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Berri Barmera Council
Annual Report
2006 – 2007
CONTENTS
MAYOR’S REPORT:
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1
TRIBUTE TO MAYOR MARGARET EVANS:
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2 - 3
CHIEF EXECUTIVE OFFICER’S REPORT:
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4 - 5
EXECUTIVE SERVICES:
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6 - 56
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Governance
Compliance
Financial Management
Economic Development
Occupational Health, Safety and Welfare / Risk Management
CORPORATE AND COMMUNITY:
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57 - 88
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89 - 97
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98 - 104
FINANCIAL STATEMENTS FOR THE YEAR 2006 – 2007:
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105 - 145
REGIONAL SUBSIDIARY REPORTS: …
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146 - 192
Corporate Services
Community Services
Projects
Capital
ENVIRONMENTAL SERVICES:
Operations
General
Projects
Operational
Capital
INFRASTRUCTURE SERVICES:
Operations
General
Projects
Operational
Capital
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Murray and Mallee Local Government Association
Provincial Cities Association
MAYOR’S REPORT
It is with great pleasure that I present my first Mayoral Annual Report of the Berri Barmera Council for 2006/07,
albeit only a part of due to Council Elections taking place in November.
After an outstanding thirty-one years in Local Government, twenty seven of those as Mayor, Margaret Evans
OAM decided it was her time to retire and did not seek re-election. On behalf of Council, Margaret, we wish you
a happy retirement and thank-you from the community that you served for so long.
I would also like to acknowledge and thank Councillors Sondra McGinlay and Baldev Dhaliwal who did not seek
re-election and also to Councillors Josie Nelsson and Kevin Dunstone who were unsuccessful; for the
contributions made by them to the community during their terms of office.
My congratulations go to Councillors Rhonda Centofanti, Barry Fletcher, Bill Kanakaris, Les Hill and Bruce
Casey on being re-elected for another term; and to also welcome new Councillors Geoff Higgs, Vicki Beech,
Bruce Richardson, Trevor Chapple and Jim Rolfe to Local Government. It’s gratifying to see our Elected
Members coming from a diverse range of industries and businesses.
There is no doubt that the year has been one of the most difficult times that I have seen for our communities in
many years. I can assure you that it will be one that I will always remember. Who would have believed that just
twelve months ago we would have been in the situation we are now in? Unfortunately we are; and it’s at these
times when we all need to work together, reach out to one another and stay positive.
On a brighter note however our Council has remained positive and will continue in our endeavour of “Building a
Better Community”.
During the year we have seen one of the biggest projects ever undertaken by Council with the realization and
signing of an agreement between the Berri Barmera Council, United Utilities Australia and the BRL Hardy Wine
Company in a Waste Water Re-Use venture. This project will not only see a saving of some several hundred
megalitres of water not taken from the River Murray, but will also see a guaranteed supply of waste water being
used on both the Barmera and Berri Golf Courses, the Riverland Field Days Site and Council’s parks and
gardens.
Other notable projects and events to take place over the year included the sale of land as part of the third stage
of the Anderson Street Housing Development in Barmera, the Amalgamation of the Berriview Lawn Tennis and
Berri Netball Clubs, the Barmera Stormwater Drainage Upgrade, Opening of the Barmera Skate & BMX Park,
the Bruno Bay Boat-Ramp and Landing Development in Cobdogla and the 50th Anniversary Commemoration of
the 1956 Flood.
Although I have only touched on a small amount of Council achievements and activities this past year, I would
sincerely recommend and endorse that the Annual Report be read in its entirety.
In conclusion, I would like to pass on my sincere appreciation to my fellow Elected Members, CEO Stephen
Rufus, Executive Officers, Staff and all Volunteers for their continued dedication they have shown in serving the
Berri Barmera Council area during 2006/07.
PETER R. HUNT
MAYOR
Page … 1
TRIBUTE TO MAYOR MARGARET EVANS, OAM
SERVING HER COMMUNITY FROM 1975 - 2006
The November 2006 Council Elections saw the end of an era
for former Mayor Margaret Evans OAM. Margaret’s first
introduction to Council was as an Elected Member of the
District Council of Berri in 1975, followed by her election as
Mayor of the district in 1979.
From that time forward Margaret served her community in an
exemplary manner that has earned her the reputation of being
one of Local Government’s most admired and respected
personalities.
Celebrations in her honour were held with an “open house”
event drawing people from the local community as well as
dignitaries from throughout Australia travelling to Berri to
honour her service to Local Government.
A final formal Dinner hosted by the Council, included the
presence of The Governor of South Australia, Her Excellency
Marjorie Jackson-Nelsson AC CVO MBE as well as Federal and State Politicians and personnel representing
the SA Local Government fraternity. Messages of congratulations acknowledging her achievements were
received from the Prime Minister, the Australian Local Government Association, the Australian Women’s Local
Government Association and numerous other Departments. At the time of her retirement, Margaret was the
longest serving lady Mayor in Australia.
In acknowledging her outstanding achievements, the Berri Barmera Council named the Council Chamber the
“Margaret Evans Chamber”. A leather bound book was presented to Margaret that depicted Margaret’s life in
Local Government.
The Foreword contained in the book written by the Chief
Executive Officer of the Berri Barmera Council, Mr Stephen Rufus
is typical of the admiration of her peers, and is quoted below:
Margaret McLean Evans, OAM is an inspiration to any person
wishing or just thinking of pursuing the role of Councillor and/or
Mayor of their respective local Council.
From a humble background to serve the Berri and Barmera
communities over a period of 27 years as Mayor and 31 years in
total as an Elected Member is simply an outstanding
achievement.
To the local community she is simply "Margaret", who is the
popular Mayor of the Council, but to the Local Government
community Margaret is seen and held in high esteem as a figure
that symbolises commitment, passion and leadership. Recently
Margaret was described as "the Queen Mother of Local
Government" by one of her peers, a statement that without
question demonstrates her contribution and summarises the
respect of the industry and the Local Government family
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Though after 31 years Margaret has chosen to call it a day, Margaret
will be long remembered and respected by all people who had the
pleasure of meeting and working with her.
The longest serving lady Mayor in the history of Local Government in
Australia is in itself an honour and a mark of the popularity and social
standing Margaret holds in the Community.
To conclude, I speak for those before me by saying it has been a
pleasure to work with someone so passionate about her Community
and Region, and who has the gift and ability to articulate that passion
so gracefully.
Margaret Evans, serving Local Government from 1975 to 2006 - that
says it all.
What an effort. What an achievement. What a lady!
In her last term as Mayor, Margaret represented Council on the following Committees:
COMMITTEE MEMBERSHIP: (2005 - 2006)
Cemetery Advisory Committee (Ex officio)
Riverfront Redevelopment Advisory Committee (Ex officio)
District Bushfire Prevention Committee (Ex officio)
Riverland Community Transport Scheme (Ex officio)
COMMITTEES ESTABLISHED PURSUANT
TO SECTION 41:
Ex Officio:
Lake Bonney Redevelopment Advisory Committee
Berri Barmera Waste Water Re-Use Project Com.
Corporate Service Committee
Community Service Committee
Works & Technical Services Committee
Governance Committee
Environment and Inspectorial Service Committee
Economic Development Committee
Planning Policy Committee
REPRESENTATIVE AND DELEGATE ON EXTERNAL
COMMITTEES: (2005 - 2006)
Local Government Association
Riverland Development Corporation
Murray and Mallee Local Government Association
Tri-State Local Government Association
Provincial Cities Association
Riverland Local Government Forum
Development Assessment Panel
Page … 3
CHIEF EXECUTIVE OFFICER’S REPORT
The Annual Report for the 2006 / 2007 year is provided not just to satisfy legislative requirements but more as
an information document. The Annual Report provides the community and other stakeholders with information
on the activities of the council over the year and in particular how these projects will impact on the community in
the future and drive towards Council’s vision of “building a better community”.
With significant changes occurring within the Local Government industry, both from a legislative perspective and
self-management, which is mainly being driven by the Financial Sustainability Enquiry into Local Government in
South Australia, Councils are beginning to review their practices and are becoming more business-like in their
approach. The Berri Barmera Council, with the adoption if its new Strategic Plan, is forging a new direction in
managing its activities, providing services to the community and the control of community assets. This direction
is based on more of a business-like approach, but balancing this approach to ensure that the community is still
provided with the basic services and facilities to meet its’ need and create that community atmosphere. The
concern I have is that as Councils proceed down the path of financial sustainability, that the balance of Council’s
decisions will be weighted more in favour of economic rationalism instead of the basic principles of providing
services and facilities to the community. It must be remembered that Council does have a responsibility to
manage its environment and with the strategic approach being adopted by Council, there was a considerable
commitment to ensuring that all projects are balanced between economic, social and environmental
considerations.
The 2006 / 2007 year has seen a number of wonderful community partnerships being formed by Council for the
upgrade of facilities being both sporting and general recreational facilities, along with the provision of key
infrastructure and services that go beyond the normal activities of Council. One project that has been a
pleasure to be involved with is the provision of a vehicle for the transportation of patients, primarily needing
transport to Adelaide for cancer treatment. The provision of the “Cancer Bus” operating under the Riverland
Community Transport Scheme in co-operation with the Cancer Council of SA is a service that unfortunately is
needed. The service is proving to be a valuable asset to the community and one that is receiving considerable
financial support by community organisations through fund-raising, sponsorship from key businesses and
support from both the Loxton Waikerie and Renmark Paringa Councils.
With legislative compliance still being a major issue and one that needs to be considered in balance by Council,
the restructure of the organisation and continued reviews of resources availability, is being undertaken to ensure
Council continues to meet its basic legislative compliance requirements. It is proving to be a continued burden,
particularly on smaller Councils, who have limited resources but are required to meet the same legislative
compliance as the larger Councils within metropolitan Adelaide. The restructure of Council’s Organisation will
see the ability to meet the basic legislative requirements while ensuring the community is provided with key
infrastructure and services to meet its’ needs and again, achieve Council’s Strategic Vision and Corporate
Objectives. The balance of legislative compliance and the provision of services and infrastructure will mean that
Council in the future, will need to make hard decisions while preparing long-term Financial and Asset
Management Plans. These decisions need to be made in balance to ensure long-term sustainability not just
financially, but socially and environmentally.
The partnership arrangements in which Council is participating and negotiating with both large corporate entities
such as United Utilities for the provision of the Waste Water Re-Use Scheme, and smaller organisations that
have seen the upgrade of community facilities, is proving to be a sustainable and alternative approach for
Council to meet its long-term vision and objectives. These partnership arrangements are seeing the provision of
infrastructure and facilities that would normally have been beyond the capacity of Council in its individual state
and also smaller community organisations. The partnership arrangement that Council has negotiated with
United Utilities is proving to be a blue-print to be utilised by other Councils within the State wanting to achieve
the same results with re-use of waste water. The Project in itself is also providing significant spin-offs in
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economic development and sustainability for existing industrial operations such as the Hardy’s Winery at
Glossop. These spin-offs will see Council participate and negotiate future partnership arrangements again for
substantial economic development and growth primarily within the industrial area as the project itself provides
key infrastructure to support the disposal and re-use of waste water. It is considered to be ground breaking to
participate in such arrangements within local government, and it is a project that both Council and the
Community need to embrace and promote within the wider community as a showcase for upgrading of key
infrastructure.
With the Council Elections held in late 2006, I must pay tribute to those Councillors (Cr Josie Nelsson, Cr
Sondra McGinlay, Cr Baldev Dhaliwal and Cr Kevin Dunstone) who both retired and who were defeated during
the election process. The service that Elected Members provide to the Community is invaluable in providing
leadership and decision making that inevitably have a future impact. It is at times a thankless job and one that
is taken on passionately by those who wish to hold such public office, and the efforts of those past Councillors I
wish to acknowledge and thank.
In particular, I wish to pay tribute to the past Mayor of the Berri Barmera Council, Mayor Margaret Evans. Her
service to Local Government over 31 years with 27 years as Mayor is nothing short of extraordinary and one
that has seen considerable change and achievements over that time. Margaret was a person who represented
the Community and its’ people and could articulate a message to whoever it might be, from the Prime Minister
or Premier of South Australia right down to the people in the street. Her ability to represent the Community and
be passionate about, not just the Council but the Riverland Region, has provided proven results during her time
as Mayor. The tribute that was provided and the number of people who attended the various functions to
honour Margaret’s service to both the Community and Local Government, was a humbling experience for both
Council and Margaret herself. The legacy that Margaret has left both Local Government and the Council will be
remembered for a long time in the future.
Looking towards the future, the existing Council will be reviewing and developing long-term Financial and Asset
Management Plans and ensuring services provided to the Community are sustainable, efficient and effective in
meeting the community needs. The Berri Barmera Council, though placed in a region that is beginning to
experience an economic downturn because of the drought situation, is investing considerable time and effort
into planning for the future. The planning will ensure the community is provided with long-term leadership,
facilities and services that continue to meet the community needs and will ensure that the Riverland community
as a whole continued to enjoy a quality of life equal to, or if not better, than our metropolitan cousins. The vision
of the Council in building a better community is a vision that the Council is promoting and one that is beginning
to be embraced particularly by Community Organisations, as partnerships are being explored and entered into
to ensure that everyone works together for the betterment of our community and the region’s sustainability.
In closing, I wish to thank the staff of the Council during the year particularly in the processes of organisational
restructures and changes to how the organisation operates, as at times these processes can be and are, very
disruptive. To the Senior Managers and in particular the Executive Assistant, Elaine Braunack, I wish to thank
for their assistance in implementing Council’s decisions and formulating Council’s Strategic direction. The
operations of any organisation of which Council is no exception, is based on its effectiveness for the Senior
Executive Team to move forward and provide sound advice so that the Council can make informed decisions in
driving its strategic direction and vision.
STEPHEN RUFUS
CHIEF EXECUTIVE OFFICER
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EXECUTIVE SERVICES
Back: L-R:
Front: L-R:
Cr B. Richardson, Cr T Chapple, Cr. G Higgs, Cr L. Hill, Cr. J. Rolfe, Cr B. Fletcher, Cr. B
Casey
Cr V Kanakaris, Cr R. Centofanti (Deputy Mayor) , Mayor P. Hunt, Cr V. Beech and
Mr S. Rufus, Chief Executive Officer
GOVERNANCE:
Council Profile
General Information
Corporate Structure
Organisational Structure
Regional Involvement - MMLGA / Provincial Cities
Senior Executive Officers – Register of Salaries
Human Resource Management – OHS / Equal Employment Opportunity
Decision Making Structure of Council
Council / Committee Meetings
Strategic Plan Integration with Annual Business Plans
Annual Business Plan Implementation
Strategic Plan Review
Community Consultation
Page … 6
COMPLIANCE:
Registers, Codes, Policies and Procedures
Members Allowances
Elector Representation Review
Competitive Tendering / Cost Effective Delivery of Service
Delegations of Power
Grievance Procedures
Council and Committee Meetings / Matters Considered in Confidence
Freedom of Information Statement
National Competition Policy
ECONOMIC DEVELOPMENT:
Barmera / Anderson Street Subdivision
Lake Bonney Youth Camp Land
FINANCIAL MANAGEMENT:
Financial Statements for the year 2006 / 2007
Page … 7
GOVERNANCE:
The Executive Services Department is headed by the Chief Executive Officer.
The Executive Services Department is responsible for the following functions of
Council:
Elected Members
Strategic Plan
Political Relations
Public Relations
Policies and Procedures
Accountability
Legislative Compliance
Council / Committee Meetings
By Law Administration
Human Resource Management
Chief Executive Officer
Mr Stephen Rufus
To effectively implement the management and operations of the Department the following Staffing Structure
applies:
CHIEF EXECUTIVE OFFICER
Chief Finance Officer
Executive Assistant
Human Resource / Risk Manager
Manager Special Projects
Deputy Chief Executive Officer
Page … 8
COUNCIL PROFILE:
COUNCIL MEMBERS – NOVEMBER 2006 - 2010
Standing Committees of Council:
Executive Services Committee
Corporate and Community Services Committee
Infrastructure Services Committee
Environmental Services Committee
Specific Purposes Committees of Council:
Berri Riverfront Redevelopment Advisory Committee
Lake Bonney Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Mayor Peter Hunt
PO Box 367
BERRI SA 5343
Phone: 8582 2212
Other:
Berri Barmera Development Assessment Panel (Chair)
Murray Mallee Local Government Association
TriState Local Government Association
Provincial Cities Association
LGA of SA
Riverland Development Corporation
Riverland Local Government Forum
Standing Committees of Council:
Presiding Member - Executive Services Committee
Corporate and Community Services Committee
Environmental Services Committee
Specific Purposes Committees of Council:
Berri Riverfront Redevelopment Advisory Committee
Cemetery Advisory Committee
Cr Rhonda Centofanti
(Deputy Mayor)
PO Box 182
WINKIE SA 5343
Phone: 8583 7216
Other:
Murray Mallee Local Government Association
TriState Local Government Association
Provincial Cities Association
LGA of SA
Berri Barmera Development Assessment Panel
Upper Murray Garden Of Memory (Cemetery) Committee
Riverland Local Government Forum
Page … 9
Standing Committees of Council:
Presiding Member - Corporate and Community Services Committee
Executive Services Committee
Specific Purposes Committees of Council:
Lake Bonney Redevelopment Advisory Committee
Cemetery Advisory Committee
Cr. Bill Kanakaris
74 Nookamka Terrace
BARMERA SA 5345
Phone: 8588 1558
Other:
Berri Barmera Development Assessment Panel
Standing Committees of Council:
Infrastructure Services Committee
Specific Purposes Committees of Council:
Cr Bruce Casey
Other:
Riverland Youth Theatre
Berri Barmera Development Assessment Panel
PO Box 3
BERRI SA 5343
Phone: 8582 1543
Standing Committees of Council:
Corporate and Community Services Committee
Executive Services Committee
Specific Purposes Committees of Council:
Audit Committee
Cr Bruce Richardson
Box 509
BERRI SA 5343
Phone: 8583 2187
Other:
Regional Steering Committee - Riverland Recreation & Sports Project 2007-2010
Partnership Proposal
Page … 10
Standing Committees of Council:
Presiding Member - Infrastructure Services Committee
Specific Purposes Committees of Council:
Lake Bonney Redevelopment Advisory Committee
Cemetery Advisory Committee
Cr Barry Fletcher
PO Box 546
BARMERA SA 5345
Phone: 8588 2861
Other:
Barmera District War Memorial Community Centre
Riverland Community Road Safety Group Inc.
Standing Committees of Council:
Infrastructure Services Committee
Specific Purposes Committees of Council:
Waste Water Re-Use Project Committee
Cr Geoff Higgs
Other:
Lone Gum & Monash Community Association inc.
PO Box 31
BERRI SA 5343
Phone: 8582 2608
Standing Committees of Council:
Infrastructure Services Committee
Environmental Services Committee
Specific Purposes Committees of Council:
Lake Bonney Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Cr Jim Rolfe
PO Box 170
BARMERA SA 5345
Phone: 8588 1204
Other:
Cobdogla Soldiers Memorial Hall Committee
Page … 11
Standing Committees of Council:
Presiding Member - Environmental Services Committee
Specific Purposes Committees of Council:
Berri Riverfront Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Audit Committee
Cr Les Hill
Unit 26 Cottage Homes
McGilton Road
BERRI SA 5343
Phone: 8582 1531
Other:
MMLGA Regional Community Water Management Scheme (CWMS)
Murray Darling Association
Standing Committees of Council:
Executive Services Committee
Specific Purposes Committees of Council:
Berri Traders Association
Murray Darling Association
Cr Trevor Chapple
PO Box 567
BERRI SA 5343
Phone: 8583 2057
Standing Committees of Council:
Corporate and Community Services Committee
Environmental Services Committee
Specific Purposes Committees of Council:
Berri Riverfront Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Cr Vicki Beech
Other:
Berri Barmera Development Assessment Panel
11 Rosenthal Drive
BERRI SA 5343
Phone: 8582 1293
Page … 12
FORMER ELECTED MEMBERS (PRIOR TO 2006 ELECTIONS)
Prior to the November 2006 Elections, Crs Josephine Nelsson, Sondra Noonan, Baldev Dhaliwal and Kevin
Dustone had all completed various terms of office as Councillors of the Berri Barmera district.
Their Term of Office and Committee Membership from July to November 2006 is listed below:
COMMITTEE MEMBERSHIP: (2005 - 2006)
Riverfront Redevelopment Advisory Committee
Riverland Food & Wine Festival Committee
COMMITTEES ESTABLISHED PURSUANT TO
SECTION 41:
Lake Bonney Redevelopment Advisory Committee
Corporate Services Committee
Governance Committee
Economic Development Committee
REPRESENTATIVE AND DELEGATE ON
EXTERNAL COMMITTEES: (2005 - 2006)
CR JOSEPHINE NELSSON
May 1993 – November 2006
Local Government Association
Riverland Development Corporation (Proxy)
Riverland Animal & Plant Control Board
Berri War Memorial Community Centre
Murray and Mallee Local Government Association
Tri-State Local Government Association
Monash and Lone Gum Community Association
Riverland Local Government Forum
Berri and District Traders Association
COMMITTEE MEMBERSHIP: (2005 - 2006)
Riverfront Redevelopment Advisory Committee
Riverland Food & Wine Festival Committee
COMMITTEES ESTABLISHED PURSUANT TO
SECTION 41:
Community Services Committee
Economic Development Committee
CR SONDRA McGINLAY
May 1997 – November 2006
REPRESENTATIVE AND DELEGATE ON
EXTERNAL COMMITTEES: (2005 - 2006)
Glossop High School
Page … 13
COMMITTEE MEMBERSHIP: (2005 - 2006)
Cemetery Advisory Committee
Riverland Community Transport Scheme
COMMITTEES ESTABLISHED PURSUANT TO
SECTION 41:
CR BALDEV DHALIWAL
Community Services Committee
Works & Technical Services Committee
Environment & Inspectorial Services Committee
Planning Policy Committee
May 2003 – November 2006
REPRESENTATIVE AND DELEGATE ON
EXTERNAL COMMITTEES: (2005 - 2006)
Murray Darling Association (Region 5)
Riverland Community Transport Advisory Committee
(June/August)
Development Assessment Panel
COMMITTEE MEMBERSHIP: (2005 - 2006)
COMMITTEES ESTABLISHED PURSUANT TO
SECTION 41:
CR KEVIN DUNSTONE
May 2003 – November 2006
Lake Bonney Redevelopment Advisory Committee
Works & Technical Services Committee
Environment & Inspectorial Services Committee
Berri Barmera Waste Water Re-Use Committee (Chairman)
REPRESENTATIVE AND DELEGATE ON
EXTERNAL COMMITTEES: (2005 - 2006)
Riverland Animal & Plant Control Board (Proxy)
Barmera War Memorial Community Centre
Page … 14
COUNCIL GENERAL INFORMATION:
COUNCIL AREA
The Berri Barmera Council area incorporates the Berri, Barmera, Cobdogla, Loveday, Monash, Glossop, Winkie
and Overland Corner districts. There are no Wards, with all ten elected members (and the Mayor) representing
the interests of the entire community and district.
Page … 15
CORPORATE STRUCTURE:
During the 2006 -2007 financial year Council implemented a new Corporate and Functional Structure to reflect
areas of responsibility within Council’s various Departments/Functions. The changes are reflected in the
following structure:
Page … 16
To compliment the Corporate and Functional Structure further, four main Committees have been appointed to
enhance decision making and accountability of the Department/Functional areas. The Committees are:
•
•
•
•
Executive Services
Corporate and Community Services
Infrastructure Services
Environmental Services
Additional information on the roles and functions of the Council is included in the “Decision Making Structure of
the Council” section of the report.
The Council also has a number of Standing and Specific Purpose Committees.
They include:
Standing Committees of Council:
-
Executive Services Committee
Corporate and Community Services Committee
Environmental Services Committee
Infrastructure Services Committee
Specific Purposes Committees:
-
Cemetery Advisory Committee
Audit Committee
Berri Riverfront Redevelopment Advisory Committee
Lake Bonney Redevelopment Advisory Committee
Waste Water Re Use Committee
-
Berri Barmera Council Building Fire Safety Committee
Berri Barmera Bushfire Prevention Committee
Riverland Community Transport Scheme
Berri Barmera Development Assessment Panel
Other:
Page … 17
ORGANISATIONAL STRUCTURE:
The following Organisational Structure was adopted by Council to integrate with Council’s Corporate Structure.
Page … 18
REGIONAL INVOLVEMENT:
Murray and Mallee Local Government Association
Council is a member of the Murray and Mallee Local Government Association which is a Regional Subsidiary
established pursuant to the Schedule 2, Schedule 28 of the Local Government Act, 1999. The membership of
the Association includes the following Councils:
•
•
•
•
•
•
•
•
Berri Barmera Council
Coorong District Council
District Council of Karoonda East Murray
District Council of Loxton Waikerie
Mid Murray Council
The Rural City of Murray Bridge
Renmark Paringa Council, and
Southern Mallee District Council
A requirement of Schedule 2 (Section 28) is that the Annual Report of the Regional Subsidiary should form part
of this Council's Annual Report.
The Annual Report of the Murray and Mallee Local Government Association is included in this report at pages
146 – 186.
Provincial Cities Association
The Berri Barmera Council is also a member of the Provincial Cities Association, with membership shared on a
one-third basis with the Loxton Waikerie and Renmark Paringa Councils to form the Riverland Membership.
The Association is constituted as a Regional Subsidiary pursuant to Sch. 2 Section 28 the Local Government
Act 1999.
The Membership of the Association includes:
•
•
•
•
•
•
•
•
City of Port Augusta
City of Mount Gambier
City of Port Lincoln
City of Whyalla
City of Victor Harbor
Port Pirie Regional Council
Rural City of Murray Bridge
The Riverland
The Annual Report and Financial Statement prepared by the Provincial Cities Association is included in this
report at Pages 187 – 192.
Riverland Local Government Association
The Berri Barmera Council, along with the Loxton Waikerie and Renmark Paringa Councils form the Riverland
Local Government Forum. Though the Forum is not constituted under the Local Government Act, the Forum
does provide an opportunity for the Riverland Councils to meet and discuss issues affecting the Region.
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SENIOR EXECUTIVE OFFICERS:
Register Of Salaries:
TITLE OF POSITION
CLASSIFICATION
Chief Executive Officer
ASU Award Senior
Officer Level 6 Inc. 2
NO. OF
EMP.
OTHER BENEFITS OR PACKAGES
PROVIDED ETC.
1
3/2 yr. package Agreement.
Novated Lease Allowance $20,000
Civic Allowance $4,000
Telephone allowance $3,500
No payment for overtime etc.
Annual salary increase 2.5% or CPI - whichever is
higher as per contract.
Manager Corporate &
Community Services
ASU Award Senior
Officer Level 3 Inc. 1
1
Manager
Infrastructure
Services
ASU Award Senior
Officer Level 2 Inc. 3
Includes E.B. 6
Continued
1
Full private use of motor vehicle
Telephone Rental
Manager
Environmental
Services
ASU Award Senior
Officer Level 2 Inc. 3
Includes E.B. 6
Continued
1
Novated Lease Allowance $17,000
All telephone rental & calls incl. Mobile (excl.
o/seas calls)
Municipal allowance $2,000 pa
5 yr Contract to 1/1/2010
Includes E.B. 6
Continued
Novated Lease Allowance $12,000
Civic Allowance $2,000
Telephone Allowance $3,000
No payment of overtime etc.
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HUMAN RESOURCE MANAGEMENT – OHS / EQUAL EMPLOYMENT OPPORTUNITY:
Human Resources, people management, within Council is continually evolving with a strong focus of shift from
Human Resource Management (HRM) to Strategic Human Resource Management (SHRM). SHRM places
more emphasis on the formulation of HR plans and strategies within the context of councils overall strategies
and objectives. HR Plans and strategies are currently being developed on a long-term basis, taking into account
likely changes in the society, industrial relations systems, economic conditions, legislation, technology and the
new directions of council. Key areas of focus in the HR Plan and Strategy are;
- recruiting and retaining skilled employees
- increasing customer satisfaction
- sustainability
- managing change and corporate culture
Staffing Profile For the period 1 July 2006 to 30 June 2007 council employed 89 staff. Council develops and
supports a flexible workforce and management structure committed to the continued improvement and success
of the Berri Barmera Council. With a variety of worksites with varying needs, a flexible workforce enables
Council to provide and deliver a high level of service to our community and visitors to our region.
Training
Council currently undertakes a training and skills improvement programme which is aimed to increase individual
expertise of employees with a view to improve excellence within the Council through the provision of defined
career paths for employees. Training needs analysis primarily occurs through a staff development review
process, through the evolution and expansion of positions, and as part of legislative compliance. Funds are
allocated to training in the annual budget and are managed by departments.
HR Initiatives
Employee Assistance Programme
Council engages within its management the need to focus on a holistic work life balance, assisting in creating
greater vitality and enthusiasm in the pursuit of both personal and working endeavours. Increasing life demands
have, for many created difficulties in remaining focused on work requirements, contributing to higher levels of
reported stress and workplace issues such as absenteeism. Council is currently investigating the introduction of
an Employee Assistance Programme (EAP). Available through the EAP will be a variety of services for
employees initially with the implementation of a provision for counselling.
Emotional Intelligence
Emotional Intelligence (EI) is a tool increasingly used to assist organizations with people management
strategies in recruiting and selection, performance assessment and professional development. Components of
EI are;
- Self awareness
- Social awareness
- Self management
- Relationship management
EI is an innovative concept that Council believes has a number of benefits and therefore have recommended
the use of an EI tool to further assist with the HR Plan and Strategy.
Employment Opportunities
Council is currently exploring the introduction of a Career Development Programme (CDP). The CDP would see
the introduction of positions allocated to a rotational appointment of trainees within the various departments in
Council. This is an opportunity for Council to further actively participate in the growth of the community by
providing training opportunities to begin or further enhance career paths within the region.
Page … 21
In an innovative approach in regards to the skills shortage faced by Council’s in South Australia with recruitment
and retention of skilled workers, Local Government Association (LGA) developed and launched the promotional
strategy ‘Shape Your World’ to create public awareness about careers in Local Government. Some roles within
Local Government that can ‘Shape Your World’ are;
- Environmental Services: Town Planning, Building Assessment, Food Safety, Waste Management
- Engineering and Technical Services: Infrastructure and Property Management, Parks and Gardens,
Roads and Traffic, Stores, Automotive and Metal Fabrication Trades
- Human Services: Library Services, Tourism, Youth Services, Recreation and Sport
- Corporate Services: Customer Service, Finance, Records Management, General Inspection
A career in Local Government is a chance to make a real difference to world you live in.
To view a full list of career opportunities within local government and to view current vacancies visit
www.shapeyourworld.com.au
Injury And Rehabiliation Management
The Local Government Association (LGA), which operates for and on behalf of Council is part of a registered
group of exempt employers to conduct and manage a Local Government Workers Compensation Self-Insurance
Scheme. The LGA established the Local Government Association Workers Compensation Scheme (LGAWCS)
to provide a scheme for self insurance and provides Council with competitive rates and delivers unique
programmes to assist Council, being the; Healthy Lifestyle Programme which provides a detailed health
assessment to participating staff members; and the access to the services of a Regional Risk Coordinator
RRC) to assist Council in the management and delivery of safety and risk to meet Performance Standards
Effective and efficient injury management is crucial to the rehabilitation of an injured employee. Council assists
the employee to return to work and achieve the best practicable level of physical and mental recovery through
our Injury and Rehabilitation Management (IRM) Procedure. Further to Councils IRM Procedures, the LGAWCS
provides Injury and Rehabilitation Management by;
- Pro Active Claims Management
- In House Rehabilitation
- Training and Education
- Professional advice and Business Planning in OHSW and IRM
Risk Management
Council endeavours through planning, implementation and completion stages to minimize risk of the potential
losses against employees, assets, liabilities and the community. Council’s civil liabilities are protected by the
Local Government Association Mutual Liability Scheme (LGAMLS), a self managed fund in agreement between
LGA and CPA. The LGAMLS conducts an annual review of all Local Governments into the areas of;
- Risk / Emergency Management / Professional Indemnity
Page … 22
Committee and Non Employment Management
- Contract Management
- Legislative Requirements – Land
- Asset Management Programs and Systems – Land
- Land Use (Lease / License / Permit Activities)
- Road Management Programs and Systems
Occupational Health, Safety And Welfare (OHSW)
Council aims to minimise the risk of injury and ill health to its employees by adopting a planned and systematic
approach to the management of OHSW and developing strategies for its successful implementation. Council will
achieve its OHSW aim by developing and implementing appropriate policies and procedures which document
standards and guide managers and employees in performing their responsibilities.
OHSW Management Plan
The objectives of the OHSW Management Plan is to ensure that the Performance Standards for Self Insurers
are met and for facilitating continuous improvement of the OHSW System. When appropriate, responsibilities,
key performance indicators and time frames have been included to assess against the targets as determined by
the OHSW Committee. The OHSW Management Plan and OHSW System addresses strategies on issues such
as;
- Training
- Safety culture
- Performance Measurement
- Equating safety to sustainability
OHSW Committee
The current structure of the OHSW Committee consists of three employers and four employees, with at least
one member representing each worksite. The OHSW Committee is governed by the constitution and rules as
developed and endorsed by the committee, and by various legislation. The prime objective of the OHSW
committee is to continually monitor and review the OHSW Management Plan and OHSW System by addressing
areas of non compliance, to either rectify the issue or improve performance.
Health and Safety Representatives
Two designated workgroups, being Infrastructure Services and Corporate Services have been identified and a
Health and Safety Representative (HSR) has been appointed for each workgroup by their relevant peers. The
HSR’s have been appointed in accordance with the provisions under the OHSW Act.
Page … 23
DECISION MAKING STRUCTURE OF COUNCIL:
The Council has adopted the following decision making structure to facilitate sound governance and to ensure
that decision making processes are carried out in the most efficient manner. The structure of Council and its
major committees are as follows which integrates with Council’s Corporate Structure.
COUNCIL
Development
Assessment
Panel
•
Corporate and
Community
Services Committee
Infrastructure
Services
Committee
Executive Services
Committee
Environmental
Services
Committee
DEVELOPMENT ASSESSMENT PANEL
The Development Act 1993 and the Development Regulations 1993 provide for the Council to be
responsible for the management of most development within its area.
