO: FD1 

Note: Next emptying of the pool may provide the opportunity to 

modify or replace some fittings. 




management. 






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4.10 Recommend that changes in gradient, in depths less than 1.6 

metres, be marked with signage on the adjacent concourse or 

above the water and, as soon as possible, with signage or 

markers on the pool floor. This will minimise the opportunity for 

poor or weak swimmers to get out of their depth. 

H 

GSPO: FD1 

Note: Next emptying of the pool may provide the opportunity to 

install signage on the pool floor. 



4.11 Recommend that depth markings be increased beyond the 

current number situated in the areas listed in Item 4.11 of the 

Safety Assessment Checklist. 

H 

GSPO: FD3 




management. 






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4.12 Recommend that the metric depth markings be situated to 

allow them to viewed from within the pool and conform to the 

following characteristics; at least 100 mm in height in a colour 

contrasting with their backgrounds, be posted at shallow 

water, deep water, and at the locations listed in Item 4.12 of 

the Safety Assessment Checklist. 

H 

GSPO: FD3 



4.13 Recommend that the metric depth markings be situated to 

allow them to viewed from the pool concourse and conform to 

the following characteristics; (accurate to .05 m), at least 100 

mm in height in a colour contrasting with their backgrounds, be 

posted at shallow water, deep water, and at the locations 

listed in Item 4.13 of the Safety Assessment Checklist. 

H 

GSPO: FD3 




management. 






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4.14 Recommend that the signs notifying swimmers of shallow and 

deep water and associated safety advice be posted at the 

locations listed in Item 4.14 of the Safety Assessment 

Checklist. 

Shallow water: Danger: Shallow Water, Do Not Dive, and 

diving prohibition sign, e.g. AS2416, sign WSW006. 

Deep water: Danger: Deep Water, and advisory symbol sign, 

e.g. AS2416, WSW005. 

H 

GSPO: FD3 

National Aquatic & 

Recreational Signage 

Style Manual - Third 

Edition 

AS 2416:2010, Water 

safety signs and beach 

safety flags. 

AS 2416-2002, Design 

and application of water 

safety signs. 




management. 






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4.15 Recommend that the Shallow Water and Deep water signs be 

compliant with AS/NZS 2416:2010 Water safety signs and 

beach safety flags. 

Shallow water: Danger: Shallow Water, Do Not Dive, and 

diving prohibition sign, e.g. AS2416, sign WSW006. 

Deep water: Danger: Deep Water, and advisory symbol sign, 

e.g. AS2416, WSW005. 

H 

GSPO: FD3 




Edition 

AS 2416:2010, Water 


safety flags. 

AS 2416-2002, Design 


safety signs. 




management. 






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4.16 Recommend that where No Diving signs are used that they be 

compliant with the National Aquatic And Recreation Signage 

Style Manual. This includes all pools in the facility, including 

toddlers, spa and learn to swim pools. 

No Diving: e.g. Style Manual sign RS,18 

H 

GSPO: FD3 




Edition 

AS 2416:2010, Water 


safety flags, Sign 

WSP005. 

AS 2416-2002, Design 


safety signs. 




management. 






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Page 60 




____________________________________________________________________________________________________________ 



4.17 Recommend that signs notifying recreational swimmers of No 

Diving in water depths under 1.8m be prominently displayed. 

Note: eg. National Aquatic & Recreational Signage Style 

Manual sign RS,18 

H 

GSPO: FD3 

AS 2416:2010, Water 


safety flags, Sign 

WSP005. 

AS 2416 2002, Design 


safety signs. 




Edition 




management. 






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Page 61 




____________________________________________________________________________________________________________ 



4.18 Recommend that, in depths under 1.8m and where supervised 

diving activities are taking place, appropriate signage 

indicating program type and diving occurring under strict 

supervision be prominently displayed. 

Note: May include Learn-to-Swim, Squad Coaching, 

Competitive Swimming Events. 

H 

GSPO: FD4, PR9 


Recreation Signage 

Manual - Third Edition. 



4.25 Recommend that backstroke turn flags be installed at a 

standard distance (5.0 metres) from the ends of lap lanes, at a 

height of 1.8 metres above the water. 

M 

GSPO: FD6 




management. 






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4.32 Recommend that the concourse be at least 2.0 metres. M GSPO: FD2 

Note: GSPO recommends 3.0 metres. Where the concourse 

design provides 2.0 metres or less and cannot be modified 

any obstacles to access and traffic flow, including fittings and 

fixtures should be removed. 



4.36 Recommend that all GPO's be located at least 3.0 metres from 

the pool wall and at least 1m above floor level. 

H 

GSPO: GO6, FD16. 

Note: If the concourse is less than 3.0 metres wide, GPO\'s 

should be raised to reduce the possibility of their getting wet. 




management. 






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4.37 Recommend that all GPO's located less than 2.0 metres from 

the pool wall are raised at least 1m above floor level. 

H 

GSPO: GO6, FD16. 

Note: If the concourse is less than 3.0 metres wide, GPO\'s 

should be raised to reduce the possibility of their getting wet. 



4.38 Recommend that all GPO's adjacent to the pool concourse be 

fitted with waterproof covers. 

H 

GSPO: FD16. 




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4.40 Recommend that the entrance to the change rooms be 

modified to accommodate the passage of two people and the 

use of assistance devices such as wheelchairs and walking 

frames. 

S 

GSPO: FD18. 

AS 1428.1-1993, 

Design for access and 

mobility-General 

requirements for 

access-Buildings. 



4.42 Recommend that the nature of change room floors and walls 

should be of a suitable slip resistant and non-abrasive surface. 

Note: Tiles should meet International Standard Grade C 

resistance (These tile types have raised profiles). 

H 

GSPO: FD2 

AS/NZS 3661.1-1993, 

Slip resistance of 

pedestrian 

surfaces-Requirements. 




management. 






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4.45 Recommend that male, female, disabled, and family change 

rooms be clearly identified as such using properly designed 

signage. 

S 

GSPO: FD4 

AS 1319-1994, Safety 

signs for the 

occupational 

environment. 



4.46 Recommend that consideration be given to the installation of 

the following: ramps, hand rails, change areas, hoists and lifts, 

in accordance with AS1428.1. 

S 

GSPO: FD18 

AS 1428.1-1993, 

Design for access and 

mobility-General 

requirements for 

access-Buildings. 




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4.61 Recommend that the bulkheads surface should be properly 

maintained and that regular cleaning activities be recorded in 

a cleaning log 

Note: Maintenance may include regular cleaning to prevent 

build-up of soils. 

M 

GSPO: FD7 

AS/NZS 3661.2-1994, 

Slip resistance of 

pedestrian 

surfaces-Guide to the 

reduction of slip 

hazards. 




management. 






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____________________________________________________________________________________________________________ 

11. General Supervision 


11.1 Recommend that two staff members are in the facility and on 

duty at any time it is open. 

H 

GSPO: SU1 



11.2 Recommend that sufficient lifeguards be stationed on pool 

deck according to the ratios recommended in the Guidelines of 

Safe Pool Operations. 

H 

GSPO: SU1 




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11.4 Recommend that, when deploying lifeguards, consideration be 

given to the following: 

* Number of bathers 

* Size of pools 

* Shape of pools 

* Relative locations of pools and water features 

* Surface reflection 

* Activities and programs. 

H 

GSPO: SU1, SU16. 

Recommend that the supervision assessment be recorded. 



11.5 Recommend the identification of guarding positions which 

enable lifeguards to properly observe all parts of the pool at 

any time the pool is open and in any lighting conditions 

(except lighting failure). 

H 

GSPO: FD20, SU1 

Note: The moving or removal of fixtures or features, which 

prevent sufficient observation, may be necessary. 




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11.7 Recommend that all isolated areas be sufficiently supervised 

and regularly checked as follows: 

H 

GSPO: SU11 

* Saunas and Steam Rooms; min. 15 - 20 mins. 

* Changerooms; min. 30 - 60 mins. 

* Others; as appropriate 

Note: Recording of these checks is also recommended. 



11.9 Recommend that lifeguards be deployed where their lines of 

sight are least obstructed by the physical characteristics of the 

pool, water features, equipment, or reflection. 

H 

GSPO: SU1 

Note: Lifeguards should be encouraged to find guarding 

locations where lines of sight are least obstructed. 




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11.12 Recommend that signage specifying the conditions of entry be 

posted at the facility entrance. 

S 

GSPO: SU3 

Conditions may include, but are not limited to: 

* Age under which a child must be supervised by a guardian 

(10 years is recommended) 

* Minimum age of a guardian (16 years or older 

recommended) 

* Responsibilities of guardians 

* Responsibilities of other customers i.e. (Follow staff 

instructions at all times) 

* Disclaimer 

* Desirable behaviour and rules. 




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____________________________________________________________________________________________________________ 



11.16 Recommend that measures be taken to protect staff from 

excessive exposure to environmental factors and disease. 

H 

GSPO: GO3, FA6, SU4, 

SU6, SU8 

Measures may include, but are not limited to: 

* Long-sleeved shirt 

* Broad-brimmed hat 

* Sunglasses 

* Sufficient drinks 

* Sunscreen 

* Pocket face mask 

* Disposable gloves. 




management. 






____________________________________________________________________________________________________________ 

Page 72 


Appendix C 

Observations

Observations at Naracoorte Swimming Lake 

These observations comprise statements about, and recommendations for: 

• Staff qualifications; 

• Establishment of Emergency Action Plan; 

• Emergency Control Organisations at Naracoorte Swimming Lake; 

• System of Safety Signage 

• Provision of Publicly Accessible Rescue Equipment; and 

• System of Supervision. 

Observations are concluded with photographs of features at Naracoorte Swimming Lake. 

Staff qualifications 


NON-POOL-LIFEGUARD-QUALIFIED STAFF: 

It was reported that senior staff at Naracoorte Swimming Lake are qualified in the Pool 

Lifeguard award and that junior staff are qualified with the RLSSA Bronze Medallion 

lifesaving award. Until the beginning of the 1990s, it was common practice for pool 

lifeguards to be qualified with lifesaving awards. During the 1990s, the Pool Lifeguard 

Award was widely adopted as the minimum qualification for those supervising swimming 

pool users. 

The teaching of lifesaving skills assumes that the lifesaver will intervene when he or she 

becomes aware of an emergency. Properly qualified lifeguards are trained to prevent 

accidents where possible and respond to emergencies when necessary. They have skills 

specific to the pool environment and work as a team to provide a safe facility and properly 

handle an emergency using specific procedures rather than "improvising". 

However, qualifications alone do not ensure that lifeguards will properly handle an 

emergency. In-service training, in which lifeguards become familiar with the facility and its 

emergency procedures and practice their skills in that context, is just as important. 

Currently there is no documentation to support the claim that in-service training has been 

provided, and no indication that staff training is to be provided throughout the pool’s 

opening season. 

Recent cases have shown that the standard expected of pool lifeguards is now equivalent 

to that described and taught in the Pool Lifeguard Award. In the absence of training records 

for Bronze Medallion-qualified staff, it must be assumed that circumstances leading to a 

major emergency may not be prevented. When a major emergency occurs, Bronze 

Medallion-qualified staff may not be able to respond appropriately. RLSSA recommends 

that staff become qualified with a recognised Pool Lifeguard award, such as the RLSSA 

Pool Lifeguard and that appropriate in-house training be provided as soon as possible. If 

the Naracoorte Lucindale Council is unable to have all its pool staff qualified with the Pool 

Lifeguard award, then RLSSA strongly recommends that the other measures be adopted as 

soon as possible. The Society also recommends that Level 1 Oxygen and First Aid training, 

preferably through attainment of recognised qualifications, be provided as soon as possible 

to enable all staff to give a higher level of treatment to casualties. 

Observations at Naracoorte Swimming Lake

Establishment of Emergency Action Plan 

While a reactive measure and not a proactive measure, a well planned and rehearsed 

Emergency Action Plan (EAP) can greatly minimise the damage incurred if an incident does 

occur. The EAP for Naracoorte Swimming Lake should consider many emergency 

situations including (but not limited to) medical, missing persons, fire, water contamination 

and severe weather. The EAP should be developed through broad consultation with all 

relevant stakeholders including relevant personnel from the Naracoorte Lucindale Council, 

emergency services and local safety organizations. 

The EAP should include the following. 

• Details of the location such as map, street names, GPS coordinates; 

• The date when the plan was developed and approved for implementation and each 

subsequent review date; 

• Emergency Personnel Names and Phone Numbers; 

• Procedures for notifying Naracoorte Lucindale Council, name and contact details, 

plus role and responsibilities; 

• Emergency Coordinator for the location, roles and responsibilities; 

• Emergency notification flow chart; 

• Emergency assembly locations, access and evacuation routes, if gated the names 

and contact details for all relevant personnel who have access; 

• Emergency related equipment such as communications (telephones, alarms etc.), 

rescue equipment, fire fighting etc; 

• Emergency service contact details, which may include Fire, Police, Ambulance, 

Lifesavers, Security, Ranger/land manager, utilities such as water, communications, 

gas and electricity; and 

• Emergency procedures in particular procedures that establish timely and reliable 

recognition of emergency events, and procedures for emergency notification and 

hierarchy. 

The EAP should be tested and periodically practiced, and the existence of the plan should 

be communicated with all relevant stakeholders. 

Emergency control organisation at Naracoorte Swimming Lake 

E.C.O. FOR LOW-PATRONAGE POOLS: 


The RLSSA Pool Lifeguard course presents a model for an Emergency Action Plan which 

assumes that three people will be available to handle an emergency. It is generally stressed 

that the EAP presented is a model and that local conditions at a venue, such as staffing 

levels, available equipment, and distances between the pools, might require its 

modification. Accommodation for two people, the minimum recommended staffing level in 

the RLSSA Guidelines for Safe Pool Operation, Guideline SU 1, is made by modifying the 

model. 

The "three guard system" defines the roles of lifeguards as follows: 

Guard 1: Recognise the emergency, signal to guard 2 (usually the nearest), await a 

response signal, and then act to assist the casualty. 



If the casualty is in the water and cannot be rescued from the edge of the pool, (using a 

reach or throw rescue), Guard 1 must enter the water as soon as possible. The lifeguard’s 

actions depend on the nature of the emergency and apparent condition of the casualty. For 

example, Guard 1 may need to support the casualty to prevent him from falling unconscious 

or immobilise a spinal injury, or to move the casualty to the edge of the pool for removal 

and further assessment and care (which may include resuscitation). 

Guard 2: Recognise the signal from Guard 1, signal a response, signal to Guard 3, await a 

response, and then proceed to the scene of the emergency to assist Guard 1 in handling 

the casualty. If the casualty and Guard 1 are in the water, Guard 2 may assist Guard 1 in 

removing the casualty from the water for further assessment and care. If the casualty has a 

suspected spinal injury, Guard 2 will need to enter to assist in immobilising the casualty. 

Guard 3: Recognise the signal from Guard 2, signal a response, evacuate all water areas 

which were being guarded by Guards 1, 2 and 3, and proceed to the scene of the 

emergency. Collect information about the incident and the casualty’s condition, call 

emergency services, fetch and set up rescue equipment or First Aid materials, monitor and 

record treatment of the casualty, and control the scene. 

Pools previously guarded by Guards 1, 2, and 3 must be evacuated to ensure the safety of 

other bathers, because the lifeguards are now unable to provide supervision. If the casualty 

is being supported in the water, as is required in cases of suspected spinal injury, Guard 3 

will participate in the immobilisation of the casualty and removal from the water using 

specialist equipment (a spinal board and cervical collar). 

If this model is adapted to suit two lifeguards, the Guard 1 role must remain unchanged 

because the casualty must receive immediate attention and care. Guard 2 must assume all 

other responsibilities. 

If a pool is being operated as a "low patronage pool", some means of assistance from a 

person or agency external to the pool must be sought. The use of an external person or 

agency for emergency assistance requires that: 

1. A person or agency external to the pool willing to provide assistance during an 

emergency can be found; 

2. A person or members of the agency are available at all times the pool is open; 

3. The person or member of the agency has appropriate training in the EAP and emergency 

procedures, such as spinal management and manual handling of casualties, to provide 

effective assistance to the lifeguard; and 

4. The lifeguard has some means of signalling the person or external agency when an 

emergency happens. 

The EAP for the pool makes no provision for this. If the casualty is to receive immediate 

attention and care, the lifeguard cannot take the time to ensure the safety of other bathers 

by evacuating the pools. 


Some innovative solutions have been observed at other venues. One example, at a venue 

which does not operate as a low patronage pool but in which pools are remote from other 

areas and are usually supervised by a single lifeguard, is the use of a remote signalling 

device using a low-powered radio-frequency transmitter (similar to garage door remote 

controls) to alert trigger an alarm in the reception and office areas. Another is the role of a 

facility in the education of community members. One venue has promoted lifesaving and 

CPR courses and can now virtually guarantee that a qualified lifesaver is available to assist 

the single lifeguard during early morning lap swimming sessions. 

Unless Naracoorte Swimming Lake is regularly attended by members of the public willing to 

be trained and to participate in emergency procedures, the second example may not 

present a viable model for the establishment of an EAP for low-patronage operation. The 

installation of a remote signalling system may present a viable option, provided that an 

external agency or person, willing to be trained and to participate in emergency procedures, 

can be found. Such a system, when activated, may sound a siren audible from the assisting 

person and agency’s premises, or may initiate an automated telephone message to the 

person or agency. 

RLSSA recommends that the management of the Naracoorte Swimming Lake investigate 

the provision of emergency assistance from an external person or agency and a means of 

signalling that person or agency. RLSSA further recommends that, if such a solution cannot 

be found, that serious consideration be given to increasing the number of staff at 

Naracoorte Swimming Lake from one to two at all times the venue is open. 

System of Safety Signage 


A co-ordinated approach to signage, with signs strategically placed and with the content 

clearly visible is a very important part of aquatic risk management. An indicative signage 

schedule has been included in the attached Appendix D - Signage Schedule. 

In terms of a signage system the following points are made for consideration: 

Recommended that Signs follow AS/NZS 2416:2010 Water safety signs and beach safety 

flags and the National Aquatic and Recreational Signage Style Manual, 3rd Edition, July 

2006. 

A hierarchy of information displayed on signs is of the utmost importance. Hazards are 

displayed below the venue name and information is then listed below the hazards with 

regulatory information in the lower section 

Signage layout consists of the following sections listed in hierarchal order: 

• Location name and emergency marker (if applicable) or street address 

• Hazards and warnings within the designated area 

• Safety information or general location/area details 

• Regulations 

• Site Manager 

The importance of effectively placing risk management and safety signage cannot be 

underestimated. Location, height and existing visual distractions are major factors which 


contribute to the effectiveness of a sign when installed. 

Car park signs should be sited central to the car parking area as visitors enter the 

Naracoorte Swimming Lake. 

Defined access signs should be sited as close as practical to the access point and need to 

be consistent where possible e.g. on the left of the track entrance. 

To effectively capture the attention of visitors, improve overall visual amenity and avoid 

confusion as a result of too many signs, repetitive and/or unnecessary information should 

be removed. Furthermore, any secondary signage that is present at a location should not 

“compete” for attention and should be re-located as appropriate so as not to impact on the 

recognition of the safety orientated primary risk management signage. 

Provision of Publicly Accessible Rescue Equipment 

Although it is preferred that incidents do not occur, it is unrealistic to expect that all 

incidents can be prevented. In order to minimise the potential of a fatality or permanent 

disability resulting from a drowning incident, the provision of rescue equipment 

at Naracoorte Swimming Lake should be considered. It is recommended that the following 

rescue equipment be made available in a secure location for use by untrained bystanders 

to render assistance in the event an incident does occur: 

• Floatation devices such as Lifebuoys or Rescue Tubes 

For rescue equipment to be of use in the event of an incident, its availability must be 

known, it must be identifiable and accessible and it must be within good working order. This 

may require the installation of appropriate storage in a prominent location, additional 

signage and regular inspections. 

System of Supervision 


As Naracoorte Swimming Lake is intended as a swimming venue and attracts a high level 

of interest, Naracoorte Lucindale Council provide supervision during peak usage periods. 

During the 2012/13 operating season Lifeguards were provided where temperatures were 

30 degrees or above. 

Due to difficulties in attracting suitably qualified staff, inconsistent and unpredictable hours 

of work, access to training and usage the venue is predominantly operated as a Low 

Patronage facility meaning that usually only one Lifeguard is provided during these times. 

Whilst this may satisfy the minimum ratio requirements outlined within RLSSA's Guidelines 

for Safe Pool Operation, additional factors must be considered and managed in order to 

provide an effective system of supervision including, but not limited to: 

• Size and layout of Naracoorte Swimming Lake; 

• Type of activities undertaken and patron behaviour; 

• Surface reflection on the water; 

• Distribution of users in the water; 

• Design elements that affect Lifeguards' lines of sight; and 

• Weather and environmental conditions affecting Lifeguard vigilance. 



Understanding there are significant barriers or constraints to the provision of increased 

levels of supervision in some instances, the following strategies are suggested to help 

reduce the risk of drowning or injuury at Naracoorte Swimming Lake in addition to those 

previously outlined in this report: 

• Management of the distribution of bathers in the Naracoorte Swimming Lake by 

identifying areas within the lake under the direct supervision of Lifeguards; 

• Education programs to promote the active supervision of children such as Royal Life 

Saving's Keep Watch program; 

• Promote the following messages within the community and displayed surrounding 

the Lake reminding swimmers to never swim alone; be aware of their swimming 

ability and undertake activities in water depths appropriate to their ability particularly 

at times when supervision is not provided; 

• Undertake a supervision assessment to identify and define areas of supervision and 

positions for Lifeguards to be used in the development of procedures for supervision; 

• Ensure all staff are trained in supervision procedures; and 

• Implement the recommendations of this report particularly with regards to staff 

qualifications, water safety signage, emergency action plans and the provision of 

publicly accessible rescue equipment. 





____________________________________________________________________________________________________________ 

Figure 1: The perimeter fence is an important risk 

treatment in preventing young children from 

wandering off into the water. The presence of the 

fence allows visitors to assume that young children 

are unable to access the lake without their 

awareness. The effectiveness of this treatment is 

dependent on the effectiveness of the barrier and 

largely influenced by its condition. This image 

shows damage to a panel of the fence which 

provides a wider opening that a child may be able 

to fit through. It is recommended that Naraccorte 

Lucindale Council implement a program of frequent 

inspection and maintenance of the perimeter 

fence. 

Figure 2: Existing CPR signs displayed around the 

venue are faded and out of date. It is 

recommended all CPR signs be replaced with new 

signs reflecting updated first aid protocols 

(DRSABCD). 



____________________________________________________________________________________________________________ 

Page 75 





____________________________________________________________________________________________________________ 

Figure 3: Existing water safety signage is damaged 

and should be replaced with signs that comply to 

the current AS/NZS 2416 Water safety signs and 

beach safety flags. Additional recommendations 

are made with regards to the content and location 

of signs in the attached Signage Schedule. 

Figure 4: At the time of assessment the positioning 

of the pool ladders on the pontoon was raised and 

the Assessor informed that the action was 

deliberate in reducing unsafe use of the pontoon 

outside of operating hours. Royal Life Saving 

would encourage Naracoorte Lucindale Council to 

again review the pool ladders with consideration to 

the secondary risk introduced through restriction of 

access on the pontoon as to whether this is the 

most appropriate treatment for this particular risk. 



____________________________________________________________________________________________________________ 

Page 76 





____________________________________________________________________________________________________________ 

Figure 5: It is recommended that consideration be 

given to replacing existing lane rope anchors with a 

recessed product should the opportunity arise. 

Figure 6: It is recommended that where possible 

the fascia of the pontoon be used to display signs 

prohibiting diving from the pontoon and swimming 

under the pontoon in support of the actions of 

Lifeguards. 

Figure 7: Refer to the attached Signage Schedule 

for recommendations regarding a system of water 

safety signs at Naracoorte Swimming Lake. 






____________________________________________________________________________________________________________ 

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____________________________________________________________________________________________________________ 









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Page 78 


2013-14 APPLICATION FORM 

ACTIVE CLUB PROGRAM & CATEGORY 2 

COMMUNITY RECREATION AND SPORT FACILITIES PROGRAM 

Facility Development Funding Application Form 

Applications Close Monday 15 April 2013 

How to complete this form 

Before entering any information into this form: 

 

 

Save the application form on your computer so that information will not be lost. 

Please note: this form has been designed for MS Word 2007 or later. If you have 

problems completing the form, contact the Funding Services Team on (08) 7424 7708. 

To enter information into the form: 

 

 

 

 

Use the tab key to move from field to field, or click with your mouse into the relevant 

field. A black highlight will appear indicating where you start entering your information. 

The fields will expand to accommodate the amount of information you wish to enter. 

Fill tick boxes by clicking on the relevant box to insert an X. To unmark a tick box, click 

on the X you want to unmark. 

To go backwards, click your mouse into the relevant field or hold down the shift key and 

press tab. 

Please complete all sections of the form. All requested information must be provided for 

your application to be considered. 

Once completed: 

 

 

Have the Declaration section of the Application Form signed by two authorised 

representatives of your organisation. Please note, at least one representative must be a 

member of the organisation Board/Management Committee. 

Post or personally deliver the completed application form with all of the essential 

supporting documentation to the Office for Recreation and Sport (ORS) (details on back 

of application form) by the closing date. 

Please note 

Organisations that apply for $20,000 or less and meet the Active Club Program (ACP) 

eligibility criteria will be first assessed through the ACP process. Those not 

recommended through this process will be given a second chance through the 

Community Recreation and Sport Facilities Program (CRSFP). 

Page Number:

2013-14 APPLICATION FORM 

ACTIVE CLUB PROGRAM & CATEGORY 2 

COMMUNITY RECREATION AND SPORT FACILITIES PROGRAM 

Facility Development Funding Application Form 

Only complete this form if you are applying for a grant up to $200,000. 

BEFORE YOU START 

Putting together a strong application takes time and energy, so it is important that you read the 

guidelines carefully, complete this application in full, and ensure that all of the information to be 

submitted with your application (see list below) is provided. Incomplete applications may be 

deemed ineligible and not assessed. 

Applicants are encouraged to contact the Office for Recreation and Sport prior to submitting an 

application to determine suitability for funding. 

Phone: (08) 7424 7708 

Email: ORSGrants@sa.gov.au 

INFORMATION TO BE SUBMITTED WITH YOUR APPLICATION 

Item Checked Advice Notes 

If you are not the landowner, have the Landowner Consent Form 

(refer Section 9) completed, confirming consent for the project. 

Where Council is not the Landowner, have the Council Support Form 

(refer section 10) completed, confirming support for the project 

Where applicable, have the Peak Body Support Form (refer section 

11) completed, confirming support for the project 

Your most recent annual financial statement certified by the President 

/Treasurer or audited by a qualified accountant. 

The Landowner, 

Council and Peak 

Body may need 

some time to 

consider your request 

for support, so you 

are strongly 

encouraged to 

contact them at the 

earliest opportunity. 

A copy of building works drawings or concept plans for the project. 

Project quote/s and evidence of in-kind support (refer question 25). 

Evidence of cash support (refer question 26). 

If development approval is required, copies of all permits/approvals 

obtained so far. If development approval is not required, a letter of 

verification from the Planning Section, or equivalent of your local 

council (refer question 21). 

Where applicable, the completed Volunteer Support Form (refer 

Section 12). 

Where applicable, (refer question 14) letters of support for the project 

from each of the user groups. 

Where applicable, a copy of the planning document which 

justifies/prioritises the need for the project (refer question 17). 

Where you are applying to redevelop an existing facility, provide 

photos that clearly demonstrate why the redevelopment is needed. 

NA 

NA 

NA 

NA 

Page Number:

Advice Notes 

Please ensure that your 

organisation is eligible to apply. 

See the Guidelines for eligibility 

criteria. 

SECTION 1 – APPLICANT DETAILS 

1. Is your organisation a holder of a Gaming Machine Licence? 

YES (if yes, you are NOT eligible to apply. Please DO NOT continue) 

NO (please continue) 

If your organisation is 

registered for MYRECSPORT 

please go straight to section 2 

question 10. 

2. Name of Organisation: (as it appears on your Certificate of Incorporation) 


If you are a local council or 

school leave question 3 blank. 

3. Does your organisation have an Australian Business Number (ABN)? 

YES (provide number): 53 761 172 798 

NO 

If you are unsure, please call 

the Australian Taxation Office 

on 13 72 26. 

4. Is your organisation GST registered? 

YES 

NO (see Guidelines for information on Grants and GST) 

5. Street address and details of your organisation: 

Street Address: 

Suburb/Town: 

De Garis Pl 


Postcode: 5271 

Phone: (08) 8760 1100 

Fax: (08) 8762 3139 

6. Postal address of your organisation 

Address: PO Box 555 

Suburb/Town: 



All application correspondence 

will be directed to the person 

via the postal/email address 

provided. 

Please use an email address 

that will be checked at least 

weekly. 



weekly. 



weekly. 

7. Name and details of contact person for this application: 

Title: 

Mr 

First Name: Phillip 

Surname: Burton 

Position: Director Operations and Technical Services 

Phone: (b/hours) (08) 8760 1100 

Mobile: 0419 802 310 

Email: 

Phil.burton@nlc.sa.gov.au 

Page Number:

Advice Notes 

8. Postal address of contact person for this application: (if different to 

above): 

Postal Address: 

As above 

Suburb/Town: 

Postcode: 

SECTION 2 – GENERAL PROJECT INFORMATION 

We will use this name on all 

correspondence. Please use 10 

words or less (for example 

Madone Oval Lighting Project). 

9. Project name: 

Memorial Parklands Fitness Trail 

Briefly describe what the project 

entails/what are you going to 

do? 

10. What does your project involve? 

Installation of new adult exercise equipment and construction of pathways, 

lighting and signage to support the movement of people safely through the park 

(see concept plan in appendix 15). 

Funding is only available for 

projects that commence once a 

grant agreement has been 

finalised –August 2013. 

Projects must be completed 

within 24-months. 

11. Project Timelines: 

Estimated Start Date: August 2013 

Estimated Completion Date: March 2014 

12. What is the physical address where the project will occur? 

Facility Name: 

Street Address: 

Suburb/Town: 

Memorial Parklands 

Memorial Drive 



Provide an overview of the 

reason/s why this project is 

needed. For example; it is 

needed due to OH&S reasons, 

increased facility usage, no 

such facility currently exists etc. 

Where applicable, attach 

photos or other information to 

support your reason/s. 

SECTION 3 – PROJECT NEED 

13. Why is the project needed? 

The Naracoorte Lucindale district is well serviced by structured sporting 

activities such as football, cricket, tennis, basketball, hockey, etc. However it 

has limited un-structured recreation activities which are freely available and 

accessible to the broader community. The township of Naracoorte has only one 

area classified as regional open space being the Naracoorte Swimming Lake – 

free to the public and open four months of the year. The town has only two 

areas classified as district open space, one being the Memorial Parklands and 

the other Market Square. A map of the Naracoorte township open space assets 

and location of Memorial Parklands is attached (see appendix 13). 

Market Square offers more formal child play facilities in the form of a large 

playground, BMX track, skate park and half-court basketball. Memorial 

Parklands on the other hand is distinguished by its natural environment that 

encourages walking and running and informal ball sports. It has large expanses 

of grass and well established eucalypts in and around a natural swamp area 

that creates wonderful wildlife habitat. It has existing very basic exercise 

Page Number:

equipment which has reached the end of its useful life and needs to be replaced 

to ensure the safety of patrons and provide a more extensive range of exercise 

opportunities in a variety of locations. Photos of the parklands and the existing 

equipment are attached (see appendix 14). 

The Naracoorte Lucindale Open Space Strategy – Background Report (see 

appendix 1) identifies the need for equipment based recreation and an 

integrated trail network. The community consultation held as part of the strategy 

showed that the main reason for the 281 respondents using open space in 

Naracoorte Lucindale was for mainly exercise and fitness and secondly, use of 

playground equipment. This need is consistent with the objectives of this 

project. The survey also revealed that the public want good paths and adequate 

lighting as this adds to the enjoyment of the open space. This will be addressed 

in the project scope. 

The Naracoorte Lucindale Strategic Plan (see appendix 3) has a key theme 

called “Wellbeing” with the objective of “A healthy and active community 

through the provision of a range of recreation facilities.” Council’s goals are: 

• Development of community open spaces to improve lifestyle 

opportunities. 

• Encourage increased participation in physical activity and healthy 

lifestyles. 

• Ensure access to a range of high quality active and passive recreation 

facilities 

The Naracoorte Lucindale Asset Management Plan – Recreation (available 

on request) defines a purpose to “demonstrate responsive management of 

assets, compliance with regulatory requirements and communicate funding 

required to provide levels of service” with a key goal to “promote a healthy 

lifestyle”. 

The Naracoorte Lucindale Council Annual Business Plan (2012-13) (see 

appendix 5) lists the key budgeted projects to meet Council’s strategic objective 

around Wellbeing. On page 17, the Memorial Parklands paths and outdoor 

exercise equipment is clearly defined as a priority. 

The Naracoorte Lucindale Rolling Three Year Works Program (2012-15) 

(see appendix 6) also includes these two projects and a brief outline of scope 

and budget (see page 9). 

The Naracoorte Lucindale Recreation and Sports Facilities Committee 

(s41 of Local Government Act) is the peak committee representing the interests 

of all clubs and the broader community when it comes to managing the 

development of open space assets. Minutes from the committee attached (see 

appendix 7, item 2.6 of the July 2012 minutes) show that this project is fully 

endorsed and supported satisfying the requirements of question 14 below. 

Further minutes from February 2013 (see appendix 8) show that the committee 

has had a demonstration of equipment available on the market. 

A current Community Land Management Plan exists for Memorial Parklands 

(see appendix 12). This project aligns with the objectives of this plan, one of 

which is to: “permit the erection or installation of approved structures and 

Page Number:

amenities that are ancillary to or support approved community recreational 

activities”. 

A draft master plan is currently being prepared by Council for Memorial 

Parklands and Council has conducted extensive community consultation 

already as input into the plan. The results of community consultation are 

attached with many responses referring to paths and exercise equipment (see 

appendix 11). 

Once complete, it is expected that the new equipment will be used by adults (or 

teenagers under adult supervision). In addition to this, the fitness trail consisting 

of paths and associated furniture will be used by people of all ages. The new 

paths will provide all weather, accessible entry to the park to enable more 

people to access the equipment as well as explore other sections of the open 

space. The area is already popular for dog walkers and families with prams 

and this user group will further benefit from the project. 

Provide a list of all groups 

(internal to your organisation 

and external users) that will 

benefit from the project. 

Provide a letter of support for 

the project from each of the 

groups listed. 

SCHOOL APPLICANTS: 

provide details of those groups 

(i.e. sport clubs) that will benefit 

from the project outside of 

regular school hours. 

Advice Notes 

Please identify the gender and 

age group that the the facility 

will benefit (select all that apply). 

For example, explain how the 

project will assist you to 

increase members/ participation 

numbers or generate revenue? 

14. What user groups will benefit from the project? (If more space is required, 

please attach a separate sheet using the same headings as below) 

User Group 

How often do/will 

they use the facility 

per week 

Number of participants that 

will benefit 

e.g. Madone Badminton Club Use facility 2xwk Club has 50 members 

General Public Every day Approx. 5,000 residents 

Various sporting clubs Weekly From 10-20 each time 

Personal Trainers Daily 1-5 each time 

Migrants Daily From 10-20 at present 

15. Who will the facility be utilised by? 

Male 

Female 

0-4 5-12 13-18 19-25 26-54 55+ 

16. Once the project is completed how will it assist your organisation to 

increase its capacity for growth? 

The project is an important step in improving local recreation opportunities and 

closing the gap in current service provision. The project will provide a service 

that is free of charge and available to all residents and visitors to Naracoorte 

regardless of their income or background. Offering these types of services will 

improve the lifestyle of residents in the area and encourage others to live in 

Naracoorte. 

17. Has the project been identified and prioritised as a result of a planning 

process? (e.g. identified in a local council plan, state peak body plan, national 

body plan, or your organisation’s strategic or operational plan) 

Local Council Plan (attach a copy) 

State level organisation plan (attach a copy) 

Page Number:

Own organisation plan (attach a copy) 

Other plan (attach a copy) 

No, has not been prioritised in a plan (complete question below) 

If no, provide a rationale for why the project is a strategic priority for your 

organisation: 

For example, is the project part 

of a multi-sport complex/sporting 

hub? If so, provide a list of other 

clubs located at the hub. 

If a trail project, will it link with 

other trails in the locality? 

18. Does your project link in with other active recreation or sport facilities 

in your locality? 

YES (complete question below) 

NO 

If yes, please explain the link 

Memorial Parklands currently supports cricket and baseball activities within its 

perimeter. This project will be of benefit to other sporting clubs looking for 

suitable open space and equipment to conduct pre-season training activities. 

The area is already widely used by sporting clubs for this purpose and this is 

likely to increase. 

SECTION 4 – PROJECT SUPPORT 

If your organisation is not the 

landowner, the landowner must 

complete the Landowner 

Consent Form (refer to Section 

9). 

19. Who is the owner of the land where the project is to be located? 

Your organisation (attach a copy of your Certificate of Title) 

Local Council (attach the completed Landowner Consent Form) 

Other (attach the completed Landowner Consent Form) 

If applicable, provide with your 

application a completed Peak 

Body Support Form (section 11) 

20. Are you affiliated with a peak body? (e.g. State or National Association) 

YES 

(attach the completed Peak Body Support Form) 

NO 

Advice Notes 

Please note: priority may be 

given to projects that have 

obtained all development 

permits/approvals required to 

commence the project. 

If development approval is not 

required, provide a letter of 

verification from the Planning 

Section, or equivalent of your 

local council. 

SECTION 5 – PROJECT APPROVAL & MANAGEMENT 

21. Do you have Development Approval for your project from your 

local council? 

Yes – received (attach a copy of approval) 

No – lodged and awaiting decision (attach a copy of lodgement form) 

No – required, but not yet lodged 

Not required (attach a letter of verification from your local council) 

Refer Child Protection Act and 

Facility Design section of the 

22. Have you undertaken a child safe risk assessment for the project? 

Yes (complete question below) 

Page Number:

Guidelines. 

Please note if you ticked no and 

your project is successful, you 

may be required to undertake a 

child safe risk assessment on 

your project as a condition of 

your grant agreement. 

No 

Not applicable to this project 

If yes, please list the key risks identified and what design feature you 

will include in the project to address the risk (If more space is required, 

please attach a separate sheet using the same headings as below) 

Risk 

Design feature to address risk 

23. Who will be managing the project? 

Our organisation will manage the project 

Our local council will manage the project (provide details below) 

Other (provide details below) 

Contact Person Name of organisation Contact phone 

number 

Shane Francis 

Naracoorte Lucindale 

Council 

08 8760 1100 

Have you/will you establish a 

sinking fund for example, or by 

registering with the Australian 

Sports Foundation. 

24. What do you expect will be the annual maintenance/cyclical 

replacement cost of the project over the next 10-years? How will 

you fund this cost? 

Annual maintenance in the order of $1,000 per year to check and service 

equipment and a further $1,200 per year in depreciation. This cost will be 

funded through Council’s annual business plan and rate revenue. Some 

older assets owned by Council will be rationalised/removed to keep overall 

annual costs to a minimum. Council’s audited financial statements for June 

30 2012 have been attached (see appendix 4). 

Page Number:

Advice Notes 

Quotes to support the cost of the 

project are to be provided with 

your application. 

You should be aware that some 

landowners do not allow 

unlicensed 

tradespersons/unskilled 

volunteers to work on building 

projects; it is your responsibility 

to clarify this before lodging your 

application. 

If you have donations, please 

provide signed letters of 

commitment from donors. 

In-kind qualified professional 

labour costing should be based 

on a ‘reasonable’ commercial 

rate. 

Confirmation of support in the 

form of quotes/letters must be 

provided. 

Non-qualified volunteer labour 

should be based on a rate of 

approximately $20/hr. Evidence 

of volunteer support is to be 

provided using the Volunteer 

Support Form provided in 

Section 12. 

SECTION 6 – PROJECT COST 

25. Using the headings in the table below, outline the cost of your 

project 

• Do not include cents – round up to the next dollar 

• If your organisation is GST registered costs are to be GST exclusive. 

• If your organisation is not GST registered cost are to be GST inclusive 

• It is strongly recommended that applicants seek independent legal and financial 

advice to determine all taxation obligations before submitting an application. 

• Costs are to be separated into cash items (A), and the total of in-kind support (B) 

• If more space is required, attach a separate sheet using the same headings as 

below. 

PROJECT EXPENDITURE 

(A) CASH ITEMS Amount Quote used 

e.g. surfacing of courts $100,000 See B&S 

courts’R’us quote 

Supply and Installation of Adult 

Exercise Equipment (6 pieces) 

Preparation of exercise equipment 

pads and surrounds. 

Construction of new accessible 

pathways to the new exercise 

stations to form the new fitness 

trail. 

Installation of signage and other 

park furniture (seating, drink 

fountain, etc.) to support the 

exercise equipment. 

$25,000 See Outfront 

Concepts quote 

for 5 pieces only. 

$7,500 Internally costed. 



Appendix 

number 

App no.5 

Appendix 9 

Installation of path lighting. $10,000 Appendix 

10 

$ 

(B) IN-KIND SUPPORT Amount Confirmation is 

attached 

Appendix 

number/s 

Total donated materials $ YES NO 

Total in-kind labour (qualified 

professional) 

$ 

YES 

NO 

Total in-kind labour (non-qualified 

volunteers) 

$ Complete the non-qualified 

Volunteer Support Form 

provided (Section 12) 

TOTAL COST OF THE PROJECT: $60,000 

Page Number:

Advice Notes 

SECTION 7 – PROJECT INCOME 

26. Using the headings in the table below, provide details of how your 

organisation will fund the project 

• Do not include cents – round up to next dollar 

• Income is to be GST exclusive. 

• Income is to be separated into cash support (A), and in-kind support (B). Provide 

a summary of the total income (C). 

(A) CASH SUPPORT 

The amount of funding you are 

requesting cannot be more than 

50% of the total project cost. 

Please note priority may be 

given to applicants that have 

secured their portion of the 

project cost. 

Income 

How much Office for 

Recreation and Sport funding 

are you asking for? 

Amount 

(GST excl.) 

$30,000 

Evidence is 

attached 

Funds at bank $ YES NO 

Loan(s) $ YES NO 

Appendix 

number 

Examples of evidence to 

provide: 

If you have funds at bank; show 

where these funds are e.g. in 

your audited financial accounts 

or a bank statement. 

If you are relying on future 

surplus revenue, then provide 

evidence of at least two years 

actual Profit and Loss figures to 

show that the projection is 

realistic and attainable. 

If you have grants from other 

sources, show a letter from each 

granter. 

If you are fundraising, show how 

you will achieve your fundraising 

target, For example, by 

registering with the Australian 

Sports Foundation. 

Other State Govt Funding $ YES NO 

Federal Govt Funding $ YES NO 

Local Govt Funding / Landowner 

Cash Support 

$30,000 YES NO App. 6 

Other $ YES NO 

TOTAL (A) CASH SUPPORT: $60,000 

(B) IN-KIND SUPPORT (must equal the total in-kind support amount provided in question 25) 

In-kind Support 

Total Donated materials $ 

Total In-kind labour (qualified professionals) $ 

Total In-kind labour (non-qualified volunteers) $ 

Amount (GST excl.) 

TOTAL (B) IN-KIND SUPPORT: $ 

(C) TOTAL PROJECT INCOME 

Amount 

TOTAL (A) – CASH SUPPORT: $60,000 

TOTAL (B) – IN-KIND SUPPORT: $ 

TOTAL INCOME 

(must equal cost of the project provide in question 25) 

$60,000 

Page Number:

SECTION 8 – APPLICANT DECLARATION 

Final checklist before submitting your application 

We have completed all relevant sections of this application form 

We have attached all supporting material requested in this application form. 

Instructions 

1. The declaration below must be read and signed by two authorised representatives of your organisation 

2. At least one representative must be a member of the Board / Management Committee. 

Declaration by authorised persons 

I make the following declaration: 

1. I am duly authorised by the organisation to prepare and submit this application 

2. This organisation is eligible to apply for funding in accordance with the eligibility criteria in the Funding Guidelines 

3. The responses in this application and all supporting documents provided are to the best of my knowledge true and 

correct 

4. I understand that the Office for Recreation and Sport may disclose the information provided in this application to 

other Government agencies, Local Government, Peak Bodies, reviewers and staff assisting with the administration 

or promotion of State Government Grant Schemes 

5. I understand that information in relation to this project will be made public in the event that the application for funding 

is successful 

6. The project will not benefit any organisation that holds a Gaming Machine License issued under the Gaming 

Machines Act, 1992 

7. Where required, our project will comply with all the relevant building codes, standards and applicable legislation 

including, but not limited to, the Disability Discrimination Act and the Children’s Protection Act 1993. 

Signature 1: Signature 2: 

Date: 12/04/13 Date: 12/04/13 

Name: Dr Helen Macdonald Name: Mr Phillip Burton 

Position: CEO Position: Director 

Please forward this completed application and all attachments to: 

BY POST: 

Applications post marked on or 5.15pm Monday 15 

April 2013 will be accepted. 

Facility applications Funding Services 

Office for Recreation and Sport 

PO Box 219 

BROOKLYN PARK SA 5032 

IN PERSON: 

Hand delivered applications must be received by 

5.15pm Monday 15 April 2013 

Facility applications Funding Services 

Office for Recreation and Sport 

27 Valetta Road 

KIDMAN PARK SA 5025 

LATE APPLICATIONS MAY NOT BE ELIGIBLE FOR FUNDING CONSIDERATION 

Applications close Monday 15 April 2013 

Telephone: (08) 7424 7708 Web: Hrecsport.sa.gov.auUH 

It is anticipated that applicants will be notified of the outcome by July 2013 

Page Number:

SECTION 9 – LANDOWNER CONSENT FORM 

Please contact a Funding Consultant on (08) 7424 7708 if you have any questions regarding this 

form. 

A WORD version of the form can be downloaded from the Office for Recreation and Sport website: 

http://www.recsport.sa.gov.au 

In relation to the grant application from: 

(name of applicant) 

For the following project: 

(project name) 

To be undertaken at: 

(facility address) 

The property is owned by: 

Land Title Status 

(only to be completed where land owner is the Council) 

Operational 

Community 

The applicant’s arrangement with the landowner is: 

Leaseholder 

Expiry date of lease: 

Seasonal Permit Holder (re-negotiated annually) 

Permanent Seasonal Permit Holder 

Expiry date of permit: 

As landowner, we give consent for the project and in addition we will be providing the 

following support: 

Other than consent, no other support is provided 

Financial Support Amount: $ 

In-kind support (please provide details below) 

Type of in-kind support 

Value 

$ 

$ 

Page Number:

Are there any conditions attached to this support? (please list e.g. funding is subject to 

following years budget being approved etc) 

As landowner we have the following requirements for any work undertaken (please list e.g. 

only licensed tradespersons will be permitted to undertake work on this site, owner will project 

manage works undertaken, etc) 

Other comments (e.g. the project has been identified by the owner as a high priority ) 

Authorisation 

I am authorised to complete this document on behalf of the landowner 

Signed: 

Name of signatory: 

Position held: 

Contact Number: Phone (wk): (mb): 

Page Number:

SECTION 10 – COUNCIL SUPPORT FORM 

This form is only to be completed where the Council is not the landowner 

Please contact ORS (08) 7424 7708 if you have any questions regarding this form. 


http://www.recsport.sa.gov.au 







As the applicant organisation’s Council; are you providing either of the following? 




Value 

$ 

$ 

$ 




Page Number:

Authorisation 

I am authorised to complete this document on behalf of the Council 

Signed: 



Council: 


Page Number:

SECTION 11 – PEAK BODY SUPPORT FORM 

This document is not considered essential, however it is recommended you communicate with 

your Peak Body about your project. 

Please contact a Funding Consultant on (08) 7424 7708 if you have any questions regarding this 

form. 


http://www.recsport.sa.gov.au/funding-scholarships/community-recreation.html 







As the applicant organisation’s Peak Body; are you providing either of the following? 




Value 

$ 

$ 

$ 



Page Number:


Authorisation 

I am authorised to complete this document on behalf of the Peak Body 

Signed: 



Peak Body: 


Page Number:

SECTION 12 – NON-QUALIFIED VOLUNTEER SUPPORT FORM 

• Complete this attachment if you have included non-qualified volunteer labour in your total project cost (refer 

question 25) 

• The total volunteer labour cost MUST equal the total in-kind labour (non-qualified volunteers) figure given in 

question 25 

• Suggested volunteer labour rates is $20/hr. 

Task Performed 

Number of 

People 

Hours 

Required 

Rate per 

Hour 

Total 

Amount 

e.g. Removal of rubbish / preparing new site for works 2 3 hours $20.00 $120 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

TOTAL: $ 

Page Number:

Key Strategy Actions Progress Priority 

KS1 Regional 

Parks 

Manage and maintain the swimming lake 

and its associated facilities (including the 

surrounds) for the enjoyment of the 

community and regional tourism. 

 

Report presented to Council regarding the provision of life 

guards. 

Risk assessment undertaken by RLSSA in May 2013 and 

safety improvement plan prepared. 

Engineering assessment of concrete to be undertaken as 

part of asset maintenance strategy 

Traffic management plan completed 

Grant funding for crime prevention initiatives - 

unsuccessful 

Discussion paper presented to Council on future 

management options 

Council to undertake consultation on fee for use 

M 

KS2 District 

Parks 

Develop a Master Plan for the consolidation 

of sporting infrastructure at the Naracoorte 

Sports Park. This should focus on providing 

efficiencies with shared facilities, 

 

 

Draft Master Plan prepared and presented to committee 

Landscape plan under preparation as part of the Master 

Plan – draft available at the meeting 

H 

administration, volunteers as well as 

reducing maintenance and water costs. The 

Master Plan should also consider playspace

and other community infrastructure. 

Develop a Master Plan for the 

consolidation of sporting infrastructure in 

Lucindale to the Lucindale Sports Oval. 

This should focus on providing efficiencies 

via shared facilities, administration, 

volunteers as well as reducing 

maintenance and water costs. This would 

also look at including a youth facility and 

play space. 

 

 

 

Discussion paper prepared after clubs surveyed and 

presented to clubs for feedback 

H 

Develop a Master Plan for Memorial 

Parklands / Oval that will consider the 

diversity of use and set out a planned 

approach to sporting, community and 

environmental agendas. 

 

Applications for Open Space funding not successful. 

Alice Leake will attend the July 2013 meeting to present draft 

concept plan for Memorial Parklands 

H 

KS3 Use the Playspace Development Model (as nil M

Neighbourhood 

Parks 

outlined in part 3, section 3.5) to develop a 

playspace hierarchy for Neighbourhood 

Parks across NLC 

As outlined under GS10 this classification of 

reserve should consider “whole of family” 

needs 

KS4 Local Parks 

Use the Playspace Development Model 

Open Space hierarchy was presented to Council and is out 

M 

(information provided in the Open Space 

for community comment 

Strategy: Background Report) to develop a 

playspace hierarchy for Parks across the 


Council seeks opportunities to reduce its 

management costs of some local reserves 

by selling off identified local reserves in 

southern Naracoorte, for example look at 

downsizing Janz St Reserve and using 

proceeds towards the development and/or 

This is identified and will be formalised within the Open Space H 

Hierarchy. Some reserves are no longer being irrigated so as 

to reduce costs. 

Mapping being prepared.

upgrade of open space infrastructure. 

KS5 Network 

Open Space 

Sell Clover Crescent Reserve (Pinkerton 

Road) and Gilbert Drive Reserves 

Develop a whole of Council Trail Network 

Master Plan that addresses the key elements 

identified in GS4. Opportunities that should be 

expanded on as part of this plan include: 

M 

• Open Space funding of $20,000 secured to support a project to H 

establish a trailhead and link all trails from the town centre. 

• Cycle paths for town out for public consultation and seeking 

grant funding for implementation of bicycle network. 

With the large amount of road reserve, safe 

cycling / walking paths coupled with 

appropriate revegetation and stormwater 

usage should be developed where possible 

on appropriate streets. These opportunities 

should be identified when the Trail Network 

Master Plan is developed. 

Develop a looped trail network plan for 

Lucindale. The trail network would utilise the 

• SELGA are submitting a regional project to TQual program 

• nil 

M 

H

KS6 Road 

Reserves 

parklands that ring the township and the 

decommissioned rail corridor. Again this 

would be identified as part of the whole of 

Council Trail Network Master Plan. 

Where appropriate reduce the maintenance 

costs of road reserves by removing grass 

and other plants and replacing with road 

base / aggregate. 

This is being addressed as part streetscape works as they are L 

programmed in the three year works program. 

KS7 General 

Investigate transforming the Naracoorte 

• Part of successful Open Space grant application 

M 

Town square into a more people friendly 

area; making people the priority between the 

green area and the shops. 

Set up an internal working group to monitor 

• Sport and Recreation Committee to undertake this role, 

H 

and drive actions in this strategy, with a first 

regular agenda item 

desk top strategy review occurring in 3 years 

(2013). 

Investigation should be undertaken which • Naracoorte town entrance project complete, interpretative M

looks at the development of landscaped / 

artistic entry statements at highly visible 

locations. An example of this would be the 

use of the Duck Pond Reserve, as you enter 

Lucindale, as an arts / landscaped entrance 

park. 

Formalise a Joint Use Agreement with 

Lucindale Area School. This also applies to 

any other school or state government 

organisation that wants to share open space 

and it associated facilities. 

signage budget item for 2013/14 

• Council has received a request from the school and is working H 

to prepare a project with them. 

Ensure all lessees of public land (particularly 

parks and reserves) have current up-to-date 

leases and / or licenses for their use. The 

leasing of land and facilities will be a key 

aspect to the success of any sporting hub 

development. 

