Notice of Board Meeting Notice is hereby given to the Chairman and Members of Regional Development Australia Barossa Gawler Light Adelaide Plains Inc. that the Board Meeting will be held on Monday 13 th July 2020 at Barossa Campus, Level One, Chateau Building, Beckwith Park, 30 – 38 Barossa Valley Way Nuriootpa 5355 or via Zoom. Please forward additional agenda items to Anne at [email protected]............................................. 6 July 2020 Anne Moroney Telephone: (08) 8563 3603 Chief Executive Officer Fax: (08) 8563 3584 28 Murray Street Email: [email protected]TANUNDA SA 5352 Mobile: 0438 224 254
Transcript
Notice of Board Meeting
Notice is hereby given to the Chairman and Members of Regional Development Australia Barossa Gawler Light
Adelaide Plains Inc. that the Board Meeting will be held on Monday 13th July 2020 at Barossa Campus, Level
One, Chateau Building, Beckwith Park, 30 – 38 Barossa Valley Way Nuriootpa 5355 or via Zoom.
3 What changes should be made to the Agenda, if any?
Any late business Additional Items to be added to Agenda
4 Correspondence For Noting (& possible discussion)
5 Minutes of previous meetings
Previous Minutes attached Resolution to accept 5
Resolution: Moved_____________________ Seconded ______________________ that the circulated minutes of the meetings of 13th May & 10th June 2020 be confirmed as a true and accurate record of the proceedings of those meetings.
GENERAL BUSINESS
6 Ifor Ffowcs Williams Workshops Building the Business and Industry Ecosystem with Clusters
Wrap up & debrief 11
Whilst RDA BGLAP has for many years placed strategic importance on building the business and innovation ecosystems a means of attracting investment and jobs growth, the impact of COVID-19 has so bruised that ecosystem that renewed and targeted efforts are required. To better understand the role of Clustering, a highly successful European and North American model for economic development, and how we can employ clustering for impact we had a workshop with Ifor Ffowcs Williams, a respected exponent of the methodology. The slides of that presentation were distributed. A further workshop was then held with Barossa core industries of Wine Food Tourism and the Arts with the intent of developing better and more functional cross sectoral partnerships to navigate the new global context. Slides and summary of that workshop are attached. Subject to negotiations with Ifor, we may offer to run similar workshops for the Northern Adelaide Plains Food Cluster and Gawler and adjacent areas. The latter don’t form a natural industry cluster but the principles of openness, trust, coming together around identity and shared vision are none the less relevant. This work is fundamental to our regional economic development plan which is organised into these three cluster areas, and within these clusters, sector organisations forming agile teams for delivering different initiatives.
7 Annual Plan 2020 - 2021 For Decision 17
Last meeting we presented a draft plan for 2020-2021. As promised then, our Annual Plan has been recast as a priorities led plan which will then be presented in the different templates for state and federal governments. I am hoping that this approach makes it more meaningful for the board in terms of strategy and what is actually being proposed and approved. Once the strategy and outcomes are diluted to present within the format of the state and federal templates, I believe they lose impact. The other reason for presenting in this way is that there are many activities that are opportunity or response driven, and so minute detail in forward planning doesn’t fit well. With this presentation, whether it is COVID response or business as usual or any other catastrophe or opportunity, it should all fit under the overall strategic direction and align with strategic priorities.
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MEETING AGENDA Monday 13th July 2020
CONFIDENTIAL
On the board portal I have uploaded The Competitiveness Institute Recovery Handbook and a Deloittes Paper on Precincts which might be helpful background considered in the preparation of the Annual Plan.