The Council, pursuant to Section 56A of the Development Act 1993, has established a Development
Assessment Panel to assist it to exercise or perform its functions in relation to development assessment
matters in accordance with the delegations that the Council has conferred upon it.
Membership
•
Mr P. Hunt (Chairperson)
•
Mrs R. Centofanti
•
Mrs V Beech
•
Mr V. (Bill) Kanakaris
•
Mr B Casey
•
Mr S. Rufus - Non Voting / Advisory Capacity
•
Mr S. Kubasiewicz - Non Voting / Advisory Capacity
The following Committees have been formed pursuant to Section 41 of the Local Government Act 1999.
Information is provided on the purpose of the Committee, with information on the Committee’s roles etc.
contained in the Terms of Reference.
•
CORPORATE SERVICES COMMITTEE
The purpose of the Committee is to oversee the Management of the Corporate and Community
Services Department of the Council in conjunction with the Manager, via the development, monitoring,
review and implementation of Department Management Plans, Strategic Direction, Budgets, Annual
Business Plans, Service Standards, Policies and Procedures, to ensure integration with Council’s
overall strategic direction.
The areas of responsibility of the Committee are in accordance with the Department functions as per
the Functional Structure of the Council and detailed as follows:- Policies and Procedures, Legislative
Compliance, Council / Committee Meetings, By-law Administration, Rates & Property, Insurance,
Tourism, Cemeteries Administration, Open Space Administration, Debtors / Creditors, Payroll,
Page … 24
Information Technology, Records Management, Library, Community Transport, Youth, Emergency
Services, Culture & Heritage, Community / Social Development, Sport & Recreation Administration,
Aged Persons, Medical & Health Services, Council Properties Administration, Customer Service,
Council Support / Administration, Contracts, Leases, Licences and Permits.
Membership
Voting Members:
•
Presiding Member
•
Mayor (ex-Officio)
•
Three (3) Elected Members
Non-Voting Members
•
Manager of Corporate and Community Services
•
Chief Executive Officer
•
INFRASTRUCTURE SERVICES COMMITTEE
The purpose of the Committee is to oversee the Management of the Infrastructure Services Department
of the Council in conjunction with the Manager, via the development, monitoring, review and
implementation of Department Management Plans, Strategic Direction, Budgets, Annual Business
Plans, Service Standards, Policies and Procedures, to ensure integration with Councils overall strategic
direction.
The areas of responsibility of the Committee are in accordance with the Department functions as per
the Functional Structure of the Council and detailed as follows:- Road Construction / Maintenance,
Parks & Gardens Development / Maintenance, Depot Maintenance, Plant & Machinery, Street Cleaning,
Street Lighting, Cemeteries Development / Maintenance, Public Conveniences, Property Maintenance,
Vandalism, Quarries, Boat Ramps, Sport & Recreation Maintenance, Private Works, Waste
Management.
Membership
Voting Members
•
Presiding Member
•
Mayor (ex-Officio)
•
Three (3) Elected Members
Non-Voting Members
•
Manager Infrastructure Services
•
Chief Executive Officer
Page … 25
•
EXECUTIVE SERVICES COMMITTEE
The purpose of the Committee is to manage and provide direction to Council on matters of Governance
and the Executive Services Function of the Council in conjunction with the Chief Executive Officer.
The roles and functions of the Committee shall be undertaken via the development, monitoring,
implementing and review of Management Plans, Strategic Plans, Budgets, Annual Business Plans,
Service Standards, Policies and Procedures, while ensuring continual integration with Council’s overall
strategic direction.
The areas of responsibility of the Committee are in accordance with the Functional Structure of the
Council and detailed as follows:- Governance, Human Resources, Policy Development, Accountability,
Community Participation and Consultation, Economic Development, Financial Management, Strategic
Planning, Political and Public Relations, Elected Members, Grants Commission, Business
Development, Risk Management and OHS&W.
Membership
Voting Members
•
Presiding Member
•
Mayor (ex-Officio)
•
Three (3) Elected Members
Non-Voting Members
•
•
•
•
•
Chief Executive Officer
Executive Assistant
Chief Finance Officer
Human Resource Manager
ENVIRONMENTAL SERVICES COMMITTEE
The purpose of the Committee is to oversee the Management of the Environmental Services
Department of the Council in conjunction with the Manager, via the development, monitoring, review
and implementation of Department Management Plans, Strategic Direction, Budgets, Annual Business
Plans, Service Standards and Policies and Procedures, to ensure integration with Councils overall
strategic direction.
The areas of responsibility of the Committee are in accordance with the Department functions as per
the Functional Structure of the Council and detailed as follows:- Planning & Building Assessment,
Development Planning/Policy, Environmental Health, Dog and Cat Management, Parking Control,
Bushfire Prevention, Livestock Control, Riverfront/Foreshore, Waste Management (Planning), Animal &
Plant Control, General Inspections, Effluent Drainage - Management, Planning & Maintenance, By-Law
Enforcement, Property Management/Maintenance, Open Space Planning, Plan Amendment Report
Review/Process, Natural Resources and Environmental Management, Waste Water Re-use.
Page … 26
Membership
Voting Members
•
Presiding Member
•
Mayor (ex-Officio)
•
Three (3) Elected Members
Non-Voting Members
•
Manager of Environmental Services
•
Chief Executive Officer
Page … 27
COUNCIL / COMMITTEE MEETINGS:
Council meetings are held on the fourth Tuesday of every month commencing at 6.00 p.m. These meetings are
maintained in a public forum with the exception of items that Council considers for reasons pursuant to Section
90 of the Local Government Act, need to be discussed in confidence. However, though meetings are held in a
public forum, members of the public attending are not permitted to speak, though individuals are provided with
an opportunity to make representation and address Council on specific issues that are raised.
In addition, the Council maintains a wide distribution of its Council and committee agendas to the local
community through different outlets e.g. the Berri Library and Information Centre and the Barmera Library and
Customer Service Centre, and provides copies to the local media to ensure that coverage of Council issues are
disseminated to the wider community.
In addition, the Council and committee agendas are also placed on public display within the Council office at
least three days prior to the Council and committee meetings in accordance with the provisions of the Local
Government Act 1999.
In addition to the above mentioned Committees, the Council also has formed a number of other committees that
normally incorporate either full Council representation or a mixture of Council and community representation
and perform various tasks or manage Council facilities. These committees include the following:
•
•
•
•
•
Cemetery Advisory Committee
Berri Riverfront Redevelopment Advisory Committee
Lake Bonney Redevelopment Advisory Committee
Waste Water Re Use Committee
Audit Committee
Page … 28
STRATEGIC PLAN
The Council adopted a new Strategic Plan 2006-2016 in July of 2006 which adopts a new method and approach
towards Strategic Planning for the Council, which is based on the principles of the Balanced Scorecard
Approach.
The Balanced Scorecard Approach to Strategic Planning integrates with key drivers or perspectives and the
quadruple bottom line. This approach provides the basis for measuring the implementation of Corporate
Objectives developed for the Council via all projects and business activities. The Corporate Objectives
developed integrate with 8 principles, being Governance and Finance, Social and Community, Environment and
Heritage, Economic Development, Customer Satisfaction, Internal Processes, Infrastructure and Learning and
Growth.
The development of the Strategic Plan incorporates greater integration of Council’s Corporate Objectives and
the achievement of the Vision and mission of the Council with all Council reporting, annual reports and
assessment of future projects. The purpose of the Strategic Plan is to provide greater accountability on
Council’s Vision for the future and is supported by a Strategic Planning framework that will see the development
of a vision and management plan along with operational plans and implementation strategies.
The Strategic Plan 2006-2016 establishes the following Vision and Mission for the Council:
VISION:
Building a better community
The Vision of the council is underpinned by the basic principle that everything the council does affects the
quality of life of the community and therefore everything that is done in the future must enhance the quality of
life, thus “Building a Better Community”.
MISSION:
Enhance the quality of life, the natural character and economic potential of our district through
sustainable management, service delivery and development opportunities.
The mission underpins the vision and also addresses the quadruple bottom line as follows:
Social:quality of life
Environment:- natural character
Economic:economic potential and sustainable development opportunities, which also leads into our
planning framework
Governance:- sustainable management and service delivery
The Plan also recognises and adopts a number of definitions as to the approach to financial sustainability,
business activities and community service obligations.
Page … 29
FINANCIAL SUSTAINABILITY:
A council’s long-term financial management performance and position is sustainable where planned
long-term service and infrastructure levels and standards are met without unplanned increases in rates
or disruptive cuts to services.
BUSINESS ACTIVITIES:
To be efficient, effective and sustainable in our approach to all responsibilities, services and activities,
while continuing to measure, question, review and develop methodologies and partnerships to ensure
our approach utilises best practice methods and up to date technologies and equipment.
COMMUNITY SERVICE OBLIGATION:
Community Service Obligations (CSO’s) are those services provided by council at a subsidised cost by
legislative requirement or agreement in order to meet social, equity, governance or environmental goals
associated with the council’s delivery of services.
Further, the Plan establishes the Governance and Management framework to be sustained by the Council along
with the Functional and Organisational Structure that integrates with Council’s key department areas.
The Plan also refers to the Organisational Culture of the Council that has been developed around the primary
principle of Employer of First Choice and creates an environment that forms a basis for sustainability and
encourages innovation. The culture is based on the following set of guiding principles:
(1)
(2)
(3)
(4)
Worthwhile work
Taking control of achieving goals
Encouraging each other
Be involved and innovative
In closing, the Strategic Plan integrates a number of Council’s Objectives with those of both the State Strategic
Plan and the State Infrastructure Plan. This is an important component of the Strategic Plan to ensure that
Council’s direction is aligned with that of the State and maximises future opportunities for the obtaining of Grant
Funding for specific projects to implement Council’s vision and direction.
In conclusion, the Strategic Plan is a critical document in ensuring that Council’s and the Communities vision for
the future is both shared and implemented. The Strategic Plan is designed to keep the whole organisation
focussed on the big issues and the wider vision, which enables the day to day issues to be managed in an
environment based on the principles of accountability and freedom while maintaining the focus.
“You’ve got to think about big things while doing small things, so that all the small things go in the right
direction” – Alvin Toffler
The Council, through a strategic approach, encourages everyone within its community and all stakeholders to
be involved and “come along for the ride” in achieving our ling-term sustainability and above all, our vision
Building a Better Community.
Page … 30
ANNUAL BUSINESS PLAN IMPLEMENTATION
The Annual Business Plan, which is prepared in accordance with the requirements of Section 123 of the Local
Government Act 1999, provides details as to the projects and activities of the Council for the year and how
these projects and activities integrate with the Measures and Corporate Objectives contained in the Strategic
Plan. The projects that were contained specifically within the Annual Business Plan are listed below, which also
advises as to the status of the projects as at 30th June 2007.
The status refers to whether the project was completed, deferred for future completion or carried forward for
inclusion within the 2007 / 2008 year.
It is noted from the table below that there are a number of projects that have been carried forward to the 2007 /
2008 year, primarily due to the fact that either the projects are very large and planning stages are still
proceeding or in fact, the project was being undertaken but had not been finalised by the reporting date.
Overall, the assessment of the performance of the Council for the year is satisfactory as a majority of the
projects committed to by Council were completed during the year and within their financial constraints.
CORPORATE SERVICES
Sundry Computer Software (upgrade, etc)
Mapping Software - Supply and installation of MAPINFO program Year 1
Asset Management Software - Supply and installation Stage 1 towards
establishment of Conquest Solutions Data Base in future years
Information Technology – Plant and Equipment
Records Storage Facilities - towards Legislative Compliance
Council Office – Land and Buildings Alterations and Upgrades
COMMUNITY SERVICES
Senior Citizens Complex – upgrade of air conditioning
Barmera Library
- Furniture and Fittings
- Plant and Equipment
Berri Library
- Plant and Equipment, IT
- Furniture and Fittings
Berri Swimming Pool Additions/ Upgrades (Plant and Structures)
Demolition – Buildings at Berri Bowling Club
WORKS AND TECHNICAL SERVICES
Supply & Installation of Furniture within the Berri and Barmera Cemeteries
Installation of Plaques and Memorial Crosses
Demolition of Barmera Oval Toilets
Page … 31
STATUS
Completed
Completed
Completed
Completed
Deferred
Completed
Carried Forward 2007 / 2008
Completed
Completed
Completed
Completed
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Completed
Regional Waste Management Studies
Lake Bonney Foreshore Future Planning
Replacement of Oleander Trees in council area
Continue improvement of School Safe Routes
Design and Development Works Pascoe Terrace Barmera
Stormwater Drainage Study – Berri
Investigation of Stormwater Drainage – Glossop
Traffic Management works for Denny Street Car park
Implementation of Road Construction Works Program
Scott Avenue Stage 3 Upgrade
McKay Road – Realignment
Plant Operations
Construction of Gopher routes Berri,
Barmera and Cobdogla (R2R)
Public Conveniences – Monash Adventure Park Disabled Toilet
Public Conveniences – Capital Upgrade, Vaughan Tce
Upgrade of Bruno Bay Boat Ramp
Lake Bonney Foreshore Development Works
Replacement Program of Playground Equipment
Berri Court House Car Park Construction
Replacement of Berri Works Depot Security Fence
Verran Terrace – Kerb and Verge Construction
Foot Avenue kerbing and verge sealing works
ENVIRONMENTAL AND INSPECTORIAL SERVICES
Riverland Tourism Association, Tourism Plan Amendment Report.
Berri West Residential Infrastructure study
Berri Eastern Approach - Urban Design and Infrastructure study.
Major Council Buildings Assessment
Re-use scheme irrigation trial
Land procurement investigations
Land Procurement investigations
Section 48 Prudential Report
Preparation of Funding Submission
Finalise Commercial Arrangements with 3rd Party water users
GOVERNANCE
Strategic Management Plan
Financial Management Plan and Asset Management Plan
Preparation of Management Plans
Functional and Organisational Restructure
ECONOMIC DEVELOPMENT
District Entrance Signage Strategy
Page … 32
Completed
Carried Forward 2007 / 2008
Completed
Completed
Deferred
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Completed
Completed
Carried Forward 2007 / 2008
Completed
Completed
Barmera Carried Forward
2007/2008
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Completed
Completed
Completed
Completed
Completed
Completed
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Carried Forward 2007 / 2008
Completed
Carried Forward 2007 / 2008
Completed
Completed
Completed
Completed
Completed
Completed
Carried Forward 2007 / 2008
Completed
Completed
Carried Forward 2007 / 2008
STRATEGIC PLANNING FRAMEWORK
IMPLEMENTATION
MEASURING, REVIEW
OPERATIONAL PLANS
STRATEGIC MANAGEMENT
PLANS
The following Strategic Planning framework ensures integration of Council’s Strategic Direction with the day to
day operations of the Council.
STRATEGIC PLAN
FUTURE DIRECTION
PLAN
MANAGEMENT
PLANS
COMMUNITY SERVICE OBLIGATIONS STANDARDS
OPERATIONAL/DEPARTMENT
PLANS
ANNUAL BUSINESS PLANS –
ANNUAL BUDGET
IMPLEMENTATION, REPORTING, MEASURING AND
REVIEW PLAN
Page … 33
SCORECARDS / MEASURES:
To implement the balance scorecard approach in strategic planning, the following scorecard areas provide the
basis to council’s corporate objectives and which also provide the basis for performance measurement. The
scorecards and corporate objectives also reach across the department boundaries of the council, with the
departments being:
•
•
•
•
•
Executive Services
Governance and Corporate Services
Community and Economic Services
Environmental and Inspectorial Services
Works and Technical Services
The eight scorecards areas are listed below with an explanatory statement.
Social and Community:
How our decisions contribute to and affect the community’s quality of life through
effective management of community facilities and how we manage social and
community consultation, participation and inclusion.
Environment and Heritage: How we manage and preserve the natural character, environment and heritage.
Economic Development:
How we manage and encourage development opportunities while ensuring
sustainable development principles are implemented.
Governance and Finance:
How we manage the governance and financial affairs of the council to ensure
accountability, sustainability, compliance and transparency.
Infrastructure:
How we manage our infrastructure to ensure safe and reliable access to
services, facilities and property to meet community needs.
Learning and Growth:
How we manage training, learning, personal development and innovation to
encourage organisational growth.
Customer Satisfaction:
How we manage customer satisfaction in relation to service delivery,
communication and public relations.
Internal Processes:
How we manage and review internal processes to ensure efficient, effective and
sustainable service delivery methods through the use of up to date technology
and procedures.
The above scorecards are integrated with the corporate objectives that further reach across all department
areas and which provide a basis for all Management Plans, Policies, Procedures, Operational Plans, Annual
Business Plans, Annual Budgets, and importantly how we measure and report our performance.
Page … 34
CORPORATE OBJECTIVES:
To build on the eight scorecards, the following are corporate objectives that integrate with the scorecards and
drive the vision and mission of the council. The objectives will form the basis of everything the council does
from management to day-to-day operations.
SOCIAL AND COMMUNITY:
SC1
SC2
SC3
SC4
Encourage community participation and active inclusion in council decisions and activities
Enhance lifestyle, quality of life and social development
Ensure effective management of community facilities to meet community needs that includes
rationalisation, accessibility and fit for purpose
Encourage youth to be involved in council decision making processes and future planning for youth
facilities and activities via the YACU Committee
ENVIRONMENT AND HERITAGE:
EH1
EH2
EH3
EH4
Encourage the efficient and effective management and use of energy, water and other natural
resources in the community and council operations through district wide strategies and council policies
Implement strategies and establish facilities and services that ensure effective waste management,
recycling and minimisation practices that align with Regional and State Strategies and principles
Ensure development principles are established and implemented to enhance the preservation of our
environment and heritage to achieve ecologically sustainable development
Implement strategies and practices for the reuse of waste including water, green waste and other
reusable waste streams
ECONOMIC DEVELOPMENT:
ED1
ED2
ED3
Encourage, facilitate and secure private and public funding and investment in the establishment of
infrastructure to support development opportunities
Encourage and facilitate economic and sustainable development by promoting opportunities and
securing alliances or partnerships with the private and public sector and Regional Development
Corporation
To be involved and assist with the promotion and development of tourism activities within the district
and region, via the Visitor Information Centre and sponsorship of major events and icons, and which
involves integration with local businesses and tourism operators
GOVERNANCE AND FINANCIAL:
GF1
GF2
GF3
GF4
GF5
Ensure transparent, accountable, compliant and sustainable governance through open measurement
and performance reporting against established criteria
Ensure long term financial management through the development of key management goals, principles,
measures, ratios and performance indicators that integrate with long term asset management planning,
community service obligations, service delivery and core business activities
Implement training and development programs for Elected Members, Executive and Management
employees to ensure best practice governance and financial principles are implemented and adhered to
Ensure the continued development and implementation of OHS&W policies, programs, actions and
training to provide for a safe working environment
Ensure the continued development and implementation of Risk Management Plans, programs and
actions to mitigate against risks in the community
Page … 35
INFRASTRUCTURE:
IN1
IN2
IN3
IN4
Establish and implement long term infrastructure maintenance, replacement, rehabilitation and
development principles, priority criteria and programs to meet community needs and expansion
Develop strategies that integrate with economic development objectives that assist with supporting the
development of new and existing opportunities
Explore and secure funding opportunities that assist with the development and replacement of
infrastructure and implementation of developed programs and forward plans
Ensure that infrastructure programs and forward plans integrate with and adhere to developed Financial
Management principles
LEARNING AND GROWTH:
LG1
LG2
LG3
Maintain and enhance a positive culture that is based on the “Employer of First Choice” principle that
contributes to achieving organisational growth
Maintain and enhance employees’ skills, knowledge, personal development and work satisfaction
Maintain and enhanced information management and flow, while encouraging innovation
CUSTOMER SATISFACTION:
CS1
CS2
Maintain and enhance presence, open communication, civic leadership, advocacy and involve
stakeholders to achieve sound public relations
Ensure efficient and effective service delivery and customer service to meet community needs that
integrates with the community service obligations
INTERNAL PROCESSES:
IP1
IP2
IP3
Develop and implement community service obligations and service standards for council services to
ensure effective, efficient and sustainable delivery methods
Develop and implement a services review program to ensure that up to date technology and procedures
are utilised, and that integrates with employee training and development programs
Improve productivity, processes and increase infrastructure and resource capacity
Page … 36
COMMUNITY CONSULTATION:
Council continues to review and implement innovative approaches to consulting with its’ Community and in
particular, engaging the community to assist in decisions that are made for the future as part of its’ Strategic
Management Planning framework.
The consultation method utilised by Council include both in written form, i.e. documentation that is forwarded to
the Community, and in a more personal face-to-face form at either arranged Forums or Council’s initiative of
“Council on the Couch”.
The various forms of Community Consultation are continually used to consult with the community on the
preparation of its’ Budget and Annual Business Plan, review of Strategic Plan, development of Key
Management Plans under the Strategic Planning framework, and various Policies that either require
consultation under the Local Government Act 1999 or are consulted on due to their impact on the community.
The most widely used consultation format is “Council on the Couch” which is operated within the Riverland
Plaza, that provides an opportunity for key Senior Staff and Elected Members to speak freely with the
community on any particular issues of concern or strategic matters of consultation that is being undertaken at
that point in time. The “Council on the Couch” concept is also operated once a year at the Riverland Field Days
which is proving a growing success with the accessibility of the Council to the community.
In addition to the above, Council continues to produce a Newsletter that informs the community of some of the
more intricate operations and details of Council and to continue to provide general information on matters of
importance particularly at certain times of the year regarding matters such as dog control, bushfire prevention
etc.
In summary, the Council makes a concerted effort to continue to consult and engage its’ community and is
continuing to broaden the consultation processes. This also includes involvement of more community people on
Committees of Council that are dealing with specific issues where persons in the community have particular
interests. This assists in ensuring that the community is also involved in making decisions particularly on key
projects or the management / maintenance of key infrastructure such as cemeteries.
“Council on the Couch” Public Consultation conducted at the Riverland Plaza
Page … 37
COMPLIANCE:
REGISTERS, CODES, POLICIES AND PROCEDURES:
(REQUIRED TO BE KEPT UNDER THE LOCAL GOVERNMENT ACT AND/OR LOCAL GOVERNMENT
ELECTIONS ACT 1999)
REGISTERS:
The Common Seal Register (Sec. 38)
Register of Interests - Members (Section 64)
Register of Allowances and Benefits (Section 79)
Delegations Register (Section 103)
Register of Remuneration, Salaries and Benefits (Employees) (Section 105)
Register of Interest (Staff) (Section 111-119)
Register of Community Land (Section 207)
Register of Public Roads (Section 231)
Register of Approvals for Use of Community Land (Section 242)
Register of By-laws
Register of Gifts
Register of Fees and Charges
Freedom of Information
Declarations by Elected Members
LIST OF THE CODES OF CONDUCT / PRACTICE:
(Note: These Codes etc. are available on Council’s Website)
Access to Meetings - Code of Practice (Policy A10)
Code of Conduct for Council Employees (Policy C17)
Code of Conduct for Council Members (Policy C18)
Confidentiality Provisions - Code of Practice (Policy C19.5)
Consultation Policy (Policy C20)
Contracting and Tendering Policy (Policy C22)
Council Decisions Procedure - Review of (Policy C62)
Order Making Policy (Policy O20)
Rating Policy (Policy R22)
Page … 38
COUNCIL POLICIES AND BYLAWS
Policies are guidelines which Elected Members and Staff refer to when making decisions on certain issues.
The Berri Barmera Council has developed a Policy Manual which is continually updated to reflect changes in
circumstances or if a new issue arises.
Council's Policies and Bylaws are divided into two groups - General Polices and Bylaws, and Staff Policies details of which are listed hereunder:
General Policies and Bylaws
ABANDONED VEHICLES (Refer L.G. Act Sec. 748)
ACCESS TO MEETINGS - Code of Practice
ACCOUNTING POLICIES
ADVERTISING ON FOOTPATHS
AGENDAS - COUNCIL AND COMMITTEE MEETING
BADGE DAYS, & DOOR KNOCK APPEALS
BY-LAWS: No. 1 - PERMITS & PENALTIES
No. 2 - DOGS
No. 6 - COUNCIL LAND
BY-LAWS - PENALTIES
CEMETERIES
CHIEF EXECUTIVE OFFICER
CITIZENSHIP CEREMONIES
CODE OF CONDUCT FOR COUNCIL EMPLOYEES
CODE OF CONDUCT FOR COUNCIL MEMBERS
COMPETITION PRINCIPLES - Complaints Process
CONFIDENTIALITY PROVISIONS - Code of Practice
CONSULTATION POLICY
CONTRACTING AND TENDERING POLICY
CONTRACTORS
CONTRACTS - CURRENT
COUNCIL COMMITTEES
COUNCIL DECISIONS PROCEDURE, REVIEW OF
COUNCIL REPRESENTATIVES & DELEGATES
COUNCIL WORKS’ VEHICLES - Identification
COUNTRY FIRES ACT - BBQ Areas
COUNTRY FIRE SERVICE - Council Employees
COUNTRY FIRE SERVICE - Use of Council Plant
CROSSING PLACES
DELEGATION OF AUTHORITY - Council Officers
DEPUTY MAYOR
DOG CONTROL
DWELLINGS - Secondhand Transportable
ELECTED MEMBERS - Allowances & Support Policy
ELECTION SIGNS
ELECTIONS - CASUAL VACANCIES
FLAMMABLE UNDERGROWTH
FOOTPATH - Construction
Page … 39
A10
A15
A20
A25
B10
B30
B35
B55
B65
C10
C11
C15
C17
C18
C19
C19.5
C20
C22
C25
C30
C60
C62
C65
C75
C80
C90
C95
C100
D15
D20
D25
D50
E10
E20
E30
F20
F25
General Polices and ByLaws Cont’d.
HOUSE NUMBERING
IMMUNISATIONS - Service Policy
IMMUNISATIONS - Standing Drug Orders
MEDIA STATEMENTS
NAMING OF ROADS
NOVATED LEASING OF MOTOR VEHICLES
OHS & W - Health & Safety Policy
OHS & W - Consultation Policy
ORDER MAKING POLICY
PERMIT PARKING POLICY
PLANT & MACHINERY - Emergency Use Of
PLANT & MACHINERY - Community Use Of
PURCHASING, HIRING & LEASE OF EQUIPMENT
PURCHASING - Local Preference
PURCHASING - Orders
RATE REBATE POLICY
RATING POLICY STATEMENT
REFUSE COLLECTION - Domestic 240 Litre Bins
RISK MANAGEMENT POLICY
ROADS - Installation of Pipes, etc.
ROADS - Sealing Properties
ROADSIDE TRADING POLICY
SPORT & RECREATION GRANTS
SPORTING GROUNDS - USE OF
STATE EMERGENCY SERVICE - Council Employees
STREET TREES
TRAINING - Council Members Training & Development
TREES - Rural Areas - Road Intersections
VOLUNTEER POLICY
WORKS CONTRACT
H15
I12
I15
M10
N10
N20
O10
O15
O20
P10
P20
P25
P35
P40
P45
R21
R22
R31
R43
R45
R51
R55
S12
S15
S25
S30
T10
T30
V10
W10
Staff Policies
EMERGENCY PROCEDURES
EMPLOYEES - Accident Reporting & Investigation
EMPLOYEES - Alcohol & Drugs in the Workplace
EMPLOYEES - Annual Leave
EMPLOYEES - Asbestos Policy
EMPLOYEES - Breach of Health & Safety Rules
EMPLOYEES - Christmas Closure
EMPLOYEES - Confined Spaces
EMPLOYEES - Electrical Safety
EMPLOYEES - First Aid
EMPLOYEES - Hazard Control
EMPLOYEES - Inclement Weather
EMPLOYEES - Induction Procedures
EMPLOYEES - Interim Benefits
EMPLOYEES - Internal Rehabilitation
Page … 40
E25
E30
E35
E40
E45
E50
E55
E60
E65
E70
E75
E80
E85
E90
E95
Staff Policies – Continued
EMPLOYEES - Isolated Work Location
EMPLOYEES - Long Service Leave
EMPLOYEES - Loss of Driver’s Licence
EMPLOYEES - Management of Workplace Substances
EMPLOYEES - Manual Handling
EMPLOYEES - Meetings & Seminars
EMPLOYEES - Mobile Phones & 2-Way Radios
EMPLOYEES - Needles/Sharps Injuries
EMPLOYEES - Pre-Employment Medical
EMPLOYEES - Salaries & Wages Advance
EMPLOYEES - Sexual Harassment
EMPLOYEES - Sun Protection
EMPLOYEES - Traffic Offences
EMPLOYEES - Training Needs Analysis
EMPLOYEES - Uniforms
EMPLOYEES - Union Representatives
EMPLOYEES - VDU Policy
EMPLOYEES - Video Surveillance
EMPLOYEES - Workplace Substances
EMPLOYMENT OF SENIOR STAFF
EQUAL EMPLOYMENT OPPORTUNITY
Page … 41
E100
E105
E110
E111
E115
E120
E121
E125
E135
E145
E155
E160
E170
E175
E180
E181
E185
E190
E195
E200
E205
MEMBERS ALLOWANCES:
Prior the Council Elections, e.g. July to November 2006 the following allowances were paid to Elected
Members:
Mayor
Deputy Mayor
Councillors
$13,500
$ 7,000
$ 6,000
plus full private use of Motor Vehicle
(Note: By Motion of Council, no Presiding Officers had been appointed prior to the November
elections)
Travelling Allowances, where applicable, are paid in accordance with regulations.
After the November 2006 Elections the following allowances were paid:
Mayor
$25, 000
Deputy Mayor
$ 8,000
Councillors
$ 6,000
Presiding Members of Standing Committees
$ 7,000
Page … 42
ELECTOR REPRESENTATION REVIEW:
Under the requirements of the Local Government Act 1999, Councils representation must comply with a
specified quota tolerance. The Berri Barmera Council is represented by a Mayor and 10 Councillors. The total
number of electors in the district of The Berri Barmera Council is as follows:
House of Assembly as provided by the State Electoral Commission
Council’s Supplementary Roll
Total:
Councils’ representation quota is therefore 747 electors per elected member.
7472
749
8221
Pursuant to section 12(13)(a) of the Act, the Electoral Commissioner has certified that the most recent review
undertaken by Council satisfies the requirements of Section 12. The representation arrangements are as
follows:
• Retain the status quo of a Mayor and 10 Councillors; and
• The Council area will not be divided into wards, thereby requiring all members to represent
the council area as a whole.
Also, in accordance with the Local Government Act 1999, it is necessary for The Berri Barmera Council to
undertake a periodical review of its composition and elector representation arrangements.
During the process for conducting the review, all electors will have the opportunity to make submissions on the
representation and ward boundary structure of the Council. The first phase of consultation will be conducted
with the preparation of a public consultation report that outlines the current status of Councils ward boundary
structure and representation. This report will also provide details on options under the Local Government Act
that can be considered during the process. For example these include the option of the review of numbers of
elected members. Any person making a written submission can make a verbal presentation to a committee of
Council appointed for the purposes of overseeing the review process.
The second phase of consultation involves the preparation of options based on consideration of submissions
received during the first phase of consultation and Council discussion. The report prepared as part of the
second phase of consultation will be specific to the options provided for consideration and provide relevant
details. Again, any person forwarding a written submission will be afforded the opportunity to present that
submission to the appointed committee.
The elector representation with respect to the Council area is detailed in the following table.
LOCAL GOVERNMENT REPRESENTATION: RATIOS SA 2006-07
(Information supplied by the Local Government Association)
COUNCIL
ELECTED MEMBERS
Including Mayor
ELECTORS
RATIO
Alexandrina
Barossa Council
Berri Barmera
Copper Coast
Light Regional
Loxton Waikerie
Murray Bridge
Port Pirie
Victor Harbor
Wattle Range
Yorke Peninsula
12
14
11
11
11
13
10
11
11
12
12
21,737
16,821
8,166
12,082
10,049
9,058
14,203
12,956
13,139
10,341
14,343
1811
1201
742
1098
913
696
1420
1177
1194
861
1195
Page … 43
COMPETITIVE TENDERING / COST EFFECTIVE DELIVERY OF SERVICE:
The Council utilises Contractors to provide specific services. During the year Council's Waste Management
operations continued with a private contractor carrying out the solid waste pick-up and waste depot operations.
Bitumen laying on roads was tendered and contractors were used for kerb laying, carting of materials, channel
digging and tree pruning and removal.
Council will continue to look at improving service delivery options into the future to ascertain the best options
available and the standards of services provided.
In relation to local purchase, Council has decided on a weighting of 10% for local purchases (i.e. throughout the
Riverland).
Contracts are awarded on a tender / quotation basis as Councils commitment towards providing cost effective
services to its community and providing the opportunity for competitive tendering. Resulting from this approach
by Council, significant amounts of Council’s operations are contracted out to minimise Council’s requirement to
provide expensive plant and equipment and to maintain a relatively small workforce to reduce overheads.
The table below outlines the contract work awarded through tendering / quotation processes for specific projects
and functions of the Council.
CONTRACTORS 2005/2006
Audit Contract (External)
Barmera Recreation Building Maintenance
Barmera Recreation Centre Management
Berri Library Maintenance
Building Service Contract
Council Office Building Maintenance
Debt Collection Costs
Effluent Drainage Maintenance
Footpath Construction
Garbage Collection
Garbage Disposal
Halls Building Maintenance
Immunization Maintenance
Information Technology
Riverland Animal and Plant Control Board
Public Convenience Management
Riverland Wine Festival Co-ordinator Contract
Sealed Road Construction
Sport Recreation Maintenance
Swimming Pool Management
Town Planning Consultants Fees
Town Planning Legal Fees
$
9,936.00
7,035.00
44,400.00
3,320.00
36,900.00
9,305.00
1,726.00
97,098.00
8,430.00
258,366.00
81,087.00
29,206.00
2,050.00
66,625.00
92,364.00
19,200.00
19,000.00
115,264.00
8,910.00
73,600.00
3,514.00
10,461.00
TOTAL
Page … 44
997,797.00
DELEGATIONS OF POWER:
To assist in the decision making process of Council, the Council has delegated responsibilities and powers to
the Chief Executive Officer and/or specific committees of Council. These delegations are reviewed on an
annual basis and are available for public inspection free of charge at the Council Office.