• Work has commenced on updating all leases and licences 

• Kyby, Frances complete 

H

HDS Australia 

Civil Engineers and Project Managers 

South East Local Government Association 

2030 REGIONAL TRANSPORT PLAN 

Final Report (Second Draft) 

Adelaide Melbourne Hong Kong 

HDS Australia Pty Ltd 

Level 1, 176 Fullarton Road 

Dulwich SA 5065 

telephone +61 8 8333 3760 

facsimile +61 8 8333 3079 

email sa@hdsaustralia.com.au 

www.hdsaustralia.com.au 

June 2013 

Safe and Sustainable Road Transport Planning Solutions



CONTENTS 

PART A 

1.0 EXECUTIVE SUMMARY .............................................................................................. 1 

1.1 Project Overview ................................................................................................. 1 

1.2 Regional Development and Transport Planning Issues ........................................ 2 

1.3 Routes of Regional Significance .......................................................................... 3 

1.4 Methodology for Review and Update of Regional Transport Plan ........................ 4 

1.5 Action Plans ........................................................................................................ 5 

1.6 Conclusions and Recommendations .................................................................... 6 

PART B 

2.0 INTRODUCTION .......................................................................................................... 9 

2.1 Background ......................................................................................................... 9 

2.2 Project Overview ............................................................................................... 10 

2.3 Stage 1 Tasks.................................................................................................... 10 

2.4 Stage 1 Outcome ............................................................................................... 11 

2.5 Stage 2 Tasks.................................................................................................... 12 

2.6 Stage 2 Outcomes ............................................................................................. 13 

2.7 Stage 3 Tasks.................................................................................................... 13 

2.8 Stage 3 Outcomes ............................................................................................. 14 

3.0 REVIEW OF STATE AND REGIONAL DEVELOPMENT PLANS .............................. 15 

3.1 South Australia’s Strategic Plan ......................................................................... 15 

3.2 Strategic Infrastructure Plan for South Australia (SIPSA)................................... 16 

3.3 South Australian Planning Strategy ................................................................... 18 

3.4 Development Plans ........................................................................................... 20 

3.5 Other Relevant Studies ...................................................................................... 24 

4.0 REVIEW OF CURRENT TRANSPORT PLANS ......................................................... 26 

4.1 General.............................................................................................................. 26 

4.2 South East 2020 Transport Strategy .................................................................. 26 

4.3 AusLink White Paper ......................................................................................... 27 

4.4 Melbourne – Adelaide Corridor Strategy ............................................................ 27 

4.5 Mount Gambier Heavy Vehicle Access Study 2002 ........................................... 28 

4.6 Road Classification Guidelines in South Australia .............................................. 29 

PART C 

5.0 FREIGHT ROUTES OF REGIONAL SIGNIFICANCE ................................................ 31 

5.1 Freight Demands ............................................................................................... 31 

5.2 Capacity and Safety Issues ............................................................................... 35 

5.3 Definition of Regional Freight Routes ................................................................ 35 

5.4 Short Term High Intensity Freight Routes .......................................................... 36 

5.5 Summary of Findings – Regional Freight Routes ............................................... 36 

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2030 Regional Transport Plan 

Final Report (Second Draft)



6.0 TOURISM ROUTES OF REGIONAL SIGNIFICANCE ............................................... 37 

6.1 Tourism Demands ............................................................................................. 37 

6.2 Regional Tourism Considerations ...................................................................... 38 

6.3 Methodology for Creation of Regional Tourism Routes ...................................... 38 

6.4 Summary of Findings – Regional Tourism Routes ............................................. 39 

7.0 COMMUNITY ACCESS ROUTES OF REGIONAL SIGNIFICANCE .......................... 41 

7.1 Community Access Demands ............................................................................ 41 

7.2 Methodology for Creation of Regional Community Access Routes .................... 41 

7.3 Supplementary Methodology for Adding Community Access Routes ................. 42 

7.4 Summary of Findings – Regional Community Access Routes ............................ 43 

8.0 NON-ROADS TRANSPORT CONSIDERATIONS ...................................................... 44 

8.1 Review of Public Transport Policy ...................................................................... 44 

8.2 Rail Transport Infrastructure .............................................................................. 45 

8.3 Sea Transport Infrastructure .............................................................................. 47 

8.4 Air Transport Infrastructure ................................................................................ 47 

PART D 

9.0 METHODOLOGY FOR REVIEW AND UPDATE OF THE STRATEGY ...................... 49 

9.1 Background ....................................................................................................... 49 

9.2 Overview of Process .......................................................................................... 49 

9.3 Road Proposal Assessment ............................................................................... 51 

10.0 ACTION PLANS ......................................................................................................... 53 

10.1 Background ....................................................................................................... 53 

10.2 Methodology ...................................................................................................... 53 

10.3 Action Plan 1 – Immediate Priority (0 to 5 Years) ............................................... 53 

10.4 Action Plan 2 – Medium Term Priority (6 to 10 Years) ....................................... 53 

10.5 Action Plan 3 – Long Term Priority (11 Years and Beyond) ............................... 54 

10.6 Regional Roads Considered Fit-for-Purpose or Not Yet Assessed .................... 54 

10.7 Sample Output................................................................................................... 54 

PART E 

11.0 CONCLUSIONS AND RECOMMENDATIONS ........................................................... 55 

11.1 Updated Regional Transport Goals .................................................................... 55 

11.2 Roads of Regional Significance – Guiding Principles ......................................... 56 

11.3 Recommendations ............................................................................................. 56 

APPENDICES 

A. 2030 Regional Transport Plan – Regional Routes (as at 29 April 2013) in A4 Size 

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ENCLOSURES 

1. 2030 Transport Strategy – Demand Modelling Working Paper 

2. 2030 Regional Transport Plan – Regional Routes (as at 29 April 2013) in A3 Size 

REFERENCES (downloadable from SELGA web site (2030 Regional Transport Plan page) or 

relevant SA Government web site) 

1. South East 2020 Transport Strategy – Final, SELGA, May 2000 

2. Development of a Roads Infrastructure Database – Project Report, Office of Local 

Government / Local Government Association of SA, December 2001 

3. South Australia’s Strategic Plan 2011, State Government of SA, 2011 

4. Strategic Infrastructure Plan for South Australia, Office for Infrastructure Development, 

State Government of SA, April 2005 

5. Strategic Infrastructure Plan for South Australia – Regional Overview, Office for 

Infrastructure Development, State Government of SA, May 2005 

6. Planning Strategy for the Outer Metropolitan Adelaide Region, Planning SA, December 

2007 

7. Planning Strategy for Regional South Australia, Planning SA, January 2003 (amended 

December 2007) 

8. The 30-Year Plan for Greater Adelaide, Department of Planning and Local 

Government, 2010 

9. A Plan for Freight Transport for the South East, Department for Transport, Energy and 

Infrastructure, July 2006 

10. Population Projections for South Australia and Statistical Divisions (2006-36), 

Department of Planning and Local Government, December 2010 

11. Development Plan, District Council of Tatiara, February 2013 

12. Development Plan, Kingston District Council, December 2012 

13. Development Plan, Naracoorte Lucindale Council, November 2012 

14. Development Plan, District Council of Robe, February 2013 

15. Development Plan, Wattle Range Council, February 2013 

16. Development Plan, District Council of Grant, January 2013 

17. Development Plan, City of Mount Gambier, May 2012 

18. 2007 – 2012 Strategic Plan, Limestone Coast Regional Development Board, 2007 

19. Mount Gambier Master Plan, Planning SA, February 2008 

20. Limestone Coast Region Plan, Department of Planning and Local Government, August 

2011 

21. Regional Roadmap 2010 – 2015 V6, Regional Development Australia Limestone 

Coast, July 2012 

22. SELGA Business Plan 2010 – 2011, South East Local Government Association, 2010 

23. Green Triangle Region Freight Action Plan, Joint Initiative of the Victorian and South 

Australian Governments, 2009 

24. Development Plan, Land Not Within A Council Area (Coastal Waters), 2012 

25. Melbourne Adelaide Corridor Strategy – Building our National Transport Future, 

Department of Transport, Energy and Infrastructure, June 2007 

26. AusLink White Paper – Building our National Transport Future, Department of 

Transport and Regional Services, June 2004 

27. Melbourne – Adelaide Corridor Study, Department of Transport and Regional Services, 

January 2007 

28. Mount Gambier Heavy Vehicle Access Study, Maunsell, August 2002 

29. Regional Airports Project, Hudson Howells, February 2012 

30. Natural resources of the Tatiara – A plan for local action 2012 – 2017, Tatiara Local 

Action Plan Committee, May 2012 

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31. South Australian Forest Industry Strategy – Vision 2050 – Strategic Directions 2011- 

2016, Forest Industry Development Board, September 2011 

32. Road Classification Guidelines in South Australia, Local Roads Advisory Committee, 

July 2008 

33. Heavy Vehicle Access Framework, Department for Transport Energy and 

Infrastructure, May 2012 

34. South Australia Limestone Coast – A Brilliant Blend, South Australian Tourism 

Commission, 2011 

35. Melbourne Adelaide Touring Route, South Australian Tourism Commission, 2012 

36. Regional Tourism Profiles for South Australia, South Australian Tourism Commission, 

2009 

37. Regional Tourism Profile for Limestone Coast, South Australian Tourism Commission, 

2009 

38. South Australian Tourism Plan 2009-2014, South Australian Tourism Commission, 

January 2009 

39. Green Triangle Forest Industry Prospectus, Regional Development Australia, 2012 

40. Local Government’s Engagement in Tourism – Final Report, SA Tourism Commission / 

Local Government Association of SA, July 2006 

41. Limestone Coast Destination Action Plan 2012-2015, SATC and South East Local 

Government Association, June 2012 

42. Future Directions Optimising Our Transport Corridors, Department of Planning 

Transport and Infrastructure, August 2012 

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PART A 

1.0 EXECUTIVE SUMMARY 

1.1 Project Overview 

In June 2012, HDS Australia was engaged by the South East Local Government 

Association (SELGA) to prepare its 2030 Transport Strategy. The 2030 Transport 

Strategy is a strategic level assessment of transport needs and priorities within the 

Limestone Coast region for the period from 2012 to 2030. It officially replaces the 2020 

Transport Strategy, which has reached the end of its period of operation. 

Development of the 2030 Transport Strategy, culminating in release of the 2030 

Regional Transport Plan, was undertaken by a specialist team of road transport 

planning and traffic engineers from HDS Australia led by John Olson, Managing 

Director and Principal Engineer, with key regional planning assistance from 

MasterPlan SA. The team’s approach used an agreed methodology developed jointly 

by HDS Australia and SELGA. The SELGA Roads and Transport Working Group 

(RTWG) acted as a Reference Group for the project, with Rob Forgan, former 

Executive Officer for SELGA, as the Client Representative. 

Overall, the project entailed three distinct stages, namely: 

1. Identification of Land Use and Regional Transport Demands 

2. Development of Updated Regionally Significant Routes for the Region 

3. Preparation of a Final Report 

Each of the above stages had defined inputs, process requirements and consultancy 

deliverables, as specified in the consultancy framework included as Appendix A to 

Enclosure 1. This document complements the original project brief issued by SELGA. 

Included in the first stage was a substantial study of all currently available literature 

reflecting state level strategic planning, regional planning and development issues, 

regional transport planning and local transport plans. 41 documents were initially 

examined, with input from a further key state document, titled “Future Directions 

Optimising Our Transport Corridors” subsequently included in the final report. 

One interim publication was prepared during development of the 2030 Regional 

Transport Plan. Titled “2030 Transport Strategy – Demand Modelling Working Paper”, 

it was released in October 2012. This document is included as an enclosure to the 

final report. 

The final report for the 2030 Regional Transport Plan is the culmination of the project. 

However, while released as a current summary of regional transport priorities for the 

next 15 years, it is recognised that the 2030 Regional Transport Plan is a “living” 

document which will need regular review and updating as subsequent regional 

planning and development initiatives influence future transport priorities. 

Further details of specific tasks undertaken and outcomes achieved as part of the 2030 

Transport Strategy project are contained in Section 2 of the report. 

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1



1.2 Regional Development and Transport Planning Issues 

Section 3 of the report reviews the strategic direction set by the state government for 

both South Australia as a whole and for the Limestone Coast region. It examines the 

state’s current planning strategy, including consideration of regional planning issues 

contained within the Limestone Coast Region Plan and the Greater Mount Gambier 

Master Plan. Development plans in existence for the seven councils which form 

SELGA are also examined, along with other relevant planning studies such as the 

SELGA Joint Section 30 Development Plan Review and the Natural Resources of the 

Tatiara 2012 Local Action Plan. 

Section 4 of the report looks at recent transport planning studies covering the 

Limestone Coast region, which have been undertaken by various federal, state and 

local government bodies. The first of these documents is the original South East 2020 

Transport Strategy, while a further four transport studies have also been examined, 

namely: 

 

AusLink White Paper, released June 2004. This document set up the framework 

for planning and funding of Australia’s national roads and railways, taking a long 

term strategic approach with a focus on integrated road/rail national corridors. 

The AusLink White Paper encouraged strategic planning at the regional level. 

AusLink regional funding was therefore designed to encourage and reward 

collaborative and strategic planning approaches – especially those which 

enhance the connections between local, state and national networks and those 

which are responsive to improved freight logistics. 

 

 

 

Melbourne – Adelaide Corridor Strategy, released January 2007. This document 

is aimed at long term development of the important Melbourne to Adelaide 

transport corridor. It was prepared in 2007 jointly by the Australian Government’s 

Department of Transport and Regional Services, along with state government 

transport agencies in Victoria and South Australia. The strategy provided 

guidance to decision makers and planners on the direction for development of 

the corridor over the next 20 to 25 years. 

Mount Gambier Heavy Vehicle Access Study, released August 2002. This study 

considered the impact of heavy vehicles in Mount Gambier and identified 

alternate heavy vehicle routes that could be made available to meet the 

requirements of the freight industry whilst minimising the impact on the Mount 

Gambier township and immediate environs. Consideration of various options 

resulted in the identification of possible heavy vehicle network scenarios, 

including use of the existing road network, an inner road route and a middle road 

route. 

Road Classification Guidelines in South Australia, released July 2008. These 

guidelines were prepared by the Local Roads Advisory Committee on behalf of 

the Local Government Association of South Australia and DPTI. The document 

provides the most recent and most comprehensive set of definitions for the 

classification of roads throughout South Australia as “Arterial” or “Local”. It also 

provides a fundamental definition of “Key Towns” and “Important Centres” based 

upon “ABS 2006 Census of Population and Housing” data. 

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1.3 Routes of Regional Significance 

Section 5 of the report summarises key land use and freight demands in the Limestone 

Coast region. It examines capacity and safety issues, plus states a definition for 

“Regional Freight Routes”. A brief discussion in relation to short term high intensity 

freight routes is also included. A recommendation is made regarding quantifying the 

term “large volume of heavy freight vehicles”, so that measured or predicted heavy 

vehicle traffic volumes and/or freight tonnages can be used to support applications for 

local roads to be considered as a freight route of regional significance or local 

importance. 

Updated regional freight routes have been presented as a regional overview, together 

with council wide maps for greater clarity and, where needed, detailed maps for key 

towns. All maps are included at A4 size in Appendix A of the report, while a separate 

volume of A3 sized maps is also available as Enclosure 2. 

Section 6 of the report addresses tourism demands in the Limestone Coast region by 

examining in some detail various publications available from the South Australian 

Tourism Commission (SATC). Section 6 defines such demands in terms of economic 

benefit to the state, region and local community. A summary of total visitor numbers 

and accommodation nights highlights the significance of the Limestone Coast as a 

tourist destination, not only for intrastate visitors (where the average stay is three 

nights), but for international visitors (with an average stay of nearly six nights). 

From information contained in the South Australia regional tourism profile published by 

SATC in 2009, it can be seen that the Limestone Coast is ranked second (behind 

Adelaide) for most visited region by interstate visitors, while it is ranked fourth (behind 

Adelaide, Fleurieu Peninsula and Yorke Peninsula) for most visited region by intrastate 

visitors. 

A methodology for defining tourism roads of regional significance is proposed in 

Section 6. Based upon this methodology, updated regional tourism routes have been 

presented as a regional overview, together with council wide maps for greater clarity 

and, where needed, detailed maps for key towns. All maps are included at A4 size in 

Appendix A of the report, while a separate volume of A3 sized maps is also available 

as Enclosure 2. 

Section 7 of the report identifies community access demands based upon current 

population, expected future growth in population under the current state strategic plan, 

consideration of demographic shifts and availability of essential regional services 

covering education, health, finance (banking), recreation and emergency services. 

The second part of Section 7 proposes a methodology for defining community access 

routes of regional significance, using a combination of community size and availability 

of essential services. Based upon this methodology, updated regional community 

access routes have been presented as a regional overview, together with council wide 

maps for greater clarity and, where needed, detailed maps for key towns. All maps are 

included at A4 size in Appendix A of the report, while a separate volume of A3 sized 

maps is also available as Enclosure 2. 

Section 8 of the report examines rail, sea and air transport infrastructure and its 

importance to freight, tourism and community access considerations within the 

Limestone Coast region. 

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Step Step 5 5 

Step Step 4 4 

Step Step 3 3 

Step Step 2 2 

Step 1 



1.4 Methodology for Review and Update of Regional Transport Plan 

Section 9 of the report outlines the methodology for review and update of the 2030 

Regional Transport Plan, along with preparation and submission of annual Special 

Local Roads Program (SLRP) or other funding applications. The methodology 

recognises that the 2030 Regional Transport Plan should be a “living” document, which 

periodically takes into account changes in planning and development needs, along with 

revised priorities for the road proposals submitted by individual councils. 

A flow chart depicting the methodology is shown below and also in Section 9.2 of the 

report. 

2030 TRANSPORT STRATEGY 

METHODOLOGY FOR REVIEW AND UPDATE 

Every 3-5 years 

Update regional routes 

Map based. Linked to Planning SA, 

DPTI, Tourism SA and Regional 

Tourism strategies. 


Update Action Plans 

Allow councils to amend current and 

submit new road proposals, based upon 

changes to assessed deficiencies and 

proposed funding of improvements. 

Every year 

Annual funding 

applications 

By individual councils. Comply with 

LGTAP form with substantial 

supporting documents. 

Every year 

SELGA RTWG review 

Confirm priorities against LGTAP 

process. Use consultant for independent 

review (& help strengthen bids). 

Every year 

SELGA endorsed bids to 

LGTAP 

Covering letter with 

submissions. 

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1.5 Action Plans 

Section 10 of the report describes the methodology for creation and periodic update of 

three Regional Road Action Plans. These action plans, once complete, will list 

immediate, medium term and long term requirements for improvement of all regional 

freight, tourism and community access routes identified in the 2030 Regional Transport 

Plan. The action plans will be generated by each council undertaking a broad “fit-forpurpose” 

assessment of the condition of each regional route, based upon the four fitfor-purpose 

categories listed in Section 4 of the SLRP Standard Funding Application 

Form, namely: 

Speed Environment 

Dimensions 

Geometry 

Strength/Durability 

Each regional route (or section of route where a significant change in road purpose or 

road standard occurs) will be broadly assessed for compliance with its fit-for-purpose 

standard, based upon the road’s purpose(s). Against the above four categories (i.e. 

not broken down any further) an assessment of “Compliant”, “Minor Deficiency” or 

“Major Deficiency” will be noted. A “Minor Deficiency” can be defined as failing to meet 

the fit-for-purpose standard, but not in such a way as to affect the functional 

performance of the road or its inherent safety for the road user or its economic value to 

council and the community. A “Major Deficiency” can be defined as failing to meet the 

fit-for-purpose standard to such a degree that the road is unable to safely and/or 

economically perform its purpose(s), requiring constant intervention by the responsible 

council using a suitable risk mitigation strategy. 

Once the above assessment is made, each regional route (or section of route) will be 

listed on one of the following three action plans, or remain on a fourth list of roads with 

two parts, namely either “assessed as fit-for-purpose” or “not yet assessed”. 

Action Plan 1 – Immediate Priority (0 to 5 Years) 

Roads on this list will be based upon regional routes exhibiting one or more major 

deficiencies in fit for purpose standard, the upgrade of which councils have included in 

their five year capital works programs. Initial budget allocations for these proposed 

upgrades will be included in the action plan. 

Action Plan 2 – Medium Term Priority (6 to 10 Years) 

Roads on this list will be based upon regional routes exhibiting at least one major 

deficiency in fit for purpose standard, the upgrade of which councils have not been able 

to include in their five year capital works programs, but for which an on-going risk 

mitigation strategy is in place for addressing any major deficiency. 

Action Plan 3 – Long Term Priority (11 Years and Beyond) 

Roads on this list will be based upon regional routes exhibiting no major deficiency, but 

one or more minor deficiencies in fit for purpose standard, the upgrade of which 

councils acknowledge is unlikely to occur in the next 10 years unless circumstances 

change significantly (e.g. road purpose, traffic volumes, further deterioration in 

standard, available funding). 

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1.6 Conclusions and Recommendations 

1.6.1 Updated Regional Transport Goals 

Many of the regional transport goals identified in the South East 2020 Transport 

Strategy remain relevant for the 2030 Transport Strategy, with the exception of those 

focussed on shifting freight movements from road to rail, since in recent times rail is 

proving to be uneconomical on the short haul rail routes existing in the Limestone 

Coast region (including the rail link to Portland). 

A revised set of regional transport goals is stated below. These were the subject of 

discussion at the RTWG review meeting held on 28 November 2012. 

1. Establish consistent regional road transport links within the Limestone Coast 

region and across the South Australian / Victorian border which are of an 

appropriate “fit for purpose” standard; 

2. Develop a network of regional freight routes for heavy vehicles which 

complement the state government managed arterial road system by linking 

current and future significant sources of freight to their planned destinations; 

3. Reduce the impact of heavy vehicle movements through key centres, using 

township bypasses or by adopting appropriate traffic management within 

townships where a bypass is not feasible; 

4. Reduce the number of commercial vehicles on the road network by facilitating the 

safe operation of higher productivity vehicles; 

5. Ensure that intermodal facilities, such as grain storage and handling sites, as well 

as major commodity load/unload points (e.g. livestock and timber), can operate in 

a safe and efficient manner; 

6. Reduce potential conflict between freight, tourism and community access users 

of the road network, particularly at intersections; 

7. Promote and assist regional tourism, by improving road access to tourist sites 

and developing a network of well signed tourist routes; 

8. Ensure that all communities in the Limestone Coast region have safe and reliable 

access to essential community services such as health, education, financial 

services, recreation facilities and emergency services; 

9. Continue the upgrade of regional airport facilities, particularly Mount Gambier as 

an important tourism and community access entry point to the region, but also 

the use of other aerodromes and airstrips by essential services such as RFDS 

and for fire-fighting, along with commercial applications including high value 

freight; and 

10. Further explore opportunities for cruise liners to visit coastal ports like Robe, 

including appropriate facility upgrades. 

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1.6.2 Roads of Regional Significance – Guiding Principles 

Six key recommendations were included in the 2030 Transport Strategy Demand 

Modelling Working Paper. These recommendations were intended to define the 

principles for development of an updated “regionally significant local road network” in 

the Limestone Coast region. The principles were discussed at the RTWG review 

meeting held on 28 November 2012 and subsequently adopted, with minor 

amendments, for inclusion in the 2030 Regional Transport Plan. 

1. Regionally significant freight routes have initially been developed by connecting 

industrial and logistics development zones in Key Towns and Important Centres 

with the key and general freight routes identified in the DPTI Heavy Vehicle 

Access Framework. This process has been supplemented with consideration of 

the impact of the emerging hard wood plantations and other future expansions 

within the region. 

2. Councils have been able to nominate additional roads as regionally significant 

freight routes based upon connection to other industrial and mining sites declared 

in the Development Plan for their council area or under the town bypass policy, 

provided that the number of B-Double or semi-trailer movements complies with 

the definition of a “large volume of heavy freight vehicles” as contained in Section 

5.3. Councils have also been able to nominate roads as locally important freight 

routes, based upon a reduced volume (tonnage) of freight defined in the last 

paragraph of Section 5.3. 

3. Regionally significant tourism routes have been developed by mirroring the major 

tourism routes promoted in state and regional publications, along with designated 

scenic drives indicated in regional promotional material. Consideration has also 

been given to any route used by a 40 seat tourist bus. 


tourism routes using locally generated information to show that a significant (i.e. 

100 plus) number of visitors see the site every day. 

5. Regionally significant community access routes have initially been developed 

based upon population data which identifies Key Towns (3000+), Important 

Centres (1000 to 3000) and Large Communities (100 to 1000), combined with 

access to the five essential services of education, health, finance (banking), 

recreation and emergency services. 


community access routes either because a Small Community (50 to 100) is 

particularly isolated, or because a section of road leading to a major service 

centre supports a population of at least 100 dispersed over various farms and 

micro communities which concentrate road movement as they near the service 

centre. 

1.6.3 Recommendations 

The following recommendations are presented for consideration by the SELGA RTWG 

and for formal adoption by the SELGA Board: 

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1. The updated regional transport goals developed as part of the 2030 Transport 

Strategy, as listed in Section 11.1 of this report, be adopted as the Regional 

Transport Goals for the 2030 Regional Transport Plan. 

2. Revised Regional Freight Routes, as shown on the regional overview, council 

wide maps and selected township detail maps in Appendix A and Enclosure 2, 

along with the underpinning definitions and methodology used to create the plans 

(as described in Section 5 of this report) be adopted as part of the 2030 Regional 

Transport Plan. 

3. Revised Regional Tourism Routes, as shown on the regional overview, council 





4. Revised Regional Community Access Routes, as shown on the regional 

overview, council wide maps and selected township detail maps in Appendix A 

and Enclosure 2, along with the underpinning definitions and methodology used 

to create the plans (as described in Section 7 of this report) be adopted as part of 

the 2030 Regional Transport Plan. 

5. Non-Roads Regional Transport Considerations, as presented in Section 8 of this 

report, be adopted as a basis for further investigation and development of 

specific initiatives for improving rail freight, sea transport and air transport 

infrastructure where economically viable to do so. 

6. The methodology for review and update of the 2030 Regional Transport Plan, 

along with preparation and submission of annual Special Local Roads Program 

or other funding applications, as summarised by the flowchart in Section 9.2 of 

this report, be adopted as a key element to ensure that the 2030 Regional 

Transport Plan remains current and relevant to the region’s transport planning 

needs. 

7. Regional Road Action Plans, highlighting immediate, medium term and long term 

requirements for improvement of all regional freight, tourism and community 

access routes identified in the 2030 Regional Transport Plan, be developed in 

accordance with the guidelines and sample spreadsheet shown in Section 10 of 

this report. 

8. The first scheduled strategic review of the regional freight, tourism and 

community access routes identified in the 2030 Regional Transport Plan be set 

down for financial year 2016/17 (i.e. three years after release of the final report). 

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PART B 

2.0 INTRODUCTION 

2.1 Background 

The South East Local Government Association (SELGA) is a Regional Association of 

Councils under Part 4 of the Constitution of the Local Government Association of South 

Australia. SELGA is now constituted as a Regional Subsidiary under Section 43 and 

Schedule 2 of the Local Government Act 1999, formed by the City of Mount Gambier, 

District Councils of Grant, Kingston, Robe and Tatiara, and the Naracoorte Lucindale 

and Wattle Range Councils. 

Collectively, the above seven councils have a total of 9,091 km of local roads under 

their care, comprising 2,071 km of sealed roads and 7,020 km of unsealed roads. The 

region serves a population of about 63,000 people (August 2011 census). 

Over 12 years ago, SELGA formed a Roads & Transport Working Group (RTWG), with 

membership comprising an elected member and an engineering/works representative 

from each constituent council. One of the initial tasks of the RTWG was to prepare a 

regional transport plan within the context of state transport planning initiatives being 

developed around the same time. 

The South East 2020 Transport Strategy was prepared by Maunsell McIntyre on behalf 

of SELGA. It was released in May 2000 (Reference 1). The original reason for 

development of the transport strategy was to enable all councils within SELGA to adopt 

a more coordinated approach to regional transport planning, including the submission 

of funding applications covering construction and maintenance of the regional road 

network. 

Several goals were defined as part of the 2020 Transport Strategy, namely: 

 

 

 

 

 

 

 

 

 

 

Reduce run-off and fatigue related vehicle accidents; 

Establish consistent and appropriate standard transport links across the South 

Australian / Victorian border; 

Develop an effective transport system for heavy vehicles; 

Address bottlenecks to freight flows which exist beyond the region; 

Reduce impacts of heavy vehicle movements through key centres; 

Improve regional airport facilities; 

Reduce the number of commercial vehicles on the road network; 

Reduce travel delays for freight vehicles; 

Reduce road transport of unprocessed products through the south eastern 

region; and 

Promote and assist regional tourism, including cycling. 

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There were two relevant key recommendations established through the strategy 

process, which were: 

1. Incorporate the South East 2020 Transport Strategy within each council’s 

strategic planning, transport and land use planning processes. 

2. Develop corridor strategies and implementation plans for specific routes, similar 

to the corridor strategies developed for rural arterial roads in Victoria. 

2.2 Project Overview 

In June 2012, HDS Australia was engaged by SELGA to prepare its 2030 Transport 

Strategy. The 2030 Transport Strategy is a strategic level assessment of transport 

needs and priorities within the Limestone Coast region for the period from 2012 to 

2030. It officially replaces the 2020 Transport Strategy, which has reached the end of 

its period of operation. 

Development of the 2030 Transport Strategy was undertaken by a specialist team of 

road transport planning and traffic engineers from HDS Australia led by John Olson, 

Managing Director and Principal Engineer, with key regional planning assistance from 

MasterPlan SA. The team’s approach used an agreed methodology developed jointly 

by HDS Australia and SELGA. The SELGA RTWG acted as a Reference Group for the 

project, with Rob Forgan, former Executive Officer for SELGA, as the Client 

Representative. 

Overall, the project entailed three distinct stages, namely: 

4. Identification of Land Use and Regional Transport Demands 

5. Development of Updated Regionally Significant Routes for the Region 

6. Preparation of a Final Report 

Each of the above stages had defined inputs, process requirements and consultancy 

deliverables, as specified in the consultancy framework included as Appendix A to 

Enclosure 1. This document complements the original project brief issued by SELGA. 

2.3 Stage 1 Tasks 

As outlined in Appendix A to Enclosure 1, an initial understanding of regional transport 

demands for the Limestone Coast region was gained from a review of the SELGA 2020 

Transport Strategy adopted in 2002, along with the Green Triangle Freight Action Plan 

and all other relevant transport planning documentation which has been published over 

the last ten years. This review of core transport demands (sources and destinations) 

for freight, tourism and community access requirements in SELGA was undertaken as 

the initial component of the project. 

The first stage of the project therefore entailed the following tasks (all of which are 

further explained in Appendix A to Enclosure 1): 

1. Carry out a study of all currently available development plans and associated 

transport plans, summarising research undertaken to date against the three 

transport "purpose" categories of freight, tourism and community access. 

2. Undertake additional research in relation to tourism demands. 

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3. Undertake independent research into the current and anticipated future location 

of employment, education, health, finance, recreation and emergency services 

relative to residential centres, including a definition of all population centres in the 

Limestone Coast region with a permanent population over 50. 

4. Examine non-roads transport options in light of the freight, tourism and 

community access transport demands identified under Steps 1, 2 and 3 above. 

This would include existing or potential air and rail services, along with passenger 

bus services throughout the region. 

5. Prepare a Working Paper summarising information collected in Stage 1, for 

consideration and adoption by the RTWG and individual councils. 

2.4 Stage 1 Outcome 

The major deliverable arising from the first stage of the project was the “2030 Transport 

Strategy – Demand Modelling Working Paper”, which summarised all of the Stage 1 

findings. The Demand Modelling Working Paper comprised an introduction and seven 

other sections (as listed below), along with 12 appendices containing relevant 

supporting information and 41 reference documents (supplied in PDF format on an 

accompanying CD). 

The main content of the Demand Modelling Working Paper covered: 

Section 2 (Review of State and Regional Development Plans) reviewed the strategic 

direction set by the state government for both South Australia as a whole and for the 

Limestone Coast region. It also examined the state’s current Planning Strategy, plus 

individual development plans in existence for the seven councils which form SELGA, 

along with a master plan and urban growth strategy for Mount Gambier. For each 

document reviewed, a summary of pertinent findings was provided, particularly where 

the issues impacted upon SELGA regional transport planning requirements. 

Section 3 (Review of Current Transport Plans) looked at recent transport planning 

studies covering the Limestone Coast region which have been undertaken by various 

federal, state and local government bodies. In addition to the 2020 Transport Strategy, 

a further seven transport studies were examined, with a summary of each provided in 

the Demand Modelling Working Paper. 

Sections 2 and 3 collectively identified and in many instances quantified the expected 

future demand for transport infrastructure in the Limestone Coast region out to various 

years from 2020 to 2050. 

Section 4 (Freight Routes of Regional Significance) summarised freight demands, 

including the main source of freight movements in the Limestone Coast region. A 

recommendation was made regarding quantifying the term “large volume of heavy 

freight vehicles”, so that measured or predicted heavy vehicle traffic volumes can be 

used to support applications for local roads to be considered a freight route of regional 

significance. 

Section 5 (Tourism Routes of Regional Significance) addressed tourism demands in 

the Limestone Coast region by examining in some detail various publications available 

from the South Australian Tourism Commission. Section 5 defined such demands in 

terms of economic benefit to the state, region and local community. A summary of total 

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visitor numbers and accommodation nights included in Section 5 confirms that the 

Limestone Coast is very popular with tourists and driving holidays between Adelaide 

and Melbourne are well supported. Section 5 also addressed strategic tourism issues 

through reference to the state and various regional tourism strategies. A methodology 

for defining tourism roads of regional significance was also proposed. 

Section 6 (Community Access Routes of Regional Significance) identified community 

access demands based upon current population, expected future growth in population 

under the current state strategic plan, consideration of demographic shifts (mainly the 

ageing population in South Australia) and availability of essential regional services 

covering education, health, finance (banking), recreation and emergency services. The 

second part of Section 6 proposed a methodology for defining community access 

routes of regional significance, using a combination of community size and availability 

of essential services. 

Section 7 (Non-Roads Transport Considerations) looked at state government public 

transport policy and its likely effect on SELGA regional transport planning. Operation 

of the Mount Gambier airport was discussed and potential upgrades considered. 

Impact of the Adelaide to Melbourne railway line was also examined, along with the 

disused “broad gauge” railway line to Mount Gambier. Sea movements were 

discussed, but are not considered to have a major impact in the region. 

Section 8 provided some recommendations with regard to the process for developing 

draft routes of regional significance, along with refinement of those routes through 

council consultation processes. 

Following review of the Demand Modelling Working Paper at an RTWG meeting held 

on 16 August 2012, and its subsequent adoption, the Working Paper became a key 

input to the second stage of the project. 


Stage 2 of the project involved development of revised principal route plans for the 

region, covering regionally significant and locally important freight, tourism and 

community access routes. The tasks undertaken as part of Stage 2 are detailed in the 

consultancy framework (refer Appendix A of Enclosure 1). In summary they involved: 

1. Meetings were held with staff from each council to discuss, then formally identify, 

all local roads which the council considered to have regional significance under 

one or more of the freight, tourism and community access categories. In the 

case of freight and tourism categories, “locally important” roads were also 

identified. While these roads did not meet the agreed criteria for regional 

significance, they were nevertheless considered sufficiently important to the 

council for inclusion in the regional transport plan. As part of the discussion 

process, each council was encouraged to include representatives from 

appropriate special interest groups (local tourism board, local development 

board, community associations, major freight or tourism operators) either at the 

main meeting or via one or more preliminary meetings, to gain specific input in 

relation to potential regionally significant roads. 

2. Following completion of the seven meetings with council staff, freight, tourism 

and community access regional route drawings were prepared to identify new 

routes submitted by individual councils, for consideration and endorsement by 

the SELGA RTWG. 

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3. A second meeting of the SELGA RTWG was held on 28 November 2012, during 

which RTWG members were guided through the process of considering, 

amending if needed, then preparing a recommendation in relation to the updated 

freight, tourism and community access plans. 

4. All councils provided further individual feedback in relation to the draft freight, 

tourism and community access drawings, which were amended and formally 

released as an approved set on 29 January 2013. 

5. Two councils subsequently requested further minor changes. These were 

actioned, along with a minor change in relation to Mount Gambier Airport access 

and inclusion of Naracoorte Aerodrome as a community access point, in Revision 

A drawings released on 9 April 2013. 

2.6 Stage 2 Outcomes 

The key deliverable prepared under Stage 2 was a set of approved Principal Route 

Plans (released as at 29 January 2013, with some at Revision A dated 9 April 2013). 

However, subsequent to release of these approved drawings: 

1. A third meeting of the SELGA RTWG was held on 11 April 2013, at which RTWG 

members adopted the regional routes presented at the meeting, subject to 

clarification of the Canunda Frontage Road tourism route and freight routes 

within Frances Township. 

2. Several further changes to the regional route drawings were made as a result of 

the RTWG meeting on 11 April and subsequent communication with individual 

councils. All drawings were subsequently re-published at Revision B status to 

avoid any confusion with earlier releases. 

The Revision B drawings now form the basis of the 2030 Regional Transport Plan. 

They are included in A4 format as Appendix A of this report, with A3 versions also 

available as Enclosure 2. In addition, MapInfo data sets are available if individual 

councils wish to incorporate the revised Regional Routes into local transport planning 

documents. 


Stage 3 of the project involved preparation of this final report, including detailed 

discussion of all aspects of the project and recommendations regarding regional 

transport priorities. 

The tasks undertaken as part of Stage 3 are shown in the consultancy framework (refer 

Appendix A of Enclosure 1). In summary they were: 

1. Consolidate all working papers into a final report. 

2. Prepare a draft of the “2030 Regional Transport Plan – Final Report” for 

consultation. 

3. Review any comments received on the draft report. 

4. Release a final version of the “2030 Regional Transport Plan – Final Report”. 

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Release of a key publication in August 2012, namely “Future Directions Optimising Our 

Transport Corridors” by the Department of Planning Transport and Infrastructure, 

necessitated an additional review of its likely influence over SELGA’s 2030 Regional 

Transport Plan. This document has been included as Reference 42. 

2.8 Stage 3 Outcomes 

This final report is the culmination of the 2030 Transport Strategy project. While 

released as a current summary of regional transport priorities for the next ten years, it 

is recognised that the 2030 Regional Transport Plan is a “living” document which will 

need regular review and updating as subsequent regional planning and development 

initiatives influence transport priorities. 

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3.0 REVIEW OF STATE AND REGIONAL DEVELOPMENT PLANS 

3.1 South Australia’s Strategic Plan 

South Australia’s Strategic Plan (SASP) was originally launched by the State 

Government of South Australia in March 2004. The plan had six objectives, namely: 

Growing Prosperity 

Improving Wellbeing 

Attaining Sustainability 

Fostering Creativity and Innovation 

Building Communities 

Expanding Opportunity 

The SASP was updated in 2007 and again in 2011 (Reference 3). It has been 

prepared as a basis for guiding all government actions and priorities. The latest 

version has objectives, visions, goals and targets for various priorities based on the 

three foundations of a sustainable society, namely Our Community, Our Prosperity and 

Our Environment. 

Relevant to the 2030 Transport Strategy is the vision, goal and targets under Our 

Prosperity: 

The Vision: 

South Australia plans and delivers the right infrastructure. 

To ensure the success of our State well into the future, we need to plan 

infrastructure that is economically and socially efficient. This will provide 

maximum return on investment and best value and benefit for our 

communities. 

The Goal: 

The Target: 

South Australia’s transport network enables efficient movement by 

industry and the community. 

Strategic Infrastructure. 

Ensure the provision of key economic and social infrastructure 

accommodates population growth. 

Reference to regional areas is provided in the following commentary: 

“We value the contributions our regions make to our economic prosperity, home to 

agriculture, forestry and fishing industries as well as an expanding mining industry. 

These industries together contributed $6 billion to our economy in 2009/10. We want 

our regional communities to thrive through sustained growth while reaping the 

economic benefits of their hard work.” 

South Australia’s Strategic Plan is not a statutory document. The Plan’s objectives and 

targets are taken into account in all state government decision making, driving greater 

discipline and focus across government. Associated with the SASP are specific “action 

plans” for various topics, which facilitate reaching the SASP targets. Of particular 

reference to the 2030 Transport Strategy is the Strategic Infrastructure Plan for South 

Australia. 

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3.2 Strategic Infrastructure Plan for South Australia (SIPSA) 

The current published version of the Strategic Infrastructure Plan for South Australia 

(SIPSA) was released in April 2005 and covers the period 2004/05 to 2014/15 

(Reference 4). The State Government has advised that release of an updated 

Strategic Infrastructure Plan for South Australia is “imminent”. Although it may soon be 

superseded, relevance of the current SIPSA to the 2030 Transport Strategy is reflected 

in the following “Transport Strategic Priorities”: 

Road 

 

 

 

Improve the State’s competitiveness through efficient freight transport networks 

and improved international links. 

Minimise the impact of freight vehicle movement on the community and 

environment by appropriately locating and protecting freight routes. 

Concentrate resources on maintaining and improving existing assets rather than 

extending the network. 

Rail 

 

Encourage the shift to rail transport for passenger and freight movements where 

justified by environmental, economic or social imperatives. 

Air 

 

Provide for the orderly expansion of facilities at regional airports to meet growing 

visitor and freight activities. 

SIPSA also identifies a series of specific strategic level transport projects for 

implementation across the state. Those relevant to the Limestone Coast region are: 

 

 

Enhance existing priority strategic freight routes throughout the state in order to 

minimise community impacts of road freight. 

Implement the strategic town bypass policy. 

The state government has lead responsibility for promoting, developing and evaluating 

these projects. 

South East / Limestone Coast 

The Strategic Infrastructure Plan for South Australia – Regional Overview (Reference 

5, Pages 60 to 69) provides the following information about the South East / Limestone 

Coast region. 

There are 9,091 kilometres of roads in the region, of which 2,071 kilometres are 

sealed. The main Adelaide to Melbourne standard-gauge rail line passes through 

Tintinara, Keith and Bordertown. There are existing disused broad-gauge lines running 

from Wolseley to Mount Gambier, from Millicent to Mount Gambier and from Mount 

Gambier to Portland. 

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In addition to the traditional softwood (Radiata Pine) timber industry, hardwood (Blue 

Gum) forests planted over the last decade are expected to yield an additional one 

million tonnes of timber when harvesting commences. Impacts on the community from 

transporting the projected tonnage by road are a major issue. The state government is 

continuing to fund road widening and construction of overtaking lanes on major roads. 

There is a significant network of bridges associated with the South East Drainage 

Scheme. The size and condition of some of these bridges will impact on heavy vehicle 

movements. Traffic flows in the South East have led local communities to lobby the 

Australian government for release of Auslink funding for heavy vehicle bypasses 

around major towns. 

The following project information is provided under the headings of “Transport” and 

“Land” in SIPSA: 

Project: Transport Priority 2005-2010 2011-2015 

Movement of freight between Limestone Coast 

and Victoria: 

• Work with the Victorian government to 1 * 

facilitate the use of rail to transport freight 

between South Australia and Victoria 

(Portland). 

• Develop plans to manage growth in freight 1 * * 

including road improvements and heavy 

vehicle detours of key towns, for example 

Penola and Mount Gambier. 

• Leverage Australian government funding 2 * * 

to provide additional transport 

infrastructure. 

• Upgrade the Riddoch Highway and the 2 * * 

Princes Highway section along the 

Coorong. 

• Identify the preferred site for a regional 

intermodal facility as part of a statewide 

intermodal strategy. 

3 * 

Project: Land Priority 2005-2010 2011-2015 

Coastal marine facilities at Cape Jaffa 

• Develop a combined public/commercial 2 * * 

marina and upgrade recreational facilities 

to cater for aquaculture and recreational/ 

commercial fishing activities. 

Availability of large-scale industrial sites 

• Investigate the potential location of future 2 * 

industrial sites in consultation with 

industry. 

• Develop an industrial estate at 2 * 

Mount Gambier. 

Note that several of the above projects have been significantly progressed, while 

others have stalled or been abandoned. It is expected that an updated SIPSA, 

together with the recently announced “Integrated Transport and Land Use Strategy for 

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South Australia” will, when released late in 2013, provide much greater clarity 

regarding the State Government’s priorities for transport and land use. 

3.3 South Australian Planning Strategy 

The Planning Strategy for South Australia (contained in various documents, but mainly 

References 7 and 8) is a statutory process required under Section 22 of the 

Development Act 1993, which presents the South Australian Government’s strategic 

policy directions for the physical development of the state. It is a requirement of the 

Development Act that councils must seek to align the Development Plan for their area 

with the Planning Strategy relevant to their region when preparing Development Plan 

Amendments. In this way, broad directions outlined within the Planning Strategy are 

translated to local area Development Plans and can affect local and regional 

development outcomes. 

3.3.1 Limestone Coast Region Plan 

The relevant volume of the Planning Strategy covering the Limestone Coast region is 

the Limestone Coast Region Plan dated August 2011 (Reference 20). Transport 

related references, and particularly those relating to freight transport, are summarised 

under the following headings: 

Overview 

 

Creation of employment opportunities depends on a good supply of land for 

development that is not constrained by a lack of infrastructure, as well as 

supporting opportunities in the primary production sector. In addition, the region 

is well positioned to benefit from having major rail and road freight transport 

networks that provide excellent access to markets in Adelaide and the eastern 

states. 

Principle 5: Protect and Build on the Region’s Strategic Infrastructure 

 

 

Proximity to major freight transport networks and freight storage facilities are 

crucial elements in the value chain, and provide comparative advantage to local 

agricultural, forestry, seafood and related industries in the region. 

The Green Triangle Region Freight Action Plan (Reference 23) identifies the 

actions needed to meet growing transport demand in the region, including road 

and rail network enhancements and regulatory reform. 

Policies 

 

 

 

 

Protect the transport functionality of road and rail corridors through planning 

policy in Development Plans. 

Designate and protect strategic roads and primary/secondary freight roads as 

identified. 

Protect current and future freight bypasses around towns. 

Site and locate industrial land to ensure an efficient road freight network. 

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Priorities for the Limestone Coast Region as identified in SIPSA 

 

 

 

 

 

Facilitate the use of rail to transport freight between South Australia and Portland. 

Develop plans to manage growth in freight. 

Leverage Australian government funding to provide additional transport 

infrastructure. 

Upgrade the Riddoch Highway and Princes Highway section along the Coorong. 

Identify the preferred site for a regional intermodal facility. 

Further Issues Related to Infrastructure and Services 

 

The need for improved north-south access between communities and for freight 

vehicles during harvest periods, and for the management of potential conflicts 

between cars and large freight vehicles. 

3.3.2 Greater Mount Gambier Master Plan 

The Greater Mount Gambier Master Plan is also a volume of the Planning Strategy 

which was adopted on 28 February 2008 (Reference 19). The Master Plan provides 

the following information in relation to “Infrastructure and Services – Transport”: 

Road Infrastructure: 

The South East is generally well supported with road infrastructure. The 

Riddoch, Jubilee and Princes Highways serve an important role for freight 

and private vehicle transport. Nelson Road and Princes Highway are 

particularly important freight routes to Portland, Victoria. 

An overtaking lane has been recently constructed on the Riddoch 

Highway near the Mount Gambier and District airport. Another two 

overtaking lanes are proposed further to the north along the Riddoch 

Highway to improve safety. (Note – Since publication of the Greater 

Mount Gambier Master Plan, these two overtaking lanes, along with a 

further overtaking lane on the Princes Highway between Mount Gambier 

and Millicent near Tantanoola, have now been constructed). 

A railway line extending from Wolseley through to the greater city of 

Mount Gambier and into Western Victoria has not been used to transport 

freight for more than 10 years. The state government is keeping future 

freight transport options open and is retaining this rail corridor. The line is 

being considered as one of the options in private sector investigations 

into the possible transportation of timber products from the proposed pulp 

mill site in Penola. (Note – Since publication of the Greater Mount 

Gambier Master Plan, the Penola Pulp Mill proposal has failed to 

proceed, so the likelihood of the rail corridor being required for timber 

product transport is very low). 

Road reserves along the Penola Road to the airport and Jubilee Highway 

West to the “Five Corners” intersection should be sufficient to enable the 

duplication of these roads when increased traffic conditions warrant it. 

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Investigations into Airport Expansion: 

The Mount Gambier District airport provides an important service to the 

region. 

The District Council of Grant commissioned a 15 Year Strategic Plan for 

the airport to position it strategically given increasing passenger numbers. 

The major issues relate to the main runway upgrade and terminal 

facilities. Council continues to work with the stakeholders in developing a 

proposal to seek federal and state funding for the runway and terminal 

facilities upgrades. (Note – Since publication of the Greater Mount 

Gambier Master Plan, a funding proposal for airport upgrades has been 

completed and funding received to upgrade the landside terminal 

facilities, install new runway lighting to reduce fog-related cancellations 

and allow larger aircraft to land, plus build a 50 car secure car park). 

3.4 Development Plans 

Development Plans are the key statutory documents in the South Australian planning 

and development system. The Development Act 1993 requires there to be a 

Development Plan for each part of the State in order to guide development and inform 

assessment of development applications. They are unlike the Strategic Plans referred 

to in Sections 3.1 and 3.2, or the other relevant studies referred to in Section 3.5, as 

they are part of the statutory process and provide detailed criteria against which 

development applications will be assessed. 

Each council within the Limestone Coast region has its own Development Plan. There 

is also a Land Not Within a Council Area (Coastal Waters) Development Plan which is 

relevant to the coastal region (Reference 24). 

Each Development Plan contains zones, maps and explicit written rules in the form of 

policies which guide property owners and others as to what can be done in the future 

on any piece of land in the area covered by the Development Plan. The zone maps 

and the policies (in the form of objectives, desired character statements and principles 

of development control) provide the detailed criteria used in assessment of proposed 

development applications. 

All Development Plans within South Australia are in the process of being converted to a 

Better Development Plan (BDP) process and format. Within the Limestone Coast 

region, as at August 2012 Wattle Range Council, Kingston District Council, Naracoorte 

Lucindale Council and the District Council of Robe Development Plans have been 

converted, while the other three are in various stages of completion. 

The BDP mapping format contains a series of overlays for each zone map, including a 

specific transport overlay which shows primary and secondary arterial roads, railways 

and provides the opportunity to recognise significant local road issues like freight 

routes and bypass roads. The BDP format provides the opportunity to reinforce 

transport and access route issues in the future. The existing Development Plan format, 

still in use by the City of Mount Gambier, District Council of Grant and Tatiara District 

Council, contains an overall structure plan indicating railways, major local roads, 

secondary and primary arterial roads, but no detail at the local level. 

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Apart from the identification of significant transport access routes, the Development 

Plans identify the location of designated land uses including residential, centre, 

commercial and industrial zones within township boundaries, and other uses outside 

the townships including specific industrial zones and primary industry or primary 

production areas. This information is important in determining where the major traffic 

generators are located, and how they are connected to the local and regional road 

system. A brief summary of each council’s Development Plan follows, providing an 

overview of the key land use factors to consider in the 2030 Transport Strategy. 

3.4.1 City of Mount Gambier 

The latest version of the Mount Gambier (City) Development Plan was released on 10 

May 2012 (Reference 17). Its major relevance to the 2030 Transport Strategy is the 

Structure Plan – Transport, Map MtG(C)/1, Overlay 1 (see Appendix L) which highlights 

the Primary Arterial Roads (Penola Road and Jubilee Highway) and the Secondary 

Arterial Roads (Benara Road / White Avenue and Punt Road / Pick Avenue). However, 

proposed northern and southern freight bypasses around the city are not shown. 

There are two main industrial areas located within the city at the western and eastern 

boundaries. The western industrial area contains a large General Industry zone 

located mainly west of the railway corridor and White Avenue and south of Jubilee 

Highway West, with adjoining Light Industry, Light Industry (Enterprise) and 

Commercial Industry Zones. This industrial area is centred around the Carter Holt 

Harvey (CHH) Mill on Commercial Street West, then CHH Particle Board Plant on 

White Avenue, and a number of other holdings including the Scotts, Sneaths and 

Whiteheads Transport depots. There is also the Calula Industrial Estate on O’Leary 

Road. The eastern industrial area is centred around the CHH Mill on Jubilee Highway 

East and is zoned General Industry. Other major industrial uses include Whiteheads 

Mill, Van Schaiks Bio-Products and the Council Waste Transfer Station. 

There is also a new retail precinct on the northern boundary of the city. 

3.4.2 District Council of Grant 

The relevant Development Plan at the time of writing is based on the amalgamation of 

the former District Councils of Mount Gambier and Port MacDonnell which occurred in 

1996. The latest version of the plan is dated 17 January 2013 (refer to Reference 16) 

and it is still subject to conversion into the BDP format. Its major relevance to the 2030 

Transport Strategy is summarised in the Structure Plan Map Gr/1 (Overlay 1) (see 

Appendix L) which will be converted to the BDP format in the future and defines the 

major road classifications. 

The Development Plan zones the main towns and settlements including Tarpeena, 

Yahl, Kongorong, Allendale East and Donovans on the mainland, and Port 

MacDonnell, Carpenter Rocks, Pelican Point, Blackfellows Caves, Nene Valley and 

Racecourse Bay on the coast. The majority of the district is situated within the Primary 

Industry zone, including the major softwood forestry plantations area and the rest is 

mainly used for grazing and dairy farming. A major freight traffic generator in the 

Primary Industry zone is the Mount Gambier and District Saleyards on Princes 

Highway. A large dairy is located off Nelson Road at Eight Mile Plains. 

The Mount Gambier District Airport is located within the current Primary Industry zone, 

approximately 10 kilometres north of Mount Gambier and it will be converted to an 

Airfield Zone in the future. Industrial zones outside of designated townships are 

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located adjacent to the airport off Riddoch Highway, adjacent to the City of Mount 

Gambier on Riddoch Highway and Millicent Road, and at Mount Schank on the Bay 

Road. Industrial zones within townships are located at Port MacDonnell (fishing 

industry) and at Tarpeena (forestry). 

3.4.3 Wattle Range Council 

The Wattle Range Council was formed in 1997 and the Development Plan is based on 

Development Plans for the former District Councils of Beachport, Millicent and Penola, 

consolidated in 2004 and converted to the BDP format in 2008. The latest version is 

dated 7 February 2013 (refer to Reference 15). Its major relevance in relation to the 

2030 Transport Strategy is summarised in Overlay Map Wat R/1 – Transport (see 

Appendix L) which shows the primary and secondary arterial road network. More detail 

is provided in each individual zone map overlay, including the recent extension to the 

Millicent Bypass Road and the proposed Penola Bypass development. 

The Development Plan zones the main towns including Millicent, Penola and 

Beachport, plus smaller townships at Kalangadoo, Mount Burr, Rendelsham, 

Hatherleigh, Southend, Nangwarry and Coonawarra. The majority of the district is 

zoned Primary Production, with significant horticultural activities centred around 

Coonawarra, softwood forestry around Kalangadoo, Nangwarry, Mount Burr and 

Glencoe, hardwood forestry (Blue Gums) west of Penola, and the rest of the area being 

a combination of farming and grazing activities. 

Large industry zones are located at Millicent, including the Viterra bulk handling site 

and the Saleyards, and at Kalangadoo (timber mill), while smaller local industry zones 

are established at Beachport, Southend and Penola. The Katnook Primary Industry 

policy area of the Primary Production zone has been set aside for industries processing 

or associated with the products of farming, intensive animal keeping, horticulture or 

commercial forestry, including industries for the processing of timber or the production 

of paper. The Saffries Potato Chip Factory is also located within this area. The pulp 

and paper works and timber mill located at Snuggery between Millicent and Tantanoola 

are situated within the Primary Production zone. 

3.4.4 Naracoorte Lucindale Council 

Naracoorte Lucindale Council was formed in 1997 and the Development Plan is based 

on the former Naracoorte (CT), Naracoorte (DC) and Lucindale (DC) Development 

Plans, consolidated in 2000 and converted to the BDP format in 2010. The latest 

version is dated 29 November 2012 (Reference 13). Its major relevance in relation to 

the 2030 Transport Strategy is summarised in Overlay Map NaLu/1 – Transport (see 

Appendix L) which shows the primary and secondary arterial road network. More detail 

is provided in the individual zone map overlays. 

The Development Plan zones the main towns of Naracoorte and Lucindale, and the 

smaller settlements including Hynam, Kybybolite and Frances. The majority of the 

council area is zoned Primary Production. The main primary industry products are 

sheep for meat and wool, dairy products, beef cattle and vines. Planting of vines, 

commercial forestry and other more intensive agriculture has occurred mainly east of 

Riddoch Highway around Wrattonbully. 

Large industry zones are located in Naracoorte on the eastern and western sides of the 

town. A large industry zone centred around the Naracoorte meatworks is located on 

the Wimmera Highway. The Naracoorte Saleyards are also located in the Primary 

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Production zone on the Wimmera Highway between Naracoorte and Hynam. Local 

industry is located in the township of Lucindale in the Commercial zone. Large areas 

of hardwood plantations are located within the Primary Production zone south of 

Lucindale. The major tourism attraction is the World Heritage listed Naracoorte Caves 

located 15 minutes’ drive south of the Naracoorte township. 

3.4.5 District Council of Robe 

The Robe Council Development Plan was converted to BDP format in November 2011. 