8 RDA Boundary and Name Initial Discussion
9 Infrastructure Prioritisation submissions For Discussion 29
10 Climate Change Sector Agreement For Decision
Only recently in place, the National Resources Management Region relevant to our BGLAP region is now the mid North/Barossa area. The mid North alliance (RDAYMN, LGR, NRM (Landscape Board) has asked RDA BGLAP to become a party to the sector agreement relevant to the whole NRM region as it is currently due for renewal. RDA BGLAP had not renewed its own sector agreement, instead opting to just focus on actions and projects. There is a renewed sense in government of offering preferential funding to projects identified in the sector agreements. Accordingly, the question is to have our own sector agreement or join in as requested. My provisional recommendation is that we join in the sector agreement at a high level but have our own adaptation plan and projects referenced. This requires updating that work, but as there are a number of initiatives either under way or prioritised, this will not be a big job, primarily collating priority projects and consulting with councils. Recommendation: “ That RDA BGLAP resolve to become a party to the Mid North sector agreement with commitment to advance the projects put forward in an adaptation plan relevant to the BGLAP region and that the CEO of RDA BGLAP negotiate and sign the sector agreement on behalf of the Board”
REPORTS 11 Provisional Financial
Reports to 30 June 2020
Attached (Please note several end of year adjustments are yet to be processed and only expected to have a small impact on final result)
For consideration 31
The Board to resolve to write-off the $1,100 sponsorship from 1847 Winery which is considered unrecoverable. It is requested that the Board resolve to authorise the CEO to make the decision to write-off amounts less than $100.
12 CEOs Report Weekly Update Anne to add to her weekly reports at the meeting
Resolution: Moved_____________________ Seconded ______________________ that the CEOs & Provisional Financial Reports be received.
13 Any other business
Board members are invited to submit other agenda items to Sue prior to the meeting to facilitate meeting planning.
CLOSE
Meeting commenced 3.00pm
Chair opened the Meeting and welcomed Members.
1. Attendance Record and Apologies:
Ivan Venning, Rolf Binder, Tony Clark, Martin McCarthy (via Zoom), Henry Inat (via Zoom), Amanda Longworth (via Zoom), Andrew Morphett, Belinda Cay (via Zoom), Stephen Balch (via Zoom), Anne Moroney (CEO) & Sue Merry (Minute Taker).
Apologies: Brian Carr & Robert Veitch.
2. Declaration of Conflicts: Nil.
3. Additional Agenda Items: Nil
4. Correspondence (Incoming):
a. Infrastructure SA – Infrastructure Strategy Launch (Webinar: Anne attended) – discussion
b. Anne advised that correspondence from Brian Carr attaching a discussion paper relevantto the vision map as a draft recovery plan had been received just prior to thecommencement of the meeting and would be uploaded to the board member portal
5. Minutes of Previous Meetings:
Resolution:
Moved: _____ Tony Clark ____ Seconded _____ Henry Inat __
that the circulated minutes of the meetings of 12th February 2020 be confirmed as a true & accurate record of the proceedings of that meeting. All in Favour: Carried
Business Arising:
6. Drought & COVID impact & future directions
a. Impact Modelling – some guidance but likely to need further testing;
b. RDA Response to COVID – has addressed key areas of business support and local jobsmatching for those displaced. Also, weekly meeting with Barossa GI leadership group –tourism and small retail major affected; wine affected as a result of cellar door closures,closed borders and trade disputes. B2B Service Providers have stepped up and areproviding excellent support to business as we go – main areas are People Management,Cash Flow Management, Access to Digital Technologies and Access to GovernmentSupport.
c. RDA Recalibrate and Recover: - Belinda raised the potential for a regional Gap Register– on supply chain gaps during COVID, and maybe after; how to address just-in-timeinventory for agricultural machinery parts. During COVID, travel restrictions made itimpossible to get critical parts for agricultural machinery. Other issues raised by members
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are smaller business financial viability, the impact on tourism businesses of the 6 – 12 month lead time for bookings (even once borders open ), the potential for “Renew” type projects to be explored; and making use of e-commerce platforms, such as The Gawler App, Barossa Makers and Merchants, Agora Gourmet Market, and assisting businesses to participate.