Page … 45
GRIEVANCE PROCEDURES:
In relation to grievance procedures and review of Council’s decisions, the Council has formally adopted a
procedure for internal review of Council decisions as per the requirements of Section 270 of the Local
Government Act. The procedure provides a mechanism for persons grieved by a Council decision or a decision
made by an officer and sets out the procedures for application for the review of the decision. Further, the
procedure states the following as its primary principles:
When a complaint is received it shall be referred to the Chief Executive Officer for internal investigation in the
first instance.
In the event that the Chief Executive Officer is of the opinion that the complaint requires an independent
investigation then the Chief Executive Officer shall refer the complaint to the independent panel established by
the Local Government Association.
Action: Within five working days from receipt of the complaint:
*
*
*
*
*
record the complaint in the complaints register
acknowledge the complaint
advise the complainant who will be dealing with the complaint
provide the complainant with a copy of the policy
provide the complainant with a copy of the complaints process
Within twenty working days from receipt of the complaint:
*
*
*
investigate the complaint
advise the complainant of the result of the investigation and any corrective action taken
record the outcome in the complaints register
In the event that the complaint does or is likely to take longer than twenty days to resolve, a deadline for
resolution of the complaint will be set with the complainant.
If the complainant is not satisfied with the advice given and requests a review of the outcome and the complaint
was originally handled internally the complaint will be referred to a person from the panel established by the
Local Government Association.
Where a complaint has been addressed through the Local Government process the complainant may refer the
complaint to the Competition Commissioner.
Page … 46
COUNCIL AND COMMITTEE MEETINGS / MATTERS CONSIDERED IN CONFIDENCE:
Further to Councils decision making structure, there were a number of occasions during the financial year that
Council considered matters in confidence pursuant to Section 90 of the Local Government Act 1999. During
the year there were 12 Ordinary and 2 Special Meetings of Council and 22 Committee Meetings.
The following table contains details of the Council / Committee Meetings.
Particulars
No. of
Meetings
Council Meetings
14
Total
Resolutions
Passed
407
Executive
Services
Committee
Economic
Development
Committee
Community
Services
Committee
Corporate & Community
Services Committee
Works & Technical Services
Committee
Environment & Inspectorial
Services Committee
Development Assessment
Panel
Waste
Water
Re-Use
Project Committee
Lake
Bonney
Redevelopment Committee
1
5
Nil
1
6
Nil
1
5
Nil
N/A
1
4
Nil
N/A
2
15
Nil
N/A
1
4
Nil
N/A
8
62
Nil
N/A
6
30
3
1
9
Nil
Pursuant to Section 90(2) &
91(7) – Tenders
N/A
Confidential
Reason for Confidentiality
Resolutions
13
Pursuant to Sections:
90(3)(k) - Tenders
90(3)(b)(i) / 90(3)(d)(i) Commercial in Confidence
90(2), (3)(b)(d)(h) Commercial and Legal
90(3)(h) - Unreasonable
disclosure of info contrary to
public interest / legal advice
N/A
At the time Council resolves to consider a matter in confidence, Council complies with its access to Council
Meetings, Council Committees and Council Documents Code. Also, Council specifies a time for the item to
remain confidential with delegated power provided to the Chief Executive Officer to remove the confidentiality
provision provided the item has satisfactorily been completed or the need for the item to remain confidential has
been reviewed.
Page … 47
FREEDOM OF INFORMATION STATEMENT / INFORMATION STATEMENT:
During the 2005/2006 financial year the Berri Barmera Council did not receive any applications under the
provisions of the Freedom of Information Act.
INFORMATION STATEMENT (GENERAL)
The following information statement is published by the Berri Barmera Council in accordance with the
requirements of Schedule 4 of the Local Government Act 1999.
Council’s Role
The Council’s role is to provide for the government and management of its area at the local level. Section 6 of
the Local Government Act 1999, defines the role of Council as follows:
• To act as a representative, informed and responsible decision-maker in the interests of its community;
and
• To provide and co-ordinate various public services and facilities and to develop its community and
resources in a socially just and ecologically sustainable manner; and
• To encourage and develop initiatives within its community for improving the quality of life of the
community; and
• To represent the interests of its community to the wider community; and
• To exercise, perform and discharge the powers, functions and duties of local government under the
Local Government Act and other Acts in relation to the area for which it is constituted.
The role of the Principal Member and Members of Council
The role of the principal member (Mayor) and members of Council is defined in Sections 58 and 59 of the Local
Government Act 1999.
(1) The role of the principal member is:
(a) to preside at meetings of the Council;
(b) if requested, to provide advice to the Chief Executive Officer between Council meetings on the
implementation of a decision of the Council;
(c) to act as the principal spokesperson of the Council
(d) to exercise other functions of the Council as the Council determines
(e) to carry out the civic and ceremonial duties of the office of principal member
(2) The role of members of Council is
(a) as a member of the governing body of the council (i) to participate in the deliberations and civic activities of the Council;
(ii) to keep the Council’s objectives and policies under review to ensure that they are
appropriate and effective;
(iii) to keep Council’s resource allocation, expenditure and activities, and the efficiency
and effectiveness of its service delivery under review;
(b) as a person elected to the Council - to represent the interests of residents and
ratepayers, to provide community leadership and guidance, and to facilitate
communication between the community and the Council.
Page … 48
Activities that Council provides or is associated with (financial or otherwise)
The activities that Council provides or is associated with are:- public functions, donations to local organisations,
dog control, fire prevention, animal and plant control, health inspections, immunisation program, cemetery,
public toilets, garbage collection and disposal, District Halls, Community Library and Information Centre, parks
and gardens, play equipment, boat ramps, ovals, building and development control, road maintenance and
construction, footpaths, kerbs and guttering, storm water control, bike tracks, street lighting, tourism, private
works, industrial estate, support re loans to sporting clubs, leasing of Council owned property to community
organisations, etc.
Agendas and Minutes
Agendas for all Council and Committee meetings are placed on public display not less than three days prior to
meetings, minutes being made available for perusal within five days of a meeting. Agendas and Minutes for
Council and DAP Meetings are also available on Council’s website. The timeframes for the availability of
Council agendas and minutes is in accordance with the Local Government Act and Regulations.
Delegations
To assist in the decision making process of Council, the Council has delegated responsibilities and powers to
the Chief Executive Officer and or specific committees of Council. These delegations are reviewed on an
annual basis. The delegations are available for public inspection free of charge at the Council Office.
Public Participation
Members of the public have a number of opportunities to put forward their views on particular issues before
Council. These include:Deputations - with the permission of the Mayor, a member of the public can address the Council or a
Committee, personally or on behalf of a group of residents.
Presentations to Council - with prior notification and arrangement with the Mayor, a member of the public can
address the Council for a period of time determined by the Mayor on any issue relevant to Council.
Petitions - written petitions can be addressed to the Council on any issue within the Council’s jurisdiction.
Written Requests - a member of the public can write to the Council on any Council Policy, activity or service.
Elected Members - members of the public can contact their Elected Members of Council to discuss any issue
relevant to Council.
Community Consultation
The Council has adopted a Public Consultation Policy in accordance with Section 50 of the Local Government
Act 1999. Though the Act specifics that Councils must have public consultation polices in place for mandatory
consultation with the public on specific issues, the policy is also used for general consultation with the public on
other issues at the Councils discretion.
In addition there are also opportunities for the public to attend public meetings or information forums on certain
issues or to complete a survey on specific issues.
The Council is also required to consult with the public on other matters as a requirement of relevant legislation.
For example there are requirements within the Development Act, which require Council to advertise certain
development applications comment.
Page … 49
Access to Council Documents
A list of documents available for inspection or copy are listed below, with the relevant fee per page or entry
listed, should a copy be required.
FEES AND CHARGES
PARTICULARS
CURRENT AS AT 01/7/06
GST INCLUSIVE
COUNCIL DOCUMENTS ETC.
Sale of Minutes / Agendas
Annual Financial Statements
Annual Report
Budget Report
Search Fees - Standard (8 days)
Search Fees – Urgent
Search Fees - Rates Only
Extract from Assessment Book
Council Development Plan
3.00
11.00
11.00
20.00
30.00
40.00
10.00
10.00
10.00
(Where applicable) $
A comprehensive listing of Council’s Fees and Charges are available on the website.
Documents are available for public inspection at the Principal Office of Council between 9.00 a.m. - 5:00 p.m.
Monday to Friday (excluding Public Holidays). Members of the public may also purchase copies of these
documents at Council’s Principal Office.
The Council also readily provides information to the public, with Council Agendas and Minutes being circulated
widely to the local media, and also available at the Berri Library and Information Centre, Barmera
Library/Customer Service Centre and at the Council’s Principal Office. These documents are also available on
Council’s website.
Amendment of Council Records
A member of the public may request a correction to any information relating to them that is incomplete,
incorrect, misleading or out of date.
To gain access to Council records a member of the public must indicate in writing the documents required to be
inspected and complete a Freedom of Information Request Form.
Other information requests
Council readily provides information requested by the public. Requests for any other information will be
considered in accordance with the Freedom of Information provisions of the Local Government Act. Under this
legislation an application fee and a search fee must be forwarded with a completed request for access form as
provided by Council that satisfies the requirements of Section 13 of the Freedom of Information Act, 1991,
unless the applicant is granted an exemption.
Page … 50
Should the applicant require copies of any documents inspected pursuant to a Freedom of Information request,
legislative charges will apply.
Freedom of Information Request Forms and other requests regarding the access to Council documents must be
addressed to either of the following persons:
Mr Stephen Rufus or Mrs Karyn Burton
Freedom of Information Officer(s)
at the Berri Barmera Council Office, 19 Wilson Street (or PO Box 229)
BERRI SA 5343.
Response to applications will be within the statutory thirty (30) days from the date of receipt of the properly
completed Freedom of Information Request Form, together with the application and appropriate fees.
Page … 51
NATIONAL COMPETITION POLICY:
Pursuant to the Government Business Enterprises (Competition) Act 1996 and the revised Clause 7 Statement
published in September 2002, the following information is provided:
1:
2:
Significant Business Activities
Category One
Category Two
-
Nil
Nil
Complaints Mechanism
Council has adopted a entitled “Competition Principles - complaints Process”
which reads as follows:
(Policy C19),
When a complaint is received it shall be referred to the Chief Executive Officer for internal investigation
in the first instance.
In the event that the Chief Executive Officer is of the opinion that the complaint requires an independent
investigation then the Chief Executive Officer shall refer the complaint to the independent panel
established by the Local Government Association.
Action : Within five working days from receipt of the complaint:
*
*
*
*
*
record the complaint in the complaints register
acknowledge the complaint
advise the complainant who will be dealing with the complaint
provide the complainant with a copy of the policy
provide the complainant with a copy of the complaints process
Within twenty working days from receipt of the complaint:
*
*
*
investigate the complaint
advise the complainant of the result of the investigation and any corrective action taken
record the outcome in the complaints register
In the event that the complaint does or is likely to take longer than twenty days to resolve a deadline for
resolution of the complaint will be set with the complainant.
If the complainant is not satisfied with the advice given and requests a review of the outcome and the
complaint was originally handled internally the complaint will be referred to a person from the panel
established by the Local Government Association.
Where a complaint has been addressed through the Local Government process the complainant may
refer the complaint to the Competition Commissioner.
Page … 52
FINANCIAL MANAGEMENT:
The State Government Financial Sustainability Inquiry highlighted the need for Councils to use financial
indicators as a means of providing meaningful information to Elected Members, staff and the Community in
order to ascertain the financial health and performance of Council. A great deal of work has been undertaken
by the SA Local Government Financial Management Group developing and standardising a set number of
indicators applicable to all Councils. The use of the financial indicators are effectively a roadmap to assist in the
steering of Council’s financial performance and sustainability.
The amendments to the Local Government Act 1999 that came into force on 25th January 2007 require Council
to “state the measures (financial and non-financial) that are to be used to monitor and assess the performance
of council over the relevant period.”
Therefore the following financial indicators have been utilised to analyse the past performance and project the
future impact of proposed budget allocations for the upcoming financial year.
Indicator 1 – Operating Surplus
(the difference between the day to day income and expenses for the period)
An operating surplus (or deficit) arises when operating revenue exceeds (or is less than) operating expenses for
a period. A Council’s long term financial sustainability is dependent upon ensuring that, on average, its
expenses are less than its revenues. If a Council is not generating an operating surplus in most periods then it
is effectively living beyond its means and is unsustainable. It will be inevitable the Council will be faced with a
financial shock at some stage and be forced to either substantially raise its rates or not replace its assets and
thus provide the community with a lower standard of service.
Indicator 2 – Operating Surplus Ratio
(by what percentage does the major controllable income source vary from day to day expenses)
The operating surplus ratio is the operating surplus (or deficit) expressed as a percentage of general and other
rates net of rate rebates and revenues from the NRM levy.
A positive ratio indicates the percentage of rates available to fund capital expenditure. A negative ratio indicates
the percentage increase required in rates to achieve a break-even operating result. If in the event of a positive
ratio and that amount is not being required for that particular year, it can be held over for the future capital works
or can be used to reduce existing debt.
Indicator 3 – Net Financial Liabilities
(what is owed to others less money you already have or is owed to you)
Net financial liabilities is total liabilities less financial assets.
Net financial liabilities is a broader and more appropriate measure of indebtedness than the level of borrowings
as it includes all of Council’s financial assets and obligations including employee entitlements and creditors.
Often too much focus is placed on the level of a Council’s borrowings without also considering the available
financial assets (ie. money in the bank). However before considering an increase in its net debt a Council must
recognise that interest associated with the debt will impact negatively on its operating result. A council’s
indebtedness should be managed to ensure its liabilities and associated costs can be met comfortably from
operating revenues.
Page … 53
Indicator 4 – Net Financial Liabilities Ratio
(how significant is the net amount owed compared with income)
This ratio indicates the extent to which net financial liabilities of a council could be met by its operating revenue.
Where the ratio is falling over time indicates that the council’s capacity to meet its financial obligations from
operating revenue is strengthening. However a council with a healthy operating surplus may decide to allow its
net liabilities ratio to increase in order to provide additional services to its community through the acquisition of
additional assets without detracting from its financial sustainability.
Indicator 5 – Interest Cover Ratio
(how much income is used in paying interest on loans)
This ratio indicates how much of Council’s operating revenues are committed to interest expense. There is no
right or wrong ratio but a council must be aware to manage this ratio within a range it is comfortable with.
Indicator 6 – Asset Sustainability Ratio
(are assets being replaced at the rate they are wearing out?)
This ratio indicates whether Council is renewing or replacing existing non-financial assets at the same rate the
assets are wearing out. It is calculated by measuring capital expenditure on renewal or replacement of assets
relative to the recorded rate of depreciation of assets for the same period.
If capital expenditure on renewing or replacing existing assets is at least equal to depreciation on average over
time then a Council is ensuring the value of its assets is maintained. If capital expenditure on existing assets is
less than depreciation it is likely it is under spending on renewal and replacement of assets and will eventually
be confronted with failed assets and significant renewal and replacement costs that cannot be accommodated
for within a short period.
Indicator 7 – Asset Consumption Ratio
(the average proportion of ‘as new condition’ left in assets)
This ratio shows the written down current value of Council’s depreciable assets relative to their ‘as new’ value in
up to date prices. This ratio highlights the aged condition of Council’s assets. If a council is responsibly
maintaining and renewing and replacing its assets then the ratio would be relatively high. However, it makes no
sense financially to replace perfectly serviceable assets just because they are old. Providing a council is
operating sustainably it will be in a strong financial position to be able to fund the future renewal or replacement
of assets when necessary.
FINANCIAL INDICATORS – THE BERRI BARMERA COUNCIL
Indicator 1
Operating Surplus(Deficit)
Indicator 2
Operating Surplus Ratio
Indicator 3
Net Financial Liabilities
Indicator 4
Net Financial Liabilities Ratio
Indicator 5
Interest Cover Ratio
Indicator 6
Asset Sustainability Ratio
Indicator 7
Asset Consumption Ratio
2005/2006 Financial
Statements (audited)
2006/2007 Financial
Statements (audited)
(834,126)
(1,828,201)
(14%)
(28%)
908,193
(1,740,977)
10%
(17%)
0%
.1%
120%
6%
N/A
N/A
Page … 54
INTERPRETATION
Indicator 1 Operating Surplus(Deficit) and Indicator 2 Operating Surplus Ratio
The operating deficit indicated in the 2006/2007 audited financial statements has increased substantially from
the previous year due to an increase in depreciation expense, employee costs and the cost of materials and
contracts. A review of several of Council’s asset registers resulted in depreciation expense for buildings and
structures in particular being increased. Several employee terminations resulted in entitlements being paid out
and thus increasing the annual employee expenditure. The scope to raise rates to offset some of the deficit is
extremely limited in the current economic climate therefore much tighter controls over operating expenditure is
required. A review of services offered to the community and how efficiently they are being delivered will also be
an avenue explored to reduce councils operating expenditure.
Indicator 3 Net Financial Liabilities and Indicator 4 Net Financial Liabilities Ratio
Council has traditionally held an amount of cash in reserves to fund various projects as they arose. Council’s
debt level has also been quite moderate with a number of loans being finalised over the past 12 months. For
the 2006/2007 financial year 13% of rate revenue was used to service Council’s loans (excluding self servicing
loans.) During the 2006/2007 there was considerable cash movement regarding the newly implemented
Wastewater Reuse Scheme which has resulted in the vast improvement in the Net Financial Liabilities
indicators. The 2007/2008 financial year will see this cash movement in reverse as payments out regarding the
Wastewater Scheme will be realised.
To keep in mind however is the aging of many of Council’s assets and need to address the backlog of asset
replacement which may have some bearing on Council indebtedness.
Indicator 5 Interest Cover Ratio
A negligible proportion of Council’s operating revenue is committed to meeting net interest costs.
Indicator 6 Asset Sustainability Ratio
This ratio indicates for the 2006/2007 year Council reduced its replacement of existing assets. New legislation
requires Councils to prepare an Infrastructure and Asset Management Plan. Work has commenced on
preparing this Plan however significant work is still yet to be carried out in order to fully understand the extent of
renewal and replacement required.
Indicator 7 Asset Consumption Ratio
At this time the ratio regarding asset consumption is unable to be calculated due to the lack of data relating to
the condition of many of councils assets.
Page … 55
ECONOMIC DEVELOPMENT:
Barmera / Anderson Street Subdivision
The Council commenced the development and sale of the second and final stage of the Anderson Street
Subdivision at Barmera.
The sub-division which is located on land previously purchased by Council provides valuable building allotments
within the Township of Barmera that are in close proximity to sporting and community facilities and the Barmera
Primary School. The success of the first stage has encouraged Council to continue with the final development
of the 28 allotments with interest being expressed during the financial year for the purchasing of allotments
within the sub-division.
The development of the sub-division is further reassuring that there are sufficient development opportunities
within the Township of Barmera and further interest within the community for the purchasing of allotments for
residential living. With the conclusion of the second stage, Council will be looking at other opportunities for
development within the Township to ensure its expansion as one of the more picturesque residential living
Towns within the Region.
Lake Bonney Youth Camp Land
The Council proceeded to purchase a parcel of Crown Land on Queen Elizabeth Drive at Barmera that is
currently occupied by the Lake Bonney Youth Camp.
The purpose for Council purchasing the land was to again provide development opportunities for developers
within the Township of Barmera while capitalising on the most valuable asset, being Lake Bonney.
During the year Council invited expressions of interest from developers to join with Council for the development
of the land with a preferred developer being selected. Negotiations will continue with the developer with an
anticipated commencement of the development within the 2008 year.
In relation to Council’s Economic Development activity and the development of residential allotments, the
proceeds or profit derived by Council is allocated to a Land Development Reserve which is utilised for other
economic development activity. In addition to economic activity, a number of community projects have also
been funded by the proceeds of this development with such projects being ear-marked that include the upgrade
to the Barmera Bowling Club greens, upgrades to the Berriview Lawn Tennis Complex, upgrades to Baseball /
Softball facilities at Glassey Park, and other numerous projects that will either improve community facilities
and/or generate economic benefit to the community and the Riverland Region as a whole.
Right: Lake Bonney Youth Camp Land
Page … 56
CORPORATE AND COMMUNITY SERVICES
CORPORATE:
Community Land Management Plans
Rating and Valuations - Rating Policy for the Year 2006 / 2007
COMMUNITY:
Youth
Library
Transport
Council Events (Australia Day / Senior Parties / 1956 Flood Commemoration Event
Berri Visitor Information Centre
Riverland Sport and Recreation
Cemeteries
Council Properties
Leases, Licences and Hire of Council Facilities
COMMUNITY PROJECTS:
Riverland Baseball League / Softball Association
Berriview Lawn Tennis Complex
Barmera Bowling Club
Page … 57
CORPORATE:
The Corporate and Community Services Department is responsible for the
management and operations of the following functions of Council:
Mr Christopher Howell
Manager Corporate &
Community Services
Policies and Procedures
Legislative Compliance
Council / Committee Meetings
By Law Administration
Rates and property
Grants Commission
Insurance
Tourism
Business Development
Cemeteries Administration
Open Space Administration
Debtors / Creditors
Payroll
Information Technology
Records Management
Library
Community Transport
Youth
Emergency Services
Culture and Heritage
Community / Social Development
Sport & Recreation Administration
Aged Persons
Medical and Health Services
Council Properties Administration
Customer Service
Council Support / Administration
Risk Management
Contracts, Leases, Licenses and Permits
To effectively implement the management and operations of the Department, the following Staffing Structure
applies:
Deputy Chief Executive Officer
Office Manager
(1)
Property Manager
(1)
Library / CSC
Manager (1)
Page … 58
Community
Development
Officer (1)
Visitor Information
Centre Manager
(1)
CORPORATE:
COMMUNITY LAND MANAGEMENT PLANS:
Pursuant to Section 196 of the Local Government Act 1999, the Council is required to prepare, adopt and
maintain management plans for all of the land classified as community land. The preparation of these plans
requires extensive community consultation and establishes the framework for which land and community
facilities controlled by Council are managed in the future.
The Council has satisfied the provisions of the Act with the preparation and adoption of key Community Land
Management Plans and is now in the process of reviewing the relevance of the Management Plans to ensure
that the Plans reflect the activities for which the Community Land facilities are utilised.
This process will be conducted over a two year period which is being linked to a total review of Council’s land
and community assets to ensure that these assets are being utilised and do not duplicate services being
provided to the community.
Glassey Park, Berri
Page … 59
RATING POLICY FOR THE YEAR 2006 / 2007:
INTRODUCTION
The Rating Policy is prepared in accordance with Section 171 of the Local Government Act 1999, referred to as
the “Act”. The Policy is prepared and adopted each financial year in conjunction with the adoption of Council’s
Annual Budget and Declaration of Rates.
A copy of the Policy is made available to the community at the Council’s principal office and at the customer
service outlets as listed below.
This document sets out the policy of The Berri Barmera Council for setting and collecting rates from its
community. The policy covers:
-
Strategic focus
Method used to value land
Adoption of valuations
Notional Values
Business impact statement
Council’s revenue raising powers
Differential general rates
Minimum rate
Service charges
Natural Resources Management Levy
Rate concessions
Payment of rates
Late payment of rates
Remission and postponement of rates
Deferment of Rates – Primary Producers
Rebate of rates
Sale of land for non-payment of rates
Application of the Policy
Disclaimer
CONTACT DETAILS FOR FURTHER INFORMATION
The Berri Barmera Council (Principal Office)
19 Wilson Street
BERRI SA 5343
Telephone (08) 85821922, fax (08) 85823029,
email – [email protected]
Postal address: PO Box 229, BERRI SA 5343
Barmera Library Customer Service Centre
Barwell Avenue
BARMERA SA 5345
Page … 60
STRATEGIC FOCUS
In setting its rates for the 2006/2007 financial year the Council has considered the strategic direction of the
Council as established within the draft Strategic Plan 2006 – 2016. The following scorecard areas when
integrated with corporate objectives provided the basis for performance measurement and was considered
foremost during all budget deliberations:
1)
Social and Community
How our decisions contribute to and affect the community’s quality of life through effective management of
community facilities and how we manage social and community consultation, participation and inclusion.
2)
Environment and Heritage
How we manage and preserve the natural character, environment and heritage.
3)
Economic Development
How we manage and encourage development opportunities while ensuring sustainable development
principles are implemented.
4)
Governance and Finance
How we manage the governance and financial affairs of the council to ensure accountability, sustainability,
compliance and transparency.
5)
Infrastructure
How we manage our infrastructure to ensure safe and reliable access to services, facilities and property to
meet community needs.
6)
Learning and Growth
How we manage training, learning, personal development and innovation to encourage organizational
growth.
7)
Customer Satisfaction
How we manage customer satisfaction in relation to service delivery, communication and public relations.
8)
Internal Processes
How we manage and review internal processes to ensure efficient, effective and sustainable service
delivery methods through the use of up to date technology and procedures.
OBJECTIVE
Encourage community participation and inclusion.
Enhance lifestyle, quality of life and social development.
Ensure effective management of community facilities.
Encourage youth to be involved in council decision making processes and
future planning.
Encourage efficient and effective use of natural resources.
Ensure effective waste management.
Preserve and enhance our environment and heritage.
Encourage and implement strategies and practices for the reuse of waste.
Secure strategic alliances and service partners.
Encourage economic and sustainable development.
Be involved and assist with tourism within the region
Page … 61
SCORECARD
Social and Community
Social and Community
Social and Community
Social and Community
Environment and Heritage
Environment and Heritage
Environment and Heritage
Environment and Heritage
Economic Development
Economic Development
Economic Development
Ensure accountable governance with open annual performance and financial
reporting.
Implementation of training and development programs
Continue development of OHS&W policies and risk management plans.
Establish and implement long term infrastructure maintenance requirements.
Support new development.
Explore and secure funding opportunities towards implementation of
development and required infrastructure.
Ensure infrastructure programs and plans integrate with financial
management principles.
Maintain and enhance positive culture of “employer of first choice”
contributing to organizational growth.
Maintain and enhance employees skills, personal development and work
satisfaction.
Maintain and enhance information management and flow.
Maintain sound public relations.
Ensure efficient and effective service delivery and customer service.
Develop and implement community service obligations.
Develop and implement a services review program.
Improve productivity, processes and increase infrastructure and resource
capacity.
Governance and Financial
Governance and Financial
Governance and Financial
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Learning and Growth
Learning and Growth
Learning and Growth
Customer Satisfaction
Customer Satisfaction
Internal Processes
Internal Processes
Internal Processes
In setting its rates for the 2006/2007 financial year Council also considered :
-
The current economic climate in which the major factors are continued residential growth in the townships
of Berri and Barmera, affect of falling prices on the horticulture/viticulture industry/growers, increase in
property valuations, relative low inflation and interest rates, tourism industry, and the affect of local
economic factors on the business, commercial and retail sectors.
-
The specific issues faced by our community are:
• maintaining and upgrading the existing rural and township infrastructure such as roads to meet the
needs and demands of the horticulture/viticulture industry, residential growth and commercial and
industrial expansion.
• The ongoing development and maintenance of open space, parks, gardens and reserves within the
area.
• The planned revision of waste management practices, both collection and disposal.
• Continued role in developing and promoting the area.
• Continued involvement with the tourism industry, provision of tourism related infrastructure and support
of local events and festivals.
• Provision of facilities and activities for youth within the community.
• Maintaining and upgrading of existing footpath networks within the townships with the aim of improving
access for the aged and disabled.
• The planning for future residential, commercial and industrial growth within the district and to ensure
that adequate infrastructure is planned to meet the expansion.
• The continued need to ensure that Council meets relevant legislation compliance requirements.
• To maintain services that meet the needs of the community.
Page … 62
-
The budget for the 2006/2007 financial year.
-
The impact of rates on the community, including
•
Households, businesses and in particular primary producers.
•
The broad principle that the rate in the dollar should be the same for all properties except where
there is clearly a different level of services available to ratepayers or some other circumstances
which warrants variation from the broad principle.
•
Minimising the level of general rates required by levying fees and charges for goods and services
on a user pays basis, where that is possible to recover the full cost of operating or providing the
service or goods.
-
For the 2006/2007 financial year Council has decided to increase the total income to be received from
rate revenue by 2.95% above that received in the 2005/2006 financial year. This has resulted in a
decrease in the rates in the dollar for all differential rating areas as a direct result of general property
valuation increases.
The draft Strategic Plan 2006-2016 and the Council’s budget are available for inspection at the contact locations
as listed on page 1.
The Council regularly conducts public consultation on a broad range of issues relating to the future directions of
the area. These opportunities are always advertised in local papers. The Council encourages feedback from
ratepayers and other interested parties at any time and such comments should be forwarded to the Council’s
Chief Executive Officer.
METHOD USED TO VALUE LAND
The Council may adopt one of three valuation methodologies to value the properties in its area. They are:
-
Capital Value - the value of the land and all of the improvements on the land.
Site Value - the value of the land and any improvements which permanently affect the amenity or use
of the land, such as drainage works, but excluding the value of buildings and other improvements.
Annual Value - a valuation of the rental potential of the property.
The Council has decided to continue to use Capital Value as the basis for valuing land within the Council area.
The Council considers that this method of valuing land provides the fairest method of distributing the rate
burden across all ratepayers on the following basis:
-
the equity principle of taxation requires that taxpayers of greater wealth pay more tax than those of
lesser wealth;
-
property value is a relatively good indicator of wealth and capital value, which closely approximates the
market value of a property and provides the best indicator of overall property value.
Page … 63
ADOPTION OF VALUATIONS
The Council has adopted the valuations made by the Valuer-General as provided to the Council for the financial
year 2006/2007. If a ratepayer is dissatisfied with the valuation made by the Valuer-General then the ratepayer
may object to the Valuer-General in writing, within 60 days of receiving the notice of the valuation, explaining the
basis for the objection, provided they have not:
(a)
(b)
previously received a notice of this valuation under the Local Government Act, 1999, in which case the
objection period is sixty (60) days from the receipt of the first notice; or
previously had an objection to the valuation considered by the Valuer-General.
Objections are to be forwarded to:
State Valuation Office
GPO Box 1354
ADELAIDE SA 5001
Email: [email protected]
Telephone number is 1300 653 345.
Please note that the Council has no role in this process. It is also important to note that the lodgement of an
objection does not change the due date for the payment of rates.
NOTIONAL VALUES
Certain properties may be eligible for a notional value under the Valuation of Land Act 1971 where the property
is the principal place of residence of a ratepayer. This can relate to certain primary production land or where
there is State heritage recognition. A notional value is generally less than the capital value and this will result in
reduced rates, unless the minimum rate already applies. Application for a notional value must be made to the
Office of the Valuer-General.
BUSINESS IMPACT STATEMENT
The Council has considered the impact of rates on all classes of properties in its area, in particular primary
producers. In considering the impact, the following observations were made:
-
It is the view of Council that benefits received by ratepayers are not uniform, particularly in regard to
rural ratepayers versus urban ratepayers. Examples of services not provided to some ratepayers are
street lighting, kerbing and guttering, and footpaths to name a few. With this in mind Council has
continued to use the differential rating system when calculating the current year’s rates.
-
Primary producers, in particular the viticulture industry, have in recent years suffered poor returns and
lower incomes which has then resulted in Council’s consideration in setting a somewhat lower rate in
the dollar in comparison to other properties within the district. Overall, there has been a reduction in
property valuations for primary production properties which is reflective of the lower income returns for
horticulture properties. This fact has also been reflected in the decrease in the rates in the dollar
applied to such properties.
-
From primary production properties Council has derived rate revenue of $1,229,716 for the 2006/2007
year.
Page … 64
-
The majority of Council’s ratepayers are classified as “town residential”. The total rate revenue raised
from town residential properties for the 2006/2007 is $2,076,522 and represents 38% of its total rate
revenue raised;
-
Commercial and industrial properties of the Council area generally have the same services available to
them and their employees as other ratepayers, however it is accepted that commercial and industrial
users have a greater impact on the main services such as road maintenance and may derive a greater
benefit from such services as improved public lighting, parking controls etc. This is the basis for Council
setting a higher rate in the dollar for such properties.
-
Council has raised rate revenue of $643,700 from commercial properties for the 2006/2007 financial
year and $187,481 from industrial properties.
Council recognises its responsibility to stimulate and encourage economic growth in a diverse range of activities
and to do so must provide adequate infrastructure.
The following works and projects are included in the 2006/2007 estimates:
Corporate Services
Sundry Computer Software
Mapping Software
Asset Management Software, Stage 1
Computer Plant and Equipment
Council Office Alterations and Storage Area
Records Storage Facility
$
6,000
27,000
20,000
29,500
20,000
15,000
Community Services
Youth Functions and Promotions
Funding towards RFDS Wings for Life Appeal
Demolition of Buildings at Berri Bowling Club
1956 Flood Commemoration Event
Senior Citizens Upgrade of Air Conditioning
Berri and Barmera Library Furniture, Fittings and Equipment
Storage Shed Sporting Groups
Swimming Pool Additions
Swimming Pool DECS Equipment Shed
$ 12,000
6,500
10,000
15,000
30,000
24,970
50,000
25,000
2,000
Environmental and Inspectorial Services
Maintenance Community Wastewater Management System
Household Desludging
Employment of Planning Officer
Town Planning – Berri Eastern Approach
Town Planning RTA Tourism PAR
Town Planning Berri West Infrastructure Study
Major Council Buildings Assessment
Wastewater Re-Use Project
Community Wastewater Management System
$ 262,000
145,000
104,743
40,000
5,000
30,000
30,000
80,000
95,000
Works and Technical Services
Cemeteries – Furniture
Cemeteries – Memorial Crosses
$
Page … 65
5,000
5,000
Demolition Barmera Oval Toilet
Regional Waste Management Studies
Lake Bonney Foreshore Future Planning
Kay Avenue Median Strip Maintenance
Street Tree Development (Replace Oleanders)
Road Maintenance – School Safe Routes
Road Maintenance – Pascoe Terrace Median Strip
Design and Works
Stormwater Drainage Study Berri
Stormwater Drainage Glossop
Denny Street Carpark
Toilets for Disabled – Monash Adventure Park
Vaughan Terrace Toilet Upgrade
Bruno Bay Boatramp
Lake Bonney Foreshore Development
Replacement Playground Equipment
Road Construction – Scott Avenue Stage 3
Road Construction - Reseals
Road Construction – Resheeting/Rerubbling
McKay Road Realignment
Kerbing and Verge Sealing – Foot Avenue
Kerbing and Verge Sealing – Verran Terrace
Road Construction – Service Road, Old Sturt Highway
Footpath Construction – Cobdogla, Gopher Routes
Courthouse Carpark Construction
Plant and Machinery Purchases
Small Plant Purchases
Works Depot Security Fencing
Motor Vehicle Purchases and Changeovers
2,500
20,000
10,000
13,000
5,000
10,000
12,000
32,000
5,000
6,000
25,000
115,000
240,000
44,000
20,000
218,475
100,000
150,000
757,000
11,550
13,000
20,000
219,400
27,000
847,846
10,224
18,500
18,000
Governance
Strategic Planning
Motor Vehicle Purchases and Changeovers
$ 30,000
5,000
Economic Development
District Entrance Signage Strategy
$ 20,000
COUNCIL’S REVENUE RAISING POWERS
All land within a Council area, except for land specifically exempt (e.g. Crown Land, Council occupied land and
other land prescribed in the Local Government Act 1999 – refer Section 147 of the Act), is rateable. The Local
Government Act provides for a Council to raise revenue for the broad purposes of the Council through a general
rate, which applies to all rateable properties, or through differential general rates, which apply to classes of
properties. In addition, Council can raise separate rates for specific areas of the Council, or service rates or
charges for specific services.