The latest version is dated 21 February 2013 (Reference 14). Its major relevance to 

the 2030 Transport Strategy is the Overlay Map Ro/1 – Transport (see Appendix L) 

which shows the primary and secondary road network. More detail is provided in each 

individual zone map overlay. 

The main township of Robe is divided into a number of zones including two Industry 

zones at the south western section of the designated township which are not 

connected to the secondary arterial road access along the main road. The rest of the 

council area is predominantly located in the Primary Production zone which includes 

irrigated and non-irrigated cropping and horticulture, grazing and forestry. Robe hosts 

a Southern Rock Lobster fishing fleet out of Lake Butler and a boutique wine district is 

located around Mount Benson. 

3.4.6 Kingston District Council 

The latest version of the Kingston District Council Development Plan is dated 13 

December 2012 (Reference 12). The plan was converted to BDP format in 2008 and 

the Cape Jaffa Anchorage DPA was adopted in 2009. The plan’s major relevance to 

the 2030 Transport Strategy is Overlay Map King/1 – Transport (see Appendix L) which 

shows the location of primary and secondary arterial roads. More detail is provided in 

the individual map overlays. 

The Development Plan zones the main town of Kingston and the coastal marina at 

Cape Jaffa. An Industry zone is located in Kingston adjacent to the Princes Highway 

and the Reedy Creek to Lucindale Road. A rock lobster fleet operates out of the Cape 

Jaffa Marina, and commercial and industrial areas are specifically zoned for the fishing 

and aquaculture industry. The rest of the district is predominantly located within the 

Primary Production zone. 

The main land uses are grazing (cattle and sheep) with some minor cropping. There is 

an established commercial forestry plantation near Mount Benson and a local wine 

region at Mount Benson / Cape Jaffa. For some time, the Development Plan has 

identified the location of a lignite deposit within the Primary Production zone north of 

Rowney Road. Although there has been no progress and no development to date, it is 

identified as a potential source of freight generation in the future. 

3.4.7 Tatiara District Council 

The latest version of the Tatiara (DC) Development Plan is dated 14 February 2013 

(Reference 11). Its major relevance to the 2030 Transport Strategy is the existing 

Structure Plan Map Tat/1 – Overlay 1 (see Appendix L), which highlights the Adelaide 

to Melbourne railway, major local roads, as well as existing primary and secondary 

arterial roads. 

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The Development Plan zones the main towns including Bordertown and Keith, and the 

smaller settlements of Mundulla, Padthaway and Wolseley. The majority of the district 

is zoned Primary Industry and main land uses are cropping (wheat, barley and oats), 

stock grazing (cattle and sheep) and pastoral activities. Keith is also well known for its 

small seed production, mainly lucerne. 

In some parts, particularly around Padthaway, there is extensive irrigation which has 

facilitated the growing of vines as well as small seeds, flowers, vegetables and olives. 

Mass production of onions and potatoes has occurred in the Primary Industry zone 

north of Bordertown. 

Major bulk grain storage and handling facilities are located at Keith and Wolseley. An 

export meat processing works is located just out of Bordertown and processes up to 

5,000 sheep per day. There are also Industrial zones located at Bordertown and Keith 

catering for the local businesses and a transport hub which is utilised by heavy 

vehicles. 

3.5 Other Relevant Studies 

3.5.1 Development Plan Review 

The final report of the South East Local Government Association Joint Section 30 

Development Plan Review was released in May 2010. South Australia’s planning 

system enables the state government and councils, in partnership with each 

community, to plan ahead in order to: 

promote development in suitable locations, protect the environment, and create a 

desired character and urban and regional form throughout the state and provide 

more clarity and certainty for those proposing development and the wider 

community. 

Section 30 of the Development Act, 1993 requires councils to regularly review their 

Development Plans to determine how the Planning Strategy as outlined in Section 2.3 

can best be implemented in their areas, and how their Development Plans should be 

upgraded in the future. The Development Act 1993 states that councils must review 

their Development Plans every three to five years. 

Since 1997, SELGA has organised Joint Section 30 Development Plan Reviews on 

behalf of its seven member councils. There was one undertaken in 1997 and again in 

2003, while the latest was conducted in 2009 and completed in 2010. Each council is 

also required to provide a local strategic plan pursuant to the requirements of the Local 

Government Act. The 2010 Joint Section 30 Development Plan Review also reviewed 

all the relevant local strategic plans of each member council. 

The 2010 Development Plan Review included the following strategic recommendation 

that may have an influence on the issue of freight transport routes in the future. The 

review identified a need to undertake several Regional Development Plan 

Amendments (DPAs) to address key outcomes and directions of the various strategies, 

and to address existing deficiencies in the current relevant Development Plans. A 

particular regional DPA recommendation that may be relevant to the 2030 Transport 

Strategy was: 

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a Regional Economic Development DPA to respond to key elements of the 

Regional Strategic Plan including economic development, commercial growth, 

industrial land supply, primary industry and tourism. 

A regional DPA of this nature could also be used to implement any regional transport 

strategies that may arise out of this study. The following list of current local council 

Development Plan Amendments (DPAs) may have an influence on the transport 

strategy in the future: 

District Council of Grant: Better Development Plan Amendment 

Country/Rural Living & Township Expansion DPA 

Mount Gambier City Council: Better Development Plan Amendment 

Wattle Range Council: Primary Production Zone and General DPA 

Naracoorte Lucindale Council: Nil 

Robe District Council: 

Nil 

Kingston District Council: Residential (Golf Club) and Rural Living DPA 

Tatiara District Council: Better Development Plan Amendment and 

General DPA 

3.5.2 Natural Resources of the Tatiara 2012 

Natural Resources of the Tatiara is a local action plan prepared in May 2012 by the 

Tatiara Local Action Plan Committee on behalf of the Tatiara District Council 

(Reference 30). The study looks at the level of sustainable agriculture and farming 

practices in the future, which provides an indication of potential land use changes in the 

Primary Industry zone. In summary: 

• Dryland cropping covers about 20 percent of the district’s developed land each 

year and there are approximately one million head of livestock (sheep and cattle). 

• Despite the small area covered by irrigation (approximately 5.5 percent), it forms 

a significant part of Tatiara’s economy. 

• There are over 25,400 hectares of irrigated crops, of which about one third is 

used for lucerne seed production. 

• It is estimated that in some years the farm gate value of irrigation production may 

be up to 50 percent of the district’s agricultural total. 

PIRSA special information mapping 2009 shows the concentration of irrigated crops in 

the following areas: 

• West of Bordertown. 

• South of Keith. 

• North-west of Keith. 

• North of Bordertown (potatoes). 

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4.0 REVIEW OF CURRENT TRANSPORT PLANS 

4.1 General 

This section of the report looks at recent transport planning studies covering the 

SELGA region which have been undertaken by various federal, state and local 

government bodies. The first of these documents is the South East 2020 Transport 

Strategy, while a further four transport studies have also been examined. Once again, 

a summary of each is provided. 

4.2 South East 2020 Transport Strategy 

The South East 2020 Transport Strategy was prepared by Maunsell McIntyre and 

dated May 2000 (Reference 1). The development of this integrated transport strategy 

was undertaken to benefit all councils in the region and the Department of Planning, 

Transport and Infrastructure (DPTI, formerly DTEI) by providing a single strategy for 

the development, construction and maintenance of the regional transport network. As 

part of the community and stakeholder consultation undertaken throughout the study, a 

number of specific issues were identified in relation to the transport network, and these 

were developed and reviewed to establish the following relevant goals: 

• reduce run-off road and fatigue related vehicle accidents; 

• establish consistent and appropriate standard transport links across the South 

Australian / Victorian border; 

• develop an effective transport system for heavy vehicles; 

• address bottlenecks to freight flows which exist beyond the region; 

• reduce impacts of heavy vehicle movements through key centres; 

• improve regional airport facilities; 

• reduce the number of commercial vehicles on the road network; 

• reduce travel delays for freight vehicles; 

• reduce road transport of unprocessed products through the south eastern region; 

and 

• promote and assist regional tourism, including cycling. 

The relevant key recommendations established through the strategy process included: 

1. Incorporate the South East 2020 Transport Strategy within each council’s 

strategic planning, transport and land use planning processes. 

2. Develop corridor strategies and implementation plans for specific routes, similar 

to the corridor strategies developed for rural arterial roads in Victoria. 

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4.3 AusLink White Paper 

The AusLink White Paper titled “Building our National Transport Future” was published 

by the Australian Government’s Department of Transport and Regional Services in 

June 2004 (Reference 26). It set up the framework for the planning and funding of 

Australia’s national roads and railways taking a long term strategic approach for the 

future. It provided an integrated corridor approach to infrastructure planning. This 

approach focussed on meeting future freight and passenger needs in the best way, 

irrespective of the transport mode. Only projects of high national priority were 

considered. As a result, the Australian Government funded projects which would have 

the greatest effect on the nation’s long term future, including projects to improve the 

safety of Australia’s major transport links and to make it quicker and cheaper to 

transport freight around the country. 

The following investments were made in the Melbourne to Adelaide corridor during the 

five year planning period of AusLink: 

Dukes Highway: The Australian Government committed $15 million for shoulder 

sealing and to complete pavement reconstruction east of Bordertown within 

South Australia. 

Adelaide to Melbourne Railway: The Australian Rail Track Corporation planned 

on-going maintenance and minor works to increase rail reliability and capacity. 

The AusLink regional strategic investment funding stream aimed to enhance the ability 

of regional industry and communities to compete in the national and global 

marketplace. 

Funding was to be targeted to local transport links of regional significance that might: 

• carry out a connecting function within the regional land transport network or the 

National Network; 

• form an important part of the economic development strategies within a region, 

consistent with existing or development regional plans; 

• provide access to export-related transport networks – via rail heads, higher order 

regional roads, freight depots, intermodal facilities, ports and major airports; and 

• enhance access for regional communities to services and employment. 

The AusLink White Paper encouraged strategic planning at the regional level. AusLink 

regional funding was therefore designed to encourage and reward collaborative and 

strategic planning approaches – especially those which enhance the connections 

between local, state and national networks and those which are responsive to 

improved freight logistics. 

4.4 Melbourne – Adelaide Corridor Strategy 

One of the key components of the AusLink White Paper process was the development 

of a strategy for each corridor of the AusLink National Network. The Melbourne – 

Adelaide Corridor Strategy is aimed at long term development of this important 

transport corridor. It was prepared in 2007 jointly by the Australian Government’s 

Department of Transport and Regional Services, along with state government transport 

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agencies in Victoria and South Australia (Reference 27). The strategy provided 

guidance to decision makers and planners on the direction for development of the 

corridor over the next 20 to 25 years. 

At a glance, the Corridor Strategy provided the following information: 

“Address congestion, safety and reliability on underperforming sections of the 

road links and improve rail’s performance and share of the freight market. The 

Melbourne-Adelaide Corridor provides a vital link in the freight flows between 

eastern and central Australia and serves various regions with a mix of urban and 

regional communities. The corridor links major agriculture (grain, timber, 

horticulture and livestock) production areas of western Victoria and the southeast 

of South Australia to Melbourne, Adelaide and the associated export market. 

The corridor’s role in moving freight between capital cities extends beyond the 

boundaries of South Australia and Victoria. Some of the freight carried originates 

in or is destined for Perth and (to a lesser extent) Sydney and Darwin. The total 

freight movements along the corridor, including those originating in or destined 

for Perth or Darwin, are expected to increase at a rate of 2.6 percent a year to 

2025. Road is expected to continue to be the dominant mode of transport for 

intra-state passenger travel particularly for trips less than 400 kilometres, while 

inter-capital passenger movements are dominated by air.” 

Short-term priorities included in the Melbourne – Adelaide Corridor Strategy which are 

relevant to the 2030 Transport Strategy centre around the following strategic issues: 

• the safety of passenger and freight movements along the corridor; 

• the condition of the ageing road and rail infrastructure, which affects safety and 

efficiency; 

• planning for longer-term management of transport issues in growth areas 

between Ballarat and Melbourne and Murray Bridge and Adelaide; and 

• improvements of the rail corridor to increase the capacity and competitiveness of 

rail. 

In response, DPTI undertook an extensive study in 2009 to determine appropriate 

treatments to address the aims of the strategy. The approach chosen was to deliver a 

program of works to produce the most cost effective and widespread improvements to 

safety along the whole length of the Dukes Highway. 

$100 million was committed to improving the Adelaide to Melbourne corridor in South 

Australia under the Australian Government’s Nation Building Program (2008/9 to 

2013/14). Funding for this program comprises $80 million for Dukes Highway 

improvements from the Australian Government and $20 million from the SA 

Government for improvements to the South Eastern Freeway and Princes Highway. 

4.5 Mount Gambier Heavy Vehicle Access Study 2002 

In 2002, the City of Mount Gambier, DC Grant and DPTI jointly commissioned Maunsell 

Australia to undertake the Mount Gambier Heavy Vehicle Access Study (Reference 

28). The study considered the impact of heavy vehicles in Mount Gambier and 

identified alternate heavy vehicle routes that could be made available to meet the 

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requirements of the freight industry whilst minimising the impact on the Mount Gambier 

township and immediate environs. 

Consideration of various options resulted in the identification of possible heavy vehicle 

network scenarios, including use of the existing road network, an inner road route and 

a middle road route. The favoured option at the time was the middle ring road option. 

The recommended eastern route involved Worrolong Road and Attamurra Road to 

Princes Highway and the relevant western connection involved Nick Lyon Road, a new 

road link connecting at Pinehall Road and O’Leary Road. 

The general conclusions from the study were as follows: 

• no single road will service the complete needs of the heavy vehicle transport 

industry; 

• a ring route or by-pass route around the city is not feasible in the short to medium 

term, due to the large percentage of heavy vehicles going to or leaving Mount 

Gambier and the manufacturing facilities in the built up area; and 

• Princes Highway (Jubilee Highway), Riddoch Highway (north of Jubilee Highway) 

and Nelson Road (south of Grant Avenue) will continue to be significant heavy 

vehicle transportation routes. 

Nevertheless, it was recognised that a heavy vehicle by-pass to the north-east of the 

city using Worrolong Road and Fairbanks Road would cater for any increase in heavy 

freight traffic travelling between the Riddoch Highway and the Princes Highway to the 

Port of Portland. Consequently funding was obtained for the Worrolong and Fairbanks 

Road Bypass. 

4.6 Road Classification Guidelines in South Australia 

Released in July 2008, the Road Classification Guidelines in SA (Reference 32) was 

prepared by the Local Roads Advisory Committee on behalf of the Local Government 

Association of South Australia and DPTI. It provides the most recent and most 

comprehensive set of definitions for the classification of roads throughout South 

Australia as “Arterial” or “Local”. It also provides a fundamental definition of “Key 

Towns” and “Important Centres” based upon “ABS 2006 Census of Population and 

Housing” data. 

Relevant definitions contained within the Road Classification Guidelines which are 

most likely to influence SELGA regional transport planning are: 

Key Town and Important Centre 

Key Towns are designated as those with a population greater than or equal to 3000, 

while Important Centres are those with a population greater than or equal to 1000 

persons, but less than 3000. Note that the terms Key Town and Important Centre have 

been used in the Road Classification Guidelines solely to determine the road hierarchy 

and network. The terms are based on population only and do not necessarily reflect 

the general importance of towns in the state. 

Using the above definitions, Page 7 of the Road Classification Guidelines lists Key 

Towns in the SELGA region (from largest to smallest) as Mount Gambier, Naracoorte 

and Millicent. Important Centres are listed as Bordertown, Kingston SE, Robe, Penola 

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and Keith. An increase in population between the 2006 and 2011 census has resulted 

in Port MacDonnell also being included as an Important Centre. 

Rural Arterial Road 

Rural Arterial Roads provide a highly connective strategic network of roads carrying 

significant traffic volumes, including heavy vehicles, over long distances on a 

continuous basis (as distinct from seasonal traffic). Such roads include: 

• Roads between states and their capital cities (e.g. the Dukes Highway); 

• Roads between broad geographic regions of the state and between Key Towns 

in these regions (e.g. Princes Highway and Riddoch Highway); 

• Roads connecting Important Centres to Key Towns (e.g. Southern Ports 

Highway, Penola – Millicent Road, Port MacDonnell – Mount Gambier Road); 

• Roads connecting Important Centres to each other where such links in 

association with other arterial roads are of state-wide or major regional 

significance (e.g. Bordertown – Kingston SE Road). 

Rural Local Road 

Rural Local Roads are of three kinds: 

• Roads that are obviously local access roads leading to groups of farms or small 

settlements; 

• Roads that provide for local area movements including travel between two 

Important Centres (note that local area is not necessarily synonymous with 

council area); and 

• Roads leading to Important Centres or other communities situated a short 

distance off the main bypassing arterial road. 

Urban Road 

Urban Roads are defined as those inside the Adelaide metropolitan area. However, an 

exception to this is those roads located in some regional cities, or large country towns, 

which are considered to be of an urban nature. It is therefore proposed in the Road 

Classification Guidelines that roads within those towns outside of Adelaide with 10,000 

people or more be treated as urban. For the SELGA region, this would apply to Mount 

Gambier. 

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PART C 

5.0 FREIGHT ROUTES OF REGIONAL SIGNIFICANCE 

5.1 Freight Demands 

Much of the freight demand modelling presented in the original 2020 Transport 

Strategy (Reference 1) remains relevant to preparation of the 2030 Transport Strategy. 

Major regional commodities identified in the 2020 Transport Strategy included wine, 

horticulture, livestock, grain and timber. Of these, future demands for freight transport 

associated with the first four remain consistent with projections in Section 3.3 of 

Reference 1. On the other hand, the number of hardwood timber plantations has 

increased dramatically, particularly in the south of the Limestone Coast region. This 

will place significant additional demands on the road network when timber harvesting 

commences. 

Sources of freight movements in the region comprise two fundamental types: 

1. Individual properties throughout the region. In this instance, freight movements 

are generally of low volume and spread across various roads in the network, 

dictated by the needs of individual businesses. In some cases, use of B-Doubles 

may be required. These are generally approved via issue of individual permits 

or, if required on a regular basis, through gazettal of a Commodity Freight Route 

under DPTI’s Heavy Vehicle Access Framework. 

The presence of B-Doubles may dictate that these “farm/industry gate to arterial 

road” freight routes qualify as important freight routes within an individual 

council’s area of responsibility. However, the routes do not necessarily qualify as 

regionally significant unless the daily quantity of B-Double movements is high 

enough that the quantity of freight being moved brings substantial economic 

benefit to the region. This would be the case where freight movements from a 

large number of individual properties start to concentrate onto a common route. 

2. Industrial and logistics development zones in Key Towns and Important Centres. 

These zones generate significant economic activity which is of benefit to an 

individual council’s area of responsibility and to the Limestone Coast region. In 

some cases, the centres are of importance to the state as a whole. 

One major industrial/logistics development zone has been identified within Mount 

Gambier. Any local roads connecting this zone to a nearby arterial road 

automatically qualify as being of regional significance. 

Various minor industrial zones exist in Important Centres throughout the 

Limestone Coast region. These are identified in the Development Plan 

applicable to each council (References 11 to 17). Local roads connecting minor 

industrial zones to a nearby arterial road will qualify as being of local importance, 

but to be considered of regional significance will require a sufficient number of 

freight movements to demonstrate economic benefit to the region as a whole. 

A summary of the predicted freight generation demands is provided for each local 

government area in the following table: 

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Predicted Freight Generation Demands 

Freight Generator 

City of Mount Gambier 

Calula Estate on O’Leary 

Road 

Area Surrounding CHH 

Pine Mouldings on 

Commercial Road West 

Carter Holt Harvey Mill 

and surrounding industry 

on Jubilee Highway East 

District Council of Grant 

Softwood Forestry 

Plantations 

- Kongorong 

- Caroline 

- Glenburnie 

- Wandilo 

Gunns Tarpeena Mill 

Mount Gambier District 

Airport 

- Associated 

Industry Zone 

Transport Industry Zone 

(north of Mount Gambier) 

Mount Gambier District 

Saleyard 

Windfarm 

Port MacDonnell Industry 

Zone 

Donovans Dairy plus 

other dairies in the vicinity 

Current/Predicted Capacity 

Commentary 

Fully developed Light Industry 

zone 

Combined General and Light 

Industry areas, mainly small 

operations 

General Industry zone 

including timber mills and 

associated industries 

Individual sites are likely to 

generate less than 50,000 

tonne each. The main impact 

is in relation to routes near 

the processing facility 

520,000 tonne sawlog 

capacity 

100,000 passengers per 

annum plus freight traffic 

Only development so far is 

Cummins Diesel 

headquarters. 

125,000 cattle / 250,000 

sheep per annum. One sale 

per week. High percentage of 

impact by small vehicles. 

80% output by B Doubles 

Short term high intensity 

construction phase 

Localised to fishing industry 

Average Milking Herd 2,000 

cows 

Regional Significance 

Combined it is likely to 

be a Major Industry 

Logistics Centre 

Minor Industry Centre 

Combined, it is a Major 

Industry Centre 

Minor Industry Centres 

Major Industry Centre 


Minor Industry Centre. 





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Limestone Mines 

Wattle Range Council 

Softwood Forestry 

Plantations 

- Tantanoola area 

- Glencoe area 

- Mount Burr area 

- Penola (east) 

Hardwood Forestry 

Plantations 

- Penola (west) 

Snuggery Pulp and 

Paperworks and Mill 

Windfarm 

Kalangadoo Mill 

Nangwarry Mill 

Saffries Potato Chip 

Factory 

Millicent Industry Zones 

including Viterra Grain 

Storage 

Beachport and Southend 

Industry Zones 

Concentrated south-west of 

Mount Gambier but located in 

various different quarries 

Individual sites are likely to 

generate less than 50,000 

tonne each. The main impact 

is in relation to routes near 

the processing facility. 

200 commercial vehicle 

movements per day 

generated by commercial 

forests 1 



Leading Timber 

Preservation/Treatment Plant 

in Australia. Capacity 155 

cubic metres of finished 

product per annum 

100,000 tonnes processed 

per annum 

Viterra Grain Storage is 

130,000 tonnes, plus other 

industrial uses 

Local industry mainly 

associated with fishing 











Coonawarra Wine District 5,860 hectares at 15-25 

tonnes per hectare 

Potatoes/Onions - 

Glenroy 




Hardwood Forestry 

Plantations south of 

Lucindale 

Same as Penola (west) 


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Vineyards – Wrattonbully 

Naracoorte Meatworks 

2,550 hectares 

15-25 tonnes per hectare 



Naracoorte Saleyards 110,000 cattle and 650,000 

sheep per annum 


Lucindale Local Industry 

(Commercial Zone) 

Naracoorte Industrial 

Estate 

Windfarm (Exmore) 

District Council of Robe 

Robe Township Industry 

Zone 

Windfarm 

Mount Benson Wine 

Growing Area 

Kingston District Council 

Noolook Softwood 

Forestry Plantation 

Cape Jaffa Wine District 

Windfarm 

Cape Jaffa Anchorage 

Fishing and Aquaculture 

Industry 

Kingston Industry Zone 

Tatiara District Council 

Bordertown Industry 

including Viterra Grain 

Distribution 

Keith Industry including 

Viterra Grain Distribution 

Wolseley Grain Storage 

and Distribution 

Only local industries 

supporting town 



Only minor industries 

supporting the town 



Total 536 ha with Cape Jaffa 

wine region 

Approximately 8,900 hectares 

Total 536 ha with Mount 

Benson wine region 



Specifically zoned to support 

fishing and aquaculture 

Mainly serving locals in 

the township 

39,000 tonne grain storage 

capacity and local industries 

136,000 tonne grain storage 

capacity and local industries 

100,000+ tonne grain storage 

capacity 












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Padthaway Wine District 4,010 hectares at 15-20 

tonnes per hectare 


Potato and Onion Farms 

Pinnaroo Road 

Irrigated areas scattered 

around the Pinnaroo Road 


5.2 Capacity and Safety Issues 

If considered in isolation to other road users, freight routes could be established as the 

shortest link between freight demand generators (such as the major industrial/logistic 

zones, minor industrial zones, extractive industries or individual properties) to arterial 

roads. However, use of the road network by commuters and tourists generates several 

different sets of road user requirements which must be catered for. The safety of all 

road users is affected by the capacity of individual roads to handle these differing 

requirements. 

Where possible, separation of freight movements from commuter/tourist traffic 

achieves pronounced improvements in road safety for all users. The continued 

introduction of freight bypasses for Key Towns and Important Centres has therefore 

been given a very high priority by the state government, with implementation of its 

strategic town bypass policy being recognised as a strategic transport project within the 

Strategic Infrastructure Plan for South Australia (Reference 4). 

5.3 Definition of Regional Freight Routes 

The most appropriate definition of a regionally significant freight route remains that 

which is contained within the December 2001 Roads Infrastructure Database (RID) 

Project Report (Reference 2), namely that a "Freight" purpose "Facilitates industry 

development by linking key industries to major transport routes and contributes to 

efficient movement of large volumes of heavy freight vehicles". Unfortunately, the term 

“large volumes of heavy freight vehicles” was never fully defined in the RID Project 

Report, nor in any of the subsequent strategic planning documents which have been 

released. 

For the purpose of the 2030 Transport Strategy, it has been agreed that the following 

quantifiable definition of a “large volume of heavy freight vehicles” be applied: 

• At least 10 B-Double movements per day (50 per week) on a two way basis (i.e. 

half may be empty or part full); or 

• At least 20 semi-trailer movements per day (100 per week) on a two way basis 

(i.e. half may be empty or part full); or 

• Any combination of the above where a B-Double counts as two semi-trailers. 

Assuming a typical load of 40 tonnes for a B-Double and 20 tonnes for a semi-trailer, 

this equates to 200 tonnes per day (1000 tonnes per week or 50,000 tonnes per 

annum) of general freight movement on the route. This figure provides a quantifiable 

assessment of whether routes servicing an industry centre should be classified as 

regionally significant (i.e. over 50,000 tonnes per annum) or locally important (under 

50,000 tonnes per annum). However, the exception to this measure is high value 

freight (such as the lobster industry), where fast and reliable access to market and the 

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value of the economic contribution to the region may justify such routes being classified 

as regionally significant, despite a much lower tonnage involved. 

The RTWG meeting held at the end of Stage 2 of the project identified that the number 

of freight routes qualifying as regionally significant under the above definition would be 

much less than those identified in the 2020 Transport Strategy. It was therefore agreed 

that the term “locally important freight route” would be officially introduced, with a 

quantifiable definition of carrying between 20,000 and 50,000 tonnes per annum of 

freight. This definition allows for important freight routes to be shown as part of the 

Principal Freight Routes for the SELGA region, while still defining regionally significant 

freight routes as carrying the higher loads of 50,000+ tonnes per annum. 

5.4 Short Term High Intensity Freight Routes 

Within the Limestone Coast region, there are two significant freight generators which 

cause roads to fall into a “short term high intensity” freight route category, namely wind 

farm construction and hardwood forestry harvesting. The 2030 Transport Strategy is 

primarily intended to address longer term on-going freight generators. However, while 

construction of a wind farm may take as little as one year to complete, it has the 

potential to significantly damage a road due to the high volumes and heavy loads 

involved. The same can also be said for forestry harvesting, where a plantation may 

take between 10 and 20 years to grow and then be harvested within one year, 

potentially leading to significant road damage. 

Given the large impact of these activities on the road network, it is important to 

recognise them accordingly. Sufficient funding to maintain these short term high 

intensity freight routes in a safe condition capable of handling projected short term 

loads will also need to be sought accordingly. It is proposed to show such routes on 

freight route maps as a “locally important freight route”, even though the anticipated 

tonnage in the harvesting year would be much higher than the 50,000 tonne regionally 

significant threshold. 

5.5 Summary of Findings – Regional Freight Routes 

The process for developing regional freight routes was undertaken in two steps, 

namely: 

1. All major industrial zones were linked to the nearest suitable DPTI arterial road 

and/or national highway, if they were not already located on a DPTI route. 

2. Minor industry centres were examined, with connection to a DPTI arterial road 

determined to be regionally significant if the volume of heavy vehicles and/or 

tonnage of freight moved on that route met the definition in Section 5.3 above. 

Note that, where any route associated with a minor industry centre failed to meet 

the definition for regional significance, most were designated as a locally 

important freight route. 

As a result of the above process, and using the definitions shown in Section 5.3, a 

variety of maps showing regionally significant and locally important freight routes in the 

SELGA region have been prepared. These regional freight routes have then been 

presented in a regional overview, together with council wide maps for greater clarity 

and, where needed, detailed maps for key towns. All maps are included at A4 size in 

Appendix A of this report, along with a separate volume of A3 sized maps (as 

Enclosure 2). 

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6.0 TOURISM ROUTES OF REGIONAL SIGNIFICANCE 

6.1 Tourism Demands 

The South Australian Tourism Commission (SATC) has established a tourism brand 

known as “South Australia – A Brilliant Blend”. SATC advertises key tourism locations, 

which are consequently considered of state significance. They are part of the “Brilliant 

South Australia” booklet, available in hard copy from SATC offices but not 

downloadable from their web site. Key regional tourism locations are also promoted in 

the “South Australia Limestone Coast – A Brilliant Blend” publication (Reference 34). 

For the Limestone Coast region, key tourism locations include The Coorong, Robe, 

Beachport, Penola, Coonawarra, Mount Gambier, Naracoorte and numerous 

settlements along the coast. Of these, the strategically important areas (identified as 

worthy of promotion at a national and/or international level) are Penola, Coonawarra, 

Mount Gambier and the Naracoorte Caves. 

The key regional tourism destinations identified above, along with other important local 

tourism destinations, are further described in specific regional tourism brochures 

published by SATC. These depict specific towns, sites, routes, experiences and 

events likely to be of interest to a tourist visiting the region. As well as hard copy 

versions for all regions, some of the brochures can be downloaded from the SATC web 

site. 

Any site listed in the regional tourism brochures could be considered to have regional 

significance. However, practical considerations in terms of the likely number of visitors, 

particularly those coming via organised coach or mini bus tour, should be taken into 

account when determining which sites need to be serviced by a regionally significant 

tourism route. 

Finally, a market summary for Limestone Coast regional tourism destinations, along 

with various other facts covering the profile of domestic visitors, attractions and events, 

tourism accommodation, and the profile of international visitors, is provided in the 

regional tourism profile published by the SATC in 2009 (Reference 37). This important 

information further assists in defining the regional significance of various tourism 

destinations. In particular, Page 1 of the Limestone Coast regional tourism profile 

provides a valuable summary of the tourism market in the region and is therefore 

shown in Appendix G of Enclosure 1. 

One basis of comparing tourism demand for the Limestone Coast region is the 

estimated number of overnight visitors and their source (intrastate vs interstate vs 

international). For 2009, the regional tourism profile provides the following information: 

Intrastate Interstate International 


Visits 253,000 190,000 45,000 

Nights 750,000 541,000 261,000 

The above table highlights the significance of the Limestone Coast as a tourist 

destination, not only for intrastate visitors (where the average stay is three nights), but 

for international visitors (with an average stay of nearly six nights). 

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From information contained in the South Australia regional tourism profile published by 

SATC in 2009 (Reference 36), it can be seen that the Limestone Coast is ranked 

second (behind Adelaide) for most visited region by interstate visitors, while it is ranked 

fourth (behind Adelaide, Fleurieu Peninsula and Yorke Peninsula) for most visited 

region by intrastate visitors. 

6.2 Regional Tourism Considerations 

It has been identified that there are very few available publications which specifically 

address the need for tourism transport infrastructure on a regional basis. However, an 

understanding of the following publications provides, at least in a broad sense, 

guidance for the determination of regional priorities in relation to tourism transport 

infrastructure: 

• The South Australian Tourism Plan 2009-2014 (Reference 38). 

• Local Government’s Engagement in Tourism – Final Report, dated July 2006 

(Reference 40). 

• Destination Action Plan for Limestone Coast, dated June 2012 (Reference 41). 

• Future Directions Optimising Our Transport Corridors – Pages 20 and 21, 

Department of Planning Transport and Infrastructure, dated August 2012 

(Reference 42). 

6.3 Methodology for Creation of Regional Tourism Routes 

Maps showing major tourist drives and tourism destinations in the Limestone Coast 

region are included in Appendix A and Enclosure 2. These maps were established by 

undertaking a study of SATC promotional material in order to identify tourism 

destinations of state significance, along with regional tourism promotional material in 

order to identify tourism destinations of regional significance. 

Tourism information is also based on a number of scenic drives indicated in regional 

promotional material, as well as on maps maintained at a state level by DPTI. 

In determining regionally significant tourism routes, the difference between designated 

primary and secondary tourism routes was based on two key indicators. 

Firstly, the size of vehicles that tourism operators use on the route and also the amount 

of advertising of the route was used as an indicator of route importance. For instance, 

routes which cater for 40 seat buses are considered as primary tourism routes, while 

routes catering for 20 seat buses (e.g. coasters, etc) are considered secondary tourism 

routes. 

Secondly, any route which links to a destination that is promoted as having state 

significance is considered a primary route. On the other hand, well advertised major 

attractions, which are usually only accessed by private vehicles, are considered 

secondary routes. Examples of this type of route include access roads to Beachport 

and Robe. 

One point which was made via feedback from councils is that some locations do not 

have coach access or significant tourist numbers due to the currently inadequate 

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access (e.g. Coorong – 42 Mile Crossing). If access was improved to these sites, 

tourist numbers and coach tours would consider utilising them more. 

As well as the tourism destinations themselves, any township offering a visitor 

information centre highlighting attractions in the surrounding region, such as Kingston, 

Bordertown, Naracoorte and Millicent was also included as a secondary tourism 

destination. This acknowledged the fact that visitor information centres serve to 

enhance a tourist’s experience in the area by providing information on additional 

attractions which might not otherwise have been known to the tourist, thereby 

encouraging them to stay longer. 

6.4 Summary of Findings – Regional Tourism Routes 

The process for developing regional tourism routes was undertaken in three steps, 

namely: 

1. Two heavily promoted tourism routes identified in the “Melbourne Adelaide 

Touring Route” document (Reference 35), incorporating several sections of 

national highway, as well as various arterial roads and some local roads, were 

shown as Primary Tourism Routes. 

2. Any other DPTI arterial roads, as well as any local roads, that were identified in 

the “Future Directions Optimising Our Transport Corridors” document as part of 

the State Tourism Network were shown as Secondary Tourism Routes. 

3. All primary tourism destinations were linked to the nearest suitable DPTI arterial 

road and/or national highway, if they were not already located on a DPTI route. 

An example arising from this step was Naracoorte Caves linked to the Wimmera 

Highway via Caves / Hynam Road. 

4. All secondary tourism destinations were checked against the criteria in Section 

6.3 regarding the type of vehicles used by commercial tourism operators to 

access the destination. Regular visits (e.g. at least daily in tourist season) by 40 

seat buses dictated that the route warranted primary tourism route status. 

Examples arising from this step included the main streets in Robe (DC Robe) and 

Penola (Wattle Range Council). On the other hand, secondary tourism 

destinations visited regularly by smaller buses and cars were designated as 

secondary tourism routes. Examples in this category included Port MacDonnell 

to Carpenter Rocks (DC Grant), Canunda Frontage Road (Wattle Range 

Council), Nora Creina Road (DC Robe) and Old Coorong Road (Kingston District 

Council). 

5. Secondary tourism destinations which were not visited by a commercial bus 

operator on a regular (daily) basis, or where individual cars failed to bring in at 

least 50 visitors per day, were considered to only be of local importance, rather 

than being regionally significant. Similarly, local scenic routes that were not 

promoted in tourism publications outside of the region, were considered to have 

local importance, rather than regional significance. 

As a result of the above five step process, and using the definitions shown in Section 

6.3, a variety of maps showing regionally significant and locally important tourism 

routes in the SELGA region have been prepared. These regional tourism routes have 

then been presented in a regional overview, together with council wide maps for 

greater clarity and, where needed, detailed maps for key towns. All maps are included 

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at A4 size in Appendix A of this report, along with a separate volume of A3 sized maps 

(as Enclosure 2). 

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7.0 COMMUNITY ACCESS ROUTES OF REGIONAL SIGNIFICANCE 

7.1 Community Access Demands 

A process was undertaken to identify regionally significant community access roads by 

starting with identification of major demographics (i.e. population and available 

services). 

Firstly, the location of town and community centres were determined using council 

information and other available maps. This information was then collated with the 2011 

census data to establish which town and community centres had permanent 

populations exceeding 50. Where census data was not available for small towns (data 

is now packaged into regions rather than individual towns) Google Earth was used and 

the number of houses within the town was counted. This was then multiplied by 2.5 

persons/house to give a town population. 

An exception to the above rule has been made for Mil-Lel, which is included on the 

community access network because there is a primary school located within the 

community and it is 10 km from Mount Gambier. For the same reason, Kangaroo Inn 

has been included due to it having an area school which is attended by approximately 

130 students. 

Also, some further investigation is required on some shack communities (examples are 

Donovans, Pelican Point and Cape Douglas). They may have non permanent 

populations which exceed the minimum population of 50, but for the moment have 

been considered to be tourism destinations, rather than permanent communities. 

Population data for Key Towns and for Important Centres, as per the definitions 

contained within the Road Classification Guidelines in SA (Reference 32), were then 

cross checked against data supplied by councils. Where a discrepancy existed, data 

from the Road Classification Guidelines has been used (refer Appendix D to 

Enclosure 1). 

The community access network is based on town centres, which are clusters of 

households, rather than households scattered over a length of road. Once locations for 

these town centres were established, and population data received, the provision of 

essential services was assessed. Essential services are considered to cover the five 

areas of education, health, finance (banking), recreation and emergency services. The 

presence of an essential service was defined using various criteria. Education requires 

a school of any level. Health requires a doctor’s surgery or hospital. Finance requires 

an operational bank or other lending institution (i.e. not an agency arrangement). 

Recreation requires use of a sporting facility and the associated existence of a sporting 

club not directly connected to a school. Emergency services requires at least one of 

Metropolitan Fire Service, Royal Flying Doctor Service base, ambulance, police or SES 

to be based in the township/community. CFS depots are excluded as they are in all 

towns and also in numerous rural locations. However, they will be considered in route 

planning. 

7.2 Methodology for Creation of Regional Community Access Routes 

By combining the presence of essential services with population data, town centre 

locations and the DPTI arterial road network, maps showing regionally significant 

communities have been created (refer Appendix A or Enclosure 2). These maps show 

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various colours for individual towns or community centres, based on the number of 

essential services available in that location, namely: 

• Red – 0 services 

• Orange – 1 Service 

• Magenta – 2 services 

• Yellow – 3 services 

• Blue – 4 services 

• Green – 5 services 

Population is represented on the draft maps by the size of circles, with the ranges 

being: 

• Small Community 50-100, 

• Large Community 100-1000, 

• Important Centre 1000-3000, and 

• Key Town >3000. 

Most townships and communities are on the arterial road network, thereby being 

provided with a reliable connection to other town centres with more or different 

services. A number of communities, though, are not on the arterial road network. 

These include Pelican Point, Blackfellows Caves, Nene Valley, Kybybolite, Glencoe 

and Boatswain Point. 

Large communities (i.e. with a population of 100+) that are isolated from the arterial 

road network need to be provided with a regionally significant community access route 

to the nearest town centre or DPTI road. Small communities that are isolated from the 

arterial road network require access which is considered to be an important community 

access route at council level, but not at a regional level. These communities are shown 

on the community access maps to assist individual councils plan their council road 

network priorities. 

For those towns or large communities already located on the arterial road network, it 

may be appropriate for councils to provide an extra regionally significant link to another 

service centre, where commuters would otherwise be driving a lot further out of their 

way to access the nearest essential services or where the DPTI road has deficiencies 

making it well below a fit-for-purpose standard. An example of this is Frances to 

Naracoorte (Naracoorte Lucindale Council), where the local community regularly uses 

Gap Road and Cadgee Road, rather than the DPTI controlled Frances – Hynam Road, 

due to the poor condition of the DPTI road. 

7.3 Supplementary Methodology for Adding Community Access Routes 

In addition to the main methodology discussed in Section 7.3, a supplementary 

methodology for creation of a regionally significant community access route was also 

developed. This extra process involved determining the point at which local roads 

become a common use facility for at least 100 people, all coming from either individual 

farms or isolated communities each of less than 50 permanent population, and 

requiring access to their nearest town providing some or all of the five essential 

services. It resulted in some local roads which feed directly in to towns being of 

regional significance for part of their length, but of only local significance for the 

remainder. 

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7.4 Summary of Findings – Regional Community Access Routes 

The process for developing regional community access routes was undertaken in four 

steps, namely: 

1. All communities in the SELGA region with at least 50 permanent residents, along 

with essential services available in each of those communities, were identified 

using the methodology described in Section 7.2. 

2. Small and Large Communities, plus occasionally Important Centres, were linked 

via a single regionally significant community access route to either a DPTI arterial 

road or directly to a larger community providing the required essential service(s). 

Examples of such routes include access to Carpenter Rocks and numerous other 

coastal communities (DC Grant, Wattle Range Council, DC Robe and Kingston 

District Council) and Padthaway – Bordertown Road (Tatiara District Council). 

3. Small and Large Communities in high risk bushfire prone areas were provided, 

where possible, with a second regionally significant community access route in 

the opposite direction to the primary route. Examples of such routes include the 

multiple accesses to Glencoe (Wattle Range Council) and Lucindale (Naracoorte 

Lucindale Council). 

4. Using ratepayer property information provided by individual councils, 

concentration points were determined for certain local roads servicing at least 

100 permanent residents across diverse rural properties and very small 

communities. The section of local road from these concentration points to the 

nearest community with the relevant essential services (either directly or via a 

DPTI arterial road) was then defined as a regionally significant community access 

route. Examples of this include various feeder roads around Mount Gambier, 

Millicent, Bordertown and Keith. 

As a result of the above four step process, and using the definitions provided in 

Sections 7.2 and 7.3, a variety of maps showing regionally significant community 

access routes in the SELGA region have been prepared. These regional community 

access routes have once again been presented as a regional overview, together with 

council wide maps for greater clarity and, where needed, detailed maps for key towns. 

All maps are included at A4 size in Appendix A of this report, along with a separate 

volume of A3 sized maps (as Enclosure 2). 

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8.0 NON-ROADS TRANSPORT CONSIDERATIONS 

8.1 Review of Public Transport Policy 

The methodology for this component of the project involved consideration of public 

transport issues when reviewing the various strategic plans, development plans and 

transport plans previously mentioned under Sections 2 and 3, along with an additional 

search of publicly available transport policy documents. The review is not intended to 

be a detailed analysis of all public transport services in the region, nor does it include 

consultation with significant stakeholders or communities. 

8.1.1 Current Public Transport Policy – State Government 

The Public Transport Division of DPTI oversees the operation of the regional 

passenger transport services: 

Provincial City Bus Services – funded by the state government in six provincial cities in 

SA and managed by local operators, such as McCormick’s Bus Service in Mount 

Gambier. 

Community Passenger Networks – transport information/brokerage services for 

transport disadvantaged people for accessibility to services within larger regional 

communities, jointly funded by DPTI and the Federal Department of Families and 

Communities’ Home and Community Care Program. The Red Cross also provides a 

community passenger transport service. 

Integrated Transport Services – timetabled and flexible intra-region bus services, which 

are contracted and subsidised by the state government and with transport concessions 

provided. 

Regional Taxi Services – 24 hour metered fares which can access the SA Transport 

Subsidy Scheme for people with disabilities. 

A map showing all South Australian regional bus services is included as Appendix J to 

Enclosure 1. Further details can be found at www.bussa.com.au. 

The Parliament of South Australia’s Environment, Resources and Development 

Committee had an inquiry into transport and released its findings in December 2009. 

Key findings were: 

Committee Recommendation 1 

The Committee recommends that Government planning and funding for public 

transport in metropolitan Adelaide and regional South Australia reflect the 

urgent need to increase public transport’s share of the passenger transport 

task. 


The Committee recommends that regional bus service fares be reviewed with 

a view to reducing the fares within country towns and between Adelaide’s 

nearby country towns. Metropolitan and country public transport fares should 

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be adjusted according to CPI on a regular basis and metro ticket boundaries 

be reviewed in light of the expanded urban area. 


The Committee recommends that public transport be considered to be an 

essential element contributing to the achievement of the community’s social 

goals, such as equity, social inclusion and the welfare of disadvantaged 

groups, through the network’s geographical and temporal coverage and the 

quality of services provided. 

8.1.2 Changing Community Attitudes to Travel 

The DPTI Travel Smart Program may be of assistance to regional communities as a 

way of providing travel behavioural change. This program looks at the transport needs 

of individuals and local areas, then provides cultural change tools. The Travel Smart 

Program would need to be linked with other programs such as community public 

transport network brokerage. 

8.1.3 Conclusions 

1. The current policy for public transport in the State of South Australia is mainly 

focused on revitalisation for the higher demand centres in the Adelaide 

Metropolitan area and a transport brokerage brief on public transport demand 

growth in regions. 

2. Regional public transport services into the future will more than likely need to be 

met by Regular Route Services and the integration of services. 

3. Local public transport will tend to be provided within communities by Integrated 

Transport Services and Community Passenger Networks, supplemented where 

viable by Regional Taxi Services. 

4. Travel Change behavioural programs could assist local people and communities 

in cultural change to travel demand (e.g. work from home, car pooling, 

teleworking, etc). 

8.2 Rail Transport Infrastructure 

A schematic map of the rail network in Western Victoria and Eastern South Australia, 

incorporating the Limestone Coast region, is included as Appendix K to Enclosure 1, 

with an interactive version available at www.railmaps.com.au. Existing rail 

infrastructure within the Limestone Coast region and expected upgrades over the next 

ten years are discussed in the Green Triangle Region Freight Action Plan (Reference 

23), with rail works mainly focused in western Victoria. In summary: 

8.2.1 Current Transport Policy – Australian Government 

The Australian Government released its “National Infrastructure Priorities” in May 2009 

where it identified that rail freight is becoming an increasingly significant factor in 

Australia’s economic and environmental performance. 

Infrastructure Australia supports significant investment in Australia’s rail freight 

network and Infrastructure Australia considers that a new National Freight 

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Strategy needs to be developed for our freight networks to improve planning, 

investment and decision making, as part of a complete Integrated National 


The key freight rail projects proposed for the area are identified in the Green Triangle 

Region Freight Action Plan road and rail upgrades (SA and Victoria). 

The Green Triangle has been identified as a major timber plantation and mineral sands 

province in south-west Victoria and south-east South Australia, with capacity to 

generate large volumes of export timber plantation products via the Port of Portland. 

The proposed Green Triangle road and rail upgrade projects complement existing and 

future wood chip production capacity. The $34 million road and rail program includes: 

 

 

 

a new rail terminal at the Port of Portland; 

re–activation and upgrade to standard gauge of the existing rail line between 

Heywood (near Portland) and Kalangadoo (near Penola); and 

re–activation and upgrade to standard gauge of the existing rail line between 

Kalangadoo and Wolseley. 

Unfortunately, with cancellation of the Penola Pulp Mill project, the economic feasibility 

of large scale wood chip and other forestry product movements from Penola to 

Portland by rail is questionable. The SA and Victorian state governments remain 

committed to retaining the rail corridors, but a substantial investment in the above rail 

upgrades is highly unlikely in the near future. 

8.2.2 Rail Freight Considerations 

Major rail freight movements are centred on the Adelaide to Melbourne line, which runs 

across the top of the precinct, generally along the Dukes Highway alignment. This is a 

long haul freight line which has limited ability, and is generally not economically viable, 

to load/unload general freight along the rail route. However, grain silo storage and train 

loading facilities at various sites along the Dukes Highway are utilised for shipment of 

large quantities of grain by rail. Some of these road/rail intermodal facilities can be 

classified as regionally significant (handling greater than 50,000 tonnes per annum of 

grain), while the remainder would be classified as locally important. 

Industrial developments within the precinct are of regional significance, but they are 

highly unlikely to warrant any consideration of non-grain related road/rail intermodal 

transfer facilities within the timeframe of the 2030 Regional Transport Plan. The 

principal mode of freight transport will continue to be road based. The implication for 

the road network is that important local roads servicing industrial/logistics precincts will 

need to be capable of handling up to B-Double freight movements. 

8.2.3 Rail Tourism Considerations 

Tourism considerations are generally limited to the “Overland” train service which runs 

from Adelaide to Melbourne on Monday, Wednesday and Saturday with return services 

operating Tuesday and Friday. Local stop is only at Bordertown, then further west at 

Murray Bridge. 

There are no plans for expansion of tourism rail facilities in the region. 

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8.2.4 Commuter Considerations 

Use of rail for commuter services is impractical due to the small population catchment 

with local and regional bus services providing limited serviceability for this particular 

user group. 

Practically, private vehicle will be the predominant commuter transport mode in the 

immediate and medium term. 

8.3 Sea Transport Infrastructure 

Sea transport facilities in the Limestone Coast region have a relatively minor role to 

play in regional transport planning. Local ports provide private moorings for mainly 

small scale commercial fishing operations and recreational purposes. Several 

commercial lobster fishing fleets exist, but these introduce high value freight 

considerations rather than sea transport issues. 

The Limestone Coast Destination Action Plan (Reference 41) is encouraging more 

cruise ships to utilise the ports. The MV Athena’s planned visit to Robe in February 

2013 carrying approximately 550 passengers, did not eventuate. However, another 

cruise ship visit is planned for 2014. Should these become a more regular activity in 

the future, it may require a regionally significant passenger intermodal facility and 

supporting road infrastructure to be introduced. However, at this stage proposed future 

activity is not reliable enough to warrant inclusion in current regional transport planning. 

8.4 Air Transport Infrastructure 

Mount Gambier has the only regional airport in the Limestone Coast region. Hudson 

Howell consultants in February 2012 undertook an extensive investigation of the 

economic and social impacts of South Australia’s regional airports and key points 

identified for Mount Gambier were: 

Mount Gambier, already making a significant contribution to state employment 

and gross state product, is on the verge of improving this contribution and its 

financial performance through the expansion of Regular Passenger Transport 

(RPT) services linked to infrastructure upgrades. 

Nationally, the aviation industry is moving towards the use of larger aircraft to service 

regional markets. However, for RPT airports, larger planes and capacity could lead to 

reduced frequency of services. It also increases the number of passengers required to 

justify daily services and requires significant upgrades to airport security and 

certification. 

Mount Gambier Airport: The airport has in the order of 92,500 annual passenger 

movements. It is currently served by Rex Airlines employing SAAB 340 aircraft (34 

seats). The terminal is adequate for existing passenger services and could cater for 

the larger Fokker 50 and DASH 8-300. 

In addition to personal travel, business and tourism facilitation, the airport offers 

residents the ability to access health and medical facilities in Adelaide. In this context, 

the Airport is considered a “social good” by the District Council of Grant, which 

manages the airport facilities. 

Reasons for travel to/from Mount Gambier Airport have been identified as: 

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Business 60% 

Personal 15% 

Visit Friends & Relatives 10% 

Leisure 8% 

Medical 6% 

Education 1% 

Total 100% 

Passenger numbers have declined in recent years from a peak of 117,000 in 2007/08 

to 92,500 in 2010/11. While the Global Financial Crisis may be responsible for this 

decline, the regional economy has suffered some setbacks with a mill closure and 

proposed forward sale of forestry harvesting rights. 

Other Aerodromes and Airstrips: These exist at a number of major centres around the 

Limestone Coast region, including Naracoorte, Millicent, Keith (for agricultural 

services), Bordertown, Coonawarra and Kingston. All are primarily available for use by 

RFDS, private aircraft and charter flights. Likely future passenger numbers are 

insufficient to justify major upgrades to these sites, although pilot operated landing 

lights and other 24 hour facilities have been installed at Kingston and are being 

considered at several other locations. Use of these facilities on a regular basis by the 

RFDS, such as occurs at Naracoorte and Kingston, is considered regionally significant 

due to the nature of the medical emergencies that necessitate RFDS transport. Use of 

aerodrome and airstrip facilities on a less frequent basis by the RFDS would not justify 

regional significance, with such facilities maintained on a suitable fit for purpose basis. 

Air Freight Considerations: Very little export air freight is generated from regional 

airports to Adelaide because the cargo capacity of aircraft operating regional air 

services is very limited and few products are of high enough value to sustain the air 

freight cost irrespective of back loading issues. None of the regional airports in South 

Australia can accommodate freight flights to interstate freight consolidation points. The 

only regional high value time sensitive product that has been carried by air in significant 

quantities in the past is live lobster out of Port Lincoln on light aircraft charter to 

Adelaide. 

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PART D 

9.0 METHODOLOGY FOR REVIEW AND UPDATE OF THE STRATEGY 


Since SELGA released its 2020 Transport Strategy in May 2000, there has been no 

review of the fundamental assumptions and associated content of the original report. 

Periodic updates to the Strategic Routes which formed part of the original 2020 

Transport Strategy have been proposed by individual councils and managed by the 

South East Resource Information Centre (SERIC) on SELGA’s behalf. Invariably, 

these updates have occurred on an annual basis when councils are preparing bids for 

Special Local Roads Funding (SLRP) and discover that a particular road is not shown 

as regionally significant. To a certain degree, the SERIC maps in recent years have 

thus been manipulated to suit individual funding application priorities, rather than being 

changed as the result of a fundamental review. 

While not specifically requested as part of the original brief, inherent within the 

development of the 2030 Transport Strategy is the need to define a methodology for 

review and update of the strategy itself and the associated regional route maps that 

form the basis of the 2030 Regional Transport Plan. This ensures that the 2030 

Regional Transport Plan is a “living” document in which SELGA is able to incrementally 

reflect changing regional needs by periodic updates to the plan during its expected 10 

to 15 year. 

The following methodology for periodic review and update of the 2030 Regional 

Transport Plan, as well as activities associated with regional prioritisation of annual 

SLRP funding applications, is therefore proposed. It is based upon a similar successful 

methodology recently introduced by the Southern & Hills Local Government 

Association as part of their regional transport planning process. 

9.2 Overview of Process 

The flowchart shown on the next page describes the review and update methodology 

as a five step process. 

Step 1 addresses the need to periodically review all regional route plans developed as 

part of the 2030 Regional Transport Plan (refer to Appendix A or Enclosure 2 for the 

current plans). Changes to regional routes will be driven by changes to economic and 

social needs within the region. 

Step 2 allows councils to update the regional action plans, which identify regionally 

significant local roads that are not fit for purpose, then establish short, medium and 

long term upgrade priorities (refer to Section 10 for further details). 

The above two steps should be conducted every three to five years. 

Steps 3 to 5 describe the annual grant funds application process, which if applied as 

described, should maximise the potential for SELGA road projects to receive funding 

under the SLRP and from other sources. These three annual steps remain 

substantially unchanged from the successful process which has applied over the last 

twelve years. 

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Step Step 5 5 

Step Step 4 4 

Step Step 3 3 

Step Step 2 2 

Step 1 



2030 TRANSPORT STRATEGY 

METHODOLOGY FOR REVIEW AND UPDATE 


Update regional routes 

Map based. Linked to Planning SA, 

DPTI, Tourism SA and Regional 

Tourism strategies. 


Update Action Plans 

Allow councils to amend current and 

submit new road proposals, based upon 

changes to assessed deficiencies and 

proposed funding of improvements. 

Every year 

Annual funding 

applications 

By individual councils. Comply with 

LGTAP form with substantial 

supporting documents. 

Every year 

SELGA RTWG review 

Confirm priorities against LGTAP 

process. Use consultant for independent 

review (& help strengthen bids). 

Every year 

SELGA endorsed bids to 

LGTAP 

Covering letter with 

submissions. 