d. Board members asked to consider current strategy and what changes, if any, are requiredin a COVID and post-COVID world. Synthesis of Priorities to 1. Water, 2 Brand andDestination Development and 3, Food Wine and Tourism Value Chains and Clusters wasendorsed, subject to clarification that Destination Development includes working withtownships for vibrancy. Also suggested that the strategy could be visually depicted usingthe pyramid framework and with initiatives listed down one margin and significantcapital projects down the other (CEO to action)
e. NAIS Stage II – The State government is looking at advancing its thinking on NAIS, asreflected in the Infrastructure SA document. Difficult to plan the Regional Forum onproject prosperity until State direction clear. Anne has been reminding PIRSA and othersthat there is potential for economic development west and south of Gawler with fit forpurpose water and that this potential should be factored into design considerations forNAIS II.
Noted Chair Ivan Venning retired from the meeting at 4.30 pm to participate in RDSA Experts Forum and Rolf Binder, Deputy Chair took over as Chair of the meeting.
f. Regional Roadmap – the overarching long term blueprint for the region; COVID hasslowed down this work a little as resources are applied to immediate response, but hasalso given some time to sharpen the focus and the need for the plan to factor in disasterresilience. The Wine Industry Impact review is almost complete as part of the wineindustry ecosystem chapter. Mapping regional of assets advances and thinking is shapedas we go along. I will continue to post drafts of these maps on the members portal andwould appreciate comments and feedback – what have we missed? Does thispresentation make sense? Do the maps have clarity? Do they say anything?
g. Board requested to offer feedback on Liveability Strategy for the region. This work willbe elevated in its importance with some emphasis on Township support during and postCOVID.
7. Finance Reports
Presented by Treasurer and discussed.
8. CEOs Report
Presented via weekly updates and expanded upon. CEO commended the case studies to Boardmembers for consideration. These have not been peer reviewed yet, but give insights into howRDA BGLAP goes about its support for business and industry and the variety of matters addressed.
Resolution:
Moved: _____ Stephen Balch ____ Seconded _____ Belinda Cay __
that the Finance and CEO Reports be received. All in Favour: Carried
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There being no further business the meeting closed at 5.00pm.
CHIEF EXECUTIVE OFFICER
CHAIRMAN
DATE
Next Scheduled Board Workshop: 10th June via Zoom
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Meeting commenced 3.30pm
Chair opened the Meeting and welcomed Members.
1. Attendance Record and Apologies:
Ivan Venning, Rolf Binder, Tony Clark, Martin McCarthy, Andrew Morphett, Belinda Cay, Stephen Balch, Anne Moroney (CEO) & Sue Merry (Minute Taker).
Apologies: Brian Carr, Henry Inat & Amanda Longworth.
2. Declaration of Conflicts: Nil.
3. Additional Agenda Items: Nil
4. Correspondence (Incoming):
a. Department of Infrastructure, Transport & Regional Development: Funding AgreementChanges.
b. Northern Rivers NSW: Thank you to Rolf.
Correspondence (Outgoing):
a. Mayor O’Brien (LRG): response to Mayor O’Brien’s letter to Mayor Redman (ToG).
5. Provisional Plans (DIRD & Regions SA)
Discussion on plans and potential impact of new Federal funding agreement on priorities and ofCOVID business shutdown and travel restrictions. One additional item under Strategic Objective2: Local manufacturing of agricultural machinery parts: proposals and steps for addressing “justin time” inventory of critical replacement parts for agricultural machinery. (Potential for newindustries).
6. Provisional Budget
Discussion of budget – no items of concern to address. To be reviewed by Finance Committeeafter end of current financial year.
Resolution:
Moved: _____ Stephen Balch ____ Seconded _____ Tony Clark __
that the Provisional Annual Plan and Provisional 2020-2021 Budget be adopted. All in Favour: Carried
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7. CEOs Report
Anne spoke briefly to her weekly reports and the region’s disappointment at no success in theBuilding Better Regions Fund round announced this week. There were a number of very goodprojects, well presented, with strong economic growth opportunities. All Board members urgedto speak with their Federal member to better understand the decision-making process and reasonsfor the region’s limited success over the years.