The Council also raises revenue through fees and charges, which are set giving consideration to the cost of the
service provided and any equity issues. The list of applicable fees and charges is available at Council’s contact
locations listed on page 1.
Page … 66
DIFFERENTIAL GENERAL RATES
The Council has decided to impose differential general rates according to the locality of the land and its use,
pursuant to Section 156 (1)(c) of the Local Government Act 1999.
In applying Differential General Rates Council has considered and is satisfied that the rating system addresses
the issue of consistency and comparability across all Council areas, particularly as it relates to the various
sectors of the business and wider community. This satisfies the requirements of Section 153(2) of the Local
Government Act 1999.
The localities and uses are as follows:
1) Township of Barmera, Berri, Cobdogla, Glossop, Loveday and Monash as defined, with land use
categories including residential, commercial, industrial and other.
2) Outside of aforesaid Townships as defined, with land use categories including residential, primary
production, vacant rural dry, other, commercial and industrial.
At its meeting of 25th July 2006 the Council decided to raise rate revenue of $5,415,439 in a total revenue
budget of $15,724,070. This resulted in a decision of Council to continue to use the differential rating method
for the following properties:
(1)
Townships of Barmera, Berri, Cobdogla, Glossop, Loveday and Monash as defined:
(a)
Residential
0.4855 cents in the dollar on the capital
value of such rateable property
(b)
Commercial
0.5834
“
“
(c)
Industrial
0.6022
“
“
(d)
Other
0.4376
“
“
(2)
Outside the aforesaid Townships as defined:
(a)
Residential
0.4780 cents in the dollar on the capital
value of such rateable property
(b)
Primary Production
0.4350
“
“
(c)
Vacant Rural Dry
0.4376
“
“
(d)
Other
0.4376
“
“
(e)
Commercial
0.5645
“
“
(f)
Industrial
0.5834
“
“
Land use is used as the factor to apply differential rates. If a ratepayer believes that a particular property has
been wrongly classified as to its land use, then they may object to that land use within 60 days of receiving
notice. A ratepayer may discuss the matter with the Council’s Rates Officer in the first instance and Council will
provide a copy of Section 156 of the Local Government Act 1999 which sets out the rights and obligations of
ratepayers in respect of objections to a land use.
MINIMUM RATE
A Council may impose a minimum amount payable by way of rates, provided that it has not imposed a fixed
charge. Where two or more adjoining properties have the same owner and are occupied by the same occupier,
only one minimum rate is payable by the ratepayer. Where a Council imposes a minimum rate it must not apply
to more than 35% of properties in the Council area.
Page … 67
At its meeting of 25th July 2006 Council decided to set a minimum rate of $500 which shall be applied to all
rateable properties within the townships of Barmera, Berri, Cobdogla, Glossop, Loveday and Monash. It will
affect 17.4% of rateable properties and will raise $507,000 of rate revenue for the 2006/2007 financial year.
The reasons for imposing a minimum rate are:
-
The Council considers it appropriate that all rateable properties make a base level contribution to the
cost of administering the Council’s activities;
The cost of creating and maintaining the physical infrastructure that supports
each property.
SERVICE CHARGE
The Council provides a community wastewater management system to properties in the townships of Barmera,
Berri, Cobdogla, Glossop, Monash and Loveday. The full cost of operating and maintaining the service for the
financial year 2006/2007 is budgeted to be $1,459,822. This includes capital expenditure of $95,000 put aside
for construction and $712,363 for future asset replacement employed in providing the service.
As per the declaration of the service charge relating to Effluent Drainage Schemes, the Council will recover the
operating cost through the imposition of a service charge of $155 for each unoccupied property unit and $310
for each occupied property unit. The occupied property unit includes an amount of $25 per unit for septic tank
desludging.
NATURAL RESOURCES MANAGEMENT LEVY
The Natural Resources Management Act 2004 requires that the Berri Barmera Council collect on behalf of the
SA Murray-Darling Basin Natural Resources Management Board a levy on all rateable properties within its
Council area.
The levy funds ongoing NRM projects that are vital to the region to protect and manage precious natural
resources such as water and soil and control pest plants and animals.
For the financial year 2006/2007 the Berri Barmera Council are required to make payable to the SA MurrayDarling Basin Natural Resources Management Board an amount of $74,381.
In order to recover this amount a separate rate of .0066 cents in the dollar has been declared, based on the
capital value of all rateable land within the Council area. A minimum separate rate of $7.50 has also been
declared for such rateable land.
RATE CONCESSIONS
The State Government, in providing equity across SA in this area, funds a range of concessions on Council
rates. The concessions are administered by various State Agencies who determine eligibility and pay the
concession directly to Council on behalf of the ratepayer. Concessions are available only on the principal place
of residence.
Ratepayers who believe they are entitled to a concession should not withhold payment of rates pending
assessment of an application by the State Government as penalties apply to overdue rates. A refund will be
paid to an eligible person if Council is advised that a concession applies and the rates have already been paid.
Page … 68
State Seniors Card Ratepayer (Self Funded Retirees)
This concession is administered by Revenue SA. If you are a self-funded retiree and currently hold a State
Seniors Card you may be eligible for a concession toward Council rates. In the case of couples, both must
qualify, or if only one holds a State Senior’s Card, the other must not be in paid employment for more than 20
hours per week. If you have not received a concession on your rate notice or would like further information
please contact the Revenue SA Call Centre on 1300 366 150.
Pension Concession
If you are an eligible pensioner you may be entitled to a remission on your rates. Application forms (including
information on the concessions) are available from the Council office or by phoning the DFC Concessions
Hotline on 1800 307 758 or Council on 8582 1922.
An eligible pensioner must hold a Pension Card, State Concession Card or be a T.P.I. Pensioner. They must
also be responsible for the payment of rates on the property for which they are claiming a concession. The
State Government administers the applications.
It is important to note that seeking a remission does not change the due date for payment of rates.
Unemployed Persons Concessions
The Department for Families and Communities (DFC) Department of Human Services (DHS) may assist with
the payment of Council rates for your principal place of residence (remissions are not available on vacant land
or rental premises). Please contact the Concessions Hotline on 1800 307 758 or your nearest DHS office for
details.
PAYMENT OF RATES
The Local Government Act 1999 requires that Council must provide an opportunity for all ratepayers to pay
rates by quarterly instalments. These instalments are to be payable in the months of September, December,
March and June.
It is not mandatory for ratepayers to pay by quarterly instalments, however it is an option that Council must
make available to all ratepayers.
The due dates for the quarterly instalments of Council rates for 2006/2007 are:
15th September, 2006
15th December, 2006
16th March, 2007
155h June, 2007
Council rates may be paid:
by mail (cheque or money order)
by telephone, using a debit or credit card, phone (08) 8582 1922
by Bpay facility as detailed on the rate notice
by internet as detailed on the rate notice
in person at the Council Office locations - EFTPOS facilities are available for payments.
by BillExpress facility as detailed on the rate notice
by Australia Post billpay facility as detailed on the rate notice
Page … 69
Any ratepayer who may, or is likely to, experience difficulties with meeting the standard payment arrangements
should contact the Rates Officer on (08) 8582 1922 to discuss alternative payment arrangements. Such
enquiries are treated confidentially.
LATE PAYMENT OF RATES
The Local Government Act provides that Councils impose a penalty of a 2% fine on any payment for rates,
whether instalment or otherwise, that is not paid on or before the due date as from 1 July 2006. A payment that
continues to be late is then charged a prescribed interest rate, set each year according to a formula in the Act,
for each month it continues to be late. The purpose of this penalty is to act as a deterrent to ratepayers who
might otherwise fail to pay their rates on time, to allow Councils to recover the administrative cost of following up
unpaid rates and to cover any interest cost the Council may meet because it has not received the rates on time.
For the 2006/2007 financial year this rate is 0.8125% per month.
When the Council receives a payment in respect of overdue rates the Council applies the money received as
follows:
-
first – to satisfy any costs awarded in connection with court proceedings;
second – to satisfy any interest costs;
third – in payment of any fines imposed;
fourth – in payment of rates, in chronological order (starting with the oldest
account first).
REMISSION AND POSTPONEMENT OF RATES
Section 182 of the Local Government Act permits the Council, on the application of the ratepayer, to partially or
wholly remit rates or to postpone rates, on the basis of hardship. Where a ratepayer is suffering hardship in
paying rates, it is recommended to contact the Rates Officer on (08) 85821922 to discuss the matter.
A ratepayer may be required to submit evidence of the hardship being suffered to benefit from the application of
Section 182. Such enquiries are treated confidentially by the Council.
DEFERMENT OF RATES – PRIMARY PRODUCERS
Section 182 of the Local Government Act permits the Council to partially or wholly remit or postpone rates on
the basis of hardship.
It has been the decision of Council that due to the economic downturn and hardship being faced by the
horticulture industry, ratepayers, upon application to the Council, may request to defer payment of Council rates.
Such applications will be referred to the Rural Counselling Service for assessment prior to Council granting such
deferment
Property assessments with the differential rate of Primary Production only are eligible to apply on such basis.
Page … 70
REBATE OF RATES
The Local Government Act requires Councils to rebate the rates payable on some land. Specific provisions are
made for land used for health services, community services, religious purposes, public cemeteries and
educational institutions.
Discretionary rebates may be applied by the Council under Section 166 of the Act, upon receipt of applications
in accordance with Council’s Rate Rebate Policy that deem to satisfy the criteria specified within this section.
The Council under the discretionary rebate of rates, may grant a rebate in any of the following purposes and
cases:
•
•
•
•
•
•
•
•
•
•
•
•
Where the rebate is desirable for the purpose of securing the proper development of the area (or a part of
the area).
Where the rebate is desirable for the purpose of assisting or supporting a business in its area.
Where the rebate will conduce to the preservation of buildings or places of historic significance.
Where the land is being used for educational purposes.
Where the land is being used for agricultural, horticultural or floriculturual exhibitions.
Where the land is being used for hospital or health centre.
Where the land is being used to provide facilities or services for children or young persons.
Where the land is being used to provide accommodation for the aged or disabled.
Where the land is being used for a residential aged care facility that is approved for Commonwealth
funding under the Aged Care Act 1997 (Cwlth) or a day therapy centre.
Where the land is being used by an organisation which, in the opinion of the council, provides a benefit or
service to the local community.
Where the rebate relates to common property or land vested in a community corporation under the
Community Titles Act 1996 over which the public has a free and unrestricted right of access and
enjoyment.
Where the rebate is considered by the council to be appropriate to provide relief against what would
otherwise amount to a substantial change in rates payable by a ratepayer due to –
• A redistribution of the rates burden within the community arising from a change to the basis or structure
of the council’s rates, or
• A change to the basis on which land is valued for the purpose of rating, rapid changes in valuation, or
anomalies in valuations.
• Any rebate over and above the legislated percentage provided by the Act, for mandatory rebates or
discretionary rebates, will need to be considered by Council upon written application and in conjunction
with the Rate Rebate Policy adopted by Council on 26th July 2005. Applications for such additional
rebates are required on an annual basis.
SALE OF LAND FOR NON-PAYMENT OF RATES
The Local Government Act provides that a Council may sell any property where the rates have been in arrears
for three years or more. The Council is required to notify the owner of the land of its intention to sell the land,
provide the owner with details of the outstanding amounts, and advise the owner of its intention to sell the land if
payment of the outstanding amount is not received within one month.
Page … 71
APPLICATION OF THE POLICY
Where a ratepayer believes that the Council has failed to properly apply this policy it should raise the matter
with the Council. In the first instance contact to be made with the Officer Manager or Manager of Corporate and
Community Services on (08) 8582 1922 to discuss the matter. If after the initial contact a ratepayer is still
dissatisfied they should write to the Chief Executive Officer, Berri Barmera Council, PO Box 229, Berri SA
5343.
DISCLAIMER
A rate cannot be challenged on the basis of non-compliance with the rating policy and must be paid in
accordance with the required payment provisions.
ADOPTION AND REVIEW
This policy was adopted at the Council meeting held on the 25th day of July, 2006, being resolution number
836/06 of the Council meeting.
The policy will be reviewed annually in May or June to coincide with Council adopting its annual budget and
declaring the annual rates.
Page … 72
COMMUNITY:
YOUTH:
The 2006/2007 financial year was jam packed with events and programs for youth! There were many
opportunities for young people to develop skills, attend events and generally have fun. The YACU Committee
had regular monthly meetings throughout this time, to ensure that the projects ran efficiently and to address any
issues that arose.
Finding My Place (July-Oct 2006)
‘Finding My Place’ was a collaborative project between Berri Library, Council and Glossop High School. The
program was run once a week for two hours at the Berri Library through the school. A group of 17 girls in year 9,
10 and 11 that were at risk of dropping out of the education system were invited to participate in the program,
which was designed to develop life skills needed if they disengaged from the system in the near future. The
program had great attendance and feedback from the girls. It was suggested that the program be offered next
year.
Riverland Field Days (Sept 2006)
Riverland Field Days was a great way to promote the YACU Committee to the public. We had a site situated
close to the Council site where the raffle for the Skate Park opening was stationed and face painting was carried
out to raise money for the Relay for Life Team. This was a great way to get the committee out and about, and
over the two days we had 20 youth consisting of YACU members, Skate Park Accountability Group members
and Relay for Life team members involved.
Relay For Life (Oct 2006)
The YACU committee entered two teams in Relay For Life. One team was made up of YACU members and the
other was youth, encouraged by committee members, to participate in community events. The two teams
worked together for approximately 6 months prior to the event raising funds for the cause. This enabled the
participants to build skills in planning, promoting and team work. The event was also helpful to the youth by
instilling the desire and encouraging the motivation to be involved in community based activities.
Food Safety Week Workshop (Nov 2006)
Food safety workshops were organized by Rebecca Atze and Michelle Baden to educate youth on food safety
during ‘Food Safety Week.’ Three workshops were offered in the Glossop High Middle Campus, where students
prepared a meal and were assessed by Rebecca on their food handling abilities. Rebecca also presented the
food safety basics to the classes prior to the workshops. The workshop was due to a successful application of
funds.
Bluelight Driver Eduction Pilot Program (18 Nov 2006)
Six YACU members participated in the Blue Light Driver Education Pilot Program. Unfortunately the golf
buggies were not working at the time but they completed the theory component and offered constructive and
positive feedback. The members found the information interesting and especially enjoyed the challenge of
controlling a remote control car whilst wearing “Beer Goggles” (goggles that impaired a persons vision as
though they had consumed alcohol).
Page … 73
‘Talk Out Loud’ Peer Education Training (Dec 2006)
Three YACU members and myself travelled to Adelaide to attend a pilot workshop called “Talk Out Loud” which
focused on youth mental health and drugs and alcohol misuse. The opportunity to network and share ideas on
current and future projects was a real eye opener and increased the confidence and drive of the members
whom attended. The workshop was a great start to the ‘Drug and Alcohol Awareness Campaign.’
Barmera Skate Park Opening Competition (Dec 2006)
The Skate Park opening was a fantastic event. We had
approximately 30 participants in the competition and
approximately 100 spectators. The Skate Park Committee did a
great job of organizing the event and it was great to see YACU
members helping out with entertainment and on the food and drink
stall. The event was well received by the community and another
competition will definitely be considered in the near future.
Barmera Skate Park
YACU End Of Year Fun (16 Dec 2006)
To start their end of year break-up party the YACU Committee travelled by bus to Mildura The members had
lunch, followed by Putt Putt Golf and Dodgem cars. The committee then travelled back to the Riverland, where a
formal dinner was held followed by a trip to Bowland. The outcome of this trip was not only to reward the
committee with a day of fun, but to recognise their hard work throughout the year and appreciate the growth of
the group.
The membership has steadily increased and the dynamics of the group have changed. There are clear leaders
and each member has a speciality that the other members identify with. There is now an instant network that
members can call upon for information or resources. The trip was a great way to start the group working as a
team, and they are working on youth issues in a positive atmosphere. It’s great to see a group of young people
lead by example.
UltraWorld 2007 (13 Jan 2007)
UltraWorld sent sound waves through the Riverland with 350+ young people enjoying the entertainment on offer
into the early hours of the morning. The local DJ’s had the attention of the crowd, especially when Deebo hit the
stage. YACU are already planning next years event, so keep January 2008 free! Who knows what red hot acts
we’ll have blowing into town.
‘YACU Bootcamp’ National Youth Week Event (14 April 2007)
YACU ran a Boot Camp for young people featuring skills based workshops for the
2007 National Youth Week Event. The workshops offered included DJ, dance &
mechanics skills. The camp was held over 2 days and one night. In total 17 young
people attended the camp, with the highlight being the ‘Drug and Alcohol
Information Session’ ran by DASSA representative Jill Eustice.
On both days Local DJ’s White D and Dr Daff ran the DJ session and Emma
Schilling from Mint Studios in Adelaide, along with the help of two instructors, ran
the dance workshops. The mechanics workshop was run by a couple of petrol
head YACU members on the Sunday. The overall vibe of the camp was relaxed,
with unscheduled sessions of physical recreation mixed with structured sessions.
The participant’s feedback concluded that the camp was an awesome way to
spend a weekend.
Page … 74
‘Are We There Yet’ National Youth Conference (1 May 2007)
Six YACU members were ecstatic to attend the three-day National Youth Conference held in Melbourne, the
first in 8 years. The conference consisted of a series of workshops including skill development, issue based
discussions and successful programs. The conference ran parallel
programs for people under 25 and Youth Workers.
YACU members’ chose a range of workshops that they identified as a
need/issue for the Riverland area. The workshops equipped the
members with the knowledge to address issues that have or possibly will
arise in the future. The conference gave these six young leaders
valuable skills and an experience of a lifetime that they will never forget!
Can’t wait for the next one!!!
LIBRARY SERVICES:
The last year has been a busy and productive time for library staff working at the Berri Library and Information
Centre and the Barmera Library and Council Customer Service Centre, with implementation of new services
and improvements to existing ones. We are grateful to our many volunteers for their help, and thank the
Council and the community for their support. We look forward to meeting the challenges of the next financial
year with enthusiasm and commitment to the community.
Here are some of the ways we have been helping to “build a better community”: Free Wireless Internet Hotspots
Both Berri and Barmera Libraries now have free wireless access to the Internet for their customers. Wireless
was installed at the Berri Library & Information Centre in June 2006, as part of phase 1 of the S.A. Public
Libraries Services pilot project that included more than 26 libraries across the State. The Barmera Library, as
part of the phase 2 rollout, had wireless installed in May
2007. Since installation, the wireless internet service has
been extremely popular at both libraries, with locals and
travellers alike taking advantage of the free service. If you
would like to test out our wireless Internet service on your
laptop you will need:
- To register to use the wireless access and obtain your
login and password
- A wireless network interface card, 802.11b or 802.11g
- To configure your laptop or PDA to use the Library's Internet
connection
- Compatible headphones if you plan to use audio files
Page … 75
Australian Library Week And History Week
In May 2007 both libraries celebrated Australian Library and Information Week
and History Week. At Barmera Library, The National Trust’s soldier settler
photos from World War I were bought in by Corrie Spronk and Garth Gow, and
displayed in the Library, along with local history books and maps. The
accompanying afternoon tea attracted more than 60 people, with some of the
original World War II soldier settlers attending as special guests. All who
attended were pleased with the display and it was a pleasure to see some of
our home-grown “living legends” and hear their stories of our early history.
Mrs Peg Mortimer at the Barmera Library
History Week celebrations
Berri Library held an all day morning tea to celebrate Library & Information Week on May 23rd. The event was
enthusiastically supported by all including staff from TAFE and Glossop High, students and the public. There
was food, fun and music for everyone. Many took part in the competitions with a number of copies of Rachel
Treasure's latest book Rouseabout going to winners in the draw. Morning tea packs were sent to other local
TAFE campuses so staff could celebrate library week in style with gourmet tea, coffee and biscuits. These were
well received and provided an opportunity to promote our library and services. To celebrate History Week a
collection of advertisements, photographs and memorabilia pertaining to the commercial history of Berri were
displayed in the foyer providing a snapshot look at how our traders have changed over the years.
Your Tutor Homework Help
South Australian students will not have to struggle with their homework, assignments or exam revision again.
Students in years 4 through 12 can visit Berri or Barmera Libraries (in fact any public library in the State) or log
onto the library’s website to get immediate help from qualified tutors. Coordinated and funded by Public Library
Services, the libraries are connected to a unique and innovative Online Tutoring Service from Tutoring
Australasia that connects students to expert tutors in mathematics, science, English, research-based subjects
and study skills via the Internet. This free service allows anyone to come to one of the libraries or log on from
home, Monday-Friday, from 4pm to 8pm and receive expert help from real tutors via the Internet. Students
enter their year level and the subject they need help in and are immediately connected to an expert tutor in an
Online Classroom for help.
To find out more about this fantastic new service contact Berri Library and Information Centre or Barmera
Library and Council Customer Service Centre.
Libraries board of S.A. Riverland visit
Library staff experienced a very uplifting visit from The Libraries
Board of South Australia on Thursday 2nd March. The Board aims
to visit every library in the state over a five year period, which is as
you can imagine, quite a difficult task. Board members, although
clearly exhausted from a day of visits, were visibly excited to hear
what our key stakeholders (representatives from TAFE SA, Glossop
High School and Council) had to say about the services provided by
our unique tripartite joint use facility at Berri and the Barmera
Library and Council Customer Service Centre.
The Public Libraries Board of SA visit Berri Library
Page … 76
This visit was a great success with the Board leaving Berri very impressed with what the Berri Barmera Council
and its partners have achieved in providing quality library services to the district.
RSL “Australia At War” Special Collection Expanding
On March 14th 2007 the Korea & South East Asia Forces Association of Australia Riverland Sub Branch
donated a number of books covering Australia’s involvement in the Korean War. Also donated were two framed
pictures for display in the reading room. Glossop High School Head Prefects took part in the official handover
and Library Manager Peter Ison officially accepted the items on behalf of the library, to be included in the RSL
Australia at War collection.
The collection of 550 catalogued items has now been made available for loan and new titles are being added
each year via donations and a budget supplied by Berri Barmera Council. Display cases have some unique
items which were donated by a local family. These include Japanese books, a water purifying kit, maps,
backpack, a sewing kit and pieces of shrapnel.
Author Visits
Two top Australian authors visited the Berri Barmera District in
2006. On Friday 18th August 2006 the Barmera Library
coordinated a visit by author and illustrator Roland Harvey as part
of the Books Alive and Advertiser Big Book Club promotion. Five
schools were invited to two sessions in the Bonney Theatre (as
there was not enough space in the Library!) A total of 500 children
and teachers attended. The Barmera Library also organised a
competition for the children, and a luncheon for 30 adults to hear
Roland Harvey and another author, Peter Brune, speak about their
books. Library staff worked hard to make the day a huge success.
Author, Roland Harvey with the winners of
the “In the Bush” competition at the Bonney
Theatre
On Friday evening the Berri Library hosted a combined Big Book Club
and Books Alive event with bestselling author Peter Brune. More than
40 people from all over the Riverland came to share supper and
drinks with Peter Brune and listen to him speak about his latest book
A bastard of a place, about the Kododa campaign during WWII.
Author, Peter Brune promotes his new book “A bastard of place”
at the Berri Library
In October 2006, local author Hallett Shueard visited the Barmera Library to speak to the community about his
recent thriller Nemesis which has proved quite popular.
Children’s Funtime
Our children’s weekly storytelling and activity sessions are still proving popular with local parents with children
less than 5 years of age. At Barmera there has been a marked increase in the number of children participating
which is particularly pleasing. Parents interested in attending the weekly activities are invited to bring their
children to Berri Library on Thursdays starting at 10.30am and to Barmera Library on Tuesdays at 11am.
Page … 77
Our regular school holiday activities cater for older children
up to about 12 years of age and attendances are increasing
every holiday. At Barmera Library in 2007 there have been a
number of special guest artists appearing at the school
holiday activities. Artists have included Lois Campbell (crafty
cut out collages), Mollie Sando (original storyteller), and
Barney Lindsay, (Aboriginal author, storyteller and artist).
Contact either the Berri Library or Barmera Library for times
and dates before the next school holidays if you would like to
participate.
A happy Tayne Ward, aged 4, displays his platypus made
at the Barmera Library holiday activities, 28th October 2006
Finding My Place Program
In April 2006, Judy Strachan, the Berri Library & Information Centre Teacher Librarian applied for and received
a $4,000 grant from the Libraries Board of S.A. to run a program called Finding My Place; one of ten pilot
programs operating during 2006. This program was one that had been run successfully in Western Australia for
a period of 2 years, and was being trialled in South Australia. The idea behind the program was to bring
targeted students from local high schools into their public library, introducing them to an environment that was
more flexible for their learning , and one that was less threatening for them. The targeted students were to be
students who were dealing with a variety of issues and who didn’t see the relevance of staying at school.
Judy Strachan, worked in conjunction with Michelle Baden (Council Youth Officer), the Glossop High School
Counsellor and a TAFE SA project officer to finalise an interesting and valuable program that ran for 10 weeks
in term 3 and 4, 2006. A mixture of 15 girls from both Glossop High School middle and senior campus came to
the Berri Library to participate in motivational workshops with a variety of topics being covered including:
• Fitness & Diet
• Budgeting, finance
• Relationships, friendships, conflict resolution
• Interview skills, presentation
• Sexual health
• Consequences of drugs & alcohol abuse
• Volunteering
• Legal matters – Police, Centrelink and Legal Service.
• Makeup matters
The program was a great success with the students responding very positively to the planned activities. “Great,
fun, heaps good, great opportunity to learn new things, enjoyable, good leaning time” were some of the
comments about the program from the students.
Multimedia Room Opening
The multimedia room in the Berri Library & Information Centre was officially opened by Aileen O’Connell,
Chairperson of the library Joint Use Management Committee on Thursday 15th November 2006.
Work on the multimedia room began in 2004 and has largely been completed by Glossop High School students
participating in the “Doorways to Construction” programme. The room is a multifunction room that combines a
digital editing suite, computers for training purposes and a theatrette for viewing videos and DVDs.
Page … 78
The multimedia room is a fantastic resource for community groups, Glossop High School and TAFE SA Berri
Campus and its construction was been jointly funded by the Berri Barmera Council and Glossop High School.
Attending the multimedia room opening (from left to right): Back
row: Peter Ison (Library Manager, Berri Barmera Council),
Aileen O’Connell (Chairperson, Joint Use Library Management
Committee), Jim Rolfe (Technical Studies Teacher, GHS),
Neville MacPherson (Deputy Principal, GHS), Len Warren &
Tony Sait (Construction Industry Training Board) Front row:
Steven Smith & Cassandra Jury (School Prefects, GHS)
STATISTICS FROM YOUR LIBRARY SERVICE
BERRI BARMERA COUNCIL LIBRARY STATISTICS 2006/2007
LOANS
BERRI
BARMERA
Adult Fiction
Adult Non-Fiction
Large Print
Sub Total Adult
Children
Paperbacks - Adult
Paperbacks - Children
Periodicals
CDs
CD-ROMs
Videos
DVDs
Hear-A- Books
LOTE
School Resources
TAFE Resources
ILLs & Other
AV Equipment
TOTALS
2005-2006
12,590
8,309
4,616
25,516
12,439
7,709
4,930
4,671
2,803
1,575
6,971
7,983
888
106
4,493
3,568
1,673
875
86,200
2006-2007
11,303
6,705
5,868
23,876
13,227
6,544
1,956
5,245
2,561
1,791
4,985
10,770
828
103
6,465
3,427
1,049
896
83,723
2005-2006
6,279
4,028
6,218
16,525
4,882
9,946
1,549
4,600
1,561
571
2,733
7,366
476
169
NA
NA
1,154
NA
51,532
2006-2007
6,592
3,871
6,412
16,875
5,499
8,730
1,975
4,503
1,511
585
2,578
9,373
534
189
NA
NA
821
NA
53,173
Page … 79
2006-2007 TOTALS
17,895
10,576
12,230
40,751
18,726
15,274
3,931
9,748
6,633
2,376
7,563
20,143
1,362
292
6,465
3,427
1,870
896
136,896
USAGE
Door Count
Internet Bookings
Holiday Activities
Weekly children’s
Activities
SA Network Inter
Library Loans
Visits per capita (Berri
7,025, Barmera 4,188)
Loans per capita
Open hours per
annum
Web Catalogue
Searches
BERRI
2005-2006
120,221
7,234
281
546
2006-2007
119,903
6,886
219
608
BARMERA
2005-2006
71,465
4,512
267
669
2006-2007
64,700
5,366
264
690
2006-2007 TOTALS
184,603
12,252
483
1,298
5,377
6,118
3,425
3,554
9,672
17.1
17.0
17.0
15.4
16.4
12.2
2,750
11.9
2,750
12.3
1,950
12.6
1,950
12.2
4,700
22,759
28,715
combined statistics
28,715
RIVERLAND COMMUNITY TRANSPORT SCHEME:
The Riverland Community Transport Scheme is a joint venture with the Berri Barmera Council, Passenger
Transport Board and Home & Community Care and is administered by the Berri Barmera Council. This service
is available for the transport of disadvantaged including, the frail, elderly, disabled or isolated persons residing
permanently in the Berri-Barmera, Loxton-Waikerie and Renmark Paringa Council areas. It allows them to
access medical appointments, job interviews, training/volunteer work, government agency appointments,
shopping trips and visiting.
Donations from the clients of the Riverland
Community Transport Scheme are appreciated and
assist to offset the operational expenditure of the
service, particularly vehicle replacement, fuel and
insurance costs.
The Scheme has a fleet of three vehicles operating
throughout the Riverland Region driven on a
rostered basis by volunteer drivers.
Currently the Scheme has 16 volunteer drivers who
between them have done approximately 3,500 trips
with each vehicle travelling approximately 60,000 kms/yr.
On 1 January, 2007 a new service commenced running under the banner of the Riverland Community Transport
Scheme. A 10 seater Toyota Hiace Bus was purchased by the Council, with sponsorship and donations helping
to cover the running costs.
This vehicle also driven by volunteers, transports patients to and from Adelaide for cancer treatment and other
medical appointments several times a week.
Page … 80
SPECIAL EVENTS:
Riverland Field Days - 14th - 15th September 2006
The Riverland Field Days celebrated their 49th Field Days at the Exhibition Site on the Sturt Highway Barmera.
The two-day event hosts a vast forum of entertainment and information to over 18,000 people .The Berri
Barmera Council, together with Berri Visitor Information Centre, Berri Barmera Public Libraries provided
showbags filled with information and up coming events.
Seniors Citizens Christmas Dinners
The annual Seniors Christmas Dinners were held on 29th November, 2006 at the Berri Town Hall and 6th
December 2006 at the Bonney Theatre, Barmera. The Council had pleasure in extending an invitation to all
residential Seniors Citizens over the age of 60 years and living within the boundary of the Berri Barmera Council
area, to attend one of the two annual Christmas Dinners for a 2 course meal and refreshments. As part of the
evening, Council Staff, Councillors and a local band acknowledged our Senior Citizens during the evening with
light -hearted entertainment. Almost 600 of our community members attended the enjoyable evening helped
along with the support of local service clubs and helpers.
Australia Day - 26th January 2007
Council held a successful Australia Day Event in Barmera on Dean Drive overlooking Lake Bonney . The day
commenced with breakfast from 7.00am, followed by a flag raising ceremony, Citizenship Ceremonies, and
presentations of Citizen, Young Citizen and Community Event of the Year Awards. Entertainment was provided
throughout the course of celebrations from local community members. Approx 400 people attended the
successful event and saw the following presentations be made Citizen of the Year - Wendy Gambling
Young Citizen of the Year - Steven Smith
Community Event of the Year - 50th Anniversary of the 1956 Flood Committee
FUNDRAISERS:
Relay for Life - 29th October 2006
An unforgettable experience ~ Staff member of the Berri Barmera
Council Rebecca Atze along with friends and colleagues took part
in a exciting event held on the Berri Oval to participate in the team
event to fight cancer. The experience and fun lasted for 20 hours.
With the support of dedicated staff and local businesses the Berri
Barmera Council Team raised $5,992.45 for the Cancer Council of
South Australia.
Stephen Rufus, Donna Rufus, Jacque
Zagotsis, Cheryle Pedler, Rebecca Atze and
Jayne Wishart participating in Relay for Life.
Page … 81
The Big Shave - 6th October 2006
Out of the several fundraising events that took place during the year,
the highlight was ‘The Big Shave’ in which staff members Trevor Gray
(Building Inspector) lost all of his hair and beard, and Steven
Kubasiewicz (Manager Environmental and Inspectorial Services) lost
his beloved moustache. This hair-raising event was held in the
Riverland Plaza and proceeds of over $600.00 was donated to
Research for Cancer.