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9.3 Road Proposal Assessment 

The annual road proposal assessment component of the 2030 Regional Transport Plan 

review and update methodology, which is shown as Step 4 in the flowchart on the 

previous page, is closely aligned with recommendations contained within the Roads 

Infrastructure Database (RID) Project Report released in 2001. The RID Project 

guidelines are used by the Local Government Transport Advisory Panel (LGTAP) as 

part of its annual assessment process for grant funding under the Special Local Roads 

Program (SLRP). Strong alignment between the SELGA and LGTAP assessment 

processes maximises the potential for SELGA applications to receive SLRP funding 

support. 

The RID Project methodology is fully described in the Roads Infrastructure Database 

(RID) Project Report (Reference 2). It is a single stage methodology which evaluates 

road proposals against six categories, namely Secondary Purpose, Regional 

Significance, Economic, Access, Safety and Environmental. Since publishing of the 

project report in 2001, all annual Special Local Roads Program and Regional Roads to 

Recovery funding applications from throughout the state submitted to the Local Roads 

Advisory Committee (LRAC), now the Local Government Transport Advisory Panel 

(LGTAP), are required to be in a format that facilitates assessment using the RID 

Project methodology. 

The key to successful application of this methodology is threefold: 

a. Selecting road proposals which have been clearly identified as forming part of the 

regional road network under the freight, tourism and/or community access 

categories, to ensure that the road proposal is properly recognised as having 

regional and/or state significance and (preferably) having more than one 

purpose. 

b. Substantiating claimed benefits under the economic, access, safety and 

environmental categories with objective evidence. This might include supporting 

freight movement studies for the economic benefits section, tourism or public 

transport operator letters of support for the access benefits section, and road 

safety audit reports for the safety benefits section. 

c. Once weighted benefit assessments are complete, splitting priorities for roads 

which have a primary purpose of freight, tourism or community access, so that 

the priority of tourism or community access roads for funding is independently 

compared with other tourism or community access roads respectively, not with 

freight roads. 

An example of the how the road proposal assessment process operates as an integral 

part of the 2030 Regional Transport Plan review and update methodology is shown on 

the next page. Fundamental to the process is the “analysis of weighted benefit” 

scoring methodology. 

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SOUTH EAST LOCAL GOVERNMENT ASSOCIATION 

ANALYSIS OF WEIGHTED BENEFIT (WB) AND WEIGHTED BENEFIT/COST SCORE (WBC) - INITIAL ASSESSMENT 

(Based on Guidelines developed through the Roads Infrastructure Database Project, for application for Special Local Roads Funding) 

Council Name: City of Mount Gambier District Council of Grant 

Road Name: O'Leary Road Meyers Road 

Length of Road (km) - RL 0.9 2 

Primary Purpose: FREIGHT TOURISM 

Traffic Volume (AADT): - TV 2216 251 

% Gap Closed: - GC 100 100 

Cost to Close Gap ($): - UC 510000 260000 

Amount Sought ($) 255000 130000 

Benefit Influencing 

Factor 

Weighting (%) Specific Criteria Maximum Score Achieved Score Achieved Score 

5(a). Secondary 

Purpose(s) 

5(b). Regional 

Significance 

10 

25 

5(c). Economic 10 

5(d). Access 15 

5(e). Safety 20 

5(f). Environmental 10 

5 

5 

1. One Secondary Purpose 5.0 5.0 

2. Two Secondary Purposes 5.0 

1. Community Significance 8.3 8.3 8.3 

2. Regional Significance 8.3 8.3 8.3 

3. State Significance 8.3 

Road User Benefit 

1. Reduce delays and operating costs for heavy vehicles? 1.7 1.7 

2. Provide direct access to major industrial developments 1.7 1.7 

3. Facilitate a higher classification of freight movements 1.7 1.7 

4A. Facilitate intermodal transport operations - rail 0.6 

4B. Facilitate intermodal transport operations - sea 0.6 

4C. Facilitate intermodal transport operations - air 0.6 

5. Assist export of products by improving quality and 

reducing impacts of dust etc 1.7 1.7 

6. Provide direct access to new industrial precincts 1.7 1.7 

Commuity Benefit 

7. Benefit regional employment and sustain communities 2.5 2.5 

8. Assist attraction of economic investment to region 2.5 

Road Owner Benefit 

9. Reduce the road maintenance effort 5.0 5.0 5.0 

1. Reduce traffic congestion 1.7 

2. Link areas of particular land uses to strategic routes 1.7 1.7 

3. Provide a higher standard alternative route 1.7 1.7 1.7 

4. Complement the existing arterial road network 1.7 1.7 1.7 

5. Provide improved access to key population centres 1.7 1.7 

6. Ensure communities are not dislocated by flooding 1.7 

7. Act as a collector road for local or heavy traffic 1.7 1.7 

8. Provide all weather access 1.7 1.7 1.7 

9A. Provide access to other types of transport - bus 0.6 0.6 0.6 

9B. Provide access to other types of transport - rail 0.6 

9C. Provide access to other types of transport - air 0.6 

1. Reduce conflicts between tourist, freight and commuter 

traffic 2.2 2.2 2.2 

2. Contribute to safer travel and reduce accidents 2.2 2.2 2.2 

3. Provide safe overtaking opportunities and reduce 

frustration and fatigue 2.2 

4. Reduce exposure to travel risk 2.2 2.2 

5. Provide access for school buses 2.2 2.2 

6. Provide access for emergency services 2.2 2.2 2.2 

7. Remove traffic from city/town areas 2.2 2.2 

8. Reduce road roughness and potential dust hazards 2.2 2.2 2.2 

9. Reduce the impact of roadside hazards 2.2 2.2 2.2 

1A. Reduce environmental pollution - air 1.1 1.1 1.1 

1B. Reduce environmental pollution - noise 1.1 1.1 1.1 

1C. Reduce environmental pollution - water 1.1 1.1 

2. Minimise impact of heavy vehicles on local community 3.3 3.3 

3. Reduce reliance on road transport and encourage other 

forms of transport 3.3 

WEIGHTED BENEFIT SCORE (WB) 100 62 52 

WEIGHTED BENEFIT/COST SCORE (WBC) 241 100 

( = WB x TV x (RLx1000) x (GC/100) / UC ) 

PRIORITY RANKING BY WEIGHTED BENEFIT 6 8 

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10.0 ACTION PLANS 


Development of a methodology for creation of short, medium and long term action 

plans in support of the agreed 2030 Transport Strategy was included as a requirement 

of the original project brief. 

10.2 Methodology 

The proposed methodology for developing action plans is based upon the four fit-forpurpose 

categories listed in Section 4 of the SLRP Standard Funding Application Form, 

namely: 

Speed Environment 

Dimensions 

Geometry 

Strength/Durability 

Each regional route (or section of route where a significant change in road purpose or 

road standard occurs) is broadly assessed for compliance with its fit-for-purpose 

standard, based upon the road’s purpose(s). Against the above four categories (i.e. 

not broken down any further) an assessment of “Compliant”, “Minor Deficiency” or 

“Major Deficiency” is noted. A “Minor Deficiency” can be defined as failing to meet the 

fit-for-purpose standard, but not in such a way as to affect the functional performance 

of the road or its inherent safety for the road user or its economic value to council and 

the community. A “Major Deficiency” can be defined as failing to meet the fit-forpurpose 

standard to such a degree that the road is unable to safely and/or 

economically perform its purpose(s), requiring constant intervention by the responsible 

council using a suitable risk mitigation strategy. 

Once the above assessment is made, each regional route (or section of route) will be 

listed on one of the following three action plans, or remain on a fourth list of roads with 

two parts, namely either “assessed as fit-for-purpose” or “not yet assessed”. 

10.3 Action Plan 1 – Immediate Priority (0 to 5 Years) 

Roads on this list will be based upon regional routes exhibiting one or more major 

deficiencies in fit for purpose standard, the upgrade of which councils have included in 

their five year capital works programs. Initial budget allocations for these proposed 

upgrades will be included in the action plan. 

The starting point for Action Plan 1 is the eight road upgrade proposals submitted for 

SLRP funding in 2013-14. 

10.4 Action Plan 2 – Medium Term Priority (6 to 10 Years) 

Roads on this list will be based upon regional routes exhibiting at least one major 

deficiency in fit for purpose standard, the upgrade of which councils have not been able 

to include in their five year capital works programs, but for which an on-going risk 

mitigation strategy is in place for addressing any major deficiency. 

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10.5 Action Plan 3 – Long Term Priority (11 Years and Beyond) 

Roads on this list will be based upon regional routes exhibiting no major deficiency, but 

one or more minor deficiencies in fit for purpose standard, the upgrade of which 

councils acknowledge is unlikely to occur in the next 10 years unless circumstances 

change significantly (e.g. road purpose, traffic volumes, further deterioration in 

standard, available funding). 

10.6 Regional Roads Considered Fit-for-Purpose or Not Yet Assessed 

All remaining regional freight, tourism and community access roads, as identified in the 

2030 Regional Transport Plan, which currently meet all fit-for-purpose standards (i.e. 

exhibit no major or minor deficiency), or have not yet been assessed for deficiencies, 

will become part of this list. 

10.7 Sample Output 

A sample spreadsheet, to be completed by each council for all of the regionally 

significant routes shown on the 2030 Regional Transport Plan for their area, is as 

follows: 

Road / 

Segment 

Speed 

Environment 

Dimensions Geometry Strength / 

Durability 

Action 

Plan 

Cost ($m) 

for Action 

Plan 1 Only 

ABC Road Minor Minor Compliant Compliant 3 

EFG Road Compliant Minor Compliant Major 2 

HIJ Road Compliant Minor Major Major 1 1.5 

KLM Road Compliant Compliant Compliant Compliant 

It was resolved at the RTWG Meeting on 11 April 2013 that all member councils will 

complete the above spreadsheet by the end of 2013. 

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PART E 

11.0 CONCLUSIONS AND RECOMMENDATIONS 

11.1 Updated Regional Transport Goals 

Many of the regional transport goals identified in the South East 2020 Transport 

Strategy remain relevant for the 2030 Transport Strategy, with the exception of those 

focussed on shifting freight movements from road to rail, since in recent times rail is 

proving to be uneconomical on the short haul rail routes existing in the Limestone 

Coast region (including the rail link to Portland). 

A revised set of regional transport goals is stated below. These were the subject of 

discussion at the RTWG review meeting held on 28 November 2012. 

1. Establish consistent regional road transport links within the Limestone Coast 

region and across the South Australian / Victorian border which are of an 

appropriate “fit for purpose” standard; 

2. Develop a network of regional freight routes for heavy vehicles which 

complement the state government managed arterial road system by linking 

current and future significant sources of freight to their planned destinations; 

3. Reduce the impact of heavy vehicle movements through key centres, using 

township bypasses or by adopting appropriate traffic management within 

townships where a bypass is not feasible; 

4. Reduce the number of commercial vehicles on the road network by facilitating the 

safe operation of higher productivity vehicles; 

5. Ensure that intermodal facilities, such as grain storage and handling sites, as well 

as major commodity load/unload points (e.g. livestock and timber), can operate in 

a safe and efficient manner; 

6. Reduce potential conflict between freight, tourism and community access users 

of the road network, particularly at intersections; 

7. Promote and assist regional tourism, by improving road access to tourist sites 

and developing a network of well signed tourist routes; 

8. Ensure that all communities in the Limestone Coast region have safe and reliable 

access to essential community services such as health, education, financial 

services, recreation facilities and emergency services; 

9. Continue the upgrade of regional airport facilities, particularly Mount Gambier as 

an important tourism and community access entry point to the region, but also 

the use of other aerodromes and airstrips by essential services such as RFDS 

and for fire-fighting, along with commercial applications including high value 

freight; and 

10. Further explore opportunities for cruise liners to visit coastal ports like Robe, 

including appropriate facility upgrades. 

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11.2 Roads of Regional Significance – Guiding Principles 

Six key recommendations were included in the 2030 Transport Strategy Demand 

Modelling Working Paper. These recommendations were intended to define the 

principles for development of an updated “regionally significant local road network” in 

the Limestone Coast region. The principles were discussed at the RTWG review 

meeting held on 28 November 2012 and subsequently adopted, with minor 

amendments, for inclusion in the 2030 Regional Transport Plan. 

1. Regionally significant freight routes have initially been developed by connecting 

industrial and logistics development zones in Key Towns and Important Centres 

with the key and general freight routes identified in the DPTI Heavy Vehicle 

Access Framework. This process has been supplemented with consideration of 

the impact of the emerging hard wood plantations and other future expansions 

within the region. 


freight routes based upon connection to other industrial and mining sites declared 

in the Development Plan for their council area or under the town bypass policy, 

provided that the number of B-Double or semi-trailer movements complies with 

the definition of a “large volume of heavy freight vehicles” as contained in Section 

5.3. Councils have also been able to nominate roads as locally important freight 

routes, based upon a reduced volume (tonnage) of freight defined in the last 

paragraph of Section 5.3. 

3. Regionally significant tourism routes have been developed by mirroring the major 

tourism routes promoted in state and regional publications, along with designated 

scenic drives indicated in regional promotional material. Consideration has also 

been given to any route used by a 40 seat tourist bus. 


tourism routes using locally generated information to show that a significant (i.e. 

100 plus) number of visitors see the site every day. 

5. Regionally significant community access routes have initially been developed 

based upon population data which identifies Key Towns (3000+), Important 

Centres (1000 to 3000) and Large Communities (100 to 1000), combined with 

access to the five essential services of education, health, finance (banking), 

recreation and emergency services. 


community access routes either because a Small Community (50 to 100) is 

particularly isolated, or because a section of road leading to a major service 

centre supports a population of at least 100 dispersed over various farms and 

micro communities which concentrate road movement as they near the service 

centre. 

11.3 Recommendations 

The following recommendations are presented for consideration by the SELGA RTWG 

and for formal adoption by the SELGA Board: 

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1. The updated regional transport goals developed as part of the 2030 Transport 

Strategy, as listed in Section 11.1 of this report, be adopted as the Regional 

Transport Goals for the 2030 Regional Transport Plan. 

2. Revised Regional Freight Routes, as shown on the regional overview, council 





3. Revised Regional Tourism Routes, as shown on the regional overview, council 





4. Revised Regional Community Access Routes, as shown on the regional 

overview, council wide maps and selected township detail maps in Appendix A 

and Enclosure 2, along with the underpinning definitions and methodology used 

to create the plans (as described in Section 7 of this report) be adopted as part of 

the 2030 Regional Transport Plan. 

5. Non-Roads Regional Transport Considerations, as presented in Section 8 of this 

report, be adopted as a basis for further investigation and development of 

specific initiatives for improving rail freight, sea transport and air transport 

infrastructure where economically viable to do so. 

6. The methodology for review and update of the 2030 Regional Transport Plan, 

along with preparation and submission of annual Special Local Roads Program 

or other funding applications, as summarised by the flowchart in Section 9.2 of 

this report, be adopted as a key element to ensure that the 2030 Regional 

Transport Plan remains current and relevant to the region’s transport planning 

needs. 

7. Regional Road Action Plans, highlighting immediate, medium term and long term 

requirements for improvement of all regional freight, tourism and community 

access routes identified in the 2030 Regional Transport Plan, be developed in 

accordance with the guidelines and sample spreadsheet shown in Section 10 of 

this report. 

8. The first scheduled strategic review of the regional freight, tourism and 

community access routes identified in the 2030 Regional Transport Plan be set 

down for financial year 2016/17 (i.e. three years after release of the final report). 

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Appendix A 

2030 Regional Transport Plan – Regional 

Routes (as at 29 April 2013) in A4 Size


External Audit Management Letter – March 2013 Visit 

Item 

Number 

Area Auditor Comments Recommended Action Management’s 

Comments 

1. Infrastructure 

Assets 

Council staff have undertaken an internal condition 

assessment of its transport assets including roads, 

footpaths and kerbs. 

To compliment this process staff are aiming to develop a 

unit rate library for all infrastructure assets, starting with 

transport assets. As at the time of our audit this process 

was forecast to be completed (with all amounts updated 

and entered in the Asset Management System) in the 

2013/14 financial year. 

Compare unit price data being collected in 

the 2012/13 year with the data being 

presented in the current asset registers. If 

data collected shows a material variance to 

the current registers, apply suitable level of 

price indexing (desktop revaluation) to 

infrastructure assets to ensure the data 

contained in the 30 June 2013 financial 

statements is reliable. 

Where 

confidence 

levels are high, 

a desktop 

revaluation 

could be 

performed. 

1



2. Asset Management 

System 

Council are implementing a new Asset Management 

System, “Asset Master” which will be fully operational as 

of 1 July 2013. 

The new system will greatly improve Council’s Asset 

Management by allowing for more detailed and reliable 

reporting capabilities as well as providing Council with 

improved controls over the manipulation of asset data. 

At the time of implementation ensure that 

all opening balances for asset records in the 

new system match the closing balances of 

the current Asset data at Council. 

As per the 

Asset 

Management 

Plan approved 

by Council in 

July 2012 only 

Transport 

assets will be 

fully 

operational by 

1 July 2013 

with other 

asset classes to 

follow. 

The Strategy 

includes a three 

(3) year 

implementation 

plan as 

approved by 


2



3. Stormwater 

Drainage Assets 

Council Staff have advised Councils stormwater drainage 

assets had been omitted from previous revaluations 

undertaken at Council (at a minimum the 2011 revaluation 

and the 2004 exercise). 

We have since advised that the extent to which these 

assets have been omitted needs to be quantified and 

included in the 2013 financial statements . 

The omitted assets need to be identified 

and the financial impact quantified for the 

2013 financial year and prior financial years. 

The omitted assets need to be included in 

Council’s asset register in the 30 June 2013 

financial statements. 

There also needs to be an assessment of the 

materiality of the error, which may require 

a prior period adjustment in the 2013 

financial statements. 

Council’s 

stormwater 

drainage assets 

have been 

quantified from 

2008 and 

indexed 

forward using 

CPI. 

Stormwater 

assets will be 

fully revalued in 

accordance 

with AM 

Strategy in 

2014‐15. 

3. Electronic Finance 

System 

We note that Council is considering the possibility of 

implementing new electronic financial management 

software. 

We recommend that as a part of Council’s 

considerations, thought be given to the role 

that any new Information Technology 

System could play with the upcoming 

requirements of Section 129 Local 

Government Act 1999 which will require 

Council’s External Auditor to provide an 

Audit Opinion on the effectiveness of 

Council’s internal controls as of 1 July 2015. 

Direction will 

be sought from 

Auditors re: 

necessity for 

adjustment to 

prior year. 

Will be 

considered. 

3



4. 2012/13 Financial 

Year Rates 

Generation 

We conducted a review of the rates generation for the 

2012/13 financial year, which included compliance with 

the following statutory requirements; 

• Council adoption of the land valuations issued by 

the Valuer‐General. 

• Council adoption of the declared rates in the 

dollar. 

• Rating information published in the SA 

Government Gazette within 21 days of Council 

adoption of 2012/13 rates. 

• Rates raised correctly between the months of June 

to August. 

Ensure that in future this information is 

published in the Government Gazette within 

the 21 day timeframe as set out in the Local 

Government Act 1999. 

Yes, timeframe 

will be met. 

Testing identified that of the above legislative 

requirements Council did not publish the 2012/13 rating 

information in the Government Gazette within 21 days of 

the date of Council adoption. 

5. Independent 

Review of Exempt 

Property Listing 

Our review of the rates function at Council identified the 

Exempt Property Listing is reviewed annual by two 

employees. This will minimise the risk of any properties 

being incorrectly classified as exempt resulting in a 

potential loss of rates revenue for Council. 

No further action required 

4



6. Disaster Recovery 

Plan 

There is no formal Disaster Recovery Plan in place at 

Council. The importance of such a plan was experienced by 

Council when the internet went down for several days 

throughout the Council region in February 2013. 

We recommend that Council develop and 

implement a Disaster Recovery Plan to 

ensure required functions can be restored 

in a timely manner in the event of such 

occurences, e.g. fire, flood, vandalism or 

internet downtime. 

Refer Draft 

Business 

Continuity Plan 

(BCP). The 

experience in 

February 2013 

proved that 

Council could 

continue to 

work effectively 

and business 

continued with 

little 

interruption. 

5



7. Accounts Payable 

Transaction Testing 

We tested a sample of expenditure incurred within the 

first six months of the 2012/13 financial year. Expenditure 

was tested for: 

Correct level of authorisation 

Correct General Ledger account allocations 

Purchases were appropriate and relevant for 

Council operations 

Batch payments processed through the general 

ledger match amounts being released from the 

bank account 

Purchases orders had been appropriately raised 

where required. 

We recommend that Council’s senior staff 

issue a memorandum to all staff reminding 

them of the importance of the correct use 

of Purchase Orders. 

Agree. Already 

been done. 

Our testing found a number of instances where a purchase 

order had been raised on, or after, the date of the 

corresponding invoice. This indicates that the purchases 

have been made without the correct use of an authorised 

purchase order. 

This creates a risk that inappropriate or unnecessary 

expenditure of Council’s funds could occur. 

8. Accounts Payable – 

Changes to Master‐ 

Files 

At present there is no exception report produced to 

highlight any changes made to creditor Master‐Files. E.g. 

changes to bank account details. 

Investigate the possibility of developing an 

exception report to highlight any changes to 

creditor Master‐Files to improve internal 

controls in this area. 

Will be a 

requirement of 

any future IT 

System. 

Exploring ability 

to run such a 

report in our 

current system. 

6



9. Credit Cards A sample of Council’s Bank SA credit card expenditure 

throughout the 2012/13 financial year to date was 

undertaken. Purchases were reviewed to ensure: 

Purchases pertained to Council activities 

Receipts/ tax invoices were retained for all 

purchases 

Independent review of expenditures was being 

undertaken. 

No further action required. 

10. Payroll Transaction 

Testing 

No issues of audit concern were noted. 

We conducted a series of transaction testing on a sample 

of employee payroll transactions over the opening 8 

months of the 2013 financial year. Our testing focused on 

the following: 

No further action required. 

• Matching employee pay rates to the applicable 

employee award rate as found in the relevant 

Enterprise Bargaining Agreement. 

• Ensuring Pay As You Go (PAYG) taxation amounts 

accurately applied. 

• Checking superannuation had been correctly 

calculated and remitted. 

• Sighting employee timesheets to ensure 

authorisation was provided by both the employee 

and an appropriate Manager/Team Leader. 

• Checking employee leave and overtime back to 

authorised supporting documentation (e.g. leave 

forms and timesheets). 

• Reviewing controls over payroll to ensure 

employees were bona fide. 

No exceptions were noted. 

7



11. Annual Leave 

Balances 

We reviewed employee’s outstanding annual leave 

balances. Our review highlighted 34 employees with 

balances in excess of 152 hours owing. 

We recommend senior managers regularly 

review employee leave balances and 

encourage staff with excessive balances 

owing to take annual leave. 

Agree. HR 

Policy re: Leave 

to be 

introduced by 

Sept 2013. 

12. Monthly General 

Ledger 

Reconciliations 

Our review of monthly control account reconciliations 

undertaken throughout the 2012/13 financial year 

highlighted that at present reconciliations are not being 

printed off and manually signed off by reviewing officers, 

i.e. there is no evidence of the operation of this internal 

control. 

Each month all control account 

reconciliations should be printed and 

reattained on file ensuring there is: 

Supporting documentation 

Evidence of an independent review 

being undertaken 

Explanations present for any 

variances found 

Will explore 

further options 

to provide 

supporting 

documentation 

without the 

need to print. 

Prefer to 

maintain 

electronic 

system. 

8



13. Legal Compliance 

Review – Statutory 

Reporting 

Requirements 

Given the recent introduction of the Independent 

Commission Against Corruption (ICAC) and the 

consequential likely increase in scrutiny and review of 

Council’s public documents and other processes, we 

recommend that Council give consideration to engaging its 

legal advisors to undertake an independent legal 

compliance review. 

The principal objective of the review is to ensure all 

statutory reporting and disclosure requirements are being 

met. 

We recommend that the review encompass all applicable 

statutory reporting requirements and not be restricted to 

only those stipulated by the Local Government Act 1999. 

Council consider engaging its external legal 

advisors to undertake a review of the 

matters raised. 

Development 

of Governance 

Program, 

existence of 

Audit 

Committee and 

review of 

adequacy of 

internal 

controls 

believed to be 

adequate 

measures 

ensure 

compliance. 

to 

9

FOOD ACT 2001 - ANNUAL REPORT 

Information on Local Government Administration of the Food Act 

for the period 1 st July 2012 to 30 th June 2013 

Naracoorte Lucindale Council: 


P.O. Box 555, Naracoorte S.A. 5271 

DeGaris Place Naracoorte / Musgrave Avenue Lucindale 

Telephone 08 87622133. Fax 0887623139. 

Email council@nlc.sa.gov.au

1. Authorised Officers 

An authorised officer (AO) is defined as “a person appointed under Division 3 Part 9” of the Food Act 2001. 

Under Division 3 a council is required to maintain a list of AOs appointed under the Act. Please provide the 

following advice on persons who were listed as an AO for your council, under this provision, on the 30 th 

June 2013. 

The purpose of this question is to update the current list of authorised officers working in South Australia. 

Where part time staff are employed by more than one council, only include these people if they are working 

in your council on the 30 th June 2013. 

If on the 30 th of June the council did not have an AO under the Food Act please provide a nil return. 

Name of 

Authorised 

Officer 

Robert 

Dunstone 

Position 

Title 

Contact 

Details 

(phone, fax, 

mobile, email) 

Is it a Fulltime or 

Part time 

appointment? 

(if part time what is 

the arrangement e.g. 

days per week/ 

month/ year or 

services called on as 

required) 

EHO 0427800609 One day per 

week . 

Does the 

authorised 

officer work 

for more than 

one council? 

no 65% 

Percentage of time 

spent on food related 

matters 

(including routine, follow-up 

and complaints) 

Inspections 

(%) 

Audits 

(%) 

TOTAL FTE 

0.2 

TOTAL % 

65% 

*FTE = Full Time Employee or part thereof

2. Inspections & Audits of Food Premises 

2A. Inspection/Audit Policy 

Does your council have a food inspection/audit policy? 

No 

If yes, please attach a copy of the policy (or provide the web link) upon submission of your councils Food Act Report. 

2B. Food Audits 

The Food Act requires businesses that service “Vulnerable Populations*” to have a Food Safety Plan and 

are subject to an audit in order to verify compliance with Standard 3.2.1. Please complete the following 

table with respect to your council area only (if you audit outside your council area, these details will be 

captured by the respective council). If these businesses were also inspected during the financial year, 

please provide this information as well. 

Risk 

Classification 

Child Care 

Centers 

Aged Care 

Facilities 

Private 

Hospitals 

No. of 

Businesses 

Routine Audits 

(Standard 3.2.1, 3.2.2 & 3.2.3) 

No. of audits 

No. of audits 

conducted 

conducted 

by your 

by other 

council 

councils 

(In your area) 

Routine Inspections 

(Standard 3.2.2 & 3.2.3) 

No. of 

inspections 

conducted 

2 1 

1 1 

No. of 

follow-up 

inspections 

conducted 

Other 

TOTAL 

• “Vulnerable Populations” are those types of businesses as defined in Standard 3.3.1 and are required to be audited. 

Examples include child care centres, private hospitals, aged care facilities 

2C. Food Inspections 

All food businesses in South Australia are required to comply with the Food Act, Regulations and Food 

Safety Standards. Please complete the following table with respect to your Council; however EXCLUDE 

businesses that service “Vulnerable Populations” which were reported in section 2B of this report. 

Risk 

Classification 

No. of 

Businesses 

No. of 

routine 

Inspections 

conducted 

Low 12 12 

No of 

follow up 

Inspections 

conducted 

No. of 

Inspections 

resulting from 

complaints 

Medium 92 92 15 3 

High* 

(please exclude businesses that 

service “Vulnerable Populations*”) 

TOTAL 104 104 15 3

3. Food Inspection and Audit Fees 

3A. Food Inspection/Audit Fee Policy 

Does your council have an inspection/audit fee policy? 

No 

If yes, please attach a copy of the policy (or provide the web link) upon submission of your councils Food 

Act Report. 

3B. Food Audit fees 

Councils are able to charge for audits conducted by Authorised Officers. 

Does your council conduct Food Audits? 

No 

If you answered NO to the above question go to Q3C. 

Does your council charge fees for conducting Food Audits? No 

If you answered NO to the above question go to Q3C. 

Please advise the fees currently charged by your council for auditing purposes and clearly specify whether 

this is an hourly rate or flat fee structure. 

Audit Type/parameters 

Inspection Charge ($)/unit* (inc GST) 

(if no fees are charged please write N/A) 

Desktop Audit (offsite) 

Routine Audit (onsite) 

Follow up Audit 

Travel Cost 

3C. Food Inspection fees 

Other _________________________ 

If there is a cap on the maximum cost 

of an audit? Please advise. 

Unit* - please specify in your response, for example “per audit” OR “per hour” 

Councils are able to charge for inspections conducted by Authorised Officers. 

Does your council charge fees for conducting food premises inspections? No 

If you answered NO to the above question go to Q4. 

Please advise the fees currently charged by your council for inspection purposes. 

Inspection Type 

Inspection Charge ($)/unit* (inc GST) 

(if no fees are charged please write N/A) 

Routine Inspection 

n/a 

Follow up Inspection “ 

Complaint Inspection “ 

Home Activity Inspection “ 

Other _____________________ “ 

Unit* - please specify in your response, for example “per inspection”

4. Food Act Enforcement 

4A. Food Act Enforcement Policy 

Does your council have enforcement policy? 

If yes, please attach a copy of the policy upon submission of your councils Food Act Report. 

4B. Enforcement Activities 

Please complete the following table indicating the enforcement activities undertaken by your councils 

during financial year 2012-2013. 

No 

Business type 

No of 

Business 

Aged care 

Bakery 

B&B/motel 

Café 

Canteen 

Caterer 

Charitable 

Child Care 

Club 

Deli 

Delivered meals 

Distributor 

Farm Gate Sales 

Fishmonger/seafood 

Fruit and veg 

Function centre 

Hospital 

Hotel/pub tavern 3 

Liquor store 

Manufacturer 

Mobile food van 

Restaurant 

Service station 

Snack bar/kiosk 

Stall 

Supermarket 

Takeaway 

Temporary Business 3 

Other (please specify) 

No. written 

warnings 

issued 

No. of 

improvement 

notices 

issued 

No. 

prohibition 

orders 

issued 

No. expiations issued 

Body 

Corporate 

Natural person 

No. of 

prosec 

-utions

Reason for enforcement activity 

Written 

warnings 

Improvement 

notices 

Prohibition 

Orders 

Expiations 

Prosecutions 

Standard 3.2.1 (Food Safety Program) 

FSP not prepared, implemented, 

maintained and monitored 

FSP not audited at the frequency 

determined by the auditor 

FSP not revised so as to comply 

with the regulations 

FSP audit report not retained by 

business for four years 

Standard 3.2.2 

Skills and Knowledge 

Notification 

Food Receipt 

Food Storage 

Food Processing 

Food Display 

Food Packaging 

Food Transportation 

Food Disposal 

Food Recall 

General Req of Food Handlers 

Health & Hygiene of Food Handlers 3 

General Duties of a Food Business 

Cleanliness 

Cleaning and Sanitising 3 

Maintenance 

Temperature measuring devices 3 

Single use items 

Animals and Pests 3 

Alternative methods of compliance 

Standard 3.2.3 

General Requirements 

Water supply 

Sewerage & waste water disposal 

Storage of garbage & recyclables 

Ventilation 

Lighting 

Floors 2 

Walls and ceilings 2 

Fixtures, fittings and equipment 2 

Hand washing facilities 1 

Storage facilities 2 

Toilet Facilities 

Food Transport vehicles

5. Food related complaints 

5A. Food Complaints 

Please complete the following table indicating the complaints received and actioned by your councils during 

financial year 2012-2013. 

Type 

Total No. 

received 

No. Justified/ 

Confirmed 

% Overall 

Justified 

Comment 

Food unsuitable/unsafe 

due to foreign matter 

2 2 2 

Food business informed and 

amended practises 


due to microbial 

contamination / growth 


due to presence 

unapproved or excessive 

chemical residues 

Alleged food poisoning 

1 1 1 

Food business informed and 

amended practises 

Confirmed food 

poisoning 

Unclean premises 

Poor personal hygiene 

or poor food handling 

practices 

Vermin / insects / pests 

observed in premises 

Refuse storage 

Labelling Issues 

Other ( please state) 

• 

• 

• 

• 

• 

TOTAL 3

6. Proactive projects, surveys and sampling programs. 

Please attach information on any projects/surveys undertaken by Council in the last financial year that could be 

considered for addition to the annual report. For example, this may cover food sampling projects or surveys 

assessing compliance with an aspect of the food safety standards such as food handling practices or 

temperature control. It may also include events carried out during food safety week etc. 

It is requested the report uses the following general format: 

• What was the project and why was it done 

• A précis of what and how it was done. 

• Results/Outcomes 

Please keep summaries brief and ½ page in length as a maximum.


COUNCIL PROCEDURE 

USE OF COMMUNITY PARKLANDS CONSULTATION STEPS 

RESPONSIBLE OFFICER: 

Chief Executive Officer 

RELEVANT DELEGATIONS: Directors 

LEGISLATION AND REFERENCES: Local Government Act 1999 

1. Written applications for permanent structures or long term use of community open space in 

Naracoorte Lucindale Council are to be submitted to Council. 

2. On receipt of an application, the applicant will receive an acknowledgement from the Council Records 

Officer 

3. The Manager Governance Council will submit the application to the Community Recreation and 

Sports Facilities Committee (CRSFC) for review and recommendation 

4. The recommendation from the CRSFC will be submitted to Council for consideration 

5. Council may endorse the application for public consultation or reject the application 

6. If Council endorses the application for public consultation, a public notification of the application is 

posted in the local newspaper, on Councils web site, (insert other ways) to maximise the participation 

of the community in the consultation process 

7. The public is granted 28 days to present written submissions on the application 

8. If Council rejects the application, the applicant is advised in writing by the Manager Governance. 

9. The applicant may lodge (with the Manager Governance ) an application for review of the decision 

through Council’s Grievance Procedure 

10. Copies of correspondence in relation to the application will also be provided to the CRSFC 

11. The relevant Council Officer provides written acknowledgement of all submissions in relation to the 

application 

12. The submissions are made available to Elected Members for consideration over a 2 week period 

13. The relevant Council Officer prepares a report the submissions and presents the report to Council for 

a final decision on the application 

14. The relevant Council Officer notifies everyone who put in a submission of the decision on the 

application and notifies the CRSFC of the decision. 

List of Amendments 

Date Authorised by Minute Reference 

15 th December 2009 Council 240/10 


Council


COUNCIL POLICY 

PUBLIC CONSULTATION AND COMMUNTIY ENGAGEMENT 

POLICY 

94 (formerly C6.8) 

RESPONSIBLE OFFICER: 

RELEVANT DELEGATIONS: 

Chief Executive Officer 

Directors 

LEGISLATION AND REFERENCES: Local Government Act 1999 sections 50, 92, 122,123, 151, 156, 

193, 194, 197, 198, 202, 223, 232, 249 and 259 

Development Act 1993 

PURPOSE OF POLICY 

Theme 5 of Council’s Strategic Plan 2013-2023 is “Progressive leadership – a well led and managed 

district supported by an ethical approach to managing infrastructure through the delivery of projects and 

services to the community”. 

The desired outcome is – “Effective community communication and engagement” 

Actions to achieve this are: 

• Engage with the community in Council decision making processes 

• Inform the community of Council’s progress in the delivery of strategic objectives 

• Ensure transparency in Council’s responsibilities and decision making 

INTRODUCTION 

Naracoorte Lucindale Council is committed to open, accountable and responsive decision making, which 

is informed by effective communication and consultation between Council and the community. This 

Public Consultation Policy sets out how Council will engage with the community in its decisions making 

processes. the steps Council will take to establish partnerships and encourage community involvement 

in planning and decision-making about the services Council provides and the management of community 

resources. 

Under the Local Government Act 1999, Council is required to consult on a range of issues and to prepare 

and adopt a public consultation policy. 

There are situations where there is no legislative requirement to consult the community, but Council 

may choose to undertake varying levels of community engagement. 

Council is committed to providing opportunities for the community to contribute to solutions and be 

involved in its decision making processes. While Council encourages input from the community and will 

take into consideration community feedback, under the Local Government Act 1999 the final decision 

remains the responsibility of the Elected Members. 

2013 Version Page 1




POLICY 


LEVELS OF ENGAGEMENT AND PUBLIC PARTICIPATION SPECTRUM 

This Policy addresses the key elements of both communication and consultation. Communication 

involves providing meaningful information in a timely and accessible manner. For example, a letter 

advising of certain events, or an advertisement in The Naracoorte Herald about a consultation forum. 

Consultation is a two-way process, providing opportunities to clarify information, raise issues and discuss 

ideas, options and views. 

This Policy provides Council with a model framework for planning and implementing community 

engagement that can be adapted to suit a range of circumstances. 

The framework has been developed using the “COMMUNITY ENGAGEMENT HANDBOOK, A Model 

Framework for Leading Practice in Local Government in South Australia” jointly produced by the Local 

Government Association of SA and the SA Government, 

http://www.lga.sa.gov.au/site/page.cfm?u=1324. 

The Handbook is based on the International Association for Public Participation (IAP2), www.iap2.org . 

Consulting (or engaging) the Community engagement can take several forms. The International 

Association for Public Participation (IAP2) identifies and defines various levels of community engagement 

as follows: 

Inform 

Consult 

Involve 

Collaborate 

One way communication providing balanced and objective information to assist 

understanding about something that is going to happen or has happened. 

Two way communications designed to obtain public feedback about ideas on 

rationale, alternatives and proposals to inform decision making. 

Participatory process designed to help identify issues and views to ensure that 

concerns and aspirations are understood and considered prior to decision making. 

Working together to develop understanding of all issues and interests to work out 

alternatives and identify preferred solutions. 

NOTE: 

Consultation is identified as a means of engaging and involving the community in decision-making 

processes. The Local Government Act 1999 refers to “public consultation” and that term is used 

exclusively within this Policy. 

As can be seen from the table above, “consultation”, is one level of community engagement that can be 

undertaken. 





POLICY 


IAP2's Public Participation Spectrum (below) will be used to assist Council with the selection of the level 

of participation that determines the community's role in any community engagement. 

The Spectrum shows that differing levels of participation are legitimate depending on the goals, time 

frames, resources and levels of concern in the decision to be made by the Elected Members. 

The Spectrum sets out the promise being made by Council to the public at each participation level. 

IAP2's Public Participation Spectrum 

Inform Consult Involve Collaborate 

Public Participation 

Goal: 

To provide balanced 

and objective 

information to assist 

understanding of topic, 

alternatives, 

opportunities and/or 

solutions. 

Promise to the Public: 


Goal: 

To obtain public 

feedback on analysis, 

alternatives and/or 

decisions. 



Goal: 

To work with the public 

throughout the process 

to ensure that concerns 

and aspirations are 

consistently 

understood and 

considered. 


Public 

Participation 

Goal: 

To partner with the 

public in each aspect of 

the decision including 

development of 

alternatives and 

identification of 

preferred solution. 


We will keep you 

informed. 

Example techniques 

We will keep you 

informed, listen to and 

acknowledge concerns 

and aspirations, and 

provide feedback on 

how input influenced 

the decision. 


We will work with you 

to ensure that your 

concerns and 

aspirations are directly 

reflected in the 

alternatives developed 

and provide feedback 

on how input 

influenced the decision. 


We will look to you for 

direct advice and 

innovation in 

formulating solutions 

and incorporate your 

advice and 

recommendations into 

the decisions to the 

maximum extent 

possible. 


• Media releases 

• Newsletters 

• Website 

• Social media 

• Public displays 

• Public comment 

• Meeting with 

stakeholders 

• Surveys 

• Appear before 

• Workshop 

• Working groups 

• Deliberate polling 

• Inviting written 

submissions 

• Section 41 

Committees 

• Consensus building 

• Participatory 

decision-making 





POLICY 


• Public notices and 

advertisements 

• Discussion papers 

• Reports 

Council or a Council 

committee to be 

heard on 

submissions 

• Petitions 

• Deputations 

• Public meeting 

• Focus Groups 

• Meeting with 

stakeholders 

• Informal sessions 

targeting high 

traffic areas (eg 

Kincraig Plaza, 

coffee shops) 

• Community forums 

Throughout the process of community engagement, there is likely to be movement back and forth along 

the Spectrum before the Elected Members make a final decision. 

THE LOCAL GOVERNMENT ACT 1999 (“THE ACT”) 

This Public Consultation Policy has been developed and adopted in accordance with Section 50 of the 

Act. 

Section 50 requires the policy to identify steps Council intends to take where the Act requires 

consultation, and provides for the steps to vary according to the class of decisions to be made by Council. 

Other sections of the Act refer to consultation requirements, and in some instances set out what a 

Council must do rather than referring to consultation or the Public Consultation Policy. A summary of 

these requirements is attached as Appendix 1. 

This Policy will apply to those circumstances required in the Act and any other legislation that specifies 

that the Council must undertake public consultation in accordance with its adopted Public Consultation 

Policy. Council may undertake consultation on matters not specified in legislation, but on which the 

Council considers that consultation should occur before it takes an action or reaches a decision. 

Refer to attached SCHEDULE A for a list of the matters for which public consultation is prescribed under 

the Local Government Act 1999. 

PRINCIPLES 

This Policy is underpinned by the following Principles, which are central to effective communication and 

consultation. 

Council will, utilising a range of techniques and processes, consult with the community in relation to the 

following matters (as required by the specified sections of Local Government Act 1999): 





POLICY 


WHEN WILL COUNCIL UNDERTAKE COMMUNITY ENGAGEMENT 

The Local Government Act 1999 requires Council to consult on the following (refer to Appendix 1 for 

more detail): 

• Review of Elected Member Representation Options Paper (section 12 (7)) 

• Review of the Status of a Council / Change of Council name (section 13) 

• Principal Office manner, places and times at which its offices will be open to the public (section 45 

(3)) 

• Prudential requirements for certain activities (section 48 (2(d), 48(5), 48(6)) 

• Preparation, adoption and alteration of a public consultation policy (section 50) 

• Adopt, alter or substitute a Code of Practice Access to meetings and documents (section 92(5)) 

• Development and review of Council’s strategic management plans (section 122(6)) 

• Adoption of Council’s annual business plan (section 123(3)) 

• Before Council changes the basis of the rating of any land (including by imposing differential rates on 

land that has not been differentially rated in the preceding financial year, or by no longer imposing 

differential rates on land that has been differentially rated in the preceding financial year); or 

changes the basis on which land is valued for the purposes of rating; or changes the imposition of 

rates on land by declaring or imposing a separate rate, service rate or service charge on any land 

(section 151(5)) 

• Proposal to change the basis of differential rating of land (section 156 (14a)) 

• Before Council resolves to exclude land from classification as community land (section 193 (2)) 

• Revocation of classification of land as community land (section 194 (2)) 

• Adoption of a management plan for community land (section 197(1)) 

• Amendment or revocation of a management plan (section 198(2)) 

• Alienation of community land by lease or licence (section 202(2)) 

• Issuance of an authorisation or permit for fencing or enclosing of a road so as to impede the passage 

of traffic (S.223) 

• If Council proposes to grant an authorisation or permit that would result in any part of a road being 

fenced, enclosed or partitioned so as to impede the passage of traffic to a material degree; or in 

relation to a use or activity for which public consultation is required under the regulations, (section 

232(1)) 

• Passing by-laws (section 249) 

• Prepare and adopt policies relating to power to make order (section 259(2)) 

In relation to building and development, the prescribed level of consultation can be found in Section 38 

of the Development Act 1993 and Part 6 of the Development Regulations 2008. 

Where there are legislative requirements for consultations under other legislation, for example the 

Development Act, then these take precedence over the Public Consultation and Community Engagement 

Policy should there be any inconsistency. 





POLICY 


Council may also, by resolution, elect to consult with the community on any other issue which it 

considers appropriate, but specifically including:- 

Under Council’s policies, Council chooses to engage with the community on the following: 

• Proposals to erect a permanent structure on parklands or community open space 

• Preparation, adoption and amendment of a code of conduct 

• Renewal of dry zones (under the Liquor Licensing Act 1993) within the Council area 

• Concept or development plans relating to parklands or community open space 

• Naming of Roads 

• Sale or disposal of land and other assets 

Comment [SK1]: This is now under the 

control of the ICAC Act 

Council may also choose to undertake community engagement on other topics. Consideration will be 

given to the following: 

• Level of interest being shown by the community 

• Degree of potential community impact 

• Availability of human, material and financial resources 

COMMUNITY ENGAGEMENT STEPS 

When Council chooses to engage the community the following steps Council will be considered (refer to 

Appendix 2 for a pro-forma) follow in cases where the Local Government Act 1999 requires Council to 

follow its public consultation policy; and in other cases where Council chooses to the engage the 

community are: 

1. Clarify the decision 

o Clarify the decision to be made by developing a decision statement that is a clear statement 

of the problem to be solved and a reflection of the needs of decision makers (usually the 

Elected Members) and the community 

2. Identify potential key stakeholders in each specific case; 

o A stakeholder is defined as someone who may be affected by or have a specific interest in 

the decision or issue under consideration. 

o Develop a list of potential stakeholders 

3. Consider legislative requirements applicable in each case 

o Comply with the legislative requirements to consult and follow the prescribed steps as set 

out in the relevant section of the Local Government Act 1999 (refer to Appendix 1) or the 

Development Act 1993 and this Policy. 

o Sections 45, 92(5), 123(3), 151(6), 156(14a), 194(2), 197(1), 202, 223, 232 (refer to Appendix 

1) of the Local Government Act require Council to ‘consult in accordance with its public 

consultation policy’ in these situations the consultation steps will at least include: 





POLICY 


• provide interested persons with a reasonable opportunity to make submissions 

• provide for the publication in a newspaper circulating within the area of the Council 

a notice describing the matter under consideration and inviting interested persons 

to make submissions in relation to the matter within a period (which must be at 

least 21 days) stated in the notice; and 

• consideration by the council of any submissions made in response to an invitation 

o In situations where there are no legislative requirements, engage communities in decision 

making at an appropriate level of community engagement (see Step 4). 

4. Select an appropriate level and means of consultation, relevant to each case; of community 

engagement (using the Levels of Engagement and Spectrum of Public Participation listed above) 

o This will be driven by the expectations of internal and external stakeholders 

5. Set up and maintain a public consultation record; community engagement record 

6. Collate and Analyse Information 

o 

Prepare a report for Council which takes into account the collated feedback and provides 

Elected Members with the information they need to inform their final decision. 

7. Make a decision and implement the final decision 

o Provide a feedback report to stakeholders who contributed to the community engagement 

To ensure the effectiveness of these principles steps Council will use the IAP2 Spectrum of Public 

Participation outlined in the section headed Levels of Engagement and Spectrum of Public Participation. 

• ensure that information is easily understood and accessible to identified stakeholders, and includes 

contact details for obtaining further information in all communications; 

• provide a range of appropriate opportunities for people to access information and to be involved, 

taking account of local significant barriers to access due to language, disability or cultural issues; 

• define the parameters of the consultation process for each specific topic, and identify what aspects 

of the decision can be influenced by community involvement; 

• aim to listen and respond to community views in a balanced way, taking account of all submissions 

made by various stakeholder; 

• keep records and provide feedback about the reasons for decisions where relevant; 

• review and evaluate the Policy to ensure ongoing improvement in the way Council involves the 

community in its decision-making processes. 

NOTE: 

In conjunction with this Policy the Council will be guided by the “COMMUNITY ENGAGEMENT 

HANDBOOK, A Model Framework for Leading Practice in Local Government in South Australia” jointly 

produced by the Local Government Association of SA and the SA Government 

(http://www.lga.sa.gov.au/site/page.cfm?u=1324 ). 

THE DECISION MAKING PROCESS 

Public consultation is one component of Council’s decision-making process. 





POLICY 


Council seeks to take account of the views and aspirations expressed by the community and 

stakeholders, and balance those with other influences such as budgetary constraints, to make decisions 

within the context of Council endorsed strategic directions. 

The following diagram identifies the various stakeholders that Council will consult with, where relevant 

appropriate to the matter before it. 

Various Stakeholders - Influencing the Outcome 

Comment [SK2]: This diagram is not 

included in the reviewed policy 

Federal & State 

Government/Agencies 

Local Govt authorities 

Regional Organisations 

Elected Members 

Council Staff 

Council Committees/ 

Advisory Groups 

Community Groups 

Representatives 

Residents 

Ratepayers 





POLICY 


ROLES AND RESPONSIBILITIES 

This Policy will apply to Council Elected Members, staff, contractors, and agents or consultants acting on 

behalf of Council. 

The Chief Executive Officer is responsible for: 

• implementing communication and consultation initiatives in accordance with this Policy; 

• reporting on outcomes of these initiatives to Council, to inform the decision making process; 

• reporting on the review and evaluation of the policy. 

CONSULTATION TECHNIQUES WHICH MIGHT BE USED 

Selecting the appropriate technique(s) to engage the community is essential for a successful decisionmaking 

outcome. 

The objective is to develop a clear plan that determines the objectives to be achieved and to select the 

techniques that will enable them to be achieved. 

Possible engagement techniques include:- 

INFORMATION SHARING COLLECTING INFORMATION BRINGING PEOPLE TOGETHER 

Council Newsletter 

Web site 

Survey 

Phone poll 

Workshop 

Field Trips 

Media releases 

Council’s Public Forum 

Community Forums and 

Discussion Papers 

Public displays / notices 

Focus Groups 

Council Committees 

Meetings 

Examples of consultation techniques suited to each level of public consultation include:- 

INFORM CONSULT INVOLVE COLLABORATE 

Fact Sheets 

Web sites 

Open Days 

Public comment 

Focus Groups 

Surveys 

Workshop 

Field Trips 

Deliberate polling 

Advisory Committees 

Citizen Juries 

Deliberative Dialogue 

Council will develop a suite of specific consultation frameworks in collaboration with the community to 

assist the Council in the undertaking of public consultation projects. 

OTHER RELEVANT POLICIES / PROCEDURES 





POLICY 


Other Council Policies / Procedures which may be relevant include – 

“Caretaker Policy” 

“Code of Conduct - Elected Members” 

“Code of Conduct - Employees” 

“Code of Practice - Access to Council and Committee Meetings and Associated Documents” 

“Contracting, Purchasing, Sale and Disposal of Land and Other Assets” 

“Fraud and Corruption Prevention Policy” 

“Internal Control Policy and Procedure” 

“Internal Review of Council Decisions” 

“Media Communications Policy” 

“Order Making Policy” 

“Road Naming Policy” 

“Whistleblower Protection Policy” 

Copies of Council’s policies are available on its website (www.naracoortelucindale.sa.gov.au) or by 

contacting Council on – 

Telephone 08 8760 1100 

Email council@nlc.sa.gov.au 

POLICY REVIEW 

The effectiveness of the Policy will be reviewed and evaluated annually, and the Chief Executive Officer 

will report to Council on the outcome of the evaluation, and make recommendations for amendments, 

alteration or substitution of a new Policy if relevant. 

This policy will be reviewed every four years. 

Any Future reviews amendment or alteration to the of this Policy , or substitution of a new Policy, will be 

subject to the public consultation provisions under of Section 259 (2) 50 of the Local Government Act 

1999. 

AVAILABILITY OF POLICY 

This Policy is available for inspection at Council’s Naracoorte office during ordinary business hours, or via 

the Council website www.naracoortelucindale.sa.gov.au at no cost. 

The public may inspect a copy of this policy, without charge, at the Council’s Naracoorte and Lucindale 

offices during office hours, and may obtain a copy for a fee fixed by Council. 





POLICY 


The Policy is also available on Council’s website www.naracoortelucindale.sa.gov.au 

REFERENCES 

“COMMUNITY ENGAGEMENT HANDBOOK, A Model Framework for Leading Practice in Local Government 

in South Australia” jointly produced by the Local Government Association of SA and the SA Government , 

Project Consultants: Margaret Heylen (Project Manager) and Barbara Chappell (Author), 

http://www.lga.sa.gov.au/site/page.cfm?u=1324 

International Association for Public Participation www.iap2.org 

ADOPTION AND AMENDMENT HISTORY 

Date Authorised by Minute Reference 

May 2017 

NEXT REVIEW 

May 2013 

MAJOR REVIEW 

26 July 2011 Council MAJOR REVIEW - Resolution 55/12 

18 December 2007 Council Review - Resolution 216/08 

19 December 2006 Council Review - Resolution 273/07 

28 February 2006 Council Review - Resolution 196/06 

26 September 2000 Council Policy Adopted 





POLICY 


Appendix 1 

PUBLIC CONSULTATION POLICY – SCHEDULE OF REQUIREMENTS 

TOPIC SECTION LEGISLATIVE REQUIREMENT 

Definition of Public Consultation Interpretation Reference to Chapter 4, Part 5 only 

Representation Reviews. 

• Review and reporting to the Electoral 

Commissioner 

Status of a Council/ Change of Name 

• Change from a municipal council to a 

district council, or change from a 

district council to a municipal council 

• Alter the name of the council, the 

area of the council, or the name of a 

ward. 

12 Representation Options Paper 

• Public notice: 

• of the preparation of the 

representation options paper; 

and 

• inviting written submissions 

within a minimum period of 6 

weeks. 

• Copy of notice to be published in 

newspaper circulating within its area. 

Report 

• Public notice: 

• informing public of the preparation 

and availability of the report; and 

• inviting written submissions within a 

minimum 3 week period. 

• Copy of notice to be published in 

newspaper circulating within its area. 

• Provide opportunity for person who 

makes written submission on report 

to appear personally or by 

representative before Council or a 

Council committee to be heard on 

submissions 

• Council must then finalise its report 

and refer to the Electoral 

Commissioner. 

13 • Public notice of the proposal inviting 

written submissions within a 

minimum period of 6 weeks, and 

publication of the notice in a 

newspaper circulating within its area 

• Provide opportunity for person who 

makes written submission to appear 

personally or by representative 

before Council or a Council 

committee to be heard on 





POLICY 


submissions 

Principal Office – Opening hours s.45 Consult in accordance with Council’s 

public consultation policy about the 

manner, places and times at which its 

offices will be open to the public for the 

transaction of business, and about any 

significant changes to these 

arrangements. 

Commercial Activities – Prudential 

Requirements 

s.48(2)(d) 

s.48(5) and 

s.48(6) 

Report addressing prudential issues to 

Include: 

• the level of consultation with the 

local community, including contact 

with persons who may be affected by 

the project and representations made 

by them 

• the means by which the community 

can influence or contribute to the 

project or its outcomes. 

Public Consultation Policies s.50 Requirements for preparation, adoption 

and alteration to Council’s public 

consultation policy. 

• Policy must set out steps that Council 

will follow in cases where the Act 

requires the Council to follow its 

public consultation policy 

• Policy may also set out steps to follow 

in other cases involving Council 

decision making 

• Steps may vary according to the 

classes of decisions within the scope 

of the policy, but must provide 

persons with a reasonable 

opportunity to make submissions in 

relevant circumstances 

• Section 50(4) sets out minimum steps 

that must be provided for in a public 

consultation policy as follows: 

• publish notice describing the 

matter under consideration in a 

newspaper circulating within the 





POLICY 


area, and inviting submissions 

within stated period (at least 21 

days) 

• consideration by the Council of 

submissions made in response. 

Section 50(6) requires the Council 

before it adopts, substitutes and/or 

alters a public consultation policy, to: 

• prepare a document that sets out its 

proposal; and 

• publish in a newspaper circulating 

throughout the State and a 

newspaper circulating within the area 

of Council a notice of the proposal 

inviting submissions within a 

minimum period of 1 month; and 

• consider any submissions received, 

unless the alteration is of minor 

significance. 