8. Other Business
Regional Growth Fund, Strategic Business Round due to open on 11 June. Part of the COVIDStimulus package. New guidelines with greater opportunity for businesses. RDA BGLAP hasallocated additional resources to assisting business work up their application and present themwell.
There being no further business the meeting closed at 4.00pm and was followed by a Workshopwith Ifor Ffowcs-Williams on RDA assisting Clusters to be more successful, as an EconomicDevelopment Strategy.
CHIEF EXECUTIVE OFFICER
CHAIRMAN
DATE
Next Scheduled Board Meeting: 8th July (TBC)
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Building Barossa’s Collaborative Advantage
Following the webinar hosted by RDA on 2 July, this note highlights for local discussion three ‘buttons-to-press’. These support Barossa’s ongoing journey in building a high value economy.
1. Establishing Broad ‘Coalitions of the Willing’The region already has close engagement within its well-establishedsectors, particularly wine and tourism. A route to buildingcollaborative advantage across what could be sector silos is informal,project-based teams - Coalitions of the Willing.These teams could address regional identity, water, career paths forschool leavers, transport logistics… Developing each of these journeysstarts with a few, passionate volunteers.The RDA provides a key high-level coordination mechanism acrosssectors; local, state & Commonwealth agencies; and education/R&Dinstitutions. However, the RDA should not, by default, be the ‘ProjectManager’ for everything.
2. Diversifying Barossa’s Business BaseIn any region, innovation particularly develops at a cluster’s periphery,with new products, new markets and new solutions emerging. ForBarossa, the creative sector, food products, tourism attractions andequine are diversification opportunities that build on regionalstrengths. Start-ups addressing opportunities beyond the region maywell draw on capabilities in more than one sector.Emerging activities often do not have a clear voice. The RDA has acore role in identifying patterns of emerging activity and then bringingbusinesses and support organisations together to establishcollaborative agendas. Such agendas will be within, and across, theindividual sectors.
3. Building Brand BarossaThanks to wine, Barossa already has a global reputation. The Brand isthe embellishment of the region’s identity. It provides the all-important social glue within the region, as well as the focus forexternal trumpet blowing. Barossa’s identity requires carefulnourishment and development, activities that now extend well beyondthe founding wine businesses, to the benefit of all.
Projects, a cluster’s engine room Broad range … there is no one silver bullet Address opportunities, not problems Integrating diverse knowledge, opinions – Regional identity, Barossa brand?– Water?– …
Successful Clustering Initiatives Four key principles
Infrastructure Priority List – call for submissions to 2021 Infrastructure Australia is calling for submissions for the 2021 Infrastructure Priority List publication. The Priority List is a ‘live’ document, which is regularly updated on our website and is open to submissions at any time. However, to be included in the upcoming 2021 publication, we must receive your submission by 31 August 2020.
It is crucial that Australia continues to have a comprehensive and robust infrastructure pipeline to guide our recovery from the COVID-19 pandemic and to ensure that Australia can cope with future challenges. The Infrastructure Priority List provides evidence-based advice to support an informed discussion about Australia’s spending priorities.
What kind of submissions are we looking for? We are inviting Australia's governments and non-government bodies to submit nationally significant infrastructure problems and opportunities for consideration.