Trevor Grey, Steven Kubasiewicz with
Johnny the Barber after the “Big Shave”
Red Shield Day - May 2007
The theme was to wear something red to raise funds for the Salvation Army for their Red Shield appeal.
Morning tea organized by Marcia.
Hairlarious Day - 2nd June 2007
The Berri Council Office had a “shabby chic” morning tea, organised by Jesse and Jayne to raise funds for
childhood cancer. The morning tea was pretty and pink and fun was had by all by showing off their crazy “dos”.
Berri Council Office celebrating “Hairlarious Day”
Page … 82
BERRI VISITOR INFORMATION CENTRE:
The 2006-2007 financial year has been an exciting and productive year for the staff and volunteers at the Berri
Visitor Information Centre. We have spent a great deal of time and effort servicing the needs of the local
community, as well as the many visitors to the region, of which we have enjoyed becoming part of their
travelling experience.
Services We Offer
During the past year, the Berri Visitor Information Centre has introduced a number of new services including
becoming an agent for the Greyhound bus service for ticket sales enabling bus travel throughout most of
Australia, the introduction of UBD/Gregory’s maps, atlas’ and street directories and also the sale of locally made
lavender products. We have also continued to expand our souvenir range to include a lot more Australian
Made products including ‘Berri’ t-shirts, hat pins, postcards and calendars.
The staff and volunteers of the Berri Visitor Information Centre have also endeavoured to improve the current
services we offer, to ensure we are catering to the needs of all whom walk through our doors. Our range of
information including local, intrastate and interstate information continues to grow, with more information on
interstate areas. Internet access is still available, and we will be implementing an accommodation booking
service in the near future to cater to demand of locals and visitors.
Visitor Numbers
Although visitor numbers to the Berri Visitor Information
Centre showed a slight decrease of .11%, staff and
volunteers were still kept quite busy. It was great to see an
increase of 15% by local residents to the Visitor Centre and
to know that local community members are utilising the
services of the centre.
Intrastate (within South Australia) visitors showed an
increase of 27%, while a 5% increase in interstate visitor
numbers was recorded. The number of overseas visitors
recorded saw a decrease of 13.7%
Volunteers
The number of volunteers now dedicating their time at the Berri Visitor Information Centre has increased from
12 during 2005-2006 to 19 during 2006-2007. Volunteers play an important part in the running of the Berri
Visitor Information Centre and provide valuable knowledge to those who come through the door.
Staff and volunteers are kept up-to-date with familiarisation visits to local operators and places of interest.
During the past year, staff and volunteers have gone to see local accommodation providers, attractions,
National Parks and local events to ensure that they have all the knowledge to answer any questions they may
receive. These familiarisations are also used as a social get together to enable the volunteers to socialise with
their fellow peers.
Page … 83
MAJOR EVENTS
Berri VIC Open Night
On Wednesday 25th October 2006, the Berri Visitor Information Centre held an
Open Night as part of the South Australian Tourism Association accreditation
process. This evening was used as a way for us to showcase what goes on at the
centre and for many of the business operators to get together and for some to
meet for the first time. We were pleased with the great turnout by operators and
volunteers and received many positive comments about the night and the services
we provide.
Volunteer BBQ
As a thank you to our volunteers, a Christmas BBQ is held at Martin Bend each year. Last years event still went
ahead despite the rain, and it was fantastic to see many of the newly elected Berri Barmera Council Councilors
in attendance. The evening is another opportunity for staff and volunteers to interact with each other and our
elected members.
Riverland Tourism Awards
The Berri Visitor Information Centre entered the Renmark Club 2007 Tourism Awards and was fortunate
enough to win the “General Tourism Services and Media” Award. It is because of the dedicated staff and
volunteers that we were able to take out this award for the second time, with our friendly, relaxed atmosphere
and services offered at the visitor centre impressing the judges greatly.
Berri Visitor Information Centre - Statistics
Description
Local Visitors
Intrastate Visitors
Interstate Visitors
Overseas Visitors
Unknown Visitors
Bus Enquiries
TOTAL VISITORS
2005 - 2006
2069
3855
2919
1832
6748
6837
24,260
2006 - 2007
2397
4834
3068
1237
5931
6765
24,232
Information Requested
Directions/Maps
Attractions
Cruises/Tours
Food Outlets
Restaurants/Café’s
Shops
Hotels/Motels
Caravan Parks
Self Contained
Accommodation
Bed & Breakfasts
Houseboats
Backpackers
Camping
2005 - 2006
5321
3088
637
624
92*
596
454
469
177
2006 - 2007
4773
3320
1150
914
426
747
415
534
256
95
278
194
324
122
208
205
311
Page … 84
Events
595
1081
Walks
308
479
National Parks
377
446
Internet
353
206
Employment Agencies
307
278
Centrelink
43*
186
Motor Registration
35*
45
Quarantine
103
40
Churches
10*
32
Library
29*
137
Souvenirs
1121
1363
Toilets
1952
2903
Just Looking
5230
6400
Other
789
511
TOTAL
23601
27488
* Figures for these sections only April - June 06. Previously not recorded separately.
Phone Enquiries
Bus Information
Administration
Accommodation
Attractions
Events
Other
TOTAL
Mail outs
2005 - 2006
598
941
337
115
126
235
2352
161
2006 - 2007
769
1160
299
207
156
113
2704
166
RIVERLAND SPORT AND RECREATION:
2006-2007 has been highlighted by the commencement of a number of major projects that have taken a number
of years to develop and secure funding, these include the ‘Bluearth in the regions’ and the ‘Team Effort’
projects. The achievements and developments of the Riverland’s Active Community Field Officer (ACFO)
Programme continue to link strongly to the Office for Recreation and Sport objectives and actions required to
implement the Riverland Region’s Sport and Recreation Strategy. The Major highlights include:
1.
The Riverland Physical Activity Network, whose members are primarily regional stakeholders and local
service providers, held a major workshop attended by 45 individuals from across the state. A key project
(‘Bluearth in the Regions’) proposed at this workshop has since been initiated though a community and
schools partnership that will see 9 instructors complete a 36 week training course delivered right here in
the Riverland. The process of training also delivered some 90 physical activity sessions to over 400 kids
from 4 schools. This pilot project should lead to more schools being involved next year but has also
created the opportunity for these same activity sessions to be delivered as community fitness classes
that will benefit community members of any age. Significant participation rates and changes in
perception of physical activity have already been noted by the schools participating.
Page … 85
2.
The Riverland Sport and Recreation Network (RACN) has continued to be a powerful tool for linking
regional stakeholders with active recreation providers and promoting new training opportunities/
programmes to individuals and clubs. Through the Network:
• Regular Sport and Recreation information has been distributed to over 350 members, including 7
E-letters, 1 postal Newsletter and several specific notifications.
• A number of members have been key drivers in planning and implementing components of the
‘Team Effort’ Project, a holistic program which aims to engage and support more indigenous
families to live healthy lifestyles. The project has secured some $420,000 over 3 years and will
help strengthen the pathways for disadvantaged members of the community to be involved in a
number of Riverland Sport and recreation pursuits.
• The Riverland region has been successful in at least 25 applications for ORS grants as a result of
promotion through the network and direct grant writing support from the ACFO. These successful
grants have brought over $350 000 to assist sport and recreation development over the last 2
years. A further $800,000 worth of projects have also been completed using alternative funding
options developed after consultation with the ACFO.
3.
The Riverland Sport and Recreation Management Group has continued the implementation of the
Regional Recreation, Sport and Open space strategy, meeting 6 times during the year and produced a
report on the status of actions completed during the three years since the strategy was adopted.
4.
Working with Riverland Netball Association in 2007 has been refreshing and motivating, with their keen
interest in developing a new governance structure and their success in aligning the majority of their
games to coincide with the same teams playing in the football competition. The aim of this project was
to lessen the travel and logistics issues for families with parents and children playing across the sports,
there have been some difficulties for clubs surrounding court hire and umpiring, but the sport has taken
a proactive role in addressing these and has more plans to come, including developing child minding
activities, so that parents can return to playing their sport of choice.
CEMETERIES:
The Cemetery Committee is currently working on a Draft of Cemetery Operating Guidelines, and hopes to have
this implemented in the New Year.
The cemetery maintenance team have worked towards identifying risks and hazards associated with the day to
day management of the cemeteries located within the Council area, and our aim is to establish clear and
concise regulations. We are working towards having all unmarked graves in the Barmera Cemetery identified,
and will be aiming to enhance the appearance of the grounds by the way of seating and trees.
Page … 86
COUNCIL PROPERTIES:
Working towards the update of Asset Registers, Community Land
Management Plans and review of property maintenance is an
ongoing process. To effectively manage our facilities Council needs
to ascertain the future maintenance of our assets, addressing such
issues as age and community benefit. We are in the process of
updating our Asset Register and Community Land Management
Plans, and developing reports on each property.
Monash Playground
LEASES, LICENCES AND HIRE OF COUNCIL FACILITIES
The challenge this past financial year has been to identify the status of Council facilities that are leased or
licensed to groups throughout the Council Area. Council has been working towards establishing a consistent
and up to date policy for the lease and licensing of Council facilities. New ‘Lease and Licence’ documents will
be implemented in the 2007-2008 financial year. All facilities that are used exclusively by a user group outside
of Council that has been identified as not having a formal arrangement in place will be required to formalise their
agreement.
We have been working towards one form that is required for the occasional and shared hire of Council facilities,
such as the Town Hall and Bonney Theatre, this will ensure that guidelines, responsibility and risk management
is outlined.
COMMUNITY PROJECTS
During the year the Council along with various Community Organisations participated in Projects for the
upgrading of key sporting and community infrastructure within the area. These Projects, which are detailed,
include the upgrade of Baseball and Softball facilities at Glassey Park, upgrade of the Tennis facility at Berri and
provision of new greens at the Barmera Bowling Club.
Riverland Baseball League / Softball Association
The Council assisted the Riverland Baseball League and Softball Association to upgrade the regional facilities
located at Glassey Park, Berri.
The Project that included the installation of permanent fencing and general upgrading to facilities was supported
by Council in conjunction with a Grant received though the Office of Recreation and Sport.
The financial support provided to the Baseball League and Softball Association by Council included a $10,000
direct cash contribution and a loan of $35,000 at a 5% interest rate to be repaid to Council over a 10 year
period. This contribution by Council and working in partnership with the League and the Association has
achieved the improvement of these facilities and reinforced Glassey Park as a Regional Sporting hub. The
facilities now can cater for substantial events to be held for both Baseball and Softball within the Region and
with future upgrades planned in the future for the upgrading of lighting etc., it is envisaged that high-standard
games and event tournaments can be held at the facility.
Page … 87
With the upgrade of the Baseball and Softball facilities at Glassey Park, in conjunction with the previous
upgrade of Hockey facilities, as stated the Glassey Park Recreation area is now a regional hub for these sports.
Berriview Lawn Tennis Complex Upgrade
The Council formed a partnership with the Berriview Lawn Tennis Club and the Berri Netball Club to
amalgamate the Netball and Tennis facilities at the current location of the Berriview Lawn Tennis Centre.
The Project included the replacement of existing synthetic courts with plexi-pave courts that will cater for both
tennis and netball. This project is a substantial step in the right direction in achieving Council’s Corporate
Objective of rationalising community and sporting facilities within the Council area.
The project was achieved through negotiating arrangements with the Tennis Club, Netball Club and additional
support to be provided via the repayment of loans by the Berri War Memorial Community Centre and the Berri
Resort Hotel. Without the contributions made by the Community Centre and the Hotel, the project would not
have been able to be achieved.
The only disappointment with the project is that Council and the Tennis / Netball Club were unsuccessful in
obtaining grant funding through the Office of Recreation and Sport, though the rationalisation of the facilities
now sees the Berriview Lawn Tennis Centre as a regional facility for both netball and tennis.
The Tennis Centre upgrade was estimated at $450,000 of which Council is contributing in excess of $200,000
with $150,000 being repaid by loans on an equal proportion between the Tennis Club, Netball Club, Berri War
Memorial Community Centre and Berri Resort Hotel. It is hoped that with future upgrades to lighting over the
lawned tennis court that Council and the Tennis Club are successful in obtaining financial assistance through
the Office of Recreation and Sport and also through Tennis SA.
Barmera Bowling Club
The Council formed a partnership with the Barmera Bowling Club for the replacement of the existing lawned
greens with synthetic greens.
Again, this project was successful on the basis of the financial information being provided to Council by the
Barmera Bowling Club and the demonstration that with the project being undertaken the Club will be in a
substantial position to service a loan to the Council.
To this end, Council contributed $50,000 towards the total cost estimated at $320,000, with the Bowling Club
contributing $10,000 and agreeing to service a 10 year loan with the Council of $260,000.
The Project will provide significant advantages to the Barmera Bowling Club through the saving of paying wages
to greenkeepers for the maintenance of the greens, not to mention considerable savings with water. The Club
considers that this will ensure their long-term sustainability well into the future.
The community projects for which Council has made considerable arrangements with the various Clubs and
Organisations, demonstrates Council’s approach to forming partnerships with these Organisations to achieve
the upgrade of key facilities within the Community. With the Clubs taking on part of the financial burden to
service loans to Council demonstrates their commitment to ensuring the sustainability of their Clubs and
provides greater ownership of the facility itself. The Organisations involved need to be commended because
without their effort these projects would not have been achievable.
Page … 88
ENVIRONMENTAL SERVICES
Berri Barmera Waste Water Re-Use Scheme – July 2006
Planning and Building Assessment
Environmental Health
Dog and Cat Management
Parking Control
Bushfire Prevention
Riverfront /Foreshore
Animal and Plant Control
Effluent Drainage /Management/Planning/Maintenance
Berri Barmera Wastewater Re-Use Project – Under Construction
Page … 89
INTRODUCTION:
Department Membership:
Standing Committees:
Environmental Services Services Committee
Specific Purposes Committees:
Non-Voting Member: Berri Riverfront Redevelopment Advisory Committee
Lake Bonney Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Steven Kubasiewicz
Manager Environmental
Services
The Environment Services Department is responsible for the management
and operations of the following functions of Council, as summarised in the
Functional and Corporate structure.
Planning and Building Assessment
Development Planning
Environmental Health
Dog and Cat Management
Parking Control
Bushfire Prevention
Riverfront / Foreshore
Animal and Plant Control
General Inspections
Effluent Drainage Management / Planning / Maintenance
By Law Enforcement
Property Management / Maintenance
Open Space Planning
To effectively implement the management and operations of the Department the following Staffing Structure
applies:
Manager Environmental Services
Personal Admin. Assistant (1)
Environmental
Health Officer
(1)
Development –
Town Planning
Officer (1)
Development –
Building Officer
(1)
Page … 90
General
Inspector (1)
Effluent / Waste
Water
Contractors
PLANNING AND BUILDING ASSESSMENT:
There are statutory timeframes in place within which the Council must assess such development applications.
The Council has delegated its authority under the Development Act to both staff and the Development
Assessment Panel (DAP). Of the 299 applications assessed over this time period 62 were considered by the
DAP. Two appeals were lodged however following the compulsory conference stage the matters were resolved
and approvals granted to the relevant applications.
During the past 12 months, Council has assessed the following number of applications by category.
Dwellings & dwelling extensions/renovations
Land Divisions
Commercial & Commercial extensions and renovations
Health Services
Verandahs/Carports & extensions
Garages/Sheds & extensions
Swimming/Spa Pools
Signs
Churches
Special
Demolition
51
13
28
4
89
75
13
6
1
5
11
Due to recent changes in the Development Act 1993, all Council were required to established Council
Development Assessment Panel (CDAP). With the approval of the Minister the Council is still operating a DAP
whose 5 members are all elected members of the Council. The exemption has been granted by the Minister to
allow this Council, the District Council of Loxton Waikerie and the Renmark Paringa Council to establish a
Regional Development Assessment Panel (RDAP). The exemption which allows this and the other Council’s to
operate the DAP extends to Feb 2008. The Council see this as being an important means of promoting a
common approach to both assessment and policy development in the region.
Council has continued to provide a periodical information update to builders and developers in the area through
an electronic information sheet.
Building Fire Safety Committee
The Building Fire Safety Committee met on 6 occasions during 2006/07. The role of the committee is to
undertake inspections of public use buildings (those other than for domestic purposes) to determine its
adequacy in terms of fire safety. In conjunction with the other three Riverland Councils the opportunities to
establish a Regional Building Fire Safety Committee were commenced and continue.
Page … 91
DEVELOPMENT PLANNING:
Council undertook a number of projects in relation to development planning of the Council area.
Berri West Residential Infrastructure Study
Specifically it undertook an infrastructure study of the residentially zoned areas to the west of Berri that are
currently in horticultural production. The objective of this study was to analyse the existing and required
infrastructure requirement to allow future development in this area. The study is to be used to enable Council to
approach the various landowners with a view to coordinating the development of this area in a strategic manner
so that costs of development can be minimised and the most efficient means of establishing the required
infrastructure can be achieved.
Berri Eastern Approach Urban Design and Infrastructure Study
Council also undertook an infrastructure study for an area of the township of Berri along the Old Sturt Highway,
between Hoskin Road and Kay Avenue. This land is primarily zoned for industrial and commercial uses. The
purpose of this was to identify the infrastructure requirements to allow this area and adjoining land to be
developed to full potential. In conjunction with the infrastructure study there was also an urban design
component, which looked at the provision of service roads, landscaping and intersection treatments as well as
entry statements for the township of Berri. The entry statement concepts are to form the basis of new entry
statements to the principle towns of Berri and Barmera.
Both these projects have involved extensive consultation with relevant landowners and others within the
community.
Council has also been involved in the development of land in the township of Barmera. This involved the
provision of infrastructure to approximately thirty allotments of Council owned land.
ENVIRONMENTAL HEALTH:
Council is an active participant in the Riverland Arbovirus Prevention Working Group. This is a partnership
between the three Riverland Councils, The Department of Health and the Riverland Regional Health Service.
The group aims to identify, develop, implement and evaluate community based initiatives that assist in the
prevention of spread of mosquito borne disease for those visiting or living in the Riverland and to implement
health initiatives in the Riverland as it relates to the prevention of mosquito borne disease.
During the 2006/07 period the groups initiatives included:
• School programs, specifically awareness programs
• ABC radio – community service announcements
• Riverland Field Days – attendance and manning of exhibitor site.
The Berri Barmera Council was the recipient of a $1,000.00 grant for Food Safety Week. Council’s
Environmental Health Officer and Youth Development Officer held sessions for local high school students over a
3-week period. Topics covered included advise on buying, handling and cooking of food, what to do when you
have a complaint or the food is unsafe/contaminated and what to do if you have food poisoning. In addition a
cooking challenge was held to introduce the students to appropriate methods of food handling in the home
environment. The sessions were well received by both students and staff with a request that similar programs
be continued in the future.
Council has obligations under the Food Act to conduct regular inspections of food premises within its jurisdiction
Inspections were undertaken of 60 premises including supermarkets, cafes, bakeries, motels, takeaway food
outlets and charitable organisations.
Page … 92
DOG AND CAT MANAGEMENT:
Council has responsibility for dog and cat management in accordance with the Cat and Dog Management Act
1995. Over the 06/07 period there were 2522 dogs registered within the council area.
Minor maintenance works were undertaken on the Council dog pound.
Council continues to support a de-sexing scheme for dogs and cats.
PARKING CONTROL:
Council maintained a process of enforcement of its parking controls. In total some 259 parking expiation notices
were issued.
During the 2006/07 year Council initiated a Permit Only Parking Policy. This resulted in the establishment of two
permit only car-parking areas to allow for the business community within the town of Berri to have access to all
day car-parking spaces in close proximity to the places of business.
Ahern Street Permit Only Car Park
General statistics with respect to Inspectorial Services during 2006/07
Dog Expiations
Dog Complaints
Dog Impounds
Dog attack reports
Parking offences
Vehicle impounds
65
291
178
53
259
6
BUSHFIRE PREVENTION:
As required Council have an established Bushfire Prevention Committee that includes members of the various
fire authorities. This meets three times a year. An inspection of the district was undertaken by members of this
committee to view the potential fire hazards. As a result of this firebreaks were established around a reserve
Page … 93
area where it adjoins a residential development. In support of this a process of public consultation was
undertaken with the adjoining landowners giving advice on means of mitigating fire hazards.
Inspections were also carried out before the fire danger season in all residential areas and through the rural
areas of the Council. In response to these inspections a total of 123 notices were forwarded to the relevant land
owners to address hazardous fire conditions. A total of 85 permits were issued for various activities during the
fire danger season. Likewise Council undertook a program of addressing hazardous conditions on land under its
care and control.
RIVERFRONT /FORESHORE:
Berri Riverfront
Barmera Lakefront
Council has two foreshore committees. Consultants have been engaged to undertake a study of the foreshore
area of Barmera /Lake Bonney. The objective of this study is to integrate the foreshore area with the township
and to improve the facilities and general amenity of the area. This project will be carried over into the 2007/08
year. This project includes a process of public consultation to enable the broader community to have an input
into the redevelopment of this area.
ANIMAL AND PLANT CONTROL:
In conjunction with the Natural Resource Management Board, Council was involved in a rabbit control program
on land surrounding Lake Bonney.
Page … 94
EFFLUENT DRAINAGE /MANAGEMENT/PLANNING/MAINTENANCE:
Council is responsible for the care and maintenance of the Septic Tank Effluent Disposal System, and employs
a contractor to undertake regular de-sludging services for households connected to the STEDS network.
Council is also responsible for the approval of all septic disposal units within the Council area. During 2006/07,
the following applications, inspections and complaints were received.
Type of System
Septic Tank – STEDS
Aerobic System
Soakage
Defective
Total
Number of applications
41
8
19
68
Number of routine inspections
82
15
27
4
128
Number of complaints
2
1
2
BERRI BARMERA WASTEWATER RE-USE PROJECT – UNDER CONSTRUCTION:
Berri Barmera Council and United Utilities Australia sign a 25 year Build Own Operate Transfer agreement for
the Berri Barmera Waste Water Re-Use Project. Left to right: Stephen Rufus, Mayor Peter Hunt, Berri Barmera
Council and Graham Dooly, United Utilities Australia.
Page … 95
Above: Wastewater Re-Use Scheme ponds at Barmera
In March 2007 Council signed a series of historic agreements that saw the commencement of 12 months of
construction works to build a new wastewater treatment and re-use scheme to service the district into the future.
Septic Tank Effluent Disposal Schemes have been the preferred method of wastewater disposal in much of
country SA since the mid-1960’s. Many of the schemes, not just in this district, are nearing the end of their
design life and, like all governments, local government has been caught short in putting funds aside to keep
their schemes in good condition.
This council has taken an innovative step in looking beyond each individual town scheme and taking a whole of
district view, not only of its own waste water problem, but opening up the solution to other industries. Also a first
for a country local authority, this council has followed the lead of the City of Onkaparinga in taking on a
partnership with United Utilities as a water partner for a long-term BOOT arrangement. State and Federal
Governments have utilised BOOT agreements for high value projects for some time. Examples locally include
the Berri Bridge, the Riverland Water filtration plants, and the Berri Courthouse to name a few.
This project will see 550 Mega Litres per annum of town effluent treated across the district for re-use on the
various parks and reserves as well as a further 50 megalitres per annum of treated winery water used on
experimental crops. In the longer term, as the wine industry recovers and continues to grow, winery flows
nearing 200ML per annum are catered for in this project.
The irrigation of Alan Glassey Park in Berri will allow the Council to water with treated effluent at night, thereby
reducing the direct draw on the River Murray from their pump at the nearby marina on the banks of the Murray.
The Berri and Barmera golf courses and the Riverland Field Days site will have a secure supply of water during
water restrictions, as effluent flows do not stop during a drought. Once we return to normal watering regimes,
they will still be able to source approximately half of their water demands from treated effluent in favour of
precious CIT supplies.
PROPERTY MANAGEMENT AND MAINTENANCE
There are approximately 80 buildings located on land that is either owned by the Council or under its care and
control. These buildings are used for a variety of purposes and by a number of community and sporting groups.
Page … 96
Major Council Buildings Assessment
During 2006/07 Council undertook a Major Council Building Study involving four of Councils major building
assets, being the Bonney Theatre and Hawdon Chambers, the Berri Council offices and Town Hall, Rocky’s Hall
of Fame and the Barmera Recreation Centre. The Study identified the current deficiencies in the relevant
buildings with regard to their condition, building code classifications and Building Fire Safety requirements and
provided a schedule of works and approximate costings to undertake these works. These works are to be
undertaken in the 2007/08 financial year. Further studies will be undertaken on other Council built assets in the
coming years.
Asbestos Register Review
Council also undertook a major review of its Asbestos Register to comply with its Occupational Health and
Safety obligations. This affected not only buildings that Council owns but also those that are located on its land
or on land under its care and control. The review process resulted in a significant number of these buildings
being inspected and tested for any asbestos containing materials. A copy of the register has since been
circulated to all occupants of these buildings. There are a small number of additional buildings and pump
stations that will need assessments before the register is complete, expected to be undertaken in the 2007/08
year.
OPEN SPACE PLANNING
The Berri West infrastructure study includes plans for the consolidation and integration of open spaces within
the defined residential areas.
In conjunction with the Lions Club of Berri, Council have been involved with the re-development of the Martins
Bend area with work including the replacement of fencing and the repainting of existing shelters together with
landscaping, providing additional seating and improving the existing walking tracks. This work will continue into
the 2007/08 year.
Page … 97
INFRASTRUCTURE SERVICES
Bruno Bay Boat Ramp
Bruno Bay Boat Ramp
Construction Works
Footpath Construction
Gopher Routes
Car Parks
Cemeteries
Playgrounds
Regional Waste Management
Page … 98
INFRASTRUCTURE SERVICES
Department Committees:
Standing Committees:
Infrastructure Services Committee
Specific Purposes Committees:
Berri Riverfront Redevelopment Advisory Committee
Lake Bonney Redevelopment Advisory Committee
Waste Water Re-Use Project Committee
Cemetery Advisory Committee
The Infrastructure Services Department is responsible for the management and
operations of the following functions of Council:
Mr Tom King
Manager Infrastructure
Services
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
Cemeteries
Public Conveniences
Waste Management
Street Cleaning
Public Lighting
Foreshore Protection
Parks & Gardens
Sport & Recreation
Quarries
Road Maintenance
Stormwater Drainage
Parking Off Street
Plant Operations
Depot & Overhead
Vandalism
Private Works
To effectively implement the management and operations of the Department the following Staffing Structure
applies:
Manager Infrastructure Services
Asset Management Officer (1)
Personal Admin. Assistant (1)
Infrastructure Contractors
Parks & Gardens
Team - Barmera
Parks & Gardens
Team - Berri
Infrastructure
Maintenance Team
Page … 99
Infrastructure
Construction Team
Workshop /
Depot Team
BRUNO BAY BOAT RAMP:
Council has been supportive of the upgrading of the Bruno Bay Boat Ramp due to its age, poor condition and
strong community demand for upgrade.
Council applied for and received Recreational Boating Facilities Levy Funding to construct a new concrete twolane ramp, adjacent floating pontoons for temporary moorings, a
sealed vehicle maneuvering and parking area, along with an
additional rubbled car park area and sealed entrance road.
The Bruno Bay Committee has been actively involved with this
project, undertaking the landscaping of the river front and installing
bollards to delineate all parking areas.
Installation of lighting and construction of a gazebo with BBQ
facilities by students from Glossop High School compliments the
works carried out by the Council and the Committee.
CONSTRUCTION WORKS:
As with previous years, Council has completed several major road construction / upgrade projects in 2006/07
Scott Avenue Barmera – Stage 3
Having completed stages 1 & 2 of the Scott Avenue Upgrade in the 2005/06 financial year, Stage 3 became one
of Councils major projects for 2006/07.
The construction of Stage 3 has seen the development of car parking
facilities in front of Bruce Oval and the Barmera Kindergarten. Tree
planting and landscaping of the centre median for the entire length of the
project (from Maple Street to Sturt Street), as well as storm water
drainage works, provision of turning lanes, installation of kerbing and
verge sealing along with construction of pedestrian walkways and ramps
at critical locations has contributed to the uplifting of the physical
appearance and improved traffic management of this section of road.
Total cost to complete Stage 3 was $199,000 of which, $148,000 was provided for by the Roads to Recovery
Commonwealth Grant funding.
Verran Terrace – Kerb and Verge Sealing
Along Verran Terrace in Berri, adjoining Our Lady of the River School
verge sealing works has been carried out by Council in order to provide a
sealed car parking facility for approximately 20 vehicles.
Construction of pram ramps, kerbing and storm water drainage works
has helped to delineate this parking area. Recent line marking of angular
car parking spaces has seen an improvement of road safety in this area.
Page … 100
Foot Avenue – Verge Sealing
Council also undertook the widening of Foot Avenue in Barmera to tidy up the area adjacent to the fauna park.
McKay Road Realignment
Council successfully lodged a funding application in 2006/07 through the Murray Mallee Local Government
Association, seeking funds under the Special Local Roads Programme for the realignment of McKay Road.
This project will incorporate realignment of the road away from its present frontage with National Foods and Visy
Board. The road will be constructed on a new alignment using the old railway corridor together with the upgrade
of the Jury Road / Tooravale Road intersection for increased safety.
Once upgraded, it will become a part of a regional freight route, providing access to local industries. During the
year, Council approved the final design and will call tenders to undertake construction in 2007/08 once land
acquisition issues have been settled.
Road Maintenance Works
Roads are the most expensive (and most used) asset of the Council and the Community, with expenditure on
road maintenance increased during the 2006/07 year.
Council’s road maintenance (which includes pot hole repairs, patching, signs etc.) was in the vicinity of $560,00.
$100,000 was allocated for resealing Council’s roads (both Town and District). This work is allocated based on
asset condition but generally roads will be resealed every 10 – 14 years.
A further $150,000 was allocated for the resheeting / rerubbling of unsealed roads. This work being allocated
based on a priority list identified by engineering staff using a detailed set of criteria as approved by Council.
FOOTPATHS CONSTRUCTION:
Council has in the past, predominantly constructed concrete paved
footpaths within the Central Business District of the major towns.
In response to popular Community demand, Council has decided to
speed up the upgrade of Council footpaths. All works will be carried out in
accordance to a long term footpath upgrade program as developed by
engineering staff in 2005/06 and will integrate with Council’s long term
gopher route program.
Where a footpath also acts as a gopher route, Council has decided to
construct these paths in ‘hot mix’. This type of surface is neater and does
not leave a lot of loose stones that are a pedestrian hazard. The footpaths
are smoother which are therefore far easier for people with some form of
disability or restricted mobility to negotiate.
Page … 101
GOPHER ROUTES:
In accordance with the gopher route program, developed and endorsed by Council, the following sections of
footpaths have been upgraded to gopher friendly standards (2metre wide hot mix path).
Berri
Barmera
-
Worman Street – Lean Street to Vaughan Terrace
Maddern Street – Worman Street to Hospital carpark
Vaughan Terrace – Worman Street to Fiedler Street
Fiedler Street – Vaughan Terrace to Childcare Centre entrance
Nookamka Terrace – Sturt Street to Lake Avenue
Footpaths
The following 1.5metre paved footpaths were constructed in 2006/07
Berri
Barmera
-
Loader Street – Kay Avenue to Special School entrance
Nookamka Terrace – Bottle shop driveway to Sturt Street (full width paved)
Cobdogla
- Rowe Street – Payne Street to Amy Street
- Shueard Street – McLeod Street to Cobby Trading Post
Page … 102
CAR PARKS:
Council is supportive of permit parking facilities in order to assist businesses with a dedicated parking area. To
this end, permit parking areas have been established in the existing Denny Street car park and the recently
completed Ahern Street car park (old courthouse land).
CEMETERIES:
In order to fulfil Community expectations towards maintaining the local cemeteries in pristine condition, Council
allocated $10,000 to provide for suitable and appropriate furniture and memorial plaques. Extra bench seating
has been installed in both the Berri and Barmera cemeteries for the convenience of visitors.
PLAYGROUNDS:
The ongoing replacement of playground equipment is aimed at ensuring Council provides the latest, safest and
most innovative play equipment. A new playground was installed in the Manifold Crescent Reserve for the
enjoyment of the children in this area at a cost of $20,800.
REGIONAL WASTE MANAGEMENT:
The Council is part of both the Murray Mallee Local Government Association Regional Waste Management
Strategy and the Sub Regional Plan for the Riverland Councils to establish a blueprint for waste management
within the region and at a council level for the future.
The draft Murray and Mallee Regional Waste Management Plan, as prepared by Maunsell Australia Pty Ltd has
been discussed at Council level, followed by further discussions within the Works and Technical Services
Committee and consultation on various components of the report with key waste management contractors /
recyclers operating within the Berri Barmera Council area.
This report has stimulated debate and given rise to the following identified priorities for waste management
within this Council area.
Page … 103
•
•
•
•
•
•
•
Construction of a Transfer station at the current Monash Landfill site.
Realise residual life of Monash Landfill site.
Stormwater management of landfill site
Rehabilitation of closed landfill sites
Development of post closure management plan for closed landfill sites
Selection of future landfill site on a Sub Regional basis
Explore recycling options.
Page … 104
THE BERRI BARMERA COUNCIL
FINANCIAL STATEMENTS FOR THE YEAR 2006 / 2007
Page … 105
Berri Barmera Council
General Purpose Financial Reports
for the year ended 30 June 2007
TABLE OF CONTENTS
Page
Principal Financial Statements
Income Statement
Balance Sheet
Statement of Changes in Equity
Cash Flow Statement
1
2
3
4
Notes to, and forming part of, the Principal Financial Statements
Note 1 Note 2 Note 3 Note 4 Note 5 Note 6 Note 7 Note 8 Note 9 Note 10 Note 11 Note 12 Note 13 Note 14 Note 15 Note 16 Note 17 Note 18 Note 19 Note 20 -
Significant Accounting Policies
Functions
Revenues
Expenses
Gain or Loss on Disposal of Assets
Current Assets
Non-Current Assets
Investment Property & Property, Plant & Equipment
Liabilities
Reserves
Assets Subject to Restrictions
Statement of Cash Flows Reconciliation
Financial Instruments
Expenditure Commitments
Financial Indicators
Uniform Presentation of Finances
Operating Leases
Superannuation
Joint Ventures & Associated Entities
Assets & Liabilities not Recognised
CEO Statement
Audit Report
Page … 106
N1
N8
N10
N13
N15
N16
N17
N18
N21
N22
N23
N24
N25
N28
N29
N30
N31
N32
N33
N34
Berri Barmera Council
INCOME STATEMENT
for the year ended 30 June 2007
Notes
INCOME
Rates
Statutory charges
User charges
Grants, subsidies and contributions
Investment income
Reimbursements
Other revenues
Total Revenues
3
3
3
3
3
3
3
EXPENSES
Employee costs
Materials, contracts & other expenses
Finance costs
Depreciation, amortisation & impairment
Total Expenses
4
4
4
4
OPERATING SURPLUS / (DEFICIT) BEFORE CAPITAL
AMOUNTS AND BEFORE SIGNIFICANT ITEM
Net gain (loss) on disposal or revaluation of assets
5
SIGNIFICANT ITEM - Grants and Contributions
Received for Wastewater Re-use Scheme
3 & 3(a)
NET SURPLUS (DEFICIT)
This Statement is to be read in conjunction with the attached Notes.