• Council’s public consultation policy is 

to be made available for inspection 

without charge at the principal office 

during ordinary office hours, and for 

purchase on payment of a fixed fee 

by Council. 

Code of Practice – Access to meetings 

and documents 

s.92(5) 

Before a Council adopts, alters or 

substitutes a code of practice under s.92 

it must follow the relevant steps set out 

in its public consultation policy. 

Strategic Management Plans s.122(6) Council must adopt a process or 

processes to ensure that members of the 

public are given a reasonable opportunity 

to be involved in the development and 

review of its strategic management plans. 

Annual Business Plan s.123(3) Before Council adopts an annual business 

plan it must follow the relevant steps set 

out in its public consultation policy which 

must provide for as a minimum: 

• publication of a notice in a newspaper 





POLICY 


circulating in the area of Council 

informing the public of the draft 

annual business plan and inviting 

persons to; 

• attend a public meeting on the 

matter to be held at least 21 days 

after the publication of the 

notice; or 

• attend a meeting of Council to be 

held on a date stated in the 

notice at which members of the 

public may ask questions and 

make submissions for at least one 

hour; or 

• make written submissions within 

a minimum period of 21 days 

stated in the notice; and 

• Council to make arrangements for the 

public meeting or Council meeting 

and Council to consider written 

submissions or submissions made at 

public meeting or Council meeting; 

• draft annual business plan must be 

available at the public meeting or 

Council meeting above and for 

inspection (without charge) and 

purchase (on payment of a fee fixed 

by Council) at the principal office of 

the Council at least 7 days before 

that. 

Change to Basis of Rating 

Report 

s.151(6) • Before Council changes the basis of 

rating of any land or changes the 

basis on which land is valued for the 

purposes of rating or changes the 

imposition of rates on land it must 

prepare a report on the proposed 

change and follow the relevant steps 

set out in its public consultation 

policy which must as a minimum 

provide for: 

• publication of a notice in a 





POLICY 


newspaper circulating in the area 

of Council describing the 

proposed change and informing 

the public of the preparation of 

the report and inviting persons to 

attend a public meeting in 

relation to the matter at least 21 

days after publication of the 

notice or to make written 

submissions within a minimum 

period of 21 days; and 

• Council to organise the public 

meeting and Council to consider 

submissions made at that 

meeting or in writing. 

• Copies of the report must be available 

at the public meeting and for 





the end of the public consultation 

period. 

Rating – Differential Rates s.156(14a) • Before Council changes declaring 

differential rates on the basis of a 

differentiating factor under sections 

156(1)(a), (b)(c) to another factor it 

must prepare a report on the 

proposed change and follow the 

relevant steps set out in its public 

consultation policy which must as a 

minimum provide for: 

• publication of a notice in a 

newspaper circulating in the area 

describing the proposed change 

and informing public of the 

preparation of the report and 

inviting persons to attend a public 

meeting in relation to the matter 

at least 21 days after publication 

of the notice or to make written 





POLICY 


submissions within a minimum 

period of 21 days; and 

• Council to organise the public 

meeting and Council to consider 

submissions made at that 

meeting or in writing. 

• Copies of the report must be available 

at the public meeting and for 





the end of the public consultation 

period. 

Community Land Classification 

All local government land (except a road) 

acquired by or brought under the care, 

control and management of Council is 

taken to have been classified as 

community land unless Council resolves 

before it becomes local government land 

to exclude it from classification. 

Revocation of classification of 

land as community land 

s.193(4) 

s.194(2) 

Council must give notice in the Gazette of 

a resolution to exclude land from 

classification as community land under 

s.193(4) of the Act 

Council must 

• follow the relevant steps set out in its 

public consultation policy before 

revoking the classification of land as 

community; land 

• submit a proposal with a report on all 

submissions made as part of the 

public consultation process to the 

Minister. 

Management Plans – Public Consultation s.197(1) Before Council adopts a management 

plan for community land it must 

• make copies of the proposed plan 

available for inspection or purchase at 

the Council’s principle office 

• follow the relevant steps set out in its 

public consultation policy 

• give public notice of its adoption of a 





POLICY 


management plan. 

Amendment or revocation of 

management plans 

NB: A Council cannot dispose of 

community land until revocation of its 

classification as community land. 

s.198 Public consultation, as Council would be 

required to do for a new management 

plan, is to be carried out prior to adopting 

a proposal for amendment to, or 

revocation of, a management plan. Public 

consultation is not required if the 

amendment has no impact or no 

significant impact on the interests of the 

community. 

Alienation by lease or licence s.202 Council must follow the relevant steps set 

out in its public consultation policy, 

before granting a lease or licence relating 

to community land. Exceptions apply in 

circumstances where: 

• the grant of the lease or licence is 

authorised in an approved 

management plan for the land, and 

the term of the proposed lease or 

licence is five years or less; or 

• the regulations provide for an 

exemption from compliance with a 

public consultation policy. 

Authorisations/Permits 

• Where road would be fenced 

enclosed or portioned so as to 

impede passage of traffic to a 

material degree 

• Use or activity for which public 

consultation required under 

regulations 

s.223 Council must follow the relevant steps set 

out in its public consultation policy before 

granting the authorisation or permit. 

Roads – Trees s.232 Before planting or authorising planting of 

vegetation that may have a significant 

impact on residents, the proprietors of 

nearby businesses or advertisers in the 

area, Council must follow the relevant 

steps set out in its public consultation 

policy. 





POLICY 


Passing by-laws 

NB: No specific reference to Council’s 

Public Consultation Policy, but minimum 

standards apply 

s.249 At least 21 days before resolving to make 

a by-law, Council must: 

• make copies of the proposed by-law 

(and any code, standard or other 

document proposed to be applied or 

incorporated by the by-law) available 

for public inspection without charge 

during ordinary office hours at the 

principal office of the Council 

• inform the public of the proposed bylaw 

and set out the terms of the bylaw 

or describe in general terms the 

nature and effect of the by-law, 

through a notice in a newspaper 

circulating in the area 

• give reasonable consideration to a 

written or other acceptable 

submission made on a proposed bylaw 

• Publish a notice of the making of a bylaw 

in a newspaper circulating in the 

Council area. 

Power to Make Orders 

Councils must take reasonable steps to 

prepare and adopt policies relating to 

power to make orders. 

s.259(2) 

Council must 

• Prepare a draft of a policy 

• By notice in a newspaper circulating 

in the Council area, advise the 

place(s) where the draft is available 

for inspection (without charge) or 


by Council), and invite written 

representations on the draft with a 

period specified by the Council (at 

least four weeks) 

• consider any submission made in 

response to the invitation. 

The requirements of s.259(2) also apply 

prior to Council adopting an amendment 

to a policy, unless Council determines 

that the amendment is of only minor 

significance. 





POLICY 


Appendix 2 

PUBLIC CONSULTATION AND COMMUNITY ENGAGEMENT 

PRO-FORMA 

NAME OF PUBLIC CONSULTATION ITEM 

1. Clarify the decision (state the decision that Council will be considering) 

2. Identify and list the key stakeholders 

3. Consider legislative requirements 

Is the consultation item related to one of the following Local Government Act 

sections which require Council to ‘consult in accordance with its public consultation 

policy’: 

45, 92(5), 123(3), 151(6), 156(14a), 194(2), 197(1), 202, 223, 232 (refer to Appendix 

1) 

Yes 

No 





POLICY 


Is the consultation item related to one of the following Local Government Act 

sections which require public consultation: 

12, 13, 48(2)(d), (5) and (6), 50, 122(6), 193(4), 198, 249, 259(2) (refer to Appendix 

1) 

Is there no legislative requirement to consult the community? 

4. Select a level and means of community engagement (more than one can be selected) 

Level Description List techniques that will be used (eg 

media release, advertisement, public 

meeting) 

Inform One way communication providing 

balanced and objective information to 

assist understanding about something 

that is going to happen or has happened. 

Consult 

Two way communications designed to 

obtain public feedback about ideas on 

rationale, alternatives and proposals to 

inform decision making. 

Involve 

Participatory process designed to help 

identify issues and views to ensure that 

concerns and aspirations are understood 

and considered prior to decision making. 

Collaborate Working together to develop 

understanding of all issues and interests 

to work out alternatives and identify 

preferred solutions. 

5. How will you maintain a record of community engagement undertaken? 





POLICY 


6. Collate and Analyse Information 

7. Make a decision and implement the final decision 

Date consultation commenced 

Date consultation completed 

This form has been completed by: 


334 

APPENDIX [19] 

INSTRUMENT OF DELEGATION UNDER THE SOUTH AUSTRALIAN PUBLIC HEALTH ACT 2011 AND SOUTH AUSTRALIAN PUBLIC HEALTH 

(LEGIONELLA) REGULATIONS 2013 AND SOUTH AUSTRALIAN PUBLIC HEALTH 

(WASTEWATER) REGULATIONS 2013 

NOTES 

1. In exercise of the powers contained in Section 44 of the Local Government Act 1999 the following powers, functions and duties under the South Australian Public 

Health Act 2011, South Australian Public Health (Legionella) Regulations 2013 and South Australian Public Health (Wastewater) Regulations 2013 are hereby 

delegated on 26 March 2013 (resolution 335/13) to the person occupying the office of Chief Executive Officer of the Council and the said functions and duties may 

be sub-delegated by the delegate to any other officer of the Council. 

2. Conditions or Limitations: conditions or limitations may apply to the delegations contained in this Instrument. Refer to the Schedule of Conditions at the back of 

this document. 

3. Refer to the relevant Council resolution(s) to identify when these delegations were made, reviewed and or amended. 

POWERS AND FUNCTIONS DELEGATED IN THIS INSTRUMENT 

Sub-delegation Position 

1. Power to Require Reports Director Planning, Environment and 

Community Development 

1.1 The power pursuant to Section 18(2) of the South Australian Public Health Act 2011 (the Act) to, if required by the 

Minister, provide a report on any matter relevant to the administration or operation of the Act. 

1.2 The power pursuant to Section 18(3) of the Act to, if required by the Minister, in a case involving the Council provide 

a combined report with 1 or more other councils. 

1.3 The power pursuant to Section 18(5) of the Act to provide the report in accordance with the requirements of the 

Environmental Health Officer 

NLC – June 2013 version 

LG - 56275\FXD02165875, Last amended - 1 June 2013

- 335 - 

INSTRUMENT OF DELEGATION UNDER THE SOUTH 

AUSTRALIAN PUBLIC HEALTH ACT 2011 AND SOUTH 

AUSTRALIAN PUBLIC HEALTH (LEGIONELLA) REGULATIONS 2013 AND 

SOUTH AUSTRALIAN PUBLIC HEALTH (WASTEWATER) REGULATIONS 2013 

Minister. 

2. Risk of Avoidable Mortality or Morbidity Director Planning, Environment and 


2.1 The power pursuant to Section 22(2) of the Act, if the Council receives a request under Section 22(1) of the Act, to 

consider the request and then respond in accordance with Section 22(3) of the Act to the Chief Public Health Officer 

within a reasonable time. 

2.2 The power pursuant to Section 22(3) of the Act to include in a response under Section 22(2) of the Act details about: 

2.2.1 any steps already being taken by the Council that may be relevant in the circumstances; and 

2.2.2 any plans that the Council may have that may be relevant in the circumstances; and 

2.3 any steps that the Council is willing to take in the circumstances; and 

2.4 any other matter relating to the Council that appears to be relevant. 

3. Cooperation Between Councils Not delegated 

3.1 The power pursuant to Section 39(1) of the Act to, in performing the Council’s functions or exercising the Council’s 

powers under the Act, act in conjunction or partnership with, or cooperate or coordinate the Council’s activities with, 1 

or more other councils 

3.2 The power pursuant to Section 39(2) of the Act to, if requested by the Chief Public Health Officer, cooperate with 1 or 

more other councils. 

3.3 The power pursuant to Section 39(3) of the Act to, if the Council receives a request under Section 39(2) of the Act, 

within 28 days after receiving the request or such longer period as the Chief Public Health Officer may specify, 


LG - 56275\FXD02165875, Last amended - 1 June 2013 

Environmental Health Officer

- 336 - 





furnish the Chief Public Health Officer with a written report on the action that the Council intends to take in response 

to the request. 

4. Power of Chief Public Health Officer to Act Director Planning, Environment and 


4.1 The power pursuant to Section 40(2) of the Act to consult with the Chief Public Health Officer. 

5. Council Failing to Perform a Function Under Act Not delegated 

5.1 The power pursuant to Section 41(1) of the Act to consult with the Minister in relation to the Minister’s opinion that the 

Council has failed, in whole or in part, to perform a function conferred on the Council under the Act. 

5.2 The power pursuant to Section 41(6) of the Act to: 

5.2.1 make written submissions to the Minister in relation to the matter within a period specified by the Minister; 

and 

5.2.2 request in the written submissions to the Minister that the Minister discuss the matter with a delegation 

representing the Council; and 

5.2.3 appoint a delegation representing the Council to discuss the matter with the Minister. 

6. Transfer of Function of Council at Request of Council Not delegated 

6.1 The power pursuant to Section 42(1) of the Act to request, in accordance with Section 42(2), of the Act that a function 

of the Council under the Act be performed by the Chief Public Health Officer. 

6.2 The power pursuant to Section 42(10) of the Act to enter into an agreement with the Minister for the Minister to 




- 337 - 





recover costs and expenses associated with the Chief Public Health Officer acting under Section 42 of the Act. 

6.3 The power pursuant to Section 42(11) of the Act to request that the Minister vary or revoke a notice under Section 42 

of the Act. 

6.4 The power pursuant to Section 42(11) of the Act to consult with the Minister in relation to the Minister varying or 

revoking a notice under Section 42 of the Act. 

7. Local Authorised Officers 

7.1 The power pursuant to Section 44(1) of the Act, subject to Section 45 of the Act, to, by instrument in writing, appoint 

a suitably qualified person to be a local authorised officer. 

7.2 The power pursuant to Section 44(2) of the Act to make an appointment under Section 44 subject to such conditions 

or limitations as the Delegate thinks fit. 

7.3 The power pursuant to Section 44(4) of the Act to direct a local authorised officer. 

7.4 The power pursuant to Section 44(6) of the Act to vary or revoke an appointment at any time. 

7.5 The power pursuant to Section 44(7) of the Act to notify the Chief Public Health Officer in accordance with Section 

44(8) of the Act, if the Council or the Delegate: 

7.5.1 makes an appointment under Section 44 of the Act; or 

7.5.2 revokes an appointment under Section 44 of the Act. 

7.6 The power pursuant to Section 44(9) of the Act to determine the number of local authorised officers who should be 

appointed for the Council’s area and in determining the number of local authorised officers who should be appointed 

for the Council’s area, take into account any policy developed by the Chief Public Health Officer for the purposes of 

Section 44 of the Act. 



- 338 - 





8. Identity Cards 

8.1 The power pursuant to Section 46(1) of the Act to issue in accordance with Section 46(2) of the Act to an authorised 

officer appointed under the Act an identity card in a form approved by the Chief Public Health Officer: 

8.1.1 containing the person’s name and a photograph of the person; and 

8.1.2 stating that the person is an authorised officer for the purposes of the Act; and 

8.1.3 setting out the name or office of the issuing authority. 

9. Specific Power to Require Information 

9.1 The power pursuant to Section 49(1) of the Act to require a person to furnish such information relating to public 

health as may be reasonably required for the purposes of the Act. 

Director Planning, Environment and 


10. Regional Public Health Plans Not delegated 

10.1 The power pursuant to Section 51(1) of the Act to in accordance with Sections 51(2), (5), (6), (8), (9), (11), (12), (13) 

and (15) of the Act prepare and maintain a plan or, if the Minister so determines or approves, with a group of 

councils, prepare and maintain a plan, for the purposes of the operations of the Council or Councils under the Act (a 

regional public health plan). 

10.2 The power pursuant to Section 51(10) of the Act, to, subject to Section 51(11), amend a regional public health plan at 

any time. 

10.3 The power pursuant to Section 51(11) of the Act to, in relation to any proposal to create or amend a regional public 

health plan: 

10.3.1 prepare a draft of the proposal; and 



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10.3.2 when the draft plan is completed, subject to Section 51(12) of the Act: 

10.3.2.1 give a copy of it to: 

(a) 

(b) 

(c) 

(d) 

the Minister; and 

any incorporated hospital established under the Health Care Act 2008 that operates a 

facility within the region; and 

any relevant public health partner authority under Section 51(23); and 

any other body or group prescribed by the regulations; and 

10.3.2.2 take steps to consult with the public. 

10.4 The power pursuant to Section 51(12) of the Act to, if required by the Minister, consult with the Minister, or any other 

person or body specified by the Minister, before the Council or the Delegate releases a draft plan under Section 

51(11). 

10.5 The power pursuant to Section 51(13) of the Act to, before bringing a regional public health plan into operation, 

submit the plan to the Chief Public Health Officer for consultation. 

10.6 The power pursuant to Section 51(15) of the Act to take into account any comments made by the Chief Public Health 

Officer, SAPHC, and any other body within the ambit of a determination under Section 51(14) of the Act, at the 

conclusion of the consultation processes envisaged by Sections 51(13) and (14). 

10.7 The power pursuant to Section 51(16) of the Act to then adopt a plan or amend a plan with or without alteration. 

10.8 The power pursuant to Section 51(17) of the Act to undertake the processes set out in Section 51 of the Act in 

conjunction with the preparation and adoption of its strategic management plans under Section 122 of the Local 

Government Act 1999 (and the power if the delegate thinks fit, incorporate a regional public health plan into the 



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Council’s strategic management plans under that Act). 

10.9 The power pursuant to Section 51(18) of the Act to provide in a regional public health plan, by agreement with the 

public health partner authority, for a public health partner authority to take responsibility for undertaking any strategy, 

or for attaining any priority or goal, under the plan. 

10.10 The power pursuant to Section 51(19) of the Act to review a regional public health plan at least once in every 5 years. 

10.11 The power pursuant to Section 51(20) of the Act to, in preparing and reviewing the Council’s regional public health 

plan insofar as is reasonably practicable, give due consideration to the plans of other councils insofar as this may be 

relevant to issues or activities under the Council’s plan. 

10.12 The power pursuant to Section 51(21) of the Act to, when performing functions or exercising powers under the Act or 

any other Act, insofar as may be relevant and reasonable, have regard to the State Public Health Plan, any regional 

public health plan that applies within the relevant area and any other requirement of the Minister, and in particular to 

give consideration to the question whether the Council or the Delegate should implement changes to the manner in 

which, or the means by which, the Council or the Delegate performs a function or exercises a power or undertakes 

any other activity that has been identified in the State Public Health Plan as requiring change. 

11. Reporting on Regional Public Health Plans Director Planning, Environment and 


11.1 The power pursuant to Section 52(1) of the Act to, in relation to a regional health plan for which the Council is 

responsible, on a 2 yearly basis, prepare a report that contains a comprehensive assessment of the extent to which, 

during the reporting period, the Council has succeeded in implementing its regional public health plan to the Chief 

Public Health Officer in accordance with Sections 52(2), (3) and (4) of the Act. 

12. Action to Prevent Spread of Infection Director Planning, Environment and 


12.1 The power pursuant to Section 66(6) of the Act to recover as a debt costs and expenses reasonably incurred in 

exercising powers under Section 66(5) of the Act from the person who failed to take the required action. 



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12.2 The power pursuant to Section 66(9) of the Act to, if the Chief Public Health Officer informs the Council of the 

occurrence of a disease constituting a notifiable condition, take such action as is reasonably open to the Delegate to 

assist in preventing the spread of the disease. 

13. Notices Director Planning, Environment and 


13.1 The power pursuant to Section 92(1) of the Act and subject to Sections 92(2), (3), (4), (5) and (12) of the Act to issue 

a notice for the purpose of: 

13.1.1 securing compliance with a requirement imposed by or under the Act (including the duty under Part 6 or a 

requirement imposed under a regulation or a code of practice under the Act); or 

13.1.2 averting, eliminating or minimising a risk, or a perceived risk, to public health. 

13.2 The power pursuant to Section 92(2) of the Act and subject to Section 92(12) of the Act, to, before issuing a notice to 

secure compliance with the general duty under Part 6 of the Act: 

13.2.1 have regard to: 

13.2.1.1 the number of people affected, or potentially affected, by the breach of the duty; 

13.2.1.2 the degree of harm, or potential degree of harm, to public health on account of the breach of the 

duty; 

13.2.1.3 any steps that a person in breach of the duty has taken, or proposed to take, to avoid or address 

the impact of the breach of the duty, 

and such other matters as the Delegate thinks fit; and 




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13.2.2 subject to Section 92 of the Act, give the person to whom it is proposed that the notice be given a 

preliminary notice in writing: 

13.2.2.1 stating the proposed action, including the terms of the proposed notice and the period within 

which compliance with the notice will be required; and 

13.2.2.2 stating the reasons for the proposed action; and 

13.2.2.3 inviting the person show, within a specified time (of a reasonable period), why the proposed 

action should not be taken (by making representations to the Delegate or a person nominated to 

act on behalf of the Council). 

13.3 The power pursuant to Section 92(2)(b)(iii) of the Act to nominate a person to act on behalf of the Council. 

13.4 The power pursuant to Section 92(3) of the Act to, in a case where Section 92(2)(b) of the Act applies, after 

considering representations made within the time specified under Section 92(2)(b) of the Act: 

13.4.1 issue a notice in accordance with the terms of the original proposal; or 

13.4.2 issue a notice with modifications from the terms of the original proposal; or 

13.4.3 determine not to proceed further under Section 92. 

13.5 The power pursuant to Section 92(4) of the Act to: 

13.5.1 not give notice under Section 92(2)(b) of the Act if the Delegate considers that urgent or immediate action is 

required in the circumstances of the particular case; and 

13.5.2 not give further notice before issuing a notice with modifications under Section 92(3)(b) of the Act. 

13.6 The power pursuant to Section 92(5) of the Act issue a notice under Section 92 of the Act: 



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13.6.1 in the form of a written notice served on the person to whom it is issued; and 

13.6.2 specifying the person to whom it is issued (whether by name or by a description sufficient to identify the 

person); and 

13.6.3 directing 2 or more persons to do something specified in the notice jointly; and 

13.6.4 without limiting any other provision, in the case of a notice that relates to the condition of any premises, to 

any person who: 

13.6.4.1 is the owner or occupier of the premises; or 

13.6.4.2 has the management or control of the premises; or 

13.6.4.3 is the trustee of a person referred to in Section 92(5)(i) or (ii) of the Act or is managing the affairs 

of such a person on some other basis; and 

13.6.5 stating the purpose for which the notice is issued and giving notice of the requirement or the risk to which it 

relates; and 

13.6.6 imposing any requirement reasonably required for the purpose for which the notice is issued including 1 or 

more of the following: 

13.6.6.1 a requirement that the person discontinue, or not commence, a specified activity indefinitely or 

for a specified period or until further notice from a relevant authority; 

13.6.6.2 a requirement that the person not carry on a specified activity except at specified times or 

subject to specified conditions; 

13.6.6.3 a requirement that the person take specified action in a specified way, and within a specified 

period or at specified times or in specified circumstances; 



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13.6.6.4 a requirement that the person take action to prevent, eliminate, minimise or control any specified 

risk to public health, or to control any specified activity; 

13.6.6.5 a requirement that the person comply with any specified code or standard prepared or published 

by a body or authority referred to in the notice; 

13.6.6.6 a requirement that the person undertake specified tests or monitoring; 

13.6.6.7 a requirement that the person furnish to a relevant authority specified results or reports; 

13.6.6.8 a requirement that the person prepare, in accordance with specified requirements and to the 

satisfaction of the relevant authority, a plan of action to secure compliance with a relevant 

requirement or to prevent, eliminate, minimise or control any specified risk to public health; 

13.6.6.9 a requirement prescribed under or for the purposes of the regulations; and 

13.6.7 stating that the person may, within 14 days, apply for a review of the notice or institute an appeal against 

the notice under the provisions of the Act. 

13.7 The power pursuant to Section 92(9) of the Act by written notice served on a person to whom a notice under Section 

92 of the Act has been issued by the Delegate or the Council, vary or revoke the notice. 

13.8 The power pursuant to Section 92(15) of the Act to, not comply with any other procedure, or hear from any other 

person, except as provided by Section 92 of the Act before the Delegate issues a notice under Section 92 of the Act. 

14. Action on Non-compliance with Notice 

14.1 The power pursuant to Section 93(1) of the Act if the requirements of a notice under Part 12 of the Act are not 

complied with, to take any action required by the notice. 






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14.2 The power pursuant to Section 93(2) of the Act to authorise a person for the purpose of taking action on the Council’s 

behalf under Section 93(1) of the Act. 

14.3 The power pursuant to Section 93(4) of the Act to recover the reasonable costs and expenses incurred by the 

Council in taking action under Section 93 of the Act as a debt from the person who failed to comply with the 

requirements of the notice. 

14.4 The power pursuant to Section 93(5) of the Act, if an amount is recoverable from a person by the Council under 

Section 93, to, by notice in writing to the person, fix a period, being not less than 28 days from the date of the notice, 

within which the amount must be paid by the person. 

Not sub-delegated 

Director Corporate Services 


15. Action in Emergency Situations Director Corporate Services 

15.1 The power pursuant to Section 94(5) of the Act to recover the reasonable costs and expenses incurred by a local 

authorised officer in taking action under Section 94 from any person who caused the risk to which the action relates, 

as a debt. 

16. Reviews – Notices Relating to General Duty Not delegated 

16.1 The power pursuant to Section 95(13) of the Act to appear in proceedings before the Review Panel as a 

representative of the Council. 

16.2 The power pursuant to Section 95(15) of the Act to make an application to the Review Panel to: 

16.2.1 dismiss or determine any proceedings that appear: 

16.2.1.1 to be frivolous or vexatious; or 

16.2.1.2 to have been instituted for the purpose of delay or obstruction, or for some other improper 

purpose; 



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16.2.2 bring any proceedings to an end that appear: 

16.2.2.1 to be more appropriate suited to proceedings before the District Court rather than the Review 

Panel; or 

16.2.2.2 to be unable to be satisfactorily resolved (or resolved within a reasonable period) by 

proceedings before the Review Panel; or 

16.2.3 bring any proceedings to an end for any other reasonable cause. 

17. Appeals Not delegated 

17.1 The power pursuant to Section 96(3) of the Act and subject to Section 96(4) of the Act, appeal to the District Court 

against the outcome of review proceedings under Division 3, Part 12 of the Act. 


LG - 56275\FXD02165875, Last amended - 1 June 2013 

SOUTH AUSTRALIAN PUBLIC HEALTH 

(LEGIONELLA) REGULATIONS 2013 

18. Duty to Register High Risk Manufactured Water System Director Planning, Environment and 


18.1 The power pursuant to Regulation 5(3) of the South Australian Public Health (Legionella) Regulations 2013 (the 

Legionella Regulations) to, on application made in a manner and form approved by the Council or Delegate and 

payment of the registration fee specified in Schedule 1 to the Council, register the high risk manufactured water 

system to which the application relates. 

18.2 The power pursuant to Regulation 5(6) of the Legionella Regulations, to, on application made in a manner and form 

approved by the Council or Delegate and payment of the renewal fee specified in Schedule 1 to the Council, renew 

Environmental Health Officer

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the registration of the high risk manufactured water system to which the application relates. 

19. Register of High Risk Manufactured Water Systems Director Planning, Environment and 


19.1 The power pursuant to Regulation 6(2) of the Legionella Regulations and subject to Regulation 6(3) of the Legionella 

Regulations to determine the manner and form of a register of high risk manufactured water systems registered by 

the Council. 

19.2 The power pursuant to Regulation 6(3) of the Legionella Regulations to include in relation to each high risk 

manufactured water system on the register: 

19.2.1 the type of water system; and 

19.2.2 the address of the premises on which the water system is installed; and 

19.2.3 the location of the water system on the premises; and 

19.2.4 the full name and residential and business addresses of the owner of the premises; and 

19.2.5 the full name, residential and business addresses, and residential and business telephone numbers, of the 

person nominated by the owner of the premises as being responsible for the operation and maintenance of 

the water system, 

and such other information as the Delegate thinks fit. 

19.3 The power pursuant to Regulation 15(2) of the Legionella Regulations to, at least once in every 12 months, give the 

owner of each of the premises on which a high risk manufactured water system registered with the Council is 

installed, written notice: 




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19.3.1 requiring the owner, within the period specified in the notice: 

19.3.1.1 to cause an inspection of the water system to be carried out by a competent person (not being 

the owner or person responsible for the operation and maintenance of the system); and 

19.3.1.2 to arrange for a NATA accredited laboratory to conduct microbiological testing, in accordance 

with AS/NZS 3896: 

(a) 

(b) 

of at least 1 sample of water taken from a cooling water system; and 

of at least 2 samples of water taken from a warm water system, 

to determine the presence and number of colony forming units of Legionella in the water; and 

19.4 requiring the owner to submit to the Council written reports setting out the findings of the inspection and the results of 

the microbiological testing within 1 month of receiving the reports. 

20. Power of Council to Require Microbiological Testing in Other Circumstances Director Planning, Environment and 


20.1 The power pursuant to Regulation 16(1) of the Legionella Regulations, if: 

20.1.1 the Council is investigating the occurrence of Legionellosis in the near vicinity of premises on which a high 

risk manufactured water system is installed; or 

20.1.2 the Council or Delegate has reason to believe that a high risk manufactured water system installed on 

premises situated in its area is not being maintained as required by these regulations, 

to give the owner of the premises written notice: 




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20.1.3 requiring the owner (either immediately or within a period specified in the notice) to arrange for a NATA 

accredited laboratory to conduct microbiological testing, in accordance with AS/NZS 3896, of water taken 

from the system, to determine the presence and number of colony forming units of Legionella in the water; 

and 

20.1.4 requiring the owner to submit to the Council a written report setting out the results of the microbiological 

testing within 24 hours of receiving the report. 

21. Fees 

21.1 The power pursuant to Regulation 21(3) of the Legionella Regulations, if a person is liable to pay a fee to the Council, 

to give the person written notice requiring the person to pay the fee within the period specified in the notice. 




21.2 The power pursuant to Regulation 21(4) of the Legionella Regulations, to reduce or remit a fee payable to the 

Council under the Legionella Regulations if satisfied that it is appropriate to do so in a particular case. 




21.3 The power pursuant to Regulation 21(5) of the Legionella Regulations, to recover a fee payable to the Council under 

the Legionella Regulations by action in a court of competent jurisdiction as a debt due to the Council. 


SOUTH AUSTRALIAN PUBLIC HEALTH 

(WASTEWATER) REGULATIONS 2013 

22. Relevant Authority Not delegated 



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22.1 The power pursuant to Regulation 6(1)(b) of the South Australian Public Health (Wastewater) Regulations 2013 (the 

Wastewater Regulations) to, agree to act as the relevant authority for a matter relating to an on-site wastewater 

system with a capacity that does not, or will not, on completion of wastewater works, exceed 40 EP and that is 

located or to be located in another council area if the system is to be operated by another council or wastewater 

works related to the system are to be undertaken by another council, or by a person acting in partnership, or in 

conjunction with that other council. 

23. Public Notification of Proposed Community Wastewater Management System Director Operations & Technical 

Services 

23.1 The power pursuant to Regulation 8(1) of the Wastewater Regulations to, if the Council proposes to establish a 

community wastewater management system for the whole or part of its area in the interests of public and 

environmental health, to give notice to the owners of land in the area affected by the proposal containing the 

prescribed details relating to the proposal and inviting submissions in relation to the proposal within a period (which 

must be at least 21 days) specified in the notice. 

24. Connection to Community Wastewater Management System (except 24.5) 

24.1 The power pursuant to Regulation 9(1) of the Wastewater Regulations and subject to Regulation 9(2) of the 

Wastewater Regulations on obtaining a wastewater works approval for a community wastewater management 

Manager Technical Services 

Director Operations & Technical 

Services 

Manager Technical Services 






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system, to, by written notice, require the operator of an on-site wastewater system: 

24.1.1 to connect the system to the community wastewater management system; and 

24.1.2 for that purpose, to complete and submit an application to the Council, within the period specified in the 

notice, for a wastewater works approval for: 

24.1.2.1 the connection; and 

24.1.2.2 if necessary, consequential alterations to the on-site wastewater system. 

24.2 The power pursuant to Regulation 9(4) of the Wastewater Regulations, if the operator of an on-site wastewater 

system does not submit an application within the period specified in a notice under Regulation 9(1) of the Wastewater 

Regulations, to grant a wastewater works approval for the required wastewater works as if the application had been 

made. 

24.3 The power pursuant to Regulation 9(6) of the Wastewater Regulations, if wastewater works are not carried out in 

accordance with a wastewater works approval for the connection of an on-site wastewater system to a community 

wastewater management system required under Regulation 9 of the Wastewater Regulations, to cause the 

requirements to be carried out (and a person authorised to do so by the Council may enter land at any reasonable 

time for the purposes of carrying out the relevant work). 

24.4 The power pursuant to Regulation 9(6) of the Wastewater Regulations to if wastewater works are not carried out in 

accordance with a wastewater approval for the connection of an on-site wastewater system to a community 

wastewater management system required under Regulation 9 of the Wastewater Regulations, authorise a person to 

enter land at any reasonable time for the purpose of carrying out the relevant work. 

24.5 The power pursuant to Regulation 9(7) of the Wastewater Regulations to recover as a debt the costs and expenses 

reasonably incurred in exercising a power under Regulation 9(6) of the Wastewater Regulations and the fee that 

would have been payable had the application been made as required under Regulation 9(1) of the Wastewater 

Regulations from the person who failed to comply with the notice. 




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25. Exemptions Director Planning, Environment and 


25.1 The power pursuant to Regulation 10(3) of the Wastewater Regulations to give an exemption by written notice and 

subject to conditions determined by the Delegate and stated in the notice. 

25.2 The power pursuant to Regulation 10(4) of the Wastewater Regulations to vary or revoke an exemption by further 

written notice to the holder of the exemption. 


26. Exemptions From Prescribed Codes Director Planning, Environment and 


26.1 The power pursuant to Regulation 15(3) of the Wastewater Regulations to give an exemption by written notice and is 

subject to conditions determined by the Delegate and stated in the notice. 

26.2 The power pursuant to Regulation 15(5) of the Wastewater Regulations to vary or revoke an exemption by further 

written notice to the holder of the exemption. 


27. Application Director Planning, Environment and 


27.1 The power pursuant to Regulation 23(2) of the Wastewater Regulations to, by written notice, ask the applicant to 

provide the Council with further technical specifications, information or documents relevant to the application or to 

modify the technical specifications submitted for approval. 


28. Determination of Application Director Planning, Environment and 



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28.1 The power pursuant to Regulation 24(1) of the Wastewater Regulations to refuse to grant a wastewater works 

approval: 

28.1.1 if the applicant fails to satisfy the Delegate of either or both of the following: 

28.1.1.1 that the technical specifications for the wastewater works comply with the prescribed codes; 

28.1.1.2 that the wastewater works will not, if undertaken in accordance with the conditions of approval, 

adversely affect or threaten public or environmental health; or 

28.1.2 for any other sufficient reason. 

28.2 The power pursuant to Regulation 24(2) of the Wastewater Regulations, if an application for a wastewater works 

approval relates to the connection of a community wastewater management system to SA Water sewerage 

infrastructure or a significant increase in the amount of wastewater to be discharged from a community wastewater 

management system to SA Water sewerage infrastructure, to give SA Water a reasonable opportunity to comment 

on the application and take into account any comments so made. 



29. Conditions of Approval Director Planning, Environment and 


29.1 The power pursuant to Regulation 25(2) of the Wastewater Regulations to impose: 

29.1.1 any 1 or more of the following prescribed expiable conditions: 




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29.1.1.1 a condition that sets out mandatory notification stages during the progress of wastewater works 

when a person is required to notify the Council in a specified manner and stop the work pending 

an inspection carried out at the person’s expense; 

29.1.1.2 a condition that requires the display of specified notices on the premises on which the 

wastewater system is located; 

29.1.1.3 a condition that requires a person to monitor the performance of the wastewater system in a 

specified manner (including by inspections carried out at specified times at the person’s 

expense) and to provide the Council with specified information in a specified manner and at 

specified times; 

29.1.1.4 a condition that provides that specified material must not, or that only specified material may, be 

discharged into, or from, the wastewater system; 

29.1.1.5 a condition that requires the wastewater system to be operated, maintained or serviced by a 

person of a specified class; 

29.1.1.6 a condition that requires records of a specified kind to be created, maintained, and provided to 

the Council; or 

29.1.2 any other conditions including any 1 or more of the following: 

29.1.2.1 a condition that requires decommissioning of the wastewater system: 

(a) 

(b) 

(c) 

after a specified trial period; or 

in specified circumstances; or 

on written notice to the operator of the system; 



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29.1.2.2 a condition that requires a wastewater system to be connected to a community wastewater 

management system; 

29.1.2.3 a condition that prevents activities that would adversely affect the operation or maintenance of a 

drain or treatment or disposal system or the reuse of wastewater from the wastewater system; 

29.1.2.4 a condition that requires a wastewater system to have various access points for maintenance or 

inspection (raised to or terminating at surface level, or as required by the Council); 

29.1.2.5 a condition that provides that a wastewater system must not be used unless or until it has been 

inspected or tested by an independent wastewater engineer and the Council supplied with a 

certificate given by that expert certifying that the wastewater works have been undertaken in 

accordance with the approved technical specifications; 

29.1.2.6 a condition that otherwise specifies requirements relating to: 

(a) 

(b) 

(c) 

(d) 

(e) 

the installation of the waste watersystem; or 

the decommissioning of the wastewater system; or 

the connection of the wastewater system to a community wastewater management 

system or SA Water sewerage infrastructure or the disconnection of the wastewater 

system from a community wastewater management system or from SA Water sewerage 

infrastructure; or 

the operation, servicing and maintenance of the wastewater system; or 

the reuse or disposal of wastewater from the wastewater system. 

29.2 The power pursuant to Regulation 25(3) of the Wastewater Regulations to impose a condition of approval that: 



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29.2.1 provides that a matter or thing is to be determined according to the discretion of the Council or some other 

specified person or body; and 

29.2.2 operates by reference to the manuals referred to in a product approval for the wastewater system; and 

29.2.3 operates by reference to a specified code as in force at a specified time or as in force from time to time. 

29.3 The power pursuant to Regulation 25(6) of the Wastewater Regulations to, on application and payment of the fee 

fixed by Schedule 1, by written notice to the applicant, vary or revoke a condition of a wastewater works approval. 

29.4 The power pursuant to Regulation 25(7) of the Wastewater Regulations to, on the Delegate’s own initiative, by written 

notice to the operator of a wastewater system to which a wastewater works approval applies, vary or revoke a 

condition of the approval or impose a further condition, provided that the variation, revocation or imposition does not 

take effect until at least 6 months after the giving of the notice unless: 

29.4.1 the operator consents; or 

29.4.2 the Delegate states in the notice that, in his/her opinion, the variation, revocation or imposition is necessary 

in order to prevent or mitigate significant harm to public or environmental health or the risk of such harm. 

30. Expiry of Approval Director Planning, Environment and 


30.1 The power pursuant to Regulation 26(2) of the Wastewater Regulations to, on application and payment of the fee 

fixed by Schedule 1, postpone the expiry of a wastewater works approval for a specified period. 


31. Registers of Wastewater Works Approvals Director Planning, Environment and 




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31.1 The power pursuant to Regulation 27(3) of the Wastewater Regulations, to extend the registers to include 

wastewater works approvals granted under the revoked regulations. 

31.2 The power pursuant to Regulation 27(6) of the Wastewater Regulations to include in the registers other information 

considered appropriate by the Delegate. 


32. Requirement to Obtain Expert Report Director Planning, Environment and 


32.1 The power pursuant to Regulation 29(1) of the Wastewater Regulations, if the Delegate suspects on reasonable 

grounds that a wastewater system is adversely affecting or threatening public or environmental health, to give the 

operator of the system a written notice requiring the operator to obtain and provide to the Council a written report 

from an independent wastewater engineer within a specified period addressing specified matters. 

32.2 The power pursuant to Regulation 29(3) of the Wastewater Regulations, if the requirements of a notice under 

Regulation 29 of the Wastewater Regulations are not complied with to obtain the required report and recover the 

costs and expenses reasonable incurred in doing so from the person who failed to comply with the notice, as a debt. 

32.3 The power pursuant to Regulation 29(3) of the Wastewater Regulations, to authorise a person to enter land at any 

reasonable time for the purposes of the report. 


33. Fees Director Planning, Environment and 


33.1 The power pursuant to Regulation 33(1) of the Wastewater Regulations, to refund, reduce or remit payment of a fee 

payable under the Wastewater Regulations if the Delegate considers that appropriate in the circumstances. 




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33.2 The power pursuant to Regulation 33(2) of the Wastewater Regulations, to recover a fee payable to the Council by 

action in a court of competent jurisdiction as a debt due to the Council. 



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SCHEDULE OF CONDITIONS 

CONDITIONS OR LIMITATIONS 

APPLICABLE TO DELEGATIONS 

CONTAINED IN THIS INSTRUMENT 

Paragraph(s) in instrument to which conditions/limitations apply 

Conditions / Limitations 

3 Cooperation Between Councils Not delegated to CEO and therefore cannot be sub delegated. 

5 Council Failing to Perform a Function Under Act Not delegated to CEO and therefore cannot be sub delegated. 

6 Transfer of Function of Council at Request of Council Not delegated to CEO and therefore cannot be sub delegated. 

10 Regional Public Health Plans Not delegated to CEO and therefore cannot be sub delegated. 

16 Reviews – Notices Relating to General Duty Not delegated to CEO and therefore cannot be sub delegated. 

17 Appeals Not delegated to CEO and therefore cannot be sub delegated. 

22 Relevant Authority Not delegated to CEO and therefore cannot be sub delegated. 




TERMS OF REFERENCE 

- AERODROME MANAGEMENT COMMITTEE 

The Aerodrome Management Committee was established under the provisions of Section 41 of the Local 

Government Act, 1999 by resolution of Council at its meeting held on 26 July 2011, having effect on and from 27 

July 2011. 

(The Aerodrome Management Committee supersedes and replaces the former Naracoorte Aerodrome 

Committee.) 

PURPOSE 

To provide reports to the Strategic Asset Management Committee on the following: 

‣ To advise Council on all matters relating to the operation, maintenance and development of the Naracoorte 

Aerodrome to the standard of a certified aerodrome in accordance with Civil Aviation Safety Regulation, Part 

139 and the Naracoorte Aerodrome Manual as stipulated by Civil Aviation Safety Authority Australia. 

‣ To advise Council on all matters relating to the operation and maintenance of the Lucindale Airstrip in 

accordance with Civil Aviation Safety Regulations, Mos Part 139. 

MEMBERS 

Council’s policy is that committee membership by Elected Members can be no less than 2 and no more than 5 

Elected Members. 

In this instance the Committee will comprise three (3) Elected Members nominated by Council, the Aerodrome 

Manager, and two (2) members nominated by the Naracoorte Aero Club Inc. 

Elected Members nominated by Council will be appointed biennially in November or as otherwise determined by 

Council. Other members will be appointed for a nominal period of four (4) years or as may otherwise be 

determined by Council. 

PRESIDING MEMBER 

The Presiding Member will be appointed annually by Council in November or as otherwise determined by Council. 

The Presiding Member shall be determined by the Council annually. 

MEETINGS 

Meetings will be held at least quarterly (in February, May, August and November of each year) on the first 

Thursday of the nominated month, or more frequently as may be required to consider issues relating to the 

serviceability or development of Aerodromes. 

Meetings will be conducted in accordance with the provisions of Sections 87, 88 and 90 of the Local Government 

Act, 1999, Part 3 of the Local Government (Procedures at Meetings) Regulations, 2000, and Council Policy C1.8 

“Meetings of Council and Council Committees”. Council’s Code of Practice for Council and Committee Meeting 

Procedures. 

Version July 2013 Page 1

REPORTING REQUIREMENTS 

Minutes of meetings will be kept in accordance with the provisions of Section 91 of the Local Government Act, 

1999 and Section 9 of the Local Government (Procedures of Meetings) Regulations 2000 and Council’s Code of 

Practice for Council and Committee Meeting Procedures. 

Minutes of meetings will be presented to the Strategic Asset Management Committee Council following each 

meeting of the Committee. 

The Committee will inform the Council, by the earliest practical means, of the development of any special risk 

arising from the performance of its delegated functions (in accordance with the Rules of the LGA Mutual Liability 

Scheme). 

The Committee will inform the Council, by the earliest practical means, of any civil liability claim which has been 

made, or is likely to be made in relation to the actions of the Committee pursuant to its delegated responsibilities. 

PROCEEDINGS 

Proceedings of meetings of the Committee will be recorded conducted according to the provisions of Section 89 

of the Local Government Act, 1999 and Part 3 of the Local Government (Procedures at Meetings) Regulations, 

2000, and Council Policy C1.8 “Meetings of Council and Council Committees”. Council’s Code of Practice for 

Council and Committee Meeting Procedures. 

STATUS 

The Committee will remain in operation for such time as determined by the Naracoorte Lucindale Council. 

CODE OF CONDUCT 

Members of the Committee will act in accordance with the Council's Code of Conduct pursuant to the provisions 

of Sections 62 and 63 of the Local Government Act, 1999. 

ROLE AND RESPONSIBILITIES OF COMMITTEE MEMBERS 

Committee members will: 

‣ strictly observe the requirements of the relevant Sections of the Local Government Act, 1999 as specified 

elsewhere within this document 

‣ participate in the deliberations of the Committee with regard to the policy and business which is before it; 

‣ be mindful of the objectives and policies of the Council as they relate to the business of the Committee; 

‣ be aware of Council’s resources, expenditure and activities, and the need for efficiency and effectiveness in 

the activities for which the Committee has been established. 

QUORUM 

A quorum is determined using the Local Government Procedures at Meetings Regulation 26(a) which is the total 

number of members of the committee divided by 2, ignoring any fraction resulting from the division, and adding 

one and can be no less than 3, therefore a quorum for the Aerodrome Management Committee is 4 members. 

DELEGATED POWER 

The Aerodrome Management Committee may express a preference to Council on matters relating to the 

committee’s purposes however as Council has not delegated any powers or functions to the Committee all 

decisions remain the responsibility of Council. 


REVISED ON ……. 2013 

(RESOLUTION ……) 

ADOPTED ON 26 JULY 2011 (RESOLUTION 17/12) 

MAYOR 

Erika Vickery 

CHIEF EXECUTIVE OFFICER 

Helen Macdonald 



TERMS OF REFERENCE – 

CEO RECRUITMENT, PERFORMANCE REVIEW AND REMUNERATION COMMITTEE 

The CEO Recruitment, Performance Review and Remuneration Committee is established under the provisions of 

Section 41 of the Local Government Act, 1999 by resolution of Council at its meeting held on 24 July 2012, having 

effect on and from 25 July 2012. 

PURPOSE 

OBJECTIVE 

The appointment, remuneration and performance appraisal of the Chief Executive Officer is the only human 

resource responsibility of the elected body of Council, as set out in Part 1 of Chapter 7 of the Local Government 

Act 1999. This document sets out Council’s procedure for carrying out those functions. 

The purpose of the committee is to: 

‣ To perform the functions of a selection panel pursuant to section 98(4) of the said Act. 

‣ To monitor the performance of Council’s Chief Executive Officer. 

‣ To review the remuneration and conditions of employment of the CEO at 12 monthly intervals. 

MEMBERS 



In this instance the The committee willis comprised of the Mayor and two (2) Councillors endorsed by the Council. 




The Mayor will act in be the Presiding Member position for of the Committee. 

The Mayor’s role is to: 

‣ Oversee the conduct of meetings in accordance with the Local Government Act1999 Meeting Regulations and 

the Procedures at Council provisions of Sections 87, 88 and 90 of the Local Government Act, 1999, Part 3 of 

the Local Government (Procedures at Meetings) Regulations, 2000, and Council Policy C1.8 “Meetings of 

Council and Council Committees”. Council’s Code of Practice for Council and Committee Meeting Procedures. 

‣ Oversee the conduct of meetings in accordance with the, Special Council & Committee Meetings - Code of 

Practice. 

‣ Liaise with the external consultant, if required 

‣ , to Eensure Elected Members are kept informed. 

AGENDAS & MINUTES OF MEETINGS 

The Committee will meet as business needs arise with at least two meetings held each financial year. 


An agenda will be prepared and distributed to Committee Members and the external facilitator at least four days 

prior to the meeting. 

Minutes of meetings will be recorded in accordance with legislative requirements and will be distributed to 

Committee Members,Members and the external facilitator within five days of the meeting. 

SUPPORT FOR THE COMMITTEE 

Administration Support – the CEO will allocate appropriate human resources to ensure that reports, agendas, 

notice of meetings and minutes of the Committee are recorded and managed in accordance with legislative 

compliance requirements. Other professional human resources will be allocated by the CEO as required. 

The Chief Executive Officer will participate in the meetings and provide information as requested by the 

Committee members. 

The external facilitator and other administration officers may be requested to attend and support the Committee 

meetings by the Presiding Member or Chief Executive Officer to provide advice, governance support or present 

information. 

The Chief Executive Officer, the external facilitator and administration officers do not have a decision making role. 

The Committee may resolve to seek further support if this need has been identified by the Committee. It may 

only agree to engaging additional support if the cost of that support is within its Council approved budget. 

TRAINING AND DEVELOPMENT FOR COMMITTEE MEMBERS 

Committee Members may request training and development to specifically assist in their role on the Committee. 

This may be requested as per the Elected Members Training and Development Policy, policy C6.5. 


Minutes, including recommendations, of the Committee Meeting will be presented to the next available Council 

meeting for endorsement .endorsement. 

Recommendations made by the Committee will be reported to the next Council Meeting for resolution 

The Mayor will advise the Elected Members of the outcomes of the meeting. 

PROCEEDINGS 

Proceedings of meetings of the Committee will be conducted according to the provisions of Section 89 of the 

Local Government Act, 1999 and Part 3 of the Local Government (Procedures at Meetings) Regulations, 2000, and 

Council’s Code of Practice for Council and Committee Meeting Procedures. 

STATUS 


ACCOUNTABILITY 

Accountable to Council for all actions undertaken. 

Comment [SK1]: Moved to Delegated 

Power 








elsewhere within this document, of which they will be provided copies; 


‣ be mindful of the objectives and policies of the Council as they relate to the business of the Committee; and 

‣ be aware of the Council’s resources, expenditure and activities, and the need for efficiency and effectiveness 

in the activities for which the Committee has been established. 

QUORUM 



one and can be no less than 3, therefore a quorum for the CEO Recruitment, Performance Review and 

Remuneration Committee is 3 members. 

DELEGATIONSED POWER 

The Committee is accountable to Council for all actions undertaken. 

The Committee may: 

‣ Approve minutes as a true and accurate record of proceedings 

‣ Approve its work plan 

‣ Establish the agenda format 

‣ Establish the meeting regulations 

‣ Determine if an item should be considered in confidence 

‣ engage solicitors or other consultants as may be required from time to time within budget constraints 

The Committee may determine all activities associated with recruitment, performance review and remuneration 

review processes for the Chief Executive Officer with the following exceptions: 

‣ expend funds beyond the Council approved budget for its activities 

‣ amend the committee’s Terms of Reference 

The Committee may make recommendations to Council Decisions made by the Committee in relation to: 

‣ recruitment 

‣ salary and conditions of employment 

‣ the position description 

‣ performance measures and targets 

‣ the performance review process 

can only be made after consultation with Council and within parameters set by Council. 

The Committee will develop processes and a timeline for the CEO’s appraisal, remuneration and recruitment as 

required. 




ADOPTED ON: 24 July 2012 

TO BE REVEIWED BY: 24 July 2014 (COUNCIL RESOLUTION 42/13) 

…………………………………….. 

MAYOR 

……………………………………… 





– COMMUNITY RECREATION AND SPORTS FACILITIES COMMITTEE 

The Community Recreation and Sport Facilities Committee is established under the provisions of Section 41 of 

the Local Government Act, 1999 by resolution of Council at its meeting held on 27 th October 2009, having effect 

on and from 1 st November 2009. 

PURPOSE 

‣ To make recommendations to Council on strategic, developmental, management and maintenance issues 

relating to recreation and sporting facilities within the Council area, with particular emphasis upon those 

pieces of open space and parklands not subject to exclusive occupation by local community or sporting 

groups. 

‣ To receive and assess reports from the Cockatoo Lake Working Group and Heritage Working Group. 

MEMBERS 



In this instance the Committee will comprise: 

‣ Between two (2) and four (4) Elected Members representatives nominated by Council 

‣ 1 representative nominated by the Naracoorte Lions Club 

‣ 1 representative nominated by the Naracoorte Rotary Club 

‣ A maximum of 7 community representatives appointed by Council 


Council. Other members will be appointed for a nominal period of two (2) years or as may otherwise be 




The Presiding Member shall be determined by the Council at the commencement of this Committee, and annually 

thereafter. 

MEETINGS 

Meetings will be held at least quarterly on the first Tuesday of the relevant month, or more frequently as may be 

considered necessary to discharge the functions of the Committee. 

Meetings will be held in the Naracoorte Council Chamber, or such other location as may be decided from time to 

time. 





Procedures. 



1999 and Section 9 of the Local Government (Procedures of Meetings) Regulations 2000, and Council Policy C1.8 

“Meetings of Council and Council Committees”. and Council’s Code of Practice for Council and Committee Meeting 

Procedures. 

Minutes of meetings will be presented to Council following each meeting of the Committee. 



Scheme). 



PROCEEDINGS 



2000 and Council Policy C1.8 “Meetings of Council and Council Committees”. Council’s Code of Practice for 


STATUS 











and 



QUORUM 

Pursuant to the provisions contained in Section 26 of the Local Government (Procedures at Meetings) Regulations 

2000 a quorum will be 7 members of the Committee. 




one and can be no less than 3, therefore a quorum for the Community Recreation and Sport Facilities Committee 

is 7 members, as at July 2013. 


The Community Recreation and Sport Facilities Committee may express a preference to Council on matters 

relating to the committee’s purposes however as Council has not delegated any powers or functions to the 

Committee all decisions remain the responsibility of Council. 



REVISED ON 22 ND JANUARY 2013 (COUNCIL RESOLUTION 270/13) 

REVISED ON 26 th JULY 2011 (COUNCIL RESOLUTION 19 / 12) 

REVISED ON 25 TH MAY 2010 

ADOPTED ON 27 TH OCTOBER 2009 

MAYOR 

Erika Vickery 



2013 2013 




- LIQUOR MANAGEMENT COMMUNITY COMMITTEE 

The Liquor Management Community Committee was established under the provisions of Section 41 of the Local 

Government Act, 1999 and the Liquor Licensing (Dry Areas – Long Term) Variation Regulations 2009 (No. 10 of 

2009) by resolution of Council at the meeting held on 24 th February 2004, having effect on and from 1 st March 

2004. 

PURPOSE 

‣ To provide a forum involving all interested parties to enable issues of concern to be identified and addressed. 

‣ To formulate community strategies to address liquor-related issues. 

‣ To involve the community in implementing and monitoring those strategies. 

‣ To review effectiveness of Dry Area Regulations in force within the Council area from time-to-time. 

‣ To report to Council and the Office of the Liquor and Gambling Commission on strategies and outcomes. 