Submissions are welcome in all infrastructure sectors: energy, water, transport, telecommunications and social infrastructure, and should target issues affecting quality of life, productivity and/or the environment. We particularly welcome submissions that respond to the national initiatives added to the Priority List in 2020:
• Ensuring towns and cities have safe and secure water supplies • Developing a national strategy for water • Protecting coastal regions from inundation • Addressing national waste and recycling management challenges • Responding to national road maintenance issues • Improving mobile telecommunications coverage in regional and remote areas • Establishing an Indigenous art and cultural facilities program
Note 2019-2020 Annual Budget 2018-2019
( $ ) ( $ ) ( $ )Income
Funding - RDA Barossa 1 770,255 786,905 778,838 Bank Interest 6,578 4,000 4,255 Project Income 2 428,098 591,200 309,216 Sundry Income 3 151,196 87,000 201,446
Cash Flows from Investing Activities(31,590) (2,312)
Net cash provided by / (used in) plant & equipment (31,590) (2,312)
Net increase / (decrease) in cash held 682 347,681 Cash and cash equivalents at beginning of financial year 966,709 720,947 Cash and cash equivalents at end of financial year 967,391 1,068,628
Regional Development Australia BGLAP Inc.Statement of Cash Flows
Note 2: Funding – ProjectsProjects Funds in TrustWorld Heritage 7,824 80,605 Barossa Partnership 42,090 2,118 Barossa Campus 344,556 132,381 YiAg 4,878 200 Social Capital - 12,500
399,348 227,804 RDABGLAP ProjectsCountry Arts 8,750 35,000 Think Tank 20,000 - Barossa Training Package - 7,162 ILG - 3,750 Skills & Employment Network - 500 Value Add Food Project - 35,000
28,750 81,412
Project Funding Total 428,098 309,216
Note 3: Sundry Income* Other Income 135,542 94,314
Contract Services - 24,162 Program Management Fees - 52,040 Rent Received 5,839 15,625 Events & Functions 9,814 15,305
151,196 201,446
* Other IncomeTransforming Business 850 17,850 B2B 14,052 13,534 Business Services & Networks 5,000 5,000 Barossa Campus Sponsorship 29,300 - Wine Recycling Project 28,160 - China - 20,000 Country Arts 9,970 21,334 Industry Development 68 - Overheads 420 - Place Based Management 2,424 - Internal Projects 3,448 3,564 Water Forum 5,000 3,000
** Other Income 36,350 - Value Add - 4,940 Food SA Export - 5,000 Sale of Laptop - 91 GWC 500 -
135,542 94,314 ** $35,000 income for Campus Governance
for period ended 30 June 2020Management Notes to the Financial Statements
Regional Development Australia BGLAP Inc.
for period ended 30 June 2020Management Notes to the Financial Statements
Note 8: Trade & Other Receivables1847 Winery 1,100 A Stable Life Counselling Service Pty Ltd 55 Adelaide Hills Council 5,500 Australian Fresh Meat Group Pty Ltd - Botanique Florals 55 Centacare Catholic Family Services 55 City of Onkaparinga 5,500 Cultured 55 Dept of Infrastructure, Transport, Reg Dev & C 3,749 Developing Abilities 55 Ehrat, Tryphena 55 Flinders University 220 Gawler Business Development Group Inc 88 Geeks on Call 14 Get Zac 66 Graphix SA 13
for period ended 30 June 2020Management Notes to the Financial Statements
Regional Development Australia BGLAP Inc.
Green Industries SA 28,204 Hallett Law 27 Hueppauff Vineyards Pty Ltd 55 Kapunda Business Alliance 77 Kerry Cleopatra 55 Kirsty Barklem 30 Mission Australia 220 Obst Design Fuel Saver 55 One Barrel Brewing 55 Optus 4,500 Regional Development Australia Murraylands 3,300 Regional Planning Directions 14 The Barossa Council 5,500 Town of Gawler 10,764 Walk Local Barossa 55 Bad Debts (632)
68,857
Note 9: Plant & Equipment
Computers Office
Equipment Office
Furniture Total $ $ $ $
Balance at 1 July 2019 3,460 11,204 52,865 67,529Additions 21,872 10,753 13,753 46,379Disposals - - - - Depreciation expense (6,588) (4,878) (11,802) (23,269)Carrying amount at 30 June 2020 18,744 17,079 54,816 90,639