Page … 107
2007
$
2006
$
6,616,086
162,384
261,375
2,884,849
159,935
265,356
258,541
10,608,526
6,148,266
150,340
101,857
2,004,373
145,623
268,674
344,244
9,163,377
4,267,742
4,763,249
168,570
3,237,166
12,436,727
3,625,042
3,591,980
143,274
2,637,207
9,997,503
(1,828,201)
(834,126)
272,155
276,859
3,936,166
700,902
2,380,120
143,635
Berri Barmera Council
BALANCE SHEET
as at 30 June 2007
ASSETS
Current Assets
Cash and cash equivalents
Trade & other receivables
Inventories
Notes
6
6
6
Total Current Assets
Non-current Assets
Financial Assets
Infrastructure, Property, Plant & Equipment
Other Non-current Assets
Total Non-current Assets
Total Assets
LIABILITIES
Current Liabilities
Trade & Other Payables
Borrowings
Short-term Provisions
7
8
7
9
9
9
Total Current Liabilities
Non-current Liabilities
Trade & Other Payables
Long-term Borrowings
Long-term Provisions
9
9
9
Total Non-current Liabilities
Total Liabilities
NET ASSETS
EQUITY
Accumulated Surplus
Asset Revaluation Reserve
Other Reserves
TOTAL EQUITY
10
10
This Statement is to be read in conjunction with the attached Notes.
Page … 108
2007
$
2006
$
2,558,681
4,010,504
403,967
6,973,152
3,111,993
916,975
227,524
4,256,492
203,434
55,386,904
55,590,338
62,563,490
231,256
54,539,270
140,810
54,911,336
59,167,828
1,172,900
734,897
33,162
1,940,959
2,419,895
1,024,930
60,000
3,504,825
2,790,071
300,612
3,090,683
5,031,642
57,531,848
1,428,014
235,578
1,663,592
5,168,417
53,999,411
20,171,492
30,932,408
6,427,948
57,531,848
21,612,020
29,780,091
2,607,300
53,999,411
Berri Barmera Council
STATEMENT OF CHANGES IN EQUITY
for the year ended 30 June 2007
2006
$
2007
$
Notes
ACCUMULATED SURPLUS
Balance at end of previous reporting period
Net Result for Year
Transfers to Other Reserves
Transfers from Other Reserves
21,612,020
2,380,120
(6,572,360)
2,751,712
22,108,764
143,635
(1,375,364)
734,985
Balance at end of period
20,171,492
21,612,020
Balance at end of previous reporting period
Gain on revaluation of infrastructure, property, plant &
equipment
Transfer to Accumulated Surplus on sale of infrastructure,
property, plant & equipment
29,780,091
29,780,091
1,152,317
-
-
-
Balance at end of period
30,932,408
29,780,091
2,607,300
6,572,360
(2,751,712)
1,966,921
1,375,364
(734,985)
6,427,948
2,607,300
57,531,848
53,999,411
1,152,317
1,152,317
-
ASSET REVALUATION RESERVE
OTHER RESERVES
10
10
Balance at end of previous reporting period
Transfers from Accumulated Surplus
Transfers to Accumulated Surplus
Balance at end of period
TOTAL EQUITY AT END OF REPORTING
PERIOD
Total of all revenues recognised directly in Equity
Total of all expenses recognised directly in Equity
NET CHANGE IN EQUITY
This Statement is to be read in conjunction with the attached Notes
Page … 109
Berri Barmera Council
CASH FLOW STATEMENT
for the year ended 30 June 2007
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts
Operating receipts
Investment receipts
Payments
Operating payments to suppliers & employees
Finance payments
Notes
Net Cash provided by (or used in) Operating Activities
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Grants specifically for new or upgraded assets
Sale of replaced assets
Sale of surplus assets
Sale of real estate developments
Repayments of loans by community groups
Payments
Expenditure on renewal/replacement of assets
Expenditure on new/upgraded assets
Development of real estate for sale
Loans made to community groups
Net Cash provided by (or used in) Investing Activities
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Proceeds from Borrowings
Payments
Repayments of Borrowings
Net Cash provided by (or used in) Financing Activities
Net Increase (Decrease) in cash held
Cash & cash equivalents at beginning of period
Cash & cash equivalents at end of period
Please refer to Note 12 for reconciliation of cashflow
This Statement is to be read in conjunction with the attached Notes
Page … 110
2007
$
2006
$
6,852,928
159,935
10,911,390
135,091
(9,741,912)
(106,669)
(7,584,742)
(143,515)
(2,835,718)
3,318,224
3,936,166
465,232
40,222
651,613
(643,772)
(2,481,788)
(95,678)
(10,000)
(3,821,853)
1,210,382
(3,170,240)
1,489,000
1,176,323
(660,244)
(1,120,903)
828,756
55,420
(796,580)
203,404
3,111,993
2,315,413
2,908,589
3,111,993
BERRI BARMERA COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 1 - SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies adopted in the preparation of the financial report are set out below. These
policies have been consistently applied to all the years presented, unless otherwise stated.
1:
Basis of Preparation
1.1
Compliance with Australian equivalents to International Financial Reporting Standards
This general purpose financial report has been prepared in accordance with Australian equivalents to
International Financial Reporting Standards (AIFRS) as they apply to not-for-profit entities, other authoritative
pronouncements of the Australian Accounting Standards Board, Urgent Issues Group Interpretations (UIGs) and
relevant South Australian legislation.
The financial report was authorised for issue by the Council by certificate under clause 11 of the Local
Government (Financial Management) Regulation 1999.
1.2
Historical Cost Convention
Except where stated below, these financial statements have been prepared in accordance with the historical
cost convention.
1.3
Critical Accounting Estimates
The preparation of financial statements in conformity with AIFRS requires the use of certain critical accounting
estimates, and requires management to exercise its judgement in applying Council’s accounting policies. The
areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are
significant to the financial statements are specifically referred to in the relevant sections of this Note.
2:
The Local Government Reporting Entity
Berri Barmera Council is incorporated under the SA Local Government Act 1999 and has its principal place of
business at 19 Wilson Street, Berri SA. These financial statements include the consolidated fund and all entities
through which Council controls resources to carry on its functions. In the process of reporting on the Council as
a single unit, all transactions and balances between activity areas and controlled entities have been eliminated.
Property held by Council but subject to the control of other persons have been excluded from these reports.
3:
Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable. Revenue is recognised when
the Council obtains control over the assets comprising the revenue, or when the amount due constitutes an
enforceable debt, whichever first occurs.
Where grants, contributions and donations recognised as revenues during the reporting period were obtained
on the condition that they be expended in a particular manner or used over a particular period, and those
conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions
are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised
Page … 111
as revenues in a previous reporting period which were obtained in respect of the Council's operations for the
current reporting period.
4:
Cash, Cash Equivalents and other Financial Instruments
Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk
of changes in value with a maturity of three months or less from the date of acquisition.
Receivables for rates and annual charges are secured over the subject land, and bear interest at rates
determined in accordance with the Local Government Act 1999 (as amended). Other receivables are generally
unsecured and do not bear interest.
All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of
which is considered doubtful.
All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the
accounting policies applied to financial instruments forms part of Note 13.
5:
Inventories
Inventories held in respect of stores have been valued by using the weighted average cost on a continual basis,
after adjustment for loss of service potential. Inventories held in respect of business undertakings have been
valued at the lower of cost and net realisable value.
5.1
Real Estate Assets Developments
Real Estate Assets developments have been classified as Inventory in accordance with AASB 102 and are
valued at the lower of cost or net realisable value. Cost includes the costs of acquisition, development,
borrowing and other costs incurred on financing of that acquisition and up to the time of sale. Any amount by
which cost exceeds the net realisable value has been recognised as an expense.
Revenues arising from the sale of property are recognised in the operating statement when settlement is
completed.
6:
Infrastructure, Property, Plant & Equipment
6.1
Transitional Provisions
Council has elected not to recognise land under roads in accordance with the deferral arrangements available
under AASB 1045.
All non-current assets purchased or constructed are capitalised as the expenditure is incurred and depreciated
as soon as the asset is held “ready for use”.
6.2
Initial Recognition
All assets are initially recognised at cost. Cost is determined as the fair value of the assets given as
consideration plus costs incidental to the acquisition, including architects' fees and engineering design fees and
all other costs incurred. For assets acquired at no cost or for nominal consideration, cost is determined as fair
value at the date of acquisition. The cost of non-current assets constructed by the Council includes the cost of
all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed
overhead.
Page … 112
Capital works still in progress at balance date are recognised as other non-current assets and transferred to
infrastructure, property, plant & equipment when completed ready for use.
6.3
Materiality
Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds
materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing)
such thresholds, regard is had to the nature of the asset and its estimated service life. Examples of
capitalisation thresholds applied during the year are as follows. No capitalisation threshold is applied to the
acquisition of land or interests in land.
Office Furniture & Equipment
Other Plant & Equipment
Buildings - new construction/extensions
Park & Playground Furniture & Equipment
Road construction & reconstruction
Paving & footpaths, Kerb & Gutter
Drains & Culverts
Reticulation extensions
Sidelines & household connections
Artworks
$1,000
$1,000
$10,000
$2,000
$10,000
$2,000
$5,000
$5,000
$5,000
$5,000
6.4
Subsequent Recognition
Certain asset classes are revalued on a regular basis such that the carrying values are not materially different
from fair value. For infrastructure and other asset classes where no active market exists, fair value is
determined to be the current replacement cost of an asset less, where applicable, accumulated depreciation
calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the
asset. Further detail of existing valuations, methods and valuers are provided at Note 8.
6.5
Depreciation of Non-Current Assets
Other than land, all infrastructure, property, plant and equipment assets recognised are systematically
depreciated over their useful lives in a manner which reflects the consumption of the service potential embodied
in those assets.
Depreciation is recognised on a straight-line basis. Major depreciation periods for each class of asset are
shown below. Depreciation periods for infrastructure assets have been estimated based on the best information
available to Council, but appropriate records covering the entire life cycle of these assets are not available, and
extreme care should be used in interpreting financial information based on these estimates.
Plant, Furniture & Equipment
Office Equipment
5 to 10 years
Office Furniture
10 to 20 years
Vehicles and Road-making Equip
5 to 8 years
Other Plant & Equipment
5 to 15 years
Building & Other Structures
Buildings – masonry
50 to 100 years
Buildings – other construction
20 to 40 years
Park Structures – masonry
50 to 100 years
Park Structures – other construction
20 to 40 years
Playground equipment
5 to 15 years
Benches, seats, etc
10 to 20 years
Infrastructure
Sealed Roads – Surface
15 to 25 years
Sealed Roads – Structure
20 to 50 years
Page … 113
Unsealed Roads
Bridges – Concrete
Paving & Footpaths, Kerb & Gutter
Drains
Culverts
Flood Control Structures
Dams and Reservoirs
Bores
Reticulation Pipes – PVC
Reticulation Pipes – other
Pumps & Telemetry
Other Assets
Library Books
Artworks
10 to 20 years
80 to 100 years
80 to 100 years
80 to 100 years
50 to 75 years
80 to 100 years
80 to 100 years
20 to 40 years
70 to 80 years
25 to 75 years
15 to 25 years
10 to 15 years
indefinite
6.6
Impairment
Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for
impairment. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in
circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for
the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the
present value of future cash outflows or value in use).
For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where
the future economic benefits would be replaced if Council were deprived thereof, the value in use is the
depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that
the current replacement cost exceeds the original cost of acquisition.
6.7
Borrowing Costs
Borrowing costs in relation to qualifying assets (net of offsetting investment revenue) have been capitalised in
accordance with the allowed alternative treatment in AASB 1023 “Borrowing Costs”. The amounts of borrowing
costs recognised as an expense or as part of the carrying amount of qualifying assets are disclosed in Note 4,
and the amount (if any) of interest revenue offset against borrowing costs in Note 3.
7:
Payables
7.1
Goods & Services
Creditors are amounts due to external parties for the supply of goods and services and are recognised as
liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of
invoice. No interest is payable on these amounts.
7.2
Payments Received in Advance & Deposits
Amounts received from external parties in advance of service delivery, and security deposits held against
possible damage to Council assets, are recognised as liabilities until the service is delivered or damage
reinstated, or the amount is refunded as the case may be.
8:
Borrowings
Loans are carried at their principal amounts which represent the present value of future cash flows associated
with servicing the debt. Interest is accrued over the period to which it relates, and is recorded as part of
Page … 114
“Payables”. Interest free loans are carried at their nominal amounts; interest revenues foregone by the lender
effectively being a reduction of interest expense in the period to which it relates.
9:
Employee Benefits
9.1
Salaries, Wages & Compensated Absences
Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or
settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts)
measured in accordance with AASB 119.
The methodology used to calculate employee’s Long Service Leave entitlements has been altered from the
methodology used in previous years. Long Service Leave provision is now measured in accordance with AASB
119.
Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the
present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of
services provided by employees up to the reporting date. Present values are calculated using government
guaranteed securities rates with similar maturity terms.
Weighted average discount rate
6.25% (2006, 5.875%)
No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each
reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in
future reporting periods. Council does not make payment for untaken sick leave.
9.2
Superannuation
The Council makes employer superannuation contributions in respect of its employees to the Local Government
Superannuation Scheme. The Scheme has two types of membership, each of which is funded differently.
Accumulation Fund Members
The accumulation fund receives both employer and employee contributions on a progressive basis. Employer
contributions are normally based on a fixed percentage of employee earnings in accordance with
Superannuation Guarantee Legislation (9% in 2006/07; 9% in 2005/06). Except where members are Defined
Benefit Members then the Employer, in accordance with Superannuation Guarantee Legislation, contributes
3% to the Accumulation Fund and 6% to the Defined Benefit Fund. No further liability accrues to the employer
as the superannuation benefits accruing to employees are represented by their share of the net assets of the
Fund.
Defined Benefit Members
Council makes employer contributions to the defined benefits categories of the Scheme at rates determined by
the Scheme's Trustee. The rate is currently 6% (6% in 2005/2006) of superannuation salary. Employees also
make member contributions to the Fund. As such, assets accumulate in the Fund to meet the member's
benefits, as defined in the Trust Deed, as they accrue.
The Fund's Defined Benefit Plan is a multi-employer sponsored plan. As the Fund's assets and liabilities are
pooled and are not allocated by employer, the Actuary is unable allocate benefit liabilities, assets and costs
between employers. As provided by AASB 119.32(b), Council does not use defined benefit accounting for
these contributions.
Page … 115
10:
Construction Contracts
Construction works undertaken by Council for third parties are generally on an agency basis where the third
party reimburses Council for actual costs incurred, and usually do not extend beyond the reporting period. As
there is no profit component, such works are treated as 100% completed. Reimbursements not received are
recognised as receivables and reimbursements received in advance are recognised as “payments received in
advance”.
11:
Joint Ventures and Associated Entities
Council participates in cooperative arrangements with other Councils for the provision of services and facilities.
12:
Leases
Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117.
In respect of finance leases, where Council substantially carries all of the risks incident to ownership, the leased
items are initially recognised as assets and liabilities equal in amount to the present value of the minimum lease
payments. The assets are disclosed as assets under lease, and are amortised to expense over the period
during which the Council is expected to benefit from the use of the leased assets. Lease payments are
allocated between interest expense and reduction of the lease liability, according to the interest rate implicit in
the lease.
In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to
ownership of the leased items, lease payments are charged to expense over the lease term.
13:
GST Implications
In accordance with UIG Abstract 1031 “Accounting for the Goods & Services Tax”
Receivables and Creditors include GST receivable and payable.
Except in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and
payable.
Non-current assets and capital expenditures include GST net of any recoupment.
Amounts included in the Statement of Cash Flows are disclosed on a gross basis.
14:
Comparative Information
Comparative information has been reclassified to be consistent with the current year disclosure of equivalent
information in accordance with AIFRS.
On 25 January 2007 the Local Government (Financial Management) Regulations 1999 were amended. Section
10 of those regulations now requires that Council’s financial statements be prepared in accordance with the
Model Financial Statements as prescribed. Some comparative data for the 2006/2007 financial year have had
to be restated to conform with the presentation requirements prescribed in the model statements.
15:
New Accounting Standards
Certain new accounting standards and UIG interpretations have been published that are not mandatory for the
30 June 2007 reporting period.
± AASB 7
Financial Instruments: Disclosures and AASB 2005-10 Amendments to AASB
132, AASB 101, AASB 114, AASB 117, AASB 133, AASB 139, AASB1,
AASB4 AASB 1023 & AASB 1038
± AASB 2006-1
Amendments to AASB 121
± AASB 2006-3
Amendments to AASB 1045
± AASB 2006-4
Amendments to AASB 134
Page … 116
±
±
±
±
±
±
±
±
AASB 2007-1
AASB 2007-2
Amendments to AASB 2 arising from AASB Interpretation 11
Amendments to AASB 1, AASB 117, AASB 118, AASB 120, AASB 121, AASB
127, AASB 131 & AASB 139 arising from AASB Interpretation 12
AASB 8
Operating Segments and AASB 2007-3 Amendments to AASB 5, AASB 6,
AASB 102, AASB 107, AASB 119, AASB 127, AASB 134, AASB 136, AASB
1023 & AASB 1038 arising from AASB 8
AASB 2007-4
Amendments to AASB 1, 2, 3, 4, 5, 6, 7, 102, 107, 108, 110, 112, 114, 116,
117, 118, 119, 120, 121, 127, 128, 129, 130, 131, 132, 133, 134, 136, 137,
138, 139, 141, 1023 & 1038 arising from ED 151 and Other Amendments
Interpretation 10 Interim Financial Reporting and Impairment
Interpretation 11 AASB 2 – Group and Treasury Share Transactions
Interpretation 12 Service Concession Arrangements
Interpretation 129 Disclosure – Service Concession Arrangements
Council is of the view that none of the above new standards or interpretations will affect any of the amounts
recognised in the financial statements, but that they may impact certain information otherwise disclosed.
Page … 117
Page … 118
BERRI BARMERA COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 2 (cont) - COMPONENTS OF FUNCTIONS
The activities relating to Council functions are as follows:
Public Order and Safety
CFS Fire Protection, Dog Control, General Inspection, Other Public Order and Safety Services.
Health
Health Inspections, Immunisations, Septic Tank Inspections, Noxious Insect Control, Community Bus Service,
Other Health Services.
Social Security and Welfare
Aged and Disabled Services, Families and Children Services, Youth Programs and Services, Other Social
Security and Welfare Services.
Housing and Community Amenities
Council Housing, Town Planning, Land Development, Cemeteries, Sanitation and Garbage, Community
Wastewater Management Systems, Public Conveniences, Urban Stormwater Drainage, Pollution Control,
Protection Works, Street Cleaning, Public Lighting, Other Community Development and Amenity Services.
Protection of the Environment
Foreshore Protection, Jetty Maintenance, Flood Prevention, Natural Resource Management.
Sport and Recreation
Libraries, Community Information, Community Centres, Halls, Ovals, Parks and Gardens, Reserves, Sporting
Facilities, Contribution to Regional Sporting Bodies, Swimming Centre, Recreation Centre, Other Sport and
Recreation, Cultural Services, Museums.
Mining, Manufacturing and Construction
Building Act, Development Control, Quarries, Other Mining Manufacturing and Construction.
Transport and Communication
Road Construction and Maintenance, Bridges, Footpaths, Parking, Other Transport, Kerbing and Watertable,
Stormwater Drainage, Passenger Transport and Cancer Patient Bus, Traffic Control.
Economic Affairs
Offstreet Parking, Land Development, Employment, Tourism, Community Festivals, Youth Camp, Regional
Development Corporation.
Other Purposes NEC
Public Debt Transactions, Debenture Loans, Interest, Plant and Equipment, Council Depot and overheads,
Vandalism, Other Property and Services
Administration
Governance, Elected Members, Office administration, Council Chambers, Organisational, Support Services,
Accounting/Finance, Payroll, Human Resources, Information Technology, Communication, Rates
Administration, Records, Occupancy, Contract Management, Customer Service, Other Support Services,
Revenues, LGGC – General Purpose
Page … 119
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 3 - REVENUES
Notes
RATES REVENUES
General Rates
Less: Discretionary rebates, remissions &
write offs
Other Rates (including service charges)
Natural Resource Management levy
Community wastewater management schemes
Other Charges
Penalties for late payment
$
STATUTORY CHARGES
Development Act fees
Town planning fees
Animal registration fees & fines
Parking fines / expiation fees
Sundry
USER CHARGES
Cemetery/crematoria fees
Tourist Centre
Septic Tank Fees
Parking fees
Sales - general
Subsidies received on behalf of users
Sundry
INVESTMENT INCOME
Interest on investments
Local Government Finance Authority
Banks & other
Loans to community groups
Page … 120
2007
$
2006
$
5,400,140
5,257,490
(103,691)
(91,361)
5,296,449
5,166,129
75,656
1,193,823
1,269,479
949,795
949,795
50,158
6,616,086
$
32,342
6,148,266
35,405
55,599
62,228
8,198
954
162,384
32,136
42,637
63,572
9,278
2,717
150,340
42,418
25,003
17,592
32,383
22,163
16,645
176,362
261,375
30,666
101,857
134,056
16,384
9,495
159,935
104,409
30,682
10,532
145,623
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
NOTE 3 - REVENUES (continued)
Notes
2006
$
2007
$
Conditions over grants & contributions
Grants and contributions which were obtained on the condition that they be expended for
specified purposes or in a future period, but which are not yet expended in accordance with those
conditions, are as follows:
$
$
Unexpended at the close of the previous reporting period
Less: expended during the current period from
revenues recognised in previous reporting periods
Roads Infrastructure
Subtotal
Plus: amounts recognised as revenues in this reporting
period but not yet expended in accordance with the
conditions
Roads Infrastructure
Wastewater Reuse Scheme
3(a)
Subtotal
Unexpended at the close of this reporting period
Net increase (decrease) in restricted assets in the
current reporting period
Page … 121
0
0
0
0
0
0
98,991
3,936,166
4,035,157
4,035,157
0
0
4,035,157
0
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 4 - EXPENSES
Notes
EMPLOYEE COSTS
Salaries and Wages
Employee leave expense
Superannuation - defined contribution plan contributions
Superannuation - defined benefit plan contributions
Workers' Compensation Insurance
Voluntary Separation Payments
Less: Capitalised and distributed costs
Total Operating Employee Costs
20
20
Total Number of Employees
2006
$
2007
$
3,057,145
474,504
164,502
137,678
89,935
610,686
(266,708)
4,267,742
3,138,787
307,857
159,389
134,203
98,749
(213,943)
3,625,042
71
78
9,936
137,496
32,577
8,910
106,369
2,380
10,906
190,915
8,180
125,839
2,049,289
1,471,644
21,123
74,380
955,898
4,572,334
4,763,249
1,193,187
1,284,684
20,771
967,499
3,466,141
3,591,980
(Full time equivalent at end of reporting period)
MATERIALS, CONTRACTS & OTHER EXPENSES
Prescribed Expenses
Auditor's Remuneration
- Auditing the financial reports
Elected members' expenses
Election expenses
Operating Lease Rentals - cancellable leases
Operating Lease Rentals - non-cancellable leases
- minimum lease payments
Subtotal - Prescribed Expenses
Other Materials, Contracts & Expenses
Contractors
Materials
Legal Expenses
Levies paid to government - NRM levy
Sundry
Subtotal - Other Materials, Contracts & Expenses
Page … 122
17
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 4 - EXPENSES (cont)
Notes
FINANCE COSTS
Interest on Loans
DEPRECIATION, AMORTISATION & IMPAIRMENT
Depreciation
Plant & Machinery
Office Equipment
Buildings
Structures
Infrastructure
Less: Capitalised and distributed costs
Page … 123
2007
$
2006
$
168,570
168,570
143,274
143,274
586,312
160,444
636,839
382,143
1,471,428
528,909
146,437
876,750
105,022
980,089
3,237,166
2,637,207
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 5 - ASSET DISPOSAL & FAIR VALUE ADJUSTMENTS
Notes
INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Proceeds from disposal
Less: Carrying amount of assets sold
Gain (Loss) on disposal
REAL ESTATE DEVELOPMENT ASSETS
Proceeds from disposal
Less: Carrying amount of assets sold
Gain (Loss) on disposal
NET GAIN (LOSS) ON DISPOSAL OR REVALUATION
OF ASSETS
Page … 124
$
2006
$
2007
$
1,459,776
1,187,621
272,155
928,472
651,613
276,859
-
-
272,155
$
276,859
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 6 - CURRENT ASSETS
CASH & EQUIVALENT ASSETS
Notes
Cash on Hand and at Bank
Deposits at Call
TRADE & OTHER RECEIVABLES
Rates - General & Other
Accrued Revenues
Debtors - general
Other levels of Government
GST Recoupment
Prepayments
Loans to community organisations
INVENTORIES
Stores & Materials
Real Estate Developments
Real Estate Developments
(Valued at the lower of cost and net realisable value)
Residential
Industrial & Commercial
Total Real Estate for Resale
Represented by:
Development Costs
Total Real Estate for Resale
Page … 125
2007
$
2,200
2,556,481
2,558,681
2006
$
631,190
2,480,803
3,111,993
541,346
355,428
3,109,780
242,330
75,598
23,628
17,822
4,010,504
211,326
233,150
60,708
36,141
20,222
916,975
34,692
369,275
403,967
94,737
132,787
227,524
369,275
369,275
126,863
5,924
132,787
369,275
369,275
132,787
132,787
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 7 - NON-CURRENT ASSETS
FINANCIAL ASSETS
Notes
2007
$
2006
$
203,434
203,434
231,256
231,256
-
140,810
140,810
-
89,456
51,354
140,810
-
140,810
140,810
-
140,810
Receivables
Loans to community organisations
OTHER NON-CURRENT ASSETS
Inventories
Real Estate Developments
Real Estate Developments
(Valued at the lower of cost and net realisable value)
Residential
Industrial & Commercial
Total Real Estate for Resale
Represented by:
Development Costs
Less: Allowance for Under-Recovery
Total Real Estate for Resale
Page … 126
Page … 127
Page … 128
BERRI BARMERA COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 8 (cont) – INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Valuation of Assets
At 1 July 2004 upon the transition to AIFRS, Council elected pursuant to AASB 1.19 to retain a previously
established deemed cost under GAAP as its deemed cost for the purposes of AIFRS.
Plant, Furniture & Equipment
Pursuant to Council’s election, these assets are recognised on the cost basis.
Land & Land Improvements
Pursuant to Council’s election, freehold land and land over which Council has control, but does not
have title, is recognised on the cost basis. No capitalisation threshold is applied to the acquisition of
land or interests in land.
Land improvements, including bulk earthworks with an assessed unlimited useful life, are recognised on
the cost basis, originally deriving from a valuation at 1July 2003 by Maloney Field Services. Additions
are recognised at cost.
Land is not a depreciable asset.
Buildings & Other Structures
Pursuant to Council’s election, buildings and other structures are recognised at fair value. Values were
provided by property consultants and valuers Maloney Field Services as at 1 July 2003.
Infrastructure
Transportation assets were valued by Council officers and include the cost of all materials used in
construction, direct labour, borrowing costs and an appropriate proportion of variable and fixed
overhead. In addition values and depreciation are obtained from Council’s ALARMS and technical data
software which are based on formula recognising the age and use of the asset.
Similarly, stormwater drainage infrastructure was valued by Council officers utilising the cost of all
materials used in construction, direct labour, borrowing costs and an appropriate proportion of variable
and fixed overhead.
Community wastewater management scheme infrastructure is recorded on the cost basis.
All other assets
Pursuant to Council’s election, these assets are recognised on the cost basis. Library books and other
lending materials are capitalised in bulk, and written out when fully depreciated.
Page … 129
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 9 - LIABILITIES
2006
$
2007
$
TRADE & OTHER PAYABLES
Notes
Goods & Services
Payments received in advance
Accrued expenses - employee entitlements
Accrued expenses - other
BORROWINGS
Bank Overdraft
Loans
Current
Non-current
Current
646,561
21,856
414,445
90,038
1,172,900
-
720,626
1,270,543
400,589
28,137
2,419,895
243,268
491,629
734,897
2,790,071
2,790,071
1,024,930
1,024,930
Non-current
-
1,428,014
1,428,014
All interest bearing liabilities are secured over the future revenues of the Council.
PROVISIONS
Employee entitlements (including oncosts)
33,162
33,162
300,612
300,612
60,000
60,000
Please refer to Note 1 Employee Benefits regarding change in methodology when calculating
employee entitlements.
Page … 130
235,578
235,578
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 10 - RESERVES
ASSET REVALUATION RESERVE
Notes
Infrastructure, Land and Buildings
TOTAL
OTHER RESERVES
Asset Replacement
Local Govt. Disabled Housing
Library
Cemetery
Local Govt Housing
Land Development
District CWMS
Work In Progress
TOTAL OTHER RESERVES
1/07/2006
Net Increments
(Decrements)
Transfers on
Sale
$
$
$
Transfers to
Reserve
9,930
Transfers from
Reserve
30/06/2007
(9,930 )
8,286
7,441
9,001
7,001
1,464,497
995,968
113,462
2,607,300
$
29,780,091
29,780,091
29,780,091
29,780,091
1/07/2006
30/06/2007
4,286
1,065,837
5,213,951
280,000
6,572,360
(1,882,888 )
(745,432 )
(113,462 )
(2,751,712 )
8,286
7,441
9,001
11,287
647,446
5,464,487
280,000
6,427,948
PURPOSES OF RESERVES
Asset Revaluation Reserve
The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of noncurrent assets and available-for-sale financial assets.
Asset Replacement Reserve
For funding the replacement of Council assets.
Local Government Disabled Housing Reserve
Grants received for the purpose of upgrading and maintaining Council units specific for disabled accommodation.
Library Reserve
Funding received and set aside in reserve for the purpose of upgrading of library facilities.
Cemetery Reserve
Funds set aside for the upgrading of Council cemeteries.
Local Government Community Housing Reserve
Similar reserve set aside for the purpose of maintaining Council community housing facilities
Land Development Reserve
Reserve created for the specific use of funding certain economic development projects throughout the district for
example the development of new residential allotments in the townships of Berri and/or Barmera
District CWMS Reserve
Reserve set up for the express purpose of funding Council's Community Wastewater Management Scheme which
includes the maintenance of the scheme and upgrades as required.
Work In Progress Reserve
Reserve used to carry funds over from one year to the next for projects that are unfinished at year end and to be
completed in the following year.
Page … 131
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 11 - ASSETS SUBJECT TO RESTRICTIONS
There are no assets belonging to Council which are restricted, wholly or partially, by legislation or other externally
imposed requirements. No assets belonging to Council are required to be utilised for the purposes for which control
was transferred to Council, or for which the revenues were originally obtained.
Notes
CASH & FINANCIAL ASSETS
2007
2006
$
$
Unexpended Loans
Developer Contributions
Other unexpended amounts from other levels of Government
STEDs scheme
Other
0
0
0
0
0
0
0
0
0
0
RECEIVABLES
here describe type of asset; do not disclose if not applicable
INVENTORIES & OTHER ASSETS
here describe type of asset; do not disclose if not applicable
INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
here describe type of asset; do not disclose if not applicable
TOTAL ASSETS SUBJECT TO EXTERNALLY
IMPOSED RESTRICTIONS
The following liabilities, included in Note 9, may be discharged from restricted assets in the first instance.
Bank Overdraft
9
Payables
9
Borrowings
9
Provisions
9
0
0
A narrative description providing a short summary of the nature of each restriction should be shown
here. See the explanatory comments for further information.
Page … 132
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 12 - RECONCILIATION TO CASH FLOW STATEMENT
(a)
Reconciliation of Cash
Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant
risk of changes of value. Cash at the end of the reporting period as shown in the Cash Flow
Statement is reconciled to the related items in the Statement of Financial Position as follows:
Notes
Total cash & equivalent assets
Less: Short-term borrowings
Balances per Cash Flow Statement
6
BS
(b) Reconciliation of Change in Net Assets to Cash
from Operating Activities
Net Surplus (Deficit)
Non-cash items in Income Statement
Depreciation, amortisation & impairment
Net increase (decrease) in unpaid employee benefits
Premiums & discounts recognised & unwound
Grants for capital acquisitions treated as Investing Activity
Net (Gain) Loss on Disposals
2007
$
2,558,681
(243,268)
2,315,413
2006
$
3,111,993
3,111,993
2,380,120
143,635
3,237,166
52,052
(3,936,166)
(272,155)
1,461,017
2,637,207
(276,859)
2,503,983
(3,095,929)
60,045
(1,260,851)
(2,835,718)
(37,510)
(108,595)
80,456
1,046,613
(166,723)
3,318,224
Add (Less): Changes in Net Current Assets
Net (increase) decrease in receivables
Net (increase) decrease in inventories
Net (increase) decrease in other current assets
Net increase (decrease) in trade & other payables
Net increase (decrease) in other provisions
Net Cash provided by (or used in) operations
(c)
Financing Arrangements
Unrestricted access was available at balance date to the following lines of credit:
45,000
Bank Overdrafts
35,000
Corporate Credit Cards
45,000
35,000
The bank overdraft facilities may be drawn at any time and may be terminated by the bank without
notice.