MEMBERS 



In this instance the Committee will comprise 2 (two) Elected Members appointed by Council, Council’s Director 

Planning, Environment and Community Development (non-voting), Manager Planning and Compliance Services, 

and the Deputy Liquor and Gambling Commissioner, together with representatives from: 

‣ SA Police 

‣ Licensees of Local licensed premises 

‣ South East Drug & Alcohol Counselling Service 

‣ Children, Youth and Family Services 

‣ Local Schools 

‣ South East Aboriginal Health Advisory Committee 

‣ Crowd control operators 

‣ Local taxi operators 

‣ Australian Hotels Association SA 

‣ Representatives from major event organising committees 


Council. Other members will be appointed for a nominal period of four (4) years or as may otherwise be 





January July 2013 version Page 1

MEETINGS 

Meetings will be held at least quarterly on the second Tuesday of the relevant month (in February, May, August 

and November of each year), or more frequently as may be required to consider liquor related issues of concern 

to, or impacting on, the local community. 

Meetings will be held in the Naracoorte Council Chamber or such other location as may be decided from time to 

time. 




Procedures. 





Minutes of meetings will be presented to Council following each meeting of the Committee. 



Scheme). 



PROCEEDINGS 



2000, and Council Policy C1.8 “Meetings of Council and Council Committees”. Council’s Code of Practice for 


STATUS 











and 




QUORUM 

Pursuant to the provisions contained in Section 26 of the Local Government (Procedures at 

Meetings) Regulations 2000 a quorum shall be 7 members of the Committee. 



one and can be no less than 3, therefore a quorum for the Liquor Management Community Committee is 7 

members. 


The Liquor Management Community Committee may express a preference to Council on matters relating to the 



REVISED ON JULY 2013 

(COUNCIL RESOLUTION ………) 

REVISED ON 22 ND JANUARY 2013 (COUNCIL RESOLUTION 270/13) 

REVISED ON 26 th JULY 2011 (COUNCIL RESOLUTION 17 / 12) 



REVISED ON 22 ND MAY 2007 

REVISED ON 28 TH JUNE 2005 


ADOPTED ON 24 TH FEBRUARY 2004 

MAYOR 

Erika Vickery 







- NARACOORTE REGIONAL LIVESTOCK EXCHANGE BOARD 

The Naracoorte Regional Livestock Exchange Board is established under the provisions of Section 41 of the Local 

Government Act, 1999 by resolution of Council at its meeting held on 22 May 2012, having effect on and from 30 

May 2012. 

OBJECTIVE 

‣ To implement the Naracoorte Regional Livestock Exchange Strategic Management Plan 2012-22. 

PURPOSE 

‣ To oversee the development, construction and general operations of the Naracoorte Regional Livestock 

Exchange. 

‣ To monitor the financial performance of the Naracoorte Regional Livestock Exchange. 

‣ To make recommendations to Council regarding the implementation and any recommended revisions to the 

Naracoorte Regional Livestock Exchange Strategic Plan. 

‣ To develop an annual business plan. 

MEMBERS 



In this instance the Committee Membership will comprise: 

‣ 2 x Elected Members nominated by Council 

‣ 2 x Community Representatives nominated by Council. These representatives will have strong business 

acumen, and a working knowledge of the livestock industry 

‣ CEO, Naracoorte Lucindale Council (non voting) 

‣ Director responsible for the Naracoorte Regional Livestock Exchange (non voting) 


Council. Community Representatives will be appointed for a nominal period of two years or as may otherwise be 





TERM OF MEMBERSHIP 

Board Members shall be appointed for two years. 

Comment [SK1]: Refer to Members 

MEETINGS 

The Board will meet at least quarterly. 


Meetings will be conducted in accordance with the provisions of Section 87, 88 and 90 of the Local Government 



Procedures. 


Minutes of meetings to be kept in accordance with the Local Government Act 1999 and regulations. 




Minutes of meetings shall be presented to the Council following each meeting of the Committee. 

The Board will provide the Audit Committee with a quarterly report including financials, capital and operational 

expenditure, and other information pertaining to the performance of the Livestock Exchange. The Audit 

Committee will report to Council. 

The Board may make recommendations and reports to Council on any matter relating to the objective/purpose of 

the Board. 

Comment [SK2]: Refer to Delegations 

The annual business plan and budget for the operation of the Livestock Exchange including budgets for capital 

works must be forwarded to the Audit Committee for review prior to being presented to Council. 

Proposed revisions to the Naracoorte Regional Livestock Exchange Strategic Management Plan 2012-22 will be 

considered by the Audit Committee prior to seeking Council approval. 

An annual report in relation to the Naracoorte Regional Livestock Exchange Strategic Plan will be presented to the 

Audit Committee prior to presentation to Council. 



Scheme). 



PROCEEDINGS 

Proceedings of meetings of the Committee will be conducted according to the provisions of Section 89 of the 

Local Government Act, 1999 and Part 3 of the Local Government (Procedures at Meetings) Regulations, 2000, and 

Council’s Code of Practice for Council and Committee Meeting Procedures. 

STATUS 

The Committee shall remain in operation for such time as determined by the Naracoorte Lucindale Council. 


Members of the Board shall act in accordance with the Council's Code of Conduct pursuant to the provisions of 

Sections 62 and 63 of the Local Government Act, 1999. 

ROLE AND RESPONSIBILITIES OF BOARD MEMBERS 


Board members will: 


elsewhere within this document, of which they will be provided copies; 

‣ participate in the deliberations of the Board with regard to the policy and business which is before it; 

‣ be mindful of the objectives and policies of the Council as they relate to the business of the Board; 


in the activities for which the Board has been established. 

QUORUM 



one and can be no less than 3, therefore a quorum for the NRLE Board is 3 voting members. 

The quorum necessary for the transaction of business shall be three members. A duly convened meeting of the 

Board at which a quorum is present shall be competent to exercise all or any of the authorities, powers and 

discretions vested in or exercised by the Board. 

NOTICES OF MEETINGS 

Notices of Meetings to be in accordance with section 87 of the Local Government Act 1999. Notice of 

Meeting may be given by facsimile or email. Public notice of Board meetings to be given in accordance 

with section 88 of the Local Government Act 1999 by displaying the notice of the meeting on the public 

notice board at the Council office. An Agenda of the meeting to be supplied to all members at least three 

days prior to the meeting. 


The Board may make recommendations and reports to Council on any matter relating to the objective/purpose of 

the Board. 

Comment [SK3]: Covered under 

Meetings heading 

Comment [SK4]: Moved from above 

The NRLE Board may express a preference to Council on matters relating to the committee’s purposes however as 

Council has not delegated any powers or functions to the Committee all decisions remain the responsibility of 


ACCOUNTABILITY 

Accountable to Council for all actions undertaken. 

REVISED ON JULY 2013 

REVISED ON 12 June 2012 (COUNCIL RESOLUTION 516/12) 

REVISED ON: 27 May 2012 (COUNCIL RESOLUTION 479 / 12) 

ADOPTED ON: 22 May 2012 

MAYOR 



Erika Vickery 





- STRATEGIC ASSET MANAGEMENT COMMITTEE 

The Strategic Asset Management Committee is established under the provisions of Section 41 of the Local 

Government Act, 1999, by resolution of Council at the meeting held on 28th August 2012, having effect on and 

from 1st September 2012. 

PURPOSE 

‣ To provide advice and recommendations to Council in relation to the extent to which Council’s asset 

management policies accord with the Asset Management Strategy; 

‣ To assist Council in undertaking strategic asset planning and monitoring directed at achieving: 

o efficient and effective management of Council’s assets within the Council area; 

o managing assets in a sustainable manner to ensure that management plans meet Council’s 

strategic and long-term financial plans; 

o capital works program that meets Council’s long-term financial sustainability targets; 

o ensure all residents needs and interests are taken into account; 

‣ Provide advice to Council (or to act as its delegate) in relation to management policy issues when the Council: 

o Implements and reviews its asset management strategy and asset management policy; 

o Develops and adopts its asset management plans; and 

o Establishes the asset hierarchy, standards and service levels 

‣ To receive and assess reports from the Aerodrome Working Group and Botanical Working Group. 

MEMBERS 



In this instance the Members of the Committee are appointed by Council. Committee will consist of a maximum 

of (5) members and a minimum of three (3) members appointed by Council 

‣ three (3) members will be Elected Members 

Members will be appointed for a nominal period of two (2) years. 


Council. Other members will be appointed for a nominal period of two (2) years or as may otherwise be 



The Presiding Member will be determined by the Council at the commencement of this Committee, and annually 

thereafter. 


MEETINGS 


Meetings will be held at least quarterly, or more frequently as may be considered necessary to discharge the 

duties of the Committee. 

Meetings will be held in the Naracoorte Council Chamber, or such other location as may be decided from time to 

time. 




Procedures. 





Minutes of meetings will be presented to the next available Council meeting following each meeting of this 

Committee. 



Scheme). 



PROCEEDINGS 



2000. and Council’s Code of Practice for Council and Committee Meeting Procedures. 

STATUS 











and 

‣ be aware of the Council’s resources, expenditure and activities and the need for efficiency and effectiveness 



QUORUM 

The quorum necessary for the transaction of business will be two members. A duly convened meeting of the 

Committee at which a quorum is present will be competent to exercise all or any of the authorities, powers and 

discretions vested in or exercised by the Committee. 



one and can be no less than 3, therefore a quorum for the Strategic Asset Management Committee is 3 members. 


The Strategic Asset Management Committee may express a preference to Council on matters relating to the 



R REVISED ON ……. 2013 


EVIEWED ON 22 January 2013 (COUNCIL RESOLUTION 270/13) 

REVIEWED ON 27th November 2012 (COUNCIL RESOLUTION 191/13) 

ADOPTED ON 28th August 2012 (COUNCIL RESOLUTION 76/13) 

MAYOR 

Erika Vickery 






- STRATEGIC PLANNING AND DEVELOPMENT POLICY COMMITTEE 

The Strategic Planning and Development Policy Committee is established under the provisions of 

Section 41 of the Local Government Act, 1999, and pursuant to the provisions contained in Section 101A 

of the Development Act 1993 by resolution of Council at its meeting held on 22 nd March 2011, having 

effect on and from 1 st April 2011. 

Even though this committee is established under the Development Act 1993, the Local Government Act 

1999 will apply as if this committee was established under the Local Government Act 1999 (section 

101A(3) Development Act 1993). 

PURPOSE 

‣ To provide advice to Council in relation to the extent to which Council’s strategic planning and 

development policies in accordance accord with the Planning Strategy; 

‣ To assist the Council in undertaking strategic planning and monitoring directed at achieving: 

o orderly and efficient development within the Council area; 

o high levels of integration of transport and land-use planning; 

o relevant targets set out in the Planning Strategy within the Council area; 

o the implementation of affordable housing policies set out in the Planning Strategy within 

the Council area. 

‣ To provide advice to Council (or to act as its delegate) in relation to strategic planning and 

development policy issues when the Council is preparing:- 

o a Strategic Directions Report; or 

o a Development Plan Amendment proposal. 

MEMBERS 

Council’s policy is that committee membership by Elected Members can be no less than 2 and no more 

than 5 Elected Members. 

In this instance the Committee will comprise: 

‣ 4 representatives nominated by Council 

Members will be appointed for a nominal period of two (2) years. 

Elected Members nominated by Council will be appointed biennially in November or as otherwise 

determined by Council. Other members will be appointed for a nominal period of four (4) years or as 

may otherwise be determined by Council. 


The Presiding Member will be determined by the Council at the commencement of this Committee, and 

annually thereafter. 

The Presiding Member will be appointed annually by Council in November or as otherwise determined 

by Council. 

MEETINGS 


Meetings will be held at least quarterly, or more frequently as may be considered necessary to 

discharge the duties of the Committee. 

Meetings will be held in the Naracoorte Council Chamber, or such other location as may be decided 

from time to time. 

Meetings will be conducted in accordance with the provisions of Sections 87, 88 and 90 of the Local 

Government Act, 1999, Part 3 of the Local Government (Procedures at Meetings) Regulations, 2000, and 

Council Policy C1.8 “Meetings of Council and Council Committees”. Council’s Code of Practice for 



Minutes of meetings will be kept in accordance with the provisions of Section 91 of the Local 

Government Act, 1999 and Section 9 of the Local Government (Procedures of Meetings) Regulations 

2000 and Council’s Code of Practice for Council and Committee Meeting Procedures. 

Minutes of meetings will be presented to the next Council meeting held following each meeting of this 

Committee. 

The Committee will inform the Council, by the earliest practical means, of the development of any 

special risk arising from the performance of its delegated functions (in accordance with the Rules of the 

LGA Mutual Liability Scheme). 

The Committee will inform the Council, by the earliest practical means, of any civil liability claim which 

has been made, or is likely to be made in relation to the actions of the Committee pursuant to its 

delegated responsibilities. 

PROCEEDINGS 

Proceedings of meetings of the Committee will be recorded conducted according to the provisions of 

Section 89 of the Local Government Act, 1999 and Part 3 of the Local Government (Procedures at 

Meetings) Regulations, 2000 and Council’s Code of Practice for Council and Committee Meeting 

Procedures. 

STATUS 

The Committee will remain in operation for such time as determined by Section 101A of the 

Development Act 1993. 


Members of the Committee will act in accordance with the Council's Code of Conduct pursuant to the 

provisions of Sections 62 and 63 of the Local Government Act, 1999. 



‣ strictly observe the requirements of the relevant Sections of the Local Government Act, 1999 as 

specified elsewhere within this document 

‣ participate in the deliberations of the Committee with regard to the policy and business which is 

before it; 

‣ be mindful of the objectives and policies of the Council as they relate to the business of the 

Committee; and 


‣ be aware of the Council’s resources, expenditure and activities, and the need for efficiency and 

effectiveness in the activities for which the Committee has been established. 

QUORUM 

A quorum is determined using the Local Government Procedures at Meetings Regulation 26(a) which is 

the total number of members of the committee divided by 2, ignoring any fraction resulting from the 

division, and adding one and can be no less than 3, therefore a quorum for the Strategic Planning and 

Development Policy Committee is 3 members. 


The Strategic Planning and Development Policy Committee may express a preference to Council on 

matters relating to the committee’s purposes however as Council has not delegated any powers or 

functions to the Committee all decisions remain the responsibility of Council. 



REVISED ON 22ND JANUARY 2013 (COUNCIL RESOLUTION 270/13) 

ADOPTED ON 22 ND MARCH 2011 (COUNCIL RESOLUTION 432/11) 

MAYOR 

Erika Vickery 





DEVELOPMENT DECISIONS JUNE 2013 

REFERENCE 

NUMBER 

DESCRIPTION LOCALITY ADDRESS LODGED DETERMINED DECISION 

674/0051/13 PERGOLA & CARPORT NARACOORTE 4 SANDSTONE AVENUE 26/04/13 13/06/13 APPROVED 

674/0064/13 SOLAR PANELS ON TILT FRAMES NARACOORTE 8 PEAKE CRESCENT 22/05/13 28/06/13 APPROVED 

674/0065/13 DETACHED DWELLING NARACOORTE 4 BREALEY PLACE 24/05/13 07/06/13 APPROVED 

674/0066/13 DOMESTIC SHED NARACOORTE 2 SECOND AVENUE 24/05/13 13/06/13 APPROVED 

674/0069/13 DOMESTIC SHED NARACOORTE 7 ACACIA COURT 31/05/13 13/06/13 APPROVED 

674/0070/13 CARPORT / VERANDAH NARACOORTE 141 MCMILLIAN ROAD 03/06/13 13/06/13 APPROVED 

674/0073/13 DETACHED DWELLING NARACOORTE LOT 28 PREMIER DRIVE 07/06/13 28/06/13 APPROVED


PLANNING & ENVIRONMENTAL SERVICES COMMITTEE MEETING 

JUNE 2013 

DEVELOPMENT APPROVALS REPORT 

2011 2012 2013 

No of 

Approvals 

(Total) Value ($) 

Running 

Totals 

Approvals 

2011 

Running 

Totals 

Value ($) 

2011 

No of 

Approvals 

(Total) Value ($) 

Running 

Totals 

Approvals 

2012 

Running 

Totals 

Value ($) 

2012 

No of 

Approvals 

(Total) 

Value ($) 

Running 

Totals 

Approvals 


Running 

Totals 

Value ($) 


January 15 401,160 15 401,160 13 701,730 13 701,730 9 935,418 9 935,418 

February 17 583, 820 32 984,980 15 1,073,999 28 1,775,729 6 610,480 15 1,545,898 

March 26 1,557,413 58 2,542,393 16 4,953,846 44 6,729,575 18 1,327,535 33 2,873,433 

April 16 477,302 74 3,019,695 11 626,852 55 7,356,427 20 920,440 53 3,793,873 

May 9 276,832 83 3,296,527 30 1,669,160 85 9,025,587 19 1,612,866 72 5,406,739 

June 18 478,251 101 3,774,778 12 1,578,856 97 10,604,443 7 421,850 79 5,828,589 

July 18 1,144,010 119 4,918,788 14 886,000 111 11,490,443 

August 9 238,008 128 5,156,796 25 1,099,329 136 12,589,772 

September 14 565,475 142 5,722,271 16 842,719 152 13,432,491 

October 14 415, 151 156 6,137,422 13 800,730 165 14,233,221 

November 12 2,078,400 168 8,215,822 26 1,238,100 191 15,471,321 

December 21 789,375 189 9,005,197 9 1,418,841 200 16,890,162 

Total Approvals – 189 

Total Value - $9,005,197 

Total Approvals – 200 

Total Value - $16,890,162 

Total Approvals – 79 (As of 1 July 2013) 

Total Value - $5,828,589


LIBRARY MANAGER’S REPORT 

July 2013 

Utilisation: 

The statistics for customers utilising the Library in June were average compared to the previous 

years. However, external access to the website has increased to 389 hits for the month 

including 107 new users. The table below details the specific customer requests handled. 

Customers June 2013 June 2012 June 2011 

In Person 3,895 4,232 4,170 

Phone enquiries 193 358 

Email/mail enquiries 198 128 

Website hits 389 

Totals 4,675 4,718 4,170 

Circulation: 

The following table illustrates the circulation of 10,256 items in June compared with the previous 

years. The total circulation figure for June was slightly below average this year with differences 

in figures highlighting the loss of videos to borrow. The Local History collection was used 5 

times last month. 

Category June 2013 June 2012 June 2011 

Adult Fiction 3,780 1,250 1,080 

Adult Paperback 767 309 516 

Adult Non-fiction 887 486 512 

Large Print 418 290 307 

Hear-a-books 270 105 92 

Compact Discs 99 36 34 

Periodicals 718 403 343 

Children's Fiction 1,123 804 716 

Children's Paperback 62 25 104 

Children's Non-fiction 234 117 98 

Videos 0 4 136 

DVDs 1,845 854 908 

Inter-library Loans 2 74 72 

Jigsaws/ Toys 51 15 27 

Totals 10,256 4,772 4,945

Requests: 

Requesting and fulfilling requests both locally and with other libraries in South Australia is an 

excellent way to share resources and satisfy customers. This is particularly evident with the 

massive increase of fulfilled requests made using the 1LMS illustrated in the table below. 

Request type June 2013 June 2012 June 2011 June 2010 

Inter library 

1 67 103 51 

requests in 

Inter library 

0 93 107 91 

requests out 

Local requests in 358 108 130 107 

Local requests 

690 72 94 96 

out 

Totals 1049 340 434 345 

Computers: 

Use of the three public access computers was average as was use of the wireless internet. The 

following table shows computer utilisation for June and the previous year. A further 43 new 

people registered to use the wireless internet. Fifty-one seniors utilised the Broadband for 

Seniors computers during June including twelve training sessions. 

Computer June 2013 June 2012 June 2011 June 2010 

Library computers 

310 315 294 486 

hours 

Wireless logins 275 269 71 177 

Seniors’ 

computers 

51 19 

New stock: 

The Library staff processed 248 items in June. The following table depicts fluctuations in the 

number and source of new items in the collection in June compared to previous years. 

Source June 2013 June 2012 June 2011 June 2010 

PLAIN 143 55 87 170 

Local 24 1 54 10 

Donation 81 2 70 2 

Total 248 58 211 182 

Paula COVENTRY 

LIBRARY MANAGER

Naracoorte Public Library 

Customers using Library 

2013 2012 2011 2010 2009 2012/13 2011/12 2010/11 

January 4728 4550 4655 5086 July 5535 4524 5472 

February 4114 4342 4063 4837 August 4951 4265 4089 

March 4140 4512 4225 4768 3943 September 4657 4135 4264 

April 5052 4193 4005 4600 4602 October 4573 4357 4194 

May 5835 5193 4316 4783 4552 November 4319 4207 3611 

June 4675 4718 4170 4888 4826 December 2993 3432 3615 

July 5535 4524 5472 6117 January 4728 4550 4655 

August 4951 4265 4089 5522 February 4114 4342 4063 

September 4657 4135 4264 5498 March 4140 4512 4225 

October 4573 4357 4194 4728 April 5052 4193 4005 

November 4319 4207 3611 4587 May 5835 5193 4316 

December 2993 3432 3615 4038 June 4675 4718 4170 

Totals 28544 54536 50354 54207 48413 Totals 55572 52428 50679 

7000 

6000 

5000 

4000 

3000 

2000 

1000 

0 

2012/13 

2011/12 

2010/11 

Number of customers using the Library 

7000 

6000 

5000 

4000 

3000 

2000 

1000 

0 


2012 

2011 

2010 

2009 

Number of items borrowed from the Library 

2013 2012 2011 2010 2009 2008 2007 2006 2012/13 2011/12 2010/11 

January 10576 5749 5791 5601 5819 6272 5266 July 4958 5152 5799 

February 11318 4791 4536 4941 5169 5266 5355 August 5056 5085 5261 

March 12935 5043 5014 5023 5357 5076 5669 September 4887 5014 5458 

April 14663 5004 5230 5365 5444 5739 5838 October 3644 4884 4945 

May 12787 5010 5027 4957 5330 5619 5706 November 6657 4586 4841 

June 10256 4772 4945 4971 5276 5282 5205 December 5451 3632 4781 

July 4958 5152 5799 6372 6174 5633 6107 January 10576 5749 5791 

August 5056 5085 5261 5639 5494 5361 6068 February 11318 4791 4536 

September 4887 5014 5458 5755 5573 4989 5647 March 12935 5043 5014 

October 3644 4884 4945 5254 5896 5438 5683 April 14663 5004 5230 

November 6657 4586 4841 4784 5262 5079 5461 May 12787 5010 5027 

December 5451 3632 4781 4356 4394 3622 4468 June 10256 4772 4945 

Totals 74548 61022 58896 61943 64555 66047 63161 33434 Totals 103188 58722 61628 

16000 

14000 

12000 

10000 

8000 

6000 

4000 

2000 

0 

2012/13 

2011/12 

2010/11 

16000 

14000 

12000 

10000 

8000 

6000 

4000 

2000 

0 

2012/13 

2011/12 

2010/11 

Number of items borrowed from the Library 

16000 

16000 

14000 

14000 

12000 

10000 

8000 

6000 

4000 

2000 

0 


2012 

2011 

2010 

2009 

2008 

2007 

2006 

12000 

10000 

8000 

6000 

4000 

2000 

0 


2012 

2011 

2010 

2009 

2008 

2007 

2006

From: Overland Gold [overlandgold@cornishvic.org.au] 

Sent: Sunday, 2 June 2013 12:29 PM 

To: naracoortevic 

Cc: Judith Murdoch; Cornish Association of Victoria 

Subject: RE: Cornish Convoy 

Hello Vicki 

On behalf of the Cornish Convoy group, thank you so much for all you did to arrange a 

wonderful visit to Naracoorte on Wednesday. 

Would you please pass on our thanks to the National Trust group for their welcome and 

lunch, especially the hot soup we were very grateful for. The chance to talk with members 

of the group about our project was much appreciated too. A photo of the smiling, well-fed 

group is attached. 

Our sincere thanks also to Bill with apologies we were left with little time and rushed him 

dreadfully. Several members of the group who had not visited before found the Museum 

displays really interesting and there was talk of ‘next visits’ to see it all more 

comprehensively. 

I am in the process of preparing a summary of our trek for the Overland Gold website and 

will forward a copy in due course. We are also now on Facebook – primarily to share 

photographs amongst the group, but for promotion of the project too. 

Thank you again for your interest in the Overland Gold project. I look forward to further 

opportunities to highlight the significance of this aspect of Australia’s history and the part 

Naracoorte played in it. 

Kind regards 

Moira Drew 

Project Coordinator

Naracoorte Visitor Information Centre 

Visitor Statistics (Visitors through door not including phone/email/fax enquiries or business reps) 

2011 2012 2013 2014 2015 2016 2017 2018 Average 

January 1734 1504 1397 

February 1176 933 876 

March 1601 1442 1279 

April 1766 1406 1393 

May 1170 1104 1026 

June 795 835 883 

July 989 850 

August 718 792 

September 1017 1040 

October 1499 1315 

November 1097 1147 

December 1042 1028 

Total 14604 13396 6854 0 0 0 0 6970.8 

Total Visitors through the door at VIC 

2000 

1800 

1600 

1400 

1200 

1000 

800 

600 

400 

200 

0 

January February March April May June July August 

Septembe 

r 

October 

November December 

2011 1734 1176 1601 1766 1170 795 989 718 1017 1499 1097 1042 

2012 1504 933 1442 1406 1104 835 850 792 1040 1315 1147 1028 

2013 1397 876 1279 1393 1026 883 

2014 

2015 

2016 

2017 

2018 

Average

SA Vic Interstate The rest of the world Other Information/Enquiries Length of stay 

Total Average 

Visitors visitors 

Phone/ 

through through Fax/Email 

Total Museum 

Local Adel Country Melb Country NSW/ACT Qld WA Tas NT UK Europe USA/Can NZ Japan Other Asia Other Unknown the door the door Enquiries Bags Taken Enquiries Entries Day trip Overnight Longer Unknown 

1 2 8 3 3 3 4 1 1 25 1 25 6 16 4 1 

2 3 2 4 6 2 5 2 24 2 24 4 9 6 2 2 

3 5 3 14 5 1 4 1 33 1 1 34 12 19 5 3 1 

4 12 2 3 1 1 6 1 26 20 0 46 0 8 2 2 1 

5 5 1 2 2 1 11 7 1 18 0 1 2 2 1 

6 3 2 1 1 2 2 2 13 6 0 19 0 1 4 5 

7 8 11 20 2 6 3 2 2 2 5 61 6 67 17 41 11 1 

8 8 25 5 13 4 4 2 3 64 1 4 69 16 22 14 20 

9 7 18 9 3 13 1 4 1 1 57 0 0 57 15 8 11 31 7 

10 5 7 5 4 2 4 4 2 7 1 3 44 6 3 50 0 5 10 7 5 

11 31 2 4 2 6 45 4 0 49 27 13 1 

12 4 6 3 7 2 4 3 4 33 8 0 41 2 9 12 3 4 

13 4 4 2 2 2 14 7 0 21 2 7 2 4 

14 8 2 2 4 16 7 23 6 3 4 

15 4 2 7 2 2 1 2 8 6 34 1 6 35 9 1 2 21 6 

16 5 4 4 2 4 10 29 6 29 2 4 15 10 

17 7 9 4 7 2 2 4 3 38 2 3 40 12 9 12 8 3 

18 7 2 2 6 2 19 8 0 27 0 6 4 3 

19 3 6 3 3 2 2 2 5 1 27 10 1 37 7 14 6 3 1 

20 9 6 1 5 3 2 2 28 2 30 4 8 1 7 1 

21 6 2 3 4 2 2 2 21 4 25 0 7 6 2 

22 5 10 4 3 2 2 2 28 0 28 13 15 8 

23 2 2 4 1 2 6 17 6 17 7 7 2 6 

24 5 1 1 4 11 3 0 14 6 

25 6 1 2 2 2 13 7 0 20 0 1 6 

26 4 2 8 3 5 4 2 2 3 7 1 41 2 1 43 4 6 8 9 1 

27 7 2 2 2 2 4 4 2 2 27 10 0 37 4 10 6 

28 6 10 1 2 4 1 2 1 27 8 0 35 2 9 8 2 1 

29 5 2 6 2 6 1 2 24 0 2 24 0 9 6 2 

30 14 2 5 5 2 4 1 33 1 1 34 0 2 8 6 1 

31 0 

0 

192 136 109 43 114 0 47 44 18 4 1 12 24 12 10 2 73 1 41 883 129 40 1018 161 248 188 169 62

Naracoort Caves National Park Fees 1/9/12 – 30/6/13 

Visitor Fees 

Adult Concession Child Family 

Alexandra Cave $20.00 $16.00 $12.00 $55.00 

Victoria Fossil Cave $25.00 $20.00 $15.00 $65.00 

Bat Wonderland $25.00 $20.00 $15.00 $65.00 

Wonambi/Wet $15.00 $12.00 $9.00 $40.00 

Wet Cave only $9.00 $7.50 $5.50 $25.00 

Wonambi $13.00 $11.00 $8.00 $36.00 

Adventure Caving – (Minimum group size applies to all adventure tours) 

Novice Tours Adult Concession Child 

(Minimum age 8yo) $45.00 $40.00 $25.00 

Prior bookings essential and conditions apply. 

Extended Tours $90.00 per person 

(Minimum age 12 yo) 

Novice tour should be completed within twelve month period of booking 

Extended tour. 

Camping 

Campsite powered (up to 4 persons) $30.00 

Campsite non-powered (up to 4 persons) $27.50 

additional persons $5 pp powered or non-powered 

Accommodation General Public 

Wirreanda Bunkhouse (large group per bed) $22.00 

Family Bunkhouse rooms (weekends & school holidays) $75.00 

Exclusive use of Carters House (up to 10 persons) $175.00 

*Bunkhouse Accommodation dependent on prior bookings

Naracoort Caves National Park Fees 1/7/13 – 30/6/14 

Visitor Fees 

Adult Concession Child Family 

Alexandra Cave $20.00 $16.00 $12.50 $65.00 

Victoria Fossil Cave $30.00 $25.00 $15.00 $75.00 

Bat Wonderland $25.00 $20.00 $15.00 $65.00 

Wonambi/Wet $15.00 $12.00 $9.00 $40.00 

Wet Cave only $9.00 $7.50 $5.50 $25.00 

Wonambi $13.00 $11.00 $8.00 $36.00 

Adventure Caving – (Minimum group size applies to all adventure tours) 

Novice Tours Adult Concession Child 

(Minimum age 8yo) $60.00 $48.00 $35.00 

Prior bookings essential and conditions apply. 

Extended Tours $100.00 per person 

(Minimum age 12 yo) 

Novice tour should be completed within twelve month period of booking 

Extended tour. 

Camping 

Campsite powered (up to 4 persons) $30.00 

Campsite non-powered (up to 4 persons) $27.50 

additional persons $5 pp powered or non-powered 

Accommodation General Public 

Wirreanda Bunkhouse (large group per bed) $22.00 

Family Bunkhouse rooms (weekends & school holidays) $75.00 

Tantanoola Caves 

Adult $12.00 

Concession $10.00 

Child $6.00 

Family $33.00


Vacancies in untimed carparks 

2012-2013: 

Date Day Conducted by Time Location Quantity 

MARCH 

28-Mar-13 Thu Darren 1520 Riverside Dr 64 Conducted the afternoon before Good Friday 

28-Mar-13 Thu Darren 1520 Rowland St 11 

APRIL 

3-Apr-13 Wed Darren 1100 Riverside Dr 39 

3-Apr-13 Wed Darren 1100 Rowland St 16 

5-Apr-13 Fri Darren 1300 Riverside Dr 49 

5-Apr-13 Fri Darren 1300 Rowland St 14 

8-Apr-13 Mon Simon 1400 Riverside Dr 33 

8-Apr-13 Mon Simon 1400 Robertson St 12 from Magary Cres to Roland St - 36 available 

9-Apr-13 Tues Simon 1300 Riverside Dr 36 

9-Apr-13 Tues Simon 1300 Robertson St 9 

10-Apr-13 Wed Simon 1400 Riverside Dr 31 

10-Apr-13 Wed Simon 1400 Robertson St 11 

11-Apr-13 Thu Simon 1330 Riverside Dr 41 

11-Apr-13 Thu Simon 1330 Robertson St 9 from Magary Cres to Jones St - 36 26 available 

12-Apr-13 Fri Simon 1330 Riverside Dr 23 

12-Apr-13 Fri Simon 1330 Robertson St 7 from Magarey to Jones - 22 available 

15-Apr-13 Mon Simon 1230 Riverside Dr 43 

15-Apr-13 Mon Simon 1230 Robertson St 6 from Magarey to Jones - 16 available 


16-Apr-13 Tues Simon 1300 Robertson St 4 from Magarey to Jones - 12 available 


17-Apr-13 Wed Simon 1300 Robertson St 14 from Magarey to Jones - 25, from Magarey to Roland - 45 


18-Apr-13 Thu Simon 1300 Robertson St 14 from Magarey to Jones - 26, from Magarey to Roland - 40 

VACANT COUNCIL OWNED CARPARKS 

Comments 

MAY 

8-May Tue Darren 1000 Riverside Dr 33 

8-May Tue Darren 1000 Robertson 9 

10-May Fri Darren 1500 Riverside Dr 42 

10-May Fri Darren 1500 Robertson St 7 

16-May Thu Darren 1100 Riverside Dr 18 

16-May Thu Darren 1100 Robertson St 10 

JUNE 

4-Jun-13 Tues Darren 1245 Riverside Dr 54 

4-Jun-13 Tues Darren 1245 Robertson St 11 

6-Jun-13 Thu Darren 1100 Riverside Dr 9 

6-Jun-13 Thu Darren 1100 Robertson St 41 

14-Jun-13 Fri Darren 1530 Riverside Dr 29 

14-Jun-13 Fri Darren 1530 Robertson St 8 

18-Jun Tue Darren 1600 Riverside Dr 45 

18-Jun Tue Darren 1600 Robertson St 11 

JULY 

3-Jul Wed Darren 1330 Riverside Dr 51 

3-Jul Wed Darren 1330 Robertson St 7


Dog Wandering/Pound/Infringement Register 2011-2012 

2012-2013: 

Date Day Conducted by Time Location Quantity 

VACANT COUNCIL OWNED CARPARKS 

Comments 

MARCH 

28-Mar-13 Thu Darren 1520 Riverside Dr 64 Conducted the afternoon before Good Friday 

28-Mar-13 Thu Darren 1520 Rowland St 11 

APRIL 

3-Apr-13 Wed Darren 1100 Riverside Dr 39 

3-Apr-13 Wed Darren 1100 Rowland St 16 

5-Apr-13 Fri Darren 1300 Riverside Dr 49 

5-Apr-13 Fri Darren 1300 Rowland St 14 

8-Apr-13 Mon Simon 1400 Riverside Dr 33 

8-Apr-13 Mon Simon 1400 Robertson St 12 from Magary Cres to Roland St - 36 available 


9-Apr-13 Tues Simon 1300 Robertson St 9 


10-Apr-13 Wed Simon 1400 Robertson St 11 


11-Apr-13 Thu Simon 1330 Robertson St 9 from Magary Cres to Jones St - 3626 available 

12-Apr-13 Fri Simon 1330 Riverside Dr 23 

12-Apr-13 Fri Simon 1330 Robertson St 7 from Magarey to Jones - 22 available 

15-Apr-13 Mon Simon 1230 Riverside Dr 43 

15-Apr-13 Mon Simon 1230 Robertson St 6 from Magarey to Jones - 16 available 


16-Apr-13 Tues Simon 1300 Robertson St 4 from Magarey to Jones - 12 available 


17-Apr-13 Wed Simon 1300 Robertson St 14 from Magarey to Jones - 25, from Magarey to Roland - 45 


18-Apr-13 Thu Simon 1300 Robertson St 14 from Magarey to Jones - 26, from Magarey to Roland - 40 

MAY 

8-May Tue Darren 1000 Riverside Dr 33 

8-May Tue Darren 1000 Robertson 9 

10-May Fri Darren 1500 Riverside Dr 42 

10-May Fri Darren 1500 Robertson St 7 

16-May Thu Darren 1100 Riverside Dr 18 

16-May Thu Darren 1100 Robertson St 10 

JUNE 

4-Jun-13 Tues Darren 1245 Riverside Dr 54 

4-Jun-13 Tues Darren 1245 Robertson St 11 

6-Jun-13 Thu Darren 1100 Riverside Dr 9 

6-Jun-13 Thu Darren 1100 Robertson St 41 

14-Jun-13 Fri Darren 1530 Riverside Dr 29 

14-Jun-13 Fri Darren 1530 Robertson St 8 

18-Jun Tue Darren 1600 Riverside Dr 45 

18-Jun Tue Darren 1600 Robertson St 11 

JULY 

3-Jul Wed Darren 1330 Riverside Dr 51 

3-Jul Wed Darren 1330 Robertson St 7

30 June 2013 

‘YOU TELL US,’ COUNCILS TELL COMMUNITY 

South Australian Councils want the public to tell them what they expect in a local Council of 

the future… from the way Councils do their job through to how they raise money to pay for 

services. 

The call comes with the release today of a public discussion paper – Towards the Council of 

the Future – from an independent, top-level panel of inquiry into how local Councils will best 

serve their communities of tomorrow and 20 years or more into the future. 

The panel was commissioned last year by the Local Government Association of South 

Australia, on behalf of 68 Councils, and will conduct public hearings around the State over 

the next three months. 

The President of the LGA, Mayor David O’Loughlin, says the independent panel’s work is 

pivotal to the way Councils respond to tomorrow’s local communities. 

“A local Council is the most accessible and accountable level of government,” Mayor 

O’Loughlin said. 

“Our existing structures are fine for today and respond well to the short-to-medium-term 

agenda but we can’t stop there. It is really healthy for our level of government to look further 

forward over a 20-to-50-year horizon and never assume that what works well now will 

always be the way to serve our communities in the future. 

“This will help shape the service we provide today so that we are ready for tomorrow. It is 

another great example of Local Government being open and transparent about its role in the 

community. 

“We are not afraid to ask for feedback and embrace criticism if it leads to better outcomes for 

local communities. The discussion paper asks the questions. We want to hear the answers. 

“The timing is perfect. At the same time we are asking the community how we should 

operate, they are also being asked to say ‘Yes’ to direct funding from the Federal 

Government in the upcoming referendum. Access to that Federal funding stream is vital if 

communities want more services and better roads into the future.” 

…/2

-2- 

The independent panel of inquiry is chaired by Greg Crafter AO, a former State Government 

senior minister. The others are Christine Trenorden, a former Judge of the District Court 

and the Senior Judge of the Environment, Resources and Development (ERD) Court and 

Professor Graham Sansom, a former Director of the Australian Centre for Excellence and a 

former Chief Executive Officer of the Australian Local Government Association. 

Mr Crafter said the 32-page paper identifies what the panel sees as the key features of the 

Council of the future after the first round of consultation and submissions following its 

appointment. 

“Clever Councils supported by clever communities will be agile and quick to respond to the 

things that drive change,” Mr Crafter said. 

“We are convinced that Councils face considerable change in their structure and the way 

they operate. We’ve nominated the areas that we believe will drive change and demand a 

response.” 

These include: 

• Less revenue from traditional sources, in particular Federal grants 

• Pressure for a greater range of services 

• Rapidly ageing population and a loss of young skilled people interstate and overseas 

• A declining rural population 

• New technologies 

• Climate change 

• Greater demands by communities to be effectively involved in decisions 

The five areas in which the panel seeks community views are in governance and how 

Councils are run; community engagement; financial relationships with Federal and State 

governments and the private sector and borrowings; intergovernmental relationships and 

regional collaboration and how Councils and others can form partnerships to better and 

more effectively serve communities. (Some of the questions posed are on next page) 

The final report of the panel will be submitted to the LGA annual general meeting in October. 

For information or offer ideas and views, please go to www.lga.sa.gov.au/LEPanel. 

FURTHER INFORMATION 

Greg Crafter: 0413 738 183 

David O’Loughlin: telephone Mary Ann Stenberg of the LGA on 0428 860 274 

Media contact: Rob Ball at Ball Public Relations, Tel: 8271 4377 or 0407 422 920

SOME QUESTIONS FOR THE COMMUNITY 

The independent expert panel poses a series of questions for the public and all those with 

an interest in local Councils as it formulates its final report on Towards the Council of the 

Future. 

Here is a sample of those questions: 

• Should a Mayor undertake mandatory ‘pre-vocational’ training? 

• Should Councils be able to appoint external expert chairs of committees? 

• Should Mayoral allowances be increased? 

• Should the Mayoral term of office be limited to two consecutive terms of four years? 

• Should there be basic skills required of a Councillor before they can run for office? 

• Should Councillors be limited to serving no more than three terms (12 years)? 

• Should there be upper and lower limits on the number of Councillors? What is too 

many? What is too few? 

• Should Councils be able to appoint independent (unelected) members? 

• Should Councils undergo regular performance assessments, similar to those of 

company boards, with the results to be published in the Council annual report? 

• What service areas will Councils need to expand into over the next 20 years? 

• Should there be a common set of service standards for all Councils? 

• Should video recordings of Council meetings be posted on Council websites? 

• Should Councils adopt a form of ‘community governance’ to ensure satisfactory 

engagement and community involvement in decisions that affect them? 

• Should Councils increase rates in real terms, given that there will be increasing 

reliance on rate revenue as Federal grants decline? 

• Should Councils increase borrowings? 

• Should Councils undertake commercial activities and take on public-private 

partnerships? 

• Should Councils form regional groupings to assist financial sustainability? If so, 

should such regional collaborations and partnerships include other levels of 

government, such as local State and Federal Members of Parliament? 

• Should more shared service arrangements be set up between Councils? 

.o.O.o.

Towards 

the Council 

of the 

future. 

LOCAL EXCELLENCE 

EXPERT PANEL 

JUNE 2013

Contents. 

Towards the Council of the future. 

The Expert Panel 

Terms of Reference 

How to provide a submission 

PART 1 - Introduction and Overview 

The Expert Panel’s approach 

Setting the Scene 

PART 2 – Local Government 

in a Changing World 

Global trends 

The system of Government 

Demographic Change 

Federal influences 

State Government 

Local Government Reform 

Financial prospects 

PART 3 – A Vision of the Council 

of the Future 

Governance 

Community Engagement 

Financial Relationships 

Intergovernmental Relationships 

Regional Collaboration & Partnerships 

2


The Expert 

Panel. 

The LGA of SA established a three person expert panel 

to develop a vision for a “Council of the Future”. 

The Panel is chaired by former State Government 

Minister, Hon Greg Crafter AO with former District 

Court Judge, Christine Trenorden and the former 

Director of the Australian Centre for Excellence in 

Local Government, Professor Graham Sansom. 

Greg Crafter was a Member of the SA House of 

Assembly for 14 years and for eleven of those years 

held various Ministerial portfolios including Education 

and Children’s Services, Community Welfare, 

Aboriginal Affairs Housing, Urban Development, 

Local Government Relations and Recreation and Sport. 

Mr Crafter chaired the review of Senior Secondary 

Education in SA and was a member of the Fahey 

Review which examined the structure and efficiency 

of the public service. 

Christine Trenorden is a former Senior Judge 

of the District and Environment, Resources and 

Development (ERD) Court and has expertise in 

planning, environmental and natural resources and 

Local Government law. Christine is currently a Visiting 

Professor at the School of Energy and Resources, 

University College London, in Adelaide. 

Professor Graham Sansom was until recently the 

Director of the Australian Centre of Excellence for Local 

Government and the Centre for Local Government 

at the Sydney University of Technology. Graham has 

also been CEO of the Australian Local Government 

Association and is Chair of the New South Wales 

Government’s Local Government Review Panel. 

The Expert Panel 

Professor Graham Sansom, Mr Greg Crafter (Chair) 

and Ms Christine Trenorden 

3

Terms of 

Reference. 


In 2011 the Local Government Association (LGA of SA) 

launched its Local Excellence Program which focuses 

on the future of Local Government in South Australia 

in the theme areas of: 

1. Community Engagement; 

2. Financial Reform; 

3. Service Efficiency and Effectiveness; and 

4. Governance. 

Specifically, the Local Excellence Program aims to: 

~ redefine the role and functions of Councils 

in key areas of activity; 

~ consolidate opportunities and identify 

service innovation using test sites; 

~ enhance the skills of staff and Council Members 

in governance and community engagement; 

~ identify the barriers to service delivery, 

governance and intergovernmental excellence 

in South Australia, as well as strategies to raise 

performance; and 

~ undertake research to enhance future 

State/Local Government relations. 

A key feature of the implementation of the Program 

is the formation of a Local Excellence Expert Panel. 

The key role of the Panel is to turn its mind to the 

following issues when considering the future of the 

Local Government sector and, in particular, the 

“Council of the Future”: 

1. role and functions; 

2. governance framework, including 

accountability and integrity issues; 

3. community engagement and capacity building; 

4. performance aspirations in key functional areas; 

5. financial arrangements; 

6. intergovernmental relationships; 

7. regional collaboration; and 

8. partnerships with the private sector. 

The Panel will deliver a report to the LGA of SA’s 

Annual General Meeting in October 2013. 

In undertaking its work, the Panel will draw on 

the information gained from the relevant Local 

Excellence projects, seek written submissions and 

verbal deputations from Councils, written submission 

from the public and other stakeholders and tap into 

resources provided by researchers, experts 

and academics. 

4


How to 

Provide a 

Submission. 

HAVE YOUR SAY! 

In this paper you will find a series of discussions 

and some questions or “discussion” points”. These 

discussion points have been prepared to stimulate your 

thinking and you are encouraged to shape a response 

around them. It is important to note however, we don’t 

expect submissions to address every issue and you are 

also welcome to provide any other information you 

think would be useful for the Panel to consider. 

For practical purposes, responses should be succinct 

and, where it is possible, provide examples/case studies 

to illustrate the points being made. 

You are able to respond to the issues in two main 

ways – either by responding to the questions or 

discussion points that interest you on the Have Your 

Say section of the Expert Panel’s website or by making 

a written submission by close of business Friday 30th 

August 2013. 

Submissions should be emailed in Microsoft Word 

format to: expertpanel@lga.sa.gov.au, and marked to 

the attention of the Panel’s Executive Officer, Tony 

Lawson. Please include the name of the individual 

and/or organisation providing the submission as well 

as contact details to enable the Panel to seek further 

information or clarification, if required. 

Please note that submissions will be uploaded on to 

our website. If you require your submission to remain 

confidential you will need to clearly state that. 

The Panel will be conducting a number of visits and 

hearings around the State. 

If you have any questions about the submission 

process or the Expert Panel, please contact: 

Tony Lawson 

Phone: 0417895180 

Email: tlawcons@bigpond.net.au 

www.lga.sa.gov.au/LEPanel 

Review of SA Planning System 

Also please note that the SA Government has appointed 

an expert panel to undertake a wide ranging inquiry 

into the planning system and provide advice to the 

Government and Parliament on potential reforms. 

Given its importance to the Local Government 

sector you may wish to make a submission to that 

review as well. Submissions can be made at 

www.thinkdesigndeliver.sa.gov.au 

5

“ 

There is no pot 

of gold, so we 

have to look 

at ways where 

“ 

we can work 

smarter and 

more efficiently.


Part 1 - 

Introduction 

and Overview. 

The Expert 

Panel’s Approach 

The purpose of this Discussion Paper is to seek 

feedback on a range of information and ideas being 

considered by the Expert Panel (the Panel). The paper 

should not be interpreted as a statement of findings and 

recommendations at this stage. However, in the final 

report due in October 2013 the Panel will be making 

a series of recommendations for the LGA of SA’s 

consideration. 

The Panel wishes to generate debate about the 

challenges to be faced by the Council of the Future and 

what it may look like. It should be noted that true to its 

charter the Panel has focussed on ‘the future’ as being 

20 to 25 years or more. However, there are likely to be 

a number of concepts and ideas which have application 

and could be acted upon in a shorter timeframe. 

The Panel has set out to chart the Council of the Future 

from various perspectives by using a consultative 

approach, referencing key projects from the Local 

Excellence Program, conducting research into Local 

Government reform in Australia and internationally, 

as well as holding hearings and seeking submissions. 

In the first call for submissions over 100 were received 

from key stakeholders, including government, 

Councils, peak bodies and the general community. 

7 

These submissions have been analysed and key themes 

have emerged which the Panel has drawn upon to 

frame many of the discussion points outlined in this 

Discussion Paper. 

In addition to the process of inviting submissions, many 

face to face meetings have been held with individuals 

and groups. Also Panel members have participated in 

conferences and other discussions with similar reviews 

in other Australian States and New Zealand. 

As well, in recent months research has been 

commissioned to gain a greater understanding of: 

~ population projections in South Australia, 

particularly the ageing profile of the community 

and the loss of highly qualified young people 

to opportunities interstate and overseas. 

~ structures, roles and functions of regional local 

government authorities. 

~ local representation issues including role of 

Mayors and elected members, compulsory 

voting and drawing on independent expertise. 

~ how regional subsidiaries are being utilised, 

their strengths and weaknesses and legislative 

flexibility to expand their scope. 

~ emerging ideas around community governance 

and whether legislation is required to set out 

the roles, functions and powers of community 

governance bodies, as well as possible funding 

and resource arrangements.

The Panel is keen to hear from a still broader cross 

section of the Local Government community across 

the State, and also wishes to intensify its dialogue 

with the State and Federal Governments and other 

stakeholders. A number of visits and hearings are 

being conducted in metropolitan Adelaide and in 

regional and rural South Australia. 

Setting the Scene 

There are many issues impacting on our communities 

such as the changing state and national economy, 

population shifts from rural to city and within both 

metropolitan and regional areas, the ageing population, 

increasing demands for new and different services, 

technological innovations and environmental pressures. 

Overlaying these issues is Local Government’s capacity 

to provide appropriate levels of infrastructure and 

community and other services, effectively manage 

assets and play its role in achieving long-term financial 

sustainability for our State. 

It is vital that appropriate efforts be made and 

practices introduced to ensure that the role of Local 

Government into the future is clearly articulated, 

and that available revenue options are considered 

and where appropriate implemented to address cost 

pressures and enhance community development and 

economic competitiveness. 

In addition Councils will need to deal with a 

number of emerging challenges including climate 

change adaptation and mitigation, technological 

change, better management of waste and improved 

planning outcomes. 

The President of the Local Government Association 

of South Australia, returning from a delegation to 

Canberra, recently had this to say: 

The message out of Canberra was clear, 

there is no pot of gold, so we have to look at 

ways where we can work smarter and more 

efficiently. We have to look at where we can 

partner with State and Federal Government 

s and where we will have to bite the bullet 

and go it alone. (LGA of SA News Issue 152, 

October/November 2012, LGA of SA) 

This outlook is one of the key reasons why the Local 

Government Association of SA (LGA of SA) established 

the Expert Panel to identify the Council of the Future. 

It is not that the system is already “broken”; or that 

Local Government is totally resistant to change, as 

Councils frequently make adjustments to meet the 

needs of their communities. 

However, the LGA of SA of SA has recognised that 

the sector cannot rest on its laurels and hope that it 

can adapt to and meet the vast array of challenges 

that are looming over the horizon without a clearer 

idea of precisely what those challenges are and the 

impacts they are likely to have on the way Councils are 

structured and operate. 

An informed debate is needed to ensure that Local 

Government and local communities are better prepared 

to deal with the challenges of the future. 

In contrast to reform activities in other jurisdictions 

the State Government is not wielding the “big stick” 

for reform in South Australia. The Panel therefore 

applauds the initiative taken by the Councils of SA 

through the LGA of SA to discern the Council of the 

Future and to plan for the future now rather than react 

to change when it arrives on the doorstep. 

Snapshot 

Today there are:- 

~ 68 Councils within SA - 19 Councils in the 

Adelaide metropolitan area with an average 

population of 63,000 

~ 49 country Councils with an average 

population of 9,000 

~ The Coorong District Council has the largest 

area at 8,862 square kilometres 

~ The Onkaparinga Council has the largest 

population of approx.165,000. 

~ The Orroroo Carrieton has smallest 

population of 932 (as at 2011) 

~ There are 714 Council Members 

~ There are more than 10,000 employees 

~ More than $19 billion worth of infrastructure 

assets are maintained 

~ Operating expenditure exceeds more 

than $1.8 billion a year 

8 

Towards the Council of the future.

“ 

Local Councils 

will have to 

seriously 

re-think their 

role, functions 

and structures. 

See p11 

“

Part 2 - Local 

Government 

in a Changing 


World. 

The Panel has been asked to consider what the 

“Council of the Future” might look like in 20 to 25 years 

or more. This requires an understanding of the likely 

impact of major changes occurring in the economies 

and demography of South Australia as a whole and 

its local and regional communities; the changing 

fortunes of federal and State Governments; and hence 

potential shifts in the roles and responsibilities of each 

of the three tiers of government and the ways in which 

they will relate to each other in future. The following 

sections provide some relevant background and ideas 

to inform discussion of those issues. 

Global Trends 

The Panel is looking ahead to the next 20 to 25 years. 

Coming decades will bring numerous challenges 

for all tiers of Government including the complex 

relationships between them which currently exist. 

Some have been evident for a while, others will be new. 

For example the CSIRO 1 has identified six inter-linked 

‘global megatrends’, shown and summarised here. 

~ More from less: Ensuring quality of life 

for current and future generations within 

the confines of limited resources. 

~ Going, going… gone?: Much of the natural 

world that humans depend upon is at risk of 

being lost forever – but there is also a positive 

story and a potentially bright future. 

1 

Hajkowicz SA, Cook H, Littleboy A. 2012. Our Future World: Global megtrends that will change the way we live. 

The 2012 Revision. CSIRO, Australia. 

10


~ The silk highway: Coming decades will 

see billions of people in Asia and, to a 

lesser extent, South America and Africa 

transition out of poverty and into the middle 

income classes. 

~ Forever young: The ageing population is an 

asset – elderly citizens provide a wealth of 

skills, knowledge, wisdom and mentorship. 

~ Virtually here: A world of increased 

connectivity where individuals, communities, 

governments and businesses form new 

connections and selectively access 

information through multiple channels. 

~ Great expectations: The rising demand 

for experiences over products and the rising 

importance of social relationships. 

The System 

of Government 

In discussing the System of Government in South 

Australia and elsewhere the Panel is cognisant of two 

important matters as follows; 

~ Local Government in South Australia is a creation 

of the State Government and legislation currently 

provides for a range of regulatory responsibilities 

for Local Government. 

~ In both the United Kingdom and New Zealand 

jurisdictions there are two tiers of Government 

compared with the three tiers in Australian 

jurisdictions. 

In broad terms the Panel sees the potential for 

changes over coming decades to be of such magnitude 

that local Councils will have to seriously re-think 

their role, functions and structures. Collectively the 

relationship between the three tiers of Government in 

this country will be challenged as never before in the 

history of the Federation. 

Firstly, the Panel’s work cannot be conducted in the 

absence of an understanding of the financial 

11 

stressors facing State Governments in formulating 

their annual budgets and the resultant trend lines 

in service provision. At the same time, many local 

Councils have been expanding their role across a wider 

range of programs, such as economic and community 

development and environmental management. In some 

cases this has resulted from Federal and State policies 

and grant funding. 

The Panel believes the clarification of the division of 

responsibilities between the three tiers of government 

(and their respective statutory authorities) and the 

structures and processes for achieving fair and 

just outcomes for the communities they serve requires 

urgent attention, although in a rapidly changing world it 

recognises the difficulty of setting precise and firm limits. 

In recent years Councils in South Australia have 

accepted greater responsibility for the delivery of 

community health services, environmental protection 

programs and services, family and community services 

including the arts and regional economic development. 

To a large extent these have evolved in an ad hoc way 

and on occasion without reference to or recognition of 

Local Government. 

Some Councils have greater capacity than others to 

embrace these initiatives. For example in areas of 

declining rural populations we are aware some Councils 

are struggling to meet their basic statutory obligations 

let alone take on onerous new responsibilities. Yet it is 

the residents of those communities who are all too often 

in the greatest need of accessible community services. 

The current structure of Local Government with 68 

separate legal entities of varying size and capacity 

means that some programs, if transferred to Councils, 

might not be delivered in accordance with community 

expectations and legislative standards. 

We have noted the establishment of the “Big Society” 

policies in the United Kingdom which aim to instill in 

local communities the sense of duty to care for those 

in need and to deliver services by and within those 

communities. The empowerment of local communities 

is discussed in this context. As experience has shown 

elsewhere, Local Government has a vital role to play in 

urban renewal policies and practices and the economic 

development of regions and the State as a whole.

Regional cooperation between State and Local 

Government and the private sector is the way forward 

if it is strategic and collaborative and there are wins 

all round. Education outcomes, training opportunities 

and jobs in growth industries are key determinants for 

building healthy and sustainable communities of the 

future to improve communities with poor outcomes for 

already disadvantaged kids and their families. 

In the years ahead we anticipate a serious consideration 

of these policy developments in the Australian context. 

Local Government will need to take a central place in 

any such debate. 

There can be no doubt that the role and function of 

Councils is increasing and with their close proximity 

to those whom they serve there is strong community 

acceptance of this tier of government. However, this does 

not necessarily validate the current structure of local 

government in South Australia’s 68 Councils. It is noted 

that there is a broad spectrum of Councils in Australia 

ranging from large Councils providing a range of services 

(eg public transport and human services) through to very 

small Councils with populations of less than a thousand 

people. While size is not a determining factor on its own, 

it may contribute to the varying capacity of Councils to 

provide services to their communities. 

The importance of regional governance and service 

provision entities is growing rapidly and this 

development is of considerable interest to the Panel 

in envisioning the Council of the Future. 

Whatever the future may hold the Panel considers 

that the competence of the Council in both the areas 

of administration and governance is of the highest 

importance in building capacity for the Council of 

the Future to deliver the range and quality of services 

required of them and to build a confident future for 

the local tier of government. The discussion paper 

outlines many of the issues to be embraced in a 

continuing program of improvement for every 

element of Local Government. 

The Australian Centre of Excellence for Local 

Government (ACELG) in its report Consolidation 

in Local Government: A Fresh Look described the 

concept of ‘strategic capacity’ in Local Government 

in the following terms: 

In the report - Consolidation in Local 

Government: A Fresh Look (a collaborative 

research venture between the Australian 

Centre of Excellence for Local Government 

{ACELG}, Local Government Association 

of South Australia {LGA of SA}, and Local 

Government New Zealand {LGNZ}), the 

concept of ‘strategic capacity’ is used in 

terms of it being essential to local 

government’s long term success as a valued 

partner in the system of government and 

this factor emerged as probably the most 

important issue for councils to consider in 

examining different modes of consolidation 2 . 

ACELG defined ‘consolidation’ to include not only 

amalgamations of Councils but also enhanced 

regional collaboration and shared services. The Panel 

endorses ACELG’s conclusion that, whether through 

consolidation or by other means, Local Government 

must take action to strengthen its capacity to play 

a leadership role at local and regional levels in 

Australia’s evolving system of government. 

Demographic 

change 

The impact of demographic change is one of the 

least understood but at the same time most significant 

of all of the trends impacting on the environment in 

which Local Government functions 3 . There appears to 

be a view that population will continue to grow and that 

positive net migration is always going to be a significant 

contributor to the growth of the State and nation. 


2 

Chris Aulich, Melissa Gibbs, Alex Gooding, Peter McKinlay, Stefanie Pillora and Graham Sansom - 

Consolidation in Local Government: A Fresh Look. Australian Centre of Excellence for Local Government {ACELG}, 

Local Government Association of South Australia {LGA of SA}, and Local Government New Zealand {LGNZ},Volume 1 May 2011 p10 

3 

The future direction of Local Government – what it means for rural and provincial New Zealand”, 

a paper to Australian and NZ CEO’s March 2013 – Peter McKinlay. 

12


A report prepared for the Panel by the Australian 

Population and Migration Research Centre at the 

University of Adelaide (April 2013) forecasts key 

demographic changes over the next decade. The report 

notes that the most important resource of any Local 

Government area is its residents and knowing about their 

changing size, composition and distribution is essential. 

Understanding how or why they are changing is absolutely 

fundamental to good governance at the local level. 

The University of Adelaide report highlights a number 

of key issues with implications for Councils: 

~ The level of international migration to South 

Australia and resultant shifts in the ethnic 

composition of communities. 

~ The potential to use different elements of the 

immigration programme to meet local labour 

needs and overcome skills or labour shortages. 

~ The extent to which efforts to increase population 

density in built up areas are successful and the 

impacts of such increases. 

~ Over the next quarter century the number 

of South Australians aged 65 years and over 

will double, as will their ratio to the working 

age population. 

~ Patterns of mobility within the baby boomer 

cohort as they retire, which is not entirely 

understood at this stage. What will baby boomers 

do when they leave the workforce – age-in-place, 

downsize within their local community or move 

to high amenity sea change or tree change areas? 

(Note: There are considerable challenges for local 

government caused by an ageing population 

which needs to be taken into account in planning 

and decision making). 

~ The widening gap between the upper and lower 

ends of the income distribution and challenges 

for some communities. 

~ The identification of groups vulnerable to 

exclusion, such as people who are poor, homeless 

or at risk of homelessness, disabled, Aboriginal, 

non-English speakers, and the aged in local areas. 

~ Seasonal variations in population size in 

country areas and allocation of resources to 

take account of this. 

~ Households becoming more diverse and complex 

in their structure and functioning and housing 

affordability issues. 

~ Mining expansion, which will not only influence 

mining areas but also other areas e.g. as a result 

of a fly-in-fly out work culture. 

~ Food security issues, with an increased emphasis 

on agriculture and agriculture processing. 

~ Climate change and environment factors 

influencing where (and how) people live and 

work, and fundamental questions of 

sustainability 4 . 

When the absolute change in the number of people 

projected to be living in each of South Australia’s Local 

Government areas over the next 10 years is examined, 

it appears there are several Local Government areas 

in regional areas of South Australia; including the Far 

North, Whyalla and Eyre Peninsula, Murraylands and 

Riverland, and Yorke and Mid-North regions, that can 

expect to see population decline in the coming years. 

The Local Government areas projected to see the biggest 

increase in terms of net growth by 2021 are Playford, 

Onkaparinga, Port Adelaide Enfield and Charles Sturt, 

Local Government areas that are all located within 

Adelaide metropolitan area. The largest overall growth 

is expected in Playford Local Government area, which 

is projected to grow by nearly 50 percent; or 40,000 

people, in this period. Local Government areas located 

within the Adelaide metropolitan region and peri-urban 

(or urban fringe) regions, such as the Adelaide Hills and 

Fluerieu, and Barossa regions are expected to see the 

highest rates of growth over the next ten years. Roxby 

Downs Local Government area in the Far North has 

the highest projected growth rate in 2006-11 and well 

above average expected growth in 2011-2021; but this is 

dependent largely on mining activities in the area; while 

all other Local Government areas in the Far North are 

expected to see below average growth or decline. 

13 

4 

Demographic Trends in South Australia and Their Implications for Community Demands on Councils and Their Capacity to 

Meet Those Demands - Professor Graeme Hugo, Dr Kelly Parker, Dr George Tan & Dr Helen Feist (University of Adelaide April 2013). 

The full report is available on the Local Excellence Expert Panel website under Research.

Population growth in South Australia over the past 

ten years has been confined to coastal communities 

(caused largely by an influx of the elderly) and areas 

close to Adelaide and mining communities, whereas 

the wheat-sheep belt and Riverland areas have 

experienced slowed growth or decline (see Table right). 

Table: Projected Population and Average Annual Growth Rates, 2011-2021, 

Top and Bottom 10 South Australian Local Government areas 


Projected Total Population 

LGA of SA name 2011 2021 Change 

2011-2021 

Projected Average 

Annual Growth Rates 

2006-2011 2011-2021 

Playford 82,027 121,777 39,750 2.8 4.8 

Light 14,408 20,456 6,048 2.5 4.2 

Roxby Downs 5,345 7,525 2,180 5.2 4.1 

Adelaide 20,720 27,997 7,278 3.5 3.5 

Gawler 21,828 29,188 7,360 2.5 3.4 

Mount Barker 31,082 39,642 8,560 2.5 2.8 

Yankalilla 4,776 6,033 1,257 2.2 2.6 

Victor Harbor 14,298 17,673 3,375 2.9 2.4 

Alexandrina 24,567 29,412 4,845 2.9 2.0 

Barossa 23,318 26,955 3,637 1.8 1.6 

The Coorong 5,890 5,813 -77 -0.1 -0.1 

Kimba 1,162 1,141 -21 0.0 -0.2 

Loxton Waikerie 11,957 11,699 -258 -0.2 -0.2 

Tatiara 7,101 6,920 -181 -0.1 -0.3 

Coober Pedy 1,999 1,939 -60 -0.1 -0.3 

Mount Remarkable 2,925 2,836 -89 -0.1 -0.3 

Flinders Ranges 1,760 1,677 -83 -0.3 -0.5 

Southern Mallee 2,166 2,048 -118 -0.5 -0.5 

Northern Areas 4,722 4,451 -271 -0.4 -0.6 

Orroroo/Carrieton 948 888 -60 -0.5 -0.6 

SOUTH AUSTRALIA 1663477 1852372 188895 1.3 1.1 

Greater Adelaide 1284354 1443779 159425 1.4 1.2 

Rest of State 379123 408593 29470 1.0 0.8 

Source: Planning SA projections data (derived from ABS 2006 Estimated Resident Population) 

14


Federal influences 

The Panel is also conscious of key initiatives at 

the federal level. It seems certain that the federal 

election to be held on September 14th 2013 will now 

include a referendum requiring a vote on ‘financial’ 

recognition of Local Government in the Australian 

Constitution – confirming the Federal Government’s 

ability to fund Councils directly (as it does with the 

Roads to Recovery program) rather than having to 

channel support via the States (as it does with annual 

Financial Assistance Grants). This referendum 

could prompt a lively debate centred on the future 

role of Local Government in Australia. The division 

of responsibilities for services and the funding 

arrangements for their effective delivery 

would be at the centre of this debate. 

In addition, the Federal Government has 

commissioned a review of current arrangements for 

the distribution of Financial Assistance Grants (FAGs) 

to identify tangible measures for improving the impact 

of the FAGs on the effectiveness of Local Governments 

and their ability to provide services to their residents 

within the current funding envelope. Terms of reference 

for this review also include consideration of the current 

minimum grant guarantee as well as whether steps 

need to be taken to provide increased support to ruralremote 

Councils. Significant changes to the current 

FAGs arrangements could have profound implications 

for the structure of Local Government. 

A third issue concerns the prospects for the Federal 

budget. Over the next 5-10 years the flow of grant 

funding to the State and Local Government is likely to 

be severely constrained and grants may even decline 

in real terms. In recent times many local Councils, 

especially in rural, regional and remote areas have 

benefited to a greater or lesser extent by additional 

flows of funding through fiscal stimulus measures and 

new regional development programs. Those flows are 

likely to dry up and this may compound the difficulties 

faced by Councils in maintaining and improving 

infrastructure and meeting service needs. It could also 

impact their longer term sustainability. 

15 

State Government 

Seven Strategic Priorities 

of Government 

With the appointment of new Premier (Hon Jay 

Weatherill) the State Government in July 2012 

announced that its focus would be on seven strategic 

priorities which are in effect future goals for the State. 

These seven priorities directly support achievement of 

many of the targets outlined in the SA Strategic Plan 

(SASP). The SASP will continue to guide the work of 

the government. The seven strategic priorities cover the 

following areas; 

~ Creating a vibrant city 

~ Safe communities, healthy neighbourhoods 

~ An affordable place to live 

~ Every chance for every child 

~ Growing advanced manufacturing 

~ Realising the benefits of the mining boom 

for all South Australians 

~ Premium food and wine from our 

clean environment. 

Local Government will need to consider how it can 

contribute to the Seven Strategic Priorities as a partner 

of the State Government. Each of these priorities have 

a direct relationship to the role of Local Government in 

the building of a just and prosperous South Australia. 

State/Local Government Relations 

The State Government recently announced changes 

to the State/Local Government Relations portfolio, 

including changes to ministerial responsibility for 

relevant Acts. Under these changes: 

~ The current minister will retain her title of 

Minister of State/Local Government Relations 

~ The Primary Industries and Regions SA 

Department (PIRSA) will assist Councils to 

engage directly with State Government agencies 

and the Federal Government on regional 

economic matters. 

~ PIRSA will also be responsible for the Outback 

Communities Authority.

~ The Local Government Act 1999 and the Local 

Government (Elections) Act 1999 will become the 

responsibility of the Minister for Planning. 

~ The Local Government Forum will be 

managed by the Department of the Premier and 

Cabinet in its capacity as the central agency for 

inter-governmental relations. 

It remains to be seen how these changes will alter 

State-Local Government relations. They could be seen 

as a positive sign of the mature and cooperative 

relationship between the two tiers, and recognition of 

Local Government’s ability as a sector able to manage 

its own affairs. The Panel has seen a strong desire on the 

part of Local Government to manage its own affairs in 

this way without other forms of intervention formerly 

vested in the State Government. However, the State/Local 

Government Agreement and Minister’s Local Government 

Forum are key components of the relationship 

between the State and Local Government sectors in 

terms of strategic planning, resolution of conflicts and 

management of related programs. 

Review of SA Planning System 

The SA Government has appointed an expert panel 

(Planning Panel) to undertake a wide ranging inquiry 

into the planning system and provide advice to the 

Government and Parliament for potential reforms. 

The Planning Panel is required to report by December 

2014 and its terms of reference include the following — 

(a) review legislation relating to planning, urban design 

and urban renewal—including the Development 

Act 1993 and the Housing and Urban Development 

(Administrative Arrangements) Act 1995 

(b) review the role and operation of all other legislation 

that impacts on the planning system 

(c) review statutory and non-statutory governance 

and administrative arrangements relating to the 

planning system 

(d) propose a new statutory framework, governance 

and administrative arrangements for the planning 

system, and 

(e) consider any matters referred to the Panel by the 

Minister for advice. 

Recommendations of the Planning Panel must 

be directed towards realising the vision of— 

(a) a vibrant inner city for Adelaide—including 

the city centre, park lands and inner suburbs 

(b) liveable, affordable and healthy 

neighbourhoods, and 

(c) thriving, sustainable regional communities 

as outlined in the 30-Year Plan for Greater 

Adelaide and the new strategic plans for regional 

areas of the State. 

This review could have considerable implications for 

Local Government’s role in policy and place making. By 

way of illustration, the recently released White Paper 

on the review of NSW Planning System (see http:// 

www.planning.nsw.gov.au/a-new-planning-system-fornsw) 

proposes a number of measures; 

~ effective community participation through 

imposing a duty on Councils to adhere to a 

Community Participation Charter, 

~ a 5-track system within Council for the 

assessment of development applications, and 

~ de-politicised decision making for development 

that will have significant environmental impact 

or departs from the strategic plan, through 

expert independent assessment and hearing 

panels established by Councils and joint regional 

planning panels. 

Local Government Reform 

The Panel commissioned a report on recent and current 

reforms to Local Government in Australia and New 

Zealand 5 . There are currently some 28 separate review 

and reform processes, which continue to place the 

sector “under the microscope” and subject to extensive 

structural and legislative changes. 


5 

Review of Current Local Government Reform Processes in Australia and New Zealand – March 2013 - prepared by 

Gooding Davies Consultancy Pty Ltd for the Local Government Association of South Australia and the Australian Centre 

of Excellence for Local Government. The full report is available on the Local Excellence Expert Panel website under Research. 

16


A key difference between the Panel’s review in South 

Australia and those elsewhere is that it has been 

initiated by the Local Government Association, 

whereas in the other jurisdictions the reviews have 

been commissioned by their respective governments. 

However, this could be seen as adding to the 

importance of achieving necessary change in South 

Australia as a demonstration of the sector’s ability to 

manage its own affairs. 

A brief summary of the Local Government review 

and reform processes occurring in Australia and New 

Zealand is provided below. 

~ The reform processes range from: 

~ comprehensive reforms of the whole local 

government sector (for example in Queensland 

and New Zealand) 

~ integrated planning in Western Australia, 

~ performance reporting in Victoria or 

~ changes to electoral arrangements 

in Tasmania. 

~ Many of the reform processes start with a strong 

rationale relating to Government concerns about 

specific aspects of Local Government structure or 

performance, particularly financial performance. 

Examples are 

~ Victorian Local Government 

Performance Network 

~ introduction of integrated reporting 

requirements in Western Australia, and 

~ New Zealand reforms. 

~ The reform processes have not necessarily 

resulted in consistent responses, for example, 

legislative requirements to prepare long-term 

community and financial plans have been 

addressed as follows: 

~ removed from legislation (Queensland) 

~ considerably streamlined (New Zealand) 

~ strengthened 

(Western Australia and New South Wales) 

~ The Queensland de-amalgamation process and 

to some extent the New Zealand reforms also 

provide interesting examples of governments 

seeking to reverse aspects of the reforms 

implemented by previous governments. 

~ In contrast to the reforms, most of the review 

processes have involved or are currently engaged 

in extensive consultation processes involving 

Councils, other relevant stakeholders and the 

wider community. 

~ most of the reviews can be described as 

potentially comprehensive processes, addressing 

Local Government structure and operation. 

~ In the NSW, Western Australian metropolitan 

and South Australian projects, independent 

panels have been involved in at least part of the 

review process; in most of the others working 

groups or similar bodies have been or will 

be established. 

~ While most of the review processes are relatively 

open-ended they also start with at least some 

reference to existing Local Government issues 

or problems for example, problems around 

infrastructure provision, asset management and 

long-term financial sustainability. 

~ In addition many of the reviews (for example, 

those in NSW, South Australia and Western 

Australia) specifically reference the broader 

challenges the sector faces from demographic, 

social and economic change. 

~ The Tasmanian Role of Local Government 

review presents an interesting contrast because 

unlike all the other reviews and reforms, it does 

not start by outlining any specific issues or 

problems and in fact is described as “an exercise 

of problem definition”. 

17

Financial Prospects 

It is generally accepted that since the 2005 Financial 

Sustainability Inquiry there has been an enhanced 

financial performance of Local Government in 

South Australia. However it needs to be emphasised 

that the current financial condition of individual 

Councils varies substantially. The overall sound and 

improving financial performance and position of the 

sector disguises the significant financial difficulties 

facing a small number of Councils under their 

current revenue and expenditure policy settings. The 

Financial Sustainability Inquiry 6 noted that more 

reliable data on asset management was required and 

as a consequence the LGA of SA has implemented a 

Local Excellence Project (project no 28) which aims 

to enhance the capacity of the sector in financial and 

asset management. 

To paraphrase Barry Burgan 7 Local Government is 

entering another critical period. Over the last decade, 

the sector has implemented systems and processes 

that have focussed on improving the management of 

expenditure, and specifically expenditure on assets, and 

has significantly improved the outlook for sustainable 

operations. However, the future will see additional 

pressures in terms of constrained revenue bases from 

traditional sources, while there are expectations of 

increased demand for services and cost pressures. 

In the Panel’s view, the issue of the long term 

sustainability of the current pattern of local Councils 

will require further examination. 


Photo: Milton Wordley 

6 

Rising To The Challenge – Towards Financially Sustainable Local Government in South Australia Volume 1: Overview - Financial 

Sustainability Review Board - August 2005 

7 

Financing of Local Government Service Delivery into the Future: Discussion Paper 

prepared by Barry Burgan International Centre for Financial Services, Business School University of Adelaide. 

18

“ 

The panel is 

interested 

in options 

to facilitate 

improved 

community 

governance. 

See p25 

“

Part 3 - 

A Vision for 

The Council 


of The Future. 

In order to address its terms of reference the Panel 

decided to identify the key features of the “Council of 

the Future”. These include both the broader contextual 

framework for Local Government and some specific 

features of an individual Council. 

In so doing the Panel has taken into account the 

dominant themes to emerge from the first round of 

consultation and submissions. 

It is important to reiterate that there are a number of 

key drivers for change which will impact on the Council 

of the Future. In the Panel’s view, change is inevitable, 

but the manner in which this is managed by Councils 

and the sector as a whole will determine whether the 

outcomes are positive or negative. To summarise, the 

key drivers for change include: 

~ Fewer resources from traditional sources. 

~ Pressures to provide a greater range of services. 

~ The importance of fair and just outcomes 

in the delivery of services across a vast and 

diverse State. 

~ The rapidly ageing population and the loss of 

young skilled young people to access greater 

career opportunities interstate and overseas. 

~ The declining rural population. 

~ The impact of the new technology shaping 

almost every aspect of the communities 

of the future. 

~ Climate change and the need for responses. 

~ The need to retain the notion of “place” 

as lifestyles and communities change. 

~ Communities increasingly expecting to be 

more effectively engaged in decision making. 

~ The need to be aware of the needs of the poor, 

the sick and disadvantaged in our communities 

in designing and delivering services. 

20


For the purposes of discussion, the Panel has made 

a number of assumptions in setting down Future 

Scenarios as a guide for discussion of the future 

operating framework for Local Government in South 

Australia. These suggestions are grounded in the 

evidence of models and experiences elsewhere and 

would require changes in policy and practices to 

achieve a more robust, vibrant and viable tier of 

government. These assumptions are discussed under 

each of the terms of reference as they underpin the 

features of the Council of the Future and they are the 

areas which the Panel wishes to pursue in more detail 

and on which recommendations to the LGA of SA are 

likely to flow. While the following sections explore in 

more detail the future scenarios the key areas on 

which the Panel is seeking debate and discussion 

include the following: 

~ Keeping Local Government structures and 

arrangements “local” but ensuring there is 

capacity to provide the full range of services 

to communities. 

~ Local representation issues including elections 

and structures; eg wards or no wards. 

The roles and functions of Mayors and whether 

they should have more responsibility and 

“executive powers”. 

~ The roles of and functions of Elected Members 

and the issue of mandatory training. 

~ The utilisation of independent and skilled 

members of the community in decision making. 

~ Options to facilitate improved community 

governance including legislative provisions, 

powers and roles and functions of sub-Councils 

and local and/or community boards. 

~ The move to regionalisation and different 

organisational and structural arrangements 

designed to build greater capacity; eg existing 

LGA of SA regional structures could provide the 

nucleus for the establishment of stronger 

regional collaboration and partnerships and 

there may be opportunities to broaden these out 

to also include cross state border arrangements 

based on regional economic development 

activities eg Riverland and South East. 

~ The “one size fits all” approach to governance 

and the capacity of smaller regional and rural 

Councils to being technically compliant in the 

same manner as larger Councils, while at the 

same time requiring resources to provide 

services to their communities of a high standard. 

~ The utilisation of a number of corporate 

structures including the outsourcing to 

commercial enterprises, undertaking shared 

services and resource sharing arrangements 

between Councils and establishing regional 

authorities and subsidiaries for specific functions. 

~ Improved financial arrangements utilising a 

number of financial and management 

mechanisms. 

~ Improved State/Local inter-governmental 

relationships and the roles and mechanisms for 

both State Government and the LGA of SA to drive 

change and including whether current agreements 

and MOU’s are providing good outcomes. 

This Discussion Paper we trust will evoke 

an informed and bold response from a 

broad cross section of the South Australian 

community. The services provided by 

Councils are of fundamental importance in 

maintaining safe, healthy and prosperous 

communities where there is a genuine 

concern for one’s neighbour. 

Based on the evidence assembled to date, 

the Panel is convinced that Councils will 

have to change considerably in both the 

way they are structured and the way 

they will operate. It is vital that the Local 

Government community has an informed 

discussion about these issues. 

This is a once in a generation opportunity 

to influence the shape of the “Council of 

the Future”. 

21

Governance 

For the purposes of the discussion on Governance 

the Panel notes that this relates to the exercise of 

authority by the elected Council body given by the 

Local Government Act to manage the affairs of the 

community within the Council area. 

The current Local Government Act is largely an 

enabling Act and while there is a view that it is quite 

prescriptive, the reality is that the objects are broad 

and largely positive. There are not many specific 

requirements spelt out for Councils nor are there many 

restrictions to the range of activities Councils may 

undertake. There are a number of guiding principles 

such as openness, transparency and accountability and 

some general directions for the operation of Councils 

and Council authorities; eg subsidiaries as defined by 

the Local Government Act. 

While Local Government is still an instrument of State 

Government under the State constitution, the State 

Government has accepted that it is a genuine tier of 

government able to conduct itself in a mature and competent 

way, to provide a range of services which meet the needs of 

the community and to be accountable for its actions. 

Obviously, as a statutorily based tier of government it 

is required to operate transparently and accountably 

within various legal frameworks and is subject to 

oversight by the ICAC, Anti-Corruption Branch, 

Ombudsman and Auditor General. 

There is general agreement that Local Government 

needs to be kept ‘local’ to the maximum possible extent, 

whilst maximising its strategic capacity. This highlights 

the importance of the Councillors’ representational and 

decision-making roles, and of Councils’ responsiveness 

to local needs. 

Electoral systems should be designed to ensure as 

far as possible an adequate spread of representation 

geographically across Local Government areas, and 

that Councils reflect the make-up and interests of the 

community as a whole. Important considerations here 

include the number of Councillors; whether election 

is by wards or ‘at large’; whether wards have 1, 2 or 3 

Councillors; and the system of voting. 

There have been moves globally to reduce the number 

of members on both corporate and community 

organisations boards. The arguments advanced to the 

Panel revolve around decisive and affective decision 

making and policy formulation such that Councils 

should be like a ‘board of directors’, focused on strategy 

and leaving all day-to-day implementation of policies 

in the hands of senior management. An extension of 

that argument is that like company directors the fewer 

Councillors should be better paid, perhaps subject to 

completion of relevant training. 

Across the country there has been a concern that some 

Councillors are simply not performing at the level 

required. Some are seen to lack a mature approach to 

political and working relationships, financial acumen 

and budgeting skills, and to focus on representation on 

relatively minor matters to the detriment of operating at 

a strategic level. This raises the question of the need for 

on-going training of elected members and whether this 

should be mandatory across the board or at a minimum 

for chairs of committees and office holders. 

The Panel notes that a new Code of Conduct has 

been prepared aimed at strengthening the performance 

of Councillors in SA. 

Questions are also asked about the average age of 

Councillors and why younger people and women are 

not attracted in sufficient numbers to the role, or do not 

continue beyond one term. 

A specific aspect of political governance that 

needs to receive more attention concerns the role, 

responsibilities and authority of mayors. Research 

by ACELG suggests that South Australia could 

learn from recent experience in other jurisdictions 

– notably Queensland, New Zealand and England 

in order to define an expanded role for mayors that 

couples increased responsibilities and authority with 

an expectation of strategic political leadership and 

accountability for following through on agreed policies 

and legislative requirements. 

Further, the “one size fits all” approach to governance 

has been raised as an issue in terms of the capacity of 

smaller regional and rural Councils to being technically 

compliant in the same manner as larger Councils, 

22 

Towards the Council of the future.


while at the same time requiring resources to provide 

services to their communities of a high standard. While 

all Councils need to be accountable and transparent 

there may be options to either have differing legislative 

standards or a regional shared services approach to the 

provision of services. 

Future Scenario 

The Council of the Future takes account of the broad 

legislative underpinnings, focussing on accountability 

and transparency, greater strategic capacity and an 

enhanced role in local community governance based 

on the following framework; 

~ Strong and robust governance 

~ Operating in a strategic manner 

~ Providing effective leadership to the community 

~ The Mayor to have greater responsibilities and 

authority through appropriate executive powers 

~ Highly motivated and qualified elected members 

~ Valuing the input of skilled and experienced 

persons (independent non-elected appointees) 

according to community needs and aspirations 

~ High level management capable of effectively and 

confidently leading and managing change with an 

emphasis on effective community engagement 

~ The effective delegation of authority to the 

administration to implement the Council 

policy agenda 

~ The administration operates within a clear 

governance and accountability framework, 

and a robust performance measurement and 

management system 

~ the administration is responsible for the 

development of relevant policies and procedures, 

strategic and business plans, financial and asset 

management plans 

~ The application of community governance 

principles for service provision 

~ Equality of gender balance in staff and 

elected members 

~ Vibrant, energetic leadership 


The outline of this framework raises a number of 

questions regarding the leadership and management 

roles and responsibilities of the organisation of 

local governance. 

Discussion Points - Mayor/Chair 

~ Should the Mayor/Chair be elected directly 

by the community? 

~ Should the Mayor/Chair be required to undertake 

mandatory professional development to enhance 

his/her leadership and advocacy skills? 

~ Should the Mayor/Chair have some additional 

powers and support to effectively perform his/ 

her leadership and advocacy role? (For example 

in New Zealand the Mayor of Auckland Council 

has the power to appoint chairs of committees 

and to set the vision and has an office and staff to 

support them in their role)? 

~ Should the Mayor attract a larger allowance than 

he/she currently does in order to support the enhanced 

role and functions of this office as well as the additional 

time and expertise required of the role? 

~ Should a prospective Mayor have at least one 

term as a Councillor before standing for election? 

~ Should a mayoral candidate also be able to stand 

at elections as a Councillor? 

~ Should a Mayor/chair only be allowed to serve a 

maximum of 2 consecutive terms? 

Discussion Points - Elected Members 

~ Are there some basic skills that an elected 

member should possess to run for office, 

and should there be mandatory professional 

development to enhance those skills? 

~ Should a new elected member have participated 

in an introductory program on the roles and 

responsibilities of a Councillor before he/she 

becomes a Councillor? 

~ Should an elected member attract a greater 

allowance than currently in order to attract more 

qualified and experienced people? 

~ Should elected members be limited to serving no 

more than 3 terms or 12years?

Discussion Points - Council 

~ Should there be upper and lower limits for 

numbers of Councilors per Council? What should 

the basis for determining those numbers? 

~ Should there be provision for the appointment by 

Councils of some independent members on the basis 

of their skills and experience? 

~ Should independent members have a deliberative vote 

in Council meetings and be able to chair committees 

related to their specialist skills and experience? 

~ Should the Council undergo regular independent 

assessments of its performance along similar lines 

to company boards, with the results reported in 

the Council annual report? 

~ Should video recordings of all public meetings 

be provided on-line on the Council website? 

~ Should all decisions be provided to the community 

utilising conventional communication channels 

and social media including Twitter and Facebook? 

Discussion Points – 

Administration/Services 

~ Does the CEO have sufficient delegated authority 

to implement the Council policy agenda? What 

limitations should be placed on such delegations? 

~ Is it possible to define a list of ‘core’ Council services? 

If so, what are they? 

~ What are the areas of activity in which Councils 

are likely to have to expand their range of services 

over the next 20 years? 

~ In seeking to provide practical, cost effective 

and efficient services to the community should 

Councils as a matter of course utilise a number of 

corporate structures including the outsourcing to 

commercial enterprises, undertaking shared services 

and resource sharing arrangements between 

Councils and establishing regional authorities and 

subsidiaries for specific functions? 

~ Should there be a common set of service standards 

across a region developed and agreed in conjunction 

with the community? 

Additional comments/suggestions 

In addition to the Discussion points outlined 

above do you have any additional comments 

and/or suggestions? 

Community 

Engagement 

(translating to Community Governance) 

The language around community engagement has 

changed significantly over recent years. There has 

been a progression from ‘community consultation’ 

to ‘community engagement’ and now ‘community 

governance’. Community ‘consultation’ which is 

the term used in the Local Government Act 1999 is 

increasingly being re-defined as ‘engagement’ and 

‘governance’. This involves Councils going well 

beyond seeking views on specific decisions to having 

an ongoing dialogue with their constituents about 

service delivery and the key issues facing the area, 

using techniques such as neighbourhood forums 

and online panels. 

Community governance takes the notion of community 

engagement to another level and can be seen as Local 

Government working with a broad range of other 

government and community stakeholders to determine 

preferred futures, and to facilitate shared decisions and 

joint action to achieve agreed outcomes, including the 

quality of the local environment and how communities 

access the services they need. A closely related concept 

is that of ‘place shaping’, (internationally, the concept 

of place shaping may apply not just at a neighbourhood 

or community level, but at a district or regional level 

depending on the issue being addressed) identifying 

the special characteristics of local places (typically 

neighbourhoods or defined parts of a Local Government 

area) and taking action on a number of fronts – 

economic, social and environmental – to enhance the 

quality of the place and the quality of life of its people) 8 . 


8 

McKinlay P., Pillora, S., Tan, S.F., Von Tunzelmann, A. 2011. Evolution in Community Governance: 

Building on What Works. Australian Centre of Excellence for Local Government, University of Technology Sydney. 

24


Such practices include the Council acting as advocate, 

bringing together communities, service providers 

and government agencies to develop solutions in 

areas such as public transport, education and health 

services, through to the Council taking a role in 

capability development for locally based community 

organisations, helping them develop as legitimate 

means of expressing community aspirations and 

seeking means for delivering on those 9 . The range of 

practice differs considerably, depending on the size, 

demographics and composition of Councils. 

The recent Perth Metropolitan Local Government 

Review recommended that “The newly created Local 

Governments should make the development and 

support of best practice community engagement a 

priority, including consideration of place management 

approaches and participatory governance modes, 

recognition of new and emerging social media channels 

and the use of open-government platforms.” 10 

The New South Wales Independent Panel is looking to 

design legislative provisions for a form of ‘sub-Council’ 

governance in both small rural-remote communities 

and in large/amalgamated metropolitan Councils. Local 

Government New Zealand is interested in the operation 

of local boards and the impact on local democratic 

decision-making. New Zealand’s Department of 

Internal Affairs is developing possible options for 

sub-Council governance as part of the next round of 

legislative reform. 

The Expert Panel’s commissioned work on community 

governance will address a number of issues including 

legislative provisions, powers and roles and functions 

of sub-Councils and/or local boards. Consequently, 

the Panel is interested in options to facilitate improved 

community governance which may include the concept 

of local and/or community boards (as in New Zealand). 

committees and working groups to enhance community 

governance and expand the resources available to 

Councils and communities. 


The Council of the Future it is envisaged will have well 

established community governance and engagement 

processes and arrangements under community 

governance principles based on developing solutions 

which suit the circumstances of individual places. 

The Council works with a broad range of other 

government and community stakeholders to determine 

preferred futures, and to facilitate shared decisions and 

joint action to achieve agreed outcomes, including the 

quality of the local environment and how communities 

access the services they need. 

A range of structures are utilised to facilitate improved 

community governance including local and/or 

community boards and relevant Council committees 

are established with independent people appointed to 

these committees based on the skills and experience 

they bring to the tasks at hand. 

There is an acknowledgement of the need to reach out 

to more people more effectively and there is a genuine 

endeavour to engage with the community by asking 

strategic questions regarding community governance eg 

~I What functions are best done by community? 

~I What functions are best done by local 

I government and other agencies? 

~I What functions are best done collaboratively? 

~I What can Local Government stop doing that 

I impedes community action? 

~I What can Local Government offer to support 

I community action? 

In addition the Panel is interested in the lessons of 

local examples of arrangements at the Cities of Marion 

and Unley whereby independent people possessing 

a range of skills and experience are appointed to 

25 

9 

McKinlay P., Pillora, S., Tan, S.F., Von Tunzelmann, A. 2011. Evolution in Community Governance: 

Building on What Works. Australian Centre of Excellence for Local Government, University of Technology Sydney. 

10 

Metropolitan Local Government Review Final Report Of The Independent Panel July 2012


Community Engagement 

~ Should the annual statutory reporting requirements 

of Councils be transformed into more broad based 

community engagement processes to ensure greater 

community access to information and reporting? 

~ Should video recordings of all Council meetings 

be readily available on Council websites? 

~ Should legislation require that every Council 

have a community governance framework in place? 

~ Alternatively, should the legislation establish a 

process for triggering the establishment of 

community governance? 

~ If legislation does make provision, could it simply 

be along the lines that Councils are obliged to 

introduce a form of community governance satisfying 

general principles in the legislation, if a community 

or communities requested this? 

~ If Councils establish community 

governance structures – 

~ what powers should they have? 

~ Are they simply advocates? 

~ Do they have certain local planning or decisionmaking 

powers - perhaps over ‘minor’ local works 

amongst other matters? 

~ Should they have the power to raise their own 

funding - perhaps as with UK parish Councils as 

a precept on the parent Council’s rate? 

~ How are they served? Should they have the 

right to determine their own support even 

though a creature of the parent Council, or 

should they be served by the administration 

of the parent Council and what would this mean 

for autonomy in operation? 

~ Should community governance structures bring 

together experts and people with deep knowledge 

of the community to review and provide advice on 

community needs and aspirations? 


~ In addition to the above do you have any 

additional comments and/or suggestions? 

Financial 

Relationships 

Revenue from rates represent 57% of total revenue 

in South Australia (compared to only 37% on average 

for all States), sales of goods and services 16%, and 

grants from the Commonwealth are 12% (Burgan). 

This difference is largely as a result of SA Councils 

not having responsibilities for the provision of major 

infrastructure such as water and sewerage. 

In a relative sense, South Australia has lower revenues 

as a share of GSP than other states in terms of sales of 

goods and services, and other revenue, but significantly 

higher rates revenue. It has marginally higher grants 

revenue relative to GSP (this is related to a lower GSP 

per head of population – and Commonwealth grants 

are primarily distributed on a per capita basis). 

Snapshot 

In 2010-11 SA Councils:- 

~ collected 754,487 tonnes of waste, 

~ maintained 74,695 km of local roads 

~ serviced 842,186 active library users 

~ spent about $164m on sport and recreation and 

about $209 million on community services and 

public safety. 

It is also noted that since the Global Financial Crisis 

(GFC) the Federal and State Governments have been 

contracting expenditure and increasing borrowings, 

while it would appear that Local Government has not 

been cutting back in as a dramatic way and it is also not 

borrowing at anywhere the same levels as those of the 

other governments. 

This is potentially partly due to the positive outcome 

of increased financial sustainability of Councils arising 

out of the 2005 Financial Sustainability Inquiry 

commissioned by LGA of SA. There appears to generally 

be a risk averse approach in Councils emanating in 

expectations put simply that increased grants will 

continue to flow from the other governments. As 

highlighted this may not be the case and in fact grants 


26


from other governments may continue to decline in 

many programs. 

There is a range of additional measures which 

Local Government needs to look at to increase 

revenue, including: 

~ establishing a future research agenda that 

informs the core decisions for the future 

~ establishing a financial services agreements 

between local and other government funders 

~ improving governance and management 

skills capacity. 

A report by Ernst and Young recommends that 

Councils leverage existing funding sources to improve 

their access to finance for investment in new or 

upgraded infrastructure. 11 

The issue of Financial Assistance Grants (FAGs) is the 

subject of a current review being undertaken by the 

Federal Government. The stated objective is to identify 

tangible measures for improving the impact of the 

FAGs on the effectiveness of Local Government. 


The Council of the Future provides innovative and 

flexible service delivery to meet community needs 

utilising a number of financial and management 

mechanisms as follows: 

~ Traditional rates revenue 

~ Increasing expenditure on infrastructure 

and capital improvements through 

additional borrowings 

~ Establishing a financial services agreement 

between local and State Government 

~ Undertaking commercial activities and public 

private partnerships through “arms length 

entities” under appropriate prudential 

requirements 

~ Improving ‘strategic’ and streamlined 

procurement processes to assist Councils better 

manage procurement activities 

~ Sharing services through shared service 

arrangements with appropriate structures 

managed by a board comprising CEOs, or 

through regional groupings of Councils 

~ Exercising best practice in linking Asset and 

Infrastructure Management Plans and Long 

Term Financial Plans 

~ Improving governance and management 

practices and skills 


Financial Relationships 

~ Is there scope to achieve further significant 

increases in rate revenues, given that this may 

well become an even more important source of 

funds if grants continue to decline in real terms? 

~ Should the FAGs minimum grant be abolished 

to free-up more funds for the neediest Councils 

and those with limited rating potential? 

~ At the same time, should there be a threshold 

eligibility test for FAGs based on whether Councils 

are taking all possible steps to maintain and 

improve their sustainability; eg through improved 

financial and asset management and meaningful 

regional collaboration? 

~ Should FAGs funding be provided on a regional 

basis rather than on an individual Council basis? 

~ Should Councils increase borrowings to provide 

more infrastructure and capital improvements to 

meet community needs? 

~ Should Councils undertake commercial 

activities and public private partnerships as 

“arms length entities” under appropriate 

prudential requirements? 

~ What more needs to be done to improve Councils’ 

performance in preparing and linking Asset 

and Infrastructure Management Plans and Long 

Term Financial Plans to ensure improved 

budget outcomes? 

~ Would regional groupings of Councils assist 

Councils to be financially sustainable? 

27 

11 

See Ernst & Young, ‘Strong Foundations for Sustainable Local Infrastructure’ http://www.regional.gov.au/local/lgifr/index.aspx.

~ Is there scope for shared service arrangements 

between Councils, managed by a board of the 

CEOs of Councils under subsidiary provisions? 

~ Do the legal provisions for subsidiary bodies 

need review? 


~ In addition to the above do you have any 

additional comments and/or suggestions? 

Intergovernmental 

Relationships 

While Local Government is statutorily a creation of 

the State there nonetheless needs to be a genuine 

inter-governmental partnership at work to best 

serve local communities. 

As already stated the very recent restructuring of the 

Office for State Local Government Relations (OSLGR) 

may indicate a positive recognition of the cooperative 

relationships between State and Local Government; 

a recognition of the Local Government sector as a 

mature sector able to manage its own affairs. 

As identified by the NSW Independent Panel 

nowhere in Australia is there a ‘perfect’ State/local 

relationship: inter-government relations are always 

complex and subject to tensions. There is a role for 

both State Government and the LGA of SA to drive 

change but the mechanisms for achieving mutual 

outcomes remain unclear. 

It may be that the replacement of OSLGR could 

involve the establishment of a joint State/Local 

secretariat staffed by a small number of senior State 

and Local Government officers which supports and 

manages important areas of cooperative activity 

such as annual budget cycles, infrastructure provision, 

common approaches to the Federal Government , 

proposing relevant coordinated policy and service 

delivery programs, management of high level and 

strategic agreements and enhancing common 

areas of responsibility; eg disaster and state 

emergency responses. 

The Regional Strategic Partnership model 

described later in this paper also provides a basis for 

groupings of Councils collaborating and negotiating 

with State and Federal Government to achieve 

improved outcomes for their regions. 

Some Federal Government programs are presently 

implemented by Local Government, as the governing 

body closest to the communities targeted by such 

programs. Should Local Government be implementing 

other State and Federal programs, as the agent of 

those governments, in the best interests of local 

communities? If Local Government is to become 

an agent of other tiers of government, the reporting 

required for accountability purposes could be an 

expensive burden. This should not be a barrier, but 

may require some innovative thinking and solutions. 


The Federal and State Governments recognise Local 

Government as a mature sector of government, 

where appropriately the affairs of regional and local 

communities are managed and through which Federal 

and State Government programs are implemented as 

a ‘one stop shop’. 

The establishment of a joint State/Local Secretariat 

staffed by a small number of senior State and Local 

Government officers has been established to support 

and manage important areas of cooperative activity 

such as: 

~I annual budget cycles, 

~I infrastructure provision, 

~I common approaches to the Federal Government , 

~I proposing relevant coordinated policy and 

I service delivery programs, 

~I management of high level and strategic 

I agreements (eg including Financial Relations 

I Agreement framework), and, 

~I enhancing common areas of responsibility 

I eg disaster and state emergency responses. 


28



Intergovernmental Relations 

~ Should there be different mechanisms to manage 

intergovernmental relationships in achieving better 

outcome for their communities? 

~ Should there be a joint State /Local Secretariat 

established to support and manage important areas 

of cooperative activity? 

~ In the interests of greater efficiency should Local 

Government be an implementing agency for 

Federal Government programs (with necessary 

implementation funding provided)? 

~ If Local Government is to be an agent for 

either State or Federal Government programs, 

what kind of accountability/reporting measure 

can be put in place? 


~ In addition to the above do you have any additional 

comments and/or suggestions? 

Regional 

Collaboration 

and Partnerships 

In a paper on the theme of merging cities Slack and 

Bird (2013) conclude that, “A strong regional structure 

that encompasses the entire economic region is clearly 

needed to address externalities in service provision, 

ensure the fair sharing of costs, and enable the 

coordination of service delivery across the city-region. 

At the same time, lower tiers can be responsive to 

variations in local preferences and provide greater 

citizen access to government decision-making. In this 

way, a two-tier model can help municipalities 

achieve the benefits of larger size without 

compromising the advantages of staying small.” 12 

Dealing with remote areas, a recent report of the 

NSW Independent Local Government Review Panel 

highlighted the need to consider new governance 

arrangements for the far west region of NSW in 

response to population decline, vast distances and 

isolation. Similar conditions also exist in parts of 

South Australia. The NSW Panel noted that “one 

option might be some sort of joint local-State 

Government authority, with local community Councils 

providing democratic representation and some placebased 

services. Alternatively, there could be a regionwide 

Local Government – perhaps a modified County 

Council – that works through community Councils 

and delivers programs as an agent for State and 

Federal Governments.” 13 

Snapshot 

There are large geographic areas of sparsely settled 

land in the north of SA that have Local Government 

provided through a statutory authority and five areas 

are supported by Aboriginal organisations (but without 

the powers of a local Council). 

A strong regional approach is also evident in New 

Zealand and in the Auckland context the regional 

approach is supported and supplemented by the 

creation of local boards. While local boards have only 

been operating for a short period of time and with 

mixed results largely due to a lack of clarity around 

roles and functions, the concept of local boards with 

clear roles and responsibilities, has the potential to 

provide genuine and powerful local representation. 

A move towards regional collaboration and regional 

structures offers Local Government a positive way 

ahead to build significant local capacity. It is noted here 

that the Expert Panel reviewing the SA Planning System 

is charged with making recommendations including 

for the realisation of the vision of achieving thriving, 

sustainable regional communities. 

12 

Slack, Enid and Bird, Richard. 2013 Merging Municipalities: Is Bigger Better? Institute on Municipal Finance 

and Governance University of Toronto no 14 p30 

13 

Better, Stronger Local Government The Case for Sustainable Change, NSW Independent Local Government 

29 

Review Panel, November 2012 - p27.

Existing LGA of SA regional structures could provide 

the nucleus for the establishment of stronger 

regional collaboration and partnerships and there 

may be opportunities to broaden these out to also 

include cross state border arrangements based on 

regional economic development activities; eg the 

Riverland and South East. 

Councils with their knowledge of the community 

could play a central role in the redevelopment of areas 

in need. The issue of partnerships with the private 

sector in the UK is seeing Local Government being 

partners with the private sector in the redevelopment 

of social infrastructure in areas of need. The concept 

of urban renewal we are currently seeing in South 

Australia is focussed only on the physical component 

of housing and physical infrastructure but not 

broader social infrastructure. 

The issues outlined under the other areas of 

Governance, Community Engagement and Financial 

and Inter-governmental Relationships all contribute to 

and underpin the Future Scenario outlined below. 


The boundaries of a region should be determined 

by agreement but it is suggested that for governance 

purposes an area needs to comprise a reasonable 

level of population, in order for it to be viable 

and sustainable. 

The following are some thoughts on what might 

comprise a “regional strategic partnership”: 

~ The regional strategic partnership could be 

established by agreement or by legislation. 

~ The various established Local Government 

regions across the State could form the basis for 

regional strategic partnerships but there is merit 

in attempting to align as many State and Federal 

Government boundaries as is practical. 

~ The final structure of the governance of the region 

and the role, function and powers of the regional 

and existing Councils requires careful consideration. 

One potential model is as follows: 

~I The existing Councils would continue to 

I operate as separate entities providing local 

I representation to their communities, but with 

I a reduced range of responsibilities (perhaps 

I similar to Community Boards in New Zealand . 

~I The Mayors of the existing Councils that 

I comprise a region could become the members of 

I the governing body for the region. 

~I A Regional Strategic Partnership secretariat 

I could be established as an adjunct to the 

I Regional Council administration to provide 

I administration and planning support and 

I arrange delivery of services as decided by 

I the Board. 

~ In addition to the Mayors of the participating 

Councils in the Regional Strategic Partnership 

the Federal and State Government elected 

representatives whose electorates span the 

Regional Strategic Partnership area and 

representatives of any statutory bodies 

addressing economic development and natural 

resource management. (In this way the design 

of programs, the allocation of funding and 

evaluation and accountability measures might 

achieve greater focus and community acceptance 

and reduce overlap and bureaucracy). 

~ Services may be provided by existing agencies, 

local boards, or by regional business units which 

would operate by contestability principles and 

have clear KPI’s which are publicly reported. 

~ The Regional Strategic Partnership in seeking 

to provide practical, cost effective and efficient 

services to the community may utilise a number 

of corporate structures including the outsourcing 

to commercial enterprises, undertaking shared 

services and resource sharing arrangements 

between Councils and establishing regional 

authorities and subsidiaries for specific functions. 

~ It is not proposed that regional strategic 

partnerships be another tier of government but 

would bring together in a coordinated manner all 

the existing tiers of government, and other agencies 

and organisations providing services in the region 

and supporting the regional community. 


30


~ Among other things it overcomes overlap 

and duplication and through greater 

capacity ensures that the available funds 

and resources are equitably and effectively 

allocated to the community. 

The Regional Strategic Partnership sets the policy 

and the service delivery framework for the full 

range of regional-level roles and responsibilities 

which may include: 

~ Planning & Development 

~ Education (facilities and infrastructure 

management, coordination of community activities) 

~ Health (community and primary) 

~ Economic development 

~ Natural resource management 

~ Regional development 

A number of positive features could flow from this 

model including: 

~ Greater accountability and transparency 

~ The removal of unnecessary overlap and duplication 

~ The improvement of strategic planning for 

the region 

~ The attraction of investment from governments 

and the private sector 

~ Increased efficiency and effectiveness in 

decision making 

~ Increased efficiency and effectiveness 

of service delivery 

~ The provision of a greater range of cost 

effective services which would be beyond the 

capacity of individual Councils 

~ Improved natural resource management and 

environmental outcomes Improved infrastructure 

planning and implementation and linkages 

with financial plans and budgets 

~ A strengthened position in relation to 

other governments 

~ Improved planning and development policy 

and execution across the region. 

Discussion Points - Regional 

collaboration and partnerships 

~ Is this model likely to prove feasible and to deliver 

significantly improved outcomes? 

~ Should the existing regional structures and 

boundaries be used as a starting point for Regional 

Strategic Partnerships? 

~ Is the notion of existing Councils retaining their 

identity but acting as ‘community or local boards’ 

and providing local representation workable? 

~ Should key regional policy and service delivery 

decisions be transferred to a Regional Council 

Strategic Partnership? 

~ Should the range of regional activities extend to 

planning and development, education, health and 

economic development? 

~ Are there other sectoral areas that should be 

included in regional activities? 


~ In addition to the above do you have any additional 

comments and/or suggestions? 

31

The Panel trusts that the range of 

structural and other changes embodied 

in this Discussion Paper will stimulate 

thinking and debate about the future role 

and function of the Council of the Future. 


Please remember that they are 

suggestions and options, not predictions 

or recommendations, and that the Council 

of the Future in 20 to 25 years time would 

probably reflect some of these elements, 

but not necessarily all. 

You are invited to comment on any aspect of 

this Paper and to indicate your support or 

otherwise for the various options outlined. 

Responses received from this Discussion 

Paper will assist the Panel in making its 

final recommendations due in October 2013. 

32

“ 

This is a once 

in a generation 

opportunity 

to influence 

the shape of 

the “Council 

of the Future.” 

“

Local Excellence 

Expert Panel 

The Council of the Future 

photos supplied by the “Local Government Association and Member Councils”

MINUTES FOR THE GENERAL MEETING OF THE SOUTH EAST 

LOCAL GOVERNMENT ASSOCIATION, HELD AT THE 

NARACOORTE TOWN HALL, SMITH STREET, NARACOORTE AT 

10.00 AM FRIDAY 7 th JUNE 2013 

President Vickery welcomed new Executive Officer Ann Aldersey to her first meeting. 

Mayor Erika Vickery welcomed members and guests to Naracoorte and outlined recent 

developments in the Naracoorte Lucindale Council area. 

1.0 MEMBERS/DEPUTY MEMBERS 

1.1 Present 

SELGA President 

SELGA Executive Officer 







District Council of Tatiara 

1.2 Guests and Observers 

Local Government of SA 

RDA Limestone Coast 

Primary Industries and Regions SA 

Media 

1.3 Apologies 

Mayor Steve Perryman (CMG) 

Mayor Peter Riseley (DCR) 

Mr Michael Boyd (CDC) 

Mr Ben Murphy (DPTI) 

Mr Rob Harkness (TDC) 

Mayor Richard Vickery 

Ann Aldersey 

Cr Merv White 

Mr Mark McShane (CEO) 

Mayor Richard Sage 

Cr Brian Collins 

Mr Trevor Smart (CEO) 

Mayor Peter Gandolfi 

Cr Robert Dycer 

Mr Peter Harriott (CEO) 


Dr Helen Macdonald (CEO) 

Mayor Evan Flint 

Cr Chris England 

Mr Nick Brown (CEO) 

Mr Roger Sweetman (CEO) 

Cr Graham Excell 

Mr Kingsley Green (Manager, Corporate 

& Community Services) 

Andrew Haste, Director Member Services 

Mr Mike Ryan (CEO) 

Ms Biddie Tietz (TIDO) 

Ms Julie Scott (Minute Secretary) 

Peta Crewe (Regional Manager 

Limestone Coast) Limestone Coast 

Economic Diversification Project 

Reference Group 

Angus Dearlove (Naracoorte Herald) 

Gretel Sneath 

Mr Mick Petrovski (DPC - OSLGR) 

Cr Harvey Nolan (DCR) 

Cr Peter Wright (CDC) 

Ms Lisa Teburea (LGA) 

Motion: 

Moved, Naracoorte Lucindale Council; Seconded, City of Mount Gambier 

“That the apologies be accepted” 

CARRIED

2 .0 MINUTES OF MEETINGS 

2.1 Confirmation of the Minutes of the April SELGA General Meeting held at 

the Civic Centre, Bordertown on Friday 5 th April 2013 

Motion: 

Moved, City of Mount Gambier; Seconded, Naracoorte Lucindale Council 

“That the Minutes of the SELGA General Meeting held on 5 th April 

2013 be taken as read and confirmed as a true and correct record of 

the proceedings at that meeting.” 

CARRIED 

2.2 Confirmation of the Minutes of the SELGA Special Meeting Teleconference 

held on Monday 29 th April 2013 at 12.30 p.m. 

Motion: 

Moved, Naracoorte Lucindale Council; Seconded, Kingston District 


“That the Minutes of the SELGA Special Meeting held on Monday 29 th 

April 2013 be taken as read and confirmed as a true and correct 

record of the proceedings at that meeting.” 

3.0 MATTERS ARISING FROM THE MINUTES 

Business arising from the Minutes of the General Meeting, 5 th April 2013 

NIL 

4.0 ACTION SHEET 

CARRIED 

5.3.1 

5.3.2 

5.3.3 

5.3.4 

ACTION 5 th APRIL 2013 

Forestry SA Council Rates 

A copy of Minister Gago’s letter be 

forwarded to SELGA Councils for their 

information and reference. 

RDALC Board Appointments 

That advise RDA Limestone Coast the 

SELGA supports the appointment of Mr 

Lew Parsons and Ms Karen Glover to 

their Board. 