Page … 133
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 13 - FINANCIAL INSTRUMENTS
Recognised Financial Instruments
Bank, Deposits at Call, Short Term Accounting Policy: Carried at lower of cost and net realiseable value; Interest is recognised
when earned.
Deposits
Terms & conditions: Deposits are returning fixed interest rates between 5% and 7% (2006: 5%
and 6%). Short term deposits have an average maturity of 365 days and an average interest
rates of 6% (2006: 365 days, 6%).
Carrying amount: approximates fair value due to the short term to maturity.
Receivables - Rates & Associated Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An
Charges (including legals & penalties allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no
for late payment)
longer probable.
Terms & conditions: Secured over the subject land, arrears attract interest of n/a (2006: n/a)
Although Council is not materially exposed to any individual debtor, credit risk exposure is
concentrated within the Council's boundaries in the State.
Receivables - Fees & other charges
Carrying amount: approximates fair value (after deduction of any allowance).
Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An
allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no
longer probable.
Terms & conditions: Unsecured, and do not bear interest. Although Council is not materially
exposed to any individual debtor, credit risk exposure is concentrated within the Council's
boundaries.
Receivables
government
-
Receivables
Contributions
-
other
levels
Retirement
Carrying amount: approximates fair value (after deduction of any allowance).
of Accounting Policy: Carried at nominal value.
Terms & conditions: Amounts due have been calculated in accordance with the terms and
conditions of the respective programs following advice of approvals, and do not bear interest. All
amounts are due by Departments and Agencies of the Governments of the Commonwealth &
State.
Carrying amount: approximates fair value.
Home Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An
allowance for doubtful debts is recognised (and re-assessed annually) when collection in full is no
longer probable.
Terms & conditions: Amounts due have been calculated in accordance with the terms and
conditions of the respective legislation.
Liabilities - Creditors and Accruals
Liabilities
Contributions
Retirement
Carrying amount: approximates fair value (after deduction of any allowance).
Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods and
services received, whether or not billed to the Council.
Terms & conditions: Liabilities are normally settled on 30 day terms.
Carrying amount: approximates fair value.
Home Accounting Policy: To avoid inconvenience when complying with the separate audit
requirements imposed by the relevant legislation, amounts are carried at nominal values.
Terms & conditions: Pursuant to Commonwealth legislation certain intending residents are
required to contribute amounts on an interest free basis. The amounts are subject to certain
deductions as prescribed by the legislation, the balance being repaid on termination of tenancy.
Carrying amount: approximates fair value for short tenancies; may be non-materially over-stated
for longer tenancies.
Liabilities - Interest Bearing Loans
Accounting Policy: Carried at the principal amounts. Interest is charged as an expense as it
accrues.
Terms & conditions: secured over future revenues, loans are repayable by equal 6 monthly
instalments of principal & interest; interest is charged at fixed rates between 5% and 10.15%
(2006: 5% and 9.75%)
Liabilities - Finance Leases
Carrying amount: approximates fair value.
Accounting Policy: accounted for in accordance with AASB 117.
Page … 134
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 13 (cont) - FINANCIAL INSTRUMENTS
Liquity Analysis
Floating
Interest
Rate
2007
Financial Assets
Fair Value through P&L
< 1 year
$
Fixed interest maturing in
> 1 year
> 5 years
> 5 years
$
$
$
Noninterest
bearing
Total
$
$
2,558,681
Cash Assets
-
2,558,681
3,948,832
3,948,832
4,190,310
6,748,991
668,417
668,417
243,268
3,281,700
4,193,385
Loans & Receivables
Receivables
Total
Weighted Average Interest Rate
2,558,681
6.00%
17,822
17,822
7.00%
223,656
223,656
7.00%
-
Financial Liabilities
Payables
Short-term Borrowings
Borrowings
243,268
243,268
7.00%
491,629
491,629
7.00%
2,810,293
2,810,293
7.00%
-
NET FINANCIAL ASSETS
(LIABILITIES)
2,315,413
(473,807)
(2,586,637)
-
2006
Floating
Interest
Rate
Total
Weighted Average Interest Rate
Financial Assets
Fair Value through P&L
< 1 year
$
Cash Assets
Fixed interest maturing in
> 1 year
> 5 years
> 5 years
$
$
$
3,111,993
(20,222)
648,195
3,300,637
2,555,606
Noninterest
bearing
Total
$
$
-
3,111,993
860,612
860,612
1,112,090
4,224,083
1,991,169
1,991,169
2,452,944
4,444,113
Loans & Receivables
Receivables
Total
Weighted Average Interest Rate
3,111,993
5.00%
20,222
20,222
7.00%
231,256
231,256
-
7.00%
Financial Liabilities
Payables
Short-term Borrowings
Borrowings
1,024,930
1,024,930
1,428,014
1,428,014
7.00%
7.00%
7.00%
3,111,993
(1,004,708)
(1,196,758)
Total
Weighted Average Interest Rate
NET FINANCIAL ASSETS
(LIABILITIES)
-
Page … 135
-
1,991,169
-
(1,130,557)
(220,030)
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 13 (cont) - FINANCIAL INSTRUMENTS
Credit Risk Exposures
Credit risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum
credit risk on financial assets of the Council is the carrying amount, net of any provision for doubtful debts. Except as
detailed in Notes 6 & 7 in relation to individual classes of financial assets, exposure is concentrated within the Council's
boundaries, and there is no material exposure to any individual debtor.
Reconciliation of Financial Assets & Liabilities
2007
2006
$
$
Net financial assets from above
Financial Assets
Financial Liabilities
Non-financial assets and liabilities
Accrued Revenues
Prepayments
Inventories
Property, Plant & Equipment
Accrued Expenses
Provisions
Net Assets per Balance Sheet
6,748,991
4,193,385
2,555,606
4,224,083
4,444,113
(220,030)
0
23,628
403,967
55,386,904
(504,483)
(333,774)
54,976,242
57,531,848
0
36,141
368,334
54,539,270
(428,726)
(295,578)
54,219,441
53,999,411
Net Fair Value
All carrying values approximate fair value for all recognised financial instruments. With the exception of investments,
there is no recognised market for the financial assets of the Council.
Page … 136
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 14 - COMMITMENTS FOR EXPENDITURE
Notes
2007
$
2006
$
Capital Commitments
Capital expenditure committed for at the reporting date but not recognised in the financial
statements as liabilities:
Land
Buildings
Plant & Equipment
-
-
-
-
These expenditures are payable:
Not later than one year
Later than one year and not later than 5 years
Later than 5 years
Other Expenditure Commitments
Other expenditure committed for (excluding inventories) at the reporting date but not recognised in
the financial statements as liabilities:
Audit Services
Waste Management Services Domestic Collection
Street Collection
Parks and Foreshore Collection
Dump Maintenance
Waste Depot Retainer
Weed Spray Contract
Household Desludging Contract
Wastewater Re-Use Scheme - Capital
Design and Construction
Wastewater Re-Use Scheme - Operating
Availability Charge
Volumetric Charge (based on average use)
These expenditures are payable:
Not later than one year
Later than one year and not later than 5 years
Later than 5 years
10,000
20,745
13,390
24,205
79,310
16,000
95,000
120,000
4,592,677
1,728,625
108,631
6,808,583
6,808,583
6,808,583
Page … 137
-
-
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 15 - FINANCIAL INDICATORS
2007
2006
These Financial Indicators have been calculated in accordance with Information Paper 9
- Local Government Financial Indicators prepared as part of the LGA Financial
Sustainability Program for the Local Government Association of South Australia.
Detailed methods of calculation are set out in the SA Model Statements.
Operating Surplus
(1,828,201)
(834,126)
Being the operating surplus (deficit) before capital amounts and before significant item (revenue
received for Wastewater Reuse Scheme)
Operating Surplus Ratio
Operating Surplus
Rates - general & other less NRM levy
(28%)
(14%)
This ratio expresses the operating surplus as a percentage of general and other rates, net of
NRM levy.
Net Financial Liabilities
(1,740,977)
908,193
Net Financial Liabilities are defined as total liabilities less financial assets (excluding equity
accounted investments in Council businesses.
Net Financial Liabilities Ratio
Net Financial Liabilities
Total Operating Revenue less NRM levy
Interest Cover Ratio
Net Interest Expense
Total Operating Revenue less NRM levy less
Investment Income
Asset Sustainability Ratio
Net Asset Renewals
Depreciation Expense
-17%
10%
0.1%
(0.0%)
6%
120%
Net asset renewals expenditure is defined as net capital expenditure on the renewal and
replacement of existing assets, and excludes new capital expenditure on the acquisition of
additional assets.
Asset Consumption Ratio
Carrying value of depreciable assets
Gross value of depreciable assets
N/A
N/A
Total carrying value of depreciable assets divided by total reported value of depreciable assets
before accumulated depreciation.
Page … 138
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 16 - UNIFORM PRESENTATION OF FINANCES
The Local Government Association’s General Meeting in March 2006 resolved that a high level
summary of both operating and capital investment activities of each council be prepared on a
uniform and consistent basis, thereby enabling more meaningful comparisons between councils.
It also is intended that annual budgets and long-term financial plans be summarised on the same
basis.
A feature of the arrangement is that it facilitates the reporting of a standard set of key financial
indicators of the Council’s financial sustainability – all of which are shown in Note 15 above.
Operating Revenues
less Operating Expenses
Operating Surplus / (Deficit) before Capital Amounts
less Net Outlays on Existing Assets
Capital Expenditure on renewal and replacement of Existing
Assets
less Depreciation, Amortisation and Impairment
less Proceeds from Sale of Replaced Assets
less Net Outlays on New and Upgraded Assets
Capital Expenditure on New and Upgraded Assets
(including investment property & real estate developments)
less Amounts received specifically for New and Upgraded
Assets
less Proceeds from Sale of Surplus Assets
(including investment property and real estate developments)
Net Lending / (Borrowing) for Financial Year
Page … 139
2007
$
2006
$
10,608,526
(12,436,727)
(1,828,201)
9,163,377
(9,997,503)
(834,126)
643,772
3,821,853
(3,237,166)
(465,232)
(3,058,626)
(2,637,207)
(651,613)
533,033
2,577,466
-
(3,936,166)
-
-
-
(1,358,700)
-
2,589,125
(1,367,159)
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 17 - OPERATING LEASES
Leases providing revenue to the Council
Council owns various buildings, plant and other facilities that are available for hire or
lease (on a non-cancellable basis whereever practicable) in accordance with the
published revenue policy. Rentals received from such leases are disclosed as rent and
hire of non-investment property in Note 3.
Lease payment commitments of Council
Council has entered into a non-cancellable operating leases for a photocopier.
Leases in relation to computer and office equipment permit Council, at expiry of the
lease, to elect to re-lease, return or acquire the equipment leased.
No lease contains any escalation clause.
Commitments under non-cancellable operating leases that have not been recognised in
the financial statements are as follows:
Not later than one year
Later than one year and not later than 5 years
Page … 140
2007
$
10,906
32,718
43,624
2006
$
10,906
43,624
54,530
BERRI BARMERA COUNCIL
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 18 – SUPERANNUATION
Council makes employer superannuation contributions in respect of its employees to the
Local Government Superannuation Scheme (the Scheme) (9% required under
Superannuation Guarantee Legislation). The Scheme has two categories of membership,
each of which is funded differently.
The Scheme's accumulation category, Local Super, receives both employer and employee
contributions on a progressive basis. Employer contributions are normally based on a fixed
percentage of employee earnings. No further liability accrues to the employer as the
superannuation benefits accruing to employees are represented by their share of the net
assets of the Scheme.
The Scheme's Defined Benefit Plan is a multi-employer sponsored plan. As the Scheme's
assets and liabilities are pooled and are not allocated by employer, the Actuary is unable
allocate benefit liabilities, assets and costs between employers. As provided under AASB
119.32(b), Council does not use defined benefit accounting for these contributions.
Council makes employer contributions to the defined benefit category of the Scheme at
rates determined by the Trustee on the advice of the Scheme's Actuary. On the basis of
the results of the most recent full actuarial investigation conducted by the Scheme's
actuary, L C Brett, BSc., FIA, FIAA, of Brett and Watson Pty Ltd as at 30 June 2005, the
Trustee has determined that the current funding arrangements are adequate for the
expected Defined Benefit Plan liabilities.
The amount of Superannuation contribution paid by Council:
2007 - $ 302,180
2006 - $ 293,592
Page … 141
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 19 - JOINT VENTURES & ASSOCIATED ENTITIES
Regional Subsidiary
Council is a member of the Murray Mallee Local Government Association (MMLGA) which was established pursuant to
Section 43 of the Local Government Act, 1999.
Contributions paid to the Association were (ex GST)
2007 - $ 11,642
2006 - $ 10,904
Joint Use Library
Council is party to an agreement between the Murray Institute of TAFE, the Minister for Education and Children's Services
and Council to provide "a dynamic library and information service responsive to Library clients in meeting their
educational, cultural and lifelong learning needs."
Primary Client Groups are:
Staff and students of the Glossop High School Senior Campus
Staff and students of the Murray Institute of TAFE Berri Campus
Community of the Berri Barmera Council
Each party is responsible for its own costs however shared facilities are split between the parties
on percentage basis being:
Minister for Education and Children's Services - 5/19
Murray Institute of TAFE - 5/19
Berri Barmera Council - 9/19
Wastewater Re-Use Scheme
A joint venture has been entered into between Council and United Utilities Australia Pty Ltd to build, operate and maintain
a Wastewater Re-use Scheme as a solution to the treatment and reuse of septic tank effluent from the townships of Berri,
Barmera, Glossop, Monash, Cobdogla and Loveday and winery wastewater from the Hardy Wine Company at Glossop.
Capital Expenditures payable in 2007/2008 are:
Design and Construction
at completion of 8kms pipeline $1,377,803
at completion of 20kms pipeline $1,377,803
at completion of 30kms pipeline $1,377,803
At completion of all works
$ 459,268
Operating Expenditures payable in 2007/2008 are:
Availability Charge - Annual Charge $1,728,625
Volumetric Charge - Average annual charge $108,631
Page … 142
Berri Barmera Council
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS
for the year ended 30 June 2007
Note 20 - CONTINGENCIES & ASSETS & LIABILITIES NOT RECOGNISED
IN THE STATEMENT OF FINANCIAL POSITION
The following assets and liabilities do not qualify for recognition in the Statement of Financial Position but
knowledge of those items is considered relevant to user of the financial report in making and evaluating
decisions about the allocation of scarce resources.
BANK GUARANTEES
Council has guaranteed certain loans and other banking facilities advanced to community organisations and
sporting bodies, amounting to $469,452 (2006: $386,188) at reporting date.
Details being :Berri War Memorial Community Centre
Total Borrowed $500,000
Broken into 2 loans - $300,000 Fixed Term Loan, $200,000 Variable Rate Loan.
PROVISION FOR FUTURE WASTE MANAGEMENT
Council is part of both the Murray Mallee Local Government Association Regional Waste Management Strategy
and the Sub Regional Plan for the Riverland Councils to establish a blueprint for waste management within the
region and at a Council level for the future.
Although not yet quantified in dollar terms, the implementation of the aforesaid strategy will in necessitate
Council incurring significant financial liabilities associated with introducing the following:
- Waste transfer station and development of waste transfer and recycle separation centre.
- Introduction of kerbside recycling.
- Closure of Monash landfill.
- Waste disposal schemes for green waste and other recyclable materials that can be utilised for other
purposes.
Page … 143
Page … 144
Page … 145
REGIONAL SUBSIDIARY REPORTS:
MMLGA:
THE MURRAY AND MALLEE
LOCAL GOVERNMENT ASSOCIATION’S
ANNUAL REPORT
2006 – 2007
Comprising:
Berri Barmera Council: (BBC)
Coorong District Council: (CDC)
District Council of Karoonda East Murray: (DCKEM)
District Council of Loxton Waikerie: (DCLW)
Mid Murray Council: (MMC)
The Rural City of Murray Bridge: (RCMB)
Renmark Paringa Council: (RPC), and the
Southern Mallee District Council: (SMDC)
Page … 146
PRESIDENT’S ANNUAL REPORT.
President, Cr. Leon Stasinowsky.
Since being elected President of the Association in December 2006, I have become conscious that the
Association has been very busy in pursuing the required outcomes of the Association’s Strategic and Annual
Business Plans during this past year.
I wish to take this opportunity to sincerely thank the past President, Mayor Allan Arbon for his efforts and
guidance provided to the Association over the past years. I am very pleased that he has continued on as an
active Delegate.
As a result of the Local Government periodical elections in December, 2006, I warmly welcome new Delegates
and thank the past Delegates for their time and hard work in forwarding the goals of the Association.
I will now summarise the main program of events and issues addressed over the past year, some of which have
now been completed and others, ongoing.
Projects completed:
Legal Review of the Association’s Charter including Member Council’s endorsement and gazettal.
The receiving of the Association’s Regional Waste Management Strategy Report as a basis of moving forward
with reforms and the completion of a regional funding assistance application to Zero Waste SA.
Expansion of the Association’s website providing greater information availability and transparency.
Completion of submissions to Auslink and the Special Local Roads Program for road construction and
improvements resulting in $2.89m funding assistance for the year.
With partners, both intra and interstate, successfully lobbied for the shelving of the Hattah Lakes/Nowingi Toxic
Waste Dump proposal.
With partners, completion of the Irrigation Pathways Program.
Completion and endorsement of the Murray and Mallee Local Government Association/Murray Darling
Association River Murray Policy Document.
Coordination of Motorhome waste dumping points throughout the region.
Completion and adoption of an Assessment Tool to determine the value of undertaking various activities across
the region.
Page … 147
With partners, determination of a preferred regional provider for broadband infrastructure and completion of a
BDF Funding Application for assessment.
Assistance provided and provision of local government representation on Regional Drought Committees
including successful region wide Exceptional Circumstances Applications.
Provision of facilitation services and comment provided to the review of the State Strategic Plan.
Financial assistance provided for the completion of the Xtreme Leadership Program, now embraced state-wide
by PIRSA.
Projects forwarded:
Rural Property Addressing Standard and implementation program.
Provision of Local Government representation on the SA MDB NRM Board and recent consideration of a
replacement nomination.
Provision of representation on the Murray and Mallee Strategic Task Force including the potential transfer of
operations to Regional Facilitation Groups or like organisations.
Ongoing assistance provided to the region’s community transport schemes including the seeking of State
Government Agency assistance to provide integrated services.
Provision of input into the region’s Infrastructure Plan.
The receiving of ongoing Native Title advice and the commencement of negotiations towards ILUA’s.
The forwarding of River Murray environmental issues with the EPA.
Determination of the program for electricity reticulation upgrades for the Tailem Bend to Pinnaroo line.
Support provided to Member Councils on storm-water management issues.
The review of the Impounding Act.
Consideration and input provided to the Heavy Vehicle Access Framework Revised Draft.
New Issues Addressed:
Addressing the issue of Grain Transport from Silos.
Revisitation on the re-naming of the B55 Highway.
Provision of input into the Elected Members Allowances discussion paper.
Provision of input into the draft Landfill Guidelines.
Comment provided for the CFS Fire Danger Permit Policy.
Addressing the funding maintenance for the Broomrape Eradication Program.
Infrastructure Changes on the River Murray below Lock 1.
Successful recommendations provided to the LGA through the SAROC Committee to reconvene a Native
Vegetation Working Group to address the review of legislation and administration of the Native Vegetation Act
1991.
I would like to thank our CEO, Peter Campbell for his efforts, commitment and support over the past year and I
look forward to working with him into the future.
Vice President, Mayor Ian Mann OAM deserves special mention for his assistance along with all other Member
Council Mayors, Delegates and CEO’s.
I would like to recognise the service and timely information provided by the Local Government Association of
South Australia, especially from Barry Parsons and the Office of State/Local Government Relations. Many
thanks.
Over the past six months, I have enjoyed being your President. I thank you all for that opportunity.
Cr. Leon Stasinowsky.
President, 2006 – 2007.
Murray and Mallee Local Government Association.
Page … 148
OVERVIEW OF THE REGION.
The Region is located in the Murraylands Statistical Region in eastern South Australia and is dissected by the River
Murray. It covers a large area in excess of 60,000 km2 taking in the areas from the Riverland in the north, agriculture
areas in the central, west, south and east along the Victorian border, and south westerly to the coast and lakes. Rural
based communities throughout the area share a common interest in agriculture/horticulture, with towns primarily
servicing the farming and horticultural communities and supporting a growing tourism sector. The Region has a
population base of approximately 68,000 (approx. 4.6% of the State population).
The Murray River, and its associated wetlands and wildlife, Lake Bonney and a number of National/Conservation Parks,
support a range of rare and endangered plant and animal species, and are major tourist attractions throughout parts of
the Riverland and Mallee. Towards the coast, the Coorong National Park, Lake Alexandrina and the shores of Lake
Albert are all well known tourist attractions, particularly for recreational boating and fishing.
Murray Bridge provides regional services to the lower parts of the Region and supports both an industrial and
commercial base.
The Murray River travels from the north, and passing through seven of the member Councils, flows into Lake
Alexandrina in the south. It supports a number of tourist and recreation activities, with a number of tourism vessels
operating from centres along the river.
The Region is serviced by the South Eastern Freeway, Princes, Dukes, Sturt and Mallee Highways, with the Berri
(Loxton) to Murray Bridge Road providing a direct link diagonally across the Region.
The Association works closely with its major regional partners - the Murray and Mallee Strategic Task Force, the
Murraylands Regional Development Board and the Riverland Development Corporation.
Page … 149
ASSOCIATION PRESIDENCY.
Mayor Allan Arbon, Rural City of Murray Bridge, was re-elected President at the Annual General Meeting held at Murray
Bridge on the 2nd June, 2006 and Mayor Rod Thomas, Renmark Paringa Council was re-elected Vice President. The
term of these positions, as per the provisions of the Association’s Charter, was until the periodical Local Government
Elections on the 11th November, 2006.
At the Association’s General Meeting held on the 8th December, 2006 at Tailem Bend, Cr. Leon Stasinowsky, District
Council of Loxton Waikerie was elected President and Mayor Ian Mann, Mid Murray Council elected as Vice President,
both for a term until the Association’s Annual General Meeting on the 1st June, 2007.
At the Association’s Annual General Meeting held on the 1st June, 2007, both Cr. Stasinowsky and Mayor Mann were
re-elected to their respective positions until the Association’s Annual General Meeting scheduled for the 6th June, 2008.
REPRESENTATION: LOCAL GOVERNMENT ASSOCIATION OF SOUTH
AUSTRALIA (LGA SA).
Mayor Allan Arbon and Mayor Rod Thomas continued to serve on the State Executive of the Local Government
Association of South Australia, with Mayor Ian Mann, Mid Murray Council, as proxy until the periodical Local
Government Elections on the 11th November, 2006.
Following the 8th December, 2006 General Meeting, Cr. Leon Stasinowsky and Mayor Ian Mann have served on the
State Executive of the Local Government Association of South Australia, with Mayor Allan Arbon as proxy.
.
ASSOCIATION: CHIEF EXECUTIVE OFFICER SERVICES.
The Chief Executive Officer services of the Association for the year were again provided by Peter Campbell.
In accordance with a resolution of Member Council Delegates the Chief Executive Officer underwent performance
review process on 5th April, 2007, coinciding with the production of the Association’s draft 2007-2008 Annual Business
Plan and draft 2007-2008 Budget.
In accordance with a Delegate’s resolution, this process is undertaken annually.
The Review Panel consists of the President and Vice-President of the Association and Dean Gollan, CEO Mid Murray
Council and Peter Ackland, CEO of the District Council of Loxton Waikerie.
The Association has noted that satisfactory Chief Executive Officer services have been provided.
CONSTITUTIONAL STRUCTURE OF THE ASSOCIATION:
The Association operated as a Regional Subsidiary under the transitional provisions of the Local Government Act 1999
until December, 2001 with a formal Charter, agreed to by Member Councils, becoming effective on the 13th December,
2001. To ensure legal compliance with the Local Government Act 1999, further statutory reviews of the Charter have
taken place with a new Charter gazetted on the 8th February, 2007.
Page … 150
This Charter can be viewed on the Association’s website at www.mmlga.sa.gov.au
THE PURPOSE OF THE ASSOCIATION:
As a Regional Subsidiary of the Member Councils, the Association has as its governing document, the new Charter
gazetted on the 8th February, 2007 as provided for under the Local Government Act 1999. The purpose for which the
Association has been established is to:
Undertake coordinating, advocacy and representational roles for its constituent Councils at a
regional level.
Facilitate and coordinate activities of local government at a regional level related to
environment, economic and social development with the object of achieving continual
improvement for the benefit of the communities of its constituent Councils.
Develop, encourage, promote, foster and maintain consultation and cooperation and to
strengthen the representation and status of local government when dealing with other levels of
government, private enterprise and the community.
Develop further cooperation between its constituent Councils for the benefit of the communities
in the region.
Develop and manage policies which guide the conduct of programs and projects in the region
with the objective of securing the best outcomes for the communities in the region.
Undertake projects that benefit the region and its communities.
ASSOCIATION MEETINGS:
During 2006 – 2007, the Association has met bi-monthly for General Meetings.
Meetings of the Association were convened on:
4th August, 2006 at the Lameroo Golf Club - The Southern Mallee District Council as host.
6th October, 2006 at the Berri Resort Hotel, Berri – The Berri Barmera Council as host.
8th December, 2006 at the Tailem Bend Town Hall, Railway Terrace, Tailem Bend – The Coorong District Council as
host.
2nd February, 2007 at the Karoonda Bowling Club - The District Council of Karoonda East Murray as host.
5th April, 2007 at the Council Chamber - The District Council of Loxton Waikerie with the same Council as host.
1st June, 2007 - Annual General Meeting - at the Mid Murray Council Offices, Cambrai - The Mid Murray Council as
host.
Page … 151
A number of guest speakers have made presentations to the Association meetings throughout the year. They include:
John Johnson, General Manager, SA MDB NRM Board.
John Riggs and Luke Mosely, Environment Protection Agency.
John Jarred and Silvio Vinsentin, Dept. Transport, Energy and Infrastructure.
Mark Drew, PIRSA.
Stephen Chapple, AusIndustry.
Jim Hullick, OAM.
Mayor Brian Hurn, Chair, Local Roads Advisory Committee.
Hon. Karlene Maywald MP,Minister for the River Murray.
Hon. Adrian Pederick MP.
Hon. John Dawkins MLC
Hon. Ivan Venning MP.
Hon. Michael Pengilly MP.
Hon.Mark Goldsworthy MP.
Brenton Lewis – Murraylands Regional Development Board.
Ray Najar – Murray Darling Association.
Peter Lewis – Past Member for Hammond.
Representatives of both the LGA and the Office of Local Government attended each meeting and took the opportunity
to brief the Association of the relevant matters being addressed by their respective bodies. We acknowledge the support
of Wendy Campana, Executive Director, LGA SA who has been ready to assist the Region and ensure that the LGA SA
has had a presence at our meetings. The Association has also enjoyed a close working relationship with its State and
Federal Members of Parliament, a number of whom have been regular attendees at our meetings.
The President has continued the practice of giving each of our guests the opportunity to address our meetings briefly
about matters and issues before them that may be of interest to the Association and Member Councils. The contribution
from all of the speakers, presenters and guests has kept the Association and the Delegates abreast of a wide ranging
number of issues that impact on Local Government and the communities in the Region.
MEMBER COUNCIL DELEGATES TO THE ASSOCIATION:
The following are the current Delegates representing Member Councils as at the 30th June, 2007:
Berri Barmera Council (BBC): Mayor Peter Hunt, Deputy Mayor Rhonda Centofanti and Stephen Rufus, CEO
(proxy).
Coorong District Council (CDC): Mayor Keith Scobie, Deputy Mayor Roger Strother and Tim Drew, CEO
(proxy).
District Council of Karoonda East Murray (DCKEM): Mayor Kevin Burdett, Peter Smithson, CEO and Deputy
Mayor Margaret Size (proxy).
District Council of Loxton Waikerie (DCLW): Mayor Dean Maywald, Cr. Leon Stasinowsky and Peter
Ackland, CEO (proxy).
Mid Murray Council (MMC): Mayor Ian Mann, Deputy Mayor David Burgess, Cr. Kevin Myers (proxy) and Cr.
Inez Bormann (proxy).
Page … 152
The Rural City of Murray Bridge (RCMB): Mayor Allan Arbon, Cr. Barry Laubsch, Deputy Mayor Milton
Weinert, (proxy) and David Altmann, CEO (proxy).
District Council of Renmark Paringa (RPC): Mayor Neil Martinson, Barry Hurst, CEO and Deputy Mayor
Louis Dimou (proxy) and Robert Wood, Director Corporate and Community Services (proxy).
Southern Mallee District Council (SMDC): Mayor John Ramke, Deputy Mayor George Gum, Cr. Robert
Sexton (proxy) and Trevor Gordon, Acting CEO (proxy).
ASSOCIATION COMMITTEE AND WORKING PARTY MEMBERSHIPS:
The following are the current Association Committee Members as at the 30th June, 2007:
Association Committees:
Murray and Mallee Local Government Association Regional Waste Management Strategy Committee:
President M&MLGA as Chair, Cr. Leon Stasinowsky.
Cr. Barry Laubsch, RCMB.
Barry Hurst, CEO, RPC. (by virtue of position held)
Bill Henderson, CDC (by virtue of position held)
Brenton Lewis, CEO Murraylands Regional Development Board.
Cr. Roger Strother, CDC.
Murray Bartsch, RPC. (by virtue of position held)
Mayor Ian Mann, MMC.
Jon Fry, Works Manager, MMC. (by virtue of position held)
Peter Ackland, CEO, DCLW. (by virtue of position held)
Peter Broughill, Works Manager, SMDC. (by virtue of position held)
Peter Smithson, CEO, DCKEM – proxy John Claydon. (by virtue of positions held)
Tom King, Infrastructure Services Manager, BBC. (by virtue of position held)
Stephen Rufus, CEO, BBC. (by virtue of position held)
Martin Waddington, Environmental Services Manager, RCMB. (by virtue of position held)
Tom Avery, Infrastructure Director, DCLW. (by virtue of position held)
Cr. Les Maynard, SMDC.
Cr. Trevor Kerley, DCKEM.
Chris Lease, Zero Waste SA. (external appointment)
Fiona Jenkins, Zero Waste SA. (external appointment)
Ken Coventry, Murraylands Regional Development Board. (external appointment)
Marina Wagner, EPA. (external appointment)
Ken Smith, CEO Riverland Development Corporation or nominee. (external appointment)
Murray and Mallee Local Government Association Regional Community Water Management Scheme (CWMS)
Committee: (previously termed STEDS Committee)
Cr. Bob England, RCMB
Cr. Kevin Dunstone, BBC
Cr. Mark Ward, DCLW
Cr. Ted Freak, CDC
Cr. Trevor Kerley, DCKEM
Page … 153
Cr. Gordon Hancock, SMDC
Bill Henderson, CDC (by virtue of position held)
Kelvin Goldstone, MMC (by virtue of position held)
Martin Waddington, RCMB (by virtue of position held)
Mayor Allan Arbon, RCMB
Mike Stephenson, BBC (by virtue of position held)
Neil Martinson, DCLW (by virtue of position held)
Peter Broughill, SMDC (by virtue of position held)
Peter Smithson, DCKEM (by virtue of position held)
Robert Wood, RPC (by virtue of position held)
Richard Gayler, LGA (external appointment)
Murray and Mallee Local Government Association Regional Transport Strategy Committee:
Mayor Ian Mann, MMC, Chair
Cr. Leon Stasinowsky, President (ex officio)
Peter Campbell, CEO
Chair, MRDB (external appointment)
Brenton Lewis, MRDB (external appointment)
Chair, RDC (external appointment)
Ken Smith, RDC (external appointment)
Transport SA – 2 nominees (external appointments)
Murray and Mallee Local Government Association Broadband Steering Committee:
Anthony McCabe, SMDC (by virtue of position held)
Craig Chadwick, MMC (by virtue of position held)
Cr. Leon Stasinowsky, President (ex officio)
Peter Smithson, DCKEM (by virtue of position held)
Peter Ackland, DCLW (by virtue of position held)
Brenton Lewis, MRDB (external appointment)
Darryl Webb, MRDB (external appointment)
Ken Coventry, MRDB (external appointment)
Ken Smith, RDC (external appointment)
Peter Triantafilou, DFEEST (external appointment)
Working Parties:
M&MLGA Transport Reference Group. – Community Transport:
Peter Smithson, CEO, DCKEM. (by virtue of position held)
Tom Avery, DCLW. (by virtue of position held)
Page … 154
ASSOCIATION REPRESENTATION – OTHER BODIES.
During the year the Association has made and or continued the following appointments to other bodies, as at the 30th
June, 2007:
SA MDB NRM Board:
Vacant – (held by Barry Hurst, CEO, RPC until 10th March, 2007).
Regional Fire Prevention Committee:
Mayor Ian Mann, MMC and Cr. Jodi Flavell, DCLW.
SAMRIC Management Committee:
Neil Martinson, DCLW
South Australian Fruit Fly Standing Committee:
Cr. Les Hill, BBC.
SA MDB NRM Capacity Building Reference Group:
CEO – Peter Campbell
South Australian Regional Organisation of Councils (SAROC):
President, Cr. Leon Stasinowsky (by virtue of position held).
Vice President Mayor Ian Mann (by virtue of position held).
Proxy for President and or Vice President, Mayor Allan Arbon.
CEO – Peter Campbell (by virtue of position held).
Murray and Mallee Strategic Task Force:
CEO – Peter Campbell.
LGA Native Vegetation Working Group:
Cr. Inez Bormann, MMC with Cr. Les Hill, BBC as proxy.
EXECUTIVE MEETINGS:
The Executive Committee comprises of one Delegate from each Member Council. No Executive Committee meetings
were held during the year.
Page … 155
GENERAL ACTIVITIES:
The Association undertakes a coordinating role, in conjunction with Member Councils, on their issues and those raised
by the Local Government Association of South Australia, the community, and other relevant parties’ concerns and
interests.
State and Federal Members of Parliament representing our Region have been briefed and support has been sought for
issues raised.
Submissions and briefings undertaken include:
Provision of Local Government perspective input into the SA MDB NRM Board Strategic Plan.
Submission for Special Local Roads applications for 2007-2008 funding round.