Biodiversity Fund Application 

That SELGA endorse the lodging of a 

Biodiversity Fund application for the 

“Improving Strategic Biodiversity 

Conservation on Community Land – 

Limestone Coast” project in partnership 

with the Department for Environment, 

Water and Natural Resources and the 

South East Natural Resources 

Management Board. 

South East Trails Strategy 

That SELGA support the inclusion of a 

1 

STATUS 

Completed 

Completed 

Completed 

Completed

ike and walking path along the former 

Naracoorte to Kingston railway line 

corridor be included in SELGA’s South 

East Trails strategy 

7.1 WIN TV News Service 

That SELGA write to – 

1. WIN Television expressing SELGA’s 

concerns over their cutting of the 

local WIN TV news and requesting 

they reinstate the service; 

2. Senator Nick Xenophon expressing 

SELGA’s support for his draft 

legislation to protect regional South 

Australia from cuts to its local news 

services; 

3. Patrick Secker MP, Member for 

Barker, expressing our concern over 

the cuts to the local WIN TV news 

and requesting his support to have it 

reinstated; and 

4. The Australian Broadcasting 

Corporation advising them of the 

cutting of the WIN TV News service 

and of the opportunity for the ABC to 

provide improved regional TV news 

coverage of the SELGA region. 

All Completed 

7.3 

7.4 

Mental Health Services 

That SELGA seek the assistance of the 

Limestone Coast Round Table (or other 

agencies) in ascertaining the level of 

mental health services across the 

Limestone Coast, the level of resources 

(financial, human, and physical), 

funding levels and sources, level of 

cooperative approaches across the 

service providers, and any other 

information that may assist local 

government in advocating support and 

consideration of financial support. 

Regional DAP 

That SELGA – 

1. Investigate the formulation of a 

Regional Development 

Assessment Panel or Regional 

Development Assessment Panels 

to cover the SELGA region; and 

2. Establish a Working Party to 

investigate options to establish a 

Regional Development 

Assessment Panel or Regional 

Development Assessment Panels 

to cover the SELGA region. 

Completed 

Commenced 

2

ACTION 1 st FEBRUARY 2013 

5.2 RDALC Funding Agreement 

The working party to report to SELGA 

with their recommendations resulting 

from their and the funding options that 

will provide the basis of negotiations 

with RDALC and the State and Federal 

Government. 

5.3 SELGA Heritage Matter 

SELGA authorises the EO to prepare a 

submission to the History Trust of SA 

seeking grant funding (2013 round) to 

support a professional restoration and 

to seek funding from any other source. 

SELGA authorises the EO to enter into 

further discussions with the City of 

Mount Gambier about their willingness 

to house the original SELGA Minute 

Book 

Requests the EO to seek advice on how 

digital copies can be made of the 

Minute Book in a cost effective manner 

that will allow access to the contents of 

the document for the public and future 

generations and minimising wear and 

tear on the original. 

ACTION 7 th DECEMBER 2012 

6.3 Culling of Kangaroos 

1. SELGA to pursue the requirement 

for a kangaroo cull in the SELGA 

Member Council areas to address the 

over-abundance of kangaroos in the 

LSE. 

2. SELGA seek support from the 

Minister Caica for DEWNR action in 

undertaking an assessment of kangaroo 

population within the LSE. 

3. SELGA write to the Minister Caica 

seeking DEWNR’s support for a 

kangaroo cull providing the basis for 

such a cull as outlined in No. 1 above. 

4. SELGA seek a method to utilise a 

cull in a useful way.” 

ACTION 5 th OCTOBER 2012 

6.1 Change Of Association Name 

1. EO writes to SELGA’s solicitors to 

ascertain what process needs to be 

followed to change the name of 

SELGA to Limestone Coast Local 

Government Association 

STATUS 

Complete 

Outstanding 

Outstanding 

Outstanding 

STATUS 

Actioned; 14/01/2013 

Acknowledged by 

Minister Caica 23/1/13 

STATUS 

Normans Waterhouse 

approached and are 

pursuing on SELGA’s our 

behalf. 

3

2. EO writes to Constituent councils 

seeking their views on changing 

SELGA’s name from South East 

Local Government Association to 

Limestone Coast Local 

Government Association 

3. EO provides a progress report to 

delegates at our December GM. 

10.6 Mental Health and Anxiety Disorders 

SELGA advocates for the provision of 

seed funding that will introduce the 

“Great Step Forward Program” to 

Regional South Australia 

EO using this opportunity to 

review our Charter. 

Action: SELGA to provide 

written input for the LC 

Community Services Round 

Table Strategic Planning 

Day set for 12 th February 12. 

ACTION 3 rd AUGUST 2012 

4.5 Marine Flares Policy 

SELGA to lobby SAROC for a more 

comprehensive approach to adopting 

the exchange system 

10.3 Four Wheel Drive Parks 

SELGA acknowledges the concerns of 

the State Government about the use of 

South Australian Parks and Reserves 

and takes the opportunity to inform the 

State Government of this region’s 

commitment to and the promotion of 

responsible use of parks and reserves; 

SELGA informs the State Government 

of its collaboration with Member 

Councils and Government agencies e.g. 

DEWNR, SENRMB, private 

landholders, coastal management 

groups, indigenous groups, tourism, 

4WD enthusiasts and the Limestone 

Coast community. 

SELGA enlists the support of the State 

Government to investigate the setting 

up of parks (including private land) for 

4WD and motor bike use similar to the 

model operating in Victoria. 

ACTION 2 nd DECEMBER GM 2011 

6.3 SA WATER – generators for water for 

fire fighting capacity in small towns 

SELGA write to DFW requesting the 

provision of generators in all small 

townships on SA Water in the SE 

ensuring townships and residents have 

access to water for fire fighting needs. 

STATUS 

Outstanding/incomplete 

Outstanding/incomplete 

STATUS 

Item placed on the agenda 

for September 2012 ZECC 

meeting. 

Previous contact by SELGA 

with Janine Morrison SA 

Water and CFS Region 5. 

4

ACTION 5 TH AUGUST 2011 

6.1 Coastal Management Funding 

SELGA lobby the State Government for 

additional funding for Coastal 

Management issues to deal with 

increased problems such as storm 

surge and severe weather events. 

C/F from 9 th April 2010 

SE Relief Trust (SERT) 

from December 4, 2009 GM: 

SELGA writes to the SERT requesting 

variation to the automatic membership 

of the President and VP to SERT. 

STATUS 

Ongoing work, preliminary 

work undertaken with 

regional LGA’s for joint 

effort. 

Monitoring outcome of the 

UCL report due Thursday 6 

December 2012. 

STATUS 

Followed up with Mr J Kirby 

24 2 July 2011, Jan & 25 

May 2011 & 19/7/11 & 

10/5/12 & 11/1/13. 

3.0 CORRESPONDENCE 

3.1 Inwards 

Correspondence register to 29 May 2013. 

3.2 Outwards 

Correspondence register to 29 May 2013. 

Many of these correspondence items will have been received directly by 

member councils. Should any delegate wish to access any 

correspondence items listed, but not included with this agenda, they can 

be made available by contacting the SELGA Executive Officer. 

Motion: 

Moved, Kingston District Council; Seconded, District Council of Grant 

“That correspondence be received and noted by SELGA delegates.” 

CARRIED 

4.0 RECOMMENDATION REPORTS 

4.1 SELGA Budget 2013/14 

Motion: 

Moved, District Council of Grant; Seconded, Naracoorte Lucindale Council 

“That the draft SELGA Budget 2013/14 be adopted.” 

CARRIED 

4.2 RDA Limestone Coast Working Party 

Motion: 

Moved, District Council of Grant; Seconded, Tatiara District Council 

The Working Party recommends that SELGA: 

1. Renew its agreement with RDA Limestone Coast for two years 

(2013-14 and 2014-15), commencing 1 July 2013. 

2. Provide funds to RDALC based on: 2012-13 levels plus CPI in year 

one; and 2013-14 levels plus CPI in year two. 

3. Structure the new agreement to be: 

5

a. Subject to the ongoing financial contribution of the 

Commonwealth Government to RDALC and State Government 

contribution to the Regional Development Fund. 

b. Subject to the negotiation of mutually agreed Key Performance 

Indicators and reporting requirements relating to economic 

development activities under the Limestone Coast Economic 

Diversification project, small business development and 

increasing regional funding opportunities, to be endorsed at 

the October 2013 SELGA meeting. SELGA financial support 

post 1 January 2014 is subject to the successful negotiation of 

KPIs. 

4. Appoint a new Working Party to develop, by October 2013, the 

KPIs and reporting requirements in the agreement, in conjunction 

with RDA. 

5. Invite Councils to nominate an additional representation to 

participate in the Working Party deliberations by 28 June 2013. 

Motion: 

CARRIED 

Moved, Kingston District Council; Seconded, Naracoorte Lucindale 


“That SELGA appoint Dr Helen Macdonald, Mr Nick Brown, Mayor 

Richard Sage, Mr Peter Harriott and Mayor Richard Vickery to the 

Working Party to develop KPIs for the RDALC agreement. 

CARRIED 

4.3 Zero Waste SA Regional Implementation Program – SELGA Application 

Motion: 

Moved, Naracoorte Lucindale Council; Seconded, Tatiara District Council 

“That SELGA endorses: 

1. The submission of an application to Zero Waste SA Regional 

Implementation Program 2013-14 for funding to appoint a 

Regional Waste Management Coordinator (South East) for one 

year at 0.6 FTE. 

2. The collective contribution of $50,000 from SELGA Councils 

toward the project in 2013-14, if successful.” 

CARRIED 

4.4 SELGA 2030 Regional Transport Strategy 

Motion: 

Moved, City of Mount Gambier; Seconded, District Council of Grant 

“That SELGA notes the Minutes of the Roads and Transport Working 

Group meeting 11 April 2013.” 

CARRIED 

6

5.0 INFORMATION REPORTS 

5.1 Special Local Roads Program 

Eight applications from the South East for the 2013/14 Special Local 

Roads Program were submitted to the Local Government Transport 

Advisory Panel (LGTAP) in April. 

The LGTAP process and timeline for the consideration, decision and 

announcement of funding is expected to be: 

Date 

June 

August 

Action 

LGTAP will make its recommendations 

LGTAP provides advice of regional application 

recommendation 

Minister will make announcement of projects. 

Motion: 

Moved, Kingston District Council; Seconded, Naracoorte Lucindale 


“That the Information Report be received and noted by SELGA 

delegates.” 

CARRIED 

NOTICE OF MOTIONS 

Nil. 

6.0 REPORTS 

6.1 SELGA President’s Report 

President Vickery gave a brief overview of the LGA Board (formerly State 

Executive) meeting hosted by the Tatiara District Council at Bordertown. 

The President attended the funeral of the Mayor of Port Augusta Joy 

Baluch and encouraged members to attend the LGA Memorial Service on 

June 13 th in Adelaide. 

6.1.1 LGA State Executive Committee 

(i) 

Key Outcomes of LGA State Executive Meeting held on 

Thursday 16 th May 2013 

6.1.2 SAROC 

(i) 

Key Outcomes of SAROC Meeting held on Wednesday 15th 

May 2013 

6.2 Local Government Association of SA 

Mr Andrew Haste, Director Member Services, spoke to his report (copy 

attached). 

6.3 Department of Planning, Transport and Infrastructure 

No report provided. 

6.4 Limestone Coast Economic Diversification Project Reference Group 

7

Ms Peta Crewe (PIRSA Regional Manager – Limestone Coast, 

Agribusiness & Regions) spoke to the meeting and circulated a handout 

(copy attached). 

6.5 Report from SELGA Sport & Recreation Officer – Ms Josephine Duigan 

Be Active Field Officer/Starclub Field Officer 

Motion: 

Moved, Tatiara District Council; Seconded, City of Mount Gambier 

“That the reports from the SELGA President, Local Government 

Association, Primary Industries & Regions SA and SELGA Star Club 

Sport & Recreation Officer be received and noted.” 

CARRIED 

7.0 FINANCIAL 

7.1 Accounts for Payment & Profit and Loss Statement 

(List provided in Bank Register Journal, Profit and Loss Statement with 

Budget Analysis from 1 July 2012 to 31 st May 2013) 

Motion: 

Moved, Kingston District Council; Seconded, Tatiara District Council 

“That Income and Payments from 1 st March 2013 to 31 st May 2013 

totalling $309,155.93 as listed in EFT/EPs to be authorised for 

payment and the Profit and Loss Statement for the period 1 st July 

2012 to 31 st May 2013 be received and noted.” 

CARRIED 

7.2 Alteration of SELGA Bank Signatories 

Motion: 


“That SELGA resolve to remove former SELGA Executive Officer Mr 

Rob Forgan as a signatory to all SELGA Bank Accounts and include 

Miss Ann Aldersey as a signatory to all SELGA Bank Accounts.” 

CARRIED 

8.0 OUTSIDE ORGANISATIONS AND COMMITTEES 

8.1 Regional Development Australia Limestone Coast 

Mr Mike Ryan, CEO RDALC spoke to the following points. 

The RDA Funding agreement with the Federal Government is 

currently with the Minister. 

RDA Fund Round 4 applications are being announced 

progressively. Tatiara District Council’s application for Mundulla 

Bowling Club was successful in Round 3. 

The Partnership Broker program has been extended for a further 12 

months. 

In June, a series of 3 hour workshops will be conducted throughout 

the Limestone Coast under the Regional Business Sustainability 

Competitive Business Program. 

The Steering Committee for the Cellulosic Fibre Value Chain study 

being conducted by the VTT Research group from Finland has met 

8

twice since the last SELGA meeting. Stage 1 has been completed 

and the report is available publicly. Stage 2 is underway, with the 

report due in September. 

RDA staff have been working with a consultant on behalf of a major 

company potentially looking at establishing a significant processing 

facility in the region, and also working with DMITRE to progress 2 

other potential manufacturing/processing facilities in the region. 

RDALC was represented at the DairySA Conference as a Gold 

Sponsor. 

As part of the State Budget, there was $2.7m over 5 years allocated 

for establishment of premium food and wine clusters. Clusters 

expert Mr Ifor FFowcs Williams will be in the region next week for 

meetings. 

Our two Business Advisors have recently met with key people in 

DMITRE in Adelaide to link into the programs that they have 

available. 

Projects for Skills for All in Regions is currently being finalised. 

The Career Development Centre continues to see a number of 

retrenched workers. 

Partnership Broker program recently hosted a presentation 

attended by local government. 

The apprenticeship advisers are well on track to achieve their target 

of talking to 2000 young people about apprenticeships and 

traineeships. 

8.2 Report from South East Resource Information Centre May 2013 

8.3 South East NRM Board 

Dr Helen Macdonald gave a brief overview of the SENRM Board activities. 

The submission date for the Lower Limestone Coast Water Allocation Plan 

has closed. There were approximately 100 submissions and they will be 

reviewed at the end of the month. The Board is also discussing their 

relationship with SELGA. 

Motion: 

Moved, District Council of Grant; Seconded, City of Mount Gambier 

“That the Reports from RDA Limestone Coast, South East Resource 

Information Centre and the South East NRM Board be received and 

noted by SELGA delegates.” 

CARRIED 

9.0 OTHER BUSINESS 

9.1 Road Safety Strategy 2020 Review of Regional Road Speed Limits 

Motion: 

Moved, Kingston District Council; Seconded, Wattle Range Council 

“That SELGA request the Local Government Association of South 

Australia, through the South Australia Regional Organisation of 

Councils, to write to the Hon. Michael O’Brien, Minister for Road 

Safety, to seek clarification on the timing and process of the review of 

rural speed limits in South Australia.” 

CARRIED 

9

9.2 South Australian Tourism Commission Funding Agreement 

Motion: 


“That SELGA 

1. Receive the Report, and acknowledge the SA Tourism 

Commission offer of increased grant funding to the Limestone 

Coast. 

2. Endorse the President Mayor Richard Vickery to sign the 

Agreement with South Australian Tourism Commission for the 

Grant of $50,000 (ex GST) ending June 2014.” 

CARRIED 

9.3 Live Sheep Export 

Motion: 

Moved, Kingston District Council; Seconded, District Council of Grant 

“That SELGA resolve to contact ALGA President Felicity-ann Lewis to 

disallow the motion from The City of Port Adelaide Enfield regarding 

Live Sheep Export, due to it being ultra-vires. 

CARRIED 

9.4 South East Drainage Scheme 

This item will be listed in the August agenda. 

10.0 MEETING CLOSURE – 12.15 p.m. 

10

LGA Regional Topical Report for June 2013 

LGA representative 

Purpose 

Recommendation 

Andrew Haste 

The Regional Topical report is provided as an 

information update for Regional LGA meetings and 

is current at the time it is supplied to the Region 

That the item be noted 

1. ICAC Papers 

The Independent Commissioner Against Corruption Act 2012 (SA) (the ICAC Act) was passed by 

the South Australian Parliament on 29 November 2012. Although some minor provisions came 

into operation on 20 December 2012, most of the Act is yet to take effect. However, it is 

expected to begin operation towards the end of 2013, on a date or dates to be set by 

proclamation. 

The LGA has produced a series of papers designed to be of practical assistance to all Local 

Government Council Members, Chief Executive Officers, Managers and Officers. 

These papers are published on the LGA website's ICAC page: 

http://www.lga.sa.gov.au/goto/ICAC. 

The LGA is undertaking individual Council briefings, on request and the Education and Training 

Service has also scheduled formal training sessions about the ICAC. Further information is 

available by Circular 

2. 2013 LGA President’s Forum 

The 2013 LGA Presidents Forum will be held on Thursday 13 June 2013 from 9.00am till 1.00pm 

at the Intercontinental, North Terrace Adelaide. The Forum will focus on the Local Excellence 

Expert Panel's Interim Report and the LGA's State Election Platform. See LGA Circular 22.3 to 

view the final program and to register your attendance. A memorial service for Mayor Joy Baluch 

AM will be held immediately after the Forum. To attend the service please contact Jacqui 

Kelleher on 8224 2022. 

3. Local Excellence Program 

The Expert Panel’s interim report will be provided after the presentation by Greg Crafter (Chair of 

the Panel) at the LGA’s President Forum on 13 June (see item above). Information will be 

provided to Councils on the consultation process which will include hearings. 

4. Codes of Conduct 

The LGA made a submission on the Councillors’ Code to the Minister for State/Local 

Government Relations, based on feedback from Councils. A copy of the submission is available 

in Circular 22.1 (May 2013). The new codes of conduct are expected to commence on 1 

September 2013. For further information contact andrea.malone@lga.sa.gov.au 

5. Business Partner Program 

The LGA’s Business Partner Program 2012-13 is well under way in all regions. There are 13 

regional clusters of Councils, each with an assigned ‘Business Partner’. The Business Partner is 

spending 12 months or more to help each Council, in co-operation with the other Councils in 

each cluster, update its infrastructure and asset management plan, and its long-term financial 

plan, and ensure that these plans are generally consistent with each other, and with each 

Council’s preferred affordable service levels. For further information contact 

shane.sody@lga.sa.gov.au 

DME 100973 

1 

Page

6. Planning Update 

In June the LGA be calling for Expressions of Interest for Councils to participate in theme- based 

‘working groups’ to progress the Future Directions in Planning project. These working groups will 

act as ‘think tanks’ on specific planning issues that can be quickly assembled and activated to 

provide advice on and review initiatives relevant to that issue. The outcomes of the working 

group will be reported through to the LGA Board and contribute to the LGA’s planning work 

program. The EOIs will be reviewed by the LGA and working group membership determined by 

having the best mix of experience and diversity. The LGA is also encouraging Councils or 

regions to hold planning workshops to identify the key issues that need to be addressed by the 

State Government’s Expert Panel on Planning Reform. For further information contact 

lisa.teburea@lga.sa.gov.au 

7. Local Government China Forum 

The LGA in partnership with Economic Development Australia (EDA) will be running a Local 

Government China Forum on 17 July 2013 at the Stamford Plaza, North Terrace, Adelaide. 

The State Government released its China Strategy on 13 December 2012. The Strategy 

highlights the importance of playing to South Australia’s strength in minerals and energy, tourism, 

agriculture, food and wine, clean technologies, professional services, advanced manufacturing 

and education. 

8. Waste Management 

The LGA is now finalising a draft business case for funding specific waste management issues, 

including detailed funding analysis/options for future Local Government waste management 

services, including e-waste. A number of options for returning funding to Local Government for 

waste management are explored in the business case, using information gathered from last 

August’s survey of Councils. This business case will strengthen the LGA’s lobbying position for 

release of funding from the Waste to Resources Fund. It is anticipated that this body of work will 

be released in the next few months. For further information contact 

simon.thompson@lga.sa.gov.au. In addition, the LGA is currently assessing the impacts of the 

announcement that Zero Waste SA will cease in 2015. 

9. Updating the Australian Constitution Update 

Legislation to allow a referendum for the recognition of Local Government in the Australian 

Constitution has passed through the House of Representatives and will now be placed 

before the Senate. The LGA is working closely with the Australian Local Government 

Association and interstate counterparts on a robust campaign. The LGA has prepared a 

packet of documents, including pro forma media releases, pro forma letters to the editor, 

speaking points and other information papers to assist with a public information program to 

ensure a ‘Yes’ vote. 

10. Awareness Campaign 

The LGA’s campaign to raise awareness has begun in earnest with the LGA career website 

pages taking on the new branding in place of the old “Shape Your World” branding. Video 

production company TAV is currently working with individual Councils to film real stories for use 

in the campaign. A number of videos have been completed and can be viewed on the LGA 

website and on YouTube. For further information contact chris.russell@lga.sa.gov.au or 8224 

2030. 

11. South Australian Public Health Act 

The South Australian Public Health Act 2011 will come into full operation on 16 June 2013 along 

with re-made regulations for public swimming pools, the control of Legionella in cooling towers 

and warm water systems and the approval of wastewater systems including CWMS. 

Guidelines, information papers and revised delegation and appointment of authorised officer 

templates have been circulated to Councils and are available on the LGA website 

www.lga.sa.gov.au/goto/publichealth. 

DME 100973 Page 2

The LGA is running a short course for Environmental Health Officers (EHO) and managers of 

public health to develop a consistent approach to the administration of the new Act. Over 85 per 

cent of the states EHOs have attended the course. The final scheduled course for 2013 will be 

held on 12, 13 & 14 June, places are available, for information see Circular 3.7. For further 

information contact: ian.hawkins@lga.sa.gov.au. 

12. Video Conferencing 

The LGA Board and the SAROC Committee have approved a 12-month video-conferencing pilot 

program, involving in the first instance, meeting and training rooms at the LGA and a cluster of 

five country Councils, in one region. SAROC has appointed a four-member committee to 

determine which country region should be invited to participate. The proposed pilot program 

would have four main purposes: 

a. facilitating contact between the Councils of the pilot region 

b. to deliver interactive LGA training sessions to the pilot regions; 

c. to allow country-based Members and staff to participate more often in Adelaide-based 

professional development and networking opportunities; and 

d. to make it easier for Councils to recruit Adelaide based independent members to their 

audit committees and CDAPs. 

13. LGA Procurement 

Rob Ackland has joined LGA Procurement (LGAP) as CEO and will shortly begin making contact 

with Council Officers. LGAP continues to offer a wide range of contracts available for Councils to 

access. All contracts have been through a rigorous tender process to ensure compliance with all 

value for money principles and include Contracts for Mobile Garbage Bins, Tractors, Gardening 

and Lawn Equipment, Trucks, Corporate Wardrobe, Stationery and Office Equipment, 

Playground and all associated equipment and services. Contracts are accessible through 

Vendorpanel an online Request for Quotes system. New contracts are regularly added. 

Councils are encouraged to download the Procurement Handbook and comprehensive and 

updated suite of procurement model documents from the LGAP website. Free advice on 

procurement and use of the standard documentation is available via the LGA Procurement 

Advisory Hotline. In addition, a heavily subsidised training program has been developed to assist 

Councils. Phone 8224 2000 to speak with a procurement expert. For further information contact: 

andrew.haste@lga.sa.gov.au or hazel.kotro@lga.sa.gov.au 

14. EARS is ready for release 

After extensive user acceptance testing of the system and incorporation of suggestions and bug 

fixes, EARS is now ready for release. We are currently going through the final process of getting 

it into the App stores. Major hazard reporting capability and additionally a functionality to allow 

reporting of every day incidents has been incorporated into the system. An announcement of the 

availability of the App will be made as soon as it is available in the stores. Use of the App will be 

initially restricted to Councils and the emergency service agencies. 

15. Rail Road Interface Agreement 

These agreements involve coordinating the roles of, and describing the responsibilities and 

authorities of, the parties involved with the relevant interface. The parties involved in an Interface 

Agreement always include one or more rail transport operators, and may also include one or 

more road managers. Progress is finally being made for the release of a common agreement 

template and general principles for management of interfaces. Councils were advised of this 

progress in LGA Circular 22.5 and asked to make comment on the consultation draft. 

16. Meetings with Ministers and Members of Parliament 

President, Mayor David O’Loughlin has begun meeting with and scheduling regular meetings with 

Ministers holding portfolios relevant to Local Government. These meetings will increase in 

importance as the March 2014 State Election approaches. 

DME 100973 Page 3

17. Council Visits 

The President, Mayor David O’Loughlin is currently assessing work and Council commitments 

against opportunities to visit SA Councils. The LGA Secretariat has begun contacting Councils to 

schedule suitable dates for the President to visit and talk to Council staff and Members about 

Local Government issues. Visits begin later this month (June) to Burnside, Port Adelaide Enfield, 

Adelaide Hills and west coast Councils in July. 

18. Regional Development Australia (RDA) committee elections 

The Department of Regional Australia (DRA), Local Government, Arts and Sport has advised the 

LGA Secretariat that they are beginning the process for the November 2013 RDA committee 

elections. See the 15 May 2013 SAROC Committee agenda for further information or contact 

david.hitchcock@lga.sa.gov.au. 

19. 2013 LGA Conference and AGM 

The LGA Conference and Annual General Meeting (AGM) will be held on Thursday 24 and Friday 

25 October 2013 at the Adelaide Entertainment Centre, 98 Port Road, Hindmarsh. Councils are 

invited to submit Notices of Motion for the AGM. For further information refer to LGA Circular 22.7 

or contact alison.gill@lga.sa.gov.au or 8224 2031. 

20. 2013 LGA Roads and Works Conference 

The 2013 LGA Roads and Works Conference will be held on 21 (dinner only), 22 and 23 August 

2013 at the Chaffey Theatre, Renmark. Key program items are waste management, disaster 

funding, storm water management, zebra crossings, borrow pit exploration and assessment, 

street lighting technologies, mobile technologies including Emergency Assessment Reporting 

System ( EARS), CFS use of council resources and enterprise bargaining. A more detailed 

program will be available shortly. Registrations are now open. For further information visit 

www.lga.sa.gov.au/goto/roadsandworks. 

21. Unity 6.9 update 

Unity 6.9 was deployed to all Council websites on 15th May 2013. This major release of the CMS 

included a number of features requested by Council staff responsible for the management of the 

corporate website and Elected Member extranets. 

A major enhancement in this release has been the deployment of the Minutes/Agenda Object 

which delivers a streamlined mechanism for Council staff to manage the multitude of minutes and 

agenda on their corporate website. 

For assistance with the Council's Unity website please contact the LGA's support address 

dcwsupport@lga.sa.gov.au 

For further information please contact: Mary Ann Stenberg Media Officer on 

maryann.stenberg@lga.sa.gov.au or 8224 2063. 

DME 100973 Page 4

Limestone Coast Economic Diversification Reference Group 

SELGA Update, Friday 7 June 2013 

Since presenting to you at your April meeting: 

 

 

 

 

 

 

 

Reference Group meetings (23/4 & 28/5) – significant input from Dennis Mutton 

Minister AFF, Regional Development & Forestry in Mt G – meeting with Mt G City 


Livestock Focus group (support from Regional Landcare Facilitators) 

Presentation to State Government Strategic Priority Senior Officer Groups (cross 

agency) 

o Growing Advanced Manufacturing (Richard Vickery & Ruth Schubert) 

o Premium Food & Wine from our Clean Environment (Helen Macdonald & 

Mark McShane) 

Engaged with University of South Australia 

VTT Cellulose Fibre Chain Project 

2013-14 State Government Budget announcement yesterday re: industry clusters 

(Limestone Coast one of the first regions to participate) 

Coming up: 

 

 

 

 

Reference Group to present to Premium Food & Wine from our Clean Environment 

Cabinet Task Force (Premier (Chair), Minister Gago, Minister Kenyon, Minister 

Hunter & Minister Bignell) – date to be confirmed 

Horticulture Focus Group – date to be confirmed 

Identify and work with key DFEEST & DMITRE agency staff to work up projects 

around ‘Renewable/Alternative Energy Cluster’ and ‘Innovation Hub’ (details below) 

Communication with key stakeholders – SELGA, RDA, SENRMB, Members of 

Parliament 

Media: 

 

 

Stock Journal 

M Ryan – 5SE

Summary of Proposals to SA Govn (cross agency) Senior Officer Groups: 

Growing Advanced Manufacturing 

Cellulose Fibre 

RECOMMENDATION 

That the Growing Advanced Manufacturing Senior Officers Group: 

 

 

 

Commit to the establishment of a cellulose fibre research and development capability 

in the Limestone Coast together with research partners and industry. 

Provide support for the development of a forest industry cluster including co funding 

(with industry) for a cluster manager for 3 years. 

Develop the necessary material together with VTT and industry to attract investment, 

companies and research institutions establishing in the region. 

Renewable and Alternative Energy 

RECOMMENDTION 

That the Growing Advanced Manufacturing Senior Officers Group: 

 

Facilitate the development of a Renewable and Alternative Energy Cluster in the 

Limestone Coast region including co funding (with industry, research and training 

institutions) for a cluster manager for 3 years. 

Premium Food & Wine from our Clean Environment 

Beef /Sheep Meat Industry 


That the Premium Food and Wine from our Clean Environment Senior Officers Group 

endorses a proposal to the Cabinet Taskforce that: 

 

 

Supports the establishment of a beef /sheep meat industry cluster with seed funding 

and including co funding (from industry) for a cluster manager for 3 years. 

Supports the funding of a detailed value chain analysis of the beef/sheep meat 

industry in the Limestone Coast, including regional branding, business and 

investment opportunities.

Horticulture 

RECOMMENDTION 

That the Premium Food and Wine from our Clean Environment Senior Officers Group 

endorses a proposal to the Cabinet Taskforce that: 

 

 

Supports the establishment of a horticulture industry cluster with seed funding and 

including co funding (from industry) for a cluster manager for 3 years. 

Support the funding of a detailed value chain analysis of the horticulture industry in 

the Limestone Coast, including regional branding, business and investment 

opportunities. 

Wine 

RECOMMENDTION 

That the Premium Food and Wine from our Clean Environment Senior Officers Group: 

 

Supports the active inclusion of the Limestone Coast Grape and Wine industry in 

broader State initiatives being developed in food, wine and tourism. 

Growing Advanced Manufacturing and Premium Food & Wine from 

our Clean Environment 

Limestone Coast Innovation Hub 


That the Premium Food and Wine from our Clean Environment and Growing Advanced 

Manufacturing Senior Officers Groups recommend to the Cabinet Taskforces that: 

 

 

The Government of South Australia facilitates the establishment of a taskforce of 

senior representatives of key stakeholder groups to develop a plan for a Limestone 

Coast Innovation Hub with education, training and research and development 

capacity. 

Seed funding is provided for the development of the necessary reports to inform the 

plan for a Limestone Coast Innovation Hub 

Mobilise regional leaders 


That the Premium Food and Wine from our Clean Environment and Growing Advanced 

Manufacturing Senior Officers Groups recommend to the Cabinet Taskforces that:

A workshop of regional leaders is convened, with support from the South Australian 

Government, with the aim of developing an expanded network and capacity for 

implementing economic diversification projects and sustainable development in the 

region.

MINUTES OF THE SPECIAL MEETING OF THE 

SOUTH EAST LOCAL GOVERNMENT ASSOCIATION 

HELD AT THE UPSTAIRS MEETING ROOM, NARACOORTE TOWN HALL, 

SMITH STREET, NARACOORTE AT 1.30 PM, FRIDAY 28 JUNE 2013 

1.0 MEMBERS/DEPUTY MEMBERS 

1.1 Present 

SELGA President 

SELGA Executive Officer 







District Council of Tatiara 

1.2 Guests and Observers 

Regional Development Australia 



1.3 Apologies 






Ann Aldersey 

Mayor Steve Perryman (by telephone) 

Cr Merv White 

Mr Mark McShane (CEO) 

Mayor Richard Sage 

Mayor Peter Gandolfi 

Cr Robert Dycer 

Mr Peter Harriott (CEO) 


Deputy Mayor Chris England 

Mr Nick Brown (CEO) 

Mr Roger Sweetman (CEO) 

Cr Graham Excell 

Mr Rob Harkness (CEO) 

Mr Mike Ryan 

Lynne Dowling (Executive Assistant) 

(minutes) 

Cr Brian Collins 

Mr Trevor Smart (CEO) 

Dr Helen Macdonald (CEO) 

Mayor Evan Flint 

Mayor Peter Riseley 

Moved, District Council of Tatiara ; 

“That the apologies be accepted” 

Seconded, District Council of Grant 

Carried 

1

2 .0 PURPOSE OF THE SPECIAL MEETING 

The purpose of the Special Meeting is to consider and endorse a number of 

funding agreements for 2013-14, and to endorse SELGA nominees for 

appointment to the Regional Development Australia Limestone Coast 

Committee. 

3.0 RECOMMENDATION REPORTS 

3.1 Agreement for the Tourism Industry Development Officer 

Moved, Kingston District Council; 

Seconded, Naracoorte Lucindale 


“That SELGA: 

1. Endorse a new two-year Agreement with Regional Development 

Australia Limestone Coast for the continued services of a Tourism 

Industry Development Officer for the Region, subject to SELGA review 

and renewal prior to year two. 

2. Delegate the signing of the amended Agreement to SELGA President 

Richard Vickery.” 

3.2 Agreement for the South East Heritage Advisory Services 

Carried 

Moved, City of Mount Gambier ; 

Seconded, Naracoorte Lucindale Council 


1. Endorse a new Agreement to engage Habitable Places Architects to 

provide Heritage Advisory Services to SELGA Constituent Councils for 

2013-14 to 2015-16, subject to annual review and renewal. 

2. Delegate the signing of the Agreement to SELGA President Richard 

Vickery.” 

Carried 

3.3 Agreement with Regional Development Australia Limestone Coast 

Moved, Naracoorte Lucindale Council; Seconded, District Council of Tatiara 


1. Approve the attached Agreement between SELGA and Regional 

Development Australia for a Term of two years. 

2. Delegate the signing of the Agreement to SELGA President Richard 

Vickery.” 

Carried 

3.4 SELGA Nominees to the Regional Development Australia Limestone Coast 

Committee 

Moved, District Council of Grant; 

Seconded, Naracoorte Lucindale Council 

2

“That the late application received from Cr Ian Von Stanke be accepted”. 

Carried 

Mayor Steve Perryman ended his teleconference link up at 2.00 p.m. 

Mayor Richard Vickery vacated the Chair at 2.04 p.m. 

Moved, Tatiara District Council; 

Seconded, City of Mount Gambier 


1. Approve the process to formally nominate SELGA representatives to 

Regional Development Australia Limestone Coast. 

Carried 

Moved, Kingston District Council; 

Seconded, City of Mount Gambier 


2. Approve the nomination of Mayor Richard Vickery, Mayor Erika Vickery 

and Mayor Richard Sage as SELGA representatives to Regional 

Development Australia Limestone Coast.” 

Carried 

4.0 OTHER BUSINESS Nil. 

5.0 MEETING CLOSED at 2.15 p.m. 

3

Limestone Coast Update 


February 2013 

Volume 28 

Volume 27 

Regional Regional 

Development 

Australia Limestone Limestone 

Coast Coast Inc Inc (RDALC) (RDALC) 

Disclaimer: 

This newsletter is produced quarterly, 

as a guide to services provided by 

the RDALC and to highlight other 

regional initiatives. The material is 

correct to the best of our knowledge 

as at June 2013. We allow 

reproduction of material in this 

newsletter provided 

acknowledgement of the Limestone 

Coast Update is given. 

A WORD FROM THE CEO … 

How quickly me seems to have passed 

since our last update in February and a lot 

has happened in that me. 

RDA Limestone Coast connues to play an 

important role as part of the Limestone 

Coast Economic Diversificaon Reference 

Group. This group was formed by the South 

East Local Government Associaon (SELGA) 

together with RDA Limestone Coast and 

Primary Industries and Regions SA (PIRSA) to 

take forward the outcomes of the Limestone 

Coast Economic Diversificaon Forum which 

was held in September last year. The 

reference group which includes Mr Dennis 

Muon (the forum convenor) has been 

meeng monthly to progress the outcomes 

of the forum. 

The opportunies, as arculated in the 

Forum’s report come under four categories: 

High value manufacturing and 

agribusiness 

Leverage natural resources to develop 

exisng and build new industries 

Target high value product and service 

development focusing on regional 

strengths 

Target development of emerging 

industries 

Some of the key challenges in achieving 

these opportunies include: 

 

 

 

 

Infrastructure 

Educaon and training opons 

Targeted and applicable research 

Access to skills and experse 

One of the inial outcomes was the 

engagement of the VTT Technical Research 

Centre from Finland to undertake a Cellulosic 

Fibre Value Chain Study for the region with 

funding provided by the Department of 

Manufacturing, Innovaon, Trade, Resources 

and Energy (DMITRE). This new study into 

developing more sustainable and highervalue 

products from the Limestone Coast’s 

forestry resources involves experts from the 

VTT group working with local industry to 

idenfy short, medium and longer term 

sustainable and achievable market 

opportunies. Developing higher‐value 

forestry products is the key to creang a 

sustainable future for the forestry industry. 

Stage 1 of this study which aimed to idenfy 

the situaon of industries in the region has 

now been completed and the Stage 1 report 

can be found at:‐ 

hp://www.dmitre.sa.gov.au/ 

files/966_v_final_stage1_report.pdf 

The second phase of the study will chart the 

future paths of the forestry industry in the 

region and the possibilies for producon 

with higher added value. During the second 

phase, road maps will be prepared with the 

goal of steering the prospects of new, fibrebased 

industry in the region and idenfying 

business opportunies ulising emerging 

technologies. This could mean, for example, 

that in addion to developing the current 

industry, next‐generaon biorefineries could 

be established in the region, ulising the side 

streams from the forest industry as raw 

materials in the producon of bioenergy and 

biochemical. The report of the findings from 

Stage 2 is expected to be released in 

September this year. RDA Limestone Coast 

is represented on the steering commiee 

overseeing this study which is chaired by 

Professor Goran Roos, the Chair of the 

Advanced Manufacturing Council. 

Connued pg: 6 

Limestone Coast Update 1 June 2013

APPRENTICESHIP TRAINEESHIP ADVISER 

Anne Mulraney has been appointed by Regional Development Australia Limestone Coast to fill the vacant posion 

as Apprenceship Traineeship Adviser. 

Anne has spent the past 15 years employed as an Instructor at LITA, (Logging Invesgaon and Training 

Associaon, forestry industry RTO). She specialised in the development and delivery of Naonally Accredited 

Training Programs and has extensive experience in operang in the Vocaonal Educaon and Training 

environment. 

Anne has also been employed by DECD (Department of Educaon and Child 

Development) for the past 4 years, most recently as the Local Community Mentor 

Coordinator for the Limestone Coast. Her role was to recruit, train and match Volunteer 

Mentors from the community with students from local primary schools to build posive 

relaonships and to assist students reach their full potenal. 

Anne’s experience with students from the Limestone Coast makes her a great addion 

to the Apprenceship Traineeship Adviser Program delivered by RDALC. 

For apprenceship and traineeship advice please contact Anne on: 

Phone: 08 8723 1057 

Email: ata@rdalimestonecoast.org.au 

A GIRLS ONLY GATHERING 

Regional Development Australia Limestone Coast’s Apprenceship and Traineeship Advisers, Anne 

Mulraney and Gina Ploenges had a very successful week in April hosng the Civil Construcon Federaon 

Mobile Training Unit and also facilitang AGOG (A Girls Only Gathering) as part of Youth Week 2013. 

The Civil Construcon Federaon Mobile Training Unit visited Kingston Community School, Kangaroo Inn 

Area School, Millicent TAFE, Keith Area School, Penola High School and Naracoorte High School. The 

training unit holds a front‐end loader and fork‐li simulator which approximately 120 students had the 

opportunity to experience. 

The highlight of Youth Week was AGOG, A Girls Only Gathering which ninety‐three young women from 

the Limestone Coast aended. They were treated to guest speakers: Rose Lloyd, an ex Mount Gambier 

High Student who is undertaking a scholarship with BHP Billiton in 2014 and Marita Cheng, Young 

Australian of the Year 2012. Helen Strickland also gave great advice about making your passion into your 

career and Jess Rosseland, STARFM breakfast presenter, did an excellent job as host for the day. 

The events of the week were made possible thanks to the sponsorship of Office for Youth – Youth Week 

Beyond Blue 2013 funding, South East Local Government Associaon, City of Mount Gambier, Civil 

Construcon Federaon, Haigh’s Chocolates, Regional Development Australia and the Partnership Broker 

Program. 


REGIONAL BUSINESS SUSTAINABILITY COMPETITIVE BUSINESS PROGRAM 

Regional Development Australia Limestone Coast is pleased to present a series of workshops as part of the State Government’s 

Small Business Strategy. The program is aimed to improve small to medium businesses in the Limestone Coast region to beer 

understand how digital technologies can increase their efficiency and improve their compeveness. 

The following workshops have been planned throughout the Limestone Coast region 

FACEBOOK & TWITTER FOR BUSINESS (June 2013) 

Held in Bordertown, Naracoorte, Penola, Beachport, 

Mount Gambier, Millicent 

Educang Business owners on using Facebook and 

Twier to promote their products, services and build 

their brand 

1. What is Facebook? 

2. What is Twier? 

3. Why a business should be on Facebook 

4. How to set up a business page on Facebook 

5. How to use it to promote a business 

ONLINE SALES (August 2013) 

Held in Keith, Naracoorte, Kingston, Beachport, Mount 

Gambier, Penola 

How to design, setup and manage your business 

through an online store 

1. Designing an online store 

2. How to add products to your store, accept orders, 

manage website content and inventory. 

3. Seng up PayPal 

4. Seng up and managing an online shopping cart 

WEB PRESENCE (September 2013) 

Held in Bordertown, Naracoorte, Robe, Port Macdonnell, 

Mount Gambier, Millicent 

What are the keys to a successful web presence ? 

1. Why is it important to create a web presence? 

2. Important website assets you must have 

3. Why a strong Brand maers 

4. Why usability of your website maers 

5. Why search engine opmizaon maers 

6. Increasing backlinks and organic traffic 

ON LINE SURVEYS (October 2013) 

Held in Kingston, Keith, Mount Gambier, Penola 

How to conduct your own research using online survey 

tools 

1. Benefits of using online surveys as a way of 

researching your target market 

2. Online survey soware 

3. Step by step process on how to set up an online 

survey 

SUCCESS STORIES (Business Breakfast) (November 

2013) 

A panel discussion from business owners who 

successfully made the transion from shop front to 

online sales 

Key members of the Limestone Coast community will 

discuss how they transioned their business to meet the 

growing demand of online sales 

For more informaon about any of these sessions or to 

register your interest to aend please contact Dani 

McKinnon or Michaela Bell at RDALC. 


Need Career Advice? Wanng a Career Change? Currently looking for work? 

Contact the CDC for a FREE appointment with one of their Career Development Praconers today!! 


APPOINTMENT OF CHAIR 

Dr Ruth Schubert was an inaugural member of the 

Regional Development Australia Limestone Coast 

board since it was established in January of 2010. 

She has worked in the educaon and training 

industry since first graduang in 1980 and currently 

holds the posion of Director, Business 

Transformaon at TAFE SA Regional. We are very 

pleased to announce that just recently Ruth has 

been appointed as Chair of our Board aer taking 

on the Acng Chair posion when Mark Braes 

resigned in September 2012. 

APPOINTMENT OF DEPUTY CHAIR 

Aer a long history with the Limestone Coast Regional Development Board, 

Gwenda Lawlor was appointed to the Regional Development Australia Limestone 

Coast Board when it started in January of 2010 making her an inaugural member 

of our Board. Gwenda is a well known community representave and has a vast 

knowledge about the way our board is structured. She has a background in Local 

Government and is currently a Councillor with Wale Range Council. 

As of March 2013, Gwenda has been appointed to Deputy Chair of our board and 

we would like to welcome her to her new role. 

NEW BOARD MEMBER PROFILE...LEW PARSONS 

Mr Lew Parsons has recently been appointed as a community member to fill a 

casual vacancy within the Board membership. 

Mr Parsons has vast experience within the forestry industry, being currently self 

employed as a forestry consultant for local logging contractors, wood producers 

and forest owners and prior to this undertaking the role of Markeng Manager 

and Sales Manager for ForestrySA. 

He has been a member of several Boards including the Instute of Foresters 

Australia, the Logging Invesgaon and Training Associaon and the South East 

Area Consultave Commiee. 

On a personal front Mr Parsons has been involved with the Mount Gambier 

Pioneers Basketball Associaon for the last 15 years. 

Minister for Climate Change, Industry and Innovaon, Greg 

Combet, launches Clean Energy Map of Australia. 

The Clean Energy Map shows more than 1,200 naonwide projects 

funded as part of the Clean Energy Future package. 

The Government is supporng many local projects – click the icon 

to see the Map and browse the projects in your area or visit 

hp://www.cleanenergymap.gov.au/. 


Licence Training 

SKILLS FOR ALL IN REGIONS 

Licence Training is an iniave of Skills for All in Regions with funds available to assist eligible candidates gain a 

range of licences and ckets, in the hope of aiding them to secure employment. Licences which the funds may 

assist with include, but are not limited to; Transport Licences (Car), Heavy Transport Licences (Truck etc) and other 

small competencies (Responsible Service of Alcohol, Forkli, First Aid etc). To find out more please contact: 

Gramac Soluons 

(08) 8724 8577 

NEW BOARD MEMBER PROFILE...KAREN GLOVER 

The Board is glad to announce that community member, Ms Karen Glover has 

been newly appointed to fill a casual vacancy within our Board membership. 

Ms Glover is currently the Chief Execuve Officer of Pangula Mannamurna Inc, 

the Aboriginal Community Controlled Health Service based in Mount Gambier 

and brings to the Board a wealth of knowledge in respect to the Aboriginal 

and Torres Strait Islander communies across the region. 

During the period 2005 to 2010 Ms Glover undertook the role of Director of 

Aboriginal Health at the Women’s and Children’s Health network. Ms Glover 

has strong es with the community having partnered with a host of regional 

community organisaons across the region. 

Skills for All in Regions is part of the State Government’s Skills for All iniave; helping people to get into training 

and jobs in their local area. The iniave provides skills development and job opportunies in areas of regional and 

local industry demand. The program links people with skills and jobs, while giving industry and employers access to 

a skilled workforce. Skills for All in Regions delivers flexible and responsive locality‐based projects and career 

development services which meet the needs of individuals, communies, regions and industry. 

MID TO UPPER SOUTH EAST BUSINESS ADVISOR 

Steve Chapple, the new Business Advisor for the Mid 

to Upper Limestone Coast region has been working 

closely with Councils and Business Associaons in the 

region since commencing in his role in February 2013. 

A survey has been developed for small businesses 

which allows the Board and staff to obtain a beer 

idea of individual businesses capabilies, 

opportunies and training needs. A range of speakers 

will be vising the region to talk to business owners 

about subjects close to their needs. If you would like 

a copy of the quesonnaire please email Steve 

Chapple at ba@rdalimestonecoast.org.au. 

In conjuncon with the Bordertown Business 

Associaon the Board was able to idenfy a need to 

bring the Senior Invesgator with WorkSafe SA to the 

town for an evening informaon session that was 

aended by 32 people from business and industry. A 

very posive speaker who outlined many of the 

changes in the WHS Legislaon. 


A WORD FROM THE CEO … continued 

Connued from front page... 

The Limestone Coast Economic Diversificaon Reference Group has developed a number of proposals based on the findings 

of the forum which they recently presented to the Senior Officer Groups for Growing Advanced Manufacturing, and 

Premium Food and Wine from our Clean Environment. Following the presentaon to the Senior Officers Groups, the Reference 

Group has been invited to present to the Cabinet Taskforce for each of these priority iniaves. The Cabinet Task 

Forces include senior Ministers and The Premier as Chair. 

Under the Premium Food and Wine from our Clean Environment priority the reference group’s proposals include inia‐ 

ves relang to:‐ 

 

 

 

Beef /Sheep Meat Industry 

Horculture 

Wine 

Under the Growing Advanced Manufacturing priority the proposals include iniaves relang to 

 

 

Cellulose Fibre 

Renewable and Alternave Energy 

Iniaves common to both priories include 

 

 

The creaon of a Limestone Coast Innovaon Hub 

Mobilising regional leaders 

I plan to provide an update on progress with these proposals in our next newsleer. 

Mike Ryan 

DEEWR - REGIONAL EDUCATION SKILLS AND JOBS INITIATIVE 

Regional Development Australia Limestone Coast has hosted the Department of Educaon Employment and 

Workplace Relaons (DEEWR) Regional Educaon Skills and Jobs iniave since early 2012. 

Linda Polomka manages this project in the region and will be known by many for her work in migraon and 

workforce development with RDALC and also in the educaon and training sector. In her role, Linda works with a 

broad range of local community stakeholders to increase parcipaon and strengthen outcomes relang to early 

childhood educaon workforce, Year 12 aainment, parcipaon in terary educaon and labour market 

parcipaon. The Limestone Coast Regional Educaon Skills and Jobs Plan helps to drive the iniave through local 

strategies. You can find a copy of the plan at hp://deewr.gov.au/regional‐educaon‐skills‐and‐jobs‐plans#southaustralia 

. The Regional Educaon Skills and Jobs Plan for the Limestone Coast is closely aligned to RDA Limestone 

Coast’s Regional Roadmap 2012‐2015. 

As part of her role, Linda 

 

 

 

looks for opportunies to solve local challenges in educaon, skills and jobs development through beer 

connecons between stakeholders and/or programs. 

ensures regional communies are aware of opportunies available through DEEWR programs and how to 

access them; 

works with government agencies and other stakeholders to ensure the Limestone Coast can gain maximum 

benefit from DEEWR services and spending in the region. 

If you require more informaon on any of the above, please contact Linda at the Old Town Hall, Mount Gambier: 


Mobile: 0419 407 778 

Email: Linda.Polomka@deewr.gov.au 


PARTNERSHIP BROKER PROGRAM 

Partnership Brokers build partnerships between schools and training organisaons, businesses and industry, 

community organisaons and parents and families that support young people to reach their poten‐ 

al. This program is being implemented under the Naonal Partnership on Youth Aainment and Transi‐ 

ons and is facilitated by 107 organisaons Australia wide. 

PROJECT OFFICER APPOINTMENT 

Jan Newport recently joined Regional Development Australia Limestone Coast as Project Officer ‐ Partnership 

Broker Program. 

Jan has had a varied career in and around the forest industry and educaon, 

including several years in Canada. She has qualificaons in forestry and business, 

and in 2012 completed a Graduate Diploma of Educaon (Applied Learning) 

through Deakin University, which included studies of the Limestone Coast 

Partnership Broker program. 

In the coming months she will be working with Helen Strickland on a range of 

projects and iniaves including mentoring, parental engagement, transion 

from primary to secondary school, and industry partnerships. 

For more informaon, contact Jan on: 


Email: jnewport@rdalimestonecoast.org.au 

Announcements regarding projects which were successful in gaining funding under recent rounds of the Regional 

Development Australia Fund (RDAF) have provided some good news for our region. 

Under RDAF round 3, the District Council of Taara was successful in gaining $165,000 for the Mundulla Bowling 

Club Greens Upgrade project which will replace the Mundulla Bowling Club’s exisng grass green with a new 

synthec carpet bowling green, renew the plinths to build a new base, and install a new drainage system. 

Under RDAF Round 4, the District Council of Grant was successful in gaining over $726,000 for the Port 

MacDonnell Marine Infrastructure Project which will improve the commercial and recreaonal capacity of Port 

MacDonnell. This project will construct a 90 metre concrete wharf as an extension to the exisng facility at Port 

MacDonnell. An exisng boat ramp will also be widened and upgraded to provide four lanes capable of handling 

heavy tonnage vessels, and two floang concrete pontoons will be incorporated to improve user safety. The works 

are stages two and three of a larger project which began in 2006 with the dredging of an all‐de channel from the 

harbour entrance to the boat ramp.t 

RDAF ANNOUNCEMENTS 

RDAF Round 5 was announced recently. This round of funding is based on an allocave model which will see all 

Councils in our region able to receive funding for worthwhile infrastructure projects that they have ready to be 

undertaken. 

Find us on Facebook! 

www.facebook.com/RDALimestoneCoast 


www.rdalimestonecoast.org.au 

WATCH THIS SPACE 

RDSA Infrastructure Summit will be held in the Barossa on the 23rd 

and 24th of July. For more informaon contact Emily White: 

ewhite@yorkeandmidnorth.com.au 

A number of RDALC Board Members terms expire in November 

2013. This means that the Commonwealth is currently undertaking 

a Naonal call for Expressions of Interest for anyone wanng to 

join our Board. If you are interested in becoming an RDALC Board 

Member the closing date for expressions of interest is 5th July. If 

you would like informaon on how to apply please contact 

Regional Development Australia on 1800 505 938 or 

email rdaeoi@regional.gov.au 

Please note that members whose terms are expiring are eligible to 

reapply for their posion. 

COMPANY DIRECTORS COURSE 

The Australian Instute of Company Directors are pleased to bring the 

Company Directors Course to Mt Gambier in October 2013. Whether 

you’re looking to establish your career as a director, enhance your 

exisng director status or expand your knowledge of corporate 

governance, the Company Directors Course is the course for you. 

The course consists of the following 10 modules: 

1. The Role of the Board and Pracce of Directorship 

2. Decision Making 

3. The Director’s Dues and Responsibilies 

4. The Board’s Legal Environment 

5. Risk: Issues for Boards 

6. Strategy: The Board’s Role 

7. Financial Literacy for Directors 

8. Driving Financial Performance 

9. Achieving Board Effecveness 

10. Learning into Pracce 

Regional Paral Scholarships are available for eligible parcipants. Please 

contact 08 8236 2800 or sa‐nt@companydirectors.com to find out more, 

or visit www.companydirectors..com.au 

Five Day program 

Date: 14 – 18 October 2013 

Time: 8.45am to 4.00pm each day 

Venue: The Barn, Mt Gambier 

BOARD MEMBERSHIP 

Dr Ruth Schubert - Chair 

Ms Gwenda Lawlor - Deputy Chair 

Mr Rob Foggo 


Ms Nadine DiGiorgio 


Cr Harvey Nolan 

Ms Ann Aldersey 

Mr Darren O’Halloran 

Mr Alan Richardson 

Mr Lew Parsons 

Ms Karen Glover 

Observers: 

Representatives of both the State and 

Commonwealth Government are invited 

to attend all meetings of the Board. 

CONTACT DETAILS 

HEAD OFFICE: 

“Old Town Hall”, Commercial Street 

East 

PO Box 1445 

Mount Gambier, South Australia 5290 

Phone: (08) 8723 1057 

Fax: (08) 8723 1286 

Email: info@rdalimestonecoast.org.au 

Web: www.rdalimestonecoast.org.au 

BRANCH OFFICE: 

90 Ormerod Street 

PO Box 155 

Naracoorte, South Australia 5271 

Phone: (08) 8762 3522 

Fax: (08) 8762 1768

Council Agenda Attachments 23 July 2013 - Naracoorte Lucindale ...

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