Submission to the LGA regarding Elected Members Allowances.
Submission to the LGA regarding the revised Heavy Vehicle Access Framework.
Submission to the LGA and the endorsement of the establishment of an LGA CWMS Management
Services Authority.
Completion of a BDF Funding submission for Regional Broadband Funding Assistance.
Submission to the SAROC Committee with reference to integrated Community Passenger
Transport Services.
Submission to the Minister for the Environment regarding financial cutbacks to the Broomrape
Eradication Program.
Provision of input into the Murraylands and Riverland Regional Drought Committees for Exceptional
Circumstances status.
Submission to Zero Waste SA for Regional Waste Strategy Implementation funding assistance.
Provision of input into the Association’s revised Regional Transport Strategy Plan Report.
Submission to the Premier and the Minister for the River Murray regarding proposed infrastructure
changes below Lock 1.
Submission to the Minister for the Environment regarding proposed increases in landfill levies.
Submission to the Minister for Agriculture, Food and Fisheries for Exceptional Circumstances
eligible farmers and businesses to receive annual rate subsidies in line with the Victorian
Government model.
Submission to the SAROC Committee regarding Community Insurance provisions.
Page … 156
The CEO has also attended several Forums, Workshops and Briefings throughout the year regarding evolving
issues and to make contribution on behalf of the Association. These have included:
Zero Waste SA Regional Grants Program Forum.
LG Grants Commission regarding Road Prioritisation.
Murray Darling Association – Regions 5 and 6 Policy Development.
Joint Regional Development Boards/Local Government Executives Forum.
Wallmans Solicitors on Legal and Financial matters pertaining to Local Government.
South Australian Strategic Plan Review Update Forum.
Zero Waste SA Regional Waste Strategy Forum.
Regional Chief Executive Officer’s Forum Meetings.
The Murraylands Economic Outlook Forum.
Zero Waste SA Statewide Waste Strategy Forum.
SA MDB NRM/LG Mayoral Forum.
SOUTH AUSTRALIAN REGIONAL ORGANISATION OF COUNCILS (SAROC).
The President, Mayor Allan Arbon, Vice President Mayor Rod Thomas (Mayor Ian Mann as proxy on occasions)
and the Chief Executive Officer have attended SAROC meetings until the periodical Local Government Elections
held on the 11th November, 2006.
Following that date, the President Cr. Leon Stasinowsky, Vice President Mayor Ian Mann, with Mayor Allan Arbon
as proxy and the Chief Executive Officer attended the SAROC meetings.
The meetings are usually held bi-monthly on the day preceding the meeting of the LGA State Executive.
SAROC has a Memorandum of Understanding between Regional Local Government Associations and the Local
Government Association of South Australia, which was completed in August, 2003.
The Association has provided our regional input into many topics that are relevant to all communities across the
State, some of which include:
Heavy Vehicle Access Framework (HVAF).
Transport of Grain from Silos.
Integration of Community Passenger Transport Services.
CFS Fire Permit Policy.
Page … 157
Road Funding Allocations.
Drought Relief.
EPA Landfill Guidelines.
Speed Limits on State Roads.
Regional Broadband.
Rural Property Addressing Standard.
Changes to Water Licencing Arrangements.
Native Vegetation.
Revised Criteria of Reclassification of Roads.
Review of the NRM Act 2004.
Review of grant methodology for the Special Local Roads Program (SLRP).
Licencing of Country Taxis.
and, Review of Regional Development Boards.
FINANCIAL STATEMENTS TO 30TH JUNE, 2007.
The audited Financial Statements are included at the rear of this report. Surplus cash flow funds have been
deposited with the Local Government Finance Authority and drawn on when and as required.
REGIONAL ENHANCEMENT AND CAPACITY BUILDING.
The Association acknowledges and thanks the Local Government Research and Development Fund Scheme for
their annual 2006-2007 grant of $30,930 to the Association.
This grant has ensured that the Association has been able to undertake regional enhancement and capacity
building projects throughout the year.
INFORMING COUNCILS AND OTHER PARTIES.
The Association recognises the importance of providing both topical and detailed information on its activities to
Member Councils, the LGA SA, the Office of Local Goverment, Politicians, other key stakeholders and the general
public within and outside the Region.
The Newsletter, the “Murray Mallee Briefs” has been prepared after each general meeting and is electronically
widely distributed. Numerous media interviews have been undertaken as a result of the Newsletter’s circulation.
Page … 158
The Association’s website www.mmlga.sa.gov.au contains a wealth of information on the Association’s activities,
including all Agendas, Appendices and Minutes for General and Committee Meetings.
NATIVE TITLE AND INDIGENOUS LAND USE AGREEMENTS.
The Association has continued to engage Rosemary Craddock LLB, to assist Member Councils in Native Title
negotiations in and adjacent to the Region.
The CEO provides executive support and a coordinating role, supporting Rosemary Craddock for the Member
Councils and other adjacent Council(s) that are involved in the claims impacting on this Region.
PARTNERSHIP/STRATEGIC ACTIVITIES 2006 – 2007.
The Association has continued to pursue a number of strategic issues with the support of partners and other key
stakeholders in the Region. Without these partners and stakeholders, the Association would not have been able to
singularly progress these initiatives.
Strategic Focus – Telecommunications.
The project partners are:
The Riverland Development Corporation,
The Murraylands Regional Development Board, and
DFEEST.
The Broadband Demand Aggregation Project has been continued by the partners, with the Project being managed
by the Murraylands Regional Development Board.
During the year, a Broadband Development Fund (BDF) funding submission was completed and forwarded to
DFEEST for assessment.
The funding requested was to supplement Federal Government assistance under the Broadband Connect Subsidy
Program (BCSP) and the preferred ISP supplier capital funding.
However, subsequent to the BDF funding application completion, the Federal Government ceased the operation of
the BCSP and replaced it with the Interim Broadband Guarantee Program (IBGP) until the 30th June, 2007 to be
followed by the full Broadband Guarantee Program (BGP) to operate until the 30th June, 2008.
In addition, the Federal Government announced the Australian Broadband Infrastructure Program (ABIP) which
may provide broadband fibre opportunities through currently unknown portions of the region.
Regionally identified and endorsed ISP’s have advised that their current business plans do not support the Federal
Government’s changes for infrastructure subsidies and currently the Association’s Regional Broadband Program is
on hold, once again, awaiting a Federal Government announcement on the coverage to be provided under the BIF
Program.
Page … 159
Strategic Focus – Transport Infrastructure.
Our Project Partners are:
The Riverland Development Corporation,
The Murraylands Regional Development Board, and
Transport SA.
During 2006-2007, the process of Councils and the Association’s Regional Transport Strategy Committee’s review
of the Murray and Mallee Regional Transport Strategy Plan was undertaken. The Association, in conjunction with
the Committee has the opportunity to annually comment on the Plan to determine its currency and appropriateness
to the changing needs of the Region.
The Plan has provided the basis to enable the Association and its Member Councils, to determine and support
applications for Special Local Roads and Auslink funding applications.
Applications for funding in the 2006-2007 round were lodged with the Local Government Transport Advisory Panel
at the end of April, 2006 resulting in $2.89m funding availability for identified road construction in the region.
Applications for funding in 2007-2008 were lodged with the Local Government Transport Advisory Panel at the end
of April, 2007, and the Association awaits the results of the Panel’s recommendation for the Special Local Roads
component to the Local Government Grants Commission.
Strategic Focus – Community Transport. – Riverland Community Passenger Network and the Murray Mallee
Community Passenger Network Schemes.
Our partners are:
The South Australian Regional Organisation of Councils (SAROC),
The Local Government Association of SA,
The Riverland and Murray Mallee Community Passenger Transport Networks and Advisory Committees.
Through the SAROC Committee, the Association has pursued the issue of the integration of Community Passenger
Network (CPN) Schemes throughout the region.
Integration allows for the use of agency managed governmental vehicles for the purpose of providing further
transport solutions for the disadvantaged.
The SAROC Committee resolved to raise the matter with the Government Reform Commission (GRC) who is in the
process of encouraging the State Government to provide an overarching policy, applicable to all governmental
departments, to provide the availability of under-utilised assets to be made available to improve CPN services.
Strategic Focus – Environment - Drought.
Our partners are:
The Riverland Development Corporation,
The Murraylands Regional Development Board,
Primary Industries and Resources SA,
Murray and Mallee Strategic Task Force,
Irrigation Authorities and Associations.
Page … 160
The Drought has severely affected environmental and economic stability and planned growth throughout the region.
With partners, the Association provided representation and input into two successful Exceptional Circumstances
(EC) applications covering both the dryland farming areas and the River Murray Irrigator’s corridor, effectively
covering the entire Murray and Mallee Local Government region.
Member Councils are to be congratulated on providing individual financial assistance to each EC Committee
assisting with the preparation of the EC Applications.
The Association, through the SAROC Committee is currently pursuing the State Government to provide annual rate
subsidies for EC eligible farmers and businesses, based on the 50% annual rate subsidy in the Victorian
Government model.
On other environmental matters, the Association and Member Councils have:
Completed a Regional Waste Strategy Implementation funding application to Zero Waste SA.
Provided an Association representative on the River Murray Water Quality Risk Assessment
Committee.
Provided representation on the NRM Capacity Building Reference Group.
Until March, 2007 provided a Local Government non-voting Member to the SA MDB NRM Board.
Provided input into the Zero Waste SA Regional Implementation Program.
Provided information to Member Councils regarding Adaptation Actions for Local Government on
Climate Change issues.
BEYOND 2007.
General Meetings of the Association will continue to be held on the first Friday in the months of August, December,
February, April with the Annual General Meeting to be held in June. They will continue to be held throughout the
Region and will be hosted alphabetically within the respective Member Council areas.
At the Annual General Meeting held on the 1st June, 2007, the Association endorsed their revised Strategic Plan,
2005-2008 and their Annual Business Plan 2007-2008, which was extracted from the revised Strategic Plan 20072008. These documents are available to be viewed and downloaded from the Association’s website.
The status of the objectives and actions in the Association’s Annual Business Plan 2007-2008 will be reviewed half
yearly at the December General Meeting and the June Annual General Meeting as per the provisions of the
Association’s Charter.
Page … 161
Contact details:
President:
Chief Executive Officer:
Cr. Leon Stasinowsky.
Peter Campbell
PO Box 409,
Loxton. SA 5333
55 Excelsior Pde,
Hindmarsh Island.
SA 5214.
Tel: 8589 7028
PO Box 1014,
Goolwa. SA 5214.
Tel: 8555 3929
Fax: 8555 0451
Email: [email protected]
Website:
www.mmlga.sa.gov.au
Page … 162
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
FINANCIAL STATEMENTS
FOR THE YEAR ENDED
30TH JUNE 2007
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
INCOME STATEMENT
FOR YEAR ENDED 30 JUNE 2007
Note
$
2007
2006
$
Revenues
7(a)
111,639.89
106,773.43
Other Expenses
7(b)
( 93,325.69)
( 89,305.06)
6
18,314.20
17,468.37
Profit from operations
The accompanying notes form part of this financial report.
Page … 163
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
BALANCE SHEET
AS AT 30 JUNE 2007
Current Assets
Cash
Receivables
Money held in Trust
Total Current Assets
2(a)
3
Total Assets
Current Liabilities
Payables
Unexpended Project Funds
Native Title Claim Moneys unexpended
Total Current Liabilities
4
5
Net Assets
Equity
Accumulated Surplus
Total Equity Surplus
6
The accompanying notes form part of this financial report.
Page … 164
33,155.02
3,274.85
2,961.74
39,391.61
60,649.79
6,583.83
2,961.74
70,195.36
39,391.61
70,195.36
1,185.50
9,094.55
2,961.74
13,241.79
1,070.00
46,325.29
2,961.74
50,357.03
26,149.82
19,838.33
26,149.82
26,149.82
19,838.33
19,838.33
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
STATEMENT OF RECOGNISED INCOME AND EXPENSE
FOR THE YEAR ENDED 30 JUNE 2007
Retained
Earnings
Balance as at 1 July 2005
15,074.46
Profit/(Loss) attributable to association
Transfer to projects in progress
17,468.37
(12,704.50)
Balance as at 30 June 2006
19,838.33
Balance as at 1 July 2006
19,838.33
Profit/(Loss) attributable to association
Transfer to projects in progress
18,314.20
(12,002.71)
Balance as at 30 June 2007
26,149.82
The accompanying notes form part of this financial report.
Page … 165
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
CASH FLOW STATEMENT
FOR THE YEAR ENDED 30 JUNE 2007
Note
$
2007
2006
$
Cash Flow from Operations
Receipts from Members
Receipts from others
Interest received
Payments to suppliers
75,596.00
30,930.00
5,500.87
(90,288.19)
70,805.00
30,000.00
5,824.28
(100,679.62)
Projects:
Receipts from Grants
Payments to Suppliers
(49,233.45)
55,522.74
(118,545.45)
(27,494.77)
(57,073.05)
Net increase (decrease) in cash held
(27,494.77)
(57,073.05)
Cash at the beginning of the year
60,649.79
117,722.84
33,155.02
60,649.79
Net Cash provided by (used in)
Operating Activities
Cash at the end of the year
2 b)
2 a)
The accompanying notes form part of this financial report.
Page … 166
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 1:
Statement of Significant Accounting Policies
This financial report is a general purpose financial report that has been prepared in accordance
with Accounting Standards, Urgent Issues Group Interpretations, Other authoritative
pronouncements of the Australian Accounting Standards Board and the requirements of the
Associations Incorporations Act (SA).
The following is a summary of the material accounting policies adopted by the Association in the
preparation of the financial report.
Basis of Preparation
Reporting Basis and Conventions
The financial report has been prepared on an accruals basis and is based on historical costs
modified by the revaluation of selected non-current assets, and financial assets and financial
liabilities for which the fair value basis of accounting has been applied.
a)
Income Tax
The activities of the Association are exempt from taxation under the Income Tax Assessment
Act.
b)
Cash
For the purposes of the Cash Flow Statement, cash includes cash on hand, at banks and on
deposit.
c)
Goods and Services Tax
Revenues, expenses and assets are recognised net of the amount of GST, except where the
amount of GST incurred is not recoverable from the Australian Tax Office. In these
circumstances the GST is recognised as part of the cost of acquisition of the asset or as part
of an item of the expense. Receivables and payables in the Balance Sheet are shown
exclusive of GST.
d)
Amounts
Amounts are presented in dollars and cents as per CEO instructions.
Page … 167
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 1:
Statement of Significant Accounting Policies
e)
Financial Instruments
Recognition
Financial instruments are initially measured at cost on trade date, which includes transaction
costs, when the related contractual rights or obligations exist. Subsequent to initial
recognition these instruments are measured as set out below.
Financial assets at fair value through profit and loss
A financial asset is classified in this category if acquired principally for the purpose of selling
in the short-term or if so designated by management. Derivatives are also categorised as
held for trading unless they are designated as hedges. Realised and unrealised gains and
losses arising from changes in the fair value of these assets are included in the income
statement in the period in which they arise.
Available-for-sale financial assets
Available-for-sale financial assets include any financial assets not included in the above
categories. Available-for-sale financial assets are reflected at fair value. Unrealised gains
and losses arising from changes in fair value are taken directly to equity.
Financial liabilities
Non-derivative financial liabilities are recognised at amortised cost, comprising original debt
less principal payments and amortisation.
Impairment
At each reporting date, the association assesses whether there is objective evidence that a
financial instrument has been impaired. In the case of available-for-sale financial
instruments, a prolonged decline in the value of the instrument is considered to determine
whether an impairment has arisen. Impairment losses are recognised in the income
statement.
Page … 168
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 1:
Statement of Significant Accounting Policies
f)
Impairment of Assets
At each reporting date, the association reviews the carrying values of its tangible and
intangible assets to determine whether there is any indication that those assets have been
impaired. If such an indication exists, the recoverable amount of the asset, being the higher
of the asset’s fair value less costs to sell and value-in-use, is compared to the asset’s
carrying value. Any excess of the asset’s carrying value over its recoverable amount is
expenses to the income statement.
Where it is not possible to estimate the recoverable amount of an individual asset, the
association estimates the recoverable amount of the cash-generating unit to which the asset
belongs.
g)
Comparative Figures
When required by Accounting Standards, comparative figures have been adjusted to conform
to changes in presentation for the current financial year.
Critical Accounting Estimates and Judgments
The committee members evaluate estimates and judgments incorporated into the financial report
based on historical knowledge and best available current information.
Estimates assume a reasonable expectation of future events and are based on current trends and
economic data, obtained both externally and within the association.
Key Estimates - Impairment
The association assesses impairment at each reporting date by evaluating conditions specific to the
association that may lead to impairment of assets. Where an impairment trigger exists, the
recoverable amount of the asset is determined. Value-in-use calculations performed in assessing
recoverable amounts incorporate a number of key estimates.
Page … 169
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 2:
Cash Flow Information
a) Reconciliation of Cash
Cash
Cash at Bank
LGFA Investment
2007
$
2006
$
100.00
1,289.61
31,765.41
33,155.02
100.00
633.56
59,916.23
60,649.79
18,314.20
17,468.37
386.98
2,922.00
115.50
(144.15)
(11,174.56)
50.00
(37,230.74)
(50,568.21)
(12,002.71)
(12,704.50)
(27,494.77)
(57,073.05)
2,480.00
794.85
3,274.85
5,402.00
1,181.83
6,583.83
8.50
1,177.00
1,185.50
1,070.00
1,070.00
b) Reconciliation of net cash provided by
operating activities to profit/(loss)
from ordinary activities
Profit/(Loss) from ordinary activities
Changes in Assets and Liabilities
(Increase) Decrease in Debtors
(Increase) Decrease in GST Rec/Pay
Increase (Decrease) in Creditors
Increase (Decrease) in Unexpended
Grant Funds
Increase/(Decrease) in Retained
Earnings from Transfers
Cash Flow provided by (used in)
Operating Activities
Note 3:
Receivables
GST Refund
Accrued Interest
Note 4:
Payables
Sundry Creditors
Audit Fees
Page … 170
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
2007
$
Note 5:
2006
$
Unexpended Grant Funds
Grant Funds Unexpended may be refundable and are reflected as liabilities at balance
date. It is anticipated that the balance of funds unexpended will be fully utilised on
the nominated project.
2007
$
2006
$
Transport Strategy Project
Income
Balance brought forward
Contribution - MMLGA
Total Income
-
(204.50)
204.50
-
Project Funds not expended
at 30 June 2007
-
-
Water Management Project
Income
Balance brought forward
Total Income
4,373.00
4,373.00
Less Expenses
Contribution
- River Murray Salinity
- Survey
Total Expenses
-
6,373.00
6,373.00
(2,000.00)
(2,000.00)
Project Funds not expended at
30 June 2007
4,373.00
4,373.00
Mobile Base Station Provision
Income
Balance brought forward
Contribution - MMLGA
Total Income
2,500.00
2,500.00
2,500.00
2,500.00
Project funds not expended at
30 June 2007
2,500.00
2,500.00
Page … 171
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 5:
2007
$
2006
$
Transport Strategy Stage 2
Income
Balance brought forward
Contribution - MMLGA
Total Income
3,000.00
7,000.00
10,000.00
4,000.00
2,000.00
6,000.00
Less Expenses
North South Transport Business case
Transport Strategy Review
Total Expenses
(10,000.00)
(10,000.00)
(3,000.00)
(3,000.00)
Unexpended Grant Funds (cont)
Project funds not expended at
30 June 2007
-
Sport and Recreation
Income
Balance brought forward
Contribution - MMLGA
Total Income
1,363.64
1,363.64
Less Expenses
Feasibility Study
Contribution to regional demand
assessment
Transfer to Discretionary Projects
Total Expenses
(1,250.00)
( 113.64)
(1,363.64)
Project funds not expended at
30 June 2007
-
Page … 172
3,000.00
2,500.00
2,500.00
(1,136.36)
(1,136.36)
1,363.64
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 5:
2007
$
2006
$
Web/Logo Design and Implementation
Income
Balance brought forward
Contribution - MMLGA
Transfer from Discretionary Project
Total Income
175.91
175.91
2,000.00
585.00
2,585.00
Less Expenses
Corporate Design
Construction Costs
Website Hosting
Transfer to Discretionary Projects
Total Expenses
(80.00)
(50.00)
( 45.91)
(175.91)
(136.36)
(2,272.73)
(2,409.09)
Unexpended Grant Funds (cont)
Project funds not expended at
30 June 2007
-
Regional STEDS Audits
Income
Balance brought forward
Southern Mallee District
Coorong DC
DC Loxton Waikerie
Mid Murray Council
Rural City Murray Bridge
Contribution - MMLGA
Total Income
28,022.74
2.71
28,025.45
Less Expenses
Regional STEDS Audit
Total Expenses
(28,025.45)
(28,025.45)
Project funds not expended at
30 June 2007
-
Page … 173
175.91
1,574.55
4,723.64
1,574.55
17,000.91
3,149.09
28,022.74
28,022.74
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 5:
2007
$
2006
$
6,165.00
172.00
113.64
725.00
1,000.00
6,000.00
-
45.91
7,221.55
7,000.00
Less Expenses
Transfer to Sundry Expense
Transfer to Web/Logo Project
Transfer to Extreme Leadership Program
Total Expenses
(5,000.00)
(5,000.00)
(250.00)
(585.00)
(835.00)
Project funds not expended at
30 June 2007
2,221.55
6,165.00
Unexpended Grant Funds (cont)
Discretionary Projects
Income
Balance brought forward
Contribution - MMLGA
Transfer from Legal Charter Review
Transfer from Sport and Recreation
Transfer from Regional Waste Strategy
Transfer from Web/Logo Design and
Implementation
Total Income
Page … 174
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
2007
$
Note 5:
2006
$
Unexpended Grant Funds (cont)
Legal Charter Review
Income
Contribution - MMLGA
Total Income
Less Expenses
Legal Charter Review
Transfer to Discretionary Projects
Project funds not expended at
30 June 2007
5,000.00
5,000.00
-
(4,828.00)
( 172.00)
(5,000.00)
-
-
-
Extreme Leadership Program
Income
Transfer from Discretionary Projects
Total Income
5,000.00
5,000.00
-
Less Expenses
Extreme Leadership Contribution
Total Expenses
(5,000.00)
(5,000.00)
-
Project funds not expended at
30 June 2007
-
Page … 175
-
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 5:
2007
$
2006
$
Regional Waste Strategy
Income
Balance brought forward
Zero Waste SA
Total Income
725.00
725.00
83,225.00
27,500.00
110,725.00
Less Expenses
Transfer to Discretionary Projects
Consultancy
Total Expenses
(725.00)
(725.00)
(110,000.00)
(110,000.00)
Unexpended Grant Funds (cont)
Project funds not expended at
30 June 2007
-.
Total Unexpended Grant Funds
at 30 June 2007
9,094.55
Page … 176
725.00
46,325.29
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 6:
Financial Instruments
(a) Interest Rate Risk
The association’s exposure to interest rate risk, which is the risk that a financial instrument’s value
will fluctuate as a result of changes in market interest rates and the effective weighted average
interest rates on those financial assets and financial liabilities, is as follows:
Weighted
Average
Effective Interest
Rate
2007
2006
%
%
Financial Assets
LGFA Investment
6.0
Cash
Cash at Bank
1.60
Total Financial Assets
Financial Liabilities
5.5
1.65
Floating Interest
Rate
Non Interest
Bearing
Total
2007
$
2006
$
2007
$
2006
$
2007
$
2006
$
31,765
1,290
33,055
-
59,916
634
60,550
-
100
100
-
100
100
-
31,765
100
1,290
33,155
-
59,916
100
634
60,650
-
(b) Credit Risk
The maximum exposure to credit risk, excluding the value of any collateral or other security, at
balance date to recognised financial assets is the carrying amount, net of any provisions for doubtful
debts, as disclosed in the Balance Sheet and notes to the financial report.
The association does not have any material credit risk exposure to any single debtor or group of
debtors under financial instruments entered into by the association.
(c) Net Fair Values
Methods and assumptions used in determining net fair value.
For assets and liabilities the net fair value approximates their carrying value. Financial assets where
the carrying amount exceeds net fair values have not been written down as the association intends
to hold these assets to maturity.
The aggregate net fair values and carrying amounts of financial assets and financial liabilities are
disclosed in the Balance Sheet and in the notes to and forming part of the financial report.
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MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
GENERAL ACCOUNT
INCOME STATEMENT
FOR THE YEAR ENDED 30 JUNE 2007
2007
$
2006
$
4,635.50
326.70
151.69
5,502.11
235.98
230.34
Note 7:
(a)
INCOME
Interest - Investment LGFA
- Bonus
- Bank
MBM LGA contributions:
Berri Barmera Council
Coorong District Council
DC of Karoonda East Murray
DC of Loxton Waikerie
Mid Murray Council
The Rural City of Murray Bridge
DC of Renmark Paringa
Southern Mallee DC
Total MBM LGA contributions
Regional Enhancement Fund Grant
Other Income
TOTAL INCOME
11,642.00
7,711.00
4,082.00
12,322.00
9,222.00
15,422.00
10,356.00
4,838.00
10,903.97
7,222.11
3,823.47
11,541.22
8,638.21
14,444.22
9,700.28
4,531.52
75,595.00
30,930.00
1.00
111,639.89
70,805.00
30,000.00
106,773.43
1,070.00
152.50
85,540.00
992.00
1,070.00
127.80
81,120.00
936.00
880.00
1,018.18
84.01
635.00
529.77
252.83
782.14
1,389.26
93,325.69
1,168.36
1,261.36
60.33
600.00
463.08
419.95
782.82
1,295.36
89,305.06
18,314.20
17,468.37
(b)
EXPENDITURE
Audit Fees
Bank and Government Fees
Executive Officer Contract Services
Insurance
Meeting Expenses
- Association
- Working Parties
Postage
Presidents Travelling Allowance
Stationery
Sundry Expenses
Telecommunications
Telephone
TOTAL EXPENDITURE
Profit/(Loss) at End of Year
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MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
NOTES TO THE FINANCIAL REPORT
FOR THE YEAR ENDED 30 JUNE 2007
Note 8:
Contingent Liabilities
At 30th June 2007, the Committee is unaware of any liability, contingent or otherwise, which has not
already been recorded elsewhere in this financial report.
Note 9:
Capital Commitments
At 30th June 2007, the Committee is unaware of any capital or leasing commitments which have
not already been recorded elsewhere in this financial report.
Note 10:
Events After the Balance Sheet Date
Since the reporting date, there have been no events that would materially impact on the contents
and result of this report.
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MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
STATEMENT BY THE COMMITTEE
In the opinion of the members of the committee:
1.
(a)
the accompanying Income Statement is drawn up so as to present fairly the surplus of Murray and
Mallee Local Government Association for the financial year;
(b)
the accompanying Balance Sheet is drawn up so as to present fairly the state of affairs of Murray
and Mallee Local Government Association as at the end of the financial year;
(c)
the accounts of the association have been made out in accordance with Accounting Standards and
other mandatory professional reporting requirements.
2.
The committee has reasonable grounds to believe that the association will be able to pay its debts as and
when they fall due.
3.
No officer of the association, or a firm of which the officer is a member, or a corporate in which the officer
has a substantial financial interest, has received or become entitled to receive a benefit as a result of a
contract between the officer, a firm of which the officer is a member or a corporate in which the officer has
a substantial financial interest and the association.
4.
No officer of the association has received directly or indirectly from the association any payment or other
benefit of a pecuniary value.
This statement is made in accordance with the resolution of the Committee and is signed for and on behalf of
the Committee by:
President
CEO
Dated this 10th day of August 2007.
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INDEPENDENT AUDIT REPORT TO THE MEMBERS OF
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
Report on the Financial Report
We have audited the accompanying financial report of Murray and Mallee Local Government Association (the
association) which comprises the balance sheet as at 30 June 2007 and the income statement, statement of
recognised income and expenditure and cash flow statement for the year ended on that date, a summary of
significant accounting policies and other explanatory notes and the statement by members of the committee.
Committee’s Responsibility for the Financial Report
The committee of the association is responsible for the preparation and fair presentation of the financial report in
accordance with Australian Accounting Standards (including the Australian Accounting Interpretations) and the
Associations Incorporation Act (SA) 1985. This responsibility includes establishing and maintaining internal
control relevant to the preparation and fair presentation of the financial report that is free from material
misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making
accounting estimates that are reasonable in the circumstances.
Auditor’s Responsibility
Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in
accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant
ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable
assurance whether the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the
financial report. The procedures selected depend on the auditor’s judgment, including the assessment of the
risks of material misstatement of the financial report, whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of
the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the
purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates
made by the committee, as well as evaluating the overall presentation of the financial report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
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INDEPENDENT AUDIT REPORT TO THE MEMBERS OF
MURRAY AND MALLEE LOCAL GOVERNMENT ASSOCIATION
(continued)
Independence
In conducting our audit, we have complied with the independence requirements of Australian professional
ethical pronouncements.
Auditor’s Opinion
In our opinion:
The financial report of Murray and Mallee Local Government Association is in accordance with the Associations
Incorporation Act (SA) 1985 including:
i.
giving a true and fair view of the Association’s financial position as at 30 June 2007 and of their
performance for the year ended on that date; and
ii.
complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and
the Associations Incorporations Act (SA) 1985.
WHK THOMSONS AUDIT SERVICES
Chris Campbell CA
Dated this 10th day of August 2007.
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Membership
City of Port Augusta
City of Mount Gambier
City of Port Lincoln
City of Whyally
City of Victor Harbor
Port Pirie Regional Council
Rural City of Murray Bridge
The Riverland
Executive Officer
Mr. Ian McSporran
PO Box 3106
PORT AUGUSTA WEST SA 5700
Mobile: 0419 810 644
FileName:
REPA4482
FILE REF:
2407
DATE:
22 October 2007
TO:
Provincial Cities Association Members
FROM:
Chairman Mayor Joy Baluch AM
SUBJECT:
Annual Report 2006/2007
As Chairman of the Provincial Cities Association I have pleasure in submitting my Annual Report
on Association activities for 2006/2007.
In submitting this report I feel it would be very remiss of me not to comment on the current
drought which is seriously affecting not only South Australia, but many rural and regional
communities across Australia. Whilst the mining boom may provide some financial relief in
certain areas, the country is wounded and primary industry across Australia is suffering.
The impact of the drought on our rural economies, (including Association members), is already
being felt as rural and regional residents are forced to tighten already tight belts. As the money
flow is drying up, (like the River Murray), jobs are going at the farm gate and in regional and
rural centres, and these job losses are already having an impact on our communities as the
larger regional cities and centres in South Australia.
As I have stated in other areas and publications the “State and Federal Governments have to
address not only the drought problem but also the issue of water supply. They need to address
it with long term solutions, not just some politically expedient short term or bandaid solution”.
Our colleagues in the Riverland and at Murray Bridge are very well aware of the impact of the
drought and the reduced water flow in the River Murray. Whilst we are facing and dealing with
reduced availability of water for our gardens and community facilities such as parks and ovals,
you and your residents are having to face reduced availability of water for irrigation, and the
subsequent impact on major industries which underpin your economies. The result of your
efforts will impact on us all in one way or another.
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The Provincial Cities Association needs to continue to pursue the benefits of long term solutions
to our State’s water needs. We need to do so without fear or favour and to clearly enunciate
our wish to be part of a process not mired in a political point scoring exercise.
We were informed at our first meeting for the year at Roxby Downs in July 2006, of the
importance of water to the future development of our State. Without adequate and
guaranteed water supplies, the expansion of Roxby Downs by BHP Billiton, (with the resultant
benefits to South Australia), cannot occur. The problems of the Company in endeavoring to
address the demands of the State bureaucracy as part of the feasibility process for the
expansion program was well explained to us, and I believe the comments of BHP Billiton
Executives on the problems the Company was facing, gave us strength as we faced and
addressed issues of concerns to the Association and Local Government in general.
Further meetings of the Association were held on the 19th October 2006, 8th December 2006,
and 30th March 2007. All these meetings were held in Adelaide.
These meetings have resulted in the Association continuing to pursue issues including:
•
the failure of the 2004 Legislation adopted by Parliament to reduce Electronic Gaming
Machines in South Australia by 3000 machines.
•
the impact of decisions made by the Minister for Environment and Conservation and the
Environment Protection Authority on:
•
guidelines which will apply for new waste disposal sites
•
increased EPA licence fees and the use of a significant proportion of these fees as
a revenue raiser for the State Government.
•
the development of desalination plants that take advantage of solar power and other
factors, which result in minimal adverse environmental effects and community
requirements.
•
the need to review the water charging regime in South Australia to ensure that the real
cost of water is known and recouped.
•
the impact of the State Government’s Marine Parks Bill on coastal communities and
business activities.
•
submissions to the review of the State Level Sporting Facilities Strategic Plan for 2007 to
2017.
•
TAFE regional staff reductions and the lack of consultation and provision of Regional
Impact Statements for affected communities.
•
the NRM levy and the apparent cost shifting exercise which is taking place through NRM
Boards, with the imposts being funded by local communities through current and
proposed NRM Levies imposed on Local Government Authorities to collect on behalf of
NRM Boards.
The preceding list is a snap-shot of the issues addressed by the Association and its constituent
members. Whilst the final outcomes of many of the issues are still awaited, the Association’s
endeavours have kept our respective communities to the fore, particularly via local and regional
media outlets.
I acknowledge the support provided by constituent members to the Association. Whilst various
constraints have impacted on the level of participation of some members, the role of all
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members in supporting the Association and particularly the Local Government Association of
South Australia, (who have managed many of the issues outlined), has been very important.
The unanimity of purpose which has been shown in the past will continue to be important in the
present and coming years. Whilst this involvement may vary in the way it occurs, it will be very
important for the State and our communities that we are united in one way or another in facing
the many issues which will no doubt arise.
I would like to thank the Chief Executive Officer, Ian McSporran for his continued diligence in
dealing with the Association issues. Many hours can be spent in dealing with issues which may
ultimately have no real relevance to the activities of the Association. I am well aware of the
manner in which he deals with these issues and so saves us all, many further hours of reading
and discussions within our respective Councils, (or in many cases a duplication of effort).
I commend my report to the Association and recommend that Constituent Members receive
and note the Report.
MAYOR JOY BALUCH AM
CHAIRMAN
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